Facilitate February 2019

February 2019 / FacilitateMagazine.com

Taster edition

As departments collaborate to optimise end-user experience, is this the professsion to pull all the strings?

MAINTAINING INTEREST Planned preventative maintenance and its place in service contracts

CHANGING PRIORITIES Avoiding common missteps in culture change projects

MARKETING’S MESSAGE Learning lessons from digital marketing’s rise in corporate credibility

FAC I LITATE

FEB RUARY 2019

CONTENTS ANA LYS I S

6 TH E GI G E CON OMY The government has published its Good Work Plan to protect ‘vulnerable’ workers 7 A SU STAI NABLE POS ITION Sustainability is key to FM organisations, shows IWFM’s 2018 Sustainability Survey 8 H ACKI TT PURS UE D James Brokenshire says all Hackitt Review guidelines will be implemented 10 ‘GREEN BRE XIT ’ BILL Michael Gove has previewed draft clauses for a new UK environment bill 15 I W F M BUILDS TRUST The built environment industry is pushing for improved building safety

WHAT WE DO

Facilitate is the magazine of the Institute of Workplace and Facilities Management (IWFM).

For fourteen years we were known as FM World, changing our name in this January to reflect the British Institute of Facilities Management (BIFM) relaunching as the IWFM in November of 2018.

COM M UNI TY

KNOW LE DGE

3 4 PE R SPE C T IV E S The four most interesting and insightful opinions on FM this month

43 PARK LIFE Meet Stan, the robotic valet who packs cars into tight spaces

3 7 A BIT A BOU T YOU Jeremy Dicks, director of operations in destinations and venues for OCS

44 EAT THE UGLY FROG FIRST Stop procrastinating and get the job done, says Victoria O’Farrell

3 8 THINK TA NK Our takeaways on topics and trends that could affect your business decisions

46 R E NE WA BLE E A R N I N G S Behind-the-meter renewable generation and energy storage

40 F E BRUA RY @ IWF M The people and projects currently informing IWFM activity

48 D ON’ T SLIP U P Key factors that must be considered when choosing canteen flooring

41 C A LL S TO AC T ION The events, surveys and discussions that deserve your attention

54 A SBE STOS AU D I T S NHS trusts need management plans for asbestos to keep patients safe

LONG FORM

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CREATING THE SUPERCONNECTORS We hone in on the need for closer ties between business functions to deliver a better employee experience

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CULTURE CHANGE COORDINATORS ‘Be the change’ is a key theme for the IWFM Conference. But how does workplace affect organisational culture?

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MARKETING’S MESSAGES The world of workplace and FM has much to learn from the digital marketing profession’s experience over the past decade or so

– your magazine

Facilitate keeps IWFM members and others up-to-date on all workplace and facilities management issues, ensuring you are informed of the very latest developments and thinking.

Within the magazine, as well as online, we also provide readers with a forum for topical debate.

Our monthly print edition, as well as the daily newsletters we

publish on every work day, make Facilitate your first port of call for the latest in workplace and facilities management. You’ll find analysis of research and legislation, insight from critical opinion-formers, service sector business news, case studies, best practice. event reports and much more.

Got a story for us? Get in touch via editorial@facilitatemagazine.com

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W W W. I W F M .O RG .U K

F RO NT D E S K A N A LY S I S

H AC KIT T RE V IE W

HACKITT RECOMMENDATIONS TO BE TAKEN FORWARD J PHOTOGRAPHY: ISTOCK, PA

W O R D S : H ER P R EE T K AU R G R E WA L

ames Brokenshire, Secretary of State for Housing, Communities and Local Government (MHCLG), has confirmed that the government is implementing all recommendations in the Hackitt Review.

In his statement Brokenshire said: “The government will create a stronger regulatory framework that will provide national leadership to drive improvements in building safety… The government wants the new regulatory structure to draw

Regulations based on Dame Judith Hackitt’s report were laid before Parliament last month and will give legal effect to the combustible materials ban announced last summer. It means that combustible materials will not be permitted on the external walls of new residential buildings over 18 metres

on the expertise of key existing regulators: the HSE, fire and rescue authorities and local authority building control.”

He added that the government would establish a new Joint Regulators Group to help it develop and pilot new approaches and, in due course, to assist with the transition to a new regulatory framework, starting “as soon as practicable”.

This group would draw together the expertise of the Health & Safety Executive (HSE), Local Authority Building Control (LABC), the Fire

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and Rescue Services through the National Fire Chiefs Council (NFCC), the Local Government Association (LGA), and others as needed.

The LABC welcomed the announcement and is working with colleagues from the LGA, NFCC and the HSE to accelerate progress and to identify and run pilots.

Paul Everall, LABC chief executive, said: “The secretary of state has shown leadership by recognising the need for systemic WW I W F M .O RG .Uregime K reform of theW.building safety by implementing Dame Judith

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F RO NT D E S K A N A LY S I S

J

ust one in five employers has produced an action plan to close the gender pay gap, according to a poll sampling by equality body the Equality and Human Rights Commission (EHRC).

The organisation is calling on more employers to publish action plans. Publication of plans is not mandatory, but the EHRC says it is essential that such plans are published by businesses that want to demonstrate a real commitment to reducing the gap.

It carried out an analysis of employers’ gender pay gap action plans to understand “what they are doing to drive meaningful change and tackle inequalities facing women in the workplace”.

The survey also reveals that: Only 11 per cent of employers had set themselves targets that would enable them to measure the progress of their plans year on year.

Larger employers were more likely than smaller ones to set themselves targets, as employers with fewer than 499 staff were less likely to publish an action plan as part of their gender pay gap figures than larger ones.

The report also recommends what to include in a good action plan, such as: Anonymising CVs and application forms; Transparent recruitment and promotion procedures; Advertising all jobs as open to flexible working from day one; Actively promoting shared parental leave to staff; Developing short apprenticeship programmes; and Providing opportunities for mentorship schemes.

Rebecca Hilsenrath, EHRC CEO, said: “Earlier this year gender pay gap reporting

half saying this aspect demands attention.

The results raise concerns that dual discrimination based on disability and age is common practice in the workplace, highlighting a need for companies to undergo additional diversity training in this area.

Other significant findings show that nearly half (47 per cent) of male employees don’t consider the gender pay gap to be a big issue compared with three-quarters of women who do – a worrying statistic given the recent publication of big

shone a light on some of the issues women face when accessing, progressing and staying in the workplace. As we head towards the second year of reporting, the attention now needs to shift towards employers, who must play their part in reducing the gap, starting with publicly setting out how they intend to address it in their organisations.

“Specific and time-bound action plans can do more than just identify the barriers holding women back in the workplace – they can help to create an environment where female employees can flourish, as well as demonstrate to employees, customers and shareholders a commitment to improving working practices, and can enhance the organisation’s reputation.

“We’d like to see them go further and are calling for the government to make the publication of action plans mandatory.”

companies’ gender pay gaps, and media coverage of the issue.

But the gap between men and women narrowed as 67 per cent of men rated equal promotional opportunities as a highly important issue compared with 61 per cent of women.

Jim Alexander, head of learning and development at Wildgoose, said: “Despite organisations making headway in relation to diversity and inclusion policy, there is still a long way to go before we achieve inclusivity across all crosssections of the workforce.

PAY GA P

‘ONLY ONE IN FIVE FIRMS’ IS TAKING ACTION ON GENDER PAY GAP

Disability and age discrimination

Another British poll, by technology company Wildgoose, shows that about 47 per cent of male employees “don’t consider the gender pay gap to be a major issue”.

And over 50 per cent of the 117 people questioned felt the inclusion of disabled people was the area that required the greatest improvement within their organisation.

The diversity of age groups came in a close second – with just under

W O R D S : H ER P R EE T K AU R G R E WA L

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F E ATU R E

IWFM CONFERENCE 2019

PHOTOGRAPHY: RICHARD GLEED

RS

elationship counsellors will tell you that empathy helps partnerships succeed.

Little wonder, then, that HR and the workplace management functions are often cited for their potential to become a power couple: they share many of the same challenges and consistently deliver despite limited resources while trying to convince finance they’re worth the cost.

And increasingly, they are being tasked with the same end goals.

“Every organisation, in every sector, in pretty much every geography is looking for similar things from their employees,” says Lucy Adams, CEO of Disruptive HR and 2019 IWFM Conference speaker. This includes greater agility, collaboration, productivity, innovation and the ability to cope with change such as cost pressures, customer expectations and shifting departmental boundaries.

And it is the responsibility of modern HR, workplace and facilities management professionals to create the conditions that enable these pursuits rather than remain in a compliance role with workplace focused on health and safety, and HR concerned with employment law.

“People-to-desk ratios, time and motion studies – these are 1980s-styled approaches,” Adams cautions. Instead, she contends, professionals should answer these questions: How do people do their best work? How can they service customers better? What gives them greater levels of energy and productivity?

What’s required are the skills to bring about a product-focused mindset that looks beyond providing cost-effective and

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efficient services, says Adams. The focus should be on user-centred design, “looking at people in situ and how they truly operate, looking at their pain points, and designing around the user rather than the needs of the organisation”.

Both HR – and indeed workplace management – can learn from the field of agile product design, adds Adams, with its methodologies based on piloting, experimenting, minimum viable product, and planning out projects in time-limited sprints.

Tied to this is the imperative that HR, workplace and facilities management professionals use data to determine how people think, feel and behave, says Adams.

Making the connections

It is at this point in the conversation that some might point to the 2017 Stoddart Review’s suggestion of a ‘chief workplace officer role’ (CWO). In broad terms this would be a specialist role focused on using hard data as evidence to charter

IWFM CONFERENCE THEME: Skills Perspective SPEAKER: Lucy Adams, CEO of Disruptive HR

LOCATION: Premium Suite, Etc Venues, St.Paul’s London TIME: 11.00 – 11.45

TICKETS: www.iwfmconference.org

TOPIC: Frustrated with HR’s limited impact, but excited by the difference it could make, Adams is on a mission to disrupt the HR profession. What has she learnt and what lessons can we apply to our own profession?

The big question of what organisational culture is and the drivers behind it.

TO ACCESS THE Techniques necessary for company FULL VERSION or team leaders to use to on a day-todayOF basis FACILITATE to ensure they successfully change culture.

MAGAZINE, JOIN IWFM Pragmatic and practical approaches W W W. I Wcertain F M .Obehaviours RG .U K in an to encourage organisation, while discouraging others.

F E ATU R E

IWFM CONFERENCE 2019

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F E ATU R E

IWFM CONFERENCE 2019

existence with an awful lot more to say; ‘here’s what we’re doing; here’s why we’re here; here’s why we have a fundamental place in this business because. We’re are making it more efficient, reducing sick days, improving people’s efficiencies’.”

Ultimately, a focus on data delivers an unarguable case for responding to changing conditions.

And it could also be the route to ensuring that other critical component in raising FM to a position of influence: leader buy-in.

“Everything is fixable as long as you have leadership buy-in,” says Rowles. “If you don’t have that, everything else will fall apart.”

“It’s a bit chicken and egg here,” accepts Rowles. “We need the data to prove how useful we are, but we quite often can’t get the data because we haven’t the systems to get it, or the time to analyse it. We need leadership buy-in. That is the problem we have at the moment and it’s why some businesses are failing. The average lifespan of an organisation is getting shorter and shorter, and that’s basically because the business environment is changing ever more quickly and businesses aren’t adapting to the environment they’re operating in.”

“I wrote a book called Building Digital Culture, which looked at digital transformation in businesses; where they are now and where they need to be to embrace digital change. What we realised was that there are 10 things you need to do to succeed or fail at digital transformation, with number one being leadership buyin; leadership that understands the importance of all this stuff, – and isn’t just paying lip service to it, because that’s the other problem.”

Dash on delivery

“FM IS AT A POINT WHERE IT’S GOING TO CHANGE MORE AND MORE QUICKLY” Whether managed through a spreadsheet or any other format, dashboarding can help to highlight what you and your organisation really care about, identifying the data streams that most align with key corporate objectives. This is how FM gets to justify its place in the world, says Rowles. Because then, with the right stakeholders in place, you can report on key variables on a regular basis, thus providing a basis for decisions on change projects that can be evaluated on a before-andafter basis. “What’s always required is Fa M link W W W. I W .O towards RG .U K a required business outcome,” says Rowles.

OK, so data equals evidence, and evidence can act as the bedrock for change. But whatever the performance metrics you aspire to deliver on, what first steps should time-poor facilities managers take to deal with their data?

“I think the problem is you can look at it through some tools and feel overwhelmed by it,” says Rowles.

“We get too tied down with the tools themselves. What we need to do is take a step back and say, ‘Right; what is it I want to achieve?’ What we (in marketing) realised was that dashboarding is really important.”

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INSIDE 34 36 37 38 41

Perspectives – four original opinion pieces FM @ Large – seen and heard this month Behind the Job – Jeremy Dicks Think Tank – PPM shouldn’t be this complicated Calls to action – events worthy of your attention

Each month we explain the background to phrases you may be hearing, or the key issues currently making waves

I

magine a bucket filled with water. The prevailing view of sustainability is that we need to limit our consumption of the finite amount of water in the bucket so future generations can drink too. The problem is that the global population is estimated to reach nine billion by 2050 and the bucket is not getting any bigger.

The analogy comes from US-based HMC Architects’ Eric Carbonnier and Eera Babtiwale. The next iteration of sustainability, then, is regenerative sustainability.

PHOTOGRAPHY: GETTY

What is the difference between sustainability and regenerative sustainability?

VIEW POINT

What should businesses do?

THE BE ST O F THE S E C TO R’ S DI S C U S S I O N A N D DE BATE

Individual businesses will need to do more than comply with legislation and develop a mindset that considers a “much wider impact of business transaction as part of society”, says Hall. But a lone business will struggle, so change requires a collective effort. “It needs to reach out and form connections with others to create a ‘symbiotic’ approach to its business strategy that replenishes the global environment, not erodes it; this is the heart of regenerative sustainability,” he says.

Hall says could include working with schools and colleges to invest in people, choosing partners with a waste strand renewal policy, or working with existing partners in different ways. There are waste companies that convert food, glass, paper and certain plastics into a resource that feeds either the soil or goes back to manufacturing.

How can workplace and FM professionals help?

What are some examples of regenerative sustainability practices?

These are not limited to, but include: On-site energy regeneration; Water harvesting; Single-use plastics policies; Localism; and Next-generation youth engagement.

The last two require businesses to collaborate and set up infrastructure, which

“It’s a step change to having the internal infrastructure to be able implement regenerative actions,” says Hall. “Energy is probably the most successful, though it often requires a workplace to own their own property.”

But smaller-scale companies can still contribute, through local infrastructure partnerships, for example, on impact in waste development.

BUZ Z WOR DS

REGENERATIVE SUSTAINABILITY

You may prefer to think in terms of “ownership and custodianship”, says Clive Hall, director at BDG, an architecture and design consultancy, who cites custodianship as the preferential model.

It requires responsibility and involvement; humans need to do more than reduce – “not carbon-neutral but carbon-negative, not recycling but reusing; thinking in fact about the constant evolution of our day-to-day activity”, Hall explains.

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V I E W P O I NT

SEEN AND HEARD

“AS REAL ESTATE MOVES FROM BEING AN INDUSTRY THAT SELLS A PRODUCT TO ONE WHAT DELIVERS A SERVICE, THE CREATOR AND CURATOR OF THE UX OF SPACE WILL MOVE DRAMATICALLY UP THE VALUE CHAIN. BUT WHO WILL THAT BE? IT COULD BE THE LANDLORD, BUT MOST WON’T BE ABLE TO DO IT.” ANTONY SLUMBERS, REAL ESTATE CONSULTANT, POSES THE QUESTION: WHO WILL CREATE AND CURATE AN EFFECTIVE USER EXPERIENCE IN THE WORKPLACE?

Ideas and comments made around the sector this month

FM@LARGE

“Dogs can play a very important role in modern #workplace fo for a number of reasons. They help workers to stay healthy and to p practice good habits such as taking b breaks. At [a] deeper level, they h help to alleviate some of the stress a associated with working life.”

R RUCHI SHARMA, COMMUNITY LEADER AND H HEAD OF SOCIAL MEDIA AT LEAN IN INDIA, A ARGUES FOR CANINES IN COMPANIES

“THE ONE POINT ABOUT OFFICE DESIGN THAT NEVER GETS SAID ENOUGH IS THAT PEOPLE CAN BE HAPPY, WELL AND PRODUCTIVE IN POORLY DESIGNED OFFICES AND MISERABLE, SICK AND INDOLENT IN WELL DESIGNED SPACE” CAROLINE BURNS, FOUNDER AND MANAGING DIRECTOR OF WORKPLACE REVOLUTION, PRESENTS AN ALTERNATIVE TO THE DOMINANT NARRATIVE OF DESIGNING FOR WELL-BEING

“Strategy witho without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.”

IAN ADAMS, HEAD OF MARKETING AT CLEARWATER TECHNOLOGY, REACTS TO A FACILITATE TWEET OF NICK FOX’S ARTICLE ON THE RELATIONSHIP BETWEEN BEING STRATEGIC AND OPERATIONAL

“Corporate world should come up with a policy whereby staff are allowed to go home if they have completed their work especially well before their working hours. It would help with work life balance, all parties are happy and resources like electricity can be saved. #workplace” PARAMESWARI SIVANESAN, ASSISTANT MANAGER AT PWS LABUAN LTD, MAKES A COMPELLING ARGUMENT FOR LEAVING WORK EARLY

NOTED&QUOTED “HOW I LONG FOR THE COMEBACK MEBACK OF THE RABBIT WARRENS AND ACH THE SMALL OFFICES FOR EACH NISED DEPARTMENT. YES, ORGANISED EING OFFICES ARE GREAT AND BEING ABLE TO WORK ANYWHERE.E BUT THESE OPEN-PLAN OFFICES ARE IN MY OPINION A DISASTER TO ANY BUSINESS AND BRING DOWN PRODUCTIVITY.” BARRY VAUGHAN, PROJECT MANAGER AT ENGIE, IS YET ANOTHER SCEPTIC OF THE OPEN-PLAN DESIGN

“DON’T ALWAYS PROMOTE PROM THE PERSON PERS WHO WORKS WO THE LONGEST HOURS. PROMOTE PROM THE PERSON WHO WH FINDS A CREATIVE WAY TO GET THE SAME SAM WORK DONE IN SHORTER S HOURS.” H ORGA ORGANISATIONAL PSY PSYCHOLOGIST AD ADAM GRANT REMIN REMINDS LEADERS THA THAT LESS CAN OFTE OFTEN BE MORE

“From “ my view, a good bidder will review tender documents and where tthere h is conflict ask clarification q qu questions ue to ensure they understand w what they are bidding against.

A Acc Accurate c asset registers are ideal but sseldom eld ldo occur, so good tender processes sh should have a verification process TO ACCESS THE for fo the bidder to validate during FULL VERSION mobilisation with a mechanism to mo OFadjustment FACILITATE allow price against a MAGAZINE, JOIN IWFM their tendered price.”

SIMON MCLAUGHLIN, W W W. I W ASSOCIATE F M .O RGDIRECTOR .U K AT AECOM, ADDS INSIGHT INTO EFFECTIVE BIDDING PROCESSES

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INSIDE

44 45 46 48 49

Victoria O’Farrell: Eat the ugly frog first Laura Birnbaum: Asking for recognition Matthew Clayton: Renewable earnings Kevin Potter: Serve up, don’t slip up Gary Sewell: Boreholes bounty

KNOW HOW THE L ATE ST L E A RN I N G A N D BE ST P RAC TI CE

VE H I CL E PA R KI N G

P

FANCY A LIFT?

arking at an airport is never the most enjoyable way to start a holiday or business trip.

Fortunately, there’s always Stan.

You know Stan, right? That’s him, the robot with blue ‘eyes’ who picks and packs cars into tight spaces.

His full name is Stan the robotic valet and you can find him at airports in Lyon, France. He was introduced into Lyon-Saint Exupéry Airport in 2017 because of the increase in passenger traffic (9.5 million in 2016, up 9.8 per cent compared with 2015).

Stan is so good at parking that, say his developers, he can accommodate

50 per cent more vehicles than when low-tech humans try to do it. This is because Stan doesn’t have failing eyes, distractions from the family or bouts of daydreaming to distract him from the job at hand.

Here’s how it works: you park your car in a designated area that isn’t a marathon distance away from the terminal entrance; you then enter your flight information to validate your parking, lock your car and take your keys. Stan doesn’t need them. As a giant automated pallet truck, Stan just slides himself under the car then gently lifts it by the wheels to transport it.

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Stan will also pick the car up and drop it back to reception on the date you return because of the information you entered when leaving your car with him.

Assuming the car is not longer than 6m and doesn’t weigh more than three tonnes, Stan will park it on his own using sensors to navigate and an AI-powered brain and algorithms to optimise space regardless of the car park he is working in. There’s every chance Stan will soon become a particularly welcome form of robot in a car park near - or indeed managed by - you.

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W W W. I W F M .O RG .U K

K N OW H OW

C AREER DE VELOPMENT

S

o where do you start?

Well that’s the point – you have to start your project and you have to stop putting off starting it. It’s not rocket science.

The thing is, I know (and so do most of us who procrastinate) that it makes no sense not to start doing the important tasks that need doing, so why do we persist in procrastinating and, more importantly, how do we stop it?

It comes down to the simple fact of whether we enjoy doing the task or not. When we undertake a task that we enjoy it releases endorphins in the brain and we want to do more.

No matter whether it concerns our personal lives, professional ambitions or ultimate dreams and goals, we need to know what our motivators are. When you know these you can set rewards that motivate you.

We are all motivated by our own particular wants, but some of the more common motivators include praise, popularity, security, solving problems or putting detail to a project.

It’s that old adage of eating the ugly frog first, but how

VICTORIA O’FARRELL is managing director at Motivational Voice

So I gave myself a deadline and knew this task would need a four-hour window broken into two, two-hour sessions.

So when I found a two-hour window before the deadline, and felt in the correct frame of mind, I made decisions and phone calls, and updated my website. Job done and, yes, endorphins were released because it was a task I had procrastinated over for too long and I had finally removed it from my to-do list.

many times have you found the ‘to-do’ list is only full of ugly frogs? So rather than start, you do anything but the to-do list; you make excuses and you find something else to do while convincing yourself that it is more important. You are really only cheating yourself.

A personal perspective

The last task I procrastinated over was updating my website.

I had to make tough decisions, ones that might not sit well with others. As popularity is one of my motivators, I know this was why I was procrastinating over this task.

Tips to stop putting it off

Although it may not work for everyone, these are some of

TI ME MA N AG E ME N T

EAT THE UGLY FROG FIRST Procrastination seldom serves us, but we can overcome it with a combination of enjoyment and rewards, says Victoria O’Farrell

useful considerations I mull over when trying to rid my life of procrastination: Set the end goal and a due date, but be realistic; Determine all the various tasks that need to be completed to reach a goal; Give each task a timeframe and stick to it; Prioritise the tasks; Identify the ‘ugly frogs’ on your priority list and try to rearrange them so that they are not all sitting in one spot as powerful collection of demotivators – too many ugly frogs together will reignite procrastination; and If you like a daily to-do list, the clue is in the title, daily – don’t overwhelm the list with so many tasks that you know you can’t complete – this will overwhelm you and invite vacillation back into your day.

An extra tip on to-do lists: consider whether you are a words or images person and choose to populate your list accordingly. This can help to add a bit more motivation to tick them off.

My main tactic requires me to set goals and agree to these goals with my business coach; to hold myself accountable but also have someone else invested in my goals to motivate me when needed.

Of course, you don’t need to hire a business coach to ensure accountability; you could start by setting goals with clear actions to achieve them by a realistic date. Then tell a colleague, partner, manager or someone you can trust to ask you about your progress and hold you to account.

There are also some great books available, as well as online video and articles (a bit like this one). So go on – complete W W W. Ithe W Ftask M .Oand RG stop .U K procrastinating.

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BAC K PAG E

EPHFMERA

Facilitate, incorporating FM World, is the publication of IWFM, the professional body for workplace and facilities management. For information on membership, qualifications and training contact us:

The stories that just don’t fit anywhere else (Email us: editorial@facilitatemagazine.com)

Institute of Workplace and Facilities Management Charringtons House, 1st Floor South, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER, UK

The Tomorrow People

T

omorrow Meets Today is a neat initiative through which young facilities managers (‘future leaders’) get to talk about their choice of profession to an invited audience of young people yet to decide on their own future careers.

Kudos to Andrew Hulbert (managing director, Pareto FM – pictured) and Sajna Rahman (business development manager for Sodexo Defence and Government Services), who began this

annual get-together in 2015. For more expansive commentary head over to facilitatemagazine.com – but below are just some responses from attending young FMs to the question: “How can we attract more young/ BIANCA ANGELICO diverse people – EXECUTIVE into FM?” PA/MARKETING

COLIN KIMBER – SENIOR ACCOUNT MANAGER, PARETO FM @KANDIMAN70 “Bring to the surface the multitude of different disciplines contained within FM; ensure we are supportive of young people’s needs.”

MANAGER, SODEXO @BIWORKPLACE “(We need to) share our success stories and companies’ cultures – young people want to find a place that accepts them and their backgrounds.”

Tel: +44 (0)1279 712 620 Email: admin@iwfm.org.uk Web: www.iwfm.org.uk

Redactive Publishing Ltd 78 Chamber Street London E1 8BL www.facilitatemagazine.com EDITOR Martin Read 020 7880 7664 martin.read@facilitatemagazine.com

DEPUTY EDITOR Bradford Keen 020 7880 7615 bradford.keen@facilitatemagazine.com NEWS EDITOR Herpreet Grewal 020 7880 8544 newsdesk@facilitatemagazine.com

SUB-EDITOR Deborah Shrewsbury 020 7880 6223 deborah.shrewsbury@redactive.co.uk SENIOR DESIGNER David Twardawa 020 7324 2704 david.twardawa@redactive.co.uk PICTURE EDITOR Claire Echavarry 020 7324 2701 claire.echavarry@redactive.co.uk CONTENT ASSISTANT Prithvi Pandya 020 7880 6229 prithvi.pandya@redactive.co.uk

SALES MANAGER Daniel Goodwin 020 7880 6206 daniel.goodwin@redactive.co.uk

ADVERTISING ACCOUNT MANAGER Josh Hannagan 020 7880 6220 josh.hannagan@redactive.co.uk

SENIOR SALES EXECUTIVE (RECRUITMENT) Paul Wade 020 7880 6212 paul.wade@redactive.co.uk PRODUCTION MANAGER Aysha Miah-Edwards 020 7880 6241 aysha.miah@redactive.co.uk

CHIV DE LA HOYDE – WORKPLACE SERVICES MANAGER, PARETO FM @CHIVDELAHOYDE “Let’s ‘rebrand’ FM. Facilities management doesn’t sound like something you’re going to spring out to work for. Imagine things like workplace innovation & management, workplace experience manager, workplace development team, or workplace enhancement team.”

DAN SCOTCHMER – ACCOUNT MANAGER, PARETO FM @DSCOTCHMERFM “Apprenticeship schemes need to become more diverse, such as the hybrid apprenticeship we have initiated at Pareto FM. Internships need to be looked at too.”

PUBLISHING DIRECTOR Joanna Marsh 020 7880 8542 joanna.marsh@redactive.co.uk Subscriptions IWFM members with Facilitate subscription or delivery queries should call the IWFM’s membership department on +44 (0)1279 712650.

Facilitate is sent to all members of the Institute of Workplace and Facilities Management and is available on subscription to non-members. Annual subscription rates are UK £110, Europe £120 and rest of world £130.

To subscribe call 020 8950 9117 or email subscriptions@fm-world.co.uk – alternatively, you can subscribe online at www.facilitatemagazine.com/about-us/subscribe/ Editorial Advisory Board Simon Ball, market director, Engie UK & Ireland Peter Brogan, research & information manager, BIFM Rob Greenfield, director, Assured Safety & Risk Management Ian Jones, director of facilities, ITV Liz Kentish, managing director, Kentish and Co. Pleun van Deurssen, EMEA regional facilities manager, JLL Anne Lennox Martin, FM consultant Jeremy Waud, chairman, Incentive FM group Jane Wiggins, FM tutor and author

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DELE AGUNPOPO – FM ASSISTANT, PARETO FM @DAGUN “In college, careers fairs got us thinking more about the career paths we wished to go down. Some sort of college involvement would be an effective method of informing the young minds of FM.”

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Average net circulation 14,996 (July 2017 to June 2018)

66

FacilitateMagazine.com / February 2019

facilities to find out how.

FACILITATE IS THE MAGAZINE OF THE INSTITUTE OF WORKPLACE AND FACILITIES MANAGEMENT. TO ACCESS THE FULL VERSION EVERY MONTH, JOIN IWFM TODAY. WWW.IWFM.ORG.UK

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