THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 5 JUNE 2014
FMWorld www.fm-world.co.uk
WRITTEN EXERCISE FM World’s diarists meet to discuss their differing roles
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VOL 11 ISSUE 11 5 JUNE 2014
CONTENTS
16 | Measuring social value
22 | Diarists assemble
32 | Recycling at Westfield
NEWS
OPINION
FEATURES
06 40 per cent of FMs ‘dissatisfied with suppliers’ 07 Media firms lead changes in workplace design 08 Aldi distribution Centre, Goldthorpe, Yorkshire 09 Think Tank: How often do the FM and HR functions in your organisation collaborate? 10 Business news: Graeme Davies on private sector providers lining up to do porridge 11 Compass Group sees profits soar on the back of new business 12 In Focus: David Picton, sustainability manager at Carillion and Laura Spiers, group sustainability manager at Interserve
14 Roger Amos on looking for work synergies 15 Five minutes with Sunil Shah, director of CBx 62 No Two Days
36 | Make do and mend
16
Acting up: How do FM providers hope to measure the effectiveness of their social value initiatives? And do companies’ approaches to the topic vary?
22
Dear Diarists...: FM World’s columnists met to offer an upbeat assessment of FM’s growing influence across their various sectors, as Martin Read reports
32
Green dream team: How Westfield Stratford City ensures that its client retailers remain engaged in pursuit of 100 per cent recycling
36
Far more than just making do: A good office refurbishment can tick CSR and sustainability boxes as well as better reflect a company’s brand
MONITOR 41 Insight: Market intelligence 43 Technical: Ventilation and extraction systems 44 Technical: Hospital deep cleaning 46 How to: Hospitality and satisfying the client 48 Technical: Wind power as a renewable energy 50 Comment: Mobile generations at work 52 How to: Cleaning standard audits
REGULARS 54 57 58 59 60
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Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 www.fm-world.co.uk EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ news editor: Herpreet Kaur Grewal ⁄ reporter: James Harris ⁄ sub editor: Deborah Shrewsbury ⁄ digital content executive: Hannah Whittaker ⁄ consultant art director: Mark Parry ⁄ art editor: Daniel Swainsbury
MARTIN READ EDITOR COMMENT
LEADER
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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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e had an interesting conversation when our four regular diarists came calling recently. As well as unearthing a few significant contrasts between how FM is delivered in local authority, healthcare and education environments, our discussion was perhaps more notable for the many common trends that we were able to highlight across those verticals: Clearer, centralised procurement structures; the combining and rationalising of the FM service with other like-minded local organisations sharing similar goals; and the value of more autonomous working for mid-level FM professionals. These were far from the only areas of commonality, and we left our discussion with a sense that there was plenty of positive change for FMs to feel good about. You can read more of what they had to say later in this issue, starting on p.22. One aspect stayed with me in particular, and that’s the impact on FM of a working environment in which the end customer has a personal and financially measurable interest in the facilities services that they receive. Simon Francis of the University of the Arts London pointed out how his organisation’s focus on the student experience now colours all of the university’s decision-making. “Everything we do is gauged on its impact on the student,” he told us, “particularly now that students are paying their £9,000 a year. The students really do see themselves as the customers now. It’s all changed rapidly in the past few years.” Like many similar educational establishments, the University of the Arts is now taking as much control as it possibly can over the FM service (and indeed the facilities themselves – it intends to build its own halls of residence rather than pay others to provide them). FM is obviously far from the only component in those £9,000 a year fees, but it is most certainly an important one, and students have clearly become increasingly aware of it. Would that every end-user customer had a directly measurable connection between the facilities service they receive and the cost of its provision. Perhaps that’s where we’re headed? Imagine if individual office workers had a personalised annual figure on the service that they individually contribute towards printed on their salary slips – they might just take a more personalised interest in what that service comprises, and indeed those who provide the service to them. It may get messy at first – Simon Francis talks about a “more militant” student population – but the prize would be FM’s elevation to the highest level of management when, as with universities, boards begin to react as end-user customers flex their muscles over ‘ownership’ of the FM service. Of course, there’s another positive byproduct from what’s happening in universities; young minds (and old) are not just coming back with degrees, they’re then entering the workplace with a more mature appreciation of what good FM provision should be and the part it plays in their productivity. It’s all a far cry from the 1980s, when adequate facilities provision in universities came down to a kettle for the pot noodles and, if you were really lucky, a futon.
W
“Young minds (and old) are entering the workplace with a more mature appreciation of what good FM provision should be”
FM WORLD | 5 JUNE 2014 | 05
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SUPPLIER RELATIONSHIPS
ALAMY
Forty per cent of FMs are dissatisfied with their current suppliers, according to research. The FM Buyer Behaviour Survey conducted by consultancy Business Services Growth said this proportion of FMs said they were “frustrated” by the FM buying process, finding the procurement of services “too time-consuming”, “complicated”, “bureaucratic”, and “very long-winded”. The research shows that owing to their dissatisfaction, FM managers are looking for others before their contract with current clients expires. Seventy per cent are put off by approaches from new suppliers using sales tactics such as cold calling. When asked specifically about the sales process, a third of customers are disappointed by a lack of available information about suppliers during the sales process, along with a lack of valuable information online. Furthermore, a strong proportion of respondents stated that “lack of clear proposition” was the most irritating factor when looking for a new supplier. These findings suggest that suppliers are not taking a customer-focused view to sales and missing out on new business opportunities by not selling in a way that is preferred by customers. Andrew Shaw, managing director of BSG, said: “It is understandable that customers are frustrated with the current buying process. “A reliance on more ‘traditional’ sales techniques such as direct mail, cold calling and advertising,
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is an ‘interruptive’ approach to securing new business and this research clearly identifies the need to place customers at the very heart of the sales process.” The research also shows that suppliers are failing to retain contracts with existing clients. “Contract expiry” and “delivering poor value for money” are cited as the most common reasons for seeking a new provider, closely followed by “dissatisfaction with a current supplier”. Shaw added: “Effective
SHUTTERSTOCK
Forty per cent of FMs ‘dissatisfied with suppliers’
account management is the key to retaining clients within this challenging market and improving customer loyalty is a vital part of that. With colleagues and associates being found to be the
most preferred way for FMs to keep up to date with the latest industry trends, we can take from this the huge value they place on referrals and first-hand experiences.”
ENERGY USE
Energy loss in corporate buildings is ‘a scandal’ There is not enough investment put into FMs at a level appropriate to the complexity of the building and systems they manage, claims a new report. How Much Energy Does Your Building Use? published by the non-profit National Energy Foundation (NEF), states that this oversight goes on to hinder the energy performance of buildings. The report’s authors argue that energy is integral to a building, not a separate “sustainability” issue. And when it came to making buildings more energy efficient, FMs were the ones with “the hardest job”. FMs were “quite often given a building to manage with limited resources and an introduction to the building fabric, services and control systems that lasts an hour if they’re lucky”, says the report. It adds that FMs were likely to have many other responsibilities too, which limited the time they
FMs need more help to solve heating and air conditioning problems
could spend on remedying any particular difficulties. One problem they may face in trying to control and improve the energy performance of a building is having “air-conditioning and heating systems… running in competition with one another, with no one noticing”, says the report. Alongside the book, an online knowledge exchange has also been launched to help combat the UK’s
persistent failure to produce nondomestic buildings that combine both comfort and excellent energy performance. This is a situation that some regard as a ”national scandal”, says the report. Liz Reason, managing director of the Green Gauge Trust, a notfor-profit organisation that aims to mainstream the knowledge and skills for low-energy, low-carbon buildings and author of the report, said: “Designing and building lowenergy buildings is not difficult; it just needs some basic building physics and a clear, common language for talking meaningfully about energy performance with all those in the building cycle.” Dr Kerry Mashford, chief executive of NEF, said: “Both the e-book and the online facility take a practical approach and provide a valuable contribution to closing the gap between the expected and actual energy performance in the built environment.” www.fm-world.co.uk
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NEWS
BRIEFS REX
BIFM launches Welsh region
Media firms lead changes in workplace design The maturity of an organisation determines the sophistication of its workplace design more than its specific business, according to newly published research by the British Council of Offices (BCO). The report says that the technology, media and telecoms sectors, including companies like Google, have pushed the boundaries the most when it comes to innovative workplace design. But these changes have “quickly permeated the wider commercial property market, heralding new requirements and approaches to workplace design”, the research reveals. This was especially true in leasing, office fit-out and the
nature of work. Richard Kauntze, chief executive of the BCO, said: “This research reveals that common trends in workplace design within the sector are less dependent on the organisation’s specific activity, but rather its size and maturity. “This is indicative of a wider shift in the commercial property sector where developers and letting agents treat occupiers as individuals rather than making assumptions based on sector or type.” He added that as a result of companies like Google, “the demand for flexible, connected and collaborative workspaces is becoming the norm”.
Andrew Mawson, managing director of Advanced Workplace Associates (AWA), told FM World that the research indicated how companies needed to put a lot more thought into where they worked. It was also easier for newer organisations rather than traditional companies to make these changes, he said. Said Mawson: “People are almost addicted to old ways”, to the point where norms were “neurologically ingrained” in them. “If you have an opportunity to relocate, companies should use it as a trigger for a deeper thought process to evolve, collaborate and think holistically in a way that leads to change.”
SECURITY
GETTY
Summer is the time for more property crime Warmer weather and longer daylight hours are potential triggers for increased property crime, according to statistics compiled by Farsight Security Services Ltd. The figures taken from the company’s remote monitoring station show that 23 per cent more audio warnings were issued in June 2013, compared with December 2013. Car forecourts – which are open sites traditionally at high risk of crime – were the most targeted. Across all car forecourts monitored by Farsight, an average of 263 audio warnings were issued. That figure drops by a www.fm-world.co.uk
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third in December 2013. Educational premises saw 411 audio warnings issued in June 2013, compared with well under half that number, 191, issued in December of the same year. The number of audio warnings issued at leisure sites, including football stadiums, parks and golf
courses, was a quarter higher in June 2013. Malcolm O’Shea-Barnes, senior operations manager at Farsight, said: “These statistics highlight that sites really are targeted more frequently during the summer months. Security is often compromised with open windows being forgotten about or empty premises being left unmonitored.” “Audio warnings” are issued when operators in a control room recognise there is reasonable threat to the security of a site. The warnings act as a reference point to demonstrate the frequency of threats to sites and can potentially prevent crime.
The BIFM has announced the establishment of a new Wales region. The region will serve BIFM members and other FM practitioners in Wales by sharing knowledge, best practice, learning and staging networking events. Gareth Tancred, CEO of BIFM, said: “As our membership continues to grow in Wales, now is the right time for a dedicated region to meet the needs of FM professionals. We will continue to watch other key areas of membership growth and work to identify regions that need BIFM local representation and act accordingly.”
Bailey secures Mitie role Mitie has appointed Richard Bailey as commercial director for its total security management business. Bailey joins Mitie from Advance Security UK Ltd, where he spent 14 years, latterly as managing director of its corporate and technologies division. His knowledge and experience in the industry helped Advance Security grow from a regionally based business into a national provider. Bailey succeeds James Gilding in his role as commercial director, and takes over the national remit for sales across the total security management business.
Sustainability data ‘patchy’ Interserve has made progress towards its sustainability goals but says that challenges remain in areas such as measurement. The support services provider’s study says the company has made a lot of headway in its sustainability targets through reducing carbon dioxide emissions from business travel in 2013 compared with 2012 – the equivalent to taking more than 400 cars off the road. But the report says the baseline data the company collects and monitors to appraise its progress on the issue – especially in terms of community wellbeing – is “patchy” and will require the development of “reliable and meaningful qualitative measurements”. See In Focus (page 12), for more information. FM WORLD | 5 JUNE 2014 | 07
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PROJECT OF THE
FORTNIGHT NEWS BULLETIN
Inefficient energy systems cost businesses
ALDI DISTRIBUTION CENTRE, GOLDTHORPE, SOUTH YORKSHIRE DESIGNER: ISD Solutions ARCHITECT: ISD Solutions COST: £25 million
KINGSPAN INSULATED PANELS
Aldi proves a cool customer Aldi’s cold store warehouse and distribution centre at Goldthorpe, near Barnsley, is due to open in 2015. The development, including warehouse, chilled food storage areas and offices, totals 52,000 square metres and will serve Aldi’s portfolio of stores across South and West Yorkshire, Lincolnshire and Derbyshire, employing 400 new staff. The distribution centre features a design by cold store contractor ISD Solutions and incorporates high-performance insulated panels and a solar PV system from sustainable construction products provider Kingspan Energy. ISD Solutions was selected owing to its expertise in “single envelope” warehouse design and build, especially thermally efficient cold store construction. Kingspan’s products were specified because of their “high performance, durability and energy efficiency”. The distribution centre is expected to operate 24/7, 365 days a year. The designs for the project provide a “high-performance, environmentally friendly solution, with extremely low running costs”. ISD installed steel-faced composite panels, with non-combustible mineral fibre cores, to form a wall between the ambient warehouse and chill warehouse as they ensure excellent fire resistance from 60 to 240 minutes. Both the ambient and the chilled areas of the warehouse have a roof-mounted photovoltaic system. The 1.5MWp solar PV system covers an area of 15,000 sq m and consists of 1,500 modules. It will provide Aldi with 1.2MW of electricity a year, improving the energy performance of the building and reducing its lifetime running costs. Aisling McArdle, commercial manager at Kingspan Energy, said: “Our PV system will significantly reduce Aldi’s electricity costs on this site.” Tony Wall, managing director of ISD Solutions, says: “We’ve worked with Aldi across a number of in-store frozen and chilled food storage solutions and this is our first standalone warehouse for the group. The range of composite panel technology incorporated, together with the solar PV system, makes this a truly state-of-the-art warehouse structure.”
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Inefficient energy management policies and management systems are leaving companies and public sector organisations “wide open” big major financial risk, according to an energy certification body. BM Trada, which provides independent certification, testing, inspection, training and technical services, says spiralling energy costs, growing concern over energy security and increasing regulatory pressure to reduce carbon emissions are making the need for greater energy efficiency a “necessity, not a nicety” for all organisations. The body was launching UKAS-accredited ISO 50001:2011 Energy Management Certification. Tom Johnston, BM Trada’s chief operating officer of Central Certification Services, said: “The cost of energy is rising rapidly, fuelled in part by growing concern over energy security, and it is the business and public sectors that are feeling the financial impact the most.”
Staff homeworking cuts costs, says survey Non-profit group the Carbon Trust has published a report, ‘Homeworking: helpng businesses cut costs and reduce their carbon footprint’. When homeworking is combined with hot-desking it offers the possibility for businesses to rationalise and reduce office space requirements, the report suggests. This, in turn, can result in both environmental benefits and substantial cost savings. Researchers calculated desk use by counting the number of desks that were unoccupied (where there were no bags or coat), temporarily unoccupied (where a coat or bags were at the desk), or occupied. In one example, BT’s promotion of homeworking saved the company 14,000 tonnes of CO2e over a period of 12 months. This allowed the company to reduce office space, resulting in an annual saving of £60 million. The report adds that in addition to carbon and cost savings, homeworking offers businesses a number of other benefits, such as higher productivity. Between 2007 and 2012, the number of UK employees who now typically work from home increased by 13 per cent.
Arup/CoreNet Global publish green ratings report An analysis of energy and water-related credit requirements in major sustainability programmes that apply to new commercial office building construction used globally, has been published. The report by consultants Arup and real estate group CoreNet Global, compares the major sustainability systems used in five different countries. It also includes an in-depth evaluation of the use of each in its country of origin and how each has been adapted internationally. The sustainability systems covered include: The Building Research Establishment’s Environmental Assessment Method (BREEAM) in the UK; ENERGY STAR and Leadership in Energy & Environmental Design (LEED) in the United States; Green Mark, Singapore; Building Environmental Assessment Method (BEAM PLUS) in Hong Kong; Green Star, NABERS Energy and NABERS Water in Australia. These systems are compared in terms of level of achievable certification, incremental credit requirements to achieve this certification level and the relative emphasis for each of energy-related, water-related and other types of credits. An online tool has also been published alongside the report. Angela Cain, CEO of CoreNet Global, said: “The report and the online tool are designed to help corporations, and particularly multi-national corporations, understand the complexities and the nuances of the programmes that they may be eligible for and to wade through the various criteria.” Cain added: “We believe this report fills a significant void in the corporate real estate industry. There has never been this type of baseline comparison.” Jennifer McArthur, associate and senior mechanical engineer at Arup, said the report helped “to strengthen the business case for the investment in highperforming, sustainable buildings”. www.fm-world.co.uk
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THINK TANK
WE ASKED 100 FMS…
A) Very often 35.5% C) Not often at all 35.5%
B) Sometimes 29%
How often do the FM and HR functions in your organisation collaborate? At last month’s Think FM conference, the BIFM announced a major partnership with the Chartered Institute of Personnel and Development (CIPD). The two organisations will embark on a number of research and insight projects over the coming months, investigating how both communities of professionals – HR and FM – are evolving and adapting to the changing workplace. HR and FM should work together to create better workplaces that get more out of employees, said the CIPD’s chief executive Peter Cheese. So creating better workplaces is what the collaboration seeks to support – but are HR and FM
already working together? One respondent remarked: “My HR function only get involved when we are making redundancies.” Another seems convinced that a scenario where FM teams report through the HR line is “quite rare, being in the 8 or 9 per cent”. One of the exceptions to this, who replied to the Think Tank group, says: “I firmly sit within the HR function working closely with organisational development/ strategy and HR. In my workplace FM is about delighting people to make the business work better.” But she adds: “I am always saddened that many FMs are placed within the finance/operations teams
and seen as nothing more than a cost centre.” Another respondent, who is a director of facilities, said that FM and HR within his organisation worked together “all the time” and was aware that this must not be the case very often. But another said: “I have seen very little collaboration between FM and HR on enhancing things for the workforce. However, we know that facilities attract and retain people, so there needs to be much more collaboration. I once asked in the BIFM LinkedIn group, ‘who cares more for the people in a building: HR or FM?’ Nobody replied, although my answer would be FM.”
In the long term and in the spirit of collaboration, thought should also be given to going beyond merely a HR-FM partnership. “FM is a support to three functions,” a respondent pointed out. “Firstly, IT to maintain the infrastructure for data centres, which if they go down, can drag the whole business down. Secondly, marketing, through projecting an organisation’s image through its facilities and the people that maintain them. Thirdly, it supports HR through attracting and retaining talent and effecting organisational culture.” Join the FM World Think Tank: www.tinyurl.com/fmwthinktank
GETTY
Unconventional working practices are on the increase British workers are embracing remote working, according to a report by Virgin Media Business and pollster YouGov. The study reveals that threequarters (74 per cent) of the remote workers surveyed believe that traditional working patterns have been redefined owing to changes in globalisation and competition, with over a third (39 per cent) of UK businesses trading internationally, according to the British Chambers of Commerce. The research, which surveyed more than 1,274 remote workers, reiterates the growing trend towards less conventional working practices, with 84 per cent believing traditional 9 to 5 business hours apply less now compared with 10 years ago. New ways of working are being www.fm-world.co.uk
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fuelled by employees’ desire to take greater control of their lives, with over three-quarters (77 per cent) of respondents stating that remote working helps them to address their work-life balance. The ability to work from anywhere at any time is not only becoming the norm, but almost
four in five employees (78 per cent) believe companies today need to offer it to attract and retain staff. Remote working is also helping employees to perform better in their roles. An overwhelming majority (81 per cent) believe remote working makes their working
life much more productive and, more importantly, 84 per cent believe that allowing staff to work remotely shows that their company trusts and values them. The research is based on a total sample size of 1,274 office workers who have worked remotely. Professor Cary Cooper, psychologist and professor of organisational psychology and health at Lancaster University Management School, said: “It is human nature to not trust these new ways of working. We have behavioural tendency to distrust practices which are outside of the norm. “But companies that trust and embrace flexible working, and enable their staff to do so, often have a better, stronger and more open relationship with their staff.” FM WORLD | 5 JUNE 2014 | 09
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ANALYSIS
Private sector providers line up to do porridge GRAEME DAVIES newsdesk@fm-world.co.uk
As two of the biggest outsourcing providers, Serco and G4S are still struggling to rebuild bridges with the government, rivals are picking up business in areas they previously dominated. Last month, mid-tier supplier Mitie signalled its growing presence in the detention and immigration sector this by inking a £180 million deal to run two centres near Heathrow.
The deal to run the Colnbrook and Harmondsworth centres, which process 900 immigrants a year, will run for eight years and means that Mitie has now built up a position where it is responsible for a third of the Ministry of Justice’s (MoJ) outsourced immigration services. With concern growing over the past year that the government is too reliant on the “Big Four” outsourcers, a
factor highlighted recently by the National Audit Office, there could be more government outsourcing opportunities for the likes of Mitie in coming months, especially in the fields of justice and health, where the company has recently been investing in its capabilities. Mitie still does most of its business in core facilities management for the private sector, which still accounts for almost two-thirds of total revenue. But it has seen the chance for a land grab while larger rivals are hampered by internal problems and contract issues. G4S and Serco have a long history of providing services to the MoJ, and some detention centres and related services have been run by the private sector since the 1970s. But the recent record of both companies in this sector has been called into question over issues including overcharging for contracts and allegations of
Contract wins
NEW BUSINESS Compass Group UK & Ireland’s Instore business has secured a new five-year partnership to introduce coffee shops in up to 30 of a UK retailer’s stores. Instore will deliver restaurant and café food services for garden centre chain Homebase, starting in Worcester from May 2014. FM provider Servest Group has increased the number of stores it services for out-of-town fashion and homeware retailer Matalan. Servest began working with Matalan in 2012, cleaning 24 stores around London. Under the new three-year deal, Servest will be cleaning an additional 57 branches daily in the South and SouthWest including Luton, Chelmsford, Harlow, Bristol and Plymouth. 10 | 5 JUNE 2014 | FM WORLD
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Bicester Village, one of nine “chic outlet shopping villages” in Europe, has selected Grosvenor Services to provide cleaning services. The contract has been awarded for three years initially. Grosvenor carries out cleaning and waste management for 130 retailers at the luxury designer outlet complex in Oxfordshire. Grosvenor Services, which specialises in cleaning, FM and security in the UK and Ireland, will be responsible for cleaning the entire shopping area, which has over six million visitors annually. First Security, part of Interserve, has won two contract extensions with the English National Opera (ENO) and Regent’s University London. The company has extended its contract
with the ENO to deliver access control, health & safety and event security services at the Coliseum Theatre and Lilian Baylis House in Central London. It will also continue to provide manned guarding and response services to Regent’s University. Seasoned Events has been awarded an exclusive five-year contract as venue manager and sole caterer at Tower Bridge, London. The venue has a number of spaces used for events from exhibitions and conferences to Christmas and private parties. Since 2009 Seasoned Events has been sole caterer for The Walkways – one of the venue spaces at Tower Bridge. Derwent FM will provide hard FM services for Constantine College at the University of York. The newbuild college is the third phase of a £2 million, five-year deal awarded to Harrogate-based Derwent FM by the joint venture between the University of York and Evans Property Group. The company will provide planned and reactive maintenance services including alarm systems, boiler and lift maintenance.
mistreatment of detainees. Detention centres, prisons and associated services are a significant area of business for the private sector, but the MoJ has scaled back on the wholesale privatisation of prisons that was planned when the coalition took power, partly owing to the issues experienced in highprofile private sector-led MoJ contracts over the past year. But the potential for large contracts remains in the provision of facilities services to prisons. And more work could be coming with the mooted outsourcing of most of the government’s probation services, despite a warning last year from the justice select committee that the department’s track record in outsourcing suggested a “multiple train crash” if it continues down this path. Despite such warnings, the MoJ is intent on pushing on with outsourcing. After all, provision of detention and probation services is a labour-intensive operation that ministers believe is better and more efficiently performed by private operators. Serco and G4S might remain in rehabilitation as far as the UK government goes, but they still have significant opportunities overseas. G4S has a long history of guarding and detention service provision across dozens of countries and the trend towards outsourcing such services is not restricted to the UK. Serco has notably built up a sizeable business in Australia, running its network of immigration and detention centres. The UK market may be becoming more competitive but the major players such as Serco and G4S have the diversified operations to mitigate weakness in the UK with further contract wins abroad. Graeme Davies writes for Investors Chronicle
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BUSINESS Compass Group sees profits BRIEFS soar on the back of new business Catering and support services company Compass Group has seen organic revenue growth rise by 4.2 per cent driven by strong new business, according to its interim results for the past financial year. There was a 5.7 per cent rise in adjusted pre-tax profit for the six months to March 31. The positive results have been mainly attributed to “excellent performances” in North America and fast-growing and emerging markets. The results also show that economic conditions and new business growth in Europe and Japan have also started to improve. Richard Cousins, group chief executive of Compass, said: “The operating efficiencies we’ve generated have enabled us to invest in the many growth opportunities we see, as well as deliver an improvement in the operating margin.”
Landmarc’s on parade
“This has been another period of consistent delivery for Compass,” said Richard Cousins
As a result of the group’s success Cousins said shareholders would be receiving an increased dividend. He said: “Strong cash generation has underpinned our investment in the business and our commitment to reward shareholders. Based on the ongoing strength of our performance, the board is proposing to increase the ordinary interim dividend by 10
per cent to 8.8 pence per share and return a further £1 billion of cash to shareholders through a special dividend. He added: “Looking out to the second half of the year, our expectations for the full year remain positive and unchanged. “In the longer term, we remain excited about the significant structural growth opportunities in both food and support services globally.”
ISTOCK
Morrisons inks deal with NG Bailey to cut energy use NG Bailey and US partner Elutions have signed a five-year, multimillion pound deal with Morrisons to roll out a scheme to help the retail chain to cut its energy use. The scheme, called Rare Energy, was rolled out in phase one across 105 of the retailer’s 500-store estate. Phase two, which will see the scheme deployed across its remaining portfolio of 395 stores throughout the UK, is due to be completed by October. Morrisons is currently realising an initial target energy saving in the region of 16 per cent. Rare Energy uses Elutions’ technology platform to identify, www.fm-world.co.uk
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Morrisons aims to reduce its carbon footprint by 30 per cent by 2020
manage and reduce a company’s energy use through better performance of its existing assets, either in one single location or on
an enterprise scale. Stuart Kirk, head of energy for Morrisons, says: “In support of our carbon reduction target of reducing our absolute carbon emissions by 30 per cent by 2020, we are considering a number of approaches to energy efficiency.” “In addition to managing down a significant cost to our business, the system allows us to understand and control our energy use. Rare Energy will support our fit for the future programme in considering UK-wide initiatives to balance demand with potential intermittent generation.”
Landmarc Support Services has won a Ministry of Defence (MoD) contract to manage its National Training Estate Prime over a fiveyear term. The £322 million contract runs until 2019, with an option to extend for up to another five years. It is one of the first of the Next Generation Estate Contracts (NGEC) to be awarded by the Defence Infrastructure Organisation (DIO), the MoD’s property and services provider. Landmarc will deliver all the services required to ensure that units in training are housed, fed, refuelled and provided with functional training facilities.
Axis gets in on the act The Axis Group has extended its services at entertainment venue Sage Gateshead to include a combined cleaning and security contract. The group now provides full cleaning services for the entire building, including all backstage areas, the stages and auditoriums, dressing rooms, bathrooms, front-of-house and main concourse. Axis Group transferred all existing cleaning staff under TUPE rules.
Three on school run The government’s Education Funding Agency has shortlisted three bidders – BAM, Carillion/ Equitix and Interserve/Kajima – to proceed to the next stage of the procurement process under its school building programme. Priority School Building Programme (PSBP) Midlands private finance project is a batch of eight secondary schools, and is the fifth of five PFI projects to be delivered through PSBP. FM WORLD | 5 JUNE 2014 | 11
29/05/2014 14:24
FM BUSINESS IN FOCUS
THE ISSUE: Sustainability in FM THE INTERVIEWEES: David Picton, sustainability manager, Carillion, and Laura Spiers, group sustainability manager, Interserve
The journey to sustainability Sustainability can be dismissed as a “fluffy” topic but it is being taken more seriously as measuring social impact becomes a higher priority for FM providers. It shows clients that they take social goals seriously enough to measure their progress in achieving them. This can mean targets for energy reduction, employee engagement, procurement controls and fair pay being built into a company’s infrastructure. Evidence for these changes lowering a service provider’s costs is becoming compelling. Last month, support services groups Carillion and Interserve both released sustainability reports setting out their environmental and social impacts - impacts that FMs are often at the forefront in managing. David Picton, sustainability manager at Carillion, says: “There is a fair grasp of sustainability in the facilities management profession… within Carillion and the clients we work with, as well.” He says: “The challenge [for the company] is keeping up with legislative changes and operating in a still tough economy.” Some of the firm’s achievements include 91 per cent waste diverted from landfill; 8 per cent reduction in water consumption (27 per cent achieved); 10 per cent reduction 12 | 5 JUNE 2014 | FM WORLD
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in Carillion’s office electricity consumption; and 1 per cent of pre-tax profits donated to community activities. “We are doing well to divert waste away from landfill and do more recycling. There is so much support for that now,” says Picton. Investment in energy and water-saving technologies is a slower, long-term game though, requiring a greater consideration of business costs, he adds.
Seeing payback Picton continues: “You have to be careful to see if there’s the right payback [for long-term project investments] and a lot of that requires longer leases on buildings that will allow technologies to pay back… You need a bit of stability in the life of a contract for those benefits to be realised.” But Picton says that clients are becoming more interested in investing in this area, starting with streamlining their own systems to make them more sustainable. “A proper sustainable approach can help with cost. You can introduce efficiencies and improve productivity and have a process review to make [a business] more efficient… All these things in the end are sustainability in action and a way to deliver services more effectively. It hasn’t been the
way in the past but… clients are looking to understand what the process looks like’ – especially if it’s built on a contract they’ve seen in operation elsewhere.
Cutting emissions Interserve’s report has it, too, making a lot of headway towarda its sustainability targets. Laura Spiers, group sustainability manager, agrees with Picton that their FMs have had a critical role in the company’s achievements. One success has been a reduction in carbon dioxide emissions from staff on business travel in 2013 compared with 2012 – the equivalent to taking about 400 cars off the road. The report also highlights how, during the construction of new facilities for West Yorkshire Police, 80 per cent of labour was sourced within a 50-mile radius of the site, exceeding the initial target of 65 per cent sourced from within that radius. But Interserve does acknowledge its need to develop long-term links with local communities, pointing out that the same approach cannot be used in every area in which it works. It also wants to enable “frontline operational staff” to volunteer a day of their time. Interserve adds that it has also doubled its graduate intake
to 10 over the past year and expects to exceed a group-wide target to double the number of apprenticeships, traineeships and graduate training places by 2018. However, the company says students still need a greater understanding of the FM sector as a career path. “Apprenticeships are not as familiar to young people as traditional routes into A-levels and universities,” says the report. It also says the baseline data the company collects and monitors to appraise its progress on the issue – especially in terms of community wellbeing – is “patchy” and will require the development of “reliable and meaningful qualitative measurements”. Spiers says that one way in which the company has achieved its sustainability goals is by engaging with those at every level of the company. Says Spiers: “We are taking a broad view across the organisation, despite being a large and complex company. We have great engagement from HR, procurement and contract teams.” Sustainability touches upon all job roles. “The hook may not be the same for a senior buyer of toiletries as it is for those in frontof-house FM delivery team,” she says. The challenge is to continue appealing to all staff, broadly and specifically, on sustainability. www.fm-world.co.uk
29/05/2014 16:53
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23/05/2014 14:52
FM OPINION THE DIARY COLUMN ROGER AMOS
“I WAS ONCE TOLD THAT YOU SHOULD ALWAYS LOOK AFTER YOUR PEOPLE, YOUR ASSETS AND YOUR MONEY AND IF YOU DO THAT YOUR BUSINESS WILL BE SUCCESSFUL”
FM NHS Consultant Trust
Roger Amos is head of property and HR shared services at the London Borough of Ealing
LOOKIN G AF TER YO UR P EO P L E A N D P L ACES
ollaborating can bring service cultures C to the same high standard, whether those functions are answering a payroll query or handling a reactive repair request FM World recently asked on Twitter “How often do the FM and HR functions in your organisation collaborate?” This followed the news that BIFM and CIPD were joining forces to examine the connection between people and places. I tweeted back and said “As head of property and HR shared services, every day!” I took on additional responsibility for HR Shared Services in Ealing in 2009. I have not only learnt a lot about HR as a
function and profession, but also used it as an opportunity to look for synergies between the two for the benefit of the organisation. It also gave me an opportunity to encourage cross-working between the property and HR shared services teams, which has led to chances for some of my staff to widen their knowledge and skills considerably. We are now looking to develop our business development strategy to schools and other agencies in the borough
University Estates
for FM and HR shared services as one offer under the headline of “looking after your people and places” while still maintaining the distinctly separate DNA and skill sets of both services. We are forming our new FM strategy at Ealing. Within that will be all the usual headings including total building costs, cost/M2 and occupancy stats, etc. The challenge we have set ourselves, which will take it to another level and benefit the workforce, is to link FM and workforce strategy data to identify key trends that may help inform the future of our workplace. We are looking at how to link the two together to inform the strategy to provide the right workplace and a content and
productive workforce. We can also consider how well remote technology is being embraced by looking at the number of staff logging in from remote sites. These trends can inform our future occupancy requirements. I was once told that you should always look after your people, your assets and your money and if you do that your business will be successful. My four-year-old son ensures he is supported by a good team of teddies when he goes to nursery, keeps his model spitfire aircraft well maintained and always makes sure I have my wallet when I take him out! That’s the way to do it!
BEST OF THE WEB Views and comments from across the web Is the role of an FM professional fundamental to leading, implementing, educating and enabling sustainable practice within his business? If not, who? (BIFM group) Michael Travers: It has to be, because the answer to the second part of the question is “no one”. Mark Armstrong: I would say it depends on whether the FM is client side or provider side. It shouldn’t, but in a lot of service provider/ 14 | 5 JUNE 2014 | FM WORLD
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client relationships, there is always going to be some degree of partition between the outsourced FM service and the client’s overall corporate strategy. Sustainability needs to be embedded in a business from the top down to be effective, so C-Level down need to be on board. What is the strangest thing you have been asked to do as an FM? (FM group) David Johnson: I was asked to remove the
morning dew from a 3.5 acre field the company I was working for was using for a health expo. The same department also requested I contact NASA to see what I could do about “future Space Shuttle flyovers” as the noise and sonic boom disturbed our CEO. Joseph Markowski: I was asked if I could flood a section of the parking lot to create an ice rink for the employees. Dean Pearson: I was once asked to silence the
fog horn on a ship in the nearby harbour. Carol Davis: To remove the structural columns from the first floor as they got in the way. Victoria Hardy: As the concert manager at a performance venue, making sure that the staff “washed” the grass after a rock concert to remove the remains of the intestinal problems experienced by the concert-goers... the next event was a “lawn picnic” for the symphony crowd!
Treadmill Workstations – what’s the risk? (Wellness in the workplace) Sylvana Leclerc: Training and introducing these tools progressively is important. Some staff will jump on the opportunity while others will sit back and wait. Why not offer standing and walking workstations as “shared” that employees can book for an hour just like a meeting room? A short video can easily cover the safety guidelines. www.fm-world.co.uk
29/05/2014 14:24
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BEST OF THE
FMWORLD BLOGS Instinct Project Libero They were confused. I understood; here they were on a leadership and management course and I was asking what their supernatural aid might be, whom they could enlist as mentors and helpers in their journey in to the “abyss”. We went outside to run the exercise. I asked them to walk across the lawns as if toward the end of their project and as they walked would come a time when they would feel an obstacle. When they got there, they should stop. Both of them felt the obstacle, both of them made some sense of what was holding them back by trusting their intuition. The next day brought a different group, different situation. Gathered together to discuss mentally healthy workplaces, they were keen but fearful of saying the wrong thing. The push and pull of good dialogue worked its magic. The work they came back with blew us away. Rather than answers regurgitated from websites we got insightful research. Working in teams they had trusted their instincts. They had sifted and discarded solutions that were unworkable at their organisation. What was interesting was that both pieces of training involved organisations where data and metrics are at the heart of their success. Yet what had unlocked a route forward was understanding themselves, their colleagues and what they needed to say and do to succeed. I’m not saying we don’t need project management, detailed research or business analysist. But sometimes those things are in the way. We overthink decisions. We prevaricate when we should trust our instinct. Read the article in full at www.tinyurl.com/ps3wahf
Openplan offices Oliver Burkeman, The Guardian Earlier this year Manhattan advertising firm the Barbarian Group unveiled its “superdesk” – a continuous single desk for all 125 staff, which it describes as “4,400 sq ft of undulating, unbroken awesomeness to keep people and ideas flowing”. Like many such office innovations, it’s undermined by psychology research. Open offices are associated with lower job satisfaction, poorer personal relations, worse concentration and creativity, damaged sleep, and sickness. Yet the open-plan idea is too powerful to resist. How could more spontaneous interactions between workers be a bad thing? Office visionaries through the ages have been sincere about wanting to improve employees’ lives, says Nikil Saval’s new book, Cubed: A Secret History Of The Workplace. The 1960s forefathers of open-plan, German designers Wolfgang and Eberhard Schnelle, who dreamed up the “office landscape” – envisaged a place where humans might flourish. They scrapped rows of desks in favour of clusters and relaxation areas. In the US the Herman Miller Company was marketing its Action Office, a layout allowing people to move and collaborate. The designs, Saval writes, were “breathing, lyrical and, above all, flexible”. Ah, yes, flexible. The “flexibility” of the modern office mainly means freedom for the most powerful forces to assert themselves. As the Bürolandschaft idea spread, the old inequalities and status markers re-emerged. When the 1980s recession decimated the white-collar world, flexibility made it easy to cram more people into smaller spaces. A meeting for Google programmers over table tennis isn’t far removed from the flexibility that lets a call centre shove aside underperformers with barely a shift of the furniture. The factors that really create flourishing at work are inflexible by comparison: good legal protection for employees. Strong unions. And walls. Read the article in full at www.tinyurl.com/qxhschu
www.fm-world.co.uk
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FIVE MINUTES WITH NAME: Sunil Shah JOB TITLE: Director, CBx
The Energy Efficiency Directive mandates the compulsory performance and reporting of energy audits for large companies by 5 December 2015. Legislation will drive more businesses to carry out energy audits, but by going beyond the minimum requirements you can unlock improvements beyond operational efficiency. Energy audits can identify opportunities for substantial savings, together with capturing knowledge to inform the operation of the building. The data produced from robust audits can greatly improve the performance of existing buildings, but also provide valuable feedback to improve the design of new or refurbished premises. The processes for energy audits are not new. They are captured through guidance materials provided by the Chartered Institution of Building Services Engineers (CIBSE), the American Society of Heating, Refrigeration and Air Conditioning Engineers (ASHRAE) and other organisations. Benefits from an effective auditing programme include: Understanding energy use and cost; Reducing energy wastage through staff awareness; Pinpointing opportunities for reducing the amount of energy consumed; Quantifying the financial and other benefits of energy saving measures; and Prioritisation of energy related workload. An audit should be performed over two phases. A preliminary audit should capture consumption patterns and trends, highlighting key energy improvement proposals and identifying areas for further investigation. These recommendations focus attention on the second phase, a detailed site audit to follow up agreed actions. The preliminary audit will deal primarily with energy consumption data (bills and/or meter readings) and is not a detailed site survey covering building fabric, services, controls systems or performance, although these aspects should be considered in any finding. FM WORLD | 5 JUNE 2014 | 15
29/05/2014 14:25
FM FEATURE
SOCIAL VALUE
NICK MARTINDALE E
ACTING UP How are FM providers injecting social value into their business activities to meet the requirements of the Social Value Act? What constitutes social value and how can it be measured? Nick Martindale reports
ILLUSTRATION: MAGGIE LI
F
or many years FM providers have felt increasing pressure from both public and private sector clients to “give something back” as part of the contracts they undertake, whether in the form of employing local people, helping out in communities or supporting charitable projects. In 2013, though, the Public Services (Social Value) Act came into force, placing a duty on government, councils, the NHS and other public bodies in England and Wales to consider the economic, social and environmental impact – known collectively as the “social value” – when commissioning services. This is now starting to have
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an effect on the way in which facilities management services are procured, particularly in the public sector. “It’s been reflected in more in-depth conversations about our training programmes, specifically apprenticeships; the employment of local people and procuring of local products; and community engagement such as supporting events, donations of time, materials and expertise; together with sustainability initiatives,” says Richard Sanders, director of vacant property firm Orbis. “In the past, these types of questions were perhaps more of a boxticking exercise. Now they are fundamental to the procurement process.”
According to a report by Social Enterprise UK – a membership organisation for social enterprises that was one of the driving forces behind the legislation – some 81 per cent of commissioners now seek to identify the social value of potential contracts, and 75 per cent of public sector bodies say their tenders now include social value criteria.
Finding out local needs But as things stand, the definition of what constitutes social value is deliberately vague. “It’s up to the commissioning body, either nationally or locally, to set priorities around what it wants to see,” says Nick
Temple, director of business and enterprise at Social Enterprise UK. “There are pros and cons to that; it means that hopefully you get social value being delivered that’s very relevant to that local context. On the other hand you get lots of different practices and you don’t get much consistency. Some local authorities will say that what’s critical at the moment is youth unemployment, while others are leaving it very vague.” One of the challenges for FM providers is how to assess the impact of any social value they deliver, either financially or through the longer-term benefits a contract delivers to a community. There are some obvious metrics; Mitie, for www.fm-world.co.uk
29/05/2014 17:41
SOCIAL VALUE
www.fm-world.co.uk
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FM WORLD | 5 JUNE 2014 | 17
29/05/2014 18:38
FM FEATURE
SOCIAL VALUE
NICK MARTINDALE
example, can point to its own charity – The Mitie Foundation – which was set up a year ago and has found work for 38 unemployed people and supported careers events at more than 100 schools over the past year. “It is possible to measure social value,” says Anthony Bennett, co-founder of bespoke hospitality provider Bennett Hay. “The key is choosing the right measures and then setting improvement targets using leading and lagging indicators.” This could include behavioural training completed, numbers of hours volunteered for charity, total donations to charity in the year or the number of successfully completed apprenticeships where people are now in full-time positions, he says.
GETTY
Different strokes Yet it doesn’t take long before some difficult questions emerge. Rohan Martyres is head of impact and investment strategy at CAN, a body set up to help social enterprises and charities measure the benefits they deliver. Some aspects are relatively easy to measure, he says, such as energy consumption or economic value of a contract, but the more “social” aspects are much harder. “Different people value things in different ways, so what a company thinks is valuable might be quite different to the commissioner, and that may be quite different to what end-users, beneficiaries or communities think,” he says. “One of the challenges of impact measurement is to take all of that into account, particularly if there are contradictions.” Often issues can arise when clients start to become more prescriptive, and want to see hard numbers around which to
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“You get lots of different practices and you don’t get much consistency. Some local authorities will say that what’s critical at the moment is youth unemployment, while others are leaving it very vague”
make a decision – potentially ignoring other aspects which may make up a bigger picture. Greg Daniel, operations director at Serco Infrastructure Services, gives the example of a recent contract where the business lost out after the client focused solely on the number of jobs it would create. “The winning company delivered more or less the same type of solution but were proposing to get more people back to work,” he says. “But we had a really interesting programme which would get ex-offenders back to work, on the back of our experience in the prison sector.” Andrew Bish is business development director for local government at Interserve. He says there are a number of metrics that can be used, citing apprenticeships, sustainable employment of six months or more, the use of smaller
businesses in the supply chain and volunteer days undertaken by staff. “But you can pick holes in all of these,” he points out. “If you take SMEs, for example, you can easily get bogged down in arguing the toss about what’s an SME and what’s the definition of local.” Bish would like to see a looser system of reporting, based around annual or half-yearly updates that incorporate some form of independent verification. “If it’s a housing association, it could be a tenant representative,” he says. “That allows you to get down into the detail and for people to challenge it. Volunteering days is a good example. We might say we’ve given 200 days of staff time from a particular contract to help good causes locally. But that doesn’t tell the whole story, because you don’t know if those 200 days have been productive or if they were particularly deserving causes.” His big concern is that any moves towards a more prescriptive, key performance indicator-type arrangement could turn such reporting into a box-ticking exercise, which discourages organisations from undertaking other initiatives. Ian Murray, business operations director at Sercon, also cautions against trying to solely measure the impact of social value in monetary terms. “What monetary value can be put on giving a thirdgeneration unemployed person an opportunity to build a career?” he asks. “Until there is a comparable methodology to measure and analyse social value which is used throughout the industry, social value will continue to be applied on an ad-hoc basis.” There are signs that such a set-up may eventually come. The Inspiring Impact scheme, www.fm-world.co.uk
29/05/2014 17:42
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23/05/2014 15:03
FM FEATURE
SOCIAL VALUE
NICK MARTINDALE
ASSESSING THE BENEFITS
GETTY
NUMBER-CRUNCHING AND DIFFICULT QUESTIONS
er which brings together a number of charitable bodies to attemptt dto measure the impact of thirdnce, sector organisations, for instance, d aims to share best practice and ensure greater consistency -up across the board. If such a set-up d eventually flourishes, it would ploy not require a huge leap to deploy tor similar metrics for private sector businesses. But Martyres is keen to resist any mass move towards on standardisation or formalisation of reporting metrics. ns “The process of organisations putting up whatever they use measure is a good thing, because hat in the long term this means that commissioners will start to seee the different sorts of elementss that potential contractors are measuring, and that they can d start to see what’s possible and what’s appropriate from thosee contractors’ point of view,” hee says. There is, however, the www.fm-world.co.uk
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Landmarc Support Services manages facilities across the Ministry of Defence’s National Training Estate, providing FM services at locations across the country. It has held the contract since 2003, and was recently awarded another five-year deal worth £322 million. The company first starting thinking about formally reporting around the social value it delivers about four years ago, after realising that its business model – under which any profits beyond a certain point are reinvested into the estate – was unusual, and potentially a differentiating factor. Working with social value measurement business CAN, the company produced the Landmarc Difference Report, which came up with a figure of £90 million as the total gross economic value added to the UK as a result of the contract – much of which stemmed from direct and indirect employment – plus £2 million reinvested into the estate. Since the report the business has sought to assess the benefits it has brought the local communities in which it works – something which Mat Roberts, head of sustainability, admits doesn’t fall nicely into “rows and columns”. “We’re all facing the same problem, which is what do we measure and what comparative value does it have?” he says. “Is taking on an app apprentice and seeing them through into permanent employment of gre greater comparative value than taking someone who is mid-career and reskilling them into a new job role, which means they can stay in a locality and continue to use the local shops and transport sys system which holds the local community together? That’s one of the cha challenges that we have yet to get an answer for.”
pote potential for significant bene benefits for organisations that seek to embrace this kind of repo reporting while it’s still a largely un-c un-coordinated affair. Se Serco, for example, has made it a m matter of course to report on the ssocial value of any contract it wi wins, whether in the public or priva private sector. “We can directly draw a line between the values of th the customer organisation and tthe outcome as that we’re deliv delivering, even though they may not have asked us to,” says Dani Daniel. “It’s not just altruistic; it all allows us to create a better custo customer experience, enhances
our profile and allows us to demonstrate that we do this, so when we bid for a central government contract we can point to real-life examples, and have that backed up by customers.” The direction of travel is only moving in one way, too. Temple highlights growing interest in such metrics from the European Union, particularly through the recent EU procurement directive. “That just lends even more strength to this,” he says. “If you want to get ahead of the game, you really need to start thinking about this now.” FM FM WORLD | 5 JUNE 2014 | 21
29/05/2014 17:42
FM FEATURE
COLUMNISTS’ FORUM
MARTIN READ
DEAR DIARISTS…
What would happen, wondered our regular diarist Finbarr Murray, if all four of FM World’s current columnists were to meet up? Turns out they’d offer an entertainingly upbeat assessment of FM’s growing influence across their various sectors, as Martin Read reports
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www.fm-world.co.uk
29/05/2014 16:13
KATY PHILLIPS
COLUMNISTS’ FORUM
S
ince 2004, and throughout the course of our 237 print editions (FM World celebrated its tenth anniversary last month), this magazine has had regular diarists offering readers insight into the topical facilities management issues they’ve faced as the years, and their roles, have progressed. Our first diarist was Gavin Ford, then the facilities manager at the University of Brighton. In 2006, Ford was succeeded by Hallmark Cards’ Ian Broadbent, before Broadbent himself moved on to take on the chairmanship of the BIFM. Broadbent’s successor was Dave Walker, facilities project manager for Northumbrian Water. Consultant Lionel Prodgers has also written in the diary spot, while over the past two years we’ve had a rotating roster of four regular diarists. Last month, we invited all four to come and meet up. John Bowen is a global consultant and commentator on FM affairs, Roger Amos is head of property & HR shared services at the London Borough of Ealing, Simon Francis is senior facilities manager at the University of the Arts, London, and Finbarr Murray – who first started writing our diary columns when he was head of FM at the London Borough of Croydon – now writes in his capacity as director of estates, FM and procurement for East Kent Hospitals University Foundation Trust. What did we get when we brought them under one roof? Some great insight into fastchanging attitudes within and towards facilities management, that’s what. www.fm-world.co.uk
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FM WORLD | 5 JUNE 2014 | 23
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FM FEATURE
COLUMNISTS’ FORUM
Changing dynamics Simon Francis: “The estate at the University of Arts comprises six different colleges. From an FM perspective we’ve moved from a federal structure and six different departments into one central department. “Each of the colleges works so differently to each other that it’s been very difficult for us in FM to have a common delivery of service – there being different contracts and staffing structures in place. “Most of our services are provided in-house, although our PPM and out-of-hours security key holding is outsourced. We brought our help-desk back in-house a year ago. “In terms of our properties, we’re moving from having lease agreements with private sector organisations to building our own halls of residence. “We’re quite a specialist FM operation. We’re not just dealing with academics – it’s art, design, fashion; the people we provide services to all think that they’re very important. There is no standard hierarchy, the academics are all leaders in their field, for example. “So there’s been a heavy focus on both customer service and the student experience over the www.fm-world.co.uk
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COLUMNISTS’ FORUM
MARTIN READ
SIMON FRANCIS
JOHN BOWEN
“When I joined there was no FM department, each college had their own local arrangement under a central structure. But four years ago we went through a central review process. Out of that, what was previously seen very much as a classic school caretaker-type arrangement was jettisoned; we’ve become more professional, flattened the management structure, got rid of some dead wood and taken on new contracts. Success for us has come down to a focus on people., investing in those delivering the service.”
“When I take my training courses I meet people with a lot of the same issues – in particular that there’s not enough money to do things that customers are asking for. So there’s an expectation gap, and an emphasis on looking at what the facilities team can realistically do, especially if you’re in the lower to middle echelons of FM. Getting FMs to think about what they can realistically do to develop their teams and their service in a cashconstrained environment is a prevalent theme.”
past couple of years. Everything we do is gauged on its impact on the student – particularly now that those students are paying their £9,000 a year. The students really do see themselves as the customers now. It has all changed rapidly in the past few years.” Finbarr Murray: “I have worked in several completely different sectors, and this is my first NHS role. I work for a foundation trust, so we’re effectively a corporate organisation – we generate our own profit and from that our capital. So in effect we’re autonomous within the NHS – but management isn’t really done by the executive team, it’s done by consultants and doctors because we’re increasingly moving towards their being the people who run the organisation. “We’re caught up in a time of massive change. From a facilities management perspective, a lot of hospital trusts have gone through PFI deals and have experience of outsourcing soft FM, albeit in some cases unsuccessfully. “The pressure on the FM organisation to perform is huge because so much is checked now
“Using FM through the catering service to deliver better quality of care represents a massive opportunity” – Finbarr Murray
by quality measures – quality of cleaning, incidences of infection control. With catering, we have moved beyond whether the food tastes good – it is now all about calorific content and whether it is providing the right dietary mix. “Using FM through the catering service to deliver better quality of care represents a massive opportunity. The catering organisation we’re working with has had a lot of media exposure and won awards. But still, the challenge will be to do things cheaper every year. “The other big thing is partnering – cross-border,
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FM FEATURE
COLUMNISTS’ FORUM
MARTIN READ
ROGER AMOS
FINBARR MURRAY
“We’ve centralised our FM budgets so that core FM services are delivered from corporately held budgets across the 130odd sites in scope. But where, for example, a children’s home contacts us and says it wants work doing, we’re finding that the budgets they have for things like that have been hoovered up to go towards savings targets. So we’re positioning ourselves in such a way that we’re proactive for that customer. We’ll provide a robust cost and technical assessment on the proposed work, and if they still want to go ahead despite the maintenance budget being bare we’ll give them support in bidding for the cash from elsewhere.”
“Just like local authorities, we are conscious of our budgets being squeezed massively. When that happens it’s usually the support services, FM, IT, HR etc, that are the first to be looked at. But the question in the NHS is whether in-house FM going forward is at all sustainable. A lot of organisations are going to be automatically outsourcing, whether it’s best for them or not, and they’ll be driven purely by cost rather than quality issues.”
“The thing to do is demonstrate that we are proactive. There are times where you can make everybody’s lives easier, and when you do you then develop a sort of fan club” – John Bowen cross-trust sharing of services. There are good examples of what can happen when you bring a Primary Care Trust, local authority, community and mental health units and others together to create a shared service opportunity. You can imagine just how much fragmentation goes on at moment, with everyone replicating the same thing – the 26 | 5 JUNE 2014 | FM WORLD
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opportunity here is massive. The NHS is such a huge buyer of services. Central government policy says we need to create collaborative procurement hubs. The big issue is in having local accountability but at the same time a more national approach to purchasing policies.” Roger Amos: “We’re obviously constrained by the political cycle, and regardless of how the election goes this month (Labour retained control – Ed.), it goes without saying that there will be a continuing drive to save on costs. But there’s also a big local government push on the social value agenda. We’re working hard with our colleagues in the children and adults directorate to assist them where we can. Trying to capture what that is in terms of cost and potential saving is very difficult – but it is for the good of the FM organisation and the borough (see article, FM World 13 February 2014). Similar to Finn, we’re looking to work with other local authorities – the West London Alliance is gathering momentum with other boroughs, and we’re working more with other public agencies within the borough of www.fm-world.co.uk
29/05/2014 16:52
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FM FEATURE
COLUMNISTS’ FORUM
COLUMNISTS’ FORUM
MARTIN READ
Ealing. Whether through the sharing of accommodation to help rationalise our asset base, or the sharing of services such as FM, these opportunities will increasingly come to the fore. “There’s some internal education needed as to what we in facilities management are there to provide. We still need to push hard to get past the old ‘bogs and boilers’ tag.” SF: “We used to have colleges going off doing their own project work and there were mistakes made in past, problems with contractors not on our framework. That has changed. There’s more of a drive to force the control framework on the individual colleges so that they have to come through the centre to get projects approved, making sure any projects meet with the strategy of the university. “There’s a shift to us being trusted a Hell of a lot more. Compared with two years ago it’s a completely different world. We have had faith placed in us. “We’ve found students have become far more militant in the past couple of years – they are pushing us hard, and I think that is beneficial to the organisation as a whole.” JB: “The thing to do is demonstrate that we in FM are proactive. There are times when you can make everybody’s lives easier and that’s when you can develop a sort of fan club. Making those little success stories happen can have longterm effects. “I remember in one organisation where we were under pressure to provide cycling facilities. So we got the local bike manufacturers to lend us bikes for our three offices. We had a pool of bikes, and through that got involved with the local council and sponsored a cycle www.fm-world.co.uk
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“Students have become more militant in the past couple of years – they’re pushing us hard, and I think that’s beneficial to the organisation as a whole” – Simon Francis
route map. It cost virtually nothing, but created interest in the local press and was picked up by our in-house magazine. It’s about raising profile – all of a sudden, you get invited into other things and it just snowballs.”
Sustainability and energy SF: “Although students are more militant, they haven’t really become so as regards sustainability. The real driver of energy management is the sheer cost of energy. We’ve introduced heating/cooling policies, telling people that we will not heat above 21 degrees or cool below 24 degrees. Also, all our new buildings in future we will aim to have naturally ventilated. “It’s been difficult when we’ve said we’re not cooling any more
– it has not gone down well. We’ve had battles, but because of energy costs hard decisions need to be taken.” RA: “There’s a desire to be seen to be green, but we lack an appetite from staff, frankly. We put recycling bins in the office but people can’t even be bothered to take the plastic lid off their coffee cups.” JB: “Interestingly, one of the products in the BIFM Awards was a hand dryer. It was cheaper on electricity and much quieter, but the company wasn’t marketing it as a hand dryer – their whole strategy was based on it being an energy-saving device. “I think retail is probably leading the way here, partly because of logistics. This is where FM scores FM WORLD | 5 JUNE 2014 | 29
29/05/2014 16:53
THE END IS NIGH! For HCFC R22 From the end of 2014, the use of the popular refrigerant R22, for equipment service and maintenance purposes, becomes illegal.
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FM Software Toolbox
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30 | 5 JUNE 2014 | FM WORLD
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FM FEATURE
COLUMNISTS’ FORUM
heavily – if you take the typical superstore, they want to use as much of their floor space for sales as they can. They recognise the importance of the building and how it works to generate money. They also recognise the environmental aspect of it. Compare that with a lot of corporate environments. They really don’t care. They don’t even know their own recycling policies.”
The value of FM SF: “Success for us has come down to a real focus on people. Investing in those delivering the service. We’ve given more autonomy and accountability to facilities managers, but there’s a real focus on getting the frontline staff to deliver a quality service. My frontline staff are the first people that students see in the morning; getting them to be that welcoming face, to have a good relationship with students, has been highly significant in the changing the perception of our service.”
COLUMNISTS’ FORUM
MARTIN READ
“There’s some internal education needed as to what we in FM are there to provide. We still need to push hard to get past the old ‘bogs and boilers’ tag” – Roger Amos
RA: “We’ve also worked hard to change that perception. When we in-sourced our service I was quick to point out that this was not a case of going back to the days of DLOs (direct labour organisations), that we’d be even better than the outsourced option in terms of an efficient FM service. “It’s about changing that perception of those on the very front line – but in order to do that it’s not just their training and what they do, it’s also about how they are made to feel within the FM business. Our FMs, where before they just had control over soft services, now have control over hard services too. They’re now in charge of that service, and in control of instructing contractors.” FM: “I think you get really good facilities management when you allow that autonomy. We’re slightly moving the other way; we like the autonomy, but we’re keen to create a framework within which those people work. Because in our trust’s 20 buildings and five acute hospitals, standardising our approach is a challenge.”
and training to match our requirements. I don’t know if there are enough people entering the sector at the right level.” JB: “There’s an increasing number of people taking training courses. Classes are getting bigger – and younger. We’ve got people now making the choice to get into facilites management, and that’s really encouraging. And people are even paying their own course fees – they can’t get the funding, but they personally recognise the benefit of the training. That’s a very fundamental shift.” SF: “We just don’t have money to put all of our lower level staff through training, but we do have a handful of people who have done so off their own back. The standard we expect has gone up. Some new recruits, and even some who’ve been in FM for years, have had their perception of FM changed. They’re thinking now that maybe they won’t just be a janitor, that instead they can have a real input.”
DO YOU HAVE THE WRITE STUFF?
FAB FOUR TO BECOME GREAT EIGHT We’re looking to double the number of our regular diary columnists, so that each print edition will have two diary columns. Could you become a member of our expanded diary team? We’re looking to ensure that we cover FM in as wide a cross-section of its activity as possible, so if you’re involved in delivering FM in a manufacturing, retail or corporate environment and would be happy to share you experiences on average six times a year, we’d be particularly interested in talking to you. Similarly, if you’re under 25 and keen to share your experiences as a new FM finding your way in the sector, you too could be just who we’re looking for. One final note: Even our diarists readily concede that while their roles may be varied, their ethnicity and gender certainly aren’t. Applications from women in FM would be most welcome. Contact us via editorial@fm-world.co.uk
www.fm-world.co.uk
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Skill sets FM: “I don’t know about you guys, but I struggle to get enough new talent coming through. We’re raising the standard of our recruitment, so we’re not happy to accept what we possibly used to accept. “Today it’s all about the customer, not your technical ability in terms of being a mechanic, electrician or whatever – it’s in how you are able to bring your skills into the customer environment. “The newer apprentices understand that, but there’s still a real shortage of people who do. We struggle to get people with the relevant experience
FM: “The thing about FM is that it’s a global career – not only can you go all over world but you can also work across a lot of different sectors. It used to be that just HR and IT fitted that description. If you were HR-qualified it didn’t matter where you were, you brought expertise of HR to whatever the organisation. And I think FM has moved that way. All of us in this room could swap sectors quite easily without really that making much of a change to how we perform. The only thing I think FM still has a problem with is the public’s perception of it. It actually is a really attractive profession.” FM FM WORLD | 5 JUNE 2014 | 31
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ALAMY
FM FEATURE
RETAIL WASTE MANAGEMENT
MARTIN READ
GREENING THE TEAM
A tight client-supplier partnership has propelled the issue of employee engagement with retail waste management operations into the spotlight. Martin Read reports on how the Westfield Stratford City shopping centre ensures that its client retailers remain engaged in the pursuit of 100 per cent recycling
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www.fm-world.co.uk
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RETAIL WASTE MANAGEMENT
T
he awards are piling up so deep now that they might need a waste contractor to clean them all up. Indeed, the relationship between the Westfield Group’s Stratford City shopping centre and its waste management consultancy WasteSolve has come in for some close attention over the past year or so, with organisations lining up to laud both the volume of recycling carried out and its routine pursuit of new ways of working. Given the routine turnover of managerial staff among the site’s retail tenants, the consistency of recycling and reuse is indeed impressive. Stratford City has been trading for two-and-a-half years since opening in late 2011 ahead of the London Olympics. The largest urban shopping centre in Europe, the site spans 98 million sq ft – the equivalent of 23 football pitches. WasteSolve, a trading division of waste management services contractor F&R Cawley’s, has a creative director in the form of Kate Cawley. That job title might at first sight seem a little unusual, but it’s in how Cawley – recently listed in The Sunday Times’ “35 under 35 business women to watch” – has brought her marketing acumen to bear on the Westfield relationship that this story is centred.
Communication is key Westfield Stratford City’s waste management was won by WasteSolve through a competitive tender. Having worked with four other Westfield sites before securing the Stratford City deal, the contractor found that the newly built centre offered a “clean slate” on which it could craft its waste management solution and retailer engagement campaigns, www.fm-world.co.uk
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Kate Cawley, (seated, below pug) has brought marketing nous to Westfield Stratford City’s recycling initiatives
unencumbered by existing systems and processes. In such a high-priority retail scenario, FM is integral to Westfield’s business with its own managerial and departmental function that reports into the director of operations. David Collins is Stratford City’s senior facilities manager, and it’s through him that WasteSolve’s operational team interacts on a daily basis (Cawley herself visits weekly). As a group, Westfield aims to minimise waste sent to landfill, reusing and recycling waste wherever possible. Westfield’s UK centres focus on retailer engagement to educate and encourage waste segregation. A range of initiatives contribute to the achievement of zero-landfill-to-waste at all
of its centres, and at Stratford City the key, says Cawley, is to have a small team focused on communication. Cawley has spoken before about how engagement with retailers is less about focusing on tickbox administration and more about the constant development of creative staff engagement programmes that reward staff and motivate them to continue in their recycling efforts. Indeed, Cawley herself came into the family waste business having worked in the marketing and communications team at Reuters. It’s there that she developed the marketing skills that she now brings to her waste management clients. Cawley ended up working in the family business, when F&R Cawley was
looking to find customers for a new anaerobic digestion plant, and it was during this process that she identified the need for staff engagement and internal communications to make the vital changes to operational behaviour stick. Essentially, she brought a marketing dynamic to the fast-changing world of waste management – and what was then the UK’s first commercial food waste recycling service to anaerobic digestion facility. At Westfield Stratford City, WasteSolve’s team goes under the name “The Green Academy” and its members are seen by the staff of tenant retailers as being representatives of Westfield. Cawley’s on-site team routinely develops fresh engagement campaigns to educate users about the need to segregate waste material – no mean feat considering the turnover of managerial staff within the retailers and the need to, in Collins’ words, “refresh” the message on a constant basis. Yet it works, and there are any number of awards that bear testimony to its success. “The Green Academy” recently won the “Retail Recycling Champion” at the Awards for Excellence in Waste Management & Recycling 2014 – the second award from this body. Late last year the Chartered Institution of Waste Management (CIWM) awarded Westfield Stratford City and WasteSolve its award for “environmental excellence in sustainable facilities management”. More recently, Westfield became the first shopping centre to win the Association for Organics Recycling (AfOR) “food waste recycling award”, in large part for sending 100 per cent of food waste to recycling through anaerobic digestion (AD) – “the largest amount of food waste diverted to AD from any single FM WORLD | 5 JUNE 2014 | 33
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FM FEATURE
RETAIL WASTE MANAGEMENT
retail site in Europe”. More than 70 of the retailers at Westfield Stratford City are outlets where customers can get something to eat and drink, so food waste is inevitable, and that makes Westfield Stratford City’s 100 per cent food waste to anaerobic digestion record an impressive one – along with the measures that go into maintaining this level of recycling.
Keeping it coming The key to this success is relentless campaigning to convince employees to segregate waste and prepare it for recycling. Collins says: “It’s a very different situation compared to five years ago where few people really cared. Today, waste control is a key business objective for all of our retailers’ store managers. “In terms of volume of packaging, many of our tenant retailers are working a lot smarter in terms of how they receive their product straight onto the shop floor and how quickly they can get it on to the shelves. A lot of tenants have changed the way that they package; with many of our fashion retailers their product all comes in on roller racks now, rather than in big boxes where there’s a lot of cardboard and plastic to deal with.” Working with WasteSolve, Collins and “The Green Academy” team meet with tenants and publish league tables to show who’s doing well. The larger tenants, John Lewis for one, also have their own national recycling strategy. Much of Collins’ work is in talking to such firms about how Stratford City’s local schemes can meet their needs. At the other end of the scale, Stratford City also has an independent market of independent retailers – The Street – where tenancy changes far more frequently. “It can take more time to 34 | 5 JUNE 2014 | FM WORLD
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MARTIN READ
get owners and operators up to speed,” says Collins, “but as we make waste management a regular agenda point people realise how much importance we put on it, whatever their size and background. “A lot of firms here already follow quite environmentally friendly behaviour. What we’re doing is supporting that and carrying it through on the ground with their teams, who are maybe a bit disconnected from their head office, making it relevant to them here” he adds. “We have to take the time to explain our processes and procedures if we’re to maximise their effectiveness. You don’t want a situation where, for example, segregation levels under one manager go down when another manager takes over. “There’s lot of ‘refresh’ involved, whereby we need to go back to that store manager and talk about any new ideas or other waste streams we can tackle.”
STATS STA TS Site: 1.9m square feet of retail and commercial space Visitors: 38 million in 2013 Number of staff on FM team (in-house and outsourced): 235 Key FM-related contractors: WasteSolve – Waste Management, Clean Domain – Cleaning, VSG – Security, OTIS – Vertical Transportation Worldwide, the Westfield Group operates one of the world’s largest shopping centre portfolios with investment interests in 90 shopping centres across Australia, the United States, the United Kingdom and New Zealand, encompassing more than 20,500 retail outlets and total assets under management of $70 billion.
WESTFIELD’S ENVIRONMENTAL REPORT
A RUSH TO RETAIL RECYCLING Westfield includes an environmental perspective into decision-making at every stage – from design through to operations and management. The group’s first annual greenhouse gas audit was undertaken in 2006. Its environmental focuses are on energy use, greenhouse gas (GHG) emissions, water use and waste. Westfield has reported energy use and GHG emissions for several years through the Carbon Disclosure Project and other reports. In 2011 the group also began external reporting of water consumption and waste disposal data in the sustainability report. In the UK Westfield’s sustainability agenda is set by
the UK management committee, chaired by Michael Gutman, managing director of UK/Europe. The group’s approach to date has been to set specific energy and emissions targets and associated efficiency targets by asset and activity, as opposed to setting total targets across the group. Each asset and activity has a target based on parameters such as performance, technical limitations and market demand. In the UK, there are a variety of initiatives to reduce energy consumption. At Westfield’s London head office, wet waste was incinerated for renewable energy as part of the buildingwide strategy for recycling.
Across its shopping centre portfolio, facilities managers and building services managers aim to reduce energy consumption by monitoring the building management system, adjusting non-essential lighting, such as mall and car park lighting times and schedules, and implementing several lighting retrofitting programmes across the portfolio including the replacement of dichroic lights by LEDs. The 2013 report showed these initiatives helped reduce the UK’s electricity consumption by 1.4 per cent. Westfield Stratford City, despite contributing to an absolute increase in carbon emissions, has set the benchmark for energy
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RETAIL WASTE MANAGEMENT
Right and below: recycling campaigns by The Green Academy are regularly refreshed.
Anaerobic digestion For food waste, Stratford City benefits from having easy local access to the TEG Biogas anaerobic digestion facility in Dagenham. “It’s fantastic to use a local solution,” says Cawley. “Something David and I constantly discuss is onsite solutions to deal with waste, but in this case the AD site is so local that it makes perfect sense. “Food waste creating energy is a fantastic story; there’s a bit of alchemy about it. For us it’s a great message because in this case we can go back to each restaurant here and tell them exactly how much energy they’ve been able to power each month, how many kettles or how many TVs they’ve powered, through their food recycling. It’s a tangible message we can give back.”
efficiency amongst the retail centres in its portfolio, with its combined cooling heating and power unit generating 75 per cent of the site’s energy requirements.
Waste Westfield aims to manage waste efficiently by minimising waste sent to landfill, and re-using and recycling waste wherever possible. The UK portfolio has focused on encouraging retailers to segregate waste with a range of initiatives contributing to a zero-landfill-towaste achieved at all centres. In 2012, 41 per cent of waste over the group’s portfolio was recycled, reused, recovered or composted.
www.fm-world.co.uk
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“Food waste creating energy is a fantastic story; there’s a bit of alchemy about it”
Campaigns Like so much in FM, true success in meeting recycling targets comes through engaging with those who carry out the work. In this case it’s in the consistency with which the necessary behavioural change is monitored and refreshed, and the consistent messaging that the onsite team delivers in support of that.
Collins says: “WasteSolve creates clear, simple and powerful messages, explaining to tenants what we want them to do and why. This messaging is reinforced through the Westfield team as a regular meeting agenda point.” “We try to make it fun and creative,” says Cawley. “People think waste is boring, so it’s about making it fun and getting people involved. “We have a dedicated Facebook page and use that for interactive client campaigns. For example, our Christmas campaign was based on sending in the best festive recycling picture. Other themes include a summer fete theme, and “Going for Gold” during the Olympics. (See example posters.) Says Collins: “Everyone can give away prizes but we reward tenants who understand the message and have improved their position in the league table. It’s recognition for the whole team that they’ve done well – and people are so proud to be in the photo when we publish it. “We’re not preaching to them, or saying that they have to meet a target and then penalising them if they don’t achieve it. I think we as an industry, in FM in general, need to consider the value of this kind of marketing support to make us and our messaging a bit more engaging.” FM FM WORLD | 5 JUNE 2014 | 35
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FM FEATURE
REUSE AND RECYCLING
ANN BEAVIS
can deliver is a powerful tool to changing perceptions. Enabling stakeholders to see the quality of the products and financial benefits of these choices, through improved break-out, meeting and recreational areas can also help persuade. If confronted with the choice of remodelled desks and refurbished chairs and screens with an improved break-out area, or new furniture whilst keeping the existing break-out area, what would your workforce choose?
Resizing office desks
FAR MORE THAN JUST MAKING DO A well-delivered office refurbishment will refresh a tired workspace and better reflect an organisation’s brand, but these days it can also be expected to make the workspace work harder as well as tick the CSR and sustainability boxes. Ann Beavis reports
T
raditionally, an office refurbishment has meant out with the old and in with the new, with office furniture being treated as a short-term, disposable item that is changed as readily as the colour on the walls. But enlightened businesses are finding that integrating reuse and recycling into office refurbishment can help deliver 36 | 5 JUNE 2014 | FM WORLD
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improved working environments while making cost savings on more traditional approaches. The money saved can be then be diverted to create better meeting, break-out and recreational areas.
Overcoming barriers FMs have met barriers to this more sustainable approach to refurbishment owing to issues of quality with refurbished
products, lack of credible warranties and staff perception about reused furniture. But all these issues can be overcome. Providers of good quality remanufactured products should provide warranties equivalent to those for new products. Installing a trial remodelled desk, screen and chair and producing information on the sustainable savings this furniture
With the current movement towards smaller desks and benching systems to fit in more desks in an office space, remodelling makes the most of the quality furniture in which organisations have already invested. Remodelling can revitalise this furniture that no longer fits the footprint of an office and return items to showroom condition. Our research into the financial and environmental benefits of furniture remodelling over a number of projects found that for an office of typically 100 staff or more, the benefits include: ● Increased productivity of workspace – remodelling desks can save office space and increase the productivity of workspace by up to 35 per cent; ● Reduced costs of office space – savings of as much as £90,000 in office space costs a year; and ● Reduced environmental impact – on average every 10 office desks remodelled saves a tonne of carbon dioxide. Furthermore, according to Waste Resources Action Programme’s (WRAP) furniture procurement financial model, remanufactured desks typically cost 30 per cent or less than the cost of new desks so cost savings can be seen immediately. www.fm-world.co.uk
29/05/2014 14:25
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23/05/2014 14:57
THIS SEASON’S
PICKINGS “I was offered a promotion from Estates Manager to Director of Facilities. One of the main reasons for being offered this position was the knowledge and understanding of FM that I have gained from the last 2 years training. I have no doubt that the training has improved my skills in all aspects of my FM role and I am enjoying the challenges that FM brings.� Director of Facilities, Barton Peveril Sixth Form College
JULY 8-9 8-11 9-10
15-16 15-17 16 16-17 28 29-31
Project Management IOSH Managing Safely Introducing & Leading Change in FM [BIFM Executive Programme] Display Screen Regulations & Risk Assessment Understanding FM [Foundation] Building Information Modelling & Soft Landings Creating & Sustaining Modern Workplaces Exploring Innovation in FM [BIFM Executive Programme] FM Business School [Advanced]
AUGUST
12-14 Understanding FM [Foundation]
SEPTEMBER 8
9 9-11 10
Study Skills Workshop [for ILM and BIFM qualification programmes] IOSH Managing Safely Refresher The Professional FM 1 [Intermediate] Energy Management
+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
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MAGNET-FIX
SYSTEM
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www.ledgrouprobus.com 38 | 5 JUNE 2014 | FM WORLD
p38_FMW050614.indd 038
23/05/2014 15:17
REUSE AND RECYCLING
Left: Re-edging an office desktop for a professional finish and (right) refurbished desk screens Lower right: Desktops being cut out for use on existing desk frames
Reuse opportunities Acoustic screens and notice boards can also be reupholstered to match new colour schemes, incorporating greater vibrancy into an office and achieving a consistent look to incorporate brand themes. Reuse can also be achieved with regard to the infrastructure in an office refurbishment. For example, reusing glass panels, cleaning and reusing ceiling tiles, resizing reception desks and re-topping cupboards. Reuse can take significant pressure off tight FM budgets and these savings can be reallocated, as mentioned earlier. This can be spent on the more “nice to have” elements of an office refurbishment that might otherwise fall outside the budget.
Unwanted furniture Reuse cuts the waste generated during an office refurbishment, but other forms of waste minimisation along with recycling and recovery can help reduce the costs and environmental impacts of a refurbishment programme and even provide social benefits. Good quality office furniture can be provided for re-sale, contributing towards the budget for a refurbishment. Furniture and equipment can be donated to schools, charities and social enterprises, benefiting the recipients and contributing to an organisation’s corporate social responsibility agenda. Traditionally, FMs have found such approaches took time and www.fm-world.co.uk
36_39 Reuse and Resize.indd 39
“Reuse can take significant pressure off tight FM budgets and savings can be reallocated” research, presenting many logistical difficulties, but reuse and recycling can now be integrated into a refurbishment project. A single comprehensive solution from your service provider can deliver and report back on these environmental, financial and social outcomes with little burden on the time-poor FM. More advanced collection, treatment and disposal methods also mean that sending unwanted furniture (as well as other waste from the refurbishment process) to landfill really can be the last resort. On-site segregation of metal, including components and fixtures, can return rebates that, again, can be put towards the cost of the project. Greater segregation of materials into single streams can cut the waste costs of refurbishment through increased recycling. Integrating reuse and recycling into refurbishment provides a great opportunity to combine environmental and social benefits with cost savings and generate a greater feel-good factor in the office than a traditional refurbishment. That’s a win-win situation all
round, something with which head of facilities for Tesco Stores Ltd, Andrew Neal, concurs. “We have recently completed a major refreshment project that has radically transformed an office area of over 50 000 sq ft using remodelled office furniture. “We have received excellent feedback from our internal clients about the finish that has been achieved and substantial environmental savings have been made, helping us deliver our green agenda. The financial savings that remodelling our office desks delivered have provided the funds to invest in providing break-out areas and carry our additional refresh works. We believe that reuse is way forward for office furniture.”
Unwanted furniture Five things you might not know about reuse ● About 1.2 million office desks and 1.8 million office chairs end up in UK landfill each year; ● A remanufactured desk costs typically 30 per cent or less than the cost of a new desk; ● Remanufactured products can come with one to five-year
warranties equivalent to new products*; ● Simple reuse of an office desk can cut its carbon footprint by 36 per cent and replacement of just the desktop cuts its footprint by 18 per cent; and ● Refurbishing an office chair can reduce its carbon footprint by 45 per cent. Figures from Waste and Resource Action Programme (WRAP) – Benefits of Reuse A Case Study Office Furniture 2011 and www. wrap.org.uk – Carbon Impact of Office Furniture Reuse - Centre for Remanufacturing & Reuse CRR 2010 . FM Ann Beavis is a consultant for the Premier Group including Premier Sustain, which offers a comprehensive range of sustainable workplace solutions for office furniture and equipment. Premier expects to remodel and refurbish at least 5,000 items a year at the company’s Renew Centre, diverting 200 tonnes of office furniture back into use, representing a 400 tonne saving in carbon emissions and an estimated financial saving for clients in excess of £200,000 each year. *Not a WRAP figure FM WORLD | 5 JUNE 2014 | 39
29/05/2014 14:25
Advertisement feature
UK Gutter Maintenance after digital photographs of all works are always
Paul and Kathy Blair, husband and wife and co-owners of UK Gutter Maintenance Ltd were delighted when the opportunity presented itself in the Spring of 2008 to form their own specialist gutter cleaning company and have never looked back since. Between them the couple have over forty years experience working within specialised service industries, over fifteen of which have been dedicated to gutter cleaning activities. Both Paul and Kathy have a passionate belief in what their company stands for and a refreshingly uncomplicated common sense approach to managing their business. Their work ethic is based on teamwork and by placing a greater reliance and responsibility on those who work with them they have succeeded in achieving a consistently high and personal level of service that they believe is unrivalled in the industry. Kathy Blair Managing Director says “in an industry where the end product invariably cannot be seen it is of paramount importance that clients have confidence in the company they choose to employ. We instil that confidence and trust by focusing on all aspects of our performance. With our teams’ combined and varied knowledge we have a unique understanding and empathy with what our clients expect from us and are committed to meeting those expectations by ensuring that all jobs are done properly and to the complete satisfaction of our customers”. Placing utmost importance on Health and Safety the couple chose to appoint a Health and Safety Manager, Mr Martin Young whose sole responsibility is to ensure that all works are undertaken in a safe manner. Martin has had a long and varied career, primarily within the engineering sector and five years ago took the decision to obtain a NEBOSH qualification and focus on Health and Safety. Martin’s particular expertise lies in working at height and he has proven to be an invaluable asset to the company.
A flexible and complete service Kathy Blair states “The structure and flexibility of UK Gutter Maintenance means that we are able to work throughout the country in just about any location, at relatively short notice. We also offer an emergency call-out service
provided together with reports upon on any major defects found or areas of concern. Wherever possible, should there be any minor defects found these are carried out before leaving the site.
for our national clients and work for several national help desks on a call-out basis.. This is proving to be an invaluable service and as far as we are aware UK Gutter Maintenance Ltd is the only company in the UK offering this type of service on such a major scale. Due to the nature of these types of works, in most cases leaks are experienced inside the building and temporary repairs are required to prevent a further ingress of water. Inevitably we find that these leaks are not necessarily a gutter maintenance problem but could also be caused by defective areas on the roofs. In some instances the gutter and roof defects we encounter need a permanent long term solution. This has resulted in our gutter cleaning service and skills extending to incorporate the treatment of leaking joints and badly corroded gutters as well as undertaking full roofing and skylight repairs, including the treatment of cut edge corrosion. Consequently over the years our experience and expertise has evolved which now enables us to offer a complete gutter and roof maintenance service. This gives the Company the distinct commercial advantage of being able to offer a truly complete package.
Paul Blair states that “our clients acknowledge that this procedure is very effective and the provision of photographs is the only way that they can actually see that the work has been carried out. Unfortunately in our industry there are too many people that do not do the work they have been brought in to do. There have been many occasions when we have surveyed a job only to find that the company last employed to do the gutter clean or repair work had not done it properly, if at all”. UK Gutter Maintenance Ltd has a reputation for honesty and trustworthiness and an ever growing and loyal client list with household names such as Interserve FM, Carpetright, Topps Tiles, C Brewer and Sons, Roadchef and the Open University to name but a few. Kathy says “we are in the enviable position of clients actually wanting UK Gutter Maintenance Ltd to work for them. We have never been busier and for Paul and I owning our own company and being in control of our own destiny is the best thing that could have happened to us. Our business has been built on client relationships and our motivation and success lies in the fact that we personally know the majority of people we work for and for whom we deliver a high level of service which represents value for money, professionally, efficiently and safely”.
Services – Overview All teams are supplied with liveried 16.5 m boom vans as a standard piece of access equipment and are fully equipped with specialist safety equipment, particularly for undertaking works on fragile roofs or where skylights are present. Additional equipment is resourced to suit each individual task and the appropriate team members are deployed to deliver a bespoke service to clients’ individual requirements. Communication is seen as key to the company’s ongoing success and clients are kept fully informed of progress before, during and upon completion of works. Before and
•
Major planned preventative maintenance (PPM) gutter cleaning contracts
•
Fast reliable call-outs for national help desks
• •
Gutter maintenance and repair works
•
Roof and sky light repairs/replacements
Gutter waterproofing treatments (up to 10 year guarantee)
For further information please contact us on Tel: 01748 835454 or visit our web-site:
www.ukgutters.co.uk UK Gutter Maintenance (not p40_FMW050614.indd 2 editable) FP.indd 1
04/04/2014 14:58 23/05/2014
FM MONITOR MARKET INTELLIGENCE
INSIGHT
The figures on this page have been compiled from several sources and are intended as a guide to trends. FM World declines any responsibility for the use of this information.
ECONOMY
OFFICE TEMPERATURE MAY COST ECONOMY £13BN A YEAR
VAT rates: Standard rate – 20% (from 4 January 2011) Reduced rate – 5% Zero rate – this is not the same as exempt or outside the scope of VAT
About 2 per cent of office hours are wasted entirely because of the temperature, potentially costing the UK economy about £13 billion a year, a survey says. Research carried out for heating and ventilation hire company Andrews Sykes claims to show the divide between men and women when it comes to comfort with office temperatures.
Source: HM Treasury (hmrc.gov.uk)
Bank of England base rate: 0.5% as of 8 May 2014. The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009. Source: Bank of England (bankofengland.co.uk)
Consumer Price Index (CPI): The Consumer Price Index (CPI) annual inflation grew by 1.8% in the year to April 2014, down from 1.6% in March. The largest contribution to the rise in the rate came from transport, particularly motor fuels and notably air fares, with other downward effects from the clothing and furniture & household goods sectors. An overall fall in the price of food was the largest offsetting factor. sSource: (www.ons.gov.uk) EMPLOYMENT
National Minimum Wage The following rates came into effect on 1 October 2013: Category of worker
Hourly rate from 1 Oct 2013
Aged 21 and above
£6.31
Aged 18 to 20 inclusive
£5.03
Aged under 18 (but above compulsory school leaving age)
£3.72
Apprentices aged 19 and over, but in the first year of their apprenticeship
£2.68
24%
ONLY AGREED THAT THEIR OFFICE WAS AN IDEAL TEMPERATURE FOR WORKING THROUGHOUT THE YEAR
10%
OF WOMEN SAID THEY HAD BROUGHT A HOT WATER BOTTLE TO WORK.
A poll surveyed 2,000 people in a bid to discover how much the temperature affected workplace efficiency and output. It found that less than a quarter of office workers find the temperature in their office comfortable, and more than a third say they take at least 10 minutes out of work each day because of the temperature alone.
33%
MORE TIME WAS WASTED BY WOMEN (AROUND NINE MINUTES, COMPARED WITH 6.5MINS) THAN MEN TRYING TO ACCLIMATISE THEMSELVES TO POOR OFFICE CONDITIONS
SECURITY MARKET
70%
OF WOMEN NEEDED TO BRING IN ADDITIONAL CLOTHING TO THE OFFICE TO KEEP WARM, AND 50 PER CENT DRANK EXCESSIVE CUPS OF TEA, WHILE FEWER MEN (44 PER CENT AND 28 PER CENT RESPECTIVELY) NEEDED A JUMPER OR A HOT DRINK
RENEWABLE ENERGY
UK ELECTRONIC SECURITY AND ACCESS CONTROL MARKET 2010-2015
Demand for electronic security fell during the economic crash in 2009/10, but the market improved in 2011, owing to higher levels of public sector construction spending before budget cuts hit. Keen pricing hit overall value growth in 2012/13, but the market is still worth about £1.35 billion. Key drivers for installations were investment in tech to cut operating costs and improve efficiency. Technological developments drove the replacement market, especially in remote monitoring by wireless technology and cloud-based surveillance. CCTV and access control sold well in the public sector, accounting for more than half of all security installations. Medium-term prospects for the wider electronic security market are positive. Overall market growth of 10 per cent is forecast for 2014-2018. SOURCE: AMA
FIGURES SHOW UK ‘MISSED’ 2011-12 TARGET
The government says the UK missed its renewable energy target (15 per cent) for 2011-12. Only the overall 2020 target is legally binding but the Department of Energy & Climate Change must submit an amended renewable energy plan to the EC by June 2015, with measures to get the UK back on track. The 2011-12 target is 3.94 per cent energy from renewables, 0.1 per cent short of the target of 4.04 per cent. Most of the EU 27 nations had already hit their 2011-12 targets by late 2011. SOURCE: UK GOVERNMENT
15% 2020
3.94% 2011 ACTUAL
4.04% 2011 TARGET
RESEARCH
www.fm-world.co.uk
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FM WORLD | 5 JUNE 2014 | 41
29/05/2014 15:52
Uniting the facilities management industry
Register at facilitiesshow.com /FMWorld
17-19 June 2014, ExCeL London
15 years at the heart of the facilities management industry As the role of the facilities management professional evolves, keeping up to date with the latest legislation, issues and challenges across a range of disciplines is essential. Facilities Show is dedicated to bringing you together with suppliers and specialists to share knowledge, debate current issues and find best-fit solutions and products for your organisation’s needs.
In association with
Show partner
#FACSHOW @Facilities_Show
Organised by
Maintenance
p42_FMW050614.indd 2
Parking
Cleaning
Interiors
IT
Safety
Security
Recycling & Waste Management
Catering
23/05/2014 14:59
FM MONITOR SIMON JARMAN
TECHNICAL
Simon Jarman, CEO, Quintex
VEN TIL ATION T ECH N O LO GY
imon Jarman outlines considerations that FMs should make when dealing with ventilation and extraction, the importance of getting it right, and the toll it will take on your energy bills if you don’t
S
Increasing energy prices are becoming a real concern for business owners, as research shows that prices in the UK are rising faster than in other countries. Add to this the prospect of ever more green taxes, which look set to add as much as 50 per cent to the electricity prices paid by 2020, and it is clear that companies must explore the viable energy-saving strategies available to them if they wish to cut their bills. One area that should not be ignored is the commercial kitchen, whether that is preparing food for your staff, your customers or the general public. Our belief at Quintex is that the energy use in a commercial kitchen is exceptionally significant as a percentage of a typical business’s usage. If you take into account all the things that a kitchen does – air handling, lighting, cooking, refrigeration, hot storage, warewashing – these are a lot of highenergy consuming activities and so it is vital to research methods for minimising use – and costs.
Measure what you use One of the biggest issues that kitchen operators face in terms of energy use is staff behaviour. By encouraging behavioural changes, significant amounts of energy can be saved. For www.fm-world.co.uk
43 Technical Ventilation.indd 43
instance, ensure that the gas on the cooking appliance isn’t switched on until required and that lights are switched off when the kitchen closes, rather than being left on overnight. Proper maintenance of appliances can also make a significant difference. I’m a big advocate of energy monitoring – you can’t manage what you don’t measure and if you invest in monitoring systems you know how much energy your appliances and kitchens are using, which gives you much more opportunity to do something about it.
Ventilation fans It is also well worth looking at the area of ventilation in the commercial kitchen, as this is one space where we know efficiency can be significantly improved. It is quite common in a commercial kitchen for the chef to come in first thing in the morning and put the gas on straight away – often just to warm up the kitchen. As a legal requirement, the gas has to be linked to the ventilation system, which means that the ventilation fans will automatically switch on to avoid the build-up of noxious gases in the area. What tends to happen is that the fans run at full speed all day, even when there’s little or no cooking taking place. Indeed, a traditional kitchen hood and extractor system in a commercial kitchen is designed
with a capacity sufficient to remove 100 per cent of the heat, steam and smoke produced when cooking levels are at maximum and all appliances switched on and running at maximum operating levels. Under normal operating conditions, however, it is highly unlikely that cooking will be constantly at maximum levels and all appliances under the hood will be running at 100 per cent for an extended period of time. This means the ventilation system is often running in excess of the level needed to successfully remove the heat, steam and smoke produced. This clearly identifies an area of energy use that can be reduced if there is a suitable method to do so. Another area facilities managers should look into is that of demand controlled ventilation. Demand Controlled Ventilation (DCV) is an exceptionally effective and underused means of saving energy in a commercial kitchen; it has the ability to achieve savings of up to 80 per cent in fan energy use. DCV uses sensor technology to detect cooking activity levels and reduce ventilation fan speeds so that extract rates are matched to cooking demands, so optimising energy use. A fan running at 50 per cent of its normal operating speed will only consume 12.5 per cent of the energy required to run the fan at 100 per cent of its operating capacity, resulting in significant carbon emission reductions. This is obviously a huge reduction in fan energy use for businesses and will result in significant financial benefits. In addition, there will normally
be two fans in a kitchen, an extractor fan taking away waste air and a supply fan bringing in fresh air and replacing that waste air at the same rate as it is being lost to the atmosphere. In many cases, the fresh air that is being brought in from outside is conditioned before being brought into the kitchen, so it is heated or cooled, depending on the season.
Air in, air out Conditioning the outdoor air to replace air exhausted from a commercial kitchen imposes a significant energy burden – typically more than half of the total HVAC load in a commercial food-service facility. By using DCV, less air is extracted from the kitchen when fan speeds are reduced so, in turn, the requirement for conditioned supply air is also reduced. As a result of this, further savings are achieved through the use of DCV because less hot or cold air is required from the building’s heating or air conditioning plant. The savings from reducing conditioned air losses are also very large. In addition, the life of the ventilation system is also extended as a consequence of lower operating loads, leading to reduced costs. To sum up, while rising energy costs will affect businesses, there are methods available to reduce use and bills, and ventilation represents a real opportunity for savings. When you look to cut costs and increase efficiency facilities managers would find it is certainly worth considering the energy use of any commercial kitchens you operate. FM For further information please visit www.quintex.co.uk
FM WORLD | 5 JUNE 2014 | 43
29/05/2014 15:51
FM MONITOR LUKE RUTTERFORD
TECHNICAL
Luke Rutterford, technical manager, Rentokil Specialist Hygiene
DEEP CLEAN IN G I N H O S P I TA L S
s human resistance to antibiotics increases in the UK it is even more vital that hospital-acquired infections are eradicated before they can spread. Luke Rutterford looks at recent techniques to keep hospitals safer
A
Healthcare environments in the UK are subject to strict legislation about the standards of hygiene that must be maintained. But upholding these standards can be challenging for many hospitals; the National Institute for Health and Care Excellence (NICE) recently warned that infection rates still need to be cut. The watchdog reported that nearly 300,000 patients develop an infection each year while being treated by the NHS.
The challenge of specialist cleaning Providing a clean and safe environment ensures that the risk to patients from hospital acquired infections (HAI) is reduced to a minimum. But the vast areas that have to be kept clean and the huge numbers of people passing through (many of whom are unwell), makes keeping hospitals hygienic a very difficult task. Specialist cleaning in hospitals can be challenging, not only because of the complex nature of the task at hand, but also because of the need to keep disruption to a minimum. This was evident in January, when members of the public were asked not to attend University Hospital Llandough in Cardiff for several weeks because of a Norovirus outbreak. In addition to the health risks to patients, failure to maintain hygiene standards can have severe 44 | 5 JUNE 2014 | FM WORLD
44_Technical deepclean.indd 44
business and administrative repercussions for a hospital. Outbreaks can cause hospital wards to close to new admissions, limiting the income for private hospitals and, more importantly, restricting the number of people a hospital can serve.
Deep cleaning is critical to hospitals To effectively combat infectious outbreaks in hospitals it is imperative that all services are adequately resourced and clearly defined by a strategic cleaning plan. Forming a strategic cleaning plan with a deep-cleaning specialist is a sensible approach. To identify the best solution, a consultation should be undertaken that factors in the specific dynamics of the site, weighs risk against cost and efficiency, and also considers environmental factors such as the fabric of the building, the footfall, isolatable areas and any specific target pathogens. How frequent the in-house cleaning regimes should be must then be determined, as well as how to implement specialist disinfection to enhance everyday infection control measures. It should be considered that although cleaning schedules and routines need to be put in place, it is vital that this does not affect service delivery. Specialist cleaning needs to be
carried out on both a proactive and reactive basis (neither work alone) to reduce the number of cross-infections occurring. Proactive routine cleaning of shared contact points and communal areas is essential, as is reactive disinfection as soon as a known infection is introduced by a patient or visitor. If that person is known to have inhabited a certain area, then that area should also always be disinfected before it is used again.
Innovations in deep cleaning To combat outbreaks of infectious diseases, hospitals and healthcare practices need to partner up with a specialist cleaning provider who can sanitise areas quickly and efficiently. Technicians need to be highly trained, well equipped, and very experienced in providing specialist disinfection services. Innovations in specialist cleaning technology aim to provide the highest possible levels of hygiene, while also ensuring that downtime and disruption are kept to a minimum. In an ideal situation, where you have an empty ward for 24 hours, HPV (Hydrogen Peroxide Vapour) fogging would be an option. But in the greater scheme of things an expedient and less timeconsuming option is preferred. For example, the use of ULV disinfectant fogging technology enables treatment of large areas very quickly. Foggers generate a fog or mist formed of Ultra Low Volume (ULV) droplets, measuring 5-50 microns (μm) in diameter. This means they are small enough to hang in the air long enough to tackle pathogens, and are also attracted to land underneath, on top and on the sides of surfaces
where they can come into contact with pathogenic microbes that might otherwise be missed by manual cleaning. Fogging is seen as a key weapon in the fight against Norovirus, also known as “winter vomiting bug”. There are more than 25 different strains of the virus, which affects between 600,000 and one million people each year. The virus is usually transmitted through contact with a contaminated surface, and can survive on a surface for a number of days after being touched by an infected person. For this reason it can spread like wildfire in areas that are densely populated and where there is much coming and going, such as a hospital. Potential outbreaks need to be identified and dealt with quickly. Fogging technology can disinfect over 100 square metres in just a few minutes, helping to limit the spread of infectious disease almost instantly. Another response in the fight against the transmission of infectious organisms is a post-pest disinfection service. Pests such as flies, cockroaches and rodents can carry bacteria and viruses that can be spread throughout the hospital environment, and so a reactive response to the health risk can significantly minimise any impact. In addition to using specialist cleaners and the latest cleaning technologies, it is essential that all staff and visitors in a hospital take personal responsibility by following any infection control procedures that are implemented. This, combined with using the safest, most effective and advanced products delivered by a highly trained professional, is essential to the overall success of the operation. FM www.fm-world.co.uk
29/05/2014 14:26
The electrical inspection and testing specialists • • • •
Fixed Wire Electrical Test and Inspections Portable Appliance Testing Load Monitoring/Recording Thermographic Surveys
As a leading key service provider we operate throughout the UK and Channel Islands providing a very competitive “best value” service which has become very well recognised throughout the Facilities Management market Please contact us for immediate attention Email: qcltd@quantectest.co.uk Phone: (01634) 865750 Fax: (01634) 861195
www.quantectest.co.uk Quantec Nov13.indd 1
31/10/2013 09:55
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23/05/2014 15:18
FM MONITOR SIMON PRATT
HOW TO...
Simon Pratt, managing director of Portico – a professional frontof-house services specialist
M EASU RIN G CL I EN T SAT I S FACT I O N
ospitality is all about first impressions and customer service, but how can we ensure that the service being delivered is of a suitably high quality for clients? Simon Pratt offers his thoughts on client satisfaction
H
How can you put a price on time? These days, time is an invaluable resource, when every second counts and where concierge services can be worth their weight in gold. Designed to smooth out life’s wrinkles, a tailor-made concierge service can add hours to our clients’ days and bring the inaccessible within reach.
regular bookings and so on will ensure that you’re one step ahead the next time they book. This key measurable reinforces the importance of creating tailormade answers. There’s no onesize-fits-all solution, so profiles can go a long way to saving you time and the client hassle.
1⁄
Whether arranging for a car to the airport or organising a corporate box for 20 people at the O2, it’s important that all concierge services are monitored for client satisfaction. Concierge services rely heavily on repeat customers – without regular clients the service simply wouldn’t be able to operate – so quality delivery is crucial. Portico has a three-step process that allows the company to ensure each booking it makes is completed. Step one involves checking with the relevant service partner that it received the booking and understands all the deliverables; step two is confirming everything with the client to make certain all their requests have been met; and the final step is following up with a courtesy call to the client once they have received the service. A courtesy call is the quickest and easiest way to establish if they were satisfied and allows for any ironing out of niggles immediately.
What makes good service great?
Direct communication is key when it comes to delivering excellence. A concierge is the first person a client will speak to, whether in person, on the phone or by email, so it is vital that you make a good first impression. Building a rapport with clients and communicating regularly will help cement your relationship. A good concierge anticipates the many requests and needs of their clients.
2⁄
Knowing your client
When you work in concierge services a large proportion of your customer database is likely to be using your services regularly. With this in mind, setting up a customer profile can help establish and log individual requirements and expectations so that nothing gets missed. A profile including their likes and dislikes, feedback,
46 | 5 JUNE 2014 | FM WORLD
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3⁄
Measuring success
Alternatives to this three step process exist, and new specialist software is available that tracks communication trails between company and client. Portico’s view is that the three step process allows the company to ensure that it has happy clients that are satisfied with the service. It also creates an opportunity to build new relationships and develop those that already exist. These firm relationships are the foundation of our business and allow us to secure repeat bookings.
4⁄
Listen to your client
Questionnaires can work well, but they aren’t always the most effective way to measure client satisfaction. There is usually only a certain percentage of people who will actually fill them out and they don’t really give you the right idea of clients’ expectations. This can only really be achieved through your staff getting to know their likes and dislikes. Portico’s recently launched Bespoke concierge service has a feedback committee. It reviews client feedback and suggests ways to enhance the service. Regular meetings are a chance to establish what’s working well and what isn’t, and will help spark fresh ideas in the team.
5⁄
Walking in your guests’ shoes
There’s nothing like mystery guest audits to give you a real sense of how the team is working. These can be carried out on a quarterly basis to give a steady stream of evaluation against the drip-feed of real customer feedback.
6⁄
Being sociable
A more instant and daily form of feedback comes from social media platforms. Set up accounts on Twitter and LinkedIn to allow for bookings and enquiries to be made by clients on the go (as they often are), and to establish immediate feedback on their booking. Promotion of the service is important for encouraging new clients, so producing monthly newsletters, being proactive on social networking sites and creating internal ‘champions’ within the business to help raise awareness will all help to create a successful service.
7⁄
Setting the standard
Key performance indicators that should be measured include whether a customer received a sincere smile and a welcome that felt genuine, whether the concierge remembered something personal about the client, and if their requests were anticipated. Such measures should be audited frequently – every month or certainly every quarter. Consider using independent survey companies to conduct mystery shopper surveys at client sites. A well-managed concierge desk is great for brand reputation; it provides a consistent and seamless customer service. This consistency in brand image will help to develop a good reputation for efficient and sincere customer service, motivating staff and driving back repeat custom. The best indication of success is the number of clients who continue to use your service. After all, they wouldn’t return if your customer experience was poor. FM www.fm-world.co.uk
29/05/2014 16:12
PLAYING MUSIC? MAKE SURE YOU’RE LICENSED.
Music creates a better working atmosphere 74% of factories agree that playing music increases staff morale.* If you play music in your business, it is a legal requirement to obtain the correct music licences. In most instances, a licence is required from both PPL and PRS for Music. PPL and PRS for Music are two separate companies. PPL collects and distributes money for the use of recorded music on behalf of record companies and performers. PRS for Music collects
and distributes money for the use of the musical composition and lyrics on behalf of authors, songwriters, composers and publishers. A PPL licence can cost your business as little as 19p per day. For more information on how to obtain your PPL licence visit ppluk.com or call 020 7534 1070. 7R oQG RXW PRUH DERXW KRZ PXVLF can work for your business visit musicworksforyou.com *MusicWorks survey of 1000 people, conducted May 2012.
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23/05/2014 15:00
FM MONITOR JAMIE HARRIS
TECHNICAL
Jamie Harris, reporter, FM World
W IN D POW ER
roactive organisations are beginning to explore options for renewable energy sources on site. Utilising wind power is one method of boosting green credentials, but is it viable? Jamie Harris reports
P
Discovering ways in which to eke out more energy savings is a high priority for organisations in 2014. According to the 2011 Energy Act, commercial buildings with low Energy Performance Certificate (EPC) ratings will be unlettable. The result is that organisations are putting energy saving measures into place now, rather than later. Geoff Smyth, head of technology and delivery at the Carbon Trust, believes that energy conservation measures should be the first priority. “We take a pragmatic approach to energy management within buildings,” says Smyth. “We look at the building services engineers to design energy-efficient systems.” Once all possibilities of minimising energy consumption have been exhausted, FMs may turn to on-site renewable energy sources, says Smyth. Installing photovoltaic (PV) technology to harness solar power is arguably the simplest project from an installation and subsequently an operations perspective. Smyth is of the view that solar power is the most costeffective for electricity generation, although the efficiency of PV is still developing. The UK government, which is legally committed to meeting 15 per cent of the UK’s energy demand with renewable sources by 2020, is also increasing the use of onshore and offshore wind. 48 | 5 JUNE 2014 | FM WORLD
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Wind power is becoming an increasingly popular energy source and FMs may be looking to follow the country’s footsteps and install a turbine on site.
Gale force While wind power can flourish, there are stumbling blocks preventing widespread use for single organisations. Logic dictates that wind turbines should thrive when integrated into a tall skyscraper, or mounted on top of a tall building, where it would enjoy faster wind speeds. The Strata SE1 residential building in Elephant and Castle, London, was fitted with three nine-metre turbines on the top of the building. But those who frequent London may notice that quite often the blades are stationary. Reports suggest that the turbines, installed to provide an estimated 8 per cent of the energy needs of the building, caused vibrations and noise pollution in the apartments on the upper floors. Wind data is still being collected and analysed for the site, leaving questions about their true energy potential.
disappointing landscape. He explains that wind turbines “almost never make sense on buildings – even tall buildings”. “They [turbines] have to be small so that they won’t affect the building’s structure.” Wilson says the wind movements at the top of taller buildings can be turbulent. “Wind turbines don’t like turbulence; they do much better with laminar wind flow.” Smyth believes that there simply isn’t a business case for small-scale wind turbines.“It really is a case of ‘big is beautiful’,” says Smyth. “The bigger the turbines, the more significant the yield and more cost-effective the deployment. For small turbines, you are looking at a payback in excess of 10 years, if you will get a payback at all.” A report published by the Carbon Trust in 2008, titled SmallScale Wind Energy: Policy Insights And Practical Guidance, concluded that small turbines in urban locations often achieve a capacity of less than 10 per cent; that is they produce just a tenth of their potential output. This figure, says Smyth, can often be as low as 1 per cent. He also estimates that an organisation would spend between £2,500 and £5,000 per kilowatt installed for a small-scale system. So wind power looks a costly option for a small fraction of a building’s energy needs.
Turbine troubles Big is better Alex Wilson, founder and executive editor of BuildingGreen in the US, is a strong advocate of renewable energy, including wind power. But his examination of the possibilities available presented a
Should an organisation wish to install a larger wind turbine, careful research must first be undertaken to determine whether installing turbines is an option. “You need to look at the height of the turbine and how that
relates into the context of its surroundings,” says Smyth. “It is not simply a case of planting these new technologies on a building.” “Wind speed data should be accumulated and analysed to make sure [they] are going to enjoy appropriate wind speeds. In addition, other structures on the roof, such as water tanks, and neighbouring buildings, could have an impact on the flow of the building.” Limits on how long the turbines can be kept on each day could also dent any further savings from using the system. Smyth explains that large turbines that are placed adjacent to buildings – instead of integrated into them – could cause shadow flicker, depending on the location of the sun and the direction in which the building is facing, causing disturbance to the building’s occupants and resulting in the system being switched off.
Flying the flag This article originally intended to explore the options available to organisations to develop wind power as a primary renewable source of energy. The options are, however, currently scarce. The technology must overcome the challenges put forward by Wilson and Smyth. A turbine, or other device, must be able to exploit the turbulent, yet faster, winds found swirling around tall buildings in urban settings. Turbines must be able to generate sufficient electricity to offset the energy and carbon required to manufacture and install them. Only once the technology is able to produce significant levels of energy in an efficient manner will wind power be able to fly the flag for renewables. FM www.fm-world.co.uk
29/05/2014 17:02
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TOROcrew 22/05/2014 15:01 12:18 23/05/2014
FM MONITOR JAMIE HARRIS
COMMENT
Jamie Harris, reporter, FM World
M OB ILE G EN ER AT I O N S
he world of work is changing, but are we adapting to it? Jamie Harris looks at the mobile generation in the workplace and the challenges that arise when FMs attempt to accommodate new ways of working
T
The workplace has experienced a whirlwind of change in the past 10 years. Grandiose ideas, such as standing workstations, large screens projecting a live stream of another office, acting as a “window” to the US branch, and iPads for every employee are transforming the way in which we function in our roles. But perhaps the original intentions of these ideas are lost in revelry and excitement of new methods and new gadgets. Humans are also changing. According to research presented by Orangebox, humans are on average 11cm taller than they were 100 years ago. The age of the workforce is more disparate, with an older generation and generations Y and Z entering the working population in the next five to10 years. We also sleep less – an average of up 90 minutes less than 50 years ago – and we exercise less. “We haven’t seen the same kind of changes to the workplace since the Industrial Revolution in terms of working practices and in terms of culture,” said Taylour.
Technophobes It is 2014. We now have an average of 3.3 devices each (according to Orangebox) – mobile phones, tablets, laptops, 50 | 5 JUNE 2014 | FM WORLD
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desktop computers and more. Generations Y and Z will ensure that mobile devices will become an integral part of the workplace. Considering the rate at which new technology is entering the workplace, the Health and Safety Display Screen Equipment (DSE) regulations are alarmingly out of date. Last amended in 2002, the regulations offer no guidance on how to manage employees using mobile or tablet devices. Jim Taylour is a senior ergonomist at office seating manufacturer Orangebox. Speaking at an event during this year’s Clerkenwell Design Week in London, Taylour said that while we are all “excited about moving away from the RSIridden workplace of fixed desks” there are some things that we need to keep an eye on. Humans are moulding themselves to fit the workplace, rather than the other way around, said Taylour – and this, he believed, needed to change. He highlighted the physical concerns that come with every new wave of technology. How mobile devices being held close to us can affect our eyes; how humans are constantly straining their neck looking down at tablets, sitting with laptops on trains or sofas, or even looking down at keyboards now that touch-typing is no longer taught. Taylour’s claim was that
not enough research is being undertaken to study the longterm effects of technology.
Changing dimensions On the plus side, mobile devices give workers freedom; we are no longer shackled to our desks. “Is agile working just a fad?” asked Taylour. “There are still plenty of places with rows and rows of fixed desks.” Answering his own question, Taylour explained that 30 per cent of the global workforce is agile. “They spend at least one day a week away from the desk.” Philip Tidd, head of consulting EMEA at Gensler, believes that discussions around the open plan workplace are “too binary”. “The decline of cell-like offices and cubicles was a good thing in the workplace revolution,” he says. “These spaces stifled creativity, collaboration and innovation in many leading organisations. “What has perhaps not happened rapidly enough is the provision of a more balanced workplace that includes a landscape of different settings to provide for the varying work styles and needs of people throughout a typical day – sometime for intense periods of focus and concentration, sometimes for team collaboration and socialisation with colleagues.”
Acoustic control In his Clerkenwell presentation, Taylour argueed that factors such as noise could impact on productivity and focus. “Language is more disturbing than other types of noise,” said Taylourm who went on to explain that while we have adapted to
new environments – we are able to work on noisy trains, for example – language that we can relate to, such as an overheard conversation about a project in the office, can steer focus away from the task at hand. It appears that there is a limit to unplanned collaboration. Geoff Osman, managing director at K2 Space, believes that FMs can head off noise problems during open-plan fitout projects. They can look at products that are specifically aimed at providing acoustic benefits such as fixed wall panels and filing cabinets with acoustic pads. “Many go for informal seating with high-backed chairs to reduce noise levels in collaborative spaces. Others choose enclosed pods which provide some visual and acoustic privacy.” Tidd, however, believes that acoustics is often used to resist change, when it is typically not as big a problem as perceived. “The reality is that – in my experience at least – openplan workplaces can actually be rather quiet places in which to work. This is, of course, dependent on the business and the team dynamic, but we often find that people ‘self-regulate’ in open space and are generally more respectful of others around them.” The feeling is that we have only scratched the surface. Much work still needs to be done to look beyond the excitement and freshness of post-millennial workplace design and instead research the effects of what can often be drastic changes to how we interact in the workplace. FM www.fm-world.co.uk
29/05/2014 15:52
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23/05/2014 14/01/2013 15:02 09:45
FM MONITOR MIKE BOXALL
Mike Boxall, managing director of i-Clean
HOW TO... CLEAN IN G STAN DA R D AUDI T S
irst impressions colour visitors’ opinions F and if the cleanliness of your premises isn’t up to scratch this may reflect badly on your whole operation. Mike Boxall explains how auditing can eradicate this risk Cleaning may be just one element of facilities management, but maintaining consistent, effective cleaning standards is likely to be a high priority to all FMs. Cleaning standard audits are an ideal method to promote and monitor continuous improvement. They offer an evidenced-based visual management tool for recognising and rewarding the good work of cleaners, as well as identifying issues. They can monitor contract performance and have the potential to be used as a basis for financial penalties when agreed service levels are not being met.
1⁄
Know your spec
Before embarking on the audit process, it should be recognised that there are generally three types of cleaning specifications: ● Band A: This is commonplace in healthcare settings and corporate head offices where all areas of a building should be clean at all times. Cleaning shifts are generally scheduled for early mornings or late evenings, and supplemented by daytime janitors or housekeepers to ensure that standards are maintained during the working day. Under this specification, audits should be conducted from the eyes of the building user. Any soiling seen (removable foreign matter – dust, debris, litter or stains) is generally
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deemed as a failure. ● Band B: This is a characteristically a daily clean, where areas need to be clean at the start of the working day. Cleaning audits should be completed as soon as possible after cleaning has taken place. If an audit is completed several hours after cleaning, soiling can build during this time, resulting in an unacceptable audit score. The longer the gap between cleaning and audit, the more subjective the results. ● Band C: Generally applicable to back-of-house areas such as, administration or warehousing – areas of low priority that may only warrant cleaning, say, twice a week. In this specification, an auditor needs to understand what constitutes an acceptable buildup of soiling between clean-ups. Regardless of setting or band specification, auditors need to know whether certain elements are excluded from the cleaning specification, or if they are part of a periodic routine. This could include areas such as high-level cleaning of vents and grilles to the removal of graffiti.
2⁄
Embrace the value of management
Auditing should be an inseparable and continuous part of the day-to-day culture, process, and management. Cleaners should be directly
involved and encouraged to check their work after completion. This should be supplemented by daily informal monitoring by working supervisory staff, as they are best able to identify and remedy issues quickly. Formal auditing should be conducted by non-working supervisory or site management staff, yet many organisations are forced into reducing the proportion of management time allocated to contracts. This in turn leads to a lack of appropriate resources and time available for auditing, but it is crucial to recognise that shortterm gains will always result in long-term loss. In high-risk settings formal auditing is typically completed weekly, compared with monthly or even quarterly in low-risk settings. Consistency and regularity are vital to build an accurate picture. In instances where there is more than one auditor, an initial combined audit involving all is highly recommended to guarantee a consistent approach.
3⁄
Don’t overcomplicate!
Keep audit scoring simple. A scoring system of 1-10 may be acceptable for calculating an advocacy score, but it is not appropriate for a cleaning audit. A maximum of three scores for each element is recommended:
1 Completed and acceptable; 2 Completed and not acceptable; and 3 Not completed. Or, as is common within the NHS, a simple pass or fail system
can be used for each element in each area. An acceptable pass rate should also be agreed – 100 per cent is not realistic. Area scores can be weighted in accordance with importance or risk – a public toilet may have a higher weighting than a storeroom, yet the criteria to measure whether it is clean or dirty remains the same. Scores can also be weighted by task – with soiling on carpets weighted higher than soiling on high-level ledges. But whatever the system, it should be applied consistently. Rotating auditing staff from building to building is also good practice to identify causes of inconsistent results. Areas for auditing should be randomised to ensure that higher standards are achieved and maintained. The frequency and scope of auditing should be increased in line with the number of failures – the lower the auditing scores, the greater the frequency and scope of audits. The more areas audited, the greater accuracy of results. Data collected should be suitable for management reporting and clearly must identify the reasons for failure, be it operative error, equipment failure, or a building fabric issue. Manual paper-based audit systems may be fine for smaller sites, but handheld electronic auditing systems will enhance the ability to identify trends and individual training issues. Audit results should be used transparently and shared with all parties to communicate progress, and to recognise the good work of cleaners. Audits should be viewed as a positive step, and a chance to collectively raise and maintain good standards of cleaning provision. FM www.fm-world.co.uk
29/05/2014 16:16
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23/05/2014 16:18 09:41
BIFM NEWS BIFM.ORG.UK
Natasha Kaplinsky interviews BIFM’s chair Julie Kortens and CEO Gareth Tancred in the first documentary to come out of the venture between BIFM and ITN Productions BIFM ON TV
Watch FM TV FM TV, a collaborative partnership involving BIFM, ITN Productions and FM businesses to highlight the value and importance of FM profession to the economy and society, is now online. Launched at BIFM’s recent ThinkFM conference, the partnership’s first output, an initial hour-long programme hosted by ITN Productions’ Natasha Kaplinsky, includes an interview with BIFM chairman, Julie Kortens and CEO Gareth Tancred and showcases 10 FM stories featuring leading businesses such as EIC, RBS and Xenon. Interviews with CIPD CEO Peter Cheese, BBC commercial director, Chris Kane and BIFM Award FM of the Year Deborah Rowland are among the participants in future showcases planned for the channel. i To view FM TV online visit www.thinkfm.com/itn-productions
ENERGY MANAGEMENT EVENT
ITN PRODUCTIONS
EMEX show The Energy Management Exhibition (EMEX), announced by Lord Redesdale at the House of Lords, follows the collaboration between a wide variety of business organisations all interested in addressing the issue of increased energy costs and how companies can reduce their bills. BIFM is a supporting partner of the event. Lord Redesdale said: “We are delighted to have so quickly secured the support of so many blue-chip organisations. Fuel prices are set to continue to rise steeply over the next five years and the only way to reduce costs is to reduce demand. EMEX will focus on educating all those who work with, and are responsible for, managing energy. This is the event
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where you will be able to find and talk to companies that have developed the best solutions to decreasing energy costs.” EMEX will take place 19-20 November 2014 at ExCeL in London and will explore the latest measures to reduce energy use through technology and training as well as examining the latest regulations/grants and Energy Performance Contracts (EnPCs). These new contracts will guarantee that the energy conservation measures they implement will generate sufficient savings to pay for the project. Companies will also be given guidance in how they can migrate to become a Low Energy Company (LEC) through training. This and other critical information will be delivered through four free-to-attend, CPD-accredited seminar streams focusing on LECs, EnPCs, Property and Green IT & Technology supported by an extensive exhibition attended by suppliers to the industry. Why attend EMEX? ● EMEX is the meeting place for the energy-saving supply chain; ● EMEX has exclusive content in four free educational seminar
theatres including case studies, research, expert presentations and a first look at important legislative changes. Many sessions are CPDaccredited; ● Key show zones will address Low Energy Companies (LEC), Energy Performance Contracting (EnPC), Property and Green IT/ Technology; ● A wide range of top-tier partner associations will ensure that the best topics are covered by experienced speakers; and ● Exhibitor support ranges from major utilities to brokers and consultants, equipment manufacturers to training companies. Whatever the size of your business there is an opportunity to find more efficiency in your energy use. i Learn more at www.emexlondon.com
BIFM SURVEY
An evolving workplace The BIFM has carried out new research on ‘Moving and changes in an evolving workplace‘. This
online survey was conducted during March in association with the Commercial Moving Group (CMG), of the British Association of Removers. Results give a comprehensive and robust picture of buying behaviours in commercial relocation. There is a positive sentiment towards the removals market; it is seeing growth. Half of respondents say the market has increased over the past three years; only a fifth saw a decrease. The key trends within the next three years will focus on changes within existing office space. Almost half are planning office redesigns and only slightly fewer plan to refurbish. The following year, 2015, sees more ambitious plans with a slightly greater number planning to relocate to a new building, either within the same region or farther afield. The year after that, 2016, appears to be a year of consolidation and has probably yet to be planned in detail. Drivers of change of relocations include business reorganisation, which requires more flexibility, and an open-plan layout is the strongest driver for change – and www.fm-world.co.uk
29/05/2014 14:26
Please send your news items to communications@bifm.org.uk or call +44 (0)1279 712 620
thereby commercial moves. The full report provides benchmarking statistics and highlights the most effective ways to procure, manage, and implement commercial relocation services. It also reveals key challenges facing facilities managers and end users and how progress is being measured and monitored. i The full report and its findings is available for purchase at www.bar.co.uk
BIFM KNOWLEDGE
Facilities Show The Facilities Show, in association with BIFM, is just a few weeks away (17-19 June). BIFM has several knowledge and education sessions taking place across the three-day event to be held at London’s ExCeL. Facilities Show is the world’s leading event in FM – the 2013 event was the most successful ever, with 363 exhibitors and a record 15,664 visitors (ABC audited figure). Sessions in the dedicated ‘BIFM Knowledge Theatre’ include: ● How benchmarking can improve your FM performance: How benchmarking the cost and quality of your building and services can help you to manage customer expectations, support procurement and improvement of FM services, contribute to change management and enable you to integrate FM into your business. ● FM of the year – what it takes to be a BIFM Award winner: Deborah Rowland (BIFM FM of the Year 2013) discusses with Steve Gladwin the qualities required to be an awardwinning FM. They will discuss the challenges faced by FM and the contribution it makes to society and the economy. The session will also look at the importance of keeping up to date with the latest technology and thinking, and www.fm-world.co.uk
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GUEST COMMENT
Chris Stoddart is lead judge for Facilities Manager of the Year Award, and director of facilities management, Regent Street Direct, Cushman & Wakefield
LOOKING FOR LEADERS IN THE FM PROFESSION
E
ntries are still open for ‘Facilities Manager of Year 2014’, to be awarded as the highlight of this years glittering ceremony taking place in front of 1,200 FM professionals on 13 October at The Grosvenor House Hotel, Park Lane,
London. The BIFM Facilities Manager of the Year Award is a unique opportunity for an outstanding individual to be recognised, both in the UK and overseas, for their professionalism and contribution to facilities management. As I am a previous winner, and now lead judge of the FM of the Year Award, my judging team and I are searching for exceptional individuals to enter this year’s awards. We are looking for passionate individuals who are driven by customer service. As with past award winners, this year’s winner will be a role model, an exemplar of cutting-edge service delivery and will already have achieved notable successes both in their career and their involvement in the wider FM profession. We are looking for leaders in the FM profession, at the top of their game, driving change and innovation, dedicated to exceptional levels of customer and knowledge of the core business, combined with an overriding understanding of the impact of FM in achieving the overall business objectives. In particular, we will be looking for entrants to demonstrate their passion for the FM profession and the accomplishment 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. Entry submissions 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 the future. To win this award is a significant achievement in an individual’s career. It is the recognition by the FM profession of both the capabilities and career successes of the winner. From personal experience I can say that winning the award will open doors to opportunities. I am proud to have been invited again to judge this year’s award, allowing me to give back to the profession that has given me so much. Judging the category also enables me to meet the leading exponents of all that is good about our profession. With time drawing to a close for entries for the 2014, if you think you may fit the above descriptions, but have some questions, or you know of an individual who should be encouraged to enter, please contact me, chris.stoddart@ regentstreetdirect.com
“WE ARE LOOKING FOR LEADERS IN THE FM PROFESSION, AT THE TOP OF THEIR GAME, DRIVING CHANGE AND INNOVATION”
i Entries for this year’s FM of the Year Award close on Friday 27 June. For full details go to www.bifm.org.uk/ awards2014
FM WORLD | 5 JUNE 2014 | 55
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BIFM NEWS BIFM.ORG.UK
consider the most important traits in being an effective FM. ● Climate change meets FM! Jamie Quinn (trained Al Gore ambassador) will explain the latest research on climate change, building on the original An Inconvenient Truth film. He will update us on its global effects, along with the growth in renewable and sustainable solutions and make the connection between climate change and the impact that FM can have in mitigation and adaptation. ● Changing behaviours with a little TLC Katy Dowding, managing director of Skanska Facilities Services and the winner of the Women in the City, Women of Achievement Award, will share with you how Skanska works with clients to change the behaviours of people using the facilities to save money for the client and contribute to a more sustainable future. ● BIM for the historic estate and integration with FM systems BIM is “value creating collaboration through the entire life-cycle of an asset, underpinned by the creation, collation and exchange of shared 3D models and intelligent, structured data attached to them”. This session explores how BIM models can be rapidly produced for existing buildings, and used for Dynamic Performance Modelling. It will look at an example from the Ministry of
Justice, a GSL early adopter. BIFM also hosts a session each day in the main Keynote Theatre, and some BIFM groups will run sessions in the Networking Hub. The full education timetable across all theatres is available at www.facilitiesshow.com. i Register for a free place to Facilities Show at www. facilitiesshow.com. If you attend please come and meet the BIFM team on stand O950
BIFM AWARDS NEWS
Tickets and tables Tickets and tables for the BIFM Awards are now available for the event on 13 October at The Grosvenor House Hotel, Park Lane, London. More than 1,200 FM professionals will attend to see the 2014 winners crowned. Tickets include champagne reception, dinner, and awards ceremony with celebrity host and entertainment. They cost: ● Individual tickets - £250 +VAT ● Tables of 10 - £2,400+VAT ● Tables of 12 - £2,760+VAT Please book early for a prime position. You can secure your ticket(s) and table(s) at www.bifm. org.uk/awards2014, by emailing awards@bifm.org.uk or calling the team on +44 (0)1279 712 640. REMINDER: Entries to the ‘Facilities Manager of the Year’ category are still open until 27 June. Lead judge Chris Stoddart talks about this special award in his Comment on page 55.
BIFM TRAINING GETTING THE MESSAGE ACROSS
ell-managed services should completely support core business objectives, ultimately delivering value for money and a positive impact on the bottom line. Although the FM function needs to be able to execute and demonstrate this vital relationship if it is to gain recognition as a key contributor to business success, many FMs struggle to make themselves heard, and raising the profile of this all-important function remains a challenge for the industry. How will you make an impact at board level and get the message across in your organisation? You could join the scores of facilities professionals who’ve all forged highly successful careers with the help of professional training. Maria Centracchio, head of facilities at ASOS, has attended multiple BIFM Training courses and credits everything that she has attended to date: “When I went into FM 15 years ago things were very different. I did many in-house and extensive management programmes but I only really started doing FM courses when I became a member of BIFM in 2005. I took advantage of numerous courses from Project Management to Catering Contracts, to Environment and Sustainability to Service Level Agreements. I also have IOSH Managing Safely, which should be standard for all FMs. Every course I have done has been of great value in helping me to reach my senior FM roles.” Ian Saxton attended our advanced FM Business School course in April this year, and offers a great review of the training he undertook: “I would like to take this opportunity to thank you all for an incredible course. The content, location, facilities, instructors’ level of knowledge, and the enthusiasm were Phantasmagorical. I will lose no time in booking my next course. See you all soon.” At the BIFM 2009 Awards, the Judges’ Special Recognition Award was awarded to Mark Rycraft and the team he leads at Middleton Grange Shopping Centre. Rycraft has attended many BIFM Training courses including Management Development, The Professional FM 1, the FM Business School, and Exploring Innovation in FM from the BIFM Executive Programme, and he says: “BIFM Training should be on the CPD plan for anyone working in FM and property or estates management. The standard of organisation and delivery of every course is impeccable and consistent across their curriculum. After every one I have I have attended I have come away invigorated with new and innovative ideas, helping me to progress in my role at work.”
W
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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www.fm-world.co.uk
29/05/2014 14:27
FM DIARY INDUSTRY EVENTS 8-10 June | Workplace Strategy Summit: 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 10 July | BIFM AGM Details to be made available shortly. Venue: London – TBC. Contact: membership@bifm.org.uk 19-20 November | Energy Management Exhibition Supported by BIFM. Exploring the latest measures to reduce energy usage, regulations and grants, Low Energy Companies and Energy Performance Contracts. Venue: ExCeL, London. Contact: Jason Franks at 0208 505 7073 or visit www.emexlondon.com
Send details of your event to editorial@fm–world.co.uk or call 020 7880 6229
Cholswell Road, Abingdon OX13 6HW Contact: Email Sophie Buck at sophie@fm-recruitment.co.uk or visit www. tinyurl.com/ homecollaborative IRELAND REGION 27 June | IKEA site visit From 2pm. Ireland Region Northern branch. Venue: Holywood Exchange, 306 Airport Rd W, Belfast BT3 9EJ Contact: Email Dan Uprichard at danuprichard@ymail.com or visit www.tinyurl.com/irelandikeavisit 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 2 July | London boat trip From 6.30pm. Tickets cost £30 and include one drink, food and entertainment. All proceeds go to the BIFM chairman’s charities Breast Cancer Care and the Royal Marsden NHS Foundation Trust. Sponsored by Class 1 Personnel, Wilmott Dixon Interiors and Lancaster Cleaning. Venue: HMS Belfast Contact: Book tickets at www. regonline.com/bifmlondonboattrip NORTH REGION
HOME COUNTIES REGION 13 June | Training day – balance From 9am. Speakers include Lucy Jeynes, Larch Consulting and Amanda Ursell, Charlton House. CPD training and personal development focussed on balancing your FM career, work/ life balance and managing clientsupplier relationships. Venue: Building 7 Foundation Park, Roxborough Way, Maidenhead, SL6 3UD Contact: Visit www.tinyurl.com/ homecountiestraining14 2 July | Collaborative working in BIM and FM environments From 9AM. A presentation on collaborative working in BIM and FM environments. Venue: Edward Brooks Barracks, www.fm-world.co.uk 45 | 8 MAY 2014 | FM WORLD
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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. 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 26 June | West Yorkshire networking event From 5pm. More details TBC. Venue: TBC. Contact: Richard Keane at richard.b.keane@cummins.com
9 July | Summer ball Sponsored by Norland Managed Services. Pre-dinner champagne reception sponsored by Foundation Recruitment, followed by dinner and a live band and disco. Charity raffle sponsored by Lantei Compliance Service. Venue: Hilton Hotel, Deansgate, Manchester Contact: north@bifm.org.uk or visit www.tinyurl.com/nd7f323 14 July | HSE guidelines on Legionella control Speakers include Silvana Cannarile of Leeds Metropolitan University and David Sykes of Guardian Water Treatment. Venue: Leeds Metropolitan Uni Contact: Email Michael. Anderson@esh.uk.com SCOTLAND REGION 19 June | Building tour A tour of Exchange Place in Edinburgh followed by a presentation on the development. Venue: BlackRock, Exchange Place One, 1 Semple Street, Edinburgh, EH3 8BL Contact: Tony McKee at tony.mckee@hcsuk.org or visit www. tinyurl.com/ scotregbuildingtour
SPECIAL INTEREST GROUPS 16 June | Catering and hospitality – how to prepare for a successful catering tender The event will look at the steps businesses should adopt in order to prepare for a successful tender. Venue: Pinsent Masons LLP , 30 Crown Place, Earl Street, London, EC2A 4ES Contact: Email Roland Wellington at roland.wellington@rabobank.com 18 June | Setting sail with an international FM contract: The challenge of balancing consistency with local needs Over recent years the FM Market has seen a bias towards integrated facilities management contracts that some of which extend across multiple geographies. Venue: Sunborn Yacht Hotel, Royal Docks, London Contact: Email clairesellick@ btinternet.com 26 June | Women in FM – going global – the challenges and opportunities International speakers talk about the challenges of working abroad. Venue: Mace Macro, 155 Moorgate, London EC2M 6XB Contact: Email Jackie Furey at wifm@bifm.org.uk
SOUTH REGION 18 June | Electrical and mechanical health and safety Electrical and mechanical nonintrusive 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: Visit tinyurl.com/pkhran8
1 July | East region and sustainability – Low energy buildings including Passivhaus From 9am. Presentation on a fabric first approach to low energy buildings. Includes site visit. Venue: Sportspark, University of East Anglia, NR4 7TJ Contact: Visit www.tinyurl.com/ mgnhzlt 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 10 July | Rising FMs – Careers Conference Speakers present their stories to highlight the options and opportunities in the industry. Venue: University of the Arts London building Contact: Visit www.fmcc. eventbrite.co.uk FM WORLD | 5 JUNE 2014 | 57 www.fm-world.co.uk
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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 ▼ Flowcrete UK at Facilities Show 2014 At Facilities Show 2014 decision-makers from across the facilities management industry will be able to find out how Flowcrete UK is making it easier to choose and install the right floor. On stand N915 Flowcrete UK will be showcasing its wide range of advanced resin flooring solutions that have been designed to meet the diverse, often challenging, demands that the managers of industrial facilities have to consider when specifying floors. For locations that need to meet the highest levels of hygiene Flowcrete UK has created the antimicrobial system Flowfresh, which has the Polygiene® additive incorporated throughout the resin material, meaning that it can eliminate up to 99.9 per cent of the bacteria on the floor. W: www.flowcrete.co.uk
▲ De-ice at Facilities Show 2014
▲ Toshiba AC wins commendations
‘Don’t get caught offside: snow and ice claims the red card!’ On Wednesday 18th June at 12.35, De-ice and leading defendant insurance law firm, Plexus Law and its Accident & Health Team will present ‘Don’t get caught offside: Show snow and ice claims the red card!’ at the 2014 Facilities Show. The keynote presentation will address the duty owed to members of the public and to employees when it comes to severe winter weather. It will also take the cover off the practical aspects when it comes to winter maintenance solutions. www.de-ice.co.uk www.plexuslaw.co.uk
Toshiba Air Conditioning, a division of Toshiba Carrier UK, has been highly commended in the Cooling Industry Awards 2014. Its was highly commended for the Toshiba Training Initiative and in the Air Conditioning Innovation of the Year category for the company’s SMMSi VRF range. It is believed to be the most efficient VRF system in the market at part-load conditions. Toshiba’s refrigerant leak prevention and management systems have also been shortlisted in the same category. 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
▼ OCS security officers receive BSIA Regional Awards International total facilities services provider OCS’s security officers from the North-West, South-West and south-east of England were recognised for their achievements in the recent British Security Industry Association (BSIA) Regional Awards. Carl Smith, who supports OCS client Care UK’s mobile health units in Manchester, was awarded North-West regional winner for service to the customer. John Shearer (Jock), who works at Fremlin Walk in Maidstone, was awarded South-East regional winner for service to the customer. Marian Nagy was awarded South-West regional winner in the outstanding act category for helping someone in extreme distress at Cabot Circus Shopping Centre’s car park in Bristol. E: peter@prman.org.uk
▲ Jangro launches new cataglogue at Excel Jangro, the largest UK network of independent janitorial supply companies with 41 outlets, has a major stand (No 1150) at the Facilities Show, Excel London, 17-19 June. Jangro’s new corporate identity, packaging design for its own branded products and the recently launched 164-page product directory, are all making their debut at the show. The 2014-5 directory includes many new items and is the buyers’ A-Z and is available free at the show. Centrepieces of the stand are the popular Jangro LMS distance learning DVD cleaning training programmes. The range includes COSHH, Health and Safety, Colour Coding, Infection Control, Carpet Care, Housekeeping, and an Introduction to Equipment and Washrooms. T: 0845 458 5223 E: enquiries@ jangrohq.net W: www.jangro.net
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▲ Opale Launches Progressive Relationship Advancement (PRA) 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
29/05/2014 17:02
FM PEOPLE MOVERS & SHAKERS
BEHIND
DATA
THE JOB
ALISON FISK
TOPIC TRENDS
NAME: Alison Fisk JOB TITLE: Office/facilities manager ORGANISATION: East Village, formerly the Athletes Village, Lend Lease JOB DESCRIPTION: FM on a team converting 2,800 flats used by the world’s top athletes into homes What attracted you to the job?
In all honesty, I wasn’t attracted to the job. I did like the idea of being involved with the Olympics, however, I had no idea how crazy it would get. Initially, the broad definition of my job was assistant FM, but there were things that needed doing that were over and above the normal FM role. Although there were some Olympic veterans in the team, some of the things we dealt with were totally left field.
If you could give away one of your responsibilities to an unsuspecting colleague, what would it be?
Sometimes an idea would come down from on high that just wasn’t practical. I’d get the person who thought of it to explain to those affected where the bright idea came from. Everyone’s an expert! If you could change one thing about the industry, what would it be?
FM is now a massive contributory factor to the success of an organisation by providing facilities needed to allow them to achieve their goals. No Olympian crosses the line without a coach, physio or nutritionist supporting them. Support is a skill too. Any interesting tales to tell?
Broken toilet seats, every day, dozens of them... It made no difference how many we replaced; in a day or so they were smashed. We then became aware that it was a cultural matter and tried our best to approach the issue with delicacy.
OUR INTERVIEWEE RATES THE IMPORTANCE OF CURRENT FM TOPICS OUT OF 10. THE ‘AVERAGE’ SCORE (IN GREEN) IS TAKEN FROM OTHER RECENT INTERVIEWEES.
Ensuring compliance with legislation
9
10
AVERAGE
ALISON FISK
Introducing/ working with new forms of IT
5
6
My top perk at work is…
Private healthcare. How did you get into facilities management and what attracted you to the industry?
ADVICE TO A YOUNG FM STARTING OUT ...
If I wasn’t in facilities management, I’d probably be…
I have been involved in fundraising and also enjoy never assume anything” event management, so would I originally joined Lend Lease love a role combining the two... as a PA, which developed into the role of office something like Live Aid or Comic Relief. manager; as the scale of the village grew, so did Which “FM myth” would you most like to put an my responsibility... I love the diversity and the end to? opportunity to be able to impact so positively on the Things just don’t just happen. Someone has to have team’s working environment. the idea, do the groundwork – usually an FM. “Always have a contingency plan,
Working on energy-efficiency initiatives
7 7
Adapting to flexible working
5 9
What’s been your career high point to date?
In 2012 I was based on the Athletes Village for the duration of the Olympics. The people and the atmosphere were amazing. I worked with great people during the construction and then had the chance to contribute to the greatest show on earth. The village was just the greatest place to be every day... I felt so proud to be a part of something that was so truly spectacular and to hear the athletes’ feedback that the village was the best ever.
How do you think facilities management has changed in the past five years?
What has been your biggest career challenge to date?
What single piece of advice would you give to a young facilities manager starting out?
Lend Lease had never had an FM presence on a construction site before, so the whole provision of service was an unknown entity. The predicted numbers of staff on site at the peak of the construction phase was around 3,000; in reality, there were 6,300... When I look back, I think, “Wow, how did we do it?”.
Always have a contingency plan, never assume anything.
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FM has gone from being a “nice to have” to a “valueadded service” that supports the core business. And how will it change in the next five years?
I’d like to see more FMs at board level, especially in large organisations. A good FM’s contribution to the success of a company can be significant.
Do your friends understand what facilities management is?
Maintaining service levels while cutting costs
8 10
Adapting FM to changing corporate circumstances
7 10
With a project as large and diverse as the village has been I don’t think they do. FM WORLD | 5 JUNE 2014 | 59
29/05/2014 14:28
APPOINTMENTS for more information email jobs@fm-world.co.uk
ACIVICO (Design, Construction and FM) Ltd
JOBS
Our Vision: To be a first class service in our industry – outranking competitors on value for money, customer service and technical excellence.
Principal M&E Engineer £40,254 - £50,315 per annum Acivico (Design, Construction & FM) Ltd is a wholly owned company of Birmingham City Council, and as such our employees enjoy a friendly and supportive working environment, excellent benefits package including the Local Government pension scheme, generous annual leave entitlement, flexible working hours and good career development prospects. Following a recent redesign of services an exciting opportunity has arisen within the FM Leadership Team, we are looking for an energetic individual to take a senior role managing within an FM environment. With a track record of delivery, customer focus and commercial acumen you will drive income through customer satisfaction, whilst developing new and existing relationships. You will manage a team of M&E and Lift Engineers providing a customer driven professional service for clients across the public and private sector. The ideal candidate will be able to demonstrate extensive competencies in managing within the FM sector with core M&E knowledge and experience. For an informal discussion about Acivico and this exciting role please contact Leo McMulkin, Head of Facilities Management on 0121 303 6633. For details of how to apply and an application form please visit www.birmingham.gov.uk/jobs
PLAN YOUR NEXT MOVE
on the move 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
Further information about Acivico can be found at www.acivico.co.uk Quote ref no: AV5132014J Closing date: 20 June 2014. Interview date: W/C 7 July 2014.
Go to www.fm-world.co.uk/jobs
Great West Western Hospitals are looking for an experienced and Directo of Estates and Facilities Management to talented Director spearhead an estates strategy oNjering safe and secure surroundings f hundreds for hundreds of thousands of patients.
Estates & Facilities
That doesn’t just involve ensuring that buildings arH FOHDQ DQG njW for purpose, important displayi a proven track record of engaging with clinical services, to though that is. It also means displaying ensure that patients can expect excelle excellent levels of care and treatment at multiple sites across Swindon, Wiltshire and parts of Bath and North East Somerset – where the Trust oNjers everything from acute and community hospitals, community teams supporting patients at home, hom therapists and children’s services. hig In addition to this high-level experience, candidates will also be expected to have academic and professional TXDOLnjFDWLRQV DSSrop TXDOLnjFDWLRQV DSSropriate for this important pivotal position at the Trust.
Director of Estates and Facilities Management
- £Competitive
60 | 5 JUNE 2014 | FM WORLD
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If you are interHVWHG L interHVWHG LQ njQGLQJ RXW PRre about this exciting opportunity, and would like to have an initial, cRQnjGHQWLDO conversation, please contact Brian Johnston at Finegreen Associates on 0161 241 9671. Applications: Please forward your current CV and cover letter to brian.johnstRQ#njQHJrHHQ co.uk. Closing date for applications: Noon, Monda\ WK -XQH
Finegreen associates jobs.fm-world.co.uk
29/05/2014 17:17
APPOINTMENTS
BIRMINGHAM
scan to discover more
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28/05/2014 10:38
FM opportunities Commercial Manager London • ÂŁ50,000 + package A successful FM provider that is currently going through a key growth period requires a Commercial Manager to join the management team. You will provide clear interpretation of ďŹ nancial and performance analysis and business KPIs to the MD and ADs to drive revenues, improve efficiencies and identify opportunities. You will assist in bid reviews, modelling exercises and manage balance sheets and cash ow. You must have a proven track record in a similar role and hold ACA, CIMA or equivalent. Our client is offering a competitive remuneration for this new role. Ref: 263261
Senior Facilities Manager | Trophy Building London • £35,000 - £55,000 We have an immediate requirement for a Senior Facilities Manager to join a top tier managing agent. This highly regarded company has recently acquired a prestigious building in central London, which is yet another example of company’s continued growth in the local market. You will be expected to provide an outstanding FM service by paying high attention to the customer experience. On a day to day basis, you will deliver a 5 star service to blue chip tenants, as well as oversee contractors, ensuring statutory compliance to Health & Safety regulations. Ref: 261771
Offices globally www.cobaltrecruitment.com Please apply for any of the above roles by emailing apply@cobaltrecruitment.com or call 0207 478 2500 to speak with Claudio Rojas or David Bremner quoting the relevant reference number.
jobs.fm-world.co.uk
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The power of people
FM WORLD | 5 JUNE 2014 | 61
29/05/2014 17:18
FINAL WORD
NOTES FROM AROUND THE WORLD OF FM
NO 2
SEE THE LIGHT, FEEL THE HEAT THE SAME
WHAT'S IN A NAME? One exhibitor at last month’s Interclean event in Amsterdam caused something of a stir. The firm’s name – and there’s no delicate way to put this – is Cleanpissup. And rather like Ronseal, it produces a product that does exactly what the company name describes. Cleanpissup produces wallmounted dispensers of tissues that are there to do just as the name suggests. The website calls it “an innovative hygienic system for male genitalia. This system will raise the standard of your toilets above those of the competition, and you will offer complete hygiene to your users, avoid stains on the floor and improve the hygiene of the facilities.”). The firm’s general manager Marcos Martin Granda comments: “Toilets have toilet paper but up to now there has been no equivalent in urinals. There is a need for a product such as this because men today are looking after themselves more than they used to.” Martin Granda goes on to say that, not surprisingly, perhaps, his firm’s stand had attracted a lot of interest, in particular from highend restaurants (the dispenser does not have the company name on it when it is installed). Cleanpissup is a Spanish company, but it uses the English name and has no plans to use such a literal phrase in its home country. Interesting marketing.
It’s always interesting to read the results of a survey sample comprising more than, say, 137 people (how do those shampoo companies on TV get away with it?). Furniture manufacturer Steelcase recently commissioned researchers to ask more than 800 office workers what three things would make a difference to their working lives. The top answers? Jet packs, perhaps? In-house massage? Champagne on tap? Actually, nothing so modern. In fact, they plumped for more natural light; effective heating and air conditioning – and a better use of their office space. All of which is meat and drink to the FM department. (As would be the provision of massages and champagne, obviously.) These results, suggest Steelcase, show how employees yearn for a “feel-good” factor at work. Well, perhaps – but we sense that these are even more basic requirements than just “feel-good”. After all, good light and sufficient heat are pretty basic requirements. If anything, those 800 office workers have shown some admirable restraint. As the company concedes, the principal elements on these employees’ wish-lists are relatively simple and do not require much effort or expense. So it’s a
ALAMY
DAYS
surprise, then, that such straightforward workplace requirements continue to crop up so frequently and in such numbers with this kind of survey – here, in the late spring of 2014, some many years after we humans devised perfectly good technologies to provide such comforts. It’s not like they’re asking for the world – far from it, in fact. Said Lawrence Morison, vice-president at Steelcase: “Britain’s office workers have made their feelings loud and clear. They know the value of a good working environment and what they want to see included in it.” Well, quite.
LILLEY: NO SHRINKING VIOLET A last line on ThinkFM!, which, with its big announcement of a tie-up between the BIFM and CIPD, has been lauded for its new format and high-level speakers. All presenters performed well, but one in particular caught our attention – Roy Lilley, NHS writer, broadcaster and high-volume commentator. Not everybody can pull off the trick of waking a post-lunch audience with jokes about poorly scanned doctors’ notes while simultaneously making a powerful point about the threats and opportunities that impending budget cuts will bring to the NHS. We suspect – hope, at least – that we’ll see more of Mr Lilley at future FM-related events.
JOHN SANDERS
IN THE NEXT ISSUE OUT 19 JUNE
FEATURE: WORLD FM DAY /// CASE STUDY: COLT IT SERVICES /// A JOINED-UP APPROACH TO SECURITY /// INNOVATIONS IN CATERING /// HEALTH & SAFETY EQUIPMENT /// KITCHEN DEEP CLEANS /// FUTURE CITIES /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS
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