THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 22 MAY 2014
FMWorld www.fm-world.co.uk
THINKFM 2014
Big discussions on the future of the workplace
SACRED TASK
Bringing Durham Cathedral into the 21st century
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VOL 11 ISSUE 10 22 MAY 2014
CONTENTS
07 | Customer service culture
16 | Modernising the medieval
20 | Reaching inflection point
NEWS
OPINION
FEATURES
06 BIFM announces collaboration with CIPD 07 Good customer service is key to building business 08 The Green Man community hub, London 09 Think tank: Is FM’s performance measured effectively? 10 Business news: Graeme Davies on how Serco’s new boss is creating a clean slate 11 Bilfinger opens takeover talks with GVA 12 In Focus: Karen Govier, equality and diversity manager at Mitie
14 Simon Francis on aligning service delivery 46 No Two Days
16
Back to the future: Tom Billington, FM at Durham Cathedral, explains how staff are bringing the World Heritage Site’s buildings into the 21st century
MONITOR
20
ThinkFM 2014: Workforce changes are the stinulus for more co-operation between FM and other departments to create the optimal workplace
30
Walking the walk: The partnership between BIFM and CIPD was launched during the last presentation of the day at ThinkFM
33 How to: Prevent summer pests 35 Technical: Protecting servers and IT installs 37 How to: Outsourcing concierge services
22 | Reports from the floor
REGULARS 38 41 43 44
BIFM news Diary of events Behind the job Appointments
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MARTIN READ EDITOR COMMENT
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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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t’s high time that someone stood up in defence of silos. Because you have to admit, something has gone badly wrong with their PR. Not too long ago, silos enjoyed considerable respect and appreciation. Whether for the bulk storage of grain or missiles, they were much-valued members of the built environment community. Silos performed the admirable role of keeping one thing apart from another, very different thing. But then, one day, someone prepping for a conference presentation looked up at the organigram on his or her monitor and thought, “Actually, you know what that looks like?”. Thus, the dependable old silo became a metaphor for inexcusable communication barriers, synonymous with those organisational departments that fail to fully integrate with their other departmental siblings. (Silos and synergies, you see – they just don’t rub along.) Today, woe betide anyone who isn’t seeking to step out of, break free from or generally disassociate themselves from silos. It’s even bad to be in possession of a “silo mentality”, as if that’s a condition in need of medical treatment. DJs who play songs with ‘silo’ in the lyrics have even lost their jobs. Possibly. It’s easy to see how the metaphorical silo came to symbolise inter-organisational communication issues, especially those that prevent the impact and value of FM from being as visible across business as it should be. Two weeks ago in this colummn I lauded the format for this year’s ThinkFM. It was good that senior personnel from other membership organisations – those whose own interests can be furthered through the success of FM – had a platform at the BIFM’s showcase event. What I wasn’t to know was the extent of work going on behind the scenes; BIFM’s announcement of a partnership with the Chartered Institute of Personnel and Development (CIPD) was a great way to round off last Tuesday’s event. “We wanted to make sure that the views of these two vital communities of professionals are brought together,” said BIFM CEO Gareth Tancred. “We want them to share their thinking and work together to bridge the gap between people and place as we aim to add to the next instalment of the workplace’s evolution.” This is an entirely logical development; if membership organisations are to be truly reflective of the needs of their members, they must consider the merits of partnering with institutes representing activities that are complementary to their own specialism – breaking out of their own institutional silos, if you will. In the case of the CIPD, it’s easy to make the case that well-designed and managed facilities benefit the aims of an organisation’s personnel department. CIPD chief executive Peter Cheese spoke of being pleased “to be working with our colleagues in the facilities management industry to explore the issues, and to find solutions to the challenges they bring.” Note that word ‘colleagues’ – ultimately, BIFM and CIPD are equally invested in the provision of business support. So, as well as moving away from a “silo mentality” within organisations, we’re also moving away from any “silo mentality” within the institutes that represent them. We’re looking forward to reporting the projects that will soon be emanating from this breakthrough collaboration.
I
“BIFM announcing a partnership with CIPD was a very exciting and welcome way to round off last Tuesday’s event”
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COLLABORATION
JOHN SANDERS/SHUTTERSTOCK
BIFM and CIPD to work together on workspace evolution Professional bodies the BIFM and the CIPD are to join forces to launch a number of projects examining the connection between people and place, delegates at Think FM were told last week. The BIFM announced that it will collaborate with the Chartered Institute of Personnel and Development (CIPD), the professional body for HR and people development. Both bodies will work on a number of research and insight projects over the coming months to investigate how both communities of professionals are evolving and adapting to the changing workplace. Gareth Tancred, chief executive of the BIFM, said: “There have been numerous conversations about the evolution of the workplace, but we wanted to make sure that the views of these two vital communities of professionals are brought together. “We want them to share their thinking and work together to bridge the gap between people and place as we aim to add to the next instalment of the workplace’s evolution.” Tancred added that working with the CIPD forms part of BIFM’s strategy of “bringing the right people from outside of the FM profession to analyse, debate and challenge the latest thinking that impacts on the world of business, the economy and wider society”. Peter Cheese, chief executive of the CIPD, said: “The very nature of work is changing… The physical workplace is one of many
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factors in modern management and working that needs to adapt, with business leaders needing to continually innovate and challenge conventional wisdom about what drives performance and engagement.” The two organisations have a roundtable planned in coming weeks as well as other discussions to draw views from HR and FM professionals on the challenges in changing a workplace. Chris Kane, CEO of BBC Commercial Projects, said the
BIFM CEO Gareth Tancred: “We wanted to make sure that the views of these two vital communities of professionals are brought together”
collaboration will help define the two organisations understand their role in “the ecosystem of work” clearly.
“Most of us have been brought up with 20th century thinking and the game has fundamentally changed,” said Kane.
INFORMATION TECHNOLOGY
Consumers don’t trust companies with data Organisations that collect personal information need to manage it carefully and protect it securely. Research by storage and information management company Iron Mountain found that most consumers surveyed (92 per cent) in the UK say they now deal with so many organisations, online and offline, that they no longer know who holds what data about them. And there is confusion about the kind of information a person can ask to have removed. Of those surveyed most believe they would be entitled to ask for personal data (91 per cent), financial details (64 per cent) and email correspondence (54 per cent) to be deleted. Fewer than half think their rights extend to recorded telephone conversations (42 per cent) or social media posts (32 per cent). Close to half (45 per cent) believe that information held on paper – such as letters or completed forms – would be
Consumers are unclear about their rights over intelligence kept on them
covered by data protection laws, despite the fact that two-thirds (64 per cent) of respondents feel information on paper is easier to destroy than information held about them online. Under proposed changes to European law, consumers will be able to ask companies that hold information about them to remove it. But close to three in four consumers surveyed (74 per cent)
are not convinced that the benefits of having their information deleted would be worth the bother of asking for it to be removed, and 86 per cent don’t believe a company would honour the request anyway. Christian Toon, head of information risk for Europe at Iron Mountain, said: “Almost everything we do creates an information trail that can be collected, processed and possibly shared. Organisations that collect this information need to manage it carefully and protect it securely. The proposed EU data protection reforms are a good first step to better protecting consumers.” He added: “While consumers remain happy to conduct much of their business and social lives online, they no longer trust organisations to comply with a request to delete personal data. Organisations can help overcome this pessimism by educating consumers on their policies and procedures.” www.fm-world.co.uk
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NEWS
BRIEFS 200m data records lost
GETTY
Good customer service key to enhancing business Organisations need a stronger focus on customer service culture, according to speakers at a recent panel discussion in London. In an event hosted by Lexington Reception Services, a panel chaired by journalist Matthew Rock asked how facilities management could create a great workplace in 2014. The panel concluded that although office space can be easily duplicated, a strong customer service culture couldn’t be so easily copied. Speakers agreed that FM could support business by creating a ‘memorable experience for visiting clients’.
The panel consisted of Elaine Burt, head of FM EMEA at media communications firm Omnicom Europe, George Pantelides, operations manager at law firm Skadden, and Jane Streat, head of client services at Lexington. Streat said the competitive nature of business today means that gaining an edge is increasingly important. “People don’t compare like with like anymore. They compare experience with experience. This puts pressure on businesses.” Panellists and delegates concurred that although
technologies such as self-service login machines can speed up the signing-in process for customers, the key differentiator in leaving a lasting impression is people – regardless of the FM service in question. Streat said: “To achieve great customer service we need to move away from process and make it more about the individual. Display to the guests that you remember them. Make sure you do the basics well. It impresses people. That will be memorable, and the clients in turn will give good feedback.”
REPORT
FMs should be ‘more visible to customers’ The role of FMs should be more visible and transparent to customers and others linked to an organisation, suggests research published by the Royal Institution of Chartered Surveyors (RICS). Being more visible will “have a positive impact on the quality and accuracy of information gathered from customers”, according to ‘Balancing the performance scorecard: how to maximise customer feedback in Facilities Management’. The report consists of a set of recommendations that build a customer performance measurement framework for FM. It suggests using feedback to motivate FM employees, to adopt formal processes for monitoring and reporting on customer www.fm-world.co.uk
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feedback, and to rely on more than one form of customer data to measure performance – a mixture of formal (numerical) and informal (verbal) mechanisms. The report is based on research carried out by Dr Matthew Tucker, programme leader in facilities management for the Built Environment and Sustainable
Technologies Research Institute (BEST) at the School of the Built Environment at Liverpool John Moores University. Tucker carried out 23 in-depth interviews with a diverse range of FM professionals from an in-house and outsourced background, across a range of business sectors. Dr Tucker said: “The research provides an intriguing insight into one facet of the balanced scorecard of indicators: the customer. It proposes critical themes that should be considered in order to maximise the ability to capture customer feedback for space and service provision facilities management.” The report formed part of Dr Tucker’s research for his RICSFulbright Scholar Award.
Nearly 200 million data records were lost or stolen worldwide in the first three months of 2014, according to a report. The Breach Level Index published by data protection company SafeNet says this was as a result of there being 254 data breaches, of which only 1 per cent were “secure breaches” or breaches where strong encryption, key management and/or authentication solutions rendered the data useless. More and more organisations are accepting the fact that despite their best efforts security breaches are unavoidable, the report suggests.
Lorne and Oltec join forces Two facilities management providers have formed a joint venture. Lorne Stewart Plc and the Oltec Group have joined forces “to meet growing demand for self-delivered facilities management across the UK”. The joint venture will combine a global network of 30 offices and the competencies of 2,800 personnel and provide customers with “a more efficient, costeffective, self-delivered model to UK and international customers”, say the companies.
Sodexo to run BIFM courses Sodexo is to offer in-house BIFM qualifications for its employees and this will form an integral part of the company’s FM academy. The BIFM qualifications’ flexible framework enables employers to develop talent pipelines through the career levels, but also to tailor the unit selection to meet the needs of the business and the individual employee. Neil Murray, managing director for corporate services of Sodexo UK and Ireland, said: “Becoming a BIFM Recognised Centre was a very important step for us. “We’ve always invested heavily in the training of our people, but as the industry has professionalised and as our business leads the way in the move towards IFM. Having that formal recognition for our people of the pre-eminent professional body for the sector is vital.” FM WORLD | 22 MAY 2014 | 07
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PROJECT OF THE
FORTNIGHT NEWS BULLETIN
Mitie to recruit disadvantaged
THE GREEN MAN COMMUNITY HUB, BROMLEY, LONDON ARCHITECT: Black Architecture CLIENT: Phoenix Community Housing Association COST: £4.4 million
The Phoenix rises in Bromley Black Architecture was selected to design Phoenix’s new office and community hub. Phoenix is London’s first community gateway housing association with housing stock transferred from Lewisham Council and now managed by a resident-led organisation and appointed executive. The Green Man hub building is a focus for the community, replacing a pub of the same name that stood on the site for a number of years before being acquired by Phoenix as part of a land-swap deal with L&Q housing association. The project sought to minimise harmful affects on the environment through a holistic design approach. Developing a simple and flexible timber-framed building allowed both elements of Phoenix’s brief to be delivered in a single phase – office space for 150 staff and a range of community facilities including a separate ‘barn’ for private hire. The timber-framed primary structure is supplemented with concrete and steel floor construction to deliver longer spans and maximise future floor loading potential. The roof structure turns at 45 degrees to the basic grid, orientating roof lights to the north to avoid solar gain and allow the deep plan office to be fully naturally lit. South-facing roof slopes carry both PV and solar thermal technologies. Internally an exposed OSB boarded roof soffit supports radiant sails – a relatively underused cooling technology that works well with a lightweight building solution. Under-floor displacement ventilation is part of a mixed mode conditioning strategy. A central void allows light to penetrate down to the ground floor and provides views up to the housing association staff for residents who use the ground-floor facilities. The lower level, with its polished concrete floor finish and under-floor heating, houses a credit union, training kitchen, café and meeting spaces. The training kitchen trains staff to work in school canteens and also teaches local residents cookery skills. A separate ‘barn’ building with doors that open out onto a new public square offers a space for hire by the community for social events that would once have taken place in the pub. Daytime uses range from a crèche to skills training courses run in association with Lewisham College. 08 | 22 MAY 2014 | FM WORLD
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Mitie has signed a new partnership with a specialist employment service for people who experience complex barriers to work. The venture with Remploy aims to treble the number of disabled and disadvantaged candidates employed by Mitie over the next three years. Mitie wants to recruit 150 Remploy candidates in 2014-15 and expects that number to reach 400 in 2016-17. The company will work closely with Remploy to provide work experience opportunities, share information, and develop a range of appropriate recruitment processes to attract disabled talent and achieve this target. Candidates will undergo intensive pre-employment development training to ensure that they are fully supported and prepared for the workplace. Karen Govier, Mitie’s diversity and inclusion manager, said: “This formal partnership is an exciting development for Mitie; we place great importance on fostering an inclusive and diverse working environment, recognising that our people are our most important asset. We look forward to working with Remploy to continue to break down barriers to employment.” Beth Carruthers, Remploy’s chief executive, said: “This is an exciting and significant milestone for our relationship. Mitie is a very important employer for Remploy to be working with and I look forward to seeing the relationship help us in our mission to improve the lives of many people living with disabilities and health conditions.”
Government cash cuts will bite harder, warns survey Spending cuts will become “increasingly visible” over the next two years and will affect the way popular services like libraries and youth centres are run, suggests a survey of councils’ financial strategies. Government funding given to councils to run local services will have been cut by 40 per cent by May 2015, warns the survey. This will mean that money available to run services such as leisure centres, parks, libraries and youth centres is likely to shrink by 66 per cent by the end of the decade. For its report, Under Pressure, published today, the Local Government Association surveyed councils in England about their strategies for dealing with the next round of cuts. In many areas where the well of efficiency savings has run dry, councils are on the verge of a tipping point where they will not have enough money to meet all their statutory responsibilities. The results set out in the report provide a snapshot of the financial health of local government and show that 2015/16 is the year in which three in five councils will say “there are no efficiencies left to be made or efficiencies alone will not be enough to tackle that year’s cuts”. Only one in five local authoroities believes that next year’s efficiency savings alone can cover cuts.
Companies are on right track with energy plans Corporations have “made progress” in energy management and performance since 2007, says a report. Research by real estate membership organisation CoreNet Global and non-profit research body Rocky Mountain Institute says over two-thirds of corporations now have a sustainability agenda and staff as well as energy management plans. Nearly half have dedicated energy managers, a position that was only just emerging in 2007. But the study also says that in many cases these efforts have plateaued. The report is step one of “a road map toward the goal of net-zero buildings” say the authors, in which buildings use the same or less energy than they generate through the use of renewables such as solar and wind power. The report establishes nine key drivers that enable and necessitate next-generation energy management including reductions in energy costs, such as natural gas, sustainability measurement, stakeholder demand for sustainability and workplace transformation. www.fm-world.co.uk
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THINK TANK
WE ASKED 100 FMS…
C) It’s a work in progress 66%
B) No, it’s not fit for purpose 1%
Do you believe FM is effectively measured in your organisation? More should be done to measure performance in facilities management, according to research published by the Royal Institute of Chartered Surveyors (RICS). A report entitled Balancing The Performance Scorecard: How To Maximise Customer Feedback In Facilities Management suggests that more value should be placed on the less tangible elements of customer or client feedback. Rather than measuring performance with financial indicators, Dr Matthew Tucker and his team at Liverpool John Moores University believe that there is scope to use a more “intelligent evaluation”.
By becoming more visible, the organisation will understand the FM function more clearly. There is overwhelming agreement within the FM World Think Tank group that communication will lead to improved FM performance. Just one per cent of respondents said that FM measurement is not fit for purpose. Despite understanding its importance, two-thirds of respondents believe that customer feedback in their organisation is still a work in progress. “I am really pleased that a higher profile is being given to customer feedback as FM is inherently a negative perception service and
A) Yes, we have a meticulously well-documented customer feedback mechanism 33%
most people only notice it when something goes wrong, therefore FM teams often don’t get the credit they deserve.” Another respondent called for a greater emphasis on proactive stakeholders in a client and supplier relationship. “Too often, feedback suggests that action is taken only after a problem arises, and is dictated by the speed of response and the scope of work required.” There are FMs out there already making extensive feedback and communication a priority. “Whenever I procure a contract I include reporting as part of the specification with core reports
defined and tailored for specific audiences,” said one respondent. “It makes a difference if service users can see how good their service actually is.” “I mandate customer satisfaction surveys,” explained yet another facilities manager. “They give end users more of a connection with the service and allows the FM team to manage quality perception, which is often different to the reality.” To download a copy of the report, go to www.tinyurl.com/ balancingscorecard Join the FM World Think Tank: www.tinyurl.com/fmwthinktank
ISTOCK
BIFM backs web tool designed to gauge customer happiness Two experienced facilities managers have launched a web-based survey tool for FMs designed to measure user satisfaction with building and facilities services. The Facilities Management Quality Index uses questions compiled to reflect client and customer priorities, with questions customisable to each site or user group. Over time, Facilities Analysis will build a database of survey responses to allow for benchmarking against other comparable sites. The tool has been approved by the BIFM. Chris Moriarty, BIFM’s head of insight and corporate affairs, said: “Customer feedback and dialogue are increasingly important to organisations. We’re pleased to support the Facilities Management Quality Index as www.fm-world.co.uk
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we believe this tool can help our members engage with their users and refine their services.” The product is the brainchild of managing director Lucy Black
and chair Gordon Ludlow. Black has worked extensively in FM – with considerable director-level experience – in the NHS, Save the Children, local authorities and
higher education. Ludlow is a former board member and long-standing senior volunteer with the BIFM, with more than 25 years of FM experience managing industrial, education, local authority and third sector sites. The team is completed by technical director Andrew Beeson and quality director Dr Steve Jenkins. “We believe our tool will improve the quality of FM services,“ said Black. “It offers a robust, independent view of services and will give facilities managers the evidence on which to base decisions. It will support discussions and negotiations with staff, contractors and senior management.” For more on Facilities Analysis visit www.facilitiesanalysis.com FM WORLD | 22 MAY 2014 | 09
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ANALYSIS
New boss works to create clean slate at Serco GRAEME DAVIES newsdesk@fm-world.co.uk
The new chief executive of outsourcing giant Serco suffered a baptism of fire in his first week in the hot seat last month. The highly regarded Rupert Soames’ (formerly boss of temporary power specialist Aggreko) arrival at Serco coincided with yet another profit warning and news of a hefty £170 million fundraising designed to shore up its balance sheet after
the company acknowledged it was sailing a little too close to its banking covenants for comfort. During a troublesome nine months Serco has been investigated by the Serious Fraud Office on government contracts for tagging offenders, temporarily suspended from bidding for government contracts until it initiated a ‘corporate renewal’ programme, issued three profit warnings, lost its
chief executive and seen its share price almost halve. Often in such circumstances there is the temptation to ‘kitchen sink’ all the problems within a business, take the hit and allow the new man a clean slate to rebuild the business. But Serco’s situation may not be so clearcut. Despite the fundraising, the company is saddled with net debts of £800 million and Soames admitted that morale is low. City analysts suspect there could be more bumps ahead. Caroline de La Sejoule of Cantor Fitzgerald said: “We are not convinced the worst is over for shareholders.” Indeed, Soames was realistic in his assessment of the business and asked for time to carry out a thorough review of operations and funding, saying: “The proposed equity placing has a single purpose – to give us the opportunity to
Contract wins
NEW BUSINESS Dacorum Borough Council in Hertfordshire has awarded a housing repairs contract worth up to £235 million to Osborne Property Services. The award follows a twoyear procurement process. The Total Asset Management model chosen will provide repairs and improvements to 10,500 homes across the borough. The contract starts on 1 July runs for an initial five years, although this can be extended on an annual rolling basis up to 10 years. Rapport, Compass Group UK & Ireland’s guest services business, has secured four new contracts worth a total of £6.5million to provide front-of-house services to a range of organisations including a global law 10 | 22 MAY 2014 | FM WORLD
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firm, two professional services firms and a major international investment bank. The Shield Group has been awarded the visitor services and security contract at the Imperial War Museum (IWM). The company will provide security guards to all five of IWMs sites around the country including the museum’s flagship branch, the Churchill War Rooms and HMS Belfast – all in London, and two other sites in Manchester and Duxford in Cambridgeshire. From 1 April, IWM transferred all of its visitor services and security to The Shield Group. OCS has won a three-year contract from Portsmouth City Council to
deliver manned guarding services at a local port and another site. In the contract extension OCS will continue to provide services at Portsmouth International Port and its local partner site MMD (Shipping Services) Ltd. Bilfinger Europa has taken a £4 million contract from global firm AECOM. The company will deliver mechanical and electrical maintenance, cleaning, fire protection, waste management, ground maintenance, recycling, fabric and special projects for three years at its offices in the UK and Ireland. About 100 staff will join Bilfinger Europa under the TUPE process to work at 36 AECOM sites across the nation. Food services company Catering Academy has secured a five-year healthcare contract in Wales to provide two ‘Homes for Life’ projects with Pembrokeshire Housing in Merlin’s Bridge and Steynton. It will deliver lunches to 100 residents across the two schemes. As part of the brief, the team offers a three-course lunch, a coffee service and themed activities including the ‘Pudding Club’ and ‘Nutrition and Hydration Week’.
conduct a thorough review of the strategy of the business whilst remaining within the terms of our debt facilities.” But in Soames – grandson of Sir Winston Churchill – Serco has a boss with an admirable record. At Aggreko, he grew the business into a £4.5 billion FTSE100 operation over 10 years and said he was confident that he could revive the fortunes of Serco. He has plenty to work with given its annual revenues of £5 billion and global reach across 30 countries. And there are precedents for recovery. G4S, which announced a return to form this month with a solid trading statement after a similarly troubled period. It too was dragged over the coals by the government and felt compelled to jettison its chief executive. Serco has also begun to work its way back into the UK government’s favour, winning extensions to the Northern rail franchise and the running of the National Physics Laboratory. This suggests that Serco retains the capacity to service public contracts and to win competitive tenders. Indeed, there are some contracts that only a small number of companies – Serco and G4S included – could deliver. In most areas of operation Serco has a good record and the highprofile failures are in a small minority of its hundreds of contracts in the UK. Soames has bought himself some breathing space to conduct a thorough review of the business and he also carries with him the goodwill of the shareholders. He is under pressure, but if he can succeed in turning Serco around he will cement his reputation as one of the UK’s most talented executives. Graeme Davies writes for Investors Chronicle
www.fm-world.co.uk
15/05/2014 14:10
Bilfinger opens takeover talks with GVA Engineering and services group Bilfinger is to acquire commercial property adviser GVA. Following the planned buyout, GVA is to be integrated into the Bilfinger Group as part of Bilfinger Real Estate. The estimated value of the deal has not yet been confirmed, but GVA expects the deal to be finalised before the end of June. Bilfinger expects output volume to double, should the deal go through. Dr Jochen Keysberg, a member of the executive board at Bilfinger, said: “We want to continue to grow our facility services operations in the important British market. We are thus moving the internationalisation of our
GVA is to be assimilated into the Bilfinger Group as part of Bilfinger Real Estate
activities in the building and facility business segment forward in a targeted manner.” The announcement follows the acquisitions of Europa Support Services in December 2013, and Rollright Facilities in 2012.
BUSINESS BRIEFS On completing the purchase of Europa, Bilfinger said that the acquisition would allow the firm to compete for large contracts in the UK with international companies there, while the takeover of Rollright was said to be the start of an “aggressive expansion, especially within the public sector”. Bilfinger is based in Mannheim, Germany, and is listed on the stock exchange in Frankfurt. Its annual turnover within the facilities division in the 2013 financial year stood at an estimated ¤2.3 billion (£1.9 billion). This was a significant portion of the group’s total output volume of ¤8.5 billion (£6.9 billion).
GETTY/BILFINGER
Norfolk welcomes Norse invasion at recycling centres Norse has taken over the responsibility for running Norfolk’s 19 household recycling centres around the county under a £5 million-a-year contract. The agreement brings the various facilities and processes around the county together, says operations director David Newell, of Norse Environmental Waste Solutions (NEWS), the subsidiary that is delivering the contracts. Newell said: “It is a great example of a joined-up approach that will help keep Norfolk among the leading recycling counties in the country, which of course is very good news for local residents and taxpayers.” The household recycling centres handle a wide range of materials, from household batteries and electrical items to cardboard, www.fm-world.co.uk
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Norse’s “joined-up approach” puts Norfolk among the country’s leading recyclers
garden waste and brick rubble. Some of the materials go to the Norse MRF and to the company’s composting facility at Marsham in Norfolk. Recycling operations in Norfolk are worth around £16 million a year to Norse and now provide employment for more than 200 people.
Norse has also recently agreed a 10-year deal with seven Norfolk district and city councils, for the recycling of dry materials at its Materials Recycling Facility (MRF) on the outskirts of Norwich, which is scheduled to start in October of this year. The agreement has seen around 110 staff move to Norse under Transfer of Undertakings (Protection of Employment) regulations. The company has also created an engineering apprenticeship at the MRF site. Norse supplies the workforce for Materials Recycling Facilities (MRF) in Norwich, which processes hundreds of thousands of tonnes of household recyclable waste a year, helping to reduce the amount of waste sent to landfill.
Mitie beds in Barton Mitie has promoted Andy Barton to operations director for its landscapes business. Barton has worked in horticulture for 14 years in all, the last 12 at Mitie – most recently as head of operations for the southern regions. Mitie’s landscapes business delivers grounds maintenance and landscaping services to clients ranging from blue chip financial organisations to retail and property management companies throughout the UK.
Balfour Beatty sees shortfall International infrastructure group Balfour Beatty expects a shortfall in its construction business, according to its interim report. Most parts of the group are trading in line with management’s expectations, but the company expects a £30 million shortfall in its UK construction business in 2014. Group pre-tax profits for 2014 are expected to be in the range of £145 to £160 million, significantly lower than forecast. Separately, it was announced that Steve Marshall has taken over as caretaker executive chairman following Andrew McNaughton’s departure.
Gibbs takes over at SPIE Electrical, mechanical engineering and HVAC company SPIE has appointed Steve Gibbs as managing director of its facilities services business. He has 25 years’ in construction and facilities management and joins SPIE UK from his role as director of operations at Cofely Workplace. He will work with teams across the UK on commercial, educational, industrial and public sector projects. FM WORLD | 22 MAY 2014 | 11
15/05/2014 14:10
FM BUSINESS IN FOCUS
THE ISSUE: Diversity in the workplace and FM THE INTERVIEWEE: Karen Govier, diversity and inclusion manager at Mitie
Beat adversity with diversity Last month, Mitie announced a partnership with Remploy, the government-owned specialist employment services firm that aims to get the disadvantaged and the disabled into the workforce (see News, page 8). Mitie has been working with Remploy since 2012, but the move formalises their partnership. Increased diversity is an issue that companies are told is vital to their culture and workplace. And yet it’s a subject frequently consigned to the back burner when focus turns to more immediate financial goals.
Effective workforce Mitie is portraying an energetic attitude towards diversity and inclusion. And Karen Govier, the company’s diversity and inclusion manager, suggests that the company is already aware of the need to be practising what it preaches. “In our property services division we have people who are working within people’s’ homes, taking out people’s bathrooms and kitchens. We could be in the home of a vulnerable person, one with a disability or a female who doesn’t want a man working in the home. We make sure we accommodate accordingly. “We’re very aware of aligning 12 | 22 MAY 2014 | FM WORLD
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our public face with our values.” Working with Remploy, Mitie has set itself the target of trebling the number of disadvantaged and disabled people it employs over the next three years. Potential candidates will undergo “intensive pre-employment development training to ensure that they are fully supported and prepared for the workplace”. Govier says that this announcement is a development on what the organisation has been doing for a number of years – recognition that if differences among people are managed properly then a more effective workforce is the result. “That’s where we need to be and it’s also where we want to be as a business because we want to attract the best people to join us as well as work with clients who are in the same place,” she says. “We’ve been working very strongly with diversity since 2009,” says Govier. The challenge seems to be in keeping diversity practices consistent as Mitie adds to its expanding portfolio.
“Sometimes when we acquire new businesses or TUPE people in, that’s where the transparency can sometimes fall down because systems in other organisations may not be necessarily ‘on the same page’ as Mitie is right now [when it comes to diversity]… We want these other organisations to understand why we regard disability as especially important for us,” she says.
Disability defined And when Govier uses the word disability, she acknowledges that this could mean a number of things for different people. “The definition of disability in the Disability Discrimination Act is not necessarily how people would see themselves,” she says. “Someone may develop diabetes or epilepsy [during their working life]; we want to give the message that we can support them and it won’t be a barrier to progression.” Mitie plans to introduce a “Disability Passport Scheme” for employees in the coming months, says Govier. This is a passport-like
“We want other organisations to understand why we regard disability as important to us”
book owned by the employee in which details any health condition are contained. “It will show what an employee’s needs are, and it’s something that they can take with them throughout the business if they move,“ says Govier. Mitie will also work with Remploy to raise awareness throughout the organisation. It is training line managers and other staff in areas such as disability awareness, with more sessions covering mental wellbeing to come in the summer, says Govier. Mitie is also looking at the need for employers to be more agile and flexible to an employee’s needs, encouraging diversity. It is considering making changes to work shifts. “Twelve-hour shifts, for instance, can be a barrier for some people, such as women with caring responsibilities.” This can deter certain people from working in areas such as security. “In such a situation we may break shifts down into more manageable eight-hour portions so other groups will be more attracted to a role,” says Govier. As diversity is an issue many companies need to tackle but may find it hard to act on, Mitie also plans to create a network where a “no-holds-barred conversation about diversity challenges”, solutions and ideas can take place, according to Govier. Mitie is also working with Remploy on its ‘Ready 2 Work’ scheme, which aims to improve the skills of economically inactive people and get them into work. “For some people, getting back into work is the biggest barrier they face. They have to get their self-esteem back up and the scheme helps them do that,” says Govier. She says this could include any group, whethe an older person, a woman returning from maternity leave or those from ethnic minorities. www.fm-world.co.uk
15/05/2014 14:10
Introducing the new NEC
for
FM suite of contracts
NEC’s unique philosophy of collaborative partnering is transforming the acquisition of services and suppliers around the world in a variety of industries. Bringing better relationships, increasing transparency, fostering trust and ultimately saving time, money and increasing standards. In fact, our facilities management contracts are the only DPOUSBDUT PGmDJBMMZ FOEPSTFE CZ BIFM.
NECfor FM NEC® contracts and supporting documents for facilities management BIFM Good Practice Guide on Procurement How to use NEC®3 in Facilities Management NEC3 Term Service Contract NEC3 Term Service Short Contract Term service contract | Guidance notes Term service contract | Flow charts
g#ROWN #OMMERCIAL 3ERVICE WILL BE USING THE .%# 4ERM 3ERVICE #ONTRACT AS THEIR NEW &- -ODEL Contract and welcomes the ‘NEC FOR &- INITIATIVE BETWEEN ")&- AND NEC to provide guidance and support GOOD PRACTICE IN &- PUBLIC SECTOR procurement.” Crown Commercial Service
Term service short contract | Guidance notes and flow charts NEC3 How to Write Service Information NEC3 How to use TSC Communication Forms
neccontract.com
Includes the new How to use NEC3 contracts in FM
neccontract.com p13_FMW220514.indd NEC 280x210.indd 1 2
The box set includes: r ")&- 'OOD 0RACTICE 'UIDE r (OW TO USE .%# CONTRACTS IN &r .%# 4ERM 3ERVICE #ONTRACT r .%# 4ERM 3ERVICE 3HORT #ONTRACT r .%# 4ERM 3ERVICE #ONTRACT 'UIDANCE .OTES AND &LOW #HARTS r .%# 4ERM 3ERVICE 3HORT #ONTRACT 'UIDANCE .OTES AND &LOW #HARTS r (OW TO 7RITE 3ERVICE )NFORMATION r (OW TO USE 43# #OMMUNICATION &ORMS
13/05/2014 12:34 12:01
FM OPINION THE DIARY COLUMN SIMON FRANCIS
“THIS YEAR WE HAVE THE ADDED PRESSURE OF UPGRADING OUR CAFM SOFTWARE AND RELAUNCHING OUR HELPDESK AT THE SAME TIME”
Local Authority
Simon Francis is senior facilities manager at the University of the Arts London
ALIG N IN G SERVI CE DEL I V ERY WI T H T H E COR E BU S IN ESS
taff have worked hard to develop new S helpdesk processes, align the system with service level agreements and create a customer interface – now it’s crunch time It’s time for my team to support the many end-of-year shows and events that are the highlight of the academic year, marking the end of many students’ journeys with us. I’ve written before about how we support our customers through this period, but this year we have the added pressure of upgrading our CAFM software and relaunching our helpdesk at the same time. To improve performance and professionalism and to develop
an FM approach that better aligns service delivery with the core business, the Universities Estates Helpdesk was brought back in-house a year ago. An internal team was recruited to run it with a strong focus on improving customer service to improve the student experience. Significant investment has been made in upgrading the Archibus CAFM software on which the Helpdesk operates. When you read this the web-based all-singing, all-dancing
FM NHS Consultant Trust
system will be in operation. Timing has not been ideal; a series of other projects and IT issues delayed the original launch date. But I fully expect the improvements in communication and administration that the new system will bring to make a real impact on our service delivery. To cut the risk we have done a campus-by-campus soft launch, running our systems in parallel and training our teams one at a time. We will also implement an automated link between our Archibus system and our M&E provider Maximo system. I have been ably supported by my helpdesk manager, IT colleagues and our Archibus reseller. Alongside this link we
will work with our service partner to ensure all frontline staff, in-house or contracted, are suitably trained to use the system, particularly on how to enter information into the system that will be used to update the customer. After all, while the systems we put in place can have a big impact on both performance and the perception of our performance, it is the people delivering the service that we succeed or fail by. The challenge is in influencing our people to consider the impact on the customer in all they do. But I’m confident that we have the right people and partners to make our launch a success.
BEST OF THE WEB Views and comments from across the web Do I know enough legislation? (BIFM group): Norman Abrahamsen: No
one knows anywhere near the amount of statute, industry standards or best practices within the wide field that is FM. If they think they do, well, that is a worry. If in doubt ask your peers. You do not have to be a competent person in all areas, but you do need to have one available. However, you should have a working knowledge of what is 14 | 22 MAY 2014 | FM WORLD
14_Opinion.indd 14
required for compliance within the industry where you work as an FM. Teresa Higgins: It’s not knowing the answer, it’s knowing where to find it quickly. Standing offices? (BIFM group): Denise Booth-Alexander:
Standing most of the day is just as bad as sitting. Certainly you could offer the facility and this may suit some, but not all. There are professions that require all day standing
and these come with their own health issues. Neil McDiarmid: In my first job we had a ‘sit and dial, stand and pitch’ policy and all the desks were about chest height so we could make notes without having to bend down too much to do so. I don’t think the employer did this with our longterm health in mind, but it did help create a buzz in the office and it’s something I still do now from time to time. You might get some strange
looks from colleagues but I’d recommend standing. More FM on the Death Star (BIFM group): Simon Gwinn: Waste
management and vermin control of the trash compactor would also need highlighting at the weekly Imperial meeting. H&S issues need to be addressed if people are falling into the skip areas. Ellis Smith: While R2 and CP3O were captive aboard the AT-TE Walker I was disappointed to note that
WEEE regulations were not being adhered to. Stuart Logan: Yet another situation where a design team haven’t taken advice from a FM, resulting in inconvenience and cost to the client. The unguarded edges and pest control issues are valid points, but who on Earth (or Coresaunt) would install a thermal exhaust port without a vermin guard? Surely this could have stopped an irate farmhand throwing explosives as far as the reactor. www.fm-world.co.uk
15/05/2014 11:39
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BEST OF THE
FMWORLD BLOGS
THE END IS NIGH! For HCFC R22
Archie
From the end of 2014, the use of the popular refrigerant R22, for equipment service and maintenance purposes, becomes illegal.
Global Institute of Nowhere Archie was told that the office move was all about sharing. Things that were once his now belonged to everyone. And things that belonged to others now belonged to him. Everything that once belonged to him was put into crates with everything that belonged to everyone else. In the new office, everything was the same. Same desks, same chairs, same lamps, same cupboards, same wires. He looked at his workmates, and against the backdrop they looked even more irregular. People who once all looked the same in a world of difference, now all looked different in a world that was all the same. The following morning the desk Archie had been sitting at was occupied by Martin. The stapler he had filled was being used by Patsy. Archie wrote his name on the chair and the stapler. Flags in the sand. The next day, Melvyn was in the chair with Archie’s name on. Cherie was clipping finance statements together with the stapler on which his name peeped beneath her painted nails. The morning after, Archie settled at a desk and calmly removed all of his clothes, folded them, and laid them on the back of the chair. He sat down and logged on. No one noticed. Read the full article at www.tinyurl.com/kkjh2um
For older cooling plants still operating with R22 refrigerant, be they industrial, process or commercial, time is running out!
The myth of collaboration Rogier Noort, petervan.wordpress.com The other day my wife saw a message from a colleague; they’re moving her to a flex desk. “I’m no longer allowed to place a photo of my grandchildren on my desk,” she said. Her work is routine, she’s not allowed to work from home, needs no collaboration, and nobody wanders in looking for a place to work. That department does not need flexible workspace. What it needs is a working environment where it’s OK to have a family picture. There are several ways to SocBiz. Some say the business goals have to be aligned to social, or we need to measure everything first, or we have to have a Digital Village first. Others reshuffle the office floor. Serendipity is guaranteed as you never know who you’re going to sit next to. The myth is that you have to collaborate all the time. I need to concentrate; my work needs to be accurate and creative – two things I can do alone. You can’t force people into a collaborative state of mind. Shuffling desks and taking away personal offices does not guarantee collaboration. The other aspect is physical and emotional space. In a collaborative space, any time somebody can come up behind you and look over your shoulder. It doesn’t invite me to collaborate with the people who look over my shoulder because I feel they are intruding in my privacy zone, my creativity zone. When I’m working on something I like to write all the way to the end with a revision or two before I let anybody read it. Most people in the office have nothing or very little to do with your work. The odds of serendipity are against you. Even if you plan everything to enhance those chances. Everything else is just noise. An office should provide spaces for all sorts of productivity styles. Employees should be involved in the design, their opinions should drive the change. Read the article in full www.tinyurl.com/p5tb4z6
www.fm-world.co.uk
15_Opinion.indd 15
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U K D a i k i n d i s t r i b u t o r f o r o v e r 33 y e a r s
N O B O DY K N OWS DAI KI N B E T TE R
FM WORLD | 22 MAY 2014 | 15
15/05/2014 11:40
FM FEATURE
DURHAM CATHEDRAL
JAMIE HARRIS
Jamie Harris talks to Tom Billington, facilities manager at Durham Cathedral, on the challenges of FM in a 1,000-year-old building, and plans to bring it into the 21st century he scene is quintessentially English. A tiny NorthEastern city, cobbled streets and cafés tucked away and a gorgeous Romanesque structure – two, in fact - Durham Castle, and next to it, Durham Cathedral. Within the confines of the cathedral walls, facilities manager Tom Billington is hard at work. Six months into the job, Billington has found the role a drastic change from his previous role at the Olympic Park in London. His office, for example, is in a converted barn. He is, however, revelling in his task. “It is a huge conservation job,” says Billington. “’Urgent’ here is nine months. I’m used to things that need doing yesterday. There is so much planning and project management involved here. We have a 25-year stone conservation programme, where we can keep on top of what areas of the cathedral need taking care of.”
T
JOHN MILLARD/UNP
Out of the office On some of the walls the faint marks of multi-coloured murals remain, giving a glimpse of how the building looked 1,000 years ago. Billington’s task is to bring the FM process into the 21st century, while preserving the architecture and feel of such a delicate building. He is grateful to be working with Iain Wilmshurst, the works yard manager, and Phil Abson, the building services manager, who have been working at the cathedral for 40 and 36 years respectively. Their experience, as well as the knowledge of an
16 | 22 MAY 2014 | FM WORLD
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on-site archaeologist (required by law) and a variety of consultants – including neighbours Durham University Archaeological Services – allows Billington to take minute aspects of the building’s condition into account. The site’s maintenance and conservation team comprises a number of skilled labourers. Cleaning and restoring the stonework, for example, must be carefully managed. “We have six stonemasons on site,” says Billington, “as well as two joiners and a cathedral architect and surveyor, who is required by law. “On top of keeping the building clean, we must replace some of the facades because the structural integrity is dropping.
BACK TO THE
FUTURE www.fm-world.co.uk
15/05/2014 16:28
DURHAM CATHEDRAL
www.fm-world.co.uk
16-19 Durham.indd 17
FM WORLD | 22 MAY 2014 | 17
15/05/2014 16:28
FM FEATURE
DURHAM CATHEDRAL
One of the bigger jobs is rebuilding one of the pinnacles over the next few years.” Billington is used to demolition and rebuild jobs. The pinnacle must be carefully taken down and as much of them as possible conserved. The site is also composed of surrounding buildings, all Grade I listed, and the adjoining woodland areas down towards the river, which are maintained by two full-time grounds people. The Chorister School the Preparatory School where the Cathedral’s choristers are educated - also sits on site. As this part of Durham is a UNESCO World Heritage site, Billington and his team must abide by the ‘Care of Cathedrals Measure’, which outlines a number of approvals requirements that must be met before any significant works can be carried out. Each cathedral is also issued with a Quinquennial Inspection Report. Within the Church of England every church building must be inspected by an architect or chartered building surveyor approved by the Diocesan Advisory Committee (DAC) every five years. This details any necessary repairs and conservation works that must be undertaken. Each cathedral must also appoint a non-executive fabric advisory committee. “It takes a long time to get things approved,” says Billington. “Before you can actually get on the ground and do it, you’ve got a few months of talking to the right people.” JOHN MILLARD/UNP/ALAMY
Modern day However, Billington does not have time to be frustrated by these approval delays when work is also being undertaken to suppress spiralling maintenance costs. Billington estimates
18 | 22 MAY 2014 | FM WORLD
16-19 Durham.indd 18
JAMIE HARRIS
STATS Cathedral length: 143m Central tower height: 66m Staff: 120 (up to 720 volunteers) FM team: 15 (in-house) Maintenance team: six stonemasons, two joiners, one handyperson Restaurant caterer: Elior
“We’ve had a lighting consultant in to see how much of the costs we can cut. Any money saved is money to spend on conservation and repairs.” The cathedral’s operation is one big juggling act. Billington’s job is to prioritise which part of the building’s conservation is most important, allocating funds and planning for the future. “We are a charity, and much of this work is paid for through donations and grants,” he explains. There is a full-time development team to focus on the source of income. that the building costs up to £60,000 per week to run, with the majority of this cost coming from under-floor heating that was installed in the 1960s and a ‘theatrical lighting scheme’, implemented in the 1990s. “It’s all very old, but it works very well. We also have convector heaters in the towers that need replacing.”
As FM, Tom Billington is tasked with conserving the ancient while introducing the modern at one of the most culturally sensitive sites on Earth
The role of the FM A large part of bringing the cathedral’s operation into a more process-driven setup was the introduction of Billington’s role itself. Before he arrived in November, the role of facilities manager at Durham Cathedral did not exist. Says Billington: “The cathedral architect suggested appointing an FM as we needed www.fm-world.co.uk
15/05/2014 17:03
DURHAM CATHEDRAL
Founded in AD 1093, the cathedral is regarded as a foremost example of Romanesque architecture
someone to take a strategic overview and project manage the works on site.” Billington is now in the process of gathering information on the site. The cathedral is currently undergoing a site-wide fire risk assessment, as well as other surveys before any major conservation work. The position was created to make additional capacity to work with the Head of Property and the existing team, as well as the Cathedral Architect to meet ongoing conservation and maintenance needs of the building.
iPad prayers Billington has big plans for the next few years. The cathedral has recently been equipped with Wi-Fi, and he explains that what was once a plan to install an information screen at one end of the cathedral, without a series of network cables running up pillars, has snowballed into a multi-purpose project. www.fm-world.co.uk
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“For the security side of things, I wanted to do it, because it would give us the infrastructure to have an IP CCTV system, a wireless alarm system and sensors in the cathedral,” he says. “We’ve put enough access points in so that the education department can go around and give tours with iPads in the near future. Eventually we’d like people to come in and download the Durham Cathedral app.” The increased network coverage on site allows the possibility for Billington to introduce a building management system a fully integrated fire alarm system and a security network. Security is a particularly complex issue for a place of worship. By its nature, a cathedral adopts an ‘openhouse’ policy. The intricate security planning is made more complex throughout the year with a number of events, from university congregations to Christmas services, Royal visits and TV and film crews working on site (the cathedral was extensively used in the Harry Potter film franchise, and the BBC TV Antiques Roadshow programme will be recording on site in September). With ancient relics and a boarding school to take care of on top of that, as well as a structure that is a millennium old, there is a lot to keep an eye on. “We have 24-hour manned guarding, and our head of security lives on site,” Billington explains. “But we hope to move to a more modern approach with new security systems.”
Cherished heritage Billington, like any FM, is the curious type, always looking to learn more at every turn. “I’m considering doing a Master’s course at Durham
EVOLVING PROJECT
OPEN TREASURE
University in international cultural heritage management.” “Any time I’m in London, I like to go around and have a look at how they do things. Recently I was at the Natural History Museum, where the inside is clay and terracotta, not stone, so it’s dealt with differently.” For now, the team in Durham has a plethora of areas on which to focus. “I want to make things as efficient and modern as possible, but we don’t want to lose sight of what the point of the place is.” A lot of cathedrals are still very ‘old school’, says Billington, while others re run in a much more modern manner. As a structure voted ‘Britain’s Favourite Building’ a number of times in recent years, retaining Durham Cathedral’s characteristic appeal is of paramount importance. Combining this reuirement with the modernisation of its operation is where the challenge lies. FM
The collections at Durham Cathedral are extraordinary. Copies of the Magna Carta, and ancient relics of St Cuthbert and books dating back to the 6th century reside on site. First editions of works such as Darwin’s On The Origins Of Species, and Sir Isaac Newton’s Principia, published in 1713, are also in the collection. The cathedral is in the midst of a major development project called Open Treasure designed to transform the way visitors can enjoy the cathedral and be inspired by it. Completed projects include the creation of a new Cathedral Shop and the refurbishment of the restaurant in a medieval undercroft that for the first time in over 100 years now has all 13 bays of its vaulted ceiling visible. An archaeological excavation has just been completed in the 14th century priory kitchen ahead of it becoming part of a series of gallery spaces to display the cathedral’s collections and loans from other institutions - a project part-funded by the Heritage Lottery Fund. In the developed space, St Cuthbert’s tomb is to be displayed, along with other remnants and the copy of the Magna Carta. The team must take great care with any loaned items. “If someone is loaning their most prized possession to us, they will tell us what conditions it must be placed in,” says Billington. “In a new building, it is easy to take control of the atmosphere. But maintaining a constant temperature in the cathedral is difficult. We cannot just heat it – if the humidity rises, the stonework will start to deteriorate, costing millions in restoration work in the long term. “We have got to look after the building as much as what is on display.” There will be an increased security operation too, as well as a requirement for more gallery attendants. “If someone comes and steals the Magna Carta, it’s not just Durham Cathedral that gets upset – it’s the whole country.”
FM WORLD | 22 MAY 2014 | 19
15/05/2014 16:29
WELCOME TO THINKFM 2014
INFLECTION POINT Speaker after speaker at this year's ThinkFM conference pointed to systemic changes in the nature of the workforce as stimulus for greater co-operation between FM and other 'departments of empowerment' in order to provide optimal workplaces. The FM World team was on hand to report
I
t should not, perhaps, surprise too many that the slippery nature of FM’s value to organisations came up on more than one occasion at ThinkFM, with “long-term cultural shifts” required to ensure “more fulfilling working lives” – and that was just the first speaker, CIPD chief executive Peter Cheese. What was different, perhaps, from other FM events was the comforting confirmation, from 20 | 22 MAY 2014 | FM WORLD
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a variety of people outside of the sector, that FM mattered, indeed really mattered – and that this was now a pivotal time, or in the words of Peter Cheese an “inflection point”, at which facilities management had a golden opportunity to impose itself as a key player in debates about the future of the workplace and how workplace performance is measured. From worker wellbeing to the changing structure of the NHS,
from the groundbreaking triborough outsourcing deal to a call for 'adaptive leadership', speakers offered a variety of valuable insights. Much was made of “the challenge”, to FM, and indeed to others too. If ever FM as a profession felt alone in the world, ThinkFM made it clear that those representing other aspects of business performance appreciate FM's role. Following Minister for Employment Esther McVey as
the last address of the day, the BIFM announced a strategic partnership with the Chartered Institute of Personnel and Development (CIPD). “Championing better work and working lives” is the latter body’s mission statement, and it's interesting to reflect on how close to FM's own mission that is. Over the following pages we detail the presentations put forward by the speakers and some initial responses to them. www.fm-world.co.uk
15/05/2014 16:26
Baroness Oona King (House of Lords and Channel 4), told delegates: “To change things you need to walk that fine line, which takes you to the very edge”
Above: BIFM CEO Gareth Tancred addressed the event's 300 delegates at the conference at Kings Place in Central London
PHOTOGRAPHY: JOHN SANDERS
Sponsors
www.fm-world.co.uk
20-21 Think FM intro.indd 21
FM WORLD | 22 MAY 2014 | 21
15/05/2014 16:26
PETER CHEESE, TRENDS IN THE WORKPLACE AND WORKING ENVIRONMENT
RESPONSE “What I found really refreshing was the idea that HR and FM are already working close together. We service the same people and we both need to take a step up and really start to set the standard on leadership, not simply the workplace” Liz Kentish, managing director, Kentish & Co
MEGATRENDS FOR CHANGE The fast-moving transformation of the workplace provides an opportunity for HR and FM to work together PETER CHEESE, CHIEF EXECUTIVE OF THE CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT (CIPD)
JOHN SANDERS
TRENDS IN THE WORKPLACE AND WORKING ENVIRONMENT – IMPACT ON PEOPLE, PRACTICES AND WORKPLACE DESIGN 9.20AM-9.50AM As the workplace and work environment changes there are opportunities for human resources and facilities management to work together. Peter Cheese believes the
22 | 22 MAY 2014 | FM WORLD
22-23 Think FM Peter Cheese/John Hinks.indd 22
professions are at an “inflection point”. Both have a chance to create better working lives for the employees they serve. Cheese cited a number of “megatrends” affecting the workplace. These include a more volatile and less predictable economy, a more collaborative and flexible work structure; a more diverse and demanding workforce and a balance between formal and informal structures. These shifts meant the workplace was changing and that there was “no longer a job for life, but a life of jobs”. The HR profession has a major role to play in shaping the future of the workplace, but it needs to work closely with other functions and disciplines, including FM. "It’s about how we think
about the workplace in all its connotations; different people with their different needs. And it's also about how you ingrain your company's set of values into the workplace." A company has to stress its values in order to really start affecting change within its culture. And it's also important to tailor the workspace to the company – not everyone wants a headquarters like Google. FM IN SUMMARY ● A major evolution is occurring
and all professions involved should seize positive opportunities to change the workplace; ● There are no longer jobs for life but a life of jobs; and ● Workplaces should reflect company culture.
“It is good to be thinking slightly differently about what makes staff more productive. It was a fantastic piece of description. FM gets so caught up in boilers that they don’t think enough about other aspects that are needed to make our employees comfortable” Liz Buys, operations director, Ward Security “The physical environment is always an expression of corporate culture and is a good indication of how staff is valued. What is invested in staff space shows how much you value people and that really resonated with me” Al Lewis, facilities manager, Cafod “It was good to see someone representing the HR industry recognising the interrelationships between the people and the spaces. It has been a missed opportunity [for FM] in the past” Carl Longworth, corporate property, National Grid
www.fm-world.co.uk
15/05/2014 17:09
JOHN HINKS, PRODUCTIVITY, THE WORKPLACE AND FM
RESPONSE “[It is a] good reference that productivity is a team effort, something we identify with in security as it’s the combination of efforts and inputs both on and off site which delivers the outputs and value” Rachel Parker, director south, Wilson James
OUT WITH THE OLD, IN WITH THE NEW Businesses needs to get into a different and less rigid mindset about how employees work if they're get the best out of their workforce JOHN HINKS, GLOBAL HEAD OF INNOVATION FOR ZURICH CORPORATE REAL ESTATE & FACILITIES MANAGEMENT PRODUCTIVITY IS DEAD, LONG LIVE PRODUCTIVITY? A PROVOCATION TO THINK DIFFERENTLY ABOUT PRODUCTIVITY, THE WORKPLACE AND FM 9.50AM-10.20AM The relationship between the workplace and business productivity has been a muse to the FM industry for more than two decades, according to Professor John Hinks. At ThinkFM, Hinks argued that FM needs to adapt its approach because the changing nature of work is affecting productivity.
Technology has altered where, when, how and how much people work. As a result, the relationships between people, the workplace and business is changing. Companies need to move towards a new type of productivity and away from the old model. The old model is more rigid, whereas the new model involves people having more freedom to determine their work style and work location. Facilities managers can play a key role in overseeing the changes that need to be made in the evolving workplace. Companies often give the psychological and psychosocial aspects of managing a workplace a low priority. They tend to focus FM efforts on the basic tasks in an office like acoustics, lighting, ergonomics, safety, personal space, cleanliness, storage, décor and space. But FMs could play a more
significant role in tailoring a workplace to an employee’s preference and, in turn, improving the wellbeing of employees, which could lead to enhanced productivity. Mediating psychosocial and psychological factors would mean FMs being instrumental in manoeuvring employees’ personal work style preferences, managing territorial behaviours and conflict, privacy needs and work relationships. FM IN SUMMARY ● FM and workplaces facilitate
productivity, but the impact on work may not be instant, direct or linear; ● The workplace, work and people operate as a complex system; and ● Think more about the person. Sources Individuals And Environment: A Psychosocial Approach to Workspace by Gustave Nicholas Fisher www.amzn.to/1sRxQVs
“His message of pushing the industry to think less of the basics of FM and of more sophisticated approaches was good because it starts to professionalise the profession. It also gets people thinking more widely in order to see the links between different professions and get out of silo thinking” Adele Cassidy, marketing manager, IT-Consilium “He made some valid points on productivity and how FM needs to move into other areas… but it’s difficult to sometimes get backing from senior management to implement them” Jacob Venn, building services manager at Simmons & Simmons “It’s really important to be able to measure intangible activity like Hinks said. For example, a lot of people don’t realise the value of missed phone calls, but it can affect productivity. If your phone is not being answered you might be losing customers because they can’t communicate with you” Julie Hulme, business development manager, Moneypenny
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15/05/2014 17:09
BARONESS OONA KING LEAVE YOUR COMFORT ZONE
POSITIVE INFLUENCE It is time for FMs to exert their influence and challenge their organisations to make positive changes that could affect our whole environment, says former minister
BARONESS OONA KING, HOUSE OF LORDS AND CHANNEL 4 LEAVE YOUR COMFORT ZONE 10.20AM-10.50AM Oona King shared her thoughts on how FMs can increase their influence and bring about change to enable their organisations to thrive. Sometimes you have to make people uncomfortable if you want to bring about positive change, so do you value your role enough to take yourself and your organisation out of the comfort zone? King warned: “If you want to change things you need to walk that fine line, which takes you to the very edge.”
JOHN SANDERS
Adaptive leadership FM is important because it either creates or restricts inclusive environments, increases or decreases risk to business, and promotes or prevents
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sustainability, said King. But are FMs fully harnessing their influence in their organisation? “When was the last time your department or company clearly articulated your belief that your existence is beneficial to the planet – not just to the shareholders, but to everyone?” she asked. Quoting from the book The Practice Of Adaptive Leadership, she explained how and why practising adaptive leadership can help organisations adapt to change. This requires a number of elements, not least challenging your boss – something King did when working for former PM Gordon Brown. “Most people in a position of authority – even if they’re wellmeaning – don’t promote positive change, they just keep the wheels turning. They don’t check if they’re driving in the right direction and they don’t lead people to a different place.” All great leaders will start
with the “why”, and if you can’t explain to the people you want to lead why something needs to be done you won’t bring them with you and get the change you want, she said. First articulate your belief – then draw up the plan, she counselled, after all, Martin Luther King’s speech wasn’t called “I have a plan”.
The key adaptive leadership tests are: 1. Diversity: What is the make-up of your management team and your board?; 2. Experiment: Does your environment encourage innovation?; 3. Solve the right problems, not the wrong problems; 4. Be conservative & progressive; 5. Have the dream first, then write the plan; 6. Once you articulate the dream, push yourself and others outside your comfort zone; 7. You don’t have to change that much, but ensure that the change is potent; 8. Do challenge the expectations of the people who hire you; 9. Learn to manage loss for yourselves and others; and 10. Be a little bit crazy. FM IN SUMMARY ● If you stand up for what you
believe in it may come with a price; ● Have courage to make changes; ● Book: The Practice of Adaptive
Leadership: Tools and Tactics for Changing Your Organization and the World by Ronald Heifetz
RESPONSE “It was wonderful to hear a speaker who for me chimed in the way I work in a daily basis. Her whole thought process was about taking people to the edge, getting them to adapt, alternative ways of leadership and bringing people with you” Stephen Welch, director of facilities/Keeper of the House at Northern Ireland Assembly “I liked her thoughts on standing up to managers and telling them what you really think – it might not work in every situation, but I like the idea of taking those risks" Suzanne Jackson, HR director at Emprise Services “Oona's presentation gave us all food for thought on how we can be adaptive, yet progressive” Jane Wiggins, director, FM Tutor & Associates Ltd
www.fm-world.co.uk
15/05/2014 16:30
LORD RUPERT REDESDALE FOCUS ON ENERGY
are you going to win contracts?” The answer is to call on the expertise of the energy manager, which, given the cost of calling in an external consultant, could be the FM. “Reducing energy use will become mandatory over the next four years and we see FM as key to this,” he said, which is why the EMA will be working with the BIFM among others to develop a series of energy management training courses. FM IN SUMMARY ● Organisations must find ways to
reduce energy use; ● The government will make
energy saving mandatory;
Energy shortages and price hikes over the next few years will present FMs with challenges and opportunities, says an energy management expert
SAVING YOUR ENERGY LORD RUPERT REDESDALE, CEO, ENERGY MANAGERS ASSOCIATION FOCUS ON ENERGY 11.30AM-12.05PM
Powerful role As the cost of energy is predicted to double over the next five years, there could be opportunities for facilities managers to take on the role of energy managers. To assist this process the Energy Managers Association (EMA) will be offering training opportunities for FMs to qualify
as energy managers who, once qualified, will enable their organisation be recognised as a Low Energy Company (LEC). This new LEC status could soon become a requirement to win contracts, meaning a suitably qualified FM would play an essential role in their business.
Energy cost hike With a fifth of our power stations due to go off-line, and the government having failed to make sufficient investments in alternative energy sources over the next two years, we could be down to a half-percentage point difference between energy supply and demand, warned Lord Redesdale. This means the UK could be facing brownouts on the grid by 2015. Members of the EMA have predicted that energy prices will double over the next five years, which means energy prices will soon become a higher cost per square metre than rent. If all this isn’t enough, by 2018, new legislation will come in that means that landlords will not
be allowed to rent out a building that is not F and G rated. And the way in which we work isn’t helping either. What is the cost of an email, he asked? Because if you’ve more than 10,000 on your system that’s the equivalent of a family’s winter fuel bill in carbon emissions. Working styles could also be affected. For instance, flexi-working might not be as attractive to businesses because if you keep buildings open longer their energy costs will be higher. So Lord Redesdale’s question to FMs was: “How are you going to keep your business alive and how
● FMs with energy management
qualifications will be in demand; and ● www.thecma.org.uk/ for more information.
"Reducing energy use will become mandatory over the next four years and we see FM as key to this" LORD RUPERT REDESDALE
RESPONSE “Anybody who talks about the risks of power cuts by 2015 certainly gets my attention quickly” Andrew Thompson, Workplace Law “The introduction of mandatory energy management policies may be something that many in FM might have been aware of, but not that the cost of energy is set to soar over the next two years. There are, however, opportunities for FMs to make a positive contribution to managing their organisation’s energy use” Matthew Potter, partner, Birketts LLP
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15/05/2014 16:30
MAX FARRELL, THE FARRELL REVIEW OF ARCHITECTURE AND THE BUILT ENVIRONMENT
ARCHITECTS OF CHANGE An outline by Max Farrell on the main findings of the Farrell Review of Architecture and the Built Environment revealed the absence of FM input to the research
DAVID SHARP, MD WORKPLACE LAW MAX FARRELL, PARTNER AT FARRELLS THE FARRELL REVIEW OF ARCHITECTURE AND THE BUILT ENVIRONMENT 12.05PM-12.40PM
JOHN SANDERS
Architectural review In January 2013, renowned architect Sir Terry Farrell was asked by Ed Vaizey, Minister for Culture, Communications and the Creative Industries, to undertake a national review of architecture and the built environment. In this presentation Max Farrell, son of Sir Terry and a partner at his firm, gave a broad outline of the review’s findings. He was introduced by David Sharp, MD of Workplace Law, who was surprised that the review had remarkably little input by the FM sector. However, Max Farrell did invite interested
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parties to get involved by responding to its findings.
Farrell review facts The purpose of the Farrell review was to examine the role of architecture and the built environment and how it can help develop high-quality design and innovation. It was undertaken by Sir Terry Farrell and his team, who were in turn advised by a panel of industry leaders from education, outreach, urbanism, architecture, property and philosophy. But as David Sharp noted, of nearly 200 people who contributed through various workshops, there wasn’t any FM input; while of the 11 institutions that gave their formal feedback not one of them was from FM. According to Max Farrell, the review was intended to be much wider than just architecture. “We thought it was important to be a lot broader and look at the bigger picture. We also thought
the objective was not to talk to ourselves as an industry, but engage with the wider public and make architecture and the built environment a big public issue.” The report examined five core themes: Education, outreach and skills, design quality, cultural heritage, economic benefits and built environment policy. One of its main findings was that instead of relying on an outdated planning system, there should be more proactive reviews of existing places,
under the acronym PLACE, meaning Planning, Landscape, Architecture, Conservation and Engineering. Max Farrell also questioned the role of government in the management of the built environment, reporting that the review met with 17 government departments, which (for the first time) shared their experiences of key issues like accessibility, procurement and sustainability. This, he said, showed why there is a need for more consistency. Accordingly, Farrell recommends the appointment of a chief architect in much the same way as the construction sector has a chief construction adviser. The review can be downloaded from www.farrellreview.co.uk and FMs or other interested parties are invited to add their thoughts and recommendations to the site. FM IN SUMMARY ● Farrell review intended to cover
architecture and built environment; ● Five core themes: Education,
outreach & skills, design quality, cultural heritage, economic benefits & built environment policy; ● Variety of recommendations made by review team; and ● FMs invited (belatedly) to take part in response to the review.
RESPONSE “I was very disappointed to see that the Farrell review had absolutely no mention at all of facilities management, and it seems to me as academics and FM are fighting to be recognised for what we do, and we're missing an opportunity to join forces with other disciplines within the built environment” Simon Ashworth, Zurich University of Life Sciences “Disappointing to hear that FM has not been involved in the Farrell review; we need more industry bodies to be more inclusive and ThinkFM!” Karen Ford, director, Comet Advisory
www.fm-world.co.uk
15/05/2014 16:31
GUY PALMER, FM AND THE ECONOMY
Could the economic upturn bring fresh opportunities for FM to move away from being perceived as a cost centre to take a place at the top table?
ADDED VALUE GUY PALMER, DIRECTOR, DELOITTE REAL ESTATE CONSULTING FM AND THE ECONOMY 2.00PM-2.30PM
Economic survey FM has gone through a period of rigorous cost-cutting as a result of the long recession, which, suggested the speaker, did not impact as much on organisations as many working within facilities management might have envisaged. This suggests that FM has been viewed in recent years as simply
a cost centre, but now that the economy is picking up there may be some fresh opportunities for the sector to get its seat back at the top table.
FM at the top table This presentation took as its source two data sets by Deloitte, a regular survey of Coos (last published in March) and a survey first taken in 2009 that looked at the long-term impact of the last recession. Palmer revealed that over the past few years organisations were looking to reduce costs, which generally meant there were reductions in FM delivery standards. “Have we squeezed FM so hard that the business pips are squeaking?” he asked, or did businesses even notice? In fact, he argued, a lot of organisations didn’t notice the cost reduction activity that the FM business has done, so perhaps there were ways FM
could have got there sooner. “This indicates that something we might reflect on coming out of the recession is the old argument in FM that we need the high standards because it impacts directly onto the business.”
Whatever the reality, he said, now is the time for FM to make a more convincing case to be allowed back to the top table and to being viewed as a value add position rather than being seen as a massive cost reduction target. “We’ve heard a lot in the last few years about partnerships and that’s why we need to find more constructive ways of working than just straight cost reduction. “So this is the moment that FM can position itself to support and enable the business expansion that’s going to come in the economy rather than just been seen as the cost target.” This could come with FM working harder to innovate to support the business expansion, which will undoubtedly come with the end of recession. It also means working more closely with other disciplines – HR, IT and of course procurement, which has made great inroads in recent years. Finally, he said, there is the growth of Big Data, which FMs can use and take higher and higher up the value chain to help illustrate what FM is doing to add value to a business. FM
“Have we squeezed FM so hard that the business pips are squeaking?” GUY PALMER RESPONSE “It was interesting how he suggested how we can get more out of the board and how FM can get up to that level. However, procurement is often still a blocker, when it should be a tool and we should all be working more collaboratively” Deborah Rowland head of property asset management at UK Ministry of Justice “Despite green shoots I’m not convinced that there will be less relentless procurement focus on cost reduction in FM services” Mark Whittaker, business development manager, Integral UK
FM WORLD | 22 MAY 2014 | 27
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15/05/2014 16:31
ROY LILLEY, FM IN THE NHS
UNDERGOING MAJOR SURGERY Five years from now, changes in how NHS services are delivered will demand entirely different forms of FM for entirely different types of facilities
ROY LILLEY, NHS WRITER, BROADCASTER AND COMMENTATOR FM IN HEALTHCARE 2:30PM-3:00PM
A new shape of NHS Roy Lilley presented a vision of a future NHS in which a focus on health outcomes and smaller, more localised specialist units would fundamentally change the nature of FM services required. Current government programmes aimed at cutting the cost of the NHS are likely to fail, and while IT can and indeed has reduced certain costs, technology alone is unlikely to address the sheer scale of the savings required.
JOHN SANDERS
A fragmented future “It’s the most popular health service in the world, free at the point of use, and everybody admires it. But they want to change it – to what? I don’t know, and nor do they.” But what we can be sure of is
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the growth in specialist units. The way footballer Fabrice Muamba was dealt with when he collapsed on the pitch in 2012 is, said Lilley, “a glimpse into the NHS of the future”. Muamba was taken directly to a specialist heart unit, and we’ll see more of these for a variety of requirements, including care of the elderly where, rather than go to A&E, someone is taken directly to a geriatrician and seen within 20 minutes and their departure time is planned on the day they arrive. “Specialist units will redefine hospital provision in the UK and the services that need to be provided to them. Those are the changes that will come, the things that will redefine your business. “The key is to understand the changing environment in which business activity takes place. The NHS is moving where it is conducting its business. We’re moving beyond the time of FM contracts being exclusively with hospitals.”
“The sheer scale of change within the NHS will make it unrecognisable. The financial freeze hasn’t begun yet. “They’re not interested in getting rid of waste, they’re interested in measuring what they’re saving. They’re not interested in meals anymore, They’re interested in nutrition – and when people leave hospital, how that nutrition continues. We’re not interested in cleaning anymore; we’re interested in passing the Care Quality Commission inspection. “What’s your role in all of
that? We’re not interested in big hospitals anymore, but primarily lots of services moving into doctors’ surgeries. How are they going to keep them clean? How are doctors’ surgeries going to cope with the demands of the CQC?” he asked. “The number of services you can deliver to the NHS will decline because the number of services required in hospitals will decline. More and more services will be devolved down to primary care providers. You need to be open to the way you run your business; be ready for change. Scour the world for innovations, do exciting things and move in time with your customer. For you, this can be either a fabulous time or a disaster.” FM IN SUMMARY ● Demand in the NHS increases at
4 per cent per annum; ● Further cuts in funding, coming
soon, will fundamentally alter the type of FM required by the NHS; ● Funding of the NHS is unlikely to rise when the deficit is fixed – constrained funding is likely to be the new normal; ● Move to use of specialist units will mean fewer hospitals; and ● FM businesses will need to redefine their offerings accordingly.
RESPONSE “Wise words that we need to understand the environment in which services have to be delivered to devise appropriate FM” Peter Roberts, PRC Research “An enjoyable and engaging presentation – but I’m not sure I'm feeling too confident about the future of the NHS!” David Sharp, managing director, Workplace Law “Understanding the environment in which the business takes place is crucial – great presentation” Campbell Murdoch, marketing director, EIC
www.fm-world.co.uk
15/05/2014 17:01
NICHOLAS HOLGATE, A TFM JOURNEY INTO PARTNERSHIP
THE POWER OF THREE The way three London boroughs came together to merge their facilities services has provided a template likely to be repeated elsewhere NICHOLAS HOLGATE, JOINT CEO, BOROUGH OF HAMMERSMITH & FULHAM AND ROYAL BOROUGH OF KENSINGTON & CHELSEA A TFM JOURNEY INTO PARTNERSHIP 3.00PM-3.30PM
Uniquely challenging Nicholas Holgate paid tribute to the former leaders and CEOs of the three boroughs of Westminster City Council, the London Borough of Hammersmith & Fulham and the Royal Borough of Kensington & Chelsea – whose combined efforts resulted last year in the going live of a unique £150 million combined FM services deal. These people, said Holgate, “set aside the habits of a lifetime in the aftermath of the 2010 elections to say ‘we need a big play to maintain the services we deliver’. They didn’t succumb to what was then a fashionable
pessimism about the level of services affordable over the term of the incoming government”.
Ripe for change Today, the three boroughs are at the forefront of innovation in local government, said Holgate. But, “back then, the world stopped at the borough boundaries”. The three boroughs were, to differing degrees, all up for new ways of working, collaborating and combining their spending power. “Westminster already had a proud record of outsourcing,” said Holgate, “whereas Hammersmith & Fulham needed to go further in terms of tearing up the old ways of working. “From the get-go there was a willingness at the top to do things in a different way. We realised we had an opportunity, stimulated by extraordinary financial pressure. “It helps that the same political party is in charge of all three boroughs. But actually, the difference in doctrine and philosophy is quite considerable
– there was more bridge building required than you might think.” FM was an area ripe for investigation, said Holgate. There was a need to balance "the certainty of what we were paying for this large bundle of different services with the challenge of asking the service provider to do better over time, and to share with us the dividend as they made inroads into what had been perfectly good, if not necessarily appropriately scaled, predecessor services.” So a step change was required, with the prospect of a faster rate of service improvement than the boroughs might have achieved on their own. “There were three heads, and
three hierarchies to deal with. And even when the councils and their CEOs were working together, the three boroughs were using different standards, different degrees of knowledge, different forms of ICT, different budgets and budgets structures. “The three council leaders started on this trail more or less straight after the 2010 general election; the OJEU post for seeking expressions of interest was published 31 October 2011 – a good 15 months later. The final submission bids came in on 31 December 2012 – so you can see, this took serious amounts of time. You can tell from the timetable we went through that this was about getting as wide and deep shared an understanding as possible with a provider set to be our partner for quite a long time – and here, Comet Advisory, who supported us in this process, deserve a small shout of praise.,” he added. “All of us, including Amey, have things that we need to learn. It’s a 10 years-plus contract, which correctly puts a huge amount on seeing one another’s point of view.” FM IN SUMMARY ● Deal had to cater for each of the
three boroughs having different priorities for the same service; ● Convergence of services to schools, next on the tri-borough agenda, will prove painful; and ● More of these contract arrangements are likely as budgetary pressures on the public sector are unlikely to subside.
RESPONSE “Tri-borough makes you think it’s time to change local authority boundaries” Hugh Henderson, FM consultant “Nick Holgate gets to the real reason behind the tri-borough deal – 20 per cent savings on costs through outsourcing. But has service to residents improved?” Mark Whittaker, business development manager, Integral UK
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15/05/2014 17:01
CHRIS KANE, CAROLINE WATERS THE PEOPLE AND PROPERTY BRIDGE
WALKING THE WALK Barriers between those who focus on people and space must be broken down in order to better support the organisation CHRIS KANE: CEO, BBC COMMERCIAL PROJECTS CAROLINE WATERS OBE, FOUNDER, CW CONSULTING BOX BUILDING THE PROPERTY BRIDGE: TAKING THE CONVERSATION BEYOND THE WORKPLACE 4.50PM-5.20PM
JOHN SANDERS
New collaborations Chris Kane was in a buoyant mood at Think FM. Joined on stage by session facilitator Nigel Roberts of Strategic Media Intelligence and Caroline Waters of CW Consulting Box, the chief executive for BBC Commercial Projects was leading a crusade to combine the effects of good space for people to thrive in. The debate centred on how to break down the divisions between HR and FM. The first slide, which proclaimed that ‘Silos were for Dodos’, suggested that this is a process that is already in full swing. “Barriers are built by culture, society, history – and frankly, all of that is now irrelevant," said Kane. "We’re here to do the best thing for the organisation we support. I believe we can do a lot better." One-third of the audience
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raised their hands when Roberts asked the audience if they had ever worked in a toxic office, suggesting change is necessary. Waters joined the discussion from the HR side, suggesting that adding value can only come about from there being an aligned strategy between the two departments. “Chris (Kane) talks about it being a fragmented industry, but is there a fragmented purpose? You’ve got HR folk focusing on the people and the value of people, but the real asset is what you can create when you put the right people in the right spaces and optimise their performance. “We have to connect or we won’t create any value for the businesses we are supporting.” Kane called on FM to “get its act together” in order to have a greater say in shaping what is a continuously changing workplace. “We need to stop talking and to take our place in the ecosystem of work.” Kane played a significant role in igniting the collaborative partnership between the BIFM and the Chartered Institute of Personnel and Development (CIPD) (see News, page 6) which was announced at ThinkFM. “BBC’s Media City allowed FM to experiment with working space. It’s been a big success and
we saw an increase in creativity,” said Kane. Gareth Tancred, BIFM’s CEO, concluded proceedings echoing the views of Kane and Waters. He explained that both bodies will work on a number of research and insight projects over the coming months that will investigate how both communities of professionals are evolving and adapting to the changing workplace. The response to Kane and Waters’ comments was roundly
positive. Time for talking the talk has finished. It’s now time to walk the walk. FM IN SUMMARY ● The BIFM and CIPD are to work
on a number of research and insight projects over the coming months; and ● The projects will investigate how both communities of professionals, HR and FM, are evolving and adapting to the changing workplace.
RESPONSE “Bringing people, culture and place and process together to drive one organisation’s purpose is the future focus of FM” Sarah Hodge, FM Guru
www.fm-world.co.uk
15/05/2014 18:29
ESTHER MCVEY MP
ESTHER MCVEY MP, MINISTER OF STATE FOR EMPLOYMENT KEYNOTE SPEAKER 4.10PM-4.50PM
“We need to stop talking and take our place in the ecosystem of work” CHRIS KANE
“The real asset is what you can create when you put the right people in the right spaces” CAROLINE WATERS
Positive outlook Although short of time because of an impending vote in the House of Commons, Minister of State for Employment Esther McVey was keen to use her slot at the conference to deal with questions from the audience. Subjects brought up in the hall ranged from the government’s sector-based work academies through to its youth contract
schemes. Was the government's Work Programme for the longterm unemployed, one audience member asked. Yes, replied the minister – we’ve just seen the biggest drop in long-term unemployed for decades. Another questioner asked whether the government had a strategy for getting more women in to the technical professions. “It’s all about the will rather than the skill,” said McVey. “But we do need to do far more – and what we’re noticing is that the apprenticeship route is proving more fruitful for girls than the university route.” FM
RESPONSE “FM companies can do more with the government's Work Programme providers – but need more help from them to make it work” Rob Cunliffe, FM consultant “A passionate plea from the employment minister for government and industry to match young people and jobs” Alan Howard, corporate campaign manager, BIFM
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FM MONITOR RICHRD MOSELEY
HOW TO...
Richard Moseley, technical manager, the British Pest Control Association
SU M M ER SEAS O NA L P EST S
s the height of summer approaches there is an expectation that we will have fine weather. But it is not only humans that enjoy the warmth. Richard Moseley warns that other creatures will benefit this summer
A
Insects are temperature dependent, and the better the weather, the faster they breed, and when insects are breeding rapidly, they can become a real issue in no time at all. Some of the pests we may come into contact with in the summer will be more of a hindrance than a risk to health. The common black ant, for example, can cause many concerns for customers and business owners, who can be confronted by vast numbers of the insects foraging for food. Garden ants are not inherently dirty, and are not known to transmit disease, but they may cross unsavoury and unclean areas when foraging, making them unacceptable to customers and homeowners.
Keep it clean Good hygiene practices will help to discourage ant activity and prevent the contamination of sweet food. But owing to the foraging nature of ants, nesting sites will often be many metres from the affected area, and thorough inspection and treatment by a professional pest control company is required to ensure complete eradication. If the nest is not found, treatments will simply discourage the ants for a short period of time and then the problem can return. www.fm-world.co.uk
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Bats and the bees Not all pest species are as apparently harmless as the garden ant. Wasps have a reputation as a nuisance, but the presence of nests inside or close to buildings can have very serious consequences. Wasp stings can be painful and can be lethal for people who are allergic to their sting. However, wasps have a habit of seeking out sweet products, which can encourage them into open drinks cartons and cans. The result of a child or other vulnerable people being stung in the mouth can be catastrophic, and so every effort should be taken to minimise wasp activity around premises. Again, the key to eradication of wasps is treatment of the nest, and only a professional should tackle this pest as they will persistently defend a nesting site. Bee activity also increases in
the summer months, and nesting sites for the various species that inhabit the UK are often a source of concern for householders. But remember that bees carry out an incredibly important role as pollinators, and they are rarely aggressive, so if you have a colony, try to enjoy them rather than have them destroyed. All professional pest controllers will try to avoid controlling bees, but on the odd occasion where they are located in a dangerous area they can be dealt with. Where bees are controlled, it is essential that the nest is treated in a way that prevents other bees entering the treated nest, as this can lead to the contamination and death of other nests in the area. Always seek advice before considering any kind of treatment against bees.
The rat race Often in the summer months we tend to forget that rodents are pests, mainly because species such as rats are generally driven into properties in the colder winter months. But never forget that rodents are great opportunists and, if possible, they will venture into properties to feed or to live, even
“Wasps’ habit of seeking out sweet products can also encourage them into open drinks cartons and cans. The result of a child being stung in the mouth can be catastrophic, and so every effort should be taken to minimise wasp activity”
in the warmer summer periods. In fact, some of the actions that we take in summer may indirectly encourage rodents and store up problems for the future. Composting and compost heaps are useful additions to any garden, helping to recycle waste and feed the plants in the garden, and as we spend more time in the garden through summer it is likely that we will increase our composting. But be aware that compost heaps retain warmth and are a rich supply of food, encouraging pests like rats in the winter months. If you have a compost heap, try to ensure that it is at the far end of the garden, where pests are unlikely to move closer to the property. It can also be beneficial to have a layer of chicken wire beneath the compost to prevent rats burrowing into the pile. When it comes to pests, remember it is always better to be safe than sorry. If you think you have a pest problem, or want to stop problems before they occur, consult a specialist. By consulting a reputable company such as a BPCA member, you will avoid the risk of injury to yourself, your staff and your customers, and ensure that your business reputation remains intact. You will also avoid prosecution by ensuring that pest species are dealt with legally and humanely, and that non-pest species such as honey bees and bats are not harmed by reckless treatments. FM For further information on pest species or to find a local BPCA member, call 01332 294288 or visit www.bpca.org.uk
FM WORLD | 22 MAY 2014 | 33
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Selected forthcoming features in FM World:
19 June issue: Innovations in catering 17 July issue: Office lighting 14 August issue: Recruitment 25 September issue: Building management systems
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.
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FM MONITOR MIKE MCCOLL
TECHNICAL
Mike McColl, managing director of Securiclad
PROTECTIN G SE RV ER S – T H E I M P O RTA N CE O F PHYSICAL SECUR I T Y
erver rooms can be among the most critical areas of a site. Their security is paramount, so FMs should understand the threats posed to servers and other IT hardware – and what can be done to protect them, says Mike McColl
S
Corporate espionage. Theft. Sabotage. Terrorism. These are all reasons why criminals could target server rooms. And why it’s vital to ensure that the physical security of these areas is high on the facilities manager’s agenda. The consequences of a physical security breach in a server room or similar IT facility can be catastrophic, with damage caused to high value equipment, operational capability and a company’s reputation – not to mention its balance sheet. In 2011, for example, thieves broke into the exchange facility of a major telecomms provider in Basingstoke to steal networking equipment and IT hardware and damaged routing equipment in the process. It resulted in thousands of people being unable to make phone calls or send text messages – and uncertainty over whether personal data had been compromised. Protecting servers, data and critical IT infrastructure from physical attack is therefore a key challenge for FMs.
Protecting the perimeter Traditional security measures, of course, still have a part to play in protecting a facility – and these should form part of a multilayered approach to safeguarding www.fm-world.co.uk
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a site. Externally, perimeter fences, barriers, CCTV cameras and security staff can all prevent a physical breach.
Internal affairs Internally, CCTV, integrated access control systems, appropriately rated security doors and alarms all form part of the defence. Keeping the number of potential entry points to a minimum is also good practice. But these measures may not be enough to stop a physical security breach in a server room. That’s because more traditional partitioning methods will often be used to form such enclosures, using materials such as plywood, plasterboard and insulation held within a timber frame. These solutions are not certified by an appropriate security body and offer little or no resistance to an attempted breach by determined criminals using high-impact tools such as sledgehammers, disc grinders, jigsaws, and high-powered cutting devices. Standard brick or block walls are also vulnerable, as their joints can act as points of weakness. Because of onsite delays and the requirement for wet trades, the implementation of these traditional building methods can create huge disruption to a
facility and hinder operations. Any physical security measures – such as wall panels, ceiling panels and locking systems – used to protect critical areas in a facility should be certified by the Loss Prevention Certification Board (the standard is LPS1175) and/or approved by the Centre for the Protection of National Infrastructure (CPNI) to guarantee their quality, suitability and level of certification.
Barrier methods But even when high-security rated products are used they are often combined with measures that can easily be breached. A door rated to LPS1175 Security Rating (SR) 4, for example, can itself withstand attack from implements such as a felling axe, sledgehammer or drill. But when it is fitted in a poorly specified ‘single skin’ block wall its level of resistance can be rendered irrelevant. Facilities managers should therefore carefully consider the quality of a prime barrier when protecting servers, data and IT hardware. A certified, approved system – whether it’s a full modular room or partition – will not only protect critical areas, but will also help its operators to comply with insurance requirements. Security rated composite panel systems can also address the security concerns created by co-location premises, allowing tenant companies to compartmentalise to an increased level of security and protect their IT hardware and data from unauthorised access from elsewhere in a site. After all, companies in co-location premises may have no control
over who their neighbours are during the duration of occupancy; so securing partitions may offer them peace of mind. It is also important to ensure that security measures such as panelling have a hygienic, easyto-clean finish, as this minimises the exposure of sensitive hardware to dust. In recent years we have observed refinements in the design of new build premises and retrofit alterations that identify ‘mission critical’ areas in a site. These have helped industry decision-makers to simplify the product evaluation process by determining the correct and most viable building methods to be used in a particular environment, and this should be welcomed by facilities managers.
The inner sanctum All too often, an ‘inner sanctum’ containing servers, sensitive data and expensive equipment can be left vulnerable to physical attack by haphazard planning, poorly designed security methods and materials that are not fit for purpose. Many of the systems that have been built up on-site may provide the façade of being secure, but may have never been tested – and thus can offer no genuine reassurance. Just as facilities managers would ensure that a perimeter fence is in good condition, that an entrance door is properly secured, or a CCTV system working correctly, so should they also take the necessary steps to install the best level of protection possible to safeguard server and data rooms. Anything less, and they will leave the most important part of their site extremely vulnerable. FM FM WORLD | 22 MAY 2014 | 35
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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 ďŹ nalists 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 DON’T FORGET! ENTRIES FOR THE ‘FM OF THE YEAR’ CATEGORY CLOSE ON 27 JUNE 2014
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FM MONITOR GREG MACE
HOW TO
Greg Mace, managing director of Rapport, guest services business of Compass Group UK & Ireland
OU TSOU RCIN G YO UR R ECEPTION /CO N CI ERGE S ERV I CES
hoosing the right partner is essential to outsourcing reception/concierge functions, and there are some simple steps to help you to select an organisation that fits your needs, says Greg Mace of Rapport
C
Your FM team plays a pivotal role in making sure that the experience your clients receive reflects the service levels and standards that your organisation works hard to uphold. Creating the right first impression is crucial to this and the first point of contact for your clients will often be your reception/ concierge colleagues. Outsourcing reception/concierge services can be a great way to ensure that you are delivering premium guest services and will add real value to your business.
1⁄
Define why you are outsourcing
The first step to finding the right service provider is ensuring that your organisation understands and agrees on the reasons for outsourcing your reception/ concierge function. Is it mainly a cost-driven measure? Is it to enhance your current service offering? Is it a way to differentiate yourself from your competitors? Or is it because you are looking for a new FM partner and reception/concierge services are part of a bundled offer? Each of these reasons is valid but the answer will help you to adopt the right approach for your search, determine that those you ask to tender for your www.fm-world.co.uk
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business and, ultimately, help you to decide on an outsourcing partner.
2⁄
Identify what is in and out of scope
Understanding what services you want an outsourcing partner to deliver is also crucial. Are you looking to outsource reception/concierge services as a single-service stream or as part of a wider service offering? Identifying what is in and out of scope will not only help you to choose the right partner, but it will also enable you to see if the services you’re considering bundling together are a sensible fit. Bundling meeting room management, including room booking co-ordinators and reception services, for example, works well because the people delivering these services have similar skills. If the service streams you are looking to bundle aren’t natural bedfellows you could end up with a solution that doesn’t meet your original objectives or the level of service you were expecting to receive.
3⁄
Talk to your peers
It is important to not only talk to, but also visit industry peers that have gone
down the outsourcing route. See what’s working, what isn’t and what could be improved; this will help you to draw up a list of companies that are highly regarded in the market. The next step is to meet the companies you rate so you can get a better understanding of how they work, their ethos and approach. Making sure you have the right rapport with your future outsourcing partner is crucial if the relationship is going to work and the reception/ concierge function is to flourish.
4⁄
Carry out a thorough tender
process
Once you have whittled down the list of potential providers to a select few, carry out a full and thorough tender process. Ask candidates to show you some of their existing client sites to discover what they can offer; be confident that they have answered all your questions and that they have demonstrated clearly how they will deliver a service to meet your needs and budget. Senior stakeholders from across your organisation should get involved in this process. If your key stakeholders understand the benefits of outsourcing they will be your advocates across the business. Don’t underestimate the ingenuity of your reception teams. If you are inviting companies in to pitch to you, the reception/concierge team will be meeting and greeting these suppliers. Sensitivity is key; work with your HR teams to agree on the best approach so that you engage with teams at the right time.
5⁄
Involve your HR teams from the
outset
Make sure your HR teams understand your plans to outsource and the reasons behind your decision. Also ensure that the organisation to whom you are looking to outsource your reception/ concierge function involves its HR team. With the two HR teams working in tandem it will be much easier to make the TUPE experience for employees a positive one. How these colleagues are looked after and communicated with at this early stage will have a dramatic impact on service delivery. In our company we work really hard to ensure this transition process is a smooth and welcoming one, giving staff the information and advice they need so they feel part of the Rapport family from the word go.
6⁄
Choose a service provider that fits your business Ultimately, the key to a successful outsourced reception/ concierge service is finding a service provider that is a good fit with your business. Yes, the proposition they offer needs to be right and the costs need to work within your budget, but it just as important to find a partner with whom you can build a genuine partnership. In doing so, you will be able to build on the reception/concierge capabilities of your organisation and the guest experience you give clients. FM FM WORLD | 22 MAY 2014 | 37
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BIFM NEWS BIFM.ORG.UK
Will you follow in Deborah’s footsteps? Last year’s FM of The Year Deborah Rowland with (l-r ) Gyles Brandreth, Janette Newman (Linaker) and Ismena Clout
BIFM AGM
Towards the future The 2014 BIFM Annual General Meeting (AGM) will take place on Thursday 10 July in Central London. The AGM provides members with the opportunity to engage with the board and exercise their vote to contribute to the future direction of the institute. All those who hold the grade of member, certified member, fellow or honorary fellow are eligible to vote on the resolutions contained in the specific AGM papers. All members are given formal notice of the AGM at least 21 days before the date of the AGM. All relevant AGM papers and guidance notes are uploaded onto the governance area of the BIFM website to help members in their voting decisions. i Full details will be available at www.bifm.org.uk/AGM2014
BIFM AWARDS
SIMPLY PHOTOGRAPHY
FM of the Year There is only one category that remains open in the BIFM Awards – ‘Facilities Manager of the Year’, which recognises outstanding personal and professional performance in FM. The main judging criteria for this award include: 1. The entrant’s impact on overall business and key achievements; and 2. How the entrant contributes to, and supports the FM profession. The judges will be looking for evidence of outstanding qualities, including the drive for success, commitment to the customer and knowledge of the core business,
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combined with an overriding understanding of the impact of FM in achieving the overall business objectives. In particular, entrants must demonstrate their passion for the FM profession and the achievement of key objectives and initiatives during the past five years. Entrants must clearly identify how these initiatives were quantified and demonstrate the overall impact on the core business service delivery. All entrants must be supported by their employer and the evaluation process may include appropriate reference-taking as the judges welcome third-party comment. The entry submission should also demonstrate the scale and challenges of the organisation, full details of FM interaction, particularly with BIFM and other recognised professional bodies, innovation and achievements, FM team training and development, goals for future career progression and how the entrant will continue to contribute to the FM profession in future. Entries close on 27 June, so there is ample time to enter. Shortlisted candidates will be notified on 31 July, interviews will
then take place on 27 August. The 2014 FM of the Year will then be announced at the BIFM Awards ceremony on 13 October. To enter this category simply complete the online Entry Registration Form at www.bifm. org.uk/enterawards – you then have until 27 June 2014 to submit your final entry. Entrants do not need to be a BIFM member – so why not think about colleagues and peers you know who have the potential to be the 2014 ‘Facilities Manager of the Year’? i For full details visit www.bifm. org.uk/awards2014
WALES REGION
Inaugural Welsh event On June 5, the Millennium Centre plays host to the inaugural event of the BIFM Wales Regional Group, which launched recently. The event runs from 5.30pm to 9pm and will feature the CEO of Cynnal Cymru - Sustain Wales, David Fitzpatrick, and the signing of the Welsh Sustainability Charter by BIFM CEO Gareth Tancred.
The event also includes Claire Powell, head of FM and construction category at the National Procurement Service. The event will be launched by the Wales regional chair Roger Smart, and Gareth Tancred will talk about the institute and its future. Linda Hausmanis, head of professional standards and education at the BIFM, will discuss the FM Professional Standards, unveiled earlier this year. Programme ● Welcome – Roger Smart, Wales Region chair ● Intro about BIFM and its future – Gareth Tancred, CEO, BIFM ● Professional Standards – Linda Hausmanis, head of professional standards & education, BIFM ● National Procurement Service ● Welsh Sustainability Charter – David Fitzpatrick, CEO, Cynnal Cymru - Sustain Wales ● Aims for the Wales Region and introduction of committee members – Roger Smart ● Signing the Welsh Sustainability Charter, Gareth Tancred ● Networking and drinks i Learn more about the region and the event at www.bifm.org.uk/wales
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Please send your news items to communications@bifm.org.uk or call +44 (0)1279 712 620
FACILITIES SHOW
BIFM at Facilities Show The Facilities Show, held in association with BIFM, takes place from 17-19 June 2014 at ExCeL in London. As Facilities Show is in association with BIFM, the institute is heavily involved in the education, knowledge and networking aspect of the show. The BIFM Knowledge team has been working tirelessly to ensure that sessions in the ‘BIFM Knowledge Hub’ are inspiring, diverse, relevant and useful, leaving you with practical ideas to take away and implement in your facility, whether in the UK or internationally. BIFM has daily sessions in the main Facilities Show arena. One key topic we’ll be covering is ‘Building Information Modelling (BIM) and FM demystified’. This is being hosted by Graham Kelly from Northumbria University. We also have Julie Fleck from the Department for Work and Pensions discussing ‘Inclusive Design – a lasting Olympic and Paralympic Legacy’. Julie was seconded to the Greater London Authority’s London 2012 unit as its adviser on the Paralympics. This involved advising the GLA on the projects it undertook to make London ready for the Olympic and Paralympic Games. We will also be screening highlights from our new TV programme, the first through our partnership with ITN Productions. The programme will be followed by a panel debate discussing the increasingly pivotal role of FM in the management and development of today’s built environment and the design and creation of the life and workspace of tomorrow. www.fm-world.co.uk
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GUEST COMMENT
Jason Gurd is chair of the BIFM Rising FMs Special Interest Group
WHO ARE THE RISING FMS?
ising – it’s a slightly ambiguous term, but one that has nothing to do with age or ambition. At least, not in the context of the Rising FMs Special Interest Group it doesn’t. To the Rising FMs, ‘rising’ is about the journey towards establishment; it’s our personal standards that rise. Who the Risings are and what we stand for is something that we have been working hard to clarify in our new mission statement. When I was elected as chair of the Risings in March this year it felt like something had turned full-circle. These days I’m fortunate to have a good industry reputation and a great network of people I can go to for advice and support, but not that long ago I was a newbie, feeling out of my depth and convinced that everyone else knew far more than I. A lot of people helped me on my journey, but it was the Rising FMs in particular who helped develop my confidence and leadership skills to the extent that I am now proud to be their leader. The Risings committee is an amazing group of individuals who share my passion for FM. We believe that getting facilities people together to network – to share ideas, knowledge and experiences – raises the bar for the industry, which in turn assists the industry to raise its profile. We specialise in making it easy to get involved in the FM community so this interaction can happen; we believe that FM should be fun and that networking shouldn‘t be scary so we keep our events informal and inclusive. Our events run throughout the year. Some have a purely networking/social focus and are a great way to meet other professionals – especially if you’re new to networking. We also run a really great programme of Continuous Professional Development (CPD) events that are also fun, but educational too, so you’ll learn something useful as well as having a great time. We work hard to make sure that our CPD events align with the BIFM Professional Standards, so that they’re great for both new and established professionals alike. So if you are thinking about getting involved, check out our event pages on the BIFM website (www.bifm.org.uk/risingfms) or follow us on Twitter (@RisingFMs) – we’d love to see you at something soon! The Rising FMs’ mission statement: ● Our purpose: “To make facilities management accessible to everyone that seeks to embrace it. To help those within FM to develop the confidence, skills and personal connections to become established professionals.” ● Our aspiration: “To be the gateway into the industry for FM professionals.” ● Our values: “Putting the ‘fun’ in FM and taking the ‘scary’ out of networking. Promoting the FM industry through the sharing of knowledge.”
R
“WE SPECIALISE IN MAKING IT EASY TO GET INVOLVED IN THE FM COMMUNITY; WE BELIEVE FM SHOULD BE FUN AND THAT NETWORKING SHOULDN‘T BE SCARY”
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BIFM NEWS BIFM.ORG.UK
In the ‘BIFM Knowledge Hub’ we have Katy Dowding, managing director at Skanska – winner of the Woman of Achievement Award 2013 at the Women in the City Awards. Other contributors include the Health and Safety Executive, Government Property Unit, Carbon Trust, the Ethical Property Foundation, and Jamie Quinn (a trained Al Gore ambassador) from Cofely, who will provide a snapshot of the latest scientific research on climate change that builds upon the original Inconvenient Truth film by Al Gore. Learn more about the Facilities Show, and register for your free place at www.facilitiesshow.com. BIFM will be on stand P950 so if you are at the show make sure you come and meet the team. CELEBRATE
World FM Day 2014 Once again the facilities management industry around the world is getting ready to celebrate World FM Day, by far the most significant date on our global calendar. It is held on 4 June 2014, and the aim of World FM Day is to raise the profile of the FM profession, not just in your local markets, but anywhere FMs influence the health, safety, productivity and wellbeing of people who use the built environment – and that means everywhere. This year’s theme is ‘Connected FM, Connected World – Global Knowledge Sharing’, focusing on how we connect with our own organisations, how we understand 40 | 22 MAY 2014 | FM WORLD
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our clients and, importantly, how we can tailor and share information and learning to grow individual businesses and the profile of the wider industry. Be it a formal panel seminar, a staff office morning tea or a client networking event, since 2008 World FM Day has provided the spur to engage hundreds of individuals, companies, associations and partners in celebrating their successes and showing the world the important contributions facility management brings to the built environment. i Learn more at http://globalfm. org/world-fm-day-2014
MEMBERSHIP
Corporate membership BIFM welcomes our newest corporate members. ● Dodd Group – FM service suppliers, contractors ● FM Total Facility Services Ltd – FM service suppliers, contractors ● Low Carbon Maintenance Ltd – consultant, provider of advice & guidance i Learn more about corporate membership at www.bifm.org.uk/ corporatemembership, email corporate@bifm.org.uk or call +44 (0) 1279 712675
THINKFM
ThinkFM 2015 The date and location of BIFM’s fifth ThinkFM conference in 2015 will be confirmed shortly, but to ensure that you are the first to hear all the latest news about ThinkFM 2015, you can register your interest at www. bifm.org.uk/2015interest. You can also follow the conference at #ThinkFM and www.thinkfm.com.
BIFM TRAINING REACHING A NEW LEVEL IN CUSTOMER SERVICE
e’ve always known that FM is fundamentally about people. Building effective relationships, communicating well and collaborating at a range of levels are hallmarks of successful FM operations, and they apply equally to working with suppliers and customers. But as supply chains become longer and more complicated, the roles of ‘customer’ and ‘supplier’ are often blurred, and in such a complicated and fast-moving environment, the ability to apply a range of personal skills and techniques is critical. Developing an effective personal ‘tool kit’ can take time and for many it is often acquired the hard way – through experience and intuition. As individuals, we aren’t always able to recognise how our own personalities affect the way in which we respond to situations and deal with others. It’s precisely why we have been working with a number of in-house clients on cultural and behavioural development designed to help individuals and teams move to another level in communication and interaction. Much of our work focuses on helping to change attitudes and behaviours in the customer service context. Typically this relates to building confidence and motivation in frontline teams or, alternatively, to helping managers overcome personal challenges in dealing with operational problems and issues. Our lead trainer in this field is Anne Lennox-Martin, who received the BIFM Award for Profound Impact on the FM Industry in 2013 for innovative thinking in delivering excellence in Customer Service. Fundamental to Anne’s approach is helping people gain a better appreciation of their own personal traits and behaviours and those around them. Using a range of NLP and emotional intelligence techniques she has helped individuals and teams at all levels increase their motivation and significantly improve working relationships. As someone with a deep understanding of the challenges and tensions that can arise in difficult operational situations, Anne understands the need for sensitivity and personal flexibility only too well. As the FM profession matures, it’s clear that these kinds of skills are at the forefront of service excellence and where staff at all levels are seen to be highly motivated and competent there are clear opportunities for differentiation. Processes and procedures remain an important element in providing high-quality customer service, but they can never offer the complete answer. Understanding culture and behaviour is increasingly recognised as the key to unlocking untapped potential in individuals and teams.
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i For further information or for an informal discussion on in-house training and customised solutions, please contact us on info@bifm-training.co.uk or call 0207 242 4141
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FM DIARY
Send details of your event to editorial@fm–world.co.uk or call 020 7880 6229
INDUSTRY EVENTS 4 June | World FM Day 2014 Raising the profile of FM across the world. This year’s theme is ‘Connected FM, Connected World – Global Knowledge Sharing’. For more details, visit globalfm.org 8-10 June | Workplace Strategy Summit 2014: Innovation on the Edge: Top academics and global innovators in FM and real estate discuss innovative concepts in workplace strategy in the 21st century. Speakers include Franklin Becker PhD, Cornell University, and Frank Duffy PhD, DEGW. Venue: Wokefield Park Conference Centre, Berkshire Contact: www.shop. workplacestrategysummit.org 17-19 June | Facilities Show 2014 – 15 years at the heart of the FM industry Organised in association with the BIFM. Connect with peers and colleagues, see solutions from more than 400 suppliers and gain insight from influential industry experts. Venue: ExCeL London, 1 Western Gateway, Royal Victoria Dock, London E16 1XL Contact: Visit facilitiesshow.com HOME COUNTIES REGION 28 May | Miss Representation From 5.30pm. A screening of the 2011 documentary followed by a panel discussion and networking. Venue: SAS UK, Wittington House, Henley Road, Marlow SL7 2EB Contact: Ashleigh Brown at ashbrownconsulting@gmail.com 13 June | Training day – ‘Balance’
Details to be confirmed. Venue: TBC Contact: Ashleigh Brown at ashbrownconsulting@gmail.com
Followed by a two-course evening meal. Venue: Bingley St Ives Golf Club, Harden, Bingley BD16 1AT Contact: Ian Burgin at ian.burgin@ norlandmanagedservices.co.uk
LONDON REGION 24 June | London region golf day The qualifying event for the National finals in Manchester. A team of 4 costs £300. Individual entry is £75, including breakfast, lunch and high tea. Venue: Highgate Golf Club, Denewood Road, London N6 4AH Contact: Don Searle at don@c22.co.uk
SCOTLAND REGION
NORTH REGION
SOUTH REGION
29 May | Careers Fair Potential careers paths, training and education within the industry. Venue: Sheffield Hallam University Contact: Sue Gott at sgott2@hallmark.com
28 May | People in FM and sustainability Training, education, HR and sustainability. Surgery sessions will also be available to book with Hays recruitment consultants. Venue: Pall Europe, Unit 5, Harbour Gate Business Park, Southampton Road, Portsmouth PO6 4BQ Contact: Ian Fielder at 07795 181009
3 June | Merseyside networking group summer event The BIFM Award-winning team at Liverpool Edge Hill University discusses how it delivers FM service through its in-house team. Venue: Edge Hill University, St Helen’s Rd, Ormskirk, Lancashire L39 4QP Contact: Don Searle at donsearle@c22.co.uk 10 June | Moor market tour A tour of Moor Market in Sheffield. Venue: Moor Market, Sheffield. Contact: Bob Rabagliati at bailiff@ trinity-estates.org.uk 19 June | North region golf day £45 per person. 1pm start. A qualifier for the BIFM final.
29 May | Region golf day Sponsored by FES FM. Tee off from 12.30pm. Tickets cost £60 + VAT. Venue: Baberton Golf Club, 55 Baberton Avenue, Juniper Green, Edinburgh EH14 5DU Contact: bill.anderson@ telerealtrillium.com
18 June | Electrical and mechanical health and safety Electrical and mechanical noninstrusive testing. Venue: British American Tobacco, Southampton Contact: Ian Fielder at ian.r.fielder@gmail.com 19 June | BIFM Home Counties and South Region Golf Day Venue: Blue Mountain Golf and Conference Centre at Binfield near Bracknell Contact: Charlie Sorbie 07908711964
SOUTH WEST REGION 20 June | Quarterly training day legislation and compliance Talks from BRSIA, Thames Water and Trade Interchange. Talks on ISO14001, legal responsibilities for managing contractors and supplier information management Venue: Bristol Hilton Hotel, Woodlands Lane, Bradley Stoke, Bristol, BS32 4JF Contact: Nick Fox at nicholasjamesfox@outlook.com or visit www.tinyurl.com/pkhran8 SPECIAL INTEREST GROUPS 28 May | Sustainability and the south region Understanding issues in training, education, HR and sustainability. Venue: Pall Europe, Unit 5, Harbour Gate Business Park, Southampton Road, Portsmouth PO6 4BQ Contact: Email Ian Fielder at ian.r.fielder@gmail.com 26 June | Women in FM - Going global - the challenges and opportunities International speakers talk about the challenges of working abroad. Venue: TBC Contact: Email Jackie Furey at wifm@bifm.org.uk 8 July | Women in FM - Tech talks featuring BIM and safe water systems Deborah Rowland talks about BIM and the Government Soft Landing Process. Steve Bracher from Evolution Water speaks about Safe Water Systems. Venue: TBC Contact: Email Jackie Furey at wifm@bifm.org.uk
TAKE CONTROL OF YOUR WASTE COSTS Download our FREE guide to waste cost reduction now! www.wcrsltd.co.uk/publications.php T
0844 846 2000
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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 ▼ OCS caters for HM Revenue & Customs
▲ Take control with Ostara The Ostara Systems facilities management software solution has been developed to help you to take control of your FM and maintenance function. Ostara increases visibility and aids decision-making through real-time reporting and helps to reduce costs through built-in control and validation processes. The software is a web-enabled solution providing accesses through contractor and client portals and a multi-platform mobile application that increases communication and efficiency and helps manage SLA responses. Ostara provides a process for managing risk, giving you full control and visibility of your statutory compliance levels. As an end-to-end solution, Ostara increases staff awareness, competency, cross-functional coordination and provides a process for continuous improvement in quality. The flexibility of the Ostara System supports a variety of FM models. T: 0844 880 2582 E: info@ostaraystems.com W: www.ostarasystems.com
International total facilities management provider OCS has been awarded a five-year nil subsidy contract to provide catering services at eight HM Revenue & Customs sites by Salisbury FM. OCS, which has been providing contract catering services to HMRC for the past five years, was selected last year by Salisbury FM as its partner of choice to provide deli bar, grab-and-go, hospitality and vending services. The HMRC sites span the UK from Cumbernauld and East Kilbride in Scotland, to Cardiff in Wales, and Nottingham, Portsmouth, Worthing, Southend and London Euston in England. Jane Sheard, UK MD of Facilities Services at OCS, said: “We aim to incorporate style, nutrition and variety through our food offering.” W: www.ocs.co.uk
▲ Toshiba AC shortlisted for five awards Toshiba Air Conditioning, a division of Toshiba Carrier UK, has been shortlisted for five awards in the Cooling Industry Awards 2013. The accolades include a shortlisting in the Air Conditioning Product of the Year category for the company’s recently launched SHRM-i three-pipe heat recovery air conditioning system. 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. The technology, which attracts BREEAM points, is being adopted by a growing list of national end users who are keen to eliminate the possibility of refrigerant leaks from their buildings. T: 0870 843 0333 W: www.toshiba-aircon.co.uk
▼ Another win for LCC LCC Support Services has won its fourth Golden Service Award, this year for cleaning excellence at the Grand Arcade shopping mall in Cambridge. The award was received by Lawrence Tew, LCC’s key account director, and director of operations Paul Lunn. LCC has been winning Golden Service Awards for 20 years in a range of sectors including Offices, Use of Technology and Education. Winning client sites are SmithKline Beecham and the Cambridge College. LCC has also won for its exclusive IBMS client management technology system. T: 01865 865549 E: peter@prman.org.uk
▲ Opale Launches Progressive Relationship Advancement (PRA) ▲ Jangro training expands Jangro, the UK’s largest network of independent janitorial supply companies with 41 member companies across the UK, is once again leading the way in products and compliance within the industry. This is not only with its range of 4,000 products, but its popular eLearning suite of training modules called Jangro LMS (Learning Management Solution). Last year Jangro produced eight modules, which included COSHH, Health and Safety, Colour Coding and Infection Control, Carpet Care, Kitchen Hygiene and Floor Care, ‘Introduction to Equipment’ and Washrooms. Throughout the Jangro LMS modules there are handy reference guides and downloads that include COSHH, Risk assessments and Product Usage Guides and other area specific information. T: 0845 458 5223 E: enquiries@jangrohq.net W: www.jangro.net
42 | 22 MAY 2014 | FM WORLD
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Opale Management services has launched Progressive Relationship Advancement (PRA), a new process for initiating and repairing long-term FM outsourced contracts. After completing two years of engagement and research with multiple clients and suppliers, testing their findings with the BIFM, Opale identified a requirement for a different procurement and change methodology that sets the foundation for FM contracts that last beyond 10 years. It has now deployed their approach with clients and is already seeing success in repairing troubled 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 within the limitations of more traditional engagement processes. PRA process does that with success.”
www.fm-world.co.uk
15/05/2014 14:11
FM PEOPLE MOVERS & SHAKERS
BEHIND
DATA
THE JOB NAME: Oren Gershon JOB TITLE: Facilities and projects manager ORGANISATION: ACS International Schools JOB DESCRIPTION: Managing daily facilities operations and projects improvement programme at ACS’s largest international school. Also group-wide responsibility for planned preventative maintenance planning and management
OREN GERSHON
TOPIC TRENDS It would probably be managing the technical side of the helpdesk system. If you could change one thing about the industry, what would it be?
Closer involvement with architects and engineers so that the occupied building is not just amazinglooking but also functional, flexible and innovative.
What attracted you to the job?
The great facilities and 128-acre campus were great to see and to have such a large in-house team of hard and soft services teams to manage.
Which “FM myth” would you most like to put an end to?
How do you think facilities management has changed in the past five years?
FM has grown immensely and is attracting more and up a new challenge and every day How did you get into more young individuals as a facilities management and someone will complain” profession. It is great to see what attracted you to the the next generation learning so industry? much, about so much especially with the rising FM I got into FM by accident whisle working as a temp Committee and Events. during my university degree doing administration And how will it change in the next five years? work. I enjoyed the field and variety of each day. FM is changing rapidly with TFM contracts and new While working as a FM I undertook my Master’s in ways of working. With the PFI/TFM contracts there facilities and environment management at UCL. may well be a swing back to in-house teams or a mix If I wasn’t in facilities management, I’d of the two, which could give the accountability as probably be… well as responsiveness to an organisation. A head teacher, if I had not started out temping as What single piece of advice would you give to a an administrator. young facilities manager starting out?
Joint top two of implementing a new CAFM system at ACS in just six months and receiving runner-up to employee of the year for Surrey County Council. What has been your biggest career challenge to date?
Returning to work after being in intensive care with meningitis. If you could give away one of your responsibilities to an unsuspecting colleague, what would it be? www.fm-world.co.uk
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9
10
AVERAGE
OREN GERSHON
Introducing/ working with new forms of IT
5 8
That FM is not involved in corporate strategic planning and the board doesn’t take FM into account (dependent on company, I suppose).
Working in an amazing environment with students and teaching staff from all over the world, and knowing that the ADVICE TO A YOUNG FM FM department adds real value STARTING OUT ... to students’ education and life experience. “Remember every day will throw
What’s been your career high point to date?
Ensuring compliance with legislation
Any interesting tales to tell?
It’s an amazing experience going fully kitted into a smoke house at Surrey Fire & Rescue when full of fire, smoke and fireman showing how fire spreads. I’d recommend any corporation to set up a corporate visit to the fire service training centres to see the implications of a fire first-hand.
My top perk at work is…
OUR INTERVIEWEE RATES THE IMPORTANCE OF CURRENT FM TOPICS OUT OF 10. THE ‘AVERAGE’ SCORE (IN GREEN) IS TAKEN FROM OTHER RECENT INTERVIEWEES.
Remember every day is different; every day will throw up a new challenge and every day someone will complain. Do your friends understand what facilities management is? They do now after much explanation! Because FM is such a broad field it is difficult to explain. Have you got a story to tell? We are looking for facilities managers to feature in Behind the Job. Contact the team at editorial@fm-world.co.uk for more information.
Working on energy-efficiency initiatives
7 5
Adapting to flexible working
5 5
Maintaining service levels while cutting costs
8
5
Adapting FM to changing corporate circumstances
7
7
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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
15/05/2014 16:58
Facilities Manager Cornwall and the Isles of Scilly | £30,000-£39,999 plus competitive bene½ts This is a fantastic opportunity to manage one of GFM’s key contracts. You will to assume operational responsibility for the provision of FM services in an NHS environment where we provide multi-services including maintenance, catering, cleaning, portering and grounds maintenance. This is a PFI contract where success lies in excellent service, in ensuring that services are delivered on time and within budget or better, and in maintaining excellent relations with clients and service-users.
At GFM, we pride ourselves on service, innovation and the long-term relationships we have with clients country-wide. This has made us one of the country’s top FM companies with services that include maintenance, cleaning, catering, security, horticulture, environment and energy management.
gfm-uk.com
The key responsibilities of the role are to: • Ensure that services are delivered to speci½cation, on time and to budget, and support the site budgeting process • Ensure that the site is pro½table, taking steps to implement corrective actions when necessary • Ensure PPMs are complete and up-to-date • Motivate, lead and support service managers, supervisors and their teams • Identify, propose and, with support from the operations Director and central services, implement change initiatives • Ensure the site is maintained and serviced to the correct standard to keep their asset value and statutory compliance. • Monitor and report on expenditure allocation and ensure invoices/works are correctly apportioned. • Carry out regular performance reviews of site staff, implementing development/corrective plans as required. • Establish ‘value for money’ strategies for delivering the management services. • Produce and issue reports as required under the terms of the Contract. • Manage the process of innovative change effectively. • Ensure that Health and Safety is at the fore-front of everything that we do, including food and environmental hygiene.
The successful applicant will have: • Experience of managing multi-service contracts • Strong team leadership experience • Hands-on knowledge of hard FM • Excellent client service skills • Excellent commercial awareness • Strong ability to push back and challenge constructively with an analytical approach • Strong IT, numeracy and literacy skills • Ability to look at things from different perspectives and openness to change Quali½ed AP(LV) is desirable and experience of responsibility for soft services such as catering and cleaning will be a distinct advantage. This role reports to an Operations Director but carries a large degree of autonomy therefore the successful applicant will be a self-starter with excellent organisational skills. To apply, please send a c.v. to: rjeffries@gfm-uk.com. Alternatively, please feel free to phone Richard Jeffries on 01322 305 543. The deadline for applications is Friday 30 May 2014.
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PLAN YOUR NEXT MOVE
on the move
15/05/2014 17:14
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
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FINAL WORD
NOTES FROM AROUND THE WORLD OF FM – THINKFM 2014 GALLERY LEFT: More than 300 delegates took their seats across the day
NO 2
DAYS
THE SAME LEFT: BIFM chairman Julie Kortens introduces the day’s proceedings
ABOVE: The BIFM’s collaboration with ITN resulted in FMTV, which debuted during the evening reception
Kings Place in London proved to be an exceptional venue
JOHN SANDERS
IN THE NEXT ISSUE OUT 5 JUNE
FEATURE: FM WORLD’S DIARISTS COMPARE NOTES /// FEATURE: SOCIAL VALUE AND FM /// AIR POLLUTION /// WIND TURBINES /// MEASURING CLIENT SATISFACTION /// DEEP CLEANING IN HOSPITALS /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS
46 | 22 MAY 2014 | FM WORLD
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www.fm-world.co.uk
15/05/2014 18:32
THIS SEASON’S
PICKINGS “If only all training days were like these. Time flew and the topics were spot on! It will be extremely useful for me to implement some of the ideas when I get back to work” FM Support Officer, Eurojust (The Professional FM 1)
JUNE 17-19 24-26 24 25 25 25-26 25-26 26
The Professional FM 2 [Intermediate] Understanding FM [Foundation] Building Surveying & Maintenance Making the Change to Agile Working Customer Focused FM Understanding & Managing Building Services Disaster Recovery & Business Continuity Managing FM Performance
JULY 1-2 2 8-9 8-11 9-10
Fire Safety Law & Risk Assessment A-Z of FM Compliance & Standards Project Management IOSH Managing Safely Introducing & Leading Change in FM [BIFM Executive Programme] 15-16 Display Screen Regulations & Risk Assessment 15-17 Understanding FM [Foundation] 16 Building Information Modelling & Soft Landings 16-17 Creating & Sustaining Modern Workplaces
+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
Have your finger on the pulse of FM Get to the heart of facilities management by joining the BIFM today. Be at the very heart of your profession by joining the BIFM. It’s the one body that has something for everybody in the business. We offer the most prestigious training, development and recognition for facilities managers.
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We provide a fantastic range of benefits, services, and offers for all our members. We enable you to network with your peers and share ideas at a whole range of national, regional and local events.
We keep you totally in the know through FM World magazine, our continuously updated website and networking groups. We even give you a chance to influence your profession personally by getting involved and giving FM a better future. If you want to put your heart and soul into FM, talk to us.
T: 0845 058 1358 E: membership@bifm.org.uk www.bifm.org.uk
2/8/10 12:21:43
12/05/2014 16:59
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12/05/2014 16:46 31/7/12 16:25:37