FM World 19 May 2016

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 19 MAY 2016

FMWorld www.fm-world.co.uk

HUMAN TOUCH

How the human contact engendered by the co-working revolution is starting to pay dividends for blue chip companies

ENERGY MANAGEMENT

Our guide to the key issues in 2016

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VOL 13 ISSUE 10 19 MAY 2016

CONTENTS

18| Ancient goes modern

22| We’ve got the power

28| Birth of the next big idea?

NEWS

OPINION

FEATURES

06 Poor school buildings are hampering education, says RIBA 07 Business and third sector need closer relationships 08 Project of the fortnight: Microsoft’s smart campus 09 Think Tank: Would your organisation benefit from a delay to the apprenticeship levy being introduced?

10 News analysis: Is ‘community stewardship the future for park management?

11 News analysis: Firms fear the Apprenticeship Levy is a ‘step in the dark’ 12 Business news: Graeme Davies: FM needs to embrace social enterprises 13 Servest and Atalian collaborate on ‘panEuropean’ venture 14 In focus: Mark Hicks and Martin Benfield of OmniServ discuss catering for passengers with reduced mobility (PRM) as an FM provider

16 Finbarr Murray celebrates his NHS trust FM team winning the Hospital Caterers Association 6Cs Award 17 Five minutes with Fiona Shadbolt, operations director, Mitie

MONITOR

38| BIFM Awards deadlines

18

National treasure: : The National Trust aims to cut energy use by 20 per cent and to derive half of its energy needs from renewable sources by 2020

22

Energy user guide 2016: From procurement to the behavioural change required to control its use, managing energy is a key part of an FM’s role

28

Human touch: Co-working providers are growing in size as this type of working environment finds favour with blue-chip employers

33 Insight: Market intelligence 34 Technical: A straightforward approach to energy management 35 How to: Working in confined spaces 36 Comment: FMs role in streamlining project processes

REGULARS 38 41 42 43 44 46

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

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MARTIN READ

EDITOR COMMENT

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

LEADER

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

nce, some time ago, I correctly identified the Kajagoogoo song “Too Shy” from a track played backwards. Five pounds would be mine so long as I was first to phone the pirate radio station running the competition.

I got up (it was 2:00am), put slippers on, left the house and walked to the phone box at the end of the street. I then put a 10p coin in the slot and made the call.

This will doubtless sound thoroughly absurd to many, perhaps even most of you (the phone box bit – don’t judge me on Kajagoogoo). And as a way of communicating, many will class it alongside the carrier pigeon in terms of palaver.

But it’s instructive to look at how this example of a media organisation communicating with its audience has since evolved. Mobile phones mean no more nocturnal phone box visits; text messages mean no more phone calls; and social media means tweeting your answer to a given hashtag. Whatever’s next?

The media landscape’s tectonic plates are shifting ever more quickly. The publishing world has been atomised, leading to a huge variety of media options.

Today, we each consume content in a myriad different ways. This makes it difficult to deliver a ‘one size fits all’ product. Newspaper circulations show just how much our collective media consumption habits are changing.

The way in which the BIFM’s membership magazine operates in such a multifaceted and fast-paced media environment demands change and adaptation to balance frequency, quality and depth of content with the way in which you now consume it. We need to be as flexible and responsive as you, the BIFM membership, demands. News stories are now read and absorbed online in hours or days, rather than waited for in print. Today’s print media should give context to content and provide the quality of analysis necessary to ensure readers make the most of the limited time they have spend with the title.

Why is this important now? Because change is afoot. As you will have seen over the last few months, we’re undertaking research that will give us the clearest possible understanding of how you consume FM World, what content you want to see, when and where you want to see it and how you want it presented.

We’ve absorbed all the comments from our recent readers’ survey; spoken with our editorial advisory board; travelled to BIFM regional group meetings; met with advertisers; and engaged with BIFM board members (amongst other stakeholders).

As we continue to develop the magazine, we are conducting further focus groups and interviews. We intend to provide a full update on these developments for the next issue, but it’s fair to say that we plan to introduce a fresh FM World magazine in the summer, allowing space between the busy spring and autumn periods to refine the offering.

What all this means is that you’ll notice three weeks rather than two between this and our next edition as we factor in further work on this project. The next FM World, reviewing ThinkFM, will now be with you on 9th June.

To take part in a focus group or interview, or just to have your opinion taken into account, please email us editorial@fm-world.co.uk

O

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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, global FM development manager, 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, director, Xenon Group ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment & Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Jeremy Waud, chairman, Incentive FM group⁄ Jane Wiggins, FM tutor and author Average net circulation 13,326 (Jul 14 – Jun 15) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled. © FM World is published on behalf of the British Institute of Facilities Management (BIFM)

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

BIFM ENQUIRIES

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FM NEWS

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EDUCATION

ALAMY / JOHN COLE (SCIENCE PHOTO LIBRARY)

Poor school buildings are hampering education, says RIBA One in five teachers has considered quitting because of the “wretched condition” of the school buildings they have to teach in, claim the authors of a report recently published by the Royal Institute of British Architects (RIBA).

129 post-occupancy evaluations drawn from primary, secondary, and special educational needs and disability (SEND) schools were used in the research, which has identified that good school design can reduce running and maintenance costs – in some cases by more than several times a teacher’s average salary a year.

The government’s Education Funding Agency’s new school building programme, says the report, is too rigid and “is leading to waste and poor value for taxpayers”. The report also found that more than 90 per cent of teachers believe that well-built and designed schools improve educational outcomes and pupil behaviour.

The report suggests that over-engineered schools, with government-specified equipment that only costly consultants know how to operate, are costing £150 million a year - a figure that could have been avoided if schools were better designed.

Using analysis of primary and secondary school buildings in the UK, a nationwide poll of teachers, and extensive engagement with school buildings experts, the report makes the case for an urgent review of the Education Funding Agency’s current school building programme.

It emphasises the importance of well-designed school buildings on young people’s wellbeing, behaviour engagement and attainment.

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RIBA says its report gives a further insight into the government’s own assertion that just 5 per cent of the nearly 60,000 school buildings across the UK are performing as intended and operating efficiently.

RIBA’s president Jane Duncan said: “This country is in the grip of the worst shortage of school places in living memory.

Our report highlights the vital importance of school design and how it affects the general health and wellbeing of their users, our children and their teachers. As limited funding is available to deal with the growing problem, every penny spent on schools must deliver maximum value for money.

We urge the government to review its programme of building new schools.”

The study comes after a wall collapsed recently into a playground at Oxgangs Primary,

an Edinburgh school built by a PPP consortium. This raised questions about standards of construction, prompting a structural review of 17 city schools built by the group.

FM IN HEALTHCARE

More data required to curb infections Hospitals and health systems should have manual or automated systems to check, record and report performance data to facilities managers, suggests real estate adviser JLL. A report by the company aims to educate healthcare leaders about “the crucial roles that facility design, operations and management play in controlling and reducing healthcareassociated infections (HAIs)”.

It says making such information available to facilities managers would allow them to review that performance data to make any necessary repairs or adjustments to avoid environmental conditions that could promote the spread of HAIs in their facilities.

The research points out that many hospitals and healthcare facilities outsource some functions to contractors and vendors,

including heating, ventilation, air conditioning, janitorial services and building maintenance.

It states: “All are essential to the successful operation of a healthcare facility, yet all are potential sources of HAIs and spread of HAIs.” Sydney Scarborough, managing director at JLL Healthcare Solutions, said: “If you don’t know who is coming in and out of

your facility to do work on a daily basis, you have a huge gap in your infection control programme.”

The JLL paper has been put together by seven healthcare facilities management infection control experts.

2016 Healthcare Outlook: Infection Control Rises To Top Of C-Suite Agenda is available at: www.tinyurl.com/fmw1905trends-healthcare www.fm-world.co.uk

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NEWS

BRIEFS BIFM Scotland victors named

Outgoing president Nick Mead (left) passes on the baton to the incoming president John Field (right)

CIBSE president seeks to boost BSE’s profile John Field, the new president of the Chartered Institution of Building Services Engineers (CIBSE), has urged engineers to raise the profile of the “vital work the industry does by making buildings perform better”.

Addressing CIBSE members at the Royal Society in London in his inaugural address, Field said it would be a priority for his term as president to boost awareness of the sector and said the work of engineers “affects the lives and health of billions of people every day, and who provide enormous

benefits to the general public behind closed doors”.

Despite the central role of building service engineering in modern life and its “considerable achievements to date”, Field suggested the sector wasn’t as well known and respected as its work deserves. He promised a year of “inspiration and empowerment” that would spread awareness of the work of engineers, encouraging young people and other professions to join the work that building services engineers do.

Field said: “What we as engineers need to do is to raise our profile, show off our achievements to politicians, other professions and the media, and make it clear that what we do is of vital importance to the world.

“I myself was a nuclear engineer before I was inspired to work in building services by the great work being done in the industry. We need to capture that spark of enthusiasm and get others to feel it too – students, other professions, and the public at large.”

Business and third sector need closer ties

commercial gains. Three-quarters of all respondents believe that positive community engagement, such as collaborating on local projects, makes a business more successful. A further nine

in 10 (91 per cent) say closer community and charitable ties directly benefits business employees, through the development of new skills and experiences.

Carillion attributes a return of £33.8 million to its sustainable and community initiatives – as outlined in its latest sustainability report.

A total of 248 stakeholders took part in the consultation over a six-month period with representatives from community groups, charities, businesses, local and central government from all regions within the UK.

LJMU to offer BSc degree in FM Liverpool John Moores University (LJMU) is now offering a fulltime bachelors degree in facilities management. The three-year course, which also has the option of an additional year in work placement, also includes BIFM qualifications.

Linda Hausmanis, director of Education at BIFM, said that the degree will help to address the skills shortage within the FM industry.

She said: “It offers an opportunity for employers to support the programme by offering work placesments for students.

“It provides a real signposting opportunity for all those FMs who are keen to promote FM as an exciting career to younger audiences.”

Richard Sykes is Europe CEO Richard Sykes, ISS’s current UK & Ireland CEO, is to join the ISS executive group management as regional CEO of Western Europe.

The appointment will be effective no later than 1 October 2016, and Sykes will continue to be based in the UK. Sykes joined ISS in 2012, UK & Ireland is the largest business within ISS, representing 16 per cent of the group’s revenue, with about 47,000 employees.

Under his leadership, the UK & Ireland team has expanded ISS’s business, particularly in developing integrated FM in both public and private sectors.

CIBSE/GETTY

Half of businesses and at least 60 per cent of charity and community groups don’t know how to get the most out of partnerships with each other, according to a survey by support services group Carillion.

Conducted over six months, the survey found that community and charity groups want businesses to look beyond the “traditional fundraiser and casual volunteering” with four in five saying skills-based support would benefit their organisation.

The study shows businesses that invest in communities can achieve real cultural and

Winners in the BIFM Scotland Region Recognition Awards were confirmed on 7 May at a Gala Ball at The Marriott Hotel, Glasgow.

• FM Professional of the Year, sponsored by Search Consultancy Winner: Anne Davidson, Serco Finalists: David Bedwell, Health Facilities Scotland; Mike MacKay, Serco; David West, Space Solutions/Transocean • Team of the Year, sponsored by Mitie Winner: Spectrum Service Solutions Finalists: Arthur McKay & Co. Ltd; NESCOL MTFM Team; Serco Healthcare Enabling Services • FM Project of the Year Winner: Riverside Campus, City of Glasgow College Finalists: AECOM; Hilton Coylumbridge.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Birmingham bids to help poor estates save energy Making low-income estates in Birmingham more energy-efficient through “lowcarbon retrofit” is one way to deal with the city’s built environment challenges, says a report by campaign body the UK Green Building Council (GBC).

Its report collects 13 ideas for city-scale initiatives generated by UK-GBC member organisations – including developers, architects, engineers, product manufacturers, academia, and the third sector – working alongside Birmingham City Council at a summit held by UK GBC. The ideas include tackling energy-efficiency and low-carbon retrofit at scale through a ‘Birmingham Regeneration Model’, which would work with residents to improve entire estates through co-coordinating deep retrofit, selective demolition and infill new build homes.

The UK-GBC intends to follow up on the ideas starting with a major new task group project on regeneration. The group, drawn from UK-GBC’s membership, will see how energy efficiency can be used as a spur to regenerate low-income council-owned estates, coordinated with targeted programmers of new build.

John Alker, campaign & policy director at UK-GBC, said: “We are looking forward to getting stuck into the next phase of implementation, and demonstrating further the collaborative power of our membership. ”

BUILDING MANAGEMENT SYSTEMS PROJECT LOCATION: Microsoft’s Redmond campus, WA, USA SOFTWARE PROVIDER: Iconics SCOPE: 125 buildings, 2 million data points, 500 million daily data transactions PROJECTED ENERGY SAVINGS: 6-10 per cent a year SAVINGS: $1.5 million (£1.03 million) a year

MICROSOFT

Microsoft’s smart campus Microsoft’s headquarters is based on a 500-acre campus in Redmond, on the west coast of the US in Washington state. The company has invested in ‘smart building’ equipment and software to better manage its vast site and to have better awareness of any inefficiencies or faults.

Initially, a pilot programme of 13 buildings on the campus was sampled.

The idea was to extract data from the buildings, which informed the FM team of information such as wasteful lighting schedules and inefficient ‘battles’ between air conditioners and heaters trying to maintain temperatures within the buildings.

Through Microsoft’s partner Iconics, an ‘analytical blanket’ was developed – software that connects to the systems currently in place to manage Microsoft’s buildings. The software that the team uses strings together thousands of building sensors that track heaters, fans, air conditioning units, and dampers, collating literally billions of data points each week.

Microsoft says that it can now correct nearly half of the detected faults on site within 60 seconds.

Whereas previously Microsoft’s engineers would move from building to building, inspecting equipment before moving on to the next site, they can now operate and make adjustments anywhere on campus from a central point.

Microsoft and its partners are now helping building managers across the world deploy the same programme.

You can read more about the Microsoft story at: tinyurl.com/FMW-1905-Microsoft

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Larger FM players must use social enterprises Recent initiatives to encourage larger organisations to procure more services from social enterprises and SMEs have been welcomed by the boss of an independent FM consultancy.

Julian Fris, director of Neller Davies, told FM World that to keep sectors like catering or FM healthy, there needed to be a good mix of established larger players with smaller independents in it. Fris said larger companies have grown 8.2 per cent since 2006 while there has been no overall growth of smaller firms that have less than £2 million annual turnover.

In light of this, he welcomed the recent challenge laid down by Social Enterprise UK and the Cabinet Office to big businesses to spend £1 billion with social enterprises, saying: “[It] will be music to the ears of many who’ve struggled to break into contracts usually reserved for the bigger players in the FM and catering markets.”

He also welcomed the move in the government’s latest budget, which also pushed business rate exempt gains tax concessions and pending cuts in corporation tax for SMEs. “Both initiatives will give social enterprises and SMEs much to cheer,” said Fris. “The trick is for FM companies not to treat the SMEs or social enterprises like another supply chain supplier (except for the safety, vetting and other statutory issues, of course).”

Scorecard to boost green status of universities The Association of University Directors of Estates (AUDE) has launched a ‘Green Scorecard’ to help universities make their estates more sustainable.

Created in partnership with the Environmental Association for Universities and Colleges (EAUC), it is set to be a comprehensive tool to help the UK’s higher education institutions measure the sustainability work they do.

The AUDE Green Scorecard has been designed independently by Arup, based on consultation and feedback from both AUDE and EAUC members, to create “a fit-for-purpose benchmarking, management and planning tool”.

It has been developed with flexibility to recognise and reflect the size, location and specific individual institutional specialisms. The tool will focus on topics including: energy; transport; water; waste; biodiversity and landscape; procurement and management. Online reports in these areas can be produced to inform the development of estates and environmental sustainability strategies.

Estate teams at universities must have sector-wide accurate data “to ensure continuing progress and innovation in achieving carbon reduction and other environmental sustainability targets”, said AUDE. Its chair, Trevor Humphreys, said: “The scorecard will give us a very effective and transparent way to set targets, monitor performance, to showcase best practice and to highlight areas where we can improve.” www.fm-world.co.uk

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THINK TANK

OUR READERS SAID…

Yes, the policy is problematic 77%

No, we will be ready for it 23%

We asked our LinkedIn and mailing list members: Would your organisation benefit from a delay to the Apprenticeship Levy being introduced? Would having more time help your organisation better prepare for it?

Last month the government published employer guidelines for the Apprenticeship Levy, which comes into force in April 2017.

The document, released by the Department for Business Innovation and Skills, applies to employers from any sector with a pay bill of more than £3 million a year.

In the recently published 2016 BIFM’s FM Business Confidence monitor report, Martyn Freeman, managing director of Mitie FM, said: “There is so much more we need to understand about how the Apprentice Levy is going to work, how it is going to be funded and how it is going to be delivered.

“We are at the early stages of any legislative change.

“There is a lot of work to do to understand how that will affect employers.”

The Business Confidence monitor also indicated that the FM industry is uncertain of the new levy, which shows the government has a lot of work to do to sell this piece of legislation.

The employers’ group the Engineering Employers’ Federation and others have also expressed “grave concerns” about the scheme’s design.

So we asked you if your organisation would benefit from a delay to the apprenticeship levy being introduced?

Most of you – 77 per cent – said you were not prepared and that the policy is problematic.

This shows there is some way to go to embed apprenticeship schemes within employers in the industry.

However, 23 per cent of respondents said there were no problems and that they were on schedule and ready for the new levy, which suggests there is appetite and readiness for the new policy – but that does not address the negative feelings indicated.

However, one respondent said:

“Whatever may be flaws in the current Apprenticeship Levy, the idea is sound in principle and already exists with the Construction Industry Training Board, which is buildings and infrastructure and the Engineering Construction Industry Training Board, which is manufacturing and processing, such as factories and offshore energy platforms.”

See p. 11 for more on this topic.

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

Edinburgh schools due to reopen for new term, says ESP Three schools affected by the recent closures in Edinburgh will reopen by 6 June once full remediation work has been completed, says Edinburgh Council.

The collapse of a wall at a primary school led to the closure of 17 schools in the area in April.

The Edinburgh Schools Partnership (ESP), which manages and operates the schools on behalf of the council, has updated officers on its completion dates for remediation works.

And ESP has confirmed that the remediation works required on the remaining nine schools will see them all reopen by Monday 8 August at the latest, ahead of the pupils returning from holiday on Wednesday 17 August.

The full remediation programme www.fm-world.co.uk

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is subject to the council receiving satisfactory quality assurances from ESP, and contractors carrying out remedial works on their behalf, and the council receiving appropriate safety assurances and checks that this work is of the required standard to guarantee

the safety of the staff and pupils.

The council has stipulated that a number of stringent measures must be met before the schools can reopen and these will be made available to parents on the council’s website.

The local authority is working

closely with ESP on the programme, which gives indicative dates for schools to reopen that are reasonable assumptions based on the schedule of works. If it is possible to bring forward these dates then the council and ESP will do this and parents will be updated as soon as possible.

Council leader Andrew Burns said: “Over 4,000 pupils should be back in their schools before the end of the summer term.

“The planned programme of remediation works from Edinburgh Schools Partnership gives everyone a clearer picture of when schools will reopen and I am sure parents will welcome the news. I want to again thank all those affected by the closures for their patience during this period of uncertainty.”

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LOCAL AUTHORITIES

Is ‘community stewardship’ the future for park management?

is, of course, welcome, the overall picture for local council finances remains grim. Without adequate funding we risk abandoning liveability services like parks, refuse and recycling, highways, and street lighting to long-term decline.”

Croydon’s concerns

Groups and volunteers may be taking more responsibility for managing parks HERPREET KAUR GREWAL newsdesk@fm-world.co.uk

The maintenance of parks and waste services risks significant decline by 2020 because of the “huge funding pressures on local councils”, says a report published by the Association for Public Service Excellence (APSE) and New Policy Institute (NPI).

It predicts that, by 2020, the combined current and capital spending by UK local government will be lower than at any time since before 1948. A telling conclusion, but perhaps not surprising. Austerity measures and spending cuts have hit local frontline services hard.

Council tax, until recently a minority source of local government finance, will account for at least half the money coming in to all English local authorities by 2020, assuming current trends continue. For shire counties, it will account for three-quarters.

Also by 2020, the revenue support grant will be mainly confined to metropolitan, unitary districts and London boroughs; shire counties 10 | 19 MAY 2016 | FM WORLD

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and districts will by then be almost entirely reliant on council tax and business rates.

The report explores the precarious financial position faced by frontline services and, in a series of recommendations, calls upon councils to make sure of sufficient future funding for these services. What’s required, the authors state, is a recognition of the impact that such services have on the quality of life for local residents, and in providing good places for businesses to locate.

APSE chief executive Paul O’Brien said: “With huge funding pressures on local councils this report highlights the hidden costs of decline in council finances.

While new funding for social care

One of the ways local authorities are dealing with cuts is by forming joint ventures with large companies, such as those reported on in FM World last month (The Evolving Breed of Local Authority Joint Ventures and New Partners, New Directions). Others, such as Croydon in South London, have said that they are even considering using community groups and volunteers to help manage their green spaces. Croydon council said it was committed to keeping green spaces for future generations, but also that it was facing a significant challenge in trying to maintain high-quality services and weighing up plans for the future of its parks and green spaces. A report following a council cabinet meeting in March stated: “Our vision for Croydon’s parks and green spaces is to ensure that these high-valued community assets are maintained for future generations.

However, with significant financial pressures and the need to reduce expenditure, the current model service delivery is not sustainable in the long term and significant changes in the way we do things are required.”

The council wants to encourage “community stewardship”, which it says will require a greater role

“The current model service delivery is not sustainable in the long term and significant changes in the way we do things are required”

for the community and residents in organising, managing and taking responsibility for projects, event and services.

Its review of parks was focused on improving the efficiency of the grounds maintenance contract, and on opportunities to increase revenue from commercial events, and from other sources, it said.

The council’s parks service is responsible for managing and maintaining more than 1,000 hectares of parkland, playgrounds, sports and other facilities. Croydon has 127 different parks and green spaces, as well as a further 17 allotment sites.

Spending on parks and green spaces is currently £1.83 million, with the parks service contracted out and a small team of council officers directing and managing grounds maintenance, cleansing, facilities management and tree works contracts.

The council wants to develop a partnership with local communities “where groups and volunteers are supported and encouraged to take an equal role in, and responsibility for, the improvement and direct management of parks and green spaces, from raising funds, to volunteering, right through to full management via Community Asset Transfer”.

The council is examining more closely how its green spaces are used, and will consider developing leasing opportunities for sports pitches and other sources of funding, as well as producing a parks events prospectus.

The maintenance of parks and other ‘liveability’ services in Croydon, and then perhaps in other local authorities who will be watching how Croydon’s plans develop, could be very different come 2020. i The report, Sustainable Local Government Finance And Liveable Local Areas: Can We Survive To 2020?, will be available online via the APSE and NPI websites in June 2016

ALAMY

FM NEWS ANALYSIS

www.fm-world.co.uk

12/05/2016 17:34

Many companies are still unclear on how the Apprenticeship Levy will be spent

SKILLS AND TRAINING

Firms fear the Apprenticeship Levy is a ‘step in the dark’

GETTY

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

Over the past month or so several business organisations have called for either a delay in the government’s Apprenticeship Levy or have expressed concern about how it will work.

Employers’ group, the Engineering Employers’ Federation (EEF) said the government should delay the scheme until September 2017, after its new research that showed firms have “grave concerns” about the scheme’s design and implementation.

Misgivings are so strong that just 1 per cent of manufacturers support the levy’s roll out in its present guise, while most believe that the scheme looks set to fail, says EEF. Its research reveals that 72 per cent of manufacturers say the Apprenticeship Levy should be delayed until business and the government are satisfied that “it’s fit for purpose”. Seven in 10 firms (70 per cent) agree with the government’s drive to deliver a greater number of apprentices, but only 18 per cent think that the Apprenticeship Levy as it currently www.fm-world.co.uk

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stands will deliver.

A firm of apprenticeship experts, Strategic Development Network (SDN) said thousands of businesses are likely to be hit by unnecessary costs simply because they are unprepared for, or do not understand, the levy.

Compelling questions SDN believes the levy will be a “step in the dark” for many finance, HR, learning and development executives in more than 20,000 businesses falling within the scope of the changes being introduced from April 2017.

Colin Bentwood, SDN’s managing director, says there are compelling questions for larger employers – many simply do not understand how they will achieve a return on their levy ‘pot’ investment.

He said: “The levy will come into force next year. There will be a new cost for larger employers and for many it will undoubtedly be a step in the dark, so they need to take action now to be ready in time.

It’s a big issue for large employers, including those in the public sector such as the NHS, who will be see a significant hike in wage bills.

“The evidence suggests that thousands of larger employers will fall short, with many unaware of the levy’s reach or how to spend it.”

Carolyn Fairbairn, directorgeneral of the CBI, recently called for a “radical rethink” of the levy, warning that fundamental design flaws would drive the “wrong outcomes” and encourage rogue employer behaviour.

In February, employment and skills ministers from Scotland, Wales, and Northern Ireland also demanded greater clarity from the UK Government about the introduction of the levy.

The levy is a key part of the government’s plan to boost productivity and to encourage employers to invest more in workforce training. It is set to fund three million new apprenticeships over the next five years, as announced in the Summer Budget.

It will be set at a rate of 0.5 per cent of an employer’s wage bill. A £15,000 allowance has also been set, meaning the levy will only apply to employers whose pay bills total more than £3 million – applying to fewer than 2 per cent of UK employers. The government expects to raise £3 billion a year through the levy.

It recently published guidance on the levy, which organisations

“The Apprenticeship Levy should be delayed until business and the government are satisfied that ‘it is fit for purpose’”

like the personnel body the Chartered Management Institute (CMI) welcomed. Its director of strategy and external affairs, Petra Wilton, said the guidance sets out “a clear timetable, and employers need to act now to take full advantage of available skills funding. Apprenticeships are a highly cost-effective route for workforce training, but will require new relationships and a fresh approach”.

No clear line of sight Linda Hausmanis, director of professional development at the British Institute of Facilities Management, said: “I do not believe delaying the start will make much difference. The right questions are either not being asked, or if they are the answers are not forthcoming. It is concerning for employers on a number of fronts: they are facing the financial ramifications on their businesses within the next 12 months – which may affect cash flows for companies – but have no clear line of sight as to the level of competency and skills which will be gained in the future and when that future might be.”

Skills minister Nick Boles said: “For decades British industry has under-invested in skills and engineering businesses consistently complain about a shortage of higher technicians.

This is not a time for dither and delay; British industry needs to boost its investment in skills and the apprenticeship levy will ensure that it does. Since announcing the levy last year, we have worked with hundreds of employers, including EEF members, to design the system around their needs. We know businesses want to understand how the levy will work for them. That’s why we published a detailed guide last month that is already being used by tens of thousands of employers.”

FM WORLD | 19 MAY 2016 | 11

12/05/2016 17:34

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

ANALYSIS

FM needs to embrace social enterprises GRAEME DAVIES newsdesk@fm-world.co.uk

As we read about how the UK is polarised between the ‘haves’ and the ‘have nots’, many commentators have questioned whether David Cameron‘s ‘Big Society’ vision has been quietly put to rest. It is months since he has mentioned it in public and even before last year’s election an audit by the Civil Exchange concluded that many of the early

aims of the Big Society project were left unfulfilled.

So what is to be made of the latest Cabinet Office initiative to encourage big businesses to up their spending with social enterprises? Surely this is reminiscent of the early days of the Big Society, when Cameron was encouraging the establishment of social enterprises and other not-for-profit bodies and their inclusion on shortlists when

government outsourcing contracts were being handed out.

But social enterprises have actually been one of the unsung stories of the past five years.

These bodies, typically set up on a local basis, commit to ploughing a significant proportion of any profits they make back into society and many also offer opportunities for work to those who may struggle to find work otherwise.

The government has estimated that there are 70,000 social enterprises in the UK. They collectively employ a million people and generate billions of pounds of revenues a year and more than half of them do a significant amount of business with the public sector.

So why is the government still having to try to prompt businesses to spend with social enterprises?

And why do sectors such as FM not use them more? After all, private companies and public

Contract wins

NEW BUSINESS Laing O’Rourke has won a £120 million contract to finance, design, build and carry out hard FM at seven secondary schools in West and North Yorkshire.

The schools include Beckfoot Upper Heaton, Samuel Lister Academy, Carlton Bolling College, and Oakbank schools in the Bradford area, All Saints Catholic College and Whitcliffe Mount schools in the Kirklees area, and Harrogate High School.

Basildon Council has signed a £300 million-plus long-term contract with Morgan Sindall Property Services to maintain and repair the local authority’s housing stock and corporate buildings.

The new contract is expected to deliver “significant long-term savings… of around £2 million per annum”.

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Hastings Pier in West Sussex has chosen Centerplate as its long-term catering and hospitality partner.

As well as providing retail catering services for visitors and events such as outdoor cinema screenings and concerts, Centerplate will also develop conference and events business at the newly opened pier.

Public transport operator National Express has awarded Cordant Security a three-year deal to provide security at its locations across the UK. The works will be managed alongside the cleaning contract that Cordant Cleaning has operated for National Express over the past two years.

Global real estate services provider CBRE has been appointed to carry out FM services at Sony Computer Entertainment Europe’s (SCEE) UK headquarters at Great Marlborough Street in London. CBRE will deliver hard FM services, including mechanical and electrical works, at the nine-storey West End location.

Interserve has secured a two-year extension to its facilities services contract at East Midlands Trains (EMT).

It has been providing FM services to EMT, part of the Stagecoach Group, since 2012. The new contract runs until March 2018 and entails cleaning services for seven offices and 13 train stations. It also provides in-transit cleaning on trains, mobile deep cleaning and turnaround cleaning.

Service provider Sodexo has extended its partnership with Hampden Park in Glasgow until 2020. The company will continue to provide food and beverage services at Scotland’s national stadium including retail, hospitality and the Museum Café. Sodexo has 18 full-time employees at Hampden Park, but on large event days, such as football finals and concerts, up to 800 casual Sodexo employees support operations.

sector bodies are always quick to talk up their commitment to ‘corporate social responsibility’ and spending money with social enterprises ticks this box nicely.

But is that what companies are doing when they enlist social enterprises in their supply chain, simply a box ticking exercise much like the ‘greenwash’ of environmental initiatives some companies are said to adopt?

Social enterprises tend to be smaller, which precludes them from bidding for bigger contracts, but there is nothing to stop larger operators including them in their supply chains too. Part of the problem in recent years has been the perceptible shift in spending towards larger contracts in the FM sector that has seen larger firms grow by more than 6 per cent since 2006 while the small and medium strata have remained the same size.

Social enterprises may also struggle to match private sector operators on costs and track record. And it doesn’t help when isolated cases of poor delivery are highlighted in the press such as that experienced by Kirklees Council after it brought in social enterprise Locala to run its singlepoint-of-contact phone service for the local health authority.

But across the country and in many sectors social enterprises are delivering vital services well.

And the government’s push to encourage spending with campaigns such as the one driven

by Social Enterprise UK and the Cabinet Office to persuade businesses of the benefits of enlisting social enterprises look decent. Companies such as Interserve, RBS, Santander and Johnson & Johnson have signed up. Whether this will be enough to meet the target of £1 billion of spending with social enterprises by 2020 remains to be seen.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

12/05/2016 09:41

Servest and Atalian collaborate on ‘pan-European’ venture Servest and Atalian are to form a joint venture (JV) partnership, which both organisations say will enable them to provide integrated facilities services across Europe.

The JV is to be owned equally, and will operate as Atalian Servest Ltd. Atalian is a facilities services provider based in France. In January it expanded into the North American market with its acquisition of Temco Facility Services. Servest is an FM provider operating across 7,000 sites in the UK. Although both businesses will continue to operate independently, the JV is to be used for contract opportunities where both have an operational presence, including in the UK. Through a statement, the

companies explained that the venture has been set up to “capitalise on both organisations’ strong operational reputations in their respective markets and expand their current offer to existing and new customers across country boundaries”.

Rob Legge, Servest Group chief executive officer for the UK and Europe, said: “The world is becoming a smaller place and we have seen that businesses are now looking for unified solutions that bring their communities together.

“We wanted to offer our customers a pan-European solution with a partner that operates with the same cultural and business philosophies as adopted by Servest in the United Kingdom.”

BUSINESS BRIEFS Caterer goes for growth Contract caterer Bartlett Mitchell reported turnover of £32 million for the year to 28 October 2015, a 50 per cent increase on its 2014 revenue (£21 million).

The firm posted pre-tax profits of £405,000. It also increased its workforce by 20 per cent.

Wendy Bartlett MBE, CEO, added: “We are building an amazing company and the market space for an inspirational, mid-sized independent contract caterer is huge.”

Indepth to clean Arup estate

Rob Legge, Servest UK & Europe CEO: “Businesses are now looking for unified solutions”

ROBYN GWILT/BLOOMBERG

ISS results show 3.7% organic growth in Q4 2015 Support services group ISS reported solid organic growth in the last quarter of 2015.

The company, headquartered in Copenhagen, Denmark, states in its latest financial results that it has seen an organic revenue growth of 3.7 per cent. There has also been an improved operating margin of 4.5 per cent.

Profit before amortisation/ impairment of acquisition-related intangibles increased to DKK518 million (about £55 million).

Group CEO Jeff Gravenhorst said: “Organic growth ended slightly stronger than anticipated due to relatively strong growth in continental Europe and Asia & Pacific, driven by high demand for our integrated service solutions and growth from our Global www.fm-world.co.uk

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Indepth Managed Services has been awarded a contract to clean nine offices across the country for Arup, the global engineering and design consultancy.

Indepth Managed Services will carry out premises cleaning, external and internal window cleaning, waste services including computer removal and recycling, food waste, preventative pest control, hygiene services and consumable provisions.

It will also provide a mixed cleaning and soft FM service at Arup’s offices in London, Manchester, Leeds, Liverpool, Sheffield, York and Solihull.

Churchill wins college place

McLaren Technology Group extended its partnership with ISS in February

Corporate Clients segment.

He added: “Significant contract wins and retentions in the quarter included the extension of the multi-service contract with

McLaren in the UK, the win of an IFS contract with Mitsui Fudosan in Taiwan, and cleaning contracts in the UK hotel sector, and with Pittsburgh International Airport.”

Churchill has been awarded a cleaning contract with Bradford College in West Yorkshire.

After six months working with the in-house team on an ad hoc basis, the firm has been mobilised for the full cleaning contract.

Bradford College provides further and higher education for about 25,000 students.

The three-year partnership covers cleaning at the whole college portfolio, including the new David Hockney Building.

FM WORLD | 19 MAY 2016 | 13

12/05/2016 11:53

FM BUSINESS

IN FOCUS

The interviewee: Martin Benfield (left) and Mark Hicks (right), OmniServ The issue: Catering for passengers with reduced mobility (PRM) as an FM provider

A ticket to ride with OmniServ In April, airport facilities services provider OmniServ, a subsidiary of facility services firm ABM, won a contract to support passengers with reduced mobility (PRM) at Liverpool’s John Lennon Airport.

It’s not usually part of routine FM services, but PRM services are vital. An OmniServ spokeswoman told FM World: “[PRM services] is a separate service to security and cleaning but still an integrated process that contributes to the operational efficiency and dayto-day running of the airport…

In many cases, it requires specific equipment provided by the airport, such as stairlifts, stair climbers etc.”

The three-year deal 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 runs similar services at Heathrow and Stansted, where it has developed “a bespoke technology system to capture passenger information and specific assistance requirements”.

This enables the company, “through intensive customer care training, to have its employees provide a personalised, efficient service to each passenger”.

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The PRM services complement customer services already provided by OmniServ.

Baby boomer market Such services were not always mandatory for airports to carry out. Mark Hicks, business development director, oversees the firm’s PRM operations at Heathrow. He says: “A big change happened in 2008 which was the EU legislation. Before that all airports used to look after their own PRMs, probably through individual airlines. For example, Virgin had a dedicated team that would look after PRMs. “Legislation said the airport must manage the service. There were many complaints across Europe from PRMs about varying levels of services for PRMs.” Martin Benfield is the firm’s regional aviation services director, responsible for PRM operations at Stansted, Liverpool and Edinburgh. He adds: “It would have made no sense to have each airline providing these services – that would have been 81 different PRM providers

within an airport, so the big infrastructure companies started providing the service, of which OmniServ was one.”

OmniServ’s PRM operation at Heathrow deals with in excess of 3,000 people a day. Benfield agrees that there has been a rise in the demand for services.

“I think there is more of a demand now as people are living longer, the baby boomers are travelling more, the cost of air travel has decreased so it’s more affordable.”

Hello, goodbye Hicks says: “Each airline did its own service. If you were a big airline like Virgin or BA you’d have facilities to meet passengers, but if you were a small airline you’d probably meet them at check-in and whizz them off to the airplane as you’d know which gate you’d be going to. Now lots of airports such as Stansted, Heathrow, Edinburgh are having an airside host facility already in or being put in,” says Benfield.

“You collect [passengers] at the train or bus station or hotel,

“People are living longer, the baby boomers are travelling more, the cost of air travel has decreased”

check them in and assist them through security. Rather than leave them in a coffee shop, in a lot of places there are hosted lounges where staff can look after the passenger until the gate number is known then the passenger can be transferred through to the gate.”

He adds: “Since the legislation came in there is far greater awareness that assistance is available… with more disabled passengers writing about their travel experiences via blog sites and engaging in all sorts of social media it is far more high-profile than it was ever before.”

“The challenge is in providing it in airports that were built a long time ago. They weren’t built ensuring that there was access to everywhere where there were steps or that would require us to get a 150-kilo electric wheelchair from the gates to the ramps and then the aircraft… in some cases there are serious logistical and cost issues.”

They are open to new ideas.

Hicks says: “Recently, I was at Brent Cross looking at how they deal with the shopability and the access they give to disabled customers such as the use of electric scooters. We take lessons from anywhere.”

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

www.fm-world.co.uk

12/05/2016 14:10

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17/11/2015 09:55 12:26 31/10/2013

04/05/2016 11:17 FM WORLD | 19 MAY 2016 | 15

10/05/2016 12:42

FM OPINION

THE DIARISTS

YOU ARE WHAT YOU EAT – ESPECIALLY IN HOSPITAL

‘

FINBARR MURRAY

is director of estates and facilities at East Kent Hospitals University NHS Foundation Trust

Food, glorious food – as the saying goes – has never been more relevant in the National Health Service of today.

I am delighted that our trust staff and facilities management provider Serco are the inaugural winners of the Hospital Caterers Association 6Cs Award [presented at the HCA National Leadership and Development Forum on 14 April 2016 at the ACC, Liverpool].

The 6C’s represent care, compassion, competence, communication, courage and commitment to patients, and the national award was presented to East Kent Hospitals University NHS Foundation Trust and Serco for professional collaboration and partnership working between clinical, dietetic and catering colleagues.

Some examples of the joint working included the introduction of ward housekeeper roles which provide a broader range of hospitality services, including meeting and greeting and serve as the link between patients, families and staff along with the cleanliness and food across the ward.

This focus allows us to get more involved in the food choices and needs of patients.

We also introduced new approaches to specific patient groups. For example, the partnership designed food ordering and presentation for the needs of patients with dementia.

It sounds obvious, but being able to distinguish types of food and make choices that are familiar to the patient increases the amount of good food eaten.

Simply speaking, across all of these developments there is one desired aim and that’s the message that eating good food often helps patients get well sooner.

“BEING ABLE TO DISTINGUISH TYPES OF FOOD AND MAKE CHOICES THAT ARE FAMILIAR TO THE PATIENT INCREASES THE AMOUNT OF GOOD FOOD EATEN”

From a facilities management point of view – and with over one million meals served each year – it’s a fantastic achievement that hospital food – long regarded as something grey on a plate – can be recognised as directly contributing to the welfare and care outcomes of our patients.

Equally, it’s a great example of a facilities management provider being willing to recognise the specific quality aspects that a client may have and be brave enough to be adaptable and flexible so as to invent and innovative collaboratively.

Arguably, FM has long been seen as a fast-track process to release savings, but as this award shows – and as the facilities management market becomes ever more narrow in its variety – it’s crucial that both providers and clients understand that facilities management is as much about evolution and positive changes as it is about watching the bottom line.

BEST OF THE WEB Views and comments from across the web Now the Royal College of Physicians says the use of e-cigarettes (and other non-tobacco nicotine products) should be promoted “as widely as possible as a substitute for smoking in the UK”, are employers setting up ‘e-smoking’ rooms?

(IOSH group) Nicholas Monk: We reviewed our smoking policy last year and included a ban on ENDs [electronic nicotine delivery systems] in the workplace. The 16 | 19 MAY 2016 | FM WORLD

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decision was based on lack of regulatory control, evidence of its effectiveness and, at the time, guidance on quitting smoking. I am surprised any product has been granted a licence as to my knowledge no clinical study has been conducted and been subjected to peer review.

Mick Goldsmith: On most construction sites two separate smoking shelters are provided, one for ‘normal’ cigarettes and one for e-cigarettes.

Although perversely one

e-cigarette shelter on a site in Liverpool was complete with an ashtray.

Are you gambling with your evacuation? (BIFM group) Kris James McGough: The number of people that think their lift is actually wired to their fire alarms is crazy. I’d say 3-5 per cent are wired in and working correctly.

Read your maintenance and Loler reports or ask the lift engineer to verify it activates the fire recall during an alarm.

Electric cars and the impact on FM (BIFM group) Stuart Logan: The amount of power the higher capacity charging points require means that only a limited number of points can be installed in many cases due to limited spare capacity on the incoming supply.

And where a building or site has a number of tenants, there are often parking restrictions, or bay allocation complications, meaning there are no spare parking bays to put

the charge points next to.

Parking is a contentious issue, but when combined with the risk of not being able to recharge a car and get to an appointment or home, problems are likely to increase.

Stephen Moore: I manage a 72-acre science park and we have installed four 32A chargers to cater for the six cars users have. We manage the chargers with key switches and ask users to move their cars once charged to allow other users access. This works as we are on a secure site. www.fm-world.co.uk

12/05/2016 14:10

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

BEST OF THE

FMWORLD BLOGS Robots don’t kill jobs, people do CIPD Community, Peter Cheese Technology’s influence on work grows all the time. It’s disrupting businesses and sectors, facilitating the emergence of new kinds of business models, enabling new ways of working and changing the very nature of the jobs we do.

AI and robots, combined with the pressure to improve productivity, are driving profound changes. Not only can we see that the nature of jobs and skills needs will continue to change, but we’re seeing trends that may more significantly impact the jobs market – with automation affecting entry-level jobs in particular, and AI impacting higher-skill jobs. Perhaps it’s tempting to imagine a future where not only routine but also cognitive and knowledge work is more automated, productivity is greater and human error is a thing of the past. Work might be displaced more to individuals than organisations, to trade and craft skills and a gig economy. Or maybe we will see John Maynard Keynes’ 15-hour working week become a reality.

But we seem to be working harder, not smarter. Productivity is slowing, engagement levels are languishing, and stress is endemic.

The good news is that we are starting to see more innovation and variety in the ways we work. We’re also seeing a greater focus on employee engagement and wellbeing.

As organisations become more diverse, there’ll be no one-size fits all approach to good HR and people development. But if we continue to ask the fundamental questions about the purpose of work, we can help ensure that the business decisions we make today help to create better working lives in future.

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

Hope or hype? The future of work Adjusted Development In the past, many employers weren’t good at their duty of care. People incurred injuries and poor conditions and people died. Legislation and societal pressures changed those dynamics and those similar forces will change some of what work needs for the future.

Sharing economy – hopeful. Distribution of assets, wealth and opportunity. OK, not perfect and not about to up-end other economic models overnight, but it’s giving rise to a lot of different opportunities.

Self-organised teams – hopeful. Distribution of power, meaningful working and choice. Again, not for everyone and not solely going to destroy the hierarchy overnight but I hear ever more examples of this being more than one or two random outlier companies but enough to get more people adapting and taking on some or all of the traits of self-organised teams.

Flexible working – hopeful. Distribution of the workforce to anywhere there’s an internet connection and at variable times. This one we all recognise, despite the fact there are still masses who squeeze onto trains and into cars stuck in traffic jams.

So the future of work I predict / narrate / provoke thoughts about is something I believe in, and genuinely feel is coming. It’s not just MY future of work this time unlike 10 years ago; for I now believe that MY work exists to help make work better for everyone.

That’s why I believe we will see upending of bureaucracy, leadership, and structures and eradication of toxic behaviours, fear-based controlism and archaic procedures.

Where’s the evidence that this will happen? There are indicators and some evidencebased examples we can use to scenario plan, model and create. So we have to rely on some data; some feelings; some beliefs and yes, some hope. I believe in that hype.

Read this full article at www.tinyurl.com/jur3uqm

www.fm-world.co.uk

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FIVE MINUTES WITH NAME: Fiona Shadbolt JOB TITLE: Operations director, Mitie

The winter storms of 2015 and 2016 saw almost double the average monthly rainfall in many areas of the North-West. Mitie waste response teams were hands-on, supporting clients 24 hours a day. We found several products useful for stopping the impact of water on properties. In some cases they made a huge difference to reduce or prevent any potential damage.

All properties have external pipes leading outwards from the building, like soil pipes or kitchen sink drainage. These are often the first indicators of rising water levels. External flood water backs up the pipe, with no resistance, and into the property. A hermetically sealed non-return valve, when fitted to pipes, will automatically shut off the pipe when hit by the pressure of the external water trying to run through it. The response of the valve is immediate.

Sandbags degrade over time. They’re also heavy and cumbersome when waterlogged. And after they’ve done their job, you have to figure out how to dispose of them responsibly. A biodegradable sandbag alternative is easy to store, deploy and dispose of. A unique absorbent gel-filled pad called a ‘soak bag’; it’s the next effective step in immediate flood ingress protection. It weighs just 200 grams before deployment, so a person could carry up to 20 of them at a time. They have a shelf life of up to five years; a real advantage for any premises located in a flood zone.

The air brick was designed to allow air to flow under the building to improve ventilation and discourage dampness. Ironically, in a flood scenario, they allow water to flow through them unencumbered, up through the floor and into the building causing damage. People often forget about air bricks in inclement weather or in advance of a flood, so they remain unblocked and easy access for flood waters to enter.

FM WORLD | 19 MAY 2016 | 17

12/05/2016 14:10

FM FEATURE

NATIONAL TRUST ENERGY

CAROLYN CROSS

ALAMY

Gibson Mill at Hebden Bridge, one of the first mills of the Industrial Revolution, is wholly powered by green technologies

18 | 19 MAY 2016 | FM WORLD

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NATIONAL TREASURE www.fm-world.co.uk

12/05/2016 09:41

NATIONAL TRUST ENERGY

The National Trust aims to cut energy use by 20 per cent and is investing £30 million into schemes to derive half of its energy needs from renewable sources by 2020. It seems a tall order but, says Carolyn Cross, all will be explained at edie Live later this month nergy efficiency is one of the top objectives for organisations looking to boost their sustainability credentials. It helps to reduce dependence on diminishing fossil fuels, cuts damaging carbon emissions, and acts as a buffer against the risk of supply shortages or price hikes.

For businesses struggling to reduce margins, energy prices still have a large impact on costs and, as new global markets add to the demand for power, price rises are likely to continue an upward trend. In this climate even low or no-cost energyefficiency initiatives can have a positive impact on budgets.

The choices for businesses looking to implement schemes are vast, ranging from the simple switching off of lights to large on-site generation projects. Every action contributes to the UK’s target to cut carbon emissions by 34 per cent by 2020.

One of the best-known organisations in the UK – the National Trust – has opted to take things a step further, pledging to cut carbon by 45 per cent, based on 2009 levels. Along with reducing energy consumption by 20 per cent, it is investing £30 million into a programme of renewable energy schemes to secure half of its energy from its own renewable sources by 2020.

The National Trust’s national energy adviser, Kirsty Rice, is due to speak in the Energy Efficiency seminar theatre at edie Live, the UK’s leading energy, sustainability and resource

E

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efficiency event on 17-18 May at the NEC Birmingham. The sessions will guide visitors through legislative requirements and the many solutions available.

Rice says switching to renewables is not the only answer. “For me, the priority will always be to reduce our impact before making a change. In other words, we would want to reduce our energy use before we considered switching to another form of technology. If we simply moved over to solar or wind we would continue to use the same amount of energy, and we might find we were using it as inefficiently as before.”

Although one of the drivers behind the trust’s ambitious strategy was to reduce the £6 million that the organisation was spending on heat and power each year, savings are measured in kilowatt hours (kWh) units rather than financial terms. Rice explains: “Obviously, saving 20 per cent of our energy usage in 2009 will have a fantastic cost implication, but we have taken the principle that cost isn’t our only driver; it is our overall impact that we want to reduce.”

Climate change proof The trust has been uniquely placed to see the impacts of climate change at first hand. As a result, although Rice is clear that any choices made need to be genuinely cost-effective, the trust has a strong commitment to reducing its own footprint, while educating wider stakeholder groups.

FM WORLD | 19 MAY 2016 | 19

12/05/2016 09:42

FM FEATURE

NATIONAL TRUST ENERGY

CAROLYN CROSS

Biomass boiler at Gibson Mill, Hardcastle Crags

NATIONAL TRUST IMAGES/JOHN MILLAR/J OE CORNISH/ DAVID LEVENSON

Croft Castle is a castle, church and garden at Yarpole in Herefordshire

Rice says: “We are the largest land-holder in the UK. We have access to a lot of buildings and landscapes, and can directly see the impact of climate change on those. When people think of the National Trust, they think about our buildings, but as part of our carbon responsibility, they are quite a small element. A lot of the carbon is stored in our landscapes, in our trees, or in peat land.

“We are prone to more freak weather now, and our guttering, for instance, can’t cope with that because it was built for very minor, regular rainfall. We see such dramatic rainfall in a number of hours now that it overflows and potentially comes through our roofs or windows.

“We manage ancient woodland that has been grown over hundreds of years, then suddenly been knocked down by freak storms. So we are really fortunate in having a director-general who understands this and sees that what we do now has an impact on the future.”

Overcoming obstacles While managerial support may occasionally be in short supply, FMs are keen to embrace energy efficiency. In 2014, the National Energy Foundation report, FM Professionals’ Expectations And Experiences Of Improving The Use Of Energy, found that three-quarters of those surveyed

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“Saving 20 per cent of our energy usage in 2009 will have a fantastic cost implication, but we have taken the principle that cost isn’t our only driver; it is our overall impact that we want to reduce” considered improving the use of energy as a ‘top 5’ organisational priority. However, monitoring was a major obstacle and, even where metering is recorded, almost a third of respondents do not compare energy performance over time.

Rice agrees that this was a common issue, and one that the trust had had to address before it could implement any radical overhaul. She says: “When we started in 2009, we had no idea how much energy we were using and we were paying for meters that we didn’t own. All of our properties now input their own

meter reads, but this is just the beginning of the journey to engage properties in starting to think about a link between what the meter says and how much energy they are actually using on site.”

The right look When the trust set out to address its energy use, every property in the portfolio – mansions, holiday homes, cottages, catering and retail – was audited. Twenty of the largest estates were judged able to achieve a cut of 15-30 per cent, so the overall target was set at 20 per cent.

With such a diverse portfolio to account for, deciding on a practical strategy would seem a daunting prospect. Rice says that an open mind is essential.

“People naturally assume that we have more challenges than others because many of our properties are listed.

However, if you approach with the premise that this building can still have changes made to it, but within the constraints of a historic building, then we could still install draught proofing, secondary glazing in office areas, loft insulation, and other things that aren’t visually too impactful.

And then we look at the heating system – how old is the boiler?

Are the controls set correctly?

“There are more and more opportunities arising as technology develops. Typically,

Wood biomass chips in storage

we have wanted quite aesthetic lighting, so we have found it difficult to replace the candle bulbs in our chandeliers because until recently LEDs haven’t provided the right look. But that is changing.”

On-site generation The next step has been to look at on-site generation, using an impressive array of technologies from ‘grow your own’ micro and small-scale energy schemes using wood fuel, solar, heat pumps, hydro and wind, to 50 wood-fuelled boilers in larger properties. www.fm-world.co.uk

12/05/2016 09:42

NATIONAL TRUST ENERGY

NATIONAL TRUST’S ENERGY PLAN

20% 40 £6K 52TONNES

OVERALL REDUCTION TARGET

SITES WHERE MICRO & SMALLSCALE ENERGY SCHEMES REPLACED OIL BOILERS

A YEAR SAVED ON HEATING CROFT CASTLE, MEANING

LESS C02 PRODUCTION

The hydro-electric turbine at Cragside, near Rothbury in Northumberland. It was the first house in the world to be lit using hydroelectric power

www.fm-world.co.uk

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According to Rice, the decision was less difficult than it might appear. The monitoring exercise identified sites that were using large amounts of oil, LPG or electricity and, with this knowledge, the trust was able to tailor a programme focused on the top 40 sites.

She says: “We knew that if we replaced 40 oil boilers we would already be most of the way to achieving our targets.”

At Croft Castle in Herefordshire, the existing oil heating system was replaced with a biomass boiler. As well as reducing the risk of contamination from oil leaks, the renewable system has cut heating bills by an enormous £6,000 a year, and saved 52 tonnes of CO2 equivalent.

Operating off-grid Another oil-based system, at Dyrham Park in South Gloucestershire, was guzzling 4,000 litres of oil every week – 4 per cent of all the oil used by the trust across the UK – to heat half of the mansion house. A clean, green, biomass boiler capable of heating the whole house will power the new system. Instead of relying on oil, it will run off locally sourced woodchip.

Rice’s personal favourite is Gibson Mill, in Hebden Bridge, which operates completely offgrid, with no access to mains electricity.

Rice says: “It doesn’t use any fossil fuel either, so all its power comes from hydro, solar PV, solar thermal and biomass. It operates within its own boundaries as an individual property and can run a full service when everything is running. But if, for instance, the water level is not high, or the Environment Agency has asked staff to shut off the hydro scheme, then they have to offer filter coffee rather than a nice cappuccino!”

As advice to FMs exploring the potential for on site generation, she says the starting point is to decide whether to prioritise heat or electricity.

“That will take you back to the question of how much energy you use, and to what purpose. Then there are physical constraints: if you consider something like a biomass boiler, will you need a separate building for it, or can it be accommodated within your existing infrastructure? Will you need to store fuel elsewhere?

And if you choose solar, you need to make sure you have a southerly-facing roof. So once you come up with your preferred technology options, you still need to make sure you have the right orientations or dimensions.”

Looking to what is needed to drive change faster; Rice returns to the theme of leadership.

“If our director-general wasn’t saying that it is important to do this, then we would get distracted and do other things, that is just human nature. So the key message there is that our leaders show us that it is the right thing to do.”

Scheme expansion And as the trust expands its scheme to produce green energy for its partner Good Energy, it is clear that, whether investing in a hydro scheme that provides an income stream to support conservation worker replacing an inefficient oil boiler with a biomass system, the Trust is not just generating efficiency, but genuinely cementing its place for the future. FM i The edie Live show at the NEC in Birmingham from 17-18 May, showcases the best in energy, sustainability, and resource efficiency technologies and practice. Its seminar programme covers everything from renewable energy and behaviour change sessions, to case studies on funding and building asset value

FM WORLD | 19 MAY 2016 | 21

12/05/2016 09:42

FM FEATURE

ENERGY MANAGEMENT

ADAM LEACH

ENERGY USER GUIDE 2016

From procurement to the behavioural change required to control its use, the management of energy is a key component in an FM’s role.

Here, Adam Leach explains the key energy issues of 2016 BUSINESS ENERGY MANAGEMENT SYSTEMS

BEM set to lead to huge savings Not long ago, the idea of a business energy management system wouldn’t stretch that far beyond a reminder to staff to turn off the lights. Today, it’s an altogether different set of circumstances and technologies. With the continued development and dominance of software taking on the duties traditionally done by people, together with the rise of big data, cloud computing, and automation, the sophistication and involvement of the BEMS in managing the built environment has increased exponentially.

For evidence, look no further than the recent announcement from industrial heavyweights IBM and Siemens that they are to partner on delivering a next-generation solution that takes advantage of all the technological advances. Through the partnership, Siemens’ market leading Navigator platform, offering real-time monitoring and auditing of energy use, will be married up with IBM’s Watson IoT Business Unit to enable everything from air conditioning to kettles to be measured, monitored and managed in pursuit of ever-greater efficiency.

With equally grand ambitions, but no profit incentive, opensource support body the Linux Foundation has announced it is building

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The Civil Infrastructure Platform (CIP), which it believes will rival commercial packages.

But it is not just enterprise level solutions evolving in the energy market. The purchase of smart-thermostat maker Nest by Google highlighted just how far sensors and detection hardware have come.

Offering small business owners the opportunity to monitor and manage energy use on the go, the off-the-shelf solution opens up previously out-of-reach control to those for whom a comprehensive solution would be unfeasible, while more and more suppliers are including smart meters as part of their service.

As for what has prompted the advance, both the gathering of data and its analysis has become a process easily carried out on a phone rather than a supercomputer.

This opens up an eye-watering opportunity.

Research from Markets & Markets puts the BEM market size at just shy of $60 billion by 2020. An impressive figure in isolation, made all the more material by the estimated $2 trillion in savings expected to be delivered by 2030 through improved efficiency.

From building a better business case for rooftop solar or improved insulation, to evidencing improved efficiency internally, the new advent of systems offers FMs the chance to back up their purported value with proof and instigate changes that save money while preserving productivity.

www.fm-world.co.uk

12/05/2016 09:43

ENERGY MANAGEMENT

ENERGY BENCHMARKING

Gathering, agreeing and designing data collection From scoping out potential improvements to tracking and measuring their impact once implemented, each step of the benchmarking process is dictated by the quality of data gathered.

First, the unit of measurement must be clearly defined. Initially, industrial benchmarks were measured in terms of kilowatthour (kWh) per unit of output, or Specific Energy Ratios. These days, Kwh per square metre, or Normalised Performance Indicator, is used. The benefits enable comparison between both buildings owned by a single organisation and also against data sets of external but comparable buildings.

Secondly, the scale of the data being collected must be methodically designed. A straightforward approach for an office block would be to monitor the energy usage of each floor for comparison, but in more intensive industries it is crucial to base the design around where energy use is greatest. Alongside the energy data itself, contributing factors such as time of year and employees present enable more comprehensive measurements. www.fm-world.co.uk

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Third, but no less important, is putting in place the periods at which data will be gathered. With smart sensors and sophisticated software in place, daily sets can easily be gathered, but where resources or technology are limited, weekly or even monthly recordings will still provide value.

If historical data from which to compare current use is not available, it may be possible to generate data from past invoices and sales records, otherwise the first year is just used to establish a baseline while comparing it against data sets of other, similar buildings.

For companies just starting out, or looking to alter the current benchmarking system, the Better Buildings Trust advocates a ‘graduated approach’ where the level of detail and sophistication is built up over time.

While the most effective and useful audits should always be carried out by an experienced external party, there should still be close collaboration with the company being audited. Before it is carried out, the auditor and the lead assessor internally should agree the full scope and purpose of the audit, outlining things such as specific areas with intensive energy usage such as server rooms.

Finally, it is all about ensuring goals are met. The overall objective could well be simply based on the overall cost saving delivered by an efficiency improvement; however, other factors such as any extra productivity or maintenance gains, and comparing alternative options on both a cost and energy usage basis, should be factored in.

PROCUREMENT

The time is ripe for energy procurement In terms of the utilities markets, 2015 was most certainly a year for the bear rather than the bull.

Having already fallen from the long-lasting highs of above $100 per barrel, the price of Brent Crude continued to decline, dipping from around $60 a year ago to its current level of less than $40. It was a decline that surprised even the most pessimistic brokers, but one that was welcome to FMs across the board.

With its pull-down pressure on natural gas prices, industrial buyers benefited from a 26 per cent fall in heavy oil and 17 per cent in natural gas prices in Q4 2015 compared with the year before, leaving only those who had locked in a fixed-price contract earlier in the year in any state of unrest.

As to the year ahead, although there are always any number of unseen events that could potentially turn the picture on its head, there are a number of signals that prices may well stay depressed, if not drop even further.

As the country has experienced a relatively mild winter, stocks and supplies will be higher than predicted – easing the need for

energy exports, while the first influx of American shale gas into Europe will mean that even those needed will come in at a discounted rate.

The outlook may well bode badly for the suppliers, but will be warmly embraced by buyers.

On the contract side, with all energy companies struggling to maintain the margins they’ve grown accustomed to, the scope and types of services they are offering to retain and attract customers are expanding. From installing free smart meters and carrying out audits and assessments on energy efficiency, the time is ripe for buyers to extract extreme value out of any procurement or contract.

In particular, the installation of smart meters will enable buyers to both ensure that they are only charged for the energy used, but also look to negotiate agreements where consumption can be decreased at times when the supplier is at or near capacity.

And although they are still developing, ‘time of use’ contract terms – where different rates are charged at different times of day – are expected to become increasingly important as the technology develops.

Furthermore, with the number of energy sources expanding, any contract negotiation should take explicit account of the fuel mix from which the supplies will be drawn if there are carbon-heavy sources that are not deemed acceptable.

All in all, it’s a good time to be on the buyers’ side of the table.

FM WORLD | 19 MAY 2016 | 23

12/05/2016 09:43

FM FEATURE

ENERGY MANAGEMENT

ADAM LEACH

I N F O : ENERGY IN NUMBERS

813,000KM

BEHAVIOUR CHANGE

FM can positively influence bottom lines and behaviours FMs don’t have it easy with energy use in the office.

As Caught In The Middle: The Role Of Facilities Manager Organisational Energy Use, concluded, they sit at the intersection of three conflicting rationales. First, with energy as a cost that should be minimised, second, as a currency of comfort, and third, as an invisible driving force of operations.

Essentially, it is the facilities manager’s job to please the bookkeeper counting its cost, the office worker who forgot to bring a sweater, and the machinists told to increase output, all at once.

But, as the authors of the report found and others support, FMs can still have a ‘considerable impact’ on lowering energy consumption.

Fresh from acquiring the energy behaviour consultancy RUMM last year, Big Six supplier Npower has targeted shaving £1 billion off its corporate customers’ bills in 2016, with an average saving of 9 per cent for firms.

Behaviour change has also caught the attention of government, with energy secretary Amber Rudd and Lord Bourne of Aberystwyth backing the ‘win-win’ of behavioural change with an Energy Managers

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Association award.

Companies are starting to cotton on as well.

The Ambassador Theatre Group’s Project Blackout, which won the award last year, saw its overnight energy use slashed by 15 per cent across its 38-theatre estate.

Instigated by Juliet Hayes, safety and environment adviser at the group, the project started out with late-night torchlit visits around the most energy-intensive theatres to identify what was being left on. It ended with monthly reports on excesses and encouragement to each staff member to monitor their own use, while incentivising it through putting the savings back into enhancing productions on stage.

As a double-digit example of saving simply by showing the opportunities, it highlights the huge scope of opportunity.

In addition to opting for more efficient lighting and fans in its premises, restaurant chain Nando’s is gamifying individual energy use by staff to drive efficiency.

Comparing each restaurant’s usage against the year before, the company compiles league tables on savings and offers rewards to those that top it. Project lead Julie Allen explained that the benefits of this approach are already being seen.

“We’ve had some poorly performing restaurants perform U-turns because it’s reflected on their profits and losses, which is something that they understand.”

So, despite the conflicting rationales, the middle-men FMs can indeed make sterling contributions both to bottom lines and behaviours.

OF LINES AND CABLE TO TRANSMIT ELECTRICITY ACROSS THE UK. (OFGEM)

24.7% RECORD CONTRIBUTION OF RENEWABLES TO OVERALL UK ELECTRICITY GENERATION IN 2015.

(OFGEM)

722 TWH 83.3 TWH OF GAS PUMPED AROUND THE UK. (OFGEM)

OF RENEWABLE ELECTRICITY GENERATED IN 2015 (OFGEM)

27%

17%

DROP IN COAL PRODUCTION (DECC)

DROP IN INDUSTRIAL GAS PRICES IN Q4 2015 TO Q4 2014 (DECC)

810,900 SMART METRES INSTALLED AT NON-DOMESTIC SITES ACROSS UK AS AT 31 DECEMBER 2015. (DECC)

UK ELECTRICITY SUPPLY 28%

29%

17%

COAL-FIRED POWER STATIONS

GAS FIRED TURBINES

NUCLEAR POWER PLANT

18%

1%

6%

RENEWABLE SOURCES

OTHER SOURCES

NET IMPORTS

www.fm-world.co.uk

12/05/2016 11:53

ENERGY MANAGEMENT

POLICY

ESOS means show rather than tell Few social science ideas have captured the attention of parliamentarians and policy wonks in the past decade as much as the theory of ‘nudge’.

Espoused in the 2008 book Nudge: Improving Decisions About Health, Wealth and Happiness by professors Richard Thaler and Cass R Sunstein and brought to even greater prominence by Nobel laureate Daniel Kahneman in Thinking, Fast And Slow, the theory, in its most basic form, urges an approach of show rather than tell.

Embraced by David Cameron and driven by his Behavioural Insight Team, the concept lies at the heart of the Energy Savings Opportunity Scheme (ESOS) and its success or failure over the next 12 months will speak strongly to whether the billing lives up in practice.

Under ESOS, enacted in 2014 in response to Article 8(4) of the EU Energy Efficiency Directive, all large businesses and a selection of public institutions are now required to carry out an in-depth assessment and audit of energy use and efficiency within their facilities, with the first deadline passing in December 2015. No actions are required from the www.fm-world.co.uk

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findings – the regulation simply calls for parties to become aware of their performance, but the intention and expectation is that once made aware, the parties will willingly seek to capitalise on the opportunity to cut costs and increase sustainability.

With inefficiencies laid bare, the policy simply nudges businesses towards self-improvement. At least that is the hope. This year, the fruits of its labour will start to be seen and measured. As with any new policy, teething problems have come to bear, with more than 40 per cent of parties failing to comply in time, but there are also early signs of some success.

Premier Inn and Costa Coffee owner Whitbread recently announced the installation of 1,326 MWh of rooftop solar to shave £280,000 off its annual energy costs. And Marks & Spencer has pledged to refit its entire retail estate with LED lighting by 2025, drastically improving energy efficiency in lighting. Neither pledge can be directly attributed to the policy, but the policymakers would no doubt argue that is the nature of the ‘nudge’.

Unlike ESOS, the Eco Design European Directive, which came into force on 1 January, is explicit in the actions it is calling for.

Setting minimum requirements for energy-consuming appliances, the regulation is expected to bite biggest for those in FM, when big-ticket items such as air conditioning units break down and require replacement.

RENEWABLES

Business is warming to green energy Be it branding, or ideological reasons, ever more businesses are going green with their power supply. Most recently, Sky and Bloomberg pledged to power operations entirely from either renewable tariffs or on-site generation by 2020 and 2025 respectively.

But it is not an opportunity only open to the corporate giants.

As the dominance of the ‘Big Six‘ energy suppliers has eased, the range of suppliers and tariffs has broadened.

Established in 1995 off the back of a single wind turbine, Ecotricity is now a major player in the energy marketplace with a 70 MW wind power portfolio.

With a single 100 per cent green energy tariff for businesses, it offers the chance to power operations sustainably while supporting its growth through the company’s commitment to reinvest profits into expanding generation.

Good Energy, which counts The Eden Project and Unicef among its business clients, and Ovo Energy and Green Energy are also building big business out of the growing demand.

But while there has been growth in both businesses

warming to green energy and suppliers seeking to capitalise on it, the established order has moved away. Having all invested and offered green tariffs up to last year, each member of the Big Six – apart from British Gas – has now closed its offering.

Meanwhile, the government’s removal of access to the Renewables Obligation, which requires suppliers to generate renewable resources for both large-scale solar and onshore wind, and the lowering of the feed-in tariff scheme have severely cut investor confidence in renewables. Such factors, compounded by the drop in both gas and oil prices, have seen the prices of electricity stay broadly unchanged over the year as gas fell by 17 per cent and fuel oil by 26 per cent in the industrial sector, with even the cost of coal burnt to generate gas dropping by 21 per cent.

All in all, the short-term price picture for renewables has dimmed in the past 12 months, yet there appears to be a strong appetite for expansion over the next 12. Through the continued growth in two-way deals, where customers who generate energy on-site can sell any excess back to their supplier, the added security of supply is strengthening the proposition of going green in operations.

And the potential for battery and storage technology to take hold strengthens the long-term proposition further. FM FM WORLD | 19 MAY 2016 | 25

12/05/2016 09:43

FM FEATURE

ENERGY MANAGEMENT

ADAM LEACH

RESOURCES ACRONYMS, TERMS BEMS Building Energy Management System SMART GRID The use of digital technology and real-time communication to better manage the flow of electricity around the network and provide network services to users RENEWABLE ENERGY Energy that is collected from resources which are naturally replenished on a human timescale, such as sunlight, wind, rain, tides, waves, and geothermal heat TIME OF USE TARIFFS Energy tariffs with different prices at different times ESOS Energy Savings Opportunity Scheme

CIPS: Guide to Purchasing Energy www.tinyurl.com/fmw1905purchasing-energy CIPS & Total Buying Energy Resource www.tinyurl.com/fmw1905buying-energy CARBON TRUST: Low Carbon Behaviour Change www.tinyurl.com/fmw1905behaviour-change Employee Awareness and Office Energy Efficiency www.tinyurl.com/fmw1905employee-awareness

USEFUL LINKS AND RESOURCES BLOOMBERG ENERGY www.bloomberg.com/energy

NORMALISED PERFORMANCE INDICATOR Measuring energy usage in kwh used per square metre

CAUGHT IN THE MIDDLE: THE ROLE OF THE FACILITIES MANAGER IN ORGANISATIONAL ENERGY USE tinyurl.com/fmw1905-fmorganisational

RESOURCES AND REPORTS

ENERGY UK www.energy-uk.org.uk/

GOVERNMENT: Energy Savings Opportunity Scheme www.tinyurl.com/fmw1905government-esos

OFGEM www.ofgem.gov.uk/informationconsumers/businessconsumers

Quarterly Energy Prices www.gov.uk/government/ collections/quarterly-energyprices

RENEWABLE UK www.renewableuk.com/ SOLAR TRADE www.solar-trade.org.uk/ RE100 http://there100.org/ UNITED NATIONS FOUNDATION www.tinyurl.com/fmw1905-unclimate ENERGY MANAGERS ASSOCIATION www.theema.org.uk/ UTILITIES INTERMEDIARIES ASSOCIATION www.uia.org.uk/accreditation. php BIFM 2015 AWARD FOR IMPACT ON SUSTAINABILITY Winner – NEC

CASE STUDIES: UK POWER PRICE COMPARISON FOR BUSINESS www.ukpower.co.uk/business_ ener SKY WIND TURBINE CASE STUDY: www.theguardian.com/ sustainable-business/bskybturbine-renewables-target BRITISH GAS OFFICES: www.britishgas.co.uk/business/ smarter-working/case-studies/ british-gas-office NPOWER BIRMINGHAM AIPORT SOLAR INSTALLATION www.tinyurl.com/fmw1905npower-birmingham EAST ANGLIAN AIR AMBULANCE: www.cibse.org/Knowledge/ Case-Studies/CIBSE-CaseStudy-On-A-Mission

Highly Commended: British Land and Broadgate Estates The Royal Bank of Scotland

UK POWER PRICE COMPARISON FOR BUSINESS www.ukpower.co.uk/business_ energy

Other Finalists: Marks & Spencer Skanska

SME Guide to Energy Efficiency www.tinyurl.com/fmw1905efficiency-advice BIFM: Building Controls and Building Energy Management Systems (BEMS) www.tinyurl.com/fmw1905bifm-gpg Benchmarking www.tinyurl.com/fmw1905bifm-gpg

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12/05/2016 16:14

Ge an t inv mod fin olve fm re d o d /co worl - vis ut mi d.c it ng o.u soo k n

FMWorld www.fm-world.co.uk

REINVENTED Coming soon

FM World Ad_V2.indd 12

12/05/2016 17:45

FM FEATURE

CO-WORKING

ANNA KING

HUMAN TOUCH

WEWORK

The rise of co-working may be making our big world feel a lot more intimate – but is it really also the seedbed for the next wave of big tech giants? Anna King reports

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Co-working spaces help organisations maintain a sense of belonging among staff

www.fm-world.co.uk

12/05/2016 15:37

CO-WORKING

T

here is something uniquely human about work. The average individual spends between 21 per cent and 30 per cent of their waking hours at work during their lifetime, so it is little wonder that we also spend a lot of time thinking and talking about it.

Whether we acknowledge it ourselves or not, work defines us in many ways. Whether we love or hate our work, or are completely indifferent, we all make assumptions about others based on their jobs. Ambition and drive is often gauged through commercial success: no job equals ‘lazy’, doctors and lawyers are ‘respected’ and creative types spend their days being ‘cool’ – the suppositions are endless.

The way we work has changed enormously over the past 20 years. Technology has freed the workers from their office desks and helped firms avoid some very expensive real estate costs.

Heads of property and facilities have been able to look at their real estate portfolios and the needs of their workforce afresh. Dreaded phrases such as ‘hot desking’ have been replaced by the more palatable ‘activity-based working’ and ‘task-orientated workspaces’.

And since the early noughties, workplace professionals across the spectrum have searched for ways to measure productivity to justify and provide evidence for this unstoppable evolution.

Beyond the hard real estate issues, workplace cultures have been affected both positively and negatively. Some employees feel empowered, others disenfranchised; many embrace the freedom these new working environments give their employees, others try to maintain control.

In 2016, the momentum continues and we are in phase two of the flexible working www.fm-world.co.uk

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revolution. This time, there is another key influence driving change – the rise of ‘co-working’.

It is a paradox that in an increasingly digital world with the potential to empower us all, human contact is if anything becoming an increasingly valuable commodity.

Freelancers or short-term contract workers still require human interactions while organisations need to sustain a sense of belonging for their nomadic workers.

Co-working - a history Originating in San Francisco in 2005, co-working describes spaces that provide infrastructure for a growing collective of people (often start-ups and creative) who work where, when, how, and why they want. It also challenges the traditional tenant/landlord relationship. There are thousands of co-working spaces across the globe (in his 2014 survey, Bruno Moriset of Jean Moulin University Lyon 3 in France estimated that there were 2,498).

The aftermath of the global economic crisis transformed the knowledge economy, through redundancy and bankruptcy and a new wave of freelancers were produced and many of these people have flourished away from the larger corporate structures. In the US statistics suggest that 33 per cent of the workforce is freelance and this could rise to 40 per cent by 2020 (Forbes, the Bureau of Labour Statistics, Deshmag and Kap Design).

FM WORLD | 19 MAY 2016 | 29

12/05/2016 15:37

FM FEATURE

CO-WORKING

ANNA KING

HUFTON+CROW

Home from home – but not always working alone

Crucially, these well-educated and intelligent people didn’t want to work alone; instinctively they recognised the value in sociability with its exchange of ideas and collaboration.

So what impact is this having on blue chip companies?

Remarkably, one of the larger co-working space providers, We Work, is now worth £15 billion. It counts KPMG and pharmaceutical giant Merck as two of its tenants, providing evidence that the magic of a co-working mentality is desirable to many, as are the clear advantages in managing real estate needs.

We Work and The Office Group are two organisations offering this type of space, deploying a design aesthetic that appeals to their target audience.

Post-financial apocalypse, the new world order of workplace strategy and design is one that places happiness, wellbeing and comfort above productivity (although common sense dictates that getting the first two right should lead to an increase in output).

Working with workplace designers and strategists, organisations are seeking to couple the increasingly high expectation of socio-economic conditions required by workers in

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A good design aesthetic can foster sociability and the pooling of ideas

the knowledge economy with the needs of organisations to remain profitable.

Beyond people and technology Design is clearly a key component in achieving and maintaining a sense of place, but today there’s a balance to be struck in allowing workers to flourish and develop while still ensuring that the corporate brand is inspiring and desirable.

Colin Macgadie, creative director at BDG architecture + design, recently moved Ogilvy & Mather Group UK from Canary Wharf to Sea Containers

House on London’s Southbank.

Ogilvy & Mather comprises nine different businesses and brands. In this vast open space, intelligent planning and design has allowed every company to have a ‘front door’ to its own personalised space. Just 38 per cent of the workplace is accommodated with traditional workstation settings; there is not one single cellular office but a diverse range of spaces from open to private, formal to normal, small to large, bookable to nonbookable.

Macgadie explains: “The design provides alternative spaces that allow people to move – spaces

that multi-task and that don’t have an obvious function attached to them. It allows the employees to be free-flowing and intuitive in the choice of work settings rather than having to pre-plan and stick to rigid structures.”

He adds: “The space was required to bring people together in a state-of-the-art environment that created a culture of ‘familiar strangers’, actively facilitating dynamic relationships, accommodating unpredictable and hopefully unforeseen way of working.”

Beyond understanding these softer culture elements and what technology has done for the workplace, we also have to acknowledge that we have ‘stuff’ we need to put somewhere. And whatever form it may take, we also need seating and a place to position a laptop.

Furniture manufacturers have developed programmes that provide the widest selection of workplace types from the most logically derived kit of parts, in a manner whereby these assemblies remain beautifully detailed and uncompromised by their modular construction.

Ranges such as Be by Bisley, Level 34 by Vitra, and Parcs by Bene seek to accommodate all www.fm-world.co.uk

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CO-WORKING

types of work styles with one central system.

Helen Owen, Bisley’s director of business development, says: “The combination of the post-banking crisis economic squeeze, liberating advances in communications technology and a heterogeneous staff mix of Baby Boomers, Gen-Xers and New Millennials has altered the office landscape forever.

‘Manufacturers have to recognise this. The new millennium office requires a mix of furniture types than can be flexed to suit changing needs.

The only contact will be where personal possessions are stored, hence we have seen a huge surge on the requirement for lockers.”

Furniture also needs to become more intelligent. The ‘Apple effect’ that dominates the consumer world also heavily affects our business lives. Companies want to have intuitive products that require the minimum amount of human interaction with no recourse to installation manuals and no need to be trained in how to use hardware or software. This means

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developing products that react with the same spontaneity as workplace behaviours.

Our reliance on technology also means that electrification is a key development to support the future workforce. Says Owen: “Every industry is susceptible to disruption from the tech powerhouses. We can be sure that if we don’t stay ahead of our own game then we leave ourselves open to be challenged by less traditional sectors. We need to hard-wire the capacity to accommodate flexible and collaborative working styles into such furniture systems.”

Could we all become co-workers?

Co-working enables new and young businesses to flourish in a professional, serviced, ergonomically sound, hardwareequipped, networking-rich,

trend-driven environment that would ordinarily be prohibitively expensive as independently owned or rented spaces.

These environments almost certainly position such companies and individuals years ahead in terms of their facilities.

They enable them to represent themselves as more than they are; co-working offices are stepping stones to a company getting its own office space.

But once a company begins to really thrive it amasses stuff.

Architects and designers have plans, stationery and samples.

Publishers have publications.

Accountants have abacuses. And then a company really booms and more hands are needed on deck – but maybe the current co-working space cannot provide the extra desk space.

Suddenly, co-working offices can’t keep up. Their flexibility

“We need to hard-wire the capacity to accommodate flexible and collaborative working styles into furniture systems.”

starts to stiffen. They can’t provide a lot of storage space or expandability.

Not that these issues seem to unduly concern the growing number of co-workers, but the nature of shared spaces means that disruption is common.

People come and go, ambient noise carries and there is potential for a lack of common understanding. The vibe might be collective but the details won’t be.

Despite these issues the growing community of co-workers aren’t unduly concerned. These hybrid, hightrend, high-tech spaces are influencing more traditional offices to rethink, providing alternative working spaces to the desk, creating informal meeting spaces, encouraging eco tendencies, going wireless and flattening out hierarchical office design.

And so to graduation.

Co-working nurtures talent through to success and sees it move on out to its own office, clearing out space for the next big thing. FM

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10/05/2016 11:35

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.

UNDERFLOOR HEATING MARKET 2016-20

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

Bank of England base rate: 0.5% as of 12 May 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.

THE UNDERFLOOR HEATING (UFH) MARKET IS CLASSIFIED BY TWO PRODUCT TYPES – WATERBASED, OR HYDRONIC UFH SYSTEMS AND ELECTRIC UFH SYSTEMS. SOME PROJECTS MAY INVOLVE A MIX OF BOTH TYPES OF SYSTEMS.

AFTER RECOVERING FROM THE RECESSION, THE UK UNDERFLOOR HEATING MARKET HAS CONTINUED TO GROW STEADILY, WITH GROWTH OF 9% IN 2014 AND A FURTHER 4% IN 2015, AND NOW ACCOUNTS FOR AROUND 6.5% OF THE TOTAL UK HEATING MARKET. ENVIRONMENTAL CONCERNS AND RISING ENERGY BILLS HAVE BEEN PARTLY RESPONSIBLE FOR DRIVING DEMAND, AS WELL AS WIDER ACCEPTANCE OF THESE MORE ASPIRATIONAL PRODUCTS.

THE DOMESTIC UFH SECTOR, INCLUDING NEW BUILD ACTIVITY BY HOUSE BUILDERS, THE SELF-BUILD MARKET AND RMI/DIY RETROFIT PROJECTS IN RESIDENTIAL HOMES, ACCOUNTS FOR THE LARGEST SHARE OF THE MARKET AT MANUFACTURERS, THOUGH THE USE OF UFH ALSO REMAINS STRONG IN THE NON-DOMESTIC SECTOR.

LARGE-SCALE HEALTH AND EDUCATION PROJECTS HAVE DECLINED, BUT THERE ARE STILL OPPORTUNITIES IN THE CARE HOME, INDUSTRIAL, WAREHOUSING, LEISURE AND ENTERTAINMENT, OFFICE AND RETAIL SECTORS. IN TERMS OF VALUE, WET UNDERFLOOR HEATING ACCOUNTS FOR THE LARGEST SHARE WITH ELECTRIC UFH A RELATIVELY SMALL MARKET BY VALUE. SOURCE: AMA RESEARCH

Source: (www.ons.gov.uk)

EMPLOYMENT

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

Hourly rate from 1 Oct 2015

Aged 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)

LABOUR PRODUCTIVITY OCT-DEC 2015

RETAIL SALES: MARCH 2016

Labour productivity as measured by output per hour fell by 1.2 per cent from Q3 to Q4 of 2015 and was some 14 per cent below an extrapolation based on its pre-downturn trend. But output per worker and output per job were both broadly unchanged between Q3 and Q4. On all three measures, labour productivity was about 0.5 per cent higher in Q4 2015 than in Q4 of 2014.

In annual terms, output per hour fell in 2015 in seven of the 10 manufacturing industries identified SOURCE: ONS in the labour productivity system.

All store types, except textile, clothing and footwear stores showed increases in the quantity bought compared with March 2015.

There were falls in food stores, non-food stores, textile, clothing and footwear stores and fuel stores in the amount spent compared with March 2015. All types, except textile, clothing and footwear stores saw falls in average store price compared with March 2015.

The underlying growth in the rolling threemonth on previous three-months movement in the quantity bought showed sustained growth for 28 months running, increasing by 0.8 per cent in March 2016 – the longest period of sustained threem month-on-three-month growth since June 1996.

CONTRIBUTIONS TO GROWTH OF SERVICES OUTPUT PER HOUR, UK: ANNUAL, 1998 TO 2015

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

C CONTRIBUTION FROM THE 4 MAIN SECTORS FOR EVERY POUND SPENT IN RETAIL IN MARCH 2016 S SOURCE: OFFICE FOR NATIONAL STATISTICS

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FM WORLD | 19 MAY 2016 | 33

12/05/2016 09:44

FM MONITOR

ANDY LEWRY

TECHNICAL

Dr Andy Lewry is a principal consultant at the Building Research Establishment

A STR AIG HTF O RWA R D A P P ROACH TO EN ERGY M A NAGEM EN T

nergy control in buildings is generally E poor, despite the availability of a range of well-tested systems, as guidance is perceived to be overcomplicated, says Andy Lewry

be flexible enough to take into account changes in use and can be upgraded to benefit from tech and software advances.

Building controls, whether standalone units or full building energy management systems (BEMS), are designed to provide a comfortable climate for building occupants while using the lowest possible amount of energy.

Controls can be used to manage heating, cooling, air-conditioning and lighting systems, blinds, fire and security systems and lifts.

They can also be used to collect and display data from meters.

Energy information can then be displayed on the BEMS. Having good-quality data about actual energy use is the key to achieving an energy-efficient building.

Demand-based control is the most energy-efficient approach, which means turning systems off when not needed or, if this cannot be done, at least turning them down. Energy accounts for about 40 per cent of the running costs of a building in its lifetime.

Anything that can be done to help manage this effectively is a benefit to owners and occupants.

Any decision on what to specify should be based on life cycle costs, not short-term thinking about the initial capital cost.

Controls can be applied equally to new or refurbished buildings.

A growing trend is greater integration, which can best be achieved through products using open communication protocols such as BACnet, KNX, LON, Modbus and M-Bus. Remote access is also now possible, allowing an FM or service engineer to interrogate the system

Energy management relies on the adage ‘if you cannot measure it, you cannot manage it’. This means that the control system (the BEMS) needs to be linked to the metering, so that all the monitoring and targeting M&T functions can be carried out in the same place, thus allowing management to be instantaneous.

8⁄

5⁄

9⁄

34 | 19 MAY 2016 | FM WORLD

34_Technical.indd 34

remotely to diagnose snags. It may even allow for the plant to be switched on or off remotely for special events. Within energy management systems, the FM should address the following issues.

1⁄

Specification breaking

This is normally a cost-cutting exercise with the temptation to cut capital costs.

Standalone controls are cheap, in the order of £250 installed, but several will be required.

Pre-programmed BEMS have an installed price of about £1,000.

But to fully realise the potential savings from energy efficiency, you could need a programmable BEMS, which costs in the range of £3,500 and £5,000 installed.

2⁄

Occupancy patterns

Knowing how the building is used improves the estimation of savings and, following installation, allows commissioning of the controls to fully realise those energy savings.

These range, for offices, from a potential of 34 per cent for zonal controls to 54 per cent for a fully programmable BEMs.

3⁄

Futureproofing

Technology soon gets old and to ensure that your system does not become redundant it needs to be programmable. A programmable system is likely to

4⁄

Monitoring & targeting

Verification/ certification

To justify business cases it’s vital for the performance of new assets, including control systems, to be verified. A fully integrated system can allow collection and analysis of this data, thus allowing this step to be simple and relatively painless.

6⁄

Setup and process

It is essential to understand your business and building(s) when producing a servicing and controls strategy.

The next step is to ensure that the controls are installed and commissioned to achieve this strategy. But it is an unending process to resolve operating problems, improve comfort, optimise energy use and identify retrofits for existing buildings and central plant facilities.

7⁄

Training Training is only as current as the

last person trained so, like commissioning, it should be a continuing process to ensure that facilities staff, the FM contractor and other users know how to use the system properly.

Maintenance: planned upgrades

This runs alongside ongoing commissioning, requiring the hardware to be monitored and upgraded as appropriate. This is especially true of sensors where the system will still run if they are damaged or have drifted owing to old age, but not at optimal performance.

Management reporting

For energy management to be effective, the data has to be presented in a concise manner and in a form suited to the audience. What is required for management of the system will be far more detailed than that required for the financial department to reconcile the bills each month. Board reports need to be concise and should highlight any issues.

10⁄

Proper function

When managing services you need to ensure that they are delivering the right amount at the right time. Modern systems can be set up to alert key staff by email when services fail to switch off when expected, use more energy than expected or when communications go down. FM i This article is based on a briefing – Energy Management And Building Controls. Download it free at: www.bre.co.uk/energyguidance

i

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12/05/2016 11:54

FM MONITOR

JULIA KULINSKI

HOW TO…

Julia Kulinski is a partner at Beaver Pest Control LLP

WORKIN G IN CO N FI N ED S PACES

very year a number of workers are E seriously injured or die while working in confined spaces, says Julia Kulinski

1⁄

What is a confined space?

A confined space is a place that is substantially enclosed, and where serious injury can occur through hazardous substances or conditions within the place or nearby (e.g. a lack of oxygen).

Examples include: ● Ductwork; ● Poorly ventilated rooms; ● Some enclosed rooms

(particularly plant rooms) and compartments within them; ● Building voids; ● Storage tanks; ● Enclosed drains; ● Silos; ● Sewers; and ● Vats.

2⁄

What are the risks?

Some of the more commonly found risks that can occur when working in confined spaces in buildings are: ● Hot conditions that can cause the body to become overheated; ● Fire and/or explosions; ● Poisonous gas, fume or vapours; ● Liquids and solids can fill a space suddenly when disturbed; and ● Dust can be present in large quantities, which can cause asphyxiation.

Lack of oxygen can be caused in a number of ways, such as a reaction of some soils and the oxygen, or the combination of www.fm-world.co.uk

35_How to.indd 35

water and chalk or limestone can produce carbon dioxide, which displaces air. Rust inside steel tanks can also cause a lack of oxygen.

3⁄

What rules should I comply with?

If the space is fully or substantially enclosed and there are any of the following risks – drowning, loss of consciousness because of an increase in body temperature or from gas, vapours, fumes or a lack of oxygen, the potential of a fire or explosion, or the potential to be trapped and asphyxiated by free flowing solids – then this space will fall under the Confined Space Regulations 1997.

4⁄

measures can be taken to enable the work to be carried out properly without the need to enter the confined space. The measures might involve modifying the confined space itself to avoid the need for entry, or to enable the work to be undertaken from outside the space. In many cases it will involve modifying working practices.

If the confined space requires an inspection, a risk assessment by a competent person must be carried out before the inspection takes place. The Confined Spaces Regulations 1997 will apply if the assessment shows that there is a risk of serious injury.

Depending on the outcome of the risk assessment, you are likely to require some or all of the following systems. A safe system of work (in writing) may form the basis of your permit to work. The safe system of work should contain some of the main elements below as a minimum:

What are FM/ dutyholder ● Supervisor – should be present duties? while work is being carried out;

Regulation 4 Confined Space Regulations 1997 states: (1) No person at work shall enter a confined space to carry out work for any purpose unless it is not reasonably practicable to achieve that purpose without such entry.

(70) Dutyholders should not enter a confined space and should prevent employees, or others who are to any extent within their control, such as contractors, from entering or working inside a confined space where it is reasonably practicable to thoroughly undertake the work without entering the space.

(71) In every situation, the dutyholder must consider what

● Competence – are operatives adequately trained and experienced? ● Communications; ● Testing the atmosphere; ● Removal of residues; ● PPE & RPE; ● Isolation from mechanical and electrical equipment, as well as gases, liquids, and other materials; ● Escape plan for emergencies; ● Breathing apparatus; ● Access & egress; ● Fire prevention; and ● Gas supplied by pipes and hoses.

5⁄

Pest control in confined spaces

The most common pests are:

● Oriental cockroaches – they are attracted to the dark and humid conditions in confined spaces; ● Mosquitos – found in stagnant standing water; ● Drain flies – found in stagnant standing water; ● Rodents; and ● Stored product insects – common in grain silos.

6⁄

What do subcontractors need?

When working in confined spaces, we work to the client’s safe systems of work although we complete our own risk assessments and method statements. We also provide breathing apparatus for some sites. We have provided a typical method statement of the process, which our technicians follow while working in a confined space.

1 Report to client on site; 2 Read/sign risk assessment/ method statement; 3 Obtain permit to work and access keys; 4 Carry out radio checks including battery levels; 5 Escape kits are inspected and oxygen gauge checked; 6 Air flow monitor switched on and calibration test checked; 7 Collect all other equipment including other PPE and proceed to opening of confined space; 8 Warning signs are placed on entry and exit and are updated with dates and times; 9 Down team enter the area together to carry out works; 10 Top man will radio check every 10 mins to ensure all is well; 11 Exit confined space, ensure all is secure and well; 12 Report to client; and 13 Sign out and leave site. FM FM WORLD | 19 MAY 2016 | 35

12/05/2016 09:44

FM MONITOR

FRED RADEMEYER

COMMENT

Fred Rademeyer is chief executive officer at Nexus PSL

F M S ROLE IN ST R EA M L I N I N G P ROJ ECT P RO C E SSE S

he way in which project managers T (PMs) work with FMs to oversee such activities as relocation projects is critical to their successful delivery. Fred Rademeyer advises on how to identify the pressure points in the PM / FM relationship Every relocation project starts with a rigid plan in place.

It is a crucial first step to have a clear outline of the result in a design and commercial capacity.

This could be, for example, to gain a new environment to instil a particular work culture within the team.

The overall goal is then broken down into the individual elements, which could include connectivity or furniture, for example, to bring the entire brief together.

PMs will coordinate the plan according to achievable time scales.

Subcontractors are usually awarded those individual elements, and PMs select and coordinate these tasks according to the plan. From then, the PM must not lose perspective of the overriding ‘big picture’, while simultaneously keeping an eye on the individual elements of the project.

This so far seems straightforward, but the reality is that most challenges arise in the delivery stage of the project – regardless of how meticulously the plan is constructed.

From this stage until completion, who exactly has the overriding responsibility for the successful delivery of the project in its entirety can become hazy, and facilities managers can help.

36 | 19 MAY 2016 | FM WORLD

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Blame game It should be the responsibility of the PM to deliver, as well as manage, the projects. The final stages of any project can be at risk of individual contractors fighting for floor space, conflicts resulting in lost time and money, and ultimately, a result far removed from the client’s original expectations.

However, blame is not left at the door of the individuals.

Instead, there seems to be an issue with the historically relied upon systematic procedures of relocation projects. The status quo seems to be that individuals are responsible for their elements of the project, but the bigger picture is somehow forgotten after the plan begins implementation.

Then, issues effectively arise for individual subcontractors, but not in their areas of expertise.

Client demands are changing in line with the increased levels of freedom, choice and control from the introduction of disruptive technology in the market.

Planning, delivery and project management need to be aligned more closely as part of the cost model.

Responsible management The key word here is ‘responsibility’.

It’s the fundamental way to ensure that client expectation is at the centre of any relocation or growth project focus. One way to achieve this is to have closer partnerships with what would ordinarily be subcontractors. A group structure that has a single point of contact for an entire project allows the PM to work closely with FMs to maintain the agility and speciality of each delivery partner.

This is particularly important for projects with complex internal reconfiguration, with multiple stages comprising areas such as furniture, logistics, IT within a live working environment.

For FMs, it’s helpful for decision-makers in an organisation to communicate their expectations clearly and regularly – allowing for adaptation of the delivery plan and flexible decision-making as the project moves forward.

Sharing expertise FMs are in an enviable position of being best placed to share potentially complicated scenarios or areas to bear in mind both in the initial planning stages, throughout the delivery, as well as acting as a link between the various operations and the chief decision-maker – the business owner or managing director.

They know their organisations (and the structures that house

“FMs are in an enviable position of being best placed to share potentially complicated scenarios”

them) better than anyone else does, so it is clear that the FM’s knowledge should be appropriately relied on.

Project management is a core function in the fit-out and relocation sector – and it will have to adapt to the changing demands of organisations and their FMs. The best way to gauge where commercial demand shifts will be is to look at consumer behaviour, and how we engage services nowadays.

Whether it’s how we book holidays, book taxis or order takeaways – there are consumer platforms and applications that have been developed to give better transparency, choice and control to the purchaser.

The business-to-business service industry could experience a similar shift as suitable trusted platforms emerge.

Ultimately, whether the project is a just small-scale team moving within a building or across a floor, or a large company that is relocating across the other side of the world – the project needs to stay in line with the client’s expectations.

Initial planning is, by its very definition, theoretical, and some perspective needs to be remembered to ensure that the big picture aimed for in the early stages of a project is kept frontof-mind throughout the entire process.

By adopting an attitude of responsibility in the first place, and communicating effectively with FMs to understand the barriers, opportunities and areas to be aware of throughout the project, PMs can both manage their subcontractors effectively and eradicate any slackness in the project process. FM www.fm-world.co.uk

12/05/2016 09:45

2016 7

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w www. www.fm www.fm m-world -world -world.c world orld d co -world.c c o. o.uk o uk k o.uk

BUYE RS’ GUIDE TO FM SERV ICES

2016

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Buy er s’ G ui de to FM Servic es

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THE ALL NEW BUYERS’ GUIDE TO FM SERVICES

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Out January 2017 Endorsed by the British Institute of Facilities Management • Contact details for all major FM suppliers • Handy A5 format

The 2017 Buyers’ Guide provides a new range of advertising opportunities which is a simple and effective way to get your company in front of potential clients who are actively seeking suppliers.

The FM World Buyers’ Guide will be distributed to over 15,000 key industry personnel throughout the year. In addition to this, all entries will be automatically hosted online at www.fm-world.co.uk

Advertising opportunities available: Standard quarter page

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11/04/2016 11:26

BIFM NEWS

BIFM.ORG.UK

BIFM AWARDS

Submissions are due Entries and nominations in the 2016 BIFM Awards, with headline sponsor Carillion, are due on Friday 29 May, and it is important that you are ready for this deadline date. Entries and submissions must be made online following this process: How to enter 1. Review the categories at www.bifmawards.org/about-thecategories 2. Register online for the categories you want to enter at https://bifm.awardsplatform.com 3. Prepare your entries 4. Upload and submit your entries online at https://bifm. awardsplatform.com If you need any support, or would benefit from speaking to a lead judge about your entry or nomination, email awards@bifm. org.uk or call the team on +44 (0)1279 712 640.

The full list of FM ‘people’, ‘innovation’ and ‘impact’ categories comprises: People ● Newcomer of the Year* ● Leader of the Year* ● Manager of the Year* ● Lifetime Achievement** ● Team of the Year ● Learning and Career Development *Open to direct entries or nominations. **Open to nominations and with a later deadline of 29 July.

Innovation ● Innovation in Technology and Systems ● New Product or Service of the Year Impact 38 | 19 MAY 2016 | FM WORLD

38_40_BIFMNews.indd 38

Will you be a recipient in the BIFM Awards ceremony taking place at the Grosvenor House on 10 October?

● Brand Impact ● Impact on Customer Experience ● Impact on Organisational

Performance ● Impact on Sustainability ● Societal Impact ● Workplace Impact See www.bifmawards.org for full details. Good luck with your entries and nominations!

Winners will be announced at the BIFM Awards ceremony at the Grosvenor House on 10 October.

Book now at www.bifmawards. org/the-ceremony.

BIFM AWARDS

Brand Impact The Brand Impact category was introduced in 2015, and the first winner was Sodexo with its ‘Brand Ambassador Programme’.

Entries for this category close on 27 May, so you still have time to submit your entry.

The judges are looking for evidence of how brand has been

enhanced by FM services and strategy. This could be where the FM team or service provider has worked to support an organisation in the ‘bringing to life’ of its brand. It could be focused on the company as a whole or a specific project, building or team. Or it could be a programme of brand enhancement to increase the capability and quality of service delivered within an organisation (i.e. internal brand promotion).

It will need to demonstrate the connection from promoting excellence and capability to implementing the strategy and delivering results. Ensure that your entry covers:

objectives of the project and the approach taken. These could be part of a defined programme focused on brand and capacity, or it could be part of a more general project, which through its design and implementation, increased the brand of the organisation. ● How did this project connect to the brand awareness or enhancement programme across the organisation? ● What was the impact of the project? How has this been measured, what evidence is there and what are the expectations? i For more, including full details of judging criteria see www. bifmawards.org/impact/brand16/

i

SOUTH REGION

● An explanation of the brand

objectives; what the brand values of the company are and how the project/FM function has been aligned to the brand objectives. ● A description of the specific

Trouble with hard water April‘s BIFM South Region

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12/05/2016 09:45

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

event took place with the local branch of IHEEM (Institute of Healthcare Engineering and Estate Management).

Guest speaker Jeff Clark, applications engineer and project manager from Environmental Treatment Concepts, spoke about the issues caused by hard water and some of the ways to overcome the problems of scaling to help save money and manage the risks of limescale.

He said about 70 per cent of buildings in the UK are in hard water areas.

This means that there are high levels of calcium bicarbonate present in the water used for drinking, washing heating and cooling.

When water is heated, calcium carbonate attaches to the nearest surface causing scale build-up.

When dissolved minerals, such as calcium bicarbonate, revert to their solid carbonate state, limescale is formed in water systems and this impedes heat transfer, narrows pipes and blocks sprays. Not only does this dramatically reduce system efficiency, but it also provides a breeding ground for bacteria.

He said a non-chemical water treatment using an electronic descaling system with a unique ability to measure improvements in water system performance by removing existing scale deposits can reduce energy and carbon emissions and additionally provide significant sustainability benefits by extending the life of water-fed equipment and appliances.

Thanks to Jeff Clark, Environmental Treatment Concepts, Zendher and the Water Management Society.

BIFM South Region is supported by Procore and The Resourcing Group. i See all BIFM events at www.bifm.org.uk/events

www.fm-world.co.uk

38_40_BIFMNews.indd 39

BIFM COMMENT

Lee Grant, Head of Service and Community Development

REACHING ACROSS BORDERS

ast May I was delighted to be part the BIFM team who visited the FM Expo in Dubai for the first time. Meeting with FM professionals and members, in both the UK and further afield is always the best part of my job. I firmly believe finding out your views on how we can support employers, suppliers and individuals is key to the future success of BIFM. Next week, on 23-25 May the FM Expo will again take place at the World Trade Centre in Dubai (www.fm-expo.com) supported by BIFM as the strategic knowledge partner.

This time the BIFM charge will be supported by a committed group of volunteers to help establish the launch of our new community group in the United Arab Emirates.

Working with the group and key stakeholders, we are planning to expand our educational offering to support BIFM members based in the UAE and the wider facilities management profession in the region. We are fortunate that BIFM has been granted a licence to operate from the Dubai Chamber of Commerce through its Dubai Association Centre scheme and will be building on our existing offering based on the institute’s professional standards, qualifications, training and professional members.

The community group will be developing a range of ways to support the growing community of facilities management professionals and organisations based in the country that are members, including promoting best practice and organising seminars and events. For more information about BIFM’s services in the region and the community group visit www.bifm.org.uk/UAE Enthusiasm from our volunteer community has been key to this development. But it does not always take a group of people. For example, one individual from Barbados has recently championed the role of FM and BIFM in an ambassadorial light choosing to partner with us as part of our World FM Day celebrations (which this year takes place on 13 July).

As a result BIFM will be supporting activities in this region as part of the World Facilities Management Day Exhibition & Conference ‘Maintaining Asset Value across the Caribbean and Latin America’.

In both cases, it is the passion of our volunteers and members, championing our work, which helps us to build on our offer and deliver more across a growing network. We’re truly grateful for all that our members do and that’s why we do try to give something back to those that support the work of the institute.

Each year we host the BIFM Volunteer Recognition Awards. Nominations are currently being encouraged for the 2016 awards across four main categories: Regional Committee of the Year, SIG Committee of the Year, Volunteer of the Year and a new category in recognition of an exceptional Knowledge Contribution to BIFM and the FM profession. This last category is in recognition of the increasing contribution that our volunteers are making to our research and insight offer at BIFM. Also, for the first time this year, our Volunteer of the Year award is extended to include volunteers who give their time to judging the BIFM Awards, and those who support the Audit, Governance and Awarding Panel Committees.

If you know of a deserving candidate visit www.bifm.org.uk/VRA But ensure all entries are submitted by Friday 3rd June at 5pm.

L

“IT IS THE PASSION OF OUR VOLUNTEERS AND MEMBERS, CHAMPIONING OUR WORK, WHICH HELPS US TO BUILD ON OUR OFFER ”

i

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FM WORLD | 19 MAY 2016 | 39

12/05/2016 09:45

BIFM NEWS

BIFM.ORG.UK

WORLD FM DAY 2016

Events 11-15 July World FM Day 2016 takes place this year on Wednesday 13 July.

The theme will be ‘Empowering people for a productive world’, and will look at how FM enables different business disciplines to collaborate to deliver high-quality business performance.

World FM Day, which is led

by Global FM through its World FM Day Task Force, has been an annual celebration since 2009.

It aims to recognise 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 promote FM during the week 11-15 July.

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

BIFM NORTH

Summer Ball Tickets and tables are available for the popular BIFM North Region Summer Ball at the Hilton Hotel, Deansgate, Manchester, on 7 July.

Tables of 10 are available for £1,003+VAT, and individual ones cost £110+VAT. The black tie event starts at 18:45 with a champagne reception, followed by a threecourse dinner, live entertainment 40 | 19 MAY 2016 | FM WORLD

38_40_BIFMNews.indd 40

and dancing until 02.00.

More than 300 FM professionals will be at the event, which is regarded as the North Region’s FM social event of the year.

For further details and to purchase tickets and tables go to www.bifm.org.uk/northball. You can also email the committee on north@bifm.org.uk and follow them on Twitter for the latest updates, @BIFM_North SCOTLAND REGION

Winners On May 7 winners were announced in the BIFM Scotland Region Recognition Awards and Gala Ball. The victors were: FM Professional of the Year, sponsored by Search Consultancy Winner: Anne Davidson, Serco Finalists: ● David Bedwell, Health Facilities Scotland ● Mike MacKay, Serco ● David West, Space Solutions/ Transocean Team of the Year, sponsored

by Mitie Winner: Spectrum Service Solutions Finalists: ● Arthur McKay & Co. Ltd ● NESCOL MTFM Team ● Serco Healthcare Enabling Services FM Project of the Year, sponsored by FES Winner: Riverside Campus, City of Glasgow College Finalists: ● AECOM Ltd ● Hilton Coylumbridge Congratulations to the winners and finalists. i

BIFM TRAINING GUARDIANS OF THE WORK ENVIRONMENT: MAKING YOUR BUILDINGS WORK – INSIDE AND OUT

ailure to detect faults before taking a building or neglecting to maintain it during occupation can prove costly and damaging and might also be in breach of the lease. Flooding, dampness, subsidence, structural damage or decay plus the presence of dangerous substances are typical problems.

FMs must be able to scope these building maintenance issues and anticipate problems. This is where a robust planned and preventative maintenance programme for both the inside and outside pays dividends.

BIFM Training delivers both a one-day Building Surveying & Maintenance programme on June 21, and a two-day course on Understanding and Managing Building Services on 22-23 June.

Manage a register of the risks and schedule regular inspections monitoring the signs of deterioration so you can respond through a maintenance programme rather than having to deal with a disaster later on.

As well as your inspection schedule, know when to commission structural and condition surveys, make sure for the buildings that you are managing that they have undergone these surveys and that you have access to the detail for you to do continuing inspection.

The planned preventive maintenance (PPM) must incorporate the lease responsibilities to ensure that you are meeting your full obligations as a tenant. Prepare a business case for ongoing maintenance costs and position this against the high risk of non-maintenance.

You not only have to be concerned about the building fabric but also the management of your building services, which include heating, ventilation, cooling, lighting, utilities, energy management, lifts and associated services. These are invariably under the direct or indirect control of facilities, estates or building services managers.

These services are also a significant expense area but often a source of major problems affecting morale, health and safety, productivity and costs.

FMs need a sound basic understanding of how these services work and how to cost-effectively manage them and how to work effectively with contractors.

Get the running of these service right and you are delivering the fundamentals of FM, ensuring that the office and its inhabitants can function effectively and comfortably.

This is core to the role of the FM.

F

i For more information please call us on 020 7248 5942 or visit our website www.bifm-training.com

See www.bifm.org.uk/scotland

www.fm-world.co.uk

12/05/2016 09:46

FM DIARY

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

INDUSTRY EVENTS

LONDON REGION

SCOTLAND REGION

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

14 July | Region summer party Summer networking event.

Registration to open shortly.

Sponsored by Office Concierge and COMXO. Venue: Riba, 66 Portland Place, London W1B 1AD Email: cathy.hayward@ magentaassociates.co.uk.

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

NORTH REGION

16 June | Quiz night A general knowledge and music quiz night, raising funds on behalf of chairman’s charity Kids with Cancer. Teams (a maximum of five people) will cost £20, including a meal. Sponsorship opportunities available.

Venue: The Piper, George Square, Glasgow G1 1HL Contact: bill.2.anderson@ bt.com or visit www.bifm.org.uk/ scotlandquiznight to book tickets.

21-23 June | Facilities Show, in association with BIFM Annual conference and exhibition, co-located with a number of other exhibitions relevant to the profession, including the Safety and Health Expo and Firex. BIFM is also to host its Careers Zone, which includes advice clinics, workshops and seminars. Speakers include Alan Russell, current FM of the Year; Lucy Jeynes, chair of the Women in FM group; and MacFarlane Telfer, a BIFM Award winner.

Venue: Excel, London Web: www.facilitiesshow.com 29 June | Corporate Members Event – productivity in FM Programme to be confirmed.

Venue: TBC, London Email: Jenny.Phillips@bifm.org.uk for more information.

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

Venue: TBC Contact: Email communications@ bifm.org.uk for more information, or visit globalfm.org/events/worldfm-day-2016.

HOME COUNTIES REGION 29 September | Vodafone’s FM strategy – More to follow.

Venue: Vodafone House, The Connection, Newbury, Berkshire RG14 2FN Email: Sophie.buck@xenongroup. co.uk for more information. www.fm-world.co.uk 41 | 8 MAY 2014 | FM WORLD

41_Diary.indd 41

25 May | Merseyside Group – delivering a great customer experience A breakfast seminar on what constitutes service delivery excellence. Guest speakers include Jamie McDonald, Carillion; Bill Hancox, Edge Hill University; and Mark Whittaker, BIFM North Deputy Chair.

Venue: Edge Hill University, Saint Helens Road, Ormskirk L39 4QP Web: Visit www.bifmedgehill. eventbrite.co.uk to book tickets.

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

Venue: Carillion, 2 Broad Street West, Sheffield S1 2BQ Contact: Visit tinyurl.com/ zehm6gx to book tickets or email Bob Rabagliati at bailiff@trinityestates.org.uk.

16 June | North West Group – Asset management best practice Mark Spilling, director at Assets 55 and the author of the BIFM Asset Management Good Practice Guide, and Tim Wright, head of asset management at Sodexo, discussing their journey with Astra Zeneca in being the first FM organisation to achieve ISO 55001.

Venue: Airbus, Chester Road, Chester, Cheshire CH4 0DR Contact: mark.a.whittaker@ integral.co.uk or visit bifmairbus. eventbrite.co.uk to book tickets.

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.

SOUTH REGION 29 June | Martin Pickard An evening of discussion on facilities management with Martin Pickard, winner of the 2015 BIFM Lifetime Achievement Award.

Venue: University of Brighton, Mithras House, Lewes Road, Brighton BN2 4AT Email: Ian Fielder at ian.r.fielder@ gmail.com.

27 July | Death by water A CPD training programme, which will focus on Legionnaires disease both from a medical and a legal compliance perspective. Current and future guidance on water hygiene control will be covered.

Venue: Sandford Springs Golf Club, Kingsclere RG26 5RT Contact: Email Ian Fielder at ian.r.fielder@gmail.com for more details or visit tinyurl.com/ zosyhtw to book tickets.

SOUTH WEST REGION 17 June | Energy, environment and sustainability The programme is set to include information on going carbonneutral – what you need to know; the BIFM 2016 Sustainability Survey feedback, waste management legislation overview; and introducing sustainable changes to the workplace.

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

SPECIAL INTEREST GROUPS 24 May | Women in FM – Ask the expert – people-centric workspace Speakers include Sanjeev Verma,

director of offices at Rolls-Royce; David D’Souza, head of London at CIPD; Debra Ward, MD at Condeco; and Colin Stuart, MD at Baker Stuart Consultancy.

Venue: Insightful environment studio - 29 Cloth Fair, London EC1A 7JQ Contact: Email bianca.angelico@ condecosoftware.com for more details or visit bit.ly/1T1ykJi to book tickets.

25 May | Workplace – Design Treasure Hunt A guided tour of Clerkenwell Design Week, coupled with a treasure hunt in the area.

From 5:45pm.

Venue: Garden of St James, St James Walk, Clerkenwell, London EC1R 0EA Contact: Email dan.pilling@maber. co.uk for more details or visit tinyurl.com/jscfmja to book tickets.

8 June | International – Impact of behavioural differences across Europe Jos van Dommelen of Fujifilm will be sharing the results of his master degree research on the differences and similarities in the way facilities are managed across Western Europe, probing the impact of cultural differences.

Venue: Central London Email: Claire Sellick at sellickc@aol.com for more details GOLF DAYS 14 June | London region Venue: Highgate Golf Club, Denewood Road, London N6 4AH Email: Don Searle at donsearle@ c22.co.uk 22 June | North region 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 30 June | South region Venue: Sandford Springs Golf Club, Kingsclere RG26 5RT Email: Dave Barratt at dave@barrettassociates.co.uk 30 June | Midlands region Includes a par-3 course and quiz.

Venue: Warwickshire Golf & Country Club, Leek Wootton, Warwick, Warwickshire CV35 7QT Web: www.tinyurl.com/h8s3jxo FM WORLD | 19 MAY 2016 | 41 www.fm-world.co.uk

12/05/2016 14:11

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

Parakeet menace in flats above shops is tamed by Cleankill PROBLEM Parakeets have been causing havoc in a large development of flats above the main shopping district in Feltham, Middlesex.

After a resident had complained about noises above their bathroom ceiling, Cleankill Environmental Services received an enquiry from the site manager and carried out an inspection.

Ring-neck and monk parakeet numbers have increased in recent years and are successfully living wild in London and the South-East.

Classified as agricultural and horticultural pests by Natural England in 2010, these birds do still enjoy the legal protection afforded to wild birds despite the fact they are becoming a menace in some places.

SOLUTION Cleankill’s bird experts investigated and discovered that parakeets were using the bathroom and kitchen air vents to enter the building. In some instances the vent covers had come off, at other points the parakeets had used their strong beaks to create large entry holes which make ideal nesting sites.

Once inside, the birds had chomped their way through the vent pipes. The priority for Cleankill was to make sure the birds could not enter the building.

OUTCOME Once Cleankill staff had established that the parakeets had finished nesting, staff arranged for a large cherry picker to be on site to allow easier and safe access to the vents. The

damaged plastic covers were then removed and new metal replacement vents were screwed into place. The parakeets will not be able to break through the metal vents.

The site manager has been asked to watch for parakeets creating entry points in other parts of the building and report it to Cleankill immediately.

T: 020 8668 5477 W: www.cleankill.co.uk

Evolution of a recycling bin proves a revolution

Mikrofill supplies plant upgrade at high school

National Library of Wales chooses Remeha boilers

PROBLEM

PROBLEM

PROBLEM

The Meridian recycling bin from Leafield Environmental was designed with the University of Greenwich to make recycling easier by separating mixed recycling and non-recyclable waste at source and using the design of the bin and its interchangeable lids.

During a dilapidation survey at Leasowes High School in Halesowen by Dudley Metropolitan Borough Council, the existing inefficient LPHW and HWS equipment was found to need upgrading.

Maintaining a consistent temperature is a critical requirement at the National Library of Wales in Aberystwyth to protect its valuable collections. So when the boilers in two plant rooms began to fail, the library was quick to act.

SOLUTION

The installation carried out by TDR Mechanical included 6No Ethos 130kW condensing boilers with a total modulation of 60 > 1 (780 > 13kW) that ensures the buildings heat load is accurately achieved at all times. The HWS requirement for the kitchen/main block is catered for by an unvented Extreme 500-litre loading cylinder capable of producing in excess of 2500 l/hr.

The 110-litre version was initially designed to offer mixed recycling and non-recyclables in one unit.

A triple lid was quickly introduced and further customised lids with a removable liquid reservoir.

OUTCOME Customers can reconfigure the bins to suit their changing requirements without buying more bins.

The Meridian range has evolved greatly since its introduction, resulting in a flexible waste collection and ‘segregation at source’ solution.

W: www.leafieldrecycle.com T: 01225 816 500 E: vince.wright@leafield-environmental.com 42 | 19 MAY 2016 | FM WORLD

42_Case in point.indd 42

SOLUTION

OUTCOME Leasowes High School thanked Mikrofill Systems and Dudley MBC for all their help, saying this had made a huge difference to the school.

W: www.mikrofil.com T: 03452 606 020 E: info@mikrofill.com

SOLUTION Contractor Aber Heating installed three Remeha Gas 310-500 Eco Pro boilers into the main boiler room and three Remeha Gas 610-1000 Eco Pro boilers into the bookstack boiler room where the collections are stored.

OUTCOME The high-efficiency Remeha boilers are meeting the brief for more reliable, resilient heating at the library, preserving its prized collections while maximising its energy and carbon savings for a step change in its environmental performance.

W: www.remeha.co.uk T: 0118 978 3434 E: boilers@remeha.co.uk www.fm-world.co.uk

12/05/2016 09:46

FM PEOPLE

MOVERS & SHAKERS

BEHIND

DATA

THE JOB

TOPIC TRENDS

NAME: Jason Romer JOB TITLE: Technical support for refrigeration ORGANISATION: Arcus Solutions

gas containment has recently been removed from my role and this has released time for me to take on other work, which has been a benefit.

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

Definitely energy usage. Refrigeration consumes a huge amount of energy, and I believe it is time that more large fridges have doors on them to increase efficiency.

OUR INTERVIEWEES RATE THE IMPORTANCE OF CURRENT FM TOPICS OUT OF 10. HERE, WE HAVE SHARED THE CONTRAST BETWEEN WHAT FACILITIES MANAGERS ARE FOCUSED ON IN 2015 AND 2016 (SO FAR).

Buying in / speccing up FM services

7

6

2016 AVERAGE 2015 (TO DATE) AVERAGE

Any interesting tales to tell?

Brief description of the job and key responsibilities:

I’m a refrigeration technical support technician.

My key responsibilities are to provide support to refrigeration teams in the field both locally on site and remotely over the phone.

A few years ago I decided to build my own heat pump boiler and as a result, I don’t use gas anymore. It’s been a great success and the hot water and radiators have been running off it since.

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

A physics teacher.

I have previously worked in similar roles and enjoy Which “FM myth” would you most like to put helping others, so this element of the support an end to? function appealed to me. By assisting the team You can’t make something in overcoming challenges, I also out of nothing. While this is develop my own knowledge and WHAT SINGLE PIECE strictly true, a heat pump can understanding, which maintains OF ADVICE WOULD be 350 per cent more efficient my interest.

YOU GIVE TO A YOUNG than other technologies, so FACILITIES MANAGER My top perk at work is… we can turn 1kW of electricity STARTING OUT? Being able to help lots of people into 3.5kW of heat, which is “Make the most of the wealth in many ways on a daily basis. technically more for less. of information available on the

Working on initiatives to ensure compliance

9

5

What attracted you to the job?

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

internet as a starting point”

When I first set out in my career, I wanted to be a radio officer in the Merchant Navy, but fate had other plans. I found my skill set suited the needs of refrigeration technical support and I’m pleased with the path I’ve followed. It’s great to work in such a fast-paced industry.

What has been your biggest career challenge to date?

I enrolled on an adult teacher training course. This was completely out of my normal comfort zone.

However, it meant I learnt a lot about myself and the way others think and learn, which was really beneficial.

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

I sometimes find it a challenge to delegate, so there aren’t any responsibilities I’d particularly willingly give up. However, a regular meeting on www.fm-world.co.uk

43_Behind the Job.indd 43

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

Energy efficiency has been the focus and this has led to the use of some complex electronic controls.

This has meant that those FMs who specialise in refrigeration, like myself, who were once mechanically biased engineers, have had to evolve and widen their skill set to become electrically biased instead.

And how will it change in the next five years?

There will be a greater focus on carbon reduction with the development of new refrigerants, which will do less damage to the environment and consume less power. I also believe heat pumps will increasingly replace gas boilers, so the technologies FMs will be working with will constantly evolve.

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

Working on energy efficient initiatives

8 8

Adapting to flexible working

7

7

Maintaining service levels while cutting costs

9

9

Organising training for the FM team

9

7

FM WORLD | 19 MAY 2016 | 43

12/05/2016 09:46

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

Manpower Group Solutions in partnership with the Defence Equipment & Support (DE&S) is recruiting a new Contract Delivery Management team and these roles will be responsible for independently analysing and reporting current and historical data from the supplier, contractor and other appropriate sources, to understand programme/project performance and to inform decision making, supporting the Submarine Build teams at the shipbuilders’ yard in Barrow-In-Furness, Cumbria.

Ideally, you will have extensive knowledge of, and skills in, working on complex and high value projects; monitoring and estimating forecast costs, identifying supplier performance issues and areas for improvement, and providing options on risk and cost growth mitigation or prevention.

Contract Performance Manager Ref: CPM. £53k + bens + discretionary relocation assistance available

Programme Analyst Ref: PPA. £53k + excellent bens + discretionary relocation allowance

Business Analytics & Intelligence Specialist Ref: BA2. £42k + excellent bens+ discretionary relocation allowance

Commercial Analyst Ref: CA2. £42k + excellent bens+ discretionary relocation allowance

Financial Analyst Ref: FA2. £42k + excellent bens + discretionary relocation allowance

Supplier Strategy Manager Ref:SSM. £42k + excellent bens + discretionary relocation allowance

To be considered for these unique and exciting opportunities (which have a strong option to become permanent) you will be required to be a UK National and will need to undergo security clearance, so if you fulfil the criteria and are interested in the above roles, please send your CV to nigel.smith@manpower.co.uk quoting the appropriate job reference.

Manpower MOD.indd 1 44 | 19 MAY 2016 | FM WORLD

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12/05/2016 10:11

London Opportunities Technical Facilities Management Consultant Central London • £40,000 - £50,000

Assistant Regional Facilities Manager North London + Home Counties • £30,000 - £34,000

A leading FM consultancy seeks an experienced Technical FM Consultant to join its successful team. You will be responsible for the delivery of high quality Technical FM consultancy to its clients in the UK. Key consultancy outputs will be related to meeting the requirements of the clients in relation to FM and to maintaining positive and profitable client relationships. You will be degree qualified and able to demonstrate strategic and operational technical FM knowledge from a managed service role or a specialist technical consultancy role with an ability to conduct technical design reviews.

Our client prides itself on the tailored and specialist Facilities Management service it delivers to its occupiers. This company is seeking a talented industry professional who is looking to develop their FM career. Covering a portfolio of commercial properties, under the guidance of an established and market-leading team, you will deliver total facilities management solutions, whilst building lasting relationships with your tenants and other key stakeholders. Ideally IOSH qualified, you will have industry experience that will act as the foundation from which you grow within this values-driven business.

Ref: CS1267291

Ref: DTa1267500

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

The power of people

Western Health and Social Care Trust • Assistant Director Facilities Management Salary: £54,998 - £67,805 per annum pro-rata (currently under review)

For an immediate permanent, full-time vacancy, based at Altnagelvin Hospital, Glenshane Road, Londonderry, BT47 6SB. The Western Health and Social Care Trust has a turnover of £600m and the Facilities Management Department are responsible for circa £35m revenue spend and £6m capital spend annually.

This post is a key management role and will be expected to continue to build and develop a wellestablished Facilities Management function.

This is a senior post, reporting directly to the Director of Performance and Service Improvement (PSI), and part of the senior management team of the PSI

directorate. The post holder will manage a team of professional staff including Estates, Support Services and Business Management.

The post holder will work closely with the Senior Trust team and all other stakeholders both internal and external to deliver a high quality responsive service.

The Trust is seeking an individual with experience working in a Facilities Management environment in a senior management capacity, with strong leadership and operational management skills.

It is anticipated that interviews will be held on 15th June 2016.

Ref No: 74216046

Closing date: Friday 3 June 2016 at 3.30pm For full criteria and job description please visit http://v2.hscrecruit.com and apply online.

WE ARE AN EQUAL OPPORTUNITY EMPLOYER

jobs.fm-world.co.uk

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12/05/2016 10:11

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 FACILITIES MANAGEMENT AWARDS 2016 What The BIFM's Facilities Management Awards, supported

by Carillion, have been crafted and evolved to draw out the value and impact that FM has on business and society. With the deadline for entries fast approaching, here are two of the categories FMs and teams can enter.

Brand Impact This category recognises forward-thinking organisations which set brand at the core of their strategy. Judges

are seeking evidence of how an FM initiative or project has enhanced a company's brand.

Learning and Career Development This category is open to FM teams and organisations from any sector which can demonstrate the great contribution that learning and career development has made.

Judges are looking for FM teams and organisations who have shown commitment to developing

the knowledge and skills of their people.

More information about the BIFM Awards – including past winners, what judges look for in entries and details on how to enter – is available at www.bifmawards.org The deadline for entries is Friday 27 May, with the exception of the Lifetime Achievement Award, which has a deadline for nominations of 29 July. Finalists are to be

announced in August, with winners revealed at the Awards ceremony on 10 October in London.

BIFM SUSTAINABILITY IN FM SURVEY What The BIFM's Sustainability 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. The research is to cover energy and waste management, as well as focusing on the supply chain’s role in how services are delivered.

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 This survey closes on 20 May. The results will be published in due course.

BIFM WEBINARS What The BIFM has released an Operational Readiness Guide, tying in with the RIBA Plan of Works 2013. Following its release, BIFM staged 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 is designed to fit with the Royal Institute of British Architects’ Plan of Works. The hour-long webinars are available to view on demand after the broadcast.

Part 1: Stages 0-4: tinyurl.com/BIFM-OP-EF-Web1 Part 2: Stages 5-7: tinyurl.com/BIFM-OP-EF-Web2 The webinars are available to register and view on demand.

ISTOCK

IN THE NEXT ISSUE OUT 9 JUNE

FEATURE: THINKFM 2016: THINK PRODUCTIVITY – ALL THE HIGHLIGHTS AND REACTIONS FROM BIFM'S ANNUAL CONFERENCE /// MODERN SLAVERY ACT 2015 – WHAT FMS NEED TO KNOW /// WORKING AT HEIGHT – BEST PRACTICE /// EMERGENCY LIGHTING – UNINTERRUPTIBLE POWER /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

46 | 19 MAY 2016 | FM WORLD

46_Call to action.indd 46

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