FM World 11 February 2016

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 11 FEBRUARY 2016

FMW www.fm-world.co.uk

FIGURING IT OUT How the Association of Chartered CertiямБed Accountants matches heritage and modernity at its new London HQ

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Cofely GDF SUEZ is now

Energy & Services are now one solution Tomorrow’s businesses demand much more.

That’s why ENGIE is shaping a new kind of energy and services company. One built on intelligent customer-led solutions, digital insight and proven people skills to deliver a more efficient and sustainable future.

By people for people

engie.com

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VOL 13 ISSUE 3 11 FEBRUARY 2016

CONTENTS

06| Shrinking the state

18| A modernising move

24| Rural estate

NEWS

OPINION

FEATURES

06 Government pledges to sell 75 per cent of its offices by 2023 07 Only 8 per cent of employers care for wellbeing 08 Project of the fortnight: GPT turns uniforms into RDF 09 Think Tank: Is flexible working making you ill?

10 News analysis: What advances will the Smart Working Code bring?

11 News analysis: Estate data: the effects of place on profit 12 Business news: Graeme Davies: Analysts predict the economic toll of ‘Brexit’ 13 Council ends Kier partnership contract to bring services in house 14 In focus: Robin Hay, co-founder of Bennett Hay on the quality and effectiveness of wellbeing strategies within businesses

16 John Bowen considers the dangers of wild weather versus lost productivity 17 Five minutes with Mat Oakley, head of European commercial research, Savills

MONITOR

28| Making change pay

18

Figuring it all out: Global accountancy body the ACCA is combining heritage with a modernity that emphasises its brand at its new London base

24

The country files: Meeting the needs of all stakeholders can be a tough call for rural FM operatives – out of town and against the elements

28

Agents of change: Three success stories, demonstrating how teamwork has led to strong examples of change management in action

33 Insight: Market intelligence 34 Legal update: Health and safety in commercial kitchens 35 How to: Disposing of abnormal waste 36 Technical: Air handling units 37 Technical: How to treat Pseudomonas

REGULARS 38 41 42 43 44 46

BIFM news Diary of events Case in point Behind the job Appointments Calls to action

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MARTIN READ

EDITOR COMMENT

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

LEADER

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

e humans have always bartered, traded and interacted face to face. It’s only in the last tiny fraction of human existence, from the beginning of the last century to date, that we’ve been able to do so remotely from each other over telephones. And it’s only from the 1970s onwards – with the internet something of a major milestone along the way – that we’ve been able to conduct such transactions through ever more capable computer screens.

Interacting with people from your screen to theirs can in fact be incredibly valuable - think Facebook, for example, and how it keeps us in touch with those we’d otherwise lose contact with. But where a commercial transaction is involved, interactions without actual human contact can be truly depressing. Many businesses now force customers to buy product or otherwise transact with them solely through screens, the idea of coming eye to eye with those they serve increasingly outlandish.

Up until the 1970s, grocers served each customer individually. Today, the battle lines in the People vs. Tech war can most clearly be seen in the supermarket, with customers pressganged into another depressing experience with the self-service tills.

An unexpectedly basic lack of human understanding in the bagging area sees store assistants paid to train customers on the very machines that are set to replace them, all to cut out costly ‘human’ interactions on the checkouts.

This is a breeding ground for contempt on both sides of the commercial transaction. You’ll also find it on train stations, where staff can be at best standoffish and at worse actually fearful of their customers. There’s the sense that they’re being phased out to be replaced entirely by touch-screen terminals. Even the PA system is inhuman, with automated messages informing us of delays and cancellations.

So, on any given day we have commuters and retail customers suffering depressing, humanless transactions. And guess what? These transactions are likely to be happening to pretty much anyone on their way to and from a place of work.

Here is where the soft skills side of FM can really shine. In recent years, the quality and capability of reception staff has skyrocketed, with people paid to consider and cater for customers, and to deal with them face to face. Learning and adapting to customers’ individual needs, and having a genuine aptitude for helping people, is increasingly the way in which facilities staff offer a wonderful, welcome and entirely refreshing counterbalance to the disastrous digital-only transactions outside. Visitors to facilities with good reception staff enjoy the exact opposite of the experience they so frequently suffer in getting to and from work, literally coming face to face with welltrained and naturally capable faciities staff who are welcoming, willing and anticipatory rather than wary, woeful and supremely disengaged.

The recent move by firms to bring more hospitality staff into frontline FM, and the growth in competition to provide reception and concierge services, allows the profession to showcase just how powerful these best practice FM principles – through something as simple as a single, welljudged human interaction – can be.

W

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

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

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“The quality and capability of reception staff has skyrocketed, with people paid to consider and cater for their customers”

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FM NEWS

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CENTRAL GOVERMENT ESTATE

IMAGES: ALAMY/BLOOMBERG

Government pledges to sell 75% of its offices by 2023 The government has announced that it is seeking to reduce the amount of office space it occupies by 75 per cent from 2023.

The move is part of the government’s commitment to save at least £2 billion over the next 10 years by rationalising its estate.

Minister for the Cabinet Office and Paymaster General Matt Hancock, in launching the State Of The Estate report 2016 at the recent Government Property Conference, said the government was planning to reduce its total number of offices from 800 to 200.

Hancock said: “We have a laser focus on cutting the deficit, supporting growth and providing more houses.

“To that end, we’re determined to release property the government no longer needs and get out of expensive rentals that aren’t offering value for money.”

He added: “The report shows the progress we’ve made in creating a more modern and efficient estate, with £1.8 billion already saved for taxpayers. But there is still a lot more we can do. That’s why I’m calling on people across the country to get involved by challenging us through the Right to Contest scheme to release properties we’re not using efficiently enough.”

The new target coincides with the government’s revelation that it has already reduced its estate by the equivalent of 336 football pitches since 2010.

This change is more visible in central London, where the report confirmed that the number of government offices has fallen from 181 in 2010 to just 54 currently.

The intention is to further reduce this number to around 20 buildings by 2025.

The State Of The Estate report

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Admiralty Arch and the Old War Office in Whitehall have already been sold to private developers for almost £200 million

also shows that the size of the government estate fell by 300,000 square metres in the past year, with running costs also reduced by 9 per cent (or £279 million) compared with the previous year

and that the government saved a total of £842 million in 2014-2015 by selling empty buildings and exiting expensive rentals.

It has also reduced the cost of running the estate by 28 per cent

since 2010, according to the report.

For the latest corporate State Of The Estate report see: tinyurl.com/FMW1102government-estate

COMMERCIAL OFFICE SPACE

Larger firms study flexible workspaces Larger companies are looking to co-working spaces or serviced offices in an attempt to overcome the lack of available commercial property in the market, according to a property expert.

Mat Oakley, head of European commercial research at Savills, recently presented a market update at a relocation seminar hosted by Morgan Lovell.

Oakley explained that the market was experiencing some of the lowest vacancy rates in Western Europe. The amount of available space in the West End of London currently stands at 3 per cent, and the London Borough of Westminster has lost more than a million square feet of office space to residential property in the past five years.

“Rents have gone up

dramatically,” said Oakley, “But I don’t think that they will continue at this pace.”

Larger companies are considering flexible workspaces, co-working spaces and serviced offices as alternatives. “These are no longer just for SME organisations,” he said.

Oakley also noted that central London’s spiralling property costs

will drive business into Greater London, suggesting areas such as Stratford could become new business districts.

“Outer London boroughs are about to have their moment; they now have much better transport links. Greater London will be a bigger beneficiary of this costdriven move than the rest of the UK,” he said. www.fm-world.co.uk

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NEWS

BRIEFS New rules on English waste

Only 8% of employers care for wellbeing A “wellbeing vacuum” in workplaces is putting individuals’ and business health at risk, claims the Chartered Institute of Personnel & Development (CIPD).

Its report, Growing The Health And Wellbeing Agenda: From First Steps To Full Potential, says despite increased business awareness of the importance of actively supporting health and wellbeing in the workplace, there remains a stubborn “implementation gap” in UK workplaces that threatens both people’s health and long-term business sustainability. It says the average cost of absence stands at

£554 per employee a year.

It reveals that only 8 per cent of UK organisations have a standalone wellbeing strategy that supports the wider organisational strategy, and 61 per cent of employers are more reactive than proactive on wellbeing matters.

Almost 38 per cent of employees are under excessive pressure at work at least once a week. And 43 per cent say longhours working is the norm for their organisation.

Wellbeing is taken into account in business decisions only to a little extent, or not at all, in 57 per

cent of cases. And less than twofifths of organisations monitor the cost of staff absence.

To date, many organisations’ wellbeing efforts have tended to consist of one-off initiatives that aren’t joined up, and therefore often fail to have a long-term impact in the workplace.

To address this, the CIPD recommends that a proactive employee wellbeing programme – based on the foundations of good people management, leadership and culture – should be at the core of how any organisation carries out its operations.

GETTY / ISTOCK

BIFM launches business confidence monitor The BIFM has launched its Facilities Management Business Confidence Monitor, compiled in collaboration with Barclays Bank and publisher i-FM. It aims to measure “buoyancy across the FM sector” and includes questions on the impact of the National Living Wage.

Results are due to be published on the BIFM website on 17 March. They will give a clear indication of the state of play in the sector, and act as a measure of overall business confidence for the coming 12 months.

Views are sought from those within service providers large and small, whether it’s those delivering services or those tasked with generating growth. www.fm-world.co.uk

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The monitor asks for opinion on current business performance, business outlook, and individual career prospects.

Peter Brogan, BIFM research and information manager (above), said: “The monitor is establishing itself as an important pulse check for the FM industry, capturing a picture of FM market

confidence by canvassing views of the sector’s senior decisionmakers and the teams delivering those services on the ground throughout the UK. “We are eager to understand how the FM sector thinks the mandatory pay increase from April will affect them, as estimates claim over a million workers in the UK aged 25 and over will benefit from the wage increase.”

Nicki Thomson, Barclays head of business services, said: “Measuring confidence in this way provides us with a regular pulse check of those who are immersed in the sector on a daily basis.”

Take the FM Business Confidence Monitor survey at: tinyurl.com/fmw1102-BCM

The hazardous waste registration process for England is changing.

From 1st April, registration with the Environment Agency is no longer required, and all existing registrations will become void on this date. Welsh companies should continue to register with Natural Resources Wales.

Neil Curtis at B&M Waste said: “Waste traceability, from production to final destination, is still required, which means consignment notes are still a mandatory document. The format of these, however, is due to change on April 1st at the same time, as the registration process is no longer necessary. ”

ESOS is ‘saving money’ The Energy Savings Opportunity Scheme (ESOS), which had its deadline extended last month, does lead to savings for businesses, says the National Energy Foundation charity (NEF).

Over the course of the first tranche of ESOS compliance, NEF worked with several organisations, and identified “hundreds of energy-saving opportunities, the potential value of which was millions of pounds of savings”.

Thomas Whiffen, NEF senior energy specialist, said the charity used “half-hourly energy data, utility bills, finance records and mileage claims” and identified “energy savings totalling 29 gigawatt hours (GWh) a year – equivalent to £12.5 million a year off fuel and utility bills”.

HSE guidance for cleaners The Health & Safety Executive (HSE) has published a guide for cleaners on managing musculoskeletal disorders.

It says: “Many tasks involve using cleaning machines and heavy manual work…. Cleaners are often required to work in awkward postures for long periods, which may lead to long-term damage.

“They work in buildings that are generally planned for other workers and not designed with cleaning in mind, where issues such as access, the location of taps and storage facilities, and the use of unsuitable floor materials can also pose problems.” See tinyurl.com/ fmw1102-HSE-cleaners FM WORLD | 11 FEBRUARY 2016 | 07

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FM NEWS

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Courts get tough on H&S breaches Crown Courts and Magistrates Courts in England and Wales are now bound by tough rules when sentencing offenders convicted of breaking health and safety laws. The recently introduced legislation means that courts are required to follow comprehensive sentencing parameters.

Neal Stone, policy and standards director at the British Safety Council, said: “We broadly welcome the new guidelines and in particular that in future that three factors will be key in determining fines for health and safety offences: the degree of harm caused, the culpability of the offender, and; the turnover of the offending organisation.

“Having consulted our members, we were able to say in response to the Sentencing Council’s proposals that there was overwhelming support for this change, which would help ensure greater consistency in the sentencing practice of our courts and a level of fines that fit the crime.”

Stone said: “This long-overdue change is specifically in relation to the level of fines imposed and in certain cases the use of imprisonment as a sanction. What is clear is that the courts have on occasions failed to properly take into account the seriousness of the offence in weighing up the appropriate penalty.”

He added: “The objective must be to reduce the deficit of fatal and major injuries and occupational ill health.”

TURNING UNIFORMS INTO REFUSE DERIVED FUEL (RDF) ORGANISATION: Cordant Group NUMBER OF UNIFORMS: 20,000 (total weight: 1,846kg) CONSULTANT: GPT Waste FUEL PRODUCED: 1.846 tonnes RDF (based on industry averages)

GPT turns uniforms into RDF 20,000 old uniforms have been transformed into enough fuel to power three homes for a year. Cordant Group needed to dispose of the uniforms, which had been designed for security and other FM-related duties, and were thus no longer useful for general wear. They could not be recycled, so Cordant’s only other option was to shred the uniforms and recycle the rags, sending them either to landfill or for incineration.

With growing landfill costs, this course of action was not deemed a viable plan. Instead, the company decided on a greener alternative – turning the garments into refuse derived fuel (RDF). The process captures energy in non-recyclable waste, transforming it into pellets that can be used to replace fossil fuels. Each tonne of waste diverted from landfill eliminates 0.54 tonnes of carbon dioxide, equivalent from being emitted in landfill gas. Cordant, with consultant GPT Waste, processed 1,846kg of uniforms, transforming them into 1.846 tonnes (industry average) of RDF. Edward Macfarlane, managing director of Cordant Security, said this amount of RDF would produce anout 6,120 kilowatts an hour – enough to power three small houses for a year.

“By adopting this strategy, the recovery rate is also 100 per cent or a 100 per cent diversion from landfill, so our landfill rate is 0 per cent – that is fantastic. It’s far more productive than the other unsustainable alternatives available to us.”

Cordant is looking at building the RDF project into its general uniform life-cycle programme, and is urging other service providers to follow suit.

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Reading council fined for Legionella breaches Reading Crown Court has fined the local council, following prosecution by the Health & Safety Executive (HSE), for failing to manage Legionella risks in a care home.

Pensioner Lewis Payne, 95, had stayed at The Willows after breaking his leg in 2012 and subsequently died from Legionnaires’ disease, prompting an investigation by the HSE. The court heard that the council’s arrangements to minimise the risks from the bacteria were not robust enough because of a lack of training for key personnel. Additionally, showers had not been descaled or disinfected quarterly and arrangements for the flushing of little-used outlets also fell short of best practice requirements.

Reading Borough Council was fined £100,000 with £20,000 costs after admitting breaching Section 3(1) of the Health and Safety at Work Act 1974.

BSRIA’s head of energy & environment, Reginald Brown, said: “Many organisations are aware of their legal responsibilities for the control of Legionella bacteria but fail to ensure that the recommendations of risk assessments are fully implemented by operational staff.

“Susceptibility to Legionella infections increases with age, so operators of care homes and other healthcare facilities are expected to be vigilant.”

Trust health workers set to strike for £10ph Cleaners and hostesses at South London and Maudsley NHS Trust were due to hold a strike ballot this month over the right to earn a living wage.

The GMB union said 175 staff employed by private contractor Aramark – working at the Maudsley, Lambeth, Bethlem and Ladywell sites of South London & Maudsley Trust – were due to hold demonstations on 2 and 9 February in support of their demands for £10 per hour, sick pay and shift allowances.

Nadine Houghton, GMB regional organiser, said: “It’s unfortunate that we have been forced to ask our members whether or not they are prepared to strike, but we have consistently told Aramark that our members provide a frontline service in a mental health trust within London, and as such they deserve to be paid a genuine living wage of £10 per hour, full sick pay and proper shift allowances.

“Our members are working around many vulnerable individuals. Sometimes they are verbally and even physically attacked, and yet many of them are unable to take sick leave as they are not paid for this. Some of them also receive no extra pay for working weekends and Bank Holidays. They have rejected the offer that Aramark made to them as it went nowhere near satisfying their demands.”

An Aramark spokesman said: “We believe a fair and comprehensive offer has been made. It is disappointing that union representatives have chosen to reject it, but we remain hopeful that a mutually agreeable resolution can be reached.” www.fm-world.co.uk

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29% – It is beginning to work

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THINK TANK

57% – Wellbeing is on the up

OUR READERS SAID… We asked our LinkedIn and mailing list members: Is flexible working making you ill?

Flexible working can make you ill.

Such environments, according to research by academics including Professor Gail Kinman, an occupational health psychologist from the University of Bedfordshire and the British Psychological Association, encourage an “always on” culture.

Working away from the office or part-time can make employees feel isolated from social networks, and foster a “grazing” instinct that keeps dangerous stress hormones at high levels. Resentment among colleagues is possible, and the general blurring of lines between work and home life can be stressful.

The findings could be seen as a blow to those who advocate more sophisticated measures for enabling a good work-life balance.

Health & Safety Executive statistics show 10 million working

days were lost to work-related stress in the UK last year. Bodies including the Chartered Institute of Personnel & Development and the Trades Union Congress advocate flexible working – but point out that it only works when employees are given a choice.

We asked if yours is an organisation that encourages flexible hours – and whether it had led to increased wellbeing and caused less absenteeism? Or did you instead agree that flexible working has a ‘dark side’?

Most of you, 57 per cent, said ‘yes’, wellbeing is on the up. One respondent said: “The business has encouraged working from home or client bases so much that it is unusual to see staff in an office unless for an organised meeting.”

He added: “Those working from home and whose primary function

14% – Flexible working has a dark side

includes communicating with others such as by phone or video conference do not appear to have isolation problems. This contrasts with those whose function is administrative, dealing with documents. Some report feelings of isolation particularly where bosses regard any unnecessary call to another team member as inefficient, time-wasting chat rather than reinforcing team relationships.”

Only 14 per cent of you disagreed, saying there were signs of stress. One person said: “The research stated that older workers are less likely to respond positively

to flexible working. I do not agree, having recently moved from a rigid shift to working from home with flexible working hours at age 40-something. It depends on the individual and does need to be controlled to avoid isolation, but I believe it is the way forward.”

Some 29 per cent of said you saw it starting to work. One respondent said: “I fear that home working or outside of the normal schedule can lead to isolation, but if the company is switched off and encourages support network for flexible working it increases productivity and decreases stress.”

Welcome Break pledges to pay the living wage Motorway services operator Welcome Break is to pay the National Living Wage to all its UK employees from April 1.

The National Living Wage will be the minimum starting rate for all of the company’s 5,000-plus employees across its 27 sites, irrespective of age.

Currently 2,095 employees (42 per cent of the workforce) are under 25 and the decision to provide its entire staff with the National Living Wage is part of Welcome Break’s continuing strategy “to attract the very best people to work for the company”.

Welcome Break will spend an additional £4 million to ensure that it attracts the best recruits.

For some employees, this will represent an increase of 33 per www.fm-world.co.uk

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cent on their current income.

Rod McKie, chief executive of Welcome Break, said: “If you want to attract the best people you need to reward them accordingly, and as such we’ve made the decision to give all of our employees, regardless of age, the National Living Wage.”

● In separate news the government has “named and shamed” 92 employers who have failed to pay workers the National Minimum Wage (NMW).

Business minister Nick Boles said those named owed a total of £1,873,712 in arrears. Since the scheme was introduced in

October 2013, 490 employers have been exposed, with arrears of more than £3,000,000 and penalties of at least £1,100,000.

On 1 October 2015, the NMW rose to £6.70. Employers should be aware of the different rates for the NMW depending on the circumstances of their workers.

The 92 cases named were investigated by HM Revenue & Customs. The naming and shaming scheme was revised in October 2013 to make it simpler to expose employers that fail to comply with NMW rules.

Businesses or employees with questions can contact Acas online by visiting www.acas.org.uk/ nmw. A full list of those named can be found on our website at tinyurl.com/fmw-nlw-0216 FM WORLD | 11 FEBRUARY 2016 | 09

05/02/2016 12:15

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WORKPLACE REPORT

What advances will the Smart Working Code bring?

of Justice, which created 24 commuter hubs to reduce the need and expense of long journeys to support work/ life balance. And the Foreign & Commonwealth Office ensured that specialist staff such as translators could work from home instead of travelling into London.

Doing more with less

The code is for use by public, private and not-for-profit organisations of all sizes HERPREET GREWAL newsdesk@fm-world.co.uk

The business standards organisation BSI, working with the Cabinet Office, has announced a new code of practice on Smart Working – the BSI Publicly Available Specification (PAS3000).

This ‘Smart Working Code of Practice’ aims to support organisations in implementing smart working principles. The Cabinet Office is sponsoring it on behalf of the Smart Working Charter Steering Group of industry, academia, institutions, and other public sector bodies.

The code brings together best practice from “across the world and across disciplines,” says the government, enabling organisations to move from principles to standards and allowing them to benchmark themselves against other smart working high performers.

Says the Caibnet Office: ‘Smart 10 | 11 FEBRUARY 2016 | FM WORLD

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working principles acknowledge that technology and flexible working are changing the way we work for the better by creating modern workplaces that support more flexibility and collaboration to give staff a better work/ life balance. This means greater productivity and efficiencies for employers.

The government recently awarded some of its own departments with an accolade known as The Way We Work (TW3) Awards to those who have created “smarter ways of working”. It highlighted the work of bodies like the Ministry

The Cabinet Office says: “[Smart working] can play an important part in meeting the challenge of doing more with less. New technologies support smart working by enabling more mobility of work, and legislation is encouraging flexible working and new trends in workplace design.”

The code is intended for use by public, private and not-for-profit organisations of all sizes.

John Manzoni, chief executive of the Civil Service and Permanent Secretary of the Cabinet Office, said: “The new standard developed by BSI and Cabinet Office will establish good practice across a range of disciplines for the first time and will help to turn smart working from an art into a science.”

Scott Steedman, director of standards at BSI, added: “Smart working provides opportunities for greater flexibility and mobility through new technologies and concepts in workplace design”.

“Smart working is about harnessing the potential of flexible working in a strategic way, to deliver benefits both for the business and for employees.

Employing effective practices is a key goal for all businesses, and smart working is not restricted to

“Employing effective practices is a key goal for all businesses, and smart working is not restricted to one sector”

one sector.”

The code has been developed through a consensus-based approach with input from organisations including Agile Future Forum, Cabinet Office, CIPD, the Department of Health, Henley Business School, the Local Government Association, Microsoft, the Ministry of Justice, Morys and Company, UCL Bartlett Faculty of the Built Environment and AMA Alexi Marmot Associates, Vodafone, and notfor-profit group Working Families.

Devil in the detail Experts welcomed the announcement. Monica Parker, founder of workplace strategy firm, Hatch, told FM World: “Anything that normalises new ways of working is a move forward, but the devil is in the detail. While it touches on culture it misses the rather critical element of how to collect data about culture and behaviour.

“It’s a step in the right direction, but it’s not going to make a big impact. A document and code released by the government is not going to change leadership or the culture of organisations.”

She said the code was too “space-focused” and did not provide enough guidance on collecting quality data that would give businesses a strong foundation of evidence on which to build the policies that would make a real, longer-term difference to workers’ lives.

One reason this was not apparent, said Parker, was the corporate real estate / FM sector “by nature having to be reactive”.

“Collecting social scientific data – such as psychological, anthropological and sociological which is at the heart of smart working – is not natural for them.” i See Smart Working. Code of Practice at: tinyurl.com/fmw1102smart-working

ALAMY

FM NEWS ANALYSIS

www.fm-world.co.uk

05/02/2016 11:37

LOCAL AUTHORITIES

Estate data: the effects of place on profit

YUJI KOTANI

HERPREET GREWAL newsdesk@fm-world.co.uk

Data and analytics can be an indispensable part of a company’s decision-making process, but not all firms are making use of it, suggests a report by real estate group JLL. By building on data and analytics, companies can measure and, in the process, learn more about their businesses and, in turn, make that knowledge work for them.

But despite the apparent benefits to be gained from enhancing use of data and analytics, corporate real estate (CRE) teams “do not appear to have taken to data and analytics as enthusiastically as might have been expected”.

JLL surveyed 544 CRE executives from more than 350 companies and 35 nations for their perspective on trends in CRE. It found only 41 per cent of respondents in the survey agree that data and analytics are used to drive better decisions and improved performance in CRE in their companies. www.fm-world.co.uk

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This trend is particularly pronounced in countries such as Australia, Japan, France, and Germany, where agreement levels are especially low, ranging between 21 per cent and 35 per cent.

In corporate real estate there is also evidence to suggest that data and analytics could play an important role in enhancing the decision-making of CRE teams.

Going greener Another recent report from the World Green Building Council goes further, saying retailers can use estate data to improve the shopping experience for customers and potentially increase their profits by providing greener, healthier store buildings. This highlights just how far-reaching the benefits of estate data can be.

Health, Wellbeing And Productivity In Retail: The Impact of Green Buildings On People And Profit says that although there is a surge in interest in health and wellbeing in the property sector, most retailers are missing “a key opportunity to better understand how the physical retail environment can affect staff and customers – including the retail experience – and therefore the impact on overall business performance”.

This is despite emerging evidence that shows that greener, healthier retail stores – those that typically boast good daylight, fresh air and greenery – are becoming more attractive to consumers and potentially more profitable for retailers.

This study presents ways in which retailers can measure the effect of place on profit using data – particularly on consumer behaviour – which may already be available at their fingertips.

But it also adds that it is not enough to simply measure and assess the physical environment and correlate this with business performance. The report points out that it can be the case that the physical environment performs well quantitatively – for example, meeting and exceeding energy performance and air quality standards – but is “nonetheless viewed less favourably by occupants who find it visually uninspiring or even demotivating”.

Perception study The report also contends that although surveying employees and customers provides valuable direct feedback, it is not enough.

“Retailers can use estate data to improve the shopping experience for customers and potentially increase their profits”

This is down to some employee and customer surveys – even those with health and wellbeing themes – failing to ask questions related to individual aspects of the physical environment.

If says: “Simply asking for perceptions of the retail environment, and zeroing in on specific areas of concern, can lead to low-cost opportunities, from lowering temperatures to creating more interesting and stimulating environments.”

Instead, the report recommends undertaking a “perception study” of both employees and customers, taking a slightly different approach for each. It also suggests carrying out the surveys more than once, at different times, for example, pre and post-refurbishment.

Terri Wills, CEO of the WorldGBC, said: “This report is about empowering retailers to look within their own properties to understand and monetise how better, more sustainable physical environments can potentially drive profit – and in doing so, ultimately strengthen the business case for greener, healthier buildings.”

The study was led by the UK Green Building Council and forms one of the first major outputs of WorldGBC’s global campaign ‘Better Places for People’ – designed to increase the number of green buildings to support people’s health, wellbeing and productivity.

Better Places for People is sponsored by ARUP, B+H Architects, the International WELL Building Institute, Land Securities, Lend Lease, Marks and Spencer, Saint-Gobain, Skanska, and Uponor. i See Health, Wellbeing And Productivity In Retail: The Impact Of Green Buildings On People And Profit at: tinyurl.com/fmw1102green-building And see JLL’s report at: tinyurl. com/fmw1102-jll-analytics

FM WORLD | 11 FEBRUARY 2016 | 11

05/02/2016 11:37

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ANALYSIS

Analysts predict the economic toll of ‘Brexit’ GRAEME DAVIES newsdesk@fm-world.co.uk

Suddenly after months of slowly building, the prospect of a referendum over the UK’s membership of the European Union has come into sharp relief and the war of words has stepped up. With the prospect of a vote as soon as June and polls converging, a ‘Brexit’ is now being talked about as a serious prospect, especially as the EU continues to be threatened

by the migrant crisis on its southern flank.

Economists and City analysts are scrambling to quantify what a Brexit could mean for the UK and some dramatic calculations are emerging, including a prediction from analysts at Credit Suisse that it could lop as much as 2 per cent off the UK’s GDP and prompt a snap recession.

This may seem extreme, but analysts say that UK businesses

could lose confidence and pare back investment, and capital flows from Europe into our economy could also shrink. Couple this with a fall in demand for housing owing to lower migration hitting the property market and possible damage to the share prices of UK firms as investors perceive an extra risk premium for holding them and the possible ramifications of such a scenario are considerable.

A Brexit vote would send an instant shockwave through the economy not just of the UK, but the EU too, although the reality is that any such vote would merely trigger the start of a negotiated exit process that could take up to two years to complete. The result of any such negotiation would also be crucial to the longterm impact of Brexit, given that some campaigners say the UK could simply agree some sort of beneficial free-trade agreement

Contract wins

NEW BUSINESS Logistics firm DHL Supply Chain has partnered with Compass Group UK and Ireland to provide catering services to customers in the public sector, airline, rail and FM industries. DHL will deliver “end-to-end supply chain solutions, overseeing the flow of product and management of waste”.

Asset Management Property Maintenance (AMPM) has been awarded a contract to manage FM across the UK estate of Young’s & Co Brewery. This includes full 24/7 helpdesk and cost management services across more than 250 pubs and hotels in the company’s chain.

Churchill Services Group has begun a cleaning contract at Barnfield College 12 | 11 FEBRUARY 2016 | FM WORLD

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in Luton. It includes delivery to both its campuses and follows the start of a catering deal in late 2015. The cleaning contract covers the provision of general cleaning, window cleaning and supply of consumables, through a team delivering 100 cleaning hours a week.

Gloucestershire parish council has signed a three-year estate management contract with local social enterprise company Centigen Facilities Management. The contract includes cutting grassed areas, trimming hedges, and killing weeds in all areas managed

by Newnham Parish Council.

ISS UK has won an FM contract including building maintenance, cleaning and security services for the

Royal College of General Practitioners at its 30 Euston Square base in London.

ISS has provided an integrated FM management model since September 2015, including building maintenance services, security and manned guarding, cleaning and housekeeping, energy and environmental management, and health and safety management.

Imtech Inviron has landed a threeyear contract with new client Great Portland Estates plc. The firm, which is Imtech UK & Ireland’s technical FM business, has a team of six Imtech Inviron engineers permanently based on site and they will undertake planned preventative and reactive maintenance to the mechanical, electrical and public health services across the combined 28 floors of City Tower and City Place House in central London.

Poundland has extended Helistrat’s £4 million waste and recycling services deal to include another 250 stores gained through its purchase of the 99p Stores. Helistrat has managed backof-store recycling services for 500 Poundland stores across the UK and Ireland since August 2014.

with the EU that would retain many of the current trading benefits while slashing the dreaded levels of EU bureaucracy.

What is sure is that an EU exit would be most likely to have a dampening effect on migration to the UK, as free movement of labour would no longer apply.

But for industries such as FM, which rely on large numbers of migrant workers willing to take on lower-paid roles, a cut in migration could make recruitment more difficult. And other elements of employment law could also change if the UK were to withdraw from the EU, which could change the nature of contracts – especially where a company agrees to take on workers already in place under TUPE rules. Furthermore, for UK FM firms working across different European countries, doing business could suddenly become more awkward, and more costly.

Of course, Brexit campaigners say it could be achieved with little discernible harm to the economy and would make UK businesses more competitive against their EU counterparts. It could also make life more difficult for UK companies to do business within its current biggest single trading partner.

The uncertainty is unhelpful and has added to the growing sense of unease in the UK economy.

Financial markets never welcome such uncertainty and a sharp sell-off in shares has also been accompanied by a slide in the value of the pound.

Mr Cameron faces a busy six months. First, he has to convince his European counterparts to concede some ground to him on migration and benefits for migrants. Second, he has to sell those concessions to his party as well as the public as sufficient to warrant the UK’s continued membership of a reforming EU. Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

05/02/2016 10:31

BUSINESS Council ends Kier partnership BRIEFS contract to bring services in house Bournemouth Council has voted to end its partnership with Kier (formerly Mouchel) and bring all its services back in-house.

Councillors met on 27 January to decide that “after thorough investigation” it was “the right time” to put the council in the “best possible position for the likely changes ahead, in readiness for the 2016/17 budget setting cabinet meeting”, due to meet on 10 February.

The council said the government’s Comprehensive Spending Review, Autumn Statement and provisional Revenue Support Grant (RSG) settlement had 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

OCS appoints group CEO

in 2017/18 (£6.9 million).

“This is on top of the 50 per cent cut in grant already suffered 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 that our residents rely upon.”

Councillor Anne Filer told the Daily Echo that while there are likely to be costs associated with the transition, ”they will be evidence-based and thoroughly challenged”.

Vinci primed for £31m council group FM deal Vinci Facilities has been named as the 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 include South Oxfordshire District Council, Vale of White Horse District Council, Havant Borough Council, Hart District Council, and Mendip District Council.

The deal with Vinci Facilities is part of two outsourcing arrangements – the second being a back-office services deal encompassing HR, IT and finance.

The nine-year agreement covers FM and property services to the civic offices www.fm-world.co.uk

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Havant council is a party to the deal

across the councils, as well as parking, plus a range of mailroom, print and design services.

In each case, officers have put forward the preferred suppliers, and councillors are expected to vote to proceed

according to local meeting schedules over the coming weeks.

Vinci Facilities is in line to take the FM, property services and car parks contract that is likely to start on a rolling programme beginning in the second half of this year and continuing into 2017.

The councils have been working on the idea of sharing services since 2014, defining their requirements, and seeking a partner with whom they can collaborate and who can provide a flexible delivery model that can adapt to change.

They project that about £50 million will be saved over the proposed nine-year life of the deal.

OCS Group has appointed Peter Slator, previously a director at Rentokil Initial, as group CEO. Slator joined OCS in December 2015 from Rentokil Initial, where he was a divisional managing director. He takes over from Chris Cracknell.

Peter Armitage, chairman of OCS Group, said: “Slator’s experience in our sector and our international markets will provide a great head start. He also has a proven ability to create strategic clarity, drive innovation and growth, ensure disciplined execution and deliver results.”

Spotless in 60% profit rise Spotless Commercial Cleaning has seen a 60 per cent rise in profits and significant growth in its annual revenues, according to its draft financial results for 2014 to 2015. The company reported sales of nearly £11.3 million, up from £10.7 million in the previous year.

Profits rose to £198,447 from £122,983 in the 2013/14 financial year. Significant growth came from its Manchester operation, which more than trebled revenue over the past financial year.

Savills to run £2bn portfolio Savills has been appointed as property manager for The Crown Estate’s regional portfolio, consisting of dominant retail and leisure schemes outside London.

The portfolio, valued at £2 billion, includes 14 regional shopping parks, interests in three shopping centres, and two leisure schemes.

Savills’ role includes working closely with The Crown Estate’s asset management team to manage day-to-day relationships with occupiers and deliver property and FM services.

FM WORLD | 11 FEBRUARY 2016 | 13

05/02/2016 10:31

FM BUSINESS

IN FOCUS

The interviewee: Robin Hay, co-founder of Bennett Hay The issue: The quality and effectiveness of wellbeing strategies within businesses

Caterer serves food for thought The importance of employee health and wellbeing has risen sharply up the public policy agenda over the past decade.

The government has recently launched a Smart Working Code to guide businesses in how to ensure better and more flexible working practices for them.

Last month, the Chartered Institute of Personnel and Development (CIPD)’s report, Growing The Health And Wellbeing Agenda: From First Steps To Full Potential, stated that despite growing business awareness of the importance of supporting health and wellbeing at work, there remains a stubborn “implementation gap” of wellbeing policies in workplaces that threatens both people’s health and long-term business sustainability (see page 7).

Rachel Suff, report co-author, told FM World that often it’s not about one-off solutions but firms not being able to find more holistic methods.

She says: “Too many organisations have one-off initiatives which are not linked up – companies are often not being strategic about it… Many organisations buy into the idea of wellbeing, but what that means in practice is different.”

Suff said each industry 14 | 11 FEBRUARY 2016 | FM WORLD

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required different wellbeing policies, and this requires a more sophisticated approach to data collection. In areas such as hospitality, the challenges of worker engagement are are not always easily met.

Bennett Hay’s way Bennett Hay is one company that attempts to have a holistic wellbeing strategy. Robin Hay, its co-founder, told FM World that the catering company “has been implementing wellbeing strategies across our workforce since day one of the business”.

In the CIPD report, it is culture that stands out as being able to enact a real change in business practices.

Hay says: “Our cultures and values as a business support how we look after our colleagues and our wellbeing agenda. We put our colleagues at the centre of what we do, and build our work environment around them.

“The key things we consider

when thinking about wellbeing are ‘the individuals’.”

He adds: “We do not have rigid policies in place because we recognise everyone is different. Secondly, it’s important to create ‘loyalty’; we focus on creating committed, long-term relationships with our colleagues and finally, the ability to allow and encourage the Bennett Hay workforce to be ‘adventurous’ – to innovate and grow within their roles through a positive work environment.”

Health cash plan A specific benefit offered is a ‘simply health cash plan’.

“We provide one for each of our colleagues so they have an allowance to spend on healthcare, which covers everything from the dentist to the opticians. We do this because we want our people to take better care of themselves,” says Hay. The company encourages

“We put our colleagues at the centre of what we do, and build our work environment around them”

workers to “be active and healthy and partake in physical activity outside of work”.

It offers a discounted gym membership programme and a cycle-to-work scheme.

“As a bespoke hospitality service provider that provides a contract catering offering we also focus a lot of our efforts on nutrition. We have a colleague allowance for food and encourage our colleagues to eat from our freshly prepared selection at our sites, including from our Restore range.”

Restore is a nutritional programme that recommends food and drink to help people counter the stresses of modern life and feel good, helping people to rehydrate, manage their blood sugar, and support their immune systems with more antioxidants.

Hay says the company also promotes flexible working.

“Not just to support a healthy work/life balance, but also in terms of the actual role our colleagues take on.

“The demands of a role needs to fit within their work patterns; so sometimes this means being flexible and working with our colleagues to ensure they’re happy in their role, and adapting wherever possible if they aren’t. To retain the best colleagues, and reward the loyalty that they have shown, all options should be explored,” he says.

“We believe health and wellbeing has a direct effect on workforces. From a business point of view it is very worth acknowledging this point, and it is important for this to be embraced by leadership. This just makes business sense as our labour turnover rate stays at 5 per cent – one of the lowest in the industry.”

HERPREET GREWAL newsdesk@fm-world.co.uk

www.fm-world.co.uk

05/02/2016 13:06

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FM WORLD | 11 FEBRUARY 2016 | 15

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29/01/2016 09:59

FM OPINION

THE DIARISTS

WEATHER: SOMETIMES IT’S NOT A STORM IN A TEACUP

‘

JOHN BOWEN

is an FM consultant

As I write this, we in the UK are being battered by another storm, parts of the country are seeing 100+ mph gusts of wind and property is being damaged.

From what I hear on the news broadcasts schools and other facilities are being closed on safety grounds, but there is criticism from some quarters that this is an overreaction.

Such talk takes me back 25 years to another day when a big storm was thumping across the southern counties.

I had been down the M4 to Bristol for a morning meeting and had had a fraught trip both ways with savage winds and torrential rain.

Back in Swindon, I handed in the keys of the pool car that I had borrowed and made my way over to the logistics complex that I then managed.

On the way I met one of my team who told me that a couple of the glass panes that made up

the smoke vents in our roof had fallen out. At over a metre square in size and made up of thick, wire-reinforced glass, they had apparently exploded when they hit the concrete warehouse floor some 10 metres below.

I called for an immediate evacuation of all three warehouse buildings, assembling the 350 or so employees in the restaurant in the office block so that we could account for everyone safely and with that done I sent them home; there was no likelihood of respite until the next morning.

It meant losing half a day in production terms and we would have a hard time pulling back from

“THE BRAVE DECISION WOULD HAVE BEEN TO CARRY ON AND CHANCE IT THAT NO ONE GOT HURT. CLOSING THE OPERATION DOWN WAS EASY”

that, so I was prepared for a bit of a hard time from the managing director as I made my way upstairs to his office.

He was standing in the doorway talking to his secretary when I entered the outer office and he listened as I told him what I had done and why.

He thought for a moment then said: “That was a brave decision.”

And shut his door in my face.

No, the brave decision would have been to carry on and chance it that no one got hurt. Closing the operation down was easy, even if such actions were not common back then. That day, just down the road, a schoolgirl was killed by flying debris, and one of the office blocks in the town centre moved on its foundations.

Weather can be dangerous and with climate change we are seeing that more and more in the UK. If someone decides to shut down because of extreme weather, they’ll get no argument from me.

BEST OF THE WEB Views and comments from across the web No thank you, Google: the open office trend is destroying the workplace (The Workplace Community) Andy Lake: There’s smart open office and dumb open office. Having a variety of workspaces suitable for different types of work, mix that with options for mobile, remote and homeworking, and you’re looking at something good. There are always one or two status-obsessed dinosaurs who think the company owes them private space 16 | 11 FEBRUARY 2016 | FM WORLD

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– but it’s unaffordable for most and not especially productive.

David Dieckman: [The author of the blog] is obviously an introvert who uses quiet space and solitude in her writing processes. Many of us are in that boat and struggle with the aspects of this totally “open office” trend.

The fact that her boss “announced” that their agency was moving to the open concept immediately tells me that the project was doomed from the start!

Bert Hesselink: I thought open plan is history already with activitybased offices taking over providing a mix of open and closed offices, creative workplaces, collaboration areas, relax rooms etc, depending on the needs of each individual company including spaces that both introverts and extroverts can truly excel in.

FM and KPIs (FM Group) Jaap Berghoef: This is about results, not about performance. Performance indicators should include:

being a good principal, being a good contractor, innovation, sustainability, being a good employer, product satisfaction and satisfaction with the services and hospitality.

We should not just talk about a ‘good sandwich’, we must dare to deliver a ‘delicious sandwich’.

Gavin Flynn: So while I like the leading indicators, as they allow us to be proactive, if we don’t talk about the lagging indicators we will be seen as the guys who put in the desks and clean the toilets

as opposed to those who enable strategic delivery of the organisation’s goals.

David Yacoub: There is a need to develop performance measures to provide FMs with benchmarks of workplace quality in order to satisfy corporate needs. Basically, an appropriate performance measurement system should achieve these benefits: satisfying customers, monitoring progress, benchmarking process and activities and driving change. www.fm-world.co.uk

05/02/2016 10:31

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

BEST OF THE

FMWORLD BLOGS No bad blood in the workplace with Spectre technology Geert-Jan Blom, Planon In Spectre, James Bond is injected with ‘smart blood’. His every move is monitored. This is not ideal for a spy, even if his employer does benefit from this technology. However, in today’s workplace the employee is increasingly being monitored by technology.

It is possible to track employees through all sorts of sensors in the office, mobile location or even through an email signature. These HR analytics are intended to reveal the secrets of the perfect employee. For employers it is an opportunity to create more value from employees, but where do staff members stand? This is the main issue now a growing numbers of firms apply big data analysis against their staffs’ performance.

Employers want employees to be more productive. The reality is people don’t want to abandon their privacy voluntarily. It is best that employers look at it from a different angle. Inspired by the Quantified Self movement in which people measure their own health and performance, Quantified Workplace has arisen: how do you create an environment in which employees are more healthy and more productive?

Alongside performance data, you can measure personal data such as stress, movement, heartbeats, sleep or social interaction. It is no longer about checking up on people to influence their productivity, it is about what conditions are needed for them to perform at their best. The New World of Work was devised to let people work more flexibly and efficiently with a focus on cost-savings. Now it is possible to offer each employee the ideal working place and conditions to match his or her style of working.

Set up ICT and a working environment based on what makes your employees and processes more productive. Only then will really add value to the organisation.

Read this full article at www.tinyurl.com/jkt7pe3

How to avoid problems with payments in FM contracts Ron Cheriyan, The Business Services Association In FM, there are few thornier problems than a dispute over payment terms. The complexity of an FM contract, which usually includes such a broad range of activities, can create numerous opportunities for disagreement. This is exacerbated by the fact that many agreements for FM services also form part of a construction contract.

FM companies must pay attention to terms as there are traps for the unwary. Several disputes have recently got as far as the courts, and the judgments emphasise the scope for problems to arise in the nature and timing of payment applications.

Where FM services involve construction, the contract will fall within the remit of the Construction Act and subject to a much stricter regime than a general contract for business services. Any provisions relating to timing of payment applications will be strictly applied if a dispute reaches court, so bear this in mind during negotiation.

If you are the contractor seeking payment, make sure that your payment applications highlight the date on which payment falls due.

If you are the employer, make sure that you respond to payment notices promptly.

Be clear about the nature of payment applications and review all documents. Seek clarification from the other party. If you do not serve a notice for payment, or a pay less notice if the amount is disputed, then you may be required to pay the whole amount applied for regardless of the value of the work actually done. Be particularly careful when seeking to vary an earlier payment application, as this will not negate the payment provisions under the contract. For FM providers, it is not enough to check the contract,; understand its payment provisions and make sure you comply with them.

Read this full article at www.tinyurl.com/hcvp6ag

www.fm-world.co.uk

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FIVE MINUTES WITH NAME: Mat Oakley JOB TITLE: Head of European commercial research, Savills

The supply of office space is low– as little as 3 per cent of office space in central London is available to let. It’s getting more difficult for tenants to find cost-effective locations. Tenants are going to have to plan further ahead than they are used to – possibly up to five years in advance of a building completing.

We’re going to see a lot more businesses considering serviced offices or co-working space, and I don’t think it’s the preserve of the SME. We’re going to see a lot of large companies choosing to go to buildings that have maybe a floor or two of this serviced office space available.

If you’re expanding for a short period, you can quickly take in space for a few months.

London is expensive: but we’re going to see more businesses going to the outer reaches of London, rather than the big regional cities. You don’t have to go very far out to make a significant saving on property cost, and you’re not going to lose staff by relocating. Some of the outer London boroughs, such as Stratford, are about to have their moment. They’re becoming better connected by transport, with better leisure infrastructure.

Shoreditch is becoming popular as a corporate location, primarily because the rents are cheaper.

The average distance businesses move is 4-6 miles, while the most common distance is just half a mile. You move any farther, you start to inconvenience commuters; staff start to vote with their feet. Staff retention and attraction are going to be major factors in relocation decisions.

The inconvenient truth? Every survey Savills has done about productivity and office moving shows that the majority of staff do not believe that moving office improves their productivity. Talk to the staff, and don’t forget to ask them after the move. Many don’t do post-occupancy surveys.

FM WORLD | 11 FEBRUARY 2016 | 17

05/02/2016 10:32

ACCA

MARTIN READ

JOHN REYNOLDS

FM FEATURE

18 | 11 FEBRUARY 2016 | FM WORLD

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www.fm-world.co.uk

05/02/2016 16:40

ACCA

A

t the end of last year, ACCA – the Association of Chartered Certified Accountants – moved out of the three Holborn offices that had comprised its London headquarters since the 1970s and into two newly fittedout floors of the Adelphi Building in London’s West End. The move was designed to encourage collaborative working, with new flexible meeting spaces and a more appropriate level of technological support. ACCA’s intentions were to give staff a world-class headquarters that combined its heritage with a modern business approach, reflecting ‘the ethos of the organisation itself’.

The search for new premises lasted two years. ACCA members had an understandable attachment to their old offices, in particular those in Lincoln’s Inn Fields, but with all space filled across its three London sites there was pressure to find a new single and central location with contemporary levels of flexible working and disability access.

The eventual trigger for the project was the impending expiry of a lease on its New Penderel House office which, says head www.fm-world.co.uk

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of global business support Jan Lloyd, “drove us to think about our estate strategy”.

“While we had three beautiful buildings, they had their challenges and we would have needed to spend a significant amount upgrading them with the technology we needed.

“We knew that we needed more space for collaboration.

With our people split across 13 floors, many people didn’t know each other, and getting everybody in one space means we can work far better in terms of our strategic initiatives.”

Making the move For Jan Lloyd, an eventful Christmas period was followed by a first few weeks that have proved an exciting vindication of all that went into the move project. Here, at the end of the first month – has all the effort worth it?

“It has been an enormous success and I am enormously proud,” says Lloyd. “My team worked hard over Christmas with the view that 4th January would be Day One for our staff, who’d be undergoing the three-hour Day One induction sessions we’d meticulously planned out. Our executive team were all here to

FIGURING IT ALL OUT Global accountancy body the ACCA has sought to combine heritage with modernity - and a cohesive brand identity - at its new London headquarters. Martin Read reports MAIN FM PROVIDER: SHEPHERD FM SUB-CONTRACTORS TO SHEPHERD FM: CLEANING: LCC SUPPORT SERVICES RECYCLING AND CONFIDENTIAL WASTE: LCC SUPPORT SERVICES CATERING: BUTLER & MITCHELL SECURITY: CORE SECURITY MECHANICAL & ELECTRICAL: SHEPHERD FM MOVE MANAGEMENT: HARROW GREEN ESTATES CONSULTANCY: CUSHMAN & WAKEFIELD REPROGRAPHICS: HOBS REPROGRAPHICS TOTAL STAFF SUPPORTED ON SITE: AROUND 300 PROJECT TIMEFRAME: 2 YEARS

FM WORLD | 11 FEBRUARY 2016 | 19

05/02/2016 16:41

FM FEATURE

ACCA

MARTIN READ

greet people as they came in; there were health and safety and security briefings followed by tours of the new facilities.”

FM consultant Simon Harding had coordinated with move management contractor Harrow Green, ensuring that the vast majority of personal items were unpacked by 4th January and put into individuals’ personal lockers and cupboards, “so that when people arrived there weren’t crates everywhere – and we’d give workers that initial ‘wow‘ factor.”

Says Lloyd: “Our move champions should take credit for the significant amount of decluttering; the amount we disposed of was significant, from books to papers and stationery.

Everything discarded was recycled, with nothing going to landfill – “quite an achievement,” notes Harding.

And considerable effort was put into planning the move, with ACCA assigning ‘move champions’ for each of the new offices’ new departmental neighbourhoods.

“We had a lot of face-toface sessions and a massive communications plan which is still ongoing,” says Lloyd.

Post-occupancy evaluation will involve the monitoring of the space’s usage on certain days as well as a formal post-occupancy evaluation questionnaire focused not just on the new working environment, but also how staff believe the change management project was handled as a whole.

JOHN REYNOLDS

Agile working ACCA staff now work in seven broad departmental ‘neighbourhoods’.

Different forms of space have been allocated across the two floors including quiet areas, soft seating and places where people can just go with their laptop to log on and work. (“We’re trying to stop our people needing to book meeting rooms all the time,” says

20 | 11 FEBRUARY 2016 | FM WORLD

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Lloyd, “and it’s working.”)

Helen Thompson, head of corporate communications, explains: “Some of the teams are typically in every day, whereas others will be out on the road because of the business they are doing. This is why we went to agile working. We said to staff: ‘you’ll always have a desk – it just might not be in the same location.

So please, go and use the space, go and mix – and let’s change the way we work’.”

The seven departmental ‘neighbourhoods’ were organised in advance of the move, with department managers involved as part of the communications plan and ACCA’s London leadership team with designated move champions all in action at the same time. Only the legal and HR teams retain fixed locations.

Did the move project demand any shift in management structure – or even management mindset?

“Some of our senior managers had their own offices,” says Lloyd, “but we found there was a general acceptance and desire from them to get out and work with and amongst their teams.”

Visitors to the ACCA can now

(left) Head of global support Jan Lloyd: “We knew what we wanted was more space for collaboration”

www.fm-world.co.uk

05/02/2016 16:41

ACCA

Left: ACCA employees have a wide variety of formal and casual meeting spaces Below: FM consultant Simon Harding

come through the Adelphi’s main reception area on street side and up two floors – or alternatively, directly into the ACCA’s own reception area via the Victoria Embankment Gardens entrance.

“One thing that was really important to us was to find somewhere with our own front door,” says Lloyd. “So on any communication we now send out there is a little planner showing

this as the ACCA’s main entrance, and we have a lot of employees using it too.”

A new approach to FM A significant factor in the move project was a simultaneous change in FM provider. ACCA chose the move to switch from a selfdelivery TFM solution (one which included all of ACCA’s London, Glasgow and Dublin offices) to

ABOUT THE ADELPHI

Caption to go in this space in here please in here thansk

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18-23 ACCA.indd 21

The Adelphi building is just north of the River Thames. Dating from the 1930s, the Grade II-listed building’s architectural design epitomises the Art Deco era. It takes its name from its location in London’s Adelphi district, which still includes many 18th century buildings. Previous inhabitants include literary giants John Galsworthy, George Bernard Shaw, Thomas Hardy, David Garrick, and JM Barrie. The Adelphi was also the residence of Charles Dickens’ fictional character David Copperfield.

one in which Shepherd FM is managing the building with a group of sub-contractor partners.

The change in FM structure resulted from an analysis of the new requirements; the use of one building rather than three, and one with other tenants too.

Also, the three former freehold London offices had a lot of M&E requirements.

Says Lloyd: “One thing we were keen to major on was the customer experience, whether that’s our own employees, our visitors or anyone coming here.

So we went out to the market formally last year, and Shepherd FM were ultimately successful.”

Says Harding: “Shepherd have seen this as a partnership with us and a cultural fit and a behavioural fit at the same time, which makes a huge difference to the way that the service are delivered right through their whole structure.

The sub-contractor partners have joined with Shepherd “to make a one-team approach that also works very closely with the ACCA at the same time”.

The same hours are being used for the cleaning operation as were operated in the previous offices, although at the Adelphi a housekeeper is now employed to work in conjunction with the caterers.

“We also now have floor captains as opposed to facilities assistants,” says Lloyd, “with the intention that the floor captains are always working together.

We’ve brought in an IT ‘techbar’ to help staff with any technology issues – and that’s proved very welcome.”

On the catering side, open-space and event space opportunities have increased, making the type of catering service offered become more important. Staff have access to a café and hub area, while the on-site kitchen is small because of FM WORLD | 11 FEBRUARY 2016 | 21

05/02/2016 16:41

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ACCA

the constraints of being in a Grade II listed building, with induction rather than gas cooking.

The ACCA has also moved away from on-site reprographics. Says Harding: “There isn’t the space here, so we’ve taken it off-site – all part of the vision we have going forwards of using less paper.”

The move to agile working has meant the introduction of agile telephony, and staff able to log in from any phone on site.

Follow-me printing has also been introduced. “This helps with our information security standards and reduces the amount of paper we use,” says Lloyd. “These are the statistics we shall be monitoring as we go forward.

Already, people say they aren’t printing as much any more.”

Understandably, flexible working means more laptops and fewer desktop devices. An AV infrastructure built on the 100 miles of cabling link up the newly fitted telecoms infrastructure while a new intranet system, called Arthur, also fired up for the first time on 4th January.

“Our aim is to be No. 1 for our members and students; that is what we are working hard to do, and that’s what this building is about”

ABOUT THE ACCA

Founded in 1904, ACCA – the Association of Chartered Certified Accountants – is a global body for professional accountants that offers qualifications to those seeking a career in accountancy, finance and management. It supports a membership of 178,000 and a student base of 436,000 through a presence in 180 countries. Globally, ACCA has a network of 91 offices and centres internationally.

Right and below: Mondrian-style panels join with bright reds and greys to give a strong sense of the ACCA’s brand identity

JOHN REYNOLDS

Brand values and next steps ACCA’s brand team was also involved throughout the move project, feeding into the fit-out team and selecting the furniture solutions. The square ACCA logo is now a prominent part of the office design, influencing the choice of Mondrian-style panelling on doors and walls. Signage also references the ACCA logo style, giving the offices a consistent feel despite the great variety of workspace.

Although there’s limited potential for the London move project to be replicated elsewhere across the ACCA estate, Lloyd expects the brand work in particular to set new standards.

“You couldn’t replicate this in Malawi, where we only have three people,” says Lloyd, “but we can www.fm-world.co.uk

18-23 ACCA.indd 22

apply the same brand principles in some of our bigger offices such as Shanghai or Beijing where we’re now saying ‘you don’t need cellular accommodation – make it as open-plan and agile workingfriendly as possible‘.”

ACCA exited its leasehold commitments to Lincoln’s Inn Fields on 24th December, with the other two London offices now on the market. And it’s interesting to note that other membership organisations representing financial professions have made

major office moves in recent months. To what extent is there a competitive element to the reasons behind the move?

“From a global point of view there are other professional bodies so it is a competitive environment,” says Helen Thompson. “Our aim is to be No.1 for our members and students; that is what we are working hard to do, and that’s what this building is about.”

As for the ACCA’s staff now enjoying the new services at the

Adelphi, they have more to look forward to. The building falls into the North Bank Business Improvement Development Area to which, as a tenant, the ACCA now contributes.

Across the road on John Adam Street is the Royal Society of the Arts, also part of the North Bank BIDA. ACCA is already sizing up opportunities for the ACCA to work with the RSA and other local businesses in and around the Adelphi on events and services for its workers. FM FM WORLD | 11 FEBRUARY 2016 | 23

05/02/2016 16:42

RURAL FM

DUNCAN GLEN

LANDMARC

FM CASE STUDY

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www.fm-world.co.uk

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RURAL FM

THE COUNTRY FILES Meeting the needs of all stakeholders can be a tough call for FM operatives working out of town – not least because they are often battling the elements. Duncan Glen discusses the challenges of meeting the diverse needs of rural land users

www.fm-world.co.uk

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T

he main challenge of rural facilities management can be summed up in one word – complexity. Unlike the built environment, which remains relatively unchanged day to day, the rural landscape has many environmental forces acting upon it, can have multiple uses and will have a range of stakeholders, all with an interest in how it is managed.

Conserving diverse assets against this setting, whether it is managing a Site of Special Scientific Interest (SSSI), preserving an ancient monument, or undertaking wildlife conservation projects, poses specific challenges for providers – given that there will be a diverse range of user requirements to take into consideration.

Stakeholder pressures There are often conflicting pressures on rural FMs and conservation providers because it is likely that the location will have more than one purpose.

The multiplicity of stakeholders – from farmers to ramblers to environmentalists to tourists – means rural land can have a wide range of uses and commercial opportunities.

If it is not managed correctly, these opportunities cannot be exploited fully.

This is a challenge felt keenly on rural estates, where there is the need to balance the conflicting pressures from these land users alongside other statutory nature conservation bodies such as Natural England.

Balancing their requirements and aspirations for the way this public land is managed while maintaining the primary function of the estate is critical.

In the case of Landmarc, through its National Training Estate Prime Contract (NTEP), the company is responsible for managing the Ministry of FM WORLD | 11 FEBRUARY 2016 | 25

05/02/2016 14:20

FM CASE STUDY

RURAL FM

DUNCAN GLEN

LANDMARC

Landmarc manages the Ministry of Defence’s training estate – 200,000 hectares of the nation’s most precious habitats

Defence’s training estate. This comprises 200,000 hectares of some of the most valuable habitats and landscapes in Great Britain, including over 40,000 hectares of national parks land, 70,000 hectares of nature conservation sites, 20,000 hectares of woodland, 21 million trees, 1,600 hectares of wetlands and 3,500 kilometres of tracks.

In this example the ‘land’ is used by a wide range of stakeholders. A key requirement is to enable the military to carry out a wide range of manoeuvres to prepare troops for operations worldwide, so the terrain must be varied and complex to ensure the best training experience possible with a mixture of woodlands, moorland, coast, open countryside, farmland, lakes and rivers all playing a vital part.

The land is also used by tenant farmers and graziers, the general public, which takes advantage of recreational opportunities on the estate, and third-party users as diverse as film crews and rally drivers.

Wider examples of pressures on land management businesses can be seen through the work

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of organisations such as the National Trust (NT) and English Heritage. The NT manages more than 350 historic houses, gardens and ancient monuments, and English Heritage owns 58 prehistoric sites alongside a portfolio of castles, ecclesiastical buildings and even London statues.

Each has a duty to conserve these sites for future generations and it is only through charitable funding that these sites remain operational, meaning conservation work has to be balanced carefully against demand from the ‘paying’ public

CONSERVING THE BRIDLEWAY AT ELSTEAD COMMON

Landmarc has worked closely with the Defence Infrastructure Organisation and Natural England on a project to restore an old flooded bridleway and track on Elstead Common, making it a usable resource for both military training and the local community, whilst preserving and enhancing the protected habitats of a diverse range of wildlife.

Elstead Common in Surrey, in the south-east region of the defence training estate, is an important training ground for soldiers practising logistics and minor infantry manoeuvres. It is also a popular location for walkers, cyclists, and horse riders from the surrounding villages, and part of a Site of Special Scientific Interest, a Special Protection Area and next to a Ramsar wetland on Thursley National Nature Reserve.

A section of the bridleway had become increasingly prone to flooding, with parts more or less permanently underwater.

This caused the area to deteriorate to such an extent that it was impassable on foot, by horse or by vehicle, presenting significant challenges for military training, public access, and access by the emergency services to attend to heath fires. The answer was to raise the level of the track and introduce a prominent camber to enhance drainage. This was achieved using the traditional method of excavating and re-using the existing ‘green sand’ from alongside the bridleway to create holding banks and ditches. The excavated sand was then compacted in layers to form a strong base, raising the bridleway by six feet in the worst areas.

Rather than just creating a linear ditch to provide drainage, the material was harvested by building a series of linked shallow swales or ponds along the bridleway. These will slow water flow into local streams and rivers and deliver an additional structural diversity to the heathland mosaic to benefit local wildlife. Southfacing banks attract reptiles like the sand lizard, smooth snake and adder as well as birds such as the Dartford warbler, woodlark and stonechat and more than 20 species of breeding dragonflies and damselflies. A hibernaculum has also been developed from the rotting wood to create a safe place for hibernating wildlife.

Using old-fashioned engineering methods and natural earth and sods to manage water flow, the project has delivered a sustainable, value-for-money answer with minimal impact on the environment. The swales also provide an important conservation feature, where schools, community groups, wildlife trusts and families can bring children to study wildlife. for access throughout the year.

Rural assets To keep this management process running smoothly, rural providers must have mature and welldeveloped systems to deal with issues that arise. This is detailed work which, in the example of the MoD training estate, requires each item to be assetised – including every fence, track, SSSI and ancient monument, and then mapped on a Geographical Information System (GIS).

In Landmarc’s case there are 111 SSSIs on the training estate, where it undertakes a vast scope

of conservation work, including blocking ditches to protect peatlands, cutting scrub so that grassland flora can thrive, and the creation and maintenance of wetlands.

There are also some 782 Scheduled Ancient Monuments to maintain, ranging from prehistoric burial mounds through to modern military archaeology sites. Many of these need active management to preserve their unique legacy.

Locations such as Otterburn and Dartmoor training areas are also within national parks, where public safety is of www.fm-world.co.uk

05/02/2016 14:21

RURAL FM

paramount importance. There are public rights of way including bridleways and open access land across the estate, so this is a management challenge in itself.

Inspections can then be carried out to a set schedule and any work that arises is either dealt with urgently as a reactive task, logged on a task scheduler for maintenance in the near future, or identified as an additional service if the task falls outside of the core contract.

Yet, even with the necessary management processes in place, providers must possess a diverse range of skills to cope with the challenges of rural asset conservation.

Faced with a shortfall in traditional skills and an ageing workforce, as detailed in the 2005 National Heritage Training Group report commissioned by www.fm-world.co.uk

24-27 Rural.indd 25

the government, the NT has instigated a bursary scheme to nurture the building and conservation skills needed to protect its buildings and monuments in the long run.

Landmarc has also been investing in the rural skills needed for the future development of the training estate with its apprentice scheme.

The scheme aims to encourage young people to make informed decisions about their first major career, especially in the building services and FM arena.

Community links Community engagement is a key component of successful rural asset management. Communities in rural areas are made up by small villages and isolated farms, and one of the biggest impacts that FM providers can have on

“There are some 782 Scheduled Ancient Monuments to maintain, ranging from prehistoric burial mounds through to modern military archaeology sites”

stakeholder engagement is in rural employment.

If young people are offered skilled employment with good prospects for training and development, it allows them to stay in their home areas instead of having to migrate to cities to find work.

Landmarc trainee electrician Chantelle Brown, now in her third year of an apprenticeship with Landmarc, was selected as one of only 14 women in the country to become an apprentice ambassador. The initiative was set up by training provider JTL, and is designed to increase the number of women entering building services engineering apprenticeships.

Similarly, opportunities can be created for self-employed contractors too, with work sourced through the local supply chain of small and mediumsized rural businesses, such as fencing and forestry specialists.

With this in mind, Landmarc is investing in rural communities with its Landmarc 100 scheme – to support grassroots innovation in the rural communities around the estate.

It aims to provide both financial business support and practical one-to-one guidance to successful applicants, who must present an idea or innovation that would benefit their local community, the Landmarc business, or the whole nation.

It takes a lot of experience alongside intimate knowledge of each and every area to achieve successful land management.

That’s why rural providers need to constantly monitor the environment, and have processes in place to ensure that the land, its wildlife and – perhaps most importantly – its users are managed effectively. FM i Duncan Glen is rural estate delivery manager at Landmarc Support Services

FM WORLD | 11 FEBRUARY 2016 | 27

05/02/2016 14:21

FM FEATURE

BEST PRACTICE

CHANGE AGENTS

MAKING CHANGE PAY

Each year the BIFM Awards process throws up a wealth of innovative thinking. These three success stories show how teamwork has led to strong examples of change management in action – and a positive response from clients

INNOVATION IN TECHNOLOGY AND SYSTEMS Maintenance and software partners save energy for Morrisons, citing more to come

The UK‘s fourth-largest grocer Morrisons is looking to drive efficiencies in all areas of its business and, as part of its environmental commitment and investment in renewable energy, has set targets to cut 28 | 11 FEBRUARY 2016 | FM WORLD

carbon emissions across its 500 stores by 30 per cent by 2020.

It was the first supermarket to win the Carbon Trust Standard, and having pioneered energyefficient solutions such as LED lighting and refrigeration technology, the challenge was that many of its older buildings had disparate IT systems. There was no ‘big picture’ data to draw upon, making further energy

savings difficult to identify, plan and implement in a coherent way.

A partnership between NG Bailey, Elutions Inc and Morrisons is now delivering a saving of over 16 per cent on the retailer’s annual power bills through the introduction of ‘Rare Energy’, a complete outsourced energy management solution that ensures assets are operated in real time and at optimum efficiency.

BIFM Awards judges said: 1. “An innovative use of technology and a true example of partnership working that requires trust, commitment and follow-through.”

2. “The harnessing of technology takes data, turning it into knowledge that drives actions which save money, save energy.” www.fm-world.co.uk

CHANGE AGENTS

BIFM Awar ds judges said: 1. “An inno vative was te manag saved the ement mo NHS over del that h £1.5 millio as and-a-hal n over the f years, im p ast threep ro ved comp care and en liance and hanced lo patient cal comm 2. “A holis unities.” tic, marke tleading so of critical lution in an importance area that in all secto is rs.”

NEW PRODUCT OR SERVICE OF THE YEAR The ‘One Skanska’ approach responds to client need in an environmentally friendly and cost-effective way

Skanska Facilities Services launched its Skanska Waste Management Service (SWMS) to provide a waste management and behavioural change programme to the UK Health & Care sector. www.fm-world.co.uk

Developed in response to demand from the NHS market for a managed clinical and non-clinical waste management service, its aim was to ensure compliance with government standards while introducing social, financial and environmental savings.

SWMS is a mobile workforce using mobile cloud technology, using a unique behavioural change programme to train

teams on the ground to follow optimised waste removal practices.

Regular auditing provides stable compliance data.

SWMS does not operate using national subcontractor agreements. Instead, the team ensures that the client receives best value by sourcing the most competitive rates from the local area.

FM WORLD | 11 FEBRUARY 2016 | 29

FM FEATURE

BEST PRACTICE

CHANGE AGENTS

xxxxx

BIFM Awards judges said: “The joint team’s investment in people at all levels builds skills that will be able to deliver sustained results whilst successfully creating one team.”

TEAM OF THE YEAR Partnership model leads to greater service visibility and customer interaction

Carillion began providing FM services across Nationwide’s estate in 2008, but a review of how Carillion’s work was delivered within Nationwide’s retail division identified the need to move from an operating to customer-centric focus, demanding a different form of skill set and the development of a new model to create greater visibility and customer interaction.

This has led to the two businesses joining to form a new facilities unit which has seen more than three million hours without a lost time incident.

Overall customer satisfaction sits at 82.8 per cent, up 6.1 per cent from 2014, and there’s been a 5.3 reduction in energy consumption saving nearly £500,000.

Historically, Carillion had provided what was primarily an engineering and maintenance service. But the two organisations compiled a joint business plan focused on building positive customer engagement and communications, developing strong supplier relationships in order to attract the best service, and enhancing sustainability and productivity activities.

Carillion and Nationwide

revised the FM provision to best support these objectives, appointing several ‘champions’ to various service lines.

Carillion’s account director on the Nationwide contract, Joe McGuffie, said: “The real collective strength is that while Nationwide clearly articulates its vision which allows the Workplace Services team to define its own objectives, Carillion is then able to provide the FM expertise to support and deliver what is expected from the team.”

All Nationwide supply chain partners are required to deliver their service lines with a focus on sustainable outcomes.

“While energy initiatives feature as a key priority, other factors such as community engagement and locally sourced suppliers also contribute to the overall sustainability plan.”

Both service provider and client share a competency framework focused on supporting personal development.

Effort has also been made to promote gender equality.

Tony Prestedge, chief operating officer at Nationwide, said: “Gender diversity at all levels strengthens teams and improves performance. We are focused on creating an environment in which every employee has the opportunity to thrive in their careers irrespective of gender.”

YOUR CHANCE TO CHAMPION CHANGE?

27 May

Awards entries close

Middle of August

Finalists announced

10th October

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 30 | 11 FEBRUARY 2016 | FM WORLD

www.fm-world.co.uk

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Selected forthcoming features in FM World:

Î

25 February issue:

Î

10 March issue:

Î

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.

Future Features HPH WORLD 280116.indd 1 32 | 11 FEBRUARY 2016 | FM

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02/02/2016 15:51

FM MONITOR

MARKET INTELLIGENCE

INSIGHT ECONOMY

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

RETAIL SALES, DECEMBER 2015

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

Bank of England base rate: 0.5% as of 4 February 2016.

YEAR-ON-YEAR ESTIMATES OF THE QUANTITY BOUGHT IN RETAIL ROSE FOR THE 32ND CONSECUTIVE MONTH IN DECEMBER, INCREASING BY 2.6% OVER DECEMBER 2014.

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.

1.1%

2.6%

THE UNDERLYING PATTERN IN THE DATA, AS SUGGESTED BY THE 3 MONTH-ON-3 MONTH MOVEMENT IN THE QUANTITY BOUGHT, SHOWED GROWTH FOR THE 24TH CONSECUTIVE MONTH, INCREASING BY 1.1%.

COMPARED WITH NOVEMBER 2015, THE QUANTITY BOUGHT IN THE INDUSTRY FELL BY 1.0%.

WHEN COMPARING THE 2015 ANNUAL DATA WITH 2014, THE QUANTITY BOUGHT IN THE RETAIL INDUSTRY GREW BY 4.5%.

Source: (www.ons.gov.uk)

EMPLOYMENT

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

Hourly rate from 1 Oct 2015

Aged 21 and above

£6.70 (up from £6.50)

Aged 18 to 20 inclusive

£5.30 (up from £5.13)

Aged under 18 (but above compulsory school age)

£3.87 (up from £3.79)

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

£3.30 (up from £2.73)

SHUT TERSTOCK

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

Hourly rate from Nov 2015

UK Living Wage

£7.85 per hour

London Living Wage

£9.15 per hour

www.fm-world.co.uk

33_Insight.indd 29

AVERAGE STORE PRICES (INCLUDING PETROL STATIONS) FELL BY 3.2% IN DECEMBER 2015 COMPARED WITH DECEMBER 2014 – THE 18TH CONSECUTIVE MONTH OF YEAR-ONYEAR PRICE FALLS. THE RETAIL SPEND FELL BY 1.0% IN DECEMBER 2015 COMPARED WITH DECEMBER 2014 AND DECREASED BY 1.4% COMPARED WITH NOVEMBER 2015.

THE VALUE OF ONLINE SALES ROSE BY 8.2% IN DECEMBER 2015 COMPARED WITH DECEMBER 2014 AND FELL BY 5.2% COMPARED WITH NOVEMBER 2015.

SOURCE: OFFICE FOR NATIONAL STATISTICS

CONSTRUCTION INDUSTRY, NOVEMBER 2015

STAFF APPOINTMENTS DECREASE

In November 2015, construction output fell by 0.5 per cent compared with October 2015. All new work was the main contributor to the fall, decreasing by 0.7 per cent, with repair and maintenance (R&M) dropping 0.2 per cent. Within new work there were increases in public (2.3 per cent), private industrial (1.7 per cent) and total housing (0.9 per cent), but these were offset by falls in infrastructure and private commercial work of 4.3 per cent and 1.5 per cent respectively.

R&M dropped by 0.2 per cent with falls in both components of housing repair and maintenance; private fell by 1.3 per cent and public by 0.7 per cent. Non-housing R&M grew by 0.8 per cent.

Compared with November 2014, industry output fell by 1.1 per cent. All new work grew by 1.3 per cent and there was a fall of 5.1 per cent in R&M. The main upwards contribution to new work came from infrastructure, a jump of 11.7 per cent.

Comparing Sept-Nov 2015 with the previous three months (Jun-Aug), output fell by 1.4 per cent. All new work and all R&M fell by 1.4 per cent and 1.2 per cent respectively.

Source: ONS

The latest Recruitment & Employment Confederation/KPMG report on jobs shows slower rises in permanent and temporary staff appointments.

Permanent salaried growth is at a 26-month low, and candidate availability has fallen.

Permanent placements rose in December,but the rate of growth cooled from November’s seven-month peak. Temporary/contract staff billings also grew at a slower pace.

Vacancies grew at an accelerated rate in December.

Demand for permanent staff rose at a faster pace than that for short-term workers. And the availability of staff for permanent and temporary/contract roles fell further in December. Salaries awarded to staff placed in permanent jobs grew in December, but at the slowest rate for two years. Temporary/contract staff hourly pay rates increased at the weakest pace in 21 months. The South saw the fastest growth of permanent placements in December. Demand for staff was stronger in the private sector than the public sector The strongest demand was for IT. Hotel and catering topped the temporary/contract staff rankings Source: Thorn Baker Recruitment FM WORLD | 11 FEBRUARY 2016 | 33

05/02/2016 10:32

FM MONITOR

FRANCESCA SMITH

HOW TO...

Francesca Smith is managing director of ductwork specialist Bright Hygiene

HEALTH AN D SA FET Y I N CO M M ERCI A L K I T C H E N S

ew guidance on preventing exposure to N carbon monoxide in commercial kitchens has serious implications for facilities managers, says ductwork specialist Francesca Smith The Health and Safety Executive (HSE) has released guidance for premises using appliances such as tandoor ovens, charcoal grills and wood-fired pizza ovens.

By following guidance in Catering Information Sheet No. 26 (CAIS26)*, FMs with solid fuel appliances on their premises can stop workers, customers, and even people in neighbouring properties from being exposed to harmful levels of carbon monoxide. The poisonous gas is released when solid fuel is burned and can quickly build up without proper ventilation. CAIS26 can be summarised as follows.

1⁄

Installation

When obtaining a solid fuel appliance, seek competent advice on all technicalities relating to installation, ventilation, extraction and maintenance, from organisations such as the official body to approve biomass and solid fuel heating appliances HETAS, Catering Equipment Distributors Association, Catering Equipment Suppliers Association, and the Building and Engineering Services Association.

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Design

Determine what material your flue/ extraction system is constructed from. Stainless steel is not corroded by the gases released during solid fuel combustion, however, many kitchen extraction 34 | 11 FEBRUARY 2016 | FM WORLD

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systems are made from galvanised steel, which is liable to corrosion.

This could potentially leak carbon monoxide. An extraction system and its components, such as induction fans, should be designed to withstand high temperatures and corrosive flue gases. Also, ensure that there is minimal risk of heat being transferred to any combustible materials close to the flue/ductwork.

3⁄

Ventilation & extraction

Your flue should be located outside the building and must terminate to the outside of the building at a safe atmosphere or discharge point. Seek advice from your local authority’s building control department to make sure you comply.

In commercial kitchens with both a natural draught flue and a mechanical extraction system, gases can be drawn back down the flue into the room. In this instance, having an equal supply of make-up air to compensate for combustion and removal of resulting gases is very important.

4⁄

Maintain, test & clean

Extraction systems for commercial solid fuel appliances must be fully examined and tested by an expert at least once every 14 months. Have an appropriate regular cleaning and maintenance programme carried out by professionals to make sure

your extraction system continues to function properly. A specialist contractor may be needed to clean the extraction system.

fuel in a dry and ventilated area, or in line with the manufacturer/ supplier’s storage instructions.

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Training

5⁄

Monitoring

Carbon monoxide gas builds up quickly.

A functioning audible carbon monoxide alarm complying with BS EN 50291 should be fitted in accordance with the manufacturer’s instructions.

Evacuate your premises if the alarm goes off. Repeated activation of the alarm indicates a problem, which should be fully investigated before the appliance is put back into use.

Battery – rather than mainsoperated devices – should be tested regularly. If possible, the appliance/alarm should be interlocked with any fitted mechanical ventilation.

Make sure that the extraction system fan stays switched on until all solid fuel has been extinguished, even if nobody is on the premises, by running it 24 hours a day or by interlocking the extraction fan to the carbon monoxide detector. This will protect people in neighbouring properties from leaks, and the building will be safe to enter for the next shift.

6⁄

Selecting & storing fuel

Only use fuel suitable for your appliance that is recommended by responsible suppliers/manufacturers, unless your extraction system can safely remove the products of combustion from alternative fuels.

Burn only the amount of fuel you need to minimise the amount of carbon monoxide produced and to keep your costs down. Store solid

Make sure that your workers are aware of the risks and control measures required to operate the solid fuel appliance safely, of the signs and symptoms of carbon monoxide exposure – and how to follow the emergency procedures.

8⁄

Cleaning

Cleaning a ventilation system, which can collect flammable grease, can do more damage than good.

Cleaning usually has to be done with a caustic chemical. Any residue can significantly speed up the rate of corrosion, and can corrode stainless steel as well as galvanised steel. This can inadvertently worsen a carbon monoxide leak into a building.

The system must be checked for corrosion as part of a rigorous planned safety check. Grease builds up irrespective of the fabrication, which introduces the need for cleaning with a potentially corrosive chemical.

Cleaning must be tackled by a skilled, accredited specialist person whose methodology is exact enough to remove all traces of caustic chemicals. And, though the guidance states that extraction systems must be examined and tested every 14 months – and cleaned regularly – FMs must check for specific stipulations in their building’s insurance.

Most insurers won’t pay out in the event of a fire or a carbon monoxide leak if they can cite non-compliance. FM i

* tinyurl.com/fmw-1102-hs

www.fm-world.co.uk

05/02/2016 12:11

FM MONITOR MARTIN BULL

HOW TO...

Martin Bull is director of WasteSafe Services

DISPOSIN G OF A BN O R M A L WA ST E

ost businesses would like to be able to put all waste into a wheelie bin and forget about it. But there are scenarios when that just can’t safely and legally happen, says Martin Bull

M

Thousands of businesses across the country have been badly affected by flooding caused by extreme weather in December and January.

As a consequence, many will find how much harder it is to make the right decisions on waste disposal in line with legal requirements and sustainable business principles in extreme circumstances.

Having extra knowledge about the potential hazards, technical challenges, and legal issues of even relatively normal situations such as fly-tipping, food waste handling and badly blocked toilets is becoming much more important.

Flood waste Managing flood waste is inextricably linked to the recovery process. When a flood hits, facilities managers face a complex set of priorities.

Relocating staff affected and business continuity will be the major concerns.

What can be overlooked is the ticking time bomb caused by floodwater. It is imperative to clear floodwater as quickly as possible; long-term recovery will be faster the quicker the water is removed, and the earlier the drying process will start.

Floodwater is often quickly contaminated with sewage and oil, but the longer it is left, the more likely it will have to be treated as polluted and be disposed of at an authorised site.

Failing to start the flood and waste clearance in a timely way www.fm-world.co.uk

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can add significantly to costs and delays in full business recovery.

Despite this, some businesses treat sourcing a flood recovery specialist as a standard tendering process – not understanding the urgency of the situation.

Seeking to save a bit of money now could cost unwary businesses a lot more in future.

Sewage waste Raw sewage is potentially deadly.

It contains a wide range of viruses, bacteria and parasites. It is surprising how often businesses face dealing with it. Whether it is a leisure centre with 100 tonnes of sewage under its swimming pool, or a developer who wants to clear a site where a foul drain has been left uncapped, extreme sewage contamination is more common than most businesses plan for when assessing critical risks.

Cleaning a toilet is not the same as dealing with a sewage spill – even a small one. The level of protection needed is much higher. Having the right personal protective equipment (PPE) – full body suits, masks, and sealable gloves and footwear – is essential.

Sewage often settles in lowlying confined areas, such as cellars or even voids under

suspended floors, creating risks from toxic gases such as hydrogen sulphide. FM managers and businesses have a duty of care to their cleaning teams, as defined by the Health and Safety at Work Act (1974). In-house cleaners and waste teams cannot be sent into environments where their safety is put at risk.

Fly-tipping An investigation by the Parliamentary Communities and Local Government Committee found that reported incidents of fly-tipping increased by 24 per cent in 2015. Its findings prompted a government report on action needed.* Where fly-tipping happens the temptation might be to send in a regular waste clearance team and put the waste in regular bins.

But such waste can often conceal serious hazards. There have been incidences of asbestos being deliberately buried at the centre of a mound of fly-tipped waste.

Fly-tipping sites often contain human faeces and urine. Where there are signs of temporary habitation, there is often drug paraphernalia, including needles.

Without the right risk assessment procedures and equipment – needle boxes, Kevlar gloves and trousers, and litter pickers – disposing of this waste becomes a hazard to health.

Food waste Local authorities and waste management companies are increasingly trying to stop food

“Raw sewage is potentially deadly.

It contains a wide range of viruses, bacteria and parasites”

being put into general waste. A lot of UK waste is now exported for use as remedial derived fuel in industrial processes. Food is too wet for this material. It is also heavier than general waste, so can incur extra waste collection costs and penalties.

Food waste collected by specialist waste collection companies can go for anaerobic digestion, which keeps down disposal costs for clients. In Scotland, from January 1, businesses that generate more than 5 kg of waste a week are required to arrange separate collection.** Putting food in general waste is a key cause of vermin infestation because standard bins are not designed to deter rats, mice and birds. Yet it is surprising that so many businesses still do not treat food as specialist waste, or do not realise the additional costs they are incurring by not doing so.

Specialist waste management Old habits of treating waste management as a low-value, low-priority task persist. Risks associated with emergency situations are often not fully understood. The only real answer is to seek specialist advice and support. Emergency and extreme waste management should be a key part of an FM team’s waste strategy. It is also essential for businesses to understand that extreme waste scenarios are now increasingly common because of tighter regulations and changing patterns of waste creation. FM i * tinyurl.com/FMWorld1102litter-flytipping tinyurl.com/FMWorld1102-litterflytipping2 ** tinyurl.com/FMWorld1102foodwaste

FM WORLD | 11 FEBRUARY 2016 | 35

05/02/2016 12:12

FM MONITOR

JIM HENLEY

TECHNICAL

Jim Henley is sales director of Daikin Applied UK

AIR HAN D LIN G UN I T S

im Henley explains what the latest Ecodesign European Directive, which started on 1st January, means for the heating, ventilating, and air conditioning industry

J

The introduction of the Eco Design European Directive (EU No 1253/2014) along with the new Energy-related Products Directive (ErP) has had a big impact in the UK’s HVAC industry in terms of supplying compliant equipment.

Regulations in place since 2009 were created to encourage manufacturers to improve efficiency and cut energy use.

The Ecodesign of Energy Related Products Directive 2009/125/EC is a framework that primarily focuses on energy in use. It does this by setting minimum requirements for certain energy-consuming products.

Certainly in the UK before Ecodesign 1253/2014, the driver behind energy efficiency had been the increasing Part L efficiency requirements to reduce overall specific fan power (SFP). This reducing fan power consumption required manufacturers to provide lower overall internal unit resistances by using low-pressure loss filter systems, lower component pressures through reduced unit velocity resulting in larger air handling units (AHUs), along with improved fan and motor efficiencies.

With the drive for even lower SFP values, designer/client partnerships are required, as system resistances also need to be reduced. At the same time, AHU selections are optimising unit pressures through best 36 | 11 FEBRUARY 2016 | FM WORLD

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component design and operating velocity, which generally means that duct systems and AHUs are increasing in size and cost.

Grey areas Imposition of the new standard for Non-residential Ventilation Units (NRVU) began in January and big challenges have been identified in several areas for compliance implementation. The standard imposes heat recovery on almost all systems classed as Bidirectional Ventilation Units (BVU).

As the law is new, there are grey areas where people are uncertain whether or not to fit heat recovery solutions (HRS); these must be addressed individually. For a supplier, it is key for the designers/clients to understand when a system dictates the use of heat recovery and to do a technical review.

A large part of the standard’s emphasis is on HRS efficiency.

Continental Europe has long been a large user of HRS owing to big temperature swings during the year. The UK sees smaller differentials between internal comfort conditions, supply temperatures and external ambience in summer and winter.

Within traditional systems in the UK, there has been a

large use of free cooling mixing arrangements coupled with airquality management to provide energy-efficient air systems. But under the new standard mixing is no longer considered as efficient heat recovery. Despite this, the use of free cooling could still have had a valid part to play in certain areas and applications.

As heat recovery systems are now needed on most supply and extract systems, additional adjustments are required of some systems that previously only used mechanical extract with no HRS. The second area to affect existing HRS is the increased efficiency requirements, which for runaround coil systems can be a challenge. Heat recovery efficiencies in the new legislation are also set to increase further in 2018, and when compared with the previous guidelines from Part L, the new regulations have imposed significant increases.

The standard requires that efficiency of the HR device is based on equal airflows and in dry conditions. Most operational conditions generally have a degree of latent heat energy within either the supply or extract airstream (which improves the efficiency of the HRS) and also many systems have unbalanced airflow between supply and extract.

For systems with unbalanced airflows the key area of change will be the equalisation of the airflows to match the supply stream as this is to be used as the reference flow rate. In simple terms, the lower airflow portion

“Continental Europe has long been a large user of HRS owing to big temperature swings during the year”

of the AHU will increase in size to enable the efficiency to be achieved in a theoretical balanced flow condition.

With efficiency of the HRS based on dry conditions, this will require a higher efficiency device to meet the dry conditions increasing the heat transfer surfaces of the device with resulting increases in size, cost and operating pressures, which will need to be mitigated to maintain SFP levels. This becomes a vicious circle of increased efficiency/pressure drop and/ or increased size to reduce velocity and pressure drop while maintaining SFP levels; the optimisation of AHU selection is becoming an art form.

Driving improvement All these new efficiency levels will also drive base improvements in the performance of the heat recovery devices themselves, along with the potential for combined hybrid cooling/reclaim coils and other innovations.

The key is to understand the system and layouts to enable the best solution to be provided, but generally it will mean larger AHUs and moving more to efficient plates and heat wheels.

The new standard does not stop at heat recovery efficiency improvements; it includes several other factors – some mandatory and used within the certification, along with others that are enabling informed decisions to be made for best equipment solution.

While the new standard is not perfect for the UK, it does present a method of certifying AHUs relative to the system they serve and will provide clients with reduced energy use for the life of the product. FM www.fm-world.co.uk

05/02/2016 14:35

FM MONITOR

STEVEN BOOTH

TECHNICAL

Steven Booth is associate director at Guardian Water Treatment

HOW TO TR EAT P S EUDO M O NA S

seudomonas is a common bacteria that could be responsible for corrosion and inefficiencies in your building’s water system.

Steven Booth explains how FMs can prevent it

P

When you think of water hygiene, it’s usually Legionella pneumophila that comes to mind – the headline-grabbing bacteria responsible for causing illness in people. For closed water systems, Pseudomonas is the bigger problem; it’s a tough bacterial strain able to survive in harsh environments and found widely in soil and stagnant water.

Although certain types of Pseudomonas can be dangerous to humans, there are many species that are not a health risk and in closed circuit water systems, contact with the outside world is limited – it is the water system itself that is at risk from its effects.

Symptoms Any stagnant or low-flowing water will give Pseudomonas the perfect conditions to multiply, leading to biofilm formation and other problems such as corrosion and the rise of sulphate reducing bacteria (SRBs). ● SRBs: These metabolise naturally occurring sulphate in the water to produce sulphide under clumps of bacteria, depolarising the metal surface, resulting in localised pitting corrosion and eventual perforation. ● Biofilm: In general, bacterial build-up in the water, especially in stagnant areas, can create a microbial biofilm layer on pipe and heat exchanger surfaces, causing a reduction in efficiency and flow restrictions. Preventing www.fm-world.co.uk

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biofilm from forming is essential; once biofilms start to form, the bacteria that reside within them can be thousands of times more resistant to biocides than that found free floating in the water.

Dead leg problems A key exacerbator of Pseudomonas build-up in large commercial buildings is ‘dead legs’ (a redundant length of pipe work).

The risk of bacterial growth in dead legs is well documented for heating and cold water systems, but the same problem also occurs in closed systems.

Often included to make way for future expansion, these potentially vast areas of stationary water present the ideal conditions for bacteria to grow.

Dead legs can also be created if certain areas of the system are not circulated regularly.

Once bacteria have taken hold on a grand scale it can be difficult to get things back under control.

Although removing ‘dead legs’ altogether may not be practical, we suggest that designers include a bypass or flow around the dead end to combat the problem and implement a valve-exercising regime to create full circulation.

To set the stage for continuing water hygiene, FMs need to be

confident that the water system they’re taking on has been built and prepared with bacteria prevention in mind.

Pre-commissioning Pre-commissioning cleaning is a standard requirement of all new closed water installations, and is carried out under the latest BSRIA guidelines. Remediation cleaning of existing systems that have fallen out of control is possible, but it will never render a system quite as good ‘as new’.

Before FMs are handed the care of a water system, the following pre-commissioning cleaning techniques should be employed. ● System dynamic flushing: System dynamic flushing removes debris from the system to reduce the potential for blockages by maximising flow rates through main risers and sub branches. ● Biocide wash: A full biocide wash to remove bio-films and bacteria from the system. ● Chemical cleaning: Following commissioning, movement of the pipe work, owing to thermal expansion or contraction, may cause contaminants such as iron oxide (rust) to be released into the fluid stream. Chemical cleaning loosens surface deposits so they can be removed from the system to create a stable surface within the pipe work. This, if maintained by an continuing water treatment regime, will inhibit further corrosion. ● System inhibiting: On completion of the chemical clean, the system is dosed with

“Once bacteria have taken hold on a grand scale it can be difficult to get things back under control”

a suitable corrosion inhibitor and biocide to make sure of continuing protection from water, metal corrosion and biofouling. ● Back flushing: All terminal units should have been isolated during pre-flushing procedures.

The purpose of back-flushing is to remove any small debris that has collected within these terminals.

Pseudomonas barrier Once the area is cleaned, Pseudomonas can be stopped from entering the building by creating a preventative nonchemical barrier that water flows through. Photocatalytic water purifiers greatly reduce bacterial levels in the water. A specific frequency of light and photocatalytic surfaces are used to create free radicals that break down harmful microorganisms and other pollutants in water. The free radicals are short-lived and exist for only milliseconds, which means they have no possibility of leaving the reaction chamber.

A photocatalytic water purifier such as Guardian’s AOT Wallenius can produce a Log 5 reduction in Legionella and Pseudomonas bacteria levels within the water that passes through it, killing 99.9 per cent of microorganisms.

For FMs, this approach means a reduction in the need for chemical dosing, which reduces continuing maintenance requirements and the need to purchase biocides.

Water treatment should never be an afterthought. Cutting corners at the construction stage will leave those responsible for ongoing maintenance with a far harder task – bacteria may be prolific and more difficult to get under control, with increased man-hours and chemicals required to deal with its issues. FM FM WORLD | 11 FEBRUARY 2016 | 37

05/02/2016 12:12

BIFM NEWS

BIFM.ORG.UK

Last year’s winners of the BIFM Awards. Could it be you who carries off a trophy at this year’s event – to be held at the Grosvenor House on 10 October?

BIFM AWARDS

Be part of 2016 The BIFM Awards, with headline sponsor Carillion, recognise and showcase best-in-class FM and evidence its impact on business, the economy and society and as the industry-leading Awards, they seek out the gold standard across FM and beyond.

Entries come from a crosssection of organisations regardless of size, type and sector from all across the world. This means that being a finalist, or a winner, is a true achievement and testament to the great work carried out by the individual, team, project, collaboration or organisation.

Entries are now open across 14 categories: People ● Newcomer of the Year* ● Manager of the Year (new for 2016)* ● Leader of the Year (new for 2016)* ● Lifetime Achievement* 38 | 11 FEBRUARY 2016 | FM WORLD

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Learning and Career Development ● Team of the Year *Open to direct entries or nominations ●

Innovation ● Innovation in Technology and Systems ● New Product or Service of the Year Impact ● Brand Impact ● Impact on Customer Experience ● Impact on Organisational Performance (new for 2016) ● Impact on Sustainability ● Societal Impact ● Workplace Impact Key dates: ● 27 May 2016 – Entries close ● 29 July 2016 – Lifetime Achievement closes for nominations ● Mid-August – Finalists announced ● 10 October 2016 – BIFM Awards Ceremony, Grosvenor House, 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. i Tickets and tables for the BIFM Awards ceremony are now available at www.bifmawards.org/theceremony

THINKFM: THINK PRODUCTIVITY

Be an early-bird Early-bird tickets are still available for BIFM’s ThinkFM conference, with headline sponsor Sodexo, which takes place on 18 May in London, and online.

Evolving from last year’s theme on competitive advantage, the 2016 conference theme is ‘ThinkFM: Think Productivity’; exploring facilities management and the workplace’s role in enabling organisational

productivity.

Organisational performance and efficiency comes from the maximisation and alignment of all resources and systems towards the organisational goals and shared cultural commitment. Facilities and workplace management is part of that and a fundamental facet in enabling business performance.

What to expect: ● Hear case studies from business and FM leaders who have tackled the productivity issue and learn from their experience. ● Expert insights from thought leaders in the field of productivity. ● A glimpse into the future and how technological, societal and economic factors will affect our organisations and ways of working. ● Insights on how to enable the full potential of your people, as individuals and as teams through FM. ● All with a new host to chair and

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

05/02/2016 13:06

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

compere the day and a new venue – Milton Court. ● A new option to view the conference live online, with playback. ● Plentiful networking opportunities starting with breakfast and closing with the popular drinks reception. i See more and book your earlybird place(s) by 18 March at www.thinkfm.com. @ThinkFM also carries the latest conference news

BIFM LONDON CONFERENCE

Programme Tickets are now available for the BIFM London annual conference, which takes place on 16 March at Kings Place in London.

Mark Downes, former Olympic Venues project director and head of service at the London Legacy Development Corporation, will kick off the London-themed event with a presentation looking at the legacy of the Olympic Park.

Chris Moriarty, development director at the Leesman Index, will follow discussing occupancy density in the capital and whether there is a tipping point when too many people occupy too small a space and their performance is negatively affected.

Other speakers include Peter McLennan, MSc course director in facility and environment management at the Bartlett School of Graduate Studies, UCL, discussing the impact of tuition fees on FM qualifications and trends in career progression in FM; Monica Parker from Hatch revealing her latest workplace research; and Bartlett Mitchell on what to look for when providing coffee in the workplace, including a hands-on coffee-tasting and milk art session.

Mike Lynch, commander indigenous covert operations forces in Iraq and Afghanistan, will close the day by revealing his www.fm-world.co.uk

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GUEST COMMENT

Steve Gladwin is Chair of the Judges for the BIFM Awards

LEADING THROUGH CHANGE

am now entering my third year as Chair of the Judges for the BIFM Awards, and now entries have opened across 14 categories, it’s a good opportunity to reflect on all that has happened since the 2015 BIFM Awards ceremony back in October.

Perhaps to some, the BIFM Awards are just the ceremony itself. A night where over a thousand FM professionals come together in the amazing surroundings of The Great Room at the Grosvenor House to celebrate the great and the good of our FM sector.

For many of us though, including lead judges, judges, our entrants, sponsors and BIFM, the ceremony itself is a culmination of months and months of hard work. This starts with defining the categories, entries being considered and submitted, the robust judging process, the finalists announcement and then of course the night of celebration and success in October.

Then we start the cycle again for the forthcoming year.

So why do we place such importance on defining and evolving categories? Well it’s critical that the awards reflect the fast-changing FM profession. And the history of the awards reflects this, as we can trace the history of the awards back to the ‘Office of the Year’ awards in 1971, which took place every two years – with just one winner, and four commendations. In 1989 the awards became annual with the introduction of an FM award for those who showed “a high level of excellence in the management of their facilities and support services”.

In 1992 a new ‘Innovation’ accolade was added and in 1995 a new ‘Green Award’ was included, which rewarded efforts “to improve and contribute towards environmental issues”.

Fast-forward to 2016, where we have 14 categories celebrating the breadth of FM and we have three very succinct FM themes of ‘people’, ‘innovation’ and ‘impact’. This year we’ve made further enhancements to the awards category portfolio. We’ve reviewed and refreshed the individual professional categories and introduced a new standout category for FM teams to enter in the form of Impact on Organisational Performance. Furthermore, by creating new categories for Leader and Manager of the Year we provide the opportunity to showcase exemplary talent at each of these levels.

The reshaping of the awards over the past two years has focused on drawing out the value of FM in the language of business leaders. This helps us to showcase FM’s strategic value to business and provides exemplary 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.

I would urge you all to think what you, your team or your organisation has achieved which will enable you to play your part in the 2016 BIFM Awards, with headline sponsor Carillion. Good luck with your entry!

I

“THE RESHAPING OF THE AWARDS OVER THE PAST TWO YEARS HAS FOCUSED ON DRAWING OUT THE VALUE OF FM IN THE LANGUAGE OF BUSINESS LEADERS. THIS HELPS US TO SHOWCASE FM’S STRATEGIC VALUE”

i See more at www.bifmawards.org and @BIFMAwards. Entries and nominations close 27 May 2016 (Lifetime Achievement closes 29 July)

FM WORLD | 11 FEBRUARY 2016 | 39

05/02/2016 10:59

BIFM NEWS

BIFM.ORG.UK

BIFM TRAINING experience in ‘behind the lines’ covert target development, having served the longest operational tour in Afghanistan in the history of the modern-day British Army.

Many thanks to our main sponsors Principle Cleaning, Mayflower Washroom Services and BPR Group and our exhibitors Condeco, StaySafe, PRS and the Centre for Accessible Environments.

Tickets cost £103 for BIFM members and £153 for nonmembers. i To book your place, visit: https:// www.regonline.com/Register/ Checkin.aspx?EventID=1786876 To enquire about sponsorship, email cathy.hayward@magentaassociates. co.uk

BIFM AND FACILITIES SHOW

Registration is now open Facilities Show 2016 will once again open its doors for three days in June to showcase the latest products, innovations and learnings from across all sectors of this dynamic industry.

Taking place from 21-23 June at London’s ExCeL, Facilities Show 2016 will bring together more than 11,000 facilities management professionals for its annual gathering.

The show will again be held in association with BIFM, creating a flagship event supported by the industry that tackles the critical issues facing those working in FM. It is already shaping up to be an action-packed show, with a host of high-profile companies already confirmed to participate. Leading industry names Mitie, Stannah, Planon and Camfil, to name a few, have already committed to exhibiting at Facilities Show.

Following a successful launch at the 2015 show, the ‘BIFM Careers Zone’ will also make a welcome 40 | 11 FEBRUARY 2016 | FM WORLD

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return to Facilities Show. The 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, it will host a number of training providers over the three days, offering one-toone sessions, along with group seminars that looked specifically at individual career goals and how these can be achieved. i To register to attend Facilities Show this year and to find out the latest news on who will be attending, networking opportunities to participate in and exclusive educational session running across the three days go to www.facilitiesshow.com/Register_ PR-1/

NORTH REGION SUMMER BALL

Early-bird tickets on sale Tickets are now on sale for the BIFM North Region Summer taking place on 7 July at the Hilton Hotel, Deansgate, Manchester.

The black tie event includes a three-course meal, live music and entertainment, a charity auction and a disco. As ever, the evening will begin with a champagne reception at 18:45, with carriages at 02:00.

Early-bird tickets are available until 29 March 2016, with tables of 10 priced at £903 and individual tickets at £99 (plus VAT). Prices then increase to £1,003 and £110 (plus VAT), respectively. i Tickets are available from www.regonline.com/Register/ Checkin.aspx?EventID=1789804.

For further details email the North Region Committee on north@bifm.org.uk.

THE COMPLEXITIES OF PROPERTY MANAGEMENT

fter human resources, property costs is an organisation’s most significant spend. Managed it well, and you could save your business significant sums of money and in turn enhance the profile of the FM role as a key party when it comes to influencing business strategy. Whether you are responsible for single or multiple sites, you must have a full understanding of the key principles and processes of managing property and assets. These can include: ● Legal concepts; ● Investors interest; ● Principal terms of a lease; ●Risk management; and ●Using professional advisers.

A good basis for reviewing the costs is to focus on the ‘4 Rs’ – rent, rates, repairs, and reinstatement.

Calculate the true costs of renting a property for the life of the lease and you will at least then have a fair understanding of the size of the liability and this can help in taking the decision to use professional advice in the right places once you have weighed up the risk.

A lease forms your property contract and it creates a landlord/tenant relationship where the tenant has the right to occupy. The differences between licences and leases is that lease will grant exclusive possession of defined premises for a rental payment, whereas a licence will allow occupation but the property is not demised to the licensee and you can’t usually claim possession of it.

There are different types of leases such as the institutional lease with landlords such as pension funds or insurance companies or clear leases, which allow the landlords to recover costs associated with repairing, maintaining, insuring and servicing and managing the building. Look at what substantial works could be on the horizon, especially if you are taking a short lease because you could pay for something that won’t benefit you.

A clear lease will include your repairing obligations and a full repairing obligation can be very onerous; along with the repair you may find that you have to improve to comply with modern statutory requirements. Establish if a schedule of condition has been created on entering the lease and photographic schedules are very common, however, best protection is had with a surveyor’s schedule, which will provide more detail on defects.

For an in-depth look at these issues you can register on the two-day Essentials of Property Management Course, scheduled for 2-3 March, in central London.

A

i For a full programme and registration visit www.bifm-training.com or call us on 020 7404 4440

www.fm-world.co.uk

05/02/2016 11:38

FM DIARY INDUSTRY EVENTS 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 Web: www.ecobuild.co.uk 14-18 March | National Apprenticeship Week 2016 Co-ordinated by the Skills Funding Agency, the week will include hundreds of events and activities across England to showcase apprentices and apprentice employers.

Web: www.tinyurl.com/ natappweek2016 22-24 March | Facilities management exhibition Exhibition and seminars, colocated with Cleaning 2016.

Venue: NEC, Birmingham Web: www.tinyurl.com/naltfl2 for more information.

6 April | BIFM Corporate Members – sustainability in FM Speakers to be announced shortly.

Venue: TBC, London Contact: Email jennifer.rowntree@ bifm.org.uk for more information.

18 May | ThinkFM 2016: Think Productivity ThinkFM 2016 will explore how facilities and workplace management is fundamental to productivity. Hosted by Kirsty Lang, and sponsored by Sodexo.

Venue: Guildhall School of Music & Drama, Silk Street, Barbican, London EC2Y 8DT Web: For more information and to book tickets, visit thinkfm.com HOME COUNTIES REGION 2 March | Multi-tenant sites – an FM challenge More information to follow.

Venue: ITT Industries, Jays Close, Viables Estate, Basingstoke, Hampshire RG22 4BA Contact: Email Jane Wiggins at jane@fmtutor.co.uk.

LONDON REGION 16 March | London Region annual conference 2016 Case studies from London projects, debate and a behind-the-scenes 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

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@ magentaassociates.co.uk or book your tickets at www.tinyurl.com/ pgnpjm3 27 April | Lighting up Canary Wharf – the latest developments in LEDs More information to follow.

Venue: Barclays, 1 Churchill Place, Canary Wharf, London E14 5HP Contact: Email cathy.hayward@ magentaassociates.co.uk NORTH REGION 11 March | North west key learning event – managing risk More information to follow.

Venue: TBC Contact: Email Mark Whittaker at mark.a.whittaker@integral.co.uk 12 April | Sheffield and South Yorkshire group - Charity FM Trinity Hospital Almshouses is a 350-year-old charity which has provided accommodation for over 500 single and widowed gentlemen of Retford during the last three-and-a-half centuries.

Hear the story of this interesting project build, its unique FM challenges and the historic discoveries made during the construction.

Venue: Trinity Hospital Almshouses, Hospital Road, Retford, Nottinghamshire DN22 7BD Web: Visit www.tinyurl.com/ jotjvsv to book tickets.

SCOTLAND REGION 19 February | Quarterly training This session provides insight into a HSE interview with a H&S manager and how court proceedings and the evidence given in court may impact on your current processes and procedures.

Venue: Hilton Strathclyde, Phoenix Crescent, Bellshill, North Lanarkshire ML4 3JQ Contact: Email isabel.brown@ glasgowlife.org.uk or visit www. tinyurl.com/bifmscotqtd2016.

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 Web: 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.

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

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

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

SOUTH WEST REGION 18 March | Quarterly training day – The changing workplace The event is sponsored by Capita’s Property and Workplace Consulting

Division. Full details to follow.

Venue: Bristol Hilton Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4J Web: Visit www.tinyurl.com/ jos2mx6 to book tickets.

22 April | Quarterly training day security planning and awareness An additional training day. Lee Doddridge, MD at Covenant, Richard Thompson, CEO at Facewatch, and Avon and Somerset Police to present on the threat of serious security incidents and how to be prepared.

Venue: Bristol Hilton Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4J Web: Visit www.tinyurl.com/ hkmpy4s to book tickets.

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.

20 April | Charity golf tournament £53 per ticket for members.

Venue: Celtic Manor, Newport Web: www.regonline.com/ bifmwalesopengolfday SPECIAL INTEREST GROUPS 1 March | Workplace – What matters to people about workspace? Old wisdom, new research Mark Catchlove of Herman Miller and Ian Ellison of Sheffield Hallam University to present findings from doctoral workspace research, considering ongoing implications for workspace design. All attendees will receive a free copy of Propst’s 1968 book, The Office, A Facility Based On Change.

Venue: National Design Centre Herman Miller Ltd, 61 Aldwych, London WC2B 4AE Web: Visit www.tinyurl.com/ jc2kmll to book tickets.

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 | 11 FEBRUARY 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

A creative, sustainable, efficient and dynamic office refurbishment PROBLEM Tesco’s 500-person office at 5 Falcon Way, Welwyn Garden City, recently required full refurbishment to support Tesco’s change in working practices, which called for a more agile working environment.

The project was to include complete refurbishment, project management of works, an the relocation of staff and IT equipment as well as a requirement to maximise reuse of the existing building resources and furniture in order to deliver the new working environment as cost effectively as possible.

SOLUTION Premier Workplace Services, a long-term service partner of Tesco, planned and delivered this sixweek project with staff from all four divisions

providing a fully integrated solution.

The number of fixed desk spaces was reduced and a new shape of worktop was developed and produced to enable a more agile working environment.

To maximise the use of space and create a more dynamic and productive working environment, more collaborative working areas were created with quiet areas and breakout areas.

OUTCOME Tesco was delighted with the outcome of the project and the very high standard of finish that was achieved whilst reusing as much of the original interior fabric as possible, keeping cost and environmental impact to a minimum.

The reuse of office partitioning and carpet,

and remanufacturing of office desks and other furniture saved more than £100,000.

The reuse of office furniture also reduced carbon equivalent emissions by approximately five tonnes.

The approach is now being rolled out across the Tesco estate.

T: 020 8976 2100 E: info@premierinteriorsolutions.co.uk W: www.premierinteriors.co.uk

Maximise space with under-floor air conditioning

New test technology helps Lochinvar goes Aloft FMs to keep EVs on the road to reach peak demand

PROBLEM

PROBLEM

PROBLEM

Providing fully air conditioned modern offices as part of a total refurbishment of an 18th century, height restricted building at 28 Savile Row in Mayfair; whilst maintaining the minimum recommended floor-to-ceiling height for Grade A office space.

Many FMs and building services engineers have taken on responsibility to ensure that electric vehicle charging points remain in working order. One of the UK’s leading EV charging infrastructure companies has become the first to use new test technology for fast fault-finding and maintenance of charging installations.

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.

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.

SOLUTION By using the plenum under the raised floor as the ventilation duct, the ceiling void can be eliminated, increasing available floor to ceiling space. AET Flexible Space TUS-EC slimline Fantiles were used to recess into the 180mm floor void.

OUTCOME The building was refurbished to high specification offering six floors of fully air conditioned, flexible office space. The building was fully let within months of completion, demonstrating the demand for high specification office space in this area.

W: www.flexiblespace.com T: +44 (0) 1342 310400

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Elm Electric Vehicle Charging Solutions has equipped its maintenance team with EV100 test instruments developed by Seaward for total validation testing and fault-finding on all types of AC electric vehicle charging equipment.

OUTCOME The handheld EV100 carries out all of the tests to ensure that EVSE operates safely at installation and as part of any ongoing periodic maintenance schedules, in accordance with IEC 61851.

W: www.seaward.co.uk/EV100

SOLUTION

OUTCOME Three direct gas-fired EcoShield SHW115435CE high-efficiency water heaters were chosen because of their ability to provide up to 6,000 litres of hot water an hour working in combination.

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

www.fm-world.co.uk

05/02/2016 11:38

FM PEOPLE

MOVERS & SHAKERS

BEHIND

DATA

THE JOB NAME: Andy Christophi JOB TITLE: Corporate facilities and compliance manager ORGANISATION: Stevenage Borough Council

ANDY CHRISTOPHI

TOPIC TRENDS My top perk at work is…

Driving to work against the traffic flow.

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

The fragmented nature of the industry and the noticeable reluctance of so-called “leading FM professionals” to stand up, be counted, rally the FM fraternity and try to unite the disparate parties for the greater good of the profession.

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

7

8

AVERAGE (SINCE JAN 2015)

ANDY CHRISTOPHI

Any interesting tales to tell?

Brief description of the job and key responsibilities:

To manage and deliver a comprehensive and effective FM and compliance service across all the council’s operational properties.

What attracted you to the job?

My intention was to move to a challenging clientside position. The icing on the cake was that it was relatively local.

Achieving the correct room temperature balance to suit all staff in a busy office is nigh-on impossible.

So in one office where staff were constantly complaining, my maintenance officer installed a room thermostat in the middle of the office for all to use. This staff empowerment stopped all the moans instantly, however, the thermostat wasn’t connected to the heating system!

A football goalkeeping coach. I used to play in goal at a relatively high level – or a restaurateur.

WHAT SINGLE PIECE OF ADVICE WOULD YOU I have always been involved in Which “FM myth” would you GIVE TO A YOUNG FM most like to put an end to? facilities roles, however, 20 years STARTING OUT? That FM needs to have a ago it wasn’t widely called FM. “Attend networking events and top-table presence within an conferences and try to get as What’s been your career high organisation. As long as an FM many genuine FM connections point to date? team provides excellent service outside your own organisation Founding and operating the delivery, implements innovative as possible” FM Charity Network Forum for solutions in the workplace and seven years, which was a free-tocommunicates effectively with join, not-for-profit membership all stakeholders, the standing of association open to those with FM responsibilities FM within any organisation will be enhanced. within charities. The forum nurtured FM How do you think facilities management has professionalism within the sector through a free changed in the last five years? exchange of information, peer-to-peer networking, With the advent of the larger service providers meetings and conferences. Membership reached effectively swallowing up smaller counterparts, 200 FMs, from both large and smaller charities. there has been a marked increase in FMs using What has been your biggest career challenge TFM companies to undertake their FM delivery.

The recruitment of fire evacuation wardens. www.fm-world.co.uk

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Working on energy efficient initiatives

8 7

Adapting to flexible working

7

6

Maintaining service levels while cutting costs

9

to date?

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

9 9

If I wasn’t in FM I’d probably be…

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

Gaining approval to embark upon the ISO 14001 environmental path (at a former employer), as they failed to understand the benefits of not only achieving the award, but going through the process.

After two years of persuasion, I got the go-ahead –18 months later we achieved ISO 14001 certification.

Working on initiatives to ensure compliance

9

And how will it change in the next five years?

FMs across all sectors are becoming disillusioned with the poor service received from TFM solution providers and are seriously considering either bringing some FM services back in-house or using single-source suppliers to undertake specific aspects of FM service delivery.

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

Organising training for the FM team

9

7

FM WORLD | 11 FEBRUARY 2016 | 43

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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

Performance & Compliance Manager, Estates London (Greater) Salary: c.£39K pa + benefits

Senior Project Manager Richmond upon Thames, London (Greater) Salary: £46,611 £52,231 pa pro rata, depending on skills and experience

Maintenance Manager Liphook, Hampshire Salary: Dependent on experience.

Contracts Manager London Salary: £34k - 35k pa + Bonus + Car

Estate Manager, Streets & Mews Victoria, London (Greater) Salary: Competitive and benefits

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Head of Facilitie Building Service Nottingham Salary: £58,434 - £68,09

Facilities Manager City of London Salary: £45,000 + Benefits

04/02/2016 10:18 jobs.fm-world.co.uk

05/02/2016 10:11

Enjoy a fresh career challenge in 2016 FM Mobile Engineer (Electrical) North/Midlands • £28,000 - £32,000

Centre Manager London • £27,000 - £30,000

Cobalt Recruitment is seeking a talented individual to join a leading Service Provider. Forming an integral part of the FM team across the North/Midlands region, this role will see you take ownership of building maintenance across multiple sites. Carrying out planned, reactive and emergency maintenance works to the highest standard, and ensuring health & safety compliance, you will bring a wealth of electrical/mechanical maintenance knowledge to the role.

Alongside a competitive salary, our client is offering development opportunities within its inclusive business culture.

A real innovator of the Serviced Office industry is seeking to expand its team with a role based in a unique, lively business centre. With a supportive network around you, this is the ideal role for an Assistant Centre Manager to step up, as you provide a first-class property service to your customers. Building lasting relationships with tenants and internal stakeholders, you will be confident working under your own initiative and liaising with a range of individuals.

You will be rewarded with a position offering real job satisfaction in a company invested in your continual development.

Ref: CS1265991

Ref: JSa1265979

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 Chris Sycamore or Jared Sandri quoting the relevant reference number.

PLAN YOUR NEXT MOVE

on the move

The power of people

JOBS

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

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

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05/02/2016 10:11

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 the 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 skill set 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.

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

BIFM BUSINESS CONFIDENCE MONITOR What BIFM's annual survey, run in partnership with Barclays Bank and publisher i-FM. Commitment A 10-minute online survey. Views are sought from those within service providers large and small, whether it’s those delivering services or those tasked with generating growth.

Why y The aim is to measure ‘buoyancy across the FM sector’. This year's survey includes new questions on the impact of the National Living Wage.

Notes The monitor asks for opinion on current business performance, business outlook, and individual career prospects.

The survey can be completed at www.tinyurl.com/fmw1102-BCM The survey closes on 26 February, with the results due to be published on the BIFM website on 17 March.

READERS' SURVEY What FM World Readers' Survey 2016.

Commitment A 10-minute online survey.

Why 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.

Notes All answers are treated as completely confidential and analysed solely in aggregate form.

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.

To complete the survey, visit www.tinyurl. com/FMWorldReadersSurvey2016 The survey closes later this month

IN THE NEXT ISSUE OUT 25 FEBRUARY

EVENT: WORKPLACE FUTURES CONFERENCE /// TESLA STYLE BATTERIES — WHAT MIGHT THE FUTURE HOLD FOR SELFGENERATION? /// CALCULATING SPACE FOR CATERING /// WORKING AT HEIGHT: BEST PRACTICE /// HOW TO SUPPORT YOUR APPRENTICES /// LED COST CALCULATIONS /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS 46 | 11 FEBRUARY 2016 | FM WORLD

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05/02/2016 17:24

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

STUDY ONLINE ANYWHERE ANYTIME GET QUALIFIED

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

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

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

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

DIRECT

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

01/02/2016 09:56

WITH A CLEARER VIEW OF YOUR MRO COSTS WE CAN HELP YOU SAVE UP TO 35% MRO procurement is costing you twice as much as you think. Through data insights we can reveal the hidden MRO process costs that invariably outweigh product costs, and deploy proven strategies across product, inventory, sourcing and purchasing that can help you save up to 35%.

We should be talking. lets-talkmro.com RS MRO Procurement

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