FM World 9 June 2016

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 9 JUNE 2016

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THE STODDART REVIEW

Measuring how the workplace affects the bottom line

PRODUCTIVE MEETING ThinkFM 2016: speakers including Bridget Hardy put a premium on productivity – and how FMs can influence it

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VOL 13 ISSUE 11 9 JUNE 2016

CONTENTS

07| High-tech but unhappy?

13| Mitie reports growth

38| BIFM Leaders Forum

NEWS

OPINION

FEATURES

06 Hospitality sector must ‘wage war on food waste’ 07 A month of change ahead for FM World 09 Empowerment ‘improves productivity’ 08 Project of the fortnight: District heating network at University of Northampton 10 News analysis: Councils must learn to fully embrace social value duties 12 Business news: Graeme Davies: Is building tide about to go from gush to trickle?

13 KBR wins the first government ‘single supplier’ contract 14 In focus: Bob Taylor, CEO of OCS UK, on adapting to a changing facilities management industry

18 Simon Francis praises the willingness of FMs in the higher education sector to share knowledge

MONITOR 43 How to: Reducing food wastage 44 Technical : Wall covering maintenance

REGULARS 46 49 50 51 52 54

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

21| ThinkFM thoughts

21

FM’s productivity profile: BIFM’s 2016 conference focused on how FMs aid productivity in their teams and end-user client colleagues

24

Marginal gains in F1: Former McLaren F1 mechanic Mark Priestley explains how marginal gains boosted the team’s productivity

31

No bells and whistles, just make it work: How GlaxoSmithKline’s vision to help its patients has been co-opted to support its global FM services

34

Plugging the productivity gap: The Stoddart Review, inspired by the late Chris Stoddart, seeks to highlight the true value of the workplace

38

Leaders’ Forum: Providers of FM services claim there is an ongoing skills shortage among practitioners – so what skills are we short of?

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MARTIN READ

EDITOR COMMENT

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

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n 2008, when conceding defeat in her campaign to become the Democratic Party’s nominee for US president, Hillary Clinton gave a speech. Despite an energetic campaign, Clinton had been pipped at the post by the (then) fresh-faced junior senator from Illinois, Barack Obama. What was remarkable, and for many so frustrating, was how unbearably close Clinton had come to becoming the first woman nominated for the office of president by either of her country’s two principal political parties. Even those siding with Obama’s candidacy would have been impressed with her words at the time.

“Although we weren’t able to shatter that highest, hardest glass ceiling this time, thanks to you, it’s got about 18 million cracks in it, and the light is shining through like never before.”

Stirring stuff. And indeed, wholly appropriate in the circumstances; the phrase ‘glass ceiling’ – traditionally applied to women prevented from rising beyond a certain level in a hierarchy – has become all too familiar since its first reported use in the 1970s. In 2008, the US came thrillingly close to breaking it with the most important elected office in the world.

But glass ceilings aren’t just about a bar to female participation in an organisation’s higher echelons. It’s a powerful phrase often used to describe situations in which conventional policy excludes the involvement of otherwise suitably qualified individuals for no better reason than historical precedent.

I recently spent an enjoyable hour or two in the company of a facilities manager whose role in her company is something a bit special. No names, no pack drill (please keep an eye out for her story in a forthcoming edition), but a few years ago this particular FM was made a partner in her organisation – a co-ownership status afforded to around a sixth of the company’s employees.

Partner status such as with this firm (in the financial services arena), typically means an equity stake, and in this case it was a first for the FM function. The effect?

The providers of facilities services taken seriously, their importance better understood by all who use them.

Much is spoken by those who bemoan the lack of an FM functioning “at board level”, and, to be clear, this isn’t what’s happening here. (Our FM does, however, report in to the organisation’s chief operating officer.) But what partner status achieves is to show to others how FM can be delivered by someone at the same level as providers of other mission-critical functions. Those with partner status also get a sense of ownership of their businesses – because they literally do have a degree of legal ownership of them. The glass ceiling? It’s one way of avoiding it all together.

There’s something to be said about focusing in on how the FM function is accepted, respected and positioned when matched against a range of different forms of company structure, and perhaps that’s the cue for a specific research programme. For now, it’s worth reflecting on the possibilities such models offer for advancing FM’s status within organisations.

I

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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

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FM NEWS

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WASTE MANAGEMENT

GETTY

Hospitality sector must ‘wage war on food waste’ Around £3 billion worth of food will be wasted by the UK food service and hospitality sector this year.

Research by food waste prevention experts WRAP says this is £2.5 billion up from 2011.

The report, Quantification Of Food Surplus, Waste And Related Materials In The Grocery Supply Chain, funded mainly by the UK Government’s Department for Environment Food & Rural Affairs (Defra) and the Welsh Government, is the most comprehensive review of surplus food and food waste from UK food manufacturers and grocery retailers.

It says action to stop more perishable food waste could save businesses £300 million a year.

As a part of this, BaxterStorey is working with a UK supplier to help eradicate its wasted asparagus crop and continue the battle against food waste in the hospitality sector.

Watts Farm in Kent and Essex supplies supermarkets, food service providers, restaurants, and farmers’ markets with around 70 different fruit and vegetable products.

Last year, Watts Farm produced 36 tonnes of good asparagus, but 15 per cent of this did not meet the specification required and was graded as waste. Uneven asparagus is graded as class two or three, and much of this produce is ultimately used as compost.

Matt Hay, chef director at BaxterStorey, said: “Asparagus is an extremely versatile ingredient, celebrated by chefs throughout its short season. We have created a series of recipes to inspire our chef teams when using asparagus, proving it does

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not have to be class one to be delicious.”

The team will also take some of the farm’s asparagus trimmings, which are routinely wasted.

These will be the basis of a range of fresh soups, stocks and sauces making this expensive seasonal ingredient more affordable for many businesses.

Hay added: “We hope offering an alternative to class one asparagus will help fight the war on food waste and encourage people to love all fruit and vegetables, no matter what their shape or size.”

FLEXIBLE WORKING

Home working up by a fifth in 10 years The number of employees who say they usually work from home has increased by a fifth (19 per cent) over the past decade, according to analysis published by the Trades Union Congress (TUC).

The research shows that nearly a quarter of a million (241,000) more people work from home than did 10 years ago.

The biggest growth in regular home working has been among women employees, with 35 per cent (157,000) more working from home in 2015 than in 2005.

But men still account for the majority of home workers – 912,000 regularly worked from home by 2015, compared with 609,000 women.

Older employees are more likely to work from home, with 454,000 in their forties and 414,000 in their fifties home-working.

The South-West has the highest proportion of home workers in the UK (one in 12), followed by the East of England (one in 14),

and the South-East (one in 16).

By contrast, Northern Ireland has the lowest proportion of home workers – just one in 48 employees regularly works at home.

The industries with the highest shares of home workers are IT, agriculture, and construction.

The TUC says that despite the increase in home working over the past decade employers are not keeping up with demand.

Government research shows that another four million UK workers

would like to work from home for at least some of their working week, but are not given the chance.

There are many benefits to home working, says the TUC, provided that it is properly managed.

Home working is also an important way for disabled people to access the labour market.

About 160,000 people with a disability currently work from home. www.fm-world.co.uk

02/06/2016 14:51

A MONTH OF CHANGE AHEAD FOR FM WORLD

Ne lauw iss Ju nch ue ly 2 es 016

O

ver the course of the last six months, you’ll have seen our many calls for you to talk to us about FM World in all its guises, letting us know what it is you want from your members’ magazine. It’s a research project that has yielded a huge depth of response, and we’re very grateful to all who took the time and trouble to take part. FM World is an important part of our strategy as an Institute to provide the very best information, insight and to facilitate information exchange between practitioners, subject matter experts and opinion formers.

The results have given us a clear picture of how we should adapt the title to your needs, and I’m delighted to announce that you will see the first fruits of the project in July with a refreshed and reinvigorated FM World magazine that will now be a bigger, monthly publication. The magazine will also look and feel different, with new content layouts, visual approach, and formats to help portray the vibrancy of the profession and the sector.

It will reflect your feedback for more ‘how to’ content, advice and guidance, with concise one-page guides, and examples in practice. In addition to the technical know-how there will also be more on people management and career skills. Case studies, interviews and hearing from sector opinion formers and peers also came through strongly from you, with career development as a cornerstone throughout. You will also see a fresh approach to analysis of news in the magazine.

The way you now digest content and want to consume it has also informed the work with the desire for clear sectioning to enable you to flick through and jump to the parts you want to read. There was a greater desire to consume some content online rather than through print, with less time to sit and read, but with print still being a highly valued medium. Essentially, it’s variety to enable you to access valuable content as and when it suits whether it be online, print, through quick snippets, but also the provision of more in-depth or ‘longer reads’.

Allied to the introduction of the monthly title will be further online activity in support of and in addition to the magazine’s content. There will be a refreshed online presence and once the changes to the print title are made, we’ll be focusing on further developing FM World’s newly expanded role online. In both cases, our aim is to give you better and more focused analysis, insight, and information.

So you’re holding in your hands the final fortnightly edition of FM World. The next magazine you’ll receive will be the launch of our first monthly edition of FM World, dated July 2016. You can still inform its development over the coming weeks and we’ll be refining it after launch too so we welcome your feedback and ideas. Just email editorial@ fm-world.co.uk if you want to help shape it.

James Sutton CEO of BIFM

visit fm-world.co.uk/comingsoon www.fm-world.co.uk

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FM NEWS

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

SMEs need more support to win state contracts

DISTRICT HEATING NETWORK AT UNIVERSITY OF NORTHAMPTON CONTRACTOR: Vital Energi DETAIL DESIGN & CONSTRUCTION: MCW PROJECT COST: £1.25 million CONTRACT TIME: 35 weeks

UNIVERSITY OF NORTHAMPTON

Energy centre for uni campus Vital Energi has completed the 1,600m district heating network that will carry low-carbon heat and hot water throughout the University of Northampton’s new £330 million, 58-acre Waterside Campus.

The £1.25 million design-and-build contract was scheduled for 35 weeks and Vital Energi is responsible for delivering the district heating network and other utilities including high-voltage cabling, cold water and gas pipework.

Contracts director Steve Webster said: “This is a major development for the area, so it is fantastic to see that the university have put district heating at the heart of their energy infrastructure, creating a low-carbon, efficient network which can deliver green heat and hot water for decades to come.

“It is encouraging to see a brownfield site, which housed a power station and cosmetics factory, transformed into a vibrant and bustling campus and we are delighted to have worked in partnership with the university to deliver the multi-utility infrastructure behind it.”

The campus, being built by Derbyshire-based contractor Bowmer & Kirkland, is scheduled to open in September 2018.

It will provide state-of-the-art academic facilities for 15,000 students, residential facilities for 1,200 students as well as leisure facilities.

Bob Griggs, project director at the University of Northampton, said: “Developing the university’s commitment to our sustainability agenda and environmental infrastructure has been a key factor in the development of the university’s Waterside Campus, working with Vital Energi we have a sustainable, future-proof heating network which will service the campus well.”

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Small and medium-sized enterprises (SMEs) are not necessarily better able to compete with larger providers or get any more business than before the government set a target to encourage greater procurement of the sector’s services in 2010, says a public accounts committee (PAC) report.

The report, Government Spending with Small and Medium-sized Enterprises, says that in 2010 the government set itself a target for 25 per cent of government procurement spending to reach SMEs by 2015.

It has reported progress against this target each year since then, but it is not clear whether SMEs are better able to compete with larger providers or whether they are actually getting any more government business than before.

The centre of government, led by the Cabinet Office and the Crown Commercial Service, has introduced several initiatives to remove barriers to SMEs doing business with government. But, says the report, “momentum has been lost with some initiatives stalling or stopping altogether and the centre needs to reinvigorate its approach”.

The committee recommends that the centre should move from a generic approach of lifting barriers to a more focused approach by helping departments to identify particular areas of government business where SMEs can bring the most benefit. It needs to fill key posts so that SMEs have a strong voice in government to raise concerns about barriers and make sure that all public sector contract opportunities are communicated properly.

Mobility in ABW is critical to productivity Workers who embrace activity-based working (ABW) report much higher levels of workplace productivity (66 per cent) and pride (82 per cent) than static workers, according to a study of more than 70,000 employees.

The Leesman study also reveals a clear and dramatic increase in satisfaction levels with creative (22 per cent) and collaborative (21 per cent) tasks in activity-based work settings – but only when mobility is adopted.

The study says 66 per cent of employees who use workplaces designed for ABW in an activity-based way say their workspace enables them to work productively, compared with the 43 per cent anchored to workstations.

But 73 per cent of workers within activity-based environments perform most, if not all of their tasks in the same location, despite the variety of workspaces that are open to them.

The study, conducted in partnership with IFMA Sweden and financially supported by Tenant and Partner Sweden, shows a high level of ‘employee inertia’. The data suggests that this apparent inability to adapt to surroundings designed for working in an activity-centric way could be crippling the productivity gains client organisations thought possible.

Queen’s Speech fails to address productivity Measures outlined in the Queen’s Speech on 18 May did not go far enough in dealing with productivity, say workplace experts.

The speech included legislation such as a Modern Transport Bill, a Digital Economy Bill, Neighbourhood Planning and an Infrastructure Bill.

But Ben Willmott, head of public policy for the Chartered Institute for Personnel and Development (CIPD), said: “Given that the UK’s productivity is continuing to stagnate, it’s hard to understand why improving workplace productivity doesn’t seem to figure in the government’s priorities.”

Willmott said that improving productivity is the key driver to increasing wages and building stability for long-term economical success.

He said: “Businesses, particularly small firms, need more support from government to help them improve workplace practices that can unlock productivity improvements.

“Furthermore, we need an economy that creates more high-skilled jobs and a strategy to achieve this. The UK has the second highest level of over-qualification in the OECD, suggesting that making use of existing skills in the workplace through better leadership and people management, as well as job design, is just as important as increasing the supply of graduates.” www.fm-world.co.uk

02/06/2016 16:01

NEWS

BRIEFS Man U slip shows security gap

Empowerment ‘improves productivity’ There is no evidence that ‘Googlestyle’ high-concept office designs increase employee wellbeing, says occupational psychologist Dr Craig Knight.

Knight, a research fellow at the University of Exeter, was speaking at May’s Clerkenwell Design Week at the premises of office design company Frem in London.

He said high-design offices are often seen as a shortcut to making employees happy and more productive, but there was no evidence this actually works. The way to improve staff performance and wellbeing is to give them the

responsibility to decide on how their environment looks, rather than impose it on them.

He cited a study by Kimberly Elsbach that showed people’s sense of identity is diminished when they are moved to workstations with no personal objects. “These changes have an emotional impact,” he said.

He then showed results of a study in which his team measured how people performed in tests when in different styles of workplace. He measured some “wellbeing characteristics”, such as ease of concentration memory,

comprehension and aptitude for work-related tasks.

The team found that against every metric, people performed much better in an ‘empowered space’. Performance was also improved in enriched spaces, but in the ‘compromised’ and ‘lean/ bare’ spaces, performance was far worse. He and his team concluded that people who are empowered to influence the design of the workplace perform better across all the productivity and wellbeing metrics they measured.

“You can’t have a workforce that is too happy,” he concluded.

FM sector upbeat about Middle East promise

respondents recognise that fluctuations with the economy could affect their businesses, 54 per cent cite market competition as the biggest challenge. Rivalry is being driven by a growing number

of FM companies in operation.

The number of people working in FM is also set to grow. Fiftyseven per cent of respondents expect their workforces to increase over the next 12 months.

A sustained government drive to create smart cities in the region is set to intensify the pressure on FM providers to deliver innovative approaches. And 51 per cent of respondents expect to see growth in investment for research and development – a 4 per cent increase from 2015, while 36 per cent of respondents believe investment in research and development will remain steady.

Wilkinson takes City post The City of London Corporation has appointed Paul Wilkinson to the role of City of London Surveyor. He replaces Peter Bennett, who is retiring after holding the position since 2008.

Bennett expanded the scope of the role, which now combines the fund management of a major central London commercial property portfolio of 600 buildings.

Currently, Wilkinson is the director of property and FM at the University of London. Before this, he was head of property and facilities at global insurer Aviva. He takes up his new position with the City of London Corporation in October.

Green group’s 5 energy tips Adopting a simpler metric target for measuring energy use is one of five key steps recommended to tackle the gap between building design and building performance, says a report by the UK Green Building Council (UK-GBC).

The report, put together by a task group of representatives from across the industry, also states that more collaborative working between players was required.

To see the task force’s recommendations in full, go to: tinyurl.com/fmw0906-gbc-tips

SHUTTERSTOCK/ALAMY

The FM sector in the Middle East is optimistic about prospects for growth this year, according to research conducted by the British Institute of Facilities Management (BIFM).

The FM Business Confidence Monitor of the Middle East surveyed professionals in the region and found that 59 per cent describe the outlook of the FM business environment as “positive” or “very positive”, and over half (57 per cent) expect it to improve over the next 12 months.

The research was conducted with i-FM.net and FM EXPO. Although 56 per cent of

The Manchester United evacuation reinforces the need for national standards in search dog handling and training exercises, said David Ward, managing director of Ward Security.

He described the emergency evacuation at the 76,000-seater Old Trafford stadium as a “farce” and called for all dog-handling service providers to be independently audited.

A fake bomb had been left in a toilet at Manchester United’s home ground after a security training exercise.

Ward said: “This event shows that we need nationally approved governing standards covering the use of explosive search dog handlers and search teams.

This will ensure the correct policies and procedures are in place to ensure training exercises are carried out and recorded properly.”

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FM NEWS ANALYSIS

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SOCIAL VALUE

Councils must learn to fully embrace social value duties

How UK councils are using the Social Value Act in procurement Freedom of Information requests were submitted to 353 English councils between February-April 2016: 306 replied – an 87% response rate

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Embracers: 14 per cent – those councils that apply it frequently to contracts Adopters: 19 per cent – those councils that mention social value in procurement or apply it more widely than threshold Compliers: 45 per cent – those councils that mention it in procurement but do not apply it widely Bystanders: 32 per cent – those councils which operate without a social value policy, not in procurement and not applied Labour-run Manchester City Council applies social value across all its contracts

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

English councils are now more likely than ever to consider social value in commissioning, according to research published last month.

The Public Services (Social Value) Act came into force on 31 January 2013. It requires people who commission public services to think about how they can also secure wider social, economic and environmental benefits.

But Procuring For Good*, published by Social Enterprise UK, reveals that only one in three councils in England “routinely considers social value in their procurement and commissioning,” and one quarter of councils have a social value policy.

But it also concludes that the Social Value Act “lacks teeth” and that asking public sector bodies only to consider social value doesn’t go far enough.

It goes on to say: “The barriers to greater adoption will only be overcome by legislative changes to strengthen the act”.

Although one in seven councils

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is “fully embracing” social value by applying it frequently to contracts, 22 per cent are “bystanders” operating without a social value policy. Smaller district councils are less likely to consider social value than larger ones.

A third (32 per cent) of district councils fall into the bystander category; these are the ones making little or no use of the Social Value Act. The report finds that social value is “overwhelmingly” seen to lie within the remit of the procurement team.

Advocacy needed Some of the report’s recommendations include advocates needing to demonstrate to councils how a social value

approach is routinely being used to deliver better services and value for money.

The report also calls for the government to make legislative change because the guidance so far has “proved insufficient”.

Time and resources-strapped commissioners and procurement teams needed better information and more consistent training on social value to help them understand the opportunities of the act, adds the report.

More research There is also “scope for much greater research and formal evaluation of how successfully councils are applying the act to meet their policy aspirations” and “the extent to which councils are

“The report finds that social value is “overwhelmingly” seen to lie within the remit of the procurement team”

tracking social value clauses in contracts”.

Peter Holbrook, chief executive of Social Enterprise UK, said: “This research shows that where the will exists, councils in England are using the act to embed social value into the way they communicate – in many cases going beyond its obligations to creative positive change in their communities.”

He added: “This is a credit to the procurement teams driving this agenda; they are unsung heroes.”

Chris White MP, whose Private Member’s Bill led to the Social Value Act, said: “Despite substantial progress, there is still a way to go before all councils are making full use of the changes to commissioning that the act makes possible.”

White added that the report “helps strengthen the case for a wider implementation of the act, and also the potential that could be achieved by its extension”. i * Procuring For Good was compiled from Freedom of Information requests sent to all local authorities in England

www.fm-world.co.uk

02/06/2016 16:02

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.

PLANT HIRE 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.

THE PLANT HIRE MARKET GREW BY ABOUT 5% IN 2015, WITH A 3% GROWTH FORECAST FOR 2016. IT IS VERY COMPETITIVE AND DIVERSE, WITH EQUIPMENT RANGING FROM DEHUMIDIFIERS TO EXCAVATORS. THE MARKET IS FORECAST TO SEE MODEST GROWTH OF 9% IN 2017-2020, WITH DEMAND FROM UTILITIES, TRANSPORT, AND HOUSE BUILDING.

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

Consumer Price Index (CPI): The CPI rose by 0.3 per cent in the year to April 2016, down from 0.5 per cent in the year to March.

From late 2015, the rate began to increase gradually from close to zero. The drop in April 2016 is the first fall since Sep 2015. Falls in air fares and prices for clothing, vehicles and social housing rent were the main contributors to the decrease in the rate.

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)

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

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11_Insight.indd 41

CONSTRUCTION ACCOUNTS FOR 2/3 OF PLANT HIRE AND PERFORMANCE FOR 2007-15 REFLECTS THE VOLATILITY OF THIS SECTOR.

THE PRIMARY DRIVER IS THE PERFORMANCE OF SECTORS USING THE EQUIPMENT: E.G. PLANERS, PAVERS AND ROLLERS DEPEND ON THE LEVEL OF HIGHWAY ACTIVITY, AND FORKLIFT HIRE IS INFLUENCED BY DISTRIBUTION & WAREHOUSE ACTIVITY. THE WEATHER AFFECTS HIRE OF EQUIPMENT SUCH AS PUMPING AND CLIMATE CONTROL. INFRASTRUCTURE IS THE MAIN USER. OTHERS ARE HOUSE BUILDING, OFFICES, EDUCATION AND INDUSTRIAL SECTORS.

EARTH-MOVING EQUIPMENT REPRESENTS THE LARGEST SECTOR – 35% OF HIRE VALUE. SOURCE: AMA RESEARCH

PANELISED MODULAR BUILDING SYSTEMS MARKET 2016-20

YOUNG PEOPLE NOT IN EDUCATION, EMPLOYMENT OR TRAINING: MAY 2016

Panellised modular building systems typically consist of pre-fabricated, two-dimensional frames or panels in systems for constructing walls, partitions, roofs and floors, supplied to sites in flatpack form. Some systems, particularly light steel frame, are supplied in ‘stick’ form and/or direct to manufacturers of volumetric building systems. The main type is timber frame, competing with lightgauge steel, precast concrete and other wood-based panels.

Following a fall in demand between 2008 and 2012, call for offsite building systems is now growing as activity in the house building, hotel, student accommodation and education sectors has increased. In 2015 market growth was around 10 per cent compared with the previous year. But the tough market led to a number the sector’s players suffering business failures, reducing the level of production.

Up to 2020, the market should see sustained recovery enhanced by the now-mandatory use of Building Information Modelling on public sector projects and an increase in use of offsite systems in SOURCE: AMA RESEARCH house building.

In May there were 865,000 people aged 16 to 24 in the UK who were not in education, employment or training (NEET), an increase of 2,000 from Oct-Dec 2015 and down 69,000 from a year earlier. The percentage of all those who were NEET was 12 per cent, up 0.1 percentage points from OctDec and down 0.8 percentage points from a year earlier. About half of all NEETs were looking for work.

People aged 16 to 24 not in education, employment or training as a percentage of all people aged 16 to 24, seasonally adjusted 18 17 16 15 14 13 12 11 JAN-MAR 2011

JAN-MAR 2012

JAN-MAR 2013

JAN-MAR 2014

JAN-MAR 2015

JAN-MAR 2016

For Jan-Mar 2016, there were 58,000 people aged 16 to 17 who were NEET, down 9,000 from Oct-Dec 2015 and up 7,000 from a year earlier. There were 808,000 people aged 18-24 who were NEET, down 6,000 from OctDec 2015 and down 75,000 from a year earlier SOURCE: LABOUR FORCE SURVEY, OFFICE FOR NATIONAL STATISTICS

FM WORLD | 9 JUNE 2016 | 11

02/06/2016 17:49

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

ANALYSIS

Is building tide about to go from gush to trickle?

GRAEME DAVIES newsdesk@fm-world.co.uk

It has often been said that one can gauge the health of the economy of a city by looking at how many cranes are on the skyline at any one point. If that is the case then London’s economy has never been healthier. It is almost impossible to look anywhere in the capital at the moment without the view being blighted by a metal monster soaring above a construction site.

This impression was confirmed in May by the publication of the latest semi-annual Deloitte London Crane Survey, which found that over the six months to the end of March a record 51 new office developments had broken ground in central London, the highest number since Deloitte started the survey 20 years previously.

At first glance this would appear to be great news for FM companies, given that they hang

on the coat tails of the commercial property industry and would expect to be able to bid for lucrative FM contracts once the projects are completed. But are there only sunny uplands ahead or are there clouds on the horizon?

Taking London in isolation, the short-term picture looks rosy indeed as London continues to build and rents also continue to rise to eye-watering levels. But we have been here before. Some commentators are beginning to suggest that the economic expansion post-recession may have peaked in the UK, citing recent GDP figures and projections for the coming quarters and property has always been a cyclical beast. Typically, in previous cycles construction activity has often peaked just as demand begins to wane, and should the UK vote for a Brexit in the referendum it could merely accelerate the slowing in

Contract wins

NEW BUSINESS Sodexo has extended its catering and conference contracts with Dundas Castle in West Lothian, Blair Castle in Perthshire, and Discovery Point in Dundee. The company’s 16-year partnership with Dundas Castle, worth £2.4 million, has been renewed for another three years. Sodexo will continue to provide conference and banqueting for exclusive use at the five-star wedding and events venue.

Welsh-based Weston Facilities Management Group has signed a national security contract with integrated services provider Speedy Services. The firm’s chairman is Simon Weston CBE, the Falklands War veteran. Weston FM is to provide a full range of security services, including 12 | 9 JUNE 2016 | FM WORLD

12-13_BusinessNews.indd 12

security dog units and front-of houseoperatives, to Speedy Services’ sites across the UK. Waste management and sustainable waste services provider GPT Waste Management has won a seven-year contract with Sodexo to carry out all waste management at the Royal Botanic Garden Edinburgh (RBGE).

RBGE is a world-renowned scientific centre for the study of plants, their diversity and conservation and is a popular tourist attraction.

Churchill has announced a new partnership with Pentagon Motor Group to clean at the car dealership’s 16 sites across the north of England.

Churchill is carrying out cleaning

operations in the car showrooms, public lounge areas and on-site offices, including Pentagon’s head office in Barlborough, Derbyshire.

Building support services company Arthur McKay has won a contract with the London Borough of Croydon. The five-year hard services contract, with an optional two-year extension, covers a portfolio of about 250 properties including council offices, Croydon library, leisure facilities, civic amenities, community centres and parks/ recreation areas.

Education caterer Pabulum has gained 27 new contracts worth £15 million over the course of the past 12 months.

Among the new business wins is the Tetherdown Consortium, which includes nine primary schools in North London. The new three-year contract is worth £3.3 million and will see the firm catering for more than 3,300 pupils and staff.

OCS has been awarded a six-year contract to provide catering, vending and hospitality services for North West Regional College in Belfast.

demand for office space. And even without a damaging ‘leave’ vote, some think demand may well be peaking anyway.

In past cycles developers have speculated right up to the peak then found themselves left with empty or underused office stock on their hands, often with damaging consequences financially.

With the volume of new projects up by 25 per cent in the past six months and more than doubling in the past 18 months, could we be approaching just such a point?

True, 42 per cent of the new space under construction has already been let, but the current rash of construction will not complete before 2018 and the state of the economy in two years’ time is uncertain, to say the least. In the meantime, while London will be well served for gleaming new high-end office stock, surveys suggest that the amount of affordable office space for small to medium enterprises has shrunk considerably as older offices are taken offline or refurbished and this could stifle the growth of this sub-sector of the London economy.

And the picture outside the capital is potentially less rosy.

Outside of the ‘golden triangle’ around London’s northern fringes and out to Cambridge and Oxford, commercial development in the regions is patchy, with pockets of activity in major urban centres such as Birmingham, Leeds and Manchester contrasted with less activity elsewhere.

On the face of it, construction is enjoying a boom now and in the long run this should see benefits flow through to the FM sector.

But past cycles suggest the road may not be paved with gold, and FMs should be as wary as their construction-led clients not to get carried away in the euphoria and over-extend themselves too.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

02/06/2016 11:55

KBR wins the first government ‘single supplier’ contract Global technology, engineering, procurement and construction company Kellogg, Brown & Root (KBR) has been awarded the first contract under a new government single supplier framework agreement with the UK’s Home Office.

The national contract includes managing a 24/7 helpdesk, computer-aided facilities management system, performance monitoring of the supply chain and management information and reporting.

KBR will act as the single point of contact and expects to receive about 40,000 requests annually, which it will manage from its National Integrated Service Centre in Swindon.

KBR’s team currently manages a number of other separate support contracts from its

BUSINESS BRIEFS Bilfinger mulls FM sale

KBR’s will manage the framework contract from its Swindon service centre

centre, including those for the Metropolitan Police Service and London Fire Brigade.

This Home Office contract adds to KBR’s growing portfolio of property services. Revenue associated with this project is estimated to be £2.6 million.

Under the FM assurance framework KBR will support the Home Office to manage 400 properties and 450,000

square metres of accommodation nationally.

The diverse estate is used by Home Office business units to deliver a range of services such as visas, immigration, and passport and border control.

The framework approach was introduced by Crown Commercial Service in September to simplify the procurement process for public sector bodies.

ED ROBINSON/ALAMY

Mitie reports significant FM growth in profit Facilities, property and energy management provider Mitie Group has reported significant growth in profit for the year ended 31 March 2016.

According to preliminary financial results, operating profit for the group grew 100.9 per cent to £112.5 million, up from £56 million in 2015.

Profit before tax grew 133.3 per cent to £96.8 million, compared with £41.5 million in 2015.

The group also reported strong performance from its FM division, which contributes 84 per cent to group revenues, and has a “very strong” operating profit margin of 6.3 per cent.

But group revenue dipped slightly to £2.23 billion compared with £2.27 billion in 2015, a fall of www.fm-world.co.uk

12-13_BusinessNews.indd 13

The review into the possible sale or retention of support service provider Bilfinger’s building and facility segment in the group is “at an advanced stage”.

In a recent group statement the executive board said: “A decision has not yet been taken. Talks with the bidders will be continued with great diligence, for the wellbeing of the company and in the interest of shareholders and employees.”

The group is also in the process of restructuring administration and has a new strategy for this.

Compass revenue rises Catering and support services group Compass has seen its organic revenue in Europe rise to 3.7 per cent.

It also experienced “another strong six months” in North America, with organic sales up 8.3 per cent. In the rest of the world, organic revenue grew by 5 per cent excluding its offshore and remote sector.

Richard Cousins, group chief executive, said: “Our business in Europe is growing nicely as we are rewarded for our investment in previous years to accelerate growth in the region.”

Top turnover for Ian Williams

McGregor-Smith: “Mitie is “well-diversified across the private and public sectors”

1.8 per cent. It said this is because of lower discretionary and project spend, as well as some delayed starts on new contracts.

CEO Ruby McGregor-Smith said

the group would “see a range of good outsourcing opportunities across its key markets and anticipates modest growth in the coming year”.

Property services specialist Ian Williams has reported a turnover of more than £100 million for the first time in the firm’s 70-year history.

The company, which provides services to the built environment with a particular expertise in the social housing, education and commercial sectors, secured a turnover of £101.9 million in the latest financial year, scoring an organic growth of 6 per cent over the previous year. The firm employs 1,000 staff at 16 offices in the UK. FM WORLD | 9 JUNE 2016 | 13

02/06/2016 14:51

FM BUSINESS

IN FOCUS

The interviewee: Bob Taylor, CEO of OCS UK The issue: Adapting to an ever- changing facilities management industry

Making OCS a flexible friend OCS recently appointed Bob Taylor as its new chief operating officer. Taylor joined OCS Group in 2014 from G4S plc, where he was managing director of one of the business units.

Taylor’s appointment comes at the end of a two-month strategic review period, which has resulted in two of OCS’s UK divisions being consolidated into “a more streamlined organisational structure”.

It has also led to 12 new appointments in the senior team. This will enable the business to put its resources into areas “where it is already strong” and has the potential to grow, according to Taylor.

The restructured team will “concentrate on providing services to organisations within education, healthcare, government, business and industry, leisure and retail” out of the 14 sectors that OCS covers.

Taylor says OCS also has another leg of the business for specialist services. This includes niche businesses such as asbestos removal, vegetation management and horticulture, security systems, high-level tower painting and waste management.

Taylor says: “There’s still a misconception that OCS is just a cleaning company.

14 | 9 JUNE 2016 | FM WORLD

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When we reviewed the business there were around 140 different service lines. We have simplified this to 35 selfdelivered services.”

Taylor believes an emerging trend in the FM market is towards the provision of total facilities management, although he adds that when looking at purchasing trends over a number of years “the TFM percentage share of the market has not grown significantly”.

“The main problem is that there isn’t one clear definition of what constitutes TFM, although most people would have a view.”

Retaining flexibility While an increasing amount of TFM is one aspect of what OCS does, the company says that it “must not lose sight of the fact that there are still 90 per cent of services that are not procured through TFM. People are buying single and bundled services and we must remain flexible and adaptable to the

customer’s requirement”.

Taylor says that customers still buy single and bundled packages, “but on a much bigger scale, and it is important that we meet the needs of customers by providing an integrated model across each of the categories”.

OCS is moving away from “a highly commoditised, generalist approach, with a number of scattered services, to become more focused” and the company proposes to offer integrated service delivery offering whitecollar outsourcing as well as the blue collar services for which it is already known.

He also stressed that OCS was aware that the FM industry had an appetite for the new, and it is exploring different ways of contracting.

He believes OCS is “not as constrained as perhaps some other organisations are, and we are looking at models of contracting that involve SMEs, the charity sector and employee ownership”.

“People are buying single and bundled services and we must remain flexible and adaptable to the customer’s requirement”

In 2015, OCS became a Living Wage service provider, as recognised by the Living Wage Foundation.

At the time, Rhys Moore, director of the Living Wage Foundation, said: “The scale of OCS Group’s influence in the market, coupled with the scale of the company’s commitment to offering a Living Wage bid to all prospective clients, will help to set a new standard for recruiting and retaining quality people in facilities management.”

Living Wage effect Taylor says OCS was prepared for the effect the NLW would have on its business.

“We have done a good job of mitigating the impact on the business but we recognise that the customer budget is finite,” he comments.

“As service providers, it is up to us to look at what the client can and can’t afford, creating efficiencies to support the NLW. “We will integrate our teams with the client’s team, forming a partnership that will create increased understanding and support the business outcomes, rather than just a simple tickthe-box approach.”

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

www.fm-world.co.uk

02/06/2016 16:02

DCT Facilities Management has an enviable track record of helping organisations of all sizes with their FM operations. We work with in-house teams and with service providers. It’s not just about cost efficiency or reducing bought-in cost, or outsourcing the operation, it’s about creating a great team and an operational structure that is fit for purpose now and flexible for the future. We help you streamline your facilities management function, whilst maintaining service quality and in many cases significantly improving it. We are industry experts and practitioners who will work alongside you to deliver outstanding FM to your organisation.

We help you maximise your budget.

Our approach to facilities management is down to earth, jargon free and quite different to that of our competitors. We listen; we seek a clear understanding of our clients’ goals, aspirations, and culture.

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Wha ever the nature of your business, we can help you put in place the facilities management function you need.

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FM WORLD | 9 JUNE 2016 | 15

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Introducing Premier Technical Services Group Plc Premier Technical Services Group PLC (PTSG) is one of the leading multi-disciplinary service providers to the FM industry. PTSG offers a full range of niche specialist services throughout the UK: • • • •

Access and Safety Electrical Services High Level Cleaning Training Solutions

The company supports some of the leading contractors in the UK, providing unmatched products and services in some of the biggest – and smallest – facilities management projects. PTSG works with Tier 1 contractors such as Carillion, MITIE and Engie, in all kinds of industry sectors from health and education to automotive, real estate, energy and aerospace.

So what makes PTSG the niche specialist service provider for the FM industry?

Bundled service provider What sets PTSG apart from its competitors is the ability to offer multiple specialist services, preventing clients and contractors from having to shop around to IXOȴO FRQWUDFWV 7KLV VDYHV time, effort and money. It also provides a seamless service and uninterrupted quality throughout every project. With a dedicated contract manager and a team that works according to the principles of the industry standard for collaboration, the team at PTSG become part of their clients’ team.

14 UK service centres PTSG continues to increase its presence in the UK, with 14 service centres throughout Scotland, England and Wales offering the full range of niche building services. This broad base, combined with up to 400 VSHFLDOLVWV LQ WKH Č´HOG PHDQV the company is never more than 30 minutes away from any of its customers.

Award-winning customer service Serving customers to the highest possible standard is the reason PTSG is in business – and is the reason the organisation continues to grow. This has led to numerous industry awards, including in the European Contact Centre and Customer Service Awards 2015.

More importantly, it has seen PTSG achieve a contract renewal rate of 88 per cent – a testimony to increasing customer satisfaction.

6DIHW\ ȴUVW PTSG is the only company of its kind to have a dedicated Safety, Health and Environment team. As a leading working at height company, the organisation DOZD\V SXWV VDIHW\ ȴUVW Ȃ without fail – and has been assessed and registered as conforming to the requirements ISO 14001, ISO 9001 and OHSAS 18001.

PTSG was recently DZDUGHG LWV Č´IWK FRQVHFXWLYH 5R63$ *ROG $ZDUG UHČľHFWLQJ the effort the whole team goes to in order to achieve the highest health and safety standards possible.

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27/05/2016 12:21

FM OPINION

THE DIARISTS

STRONGER TOGETHER IN HIGHER EDUCATION SECTOR

‘

SIMON FRANCIS

is Head of Estates Services at London South Bank University

One of the great advantages of being part of the higher education (HE) sector is the ability to tap into the huge commitment the sector has to knowledge sharing,

benchmarking and the development of best practice.

Although we are in direct competition for students in a crowded marketplace, FMs in the sector continue to work together for the benefit of HE as a whole.

In the past few weeks I’ve noticed examples of this open approach in nearly every service I am responsible for. Given pause for thought while travelling up North on a train to visit an organisation who are, frankly, a huge competitor to LSBU, I was struck by how hugely positive this approach is.

Visiting our obliging hosts to learn from their recent introduction of agile working to the university, it struck me how open and honest they were, even about some of the inevitable failures that arise in any large multimillion-pound project. In other sectors this is not always the case – professional pride sometimes clouds honesty. The visit was very informative and has started the creative juices flowing in my team.

The same open approach to sharing information has been hugely beneficial to my team’s work to tender a new waste contract for both our campus and residences operations.

We have decided to uncouple waste services from the cleaning contract within which they sat and offer bidders the chance to bid for this as a separate service line when we go the market. In the interests of drastically reducing our waste impact, we have decided to be more explicit in the specification as to how we want services to be delivered, basing this on identified best practice. This has been boosted by the advice and experience

“IT STRUCK ME HOW OPEN AND HONEST THEY WERE, EVEN ABOUT SOME OF THE INEVITABLE FAILURES THAT ARISE IN ANY LARGE MULTIMILLIONPOUND PROJECT”

offered to us by our colleagues at other HE institutions, some even going so far as to share their entire contract documentation with us. The main positive for us has been the ability to learn from the successes and mistakes of others.

I could detail other examples of this sharing approach. From the huge number of sector-specific professional groups such as AUDE, AUCSO, TUCO to the hugely successful regional procurement consortia (LUPC, SUPC etc), it seems that those in HE work with more than against each other.

With the squeezing of government spending, I wonder how long this will continue. The removal of restrictions on student numbers and the ease with which it is now possible to launch new institutions will only increase rivalry and no doubt create a more commercial environment. In some ways this will be welcome, but I hope that the sector continues to work together to our mutual benefit.

BEST OF THE WEB Views and comments from across the web Are your evacuation plans up to date? Do you even have one?

(BIFM Group): Hemant R Chalke: The sad part is that a lot of companies I have come across want to do this just to tick mark a box for compliance to avoid NCs [non-compliance] by auditors. More appalling is the fact that its done so unprofessionally by some so-called “specialists” ...

David Colbridge: As a fire safety professional, I 18 | 9 JUNE 2016 | FM WORLD

18_Opinion.indd 18

see this all the time when asking for feedback after completing a fire risk assessment. I reckon that about 80 per cent are done just to tick a box!

I also find this with fire safety training. I will do a course and there are no managers or senior staff members in attendance.

I work in the public sector and my internal customers are complaining about a few issues which will require a financial investment to solve the problem, What

is the best way to ease their frustrations?

(BIFM Group): David Goodwin-Dickens: When budget setting in a facilities management environment, asking departmental stakeholders to put in a priority list with estimates on finance and timescale really helps.

The FM, finance and management team can then review holistically and agree.

Michael Bartlett: The biggest question in FM is the original budget put forward to the client, was

it achievable, if not why not, what was missed in the original setup?

David Tolley: Get to know those that give you trouble and keep close to them.

Where budgets are tight, try to engage them in the solution and even get support from them to help you make a case for funds, if it’s appropriate.

Simon Tindall: You are experiencing one of, if not the most common problem in public sector facilities management.

If R&M budgets are stretched and delivery of

services affected, then a focus on the priorities is key with any available funds. However, looking at lifecycle plans and packaging and adding additional works could be an option along with CAPEX requests and with careful explanation of the proposed solutions to the customer or customers individually or by way of forums could get you support opposed to criticism. Most people just need the reassurance of progress and of being heard. www.fm-world.co.uk

02/06/2016 11:55

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

BEST OF THE

FMWORLD BLOGS Biophilic design & rewilding: the secret sauce of sustainability?

Martin Brown, fairsnape isite Biophilia is not just about being able to see trees and fields from our windows, or having green plants in rooms, but something more profound.

Biophilia translates as love of nature and in design terms the consideration of how our innate relationship with nature can be addressed in buildings. Mind and body function with greater efficiency when natural elements are present. Biophilic design ensures that these elements enhance wellbeing and cut building-related illness.

Rewilding nature and environments is not just about reintroducing top of the chain predators but more about restoring or regenerating the natural environment. We should rewild those who inhabit buildings, creating the conditions that allow buildings to breathe and to respond to bioclimatic cycles. We are losing or removing our natural barometers from buildings, replacing them with SMART technologies to satisfy a blinkered focus on energy performance. Biophilia could be a way to address our buildings’ sustainability performance, closing performance gaps, providing salutogenetic improvement on the health & wellbeing of those in the building, and providing business benefits relating to people costs and productivity.

Read this full article at www.tinyurl.com/z9ljnzn

Calling time on the inflexible Simon Heath, Murmuration I read my first report on flexible working back in 2003 when researching how we might start operating longer opening hours in our call centre.

The CIPD has released its Employee Outlook report on Commuting & Flexible Working. It has a remarkably familiar ring. The numbers of people now working flexibly and the numbers of businesses offering some form of flexible working have risen steadily. The report says 70 per cent (from a sample of 1,071 people) use at least one form of flexible working. I went back over reports from a number of august organisations from the last decade or so, and they all reach the same conclusions; flexible working is good for employees and good for business. They all also note the same barriers to increasing availability and uptake: a culture of presenteeism and management attitudes. They all also make the same recommendations: attitudes must change and the government must do more.

I started to type “the evidence is compelling� but it’s not. If it was, attitudes would have changed. If it was, ministers would be compelled to do more. And this at a time of increasing mental and physical health problems, of pressure on transport and infrastructure, of productivity stagnation, of technological change. The government seems wilfully to be ignoring the proof by imposing new contracts in the health service. A lack of flexibility falls hardest not on Canary Wharf or Mayfair but on working parents; carers; people in further education; people with health problems and elderly people forced to work later in life. On the people who make this country work. All against a backdrop of tax avoidance by some of our biggest employers.

Read this full article at www.tinyurl.com/joc6uua

www.fm-world.co.uk

19_Opinion copy.indd 19

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FM WORLD | 9 JUNE 2016 | 19

02/06/2016 12:26

Facilities Management Qualifications Level 2 (Certificate)

Level 3 (Certificate)

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Facilities Services Principles £395

Facilities Management Principles £595

Facilities Management Principles £1500

Facilities Services Practice £1000

Facilities Management Practice £1200

Facilities Management Practice £1500

Apprenticeship Programme also available (under 25s)

Apprenticeship Programme also available (under 25s)

Higher Apprenticeship Programme also available

You may be entitled to funding, contact us to find out more.

A variety of delivery methods: classroom, block, distance learning, blended learning For further information contact: Denise Brookes-Cooze 01792 284413/284447 denise.brookes-cooze@gcs.ac.uk For more detailed course information and prices visit: www.gcstraining.co.uk GCS Training is the business training arm of Gower College Swansea.

20 | 9 JUNE 2016 | FM WORLD

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27/05/2016 11:08

Headline sponsor

THINKFM 2016 — FM’S PRODUCTIVITY PROFILE London’s Milton Court was the new scene for BIFM’s annual conference, where speakers focused on how facilities management can and does influence the productivity of the business and its workforce across the organisation. FM World’s news team was on hand to report

www.fm-world.co.uk

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FM WORLD | 9 JUNE 2016 | 21

02/06/2016 16:33

THINKFM 2016 – THINKFM: THINK PRODUCTIVITY F1

PRODUCING EVIDENCE If ever an event served to illustrate facilities management’s steady expansion out from the supply of building services to the supply of whatever boosts business performance, ThinkFM 2016 was it. Over the next 11 pages we highlight each of the event’s speakers hinkFM 2016, the BIFM’s annual conference, had ‘ThinkFM: Think Productivity’ as its tag line, and speakers chosen for their ability to explain how they’d boosted performance in their organisations or provide new views on the debate.

Eugenio Proto’s analysis of research pointed to the inescapable conclusion that workers’ happiness should matter to organisations not just for moral reasons – if happiness boosts productivity, said the University of Warwick professor, then it also boosts profit. And the introduction of very inexpensive policies can have significant

PHOTOGRAPHY: CARMEN VALINO

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results on performance.

Keynote speaker Mark Priestley used the high-profile example of McLaren’s Formula One team to show how important it is to focus on connecting and engaging your workforce to unlock latent potential in your business, which in turn leads to productivity.

Bridging the gap between the two McLaren teams – the one at the races and the one at the factory – has boosted performance in all manner of ways (though F1 followers would point out that recent McLaren performance is a function of a subsequent engine supply deal, and not reflective of the team’s interconnected spirit).

Katie Ledger touched on the

thorny issue of personality and ego in teams, with the audience expanding the discussion to include the inherently adversarial difficulties involved in client/ supplier relationships. Jackie Cupper of GlaxoSmithKline (GSK) spoke about how a user survey had flagged a massive disparity in the way services were delivered across GSK’s disparate users, and how this was readdressed.

This theme of engagement and its effect on productivity cropped up repeatedly, with National Grid’s Simon Carter explaining how a rethought property team structure meant more authentic connections with his organisation’s HR department.

But it was in the launch of The Stoddart Review, which seeks to help business leaders fully understand the contribution of the workplace to organisational performance, that the conference really left its mark. Using Leesman Index data to show how just 54 per cent of UK employees agree that their workplace enables them to work productively, it’s a healthy response to an unhealthy statistic. Introduced by the late Chris Stoddart’s colleague Polly Plunket-Checkemian, ThinkFM 2016 was the perfect platform to launch a groundbreaking project highlighting how FM helps provide successful solutions to business. www.fm-world.co.uk

02/06/2016 16:34

Headline sponsor

THE SPEAKERS Mark Priestley, Formula One and Formula E broadcaster and writer Uniting McLaren's racing and factory teams Eugenio Proto, associate professor of Economics at the University of Warwick Empirical evidence suggests happier workers are more productive Jill Miller, research adviser, CIPD Setting an aspirational agenda for wellbeing Katie Ledger, senior practitioner, Complete Coherence Physiology is key to unlocking productivity Bridget Hardy, director of Integrans Consulting Smart working: the FM’s role in organisational success Simon Carter, head of corporate property, National Grid Boosting performance through smart workplaces

Sponsors onsors

Milton Court in the City of London was the new venue for ThinkFM this year

Jacqueline Cupper, head of service performance and development, worldwide real estate and facilities, GlaxoSmithKline Why you should concentrate on doing the basics brilliantly Nigel Bunclark, corporate real estate executive and workplace strategy & transformation leader What gets measured, gets managed Polly PlunketCheckemian and Tim Oldman Launching The Stoddart Review – Workplace's impact on business

www.fm-world.co.uk

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FM WORLD | 9 JUNE 2016 | 23

02/06/2016 16:34

MARK PRIESTLEY – UNLOCKING LATENT POTENTIAL

MARGINAL GAINS IN F1 Former McLaren F1 mechanic Mark Priestley kicked off proceedings by explaining how marginal gains, and how they are sourced, has boosted the team’s productivity.

“We got everyone thinking about where they fitted in to the process” F1: MARGINAL GAINS, MAXIMUM SPEED MARK PRIESTLEY – FORMULA ONE AND FORMULA E BROADCASTER AND WRITER 09:40-10:30 Former McLaren F1 mechanic Mark Priestley kicked off proceedings by explaining how marginal gains, and how they are sourced, has boosted the team’s productivity.

Cost pressures following the banning of tobacco advertising in Formula One saw the Wokingbased McLaren team, under CEO Ron Dennis, focusing on its carefully developed 24 | 9 JUNE 2016 | FM WORLD

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reputation for efficiency. One key component in this efficiency drive was how the race and factory teams – until this point two quite different operations – integrated with each other.

When a broken wishbone component led to a McLaren having an accident, research into the reasons for the component failure led to Priestley appreciating a disconnect between the travelling race team and their factory colleagues in Woking. Rather than fully engaged in the process, many factory workers had no connection to the race team and didn’t even watch the race on TV. The situation had to change, so Priestley spoke to Ron Dennis who, it transpired, had no idea of what life was like for people on

the shop floor; there was a huge disconnect between both halves of the team.

A monthly forum was introduced at which factory workers got the opportunity to bypass line management and talk directly to senior management about ideas they had for improving processes.

From cleaner and caterer through to technician, the forum meant anyone in the team now had a connection to the decisionmaking process.

Given this new opportunity, ideas started slowly – but soon factory workers realised that this wasn’t a gimmick. So if someone had an idea for a revision to a front wing, that could be actioned. Even better, an idea mentioned on a Monday could be

up and running on a car by the weekend.

Moreover, whenever an idea that originated from the factory was used by the race team, McLaren then ensured that the individual involved was namechecked in press releases as well as by drivers in post-race conferences.

The result? “The two halves of the team working with each other,” said Priestley.

“We managed to tap in to a massive resource which gave us a massive advantage over our competitors.”

Today, factory workers come in on a Sunday to watch the race live. A live video link to the garage allows both parts of the race team to celebrate their successes together – so if the team wins, the champagne spraying at the track is replicated in the factory. “There’s often a better atmosphere down in the factory than there is at the race,” said Priestley.

“We changed the ethos,” said Priestley, “and we got everyone thinking about where they fitted in to the process.”

In short: McLaren’s people, now all equally empowered, have had a positive effect on the team’s productivity. FM IN SUMMARY ● Everyone should have some ‘skin

in the game’, whatever their role in an organisation. The trick is in the methods you use to tease out fresh ideas. ● It can take time for your newly introduced philosophy of engagement across all departments to bear fruit; stick with it in the early months. ● If different departments never meet, it’s not easy to foster a culture of inclusiveness. www.fm-world.co.uk

02/06/2016 16:03

EUGENIO PROTO – LAUGHTER MAKES YOU MORE PRODUCTIVE

“Happiness matters not just for moral reasons, but financial reasons too”

Improving the happiness level of the workforce can positively improve a firm’s financial performance

PURSUIT OF HAPPINESS AND PRODUCTIVITY EUGENIO PROTO, ASSOCIATE PROFESSOR AT THE UNIVERSITY OF WARWICK SOME FIRMS SAY THEY CARE ABOUT THE WELLBEING AND ‘HAPPINESS’ OF THEIR EMPLOYEES. HYPE, OR SCIENTIFIC GOOD SENSE? 11:05-11:35 Eugenio Proto, associate professor of Economics at the University of Warwick, and research associate at the Centre for Competitive Advantage in the Global Economy, began by www.fm-world.co.uk

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asking the basic question – does happiness make employees more motivated? Or does it distract employees and create careless, superficial behaviour?

Proto referred to the view of Lara Harding, people programmes manager at Google: “At Google, we know that health, family and well-being are an important aspect of Googlers’ lives. We have also noticed that employees who are happy… demonstrate increased motivation.”

Proto showed empirical evidence from UK research suggesting a correlation between the level of an individual’s happiness and their income; individuals with a higher

subjective well-being usually have higher income.

Further Wall Street Journal research indicates that companies rated as “Good places to work” on employer review site Glassdoor have greater financial returns than the S&P 500 financial index over a period of years.

But while these results are suggestive, it is impossible to establish a correlation; happiness could cause better financial performance, or the happiness could be a consequence of the better performance. Or there could be another factor causing both phenomena.

Proto outlined a simple experiment conducted by himself, A Oswald, and D Sgroi, published in the Journal Of Labour Economics in 2015. In the experiment, the team showed a TV clip featuring comedian Bill Bailey to participants, while measuring their happiness and productivity before and after.

They found that the level of productivity – as measured by a simple addition test – increased in line with the level of happiness of the participant.

Proto then discussed the impact of ‘bad life events’ (BLEs), which included a bereavement or a family illness. Unsurprisingly, there was a substantial drop in the happiness of employees who had this experience. But, crucially, this also coincided with a dip in productivity.

In terms of the implications for organisations and wider society, Proto maintained that productivity mattered not just for moral reasons, but also for financial reasons. Any benefits that are cost-free for an organisation should be brought in as default; those with a price tag could still be worthwhile too.

How do we apply these findings and principles at this level of society? Proto encouraged the FM sector to educate firms on the benefits of employee happiness.

Productivity-boosting policies can help compensate for the current environment of low labour productivity.

The issue should not be reduced to happiness versus profit, or life satisfaction versus economic growth – both sides can and should move forward together. He also suggested that workplaces experiment with different policies. For example, a firm could initiate short-run ‘shocks’ to boost happiness quickly. Or, they might opt for longer-term projects, such as improving the working environment, or establishing benefit programmes. FM IN SUMMARY ● It makes financial sense to

support employee happiness. ● Much that costs nothing to

implement can be done to boost the happiness of an organisation’s employees. ● Workplaces identified by employees as good places to work indicate successful businesses.

FM WORLD | 9 JUNE 2016 | 25

02/06/2016 16:03

JILL MILLER – SETTING AN ASPIRATIONAL AGENDA FOR WELLBEING

WHY WELLBEING IS NOW VITAL The 21st century is offering workers’ myriad opportunities to be ‘always on’, making their wellbeing an increasingly important issue

DR JILL MILLER, RESEARCH ADVISER, CIPD SETTING AN ASPIRATIONAL AGENDA FOR WELLBEING THAT’S GOOD FOR EMPLOYEES AND FOR BUSINESS 11:35-12:05 Work, the workplace, and the workforce are going through a period of drastic, rapid change.

Jill Miller began her address by outlining the role technology has had in disrupting many areas of society, culture and commerce.

Automation is increasing, with the very idea of drones delivering presents or lorries driving themselves seen as science fiction only a few years ago.

In terms of our expectations for work, Dr Miller quoted CIPD CEO Peter Cheese as saying that today we don’t necessarily have a job for life, but rather a 26 | 9 JUNE 2016 | FM WORLD

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life of jobs. This stands in sharp contrast to the workforce of the 20th century. Fewer people now have traditional 9-5 jobs, with roles often spread globally across different time zones.

The make-up of the workforce has also changed significantly.

Today, as many as four generations working side by side.

It’s a complex, shifting landscape that represents a huge challenge for employers, added to which are the needs of those with parental responsibilities and the many workers caring for children and elderly relations – the so-called ‘sandwich generation’.

The question is: how do we design in the flexibility to cater for these changes?

Miller discussed the idea of ‘Uberconnectedness’ which implies that however much intelligence we have in our heads, we can create far more thought power when our ideas and thoughts are combined with

those of others.

But ‘Uberconnectedness’ has led to our being constantly switched on, which undoubtedly has implications for wellbeing.

Indeed, some organisations are deciding to switch off their servers overnight or at weekends.

The question comes down to how we balance the needs of the employee versus the needs of the organisation. This is not simply a HR issue – it’s a question affecting the entire business.

Stress-related absences are on the rise and reported mental health problems rose from 21 per cent to 41 per cent in 2009.

This latter figure may be influenced by the fact that, as a society, we are now better at talking about mental health. But increases in the volume of work and changing

management styles cannot be ignored.

Around this issue, terms like ‘presenteeism,’ and ‘leaveism’ have emerged, describing the tendency for overworked employees to work outside of office hours, and take leave in order to keep up with work.

So what does a healthy workplace look like? Firstly, there’s a major difference between wellbeing policies that are bolted-on to the ordinary working practices of an organisation, as opposed to being embedded within them.

Employees themselves may not be aware of, or choose to ignore, unfair or over-demanding working practices, if they are compensated for them. (For example, if late workers are eligible for free pizza, they may not question why they are working late so often.)

Dr Miller suggested practical solutions, such as providing an employee assistance helpline phone system. FM www.cipd.co.uk IN SUMMARY ● Wellbeing at work is a complex

challenge, but sensible and flexible policies are the key to success. ● It is FM, HR and IT’s job to work with organisation leadership to look after wellbeing.

www.fm-world.co.uk

02/06/2016 16:14

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27/05/2016 10:50

KATIE LEDGER – MANAGING THOUGHTS, FEELINGS AND RESPONSES

“If I was to punch you in the mouth or stroke your thigh, you’re going to have very different reactions”

PERFORMANCE THROUGH PSYCHOLOGY Understanding our psychological and physical processes is crucial to unlocking performance KATIE LEDGER, SENIOR PRACTITIONER, COMPLETECOHERENCE.COM THINK PRODUCTIVELY AND BRILLIANTLY EVERY DAY 12:05 - 12:35PM Katie Ledger began by discussing the notion of “internal” facilities management, which she explained as being the thoughts and feelings that workers experience throughout the day.

Many of the problems in the world of business arise from how one individual communicates with another. Usually there is a workaround, but this originates from the person rather than a 28 | 9 JUNE 2016 | FM WORLD

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system or process. This thinking has major implications for management, which tends to use processes to fix problems.

Unfortunately, many people walk into a building in the morning and leave a part of their personality at the door, only to collect it again at the end of the working day. Ledger asked how we should ensure that people bring their whole selves into work every day.

The important variable in measuring personal improvement is ‘vertical development’.

This goes beyond simply the acquisition of knowledge and skills: “this isn’t changing what we know, but how we know it”.

Ledger explained the core internal factors that make up

a human being: physical – which includes the amount of intrinsic energy of an individual; emotional intelligence; values; cognitive ability and maturity. The important external factors are, behaviour, networks and impact.

But how does this relate to productivity and results? Results are a function of how we behave, which is in turn affected by how we think and feel.

“If I was to punch you in the mouth or stroke your thigh, you’re going to have very different reactions.”

Feeling is dictated by emotion, and at the root of emotion is our physiological response to stimulus. “Emotion is a packet of energy in motion. If someone is anxious, they experience sweaty palms, dry throat and tense shoulders. We can put a label on that packet of energy and we call it an emotion.

“In the event of conflict and trouble, we have the capacity to bend, rather like bamboo shoots bending in a storm, before flexing back into shape.”

Ledger explained how a person’s heart rate variance can predict the risk of major illnesses and ill health. It also underpins energy, dynamism and our ability to respond to a threat.

Understanding physiological procedures helps us to think clearly and respond, rather than simply to react.

Using a member of the audience, Ledger demonstrated how our heart rates rise quickly in stressful situations; however, in office environments, it can be difficult to measure these things, meaning vital biological data can be essentially hidden from us, which in itself provides a significant hurdle to effective communication and productivity.

Ledger showed how the most effective response to a stressful workplace situation is to “respond not react” by being aware of our own physiological processes, and, for example, using breathing exercises.

These tools allows us to remain “coherent”, effective - and happy. FM IN SUMMARY ● The aim is for people to bring

their whole selves to work. ● FM can provide environments

and systems to help employees control their physiology ● www.complete-coherence.com

www.fm-world.co.uk

02/06/2016 18:14

BRIDGET HARDY – ENABLING BETTER OUTPUT

SMARTER WORKING WORKS What can the facilities manager do to help an organisation work more smartly? Changing focus from costs to enabling better outcomes

BRIDGET HARDY, DIRECTOR OF INTEGRANS CONSULTING, SMART WORKING: THE FM’S ROLE IN ORGANISATIONAL SUCCESS 2:05-2:30PM The only reason organisations have buildings is to provide an environment for the employees that work for them, claimed Bridget Hardy, director of Integrans Consulting.

Hardy, who formerly worked in the Cabinet Office’s Government Property Unit, says that a sense of ‘place’ becomes more important if you are working in facilities management or property management, because that is often the focus of the job.

“If [buildings are] not effective www.fm-world.co.uk

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or not needed to do that job, then they are not worth having or they need to be changed because if they are not effective, they are a hindrance to what is important in that organisation – which is doing work,” said Hardy.

In thinking about the role of a facilities manager and productivity, one of the important things one can do is remove barriers that stop people from doing their work, as well as working in collaboration with others across the organisation to remove those barriers. But what might such barriers be?

“Barriers occur in a physical way within the building, things not working or the distance people have to walk to places but there are also barriers in terms of time and frustration and people being interrupted, people not having the right environment that suits them as individuals,

rooms that are not set up, places that are not quiet…places where the job is not the most important thing and that’s the danger we all fall into when we are just focused on property and also on cost cutting,” said Hardy.

“A crucial part of our work and certainly my work in the centre of government advising departments, is to try and change the story away from only being about cost-cutting.”

Cost saving is vital, agreed Hardy, but a focus on enabling better output “pays for itself over and over again” in the long-term and she called for delegates to challenge convention and take that focus alongside the cost saving.

Hardy also encouraged attendees to challenge convention, including challenging the metrics used within organisations to assess how space should be used.

“Metrics are usually about efficiency, saving space and cost – but that’s not the only thing [that should be considered],” she said. “Money spent to enable productivity is money well spent and the best things that can be done are about ways of working, good management and an atmosphere of trust and those things don’t cost a lot of money but they are difficult to achieve.”

Hardy added that the idea of ‘smarter working’ was a function of many different factors including organisational design.

Business strategists, the IT and HR departments were also part of this process, although facilities managers were usually the instigators of it. Hardy referred to the PAS3000 standard as a strategic framework that can help organisations work towards it. As a result of smart working, “millions of pounds in property has been saved”, said Hardy.

KEY POINTS: ● An idea of ‘place’ is more vital for FMs because it’s their job. ● If a building looks good but is not helping employees do their job, it needs to be changed. ● It is important to challenge metrics and convention. ● Challenge convention; move from cost to output metric focus. ● Good management and building trust is hard to achieve but is a ‘must’ for organisations. ● Treat employees as adults. FM IN SUMMARY ● Just as much thought, if not

more, should go into what staff need versus cutting costs or space. ● Smart working focuses on outcomes and gives people choices. ● For more on PAS3000, visit tinyurl.com/ThinkFM-P29 FM WORLD | 9 JUNE 2016 | 29

02/06/2016 18:15

SIMON CARTER - BOOST PERFORMANCE WITH SMART WORKPLACES

CRASHING LEADS TO COLLABORATION How the National Grid has used its workspace and FM provision to enable a productivity increase equating to £20 million a year

SIMON CARTER, HEAD OF CORPORATE PROPERTY, NATIONAL GRID HOW THE NATIONAL GRID BOOSTED PERFORMANCE THROUGH SMART WORKSPACE 2.30-2:55PM The National Grid has a £100 million UK estate of about 1,000 locations served by a supply chain of 1,100 people.

To get maximum productivity from the staff and estate, the firm carried out a radical redesign of its HQ, the 280,00 square feet National Grid House in Warwick. Carter and his team then employed a university to objectively determine whether this smart workplace had had an impact on performance – and found that productivity had been boosted by 8 per cent.

National Grid runs the UK high-pressure gas network 30 | 9 JUNE 2016 | FM WORLD

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and its high-voltage electricity network. So when the process started out about five years ago, three aspects were uppermost in Carter’s mind: money, energysaving and people.

In terms of money, he found it could improve costs per person dramatically. According to the utilities sector of the MSCI database [real estate index] the National Grid had been “quite a long way behind the mark,” he said. “Today we are ahead of it.”

Ten years ago the business had classic workplaces where typically four out of 10 workstations were empty. “One of our buildings in Warwick costs £13 million to run a year; imagine 40 per cent of that was sitting there doing nothing.

That’s millions of pounds you are wasting – but you can change it.”

Design was vital. “If you want to change people you need to engage with them, so the change management aspect of it means bringing the two things together

and focusing on the individual to make lasting changes.”

The fit-out of each space took about eight weeks, and a vital part of this was listening to staff.

The process, he admits, was one of trial and error. “We put 242 people on a 14,000 square-feet floorplate; that was tight…We pushed that to 278 and it didn’t work – you came in and you couldn’t find anywhere to sit.”

Staff had shared space at “about 70 or 80 per cent”.

“Sharing at that ratio is a good improvement in terms of efficiency. Our footprint, from about 11 to 12 sq.m. per person, is now 7-8 sq.m. across our top 20 buildings, so we’ve increased our capacity dramatically.”

This, he said, had the effect of “really improving the efficiency and the buzz that’s in a building, the collaboration and the accidental crashing into people – all of those things do improve speed of decision-making”.

Real estate was slimmed down

by about 250,000 sq ft and the changes, including installing LED lighting, had brought about a 16 per cent reduction in energy use.

Workplace use is up 15 per cent and productivity, with people being more mobile, has increased by about 5 per cent.

The smart workspace approach had increased capacity and the results were measured in a performance survey taken by a cohort of 500 people. These revealed that staff were far happier with the new workspace than the old. Learning points arising from this feedback were: ● Rethinking the property team structure; ● Adapting the FM model; ● Ongoing engagement; ● Continuous measuring; and ● Connecting with HR in an authentic way.

At Warwick an auditorium was installed, along with other “special spaces” as well as a variety of normal work areas.

People’s satisfaction with their workspaces had resulted in an 8 per cent rise in performance.

What mattered most – money, energy or the people? All of them, he said. “Saving energy is a no-brainer. And people are the engine of any business; why would you want to disable them? For every pound you have taken today they’ll deliver £2 tomorrow.”

The key lesson learned? “Test everything to destruction – don’t just pay lip service to change management.” FM IN SUMMARY ● Make the most of the floorspace

available without crowding staff. ● Special areas can facilitate

inventive collaboration. ● Smart workspace can objectively

improve productivity www.fm-world.co.uk

02/06/2016 17:44

JACQUELINE CUPPER - DO THE BASICS BRILLIANTLY

“Putting in a vase of flowers doesn’t add anything to why you went in there”

How GlaxoSmithKline (GSK)’s vision to help its patients has now been internalised to support its global FM services to employees

NO BELLS AND WHISTLES: JUST MAKE IT WORK JACKIE CUPPER, HEAD OF SERVICE PERFORMANCE & DEVELOPMENT, WORLDWIDE REAL ESTATE & FACILITIES (WREF), GLAXOSMITHKLINE WHY DOING THE BASICS BRILLIANTLY ADDS REAL STRATEGIC VALUE 2.55-3.20PM GSK is a household name which, in 2014 alone, produced four billion packs of medication. It is a sector with long lead-in times for www.fm-world.co.uk

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investment and R&D; a product takes 15 to 20 years to go from a molecule to the market.

But, said Jackie Cupper, “One thing we weren’t doing was helping our own people be productive and feel better”.

WREF serves 100,000 people on 55 million square feet across 782 buildings in 115 countries in Europe, the US and Asia-Pacific.

Historically, customer satisfaction responses at GSK had hinged on “running around on anecdotal ‘voice of the customer’ (VoCs) on stuff that wasn’t really the voice of the customer. We were responding to every query, treating each one with equal

importance and for every one we satisfied we probably cheesed off two people. So we hadn’t got the balance right.”

One problem was that most GSK facilities services were not IT-linked. Cupper’s team enlisted Market Force, a firm that dealt with retail organisations to run a customer satisfaction survey.

“The other thing we did was research an article in the Harvard Business Review entitled ‘Stop trying to delight your customers’.

Its premise? “We don’t want bells and whistles – we just want things to work first time. Staff just want clean toilets and bathrooms; putting in a vase of flowers doesn’t add anything to why you went in there.”

Cupper’s team used customer effort scores (CES) to detail the effort people had to expend in engaging with facilities services.

They also engaged a PhD analyst who worked on data to draw conclusions and help suggest appropriate actions.

“We eventually persuaded the organisation to let us do a primary survey,” said Cupper.

“The gamble I took was that the

outputs from that would be such that [agreeing to do] another one would be a slam-dunk.”

Another tool, the ‘happy or not buttons’ of the type you see at airports, were deployed. These garnered some quick point-ofservice customer satisfaction data, primarily relating to soft services that weren’t online – coffee bar, free tea and coffee, in restaurants, in reception, and in the toilets.

Setting up the two-week survey of 28,000 staff threw up teething problems. There were no free text boxes to enter verbatim comments – “a consequence of us not thinking it through,” said Cupper.

“In a regulated environment we typically shun free text boxes in surveys. So we’ve learnt that one – the next survey goes out internally.”

Other data even helped to identify the staff and address problems of those who had the most difficulty engaging with services – clinicians and those with professional degrees in R&D. The team was able to study global site improvement plans and service excellence and standardisation plans because one of the things flagged was the massive disparity in services across the global organisation.

There had also been an 81 per cent reduction in preventable service delays relating to parts orders, and the response times within 24 hours shifted from only 11 per cent in January to 76 per cent, and now in the high 80s. FM IN SUMMARY ● Customers will typically want the

basics done right and no more. ● Anecdotal evidence is indicative

but real data is instructive. ● Quick point-of-use data capture

tools can be very effective.

FM WORLD | 9 JUNE 2016 | 31

02/06/2016 17:44

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

27/05/2016 11:06

NIGEL BUNCLARK – ENGAGING IN THE PSYCHOLOGICAL CONTRACT

WHAT GETS MEASURED, GETS MANAGED What to do when your objectively measured, efficient and effective workplace still falls short of the mark on ‘productivity’

NIGEL BUNCLARK, CORPORATE REAL ESTATE EXECUTIVE AND WORKPLACE STRATEGY & TRANSFORMATION LEADER YOU’RE EFFICIENT. WELL DONE. NOW WHAT? 16:05-16:35PM What gets measured, gets managed, Nigel Bunclark told delegates at ThinkFM. “I have seen people do some very silly, non-commonsensical things in the pursuit of space reduction because of the way that we measured it in the pursuit of cost reduction – and because we didn’t know the value of what we were doing.

“When you start to put people into poor-quality spaces, when you start to condense them, things start to go wrong and a big one is interruption and www.fm-world.co.uk

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disturbance from our colleagues.

We’ve all got a colleague who talks too loudly and for too long on the telephone and colleagues who think it’s OK to have a meeting at the end of your desk.

They think they’ll only be a few minutes, but that’s two minutes too long. It takes some people half-an-hour to come back from that kind of disruption.”

Bunclark said facilities managers could help to choose the direction in which their companies are headed. “Choose carefully what direction you want to go in,” he advised.

As the world of work changes with more agile and flexible working, some are questioning whether it is necessary to have buildings at all, Bunclark said.

“It’s not that long ago in our evolution that we lived in caves from which we got warmth, shelter, companionship, a place to go to meet others and solve problems.”

This idea has not changed, said Bunclark.

“It’s what happens in these spaces that matters, not the building,” he said.

Within a workspace different approaches to work are needed, he said. Merely flexible working, hot-desking or agile working is not what is required but a combination that is embedded into the culture of the workplace and tailored to employee needs.

Bunclark said that some have the perception that flexible working is “coming in on Monday morning and telling an employee to sit wherever they like, saying we’re going to keep the cafe open all day for you and keep that desk in the corner for your meetings”.

“But that is not proper smart working,” he warned. “That has not engaged anyone or changed them as an organisation except to annoy a lot of people and make life harder. If these kinds

of reports coming out are based on this, I am not surprised.”

Bunclark said companies should measure cost but with “a sense of productivity” in mind.

KEY POINTS: ● Being financially or space efficient does not increase employee wellbeing or productivity. ● ‘Smart working’ isn’t a collection of flexible or agile working measures tacked onto a company’s culture. ● How people are treated at work is important as it leads to better productivity. ● Well-designed buildings exist with employees with very low productivity but “scruffy” buildings also exist with employees that have a very high productivity. ● FM and property do not have all the answers when it comes to productivity of employees, but are part of the solution. ● Going beyond physical and into “the psychological contract”. FM IN SUMMARY ● Don’t disrupt colleagues; some

take longer to recover than others. ● Within a workspace, different

approaches to work are needed. ● Choose carefully what direction

you want to go in. ● FM needs to work with the

business to find the right solution.

FM WORLD | 9 JUNE 2016 | 33

02/06/2016 17:12

POLLY PLUNKET-CHECKEMIAN AND TIM OLDMAN WHOSE PROBLEM IS PRODUCTIVITY?

“What we still can’t articulate is how the workplace contributes to organisations’ required outcomes”

Polly Plunket-Checkemian and Joanna Lloyd-Davies, who will lead on the project, are inviting business leaders and workplace experts to get involved in the project.

The aim of the review

CAN WORKPLACE PLUG THE PRODUCTIVITY GAP? The Stoddart Review seeks to highlight the true value of the workplace POLLY PLUNKETCHECKEMIAN AND TIM OLDMAN PRODUCTIVITY: OUR PROBLEM, THEIR PROBLEM OR YOUR PROBLEM? 4:40-5:15PM The launch of a project that seeks to ensure business leaders fully understand the contribution of workplace to organisational performance was the last event of ThinkFM 2016, and arguably its highlight.

Consultant Polly PlunketCheckemian and Leesman Index founder Tim Oldman took to the stage to introduce The Stoddart Review, a project named in honour of Chris Stoddart, who 34 | 9 JUNE 2016 | FM WORLD

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passed away in 2014 just a few short years after becoming BIFM’s 2011 Facilities Manager of the Year.

A former colleague Polly Plunket-Checkemian introduced The Stoddart Review project as one “with an unashamedly higher purpose; to address what property and facilites industries have so far failed to do.”

We can all talk about the economic cost of property, said Plunket-Checkemian, “but what we still can’t articulate is how the workplace contributes to organisations’ required outcomes.

“The Stoddart Review exists for one purpose,” she continued; “to transform the opinion of UK boards, taking them from viewing property and workplace

as a balance liability to seeing it as a key performance lever in the same way that IT and people are viewed.

“It’s going to be drawn from deep research and industry opinion, it’s purpose to push, probe, provoke and present a clealy articulated view to the c-suite, those CEO and CFOs and other interested parties who we need to work together with, as well as to the wider industry.

“Those who knew Chris knew he was a man of few words; he spoke only when something needed to be heard. But something vital has to be heard now, and a light needs to be shone.”

The group behind the review comprises founding partner organisations BIFM, the Crown Estate and Cushman & Wakefield;

The starting premise behind The Stoddart Review is that there is a burning need to address the UK’s low productivity rate in comparison with other G7 countries, and that one key aspect of that is too few organisations placing enough strategic importance on the working environment as a key driver of organisational performance.

The aim is for The Stoddart Review to be a periodical publication, with the first Stoddart Review report published in the last quarter of this year.

This first edition will seek to engage with business leaders and national media to “challenge and prompt a greater alignment and incorporation of workplace”.

In the immediate term, an initial review project is set to take place this summer, bringing in responses from a number of research activities including in-depth interviews with business leaders and an open forum element to which FM industry experts and academics will be invited to share their views.

Detail in the data Leesman Index, an organisation that surveys employees in the UK and globally on workplace effectiveness, is supporting the project by sharing the research data that it has collected since the company began surveying in 2010. Founder Tim Oldman told attendees that “productivity equals performance equals outputs, which in theory equals commercial success.”

But he warned that in the www.fm-world.co.uk

02/06/2016 18:13

Organisations supporting The Stoddart Review:

“What is the workplace for? Surely it’s there to enable employees to work productively.”

CHRIS STODDART: THE MAN WHO INSPIRED THE REVIEW

Those who knew Chris Stoddart will appreciate why such a project with such high ideals is so aptly named. Polly PlunketCheckemian spoke of having the privilege of having Chris as a colleague when she was head of property and asset management for Cushman & Wakefield, working with him during his last two tenures as general manager of Heron Tower and as head of facilities management for the Crown Estate’s largest single asset, Regent Street.

“Chris was extraordinary for a number of reasons,” she said.

“He was equally experienced in construction, corporate real estate and FM, which gave

him a unique cross-industry perspective. He was a man who respected analytics and fact, offering concise and insightful advice.

“He also had a selfless attitude to people and was utterly passionate about this industry’s talent. He reached down to bring people up and stepped up at industry level to make sure that we were heard at the highest echelons.

This unique combination of characteristics gave us the genesis of the idea that we’re presenting here today.”

Chris Stoddart also served as a much-missed member of FM World’s editorial advisory board.

RESEARCH INFORMING THE REVIEW - AND HOW TO GET INVOLVED A series of in-depth interviews with business leaders. An exploration into the views, practices and beliefs from business leaders to capture strategic opinion and current practices. ● In an open forum, the industry’s advisors, experts and academics will be invited to present their views, no matter how big or small. ‘Open views’ sessions will be for anyone and everyone with a view on the topic and who wish to influence the work by getting their ideas in. ● Leesman is supporting The Stoddart Review with data from the Leesman Index, the world’s largest database on workplace effectiveness. This independent data source will bolster the project and provide an underpinning of statistical insights. ●

www.fm-world.co.uk

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process of seeking to measure the workplace’s contribution to organisaional productivity, “some tricky stuff needs to be debated”.

“The global reach of our index since its launch in 2010 gives us great scope, hence our invitation, said Oldman, who cited his firm’s ‘killer fact’ - that from its database of more than 160,000 workplace user surveys, just 54% say that ‘the design of my workplace enables me to work productively.’

After all, continued Oldman, “what is the workplace for?

Surely it’s there to enable employees to work productively.

“We hold Chris’s legacy in our hands,” concluded Oldman. “If you knew him, were mentored by him or simply worked with him, that legacy is also in your hands. I’m imploring you to get involved.”

Review partners are now looking for more organisations to support the project. Individuals wishing to find out more should email research@bifm.org.uk FM IN SUMMARY ● The Stoddart Review will give

voice and raise awareness on key issues around the FM profession ● We still can’t articulate how the workplace contributes to required outcomes - this project seeks to rectify that situation ● www.StoddartReview.com FM WORLD | 9 JUNE 2016 | 35

02/06/2016 18:13

SIMON HEATH – AN ILLUSTRATIVE GUIDE TO THE CONFERENCE

DRAWING INSPIRATION Simon Heath again “live sketched” this year’s proceedings – here’s how he interpreted the day’s presentations “You had to be there” – a phrase commonly used when words alone can’t adequately describe an event. Well, for the second year in a row Simon Heath was on hand to pick out key phrases and bring them to life…

MISSED THINKFM 2016? ACCESS THE PLAYBACK For the first time on 18 May ThinkFM was streamed live to delegates who attended online. Accordingly, if you did not attend but want to see how the day unfolded, and explore facilities management’s role in productivity, you can watch the playback.

You can decide to purchase access to the whole day’s presentations or pick from the individual presentations detailed in the pages of this event report.

To take advantage of this service, please visit: www.thinkfm.com/book/online-streaming

36 | 9 JUNE 2016 | FM WORLD

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02/06/2016 18:08

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FM FEATURE

LEADERS’ FORUM

THE SKILLS REQUIREMENT – WHERE SHOULD BACK TO BASICS? FM FOCUS? When providers of the FM service claim an ongoing skills shortage among practitioners, it’s important to ask: what skills are we so short of? And what kind of FM practitioner should we be seeking to attract? At a recent Leaders’ Forum, a panel of experts set out what they saw as the problems. Here we summarise the themes identified Historically, facilities management professionals emerged from the hard service side, primarily focused on engineering and building services. Today, the skills that set the new generation of FM professionals apart from the crowd come from the business insight and acumen they gain from a wider variety of sources, not just the built environment.

AKIN FALOPE

Top of the recruiters’ agenda is the role of consultant to the business. In charge of fostering environments conducive to high performance outcomes, these FMs are fully plugged into their businesses. They understand how to drive change and build powerful alliances across the workforce and leadership teams while simultaneously managing a wide range of hard and soft services to deliver this environment safely and effectively working in full collaboration with fellow ‘enabling ‘ functions in HR and IT. This is how the FM function needs to work for businesses, with in-house FMs working more closely with business leadership and those on the supply-side more focused

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on technical excellence and working with an ‘intelligent client’ to bridge the gap between the service and the business.

This supply and demand side difference was further explored with discussion of the growing trend towards organisations deploying a core team of specialists on the client side who continually evolve, develop, analyse and hone their FM and workplace strategy while contracting out to third-party suppliers for the specialist skills and services needed to maintain and deliver it.

In a world where the very nature of work and business is changing and the environment in which it is conducted posing ever-changing threats to operations from technology, politics and health, the role of the FM professional is increasingly critical to business success. This was reflected in comments from participants emphasising the value of FM professionals as lifelong learners, equipped throughout their career, and that those in senior leadership positions need to be trained and educated to the highest standards.

Ian Jones “We also need a degree-level course in pure workplace management – not FM, IT, or HR, but workplace management encompassing all three fields.”

“FM only works alongside HR and IT. This is the eternal triangle, and always has been. If these three work well together, everything about the workplace works.“

Kevin Miller “It’s not so much about academic, bachelor-level qualifications, but more about those vocational accreditations between A-level, because many in the industry don’t even have those.”

Ian Ellison “We need to be thinking about creating lifelong learners who have the ability to be critical, resilient, and responsive to the organisational need.”

Therese Stevenson “Our industry needs to be confident in promoting inclusion and diversity. But to see real impact in this area requires a long-term approach. We are getting better at it and we have made progress, but we’ve not moved fast enough.”

Carl Johnson “We need to consider how we present ourselves in education as an entire industry, not as component parts. We don’t yet have a joined-up approach at all levels of professional development.”

Steve Wilson “One of the biggest gaps we have is in the ability for people to develop themselves due to their being continually resource-challenged and time-constrained. Opportunities for new people to educate themselves through their training medium of choice are becoming more and more challenging.” www.fm-world.co.uk

02/06/2016 18:06

LEADERS’ FORUM

FM SKILLS VS FM’S EXPANDING ROLE Carl Johnson Interserve research into what personal and professional qualities modern FM account directors have found such a person would need “an extraordinary mix of skills and capabilities to thrive in all FM environments”. The results showed an “impossible” hybrid, “part Brunel, part Genghis Khan, part Mother Theresa”.

Linda Hausmanis BIFM addressed the question of needing to mix existing technical skills with emerging people-skill capabilities when formulating its qualifications in 2008.

“The employers who were part

MAKING FM ATTRACTIVE In terms of the sheer variety of opportunities it offers for personal professional growth, making the case for FM should not be as hard as it seems to be. More visibility of training structures may be necessary.

Steve Wilson “Whereas Mace’s graduate recruitment scheme would see perhaps 1,000 people applying for roles within the construction and property businesses, a bare handful would apply to become an FM. The sector is not perceived as attractive or exciting www.fm-world.co.uk

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by the young.

“We need to continue to extol the virtues of the technical and engineering side of FM, but accept that while historically this has been a male-dominated industry, the future is in attracting people across both genders and all age groups.”

Linda Hausmanis “Until the standards of technical management are ingrained and accepted across all fields of FM performance, FM will continue not be taken seriously when viewed against other disciplines.

Ian Ellison “When the role of FM is seen as being one of an enabler, all of a sudden people see that there is potential and a career in it. What we have to ask ourselves is – what are the moments that can make or break attraction to FM?

of this discussion said that we needed to teach these new management skills in the context of FM.” Now an ingrained part of the professional standards and qualifications.

Brian Boundy “There is a job in getting people to understand what training is available beyond pure FM. BICSc training for cleaning, SIA for security – and, in our case a programme devised with the Institute of Customer Service to deliver service programme training to all staff.”

Paul Malfatti “The cornerstone for us is supply chain and customer relationship management, but Airbus has also moved in a more general workplace management direction.

We have a core team of specialists who continually develop the strategy and maintain the skills required for the discipline to ensure the best interest of the business are protected.”

Guy Stallard “The difficulty we have is that (training) depends on requirements. At the extreme, my health and safety manager has to have very high technical competencies, my receptionist strong people-facing skills, and my engineers technical competencies. There is a challenge because the FM covers very technical and very general management roles. The problem is that we have a very complicated Venn diagram, yet we think we can get one solution.”

FM WORLD | 9 JUNE 2016 | 39

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LEADERS’ FORUM

SOFT AND SECTOR SKILLS CENTRAL TO THE FM OF THE FUTURE Looking back a generation, a common capability of those who ‘fell into’ the profession from other walks of life is the inate ability to form good working relationships with everyone from cleaning staff up to the C-suite. These may be generic skills, but they’re far from easy to develop and often link to a person’s natural capability to communicate.

Kevin Miller “I’ve hired in HR people and barmaids as AFMs. We can teach them all the technical stuff – but how they interact with people is key.”

Panellists suggested that some of the best new FMs now come from a soft services background; these are people who can frequently take a different

viewpoint. But recognising and applying an employee’s ‘EQ’ (emotional intelligence quotient) to its best effect is a skill in itself.

Carl Johnson “Our biggest gap is in what’s required for each customer group.

I don’t think it’s necessarily about skills in technical services, soft services or leadership, but more about understanding what’s required from sector to sector.

“There’s a really strong sense that we’re at a tipping point where customers and people are expecting more of us. But we need more clarification. I did a bit of research with my senior colleagues and spoke to our most experienced operational leaders.

Universally, there’s remains a question mark about the definition of FM.”

ATTENDEES The following specialists – in-house, outsourced service and academia – took part in the discussion Brian Boundy managing director, Intu Ian Ellison senior lecturer, FMCG, Sheffield Hallam University Linda Hausmanis director of professional development, BIFM Carl Johnson director of talent & learning, Interserve FM Ian Jones director of facilities, ITV plc

THE FUTURE OF FM APPRENTICESHIPS Linda Hausmanis “BIFM is working alongside employers to develop trailblazer apprenticeships in FM from Level 3 through to Level 7, but an enduring stigma attached to the phrase ‘apprentice’ is one the FM sector in particular needs to tackle.”

Ian Ellison “School leavers … if they want to go to university full-time, the minimum they’re incurring is about £27,000 of debt. But now, with degree and higher apprenticeships, you have a new www.fm-world.co.uk

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scheme where, through employer sponsorship via a university, and funding through the employer and government, a student can come out with both a degree and a job, relatively debt-free. Look at how attractive that is for future blood into our industry!”

More must be done not just to promote the availability of FM apprenticeships, but to explain their structure and likely end product to potential apprentices.

Therese Stevenson “We are lacking in clarity about

the various different pathways, whether that be a traineeship, an apprenticeship, or a graduate or industrial placement through to professional development.”

Carl Johnson “Any improvement in the reputation of apprenticeships will follow the quality of their provision. If you go to Germany, apprenticeships are absolutely the thing young people want to do and they have career opportunities that rival university graduates. The challenge government faces

Paul Malfatti head of general services, Airbus Filton Kevin Miller account director, Carillion Support Services Guy Stallard director of facilities, KPMG LLP Therese Stevenson head of human resources, Vinci Facilities Steve Wilson operations director, Mace Macro

introducing the apprenticeship levy is that they are asking for a very substantial amount of money up front. They have to follow that up with quality provision.”

In Action • BIFM, with Trailblazer employer group, is developing the new apprenticeships and identifying the skills needed and what future qualifications might look like. Employers who want to get involved should contact Linda Hausmanis at linda.hausmanis@bifm.org.uk • ISO management standards in development: a new international standard, ISO 41000, will be a ‘Management System Standard’ for FM FM WORLD | 9 JUNE 2016 | 41

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27/05/2016 11:09

FM MONITOR

JULIAN FRIS

HOW TO…

Julian Fris, founder and director of Neller Davies

RED U CIN G F OOD WA STAGE

ood wastage has a deleterious effect F on the bottom line of any organisation.

Julian Fris explains how to address the issue Recent figures published by WRAP (The Waste and Resources Action Programme) showed the true cost of food waste to the UK hospitality and food service sector is over £2.5 billion a year – that’s one in every six meals served.

In some areas the percentage can be a lot higher. We conducted some research and found that, in places like universities the figure rises to over 25 per cent; in hospitals food wastage sits at the 30 per cent mark (astonishing given the levels of malnutrition in some patients leaving hospital); and in the business and industry sector or workplace catering environment the figure can also reach as high as 40 per cent, especially when you include hospitality and client fine dining.

Waste isn’t just an issue that affects the sustainability of our planet – it also has a huge bearing on the profitability of organisations. A coherent food waste strategy makes business sense and every FM team can play a significant role in driving behavioural change. FMs could follow some well-trodden steps:

1⁄

Identify the problem

Too often, issues such as poor planning, poorly calibrated equipment, lack of ownership, staff behaviour, and poor portioning can lead to an incoherent approach to monitoring and managing waste.

Progressive FMs will always take a preventative approach, looking at the whole process to www.fm-world.co.uk

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enable them to identify problems in four key areas: preparation, production, service and uneaten food. It’s important that a study is carried out at each stage to understand any underlying issues.

These studies should include the weighing and tracking of food at every possible part of the process.

2⁄

Analyse results & set out changes

The first-phase research and investigation could throw up many issues along the journey.

Some companies also find the measurement a challenge and lack the resources or time to undertake intensive research. Equally, they may want an independent view.

There are various external organisations that can offer guidance and resources to ensure that a deep audit is carried out.

There are consultants, lean management specialists or even students from local colleges or universities who could undertake this as a research project. There are short to medium-term benefits for most organisations if there is sufficient buy-in from senior management and the client team.

Once the baseline data is obtained, companies can introduce techniques and processes such as reduced menu choices, batch cooking, call-order, technological solutions like ‘click & collect’ or unmanned micro-markets as part of their new approach. It’s important to introduce like-forlike techniques that can facilitate benchmarking.

3⁄

Re-run studies & compare

It is critical to assess the impact of these changes where possible.

During one project it was identified that almost a third of the cost per portion was being wasted, so 50p in a meal that costs £1.50 was being spent unnecessarily. On a meal budget of, say, £3 million a year, this could be £1 million wasted.

In the healthcare sector we noticed that a slight change to the menu ordering process meant that the company was able save cost and reinvest in handheld technology to take orders, and the ability to improve the quality of the ingredients. Re-running the initial study helped to determine the exact amount available for investment or saving as there is accurate data to use in the comparisons.

4⁄

Set targets

Reinvesting costs saved through a coherent waste plan can also lead to a better quality of service as the focus can be on preparing food that is cooked to order. And more emphasis can be placed on introducing more innovative or flexible products to the location, be it through pop-ups or bespoke speciality counters.

By introducing short, medium and long-term targets, staff will be encouraged to work more efficiently and follow tighter procedures. In one workplace, staff were incentivised by introducing a scheme where a proportion of the savings were paid back to them. This was hugely popular and ensured continued engagement with the programme.

Hidden savings can also be achieved through the better provision of food. A better offer can affect staff nutrition and welfare, leading to more productivity. This approach can not only reduce wastage by over 10 per cent in many organisations, but it has also improved productivity and profitability, enhanced the customer experience, and reduced utilities and food waste disposal costs.

5⁄

Training

Much of waste control is about awareness. We see staff scraping masses of food into the bin, not realising that this has a monetary value. Make staff are aware of the costs incurred and wasted through poor planning, ordering and portioning. Waste disposal should be through unavoidable waste.

The message starts at the top.

Managers need to drive change, as much of this is a behavioural/ custom and practice as well as a communication issue. Following the waste studies, they need to put the right tools in place; some of those might be process changes or measuring devices (like Winnow or Chef’s Eye), but much of it will be training staff.

Controlled ordering and processing needs to be sensible. In one study we saw that one caterer reduced portion sizes in a bid to cut waste. But it was decreased to below the specified minimum so there were some disgruntled customers. Balance is important.

Tackling waste may initially seem challenging and taxing, but with the right incentives in place, everybody will win with increased margins, reduced costs, less environmental impact and much happier customers. FM FM WORLD | 9 JUNE 2016 | 43

02/06/2016 11:59

FM MONITOR

SIMON BENNETT

TECHNICAL WALL COVER IN G M A I N T ENA N CE

imon Bennett, international sales S manager for Saint-Gobain Adfors, discusses the principles behind an effective wall covering maintenance strategy Most property portfolios need a defined asset management and building maintenance strategy to achieve efficient operations, as well as the safe and smooth running of a building, The overarching aim of this, says CIBSE, is to “define policy and an approach to keep the building and its services operation safe, maintain asset value and keep people safe”.

For most organisations repairs and maintenance should provide a customer-focused and efficient service to ensure that all properties are maintained to a high standard.

While CIBSE Guide M provides a best practice approach for maintenance strategies, which as well as defining site categories, also gives maintenance priorities ranging from legal requirements to discretionary, what does this mean at a more granular level in relation to wall coverings?

Getting the right mix All maintenance programmes, whether for walls, floors or overall building services, feature a mixture of planned/ preventative maintenance and responsive actions, but the key is to strike the right balance.

A well thought out wall maintenance strategy will cut the amount of responsive repairs or downtime caused by repair work, allowing for a costeffective, targeted and timely maintenance plan and best use of resources. And planned 44 | 9 JUNE 2016 | FM WORLD

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and preventative maintenance reduces the likelihood of future failures, helping to reduce the use of emergency resources.

There will always be a need for responsive repairs – excessive damage to a wall caused by a sudden impact, spills or leaks, but there are also disadvantages to an overly preventative programme.

Wall coverings have a lifespan of about five years. More resilient coverings will last longer; it varies depending on the building use, wall material, temperature and cleaning routines. In a planned preventative maintenance scheme there is often little room for flex, causing wall coverings to be replaced or updated whether it is needed or not.

Internal wall coverings have an aesthetic function but essentially,

it is a protective element for the substrate to which it is applied.

Wall coverings or wall protection systems are fundamental to the performance of a building.

In offices alone, wall finishes have a 400 per cent ‘churn rate’ – the number of times an item is replaced over a facility’s life – making them a considerable cost element.

Common issues Great strides have been made in the production of wall coverings to make them durable and colourfast, and resistant to daily wear and tear and a variety of indoor environments, but there are still big issues to be considered.

By far the most visibly detrimental is unavoidable impact caused by pedestrian and wheeled traffic – from wheeled suitcases and school bags to hospital beds and trolleys.

To avoid this it is often recommended to increase capital costs and invest in a hardwearing and durable wall covering that will remain resistant to bumps and scrapes for longer. If indentations and scuffs go unchecked they not only deteriorate over time, but can also harbour bacteria. Indoor air quality is an increasingly common concern for building managers. Wall coverings are exposed to indoor pollutants and other naturally occurring elements that can degrade the wall finish over time, leaving the

“Wall coverings are exposed to indoor pollutants and other naturally occurring elements that can degrade the wall finish over time”

substrate vulnerable. A strategy should take into consideration how exposed walls are to outdoor air. What other materials are around it that may let out other pollutants? This will help dictate how long a wall covering will last, how often it needs cleaning and what products to use.

Natural ageing, colour-fastness and shading will occur on all wall coverings and this should be factored into any plan, but more detailed consideration of the wall covering and the external factors affecting it will dictate a better schedule for cleaning and replacement.

Newer wall coverings such as glass fibre ones are resilient to daylight and do not fade despite intense cleaning routines, but for more standard finishes the amount of light and cleaning chemicals they are exposed too will affect how long a wall’s colour will stay vibrant. With cleaning costs in heavy traffic areas accounting for up to 92 per cent of the total cost of ownership, it is a careful balance to mitigate the effects harsh but efficient cleaning chemicals can have on walls that need frequent cleaning.

Service or ‘back office’ areas and heavily trafficked places, such as shared facilities where walls are more likely to be subject to impact, need particular attention. A suitable maintenance strategy should be established based on knowledge of the most frequent problems, and the most effective remedies.

But the best solution is to improve the quality of the coverings installed. This will mean less frequent maintenance and replacement, reducing costs and retaining the building’s appearance for longer. FM www.fm-world.co.uk

02/06/2016 11:59

ADVERTISEMENT FEATURE

It’s not too late for a HVAC contingency plan With temperatures rising and the pressure on facilities and estate managers mounting, you might think it’s too late to implement an air conditioning contingency plan.

Almost every sector requires temperature control in some form, whether to ensure employee wellbeing, create a pleasant shopping experience, keep a health service running effectively, or maintain mission critical data centres.

The downtime caused by overheating can have substantial productivity and financial implications. For example, the opportunity costs of a single operating theatre are estimated to be

£1,000s per day.

An effective mobilisation plan can be actioned in cases where a building has no fixed cooling, if supplementary cooling is required to help existing systems to cope, or in the event of an air conditioning breakdown. A specialist provider such as Andrews Air Conditioning will be able to assist with contingency plan development and even ring-fence items so they can be on-site as soon as possible.

A typical contingency consultation would

include assessment of the facility and its requirements, pre-planning of enabling works, method statements and risk assessments, in addition to agreement of required response times, logistics and continuity planning.

Given Andrews Air Conditioning’s specialist experience and national reach, its temporary air conditioning units and chiller plant can be delivered and installed anywhere in the UK, usually within four hours.

Putting in place an effective contingency plan is not as time-consuming or demanding as it may sound. It’s never too late to be prepared. i For more information visit: www.andrewssykes.com

G E T Q U A L I F I E D I N FA C I L I T I E S M A N A G E M E N T

STUDY ONLINE ANYWHERE ANYTIME GET QUALIFIED

Study for a BIFM qualification in facilities management with the BIFM online learning platform which can be accessed from anywhere, on any device.

Study for Level 2 – new entrants Level 3 – first line management Level 4 – operational management

w: www.bifm.org.uk/BIFMDirect t: +44 (0)1279 712 651 e: qualifications@bifm.org.uk to find out more

Call us to find out how BIFM can support you to progress your career, the alternative study and delivery models that are available and for guidance about identifying the right qualification level for you.

www.fm-world.co.uk

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BIFM NEWS

BIFM.ORG.UK

BIFM AWARDS

Lifetime Achievement Award The only BIFM Award category that remains open for nominations is the Lifetime Achievement Award, recognising individuals who have made a significant contribution to facilities management over the course of their career.

Individuals will be assessed based on a clear demonstration of their commitment to the progression of FM where they have made both a significant and positive impact throughout their career. The nominated individual must have: ● An established history and proven track record in facilities management; ● Exhibited professional leadership and inspiration to others; ● Made a positive and lasting impact on the FM profession; ● The respect of their peers; and ● Integrity and be recognised by the industry as playing a key role in the progression of the profession.

The full criteria are available from www.bifmawards.org/people/ lifetime16. Nominations close 29 July.

For further support or queries on eligibility contact the BIFM Awards team on +44 (0)1279 712 640 or email awards@bifm.org.uk.

i i

BIFM AWARDS

Attend and celebrate This is your chance to join more than 1,200 FM professionals at 46 | 9 JUNE 2016 | FM WORLD

46_48_BIFMNews.indd 46

This year’s ThinkFM – see what they heard by buying the playback at: www.thinkfm.com/book/online-streaming

the BIFM Awards on 10 October to celebrate everything FM. Taking place in The Great Room at the Grosvenor House Hotel in London, the BIFM Awards ceremony is a must-attend event for anyone in – or interested in – facilities management.

The black-tie event is a highlight of the FM calendar, which alongside acknowledging the best in the FM industry, also encompasses networking, celebration and fun.

Standard tables and individual tickets include: ● Invitation to attend the Great Room drinks reception; ● Three-course meal with coffee and petits fours; ● Awards ceremony with celebrity host; ● Evening entertainment including charity casino and live band; ● Advanced drinks orders for table drinks; and ● Grosvenor House Hotel accommodation discount.

Premium tables include: ● VIP tickets including access to the VIP drinks reception; ● Premium table position for dinner and the Awards Ceremony; ● Three-course meal with coffee and petits fours; ● Drinks on your table. Either half-bottle of wine per person, selection of beers, or a mix of both; ● Company branding on the table number; ● Exclusive advanced viewing of the guest list; ● Multiple table bookings guaranteed to be next to each other; ● Awards ceremony with celebrity host; ● Evening entertainment including charity casino and live band; ● Advanced drinks orders for additional table drinks; and ● Grosvenor House Hotel

accommodation discount.

Tickets and tables are priced at: ● Individual Tickets – £250+VAT ● Standard Table of 10 – £2,400+VAT ● Standard Table of 12 – £2,760+VAT ● Premium Table of 10 – £3,400+VAT ● Premium Table of 12 – £3,900+VAT For more details and to book, see: www.bifmawards.org/theceremony

i i

MISSED THINKFM 2016?

Access the playback For the first time on 18 May the ThinkFM conference from BIFM was streamed live to delegates who attended online, enabling

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

02/06/2016 12:00

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

,

you to still get involved in the ThinkFM conference and explore FM’s role in productivity.

Sessions available include: ● Julie Kortens, chairman, BIFM Julie opened the conference, setting out the productivity debate. ● Marginal gains in F1 – Marc

Priestley, Formula One and Formula E broadcaster and writer, F1 freelancer and former race team mechanic at McLaren Racing A rare glimpse into the world of Formula One, and how marginal productivity gains can help make a world champion. ● Happiness and productivity – scientific good sense? Eugenio Proto, associate professor, University of Warwick How lower happiness is systematically associated with lower productivity and how you can influence happiness levels. ● Setting an aspirational agenda for wellbeing that’s good for employees and good for business – Jill Miller, research associate, CIPD Why developing a culture of wellbeing is good for employees and good for business. ● Think productively and brilliantly every day – Katie Ledger, senior practitioner, Complete Coherence How you and your colleagues can be more productive by working on coherence from the inside out. ● The FM’s role in organisational success – Bridget Hardy, director, Integrans Consulting The challenges and benefits of adopting smart working, and the need to find and use measures and metrics that will speak to the organisation’s leadership focusing on outputs, impact and effectiveness.

Fraser Talbot, Professional Standards & Education Manager at BIFM

BIFM COMMENT IMPORTANT CHANGES TO THE DELIVERY OF APPRENTICESHIPS IN ENGLAND

pprenticeships are government-funded, work-based training programmes for people aged 16 and over. They combine on the job training with nationally recognised qualifications and are a great way to build a skilled and motivated workforce. It can equip apprentices with the knowledge and skills for a successful career and can provide employers with an efficient and effective means of developing the skills for their workforce. BIFM qualifications at Levels 2, 3 , 4 and 5 are included within the existing FM Apprenticeship frameworks.

The government has set a target of three million apprenticeship starts in 2020. The Richard Review published in 2013 identified key areas in the existing Apprenticeship programme where improvements could be made. The government set out its planned reforms in The Future of Apprenticeships in England: Implementation Plan. The intention of the reforms is to have:

A

“THE CHANGES THAT ARE IMPLEMENTED NOW WILL HAVE AN IMPACT ON YOUR WORKFORCE IN THE FUTURE”

● Employers driving the development of new standards; ● A revised approach to assessment with where

competence is demonstrated through a holistic end assessment; ● A simplified system, with standards short and easy to understand; and ● Employers having purchasing power to enable them to act as customers.

Employers working together to design the standards and assessment plans is a key feature of the new approach. It is intended to give employers a greater say in the knowledge and skills required that should lead to higher quality apprenticeships more relevant to industry. BIFM has worked collaboratively with industry for a number of years to develop and maintain our professional qualifications offering to ensure the FM industry has the skilled individuals it requires.

BIFM is working closely with employer groups to develop new standards for apprenticeships in FM that include Supervisor and Manager Levels and degree apprenticeships at Bachelors and Masters level. This will provide employers with opportunities to have apprenticeships at all levels from operations to strategic and senior management.

The way the government funds apprenticeships will change in April 2017. Some employers will be required to contribute to a new apprenticeship levy. The apprenticeship levy requires all employers operating in the UK with a wage bill over £3 million each year to make an investment in apprenticeships. Employers can then draw down funding to contribute to the investment of training of apprenticeships.

It is crucial that employers are engaged with the changes to apprenticeships. The changes that are implemented now will have an impact on your workforce in the future. For those employers who are contributing to the apprenticeship levy it is critical you know and can influence what you will get in return on your apprenticeship investment. The employer group developing the Apprenticeship for FM Supervisor has issued a consultation on the planned assessment for this standard. The consultation can be accessed via the BIFM website and employers are strongly encouraged to provide their feedback on the proposed plans. i

www.bifm.org.uk

● How the National Grid boosted www.fm-world.co.uk

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BIFM NEWS

BIFM.ORG.UK

performance through smart workspace – Simon Carter, head of corporate property, National Grid How a well-functioning workspace can contribute to improve staff productivity, collaboration, wellbeing, recruitment and retention. ● Why doing the basics brilliantly

adds real strategic value – Jacqueline Cupper, head of service performance & development – Worldwide Real Estate and Facilities, GlaxoSmithKline Why delivering what people need rather than want adds value to your people and organisation. ● You’re efficient. Well done.

Now what? Nigel Bunclark, corporate real estate executive and workplace strategy & transformation leader What to do when your objectively measured, efficient and effective workplace still falls short of the mark on ‘productivity’. ● Productivity: Our problem, their problem or your problem?

Polly Plunket-Checkemian, consultant and strategist in commercial property and asset management, and Tim Oldman, founder and CEO, Leesman Polly and Tim explored what productivity means in the UK’s knowledge economy and the role of the workplace in the business and economy wide debate, and announced details of The Stoddart Review.

For more details, and to buy the playback, go to: www.thinkfm.com/ book/online-streaming

i i

The full playback is priced at: ● Individual playback: £99+VAT ● Company playback, for between 1-25 employees: £900+VAT ● Company playback, for between 26-50 employees: £1,200+VAT If you would like more than 50 employees to access the playback, or if you are based outside of the UK,

i i

48 | 9 JUNE 2016 | FM WORLD

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please email thinkfm@bifm.org.uk.

BIFM TRAINING

NEW BFIM REGION

United Arab Emirates BIFM has been granted a licence to operate from the Dubai Chamber of Commerce and will be providing an educational programme to support the facilities FM profession and BIFM members based in the United Arab Emirates.

The licence to operate from the chamber is through its Dubai Association Centre scheme and will see BIFM providing educational opportunities.

Professionals in the region will be able to access membership, qualifications and training solutions based upon the FM professional standards to aid their professional development.

The career development pathway provided by the institute is unparalleled and the only one in the world to provide qualifications at every career level.

The launch of the regional group means that BIFM members in the UAE can now access local knowledge, continuing professional development events, support and networking specific to their country.

The committee will be developing a range of ways to support the growing community of FM professionals and organisations based in the country, including promoting best practice and organising seminars and events.

For more about BIFM’s services in the region and the community group visit www.bifm.org.uk/UAE

i i

REDUCING STRESS IN THE WORKPLACE

tress is a significant factor in our work lives.

It’s undeniable that it comes with many aspects of the jobs we do. But facilities managers could use their strategic position to alleviate stress for almost everyone – colleagues, customers, clients and service users. Could you be taking the initiative using the facilities that you manage?

Why is the environment you manage so significant in terms of stress reduction? Our workplace affects our minds, the choices we make and where we find ourselves in terms of wellbeing. Many of the stress triggers that we encounter are sensory in nature, emanating from the environment and people around us. These triggers not only induce stress, but could also compound stress arising from other areas of our lives.

If a work environment induces sensory deprivation or overload, or presents us with a lack of environmental control by reducing our sense of autonomy, then it is hardly surprising that it will have a detrimental effect on staff, customers, clients and service users.

Why would your business leaders be interested in you taking the initiative?

Well, first put to them the case for productivity, staff retention and brand benefits. Not only this – as an FM, you are in a strategic pivotal position between facilities, human resources and customer services. Consequently, while your people-facing colleagues have a significant role, you are in a strong position to positively effect wellbeing through changes in the workplace setting – to the appreciation of those around you. You can begin to do this by first gaining understanding of how environments add to stress or limit people’s ability to manage stress.

S

Reducing Stress in the Workplace Steve Maslin, director of Building User Design, and Dr Craig Knight, a chartered occupational psychologist, will be running this one-day course on stress in which they will share scientific evidence, insights and conclusions to offer strategies for implementing stress reduction.

Personal Effectiveness Skills BIFM Training is also running a one-day course in London on getting organised, maximising productivity, and balancing work, life and health on 13 October.

To register your interest in these courses, please call 020 7248 5942, or email rachel@quadrilect.co.uk. i For more information please call us on 020 7248 5942 or visit our website www.bifm-training.com

www.fm-world.co.uk

02/06/2016 12:00

FM DIARY INDUSTRY EVENTS 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

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

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.

LONDON REGION

29 June | Corporate Members Event – productivity in FM Programme to be confirmed.

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

30 June | The Challenge of Managing a £9.6bn Shopping Centre Portfolio Insights into managing a portfolio of shopping centres worth £9.6 billion with over 400m customer visits every year – welcome to intu Uxbridge, part of Intu Properties plc.

Venue: intu Uxbridge, High Street, Uxbridge, Middlesex, UB8 1GEn Email: Adrian.Powell@activefm. co.uk, call 07912882968 or see http://bifmhc-itu-retail-event. eventbrite.co.uk to book tickets.

6/7 July | Strategic Procurement in FM [BIFM executive programme] For facilities professionals working at or aspiring to senior positions in FM and who want to make an impact at board level..

Venue: Central London Contact: Email Kay Bain at info@ bifm-traini 12 July | Breakfast Workshop – Getting Your Message Across This interactive masterclass gives participants the opportunity to explore how they communicate and how to develop their ability to be both seen and heard. It aims to develop flexibility and awareness in personal style.

Venue: National Theatre, South Bank Contact: Email Cova Montes, cmontes@nationaltheatre.org. uk, or call 07984747703 to book tickets. www.fm-world.co.uk 49 | 8 MAY 2014 | FM WORLD

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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.

NORTH REGION 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.

SCOTLAND 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.

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 carbon-neutral – 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 23 June | Catering & hospitality SIG – 11 key trends you need to know in the UK food service market Simon Stenning, executive director at MCA will be using the full breadth of the MCA intelligence, data and insight services to deliver a fascinating presentation into the most important trends in the market that impact consumers in the workplace.

Venue: PRS for Music, 2 Pancras Square, London N1C 4AG (Event Level - Floor 8) Contact: Email Paul Greenwood at paulg@tricon.co.uk, call 07795 011399, or visit www.tinyurl.com/hvt5aep to book tickets.

29 June | BIFM Risk and business continuity management SIG Risk Seminar LIVE The Risk Seminar will include networking opportunities and your chance to ask questions and received informed answers about situations and subject matter that is relevant to you.

Venue: BLM Plantation Place 30 Fenchurch Street London EC3M 3BL Contact: Samantha Ball – email sa10014321@hotmail.com, call 07775606913, or see tinyurl.com/ z3cqtjo to book tickets.

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 | 9 JUNE 2016 | 49 www.fm-world.co.uk

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FM MONITOR PRODUCTS PUT TO USE

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

CASE

IN POINT FEATURE CASE STUDY

Empire Cinemas finds cost-savings with innovative fire extinguishers PROBLEM Saving money and installing the most up-todate fire safety equipment was top of the list of priorities for Empire Cinemas, the largest independently owned UK cinema chain, when it was searching for a solution for its two new cinemas in Hemel Hempstead and Catterick Garrison.

The cinema complexes also included restaurants and cafés.

Empire teamed up with Safelincs Ltd to find the right solution that would enable it to reduce its annual fire extinguisher servicing costs.

SOLUTION Safelincs supplied and installed service-

free P50 extinguishers into the cinemas, restaurants and cafés. These appliances give you all the firefighting power that you need and have a unique construction that means that they don’t require an extinguisher service engineer to make an annual visit.

All that is required is a simple annual visual check by one of the cinema’s employees, which is where a lot of the savings are made.

They are guaranteed for 10 years and can be refilled for a further 10 years.

OUTCOME Empire Cinema is now looking at rolling the installation of the kitemarked P50 servicefree fire extinguisher to its other cinema complexes. “Safelincs were an easy company

to do business with,” commented Steve Clode, facilities manager, Empire Cinemas. “The solution they have provided gives us the very latest in fire extinguisher technology, whilst enabling us to achieve significant cost savings over the coming years.”

By doing so, Empire Cinemas will continue to make significant cost savings on its fire extinguisher provision.

Tel: 0800 612 6525 for more information E: support@safelincs.co.uk W: www.safelincs.co.uk/britannia/

Research centre gets to heart of waste disposal

33 Glasshouse Street saves Andrews stops burst pipe space with AET Flexible Space closing a data centre

PROBLEM

PROBLEM

PROBLEM

Syngenta’s International Research Centre at Jealott’s Hill in Berkshire is the firm’s largest site for agrochemical research and development and product support.

Syngenta set goals for the site to cut waste to landfill, improve recycling and recovery and reduce costs.

Creating selfcontained, fully air conditioned, Cat-A offices as part of a major structural refurbishment of a 52,000 square feet building with an unusual floorplate, a grade II listed façade and limited space for plant equipment.

One Saturday morning water leaking from a burst pipe in the air-con system of a telecoms firm threatened loss of critical temperature in the data centre. Had the system been shut down the firm could have faced losses worth millions of pounds.

SOLUTION

SOLUTION

SOLUTION

Grundon Waste Management worked with Syngenta’s FM team, providing a Total Waste Management service that has helped them understand how to best process and manage the different types of waste generated, and optimise the use of containers and storage facilities on site.

A direct expansion fully underfloor supply and return air conditioning system was specified for the 23,500 sq ft offices on floors three to seven.

The system will be integrated with Daikin Heat Pumps instead of a rooftop chiller and will use slimline TUS-EC floor terminals to save additional space and maximise energy efficiency.

Andrews Chiller Hire supplied a duplicated setup of a 750kW chiller on opposite sides of the building, each delivering chilled water to 5 air handlers. Andrews also installed one 550 kVA generator on each side of the building, connected to a 3,000 litre fuel tank.

OUTCOME

The total solution from Andrews Chiller Hire met the high demands placed on the air conditioning, and provided sufficient cooling to maintain the critical temperature for the data centre engineers.

OUTCOME As a result, statistics show that between 2008 and 2015 Syngenta reduced its waste disposal spend by 30 per cent and increased its recycling rate from 12 per cent to an average of 64 per cent.

W: www.grundon.com T: 01491 834 311 E: info@grundon.com 50 | 9 JUNE 2016 | FM WORLD

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A floor-to-ceiling height of 3.3m will be achieved on floors three, four and five with the adoption of underfloor air conditioning, eliminating the ceiling void and so maximising the available space.

W: www.flexiblespace.com

OUTCOME

T: 0800 211 611 E: s.salescentre@andrews-sykes.com W: www.andrews-sykes.com www.fm-world.co.uk

02/06/2016 12:00

FM PEOPLE

MOVERS & SHAKERS

BEHIND

DATA

THE JOB

TOPIC TRENDS

NAME: Elaine Gibson JOB TITLE: Facilities manager ORGANISATION: NSPCC

centre of London; by selling two and combining all staff into one using our largest site in Curtain Road we have reduced our carbon footprint, improved systems and the environment in which we can provide frontline services to young people.

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

Anything to do with purchase orders and invoices.

What attracted you to the job?

I wanted to work within the charity sector and couldn’t think of a better charity than the NSPCC.

Any interesting tales to tell?

While walking past our main conference room had to do a double-take; I locked eyes with a very well-known magician levitating. I took out my phone to take a sneaky picture and his face was my screen saver!

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

My top perk at work is…

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

A window dresser – I would especially love to dress the window of Liberty’s in London at Christmas time.

“Network – it’s the most

Which “FM myth” would you

most like to put an end to?

I started at the NSPCC 10 years powerful platform to All we do is tick boxes all day! ago as a receptionist. I managed showcase your talent” FM is so much more; in the to demonstrate a willingness to non-profit organisations we get learn, keep calm under pressure, involved in so many elements of the business no always offer myself up to the team and here I am two days are ever the same. now managing them all – I love it.

What’s been your career high point to date?

I have two – one is every Thursday when I volunteer for Childline as a children’s telephone counsellor. It’s an honour to be able to reach out to some of these young people and make a difference it’s a highlight in itself every week. Second, I set up an apprenticeship scheme at the NSPCC working with some vulnerable young people to turn their lives around. We do this by giving them an opportunity to have a career and a real future.

My biggest highlight was when my first apprentice left the NSPCC after having gone for an interview and secured her first full-time job with another major charity – a highlight and a proud moment.

What has been your biggest career challenge to date?

I was part of one of the NSPCC’s biggest projects.

We had three large underused properties in the www.fm-world.co.uk

51_Behind the Job.indd 51

7

6

2016 AVERAGE 2015 (TO DATE) AVERAGE

Definitely encourage more women.

I provide facilities and building management services, negotiating best value for money on all contracts for facilities-related services for the NSPCC’s London headquarters.

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

Buying in / speccing up FM services

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

Brief description of the job and key responsibilities:

Going home every day knowing I made a difference.

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).

Working on initiatives to ensure compliance

9

5

Working on energy efficient initiatives

8 8

Adapting to flexible working

7

7

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

It’s beginning to get the recognition it deserves, especially women in FM. And how will it change in the next five years?

The industry will continue to grow, especially with some of the amazing pipeline talent I am seeing coming through the apprenticeship scheme.

Maintaining service levels while cutting costs

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Do your friends understand what facilities management is?

Not really – they just think I’m a housekeeper for a really “big” house!

Have you got a story to tell? We are looking for facilities managers to feature in Behind the Job. Contact the team at editorial@fm-world.co.uk for more information

Organising training for the FM team

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APPOINTMENTS for more information email jobs@fm-world.co.uk

Quality Healthcare Environments

Senior FM Business Managers Post 1: Birmingham and the West Midlands Post 2: Yorkshire, Nottinghamshire and Derby Salary: circa £65,000 pa This is an exciting time to join NHS Property Services.

We are creating an exciting new property and facilities management company model which is delivering added value for our customers and the wider NHS. At a time of major change for the NHS, the company is reducing costs, unlocking value and reinvesting directly in the future estate to improve frontline patient care.

We are on a journey, and we are looking for talented people to join a team that is developing and transforming the business and the way the NHS manages facilities.

The role We have two Senior FM Business Manager positions, one covering Birmingham and the West Midlands and the second covering Yorkshire, Nottinghamshire and Derby. The role will form a key part of our FM Senior Management Team and will have responsibility for every aspect of facilities management delivery in over 400 sites in the respective area. The Senior FM Business Manager will have ultimate responsibility for client engagement ensuring services are delivered to the required standard and efficiency improvements are identified and delivered. Facility Management is delivered through a combination of in-house provision and sub-contracted arrangements and the post-holder will be the senior contract lead and responsible for all internal delivery teams.

The Person To succeed in this role you will need to possess excellent skills in stakeholder management, managing large outsourced contracts and managing internal delivery teams. You will be a motivational and inspiring leader who is capable of delivering results through others and managing in a changing environment with competing priorities. You will have experience of managing a geographically dispersed team and have strong strategic, analytical, investigative and problem solving skills.

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About the Company NHS Property Services is one of the largest property owners in the UK, with a £3 billion asset portfolio, some 4,000 properties, 3,000 employees and an annual income of over £700 million.

Established in April 2013, the company provides professional property and facilities management advice and services to the NHS. In its first three years, the company has managed over 200 new developments so that patients are treated in better, modern facilities.

The company has also achieved substantial savings for the NHS through the application of professional expertise to its estate. Since launch, we have driven down running costs by over £115 million. In the same period, we disposed of 223 surplus sites deemed surplus by the NHS, releasing £152 million back to the NHS front line.

Rationalisation of facilities management contracts from 2,300 to just 12 saves the NHS £15 million annually.

The Rewards As well as a challenging and exciting role the company offers a comprehensive benefits package, which includes: ● Lease car / Car allowance ● 27 days’ annual leave ● Group personal pension ● Life assurance ● Employee assistance programme ● Childcare vouchers ● Cycle to work scheme ● Season ticket loans For further information about the posts, please contact Charles Siddons on 07766 924966 To apply for this post please send your CV to: HR-North@property.nhs.uk stating which area you are applying for.

Closing date: 24 June 2016

www.property.nhs.uk jobs.fm-world.co.uk

01/06/2016 12:26

APPOINTMENTS

London Opportunities Technical Services Manager London • £60,000 - £65,000

Facilities Manager | Growing restaurant chain London + UK • £45,000 - £55,000

A well established Real Estate Management company has a unique opportunity for a Technical Services Manager to oversee the hard services for part of its portfolio in London. You will be expected to manage suppliers to ensure effective, safe and compliant delivery of all M&E related services, including: life safety systems, vertical transportation equipment and systems. You will have excellent knowledge of all M&E systems within a commercial building. You will also have set and reconciled a service budget and be extremely client facing. You must be educated to degree level. Ideally you will be a member of IOSH or BIFM and have a mechanical or electrical related qualification.

Join a fast-growing restaurant chain with a passion for great food and quality service. Having taken the industry by storm, our client is seeking a proactive individual to manage its expanding portfolio of properties, by putting in place systems and processes that will ensure its restaurants will be maintained to the high standards that their food is cooked to. With a ‘work hard play hard’ culture, our client will reward you with a competitive salary and the flexibility and support to deliver an outstanding FM service. If you’re interested in being at the forefront of facilities management for a new national favourite, this is the role for you.

Ref: CS1265658

Ref: DTa1267972

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

Operations Director, Estates University of Warwick

Property Managers Yorkshire and Salford Community Solutions, part of Morgan Sindall Investments, is an established asset manager focused on social infrastructure throughout the UK. We pride ourselves on developing our staff and provide a professional service across a portfolio of circa £1bn public sector estate, the majority of which we have developed ourselves.

As part of our continued business expansion we are seeking to appoint two highly motivated, results-focused individuals to work in an established team of property managers with particular focus on the management of a portfolio of healthcare and education facilities.

One of the posts will be based in our South Yorkshire office and will initially look after our Bradford healthcare portfolio.

The second post will be based in our Salford office which manages healthcare and education facilities across the North West.

Applicants will need to be have property/facilities management experience, with a recognised appropriate qualification or working towards. Duties will include contract management of supply chains, liaison with clients/occupiers and partners through to the active management of lifecycle repairs and funds.

To apply, interested applicants should forward details including an up to date CV to msilrecruitment@morgansindall.co.uk Closing date for receipt of applications: 18 July 2016 No recruitment Agencies please

Job Ref: 919997 Location: Coventry, UK | Salary: Competitive The University of Warwick is a UK top 10 and World top 100 University, with a 450-acre campus consisting of 400 buildings for teaching and research, over 6200 student rooms, 3 conference centres and the University Science Park housing around 150 businesses. The University is undergoing a major multi-million pound capital programme that includes the National Automotive Innovation Centre in partnership with Jaguar Land Rover.

The University of Warwick is now looking to appoint a new Operations Director within the Estates Office. The Operations Director will lead the development and delivery of the University’s Estates facilities and maintenance functions. You will provide inspirational leadership within the Estates team. You will work closely and effectively with the Estates Director and the Capital Programme Director and Chief Finance Officer within Estates who collectively lead on all aspects of the Estate strategy enabling the University strategy.

Reporting to the Estates Director, you will operate as a member of the Estates Senior Management Team, taking an institutional and holistic view of strategy and engage out-with functional silos in collective accountability for the successful resolution of University wide priorities. In addition, the Estates department plays a vital role as a member of the Campus and Commercial Services Group Board which provides the strategic direction for both commercial activities and creation of surplus income for re-investment into the University as well as developing other social aspects of the campus such as the Warwick Arts Centre, sports centre, food and drink outlets and retail shops.

For the full applicant pack, please contact Henry Timpson on h.timpson@searchhigher.com or on 02476 523 848.

All applications must be made via a full CV and supporting statement prior to 11.59pm (BST) on the closing date of Monday 13th June.

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REQUESTS

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

SURVEYS / POLLS / EVENTS / RESEARCH

CALLS TO

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

BIFM AWARDS 2016 LIFETIME ACHIEVEMENT AWARDS What The BIFM’s Facilities Management Awards, supported

by Carillion, have been crafted and evolved to highlight the value and impact of FM on society and business. The main entry deadline has now passed, but there is still time to enter the Lifetime Achievement Award.

Lifetime Achievement This category recognises individuals who have made a significant, lasting contribution to FM over the course of their career.

Candidates will need to demonstrate a clear commitment to the progression of the industry. They will

have a proven track record, have exhibited professional leadership and been an inspiration to others, and be recognised by their peers as being a key figure.

It is not necessary to have been a practising FM to be eligible for this award. Entrants may have contributed through academia or research, for example. Nominations can also be made posthumously.

Previous winners of the award have included Martin Pickard, who contributed to the creation the BIFM’s predecessor, the Association

of Facilities Management, and also Christopher Stoddart, the influential and highly respected facilities manager who sadly passed away in 2014.

The deadline for nominations in the Lifetime Achievement category is 29 July. This year's winner will be revealed alongside all the other category winners at the BIFM Awards ceremony on 10 October in London.

More information about all of the BIFM Awards – including how to enter and how to book your tables for the awards dinner in October– is available at www.bifmawards.org

THE FACILITIES SHOW 2016

Chris Stoddart, winner of the 2011 FM of the Year, was posthumously awarded the BIFM Lifetime Achievement Award in 2014

WORLD FM DAY 2016

What The Facilities Show, in association with BIFM, is the premier exhibition event including seminars, case studies and panel debates in the FM sector. The show returns to ExCeL London for the third year from June 21-23 in association with BIFM. Commitment The BIFM invites you to take part in its broad programme of events at the show, including: a careers zone, with 26 sessions across the three days; the hugely successful advice clinic; seminars; and, mentoring. All the sessions have been designed to reflect the complexities of the FM sector today.

Why Attendees have a golden opportunity to learn from some of the brightest and most successful FMs in the sector, including current BIFM FM of the Year, Alan Russell, FM at Heathrow Terminal 5. Also, it's a great opportunity to boost your career with tailored advice from The FM Network, COREcruitment, BIFM Training, Sodexo and PIP Professional Training & Services.

Notes We are also looking for contributors to our FM World d live blog from The Facilities Show. Please email us to express your interest.

What The international celebration of the FM profession across the globe.

Commitment We're asking for participants in the live blog we intend to run on the day, which will involve you answering questions about what you’re doing during a specified part of the day.

Why Brought together, your responses will describe a typical day in the life FM - and we're particularly keen to hear from international FMs. Notes As well as FM World's live blog, BIFM is collating a list of events taking place across the country. It is also hosting a range of materials, from banners to slides, to help you plan and carry out your own World FM Day event. Get involved!

Register for The Facilities Show free of charge here tinyurl.com/FacShowReg www.facilitiesshow.com Email editorial@fm-world.co.uk if you would like to blog for FM World d from the event

Email editorial@fm-world.co.uk to register your interest Go to www.bifm.org.uk/wfmd to see other events happening near to you

PETER SEARLE

IN FM WORLD'S JULY 2016 EDITION

FEATURE: SALARY SURVEY 2016 — WHAT THE LATEST BIFM SURVEY SAYS ABOUT FM'S PAY AND PROSPECTS /// MODERN SLAVERY ACT 2015 – WHAT FMS NEED TO KNOW /// ANAEROBIC DIGESTION /// COMPLIANCE UPDATE – WORKING AT HEIGHT /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

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@Facilities_Show #FACSHOW

Connecting and inspring excellence in facilities management.

With a seventeen year heritage at the heart of the facilities industry, Facilities Show brings you trusted expertise and innovation across all sectors of FM. 3 7UDLQLQJ RQ SURFHVVHV VROXWLRQV DQG HÉ?

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REGISTER FOR THE SHOW AT WWW.FACILITIESSHOW.COM Exclusively supported by

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