FM World December 2018

I N F O R M I N G FA C I L I T I E S M A N A G E M E N T P R O F E S S I O N A L S

TA ST E R E D I T I O N

fm-world.co.uk / December 2018

IWFM LAUNCHES BIFM becomes the Institute of Workplace and Facilities Management

NO MORE PFI What does the end of the Public Finance Initiative model mean?

PIECES OF THE PIE How the market for food services is competing to meet consumer demand

POST WASTE

How dealing with unused food is becoming a reputational issue for contract caterers

F M WO R LD

DECEMBER 2018

CONTENTS COM M UNI TY

26 PE R SPE C T IV E S The four most interesting and insightful opinions on FM this month 3 0 F M @ LA RGE Ideas and comments made around the sector this month

3 1 A BIT A BOU T YOU Jen Bates of Atalian Servest discusses delivering exceptional value

ANA LYS I S

7 A NEW DAWN IWFM has published a 10-point plan for becoming a modern professional body 10 O P P O RTUN ITY K N OCKS Managing facilities or enabling communities? Moving FM forwards

3 4 D E C E M BE R @ IWF M The people and projects currently informing IWFM activity 3 8 C A LL S TO AC T ION The events, surveys and discussions that deserve your attention

KNOW LE DGE

41 VESTED INTERESTS The EksoVest from Ekso Bionics makes lifting tasks safer 42 SKILLING UP FOR 2019 FMs should focus on developing key skills to bolster their employability 43 STR AT E GIC M OV E S Being strategic is an aspiration for FM professionals and the industry

12 F LEXI BL E FUTURE The globe’s largest companies are shifting focus to flexible workspace

45 F IR E D U P It’s not enough simply to have a fire extinguisher in the case of a fire…

16 M I TI E ST RON G START Mitie’s professional services business has launched a risk consultancy

48 F U E L WATC H Back-up generators could fail if stored fuel is not well maintained

18 TH E WO RLD WITHOUT PFI Graeme Davies gives a market’s-eye assessment of the PFI era

50 TA LKING C HA N G E Four tips for success with carrying out an office fit-out or relocation

Next month it becomes our main identity;; for now it’s the title of our analysis section n 54 WASTE NOT, WANT NOT Sustainability in the contract catering sector has historically focused on the procurement and sourcing of food, but pressure is increasing to deal with waste at the end of the cycle too, as food waste is now a reputational issue for food service providers.

62 PIECES OF THE PIE With a turnover of £10.2bn and a workforce of 280,000, the UK food service market is a big chunk of the economy.

DE C E M B E R ’ S While the threat of Brexit TO P I C FROM PLATE TO looms, the market remains WASTE: FOUR COURSES FROM THE committed to evolving with FOOD SERVICE new technology, sustainable SECTOR practices and a more W W W. I W F M .O RG .U K / F M WJ O I N equitable workforce.

60 ROAD TO REDUCTION WRAP’s Food Waste Reduction Roadmap outlines how the UK can cut its waste and help contribute to the UN’s sustainable development goal and the graphic below outlines how the non-profit organisation intends on doing it.

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December 2018

INSIDE 07 10 12 13 18

BIFM becomes the Institute of Workplace and Facilities Management Managing facilities or enabling communities?

Trend towards co-working continues to escalate The month’s next 10 most important FM stories Report: Death of the PFI — and what it means for FM

B IFM TO IWFM

FRONT DESK THE MO N TH’ S MOST I MP O RTA N T F M STO RI E S

BODY OF WORK: THE NEW IWFM GOES LIVE

T

he Institute of Workplace and Facilities Managementt formally introduced itself last month at an event in London. it followed just eight months after the former BIFM first proposed to embrace workplace as a ‘key differentiator’ r’ for its members, and to establish facilities management as a chartered profession.

Held as part of the annual Workplace Week, the event began with a wide-ranging panel discussion on the workplace opportunity chaired by Ian Ellison, researcher and co-authorr of a new knowledge report aimed d at the examining the culture of the profession, entitled ‘Managing Facilities or Enabling Communities?’ (See p.10.)

Introducing the IWFM, chairman Stephen Roots reminded the audience of the reasons for the change and how far the Institute had come in the last year.

“We are entering an exciting new era as a modern professional body that is fit for the twenty first century,” said Roots.

“Our purpose in creating IWFM has been to reframe the rationale for FM to generate a better understanding of the value that facilities and workplace

IWFM resources – including iwfm.org.uk – are being rebranded and restructured to fit with the new institute identity

professionals can contribute to the success of organisations.

“Our mission as IWFM is to empower and enable them to reach their full potential and have rewarding, impactful careers.

Establishing a clear voice

IWFM chief executive Linda Hausmanis said that it had been “one of the most challenging months of my time at this Institute” but one that was “also, ultimately, one of the most rewarding”.

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

IWFM RESE RE SE ARCH ARC H

REPORT PLACES EMPHASIS ON THE ‘WHY’ OF FM L

“will need to develop higher-order competencies beyond those represented in existing competency frameworks”.

Of these, ‘cultural competence’ – an understanding of what people need from you, why they do, and how you can best meet their needs - is key.

The idea underpinning the report is that, at its heart, FM is about ‘enabling communities’ rather than imposing solutions or engaging with end-users only when they have a problem that needs solving.

“If FM is about enabling communities, then the relationships FMs have with their customers need to reflect this,” the report suggests.

Authors interviewed not only operational facilities managers but a number of professionals with a connected interest, from architects and workplace consultants to IT and human resource specialists.

Ultimately, they established that FMs are proud of their chosen profession and enjoy the work they do, recommending it to others. But

PHOTOGRAPHY: GETTY

WORDS: MARTIN RE AD

ack of recognition, a voice, resources – FM, according to the first research fruits of the newly named Institute of Workplace and Facilities Management, “appears to be trapped in a negative feedback loop” - the lack of one element leading to the lack of another, leading to the constant reinforcement of old stereotypes.

If the FM profession wants to break out of this Catch 22, it needs to consider which aspects of its culture are worth keeping – and which aspects to leave behind.

These are the main findings from ‘Managing Facilities of enabling communities? - Embracing culture to move FM forward’, produced by the IWFM in partnership with consultancy 3edges. Authors James Pinder and Ian Ellison have spent the last eighteen months speaking to facilities professionals

FM WORLD IS BECOMING FACILITATE HOW DOES IT AFFECT ME?

Our change of identity will manifest itself through new email and web addresses as well as a number of new design elements in print. However, as an IWFM member you’ll receive this title and our newsletters just as before - there’s no need to ‘adjust your settings’. We'll be continuing to use our @fmworld.co.uk addresses until the end of the year.

Cultural competence

DIFFERENT WORLDVIEWS AND ROLES OF FM Foreground buildings

The suggestion is that a combination of the changing nature of work and the need to stay relevant will demand that the workplace and facilities management profession

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Foreground people

THE FULL More transactionalTO ACCESS More relational OF FM Technical competence VERSION Cultural competence WORLD MAGAZINE, Focus on cost Focus on value JOIN IWFM Functional Experiential Controlling

December 2018

W W W. I W F M .O RG .U K / F M WJ O I N Enabling

S U P P LY S I D E BUSINESS

A

Chris Kenneally, CEO Cordant Group: Existing service providers who rely on PFI contracts will have to find alternate markets to focus on, which will no doubt have a negative impact on their margins because PFI contracts have normally good, high-margin opportunities. This will cause some disruption on the markets as stakeholders look for new models and replacement income opportunities.

It should also assist the government in its strategy to end the monopoly of large service providers controlling the sectors and thus enable SME providers to win more business.

Graeme Davies writes for Investors Chronicle

Chris Kenneally, CEO Cordant Group

A

Martin Reed, CEO, Incentive FM Group: The long-term service tie-on of the PFI structure David Millar, MD, Eastern & Wychwood has limited the government departments in their ability to look at a wider pool of FM service provision and especially mediumsized businesses such as ours.

We were never big enough, or stupid enough, to get involved with PFI schemes, but we are Martin Reed, CEO, Incentive FM Group certainly big enough and smart enough to provide FM services to them. Hopefully, this change of strategy will benefit the government with wider options, smarter procurement and ultimately a better value service proposition for our government buildings.

Q

How was the outsourced FM market been affected by PFI during its time – and how will competition between service providers change now?

A

Millar: In many ways PFI led to the consolidation of the industry into a small number of larger players as only those big enough could win work. That is why many of the construction groups were able to win large PFI deals, as they both needed construction work and saw the benefit of ongoing FM income, as well as the profit from financing the deal.

PFI also reduced ‘client intelligence’ as in a number of cases buyers reduced their in-house teams since, in

Kenneally: PFI has had a huge impact on the market. Many service providers have benefited and so have the local communities where the money was invested. We must not forget the positive impact of PFI – new schools, hospitals and military establishments – dramatically improved property infrastructure that has benefited all stakeholders.

Going forward, service providers will have to find different ways to service these markets and retain value for stakeholders. Increased competition at reduced pricing is not the answer – the industry needs to focus on value and purpose rather than improved margins.

from. Whatever your views, there is a need for significant investment in UK infrastructure.

Who pays for that, and where the cash comes from – anything from a Government Investment Bank to the private sector – is up for political debate.

The issue will be: how can the public sector take a commercial market approach when it is often restricted by multiple layers of approvals and subject to tight procurement rules? We need a more balanced approach to contracting; the fixed price, profitat-any-cost mentality isn’t healthy and in the end buying big to gain efficiency reduces choice. A more mature approach is needed.

It’s chicken and egg. Buyers will say that the industry needs to show they can deliver what they want, but industry will in turn judge what buyers will buy, and how they then contract, and develop accordingly.

A big step in this would be for the contribution of SMEs to be recognised in tender assessments.

Why not value diversity and contribution to the local economy, then follow this up as they do in the USA with defined measures that buyers/prime contractors must adhere to? We could learn from that.

Suppliers need to consider how they can pull smaller firms into their pool of contractors and create a healthy environment where smaller businesses can flourish.

This is not cheap, nor the lowestprice solution – so buyers need to score this accordingly to reflect the wider benefits to UK Plc.

Q

A

theory at least, a total FM solution was being provided at a fixed cost and with watertight guarantees.

PFI/PPP has enabled a lot to change for the better, but unfortunately there has been profiteering. There have been bad cases that inevitably hit the headlines, and in many respects FM has been the scapegoat for other parties who, through SPV structures or shell companies, keep out of the spotlight.

What shape competition might take for the FM service providers will depend on the desire of buyers to break up the market and introduce increased diversity. While I know there is a wish to create a greater level of choice for buyers, there is a fear that the bottom-line cost will mean that although ‘big is bad’ then it might be a case of ‘better the devil you know’.

A

How is the relationship between public sector organisations and outsourced FM supplier likely to change?

A

Millar: This depends on where the money will come

Kenneally: One of the key elements will sit with procurement and how they react to the changes. If they focus on cost reductions it will end up with an industry that cannot add value into their sector.

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INSIDE 26 30 31 34 38

Perspectives – four original opinion pieces FM @ Large – seen and heard this month Behind the Job – Jen Bates December @ BIFM Calls to action – events worthy of your attention

L

ead from the front; lead by example; follow the leader – the topic, while a consistent talking point on the business agenda, has made a resurgence of late with many presenting ideas of what makes an excellent leader and how important it is to have one. This is why finding a leader who is an intrapreneur is considered a boon.

What’s an intrapreneur?

VIEW POINT

at the University of Adelaide, who says: “Leaders who create adaptive systems are complex thinkers. They understand the fact that you can’t control; you have to steer because you are dealing with something dynamic.”

Back to the original report, which states: “If productivity is a puzzle to be solved, then leadership and strategy need to make new connections between space, tech and people to find a way forward.”

Leadership is but one piece of the productivity puzzle, along with technology, workplace and well-being. But without efficient leadership,

It’s like an entrepreneur but one who innovates from within.

The term, while not new, came to light again in the recent Puzzle of Productivity report from Fourfront Group, The United Workplace and WORKTECH Academy.

Key to its findings was the value of leadership and particularly the kind of leaders who can be called intrapreneurs: “natural leaders” who innovate, take “measured risks” and spur on their team to Each month we explain the do the same. background to So a leader phrases you may should take teams be hearing, or the forward with new key issues currently methods while making waves being careful not to threaten the growing process and progress.

Not much different from what you’d expect to hear when describing a sports team captain.

The report goes further.

Intrapreneurs are “authentic leaders” that help their team members become better, more productive citizens in the “organisational citizenship”.

The report cites a Bene report quoting Professor Fiona Kerr

THE B E ST O F THE S E C TO R’ S DI S C U S S I O N A N D DE BATE the other factors are meaningless.

Dr Kerstin Sailer of University College London said of the findings: “Leadership is a catch-all phrase. Like culture, it is a way of doing things, including how much value you put on people, what spaces you provide and what technology you give people.”

BUZ Z WOR DS

But Professor James Woudhuysen, of London South Bank University, warns against leaders using empty rhetoric and instead ensuring that they back up their words with deeds. New-generation intrapreneurs, he says, should be adept at understanding and managing the psychology of the office. From within, they can lead their teams to success.

INTRAPRENEURSHIP: IT STARTS WITHIN

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V I E W P O I NT

SEEN AND HEARD

Ideas and comments made around the sector this month

FM@LARGE

“I have been fortunate to have one or two genuine mentors during my career.

They are invaluable. I have always had a passion for developing my team and have had the humbling experience of people contacting me to thank me for the support when our n] ways have parted, and [then] also watching these people go on to greater things. ”

“PFI, like any contract, requires good negotiation and continuous management. Many elements of PFI contracts go unchallenged due to lack of understanding of how these contracts work. If managed well, the benefits of such an arrangement are rewarding to both public and private sectors.”

CRAIG GIBBARD, M MANAGING DIRECTOR AT ASSOCIA GIBBARD ASSOCIATES LIMITED, DISCUSSES PFI DEALS AFTER THE GOVERNMENT’S REVE BUDGET REVEALS PFIS ARE OVER

GRAHAM LAWES, BUSINESS GROWTH SPECIALIST, UT AGREES WITH A POST BY GEOFF PRUDENCE ABOUT THE VALUE OF LEADERS AND MENTORS

“CAFM, as we know it will die, that (I believe) is a fact soon to be realised. IoT and AI mean that equipment and systems can now be connected seamlessly and securely and AI can provide real-time MI, trend analysis and so much more on a client’s infrastructure. You will not be able to call this CAFM. RIP CAFM.” MIKE GREEN, CHAIRMAN OF THE CENTRAL LONDON MAINTENANCE ASSOCIATION (CLMA), JOINS A LINKEDIN DISCUSSION ON THE FUTURE OF CAFM

NOTED&QUOTED

“DOING SOMETHING DIFFERENT GETS RESULTS! CHANGE NOTHING, NOTHING CHANGES. IS IT TIME TO REIMAGINE WHAT FACILITIES MANAGEMENT COULD LOOK LIKE?”

“Were you surprised with the UK Budget announcement abolishing PFI? I wasn’t, based on my reading of the previous audit report, which indicated abuse of PPP model and a non-existent pipeline. RIP.”

RICHARD JOWSEY OF BENEFIT FM CALLS FOR DISRUPTION AND REIMAGINATION FOR THE SECTOR

MARTIN LOCKE, ADJUNCT PROFESSOR AT UNIVERSITY OF SYDNEY BUSINESS SCHOOL, REVEALS WHY HE THINKS THE ABOLISHMENT OF PFI DEALS IN THE UK IS NOT A SURPRISE

“IT IS A COMMON MISTAKE TO MOVE IN AN INSTANT FROM IDENTIFYING A TOUGH PROBLEM TO PROPOSING A SOLUTION FOR IT. I ENCOURAGE YOU TO BE SYSTEMATIC. STRATEGIC THINKING REQUIRES BOTH DIAGNOSIS AND DESIGN. A GOOD DIAGNOSIS TYPICALLY TAKES BETWEEN 15 MINUTES AND AN HOUR, DEPENDING ON HOW WELL IT’S DONE AND HOW COMPLEX THE ISSUE IS.”

“When someone says to me ‘you can’t be operational and strategic at the same time’, I think, ‘well, maybe you can’t’. … I’ve met plenty who can’t, but many of us can. Ultimately, strategic decisions derive from operational challenges. In turn, good operational decisions advance the strategic position. Attempting to do one without the other usually yields the kind of results you’d expect from trying to juggle with a hand tied behind your back.”

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TYREL MELVILLE, FM PROFESSIONAL BASED IN TRINIDAD & TOBAGO, OFFERS SAGE ADVICE TO PLAN BEFORE ACTING

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A LINKEDIN DISCUSSION STARTED BY NICK FOX ABOUT THE W W W. I W F M .O RG .U K / F M WJ O I N RELATIONSHIP BETWEEN OPERATIONAL & STRATEGIC EXPERTISE

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INSIDE 42 43 44 45 46

Beth Goodyear: Skilling up for 2019 Nick Fox: Step up to strategise Jamie Tranter: Eradicating legionella contamination Scott Taylor: Maintaining fire extinguishers Julie Spinks: Drinking water – a question of taste

KNOW HOW THE L ATE ST L E A RN I N G A N D B E ST P RAC TI CE

Adjustable Work Envelope

50cm of adjustment

Unit weight

4.3kg Adjustable Lift Assistance

2.2-6.8kg per arm

Worker Height Range

152-193cm S A F E TY WOR KWE A R

T

VESTED INTERESTS

his vest won’t transform you into Robocop, but it will give you extra strength and a memorable look on site. More importantly, the EksoVest from US-based company Ekso Bionics will keep you safe from lifting-related injuries.

The upper body exoskeleton supports a worker’s arms when he or she is lifting and performing tasks at chest height and overhead. The result is fewer on-site injuries for workers,

who will also tend to complete jobs faster and more efficiently when wearing the vest.

Aimed at electricians and factory and construction workers, the high-tech vest, which costs about £5,650, is being trialled by Willmott Dixon to protect supply chain partners working on a new school development at Cardiff West Community High School. The company says it is the first in the construction industry to test out the Eksovest.

Willmott Dixon decided to test out the vest at the school site because of the range of technical activities required to complete the build – a new facility for 1,200 secondary students and 300 sixth-formers.

Neal Stephens, managing director for Willmott Dixon Wales and South West, says: “The Eksovest technology should lead to teams on site feeling less exerted, meaning improved well-being and productivity.”

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FAC I LITATE F O O D WA S T E

“We use SmartWaste environmental site monitoring and reporting software, as well as other apps and technology such as Olio,” explains Winterbottom. “We monitor our waste as part of a KPI regime with our clients and collaborate closely with our supply chain. Our efforts to reduce catering waste are in line with our clients’ corporate social responsibility agendas.”

While reporting waste is vital, Paul Cowie, head of catering at OCS Group UK, Ireland and Middle East, says the industry has a lot more to do.

“It [reporting food waste] is often seen as a measure of inefficiency that can be used by clients to reduce costs or identify poor-performing sites,” he says. To combat this, contractors should inform clients about the benefits of reducing food waste and environmental impact – especially where the contract caterer doesn’t manage the waste contract.

Of course, technology is not always a necessary component to bring about change. Managing portion size is effective in reducing food waste, especially as attitudes towards portion sizes are shifting, notes Bennett. “An abundance of food was once seen as positive, but perceptions have changed. Food waste is now a reputational issue for food service providers,” he says.

This reputational concern is often driven by clients’ internal customers, says Cowie, which can bring about contractual change – some tenders stipulate food waste as a KPI. This is a welcome change, but Cowie warns that KPIs need to be achievable. This requires agreement between client and contractor on many issues such the definitions of and differences between production waste, spoilage and plate waste.

Menu design

Flexible design is aspirational in most corporate processes, including flexible contracts, flexi-time and agile workplaces. But the value of flexibility extends to food management too.

Being able to adapt menus at clients’ sites will assist with the reduction of food waste as catering teams can provide specials or alternative dishes that use excess ingredients before they turn

Key campaigns GATHER & GATHER

Removed plastic straws from its 276 catering sites, eliminating more than 80,000 plastic straws from going to landfill every year.

‘Save our Serviettes’ campaign introduced 100 per cent recycled napkins and a like-for-like reduction in serviette waste of 6.69 million napkins in one year.

SODEXO

Worked with WWF since 2013 to create a range of plantforward and plant-based recipes to fulfil its veg pledge (part of Food Foundation’s Peas Please initiative) to procure 10 per cent more veg by 2020 and 16 per cent more by 2025.

BAXTERSTOREY

The ‘Food Waste Costing the Earth’ programme launched in 2014 and has resulted in 40 per cent reduction in food waste and has reduced environmental impact to the equivalent of almost 47,000 tonnes of CO2.

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December 2018

to waste. This is helpful when using products with a short shelf life such as dairy and bread.

“Kitchens need to be more aware of wasteful dishes and have a plan to use that waste. A perfect example is fondant potatoes that create a lot of trimmings that could be used in soups [thereby] eliminating waste,” Cowie explains.

“Rather than using central menu cycles, we give onsite teams the autonomy to develop their own menus based upon their own experiences of their customers.”

If food waste remains an issue even after implementing the types of initiatives listed above, contractors and clients will need to find alternative solutions. Using ‘rocket composters’, for example, Richards says food waste can be processed into fertile organic matter faster and with less waste than conventional composting heaps.

The future looks positive though.

Anaerobic digestion and efficient composters are becoming more ubiquitous and contract caterers are working hard to bring about meaningful changes through training staff and educating clients. It’s working too, with customers increasingly willing to accept smaller portions and help to reduce waste and recycle. Waste providers are also showing their willingness to engage with catering contractors to improve recycling processes.

It almost seems too simple, but the real solution to the problem of food waste is to first reduce the waste and then deal with W W W. I W F M .O RG .U K / F M WJ O I N recycling the small amount that remains.

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FAC I LITATE F O O D WA S T E

ROAD TO REDUCTI N

WRAP’s Food Waste Reduction Roadmap sets out strategies to help 250 of the UK’s biggest food businesses to cut their waste in accordance with the UN’s sustainable development goals MAR 2019

Food Waste Reduction Roadmap

Retailers and >50 other large food businesses commit to ‘Target, Measure and Act’ on food waste, adopting SDG12.3, or setting a target contributing to the SDG12.3

WWW.WRAP.ORG.UK

Trade bodies agree to encourage and support members to ‘Target, Measure, Act’, and facilitate reporting Roadmap launched

SEPT 2018

OWN OPERATIONS

More businesses are measuring food surplus and waste in their own operations in accordance with adopted guidelines More businesses have an action plan to reduce food waste in their own operations

SEPT 2019

Agreement on a consistent way to invite suppliers to implement ‘Target, Measure, Act’

More businesses are publicly reporting food surplus and waste in their own operations – as individual companies or via other channels All large retailers and 50% of other large food businesses have a target and are measuring, reporting and taking action on food waste

Retailers have engaged their suppliers to ‘Target, Measure and Act’ on food surplus and waste

Large food businesses are engaging their suppliers to ‘Target, Measure and Act’ on food surplus and waste

Whole Chain Food Waste Reduction (FWR) plans are agreed with key suppliers

WRAP reporting on progress under C2025

Retailers and other businesses are engaging consumers to influence their behaviours and reduce their food waste

SUPPORTING SUPPLIERS AND CONSUMERS REPORTING

2022

Businesses have adopted common food surplus and waste measurement template and guidelines

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MILESTONES

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FAC I LITATE

CO N T R AC T C AT ER I N G

Sustainable sourcing

100%

introducing sustainable alternatives to single-use plastic items (e.g. compostable items)

91%

training catering staff in waste management

91%

reducing use of single-use plastic items (e.g. straws, cutlery)

91%

implementing a comprehensive food waste action plan in place to reduce waste

91%

using food which is labelled as free range/fair trade/ organic/ect

91%

using locally sourced food

82%

using sustainably sourced palm oil ingredients/products, or making progress towards this

73%

introducing new suppliers

55%

reducing meat options

36%

reducing portion sizes

With a turnover of more than £10.2 billion and a workforce numbering around 280,000, the UK’s food service market is a significant chunk of the national economy. While Brexit looms, the market is evolving with new technology, sustainable practices and a more equitable workforce. Bradford Keen offers a snapshot of the 2018 UK Hospitality Food Service Management market report.

PIECES OF THE

PIE

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FMWORLD

BAC K PAG E

EPHFMERA

The facilities management stories that just don’t fit anywhere else (Email us: editorial@fm-world.co.uk)

R

enovating a building is a serious undertaking that requires thorough planning, of course, and the unexpected can happen. But perhaps not so unexpected as finding around 1,000 human teeth hiding in a wall.

This is what a team of construction workers renovating an old building in Valdosta, Georgia, in the US discovered when knocking down d a wall on the second floor. An unusual bounty, indeed, but un perhaps less so when you perh learn n that in 1900, the building housed dentist Clarence h Whittington’s office, which was later Wh occupied by another dentist, Dr Lester er G Youmans, until 1930.

According to the Valdosta Daily Times, teeth have also been found in the walls of properties in Greensboro and Carrollton.

A quick search on Google reveals that teeth in walls is one of the less peculiar, perverse or

in intimidating discoveries.

Contractors have found a C dog’s skull (nothing else of its skeleton) placed in the middle of a wall in a home iin Connecticut, US, as well as dead cats in UK homes that were d put there supposedly to ward off evil spirits.

In a Los Angeles subway extension project in 2016, workers o found elephant bones during ng excavation while Skanska in Boston unearthed ship that had sunk a sh between 1830 be and 1850 replete with barrels of lime, w knives and containers of k crockery. The vessel was about 450 metres from the a current shoreline. cur

Cavities in the walls

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To subscribe call 020 8950 9117 or email subscriptions@fm-world.co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/subscribe/ Editorial Advisory Board Simon Ball, market director, Engie UK & Ireland Peter Brogan, research & information manager, BIFM Rob Greenfield, director, Assured Safety & Risk Management Ian Jones, director of facilities, ITV Liz Kentish, managing director, Kentish and Co. Pleun van Deurssen, EMEA regional facilities manager, JLL Anne Lennox Martin, FM consultant Jeremy Waud, chairman, Incentive FM group Jane Wiggins, FM tutor and author

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Average net circulation 14,616 (Jul 16 – Jun 17)

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December 2018

facilities to find out how.

FM WORLD IS THE MAGAZINE OF THE INSTITUTE OF WORKPLACE AND FACILITIES MANAGEMENT. TO ACCESS THE FULL VERSION EVERY MONTH, JOIN IWFM TODAY. WWW.IWFM.ORG.UK

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