FM World 24 March 2016

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 24 MARCH 2016

FMW www.fm-world.co.uk

A CALL TO ALMS Bob Rabagliati on a charity FM role that spans four centuries

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VOL 13 ISSUE 6 24 MARCH 2016

CONTENTS

06| Gender pay probe

08| ‘Old Lady’ has a makeover

22| Down quality street

NEWS

OPINION

FEATURES

06 BIFM: Budget falls short on productivity drivers 07 Flexible working ‘key to staying competitive’ 08 Project of the fortnight: The Bank of England gets a facelift 09 Think Tank: Is squatting and ‘urban exploring’ an increasing problem in your buildings?

11 News Analysis: Government must focus on where to sign up more SMEs 12 Business news: Graeme Davies: Turning the ‘supertankers’ of FM around 13 ISS reports strong endof-year growth as profit doubles 14 In focus: Graeme Cameron, director of the energy division at Robertson Facilities Management, and Reid Cunningham, interim managing director at BAM FM’s energy arm, discuss forming energy divisions within FM businesses

16 Edward Finch engages with security staff and Tunde Obileye hopes FMs can throw light on Nigeria 17 Five minutes with Lisa Sheppard, director of development, Facilicom UK

MONITOR

26| Cybercrime-fighting

18

A call to alms: Being bailiff to the 350-year-old Trinity Hospital trust, providing homes for 15 men ‘of poor or modest means’, is an unusual FM role

22

Quest for perfection: Maintaining quality is the fundamental goal of any industry, so could FM play a more active role in quality management?

26

Smart city cyber security: Smart cities will offer unprecedented economic opportunities – as well as unprecedented levels of cyber security threats

33 Insight: Market intelligence 34 Legal update: Tenanted buildings – dilapidation claims 35 How to: bed bugs and fleas – the hidden office menace 36 Technical: Eliminating systems errors

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 | 24 MARCH 2016 | 03

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MARTIN READ

EDITOR COMMENT

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

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here’s a piece of dialogue at the end of disaster classic The Towering Inferno that moviegoers would be forgiven for forgetting.

The plot of this 1974 blockbuster is simple: Fashion is dead, along with plenty of the characters. Faye Dunaway, Fred Astaire, Robert Wagner, even OJ Simpson are among the era’s A-listers caught up in a huge fire on a shiny new skyscraper’s opening night. But it’s the film’s joint superstars who share its final lines.

The fire is out, and firefighter Steve McQueen says to the building’s architect, played by Paul Newman, “You know, we were lucky tonight. One of these days you’re gonna kill 10,000 in one of these firetraps, and I’m gonna keep eating smoke and bringing out bodies until somebody asks us... how to build them.”

Newman looks up at the wreckage and at McQueen: “Okay,” he says, “I’m asking,” – to which McQueen replies: “You know where to reach me. So long, architect.”

Now, here’s the thing. The start of the 2016/17 financial year is more than especially significant from two very significant FM perspectives. Most eyes will be on the steady increase in labour costs locked in by the National Living Wage (NLW) start in earnest. But at the same time, 4th April marks the first day that centrally procured public sector projects will require the implementation of building information modelling at Level 2. So while on one hand we’re discussing the incentivisation and morale of facilities personnel, next month should also be when the Newman character’s new-found inquisitiveness gets matched with McQueen’s operational nous for the benefit of all future building design. A new, FM-enabled era of Buildings That Actually Work.

OK, so it’s a bit of a stretch to go from well-established fire codes to the wider role of FM in building design, but what that scene brought to my mind when I saw it was the grand aim of Government Soft Landings: “To align the interests of those who design and construct an asset with those who subsequently use it”.

Famously, McQueen and Newman were contracted to have the same amount of screen time in The Towering Inferno. In terms of BIM and the design-build-operate lifecycle, does FM now have the equal amount of screen time it deserves? FM organisations are at various stages of preparedness, but time marches on.

Clearly, BIM remains of marginal interest to many in FM whose operational nous may never be brought in to inform the design of a new build. And it is understandable that most eyes will be on the issues of cost and productivity at service delivery level. But the April BIM Level 2 deadline shouldn’t pass unheralded.

In fact, Level 3 was just mentioned by George Osborne in the latest budget; a real opportunity remains for FM to make its mark.

Finally this week, some housekeeping; as mentioned, the Living and National Living Wage rates are also on the new financial year agenda. We ran an enjoyable webinar on the topic last week with representatives of Kronos, Aviva, Clean Space and the Living Wage Foundation. It’s available on demand at tinyurl.com/FMW-NLW-Webinar, or check our YouTube channel.

T

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

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

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“The 4th April BIM Level 2 deadline shouldn’t pass unheralded.

A real opportunity remains for FM to make its mark”

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BUDGET 2016

ISTOCK

BIFM: Budget falls short on productivity drivers BIFM chief executive James Sutton has suggested that chancellor George Osborne’s Spring Budget was “somewhat limited” in meeting the aim of boosting productivity levels in the UK. Sutton said that the chancellor had “set the scene” when detailing the Office for Budget Responsibility (OBR)’s revised growth forecast for the UK economy until 2020, the expectation of slower growth than previously anticipated, and further uncertainty for the global economy.

But, said Sutton, “although he stated that his measures would help create an enterprise culture, we felt the announcements were somewhat limited. They appeared to focus on financial controls and taxation breaks for business as a way of increasing income, rather than on the full range of productivity drivers.”

The BIFM CEO cited the FM sector’s significant contribution to the economy, accounting for around 7 per cent of overall GDP, roughly 10 per cent of the UK working population and up to £111 billion a year. “With this in mind we would have welcomed further stimulants to help upskill existing workers,” said Sutton.

“The emphasis on educational improvements was focused on future generations, which is an important area. But there was little on developing our current workforce and those immediately entering work – people who are able to impact productivity and growth with immediate effect.

“FM professionals have a significant role to play in enabling productivity in the workplace. We would like to have seen a stronger focus on in-work development programmes and schemes. For example, the opportunity to progress and develop skills means

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Budget: other issues ● The chancellor also used

James Sutton, BIFM CEO

employees are often better engaged and more productive.

So we were surprised not to have seen the chancellor build on the foundations of the apprenticeship levy announced in the Autumn Statement.”

the budget to announce the abolition of the Carbon Reduction Commitment (CRC) energyefficiency scheme. It will be phased out at the end of the 2018-19 compliance year, with government working with the devolved end on closure details for the reporting element of the scheme. The CRC, a mandatory reporting and pricing scheme designed to incentivise energy efficiency and cut emissions in large energy users in the public and private sectors across the UK, was introduced in 2007. ● The cost of abolishing the CRC scheme will be met by an increase in the main rates of the Climate Change Levy from April 1, 2019,

according to the Budget statement.

There will be an equivalent increase in the CCL discount for sectors with Climate Change Agreements to compensate for the increase in CCL main rates. ● The Budget statement also included a commitment to at least £50 million for innovations in energy storage, demandside response and other smart technologies over the next five years to help new technologies and business models access the market. ● The National Minimum wage for those aged 21 to 24 is to rise to £6.95 from this autumn.

Those aged 18 to 20 will see their minimum wage rise by 4.7 per cent to £5.55 an hour, while apprentices will get a wage rise of 3 per cent to £3.40 an hour.

EQUALITY IN THE WORKPLACE

Only a third of firms probing gender pay gap A survey by the Chartered Institute of Personnel and Development (CIPD) found that only a third of large organisations currently conduct any analysis on the pay of men and women.

The figure is just 28 per cent for all employers within the survey, which questioned more than 1,000 employers and HR professionals.

Only 7 per cent of large organisations (more than 250 employees) plan to conduct any analysis over the next 12 months, with almost half saying they will not. Forty-six per cent were unsure, which the CIPD suggests reflects the uncertainty over government legislation.

The government’s consultation on gender pay reporting closes

today, and legislation is expected to come into force later this year.

The consultation sought views on how best to increase transparency on gender pay differences.

Dianah Worman, diversity adviser for the CIPD, said: “The

survey findings demonstrate the need for employers to act expeditiously to be able to deliver what will be expected of them, or risk damaging their public reputations as progressive employers of female talent and undermine their competitiveness in attracting and retaining it.

“Overall, the CIPD believes the government proposals on the regulations, which are based on extensive consultations, are on the right track. We welcome the additional focus on publishing information on the bonus gap and quartile salary bands, which will give more detailed insights to employers on where and how pronounced gender pay differentials exist and what needs to be done to address them.” www.fm-world.co.uk

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NEWS

BRIEFS ‘Big data’ must serve FMs

Flexible working ‘key to staying competitive’ More than a third of respondents in a survey of office workers say they believe their organisations would need to offer flexible working to stay competitive.

A study by digital experience consultancy Infomentum, found that 40 per cent of respondents want to work flexibly outside of a traditional office. But 51 per cent of respondents are not allowed to work flexible hours, with 57 per cent saying their employer would “not trust them to do a good job” if they worked outside the office.

The Beyond Digital report, which collated feedback from more than 1,000 UK office workers, says that men are 12 per cent more likely

to be allowed to work from home than women, as well as being 8 per cent more likely to secure flexible working hours.

The report concludes that the figures show “a worrying disconnect between current management and the expectations of the Gen C [digital native] workforce”, resulting from a combination of company cultures, budget restraints and lack of unified direction.

The survey looks at how new technology could affect the workplace over the next five years. It reveals that 91 per cent of those surveyed believe that their businesses would no longer be

competitive by 2020. Half believe that firms would have to invest in new technology to keep up. Just over 60 per cent of employees expect their own professions to be increasingly automated by 2020.

The survey adds that 65 per cent of respondents now use a tablet, and three-quarters use a desktop or laptop PC for less than five hours a day, while 56 per cent are using VOIP and video calls daily. Smartphones have overtaken laptops as the dominant office tech, says the study.

Infomentum concludes that an increased workload would most likely be driven by mainstream use of flexible work technologies.

ISTOCK/GETTY

Living wage will cut training in low-skilled jobs The workplaces set to be most “severely affected” by the introduction of the national living wage (NLW) are accommodation and food (hotels and restaurants), says a think tank.

The Social Market Foundation study states that as a result these severely affected workplaces are much less likely to provide continuing training to their staff – with 46 per cent providing no training or training to less than a fifth of their experienced staff in a six-month period.

The low stock of skills among those affected and the relative lack of access to in-work training mean that “businesses and the government will have to act to make sure that productivity rises www.fm-world.co.uk

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FM leaders must clarify what outcomes they want to achieve before getting caught up with ‘big data’, suggests a workplace trends report by Sodexo.

As a result of the ‘Internet of Things’, FMs will have access to a wealth of data.

However, they must first set targets on how to use it adequately.

The report says: “We need to educate FM professionals about how to use big data effectively – how to make datadriven decisions and what kinds of information they should be tracking to operate their facilities more efficiently and more effectively. Understanding what data is important is the first step.”

Stable policies to cut energy Inconsistent policymaking and disjointed delivery are behind failures of energy efficiency policy, according to the Chartered Institution of Building Services Engineers (CIBSE).

Lack of progress in the energy efficiency of UK buildings is down to the lack of a long-term plan from successive governments. The failure to treat energy efficiency as a national infrastructure priority is also a factor, said CIBSE. The comments follow the publication of the House of Commons Energy and Climate Change Committee report Home Efficiency And Demand Reduction. CIBSE said that it echoed its recommendations that efficiency should be a key part of the government’s energy policy, and that a stable, longterm framework should be established to provide a landscape for consumers and investors.

FMs should be alert for threats

alongside the regulated wage”, warns the report.

It also says over half of elementary occupations – jobs requiring no formal educational qualifications – will be directly affected by the NLW. These include occupations such as labourers, cleaners, and shelf-fillers.

Businesses may be forced to

address discrepancies in wages as a consequence of “the cliff-edges created by excluding those under 25 from the NLW”.

The prevalence of part-time workers may present particular challenges to business because the case for investing in their skills may be weaker than for full-time workers, adds the report.

The biggest threat to security is believing that no threat exists, according to a counter-terrorism expert speaking at a recent BIFM regional event.

Kenneth Upham, counter-terrorism security adviser for Greater Manchester Police, was speaking at a seminar organised by the BIFM North Region.

He said: “The threat to British interests in the UK from international terrorism is severe.”

Although Upham noted that the threat is unlikely to disappear in the near future, he called on event delegates to proactively understand and prepare for a threat, rather than panic.

Upham urged organisations to identify any potential threats and to build resistance to create resilience for business continuity.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Zero-hours working is ‘here to stay’, says CIPD There has been a further increase in the number of zero-hours workers, according to figures released by the Office of National Statistics.

This includes a rise in the number of people on those contracts for less than a year and a fall in the number of zero-hour contracts that businesses are using.

Gerwyn Davies, labour market adviser at the Chartered Institute of Personnel and Development, said the proportion of workers on zero-hours contracts suggests they are “here to stay and can be positive if managed well”.

Davies said that the fall in businesses using the contracts “may be due to a growing proportion of employers who are thinking more carefully about whether the use zero-hour contracts offers the right balance of mutual flexibility for employer and employee in the medium to long term”.

He added: “It may also have been helped by recent legislation that bans employers from preventing workers working for another employer. The data also suggests that zero-hour contracts are now a permanent feature of the UK jobs market that still enjoys a higher share of permanent contracts than many of our OECD competitors. It’s important that the debate on zero-hours contracts is a balanced one, recognising that when managed well, these contracts can benefit both employers and workers.”

FMs ‘too worried’ to take on building technology BANK OF ENGLAND CLEANING AND RESTORATION PROJECT WORKS UNDERTAKEN: Façade cleaning CONTRACTOR: Thomann-Hanry PROJECT TIME: 25 days AREA COVERED: 10,000 square metres

THOMANN-HANRY

Bank of England gets a facelift A project to undertake deep cleaning of the exterior façades of the Bank of England, at Threadneedle Street in the City of London, was completed last year. The project was completed by contractor Thomann-Hanry over a 25-day period, predominantly over weekends, due to restrictions put in place in London’s financial district.

The building had not been cleaned since 1992. The project was also completed during a number of austerity protests, and during filming of the James Bond film Spectre.

Cleaning operatives worked from a cabin attached to a hydraulic boom.

Ultra-fine non-abrasive powder, similar to mineral talc, is then projected under low pressure onto the façade and removes accumulated pollution deposits. They are very light but sharp and they have enough mass and energy to cut through the dirt, but don’t affect the stone in any way. No water or chemicals are used in the cleaning process.

The cabin used is a large recovery unit, with built-in extraction fans. The cabin sucks all powder and dust into it and spent powder is then removed for recycling.

Thomann-Hanry also completed stone restoration and leadwork repairs.

08 | 24 MARCH 2016 | FM WORLD

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Building and facilities managers often consider the need for an in-building wireless or mobility solution, but do not act on it for fear that the technology is too costly or complex.

A study carried out by Coleman Parkes Research spoke to 600 building managers, architects and FMs from Europe (represented by the UK, France and Germany) and the US about access to in-building wireless.

The report set out to uncover some of the reasons behind the building industry’s attitudes, provide recommendations on how the industry can overcome the challenges, and seek to uncover the value of in-building wireless connectivity to property owners, managers and tenants.

It discovered that FMs are “halted by the perception of requiring complex engineering – or worrying that they do not possess a clear understanding of radios and the cabling technology associated with this type of network”.

As a result, they do nothing, “letting the building fall further out of date”.

The research recommends that building and FMs should take responsibility to engage with the experts, who would be likely to set their managers’ minds at ease. “Outsourcing the complications makes life easier, and they will often find out the solutions aren’t as complex as they might have first thought.”

Compass Group boosts apprenticeship roles Compass Group is to increase the number of apprenticeships it offers to 1,500 by the end of next year. The food services firm has trained 3,000 apprentices over the past five years and recruits 500 apprentices a year.

Its training programmes involve food service, business administration, security, cleaning, professional cookery, chef leaderships, finance, human resources, leadership and management. The extra apprenticeships will be across all sectors and will be offered to Compass employees wanting to develop their careers.

Compass’s resourcing and development director Melanie Hayes will manage the programme. Hayes was recently appointed to the new Apprenticeship Delivery Board (ADB) by the government’s Department of Business, Innovation and Skills. The ADB will advise the government on how to create three million apprenticeships starts by 2020.

Compass Group, which employs more than 60,000 people, said it was dedicated to apprenticeship training as a way of offering its employees a way to develop their careers and ensure that the sectors the business operates in continue to have access to a strong supply of talent.

Dennis Hogan, Compass’s UK & Ireland managing director, said the company recognised the value of apprenticeships to both workers and businesses.

“We are excited about broadening our apprenticeship programme across our portfolio of businesses.” www.fm-world.co.uk

17/03/2016 15:17

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THINK TANK

Yes it is, we are taking precautions – 25%

OUR READERS SAID… We asked our LinkedIn and mailing list members: Is squatting and ‘urban exploring’ an increasing problem in your buildings?

No it isn’t – 75%

Half of UK property managers believe that the problem of urban exploration is on the rise, according to a recent survey conducted by BIFM and vacant property management firm Orbis.

Urban explorers or ‘place hackers’ explore empty buildings, sometimes trespassing on private property. (These intruders differ from squatters, who enter property intending to live there.)

The survey suggests that 16 per cent of respondents have seen an increase in commercial squatting, with 7 per cent reporting an increase in residential squatting.

Over a quarter said that they had been targeted by urban explorers.

FMs and property managers are increasingly turning to property guardianship to keep vacant business properties safe; 88 per

cent of respondents said they were looking at guardianship as a security measure against squatters with 61 per cent considering it to counter urban explorers.

Orbis CEO Guy Other said: “As a solution for keeping empty buildings secure and offering bargain rents, this could create a lose-lose situation, rather than the highly publicised win-win situation. Despite the acknowledged economic benefits of guardianship, many guardians report on the lack of a code of practice for guardian companies; living in uninhabitable conditions rather than ‘decent homes’; having to use their own time and money to bring buildings up to a sanitary and safe level.

“Property owners should be aware that, when looking

to reclaim their property, the Protection from Eviction Act applies to anyone who is a ‘residential occupier’ of a building, and that includes property guardians.”

While only 25 per cent of our Think Tank group agreed that urban exploration is an increasing problem on their sites, one respondent did mention that squatting, “particularly in some geographical areas,” is exacerbated by so-called advisory services where activists’ information “encourages assaults on property.

One London advisory service even

produces a squatters’ handbook.”

Said the FM: “These actions attempt to reposition trespass with respectability, as if steering some sort of pseudo-legal course of deliberate occupation without permission provided a civil right to take over someone else’s asset.”

Another respondent said: “Can society reduce [squatting] by addressing its causes? I suspect the answer is [to counter a] lack of affordable housing.”

Join this, and other debates on our LinkedIn Think Tank group at www.tinyurl.com/fmthinktank

BIFM launches asset management good practice guide The BIFM has published a Good Practice Guide aimed on the topic of Asset Management Surveying Practice. The aim of the guide is to help FM professionals produce meaningful asset data which meets expectations of clients and adds value to facilities operations.

Peter Brogan, research and information manager at BIFM, commented: “Asset management is of major importance to FM professionals. At the most basic level, better use of data enables FM to demonstrate its value across all business disciplines.

“However, its potential is not limited to day-to-day operations with utilisation of asset management data recognised as a catalyst to both BIM and soft landings. The asset management www.fm-world.co.uk

09_News.indd 09

opportunities now available to FMs represent a complex and sophisticated area of expertise that stretches across a wide range of professional disciplines and activities.”

BIFM’s Asset Management Good Practice Guide includes specific guidance on: ● Applying

key built environment industry standard models and principles to improve quality and quantity of asset data information. This includes building information modelling (BIM), the industry foundation classes (IFC) and COBie, to implement robust survey disciplines. ● Determining key survey goals and objectives. ● Identifying customer

expectations and stakeholder needs and defining project scope to ensure these are met. ● Producing detailed

specifications for the required asset surveys. ● Setting up a mobilisation process to ensure asset data capture surveys are carried out in a professional, coordinated way. ● Auditing, reporting and management of data asset files to ensure consistency and accuracy. for data standards and compliance ● Maintaining and enhancing quantified and qualified data through analytics and information assessment.

As with all BIFM Good Practice Guides, the new publication is free to download for all BIFM members. It is also priced at £19.99 for non-members, who can buy it directly from BIFM along with other guides in the series: tinyurl.com/bifmgpgs FM WORLD | 24 MARCH 2016 | 09

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FM NEWS ANALYSIS

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PUBLIC SECTOR SPENDING

Government must focus on how to sign up more SMEs as suppliers A report from the National Audit Office (NAO) has called for a more focused approach from the government to procure services, including facilities management, from smaller businesses.

The report, Government’s spending with small and mediumsized enterprises, states that although the government reported meeting its 2010 SME spending target a year early – and that more than 25 per cent of government spending was with smaller firms by 2015 (the government reached its target in 2013-14) – it would find it “challenging” to increase SME spending further by 2020.

New target The government has set a new target for 33 per cent of spending to reach SMEs by the end of the decade. Meeting this target would mean an additional £3 billion annually spent directly with small and median-sized businesses in central government spending alone. However, the report noted that 60 per cent of the government’s spending with SMEs was through larger contractors that had then subcontracted the work to smaller organisations.

The NAO said that it could not be certain that the amount of spending with SMEs had actually increased as the information on indirect spending was not comparable with its earlier figures.

The report did, however, suggest that progress has been made to remove barriers for smaller firms bidding for contracts.

In 2015, the government’s Crown Commercial Service (CCS) www.fm-world.co.uk

11_News Analysis.indd 15

set up its contract finder website to procure and manage facilities contracts for central government departments. The service was set up to help SMEs by making it quicker and less costly to compete for government business, covering work worth more than £10,000 in central government.

Last year, procurement professionals in the FM sector told FM World that SMEs would still find it “challenging” to actively vie for contracts.

60%

proportion of government’s spending with SMEs that was through another, larger contractor Wendy Sutherland, director of consultancy Ramsay Todd and chair of the BIFM’s procurement special interest group, welcomed the agreement but told FM World: “The ability for SMEs to actively participate in this environment is challenging despite the best intentions of central government, as can be seen when reading the list of the successful suppliers.

We can only hope that there will be opportunities for elements of the service to be subcontracted to smaller organisations throughout the lifetime of this framework agreement.”

Policy revision The NAO report echoes this sentiment, suggesting that initiatives in practice are “still not sufficient to ensure that more work flows to SMEs”.

The NAO has recommended that the CCS should move to an

Penhale training camp: 19 per cent of MoD spending was with SMEs in 2014-15

approach that involves working with departments to “identify areas where different types of SME can bring the most benefit”.

It has also suggested that the government needs to identify where it should have an oversight of any relationships between prime contractors and subcontractors, ensuring that prime contractors do not stop subcontractors delivering benefits for the public sector.

Since the was release of the NAO report, the Ministry of (MoD) has announced that is set to revise its policy to reduce the bureaucratic

burden on organisations wishing to work with the department. The MoD currently only spends 19.4 per cent with smaller organisations.

Over the past few years, the Defence Infrastructure Organisation, the MoD’s infrastructure maintenance support arm, awarded contracts to a Carillion and Amey joint venture, ESS Support Services, a division of Compass Group, Interserve and Serco. A waste management subcontract was awarded to GPT Waste this month.

NAO RECOMMENDATIONS:

Transparency of information: SMEs struggle to find contracting opportunities and have difficulty identifying where to go to for support. ● Departmental appetite for risk: Commissioners may be wary of using SMEs that have no financial track record or parent company guarantee. ● Disproportionate bidding requirements: SMEs often do not have the resources to complete lengthy tender documentation. ● Capability of commissioners: Commissioners who lack commercial expertise can be more risk-averse. They are less likely to seek out innovative approaches or take social value into account. ● Delays in payments: SMEs are less likely to have the financial capacity to absorb delays in payment and may struggle to manage their cash flow. ●

ALAMY

JAMIE HARRIS newsdesk@fm-world.co.uk

FM WORLD | 24 MARCH 2016 | 11

17/03/2016 17:20

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

ANALYSIS

Turning the ‘supertankers’ of FM around GRAEME DAVIES newsdesk@fm-world.co.uk

Equity market investors say that “it is better to travel than to arrive”. It means that the best returns from investing in a company are to be had when it is on a growth or recovery path and that often reaching stated goals can be reflected in something of an anti-climax in terms of share price reaction.

This was borne out perfectly

during the recent results season, which saw the biggest companies on the UK market report fullyear results – among them many FM-focused companies. And it was the diverging fortunes of share prices in two of the sector’s highest-profile companies that caught the eye.

Both Serco and Capita reported their quite starkly different results on the same day. Serco’s were stuffed with more disappointing

trading figures but had a hint of better days to come, and investors reacted accordingly, sending its shares sharply upwards. Capita, which has had the outsourcing field almost to itself over the past couple of years while rivals such as Serco and G4S have been through the mill, saw its shares slump as investors bailed out on the hint that growth rates may be slowing.

For Capita, results showing 4 per cent organic growth and an improvement in margins were admirable to say the least, but investors were spooked when management could only aim for “at least” the same level of growth in 2016, with some analysts raising concerns about cash generation and a slowdown in contract wins.

After outperforming the wider equity market over what was a difficult 2015 for investors, Capita’s shares have dipped sharply since the turn of the year and are now

Contract wins

NEW BUSINESS CBRE has been appointed by China Overseas Land and Investment Limited (COLI) to provide property management services to the 225,000 square feet Helicon in the City of London. The Helicon is a mixed-used building providing 119,000 sq ft of modern, open-plan office space spanning seven floors. CBRE will be responsible for day-to-day property management of the building and will work as an extension of COLI’s team.

Barts Health NHS Trust has renewed its waste management contract with Skanska until 2021. The £6.5 million contract is centred on a behavioural change programme covering both clinical and domestic waste services.

The team works with the hospital staff 12 | 24 MARCH 2016 | FM WORLD

12-13_BusinessNews.indd 12

at The Royal London Hospital and St Bartholomew’s Hospital to provide in-depth auditing of each of the waste streams and regular training on appropriate waste disposal.

Emcor UK has won a 10-year contract for facilities management services with British Sugar. Under the terms of the deal, Emcor is to provide hard and soft FM services, including maintenance works, catering, cleaning, security and grounds maintenance, across four of its UK manufacturing sites.

Food manufacturer 2 Sisters Food Group has appointed Eurest to cater to 15,000 of its employees at 21 sites across the UK. The Compass Group division is to provide catering,

incorporating fresh and healthy eating choices. Eurest will also implement technology, such as cashless systems and vending machines.

Suffolk Coastal Norse is to maintain the restored iconic Felixstowe Seafront Gardens. The company will provide continuing maintenance management to soft and hard landscaped areas, and structures, lighting and regular maintenance as part of a 10-year plan agreed with the Heritage Lottery Fund.

Support services provider Churchill has extended its partnership with ZSL Whipsnade Zoo to continue delivering general cleaning services at its 243-hectare site in Bedfordshire for a further three years. Service delivery includes cleaning and periodic deep cleaning, and additional ad hoc cleaning.

Waste services provider GPT Waste Management has been appointed

by Landmarc Support Services in a long-term deal to manage waste from around 120 nationwide sites of defence training estate owned by the Ministry of Defence.

down more than 15 per cent against a market that, although volatile, is largely flat in 2016.

Contrast this with Serco, whose shares spent most of last year in freefall, as plans to turn the company around appeared to be taking longer than expected to gain traction. Since the market hit a low in late January, Serco’s shares have rallied hard, rising by more than 30 per cent. This is despite results that still showed losses of £69.4 million for 2015 (although this was an improvement on 2014), and also warned of a further fall in revenues in 2016 to around £2.8 billion, down from £3.5 billion in 2015. What has got investors interested in the Serco story once more is the sense that its journey back to health may have begun.

It is almost two years since Rupert Soames was parachuted in from Aggreko as CEO to rescue a business that was reeling after scandals over government contracts. But such was the depth of the problems at Serco that it was always going to take time to turn the tanker around. A rights issue a year ago coupled with the disposal of troublesome contracts has shored up finances and a sharper focus on outsourcing work is starting to yield better returns and this has given some investors confidence to hop on board.

Serco’s position is an interesting contrast to G4S, which suffered similarly with UK government contract scandals, but whose turnaround is taking longer judging by another difficult set of results, exacerbated by growing provisions on contracts relating to running asylum services for the government. In comparison to Serco, G4S’s shares dipped by more than 20 per cent during 2015 and continued falling. It remains to be seen when the long road back for G4S will begin.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

17/03/2016 11:14

ISS reports strong end-of-year growth as profit doubles ISS Facility Services has reported group revenue growth of 7.4 per cent for the year to 31 December 2015, to Danish krone (DKK) 79,579 million (£8.27 billion). Its net profit for the year has more than doubled – at DKK 2,218 million (£230.5 million), up from DKK 1,014 million (£105.4 million).

Within its Western Europe division, which includes UK operations, revenues grew 10 per cent to DKK 40,894 million (£4.24 billion), with operating profit in the region also increasing by 11 per cent to DKK 2,562 million (£266.3 million).

Half of its revenues were apportioned to cleaning services, with 21 per cent in property services and 15 per cent in catering. It cited Germany, Switzerland, Turkey, and the UK

BUSINESS BRIEFS Eco FM takes retail deal

ISS notes its integrated contract with Swisscom in Switzerland as a driver for growth

as the main contributors to its growth, predominantly driven by integrated FM contract launches at Vattenfall in Germany, Swisscom in Switzerland, UBS in the UK, and Bankia in Spain.

ISS also noted a “strategic focus on core services”, resulting in the acquisition of GS Hall in the UK, which it said adds

“strong mobile and project maintenance and engineering capability” to its business.

Group CEO Jeff Gravenhorst said: “We expect market conditions in 2016 to remain challenging, but are confident that the accelerated implementation of our strategic initiatives will allow us to deliver robust growth.”

ALAMY

Carillion announces 13 per cent revenue rise in 2015 Carillion has reported a 13 per cent rise in revenues for the year to 31 December 2015.

In its annual report the firm reported revenue of £4.587 billion, up from £4.072 billion in 2014. Carillion’s underlying operating profit rose 8 per cent to £234.4 million.

Its support services activities accounted for over half of its group revenues, rising 9 per cent to £2.534 billion.

Underlying operating profit in this division was £146.6 million.

It cites contracts with UK local authorities with a potential value of £1.5 billion over six years, a UK central government FM agreement with a share of up to £4.1 billion over four years, and contracts www.fm-world.co.uk

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Eco FM has been appointed to a three-year management contract at Bell Court, a new £30 million retail and leisure scheme in the centre of Stratford-upon-Avon.

The deal will see Eco FM support the developer, UK & European Investments, through the construction phase and the roll-out into a fully operational retail and leisure destination.

Bell Court will open in 2017 comprising an Everyman cinema, restaurants and a variety of boutique retail units.

G4S’s UK operation struggles G4S has seen revenues in the UK and Ireland fall 4.2 per cent to £1.52 billion for the year to 31 December 2015.

Operating profit in the same region fell by 11.5 per cent to £115 million. Overall group revenue saw a slight fall to £6.86 billion, down less than half a percentage point from £6.89 billion, while group operating profit saw a sharp fall of 27 per cent to £183 million.

G4S CEO Ashley Almanza cited the management of “onerous legacy contracts” in the UK, which were entered into before 2013.

Compass apprenticeship boost

Carillion’s mammoth central government deal equates to a share of £4bn over four years

with Network Rail as factors in its support services growth.

Other successes include financial close on four public private partnership projects in the UK and Canada, providing significant support services and construction revenues.

Chairman Philip Green said: “With a strong, high-quality order book, a large and growing pipeline of contract opportunities, and the financial strength to support our strategy for growth, the group is well positioned to make progress in 2016.”

Compass Group is to increase the number of apprenticeships it offers to 1,500 by the end of next year. The food services firm has trained 3,000 apprentices over the past five years and currently recruits 500 apprentices a year.

Its training programmes are in areas including food service, business administration, security, cleaning, professional cookery, chef leaderships, finance, human resources, leadership and management.

FM WORLD | 24 MARCH 2016 | 13

17/03/2016 11:14

FM BUSINESS

IN FOCUS

The interviewee: Graeme Cameron, director of the energy division at Robertson Facilities Management, and Reid Cunningham, interim managing director at BAM FM’s energy arm The issue: Forming energy divisions within facilities management businesses

FM cuts the cost of power Two well-known facilities management firms recently set up energy divisions.

The primarily constructionfocused BAM launched a new trading company, BAM Energy Ltd, within its FM division.

And Robertson, also chiefly dealing with construction and infrastructure, established an energy services department as a part of its FM offering.

The moves indicate the need for FM suppliers to be increasingly aware of energy-efficiency measures. A recent report by governmentappointed body Innovate UK adds weight to this. Its study examined six years of data from its £8 million Building Performance Evaluation (BPE) Programme. Only one of 50 buildings studied produced the amount of carbon specified by its design. Although twothirds of buildings studied used renewable energy, many experienced problems that had a negative effect on energy use and carbon emissions.

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 operates buildings”.

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Maybe FM could be the key.

Graeme Cameron, director of Robertson Facilities Management’s energy division, joined the company from Serco, where he led its energy and sustainability business unit, delivering services to companies including Coca-Cola, Deloitte, and State Street Bank.

He told FM World that the report’s conclusions formed part of the motivation for setting up the division. “It is an interesting dilemma, especially for an organisation like Robertson, which has a construction as well as a FM business…[the problem of the gap between design and actual energy efficient building operation] can be overcome by having robust facilities management provision... then that gap is certainly minimised if not completely eliminated.”

Cameron intends to include reporting services and the provision of investment to install energy-efficiency technologies within Robertson.

Underpinning this will be the delivery of cost and carbon

reduction objectives.

He says: “This company has been delivering valued energy services for a number of years and by enhancing our offering we will be even better placed to support our customers achieve their energy goals.”

Local energy BAM has also set up an energy division in its FM division. BAM Energy is part of the BAM Construct UK group and “promotes energy efficiency and local energy generation from renewable sources”. This includes the design, installation, operation, management, maintenance and financing of energy-reducing equipment such as LED lighting or renewable energy generation systems such as photovoltaics, CHP or biomass.

Reid Cunningham, interim managing director at BAM Energy, says: “We find that clients are often unaware of green energy options or daunted by the upfront capital investment… we can help them

“Clients are often unaware of green energy options or daunted by the upfront capital investment”

find the best energy option and facilitate its implementation.”

Many new construction projects aspire to be energy efficient and have low emissions and operating costs, says Cunningham.

“Often the affordable capital cost means that these aspirations are ‘value engineered’ out of the designs. BAM Energy hopes to be able to reintroduce the most effective energy solutions into new facilities and transfer the cost of these to the operating/revenue budget. Where BAM FM maintains existing facilities BAM Energy will present proposals to design, finance, install and operate energy efficient plant for the long-term benefit of the owner/occupants.”

“And drawing on experience from managing buildings in the education, healthcare, business and industry sectors, BAM FM helps clients to identify ways to save energy in their existing estates. Measures such as replacing existing lighting with LEDs, using sensors to control lighting or using smart meters to control heating systems, can be costly to install – but we take that cost out of the equation and the client repays the capital investment through the savings they make.”

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

www.fm-world.co.uk

17/03/2016 11:14

“We can’t afford to take risks when we appoint outside contractors”

Robert Marsh, Director (Electrical), Johnathan Hart Associates

All ECA contractors undergo a thorough examination of their financial position as well as their technical skills; and their clients are protected by an insurance-backed warranty and bond.

ONE THING LESS TO WORRY ABOUT. To find an ECA contractor that’s right for you, visit:

www.eca.co.uk @ECAlive

FMW.240316.015.indd 2

/ECAlive

Electrical Contractors’ Association

14/03/2016 14:19

FM OPINION

THE DIARISTS

LIGHTING UP AFRICA AND THE ROLE OF FM

‘

TUNDE OBILEYE

is MD/CEO at Great Heights Property & Facilities Management, Nigeria

In the past decade Africa has woken up to take leadership on defining what its priorities are and how best to solve them.

The new president of the African Development Bank, Dr Akinwunmi Adesina, formerly minister for agriculture in Nigeria, has launched ‘Light Up Africa’, one of five key priority areas identified for the bank’s focus in the next 10 years. It is an ambitious plan to light up the continent; 1.1 billion people currently have no access to electricity and 600 million of them are in Africa, a quarter in Nigeria.

The bank plans to invest US$12 billion in different renewable energy projects, leveraging an additional US$40-US$60 billion from the private sector.

This got me thinking about the opportunities that exist in FM and how it could not only support government in Nigeria to manage the public lighting system to save costs, but also support initiatives to light up rural communities.

Public lighting is an area where FM can contribute to strengthening access to universal light and energy in Nigeria. One way would be to go into a private-public partnership with government – where public lights and their management will be outsourced to FM companies.

This would involve a tremendous amount of resources to be invested to overhaul public lights as the fragmented nature of suppliers and poor maintenance have often resulted in different specifications and lifespan – from brand new,

”PUBLIC LIGHTING IS AN AREA WHERE FM CAN CONTRIBUTE TO STRENGTHENING ACCESS TO UNIVERSAL LIGHT AND ENERGY IN NIGERIA”

depending on the facilities, to those over 50 years old. There are likely to be a range, from energysavers to those that are inefficient and environmentally damaging.

But the overhaul of the system of public lighting will be an opportunity to align all lamps to fit the needs of the users, and more importantly, provide longerlasting, more efficient lighting.

The advantages would be the minimal costs needed for regular maintenance, the savings in costs resulting in substantial savings for government, which could then be specifically used, for example, to provide alternative sources of energy for rural communities.

Having energy/electricity would improve not just their lives, but create opportunities for social and economic growth in all Nigerian communities.

A STAGGERING ACHIEVEMENT

‘

EDWARD FINCH

is a former professor in FM at Salford University and previously editor of the academic journal Facilities

One step at a time. Ascending the stairs to the university building, I am quickly overtaken by bright-eyed and bushy-tailed students.

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16_Opinion.indd 16

I have to concentrate and stagger with every step. My legs are not cooperating, my eyes are playing tricks, but the challenge is to look unflustered. In this time of stress, I feel inexplicably nostalgic. Twentyfive years have elapsed since I stepped onto the rostrum – the first student member of the BIFM (with Marie Puybaraud – now head of global research at JLL). It all seems to have gone so fast. Today, my staggering achievement is simply to reach the top of the stairs.

At the glass doors I become aware of security men either side of me. This is clearly not part of the ‘meet and greet’ routine. One of them steps forward and challenges me: “Can I help you, sir?”

The great thing about the English language is that the same phrase can mean so many different things. Clearly, this was not an outreaching of hands to help me to my office. This was a challenge to establish what I was doing there.

“I’m trying to get to my office –

like I do every day. I’m Professor Edward Finch.”

The grinning between the security team stops abruptly. I didn’t appear to be drunk. I also appeared to have good reason to be there. I felt the urge to explain myself. ”I’ve got multiple sclerosis.

It affects my walking and balance.”

A profusion of apologies ensued.

They had clearly got it wrong and I wasn’t an early-morning drinker.

Perhaps they were now concerned I would take some disciplinary action through the university. Of course, I wasn’t about to do that.

After all, I’m a facilities guy as well.

But it was now clear that I was making a bad job of disguising my

“AT THE GLASS DOORS I BECOME AWARE OF SECURITY MEN EITHER SIDE OF ME. THIS IS CLEARLY NOT PART OF THE ‘MEET AND GREET’ ROUTINE”

situation. I‘d have to go public; I’d have to start using a device to tell the world I was not drunk. I opted for a rollator (a wheeled version of the Zimmer frame). Within six months, I’d have to succumb to using a wheelchair.

I thought I knew about FM. I’d written books, edited journals, and written many academic papers over the years. Dealing with my disability in the workplace had changed everything. It was no longer a technical challenge, nor a management one. Instead, understanding the societal aspects of FM had become my challenge.

We talk about understanding the user, but users are far from being a homogenous crowd. Like culture, the health of workplace employees is often hidden and inconstant. The ageing workplace amplifies this complexity. On reflection, I welcomed that engagement with the security staff.

In that interaction, they learned to share my struggle. www.fm-world.co.uk

17/03/2016 14:16

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

BEST OF THE

FMWORLD BLOGS Don’t dwell on differences: Evidence for Generation We Executive summary, Avison Young With five generations in the workplace, organisations have an opportunity to challenge the concept that a multi-generational workforce may not be as happy or productive as others due to generational differences.

Is the conventional wisdom about generational differences in the workplace correct?

Does a firm’s leadership have to motivate someone much older in a different way than someone younger? Do employees of different age groups need to be catered to? Are age differences really the reason for poor knowledge sharing? What can be done to encourage employees of different generations to work together to increase productivity and the value and reputation of the organisation? It is important for business leaders and real estate professionals to consider the generational differences in the workforce and the manifestations of generational tension.

“It’s your job to help your employees recognise that they each have distinct sets of skills and different things they bring to the table,” said Jeanne Meister, partner of the executive development firm Future Workplace and co-author of The 2020 Workplace. But do organisations really need to provide specific differentials in the work environments, technology and HR protocols we provide to a multi-generational workforce? Or does the real path to a productive environment, greater staff wellbeing, and higher, sustainable operating margins and profits arise from better engagement and communication with employees? In other words, does that path result from developing the ‘we’ generation rather than the ‘me’ generation?

Read this full article at www.tinyurl.com/zmfazn3

What can the iPhone teach us about estate benchmarking?

Anne-Marie Kleiss, Planon Benchmarking is a tool for organisations to compare their performance against each other, and identify the room for improvement. It is easy to get overwhelmed with the large amount of data available. What does it take to do proper benchmarking? Despite the fact that Apple ignores the standards by pricing its technology twice as high, people still line up to buy its products, making price alone an irrelevant benchmark.

Ever more organisations are looking for insights into their real estate portfolios.

Benchmarks deliver a wealth of control data to justify decisions, such as the purchasing and selling of real estate, and achieve objectives of portfolio optimisation and cost savings. Problem solved? No. Without reliable data there can’t be a reliable benchmark.

CoreNet Global – the leading association for corporate real estate, service providers, and economic developers – has implemented an online benchmarking tool called BenchCoRE. Organisations provide cost, size, and staff data for their portfolio, which is reviewed, validated, and uploaded with consistent definitions. Organisations can then run standard reports on cost, space use, or portfolio status and select any combination of geography, asset class, and occupancy status or ownership type. A benchmark’s reliability depends on the data’s quality and a uniformity of definitions. A lot of relevant data about real estate is available in a firm’s Integrated Workplace Management System, but it can only be used if it is based on international standards or it is impossible to benchmark across departments or organisations. For BenchCoRE, there is an extensive guide with definitions covering the data to be provided.

CNN says an android smartphone works better than the iPhone on 8 out 15 basic tasks. Is Apple worried? Probably not. It has the main benchmark covered – the profit.

Read this full article at www.tinyurl.com/h57b52u

www.fm-world.co.uk

17_Opinion.indd 17

FIVE MINUTES WITH NAME: Lisa Sheppard JOB TITLE: Director of Development, Facilicom UK

There is certainly a lot of misunderstanding out there when it comes to the different living wage pay types. We promote the Living Wage Foundation’s level of pay, which is calculated based on the public’s perception of what is needed for a minimum acceptable standard of living.

We regularly have to explain the difference, often directing clients or prospective clients to the Living Wage Foundation or a government website for clarity. On occasions it can take a considerable time to remove any concerns.

Some clients take the position that “you cannot increase the price”, so the momentum stops there. There may also be a reluctance to discuss changes to the specification of a contract, which may offer the ability to pay the higher wage.

With some businesses there is a sense of “what can I get away with doing?” rather than ”what can / should I do?” I know of a company that pays the London Living Wage to workers based in London, but doesn’t pay the Living Wage to those outside. Another had various buildings in London yet only paid the London Living Wage in one of them. There isn’t the continuity I believe our industry, and similar industries, needs.

We’ve developed working models to show how the impact of paying the Living Wage can be mitigated. But longer term, greater changes to working practices will be required. This could also include other services that could come under the cleaning banner, nothing should be ruled out as we try to protect jobs, costs and service delivery.

Increasing low-paid workers pay to a level where they can afford to live is an important first step to improving their wellbeing – but it is also a step towards better team work, service and greater client satisfaction.

FM WORLD | 24 MARCH 2016 | 17

17/03/2016 15:08

FM FEATURE

TRINITY HOSPITAL

MARTIN READ

A CALL TO ALMS

As the bailiff for a 350-year-old charitable trust set up to provide hospitality for fifteen gentlemen ‘of poor or modest means’, Bob Rabagliati has an unusual FM role – but it’s one that brings him immense joy. Martin Read reports

JOHN REYNOLDS

I

t’s all too easy for facilities management as practised in charities to slip under the radar, yet the number of UK charities run into the thousands with each demanding some form of FM to function.

And at the Trinity Hospital Estates Trust charity in Retford, Nottinghamshire, there’s an FM story that certainly departs from the shiny corporate office norm.

It starts with Bob Rabagliati, whose job title is unusual even

by FM’s broad standards. He is known as bailiff – a title that Rabagliati and his 17 predecessors

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18-21 Trinity Hospital.indd 18

“Constant investment in repair and refurbishment characterises the needs of the charity’s Victorian rental stock” have held in the 350 years since the charity was founded.

The trust was established in 1671 through an endowment from local doctor John Darrel. In his will he left his property, Retford Hall, to provide accommodation for 15 “poor bachelors or widowers of good character, who are not less than 50 years of age”.

Retford Hall was replaced by the current Grade II listed Trinity Hospital almshouse building in 1832, where the charity continues to offer this hospitality to its 15 residents, who continue to be known locally as the ‘brethren’.

Darrel’s endowment also included a portfolio of land and properties for private rent. In

the 17th century, these made up a third of all Retford’s property.

The town has since grown, but throughout the centuries it’s been the income generated from private rental properties that has gone to maintain the repair requirements of the entire portfolio and to support the brethren in their almshouse cottages.

Today, the charity offers the same hospitality and benefits to its 15 gentlemen residents today as it did 350 years ago – but its property portfolio and the ambition of its current trustee and bailiff have certainly changed. www.fm-world.co.uk

17/03/2016 15:08

TRINITY HOSPITAL

Left: the Trinity Hospital almshouse building, home to the fifteen brethren Right: Current bailiff Bob Rabagliati.

Above: a typical Victorian trust property in the centre of Retford

www.fm-world.co.uk

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FM WORLD | 24 MARCH 2016 | 19

17/03/2016 15:09

FM FEATURE

TRINITY HOSPITAL

MARTIN READ

Left: The Trinity Hospital ‘TH’ motif appears on properties across the town.

Right: the almshouse chapel; the charity retains its founding Christian ethos Below: the Newcastle Arms, a recent acquisition

The FM requirement Bob Rabagliati’s role as bailiff is all-encompassing. He is managing director, estates manager, finance director, facilities manager, development manager, property manager, project manager and contracts manager all in one. And he is responsible to the charity’s sole trustee (see box).

Recipients of FM service fall into two groups – the brethren at Trinity Hospital, and the private tenants in the 60 private rental properties of various types dotted across town.

Cleaning – required for the Almshouse building, estates office and communal areas in the private rental properties – is provided by the charity’s matron and office administrator.

A husband-and-wife team of gardeners, who have recently transformed the gardens at Trinity Hospital, also undertake sundry grounds maintenance jobs at the rental properties.

The estates office administrator initiates routine repairs, but it’s Rabagliati who generates most of maintenance project work, engaging small local contractors for maintenance and refurbishment work. “Using regular, long-standing and trusted contractors in every specialisation is key to making the system work. We build up a loyalty with them, they get to know all of our properties – and they then respond promptly.”

“We pride ourselves in sorting problems out quickly – something that’s particularly important when dealing with our elderly residents and tenants.”

Almshouse extension Over the years, the almshouse building has seen plenty of roofing, stonework and chimney stack repairs to keep the external structure in good order.

Refurbishment programmes, including one to better insulate 20 | 24 MARCH 2016 | FM WORLD

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BECOMING BRETHREN

The founding aims of the charity remain in place. Since 1671 more than 500 local gentlemen have been given brethren status “within a Christian community”. Only when they can no longer fend for themselves do they leave their allotted cottage. Applicants to become a new member of the brethren: - Must be male bachelors or widowers; - Must be over the age of 50; - Must be of good character; - Must be of poor or modest means, - Must be able to look after themselves; and - Must have a connection to Retford or the surrounding area.

With its aims and customs having echoed throughout the generations, most Retford residents know of the charity and many have had family members who have either worked for it or received its hospitality.

and heat the cottages, have also been conducted.

But last year saw the first addition to the building for the brethren’s benefit in more than 100 years. The garden room, constructed over eight months and built on to the rear of the building, provides a fresh new space for social gatherings.

Laundry facilities, an internal hospitality suite to allow visitors

to stay on site and a kitchen to support social events were also part of the project, as was improved vehicle and pedestrian entrances on to the hospital site.

“I was conscious that I’d invested a lot of money over the last seven years in upgrading and refurbishing our rental properties,” explains Rabagliati.

“But while the brethren receive the benefits of living there, we’d

done nothing physical to upgrade their facilities.”

Rabagliati used a local architect whose work included sympathetic contemporary additions to historic buildings.

The garden room was opened at the beginning of this year. ”The trick was to involve the brethren right from the start – and they have been, right down to choosing the furniture.”

Rental properties Constant investment in repair and refurbishment characterises the needs of the charity’s Victorian rental stock. Rabagliati documents a host of construction projects seen to fruition over the past seven years. These range from gutting and refurbishing a large farmhouse; converting a derelict barn into two residential cottages; converting a modern residential property into two office suites; renovating and refurbishing more than 10 properties under the (now defunct) ‘Green Deal’ initiative; and, on top of all this, upgrades www.fm-world.co.uk

17/03/2016 15:11

TRINITY HOSPITAL

across the portfolio such as heating systems, insulation and replacement of windows.

Most of the charity’s rental properties are on Bridgegate, the former Great North Road that runs through Retford town centre. The charity’s ‘TH’ motif can be seen on properties across the town, a motif that Rabagliati has used liberally in the new hospital extension. The trust’s current estates office is also on Bridgegate, and just across the road lies its latest acquisition, the Newcastle Arms public house.

Rabagliati hopes to convert the building into apartments with an expanded estates office on the ground floor. Existing charity properties lie on three sides of the Newcastle Arms plot, and the charity hopes to expand on them too. It’s a perfect example of how the trust seeks to make the most of its private rental estate.

The number of properties has increased from 40 in the 1950s to about 60 today – but a new project will herald a significant change in the scale and scope of the trust’s activities.

Planning ahead Over the next 10 years and beyond, 50 acres of the trust’s farmland is to be developed into a 196-dwelling development and new mixed commercial, retail and industrial units.

Bassetlaw District Council had already highlighted the site as prime development land in its local development plan. Working with local planners, Rabagliati and land agent Fisher German looked into how the site could work for the charity, culminating in a planning application, approved in December, which includes permission for a roundabout and access roads to support the new housing and business estates.

The trust will sell the land on which the houses are built, and hopes the money it raises www.fm-world.co.uk

18-21 Trinity Hospital.indd 21

STAFFING THE CHARITY

The Trinity Hospital Estates Trust is run by five part-time staff under the direction of a ‘master governor’, the charity’s single trustee. Throughout its 350-year existence, as per John Darrel’s instructions, this post has been filled by the sub-dean of Lincoln – currently Canon John Patrick. All staff are part-time, including the bailiff. Assisting Bob Rabagliati are: - Liz Kirton, administration officer; - David Bean, accounts administrator; - Helen Lems, Matron (based at the hospital for the brethren); and - Canon Dick Lewis, Chaplain to the Brethren. (The chaplain officiates daily services for the brethren in the hospital’s chapel.)

to have a lot of autonomy in this job, and while it’s a responsibility, it’s also an absolute privilege.”

Technically, Rabagliati works 20 hours a week. “Our office is only open in the mornings, so that more or less frames my working hours – but I can’t expect professional advisers just to work mornings. And any plan I have for the day can quickly change when I check the inbox.”

Flying high

Above and right: The new garden room, constructed over eight months last year, provides a new space for social gatherings and has been designed to fit sympathetically on to the back of the Victorian hospital building.

will secure the objectives of the charity in perpetuity; cash will be invested in to existing trust properties, and Rabagliati also expects to add more properties on existing trust land.

There is unlikely to be a change to the charity’s founding aims, but Rabagliati foresees a possible increase in the number of almshouses he manages.

“We can’t just continue to build a property empire. All we’ve done here is taken an opportunity that’s presented itself.”

Rabagliati doesn’t expect to still be in post to see the final plots filled, but he has no plans to leave. “I’m 60 now, but so long as I carry on enjoying the job, I see no reason to bail out early.”

The historic role of bailiff, and the trust’s spread of properties, makes Rabagliati one of the town’s most recognisable figures, but it’s the sheer variety of work that appeals most. “Being responsible for such a substantial charity in the town with such respect gives me a lot of joy. I get

Most of Rabagliati’s career prior to Trinity Hospital was in the RAF, as evidenced in the pictures on his office walls. His first post-RAF civilian job was as administrator for Sheffield Cathedral before he joined Trinity Hospital in December 2008. “In the RAF I was an administration officer, a title that covered a range of responsibilities from people, property, budget management, logistics and training; we had every range of FM requirement from cleaning and catering to M&E. It was there that I latched on to the fact that I could put a professional tag to all this work.”

On becoming bailiff, Rabagliati joined the BIFM. Today, he is Sheffield Network coordinator for the Northern Region and helps run group events. He describes a recent visit to Carillion’s Sheffield offices thus: “a great operation, and the way they run it hugely impressive – but it’s chalk and cheese in the extreme!”

On 12th April, Rabagliati himself is playing host when members are invited to see the Trinity Hospital first hand. (See p.41 for details.)

The scale of the charity’s activities may soon be expanding, but Bob Rabagliati still has one primary objective in mind.

“The logic of the exercise during my tenure as bailiff is to make sure that I leave my successor with an even better legacy than my predecessor left me.” FM FM WORLD | 24 MARCH 2016 | 21

17/03/2016 15:12

FM FEATURE

FM & QUALITY MANAGEMENT

NICK MARTINDALE

PA / BLOOMBERG

QUEST FOR PERFECTION 22 | 24 MARCH 2016 | FM WORLD

22-25 The Quality connection.indd 22

Maintaining high-quality goods or services to the customer is the fundamental goal of any industry, and as consistency in service and operation is the sine qua non of FM, could it also be key to delivering quality management? asks Nick Martindale

www.fm-world.co.uk

17/03/2016 13:56

FM & QUALITY MANAGEMENT

A

t its heart, FM is all about delivering a safe and comfortable working environment for employees, which, at least in theory, feeds into other good things such as engagement, motivation and productivity. It’s a similar raison d’être to another organisational function in the form of quality; at least where such a department exists.

“Traditionally quality management practices have developed from volume manufacturing, but increasingly we’re starting to see it delivering value in service organisations too,” says Mike Turner, managing partner at quality consulting firm Oakland Consulting.

“We would argue that quality needs a voice in all organisations that have the customer, consumer

or citizen at the end of their processes, so there should be someone fulfilling a role that keeps the business fully focused on satisfying those needs.”

FM certainly has a degree of overlap with quality, notably the fact that both functions fundamentally revolve around people.

“FM is about how people apply smart systems and quality management is exactly the same,” says Alan Newton, director of ChangeStone Business Consulting, now part of Key Facilities Management. “Quality is about making sure that people do things in a consistent and measurable way, so when you get out-of-line situations you can work out what went wrong, how to correct it and make sure it doesn’t happen again.”

“FM fundamentally is a customer service business so if you’re going to succeed in that role, quality has to be part of the make-up of that function and of any individual within it” www.fm-world.co.uk

22-25 The Quality connection.indd 23

The problem is that in reality there is often little overlap between the two organisational silos.

“Where I have seen both in an organisation, the quality area seems to be much more focused on the processes in the organisation, particularly manufacturing, while an in-house facilities manager will generally be more concerned with the built environment,” says Steve Dance, managing partner at Risk Centric.

FM service providers often have more in common with quality functions, he adds, as a result of the metrics that are imposed around service delivery.

Where the two do meet, relationships can be strained; often because FM may feel it is being inspected or assessed by quality. “Nobody likes the policeman in life and if you have a separate function that’s got that label that’s effectively what they are,” says Stan Mitchell, CEO of Key Facilities Management.

“It’s very easy to criticise and critique, but it’s 10 times harder to deliver it, and do it consistently.”

Brian Court is head of FM at Community Solutions, part of Morgan Sindall Investments Ltd. He believes FM professionals can feel intimated by their peers in quality.

“I can deal with quality professionals at all levels as a facility manager but there are other facilities managers who don’t feel adequate enough to deal with quality professionals so they go on the defensive, or they don’t open up,” he says.

This can also stop FM asking quality for advice at an early stage on projects, he says, which can cause issues further down the line.

Charter status He believes the solution to this is for FM to gain chartered status, and believes the growing professionalisation of the FM WORLD | 24 MARCH 2016 | 23

17/03/2016 13:56

HOLGER LEUE / BLOOMBERG

FM FEATURE

FM & QUALITY MANAGEMENT

industry is already having an impact on a new generation.

“People coming through now are going to be less intimidated and more confident because they’re working within a professional organisation like BIFM, so they will grow up with that, take the exams and work alongside other people, and that will improve their confidence,” he says.

This is just as well, as there is a large amount that FMs can learn from their quality counterparts.

Mitchell, for instance, points to the need for FM to take into account subjective measurements of success, as well as hard and fast metrics.

“To ensure that the quality is built into what you do as an FM, you have to be far more aware about not whether something is working or not, but the perception of whether it’s working,” he says. “That’s a people thing. In my experience there are lots of FMs who don’t see their job that way. They tend to be from different disciplines that tend to measure in black and white, but for me FM is all shades of grey.”

Linked in with that is the idea of continuous improvement; something Dance believes can filter through into tangible differences in how services are delivered in the long term.

“FM can learn quite a lot from the plan, do, check, act approach to any process,” he suggests.

“It’s about

24 | 24 MARCH 2016 | FM WORLD

22-25 The Quality connection.indd 24

NICK MARTINDALE

understanding things like preventative maintenance and finding the most effective way of doing that, so when you work on something like air-conditioning you’re not reworking it once it’s been done but getting it right first time. It’s understanding what you may have been doing wrong in the past which you can do better today, and allowing that to filter through to the bottom line so you’re actually doing more with less.”

This was the approach Newton took when working at buildings materials firm Coflex.

“We took a process approach to managing the business, as opposed to managing the FM service delivery,” he says. “So we just built some very simple process models, based around bid, win, do, bill, and kept it simple so people could actually relate to what we were doing.

We actually mapped what we did, rather than what we thought we should be doing, which is all the basic good rules of putting a quality management system in.”

Share the knowledge Turner also believes that FM can learn from quality, particularly around the management of external suppliers.

“With FM, there is quite a lot of interaction with external organisations and that can create a unique concept; I call it “quality at arm’s length,” he says. “You can’t abdicate the responsibility for quality; you’re just paying someone else to provide you with that service. The quality profession has done a lot of work around how you build up strong business-to-business relationships that facilitate delivering quality through third parties, so FM can learn a lot from that.”

The development of the new FM standard ISO 41000 (see box) – expected to be

“Traditionally quality management practices have developed from volume manufacturing, but increasingly we’re starting to see it delivering value in service organisations” published in 2018 – should help FM practitioners think more along the lines of their quality counterparts.

“If you use these standards properly they have written into them a lot of very good management principles that can deliver real value to the

organisation,” points out Turner. “It’s important that both regulated, standards-dependent functions like FM and quality can share the knowledge, experience and better practice of getting value out of this form of compliance, so it’s not see as a cost but as a value.” www.fm-world.co.uk

17/03/2016 13:56

FM & QUALITY MANAGEMENT

BUILDING UP STANDARDS

ISO 9001 ISO 41000

ISO 18480-1

ISO 9001 ISO 41000

ISO 18480-2 ISO 41000

ISO 18480-2

ISO 18480-1

ISO 9001 ISO 41000

ISO 41000

ISO 9001 ISO 9001 ISO 18480-2 ISO 18480-2 ISO 41000 He says there is a case for bringing FM, safety and quality standards into a single business management framework that would cover all three aspects.

Newton believes the new standard should help FMs bring together the different elements of their role – encompassing asset management, services and overseeing third-party relationships – and better integrate with other elements of the business.

“We need to build up a base set of standards that deliver good practice, and get rid of the people who cut corners,” he says. “That’s where quality management and the FM really come together, in building safe operating systems and having consistency in the approach.”

Relevant benchmarks Quality can also help FM here, adds Mitchell, by ensuring it can keep up with changes in standards to ensure processes and behaviours remain valid.

“It’s like the Forth Road Bridge, where you had to paint it and when you got to the end you had to start again,” he says. “So they can give people benchmarks www.fm-world.co.uk

22-25 The Quality connection.indd 25

against which to measure performance, but they’re only good when they’re maintained as relevant. That’s where I would see a quality function having a real role to play, in a supportive rather than a policing capacity.”

In the longer term, the ideal model, believes Mitchell, would see the concept of quality built into FM rather than existing as a separate function. “FM fundamentally is a customer service business so if you’re going to succeed in that role, quality has to be part of the make-up of that function and of any individual within it,” he says.

“Where you see a quality function that’s a separate department, that’s where they become the policeman, and I’m not convinced that that’s ever positive,” he adds. “If you can rotate that role within a team, you’re beginning to self-audit and self-check compliance and quality of service. You’re achieving your objective, but you’re also enhancing and training your individuals to become more aware of some of the nuances and measurements that they might not initially see, but their customers might.” FM

ISO 41000

ISO 18480-1

ISO 18480-2

ISO 18480-2

ISO 9001

The new international standard for facilities management, currently under development, will outline a structure and framework for the practice of FM, as well as specifying organisational processes and key skills and competencies.

Back in of last year, ISO 41000 was heralded as a big step forward for the industry.

“The new standard will provide global consistency to the delivery of FM services and help to harmonise their specification and management,” said the then BIFM CEO Gareth Tancred.

“The economic and social benefits will be considerable in terms of the raising of standards of our facilities and services globally, ensuring we reach even higher levels of efficiencies.”

Alongside this, two technical standards for facilities management – ISO 18480-1 and ISO 18480-2 – are also being developed, which will provide a framework for agreements between service providers and their clients.

Existing quality and environmental management standards ISO 9001 and ISO 14001 were updated in 2015, including changes around the context of the organisation, risk-based thinking and leadership/commitment.

ISO 9001 also includes a new clause around post-delivery activities, which could see FM feeding back information to architects around building design. “The same thinking applies to the FM company which may commission various trade contractors on behalf of their clients, and may also impact on decisions about recycling and final disposal,” says Mark Woods, managing director of Statius Management Services.

FM WORLD | 24 MARCH 2016 | 25

17/03/2016 14:17

FM FEATURE

SMART CITIES

NICOLAS REYS

SMART CITY CYBER SECURITY The advent of smart cities will offer businesses unprecedented economic opportunities – as well as unprecedented levels of cyber security threats resulting from an explosion in the number of interconnected devices.

Nicolas Reys explains

26 | 24 MARCH 2016 | FM WORLD

26-28 Smart Cities.indd 26

www.fm-world.co.uk

17/03/2016 13:57

SMART CITIES

F

aced with rapid urbanisation, city planners are turning to technology to solve a range of problems associated with modern cities, themselves the outcome of a deepening integration of technology with urban landscapes. This is set to change how we experience – and what we come to expect from – the cities around us.

In practical terms, these transformative effects will arise from the combination of three pieces of technology: inexpensive logic controllers; millions of sensors connected to devices dispersed across a city; and a network that connects all of these nodes together and enables real-time communication.

Local city administrations and private sector organisations will need to work together in the future, identifying and prioritising critical assets, establishing a benchmark for their normal operation, and continuously ensuring that all parts of the city adhere to said benchmark.

Rapid component replacement – in the event of compromise or failure – and the secure segmentation of critical private assets from the city network, will be critical.

This level of connectivity will enable a better and more efficient provision of urban services. Amsterdam, Barcelona, Santa Cruz and Stockholm have begun the process of incorporating elements of a ‘smart grid’ – a network of interconnected sensors within the city – across many of their urban domains, including energy provision, transport

www.fm-world.co.uk

26-28 Smart Cities.indd 27

“Smart cities will widen the number of stakeholders and risk-owners to whom private organisations will need to be accountable” systems and telecommunications infrastructure. Inhabitants of these cities have begun to feel the benefits – but increased connectivity carries with it potentially severe cyber security risks that have yet to be fully revealed and, in many cases, mitigated.

How smart is smart?

The idea of smart cities relies on three fundamental ideas.

• Physical infrastructure can be used more efficiently as data analytics and artificial intelligence progress.

• Engagement of the urban population with the city administration can be achieved through e-participation – or the carrying out of civic duties through the internet.

• As technology continues to progress, computer systems will learn and adapt to challenges autonomously.

dependent on machine-tomachine (M2M) interactions and decision-making. This is in part a product of the sheer number of inputs and the frequency and speed with which associated calculations need to be completed. In the case of the energy grid, it would not be possible for a human operator to process all the data necessary to make decisions at the speed required by the system. But while M2M decision-making (M2MD) is an unavoidable and beneficial feature of smart cities, it is also one of the greatest risks.

The key challenge for organisations is ownership of cyber security more generally. By definition, smart cities will widen the number of stakeholders and risk-owners to whom private organisations will need to be accountable. Although various organisational functions have some form of responsibility for managing cyber security (IT, security, corporate risk, legal), it is imperative that there is clear senior ownership of and accountability for cyber security and that this is articulated in a clear organisational strategy.

New city, new risk With proper implementation, smart cities will provide tremendous economic, social and cultural advantages for inhabitants, for instance through smart meters providing realtime data to the consumer and electricity company on consumption.

Indeed, smart cities are

M2MD is a highly promising means of ensuring efficient automation across smart cities.

But given the absence of human operators, the risk of a cascading error is significant. (A cascading error refers to the potential for a small, unchecked mistake to spread through a system and become a systemic risk.)

FM WORLD | 24 MARCH 2016 | 27

17/03/2016 13:57

FM FEATURE

SMART CITIES

NICOLAS REYS

“Beyond traditional espionage operations, the large-scale destruction or disruption of physical infrastructure through computer systems could become a technical reality” For example, if a minor computing error caused a smart electricity reader to transmit inaccurate data readings to its control centre for a period of time this could lead to an automated, and mistaken, assessment that a particular private organisation’s premises required more electricity.

Smart cities will be composed of thousands if not millions of interconnected devices. Such a structure is a boon to criminals able to create or purchase and subsequently deploy selfpropagating malware, variants of which have been known to proliferate across multiple connected networks.

Private sector organisations and municipal authorities will share ownership of systems and the responsibility for their security; beyond adding legal and financial costs for the private sector, this will create the need for highly complex pre-planned incident response schemes involving multiple parties.

The potential destructiveness of a cyber attack on smart cities is such that even the threat of compromise of the city’s system is likely to be treated by governments and businesses as an existential one. In practice, private sector organisations are likely to be made accountable for the use of their networks by malicious intruders as the potential for the cascading effect of a single network breach will be magnified by smart cities.

28 | 24 MARCH 2016 | FM WORLD

26-28 Smart Cities.indd 28

Nation states Because the underlying network of smart cities will encompass most aspects of life in the city, should that network be compromised by an attacker it would grant them unfettered access to a target individual or organisation. For example, state-owned competitors could compromise a smart city’s infrastructure to gather intelligence on a large number of rival private sector firms.

This information could include movements of their executives within the city, private and commercial communications grabbed from the ubiquitous presence of ‘free Wi-Fi hotspots’ managed by the city, and many more.

Moreover, organisations operating within the city are likely to have their networks overlap to some extent with the city’s own network, or at the very least, have frequent data

transfers from their networks to that of the city. This would enable highly advanced threat actors such as nation states to exploit weaknesses within a city’s infrastructure to reach a target organisation and compromise the confidentiality of its network.

Beyond traditional espionage operations, the large-scale destruction or disruption of physical infrastructure through computer systems could become a technical reality.

Securing the future Organisations and city planners could take several precautions.

• Prioritise the security of critical assets: Contemporary networks are already impossible to protect in their entirety, a problem that will apply equally to smart cities.

Some components of the system will have to be made more secure than others. Public and private sector organisations would need to work together to identify the city’s critical assets and oversee the institution of appropriate security measures.

• Behaviour-based security: Auditing millions of separate devices for signs of malware is simply not feasible. A more workable approach would be to evaluate the behaviour of smart city components and systems against an established baseline of normal functionality or network behaviour. Any significant derivation from the norm would trigger an investigation into the possible presence of malware on the subcomponents.

• Rapid component replacement: Given the potential for component failure or attacks compromising these components, an automated replacement system will enhance the security of the whole system.

• Segment critical assets of private organisations from the

city’s network: Paramount to the security of organisations in the smart city environment is the segmentation of their critical assets from the city’s network.

Although costly and potentially reducing the effectiveness of the organisations, this policy will enable organisations to contain and mitigate any threat actors exploiting vulnerabilities in the smart city network to reach their assets.

Better together Private organisations will need to build relationships with their local governments and security agencies, which will have the onus of decision-making in their city’s transformation into a smart city. They should also seek to understand whom the city has selected as a core security provider. These often private sector entities will understand the development of a city’s infrastructure and the future security requirements of the city at a macro-level across all areas of security. As such, they are able to provide private sector organisations with appropriate advice to best keep abreast of a city’s developing infrastructure.

Finally, organisations operating in similar sectors should seek to share information around smart city initiatives, providing one another with insight into the forthcoming development of the city and their associated challenges. FM Nicolas Reys is responsible for delivering cyber security projects for clients of Control Risks, leading Control Risks’ qualitative and quantitative data gathering and analysis capabilities www.fm-world.co.uk

17/03/2016 13:57

In the past, people let them down, but we’re building them back up.

Carillion is committed to providing good career opportunities, but we recognise that some people may struggle to get the help they need to secure a job.

Through Business in the Community’s ‘Ready for Work’ scheme, we’ve given support to more than 400 people, many of whom have gone on to work for us or our suppliers.

Recruitment shouldn’t be about a person’s background. It’s about finding the right people for the job and supporting them.

Join us. See past their past. gov.uk/seepotential

Richard Howson CEO, Carillion

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14/03/2016 15:12

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FM BUSINESS

BIFM ANNUAL GROUP REPORT International affairs: The international SIG holds monthly meetings on a range of issues

GROUP REPORT INTERNATIONAL EVENTS Over the past six months the ISIG has organised a range of events featuring geographies from Hong Kong to North America and the Middle East, and topics as varied as service standards, training and development, office productivity and estate management, all with an international twist. In December we

discussed Brexit issues.

Polycom provides virtual meeting software solutions to enable those who can’t be present to dial into some events. A synopsis is produced to highlight the key points. To read these synopses, go to www.bifm.org.uk/ bifm/groups/sigs/intal

OVERVIEW ● The International SIG is a forum for FMs responsible for, or interested in international FM practice. Its links offer a chance to network with more than 18,000 facilities professionals in 84 countries, as well as those in the UK. Members are based overseas as well as the UK. The highest percentage of group members are MBIFM.

INFLUENTIAL PEOPLE

KEY ACTIVITIES BIFM ISIG — 2016 Annual Leadership Forum The group’s goal is to share insights and ideas about international FM practice with members. To this end, the group is hosting an annual debate, the results of which will be published to group members in the form of a white paper.

15 senior FM leaders with experience of working internationally will take part, drawn from in-house corporate real estate departments, FM sector procurement and service providers operating internationally.

The debate’s theme is outsourcing across borders. it will centre on five key themes:

– Key priorities from a client and service provider perspective of working across borders; – How to achieve service standard consistency across different countries; – Working with cultural differences; – Legislative, compliance and risk and how to manage that; and – Variations in market maturity and what this means in practice The forum will take place in June with its findings published to coincide with World FM Day on 13 July. To nominate someone to attend the event as a debate participant, email steve.gladwin@ nodussolutions.co.uk

FORTHCOMING EVENTS STEVE GLADWIN BIFM appointed Steve Gladwin, chair of the International SIG, as a non-executive director to the board of Global FM. Global FM is a federation of membercentric bodies. Steve is a past chair of Global FM and will be focused on supporting Global FM’s plan to be the conduit for furthering the knowledge and understanding of FM and sharing best practice internationally among its member organisations.

For more information go to www.globalfm.org. www.fm-world.co.uk

31_Group_report.indd 31

ALAN RUSSELL is head of engineering and facilities at Heathrow Terminal 5.

An International SIG committee member, he began his career as an apprentice engineer, going on to work in various FM-related roles from operational accountability for large infrastructure systems to strategic planning and commercial.

In his current position he has leveraged FM to transform the customer experience at Heathrow.

Russell is the current BIFM FM of the Year.

WILL BOWEN is the International SIG committee member leading World FM Day activities. Bowen is FM at Action Aid, a global non-governmental organisation supporting women and children living in poverty in more than 45 nations. Bowen manages and supports a portfolio of properties from Afghanistan to Zimbabwe.

Activities Bowen is reponsible for include security, compliance, training and project management for an office move in Haiti.

• 21st April, PechaKucha debate: the motion is ‘In emerging markets compliance isn’t about doing the right thing’, at British Arab Commercial Bank in London.

• 8th June, South Africa: Effective FM in a diverse cultural environment. Attended by 20 visiting FMs from the Netherlands.

• 17th May, The perfect ambassadors for international FM: the Foreign and Commonwealth Office (FCO) case study at Arcadis in London.

• 13th July, World FM Day: Events speaking on the theme of productivity and empowerment will be held throughout the day.

GROUP CONTACTS Group chairman Steve Gladwin steve.gladwin@nodussolutions.co.uk

Events coordinator Claire Sellick clairesellick@btinternet.com

Secretary Joanna Lloyd-Davies jld@joannalloyddavies.co.uk

Treasurer Paul Philips paul.phillips@assurityconsulting.co.uk FM WORLD | 24 MARCH 2016 | 31

17/03/2016 16:50

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FM MONITOR

MARKET INTELLIGENCE

INSIGHT ECONOMY

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

SERVICES PRODUCER PRICE INDICES Q4 2015

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

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

THE PRICE OF SERVICES SOLD BY UK COMPANIES, AS ESTIMATED BY THE AGGREGATE SERVICES PRODUCER PRICE INDEX (SPPI), INCREASED 0.6% IN THE YEAR TO Q4 2015, COMPARED WITH AN INCREASE OF 0.2% IN THE PREVIOUS QUARTER.

0.6%

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

Consumer Price Index (CPI): The CPI rose by 0.3 per cent in the year to January 2016, compared with a 0.2 per cent rise in the year to December 2015. This is the third consecutive month of small increases, with the rate in January 2016 being the same as it was in Jan 2015. The main contributors to the rate rise were motor fuels, and to a lesser extent food, alcoholic beverages and clothing.

BETWEEN Q3 AND Q4, THE AGGREGATE SPPI ROSE BY 0.4%, COMPARED WITH NO MOVEMENT BETWEEN Q2 AND Q3 2015.

REAL ESTATE ACTIVITIES CONTINUED TO SHOW THE LARGEST RISE IN PRICES, UP BY 3.7% IN THE YEAR TO Q4. THIS WAS MAINLY DUE TO REAL ESTATE AGENCY PRICES, WHICH GREW BY 7.3% IN THE YEAR TO Q4 OF 2015, FROM AN INCREASE OF 7.6% IN THE YEAR TO Q3 OF 2015.

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

Hourly rate from 1 Oct 2015

Aged 21 and above

£6.70 (up from £6.50)

Aged 18 to 20 inclusive

£5.30 (up from £5.13)

Aged under 18 (but above compulsory school age)

£3.87 (up from £3.79)

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

£3.30 (up from £2.73)

SHUT TERSTOCK

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

Hourly rate from Nov 2015

UK Living Wage

£7.85 per hour

London Living Wage

£9.15 per hour

www.fm-world.co.uk

33_Insight.indd 33

PRICES FELL 0.8% AND 9.4%, RESPECTIVELY IN THE YEAR TO Q4 2015, COMPARED WITH FALLS OF 0.6% AND 7.8% IN THE YEAR TO Q3.

SOURCE: OFFICE FOR NATIONAL STATISTICS

Source: (www.ons.gov.uk)

EMPLOYMENT

THIS WAS DUE TO A RISE IN THE PRICES FOR OFFICE LETTINGS IN THE REST OF THE UK, EXCLUDING LONDON. THE INCREASES SEEN IN PROFESSIONAL, SCIENTIFIC AND TECHNICAL ACTIVITIES, TRANSPORTATION AND STORAGE, AND REAL ESTATE ACTIVITIES WERE PARLY OFFSET BY FALLS IN THE PRICES CHARGED FOR DATA AND COMMUNICATION SERVICES, AND WATER, SEWERAGE AND WASTE MANAGEMENT.

SME RENEWABLE ENERGY MARKET 2016-20

ZERO-HOURS CONTRACTS

Values in the small and medium renewable electricity and renewable heat market, at estimated installed values, saw a peak in 2011, reflecting advantageous subsidies. Since then, the market has fluctuated but remained above £2 billion a year. The key driver has been solar photovoltaics (PV), accounting for 80 per cent of all renewable electricity and 98 per cent of all installations under the Feed In Tariff (FIT). Private homes were the main area of application until 2012, but this market has fallen while demand from the commercial sector has grown. All other small-medium size renewable energy technologies have grown since the introduction of FIT in 2010, albeit at more modest rates than solar PV. The Renewable Heat Incentive (RHI) subsidy programme has boosted the number of renewable heat technologies, but wood-fuelled boilers are the most widely installed type in the non-domestic sector. In the domestic sector, heat pumps have been popular.

Up to 2020 the market faces falling government support as well as lower gas and electricity prices, so growth will be at an individual product level rather than an overall market level, unless the government restores support.

Source: AMA Research

The latest estimate of the number of people employed on zero-hours contracts in their main employment is 801,000 for October to December 2015 – that’s 2.5 per cent of people in employment – higher than October to December 2014 (697,000 or 2.3 per cent of people in employment).

Zero-hours workers are likely to be female, young, part-time, or in full-time education when compared with other people in employment. On average, they work 26 hours a week. About 37 per cent of such workers want more hours, with most wanting extra hours added in their current job.

SOURCE: OFFICE FOR NATIONAL STATISTICS

FM WORLD | 24 MARCH 2016 | 33

17/03/2016 13:58

FM MONITOR

RICHARD ROBINSON

LEGAL UPDATE

Richard Robinson is an associate at Shulmans LLP

TENAN TED BU IL DI N GS – DI L A P I DAT I O N S CL A I M S

hat are the practical issues of W dilapidations claims and how should FMs charged with taking care of tenanted buildings deal with them? Richard Robinson outlines the responsibilities FMs of tenant companies are often tasked with maintaining the condition of ageing buildings at minimal cost in order to provide a suitable working environment for their companies’ employees.

But how does this sit with the legal responsibilities a tenant company may owe to its landlord when considering issues as to disrepair? What are the risks and how can they be managed?

seeking actually represents the damages properly recoverable at law as a consequence of an alleged breach of contract (the lease and other lease documentation).

In many instances a costed schedule sent by a landlord will have little bearing on the actual damages at law that they are entitled to recover.

company’s repairing liabilities are being met.

Although many landlords only bring dilapidations claims against a tenant at the end of a lease it is possible for interim claims to be brought by a landlord during its term. The tenant’s lease should be checked to determine whether it includes provision for the landlord to bring an interim repair claim.

Such provisions will usually require the tenant to remedy any breaches of the repair obligations within a certain period of time, failing which the landlord will be entitled to enter the premises, carry out the works and claim the costs back as a debt.

1⁄

To properly defend a dilapidations claim it is best to bring together a team of professionals to analyse the tenant’s actual liability. The team is likely to include a specialist solicitor, building surveyor and valuation surveyor, but could also require other professionals.

This may look expensive, but the costs savings that expert advice can achieve may far outweigh the initial expenditure.

It is not unknown for advisers to offer their services on a ‘no-win no-fee’ arrangement, but these should be approached with caution.

2⁄

4⁄

What is a dilapidations claim?

This is a claim for damages for the alleged failure on the part of the tenant to comply with the repair (and other) obligations in a lease.

A tenant is normally obliged to keep the rented property in a certain standard of repair and condition. If that standard or condition deteriorates during the tenant’s occupation of the property, the landlord may have an actionable claim.

Dilapidations claims are often brought by a landlord at the end of the lease when a ‘schedule of dilapidations’ is prepared by a building surveyor and sent to the tenant. Often this schedule will suggest certain remedial works are required and the landlord will then request a sum of money in lieu of these works having been carried out.

But a tenant should be wary of this approach and consider whether what the landlord is 34 | 24 MARCH 2016 | FM WORLD

34_Legal update.indd 34

Defending a claim

3⁄

Interim claims, FM obligations

Issues relating to dilapidations should not be left until the end of the lease but regularly reviewed.

While many FMs will, of course, regularly review maintenance issues for their properties it does not necessarily follow that their

Check the lease

Determining that such a clause exists in the company’s lease may assist an FM when negotiating maintenance budgets with its financial controllers. If there is such a clause, there is a risk that if the property is not properly maintained, the landlord could enforce an interim claim against the company. Again, advice from specialist solicitors and surveyors can help identify these risks for FMs.

5⁄

Service charges

Most leases of office space will include obligations to repair on both the landlord and tenant. Maintenance of shared services, communal areas and the exterior of the building are likely to be the responsibility of the landlord under a lease’s service charge provisions.

Here, the landlord may be obliged to carry out certain works to maintain the building, but will

likely have the ability to charge that cost back to the tenant pursuant to the service charge provisions in the lease.

So it is important to determine whose responsibility it is to maintain specific parts of the building before any works begin. The landlord should not carry out works and claim them back under the service charge provision if those works are the tenant’s responsibility.

Tenant FMs should also consider whether the landlord is obliged to consult with them before carrying out certain work under the service charge provisions. It should also be borne in mind that a landlord’s costs of carrying out works under the service charge should be reasonable and that the landlord may not be able to pass on the costs of significant repair works if the lease is nearing expiry.

6⁄

Conclusion

It is normally in both the landlord’s and tenant’s interests to maintain a property to a high standard. A well-maintained property usually contributes to the wellbeing and productivity of a tenant’s employees and should help to maintain the value of the property.

But determining the responsibility for repair under the terms of a lease involves technical issues that need to be assessed properly to understand the true liability owed by one party to another. There is much that FMs can do to mitigate repair risks by putting together the right professional team from the start of a tenant’s occupancy of their premises. FM www.fm-world.co.uk

17/03/2016 11:14

FM MONITOR

JOHN AUSTIN

HOW TO...

John Austin Is national sales manager for pest control at Mitie

B ED BU G S AN D FL EA S – T H E H I DDEN O FFI CE M E NAC E

est control expert John Austin discusses P the risk of bed bug and fleas infesting the workplace FMs might be inclined to think that they wouldn’t have a biting insect problem in the workplace, but they should think again.

Wherever they can find a quiet spot undisturbed, bed bugs, fleas and other biting insects can settle and install themselves – they are expert hitchhikers.

Bed bugs are not only found in beds. Behind skirting boards and wallpaper, under carpets and cracks in the floor – these bugs can thrive in just about any crevice. Their oval, flattened brown bodies are ideally suited to hiding in any dark place, and once established bed bugs are a highly formidable pest – females lay up to 300 eggs over their lifetime.

Consider the ability of fleas to jump up to seven inches vertically and nearly 13 inches horizontally.

It means they’re able to scale vast sections of your premises. Fleas are commonly associated with cats and dogs, but can be carried on a variety of other animals including livestock, foxes, and rabbits. They can even hop onto your shoes and trousers and get a lift into other areas that you visit or live in. And they are hardy. If a food source is not readily available they can still survive, lying dormant for several months, even though they won’t be able to reproduce.

Perhaps the most surprising threat about bed bugs and fleas is their ability to spread geographically. They can be dispersed unknowingly to furniture, someone’s luggage or on their body or clothing. We have even seen news reports about bed www.fm-world.co.uk

35_How To.indd 35

bugs infesting aircraft and HGV cabs.

Identifying a threat It is often difficult to decide if a pest problem is genuine or not and if the bites have occurred at the workplace or elsewhere. A range of factors other than bedbugs or fleas could cause bites, and they’re often difficult to detect.

• Mites from pests including birds can also result in bite-like symptoms.

• People feeling itchy because of environmental conditions; fear of insects and/or as a reaction to other people claiming to have been bitten.

• Reaction to static electricity around IT and other equipment.

• Blaming the office when the bites have occurred elsewhere.

It is difficult to pinpoint when a bite has occurred as some people react both more quickly and severely than others.

Taking precautions The worst part of having pests that are ‘invisible’ means that you don’t realise that biting insects are there until the telltale signs appear. There are some steps you can take to combat the worst

effects of biting insects in your workplace.

• Educate the staff so they know what signs to look for, or what to do if they think they’ve found or suspect biting insects.

• If you are going somewhere that you know has a bed bug or flea problem, keep your belongings stowed away safely, preferably in plastic bags or boxes.

• Tidy up. Remove piles of unnecessary paper, (or even fabric). Always clean and vacuum thoroughly, and check the less frequented corners of your workspace. Be particularly vigilant in common areas, lounges or storerooms and cupboards.

• If you find or suspect biting insects, inform the FM who is authorised to deal with pest control issues. Don’t panic if it’s just one; if it’s an infestation it needs to be dealt with quickly.

Methods of treatment Bed bugs: Although not a crisis issue in UK workplaces as in other countries, bed bugs remain a risk, as international business travel is commonplace and bed bugs relocate easily this way. It’s worth knowing how to manage in the eventuality of an outbreak: A fast and accurate way to detect bed bugs is the use of a sniffer dog. Bed bug sniffer dogs are trained specifically to detect bed bug infestations and do so with 98 per cent accuracy.

Human visual inspection is only

“The worst part of having pests that are ‘invisible’ means that you don’t realise that biting insects are there until the telltale signs appear”

30 per cent accurate.

Targeted detection means that the blanket use of pesticides is not employed, reducing toxicity levels and inconvenience to the client. Our methodology can be summarised as “what we find we treat”, which means if we find rooms with bedbugs we carry out a SID (steam, insecticide and diatomaceous earth) treatment.

This eradicates any problems and allows the affected room to be back online 24 hours later owing to the low toxicity of the treatment. In places where dogs can’t be used, detailed inspections using flushing treatments and bedbug monitors are carried out.

Fleas (and other biting insects): Carry out detailed visual inspections. This can be supported with crawling insect monitors and heat lamps to identify if your problem is flea-related or involves another type of insect. This will also determine if your itchy issue is non-pest related.

• If fleas or other biting insects are suspected, treatment with careful, targeted insecticide application is carried out at a safe time to minimise disruption.

• Treatment with anti-static sprays to carpets can also be carried out if this is suspected to be the source.

• For fleas specifically, after the initial treatment with residual insecticides, maintenance treatments may follow using an insect growth regulator that is non-toxic to mammals.

The active ingredient stops the larvae maturing into adults, which is when they can bite and reproduce. This will either eradicate the flea population or reduce it to its lowest impact. FM FM WORLD | 24 MARCH 2016 | 35

17/03/2016 11:33

FM MONITOR

STEVE MARTIN

TECHNICAL

Steve Martin is head of the Fire & Security Association (FSA)

ELIM INATIN G SYST EM S ER RO R S

teve Martin looks of the Fire & Security S Association looks at the causes and consequences of fire systems going wrong – and how to minimise the risks Fires are devastating, but how can you quantify the damage they cause? The consequences range from damaged property, loss of possessions to – in the worst case – a fatality. Within this broad spectrum are a number of other outcomes that are often less obvious – traumatised victims, reputational damage, and, in some cases, criminal and civil liability.

There’s also the impact the fire has on the building. We’ve all read about blocks of flats or offices left empty for a number of years while fire investigations (and the renovation work required to bring a building back to operational standard) are carried out, hospitals losing specialist units because of fire damage, and schools having to source temporary or alternative accommodation for their pupils while fire damage is rectified.

1⁄

Disruption to business

In this scenario, staff, occupiers or residents will be disrupted or displaced, and the building’s owner may have to pay compensation and legal costs or meet the cost of finding alternative accommodation for the business or organisation – as well as for the renovation of the original building. This may sound like a minor consequence compared with the impact of fires on people and their lives, but it is one that affects a

36 | 24 MARCH 2016 | FM WORLD

36_Technical.indd 36

business’s bottom line – in some cases seriously.

Having the correct fire systems won’t stop buildings from being damaged by fires, but they play a crucial role in identifying and fighting them, and alerting a building’s occupants of the need to evacuate if one starts. But if they are not installed correctly and a fire spreads or evacuation time is cut because of a defective or poorly functioning system, the owner may face some or all of the consequences and liabilities mentioned.

2⁄

Risks versus costs

This may sound like a basic observation, but as these systems don’t provide a direct contribution to turnover and profit, it can be a challenge to make building’s owner understand the need for continued investment and maintenance of a fire detection and alarm system – even when legislation and a fire risk assessment underpins the need for doing so.

In a scenario where cost is the deciding factor, there’s a risk of the system not being installed or maintained against the proper criteria. This increases the risk of it not working or working incorrectly – putting the building’s owner – or their designated responsible person – in breach of the fire safety order and at risk of a fine or a prison sentence.

3⁄

False alarms

There’s also an increased risk of a false alarm, which can incur a fine if it happens repeatedly.

The London Fire Brigade charges £295 plus VAT if it is falsely called out to the same site more than 10 times a year – an initiative that generated more than £500,000 in fines in its first year – £177,000 of this coming from 10 London hospitals.

This is a relatively minimal sum compared with the estimated £1 billion false alarms cost the UK, but this approach hasn’t been introduced to make money or recoup some of costs associated with them – it has been introduced to reduce resources fire services waste on false alarms. The London Fire Brigade has stated that it attended more than 35,000 false alarm callouts from automatic fire alarm systems in 2014, so it is clear that something needed to be done to reduce the amount of time and resources spent on responding to them.

4⁄

Correct installation

But fining repeat offenders will only achieve so much – a far better approach is to prevent false alarms and ensure that fire systems function properly. This starts with making sure the building’s owner is willing to make the initial investment in these systems, but the other important consideration is to make sure that the contractors installing and maintaining these systems have the relevant skills, knowledge and experience to carry out the work.

This may sound like standard

practice, but there are many instances where contractors with no background in fire systems are asked to install and maintain them as part of wider job.

Procuring contractors without the relevant skills, knowledge and experience to carry out this type of work wouldn’t fulfil duties and obligations under the CDM regulations and offers a poor defence to enforcing authorities.

5⁄

Vet your installer

One way to avoid being put in this position is to look for evidence that the people installing and maintaining your fire systems have some form of accreditation – recognition from an independent third party of their ability to perform the task that they are being asked to carry out. This can take a number of forms – either specialised accreditation following an assessment by a recognised organisation (in the case of fire systems the two preferred options are BAFE SP203-1 and LPS 1014) or through membership of a relevant trade association.

Making sure that contractors have this thirdparty accreditation is a worthwhile investment. The legal, commercial, human and reputational consequences of fires whose damage could have been reduced by having properly installed and properly functioning fire systems are grave. But by ensuring the budget is available and invested in the right systems and the right contractors it is easy to mitigate the risks of fires and false alarms. FM www.fm-world.co.uk

17/03/2016 11:15

FM CALENDAR APRIL

12 13-14 13-14 13-14 19-21 20 20 21 21 26-28 26-28 27-28 27-28

YOUR CAREER OUR COURSES TRAINING FMs FOR OVER 20 YEARS

Building Surveying and Maintenance Managing Building Services Effective Space Planning Fire Safety Understanding FM (Foundation) Personal Effectiveness CDM Regulations FM Contract Models IOSH Managing Accessibility Professional FM 1 (Intermediate) Team Leading (ILM Level 2) Managing Catering Contracts Advanced Building Services

MAY 09 10 10-11 10-12 11 12

Telephone

+44 (0)20 7248 5942

facebook.com/bifmtraining

Selected forthcoming features in FM World:

Trends & Innovation in FM The Tender Process IOSH Risk Assessment in Practice FM Business School (Advanced) Contract Management Negotiating to Win

info@bifm-training.co.uk | www.bifm-training.com

twitter.com/bifmtraining

linkedin.com/company/bifm-training

Î

21 April issue:

Î

5 May issue:

Î

19 May issue:

Workplace interiors Data security Mechanical and engineering maintenance

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

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

Features are subject to change - please contact the editor for further details. FM World welcomes contributions and ideas for articles.

Send a short synopsis to Martin Read at martin.read@fm-world.co.uk.

Please note that we reserve the right to edit copy submitted for publication in the magazine.

Future Features HPH 240316.indd 1

FMW.240316.037.indd 037

FM WORLD | 24 MARCH 2016 | 37 14/03/2016 15:00

14/03/2016 15:07

BIFM NEWS

BIFM.ORG.UK

THINKFM CONFERENCE

Productivity debate and FM Make sure you book your place at this year’s ThinkFM conference, which takes place on 18 May in London.

The 2016 conference theme is ‘ThinkFM: Think Productivity’, exploring FM and the workplace’s role in enabling organisational productivity.

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

Highlighted speakers and sessions include: ● Conference chair – Kirsty Lang ● Happiness and productivity:

Eugenio Proto, associate professor of economics, University of Warwick ● Setting an aspirational agenda for wellbeing that’s good for employees and good for business: Dr Jill Miller, research adviser, CIPD ● Productivity – our problem, their problem or your problem? Polly Plunket-Checkemian, consultant and strategist in commercial property and asset management If you cannot attend in London on 18 May, you can get involved in the productivity debate through our online streaming option. Tickets for this are priced at £99+VAT and enable you to watch wherever you are in the world. As a delegate you will also have access to the playback video series. All ThinkFM delegates 38 | 24 MARCH 2016 | FM WORLD

38_40_BIFMNews.indd 38

Do not miss out on the workshops and seminars to be held at the Career Zone

will also have the opportunity to participate in polls and discussions via Twitter and our dedicated conference app. i See more about ThinkFM and book at www.thinkfm.com

FACILITIES SHOW

Careers Zone BIFM has released the first details of what FM professionals can expect from the dedicated ‘Careers Zone’ when it returns to ExCeL as part of Facilities Show from 21-23 June.

With more than 11,000 visitors expected at Facilities Show, the BIFM Careers Zone will support FM professionals with all aspects of career advice through a series of 26 tailored sessions spanning the three days.

Each 20-minute session has been carefully planned to ensure that all facets of career and professional development are covered, and are reflective of today’s FM climate.

The programme includes advice clinics, workshops and seminars on the key topics that today’s FM should be informed about – from networking to pay gaps, from mentoring to how to take your career internationally, and from influencing skills for a pay rise to hearing from current FM of the Year, Alan Russell.

BIFM special interest groups will also be sharing their expertise, including Rising FMs and People Management – who will be looking at performance management.

Alongside the educational programme the zone will also host The FM Network, COREcruitment, BIFM Training, Sodexo, and PIP Professional Training & Services, which will offer tailored careers advice on how to be involved with their organisation.

collaborate to deliver high-quality business performance.

All FM professionals are welcome to host events such as social media activity, luncheons, seminars and workshops to celebrate and promote FM during the week 11-15 July.

Celebrations for World FM Day will be led across six continents

by Global FM members, including BIFM. For details on World FM Day, to get support with organising your own World FM Day event, or to access materials to promote the day in your organisation, go to www.globalfm.org. You can also follow @WorldFMDay for updates. i World FM Day events hosted by BIFM will be listed on www.bifm.org.uk/events

BIFM AWARDS

People, innovation, impact

World FM Day – 13 July events

The deadline for entries/ nomination in the 2016 BIFM Awards is 27 May; so now is the ideal time to start thinking about what categories are of interest.

For the 2016 BIFM Awards all categories will once again succinctly be related to FM’s people, innovation, and impact – reflecting the important roles FM plays in business, the economy and society.

Global FM, the Global Facility Management Association, has announced Wednesday 13 July as the date for World FM Day 2016.

The theme will be ‘Empowering people for a productive world’, and will look at how FM enables different business disciplines to

People ● Newcomer of the Year* ● Leader of the Year (new for 2016)* ● Manager of the Year (new for 2016)* ● Lifetime Achievement (nominations close 29 July)

i Access to the BIFM Careers Zone and programme content is free – pre-booking is not necessary, just register at www.facilitiesshow.com

WORLD FM DAY 2016

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

17/03/2016 13:58

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

● Team of the Year ● Learning and Career

Development *Open to direct entries or nominations Innovation ● Innovation in Technology and Systems ● New Product or Service of the Year Impact ● Brand Impact ● Impact on Customer Experience ● Impact on Organisational Performance (new for 2016) ● Impact on Sustainability ● Societal Impact ● Workplace Impact i For details of the BIFM Awards and full category criteria go to www.bifmawards.org

QUALIFICATIONS

Study Direct with BIFM BIFM has expanded its online study options for qualifications in facilities management to include the Level 4 management-level qualifications. Delivered and assessed through ‘BIFM Direct’, the qualifications are open to FM professionals who can manage their study around their commitments, studying anywhere, anytime and at their own pace.

Initially the platform, which can be accessed from any device at any time, 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.

For employers, BIFM Direct provides a flexible, cost-effective solution to upskill employees while offering the benefit of a recognised formal qualification.

Whether supporting a select number or whole workforces through the qualifications, BIFM www.fm-world.co.uk

38_40_BIFMNews.indd 39

BIFM COMMENT

James Sutton is CEO of BIFM

THE PRODUCTIVITY DEBATE AND FM’S ROLE IN IT

hen scouring the national headlines around the current debate on the ‘productivity puzzle’ we find next to no mention of the role of the workplace and facilities in delivering upon the productivity promise. The debate is trying to unpick the UK’s productivity issues; the latest reports show the gap between the UK and the rest of the G7 widening and now at its greatest since records began (1991) with only Japan below us. Debates on labour productivity in the national press focus on talent, infrastructure, economic balances and new growth sectors and geographic distribution, but little coverage of the workplace and facilities environment to foster productivity.

Facilities are there to do exactly that – ‘facilitate’ the businesses that they are there for.

Forward-thinking businesses realise this and leverage their facilities as part of their business strategy and go far beyond the basics.

The debate in the FM media is alive and well, but how do we take the insight of the facilities management profession and convey its contribution in terms of value to organisational performance to the wider business community? Ultimately, our primary audience is business leaders; business leaders need to understand how through leveraging their facilities and workplaces as part of a coordinated business strategy they can unleash the untapped potential in their business and raise their productivity levels to meet their strategic objectives.

This has been the impetus behind the evolution you see in two of our flagship programmes to champion our profession and challenge and drive forward the latest thinking, our annual conference, ThinkFM and our Awards. Our Awards focus on the impact of FM on business and society; FM impacts business performance in a multitude of ways from affecting the brand perception and representation of an organisation, the experience that customers have when engaging with a business, or through a workplace that enables the business to release more of their human capital potential, ultimately we are all working to contribute towards the performance of the organisations we work for.

This year we’ve introduced a new category to recognise and identify those very initiatives that can be demonstrably linked to delivering improvements in performance in their organisation’s top-level business metrics. The new category is Impact on Organisational Performance.

ThinkFM, our annual conference, has evolved. In 2015 we focused on business performance with gaining competitive advantage through the workplace, and this year the theme is ThinkFM: Think Productivity – focusing on FM’s role in business performance and the economy to facilitate productivity levels. Every organisation faces its own challenges, circumstances and internal struggles, but universally all face the same key questions; how do we create value for our chosen market and how do we do this most efficiently?

Join us in the debate online and at ThinkFM and bring forward your examples of how FM makes a difference both through the Awards or our magazine features. Let’s raise FM’s business and economic profile.

W

“ALL FACE THE SAME KEY QUESTIONS; HOW DO WE CREATE VALUE FOR OUR CHOSEN MARKET AND HOW DO WE DO THIS MOST EFFICIENTLY?”

i www.thinkfm.com www.bifmawards.org

FM WORLD | 24 MARCH 2016 | 39

17/03/2016 13:58

BIFM NEWS

BIFM.ORG.UK

Direct can offer employers a solution to fit in with their talent management programme.

To achieve a Level 4 qualification, learners are empowered to self-study with all the learning and assessments materials available to access via BIFM Direct. Learning is supported by audio-visual materials and tutorial support alongside monthly webinars and recordings hosted by BIFM. This enables learners to progress through the qualification units at a pace that suits their professional and personal circumstances.

BIFM Direct is one of many ways an FM professional can opt to study. Other options include face-to-face learning, evening classes, and distance learning, which are offered via a network of 30 Recognised Centres. i To find out more about studying online with BIFM, visit www.bifmdirect.org, or to find out about other methods of study, go to www.bifm.org.uk/qualifications

BIFM SOUTH REGION

Black belt negotiation Last month BIFM corporate member Helistrat Ltd hosted February’s BIFM South CPD event at its Lakeside Business Park Centre in Portsmouth.

Tom Flatau of Team Working International – an internationally acclaimed speaker, coach, and sales and negotiation expert – told attendees about how to become a ‘black belt’ negotiator.

His five-point plan under the headings of Prepare; Discuss; Propose; Trade and Close showed that unless fully prepared, most negotiations fail for one or both parties.

He demonstrated the pitfalls of negotiation and how people focus on the wrong elements, as they are keen to get straight into 40 | 24 MARCH 2016 | FM WORLD

38_40_BIFMNews.indd 40

the ‘propose’ stage without fully preparing themselves.

His final warning was to beware of “nibblers” – those who carry on negotiating once the deal has been done because they can gain extras because the other party does not want to lose the deal.

Thanks to Helistrat for hosting and providing refreshments, and to Tom Flatau for an excellent presentation. i See more about the BIFM South Region at www.bifm.org.uk/south.

BIFM South Region is supported by Procore and The Resourcing Group.

REGIONAL AWARDS

Scotland There is now just a week to enter the BIFM Scotland Recognition Awards 2016. The deadline for entries is 1 April.

The three awards categories are: ● FM Professional of the Year ● FM Team of the Year ● FM Project of the Year.

Sandy McNaughton, chair of BIFM Scotland Region, said: “These Awards recognise and showcase outstanding FM in the Scotland Region and further afield. I therefore urge FM professionals, organisations and projects to enter these awards for the opportunity to gain well deserved public recognition for their contribution to the industry.”

Winners will be announced during the annual Gala Ball in The Marriott Hotel, Glasgow on Saturday 7 May. Tickets and tables for the Gala Ball are now on sale and start from £85+VAT. They can be purchased from www.bifm.org.uk/ BookScotlandAwards16. i Deadline for entries is 1 April 2016. For details go to www.bifm.org.uk/ scotlandawards2016

BIFM TRAINING DEVELOPING YOUR CORE CAPABILITIES IN 2016

hese long-established and highly successful programmes range from introductory through to advanced-level training, offering a clear pathway for you to develop those essential core capabilities in FM and climb the ranks in your career.

T

The flagship foundation course ‘Understanding FM’ Our most popular programme runs every month and offers a sound introduction to the profession. It is suitable for newly appointed staff and those with under 2-3 years’ experience who are looking to broaden their range of responsibilities and skills. The included site visit provides an invaluable insight into FM in practice. This course is held in central London (unless otherwise stated) and 2016 dates include: 19-21 April 14-16 June 17-19 May (Edinburgh) 19-21 July Intermediate ‘Professional FM 1 & 2’ modules For those with more than two years’ experience, these modules can be attended in either order, and will help you to develop your managerial abilities. Professional FM 1 explores the scope, extent and diversity of the FM function, plus techniques that will add value to the FM operation. Professional FM 2 concentrates on commercial awareness and aligning the FM function with organisational goals and risks, and explains how to build relationships with clients, suppliers and specialists. Both courses are held in London (unless otherwise stated) on: The Professional FM 1: 26-28 April 20-22 Sept (Edinburgh) 28-30 June The Professional FM 2: 7-9 June 1-3 Nov (Edinburgh) 27-29 Sept The advanced ‘FM Business School’ This is a case-study driven course aimed at FMs with more than three years’ managerial experience to enhance strategic understanding of FM to aid more effective communication with senior management. It will allow you to demonstrate the relationship between your FM operations and changing corporate objectives so that the vital role of a professional FM service is recognised as a key contributor to business success. It is held in London on 10-12 May and 8-10 November. i To book a place, email info@bifm-training.co.uk, call 020 7404 4440, or visit www.bifm-training.com

www.fm-world.co.uk

17/03/2016 13:58

FM DIARY

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

INDUSTRY EVENTS

HOME COUNTIES REGION

SCOTLAND REGION

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.

26 May | Vodafone’s FM strategy More information to follow.

Venue: Vodafone House, The Connection, Newbury, Berkshire RG14 2FN Email: Sophie.buck@xenongroup. co.uk for more information.

7 May | Scotland Region Gala Ball and Recognition Awards The region’s annual awards dinner, hosted by Scottish TV and radio star David Farrell. 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.

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 8 June | Quora Smart Working Summit In partership with BIFM. The summit is to explore the issues of dwindling productivity, and how to reverse the trend.

Venue: St.Paul’s 200 Aldersgate, London EC1A 4HD Web: tinyurl.com/quorasmw0616 21-23 June | Facilities Show, in association with BIFM An annual facilities management 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.

13 July | World FM Day Various events planned, to be confirmed.

Venue: TBC Web: Email communications@ bifm.org.uk for more information, or visit globalfm.org/events/worldfm-day-2016. www.fm-world.co.uk 41 | 8 MAY 2014 | FM WORLD

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LONDON REGION 14 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 David.Howorth@ condecosoftware.com 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 past 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.

22 June | Region golf day More details to follow.

Venue: Rudding Park Hotel, Rudding Lane, Follifoot, Harrogate HG3 1JH Contact: Email Sue Gott at north@bifm.org.uk or visit www.regonline.com/ northregiongolf2016 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 7 July | North Region Summer Ball 2016 Black tie event, including dinner and live entertainment. Early bird tickets on sale (£99 per ticket) until 29 March.

Venue: Hilton Hotel, Deansgate, Manchester M3 4LQ Contact: Email Sue Gott at north@bifm.org.uk or visit tinyurl. com/bifmnorthball2016 to book tickets.

20 May | Quarterly training day – technology More information to follow.

Venue: Hilton Strathclyde, Phoenix Crescent, ML4 3JQ Contact: Email isabel.brown@ glasgowlife.org.uk

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

SOUTH REGION SPECIAL INTEREST GROUPS 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.

23 June | Region golf day More to follow.

Venue: To be confirmed.

Contact: Email Dave Barrett at dlbarrett@dsl.pipex.com SOUTH WEST REGION 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.

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.

27 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.

17 May | International – Ambassadors for international FM – FCO case study The Foreign and Commonwealth Office (FCO) estate covers 250 sites around the world. John Burke of the FCO will share the progress of its outsourcing programme, put in place to centralise service standards and divest responsibility from the heads of mission.

Venue: Arcadis House, 34 York Way, London N1 9AB FM WORLD | 24 MARCH 2016 | 41 www.fm-world.co.uk

17/03/2016 11:15

FM MONITOR PRODUCTS PUT TO USE

Call Greg Lee on 020 7880 7633 or email greg.lee@redactive.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

CASE

IN POINT FEATURE CASE STUDY

Andrews Chillers delivers comfort cooling to five-star hotel PROBLEM Andrews Chiller Hire was quick to respond to the urgent requirements of a large London five-star hotel when its chillers were taken offline during replacement of the existing air conditioning system.

Plant downtime waiting for installation of a new chiller meant the hotel lost all its cooling.

This hotel, with 400 bedrooms had instigated an extensive hotel refurbishment project, part of which called for upgrading of the air conditioning system, which meant taking the chiller plant offline, ready for subsequent replacement.

This was to have a more significant effect on the hotel cooling than management had anticipated, so a solution was urgently needed.

SOLUTION Emergency chiller hire was essential and with more than 25 depots nationwide, Andrews Chiller Hire was close at hand. Owing to the urgency of protecting the hotel reputation, engineers from Andrews Chillers had a 750kW chiller on site and installed within 48 hours. The chiller had to be positioned in a restricted service road at the hotel’s rear – this meant out-of-hours delivery to prevent disruptions.

OUTCOME Access and installation was difficult; hoses from the chiller were passed down a light well into the hotel basement, along a corridor and connected to the chiller circuit, restoring cooling to the hotel. A spokesman for the

hotel congratulated the company for its first-class support, saying “The setup crew delivered a great level of service, dedication and professionalisms while on site for both installing and removing the chillers.”

Call 0800 211 611, email s.salescentre@ andrews-sykes.com or visit www. andrews-sykes.com / www.grundon.com

Additional fan tiles improve New test technology helps Superstore to save £52,000 cooling at Focus Point FMs to keep EVs on the road thanks to KalGUARD control PROBLEM

PROBLEM

PROBLEM

Focus Point in the Regents Quarter development at King’s Cross has a pre-existing York Flexsys underfloor air conditioning system installed, requiring an upgrade as part of a building refurbishment programme. Flexsys equipment is no longer available in the UK market.

With the growth in sustainable transport, many FMs and building services engineers are taking responsibility for ensuring that electric vehicle (EV) charging points are in working order. One of the UK’s top EV charging infrastructure firms has become the first to use new test technology for fast faultfinding and maintenance of charging installations.

A Wisbech supermarket required a limescale prevention solution for the its bakery equipment.

Limescale can block steam nozzles, which leads to inconsistent steam distribution, poor baking outcomes and wasted bread.

SOLUTION AET Flexible Space reconditioned the pressure control equipment, replacing passive swirl grilles with low-energy Fan tiles (fan terminals) and the Flexgateway communications module to enable connectivity to the main BMS.

OUTCOME Focus Point has been able to retain the central plant and pre-existing HVAC equipment, and by adding the AET Flexible Space Fan tiles, will be able to offer improved comfort and control.

For more information please visit www.flexiblespace.com

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SOLUTION Elm Electric Vehicle Charging Solutions has equipped its teams with the EV100 test instrumentation developed by Seaward for comprehensive validation testing and fault finding on all types of AC EV chargers.

OUTCOME The handheld EV100 carries out all the required tests to ensure that EVSE operates safely and efficiently in accordance with IEC 61851.

Website: www.seaward.co.uk/EV100 Email: sales@seaward.co.uk Tel: 0191 586 3511

SOLUTION A 54 mm KalGUARD unit was fitted at the incoming main at ground floor level to protect hot and cold water supplies from limescale deposits.

KalGUARD is a low-maintenance, independently proved electrolytic device that wastes no water.

OUTCOME Despite unfavourable water-side conditions of very hard water at high temperature, the bakery manager says that the ovens are the cleanest he has ever seen, with no limescale issues occurring since KalGUARD’s installation. Savings of £52,000 over an eight-year period are on track.

Website: www.sentinelprotects.com

www.fm-world.co.uk

17/03/2016 11:57

FM PEOPLE

MOVERS & SHAKERS

BEHIND

DATA

THE JOB

JAMES POWELL

TOPIC TRENDS

NAME: James Powell JOB TITLE: Facilities manager ORGANISATION: Land Registry/Carillion

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

Replying to the endless amount of e-mails I receive.

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

It would have to be raising the profile of FM as an industry and the value it adds to an organisation, such as creating an environment that improves the productivity of its employees which in turn enhances the customer experience.

Brief description of the job and key responsibilities:

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

Buying in / speccing up FM services

7

3

AVERAGE (SINCE JAN 2015)

JAMES POWELL

Any interesting tales to tell?

I oversee the total facilities management (TFM) for two Land Registry offices in Gloucester and Swansea. I interface with the client to discuss any concerns with regards to the buildings and health and safety. I also manage Carillion people carrying out various hard and soft services.

In my previous role there was a reactive job raised over an issue with moles. The contractor sent to investigate said he‘d never seen anything like it and advised me to take a look. All I could see was a lawn littered with molehills and goalposts at either end; it looked as though the moles were playing their own game.

Working on initiatives to ensure compliance

9 9

What attracted you to the job?

I previously worked in a small in-house FM role If I wasn’t in facilities management, I’d probably be… and wanted to work for a large Most likely returning to provider to enable me to build DO YOUR FRIENDS the British Army Reserves, upon my BIFM qualifications UNDERSTAND WHAT Rifles Regiment, but I’d be and experience. Carillion is very FM IS? looking to pursue a career as a supportive of my professional “Some do and some don’t.

Commissioned Officer. development.

My top perk at work is…

Working alongside a great team with an array of FM experience.

One of my friends is a chartered building surveyor and he knew instantly”

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

I was working in the construction industry for my family’s property development business. After that I went to work for the Priory Group, where I started as a maintenance technician in 2003.

Having gained experience in this role, I progressed into a management position, where I was given the extra responsibility to deliver FM services.

That FM is just a cost to an organisation… FM is a profession and it is becoming increasingly more recognised for its contribution towards an organisation and the surrounding communities.

It’s becoming recognised as a profession, but there is still more that can be done to promote this. We need to engage more with young people.

And how will it change in the next five years?

Increasing environmental pressures and sustainability issues will have a big influence on FM. Most of the buildings we occupy are old and will become less environmentally friendly due to the advances in technology and energy-efficient sources used in modern buildings.

www.fm-world.co.uk

43_Behind the Job.indd 43

Adapting to flexible working

7 8

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

Gaining my Level 4 BIFM qualifications through FM Tutor & Associates and progressing to BIFM Level 5 qualifications. And I’m chuffed to bits to have gained my role at Carillion; it’s my dream job!

Going from a relatively small in-house FM role to large TFM provider was initially a bit of a shock to the system. There are so many new things to learn but it’s amazing how quickly it all sinks in.

8 7

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

What’s been your career high point to date?

What has been your biggest career challenge to date?

Working on energy efficient initiatives

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

Maintaining service levels while cutting costs

9

8

Organising training for the FM team

9

7

FM WORLD | 24 MARCH 2016 | 43

17/03/2016 11:16

Appointments

JOBS

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

To check out all the latest FM jobs go to:

www.fm-world.co.uk/jobs

Deputy Head of Maintenance Central London Salary: £42,703 to £49,442 pa

Facilities Manager Oxford Salary: £27-£30 per hour (9 month contract)

Building and Facilities Officer Head of Facilities Management Bournemouth Salary: Circa £53,000 pa

London Salary: Circa £30,000pa

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

Facilities Manager

Facilities Manager Birmingham Salary: £37,000 + Benefits

Brighton, East Sussex Salary: £34,478 £45,572 pa

FMW Laundry List FP.indd 1 44 | 24 MARCH 2016 | FM WORLD

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17/03/2016 09:43 jobs.fm-world.co.uk

17/03/2016 09:51

Product aspects Business Development Manager Whether for economic, social, political or environmental reasons the role of heating is shifting towards solutions that are cheaper, cleaner and more local. Star Renewable Energy delivered the world’s first 90C Neatpump in 2010 and see significant opportunities world-wide but specifically in the UK for both water sourced heatpumps and large air sourced heatpumps for a variety of large heat consuming businesses.

This role is integral to our growth plan in renewable/low carbon energy solutions.

Leading international heatpumps team Leading UK refrigeration contractor River Source Heat

Skills & Experience

Large Multi MW heatpumps

Background in the renewables sector Strategic sales experience with a strong network of contacts Selling into fm/estates - social housing, nhs, universities, large retail, factories, airports, etc.

Knowledge of large heating devices/networks and RHI Setting up of ESCOs Financial Modelling

Renewable Heat Cleaner Cheaper More Sustainable Free Cooling

Details Flexible location "NLODSHSHUD QDLTMDQ@SHNM O@BJ@FD VHSG ADMDƥSR HMBKTCHMF BNLO@MX B@Q OQHU@SD LDCHB@K insurance & non-contributory pension scheme To apply or for further information please contact: email: jobs@neatpumps.com www.neatpump.com Star Renewable Energy, Units 1-4 Thornliebank Ind. Est. Glasgow, G46 8JW

@wasteheatuser

Closing date: 31st March 2016

Star Refridgeration HPH.indd 1

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

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

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14/03/2016 12:09

Freelance Editor – Facilities Management A leading global publisher is looking for a Facilities Management Freelance Editor to write practical tips and advice for Facilities Managers, Premises Managers, Maintenance Managers, Estates Managers, H&S Managers and Company Owners.

You’ll need to know the FM sector inside out. You will have extensive knowledge of the many roles carried out by FMs, perhaps through your role as a Senior Facilities Manager or Consultant. Your knowledge of recent case law and practical workplace solutions for facilities issues covers a wide range of sectors – from construction and manufacturing to schools and offices. You enjoy writing, and would like to tell others about your experiences.

This newsletter is aimed at busy Facilities Managers and company leaders who would like to receive practical and constructive advice and recommendations to help them keep their company running as efficiently and effectively as possible.

We would love to hear from you, if you: I Have held a senior facilities management, consultancy or advisory role I Keep up to date with the latest developments in relevant regulations, case law and guidance – across all sectors I Are passionate about FM as a core to any business I Can write with enthusiasm and give practical ‘how to’ advice on managing workplace services, meeting financial targets and health and safety management.

This role is for you if you’d like the opportunity to work from home, sharing your experience and expertise with Facilities Managers and business leaders across all sectors. We are looking for an individual who can commit to an editorial schedule of 12 monthly 8-page issues per year, plus 6 special issues.

In return, we are offering a generous payment per monthly issue, with the opportunity to build long-term collaboration with a team of experienced employees.

Please send your CV and covering letter, plus any examples of published work, to Andrew Cream, Managing Editor. Email: jobs2@agorapublications.co.uk or send your CV to: Agora Business Publications LLP, Nesfield House, Broughton, Skipton, BD23 3AN. Applications must be received by 5th May, 2016. www.agorabusiness.co.uk

FM WORLD | 24 MARCH 2016 | 45

17/03/2016 09:51

REQUESTS

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

SURVEYS / POLLS / EVENTS / RESEARCH

CALLS TO

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 Our recent webinar discussed the impact of the Living Wage and government National Living Wage (NLW), discussing what it all means for how FM is delivered. The event was held in association with workforce management software developer Kronos, and covered a range of issues including: ● Productivity gains from systemisation; ● Facilities team structure and balance; and ● Better conversations with facilities personnel

leading to better service outcomes.

Those discussing the issues included Neil

Pickering, industry marketing manager, Kronos; Stuart Wright, property and facilities director, Aviva plc; Charlie Mowat, managing director of The Clean Space Partnership; and Caroline Reilly, programme director of the Living Wage Foundation.

Commitment The full webinar lasts an hour.

To listen to short excerpts, keep an eye on our Twitter feed (@FM_World) or visit our YouTube channel.

Register to listen at: tinyurl.com/FMW-0116Reg Listen to the full event at tinyurl.com/FMW-NLW-Webinar

BIFM ASSET MANAGEMENT GUIDE What The BIFM has launched a Good Practice Guide To Asset Management Surveying Practice. It has been published to help FM professionals produce meaningful asset data which meets expectations of clients, adding value to facilities operations.

What Guidance is included on: industry standard models; principles to improve quality and quantity of asset data; determining key survey goals and objectives; identifying customer expectations and stakeholder needs; producing detailed specifications for asset surveys; and auditing, reporting and managing data asset files to ensure consistency.

The guide is free to download for BIFM members at tinyurl.com/AssetManGPG

2016 FM SALARY SURVEY

SALARY

SURVEY 2016

What The BIFM and FM World d 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 next month. Below are some of the changes FMs need to be aware of.

National Living Wage From 1 April 2016 workers in the UK aged over 25 will be paid a minimum of £7.20 an hour. This figure is set to rise to £9 an 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 changed format. tinyurl.com/fmw-leg-2016-3 Changes are due to come into effect in April.

IN THE NEXT ISSUE OUT 7 APRIL

FEATURE: NATIONAL LIVING WAGE – A 2020 VISION /// CASE STUDY: ADOPTING 100% RENEWABLE ENERGY /// THE TRUE COST OF SQUATTING /// PEST CONTROL /// PAT TESTING /// VICARIOUS LIABILITY /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS 46 | 24 MARCH 2016 | FM WORLD

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www.fm-world.co.uk

17/03/2016 17:24

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

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

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Find out more

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Thatâ&#x20AC;&#x2122;s why ENGIE is shaping a new kind of energy and services company. One built on intelligent customer-led solutions, digital insight and proven people skills to deliver a more efficient and sustainable future.

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14/03/2016 14:21