FM World 7 April 2016

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 7 APRIL 2016

FM MW www.fm-world.co.uk

O R E Z O T K C A B

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VOL 13 ISSUE 7 7 APRIL 2016

CONTENTS

08| Reading rooms

18| Net carbon zero sum game

22| Waging war

NEWS

OPINION

FEATURES

06 Osborne ‘secretly’ slashed NHS repair budget, says Labour 07 Maintenance costs to increase, warns RICS 08 Project of the fortnight: Hachette UK starts a new chapter 09 Think Tank: Is productivity one of the themes driving workplace strategy in your organisation?

10 News Analysis: Adoption of NLW will push social care to ‘breaking point’ 12 Business news: Graeme Davies: Smaller FM fry still losing out to big operators 13 Kier results reveal a group ready for operational growth 14 In focus: Phil Byrne, business director for the London Boroughs TFM contracts, Amey, on ‘tri-borough contracts’

16 Roger Amos says estate planning is a book of brilliant things 17 Five minutes with Kate Taylor, nutritionist at Gather & Gather

26| BIFM sound bites

18

A lighter footprint: Tata Consulting Services’ adoption of 100 per cent renewable energy at its UK offices proves the worth of carbon offsetting

22

Working out new angles: FM service providers explain how they think the market for facilities services will be affected by the New Living Wage

26

A productive choice: ThinkFM 2016’s theme sees speakers focused firmly on how FM can improve organisational productivity

28

Capital gains: The recent BIFM London Region Conference focused on issues of resilience, measurement and productivity

MONITOR 31 Insight: Market intelligence 33 How to: Five steps to securing data systems 34 Legal update: Vicarious liability 35 How to: PAT testing 36 Technical: New pest control legislation 37 How to: The true cost of squatting

REGULARS 32 38 41 42 43 44 46

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

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MARTIN READ

EDITOR COMMENT

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

LEADER

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

o back six, seven or even eight years and you’ll find a lot being said about the importance of space usage in these pages. “It’s a hot topic this year,” we told you in 2010, to quote one of many examples. But on this topic we weren’t exactly soothsayers then, and we’re certainly not claiming to be now. Likely as not, use of space will loom large on next year’s agenda as well. Maximising an organisation’s investment in space is, after all, a continuing element in any FM’s role.

What does change is the way that use of space is measured. Technology has broadened the depth of detail in data we can expect, allowing for a greater variety in the response and the adoption of new working practices as a result.

Walkthrough surveys remain an option, while technologies have progressed through video assessment to new generations of ever more capable sensors. The data is allowing companies such as Condeco to give clients illuminating insights and suggest new patterns of working. Andrew Howells, head of the company’s workplace consultancy, told me how one organisation was able to save money on slowing down the lifts during particularly untrafficked times. And then of course there are the more standard issues, such as identifying the fact that 40 per cent of meeting room appointments are not kept, meaning that hugely valuable space is going unoccupied.

What’s also interesting here is the response that often comes from elements of the workforce – a sense that such surveying is equivalent to ‘Big Brother’, that their every move is being documented. Consultancies and others always confirm that any data is analysed in aggregate form, its analysis confined to showing overall patterns and not individual performance. But for many workers, these surveys are a gloomy proposition that is only accepted when, several months later, new and better ways of working are introduced as a result from which they benefit.

As the technology evolves and surveying tools become cheaper to install and use, there’s a growing recognition from organisations of their long-term value.

Which could leave those people who worry about being monitored all the more frustrated. And yet, in our everyday lives these questions of “where do we draw the line?” are already here. The smartphone has changed the conversation. We casually accept the need for our every move to be tracked if, for example, we want access to local restaurant or travel information while we’re out and about. The more such information we seek, the more comfortable we seem to be with accepting the tradeoff involved in giving huge corporations such as Google, Apple, railway operators and software developers the sort of personal data that would have shocked us had we read about it years ago.

None of which should mean organisations becoming lax in how they communicate space surveys to employees. If anything, the data revolution should make users more accepting of the process, even looking to feed more data into the process.

Everyone understands the logic of not heating or cooling a half-empty space; the more the personal data revolution makes conversations about space usage more inclusive, the better.

G

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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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“These questions of ‘where do we draw the line?’ are already here. The smartphone has changed the conversation”

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FM NEWS

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NHS BUDGET

LIVING WAGE

PA/GETTY

NHS repair budget slashed by Retailers planning to pay NLW £1.1bn, claim reports ‘regardless of age’ The National Health Service repairs budget has been slashed by £1.1 billion in a cut that was not publicised in George Osborne’s Budget last month, according to news reports.

The Chancellor of the Exchequer did not mention the cut in his Spring Budget speech, and the 30 per cent decrease in funding was uncovered following a Laboursponsored review of the Budget by the House of Commons Library, state the news reports.

The capital budget of the NHS is used to fund repairs and replace out-of-date or broken equipment.

It was expected that the NHS would be allocated £4.8 billion to cover this area, but the Budget revealed that the health service would only be receiving £3.7 billion of capital budget.

According to news sources, it will cost the NHS an estimated £4.3 billion to complete all outstanding maintenance work.

This includes £458 million of repairs classified as “high-risk”, which could endanger patients’ lives and wellbeing if they are not repaired.

Serious issues classified as “high-risk” include leaking roofs and out-of-date scanners.

A Department of Health spokeswoman said: “This government is investing £10 billion in the NHS’s own plan for the future and we’ve made almost £4 billion available for capital projects this year which local trusts can apply for to undertake maintenance or building projects.”

In February, FM World reported that NHS Property Services was preparing to award 50 contracts worth £160 million for managing

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and maintaining office and primary care facilities across the country.

Chancellor George Osborne did not mention a cut to NHS repairs budget in his Budget speech

Sixty four per cent of retail chains in the UK plan to implement the National Living Wage (NLW) for all employees irrespective of age, according to a survey by advisory firm Willis Towers Watson.

In addition, nearly half 45% report that they will exceed the NLW and pay up to £7.50 per hour.

According to the survey, over a quarter (27%) of employees currently earn less than the NLW, 43% of whom are over 25.

The survey shows that small and large retailers are more likely to offer at least the NLW to all of their employees regardless of age, while only half of mid-tier retailers (10,000 to 49,000 employees) said they plan to do so.

Tom Hellier, UK Practice Lead, Rewards at Willis Towers Watson, said: “It is good to see that a number of employers are embracing the spirit of the law and not just doing the bare minimum.

Lesser implementation of the NLW to all employees is lower in mid-sized employers but these organisations tend to have larger numbers of people in the under 25 bracket. It’s possible the cost implications for mid-sized retailers are simply higher.”

36% of firms anticipate that the NLW will impact higher earners, of which 38% will review pay for the whole workforce. However, more than half (59%) anticipate no impact on current staffing models.

FUTURE OF THE WORKPLACE

Technology will soon influence occupancy The technology in a property will soon have a bigger influence on buying, leasing and renting decisions than current traditional concerns of cost and location.

KMPG’s New Foundations report predicts how the real estate sector will look in 20 years’ time.

One of its conclusions is that real estate will no longer be able to avoid the “disruptive” effects of technology and digital business models.

KMPG head of technology Tudor Aw predicts that a property will be valued according to its level of technology and how it is managed, with tech firms better positioned to deliver this than property firms. He argues that although real estate investment decisions are currently driven by

cost, location and design factors, this was changing at a speed that could be disruptive to commercial developers.

“In 20 years’ time, the operating system of your building will probably update every few weeks, much like your

smartphone does today,” he said.

Aw also cited the difference in business model between tech firms and property developers, with the former more likely to seek to “own” end customers, offering lower-priced properties but with premium tech services.

“Apple and Google together have over $200 billion in cash – a wall of money waiting to be put to work,” he said. “They and other tech firms can easily afford to buy land and subcontract construction, installing their own technology to generate revenue from the data.

And it’s not just new-builds – they could easily retrofit existing properties.”

Aw said revenue could come from charging occupants fees for providing various tech services. www.fm-world.co.uk

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NEWS

BRIEFS OCS appoints new CEO

Maintenance costs to increase, warns BCIS The cost of maintenance will increase over the next two years, according to the Building Cost Information Service (BCIS).

The BCIS, part of the Royal Institution of Chartered Surveyors (RICS), said demand from the repair and maintenance sector would grow over the period, causing prices for maintenance to increase by 2 per cent this year, and 3 per cent next year, in line with an increase in costs.

In the BCIS Briefing: Maintenance, Cleaning And Energy February 2016, BCIS said that the rise was due mainly to wage awards in all sectors rising faster

than the rate of inflation.

Materials costs have fallen 1.7 per cent over the past six months, but they are forecast to recover over the next two years as oil prices stabilise, with materials closely linked to energy costs starting to rise in price once again.

According to the latest report, construction repair and maintenance (R&M) output has fallen for the past five successive quarters. This follows output reaching a peak in the third quarter of 2014.

Construction repair and maintenance output was £11.8 billion in the final quarter of last

year, down from £12.1 billion in the third quarter of 2014.

The BCIS is forecasting that output this year is set to rise slightly in the private sector, remain constant in the public sector and increase to 4 per cent in the infrastructure sector.

In previous years, the BCIS allin maintenance cost index rose by 0.4 per cent between Q2 and Q3 of 2015 and by 1.4 per cent in the year from Q3 2014.

The maintenance materials cost index fell by 1.1 per cent between Q2 and Q3 of 2015 and by 1 per cent between the third quarters of 2014 and 2015.

ISTOCK/SHUTTERSTOCK

Without BIM, FM risks falling into ‘death valley’ Building Information Modelling (BIM) is “becoming the norm”, according to an academic speaking at a recent event on information management in FM. Simon Ashworth, a lecturer at Zurich University of Applied Sciences and Liverpool John Moores University, told delegates at BSRIA’s Information Management in Facilities Management event that FM needed to get on board with BIM. He said: “FM is facing a challenge of getting up to speed with BIM. We need to position ourselves to be able to realise its benefits otherwise we run the risk of falling into a ‘death valley of know-how’ in terms of the loss of valuable information and realising www.fm-world.co.uk

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OCS Group has announced that Bob Taylor is its new UK chief executive.

Taylor has already been a public sector, healthcare and infrastructure chief executive for the organisation but he now steps into the role of overall chief executive.

Taylor joined OCS Group in April 2014 from G4S plc where he was managing director of a £300m business unit, employing 7,500 people.

During his time with OCS, he has been the lead for a diverse business unit, with a specific remit to grow the company’s presence in public sector and healthcare.

Taylor’s appointment comes at the end of a two-month long strategic review period for the company which has resulted in two UK divisions being consolidated into a more streamlined organisational structure that OCS states “puts customer requirements firmly at the heart of the business”.

Community to help in parks Croydon council is planning to get community groups and volunteers to help manage its green spaces to ease financial pressures.

The council considered plans for the future of its parks and green spaces in a cabinet meeting in late March. It said it was committed to keeping green spaces for future generations, but faced a significant challenge in maintaining highquality services.

A report to the meeting said: “Our vision for Croydon’s parks and green spaces is to ensure that these highvalued community assets are maintained for future generations.’

The council’s parks service is responsible for managing more than 1,000 hectares of parkland, playgrounds, sports and other facilities.

Sustainability Survey launches BIMs potential added value.”

He said research indicates that 80 per cent of the whole-life cost of building or asset is fixed in the first 20 per cent of early design.

A BSRIA statement said the event showed that there was a consensus that there is uncertainty surrounding the benefits and outcomes of BIM.

Bill Wright, head of energy solutions at the Electrical Contractors’ Association, revealed the results of the ECA’s sectorwide survey held last summer.

Only 16 per cent of respondents think they are fully ready for BIM Level 2, while 60 per cent of respondents say BIM is ‘the future for project information’.

The BIFM’s 2016 Sustainability in FM survey has just been launched. It will remain open until 13 May. It’ss open to all FM practitioners in any organisation as well as those operating in the FM industry including full and singleline service providers, suppliers and consultants. Now in its 10th year, the data generated from this year’s survey will be compared with a decade of trend data.

To take part in the survey, readers should go to www.bifm. org.uk/ FMsustainability.

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FM NEWS

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Midlands student property market ‘comes of age’ The student accommodation sector in Birmingham is maturing, says CBRE. The commercial property and real estate services adviser says there are 24 developments in the city with planning permission. This represents 3,200 beds in developments ranging in size from 33 to 625 beds.

A record number of student beds are in the development pipeline and major assets are changing hands, showing that Birmingham’s student housing market is “coming of age”.

More than £5.5 billion of investments changed hands last year, compared with £2.2 billion the previous year, making student housing a mainstream investment option, says CBRE’s UK Student Accommodation report.

Although large portfolio sales had so far dominated the market, CBRE predicts that this will change in 2016, with more single assets trading.

Yields climbed last year, it says, returning to 2007 levels. Prime regional assets now achieve 5.50 per cent, with super-prime sites at 5.15 per cent.

CBRE predicts that a range of investors chasing a reduced pool of quality stock will keep up values. “Strong investment volumes during 2015 and into 2016, together with a robust development pipeline, demonstrate that student housing is now a maturing asset class in this city,” said Rosie Young, associate director in CBRE’s specialist markets team, Birmingham.

REFURBISHMENT OF HACHETTE UK’S LONDON HEADQUARTERS CLIENT: Hachette UK MAIN CONTRACTOR: Overbury INTERIOR DESIGN CONSULTANT: HOK PROJECT MANAGER: APS

HACHETTE

Hachette opens a new chapter HOK’s interior design team and fit-out contractor Overbury have transformed the central London headquarters of publishing giant Hachette UK into a contemporary, 100,000 square feet workspace.

Hachette’s move into Carmelite House, the original headquarters of Lord Northcliffe’s publishing empire, at Victoria Embankment, brings the company’s seven publishing divisions under one roof.

Using ‘the family’ as a metaphor for Hachette’s publishing divisions, HOK drew on inspiration from the design of the classic family home to create shared and dedicated spaces. Arrival spaces for each division offer a customised experience that can be seen on each of the five floors from the central atrium, creating a smooth transition between shared and divisional spaces. The open-plan offices encourage company-wide collaboration, removing all private offices and eliminating physical barriers between colleagues. Shared spaces include the reception, nondedicated meeting spaces, kitchen and breakout spaces.

The sixth-floor pavilion café opens out on to a 7,600 sq ft landscaped rooftop terrace, giving sweeping views of London’s skyline. This space acts as a gathering area to foster collaboration.

Works were carried out by fit-out specialist Overbury, part of Morgan Sindall plc.

“Hachette’s move to Carmelite House has provided an opportunity for the organisation to reflect its renewed business strategy in the design of its landmark headquarters building,” said Andy Warner Lacey, interior design team leader at HOK.

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Forum highlights measures to cut arson impact Measures to reduce the risk of arson – and its costs and effects – were highlighted during Arson Awareness Week in March.

The Arson Prevention Forum reported that 68,900 fires were set deliberately in the UK in 2012/13. There were 348 deaths in deliberate fires between 2009 and 2014. It quoted figures from the Department for Communities and Local Government estimating the cost of arson to be around £1.7 billion.

The forum put forwards 10 recommendations for cutting the risk of arson.

These include examining the impact of arson in workplace fire-risk assessments, talking to police about protecting buildings, reporting abandoned refuse to the council, reporting antisocial behaviour to the police, seeking advice on security and CCTV, reporting all incidents of arson including small fires, talking to the fire brigade for advice, and adopting a thorough closedown procedure at the business.

It also recommends that parents or guardians should contact the local fire service if they identify that a child has been playing with matches in the home, to seek help to stop such behaviour escalating.

Lighting outbuildings on farms and smallholdings is also advised.

A third of work time ‘is unproductive’ UK workers think that more than a third of their time at work is unproductive.

A poll of 6,250 employees in 14 countries by consumer and employee insight firm Qualtrics found that respondents in the UK believe 36 per cent of their working day is unproductive.

Many other employees polled in Europe as well as American, Australian and Canadian workers rate themselves as more productive than UK workers.

Exceptions were Greek workers, who think 38 per cent of their working day is unproductive, followed by Spanish workers at 42 per cent, and Italians – 52 per cent of whom think most of their working day is unproductive.

Qualtrics said the poll also revealed variations in perceptions of personal productivity relative to employees’ estimates of national productivity. US workers were the most immodest – they estimate their productivity at 11 percentage points greater than their perceptions of the national average. UK workers think they are four percentage points more productive than their perceptions of the national average.

Greek workers spend the most time at work on social media – 24 minutes a day – Americans come in the lowest at 14 minutes a day. Workers in the UK and Ireland report spending under 17 minutes a day on personal social media at work.

ThinkFM, on 18 May in London, is set to explore FM’s role in productivity. www.fm-world.co.uk

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THINK TANK

OUR READERS SAID…

It’s not described as such, but it is driving how we operate (33%)

Yes, productivity is a key theme (48%)

We asked our LinkedIn and mailing list members: Is productivity one of the themes driving workplace strategy in your organisation?

It is perhaps incredible in 2016 to read a report from research firm Qualtrics which suggests UK workers believe more than a third of their time at work is ‘unproductive’. The Global Attitudes to Work study, of 6,250 employees worldwide, also paints a picture of UK workers being less productive than their American, Australian and Canadian cousins.

These same UK workers were seen as “relatively unhappy in their work” when compared with employees in other countries.

All this would seem to fly in the face of the general buzz of campaigns, initiatives and themes in recent years, all aimed at improving productivity. From flexible working to worker wellbeing, corporate rhetoric at least seems switched on to the

need to give employees both the tools and facilities they need to optimise performance.

We know the UK has a productivity problem – it’s something the government has identified as a core issue. BIFM, too, is on the case – it’s the theme of 18 May’s ThinkFM conference.

We asked you if productivity is one of the themes driving workplace strategy in your organisation? How are you having to adapt your workplace to meet corporate productivity targets?

Has productivity become an explicit theme driving the change projects you’re addressing in your organisation? Can the drive to improve productivity positively influence perceptions of FM? Most of you – 48 per cent – agreed that yes, productivity is a

Productivity is not a key theme addressed in our organisation (19%)

key theme for your organisations.

One respondent said: “FM includes changing clients’ workplaces to increase their staff productivity. Therefore, working in an office with good natural light improves the quality of sleep their employees get at night, leading to better decision-making.

Cold offices slow staff output and increase errors, so FMs ensure their heating levels are optimised.”

But 33 per cent said while it was not described as such, productivity is driving how you operate. One respondent thought this could be down to cultural

differences. He said: “Not sure why there is surprise that Brits are less productive than their New World colleagues (I am an Australian) – it is true.” Another respondent remarked how adjustments like “quietening noisy machines in offices, reducing their distraction, helps staff retain focus on their task completion” to increase productivity.

Productivity was not seen as a key theme for 19 per cent of you.

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

Flexible working is key to bridging the gender pay gap Flexible working lies at the heart of addressing the gender pay gap, according to a report from a crossparty committee of MPs. The House of Commons Women and Equalities Committee highlighted the lack of effective policy in many of the areas that contribute to the gender pay gap.

One conclusion is that oldfashioned approaches to flexibility in the workplace and a lack of support for those re-entering the labour market were stopping employers from making the most of women’s talent and experience.

The report, Gender Pay Gap, said that there was a gap of 19.2 per cent in the hourly rate of pay between men and women full and part-time workers, despite the fact that woman were better educated www.fm-world.co.uk

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and qualified than ever before.

This is mainly down to the concentration of women in parttime work. The report said: “Many women are trapped in low-paid, part-time work that doesn’t make use of their skills. This is partly due to women’s disproportionate responsibility for unpaid caring, but also because many of the

sectors women work in, like retail and care, offer mainly low-paid, part-time work.”

But the report concluded that employers were recognising that workplaces needed to change, and that flexible working did not mean low-paid, part-time work.

“Flexible working is much broader and includes jobs shares,

late starts, early finishes, termtime working and working from home. The government recognises the value of modernising the workplace, but is still not taking the steps needed to ensure flexible working is offered to all employees, particularly those in lower-paid sectors. Moving to a culture where flexibility is the norm, and employees are judged on outcomes rather than presenteeism, offers a tremendous opportunity to tackle the gap.”

Women over 40 are most affected, with the pay gap for those between 50 and 59 being 27.3 per cent.

The committee called on the government to make all jobs flexible unless there was a strong business case for them not to be.

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FM NEWS

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NATIONAL LIVING WAGE

ALAMY

Adoption of NLW will push social care to ‘breaking point’ The introduction of the National Living Wage (NLW) this month will push services caring for the elderly and disabled to “breaking point” and bring a care provider crisis closer unless new funding is made available, suggest council leaders.

The Local Government Association said councils support the NLW – which came into force on 1 April – but warns that it risks destabilising the care provider market by adding a significant cost burden to the social care system.

Councils have already had to close a £5 billion funding gap in social care since 2010 and are struggling with mounting pressures.

The NLW sees employees over the age of 25 paid a minimum of £7.20 an hour. The rate is 50p an hour more than the current national minimum wage, which is still the legal minimum rate to be paid to those between 21 and 25.

The LGA has previously estimated that it could cost councils an absolute minimum of

The LGA wants government to bring forward the £700 million of funding – earmarked for social care by the end of the decade – to this year

£330 million in 2016/17 to cover increased contract costs to home care and residential care providers, but it now warns that the true cost is likely to be much higher.

Previous LGA analysis indicated that council tax rises to increase

funding specifically for social care will bring in about £372 million in 2016/17. The LGA says that some councils will see all of this extra money swallowed by the cost of the NLW. For others, it will not be enough to cover increased care

provider costs, let alone cover the cost of other pressures within the system and protect social care services from any further cuts.

As a starting point, the LGA is calling on the government to bring the £700 million of new funding earmarked for social care through the Better Care Fund by the end of the decade forward to this year.

It will also be organising urgent talks with care providers to tackle growing concerns that the worsening social care funding crisis and the introduction of the NLW will see care providers pulling out of the market or going bust.

Councillor Izzi Secombe, LGA community wellbeing spokeswoman, commented: “Government needs to bring forward social care funding to allow councils to ease the pressure on care providers and protect the services which ensure our loved ones enjoy the dignified and independent quality of life they deserve.”

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FM WORLD | 7 APRIL 2016 | 11

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31/03/2016 11:12

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ANALYSIS

Smaller FM fry still losing out to big operators GRAEME DAVIES newsdesk@fm-world.co.uk

When the coalition government came to power in 2010, much was made of the drive to encourage a wider supplier base when it comes to private sector involvement in public sector contracts.

Under Francis Maude, the government set out an ambitious plan to award more contracts to smaller providers, including a drive to encourage more co-operatives

and social enterprises to bid for government work as part of David Cameron’s bid to build his ‘big society’ vision.

The theory behind it was sound, given that government outsourcing contracts were becoming increasingly concentrated around a small number of larger suppliers, raising the risk of a lack of competition leaving the government short-changed.

With a wave of public sector

spending cuts prompting yet more outsourcing, the government was also keen to head off arguments that it was simply hiving off government services to a select band of private sector operators.

The government proclaimed that its initial target of a quarter of government spending going to smaller firms had been achieved a year early, in 2013-14, and set about pushing on to get one third of such contracts going to smaller companies by 2020. And with the scandals of poorly managed contracts by Serco and G4S still fresh, expanding this target was widely viewed as a sensible aim.

So why does it feel now that progress has stalled? A National Audit Office study recently suggested that much of the work going to smaller providers is still being channelled through subcontractor agreements with larger operators and this was

Contract wins

NEW BUSINESS Agfa Graphics has renewed its link with Incentive FM for two years. It will be responsible for cleaning, security, building and grounds maintenance, waste management and fluid management at Agfa’s site in Leeds.

The £1.3 million contract also includes catering and warehouse management services. Incentive has been working with Agfa since 2010.

ISS has won a contract to provide energy services at Aberdeenshire Council. It will run for three years with an optional two-year extension. ISS is responsible for energy management and monitoring, building management systems and water management across 930 council buildings in the Scottish region. Aberdeenshire Council aims to achieve carbon-neutral status by 2030.

Peartree Cleaning Services has been awarded an exclusive cleaning contract with Debenhams. Under the threeyear deal, 22 members of Peartree staff will clean all six floors of the London retailer’s headquarters near Regent Street. Peartree recently won a contract with Penguin Random House to clean its eight UK sites nationwide.

Engie, formerly Cofely GDF SUEZ, has taken a £29 million carbon and energy fund (CEF) framework contract to build and maintain CHP energy centres for three NHS trusts in Liverpool.

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Cordant Security has won a longterm deal to provide manned security services for Pure Datacentres’ premises

in Birmingham. A team of full-time employees will work there, with at least one supervisor and one officer always being on site around the clock. Cordant has also won a cleaning contract with Metroline – a deal worth £3.5 million.

Homes for Students has secured a contract to provide TFM services to 25 purpose-built student accommodation properties across 12 UK cities for up to five years by Singapore-based Mapletree Investments Pte, which acquired the properties from the Mansion Student Accommodation Fund. The 5,500-bed portfolio is spread across Aberystwyth, Birmingham, Edinburgh, Glasgow, Leicester, Lincoln, Liverpool, London, Manchester, Nottingham, Oxford and Sheffield. Five properties are in London.

Emprise Services has renewed its contract with the British Library for another five years. The support services provider has worked at the library’s sites at St Pancras in London and Boston Spa in West Yorkshire since 2003. Emprise will carry on cleaning, waste/recycling, pest control, window cleaning and washroom services.

difficult for government to measure accurately. Furthermore, evidence suggests that the drive to encourage social enterprises and co-operatives to take a bigger slice of the pie has stalled as the ‘big society’ vision has been quietly shelved over the past couple of years, although this could of course be down to an inability to effectively compete on the part of such suppliers.

Even though larger players such as Serco and G4S have been through the mill reputationally and operationally in recent years, it has proved difficult for smaller rivals to grab a bigger market share. And there is little the still cash-strapped government can really do about it.

True, initiatives to improve access to procurement bidding for smaller suppliers such as the central contract finder website have helped, and attempting to slice contracts into bite-sized chunks smaller operators can handle has also shown some signs of success.

But the government’s prime focus must be getting value for money and in many cases the most efficient way to do this is to roll up contracts into bigger awards that can be delivered most efficiently by multi-disciplinary providers who can also spread costs over a larger base, effectively pricing smaller operators out. This trend is being seen most starkly at local authority level where some councils are now joining together to buy in services on a larger scale.

Smaller players will always struggle to compete with bigger rivals on price so must rely on specialist skills to win. There will always be a place for such suppliers, but there appears to be a natural ceiling to the amount of work they will ever win in an era of constrained budgets, and there is little sign of this easing during the life of this Parliament.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

31/03/2016 12:40

Kier results reveal a group ready for operational growth Kier Group has reported a 32 per cent rise in revenues for the year to 31 December 2015. The service provider announced revenue of £2.1 billion, up from £1.6 billion in the previous year.

Its underlying operating profit, stated before non-underlying terms, had risen by 27 per cent on the previous year to £57.1 million. Kier’s services divisional revenue was £842 million, an increase of 48 per cent, while operating profit in the division rose 68 per cent to £39.9 million.

Kier notes hard FM contract wins with Wiltshire County Council (worth £7.2 million) and Staffordshire County Council as key drivers in its growth.

Steve Davies, Kier’s facilities management managing director, said: “Following the successful combination of our FM and Kier

BUSINESS BRIEFS Vacherin on winning streak

Kier recently struck a hard FM deal with Staffordshire County Council

Business Services business and our breadth of experience we are well-placed to help clients with their transformational challenges.

This spans both the public and private sector as we increase the geographic and operational breadth of the client work that we secure.

“The trend of de-bundling

within the public sector enables us to capitalise on our technical strengths as an FM provider.

With the increased scope of opportunity afforded to us with a number of new client wins, and a substantial extension on existing work, we are continuing to grow and make a strong contribution to our interim results.”

ALAMY/CARILLION

Carillion reports a 13% leap in revenues 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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London caterer Vacherin reported an increase in turnover of nearly 9 per cent in the year to 31 August 2015.

The caterer, which says it has reached £15 million annual turnover for the first time, cited contract wins with Nordic bank SEB, law firm Dechert, and the Battersea Power Station Development Corporation as key factors in its growth.

Finance director and co-owner Clive Hetherington said: “The result is a financially robust organisation with a strong balance sheet and prospects for the coming year continuing to look very positive.”

Cordant stays with Metroline Cordant Cleaning has extended its contract with Metroline, and more than doubled its scope across the capital.

The contract with the London bus company will include an extra six locations, making a total of nine in North West and West London. The new contract is worth over £3.5 million. It is the third time the contract has been renewed since it started in 2007.

Mitie sees revenue shortfalls

Carillion has secured several rail contracts and has been shortlisted for works on HS2

with Network Rail as factors in its support services growth.

Other successes include financial close on four publicprivate 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.”

Mitie’s trading update reported shortfalls in revenue in the second half of the financial year. The support services company put this down to work either being delayed or cancelled as a result of economic pressures.

But the company added that it was “encouraged” by recent contract wins by its FM business.

“We have mobilised a number of contracts towards the end of the final quarter, and have other new contracts due to start in the first half of next year.”

FM WORLD | 7 APRIL 2016 | 13

31/03/2016 15:14

FM BUSINESS

IN FOCUS

The interviewee: Phil Byrne, business director for the London Boroughs TFM contracts, Amey The issue: ‘Tri-borough’ contracts

FM finds strength in numbers In October 2010, Westminster City Council, Hammersmith & Fulham London Borough Council, and Kensington & Chelsea London Borough Council combined several services and awarded a 10-year £150 million contract to Amey.

The combined deal was predicted to save each council £2 million annually. Last month, the London boroughs of Bexley, Waltham Forest and Haringey also joined this framework, awarding contracts valued at £12.5 million, £20 million and £20 million respectively. Under the contracts, Amey will deliver services including cleaning, security and landscaping as well as planned mechanical and electrical services.

The original contract between Hammersmith & Fulham, Kensington & Chelsea and Westminster has meant it is now easier for other councils to sign up to the framework (the London Borough of Camden came on board in 2014).

Phil Byrne, business director for the London Boroughs TFM contracts at Amey, told FM World: “The scale of Amey’s London Boroughs TFM framework is now such that it is generating significant efficiencies and economies of scale. This means that the three boroughs soon to join can do so with ease 14 | 7 APRIL 2016 | FM WORLD

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and start reaping the benefits straight away.

“We’ve developed an approach to mobilisation and transformation that means we have at our disposal a consistent, repeatable and scalable set of tools and processes that we can deploy to achieve three-service commencement within three months, without the need to employ additional resources. This has created a cost advantage over traditional mobilisation, making our service both an effective and affordable option for clients.”

Byrne says that one key example of this is “a solution for quick and cost-effective asset capture, validation and implementation via Mobiess handheld solutions that are integrated into our ARM (Amey Regime Management) tool”.

The new boroughs also have their own particular needs. Byrne says that has a requirement for the provision of schools catering to be added into the delivery model, while for another Amey is providing strategic asset management.

The challenges with previous tri-borough deals have taught Byrne that “each time you mobilise a new customer you learn something new. The key is to take that learning and implement the best practice to future mobilisations.”

Amey has done this by identifying operational synergies within the core contract, enabling it to deliver what it says is “best value to all seven of the local authorities now on the framework”.

The carrying out of due diligence on the core areas of the contract and its operational performance has given Amey an opportunity to present “a mature FM contract with further areas of development and innovation over the contract life”.

As the contract has grown, says Byrne, “we’ve had to review and flex our operational structure to ensure each customer has the appropriate level of support. We are seeing lots of inter-borough transfers, allowing staff to work flexibly across an ever-expanding estate”.

“It may be tempting to think that all local authorities have identical FM requirements, but that’s definitely not the case”

He adds: “Over the next 17 months, while the framework is still open, we expect these efficiencies and economies of scale to broaden as more local authorities come on board. The growth and location of joining boroughs will allow Amey to drive further efficiencies in the operating model.”

The general lessons learned from dealing with all the London boroughs on board so far has been that clients “don’t want a one-size-fits-all TFM solution, and so we’re balancing the advantages of a standardised approach to the procurement of services with a need to tailor each contract to the specific needs of our clients”, says Byrne.

“To the layman, it may be tempting to think that all local authorities have identical FM requirements but that’s definitely not the case and we’re constantly looking for ways to both leverage our economies of scale and provide a tailored contract.”

Another lesson has been learning that the process from providing a feasibility study to mobilising a contract can change quickly, says Byrne.

“In June 2015, for example, I was involved in a customer site visit and during a short recess we [the Amey team] were discussing the meeting, saying we thought it was going well and could possibly result in a Quarter 1 2016 mobilisation. After the recess, however, we were asked if we could mobilise in October that year!”

Having a social value strand to the framework has been important for Amey, says Byrne.

A part of it is that all Amey employees are entitled to take one paid day a year to work on a project in the local community in which they are employed.

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

www.fm-world.co.uk

31/03/2016 17:49

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23/03/2016 11:59

FM OPINION

THE DIARISTS

BOOK OF BRILLIANT THINGS

‘

ROGER AMOS

is director of Ayer Associates Limited

I always loved this Simple Minds track and as the latest arrangement from a recent live set played through my headphones I thought: “What a great title for my next column!”

There is a line that talks about the wheels on a fast train, though the one I’m on at the moment is anything but. We’ve been working with one of our clients on a review of their property portfolio as part of a wider property strategy.

This has involved providing them with a snapshot of all of their properties and sites including allotments and open space in terms of headline condition – current use, surrounding areas, proximity to local transport links and development opportunity.

This has been fascinating. By working in partnership with their corporate estates team, we’ve been able to bring together lots of disparate property data into a suite of summary property reports that will now be put together as a book.

Meaningful property data is so important to an organisation and its key business decision-making – short, medium and long term.

While this project does not include condition surveys, we have been able to give a high-level summary in terms of condition.

For example, if a park building is boarded up and/or out of use within the overall use and condition of park that it sits within. Thanks to the input by the corporate estates team, we have also been able to incorporate valuations, unique property reference numbers and the legal status (freehold or leasehold).

What was encouraging to see at

“WHILE THIS PROJECT DOES NOT INCLUDE CONDITION SURVEYS, WE HAVE BEEN ABLE TO GIVE A HIGH-LEVEL SUMMARY IN TERMS OF CONDITION”

the most recent session with our client was the coming together of so many parts of their organisation and this property data being the focus and helping them to work collectively to the common good.

It also means they are scrutinising all assets, so nothing gets missed and meaningful debate can be had on the future of their portfolio, considering frontline services, housing needs, office accommodation and community benefit notwithstanding planning restrictions to a particular site.

Portfolios are often reviewed in silos by type or within each directorate of an organisation. It is refreshing to see a more strategic and holistic approach being taken, upon which key decisions for the collective good can be made. It is also very scalable – the work done to date can be expanded as part of the wider asset management plan.

These are valuable and businesscritical assets – a book of brilliant things indeed!

BEST OF THE WEB Views and comments from across the web The BIFM is inviting its members to share their views on FM business confidence.

The results are to be published shortly: Dave Thomas: Skilled staff shortages are a continuing complaint, but no one seems to want to do anything about it. Companies do not have job progression or promotion therefore there is no need to have a training programme.

What do you do to get along with operations 16 | 7 APRIL 2016 | FM WORLD

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when you schedule maintenance on vital facilities?

Many businesses only work 6-8 hours out of 24, only five days out of seven. Make use of those missing days/hours by implementing Out of Hours Working. Most contractors are happy to work an extra 4-5 hours in the evening or a full day at weekends. Telling your staff that work will start at 5.30 Monday to Friday and certain facilities will be closed to them will stop those evening

workers who really have nothing to do. All my building deep cleans in toilets and kitchen are carried out at weekends.

Air conditioning filters can be cleaned/removed as evening work spread over a week. Flushing out heating radiators can be carried out over one or two weekends dependent on how complex the layout is. I carried out a full building Sound Pressure Testing of our fire alarm system with our contractor, making a map of the sound levels

and discussing additional work in just one evening.

Workplaces are moving from FM to hospitality design: Andrew Porter: Head offices are expensive and I can see the future being that they are smaller but higher specification with a focus on meeting space and touchdown space, with routine administration carried out in cheaper locations within the UK. Newcastle is about 20-25% cheaper than London but still close to a

quality, skilled, workforce and places that people want to live in.

Rees Howel: I think the idea of a high-spec head office as a sales tool for the business has been around for quite a while – particularly in sectors like fashion. The difference that has emerged more recently is who is intended to be impressed or attracted. 10 years ago the focus was almost exclusively on customers.

Now the focus has spread to include employees too. www.fm-world.co.uk

31/03/2016 12:41

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

BEST OF THE

FMWORLD BLOGS Freedom at work Adjusted Development Maybe we’ve hit peak work. There’s only so many hours in the day… we can become overwhelmed. And we’re seemingly hitting that point of saturation.

Just because I have a high tolerance for work doesn’t mean we all should and even I’m getting to the point now where it’s beyond any capacity issue I’ve ever known.

If we all stop working then we’ll probably all create a whole new swathe of work for HR in disciplinaries and record numbers of sackings. We have to look at the machinery that is doing this to us. And digital technology is both our cure and our cause. What we can do is shift our models, approaches and attitudes. If we don’t talk about a future better, then I fear we still bop along to an ever increasingly sped up soundtrack. Freedom at work is the removal of oppressive bureaucracy and distrust; the un-domestication of people; the space to be human, autonomous, clear, inventive, passionate and committed. And it might just mean freedom to work less.

We no longer need a 5+2 week and should move to a 4+3 or similar. We have enough people to spread the labour over a new way of working and schooling. We have fixed on 5+2, but I can’t think of a really good reason why this is the case in a 24-7 always-available world. It’s not even 5+2 really. We’ve simply slipped into 6.5 + 0.5 in many ways. If we moved to a 4+3 we’d have more freedom anyway. We might see gender balances/biases and parenting shift to a better shared proposition.

Read this full article at www.tinyurl.com/z2w4cer

Did Google really get it wrong?

Erik Jaspers, Planon In a recent Washington Post article ‘Google got it wrong. The open-office trend is destroying the workplace’, Lindsey Kaufman describes bad experiences of moving to a new open-plan office. My first inclination after reading of her distress was to abandon the notion of flexible office concepts. But what made an intelligent person so unhappy?

• “Bosses love the ability to keep a closer eye…”

The flex concept seems to have been introduced at her company in a ‘one-sided way’, reducing the number of workplaces only. A characteristic of flexible working is that it allows people to work wherever suits their needs. And this requires a different management style. ‘Managing by presence’ does not work anymore.

• “I bid adieu to the 12 pairs of eyes I felt judging my 5:04 pm departure.”

When someone leaves the office, it does not automatically mean someone is done working. If there is transparency regarding performance and accomplishments, there is nothing to worry about. Flexibility offers a healthy ‘work-life’ balance if managed well.

• “There was constant yelling, and laughing, along with loud music through a PA system.”

We see new office setups that offer places for focused work, various types of meetings, team work and so on. When someone can choose different types of workplaces or has the option to work elsewhere, frustrations like these will disappear.

It is all about workplace effectiveness. She rightly points out issues with ‘productivity’ in new workplace concepts. Just a small fall in productivity can destroy the business case for flexible working. But for the major part this has nothing to do with workplace design. A re-evaluation of the way work itself is managed seems more eminent. It might be a good idea for real estate, FM and HR teams in companies such as Lindsey’s to join the IFMA Workplace Evolutionaries community. You can find a lot of like-minded people there looking for better ways to create a great workplace.

Read this full article at www.tinyurl.com/zqlz2g8

www.fm-world.co.uk

17_Opinion.indd 17

FIVE MINUTES WITH NAME: Kate Taylor JOB TITLE: Nutritionist, Gather & Gather

Nutrition and basic food quality must not be compromised just because rising costs limit the space available for food preparation. The expectations of employees have gone way beyond what might look acceptable commercially. That means caterers must work more closely with FMs and devise a food solution alongside the client’s HR team.

Wellbeing will continue to be a buzzword for years to come. Corporates are starting to invest in staff wellbeing because it’s scientifically proven to drive productivity. But what’s happened to workplace food? In many cases it’s still three hot mains, two soups, one vegetarian, a hot dessert and a fried breakfast. Why haven’t we kept up with the rest? Because of a fixation on short-term cost.

We spend more time at work now than ever before, where we consume around a third of our daily energy requirements. This nutrition should surely be an integral element of a workplace strategy, not just a tick-box exercise in a procurement process.

Reducing the capacity to prepare fresh food will affect its nutritional value. Nutrition has to be at the heart of food service in the workplace.

What are the chances of food making a meaningful difference to the workplace if the strategy is driven by cost and not nutrition? What’s more, there’s not much point if the facilities don’t support it.

Wellbeing has to underpin the workplace strategy and it can with a collaborative attitude shared by caterers, FM and HR departments.

If the food comes at a cheap price and low nutritional quality is it worth providing it at all? Food at work isn’t just about calories any more, it’s about the options available, the way in which they are cooked and served and the space in which they are consumed. That’s proper nutrition.

FM WORLD | 7 APRIL 2016 | 17

31/03/2016 12:42

FM FEATURE

TARGETING NET ZERO CARBON

SURESH KUMAR

xxxxxx Buildings must not waste energy and the office environment must not dull the senses of employees

any companies feel that they have reached an impasse on the green agenda, thinking what can they do to improve the operational performance of their businesses, and at the same time promote a healthy work environment for their employees.

In April 2014, Tata Consultancy Services, provider of IT services, digital and business solutions, set itself the objective of improving the health and productivity of its offices while becoming net carbon zero in the UK. TCS’s approach is that each office must work for everyone; the buildings must not waste energy, suffocate their inhabitants, nor dull them into a state of laziness. The offices are flexible and operate intelligently in terms of energy usage, water, fire, security,

ALBION IMAGES

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and communications, and this helps to create an enjoyable, safe and healthy workspace for employees.

The steps introduced to improve the performance of the offices in the UK include: • Reducing energy demand through a variety of behavioural change initiatives, and the introduction of new products and innovations; • Becoming zero-waste-tolandfill through encouraging behavioural change, redesigning waste areas and introducing new recycling methods; • Adopting 100 per cent of renewable energy (54 per cent wind, 21 per cent solar, 21 per cent biogen and 4 per cent hydro) and buying offsets where required; • Introducing new ways of working and innovative space

Suresh Kumar explains how Tata Consulting Services’ adoption of 100 per cent renewable energy at its UK offices last year is proving the credibility of carbon offsetting both in terms of the bottom line and employee wellbeing

A LIGHTER FOOTPRINT www.fm-world.co.uk

31/03/2016 12:43

TARGETING NET ZERO CARBON

TCS’S FIVE STEPS TO MEETING CORPORATE SUSTAINABILITY TARGETS: 1. ENERGY DEMAND REDUCTION Air conditioning, lighting and PCs are the main contributors to an office’s energy consumption. The strategies implemented to significantly reduce energy consumption and carbon footprint include the following: • Sub-metering of electricity and water – know what you are using so that you can reduce it; • Fabric efficiency to reduce the demand for heating, cooling, mechanical ventilation and electric lighting; • Centralised green IT solutions to power down PCs, printers and copiers; • Using only high-efficiency equipment; • Using 100 per cent renewable electricity; • Reducing energy use across its server rooms by installing energy efficient lighting and cooling systems. Traditionally, IT/comms rooms are kept cooler than they need to be, but this means using more energy when you do not need to; and • Implementing video-conferencing suites to cut the need for business travel.

2. DON’T WASTE ANYTHING ideas to sweat the office asset while boosting people’s wellbeing productivity through better layout, maximising natural light and other concepts; • Engaging employees throughout the process; and • Becoming a Net Zero Carbon organisation.

Ska rating coup One example of this project at work is the Tithebarn House office in Liverpool. The building offers spacious accommodation capable of a high-level user occupation and was refurbished in 2013. It has since won a Ska Rating Silver award for its environmental specification.

The space has been designed to provide excellent natural and artificial lighting. The office also uses 100 per cent renewable energy, which lowers the facility’s www.fm-world.co.uk

18-21_100% Recy energy.indd 19

“The organisation’s carbon footprint is calculated and verified using external experts, and the business encourages its employees to get involved with the projects so that they actually get their hands dirty”

Waste is a major environmental issue in the built environment with more than 40 per cent of landfill resulting from building-related waste. At TCS, no one is allowed to waste anything. A waste audit is carried out for all offices to kno›w the waste they are generating, and waste areas with easy access and spaces on each floor that encourage staff to recycle have been introduced.

Recently TCS has been accredited to Zero Waste to Landfill by Valpak for its offices in 33 Grosvenor Place & Tithebarn House. Zero waste to landfill is when no waste streams go to landfill – instead materials are diverted to other uses.

• Cardboard goes to paper mills; • Glass goes to re-melt; • Plastic goes to be made into new packaging; and • Food waste goes to composting.

3. NET ZERO CARBON OFFICE A net zero carbon office is one that causes no increase in net CO2e emissions into the atmosphere.

By using 100 per cent renewable electricity, and buying voluntary offsets for the remainder of its CO2e emissions, TCS is supporting…›

FM WORLD | 7 APRIL 2016 | 19

31/03/2016 12:43

FM FEATURE

TARGETING NET ZERO CARBON

SURESH KUMAR

carbon footprint and supports the government’s strategy for zero carbon buildings.

The adoption of renewable energy at Tithebarn House was a logical next step for the business, which employs 319,000 people across 46 countries, with 4,800 people in the UK, working out of 15 offices. The business case for renewable energy is becoming clearer and much more straightforward. TCS accepts that it needs to pay a premium for this energy, but knows that grid parity is close and costs will become significantly lower than current prices over the coming years. Across TCS’s infrastructure, it has been determined that the more renewable energy there is on the grid, the more the prices come down – over the past two years the average price for renewable electricity in the UK has reduced by 12 per cent.

TCS uses voluntary offsets to compensate for business travel

100% renewables Buying renewable energy does not always guarantee that the delivered energy consumption is 100 per cent from carbon neutral sources. In England, Wales and Scotland, businesses and consumers get their actual electricity from the National Grid. The electricity comes from a mix of sources. In the past year, that mix was coal (38.4 per cent), natural gas (27.7 per cent), nuclear (20.6 per cent), renewables (11.3 per cent) and other (2.0 per cent).

TCS works with its energy brokers to ensure that it only uses 100 per cent renewable energy. When you buy green electricity from some providers, you are paying for a commitment by your supplier to put green electricity into the grid, in some proportion of what you use. This is done by procuring renewable energy from power plant owners or building their own capacity for the future. For the business 20 | 7 APRIL 2016 | FM WORLD

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case to support TCS’s climate change strategy the business only wanted to invest in 100 per cent renewable energy. So TCS works through an energy broker to ensure that it meets this corporate responsibility. An experienced green energy broker allows TCS to build a renewable energy solution that uses fixed and variable electricity and natural gas products, and green energy products including solar and wind options.

Into the forest As well as buying 100 per cent renewable energy, TCS calculates its carbon footprint

“The credibility of carbon offsets is sometimes questioned by the media, especially when the money is invested in projects thousands of miles away”

and offsets business travel and other emissions using voluntary offsets. TCS does not have to purchase governmentregulated carbon credits, so the offsetting programme is based on voluntary offsets. This allows the business to invest in local projects and offset the carbon dioxide emissions (CO2e) that it produces through forestry and resource conservation projects. As an example, at the moment TCS is supporting the Mersey Forest Project, a growing network of woodlands and green spaces across Cheshire and Merseyside with the purpose of creating a healthier, www.fm-world.co.uk

31/03/2016 15:14

TARGETING NET ZERO CARBON

Premises are designed to reflect how people use them

› …the government’s strategy for zero-carbon buildings. The business is proud of its net zero-carbon status and recommends that companies benefit from the requirements of the ESOS Regulations 2014 to look at ways to actively implement renewable energy technologies into their businesses.

4. SPACE INNOVATION Space matters; it affects the way we work, think and interact. The layout of TCS’s offices encourages collaboration with comfortable breakout areas such as the sleek kitchen and café area at Tithebarn House, which allows employees to unwind and relax. When the team refurbished the building, natural light into the office areas was maximised. This was once considered a soft benefit for employees, but it is now seen to dramatically improve the wellbeing of a building’s inhabitants.

5. EMPLOYEE ENGAGEMENT TCS’s offices are centred on how people use them; a big office with the managers hogging all the corner offices is considered more than a little gauche today. The business put a great deal of time into liaising with employees and getting their feedback. Employees are considered the business’s most important asset and TCS wants them to help the organisation continuously improve the facilities. Recently TCS implemented a Cycle to Work Scheme, and have in place an Eco Futures and Zero Heroes employee programme, where it offers employees volunteering days, which include community planting days and educational workshops.

more prosperous society and environment, and planting 1,725 trees. Overall, the Mersey Forest project is carrying out groundbreaking work, including working with the forestry sector to plant more resilient woodlands for our changing climate, and planting more heathland and reed beds for species such as dragonflies.

The credibility of carbon offsets is sometimes questioned by the media, especially when the money is invested in projects thousands of miles away. But TCS has decided to invest in local community projects that have a clear goal because social www.fm-world.co.uk

18-21_100% Recy energy.indd 21

responsibility plays a big part in the organisation’s sustainability strategy. TCS’S evidence of its offsetting programme can be seen in a number of projects, and is even evidence through the counting of trees that have been planted.

Into the forest Furthermore, the organisation’s carbon footprint is calculated and verified using external experts, and the business encourages its employees to get involved with the projects so that they actually get their hands dirty – as well as offset emissions. TCS is a member of the Business in the Community

‘Give & Gain Promise’, pledging to give 503,300 hours of volunteer support to their communities during work time.

This means that TCS employees carry out many volunteering tasks, from planting trees to teaching children about the benefits of supporting the local environment.

As a business, TCS has been innovative in the way it has simplified its approach to investing in renewable energy and carbon offsets, demonstrating a clear strategy in combining this programme with the CSR strategy and operational office energy goals.

The longer-term vision is to decouple business growth and ecological footprint from its operations to address the environmental bottom line. The green approach is embedded in its internal processes and services offerings – from green buildings to green IT to a green supply chain, TCS’s mantra is to grow sustainably and help its customers to achieve sustainable growth through green solutions and service offerings. FM Suresh Kumar is head of administration at Tata Consulting Services FM WORLD | 7 APRIL 2016 | 21

31/03/2016 15:15

FM FEATURE

NATIONAL LIVING WAGE

MARTIN READ

THE NATIONAL MINIMUM WAGE

£6.70 PER HOUR his month, an estimated 1.8 million workers will get an immediate pay rise as a result of the new National Living Wage. It follows chancellor George Osborne’s surprise introduction of the measure last year, and follows a concerted campaign by the Living Wage Foundation to which many firms providing FM services had already subscribed.

Legislating the NLW will cut both ways. 2.75 million people will have been affected by the time the top rate becomes effective in 2020, although an estimated £1 billion will be spent in extra costs during the NLW’s first year, say government advisers.

But the crucial question is – does the NLW change the nature of conversation with clients?

“At this end of the market FM

T

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providers will be forced to seek ways to deliver additional value for the extra price or to innovate and seek ways to deliver their services more cost effectively,” says Guy Pakenham, managing director at Cordant Cleaning.

“The NLW does impact cost and focuses both the client and especially the provider on ensuring that value for money is delivered,” says Martin Reed, group managing director of Incentive FM Group.

“The days of ‘fat’ in contracts

have gone and our belief in open book commercial agreements supports this. Staff will be asked to work efficiently and be paid a living wage for their efforts.

The only ones who will suffer are businesses that pick the providers who don’t work with their staff to extract true value for money.”

Richard Sykes, CEO ISS UK & Ireland, says: “What we should do at this point is highlight that what’s referred to as the ‘national living wage’ is technically a new

“What’s referred to as the ‘national living wage’ is technically a new premium on top of the National Minimum Wage; in effect, it’s an enhanced Minimum Wage”

premium on top of the National Minimum Wage; in effect, it’s an enhanced Minimum Wage.” ”A number of our clients provide the Living Wage, as developed by the Living Wage Foundation, and have valuable insights and experience to share about successful implementation of new pay levels. Those preparing for the government’s change to the minimum wage can learn from these Living Wage pathfinders.”

Cordant’s Packenham believes the higher rate of the NLW could lead to firms currently outsourcing on the grounds of cost reavaluate the benefits of having FM back in-house.

“The higher the minimum wage the more level the playing field becomes with regard to pricing contracts,” says Packenham, “and the sector may also see greater www.fm-world.co.uk

31/03/2016 16:44

NATIONAL LIVING WAGE

WORKING OUT NEW ANGLES The Na National Living Wage is legislation with gr great significance for facilities service prov providers.

Here, representatives of FM firm explain how they think the market firms w be affected and how organisations will will need to work in different ways to make the sums add up

THE NATIONAL LIVING WAGE

£7.20 PER HOUR “We are perhaps looking into a future where we have a two-tier playing field comprising those clients paying the NLW and those offering the higher Living Wage” www.fm-world.co.uk

22-25 NLW.indd 23

consolidation, particularly within the lower margin FM sectors.

Client response to the challenge of the NLW is crucial “Our clients are understanding of the pressures this legislation brings to them and have generally entered into a fair dialogue to overcome any issues together,” says Reed. “Where clients see it as a ‘contractor issue’ we have provided options and choices to help them work with us to implement the new rates.”

“Will paying NLW improve the calibre of the talent pool?

Not significantly in my view,” says Packenham, “although the UK may well become a more attractive proposition for highercalibre people from within the EU, assuming the UK does not vote to leave. In the higher

margin FM services sectors, the NLW is unlikely to have a significant impact as pay rates will typically already be above £9 an hour.

For ISS, the policy is to introduce the voluntary Living Wage option alongside the NLW. “We find it’s a positive way to inform, educate and introduce clients to the opportunities and new ways of working“ says Sykes.

“For example, our new learning and development programmes at ISS are designed to support and develop our people to find the best way to perform their role.

The end result is people who are geared to supporting positive outcomes for themselves in their work and ultimately for our clients.

“The market will evolve and thrive,” adds Sykes. “It always

does. We innovate, we create and we implement new and better ways of working.

“We are perhaps looking into a future where we have a two-tier playing field comprising those clients paying the NLW and those offering the higher Living Wage.

Those providing the latter will be in a position to attract the best people and in turn possess a more stable, engaged and loyal workforce with lower churn and associated costs.”

For Incentive, Reed sees an opportunity to make all elements of FM services not just an entry-level position but a real career choice.

“We will continue to work with our staff to provide professional levels of training and ensure that they never say ‘I’m just a cleaner’ or ‘I only work in the kitchen’. They do a great job, FM WORLD | 7 APRIL 2016 | 23

31/03/2016 17:32

FM FEATURE

NATIONAL LIVING WAGE

GRAEME DAVIES

WEBINAR HIGHLIGHTS EMPLOYEE COMMITMENT LEVELS

The wider issue of the Living Wage and its impact on performance was the focus of a recent FM World webinar sponsored by workforce management software developer Kronos.

Participants discussed the impact of the elevated wage floor on the attitude of workers; the way in which team hierarchies and supervisor levels are maintained; and the uplift in workers’ ‘discretionary input’ resulting from increased commitment levels.

Stuart Wright, property and facilities director at Aviva, was joined by Caroline Reilly, programme manager of the Living Wage Foundation and Charlie Mowat, managing director of the Clean Space Partnership.

To listen on demand, visit: www.fm-world.co.uk/nlwebinar

they are going to be rewarded for it and should be proud to be in the profession.”

Packenham expects retention and performance of staff to increase in the short term. But, he says, “there is a general sense that these boosts will lessen as the new wages become the norm”.

The NLW, as with the LLW, will narrow the gap between

supervisors and operatives “unless clients are willing to pay to maintain the differentials”, says Packenham. “If they are not, this can create a problem for the FM provider to recruit and encourage staff to take up these positions.” ”It is likely that FM service providers will be forced to innovate and seek ways to deliver services more cost effectively.

This will likely result in FM businesses having smaller teams but possessing a broader range of skills.”

The structure and size of FM teams always depends on a range of factors,” says Sykes. “The government’s NLW premium may have some impact, but it’s unlikely to be in isolation.

Other points to consider are whether a provider self-delivers

services, the mobility of the work force and the individual needs of each client. For example, better communication allows us to direct our teams of mobile engineers to the jobs best suited to their experience, capacity and resources; in the future, why shouldn’t the same be feasible for our frontline people on contracts where this suits the clients’ style of business?” FM

A MARKET IN FLUX The National Living Wage may be seen a laudable and progressive move by the government, but the rise in costs is proving quite a challenge to FM operators, as business correspondent Graeme Davies reports

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lready, in the run-up to the first NLW hike to £7.20 an hour this month, some company bosses have bemoaned the extra cost to their businesses of the across-the-board hike, never mind the fact that it will continue to rise at well above inflation for the rest of the decade. Indeed, last year Interserve warned that the introduction of the NLW could cost it up to £15 million in the first year alone.

A

Many companies have been quietly preparing themselves for the extra hit to their wage bills while others have already voluntarily adopted the recommendations of the Living Wage Foundation. Some FM operators, such as ISS, have been paying Living Wage Foundationrecommended minimum wages for many years while some buyers of FM services have long insisted that their contractors should pay a minimum wage www.fm-world.co.uk

31/03/2016 17:34

NATIONAL LIVING WAGE

to employees working on their premises.

Nonetheless, for some suppliers and their customers there are likely to be shocks to come. Margins are already waferthin and the potential to recoup some of the losses by passing on costs to customers through higher prices may be off the agenda.

Indeed, many buyers of services have already begun to signpost their expectations in terms of the pay rates for employees of suppliers and some have already gone above and beyond the rate being introduced. For example, Manchester City Council has adopted the ‘Manchester Minimum Wage’, taking on the Living Wage Foundation’s suggested £7.85 level for paying its employees and also indicated to suppliers that this is a level it expects suppliers to pay their employees. Manchester has said it will evaluate each contract on its individual merits but will use the payment of a decent minimum wage when evaluating the ‘social value’ of tenders submitted to it for contracts.

Rising threat The big threat for employers who are potentially locked into longterm contracts on relatively thin wages is that the rising minimum wage, which is likely to average something like 6 per cent a year growth over the next four years, could wipe out margins on contracts that often see any uplift in payments linked to currently non-existent inflation.

Firms are already casting around to find ways of mitigating rising wage costs with some suggestions that the best way of doing so would be to thin out their workforces while attempting to improve productivity through better training and better use of technology. There is also the potential for some companies www.fm-world.co.uk

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NATIONAL LIVING WAGE FOR 2020

THE VOLUNTARY UK LIVING WAGE

£9 PER HOUR

£7.85 PER HOUR (AND £9.15 PER HOUR IN LONDON)

“Many companies have been preparing for the extra hit to their wage bills” to make more use of contracted or freelance employees, which reduces costs as there is less requirement to provide holiday pay, pensions and healthcare, potentially to the detriment of the employees themselves.

But many companies have already been through a prolonged period of sweating their assets more efficiently as they have sought to trade through the recession and beyond while battling tough competition. Low inflation over the past few years, coupled with a tough competitive environment, has made it hard for suppliers to pass on additional costs to clients and this is likely to continue in the coming years.

Working together Those who have not yet adopted a minimum wage policy could do well to study those who have

successfully paid a minimum wage over a period of several years, and also those clients, such as SSE, who have insisted on ‘responsible procurement’ standards such as minimum wage clauses in contracts and how they have worked with suppliers in an effort to mitigate the impact, as there is little to be gained from forcing a supplier into financial difficulty as the most obvious result would be poorer service standards.

One company that has lobbied suppliers on the minimum wage is KPMG, which worked with its contract cleaners to establish more efficient ways of working and also more realistic ways of contracting in cleaning services.

KPMG asked its cleaning contractor to agree a minimum standard of acceptance for the work being done but removed

clauses relating specifically to how many hours of work would be supplied, giving the supplier the flexibility to work in different ways to produce a mutually acceptable outcome and would be ‘cost neutral’ to the supplier.

Such has been the success of KPMG’s approach that it has not only kept a lid on rising costs but reduced the overall cost of its bought-in FM services to below the levels seen in 2006 – when it first began to encourage suppliers to pay the Living Wage.

This ‘grown-up’ approach is something that is likely to have to be adopted across the industry in years to come as companies struggle with rapidly rising wages eating into thin margins. Such a cultural change will not happen overnight, and in the short term costs across the FM industry are likely to rise. But the success some companies have made of adopting a Living Wage indicates that it can be done sensibly without destroying businesses or relationships between suppliers and customers. FM FM WORLD | 7 APRIL 2016 | 25

31/03/2016 17:34

FM FEATURE

THINKFM 2016

ANDREW PRING & MARTIN READ

A PRODUCTIVE CHOICE ThinkFM 2016’s theme sees speakers focused firmly on how FM can impact organisational productivity. Andrew Pring and Martin Read talk to some of the speakers who will make attending ThinkFM a productive decision in itself wo things differentiate ThinkFM 2016 fro its two immediate predecessors: a new venue – it takes place this year at London’s Milton Court – and the option to take part online. These changes apart, the structure of the conference continues the single-stream, single-theme approach first adopted in 2014.

It’s a hugely successful formula, and this year you could argue that the value of attendance is intrinsically linked to the event’s theme – productivity.

The event, headline sponsored

by Sodexo, will examine the role of facilities management in unlocking organisational productivity.

The conference programme highlights the role of FM in enabling individual, team and organisational performance and the factors that affect it.

ThinkFM will look at factors from wellbeing and happiness to smart workplaces and their influence on performance.

T

Health connection One of the key speakers, Dr Jill Miller from the Chartered Institute of Personnel and Development (CIPD), believes FMs have a very important role to play alongside HR in improving employee morale and wellbeing.

“A healthy workplace is vital for a sustainable productive

business,” says Miller.

“HR and FM have pivotal roles to play in making this a reality, along with leadership and management buy-in to the shared value that investing in wellbeing delivers.”

Dr Miller’s presentation – ‘Setting an aspirational agenda for wellbeing that’s good for employees and good for business’ – will examine how the CIPD’s wellbeing organisational framework can cut sickness absence costs, currently running at over £14 billion a year or £554 per employee.

She will outline the CIPD’s belief that there is still considerable scope for wider and more integrated implementation of employee wellbeing initiatives in the workplace.

“The world of work is moving at an ever-faster pace,” says Miller, “and pressing environmental factors such as the ageing population only increase the responsibility on employers to not only mitigate the workplace risks to, but optimise, people’s health and wellbeing.

“We need to change the way we work, where we work and when we work. To date, only 8 per cent of employers have a wellbeing strategy, so there’s a long way to go.”

The benefits of adopting wellbeing programmes can be swift, says Dr Miller.

“Sometimes, companies don’t believe they’ll get a quick payback from investing in wellbeing, so they don’t bother.

But that’s wrong. Some steps can have an almost immediate effect and raise morale and encourage people to look after each other better.

“It’s something all line managers should be aware of,

including FMs who have a big role to play in helping people make adjustments to their work environment which can be good for self-esteem and morale.”

Happiness dividend Fellow speaker Professor Eugenio Proto from the University of Warwick and research associate at the Centre

HIGHLIGHT PRESENTERS

“IN MANY SERVICE INDUSTRIES THERE’S A FOCUS ON CUSTOMER SATISFACTION – BUT IT’S TENDED TO BE ON ADDING WHAT I REFER TO AS BELLS AND WHISTLES” JACQUELINE CUPPER

“SOMETIMES, COMPANIES DON’T BELIEVE THEY’LL GET A QUICK PAYBACK FROM INVESTING IN WELLBEING, SO THEY DON’T BOTHER — BUT THAT’S WRONG” JILL MILLER

“LOWER HAPPINESS IS SYSTEMATICALLY ASSOCIATED WITH LOWER PRODUCTIVITY. EVIDENCE SHOWS A LINK BETWEEN HUMAN WELLBEING AND HUMAN PERFORMANCE” EUGENIO PROTO

26 | 7 APRIL 2016 | FM WORLD www.fm-world.co.uk

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31/03/2016 16:52

THINKFM 2016

OUR SPONSORS HEADLINE SPONSOR

WHAT TO EXPECT EVENT SPONSORS

THINKFM 2016: 18 MAY 2016 – AT MILTON COURT IN LONDON, AND ONLINE This year’s conference starts with a networking breakfast at 8:00am and closes with a drinks reception from 5:00pm.

For details on how to watch the live stream rather than attend in person, visit www.thinkfm.com/book/online-streaming/

for Competitive Advantage in the Global Economy will be exploring the effect of happiness on productivity. A research project he has been involved with has shown happy employees are 12 per cent more productive.

Following this, the project also looked at potential guidance for organisations striving to make their workplaces emotionally healthy for their workforce, which Proto will share with conference delegates.

On an appropriately light note, Proto talks of an experiment that showed how both happiness and productivity levels of employees rose after they were shown clips from a performance by the comedian Bill Bailey.

Proto says: “Workers’ happiness should matter not just for morale reasons – if it boosts productivity, it boosts profit! Anything free (such as the ‘nudge’ approach) should be done, and costly policies might be worth it too.

“Management needs to appreciate that it is not a question of happiness versus profit (or life satisfaction versus economic growth). Both can and should move together.”

The right conversations Jacqueline Cupper is the head of service performance and development at GlaxoSmithKline, and she’ll be speaking about productivity from the perspective of customer satisfaction and how organisations should measure it.

Inspired by a Harvard Business Review article headlined ‘Stop trying to delight your customers’, GSK worked recently with a customer research organisation on a global survey of its service users, establishing that “most people want a service to deliver right first time rather than be embellished with added extras www.fm-world.co.uk

26-27 Think FM.indd 21

of no tangible value to the customer”.

Over recent months, GSK has rolled out a joint service provider / GSK improvement plan.

“I believe that in many service industries there’s a real focus on customer satisfaction,” says Cupper, “but that focus has tended to be on adding what I refer to as bells and whistles; putting flowers in a bathroom makes no difference if the bathroom isn’t clean.”

Coming from a retail background, Cupper set about looking at the problem differently.

What services do people need to get the job done? What matters most to users? She will illustrate her point with examples from the GSK study.

“I’ll talk about the impact of the survey, using case studies where we found out that, for example, we’d been asking the wrong questions. In some cases, what we were responding to was not a lack of satisfaction with services, but with the problem resolution process,” says Cupper.

Other speakers confirmed for the event can be seen in the sidebar. This year, the productivity theme promises to make ThinkFM an event that pays for itself. FM

• THINKFM TICKETS ARE AVAILABLE – GO TO WWW.THINKFM.COM TO BOOK YOUR PLACE • YOU CAN ALSO ELECT TO WATCH ONLINE, LIVE OR ON DEMAND AT A MORE CONVENIENT TIME (SEE SIDEBAR) • ONLINE TICKETS COST £99+VAT AND YOU’LL BE ABLE TO TAKE PART IN LIVE POLLS AND Q&A VIA A MOBILE APP

Broadcaster and presenter Kirsty Lang is this year’s conference facilitator, while BIFM chairman Julie Kortens will open the conference and set out the context of productivity for the day.

Below are the details of presentations confirmed as of 30th March – but check www.thinkfm.com for the latest details.

‘How the National Grid boosted performance through smart workspace’ – Simon Carter, head of corporate property, National Grid • How National Grid has transformed how its employees work • How a redesign has put employees first and foremost, enabling them to work more collaboratively and productively • How a well-functioning workspace can contribute to staff productivity, collaboration, wellbeing, recruitment and retention ‘Think Productively and Brilliantly Every Day’ – Katie Ledger, senior practitioner, Complete Coherence • The science behind self-leadership • How the best leaders think about personal performance • How you can step change your own ability, control your own biology, and regain the energy levels you had 10 years ago ‘Why doing the basics brilliantly adds real strategic value’ – Jacqueline Cupper, head of service performance and development, worldwide real estate and facilities, GlaxoSmithKline • How to meet customer needs rather than wants • How to determine what matters most to service users ‘Productivity: Our problem, their problem or your problem?’

– Polly Plunket-Checkemian, commercial property consultant • How the workplace relates to Britain’s productivity challenge • What productivity means in the UK’s knowledge economy • The barriers, challenges and opportunities available to firms from workplace management and trends ‘Setting an aspirational agenda for wellbeing that’s good for employees and good for business’ – Jill Miller, research associate, CIPD • The drivers making wellbeing an integral business focus • CIPD’s wellbeing framework for a healthy organisation • Key challenges and opportunities for HR and facilities management professionals ‘Some firms say they care about the wellbeing and ‘happiness’ of their employees. But are such claims hype, or scientific good sense?’ – Eugenio Proto, associate professor, at the University of Warwick • How lower happiness is associated with lower productivity • The causal link between wellbeing and performance.

FM WORLD | 7 APRIL 2016 | 27

31/03/2016 16:52

FM EVENT BIFM LONDON REGION CONFERENCE

CAPITAL GAINS The recent BIFM London Region Conference, which took place on Budget day, focused on issues of resilience, measurement and productivity. Here’s a flavour of the event

DOUGLAS COOKE Chairman, Principle Cleaning Principle Cleaning chairman Douglas Cooke moved quickly from pinstripe suit to cleaning polo shirt as he described his time as an undercover boss. The BIFM London region conference’s sponsor called for an end to night cleaning, greater flexibility and better pay.

He said that it was hugely important to build a sense of teamwork, motivate and respect staff and to pay them a decent wage, all of which bought a higher rate of employee retention and a more committed workforce for the employer.

28 | 7 APRIL 2016 | FM WORLD

28_29_BIFMLondon.indd 028

MONICA PARKER Founder, Hatch Analytics Resilience was the theme of Monica Parker’s presentation. Anxiety, she said, is one of the most common feelings in the workplace – and mental health is now the single biggest issue affecting workplace health. Resiliency, and a more rounded approach when responding to and tackling trauma, is crucial. Being part of a community at work and feeling close to co-workers has proved to be a major factor in wellbeing. In fact, there is a higher mortality rate for loneliness than for obesity or smoking. How do we tackle this? Parker says we all need to have: a sense of purpose; drive; to put things in perspective; and to have an optimistic outlook. www.fm-world.co.uk

31/03/2016 17:48

PETER MCLENNAN MSc course director in facility and environment management at the Bartlett School of Graduate Studies, UCL, discussed career progression in FM and advised those in the audience to ensure they had a career plan in place

MARK DOWNES Business development director, Engie UK

CHRIS MORIARTY Development director, Leesman Index One of the key causes of stress in the workplace is through companies ‘stressing’ their property assets and cramming increasing numbers of people into an ever smaller amount of space.

The tipping point when a space is so packed, its people become unproductive was discussed by Chris Moriarty, development director at Leesman Index.

Using Leesman statistics, he explored whether the current ‘trend’ of focusing on the property asset actually means that the workforce, and consequently productivity, is negatively affected. Moriarty said that when cost or physical features becomes the focus, the value is engineered out, risking social cohesion and performance also being engineered out.

Leesman’s data indicates that just over 50% of people agree that the design of their workplace enabled them to work effectively.

The other 50%? Moriarty said there needed to be a shift from ‘cost-reduction’ to ‘waste-reduction’ and more data to drive understanding. “Until you’ve got data, it’s just an opinion”. www.fm-world.co.uk

28_29_BIFMLondon.indd 029

The former Olympic project director and head of service at the London Legacy Development Corporation took the legacy of the Olympic Park, now Queen Elizabeth Park, as a case study. Although the 2012 London Olympics now feel like a distant memory, the legacy lives on. Downes suggested that FM as a sector can learn a lot from the park, both in terms of the initial Olympic project and the park as it is run and managed today. He cites the location of the park as a key factor (it’s one of the best connected places in London). The park has “created enormous value”, is focused on the needs of the client, is a source of learning and has allowed all parts of London to grow together.

FM WORLD | 7 APRIL 2016 | 29

31/03/2016 17:47

Selected forthcoming features in FM World:

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

14/03/2016 15:00

FM CALENDAR APRIL

YOUR CAREER OUR COURSES TRAINING FMs FOR OVER 20 YEARS

Telephone

+44 (0)20 7248 5942

facebook.com/bifmtraining

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Professional FM 1 (Intermediate) Team Leading (ILM Level 2 Qualification) Making Catering Contracts Work Advanced Building Services

MAY 09 10 10-12 11-12 11 11 12 17-19 17-20 18 18-19 19

Trends & Innovation in FM (Executive Programme) The Tender Process FM Business School (Advanced) IOSH Risk Assessment in Practice Contract Management Influencing New Projects NEW Negotiating to Win Understanding FM - Edinburgh IOSH Managing Safely BS11000 & Collaborative Business Relationships Information & Knowledge Management Strategic Financial Management in FM (Executive Programme)

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30 | 7 APRIL 2016 | FM WORLD

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31/03/2016 11:13

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.

CONSTRUCTION OUTPUT: JAN 2016/NEW ORDERS Q4 2015

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

Consumer Price Index (CPI): The CPI rose by 0.3 per cent in the year to February 2016, unchanged from January. This maintains the position seen over the last few months of a rate a little above zero. The largest downward contribution came from the transport sector, from price changes for items such as road passenger transport, secondhand cars and bicycles.

THERE ROSE BY 3.0% WERE OUTPUT FELL DROPS BY 0.8%

,

BUT THERE WAS A FALL OF 1.5% IN NON-HOUSING WORKS. COMPARED WITH JANUARY

Bank of England base rate: 0.5% as of 17 March 2016.

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

IN JANUARY, CONSTRUCTION OUTPUT FELL BY 0.2% COMPARED WITH DECEMBER 2015.

ALL NEW WORK FELL BY 0.8% AND ALL REPAIR AND MAINTENANCE (R&M) INCREASED BY 0.8%.

IN PUBLIC HOUSING (-10.6%) AND INFRASTRUCTURE (-8.6%), WHICH WERE OFFSET BY JUMPS IN PRIVATE COMMERCIAL (4.7%), PUBLIC OTHER NEW WORK (1.6%), PRIVATE INDUSTRIAL (0.7%) AND PRIVATE NEW HOUSING (0.6%).

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

Hourly rate from 1 Oct 2015

Aged 25 and above (from 1 April 2016)

£7.20

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

£8.25 per hour

London Living Wage

£9.40 per hour

www.fm-world.co.uk

31_Insight.indd 33

THERE WERE FALLS IN BOTH ALL NEW WORK AND R&M OF 0.4% AND 1.4% RESPECTIVELY. NEW ORDERS IN Q4 (OCT-DEC) 2015 DROPPED BY 0.5% COMPARED WITH Q3 (JULY-SEPT) 2015 AND GREW BY 1.4% COMPARED WITH Q4 2014.

SOURCE: OFFICE FOR NATIONAL STATISTICS

Source: (www.ons.gov.uk)

EMPLOYMENT

WITHIN R&M, HOUSING REPAIRS

WITHIN ALL NEW WORK,

DATACENTRE CONSTRUCTION 2016-20

DOOR & WINDOW FABRICATORS 2016-20

The datacentres market was valued at £1 billion in 2015, following three years of consolidation. Sector performance has been variable in recent years, with an oversupply of datacentre space since 2012 in the co-location sector. As a result, the co-location sector has been volatile in the past 2-3 years.

The public sector remains under pressure from the government’s plans to cut the UK deficit, so consolidating its datacentre estates.

The private sector has also been subdued, reflecting low business confidence, but 2014 and 2015 showed greater confidence in investing in business infrastructure against a backdrop of excess capacity in many areas. Most existing datacentre estate still belongs to private businesses.

Energy efficiency is a key driver of growth, driving demand for modular, rack-based solutions to complete data centre pods and containerised solutions. Ever-increasing online activity and a growing interest in cloud computing are also SOURCE: AMA RESEARCH driving demand.

The window and door fabrication market has gone from decline over several years to growth since 2013, and grew by 3 per cent in 2015, with good prospects over the next five years. Recent economic volatility casts uncertainty over short-term prospects. The market for residential windows is competitive, but with government pledges on house building, it is expected to expand. Key factors are ‘green’ building, tough markets and diversification. A growing economy is also vital to the glazing sector.

There is a lot of overcapacity in the industry, leading to intense rivalry, especially in the PVCu sector, the main choice for domestic windows and doors. Fabricators have responded by broadening their ranges. The aluminium sector is the big supplier of windows and doors in commercial markets.

The supply structure is fragmented, comprising a mix of vertically integrated retail glazing companies, PVCu trade fabricators and fabricator/ installers, aluminium systems fabricator/installers, bespoke glazing contractors and composite door manufacturers. Closures/mergers will continue among national retail firms.

SOURCE: AMA RESEARCH

FM WORLD | 7 APRIL 2016 | 31

31/03/2016 15:15

FM WORLD

BIFM ANNUAL GROUP REPORT Below: Westminster Kingsway College’s student finalists and the Catering & Hospitality SIG’s chefs’ panel at the SIG’s November 2015 event at RBS

GROUP CATERING & REPORT HOSPITALITY INFLUENCING FACTORS ● In recent years it has become harder to define the hospitality, or contract catering market, as new services and revenue lines become ever more complex. Catering service provision has always been important, but it seems to have become even more so recently, with food and wellbeing taking a more central role in daily life. ● With so much competition from the high street, contractors have to find innovative ways to be engaging and enticing. This is against a push for increasingly smaller space in which to prepare and serve an ever-expanding menu offer. ● In addition, more caterers and clients seek to work with ‘local’ suppliers which raises the question: will there be a change in the traditional business model, with companies asked to undertake the role of ‘Master Contractor’? Some may argue this is no different to the traditional outsourced FM model and will lead to the increase of bringing high street specialism into the workplace.

INFLUENTIAL PEOPLE

SIMON ESNER has worked for BaxterStorey for 20 years.

He was named Sales Director of the Year at the National Sales Awards in 2013, and is passionate about providing the best training and career progression in hospitality.

A member of the BIFM for 10 years, Simon advocates excellence in service delivery and has been a lead judge on the BIFM awards panel for five years.

He is fellow of both the Institute of Hospitality and Institute of Directors.

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EMMA POTTER graduated from Royal Holloway University of London, Emma is the facilities manager for investment company Ruffer LLP, based in London’s Victoria, where she became a partner in 2011. A member of the BIFM since 2012, she recently completed her Level 6 qualification.

Emma is secretary of the SIG committee and also chairs Victoria’s Sustainable Prosperity steering group, which deals with corporate and social responsibility as part of Victoria’s Business

PAUL GREENWOOD has worked for Tricon Foodservice Consultants for the past nine years, covering the EMEA region, having previously worked for over 25 years in the contract catering sector. Outside his core business activities, Paul is an active member of a number of professional bodies and is currently deputy chair of the BIFM Catering & Hospitality SIG and responsible also for delivering contract training courses for the corporate sector.

KEY ACTIVITIES Cooking up a Storm: Following a report by the government’s UK Commission for Employment & Skills and an article on chef shortages in The Guardian, the SIG partnered with Westminster Kingsway College and industry experts to discuss why restaurants struggle to fill half of the skilled chef vacancies and how the industry can attract talent. Sponsored

by RBS and BaxterStorey, three finalists from Westminster Kingsway College were given two-and-a-half hours to produce a main and dessert under the

scrutiny of industry judges in the hope of winning an annual Student Scholarship of the Year Award. Harry Whitewood was the 2015 winner, receiving a 12-week scholarship organised

by BaxterStorey across RBS. The expert panel comprised representatives from Galvin Restaurant, Lexington, the Royal Academy of Arts, Chef’s Adopt A School, WKC’s Practitioner for Culinary Arts, and BaxterStorey.

The debate covered topics such as what is being done to encourage apprenticeships between contract caterers and restaurants.

FORTHCOMING EVENTS Commercial & operational hospitality trends: How to meet your employees’ demands and drive efficiencies.

Hospitality and IT: Speakers will share the latest trends, showing innovative ways to enhance your services.

The annual Student Scholarship Award: This award focuses on up-and-coming talent and how to attract the next generation.

GROUP CONTACTS Chair Simon Biggs Email: simonbiggs@ litmuspartnership.co.uk Tel: 07545 226513

Events coordinator Jane Dean Email: jane@pandjdean.plus.com Tel: 07778 828784

Deputy chair Paul Greenwood Email: PaulG@tricon.co.uk Tel: 07795 011399

Secretary Emma Potter Email: epotter@ruffer.co.uk Tel: 07939 866737 FM WORLD | 10 APRIL 2014 | 31 www.fm-world.co.uk

31/03/2016 12:50

FM MONITOR

MARK STEVENS

HOW TO

Mark Stevens is senior vice-president of Global Services

F IVE STEPS TO S ECUR I N G DATA SYST EM S

M

ark Stevens explains how to avoid the theft of sensitive company data

VTech and Snapchat are just the latest in a long line of highprofile organisations to suffer data breaches at the hands of hackers.

Today’s cyber attacks may differ in type and origin, but they typically produce the same result – significant data loss.

Data is the lifeblood of most companies and the long-term negative impact on those who suffer breaches demonstrates just how serious the issue of data loss has become today.

But as hackers continue to get smarter and more persistent, what can companies do to protect their most precious information?

Here are five recommendations to help your company keep sensitive data out of the wrong hands:

1⁄

Identify where sensitive data is at risk

Your customers, business partners, and investors will ask what your security posture looks like, so it makes sense to perform a thorough review of your environment to identify gaps where confidential data, including information contained on mobile devices, could be at risk. You don’t have to conduct this risk assessment yourself. There are a number of services available that can quickly help you understand where sensitive data lives and how it is being used.

2⁄

Don’t rely on traditional security

Almost 100 per cent of large www.fm-world.co.uk

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companies have security programs that start and end ‘on the network‘. Why? Because it’s easier. Racking a security device on the network causes very little organisational friction. Yet the IT teams in these companies then spend almost every day purposely punching holes in the network.

Virtual private network (VPNs) are a common example; their widespread use makes them targets for attackers owing to the high number of potential entry points and often lax attitude towards security from users.

These inevitable holes mean the network will always be vulnerable to attackers. Add to this the fact that many employees operate in a mobile environment and demand access to business information on their phones and tablets – devices that traditional network security measures can’t protect.

A layered approach to security is becoming increasingly important for companies, with device-focused technologies such as mobile device management (MDM) playing a big role.

3⁄

Focus on data protection solutions

According to the Forrester report The Future Of Data Security: A Zero Trust Approach, traditional

perimeter-based approaches to security are insufficient. It says: “Security and Risk (S&R) professionals must take a datacentric approach that ensures security travels with the data regardless of user population, location, or even hosting model.”

Several proven data protection solutions on the market ensure security travels with the data.

Called data loss prevention (DLP), these solutions help classify data, put a use policy against it, and strictly enforce it. DLP is a musthave for any company wanting to protect sensitive customer and business data.

If it is made it fractionally harder to steal sensitive information, or data is rendered useless once outside the network, attackers will move to another company that presents an easier target. As data remains the target and its attack surface continues to grow, protecting that data must be at the core of every company’s security approach.

4⁄

Outsourcing data protection

A way around the challenges associated with implementing advanced data protection strategies is to outsource to a managed security provider.

Many of these companies have deep DLP expertise and proven infrastructure, meaning that you can concentrate on your business while they keep your data

“Employee security awareness is a critical step to protect customer data.

Go beyond the annual refresher that no one takes notice of”

secure. If your IT team is already stretched, this approach gives you the comfort of knowing that customer data is being protected without taking valuable staff time. This will also help you meet the various standards demanded by customers, banks, and other security-sensitive organisations.

5⁄

Step up security training

Employee security awareness is a critical step to protect customer data. Go beyond the annual refresher that no one takes notice of.

Innovative companies are using technologies to help employees self-correct any risky data habits.

For example, a customer recently reported an 85 per cent decrease in data use policy violations after six months of using real-time, pop-up prompts.

Sometimes, all an employee needs is a simple reminder of what the corporate policy is, and how to adhere to it.

Customers and business partners will increasingly demand that companies show proof of security and monitoring to protect sensitive data.

The security of the information supply chain is gaining traction within IT security circles and companies are realising that the weakest link in their security posture may not be within their own walls, but rather inside the walls of those with whom they do business.

If you follow the above steps, not only will you be able to demonstrate that you’re protecting the data you possess, you’ll also be in a position to use your strong security posture as a differentiator. FM FM WORLD | 7 APRIL 2016 | 33

31/03/2016 12:45

FM MONITOR

VICTORIA SMITHYMAN

LEGAL UPDATE

Victoria Smithyman is a solicitor at HardingEvans

VICAR IOU S LIABI L I T Y

rganisations run the risk of being O found vicariously liable even if the person isn’t technically an employee, explains solicitor Victoria Smithyman It is fair to say that almost all organisations or groups in the UK are aware of the liability risk posed by the actions of their employees.

But should this concern extend to those individuals who are not formal employees?

What about those situations where the employee pursues their own interests?

The fact is that employees, contractors and other workers are human, capable of independent thought and action, and sometimes make mistakes.

Should the employer ultimately be held legally liable? These are matters that have recently been considered by the Supreme Court.

1⁄

What is vicarious liability?

Traditionally, the concept of vicarious liability has been considered in terms of an employer being responsible and therefore liable for any negligent acts of their employees which occur during the course of their employment.

It is clear that in light of the direct employer/employee relationship there is a real risk that an employer will generally be held ‘vicariously liable’ for the actions of their staff.

But what happens when the lines of the employment relationship are blurred? The law surrounding this is convoluted.

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However, the Supreme Court has recently given us some food for thought.

2⁄

Defining the blurred lines

The case of Cox v Ministry of Justice [2016] UKSC 10 stated that an organisation could still potentially be held vicariously liable despite there being no formal employer/employee relationship.

Importantly, the payment of a wage was not essential for a finding of vicarious liability rather than the contribution the individual makes to the organisation.

In this case, the claimant was a catering manager at a prison. She was injured when a prison inmate carrying sacks of rice accidentally dropped one onto the claimant.

The question was could the prison be held vicariously liable for the actions of the prisoner?

The conclusion of the Supreme Court was ‘yes’.

The inmate, although not an employee, was contributing to the day-to-day operation of the prison – keeping inmates and prison staff fed. While

undertaking this work he was “furthering the aims” of the prison and so the Supreme Court concluded it was vicariously liable.

3⁄

What about employees ‘acting out’?

What about those situations where the employee acts in their own interest and without any instructions from his employer?

The case of Mohamud v WM Morrisons Supermarkets Plc [2016] UKSC 11 deals definitively with this point.

In this case a Morrisons employee ‘A’ was working in a petrol station kiosk. Unprovoked, ‘A’ then launched a foul-mouthed verbal and, eventually, physical attack on the claimant.

The claimant argued that Morrisons was vicariously liable for the actions of its employee.

Initially, both the county court and Court of Appeal found for the defendant Morrisons.

They concluded that the actions of ‘A’ and the nature of his employment were not sufficiently “closely connected” and therefore Morrisons could not be responsible.

The Supreme Court, however, thought differently.

The court decided that it did not matter why the employee acted the way he did and what his overall aim was.

The fact that he used his employment position for his

“If the person then uses their role to commit an act of negligence, the fact remains that the organisation could still be held liable”

acts means that the employer was held responsible for the employee’s actions.

LJ Toulson states in his judgement: “It was a gross abuse of his position, but it was in connection with the business in which he was employed to serve customers. His employers entrusted him with that position and it is just that as between them and the claimant, they should be held responsible for their employee’s abuse of it.”

In this case the employee was employed in a customer service role. The fundamental aspect of this role was his interaction with customers.

The Supreme Court concluded that he used his employment position to carry out the attack on the claimant.

Even though it was clearly ‘A’s personal agenda to carry out the attack, his employment provided the opportunity to do so and, as a result, his employer was held vicariously responsible.

4⁄

Where does this leave us?

Ultimately, all organisations run the risk of being found vicariously liable for the actions of individuals acting for or on their behalf, regardless of whether a formal contract of employment or remuneration exists.

The recent cases have widened the net to include all people with a function within an enterprise and not simply an employee.

If the person then uses their role to commit an act of negligence, the fact remains that the organisation could still be held liable.

You have been warned. FM www.fm-world.co.uk

31/03/2016 15:16

FM MONITOR

RICHARD GALVIN

HOW TO

Richard Galvin is UK operations support director at Andrews Sykes

PAT TESTIN G

acilities managers should regularly F get electrical appliances reviewed to safeguard employees from shocks and reduce fire risk, says Richard Galvin

1⁄

Assessing the risk

Health & Safety Executive (HSE) statistics show that 1 per cent of all industrial accidents are a result of electrocution from faulty or badly maintained electrical equipment.

As the HSE’s Provision and Use of Work Equipment Regulations 1998 states that it’s an employer’s responsibility to ensure that work equipment is maintained and in good working order, organisations should regularly review their equipment to safeguard employees from electric shocks and reduce fire hazards in the workplace.

2⁄

Calculating the risk

A risk assessment should be carried out on all appliances, taking into account the environment, its users, the type of equipment, the frequency of its use, and the risk it presents. When assessing the risk of an appliance, the maintenance regime should be proportionate to the severity of the risk. Consider the following: • Environment – office-based equipment and appliances within a low-risk environment are likely to suffer less damage than equipment in a demanding environment such as a construction site or healthcare facility, where equipment needs to function at a constant rate.

• Usage – portable and handheld appliances are more likely to sustain damage than fixed www.fm-world.co.uk

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appliances. The frequency of an appliance’s use will also affect its risk score.

3⁄

Regularity

Portable Appliance Testing (PAT testing) is not a legal requirement, however, employers are obliged to ensure that electrical equipment is maintained to prevent danger to users. Although it is not stated how or how often this should be assessed, by taking a risk-based approach employers can consider the equipment present, taking into account its purpose and how regularly it is used to develop an effective maintenance regime.

The recommended regularity of inspection and in-service PAT testing depends on the equipment in question. Class 1 appliances (such as office IT equipment) increase the risk of danger as they rely on the continuity of the protective conductor from the plug to the appliance. In an office, it is recommended that Class 1 IT equipment should be visually inspected every 24 months and a combined inspection (visual inspection and PAT test) carried out every 60 months.

It is also recommended that portable equipment in offices, such

as extension leads and handheld equipment should be PAT-tested every 24 months and visually inspected every 12 months.

In other locations, the recommendation is that the frequency of inspections and PAT tests ranges from every three months on all 110V equipment used on construction sites to every 12 months on Class 1 equipment in schools.

As far as the rental industry is concerned, all equipment should be visually checked as soon as it is returned from hire. This usually involves the equipment being serviced, a PAT test carried out, and a printed label attached to the item showing the test data.

Before being redistributed on hire, the item would have a PDI (pre-delivery inspection) where once again a visual inspection is undertaken and a further PAT test carried out so that the equipment is delivered to the customer with a current test label applied.

4⁄

What should the test include?

PAT testing, as standard, is carried out to ensure the safety of equipment. The process needn’t require a vast amount of time and resource but for it to be reliable, there are certain criteria the test should include. It’s essential that PAT tests be carried out by a competent person with knowledge of the relevant tests required and capable of safely isolating equipment.

“As far as the rental industry is concerned, all equipment should be visually checked as soon as it is returned from hire”

Key inspection criteria include: • Visually checking the appliance for suitability of use, including switching, wiring, connections, use of the correct fuse and ensuring that the plug is in good condition.

• Assessing the continuity of the earth wire and that the polarity of the lead is correct i.e. the plug is wired correctly. This test verifies earth continuity and insulation resistance.

• Checking the functionality of the equipment. Although it is not a legal requirement, it is recommended that all test results are recorded using a methodical system.

5⁄

Common problems

As with any electrical testing, common problems can arise. Not conducting tests in the required order may hinder the results making them unreliable.

For example, if the insulation test on a Class 1 appliance is carried out first, it’s not clear if the earth path is good. If the earth path isn’t tested and proved to be in a good working condition, you’re unable to rely on the insulation test.

Only doing one earth bond test is another problem that may come up, especially if an appliance has more than one outer part with separate earthed parts. In this case, each part would need to be measured separately. If there are multiple earth paths, taking the worstcase reading is best practice, as opposed to taking the average.

PAT testing may sometimes seem like an additional and costly task, however, undertaking PAT tests regularly will provide a safe working environment for staff, visitors and site users. FM FM WORLD | 7 APRIL 2016 | 35

31/03/2016 12:46

FM MONITOR

DAVID LODGE

TECHNICAL

David Lodge is a partner at Beaver Pest Control LLP

N EW PEST CON T RO L L EGI S L AT I O N

s your organisation legally compliant on I pest control? David Lodge explains some imminent alterations to the laws protecting wildlife Ninety-four per cent of red kites and 100 per cent of kestrels1 tested in the UK show residual anticoagulant rodenticides in their bodies – and barn owls show similarly high levels.

FMs and health and safety officers should now be aware that the HSE is likely to ban Second Generation Anticoagulant Rodenticides (SGARs) if the industry does not take more care to protect the environment. With this in mind the Environmental Agency and the Campaign for Responsible Rodenticide Use (CRRU) have helped to save these essential products by introducing waste control measures and stewardship procedures. The success of these procedures will be monitored through whistleblowing and measurement of toxins within ‘at risk’ wildlife.

1⁄

Know the legislation

It is essential that employees charged with pest control understand the principles behind the relevant legislation and comply with them. The risk hierarchy that your pest control company should work to involves you working with it as part of an Integrated Pest Management (IPM) system. This begins with habitat management.

2⁄

Habitat management

Habitat management includes physically altering 36 | 7 APRIL 2016 | FM WORLD

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the environment to discourage pests – removing food sources, eliminating harbours, and proofing holes to stop entry.

Non-toxic trapping techniques should then be considered as the next option. Only after these two steps have been carried out should rodenticides be considered. Success will be down to teamwork, investigation and innovation. Your pest control company should be carrying out a hierarchy of risk analysis with a COSHH assessment, risk and environmental assessment, and a method statement. Bait points should be pinpointed on a site map.

3⁄

Secondary poisoning

Many companies continue to locate permanent live baits in external bait boxes around the perimeter of buildings.

The need for these rodenticides should only really be required for a maximum of 35 days. If there is a continuing rat problem this can be extended, but only if the environmental risk assessment allows it and it is explained why

the bait is required and how nontarget species will be protected.

The danger to wildlife comes about in two ways; if the poison is separated from the bait station primary poisoning can occur to a non-target species such as domestic pets, or protected animals such as water voles and field mice may take the bait. The other scenario is that a house mouse, (not really a pest if it is outside) eats the bait and dies in the open. The body may then be taken by other wildlife – this is called secondary poisoning and this is the reason that residuals of SGARs are found in our wildlife.

This routine permanent baiting must come to an end. For the time being, pest control companies may narrowly be staying within the law as labels are still in the process of being changed, but this will be mandatory by March 2017 and is certainly the best procedure, according to CRRU UK Code of Best Practice 2. Pest control companies that do not adhere to this do not have much respect for the environment as there really is no excuse.

The Environment Agency also now insists that any live (toxic) bait on site must be accounted for carefully. When the baits are removed from site there must be a waste trail, which will require a consignment note unless the ‘spent bait’ is reused. If the contract is terminated it is the

“No longer can we ignore the impact that pesticides have on our surroundings. Indeed, if we choose not to, the HSE, along with Europe, will ban SGARs”

pest company’s responsibility to remove the baits; if they do not comply and you (the customer) or the incoming pest company has to remove them a charge can be made for this and the British Pest Control Association (BPCA) should be informed.

4⁄

Non-toxic knowledge

Pest control has become a knowledge-based industry as opposed to a productbased one. No longer can we ignore the impact that pesticides have on our surroundings.

Indeed, if we choose not to, the HSE, along with Europe, will ban SGARs. For seven years Beaver Pest Control LLP has used non-toxic rodent control measures such as electrical or mechanical traps and non-toxic monitoring blocks and it seems that the rest of the industry has finally caught up. We have also expanded into wildlife management by encouraging protected species such as badgers and bats to relocate away from areas where they risk human/ animal conflict, for example, by locating nesting boxes for bats, as well as flying hawks to deter pigeons. It is important that our clients understand the benefits of working with the environment and comply with legislation such as the Animal and Wildlife Countryside Act and the Food and Environment Protection Act. To find out more about considerate pest control, visit the British Pest Control Association website: www.bpca.org.uk/pages/ index.cfm FM

i 1 Source: Survey by the Barn Owl Trust 2011 2 Source: http://www.bpca.org.uk/ assets/CRRU_COBP.PDF

www.fm-world.co.uk

31/03/2016 15:55

FM MONITOR

GUY OTHER

HOW TO

Guy Other is chief executive officer at Orbis

THE TRU E COST O F S Q UAT T I N G

ince squatting in domestic property S was outlawed in 2012, the problem has shifted to commercial premises, says Guy Other A combination of rising house prices and the under-delivery of house building schemes, together with increasing unemployment and changes to benefits means that an increasing number of people have nowhere to live.

Squatting is an emotive issue.

Some people believe that having a roof over your head is a human right; others see squatters as a scourge on society. And the number of squatters is on the rise.

Accurate national figures for squatting are hard to gauge, but it is estimated that there are around 20,000 to 50 ,000 people squatting in the UK, compared with 9,500 in 1995. The BIFM and Orbis recently carried out a survey with facilities managers and property managers to highlight the problem.

Some 16 per cent of respondents reported an increase in commercial squatting, whereas there was just a 7 per cent increase in residential squatting. London property managers are seeing the highest squatting rates (83 per cent), followed by the South-East (78 per cent), Wales and the North-West (75 per cent), and the Midlands (73 per cent).

Changing tack The change in legislation to criminalise squatting in residential property, which took effect in September 2012, has forced squatters to change tack. In legal terminology, a squatter is an occupier of a property who has no ownership documents, no lease or tenancy agreement, no record of www.fm-world.co.uk

37_How to.indd 37

having paid rent to a landlord, and no other evidence of occupancy rights. The courts now have power to hand out custodial sentences of up to six months and fines of £5,000 for those found occupying a residential property.

Before these laws, it was believed that 60 per cent of squatters were living in residential property. Just two months after the legislation was introduced, a property litigation partner at CRS (Charles Russell Speechlys) reported to the Financial Times that there had been a 100 per cent rise in the number of instructions relating to commercial property squatting as squatters now saw it as a lower-risk alternative.

Financial implications Dealing with squatters can cost building owners thousands of pounds. When the new legislation was introduced, just over three years ago, the government raised concerns “about the serious direct financial and emotional impact squatting can have on the owner and occupiers of property”. But under current law, squatting is still not illegal in commercial buildings, although the same concerns apply.

Evicting squatters in commercial properties is not easy in England

and Wales, and may involve a protracted county court process. As squatting in offices, warehouses or empty bank branches, for example, is a civil offence, the police cannot be involved unless a crime such as breaking and entering has taken place. The police can arrest squatters if an offence has been committed, such as holes drilled into walls (criminal damage) or removing the fixtures and fittings (theft). If the squatters are noisy or fly-tip, the local authority can take enforcement action under the Environmental Protection Act 1990. And most squatters are well informed, armed with information such as the Squatters Handbook from the Advisory Service for Squatters, which offers legal and practical advice. Commercial property owners can also seek an Interim Possession Order or Possession Claim from the court.

If squatters invade commercial premises, it is the responsibility of the business owner to pick up the bill to evict them and to restore the property to its original condition. The legal fees for removing a squatter start at about £5,000, and the clean-up bill for a small commercial property, such as a pub, after squatters can be upwards of £1,500, covering lock change and rubbish clearance. This figure would increase dramatically for larger properties or where there is greater damage. Property owners may also need to account for the loss of rent and paying out for alternative accommodation for

“If squatters invade commercial premises, it is the responsibility of the business owner to pick up the bill to evict them”

commercial tenants.

Recently, 40 alleged squatters broke into the Leytonstone branch of a London supermarket chain and were thought to be using the building as a home for about two years. It is hard to calculate the scale of damage that occurred over that time but, given just the ad hoc alterations to the electrical system and added partitions, the cost to the landlord would have been considerable. Because the owner did not take immediate steps to remove the squatters, it was unable to take advantage of accelerated possession proceedings, which adds at least 10 months to the eviction process.

Insurance group Aviva has seen claims as a result of squatters double in recent years. In some cases claims for more than £1 million have been made. This includes not just the cost of removing the squatters, but also the cost of repairing damage from flooding, for example, or fire caused either on purpose or by badly rewired electrics.

Owners also risk other potential costs, such as paying compensation to anyone injured on the premises, or the risk of accidental structural damage caused by a squatter, from fires or flooding, for example.

The impact The impact of squatters can also affect the company’s reputation, as some of the knock-on effects of squatting, such as increased crime, littering and graffiti and a decrease in surrounding property value, take their toll.

To remove the risk of squatters invading in the first place, use a bespoke vacant property solution.

It has never been more important for businesses to look after their people and property. FM FM WORLD | 7 APRIL 2016 | 37

31/03/2016 12:47

BIFM NEWS

BIFM.ORG.UK

profession has evolved.

BIFM AWARDS

Could you be a winner in the BIFM Awards?

Entries for the BIFM Facilities Management Awards 2016, supported by headline sponsor Carillion, close on 27 May. The judges seek out exemplary FM teams and individuals to recognise and celebrate their performance.

This year the individual professional categories have been reviewed and refreshed and two new categories created; Leader and Manager of the Year, providing the opportunity to showcase exemplary talent at each of these levels. In addition, and in line with the development of the awards categories is the Newcomer of the Year, an update of the Rising Talent category.

Taking about the new category in a recently published blog, Lead Judge for the Leader of the Year category, Joanna Lloyd-Davies said: “It is up to us as FM professionals to ensure we encourage entries or nominate these extraordinary people, who will be highly respected, active professionals, responsible for leading people and developing tangible strategies, tactics, actions and controls, directly linked to business objectives. They will already be demonstrating their abilities to inspire and energise their people, clients and the FM profession.”

Speaking about the Manager of the Year category, Lead Judge Bob Parkin said: “The Manager of the Year Award is a unique opportunity for individuals to be recognised for their outstanding professionalism, team leadership, FM career success and support for the FM industry. We are seeking 38 | 7 APRIL 2016 | FM WORLD

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The categories What will you enter?

Will you be collecting a BIFM Award at the Grosvenor House Hotel on 10 October?

applications from experienced individuals, either directly or via nomination, who have been practising FM in a management position for several years, who are passionate about their profession and their job and who are driven by customer service and strong desire to improve standards.

Winners in this category provide inspiration and act as a role model for junior members of the FM industry whilst commanding respect in equal measure from colleagues and leaders.”

Then there is the new Impact on Organisational Performance category – this is a real statement award. Ultimately, what success in all the other categories should be working towards and contributing to – improving the performance of the organisations we work for.

Lead Judge Jane Sansome said: “If you are considering entering this category, you must be able to demonstrate that the FM contribution has been recognised as a critical success factor in the overall performance of the organisation. This is not just about showing us how you meet your own KPIs. It’s so much more! We are looking forward to hearing of your experiences and how your FM team has had a major impact on the organisation.”

This builds on the rest of the Impact categories seeking to showcase the value and the

impact of FM on business, brand, customers and society. Nick Shaw, Lead Judge for the Brand Impact category states: “Brand isn’t just the imagery and words developed for promoting an organisation, it is much deeper than that; it is the heart and soul of a company.

The Brand Impact category is seeking to find evidence of how an initiative or project has been delivered to enhance the brand of a company.

Does your organisation create an emotional connection between the customers, employees and other key stakeholders with the brand? Do its values and beliefs enhance performance, reputation and status? Does it measure success through employee engagement, customer satisfaction and willingness to recommend?

Forward-thinking organisations set brand at the core of their strategy; if you recognise this within your organisation and FM has been fundamental component of the brand strategy then enter this category.”

The BIFM Awards are much more than the ceremony; past winners act as a legacy for others to look to for inspiration and chart a history of how the FM

People: The individuals, teams and organisations that invest in their people, who lead, are cutting-edge and drive improvements. ● Newcomer of the Year* ● Manager of the Year (new for 2016)* ● Leader of the Year (new for 2016)* ● Lifetime Achievement** ● Team of the Year ● Learning and Career Development *Open to direct entries or nominations **Open to nominations and with the later deadline of 29 July.

Innovation: The difference innovative technology, systems, products and services make to FM, in turn offering wide benefits from costsavings to interaction. ● Innovation in Technology and Systems ● New Product or Service of the Year Impact: Demonstrating the real tangible impact good FM brings to business, the environment and society. ● Brand Impact ● Impact on Customer Experience ● Impact on Organisational Performance (new for 2016) ● Impact on Sustainability ● Societal Impact ● Workplace Impact i Find the most up-to-date details, entry guidelines and to start your entry visit www.bifmawards.org.

Entries close 27 May 2016

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

31/03/2016 15:16

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

BIFM GUIDANCE

New Asset Management guide for FMs delivering data BIFM has launched a Good Practice Guide to Asset Management Surveying Practice.

It aims to help FM professionals produce meaningful asset data that meets increasing expectations of clients, adds value to FM operations and supports business decision-making.

Peter Brogan, research and information manager at BIFM said: “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 as utilisation of asset management data is recognised as a catalyst to both BIM and soft landings.

“The asset management opportunities now available to FMs are a complex and sophisticated area of expertise and stretch across a wide range of professional disciplines and activities.”

Aimed at FM professionals operating from both SMEs and large organisations, the Asset Management GPG highlights the most important aspects for planning, designing, managing and maintaining asset data information. It aims to support FM professionals in delivering added value by reflecting on their organisation’s strategy in their Asset Management policy.

Author, Mark Spilling, director of Assets55 Ltd, said: “Obtaining and maintaining quality building www.fm-world.co.uk

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BIFM COMMENT

Will Bowen is the International SIG committee member leading World FM Day activities

EMPOWERING PEOPLE FOR A PRODUCTIVE WORLD

his July the FM community will be celebrating World FM Day on 13 July. The theme will be ‘Empowering people for a productive world’, and will look at how facilities management enables different business disciplines to collaborate to deliver high-quality business performance.

The celebrations will actually last throughout the course of the week beginning 11 July, and will be led by events, publicity and communications across the planet.

BIFM and a task force of regions, and special interest groups led by myself from the International Special Interest Group, are aiming to make this the best World FM Day yet.

This task force aims to reach out to facilities management professionals in every sector, no matter what their role, whether they are part of a large corporate FM organisation or a small in-house team. We aim to help raise the profile of FM, engage with a wide external audience, both locally and internationally, and generate pride and enthusiasm within the profession.

In previous years we have seen many diverse events being staged to mark World FM Day, from large conferences to small FM team drinks after work. They are all united in the aim of celebrating FM. This year the BIFM task force is working towards a coordinated celebration. The task force has also linked with members outside of the UK stretching across global regions from the Caribbean to the Middle East. The BIFM task force also works closely with the Global FM task force, which I also chair. The Global FM World FM Day task force is made up of five other FM associations working across six continents.

World FM Day will also be the day on which winners in the Global FM Awards of Excellence will be revealed.

In the lead-up to World FM Day, we will focus on providing updates to our members and the wider business sector to raise awareness of World FM Day. I am confident that we can really showcase the profession and prove that FM really is about empowerment; as a sector we empower people to reach their full potential, we enable them to work, contribute positively to economies, assist emerging technologies and enable social interaction. All of this positive activity created from within our profession really does contribute towards a “productive world”.

I would urge everyone across the FM profession to take some time during the week of 11-15 July to promote FM and celebrate World FM Day and show how FM can empower people for “a productive world.”

Also, please keep in touch with your regional groups and the special interest groups that you follow for updates. Let us know about your plans to celebrate World FM Day. This is so we are aware of everything that is happening and are all equally able to celebrate the day – ensuring that the amazing work and the value that FM professionals bring to the world is quite rightly elevated!

T

“FACILITIES MANAGEMENT ENABLES DIFFERENT BUSINESS DISCIPLINES TO COLLABORATE TO DELIVER HIGHQUALITY BUSINESS PERFORMANCE”

i For further information you should visit the following sites www.bifm.org.uk/worldfmday or www.globalfm.org.

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BIFM NEWS

BIFM.ORG.UK

and asset information is an essential exercise to undertake and should be high on every FM’s agenda.

“Timely, accurate, well planned and effectively managed asset information provides FMs with the knowledge, confidence and assurance of the scope of their own responsibilities and ensures organisations can manage risk, costs and legal obligations.”

This new edition will be the first in a pilot of BIFM Good Practice webinars. The first will take place on 21 April.

BIFM members can register to attend this webinar by visiting the events page for this date on the BIFM website, and following the registration process.

All Good Practice Guides are free to download to all BIFM members from www.bifm.org.uk/ GPGS BIFM SURVEYS

BIFM’s 10th ‘Sustainability in FM’ survey The 2016 Sustainability in FM survey has just been launched. It will remain open until 13 May. The Sustainability in FM survey is open to all FM practitioners in any organisation and those operating in the FM industry including full and single-line service providers, suppliers and consultants.

To take part visit www.bifm. org.uk/FMsustainability.

Now in its 10th year, the data generated from this year’s survey will be compared with a decade of trend data. It will give a good view of how attitudes have developed and assess collaborative cross-functional working, levels of innovation, use of systems and processes and the barriers that might exist to the development of 40 | 7 APRIL 2016 | FM WORLD

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sustainable business practices.

Sunil Shah, chair of the BIFM Sustainability Special Interest Group, said: “The BIFM Sustainability in FM survey is the longest-running survey of its kind in the UK. Sustainability has a high profile in society and the FM sector overall with pressure from increasing regulation, not only in traditional energy and waste spheres, but also through the Modern Slavery Bill and Social Value Act touching upon the supply chain’s role in how services are provided and delivered.

“As part of this survey’s 10th anniversary, we will take a more in-depth review of the data and look at how sustainability will develop over the next decade and, importantly, what this will mean for the FM profession.”

PAY SURVEY

Pay and prospects poll How do you view your pay and prospects as an FM professional?

It’s not too late to have your say on the future prospects of FM professionals by taking part in the Pay and Prospects survey as announced in the last edition of FM World.

Peter Brogan, research and information manager at BIFM, said: “The Pay and Prospects survey has evolved from the salary survey. It was felt by all involved that the survey was much more than this. Rather than focusing on the ‘here and now’ of current pay, it was important to understand how people viewed their career development and opportunities for progression.

We’d encourage all FM professionals to take part.” i The survey closes 29 April. The results will be made available in June. You can take part online at: tinyurl.com/FMSalarySurvey2016

BIFM TRAINING FIRST STEPS IN PROFESSIONAL DEVELOPMENT FOR THE FM

hat was your first job? How did you find yourself in FM? Have you had professional training to support you in your career, to share ideas, problems, listen to expert advice and best practice for the FM professional? If not, join the thousands of other FM professionals who started on their career plan with attendance on the Understanding FM course?

We are proud of delivering this course for over 20 years for those with less than two to three years of experience in the profession who wish to develop their working practices, services and careers.Ever more people see it as the course to go to when first venturing into the FM profession, as it gives an overall view of what an FM job is all about.

W

Understanding FM in Edinburgh – 17-19 May This is an intensive three-day introduction to the profession and best practice in day-to-day operations.

The key areas covered across the programme are: ● What is FM? Key definitions; ● The role that FM plays in corporate success; ● An introduction to buildings & services; ● Property management; ● Space planning & relocation management; ● Maintenance management; ● Commissioning & managing contract services; ● Measuring & valuing the FM service; ● Customer-centric FM; ● Sustainability & management of energy to minimise costs; ● Health & Safety in the workplace; and ● FM career development.

Most learners return reinvigorated in the knowledge they can make a big difference to the environment to support their colleagues, clients and customers. They can see a recognised career path ahead with lots of information on the key bodies, networks and professionals that can support them to achieve their goals.

Professional FM1 [intermediate course] – 25-27 October, Edinburgh Also running in Edinburgh this year is the three-day course to explain the strategic impact of facilities management on organisations and how to apply techniques to add value to the facilities management operation and improve its performance in line with organisational objectives. 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

31/03/2016 15:16

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

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

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.

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

LONDON REGION 27 April | Lighting up Canary Wharf: latest developments in LEDs More information to follow.

Venue: Barclays, 1 Churchill Place, Canary Wharf, London E14 5HP Contact: Email David.Howorth@ condecosoftware.com NORTH REGION

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

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.

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.

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

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.

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

CHANNEL ISLANDS REGION 19 April | Inclusive access, disability and the Equality Act Philip Le Claire will speak on the disability discrimination and equality laws that will be coming in and their FM impact.

Venue: Maria Ritchie Room, Jersey Arts Centre, Jersey Email: naomi.fry@investec-ci.com or visit www.tinyurl.com/j6q2xbd to book tickets. www.fm-world.co.uk 41 | 8 MAY 2014 | FM WORLD

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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 SOUTH REGION 27 April | Issues 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 | Martin Pickard An evening of discussion on facilities management from Martin Pickard, winner of the 2015 BIFM Lifetime Achievement Award.

Venue: To be confirmed.

Contact: Email Ian Fielder at ian.r.fielder@gmail.com.

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

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

17 June | Energy, environment and sustainability

The programme for the day is yet to be finalised – more to follow.

Venue: Bristol Hilton Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4JF Web: Email beth.goodyear@ fmhsconsulting.co.uk or visit bifmjuneqtd.eventbrite.co.uk to book tickets.

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

Venue: Celtic Manor, Newport Web: www.regonline.com/ bifmwalesopengolfday SPECIAL INTEREST GROUPS 21 April | International – compliance for FM in emerging markets Dave Cooke, Greg Davies, Rob Greenfield and Emily Scragg to speak in a joint event with the risk and business continuity and health and safety groups.

Venue: BACB, 8-10 Mansion House Place, London EC4N 8BJ Contact: Visit tinyurl.com/z6762jr for more and to book tickets.

21 April | Rising FMs – open building – Museum of London Further details to follow.

Venue: Museum of London Docklands, No.1 Warehouse, W India Dock Rd, London E14 4AL Email: chris.morris@xenongroup. co.uk for more information.

27 April | Risk & Business Continuity – Business Resilience Forum 2016 A 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 FMs. 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 estate covers 250 sites around the world. John Burke of the FCO will share the progress of its outsourcing programme.

Venue: Arcadis House, 34 York Way, London N1 9AB Contact: Email Claire Sellick at sellickc@aol.com for more details.

FM WORLD | 7 APRIL 2016 | 41 www.fm-world.co.uk

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FM MONITOR PRODUCTS PUT TO USE

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

CASE

IN POINT FEATURE CASE STUDY

Filter flies in London – an increasing problem PROBLEM Many office blocks in London have restaurants and shops on the ground floor, which can present additional challenges to FMs if tenants do not take steps to keep their areas hygienic and pest-free.

This was the case with an upmarket Italian restaurant in central London. Cleankill was called to deal with a serious fly infestation that was spreading through a void into the toilets and then into eating areas. They were identified as filter flies – flies about the size of fruit flies often found at sewage farms.

SOLUTION Restaurant staff had been spraying the flies with little success. Cleankill technicians knew they needed to find the source of the problem

to eradicate it. Many ground-floor premises in London that are close to the water table have sump pits where excess water can be drained away. If these areas are not regularly cleaned, sludge can build up and provide the perfect breeding ground for filter flies.

Cleankill staff found a moving mass of fly larvae in the vault that were ready to hatch into thousands more flies. Cleankill recommended that specialist cleaners should be brought in to clean out the vault before any pest control measures were taken.

OUTCOME The vault has been cleaned and the restaurant manager has arranged for it to be cleaned regularly. The insects were eradicated so diners are no longer being put at risk from

flies contaminating their food. The restaurant has now arranged a regular preventative pest control service contract. The management knows that Cleankill’s actions mean the restaurant will pass any environmental health checks with flying colours.

Call 0333 331 7042 or visit www.cleankill.co.uk

Bringing recycling right to the desktop

Resource Data Management Superstore to save £52,000 aids South Pole researchers thanks to KalGUARD control

PROBLEM

PROBLEM

PROBLEM

Leafield Environmental was approached by a well-known high street retailer to design a counter-top solution that could be introduced to communal kitchen areas to aid the separation of damp compostable material from the dry co-mingled waste.

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

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

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

SOLUTION

Containerised modules house laboratories with a RDM system controlling all aspects of the heating, cooling and sophisticated ventilation systems equipped with heat recovery to make sure energy is not lost. Remote monitoring, dial-in access and temperature due diligence data are accessible from anywhere in the world via ActiveFM™.

SOLUTION

Using WRAP-compliant colours to designate the waste streams combined with strong corporate branding, the Tiny-Tidy has helped the customer to reach its waste goals, and is being introduced into its office environments for desktop use.

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.

For more information, call 01225 816500, email: comms@leafield-environmental. com or visit www.leafieldrecycle.com

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

The new Tiny-Tidy desktop recycling bin was designed with two convenient, stylish waste receptacles that hold 2.5 litres of waste, and offers a durable rotationally moulded tray that prevents the receptacles being separated.

OUTCOME

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SOLUTION

Despite external temperatures as low as -25°C, internal conditions in the modules have to be maintained at a steady 15-20°C. Humidity levels and CO2 concentration are also regulated.

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

Website: www.sentinelprotects.com

www.fm-world.co.uk

31/03/2016 12:48

FM PEOPLE

MOVERS & SHAKERS

BEHIND

DATA

THE JOB

BETTY HARPER

TOPIC TRENDS

NAME: Betty Harper JOB TITLE: Facilities manager, ISS Facility Services ORGANISATION: Telefonica / O2 TFM contract

building with 100 per cent occupancy in the hottest summer we’ve had in England for a long time with the air-con not working, managing to keep the client happy and maintain a great relationship with them. I did it and am here to tell the tale – the client asked if I wanted to come back.

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

Raising the business cases for new works to be carried out.

Brief description of the job and key responsibilities:

Running the UK head office, working with a team of 100 to ensure soft and hard services are maintained to a world-class standard. Managing health and safety, compliance and legislation. Keeping track of OPEX and CAPEX spend to provide a cost-effective operation. Six service lines in total: catering, housekeeping, security, M&E, landscaping and FoH, servicing about 2,000 customers daily.

What attracted you to the job?

I was looking for a new challenge and ISS presented me with one – a big one!

My top perk at work is…

Working with a great bunch of people. Oh, and I met Jonny Wilkinson and David Cameron – just holding out for Lawrence Dallaglio!

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

Raising people’s awareness of what FM actually is and the different services that we provide.

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

The perception. We are more than just cleaning and security. There is a whole other world in FM.

Achieving a 78.5 per cent score in the recent Hospitality Assured Accreditation. It’s the highest award achieved by an FM team and puts us in the world-class bracket of business excellence – it makes me proud of my team and myself.

The awareness of FM is on its way up. I believe the role is pivotal to the successful running of an organisation. We will see a big increase in in-house FMs in the future as it becomes more popular.

Working on energy efficient initiatives

8 8

Adapting to flexible working

7

7

Maintaining service levels while cutting costs

9

9

Do your friends understand what facilities management is?

No – but they do ask why they don’t see me as often as they used to!

Learning to be an FM. Nothing can prepare you for it, it’s full on 24/7 with no peace for the wicked.

The learning continues daily. I keep a book of acronyms that is growing everyday – who would’ve thought that the AHU was an AFC! Also, running a

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

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Working on initiatives to ensure compliance

I do think that FM is becoming more recognised.

What has been your biggest career challenge to date?

www.fm-world.co.uk

8 BETTY HARPER

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

And how will it change in the next five years?

What’s been your career high point to date?

7 AVERAGE (SINCE JAN 2015)

9 9

prepared for any eventuality”

Having worked in the serviced office industry for 10 years, it seemed the most logical next step. I love that I can bring all my years of learning to the role from both a life and a work perspective.

Buying in / speccing up FM services

Any interesting tales to tell?

It’s all about perception. If I have a customer that is too cold, I take my jacket off before visiting them, likewise, if they are too hot I put on my jacket – seeing me makes them question whether they were hot or cold in the first place. I call it the placebo effect.

WHAT SINGLE PIECE OF ADVICE WOULD If I wasn’t in facilities YOU GIVE TO A YOUNG management, I’d probably FACILITIES MANAGER be…

STARTING OUT? An event manager, a trainer or a “Build relationships – this is “lady who lunches”. key. Ask lots of questions – be

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

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

Organising training for the FM team

9

9

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Appointments

JOBS

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

To check out all the latest FM jobs go to:

www.fm-world.co.uk/jobs

Estates Manager Housekeeping London Salary: £32,000 - £37,392 pa

Estate Manager West Sussex Salary: Competitive

General ManagerFacilities Management Facility Management Specialist Reading, Dublin, Southampton Salary: Up to £29,000 pa + benefits

London £35,000-£40,000 + car and benefits

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

Maintenance Manager Bournemouth Salary: circa £34k

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Account Director Nationwide and Midlands Salary: Circa £80,000 basic + car, health, pension and bonus (potential relocation package)

30/03/2016 16:18 jobs.fm-world.co.uk

31/03/2016 09:42

London Opportunities Estates/Facilities Manager | High-end Developer West End • £45,000 - £55,000

Gas & Electrical Engineers London • £30,000 - £36,000

Join a boutique property management company with a servicedriven approach to FM. Based in an eye-catching commercial development; your immediate priority will be the mobilisation of the site, following which you will take complete ownership for the day-to-day running of this prestigious property, making it a standout opportunity for those looking to take their career to the next level. Our client is seeking an IOSH/NEBOSH qualified individual, with a solid background in total FM, who will take their place in a business that prides itself on an open and inclusive culture that its employees enjoy.

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

Ref: DT1267050

Ref: CS1266930

Offices globally www.cobaltrecruitment.com Please apply for either of the above roles by emailing apply@cobaltrecruitment.com or call 020 7478 2500 to speak with Chris Sycamore or Dan Taylor quoting the relevant reference number.

The power of people

Freelance Editor – Facilities Management

JOBS

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.

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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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

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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 came into effect this 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 21 APRIL

FEATURE: FACILITIES MANAGEMENT AT THE BAR COUNCIL /// FEATURE: PROCURING FM ACROSS THE NHS ESTATE /// LEADERS' FORUM REPORT — KEY SKILLS /// DESIGNING FOR PRIVACY /// WATER SYSTEM MAINTENANCE /// TRAVEL & SUBSISTENCE PAYMENTS /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS 46 | 7 APRIL 2016 | FM WORLD

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