FM World 21 April 2016 by Redactive Media Group

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 21 APRIL 2016

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VOL 13 ISSUE 8 21 APRIL 2016

CONTENTS

13| Scoring social goals

15| G4S winds up at Medway

20| Forman’s law

NEWS

OPINION

FEATURES

06 Amey vows to make Edinburgh school buildings safe 07 Vested outsourcing ‘requires teamwork’ 08 Project of the fortnight: Aurora Cambridge Innovation Centre 09 Think Tank: How much do you think work/life balance is an agenda item in your firm? 11 Sustainability Survey launch 12 News Analysis: Industry looks set to prosper despite cost challenges 13 News Analysis: Business giants join initiative to foster public engagement 14 Business news: Graeme Davies: FM giants set to prosper from ‘tri-borough’ trend 15 NHS Property Services lists soft FM deals winners 16 In focus: Richard Williams, MD of UK Asset Services at CBRE, and Ian Entwisle, CEO of EMEA at Global Workplace Solutions, CBRE

18 John Bowen looks at rationalising KPIs 19 BIFM chairman’s update from Julie Kortens

MONITOR 33 Insight: Market intelligence 34 How to: Maintaining hospital drainage 35 How does it work? Drone access control 36 Best practice: Operation of drinking water provision 37 How to: Designing for privacy

24| Emergency surgery?

2016 Sustainability in FM survey : The BIFM’s Sustainability in Facilities Management survey, now in its 10th year, launches for 2016

Raising the Bar: Sam Forman is the Bar Council’s head of facilities management; over 20 years, she has effectively introduced and developed the role herself - and she hasn’t stopped yet

Get Carter: Could large savings be made with improved efficiency through collaboration and standardised NHS procurement procedures?

Ready reckoner: BIFM’s Operational Readiness Guide, matched to the RIBA Plan of Works, can equip FMs with skills and know-how to engage at each stage of design and construction

REGULARS 38 41 42 43 44 46

BIFM news Diary of events Case in point Behind the job Appointments Calls to action For exclusive online content including blogs, videos and daily news updates

visit fm-world.co.uk FM World Jobs – the best place to find FM career opportunities online

visit fm-world.co.uk/jobs For daily notice of the latest FM news and fresh FM World content, follow us on Twitter Cover image: GETTY IMAGES

visit twitter.com/fm_world FM WORLD | 21 APRIL 2016 | 03

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MARTIN READ

EDITOR COMMENT

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

LEADER

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

nce upon a time there was a profession called Facilities Management, and its practitioners saw the world not always as it was – but perhaps as it could be with just a little bit of magic.” Forgive the corruption of those opening lines from the latest film adaptation of Cinderella. But you’ll doubtless be aware of the unfortunate phrase “Cinderella service” and its application to FM. You know the kind of thing – FM goes on “behind closed doors”, its practitioners doing all the preparatory stuff that ensures everyone else can enjoy themselves at the legally compliant, sustainably resourced and perfectly organised Ball. (An emphasis on catering and front-of-house for that particular project, obviously.) None of this behind-closed-doors stuff would be half as bad were a Cinderella service not also defined as “a poor or unsuccessful person or thing, neglected or ignored”. Who wants to be associated with any of that? Where the hell is our magic? They call Cinderella “a folk tale embodying a myth-element of unjust oppression followed by triumphant reward”. Time, perhaps, to focus on that ‘triumphant reward’ element. There’s still a job to be done in getting the message to the consumer about what FM does – so how best do we target the most people, most effectively, with that positive message? If the full extent of FM is to be laid out to the typical consumer, we need an environment in which it can be explained without prejudice. Might the best theatre to explain the “little bit of magic” that FM brings to everyone in their away-fromhome lives be the place people visit in their spare time to see that Cinderella film, or buy that Cinderella merchandise? If an FM consumer awareness campaign is the aim, might a retail park or shopping centre be the best place to host it? A shopping centre is an environment in which everyone comes together with a broad common purpose. And more importantly, the typical shopping centre has an impressive FM story to tell. In terms of the environment, retailers and their FM departments are doing amazing things with biomass, anaerobic digestion and more. A huge amount of recycling is done in innovative and interesting ways. (We reported last week on NG Bailey working with Land Securities on eight shopping centres for which it will be introducing ‘innovative energy-saving solutions’.) Then there are the security guards, the health and safety, the cleaning – all clearly on display to the public in a typical trading day. The front-of-house element is represented through information help desks and even product marketing campaigns, where shoppers are invited to become part of the 79 per cent of 137 people who prefer one shampoo to another. It’s a great environment in which to present the case for FM to a hitherto unappreciative public. Consumers would leave with a much better appreciation of the extent of FM, and you would also hope they’d have a kind word or two with the next member of FM personnel they encounter. Because as Cinderella says, where there is kindness there is goodness. And where there is goodness? There’s magic.

“O

SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358. FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, Europe £120 and rest of world £130. To subscribe call 020 8950 9117 or email redactive@abacusemedia.com – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services visit www.bifm.org.uk/bifm/knowledge/ resources/goodpracticeguides. EDITORIAL ADVISORY BOARD Simon Ball, business development director, Mitie ⁄ Martin G Bell, Unilever / Lucy Jeynes, Larch Consulting / Nick Cook, managing director, Avison Young ⁄ Rob Greenﬁeld, director, Assured Safety & Risk Management ⁄ Ian Jones, director of facilities, ITV ⁄ Liz Kentish, managing director, Kentish and Co. ⁄ Chris Morris, business development manager, Xenon Group ⁄ 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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“If an FM consumer awareness campaign is the aim, might a retail park or shopping centre be the best place to host it?”

FM WORLD | 21 APRIL 2016 | 05

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FM NEWS

PPP SCHOOLS

GETTY

Amey vows to make Edinburgh school buildings safe Amey has announced that it is working with the Edinburgh Schools Partnership (ESP) to identify and help with additional repairs to allow 17 schools in the city to be reopened after safety issues. The chief executive of the City of Edinburgh Council and senior education officials met directors of ESP after the collapse of a wall at a local primary led to the closure of 17 schools in the area. Remedial works taking place earlier this month at Oxgangs Primary School after a wall collapse uncovered new problems with the school’s construction. Initially, ESP’s technical experts were unable to give council officers sufficient guarantees that Oxgangs and other PPP1 schools were safe to open. A spokesman for Amey said the company was deploying engineering resources and technical teams to work with ESP. He added: “We have completed the first phase of initial remedial works in three schools over the Easter break, and we will continue to support the council with the ongoing investigation and additional works requested across the Edinburgh schools estate to ensure they are safe for use and can be reopened as quickly as possible. The safety of pupils, teachers and our employees is our ultimate priority.” Amey is the FM provider across the Edinburgh Schools Partnership schools portfolio, but not a shareholder in the consortium. Separately, Dundee City Council has asked Robertson Facilities Management to inspect eight public private partnership (PPP) schools. A spokesman said: “Discovery Education, the consortium behind the Dundee Schools PPP project,

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The consortium behind the closure of 17 city schools could face a financial penalty running into millions of pounds, according to Scottish news sources

has instructed Robertson Facilities Management to carry out initial inspections on all eight PPP schools in the city. “The results of these surveys, and information being released regarding the technical details of the Edinburgh situation, will inform Discovery and the city council of any surveys or courses of action to be taken.” ASSOCIATIONS

IFMA and RICS in global collaboration The International Facility Management Association (IFMA) is to collaborate with the Royal Institute of Chartered Surveyors (RICS) in a move to support facilities managers globally. Citing fragmented existing support for the global FM community, an IFMA statement released last week says that an IFMA-RICS collaboration will provide tools to help “harness the power of strategic FM services”. Collaboration will, in the first instance, involve the two organisations’ education, research, conference, event and external relations resources. The full extent of the partnership will be “shaped over time”, the statement says. Explaining the move, IFMA president and CEO Tony Keane said that IFMA and RICS had identified “a unique opportunity to team up and fortify existing

resources”, creating “a less fragmented, more inclusive and highly regarded global facility management community”. The move is also a response, the statement says, to the increasingly strategic discipline that FM has become in recent years. “While there is a growing market demand for FM skills around the world, there is a shortage of professionally qualified practitioners equipped to deliver this service”, said RICS CEO Sean Tompkins. Responding to the statement, BIFM CEO James Sutton welcomed the two organisations’ focus on supporting greater professionalism within FM. “BIFM shares the desire of both IFMA and RICS to see FM professionals developed, supported and recognised for the strategic value they bring to their

organisations and the resulting impact on the economy and society. This is fundamentally core to our purpose.” The IFMA-RICS announcement also highlighted the importance of addressing the international shortage of FM professionals. “Professional development sits at the heart of our proposition,” said Sutton. “We are certainly seeing continued growth in the demand for our education programmes at all career stages. This reflects the growing industry requirement to increase levels of qualified accredited resource. “Promoting FM as a career of choice is essential and we welcome any initiative that raises greater awareness of the profession for future generations or for those switching careers; this has to be a shared vision within any profession.” www.fm-world.co.uk

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NEWS

BRIEFS Norse expands Midlands links

Vested outsourcing ‘requires teamwork’ “Traditional and one-dimensional thinking” is a barrier to vested outsourcing, according to a recent panel debate. Traditional outsourcing and business relationships focus on the contractual relationship, ”creating win-lose arrangements where one party benefits at the other’s expense”. By contrast, a vested agreement sees both parties equally invested in each other’s business success. Under such vested arrangements all parties must agree upon a desired outcome, which can include cost reductions, revenue increases, schedule improvements, increased

market share and better levels of customer service that can be measured objectively to determine if the relationship is successful. Panellists included OCS’s head of re-engineering Julie Jackson; COO of European Customer Synergy (ECS) Scott Newland; director of Orchard Consulting James Wood; BIFM chairman Julie Kortens and Bellrock sales and marketing director Jerry Kane. The panel agreed that the concept of vested contracts was similar to “gain share contracts”, but that vested contracts demanded honesty, transparency, loyalty and commitment on both

sides to implement them. Jackson said that those involved in developing such deals must develop the right contractual framework to allow the move from simply buying transactions or services from suppliers “to truly working as one team”. Barriers to vested outsourcing in the FM industry were identified as a lack of knowledge about vested outsourcing; traditional and one-dimensional thinking; reverting to other procurement models as soon as a problem occurs; the lack of real partnerships; and no ‘good practice’ models.

SHUTTERSTOCK

BIFM launches its second Middle East BCM The BIFM and FM Expo have launched the initial phase of the Facilities Management Business Confidence Monitor (BCM) 2016 for the Middle East. It follows last year’s inaugural Middle East BCM, through which an assessment and measure of facilities management industry confidence and prospects across the region was gleaned. The survey is currently open and set to run until 28 April. It is open to all those working in the FM industry and wider profession. Peter Brogan, research and information manager at BIFM, commented: “The results from our inaugral Middle East BCM in 2015 highlighted a positive outlook within the market as the www.fm-world.co.uk

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National FM and contract services group Norse Commercial Services is exploring two new joint ventures in the Midlands. The company has just launched a 10-year, £6.5 million-a-year joint venture with Havant Borough Council called Norse South East. It is the latest in a series of local authority partnerships Norse has formed including those with Newport City Council and Great Yarmouth Borough Council. Peter Hawes, MD of Norse Commercial Services, told FM World that Norse is focusing on expanding within the country with a similar model to the one in Havant. He said: “We have two potential JVs in the offing in the Midlands, but they will take place over the course of the year.”

BIFM Careers Zone returns The BIFM has released details of what FM professionals can expect from the dedicated ‘Careers Zone’ when it returns to Excel as part of Facilities Show from 21-23 June 2016. The Careers Zone will support FM professionals with career advice through a series of 26 sessions spanning the three days. The programme includes advice clinics, workshops and seminars on topics from networking to pay gaps; from mentoring to how to take your career international; from influencing skills for a pay rise to hearing from Alan Russell, current BIFM FM of the Year. Other speakers include Anne LennoxMartin, boss of FMP360 Ltd; Lucy Jeynes, chair of BIFM’s Women in FM SIG; and MacFarlane Telfer, Learning and Career Development BIFM Award winners 2015.

Storey is new IoH president

FM industry continued to develop in this part of the world. This was seen in expectations for growth in business turnover and in the opportunity and appetite for future training and qualifications. The 2016 survey will track those forecasts and look to identify the challenges and opportunities for

the year ahead.” The results of the Business Confidence Monitor are scheduled to be announced at the FM Expo which takes place between 23-25 May, at the Dubai World Trade Centre, UAE. It can be completed at www.tinyurl.com/ fmw2104-bifm-bcm

Alistair Storey, chairman and chief executive of Westbury Street Holdings (WSH), is to become the new president of the Institute of Hospitality (IoH). WSH is the parent company of food service provider BaxterStorey and other soft services providers Benugo, Caterlink, Searcys, Holroyd Howe and Portico. IoH chief executive Peter Ducker said: “We are delighted to welcome Alastair to his distinguished new role with us. We hold exactly the same values and goals: promoting career-long learning and development and attracting new talent into our wonderful industry. We know he will make a most valuable contribution to the institute’s work.” FM WORLD | 21 APRIL 2016 | 07

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FM NEWS

PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Fake landlords are targeting empty properties The National Fraud Intelligence Bureau (NFIB) has warned that empty property across the UK is being used by fake landlords to commit rental fraud. Criminals have been illegally entering vacant premises, changing the locks, then advertising the property for rent. ‘Tenants’ have moved into the building and have been evicted by the real owners. Real landlords not only face the emotional and financial crises of having to evict duped tenants, but also risk damage to their reputations – and the cost of replacing locks and repairing the property. Guy Other, CEO for property management experts Orbis, said: “Landlords have an obligation to ensure that their vacant property is not being used inappropriately. By employing rigorous security and monitoring measures on their sites, managers can protect the public from falling victim to these crimes. “However, unsuspecting tenants are not the only vulnerable party in fake landlord scams. The cost to landlords in terms of monetary and reputational loss could potentially be huge.” Orbis offers the following advice to landlords: • Be wary of anyone calling up to ask for the details of your property; • Arrange regular property inspections; • Secure vacant buildings to protect them from break-ins; and • Keep an eye out for your properties being listed online.

AURORA CAMBRIDGE INNOVATION CENTRE CLIENT: Natural Environment Research Council/Cambridge University MAIN CONTRACTOR: ISG PROJECT COST: £3.4 million

ISG

Warm welcome for BAS centre International construction company ISG has begun work on the £3.4 million Aurora Cambridge Innovation Centre at the British Antarctic Survey’s (BAS) headquarters in Cambridge. Funded by a joint venture of BAS, the government’s Natural Environment Research Council (NERC), and Cambridge University, the centre will enable BAS to further promote research and entrepreneurial activity into climate change, environmental stewardship and technologies for challenging environments. The scheme includes the refurbishment of the organisation’s existing building and the construction of a new 5,400 sq ft two-storey extension, with a hexagonal glazed cladding system referencing the molecular structure of ice. ISG will create a 50-seat lecture theatre, two 40-seat seminar rooms, and four meeting rooms on the first floor of the glass-fronted extension, with a new library and reception area at ground floor level. The centre will also offer a 32-desk, open-plan collaboration area, providing work and study space. The company will upgrade the building’s mechanical and electrical services infrastructure, as well as existing welfare amenities and improve circulation areas, including the construction of a new staircase. Externally, ISG will carry out landscaping and planting works, including the provision of a green sedum roof. Liam Duffy, ISG’s regional director – East, said: “Climate change and environmental challenges are amongst the most urgent issues facing the scientific community, and the work we are carrying out for NERC at the BAS headquarters in Cambridge will make a significant contribution to research and collaboration.”

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Flexible working is key to better lives in London Flexible workers in London are more satisfied with their jobs, feel under less pressure and have better work-life balance than those who don’t work flexibly. A study by the CIPD, the professional body for HR and people development, also highlights the amount of time Londoners spend commuting – an average of 47 minutes travelling to work each way compared with the national average of 31 minutes. Average travel to work time increases to 56 minutes each way if you consider a combination of both employees who live in London and those that commute into the capital from outside the M25. Many Londoners are travelling for the equivalent of at least one full working day in a ‘typical’ week. The CIPD’s survey comes four years after the London 2012 Olympics, which was hoped to be a catalyst for change in terms of how businesses and workers in London approach flexible working while taking pressure off roads and rail. It found that despite having much longer commuting times than the national average, fewer employees living in London work flexibly in some way (52 per cent) compared with the national average (54 per cent). In its policy programme, Opportunity Through Work: A Manifesto For London, the CIPD calls on the next Mayor of London to lead a campaign to achieve a step change in the uptake of flexible working among Londoners.

West Ham not liable for Olympic Park FM Facilities services at the Olympic Stadium, which will become the new home of West Ham United Football Club this summer, will not be paid for by the club. The concession agreement between E20 Stadium LLP, WH Holding Limited and West Ham United Football Club was released earlier this month, following an appeal from the ground’s owners, the London Legacy Development Corporation (LLDC), that was rejected. As well as revealing that West Ham is to pay £2.5 million a year to rent the stadium, after contributing just £15 million towards conversion costs, the agreement shows that the grantor, E20 Stadium LLP – a joint venture set up between the LLDC and London Newham Council – will cover the cost of a number of facilities services on stadium dates for each event. Services to be provided include security, cleaning, pest control, all facilities and services required by a regulatory body, such as FM and maintenance services. E20 Stadium LLP is to also provide stadium heating, power, lighting, water and other utilities. In February 2015, FM World reported that Vinci Stadium, a subsidiary of Vinci Facilities, was appointed to manage all aspects of the former Olympic Stadium. The 25-year contract, which was initially valued at £100 million, includes catering and stadium operation throughout events. www.fm-world.co.uk

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Yes, it is a big priority – 41%

THINK TANK

OUR READERS SAID…

No, it isn’t – 18%

We asked our LinkedIn and mailing list members: How much do you think work/life balance is an agenda item in your organisation? Research by consultant Infomentum has more than a third of respondents in a survey of office workers saying that they believe their organisations will need to offer flexible working to stay competitive. But while forty per cent of respondents want to work flexibly outside a traditional office, 51 per cent are not allowed to work flexible hours in this way – and 57 per cent say their employer would “not trust them to do a good job”. The Advisory, Conciliation and Arbitration Service (Acas) adds that many parents are reluctant to ask for flexible working, instead phoning in sick when childcare arrangements break down. This is a cause of rising absenteeism and falling productivity. Figures from the Office of

National Statistics suggest that 1.5 million UK workers now work from home. This figure includes those who work exclusively from home as well as those who use their home as a base but work in different places. Ubiquitous Wi-Fi, collaborative working technologies and smaller laptops mean that people are no longer chained to the office. Hospitality firm Bennett Hay recently held a campaign promoting flexible working as a way of building a happy and loyal workforce. How much do you think work/ life balance is an agenda item in your organisation? A positive 41 per cent of you said, yes, flexible working is a big priority. “There are practical and financially beneficial reasons why

It’s an ideal – but it’s not always put into action – 41%

a firm would encourage flexible working,” said one respondent. “Maintaining fitness is a consideration for home workers no longer ‘exercising’ by travelling twice daily. A major company with hundreds of home workers encourages all to go on a daily walk or other physical exercise as part of its employee occupational health strategy.” Just less than one in five of you said that work/life balance wasn’t an issue for them. “Provided flexible working colleagues do start and finish their tasks in the usual way, it does not build

pressure to be available all hours and nor would that be expected of staff not officially on call,” said one respondent, while another pointed out that “FM staff in roles directly supporting client premises need to be on-site each working day. But managers and administrative staff able to work remotely will do so… For the late-working FM there is now no necessity to remain in the office awaiting an emergency call – mobile phone and computer technology means home life continues as normal until intervention is required.”

Analysts see cleaning market growing by £100m in 2016 The contract cleaning market is set for £100 million growth in 2016, despite the dampening effect of the national living wage on profitability. Following a healthy 2015, the sector is expected to experience solid growth in 2016, according to MTW Research’s analysis of 70 cleaning contractors. Sales are set for above-inflation growth this year, boosted by a number of key end-use sectors including health, care homes, education and private commercial markets. MTW’s 150-page report forecasts demand growth across several sectors, with more specialised cleaning services leading the way in terms of value growth (see Analysis page 12). The company’s research www.fm-world.co.uk

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executive, James Taylor, said: “By 2020, our forecast models indicate that total contract cleaning market sales will rise by £500 million, underpinned by volume and value growth.” The report identifies a number of growth trends to support this

optimism, with many of MTW’s findings making for positive reading for the cleaning industry and its equipment suppliers. The introduction of the national living wage (NLW) is set to reduce profitability of the sector in the short term, although it is likely to instil some benefits for the market in the medium to long term. Taylor added: “Cleaning companies will need to increase productivity and differentiate through better staff management, more efficient equipment, enhanced levels of monitoring and communication, Internet of Things (IoT) automation and integration of new technologies if they are to succeed.” The report suggests that new technologies continue to offer

considerable growth opportunities for manufacturers and contract cleaning companies in 2016. One example is the rise of IoT and robotic technologies stimulating growth in the floorcleaning sector, as companies seek to increase the effectiveness of their cleaning services. The emphasis on environmental concerns also offers growth potential to suppliers of environmentally friendly and ‘green’ cleaning products, claims MTW. Amid all of this optimism, the report does sound one note of caution, highlighting the potential for a ‘two-tier’ market with nondifferentiated cleaning contractors experiencing pricing pressure and low client loyalty. FM WORLD | 21 APRIL 2016 | 09

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FM NEWS

2016 SUSTAINABILITY IN FM SURVEY LAUNCHES The BIFM’s Sustainability in Facilities Management survey, now in its 10th year, has been launched for 2016 Developed in conjunction with the BIFM Sustainability Special Interest Group, the BIFM’s Sustainability in FM survey explores what sustainability means to organisations, which teams take the lead, the role that FM plays and how initiatives are measured and reported. The 2016 survey is sponsored by Waste Cost Reduction Services and is now open. All from the facilities management profession are encouraged to take part. Sunil Shah, chair of the BIFM’s sustainability special interest group, said: “As part of the 10th anniversary, we will undertake a more in-depth review of the data, looking at how sustainability is set to develop over the next decade and at what it all means for the FM profession.” Shah noted that the past 10 years have seen a number of market areas grow, while other regulatory reforms, such as zero-carbon buildings, have “appeared with a bang, and then disappeared”. www.fm-world.co.uk

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Research will cover energy and waste management focusing on the supply chain’s role in how services are delivered as well as how sustainable business practices are perceived within organisations. Peter Brogan, research and information manager at BIFM,

said: “This research has illustrated how our profession is leading the way in embedding sustainable practices. Facilities management professionals are naturally well positioned to set the benchmark for creating sustainability models and influencing change in businesses across the economy.”

2015: FIRMS FACE ‘SUSTAINABILITY CRUNCH’

The 2015 BIFM sustainability survey revealed a 20 per cent year-on-year decline in the confidence of those surveyed in their ability to implement and manage environmental, sustainability and CSR policies. It also revealed that: ● 40 per cent of respondents believed their organisation was “very good” or ”excellent” at implementing sustainability. ● This compares with a figure of 60 per cent in 2014 and 43 per cent in 2013. ● This decline in confidence has coincided with a reported

increase in barriers to fulfilling sustainable practices. ● Physical constraints were highlighted by 80 per cent of respondents, while financial constraints (71 per cent) and a lack of organisational engagement (69 per cent) were the next most commonly cited obstacles. ● The report suggests that these challenges require organisations to sharpen their focus and modify their sustainability strategies if they are to reap the benefits of long-term sustainable business practice.

A decade of change The survey will compare data with results generated from nine previous surveys, showing how attitudes have developed in the FM industry. Questions include: ● How important is sustainability to your organisation? ● Why is sustainability important to your organisation? ● How well does your organisation understand sustainability? ● Have you observed any changes in the effectiveness of meeting your organisation’s sustainability objectives? ● Is there a particular area of collaboration that would bring benefit to your organisation’s sustainability agenda? ● Does your organisation set targets or key performance indicators on which sustainability objectives are measured? ● How significant are barriers to developing sustainable practices? To have your say, visit www. bifm.org.uk/FMsustainability FM WORLD | 21 APRIL 2016 | 11

14/04/2016 18:06

FM MARKET

Industry looks set to prosper despite cost challenges

IoT devices look set to affect the way FM services are delivered HERPREET KAUR GREWAL newsdesk@fm-world.co.uk

The UK FM market’s profitability is set to rise by £200 million in 2016, according to a report by MTW Research. Researchers say that this profitability will sustain optimism in the market “despite a slight slowdown in growth”. The study, based on data from a hundred FM service providers, found that while the outsourcing market faces a number of shortterm challenges, long-term fundamentals remain largely positive for sustained value and volume growth in 2016 and 2017, with contract wins increasing in volume through to 2020. The national living wage (NLW) will cost the market some £250 million over the next few years, something set to affect more than 400,000 people. Right now, the UK’s FM outsourcing market is responsible for more than 1.4 12 | 21 APRIL 2016 | FM WORLD

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million jobs in 2016 and MTW contends that it will be SME FM providers and regionally based firms that will feel the pinch of the NLW more than Londonbased and larger TFM providers.

Two-tier market “There are two sides to NLW,” said MTW director Mark Waddy. “One of those is the short-term impact on profitability of the industry. But [there are] also longerterm benefits said to outweigh negativities, including increased

motivation for employees.” On the trend for ‘in-sourcing’, MTW’s findings do indicate that some anecdotal evidence of ‘unbundling’ happening in some sectors of the market. MTW forecasts that this will carry on over the next few years, although growth in differentiated FM should continue to negate this threat in the longer term. “The FM market is headed inexorably toward a two-tier market,” says Waddy, “with some providers drawn into a ‘race to the bottom’ as in-sourcing trends sustain pricing pressure. “More successful FM providers are extending market gains through differentiation such as strategic FM, use of Internet of Things (IoT) technology, enhanced communication, collaboration and greater understanding of the client organisation.” The market for FM services is set to generate an average of £300 million of sales a day in 2016, claims MTW. Some £40 million a day will be spent on FM services in the health sector alone by 2017, with growing pressure on budgets boosting demand for efficiency savings. This will sustain demand for technology offering enhanced productivity, such as IoT-connected devices, automated monitoring and reporting, robotic cleaning equipment and remote servicing. These will enable the FM market to become leaner and more effective while also prompting additional capital investment by larger providers, thus boosting

“The FM market is headed inexorably toward a two-tier market with some providers drawn into a ‘race to the bottom’ as ‘in-sourcing’ trends sustain pricing pressure”

optimism for equipment suppliers to the FM market in 2016. The report further identifies several growth opportunities for FM providers, with the terrorist attacks in Brussels in particular refocusing attention on the need for enhanced security measures in both public and private sectors. “Our view is that the security market is likely to rise by around £150 million a year, which is one of the stronger-paced sectors in the FM market,” says Waddy. ”The security market is significantly outperforming the rest of the market, increasing focus on manned security and access control/CCTV sectors. That is being boosted by product development such as IoT devices – anything that’s connected with an IP address to another device or access control to provide a more comprehensive security system.”

Brexit threat The report’s comprehensive review of the UK market in 2016 found that some 45 per cent of FM contractors saw growth in the past 12 months with three years of financials for 100 key FM contractors provided. However, the EU referendum is dampening short-term growth in the first half of 2016 as several foreign-owned firms are adopting a ‘wait and see’ approach before committing to longer-term service contracts and remaining in the UK. MTW’s analysis of end-use sectors also discovered that although TFM is gaining share in public and commodity sectors, the need for greater flexibility and for clients to ‘switch off’ services when necessary represents a growing challenge for the FM market in 2016 and beyond. The report may be purchased for £595 from MTW Research’s website, where a free sample is available to download: www.tinyurl.com/fmw2104mtw-fmmarket

SHUTTERSTOCK

FM NEWS ANALYSIS

www.fm-world.co.uk

14/04/2016 16:27

Big business is alert to the potential of supply chains to deliver social change

SOCIAL VALUE GOALS

Business giants join initiative to foster public engagement

SHUTTERSTOCK

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

The £1 billion ‘Buy Social’ Corporate Challenge was due to be launched at Downing Street this week. Its aim is to get big businesses to join forces to spend £1 billion with social enterprises. Interserve is signed up to it, along with Johnson & Johnson, PwC, RBS Group, Santander, Wates, and Zurich. The initiative is led by the body behind the Social Value Summit (Social Enterprise UK) and the Cabinet Office. It aims to impel big businesses to procure goods and services from the UK’s social enterprise sector, helping it prosper and grow. It will support a group of high-profile businesses to collectively spend £1 billion with social enterprises by 2020. It is hoped that more businesses from a diverse range of industries will also enlist to take part. In February, FM World reported that procurement teams should have an incentivised target to bring social enterprise businesses into their supply chains, according to an actual social enterprise at www.fm-world.co.uk

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the Social Value summit. Colin Downie, partnership development director for office supplies social enterprise WildHearts, who spoke at the 2016 Social Value Summit run by support services company Interserve and Social Enterprise UK in London, said many companies were doing good work towards social value goals, but there was no real commitment. Downie said: “I can list 10 companies over the last year who we have challenged for business and they don’t buy from us yet… They are doing some good things, but there is an element of my day-to-day job that is a challenge because the leadership and the procurement are not necessarily joined up. Having targets for social enterprises would be an easy way to fix it.” At the time Tim Haywood,

finance director at Interserve, said that while companies were carrying out good work in the field, ideas such as having a target for bringing social enterprises businesses into supply chains was “the next stage of maturity”. He added: “The first stage is about having the intention and the second stage is about having targets.” Now he says: “Businesses of all shapes and sizes can and should do more to support social enterprises to grow and prosper. At Interserve, sustainability shapes every aspect of how we operate and we are proud to be a partner of the ‘Buy Social Corporate Challenge’ building on our ongoing work with BITC through the ‘arc’ social enterprise support programme.” How will it work? Support for the business partners will include the training of their procurement teams on how to source and buy from social enterprises, and the advantages of doing so. They will also receive advice on measuring the impact of their spend with social enterprises, and how to use the data in sustainability reporting and bid writing.

A win-win move According to Social Enterprise UK, procuring from social enterprises gives private sector organisations the opportunity to be a force for good in the communities in which they operate. They can help businesses to meet their supplier diversity aims and often bring with them innovation and creativity. Also, more businesses are buying goods and services from social enterprises to demonstrate their commitment to social value and to comply with the Social Value Act. Peter Holbrook, chief executive

“Using goods and services from social enterprises isn’t just about ticking a CSR box”

of Social Enterprise UK, said: “Big businesses are waking up to the potential of their supply chains, rather than CSR budgets, to deliver meaningful social change. Buying from social enterprises places sustainability at the very heart of a business, creates innovation and helps support the growth of organisations that are tackling some of society’s most pressing problems. I applaud all of the partners who have already signed up to the Buy Social Corporate Challenge for their leadership in this space and encourage others to get involved.”

Job market Minister for Civil Society Rob Wilson predicted that the initiative would have a huge impact on the social enterprise sector. He said: “This isn’t about asking businesses to spend more, but to spend in a way that helps us to build a more compassionate society. It’s a win-win for businesses and social enterprises.” Mark Hicken, managing director, Janssen UK & Ireland and chair of the Johnson & Johnson UK Leadership Council, said: “At Johnson & Johnson UK, we have already established a procurement programme to buy business goods and services from social enterprises, enabling us to make an impact to the lives of others and support those furthest from the job market through our day-to-day business.” Amy Brettell, Zurich’s head of charities and social organisations, said: “Using goods and services from social enterprises isn’t just about ticking a CSR box. Zurich’s investment in initiatives like water brand Belu, an ethical business that donates all profits to WaterAid, and WildHearts, whose profits fund microloans in the developing world and entrepreneurial training in UK schools, can deliver genuine social change.” FM WORLD | 21 APRIL 2016 | 13

14/04/2016 16:27

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

ANALYSIS

FM giants set to prosper from ‘triborough’ trend GRAEME DAVIES newsdesk@fm-world.co.uk

Last month’s Budget made it clear that the government will not be swayed from its course of slashing government spending. The ideological drive to turn the UK’s budget deficit into a surplus by the end of the decade remains in place and it appears nothing will blow the chancellor off course. It was also made clear that local authorities continue to be in

the firing line when it comes to spending cuts. But alongside the ‘big stick’ of cuts, Osborne has also begun to dangle tempting carrots in front of local authorities. Most notable is his move to devolve power to the regions and with it control over significant budgets and even some tax receipts, should local authorities agree to take on more responsibility. The most advanced example is Manchester, where a total of 10

unitary authorities have agreed to come under the leadership of an elected mayor in return for control over more of their budget, most notably £6 billion of health and social care spending. Cynics say that Osborne is merely devolving some of the responsibility and, with it the blame, for further spending cuts to local figures and taking some of the heat off central government. This may be the case, but there appears to be a genuine appetite among local politicians to seek devolved powers. This could present further significant opportunities for FM companies. Local authorities already spend well north of £40 billion a year on procuring services from third-party providers, among them many prominent FM firms. And the prospect of more local authorities keen to get best value for money teaming up to tender

Contract wins

NEW BUSINESS Spie UK’s facilities services business has been awarded a contract by Workman Facilities Management to provide M&E maintenance at Touchwood Shopping Centre in Solihull. Spie will repair and maintain the shopping centre and its grounds in a deal valued at more than £2.5 million. Elior UK has agreed a 15-year catering deal worth £2.1 million a year with Northern Lincolnshire and Goole NHS Foundation Trust. Under the contract, Elior will revamp catering at Diana, Princess of Wales Hospital in Grimsby with an Eatwell restaurant, a ‘Proud To Serve Costa Coffee’ outlet, and a Londis shop. Another Eatwell restaurant and two kiosks serving Costa Coffee will be introduced at 14 | 21 APRIL 2016 | FM WORLD

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Scunthorpe General Hospital as well as a coffee outlet at Goole Hospital. Norse Commercial Services has launched a new 10-year, £6.5 million-ayear joint venture with Havant Borough Council. Norse South East is the 14th such joint venture that Norse has with local councils around the country. It has taken over responsibility for waste collection, grounds maintenance and environmental services to residents and businesses in and around Havant. A £23 billion investment management firm and a pension plan firm have appointed CBRE to manage One America Square and Haymarket House in London. CBRE will carry out dayto-day management at both sites,

working alongside Hermes Investment Management as asset manager on behalf of the partnership to deliver a first-class service to the occupants. Apex Lifts has won a contract with the London Borough of Camden to provide lift repair and maintenance services to its 33,000 homes across Camden. The agreement covers an emergency callout service, planned maintenance, and routine health and safety inspections. Anabas has been appointed by pub and restaurant operator Mitchells & Butlers to deliver FM services for the next three years across its corporate buildings in Birmingham and London. The provider will deliver a number of FM services at Mitchells & Butlers’ regional support centre and its Birmingham headquarters. UK pipeline operator and consultant British Pipeline Agency (BPA) has extended a security management contract with Axis Security. This extension deal furthers its existing round-the-clock security responsibilities of protecting BPA’s Kingsbury Oil Terminal Site.

for services, further juicy contracts could be forthcoming. This trend has been seen in action in London, where the high-profile Tri-borough partnership between Westminster, Hammersmith & Fulham and Kensington & Chelsea has been buying services since 2010 with Amey providing a growing number of FM services and the three boroughs spreading costs over a wider base, theoretically saving millions of pounds in what would have been duplicated costs. Since its inception, Amey has brought Camden, Bexley, Walthan Forest and Haringey into its framework. Outside the capital other regional groupings have shifted to collective procurement. One of the latest examples is the group of five councils – Havant, Hart, Mendip, South Oxfordshire and Vale of White Horse – collectively buying in FM services from Vinci and IT and back-office services from Capita. The deal, announced in February, is forecast to save £50 million over nine years. With significant plans for devolving power to local authorities expected to shift up a gear in the coming 3-4 years, FMs are well positioned to pick up more work. But once again the trend looks to favour the larger players, with names such as Amey, Capita and Vinci already prominent in winning chunky contracts as well as the likes of Carillion, which already provides services through the government’s Scape initiative to allow local authorities to tender efficiently for smaller works. Indeed, the ball is already rolling in areas such as Manchester, where discussions are under way to extend the breadth of devolved powers and this is likely to become a blueprint for plans in the West Midlands, South-West, North-East and other areas of the North-West. Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

14/04/2016 11:23

NHS Property Services lists soft FM deals winners

BUSINESS BRIEFS Wates in ‘disciplined growth’

NHS Property Services has announced the appointment of the following companies to carry out some of its ‘soft FM’ contracts across England as a part of the second phase of its national procurement exercise to streamline its FM works. The successful bidders are: ● Cleaning services – Ideal ● Cleaning Services Ltd and OCS ● Feminine hygiene – PHS Group ● Grounds and gardens – Burleys

Ltd and Mitie ● Pest control – Mitie Pest ● Management Services Limited and Vermtech Pest Control Limited ● Security – Mitie Security Services ● Window cleaning – Walkers CS Ltd and Cinderella Support Services

NHS Property Services conducted a nine-month rationalisation of works contracts

This will not only save about 20 per cent on the £200 million contracts that are currently outsourced, but will also ensure consistency in quality of FM services across the country and put an end to the historic wide disparity in costs charged to occupiers of the company’s properties.

A final phase of contracts for specialist services will include catering, car parking, waste, asbestos surveys, hot and cold water surveys, and medical gases. These will be awarded in April. The appointments follow a nine-month rationalisation process of FM services across the NHS Property Services estate.

ISTOCK

G4S to stay at Medway training centre until summer The Secretary of State for Justice has announced an extension to G4S Children’s Services’ agreement to manage Medway Secure Training Centre rather than transfer to a new contract. Since January, G4S has been working to address the issues identified at the centre for young people sentenced or remanded to custody and reviewed every aspect of recruitment, training, reporting and governance processes. This has included an acceleration of the planned rollout of body-worn video cameras, retraining of all staff by a national team on minimising physical restraint, and continued support for the work of the Ministry of Justice’s (MoJ) Independent Improvement Board. www.fm-world.co.uk

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Wates Group has reported pretax profits of £30.3 million from a turnover of £1.27 billion for the year ending 31 December 2015, partly owing to its acquisition of Shepherd Facilities Management. Wates ended the year with a healthy order book of £4 billion – a 34 per cent increase on 2014 – with net assets of £93 million and a cash position of £127 million – up £40 million on last year. The company’s pre-tax profits were reported at £30.3 million, up from £24.1 million in 2014.

Leap in EMEA outsourcing The number of companies outsourcing their real estate and FM requirements is growing across EMEA, says global real estate adviser CBRE. In 2015 CBRE’s EMEA Global Workplace Solutions business received a record number of requests for information or requests for proposals from corporations and other organisations in the region wishing to outsource all, or part, of their real estate activities. This marks a 190 per cent increase over 2012 activity.

OmniServ at Liverpool Airport

In January, a BBC Panorama probe highlighted abuse at the centre

Several agencies have visited and inspected Medway, including Ofsted and the Children’s Commissioner, the Youth Justice Board monitors, and Barnardo’s. Regional president for G4S, UK & Ireland, Peter Neden, said: “We have agreed with the MoJ that

the transfer to the new contract at Medway Secure Training Centre… will be postponed while the work of the ministry’s improvement board is completed. The existing agreement will be extended in its current form for a period of up to four months.”

Airport facilities services provider OmniServ supporting passengers with reduced mobility at Liverpool’s John Lennon Airport. OmniServ is a subsidiary of facility services firm ABM. The three-year contract began on 14 April. It follows on from the company’s recent appointment to manage PRM services for Edinburgh Airport, which is also a three-year deal with an option to extend for a further two years. OmniServ has similar operations at Heathrow and Stansted. FM WORLD | 21 APRIL 2016 | 15

14/04/2016 11:23

FM BUSINESS

IN FOCUS

The interviewees: Ian Entwisle (left), CEO of EMEA at Global Workplace Solutions, CBRE, and Richard Williams (right), managind director of UK Asset Services at CBRE The issue: The changing landscape of global FM

FM speaks in many tongues It has been more than 12 months since global real estate company CBRE acquired Global Workplace Solutions (formerly known as Johnson Controls) and CBRE has seen a flurry of activity, with contract wins coming in from different areas of its business over the year. “We are seeing the increased trend of outsourcing – so companies can focus on delivering their own services to clients,” says Richard Williams, managing director of UK Asset Services at CBRE, who believes it’s all part of a wider FM trend. Ian Entwisle, chief executive of EMEA at Global Workplace Solutions at CBRE, agrees and cites the merger between CBRE and Johnson Controls as a way the company has been able to extend its reach. “That acquisition has significantly enhanced CBRE’s ability to self-perform enterprise FM services in more than 40 countries worldwide. It has also deepened our relationship with large multinational corporations. Today, we serve over 90 per cent of the Fortune 100,” he says. “As a result of our merger, we brought on board many new clients and significantly expanded our enterprise and service scope. We’ve 16 | 21 APRIL 2016 | FM WORLD

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strengthened our capabilities in Europe and Asia, as well as in key verticals, including data centres, manufacturing and life sciences. Across EMEA, we have 14,000 dedicated GWS employees delivering occupier services for our clients. Simply put, we are now able to offer more services in more locations.” The role of property management continues to evolve, says Williams. “30 years ago, most buildings were owned by a maximum of one or two parties, and more than likely the owners were based in the same country as the property located. Today, the ownership model is complex, with joint ventures the norm and multiple international parties in play.” Premier properties This, he says Williams, is giving rise to new strands of property management, including what he calls ”true international property management relations”. “It means clients aren’t necessarily ‘on the ground’ in

the country to manage their own buildings in-house. As a result, we are increasingly employing individuals with many languages under their belt to cater for client demand. This just wasn’t the case a few years ago. “The commercial relationship management side is particularly crucial when it comes to the management of trophy assets – i.e. the most technically advanced and world-renowned buildings around. At CBRE, we call them ‘Premier Properties’. “Today, building managers, security and reception staff at such assets are often trained by experts from the hotelier industries. We ourselves use the same trainers as the Ritz Hotel Group. In essence, at such buildings, property management is interlocking with concierge services. Clients are looking for ‘value-added’ initiatives and if we can provide such a service – clients will pay.” Specialist skills Another example, says Williams is that specialist skills are

“We brought on board many new clients and significantly expanded our enterprise ”

developing. “An increasing phenomenon in property management is special purpose vehicle accounting. Essentially, companies will use us for their real estate corporate accounting. This area is growing hugely and today we employ as many accountants as we do building surveyors. This is particularly prevalent for large global asset or investment management companies who are increasingly outsourcing dayto-day property management.” How is CBRE preparing for issues raised by the national living wage (NLW)? Williams says that CBRE has always paid staff in line with, or above, minimum wage increments. “There are no planned changes to our approach. That said, like all businesses we are interested in its impact over time.” And Williams foresees tricky issues ahead for retail clients. “One example is that some retailers who have 24-hour opening hours will essentially become unprofitable with the NLW. This means that their current business model could become untenable. How this extrapolates down to the management of their real estate is yet to be seen.” HERPREET KAUR GREWAL newsdesk@fm-world.co.uk

www.fm-world.co.uk

14/04/2016 11:24

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FM OPINION

THE DIARISTS

DON’T LET YOUR KPI COUNT GET OUT OF CONTROL

is an FM consultant

multitude of KPIs seems to continue unabated. Yet if there is one thing that will stop contract management working effectively, it is having too many KPIs to consider. Yes, you need to measure to be able to manage, but if you are measuring too much you can’t manage it at all and it becomes a meaningless chore. Performance indicators are fine as long as they are kept relevant to the contract as they are an essential part of managing and improving performance. In essence you can have as many performance indicators as you like as long as

The subject of key performance indicators (KPIs) has been on my mind again in the last week or two and, once again, the obsession with having a

“KPIS SHOULD BE ABOUT THE FUTURE; THEY SHOULD BE A SMALL GROUP OF MEASURES THAT DRIVE PERFORMANCE FORWARD”

‘

JOHN BOWEN

BEST OF THE

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you don’t create an industry out of monitoring them. They have to be cost-effective or they are pointless. Things go wrong when the performance indicators that you see as key proliferate – if they are the key indicators they should actually be the vital ones. The right number is fluid, but I’d suggest that you should never get into double figures; if you do, you probably have deeper issues to address. Think about your car dashboard. You will have a couple of big dials, a couple of small ones and some warning lights and, in most cases, one of the big dials is only there for show. You are mainly using your speedometer, fuel and temperature gauges. These are your KPIs and if one of the lights comes on you get someone to look at the problem. In the case of a multi-service contract I can understand a desire for each service stream to have its

own KPIs; that makes perfect sense as long as those KPIs are managed at a team level and so, for example, the security team are not going to be concerned, at least directly, with the level of food waste nor will the catering team be concerned with preventing dubious access. But keep those KPIs at a team level and don’t aggregate them upwards to contract management levels because at that stage you should be focusing on high-level issues. Measuring performance is a study of the past and too often people become fixated on that. The measures that you have as KPIs should be about the future; they should be a small group of measures that drive performance forward. If you can keep that as your focus then you take a chore and unleash a powerful motivational force that can bring real change.

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

Unworkessence

Forging a new future for FM

Workessence, Neil Usher Two hundred and thirty-four posts on from 8 October 2011, Workessence is standing down. It may be temporary, it may be permanent, I haven’t decided. I used to love writing here, but of late that excitement has dwindled. The “flat blog” feels flatter than ever – swamped by the deluge of unfilterable dirge bubbling from every crevice of LinkedIn. To paraphrase a line from The Incredibles – when everyone’s a blogger, no one will be. I’ve exhausted the inclination or need to talk about millennials (no different from the rest of us), engagement (a lost sock), robots (if they have jobs, we’ll have different ones), productivity (a fish looking for a hook), the war for talent (for when there’s absolutely nothing else left to say), work being something you do and not somewhere you go, trust (it’s both), smartworking (a consultant fabrication), the tyranny of cool (a sterile airbrushed hell), professional bodies (self-defeating prophecies)) and any other issues that are only issues because we talk about them relentlessly. Creating fantastic workplaces has never been more attainable if we would just stop over-complicating, over-analysing and obfuscating. As Sartre’s character Antoine Roquentin says in Nausea, “one has to choose, to live or to tell”. I’m giving the telling a break. Read this full article at www.tinyurl.com/zmax6kh

Louise Gosling, The FM frontline When we set out to rationalise the NHS Property Services FM contracts eight months ago, many were sceptical. Scaling down over 2,000 separate contracts and all the inconsistencies they entail to a handful of standardised relationships had never been achieved on this scale. We reached our deadline and exceeded expectations. How? By thinking and acting strategically. To be treated strategically, you have to behave strategically. Until now the market has been too fragmented to behave in a unified way. But with rationalisation, we are in a position to influence estates strategy to achieve better outcomes. Before starting, we negotiated with our outsourced contractors to agree a co-terminus date. I made sure a range of businesses were able to tender, including SMEs. We had 197 lots that were reviewed and awarded geographically. We had 2,000 outsourced contracts, all with differing terms. I thought we would scale down to 15 per cent of the original whole but the process has left us with just 1 per cent. We can now operate to standardised practices with standardised prices, driving value back to patients. The next logical step is for FM and asset management [AM] services to fuse as one. In future, FM will not be overlooked as the ‘Cinderella’ service. Read this full article at www.tinyurl.com/hcswan3

18 | 21 APRIL 2016 | FM WORLD

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www.fm-world.co.uk

14/04/2016 11:24

@BIFM_Julie Julie.Kortens@bifm.org.uk

CHAIRMAN’S UPDATE Q2 / 2016

Julie Kortens, BIFM chairman

The start of 2016 has seen some fantastic developments in both the Institute and profession, our team have been working closely with a variety of employers on how to develop their FM people through our career development pathways, unique in the profession, and offering membership, qualifications and training at each career stage. Working to provide the career pathways, tools and materials to help you succeed and employers develop FM employees is at the heart of our work and in March we were proud to make the BIFM Level 4 qualifications available online through BIFM Direct, an accessible self-study option that can be studied anywhere around the world, online, anytime and at your own pace. This is in addition to level 2 and 3 which are already

available and we’ve seen this new option taken up by professionals and organisations around the world. You can find full details at: www.bifmdirect.org. This addition to the portfolio of study options to achieve a BIFM qualification was an important step for us in opening up access as part of our shared commitment with the Cabinet Office for fair access to the professions and builds on the amazing choice offered by our network of Recognised Centres. Looking forward to the next few months details will be coming out shortly regarding the AGM (13 July 2016) where we’ll be putting forward a series of resolutions following our in depth governance review and reform programme which has been looking at access to

the board as well as the agility and resilience of the Institute. We’ve also been analysing our offering and with the recent readers survey of FM World, we are reflecting and looking at how we can improve and refine the service, insight and news that you receive through the magazine and we’ll be working on an enhancements programme over the coming months. As you know we’ve been going through a rigorous recruitment process to find our next CEO and I’m delighted that we have appointed Ray Perry who will be joining us in late May. Ray brings with him a wealth of professional body experience and will be working closely with James Sutton, our current CEO, to ensure a smooth and detailed transition.

Key institute dates in 2016

The 2016 BIFM Board

18 May ThinkFM Conference

27 May BIFM Awards entries close Julie Kortens, BIFM chairman

James Sutton, BIFM CEO

Ashleigh Brown, deputy chairman

Steve Roots, deputy chairman

Paul Ash, board member

21-23 June Facilities Show feat. BIFM Careers Zone

13 July BIFM AGM and World FM Day

29 July Lucy Black, chair of members’ council

www.fm-world.co.uk

19_Opinion.indd 19

John Coke, finance director and company secretary

Vicky O’Farrell, board member

Keith Waterman, chair of governance and interim chair of audit

Stephen Welch, board member

BIFM Awards Lifetime Achievement Award nominations close

10 October BIFM Awards ceremony FM WORLD | 21 APRIL 2016 | 19

14/04/2016 14:16

FM FEATURE

THE BAR COUNCIL

ou could be forgiven for thinking that Sam Forman’s journey to her current position at the Bar Council – she’s the organisation’s head of FM and property – has familiar roots. Straight out of college in 1996 following a legal secretarial course, Forman started out in a junior secretarial role before gaining promotion to the chairman’s office as a private office secretary. Over time, she’s since risen in the ranks, having helped define FM provision across her organisation and reached a point at which she is now leading workplace change projects as its head of FM and property.

MARTIN READ

When she started, the Bar Council was located over two sites then rising to three. It had no HR manager, let alone a defined FM team, and, says Forman, “everyone did a bit of everything”. But all that started to change when a plan initiated in 2000, the result of impending lease expiries, saw the organisation move into one building – 289/293 High Holborn – in 2004. At this stage, the number of staff serviced was 80; today that number has doubled. When the Bar Council recruited an HR/office manager, Forman was asked if she wanted to become the new manager’s assistant, at which point her FM

JOHN REYNOLDS

RAISING THE BAR At the Bar Council’s City of London headquarters, Sam Forman is an FM with 20 years’ experience – having effectively introduced and developed the role herself. Martin Read reports.

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journey really began in earnest. The co-location of what was then the newly conceived Bar Standards Board was one of the triggers for the 2004 consolidation into one building. This increase in end-user clients meant responding to the needs of a new range of committees and their members – “so that meant a huge amount of work www.fm-world.co.uk

14/04/2016 16:51

THE BAR COUNCIL

ABOUT THE BAR COUNCIL Founded in 1894, the Bar Council represents the interests of barristers, promoting and improving the services and functions of the Bar and representing the interests of the Bar on all matters relating to the profession. The ‘Approved Regulator’ of the Bar is the Bar Council, but it is obliged by law to delegate its regulatory duties to an independent Bar Standards Board (BSB). The BSB operates independently of the Bar Council, with its own board and staff. The BSB has a Chairman and the board comprises lay and barrister members. It regulates barristers called to the Bar in England and Wales. Location The Bar Council and BSB have been located at 289/293 High Holborn since 2004. The organisations occupy the basement to the fourth floors, with the common areas managed through a managing agent. FM is delivered in-house through an FM in-house support services team headed by the Bar Council’s head of FM and property, Sam Forman. Forman is supported by an office services manager, an FM helpdesk assistant, and reprographics and reception teams. Cleaning, catering, security, furniture, stationery and waste disposal are outsourced on single-service contracts, although bundled services have been considered and are used in some contracts.

BAR COUNCIL, 289/293 HIGH HOLBORN — KEY FIGURES: SITE SIZE: CIRCA 15,000 SQ FT (REDUCED FROM 24,000 SQ FT IN 2014) STAFF SERVICED ON SITE: 160 FM TEAM SIZE: 8. MANAGING AGENTS: FAREBROTHER CHARTERED SURVEYORS SERVICES PROVIDED IN-HOUSE: REPROGRAPHICS, MAIL SERVICES, RECEPTION, MEETING AND ROOM BOOKING, EXHIBITION AND CONFERENCE FACILITIES, CONFERENCING, HELPDESK SERVICES, SECURITY AND BUSINESS CONTINUITY SERVICES PROVIDED BY CONTRACTORS: FURNITURE AND EQUIPMENT, CLEANING AND WASTE, REPROGRAPHICS EQUIPMENT (HARD FM SERVICES ARE OUTSOURCED THROUGH MANAGING AGENTS)

for me and my manager, as well as running the FM and the HR. It was a huge role, and back then there were just the two of us doing it”. The formation of a dedicated FM department came when the HR/office manager resigned. “I was asked which path I wanted to go down, and for me it was definitely FM,” www.fm-world.co.uk

20-23 Sam Forman.indd 21

says Forman. “I just enjoyed it more; the negotiating side, the dealing with suppliers. I enjoy establishing relationships, because you get the best out of people when you have a good supplier-client relationship.” The role has developed, and now Forman is in full charge of FM provision. (She’s also the Bar Council’s data protection

officer.) It’s a classic example of an FM determining their own position and developing independently of any established career path. Forman has researched and proposed her own career development schedule to her employers, and, as her responsibilities have increased, she’s realised the need to keep

up to date on compliance issues, attend events and put herself on the necessary training courses. (Indeed, Forman only started her BIFM training last October, and is currently training for her Level 4 qualification.) Towards the end of 2014, recognising the need for FM requirements to be considered strategically, Forman proposed FM WORLD | 21 APRIL 2016 | 21

14/04/2016 16:28

FM FEATURE

THE BAR COUNCIL

MARTIN READ

“I enjoy establishing relationships, because you get the best out of people when you have a good supplier-client relationship”

JOHN REYNOLDS

Left: Head of FM and property, Sam Forman. Above and right: The Bar Council’s High Holborn offices, situated at the heart of London’s legal community

what is now the current structure with a head of FM and property and a separate operational office services manager dealing with everyday issues. (“I felt that I was getting bogged down when I needed to concentrate on future planning.”) Today, Forman’s team is organised as follows: “I have one direct report, the office services manager, and he has a direct report to reception,

22 | 21 APRIL 2016 | FM WORLD

20-23 Sam Forman.indd 22

the help desk assistant, and the print and distribution supervisor, who then has his own two direct reports. All told, I have 102 years service across my whole team.”

Development programmes Over the years, as her appreciation of FM’s strategic role has matured, Forman has managed or helped instigate several workplace enhancement

programmes (see box). But it was the 2013 SPACE programme, through which new forms of workspace were introduced, that proved an FM milestone for the Bar Council. “People were used to having their own desk, and we were looking to reduce desk size,” remembers Forman. “So I created an area that acted as a showcase so that people could come down, sit and try out the different options. That worked

really well, and people felt part of the process. We were able to develop trust from employees in us doing a good job on their behalf.” Secure storage and access to files is an understandable concern, but the Bar Council now has two off-site storage providers operating a 24-hour turnaround time. The Bar Council has seen document storage requirements cut in half, with more likely as the Work Smart programme takes hold. Meanwhile, the printing, binding and finishing machines in the print room, currently used for printing case files as well as agendas and minutes of meetings, is being marketed to local chambers as a way of generating income – a one-stop shop for local chambers’ print needs. www.fm-world.co.uk

14/04/2016 16:28

THE BAR COUNCIL

MAJOR PROJECTS SPACE (2013) SPACE (Space Planning and Creating Efficiencies) was a programme of work comprising a number of different projects tied to two key objectives: providing sufficient office space to meet accommodation needs until the contractual term of the building lease ends (in March 2019) or beyond; and taking the opportunity of the lease break to become more cost-effective and achieve financial savings on property related costs. Project activities: ● Creation of new working spaces for collaboration; and ● Development of a culture of efficient and online document management (enforced through policies, processes and systems) towards a reduction in physical storage needs. Project results: ● Return on outlay office transformation costs within a three-year period; ● Circa £1.4 million cost savings on lease, service charges and rates over the

remaining five-year period on the lease; ● Positive effect on adoption of corporate values and collaborative working

“The [WorkSmart] project has also identified that younger people like coming into work because they enjoy the social interaction” Forman is at the forefront of all these initiatives. But it’s in the current Work Smart programme that Forman sees great potential to change levels of productivity and work/life balance. “We conducted a staff survey asking questions such as what the barriers are to working more flexibly, is their work/ life balance good enough? We wanted to focus on wellbeing, and the results were positive. “A lot of people said they had sufficient flexibility already, but there were also plenty of suggestions for things we could change such as touchdown areas and better technology for remote working. “As a result of that we started a pilot for Work Smart.” Forman is collating feedback from the pilot’s participants, categorising it as operational, www.fm-world.co.uk

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technical, practical, people and culture. “The project has also identified that younger people like coming into work because they enjoy the social interaction, whether that’s because they are living in a house share and don’t have the facilities, or find it lonely or difficult to concentrate.” Clearly, these are important insights, all of which will go in to creating a better workplace ‘template’. Says Forman: “We are always asking ourselves, what else can we do?” Working so closely with HR has been a boon – and today, Forman reports into the council’s director of HR. “You have to work closely with HR to get the right balance, and having HR as my

practices; ● Improved application of document management and retention policies

supporting a reduction in physical storage by an average of 50 per cent across directorates; and ● Boost in staff satisfaction in relation to physical working conditions and facilities. Work Smart (Ongoing) This project has been set up to underpin all aspects of how to ‘Work Smart’ in a systematic way. The aim is to improve effectiveness of Bar Council activities; create an environment that supports modern, flexible working practices and collaboration; meet the aspirations of staff for more flexible working and better work/life balance; reduce running costs through more efficient use of space; and reduce environmental footprint The project will draw on views and analysis from across the Bar Council to create a vision driving its development as an organisation. It will focus on what future working practices will be and how future accommodation, facilities and IT can support these.

line manager does help in that respect. I have a bit of insight.

Looking ahead Having educated herself in FM, and with experience of significant change management projects ahead of her, what’s the future for Sam Forman? “I’ve been at the Bar Council for 20 years,” she says, “but because I have moved around so much it really doesn’t feel that long. Now I’m keen to get my BIFM Levels 4 and 5

qualifications, and I also see the next five years’ experience as extremely valuable for me, particularly if we go multi-site.” After that, and despite her thus far life-long commitment to the Bar Council, Forman may look further afield. “I do feel, having gone through the SPACE programme and now Work Smart, that I’ve now got something to offer.” After two decades of constant change, adeptly managed, it’s difficult to disagree. FM FM WORLD | 21 APRIL 2016 | 23

14/04/2016 16:29

FM FEATURE

NHS PROCUREMENT

NICK MARTINDALE

‘GETTING’

CARTER Lord Carter of Coles’ NHS review set out to show how savings could be made through collaboration and standardised FM procurement procedures. Nick Martindale asks those on the ground whether this vision is realistic or just a pipedream

GETTY IMAGES

ight years on from the financial crisis, the NHS remains under enormous pressure to cut costs. In the 2015 Spending Review, the government announced its intention to find annual efficiency savings of £22 billion by 2020, on top of an estimated £20 billion worth of cuts already delivered between 2009 and 2015.

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Central to this is the Carter Review, which reported in 2015, and outlines how an estimated £5 billion could be cut through better procurement and more effective use of resources. FM plays an important role here; Carter believes that about 14.5 per cent could be shaved off the cost of service provisions if NHS organisations moved to the “average efficiency of

their peers”. Cleaning alone could account for £10 million of savings, he says, with energy contributing a further £12 billion and laundry £4 billion. Doug Ritchie, business development director at Serco Health, questions some elements of the Carter report, particularly the Estates Return Information Collection (ERIC) system it uses to derive industry norm figures,

but believes the essence of the report will help trusts. “Over the next 18 months there will be a revision to ERIC, but there will be a huge drive from the clinical side and the directors of management to make sure they can compare themselves with other trusts, which will mean they will have much cleaner data and a much better view of what the costs www.fm-world.co.uk

14/04/2016 14:17

something he says has been lacking up to now. “We did a pilot with one of the big building merchant suppliers, thinking that if we aggregated what we got from multiple suppliers we’d generate some savings,” he says. “We did it for six months and there really wasn’t anything in it, which was disappointing. I hope the Carter work will move that on, if we were able to do that on a bigger regional scale, because that’s what’s missing.” Not everyone is so enamoured with the Carter Review. “Facilities managers are some of the most sophisticated and well-trained managers in the NHS and this is treating them like children,” says Roy Lilley, a former NHS trust chairman, who currently writes the NHSmanagers.net blog. He’s broadly supportive of the idea of benchmarking, as long as it is comparing trusts of a similar size, but questions the ability to really deliver value through larger contracts, apart from in areas such as energy. “The NHS is too big to buy locally but not big enough to really pull it off nationally like Tesco can,” he says. “I was a big fan of the procurement hubs, and hospitals made some huge savings by getting together locally, but they seemed to disappear.”

Forge closer links of FM are,” he says. “Once they have that then Carter becomes quite powerful in terms of being able to compare like with like.” Finbarr Murray is director of estates and facilities at East Kent Hospital University Foundation Trust. His hope is that the Carter report will help suppliers and providers think more strategically about offering better rates in return for volume purchases; www.fm-world.co.uk

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Mike Cant, chairman of Larch Consulting, also believes the Carter report places too much attention on individual line-item costs rather than questioning the fundamental setup around how goods and services are sourced, and challenges the role procurement functions play. “The big issue is to have the infrastructural support reflecting what is needed on the ground rather than going through a

massive gateway,” he says. “Some years ago there was a major shift in government policy that interceded procurement into the middle of it, but actually that creates a divide which prevents the supplier supporting the user, and understanding fundamentally what they require,” he adds. “The first step is to get a re-engagement between those who actually do the work on the ground and those who are providing support to it.” Such a setup would allow facilities managers and property professionals to forge closer links with medical professionals, he adds.

The rise of interprovider working Lord Carter of Coles’ review says there has hitherto been little attempt to harness the NHS’s huge collective buying power

“The first step is to get a re-engagement between those who actually do the work on the ground and those who are providing support to it”

The emphasis around cost cutting in the current climate has stifled the ability of FM to come up with innovative ways of working with suppliers, says Murray, but there are still some opportunities. “Potentially the biggest gain in terms of the soft FM opportunity is inter-provider working, so partnering with other NHS organisations locally to maximise what the FM provider can bring to the table across a geographic region,” he says. “The second part is extending that to other public sector organisations in the same region or geography.” His own organisation is starting to explore this with Kent County Council, he says, around both the sharing of back-office functions and also ensuring property is used effectively. This latter element is the main focus for NHS Property Services, which was set up in April 2013 to improve how the NHS used its estate, and dispose of elements which may no longer be needed. It currently operates around 10 per cent of the total estate, says Dennis Markey, chief operating officer, mainly in primary care, FM WORLD | 21 APRIL 2016 | 25

14/04/2016 14:17

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14:15 11/04/2016 09:50

FM FEATURE

NHS PROCUREMENT

NICK MARTINDALE

Finbarr Murray: “Potentially the biggest gain in terms of the soft FM opportunity is inter-provider working, so partnering with other NHS organisations locally to maximise what the FM provider can bring to the table across a geographic region”

and has so far cut around 2,200 contracts down to about 20. “The key to making this work is getting the health professionals to think wider than their historic own estate, and whether a building would be better served for another use,” he says. Markey also believes that this is also where the real potential for the FM function lies. “The next step for FM is really around this strategic estates planning,” he says. “FM is really important but it’s seen as bogs and boilers. I see FM and asset management fusing, and FM as FM disappearing.” This could also extend to thinking about where NHS buildings should be located to best serve the local communities, he adds, as well as how the environments can be designed to ensure that patients are able to recover quickly, in the same way as the design of an office can help to boost productivity. Yet the realities of releasing underused buildings are often complicated, says Cant. www.fm-world.co.uk

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“Carter talks about reducing the footprint, but if you have a hospital site and divide it into four you can’t just sell off the top right-hand corner,” he says. “It’s very difficult to make a disposal if the redundant asset sits in the middle of the site and is landlocked on all sides. Carter is a bit of a pipedream when it comes to disposal of assets.” Nor are the economics always

as favourable as they might initially appear. “Most trusts that I know have a portfolio of estates that was built many decades ago but, apart from the big London or metropolitan trusts, the asset values are quite low,” points out Murray. “Even releasing land for residential development isn’t that easy to achieve, given that the land value is relatively low and

“We’re being asked to deliver the same or more for less and that’s becoming really difficult” FM WORLD | 21 APRIL 2016 | 27

14/04/2016 14:17

FM FEATURE

NHS PROCUREMENT

that you have to get out of that rebuilding the service somewhere else.” There are practical issues, too – namely that significant amounts of cash are now needed to restore ailing Victorian or Edwardian buildings. “It’s a bit of a vicious circle; you’re non-complying through the physical limitations of the site but equally you don’t have the capital to rebuild that site to be able to comply,” adds Murray. Providers, though, may be able to increase their own influence, after some high-profile FM contract failures. Ritchie believes the market is now moving towards more of an outcomesdriven model and away from a system where providers are overwhelmed with having to demonstrate inputs. “There are now much fewer measures but we’re measuring the things which align to the board such as satisfaction,” he says. “So if the food isn’t good, then the provider could get hit with a substantial financial penalty or action. That has simplified the amount of things that are measured, and means we can all focus on doing the day job rather than running around collecting data.” In the longer term, he believes providers could influence other areas, helping trusts to manage bed allocations or A&E waiting systems, as well as inputting into estates strategy. “What customers are looking for from the market is changing,” he says. “NHS organisations are not just looking for cleaners, caterers and porters; they’re looking for people who can help drive efficiencies out of the system. I would call it FM+.” He estimates that around 40 per cent of FM in the NHS is currently outsourced, but predicts that this will rise closer to 60 per cent once NHS bodies 28 | 21 APRIL 2016 | FM WORLD

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NICK MARTINDALE

“The NHS is too big to buy locally but not big enough to really pull it off nationally like Tesco can. I was a big fan of the procurement hubs, and hospitals made some huge savings by getting together locally, but they seemed to disappear ”

have digested the impact of the Carter review.

Too much fragmentation But Markey believes that FM providers need to raise their game if they are to remain relevant in the modern NHS, particularly in the wake of Carter. “We have thousands of contracts and I’m in the process of rationalising them,” he says. “I thought the market would detect what I was doing, which was effectively seeking to extend some contracts and in some instances to negotiate an early termination date, but they didn’t. “There was too much fragmentation; the market couldn’t speak collectively or act strategically, even within individual businesses. If FM wants to be treated strategically it has got to act strategically.” Even national providers have different managerial teams, Markey points out, and often subcontract elements outside their organisation, creating what he describes as “margin upon margin”. NHS organisations, too, need to adapt to the new realities and look to work outside their traditional silos, says Murray. “We’re being asked to deliver the same or more for less and that’s becoming really difficult because a lot of the opportunity was taken in the last 10 years, and I can’t see another equal amount of opportunity in the next 10,” he says. “The only way is for the NHS to start thinking about less fragmentation in terms of its providers and about aggregating across different providers and geographies, rather than individual organisations doing their own contracting in different timeframes with different costs. That certainly isn’t going to help the overall NHS budget.” FM www.fm-world.co.uk

14/04/2016 14:18

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11/04/2016 11:20

FM FEATURE

BIFM OPERATIONAL READINESS GUIDE

READY RECKONER STAGE 7: IN USE The FM should co-ordinate the post-handover aftercare period to ensure the building operates and where necessary, adapts in accordance with the design intent and operational demands. Arrangements should be made for the aftercare team to be on site for an agreed amount of time, normally the first eight weeks after the building’s occupiers arrive, however, this timescale will vary according to complexity. The FM may be required to manage the internal fit-out of new buildings following handover. The FM should manage and control any fit-out operations to ensure they do not put the building or base build systems at risk.

STAGE 6: HANDOVER AND CLOSE OUT At this stage, pre-commissioning (PC) and dead testing of the M&E system takes place, and a building user guide aimed at all building users is produced.

Two webinars will see guide authors talking through each stage and explaining key learnings. Available live or on demand, the webinars are scheduled as follows:

STAGE 5: CONSTRUCTION The FM is to ensure all plant and equipment can be safely maintained and complies with legislation. Although checked earlier, in case of changes, or the FM joining the project late, it should be checked again at this stage.

5 May 2016 - Part 1: Stages 0-4 Strategic Definition through to Technical Design – tinyurl.com/ BIFM-OP-EF-Web1

STAGE 4: TECHNICAL DESIGN Here, the FM should develop plans for the handover of the project, providing input as necessary to the design and construction teams.

12 May 2016 - Part 2: Stages 5-7 Construction, Handover & Close Out and In Use - tinyurl.com/ BIFM-OP-EF-Web2

COMMENT

Ensuring the delivery of greater value to end-user occupiers of buildings is the aim of BIFM’s latest good practice guide. The BIFM Operational Readiness guide is built around the RIBA Plan of Work, which unites professionals from across the built environment and the end user in the design and construction process. The RIBA Plan of Work was most recently revised in 2013, setting out a construction project framework that more definitively outlined the input of facilities management. It also incorporated two new stages relevant to the ongoing operation of a building – ‘Strategic Definition’ (Level 0) and ‘In Use’ (level 7). These two new levels are designed to encourage ‘soft landings’ between design and construction

teams and the facilities team that take on the operational responsibility. The government has set out a policy on soft landings which is to be mandated this year, and implemented by central government departments on new construction projects. From 4 April 2016, all centrally procured public sector construction contracts are required to incorporate Building Information Modelling (“BIM”) to Level 2 standard, regardless of value, size or complexity. The government’s task group has been working on a digital Plan of Work, aligning it with the BIM Level 2 mandate, with a view to make better use of the information and data available. The BIFM believes that the soft landings

processes are the way for facilities management professionals to deliver this mandate. Peter Brogan, BIFM’s research and information manager, said: “This guide has been created to determine in practical terms what happens at each stage of the construction process and the specific role that FM, as part of the project board, has to play.”

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14/04/2016 17:19

BIFM OPERATIONAL READINESS GUIDE

The BIFM’s Operational Readiness guide aims to equip FM professionals with the skills, knowledge and guidance to engage at each of the eight stages in the design and construction process. It’s designed to fit with the Royal Institute of British Architects’ Plan of Works (see illustration). Here’s an overview of its contents

STAGE 0: STRATEGIC DEFINITION This stage is described by RIBA as the point in the project where the consultants work in collaboration with the client to define the scope of the development. The FM, as the representative of the end user of the building with a detailed understanding of their core business requirements, has the opportunity to ensure that the client’s business case and the strategic brief are fully considered from a facilities management perspective at this initial point.

STAGE 1: PREPARATION AND BRIEF FM input at this stage should be to help define the project’s objectives. Clear goals need to be established on sustainability levels, budget constraints and service quality through feasibility studies and site reviews.

STAGE 2: CONCEPT DESIGN Operational Readiness Guide A guide to ensuring long term effectiveness in the design and construction process

Here, the FM role is to ensure that the client’s/end user’s operational and occupational requirements are incorporated into the developing design proposals and the main construction contracts.

STAGE 3: DEVELOPED DESIGN To download the BIFM’s Operational Readiness Guide, please visit tinyurl.com/ BIFM-OP-EF

FM-related details should be provided as set out in the design responsibility matrix, including adequacy of storage for suppliers, access to services, waste management, welfare facilities, and functional space for each service.

VIEWPOINT

Steve Holton, partner in Gardiner & Theobald, welcomes the new guide: “‘Stage 0 – Strategic Definition’ recognises that, quite rightly, the earlier an FM gets involved in a project the better; and FM should be part of the client team to ensure that the operational aspects of the building get taken into account and followed through to delivery. “Developing an FM Design Guide is a really sound idea; it’s a good way to enshrine the lessons learned from one project to the next and to short cut some of the discussion in the early stages. “Activities highlighted in Stage 0 are all really valuable, but indicate the FM should have done plenty of homework before he or she gets to the starting point. At Stage 7 – In Use, the historical www.fm-world.co.uk

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reality for FMs on many new projects is that this is where their involvement starts. The guide implies that all Stage 7 activities are the FM’s responsibility, when in practice many of these may be part of the constructor’s scope, such as the building user’s guide, and post-occupancy evaluation – so the key role of the FM would be to track progress, and get involved in them.” “The guide mentions the closing out of snags & defects by the constructor. Experience suggests that it is better for the FM to identify as many of the issues as early as possible and get them resolved. While “defect hunting” may not make you popular with the constructor, better they are dealt with now, than become an FM problem later.” FM WORLD | 21 APRIL 2016 | 31

14/04/2016 17:19

HEADLI NE S P O NSO R

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11/04/2016 11:17

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.

INTERNATIONAL COMPARISONS OF PRODUCTIVITY

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

Bank of England base rate: 0.5% as of 14 April 2016. Source: Bank of England (bankofengland.co.uk)

Consumer Price Index (CPI): The CPI rose by 0.5 per cent in the year to March 2016, compared with a 0.3 per cent rise in the year to February. Rises in air fares and clothing prices were the main contributors to the rate increase between February and March 2016. These upward pressures were partly offset by a fall in food prices and a smaller rise in petrol prices than a year ago.

OUTPUT PER HOUR IN

THE G7

EXCLUDING THE UK WAS 18% ABOVE THAT OF THE UK IN 2014, THE WIDEST PRODUCTIVITY GAP SINCE ESTIMATES BEGAN IN 1991. ACROSS THE G7, LABOUR PRODUCTIVITY AS MEASURED BY REAL (INFLATION-ADJUSTED) OUTPUT PER HOUR AND OUTPUT PER WORKER GREW MODESTLY IN 2014. OUTPUT PER HOUR FELL IN ALL G7 NATIONS IN 2014.

THE UK’S ‘PRODUCTIVITY GAP’ OF 14% IS TWICE AS BIG AS THE GAP FOR THE REST OF THE G7. PRODUCTIVITY COMPARISONS FOR SUBSECTORS OF THE ECONOMY BETWEEN THE UK, THE US, GERMANY, FRANCE AND ITALY SHOW UK PRODUCTIVITY LAGS THE US IN ALL SUBSECTORS – PARTICULARLY MANUFACTURING – BUT UK OUTPUT PER HOUR IS ABOVE THAT OF ITALY, AND UK OUTPUT PER WORKER IS A LITTLE HIGHER THAN EQUIVALENT ESTIMATES FOR GERMANY AND FRANCE.

IN FINANCIAL SERVICES, THE UK’S COMPARATIVE PRODUCTIVITY HAS FALLEN SINCE 2009 – WE TRAIL FRANCE AND ITALY AND THE US.

Source: (www.ons.gov.uk)

EMPLOYMENT

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

Hourly rate from 1 Oct 2015

Aged 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

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2009

FOR PRIVATE NON-FINANCIAL SERVICES (MOST OF THE UK ECONOMY), THE UK’S COMPARATIVE PRODUCTIVITY HAS ALSO FALLEN SINCE 2009. UK OUTPUT PER HOUR IS WAY BEHIND FRANCE, GERMANY AND THE US. SOURCE: OFFICE FOR NATIONAL STATISTICS

HIGHER EDUCATION ACCOMMODATION 2016-20

LABOUR PRODUCTIVITY IN Q4 2015

Student numbers looks set to continue to expand in higher education (HE), placing great pressure on teaching, research and residential infrastructure. Despite budget cuts, many universities are going ahead with planned projects . The latest Higher Education Funding Council for England (HEFCE) forecasts show that the sector plans to deliver a big increase in capital investment over 2017/18. But spending cuts mean that most institutions have had to review the maintenance requirements of their estates and consider outsourcing options. This has led to a growth in partnerships between universities and private sector developers and investors, especially for student accommodation. Accommodation is a key part in universities’ marketing strategy to attract students, but there is an acute shortage of residences in many regions. There has been a big change in the balance of supply between institutional and private providers – now 46 per cent of ‘digs’ are provided by private firms – and a large portion of the shortfall in university-owned accommodation will continue to be met by private providers. SOURCE: AMA RESEARCH

UK labour productivity as measured by output per hour fell by 1.2 per cent from the third to the fourth calendar quarter of 2015 and was some 14 per cent below an extrapolation based on its predownturn trend. By contrast, output per worker and output per job were both broadly unchanged between Q3 and Q4. On all three measures, labour productivity was about half a per cent higher in Q4 2015 than in the same quarter of 2014. Output per hour in services fell by 0.7 per cent on the previous quarter but was 1.1 per cent higher than a year earlier. Output per hour in manufacturing fell by 2.0 per cent on the previous quarter and was 3.4 per cent lower than a year earlier. Whole economy unit labour costs were 0.4 per cent higher in Q4 than Q3 and 1.3 per cent higher than the same quarter last year, as earnings and other labour costs have outpaced productivity. Unit wage costs in manufacturing grew by 0.4 per cent on the previous quarter and by 3.6 per cent compared with Q4 2014. SOURCE: OFFICE FOR NATIONAL STATISTICS

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14/04/2016 14:18

FM MONITOR

RICHARD LEIGH

HOW TO…

Richard Leigh is business development director at Lanes Group plc

MAIN TAIN IN G H O S P I TA L DR A I NAGE

taff training and awareness campaigns S with patients and visitors are vital to keep hospital drains clear, says Richard Leigh Modern hospitals are among the most complicated buildings in the world. They are designed to be used intensively, for different types of patients, in different care settings, using different treatments and equipment. Drainage systems are, therefore, also complex, and health facilities managers know what a headache it is when they break down. Sewage backing up behind a blockage and flooding a hospital ward is not uncommon – and it can mean having to move patients to other busy wards while the area is cleaned. So what can estates managers do to mitigate the risks inherent in hospital drainage? Here are five key elements of an effective drainage management strategy.

1⁄

Know your drainage system

Most hospital sites have been developed ad hoc over years and mapping of drainage systems often does not keep up with this process. Plans are often inaccurate or incomplete. Misconnections and even illegal connections in hospital pipework are not uncommon. Identifying the source of drainage problems – such as blockages, seepage or ground contamination – can be harder, and planning solutions harder still. Responding quickly to servicecritical emergencies may be impossible. The only answer is to map the entire system to identify 34 | 21 APRIL 2016 | FM WORLD

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connections, water flows, system capacities and asset condition. We do this using a range of tools, including robotic CCTV drainage cameras, which provide HD-quality video footage of the inside of pipes. Pipes and chambers can also be laser scanned to create 3D point cloud images for assessing capacity and structural integrity. This highly accurate plan is the starting point of a drainage maintenance strategy – identifying what needs to be done as a matter of urgency, and what can be left until later.

2⁄

Make sure of sufficient capacity

It is all the more alarming that an effective drainage capacity survey may not be carried out when new facilities are built. We responded to a sewage flood in a treatment area in a new hospital unit. Our CCTV survey identified a pinchpoint in the drainage system. With the new unit in place, it did not have enough capacity to handle peak flow rates. The likely solution is the installation of a larger-diameter foul water downpipe. The cost of this work will be much greater than installing a pipe with adequate capacity in the first place.

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Establish effective maintenance

Preventative maintenance is essential, especially because of the unique demands placed on drainage systems. In older hospital buildings, many downpipes are cast iron, so their capacity can be reduced by oxidisation. Caustic chemicals can accelerate this process. Sanitation gels and detergents can build up in pipes. We regularly find downpipes with diameters reduced to as little as two centimetres by this process. The pipes then have to be descaled using a specialist electromechanical cleaning device. Blockage problems outside buildings can affect patient services too. Tree root infestation and drain collapses are a common cause of sewer blockages. The good news is that there are many techniques for rectifying such problems cost-effectively and quickly. Lanes Group is a pioneer in the use of no-dig drain repair techniques such as patch lining and full pipe lining to minimise the impact on patient care.

4⁄

Build good drainage access

It is important for facilities teams to ensure that hospital drainage systems can be accessed quickly and as easily as possible. This does not always happen. Pipework can be installed without any access points. Manholes can be covered

“With macerated waste already disposed of down drains in ward sluice rooms, hospital drainage systems are under particular pressure”

over during refurbishment work. Pipe access plates can seize up because they are not adequately maintained. Internal drainage systems may be suspended from ceilings, making finding and dealing with blockages difficult without disrupting patient care. Our teams have had to excavate pipes to gain access to them, or cut new access points in highlevel pipes. In emergencies, when patient care is threatened, this can cause critical delays.

5⁄

Control what goes down the drains

What patients and healthcare workers do at home, they will do in hospital. So thousands of sanitary products and wet wipes will be disposed wrongly down hospital toilets every day. In hospital canteens and kitchens, fats and oils will find their way into drains, either in residual amounts or through irresponsible disposal. These can combine and congeal to cause ‘fatbergs’ in hospital drain lines. With macerated waste already disposed of down drains in ward sluice rooms, hospital drainage systems are under particular pressure. This makes it important to do everything possible to control what is put down drains. Train your staff, and try to maintain awareness campaigns with patients and visitors. Essentially, it will help hospital FMs greatly if they know the full scope of the drainage risks they face. This will help them prevent problems before they can affect patient care. And chronic drainage problems, managed on hospital sites over many years, can be cured with the right expertise and technology. FM www.fm-world.co.uk

14/04/2016 14:18

FM MONITOR

ACCESS CONTROL BY DRONE ALEX SHAMY, KISI

HOW DOES IT WORK?

hared office space or large multi-tenanted sites mean that the front-of-house service must handle access control for visitors or delivery drivers. FM World spoke with Alex Shamy of Kisi about a true 21st century innovation that could make security and access control more streamlined process

What’s the problem with the current setup? “As Kisi Labs is based in New York, we often have meetings in class A buildings where you have to wait in long lines to get a badge and have someone tell you where to go. You also hear of cases where these same security guards are caught sleeping on the job. Human error is too high for an industry perceived as foolproof. We knew we could use technology to solve this, and that’s where the concept of Drone Guard came from. “In the US, A-class buildings are tightly secured skyscrapers with more than 10 security personnel in the lobby. Supply of A-class buildings is limited and expensive, but commercial tenants often need the same level of security.”

So, how exactly do drone guards work? “Guests and visitors are invited to the office via a calendar invite. Kisi then pulls the visitor email address from the calendar and registers them in the access system and schedules their visit for the indicated time automatically. “The guest then receives an email invitation to sign up for the “drone guarded” fast-lane access. (To register, the guest must submit a voice sample and selfie.) When the user shows up to the building and presses the ‘drone guard’ www.fm-world.co.uk

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1) On arrival, the visitor calls the drone 2) The Drone takes off, arrives and scans the visitor’s face (or prompts for the visitor to speak) 3) The drone interacts with Kisi technology to allow access

button, the drone arrives at the front door and uses its camera to identify the guest using facial recognition. If the drone cannot authorise the guest by facial recognition, it will prompt for a voice sample instead.”

What about buildings with multiple tenants on multiple floors? “The drone can fly in hallways, staircases, and elevators. Using Kisi’s access system, it can call an elevator and even control which floor to go to. It can also be set up by the tenant or in a multi-unit building by the landlord making this available to all tenants.”

Amazing. How are they installed? “The facility security personnel must sign off on the indoor drone use. Once given the go-ahead, all corners of the building need to be tested for wireless connectivity and equipped if necessary. The waiting zones for Drone Guard – usually stairwells or hallways – are then designated and outfitted with wireless charging technology Following physical setup, flight

3 map and floor plan software is installed onto the drone, which then explores the building to verify the exact dimensions. Lastly, emergency procedures are set up and employees instructed about the drones and how to inform their guests.”

Any other FM issues with a drone flying through hallways and taking the lift? “Drones are programmed to keep a minimum distance of 150cm from any moving object to prevent any contact with guests or visitors. They are also restricted to flying within the building floor plan. When drones are operated outdoors there can be serious legal repercussions so there isn’t a scenario when they can monitor the exterior security yet. “As long as they are in wireless range, the drone can be used in large floorplans like warehouses.”

Any other services a drone could provide in the workplace? “Access control is just the start – wayfinding/navigation, in-office

deliveries, and mobile surveillance are how we envision drones utilised in buildings in the future.”

OK – but how much is this going to cost? “To use Drone Guard in your building, you first have to have a Kisi Access Control System. The system costs about $1,000 for hardware and then $250 per month, depending on how many doors you would like to connect. Once installed, the Drone Guard costs $7,499 per drone, Kisi equipped phone, and floorplan analysis software. The product is only available for purchase by contacting the Kisi Labs team.”

How will you approach the UK market? “We are working closely with US facilities already equipped with Kisi. We do have a presence in the UK and expect to shift our focus to work with those clients in the coming months.” FM You can watch Kisi’s extraordinary new approach to access control in this video: tinyurl.com/ kisidroneguards FM WORLD | 21 APRIL 2016 | 35

14/04/2016 17:11

FM MONITOR

KEVIN WINCHESTER

BEST PRACTICE

Kevin Winchester is head of business development at Vivreau

OPER ATION OF DR I N K I N G WAT ER P ROV I S I O N

evin Winchester advises FMs on K formulating an effective and sustainable drinking water maintenance strategy FMs must have a rigorous water maintenance strategy in place. Without maintenance, filters can stop working and systems can break down more often. Without appropriate maintenance, drinking water quality can deteriorate and people will be subjected to poor-tasting water that is high in chlorine. Here are five top tips for creating a strategy to provide an exemplary standard of service and offer value for money.

1⁄

Assign responsibility

The first decision is whether maintenance should be carried out in-house or subcontracted to a specialist or third-party supplier. FMs need to manage expectations, particularly if subcontracting. Rather than providing unrealistic targets for how quickly a problem can be resolved, consult the third party first and gauge how many people it has out in the field and how quickly they can travel to the specified geographic region. Those responsible for service and maintenance should be easily contactable at all times. It is also important to establish who is responsible for which part of the water system. Usually the on-site FM will be responsible for water supply after it enters the building from the water utility while whoever is assigned responsibility for drinking water maintenance looks after everything from the local isolation valve to the dispense point. Fundamental to all of this is 36 | 21 APRIL 2016 | FM WORLD

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putting together a service level agreement plan that is clear and easily adhered to by all parties.

2⁄

Sanitising regime

Putting the correct time frames in place for sanitising leads to a hygienic drinking system that runs seamlessly. The nozzle and surrounding areas should be wiped down with antiseptic wipes or sanitising spray twice daily – once at the start of the day and once at the end. A closed-off or protected nozzle makes it less likely that germs will enter the drinking water system. If there is a drip tray check, empty and clean it. Clean it with sanitising spray or sanitising wipes and if there is a scale build-up on the drip tray lid, remove and clean it with a mild descaler. The FM, manufacturer or supplier should insect the system monthly to see if flow rates and temperatures are correct. If the system allows sparkling water, CO2 levels should also be checked. With good-quality filters it is recommended that you sanitise products every six months. Isolate the system, use a sanitising solution fluid and clean the equipment thoroughly. Filters should be replaced if needed to ensure that the system continues to produce high-quality water.

3⁄

Chiller maintenance

Chillers are usually robust systems, but it is still necessary to put these appropriate

checks and balances in place for their continuing operation: ● Check the mineral content of the water – confirming its hardness or softness before installation – especially if hot water is to be provided. The measurement in Clark degrees will determine the type of filtration required and its setting. This also affects the programme for filter changes. ● Set in place an appropriate time frame for changing filters. ● Check that gas connections and compressors don’t have loose connections. If they remain tight it means the system will run more effectively and it removes risks of leaks and electrical shock. ● If a scale filter has come to the end of its life or is damaged, replace it, as it will no longer be able to stop scale build-up.

units, is likely to be more water, cost and energy efficient.

When it comes to hot drinking water, calcium build-up poses a threat to the system. It is a particular problem when the water is hard, as in the SouthEast, where a stricter filtration programme is needed. Conversely, soft water – in places such as Scotland and Wales – can eat away at plastic impellers and stop water being pumped through. FMs should expect to incorporate environmental considerations into their drinking water maintenance strategies. For instance, consider the type of chiller that is used – there are many low power rated units available. A 300 watt chiller that constantly turns on and off is likely to use more energy than a chiller with a lower wattage that remains on. Furthermore, a system that involves fewer chillers, such as a centralised drinking water system or ice bank

External bodies provide a wealth of resources and advice. FMs can consult the National Sanitation Foundation (NSF), which is the leading global, independent thirdparty certification and testing organisation for products that affect water quality. When buying components, check if they are NSF-approved and take note that whenever there is a change to a component companies have to inform the NSF to get authorisation. The Water Regulations Advisory Scheme also plays a similar role in the UK and provides a useful bank of online resources. Please note that it is also common practice to hire additional external water and filtration specialists to ensure best practice is being adhered to regarding the wider supply of water to the building. FM

4⁄

Use technology

CMS Technology is like having an extra employee monitoring systems. It raises issues before you are aware of them and allows FMs to stay one step ahead of the game. Integration of systems with the internet now allows for realtime tracking of barcoded items. The use of PDAs can facilitate automated updates. FMs should consider automated reporting technology, which distributes emails to the relevant departments when a fault is found. This stops problems escalating to cause lasting damage.

5⁄

Seek guidance

www.fm-world.co.uk

14/04/2016 14:19

FM MONITOR

BOSTJAN LJUBIC

HOW TO…

Bostjan Ljubic is vice-president of Steelcase UK & Ireland

D ESIG N IN G F OR P R I VACY

mployee engagement in your company E could be compromised by the workplace design, as Bostjan Ljubic explains In today’s uncertain and volatile economy, organisations rely on engaged workers more than ever. Employee engagement drives productivity, innovation and enables sustained growth. Yet, despite numerous studies highlighting its importance, research consistently shows that engagement in the UK is alarmingly low. The recent Engagement And The Global Workplace report from Steelcase found that only 29 per cent of UK workers are engaged – lower than the global average of 34 per cent and significantly lower than the 40 per cent of UK workers who report feeling disengaged. In fact, disengaged workers are the largest group in the study, suggesting that twofifths of employees could be undermining the efforts of the rest of the organisation. While many diverse factors contribute to employee engagement, the role of workplace design – in particular the need for greater privacy – is often overlooked. With half (49 per cent) of UK workers now in open-plan offices, lack of privacy is one of the most common workplace complaints – more than 43 per cent say they cannot concentrate easily in the office. So how can organisations meet this need for greater privacy? Privacy in 2016 Traditionally, privacy was thought of in three ways: • Acoustical (noise affecting www.fm-world.co.uk

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concentration); • Visual (e.g. too many people moving around, a TV in the corner); and • Territorial (lack of space, close confinement with colleagues). Although the potential impact of these issues hasn’t diminished, as technology has changed where and how people work a fourth dimension has come to the fore – informational protection. This encompasses the ability to control what information we share with others, along with the numerous streams of information fighting for our attention. Having control over those two streams provides an added sense of privacy known as stimulation control – the ability to manage distractions. Privacy in practice Although there is no one-size-fitsall solution, there are several ways that organisations can design the workplace to facilitate the privacy needs of employees in different situations. Privacy is a universal need, but there are a number of factors that influence why and how much people seek privacy, including their personality, state of mind, country, corporate culture and the task at hand. Not only do all workers have

their personal privacy needs in general, but these needs do change. The same environment may be right for someone one day, but too distracting or too isolating the next. The answer is to create a diverse ecosystem of spaces that accommodate a spectrum of personalities, preferences, moods, schedules and tasks, giving staff more control over how and where they work at any given time. Strategic space planning There are two primary strategies to ensure that workplaces achieve greater privacy – a distributed model or a zone model. In a distributed model, spaces that support stimulation control are blended within both individual and group work areas. This model makes it easy for people to shift between modes of work, allowing for more spontaneous rather than planned privacy needs. The zone model defines particular areas within the larger workplace that are designated as private and quiet spaces. Organisations may designate a particular area as a sort of library or quiet hub. This approach can be particularly useful for managing acoustical distraction. The ideal quantity and types of private spaces needed by an organisation depends on the type of business, the work being performed, as well as its culture, ways of working and the budget and space at its disposal. Global companies must also

“Although there is no one-size-fits-all solution, there are a number of ways that organisations can design the workplace to facilitate privacy”

consider cultural differences across locations – what works in one country may or may not have the same effect in another. Remote or mobile working is another factor to consider, with mobile workers having less need for private space than their office-based counterparts. As an indication, office nomads will need private space for around 15 per cent of their time on site, compared with 30 per cent for resident workers. Different privacy needs should be facilitated with different types of boundaries, from a completely open space, to an entirely enclosed enclave for video or phone conferences, or a personal shielded environment for personal time reading or relaxing. For those with limited space or budget, a quick fix can be to add shielding components to the existing design, to reduce the exposure felt by employees within an open-plan space. Even open spaces can offer a degree of privacy to those who seek moderate stimulation from the surrounding environment. One strategy is to introduce a protocol, or certain rules, along with agreed communication and signalling around privacy – if and when the radio is allowed, whether employees can use headphones and when and where informal socialising is acceptable. Although many organisations may lack the space and budget for a wholesale redesign, steps can be taken in offices of any size and with any budget to improve privacy. Whether introducing a privacy code, a shielded corner of the office, or several varied privacy zones, every little helps in creating an engaged and productive workforce. FM FM WORLD | 21 APRIL 2016 | 37

14/04/2016 14:19

BIFM NEWS

BIFM.ORG.UK

performance through smart workspace: Simon Carter, Head of Corporate Property, National Grid ● Why doing the basics brilliantly adds real strategic value: Jacqueline Cupper, Head of Service Performance and Development - Worldwide Real Estate and Facilities, GlaxoSmithKline ● Productivity: Our problem, their problem or your problem? Polly Plunket-Checkemian, Consultant and Strategist in Commercial Property & Asset Management

KNOWLEDGE

Operational readiness BIFM has a new Operational Readiness Guide: A guide to ensuring long-term effectiveness in the design and construction process, which aims to equip FM professionals with the skills, knowledge and guidance to effectively engage at each stage of the design and construction process to deliver greater value to the end-user organisations that occupy the buildings. To deliver long-term effectiveness and relevance for the end-user facilities management professionals need to be engaged from the start, and learnings and insights from operators applied to close the gap between building design and performance. This process supports the achievement of not only sustainable and energyefficient building operations, but also of providing work environments that maximise the productivity of the occupants. The guide is built around the RIBA Plan of Work launched in 2013, which leads the design process and unites professionals from across the built environment and the end user in the design and construction process. The Plan of Work stages are aligned to the new BIM process model and this presented a new opportunity for facilities management with stages 0 – Strategic Definition and 7 – In Use. Stage 7 recognises the building occupation and in-use period, providing the opportunity for new post-occupancy services that will help to ensure that a building is running as intended and effectively for the user. The outcomes from stage 7 feed into stage 0, creating a virtuous circle focused on full lifetime performance. Stage 0 uses 38 | 21 APRIL 2016 | FM WORLD

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Delegates at the BIFM London Region conference in March

feedback from previous projects and allows a proposed project to be defined and ratified before a detailed brief is prepared during Stage 1. This emphasis on the full lifetime occupancy, relevance and effectiveness has firmly placed facilities management at the heart of the building life cycle. As part of the guidance set, BIFM will also be holding webinars as part of its operational readiness briefing series: ● 5 May 2016 – Operational Readiness and FM’s Role Part 1: Stages 0-4 Strategic Definition through to Technical Design ● 12 May 2016 – Operational Readiness and FM’s Role Part 2: Stages 5-7 Construction, Handover & Close Out and In Use. i Access the Operational Readiness Guide and sign up to the webinars at www.bifm.org.uk/OpsReadiness

THINKFM

Last chance The ThinkFM conference with headline sponsor Sodexo takes place in London and online on Wednesday 18 May. Evolving from last year’s theme on competitive advantage,

the 2016 conference theme is ‘ThinkFM: Think Productivity’; exploring facilities management and the workplace’s role in enabling productivity. Organisational performance and efficiency comes from the maximisation and alignment of all resources and systems to the organisational goals and shared cultural commitment. Facilities and workplace management is part of that and a fundamental facet in enabling business performance. Hosted by broadcaster and presenter Kirsty Lang, sessions include: ● Happiness and productivity: scientific good sense? Eugenio Proto; Associate Professor, University of Warwick ● Setting an aspirational agenda for wellbeing that’s good for employees and good for business: Dr Jill Miller, Research Adviser, CIPD ● Think Productively and Brilliantly Every Day: Katie Ledger, Senior Practitioner, Complete Coherence ● How the National Grid boosted

The conference closes with the ThinkFM drinks reception. Tickets are £359+VAT for members and £409+VAT for non-members. For the first time ThinkFM will also be streamed live, and available for playback at just £99+VAT. i See more and book now at www.thinkfm.com, or email thinkfm@bifm.org.uk.

BIFM AWARDS

Countdown is on The deadline (27 May) for entries/nominations in the 2016 BIFM Awards, with headline sponsor Carillion, is fast approaching. It is key that you know now what categories are of interest, leaving ample time to hone your entries. All categories relate to FM’s people, innovation and impact; reflecting the important role FM plays in business, the economy and society. People: ● Newcomer of the Year* ● Manager of the Year* ● Leader of the Year* ● Lifetime Achievement

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

14/04/2016 14:19

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

(nominations close 29 July) ● Team of the Year ● Learning and Career Development *Open to direct entries or nominations Innovation: ● Innovation in Technology and Systems ● New Product or Service of the Year Impact: ● Brand Impact ● Impact on Customer Experience ● Impact on Organisational Performance ● Impact on Sustainability ● Societal Impact ● Workplace Impact If you need support, or would benefit from speaking to a lead judge about your entry or nomination, then please email awards@bifm.org.uk or call the BIFM Awards team on +44 (0)1279 712 640. i For full details on the BIFM Awards and full category criteria go to www.bifmawards.org

BIFM LONDON REGION

Conference review Last month the BIFM London Region held its conference, which was opened by Principle Cleaning’s Douglas Cooke, who called for an end to night cleaning, greater flexibility and better pay. Cleaning operatives need resilience, and this was the topic of the opening presentation from Monica Parker from HATCH, who talked about the grim working conditions that are a daily reality for many. Visually comparing a prison with a workplace, she argued that a “good day in prison can be the same as a bad day in www.fm-world.co.uk

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BIFM COMMENT

James Sutton is CEO of BIFM

A GOLD STANDARD FOR FM EXCELLENCE

he BIFM Facilities Management Awards are always a highlight of the facilities management calendar and over the past few years we have been on a development journey to further enhance the Awards programme for the profession and to reflect the institute’s new mission and strategic intent. We were delighted to hear this February that the Awards won Best Association Awards Event at the Association Excellence Awards, following the developments that had led to the 2015 Awards being revitalised at every level – from the strategic alignment of the categories to the new mission and strategic intent through to the judging process, marketing programme and the on-site event production. Central to the refresh were the refocused categories to align to the institute’s new mission by ensuring that the awards identify and showcase case studies of the important role that FM plays in relation to business, the economy and society. Categories were removed and repositioned and a new category was created. They were clustered within three overall themes: People, Impact and Innovation. Focus was placed on business language, outputs, impact and the business value FM delivers, including a new ‘Brand Impact’ category, to build understanding in the wider business community of FM’s value, and this year we’ve added a new category to further this in ‘Impact on Organisational Performance’. Vital to ensuring the credibility and prestige of the Awards is having an independent and expert judging panel and a fair and thorough judging process. The Awards are judged by a panel of independent industry experts, including 11 lead judges and up to 50 support judges. Over the past few years BIFM has worked with a Process Improvement Team consisting of judges and staff tasked with identifying, discussing and implementing key improvement on elements such as scoring, conflicts of interest and the transparency and auditability of the process. As one of our entrants stated: “The BIFM Awards are considered the absolute benchmark for FM excellence. To be shortlisted is an absolute honour and in itself demonstrates a high level of engagement and performance. To win is something really special – peers and competitors sit up and take note. Standards are being raised across the FM sector due to the BIFM Awards – long may it continue!” Steve Gladwin, Chair of Judges, said: “Winning this award against stiff competition from seven other well-respected institutes was a fantastic boost and a mark of how robust and acclaimed they are. “What really makes the Awards stand out, though, are the fantastic examples of the strategic value of FM and the huge sense of pride and joy amongst the individuals and teams in the work they do and the difference they make. Make sure you take the chance to reflect and celebrate your hard work and achievement and enter this year’s BIFM Awards!”

“WE WERE DELIGHTED TO HEAR THIS FEBRUARY THAT THE AWARDS WON BEST ASSOCIATION AWARDS EVENT AT THE ASSOCIATION EXCELLENCE AWARDS, FOLLOWING THE DEVELOPMENTS THAT HAD LED TO THE 2015 AWARDS BEING REVITALISED”

www.bifmawards.org

FM WORLD | 21 APRIL 2016 | 39

14/04/2016 14:20

BIFM NEWS

BIFM.ORG.UK

BIFM TRAINING

the workplace”. A key cause of stress in the workplace is companies stressing their property assets and cramming ever more people into smaller spaces. The tipping point – when a space is so packed that its people become unproductive – was discussed by Chris Moriarty from Leesman. Coffee is a big help to many people’s productivity, and the pre-lunch session from Bartlett Mitchell and Bewley’s focused on coffee provision in the workplace from an FM’s perspective. Mark Downes from ENGIE UK took the legacy of the Olympic Park as a case study to begin the afternoon. Downes said FM could learn from the park, both how it was then and how it is now. It has created enormous value: it focuses on the need of the client; is a source of learning; and has allowed all parts of London to grow together. Downes was followed by Peter McLennan, MSc course director in facility and environment management at the Bartlett School of Graduate Studies, UCL. Discussing career progression in FM, he urged everyone to have a career plan. Mike Lynch, commander indigenous covert operations forces in Iraq and Afghanistan, finished the day on a high. Lynch served for almost two decades with the British Army. He spoke about his ‘behind the lines’ experience, including his many emotional experiences, the lifelong friendships he had made, and the lessons he had learned. Many thanks to the main sponsors Principle Cleaning, Mayflower Washroom Services and BPR Group, and exhibitors Condeco, Julius Rutherfoord, StaySafe, PRS and the Centre for Accessible Environments.

WORLD FM DAY 2016

World FM Day 2016 takes place on Wednesday 13 July. The theme will be ‘Empowering people for a productive world’ – looking at how FM enables different business disciplines to collaborate to deliver high-quality business performance. World FM Day, led by Global FM through its World FM Day Task Force, has been an annual celebration since 2009. It recognises the vital work that FM professionals and the sector contribute to businesses worldwide, while raising the profile of the FM profession across the globe. All FM professionals are welcome to host events such as social media activity, luncheons, seminars and workshops, or by undertaking any other activity to celebrate and promote FM from 11-15 July. Celebrations for World FM Day will be led across six continents by Global FM members, including BIFM. Winners in the Global FM Awards of Excellence will also be revealed on World FM Day. These reward the best of the best in FM, highlighting how they support businesses across the globe. In 2015, BIFM’s JLL Property and Asset Management Academy submission scooped the Platinum Award. For details on World FM Day, to get support with organising your own World FM Day event, or to access materials to promote the day within your organisation go to www.globalfm.org, you can also follow @WorldFMDay for further updates.

t is important to take time out from daily operational management issues to explore taking your service to a new level. The one-day Innovation In FM programme looks at models of FM innovation, what they have delivered and how they could apply to your organisation. According to the Department for Business Innovation and Skills, “innovation is the process by which new ideas are successfully exploited to create economic, social and environmental value”. The need to continuously improve is vital to the success for all FMs whether they work in-house or for a service provider. BIFM Training’s one-day course ‘Innovation in FM’ will explore innovation in the FM sector and will provide examples of it and what has made them successful. The course explores the processes that facilitate innovation and continuous improvement so that throughout the day, the attendee can develop his own Innovation Plan. A mix of both theory and practical exercises are focused on developing improvements and introducing innovative methods into your organisation. This will enable you to develop a business case and FM Innovation Plan for your own organisation. The course is followed by an intensive three-day programme ‘The FM Business School’ for senior FMs to develop their strategic perspective to enable more effective dialogue with senior management and directors, and raise the profile and recognition of the vital contribution a professional FM service makes to organisational success. It explores the critical relationship between business and organisational objectives and FM operations, providing both new ideas and the opportunity for managers to extend and refine their knowledge and skills. It highlights ways in which innovative practice can help policymakers model new approaches and resourcing structures and addresses the key issues affecting the successful implementation of change. A key feature of the course is a group exercise conducted in syndicates culminating in a presentation to a ‘board of directors’ on the final afternoon. The purpose of the exercise is to reinforce knowledge from the presentations, and encourage delegates to articulate the value that effective FM can deliver to organisations.

i See more about the BIFM London region at www.bifm.org.uk/london

i BIFM events and celebrations will be listed on www.bifm.org.uk/events

i For more information on the above courses call 020 7248 5942 or book online at www.bifm-training.com

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Events: 11-15 July

INNOVATION AND FM BUSINESS STRATEGY

Evolving FM services and ensuring your FM delivery is leading edge: 9-12 May, Central London

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FM DIARY

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

INDUSTRY EVENTS

CHANNEL ISLANDS 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

5 May | Property management A breakfast seminar, including speakers from Watts & Co. Venue: Specsavers, La Villaize, St Andrews, Guernsey Email: Naomi Fry at channelislands@bifm.org.uk or visit tinyurl.com/z7dt9tk to book tickets.

8 June | Quora Smart Working Summit In partnership 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 8-9 June | European Facility Management Conference 2016 The annual EuroFM event. The conference features multitrack presentations which focus on disruption and change management, service excellence and value co-creation through facilities management. Academic research will also be presented. Venue: Milano Congressi, Piazzale Carlo Magno, 1 – 20149 Milan, Italy Web: www.efmc-conference.com 21-23 June | Facilities Show, in association with BIFM An annual facilities management conference and exhibition, co-located with a number of other exhibitions relevant to the profession, including the Safety and Health Expo and Firex. Venue: Excel, London Web: www.facilitiesshow.com 29 June | Corporate Members Event – productivity in FM Programme to be conﬁrmed. Venue: TBC, London Web: Email Jenny.Phillips@bifm. org.uk for more information. 13 July | World FM Day Various events planned, to be conﬁrmed. Venue: TBC Web: Email communications@ bifm.org.uk for more information, or visit globalfm.org/events/worldfm-day-2016. www.fm-world.co.uk 41 | 8 MAY 2014 | FM WORLD

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Venue: Carillion, 2 Broad Street West, Sheffield S1 2BQ Contact: Visit tinyurl.com/ zehm6gx to book tickets. 16 June | North West group – 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

HOME COUNTIES REGION 4 May | Provision of facilities in a healthcare environment Mark Wittich, general manager, Carillion, to present on provision of facilities in healthcare. Venue: John Radcliffe Hospital, Oxford OX3 9DU Email: Helen Versloot at hversloot@wiley.com for more. 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. IRELAND REGION 28 April | Brexit: what if? A presentation and discussion on the likely impact of a Brexit on the economy of Northern Ireland. Speaker: Angela McGowan, chief economist, Danske Bank. Venue: Cultra Manor, Ulster Folk & Transport Museum Contact: Email Mary Moore at m.moore@hjmartin.co.uk or visit tinyurl.com/gusbdgb to book. LONDON REGION 27 April | LED: Commercial lighting for the next generation An update on the LED market, including presentations from David Clements at Future Designs and a case study from One Canada Square. Venue: Barclays, 1 Churchill Place, Canary Wharf, London E14 5HP Contact: Email David.Howorth@ condecosoftware.com or visit tinyurl.com/jzsohb8 to book tickets.

22 June | Region golf day More details to follow. Venue: Rudding Park Hotel, Rudding Lane, Follifoot, Harrogate HG3 1JH Contact: Email Sue Gott at north@bifm.org.uk or visit www.regonline.com/ northregiongolf2016 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. SCOTLAND REGION 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. 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

NORTH REGION 15 June | Sheffield and South Yorkshire Group – a hot topic Simon Stokes, Assured Fire and Security, to present information on ﬁre safety compliance.

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 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. SPECIAL INTEREST GROUPS 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. 28 April | Rising FMs – open building, Museum of London More information to follow. Venue: Museum of London, Canary Wharf Email: chris.morris@xenongroup. co.uk for more information. 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 | 21 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

NORR reflects on success using Armstrong Ceilings systems PROBLEM NORR architects required ceiling systems to meet a variety of challenges at the National Biologics Manufacturing Centre in Darlington, County Durham. Particular challenges were the short time scales for a heavily serviced building (it was a 15-month build), aesthetics and services. The 5,000 m sq facility features flexible laboratory and pilot plant areas, dedicated spaces for good manufacturing practices (GMP) process, analytical and technological development, and clean rooms for research as well as offices, meeting rooms and spaces for training and conferencing. SOLUTION Armstrong Ceilings systems were used widely in white for light reflectance. Metal systems

were Tegular 2 microperforated tiles in the laboratories, B-H 300 microperforated planks between plasterboard margins in corridors, and V-P 500 perforated metal baffles in break-out areas and the double-height reception area. The D-H 700 floating raft ceiling was also used there. Mineral systems were humidity-resistant Hydroboard tiles in the changing rooms, Optima Vector tiles in meeting rooms, and Ultima+ Vector tiles in offices, corridors and stairwells.

OUTCOME A NORR spokesman said: “The Armstrong systems were specified for their look and the excellent pre-specification service. They play multiple parts, from adding interest to a 7 metre-high ceiling, providing easy access

and maintenance, acoustics and reducing air intake as the baffles are used to assist the M&E strategy. They enhance the space while providing access, ventilation and acoustic performance.” T: 0800 371849 W: www.armstrongceilings.co.uk E: sales-support@armstrong.com

Boardroom heat is controlled Mikrofill condensing boilers Superstore to save £52,000, with AET flexible space at Bedfordshire NHS Trust thanks to KalGUARD control PROBLEM

PROBLEM

AET Flexible Space under-floor air conditioning systems have integrated controllers in the fan terminals allowing enhanced control. However, some FMs report difficulties adjusting and maintaining comfort levels in boardrooms whilst in use by senior staff and CEO’s due to restricted access.

Following a feasibility study and financial appraisal by ETA Energy Systems Ltd, it was concluded that Bedfordshire Hospital needed to reduce its reliance on its existing steam plant and improve its overall system efficiency.

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

SOLUTION In response to this client feedback, AET developed the “FlexTouch” wall controller, which allows boardroom users to easily adjust temperature and fan speed during meetings without an engineer or FM for assistance.

The new installation included 3No Mikrofill Ethos 130kW stainless steel condensing boilers to primarily serve the hospital’s HWS demand. The new equipment was configured to provide LPHW into the main heating system when the HWS requirements are at a minimum.

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

The FlexTouch controller has already been adopted by clients at City Gate House and 55 Baker Street in London, where AET’s service team have retrofitted the controllers to existing installations. They are a popular option for meeting rooms and offices.

The scheme was sequenced to ensure that the condensing boilers also provide heating in preference to the operation of the existing steam plant. This has reduced the steam plant requirement and improved the system efficiency.

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.

W: www.flexiblespace.com

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W: www.mikrofill.com

OUTCOME

Website: www.sentinelprotects.com

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FM PEOPLE

MOVERS & SHAKERS

BEHIND

DATA

THE JOB

JEFF LLOYD-JONES

TOPIC TRENDS

NAME: Jeff Lloyd-Jones JOB TITLE: Regional director ORGANISATION: TC Facilities Management (for Tesco)

including numerous site TUPE consultations in Northern Ireland, the North-West and East Anglia. If you could give away one of your responsibilities to an unsuspecting colleague, what would it be?

I wouldn’t want to give away any of them. If you could change one thing about the industry, what would it be?

Possibly the stigma that comes with being a cleaner or janitor; these people are some of the most hardworking, proud and vital people in any workplace.

Brief description of the job and key responsibilities:

To manage a team of area managers through the operations of one of TCFM’s major accounts (Tesco), a portfolio of 1,000 stores, ranging from express stores up to 100,000 sq ft stores with a large team of operatives and a site manager. I build key relationships with Tesco senior directors and cleaning operations managers. What attracted you to the job?

It was the next step in my progression in the company and industry. It also offered me an opportunity to contribute to the direction that TC Facilities Management is taking. My top perk at work is…

Getting to see more of the UK and Ireland.

Any interesting tales to tell?

There is a ‘Del Boy’ moment I recall from earlier years, prior to the health & safety we work to now. I was an area manager and was asked to take a team of people to clean a property that had the most expensive chandeliers I’ve ever seen. One guy was throwing some carpet cut-offs down from the upper floors and got a piece lodged in the chandelier. The only way I could free it was to balance on the handrail to grab it, all the while the team WHAT SINGLE PIECE supervisor was down below OF ADVICE WOULD shouting: “Now, grandad – let it YOU GIVE TO A YOUNG go, grandad!” FACILITIES MANAGER STARTING OUT?

“To continuously step out of the box and be as innovative in their thinking as possible”

Working in IT – my first love.

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

I started as a computer network administrator for a small medical company, but always had a part-time cleaning job alongside this. I then had an opportunity to take on a full-time facilities site manager role within British Steel in Tafarnaubach, Tredegar, in South Wales, managing a team of 18 staff who delivered basic maintenance and industrial cleaning. I later moved on to manage cleaning for a Tesco store in Tredegar. I was moved on to run a cluster of stores as a support manager.

That the jobs within FM are mostly unskilled. I believe it takes real skill to deliver a great service.

Being promoted to regional director. What has been your biggest career challenge to date?

About seven years ago the company significantly grew in size, with the Tesco account growing by 40 per cent. This involved a series of site rollouts, achieved through weeks of meticulous planning www.fm-world.co.uk

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Buying in / speccing up FM services

AVERAGE (SINCE JAN 2015)

JEFF LLOYD-JONES

Working on initiatives to ensure compliance

9 10

Working on energy efficient initiatives

8 9

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

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

What’s been your career high point to date?

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

Adapting to flexible working

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

FM has grown significantly as an increasing number of customers want to have all their services managed by one company.

Maintaining service levels while cutting costs

And how will it change in the next five years?

We’ll see increased use of technology to complement service delivery, e.g. tablet-based audits that provide more insightful management info will help in making smarter decisions around the suite of services provided to customers. Have you got a story to tell? We are looking for facilities managers to feature in Behind the Job. Contact the team at editorial@fm-world.co.uk for more information

Organising training for the FM team

FM WORLD | 21 APRIL 2016 | 43

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Appointments

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:

JOBS

www.fm-world.co.uk/jobs Regional Property Manager London Salary: £40,105 per annum

Facility Management Specialist Positions at Reading, Dublin, Southampton Salary: Up to £29,000 per annum + Beneﬁts

Facilities Manager Surrey Salary: £Competitive

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PLAN YOUR NEXT MOVE

on the move

Head of Facilities London Salary: £36,000-£40,000 + beneﬁts

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JOBS

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

Go to www.fm-world.co.uk/jobs 44 | 21 APRIL 2016 | FM WORLD

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Why choose Hexagon FM

Time Served in Operational FM Delivery, we really understand what you do! Over 30 years combined experience in Facilities Management Recruitment Full detailed reference verification – mitigating risk Qualified and Accredited to the Recruitment and Employment Confederation (REC) standards, guaranteeing best practice Ethical Service delivered with Passion, Personality and full transparency Extensive network of trusted industry contacts

www.hexagonfm.co.uk 0121 354 3540 connect@hexagonfm.co.uk

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Proud to be members of

CORPORATE MEMBER

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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)

BIFM SUSTAINABILITY IN FM SURVEY What The BIFM's Sustinability in FM survey, now in its 10th year. Developed in conjunction with the BIFM Sustainability Special Interest Group, the survey explores what sustainability means to organisations, which teams take the lead, the role that FM plays and how initiatives are measured and reported. Details The 2016 survey is sponsored by Waste Cost Reduction Services (WCRS) and is now open and all from the FM profession are encouraged to take part. The research is to cover energy and waste management, as well as focusing on the supply chain’s role in how services are delivered, and how sustainable

practices are perceived within organisations. For more on the survey, see page 11. Background Last year's survey found that 40 per cent of respondents believed their organisation was “very good” or ”excellent” at implementing sustainability, compared with a figure of 60 per cent in 2014. Commitment The survey can be completed online, and should take no longer than 10 minutes to complete. The survey can be completed at www.bifm.org.uk/FMSustainability The results will become available later this year.

MIDDLE EAST BUSINESS CONFIDENCE MONITOR BIFM WEBINARS

What The BIFM and FM Expo have launched the initial phase of the Facilities Management Business Confidence Monitor 2016 for the Middle East. It follows last year’s inaugural Middle East BCM, through which an assessment and measure of facilities management industry confidence and prospects across the region was gleaned. Commitment The survey is open to all those working in the FM industry and wider profession, and should take no more than 10 minutes to complete. The survey can be completed at www.tinyurl.com/fmw2104-bifm-bcm The survey is to close on 28 April.

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.

What The BIFM has released an Operational Readiness Guide (see page 30 for detailed information). Following its release, there will be two webinars drilling down into the finer details of the guide. Commitment The guide aims to equip FM professionals with the skills, knowledge and guidance to engage at each of the eight stages in the design and construction process. It’s designed to fit with the Royal Institute of British Architects’ Plan of Works. The webinars will last for an hour, and will be available to view on demand after the broadcast. 5 May 2016 - Part 1: Stages 0-4: tinyurl.com/BIFM-OP-EF-Web1 12 May 2016 - Part 2: Stages 5-7: tinyurl.com/BIFM-OP-EF-Web2 The webinars will take place on 5 and 12 May respectively at 4pm.

IN THE NEXT ISSUE OUT 5 MAY

FEATURE: GOING DUTCH – FM IN THE NETHERLANDS/// FEATURE: OPTIMISING HIGH PERFORMANCE /// LEGIONELLA THROUGH OVER-INSULATION /// DYSLEXIA – WHAT IS A REASONABLE ADJUSTMENT? /// NATURAL PEST CONTROL METHODS /// CDM2015: ONE YEAR ON/// ALL THE LATEST NEWS AND BUSINESS ANALYSIS 46 | 21 APRIL 2016 | FM WORLD

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

Robert Marsh, Director (Electrical), Johnathan Hart Associates

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

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

www.eca.co.uk @ECAlive

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/ECAlive

Electrical Contractors’ Association

11/04/2016 11:06

Luceco product installation guide: 1 Fit 2 Forget

Offering zero maintenance and over 50% energy & CO2 savings; Luceco LED luminaires are the perfect cost saving replacement for linear ďŹ&#x201A;uorescent lighting.

50,000 HOURS

year 3 WARRANTY

standard

Long life LED luminaires www.luceco.uk

year 1 on site WARRANTY

LIGHTING POSSIBILITIES

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