FM World 10 March 2016 by Redactive Media Group

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 10 MARCH 2016

FMW www.fm-world.co.uk

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VOL 13 ISSUE 5 10 MARCH 2016

CONTENTS

08| Holiday pay ruling

22| Slicing up catering space

26| Will the levy weigh heavy?

NEWS

OPINION

FEATURES

06 Ray Perry appointed BIFM chief executive 07 Unison member wins ruling on holiday pay 08 Project of the fortnight: CIBSE Awards: why so Sirius? 09 Think Tank: Are green buildings making a difference? 10 Brexit could spark higher labour costs 12 News Analysis: Neighbourhood watch – raising the area 15 News Analysis: Which projects are actually energy-efficient? 16 Business news: Graeme Davies: Analysts split over aftermath of Brexit vote 17 Mitie wins £100 million deal with NHS Property Services 18 In focus: Andrew May, director of estates, University of Hertfordshire on universities as businesses

20 Simon Francis aims to improve the lives of students and Emma Vincent prepares for the Kent Police & Crime Commissioner Election 21 Five minutes with Jane Embury, marketing director, Wrightstyle

MONITOR

38| Be safe, not sorry

Salary Survey 2016: The BIFM and FM World annual FM salary survey, now in its 11th year, has been launched for 2016

Changing canteen culture: How caterers are adapting to changing end-user demands and a reduction of available space in which to operate

Mastering apprentices: The government is set to raise £3 billion a year to fund three million apprentices by 2020. How will this affect FM?

33 Insight: Market intelligence 34 Legal update: Making sense of PPE Regulation 35 How to: The importance of apprenticeships 36 Legal update: Employment law changes from April 2016 37 How to: Driving for work – what’s the law?

REGULARS 38 41 42 43 44 46

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

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visit twitter.com/fm_world FM WORLD | 10 MARCH 2016 | 03

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

MARTIN READ

EDITOR COMMENT

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

LEADER

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

n January, as part of our standard ‘new year’ assessment of what we produce, we at FM World began the process of analysing the balance of men and women featured in all aspects of our published work. We decided to completely review and examine the editorial opportunities for gender parity in FM World. We were able to break down our measurement into six categories, ranging from authorship and quoted opinion through to the choices we make in supporting photography and who appears in the advertising we carry. In each of these categories we’ve decided to monitor the numbers on a quarterly basis, taking the time to stand back and assess how we’re doing. If there were opportunities to ensure gender equality that we either missed or simply didn’t take up, we’ll look to learn from it. Our intention with this piece of administration work is to insure against any unconscious gender bias on our part. Now, how much of a problem is this? Firstly, the balance of men to women represented in FM World closely matches, and in some cases exceeds, the balance of men and women making up the current BIFM membership. Secondly, while there is an underlying need to be careful about this balance, it’s rarely raised as an issue. Also, this perception is simply not isolated to FM. Many other professions, and the professional bodies that represent them, are also grappling with the problem of gender balance - just as they’re dealing with the need to appeal to young people. But among all the other objectives of an institute title, reflecting a desired membership profile - and acting as a shop window to those considering the profession - is an important aim. Thus, there is a greater role for the BIFM’s magazine to play in how we present the sector. There are times when something as small as a poor choice of supporting photography can lead inadvertently to the reinforcement of a lazy stereotype. And there is also sometimes a need, as was once suggested to us, “to project equality and diversity in order to achieve it in the workplace”. I should say at this point that in none of the other sectors within which I have worked has there been anything like the number of female role models that FM has. Facilities management positively fizzes and crackles with examples of brightly shining women at all ends of the FM spectrum, each making their mark. Will you notice any change? Possibly, but it won’t be “in your face”. The topicality, quality and interest value of the content will always trump the person doing the talking. Only in those areas in which we can ensure parity will we overtly do so – you can expect our regular ‘Behind The Job’ interviews to be more fairly balanced from hereon. And also, here’s a call for any woman working in FM who’d be interested in putting a diary column together. It’s only a commitment to produce a column six times a year, and other FMs will be keen to read about how you go about your work. Could this be you? Get in touch!

SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358. FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, Europe £120 and rest of world £130. To subscribe call 020 8950 9117 or email redactive@abacusemedia.com – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services visit www.bifm.org.uk/bifm/knowledge/ resources/goodpracticeguides. EDITORIAL ADVISORY BOARD Simon Ball, business development director, Mitie ⁄ Martin Bell, independent consultant / Lucy Jeynes, Larch Consulting / Nick Cook, managing director, Avison Young ⁄ Rob Greenﬁeld, health & safety business unit director, myfm ⁄ Ian Jones, director of facilities, ITV ⁄ Liz Kentish, managing director, Kentish and Co. ⁄ Josh Kirk, facilities manager, JLL ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Jeremy Waud, chairman, Incentive FM group⁄ Jane Wiggins, FM tutor and author Average net circulation 13,326 (Jul 14 – Jun 15) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM) by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reﬂect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Pensord Press ISSN 1743 8845

BIFM ENQUIRIES

British Institute of Facilities Management Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER Tel: +44 (0)1279 712 620 Email: admin@bifm.org.uk Web: www.bifm.org.uk

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“Just like the need to attract young people, nearly every other profession, and its professional body, is grappling with the problem of gender balance”

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FM NEWS

BIFM

Ray Perry to take over as BIFM chief executive BIFM has announced that Ray Perry, current CEO of the National Pawnbrokers Association, will succeed James Sutton as its chief executive in late May. The appointment comes after an extensive recruitment process following November’s announcement that the current CEO, James Sutton, would step down in summer 2016. Perry will take up the CEO post in late May 2016 and undertake a detailed handover to ensure a smooth transition with Sutton. Perry is currently chief executive of the National Pawnbrokers Association and has held director-level positions at the Chartered Institute of Management Accountants, the Chartered Institute of Marketing and toy

Ray Perry will assume the role of BIFM CEO in May

company Mattel Inc. Ray brings with him a wealth of professional body, trade association and commercial experience, with

achievements spanning across brand development, membership, training, qualifications and legislative influence.

Speaking about his appointment, Perry said: “Joining the BIFM at this time is a great opportunity and I look forward to working with the board, the team and the volunteer community to continue and build on the institute’s development and successes. I’ll be working closely with James and the board to ensure a smooth transition over the coming months.” BIFM chairman Julie Kortens said: “I am delighted that we have appointed a chief executive of Ray Perry’s calibre to the BIFM. He brings with him a wealth of experience built up across a broad range of professional bodies and sectors. I would also like to thank James Sutton, our outgoing CEO. He has made a tremendous contribution to the BIFM.”

BIFM AWARDS 2016

Leading industry figures join BIFM Awards judges Three leading FM industry figures have joined the BIFM Facilities Management Awards lead judges team. Ross Abbate, managing director at Mace Macro, takes on the lead judging role in the Learning and Career Development category. Martin Pickard, managing director at the FM Guru and 2015 BIFM Awards Lifetime Achievement Award winner, is to be lead judge in the Societal Impact category, and Deborah Rowland, director of facilities management at the Ministry of Justice and 2013 BIFM Awards Facilities Manager of the Year winner, is to lead the New Product or Service of the Year category. As part of the judging process there are also teams of support judges working with each lead 06 | 10 MARCH 2016 | FM WORLD

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judge to review the submissions. BIFM is seeking new candidates to join the 2016 judging teams. Support judges are selected based on their FM expertise and their skills alignment with the category(ies) they are interested in judging. Steve Gladwin, chair of the

judges for the BIFM Awards, said: “The BIFM Awards have a very robust judging process, which sets them apart from many other awards programmes. “I would urge those who believe they have the skills and experience to put themselves forward to become a support judge. This is in

fact how my association with the BIFM Awards began – you will be amazed at how much you will get back from volunteering your time to support the awards. You will also see remarkable examples of FM, meet some great people and know you are giving something back to the FM profession.” www.fm-world.co.uk

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NEWS

BRIEFS Bilfinger GVA appoints CEO

Unison member wins ruling on holiday pay Thousands of workers will now be able to claim holiday pay previously denied to them, thanks to a ruling last month on a case brought by a member of trade union Unison. The decision means that from now on the amount that employees get paid for their holiday must be based on both their basic pay and any commission they earn. Unison general secretary Dave Prentis said: “This is a victory both for employees and for those that believe in fair pay. From the very beginning, Unison has fought for workers to have their commission

included in their holiday pay. This case will have implications for thousands of workers across Europe, who for years have been denied a fair deal. Until now, some employees who rely upon commission and overtime have lost a significant amount of money. “It’s only fair that workers should receive their normal pay, including their regular commission, whenever they take their annual leave,” he added. This case, brought by Unison member Joe Lock, will have implications for workers who normally receive commission and

potentially other similar payments and are paid less than their normal income when taking annual leave. Nick Soret, of business consultancy NatWest Mentor, said: “This case is the latest in a string of cases interpreting the EU Working Time Directive on paid holiday entitlement and in particular about how holiday pay should be calculated. The ruling seems to confirm previous cases, which said that holiday pay should include additional elements that are regularly received by workers and that UK law can be interpreted in this way.”

ISTOCK/ WORLD ECONOMIC FORUM-ELLEN MACARTHUR FOUNDATION

Using intelligent assets would ‘cut building waste’, says World Economic Forum study The incorporation of “intelligent assets” into the built environment will lead to predictive maintenance models, says a study. Intelligent Assets: Unlocking the Circular Economy Potential says pairing circular economy principles with data generated by intelligent devices creates a fertile ground for innovation that could lead to a built environment that is more “flexible and modifiable”. In such a circular economy all roads, bridges, public spaces, sports facilities, office buildings and private homes would be connected to “a digital library” that would reveal up-todate condition of the assets’ components to not only enable predictive maintenance and www.fm-world.co.uk

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performance models, but also to be “a platform for a secondary materials market”. The report says: “The connectivity of constructions

could pave the way for closing the material loops for the largest source of waste in society. A key reason for the value degradation of building material is the lack of knowledge of material composition or value. In addition, utilisation of buildings is poor, resulting in inefficient resource use.” It adds: “A key reason for the value degradation of building material is the lack of knowledge of material composition or value. In addition, the utilisation of buildings is poor, resulting in inefficient resource use.” The report was compiled by Project MainStream – part of the World Economic Forum, the Ellen MacArthur Foundation, and consultant McKinsey & Company.

Gerry Hughes has been appointed as chief executive at Bilfinger GVA. Hughes was national head of planning, development and regeneration at the business. Based at the company’s UK headquarters in London, he will lead Bilfinger GVA into the next phase of its business strategy in Europe. Hughes said: “The market potential for Bilfinger GVA in the UK and Europe is huge and underpinned by our unrivalled real estate consultancy pedigree. The team has built an enviable reputation as leaders in many aspects of the real estate market in the UK and our pipeline of opportunities has never been stronger.”

IoT worth £322bn to economy Big data and the Internet of Things (IoT) has been estimated to be worth £322 billion to the economy between 2015 and 2020 – the equivalent of 2.7 per cent of UK GDP. The Value of Big Data and the Internet of Things to the UK Economy, a report by the Centre for Economics and Business research on behalf of software company SAS, indicates that the value is broken down into efficiency benefits, innovation and creation benefits. It notes that IoT’s biggest contribution to the economy is in the manufacturing sector, followed by telecoms and professional services.

BAM appoints new head of FM BAM Construct UK has appointed Louise Williamson as managing director of BAM FM, its facilities management business. Williamson joins BAM from Cofely, where she was key accounts and operations director responsible for £350 million worth of contracts. She was previously a sector director of Balfour Beatty Workplace, and had roles in Birse Group as MD of new start ventures and as group director risk management. She began her professional career as a civil engineer and led many site projects before specialising in FM. Graham Cash, chief executive of BAM Construct UK, said: “Louise brings a keen understanding of how an FM business can offer maximum value to clients in an integrated way with a construction business. She has extensive experience of integrated hard and soft FM services and developing client relationships that will be very valuable in leading BAM FM in its next stage of development.” FM WORLD | 10 MARCH 2016 | 07

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FM NEWS

PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Organic catering sector grows by 15% in 2015 The organic catering sector has increased by 15.2 per cent over the past year, according to the Soil Association’s 2016 Organic Market report. This reveals that, overall, the organic market saw continued steady growth of 4.9 per cent in 2015. Within the catering sector, the amount of organic food used increased by 15.2 per cent in 2015 – making it the most buoyant sector of the organic market. Organic food within the catering sector is now worth £64.3 million, a success owing in part to the £9 million spent on organic food through the Soil Association’s Food for Life Catering Mark scheme, as well as widespread use of organic milk by high street chains. And research led by Newcastle University published in the peer-reviewed British Journal of Nutrition has confirmed that organic dairy and meat are nutritionally different from their non-organic equivalents. The study was the largest systematic review of its kind. It found that organic milk and meat contain around 50 per cent more beneficial omega-3 fatty acids. This is the third year of consecutive growth for the UK organic sector, which is now worth £1.95 billion. Sales of organic foodstuffs have continued to outperform the non-organic grocery market, which decreased by 0.9 per cent over the same period. The report notes that the sustained interest in organic is partially driven by an increase in young and socially conscious ‘millennials’ with strong social, ethical and environmental values.

SIRIUS BUILDING, CANBERRA, AUSTRALIA CIBSE AWARDS 2016: Facilities Management Team of the Year OWNED AND OPERATED BY: Mirvac Property Trust OCCUPIED BY: Australia Government Department of Health and Ageing ENERGY COST SAVINGS: £51,000 in three years

NICK D

CIBSE Awards: why so Sirius? The Sirius Building in Canberra, Australia, has won the facilities management team award at this year’s CIBSE Awards. The building, owned and operated by Mirvac Property Trust and occupied by the Commonwealth of Australia Government Department of Health and Ageing, was recognised for delivering “outstanding building performance”. It was the first organisation to attain an Australian six-star NABERS Energy rating without the use of GreenPower, an Australian accredited renewable energy programme. The on-site FM team has achieved year-on-year reduction in gas and electricity use of more than 20 per cent since the building opened in 2010. Mirvac also invested in LED technology and an 80-kilowatt solar photovoltaic system. Total energy consumption at the building fell by 32 per cent from the first full year of operation in 2011 to 2014, equating to savings of more than AUS$100,000 (£51,000). The awards judges also noted daily building performance monitoring initiatives, such as daily building usage profiles and night audits, which were taken to minimise out-of-hours energy consumption. The Sirius Building triumphed over three other shortlisted entries: Aston University in Birmingham, Broadgate Estates London Portfolio, and the International Commerce Centre (ICC) in Hong Kong. The overall winner of the CIBSE Awards was the Everyman Theatre in Liverpool, operated by Waterman Building Services. The theatre also won in its own category, project of the year – leisure.

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Scots aim for 26,000 modern apprenticeships Scotland’s Cabinet Secretary for Fair Work, Roseanna Cunningham, has set the target of 26,000 modern apprentices for the year 2016/2017. The new target is the next step as the Scotland works towards its ambition of having 30,000 apprentices a year by 2020 – a separate target from the English government’s target of three million apprenticeships by 2020. Ms Cunningham, said: “Modern apprenticeships form a significant part of our work to address youth employment and the latest figures show that over the past four years, the Scottish Government has supported more than 101,000 modern apprenticeship (MA) starts – exceeding our ambitious target to deliver 25,000 MA opportunities in each year of the current Parliament. “The journey to this point has been remarkable. In 2007 there were just 15,000 people starting modern apprenticeships. We are now delivering more than 25,000 MAs each year (25,247 in 2014/15) and this will now increase to 26,000 for the year ahead. Scottish Apprenticeship Week, which ran from 29 February to 4 March, was organised by Skills Development Scotland to promote the benefits apprenticeships bring to businesses, individuals and the economy.

BIFM online qualifications extended to Level 4 The BIFM has expanded its online study options for qualifications in facilities management to further management levels. Delivered and assessed through its online portal, BIFM Direct, facilities managers will now be able to study a level 4 BIFM qualification around their commitments and with the ability to study anywhere. BIFM Direct forms part of the work towards achieving BIFM’s objective with the Cabinet Office of allowing fair access to qualifications for the profession – by opening up the options to study and removing potential barriers to undertaking a qualification. Initially, the platform covered the entry and supervisory level qualifications, level 2 and level 3, but has now expanded to offer level 4, which is suited to a professional at, or aspiring to be at, an operational management level. Learning is supported by audio-visual materials and tutorial support alongside monthly webinars and recordings hosted by BIFM. Other study options include face-to-face learning, evening classes and distance learning offered through a network of 30 Recognised Centres, including universities, further education colleges, FM employers and private training companies across the UK, Ireland, Holland, Malaysia and the Middle East. www.fm-world.co.uk

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Yes, and our organisation is benefiting 4%

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THINK TANK

No 21%

OUR READERS SAID… We asked our LinkedIn and mailing list members: Are green buildings making a difference? The rate of global green building is expected to double by 2018, reports a study by Dodge Data & Analytics and United Technologies Corporation. World Green Building Trends 2016, Developing Markets Accelerate Global Green Growth, predicts that the percentage of companies expecting more than 60 per cent of their building projects to be certified green is to more than double by 2018. (It’s currently 18 per cent, and the prediction is for it to rise to 37 per cent.) Meanwhile, another newly published study has linked lower average carbon emissions to buildings managed with a traditional maintenance contract. Researchers at the government’s Innovate UK Building Performance Evaluation (BPE) Programme for non-domestic projects undertook a four-year evaluation focused on the

fabric and systems in 50 “leading edge” non-domestic buildings (schools, supermarkets, offices and health centres), matching them to occupiers’ levels of satisfaction with those properties. Innovate UK’s conclusion? That the government’s 80 per cent carbon reduction target by 2050 is “an unattainable goal – unless there is a revolution in how the country constructs and operate buildings”. So there’s a revolution required in how the country operates buildings? Sounds like a job for facilities management. So what is really going on? Are you benefiting from the greening of your buildings, and have new more efficient buildings changed the way your organisation procures and operates buildings across its estate? When asked, just 4 per cent of you said that ‘yes’, there is

The benefits are accruing at a slower pace than we’d like 75%

a green revolution going on in your buildings – and that your organisation is benefiting from it. But by far the majority of you – 75 per cent – thought that while your buildings were becoming greener, the benefits from this ‘greening’ are accruing at a slower pace than you would like. Said one correspondent: “Although there are definitely benefits for occupiers from green buildings, particularly the newly constructed ones (lower maintenance, heating, lighting costs, etc.) some implementation costs can be prohibitive.

“Costs can be even higher when retrofitting existing and older type buildings; a financial barrier to existing stock being brought up to a contemporary standards. “Without additional incentives for existing buildings, such as tax breaks from government, targets will remain unachievable.” Just over a fifth of you said that ‘no’, green buildings were not making a difference in your organisation. Join this, and other debates on our LinkedIn Think Tank group at www.tinyurl.com/fmthinktank

SHUTTERSTOCK

Event: FM World webinar focuses on National Living Wage and quest to optimise performance A lunchtime webinar discussing the impact of the National Living Wage (NLW) and what it means for FM operations is to be broadcast at 1:00pm on Wednesday 16th March. The event, held in association with workforce management software developer Kronos, will hone in on three ways in which the operational impact of the incoming National Living Wage can be countered: ● Productivity gains from systemisation; ● Facilities team structure and balance; and ● Better conversations with facilities personnel leading to better service outcomes. www.fm-world.co.uk

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How should organisations react? Will the NLW force a keener awareness of FM’s role? And how can FMs ensure the right number and quality of facilities personnel they deploy optimised? The webinar takes the form of an audio round table, chaired

by FM World editor Martin Read and broadcast live to those who register to listen online. Joining Read will be Neil Pickering, industry marketing manager, Kronos; Stuart Wright, property and facilities director, Aviva plc; and another client involved in introducing the NLW into their business. To register to listen live, or to send us a question for the panellists, please use the details below.

04/03/2016 10:18

FM NEWS

EUROPEAN UNION

SHUTTERSTOCK/ISTOCK

Brexit could spark higher labour costs, says HSBC The facilities management sector could face “higher labour costs” if the United Kingdom left the European Union, according to an HSBC forecast. The banking giant’s Brexit forecast states that sectors with “a large proportion of non-British EU workers could face higher labour costs – notably in retail, construction, airlines and facilities management”. It adds: “If the UK were to vote to leave the EU, we assume there would be no efforts to deport EU migrants already in the UK. But some might leave voluntarily if they perceived the UK to be less welcoming. And inflows thereafter could be restricted. “Therefore labour supply could shrink in the event of a Brexit. Businesses without significant pricing power could suffer. Sectors with a large proportion of nonBritish EU workers – notably food manufacturers, leisure, facilities maintenance (such as cleaning and security) and construction – would likely be hardest hit.” The bank concluded: “The supply of candidates to fill jobs would worsen in the event of a Brexit, unless demand for labour were to fall sharply.” This would especially be the case for sectors that have a large proportion of non-British EU workers, it said, including “food manufacturing, and to some extent the supply chain that flows from that – leisure, including restaurants, hotels; and facilities maintenance, including cleaning, guarding and maintenance”. Hundreds of business leaders from organisations including Carillion and Serco have written a letter to The Times newspaper stating that they believe Britain is “better off staying in a reformed

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Brexit could cause the supply of workers to dwindle and costs to rise

European Union”. The letter to Prime Minister David Cameron on behalf of nearly 200 business leaders from companies including National Grid Utilities, Babcock International

Group, and Mace Group, states: “The businesses we lead represent every sector and region of the UK. Together, we employ hundreds of thousands of people across the country.

“Following the prime minister’s renegotiation, we believe that Britain is better off staying in a reformed European Union. He has secured a commitment from the EU to reduce the burden of regulation, deepen the single market and to sign off crucial international trade deals. “Business needs unrestricted access to the European market of 500 million people in order to continue to grow, invest and create jobs. We believe that leaving the EU would deter investment, threaten jobs, and put the economy at risk. “Britain will be stronger, safer and better off remaining a member of the EU.” The UK will vote on whether to remain in the EU on 23 June.

EMPLOYEE ENGAGEMENT RESEARCH

Only 13% of employees are ‘highly engaged’ Research from Steelcase has found that just 13 per cent of workers are highly engaged at their place of work. The report, Engagement And The Global Workplace, highlighted five ‘key findings’, linking workplace factors with overall employee engagement. Steelcase partnered with research organisation Ipsos to measure the dimensions of employee engagement and workplace satisfaction. The study looked at 12,480 participants across 17 countries. The research suggests that employee engagement positively correlates with workplace satisfaction, engaged employees are the ones who have more control over experiences at work, and traditional workstyles are still

used by a majority worldwide; nearly two-thirds of employees say they work in either individual or shared private offices. Respondents rated their quality of life at work a 6.6 out of 10 on average. However, it suggests that in the

UK, this figure drops to 6.3 out of 10. According to the research, almost half of offices in the UK are in open-plan configurations (more than double the global average of 23 per cent). UK workers rate their ability to concentrate in the workplace below the global average, despite stating that they have sufficient access to private working spaces. A majority of UK workers surveyed work with a desktop computer (77 per cent – global average 80 per cent) and landline telephone (91 per cent – global average 86 per cent), while nearly four in 10 are issued with a laptop and mobile phone. The report can be found online at tinyurl.com/ steelcaseresearch2016 www.fm-world.co.uk

04/03/2016 08:07

FM NEWS ANALYSIS

SALARY

2016 FM SALARY SURVEY LAUNCHES The BIFM and FM World annual FM salary survey, now in its 11th year, has been launched for 2016 We’re asking all BIFM members and the wider FM profession to spare 10 minutes in helping us with this important annual research programme. The survey asks about the type of job you have, the amount you get paid and how your circumstances have changed over the past year. You’re also invited to share your personal preferences about the factors most important in an FM role, the responsibilities and predict how your situation may change in the year ahead. By helping us to paint a picture of the profession’s employment status, you’ll be taking part in an important exercise that will inform future BIFM research and campaign activity and you will gain insight into how your situation compares against the rest of the profession.

Comprehensive coverage Salary survey results will be analysed, tabulated, and reported www.fm-world.co.uk

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in a special Pay & Prospects edition of FM World. As well as reporting the yearon-year trends evidenced by the data, the FM World team will be asking specialists from across the sector to comment on the findings and address the various pay and prospects challenges identified in the survey.

SURVEY 2016

Questions will include: How are FM professionals being incentivised? ● What innovations in remuneration are organisations introducing to reward strong FM performance? ● …and how does this differ between client and supply sides? ● What does a ‘model employer’ in FM look like? ● What are the advantages and disadvantages of FMs staying loyal to their employers? ● What role does continual ●

KEY FINDINGS FROM THE 2015 SURVEY ● The

number of FMs staying with their employer for between two to four years increasing ● A third of FMs expected to leave their current employer in the next two years ● One in five FMs reported being promoted over the previous 12 months ● Growing number of women as percentage of all FMs being paid in the £36-45k bracket ● More in-house FMs than their outsourced provider counterparts were optimistic of

a 3-4 per cent pay rise sector’s demographics are changing, with a steady increase in the number of young FM practitioners ● … although the historical imbalance remains with a plurality of practitioners in the 50-65 age bracket ● Supply-side FMs are more likely than their in-house counterparts to be seeking a new employer ● Women continue to comprise a growing percentage of the FM workforce ● The

professional development play in FMs’ career trajectories? ● What do recent job-switchers rank as the most important factors in changing employer – and how has moving allowed them to develop professionally? ● How do client and supply-side environments differ? ● How is the nature and culture of facilities managers shifting? ● What is the demographic make-up of the sector, and how is it changing? ● In what type of organisations and locations are the current job ‘hot spots’? ● How are senior-level FM jobs changing? ● How are FM team structures changing? ● What new job roles are becoming popular?

Get involved To have your say in this important annual survey, please visit tinyurl.com/ FMSalarySurvey2016 Polling will be open throughout March, closing in April. The results will be made public in June, with a presentation linked to the survey results held at the Facilities Show at London’s ExCel Centre during the same month. FM WORLD | 10 MARCH 2016 | 11

04/03/2016 10:19

FM NEWS ANALYSIS

FM providers are generally regarded as having considerable scope in their contracts to deliver social value outcomes

THE SOCIAL VALUE ACT

Neighbourhood watch – raising the area Making social benefits through service delivery has for a long time been traditionally left to the third sector. But since the Social Value Act came into force in 2013, the public sector has had to consider it too. The act requires all public bodies in England and Wales, including local authorities, to consider how the services they commission and procure might improve the economic, social and environmental wellbeing of the area. This change has not happened overnight and is not likely to. Lord Young’s review of the legislation last year found that “growing awareness among public bodies, the incorporation of social value in actual procurements appears to be relatively low when considered against the number and value of procurements across 12 | 10 MARCH 2016 | FM WORLD

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the whole public sector”. Although the act does apply to the public sector, private companies are also starting to take an interest in how they can deliver social benefits through their contracts. Support services company Interserve is one of those. The business is developing a social mapping tool that would help it more accurately measure the impact it is having and it has been annually holding a ‘Social Value Summit’ since 2013. Consultancy firm Acclaro Advisory states that given this flurry of activity, there is much scope for the facilities

management industry to be involved in this agenda. In a report it launched last month, Realising Social Value Within Facilities Management, it stated that social goals must be “clearly stated and incorporated into the FM contract”. What does this mean? The researchers define it as a way to create social benefits that go beyond “CSR business as usual” policies. It states that project commissioners suggested that social value requirements should be made explicit in the project contract to ensure they are concretely delivered. This may mean pointedly targeting

“Providers who are up to speed on social value and can prove that they’re making a positive difference… are the ones to watch”

youth unemployment through apprenticeships, partnerships with charities and social enterprises or paying a living wage. The Acclaro research is based on interviews with 27 FM providers including Engie, ISS, Skanska and others, and local councils as well as a literature review and an online survey.

Best practice The researchers argue that facilities management, which is particularly “accustomed to operation in financially restricted conditions, instinctively monetises benefits of all forms, and lacks confidence in using other indicators of value with their clients” and as a result where social value may be being created, it is rarely tracked effectively and requirements remain vague. The report points out the need to take “best practice” from FM companies already making voluntary public commitments.

ROBERT DALY/GETTY

HERPREET GREWAL newsdesk@fm-world.co.uk

www.fm-world.co.uk

04/03/2016 10:49

COMMUNITY CARE

EMPLOYMENT

STAKEHOLDER ENGAGEMENT EDUCATION

UP-SKILLING

The report’s framework for social value links jobs, education and up-skilling

For instance, Engie’s co-founding of a Community Interest Company that works on the Queen Elizabeth Olympic Park. Antonia Swinson, chief executive of the non-profit Ethical Property Foundation, told FM World: “This report shows there is a real opportunity for the facilities management industry to put social value clauses into their contracts. Other sectors – such as construction – have been working on this for a long time. FM has the chance to be flexible as it covers so many areas of skills, that social value could fit in in many places – for instance, apprenticeships could be designed specifically with social goals in mind.” Charlie Wigglesworth, director of business and enterprise at UK body for social enterprise, Social Enterprise UK (SEUK), says facilities management bodies are much more interested in social value since the act came into force. He says: “Companies working in facilities management are keen to explore how they can both deliver and report on the social value they are creating in communities www.fm-world.co.uk

12-13_News Analysis.indd 13

at a local level, and more broadly too. “As a service industry with large client bases in the public and private sectors, and as major employers with long and diverse supply chains, FM providers are rightly seen by many of SEUK’s partners (public and corporate) as having considerable scope to deliver social value outcomes. “The Acclaro report is further evidence of the seriousness with which the FM sector is taking the requirements of the Social Value Act and their understanding of the critical role they play in ensuring that it is being delivered.” Wigglesworth adds: “As austerity really begins to bite, commissioners and those responsible for procurement are looking to get as much value as they can for every £1 they spend. Providers who are up to speed on social value and can prove that they’re making a positive difference on the ground are the ones to watch.” Despite this surge in interest from the industry, the report asserts that there is a general

agreement among FM providers and their clients that social value is not well understood by project commissioners in terms of what the FM sector can offer. It recommends the creation of good practice case studies with practical solutions and to create a pragmatic communications tool for use by FM providers and project commissioners to “change the language” of how social value is discussed.

Measuring the effects There also need to be clear measurement criteria, but this depends on the individual factors in each contract. The report recommends drawing lessons from construction and the third sector, which have already developed their own criteria for social value goals. It came up with a “preliminary framework structure” (see the diagram above), which revolves around employment, education and up-skilling as the way social value can be enacted. Stakeholders will have to be actively involved, however, to ensure that they are engaged in all three areas.

Three years ago, Interserve introduced a service delivery framework through which it sought to measure its own sustainability performance. As well as traditional finance terms, the service provider identified four additional measures including ‘social capital’ – the health and wellbeing of employees and the community. The words of group finance director Tim Haywood resonate today. “The place of a company within the community and with its partners is critical to its future.” A laudable intention – but how can its efforts locally be measured? The subsequent passing of the Social Value Act has put the issue of local community impact firmly on the agenda. But the problems of 2013 – the nearly impossible task of measuring social value and comparing it – remain. Service providers and clients alike want measures that are auditable, traceable and capable of being externally validated – and that’s the difficulty. In the absence of contractual requirements, it is up to the FM provider to decide what social value is delivered. Acclaro’s report identifies some positive developments on the part of service providers, but they’re mainly voluntary; contractors looking to ensure 5 per cent of all employees are apprentices, graduates or sponsored students, for example. Or have membership of other local and national schemes. But these vary as to the contractor’s own preference, and represent no transferable measurement template to which the wider sector can adhere.

FM WORLD | 10 MARCH 2016 | 13

04/03/2016 10:59

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02/03/2016 09:51

FM NEWS ANALYSIS

BUILDING PERFORMANCE EVALUATION

Which projects are actually energy-efficient? Commercial buildings in the UK may be producing an average of 3.8 times more carbon than estimated at their design stage, according to research from a government-appointed body. Innovate UK is a government body made up of about 250 staff, drawn mainly from energy consultant businesses and based in Swindon. The organisation is charged with determining “which science and technology developments will drive future economic growth”. Its latest study examined six years of data from its £8 million Building Performance Evaluation (BPE) Programme. Only one of the 50 buildings studied produced the amount of carbon specified by its design. Researchers looked across the entire first wave of non-domestic evaluation projects funded by Innovate UK, including schools, supermarkets, offices and health centres. They analysed the emerging data and drew early conclusions that will also apply to other commercial and public buildings. Although two-thirds of the buildings studied used renewable energy, a large proportion of these experienced problems that had a negative effect on their energy use and carbon emissions, says the report, published last month. The study examined “50 leading-edge buildings” including 201 Bishopsgate, described as a high-specification office in the City of London with a floor space of more than 37,000 square metres over 14 storeys; the 2,500 sq m Blue Bell Health Centre www.fm-world.co.uk

15_News Analysis.indd 15

in Liverpool; Cheshire Oaks on the Wirral, Marks & Spencer’s second-largest store at 19,400 sq m, which uses CO2 as a refrigerant to cool food, with heat recovery from the refrigeration and a biomass boiler for use in winter; Bourne Hill Offices in Salisbury, which provide office space for Wiltshire Council; and numerous schools based in London and in other regional areas.

Higher emissions

201 Bishopsgate, a 14-storey, block in the City, was one of the buildings studied

The study examined projects where data was available, focusing on the buildings’ fabric and systems, and how satisfied occupants are with the properties. Almost every building in the BPE had higher carbon emissions in use than expected during design. Some had only slightly higher emissions while others were up to 10 times higher than the Building Emission Rate (BER). The Building Regulations require designers and developers to calculate a BER for every new building. This gives the estimated rate of CO2 emissions per square metre of floor area for emissions from regulated energy use (heating/cooling, ventilation and lighting). The study found that projects faced big problems integrating new technologies, especially configuring and optimising

building management systems (BMS). Some teams also had maintenance, controls and metering difficulties with their biomass boilers, photovoltaic arrays and solar water heaters. Additionally, one air-source heat pump had problems operating in cold weather. There were also problems with automatic window controls to support natural ventilation. This is partly inevitable when people start using new technologies, because of installers’ lack experience of fitting systems in different buildings. The study analysed carbon emissions and the procurement route, which indicated that average emissions are lower for projects with a traditional contract.

“It is rare to find independent evaluation of how much energy buildings actually use when developers hand them over”

Success stories But the team did come across some success stories. For instance, it was found that Staunton on Wye Primary School, with electricity and fuel use both below 30 kilowatts per hour per square metre (kWh/m2). Similarly, Mayville Community Centre, with electricity use of 47 kWh/m2 and no fuel use; and Angermering Community Centre, with electricity use of 49 kWh/m2 and no fuel use. The report concluded that meeting the government’s 80 per cent carbon reduction target by 2050 will be “an unattainable goal, unless there is a revolution in how the country constructs and operate buildings”. The report added: “The past 10 years have allowed the industry to experiment cutting energy use in buildings in many different ways. It is rare to find independent evaluation of how much energy buildings actually use when developers hand them over. As such, there is still no consensus about the best approaches for achieving true low-carbon performance.”

ALAMY

HERPREET KAUR GREWAL newsdesk@fm-world.co.uk

FM WORLD | 10 MARCH 2016 | 15

04/03/2016 10:18

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

ANALYSIS

Analysts split over aftermath of Brexit vote GRAEME DAVIES newsdesk@fm-world.co.uk

After the phoney war of recent months, suddenly the UK electorate has to take the Brexit question seriously. David Cameron returned from negotiations with his European peers last month with a plan to reshape the UK’s role in the European Union, which will be put before the electorate in June. But it was the entry of London mayor Boris Johnson on the side

of the leave campaign that really lit the blue touchpaper. Not only did it bring into sharp relief the divisions running through the Conservative Party over the issue of Europe, it also gives the leave campaign a figurehead around which to rally and reach out to the electorate more effectively than the likes of Nigel Farage. Financial markets took the threat of a Brexit badly. As is typical when any uncertainty

of this scale emerges around an economy, the pound was hit first, sinking to its lowest level against the dollar since the early days of recovery from the financial crisis. Strategists at HSBC reckon the pound could fall up to 20 per cent against the dollar in the event of a Brexit with a similar fall potentially bringing it to parity against the euro. They also suspect a hit of up to 1.5 per cent to GDP from the effect of the pound’s slide, a resultant leap in inflation and heightened uncertainty hitting business investment. But more sober analysts are preaching calm over the outcome. Star fund manager Neil Woodford commissioned analysis from think tank Capital Economics, which concluded that the pound will weaken in the event of a Brexit, but over time this would be a boon to exporters. Furthermore, although the UK may withdraw

Contract wins

NEW BUSINESS CBRE has been reappointed to provide FM services to the NEC Group’s UK portfolio spanning the National Exhibition Centre, the ICC, the Genting Arena and the Barclaycard Arena in Birmingham. The extended agreement also includes support for the VOX Conference Centre in Resorts World Birmingham, a multi-use retail and leisure facility. Incentive has signed up with Empiric Student Property to provide FM and maintenance services across the company’s UK portfolio. Empiric has also launched an operational platform and consumer brand Hello Student. Incentive will service the Hello Student scheme and its managers. By the start of the 2018/19 academic year, Empiric 16 | 10 MARCH 2016 | FM WORLD

16-17_BusinessNews.indd 16

expects its portfolio to comprise 5,691 beds across 58 assets in 26 university cities and towns. Anabas has taken a five-year FM contract with marketing agency Ogilvy & Mather Group UK and MEC. Anabas will provide FM services at new offices in the refurbished Sea Containers building at London’s Southbank. Staff from Ogilvy & Mather’s existing offices at Canary Wharf and MEC personnel from Paris Gardens will relocate to the central London base. Events caterer Seasoned has secured a place on the V&A Museum’s approved suppliers list for another 18 months. The company is already on the preferred caterers list at the O2’s

indoor venues Building Six and Piazza. In December, Seasoned extended its catering and event contract with Ware Priory in Hertfordshire by six years. Lorne Stewart Facilities has renewed its FM deal with Virgin Trains. The partnership, which began in 2013, will see the company deliver hard and soft FM services across 28 properties from Edinburgh Waverley to London Euston for another two years. Acuity, the Axis Group’s front-ofhouse division, has won a new contract to provide reception and meeting management services for Daiwa Capital Markets Europe. Daiwa and its subsidiary DC Advisory (DCA) have maintained a London base for more than 50 years. Axis Security has worked at Daiwa since 2014. Norse has renewed a cleaning and security services contract with Northamptonshire College. The £390,000-a-year contract was extended in January 2016 through until 2018, with an option of two annual extensions. Norse took over the contracts in 2012.

from the EU it would retain its current trading relationship while a new one is negotiated, and a deal similar to those enjoyed by the likes of Norway and Switzerland could be agreed. On the subject of regulation and red tape, although some could be discarded, it is debatable just how much British businesses would want to sweep away, and how much they would be allowed to get rid of if they still wanted to trade into the EU. But Capital Economics did identify concerns over the impact on the City of London and its commercial property market. Although London survived the advent of the euro with great success, a significant proportion of its business is done with Europe, often through firms who establish themselves in London and use EU ‘passporting’ rules to then sell financial services into the EU. A Brexit could threaten this sizable constituency’s future in London. Capital Economics highlighted the particular threat this could pose to sectors that support London’s dominant financial sector such as commercial property and professional services as well as the FM companies that serve them. There is added potential for pain here in the fact that the construction sector is heading into a peak building phase. In what could turn out to be a classic property cycle downturn, a flood of new commercial and, indeed, residential property is set to come on to the London market in the next five years and this could coincide with a sudden drop in demand. Capital Economics predicts that this could result in a rapid retraction in rent yields and property values falling by up to 15 per cent. Such is the dominance of London on our economy that, should it catch a cold, the rest of the UK will shiver. Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

03/03/2016 14:08

Mitie wins £100m deal with NHS Property Services NHS Property Services says support services company Mitie will supply hard FM services on some of its estate across England after a nine-month “streamlining” process. Mitie will supply mechanical and electrical and building fabric services on a three-year term with options for two one-year extensions. The company has secured 25 of the 31 lots; the contract is for three years with the option of two one-year extensions and the estimated full-term contract value is in excess of £100 million. The announcement comes on the heels of a radical rationalisation process being carried out by NHS Property Services. Last month FM World reported that the body was preparing to award 50 contracts

BUSINESS BRIEFS Interserve sees profit boost

Rationalisation of FM services at NHS properties will save 20 per cent from a £200 million outsourcing operation

worth £160 million for managing and maintaining office and primary care facilities in England. The rationalisation process of FM services has been running across the entire NHS Property Services estate over nine months. NHS Property Services has consolidated more than 2,300 individual hard and soft FM

contracts. The hard FM contracts have now been reduced to five. The programme to overhaul soft FM services will be concluded by 1 April. Other successful bidders in the process are: Integral UK Ltd; Corrigenda UK; Graham Asset Management; and Guy’s and St Thomas’ NHS Foundation Trust.

PA/NHS

G4S to sell its UK children’s services business Facilities management and security services provider G4S plc has begun selling its UK children’s services business, comprising 13 children’s homes and its contracts to manage two secure training centres at Medway and Oakhill. The organisation said it is doing so as a part of its continuing review of its portfolio of businesses. In a statement, the company said: “The wellbeing and education of the children in our care will remain our priority until such time as an orderly transition to a new operator has been completed.” The news came after seven staff members named in a BBC TV Panorama programme were www.fm-world.co.uk

16-17_BusinessNews.indd 17

Interserve has reported revenue growth of 10 per cent in its annual results for the year ended 31 December 2015. It said its headline earnings per share had grown by 15 per cent and its headline total operating profit increased by 12 per cent. Its key contracts include London Underground, B&Q, Superdrug, BS Stanford, BP Khazzan (Oman), Shell GTL (Qatar) and the Dubai Aviation City Corporation (UAE). The company estimates its future workload to be £7.7 billion.

BAM FM creates energy arm BAM FM has launched BAM Energy Ltd to help customers cut their energy consumption. It will design and install sustainable energy systems (such as biomass heating systems, Combined Heat and Power systems, photovoltaics or heat pumps) on behalf of a client during construction of a building. The cost is recovered over an agreed period through a power purchase agreement, whereby the client buys its power from BAM Energy at a competitive rate.

Serco looks to steady ship

The contract to manage the Medway centre in Kent is among those being sold by G4S

suspended, pending further investigation into claims of abuse at the young offenders’ centre in Medway. G4S had been managing the centre in partnership with the Youth Justice Board of England. G4S UK Children’s Services

had revenues of about £40 million in the year to December 2015. The transfer or sale of certain businesses is subject to customary consents and approvals, according to the business.

Serco reported a trading profit of £137.6 million for the year to 31 December 2015. The outsourcing firm rectified a £632.1 million loss in 2014. Full-year revenues in 2015 were £3.18 billion, down from £3.60 billion in 2014. Serco’s UK central government division, which includes a number of contracts with the Ministry of Defence, Ministry of Justice, and the immigration and transport sectors, saw revenues of £742.1 million, a 22 per cent fall on the previous year (£961.4 million). FM WORLD | 10 MARCH 2016 | 17

03/03/2016 14:08

FM BUSINESS

IN FOCUS

The interviewee: Andrew May, director of estates, University of Hertfordshire The issue: The ever widening scope of universities’ business horizons

Entrepreneurial seat of learning Last month, Office & General (O&G) was announced as new facilities services provider for the University of Hertfordshire in Hatfield in a contract worth in excess of £55 million. O&G, part of the Tenon Group of companies, secured the deal to deliver a full facilities service following a seven-month competitive procurement process. The contract supersedes and expands upon the previous agreement between O&G and the university, which was worth around £1.8 million annually. The university’s two main campuses, College Lane and de Havilland, are less than a kilometre apart. The new deal, which, encompasses the entirety of this estate, includes planned and reactive maintenance, statutory compliance work and services ranging from grounds maintenance and cleaning to hygiene, pest control, and help desk services.

achieved is an outcome-driven partnership rather than a traditional FM contract.” Indeed, the deal does have an interesting additional element to it. More than £1 million of investment into the contract from O&G will support a range of outcomes set to be delivered over the lifespan of the partnership. These will include the establishment of a bespoke customer services training centre; new technology and equipment; a dedicated CAFM system, an MBA and training placement programme, and investment in student-led business ventures – to name but a few. Andrew May, director of estates at the University of Hertfordshire, told FM World: “If you stand back from everything that’s happening in higher education regarding political and financial changes and the results of all policy changes that are coming about such as the trebling of fees,

Business activities The new contract, which has a ten year term, involved a process by which O&G had to agree up front with key elements of the university’s corporate strategy and values. Says May: “What we have

“We have aspirations to become internationally renowned. We want to do more and more things with international businesses”

18 | 10 MARCH 2016 | FM WORLD

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lifting of the student number cap, tuition fee income not increasing by inflation – all these things are going on at a macro level.” All universities are dealing with these issues, says May, and “must respond” to these circumstances. The contract with O&G is the University of Hertfordshire’s response to this current climate. According to May, the University of Hertfordshire is at an advantage as it is already carrys out activities that “differentiate us from lots of other universities”. The university, he says, is more business-oriented than many in the country. “What does that mean in reality? It means we have a turnover of £250 million a year – with about a quarter of that income coming from businesses that we operate.” By example, May cites the university’s Uno bus company which runs all over the county

as well as to and from London. Uno turns over £10 million a year from 11 million passengers – and it’s a venture that May describes as “very successful”. The university also runs its own property company as well as other businesses through which, says May, “we have aspirations to become internationally renowned.” The move to stand out beyond the confines of the UK is supported by its position in the Times Higher Education World University Rankings for 2015-2016. The University of Hertfordshire features in the top 20 per cent for its ‘international outlook’, perhaps literally aided by its track record of providing the aerospace industry with engineers - fitting in a town associated with aircraft design and manufacture. Entrepreneurial spirit The university also has plans to inject some of its burgeoning entrepreneurial spirit into the 25,000-strong student body spread over its 10 schools, making making it an integral part of the curriculum. May’s role in estates and hospitality includes finding places where efficiencies and savings can be made, especially in those areas that, through its collaboration with its FM service provider, can help build its international profile. “We’ve decided not to have a traditional boring facilities contract where somebody is doing cleaning and another doing security,” concludes May. “What we want is a facilities approach that is going to improve services while being efficient and helping improve our business situation.” HERPREET KAUR GREWAL newsdesk@fm-world.co.uk

www.fm-world.co.uk

04/03/2016 08:09

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02/03/2016 09:51

FM OPINION

THE DIARISTS

VOTE FOR FMS – UNSUNG HEROES OF ELECTION TIME

‘

EMMA VINCENT

is facilities manager at Sevenoaks District Council

In two months’ time it will be the Police Crime Commissioner elections. Not as big as last year, but still a very busy time for the FM team. Then we will be looking at setting up for the EU Referendum in June. And it’s not just FM that will be busy – there are many different departments involved in the setup for the elections. Trying to manage staff holiday requests while making sure we have enough cover for the election week can be challenging. Generally, FM staff are asked to not take annual leave during elections, but sometimes it cannot be avoided. Unfortunately, this year I was unable to avoid taking annual leave, but luckily it is a smaller election and I have an FM officer to take the reins while I am absent.

Ensuring that the elections take place without a problem, but that office services continue, is hard work. Our courier gets tied up in election deliveries and collections that cannot be rearranged, and I lose two members of staff to be on hand at the actual count in case anything is needed. But we have a great team here, and even under high pressure they work tirelessly to offer assistance. I encourage staff who would like to help with the polling stations, as long as I have cover for their

“PEOPLE WORKING ON THE ELECTIONS DO NOT SEE THE FM TEAM RUNNING AROUND LIKE HEADLESS CHICKENS IN THE BACKGROUND”

work, but generally we are the back-office staff who try to make sure everything is in place. People working on the elections do not see the FM team running around like headless chickens in the background. That is precisely what we aim for – we take on the stress so they don’t have to. We have been much more involved in elections this year than 2015, which isn’t a bad thing as it adds another string to our evergrowing bow! As a small in-house team it can be difficult to relate to other FM companies, as we do not always offer the vast array of skills that they do. Regardless, we are always trying to improve ourselves and elections can be a great way of liaising with other teams and various other companies to ensure smooth sailing.

CONTRIBUTING TO VISION, VALUES AND OBJECTIVES

‘

SIMON FRANCIS

is head of estates services at London South Bank University

20 | 10 MARCH 2016 | FM WORLD

20_Opinion.indd 20

In these austere times it’s ever easier to focus on the role of the FM as a purely cost and efficiency-driven service. While we are continually challenged to do more for less, and to make better use of our limited spaces, it’s easy to forget the truly positive impact that the FM function can make on an organisation. There should also be no doubt that if we really want to demonstrate the value of our profession to our organisations we must also focus on actively contributing to the vision, values and objectives of that organisation. I have asked our security team to review operations to find areas where we can be more efficient. While they are used to this regular challenge, this time it is not to allow us to meet reduced budgets or to cover an extra service that has swung our way without funding attached, but to allow us to put extra hours into the operation of the building where

our student union bar sits, thereby allowing the union to extend the limited opening hours of the bar. I want us to be able to deliver our services in a way that impacts on one of the core objectives of the university – improving the student experience. I’ve tasked our catering team to look at ways to improve the food offer in the bar and funding better events support from within our existing budget. We are planning to make some significant changes to the layout of our catering facilities in the student centre. As well as improving the environment and reducing queues, this will allow us to better support the bar from our existing kitchen, increasing sales, and helping to

“WE ARE PLANNING TO MAKE SOME SIGNIFICANT CHANGES TO THE LAYOUT OF OUR CATERING FACILITIES IN THE STUDENT CENTRE”

fund student-facing activities. I have also been welcomed aboard the steering group for planning the hugely important student induction and enrolment programme, which takes place before the first week of term (and includes freshers’ week). Rather than just responding to requests for support for these activities, we are going to be involved in their planning. My security, reception services, portering and timetabling teams have a huge role to play in this success. This also serves to remind them of how they are not just a ‘back of house’ function. FMs have to demonstrate their value to their business. In the education sector, as competition between institutions increases, our opportunities are pronounced. I am determined that my team not only see themselves as vital cogs in the machinery of the university, but demonstrate their contribution to its success. www.fm-world.co.uk

02/03/2016 14:33

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

BEST OF THE

FMWORLD BLOGS Every breath we take Martin Brown, Fairsnape Isite “Each year in the UK, around 40,000 deaths are attributable to exposure to outdoor air pollution, with more linked also to exposure to indoor pollutants.” The Royal College of Physicians’ 2016 Every Breath We Take report from is a sobering update on human and cost consequences of poor air quality outside and consequences arising from indoor air quality, significantly triggered by the design, construction and operation of buildings. It estimates that the cost to society, business and health services is more than £20 billion a year. It is a prime example of how in the built environment we externalise the real cost of low-cost construction – both in operation and during construction. “The construction, occupancy and exposure profiles of newer workplaces will lead to the potential for novel inhaled hazards and risks, and vigilance will be required to identify the occupational lung problems attributed to the workplaces of tomorrow.” The report recommends: • Lead by example in the NHS. Is it acceptable to design, build and maintain health facilities that themselves are not net health positive? • Quantify the relationship between indoor air pollution and health. Pressures for ever more energy-efficient buildings raise the risk of poor air quality in homes, offices and schools. There should be no air quality performance gap, even a small gap will result in human health issues and externalised health costs. • Adopting the Living Building Challenge and Well Build Standard; air quality must be a key element of performance gap analysis. Established standards such as BREEAM and LEED must make award of certification dependent on proven air quality. Read this full article at www.tinyurl.com/juc84dn

How effective is a verbal or written technical test when evaluating building services engineers? Nicola, Thorn Baker Recruitment When recruiting for a maintenance engineer, there is huge importance attached to ensuring that their skills are up to scratch. But how best do we assess a candidate’s ability at planned maintenance, fault finding, and problem solving? A verbal or written technical test can be a good indicator. Ask them to describe the vital components of an air handling unit, or what safety measures to implement before testing a pressurised unit or how often a fan coil belt needs to be adjusted, and you’ll get a good idea of their knowledge and if they will be capable on site – or do you? This is stuff that can be easily learned and regurgitated by candidates to pass a test. And just like with academic tests at school, we know that sometimes even the brightest pupil will struggle with test conditions, but will function at a high ability in real-life situations. Technical tests are a good tool for recruitment consultants. It helps us have a better understanding of what the engineer in question is capable of and assists us in matching them to a role with a client/contract/building – but we are recruitment consultants – we specialise in matching people with people, not just skill sets to jobs. No test in the world will tell you if the candidate we’re putting forward will get on with the building manager, or will be polite to the public. Technical tests certainly have a place in our process – they separate the wheat from the chaff. One thing we don’t do is have a pass/fail mark; a candidate who is rejected for only achieving 78 per cent of the correct answers rather than the required 80 per cent is a missed opportunity – and considering the competitive market and widening skills shortage, who can afford that? Read this full article at www.tinyurl.com/gujcjol

www.fm-world.co.uk

21_Opinion.indd 21

FIVE MINUTES WITH NAME: Jane Embury JOB TITLE: Marketing director, Wrightstyle

Modern architecture is shaped by designers interpreting the past to build reflections of corporate or civic modernity. Within this global vortex of creativity there seems to be one notso-subtle difference of approach between east and west. Maybe it is in how we see modernity and what we believe the future should look like; a reflection, perhaps, of both individual and collective psychology. Shakespeare or Wren, looking down at modern London, would still recognise the medieval street layouts, sometimes with their original buildings. The structures that have grown up around them mainly stand within that continuum. In the east, it’s been a different story. When modern prosperity came to Asia, it came with mind-blowing intensity and an overwhelming urge to rip up the old and rebuild from scratch. But now, with economic power moving east, and driven by growing environmental concern, western architecture seems to be grasping at softer, less masculine, forms of design A whole raft of supertall buildings are due for completion this year. These include a 599-metre tower in Shenzhen that will take the mantle of the world’s tallest office building from the One World Trade Centre in New York; the 597-metre Goldin Finance 117 tower in Tianjin; and the 555-metre Lotte World Tower in Seoul, the tallest tower on the Korean peninsula. In the west, we are reaching towards a more “instinctive” form of architecture; a new fusion of form and function that has no need to build supertall as symbols of power, wealth or progress. In cities such as London, the skyscraper is still being built – but without any lofty ambitions to be the biggest or the tallest. But, just perhaps, that lack of ambition suggests a nascent east-west divide as to how tomorrow’s megacities should look. FM WORLD | 10 MARCH 2016 | 21

03/03/2016 16:14

FM FEATURE

CATERING SPACE

NICK MARTINDALE

CUTTING CATERING’S CAPACITY I

n years gone by, armies of workers would sweep into staff canteens during their lunch hours to be served heavily subsidised meals produced in large kitchens by significant teams of staff. Those days are long gone in most workplaces, but recent years have seen an even greater reduction in the space made available to caterers by employers. “The problem is that the cost of space has gone up significantly, not just in terms of rent but also rates and utility 22 | 10 MARCH 2016 | FM WORLD

22-25 Catering.indd 22

bills,” says Jonathan Doughty, regional director at Coverpoint Consultancy, part of JLL. “In London, you can be paying upwards of £75 or £80 for every square foot you occupy, so it becomes a really hard decision for a company to dedicate 3,000, 4,000 or 5,000 square feet to a restaurant which will only trade for two-and-a-half hours a day.” Simon Biggs is chair of BIFM’s catering and hospitality Special Interest Group, and a senior partner at Litmus Partnership. He identifies a number of other

ILLUSTRATION: BEN O’BRIEN

Contract caterers are taking lessons from the high street and elsewhere as they seek new ways of maximising the smaller amount of food prep and dining space from which they’re being asked to operate. Nick Martindale reports on a rapidly changing sector

www.fm-world.co.uk

04/03/2016 08:10

CATERING SPACE

www.fm-world.co.uk www.fm-world.co.uk

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FM WORLD | 10 MARCH 2016 | 23

04/03/2016 08:10

FM FEATURE

CATERING SPACE

drivers behind the shrinking space made available for catering, including the general move towards smaller offices as a result of people working remotely or flexibly, and also a relaxation of policies preventing people from eating at their desks. “You no longer have a situation where the whole workforce comes down between 12 and 1pm; you’ll get people coming down throughout the day, and some people may not even have lunch at all,” he says. “So there is less reliance on having a big restaurant that is going to accommodate all the workforce at a certain point in time.” Where larger operations remain, they are increasingly expected to serve other purposes, such as coffee bars, breakout areas and even facilities for external events, he adds.

ILLUSTRATION: BEN O’BRIEN

Café society This all means that many organisations are choosing to have smaller units serving sandwiches, salads and coffees, more in line with high street offerings. “They’re opting for contemporary cafes and highend, deli-style, on-site outlets, and this doesn’t require as much

20 | 10 MARCH 2016 | FM WORLD

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NICK MARTINDALE

“Whichever of the caterers – and it will be one of the big ones – jumps first and sets up a central production kitchen will steal a march on the others for a number of years” physical space as the traditional alternative,” says John Hamill, managing director of catering at Servest. “The reality is that businesses don’t want to be paying subsidies any more. If you’re offering a more compact deli-style alternative, then the labour bill is a lot lower, as is the cost of the space itself.” Alongside this, the contracting model has also changed over the years, from full employer subsidies through to Cost Plus arrangements, and more recently

either a performance-related approach or a more commercial arrangement under which catering contractors pay for the right to operate, and need to make their money from food sales. In turn, this has led providers – as well as employers – to be much leaner with their own space requirements and resources than they may have been when they were receiving large subsidies. “They are less reliant on a heavy workforce, and they’re streamlining their working practices and food offers,” says Biggs. “In the past that would have been a client issue, but clients are now asking them to pick up additional costs of running the business, so ultimately it needs to run commercially. All this is about space reduction; you don’t get now what you got in the past.” A further factor in driving down space is technology, with modern equipment often able to fulfil a number of roles. “In the past you would have a standard set of equipment which could be an oven range and steamers, and over the years that has got smaller and more efficient and dual-purpose,” says Carl Morris, director of marketing at Elior. “So the modern combiovens do heat and steam, so that does away with the need for a steamer because you can do it all in one place.” The trend towards buying in pre-prepared vegetables has also had an impact, reducing the need for extra staff – and storage – on site.

expect high-quality food without having to wait for it, much in the way they would on the high street. “Nowadays, people want a gourmet coffee and a spiced duck wrap with fresh garden salad, so their requirements are what you would expect from the high street but they still want it in a contract catering environment,” says Doughty. “The skill is how to be a food retailer, and much less about managing a food outlet with 30 staff and cooking stations. People don’t have a lunch hour any more; they pop out for 15 minutes so it’s really important this is done quickly, and contract caterers have to learn all these skills. It’s not surprising that the staff they now employ have come from Pret, Greggs, and all these other mainstream high street outlets.” In some cases, caterers can find that clients have allocated the vast majority of what space there is to front-of-house facilities, and there is little or no kitchen or food preparation area. “Quite often, a caterer is not involved at the early stages and, by the time they engage with the client, the space has already been determined,” says

No waiting Not surprisingly, caterers have had to come up with new ways of working as a response to the demand from clients to work in less space. One is to adapt to the demands of a faster-paced environment, where customers www.fm-world.co.uk

04/03/2016 08:11

CATERING SPACE

Anthony Bennett, co-founder of Bennett Hay. “That becomes the point when the caterer has to work with the limitations of the space, ensuring the client’s menu range requirements can be met regardless. In this situation, the caterer, using a nearby kitchen to support the operation, could deliver a fresh food offer, which is then served by one or two staff in a café.” Other potential solutions include setting up a pop-up station with a particular food or drink offer that could be run by suppliers or a guest chef. “This is a great way of enhancing and expanding the offer to customers without taking up too much space,” he adds. “Increasingly, we are also using equipment that requires no extraction or ventilation to deliver a fresh food offer within very small spaces.”

Health and safety Other changes are happening in the kitchen itself, trying to free up both space and time by dispensing with washing up. “Some sites have moved entirely to disposables so there is no wash-up facility for plates, knives and forks,” says Morris. The range of food is also

affected as less space and fewer staff mean it becomes more dangerous to have people crossing each other in the kitchen with pots and pans, and also enhances the risk of crosscontamination, he adds. “Someone might be doing sandwiches and they have to quickly change over to salad, and it becomes quite frenetic. So they will look at more grab-andgo items rather than hot main items, because you can serve a higher volume of those types of product.” Some of the more desirable elements of presenting food to customers might also have to be compromised, says Chris Osborne, operations director for catering at G4S FM. “There is a trade-off,” he says. “Deli bars and salad bars take up space in the dining area and are labour-intensive. Exchanging these for multidecks and using vertical rather than horizontal space allows for better space planning, quicker peak-time services and lower labour. The skill of the caterer is to create a range of grab-and-go products that still excites the customer.”

Centralised catering In the longer-term, the pressure on space is also likely to accelerate the trend for catering provisions to be more centralised, with one outlet provided by a landlord serving a number of employers in a particular building or park. “The type of real estate that is being offered to occupiers is changing,” says Doughty.

“Offices are tending to be clustered more now so they sit in office parks and so we’re seeing a consolidation happen. He gives the example of White Rose Office Park in Leeds. “There were six different staff restaurants in six different buildings and the developer decided it would be more sensible commercially if all six closed, and the landlords developed a brand new building in the middle of the park which everyone could use,” he says. “It has worked really well.” Such a setup may only be an option when a building is redeveloped or new office park built, although there would be nothing to stop a number of enlightened employers coming together to create a centralised catering area in this way. Yet employers and providers alike are inevitably going to need to come up with some creative solutions to the issue of catering, and particularly what it is possible or desirable to produce

“Increasingly, we are also using equipment that requires no extraction or ventilation to deliver a fresh food offer within very small spaces” www.fm-world.co.uk

22-25 Catering.indd 25

in the space available, and this might call for even more radical thinking. “We don’t believe that it is any longer sustainable that the corporate occupiers have to give up all this space, and we’ve suggested in the past that clients look to operators with off-site central production facilities,” says Mike Coldicott, director of Tricon Foodservice Consultants. This idea is already starting to happen in London, he says, as a result of planning regulations that increasingly require businesses to restrict the number of deliveries they receive each day, but it could also be the solution to the space conundrum. “Some operators will see this as negative because their marketing philosophy is based around having fresh food prepared on-site daily, and now it will be 25 miles away,” he says. “But our opinion is that whichever of the caterers – and it will be one of the big ones – jumps first and sets up a central production kitchen will steal a march on the others for a number of years. It would give the operator a commercial advantage, but the cost to the client of cooking it offsite and bringing it in compared to the corporate real estate space saving is quite dramatic. The business case is very strong.” FM FM WORLD | 10 MARCH 2016 | 25

04/03/2016 08:11

FM FEATURE

APPRENTICESHIPS

JAMIE HARRIS

MASTERING APPRENTICES The government’s apprenticeship levy is part of a bold plan that aims to raise £3 billion a year in order to fund three million apprentices across the UK by 2020. What impact will it have on facilities management, and is it addressing the right skills gap? Jamie Harris reports

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www.fm-world.co.uk

04/03/2016 11:36

APPRENTICESHIPS

he last 12 months have seen significant developments in the government’s ambitious push to eradicate skills shortages across the UK. From April 2017, employers with a wage bill of more than £3 million (a figure equating to less than 2 per cent of employers) will have to pay a 0.5% levy to fund apprenticeships. The government expects to raise £3 billion a year through the levy, with each employer receiving an allowance of £15,000 from the government, offset against the levy fee. Announced in the 2015 summer budget, the aim of the levy is to fund the development of vocational skills and increase the quality and quantity of apprenticeships. Government sees the levy as a principle tool in meeting its committment to providing three million apprenticeships in England by 2020. This isn’t the first time that the government has developed schemes to increase involvement within the FM profession: a higher apprenticeship scheme in engineering environmental technologies was launched in 2013, with service providers among them Mitie, Skanska and SPIE Matthew Hall - signing up. The measures are set to ensure that apprentices make up more than 2.3 per cent of the workforce in public bodies in England, with an obligation on large government contracts to include a “clear commitment to apprenticeships”. Prime Minister David Cameron is on record saying that a company’s apprenticeship offer should be taken into account when public sector contracts worth more than £10 million are awarded.

Mixed emotions The levy has been met with a mixed response from leaders in a number of industries. EEF, www.fm-world.co.uk

26-30 The aprentice effect.indd 27

which represents manufacturers, described it as ‘little more than a tax on businesses’, while Justine Fosh, chief exeutive of the National Skills Academy for Food and Drink has argued that the levy’s threshold ignores the necessary flexibility of catering and hospitality workers. Carolyn Fairbairn, directorgeneral at the Confederation of British Industry (CBI) says that the policy, when taken into account alongside the government’s National Living Wage policy, will cost the economy around £9 billion a year by 2020. “The UK needs to be able to grow its way out of the deficit,” said Fairbairn, “but the danger of this rising policy burden is that it holds back businesses, particularly smaller firms.” The government’s SubCommittee on Education, Skills and the Economy has now launched an inquiry on how the government proposes to achieve its three million apprentices target, and “how this may affect the skills gap in the UK”. Iain Wright MP, chair of the Business Innovation and Skills Select Committee, says that improving the quality of apprenticeships and driving up the numbers of young people earning technical qualifications has an important role to play in improving the nation’s productivity. “What impact will key policies such as the apprenticeship levy have on increasing the numbers of people getting onto (and finishing) apprenticeship training? There’s been a lot of uncertainty about how the apprenticeship system is going to work and we will want to press the Government on how they are going to ensure businesses, colleges, and students have confidence in the system in the future.” FM WORLD | 10 MARCH 2016 | 27

04/03/2016 11:37

FM FEATURE

APPRENTICESHIPS

JAMIE HARRIS

“Most importantly, an apprenticeship must be a programme which develops individuals to become employees of value and worth and for the apprenticeship to have longevity” Results oriented Linda Hausmanis, director of education at the BIFM, says that unless there is clear evidence that the skills gap within facilities management has narrowed as a direct result, the apprenticeship levy will not prove to be a success in FM. “If, in a few years’ time, we no longer hear that companies are struggling with a lack of skills, it will have been a good thing,” she says. ”but I would personally rather see a focus on quality of outcomes rather than setting a random target by which the success of apprenticeships will be measured.” Being an employer-led scheme, employers that contribute through the levy will have

direct spending power (and smaller firms may also have access to leftover apprenticeship funds). The government’s report, English Apprenticeships: Our 2020 Vision, states that surplus funds would be made “more widely available” to the industry. Despite concerns over the government’s plans, some FM service providers believe that the levy will go far to address the skills gap within the profession. While cautious about the impact of the levy at this stage, they are optimistic about the potential opportunities. Douglas Ritchie, sales and business development director at Serco, noted that contract tenders are “explicitly highlighting their role as a local

employer”, requesting businesses offer local people sustainable job opportunities. “We welcome the fact that that the levy puts employers in control of shaping their own apprenticeship provision. As an industry we need to ensure that existing and future apprenticeship schemes train people for the skills they need.”

Brand valued? Linda Hausmanis has described the apprenticeship levy as a “lever” to improve the quality of apprenticeships in general – and has a concern about how apprenticeships in general are perceived. “The term apprenticeship as a ‘brand’ needs to improve dramatically if they are to be deemed worthwhile and valued by employers who, after all, are being encouraged to get involved in the development of them and also in actively taking on apprentices,” she says. “Most importantly, an apprenticeship must be a

programme by which individuals are developed to become employees of value and worth if it’s to have longevity. An apprenticeship programme should be developed to ensure recognition in years to come and not just by the government of the day; without focusing on the long-term value and developing

A BRIEF HISTORY OF APPRENTICESHIPS

Compulsory apprenticeships are abolished. New trades introduced as a result of the Industrial Revolution called for more flexibility within the system.

1563

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1994

1964

1986

1814 The Elizabethan Statue of Artificers 1563, an Act of Parliament, requires workers to undertake a seven-year apprenticeship to be recognised as a skilled workman.

The first National Apprenticeship Week is launched. A quango ensures that apprenticeships would be a mainstream option for 16 to 18 year olds.

The government introduces National Vocational Qualifications (NVQs).

UK Industry Training Boards sets up to ensure training quality is met, and to share costs among employers.

2008 The government introduces “modern apprenticeships”, set out with an apprentice framework. The frameworks are managed and implemented by the Sector Skills Council.

www.fm-world.co.uk

04/03/2016 11:37

APPRENTICESHIPS

a consistent approach they run the risk of being criticised by employer and individual alike. “We owe it to our youth to develop apprenticeship programmes with this in mind rather than these short-term fixations which could attribute to wasting either taxpayers’ money or now employers’ money.”

APRIL 2012

Closing the skills gap In order to see through new legislation, meet its own targets, and approve new apprenticeship standards, the government is setting up an independent body, the ‘Institute for Apprenticeships’, which will be led by a small board consisting of employers and business leaders

Mitie, Skanska and SPIE Matthew Hall among firms to train employees through a government-backed higher apprenticeship in engineering environmental technologies. OCTOBER

SEPTEMBER 2013

26-30 The aprentice effect.indd 29

learning and development programmes within organisations. “Companies use training programmes as a way of filling knowledge and skills gaps, which may not lead towards a certificated outcome, but does develop the skills of the workforce. “If other training interventions are not included in company development budgets, the question remains as to whether there will be parts of the workforce which will not be developed because an appropriate apprenticeship (via the trailblazer) is not in place.”

Looking forward Ian Ellison agrees with Hausmanis that there are still negative connotations around the term ‘apprenticeship’. The senior facilities lecturer at Sheffield Hallam University believes more needs to be done around educating people about the meaning of the word. (The government passed a law last summer protecting the term ‘apprenticeship’ to help ensure that it is recognised as meaning a career path “equal to higher

Chancellor George Osborne announces the abolition of NI contributions for employers on earnings of apprentices under the age of 25, effective from April 2016.

NOVEMBER 2015

2014

Government body Asset Skills secures £1m from the Higher Apprenticeship Fund to support FM apprenticeships up to Levels 4, 5 & 6. BIFM develops higher level apprenticeships.

www.fm-world.co.uk

who will ensure, the government claims, that “employers continue to drive up apprenticeship quality to the highest level”. Meanwhile, available apprenticeship schemes are to be made clearer through the government’s apprenticeship standards programme, which sets out to outline what an apprentice will be doing and the skills required of them. These apprenticeship standards are developed by employer groups, and known as trailblazers. There is already an apprenticeship standard for a facilities management supervisor (Level 3) available on the government’s website, developed by the BIFM and a number of employers in the industry, such as Interserve, Engie (formerly Cofely), Carillon and ISS Facility Services. Hausmanis believes that levy funds could result in lop-sided

DECEMBER 2014

The government outlines proposals to simplify and boost the national minimum wage for apprentices to make apprenticeships a more financially attractive route for young people.

Skills minister Nick Boles launches a consultation on apprenticeship measures, which include the target for 2.3 per cent of the workforce in public bodies in England to be made up of apprentices.

JANUARY 2016 BIFM’s director of education Linda Hausmanis says that the apprenticeship levy should be used “as a lever” to improve the quality of apprenticeships.

FM WORLD | 10 MARCH 2016 | 29

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FM FEATURE

APPRENTICESHIPS

education”.) Previously, facilities management apprenticeships were reserved for individuals at Levels 2 and 3, primarily entry level and first-line supervisors in facilities management. But in 2012, the BIFM and FM industry skills body Asset Skills launched apprenticeships at degree level. Sarah Bentley, chief executive at Asset Skills at the time, explained that as the facilities management industry was (and still is) a fairly new industry, “young people don’t yet tend to view the profession as a career option”, offering a route into FM at a later stage. Paul Wyton, principal lecturer in the Centre for Facilities Management Development at Sheffield Hallam University, and leader of its foundation degree course in FM, says that “there’s a lot of

JAMIE HARRIS

talk about the growth of FM. With that, there is a variety of challenges, both about the growth and then the demand for more people with greater experience. There is a growth in international contracts - so how do you provide managers who are capable of leading these? There is a variety of skill sets that are needed for that, and currently there is not enough people who have those skills and can develop those skills.” There are plenty of good apprenticeship stories, and indeed Alan Russell, head of facilities management at Heathrow Terminal 5 and reigning BIFM Facilities Manager of the Year, started out by undertaking a four-year engineering apprenticeship scheme with the business (at the time known as BAA). Wyton says that he is now

“Organisations are coming to us wishing to give school leavers a clear pathway to managing director”

having very different discussions with employers about formal arrangements for FM higher apprenticeships. “Organisations are coming to us wishing to give school leavers a clear pathway to managing director,” says Wyton. “ If you’ve got the willingness, the capability and the drive, there can now be a way to do that. The [apprenticeship] levy

means more and more people are asking to make the most of the opportunities that it brings. It targets both aspiring and existing managers, from whom businesses are now demanding formal qualifications.” FM

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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.

PIPES AND FITTINGS MARKET: 2016-20

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.

THE UK PIPES AND FITTINGS MARKET GREW BY 5% IN 2015

DIFFERENT LEVELS THE PERFORMANCE OF THE END USE SECTORS OF THE MARKET HAS BEEN VARIABLE, REFLECTING DIFFERENT LEVELS OF CONSTRUCTION AND MAINTENANCE WORKS.

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

Consumer Price Index (CPI): The CPI rate of inflation grew to 0.3 per cent in the year to January 2016. This is the third consecutive month of small increases, meaning that the rate is now the same as it was in January 2015. The main upward pressure came from motor fuels, with smaller contributions from food, alcoholic beverages and clothing. Air fares made the largest downward contribution.

SINCE 2012 THE MARKET HAS GROWN BY AROUND 15%, AND IS NEARLY BACK TO ITS 2007 PEAK. KEY FACTORS IN THIS INCLUDE MORE COMMERCIAL AND HOUSING CONSTRUCTION AND FALLING RAW MATERIAL PRICES, PARTICULARLY OF COPPER AND OIL.

SOURCE: AMA RESEARCH

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

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UNDERFLOOR HEATING HAS INCREASED IN POPULARITY BETWEEN 2010 AND 2015, AND GROWTH IS LIKELY TO CONTINUE TO HAVE A POSITIVE EFFECT FOR PLUMBING PIPE SYSTEMS. INCREASING PRESSURE TO CONSERVE RESOURCES AND MOUNTING PUBLIC CONCERNS ABOUT WATER BILLS MEANS THERE IS A GROWING INTEREST IN RAINWATER HARVESTING SYSTEMS.

ELECTRIC VEHICLE CHARGING MARKET

PUBLIC SERVICE PRODUCTIVITY: 2013

The UK electric vehicle (EV) charging infrastructure market grew by 28 per cent in 2015. Market size estimates exclude any installation/civil engineering work. The EV charging infrastructure market has grown following the introduction of the Plugged In Places grant in 2011 and other government incentives in 2015. Tougher environmental laws, rising sales of EVs and product development leading to shorter charge times also led to growth. But there is uncertainty about funding beyond 2020, because of a lack of harmonisation of products and relatively low sales of electric vehicles – as well as falling fuel costs recently. Commercial users are a key focus for the market. EVs offer long-term savings and commercial users are more likely to accept higher upfront investment costs to take advantage of lower running costs than domestic users, so developing fleet charging infrastructure is a priority. A wide infrastructure of publicly accessible points is being developed, around 35-40 per cent of these are in public car parks and on-street parking to maximise visibility. Forecasting market growth so early is difficult, but estimates indicate that the call for EV infrastructure could double by 2020. Source: AMA Research

In 2013, productivity grew for total public services for the fourth year running by 0.7 per cent as output grew by 0.9 per cent and exceeded inputs growth of 0.1 per cent. The annual average growth rate of total public service productivity from 1997-2013 was 0.1 per cent a year, compared with 0.0 per cent from 1997 to 2012. Output grew slowly, with growth in 2013 almost exclusively owing to an increase in output for healthcare services offsetting falling output in all other service areas except children’s social care and other government services. TOTAL PUBLIC SERVICE OUTPUT 2009-13

SOURCE: OFFICE FOR NATIONAL STATISTICS

FM WORLD | 10 MARCH 2016 | 33

02/03/2016 14:34

FM MONITOR

BOB WELLS

LEGAL UPDATE

Bob Wells is global head of personal safety at the BSI

MAKIN G SEN SE O F P P E R EGUL AT I O N

ob Wells of the BSI explains what B organisations need to know about the imminent PPE changes to protect European workers against work hazards The Personal Protective Equipment (PPE) Directive 89/686/EEC is a fundamental piece of European legislation on occupational safety that can best be described as covering any device or appliance designed to be worn or held by someone for protection against one or more simultaneous health and safety hazards.

manufacturers placing products in the market, the new regulation involves the whole supply chain. This means that distributors – or anyone in the supply chain – should take appropriate measures to make sure that PPE meets the requirements. The new regulation has been developed to enhance consumer safety and ensure fair competition between companies.

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What’s changing?

The directive was first adopted by the European Council on 21 December 1989 and was implemented into UK law as the Personal Protective Equipment (EC Directive) Regulations 1992 (SI 1992/3139) – known as the ‘Principal Regulations’. These regulations were made on 10th December 1992 and came into effect on 1st January 1993. That directive is now over 20 years old, so in order to reflect current technologies and processes for developing and bringing PPE to the market it has been superseded by the PPE Regulation.

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Who needs to know?

Any health and safety professional or facilities manager procuring PPE needs to be aware of the changes to ensure that equipment meets the new regulation. It is also worth being aware that although the previous directive focused on 34 | 10 MARCH 2016 | FM WORLD

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What’s happening now?

The new rules have now been adopted by the European Commission. The next phase requires the regulations to be published in the Official Journal of the EU. A number of changes are taking place, including: ● Moving hearing protection from Category 2 to Category 3 PPE; ● Changing life jackets from Category 2 to Category 3 PPE; ● Issuing a Declaration of Conformity with each PPE, or at least a link to where it can be obtained; ● Specific reference to PPE worn while using high-pressure cutting equipment; and ● Bringing the regulation in line with similar European requirements such as the Medical Devices Directive by having a five-year certificate validity.

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What’s next?

All manufacturers of PPE need to be aware that any existing

certifications they currently hold will expire after the regulation comes into force at the end of 2018. Therefore it is important to keep abreast of the coming changes and prepare in advance. When procuring PPE products consider the following: ● Look at existing product ranges and make sure that they are to the latest product specifications; ● If you are placing products that will change category such as life jackets or hearing protection etc. onto the market, be aware of what the change in classification will mean; and ● If you are a distributor, be aware that there are parts of the regulation that will have direct implications for you.

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What about counterfeit goods?

There is some fantastic protection available on the market, however, there are also numerous products that aren’t up to scratch. PPE is vital for safety, so it’s important that the protection within a workplace meets or exceeds the standards. The new regulation will help to prevent companies from being able to sell substandard products without being accountable. Under the regulation, any company selling these products will have to keep records of any products that are manufactured and make sure products meet the required standards. Organisations must be confident that a product will do what it claims. The BSI Kitemark is a voluntary, independent, third-party certification that gives a higher level of assurance that a product will do what it claims. It helps

to differentiate well-made PPE protection products from those of a lower standard – or indeed counterfeit goods. To achieve the BSI Kitemark, a manufacturer must have a comprehensive quality management system based on ISO 9001, or a recognised factory production control system combined with initial product type-testing and regularly undergo continuing audits. The certification process demonstrates that the product has been manufactured using a verified quality system, and the products and processes are assessed on a continuing basis. It also provides verification that the product meets the standard, as it requires regular factory visits, typically twice a year, and an ongoing product audit. Certification to, and display of, the independent BSI Kitemark provides a much stronger statement of product quality than a CE mark, giving manufacturers the ability to differentiate their products – and giving customers a genuine assurance of product quality and fitness for purpose. BSI continues to work with manufacturers who achieve CE marking and also choose to go for certification with a BSI Kitemark to differentiate their products and use this mark as a demonstration of quality and trust. PPE might seem like a complex business, but by preparing for these changes now, organisations can be better equipped to handle the impact of the legislation. With the ever-rising need to comply with health and safety regulations, and an increasing number of people working in dangerous environments, no organisation can afford to ignore it. FM www.fm-world.co.uk

02/03/2016 14:59

FM MONITOR

FRANK CLAYTON

HOW TO...

Frank Clayton is head of group learning and development at NG Bailey

CREATIN G THE R I GH T A P P R EN T I CES H I P S

aking an entry-level FM apprenticeship T course could lead to any number of roles and there are endless opportunities available, says Frank Clayton Offering apprenticeships has been, and continues to be, vital to the success of NG Bailey, and of the industry. Apprentices make up more than 5 per cent of our business, and by continuing to introduce new people to facilities management, we are increasing the pool of talent available and tackling the skills gap. The company has been recruiting apprentices for more than 80 years and, as a result, has invested in the futures of more than 5,500 young people. So what have we learnt about how to invest in apprentices? Well, it’s about spotting people with the right qualities and intuition and giving them the requisite resources and training. Here are some of the key components involved in creating a top apprentice.

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Select people who are committed

There are some fantastic opportunities around today for apprentices to work on major schemes across the UK and in-house at large organisations. But the FM industry needs committed, driven people who want to get something out of an apprenticeship beyond qualifications and experience – a future. Why should FM managers invest in their apprentices if they aren’t in it for the long term? www.fm-world.co.uk

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Set goals

As their coach, it’s your role to guide and support your apprentices. To do that you need to set challenging goals and give them something to aim towards. Let them know what’s achievable and help them get there. Set objectives so that you can track their progress. This encourages them to be ambitious and forwardthinking. Focus on empowering your people to drive their own development, using the resources and training facilities available within your business. Trust them to make decisions about how they use these tools and put their learning into practice. This will provide them with the independence and selfassurance they need to drive their apprenticeship. When you know the type of training they require, look at all the options available to provide it. Use learning management systems that offer learning exercises and can be accessed on the go via mobile, tablet or desktop to aid in their development. Don’t fall into the trap of thinking that all development is formal – the knowledge and experience of your people is an invaluable part of an apprentice’s growth.

Most importantly, make sure everything they do is measurable. If you can’t evaluate their work, how will you know what their needs are?

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A disciplined approach

When apprentices make a mistake, they must learn from it. Make sure they understand why they made that mistake and how they could have prevented it. A disciplined approach early on can be the making of them. We’ve seen apprentices learn from their mistakes and really flourish. In most cases they’ve never made the same mistake again. Guide them and help them rectify their mishaps, giving them the added support they need. Leaving them to fix it on their own may only alienate them.

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Create ambassadors

Let your apprentices know what your organisation is all about and what the future holds. This will help them feel involved. Explaining your business’s ethos and values will help them adopt a similar way of thinking, so that they can truly become your ambassadors and champions. This is especially important when your apprentices are working face to face with customers or other areas of your business, which is common in FM. We also recommend offering a bespoke induction for your apprentice class each year,

“It’s about showing them the bigger picture and equipping them with the leadership skills they will need”

producing a regular apprentice newsletter that recognises the good work of your team. Consider holding an annual apprenticeship conference, so that you can update them on projects and get them to buy into what needs to be achieved.

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Hard work pays off

Let apprentices know from the start that they have to work hard to keep a good job. It’s important they know that if they put in the work from day one it will serve them throughout their career. Explain this to your apprentices, so they can understand the journey they are on and that hard work does pay off, and that a senior position in a company doesn’t come easy. There may also be an opportunity for you to enter them into awards, so their efforts can be acknowledged by a wider audience and so they can see the competition that’s out there.

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The sky’s the limit

Apprentices have a unique opportunity, and that needs instilling in them from the start of their careers. Taking an entry-level apprenticeship course could lead to any number of roles and there are endless opportunities available. A lot of FM managers and directors begin their careers as apprentices. Your recruits could end up in senior roles at major companies across the FM industry. So it’s not just about providing them with the technical expertise they need. It’s about showing them the bigger picture and equipping them with the leadership skills they will need to be a success. FM FM WORLD | 10 MARCH 2016 | 35

03/03/2016 08:18

FM MONITOR

NICK SORET

LEGAL UPDATE

Nick Soret is head of consultancy support at NatWest Mentor

EMPLOYM EN T L AW CH A N GES FRO M A P R I L 2 016

ext month, several employment law N changes come into force across the UK. Employers need to be aware of these and ensure that they are suitably positioned to implement them, says Nick Soret The National Living Wage (NLW), a flagship government policy to help lower-paid workers, comes into effect from 1st April, entitling those who are over 25 to a minimum wage of £7.20 an hour. Government figures suggest that more than a million UK employees will benefit from the increase, adding up to an extra £900 on their annual wages. It’s vital that employers understand and prepare for the implementation of the NLW as those who fail to pay it may be named and shamed, potentially face criminal proceedings and incur penalties of up to £20,000 for each worker found to have been underpaid. National minimum wage rates for those under 25 remain at the rates set in October 2015.

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National insurance and apprentices

Companies offering apprenticeships should also be aware that, from April, the government will abolish employer national insurance contributions on any apprentice under the age of 25 – a move that is designed to encourage businesses to take on more young people. An employee can, however, only be classified as an apprentice if the employer is putting them through a recognised statutory apprenticeship scheme. 36 | 10 MARCH 2016 | FM WORLD

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Zero-hours contracts

Further protection for workers on zero-hours contracts has also recently come into force with new regulations preventing the dismissal of a worker for refusing to agree to an exclusivity clause. Additionally, the law now allows zero-hours contracts workers to claim compensation if they’re subjected to any detriment by their employer for breaching an exclusivity clause. The Department of Business, Innovation and Skills has issued new guidance on the appropriate use of zero-hours contracts, making it clear that they’re not unlawful and giving examples of situations where they might be appropriate.

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Redundancy and unfair dismissal

Other noted April changes include an increase in redundancy and unfair dismissal rates, which will rise from the current weekly maximum of £475 to £479, in line with the increase in the retail price index.

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Equal pay data

Although no date has yet been set, there is also an intention to introduce new regulations to help address the pay gap between men and

women. Sometime during 2016 new rules are due to come into effect requiring all businesses and organisations employing 250 or more people to publish information on gender pay. This will need to include details of mean and median pay by gender and numbers of workers of each gender in each pay quartile. Larger employers would be wise to prepare the groundwork now, initially by carrying out an in-house audit to determine if there is an existing discrepancy in pay between genders.

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Holiday pay rights

Employers should also be aware of other key employment-related legal developments including the issue of holiday pay entitlement. In February, an employment appeal tribunal ruled in favour of a British Gas telesales worker who said his holiday pay should include commission that he would have earned during his time off. This is the latest in a string of cases interpreting the EU Working Time Directive on paid holiday entitlement and in particular about how it should be calculated. The ruling confirms previous cases that said holiday pay should include additional elements, over and above basic pay, that are regularly received by workers. The clear message to employers is to take specific advice on their obligations and options on holiday pay. This is because contracts and work practices vary so much that it’s difficult to give general guidance. A good rule of thumb, however, is that holiday pay should reflect what workers are normally paid. In many cases nothing may need to be

done, either because workers are already paid holiday pay based on average earnings or because they are on a flat salary. Doing nothing is therefore an option for some employers, but only if their workforce is happy with the current situation. Taking advice is always wise, however, and can be cost-effective if it prevents a situation where a claim for lost income arises. While a shortfall in holiday pay entitlement can often be small or intermittent, workers who believe they’ve been underpaid for their holidays can claim up to two years’ backdated payments, so bear this potential cost in mind.

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Brexit and its consequences

June’s European Union referendum is another issue that has the potential to effect UK employment legislation, should the British electorate opt to leave, although the extent of this is unclear at present. A vote to leave the EU is, however, unlikely to lead to many significant changes in the short term because this would require a large amount of legislative work. And there’s already significant flexibility in operating laws such as the Working Time Directive where UK workers can opt out of the maximum 48-hour working week, for example. If the UK opts to leave the EU but remains a member of the European Free Trade Organisation (EFTA), then it would remain subject to the external enforcement of social laws, including much employment law, by the European Free Trade Court, in a similar way to the way the European Court of Justice works now. FM www.fm-world.co.uk

04/03/2016 08:11

FM MONITOR

PAUL BROWN

HOW TO...

Paul Brown is managing director at Cars on Demand

D R IVIN G F OR WO R K – WH AT ’S T H E L AW?

hat exactly is ‘grey fleet’ – and what do W you need to be aware of when operating it within a business? Paul Brown explains The Health and Safety at Work Act 1974 requires employers to take appropriate steps to secure the health and safety of their employees and others who may be affected by their activities when at work. This legislation also includes the time when they are driving for work, whether this is in a company fleet vehicle or in the employee’s own vehicle. But the Energy Savings Trust estimates that there are more than three times more ‘grey fleet’ vehicles than company cars in the UK, and some businesses could be putting themselves at risk of operating unregulated grey fleet.

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What is grey ﬂeet?

Put simply, grey fleet is any car or vehicle used for business travel or mileage that does not belong to your company. A grey fleet vehicle could include one bought through an employee ownership scheme, or a vehicle that’s privately financed or owned by one of your employees. Grey fleet is commonly operated in small or growing companies in a variety of sectors. A good example would be client service companies such as PR and design agencies who send staff out on the road to meet clients. If your staff drive to such meetings in their own vehicle – normally in return for fuel expenses or a cash allowance – you are operating grey fleet, which falls under your management responsibility as an employer. www.fm-world.co.uk

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Managing grey ﬂeet

The complexities come into play when putting controls and restrictions into place for business use of private vehicles. As the vehicle is owned by the employee, it is much more difficult to be sure that adequate servicing and maintenance has been completed on the vehicle and that proper checks are carried out before journeys. Also, is the vehicle really suitable for the type of journey being made and – on an aesthetic level – does it project the right image for your business?

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Take control

It is difficult for employers to exercise the same control over hazards to employees when they are driving on the road as in the workplace, but there are practical steps they should take to reduce the risks. Fleet managers in larger companies as well as owners and managers of small businesses need to show that any grey fleet vehicles have followed relevant safety policies and that they have been included in regular risk assessments. A detailed record of vehicle details also needs to be kept including data on each grey fleet vehicle’s servicing and MOT history, insurance policy and tax and driving licence checks. Efficient and effective management of these checks is vital, and there is a host of software and fleet management solutions out there that can assist

with this – some more complex than others.

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Insurance checks

How do businesses know that grey fleet drivers have the correct policy? Grey fleet drivers will often declare their vehicle as insured for business use and assume that they have the appropriate level of cover, but you need to ask to check their insurance certificate to be certain. In 2014, business mobility company Alphabet stated that out of the 6,000 to 7,000 grey fleet insurance certificates it checks every year, almost 20 per cent did not have the appropriate cover. Two of the most popular types of cover chosen are ‘social, domestic and pleasure, excluding commuting’ and ‘social, domestic and pleasure, including commuting’. However, commuting isn’t sufficient. Many people assume that driving to another office or to see a client is ‘commuting’, but it isn’t their usual, permanent place of work – these being the qualifiers for this level of cover. It’s important to check each grey fleet driver’s insurance certificate, however, this can be time-consuming if you have a significant number of grey fleet drivers and are new to the responsibility. If in doubt, challenge your employee to obtain confirmation from their insurance company – or call in the expert.

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The beneﬁts

Yes, there can be some benefits to operating operate grey fleet – especially for companies that want to expand their fleet of cars at a lower cost. For example, if you’re a company that doesn’t

require your employees to travel business mileage regularly, you save money by not investing in a long-term lease contract to give them access to a vehicle. Costs can also be saved on associated expenses such as repairs, maintenance and fuel as the grey fleet driver covers these. But you as the employer still have ultimate responsibility for checking that your employees’ vehicle is insured and maintained for business mileage – and this can sometimes be difficult to achieve if you are running a small business minus the dedicated resources and knowledge.

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Alternatives

The most feasible alternatives to grey fleet vehicles are car rental or short-term flexible car leasing. Schemes such as corporate car sharing and car clubs are also seeing a rise in popularity at larger organisations in particular. If you’re after a vehicle immediately and for less than a day, car rental could be a good choice as most companies now allow customers to rent from just one hour. A more permanent solution comes in the form of leasing, where you’ll be provided a fixed monthly cost solution with no surprises – safe in the knowledge that all vehicles are provided with up-to-date service records and are safe for your employees to drive. Continuing fleet management and support advice from a specialist can also improve peace of mind. If you are unable to commit to a traditional vehicle lease, then short-term leasing contracts are also popular. These allow you to access vehicles for your business when they are required, with the flexibility of a rolling contract. FM FM WORLD | 10 MARCH 2016 | 37

02/03/2016 14:35

BIFM NEWS

BIFM.ORG.UK

KNOWLEDGE

Sentencing guidelines for health and safety offences Barbour and BIFM recently released their first resource pack of 2016 – highlighting new sentencing guidelines for health and safety offences. This latest set of resources is particularly pertinent as it relates to one of the biggest legislative changes to take place in the industry for more than 25 years. The content of this latest set of guidance provides a briefing of the new sentencing guidelines for health and safety offences, corporate manslaughter and food safety offences, which came into effect on 1 February on any case sentenced in courts in England and Wales. Mark Glover, content manager at Barbour, said: “Our corporate manslaughter Barbour technical guide outlines the changes of this new legislation and how it can affect FM professionals. “The pack also includes a recent webinar on the guidelines, presented by respected health and safety lawyers Simon Joyston-Bechal and Kizzy Augustin. “This new legislation came into force at the beginning of February and means that large organisations that have been convicted of the most serious offences can now expect to receive a fine proportionate to the seriousness of the offence and their financial means,” he added. The resource packs are designed and created specifically for BIFM members by Barbour the information service provider of 38 | 10 MARCH 2016 | FM WORLD

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Courts in England and Wales have been given new, tougher sentencing powers on health and satety breaches – BIFM members can now download guidance to all the legislative changes for free at www.bifm.org.uk/Barbour

health, safety and environmental information.

i The Barbour resource pack is available for BIFM members to download free of charge as part of their of membership benefits. Members can do so at www.bifm.org.uk/Barbour

BIFM AWARDS

Judges The BIFM Awards has welcomed three new lead judges who will each spearhead their own respective categories. They join the independent panel of FM experts who judge the BIFM Facilities Management Awards to ensure an independent and rigorous process. Ross Abbate, managing director at Mace Macro, takes the helm for the ‘Learning and Career

Development’ category, which is open to FM teams, organisations and partnerships of all sizes from any sector to demonstrate the great contribution that learning and career development has made to the organisation’s success. Martin Pickard, 2015 BIFM Awards Lifetime Achievement Award winner and managing director, The FM Guru Consultancy, will be leading the ‘Societal Impact’ category, which recognises exceptional benefit to society created and delivered through excellent facilities management practice. Finally, Deborah Rowland, 2013 BIFM Awards Facilities Manager of the Year winner and director of facilities management, UK Ministry of Justice, leads the ‘New Product or Service of the Year’ category, which recognises the product or service that through its development and utilisation has had the most positive impact on facilities management provision.

As part of the judging process there are also teams of support judges working with each lead judge to review the submissions. For those interested in entering the BIFM Awards, which are supported by headline sponsor Carillion, full details are available here: www.bifmawards.org Entries and nominations must be received by 27 May 2016 (the Lifetime Achievement category closes on 29 July). Finalists are expected to be announced in mid-August and winners will be revealed at the BIFM Awards ceremony taking place on 10 October 2016. i See more at www.bifmawards.org

LONDON REGION

Benefits of soft skills Ergro, the multi-disciplined

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

02/03/2016 15:13

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

building company, and Guardian Water Treatment, the water hygiene specialists, took the floor at a BIFM London Region event on 16 February at London’s Guildhall, to discuss issues affecting the facilities management industry. Soft skills are increasingly important to the engineering side of FM, in addition to problems with water system design, which can lead to continuing maintenance and health and safety issues, delegates heard. “Looking beyond maintenance and focusing on customer service is key to unlocking longterm relationships with clients, reducing overall maintenance costs, increasing client satisfaction and raising the profile of the industry as a whole,” said Chris Wollen, chairman or Ergro. “We are getting positive feedback from clients and plan to extend our engineer training programme as a result.” Steven Booth, associate director of Guardian Water Treatment, discussed the multiple situations where facilities managers are left with badly designed water systems and the impact this has on business. “We commonly see water systems designed without thought for how a building will be used, leading to poor water hygiene, system failure and unnecessarily high maintenance requirements. “Designers are following building regulations, but that is not always comprehensive enough. ”What works on paper may not always work in practice, there is no follow-up. Designers need to come back and see how a system works a year down the line and adjust future designs accordingly.” i Find out more about the London Region at www.bifm.org.uk/london

www.fm-world.co.uk

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BIFM COMMENT

Fraser Talbot is Professional Standards and Education Manager at BIFM

MAXIMISING OUR LEARNING EXPERIENCES

IFM currently has more than 2,000 learners undertaking a BIFM qualification in facilities management through face-to-face or self-directed learning. For many, this will be their first experience of formal learning since school or higher education. Returning to study after a period away can be daunting, especially when it is combined with work and personal commitments. To help with a return to study it is advisable for learners to identify their preferred learning style and how this will affect the study process. A learning style can be defined as “an individual’s natural or habitual pattern of acquiring and processing information in learning situations. A core concept is that individuals differ in how they learn” (boundless.com). Put simply, in the same way that we all have different personalities we all have differing preferences for how we learn, and the better we understand our preferences, the more we can maximise our learning experiences. One of the most widely used models of learning styles is The Index Of Learning Styles questionnaire developed by Dr Richard Felder and Barbara Soloman. According to this model, there are four dimensions of learning styles. These dimensions are best thought of as a continuum with one learning preference on the far left and the other on the far right. The four dimensions are Sensory to Intuitive, Visual to Verbal, Active to Reflective and Sequential to Global. Taking one of the dimensions, a visual learner will look for visual representations of information such as graphs and diagrams whereas a verbal learner will prefer an explanation with words. If you are a new learner, take time to reflect where your preference lies and then you can stretch beyond this to develop a more balanced approach to learning. This will improve your learning effectiveness and can open you up to new ways of perceiving the world. Balance is key; if you stay too far on one of the dimensions you limit your ability to take on new information and understand it clearly and effectively. It is also important to understand the concept of the learning cycle. This is a model developed by American educational theorist David Kolb and stresses the importance of taking time to review experiences, reflect upon them, make links with previous experiences of learning and create plans to enhance future development. An example of the learning cycle in action is consideration of a ‘significant experience’. Learning emerges from a variety of situations, from your experience as an FM practitioner and as you engage with the BIFM qualifications. We want to encourage you to develop your capacity to extract as much learning as possible from these ‘significant experiences’ through taking time to reflect, linking the experience to previous experiences or learning and taking the outcomes of this reflection forward into future practice.

“IF YOU ARE A NEW LEARNER, TAKE TIME TO REFLECT WHERE YOUR PREFERENCE LIES AND THEN YOU CAN STRETCH BEYOND THIS TO DEVELOP A MORE BALANCED APPROACH TO LEARNING”

@BIFM_Fraser i

For further details on BIFM Qualifications go to www.bifm.org.uk/qualifications

FM WORLD | 10 MARCH 2016 | 39

02/03/2016 14:35

BIFM NEWS

BIFM.ORG.UK

BIFM TRAINING INFLUENCING NEW PROJECTS – 11TH MAY 2016

his course puts the case for FM getting in at pre-design and design stages. Many FMs have valuable insights, but more often than not these go unheeded during early project stages. For example, post-occupancy energy performances frequently fall short of their intended targets. How much better might post-occupancy outcomes be if there was prior discussion? We also know that when there is a problem it will be the FM to whom human resources and customer services will go to resolve things. Some FMs can win a reputation for doing what they can to the admiration of their immediate colleagues – if not the wider business. The challenge, however, is that built environments often become ‘set in stone’, unable to adequately facilitate the activities that go on within them, despite the best efforts of FMs. How could we avoid this, or at least make sure that what is set in stone is enabling rather than disabling?

Martin Pickard, winner of the BIFM Lifetime Achievement Award in 2015, addresses the Channel Islands Branch BIFM CHANNEL ISLANDS

Managing soft services The BIFM Channel Islands Branch held its first event of 2016 at The Radisson Blu Hotel in St Helier, Jersey, sponsored by OCS. Channel Islands’ deputy chair, Niall McClure, opened the afternoon, and introduced Andrew Mortimer, marketing director for the OCS Group. Andrew presented a short video to outline the group’s new service offering in the Channel Islands, following the merger with M&E family firm Meadowcroft Ltd. Niall then introduced the main speaker for the afternoon – the FM guru himself, Martin Pickard. It was a privilege to have someone of Martin’s professionalism and experience to address the CI membership. Martin’s topic was ’managing soft services’, but he started by inviting the audience to discuss what they defined as hard and soft services. It was concluded that some services cross over between the two sides. He noted that ’hard services require soft management as well as technical expertise. Managing soft services requires more technical expertise 40 | 10 MARCH 2016 | FM WORLD

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than people think – all service management is hard’. It’s all about the integration – working partnerships to craft great solutions. FM is a people business. Praise and recognition – a phone call or handwritten note to say ‘thank you’ – is a great way to motivate people. When talking about great service management, Martin spoke about setting objectives – what the needs are, what has to be done, but also adding value by considering the ’wants’ and what would be the ’nice to haves’? And the outcome – how to really make a difference. Martin suggested that we all need to be more creative – to come up with new ideas, and he gave us some pointers on good steps for brainstorming sessions. After setting the objectives, it’s important to measure performance by agreeing critical success factors, key performance indicators and service level requirements. Martin reminded delegates that successful FM is customerfocused, professional, and makes a difference. We are not ’just’ facilities managers – we are professionals! i See more about BIFM in the Channel Islands at www.bifm.org.uk/ci

Adding value As an FM, you’ll no doubt be familiar with putting the case forward for investments in changes to bring about cost savings. But there is always the risk that you could be making short-term cost savings that will have a detrimental impact on less easily quantified matters and erode value over the longer term, or that you overlook other changes that could yield value. Consequently, building a case that captures value is a wise move. How many new projects do you get involved in? How might you put the case for being involved and to bring about prior discussion? What value-based insights could you bring to these projects? Steve Maslin, director of Building User Design, research fellow at the Schumacher Institute for Sustainable Systems and steering group contributor to several FM British Standards, will be running an FM and Project Design course on 11th May 2016, in which he will offer strategies for FMs getting in both at pre-design and design stages – informed by a dynamic set of subjects that should be of concern to FMs and designers alike. BIFM Training is excited about bringing this new course to the regular FM training programme and offers an introductory rate to launch the course of £350+VAT for all attendees. If you are interested in this one-day course, email rachel@quadrilect.co.uk or call on 020 7248 5942. i You may also be interested in our two-day, step-by-step guide to delivering FM projects running on 12-13 July. For more information, visit https://www.bifm-training.com/ project_managementFS.htm

www.fm-world.co.uk

02/03/2016 14:36

FM DIARY INDUSTRY EVENTS 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. 23 March | How FM needs to get ready for BIM Speakers include Simon Ashworth from Liverpool John Moores University and Zurich University, Jacqueline Walpole at FSI and Jason Clark at UBS. From 6pm. Venue: University of Greenwich, GF Lecture Theatre, School of Architecture, Stockwell Street, Greenwich SE10 9BD Web: Visit tinyurl.com/gp8566b to book tickets. 6 April | BIFM Corporate Members – sustainability in FM Speakers include Katy Dowding, managing director at Skanska Facilities, and Michael Foy of Mara Services and Supplies. Venue: Skanska, Blue Fin, 110 Southwark Street, London SE1 0SU Contact: Email alexandra. edwards@bifm.org.uk for more information, or visit www.tinyurl. com/hjot66g to book tickets. 18 May | ThinkFM 2016: Think Productivity ThinkFM 2016 will explore how facilities and workplace management is fundamental to productivity, with insights on how to enable the full potential of your people, as individuals and as teams through FM. 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 21-23 June | Facilities Show, in association with BIFM An annual facilities management www.fm-world.co.uk 41 | 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

conference and exhibition, co-located with a number of other exhibitions relevant to the profession, including the Safety and Health Expo and Firex. Venue: Excel, London Web: www.facilitiesshow.com 29 June | Corporate Members Event – productivity in FM Programme to be conﬁrmed. Venue: TBC, London Web: Email jennifer.rowntree@ bifm.org.uk for more information. LONDON REGION 16 March | London Region annual conference 2016 Case studies from London projects, debate and a behind-the-scenes tour of some of the world’s most dangerous locations from Mike Lynch, commander of covert operations forces in Iraq and Afghanistan. Tickets are £103 for BIFM members, and £153 for nonmembers. 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: 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 12 April | Sheffield and South Yorkshire group – Charity FM Trinity Hospital Almshouses is a 350-year-old charity which has provided accommodation for more than 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 discoveries made during construction. Venue: Trinity Hospital Almshouses, Hospital Road, Retford, Notts. DN22 7BD Web: Visit www.tinyurl.com/ jotjvsv to book tickets. 16 June | FM in the 21st Century More details to follow. Venue: Airbus, Chester Road, Chester, Cheshire CH4 0DR Contact: Email mark.a.whittaker@ integral.co.uk

SCOTLAND REGION 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. Venue: Glasgow Marriott Hotel, 500 Argyle Street, Glasgow G3 8RR Contact: Email Michael Kenny at mkenny@fes-group.co.uk for more information. 20 May | Quarterly training day – technology More information to follow. Venue: Hilton Strathclyde, Phoenix Crescent, ML4 3JQ Contact: Email isabel.brown@ glasgowlife.org.uk SOUTH REGION 17 March | Property and FM An overview of property and FM challenges of an owner-occupier site, now used by multiple tenants. Joint event with Home Counties. Venue: ITT Industries, Jays Close, Viables Estate, Basingstoke, Hampshire RG22 4BA Contact: Ian.r.Fielder@gmail.com 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. 1 June | An evening with Martin Pickard An evening of discussion on facilities management from Martin Pickard, winner of the 2015 BIFM Lifetime Achievement Award. Venue: To be confirmed. Contact: Email Ian Fielder at ian.r.fielder@gmail.com. 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 present on the threat of serious security incidents and how to be prepared. Venue: Bristol Hilton Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4JF Web: Visit www.tinyurl.com/ hkmpy4s to book tickets. 17 June | Energy, environment and sustainability The programme for the day is still being ﬁnalised – more to follow. Venue: Bristol Hilton Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4JF Web: Email beth.goodyear@ fmhsconsulting.co.uk or visit bifmjuneqtd.eventbrite.co.uk to book tickets. WALES REGION 20 April | Charity golf tournament £53 per ticket for members. Venue: Celtic Manor, Newport Web: www.regonline.com/ bifmwalesopengolfday SPECIAL INTEREST GROUPS 21 April | International – compliance for FM in emerging markets Dave Cooke, Greg Davies, Rob Greenﬁeld and Emily Scragg to speak. Full details to follow. Venue: BACB, 8-10 Mansion House Place, London EC4N 8BJ Contact: Visit tinyurl.com/z6762jr for more and to book tickets. 21 April | Risk & Business Continuity – Business Resilience Forum 2016 A free half day event run by DSM Group, Risk Centric & BIFM to bring together industry experts to discuss resilience issues facing business owners, continuity managers and facilities professionals. Venue: The Old Hangar, Elton Road, Sibson, Peterborough PE8 6NE Contact: Email steve.dance@ riskcentric.co.uk or visit tinyurl. com/zxet6mk to book tickets. FM WORLD | 10 MARCH 2016 | 41 www.fm-world.co.uk

02/03/2016 14:36

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

Securing non-intrusive flow measurement of chilled water PROBLEM Diamond Light Source, the UK’s synchrotron, considers the effective management of its environmental policy – including energy usage – to be an important corporate responsibility. As such, Diamond is committed to the ongoing improvement of its environmental performance and the minimisation of the synchrotron’s environmental impact. Since its initial construction, Diamond has both enhanced the efficiency of existing equipment and limited the amount of equipment needed to run without affecting machine operations. SOLUTION As part of a modernisation of the system, six chilled water pipes needed to be fitted with

flowmeters in order to ensure the cooling systems are operated as efficiently as possible. Diamond Light Source’s plant engineers hired a FLUXUS portable flow meter and performed control measurements with it in order to explore the potential for optimisation. For the building’s structural engineers, FLEXIM’s portable ultrasonic systems are now an indispensable working tool.

OUTCOME At Diamond Light Source, the practical experience with the FLUXUS F601 proved so impressive that engineers even decided to fit permanent flow measuring points with FLEXIM’s non-invasive ultrasonic technology. In addition to the simple handling and unconditional reliability of FLEXIM’s clamp-on ultrasonic technology,

users particularly appreciate its exceptional measuring dynamics. This is why even low flow velocities can be detected reliably and accurately. Stationary FLUXUS ultrasonic systems which are specially designed for water applications are now used on the six chilled water pipes. For more information, visit www.flexim.com

Mikrofill supplies Sheffield NHS Trust

Resource Data Management Poor maintenance can lead in Antarctica to sewer rat problems

PROBLEM

A mechanical feasibility study was commissioned by Sheffield Health & Social Care NHS Trust. Building services consultant A&P Dynamic Design concluded that the existing LPHW and HWS equipment and controls were at the end of their life.

A big research project into the science and ecology of Antarctica led by the NIOZ in collaboration with BAS required precise control and monitoring to ensure that data were not compromised by the climate.

SOLUTION

Containerised modules house laboratories with a RDM system controlling the heating, cooling and sophisticated ventilation systems – equipped with heat recovery to ensure energy isn’t lost. Remote monitoring, dial-in access and temperature due diligence data are accessible from anywhere in the world via ActiveFM™.

The managers of a commercial office building in Holborn, London, called in Cleankill after complaints of noises from behind a wall. Technicians found a colony of rats entering the building through an uncovered drain that led into the sewers. The rats could have entered in large numbers and caused extensive damage to cables and pipes, as well as contaminatiing the area.

Each building is now catered for with a localised plantroom that includes a Mikrofill Extreme 300 litre HWS loading cylinder. The Extreme loading cylinder optimises condensing boiler performance by ensuring a low primary return temperature. The cylinders can produce 2,000 litres an hour at 60°C on a continual basis, so reducing the stored water requirement. The cylinders were installed by mechanical contractor GW Dawes & Son Ltd.

OUTCOME Maximum efficiency of the condensing boilers is achieved whenever hot water is generated. Visit www.mikrofill.com

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SOLUTION

SOLUTION Make sure buildings are well maintained and drain pipes capped off is the advice from Cleankill. Also be vigilant and alert to unusual noises and smells.

OUTCOME

Despite external temperature of -25°C, internal conditions in the modules have to be maintained at 15-20°C. Humidity and CO2 concentrations have also been precisely monitored and regulated.

After blocking the drain off, Cleankill staff removed all droppings from the affected area before carrying out a treatment to clean and remove any harmful bacteria. An extensive baiting programme was then implemented.

Website: www.resourcedm.com, Email: sales@resourcedm.com Tel: 0141 810 2828

Website: www.cleankill.co.uk

www.fm-world.co.uk

03/03/2016 14:09

FM PEOPLE

MOVERS & SHAKERS

BEHIND

DATA

THE JOB

MANDY O’SHEA

TOPIC TRENDS

NAME: Mandy O’Shea JOB TITLE: UK & Italy facilities manager ORGANISATION: Dell (and on a volunteer basis I am also chair of the BIFM Home Counties regional group)

Brief description of the job and key responsibilities:

To oversee the facilities operations of both hard and soft services, ensuring compliance against local law and health and safety regulations where necessary, to manage OPEX and CAPEX expenditure ensuring an cost-effective operation, to manage real estate activities across my portfolio of the UK and Italy.

My top perk at work is…

Working with a great team and seeing them develop and grow. How did you get into facilities management and what attracted you to the industry?

5 MANDY O’SHEA

AVERAGE (SINCE JAN 2015)

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

That FM is so much more than fixing things that are broken, unblocking things, and cleaning. Any interesting tales to tell?

None that can be printed.

Working on initiatives to ensure compliance

9 8

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

“You can’t learn FM out of a book; on-the-job learning is key. Ask lots of questions and challenge the norm – network and build your brand”

What’s been your career high point to date?

Being rewarded as one of the top 1 per cent of achievers within the Dell EMEA team in 2008. What has been your biggest career challenge to date?

Leading a project team to relocate two newly acquired companies into the Dell UK HQ in Bracknell, both projects to be completed within

43_Behind the Job.indd 43

Filing.

WHAT SINGLE PIECE OF ADVICE WOULD YOU GIVE TO A YOUNG FACILITIES MANAGER STARTING OUT?

When at sixth-form college completing my A-levels, I started to work during school breaks in a large blue chip company in Stockley Park. I liked that there was so much variety in the job… I didn’t want a job that had a fixed routine, so this experience put me on the path of FM. I started at the bottom and have worked up, mainly with my personal drive to develop and succeed in each role that I undertook as well as building my experience and knowledge at each level of FM.

www.fm-world.co.uk

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

Buying in / speccing up FM services

An archaeologist.

What attracted you to the job?

I wanted to work for a company whose ethos was focused on the culture of entrepreneurship, great leadership and investment in people.

three weeks. It was a challenge to understand the requirements of the new team, build relationships, communicate with all levels within the organisation, complete power modifications to the data centre, and keep to budget.

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

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

That FM is an expensive overhead to an organisation and is usually the first to be asked to review costs, but as FMs know we are a vital and intrinsic part of any organisation to ensure duty of care and provide a safe and secure workplace.

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

Working on energy efficient initiatives

8 9

Adapting to flexible working

More focus on TFM or IFM – not too sure how much further this can evolve. And how will it change in the next five years?

I think less physical allocated desk space in our offices and moving to more flexible working spaces – then team members have the opportunity to choose where they work depending on what work they are doing.

Maintaining service levels while cutting costs

9 10

Do your friends understand what facilities management is?

Some do; for the ones that don’t, I say I look after buildings! 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

FM WORLD | 10 MARCH 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

Facilities Management Project ofﬁcer High Wycombe, Buckinghamshire Salary: circa £29k pa

Manager Property and Facilities Management

Interim Facilities Manager

Edinburgh Salary: Band 7; £31,383 - £41,373 pa

Business Development Manager Flexible location Salary: Competitive & Beneﬁts Package

New Earswick, York Salary: £33,852 pa

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

Facilities Manager Farnborough, Hampshire Salary: £30-35k pa

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Site and Safety Manager London Salary: £55,000 base + package

02/03/2016 10:53 jobs.fm-world.co.uk

02/03/2016 15:55

Enjoy a fresh career challenge in 2016 Residential Facilities Manager | High-end Estate Central London • £40,000 - £45,000

Mechanical & Electrical Engineers Heathrow • £34,000 - £36,000

Join a managing agent that is committed to developing its employees to their full potential. You’ll take charge of a high-end residential estate, providing a tailored Total FM service as part of a dedicated team, liaising with internal and external stakeholders in the process. This is a proactive business that has doubled in size to become a major player in the industry. With ample opportunity for progression and development, this is a role that is rewarding in every sense of the word.

A well established and highly successful service provider currently has several exciting opportunities for qualiﬁed Mechanical Engineers and Electrical Engineers to work on a maintenance contract within Heathrow Airport. Reporting in to the duty manager, you will be responsible for maintaining and keeping in good repair, the buildings mechanical & electrical systems along with all associated component parts, ensuring outstanding reactive and PPM tasks are completed on time and in accordance with SLAs and supporting management staff with client and customer liaison. Ref: DT1266524

Ref: CS1266457

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 Dan Taylor quoting the relevant reference number.

The power of people

Head of Facilities Management SMRC £61,074 - £77,925.00 pa Full Time

JOBS PLAN YOUR NEXT MOVE

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

oneSource is one of the largest public sector shared service organisations in the UK, providing a range of back office support services to local authorities, including the London Boroughs of Newham and Havering. Established 2 years ago, oneSource has already delivered substantial savings for its founding clients and continues to expand its client base. We are seeking an experienced, Senior Facilities Management practitioner to lead and co-ordinate the delivery of hard and soft FM services to oneSource clients. Reporting to the Director of Asset Management, the role requires exceptional customer service, coupled with the need to achieve cost efficiencies within service delivery. The Facilities Management service provides a ‘Corporate Landlord’ role across a diverse range of operational buildings and commissions a variety of facilities management services, both from internal delivery teams and external contractors. Functions include co-ordinating the planned and responsive maintenance of buildings and facilities plus the delivery of a variety of site based FM services including reception, portering, parking and site security. As a service provider to other public sector clients, the role also involves supporting the Service Director in promoting services to new customers and the successful on-boarding new client organisations. The role is currently London-based but there is potential for a wider geographic span as the client base expands. We are seeking an experienced Facilities Manager, possessing experience of delivering multi-site FM services within a corporate organisation, taking a strategic approach to the operational property estate of client organisations. You will require strong organisational skills to bring a structured approach to achieving compliance across operational portfolios, providing suitable assurance to senior management and elected councillors. Leadership and communication skills are needed to drive a diverse team ranging from technical staff to front-line customer operatives. To support oneSource business objective you must be able to sustain positive relationships with existing customers and possess a commercial outlook, capable of identifying and securing new business opportunities. For further information please contact Virginia Bowles at Virginia.bowles@onesource.co.uk

To apply, please visit: www.newham.gov.uk/jobs Closing Date: 28 March 2016 Newham Equal opportunities for all.

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

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REQUESTS

SURVEYS / POLLS / EVENTS / RESEARCH

CALLS TO

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

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

EVENT: FM WORLD WEBINAR ON THE NATIONAL LIVING WAGE Details A lunchtime webinar discussing the impact of the National Living Wage (NLW) and what it means for FM operations. The event is held in association with workforce management software developer Kronos, and will hone in on three ways in which the operational impact of the incoming National Living Wage can be countered: ● Productivity gains from systemisation; ● Facilities team structure and balance; and ● Better conversations with facilities personnel leading to better service outcomes.

The event’s theme is based on the fact that no one can ignore the impact of the National Living Wage. The extra cost it is set to add to service contracts is focusing minds on both sides of the FM contract equation. Questions to be discussed include: How should organisations react? Will the NLW force a keener awareness of FM’s role? And how can FMs ensure the right number and quality of facilities personnel they deploy optimised? The webinar takes the form of an audio round table, chaired by FM World d editor Martin Read and broadcast live to those who register to listen online. Joining Read will be Neil Pickering, industry marketing manager, Kronos; Stuart Wright, property and facilities director, Aviva plc; and another client involved in introducing the NLW into their business. Commitment The webinar will last for one hour. We encourage you to join the debate by submitting your questions to our panel. This webinar takes place at 1:00pm on Wednesday 16 March You can register at: tinyurl.com/FMW-0116Reg — send any questions to editorial@fm-world.co.uk

2016 FM SALARY SURVEY What The BIFM and FM World annual FM salary survey, now in its 11th year. Commitment BIFM members and the wider FM profession are asked to spare 10 minutes completing an online survey, helping with this annual research programme. Why y By helping to paint a picture of the profession’s employment status, you’ll be taking part in an important exercise that will inform future BIFM research activity and you will gain insight into how your situation compares against the rest of the profession. Notes Salary survey results will be analysed and reported in a special Pay & Prospects edition of FM World, which will also include analysis and comment from experts across the facilities management sector. The survey can be completed at tinyurl.com/FMSalarySurvey2016 The results will be made available in June.

LEGISLATION CHANGES What Changes to legislation in waste management and employment law are due to come into effect. Below are some of the changes facilities managers need to be aware of. Commitment Facilities managers should ensure that they are compliant with any new legislation changes by the date of common commencement. National Living Wage From 1 April 2016 workers in the UK aged over 25 will be paid a minimum of £7.20 per hour. This figure is set to rise to £9 per hour by 2020. tinyurl.com/fmw-leg-2016-1 National insurance From April, the government is to abolish employer national insurance contributions on apprentices under 25. tinyurl.com/fmw-leg-2016-2 Hazardous waste New compliance procedures in England are to come into effect from 1 April. No longer will businesses need to register with the Environment Agency, but consignment notes are still mandatory and have change format. tinyurl.com/fmw-leg-2016-3 Changes are due to come into effect in April.

IN THE NEXT ISSUE OUT 24 MARCH

FM AND QUALITY MANAGEMENT /// CASE STUDY: TRINITY HOSPITAL, RETFORD /// SMART CITIES – SECURITY IMPLICATIONS /// THE BUDGET AND ITS IMPLICATIONS /// WORKING AT HEIGHT – BEST PRACTICE /// GETTING THE BEST OUT OF FIRE SYSTEMS /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS 46 | 10 MARCH 2016 | FM WORLD

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www.fm-world.co.uk

04/03/2016 10:48

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