FM World 2011-1-27

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 27 JANUARY 2011

FMWorld www.fm-world.co.uk

The Great North Museum has evolved

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OFFICES:

The changing demands of the workplace

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VOL 8 ISSUE 2 27 JANUARY 2011

CONTENTS

7 | Empire State goes green

18 | Loo of the Year

14 | Great North Museum

NEWS

OPINION

FEATURES

6 Retail sector sees crime drop after security investment pays off 7 Green wind energy will power iconic Empire State Building 8 Johnson Matthey relocates to a new HQ that blends old and new 9 FM 100 poll: did the NI water crisis prompt you to review your risks?

10 Business news: FMs that ride the reform storm in the coming year could find profit openings 11 Balfour Beatty support services had “good year” according to update

12 Diary of a facilities manager: David Walker’s regular look at the daily challenges he faces in his working life 13 Five minutes with Rollright commercial director Charles Sinton 42 Felicity Messing

MONITOR

22 | BIFM Awards 2011 launch

14

Museum piece: Cathy Hayward experiences the Great North Museum: Hancock, which re-opened in 2009 following a £26m renovation

18

Loo of the Year: Touch-less sensor technology and sustainability issues defined the year in loos, while the dryer-verses-towel debate continued

24

Office Perspectives: A successful office design must accommodate people and purpose, explains Hermen Jan van Ree and Juriaan van Meel

28 Legal: Air conditioning legislation 30 Technical: Explaining the new lift regulations 31 How to: buy business travel 32 Careers: stress and how to deal with it 33 Insight: market intelligence

REGULARS 34 37 38 39

24

BIFM news Diary of events People & jobs Appointments

For exclusive online content including blogs, videos and daily news updates

Design for life The changing demands of the workplace

visit fm-world.co.uk FM World Jobs – the best place to find FM career opportunities online COVER IMAGE: Jim Varney

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Have your finger on the pulse of FM Get to the heart of facilities management by joining the BIFM today.

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We provide a fantastic range of benefits, services, and offers for all our members. We enable you to network with your peers and share ideas at a whole range of national, regional and local events.

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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: Cathy Hayward ⁄ news editors: Louisa Roberts and David Arminas ⁄ sub editor: James Richards ⁄ assistant editor: Natalie Li ⁄art director: Mark Parry ⁄ art editor: Daniel Swainsbury ⁄ picture editor: Sam Kesteven

CATHY HAYWARD EDITOR COMMENT

LEADER

ADVERTISING AND MARKETING recruitment sales: 020 7880 6245 display sales: 020 7880 8543 email: sales@fm-world.co.uk display sales executives: Adam Potter (020 7880 8543) and John Nahar (020 7880 6230) ⁄ recruitment sales executive: Stephen Fontana PRODUCTION production manager: Jane Easterman production executive: Aysha Miah PUBLISHING publishing director: Cathy Hayward 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 non-members.

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EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve ⁄Jason Choy, director, Persus⁄ Ismena Clout, energy consultant, powerPerfector ⁄ Nick Cook, managing director, Haywards ⁄ Rob Greenfield, director for health, safety, environmental and quality, Sodexo ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Lionel Prodgers, principal, Agents4FM ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, freelance lecturer and FM author ⁄ Chris Wood, senior associate at Advanced Workplace Associates

Average net circulation 11, 654 (Jul 09 – Jun 10) 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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he novelty factor of being at work after the festive break has worn off. You know you’ve got at least another two to three months of going home in rain, wind and probably snow (not to mention the dark) before either the weather starts to cheer up or you’ve clocked up enough annual leave to take a week away. And on top of that, talk everywhere is of job losses and budget cuts. It’s no wonder that mid-January is the most depressing time of year.

Traditionally, the start of the year was a time when many of us start looking for a new job.

With the idea that the grass must be greener elsewhere, we start polishing up our CVs and our LinkedIn profiles, visiting recruitment consultants and making a real effort to go to industry events to network with our peers (and possibly find out about that unadvertised role).

But it seems that this year is different. Job security is becoming increasingly important to facilities managers and many would prefer to stay in their current roles to ride out the recession (even at the expense of moving to a more challenging, interesting and well-paid job where you take the risk of being subject to a ‘last in first out’ policy if things go wrong).

Facilities professionals would prefer to have any reasonable job at a reasonable salary rather than no job at all. That was the main message from this year’s FM World Salary Survey research, sponsored this year by FM recruiters Catch 22, which is included as a separate supplement with this issue of FM World. While salary remains, unsurprisingly, the key motivator, pay packets have stayed the same this year for more than a third of FMs with those that did receive a pay rise tending to get one of between 1 and 2 per cent – a worsening of the 2009 position and a world away from the generous pay rises reported in the 2007 and 2008 research. There are reasons to be gloomy although the new year does offer the prospect of a fresh start and better times.

But if you were waiting for the first sign of the snowdrops poking through the frozen earth to cheer you up, you may have to think again. Derby Council has announced plans to grass over its award-winning flowerbeds in a bid to save £70,000 on plants and maintenance costs (page 8) and other councils will no doubt follow suit. It’s the 21st century equivalent of bricking up windows to avoid paying taxes – and just as depressing. As FMs we play a key role in motivating the rest of the workforce, especially in tough times. While large-scale and budget-breaking plans might be out of the window for now for many of us, small, low-cost gestures can make a big difference in making people feel a little bit more motivated on a grey January day. Workplace expert Nigel Oseland recommends offering people a free warm drink and a slice of cake or a biscuit after they’ve struggled into the office. “The evolutionary psychs say we like to gather around watering holes,” he says (page 12). A bowl of free fruit at tea points or in workplace kitchens is another idea for those still on new year detoxes, or perhaps, giving out bowls of steaming soup and crusty bread when the weather is really bad – especially if you don’t have a canteen on site, so people don’t have to leave the office and brave the elements.

Even with really small budgets, there are ways to keep spirits up – at least until February. FM

T

“A BOWL OF FREE FRUIT IN WORKPLACE KITCHENS IS AN IDEA FOR THOSE STILL ON NEW YEAR DETOXES”

Tel: 0845 0581356 email: admin@bifm.org.uk web: www.bifm.org.uk

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Crime down as retailers invest more Massive investment in retail crime prevention has meant fewer incidents of shoplifting, although the average value of stolen goods has risen.

Retailers spent more than £210m last year on protecting staff, stock and premises, the British Retail Consortium said – a 10 per cent increase on the previous year.

As a result, less “opportunistic crime” took place, with an 11 per cent reduction in the overall number of offences per 100 outlets compared with the previous year.

“Respondents to the survey indicated that only half of all customer thefts are detected – suggesting almost two million offences in a year across the industry,” the survey said.

The survey shows the total value of goods stolen by customers was £137m. The average value of goods stolen in each incident was £70, up from £45 the previous year. Other costly forms of retail crime were fraud, burglary and staff theft.

In addition, more than 18,000 staff reported suffering verbal or physical abuse.

British Retail Consortium director general Stephen Robertson said: “Faced with soaring retail crime in recent years – boosted by the recession and insufficient action by the police and courts – retailers dug deeper into their own pockets and spent even more on crime prevention measures.”

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“It’s encouraging to see this having a positive impact on the number of shoplifting offences but the cost to retailers still went up.

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Retailers’ extra investment in stopping crime has deterred a lot of opportunist thefts leaving determined, organised thieves who take a greater value of goods each time they steal.

“The investment has also revealed more incidents of staff theft,” Robertson said.

In the report, the BRC recommends “urgent action on the large percentage of penalty notices for disorder that remain unpaid” and “persistent and serious offenders should not be dealt with out-of-court”.

It also wants “robust enforcement of schemes such as restorative justice and community payback where offenders are required to make-good with victims and the community”.

GETTY

SECURITY

Empire State Building buys green energy

Shoplifting incidences fell in 2011

PAC: little alternative to PFI procurement DAVID ARMINAS newsdesk@fm-world.co.uk

Local councils and hospital trusts were told to use the private finance initiative route to build assets even though direct financing may have been cheaper.

Margaret Hodge, the Labour chairman of the Public Accounts Committee in the Commons, said local authorities and health trusts used PFI “because there was no realistic alternative, not because it represented best value for money”, according to a report in The Guardian.

Hodge said there was “no clear and explicit justification and evaluation for the use of PFI in terms of its value for money.

However, we accept that the then government gave the departments

no realistic alternatives to PFI.” “The use of PFI and its alternatives should now be robustly evaluated,” Hodge said.

“Looking back at PFI procurements, the government should also do more to find out where and why PFI works best and capture the lessons.

Departments should also do more to ensure they get the best out of existing PFI contracts.”

Earlier this month, the committee said that the cost of borrowing for projects rose by a

third, or £1bn, in 2009.

Hodge said: “The high interest charges to which PFI projects have been subject to as a result of the credit crisis will be locked in for up to 30 years, even when the project is up and running and posing less of a risk to lenders.”

“The Treasury must reduce these high bank financing costs.”

Business leaders have come out in support of the previous system, stating that the majority of PFI projects have benefitted millions of people.

“Looking back at PFI procurements, the government should also do more to find out where and why PFI works best and capture the lessons” www.fm-world.co.uk

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NEWS

BRIEFS Energy, the building’s managing agents Malkin Holdings said. It will purchase almost 55m kWh of renewable energy each year which will avoid almost 100m lbs of CO2 emissions.

This is the equivalent of nearly every house in New York State turning off all of their lights for a week, or taking approximately 40m fewer cab rides.

“Clean energy and our nearly 40 per cent reduced consumption of watts and BTUs gives us a competitive advantage in attracting the best credit tenants at the best rents,” said Anthony Malkin, president of Malkin Holdings.

Based on its current ratings, the building ranks number 18 at the US Environmental Protection Agency’s Green Power Partnership list. Topping the list is Intel, Kohl’s department store and Whole Foods supermarkets.

The Empire State Building has become New York’s largest commercial purchaser of green energy after signing a deal with a renewable energy supplier.

The 81-year-old 2.85m sq ft building will buy 100 per cent wind power from Green Mountain

No FM pay rise Job security is more important to FMs than ever. That is the overwhelming result from the latest FM World Salary Survey, sponsored by FM recruitment specialist Catch 22.

Economic uncertainty over the past few years has taken its toll on pay and benefits in the sector. Almost half of respondents receiving no bonus this year. A third saw no salary increase, while another third saw a rise of just 1-2 per cent.

As a result, job security has become ever more important to FMs, even at the expense of challenging and interesting work. Over half (57 per cent) agreed that their organisation had a high degree of staff moral and a strong sense of belonging.

More than 500 responses were received from a diverse range of FM professionals. Two-thirds work on the client-side, where FM is managed in house, while the remainder are employed by service providers.

Find your copy of the latest FM World Salary Survey with this issue of the magazine.

HOSPITALS

Make hospitals brighter, says BMA Plants and sunnier rooms will give hospital patients a brighter outlook on their condition, and also relieve deadly boredom, the British Medial Association said.

The NHS should consider views of green spaces as well as activities including bingo, live musical performances and art classes to help patients beat the boredom, depression and social isolation, according to The Guardian.

“Hospitalisation presents specific stresses over and above those associated with illness, ranging from environmental factors such as unfamiliar surroundings to the lack of privacy and independence, and uncertainty about ill-health outcomes,” the report says. “When a patient’s needs are not met it may www.fm-world.co.uk

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affect their emotional state,” the BMA report noted.

Dr. Vivienne Nathanson, the BMA’s head of science and ethics, wants all new NHS facilities to have a more relaxing atmosphere.

This includes gardens, single-sex accommodation and pictures of landscapes on the wall.

Playing lullabies and classical music to premature babies aided their weight gain. Also, cancer patients receiving chemotherapy at London’s Chelsea and Westminster Hospital who viewed art exhibitions had lower levels of anxiety and depression. High-performance ceiling tiles in a coronary criticalcare unit in Sweden helped reduce annoying noise from staff, machines and buzzers.

“Some simple and inexpensive soft, non-clinical things, such as getting more daylight in or encouraging patients to wander around a bit, can help shorten a patient’s time in hospital and reduce their demand for pain relief.

“So there’s clearly a clinical, and potentially financial, justification for the NHS to ask which of these things each unit can do.”

Green butler joins Savoy London’s Savoy hotel has appointed a ‘green’ butler to advise environmentally aware guests on all things sustainable and eco-friendly.

Nicholas Olliver joined the luxury five-star hotel last October when it re-opened after a three-year £220m ‘green’ restoration revamp.

Alongside normal butler duties, Olliver will answer requests on anything from organic menus to the best ecofriendly walks in the area. The plan is to re-train all 21 butlers with green knowledge, said the hotel’s green team manager Debra Patterson.

RMT union unimpressed The RMT union has slammed London Underground management for their note to employees saying lunches are back on the menu, thanks to savings of around £12m. In a circular, Transport Commissioner Peter Hendy tells managers that they have now got a green light to spend money on lunches or refreshments, hotel accommodation, first class post, management consultancy contracts, business cards, newspapers, periodicals and flowers and greetings cards. This is just at the time that the union has exposed plans to leave a third of tube stations unstaffed and just at the point that station security alerts have been upgraded to severe, the RMT said.

Bsria’s new carbon guide Bsria has launched a new guide on accounting for embodied carbon in construction.

The guide, produced in conjunction with the University of Bath, supports the idea that whole-life carbon appraisals should be built into feasibility studies.

Embodied Carbon; The Inventory of Carbon and Energy includes case studies which demonstrate how embodied costs can be calculated and enable informed choices about building materials.

Clarification: Issue 18 In the 30 September 2010 issue of FM World, a picture of a Merlin Gerin MHI1254 FP was pictured alongside an article about investigating electrical damage. Schneider Electric would like to clarify that the feature related to an installation issue not a fault with the product shown in the picture. We are happy to set the record straight.

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PROJECT OF THE

FORTNIGHT MORE NEWS IN BRIEF

Commercial laundry sector all in a spin Record high raw cotton prices and increasing energy costs are threatening the future of the UK’s commercial laundry sector, the Textile Services Association says.

Laundry suppliers and their clients need to be more innovative and think about long-term relationships rather than short-term gains, the TSA said.

Commercial laundry firms that, on behalf of hospitality industry clients, buy, clean and replace laundry, are being squeezed by rising cotton and energy prices on one side and client demands for lower prices on the other.

Operational costs of the big users of commercial laundries that rely on a supply of cotton-rich essentials like bed sheets, towels and tablecloths, could suffer in the long run. Their choice of suppliers could be cut as commercial laundry firms go to the wall, according to the TSA’s 15-page report Cotton crisis: A grave challenge for commercial linen users.

Commercial property market on the up Rental values in London rocketed in 2010 and demand for grade A space far outstripped supply despite a gloomy Q4 which ended with a sharp fall in take-up of offices across central London markets and little movement in rents. That’s according to the latest research from Capita Symonds.

The buoyancy of the central London office sector also contrasts starkly with the picture elsewhere in the country – particularly the north – where little new development is evident and rents generally remain stagnant. “This year we would expect to see central London really sitting at odds with the rest of the UK,” added Dornford. “While most office markets will continue to struggle, tenants in the capital will bemoan the lack of available stock and increases in the costs of occupation, although there will be further new development starts, something that is pretty much unheard of elsewhere in the country.”

2,000 jobs to go at Manchester City Council

New London home mixes past and future FTSE100 chemicals company Johnson Matthey had been based in Hatton Garden, in London, since 1817 and until recently had occupied five floors of cellular offices in a single building.

But despite its history, the company had outgrown its original site and moved into new nearby headquarters in a project overseen by Ranne Creative Interiors.

Ranne calls the design of the new building “transitional” – which meant encompassing modern products and working practices with traditional colours and finishes.

Managing director of Ranne, Roy Parrish, said that some staff were resistant to the idea of moving from cellular to open-plan workspace, so they were taken to see KPMG and Aviva offices, that had gone through a similar process.

“This was an emotional move as much as a physical one,” said Parrish.

“So we designed a contemporary look with a traditional feel as you enter reception and as you move around the office it becomes much more modern in appearance.”

The new headquarters include a catering kitchen, showers, flexible boardroom, client and staff dining areas, a corporate reception space, high density filing, hot desks and space for more than 70 open plan workstations.

The total spend on the 14,464 sq ft project was £1m and was completed in nine weeks, after the original 14-week programme was cut back.

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Manchester City Council will cut 2,000 jobs as it aims to make cost savings imposed by the government’s comprehensive spending review.

The council, which is one of the five worst hit councils in the country, has been told to make £110m savings over the next year – £60m more than was expected. The cuts will reduce council staff numbers by 17 per cent.

In a statement, the council said that it has pledged to avoid compulsory redundancies and has proposed a voluntary redundancy and early retirement package. Staff have until March to respond. It is unclear at this stage which support services will be most badly hit.

Public service trade union Unison said the government was to blame for the “tragic loss” of 2,000 jobs.

Derby council to cut flowers and save costs Derby City Council is planning to grass over its award-winning flowerbeds in a bid to save hundreds of thousands of pounds from its budget.

By reducing the number of city centre flowerbeds by 40 per cent, the council could save £70,000 on plants and maintenance costs, a report from the Derby Telegraph stated. A further £100,000 could be saved by closing the city’s municipal glasshouses, in which plants for the city’s borders, hanging baskets and flower displays are grown.

This would mean the loss of four permanent staff, as well as other temporary positions. One worker at the Markeaton Park glasshouses, said the buildings should be saved and made more efficient and profitable.

“They could be opened up to the public, we could get social services involved and use them for some activities for people. Heating costs are high but I think there are things that could be done to bring those costs down and make it more profitable again.” www.fm-world.co.uk

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FM 100 POLL

WE ASKED 100 FMS…

No 78%

Have the water problems in Northern Ireland made you review your business risk management plans or have you advised your clients to do so?

Water problems in Northern Ireland were a New Year’s message for a minority of FMs to review their risk management strategies, although most felt no need.

Around 80 per cent of respondents to the FM 100 poll said the Northern Ireland situation did not make them review their own organisation’s business risk management plans or advise their clients to review theirs.

Residents and businesses faced major water shortages and disruptions due to frozen water breaking open mains pipes.

“Heads will have to roll for this,” Glyn Roberts from the Northern Ireland Independent Retail Trade Association said.

In the end, it was Laurence MacKenzie, head of the chief executive of Northern Ireland’s water board.

One respondent said they conducted a review because it is “always best to be on the safe side”.

But the Northern Ireland situation did not galvanise the majority of respondents, as they did regular reviews anyway.

Yes 22%

“Existing plans already have this sort of incident factored in,” one Whitehall FM said.

Another added “plans are frequently reviewed.”

But woe betide the FM who hasn’t done one, said a respondent.

“Our risk register is regularly reviewed and incidents like this

just serve as reminders to those responsible for particular areas to ensure they have checked their particular entries,” he said.

“As Murphy’s Law states, when any disaster strikes, it will always be in an area you hadn’t even thought of, let alone one where you have put a plan in place to cope with it.”

Want to be at the cutting edge of FM? Then get involved in the BIFM

Want to get involved in the BIFM? Then look sharp and contact us.

As the representative body for facilities management, we’re already the cutting edge of the industry. But as a member (or potential member), you might like to get your teeth into what we do and be a more active participant. It’s a fantastic opportunity to help shape

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the future of our business – from the business end. Whether you’d like to simply attend a regional meeting and the national conference, organise an event, join a committee, become a mentor or sharpen your vocal or literary skills by being a key speaker or writing

in FM World, we’d love to hear from you. Because to help everyone in the industry make the most of it, we need all the useful tools we can get our hands on. So why not get involved and get more out of FM – for yourself and everyone else.

T: 0845 058 1358 E: membership@bifm.org.uk www.bifm.org.uk

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ANALYSIS

Opportunities lie amid 2011 reform storm GRAEME DAVIES newsdesk@fm-world.co.uk

The pace of the Coalition government’s programme of reforms is picking up fast with 2011 promising to be a landmark year.

With an imperative to get the pain and protest out of the way as early as possible in the parliamentary term, the government’s reforming zeal is now ramping up fast.

With the harshest cuts scheduled to kick in from April onwards, departments across Whitehall and virtually every local authority are sharpening the knives. In recent days, we have seen Manchester City Council announce 2,000 job losses, more than originally expected after the government “front-loaded” their local government grant cuts. This is likely to be the first of many high profile job cuts across local government in the months leading up to the financial year end.

But what does this herald for FMs, who are among local governments’ biggest suppliers of services and, by proxy, staff?

Well, the classic way of saving money but trying to protect some element of services is to outsource them to private sector providers who may be able to execute them more efficiently.

Admittedly, this does lead to some job losses but it can also lead to private sector job creation. In particular in back office services such as accounting and administration, private sector providers have already made significant inroads into local government and can expect to gain 10 | 27 JANUARY 2011 | FM WORLD

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more ground in the years to come.

This should benefit the bigger players such as Serco and Capita who are in dominant positions in the market.

And indeed with infrastructure and public works spending expected to come under the most pressure budget-wise, we could also see opportunities for FMs who specialise in maintenance and the upkeep of public sector buildings.

Away from the local authorities, this year also heralds major changes in the monster departments of

education and health. The pace of change is most marked in the education sector, where the first “Free Schools” are expected to welcome pupils from this September, less than 18 months after the Coalition took power.

The numbers will be small at first but such schools will have more freedom with budgets and will be more likely to fully embrace private sector service providers.

But it is in health that the most far reaching and fundamental reforms loom. Recent pronouncements by David Cameron confirmed plans to effectively turn health service procurement on its head by placing it in the hands of GPs and hospitals rather than Primary Care Trusts. The scope for upheaval as this change is made is huge, but the scope for long-term private sector involvement in the health service is correspondingly huge. Previous governments have

promised root and branch reform of the health service but none has gone as far as ripping the tree up and supplanting it with an entirely new system. In the short term, service providers to the NHS will be wracked with uncertainty, but those with specialist skills in providing services to the health industry could be long-term beneficiaries, although it could get bumpy along the way and localised procurement is likely to lead to smaller contracts, but more of them.

In that respect, the government may be on the right track to get the public sector to use more small-to-medium-size firms. This is something that only last November the Cabinet Office reiterated when it said it would work with departments to ensure 25 per cent of their procurement is directed toward SMEs. Graeme Davies writes for Investors Chronicle

Contract wins

NEW BUSINESS INVIRON has won a contract to maintain the estate of the British Film Institute, their Southbank offices and nearby Imax cinema in London, National Archive in Hertfordshire and film vaults in Warwickshire.

Media for the 36-acre MediaCityUK site in Salford Quays. Rentokil will cover all areas including BBC buildings and communal areas on the 36-acre site developed by Peel Media.

EIC is to provide M&E services for the £35m Mary Rose Museum project at Portsmouth Historic Dockyard to install heating, ventilation and humidity systems and controls. The museum is being built around the hull of the Mary Rose, the 500-year old ship undergoing delicate conservation since being raised from the mouth of the Solent in 1982.

GALLIFORD TRY Facilities Management will provide services for 10 years for the Orkney Islands Council’s £57m schools construction and investment programme. Galliford Try’s Morrison Construction business, based in Uxbridge, was selected as preferred bidder for the project to build a grammar school, arts theatre and halls of residence at one site.

RENTOKIL Pest Control has been awarded a 12-month contract by Peel

SUTTON GROUP FM has won the M&E contract at St. Enoch Centre, a

major Glasgow shopping centre which recently underwent a £150m revamp.

CATERING ACADEMY has won a fiveyear, £5m contract with contact centre business HEROtsc to develop eight sites across the UK. Catering Academy will service one site in Warrington, one in Rotherham and six in Scotland.

ISS FACILITY SERVICES DEFENCE will provide catering, retail and leisure services at 15 RAF locations. The seven-year deal has ISS providing services at officers’, sergeants’ and junior ranks’ messes as well as cafés, bars and Spar retail shops.

The company also will provide RAF in-flight catering and services at other RAF facilities.

STRAND extended its cleaning contract at the Wellcome Trust’s site in Euston. It is responsible for cleaning the windows at the trust’s London head office and also cleaning of the galleries, events and exhibit spaces and meet rooms at the Wellcome Collection public building. www.fm-world.co.uk

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Support services “had a good year” at infrastructure-to-FM group Balfour Beatty with “substantial new wins”, a trading update said.

But a slow start to many major asset management plans within water utilities sector companies means support services revenue have been less than hoped for.

Even so, overall trading performance for the year “continues to be consistent with our expectations” and “our highquality order book of £15bn reflects the strength of our technical expertise, increasing

Balfour Beatty support services is buoyant after winning several new contracts

Mitie launches ‘ideas’ fund

NEWSCAST

Good year for Balfour support services

BUSINESS BRIEFS

local coverage and ability to provide integrated solutions.”

But construction continues to be slow to recover, and revenue has been affected a decline in the US market. Hong Kong remains buoyant, though.

Balfour’s cash position remains strong, the trading statement said, with average cash in the second half of the year exceeding £400m compared to £342m for the same period in 2009.

“Balfour Beatty is strategically well-placed in major markets to benefit from the long-term

growth in global infrastructure spending. The group’s order book, its capabilities across the infrastructure lifecycle and its operations in diverse markets and geographies give the business strength and resilience.”

The update comes in advance of its results for 2010, to be announced on 3 March.

Last November, Balfour Beatty acquired parts of financially troubled Rok’s affordable housing and general construction business for £7m.

Expectations met, says Johnson Johnson Service Group said that its year-end trading results are likely to be in line with management expectations, despite challenging trading conditions.

SGP has now successfully completed on seven of the eight acquisitions of the PFI contracts from Jarvis, in administration. The eighth contract, with estimated annual revenue of £0.6m is now unlikely to be acquired and will cease to be operated under license in the near future. The acquired contracts have performed in line with management’s expectations.

“Overall, SGP, including the acquisitions, has performed in line with our expectations in the second half,” a trading update said.

Johnson Service Group’s dry cleaning business was affected by severe weather at the start www.fm-world.co.uk

10-11_FM Business.indd 11

and end of 2010, reducing profitability in the first half of the year by £600,000, and in the second half by £1m.

The group said that despite these shortfalls, the full impact of closing loss-making stores and reducing central overheads should be seen during 2011.

The group’s textile rental businesses – Johnsons Apparelmaster and Stalbridge performed ahead of management’s

expectations, with a one-off benefit of £0.7m of operating profit, resulting in extra trading days during 2010, which was a 53-week trading year.

Group net debt by the end of the year is expected to have reduced to around £60m and the group said it expected debt to reduce even further during the year.

Full results for the year-end 31 December 2010 will be announced on 8 March.

OPERATING SUMMARY (£M) Revenue Revenue excluding costs recharged to customers Operating profit/(loss) Adjusted operating profit Profit/(loss) before taxation Adjusted profit before taxation

2005 320.5 252.1

2006 313.8 263.5

2007 305.2 264.1

2008 252.3 242.6

2009 236.4 229.3

26.9 25.6 18.7 17.4

13.1 21.4 4.0 12.2

(33.3) 17.2 (47.6) 6.3

5.0 16.9 (6.8) 6.0

26.3 17.5 20.6 12.2

Mitie has launched a £10m fund to back management teams with innovative ideas for starting mutually owned businesses in the UK. The entrepreneurial programme is targeted at teams with public sector experience and innovative business ideas to support the government’s focus on efficiency and deficit reduction.

Management teams take an equity stake in a business “which they are motivated to grow over a five to ten-year period and is eventually acquired by Mitie in full”.

Lancaster owners return The previous owners of Lancaster Office Cleaning have returned to the industry with the launch of City West Support Services. The Lancaster family, which owned the largest family cleaning business in the UK, employed 4,500 staff and reported a turnover of £52m before selling the business to Rentokil Initial in 2007. Clients included RBS, Bank of America, Deutsche Bank, Merrill Lynch, Lehman Bros and the London Eye.

CPL Interiors folds Midlands-based commercial fitout business CPL Interiors has gone into administration, laying off the 65 employees. Insolvency practitioners K. J. Watkin and Co. has been appointed for CPL which has a £21m turnover and four divisions: interior fit-out and refurbishment, motor-trade fit-out, new-build and furniture solutions.

Interserve end 2010 on high Interserve reported a strong performance in the second half of 2010, compared to the first six months of the year, despite government cutbacks. It secured over £1.5bn of work in 2010, contributing to a future workload of more than £5bn, of which around £1.5bn relates to 2011.

FM WORLD | 27 JANUARY 2011 | 11

20/1/11 16:32:56

FM OPINION THE DIARY COLUMN DAVID WALKER

David Walker is facilities project manager at Northumbrian Water

“ATTENTION TO DETAIL IS VITAL AND CAN GET LOST WHEN YOU HAVE MANY OTHER THINGS TO CONSIDER” DESIG N F OR LIFE

ontributing to the overall look of the C office is a key part of an FM’s role.

Creating the right look and feel is vital but have you considered seemingly minor details like whether carpet colourings comply with regulations?

One of the responsibilities of my job is to design new office layouts and refurbishments, sometimes without the help of an architect. While I’m not by stretch of the imagination, saying I am an expert in this field, it does give me an opportunity to contribute to the future of our buildings and how they look.

Any design I come up with does of course have to pass by the senior management team to ensure they are happy with what I am proposing.

A recent incident, however, taught me a lesson and a reminder that you always need to consider the bigger picture and consider all aspects of the project.

During the last refurbishment we chose, well I chose, a carpet which was passed to the office users for comment before I selected it for the open plan office areas; the carpet selection was based on various criteria and when laid looked rather good, if I do say so myself, and the comments from the office users on

its appearance confirmed that.

However the carpet was basically black in colour and it was only when I came to the staircase that the problem became apparent.

To comply with the Building Regulations 2000 approved document M, Access to and the use of buildings, and BS8300:2009 you have to achieve colour contrast to surrounding floor coverings.

The staircase was to be covered in the same carpet as the rest of the open plan office however, the stair edgings on the stair which are there to both protect the carpet and safeguard the user have to be a different colour. No problem there, except each floor covering has a unique reference for light reflectance/colour contrast (LRV) and there has to be a difference of 37 points between the surfaces which butt against each other.

Therefore as I had chosen a black carpet it left me with only four colours for my edgings: buttercup (yellow), snowdrift (white), sky (blue/grey), and duckegg (even worse blue grey) and while I am no interior designer these colours did not fit with the rest of the office. I can assure you it was I who felt the duckegg.

For me, the lesson learned was that while I was happy with overall look of the office, ignoring what seemed like a minor point at the start led to me having to compromise on a part of the design which, in the end, gave me a finish I was not impressed with but did comply.

Attention to detail is vital and can get lost when you have many other things to consider during a refurbishment.

Bye for now. FM

BEST OF THE WEB The latest views, comments and reaction across the web

1⁄

Adrian McNeece: Our clients evidence shows biggest impediment to #flexibleworking in UK #workplace is a gap in management understanding http://bit. ly/gYOLjX

2⁄

Archifreelance: who says there is no mobility in recession?

LinkedIn told me 70 of my connections changed jobs last year.

12 | 27 JANUARY 2011 | FM WORLD

Opinion.indd 16

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5⁄

Paul Carder: The Taking Care of Business campaign will help and encourage employers to become more open about job stress… http://alturl.com/ zffuc

Richard Byatt Sustainability IS a differentiator, says Paul Harrington of PWC at #Corenet predictions breakfast this morning.

More to follow on #BIFM blog

4⁄

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Less_En Building energy efficiency is a dilemma we all face – how do we make it a priority to save energy? less-en.org/?page=Blog&art <http://t.co/oOhq9fX>

Steve Bagshaw: Anybody seen the new UPS advert which features a song “That’s Logistics” to the tune of “That’s Amore”? youtube/mRAHa_Po0Kg

7⁄

Nigel Oseland The evolutionary psychs say we like to gather around watering holes. http://twitter.com/ oseland

8⁄

Network with BIFM Neil Tilley: Charity starts in my pocket at work!”

We all give something to charity in many different ways willingly, unknowingly, unwittedly and in to the wrong hands as well as

to the right! But what of looking after our own pocket and cutting it some slack? We go to work for a fair days pay and whilst at work we need to eat, drink, smoke, relax and still get shopping for home. We do it in different ways too.

Those with tupperware boxes for food brought in then there are those that think nothing of spending £3 on a cup of coffee.

www.fm-world.co.uk

20/1/11 16:54:22

You can follow us at twitter.com/FM_World and cathy_fm_world facebook/fmworldmagazine

BEST OF THE

FMWORLD BLOGS

FIVE MINUTES WITH

1⁄

NAME: Charles Sinton JOB TITLE: Commercial director COMPANY: Rollright Facilities

Great fires of London

Louisa Roberts/news editor, FM World I received a top-secret tip off at work today: there would be a fire drill at some point during the morning. I’m not usually privy to such information, I can’t recall a time when I’ve known an alarm was coming before, and I must admit I felt slightly annoyed in advance (the alarm was set to coincide with a deadline). As predicted, the alarm went off and everyone in the office dutifully filed out into the rain. Some of us would have been on a deadline, others would have been happy to leave their desks for a few minutes, while the smokers would have been happier still, no doubt.

2⁄

Universities. What do we do?

Michael Pitt/professor of FM Innovation at UCL 2010 was a year of change for the UCL Bartlett Facility & Environmental Management (FEM) team which I joined in September. We recently started delivering our MSc FEM course in Singapore as well as London in a mixed delivery mode (part taught face-to-face, part taught by Skype, and part directed learning). The course is sponsored by the Building Construction Authority Singapore and the project has been led from inception to delivery at UCL by my colleague Professor Alexi Marmot. This has been well received to date and it means that we are able to bring a truly international dimension into FM education. It does, however, involve a lot of travel for the staff which is not without its challenges.

When I joined Rollright eight years ago there were only 25 people in the company – I’ve seen it grow to 225 people.

Working with prospective clients, making change, identifying improvements and staying with the client through implementation to ongoing service are the most rewarding aspects of this role.

After graduating with a degree in politics from Durham University, I was interested in being entrepreneurial and working in an industry that was people-focused.

Recruiting the best talent remains a great challenge. It is paramount that the industry raises its game by providing structured career training to drive FM into the boardroom.

One of the proudest moments in my career was when one of our graduates, who I mentored, Andrew Hulbert, won the FMA Young Manager of the Year 2010 award.

I believe the FM industry has a way to go.

People often believe the industry is purely operational.

3⁄

Dealing with a bullying colleague

John Bowen/chair of BIFM’s Procurement Sig This week I have had a lengthy conversation in which I’ve been taken to task a bit on the subject of those who are stuck in a situation that they can’t get out of. The example given is one whereby you are working with someone that you not only don’t like, but cannot trust; someone who is actively working against you. How can you deal with that situation when the only way out would seem to be to walk away and, in these times, you need that job? So we talked it through and came up with someone having to work with a colleague who was trying to undermine them at every step, belittling them to others, going behind their back, telling tales and lies.

Studying an MSc in Facility and Environment Management at UCL eats into my weekends but, with another 18 months to go, it will be worth it.

Like many businesses in the current climate, proving the value of your business and managing rising energy costs for our clients is becoming important.

The FM industry is crying out for more talented and committed individuals who have been professionally educated and who have a commitment to health and safety.

Interview: Natalie Li

www.fm-world.co.uk

Opinion.indd 17

FM WORLD | 27 JANUARY 2011 | 13

20/1/11 16:54:59

FM FEATURE CASE STUDY CATHY HAYWARD

ARCHITECT: TERRY FARRELL AND PARTNERS CONSERVATION ARCHITECT: PURVES ASH STRUCTURAL ENGINEER: WSP QUANTITY SURVEYOR: RIDGE PROJECT MANAGER AND PLANNING SUPERVISOR: TURNER AND TOWNSEND MAIN CONTRACTOR: KIER NORTHERN CATERING AND CORPORATE HOSPITALITY: SODEXO CLEANING AND MAINTENANCE: UNIVERSITY OF NEWCASTLE COST OF NEW BUILD EXTENSION, REFURBISHMENT OF EXISTING BUILDING AND FIT-OUT OF DISCOVERY MUSEUM: £26M VISITORS WHO CAME TO THE MUSEUM IN ITS FIRST YEAR COMPARED TO 78,000 OVER THE 12 MONTHS BEFORE IT WAS REFURBISHED: 852,000 THE COST OF THE NEW ROOF: £6.7M % OF THE BUILDING IS FOR PUBLIC USE: 95% LCD SCREENS ACROSS THE SITE: 13

THE GREAT EXHIBITION Opening its doors in May 2009, the Great North Museum in Newcastle attracted 850,000 visitors in its first year. On the site of the iconic Hatton gallery, the new collection houses everything from Ancient Greek artefacts to pre-historic relics

Photography: Jim Varney 14 | 27 JANUARY 2011 | FM WORLD

16-19_Museum.indd 14

M World’s visit to the Great North Museum got off to a tricky start last autumn when, on arriving at Newcastle station and asking the taxi driver for the museum, we were met with a furrowed brow and a puzzled expression. After much pointing at maps and explanation, it turns out that the museum was renamed in May 2009 – from the Hancock Museum – and no-one told the cabbies.

The Great North Museum is just the latest name for the collections, which were started by Marmaduke Tunstall in 1780, purchased by the Literary and Philosophical Society in 1793 before the current site was constructed in 1884 and it became the Newcastle Museum, and later the Hancock. It now houses

F

collections from the Hancock, Newcastle University’s Museum of Antiquities, the Shefton Museum and the Hatton Gallery.

Its most recent change has also been its most significant. By the mid-noughties the building and its facilities were looking tired, access was difficult for wheelchair users, parents with buggies or anyone who found steep steps hard to climb; the glass roof was over 100 years old and constantly leaked, and needed repair and the original heating system could no longer provide the sort of environment the collections required.

The other buildings which moved their collections to the Great North Museum as part of the project, also faced similar challenges. The Museum of Antiquities, the only www.fm-world.co.uk

20/1/11 12:46:29

GREAT NORTH MUSEUM

A new roof was a key part of the £26m part lottery-funded refurbishment

museum which interprets the whole history of Hadrian’s Wall, was small and inaccessible and had no education space for working with schools and other groups.

The Shefton Museum was an under-used resource due to the location of the museum within the university campus and its small size. Meanwhile the Hatton Gallery, while not relocating physically, became part of the Great North Museum to benefit from the profile and improved resources.

The decision was taken to refurbish, extend and reorganise the Great North Museum, improving facilities and bringing the collections under one roof.

The museum team spent months packing up the exhibits for storage or finding new, temporary homes, www.fm-world.co.uk

16-19_Museum.indd 15

before the construction team came onto the site in October 2006. The Hancock’s Land of the Pharaohs display was displayed at Segedunum Roman Fort in Wallsend and the live animals re-housed in a mini-zoo at South Shields Museum. All went fairly smoothly apart from a T-Rex’s tooth mysteriously disappearing.

The £26m project, which was funded by a lottery grant, One North East and local businesses such as Northumbrian Water and Northern Rock, saw the Grade 2* listed building transformed over three years from a dark, dingy, cellular museum into a light, airy, accessible and flexible space. A new three-storey modern extension to the rear houses an enormous 5,167sq ft special exhibitions room,

a library, a café, archives, and education and meeting rooms.

What is most remarkable is the fluidity of the new space. The Great North Museum lies at one end of a proposed promenade, termed the Geordie Ramblas, that will eventually link the cultural quarter with the magnificent Millennium Bridge, two miles away.

It is possible to walk from the Millennium Bridge to the door of the Great North Museum, straight through the building (skirting the interactive scale model of Hadrian’s Wall) and out through the modern extension into the university plaza where students sit around reading in the sunshine.

What were previously small, individual galleries have been opened up to create three big

galleries with pitched roofs, beyond the reception flanked by perimeter corridors with staircases in each corner. Side galleries, which were previously used as store rooms, have also been opened up to public use to create what should feel like an enormous space. But the sheer quantity of objects on display (around 3,500 at last count) together with the popularity of the museum which has seen 852,000 people in the first year (compared to 78,000 in the final 12 months before closure) means that the museum retains a relaxed, informal and inviting feel.

The first thing the visitor sees as they walk through the door is the living planet gallery, an enormous floor-to-ceiling display that is choreographed with light and sound. Highlights include a full size model of an elephant, a great white shark, a polar bear, a giraffe and moa skeleton. Live animal tanks and aquaria (which are controlled remotely) are integrated with the display together with touch screen technology for the iPod generation.

In another gallery (each is themed) there are spectacular objects from Ancient Greece and mummies from Ancient Egypt and a life-size model of a T-Rex dinosaur skeleton.

There is a massive wow-factor as you walk into the building, says Danny Baker, the museum services manager. “We try to keep FM WORLD | 27 JANUARY 2011 | 15

20/1/11 12:47:24

FM FEATURE CASE STUDY CATHY HAYWARD

Danny Baker, museum services manager

“WE ASKED THE BRITISH MUSEUM WHAT IS THE BIGGEST THING WE WOULD EXPECT TO EXHIBIT AND THEY SAID AN ADULT DIPLODOCUS” the displays open and to keep it as accessible as possible which gives us a big open-plan feel.” But that’s not always possible. The original taxidermy, for example, needs to be kept in climate-controlled cases while the new taxidermy is ethically-sourced – the stags for example are procured as part of the annual cull. More than 200 specimens were created for the refurbishment and these are kept outside cases. In the second-floor library, very rare books are kept in climate controlled conditions (45-50 per cent humidity and 18-19 degrees Celsius) and are not allowed out of the premises. There are also some nice local touches: people involved in the project were dressed in historical costume and photographed for some of the exhibits.

“It’s not often you get the opportunity to rip out a muchloved icon,” says Steve McLean, senior manager at the museum who was the project manager. McLean is proudest of the building’s new roof. “I used to look up and pretend the roof was exotic Italian marble but it wasn’t. It was filthy and it constantly leaked.” What was once a glazed roof, is now solid and fully insulated. A deck has been built underneath so a proper attic space was created. But McLean’s roofing issues are not completely resolved.

Elsewhere, the self-cleaning glass doesn’t work as the angle is not right – it was covered in grime and leaves when FM World visited.

As a listed structure, much of the refurbishment was more about conservation than construction.

The stone external facades were repaired and the existing doors

and windows carefully refurbished.

Frustratingly, the team were not allowed to remove the external front doors. “They are very draughty and make the front area cold in winter,” says Baker.

Traditional lime-based plasters were used internally together with original paint mixed with horse hair. The original flooring was carefully removed and replaces, stored and replaced in the refurbished building.

The modern extension has provided a valuable room-hire income. The ground floor has two Clore learning rooms, with interactive whiteboards and data projection facilities, which can be opened up into a bigger room. The larger room (where the BIFM northeast branch held a meeting late last year) opens onto a patio with raised pond and planting (and some

TIMELINE: GREAT NORTH MUSEUM: HANCOCK

1780 Marmaduke

Marmaduke Tunstall

Tunstall begins collecting ethnographic and natural history material from all over the world.

He later brought his ‘museum’ from London to North Yorkshire

16 | 27 JANUARY 2011 | FM WORLD

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1791 After Tunstall’s death, his collection is purchased by George Allan of Darlington 1793 the Literary and Philosophical Society of Newcastle is founded, and forms a small museum.

1823 The ‘Lit and Phil’ acquires Allan’s collection

1829 the Natural History Society of Northumberland, Durham and Newcastle upon Tyne (now the Natural History Society

of Northumbria) is founded as an offshoot of the ‘Lit and Phil’ and displays the natural sciences collections in a new museum, opened in 1834.

1884 The museum’s collections outgrow this

building and the new ‘Newcastle Museum’ is opened on its present site

1890 the well-known North East naturalist John Hancock, who had been instrumental in the campaign for setting

www.fm-world.co.uk

20/1/11 12:48:41

GREAT NORTH MUSEUM

rather convincing fake grass). On the first floor the special exhibitions space, which can be divided into two areas, is used for a range of events from dinners and receptions to conferences and training when not in use for exhibitions. When FM World visited, the Great North Run exhibition was in the process of being taken down.

Like the rest of the building, the room is eminently flexible.

It can become a dark box (for exhibitions) with the huge floorto-ceiling windows shuttered; or it can become a light, airy facility for dinners and receptions. The front window opens up completely to allow large objects to be craned in. “We asked the British Museum what is the biggest thing we would expect to exhibit and they said an adult diplodocus. So the window would fit that,” says McLean.

up the new museum, dies. The museum is re-named the Hancock Museum in his honour

the university agrees to care for the building and collections

1992 the university 1959 the Natural History Society enters into an agreement with the University of Newcastle under which

www.fm-world.co.uk

16-19_Museum.indd 17

contracts Tyne & Wear Museums (TWM) to manage the museum under a Service Level Agreement

23 April 2006

18 April 2008

The Hancock Museum closes its doors to the public to begin its transformation into the Great North Museum: Hancock.

The Shefton Museum, which has a small but widely recognised collection of artefacts from the Ancient Greek world, closes its doors to the public

April 2007 Construction work starts

19 April 2008

The special exhibitions room is the museum’s only fully air-conditioned space. “The rest of the building is too old and leaky for air con,” says Baker. Instead it operates a forced ventilation system.

The end result is a far more practical building from a facilities perspective, says McLean. Now objects are fed from the loading bay, straight into the goods lift and to the store, never leaving secure areas.

The visitor experience is also seamless. The famous grand Hancock façade, so familiar to the people of the north-east, is little changed. The real transformation is inside, but there too is a sense of continuity. Walking from the old part of the building to the new extension, the change is hardly noticeable and the two co-exist in harmony.

The Museum of Antiquities, the principal museum of archaeology in north east England, closes

23 May 2009 The new Great North Museum: Hancock reopens its doors

The Great North Museum: Hancock today

FM WORLD | 27 JANUARY 2011 | 17

20/1/11 12:51:44

FM FEATURE WASHROOM IAN BOUGHTON

The Loo of the Year awards 2010 celebrated the best in corporate washrooms in terms of hygiene and technology, writes Ian Boughton

here have always been issues with corporate loo management. One is that the subject arouses a certain snigger-factor in managers and employees. Possibly as a result, the subject is often not taken seriously by facilities managers in terms of specification and provision.

From a design point of view, many would agree that the washroom has always been left to the apprentice draughtsman because partners in design consultancies believe that ‘toilets don’t win awards.’

T

18 | 27 JANUARY 2011 | FM WORLD

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And yet, some businesses do see the value of the washroom. Major retailers and pubs had their profit margins in mind when they began to open up their loos to the walk-in public, since they knew that getting people through the door was the first step in making a sale. It is no surprise that the JD Wetherspoon pub chain, which has a policy of keeping people on its premises for as long as possible, is the Loo of the Year champion, and over a hundred of its pubs won certificates in the 2010 awards. Similarly, McDonald’s maintains that the investment of a

ALAMY/GETTY

ROLL OF HONOUR small fortune in entry fees is worth it to be able to display winning certificates in so many sites.

The same principle applies to the corporate office, where the washroom acts as a reputationbuilder. In a pub, many customers walk into the loo before ordering food and if they are dissatisfied with the state of cleanliness of the washroom, they won’t eat there. If the loo in a corporate building is below expectations, a potential customer may decide not to do business there, and a good potential employee may walk away. www.fm-world.co.uk

20/1/11 12:55:47

INDUSTRY AWARDS

THE LOO OF THE YEAR AWARDS

Raising the standard of away-from-home washrooms

2010 RESULTS:

he Loo of the Year awards were formed in 1987 to put a spotlight on away-from-home toilets throughout the UK. The awards are run by the British Toilet Association, which has produced an ‘away from home toilet charter’, which is now used as a benchmark by some cleaning contractors in their tendering. Nominations are already open for the 2011 awards, for which judging will take place between April and September.

The judging is supposed to be anonymous,

TOP OFFICE WINNER (ENGLAND)

T

A touch of class However, for those who really want to make a corporate impact, the loo now offers the next big thing in image; touch-less technology exists which has paved the way for a washroom requiring little or no hand contact with the facilities.

In a corporate office, the loo is a big factor in ‘making a company statement’, confirms Mike Bone, managing director at the Loo of the Year awards. “The two big imagemakers in the corporate office are the canteen and the toilets.

If a customer is on your premises and discovers grotty toilets, what does it say? It suggests that your general company management isn’t very reliable.“ Bone believes that entering the awards is a sign that mangers are taking the subject seriously. “We know that FMs who enter our awards are aware of this,” he says.

“It’s the ones who don’t enter that we worry about, because it is very true that many workplace toilets really should be demolished.”

Trends from 2010 For building managers, the Loo of the Year awards provide clues to best-practice and coming technology. The judges of the 2010 awards reported an increase www.fm-world.co.uk

018-020_LoooftheYear.indd 19

and carried out by mystery-shopper visitors who are all former senior executives from the sanitary industries. However, tightened security arrangements at many corporate buildings now make unannounced judging extremely awkward.

One corporate winner is reported to have only realised they were being judged when their security team saw a man holding a clipboard coming out of the ladies’ loo. Fortunately, the company won a high award.

in eco-technologies such as sensor taps, which help overcome the problem of passing bacteria via touch, and reduce water usage.

They also saw more washrooms featuring solar panels for water heating, and ‘sun pipes’ or ‘suncatchers’, which typically sit in ceilings and roofs, and enhance natural light, while often also act as ventilators.

One major technology which the judges saw in some entries is still virtually unknown in the general corporate world is the ‘low-water’ or ‘waterless’ toilet.

“Water-flushing systems in urinals are usually operated by timing devices,” explains Mike Bone.

“In a low-water flush, the urine passes through a device which fixes into the outlet and stops odours coming back. The big advantage is reduced water consumption, which in large corporate buildings, factories, or airports, is a major cost.

“We may have several hundred clients using them in Canary Wharf, but many corporate managers still seem unaware of the system,” confirms David White, technical and operations manager of Gentworks, a pioneer in the sector.

“One advantage is that taking away the water element of the flush actually does prevent some

Kingston Resource & Development Centre

(SCOTLAND) Archive Centre, Inverness

(WALES) Remploy in Cardiff

Making a splash: Touch-less technology in the washroom

blockages from salts and minerals which usually occur further down the pipes. The most obvious advantage of a low-water system is that on a urinal that flushes three or four times an hour, you could achieve a saving of £50-60 per urinal per year. On a waterless system, you could save maybe £120 per urinal, per year.”

The movement towards the greener washroom is increasing, says Paul Mather of PVM. He argues that corporate buyers who are enthusiastic about many other sustainable projects can still miss FM WORLD | 27 JANUARY 2011 | 19

20/1/11 12:56:43

FM FEATURE WASHROOM IAN BOUGHTON

“COMPLETE TOUCH-FREE OPERATION MEANS THE DOOR OPENS WHEN YOU APPROACH, AND THE TAPS, LOO FLUSH AND LIGHTS ARE OPERATED BY SENSOR” the opportunities in the washroom.

Typically, a big employer can easily use 5,000 loo rolls a year (not least because Britons use more toilet paper than any other country, although nobody knows why). Since Paul Mather began promoting loo paper made entirely from recycled sources, his sales to business clients have gone up fifty per cent in six months.

“Our strategy has been to reduce the quantity of paper used, by a controlled dispensing system, while still making sure the weight and quality is sufficient. Anything that goes down the toilet is a good starting place for a green strategy – you can reduce your chemicals used, use greener cleaning cloths, and generally think about better cleaning strategies. Often, you can achieve a greener result by making few changes.”

Hand dryer or towel?

Although fundamental problems can mainly be put right by simple cleaning, there are some surprisingly fierce arguments going on over washroom technology, says Andrew Large, chief executive of the Cleaning and Support Services Association.

“There is one ongoing dispute which periodically ‘gets legal’.

It is a three-way dispute between towels, ‘normal’ hot-air hand driers, and the forced-air driers such as the Dyson, which do not heat the air but rely upon speed to evaporate moisture.

“The fundamental disagreements are about which is the most 20 | 27 JANUARY 2011 | FM WORLD

018-020_LoooftheYear.indd 20

environmentally sustainable, and which most prevents transmission of infection – each side comes forward with ‘new evidence’ to prove it is the best, and then each starts taking legal advice.

“It’s not just between the machinery makers. The hand-towel people are active participants, and they argue that only disposable paper towels will actually remove bacteria. They argue that hotair driers increase the hand temperature, which helps bacteria breed on damp hands; they argue that the forced-air method blows bacteria further, and creates puddles of cold water with which you then tread bacteria round your building.

“For both the FM and the washroom contractor, this is all a very real challenge. I suspect that with the best will in the world, most FMs hold their hands up and just hope that some supplier can give them a coherent presentation about it.”

Many washroom problems are easily solved with simple products, but there is a big technological advance on the way, says Andrew Large.

“The technology already exists for you to have a washroom which requires no hand-touches at all.

“Everything is done by infrared sensor, or by timer. There are already bacterial sprays which sit above a door and spray sanitisers on the exit handles every so often, and there are also infra-red sensors which detect exit movement and do the same.

“However, the new thinking is of complete touch-free operation – the door opens when you approach, the light comes on when you walk in, the taps switch on and off by sensor, the loos flush in the same way.”

There is already a similar system in place for the staff who do the washroom cleaning, says, TC of Tadworth in Surrey. This industrial contractor, working for the likes of Remploy, has collected ninety four-star and five-star Loo of the Year awards, four national awards, and has qualified for the BTA’s Champions League standard of excellence.

“Our framework for managing washroom facilities is to follow the crucial elements from the British Toilet Association away-fromhome charter,” comments sales and marketing director Paul Faulkner.

“This includes adequate directions and signage, including how to contact the person responsible, adequate facilities for female users (roughly double the number of male urinals), and an effective cleaning regime and management, “Maintenance techniques are ever-changing, but one system we prefer to use is the latest technology of FRV (foam, rinse, and vac). This is a unique system using a foam-based chemical which sanitises and degreases all surfaces. The cleaning process comprises three steps – foam spraying and chemical action, rinsing and finishing, then vacuuming of the residual liquid.

“Uniquely, it allows no-touch washroom cleaning.” FM Ian Boughton is a freelance business journalist

CLEANING AND SUPPORT SERVICES

Warfare in the washroom he Cleaning and Support Services Association has highlighted the problem that corporate specifiers face in finding their way through ‘evidence’ produced to support the various methods of washroom hand-drying. Sellers of the most traditional of all methods, the paper towel, have been particularly active in coming up with findings to support their product. In 2008, one such British study alleged that the familiar warm air dryer increased the number of bacteria on the hands by between 194 per cent and 254 per cent, that a jet air dryer also resulted in an increase of bacteria from 15 per cent to 42 per cent. By contrast, it was claimed that paper towels reduce hand bacteria by up to 77 per cent.

Another study in the same year, for a tissue industry event, suggested that 63 per cent of respondents prefer paper towels, as being both faster and more hygienic. An earlier survey by the Mayo Clinic had suggested that all methods are roughly equal in removing bacteria from hands.

T

www.fm-world.co.uk

20/1/11 12:57:01

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BIFM AWARDS 2011

RAISING A GLASS TO FM The BIFM Awards 2011 are launching now. This is your chance to get involved in the UK’s most influential facilities management event and networking opportunity, attended by 1,200 senior figures from across the UK FM industry

By entering the BIFM annual awards, you and your team have the chance to be recognised by your peers at the forefront of the facilities management profession by winning a prestigious award.

History The BIFM Awards will take place at London’s Grosvenor House Hotel on 10 October. The awards are designed to celebrate the increasingly strategic profile of FM by highlighting the key role it plays in the success of public and private sector organisations. The awards recognise and identify the evolution of facilities departments and external providers into key players in the major decision–making process of a business, integral to an organisations performance. The awards dinner is a sell-out event each year, beginning with a champagne reception, followed by a fabulous gala 22 | 27 JANUARY 2011 | FM WORLD

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dinner, hosted by surprise celebrity presenters, culminating in the glittering awards ceremony.

A full programme of world class live entertainment completes the evening.

The BIFM Awards present a major opportunity to be recognised against the very best of the competition in our industry. To enter, please contact Sandra Light at FMevents on 0141 639 6192, or email Sandra@fmevents.biz

Why you should enter The categories give a clear indication of the attention paid to our profession, operating at the peak of its remit. There are some exciting new categories for 2011, of major interest to individuals and organisations. Winning an award sends a powerful message to the employers of in-house teams, the clients of outsourced teams, and to staff www.fm-world.co.uk

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INDUSTRY AWARDS

BIFM AWARD CATEGORIES

Innovation in Customer Service This award recognises outstanding and innovative services, their effectiveness and sustainability.

The providers must show how they have inspired their customers by delivering creative solutions which may be over and above the original context of the contractual arrangements.

Innovation in Technology and Systems Technology and systems play an integral role in the workplace and are revolutionising the ways in which we operate, use information and make decisions. This award is seeking to recognise technology innovation in FM across any and every scope of service. The winning entry will need to demonstrate how the innovation has improved service(s) and advanced the FM industry as a result.

Innovation in Products The definition of innovation is very simple and uncomplicated: “bring in new methods – ideas make changes”. Innovation in its purest form is simple, effective and adds value with the minimum of fuss.

Developing new products, or utilising existing products in a new, innovative way, is a continual drive in most organisations. This category is aimed at recognising that, with a strong message that it covers all products equally from the simplest and cheapest to the most technically advanced.

Impact on Organisation and Workplace How do you make individuals and businesses more efficient, effective and even fun places to work? This award is looking to recognise those www.fm-world.co.uk

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environments, which, through a well developed and delivered workplace strategy can make a real impact on the business operation and those of its employees.

This award focuses on individuals and on how the business’ aims, use of space, recognition of peoples working and social needs, and the overall comfort and design of the delivered strategy combine to provide efficient work spaces, in particular those that are fully responsive to individuals needs.

This award is the opportunity to showcase your strategic thinking as well as your operational effectiveness and to show the benefit it has delivered to your business.

Sustainability and Environmental Impact The judges are looking for the practical implementation of socially, environmentally and economically sustainable practices, and evidence of a clear aim to identify what sustainability means for the organisation, and explaining the nature of the sustainability initiative and the rationale behind its conception.

Sustainability in FM is about the ongoing ability to deliver the initiative, therefore schemes are expected to be already implemented and in operation, with a demonstration of the performance and value to the entrants.

Communications and Marketing This award will recognise an organisation which has undergone a rebranding programme which is directly related to facilities management or to a facilities team who have chosen to raise their profile within an already established environment to help facilitate change.

FM Excellence in a Major Project

FM Service Provider of the Year

A project can be designated ‘major’ where it makes a positive impact on almost every aspect of an organisation’s operating style and, thereby, affects the majority of people employed by the organisation. It is anticipated that entries will embrace retail, hospitals, schools and offices, encompassing every type of building in both the public and private sectors. A successful entry will need to show that FMs have participated significantly during the process of change management.

This award will recognise outstanding service delivery and excellence from any service provider organisation, large or small. This should be demonstrated by the services they provide being sustainable, business driven and delivering highly effective strategic support to their clients, and a positive impact to the FM industry in any or all sectors.

FM Client of the Year The aim of this award is to recognise outstanding contributions from in-house teams from any organisation, large or small. This team should demonstrate the positive impact and contribution they have made to the core business they support.

They should provide evidence of how they have achieved this by providing solutions that are strategically aligned and integrated with key business stakeholders, through a motivated and high-performing team.

FM Consultant of the Year This award will recognise the delivery of business-led solutions from any FM consultancy, large or small. The consultant should demonstrate how they have worked with a client or clients as a strategic partner to develop and deliver creative models or leading-edge solutions in the FM market, in any or all sectors.

Their entry should demonstrate how they have positively impacted the business or sectors they have supported, both commercially and in terms of their core business.

Facilities Manager of the Year This award recognises outstanding personal and professional performance in FM. The judges will be looking for innovative use of FM methodology, integration of FM and the entrant into the organisation’s strategic influencing and decision-making process and senior corporate structure; together with the pursuit of FM recognition through academic progression. All entrants will have full operational and budget accountability.

Outstanding qualities will include a drive for success, commitment to the customer and knowledge of the core business, combined with an overriding understanding of the impact of FM in achieving the overall business objectives.

Overall Industry Impact This award recognises a leading individual or organisation who has had the most significant and positive impact on the FM industry.

Many people or organisations have a substantial impact on the development of the industry either as clients, consultants, service partners, professional representatives, writers, through leadership or in other influential roles. Contenders for this award will have contributed towards the shaping of the FM industry from a number of these positions.

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FM FEATURE strategic FM hermen jan van ree & juriaan van meel

Creating a successful workspace is no easy task. Fundamental questions need to be addressed such as: what do people actually do in an office? What types of activities need to be facilitated?

What kind of office spaces best support key activities? By Hermen Jan van Ree and Juriaan van Meel

24 | 27 january 2011 | FM WORLD

Space exploration D

riven by economic pressures, advances in technology and changing work styles, organisations seem to have renewed their interest in new ways of working, wanting to create more efficient, flexible and dynamic work environments. This time it is not only IT or consultancy organisations, but a wide diversity of companies in the private, public and education sector. New office concepts seem, at last, to catch on and become mainstream phenomena.

As before, this renewed interest comes with exotic buzzwords, abstract concepts and rather extravagant claims for how office

concepts will improve business performance.

Strategic objectives

At the start of any office design project it is important to raise a very basic question: What are we aiming to achieve with (re) development of a new work environment? Although many projects are initiated for practical reasons such as the lack of space or an outdated and worn interior, it is important to recognise and acknowledge the strategic potential of the physical work environment.

Obviously the main purpose of an office or work environment is to support its occupants in performing their tasks and activities

– preferably at minimum cost and to maximum satisfaction. Alongside this functional purpose, however, office buildings have an important social and symbolic function.

The design and layout of spaces can, for example, encourage interaction or stimulate creativity. Furthermore, the physical office can convey a strong cultural message to employees and visitors about the organisation’s identity or brand. In general, we distinguish nine objectives often associated with new office concepts: l Enhance productivity What enhances productivity and how can office design contribute? www.fm-world.co.uk

Strategic FM

ILLUSTRATION: GARY NEILL

l Reduce costs

What is the need for cost reduction and how can space per full time earner (FTE) be optimised? l Increase flexibility What flexibility is required and how can zoning and partitioning help? l Encourage interaction What stimulates interaction and how can layouts contribute? l Support cultural change To what culture do we aspire and how can office design express this culture? l Stimulate creativity What encourages creativity and how can layout and design contribute? www.fm-world.co.uk

l Attract and retain staff What do employees value and how can work environments chip in? l Express the brand What is our brand and how can office design convey this message? l Be sustainable How can design and fit-out help to reduce environmental impact?

For those involved in office design, these objectives will sound very familiar if not clichéd. The true art of a successful (re)development project, however, is to go beyond the clichés and to carefully specify each objective, clearly indicating the project-specific meaning of words like ‘productive’ or ‘flexible’. After all, everybody

wants an office that is productive, efficient, flexible and sustainable.

Furthermore, it is important to note that many of the objectives distinguished are closely related to one another, but that some of them can also be conflicting. For example, financial objectives might conflict with the desire to increase employee satisfaction.

Being open about possible conflicts and juggling priorities can be difficult, but it will significantly contribute to the success of a project. It will provide a framework for decisions to be made during the design process and it will help explain to endusers why certain changes will take place.

When translating objectives into a tangible work environment, a number of important decisions have to be made. Again looking at the design process from a strategic, managerial point of view, we believe that there are six critical topics for decisionmaking: location of work; use of workstations; layout of partitions; appearance of spaces; filing of documents; and, standardisation of solutions.

These choices are fundamental in nature and determine the overall direction of an office concept.

Furthermore, they will directly affect occupancy costs and have a significant impact on employee satisfaction – as they touch upon deeply rooted organisational conventions such as interaction, status, privacy and territoriality.

For these reasons, we believe these issues are best addressed by management understanding the present and aspired strategy, processes and identity of the organisation. Once decisions have been taken on each topic, they provide a framework for more detailed decisions and user participation in the later project stages.

FM WORLD | 27 january 2011 | 25

FM FEATURE strategic FM hermen jan van ree & juriaan van meel

Once the basic choices have been made, the (re)development project becomes more operational. At that point, it is time to focus on tangible spaces. Management may for example have opted for an open work environment, but that still leaves them a wide variety of options. An open floor filled with large numbers of identical workbenches, for example, is significantly different from an open floor with a diverse mix of team units, meeting spots, lounges and study booths.

Nature of space

To aid decision-making concerning office spaces, our book, Planning Office Spaces, distinguishes three different types of spaces: work spaces, meeting spaces and support spaces. Although one can arguably identify additional types of spaces (for example, social spaces and central spaces), we found that this basic typology works well when involving managers and end-users in the briefing and design process.

From each of the three space categories identified, organisations have to select those spaces that match the activities and processes to be accommodated. In order to fully grasp the impact of each office space, our book not only provides a concise description for each space type, but also highlights its spatial requirements as well as relevant pros and cons. Furthermore, inspiring examples of real-life projects for each space type in use are provided.

26 | 27 january 2011 | FM WORLD

Work spaces

With the term work spaces we refer to spaces for ‘classic’ office activities such as reading, writing and computer work. Although one can argue that any space can be a workspace in this time and age, we use the term to refer to spaces that are specifically designed to accommodate deskrelated activities. In describing the different work space types, the main discriminator has been the degree of enclosure and level of flexibility. Options range from small open offices to large enclosed offices. Another important distinction is down to whether workstations are allocated to one individual or shared by multiple employees. We identified nine generic types of work space, each supporting different activities, requiring different floor areas, and having different advantages.

Meeting spaces

With the term meeting spaces, we refer to spaces that are specifically designed for interactive processes, be it quick conversations or intensive brainstorms. Again, one can argue that whole office buildings actually function as a meeting spaces these days.

Yet it still makes sense to identify and think about the need for specific meeting spaces that are designed to stimulate and accommodate specific types of meetings. The most important discriminator between the various meeting space types is

the number of users and the degree to which the space is open or enclosed. Another important distinction is the character of the meeting space, which is related to the nature of the meeting.

Different types of meeting (formal or informal, scheduled or impromptu) ask for different kinds of space.

Support spaces

In addition to work and meeting spaces, there are also essential support spaces – spaces designed for secondary activities such as filing and printing as well as taking a break and receiving guests.

An important consideration when designing support spaces is their social potential. As is well known, support spaces act as meeting points. Think of the almost proverbial chance encounters that take place at the water-cooler or copy machine. Thereby, such

spaces can positively impact on internal communication and social cohesion and should be positioned strategically.

Implementation

All previous sections are very much focused on the ‘product’, being the physical work environment. Just as important, however, is the ‘process’ during which this environment is created. Even the best designed office concepts may not reach their full potential due to a badly managed implementation process.

Think of concepts that are badly communicated, in which the voice of end-users is simply not heard, or in which managers ignore the leading role they should play in such a process.

The main challenge when implementing a new office concept, however, is resistance. In trying to realise change, resistance is a fact of life. The office is no www.fm-world.co.uk

Strategic FM

office space

Glossary

exception, especially when walls, doors or private space are taken away. However, resistance can be reduced, and sometimes even turned into acceptance, by carefully and pro-actively implementing and developing the new concept.

Among other things, this means engaging, informing and involving end-users and making a careful analysis of the actual needs of the organisation. In addition, however, successful implementation also asks for a certain degree of hardheadedness, dedication and passion for the envisioned change.

Here are six key processes for the successful implementation of new office concepts: l Analyse Thoroughly analyse the organisation to develop a successful office concept (such as employee surveys and scenario analysis) l Communicate Clearly communicate from the start of a project to engage employees (through presentations, new letters, intranet, and the like) l Involve Involve stakeholders to ensure optimal solutions (via workshops and focus groups excursions)

l Integrate Constructively involve HR, IT and PR departments to deliver integral solutions (through change programmes and working groups) l Care and preserve Carefully monitor the new office to guarantee proper use (through POE’s, planned checks, instruction books, for example) l Be brave Dedication and belief in the envisioned change contribute to the success of a project

Our objective is to make office design accessible to nonprofessionals, taking a step-by-step approach and listing relevant topics to be considered in a condensed yet concise way. We envision managers and employees, at the start of a project, stumbling upon our book, reading it on the train or over lunch, and quickly grasping the relevant issues. FM Hermen Jan van Ree is a senior consultant at DHV Group and guest lecturer at University College London. Juriaan van Meel is a senior consultant at ICOP and researcher at the Danish Centre for Facilities Management

“The workplace can no longer afford to be out of step with the real world and neither can those who have built careers, services and products around it” www.fm-world.co.uk

Open office An open work space for more than ten people, suitable for activities which demand frequent communication or routine activities which need relatively little concentration Team space A semi-enclosed work space for two to eight people; suitable for teamwork which demands frequent internal communication and a degree of concentration Cubicle A semi-enclosed work space for one person, suitable for activities which demand medium concentration and medium interaction Private office An enclosed work space for one person, suitable for activities which are confidential, demand a lot of concentration or include many small meetings Shared office An enclosed work space for two or three people, suitable for semi-concentrated work and collaborative work in small groups Team room An enclosed work space for four to ten people; suitable for teamwork which may be confidential and demands frequent internal communication Study booth An enclosed work space for one person; suitable for short-term activities which demand concentration or confidentiality Work lounge A lounge-like work space for two to six people; suitable for short-term activities which demand collaboration and/or allow impromptu interaction Touch down An open work space for one person; suitable for shortterm activities which require little concentration and low interaction Small meeting room An enclosed meeting space for two to four people, suitable for both formal and informal interaction Large meeting room An enclosed meeting space for five to 12 people, suitable for formal interaction Small meeting space An open or semi-open meeting space for two to four people; suitable for short, informal interaction Large meeting space An open or semi-open meeting space for five to 12 people; suitable for short, informal interaction Brainstorm room An enclosed meeting space for five to 12 people; suitable for brainstorming sessions and workshops Meeting point An open meeting point for two to four people; suitable for ad hoc, informal meetings

FM WORLD | 27 january 2011 | 27

FM MONITOR andrew cooper

LEGAL UPDATe

Andrew Cooper is a commercial property and energy consultant

a i r con dition in g l egi s l at i o n

ir-conditioning plants have been subject to a number of legislative changes in recent years. Andrew Cooper provides a round-up of what FMs need to know

A

As of January 2010, certain types of refrigerants are being phased out under legislation. Refrigerants fall under two categories, natural and artificial. Natural refrigerants can be volatile, toxic or, inefficient, so artificial refrigerants such as chlorofluorocarbons (CFCs), hydrochlorofluorocarbons (HCFC) and hydrofluorocarbons (HFCs) are more commonly used.

Artificial refrigerants have helped deplete the ozone layer and, most scientists believe, contributed towards global warming.

European legislation has been passed in an attempt to try and reduce this effect.

HCFC phase out Under EC regulations, CFCs are now banned and HCFCs are being phased out. The most commonly used HCFC in the UK is R22 refrigerant. Virgin HCFCs cannot be used for servicing systems as of January 2010. Recycled HCFCs can be used until January 2015, after which they can no longer be used.

The Ozone Layer The Ozone Layer is approximately 15-30km above the earth and filters out harmful UV radiation.

It comprises three oxygen atoms bonded together (O3).

Ozone naturally breaks down to O2 and O, as part of its chemical reaction to UV radiation, and then re-forms again. However, CFC’s, and to a lesser degree HCFC’s, are very stable and survive long enough to reach the upper 28 | 27 January 2011 | FM WORLD

atmosphere, where they also react to UV and break down to release chlorine atoms. These chlorine atoms speed up the break-down of ozone, meaning it breaks down faster than it can re-form, thus depleting the overall layer of ozone.

F-Gas Regulations Any cooling or heating systems with more than 3kg of ozone depleting substances including HCFCs and HFCs must be checked annually for leakage.

F-Gas Regulations contain requirements for labelling, leak checking, record-keeping and maintenance staff qualifications.

Systems employing HFCs should also have clear labelling stating that they contain fluorinated greenhouse gases covered by the Kyoto Protocol, the type of refrigerant, and how much is in the system (the charge). If the system is hermetically sealed, this should also be stated.

Normal systems with a HFC charge of less then 3kg are not affected by this legislation, while hermetically sealed systems are not covered if the charge is less then 6kg. If a system does meet the criteria then, depending on the charge, it must be checked

annually, half yearly or, quarterly.

Compliance for both of these EC regulations is policed by the Environment Agency (or Scottish Environment Protection Agency) and Local Authorities who have wide-ranging powers including enforcement and prohibition notices. Most local authorities delegate their powers to local trading standards or environmental health. Further non-compliance could lead to a criminal prosecution.

The Pressure Systems Safety Regulations 2000 These regulations apply to all plant/systems that contain a relevant fluid. A relevant fluid is a steam or gas under pressure and liquids under pressure which become gases upon release to the atmosphere. It covers refrigerated systems where the installed power exceeds 25kW. The regulations require users to: ● establish the safe operating limits of the plant ● have a suitable written schedule prepared by a “competent” person for future periodic examinations which should be enacted upon.

A competent person should be taken to mean an organisation or individuals who are competent by knowledge, experience and independence to carry out relevant duties. Accreditation to BS EN 45004:1995 would be an indication of this. ● Provide adequate operating instructions to any person

The importance of energy efficiency “Introducing full air conditioning into a design can often add around 50 per cent to the eventual running costs of the building” (CIBSE Guide F) Understanding the efficiencies of a system and determining if they are maintained could save money and reduce greenhouse gas emissions. CIBSE says assessors have identified measures that repay inspection costs in months – and continue to deliver savings to building operators.

operating the system ● Ensure the system was maintained and in good repair ● Keep adequate records Compliance is enforced by the HSE, with powers that include prohibition and corrective action notices. HSE can prosecute for non-compliance with an allowable maximum fine of £20,000 and/or imprisonment.

European Performance of Buildings Directive (EPBD) The EPBD requires all air conditioning systems to have an Air Conditioning Energy Assessment (ACEA) at least once every five years. Systems with an output of at least 12kW power must have their first ACEA before 4 January 2011 (4 January 2013 in Scotland). Systems with an output of more than 250kW should have been assessed by 4 January 2009.

The exception is systems installed on or after 1 January 2008 with an output of at least 12kW, which must have their first assessment within five years from installation.A system includes a collection of units under the technical control of a single person.

Therefore a building with multiple cassettes or wall-mounted units which combined have a power output of greater then 12kW will almost certainly require an ACEA. The legislation is enforced by trading standards and a fine of £300 can be levied for non-compliance. FM

i

sources

Defra www.defra.gov.uk/fgas DCLG (for EPBD) www. communities.gov.uk The Pressure Systems Safety Regulations 2000 www.legislation.gov.uk/ uksi/2000/128/contents/made www.fm-world.co.uk

LEGAL NEWS

New legislation Asbestos fine for Halifax GOODBYE TWO-TIER CODE, HELLO PRINCIPLES OF GOOD PRACTICE

The withdrawal of the public sector version of the two-tier code this month has a major impact on the arrangements for employees working on outsourced public sector contracts. The government has been seeking views on abolishing the code, but has now announced that it is formally withdrawn, without notice.

Until 13 December 2010, when the announcement was made, organisations supplying outsourced public services were bound by the Code of Practice on Workforce Matters in Public Service Contracts (‘the two-tier code’).

Why have a code?

The aim of the code was to prevent a ‘two-tier’ workforce developing; where new employees were employed on less generous terms than the ex-public sector colleagues working alongside them.

The aim was worthy; the practical effect for contractors was problematic. It increased the bid costs and made it difficult for smaller and/or not for profit organisations to compete.

The removal of the code is in line with the new government’s focus on reducing the legislative

burden, and encouraging smaller businesses and charities to enter the public sector market.

The public sector version of the code has been replaced by a set of voluntary ‘Principles of Good Employment Practice for Government, Contracting Authorities and Suppliers’.

In summary, the principles are as follows: ● Government as a good client: Workforce practices are to be considered through the procurement process and outcomebased commissioning should be used as much as possible ● Training and skills: Contracting organisations should recognise the importance of key skills, such as literacy, numeracy and spoken English (where these skills are relevant). ● A commitment to fair and reasonable terms and conditions: This principle requires supplier employers to ensure that where new private sector employees work alongside former public sector employees, that the new entrants should have “fair and reasonable pay, terms and conditions”. ● Equality: Contracting organisations should ensure that

supplier processes are consistent with the Equality Act 2010. ● Dispute resolution: Suppliers should have regard to good industrial relations practice on dispute resolution, and consider the services of Acas when disputes have not been resolved internally. ● Employee engagement: Contractors are encouraged to develop effective staff engagement strategies.

All six principles are entirely voluntary, and there is no penalty for a failure to adhere to them.

Feeling the effects In general, there are three scenarios in which these changes will bite: ● Existing contracts: contracts will remain enforceable, despite the withdrawal of the code. ● Organisations which are currently involved in, or about to embark on, a procurement process where the old Code would have applied ● Contracts which have been awarded but not yet signed. FM Tim Woodward is a partner at Bevan Brittan LLP

A Halifax property management company was fined £30,100 after admitting a series of offences leading workers being exposed to asbestos fibres. MA Estates Limited of Holmfield, the owner and landlord of a factory building, was prosecuted by the Health and Safety Executive for failing to properly manage the removal of asbestos-containing material when employees were replacing a roof at the factory in June 2007. MA Estates pleaded guilty to seven charges under the Control of Asbestos Regulations 2006 and of breaching Section 3(1) of the Health & Safety at Work etc Act 1974. The company was ordered to pay £2,475 in costs.

Workers injured in fall The HSE has prosecuted two organisations after three workers fell through skylights at the same industrial unit in Warrington on three separate occasions – leaving one of them paralysed. Warrington Crown Court heard that a caretaker from Accrington, employed by Bizspace Investments, fell through a fragile skylight while cleaning guttering on 20 March 2007.

Bizspace Investments pleaded guilty to breaching Section 2(1) of the Health and Safety at Work etc Act 1974. The company was fined £5,000 and paid costs of £9,000.

Working with Daikin since 1980 Space Air is celebrating its 30th year as a Daikin Distributor.

With our unparalled Daikin expertise, Space Air is simply the best choice for anyone seeking a supplier of Daikin Air Conditioning or Heat Pumps. Nobody knows Daikin better!

01483 504 883 Email: info@spaceair.co.uk

www.spaceair.co.uk

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FM MONITOR IAN WHILBY

TECHNICAL

Ian Whilby is marketing and customer services director at Skanda Lifts

LIF T IN STALL AT I O N

change in EC directives has suddenly made it practical for individuals and specifiers to install a passenger or cargo lift without compromising on safety

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In December 2009, there was good news for individuals, developers and organisations who believed that the red tape required in order to install a lift would make it impractical. Now, a year on, we take a look at what the change has meant in practice.

Before the new ruling, legislation relating to passenger-carrying lifts installed in commercial and private properties anywhere in the EU dictated that they had to comply with harmonised European legislation under the Lifts Directive 95/16/EC. The only exceptions to this were disabled access stair lifts and platform lifts.

As a result, many restrictions were imposed on anyone wanting to install a lift – making it a practical impossibility in wide range of situations.

However the revised EU Machinery Directive 2006/42/ EC which came into force on 29 December 2009 brought a welcome change for anyone planning to incorporate or introduce a lift in any existing or new build.

ISTOCK

The new regulations At the heart of the new directive was the fact that any passenger carrying lift with a travel speed of no greater than 0.15 m/s is subject only to the Machinery Directive and is therefore excluded from the Lifts Directive.

This, in turn, means that lift manufacturers could now provide a more straightforward solution to problem sites, particularly those with shallow pits and low

30 | 27 JANUARY 2011 | FM WORLD

30_Technical.indd 30

during installation. The relatively slow speed and limited height range of this kind of lift also means that it can be used in situations where there is only single-phase wiring – again negating the need for costly and time-consuming electrical preparations to be made.

There is also no legal need for a final test which saves on costs, reduces fitting time and eliminates unnecessary bureaucracy.

Another key area to benefit has been in situations where disabled access is required but where previously the installation of a lift would not have been possible.

Green and costeffective

headrooms which previously would have made the installation of any lift an impossibility under the previous directives.

Obviously, this has been a welcome move both in terms of the comparative ease of installation and the range of lifts that it became legal to install.

Developments which have benefits have included everywhere from shopping centres, to medical surgeries, day hospitals and care homes as well as a wide range of public buildings including libraries, sports centres and museums.

Practical benefits The kinds of lifts which can now be used typically feature a range of benefits which make them relatively straightforward to install and bring into commission.

For example lifts of this kind generally come with the majority of the preliminary wiring already fully assembled which eliminates the need for complex cabling work

Once installed, a number of features of these types of lift also make them very cost-effective to both run and maintain. The low-voltage motors which are all that are required to transport the lifts at speeds of less than 0.15 m/s use little power. In fact they can generally be powered by a standard 230V power supply.

Its relative efficiency is not the only way in which a lift of this kind is environmentally friendly.

The modern generation generally come with the option of using bio-degradable and non-toxic ecofluid which complies fully with the European directive 2006/118/EC. In terms of maintenance, spare parts are also reasonably priced and are readily available. Lifts such as these also tend to have extended guarantees, often for as long as 10 years.

Safety first There may be a perception that the safety features of these lifts may fall short of those required in larger models but this is far from being true. In fact the EU Machinery Directive 2006/42/EC includes rigorous safety requirements

including an NGV digital valve with double safety.

Other safety features which are commonly found include an infra-red barrier on the door sides to prevent accidental closing on a user and an automatic device which is activated if power fails while the lift is in use. This lowers the lift to the nearest floor and automatically opens the doors allowing any passengers to exit safely.

Style matters With developers’ attention to detail even extending to the decor of the lifts in their developments, it’s also been good news that these kinds of lift also offer a wide range of decorative options ranging from interior colours, ceiling styles and different floor coverings too. So the lift can be considered as an integral part of the overall décor of an interior.

On a practical level, lifts of this kind generally have an ascent range of up to 10 metres with up to four stops and have the capacity for up to five people, making them suitable for a wide range of locations and applications in both public and private developments.

In conclusion, since December 2009 it has become more practical than ever been to install a lift without the need to comply with extensive regulations and procedures. With most lift manufacturers now producing a generation of lifts with many of the features and benefits of their larger counterparts, there is no reason why they should not become a practical addition in a wide range of buildings and environments.

So we have EU legislation to thank for an improved situation which has benefitted many projects in the last year and is due to continue doing so long into the future. FM www.fm-world.co.uk

20/1/11 13:06:43

FM MONITOR DAVID CHAPPLE

HOW TO…

David Chapple is event director for the Business Travel & Meetings Show, taking place 8-9 February in London

BU Y BU SIN ESS T R AV EL

usiness travel is an integral, and expensive, part of most organisations.

By adopting a structured approach to buying travel or booking venues, facilities managers can slash up to 20 per cent from their budgets

B

5⁄

Use HBAs

Use hotel and rail booking agents. If the majority of your business travel is domestic, they will save you a lot of time. And even better, HBAs don’t charge for their service because they receive a commission from their suppliers. Unlike travel agents, HBAs have access to a much wider choice of accommodation across the entire budget range.

6⁄

Too complex?

1⁄

Get a manager

The first step in developing a structured approach to business travel buying is to make someone responsible for it. Too often, travel and meetings expenses are an afterthought in organisations, yet it’s the second-most controllable business cost after people and many companies could be doing it more efficiently and getting better value for money.

2⁄ ISTOCK

Don’t cut

During and following a recession, spending gets put on hold and budgets are snipped. However, the same ‘trimnow- pay-later’ ethos that applies to people also applies to travel and entertainment: short-term cuts can have a long-term impact on the financial health of the company.

The answer is not necessarily to slash business travel and meetings spend, but to learn how to make those budgets work harder. www.fm-world.co.uk

31_FM 27 Jan How to.indd 33

3⁄

Watch the £s

Be aware of your spending: the travel industry calls it ‘visibility of spend’. Basically, it means not only being aware of how much you’re spending but what you are spending it on, such as airlines, trains, taxis, hotel accommodation, meetings and conference venues, chauffeur costs. Only once you have visibility of spend can you better control it – and start making savings.

4⁄

Avoid OTAs

Don’t use online travel agents (OTAs). If you are not a travel expert this is the best tip you could be given. Using OTAs eats up valuable time. They also charge hidden fees. If it’s an itinerary you are familiar with and you know what you want to book then always go direct. You will receive much better service – and equally good prices.

If you manage minimal long-haul travel for your company or are responsible for arranging trips to unfamiliar places that would require extensive research, use a local business travel agent like Advantage Business Travel or Uniglobe Travel. They are equipped to deal with more complex itineraries. They only charge a small fee and, compared to the time they will save you, it will be worth every penny.

7⁄

Choose TMCs

If the majority of your organisation’s business travel is international and involves regular long-haul trips, then a travel management company may be your best option. During a recession, our knee-jerk reaction is to keep things in-house to reduce costs. But this can lead to a false economy. Expert suppliers, such as TMCs, can, through a combination of their expertise and buying power, cut your costs, get you a better deal and save a lot of time and effort.

8⁄

Book ahead

Planning ahead can help you buy quality services for less. Fly mid-week or out of season, buy a multi-

city ticket rather than a round trip fare, bundle your flights and accommodation, buy a restricted ticket and stick to your plan rather than fork out for a fully flexible fare. And for rail travel, never buy tickets at the station – it will cost you 30-40 per cent more.

9⁄

Be branded

Price is king, but if you can be loyal it pays. By signing up for programmes that reward companies as well as travellers, you can use kickbacks, such as free upgrades, to get more for your money. Most major airlines and hotel groups operate reward schemes and, thanks to the recession, they are on the rise.

10⁄

Think big

Look at the complete picture. Booking the cheapest but not the nearest hotel room, for example, may end up costing you more when you factor in extras such as cab fares, parking fees, airport transfers, internet charges and the time and hassle it takes to get to your meeting.

Once you have done all this you are ready to create a company-wide travel and meetings policy to start making real savings. FM HOW TO BUY Buying business travel is complex and time-consuming. Facilities managers who understand the industry and learn the tricks of the trade will save time, cut costs and secure significantly better deals for their organisation. Start with this three-point approach: Analyse what you are spending and where.

Appoint a travel manager and approved travel suppliers. Adopt a structured company-wide travel policy company.

FM WORLD | 27 JANUARY 2011 | 31

20/1/11 13:07:51

FM MONITOR STEPHEN PALMER, CARY COOPER & HELEN WILLIAMS

CAREERS ADVICE DEALIN G W ITH ST R ESS

eople respond differently to stressful situations. Stephen Palmer, Cary Cooper and Helen Williams outline how to prevent and manage stress

P

Surprisingly, stress has overtaken the common cold as a major reason for absence from work. Stress occurs when pressure exceeds our perceived ability to cope. When the body is under long-term stress and constantly in ‘fight or flight’ mode, the side effects are a lowered immune system, high blood pressure and potential ailments including ulcers, diabetes, heart attacks, strokes and psychological disorders such as anxiety and depression.

Yet pressure can be positive: each individual has an optimum level at which they perform at their best – effective, creative, decisive and stimulated.

Roles in facilities management offer a diverse range of work activities, from strategic planning to day-today operations. While this can be extremely dynamic and engaging, as with many professional roles there may also be times when the pressure is felt.

Reassuringly, employers have a duty to ensure that risks arising from work activity are properly controlled. In addition, individuals may seek to enhance their own stress response strategies. Follow this step-by-step guide to create a personalised stress prevention action plan:

1. Know the source The Health and Safety Executive has identified six primary sources of stress at work: job demands, control over work, support, positive working relationships, role clarity and management of change.

The significance of these will differ for each organisation and each individual within it.

2. See the signs Every person has a unique stress response pattern. Understanding this can help ward off stress by spotting the early warning signs.

Symptoms indicating stress include: ● Thoughts and feelings – anxiety, 32 | 27 JANUARY 2011 | FM WORLD

32_Careers.indd 032

anger, mood swings, reduced self-esteem, negative images or thoughts ● Actions – passive or aggressive behaviour, irritability, procrastination, increased alcohol/ caffeine/food consumption, disturbed sleep, reduced work performance ● Physiological reactions – dry mouth, clammy hands, frequent colds, breathlessness, migraines, indigestion, excessive sweating

3. Take control People who perceive themselves to be in control of a situation or life in general tend to suffer from less stress. Reduce stress by re-appraising perceived levels of control and acknowledging more areas of realistic influence.

4. Monitor emotions In stressful situations some emotions are helpful (eg feelings of concern), and some unhelpful (eg anxiety, anger). Identify and name the emotions; own and challenge them. Notice what triggers the emotional response; is it a particular thought or image?

5. Change thoughts Philosopher Epictetus observed ‘people are disturbed not by things,

but by the views which they take of them’. Explore common thinking errors and alternative thinking skills. Note down stress-inducing thoughts (SITs), identify which cause the most difficulty and apply the thinking skills to generate alternative stress-alleviating thoughts (SATs).

6. Self-accept In Western society external factors such as achievement, relationships, career status and appearance are commonly used to enhance selfesteem. If the external factor is lost, self-esteem is lost with it.

Instead of focusing on self-esteem, try self-acceptance. Humans are by nature fallible and imperfect, and this is okay. Be accepting of oneself, warts and all, and view the goal of personal improvement as desirable, but not imperative.

7. Change imagery Prior to stressful events people often have images in their mind’s eye about failing. The result: more stress. Instead, imagine dealing with obstacles and coping with the feared situation. Use time projection imagery, questioning whether the current event will seem as stressful to you in six months time, 12 months time and so on. Use relaxation imagery, picturing a favourite relaxing place and recalling this vision when needed to combat stress.

8. Change behaviour Researchers have found two overall types of behaviour: Type A is fast talking, fast eating, ambitious and impatient; Type B is generally more relaxed, and as a result less stressed.

Modify Type A behaviours where these are causing difficulty. Exercise, nutrition and relaxation can also help manage the physiological response to stress.

Stephen Palmer (left), Cary Cooper (above) and Helen Williams, below

9. Be assertive It is common for people to fall into patterns of passive, aggressive or passive-aggressive behaviour under stress. Acting assertively means remaining calm and in control but also open-minded and collaborative. Try using this threestep model of assertion: actively listen; express thoughts and where appropriate feelings; propose actions.

10. Manage time This is perhaps the most wellknown method for conquering stress. Procrastination is a common trap – recognise if and when this is happening, challenge the rationale for it and get on with the task at hand. List goals, prioritise and work against Smart objectives (Specific, Measurable, Achievable, Realistic and Timebound). FM i Stephen Palmer and Cary Cooper are two internationally recognised experts in the field of stress management. Their book How to Deal with Stress, part of the bestselling Creating Success series published by Kogan Page with the Sunday Times, provides stress-busting techniques and strategies to help individuals and organisations manage the causes of stress and its effects. Helen Williams is an associate consultant at the Centre for Coaching

www.fm-world.co.uk

20/1/11 13:08:33

FM MONITOR MARKET INTELLIGENCE

CATERING

INSIGHT

The figures on this page have been compiled from several sources and are intended as a guide to trends. FM World declines any responsibility for the use of this information.

ECONOMY

LANDFILL TAX

SIZE OF THE UK FM MARKET

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

From 1 April 2010

Growth in the UK facilities management market has slowed down over the past two years to just 1 per cent in 2010, bringing the total of the market to £118.8bn. The slowdown in growth, from 5 per cent in 2007 is a reflection of adverse economic conditions, the latest UK Facilities Management Market Development (MBD) Report said.

As clients reign in spending, FM contract values have dropped, with cut backs in nonessential services such as landscaping, refit and refurbishment.

The PFI market has also been negatively affected by the reluctance of banks to lend money, the report stated. However, those companies with existing FM contracts have benefitted from the downturn, as clients remain with their existing suppliers during an uncertain time. In addition, central and local government contracts are proving lucrative for FM suppliers as they look to save further costs by opting for multi-service bundled contracts.

Development will increase over the next five years as the trend for outsourcing continues, although budget pressures will continue to squeeze profit margins.

The total facilities management sector will reach £10.9bn by 2015, MBD stated, representing overall growth of 20 per cent between now and then.

Source: HM Treasury (hmrc.gov.uk)

Bank of England base rate: 0.5% as at 13 January 2011. The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.

» £48 » £2.50

Standard rate

per tonne

Lower rate

per tonne

Note: Budget 2009 announced that the standard rate will continue to increase by £8 per tonne on 1 April each year from 2011 to 2013 inclusive, and that the lower rate will be frozen at £2.50 per tonne until 31 March 2011.

CLIMATE LEVY CHARGE Taxable commodity supplied

Rate at which payable if supply is not a reduced-rate supply from 1 April 2009

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

Electricity

£0.00470 per kilowatt hour

Consumer Price Index (CPI) Annual inflation was 3.3% in November, up from 3.2% in October. Retail Price Index annual inflation was 4.7 %, up from 4.5% in October.

Gas supplied by a gas utility or any gas supplied in a gaseous state that is of a kind supplied by a gas utility

£0.00164 per kilowatt hour

Any petroleum gas, or other gaseous hydrocarbon supplied in a liquid state*

£0.0150 per kilogram

Any other taxable commodity

£0.01281 per kilogram

Source: Office of National Statistics

EMPLOYMENT

National Minimum Wage Category of worker

Hourly rate from 1 Oct 2010

Aged 22 and above

£5.93

Aged 18 to 21 inclusive

£4.92

These rates will change on 1 April 2011. See Notice CCL1/3 Reliefs and special treatments for taxable supplies at hmrc.gov.uk for a list of supplies exempt from the CCL and Notice CCL1/2 Combined heat and power schemes.

Rates of growth between 2006 and 2010

Source: HM Revenue and Customs (hmrc.gov.uk)

4%

2006

ENERGY PRICES Aged under 18 (but above compulsory school age)

£3.64

Gas Indicative prices for October 2010 contracts

£2.50

London Living Wage: £7.85 per hour (from 9 June 2010) ● Glasgow Living Wage £7 per hour ● Oxford Living Wage £7 (or £7.10 for council employees) ● Manchester £6.74 for directly employed council staff ● The Welsh Assembly £6.70 for its employees www.fm-world.co.uk

039_FMW_Insight.indd 52

2009

(based on fixed price single-site contracts)

Firm 25,000-

68.44

% change

2010

1 mth

3 mths

1 yr

6.7

7.2

1.6

65.44

7.0

7.6

1.6

1% 1%

Prediction of rate growth between 2011 and 2015 2011

100,000 therms Firm 100,000-1m

●

2%

2008

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

5%

2007

1% 3% 3% 3% 3%

2012

therms Interruptible <1m

60.44

7.6

8.3

1.8

59.44

7.7

8.4

1.8

therms Interruptible >1m

2014 2015

therms Electricity Invoice-based all-inclusive prices, Sept 2010 p/kWh

% change

100 kW-plus sites

7.15

1.4

-0.8

-22.5

1 MW-plus sites

6.12

-3.5

-2.2

19.9

Source: EnergyQuote JHA

2013

Size of market:

£118.8bn

The UK FM market includes contracted out services (single-service and bundled-services contracts), total facilities management contracts as well as ancillary services carried-out by in-house staff Source: MBD (mbdltd.co.uk)

FM WORLD | 27 JANUARY 2011 | 33

20/1/11 13:09:33

BIFM NEWS BIFM.ORG.UK

The East Midlands Conference Centre, Nottingham

CONFERENCE

Th!nkFM conference 2011 Don’t miss Th!nkFM, on 5 and 6 April in Nottingham, which will deliver a flexible hub-based approach, allowing you to build your own agenda and manage your time.

There are four hubs, all addressing the real issues on every FM’s agenda. Hubs will run concurrently, with a varied agenda of presentations and workshops, coupled with a data bank where you can take away information. Th!nkFM will have easy networking options. For those new to FM or attending alone, ’Networking Buddies’ will be on hand to help make contacts or find an expert. For delegates wanting to arrange face-to-face time with suppliers or other colleagues, use the appointment setting tool on the website prior to the event. There will be two plenary sessions per day and a separate exhibition hall. i

Register now at thinkfm.com

STRATEGY

BIFM board approves strategy The BIFM has approved the next step in its medium-term strategy for 2013.

The medium-term strategy (MTS) sets out the strategic intent of the institute over the next three years and is subject to rolling development and quarterly review.

This revised strategy takes into account progress over the last year, the impact of the recession, the post-recession economic

ALAMY

SIG PROFILE Security and Business Continuity Special Interest Group Chair: Steve Dance (SDPL Solutions) Number of members: 2,400 Key dates and events for 2011 ● Seminars with regional groups arranged for January, March, May and October. Dates and venues to be confirmed.

Aims of the Sig To promote good practices for business continuity management and provide members with practical advice and support.

34 | 27 JANUARY 2011 | FM WORLD

34-35_BIFM news2.indd 40

Why members should join the Sig To gain access to advice and tools, and to share knowledge related to business continuity management.

Joining this group gives the opportunity to access a wide range of advice and tools to help with developing and maintaining a business continuity programme.

Events are focussed on practical issues and aim to equip participants with knowledge and tools to get things done in their organisations. i

Join at bifm.org.uk/bifm/groups

situation, greater competition and the international development of FM. The BIFM remains committed to growth but the MTS review recognises that the profile of growth in members, income and activity will need to shift from that originally set out at the Space invasion: beginning of 2008. Adjustments Handling have beenoffice made to timing of planning projects and income forecasts but there is no fundamental shift in direction.

A change of approach will include more focused “customer propositions,” quicker decision making, a more commercial stance where appropriate and a more effective mix of staff, volunteers and external support for various projects.

Continued investment in the work of the BIFM’s awarding organisation remains central to the MTS and the review identifies a number of initiatives to accelerate both provision and take-up of qualifications.

This year will see major investment in a new online platform for the institute, encompassing not just the BIFM website but systems and services for e-learning, CRM and administration of qualifications.

The review also identifies improvements to governance, including risk management.

BIFM TRAINING

Smart people, smart space

Space planning forms a major part of the FM’s job. In view of the impact on occupancy costs, morale and working efficiency, it is important to get the layout right, whether it be a full scale office relocation, a partial reorganisation, or even a small workplace rearrangement.

In November last year, FM World reported findings of the BIFM’s latest Post-recessional Workplace Review which found that almost two-thirds of organisations are seeking to reduce office space used, by increasing the density of occupiers. But rather than resulting in more crowded offices, the BIFM found that we are www.fm-world.co.uk

20/1/11 13:10:11

Send your news items to communications@bifm.org.uk or call 0845 058 1356

working differently and using space more effectively – with an obvious cost benefit. While the office remains the central hub, it is evolving as technology and the way we work changes. However, Tim Oldman, managing director of Leesman who conducted the workplace review, warned that it is important to remember that strategies for flexible working bring their own challenges in terms of infrastructure and workplace design. In addition to our work becoming increasingly mobile and flexible, we need to take into account our increasing diversity when analysing the needs of worker groups. Disappointingly, the workplace review also found that some workplaces are falling short of this, and are not catering for youngest and oldest members of staff.

That’s where the value of a space planning course comes in to help you get your layout right.

Having completed floor layouts the facilities manager must translate these into a three dimensional working environment. This requires an understanding of working efficiency, comfort, aesthetics, workplace technologies, corporate image and culture, as well as how to manage the process of making sustainable changes to the work environment. BIFM Training run a two-day course called Effective Space Planning. This popular and highly practical course covers the essentials of effective space planning and offers detailed guidance, case studies and exercises on space planning practice.

You will be guided through the whole process from establishing needs to creating effective work environments, accommodating subsequent changes, and planning for the future. i The course next runs 8-9 March 2011 in central London. To book a place visit our website www.bifmtraining.com, email info@bifmtraining.co.uk or call 020 7404 4440

www.fm-world.co.uk

34-35_BIFM news2.indd 41

BIFM COMMENT

Valerie Everitt is director of professional standards and education

C RO SSI N G B O U N DA R I E S

ith 2011 likely to be another challenging year for the UK economy, many facilities managers across the public and private sectors will, like their counterparts in other industries, be taking a long hard look at the year ahead.

How will they and their organisations fare? What can they do to build on achievements and keep a competitive edge in a crowded job market?

Some will already have concluded that gaining vocational and work-related qualifications will be a vital tool in getting the next step on the career ladder. And with the development of the new Qualifications and Credit Framework (QCF), the good news is that qualifications are now more accessible and also more relevant to learner and employer needs. Assessments can be flexible, practical and based on real life business projects, removing the need for formal examinations or revising to a set timetable.

Increasingly, when choosing which qualifications to take, managers and their employing organisations also look for national recognition and transparency. It’s important to know that working towards a qualification will bring a real return on investment and employers need to understand what achieving a certain level means in relation to an expected job role.

Looking more widely than national boundaries, a new development will also reassure many managers thinking about widening their horizons and working internationally.

The QCF has now been referenced against the European Qualifications Framework (EQF). The EQF links European countries’ qualifications systems to each other and makes it easier to cross reference qualifications between countries. Acting as a “translation device”, it aims to help the development of a mobile and flexible European workforce, at the same time supporting lifelong learning. It will also help workers to explain their competence to employers in different countries.

As an awarding organisation for QCF qualifications in facilities management, the BIFM has recently contributed to a significant consultation exercise. This will agree how best to adopt measures which mean that by 2012 all new qualification certificates issued by competent authorities will contain a clear reference to the appropriate EQF level.

It’s a step forward which should really help organisations interpret the qualifications of applicants and reduce the barriers for individuals wanting to progress their careers outside the UK. And it’s an ambitious project that the BIFM can only be involved in due to its status as an Ofqual regulated awarding organisation with FM qualifications accredited within the national framework.

For more information about the cross referencing of qualifications in the EQF, visit bifm.org.uk, then click career development, FM qualifications.

W

“LOOKING MORE WIDELY THAN NATIONAL BOUNDARIES, A NEW DEVELOPMENT WILL ALSO REASSURE MANY MANAGERS THINKING ABOUT WIDENING THEIR HORIZONS”

valerie.everitt@bifm.org.uk

FM WORLD | 27 JANUARY 2011 | 35

20/1/11 13:10:39

FM DIARY NATIONAL BIFM EVENTS 3 February BIFM International Sig: ‘The office as we know it will be obsolete in 20 years’: A Pecha Kucha debate Venue: Steelcase’s offices in London Contact: clairesellick@ btinternet.com 10 February The People Management and Women in FM Sigs Venue: Gresham Street, London Contact: ali.moran@workplacelaw. net 10 February BIFM Rising FMs workshop – A Guide to Refurbishing Office Interiors Venue: British Arab Commercial Bank, 5 -10 Mansion House Place, London Contact: claire.blake@cbre.com 15 February Creating a Beautiful Relationship - Procuring FM services - a joint BIFM & Corenet event Venue: DTZ 125 Old Broad Street London Contact: london@bifm.org.uk 23 February WiFM forum Venue: Central London Contact: Liz Kentish, coach@ lizkentishcoaching.co.uk or call 07717 787077 3 March WiFM Forum - The Glass Ceiling Venue: Central London Contact: Liz Kentish on coach@ lizkentishcoaching.co.uk or call 07717 787077

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

30 June BIFM AGM and Members’ Day Venue: TBC Contact: Karen Weeks on 0845 058 1356 or email communications@ bifm.org.uk 24 August WiFM Social Event Venue: London Contact: Liz Kentish on coach@ lizkentishcoaching.co.uk or call 07717 787077 21 September WiFM Forum - FM and Organisational Change Venue: TBC Contact: Liz Kentish on coach@ lizkentishcoaching.co.uk or call 07717 787077 10 October BIFM Awards Venue: Grosvenor House Hotel Contact: Sandra Light on 0141 639 6192 or email Sandra@fmevents.biz

SCOTTISH REGION 26 May Scottish Region golf event The cost will be £60 Venue: Renfrew Golf Club Contact: bill.anderson@ telerealtrillium.com or call 01977 598914

5-6 April Th!nkFM conference: Delivering value in FM The BIFM has launched Th!nkFM - a groundbreaking skills sharing and networking hub designed for FM practitioners at every level.

Venue: The East Midlands Conference Centre in Nottingham Contact: conference@thinkfm.com 26 May WiFM Forum - Networking Skills Venue: TBC Contact: Liz Kentish on coach@ lizkentishcoaching.co.uk or call 07717 787077 www.fm-world.co.uk

37_Diary.indd 37

3 July East Region Cricket Challenge Venue: Great Hyde Hall, Hertfordshire Contact: Graham Price at g.price@ forumevents.co.uk SOUTH WEST REGION 15 July South-west region 2011 Golf Day Venue: Orchardleigh Golf Club Frome Contact: Gareth Andrews on gmahome@tinyworld.co.uk or call 07540 079978

15 February BIFM Fellows seminar Allen & Overy will be hosting a seminar for the BIFM Fellows to discuss aspects of the forthcoming Bribery Act. Venue: Allen & Overy LLP, One Bishops Square, London Contact: jenine.wood@allenovery. com by Friday 4 February INDUSTRY EVENTS

27 January Selling Business Continuity to the Board Venue: NFU Mutual, Tiddington Road, Stratford-upon-Avon, Warwickshire Contact: ann@echo-marketing.co.uk or call 07970 255240

9 February BIFM East Region presentation: The Light Works Venue: The Leeton Group, Peterborough, Lincolnshire Contact: Graham Price at g.price@ forumevents.co.uk 6 April BIFM East Region presentation: Secure Data and storage of Critical Information” Venue: RECALL Secure Data and Storage Centre, Hoddesdon, Hertfordshire Contact: Graham Price at g.price@ forumevents.co.uk 28 April East Region networking golf day Venue: To be confirmed Contact: Graham Price at g.price@ forumevents.co.uk

01892 518877 or email warrenwhite@stepex.com 22 March The Total Security Summit Venue: Radisson Blu Hotel, London Stansted Airport, Essex Contact: Graham Price at g.price@ forumevents.co.uk 20-21 April The National FM & Property Event Venue: The Celtic Manor, Wales Contact: leighhussain@ globalbusinessevents.co.uk or call 01633 290 951/ 07977 561 553 17-19 May The Facilities Show Venue: NEC Birmingham Contact: www.thefacilitiesshow.com for full details

FELLOWS

MIDLANDS REGION

EAST REGION 24 March WiFM Forum - What a Load of Rubbish Venue: Luton Contact: Liz Kentish on coach@ lizkentishcoaching.co.uk or call 07717 787077

23 June East Region Golf day Qualification” Venue: To be confirmed Contact: Graham Price at g.price@ forumevents.co.uk

27 January Office Relocation, A Step-By-Step Guide Venue: Morgan Lovell’s headquarters, Noel Street, Soho Contact:The seminar is free but spaces are limited and can be booked at www.morganlovell.co.uk/ events/ 10 February Workplace Futures 2011: Commoditisation vs Service Solution – which future?

Venue: Churchill War Rooms, London Contact: David Emanuel on 020 8922 7491 22 February Big Business, Low Carbon Conference Venue: University of Nottingham Innovation Park Contact: Register your place now for free at www.aquila-green.co.uk 8-11 March MIPIM 2011 Venue: Cannes, France Contact: www.mipim.com 9-10 March Facilities Management Ireland 2011 Venue: RDS, Dublin Contact: Warren White, Step Exhibitions on

23-25 May EuroFM Conference: Cracking the productivity nut Venue: The Vienna University of Technology, Vienna Contact: www.eurofm.org 23 June World FM Day World FM Day is a Global FM initiative to celebrate the importance of the FM profession.

Venue: UK-wide events, and primary BIFM event Contact: Karen Weeks at communications@bifm.org.uk 13-15 September Recycling & Waste Management (RWM) exhibition Venue: NEC Birmingham Contact: Visit www.futuresourceuk. com for more details 11-12 October Total Workplace Management Organised in association with the BIFM, Total Workplace Management is the UK’s leading London based facilities management event.

Venue: London Olympia Contact: Karen Weeks at communications@bifm.org.uk 18 October Workplace Trends conference The Workplace Trends series of conferences explores how workplace design and operation evolves in such demanding times.

Venue: Allen & Overy, One Bishop’s Square, London Contact: Please visit http:// www.merlin-events. co.uk/sendstudionx/link. php?M=1381140&N=358&L=140&F=H to book and secure your place for 2011 FM WORLD | 27 JANUARY 2011 | 37

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FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB What attracted you to the job?

Speaking bluntly, when I graduated last July the economy was in a bad way and if someone offered you a job, you took it. But I have worked for SGP since I was 16 (in summer jobs such as working on the helpdesk while at school and university) so I knew it was a good company. I’d also spent my degree’s sandwich year at the firm. There wasn’t a specific role open at the time but the directors knew what I could do, and created my current role.

NAME: Brett Taylor JOB TITLE: Former undergraduate student placement during international business degree, now marketing executive ORGANISATION: SGP JOB DESCRIPTION: Working for both the marketing and new business teams on everything from internal communications, market research and analysis, new contacts, databases and advertising and PR campaigns.

My top perk at work is…

Being able to manage my own workload and time.

I am given a lot of responsibility and autonomy compared to other graduate roles.

What’s been your career highpoint to date?

Getting a job almost straight from university in the middle of a recession was definitely one of the highlights. Organising last year’s SGP Christmas party and keeping (almost) everyone happy was a bit of an achievement too. We had to accommodate extra people who were stranded in Leicester because of the poor weather but singing waiters and a free bar helped.

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

Better recognition of FM in the wider business community. I did an international business degree with almost 40 modules and FM wasn’t mentioned

once. The closest we got was talking about disaster recovery.

If I wasn’t in FM, I’d probably be…travelling How do you think FM has changed over the past five years?

The technology involved in FM has evolved over the past few years, not just with the operational and technical side of FM but also from the communications perspective. Social media, such as LinkedIn, Twitter and Facebook, has transformed the way businesses communicate with their stakeholders and potential clients.

And how will it change over the next five years?

FM is getting more and more competitive and that will only increase now that the public purse strings are being tightened. But the government cuts could also encourage FM to become more innovative and could lead to further outsourcing which would be a fantastic opportunity for the supply side community.

What advice would you give to someone considering FM as a career?

Go for it – it’s an exciting, diverse and brilliant industry to work in where no two days are the same.

It’s a relatively new industry so there are plenty of fresh ideas and people are accepting of change and innovation.

Ingenuity welcome here

-RKQVRQ &RQWUROV

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Call Stephen Fontana on 020 7324 2787 or email jobs@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

Appointments

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Facilities Management

Building better futures

Senior Facilities Manager

Site Facilities Manager

Building Manager

Manchester – £35,000 - £45,000

London – £30,000 - £35,000

Hampshire – £25,000 - £30,000

Join this market leading and reputable property company where you will be responsible for managing a portfolio of several properties and managing the strategic delivery of all FM services. You must be experienced in managing TFM contracts and prove where you have added value. Ref: KN/62488

Are you an onsite facilities manager with hard services and health & safety experience?

Join this managing agent as a Site Facilities Manager where you will be responsible for the day-to-day operational management and servicing of a designated property.

Ref: CORE 62520

You will be a Building Manager with exceptional client facing skills to join this leading managing agent. You will manage the property on behalf of a prestigious client and will be responsible for all aspects of the day-to-day management and service delivery to the occupiers.

Ref: CORE 62521

Contact Katie Noble on 0161 834 8666 or at katie.noble@juddfarris.co.uk

Contact Claire O’Reilly on 020 7845 5770 or at claire.oreilly@juddfarris.co.uk

Contact Claire O’Reilly on 020 7845 5770 or at claire.oreilly@juddfarris.co.uk

Mantainence Operations Manager

Account Manager London – £40,000 - £45,000 You will have excellent customer service skills to join this service provider as an Account Manager. Based in the South East, you will also need strong management and P&L experience to work on and service this prominent contract.

Ref: CORE 62527 Contact Claire O’Reilly on 020 7845 5770 or at claire.oreilly@juddfarris.co.uk

West Midlands – £45,000 - £40,000 + flexible benefits Do you have experience of critical environments e.g. data centres? Work client side in this technical FM role managing a team and supporting critical business operations at this major UK facility. You must have an HNC in Engineering or equivalent to be considered for this role. Ref: AK/62498 Contact Amanda Kontzle on 0161 834 8666 or at amanda.kontzle@juddfarris.co.uk

www.juddfarris.com Head of Proposals

Ref: AS0152

Working for the market leading Facilities and Construction group you will be responsible for the management of the bid team and the production of proposals for both hard and soft services. The ability to build and maintain relationships, both internally and externally, is crucial in full-filling this role. You will have the ability to deal with large and complex tenders.

You will manage a team of both Bid Writers and Estimators and you will be suitably experienced in pricing and writing both Engineering and FM proposals.

Regional Operations Manager Milton Keynes

£50-55k Ref: AS0148

You will be a technically qualified senior manager with proven experience managing corporate FM contracts. You will be working for a Total FM provider on one of there most prestigious accounts. Client interaction will be key to the role and the ability to forge a good working relationship is paramount. You will look after a number of sites including 2 data centres, so experience of critical facilities is advised. A challenging role with an awarding winning, forward thinking services company.

Technology Solutions Developer South Midlands

Business Development Manager London/South East – £60,000 + car Join this successful FM provider in a senior sales role. You will have an existing network and a track record of private sector contract wins. You will have high levels of commercial drive and motivation for generating new business and exceeding targets under pressure. Ref: AK/62501 Contact Amanda Kontzle on 0161 834 8666 or at amanda.kontzle@juddfarris.co.uk

Judd Farris acts as an employment agency for permanent or fixed-term contract roles and an employment business for temporary roles.

£60-75k + bonus

South East

property recruitment

£40-45k + bonus Ref: NC0138

An excellent opportunity working for a major service provider currently operating a wide variety of critical support service contracts for Government, public and private sector customers across the UK and Ireland. As Technology Solutions Developer the ability to present and make recommendations for potential technology solutions to the IT team and business representatives. You will work with the Systems Architect and IT Operations Manager, among others, to pilot new technology solutions. Experience of technology in the FM market is crucial.

Facilities Manager Cambridge

£55k Ref: AS0145

This is a site based role. You will be working for a PLC services company delivering a total FM solution to one of their key clients.You will have a strong track record in self delivering Total FM and ideally come from a technical background. You will be an inspired leader and a good manmanager. This is a challenging role on a new contract so experience of mobilisation would be an advantage but by no means essential. A fantastic opportunity to join this company at a truly exciting time.

Regional FM Support Manager South Midlands

£38-40k + bonus Ref: NC0132

An excellent opportunity working for a major service provider currently operating a wide variety of critical support service contracts for Government, public and private sector customers across the UK and Ireland. As Regional Support Manager the ability to support and service contracts is crucial.You will assist Regional Bid Teams in identifying appropriate sub contractors.

You will ensure smooth and timely mobilisation of Supply Chain partners when and where appropriate. You will have a good foundation in Soft Services and understand its intricacies.

Graduate Energy Manager Worcestershire

£20k-£25k Ref: AW0128

Working for a market leading facilities management service provider you will have a good understanding of energy management and a degree in energy management or a related subject. You will assist in the delivery of energy reports and take over the responsibility for the collection and reporting of a number of processes. The ideal candidate will have a knowledge of energy use in buildings and a working knowledge of using utility invoices.

Sustaining Your Future in Facilities Management Birmingham: 0121 450 5115 London: 0208 626 5225

Email: info@fmpropertyrecruitment.co.uk Web: www.fmpropertyrecruitment.co.uk

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Business Development Manager

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Sales Director, London, ÂŁ65,000 plus commission and beneďŹ ts (OTE ÂŁ100k) A leading, innovative provider of FM services is recruiting a Sales Director. The company, which has been in business for 10 years, has doubled its turnover every year to date and intends to maintain this level of growth for the next 5 years (turnover currently cÂŁ25m). As the Sales Director, you will be responsible for creating and delivering sales strategy and play a fundamental role in developing future growth by providing vision, direction and leadership. You will need to be able to develop relationships with potential clients, identify opportunities, manage the bid process and bring home the sales. The role is home based although regular visits to the London HO and clients nationwide will be required. A driving license and a good deal of ďŹ&#x201A;exibility are essential.

We are looking for a â&#x20AC;&#x2DC;sales hunterâ&#x20AC;&#x2122; with a proven track record at director level.

Experience within the FM industry is not essential although initiative, drive and enthusiasm are. CVs to russell@c22.co.uk

2 x Maintenance Technicians, London and Sussex, cÂŁ32,000 plus bonus, vehicle etc An international blue chip organisation is looking for 2 x Maintenance Technicians to oversee M&E contractors at an ofďŹ ces and data centres in London and the South Coast. You will also be responsible for the supervision and safety of specialist contractors that visit site and ensure their compliance to PPM Schedules though regular audit Candidates must be qualiďŹ ed with a technical building services qualiďŹ cation and be able to carry out emergency M&E repairs. Other areas of responsibility include risk assessments, monitoring of data room environments, power supply/ UPS, air conditioning, permits to work, ďŹ re and water systems, heating and cooling and M&E systems. CVs to russell@c22.co.uk

ÂŁ55,000 plus Benefits South East based with UK travel The Client MJ Ferguson are a leading South East based Facilities Management, building, and office refurbishment company. They work across both the public and private sectors, offering bespoke, flexible solutions that will add value to their clients businesses. As the result of continued year on year growth, they are now seeking an experienced FM professional to enable the planned expansion.

The Role â&#x20AC;˘ Formulate the FM business development strategy â&#x20AC;˘ Develop new systems and processes â&#x20AC;˘ Build new contract pipeline including PQQ/RFI â&#x20AC;˘ Assist with the bid process including attending presentations â&#x20AC;˘ Maximise networking opportunities at industry events â&#x20AC;˘ Cross sell other services to existing client base â&#x20AC;˘ Develop working partnerships with other FM providers The Person You will be an ambitious self starter with a genuine desire to take the business to the next level and provide a seamless service to clients. A proven track record within business development in the FM or building services market is essential, as is a good network of contacts within the sector. Excellent relationship building at a senior level, and presentation skills are also important for this role.

For further information, please contact Louise Falcus, retained consultant at PSD Group on 0161 234 0300 or email fm@psdgroup.com quoting reference 543400.

Any applications sent directly to MJ Ferguson will be forwarded to PSD.

providing quality people

Leeds 0113 242 8055 London 020 7630 5144

Catch22 QP.indd 1

www.psdgroup.com/property PSD is a leading executive recruitment consultancy

20/1/11 12:19:43

The home of online retail

â&#x20AC;˘ Senior Facilities Manager | ÂŁCompetitive Speke, Liverpool

â&#x20AC;˘

You might not be familiar with Shop Direct. But youâ&#x20AC;&#x2122;ll certainly have heard of Littlewoods, Kays, Very and Woolworths.co.uk. Theyâ&#x20AC;&#x2122;re just some of the companies that make us the UKâ&#x20AC;&#x2122;s leading home shopping retailer. Our Head OfďŹ ce in Speke is home to some 1800 employees. Itâ&#x20AC;&#x2122;s so big in fact that it actually stretches to six buildings across four sites.

â&#x20AC;˘ â&#x20AC;˘

News updated at least ďŹ ve times a day Archive of every FM World article since 2004 Job email alerts Career advice

With an ÂŁ8m+ budget youâ&#x20AC;&#x2122;ll manage everything FM; including key areas of, Postal Services, H&S Video Conferencing services and ensuring the smooth running of our ďŹ&#x201A;eet of multi functional Printers and updating the departments intranet site. By delivering innovation youâ&#x20AC;&#x2122;ll help make our buildings more efďŹ cient, low carbon and a fantastic place to work.

Your impressive background in FM will be backed up by a degree and possibly an H&S qualiďŹ cation, along with knowledge of mechanical and electrical services and the relevant legislation. Along with excellent PC skills, you have a good understanding of technologies such as mobile smart phones and audio-visual equipment. Experience with Microsoft FrontPage and of setting up or managing FM Helpdesk systems would also put you at an advantage.

But perhaps most important of all, youâ&#x20AC;&#x2122;ll need to be extremely well organised with the kind of inďŹ&#x201A;uential communication skills thatâ&#x20AC;&#x2122;ll gain the trust and respect of everyone around you. To apply email your CV and covering letter to recruitment@shopdirect.com

CoďŹ&#x20AC;ee and CV fm-world.co.uk/jobs

has over 100 job vacancies

FM WORLDâ&#x20AC;&#x201A;| 27 JANUARY 2011â&#x20AC;&#x201A;| 41

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FINAL WORD FELICITY MESSING

FELICITY

MESSING

RAT APPEARS IN POLITICS As if British politics couldn’t get any dirtier, a giant rodent was recently spotted at Number 10 Downing Street during a live news report.

Observant news watchers spotted the large rat scurry across the step just below the famous black door as political correspondent Gary Donoghue reported for the BBC on Government plans for NHS reform.

The animal went unnoticed by Mr O’Donoghue but within minutes a number of short films of the report were posted online. It’s not the first time a pesky mammal has intruded in the corridors of power. Last July the Daily Telegraph reported on David Cameron’s brush with a bat.

Apparently David Cameron dodged the nocturnal flying mammal and helped remove it from the building.

It’s been three years since Downing Street had an official resident cat, a ‘Chief Mouser to the Cabinet Office’, and it could only be a matter of time before the Prime Minister appoints a new one. All in all it begs the question – are there bigger rats at play at Number 10?

TOO CLOSE FOR COMFORT I hesitate to make reference to my personal life in this column, but I assure you it is a topic that may become more relevant to the wider FM community.

I don’t know whether it is post-Christmas and New Year party blues or the beginning of a new year and all that that brings in renewed energy and aspiration, but I have been looking into the possibility of online dating. It seems that I’m not alone. From what I have discovered I’m one of many thousands who turn to look for a new relationship – and romance – on the internet at this time of year.

Apart from the internet, the most common pattern of relationships being formed is through friends, social events and, dare I say, the workplace. Well, over the years my quite wide circle of friends has been exhausted, I work so hard and long hours that there

is little opportunity to socialise and there is no one I would like to form a relationship with at my office.

So you see my dilemma.

My surprise is the latest development in dating technology where the use of mobile devices means that a registered user can find partners in close proximity to where they are – in real time. Imagine my horror, when I discovered that I was matched to both the lad in the mailroom who can be no more than 18-years-old and the chief executive, who must be pushing 65.

I have adapted my ideal partner profile by taking out ‘youthful’ and ‘financially comfortable’. Watch this space. Oh, and the relevance to facilities management?

Surely this is another service that we could add to our many responsibilities?

EXCUSES FOR DESK NAPPING They told me at the blood bank this might happen.

This is one of the seven habits of highly effective people.

IN THE NEXT ISSUE OUT 10 FEBRUARY

A LOOK AT LEEDS CITY OFFICE PARK FIVE YEARS ON/// JEREMY MYERSON ON THE AGEING WORKFORCE/// PRIVATE EQUITY IN THE FM INDUSTRY/// RAINWATER HARVESTING/// ONLINE LEARNING/// ENVIRONMENTALLY-FRIENDLY INCENTIVE SCHEMES/// FIRE SAFETY/// NEWS FROM THE BIFM HQ AND REGIONS AND THE LATEST FROM THE IPFMA

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Conference 2011 Delivering Value in Facilities Management Innovation and adaptation for today’s economics 5-6th April 2011 East Midlands Conference Centre Nottingham

www.thinkfm.com

Think you know BIFM events? Think again.

ThinkFM, the new name for the BIFM Annual Conference, is a fresh, exciting concept, designed to equip you for challenging times.

Shape your own personalised one or two-day agenda from the interactive Four Hub programme of essential workshops and seminars: • • • •

Tough Decisions for Tough Times Future Ways of Working Sustainable Business - Actions Not Words Professionalising FM

Add in motivational speakers, refreshments when you want them, structured networking and a bustling exhibition and experience the most rewarding conference of your career.

Visit www.thinkfm.com for the full conference programme and booking details or call 08701 632804. ThinkFM is open to all FM practitioners at every level.

HOT DATES planning your future with us

“

I enjoyed this course very much. The trainer was excellent with clear and well presented information. I really feel I have benefitted from attending this training Office Manager, NSPCC [Display Screen Regulations]

”

MARCH COURSES 2-3 8 7-11 8-9 9-10 15 15-16 15-16 16 16-17 17

Introduction to Sustainability Understanding CDM Regulations NEBOSH General Certificate in Occupational Health & Safety [WEEK 2] Effective Space Planning Security Management Building Surveying & Maintenance Property Management Display Screen Regulations & Risk Assessment DSE assessor’s certificate Energy Management Understanding & Managing Building Services FULL Energy Legislation

+44 (0)20 7404 4440

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

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