THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 21 JUNE 2012
FMWorld www.fm-world.co.uk
A CUT ABOVE
Meet the Rising Stars of facilities management
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Green Technology for the Blue Planet Clean Energy from Solar and Windows
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VOL 9 ISSUE 12 21 JUNE 2012
CONTENTS
7 | Legionnaires’ outbreak
14 | Euro FM
20 | Information management
NEWS
OPINION
FEATURES
6 Over half of employers will allow Olympics flexible working 7 Geothermal energy deal struck between the UK and Iceland 8 Project of the Fortnight: Blackburn school makes use of vertical space 9 Think Tank: are FMs suitable brand ambassadors? 10 Business news: Graeme Davies on the current culture of austerity and efficiency 11 Wilmott Dixon reports revenues are up despite profit dip 12 In Focus: CIBSE’s David Fisk calls for a rethink of ‘sustainability’
16 Perspective of a facilities manager: Lionel Prodgers on lessons to learn from a tragic fire in Doha 17 Five minutes with Michelle Rodwell, divisional vice president of marketing, Ambius 54 No Two Days
MONITOR
24 | FM’s rising stars
14
Euro FM: Cathy Hayward reports from this year’s Euro FM conference held in Copenhagen, where fashion and Lego bricks were top of the menu
20
Information management: Moving information around your organisation effectively is a vital part of your operation, argues Andrea Kirkby.
24
Rising Stars: At the Heron Tower last month, FM World celebrated 35 of the industry’s most promising individuals. Read their stories here.
42 Standards: Stan Mitchell explains the new BS EN 15221-4 standard 43 Insight: Market intelligence 44 Legal update: Vince Galvin discusses corporate manslaughter
REGULARS 46 49 50 52
BIFM news People & Jobs Diary of events Appointments For exclusive online content including blogs, videos and daily news updates
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visit twitter.com/fm_world FM WORLD | 21 JUNE 2012 | 03
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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: David Arminas ⁄ sub editor: James Richards assistant editor: Natalie Li ⁄ editorial assistant: James Harris ⁄ art director: Mark Parry ⁄ art editor: Daniel Swainsbury picture editor: Sam Kesteven
MARTIN READ EDITOR COMMENT
LEADER
ADVERTISING AND MARKETING email: sales@fm-world.co.uk senior display sales executive: Adam Potter (020 7880 8543) ⁄ sales executive: Edward Taylor (020 7880 6230) ⁄recruitment sales executive: Carly Gregory PRODUCTION production manager: Jane Easterman production executive: Aysha Miah PUBLISHING publishing director: Steve Bagshaw Forward features lists and media pack available at www.fm-world.co.uk/about-us 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 Natalie Li on 020 7880 6229. EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve ⁄Jason Choy, director, Persus⁄ Nick Cook, managing director, Haywards ⁄ Robert Greenfield, group SHEQ director, GSH ⁄ Liz Kentish, managing director, Liz Kentish Coaching ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Lionel Prodgers, principal, Agents4RM ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM Tutor and author ⁄ Chris Wood, senior associate at Advanced Workplace Associates
Average net circulation 11,357 (Jul 10 – Jun 11) 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 Pensord ISSN 1743 8845
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n my recent interview with BIFM chief executive Gareth Tancred, the new man at the top of the institute delivered a frankly delicious line. If you read it, you won’t have missed it: “We must make FM a career of choice rather than a career of chance,” he said. A great quote that bears repeating (or re-tweeting). Of course, I accept the case that many people currently practising FM have arrived in this sector via a variety of convoluted routes; and FM was certainly not on the shortlist when most of its current practitioners were considering their career options. But I have to ask: do we do ourselves more harm than good by blithely accepting the premise that the bulk of this current generation of FMs has merely ‘ended up’ in FM? Even if it’s broadly true, is there any point in propping up the outside world’s perception of FM as a career of last resort? OK, so a lot of FMs didn’t set out to be what they’ve since become. But how can we be sure that those who train long and hard for careers in other professions are really happy with the choices they’ve made? I know of accountants and nurses who realised long after they qualified that they just weren’t cut out for those roles. They’ve since retrained for other jobs that more comfortably match their abilities. No one complains that these people have ‘ended up’ in whatever job they’ve subsequently ended up in – in fact, they’re often acclaimed for their resourcefulness. Why shouldn’t FMs be similarly lauded? Rather than accepting the negative connotations (‘we didn’t know what we wanted to do so we’ve ended up doing this’), how about a big push on the positives (‘we spent more time than most before we found something we really enjoy doing, but now we’re doing it really well’)? I reckon part of the reason for FMs being so enthusiastic to promote what they do is because they have on numerous occasions found themselves having to convey the sheer variety and complexity of the role to people who start with no idea what FM is. The outside world sees the apparently mundane nature of the facilities manager’s role and can’t quite square that with the enthusiasm of its practitioners. Our Rising Stars event was full of people keen to promote their burgeoning FM career to others. When asked what advice they had for young people considering the sector, you couldn’t have asked for more energetic endorsements. And it made me wonder if people in other industries are equally as enthusiastic about what they do. Are they to be found talking up their day jobs with similar gusto? Having written for various sectors over the years, I doubt that very much. In fact, some are almost apologetic about what they do during their working day, typically keen to move on to any other topic of conversation. We should be doing more to capitalise on the innate enthusiasm of FMs, ensuring that careers advisors get the message across that this sector has successfully attracted the curious, the inquisitive and those with an insatiable appetite for new experiences - and that, crucially, FM is now the choice of these people, not simply the only thing that remains open to them.
I
“OUR RISING STARS EVENT WAS FULL OF PEOPLE KEEN TO PROMOTE THEIR BURGEONING CAREER IN FM TO OTHERS”
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WORKPLACE
DAVID ARMINAS newsdesk@fm-world.co.uk
More than half of employers have said they will allow staff to work more flexibly during the London Olympics next month to head off transportation problems, according to a recent survey. This includes allowing employees to watch key Olympics events while at work, says the annual Resourcing and Talent Planning survey from the Chartered Institute of Personnel and Development (CIPD) and Hays Recruitment. Almost three in 10 employers said they will try to accommodate requests from employees to work from home, noted the survey. Around 17 per cent of employers will extend flexible working opportunities, while 13 per cent will actively encourage staff to work from home. The CIPD research found that many employers are also making preparations to allow staff to watch key events in the workplace. Almost a third (31 per cent) of employers will make TVs available in the workplace and 11 per cent will allow employees to view events online on their work computer. The survey findings are released as the CIPD publishes guidance on sporting events and absence management. “Some employers, for example, those providing public transport, will face additional demands during the Olympics,” said Rebecca Clake, research adviser at CIPD. “They will have to manage their workforces carefully to ensure there are sufficient staff to deliver services. Our survey shows 35 per cent of public sector employers 06 | 21 JUNE 2012 | FM WORLD
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are planning to restrict leave during the Olympics to cope with this challenge.” An earlier report by the CIPD, released in May, found that 96 per cent of employers are providing flexible working to at least some employees. However the study, Flexible working: provision and uptake, based on a survey of more than a 1,000 employers and a survey of more than 2,000 employees, showed the type of flexibility commonly used is limited. While the use of part-time working (32 per cent), flexitime (25 per cent), home working (20 per cent) and mobile working (14 per cent) is comparatively common, other types of flexible working are hardly used, the report noted. Only 5 per cent of workers
ALAMY
Employers on their mark for the Olympics
Home workers are guaranteed a good view of the London Olympics
use compressed hours, 2 per cent use term-time working and 1 per cent job share. Flexible working among nonmanagerial employees is largely limited to part-time working (39 per cent) and flexi-time (28 per cent),
with just 14 per cent of such staff working from home and 10 per cent mobile working. About one in three employees working for medium-sized and large organisations have no access to flexible working.
TRANSPORT
Underground, Overground, WiFi is free... London Underground and Virgin Media have named the first London Underground stations that will be WiFi enabled for free this summer. Stations including Oxford Circus, Stratford, Liverpool Street, Leicester Square and King’s Cross will be among the first to launch, Transport for London (TfL) said. Virgin Media’s next-generation WiFi service will be made available to all tube passengers for free throughout the summer. Millions of commuters and visitors to London will be able to get online at underground stations and find their way around the capital with up-to-the-minute TfL travel information.
Around 80 stations will be WiFienabled by the end of July with another 40 by the end of the year, TfL said. Last month, New York City made a long-awaited announcement that its city subway is to start getting wireless connections. The multi-year rollout plan agreed with Boingo Wireless will eventually allow smartphone, tablet and computer users to access the internet while waiting for the train. The service will be available
throughout Manhattan, Brooklyn, the Bronx and Queens. “One-click WiFi access will be available to Boingo subscribers, as well as Boingo’s WiFi roaming partners, including Skype, Sprint, T-Mobile and Verizon,” according to a Boingo statement. In 2011, New York instigated a five-year programme, rolling out free WiFi in its 26 public parks, including Central Park, Flushing Meadows and the Franklin D. Roosevelt Boardwalk and Beach.
“Around 80 underground stations will be WiFi-enabled by the end of July” www.fm-world.co.uk
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NEWS
BRIEFS Aylward elected chair
Energy a hot topic between UK and Iceland Electricity derived from geothermal energy deep within Iceland’s volcanoes could be on its way to the UK in the future under an agreement signed this week. UK Energy Minister Charles Hendry and his Icelandic counterpart Oddný Harðardóttir signed a memorandum of understanding in Reykjavik paving the way for Britain and Iceland to work more closely on energy and energy-related issues. “This sort of approach can both enhance our energy security and deliver low-carbon electricity in an affordable way,” he said. One of those issues is the laying
of an undersea cable for power transmission from Iceland to the UK, according to a statement from the UK Department of Energy and Climate Change. Hendry also visited the Hellisheiði geothermal field, located on an active volcanic ridge in the southwest of the country. The Hellisheiði power station in the field started operating in 2006 as the second-largest geothermal power station in the world, and the largest in Iceland. The plant produces 303 MW of electricity and 133 MW of hot water. The target is for a capacity of 400 MW, which would make it the
largest geothermal power station in the world in terms of installed capacity, according to Iceland government statistics. Iceland has five major geothermal power plants producing nearly 27 per cent of the country’s electricity. Hydropower produces the rest, except for 0.1 per cent coming from fossil fuels. Geothermal heat also meets the heating and hot water requirements of 87 per cent of all buildings in Iceland. The two countries pledged to exchange information on the development of the deep geothermal sector in the UK.
HEALTH
More needs to be done to combat outbreaks of Legionnaires’ disease, the Building & Engineering Services Association (B&ES) has said, following a case in Scotland. The Edinburgh outbreak, in which a 56-year-old man died, indicates that poor maintenance regimes or complacency are still too prevalent in Britain’s public buildings and other large complexes, according to the B&ES. “Certainly there is a pressing need for all those involved in building maintenance and management to understand the health risks,” said Blane Judd, chief executive of B&ES (the former Heating and Ventilating Contractors’ Association.) “However, in an era of reduced www.fm-world.co.uk
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SHUTTERSTOCK
Legionnaires’ outbreak preventable, says B&ES
staff and budgets, but higher workloads there is more room for human error.” On average, there are around 300 reported cases of Legionnaires’ disease, a potentially fatal form of pneumonia, each year in the UK and when clusters of cases occur
Sean Aylward has been elected chairman of the Irish Property & Facility Management Association (IPFMA) at its annual general meeting in Dublin. Aylward, a chartered surveyor and martial arts expert, is centre manager of Nutgrove Shopping Centre at Rathfarnham, Dublin. He has more than 40 years of experience in property management and is also an accredited instructor in Tai Chi Chuan – he runs his own club and is on the board of the Irish Martial Arts Commission.
EU for FM launched A new FM information and lobby group, the ‘European Union for Facility Management’, has been launched. The group, also called bringFM!, is an umbrella body for “providers of facilities and facility services”, treasurer Fred Kloet told FM World. Membership is open to providers of buildings as well as facilities services, he said. Chairman of the centre is Jos Duchamps from Belgium, with Lodewijk Buschkens, also from Belgium, as secretary. Vice-chairs are Josef Tesarik from the Czech Republic, Rinus Vader from the Netherlands, Ian Fielder from the UK and Richard Harris from Italy.
Rossiter steps down they can typically be traced back to poorly maintained cooling tower systems, air-conditioning plant or hot and cold water systems in offices, factories, hotels, hospitals and other larger establishments. Deaths from Legionnaires’ are not uncommon, with one of the more tragic outbreaks happening in 2002 in the town of Barrow-in-Furness in Cumbria. This caused the deaths of seven members of the public, with another 180 people taken ill. In the Edinburgh case, nearly 100 people have been confirmed as infected. As FM World went to press, the Scottish government said it had contacted a chemical company and a distillery over its maintenance of cooling towers.
After nearly 10 years as chief executive of the Institute of Hospitality, Philippe Rossiter will retire from full-time employment at the end of the year.
New skills programmes Asset Skills, the FM sector’s training body, is seeking advice and input about what should be covered in three new apprenticeship programmes. Asset Skills recently received funding to develop apprenticeship frameworks in: ● Level 3 Energy Advice and Management ● Level 2 Pest Control ● Level 3 Cleaning Supervision For information or to find out how to get involved in any of the apprenticeship projects, email apprenticeships@assetskills.org or call 01604 233 336. FM WORLD | 21 JUNE 2012 | 07
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PROJECT OF THE
FORTNIGHT NEWS BULLETIN
SMEs to get government office space The government is to make available 20 of its empty office buildings to start-up companies “at a low cost”. Opening up empty properties to small- to medium-size enterprises (SMEs) will involve flexible, short-term arrangements that will make productive use of the assets while they are otherwise sitting empty, according to an announcement by the Department for Business Innovation and Skills. The buildings are in 18 locations including London, Rugby, Leeds, Runcorn, Birmingham, Oxford and Bristol. Minister for the Cabinet Office Francis Maude said that in some cases it is not possible to sell a building or exit a lease immediately when the space is no longer needed. “Rather than letting these buildings sit empty at the taxpayers’ expense, we’re making this space available to SMEs.” The process will be open until 29 June 2012. Anyone interested in managing the spaces can register their interest at: www.contractsfinder.businesslink.gov.uk The only way is up: densely packed terrace houses presented a design challenge
Blackburn ‘high’ school delivered early Building information modelling (BIM) helped Capita Symonds and its partners speed up delivery of the £7.5 million St Silas Primary School in Blackburn. The recently-opened school for 420 pupils was designed in only eight weeks in the summer of 2010, according to Capita, which worked on behalf of Blackburn with Darwen Borough Council. Capita Symonds provided architecture, structural engineering, mechanical and electrical engineering, landscape architecture, cost consultancy, acoustics, project management, fire engineering, planning and transport planning. BIM techniques enabled hand-drawn concepts to be worked into three dimensions, which were shown to the school and local community. Capita worked directly with contractor Balfour Beatty, allowing demolition of the existing school to be undertaken just days after planning consent was obtained. The primary design challenge was the small size of the sloping site within a dense grid of Victorian workers’ terraces close to Blackburn town centre. The building footprint is 2,200 square metres (23,680 square feet), a large part of the site’s 2,400 square metres (25,835 square feet), but the design has allowed for rooftop play space. The project comprises four linked blocks wrapping around a secure play courtyard. There’s a single-storey block with a rooftop play area linked to the ground with a tube slide. Two three-storey blocks are linked by a bridge of class spaces, of which the upper floor houses a mini-football pitch. There is also a main hall block with staff accommodation on top of plant areas. The overall design allows for more than 800 square metres (8,610 square foot) of play area off the ground level. Early in the process the team worked with community leaders and identified a need for a public space on the high street that passes the site. As a result, 20 per cent of the whole site was handed over to the community in the form of formal and informal gardens, maintained by the community working with the school and local authority. 08 | 21 JUNE 2012 | FM WORLD
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Sheffield Hallam to invest £25m at campus Sheffield Hallam University’s Collegiate Campus is set for a £25 million investment that includes a replacement for the Heart of the Campus building by autumn 2014. The new three-storey building of 2,700 square metres (29,060 square feet) will include a new café, glazed atrium, lecture theatre, study areas and social spaces for the Development and Society faculty and Health and Wellbeing faculty. “The university is committed to becoming a top 50 university by 2015 and our campus is a key part of this,” said Mark Swales, director of estates and facilities at Sheffield Hallam.
MoD begins training estate site tours Bidders for the Ministry of Defence’s Next Generation Estate contracts programme, worth up to £950 million, have begun a nationwide tour of key training areas. The tour began at Wyke Regis, an MoD training area near Weymouth, Dorset, with representatives from the three bidders – Babcock Support Services, Landmarc Support Services and the partnership of Kellogg Brown & Root and Balfour Beatty Workplace – escorted by the project team and training estate representatives. The National Training Estate Prime contract is worth between £450 million and £950 million over a minimum of five years and a maximum of 10. The contract includes everything from managing air weapons ranges to providing laundry services and clearing snow and ice. From 2014, the contract will bring UK training sites now managed under separate contracts under a single prime contractor.
FM World to host ‘branding’ roundtable FM World is hosting another roundtable event, this time on the topic ‘FM’s role in maintaining an organisation’s image’. The roundtable, Tuesday 26 June, is organised in partnership with Interserve. The debate will include: • When should FM come in to discussions of brand management? • What FM functions impact on an organisations’s brand positioning? • Should the way FM is procured and deployed be more closely tied to an organisation’s brand management policy? • What shows FM’s role in presenting a positive image to clients? To put yourself forward or nominate an individual for either event, please email editorial@fm-world.co.uk. www.fm-world.co.uk
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THINK TANK
YES (77%)
WE ASKED 100 FMS… Do you think it is possible for facilities management teams to be ‘brand ambassadors’ for the organisations they represent? More than three-quarters of facilities managers believe that FM can – indeed, should – be a brand ambassador for their organisation. “From the moment staff and visitors walk in the door they should ‘feel’ the brand of an organisation; it is our job to help achieve it,” said one respondent to the latest FM World Think Tank poll. In effect, FMs are board “directors of first impressions” for an organisation, as one respondent put it. “Front-of-house teams, switchboard, catering, room set-ups, post and documents are all facets of the client experience
for which that FM is responsible for. Do not undervalue their influence,” he urged. On a different note, FMs are well placed to take on this role, or at least be a part of it, because of their well-developed personal skills. “FMs have usually developed a high level of diplomacy as part of the role and put forward initiatives and proposals at all levels of the business.” Another FM was more forceful: “Not only do I think it is possible, I think it is essential for facilities management teams to be brand ambassadors,” he said.
NO (23%)
“They are the natural carriers of logos and insignia via uniforms and liveried equipment and vehicles,” he said. “The quality of their outputs should reflect the quality, ethos and expectations of the organisation in general.” Where an organisation hangs its hat is a big brand statement, said a respondent. The décor of an office or other on-site accommodation re-enforces the brand.
“FM services are also closely linked to corporate social responsibility policies and practicing what an organisation preaches,” he said. But, as one respondent said, being a contracted FM company, it is hard to influence the supplier on branding. “We do, however, brand ourselves as much as possible within that organisation,” she said.
FM market remains buoyant in tough times
ISTOCK
DAVID ARMINAS newsdesk@fm-world.co.uk
FM contractors are weathering the double-dip recession well, with sales remaining steady, although pressure on margins and budgets is hampering market growth. While growth slowed in 2011 and early 2012, market performance continues to be underpinned by longer-term contracts, according to the Facilities Market in 2012 report from MTW Research. The report, based on financial data from more than 60 per cent of the FM market by value, notes the growing role of “strategic integrated FM” as a key tactic for enhancing margin opportunities. FM providers seek to offer services that “fit” the client’s strategic direction as well as supporting daily operational needs. The report states that strategic FM contracts are likely to offer reasonable opportunities for growth in the second half of 2012 and beyond. FM suppliers are seeking to develop a new depth of knowledge www.fm-world.co.uk
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Facilities snapshot: sales remain good, but margins have been pinched
and expertise across a wider range of issues, ranging from clients’ environmental policies to future growth directions. But the government is presently only one quarter through its deficit reduction programme and public spending has only reduced
by around 2 per cent so far. The report indicates that more severe public sector cuts are yet to be felt by the FM industry. A recent announcement of an additional £2 billion of private finance initiative (PFI) spending on new schools in the next two
years, combined with real-term growth in spending on health, is offering some moderate optimism for FM contractors. But lacklustre demand from the private sector has dampened FM market growth in the past 12 to 18 months; around 45 per cent of single-service FM providers reported either declining or static sales in the past year. However, larger, multi-service FM providers are growing their share of the market in 2012. These companies are reporting more favourable trading conditions, as they are able to offer a wider range of services at competitive prices. The research found that 90 per cent of FM contractors still have a “fair” to “excellent” credit rating; liquidity and stability continue to characterise the UK FM market. Acquisitions and consolidation are likely to become increasingly evident as companies seek greater economies of scale in their operations and procurement. FM WORLD | 21 JUNE 2012 | 09
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ANALYSIS
Austerity and efficiency: the order of the day GRAEME DAVIES newsdesk@fm-world.co.uk
The febrile state of equity markets in recent weeks has reflected the wider concerns over the eurozone’s seemingly neverending debt crisis and the true strength of US economic recovery. And such volatility increases risk aversion, hence the recent popularity of shares in companies that are viewed as defensive. Many support services and FM companies fall into this category given their long-dated and bulging order books. Indeed, earlier this month Babcock International was
promoted to the FTSE100 blue chip index, sealing an impressive period of performance and growth that can be traced back to the acquisition of VT Group in 2010. This added breadth and depth to Babcock’s business and has helped it to compete more successfully for multidisciplinary contracts. This chimes with a recent report into the facilities market by MTW Research that showed that despite a tough overall market, those FMs that were able to offer multiple services across many disciplines under one contract were gaining market share.
This is a theme that has been building for some time: tougher economic conditions producing a greater desire for efficiency in procurement, resulting in buyers gravitating toward service providers that are more of a ‘one-stop shop’. This move towards total facilities management is likely to continue as more single-service providers are either forced from business through competition or subsumed by larger organisations. According to MTW’s survey, 45 per cent of single-service FM providers reported falling or static sales over the past 12 months. The multi-service businesses have taken advantage by growing their market share and will continue to do so. But even they are likely to find things tougher in years to come if the economy does not pick up soon. A large proportion of the government’s planned public spending cuts have yet to be enacted and when they are, over the coming two
Contract wins
NEW BUSINESS ESS Support Services Worldwide has expanded its contract with the Ministry of Defence Army Command in Bicester, Oxfordshire, where ESS has been delivering catering, hotel and support services since 2006. The two-year deal is worth an additional £1.4 million. Prepared foods manufacturer Tillery Valley has won a three-year contract to deliver meals to five NHS hospitals in Wolverhampton, West Bromwich and Walsall. South Wales-based Tillery Valley is delivering to the Black Country Partnership NHS Foundation Trust in a deal worth £280,000 a year. 10 | 21 JUNE 2012 | FM WORLD
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EIC has won a series of mechanical and electrical maintenance contracts worth more than £1 million with property agent DTZ. The work, including fabric repairs, is over three years at 16 commercial and leisure-use properties in the Midlands and a mixeduse development in Middlesex.
Resolution Property has awarded Sercon Support Services a two-year security contract at Ocean Terminal, Edinburgh’s largest shopping centre. Sercon is providing 24/7 manned guarding and CCTV monitoring in the deal, which is worth around £600,000.
Charlton House has retained the contract to supply Sony Europe with catering, reception and switchboard services in the UK. The three-year extension means Charlton House will have served Sony – the caterer’s first major corporate client – for 21 years. The renewal started on 1 June.
Interserve is to provide £50 million of in the new Alder Hey Children’s Hospital to be built in Liverpool. Its consortium with John Laing and Laing O’Rourke has been named preferred bidder for the PFI project. Interserve will provide 20 per cent of the consortium’s investment in the project.
Vinci Facilities has won a threemonth Decent Homes contract with the London Borough of Harrow to complete upgrades to 150 homes in the west of the borough. Under the £1 million contract, Vinci is improving kitchens and bathrooms and completing a smaller number of re-wiring works.
to three years, competitive pressure will grow and with it pressure on margins. But this is part of a wider malaise spreading throughout Europe threatening to act as a brake on growth elsewhere in the world. Growth in the UK and Europe is anaemic and, at this point, there is little sign of any attempt to encourage more of it. Indeed, policies are firmly pointed in the direction of widespread austerity as governments grapple with monster debts. But reducing those debts without real economic growth is going to take too long as electorates will only swallow the austerity medicine for so long. What we have seen in equity markets in recent times is an increasingly volatile danse macabre of ‘risk-on’, when buyers pile into riskier equities and commodities on the back of government actions, such as the bailout of Spanish banks this week, only for the slug of medicine to wear off and investors revert to ‘risk-off’ by selling off the riskier assets and moving into defensive positions. The reason the support services, outsourcing and FM providers are popular in such times is that they offer investors the prospect of some growth, but also the defensiveness of long-dated order books and their ability to pay out dividends that can compensate for slightly less racy share-price growth. We are living in increasingly uncertain economic times and the solutions being offered currently amount to short-term fixes of new money being pumped into economies and heavily indebted banks, but without true growth even the most defensive of equity investments will to struggle to maintain their allure. Graeme Davies writes for Investors Chronicle www.fm-world.co.uk
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BUSINESS BRIEFS
Willmott revenues up, but profits dip Willmott Dixon reports revenue was up last year, but pre-tax profits slipped back for the privately owned capital works, regeneration and support services company. Turnover was £1.05 million (2010: £989.5 million), according to accounts for the 12 months to 31 December 2011. However, pre-tax profit dipped to £21.1 million from £26.6 million in 2010, its statement noted. The company has a secure forward order book of £1,185 million and 77 per cent of the group’s budgeted work is secure for 2012.
Rick Willmott, group chief executive
Last year was a milestone for the 160-year-old company, with it being the first time it secured more than £1 billion in annual revenues, said Rick Willmott, group chief executive. Key contract wins included a £17 million deal to manage the retrofitting of 2,000 homes in Wales for the Welsh Assembly. The group’s repairs and maintenance company “had one of its most successful years”, securing long-terms contracts with Home Group, Affinity Sutton, ACIS and Guinness South. The business is responsible for the maintenance of over 150,000 homes across the
country. Along with the repairs and maintenance business, Willmott Dixon’s energy services division, which started operating in January, is focusing on residential opportunities to reduce energy costs through initiatives such as the government’s Green Deal. However, Willmott said the market will remain challenging. “With public sector clients now going through severe budget cuts and private sector confidence fragile outside London, UK contracting is in the midst of the recession it’s been predicting since 2010,” he said.
Agents4RM in Germany Facilities management consultancy Agents4RM International has set up a partnership covering Germany, Austria and Switzerland. Agents4RM DACH is a joint venture with Frankfurt-based M.O.O.CON, a construction and facilities adviser, formerly known as Bene Consulting until a management buyout in 2009 and name change in 2010.
Axis turnover up 15% Axis Security boosted turnover by 15 per cent for the year 2011/2012 to £36.7 million. Preliminary results show EBITDA was £1.33 million – a rise of more than 33 per cent. The figures cap an impressive 12 months for the company which have seen it scoop the Security Guarding Company of the Year at the Security Excellence Awards.
Imtech UK acquires Capula
Silverdell acquires EDS Group Environmental support services group Silverdell is targeting expansion in Canada and Australasia with the acquisition of EDS Group Holdings. The acquisition, for £15 million when completed, will be “transformational” for the hazardous materials management and removals business, according to a company statement. The deal “is expected to be immediately earnings-enhancing” and “will create a specialist environmental support services group with scale and global reach,” and will “accelerate the planned expansion into Canada and Australasia”. EDS Group Holdings, based in Sheffield and with overseas offices in North America, China and www.fm-world.co.uk
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Sean Nutley, Silverdell chief executive
Australia, is a specialist in the clean-up of highly complex sites for the chemical, pharmaceutical, gas, fuel and power generation industries. Its work includes asset recovery, asbestos removal, dismantling and all types of demolition and land remediation. The Silverdell statement said: “Significant cross-selling opportunities are expected to exist and the enlarged group will be a
more attractive partner to multinational corporations”. EDS is a highly specialised decommissioning and dismantling provider with a blue-chip customer list that provides repeat work. “Having worked closely with them, we understand the business well and believe that it can be successfully integrated into the {Silverdell} group,” said Sean Nutley, chief executive of Silverdell. It serves “attractive market niches in geographies” that are “target territories” for the company. “We believe that the business will be well placed to win further large framework contracts with multinational corporations,” said Nutley. Silverdell intends to retain EDS’s key staff, including managing director Darren Palin.
Imtech UK, the parent of hard FM provider Inviron, has acquired Capula, an automation and real-time IT systems provider in the UK. Capula has more than 250 engineers and specialises in advanced automation control and real-time IT solutions. The deal takes Imtech’s UK and Ireland turnover to more than £600 million, according to a statement from Imtech.
Mitie picks up Dalkia Mitie’s Norway division has acquired the facilities management business of Dalkia Energy & Technical Services in Norway. Mitie paid £1.06 million for Dalkia’s Norwegian division, which had reported revenue of around £2.95 million in the year ended 31 December 2011. The deal is another step to develop Mitie presence overseas, said Mitie chief executive Ruby McGregor-Smith in a brief statement. FM WORLD | 21 JUNE 2012 | 11
14/6/12 15:02:56
FM BUSINESS IN FOCUS
THE ISSUE The time has come to analyse the performance of so-called sustainable buildings, moving towards building information modelling
THE INTERVIEWEE David Fisk, recently elected president of the Chartered Institution of Building Services Engineers (CIBSE)
Reality check There’s nothing like a recession to focus people’s minds on what really needs to be done, as opposed to the nice add-ons. It’s the same for the sustainable building agenda, according to David Fisk, the new president of CIBSE and director of the Laing O’Rourke Centre for Systems Engineering and Innovation at Imperial College London. He was previously chief scientific adviser to the Office of the Deputy Prime Minister and the Department of the Environment, and head of mechanical and electrical engineering division at consulting and testing organisation BRE. He received a CBE for services in the Department of Environment in 1996. Fisk has called for a “reality check” – the title of his inaugural presentation at this month’s CIBSE annual general meeting. He argues forcefully for a re-examination of all things sustainable – even the word itself – and a lot more input by facilities managers into the design of building services. “Most people wonder what constitutes a net-zero carbon home, but can fully appreciate a net-zero energy bill,” Fisk 12 | 21 JUNE 2012 | FM WORLD
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Get a grip: David Fisk calls for a re-evaluation of ‘sustainability’
told FM World in an exclusive interview. If a so-called sustainable building means it uses energy efficiently, he asks, then why not call it an energy-efficient building? The problem with sustainability is the complexity of measuring the CO2 emitted during constructing a building, running it and then demolishing it. It takes, he said, convoluted calculations open to different interpretations in order to come up with a good figure. Fisk believes that calculating the final sustainability figures for a building has become so complex that the people involved in the process – building services engineers as well as FMs – find it difficult to understand how the figures were arrived at. “FMs know what really happens to a building and that makes them very important in the design process,” he said. “We need to ensure more interaction with FMs.”
Out with the old... He also called on hard FM contractors to be more aware of options that their clients have when it comes to replacing equipment and installing new building services systems. “The tendency is to simply order another pump that’s historically been used.” Building services engineering is, after all, an engineering discipline that should result in predictable and understandable outcomes. He is not, he said, against energy-saving technologies and designs, as his call for more “normal” engineering practices might suggest. “I’m not against these technologies,” he said. “But if you plumb in a solar energy system and not take into account how it fits into the overall energy system, then the poor old FM is left to figure out how to run it effectively.” Also, he said, there are too many buildings designed to be energy efficient where the
cash runs out as the structure nears completion, so parts of an energy system are downgraded or simply missed out. The result is systems that may not be well-integrated and the building under-performs. You are left with “decorative energysaving technologies”, he said. What he wants is a return to the full cycle of the engineering process. You design a system, build it, collect data, analyse it and make improvements – a process called Building Information Modelling (BIM). It enables development of a building by way of sharing data throughout a building project’s life. This is important for designing and constructing a building, as well as running it efficiently.
Clearing the DECs But what is lacking is the collection of energy consumption data, or at least the dissemination of it. Fisk wants to see a much more open discussion about this data, which is being collated for producing Display Energy Certificates (DECs), which all public sector buildings must have on display in their reception. There is no stigma attached to having a low DEC rating though, he said. There are many reasons for the way a building, old or new, uses energy. The important thing is to have a way of knowing the ‘why’ of energy consumption and FMs have a central role in all this. “The design process should include FM input into what really works,” he said. “How else can we benchmark and set out best-practice guidelines?” A building can have as many chilled beams as possible, but if FMs have poor access to the water filters, then the efficacy of the beams will diminish. These issues must be communicated and the earlier in the design process the better, Fisk believes. David Arminas is FM World’s news editor
www.fm-world.co.uk
14/6/12 14:09:42
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11/6/12 12:26:15
FM EVENT EURO FM CATHY HAYWARD
Over 700 delegates attended this veritable feast of FM in Europe
CONTINENTAL MENU From Copenhagen, Cathy Hayward reports that Euro FM 2012 was a truly European affair, with subjects as mouth-watering as the cuisine. Oh, and there was a fashion show.... he food at last week’s EFMC 2012 neatly summed up the conference itself: Serrano ham and chorizo from Spain; Nordic coalfish; Italian salamis; Danish brie from the host country; French wine; German rye bread; and even the beleaguered Greeks got a look-in with bowls of tempting Greek salad, all consumed over a diet of the English language. It was a true Smörgåsbord of European facilities management. The queue snaking outside the Copenhagen conference centre was
T
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indicative of the popularity of the conference, with more than 700 delegates from across the continent (and a few from further afield) ensuring this was a record-breaking event – up from the 500 delegates in Madrid last year. Perhaps encouraged by this popularity, EuroFM chairman Ron van der Weerd opened the conference in bullish style, arguing that facility management is not about adding value, “it’s about there being no core business without FM”. Professor Michael Joroff of MIT’s Department of Urban Studies and
Planning began with an anecdote that demonstrated what can be learned in the wake of disaster. The keynote speaker described how, in 1989, an employee of Bank of America, who was responsible for the company’s disaster recovery and continuity management, had reacted when she received the call saying that the city had been hit by a devastating earthquake. “She couldn’t fly back, so we set her up with a place to work and several banks of telephones and computers. Remote working, shared facilities, integration – it
was all there. That’s when I saw the future,” said Joroff, “9/11 saw the birth of agile working.” Joroff explained that organisations would need to be digitally connected and smart, thrifty (rather than just lean) and resilient. Dedicated facilities will be complemented by temporary (or pop-up) buildings because business moves so fast and existing structures cannot respond quickly enough, he added. The challenge for facility professionals in this type of environment is immense, added www.fm-world.co.uk
14/6/12 13:13:45
EURO FM
communications and information technology. Although this type of journey is well-documented in the UK, it was controversial in Norway and audience questions and reactions indicated that many in mainland Europe felt this to be new and challenging.
REX
Ye olde home working
Jeff Gravenhorst, chief executive of sponsors ISS in another keynote. He argued that both in-house and outsourced FMs needed to work together to understand the creative and strategic role they play within organisations. “The most important role of a leader is to make sure people understand why they are doing what they are doing. Are you just fixing the air-conditioning or are you creating the right environment for the next invention?” This was a trend weaved throughout the two-day event, www.fm-world.co.uk
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especially in the two business tracks that sat alongside two research tracks. Martha Takvam and Professor Siri Hunnes Blakstad, chief executive and head of workplace management respectively, in the real estate division of Telenor, a mobile communications firm in Europe and Asia, talked about the company’s 2002 move from 46 locations in Norway to one building and the accompanying cultural change. This involved flexible, open workspaces, space unassigned in terms of rank and better
Many of us think of homeworking as being a new development, made easy by technology. But Niklaus Arn, managing director of space planners RBSgroup, argued that we are simply returning to how things used to be. “Three hundred years ago, work was fully embedded in the home and it wasn’t until the mid 19th century that work left home because that’s where the machines were.” Arn explained that by the time ICT had developed in the late 20th century, “work could leave the office and return home, or to any networked place.” But he failed to note that this generally only applies to knowledge workers and that for those who work in factories, supermarkets and restaurants, not to mention facility staff in buildings, work is still a location. Because of its abandonment, the office is now searching for an identity, said Arn. “We shouldn’t be driving to the office to write emails, but we do that because it’s in our DNA and our company’s DNA.” He said the workplace should be about face-to-face collaboration. Yet collaboration is complex, according to a major study by Johnson Controls and Kristensen Consulting, which was presented by Dr Marie Puybaraud and Dr Kjetil Kristensen. The study, Collaboration 2020, on future expectations of the workplace, combined a 1,700 respondent survey with 26 strategic interviews across five industry sectors: life science, technology, industrial, oil and gas, and finance. The top findings included: ● Customer satisfaction is rated as
“Are you just fixing the airconditioning or are you creating the right environment for the next invention?”
the most important gauge of performance ● Performance is linked to collaboration on both a strategic and an operational level ● Collaboration is an important driver of creativity and innovation ● The majority of respondents expect to be using highperformance project spaces a lot in 2020 ● E-mail is still popular and touchbased mobile technologies have a strong value proposition ● The use of video communication and real-time collaboration tools FM WORLD | 21 JUNE 2012 | 15
14/6/12 13:14:02
FM EVENT EURO FM CATHY HAYWARD
The Congress Centre is a striking addition to the Copenhagen skyline
will increase substantially ● The majority of professionals do not like blogging and micro-blogging. The researchers set out the practical implications of their findings for collaboration and the future of the workplace: 1. The function or role of the office and the physical workplace is rapidly becoming one of supporting collaboration 2. There is a gap between the current and projected needs of knowledge workers and workplace infrastructure 3. The use of video communication and real-time collaboration tools will increase substantially. But not all workplaces are offices. And that was demonstrated 16 | 21 JUNE 2012 | FM WORLD
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in a fascinating presentation from Johan Stellingwerf, managing director of facility management services at Sodexo, and his client Tina Bergsma, director real estate contracting, KLM Dutch Airlines, which outlined the two-decade long relationship between the organisations. With a touch of the Eurovision Song Contest about the way the presenters handed back and forth, they ably demonstrated how a good FM service provider can support the core business.
Flying in the face of fashion To enable cabin crews to feel comfortable at work, Sodexo redesigned the outfits, with the help of a Dutch designer, and made more than 11,000 cabin crew
uniforms for delivery on one day. This project also involved upcycling more than 90,000 kilos of the previous uniform into jeans and creating a catwalk show of the new uniforms that wouldn’t have been out of place at London fashion week. FM is clearly moving away from just cleaning and catering. Despite some solid presentations, there was some greenwash in evidence. Leif Mollebjerg, senior director at Lego Systems, for example talked about the role of CSR within Lego, including how the business was purchasing renewable energy, without once addressing the core issue that the main Lego product is millions of pieces of plastic. One of the highlights of EFMC is to hear from some of the more immature FM markets about their journey towards professionalising FM. Branimir Preprotic, FM co-ordinator for Pliva Croatia, a pharmaceutical company explained how prior to 2009, FM was mainly in-house in Croatia. But Preprotic and Pliva Croatia were instrumental in that changing. The market is now more competitive as there are new entrants and prices are lower, said Preprotic, but challenges remain. “There is still no formal FM education, and FM is perceived as a non-strategic maintenance function.” Working for an employer with FM operations throughout Europe, and a speaker of several European languages herself, Helena Ohlsson, global facility manager at IKEA, was a natural choice for EFMC. Ohlsson described the experience of the journey from
decentralised maintenance teams to a strong global FM team with excellent interaction within the furniture manufacturer. But if the event was in danger of becoming too serious, main sponsors ISS had a bit of fun during one afternoon break with their staff breaking out into spontaneous (if rather well-organised) singing, much to the initial bewilderment, and then delight, of delegates. FM Follow #EFMC2012, #EFMC4 and #EFMC5 for opinion Visit www.efmc-conference.com for details of next year’s conference Cathy Hayward is managing director of Magenta Associates, the communications agency for the facilities management sector
www.fm-world.co.uk
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11/6/12 12:47:53
FM OPINION THE DIARY COLUMN LIONEL PRODGERS
Lionel Prodgers is a director for Agents4RM.
“WE MAY PRIDE OURSELVES AS BEING COMPLIANT WITH STRICT STATUTORY REGULATIONS, BUT WE CAN EASILY BECOME COMPLACENT” FIR E AN D HEA LT H A N D SA FET Y R EGUL AT I O NS
revention is far better than cure, explains Lionel Prodgers, after a tragic shopping centre fire in Doha, Qatar, claimed nineteen lives including 13 children
P
Try and imagine your state of mind if you were the manager of a facility and were held responsible, for the deaths of 13 children and six adults, with 17 serious injuries. This was the human toll in a tragic fire that broke out in a shopping mall in Doha, Qatar a few weeks ago, from where I am writing this column. The Vilaggio shopping centre, adjacent to the Aspire Zone, is one of the flagship commercial developments in Doha. I’ve been there several times and generally
include it as a shopping destination to show visitors (even though shopping is not really my ‘thing’). It boasts mockVenetian interior design, complete with a canal and gondolas. On 28 May, a serious fire broke out in a nursery and children’s day-care centre, at the centre of the mall. It caused the deaths of seven young girls, six young boys, four teachers and two fire-fighters. Even more tragic was that three of the children were two-year-old triplets from New Zealand.
In the aftermath of such a tragedy, there must inevitably be questions: how, why and what could have caused such a fire? What chances were missed to mitigate the risk, if not prevent the disaster entirely? Eye-witness accounts speak of fire detection and sprinkler systems not working and in some reports, texts were apparently sent from teachers’ phones pleading for help, as they could not find an exit. Shockingly, shoppers were allegedly still being allowed into the shopping centre, even though smoke was billowing from the building, while the evacuation was taking place. Some have also criticised the response time of the civil defence unit that eventually responded to the alarm. Let’s not be complacent and say it could never happen in the UK.
Of course, we may pride ourselves as being compliant with strict statutory regulations, but we can easily become complacent and forget that we need to rigorously and continuously review procedures and processes. Sadly, in these early days following the fire, the authority’s response has been limited to showing remorse, expressing condolences and assuring the public that ‘justice will be done’. According to an initial report, what does seem certain is that the nursery was a death trap and had been endangering lives for a number of years; it was a matter of ‘when’, not ‘if’, with staff and parents placing their trust in individuals incapable of the proper practice that would have prevented such a catastrophe.
BEST OF THE WEB Views and comments from across the web BIFM LinkedIn group: With several customers across a county and the two main ones at opposite ends, where should you locate the area office? Stuart Logan: If the costs make business sense, how about have an office near one customer and a depot near the other? Stephen Moore: Another option might be a strategic review of the market you are in and base the new office or warehouse near 18 | 21 JUNE 2012 | FM WORLD
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the largest proportion of potentially new customers. It may be you have not been seen as competitive in the past due to your location and as a consequence lost business. BIFM LinkedIn group: Are people buying more and more on price rather than service and added value? Peter Cooper: I work in the public sector and, certainly with the Official Journal of the European
Union, I am finding that price is 80 per cent and quality is 20 per cent of the overall evaluation. This means that we are leaning heavily on price when the service providers may not necessarily be the most suitable for the tasks. We have just awarded some contracts where we have since had reports that their service isn’t the best. That’s for my team and I to manage, but it creates headaches in the long run. Mark Grundy: If the procurement process is led
by ‘Procurement’, cost wins everytime. FM is about longevity of relationships and if you procure based on price you tend to have short relationships and loads of headaches. Added value goes out of the window and, with quality based procurement, added value is a key deliverable, as all parties work to that agenda. Plus, it’s a lot more interesting and more rewarding. Stephen Peal: As a service provider we feel the onus is on us to demonstrate
value for money. We work with our clients to be open about the potential ongoing costs of our service, and where appropriate, to plan ahead for these costs. The problem we have is when we are judged solely on the cost of a service visit. Many of our competitors will go in cheap on the cost of a visit and make all their money in remedial work, meaning it isn’t always the most cost effective way of procuring. www.fm-world.co.uk
14/6/12 16:36:57
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BEST OF THE
FMWORLD BLOGS Time to update your BMS Greg Kemp, divisional director, FM at multidisciplinary engineering consultancy, Hilson Moran Most buildings now have a building management system (BMS) installed. In general, the ‘head-end’ computer sits in the corner of an office, or down in the basement with the engineering operation and maintenance team. Consequently, how much attention have you or your maintenance team actually given to your BMS lately? This is a time of cost cutting and energy efficiency drives and your BMS is the ‘brain’ of your installed engineering systems. Facilities managers and occupiers, by ensuring proactive maintenance and using the full functionality of their BMS, can improve a buildings’ operational and environmental efficiency, relatively simply and with little or no cost. For example, you are most likely aware that your BMS: ● Controls your plant operation time-scheduling ● Controls all the environmental set points for plant (it might also control your internal, external and car-park lighting) ● Can provide critical alarms suited your operational needs. However, when were these parameters last checked to ensure they meet current building and occupation requirements? Buildings are constantly evolving due to changing occupancy rates and business priorities, resulting in a need to review the system, at least every year. You may not be aware that some of the older systems might be configured to control your building in a very energy-inefficient way. Consider the example of a speculative office building built in 2000 and operating in accordance with its designed control routines: on early morning plant start-up, the system is heating the outside air before supplying it to the space. Sounds sensible? Not when the cooling system then cut in to lower the supply air temperature back down to suit the occupants as the working day commenced. A fairly simple and low cost revision to the control strategy could mean that free cooling (or heating) could be used to cut out the wasteful cycle of heating and re-cooling the outside air. Imagine the potential energy savings. The BMS check is just one of the components of a more in-depth analysis that can be undertaken as part of an energy and statutory compliance-focused audit. This checks maintenance and operation as well as physical plant and systems, uncovering any hidden issues affecting a building’s operational and energy efficiency. Once initial operational efficiencies have been identified and improved, a follow-up quarterly or six-monthly check of your engineering maintenance contractors’ activities will ensure that standards are maintained. So, if you haven’t already, take an interest in and take the opportunity to check your BMS head-end and unlock up to 20 per cent of energy and associated cost savings.
Other interesting blogs: The imposterous case of FM & HR “Imposter Syndrome (IS) in moderation is not a bad thing. We use it to balance the promotion of our achievements, it aids self-deprecation and drives us to learn and develop. In the extreme, however, it is anything from debilitating to destructive.” By Neil Usher, general manager – group property, at Rio Tinto. Read the rest at: tinyurl.com/NeilUsher-IS
www.fm-world.co.uk
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FIVE MINUTES WITH NAME: Michelle Rodwell JOB TITLE: Divisional vice president of marketing, Ambius
Our emotional equilibrium is rattled when we hear heavy foot-traffic sounds. A study by the American Society of Interior Designers showed that as many as 70 per cent of workers believe they could work more efficiently if their workspace was quieter. We worked with a medical centre in Illinois that wanted its patients, staff and visitors to have a calm oasis in their lobby. It now features a refreshment station and waiting area, and by installing acoustic art – with a featured image that changed to reflect each season – designers have softened the auditory impact of foot traffic and the adjacent escalators. Business environments that honour seasonal variations keep us in touch with what really matters – nature. A growing body of research demonstrates that access to a natural environment indoors, where we all spend the majority of our waking hours, may improve health and well-being. Rotate interior plants and artwork to reflect seasonal variances. This will provide a nurturing visual reference to nature. Being around plants reduces stress and creates a feeling of well-being in most people, a benefit that is even more acute if correct lighting is in place. Because plants have a large surface area and exchange water and gases with their surroundings, they have a unique ability to tackle many environmental problems. The outdoor landscape can be the unspoiled extension of shop interiors. Interior plants and landscaping can work together synergistically to create shop interiors that are more favourable for retail activity. Improving interior and exterior design offers a ‘return on interior’ – an increase in creativity and sustainability. With fewer employees doing more work, organisations understand that employees are more likely to stay at a job when they like their working environment. FM WORLD | 21 JUNE 2012 | 19
14/6/12 16:37:10
FM FEATURE ANDREA KIRKBY COMMUNICATION
little knowledge may be a dangerous thing, but it’s all the rage in management these days. Making sure people within the organisation know what they need to know, when they need to know it, is now seen as a key management job. That’s a challenge in any company, but particularly one where operations are widely separated by geography and perhaps also by culture and by level of development.
A
The huge base of technical knowledge you have in your headquarters may not be matched by that small start-up office out in the Middle East. And if you’ve recently acquired a business in formerly Communist Eastern Europe, the understanding you have of how to do business in a free market may be something new to your employees there. Information flows within an organisation like blood in the human body. Generally, it has three ways of flowing – across (from division
How organisations disseminate information from department to department is an increasingly important decision – and it’s not just a case of allowing it to trickle down. Andrea Kirkby looks at the latest management thinking
COMMUNICATION MATTERS 20 | 21 JUNE 2012 | FM WORLD
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www.fm-world.co.uk
14/6/12 17:08:00
DOWN
Information moving down, from the board of directors to the shop floor, is the traditional picture www.fm-world.co.uk
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that most people have of a business. It’s important to realise that it’s not the only model. If you depend on this model, you are – in the end – depending on only five or six people in the whole organisation. Do you really think your senior manager knows everything? About every customer? About every product? About everything that’s going on? (And even if you do, do you think your senior manager has the time to do anything about it all?) If, on the other hand, you promote flows of information across and upwards, you
are using all the knowledge available to you, from everyone in the organisation. Of course, downwards communication has its uses. It’s excellent for introducing new processes, new strategies, new products. Often, only the senior management in a company can see the whole picture – other staff are too much involved with single functions or locations. Downwards communication is often very quick and it ensures that the same message is getting through to everyone, so it’s particularly useful for strategic, top-level issues.
ISTOCK
to division, or team to team, at the same level); down (from senior management to the shop floor); and up (from customerfacing or operational teams to their managers, and so on). But if your blood only flowed in one direction in your body, you’d be dead. So it’s important to make sure that knowledge is passed on at all levels and in all directions. Let’s have a closer look at these three types of information flows.
FM WORLD | 21 JUNE 2012 | 21
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ACROSS
On the other hand, knowledge flowing across the organisation is much more useful for the nitty-gritty of business life. People who work at the same level will tend to share information that makes their lives easier – whether that’s a new technique for using materials, or a customer contact list. Sometimes, it’s just knowing who deals with what product, or who within the organisation is an expert on what. Knowledge that flows across the organisation tends to cross divisional lines. That’s countercultural in many companies, so the first necessary step is ensuring that the ‘functional stovepipe’ (where issues are always escalated to a senior manager) doesn’t happen. Encourage staff to speak to their counterparts in other parts of the organisation. Encourage them to solve issues on their own initiative. Encourage managers to delegate properly. If you don’t transfer knowledge across the organisation, customers tend to notice. They place an order and when they ring to check on progress, no one knows what is happening; the accounts department bills them the wrong amount; the maintenance team turns up at the wrong address. Or there’s a new product with a massive advertising campaign 22 | 21 JUNE 2012 | FM WORLD
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– but customers can’t buy it, because accounts haven’t given it a product code and nobody told the sales team that it’s available. One of the simplest ways to ensure knowledge is transferred around the organisation is to get people in different areas to meet each other and to work with each other on common projects. There are a number of ways to do this. Task forces and project teams can provide a good arena for staff to learn about their place in the organisation and to see other divisions’ work practices at first hand, while achieving a solid business aim at the same time. Secondments also provide a means for knowledge to be shared. Sending an experienced member of staff to work in a start-up business, for instance, is often a good idea – that person probably knows as much, informally, about the business as a whole, as about their own particular speciality. Information moving across the organisation is particularly potent because it captures so much informal knowledge – the things everybody knows, but no one will ever tell you. And, of course, because the participants are of broadly equal status, it’s ‘share and share alike’, while many staff would be unwilling to admit to their bosses that they need help understanding an issue. UP
ISTOCK
FM FEATURE ANDREA KIRKBY COMMUNICATION
Now, this is revolutionary, to some managers. Knowledge can move up an organisation, too. But management attitudes are often unhelpful; as one director of a company said to me, “I listen to my staff, but I don’t do what they tell me.” It’s often the people at the bottom of the organisational chart who deal every day with customers. Yet organisations that spend a fortune on market research and attitude surveys often neglect the knowledge that these staff have of their customers. Doesn’t it make sense to listen to what they have to say? Besides, market research often tells you what you needed to know six months ago. If you ask the sales reps, you may find things out more quickly. For instance, if customers are scaling back their orders or deserting you for a competitor, you will find out first from the sales reps. Apart from status consciousness, there’s another factor that impedes upwards flows of information. It’s called ‘shooting the messenger’. If the
cleaning team rep has bad news, he’ll probably try to cover it up when he reports to the facilities manager. In her turn, when she reports to the board, she’ll try not to mention it. Because of this, the first time the board hear the bad news is when the finance director tells them they’re losing money. Perhaps the most extreme example of this kind of behaviour is the Japanese bank that lost billions because one of its traders couldn’t own up to a mistake – a mistake that would only have cost them a few thousand pounds. Make sure that people feel able to pass on bad news as well as good news on to their managers. The ideal company would have a thousand employees who all knew everything about the business. Well, you can’t achieve that – but maybe you can at least make sure that the employees all have access to that knowledge through someone else. “I can’t – but I know a man who can” should be your motto. Information is the lifeblood of business. Make sure that you keep it circulating. FM www.fm-world.co.uk
14/6/12 17:08:32
Just another page in our evolution
Assurity was always our middle name, now it’s our first. Our new name is a logical progression and reflects the breadth of services we now offer across all areas of health, safety and environmental workplace compliance. Our guiding principles remain the same, providing our customers with the re-assurance they value most. Independent expert knowledge and practical advice that’s delivered directly by a team of qualified dedicated consultants. Assurity Consulting t 0844 800 7705 e info@assurityconsulting.co.uk w assurityconsulting.co.uk
INDEPENDENT TRUSTED ADVICE FMW.21.06.12.056.indd 2
11/6/12 12:04:00
FM RISING STARS IN ASSOCIATION WITH
STRAIGHT TO THE TOP FM is the ideal career choice for the laterally minded, the eternally enthusiastic – and anyone not afraid of a challenge or two. That was the view of our Rising Stars when they assembled at the Heron Tower in London Photography: Sam Kesteven & Akin Falope
RSTISRSINOFGFM TION WITH IN ASSOCIA
24 | 21 JUNE 2012 | FM WORLD
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t the beginning of the year, we asked BIFM members to nominate the sector’s ‘rising stars’ – up-and-coming facilities managers making a name for themselves through great work produced over a relatively short period of time. The aim was to concentrate on those delivering FM – be they client or supply side – and to reward those who had impressed colleagues with their enthusiasm and work to date. In the end, our readers also identified some non-operational FMs whose work was also worthy of praise – so they, too, were referred to the judges. Also, while most of those nominated are under 40, this wasn’t a search defined by an age bracket – a maximum of ten years’ work in the sector was our loose guide to eligibility. The results of all this activity appear on these pages – 35 individuals, each at different stages
A
of their career. They come from a variety of backgrounds with an even wider variety of experience, ranging from those who started their careers in FM as teenagers, through to those who, like so many, have come to the sector from other industries. Some have already spent the best part of a decade making their mark, while others are only just entering their second year. Of course, we know that this can only be a snapshot. Plenty of outstanding individuals are making sterling contributions to their organisations, but they weren’t nominated and thus not referred to the judges. The result of all this is a lively mix of individuals dedicated to developing their careers while promoting the understanding and reputation of facilities management to the wider business community. Over the following 14 pages are the stories of their careers thus far. www.fm-world.co.uk
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▶ BEN LUVAGLIO A senior facilities manager for CB Richard Ellis, Ben Luvaglio is currently working on the Aon account. He has experience as facilities manager for Bupa and McKinsey & Company, assisting and leading work streams, ranging from carbon abatement to the tendering of an entire portfolio of FM subcontracts. He is involved in managing service lines from reprographics and mail, to front of house and M&E, and is a committee member on the FMA’s Young Managers Forum. Luvaglio is an example of someone choosing FM rather than ‘falling into’ the profession. Indeed, he started in computers but “got bored of programming”, preferring instead the sheer variety of experience that FM offers. He cites his biggest career challenge to date as the demobilising of the McKinsey & Company contract under Carillion, during which time he was able to use his computing background to create his own helpdesk system – a time-consuming but rewarding project.
◀ ANNIE KARASTOYANOVA Annie Karastoyanova was TUPE-transferred to Incentive FM in 2009 when she looked after customer services and soft services on the company’s Covent Garden contract, Incentive’s largest total facilities management contract at the time. She moved into her current role on Incentive’s Top Right Group (formerly EMAP) contract in 2011. Karastoyanova was nominated for her role as an ‘invaluable team member’ and her ability to ‘accept the challenge of a demanding role’. She was instrumental in the Top Right contract, winning a PFM Partnership Award in November 2011. Citing ‘change management’ as her biggest challenge to date, Karastoyanova believes that performing effectively in FM means learning a lot in a short space of time. “You have to be dynamic, prepared to multi-task and take all challenges as learning opportunities. You will certainly never be bored.” www.fm-world.co.uk
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FM RISING STARS IN ASSOCIATION WITH
▶ KERRY WHITEBREAD In December 2008, when Cable & Wireless Worldwide acquired Thus Plc, Kerry Whitebread was working as a receptionist, assisting the site co-ordinator. When Mitie migrated the current FM service supply into the supply model, she joined the Mitie team and was appointed regional facilities co-ordinator in December 2009. Since then, progress has been swift. In 2011, she won a Cable & Wireless Worldwide Oscar award for best innovation and an award for Most Improved Performer within the C&WW and Mitie FM team. Whitebread has now taken on the management of the FM service supply to the Hammersmith C&WW executive hub, in addition to her central London building, which already has over 550 customers on site and a catering outlet. Whitebread was recognised at Mitie’s most recent Facilities Oscars in April 2012, when she was awarded the World Class Achievement award. She is currently on the ILM Level Two course.
▲ TOM ROBINSON One of the few non-operational FMs on our list, Tom Robinson has worked for Mitie Client Services since 2006 and is now responsible for the internal training and development of all Mitie Client Services teams. He also provides training consultancy to other businesses and external clients, both in the UK and around the world. Robinson specialises in behavioural training and mindset change – whether leadership, service or team working – from small groups to several thousand people. “Sometimes I feel that there’s too much focus on compliance and conformity. I think people skills are what is really important. It’s the human aspect that really makes the difference,” he says. Robinson believes that a focus on process ahead of people is inherently wrong. “FM is about service delivery and anything not done by a machine needs a motivated, dedicated and inspired person to do it. It’s about unleashing motivation and engagement in people by focusing on who they are, not just on what they do.”
▶ CHRIS ROWE Joining Drivers Jonas Deloitte in 2008, Chris Rowe spent three years gaining knowledge in strategic and technical advice within the FM industry before moving to his current role as a senior consultant with Larch Consulting. Having graduated from De Montfort University in 1998 with a BSc in mechanical and design engineering, Rowe then spent the next 10 years in building services delivery. Working with Mitie for the next five years as a contract manager, he operated in various departments, including business development and contract mobilisation. During his time at Larch, Rowe project-managed a number of high-profile technical advisory projects, including the compilation of a suite of technical specifications covering the M&E and building fabric maintenance for Northampton County Council’s portfolio of over 300 buildings. 26 | 21 JUNE 2012 | FM WORLD
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www.fm-world.co.uk
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◀ CLAIRE AKIN Claire Akin provides the link between the 2012 Rising Stars list and FM World’s original ‘35 under 35’ search back in 2006. In fact, she would still qualify had we kept the under-35 age limitation. Akin started her career as a receptionist for an FM service provider before becoming soft services FM at MWB Business Exchange, running a contract valued at £2 million. In the six years since the ‘35 under 35’ exercise, Akin has progressed steadily, and is currently providing hard and soft services for one of CBRE's largest global banking clients based at a high-profile London site. Spending the past two years as a BIFM Rising FMs committee member, Akin has worked to promote the profession as a career of choice. “The challenge is in presenting FM as a serious profession,” she says. “Because FMs aren’t included at the design and planning stage, it makes it hard for us at operational level to manage the building.” But she reflects that, in some ways, things have changed for the better. “FMs are increasingly getting involved at a strategic level.”
◀ LOUIS LOIZOU
▲ DARREN RACZKOWSKI Talk about a high-impact job with a low profile – Darren Raczcowski is Cleanevent’s project manager for London 2012. In 2010, Cleanevent was awarded the contract for the majority of cleaning, housekeeping and laundry for the London Olympics. Through the experience he has gained with Cleanevent, part of the Spotless International Services Division, Raczcowski has become an expert in terms of major retail and stadia start-ups. Over the course of the past decade, Raczkowski has worked on a number of similar projects around the globe where projects demand a ‘cradle-to-grave solution’, from planning through to implementation and mobilisation. For the Olympics, Raczkowski is employing in excess of 4,500 people, having been involved in more than 6,000 interviews. The contract he manages encompasses 23 venues, including the Olympic Park, home to the 80,000-seat Olympic Stadium. www.fm-world.co.uk
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Educated at the London South Bank University, gaining a BA in Political Science, Louis Loizou is estates manager for the Food Standards Agency (FSA), working with G4S Integrated Services on the delivery of the FM contract. He is responsible for the lease management of five buildings on the government estate, having previously reduced the FSA’s footprint from 11,000 square metres to 3,500 square metres. Loizou’s public sector experience involves work in HR corporate services and accommodation services, before becoming sustainability officer at the FSA. On the subject of financial challenges facing the industry, Loizou says: “The industry is still under pressure to deliver savings so further office rationalisation will be inevitable. That said, sustainability still remains high profile and CRC commitments will bring fresh challenges.” Loizou has achieved the BIFM part 1 qualification and will be studying for the new BIFM levels.
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FM RISING STARS IN ASSOCIATION WITH
◀ DEAN BOTTEN As a facilities manager for Forth Ports, Dean Botten is part of the team managing various hard and soft FM functions across a 875-acre site that encompasses 125 buildings and warehouses on the Port of Tilbury estate in Essex. Botten’s responsibilities at one of the UK's busiest ports includes services delivered to around 3,500 direct Port of Tilbury employees, tenants and other port stakeholders. He is currently involved in a major project to extend the reach of FM services to other tenants on the Tilbury site. Botten was nominated for the variety of his FM work, having previously been employed at Xchanging and SSAFA Forces Help. He believes the big challenge in FM right now is keeping a balance between contractor costs and service levels. His dayto-day duties include controlling in-house and service provider functions, continuous planning and contractor management.
▼ KATE MORRIS-BATES
◀ JACKSON MATTHEWS
As the head of facilities management shared services, Kate Morris-Bates leads the groupwide FM function at the Co-operative Group. She delivers services across all of the Co-operative family of businesses – banking, food, pharmacy, funeral care, corporate and distribution. Between them, these comprise about 6,500 trading premises in a portfolio that includes retail, warehousing and office space. This is a new role for Morris-Bates, having previously led a unit servicing the corporate and bank estate that won considerable praise for its complete rethinking of how facilities management is delivered. She says: “If you want a career that places you at the coalface of business change, go for it! It’s the career for you.”
Formerly a project co-ordinator, Jackson Matthews joined Telereal Trillium in 2008 and immediately took a place on the company’s technical compliance team. In April 2011, Matthews moved into operational FM, where he has responsibility for seven Department of Work & Pensions buildings, comprising 14,000 square metres. Matthews was managing the Tottenham Job Centre Plus when it was targeted in the London riots of August 2011 and saw it through to its refurbishment and reopening in March this year. He worked closely with Telereal’s insurers and the project team to ensure the project to reopen the centre went to schedule. During his time with Telereal Trillium's technical compliance team, Matthews took on a number of initiatives including a risk assessment process for asbestos surveying, shared with external asbestos bodies and the HSE.
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www.fm-world.co.uk
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▼ JASON GURD Jason Gurd, site services co-ordinator at PepsiCo, manages hard services at the UK head office of a major multinational food manufacturer and is involved in all aspects of workplace management, project management, strategy and space planning. He’s a member of the committee for the BIFM’s Home Counties region and blogs regularly on facilities subjects. Of his career in FM, Gurd says: “I didn’t choose this line of work, it chose me. I’ve found it to be a challenging, but extremely rewarding career and one that seems to suit my skill set.” Speaking at the Facilities Show last month in a session on how to attract more young people into the industry, Gurd applauded better-defined career pathways. “We also need to start showing our businesses what we can do,” he said.
◀ MARTIN FROHOCK
▲ STEPHANIE KENDALL With a first-class degree in Economics to her name, Stephanie Kendall has worked her way up the ranks at Amey. Since joining as a graduate in 2007, she has risen to become operations manager in just three years. Now the operations manager, Kendall has operational responsibility for a number of properties occupied by London Underground British Transport Police. Nominated by a former boss for taking on great responsibility in a small space of time, Kendall believes FM is full of spaces for young people. “It’s a great industry to come into because there are so many opportunities,” she says. “I didn’t know what FM was at first. But now, the company I work for are looking to have two per cent of their workforce as a graduate or apprenticeship, so there are definitely opportunities out there. Kendall believes larger service providers are increasingly offering newcomers the chance for them to make a name for themselves. “It’s an exciting time to be a part of it all.” www.fm-world.co.uk
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Martin Frohock has been a building services and facilities manager with Cancer Research UK for the past two-and-a-half years, managing both hard/soft and project services. As part of his work, he recently invested in a new energy management system so that the charity can better monitor energy usage and reduce it accordingly. Frohock promotes an active culture of personal professional development and encourages his staff, facilities, security and maintenance engineers alike to attend role-specific training courses and supports them with funding and study time when required. Frohock has recently been awarded the title of Chartered Energy Manager by the Energy Institute. He has also had a number of strategy, energy management and facilities theory papers published since 2010, in a variety of respected industry journals. FM WORLD | 21 JUNE 2012 | 29
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FM RISING STARS IN ASSOCIATION WITH
▶ MATTHEW TUCKER Nominated by more people than anyone else in this Rising Stars process, Matthew Tucker is a senior lecturer in facilities management at Liverpool John Moores University (LJMU). He has also previously worked at University College London. Prior to this, he spent time as a research associate at LJMU after commencing his career as a research analyst for a large housing group. As well as having several papers published in international journals, Tucker recently won the first ever RICSFulbright award 2011-12. This will enable him to undertake a research project on customer performance measurement in the US for four months next year. He recently developed a course at LJMU in Applied FM that has BIFM Level 7 Qualification approval. The first intake of students will join in September. He holds a PhD in Facilities Management, an MSc in Urban Renewal and a BA (Hons) Geography and has co-chaired the BIFM Merseyside Network since last year.
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▲ ADRIAN HARRIS Having graduated from the University of Sheffield with a degree in Business Management Studies, Adrian Harris spent almost three years working in the recruitment sector, headhunting facilities managers. But here’s the thing: having got to understand what FM was all about, Harris realised he could offer more to the sector by actually working within it. Two years after approaching Serco Integrated Services for a career change, he’s been promoted from operations admin to operations manager. Harris now runs Serco’s entire Deloitte contract, covering 33 buildings, managing all hard and soft services, a budget of over £5 million and a team of six individuals. As his nominator says: “He has taken this task in his stride.” Harris is cited by his nominator for being “one of the few people I know who has made a conscious decision to start a career from an early age in FM rather than just ‘falling into it’.”
▶ RYAN JARMAN As contract manager for Vinci, Ryan Jarman has indirect responsibility for over one thousand people. He works with a number of subcontractors of various disciplines, such as M&E and building fabric services. Through continued negotiations with the supply chain, including innovation and alternative solutions, Jarman has helped deliver a 5 per cent reduction in planned costs each year, representing over £800,000 per annum. He was educated at Sheffield Hallam University and previously held the position of management information and data manager at Taylor Woodrow. When asked to describe his biggest challenge to date, Jarman cites the pressure of handling a large portfolio. “Balancing expectation across almost 600 locations is always a difficult challenge. Despite always aiming for a ‘Rolls Royce’ service, managing those requirements against a lesser budget is a stringent test of people management skills.” www.fm-world.co.uk
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▼ ALTAF LORGAT Until last year Altaf Lorgat was a one-company man, having joined Office Depot from school and climbing the ranks from mailroom team co-ordinator to facilities manager. At the peak of his Office Depot career, Lorgat was responsible for all soft service functions across the company’s UK and Ireland operations, heading up the FM department and overseeing a budget of £17 million. During his time with the office solutions supplier, Lorgat was involved in a slew of significant projects, from creating a centralised helpdesk and major office refurbishments, to recycling and tendering initiatives. In September 2011, Lorgat left Office Depot for Serco, taking on the role of area facilities manager for secure accommodation establishments, including two prisons and an immigration removal centre.
▼ TRISTAM SLATER Tristam Slater graduated from Oxford Brookes University in 2002 with a degree in Mechanical Engineering. In 2010 he was highly commended as a runner up in the 2010 BIFM Facilities Manager of the Year. Slater worked for Tube Lines, a subsidiary of Transport for London, as maintenance contracts manager before joining Amey in 2009, where he worked as an account manager at Heathrow Express and later Heathrow Terminal 5. He now manages the Kings College London FM portfolio of service providers, including Guys and St Thomas’ NHS Trust and its significant PFI with ETDE (formerly Ecovert). Slater is responsible for the design, deployment and management of a performance management strategy and process, inclusive of finance, procurement, operations and HR.
www.fm-world.co.uk www www. w ww ww w w..fm w wfm fm-world o .co. .co.uk uk k
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"IF YOU LIKE VARIETY AND YOU’RE HAPPY WITH A FAST-TRACK TO RESPONSIBILITY, FM IS A CAREER YOU SHOULD CONSIDER" PROMOTING FM e asked our assembled rising stars what it was about the job that they'd say to convince young people to make a career in the sector. A couple of key themes quickly emerged, the first of which is perhaps obvious – variety is unquestionably the spice of FM life, so anyone worried about being tucked away in an office somewhere would find FM appealing. Secondly, if you’re happy with a fast-track to responsibility, then FM is a career you should most certainly consider. Both are appealing traits, but there was more. Some spoke about how young FMs can quickly move into responsible management positions "if they’re smart enough”, just as long as they are ready to listen to the advice offered from those around them. And that’s where having both an open and logical mind was also recommended. Much was made of the job's potential to provide “adrenalin pumping” situations, while Kerry Whitebread thought the job would appeal to anyone who felt they were ‘homemakers’ at heart (albeit FM represents homemaking on a massive scale…) Many rising stars thought potential new recruits should realise that FM is in fact one of the fastest growing sectors of the economy, a result of the environmental and cost control issues impacting businesses generally. And there was a call for the gadget-friendly and those with an IT bent to consider the profession. Tristam Slater emphasised how technology in buildings was helping to make the management of state-of-the-art building infrastructure a genuinely rewarding career choice. Lee Griffin perhaps summed it up best: “Stop thinking – just go for it! FM is fluid, dynamic and one of the most diverse sectors out there. It’s got great people, great challenges and offers great rewards.”
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Offers a great variety of work
Offers a fast-track to responsibility
Great for those with logical mindsets Gives you challenging work
Good for the sociallyminded
Good for those keen on the green agenda
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FM RISING STARS IN ASSOCIATION WITH
◀ ANNETTE BEST
▲ LEE GRIFFIN Now a senior consultant at Larch Consulting, Lee Griffin began his career in operational FM, gaining experience of large-scale, multi-site portfolios. Since progressing into a consultancy role, Griffin’s work has covered private and public sector relocation strategy and implementation work, complex procurement programmes and operational property. He currently delivers FM cost-savings for several large public and private sector organisations. Griffin holds a BA (Hons) and MSc in Facility and Environment Management from UCL. Prior to joining Larch, Griffin spent several years with Drivers Jonas (Deloitte). An example of Griffin’s work cited in his nomination was a 2011 Larch ‘value for money’ review and a maintenance change programme at University of Bristol (UoB). Griffin carried out a strategic review while providing on-site interim management. He worked collaboratively with the client to implement a change programme to improve estates processes and resource use.
▶ REBECCA HODGSON Rebecca Hodgson is currently assistant facilities manager for Invesco, managing FM service delivery and mobilisation across offices in Paris, rsey. Brussels, Milan, Madrid and Jersey. hment Delivering fit-out and refurbishment projects across the company’s European portfolio is also part of her remit. Working remotely in Dublin, she keeps in constant contact with Macro and stakeholders on on-going issues. Hodgson finds that having an international responsibility defines her experience of FM in her current role. “Establishing our portfolio of five different offices across Europe has been a big challenge. Getting to know the clients, with all the language and cultural barriers, has been fascinating. Tasks you take for granted take a lot longer to implement, but are ultimately really rewarding.”
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Starting her career working at the Northern Ireland Office (NIO) as an administrative assistant, Annette Best has held facilities management roles in the public and private sectors. She is currently associate director of Norland’s FM division. A recently created position, her role involves the promotion and development of compliance-led FM initiatives, designed to promote and develop complianceled FM initiatives. Her responsibilities include: auditing existing service provisions; identifying areas for development; and creating policy and procedure for all hard and soft service streams, including both the sub-contracted and in-house FM team. Best says her biggest career challenge so far was moving from the public to private sector. “It was hard to convince potential employers that I had transferable skills and that my six year's experience was equal to what I would have gained in a more commercial environment,” she said.
“ESTABLISHING OUR PORTFOLIO OF OFFICES ACROSS EUROPE, WITH ALL THE ASSOCIATED CULTURAL BARRIERS, HAS BEEN A BIG CHALLENGE” www.fm-world.co.uk
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▼ WILL BOWEN A facilities manager at Sevenoaks District Council, Will Bowen has been part of the team providing FM services to the council for the past six years. He project-manages the work of contractors, managing the associated budgets. Coming into the sector with a construction background, Bowen is now a committee member and treasurer for the BIFM Rising FMs special interest group. He has also worked closely with the Police and National Counter Terrorism Security Office on anti-terrorist and crime prevention initiatives, such as Project Argus. Developing shared services across several adjoining local authorities and being part of the team organising the BIFM Rising FMs’ first ever career day are two of his career highlights to date. His current challenges include the smooth integration of a growing number of hard FM p p services into his department’s portfolio and the development of income-creating work streams, such as print services.
KATE SMITH K Kate Smith started her FM career as a helpdesk assistant for BBC Property 14 years ago and has progressed through a number of FM roles. From the B BBC, she was TUPE-transferred first to Land Securities Trillium and then to Johnson Controls Global WorkPlace Solutions (GWS) in 2006, when she w was principal facilities manager, BBC Television Centre. Soon promoted to cu customer service director for the account, she designed and deployed a co communications and employee-engagement strategy, with a strong emphasis o on volunteer and fund-raising activity, contributing to an unprecedented im improvement in engagement. In 2011, Smith secured the role of UK operations director on the Barclays’ ac account for Johnson Controls GWS. She is responsible for central support fu functions of performance management and, among other areas, technology an and communications, to which she brings great energy and creativity. www.fm-world.co.uk
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FM RISING STARS IN ASSOCIATION WITH
◀ WILL TYLER
▲ PAUL ANDREWS Paul Andrews started his FM career in Melbourne, Australia, assisting in the management of a portfolio of five sites. He moved to work with Anabas in London in 2008, managing soft services on the MTV Networks Europe contract, leading a team of 20 on the client’s corporate headquarters. He currently works in the nuclear industry as facilities assurance manager for EDF Energy. His experience is varied, from blue-chip sites and listed buildings to Critical National Infrastructure sites, industrial depots and warehouses. Andrews is involved in the operational and contract management side, as well as design and build, for various construction projects within the programme for the proposed nuclear power stations at Hinkley Point and Sizewell. “This was EDF's first venture in the nuclear industry in the UK. We had to set up entirely new processes against very stringent standards.”
Will Tyler holds a HND in Maritime Leisure Management from the Southampton Institute. Joining Saltwater UK as director of operations, he spent his three-year tenure liaising with factories and clients on an international basis. Tyler oversaw all aspects of the company’s international operations and managed financial decisions, including marketing and purchasing. He then spent four years at GlaxoSmithKline as front-of-house operations manager, before joining current employer Mitie Client Services in 2009, where he took on the role of support services manager for Mitie client Channel 4. In May last year, Tyler took on a wider brief as operations manager for a variety of London- and Southern-based regional Mitie contracts, managing front-of-house, security, cleaning and waste services. He was commended for creating “exceptional levels of customer service across the business”.
▶ RISHI SHARMA A senior consultant within the Facilities Management Consulting team at Davis Langdon, Rishi Sharma has been working in the FM industry for over seven years in both the public and private sector. During this time, he has developed strategic FM solutions, procured FM services, assessed building design, produced due diligence reports for numerous PFI schemes and delivered on site management for FM services. Over time, Sharma has gained a greater insight into the FM profession. “The scale and complexity of FM far outweighed my pre-conceptions of the industry. To this day, I am still learning about FM and what it represents to my clients.” It’s through this ongoing development that Sharma is “able to challenge preconceived notions for both operational and strategic FM principles.” 36 | 21 JUNE 2012 | FM WORLD
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“THE SCALE AND COMPLEXITY OF FM FAR OUTWEIGHED MY PRE-CONCEPTIONS OF THE INDUSTRY. TO THIS DAY, I AM STILL LEARNING ABOUT IT”
www.fm-world.co.uk
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▲ ANDREW HULBERT Now a strategic account manager for Rollright, Andrew Hulbert originally joined the organisation on an internship for eight weeks in the summer of 2007. He returned on a permanent basis after graduating in 2008 as a commercial management graduate trainee. In the short time since, Hulbert has immersed himself in all aspects of the industry. Initially working on the commercial side of the business, Hulbert moved into operations in April 2009, when he was part of the core implementation team on a large total FM contract. This saw Hulbert managing around 50 staff across 12 sites and a budget of £2 million. He then progressed to strategic account manager, taking on five key Rollright clients with responsibility for over 100 staff. During this time, Hulbert implemented over £6 million of new contracts, transferring over 150 staff based across the South of England. Hulbert actively promotes FM as a career option for young people and has writen a number of articles pushing senior managers to take on more graduates.
▶ HERBIE HAWES
▲ CLIFFORD YEEND
With a background in art – an A-Level and a diploma in Foundation Studies in Art and Design – Herbie Hawes is not the obvious candidate to be now studying for his Level 3 Diploma in Facilities Management. But having spent 18 months as a project officer in the Road Safety Department at the London Borough of Bromley, Hawes moved to his current role at Hearst Magazine UK as facilities officer in April 2010, where he has really shone, raising the profile of FM as a professional and integral part of the business infrastructure, impressing the company with his dedication. During 2011, Hawes project-managed a six-floor lighting upgrade, helped re-tender the company’s phone contract – saving a potential £11,000 annually – and was an integral part of the team co-ordinating the integration of over 1000 staff across three fully occupied buildings.
Starting as a site-based M&E technician with Task Integrated Management, Clifford Yeend moved on to become a project manager with Dudley Bower Services. He then took the role of regional maintenance manager with Mowlem Technical Services, looking after large clients, such as Sainsbury’s. Yeend has worked for Rydon Maintenance since January 2004, overseeing contracts providing cyclical repairs and maintenance services to social housing clients, including Hyde Housing Group and Partners For Improvement in Islington and Camden. He’s seen his responsibility increase from a single client with roughly £3 million per annum turnover, to managing all London-based social housing PFI contracts and a turnover in excess of £19 million per annum. Yeend was nominated for displaying a 'genuine customer focus, in a challenging performance-driven environment'.
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FM RISING STARS IN ASSOCIATION WITH
◀ HELEN COOPER Helen Cooper is a director and shareholder of Diamond Facilities Support. She began her career with Atkins Asset Management before moving to Willmott Dixon, where she successfully turned around that organisation’s Birmingham business, growing it by £8 million in four years. She was promoted to statutory board director at the age of 34 with board responsibility for operations nationally. She became the first female operational board director in the Willmott Dixon Group. Cooper was a key driver in the creation in 2010 of Diamond Facilities Support, a very successful new business that operates nationwide providing services to clients such as LA Fitness, Oxfam, British Heart Foundation, Safestore UK, Norland Managed Services, Belfor, Polygon, TL Risk Solutions, Goodman’s, Swinton Insurance and Fraser Corporate Real Estate.
◀ PETER BURNELL-JONES
▼ MARTIN BELL Martin Bell started his career at Johnson Controls, where he became an associate director with responsibility for managing a team of consultants. He has provided FM guidance and delivered performance improvements to some of the world’s biggest and best-known companies, working across nearly all sectors. He has experience of FM in the US, Europe, and the Middle East. Bell has recently joined Norland Managed Services as associate director of strategic solutions. He is responsible for leading innovation, best practice and designing strategic solutions for clients across the managed services division. Bell is a frequent presenter at BIFM conferences and is also a BIFM award judge for 2012. He is a frequent contributor to FM World, and has recently joined the title's editorial advisory board.
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Currently account manager at Vinci Facilities, Peter Burnell-Jones started in construction for Taylor Woodrow. He moved into Vinci's facilities management business in 2004 to maintain several Ministry of Defence barracks in London. Burnell-Jones has since managed 31 Marks & Spencer retail sites in the South of England, a national government agency division and is now running total FM to a highprofile government client in central London. He holds a BSc in Construction Engineering Management from Loughborough University and recently became the deputy chairperson of FMA's Young Manager's Forum. Recognised at the PFM Awards, he was the FMA’s Young Manager of the Year in 2009. He also featured in FMX Magazine’s ‘Forty under 40 in FM’ in January 2010 FMX and was a finalist for the BIFM Manager of the Year 2010.
www.fm-world.co.uk
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▼ RYAN BOTTA Ryan Botta’s progression from a graduate trainee to head of inner and west London FM operations for a key account at Johnson Controls has been swift. His rise through the ranks has taken less than four years. Botta’s educational background lies in South Africa, where he completed a Bachelor of Commerce and Honours in Economics. He worked in South Africa, Ireland and Japan in various consultancy and operational positions before coming to the UK to complete a Master’s degree at the University of Manchester, joining the FM industry with Johnson Controls as part of its EMEA graduate training programme. Lauded for rising to the challenge of taking full financial and operational control for a key Johnson Controls client, Botta has since been involved in a study into the culture of sustainability across different organisations and how this translates to FM delivery. He currently heads up a 50-strong team managing a portfolio spanning eight locations in the South East.
▲ DANIEL HAWKINS Daniel Hawkins has the distinction of becoming the youngest MWB Business Exchange centre manager in that company’s history before taking the role of senior client services manager for Pitney Bowes. He joined Eurest Services last year to head up the newly won contract with Logica, overseeing the entire FM service delivery across its UK estate. Hawkins attributes his progress and achievements to on-the-job learning and strong professional mentors. “When I first entered the industry, the facilities manager was the guy walking around with four different-coloured pens in his pocket, checking things. It’s been fascinating to see that change as employers have moved to looking for more dynamic, and innovative individuals.” Hawkins advises young entrants to the profession not to dismiss the value of the traditional meet and greet. “Don’t underestimate the value of face-to-face networking. Often, it’s about who you know, not what you know."
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FM RISING STARS IN ASSOCIATION WITH
Merging separate operations
Restructuring the FM department
Maintenance projects
Developing shared services
WE ASKED: WHAT ISSUES ARE YOU DEALING WITH RIGHT NOW?
Communication issues
Convincing sceptical clients to Space change management projects Setting up procedures
WHAT MAKES A RISING STAR? Here, we ask what conclusions can be drawn from our snapshot of the sector's current leading lights It’s in the nature of a search such as this that the resulting list captures people at different stages of their careers and with differing levels of responsibility. By setting a notional cap of ten years experience in the sector, we were keen to compile a group of people who would show to those considering facilities 40 | 21 JUNE 2012 | FM WORLD
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management as a profession just what they could be achieving in a relatively short space of time. Some made the list for the way in which they’d made significant projects bear fruit, others for the impact they had on their colleagues, and others still for the enormous responsibilities they’d taken on. But what was abundantly clear from all of the nominations was that three key attributes stood out, whatever the individual’s role.
Problem solving First was a capacity to think their way out of complex or suddenly manifesting situations and, second, the ability to communicate up to board level and across and down to customers and clients. Indeed, when we asked our readers what they considered the top traits of a fast-moving professional in this sector, nearly a quarter of respondents cited the ability to form close working relationships as more important than all bar one other attribute. The number one attribute, cited by more than half of our poll respondents, was an ‘ability to formulate and introduce innovative
AD
working models’. This was reflected in our nominations, with more than a third of those proposed having brought some form of innovation to their roles. This could have been re-structuring their team, or even developing new software to bridge gaps in the way service is delivered. It’s interesting to note that many of our final 30 operational FMs were being lauded for the way in which they had seen an innovation through from gestation to delivery. ‘Thinking on your feet’ is one thing – ‘seeing a project through’ quite another. During the judging process, evidence of this cradle-tograve thinking was highly scored. Some people made our list despite the original stipulation that it would comprise strictly operational FMs. Sheer weight of nominations brought Dr Matt Tucker into a special guest star category for his determination and ambition to create a research voice for the industry. Tucker has developed a new MSc in Applied Facilities Management at Liverpool John Moores University, making LJMU the only BIFM Recognised Centre to deliver the institute’s new level 7 qualifications.
Another non-operational FM, Tom Robinson, has worked at Mitie since 2006 but is now the company’s head of training. His views on training – that it should emphasise people, not process – have resonated with many of the FMs with whom he works. It’s interesting to note that despite coming at FM from different angles, Robinson and Tucker were each nominated for the same fundamental reasons as their operational counterparts: in Tucker’s case, innovation through new ways of delivering his courses via social media, and Robinson for his communication skills. Bringing it all together was plentiful evidence of an enthusiasm for volunteering, with a sizeable majority of our final list being members of the BIFM or FMA, and in some cases working on the committees for the BIFM's various special interest groups. A last word for our judges – Julie Kortens, Chris Stoddart, Samantha Bowman and the Rising FMs sig – for the giving their time in reading through the nominations. And finally, thanks to Polly Plunket and Chris Stoddart of Cushman & Wakefield for allowing us to use the Heron Tower for the reception: holding it in the building managed by the current facilities manager of the year was entirely appropriate. FM More information and video interviews with our final 35 can be found on the FM World website, at www.fm-world.co.uk
www.fm-world.co.uk
14/6/12 17:00:19
New BIFM Good Practice Guide ‘Managing Vacant Property’ sponsored by SitexOrbis Key problems facing vacant properties How to close buildings and manage empty properties Keeping properties safe and secure Keeping in-line with insurer expectations
All BIFM Good Practice Guides are FREE for BIFM members Email: membership@bifm.org.uk Telephone: 0845 058 1358 www.bifm.org.uk/gpgs
www.bifm.org.uk/gpgs
If you’ve got what it takes, we’re here to help you progress Are you still at the right BIFM membership grade to reflect your increasing achievements in the FM industry – or is it time to progress? To upgrade to the next level or to find out more, please visit: www.bifm.org.uk/climb or contact the Membership Team on: 0845 058 1358 or email membership@bifm.org.uk FM WORLD | 21 JUNE 2012 | 41
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FM MONITOR STAN MITCHELL
STANDARDS
Stan Mitchell, chair of the of the ISO TC 267 Facilities Management Committee
B S EN 15221-4
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The classification creates a product hierarchy. The classification structure covers all three recognised levels of facilities management.
Check
Act
1300
1400
1900
Organis. specific
1200
Business support
1100
Logistics
Primary activity spec
Administration Activities Activities Maintenance Operation Activities
Workplace
Do
Cleaning
Classification
Activities/subprocesses Intergration on strategic level (PDCA) Intergration on strategic level (PDCA) Plan, Design Plan Activities Aquasition Activities like (examples): Buy, rent, lease, construct Real estate development
People & Organisation
ICT
Space & Infustructure
Facilities
The creation of a set of high-level, standardised facilities products will, if widely adopted, allow organisations to align internal structures and costs and, over time, benchmark with other similar companies with increased certainty of a true comparison being made.
The standard contains some 88 pages in total, 29 of which are dedicated to various annexes providing complementary information. Overall, this is a very useful document that, for the first time, offers those within the sector a descriptive standard against which to compare and categorise their work in a logical and consistent manner. Thereafter, the intent is that we can undertake meaningful benchmarking of facilities management activities, across all kinds and types of location and across organisational and national boundaries. FM
Hospitality
Probably the most contentious aspect within the standard is the use of the term ‘Facilities Products’ when categorising the activities or services that we provide. While it may not be the correct use or interpretation of the word itself, in English at least, it is an approach to ‘commoditise’ what we do. In the end, it matters not if the language is a neat fit; what is important is that we arrive at a consistent understanding of what it means. The map of standardised ‘facilities products’ provides: ● a basis for a uniform specification for the provision of services ● cost allocation and cost comparisons ● measurement of quality and performance in a consistent way ● benchmarking across organisations and national borders.
Outdoors
Within the standard itself, taxonomy is defined in these ways: “A knowledge map of a topic typically realised as a controlled vocabulary of terms and/or phrases. An orderly classification of information according to presumed natural relationships. A classification system for improved information management, which should contribute to improving the capability of users to sustain and improve the operations of their business, into a series of hierarchical groups to make them easier to identify, study, or locate.” Essentially, it attempts to define and categorise the terminology being used within a discipline. In terms of facilities management, the CEN TC 348 Committee considered establishing the terminology as an essential requirement, a necessary step towards bringing some consistency in the sector across borders, as well providing a basic requirement for effective benchmarking. This standard represents a significant piece of work and while arguably leaning a little towards the academic side of things, it nevertheless provides a sound basis for the categorisation of the disparate range of activities that
Facilities products
Space
Taxonomy
we are all involved in on a day-today basis.
Operational level
This article focuses on the second of the four standards recently approved for publication by the CEN TC 348 committee, representing the 28 National Standards Bodies (NSBs) in Europe.
management; and managing improvement process. Tactical level Customer interface; defining SLAs; acquisition/ resources; coordination; central functions; quality control; cost control; and continuous improvement process. Operational level Ordering facilities and products (services); operational delivery; facility production; evaluation of products; operational measures.
At a strategic level it is defined as the integration of the comprehensive service support activities with the organisational primary activities and processes. At the tactical level, the facilities products are structured under two categories: ‘Space & Infrastructure’ and ‘People & Organisation’. On an operational level, there is a set of about 100 standardised facilities products on another three hierarchical layers. The classification serves as an identification code positioning the product within the hierarchical structure. There is no attempt to standardise in terms of internal quality or quantity of the facilities products. Within the standard, the ‘plan, do, check, act’ process is adopted. At each respective level, facilities managers can use this process to relate the type of activities that would be appropriate. The following are examples of some of those relationships: Strategic level Client Interface; FM-contract strategic planning; integrating all products (services); strategic controls; fulfilment of requirements; change
HSS&E
tan Mitchell examines the BS EN 15221-4 standard, which attempts to ‘commoditise’ FM services, allowing for effective comparison and measurement
S
2100
2200
2300
2400
2500
2900
Accounting Activities Controlling Activities Quality, Documenting Activities Execute improvement Activities
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FM FMMONITOR SUPPLEMENT MARKET CATERING INTELLIGENCE BY NAME IN HERE
INSIGHT
500 400 300 200
The following rates came into effect on 1 October 2011: Category of worker
Hourly rate from 1 Oct 2011
Aged 21 and above
£6.08
Aged 18 to 20 inclusive
£4.98
Aged under 18 (but above compulsory school age)
£3.68
Apprentice rate, for apprentices under 19 or 19 or over and in the first year of their apprenticeship
£2.60
0 2008 2009 2010 2011 2012 2013 2014 Fcst Fcst Fcst
Year
2012
National Minimum Wage
£ millions
20,000 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0
100
EMPLOYMENT
Construction new orders total, in constant (2005) prices, seasonally adjusted
2011
UK LED lighting market 2008-2014 by value (£m MSP)
Source: ONS (www.ons.gov.uk)
2010
Source: ONS (www.ons.gov.uk)
Source: AMA Research (www.amaresearch.co.uk)
2009
Consumer Price Index Annual inflation stood at 3% in May, down from 3.5% in March. The timing of Easter had a significant impact on the April data. Air transport, off-sales of alcohol, clothing and sea transport were the most significant drivers behind the decrease in annual inflation between March and April.
The total volume of all new construction orders in the first quarter of 2012 is estimated to have grown by 4.6% compared with the fourth quarter of 2011, but it is 3.6% lower than the first quarter of 2011. In a volatile market, new orders remain relatively low. Large increases were seen quarter-on-quarter in private industrial new work and private commercial new work, which grew by 58% and 28% respectively. There were decreases in infrastructure new work (14%) and private new housing (11%). The volume of new orders for infrastructure is estimated to be around 60% higher in the first quarter of 2012 than in the same period one year earlier. The volume of new orders for public new housing is estimated to be 41% lower in the first quarter of 2012, while private housing fell by just 14% for the same period, implying a considerable difference in the confidence of the two sectors.
2008
Source: Bank of England (bankofengland.co.uk)
LED lighting is a rapidly growing sector, representing a threat to more traditional products. In 2011, the LED lighting market was estimated to be worth around £105 million at manufacturers’ selling prices (MSP). It is expected to continue to see rapid growth as the technology becomes more widely accepted in the mainstream. In the long term, price decreases may impact on value, but in the next five years, increased sales volumes should outweigh this issue. Trading remains positive for the LED lighting market, with higher volumes of housing required and increasingly sophisticated, sustainable, efficient task-orientated lighting being used across all markets. The non-domestic sector dominates the market by value. This sector has been quicker to take up LED technology as it is more focused on long-term running costs. The supply of LED lighting is relatively fragmented, although the leading five companies are thought to account for 90% of current market value.
2007
Bank of England base rate: 0.5% as of 7 September 2011. The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.
CONSTRUCTION INDUSTRY
2006
Source: HM Treasury (hmrc.gov.uk)
LED LIGHTING MARKET REPORT
NHS REFORMS
The NHS is undergoing the most dramatic change in its history, which will see the organisation’s management, including the estate, decentralised as more power is handed to GPs and clinicians. These increased powers are expected to form the basis of a new system for procuring healthcare estate facilities, reducing the need for direct capital public funding. A total of £2.5 billion has been invested across four waves of capital developments since its launch. To date, the Procure21 programme has seen 630 schemes completed; totalling around £4 billion. Around 50 schemes are currently either on site or under development and worth approximately £680 million.
Value of NHS Expenditure 2008-2015 (£billion) 120.0 Value – £ billion
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
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.
£m (MSP)
ECONOMY
CATERING
100.0 80.0 60.0 40.0 20.0 0.0 08-09 09-10 10-11 11-12 12-13 13-14 14-15 From year 2008 Fcst Fcst Fcst Fcst
Source: AMA Research (www.amaresearch.co.uk)
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FM MONITOR VINCE GALVIN
LEGAL UPDATE
Vince Galvin is vicepresident sales, Northern Europe at Sonim Technologies
T HE CORPOR AT E M A N S L AUGH T ER ACT 2 0 0 7
he second corporate manslaughter T prosecution in England goes to trial in June. Vince Galvin explores how organisations can protect staff and themselves from disaster Lion Steel Equipment is charged under the Corporate Manslaughter and Corporate Homicide Act 2007 following the death of employee Steven Berry in May 2008. Berry fell through a fragile, plastic roof panel at the company’s headquarters in Hyde in Greater Manchester and died as a result of his injuries. The company, which specialises in the production of storage equipment, is due to face trial on 12 June 2012 at Manchester Crown Court, charged with corporate manslaughter and breaching section 2 of the Health and Safety at Work etc Act 1974. Three of the company’s directors, Kevin Palliser, Richard Williams and Graham Coupe, are also charged with gross negligence manslaughter as well as under section 37 of the HSWA 1974 for failing to ensure the safety at work of their employees. The first corporate manslaughter conviction in Northern Ireland has also just been handed down. JMW Farms has been fined £187,500 for safety failings, which led to the death of its employee Robert Wilson in November 2010. It is a “landmark law” according to The Health and Safety Executive: “For the first time, companies and organisations can be found guilty of corporate manslaughter as a result of serious management failures resulting in a gross breach of a duty of care.” Before the act, a company could only be convicted of manslaughter if one employee committed all the aspects of the offence and was senior enough to 44 | 21 JUNE 2012 | FM WORLD
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be said to embody the company’s “controlling mind”. Securing the conviction of a director of a small company that could be said to embody the mind of the organisation had been easy enough. The precedent-setting case had been R v OLL Ltd, 1994, also known as The Lyme Bay kayaking tragedy, when four teenagers died in a sea kayaking accident in 1993. The owner of the activity centre, Peter Kite, was convicted of corporate manslaughter over the deaths and jailed for three years, with his sentence cut to two years on appeal. But large companies guilty in the eyes of the public often eluded punishment because identification of the controlling mind was more difficult. The Herald of Free Enterprise case in 1987 set the precedent for corporate manslaughter being legally admissible in English courts, but this was overturned by the case against Great Western Trains following the Southall rail crash collapse. When the MS Herald of Free Enterprise capsized in 1987, 193 people died through numerous counts of negligence as a result of the owners P&O being “infected with the disease of sloppiness” from the top to bottom. As to whether one senior manager could be said to have been reckless, at first the judge ruled against this. But on appeal, although the jury acquitted the company and the five most senior individual defendants, a charge of corporate manslaughter
had been made possible with the revival of gross negligence as a mens rea for manslaughter. But the case against Great Western Trains in 1997, following the crash in which seven people were killed and 139 were injured, was dismissed since GWT was a company and so a controlling mind could not be identified. With the introduction of the new act, The Health and Safety Executive has published guidance for employers around compliance with the legislation to ensure that risks to staff health and safety are properly controlled. Measures include: ● carrying out a risk assessment and taking necessary precautions ● explaining in plain English to staff how risks will be controlled and who is responsible for this ● appointing health and safety representatives ● providing free health and safety training appropriate to the job in question ● providing adequate first-aid facilities ● providing toilets, washing facilities and drinking water ● having insurance that covers staff in the event of injury or illness ● providing free suitable protective clothing and equipment. Particularly at risk are lone workers. Many often face violence and aggression from members of the public, as well as occupational risks such as slips, trips, falls and electrocution with, in the worst case scenario, no support from a nearby colleague. While some lone workers are low risk, such as those who work in a remote office, many can be classed as medium risk, such as maintenance operatives, cleaners or surveyors or classed as high-risk such as security guards,
lift engineers, air-conditioning engineers or people who deal directly with the public. Organisations with lone workers have traditionally managed their safety with white board or buddy systems. A white board placed in a prominent position in the office records the names, locations, schedule and mobile numbers of all lone workers and the lone worker checks back into the office and has their whereabouts updated on the board. With a buddy system, the worker tells their assigned buddy where they’re going to be and then updates them on their status. Many organisations are also turning to technology to support their lone working staff. For low- to medium-risk lone workers, a simple solution set up on a standard mobile phone linking through to an alarm receiving centre will provide an increased level of safety. For lone workers who routinely face higher levels of risk, enhanced services can be combined with dedicated devices or a smartphone app that can include the ability to set up automatic welfare checks, giving the user greater flexibility and protection. Also, specialised phones, which are often rugged to cope with extreme environments, designed in conjunction with the security industry and emergency services have dedicated emergency keys or specialist safety sensors which detect falls, impacts, extended lack of movement or loss of vertical position, and raise the red alarm even if the worker can’t press any buttons. There are plenty of options for organisations looking to protect their employees. The challenge is ensuring that the organisation has a strong health and safety culture in the first place. FM www.fm-world.co.uk
14/6/12 17:10:29
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Follow the best FM career path Take the fast track with the BIFM today. Whatever your position in facilities management, joining the BIFM can send your career in the right direction. Our extensive targeted training and recognised professional qualifications can give you a clear path through to the top of your profession. As well as qualifications, our dedicated BIFM Training division offers over 40 different interactive short training courses. You also get Good Practice Guides and updates on key FM issues in our fortnightly FM World magazine. BIFM is a recognised Awarding Body and sets the national standards for FM competencies. As a member, you also get the chance to learn through the BIFM’s extensive local, regional and international network of expertise and events. So why not follow in the footsteps of our 12,000 plus existing members and join today?
BIFM career path NEW 186x123.indd 1
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T: 0845 058 1358 E: membership@bifm.org.uk www.bifm.org.uk
2/8/10 12:14:16 FM WORLD | 21 JUNE 2012 | 45
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BIFM NEWS BIFM.ORG.UK
The offices of Fourfront Group, at 22 Newman Street, London, which hosted a tour of the Ska Gold project
AWARDS
Don’t miss the BIFM Awards on 8 October 2012, when 1,200 senior FM figures will attend the Grosvenor House Hotel in London. The glittering BIFM Awards are now in their 11th year and highlight the strategic role that FM plays in the success of public and private sector organisations. More and more, we see leading organisations turning to FM, and the FM industry is fast becoming one of the most exciting and challenging sectors in which to work. You can now book your tickets and tables for this must-attend event. This is your chance to take part in the most influential celebration of the very best projects, teams and individuals in today’s facilities management industry. This is the biggest networking event within the UK’s FM calendar and gives your company and employees access to the most powerful FM audience in one evening. Ticket prices are: Tables of 10 - £2,200.00 + vat Tables of 12 - £2,640.00 + vat Individual tickets - £220.00 + vat To book, go to www.bifm.org.uk/ awards2012 and complete the booking form, or email awards@bifm. org.uk or call 0141 206 3717. Don’t forget that entries for the prestigious ‘FM of the Year’ category are still open. See the full entry criteria at www.bifm.org.uk/awards2012 i
AGM
BIFM AGM The 2012 AGM will take place on July 12 2012 at Redactive Media Group (publishers of FM World), 17 Britton Street, London EC1M 5TP. It is scheduled to start at 13:00 and end at 14:00. As in previous years, BIFM will utilise online voting for those at member grade or above, so you can 46 | 21 JUNE 2012 | FM WORLD
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FOURFRONT GROUP
BIFM Awards
have your say without the need to attend the AGM. Full details on the AGM will be posted at www.bifm.org.uk/ AGM2012 and presentations given at the AGM will be available here from 13 July. i If you wish to attend the AGM please register at www. surveymonkey.com/s/BIFM_AGM12 . Full joining instructions will then follow in early July
EVENT
World FM day The fourth annual World FM Day is fast approaching, taking place on 28 June 2012. The core message of 2012’s World FM Day is ‘celebrating success’. Global FM member organisations on six different continents will commemorate World FM Day by hosting events all around the world, such as luncheons, seminars, cocktails and workshops, or by undertaking any other activity to celebrate and promote facilities management. Global FM, which organises World FM Day, invites everyone to share their latest achievements and successes as a FM professional, as a team, company or country. The goal this year is to use World FM Day as a platform to celebrate all
the successes achieved by FM professionals and industry around the world. As in previous years, a communications support package is available for download at Global FM’s website, including the animated logo with the message celebrating success rotating in nine different languages; the World FM Day banner, email signature, power point presentation and other tools to help you organise your event on 28 June. The World FM Day 2012 Google Map is also being populated with activities all over the world. Please make sure your event is listed there, so everyone knows what will be happening on Thursday 28 June 2012. i Find more at www.globalfm.org
GROUPS
BIFM Retail SIG The retail SIG is currently looking for committee members. The aim of the SIG is to ensure facilities managers in the retail industry have an opportunity to receive information tailored to their needs and provides a voice for these facilities managers in the strategic development of the Institute.
There are a number of opportunities available on the committee. Any members with current or previous experience within the retail sector are encouraged to apply, as are any members with an interest in the retail side of FM. i To learn more about all BIFM SIGs and regions, go to www.bifm.org.uk/groups For further details and to apply to be on the committee, email membership@bifm.org.uk
REGIONS
Ska Gold tour Office design and fit-out specialist Area Sq and BIFM hosted a partnership evening of ‘Sustainability in the workplace and Olympics update’ on 23 May, exclusively for BIFM members. Sixty members signed up for the evening, which included a guided tour of Ska Gold offices at 22 Newman Street – one of only 10 Ska Gold projects in the UK. These offices are occupied by commercial interior specialist Fourfront Group, the parent company of Area Sq, Cube Interior Solutions, 360 Design Studios and Sketch Studios. On the tour, BIFM members were able to see how a sustainable office environment had been www.fm-world.co.uk
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Please send your news items to communications@bifm.org.uk or call 0845 058 1356
created through the office design and fit-out from Area Sq and furniture solutions from Sketch Studios. This included the CRESTRON Automatic Monitoring and Targeting (AMT) equipment, which unifies and automatically controls all the offices’ energyconsuming systems according to occupancy. Following a tour, the event moved to the nearby Charlotte Street Hotel auditorium for the main presentation of ‘Sustainability in the workplace and Olympics update’. Speakers included James Cornwell, environmental director of Fourfront Group and Ska Assessor Mat Byway, who explained the reasons behind selecting a Ska Gold accreditation and how it was achieved at Newman Street. Following this, Marc Poffley from Crestron explained how Integrated Building Technology has enabled buildings to achieve the highest energy efficiency possible through intelligent user interfaces. The final speaker of the night was Brett Taylor, chief executive of London Business Network, who outlined how the UK can leverage the Olympic Games for business advantage as well as covering some of the wider activities that are supporting the main games. This joint event helped introduce delegates to new initiatives in office design and fit-out which Area Sq believes truly enhance the working environment and provide energy and money saving opportunities. Area Sq looks forward to arranging similar events for BIFM members. Bernard Crouch, BIFM London region chair, said “I would like to thank Area Sq and everyone else involved for helping us to run this informative and well-organised event.” i Find out more about all BIFM groups and regions at www.bifm.org.uk/groups
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Ismena Clout is chairman of the BIFM
BIFM COMMENT CH A I R M A N ’ S C H A R I T I E S
his is my first comment piece since being elected into the chairman position. Last week in FM World, you heard from Gareth Tancred, chief executive of the BIFM, who outlined his vision for the future of the institute. As well as absolutely supporting this, I am very excited to be chairman at this time of change and development. So I am going to use this comment piece to tell you about the charities I have chosen to support. The first is The Royal Marsden NHS Foundation Trust (www.royalmarsden.nhs.uk). It is a world-leading cancer centre specialising in cancer diagnosis, treatment, research and education. Partnered with the Institute of Cancer Research, it is the largest comprehensive cancer centre in Europe, treating over 40,000 patients each year. The Royal Marsden Cancer Charity finances state-of-the-art buildings and equipment, as well as programmes that support pioneering research into the prevention and treatment of cancer. The charity enables the hospital to continue its ground-breaking work for the benefit of cancer patients worldwide. The second charity is Breast Cancer Care (www.breastcancercare.org.uk), whose vision is that every person affected by breast cancer gets the best treatment, information and support. It does this by combining the personal experiences of people affected by breast cancer with clinical expertise. In this unique way, it provides information and offers emotional and practical support; brings people affected by breast cancer together; campaigns for the improvement in standards of support and care; and promotes the importance of early detection. These two charities are very important to me as they are supporting me enormously. They are ensuring that I am in the best of health for the next two years and it’s wonderful that I’m able to give back to them in this way. For me, the most important aspect of their work is the promotion, work and lobbying they do for men and women with secondary breast cancer. They have nominated 13 October as secondary breast cancer awareness day and work closely with government to improve services to this group. So over the next two years, look out for fundraising events – and dig deep in your pockets! If you are going to be doing any fundraising in the next two years and would like to support these charities, do let us know.
T
“THESE TWO CHARITIES ARE VERY IMPORTANT TO ME AS THEY ARE ENSURING THAT I AM IN THE BEST OF HEALTH FOR THE NEXT TWO YEARS AND IT’S WONDERFUL THAT I’M ABLE TO GIVE BACK TO THEM IN THIS WAY”
i If you would like to make a donation, you can do so via BIFM. Simply send cheque, payable to “BIFM”, to Number One Building, The Causeway, Bishop’s Stortford, CM23 2ER. Please state if you would like the funds to be allocated to one charity, or split between them both
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BIFM NEWS BIFM.ORG.UK
BIFM MEMBERS
New members The following companies joined BIFM as group members in April and May: ● Ashville Asset Management Ltd – consultant – provider of advice and guidance ● AstraZeneca PLC – consultant – provider of advice and guidance ● Biffa Waste Services Ltd – product supplier – provider of a specific product ● British Geological Survey – end-user – in-house FM team ● Cushman & Wakefield LLP – FM management – suppliers ● Diamond Facilities Support – FM Service Suppliers – contractors ● EGYPRO – FM management – suppliers ● El Seif Operations & Maintenance – FM service suppliers – contractors ● Evolution Water Services Ltd – FM service suppliers – contractors ● First Call Business Communication – product supplier – provider of a specific product ● FM Contract Watch LLP – FM service suppliers – contractors ● Kimera Facilities Management UK Ltd – FM service suppliers – contractor ● Logic Office Group – FM service suppliers – contractors ● Morrison Facilities Services Ltd – FM service suppliers – contractors ● National Grid Property – FM service suppliers – contractors ● RM Contractors (UK) – FM service suppliers – contractors ● Sanctuary Management Services – end-user – in-house FM team ● Senator Security Services Ltd – FM service suppliers – contractors ● Services Management Solutions 48 | 21 JUNE 2012 | FM WORLD
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{trading as services management Ltd} – consultant – provider of advice and guidance ● Sustain Ltd – FM service suppliers – contractors ● Teach First – end-user – in-house FM team ● The Fidelis Group – FM service suppliers – contractors ● The Filing Plus Group – consultant – provider of advice and guidance ● Zehnder Group UK Ltd – product supplier – provider of a specific product i www.bifm.org.uk/ groupmembership and www.bifm. org.uk/corporatemembership
CPD
Review CPD progress CPD denotes a continuous cycle of improvement. So this month, why not review your overall performance by: ● Reviewing your objectives and the skills required for your role ● Rating your performance against your objectives ● Making a list of your strengths and areas for improvement ● Assess what learning opportunities are available ● Review your company schemes and any BIFM training opportunities ● Review the BIFM Knowledge benefits and regional events ● Decide whether a formal or informal approach to professional development would suit you best ● Set yourself goals with a realistic time frame Why not use BIFM’s online diagnostic tool which allows you to rate yourself against the BIFM competences. You can create your own CPD record online to help keep your career on track. i Find out more: www.bifm.org.uk/ cpd
BIFM TRAINING A FOUR-HOUR ONLINE SOLUTION TO HEALTH AND SAFETY INDUCTION AND AWARENESS TRAINING or many organisations – especially larger employers – ensuring consistent completion of health and safety induction training can be a headache. Often a time-consuming process for line managers or HR teams, delivery of induction and awareness training can often be patchy and difficult to verify, potentially exposing companies to additional risk. However, a new e-learning package from BIFM Training can help to overcome these challenges, offering a flexible, efficient online solution at a highly cost-effective rate. In its standard form, Getting Started in Health and Safety offers a generic introduction to good practice for staff based on UK/EU standards, and tests understanding of key concepts through a series of engaging scenarios and quizzes, including the benefits of following good practice and emergency procedures. However, it can also be tailored for specific organisations that may want to focus more on management responsibilities, link the learning to their own processes and procedures, or highlight ways in which staff should respond to particular situations where health and safety plays a key role. If required, company-specific assessments can also be developed where there is a need to test individual competence levels. Crucially, the package can also help managers track completion and results for individual members of staff, providing valuable evidence for compliance purposes. The package can be accessed through BIFM Training’s web-based portal, or it can be set up to provide seamless access through existing corporate intranets or learning management systems. Getting Started in Health and Safety is the second in our introductory e-learning series, following the highly successful launch of Getting Started in FM in 2011, which gives a practical overview of the role of the FM and key areas of day-to-day operations. Both are available on an individual license basis and special rates are available for groups (a minimum of 10 people required).
F
i For further information, including fees and license details for either of the ‘Getting Started’ packages, please email info@bifm-training.co.uk or call 0207 242 4141 to discuss your requirements. For more in-depth training in this area, BIFM Training offers a suite of Health and Safety courses, including IOSH and NEBOSH training
www.fm-world.co.uk
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FM PEOPLE MOVERS & SHAKERS
BEHIND
THE JOB How did you get into facilities management and what attracted you to the industry? I originally joined the industry as an electrical engineer. My base qualifications are as an electrical project engineer so I spent my days on building sites. Being able to apply my trade in a more professional (and warmer) environment, with much more scope to progress my career, was the most persuasive reason to get involved in the facilities management industry.
NAME: Tom Anning JOB TITLE: Contracts manager ORGANISATION: Interserve JOB DESCRIPTION: Responsible for commercial and operational supply chain management in respect of all service, commercial and contract issues across Interserve’s total facilities management contract with HSBC
If you could give away one of your responsibilities to an unsuspecting colleague, what would it be? My emails! The facilities management industry is about people, so I like to get away from my desk and meet them face-to-face as often as I can. Although emails are an excellent communication tool that we couldn’t do without, if they’re not properly managed, ensuring everything is dealt with and filed is an extremely timeconsuming process. It feels wrong to spend so much time away from my core role. Which single piece of advice would you give to a young facilities manager starting out? To embrace change and positivity. No two days are ever the same – it’s a career that keeps you on your toes! If you could change one thing about the industry, what would it be? I would like to see longer-term contracts awarded to enable suppliers to be more strategic in their approach,
in order to bring about real innovation and change. This would enable more investment and better agreements during the term of the contract and would mean the industry would be able to offer customers not just better value for money, but also a greater understanding of the client’s needs. Which FM myth would you put an end to? That a fluorescent light takes more energy to turn off and back on than it does to keep in operation. Modern fittings reach their operating current in less than 0.1 of a second so it really is much more cost effective to switch lights off when they are not in use. How do you think facilities management has changed in the past five years? There has been a growing trend towards total facilities management deals with a single contractor appointed to take care of multiple services. It’s a trend that, at Interserve, we have seen across all the sectors we work in, as more and more of our clients look to achieve the best value from their contract that will make a positive impact on their business efficiency. What’s been your career high-point to date? My biggest career highlight was when I was promoted from a contract supervisor looking after 12 hard services engineers in the South West to a regional manager, taking on full profit and loss responsibility for £3 million worth of business across 139,355 square metres (1.5 million square feet) of property.
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Johnson Controls Global WorkPlace Solutions is a leading provider of facilities and commercial real estate management for many of the world’s largest companies. Our employees across the world have delivered more than $3 billion in savings for our customers over the last 10 years.
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We have opportunities in South Africa for facilities management and workplace professionals looking to develop their careers. If you would like to help us deliver innovative solutions and high-value support to our global clients please visit our website www.johnsoncontrols.com/careers to view current opportunities and register for future alerts. Our Level 3 Value-Adding Supplier BBBEE status demonstrates our commitment to the socio-economic transformation of South Africa.
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FM DIARY NATIONAL BIFM EVENTS 12 July 2012 BIFM Annual General Meeting (AGM) 2012 As in previous years, the BIFM will be using online voting for those at member grade or above, so you can have your say on the institute. Further details at www.bifm.org. uk/AGM2012 and the presentations will be available from 13 July. It is scheduled to start at 13:00 and finish at 14:00. Venue: Redactive Publishing (publishers of FM World), 17 Britton Street, London, EC1M 5TP Contact: Sharon McKenzie at sharon.mckenzie@bifm.org.uk or call 0845 058 1356. Visit www. surveymonkey.com/s/BIFM_ AGM12 to register INTERNATIONAL EVENTS 25–27 July World Workplace Asia 2012 Conference & Expo The conference discusses strategies to address current and future global workplace issues. Venue: Raffles City Convention Centre, Singapore Contact: Samantha Bowman at samantha.bowman@hotmail.co.uk or call 07853 882257 5–7 September IFMA Foundation Workplace Strategy Summit An exploration into new ways of thinking about effective workplaces. Venue: Cornell University, Ithaca, NY, USA Contact: Visit www. ifmafoundation.org/summit/ INDUSTRY EVENTS 28 June World FM Day 2012 This annual event aims to raise the FM profession’s profile around the world. Venue: Worldwide Contact: Visit www.globalfm.org for more details – and keep an eye on the FM World twitter feed
Send details of your event to editorial@fm–world.co.uk or call 020 7880 6229
(@FM_World) throughout the day to keep up with our FM marathon – 10 buildings in 10 hours.
Contact: Simon Aspinall at simonaspinall@c22.co.uk or call 0113 242 8055
10–11 October The FM Event Formerly Total Workplace Management. Venue: London’s Olympia Contact: www.thefmevent.com for more details – for exhibiting opportunities, contact Fergus Bird at fergus.bird@ubm.com or call 020 7921 8860
HOME COUNTIES REGION
BIFM SIG EVENTS 26 June Risk and Business Continuity Management SIG – Hacking the Human – Social Engineering & Smartphone Black Arts A presentation by Ian Mann on the techniques social engineers use to trick their way into your organisation. Venue: Haworth UK, Clerkenwell Contact: Steve Dance at steve. dance@riskcentric.co.uk or call 01945 772 369 5 July People Management SIG – Leadership Networking event, discussing potential career paths, along the theme of leadership. Venue: Chiswell Street, London Contact: Simon Aspinall at simonaspinall@c22.co.uk or call 0113 242 8055 12 July Rising FMs SIG – Careers Day A chance to hear from Rising FMs SIG, BIFM, Asset Skills and industry professionals about the progress that has been made to close the ‘skills gap’. Venue: University College London Contact: Samantha Bowman at samantha.bowman@hotmail.co.uk or call 07853 882257 17 September People Management SIG – Pensions The impact of auto-enrolment – more information to follow. Venue: TBA, City of London
28 June FM Beyond our Borders Presentations on FM in Europe, ‘What’s different and what’s the same’, looking at the impact of the financial crisis on FM. Simon Wilson discusses the challenges of working across cultures in EMEA. Venue: Explorer House, Ardanac House, Southampton Contact: Jane Wiggins at jane@fmtutor.co.uk or call 07799 033 341 LONDON REGION 28 June Quizcrawl A joint event with the Home Counties Region. Venue: Based around five pubs in Clerkenwell. Organised by Risings, London region and International SIG, and sponsored by SpacePod. Contact: Bernard Crouch at bernardcrouch@btinternet.com or call 07782 287074 19 July Annual Summer Boat Party Tickets £25 per person, including a hot and cold buffet, first drink and charity raffle. Cash bar available. Venue: HMS Belfast, Morgan’s Lane, Tooley Street, London. Contact: Cathy Hayward at cathy. hayward@magentaassociates. co.uk.
NORTH REGION 6 September Chester River Boat Social Tickets cost £30 per person, which includes entry into the charity raffle, with proceeds going to Macmillan Cancer Support. Barbecue buffet, live entertainment and a cash bar. Venue: Boarding at The Boating Station, Souter Lane, Chester Contact: Steve Roots or Claire Bradbury at north@bifm.org.uk or call 07872 829743 SCOTTISH REGION 12 September National Golf Finals Social Event A tour of some of Edinburgh’s finest hosteleries in conjunction with the BIFM national golf finals the following day at Dalmahoy Golf & Country Club. Venue: Various, and Dalmahoy Golf & Country Club, Edinburgh. Contact: Michael Kenny at mkenny@fesfm.co.ukor call 07920 136784 28 September All About FM! Scotland Region Annual Conference and Exhibition Various speakers, including Alison Bond, director, The Halo Works and David Sharp, managing director, Workplace Law Venue: Our Dynamic Earth, Edinburgh Contact: Morag Brown at morag.brown@hcs-bi.co.uk or call 0141 646 3054
MIDLANDS REGION SOUTH–WEST REGION 26 June BIFM presentation: ‘Spoiled for choice – why facilities management fails to leverage technology’ Hosted by Graham Perry, associate consultant, The FM Guru Venue: The 31st Facilities Management Forum, Heythrop Park, Oxfordshire Contact: Carol Hearn at carol. hearn@unilever.com or call 01234 222 421
6 July Region golf day An annual event for individuals or groups of up to four. Prices for individuals will be £54 and £216 for a team of four. Includes golf and refreshments. Venue: Orchardleigh Golf Club, Frome, Somerset Contact: Gareth Andrews at gareth.andrews@gmacl.co.uk or call 07540 079978
NEED SOME GOOD ADVICE? The Good Practice Guide to SELECTING FM SOFTWARE The BIFM publishes a series of good practice guides which are free of charge to all members. For a full list of titles or to download the guides visit www.bifm.org.uk Non-members: call 020 7880 8543 to order your copy 50 | 21 JUNE 2012 | FM WORLD
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Call Carly Gregory on 020 7324 2755 or email jobs@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack
Appointments
Are YOU ready for this?
The market is changing...
www.thefmnetwork.co.uk Market Leaders in Facilities Management Recruitment
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Director of Estates and Campus Services Nr Potters Bar, Hertfordshire/Camden, London Excellent Salary and Benefits The Royal Veterinary College invites applications for the position of Director of Estates and Campus Services. In keeping with the College’s 220 year history of excellence at the forefront of veterinary science education, comparative biomedical research and clinical care, you will have a vision for our future capital development, underpinned by a commitment to service in providing staff and students with infrastructure and support of the highest quality. The College is the largest and only independent veterinary school in the UK. The College operates on two sites, one in Camden, Central London, the other a 575 acre site in rural Hertfordshire. This role therefore offers a diverse and exciting challenge to an experienced Estates professional. You will contribute to both strategic and operational aspects of the College’s mission by drawing on experience and relationships both within and outwith the HE sector.
As a member of the Senior Management Group, you will be responsible for the College’s Estates strategy and will lead teams charged with delivering excellence in Campus Services, Building Services, Health and Safety and Sustainability. You will be MRICS qualified (or equivalent) and have a proven and sustained track record of success in Estates management.You will need to be a proven negotiator with sound financial management skills and a good knowledge of relevant Landlord and Tenant, Planning and Health and Safety legislation. Although you will have the ability to think strategically as well as operationally and to lead and motivate a varied workforce, your most important asset will be a commitment to delivering high quality services to our staff, students and clients. For further information please e-mail Ian Darker, Director of HR, on idarker@rvc.ac.uk
Closing date: 6th July 2012. Interviews are likely to be held on 26th July 2012. For further information and to apply online please visit our website: www.rvc.ac.uk quoting EST/0074/12. We promote equality of opportunity and diversity within the workplace and welcome applications from all sections of the community.
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FM NEWS
Call Adam Potter on 020 7880 8543 or email adam.potter@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack
FM innovations ▼ ENER-G pumps its low carbon performance
▲ It’s silver for 7-Day Catering chef
ENER-G Sustainable Technologies has helped to install a Vaillant geoTHERM ground source heat pump system at Vaillant Group’s new Northern Region headquarters in Belper – supplying the majority of the building’s heat needs and contributing to its outstanding sustainability performance. The 30kW Vaillant ground source heat pump system draws energy from the ground using 11 70-metre boreholes, drilled by ENER-G. By exploiting the relatively stable temperatures found under the earth’s surface, the ground source heat pump is able to deliver heating and cooling at very high efficiencies. The £3.5 million redevelopment of Vaillant Group UK and Northern Europe Region Headquarters, located alongside the company’s manufacturing plant. W: www.energ.co.uk/
▲ Sonim phones are fit for purpose
Tibor Nagy, a head chef for leading independent contract caterer 7-Day Catering, beat off stiff competition from 23 talented chefs from around the country to win a silver award at the recent ‘Major Culinary Challenge’, organised by the Craft Guild of Chefs in association with Major International at Westminster Kingsway College in London. In what was his first professional chef’s competition, Tibor competed live in the ‘Open Main Course Fish Dish’ for two, which allowed 30 minutes to prepare, cook and present two portions of a fish main dish course of his choice. Dishes had to reflect seasonality and sustainability and contain a suitable starch and/or vegetable as an accompaniment. Tibor’s menu featured roulade of salmon and baby spinach wrapped in potato and horseradish crust, served with a zesty lemon risotto, roasted baby beetroot, red vein sorrel and red amaranth.
Employees in the facilities sector work in demanding, often risky environments and sometimes on their own. As a result, Sonim Technologies, the leading provider of ultra-rugged, water-submersible mobile phones designed for workers in challenging environments, is running a one-minute survey to better understand how the FM sector views and uses rugged communication devices. Visit www. surveymonkey.com/s/SonimMay2012 or click on the link on the FM World homepage to take part. As a thank-you, you will be entered into a prize draw to win a case of champagne, with runners-up prizes of one half-case and six separate bottles of fizz. All respondents will also have the option to receive a copy of the free white paper, Protect critical assets with ultra rugged, team-intelligent devices for security and facilities management. W: www.sonimtech.com
▼ Hoval launches upgraded biomass boilers Hoval has launched an upgraded version of its STU range of UK-manufactured wood-pellet boiler, with a ‘plug and play’ skid-mounted configuration incorporating the fully wired and factory tested PLC based FlameTronix touch screen control system. The FlameTronix control system ensures optimal wood pellet combustion, resulting in best-in-class efficiencies of 92 per cent as well as best-in-class particulate emissions. Independent tests, carried out in April 2012, confirm that the boiler achieved less than mg/MJ particulate emission without the need for any additional particulate abatement system. The FlameTronix control system is web-linked for remote monitoring and is designed with ease-of-use in mind for the boiler room end-user. W: www.hoval.co.uk
▲ Gerflor transforms college sports hall
▲ Mod-U-Pod ‘plug and play’ server solution
Having been in use for almost 20 years, the original Gerflor flooring in the large sports hall at Stockton Sixth Form College, Cleveland, needed to be replaced. Unsurprisingly, given this track record, Gerflor was again selected as the leading manufacturer of choice and approximately 600 square metres of Taraflex Sports M Evolution was installed along with a new sub-floor. Different flooring solutions were considered, but Gerflor’s Taraflex Sport M Evolution was selected and installed as the number-one choice. It provided the college with an economical solution and allowed the hall to be used for a variety of purposes while offering ease of maintenance, safety and comfort. The undercarriage used was a 22mm tongue and groove plywood system installed directly on to the sub-floor. E: contractuk@gerflor.com W: www.gerflor.co.uk.
Built off-site in the UK, the Mod-U-Pod, ‘plug and play’ server solution is fully equipped to your specifications. A normal modular server room comprises a ‘shell’ of walls, ceiling and floor. It is built on-site and is fire resistant, water resistant, energy efficient and secure. The Mod-U-Pod develops this ‘shell’ to become a fully equipped and fully operational server room. It is built off-site to be complete and ready to use upon arrival at the customer site. It is ideal for disaster-recovery sites and premises where space is limited or lease arrangements are short term. The Mod-U-Pod includes pre-installation of floor, false ceiling for hot-air return, lighting, data cabling and cabinets, UPS power backup systems, fire suppression and air conditioning. T: 0870 777 1830 E: sales@commsroomservices.co.uk
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FINAL WORD NOTES FROM AROUND THE WORLD OF FM
NO 2
DAYS
HOLIDAY INN’S FMS ARE CROWNED THE SAME ‘MOST ACTIVE IN UK’ THE PIPES ARE CALLING The Daily Telegraph has reported that the German town of Hamelin may be in the market for a 21st century 'Pied Piper'. Turns out that rats have chewed through cables powering the town centre fountain and the traffic lights adjacent to it. The Telegraph makes clear the irony of the situation – modern day tourism caused by the fame of the Pied Piper leading to more litter and, as a consequence, more rats...
In the two weeks prior to Facilities Show 2012, which took place in May at Birmingham’s NEC, five FM teams and 20 individuals from across the UK agreed to wear pedometers. It's official: FMs are constantly on the move! The Pedometer Challenge was conceived by Liz Kentish, deputy chair of the BIFM, and Facilities Show organiser UBM Live, with the aim of demonstrating the daily workload of a facilities team. The results were uploaded onto the Facilities Show website at the start of each day and at the end of the fortnight the winners were announced to the industry during the WiFM (Women in Facilities Management) AGM at the show. Martin O’Connor, chief engineer at the Kensington F Forum Holiday Inn, Europe’s largest Holiday Inn hotel, w won the individual competition with a staggering 1130,216 steps. He was closely followed by his teamm mate Bob Boness. O'Connor and Boness (pictured) aalso picked up the team prize, as between them they aaveraged a massive 129,370 steps.
The Facilities Show will be running another pedometer challenge in association with WiFM again next year. Prospective challengers for Bob and Martin’s crown should email charles.oakley@ubm.com
SHUTTERSTOCK
OFFICE HYGIENE – A GENDER ISSUE? Researchers in America have established what for some may not be the most surprising of news – that men's offices are dirtier than women’s. According to a Press Association report, research scientists in the US took samples from 90 offices occupied by men and women in three major cities and identified 500 types of bacteria. Writing in the online journal Public Library of Science ONE, the researchers, from San Diego State University, explained why
greater numbers of bacteria were found in offices occupied by men: “Men are known to wash their hands and brush their teeth less frequently than women, and are
commonly perceived to have a more slovenly nature.” Researchers cited the difference in body size between the sexes as being a significant reason for the disparity. They explained: “Since men are, on average, larger than women, they have a correspondingly greater skin surface area, as well as nasal and oral cavities and, therefore, a proportionally greater surface area for bacterial colonisation. Thus, in addition to being less hygienic, it is possible that men
may also shed more bacteria into their surrounding environment." The researchers continued: “Humans are spending an increasing amount of time indoors, yet we know little about the diversity of bacteria and viruses where we live, work and play. This study provides detailed baseline information about the rich bacterial communities in typical office settings and insight into the sources of these organisms.” Or in other words, ‘yuk’.
IN THE NEXT ISSUE OUT 21 JULY
ROUNDTABLE REPORT – THE IMPACT OF AUTO-ENROLMENT ON SERVICE PROVIDERS AND CLIENTS /// REPORT – THINKFM CONFERENCE 2012 /// LEGAL UPDATE – MOTION-PICTURE LICENSING /// OFFICE ACOUSTICS /// HISTORY OF FM – JOANNA LLOYD-DAVIES SPEAKS TO TERRY TRICKETT /// THE LATEST NEWS, ANALYSIS AND COMMENT
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Healthcare Estates Exhibition & Conference 9-10 October 2012 Manchester Central
Engineering - Estates - Facilities
Improving Performance Through Innovation
Come and see the latest products and solutions in healthcare The biggest gathering of facilities, estates, engineering professionals from the healthcare sector Come and meet 100’s of NHS professionals and like-minded healthcare specifiers 180+ exhibitors demonstrating innovative products and services Debates, case studies, legislation updates, industry experts – all Free to attend for pre-registered visitors Brand new networking area for NHS personnel with expert advice on hand Brand new Contractors & Architects area Brand new Estates & Consultants area 20 hours of complimentary high quality presentations
Register now for your complimentary visitor ticket – www.healthcare-estates.com Register today to receive regular industry updates. Scan this code into your smart phone to go directly to the registration page. For conference information: www.healthcare-estates.org.uk
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A CUT ABOVE
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