FM World 17.7.14

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 17 JULY 2014

FMWorld www.fm-world.co.uk

BUSINESS CONTINUITY

Bupa: how we dealt with the winter floods

ON THE RIGHT CHANNEL BIFM chairman Julie Kortens on the institute’s future plans

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VOL 11 ISSUE 14 17 JULY 2014

CONTENTS

09 | Act with ESOS or be fined

16 | Centralising Colt’s FM

20| New BIFM chair’s agenda

NEWS

OPINION

FEATURES

06 Office service charges are on the rise 07 Sick days are ‘costing the nation billions’ 08 Recycling and energy recovery facility, Leeds 09 Think Tank: assessing a KPI’s ongoing credibility 10 Business news: Graeme Davies on the rise of total FM providers 11 Cofely expands with Lend Lease FM acquisition 12 In Focus: Wilfrid Petrie, chief executive officer, Cofely UK

14 Simon Francis on the challenge of the 24/7 age 15 Five minutes with Chris Bedford 46 No Two Days

MONITOR 31 Insight: Market intelligence 32 Technical: Innovation in cleaning 33 Technical: The use of Human centric lighting 35 Standards: Deploying guard dogs 36 How to: Security in the era of The Internet of Things (Iot) 37 Technical: Looking forward to the IoT

26 | Bupa turns the tide

16

Colt status: Colt Technology Services’ decision to centralise its facilities services provision across Europe has boosted corporate recognition of FM

20

After a passion: Julie Kortens, who took the BIFM chair in April, is raring to put her characteristic enthusiasm for FM to work during her tenure

26

After the flood: Bupa Health Funding UK’s first invocation of its business continuity plan during last winter’s flooding proved to be an award-winner

REGULARS 38 41 42 43 44

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SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media. co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/ subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services call James Harris on 020 7880 6229.

EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve ⁄ Martin Bell, independent consultant / Lucy Jeynes, Larch Consulting / Nick Cook, managing director, Avison Young ⁄ Rob Greenfield, group SHEQ director, GSH ⁄ Liz Kentish, managing director, Kentish and Co. ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Chris Stoddart, director of FM, Regent Street Direct ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM tutor and author ⁄ Chris Wood, FM consultant Average net circulation 11,920 (Jul 12 – Jun 13) 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 Polestar Stones ISSN 1743 8845

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here has been, quite rightly, plenty of focus in recent years on how best to present the prospect of a career in facilities management to schoolchildren.

Whether about to enter the workplace or otherwise in a position to learn about FM as a future career choice, all agree that it’s important to ‘get into the classrooms’. And indeed, the BIFM has been doing some particularly innovative work in this area (work that’s likely to become breaking news over the summer).

As producers of the FM World Guide to Careers in Facilities Management, we’re naturally interested in helping to ensure that the most positive message about the sector is put forward. Despite what many perceive to be the unglamorous nature of facilities work, it’s not really that hard to make the case for a career in FM. Do you like the idea of running buildings? Saving energy? Putting on events, designing working environments? When you break it down into the component parts, there’s plenty of attractive work within the famously broad church of FM service provision to sate a student’s developing interests.

However, in all the examples we put forward to explain what’s so interesting about FM, is too much focus accorded to the facilities and not the management?

It’s great to give examples such as The Shard, the Glastonbury Festival, Wembley Stadium et al, but is enough being done to promote to children the importance of, and indeed the necessity for, good communications skills? Of course there is no shortage of people talking about such skills’ importance. But is the ‘sociable’ element of the sector adequately explained when talking to young people about what makes FM so enjoyable?

Two FMs I spoke to recently both made the point that in order to ensure that their teams are as sociable as needed when interacting with both internal and external customers, they themselves need to demonstrate the necessary people skills to know when and how to talk to their staff. It’s a two-way street; to get the best communications performance from both sides of a conversation, each side needs to engage effectively. Managers need to be mindful of those who might struggle in this regard, and to do that demands an innate interest in getting the best out of people.

In fact, it’s right up front as a requirement. When talking to children about what FM is, all of this is very different from explaining how FM is about ‘making a building work effectively’.

Perhaps it’s not easy to describe. After all, ‘getting along with people’ can sound more like an explanation of a career in HR, not FM. But there’s a close fit between the aims of FM and HR which brings to mind the BIFM/CIPD collaboration and the striking synergies between both departments, not just in the service provided but in how both interact with the wider workforce.

With so much in FM about relationship management and emerging issues such as collaboration standards, the need to have and to hone one-toone and one-to-many communications skills is only going to become more important. Explaining this part of the job to aspiring FMs might just make their talking to the c-suite in years to come that little bit easier.

T

“Is the ‘sociable’ element adequately explained when talking to young people about what makes FM so enjoyable?”

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COMMERCIAL PROPERTY

SHUTTERSTOCK/ISTOCK

Office service charges are on the rise Commercial property service charges have risen year on year, although compliance with the RICS code of practice is improving, says latest research.

Service charge costs per square foot in properties outside London are up 12 per cent on last year, from £5.26 to £5.90, according to a report from service charge consultancy Property Solutions.

Costs in London have increased by 4 per cent, from £9.13 to £9.50.

The Service Charge Operating Report for Offices 2014 shows a marked increase in service cost payable per square foot by tenants in multi-let offices for the shared services they use in commercial buildings.

It also examines compliance with the RICS Code of Practice Commercial Service Charges, which looks at factors including clear presentation of apportionment method, timely delivery of documents to tenants, application of fixed management fee and certification by a manager, surveyor or accountant.

In the study of 100 buildings, 6 per cent were compliant with all nine requirements of the code of practice on how information on service charges should be presented to occupiers. This compares with none last year.

However, the proportion of landlords crediting interest back to tenants has fallen from 31 per cent to 29 per cent. The report also says that although more landlords are disclosing accounting principles, the proportion is still less than a third.

The report also analysed the Carbon Reduction Commitment (CRC) for the first time.

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The CRC Energy Efficiency Scheme is designed to cut emissions in public and private organisations and applies to organisations (rather than buildings) that have half-hourly metered electricity consumption greater than 6,000 MWh per year.

It showed the cost of the commitment, designed to cut emissions in public and private organisations, varied from £0.02 per square foot to £0.27.

Anastasia Zatolokina, from Property Solutions, said: “This

Six of the 100 buildings studied followed RICS’ code on service charges

year’s report is encouraging in that compliance with the RICS Code recommendations reflects greater adherence to best practice guidelines.

“However, there is still some way to go with the accounting requirements which are still falling short... work needs to be done to achieve best practice standards.”

EMPLOYMENT LAW

Government extends flexible working rights Legislation in effect from 30 June has given all employees the right to request flexible working.

Previously, the option only applied to carers or people who look after children. Now more than 20 million employees will be able to request flexible working.

The government said the changes would help people balance work with other responsibilities, keep more people in long-term employment and allow companies to retain talent.

The government said it forecasts 182,000 requests a year, with the new right accounting for 81,000 of the new requests.

Of these, 144,000 are forecast to be granted, with 64,000 being employees taking advantage of this extension. The new right is expected to be of particular interest to older workers approaching retirement and to young people who may want take up training while they work.

Flexible working doesn’t only apply to employees with children now

Business minister Jo Swinson said: “Extending the right to request flexible working will help to create a cultural shift towards more modern, 21st century workplaces where working flexibly is the norm.”

According to the Department for Business Innovation and Skills, businesses have reported benefits to allowing staff to adopt more flexible working practices.

More than half reported an improvement in employee relationships and staff motivation, with 40 per cent reporting a boost in productivity and 38 per cent seeing a drop in staff absence.

Acas has published a short code of practice to help employers understand the extension to the right and how to process requests.

Susannah Clements, deputy chief executive at the Chartered Institute of Personnel and Development (CIPD), said that the changes will help meet the demand from an increasingly multigenerational workforce.

“Many younger workers are seeking greater work-life balance,” said Clements. “At the same time, older workers are demanding more flexible routes into retirement, looking to work fewer hours rather than seeing retirement as a “full stop” to their working lives.”

The Acas guidance is available at www.tinyurl.com/acasflexguidance www.fm-world.co.uk

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NEWS

BRIEFS Data centres recognised

Sick days are ‘costing the nation billions’ Flexible working could stop sick days costing UK business over £23 billion a year, according to new research by PricewaterhouseCoopers (PwC).

A survey of 2,000 UK adults last month also concluded that people lying or exaggerating to take time off work was responsible for businesses losing £9 billion annually.

Illness is by far the most common reason used, with other common excuses for sick days being hangovers (32 per cent), being bored with your job (26 per cent), interviews (26 per cent) and Mondays (11 per cent). One in 10 people had lied to take time off work to take advantage of good

weather, and watching a sporting event (8 per cent) was also cited.

One in 10 employees said that having to report the reason for their absence over the phone to their manager would put them off lying.

PwC says that although the UK’s overall sickness bill has fallen to £23 billion from £29 billion a year ago, British workers take nearly three times the amount of sick days as workers in some other countries.

Central and Eastern Europe has the highest level of sick days at an average of 8.3 a year.

This compares with 3.8 days in the US and 2.8 days in the AsiaPacific region.

Most industries have reduced

their sickness levels compared with a year ago – apart from technology, chemicals and utilities companies. Retail and leisure, services sector and finance companies report the lowest levels of sickness.

Jon Andrews, head of human resources consulting at PwC, said: “Our research shows that when it comes to reducing absence levels, carrot rather than stick is the best approach.

“Having a flexible working culture can go a long way to breaking the cycle of people feeling that they are entitled to days off outside of their holiday allowance and encouraging better employee engagement.”

ENERGY MANAGEMENT

IMAGE SOURCE/PA

PwC to power offices with household oil ISS Facility Services will work with consultancy firm Pricewaterhouse Coopers (PwC) to collect and reuse waste cooking oil as a carbonfriendly energy source.

The oil will power PwC buildings and offices in London.

An estimated 20,000 litres of used cooking oil a year will be converted into biodiesel for PwC. When running at full capacity, this programme will provide up to 25 per cent of electricity for PwC’s London facilities such as its HQ. Each litre of biodiesel used is calculated to save 2.6 kg of carbon dioxide. ISS has partnered with renewable energy producer Uptown Biodiesel, whose vehicles www.fm-world.co.uk

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are powered by biodiesel fuel.

The collected oil is recycled into UpTown’s Central London facility, further reducing distance travelled and CO2 emissions.

Jon Barnes, PwC head of building and facilities services, said: “Our partnership with ISS

allows us to constantly source innovative solutions for managing our facilities. This oil recovery initiative will, for example, power our lighting and electrical devices. The programme gives our people first-hand experience of how we’re all helping to improve sustainability.”

Thomas Kempf, managing director, cleaning, ISS UK & Ireland, said: “This step is a great London-wide initiative by PwC to reduce their carbon footprint.

Working in an integrated manner with our ISS business areas enables us to support PwC’s stated aim to do the right thing for their clients, people and communities.”

A Climate Change Agreement (CCA) for the UK data centre industry has come into force to provide incentives for the sector to be more energy efficient.

The agreements allow energy intensive sectors to claim discounts from carbon taxes in return for implementing energyefficient measures designed to help the UK meet carbon reduction targets. There are around 50 CCAs across various sectors, and the inclusion of the data centre industry was announced in chancellor George Osborne’s Autumn Statement last year. The legislation came into force this month.

Middle East BIFM training The first centre for BIFM FM qualifications in the Middle East is to be established.

Retail franchise operator M.H. Alshaya Co. is to set up the BIFM Recognised Centre in the region.

The partnership between M.H. Alshaya Co. and BIFM will deliver qualifications in Facilities Management at Levels 2 and 3.

Linda Hausmanis, head of professional standards & education at BIFM, said: “The growing trend of companies becoming recognised centres to deliver the BIFM qualifications is testimony to the involvement of employers in the development of the BIFM qualifications.”

BIM Academy in FM offer BIM Academy has launched a service for FM providers and other clients to incorporate BIM into the way they manage assets and conduct FM. The academic centre and consultancy at Northumbria University in Newcastle upon Tyne will offer expertise covering BIM for Asset and Facilities Management to support clients in their transition from traditional facility handover and management procedures to a process that ensures the effective use of digital information to deliver greater value to businesses.

Graham Kelly, BIM development manager at BIM Academy, said the take-up of BIM was at an “immature” stage in FM because of the breadth of the sector.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

FMs welcome zero-hours changes

RECYCLING AND ENERGY RECOVERY FACILITY (RERF), LEEDS MAIN CONTRACTOR: CNIM Clugston Construction CLIENT: Veolia/Leeds City Council

RERF to bring a spark to Leeds Construction of the largest timber-framed structure of its type in Europe has begun in East Leeds as work progresses on the latest phase of the city’s new Recycling and Energy Recovery Facility (RERF).

The facility, centrepiece of a 25-year PFI waste management contract, is being built by Clugston and CNIM under contract with Veolia – Leeds City Council’s waste management partner.

Incorporated into the innovative design, the timber frame is one of several sustainable features. This is in keeping with the environmental nature of the facility which, when completed in summer 2015, will divert more than 200,000 tonnes of household waste away from landfill, using the remaining unrecyclable material to generate electricity.

Manufactured using efficient and sustainable forestry products, the Glulam laminated timber frame was selected for its light yet structurally robust nature and its ability to be formed into outstanding architectural spaces.

It was supplied by German timber frame specialist Hess Timber, whose recent work includes the D1 tower in Dubai and the Museum of the Foundation Louis Vuitton in Paris. It was designed by internationally renowned architect Jean-Robert Mazaud of S’pace Architects in France.

The unique arched design, which will stand 42 metres high and will be 123 m long when assembled, will also include a large “green” wall consisting of sustainable plants.

Clugston Construction project manager Tony Wing said: “The fact that this is the largest timber frame ever erected in the UK really highlights the overall size of the project and how unique and important the facility will be for Leeds.”

Veolia’s Paul Fowler said: “The construction of the timber frame also signifies that we have reached another important milestone in the project.

The facility, when finished, will be an impressive addition to the Leeds skyline and will help create permanent jobs and a more sustainable city wit.”

Clugston Construction, which has offices in Swillington, Leeds, recently won the contractor of the year award at the ‘Committed to Construction In West Yorkshire’ Awards.

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A ban on exclusivity clauses in zero-hours contracts has been introduced. The changes announced by the government will allow employees on the contracts, which do not guarantee work, to seek work from other employers.

Consultant Dave Wilson, director of Effective Facilities, said that he had been opposed to the way the contracts worked because they stopped people getting work.

“There’s a place for a certain amount of casual labour,” he said. “Everyone has peaks and troughs of demand and one-off events and it works for some employees. But there’s a distinction between zero-hours contracts and casual contracts where workers have a choice and other benefits.”

Wilson welcomed the changes allowing zero-hours workers to seek work elsewhere, but added: “At a time when we’re coming out of recession people should be recognising the value of employees and showing a commitment.”

Guy Stallard, director of facilities at KPMG, also welcomed the changes and said they would have benefits for employers, who would get access to a wider network of staff.

“To keep employees interested and simultaneously ensure that employers have access to high-calibre individuals it is also important that organisations pay their staff a living wage,” he said.

“A guaranteed income – and one that will ensure that they don’t need to worry about paying their rent or food bills – is more likely to build loyalty and motivation to drive the quality of service that customers want to see.”

There are estimated to be about 125,000 zero-hours contract workers tied to an exclusivity clause, and the government said the ban was to clamp down on abuses in the workplace by less scrupulous employers.

Power shortage ‘less likely’ The likelihood of electricity cuts this winter has reduced, although spare capacity is still falling, according to new analysis.

A report from Ofgem said that although electricity capacity margins are expected to fall over the next two winters, measures taken by National Grid and the government mean the probability of disconnections has receded.

National Grid will be able to tender for new contracts with power stations to provide extra reserve power. It can also negotiate with large businesses that are willing to reduce their power consumption during peak demand times in return for a payment.

Capacity margins are the surplus of electricity generated compared with demand in Britain. Ofgem said it expected a reduction in margins over the next two winters. But it said there has been some improvement in expected margins for next winter, 2014/15, compared with the estimates in its 2013 Capacity Assessment report.

However, margins are still expected to drop to their lowest level in 2015/16 resulting from closure of older power stations. After this, the margins are expected to improve as new power stations come online.

RIBA calls for better schools The Royal Institute of British Architects (RIBA) is urging the government to spend more on creating better school buildings.

It says that many UK schools are past their life cycle and riddled with asbestos, and that an extra 20 per cent is needed to spend on new schools.

In a report, Building Better Britain: A Vision For The Next Government, the institute set out a raft of recommendations, including a reassessment of building on the green belt, 10 per cent more spending on creating “active travel” routes for walking and cycling, and revamping a “Nimby-fearing” (notin-my-back-yard) planning system.

RIBA says: “Years of underinvestment, coupled with recent changes to school building, rebuilding and refurbishing programmes, have left us with crumbling schools which fail those trying to learn and teach in them. Eighty per cent of schools are operating beyond their life cycle, and more than 75 per cent contain asbestos.” www.fm-world.co.uk

10/07/2014 10:41

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THINK TANK

WE ASKED 100 FMS…

KPIs can constrain innovation 22%

KPIs allow a basis for adapting service to need 68%

Is there a need for a more dynamic approach to assessing a KPI’s ongoing credibility? Are KPIs constraining?

This week we asked whether KPIs were more of a blunt instrument than a sophisticated method for analysing what’s going right and wrong on an FM contract.

Roughly two-thirds agreed that by measuring performance, KPIs allow a basis for adapting service to actual need with the remainder agreeing with the suggestions that KPIs can constrain innovation and hamper client/provider relationships (and we recognise that in this case this wasn’t an ‘either/or’ question).

Many correspondents agreed that KPIs served a critical role in helping to monitor delivery and quality. “However,” said one, “the main issue is the use of KPIs as

nothing more than colourful charts and statistics without the real detail and meat on the bone behind them.

There is also no point in placing KPIs that are clearly unattainable within a contract, offer little or no real value and end up being nothing more than a blunt instrument to beat a supplier up at meeting.”

And indeed, said another correspondent, KPIs sjould not be seen as the only, nor most important, measure of performance.

“KPIs set out the benchmark for minimum expectation on both sides,” he said, “both parties enter into the agreement fully understanding their respective responsibilities and the parameters

on which they will be judged. The supplier agrees to – agrees being the critical word – to the KPIs. If KPIs are unrealistic, it is the supplier’s responsibility to raise concern or contest them before signing on the dotted line.”

Another correspondent explained how they liked to see service provider involvement in the development of KPIs. “In a recent tender I did not specify the KPIs, but instead sent out a template for the bidders to complete in which they suggested their own. This worked very well and I ended up with robust KPIs – some more harsh than I would have proposed – that had full supplier buy-in.”

Finally, one correspondent bemoaned the frequent misuse of the word ‘key’ and suggested that we are seeing a shift away from a ‘master/slave approach’ towards greater collaboration and integration.

“The ‘one team’ approach is developing at pace,” she said.

“It’s an approach focused on the customers as individuals, teams and the organisation as a whole.

Relationships, emotional intelligence and perception of performance by the parties involved are growing in importance.”

Join the FM World Think Tank: www.tinyurl.com/fmwthinktank

IMAGE SOURCE

Energy scheme compliance details outlined Large firms that fail to comply with the government’s Energy Saving Opportunity Scheme (ESOS) could be fined up to £50,000.

The latest update from DECC about the scheme, which implements part of the EU Energy Efficiency Directive, provides more details about which organisations will have to comply with the scheme, and the penalties for failing to do so.

Under the mandatory scheme “larger undertakings” will have to carry out audits on energy use of buildings, processes and transport every four years to identify costeffective, energy-saving measures.

The deadline for qualifying organisations to make their first assessment and notify the Environment Agency is 5 December 2015. www.fm-world.co.uk

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Failure to carry out an assessment could lead to a £50,000 penalty with fines of £5,000 for failing to notify the Environment Agency or maintain adequate records.

“Larger undertakings” are defined as organisations with at least 250 staff or a turnover of

more than ¤50 million (£40 million) and an annual balance sheet in excess of ¤43 million (£34.4 million).

Corporate groups qualify if at least one UK group member is a large undertaking.

ESOS assessments are not needed for organisations that are fully covered by ISO 50001 Energy Management System, although they do need to notify the Environment Agency of this.

The ESOS regulations require lead ESOS energy assessors to be sourced from existing schemes run by professional bodies.

The Chartered Institution of Building Services Engineers (CIBSE) is applying for its Low Carbon Consultants register to be approved for the government’s ESOS scheme.

CIBSE says its Low Carbon Consultants register includes experts with the knowledge and expertise for ESOS assessments and has applied to have the register for the scheme.

CIBSE technical director Hywel Davies said: “DECC has recognised the need for qualified and expert energy assessors like CIBSE’s for this important scheme, which will help large enterprises realise the real business benefits of taking action to improve their energy efficiency.

The Carbon Trust welcomed the ESOS scheme and said it would tweak its Carbon Trust Standard to make it easier for the standard to meet ESOS compliance.

More information about the scheme is available at www.tinyurl.com/esosguidance FM WORLD | 17 JULY 2014 | 09

10/07/2014 16:24

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ANALYSIS

Total FM ability will sort winners from losers GRAEME DAVIES newsdesk@fm-world.co.uk

The entrenched economic improvement in the UK is creating more confidence in the private sector and this is likely to lead to expansion of businesses, construction of new premises and acquisitions.

This in turn will lead to an increase in demand for more FM services as businesses move into new areas of operation and look

to expand their existing FM contracts to cover businesses or operations they acquire.

It could also create greater opportunities for FM operators that have spent recent years consolidating their operations and bolting on new skills. This means that we now have a more focused group of service providers which possess a wider range of skill sets. Such operators can go back to existing clients

as well as approach new clients with deeper capabilities and this is driving a move towards more allencompassing total FM contracts.

For both sides, such contracts can have distinct advantages, with the provider being able to bring more revenue in and spread it across its cost base, thus protecting margins and profitability, while for the client there are efficiency savings to be made from having a single contact point and source of FM provision rather than a disparate group of service providers.

Recent examples of such total FM contracts include last year’s £150 million, five-year deal between the BBC and Interserve for provision of total FM services across the BBC estate. Emcor also recently announced a five-year extension to its contract with BAE Systems for total FM services across its UK facilities, and

Contract wins

NEW BUSINESS Servest Group has won a contract to provide station cleaning services for Chiltern Railways. Under the three-year deal Servest will clean 23 of Chiltern Railways’ stations. The contract has the option for a two-year extension.

Norse has created a 10-year joint venture agreement with Newport County Council to deliver facilities services. Under the £7.3 million-ayear agreement, the joint venture Newport Norse will carry out cleaning and facilities management, including planned and responsive building maintenance, portering, management of the Newport Indoor Market, and strategic property services for the estates team, design team and energy management.

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Serco has extended its recycling, waste and street cleansing contract with Milton Keynes Council for another four years under a new £48 million contract. It has also been awarded a new five-year contract, worth a further £10 million, to manage the council’s landscape maintenance and other associated services.

Kier has won £13 million worth of contracts for maintenance work in homes across Sheffield, South Yorkshire. Under the first contract, worth £9.8 million, Kier will install radiators, boilers, piping and thermostats, as well as removing and repairing pre-existing systems. The second contract, valued at £3.6 million over three years, will see Kier deliver

adaptations to vulnerable and elderly people’s homes in the city.

ESS Support Service Worldwide has extended its contract with Carillion Integrated Services at the Metropolitan Police Specialist Training Centre for five years. In a deal worth around £3.75 million, ESS – part of Compass Group UK and Ireland – will deliver restaurant catering, retail, hospitality, vending and bar food services at the centre in Kent.

Contract caterer Edwards & Blake has taken its first London contract to manage the on-site catering for the Royal National Institute of Blind People (RNIB). Under the three-year contract, worth £430,000, Edwards & Blake will serve breakfast, lunch and hospitality at the institute’s London and Peterborough offices.

Vinci Facilities, Lovell Partnerships and Wates Living Space have created a partnership with a Midlands council to repair 6,000 homes. The £50 million deal with Sandwell Council will see each partner making improvements and refurbishments to about 2,000 council properties across the borough.

Bilfinger Europa signed a similar five-year extension to its total FM contract with LV. This trend towards a single supplier of many services is not new – it has been developing for several years, but it is where the next generation of winners and losers will become apparent.

However, as well as having the breadth of operations to serve total FM contracts, the big winners will need to integrate ever more complex skills into their offerings.

Whereas managing buildings was once a matter of manning doors, cleaning toilets and emptying bins, more complex skill sets are now required. For example, the trend towards ‘intelligent buildings’ requires additional skills such as building information management modelling, and Interserve hailed its ability to more intelligently use the BBC’s estate as a key plank in its contract win. As discussed at a recent FM World Think Tank on the industry’s future, this evolution of services offered must be continued if the market leaders are to stay at the top of the pile.

But a potential fly in the ointment emerged recently with the Labour’s pledge that should they regain power in next May’s general election they would review the government’s outsourcing agenda. Labour pledged to tackle what it perceives to be the trend towards larger contracts going to a small number of larger companies by breaking up outsourcing contracts into smaller units that smaller companies and social enterprises could bid for. It is arguable whether this would be feasible, but it is something larger FM outsourcers to the public sector need to be aware of.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

10/07/2014 10:42

Cofely expands further with Lend Lease FM acquisition Cofely, a GDF Suez company, has completed its purchase of Lend Lease’s FM business.

The acquisition will provide an increased portfolio of longterm FM contracts in key public sector and healthcare markets for Cofely.

Over the next 25 years these contracts will provide Cofely with a guaranteed revenue stream of £2.5 billion.

The transaction will also give Cofely a significant new lifecycle management capability to its business, which includes building fabric and major repair and replacement.

LLFM currently provides a range of FM services across the UK and Ireland, focusing on healthcare, education, government and retail.

The business has a number of large long-term contracts with clients such as large National Health Service (NHS) Trust hospitals at locations including

Bluewater shopping centre in Stone, Kent, is one of LLFM’s large long-term clients

Manchester and Leeds, Local Education Authorities in Birmingham and Lincolnshire, HM Treasury, and Bluewater shopping centre in Kent.

LLFM will be combined with Cofely’s existing UK business with immediate effect. The new entity will operate under the Cofely brand.

Jérôme Tolot, GDF Suez’s executive vice-president in charge of the Energy Services Business, said: “The acquisition of LLFM reinforces our strategy

BUSINESS BRIEFS

to further evolve our business here in the UK. It continues to strengthen our service capability and our credentials as a leading UK service provider.

“LLFM has many synergies with our existing business and it will also provide us with the addition of a full lifecycle management capability. This will allow us to introduce and integrate new smart and low carbon, energy-efficient technologies into buildings for customers over the term of the contracts.”

This buy follows Cofely’s purchase of Balfour Beatty WorkPlace in late 2013 and a number of significant contract successes in June 2014.

These include a £300 million FM contract with Telereal Trillium for the Department of Work & Pensions portfolio and a contract with BP for utility services at Sullom Voe Oil & Gas Terminal in the Shetland Islands.

ISTOCK/GETTY

Serco sends out warning on loss-making contracts Serco says it is carrying out a detailed analysis of contracts, focusing on loss-making ones, as part of a group strategy review.

In a trading update, it said that for some of its “larger, more onerous contracts” it is likely that some provisions will be required.

Overall, the company said trading was in line with forecasts and it expected to report adjusted revenue of around £2.4 billion for the first half of the year.

Group chief executive Rupert Soames said: “Whilst difficulties continue on some contracts, overall our trading and financial position is in line www.fm-world.co.uk

10_11_BusinessNews.indd 11

Rupert Soames, CEO at Serco, says trading is “in line with expectations”

with the expectations on which we updated the market two months ago. We are rebuilding trust and confidence with the UK Government and the strategy review is proceeding to plan.”

Carillion has also given a trading update saying that firsthalf performance is in line with expectations and full-year targets are unchanged. In its support services business, revenue is expected to be broadly similar to that in the first half of last year, with an improved operating margin, the company said.

In its trading update, Balfour Beatty said that its support services division was trading in line with expectations, although there had been a continuing decline in trading performance of the mechanical and electrical engineering part of the business.

Welsh refurbs to get grants The Welsh government is providing a multi-million fund to build and refurbish affordable homes.

Minister for housing and regeneration Carl Sargeant said that a Social Housing Grant fund of £58 million would be available for the 2014/15 for local authorities and housing associations across Wales. He said the Social Housing Grant had so far been a success in helping to provide good-quality, affordable homes across Wales.

G4S renames FM division G4S Integrated Services will change its name to G4S Facilities Management (UK) Limited, and has appointed a new regional managing director.

Kim Challis, who has been with G4S for over 16 years, will be responsible for all FM operations across the UK, Ireland, Channel Islands and the Isle of Man as regional managing director. The name change reflects its growing presence in the UK FM market.

Imtech rebrands FM operations Imtech UK is rebranding its three FM operations as Imtech Inviron.

Imtech UK bought technical FM specialist Inviron in 2011.

Since then it has worked closely with the group’s other FM providers, Imtech Smith FM and Imtech Aqua Maintenance.

All three businesses combine as Imtech Inviron. The combined operation will have an annual turnover of almost £150 million.

Neil Johnson, managing director, said: “Bringing the FM businesses together allows us to share our respective strengths and capabilities to improve our service offering to customers.

FM WORLD | 17 JULY 2014 | 11

10/07/2014 10:42

FM BUSINESS IN FOCUS

THE ISSUE: Cofely’s recent acquisitions and the scale and scope of future FM providers

now operated and maintained –

by Cofely. The scheme provides hot water, chilled water, and electricity to buildings in the park, WestfieId Stratford shopping centre and other local commercial and residential properties. This will play a role in meeting the Mayor of London’s aim to reduce CO2 emissions across London by 60 per cent by 2025.

THE INTERVIEWEE: Wilfrid Petrie, chief executive officer, Cofely UK

Integrated – and then some This month Cofely, part of the French group GDF Suez, announed its acquisition of Lend Lease’s facilities management business, LLFM. Lend Lease was guarded about its reasons for selling, releasing a statement explaining that the decision was part of “realigning our business in Europe, Middle East and Africa for growth”. This meant ‘exiting activities’ not core to future plans, and thus LLFM. For Cofely, the sale gives the firm more long-term contracts in key public sector and healthcare markets. Over the next 25 years these contracts are set to provide Cofely with a guaranteed revenue stream of £2.5 billion.

Jérôme Tolot, the executive vice-president in charge of GDF Suez’s energy services business, said: “The acquisition of LLFM reinforces our strategy to further evolve our business here in the UK.”

Smart technologies The transaction will allow Cofely to introduce and integrate “new smart and low carbon, energyefficient technologies into buildings for customers over the term of the contracts,” said Tolot.

Wilfrid Petrie, chief executive officer, Cofely UK, says the transaction will enhance the 12 | 17 JULY 2014 | FM WORLD

12_BusinessFocus.indd 12

company’s ability to measure and manage a physical asset’s useful life – in other words, a building’s entire lifecycle.

Petrie explains: “We were interested in this acquisition because Lend Lease has a portfolio of lifecycle investments.

So not only do they do FM, but they manage the fabric of a building, carry out major repairs and replace equipment on those premises. This is an expertise we want to develop.”

While Cofely is established in energy services, technical and integrated FM maintenance, it also wants to add lifecycle expertise as an additional service to customers, says Petrie.

“If you do the maintenance in a building and if you have to optimise the energy consumption, it makes sense to be the one to optimise the fabric [of it too].”

The acquisition is seen as particularly beneficial because of the many contracts Lend Lease operated in healthcare and other public sector markets. These deals are with major clients including National Health Service (NHS) Trust hospitals at locations including Manchester and Leeds, local education authorities in Birmingham and Lincolnshire, HM Treasury, and Bluewater Shopping Centre in Kent. Cofely already

Driven by innovation

has a certain number of clients in these areas, making the LLFM acquisition “consistent with the rest of our business”, says Petrie.

Park promise Petrie explains that long-term contracts are valued more by Cofely than short-term ones because they present more opportunities for the company.

“In the long-term contracts there is more value that we can add. Typically, that might be in providing a certain number of energy services or more integrated FM solutions,” he says.

The LLFM acquisition follows on from Cofely’s acquisition of Balfour Beatty WorkPlace in late 2013 and a number of its own contract successes announced in the last six weeks.

These include a £300 million FM contract with Telereal Trillium for the Department of Work & Pensions portfolio and a longterm contract with BP for utility services at Sullom Voe Oil & Gas Terminal in the Shetland Islands.

Cofely also delivers energy and facilities services at the Queen Elizabeth Olympic Park, providing low-carbon energy to the surrounding areas. The Queen Elizabeth Olympic Park and Stratford District Energy Scheme was designed and built – and is

The future of facilities management will be tied to a service provider being able to deliver all forms of facilities service under its own steam, suggests Petrie.

“Ten years ago, it was a very scattered market. We were more about M&E services – boilers, heating, ventilation and air conditioning. The sophisticated players were the ones who had a high technical skill,” he says. “But over the years it’s gone from that to integrated FM.” He predicts that the future will be about companies such as Cofely adding additional services to the existing scope of integrated FM contracts on behalf of clients.

“This could be a certain number of energy services, business processing, outsourcing services, mail distribution, consultancy and real estate services,” he says.

“Customers want us to reduce our costs and do things differently,” says Petrie. “It’s a market driven by innovation.

Solutions are becoming more about combining a certain number of skills. For example, if you do a certain amount of maintenance in a building you may decide the floors are better without carpets and with tiles instead; or you can reduce energy consumption by changing the type of insulation.”

“It’s not about the FM company providing cheap cleaning anymore,” he concludes, “it’s more about a sophisticated solution that delivers greater value.” www.fm-world.co.uk

10/07/2014 12:17

p13_FMW170714.indd 2

07/07/2014 15:40

FM OPINION THE DIARY COLUMN SIMON FRANCIS

“AS STUDENTS SEE THEMSELVES EVER MORE AS PAYING CUSTOMERS, THEIR DEMANDS FOR BETTER AND MORE ACCESSIBLE SERVICES HAVE GROWN”

Local Authority

We now live in a 24/7 age. From the demand for supermarkets to be open through the night to the 24-hour news cycle, the world requires that access to services is a right that demands to be fulfilled immediately.

Often forgotten in this clamour for instant gratification is the impact these demands have on the people who deliver the support services on which our culture is predicated. As FMs we are on the frontline, fighting

to deliver expanding services with reduced or static budgets.

We need our teams to be more flexible and to provide more resilience outside of what used to be standard office hours.

This is a challenge for us here at the university. While our estate is in a better condition than ever before, we retain some buildings that are well past their usable life and require a level of care, attention and site-specific knowledge just to keep them

FM Consultant

Simon Francis is senior facilities manager at the University of the Arts London

LIVIN G IN THE 2 4 / 7 AGE

e are always looking at ways to W extend services without incurring significant extra cost, but increasing services will inevitably require more resources

NHS Trust

operating. That these buildings operate for extended hours and through the weekend with only limited FM cover means our out-of-hours and emergency arrangements have to be robust, reliable and quick to mobilise.

These arrangements have been challenged this week. I seemed to spend most of the weekend on the phone dealing with my staff and contractors firefighting a multitude of issues in one of our ageing buildings.

With some support from the site’s FM, our frontline staff and our maintenance provider we managed to fix a big leak without affecting college activities. I was pleased our arrangements stood up to the test, but the impact on

my staff (and their families) was significant.

There has also been a rise in demand from our students for increased operating hours for our key services (such as our libraries, open access IT suites and workshops). As students see themselves ever more as paying customers, their demands for better and more accessible services have grown. While we have opportunities to multi-skill staff, lever more flexibility from our contracts and be innovative in how we deliver our services, there are simply more working hours required of our staff than I have funds to deliver.

BEST OF THE WEB Views and comments from across the web Is it acceptable for employees to use electronic cigarettes in the workplace? (BIFM group): Julie Garvin: We have a dedicated smoking area on site, which is the only area in which normal cigarettes can be used.

We do not expect vapour e-cigarette users to smoke in this area as you are then subjecting them to inhale secondhand tobacco, which could potentially lead to future litigation since you failed to protect 14 | 17 JULY 2014 | FM WORLD

14_Opinion.indd 14

the e-cigarette user.

Phil Lemon: We have banned e-cigs in the workplace in line with cigarettes. We feel that not enough is known about the risks these products pose.

Dean Berrigan: Would you allow your staff to drink non-alcoholic beer in the office? Isn’t the theory the same as smoking an e-cigarette?

Dave O’Brien: I’m all for electronic cigarettes; the employee remains in the office to carry out their

duties without taking a break every 20 minutes.

There are so many challenges in delivering sustainable solutions within the modern FM role, tell us yours. (BIFM group) Rob Farman: Most FMs have a limited understanding of the basics of energy use and, therefore, how it can be minimised.

Ian Barker: Sometimes we miss the need for strategy and constant and accurate

measurement. For me, the biggest challenge is winning the argument on the need to be sustainable in the first place.

Madhav Karandikar: We have installed solar panels on the car park roof. We have also put in occupancy sensors on floors to save lighting energy, and we have used LED lights throughout our site, as well as using sensor-based taps to save on water.

Is the lack of accountability affecting

the service support at your properties? (FM group) Alick Doyle: In terms of maintenance the contract should outline roles & responsibilities, contract scope and obligations of each party. Being “accountable” comes from understanding the contract terms, due diligence in procurement and mobilisation. It’s difficult to pin it down once the contract has started and something has gone wrong. www.fm-world.co.uk

10/07/2014 10:42

You can follow us at twitter.com/FM_World facebook.com/FMWorldMagazine

BEST OF THE

FMWORLD BLOGS The true value of the remote worker MSFT for Work, TechNet Blogs A recent survey revealed more creative professionals work outside the office now than three years ago. Companies who embrace this trend find it gives them access to a wider base of professionals without traditional geographical barriers. As collaborative work tools continue to roll into the market, these requests and expectations will only grow. Is your business ready to embrace this shift?

The Creative Group, a Silicon Valley staffing company, led the study of 400 phone interviews with advertising and marketing executives. Of these, 33 per cent said the percentage of their creative staff working remotely was higher than three years ago, 59 per cent reported no change, and 4 per cent said they had seen a decrease.

Executives were on board with telecommuting because of the access they have to professionals without geography posing a barrier. They reported better team morale across the board once workers started experiencing better work/life balance, and higher productivity once commuting became a non-issue.

The report highlighted key questions bosses should ask before offering telecommuting, including: What does communication look like within your organisation?

What jobs could be done remotely? What’s the right balance between remote work days and in-office days? You’ll want them to join the rest of the team at some point.

What tools are in place? Internal social networks (e.g. Yammer), video-conferencing (e.g. Skype), and instant messaging are crucial.

Employees have long recognised the value in telecommuting. Bosses are starting to appreciate its impact with better productivity, and access to a more varied talent pool.

Read the article in full at www.tinyurl.com/qh82tvy

The future of work is all about challenging convention Jacob Morgan, www.forbes.com If I had to describe what the future of work is all about in two words, I’d say, “challenge convention.” Go against the common assumptions that our organisations have been built on. For the better part of 100 years, organisations have remained relatively unchanged. Employees commute an hour each way to get to work while feeling disengaged, managers act like stoic creatures that delegate tasks and control information, and organisations are rigid hierarchies that stagnate communication and collaboration, assuming that the only time it makes sense to change is when tragedy strikes. This is no way to operate a company in a rapidly changing world. We have built organisations with the notion that work has to be unpleasant. Until now. Five trends shape the future of work, forcing organisations to challenge convention around how employees work, how managers lead, and how organisations are structured. These are: New behaviours: Easy-to-find information online, build communities, connect with people and information, live a more public life – and share.

Mobility: Most people in the world have a mobile phone. This means that I can get access to the same information living in the Bay Area in California as someone who works in a rice field in China.

Millennials: Bringing with them new expectations and ways of working.

Technology: Collaboration platforms, big data, wearables, the Internet of Things, the cloud, robots, and other things that are impacting how we work.

Globalisation: The ability to work in a world without any boundaries.

So how can companies operate the same way as they did 20 years ago? They can’t.

Read the article in full at www.tinyurl.com/lonxn2l

www.fm-world.co.uk

15_Opinion.indd 15

FIVE MINUTES WITH NAME: Chris Bedford JOB TITLE: Managing director, Open Technology

Are wireless control solutions really founded in the needs of the customer? Or are we in danger of creating a disconnect between what customers want and what providers are offering?

Wireless has its place, but also its limitations.

MESH and Wi-Fi networks have been around for more than 10 years, but wireless hasn’t yet become the norm for commercial property control systems.

One reason is that copper is more reliable and less expensive. Building owners trust it, it’s easy to specify and it presents little risk to the installer.

Introducing new technology always comes at a cost, and silos within the UK construction industry can make the delivery of new technology a challenge.

Will wireless technology providers invest in the cost of the proper support required to make this technology win? From the customers’ point of view, systems should be open and not tied to particular manufacturers. In addition, the tools and software to maintain a system should be built into the system cost.

The specification of lighting systems involves a complex delivery chain. System design needs to take into account the available skill set of those who will carry out the work on site. What new tools will we expect tomorrow’s electricians to carry – iPads and wireless routers? If so, will installation contractors accept the inevitable cost of up-skilling guys on site? If they do, will the potential savings of wireless installation be passed to the customer?

Lighting a building effectively, running the system efficiently, and ensuring that staff can maintain it is still a real challenge. We should look for clear evidence that customers can fix things themselves and that there is no additional cost to achieve this. Many of the principles behind the Dali light control system still hold true, and we should be mindful of them as our technology evolves.

FM WORLD | 17 JULY 2014 | 15

10/07/2014 12:18

FM CASE STUDY

COLT TECHNOLOGY SERVICES

MARTIN READ

COLT STATUS

Helen Playle move to Mace Macro to help bring all of Colt’s FM under a pan-European umbrella

16 | 17 JULY 2014 | FM WORLD

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www.fm-world.co.uk

10/07/2014 16:24

COLT TECHNOLOGY SERVICES

Colt Technology Services’ decision to centralise its FM provision across Europe through service provider Mace Macro has led to the function gaining greater recognition for its contribution to corporate performance, reports Martin Read

P

roviding telecoms and IT services to businesses is a dynamic sector in which to work. Constant technological development demands ongoing reappraisal of business models – something that Colt, which provides network, data centre, voice and IT services to its customers in the UK and overseas, knows only too well.

Although innovation in products and services to market has been a constant requirement for Colt, its innovation in facilities service provision across a European office portfolio represents the culmination of a single major project to centralise the function.

European dimension Many consider pan-European FM outsourcing as extremely difficult to set up. It involves a soup of legislative, financial and cultural differences that make such projects expensive and time consuming. Yet the project to bring together the FM requirements of 13 European www.fm-world.co.uk

16-19 Mace/Macro NEW.indd 17

countries under one banner, in operation since the spring of 2013, is working out a treat.

Having undergone a major project to assess its corporate facilities requirements, the new team structure has been in place since May 2013, when FM service provider Macro was appointed to manage Colt’s facilities requirements across the company’s European office portfolio.

Macro’s Helen Playle was there from the beginning and has seen the project through to now. Having gained experience at Next, Regus, Pitney Bowes and FM contractor SGP (where she ran a portfolio of eight FM/TFM contracts), Playle had spent the five years immediately before the FM outsourcing project directly employed by Colt as facilities and workplace manager. In this role she delivered FM for the company’s 160,000 square metres of office space in 45 facilities across eight European countries.

Today, Playle is associate director at Mace Macro and is FM WORLD | 17 JULY 2014 | 17

10/07/2014 16:25

FM FEATURE

COLT TECHNOLOGY SERVICES

in charge of the Colt account, having opted to transfer across when the service provider was awarded the contract. Playle is now responsible for FM in 13 countries, comprising 73 locations and upwards of 230,000 sq m of space.

A continent-wide model for FM In 2011, Colt moved from a country-based model to a consistent European approach with harmonised back office systems. Under this new model, a procurement director took responsibility for the whole of Colt’s facilities provision across Europe, with country facilities managers reporting into him. It was determined that an operating model, within which all these people came together as one continent-wide facilities team, should be introduced.

As Playle explains, previously the FM role had varied sharply from territory to territory. “In some countries FM was run by a dedicated manager, but in some of the smaller countries it was controlled by people who wore several other hats at the same time.”

This restructuring meant that some of these job roles would essentially be replaced, but much more information was required

MARTIN READ

before decisions could be made on staffing, not least more accurate information on the size of the portfolio.

“We knew we didn’t have sufficient management information or truly understood the extent of our assets,” says Playle. “We had various different skill sets and were afraid of starting something we couldn’t finish.”

Playle put together a paper detailing these shortcomings and recommending the introduction of a consultancy to help the project through to fruition. To that end, Tony Angel of Edifice Consulting was asked to take part. After extensive work, a model in which FM was managed by an outsourced team across Colt’s office portfolio was developed and rolled out.

Speaking about the project at a BIFM event, Angel commented: “A multinational FM outsourcing programme requires careful planning – but is achievable given both a robust process and the experience to manage the issues that inevitably occur. People talk about cultural differences between Paris and Prague, but try London to Glasgow.

The scale is undoubtedly frightening, but it’s more than worth the prize.”

Right, below: Colt operates a diverse portfolio of office properties across 13 European countries

“Our vision involved an overarching structure, and there were local operating models that we needed to consider too. But you would be amazed how our European teams work together now” 18 | 17 JULY 2014 | FM WORLD

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www.fm-world.co.uk

10/07/2014 16:25

COLT TECHNOLOGY SERVICES

The outsourced route Colt already had experience of outsourcing its FM requirement before the 2011 project – but only in the UK and the Netherlands.

Nevertheless, says Playle: “We were already beginning to deliver the benefits of outsourcing in terms of MI and reporting against KPIs. We could point to our experience of outsourcing as a case study, showing to the business the benefits of reporting on these activities and that, even if you eventually didn’t want to go down the outsourcing route, the case study will have highlighted the risks and explained how, by outsourcing, we had delivered significant savings and other benefits.”

Yet the appetite for outsourcing to a Europe-wide service provider increased as it became clear that Colt’s facilities and property expenditure needed greater focus. (Beyond its office portfolio, Colt also operates data centres and what are known as LDNs, or small ‘long distance properties’ used as points of presence for handling Colt’s network traffic.)

With the decision made to outsource, due diligence was required. Following a 2012 tender exercise, Macro was appointed to run the pan-European contract – and began delivery in May of 2013.

Playle says: “By the time we were ready we had so much additional information about the estate – information we hadn’t had when we went out to tender – that there was a nervousness that the cost would need to double.”

That nervousness meant some last-minute cold feet, but ultimately the contract was signed off and the company was able to rationalise its 400+ suppliers across the continent down to Macro as its single, overarching service provider. www.fm-world.co.uk

16-19 Mace/Macro NEW.indd 19

“We didn’t fully understand what we were taking on – everyone wasn’t going to see things change fundamentally on day one”

over there and sit with people.

For example, one individual I dealt with had a habit of writing very direct emails. If I’d never met that person, it would be easy to build up a stereotype in your head. Now, having met them, when I look at what’s written I understand the reasons why he words things in that way.”

These are small but crucial details when seeking to make a pan-European contract work effectively, says Playle.

Looking forward Dealing with resistance Before it went live, Playle spent considerable time travelling from territory to territory, in many cases meeting her international team members for the first time.

“One year in, and we have achieved a lot,” she says. “We had quite a lot of resistance in some countries,” she recounts.

“They said, ‘you can’t possibly know what it is like here’ – and it’s in those territories that we really had to do our due diligence. I already had good relationships with some of my counterparts, but it took a good six months for them to understand that this process was really going to happen – they’d heard the talk before, but assumed it wouldn’t be seen through.”

She adds: “Our vision involved an overarching structure, but there were local operating models that we needed to consider too. But you would be amazed how our European teams work together now.

“Macro’s ‘One Team’ approach is based on involving supply chain partners, Macro staff and Colt’s key stakeholders. We all have the same objectives and

deliverables, all working to the same purpose.”

Going live Today, the European facilities team is tightly knit.

“We’ve just brought all our European co-ordinators and managers for a workshop here in Moorgate (Macro’s HQ).

It was a chance for them to meet face to face with their contacts here in finance and procurement. Bringing the team together, putting names to faces and getting to understand the characters of team members in other countries makes all the difference.”

Bringing the whole European team together may sound expensive, but it’s an investment that pays dividends. The team is currently working to Macro’s ‘one team’ method of operating, based on Macro’s impact on the four C’s – client, company, community and colleagues.

“The timing of this has been good for my team,” says Playle, “and we’re getting to the point where we are ready to deliver.

“One of the big improvements stems from Macro putting a premium on understanding how different individuals in different cultures operate. It’s all very well just talking on conference calls, but sometimes you have to go

Playle and her colleagues have had to deal with a number of cultural issues as Macro’s presence has developed across the globe. Macro is continuing discussions with some of its suppliers in southern Europe, while Colt itself is continuing to develop; Romania is becoming a new area of strategic interest, and the company is also continuing to develop in the US, the Far East and India.

All in all, it’s a positive story.

“Should we have gone live with so many countries on day one?” wonders Playle. “Well, maybe it’s easier just to bite the bullet and do it – we didn’t fully understand what we were taking on – everyone wasn’t going to see things change fundamentally on Day One. But we went live in over 13 countries on day one – nothing fell over, no one died and the world didn’t end.”

“I had no idea how busy the job would be,” says Playle, “and I’ve never been on a journey like it. But I’ve certainly no feeling of closure just yet. It will take three years to totally transform the model. I want to see this through.

Macro is all about pursuing a better way so I know that the journey towards ‘every moment, macro impact’ [the service provider’s slogan] is not simply a destination.” FM FM WORLD | 17 JULY 2014 | 19

10/07/2014 16:48

FM FEATURE JULIE KORTENS, BIFM CHAIRMAN MARTIN READ

AFTER A

PASSION The word ‘passion’ features frequently in the vocabulary of Julie Kortens, who took the reins as BIFM chairman in April. Here, she tells Martin Read how she intends putting her characteristic enthusiasm for FM to good use during her tenure Photography: Richard Gleed

20 | 17 JULY 2014 | FM WORLD

OLYMPIC PARK

FM FEATURE JULIE KORTENS, BIFM CHAIRMAN MARTIN READ

I

t’s been a mere three months since Julie Kortens took over from Ismena Clout as chairman of the BIFM. She’s already opened both the ThinkFM and Facilities Show events with her brand of characteristic enthusiasm and unshakeable faith in the transformative effects of facilities management – and when we meet she is preparing to address the institute’s annual general meeting. Add to that an appearance on the institute’s new FM TV channel. and it’s been a busy period. All this in a job she was not originally meant to take on until this month.

Kortens has been no stranger to these pages over the past five years. Voted BIFM facilities manager of the year in 2010, she’s since been chair and deputy chair of the BIFM’s Women in FM special interest group (SIG).

And now, while continuing her day job with one of the country’s most prominent broadcasters, she’s taking on the institute’s chairmanship at a time of significant change.

Kortens’ role at Channel 4 has developed over the years.

Formerly head of facilities management, she is now head of corporate services – a telling distinction. Today, not only does she deal with all of the broadcaster’s property portfolio requirements – from compliance to sustainability but all stops in between. Although she’s clocked up almost 30 years with the broadcaster, Kortens’ job has changed roughly every two years as new teams, functions and responsibilities have come her way. (For example, she now manages all of Channel 4’s indirect procurement – the direct consequence of her success in developing the broadcaster’s FM contract structure.)

“When I got my first job in FM I was head of office and building 22 | 17 JULY 2014 | FM WORLD

services,” she recalls. “FM as a job title didn’t exist back then.

In fact, I wasn’t allowed to use the term ‘facilities management’ because at Channel 4 facilities meant the studio, and back then the studio was looked after by studio professionals. Now we look after all of it.

Back in the early days at Channel 4, anything above ground was run by what was then FM, anything below ground (where the studios were situated) was managed by the “real engineers” – the TV engineers.

“Today, FM has the whole building,” says Kortens.

Channel 4’s headquarters at 124 Horseferry Road, London

www.fm-world.co.uk

JULIE KORTENS

“Historically we’ve been fragmented but we’re coming together generally and the institute is leading that push. We’re becoming more mature as a profession” FM QUICK FACTS

30 130

Years at channel 4

people reporting into Julie Kortens

2010

year Julie Kortens was voted BIFM facilities manager of the year Just before her crowning as FM of the Year, Channel 4 stopped broadcasting from its Horseferry Road headquarters in London and converted those studios into extra office accommodation – a project Kortens oversaw, just as she managed the move from a variety of single-service outsourced FM deals to a widerranging total FM contract. (Mitie has provided most FM services for the broadcaster, bar catering, since May 2011.)

As for that passion, it’s evident in everything Kortens says about the profession. She continues to directly involve herself in www.fm-world.co.uk

Channel 4’s careers forums, where she explains to schoolage students the different roles within the business, with FM very much to the fore. And it’s evident in all of her dealings with her peers since 2009 (as chair of Women in FM she was able to use Channel 4’s HQ to host a memorable Women in FM conference in autumn 2012.)

Priorities

“I’m taking over the chairmanship at a good time,” says Kortens. “The foundations have been laid over the past few years and I think we’re on the cusp of something very special.”

And Kortens has distilled her priorities as chairman into three areas: inclusivity, agility and profile building.

“I’m thrilled that the things I feel very strongly about are aligned to what BIFM wants to achieve too,” she says, “and the starting point for me is inclusivity. I passionately believe in the scope and breadth of this profession. There are around 130 people who report in to me at Channel 4, all who work within FM – but not one is called facilities manager. I want every single one of those people to feel that the BIFM is their home, the place to go for professional guidance, support and qualifications. I want them to feel involved, included and looked after by the BIFM. That’s really important.”

Then there’s ‘agility’ – the ability of the institute to quickly follow and support important trends relevant to the sector without being distracted or over-committed on single issues.

“There are an enormous amount of opportunities out there, so we need to focus on what is right for the profession,” says Kortens.

“We must never lose sight of what we are trying to achieve.

With so many developments

happening around us it is all too easy to get distracted.”

This agility will also be seen at individual member level.

Kortens talks with enthusiasm about the institute’s forthcoming website, around which significantly enhanced member communication is promised.

“It’s not just a website, it is the bringing together of a variety of systems including a new CRM into a fully integrated solution” says Kortens, “and this means a huge step forward for the BIFM in terms of engaging with our members on an individual basis.

It will make us swifter and more accurate in everything we do.

We’ll know what members like and want and we’ll be able to match that to the BIFM’s reports, best practice and events.

“At Channel 4 we have a viewer relationship – well, this is a member relationship. We know who our viewers are and what they watch; BIFM knows who its members are, what they are doing and what their priorities are. It’s a fantastic piece of work.”

In the autumn the institute will also oversee a project to ensure that its regional and special interest groups events are complementary rather than duplicated and that SIGs make the most of each other’s resources when planning activities. The new website will allow members to sign up with more than one region, thus becoming better informed about BIFM events close to both work and home.

“We also need to do more to publicise the amazing work going on with our SIGs,” says Kortens, “for example our sustainability and health and safety SIGs are talking to government, feeding into white papers - but we just don’t talk about it enough.”

FM’s changing role

Kortens is excited to be taking

over the chair at a time when FM is gaining wider recognition.

“Yes, FM is changing,” she says, “but then the world around FM is changing too.

As FM is becoming more vocal about the contribution we make to business, society and the economy, so to is the world waking up to what FM contributes. Historically we’ve been fragmented but we’re coming together generally and the institute is leading that push.

We’re becoming more mature as a profession.

“I also think the downturn in the economy had a big part to play in raising the profession’s profile. The scale of FM contracts since 2008 and the profile of FM at events like the London Olympics has done wonders.”

And for the first time we’re able to quantify what FM contributes.

“The facts and figures are there now. We’re no longer talking in the abstract, we can point to the valid contribution we make.”

Much of this has its roots in the work produced by the BIFM in recent years, says Kortens.

“Not only is the BIFM qualifications framework complete, but people are now referring to it, universities offering courses based on it and recruiters beginning to ask that candidates have the qualifications that feature in it.

Service providers also want to be part of that push for professional qualifications, and in the last couple of years they’ve had something to refer to.”

Creative tension

Has being the in-house FM at a major broadcaster meant more flexibility in the development of the FM role? Are such ‘creative industries’ more likely to foster innovative approaches from senior management to their FM requirement?

FM WORLD | 17 JULY 2014 | 23

FM FEATURE JULIE KORTENS, BIFM CHAIRMAN MARTIN READ

“Potentially,” she says.

“Channel 4 was set up to take risks, to do things differently. I’ve had a voice here from quite early on in my FM career because we were able to demonstrate how we in FM could allow everyone here to focus on their core activities.

That applies in all industries, but perhaps there’s a mindset in the creative sector that allows us to talk about it more readily; we get more opportunity to take risks.

“If I want to do things differently here, the conversation is not so much about cost, but about why I want to do it, and how. That’s the kind of environment I want to breed for FMs everywhere.

“Years ago we were the ones who brought in structured cabling here because we could see how the business could move forward with it. After that particular project, people realised that we knew what we were talking about then we started getting dumped on (she says with a smile); people would give us everything, because we were showing what a great job we did.

And that can be an issue for FM – we can become a ‘catch-all’.

But that can also be a positive, because it means that we’re being seen as the people who deliver.”

best infrastructure. I don’t think we should be frightened at all. I hate silos; we need to talk to each other.”

Kortens speaks of “truly collaborative” partnerships with other membership organisations.

“If we’re going to develop as an institute we shouldn’t hold back from having the conversations that matter with our peer organisations,” she says. “Ultimately, we’re all here to support the economy and society; working together helps us to deliver that.”

Horizontal path

Passion to the people

As a former HR professional herself, Kortens is a keen advocate of the BIFM’s recent collaboration with the Chartered Institute of Personnel and Development (CIPD) – and she expects more such partnerships to emerge on her watch.

“You get the best out of the people you’re working with by treating them with respect. You work better with your colleagues in the business by understanding what they need. So, for example, if your IT and FM teams work together, that means you get the 24 | 17 JULY 2014 | FM WORLD

“I passionately believe in getting the best out of people, and to do that you enable those people by listening to them and their needs and wants”

Kortens is always keen to promote the passion she has for FM, but is also passionate about straight talking. “Transparency, honesty and integrity are really fundamental to me,” she says.

“My team is all-important, every single last one of them. I passionately believe in getting the best out of people, and to do that you enable those people by listening to them and their needs and wants. To get the best out of people you need to be honest and transparent, and that in turn makes them more sociable.”

It’s too easy to reinforce stereotypes about particular facilities roles, says Kortens.

“Yes, an engineer could be the least sociable person in the building if you just stick them in the basement and never speak to them or allow them a presence or profile. But I’ve just come back from an awayday with my team, and the people who did most of the fundraising were engineers.”

And when Kortens won FM of the Year in 2010, it wasn’t the CEO giving her a congratulatory bunch of flowers that most affected her – it was the bottle of wine and card she got from her team of cleaners, the fact that they’d called her down to present it to her – and that they told her how proud they were of her achievement. “That’s what’s really important to me. You can have all the accolades from senior personnel, but it was the cleaning team who wanted to tell me that I made them feel proud.”

The immediate future

Time to strap in, folks. Julie Kortens is nothing if not a straight talker and that will surely prove to the benefit of the

BIFM during her term as chair.

“I get so fed up with people saying ‘we don’t talk the language of the boardroom’, she says. “There is no such language – you just tell them what it is you’d like to deliver, and you tell them it in plain English.”

This frank approach will yield positive results in the next two years – all that passion isn’t going anywhere soon.

“Why am I so passionate about FM? Because we’re the doers – we genuinely deliver. And I’ve seen so many professions that don’t deliver.”

Finally, does Channel 4 see Kortens’ appointment as BIFM chairman as beneficial to her day job? “Oh absolutely.

When we finished refurbishing this building (Channel 4’s headquarters) and had come to the end of that project, I had a conversation with our HR director about what would be my next big challenge. Putting my name forward as chairman of the BIFM became that challenge, because it gives me the intellectual stimulation I need.

And what’s more, I think I can make a difference.” FM www.fm-world.co.uk

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07/07/2014 10:11

FM WORLD | 17 JULY 2014 | 25

p25_FMW170714.indd 025

07/07/2014 15:53

FM FEATURE BUPA’S FLOOD RESPONSE MARTIN READ

AFTER THE

D O O L F

Bupa Health Funding UK’s response to last winter’s flooding proved the value of an FM team working together with their business continuity colleagues, as Martin Read reports 26 | 17 JULY 2014 | FM WORLD

26-29 BUPA.indd 26

www.fm-world.co.uk

10/07/2014 16:49

PA

O

n 7th February this year, the Met Office issued flood warnings along the Surrey stretch of the Thames Valley near Stainesupon-Thames. Two days later, the area was put on a severe flood warning alert – and subsequently, the waters did indeed breach the bank. As the flood hit, homes and businesses were evacuated. It’s a nightmare scenario that could have spelt disaster for Bupa Health Funding UK and its three million or so clients across the nation.

The beating heart of the health insurance giant resides at its Willow House campus in Staines-uponThames, where more than 700 staff work from Mondays to Saturdays. The large multi-building site houses the ‘vital organs’ of the health provider’s property portfolio – its medical customer service www.fm-world.co.uk

26-29 BUPA.indd 27

call centres and a key IT data centre.

It was a good thing, then, that the company had insured against the devastation of its business by invoking its incident management team (IMT) to activate contingency plans. Bupa’s IMT comprises representatives from its FM, IT, corporate affairs and business continuity departments as well as supporting group representatives when required.

Because of inevitable changes in membership as time passes, the IMT runs exercises on at least an annual basis as part of Bupa’s business continuity policy. After the February flooding, the team met several times to review lessons learnt and identify improvements possible.

The result of Bupa’s first invocation of its business continuity plan – no downtime and, from

Stainesupon-Thames suffered the effects of flooding in February of this year

FM QUICK FACTS

700

The number of the staff working from Willow House campus in Staines-uponThames

FM WORLD | 17 JULY 2014 | 27

10/07/2014 16:49

FM FEATURE BUPA FLOOD RESPONSE MARTIN READ

the customers’ perspective, “business as usual’ throughout the weather alert – understates the drama of the situation and the work that needed to be done.

Colin Lowe, Bupa’s head of business continuity resilience management, was involved throughout the emergency. He subsequently converted the story of the company’s response to the flooding into a submission for the 2014 Continuity Insurance & Risk (CIR) Business Continuity Awards. It was entered into the ‘Most Effective Recovery’ category – and declared the winning submission in May.

The tide is high The effects of the flooding around the Bupa site were considerable. In addition to the floodwaters that reached the office buildings, the deluge severely disrupted surrounding roads and rail services. Worse, it affected drainage and sewerage services, and it was water from the drains – Willow House sits at the point at which many of the drains in the area converge – that ultimately caused the biggest issues. A new valve is to be fitted by the local water company during August that will help to prevent any recurrence of the sheer volume of water that converged on Bupa’s site in February.

But even before the waters hit, the IMT had preemptively prepared its contingency work locations at Theale in Berkshire and Leatherhead in Surrey.

Bupa’s IT teams were thus able to perform a smooth transition of production systems from the Staines data centre to Bupa’s secondary data centre in Manchester, making them operational for Monday, 10 February.

Several key employees were assigned to work at the contingency site to make sure that there was optimal back-up if the Staines office became inoperable, and by Tuesday 11th February this forethought was starting to pay off. The main campus had by now become unviable as a workplace and up to 300 staff were relocated across the two contingency sites from which they were able to continue dealing with the thousands of customer queries that Bupa handles each day.

ALAMY

ISO 22301 Under Colin Lowe’s stewardship, Bupa has been certified to business continuity standard ISO 22301 for the past three years. The standard demands senior management sponsorship, dedicated resourcing for business continuity management roles, annual reviews of business impacts and continuity risks, pre-defined strategies, the regular refreshing and testing of solutions and trained incident management teams.

High levels of business confidence in its

28 | 17 JULY 2014 | FM WORLD

26-29 BUPA.indd 28

contingency solutions meant that the company’s decision to invoke the IMT could be made at an early stage by management on the ground, with actions taken by the relevant teams immediately (despite their occurrence out of normal business hours).

Bob Lyle, facilities manager for the Staines site, was thus a central player in this, the first invocation of Bupa’s business continuity plan.

As well as Bupa’s own staff, Aquaflow – the locally-based company that provided the pumping equipment – “went well over and above the call of duty,” says Lyle. “We didn’t anticipate the sheer volume of water and they ended up pumping out 757,000 litres of water over the period. Their guys worked flat out and they couldn’t have done anything more for us.”

(Business Continuity Transport, the company contracted by Bupa to co-ordinate the transporting of employees from Staines and other pick-up points to Theale was also nominated in the CIR Business Continuity Awards.

Local impact Surprisingly, Bupa was one of only a few businesses affected in within Staines-upon-Thames, a function of the Bupa site’s location and the lie of the land.

“Our building happens to be very close to the river,” says Lyle. “The pumping station in our vicinity wasn’t able to cope so we ended up dealing with the overflow from the drains on this side of the river.” (This is one of the main reasons for the scale of the flooding on the Bupa site.)

However, for local residents, the impact of the flooding was acute.

“I don’t think the scale of the flooding was reflected in the reporting,” says Bupa facilities manager Will Greene. “Staines and Slough was a disaster zone; the devastation in the housing estate behind us was total. It was awful to see so many people homeless and having their things destroyed.”

Says Lyle: “We tried to do what we could. Dental [department] sent out ration packs with toothpaste and toothbrushes to the community centres. They were grateful to get the basics, clothes, anything like that. It was really strange to be in that situation.

Bupa’s FM team also set up a welfare area within Willow House for the police, fire brigade and emergency services.

“They were digging people out of their homes and needed somewhere that they could get some respite,” says Lyle. “The community was grateful for that; Bupa has a large property portfolio in the area so we felt we had a duty of care to try and help out where we could.”

Bupa’s Willow House

www.fm-world.co.uk

10/07/2014 16:50

BUPA FLOOD RESPONSE

“The pumping station in our vicinity wasn’t able to cope so we ended up dealing with the overflow from the drains on this side of the river” Preparing for next time

Top: Bob Lyle (pictured centre, fingers crossed) and his team

The River Thames at flood level

www.fm-world.co.uk

26-29 BUPA.indd 29

Lessons learnt from the event include the need to bring forward the point at which the IMT is convened ahead of a flood warning.

Nigel Westcott, head of facilities management, explains: “We have looked at our plan and brought it forward a bit; we’d convene the IMT earlier, and we know now that in terms of the drain infrastructure the water company pumping station isn’t likely to cope with demand.”

“We’ll also be storing more equipment on site,” says Greene. “The pace at which water could come into the building is very quick, so the need we’d have to pump it back out – should it reach the data centre – is acute.”

“We’ve also got a lot more portable low-level pumping equipment on site now, including a pump that is submersible. If a sandbagged wall gets breached – and we’ve developed a strategy to avoid such a breach – then the equipment is now on site.”

One product the team is excited about deploying is an alternative to sandbags that comes packed in boxes and is “as light as a feather”. The product soaks up water and retains it.

“They are brilliant,” says Lyle. “They’re easy to store, more hygienic than sandbags, quicker to mobilise and their shape is also better to manage than sandbags. It’s a very impressive product, and we’ve now allocated storage for it.”

In the limelight The FM and business continuity teams got plenty of recognition within Bupa for their work.

Bupa’s next disaster recovery scenario under its ISO 22301 obligations will be acted out in November, with lessons learned from the winter’s floods put into the test situations to see how well they work – although the next scenario is likely to be mounted around the prospect of a derailed train (the main line from Reading to London runs right past the Staines buildings).

“All teams involved in the flooding have now experienced a ‘real’ situation,” concludes Lowe.

“Most have reviewed and revised their processes to incorporate any lessons learnt. Examples include building stronger relationships with external emergency service providers such as coach firms, and reviews of internal communication streams.”

“This was the first time the business continuity plan had been invoked. We had to get it right, and we did,” says Westcott.

“It was important that we had that level of trust from senior management to make our local decisions, because it could have all blown up in our faces – and we wouldn’t be having this conversation!” FM FM WORLD | 17 JULY 2014 | 29

10/07/2014 16:50

LiverpoolJMU.indd 1

Selected forthcoming features in FM World:

09/07/2014 09:59

14 August issue: Recruitment 11 September issue: Social sustainability 25 September issue: Building management systems 6 November issue: Ventilation and air conditioning

We have something of interest for all advertisers.

For a full 2014 features list visit:

www.fm-world.co.uk/about-us

or contact : norbert.camenzuli@redactive.co.uk | 020 7880 7551

Features are subject to change - please contact the editor for further details. FM World welcomes contributions and ideas for articles.

Send a short synopsis to Martin Read at martin.read@fm-world.co.uk.

Please note that we reserve the right to edit copy submitted for publication in the magazine.

Future Features HPH 2014.indd 1 30 | 17 JULY 2014 | FM WORLD

p30_FMW170714.indd 030

26/06/2014 10:41

10/07/2014 10:51

FM MONITOR MARKET INTELLIGENCE

INSIGHT ECONOMY

ENERGY CONSUMPTION IN THE UK (2012)

VAT rates: Standard rate – 20% (from 4 January 2011) Reduced rate – 5% Zero rate – this is not the same as exempt or outside the scope of VAT Source: HM Treasury (hmrc.gov.uk)

Bank of England base rate: 0.5% as of 10 July 2014.

The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.

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

Consumer Price Index (CPI): The Consumer Prices Index (CPI) grew by 1.5% in the year to May 2014, down from 1.8% in April.

Falls in transport services costs, notably air fares, made the largest contribution to the fall in the rate.

Other downward effects came from the food & non-alcoholic drinks and clothing sectors. The largest offsetting upward effects were motor fuels and recreation.

19%

3,500

Hourly rate from 1 Oct 2013

Aged 21 and above

£6.31

Aged 18 to 20 inclusive

£5.03

Aged under 18 (but above compulsory school age)

£3.68

Apprentice rate, for apprentices under 19 or 19 or over and in the first year of their apprenticeship

£2.65

48%

9,000

6,000

2,500

11%

11%

2,000 1,500

5,000 10%

9%

4,000

8%

19%

3,000 5%

1,000

4%

4%

10%

2,000 3%

500 0

SERVICE SECTOR ENERGY CONSUMPTION

BY END USE, UK 2012

7,000

16%

3,000

Thousand tonnes of oil equivalent (KTOE)

10,000

8,000

9%

7% 4%

1,000 0

l ai

t g n n re es re th ices er t io io en al rin us th f su ltu at rt Re cat te O ei nm He l Of ic spo ho cu L r i u n e ca r e d a u n ar E nd ci ov Ag m ra nd w G er ta m T la m or te Co and m Sp o Ho C

g in at He

g tin gh Li

i

ng

r te Ca

er at tw o H

O

th

er

3%

g d tin an g on pu in lati l m o ti Co Co ven

Service sector energy use in 2012 was highest in retail (19 per cent) and education (16 per cent). Hotel and catering and warehouses sub-sectors accounted for 11 per cent of the total. About 48 per cent of energy used in the services sector was for space heating, lighting accounted for 19 per cent, and catering and hot water 19 per cent.

Of the 8,702 ktoe total used for space heating 1,694

ktoe was in education establishments, 1,261 ktoe was for government buildings, and 1,170 ktoe for healthcare buildings. Top business sector consumers used 1,104 ktoe for warehouses and 1,074 ktoe in retail. Space heating made up the largest share of all energy used in all services sub-sectors. Retail was the main user of energy for lighting – using 35 per cent of all lighting in the services sector.

GREENHOUSE GAS EMISSIONS

UK CONSTRUCTION MARKET

UK GREENHOUSE GAS EMISSIONS – Q4 2013 PROVISIONAL FIGURES

PANELLISED MODULAR BUILDING SYSTEMS MARKET REPORT – UK 2014-2018 600

MTCO2e 700

500 400 £M

400

National Minimum Wage NOTE: The following rates came into effect on 1 October 2013:

31 insight new.indd 33

4,000

SERVICE SECTOR ENERGY CONSUMPTION

BY SUB-SECTOR IN 2012

500

EMPLOYMENT

www.fm-world.co.uk

Thousand tonnes of oil equivalent (KTOE)

600

Source: (www.ons.gov.uk)

Category of worker

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.

300 200

300 200

Carbon dioxide

100

All green house gases

0

100 0

2010

2011

2012

2013

2014 FCST

2015 FCST

Q2 09 Q4 09 Q2 10 Q4 10 Q2 11 Q4 11 Q2 12 Q4 12 Q2 13 Q4 13

Total greenhouse gas emissions fell by 11.4 million tonnes of CO2-equivalents [MtCO2e] (2 per cent) compared with the year up to Q3 2013. The drop on a temperature-adjusted basis was less, at 5.0 MtCO2e (0.9 per cent). Emissions were estimated at 569.9 m tonnes carbon dioxide equivalent (MtCO2e) over the four quarters to Q4 2013 – 2 per cent lower than in the four quarters to Q3 2013. On a temperatureadjusted basis, emissions have been provisionally estimated at 563.9 MtCO2e – about 0.9 per cent lower than in the four quarters to Q3 2013.

The market for panellised modular building systems was estimated to be worth £440 million in 2013.

Market performance is improving and panellised modular building systems have substantial potential.

The revival of the UK housing and London office building sectors have led to growing demand for modern methods of construction, partly owing to temporary shortages of aircrete blocks and bricks.

But, from 2015 the market is likely to see more modest growth rates. The timber frame market was worth around £400 milllion. Market forecasts are for medium-term growth of 3-5 per cent a year.

SOURCE: WWW.GOV.UK

SOURCE: AMA RESEARCH

FM WORLD | 17 JULY 2014 | 31

10/07/2014 12:18

FM MONITOR RAJ KRISHNAMURTHY

TECHNICAL

Raj Krishnamurthy is innovations director at Interserve

IN N OVATION IN CL EA N I N G

leaning – is it simply a basic task for a service provider to perform against an agreed set of KPIs, or a means through which innovation in overall facilities service delivery can be delivered to the client? asks Raj Krishnamurthy

C

When client and supplier discuss the topic of innovation in cleaning, first and most obvious is an exploration of newly introduced cleaning methods and products that can help to deliver cost savings and efficiencies.

From chemical-free cleaning and quick-dry technologies to the use of water-saving microfibre cloths, there are plenty of potential product innovations to consider. Yet even when delivered by a service provider as part of a single-service model, cleaning should not be treated as a standalone discipline that can only be improved through the use of different products.

Effective cleaning is proved to have a positive impact on a building or brand’s image so providers need to think in broader terms about how such services can be adapted and evolved to meet business needs.

Recent market research commissioned by Interserve and Sheffield Hallam University suggests that there has been a shift from a pure cost and service level focus, with 90 per cent of respondents requesting that new ideas be offered by their suppliers during the preparation and management of outsourced contracts.

The report predicts that value for money will be increasingly 32 | 17 JULY 2014 | FM WORLD

32 Technical.indd 32

derived through a greater emphasis on innovation, service quality and customer satisfaction.

Innovation in cleaning, which is outsourced in nearly 70 per cent of cases, is linked to wider strategic and business objectives.

How then is this best achieved?

Technological gains Technology in the cleaning arena has developed rapidly in recent years. Incremental improvements, through the use of products that can reduce wastage, help limit or remove hazards, or minimise the time spent on a task, are all paving the way for smarter cleaning solutions.

While none of these is innovative on its own, when delivered as a package designed to redefine the way services are delivered, they can enable significant improvements in terms of a reduction in cleaning hours and financial savings.

Results from the Interserve/ Sheffield Hallam research showed that while 86 per cent of respondents believe innovation is the most important influence in

tender evaluation, a huge 94 per cent still put cost as the number one factor. And because most of the cost of cleaning is in the labour, this has led to increasing interest in robotic cleaners. In theory, the idea of assigning staff to other duties while a machine carries out the more straightforward tasks of cleaning large floor areas is credible.

Whatever the type of cleaning to be undertaken or the nature of the environment in which the cleaning is taking place, a human presence is required.

Many retail environments for example, operate 24 hours a day and at certain times, there may be boxes or trollies obscuring the aisles while shelf stacking takes place. While a cleaner can adapt and return to the area later to finish a task, a machine will not be programmed to react in the same way.

Incremental gains The role of the contract cleaner is significant in helping to turn small, incremental improvements into innovations that help the organisation meet its objectives.

For example, a supermarket cleaning team that has been trained by the customer can fulfil a dual role by both cleaning and restocking shelves to the required standard, releasing the client’s staff members for other duties. A cleaner who is aware of the importance of retail brand image can not only clean to a high standard and help to raise

“Innovation in cleaning, which is outsourced in nearly 70 per cent of cases, is linked to wider strategic and business objectives”

shoppers’ perceptions, but also act in a customer service capacity by directing people to the right area of the store or helping with general queries.

Contract length FM providers also need the space and opportunity to develop and hone the cleaning service. The longer the contract length, the more able the provider will be to understand a building’s characteristics and adjust cleaning practices to suit.

Longer contract terms also allow for a more flexible approach to the workforce, with better communication between cleaners and other facilities teams as well as an enhanced ability to respond to reactive work readily.

Innovative approach In the FM industry, there has been a significant drive to encourage innovation because of increased competition, greater commoditisation, the requirement to reach higher standards for less outlay and to achieve better productivity.

As we have identified, this innovation needs to be linked to the strategic planning process and how it will support the customer to continually improve.

It is more than just technology.

Sometimes it requires only a small change in a process or the way people work together.

In this way, the cleaning function really can be used as a tool to help bring about a step change in innovation. By working with facilities management providers strategically and defining their innovation goals, customers can achieve more flexible and efficient service delivery for the long term. FM www.fm-world.co.uk

10/07/2014 17:12

FM MONITOR HENRI JUSLEN

TECHNICAL

Henri Juslen, product development director at Helvar

HU M AN CEN TRI C L I GH T I N G

he effect of light on health, wellbeing and productivity is the focus of human centric lighting systems. Here, Helvar’s Henri Juslen explains their benefits

T

Following extensive studies, human-centric lighting installations are emerging as a way to meet people’s emotional needs purely through the control of LED’s illuminance levels, colour temperature and direction of light.

In the early 1990s scientists began to study the efficacy of light therapy in the treatment of seasonal affective disorder.

In light therapy, light levels are raised significantly, particularly in the morning, to help alleviate the disruption of the circadian rhythm caused by the reduced amount of natural light.

The circadian rhythm is a 24-hour, endogenously generated cycle that determines sleeping and eating patterns. For the circadian rhythm to work, it is important to have intense, cold light in the morning and darkness (as complete as possible) at night.

This cycle can be modulated by external cues such as sunlight, from which human centric lighting takes its cue.

Continued studies in the early 2000s found that in addition to rod and cone cells, the eye also contains other light-sensitive receptors and these are linked with mental alertness. Studies showed that the spectral sensitivity of these receptors was different to that of cone cells – the sensitivity curve of cone cells peaks at yellowish light at 555 nanometers (nm), whereas the www.fm-world.co.uk

33 Technical lighting.indd 37

peak sensitivity of the previously undiscovered receptors seemed to be in the bluer, colder light at about 470nm.

In practice, this means that our alertness responds to not only to the intensity of light, but also to the colour temperature; from this, we now know that exposure to light can increase alertness much quicker too. This makes sense when you consider natural light itself varies in terms of both intensity and colour temperature, not only over the day, but also as the seasons change.

White light As this knowledge became more commonplace, luminaire manufacturers soon introduced new luminaires with adjustable colour temperatures. At first,

these were luminaires comprising multiple fluorescent tubes of different colour temperatures, mixed at a desired ratio. This required two controllable drivers for each luminaire. With LEDs, the first versions were implemented using the same principle. However, the DALI Colour Control standard further simplifies the colour temperature tuning of white light. A twochannel LED driver, which has a single DALI address, executes a command sent by the DALI control system and sets the level of lighting and the colour temperature to the level required.

As a result, it is now incredibly easy to employ human centric lighting methodology when it comes to lighting the workplace.

In this sense, it is important to consider how varying colour temperatures can affect productivity. As we know, cold, blue light keeps eye receptors alert by maintaining a level of blue light at certain times of the day when productivity may dip – such as after lunch.

This can also be attuned to the

seasons too; during winter when light levels are reduced a warmer, more yellow light can be used to help improve the comfort and wellbeing of staff.

Alongside this, overall levels of illuminance also need to be considered. A DALI control system can be programmed to increase or decrease lighting levels according to exterior lighting. As such, a typical system may see illuminance levels set higher or lower at certain times of the day – during the morning and towards the end of the day, lighting levels may need to be increased, according to ambient levels.

Colour control Creating an intelligent colour control system is the best way to ensure that lighting levels are in line with changing needs. There are numerous configurations of controls that can be created – an astronomical clock, for example, is one way in which a fully automated system can operate. By installing daylight sensors, which can be linked to the luminaires to adjust levels, lighting can be turned up or down depending on the levels of daylight. Where manual adjustments need to be made, this too is possible simply by selecting various levels on the colour control system’s colour wheel. Ensure that lighting levels are not altered too much outside of the body’s natural rhythm, as this can in itself have a damaging effect on emotional wellbeing.

With this in mind, it’s important to work under the guidance of a lighting specialist that can provide a controllable system that is in line with working hours and changing needs. FM FM WORLD | 17 JULY 2014 | 33

10/07/2014 14:08

YO UR BO TA O BL K EN OW

CELEBRATE SUCCESS 13 October, The Grosvenor House Hotel, London

Join us for the facilities management (FM) industry’s most prestigious night of the year as we celebrate the amazing achievements of the finalists and announce the winners of the 2014 BIFM Awards. Be inspired. Mix and mingle with the stars, over 1,200 guests. Book your seat. Take your place.

HEADLINE SPONSOR

For tickets and tables visit www.bifm.org.uk/awards2014 today! awards@bifm.org.uk | +44 (0)1279 712 640 | #BIFMAwards

BIFM Awards123x186.indd 1

THIS SEASON’S

PICKINGS “I have managed to land a job in the NHS as Head of Facilities at Moorfields Eye Hospital. I’m looking forward to working for such a worthwhile Trust – it will be interesting implementing and improving FM within the NHS. Couldn’t have landed it without Quadrilect’s training structure and of course the knowledge and guidance of my tutorial support, so a big thanks for everything so far ”

Dean Gornall, Head of Facilities, Moorfields Eye Hospital

07/07/2014 10:02

AUGUST

12-14 Understanding FM [Foundation]

SEPTEMBER 8

9 9-11 10 10-11 11 16-17 17 17-18 18 18 23 23-25 24 24 25

Study Skills Workshop [for ILM and BIFM qualification programmes] IOSH Managing Safely Refresher The Professional FM 1 [Intermediate] Energy Management The Essentials of Property Management Energy Legislation Health & Safety Regulations, Responsibilities & Risk Assessments Social Media for FMs Strategic Procurement in FM [BIFM Executive Programme] Essential Communication Skills Introduction to Catering Contracts IOSH Managing Safely for Senior Executives The Professional FM 2 [Intermediate] BS11000 Collaborative Business Relationships Financial Management 1 - The Essentials Financial Management 2 - Getting Results

+44 (0)20 7404 4440

Telephone info@bifm-training.co.uk | www.bifm-training.com facebook.com/bifmtraining

twitter.com/bifmtraining

linkedin.com/company/bifm-training 34 | 17 JULY 2014 | FM WORLD

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07/07/2014 15:57

FM MONITOR DAVID WARD

HOW TO...

David Ward is managing director of national security company Ward Security

U SIN G G UAR D DO GS

ogs can be trained to be incredibly loyal and protective, so for thousands of years humans have used them for guarding property.

But in the era of electronic surveillance does man’s best friend still have a role?

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1⁄

Has the role of guard dogs diminished?

Manned guarding with dogs may be one of our oldest and most traditional security techniques but even with today’s advancement in security technology it is still far from outdated.

Having security guards visible and patrolling your premises is an important and invaluable deterrent for many organisations and, not least, provides a reassuring element to the people working or living there that they are in a safe and well-protected environment. This approach is frequently deployed when providing security for critical infrastructure, multi-tenanted office space and at facilities such as shopping centres, leisure centres, or busy public areas.

Security guarding by having people on the ground is generally augmented when you introduce dogs. People tend to be more scared of dogs than people or cameras, and as a result some types of private security work are best served with patrol dogs rather than the use of security officers or cameras.

Of course, more modern techniques such as CCTV and WIDS (Wireless Intruder Detection Systems) have a useful role to play. CCTV has an important role in our society in www.fm-world.co.uk

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aiding the police to monitor and track criminal activities – what one camera can monitor is more than humanly possible for one man. London has the highest number of CCTV cameras installed than in any other city in the world with 33 councils operating about 7,431 public CCTV cameras.

Although the police believe the presence of a camera makes people feel generally safer, the Metropolitan Police’s CCTV unit has publicly admitted that most forces do not have the systems to retrieve, process and distribute CCTV crime scene images.

So although it is a useful tool in terms of identifying suspects, providing alibis and monitoring public order, to assume that simply adding more cameras equates to better security is mistaken. For a CCTV system to work, organisations need to make sure it is has a smart design, sound installation and the correct level of monitoring.

Cameras alone are not enough and very often it is a blend of

traditional security guarding with or without dogs alongside modern techniques that provides the optimum solution.

The two very much complement each other when it comes to keeping staff, premises and assets safe. The use of dogs by the police is a long-standing and accepted practice for law enforcement as well as search and detection. The value of the police dog has been recognised to such an extent that there are more than 2,500 dogs used by police forces throughout the UK. All these facts allude to the certainty that a well-trained dog is extremely reliable and consequently there is an increasing use of dogs as a means of security by companies operating in both the public and private sector.

Specialist private security firms assisting the police with passive searches of people using dogs, as well as searches of cars and property for narcotics and explosives, is now common practice.

2⁄

How to get the balance right

Faced with so many different options it can be increasingly difficult to decide what the most watertight security solution is for your premises.

The fundamental question for any FM concerned about security is: what are the elements of the business that need protection and what level of security is appropriate to ensure their safety? There is no one-sizefits-all solution and depending on your business size and sector the security requirements will vary. Security should always

be bespoke to each ‘site’ and while security should not be driven by price the reality for many organisations is they must work within limited budgets and therefore it is important to think carefully about what security to adopt.

If round-the-clock manned guarding is not financially feasible, then WIDS could be a good alternative. A wireless intruder detection system comprises a number of nightvision cameras and movement sensors, but it is far more than just an alarm. If the sensors detect movement then the cameras are activated and video footage is sent via cellular network to a control room where footage can be viewed in real time. How the security firm responds depends on the severity of the intrusion or damage that has been caused.

The beauty of a WIDS is it does not require mains power and can operate for years on just one set of batteries. It is also portable and cost-effective.

3⁄

When is use of guard dogs preferable?

It really depends on your building, location and nature of your business. Where there are large areas to patrol, dogs really come into their own, particularly for businesses that have to store goods outside.

Although people are used to seeing the police using dogs for search and detection as well as for law enforcement, public park patrolling is a growing area where local authorities are using private security firms with dogs. FM For more information please visit www.ward-security.co.uk

FM WORLD | 17 JULY 2014 | 35

10/07/2014 12:19

FM MONITOR PHILIPP EMMENEGGER

TECHNICAL

Philipp Emmenegger, CEO of coresystems AG

PR EPARIN G F OR ‘T H E I N T ER N ET O F T H I N GS’

ervice providers can take certain steps now to prepare for a future in which even the smallest objects will be able to report their operational status to engineers over the internet, says Philipp Emmenegger

SHUTTERSTOCK

S

Click on any business or tech news site and chances are you’ll see an article on tech’s latest hot topic, the ‘Internet of Things’, also known by its acronym IoT. These stories tout the latest in smart gadgets – internetconnected devices that promise to report and funnel back information on the devices themselves, monitor our interactions with them and track our behaviour as we use them to perform certain tasks.

As well as ‘smart’ smoke alarms, thermostats, fitness monitors and bicycle locks, there is even a smart fork that manufacturers claim can improve eating habits.

For years now, consumers have been presented with the

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intriguing notion that their refrigerators will one day know when they are dangerously low on groceries, noting which items require replenishment and even ordering their replacements.

For business, IoT opens up a number of new business model opportunities. According to McKinsey & Company, if a company knows how often or intensely one of its products is used, it may make more sense to create a business model based on usage fees rather than outright sales. Or, for a practical example, if operating environments can be monitored constantly for hazards, and when objects can take corrective action to avoid damage, risks and costs can be better controlled.

Evolution, not revolution

Getting ready for change

While it is easy to speculate about what might emerge when IoT is a reality, as with all nascent technologies a number of substantial hurdles need to be cleared. According to tech research firm Gartner, seven complex challenges need to be surmounted of which two tend to grab the headlines – security and consumer privacy.

As Gartner notes in its recent report on IoT, the security challenge is in the sheer multitude of devices expected to eventually and automatically run across a multitude of IT systems.

Consumers are particularly uncomfortable with the possible vulnerability of the data that IoT systems will collect on them – especially on any data that tracks their behaviour. Naturally, it’s precisely this sort of data that IoT devices and sensors will collect as this information is key to the creation of new and improved services. It is not difficult imagine the damage to market confidence caused by a large-scale consumer data breach.

IoT security issues will affect a company’s entire IT system.

As more devices are connected to the internet and security complexity increases, the impact on availability requirements will also increase the risk to realtime processes. How should organisations store the massive amounts of consumer and enterprise data that IoT is expected to churn out? What does this mean for storage infrastructure and the inevitable demand for increased storage capacity? How will server technologies be affected and what will be the impact on data centre networks?

IoT has the potential to dramatically transform field service maintenance. Picture this scenario when IoT is fully operational: an air conditioner at a university campus breaks down and a sensor detects that a vital part is malfunctioning.

The cooling system sends details to the facilities manager, who then immediately dispatches an engineer to repair the problem.

What’s missing today is the automated ability for the cooling system to talk to the FM. Products already on the market allow users to scan the (increasingly ubiquitous) QR codes affixed to items – for example, on a cooling system – and request service, managing the repair process via a branded app. Although the user must manually scan the code and tap in the request, such products can give customers a level of transparency and control.

For FM service providers, the benefit of using this kind of solution is two-fold: customers can self-manage the service process, while service providers take the first steps to see how they will manage these requests within their IT systems. If service providers cannot manage these requests when consumers are asking for them manually, how will they manage the much faster process of multiple machines sending automated requests?

IoT will soon be a reality, but complex challenges lie ahead. Smart devices or smart connections to products can help companies prepare for the inevitable revolution. FM www.fm-world.co.uk

10/07/2014 14:08

FM MONITOR MARTIN LEE

COMMENT

Martin Lee is technical lead, threat intelligence at Cisco

SECU R IN G YOU R BUI L DI N G I N A DI GI TA L AG E

he biggest hurdle in embracing the Internet of Things is likely to be making the most of the operational data while maintaining robust privacy and security measures, explains Martin Lee

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Three forces are bringing the Internet of Things (IoT) to your environment: Improved chip design means that processors are becoming smaller and using less power; improved chip production techniques mean that these chips are costing less to produce; and wireless internet connectivity is ubiquitous and low cost.

Together, these forces are providing cheap computing devices as powerful as the desktop computers of the past 10 years. These devices can be connected to sensors to take measurements of the environment– data that can be sent through wireless networks to an operations centre where it can be collected and analysed.

On the basis of this analysis, instructions can be fed back to more computing devices, which are connected to actuators and can make changes to the environment.

This pattern of measurement, data analysis and instruction to change the environment can make a real difference to the issue of energy consumption.Buildings account for the majority of electricity consumption and energy costs are certain to keep rising.

Connected devices can reduce power consumption by sensing their environment and selectively operating facilities based on a wider context. For example, www.fm-world.co.uk

37 Technical.indd 37

facilities can be provided depending on the expected number of people in a building, the time of day or the local weather forecast.

Devices can be powered off when not required, vending machines can be switched off when no one will be around to use them, and all but one lift can be powered off when lift use can be anticipated to be light. The IoT can assist with ensuring that facilities are fully operational in advance of when they will be required, but provided at minimum levels – or not at all – when not needed.

All of this means that the operating costs of a building can be optimised and lowered. And if something can make a building more profitable, then you can be sure that landlords will install it.

However, deploying IoT is not without risk. Devices that run software may contain bugs that can be remotely and maliciously manipulated and exploited to run attackers’ software instead of – or in addition to – authorised software.

This is not science fiction.

In April, a series of security cameras were found to have been compromised to run bitcoin mining software to make money for an attacker. This attack illustrates how hackers, who are able to run their own software on a device, can substitute fake information for genuine data and interfere with data sent by a device to control centres.

Indeed, this was the case for a traffic-jam alerting system.

Concerned that traffic would impede them on a scenic coastal route to their destination, a group of students created fake user reports to simulate heavy traffic on their preferred route.

The traffic reporting system reported the existence of the fictitious traffic jam, causing drivers to reroute their journeys.

The students successfully reduced traffic on their chosen coastal route and avoided encountering any genuine jams.

The ability to poison IoT sensor data with fake readings, such as the students did, could mean new classes of denial of service attacks. For example, attackers may be able to switch off cooling and raise heating to a maximum by sending falsified low temperature readings. In environments such as data centres, where maintaining a controlled temperature is vital, this could cause serious damage to equipment and even corruption of data.

Protecting the IoT will require

“Devices that run software may contain bugs that can be remotely and maliciously manipulated and exploited to run attackers’ software”

secure encryption to prevent data and instructions from being altered in transit, and to verify data as genuine. The recent Heartbleed bug demonstrated that software initially considered as being reasonably secure could contain vulnerabilities that provide attackers with a means of unauthorised access to devices. To remedy such issues, vulnerable software will need to be patched. But this will require devices to be actively managed and maintained. In a costconscious environment this is something that may be neglected.

The continued march of technology and the profit motive attached to increasing operational efficiency and reduction in energy consumption means that smart devices capable of sensing and altering the environment are almost certainly going to be deployed in buildings. If we have learned one thing from the past 15 years of cyber security, it is that computer devices need to be secured against attack.

Computer devices will contain vulnerabilities that need to be patched. As these smart devices are installed in the buildings in which we live, work and operate, we will need to ensure that the security and management of these devices is considered long in advance of such problems becoming apparent.

The IoT will bring benefits to buildings and our environment.

But we cannot overlook the risks and must expect attackers to find new ways to subvert devices for their own ends. By planning for attacks now and designing resistant network architectures, we can ensure that the Internet of Things is an Internet of Secure Things. FM FM WORLD | 17 JULY 2014 | 37

10/07/2014 14:09

BIFM NEWS BIFM.ORG.UK

Carillion at the South West Quarterly Training Day

2014 BIFM VOLUNTEER AWARDS

In praise of volunteers BIFM’s Volunteer Recognition Awards gives BIFM the chance to reflect on the incredible impact our 28 committees have on the BIFM, the FM profession and fellow FM professionals. These awards also provide an important opportunity to recognise and praise volunteers who give so much.

This year’s winners are: Regional Committee Member of the Year For wide recognition in supporting members and the profession.

The winner has been described as selfless, enthusiastic and committed, with passion and enthusiasm in supporting members and the wider BIFM community. He is key to the organisation and smooth running of events and always has a warm welcome for delegates. He started networking events in a new part of the region and supported the Channel Island Branch through formation and its inaugural year.

Winner: Nick Fox (SouthWest Region) Highly Commended: Lee Murfitt (North Region) Special Interest Group Committee Member of the Year (two winners) For wide recognition in supporting members and the profession.

The first winner has been described as the committee’s secret weapon! The committee holds up to 20 meetings a year plus events, this person organises meetings, minutes, chasing actions and post-event write-ups.

She can also be found at many networking events, extending a comforting arm around the shoulder of new members during their first networking experiences.

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Joint winner: Tanya Brick (Rising FMs) Our second winner stepped in to deputise in the absence of the chair, arranges many events, finding speakers and securing venues. She promotes FM as a career of choice, making people aware of the opportunities available to them in FM, she is also a great champion of women in the industry.

Joint winner: Sajna Rahman (Rising FMs) Volunteer of the Year This award is presented to the winner of the Regional Committee member of the year or a winner of Special Interest Group Committee Member of the Year for the biggest contribution to the BIFM, the FM profession and fellow FM professionals.

Winner: Nick Fox (SouthWest Region) Region of the Year For the region that has shown the biggest contribution to the BIFM, the FM profession and fellow FM professionals.

The winner delivered a massive number of events. Owing to the high activity within the region it has doubled the number of committee meetings and developed a communications

strategy. The group innovates through its marketing of events, Loyalty Cards and the “Invite and bring a colleague” initiatives.

Winner: North Region Highly Commended: Scotland Region Special Interest Group of the Year Showing the biggest contribution to the BIFM and wider profession.

With 4,300-plus members, the SIG continues to be the largest and one of the most active groups. The committee contributes to sharing knowledge through events, research, consultation and acting as representatives of BIFM. It delivers a quarterly newsletter, comments on consultation documents and reviews Good Practice Guides alongside managing and delivering the BIFM’s annual sustainability survey.

Winner: Sustainability Special Interest Group Highly Commended: Health & Safety Special Interest Group Thank you to everyone who participated in the 2014 awards, and a huge thank you to all volunteers who make BIFM the institute it is.

SOUTH WEST REGION

QTD event Compliance and legislation was the focus of a BIFM south-west region training day. Delegates heard from a range of speakers discussing how to create a safety culture, ISO 14001 and supplier information management.

Barrie Harvey, chief engineer at Carillion, said that designers and engineers created hospitals but clinicians often didn’t use them in the way that was expected. “We need to educate clinicians to get the best out of the building, working with it, not against it,” he said.

Mike Edmunds from Trade Interchange discussed the challenges of managing supplier information: risk to brand – from insurance to H&S certification and environmental accreditation, it’s crucial to know that your suppliers are compliant; lack of visibility; information silos; administration – the sheer quantity of documentation.

While many FMs might complain about the legislative burden and the rate of change, Jo Harris at trade body BSRIA was quick to point that only two pieces of legislation are introduced every year. www.fm-world.co.uk

10/07/2014 14:37

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

Trade effluent is not something that many FMs spare much thought for, but Pete Saunders from Thames Water talked delegates through the sewage system and water treatment works. Mark Gouldstone from the British Standards institute then urged the audience to consider environmental management system ISO 14001 for their organisations.

With a number of fatal accidents being discussed during the day, it was inevitable that the importance of a strong safety culture was discussed.

In an entertaining session, Dale Collins, a solicitor at Bond Dickinson, acknowledged that a safety culture is important, both morally and legally. i Learn more about all BIFM groups at www.bifm.org.uk/groups

New chair’s charities BIFM chairman Julie Kortens has announced her chosen charities, which BIFM will support during her tenure through to 2016. ● Children with Cancer www.childrenwithcancer.org.uk

Every month, around 200 children and teenagers are diagnosed with cancer in the UK. Over three-quarters of children can now be treated successfully, but treatments can be harsh on young bodies and can cause serious, long-term side effects including physical disabilities, loss of sight, hearing difficulties and learning difficulties.

Children with Cancer UK is the leading national children’s charity dedicated to the fight against all www.fm-world.co.uk

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BIFM COMMENT

James Sutton is Chief Operating Officer at BIFM

DEFINING OUR PURPOSE

t our Annual General Meeting (AGM), held on 10 July, we looked back on a year that has seen us stabilise and begin to grow the institute. Strong financial performance coupled with developments in key areas of the business mean that we find ourselves in a healthy position – one to build on.

The AGM was a chance for us to look at the successes of the previous year and highlight some of the progress we’ve already made at the start of 2014. We saw in the presentations that a number of initiatives are helping us to deliver a professional body fit for the 21st century – and it’s vital that we do.

We can’t ignore the fact that many professional bodies are undergoing an evolution.

The world of work is changing beyond recognition with many of the services provided by traditional membership organisations having to compete with the growth of digital technology. How we consume information, network with our colleagues, or find answers to burning questions has undergone a radical change – meaning that professional bodies need to adapt and develop their offer to ensure that they stay relevant to the profession they represent.

We are not talking about small change; we need to assess our entire offering and ensure that we are supporting not only our members, but also the profession as a whole through the products and services we provide.

However, despite this radical shift the core purpose that sits at the heart of our professional body does not differ. We are here to support, develop, and represent the profession and those that work within it. That is to say we must provide FM with a collective voice as well as supporting FMs in their day-to-day roles.

Last year we published our mission, vision and values. This was a result of work carried out to shape and hone our purpose so we can begin to refine our activity to deliver against that core purpose. In the early part of 2014 we have already begun to see tangible examples of that work. Our Th!nkFM conference, ITN Productions partnership, the publication of our professional standards and our soon-to-belaunched website.

All of these and more are focused on supporting our longterm aspirations.

We know that the FM industry is not only a significant contributor to the economy, employing thousands of individuals, but also that the practice of FM itself is crucial to the successful performance of organisations across all sectors.

This, combined with a clearly defined purpose, means that we are on the verge of something special and we’re looking forward to celebrating, challenging and developing the profession as we begin to realise its potential as well as ensuring that it is placed firmly on the leadership agenda.

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“WE ARE NOT TALKING ABOUT SMALL CHANGE; WE NEED TO ASSESS OUR ENTIRE OFFERING AND ENSURE THAT WE ARE SUPPORTING NOT ONLY OUR MEMBERS, BUT THE WHOLE PROFESSION”

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10/07/2014 14:37

BIFM NEWS BIFM.ORG.UK

BIFM TRAINING INCLUSIVE DESIGN PARALYMPIC LEGACY: A LASTING CHANGE IN THE EDUCATION OF BUILT ENVIRONMENT PROFESSIONALS

childhood cancers. We want to determine the causes, find cures and provide care for children with cancer.

Event review

a day of training and personal development.

Speaker Amanda Ursell from Charlton House said: “Speaking at the training day was a really rewarding experience; you know when people are engaged with a talk when post-presentation, questions flow. The lively discussion helped us all to take the subject of balanced nutrition and its effect on personal performance in the workplace (and the knockon effects on business), a step further forward.”

Andrew Shaw, from Business Services Growth spoke on how to achieve balance in the relationship between suppliers and clients. The workshop generated interesting insights into the different views held by the suppliers and the FM clients in the room, finding there was potential for common ground, as long as both parties could focus on the needs to the end customer.

Keith and Sian Posner, from Positive Perspective said: “It was great to be able to explain the inner mechanics of stress and show how to balance your life even when things are very rocky. We know it is hard for FM managers and directors at present but there are still strategies that chill us out if we use the stress management tools well.”

Clive Hilton hosted a balanced career workshop, saying “Active FM was delighted to be part of such a fun and educational day. We are grateful to Ashleigh (Brown) for organising.”

Huge thanks to the management at Foundation Park, Maidenhead, for lending their space, to all presenters and Charlton House.

Members in the Home Counties region recently benefited from

Learn more about the Home Counties region at www.bifm.org. uk/homecounties

● Shooting Star Chase: www. shootingstarchase.org.uk

Shooting Star Chase is a leading children’s hospice charity caring for babies, children and young people with life-limiting conditions, and their families.

Whether lives are measured in days, weeks, months or years, we are here to make every moment count. We support families from diagnosis to end of life and throughout bereavement with a range of nursing, practical, emotional and medical care.

Kortens said: “The generosity of BIFM members attending events and contributing to the BIFM charities never ceases to amaze me, and I look forward to these two excellent charities benefiting over the next 24 months. I hope that through the support of BIFM, our volunteers and our members, we can all come together and make a difference.”

HOME COUNTIES REGION

i

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he inclusive design process used to deliver the London 2012 Olympic and Paralympic Games provided a unique experience for disabled people and these achievements helped to inspire a lasting change in the education of built environment professionals. Last year the Built Environment Professional Education project was launched by the Minister for Disabled People. This joint project between the government and the Greater London Authority, with BIFM’s backing, aims to make inclusive design a requirement for all built environment professionals.

Inclusive design also made its mark at the recent Facilities Show in London. Julie Fleck OBE, from the Office for Disability Issues, concluded that ‘inclusive design’ should be a priority for FMs while BIFM chief executive Gareth Tancred called on FMs to “think about how you design and lay out facilities in the first place… The Health & Safety at Work Act is 40 years old this year and it is now second nature to us. When we spill something, we know to clear it up because it is dangerous. Incorporating access management and inclusion into FM will soon become second nature too”.

Providing an inclusive environment requires consideration of accessibility from design, planning and development, through to final occupation and management and delivery of facilities and services, and a holistic approach to accessibility is required.

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New IOSH Managing Accessibility course, 21 October 2014 in London BIFM Training offers a unique one-day IOSH Managing Accessibility course to equip FMs with the skills and knowledge to give them the aptitude to ensure inclusive design becomes a lasting paralympic legacy. Providing an overview of all key legislation including practical examples, the course is interactive and attendees will undertake a mini access audit. The IOSH Managing Accessibility certificate is awarded to delegates upon successful completion of two assessments on the day.

Delegates also receive a BIFM certificate of attendance, which contributes towards their record of CPD. The trainer, Jean Hewitt, has extensive experience in access appraisals and several accessibility research projects. She also represents the BIFM on the BSI Committee “Access to buildings for disabled people” and is the author of BIFM Good Practice Guide Access And Inclusion For FMs. i For further information or to book, please call 020 7404 4440 or email info@bifm-training.co.uk

www.fm-world.co.uk

10/07/2014 14:37

FM DIARY

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

INDUSTRY EVENTS

EAST REGION

13 October | BIFM Awards 2014 The BIFM’s annual awards ceremony, bringing together the leaders in the sector with the winners to celebrate excellence in FM, giving national recognition to the leaders in the profession.

Finalists to be announced in August.

Venue: Grosvenor House Hotel, London Contact: Visit www.bifm.org.uk/ awards2014 – to book tickets or tables for the event, contact the BIFM Awards team on 01279 712 640 or email awards@bifm.org.uk

21 July | Regional golf qualifier Qualifier for the national finals in September.

Venue: Brocket Hall Golf Club, Welwyn, Hertfordshire AL8 7XG Contact: Email Mark Lopez at mark@de-ice.co.uk

19-20 November | Energy Management Exhibition Supported by BIFM. Exploring the latest measures to reduce energy use, regulations and grants, Low Energy Companies and Energy Performance Contracts.

Venue: ExCeL, London.

Contact: Jason Franks at 0208 505 7073 or visit www.emexlondon.com 27 November | The Building Services Summit 2014 Building services equipment is responsible for over 80 per cent of energy consumption in commercial buildings. The Building Controls Industry Association has joined forces with the Building & Engineering Services Association to announce the 10-80-10 – Building Services Summit. Speakers include Deborah Rowland, head of property asset management, UK Ministry of Justice, James Pitcher, head of energy and environment, Tesco, and Michael Dick, head of buildings, City of London.

Venue: Barbican, London.

Contact: buildingservicessummit.co.uk CHANNEL ISLANDS BRANCH 19 September | Quarterly training day - sustainability More information to follow.

Venue: TBC – Jersey Contact: Email Naomi Fry at naomi.fry@investec.ci.com or call 01481 706474 5 December | Quarterly training day – stress management Dr Robert Gallagher from Queen’s Road Medical Practice speaks on stress management.

Venue: TBC - Guernsey Contact: Email Naomi Fry at naomi.fry@investec.ci.com or call 01481 706474 www.fm-world.co.uk 41 | 8 MAY 2014 | FM WORLD

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HOME COUNTIES REGION 22 July | What is QM & SR in FM? From 6pm. BIFM qualification taster session with Jane Wiggins of FM Tutor and Associates.

Showcasing level 4 and 6 qualifications. A short theory session followed by discussions.

Venue: Matrix House, Basing View, Basingstoke, Hampshire RG21 4DZ Contact: Email Ashleigh Brown at ash@ashbrownconsulting.co.uk or visit www.bifmhctastersession. eventbrite.co.uk IRELAND REGION 8 August | Visit to HMS Caroline From 12 noon. A visit aboard the HMS Caroline, currently undergoing restoration works. Tour hosted by H&J Martin, the works contractors.

Venue: HMS Caroline, Alexandra Dock, Titanic Quarter, Belfast Contact: Email Dan Uprichard at danuprichard@ymail.com or call 07831548803 14 November | Ireland conference Hosted by Jim Fitzpatrick, the BBC’s recent business editor.

Presentations TBC. Venue: Titanic Building, Belfast Contact: Email Stephen Welch at stephen.welch@niassembly.gov.uk LONDON REGION 7 August | Rising FMs and London Region annual QuizCrawl A great way to meet other FM professionals in the annual QuizCrawl. Full details to follow.

Venue: TBC (lots of pubs!)

Contact: Email Patrick McCrae at patrick@worksinprint.com

Contact: Email Lisa Hofen at lisa.hofen@adin.ox.ac.uk NORTH REGION 18 July | Interconnected workplace seminar Sharing Steelcase’s latest research, exploring global workplace trends.

Venue: Steelcase Solutions, 7 Brewery Place, Brewery Wharf, Leeds, LS10 1NE Contact: Email Julie Sharp at jsharp1@steelcase.com 4 September | Building better buildings An interactive debate on the good, the bad and the ugly of architectural design. Have you managed a building which fits in any of these criteria?

Venue: Hallmark Cards, Bingley Road, Heaton, Bradford, West Yorkshire Contact: Email Sue Gott at sgott2@hallmark.com or visit www.tinyurl.com/lrjrfy4 11 September | Social media strategies and workplace management Includes talks from Iain Murray, director, Principle Cleaning, Alan Bainbridge, director of FM at BBC, and Andrew Mawson, MD, Advanced Workplace Associates.

Venue: BBC Media City, Dock House, Salford Quays, Greater Manchester. M50 2EQ Contact: Email Mark Whittaker at mark.a.whittaker@integral.co.uk 14 October | Sheffield University Technical College (UTC) tour More infomation to follow.

Venue: Sheffield University Technical College Contact: Email Bob Rabagliati at bailiff@trinity-estates.org.uk 6 November | Developing supply chains More infomation to follow.

Venue: Newcastle College Contact: Email Mick Anderson at michael.anderson@esh.uk.com

MIDLANDS REGION

SCOTLAND REGION

29 July | Inaugural Oxford networking event From 3pm. A site tour and insight of providing FM services at Oxford University and at the Sheldonian Theatre.

Venue: Sheldonian Theatre, Broad Street, Oxford OX1 3AZ

30 October | All about FM! 2014 conference The Scotland region’s annual conference, including talks from Fergus Ewing, Minister for Energy, Enterprise & Tourism, Simon Toseland, head of health and safety at Workpalce Law, David Walker of

Aegon UK and John McGurk, head of CIPD Scotland, as well as BIFM CEO Gareth Tancred and BIFM chairman Julie Kortens.

Venue: Murrayfield Stadium, Edinburgh Contact: Email Michael Kenny at mkenny@fesfm.co.uk SOUTH REGION 30 July | South region and education SIG joint event An event to highlight the issues in providing facilities supporting learning and attainment within an educational background.

Venue: Sussex University Contact: Email Ian Fielder at Ian.R.Fielder@gmail.com 24 September | Procurement – Fleet management A presentation on how to best manage the car or commercial fleet within an organisation.

Venue: Fasset Langstone Technology Park, Langstone Road, Havant PO9 1SA Contact: Email Ian Fielder at ian.r.fielder@gmail.com SOUTH WEST REGION 19 September | Quarterly training day – sustainability Full details to be announced soon.

Venue: Hilton Bristol Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4JF Contact: Email Beth Goodyear at beth.goodyear@fmhsconsulting. co.uk or call 07901 858875 SPECIAL INTEREST GROUPS 12 August | Women in FM – Treasure hunt and summer social More details to follow shortly.

Venue: To be confirmed Contact: Email Jackie Furey at wifm@bifm.org.uk 9 September | Women in FM – Women on the board More details to follow shortly.

Venue: To be confirmed Contact: Email Jackie Furey at wifm@bifm.org.uk 21 October | Women in FM – Generation Z Young person panel and debate about the future of the workplace.

More details to follow shortly.

12 November | Women in FM – Annual conference More details to follow shortly.

FM WORLD | 17 JULY 2014 | 41 www.fm-world.co.uk

10/07/2014 10:43

Call Jack Shuard on 020 7880 8543 or email jack.shuard@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

FM innovations ▼ De-ice at the 2014 Facilities Show

▲ Toshiba AC wins commendations Toshiba Air Conditioning, a division of Toshiba Carrier UK, has been highly commended in the Cooling Industry Awards 2014.

It was highly commended for the Toshiba Training Initiative and in the Air Conditioning Innovation of the Year category for the company’s SMMSi VRF range.

It is believed to be the most efficient VRF system in the market at part-load conditions. Toshiba’s refrigerant leak prevention and management systems have also been shortlisted in the same category.

W: www.toshiba-aircon.co.uk

“We came, we saw, we conquered.” Leading winter gritting and snow clearance specialist De-ice made some real noise at the Facilities Show. The company hosted the De-ice Arena – the centrepiece of the event, and the meeting place for people across the industry.

Commenting on the venture, Mark Lopez, managing director at De-ice, said: “The Arena surpassed all expectations, and we are pleased that it proved such a success for everyone involved.

“We worked hard with show organisers UBM to create something that would really attract people to come along and see what was happening. From the penalty shoot-out competition to the successful ‘Meet the Buyers’ section, there was something for everyone and we believe we have made some really strong contacts. We’re now busy planning 2015! As we move into the summer months, De-ice continues to gear up for the season ahead. Just because we are a seasonal business doesn’t mean we use the warmer months to top up our tans! It is all in the planning and getting it right for what could be a busy winter ahead.”

W: www.de-ice.co.uk

New Jangro catalogue - the buyers’ A-Z New from Jangro is its 2014-16, 164-page, full-colour illustrated product catalogue.

Containing approximately 4,300 products including nearly 500 new lines, it remains the most comprehensive janitorial supplies and safety product directory.

There are new washroom paper products and dispensers, air fresheners, hand soaps and industrial cleansers. Exclusive to Jangro are the popular Premium and Contract ranges of floor care and laundry products that have expanded too. There are new workwear products, specialist floorcare machinery and recycling bins.

Jangro is the UK’s leading group of independent distributors of hygiene, cleaning, janitorial and catering supplies.

W: www.jangro.net

▲ OCS ranks 71st in 2014 Top Track 100 International total facilities management provider OCS has appeared once again in The Sunday Times Top Track 100 list for the UK’s top 100 private companies, rising in the rankings this year to 71st place.

OCS has appeared on the list each year since the league table, a distinguished list of companies which play a key role in the UK economy, began in 2002.

Chris Cracknell, CEO of OCS Group International, commented: ‘This success is testament to the quality of our people, and the resilience and adaptability of our business. Our commitment to sustainable business has helped us continue to make significant contribution to jobs and growth as the global economy begins to emerge from recession.’

OCS is one of Britain’s largest privately owned companies and makes a positive impact on wealth creation through the employment of 90,000 people, with a turnover of £827 million (for the year ending March 2013).

Opale Launches Progressive Relationship Advancement (PRA) Opale Management services has launched Progressive Relationship Advancement (PRA), a process for initiating and repairing long-term FM outsourced contracts. It has deployed its approach with clients and is seeing success in repairing relationships and shortly will be using this thinking in initial tender engagements. MD Neil Longley said: “There needs to be a better foundation on which to build longer-term FM relationships; a different approach that releases the market desire to have long-term relationships that suit the client’s need.”

MAKING THE BEST CHOICE IN BUILDING SERVICES ENGINEERING Operating across England and Wales, JTL has an enviable record in successful and timely achievement in APPRENTICESHIPS for: ELECTRICAL

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Good candidates are available now and JTL is on hand to access government funding for those aged 16-19, as well as providing a reliable support and monitoring service for employers.

www.jtltraining.com or call 0800 0852 308

42 | 17 JULY 2014 | FM WORLD

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10/07/2014 13:46

FM PEOPLE MOVERS & SHAKERS

BEHIND

DATA

THE JOB

CHRISTINE LARKIN

TOPIC TRENDS

NAME: Christine Larkin JOB TITLE: Facilities manager and office manager ORGANISATION: Samvo JOB DESCRIPTION Leading the facilities, reception and administration teams in managing the properties What attracted you to the job?

I was the opportunity to work in a flexible and highly practical environment, with new challenges every day. I ensure that the service to our staff and tenants runs at an exceptional standard at all times.

What I love about this job is that no two days are the same.

My top perk at work is ….

Documentation! I don’t think I have ever met anybody that really likes filing. Luckily, as we move forward with new technology this is becoming less of a problem.

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

More realistic budgeting and expectations.

Having a clear and honest tendering process is so important. Getting the best value is always a priority for me, but this doesn’t always mean the quickest or cheapest option. Juggling your customers’ expectations with promises from suppliers can be a task in itself!

Any interesting tales to tell?

Far too many to mention here! I think one of the exciting things about FM is that we all see surprising and new things on a regular basis. Any new facilities manager is going to discover their own set of interesting tales to tell – it is part of what makes the job so engaging.

Having a great team working with me.

Their enthusiasm and drive inspires me to keep developing WHAT SINGLE PIECE OF as a manager and hopefully ADVICE WOULD YOU GIVE TO A they will continue to succeed in YOUNG FACILITIES MANAGER their careers.

STARTING OUT? How did you get into FM and what attracted you to the industry?

“Get involved in as many different projects as possible, and learn from the wise owls that have been in this business a long time. Their experience is what will take you to the next level”

Quite by accident! I got my start as a facilities administrator at the Office of Fair Trading, where I worked as a receptionist. I’m a very practical person and I do enjoy solving problems, so facilities management seemed like a natural fit.

What’s been your career high point to date?

I was voted Employee of the Year in 2011 and my team was voted Team of the Year in 2012.

It is so rewarding to know that you are appreciated by your colleagues and that what you are doing is really making an impact.

Your biggest career challenge so far?

Unreliable project delivery consultants – I think that if you say you’re going to be able to deliver something, you should deliver it. So it is great when you find contractors and consultants you can really trust to deliver on time, every time.

Which FM myth would you like to put an end to?

The idea that it is an easy job!

Facilities management really is a specialist field and it requires lots of experience to do well.

If my role wasn’t in facilities management I’d probably be ….

An event planner. I organise the staff events here and it is something I really enjoy.

www.fm-world.co.uk

43_Behind the Job.indd 43

Ensuring compliance with legislation

9

9

AVERAGE

CHRISTINE LARKIN

Introducing/ working with new forms of IT

5 8

Working on energy-efficiency initiatives

7 5

Adapting to flexible working

5 5

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

I believe that it has become far more professional, and we are also seeing a lot more standardisation in both the language and the approach to facilities management.

Maintaining service levels while cutting costs

8

8

And how do you think it will change in the next five years?

We are likely to see that standardisation trend continue, and that will be acompanied by a lot more focus on accreditation and requirements for security.

Do your friends understand what FM is?

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

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

Not really – they think it is all about taking care of the air conditioning and cleaning toilets. I wish it were that simple!

Adapting FM to changing corporate circumstances

8

8

FM WORLD | 17 JULY 2014 | 43

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Appointments

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Call the sales team on 020 7324 2755 or email jobs@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

jobs.fm-world.co.uk

10/07/2014 16:11

PIONEER WITH PLYMOUTH UNIVERSITY Director of Estates & Capital Projects Ref: A3839 | Salary: Competitive Compensation Package One of the top 10 UK modern universities (60th in the world)*, and winner of the Queen’s Anniversary Prize for Higher and Further Education in 2012, Plymouth University is a university on the ascendant.

Plymouth is ranked globally as the fifth greenest and most sustainable University**, is the overall best performing UK university in the People and Planet Green League and in 2011, won the ‘Continuous Improvement – Institutional Change’ category at the 7th Green Gown Awards.

Over the past decade Plymouth has invested more than £300 million in its estate and facilities to enhance the student experience and support world-class research. However not content to stand still the University has recently put together an ambitious new Campus strategy which will see the scale of this investment continuing over the next 5-6 years. Indeed there are several developments currently in progress which include a £9 million student residence in Cornwall and a £7 million Performing Arts Centre under construction on campus.

Arising from the significant strategic investment in its estate, the University is now seeking to complement its existing senior leadership team with a Director of Estates & Capital Projects to ensure the benefits of its substantial investment are realised.

Hence the role will focus on strategic leadership of a progressive Estates Service and a series of capital projects. The Director will work as part of the University’s Senior Leadership Forum driving innovation and action ensuring that the University’s strategic priorities and policies regarding its estate remain leading edge.

Given the ambitious Campus Strategy and high level of investment it is critical that the Director is someone that can lead and deliver transformational change within a complex dynamic operating environment. Hence a strong ability for strategic leadership, stakeholder engagement and financial management is essential.

For more information, and to apply for this opportunity, please visit http://www.plymouth.ac.uk/jobs Closing date: Midnight on Sunday 31 August 2014.

Plymouth University is committed to an inclusive culture and respecting diversity, and welcomes applications from all sections of the community. * Times Higher Education ‘Top 100 under 50’ ranking ** UI GreenMetric Ranking of World Universities 2012

PLAN YOUR NEXT MOVE

on the move

JOBS

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

Go to www.fm-world.co.uk/jobs jobs.fm-world.co.uk

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FINAL WORD

NOTES FROM AROUND THE WORLD OF FM

NO 2

The Jockey Club Innovation Tower at Hong Kong Polytechnic University by Zaha Hadid Architects (UK)

DAYS

THE SAME

Top: The Library of Birmingham designed by Mecanoo (Netherlands) Left: Tokko Youth Space by Astudio (UK)

DOUBLESPACE/ MORLEY VON STERNBERG

SPARKS HIT TWITTER The ‘selfie’ craze may have been on its way out once David Cameron squeezed into the frame alongside Barack Obama and the Danish premier at Nelson Mandela’s funeral. But daredevil Welsh electrician Gavin Sibley’s selfie – taken more than 30ft up while dangling from a rope – bec became the toast of T Twitter when it was voted top #e #elecfie in a rec recent online co contest by ele electrical pr professionals’ b bodies NICEIC a and ELECSA. “We wanted tto highlight the rrange of work o our contractors do. Social media is an important tool for firms as it is so widely used.” said the groups' spokesman Paul Collins.

Electricians across the UK sent pictures, including a fit-out in a shop in Oxford Street, installing a lighting system at flats in Glasgow and one contractor working on a Doctor Who Tardis converted into a public loo. Climbing instructor Gavin, who runs Soundbox Technical in Bridgend, took his snap while installing digital TV cabling at a rugby club in Wales. At least he was only in danger of being photobombed by pigeons.

DESIGNED FOR EFFICIENCY? An ocean liner-styled Hong Kong university faculty, a barbed wire-covered library and a Luton youth community centre that looks like it’s been constructed out of metallic oven gloves are just three of 290 striking and innovative shortlisted entries in the World Architecture Festival (WAF) awards 2014.

Other projects in the world’s biggest architectural awards competition include a Buddhist temple in Singapore, an invisible eco-tourism resort in Turkey, a maritime museum in Copenhagen and the new masterplan for Gatwick Airport. Will these admittedly impressive buildings be judged on their ability to be managed efficiently? We shall see.

Taking place at the annual World Architecture Festival organised by i2i Events Group, the awards have attracted entries from more than 50 countries across the globe. The field of hopefuls comprises completed structures, future projects and landscaping schemes.

This year saw a BIG increase in entries from Asian countries, with projects in China, Malaysia and Vietnam up on last year by 87 per cent, 71 per cent and 140 per cent respectively. The geographic spread of shortlisted entries is further complemented by the variety of projects – from an opera house in Italy, to a variety of health facilities in Australia and a chapel in Brazil.

Buildings designed by established global practices such as Zaha Hadid Architects, OMA, Foster & Partners, BIG, Woods Bagot, KPF, Farrells, Perkins & Will and Aedas, appear in the shortlist. Practices will compete across 27 individual award categories,

presenting their designs live to international judging panels and delegates.

This year’s festival will have a separate small projects category as the judges wanted to highlight design skill that had a disproportionate relationship to the physical size of a project.

Paul Finch, WAF programme director, said: “From small structures to industrial complexes, the breadth of projects shortlisted this year reveals the diversity and strength of global architectural design. It also demonstrates the creativity and tenacity of the international architectural community in creating these truly remarkable schemes. We’d like to congratulate the architects responsible as they prepare to present the merits of their schemes live at the festival in October.”

The 2014 festival will be held in Singapore between 1-3 October. The winners of each future project and completed building category are put forward to compete for the World Building or Future Project of the Year award, presided over by the festival’s ‘super-jury’, with the presentation of the award being the culmination of WAF 2014.

The judging panel includes some of the world’s leading architects and designers, led by Lord Richard Rogers. He will be joined on by Rocco Yim (Hong Kong), Julie Eizenberg (USA), Enric Ruiz Geli (Spain) and Peter Rich (South Africa).

It's all very interesting stuff – and we'll be keeping an eye on whether the practicalities of facilities management being designed into these buildings is mentioned when the prizes are awarded.

IN THE NEXT ISSUE OUT 14 AUGUST

CASE STUDY: BRENT CIVIC CENTRE /// FEATURE: LIES, DAMN LIES AND THE GROWTH OF STATISTICS IN FM /// FEATURE: MAINTENANCE MERGER /// INDOOR AIR QUALITY /// THE COST OF GREEN WASTE /// PREPARING FOR A CATERING TENDER /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

46 | 17 JULY 2014 | FM WORLD

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