Facilitate's November 2020 taster edition

November 2020 / FacilitateMagazine.com

Taster edition

BROUGHT TO

J AC K F L A N AG A N , Newcomer of the Year

The people stepping into the profession’s newly broadened spotlight as winners of the 2020 IWFM Impact Awards

THE

STEPHANIE WELCH, Manager of the Year

STEVE G L A DW I N , Trailblazer

FORE

FAC I LITATE

NOVEMBER 2020

CONTENTS AN A LYS IS

6 A SECO ND LOCK DOWN ?

As Facilitate went to press, firms were preparing for tier 2 and tier 3 curbs.

7 CLEANI N G CAMPAIGN The cleaning sector has called for government support through Covid-19

COM M UNI TY

KNOW LE DGE

13 IWF M POLICY PIPE LINE Working with the government to define the building safety manager’s role

3T NO HANDS NEEDED How the PullClean door handle more than triples sanitisation rates

3 0 PE R SPE C TIV E S The four most interesting and insightful opinions on FM this month

38 CYCLE OF LIFE FMs need to budget effectively to prepare for any surprise expenditures

3 2 IWF M AC A D E M Y See the full list of IWFM courses offered during 2021

39 FIRE ENLIGHTENMENT Keep your fire classification compliant and consider a durable flat-roof spec

3 4 A BIT A BOU T YOU Kirsty Hardwick is facilities manager at Birmingham St Mary’s Hospice

40 DISPOSABLE ADVICE Some greener options for disposing of your used PPE

3 5 C A LL S TO AC T ION The events and training options that deserve your attention

42 OPEN-DOOR POLICY Ensure that your door-opening solutions are all-inclusive

COVER: PADDY MILLS

8 M I NI STE RIAL FE E D The hospitality industry is pushing for the creation of a dedicated minister

LONG FORM

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BROUGHT TO THE FORE Meet the individuals, teams and schemes that got the glory in this year’s IWFM Impact Awards.

Over 14 pages we

9 P UT SAFETY IN FM’S HAN DS Recent reports have set out to clarify the new role of building safety manager 10 A RESI LI EN T APPROACH IWFM has joined forces with member bodies to launch a ‘Resilience Alliance’

WHAT WE DO

Facilitate – the magazine and online news content resource of the Institute of Workplace and Facilities Management (IWFM) – keeps IWFM members and others up-to-date on all workplace and facilities management issues, ensuring you are informed of the latest developments and thinking.

detail the people and projects adjudged as the very best of the workplace and facilities management sector in our annual review.

– your award winning magazine

In 2019, Facilitate won Best Magazine (10-32,000 members) award at the Association Excellence Awards, judged by a body which assesses the media brands of trade bodies, membership organisations and associations. And just last month our editor Martin Read won Editor of the Year at the MemCom Awards, as run by the

association for membership communities. We’ll be further developing our award-winning product for you, so feel free to contact us with your thoughts.

Got a story? email editorial @facilitatemagazine.com

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LE A D E R

COMMENTS

MA RTI N R E A D

L INDA HAUSM ANIS

Doing things differently Challenges bring out the best in us and nowhere was this more evident than at our IWFM Impact Awards last month – our first virtual Awards ceremony. I was incredibly honoured to join the judges and others in announcing our 15 winners, four of whom were in our Covid-19 Response categories.

These amazing people embody the powerful influence of our profession and its ability to adapt to extraordinary circumstances with ingenuity, skill and often compassion. I hope you enjoy reading about them in this issue and take inspiration from their outstanding work.

In lieu of clinking glasses, we had a lively chat function abuzz with positivity and congratulations from the hundreds in attendance. This gives me pause to consider our virtual offering this year and how we all can find ways to do things differently.

Of course, online delivery has been around for years but before March, our community and IWFM events were almost exclusively delivered face-to-face (f2f); now our weekly webinars reach larger audiences than our f2f events ever have.

Furthermore, IWFM Academy’s engaging live virtual training is helping our profession to upskill from home and, of course, we held our week-long virtual conference – the content is available to delegates until the end of 2020.

November marks two years since we became IWFM – another example of doing things differently. With the huge emphasis we’re seeing on the future of work and the changing workplace in these uncertain times, our transition has proved to be extremely timely. We will be with you every step of the way through the coming changes, guiding our profession and celebrating your successes.

LINDA HAUSMANIS is CEO of the IWFM

FROM THE EDITOR

A

midst all the important yet increasingly circular discussion about the pandemic’s wider implications for the workplace - you can only take so much ‘whither the office?’ when the near future remains desperately uncertain - it’s been a sheer joy to relive the exploits of the facilities teams whose actions during These Extraordinary Times were detailed in submissions to the recent IWFM Covid-19 Response awards.

What we see in all of them is the coming together of individuals, teams and contract partners for the good of client, end-user, and wider community.

In our reporting this issue we’ve afforded the four winning Covid-19 Response award winners the same status as the other people and projects judged top of class in 2020. How could we not? But here’s the thing: all the Covid-19 Response submissions deserve exposure, so you’ll be seeing us detailing the key aspects of all submitted entries in our newsletter and website (as well as extended versions of the winners’ stories that have had to be shortened to fit this print edition.)

Facilities personnel have turned crisis into opportunity, be it by reaching out to ensure the wellbeing of a local community, digging in to ensure massive programmes of change are seen through to their conclusion, or pivoting to new ways of working so that project deadlines are kept. The recurring theme is of people going outside of comfort zones or simply working incredibly hard to fulfil a newly prescribed mission target.

So much of the debate about workplace and facilities management in 2020 has coalesced recently around the return or otherwise of office workers. But in that, there are too many variables to determine a single narrative. So instead, how about one based on compassion, collaboration and sheer hard graft? A narrative characterised by the early media coverage of this sector’s Covid-19 response, from NHS Property Services to Edmonton Green Shopping Centre’s facilities team rolling their sleeves up and literally giving back to the community?

The submissions detail fighting spirit, character and abundant creativity.

So as the days get darker, we’ll be adding some brightness back by putting the Covid-19 Response stories on our newsletters. See you online.

“THE SUBMISSIONS DETAIL FIGHTING SPIRIT, CHARACTER AND ABUNDANT CREATIVITY”

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MARTIN READ is the editor of Facilitate magazine

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

HOSP ITALIT Y

Wendy Bartlett, co-founder of caterer Bartlett Mitchell, told Facilitate: “This pandemic has highlighted the need for representation in government for one of the UK’s most prominent sectors. Not only does hospitality employ a huge number of people, but it also makes a significant contribution to UK GDP. “Throughout this pandemic, the sector has been made a scapegoat… Policies like the 10pm curfew are a classic example of where a decision is ill-thought through due to lack of knowledge, input and understanding of our industry.”

In August, Facilitate reported that more than 20 companies and individuals from the food service sector had joined forces to launch ‘Food Service Circle’ – a platform designed to offer support to those laid off or otherwise affected by the economic fallout swirling around the sector.

At the time about 20 per cent of the workforce was expected to be made redundant or were facing hugely reduced hours.

A spokesman for the Department for Business, Energy and Industry Strategy, said: “We have taken decisive action to support the sector from the start of the outbreak, including through the ‘Eat Out to Help Out’ scheme, VAT cuts, business rates relief and billions paid in grants, loans and tax deferrals. On top of this, our Winter Economy Plan will help the industry in the months ahead and businesses required to close due to local lockdowns can claim £3,000 a month.”

The spokesman said that the government would be keeping measures under review, adding that Paul Scully, the minister for small businesses, “regularly engages with the hospitality sector to understand their concerns and how best to support them”.

INDUSTRY CALLS FOR MINISTER FOR HOSPITALITY W O R D S : H ER P R EE T K AU R G R E WA L

S

everal recent reports aim to clarify the role of building safety manager (BSM) as a crucial part of building safety following the Grenfell Tower fire.

The Competence Steering Group (CSG)’s final report, Setting the Bar, is one. The CSG was set up following the Grenfell fire in 2017 to improve competence in the built environment.

Chaired by Anthony Taylor of Avison Young, the working group on the project included contributions from Sofie Hooper, policy director at the IWFM. The report states that the BSM role would look after the management of fire and structural safety in higherrisk buildings on a dayto-day basis, establishing a point of contact for fire and safety issues for the building’s occupants.

Rules introduced in the government’s draft building safety bill, published in July, would require a BSM to be appointed at higher-risk buildings, such as multi-occupancy residential buildings of 18 metres or higher, or over six storeys.

A separate report, Safer People, Safer Homes: Building Safety Management, was published alongside Setting the Bar. This study sets out competence requirements for the BSM role recommended by Dame Judith Hackitt’s 2018 review Building a Safer Future.

The working group’s report recommends that the BSM function Wshould W W. I W .O RGa.U K sitF M within wider organisational structure to

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he hospitality industry is backing calls for a minister to be created for the sector. A petition created by food writer Claire Bosi, writer and ex-wife of chef Claude Bosi, is calling for the post to “be created for the current, and successive governments”.

Campaigners say the UK hospitality industry is “responsible for around three million jobs, generating £130 billion in activity, resulting in £38 billion in taxation”, however “unlike the arts or sports, we do not have a dedicated minister”.

They argue: “We believe such a minister would have been beneficial to government and industry during the pandemic.

“We need a minister who can listen to concerns on taxation and legislation and bring forward suggestions to the chancellor and policymakers on our behalf.”

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

allow the individual to fully exercise their responsibility and duty of care. It also recommends that the duty holder, who is the legally accountable person, should not be able to delegate their duties to the BSM. But the working group voices concerns that the new role does not retain “holistic” obligations for wider occupational health and safety.

Anthony Taylor said: “While we understand that the scope of the anticipated legislation is to avoid legal duplication, practically, we consider it highly likely that the reduced scope may cause gaps in the delivery of holistic building safety.”

Upskilling measures

The next steps for the BSM role will be more public consultations on the overarching competence framework standard in early 2021, and for work to begin on

publicly available specification (PAS) standards for the BSM role, scheduled for April 2021 with publication in 2022.

The CSG set up other working groups to focus on other professionals within the built environment, including fire engineers, risk assessors, site supervisors and installers.

Graham Watts, chairman of the CSG and chief executive of the Construction Industry Council, said: “This is a groundbreaking piece of work that will help to raise the standards of people who own and manage residential blocks, and provide assurance for those that live in them.”

Adam Gilbert, operations director at Promise, a subsidiary at Knight Frank, told an IWFM webinar on the topic that the BSM role could be taken on by existing building managers. Gilbert was speaking on an IWFM webinar, ‘Building Safety Manager and the Draft Bill’, broadcast in October.

He believes that a raft of upskilling measures needs to be implemented for the industry to meet the competencies the report outlines.

“We’re still relying on third parties for a lot of the technical fire safety knowledge that we need,” said Gilbert, who indicated that competency levels would need to be improved across all levels of management for the new position to roll out effectively.

“What happens when there are disputes? It’s not just about ground level, it goes through management levels, right up to director level, where we are going to need to find that level of competency. That’s quite a long journey we’ve got to go on over the next year.”

One of the key areas for organisations to prepare for the implementation of the new role is to close any knowledge gaps on the safety of the building, according to another speaker on the webinar, Wayne Ward,

regeneration programme manager at Curo Homes.

On the implementation of the BSM role, Ward raised concerns about buildings that may not have complete data.

“The key thing is that you need to fully understand your building,” he said. “The biggest gaps [are in] what has happened to that building since it was constructed.

The biggest impact [of the legislation] will be the method, and cost, of collecting that missing information.”

He added: “We’ve estimated that, typically, it’s upwards of £40,000 just to get the golden thread information together, because you’re going to have to have digital models, to know everything about that building, to have it surveyed to the compliance standards of the scheme – and you’re going to then have to implement all the non-compliant measures to bring it up to a standard to get it registered.”

B UILDING SAFE T Y

FM PROFESSIONALS COULD TAKE ON BUILDING SAFETY MANAGER ROLE W O R D S : FAC I L I TAT E T E A M

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I W F M I M PAC T AWA R DS 2020 T H E I N D I V I D UA L C AT EG O R I E S

The 2020 IWFM Impact Awards come in a year that’s seen wider media and public interest in the role of the profession. Over the next 14 pages we celebrate the people and projects judged best of the best – including the awards set up to celebrate the sector’s Covid-19 response I L LU S T R AT I O N S : PA D DY M I L L S

IWFM AWA A WA R D S SPECIAL

BROUGHT TO THE

FORE

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I W F M I M PAC T AWA R DS 2020

T H E I N D I V I D UA L C AT EG O R I E S

M A N AG E R O F T H E Y E A R

ST E P H A N I E W E LC H

THE STRATEGIST WORKING TO BOOST FM’S PROFILE

T

he head of facilities management at Ove Arup & Partners International leads a team with a budget in excess of £10 million to service 250,000 square feet of floor space and about 2,700 staff.

And A it’s Welch’s elevation of FM within Arup An that is i key to her success. In two-and-a-half years she has developed Arup’s first FM group strategy, in support of Arup’s overall company strate strategy, working hard to increase the FM strate team’s team’ profile through customer engagement and team empowerment. She’s also overseen te a rebr rebranding of FM within Arup to encourage more recognition of the function and the services servic it provides.

Collaboration is a key strength. Welch has Col developed a forum to enable the FM team to devel trial and a test developments designed to benefit the business as a whole. She’s overseen the bu restructuring of roles and responsibilities restru within withi her team, operated as a conduit between betwe client and project teams to guarantee successful outcomes, and insists that both succe in-house and outsourced service personnel in-ho sit tog together to discuss operational issues – the ‘one team’ approach. t She’s She also brought together a working group of experts from across Arup to create ‘FM 2.0’, a exp report repor on reimagining FM for the digital age.

In recent months Welch has been key to r

reoccupation planning for Arup’s return to the office, offering guidance to senior management to feed into regional plans. She has driven her team to introduce processes and procedures and make physical changes to the workplace.

Along the way, Welch’s work has led to members of her team taking on greater responsibility and more senior roles. And perhaps what is most striking is the impact she has clearly had on her colleagues, who talk of how she puts her team ahead of everything; of the support and understanding she offers them; of her being instrumental in their development; and how they themselves CAPITALISING will be inspired by seeing her win this award.

ON HIGHER For Welch, the events of 2020 will mark an SECTOR inflection point for the profession.

AWARENESS “For some larger companies, there will be a greater recognition of the requirement for “There needs to be a better general experienced and qualified facilities managers. understanding of what For smaller firms, many will move to using FMs do. Getting the more flexible workspaces and potentially title out there and giving up leased offices.” ensuring there is explicit For those with facilities recognition of who is taking care of the safe experience and qualifications, and successful running of career paths will be much clearer, workplaces. Make it known she believes. “Long term, this will what FM actually means benefit the profession by recognising and the responsibilities that fall under its control. the requirement that facilities This should include an management is an occupation that acknowledgment that demands formal training and is not without these roles, other W W W. I Wimportant F M .O RGones .U Kcould something that anyone can turn their hand to without it.” not function.”

“T THERE NEEDS TO BE B BETTER GENERAL U UNDERSTANDING O OF WHAT FACILITIES M MANAGERS DO”

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I W F M I M PAC T AWA R DS 2020 COV I D -19 R E S P O N S E AWA R D S

SUPP ORTING THE COMMUNITY

IWFM AWA R D S SPECIAL

EDMONTON GREEN SHOPPING CENTRE

COVID-19 W RESPONSE

hen Covid-19 hit, its impact was disproportionately felt in already deprived areas, one being the area around Edmonton Green Shopping Centre in north London.

The 26-acre site, comprising 30 retailers and a market, is part of a wider community scheme run by Ashdown Phillips & Partners.

Marie Kyriacou-Edwards (operations manager), Naomi Wainford (operations assistant) and June Tonge (centre administrator), work with Sabri Marsaoui of the centre’s owners, Crosstree Real Estate Partners.

This team already saw its role as working both to operate the shopping centre and make a positive impact on the community - but the pandemic made this role all the more essential.

Recognising a need to go beyond its on-site role, the team organised care packages

Created for 2020, this category recognises the extraordinary work that workplace and facilities professionals have undertaken at the frontline of the nation’s effort to combat COVID-19, celebrating outstanding individuals and teams for the positive impact they have made in responding to these unprecedented circumstances.

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I W F M I M PAC T AWA R DS 2020 COV I D -19 R E S P O N S E AWA R D S

O N T H E COV I D F RO N T L I N E

NHS PROPERTY SERVICES

and donations to the wider Edmonton community, including the 2,000 residents living at the heart of the community scheme. It contacted more than 20 community groups to organise donations both to those in need and organisations set up to help those in need. They purchased items from on-site retailers to contribute to the community, delivering to local organisations such as Enfield Stands Together, the Covid response organisation set up by Enfield Council. The team itself went about delivering care packages to vulnerable local residents.

While keeping the shopping centre open with a management team reduced by 50% due to furlough and a vacant position, the team has still managed to cement existing relationships in the local community and creating new ones.

The team talk about how FM “often throws up the unexpected,” and how they knew they couldn’t fix everything alone.

But they say it’s in the essence of FM to seek to work together and with others to “put smiles on faces and “sprinkle some magic into people’s daily lives”, demonstrating their ongoing goal of putting Edmonton Green Shopping Centre at the heart of the community.

T

he NHS Property Services (NHSPS) team of 4,000 FM staff, comprising facilities coordinators, team leaders, cleaners, porters, engineers and caterers, was tasked with critical acts of creation and keeping buildings, assets and people safe during lockdown.

NHSPS has one of the largest property portfolios in the UK, with more than 3,000 properties and 7,000 tenants across England.

It needed to repurpose space to provide urgent additional bed capacity, maintaining safe and clean environments to new infection control standards.

NHSPS trained its teams in the cleaning of in-patient areas where patients had suspected or confirmed Covid-19. It also hosted sessions with tenants’ cleaning teams to ensure compliance with new PHE standards.

Between March and August 2020, the FM team conducted 2,585 deep cleans to reduce risk of infection; carried out over 15,000 emergency or urgent jobs and 18,000 non-urgent tasks; supported 1,738 site risk assessments; facilitated the temporary closure of 98 sites to reduce the spread of infection.

Anticipating staff sickness, NHSPS also recruited and trained 435 new employees to o ensure smooth running of clinical services.

Collaboration between the NHSPS’ asset management, construction uction and FM teams

“THE TEAM CONTACTED MORE THAN 20 COMMUNITY GROUPS TO ORGANISE DONATIONS”

meant vacant and underused space was identified and assessed before recommissioning, being reconfigured and refurbished – often out of hours and during weekends – for more hospital beds and testing facilities.

With infection prevention and control standards top of mind, the FM team installed new heating systems, clinical-compliant sinks, fire compartments, lighting systems, signage, beds and mattresses, water systems and replacing flooring.

At the time of submitting this award entry, NHSPS had: Handed over 29 sites to local NHS bodies; Created space for 1,036 beds for patient treatment; Completed jobs in record time; Delivered 300 solutions for other space requests from NHS commissioners and healthcare providers.

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K N OW H OW EXPL AINER

PPE incineration process

At some plants, gas cleaning technologies remove harmful greenhouse gases produced through incineration.

In the UK, any infectious waste is incinerated, destroying any potential virus. Hazardous incineration plants often receive criticism from environmentalists, as they are thought to release harmful gases into the atmosphere. But incineration at modern plants can be a more environmentally friendly disposal method than other processes, with heat produced from incineration used to generate electricity.

EFW plants

EFW (Energy from Waste) plants incinerate waste and use the heat produced to generate energy while removing any toxic gases produced. During incineration, a steam generator is used to recover the heat produced, to be transferred into energy.

Following this, flue gas cleaning technology is used to prevent harmful gases being released.

This involves the mixture of gases and unused combustion air being ‘cleaned’ by mixing oxidising unburned gases with secondary air. This minimises greenhouse gas volumes to form a clean and environmentally friendly waste incineration process.

This makes the incineration of disposable PPE an environmentally preferable alternative to landfill.

Yet many facilities that operate with disposable PPE do send this equipment to landfill rather than to an EFW plant for incineration. Despite incineration's environmental benefits, sending PPE to landfill is still the most common method of disposal.

HEALTH A ND SAFETY

DISPOSABLE ADVICE During the pandemic, environmentalists have been concerned about disposing of PPE – but there are greener options, says Gary Bicknell

Government intervention

and more eco-friendly disposal method than sealing PPE in a bag to be sent to landfill.

The advice from the government that PPE should be disposed of after one use is clear, but the methods of disposal are not made clear.

With talk of a ‘new normal’ and a potential second wave of Covid-19 in the UK, the increase in the use of disposable and reusable PPE in healthcare and other facilities looks set to stay for the long term. Disposing of equipment through landfill isn’t a safe or environmentally viable longterm option.

The government must take action to educate facilities that use disposable PPE equipment of appropriate disposal techniques, such as incineration at EFW, which is a safe and environmentally friendly method.

Climate change concerns temporarily took a back seat with the pandemic. However, if the implications of the virus are here for the foreseeable future, governments must intervene to come up with measures that ensure the safety of workers and the public – and which don’t harm the environment.

Reusable PPE suitable for healthcare and similar facilities has been cited as a long-term alternative, yet this could take years to develop, test and distribute. For the time being, incineration as a PPE disposal method ticks the boxes for being a safe and ecofriendly option.

Without further government action to raise awareness of this process and make it logistically viable for facilities, PPE will continue to be thrown away – endangering both public the WW W. I Whealth F M .O and RG .U K environment.

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Public health will understandably take priority over environmental concerns during the pandemic.

However, when incinerated properly at modern EFW plants, incineration is a safer

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lthough reusable masks are a solution for the public, those working in facilities in the healthcare or similar industries are unable to use reusable PPE equipment.

Masks, gloves and gowns can only be used once as they can be contaminated with infection or disease.

However, there are ways to dispose of single-use PPE that guarantee public and environmental safety.

GARY BICKNELL is director at waste management and removal firm A Better Service

K N OW H OW EXPL AINER

DAVID O’COIMIN is CEO & founder of Nookpod

T

he pandemic has changed the workspace for good. Returning to a pre-Covid normal is not an option and the number of businesses that can start again and completely refit sites are few and far between.

So how do we adapt space to meet post-pandemic requirements? The answer is going to lie in modularity and flexibility: furniture and spaces that can adapt by task, time, venue and user.

1

Make use of every corner

Privacy pods – also referred to as huddle spaces, phone booths, reflection spaces – are enclosed spaces to seat an individual or small group.

These pods that can play a critical role as businesses adapt to a post-Covid reality.

Having the option to use all areas of a building will be important. Social distancing places pressure on the capacity of any space. Workspaces won’t immediately return to full capacity and, as the flow of employees gradually increases, businesses will be challenged to provide spaces that work in terms of social distancing and everyday productivity.

Pod solutions being built on wheels makes them a valuable proposition as they can be wheeled to any unused and unloved corners of an office to transform them into meeting spaces and breakout areas.

2

3

Most people have been working from home for months.

They will have developed new working routines and be used to home comforts. Returning to an open office that is sterile and functional will not be appealing.

Creating areas for calm reflection and re-energising will help individuals to transition to the office environment. This does not mean designating valuable space to become ‘chill out’ zones. Instead, acoustic, semi-enclosed pods can be positioned where they are most of value so people can step away from the office hubbub to relax for a moment.

Change roles, change behaviours

As greater numbers opt to work remotely, the role of the workspace will evolve toward collaboration and social functions. We will also need personal spaces that offer enough privacy but sufficient openness to not feel claustrophobic or unhygienic.

If those same spaces double as convenient meeting spots and hubs for socialising so much the better.

What’s needed are acoustically designed pods for the use of private calls with no interference from office noise.

The acoustic design means the pods remain open rather

OFFICE INTERIORS

PEACE IN A POD

In the aftermath of Covid-19, when a major refit isn’t an option, how do you plan for the new office future? asks David O’Coimin

than closed-off with doors so individuals can retreat into spaces that feel private without isolating themselves completely from colleagues.

Because these spaces are protected from outside noise they can be located more or less anywhere in the building.

4

Flex for the future

As more becomes known about coronaviruses, advice to businesses is likely to change so building flexibility into any return-to-office planning is key.

Space that might one day serve as a quiet area for videoconferencing can become extra seating in reception to enable guests to be managed through the building. Equally, space can be made for people to relax and take a break without having to dedicate entire rooms to such comforts.

Businesses are challenged with striking the balance between staff safety and providing a productive environment. Cleverly designed pods can provide some immediate solutions.

Provide psychological and physical comfort

The immediate post-Covid office will be as much about psychological comfort as physical comfort. Health and safety concerns will be front of mind and business must ensure that hygiene measures are visible and clearly communicated.

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S U P P LY S I D E

BUSINESS NEWS

CONTRACTS DEALS G4S serves 10-year term at Five Wells G4S’s UK Care and Rehabilitation arm has won a 10-year contract to operate the new HM Prison Five Wells in Wellingborough, Northamptonshire.

The deal, awarded to the group by the Ministry of Justice following a competitive tender, involves running the new-generation category C facility with a strong focus on rehabilitation to help to break the cycle of reoffending.

BaxterStorey scores catering deal at Aberdeen FC Aberdeen Football Club has awarded its £6 million stadium catering contract to BaxterStorey.

The company also secured the catering for AFC’s new training facility at Cormack Park in October 2019, following a competitive tender.

BaxterStorey will also cater for all matchday hospitality, conferences and other events.

Hard FM contract win for Platinum Technology-led hard FM service provider Platinum Facilities has won a three-year deal with property management firm Ashdown Phillips & Partners to provide M&E maintenance. The deal covers several London properties, including The Bower in Old Street; The Loom in Whitechapel; and the Kaleidoscope Building in Farringdon.

NJC wins City cleaning deal Cleaning and support services company NJC has taken a three-year contract with global marketing services company McCann Worldgroup.

The deal covers both daily and specialist cleaning in preparation for office occupancy at McCann Worldgroup’s new offices at 135 Bishopsgate – the former Royal Bank of Scotland building in the City of London.

ENGIE shops with John Lewis The John Lewis Partnership has selected ENGIE to help deliver its ambitious environmental targets. The three-year deal covers John Lewis and Waitrose and includes a 70GWh/ per year corporate power purchase agreement, delivery of competitive energy supply, and SO 50001 accreditation.

Graham to fit out QIAGEN HQ Graham has been selected by global molecular diagnostics company QIAGEN to complete a £9.9 million interior fit-out of its new Manchester HQ. It will help to create 92,000 square feet of office, laboratory and clinical space at the new Citylabs 2.0 building in Manchester’s Oxford Road Corridor innovation district.

Bellrock works with learning trust Bellrock has won a multimillion-pound contract with Oasis Community Learning Trust. The five-year deal will see Bellrock provide hard FM services, including specialist services such as vertical transport, closed protocol access control, and BEMS at one of England’s largest multi-academy learning trusts.

SWC dispenses cleaning at Lloyds Pharmacy Specialist Window Cleaning (SWC), the cleaning arm of Incentive FM Group, has won a two-year contract with Lloyds Pharmacy. It will supply internal and external window cleaning and signage cleaning at more than 1,000 sites across the UK. Other SWC retail clients include brands like Dreams and Pizza Express.

DE A L OF TH E MON TH

Facilicom cleans up at Open University Facilicom UK & Ireland has secured a new one-year contract with The Open University (OU). It follows a decade-long relationship with the supported public learning and research body – the UK’s largest academic institution.

Facilicom will work at seven regional sites including the OU’s HQ in Milton Keynes.

VINCI LANDS £20M TFM DEAL WITH EAST MIDLANDS RAILWAY

Vinci Facilities has secured a total FM contract worth £20 million with East Midlands Railway.

Under the terms of the five-year contract, which began in March, Vinci is providing hard and soft FM services, including mechanical and electrical, planned and reactive fabric maintenance, minor works, cleaning services, pest control, and vegetation management at East Midlands Railway stations.

TO ACCESS THE Taylor Shaw wins 2-year contract with Southport College • Caterer Houston FULL & HawkesVERSION secures a fiveyear contract at Belmont House • JR&Co wins cleaning deal at Soho members club • ArticOF winsFACILITATE South London and MAGAZINE, IWFM Maudsley Hospitsl PPM contract • Imtech Inviron in new deal with Royal Birmingham Conservatoire • Wates JOIN FM expands

CONTRACTS TICKER

W W. I Wcouncil F M .O RG K HMRC partnership • NJC wins with Ballymore at Wardian • JR&Co extends cleaning deal withWMerton to.U 2022 48

FacilitateMagazine.com / November 2020

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