FM World June 16 2011

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 16 JUNE 2011

FMWorld www.fm-world.co.uk

FEATURE:

How FM is adapting to manage free schools

01_FMW_Cover.indd 1

Shakespeare’s Globe Theatre presents a unique FM challenge

UNTO THE BREACH 7/6/11 16:19:21

Pr Cl NE op ean W os in iti g on

Imagine being better equipped to free yourself from hassle

Facilities managers can spend a day a week managing equipment.

Spend your time more constructively.

Introducing HSS Outsource - a new way to resource, maintain and manage your cleaning equipment needs.

Rather than waste your time sorting out equipment issues, you can set yourself free to do your day job by handing it all over to us. Which sets you free to do more, by giving you more time to do the important stuff.

Imagine all this and more.

Call us now on 08456 02 82 71.

Why Outsource?

Remove CAPEX, improve cashflow Drive up productivity, drive down operating costs

Reduce management time Guarantee compliance

Cleaning Equipment Management

safety

value

FMW.16.06.11.002.indd 1

availability

support

hssoutsource.com/cleaning 08456 02 82 71 3/6/11 10:56:46

VOL 8 ISSUE 12 16 JUNE 2011

CONTENTS

6 | Energy benchmark study

16 | Globe Theatre

20 | Free schools

NEWS

OPINION

FEATURES

6 DEC ratings are accurate according to a recent major study 7 St Andrews University seeks permission to build own wind farm 8 FM 100 poll: what has been your experience of e-auctions?

12 Business news: Analysis by Graeme Davies recent choppy equity markets 14 Report from the EuroFM conference in Vienna by Richard Byatt

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 Steve Lesbirel, managing director, Beacons Business Interiors 50 Felicity Messing

22| DECs

16

Shakespeare’s Globe: Natalie Li steps backstage at the reconstructed Globe Theatre to find how FM plays a leading role in every performance

20

Free schools: With the free school movement, any building can become an education facility. Clive Ledger advises how to approach this concept

22

DECs: Display energy certificates could soon become compulsory for all commercial buildings.

Stephen Baxter explains the implications for FMs

MONITOR 28 Legal: Update on the issues involved with air conditioning 31 How to: choosing the best FM software for your company 30 Insight: Market intelligence

REGULARS 32 BIFM news 37 People & Jobs 39 Appointments For exclusive online content including blogs, videos and daily news updates

visit fm-world.co.uk FM World Jobs – the best place to find FM career opportunities online

visit fm-world.co.uk/jobs COVER IMAGE: Photolibrary

For immediate notice of new FM World content, sign up to follow us on Twitter

visit twitter.com/fm_world FM WORLD | 16 JUNE 2011 | 03

03_FM Contents.indd 03

9/6/11 17:43:33

Combined Heat & Power

powertherm 60 sizes from 7kW to 2MW • 7 Fuel types - natural gas, LPG, biogas, vegetable oils, biodiesel, PPO, mineral diesel.

• 6 Package styles - open sets, acoustic enclosures, compact series, ISO containerised, total pre-fabricated plant room packages.

• 7 Services - desktop studies, design, manufacture, installation, commissioning, maintenance and after sales support with remote monitoring.

• Class leading package efficiencies up to 95% • Electrical efficiencies up to 44% • Infinium or Thermopower - fixed cost maintenance and perpetual renewal programmes

SEVA

0844 888 444 5 info@shentongroup.co.uk www.shentongroup.co.uk

one vision many advantages

Fast Keys QP 100211.indd 1

26/1/11 0844 576 3710

11:40:43

Cost Transparency for your Facilities Services what we do UÊÊCleaning UÊÊM&E Maintenance UÊÊFabric Maintenance UÊÊSecurity UÊÊHelpdesk UÊÊReception & Mailroom UÊÊWindow Cleaning

www.anabas.co.uk Follow us on Twitter @AnabasFM

04 | 16 JUNE 2011 | FM WORLD

FMW.16.06.11.004.indd 4

9/6/11 17:23:09

Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 www.fm-world.co.uk EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ news editor: David Arminas ⁄ sub editor: James Richards ⁄ assistant editor: Natalie Li ⁄art director: Mark Parry ⁄ art editor: Daniel Swainsbury ⁄ picture editor: Sam Kesteven ADVERTISING AND MARKETING email: sales@fm-world.co.uk

MARTIN READ EDITOR COMMENT

LEADER

senior display sales executive: Adam Potter (02078808543)⁄displaysalesexecutiveJohnNahar (020 7880 6230) ⁄ recruitment sales executive: Norman Cook PRODUCTION production manager: Jane Easterman production executive: Aysha Miah PUBLISHING publishing director: Steve Bagshaw Forward features lists and media pack available at www.fm-world.co.uk/about-us SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media. co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/ subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services call Natalie Li on 020 7880 6229.

EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve⁄JasonChoy,director,Persus⁄Ismena Clout, energy consultant, powerPerfector ⁄ Nick Cook, managing director, Haywards ⁄ Rob Greenfield, director for health, safety, environmentalandquality,Sodexo⁄AnneLennox 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 ⁄ JeremyWaud,managingdirector,IncentiveFM ⁄ Jane Wiggins, FM Tutor and 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

BIFM ENQUIRIES

British Institute of Facilities Management Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER

ow often have facilities managers bemoaned their lack of involvement in the planning of a construction project? Let’s just say it happens a lot. And when it does, FMs have some pretty reasonable questions. Why isn’t the actual occupation of a building a key component in the whole life cost of the project? Couldn’t the architects and project managers have called us up, at least? Didn’t they realise that our involvement could be worth, quite literally, millions?

Well, quite. So this following statement makes for refreshing reading: “The right model for public sector construction procurement in the UK is one in which… there is an alignment of interest between those who design and construct a facility and those who subsequently occupy and manage it.”

Doesn’t that sound good? One could even call it joined-up thinking. And it’s even better when you realise this is not merely another plaintive plea from a representative FM organisation. In fact, it’s a quote from the executive summary of a newly published Cabinet Office document on the government’s public sector construction strategy. It was published last week, and you’ll find it reported on in this issue’s news section (page 6).

Government Construction Strategy makes for hope-inspiring reading. The government, according to the document, is looking for a “profound change” in the relationship between public authorities and the construction industry. Designers and constructors must provide integrated solutions that “put an end to poor performances of buildings after handover to clients”.

All of which is fine, but it’s difficult not to feel that the document’s logical tone is compromised by woolly language in some rather critical places. For instance, the intriguing suggestion that designers and constructors concoct “some method” to monitor the performance of their building after handover. “Some method”?

That sounds like government throwing an idea into the ether and hoping that those in the fray will turn it into something workable. Experience suggests that this is an optimistic view.

Nor does it help to “call for those who design and construct buildings to prove their operational performance for a period of say three to five years.” What’s with that word “say”? Where’s the science in that? Couldn’t the government have at least attempted to calculate an acceptable time frame and asked interested parties to debate it?

Last year, the government published an Infrastructure Cost Review and Implementation Plan. In it, measures were set out to realise between £2bn and £3bn per annum by reducing the costs of delivery of the UK’s economic infrastructure projects and programmes.

So the will is certainly there, and it is incumbent on the FM profession to get involved. But you have to hope that the government will do more than simply pluck some figures out and wait for others to come up with a way of working with them. We’ll see.

H

“IT’S DIFFICULT NOT TO FEEL THAT THE LOGICAL TONE OF THE DOCUMENT IS COMPROMISED BY WOOLLY LANGUAGE IN SOME RATHER CRITICAL PLACES”

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

www.fm-world.co.uk

05_Comment.indd 05

FM WORLD | 16 JUNE 2011 | 05

9/6/11 17:10:02

FM NEWS SIGN UP FOR FM WORLD DAILY AT FM-WORLD.CO.UK

STUDY

DEC ratings ‘accurate’ says report A major study has shown that 94 per cent of public buildings have “a good correlation” between their designated energy performance benchmark and the actual operation of the building.

Benchmark figures used in Display Energy Certificates (DECs) are “fit for purpose”, according to the study from the Chartered Institution of Building Services Engineers (CIBSE).

CIBSE looked at the first 45,000 DECs logged in the Landmark register from October 2008 to midFebruary 2010. They found that “94 per cent of buildings in the database are within one grade of their benchmark”. The median for offices (where half the number of buildings operate above the benchmark and the other half below it) is almost exactly that of the benchmark. The median for schools is within 2 per cent of the benchmark.

The benchmarks also work well for clinics, hospitals and emergency service buildings. But the benchmarks for entertainment halls and theatres, dry sports and leisure facilities “appear to be too generous”, meaning that buildings were most often performing above their benchmark rating.

Keeping in mind that entertainment halls are publicly owned, they may actually be operating below their benchmark, CIBSE technical adviser Hywel Davies told FM World. But because they are closed for many hours a day they will use less energy, boosting their apparent operational efficiency.

06 | 16 JUNE 2011 | FM WORLD

6-7_FM News.indd 06

Benchmarks for laboratories, operating theatres and workshops need further review because the facilities struggle to meet existing

ISTOCK

DAVID ARMINAS newsdesk@fm-world.co.uk

Laboratory benchmarks need review

standards. Their special energy requirements, where electrical equipment has high loads, may need to be added to the list of separable uses, whereby the equipment consumption is taken out of the DEC benchmark.

Capturing the data in a readily usable form “proved to be a difficult process”. Also, there is widespread evidence of noncompliance with the requirement for DECs to be renewed annually.

DECs were introduced as a mandatory requirement for public buildings over 1,000 m2 in England & Wales in October 2008 under the Energy Performance of Buildings Directive (EPBD) from the European Union.

Earlier this month an amendment to the Energy Bill was made that would make DECs mandatory for all commercial buildings (see feature, page 22).

St Andrews seeks to run its own wind farm

Government focuses on building performance DAVID ARMINAS newsdesk@fm-world.co.uk

The government wants designers and builders of new buildings to “prove” their structure performs to its stated levels for three to five years after completion. There also needs to be more end-user involvement in the design and construction of a building.

The proposals are part of the Cabinet Office’s plan to get the construction sector to offer better value for money for clients. There must be “an alignment of interest between those who design and construct a facility and those who subsequently occupy or manage it”.

The Cabinet Office’s 43-page document Government Construction Strategy noted that clients should “issue a brief that concentrates

on required performance and outcome”. From that brief, designers and constructors must work together to develop an integrated solution that puts an end to poor performances of buildings after handover to clients.

“Post-handover defects are a regular feature of construction projects, leading to the cost of remediation – and frequently the higher cost of resolving disputes,” the document noted. “Even when there are no latent defects, it is still rare to find that a built asset performs exactly in accordance with

its design criteria, particularly in terms of energy efficiency.”

Importantly, the government said there needs to be some method whereby designers and constructors monitor the performance of their building after handover to the client.

It wants “those who design and construct buildings to prove their operational performance for a period of say three to five years. Proposals for this will be developed with the government Property Unit to ensure alignment with subsequent arrangements for facilities management.”

“Post-handover defects are a regular feature of construction projects, leading to the cost of remediation” www.fm-world.co.uk

9/6/11 17:49:33

NEWS

ISTOCK

BRIEFS

The University of St Andrews is seeking planning permission for a six-turbine windfarm on farmland it owns.

The move to establish the 12MW project on an abandoned Second World War airbase is designed to protect the university from spiralling

energy costs.

Despite reducing energy consumption in recent years, rising national and international costs of energy have tripled its bills since 2005 to £5.4m a year.

“This increase in costs is equivalent to the salaries of up to 120 full-time staff at St Andrews and is a major financial risk for us,” said Derek Watson, the university’s estate manager.

Long-term monitoring of wind speeds at Kenly shows that it is possible to generate enough electricity to meet the needs of the university, including its energyintensive scientific operations.

The move for planning approval follows three years of research on site and consultation with the local communities of Boarhills, Dunino and Kingsbarns.

The university also examined the potential for having four larger turbines each generating 3MW.

Biomass construction Construction has started on a £60m biomass combined heat and power (CHP) plant in Scotland that will burn a whisky distillery by-product.

The plant in Speyside will also produce animal feed, according to a statement from Helius CoRDe, a consortium comprising The Combination of Rothes Distillers, Helius Energy and investment firm Rabo Project Equity.

Around 7.2MW of electricity will be generated, with most of the energy to be sold to the national grid.

As well as woodchip from sustainable sources, the plant will burn draff - the residue of husks after fermentation of the grain.

The process of burning draff will also produce animal feed in the form of pot ale syrup, according to Helius CoRDe which estimates the plant will save around 46,600 tonnes of CO2 emissions when it becomes operational in 2013.

ENERGY

Utility pays clients to reduce energy Electricity North West (ENW) is looking for businesses within Greater Manchester for a pilot programme in which firms are paid to save energy.

Participants will receive quarterly payments for being available to cut their energy consumption on demand.

The project, run through international energy management company EnerNOC, is designed to cut down peak time electricity demand. The reduction will save ENW millions in otherwise essential infrastructure upgrades to cope with peak demand, Paul Bircham, ENW’s customer strategy director, told FM World.

“I urge FMs to think about which part of their energy usage is flexible www.fm-world.co.uk

6-7_FM News.indd 07

ISTOCK

DAVID ARMINAS newsdesk@fm-world.co.uk

“You save, we pay”

and during what times of the day,” said Bircham.

Businesses will save some money on their energy consumption, but the real payback is being paid just to be available to cut demand within half an hour.

The request might be made only several days a year and likely made

in winter when business demand coincides with domestic demand as people arrive home in the dark hours.

By cutting down peak demand, ENW can save millions of pounds of investment that is currently planned at more than £1bn over the next five years. This includes £200m on new connections, £120m to reinforce the network and £400m to renew equipment.

EnerNOC has made the commitment to ENW to save the peak time energy and will install monitoring and control devices at participants’ sites to remotely control machinery and equipment.

“Basically, we will work with companies to shave off their peak demand,” said Scott McGaraghan, senior director of international development at EnerNOC.

Elephants sent packing Facilities managers at Toronto’s Zoo will close their elephant enclosure and send the animals to another zoo.

The city council refused to foot the $16.5m bill for new facilities for the three aged beasts - Iringa is 42, Toka is 41 and Thika who was born at the zoo 30 years ago. City councillors also baulked at the $1m annual cost of keeping the African bush elephants fed and watered and warm enough during Toronto’s long sub-zero winters. A consultant’s report said the elephants need a new holding and exercise barn four times the size of the existing barn and two new outdoor paddocks that would triple the current open-air space to which they have access.

Ramsey extends contract Celebrity chef Gordon Ramsay has extended his contract to run the restaurant at Claridge’s hotel in London, but by only one year. The original contract at Claridge’s hotel was for 10 years. The restaurant was previously run

by Mark Sargeant. It lost its Michelin star in 2009 after seven years.

Emrill rises to the top Middle East facilities management business Emrill Services has been appointed to one of the tallest residential buildings in the world – the 86-floor Marina Torch, in Dubai. The Torch rises 1,132 feet and has 80 of its floors above ground., Dubai has 60 buildings that stand taller than 656 ft, which is more than any other city, surpassing Hong Kong and New York City.

New government agency The government is creating a central procurement body to buy common goods and services in an effort to save £3bn annually by March 2013.

Government chief procurement officer John Collington will head the organisation to be called Government Procurement.

The government spends around £13bn on common goods and services, according to a statement from the Cabinet Office. Of the £13bn annual spend, around £45bn is spent on “office solutions, print and print management”.

Around £551m is spent on travel and £260m on fleet management. Energy amounts to £573m.

The organisation will also improve the buying of £40bn of “strategic and operational spend”.

FM WORLD | 16 JUNE 2011 | 07

9/6/11 17:21:15

FM NEWS SIGN UP FOR FM WORLD DAILY AT FM-WORLD.CO.UK

Poor 33%

FM 100 POLL

Average 18% Excellent 3%

WE ASKED 100 FMS… What’s been your experience of e-auctions?

Two-thirds of FMs who have used electronic auctions rate them as a poor method of procurement, according to the latest FM 100 Poll result.

The FM 100 Poll asked FMs what was their experience of e-auctions. Was it excellent, average or poor? Or did they have no experience?

Just over a third of respondents with experience of using e-auctions report them as being an average way of buying goods and service.

Only five per cent of respondents say their experience

of using e-auctions has been “excellent”.

But 54 per cent of respondents to the poll said they had never used an e-auction, although some FMs said they observed them being used by their organisation’s purchasing department.

One FM with experience of using an auction five or six times with blue-chip suppliers called the method “farcical”. They don’t even save time, as e-auction supporters claim, he said.

“You still have to pre-qualify.

The client still goes away and digests the results and enters

Never used one 54%

into further discussions with the suppliers.”

Purchasing “widgets” is what e-auctions are best used for, said a respondent with experience of using them for planned preventive maintenance (PPM) and reactive maintenance work.

“You can be pretty confident on your PPM volume and, therefore, costs. But there is no guarantee

Energy bureaux for defence estate DAVID ARMINAS newsdesk@fm-world.co.uk

Each of the defence estate’s four new regional prime contractors will, when appointed, be required to open an “energy management bureau” to monitor energy consumption for all buildings in their area.

The bureaux will operate from 2013 as part of the Next Generation Estate Contracts (NGEC) and are part of the Ministry of Defence’s (MoD) drive to reduce its energy consumption and cut carbon emissions.

The Defence Infrastructure Organisation (DIO) – until April called Defence Estates – said it will ask the incoming prime contractors to survey all sites and buildings in their geographical area to identify any shortcomings in existing energy metering.

The contractors will conduct annual surveys to identify where and how energy is used.

The surveys will contribute 08 | 16 JUNE 2011 | FM WORLD

8 FM News.indd 08

towards business cases to be developed with the help of the contractors for spending money on new energy equipment, according to the DIO. This could include the overhaul of existing energy distribution networks, the installation of new heating and ventilation systems in buildings and the upgrading of insulation.

The DIO also envisages contractors will help run “energy education and awareness programmes” for staff and coordinate the disposal of energyinefficient buildings.

“Our future facilities management providers will have a key role to play in helping the MoD to reduce consumption and its current daily energy bill of around £1m,” said

MoD building in Whitehall

Matt Foley, head of the MoD central programme office for energy.

The DIO is also considering having prime contractors inject their own or other private capital into energy options and efficiency schemes on behalf of the MoD.

“Our future FM providers will have a key role to play in helping the MoD to reduce consumption and its current daily energy bill of around £1m”

on the volume, type or location of reactive work, making cost predictions and accurate bids difficult,” he said.

Another respondent reasoned that e-auctions “encourage unrealistic last-minute bid reductions. These desperate attempts to win ultimately affect the quality of service that the supplier can reasonably deliver.”

£200m green energy plan The government has launched a competition for businesses to set up an offshore renewable energy technology and innovation centre to focus on wind, wave and tidal power.

The centre is part of the government’s £200m commitment over four years to set up at least six technology and innovation centres.

“The UK is a world leader in offshore engineering and our reputation makes us an excellent location for research in this area,” said Business Secretary Vince Cable.

“In creating the centre, we are taking the next step to transforming the UK into a lowcarbon economy. There is a clear opportunity for the government to support the UK’s offshore industry and this centre will be of great benefit to the sector and the economy.” www.fm-world.co.uk

9/6/11 17:45:49

The electrical inspection and testing specialists LET US GIVE YOU THE BEST VALUE, QUALITY & SERVICE FOR :

• • • •

Electrical Test and Inspection of Fixed Wire Installations Portable Appliance Testing.

Thermographic Surveys and Load Recording EfÀcient organisation of remedial repairs if required.

CALL OR EMAIL US FOR A QUOTATION. Email: qcltd@quantectest.co.uk Phone: (01634) 865750 Fax: (01634) 861195

www.quantectest.co.uk Quantec newHP.June3.indd 1

14/9/10 10:36:06

*HW DKHDG LQ \RXU FDUHHU ZLWK D %,)0 TXDOLILFDWLRQ LQ}IDFLOLWLHV}PDQDJHPHQW $GG YDOXH WR \RXU FDUHHU DQG VWDQG RXW IURP}WKH}FURZG ! <RX FKRRVH WKH VL]H FKDOOHQJH DQG XQLWV WR VXLW \RXU JRDOV ! <RX FDQ OLQN \RXU OHDUQLQJ WR OLYH EXVLQHVV SURMHFWV ! 4XDOLILFDWLRQV DUH GHVLJQHG E\ IDFLOLWLHV PDQDJHUV IRU IDFLOLWLHV}PDQDJHUV

ZZZ ELIP RUJ XN \RXUFDUHHU

7 ( TXDOLILFDWLRQV#ELIP RUJ XN ZZZ ELIP RUJ XN

FM WORLDâ&#x20AC;&#x201A;| 16 JUNE 2011â&#x20AC;&#x201A;| 09

FMW.16.06.11.009.indd Sec1:9

9/6/11 17:23:44

FM BUSINESS SIGN UP FOR FM WORLD DAILY AT FM-WORLD.CO.UK

ANALYSIS

Firms afraid to float in choppy equity waters GRAEME DAVIES newsdesk@fm-world.co.uk

In these jittery economic times, news of a company looking to refinance a huge raft of debt could be viewed rather dimly. But in the case of Danish facilities management business ISS, there should be little to worry about for now at least. Indeed, it appears that the private equity backed business is merely trying to tidy up its balance sheet in readiness for another attempt at listing its shares on the equity markets.

In an ideal world, ISS owners Goldman Sachs Capital Partners and EQT Partners would have avoided the need to stretch its debt commitments out by another two years at higher rates of interest by floating the business already, but choppy equity market conditions in February scuppered a planned $2.4bn flotation.

In fact, volatile market conditions have been the bane of the private equity industry over the past two years, disrupting many a plan to exit portfolio businesses. For this is primarily what private equity did throughout the middle part of the last decade – investing on a relatively fixed time scale, building up businesses often using debt to fuel their growth through acquisition, then float them on to public equity markets, realising a profit on the initial investment in the process.

But private equity floats have slumped, with just 12 private equity-backed initial public 10 | 16 JUNE 2011 | FM WORLD

10-11_FM Business.indd 10

offerings (IPO) in Europe so far this year, down by three quarters compared with the first half of 2007, which was the most recent peak for private equity realisations.

Private equity’s reputation has been dragged through the mud somewhat during the credit crunch and ensuing economic downturn and the recent travails of care home provider Southern Cross in the UK have done little to calm the opprobrium. Prior to its float in 2006, the company had been built up rapidly by Blackstone Group, the US private equity house that paid £162m for the business in 2004 and made several times its money back by the time of its float.

It created a strategy of buying

up care homes and then selling them on to landlords, leaving the operating business to rent the properties from their new owners, paid for by the fees earned from residents. It is those same landlords that Southern Cross is now pleading with to accept reduced rents as it struggles to refinance its monster debts.

The demise of Southern Cross is a harsh example of how the private equity model can go wrong. It used debt to build a business that was based on predictable recurring revenue streams – a factor which has attracted many to sectors that provide services to government on long term contracts – but pressure on local authority spending has caught the business out with potentially disastrous repercussions.

It is precisely this regular, predictable income stream that attracted many businesses to expand in public sector services, including facilities management, over recent years but those that over-stretched and used financial

engineering to the maximum are now coming under more pressure.

But private equity is not necessarily the bogey man many are making it out to be at the moment. Private equity has built substantial and solid businesses that have gone on to become successes. But the popular exit seems to be trade sales rather than public market flotations with the extra scrutiny they bring.

One such deal this month saw Serco make its second acquisition this year when it bought business process outsourcing specialist Intelenet Global Services for £385m, ironically from Blackstone Group, who had been considering an IPO for Intelenet, but chose a trade sale instead as the cleanest way to exit its investment.

In the case of ISS, the company’s balance sheet tidying exercise appears to be sensible financial practice and relieves some pressure within the business thus making it more attractive either for a public listing or a trade sale.

Graeme Davies writes for Investors Chronicle

Contract wins

NEW BUSINESS Rollright Facilities has won an £18.5m, five-year total facilities management contract with European law firm Field Fisher Waterhouse for its UK, French and German offices.

Inviron is undertaking a full design and build M&E installation at the army’s purpose-built medical recovery centre in Colchester. The centre will provide residential accommodation for 29 soldiers who are wounded, injured or sick, and 31 day-attendees.

Building services provider EIC has

won a £1m mechanical and electrical contract at Nuffield Health Hospital in Tunbridge Wells, Kent.

Ampersand, the public and venue catering division of CH&Co, has won a five-year £60m contract with Historic Royal Palaces. From October, Ampersand will provide catering at the Tower of London, Hampton Court Palace and Kensington Palace.

Everything Everywhere, the business formed by the merger of T-Mobile and Orange in the UK,

has awarded national contracts for facilities management at more than 720 corporate and retail properties.

Ian Williams has secured its largest ever contract, a £50m asset management deal with Bedfordshire Pilgrims Housing Association.

The 10-year agreement includes responsive repairs, refurbishment of void properties, kitchen and bathroom renewals, major planned refurbishments, as well as decoration and external works.

Catermasters has won a threeyear contract with Research In Motion, manufacturers of the popular BlackBerry and PlayBook communications products.

NG Bailey’s maintenance division has won a contract for preventative maintenance for North Tyneside Police headquarters. www.fm-world.co.uk

9/6/11 17:30:25

BUSINESS BRIEFS

Local authority outsourcing battle ISTOCK

Local authorities are gearing up for more outsourcing but their plans are being delayed by lack of sign-off at the top, research has found.

Local councils understand the need to cut 20-30 per cent of expenditure by 2014 under the government’s Strategic Spending Review. To achieve this, 83 per cent of councils have developed a strategy. However, “40 per cent don’t have a politically-approved strategy to achieve these savings”, according to the research, commissioned by business services provider Interserve and undertaken by YouGovStone.

As for barriers to implementing

Norse partners with Devon

outsourcing, 44 per cent of councils stated political concerns as the main impediment. Also, nearly 30 per cent cited a lack of internal skills for managing the outsourcing as a barrier.

There is still some work to be done by the outsourcing companies to dispel the threatening visions that befall many senior local authority leaders when they hear the word ‘outsource’, Mark Peat, partnership director for Interserve, told FM World.

“To many local authority leaders, outsourcing is still shorthand for redundancies and reduced services,” said Peat. “This fundamental lack of understanding remains.”

The findings indicate that around 33 per cent of councils expect to outsource more than 40 per cent of services, including FM, by 2014.

The report noted that 84 per cent of councils believe past outsourcing has been successful in achieving savings.

www.fm-world.co.uk

10-11_FM Business.indd 11

Keith Chanter, chief executive of Emcor UK said the marketplace and economy continue to be challenging. But maintaining excellent customer relations and “prudent financial management” have paid off.

The report and accounts also show a one-time gain of £4.4m arising from the closure of the Drake & Scull retirement benefits plan agreed by all members in May this year.

2010 297.72 15.98 16.13

2009 320.89 11.62 11.23

Change (7.2 %) 37.6 % 43.6%

3,190

3,163

0.9%

Source: Emcor Group UK Annual Report for year ended 31 December 2010

Serco has paid £385m for the Mumbai-based business process outsourcing company Intelenet Global Services. No decision has been taken on rebranding the business but integration into Serco is expected to save up to £35m a year in overheads.

JLL and King Sturge merge

Wates buys out Linbrook

“The outlook for 2011 is positive, despite the relatively low growth prospects for the UK economy,” noted the annual report.

In April, Emcor UK announced it had become the first FM provider to be awarded PAS 11000 by the BSI. The Publicly Available Specification is for creating and maintaining successful business-to-business partnerships.

Emcor results £million Group Turnover Operating Profit Profit before tax Average number of employees

Serco snaps up Indian firm

Global commercial real estate firm Jones Lang LaSalle has bought international property consultancy King Sturge for £197m.

Facilities revenue buoys Emcor Emcor UK has reported profit before tax of £11.7m for the year ended 31 December 2010, slightly up on £11.2m for the same period in 2009.

This was achieved despite a 7.2 per cent fall in total revenue to £297.7m.

Emcor, an engineering and facilities management business, said in a statement the drop in revenue was because of less construction activity.

But this was “offset to a considerable extent by strong growth” from its FM division, which continues “to develop significantly due to a number of factors, including excellence in customer focus and effective collaborative working”.

Norse Commercial Services has formed a 10-year partnership with Devon County Council for cleaning and catering at schools, NHS sites and civic buildings. The business, called Devon Norse, began operations this month and is expected to have an annual turnover of £11m. Around 1,500 in-house staff have transferred to the joint venture.

Independent construction business Wates Group has bought Linbrook Services, a £50m turnover business providing repairs, maintenance and refurbishment services to the affordable housing sector.

Linbrook handles more than 100,000 properties, predominantly in the London and the northern Home Counties.

Tender for solar contract United Welsh Housing Association and Torfaen County Borough Council have formed a purchasing consortium to tender a one-year contract for solar installations. The work worth around £54m involves the design, supply and installation of photovoltaic electricity generation systems.

FM WORLD | 16 JUNE 2011 | 11

9/6/11 17:30:38

FM OPINION THE DIARY COLUMN DAVID WALKER

David Walker is facilities project manager at Northumbrian Water

“IT’S TAKEN FOUR TO SIX WEEKS, BUT HOPEFULLY WE NOW HAVE SOMEONE WHO CAN DELIVER THE PROJECT” T EN DER LOVIN G CA R E

for potential contractors I nterviewing is a delicate and lengthy process which can take up to six weeks. However, all the hard work pays off when you find someone to deliver the project on budget and on time We have spent part of the last week analysing and interviewing potential contractors for a project I have to start shortly and I thought it would be worth running you through the process.

The first step is to appoint a cost consultant for me to work with and develop the project into a bill of quantities which contractors can cost against and then submit the completed tender. Prior to that, and to enable contractors to price, site visits are arranged where the contractor can visit the site to

determine what the project is and iron out any issues or questions.

Completed tenders are sent back by an agreed date, and to ensure fair play the tenders are sent directly to our procurement department where they are opened along with other tenders by an independent manager.

The opened tenders are sent to the cost consultant who analyses and prepares a report which will highlight the main differences in the costs.

This allows me to see the

difference in various aspects of the project and can at times set alarms bells ringing if the cost is particularly high or low. It also enables me to prepare questions for the interview stage.

From this, and depending on numbers, contractors are invited to interview. In this case we interviewed all three of the bidders.

The interviews are carried out by the cost consultant and two or three internal staff who are working on the scheme.

Questions are asked by each of the interviewees.

Prior to the interviews a split of the assessment is decided upon for scoring purposes. In this case, the scoring was 70 per cent cost and 30 per cent quality. The scoring for the 70 per cent cost is quite straight forward and is based on the tendered sum and a qualitative tender evaluation (ie how they

presented their costs).

For the 30 per cent quality aspect, companies are scored on eight points. These are: attitude to project, ability to communicate, proven ability/experience, quality of project staff, subcontractor and supply chain management, handling of M&E issues, their track record with us, and finally, an overall quality assessment.

Each of these is given a weighting out of three and you score out of 10 — therefore, if it’s a weighting of three and you score them nine, it gives you a weighted score of 27. You then multiply the total score by 15 per cent and this gives you the quality score.

After all that we have a preferred contractor. From start to finish it has taken approximately four to six weeks, but hopefully we now have someone who can deliver the project on time and to budget. FM

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

1⁄

Martin Pickard @theatreacle “10 things we can do with at work” – Can I have endless tea, a self-managing inbox and my choice of music all day please?

2⁄

Liz Kentish @ fmcoach Interesting article on hiring young entrepreneurs short-term to think differently and solve problems http://buswk.co/ l9HMpt 12 | 16 JUNE 2011 | FM WORLD

Opinion.indd 14

3⁄

Facilities Management Association Do reception staff in general, make you feel welcome when entering a building? When was the last time you can remember a receptionist asking you to take a moment to read the safety instruction?

Keith F: Where you notice the difference is between public and private sectors.

On the occasions when

you visit a large bank in the city the reception is smart, clean, and tidy. The staff are well turned out in smart uniforms that reflect the brand and image that the organisation wishes to portray. If you enter most public sector buildings the experience differs. Some government departments with PFI arrangements (MoJ, Home Office, to name two) have a reasonably smart and efficient reception

function, others do not.

The issue is commonly down to the perception in some departments that security and reception are the same function, and while they overlap, to my mind they are not.

A professional reception service forms part of the workspace support, not operational support function. Where that distinction exists the reception is usually better (in my experience).

4⁄

BIFM LinkedIn discussion Work permit (Health and Safety) – would it be appropriate to issue a work permit to a contractor?

Rosemary King: We have a strict permit system, but it does allow for annual and quarterly permits to be issued to contractors who win work doing routine maintenance in established locations. e.g vending machines, IT equipment etc. www.fm-world.co.uk

9/6/11 17:06:40

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

BEST OF THE

FMWORLD BLOGS 1⁄

Face it — who needs video conferencing?

Martin Read/managing editor of FM World Train fares are astronomical and petrol is £1.25 per litre. Fortunately, it’s possible for people to collaborate via audio and web conferencing services.

But what about that other form of conferencing technology? Video conferencing has been on the market for the last fourteen years, but many companies have either bypassed it in favour of its conferencing cousins, audio and web, or are showing little enthusiasm for it. Why?

2⁄

Spotting greenwash

Colin Crooks/CEO of Green-works We are all wary of false claims for products. This is true everywhere but it’s especially galling in the environmental field where it can mean the difference between more or less damage to our incredible planet.

There are two types of greenwash: blatant lies and subtle half truths. The Concise Oxford English Dictionary defines greenwash as “disinformation disseminated by an organisation so as to present an environmentally responsible public image.” And it’s getting worse. The Advertising Standards Agency (ASA) says that the number of complaints relating to environmental claims has more than quadrupled in the past year.

3⁄

Tackling youth unemployment

Coleen Cloherty/regional director at Hays Facilities Management While the economy is showing signs of recovery, the work situation for unemployed youths seems to remain dire. According to the latest Office for National Statistics (ONS) study, around one million people between the ages of 18 to 24 years old are unemployed. Some companies are already taking steps to attract young people to the industry and tackle the problem of youth unemployment. Mitie has invested £4 million in training and recruiting apprentices. Serco is supporting the UK government to reduce youth unemployment across the country by creating 1,000 eight-week work placement opportunities for young people and 500 apprenticeships across the UK business in 2011.

FIVE MINUTES WITH NAME: Steve Lesbirel JOB TITLE: Managing director COMPANY: Beacons Business Interiors

Setting up a successful team involves starting with yourself. You need to ensure that you understand what the requirements of the team are. Only when you’re clear in your own mind can you successfully set up the team of individuals with the mixed skills necessary to deliver whatever the process requires.

The business decision I regret most is not appointing a finance director when we first set up. In hindsight, it’s obvious that a strong FD gives you the much needed control that’s essential for growth and stability.

We managed to grow our business by focusing on project management to provide the highest level of service we can achieve. Acquiring a business to boost our mechanical and electrical capabilities also made a big difference.

The biggest difficulty on any project is creating a team that can embrace all of the problems and provide solutions. All our projects are unique and creating the team to work on them is a delicate balancing act.

The internet has really helped us. Where we’re located is fairly remote, but the internet means we can transfer technical drawings instantly and liaise with clients via email. So, much less use of couriers — and we can also continue to enjoy a fantastic working environment.

You can identify a good FM by their ability to understand the detail of a job while also realising when it needs to be delegated. Sometimes an isolated FM can make the mistake of thinking it’ll be quicker to do the job themselves. We can all fall in to that trap.

Interview by Martin Read

www.fm-world.co.uk

Opinion.indd 15

FM WORLD | 16 JUNE 2011 | 13

9/6/11 17:06:59

FM EVENT EUROPEAN FACILITY MANAGEMENT CONFERENCE 2011

istory, technology and the generations collided in Vienna at the European Facility Management Conference (EFMC), organised by EuroFM and IFMA. As temperatures reached 30°C, plenary sessions were held in a large marquee outside the Vienna University of Technology (TU Wein) on Karlsplatz.

H

EUROPEAN FM

IN THE KNOW Productivity is so 20th century. We need to focus instead on knowledge creation, discovers Richard Byatt reporting from the European Facility Management Conference 2011 14 | 16 JUNE 2011 | FM WORLD

EuroFM.indd 014

Think of the future As usual, EFMC combined a business conference with a research symposium.

US Strategist Daniel Rasmus opened with a critique of modern management, and that included FM. We’re trapped in early 20th century industrial thinking, he argued. People are overly concerned with the concept of productivity, when they should be asking “knowledge economy questions”. You can’t measure the ROI of a building as there are just too many variables. Instead you should pass on the design intent to future users.

Henning Dransfeld of T-Systems outlined some of the challenges arising from the accelerating take-up of mobile communications. Rapid changes in the market demand flexibility from those administering the use of smartphones in organisations to ensure that “enterprise grade” solutions are maintained.

Dangers also lurk in the growing use of social media. While students might be promoting Twitter, Dransfeld explained that Facebook is essentially a tool for accessing user data. An IT service engineer might be able to solve your problem quickly by consulting his Facebook ‘friends’, but it could open up a window on your organisation that you’d rather keep closed.

“Practitioners don’t read peerreviewed journals, ever … period,” was the somewhat contentious statement from Professor Alexi

Marmot of the Bartlett School of Graduate Studies, University College London. Another delegate thought the challenge was greater than that – even researchers in related disciplines don’t read FM research.

Marmot had been looking at the evidence base FMs might use. In some areas it is extensive (indoor air quality, for example). In others it is thin (new ways of working) or nonexistent (sustainability).

Of course, Marmot is talking about evidence derived from genuine research, rather than anecdotal. She acknowledged the difficulty in designing experiments that isolate the variable you wish to examine – a similar point to that made by Rasmus in the business context. “Workplace change usually accompanies other organisational change,” she said.

Her solution? Huge samples, control groups and the sort of longitudinal studies undertaken in fields such as healthcare.

The emerging economies offer huge potential for FM professionals and providers if the views of a panel are representative. Eloquent speakers from Brazil, Turkey, Ukraine and Saudi Arabia summarised the state of their FM markets. In Ukraine, cheap labour has delayed outsourcing and FM has not developed. In contrast, FM in Turkey is a “serious profession” which is now maturing, and needs to shift emphasis from cost to quality.

The concept of FM in India is very traditional – not much more than cleaning and security – but again, the potential is there. There has been something of a ‘gold rush’ among international FM companies coming into Brazil.

Several speakers also referred to the evolutionary process in which successful local service providers expand and are eventually bought by international players. Sinan Findikoglu of YKS Property Management in Turkey, predicted that there would be no local FM www.fm-world.co.uk

9/6/11 16:55:49

EURO FM

The Vienna University of Technology

firms in three or four years.

ALAMY

The big debate Perhaps it was the cooler weather, but the second day of the conference seemed more energised.

It got off to a flying start with the ‘FM Debate of the Year’.

In a rapid and entertaining forum, Bernard Drion, associate professor at NHTV Breda University of Applied Sciences in the Netherlands, set out a number of propositions around work and the workplace. His opponents, Peter Prischl, chief executive, Reality Consult, Austria and Kathy Roper, associate professor at Georgia Institute of Technology, School of Building Construction, then had two minutes to respond, followed by delegate voting.

The 12 propositions were deliberately provocative: ● FM is the management of all services needed to support people in creating added value for the organisation www.fm-world.co.uk

EuroFM.indd 015

● Analysis by generations (baby boomer, X, millennial, etc) is nonsense ● Employers must trust staff ● It doesn’t matter where you work ● Forget technical specs, determine the guest journey ● IT renders corporate offices superfluous ● Switch over fully to agile working ● We must build more bazaars rather than more cathedrals* ● Hospitality based on a company’s DNA creates added value ● FM’s main issue should be future scenarios ● Buildings, furniture, fixture and equipment: they’re all commodities ● FM should be redefined as hospitality management *see Eric S Raymond, The Cathedral and the Bazaar (O’Reilly, 1999) Drion argued that managing the physical environment should not be FM’s top priority but should come after services, hospitality and what he called “the personal context” of the building user.

He said measurements such as cost per m2 (FTE) were no longer interesting or relevant, although cost per guest might be useful. Organisations need to use different dashboard metrics such as diversity, tolerance, creativity and serendipity.

Prischl and Roper thought Drion’s definition was too allencompassing. FMs cannot ignore their fundamental responsibilities and should be wary of becoming jacks-of-all-trades. On the notion of classifying by generation, they thought life stage was more important than age. Prischl and Roper’s responses carried the day, with a narrow 6:5 points victory and one draw. FM

Richard Byatt is corporate & public affairs director at the BIFM

CASE STUDY

SPAREBANK OF NORWAY esearch and business streams came together for a joint session to hear about an almost unique case study – a new headquarters for SpareBank in Trondheim, Norway

R

SpareBank is the largest financial corporation in the region, employing 1,100 people at 56 locations including two adjacent headquarters in Trondheim, built in 1882 and 1978. The goals were to align the new HQ with organisational objectives, which included contributing to the community.

Irmelin Aarberg Andersen, a project manager with SpareBank and Dr Siri Hunnes Blakstad of the Norwegian University of Science and Technology, presented the project at the conference. They wanted to combine two perspectives in the research – setting goals and defining targets during briefing and design, and evaluating the results against the same measures after completion. Co-operation between bank and researcher continued throughout the project, which began in 2005. What makes it perhaps unique is the willingness of both the client and the wider professional team to be measured against published objectives.

A study trip to the UK prompted the team to coin an acronym as a ‘brand’ for the project. ‘Smart’ stands for Samhandling (co-operation), Miljø (environment), Attraktiv (attractive), Rasjonell (rational), and Teknologi (technology).

The bank occupied the new complex in November 2010. Ambitions, objectives and measures were identified. Occupancy data and interviews are used to compile a scorecard and a quarterly report on KPIs for the bank’s board. The ambitions can be summarised as: a stronger brand, more synergy and innovation through co-operation and increased productivity.

It is still too early for definitive conclusions but greater co-operation appears to be an early benefit. Researchers say this might partly be a result of the new building, but also the processes of the relocation.

FM WORLD | 16 JUNE 2011 | 15

9/6/11 16:36:07

FM FEATURE CASE STUDY NATALIE LI

VISITORS EACH YEAR: 1.7 MILLION FLOOR AREA: 11,372 SQ FT DAILY FOOTFALL: 3,500-4,000 VISITORS ARCHITECT/INTERIOR DESIGN: THEO CROSBY M&E MAINTENANCE: GS ELECTRICAL (KENT), 1ST ABOUT PLUMBING, ABYSS SYSTEMS (BOILERS AND AIR HANDLING), F1 MAINTENANCE (BUILDING AND DECORATING), PREMTEC (FIRE AND DRENCH SYSTEMS) CLEANING: CHAMBERLAIN CATERING: THE SWAN AT SHAKESPEARE’S GLOBE SECURITY: FIRST SECURITY AND IN-HOUSE NIGHT STAFF HEALTH AND SAFETY: ANDREW INGS WASHROOMS: 24

The vision of one American gave us Shakespeare’s Globe Theatre.

But the legacy of a limited budget on its infrastructure soon became clear. Andy Scorgie reveals how he brought FM at the theatre into the 21st century

PERCHANCE TO DREAM hakespeare’s Globe Theatre stands proud on the banks of the River Thames in London, next to the vast former power stations of the Tate Modern art gallery. It’s an impressive sight – the faithful reconstruction of the open-plan playhouse where Shakespeare wrote and staged some of his greatest work.

When head of facilities management Andy Scorgie arrived in 2008, the building’s wattle and daub exterior gave little indication of the facilities challenges that lay within. He began a painstaking

PHOTOHGRAPHY: JAMES BRITTAIN

S 16 | 16 JUNE 2011 | FM WORLD

16-19 Globe.indd 16

process of review and repair to build a stable infrastructure to support the vaulting ambition of the new Globe.

An extended prologue The project to rebuild Shakespeare’s Globe was initiated by the American actor, director and producer, Sam Wanamaker, after his first visit to London in 1949. Two decades later he founded the Shakespeare Globe Trust, dedicated to the reconstruction of the theatre and the creation of an education centre and permanent exhibition. www.fm-world.co.uk

9/6/11 15:42:15

THE GLOBE

Actors entertain the crowds throughout the summer months (left)

GLOBE/MANUEL HARLAN

Andy Scorgie (pictured right)

The Globe finally opened its doors in 1997.

With no subsidies, grants or public money, the activities of the Globe are self-financing. And these activities are balanced in such a way that net income from the exhibition, box office and donations is enough to cover net deficits, for example, on educational and academic work.

Coming in to look after this impressive structure, Scorgie was to uncover, and inherit, a number of faults throughout the building. Despite more than 40 years’ production experience, this was possibly one of his biggest challenges yet.

“On my arrival in September 2008, the site was literally tottering from one crisis to the next,” says Scorgie. “Everything was in a pretty bad state, practically on the verge of falling apart. www.fm-world.co.uk

16-19 Globe.indd 17

“There is no doubt that the look of the site, particularly the ‘reconstruction’, is stunning, but it was hiding some terrible deficiencies.

“During construction, each time money ran out, work stopped.

Things were then progressed on a basis of begging and borrowing.

This in turn led to some fairly drastic corner cutting, which resulted in the ‘finished’ building having a poor infrastructure.”

Raising the roof Just a month into his appointment, Scorgie oversaw the six-week re-thatching of the Globe roof.

Workers used 800 bundles of sedge for the process and 10,000 English hazel spars to cover the roof. A new chemical treatment was used for the thatch, a mixture of borax and boracic acid, which was sprayed on and adhered

with a PVC adhesive. A specialist sprinkler system and 600 litres of fire retardant fluid ensure the thatching remains safe from flames.

Alongside the fire-proofing chemicals and sprinkler system, a high level of security was installed, with 24-hour surveillance and a CCTV system in the building. All the volunteer stewards are highly trained in fire evacuation procedures and routings.

No testing or inspection regimes had been instigated since the building had opened, yet with its phenomenal footfall – around 4,000 visitors a day – monitoring repairs and maintenance is of paramount importance. A fault log was put in place in November 2008 and is available via the intranet – anyone in the building can report a fault and

“DURING CONSTRUCTION, EACH TIME MONEY RAN OUT, WORK STOPPED. THINGS PROGRESSED ON A BASIS OF BEGGING AND BORROWING”

FM WORLD | 16 JUNE 2011 | 17

9/6/11 15:42:36

FM FEATURE CASE STUDY NATALIE LI

the facilities team then allocate it to a relevant contractor. Queries are immediately handled and a copy sent to the person who logged the fault. This enables the team to plan and undertake replacements using more robust fittings and equipment.

“It keeps everyone in the loop”, explains Scorgie. “It has proved an extremely successful method, and it builds up a history which can be referred to.”

The ‘chaos’ uncovered by Scorgie’s first assessment of the site was to continue. It was a vast challenge, but one that the former head of production at London’s Royal Festival Hall was determined to surmount.

“I left my previous job with the intention of retiring and settling down to restore World War II vehicles, but when I heard about this job I couldn’t help but throw my hat into the ring.”

Slings and arrows It wasn’t just the roofing and fire systems that needed addressing.

Toilets were clogging up and lifts failed constantly because of poor maintenance. As a result, the wiring, plumbing and heating infrastructure was swiftly re-evaluated.

The boilers in the building required immediate attention.

Scorgie discovered the firm that held the maintenance and electrical contract had dosed the hot water system with a chemical corrosive to aluminium. As a result, only four out of 12 boilers were working.

The new contractors managed to clear out the system, which cost a great deal of time and money, admits Scorgie. A new, clean system is now in place and the 12 boilers have been replaced with four modular ones. The previous four working boilers have been taken off line and used as spares in the catering block.

“This process was indicative 18 | 16 JUNE 2011 | FM WORLD

16-19 Globe.indd 18

FM QUICK FACTS

1.7m 11,372 4,000 1997

visitors annually

square feet

daily footfall

year opened to the public

of the kind of problems we had with contractors who weren’t performing because their contracts were pared to the bone,” says Scorgie.

Upon his appointment Scorgie removed every single contract in the building and installed a dedicated team of in-house contractors. Scorgie believes this works far more effectively, creating both a productive relationship and a deeper dedication to the iconic building. The cleaning contract with Principle Cleaning Services was the only one to remain unchanged.

Analysing and monitoring each

aspect of the site meant creating extra space and revenue. Even the catering arm was overhauled.

Catering firm Compass had been running the restaurant as a tea shop which closed at 5pm. The Swan at Shakespeare’s Globe took over from Compass to run the restaurant as a bar and brasserie, which opens for breakfast at 7.30am and closes at 12.30am.

Cakes and ale The catering franchise was under pressure to produce, admits Scorgie, and the senior board were sceptical at first. But gaining internal support has seen a transformation in the restaurant, which now also www.fm-world.co.uk

9/6/11 15:43:20

THE GLOBE

The Globe performance season also includes work from dramatists other than Shakespeare

HOW THE GLOBE WAS REBORN

1949 American film director Sam Wanamaker visits London for the first time. He looks for the site of the original Globe and was disappointed not to find a more lasting memorial to Shakespeare and his theatre.

1970

Sam founds what was to become the Shakespeare Globe Trust,

1987

Building work begins on site, with 6m deep foundations laid.

1993 Construction of the Globe itself begins.

Sam Wanamaker dies on 18 December. At that time, 12 of the 15 bays had been erected.

1994 The plasterwork and thatching begin and are completed in 1997.

1997

Shakespeare’s Globe opens its doors.

Under the leadership of artistic director Dominic Dromgoole, the theatre season plays in repertory from April to October.

2010 The Globe sells more than 473,000 theatre tickets, achieving a record 91 per cent of full capacity across the season – the highest in the Globe’s 13-year history.

REX

Shakespeare’s Globe Tour and Exhibition is open all year round and is the world’s only permanent exhibition dedicated to Shakespeare’s theatrical career

caters for wedding and corporate events. The financial input covered not only the aesthetics of the restaurant, but maintenance of the plumbing and draining systems as well. With sewage and kitchen going into a wet well this created a build-up of fat, so a vent was installed and chemical dosing carried out once a week.

A purpose-built education centre was also constructed shortly after Scorgie’s arrival. The Sackler Studios opened in November 2010, and will provide extra workshop space, a rehearsal room and a café, plus administrative space.

“When the Globe was designed, built and opened, there was no www.fm-world.co.uk

16-19 Globe.indd 19

notion of how it was to function or how successful it would be,” says Scorgie.

“As a consequence, a lot of the public areas in the building are too small, the circulation areas are problematic, and we’ve had to take into account how the building currently functions so we can change and alter it to cope with levels of usage.”

Part of that thinking involved the creation of the first indoor Jacobean Theatre. Major construction work is expected to start in November 2012, with a view to staging the first winter season in 2013. The theatre will seat around 320 people.

Money well spent An estimated £700,000 has been spent across the Globe building in the last financial year (November 2009-November 2010), with £300,000 dedicated to special projects. These include the revamping of the West Piazza, work on the Sackler Centre café, refixing of the coping stones to the catering block, boiler replacement and the installation of wheelchair refuge alarms.

In addition, Scorgie negotiated with the theatre’s electrical supplier to provide an additional 400kVA for £2,500, instead of purchasing a new transformer at a cost of £100,000.

“We have spent a lot of the

Globe’s money over the last two and a half years but we have finally reached a level playing field,”says Scorgie.

Scorgie is confident that the budgets he and his team have constructed were a realistic reflection of the task ahead.

“They will enable us to build on the bedrock established over the past 12 months.

“I am proud of the considerable support I am given by our chief finance officer, chief executive and the whole executive team and our trust, who have enabled me to build a worldclass infrastructure for an iconic building.” FM FM WORLD | 16 JUNE 2011 | 19

9/6/11 15:43:45

FM FEATURE CLIVE LEDGER

ne topic guaranteed to fuel political debate is education and, accordingly, governmental education strategy has been criticised and revered in equal measure. The previous government’s £55bn Building Schools for the Future (BSF) programme, with its promise of exemplary facilities for all, was broadly welcomed.

But today, many question the dissemination and application of this funding, as highlighted in the recently published Review of Education Capital by Sebastian James (April 2011).

However, in some quarters, the desire for greater independence and freedom in our school system remains. The sentiment grew with the introduction of the academies system and was formalised in legislation by the present government with the introduction of the Academies Act in July 2010.

The combination of drastically reduced funding through BSF, and increases in local control and parental choice, has seen the rate of applications for free schools increase dramatically.

At the heart of the free school doctrine is a challenge to what we expect our schools to look like. Under the free school movement, any type of building could be considered as a potential learning environment, from offices to churches, residential buildings to industrial units.

O

IMAGES: PHOTOLIBRARY

A fresh approach So what challenges does the free school movement have for the discipline of facilities management?

Free schools require a fresh approach, involving a professional with experience in education who also understands how to negotiate commercial contracts outside the public sector. This kind of knowledge can ensure that contracts and commercial agreements are negotiated to be economically attractive.

An understanding of the issues associated with schools is vital. For example, in terms of FM there are significant child safeguarding issues around a workforce in close proximity to young children.

This may involve negotiating access arrangements for work outside school hours or more restrictive management of the workforce. CRB checks may need to be reviewed. From a particularly practical point of view the impact of work during exam periods needs to be factored in. It is possible the school could get into trouble if noise or disruption was considered to impact a child’s grades.

Each building, whether brick-built or industrialframed, will have its own set of FM issues to plan and prepare a solution for. With a new-build, FM needs can be part of the design, so that effective solutions are built in. Thus, consistent solutions can be used across a range of buildings, simplifying and enhancing the FM solution.

20 | 16 JUNE 2011 | FM WORLD

00_Schools.indd 16

‘NEW’ SCHOOL THINKING With the free school movement, any building can be an education facility. But how do FMs manage them?

www.fm-world.co.uk

9/6/11 12:48:37

FREE SCHOOLS

‘Free School Thinking’ challenges what we expect our schools to look like

Such advantages will be significantly reduced where an existing building is converted, as many of the built-in problems of, for example, energy consumption, will need to be accepted. A school that occupies a building with single-glazed steel-framed windows will probably also find those windows in poor condition, with little ability to conserve heat. The solution is normally wholesale replacement. This can be difficult if the site is subject to planning constraints on the nature, style and aesthetic look of the windows.

While it will normally be the case that reusing an existing building requires a smaller capital investment to convert it, its configuration is unlikely to completely suit its new use – compromises must be made.

A new lease of life

FM QUICK FACTS

www.fm-world.co.uk

00_Schools.indd 17

60m2

Traditionally, classrooms have been sized 60 square metres (646 square feet) in a square configuration

The ability to identify, evaluate and negotiate an effective purchase or lease of the building, particularly from a commercial/private landowner, will also need to be factored in.

The suitability of a building to become a free school is defined by three things: ● The operational suitability: is the space configured appropriately or can it be configured within a reasonable cost? Can pupils get to it easily and safely? ● Are there any planning/change of use constraints on the site? ● Is the government prepared to negotiate and pay commercial rates for the purchase of a building or lease for the site? Traditionally, schools have been built by public money or used public buildings, ie a free site and/or peppercorn rent. Also, for security of tenure, standard model leases are for 125 years; will commercial owners wish to tie their asset up for such a long time, and if not, how will government approach the issue of a lease ending in 25 years or whatever period is chosen?

The majority of schools built through BSF were on existing Local Authority-owned land so this issue was not relevant. However, the use of existing buildings should not be seen as a disadvantage. The oftentraditional aesthetic of some buildings can be appealing and reassuring to parents.

Not all existing buildings are in poor condition either – and can be converted relatively easily. The key is to recognise that new buildings do not have fewer problems than existing buildings – just different ones.

And as long as those issues are approached, identified and evaluated correctly, proper and sustainable investment plans can be developed.

Use of space in an existing building requires a certain approach – that of making things fit. Within a new design, space is designated for a bespoke need. In an existing building the constraints and shapes of the existing layout and configuration will require some compromises, or even different ways of working.

Classrooms, which are traditionally sized 60 square metres (646 square feet) in a square, may need imaginative furniture layouts to cater for the same number of pupils within smaller or oddly shaped rooms.

Traditionally science labs have been used as classrooms as well, where students sit in the lab to do their desk work.

But why? With the cost of providing the science facilities isn’t it better to have fewer science ‘labs’ used continually for experiments – and instead provide adjacent smaller write-up areas for students not directly engaged in the experimental work?

This solution works for both newly designed and existing buildings – but it is an approach and different way of working that will assist in using constrained space in converting an existing building.

Managing the FM is actually no different in new or existing buildings, except perhaps for the level of FM required and the cost generated by the degree of difficulty in the FM work – more frequent maintenance of older plant, earlier replacement items, for example, roofs and heating systems.

One of the biggest and most successful ways of limiting costs is the sharing of services with other like-minded schools. This is where new-build has the greatest advantage, in terms of: ● perception of lower risk ● more accurate planning of replacements ● consistent and aligned building services and facilities, such as, boiler or catering equipment, lending itself to similar maintenance tasks and problem diagnosis, potentially by lower skilled individuals.

Schools that can join together to negotiate a combined contract for FM stand more chance of benefiting from economies of scale – but this should not be at the expense of identifying and providing the proper level of FM for that particular site. Given the differences between existing sites this is the area where the new approach of using existing buildings will prove more difficult. FM Clive Ledger is associate director, education, at education consultants Appleyards

FM WORLD | 16 JUNE 2011 | 21

9/6/11 12:48:51

FM FEATURE ENERGY STEPHEN BAXTER

n estimated 17 per cent of UK carbon emissions are produced by non-domestic buildings and around 60-70 per cent of the buildings that will exist in 2050 are already built. As a result, that government’s chances of achieving the targeted reductions in carbon emissions hinge on the management and performance of existing commercial buildings.

The UK Green Building Council (UK-GBC) task group has identified that the lack of good data on energy use and carbon emissions is part of the problem.

For a variety of reasons, the property sector is not, routinely, measuring accurate operational energy use from private sector non-domestic buildings and, as the saying goes, ‘if you can’t measure it, you can’t manage it’.

As a result, the UK-GBC is campaigning for the roll-out of Display Energy Certificates (DECs). These are currently only mandatory on large public buildings, to all non-domestic buildings over 1,000 square metres (10,764 square feet). It is thought that this would allow commercial landlords and tenants to understand their energy consumption and then put in place strategies to manage the reduction in carbon emissions.

In May, the UK-GBC along with the British Property Federation issued an open a letter to the Prime Minister, also signed by a number of developers and commercial landlords, urging the Government to use its Energy Bill to roll out mandatory energy efficiency certificates in all commercial buildings. It seems that the property industry may be about to get its wish.

On 7 June, reports surfaced that MP Zac Goldsmith had tabled an amendment to the Energy Bill which would make DECs mandatory for commercial buildings. The bill is currently at

ILLUSTRATION: LAURIE HASTINGS

A

22 | 16 JUNE 2011 | FM WORLD

DECs.indd 22

the committee stage in the House of Commons.

The introduction of compulsory DECs for all commercial buildings (which for the time being we assume will happen) will have a huge impact on the property industry, and facilities management professionals specifically. First and foremost, developers will come under pressure to ensure new-build commercial buildings are designed to be as energy efficient as possible. This in

turn reflects the needs of the modern office occupier, for whom energy efficiency is of increasing importance. Recent research carried out by CB Richard Ellis suggests that while not all organisations have fully bought into the value of sustainability in the short-term, they all accept that it will become a factor in the near future. Furthermore there is a growing feeling in the industry that sustainable property developments will be able to attract higher rents than

poorly performing buildings. The full-scale introduction of DECs will, therefore, be welcomed by the majority of people in the industry.

The introduction of mandatory DEC’s will require every building to review its current metering provision. This represents a significant task for FM professionals; it involves understanding the metering arrangements of each of the buildings in their portfolio.

Communicating this to both

Display energy certificates (DECs) could soon become compulsory for all commercial buildings. Stephen Baxter explains the implications

PAY AND DISPLAY

www.fm-world.co.uk

9/6/11 16:56:19

ENERGY

www.fm-world.co.uk

DECs.indd 23

FM WORLD | 16 JUNE 2011 | 23

9/6/11 16:56:31

FM FEATURE ENERGY STEPHEN BAXTER

the occupant and the landlord, inclusive of any modifications to the existing arrangements is a challenge which should not be underestimated. The lessons learned from the Carbon Reduction Commitment Energy Efficiency Scheme (CRC-EES) demonstrate the wide variety of metering arrangements and scenarios that exist in the ‘real world’ of commercial property.

The accurate separation of landlord and tenant energy, which will be required in order for the DEC process to succeed, is likely to cause the most conflict 24 | 16 JUNE 2011 | FM WORLD

DECs.indd 24

between the two parties. Indeed, as we will see, one of the major difficulties for FM professionals in this field is to distinguish and simultaneously manage the energy consumption of both landlord and tenant – a task that is complicated in the case of large multi-tenanted buildings.

This will place both the landlords and the tenants FM teams in a position whereby the transference of risk will be key, with both parties looking to ensure clear demarcation between the discreet elements and also allow the necessary

information to flow. A clear understanding of how the system will be managed will need to be communicated from central government to enable the roll out of DECs to be delivered successfully.

Once the initial roll-out phase has been completed there will be a need to demonstrate and publish annual DEC ratings.

These ratings will be published in league tables to compare performance, with the intent of encouraging poor performing landlords and occupants to make improvements either in terms of

behaviour or services to avoid any negative publicity.

This will put further pressure upon the role of the FM to ensure that buildings are seen to improve year on year and it is not unrealistic to expect some form of improved DEC rating clause to be written into FM contracts. It could be a turning point for the FM industry, as year on year comparison will reinforce the need for FM professionals to evidence a return on investment for new and more efficient technologies. It should be noted, however, that it is not the job www.fm-world.co.uk

9/6/11 16:56:46

ENERGY

of FM to simply ensure energy consumption decreases; actual consumption may increase, if for example, a company’s operations have expanded. However any subsequent increase in energy consumption must be appropriately benchmarked.

This increased responsibility will see the FM liaise more closely with the occupants to manage their behaviour either through regular meetings or the enforcement of green leases.

We may also see a shift in the emphasis of preventative maintenance practices whereby the level of supervision of contractors will need to increase; or alternatively, ensure that the DEC risk is transferred accordingly. As most FM professionals will know, buildings can be made more energy efficient through the use of the latest technology and renovations, but the biggest factor for lowering energy consumption remains the human element.

There also needs to be a recognition that the introduction of DECs will impact on decisions with regards to refurbishment and improvements. The collection and management of accurate data on energy consumption will allow works to be planned and carried out in a more focused manner.

Many improvement programmes are based upon the desire to achieve a certain level of improvement without first fully understanding the starting point.

The DEC rating will provide this and also enable performance to be tracked not just for physical changes and upgrades but also changes to maintenance strategies and tenant behaviour.

The information, if correctly handled, can be used to demonstrate success stories and reward good performance.

However it remains to be seen if the process is able to gain enough www.fm-world.co.uk

DECs.indd 25

momentum in the industry, even with legislation in place, to allow the initial data to be accurately collected in the first place.

As already mentioned, one of the key barriers to rolling out DECs in the private sector is the complex relationship between landlord and tenant, particularly in respect of energy use in multitenanted buildings.

This problem is not unique to the proposed roll-out of DECs, it is also something which is central to many concerns the property sector has around the CRC-EES. As we know, the landlord is not always responsible for controlling the tenant’s energy use and the tenant is not responsible for the building design or control of the landlord’s shared services and systems.

Clearly a greater level of co-operation is needed if DECs are to be successful in reducing the energy consumption of commercial buildings.

To this end, a differentiation in approach will be required in the collection of data in order that separate DEC data can be produced at tenant, landlord and building level, thus accommodating this split in responsibilities. FM Stephen Baxter is director of technical operations at CB Richard Ellis

“One of the major difficulties for FM professionals in this field is to distinguish and simultaneously manage the energy consumption of both landlord and tenant ”

DECS

DRIVING ENERGY EFFICIENCY he head of sustainability at building services provider NG Bailey is urging facilities managers in non-residential buildings to get a display energy certificate (DEC) as a way to boost general awareness of energy consumption.

The Energy Performance of Buildings Regulations 2007, for England and Wales, implements an EU directive. It requires DECs to be displayed prominently in all publicly accessible and public authority-occupied government buildings of more than 1,000 square metres (10,764 square feet).

Under the legislation, which came into effect in October 2008, non-residential buildings do not need a DEC which rates buildings from A to G based on their energy use and efficiency. An A rating is for the most efficiently run, while G is a poor rating.

“If potential renters can choose a building partially on comparing DECs then landlords and developers are likely to start building more energy efficient buildings,” Cal Bailey, head of sustainability at NG Bailey, told FM World.

“When people go to choose a building they will put it as a requirement that it must be a better-performing structure than the one they are in. This will act as an economic driver for developers to ensure new buildings are more energy efficient.”

It’s a misconception that a low-energy building has to be airtight and modern, he said. Denton Hall, NG Bailey’s head office in Ilkley, Yorkshire, is a 17th century Grade 1 listed building. It has elegant function rooms, smaller, intimate rooms, a traditional dining room and 25 double rooms.

NG Bailey made it more energy efficient through the use of the latest technology, including low-tech energy-efficient light bulbs and some renovations. But the biggest factor for lowering energy consumption remains the human element. “It’s as simple as getting people to just turn off the lights when they leave a room,” he said.

Bailey said he has support from more than 30 firms, including Bovis Lend Lease, Marks & Spencer, Prupim, Land Securities and British Land for a campaign calling for DECs to be prominently displayed in every nonresidential building.

The BIFM supports the call for DECs to be mandatory for non-residential buildings because they would act as good benchmarks for energy efficiency, the institute’s energy adviser, Bill Wright, told FM World.

Also, the UKGBC and the British Property Federation have called on the government to legislate on DECs being rolled out to the private sector.

T

FM WORLD | 16 JUNE 2011 | 25

9/6/11 16:56:58

“ WHEN WE RECOMMEND A CONTRACTOR FOR A PROJECT, WE NEED TO BE ABSOLUTELY SURE THEY ARE RIGHT FOR THE JOB” Jim Rowland, Partner, King Sturge

ECA electrical contractors are periodically assessed to ensure their technical competence

ONE LESS THING TO WORRY ABOUT. FMW.16.06.11.026-027.indd 2

3/6/11 10:58:52

To find an ECA contractor thatâ&#x20AC;&#x2122;s right for you:

www.eca.co.uk FMW.16.06.11.026-027.indd 3

3/6/11 10:59:05

FM MONITOR SIMON KEEL

LEGAL UPDATE

Simon Keel is product executive at air conditioning manufacturer Daiken UK

LOW CARB ON AI R CO N DI T I O N I N G

PHOTOLIBRARY

s managers come under increasing A pressure to cut carbon emissions, air conditioning purchasing is coming under close scrutiny, explains Daikin UK’s Simon Keel Large-scale users of energy are under pressure to reduce CO2 emissions and meet government targets. This pressure has manifested itself in a constant stream of legislation, standards and regulations. This article looks at several issues that FMs will face when accommodating carbon reduction legislation for air conditioning, and how these challenges can best be met.

Building managers could be forgiven for feeling bogged down by the raft of constantly changing carbon reduction legislation, which needs to be understood and addressed in order to reduce the energy used in, and the carbon produced by, our buildings. However, by taking a little time to understand the legislation, significant energy savings can be made.

Take, for example, the requirement for air conditioning systems to be inspected. This can be viewed as a route by which thermal efficiency can be improved and significant energy performance improvements can be achieved.

However, as well as assessing how an air conditioning system is functioning at the point of inspection, the role of the inspector is to offer advice on how improvements in performance can be made going forward. This is vital information which will help mangers to create a coherent energy plan providing even higher reductions in a

28 | 16 JUNE 2011 | FM WORLD

00_Legal.indd 28

building’s energy usage.

In the race for sustainability it is all too easy to look at headlines and forget the facts behind the news. For example, refrigerant gasses such as R410A (which may have a high global warming potential) come under serious and sustained criticism, despite the fact that there are other parts of a system that could be doing worse damage.

A key component in most refrigeration systems, refrigerant gasses allow the movement of renewable heat from one source to another. In a domestic fridge, the refrigerant expels heat from the ice box to the kitchen.

A commercial air-to-air heat pump works in the opposite way, extracting heat from the solar heated air outside – even when the weather is at sub zero temperatures – and using it to warm the building.

Various refrigerants can be

used for this; the one major difference being the efficiency with which they perform the task. Each one has its own characteristics. In an ideal world, the perfect refrigerant would be highly efficient, non-flammable, non-toxic, plentiful, cheap – and have a low Global Warming Property (GWP). Unfortunately, no single gas ticks all these boxes. This leaves a choice to be made, and an inevitable compromise.

Sustainable thinking asks that we minimise the damage we do to the environment. In the developed world at least, any future building or operation under proposal is now specified with the aim of minimising global warming gasses. This inevitably calls for compromise. When electricity is generated, it releases CO2 at the power stations. Thus when a heat pump operates, it uses electricity and is therefore

responsible for some CO2 being released. If that system is highly efficient, it will release less CO2 than a less efficient model. But if that heat pump leaks refrigerant, this will also contribute to global warming. A refrigerant with a high GWP will be worse than one with a low GWP. Thus there are two sums that must be done: one is to assess the quantity of CO2 being released as a result of the electrical consumption; and the other is the equivalent quantity of CO2 predicted to be released by any potential gas leakage. The first uses a set quantity of CO2 for each kW of electricity; the second multiplies the weight of released gas by its GWP number.

This gives the total equivalent warming impact or TEWI. The updated Breeam regulations for 2011 will be backing this assessment of emissions and will reward low energy-using products as well as encouraging use of low-GWP refrigerants. Unfortunately, the ideal refrigerant is not yet on the market and most refrigerants are less damaging and more economical than their headline GWP figure might suggest.

The conclusion for facilities managers is that a multitude of factors need be taken into account to reach the ideal solution. Looking at one figure in isolation may result in an unintended consequence and create greater carbon emissions in the long run. Using energy efficient heat pumps, which use the correct refrigerant and are properly designed to maximise all heat reclamation opportunities, is the only way to create a truly sustainable, renewable heating system. FM www.fm-world.co.uk

9/6/11 15:41:22

LEGAL NEWS

New legislation AGENCY WORKERS REGULATIONS 2011 On 21 January 2010 the Agency Workers Regulations 2010 were laid before Parliament. These will now become law on 1 October this year following consultations that were held in 2009 on proposals for implementing the European Temporary Agency Workers Directive (AWD). The consultations invited views on when the regulations should come into effect. A Consultation Paper on draft Regulation was published in October 2009, which also invited views on issues to be covered in guidance.

What the new law means The Agency Workers Regulations 2011 will give a new right to equal treatment for agency workers. It will affect agencies that provide temporary workers and those who hire them. The regulations are the UK’s implementation of the European Temporary Agency Workers Directive (AWD). The main purpose of the AWD is to “ensure the appropriate protection of temporary agency workers through the application of the principle of equal treatment and to address unnecessary restrictions and prohibitions on the use of agency work.”

The regulations introduce a right for agency workers to be given the same basic working and employment conditions as if they had been recruited by the hiring company directly. This right will only apply after 12 weeks in an assignment.

The employment status of agency workers remains unchanged, but they will become entitled to rights which have hitherto only applied to employees, such as the right not to be unfairly dismissed and the right to a redundancy payment. The agency,

www.fm-world.co.uk

00_Legal.indd 29

not the hirer, will generally be liable for any failure to provide equal treatment to agency workers.

The new regulations will apply to all individuals provided by an agency to work under the supervision of a hirer, including those directly employed by an agency. They will not apply to the limited company contractors, those working on managed service contracts and the self-employed.

Agency workers will need to have been on an assignment for a minimum of 12 weeks before qualifying under the new rules, and any time spent on an assignment before 1 October 2011 (when the new regulations come into effect) will not count.

Entitlements Agency workers will also be entitled to other benefits from the commencement of their assignment. Most importantly, they will be legally entitled to be informed about any vacancies that the hirer might have, and to be given as much opportunity as the hirer’s own employees to apply for permanent work at that company. The hirer will also be obliged to give agency workers the same level of access to its canteen, childcare and transport facilities as that given to its employees. Equal treatment will also apply to pay and other benefits such as holiday, training and collective facilities.

In the Regulations, ‘pay’ means basic pay, plus any fee, bonus, commission, holiday pay or other payment directly referable to the employment, such as overtime.

However, ‘pay’ does not include occupational sick pay and pension payments, nor payments in recognition of the long-term relationship between permanent employee and employer, such as an

annual loyalty bonus.

Right of redress An agency worker will be able to ask their agency to provide them with certain information including the basic working and employment conditions at the hirer and the agency will have to provide that information within 28 days.

If the agency worker does not receive the information from their agency within 30 days they will be able to apply to the hirer for the same information.

Agency workers will be able to bring a claim in the employment tribunal, and a tribunal will be empowered to order unlimited compensation.

Although an agency will be liable for any failure to provide equal treatment, it will have a defence where it can show that it took reasonable steps to obtain information from the hirer about its basic employment and working conditions and, that it acted upon any such information received.

The new regulations are likely to bring into question whether it will still be beneficial for hirers to hire agency staff on long-term assignments (those beyond 12 weeks in duration). Hirers will also need to collate information which will have to be given to the agency, dealing with issues such as who will be responsible for collating information internally and how and when it will be passed on to the agency and to any agency workers who request it. Companies will also need to consider whether they should require agencies to enter into a confidentiality agreement before disclosing such information.

Property firm’s safety fine A Manchester property firm has been fined after two maintenance workers were seen on the sixth floor of an apartment building without proper safety equipment. A Health and Safety Executive inspector spotted the workers operating 65 feet up and next to a sheer drop off the side of the building.

The men had originally been working on scaffolding. But this was removed by property firm Options Properties, leaving them with only a harness attached to a temporary guardrail to stop them falling over the edge of the building.

“It beggars belief that Options Properties risked the lives of these two men for the cost of a few extra days of scaffold hire,” said HSE inspector Ian Betley.

Options Properties pleaded guilty to breaching regulation Work at Height Regulations by failing to ensure that the work was properly planned and supervised. The company was fined £18,000 and ordered to pay costs of £4,115.

Asbestos training courses Energy firm RWE npower and contractor AMEC Group Ltd are to pay a total of £510,000 after a maintenance worker fell to his death at a South Wales power station.

The incident saw an agency worker fall around 12 metres through an unprotected opening in a platform at Aberthaw Power Station in the Vale of Glamorgan.

Cardiff Crown Court heard that work was being carried out to insert equipment into a large deep pit in the water cooling system to hold back the seawater when the tide rose.

Sections of the floor gratings at the top of the pit had been removed to allow the work to proceed.

Mr Booker was working with eight other workers who had been called in to carry out urgent modification work on the equipment in order to ensure an effective seal of the pit.

FM WORLD | 16 JUNE 2011 | 29

9/6/11 17:59:04

FM MONITOR MARKET INTELLIGENCE

INSIGHT

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

ECONOMY

COMMUTING TO WORK

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.

Around 75% of workers take half 1-15 mins... 42% 60+ mins... 5% Modes of transport an hour or less to travel from home In the final quarter of 2009, most to their place of work, although of the workers in the UK, 71%, Londoners commute in vastly drove a car to work. However, COMMUTING different ways to the rest of the the types of transport used were IN THE UK country. again different between workers 1/2 hour to get to 46-60 People working in London, work for 75% mins... in London and those in the rest 8% particularly central London, tend of the UK. Only 35% of people to travel longer to get to work, with working in London drove to more than half, 56%, commuting for work, compared with 76% of more than 30 minutes. In contrast, in those working in the rest of the 31-45 mins... 12% 16-30 mins... 33% the rest of the UK, only 20% need to UK. Half of the people who worked in travel as long to reach work.

London took public transport to work, as follows: train In the final quarter of 2009, around 3 in 5, (20%), underground (18%) and bus (12%). or 59%, of all UK workers lived and worked This compared with only 1 in 11 workers, or 9%, in in the same local authority district. The the rest of the UK taking any form of public transport remaining 41% worked in a different district to work.

Source: Office for National Statistics (statistics.gov.uk) from their home.

Source: HM Treasury (hmrc.gov.uk)

Bank of England base rate: 0.5% as of 7 April 2011.

The previous change in Bank Rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.

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

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

Aged under 18 (but above compulsory school age)

£3.64

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

£2.50

The following rates will come into effect on 1 October 2011: Category of worker

Hourly rate from 1 Oct 2011

Aged 21 and above

£6.08

Aged 18 to 20 inclusive

£4.98

Aged under 18 (but above compulsory school age)

£3.68

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

£2.60

LONDON COMPARED TO THE REST OF THE UK Percentage of workers by method of travel Oct-Dec 2009

35% 9% 12% 4% 20% 18% 76% 11% 6% 3% 2% 1% LONDON

LONDON

LONDON

LONDON

LONDON

LONDON

REST OF UK

REST OF UK

REST OF UK

REST OF UK

REST OF UK

REST OF UK

NON-ENERGY COSTS

GDP

Non-energy costs – those associated with energy taxes, environmental costs and transmission and distribution charges – are continuing to rise across Europe, compounding the problems caused by the general rise in energy prices. The proportion of industrial energy bills accounted for by non-energy costs will grow markedly for the remainder of 2011 and beyond.

In the UK, charges associated with the Climate Change Levy, network use charges and balancing costs, combined with a reduction in the relief for those reducing their carbon emissions, will all drive costs higher. The government’s introduction of a minimum price for carbon credits (£16 per tonne from 2013, rising to £30 per tonne by 2020) will also contribute to rising non-energy costs.

GDP in Q1 2011 was 1.8% higher than the same period in 2010.

Construction output fell by 4.0%, (revised up from a fall of 4.7%), compared with a fall of 2.3% in the previous quarter.

Output in the service industries rose by 0.9% in the most recent quarter, due to a rise in transport, storage and communication by 3.0%; business services and finance by 0.6%; government and other services by 0.6% and distribution, hotels and catering by 0.8%.

Source: EnergyQuote JHA — energyquote.co.uk

30 | 16 JUNE 2011 | FM WORLD

030_Insight.indd 52

www.fm-world.co.uk

9/6/11 15:44:55

FM MONITOR STEVEN JONES

HOW TO…

Steven Jones is sales director at Qube Global Software

CHOOSIN G A SO FT WA R E S UP P L I ER

hen choosing the right FM software, it is vital to look for a ‘partner’ rather than a vendor that wants to understand your company and provide the right solution

W

When it comes to selecting the right facilities management software, it is vital to make the right choice for your organisation. Your chosen solution should act as the backbone of your FM operations, so it is essential that it’s easy to use, can fit with your workflows and contains the functionality to meet your objectives. You should look to choose a ‘partner’ rather than a vendor, with the expertise and understanding of your industry to ensure the system is properly implemented and supported on an on-going basis.

Here are seven tips for selecting the right FM software supplier:

1⁄

Identify your core strategic aims

Even if the end of the current economic downturn may be in sight, we all need to be convinced of a clear return on investment before spending our organisation’s limited resources on new software tools.

From the start, you should be able to articulate a number of strong reasons for introducing a new solution which will inevitably be accompanied by initial growing pains.

You may want to improve your asset management, provide a safer working environment, increase operational efficiency or reduce your carbon footprint.

These objectives can be achieved at the same time as providing www.fm-world.co.uk

00_HowTo.indd 33

intelligent business information to inform effective strategic decision making.

Check your reasoning with colleagues and then make sure that you have internal champions where you need them ie someone who has the capacity and desire to sign off a purchase.

2⁄

Build a requirements list

Once you have a clear vision of your overall objectives you should identify the business processes and information required to achieve it. For example, is there a need to record asset life-cycle information to sweat your assets? Do you want to introduce hand-held equipment to automatically provide method statements and record staff time? Do you need to make the solution available to contractors to complete their work orders?

Be precise about your reporting requirements – what outputs are really important to you and what needs to be analysed?

At the same time avoid the trap of creating a long wish list of required features. Decide what’s really important to achieving those aims – but don’t

forget the things you already do well.

3⁄

Meet potential suppliers

To create real value, you need to find a partner that wants to explore and understand your business. Do they want to get under the skin of your business processes, can they then demonstrate a software configuration that fits your operations, and will they really provide the right solution for you?

You can only establish this by meeting with suppliers and working with them – and they can only show you the true value of their proposition by asking the right questions rather than just taking you through a standard demonstration.

The vendors or partners in question can be qualified by checking the supplier’s credentials. Establish what their client base is like and whether they know your industry. Above all, don’t forget those references.

4⁄

Cost or value?

Everybody wants to pay a little for lots but when selecting your preferred supplier, don’t make cost the primary issue – choose the best partner and business fit first, and then negotiate a price that suits all.

What may be the cheapest solution in the first year could end up costing more over five years.

“You may want to improve your asset management, provide a safer working environment, increase efficiency or reduce your carbon footprint”

If it doesn’t achieve your strategic aims it could end up being an extremely expensive ‘solution’.

5⁄

Actions built for success

6⁄

The partnership

No matter how great the software you eventually choose, without a well-planned implementation producing the correct configuration and training, you will not achieve those strategic aims. So decide how much time you and your colleagues can spend on managing it. This will give you a guide to how much assistance you need from your preferred supplier. Make sure this is discussed and agreed as part of the negotiation so that your expectations are clear from the start. Check the supplier has the capacity to provide the service required and that they have experience of providing it.

Cutting corners here can prove very expensive later.

We’ve discussed the importance of building a lasting relationship with your supplier, so do discuss and compare the support provided and how ongoing developments are managed. Is there a user group and do they run annual conferences where you can meet your peers and hear about future plans? The relationship with your supplier should not end when the solution is installed.

7⁄

And finally...

Remember, facilities software is a long term investment; you want it to work for you and generate a return. FM FM WORLD | 16 JUNE 2011 | 31

9/6/11 15:40:37

BIFM NEWS BIFM.ORG.UK

World FM Day: celebrating the profession across the globe

WORLD FM DAY

Get online for World FM Day World FM Day takes place on 23 June. Even if you are not attending or organising an event you can still take part in the day through social media. There are a number of ways you can get involved: Facebook Search for World FM Day on Facebook and follow the latest updates about events happening on 23 June. You can also post messages, upload videos and photos to let the world know how you are celebrating World FM Day. Twitter Spread the word about Global FM and World FM Day using the hashtag #worldfmday in all your messages related to the day. Global FM will be publishing tweets (@ WorldFMDay) for you to have the latest news about the day.

Tweet using #worldfmday, and #facilitiesmanagement.

Google Map Through the World FM Day Google Map (http://bit.ly/ f6dnEi) you can track the events happening locally and globally, if your event is not listed make sure you get it on the map to let the whole world know what you are planning.

ISTOCK

What is World FM Day? World FM Day is a Global FM initiative to celebrate the profession. It aims to raise the industry’s profile around the globe, promoting its ideals, not only within the profession and industry, but also among governments and the general business community. i Learn more and get involved at globalfm.org/world_fm_day2011.asp

32 | 16 JUNE 2011 | FM WORLD

BIFM news.indd 34

KEEP IN TOUCH » Network with BIFM @ www.networkwithbifm.org.uk » Twitter @BIFM_UK » LinkedIn » facebook

QUALIFICATIONS

Getting ahead in FM Getting ahead in the current economic climate is more challenging than ever. Whether you want to develop your skills in your current role or work towards a new position, professional qualifications can add considerable value to your skill and knowledge base. With expertise at a premium in this environment, as employers seek ever more efficient ways to meet their objectives, make sure you have the tools to deliver.

Qualifications are essential to gaining respect, recognition and a secure future. The BIFM’s aim has been to ensure that, by listening and being responsive, we have reflected the needs of a dynamic and progressive facilities management industry within our suite of professional qualifications.

So whether you, as an individual, are looking to better equip

yourself for your current role, or are looking to progress to the next level, you can choose a qualification level, size and unit to help you achieve your goals.

Alternatively, you, as an employer, may be looking to build your organisation’s capability and reputation with high performing FM teams, in which case the BIFM qualifications are designed to support your organisation.

Level 4 is aimed at operational FMs who are likely to be responsible for managing: ● Day-to-day operations (in house or outsourced) ● A range of support services ● Contractors and key supplier relationships ● Budgets ● Health and safety ● FM projects.

Level 5 is aimed at senior FMs who are likely to be heading up: ● Single or multi-site operations ● Hard and/or soft service provision ● Partner relationships ● Performance management ● Major projects with capital spend ● Compliance in health and safety and other key critical legislation ● Financial management.

Level 6 is aimed at strategic FMs who are likely to be responsible for: ● Strategic review and development of FM service provision ● Corporate governance and risk ● Driving innovation and change ● Financial performance ● Corporate responsibility and sustainability ● Property and procurement strategy.

The qualifications are delivered through the BIFM recognised centres (see below), through a mix of varying delivery methodologies:

BIFM 4

BIFM 5

BIFM 6

Delivery

BIFM Training (Quadrilect)

✓

✓

✓

D, R

Blue Eye Training

✓

✓

E

✓ ✓

College of Central London

D, DL

Debut Assessment Services*

✓

✓

✓

Leeds Metropolitan University

✓

✓

✓

Manchester Open Learning

✓

✓

DL

National School of Government

✓ ✓

E

✓

D

Portobello Institute Resettlement Training Centre* Schools Direct

✓

Serac

✓

DL

D, BL D, OL ✓

Training & Learning Centre Westminster Kingsway

✓

Xenon Group

✓

OL

D, E, R, DL D

✓

✓

D, E, R, DL

*not open for public registrations Delivery: D = Day E = Evening R = Residential DL = Distance Learning OL = Online Learning BL = Blended learning www.fm-world.co.uk

9/6/11 12:49:38

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

face-to-face, distance learning, online learning plus blended learning. Whatever your preferred learning style, geographical location and budget, you now have a choice. i Visit the BIFM website for further details www.bifm.org.uk/ careerdevelopment.

MEMBERSHIP

Become a corporate member Is your organisation a corporate member of the BIFM? Do you think it would benefit from the long term networking, sales opportunities and market exposure that being a corporate member of the institute can offer your business.

Our corporate members find the benefits deliver added value to their profile and new business strategy: Chris Box, hard services director at OCS Group UK commented: “As a leading international facilities services organisation it is vital to link ourselves with the industry’s leading professional membership bodies to ensure our customers and stakeholders know we are committed to the industry and to the continuing future professional development of this industry. We have been involved as a corporate member with the BIFM for over 10 years and have found this membership to be invaluable to the growth of our business through networking and training opportunities.”

Corporate membership of the BIFM gives the opportunity for organisations to raise their profile within the facilities management marketplace; suitable for products and service suppliers alike. .i

Richard Byatt is corporate & public affairs director

BIFM COMMENT T I M E TO E N GAG E ?

t a recent meeting of FMs, the topics under discussion included the future of work and the workplace; research into the success of a national bank’s new headquarters and benchmarking for productivity.

The venue was the Technical University of Vienna, the event was the European Facility Management Conference (EFMC 23-25 May). UK participation was limited (four per cent of delegates) despite the BIFM being a founder member of EuroFM, which backs the conference along with IFMA. There are, of course, good reasons for the low participation rate – a surfeit of competing events in the UK; travel and accommodation costs; perceived difficulties in demonstrating relevance. More widely, perhaps, the UK FM profession’s relationship with Europe can often mirror our national history – a semi-detached approach and reluctant engagement.

But I’d urge everyone with an interest in facilities management to try to get to at least one EuroFM event. Even if you don’t have direct responsibility for facilities outside the UK, the opportunity to learn from other markets and cultures is a valuable one.

The UK has a relatively mature facilities management profession and industry but others often approach issues in a different way. You might pick up ideas which are not yet common in Britain. The international success of Scandinavian service companies, French utilities and German manufacturing suggests that knowledge exchange between the UK and continental Europe is not all one way.

Of course, UK workplaces are not necessarily full of UK nationals. With increasing mobility you may be managing places where several nationalities come together, with the range of expectations that brings. Knowledge of how things are done elsewhere could help you create an environment that works for everyone.

Every BIFM member is effectively a member of EuroFM and one practical benefit of the institute’s affiliation is a ¤200 discount on attendance at EFMC. The next conference is in Copenhagen, 23-25 May 2012.

The BIFM will be appointing a number of ‘ambassadors’ to help us engage more closely with our peers across Europe and we’ll communicate the outcomes to members through all the usual channels, including FM World.

For more details visit www. eurofm.org or www.efmcconference.com

A

“I’D URGE EVERYONE WITH AN INTEREST IN FACILITIES MANAGEMENT TO TRY TO GET TO AT LEAST ONE EUROFM EVENT. EVEN IF YOU DON’T HAVE DIRECT RESPONSIBILITY FOR FACILITIES OUTSIDE THE UK”

richard.byatt@bifm.org.uk

To find out more about corporate membership packages contact the membership team on 0845 056 1358. Alternatively visit www.bifm. org.uk/corporatemembership www.fm-world.co.uk

BIFM news.indd 35

FM WORLD | 16 JUNE 2011 | 33

9/6/11 12:49:51

BIFM NEWS BIFM.ORG.UK

Venue for the first catering and hospitality Sig FORUMS

BIFM launches forums The BIFM is launching a series of discussion forums to engender debate about some of the key topics in the facilities management sector. Chaired by a senior BIFM representative, these invitationonly breakfast forums will allow senior facilities professionals to get together to network and discuss some of the key issues facing the profession from new ways of working and the use of social media in FM, to energy management and cost-cutting while adding value.

The outcome of each sponsored debate will be published in a White Paper which will be sent to all BIFM members and publicised in the BIFM magazine’s FM World and other related publications. i Would you be interested in hosting, sponsoring or taking part in a forum? Please email discussionforums@bifm.org.uk for more information about how to get involved.

SIG

ALAMY

Success at catering Sig event The new Catering and Hospitality Sig (Special interest group) recently held its first event, hosted by Sodexo. The event, How to Embed Sustainability in a Catering Business, took place at the Churchill War Rooms in London.

Representatives from catering and facilities management companies, public bodies, corporates, campaign groups and the media attended.

Thomas Jelley, Sodexo’s corporate citizenship manager, and Tamsin Gane, sustainable

34 | 16 JUNE 2011 | FM WORLD

BIFM news.indd 36

BIFM TRAINING N E W E - L E A R N I N G CO U R S E L AU NC HE D : G E T T I N G STA RT E D I N F M

ollowing a hugely successful pilot scheme the four-hour online introduction to facilities management is now available.

Designed for new operational FMs or those with related responsibilities, the package will provide you with a highly practical, hands-on-guide to the basics of good practice facilities management based on ‘real life’ expertise.

Although primarily aimed at those new to the industry, Getting Started in FM may also provide an excellent refresher if you are an experienced facilities manager looking to reinforce your existing knowledge of best practice. And as a complement to our face-toface courses, it could even be purchased as a pre-course taster or even a supplement for our flagship foundation programme Understanding FM. Covering four key building blocks – Knowing your Building (and the role of FM), FM Support Services, FM Projects and lastly Health & Safety/ Sustainability – each module includes good practice information on the relevant topic areas, as well as example tasks, checklists, references and web links.

Key concepts and terminology are clearly explained, and the highly visual format is designed to maximise interest and engagement. Self-assessed quizzes provide an opportunity to test understanding of key learning points and facts as learners progress.

The course should take approximately four hours to complete but you can work through the four key learning modules at your own pace and revisit sections at any stage. Each learner receives a personalised certificate on completion of the programme which you can add to your continuing professional development record.

The package is available on a 90-day license period, either to individuals or corporate groups in the UK and overseas, and package customization is available to companies who want to tailor or develop additional content to suit their specific needs.

You can download an application form and view full details including system requirements, fees and terms and conditions by visiting www.bifm-training. com/getting_started_in-FMFS.htm. There you can also access a PowerPoint presentation designed to give you an overview of the package in action.

F

procurement manager for its UK & Ireland business, were keynote speakers. They outlined Sodexo’s award-winning sustainability strategy for 2020, the ‘Better Tomorrow’ plan, which recently saw the company become the first in foodservice to serve Marine Stewardship Council sustainable fish across all of its restaurants and cafés in the UK. Challenges ahead Simon Biggs, chairman of BIFM’s Catering and Hospitality Sig, said: “Sustainability is the challenge of our times. Companies have carbon footprint targets to achieve and they face financial penalties if they fail to meet them. So sustainability has increasing bite from an organisational perspective, especially for the facilities management companies.

“There is often a short term cost to businesses as they embrace sustainable food practices, but there is a far greater cost for all of us in the medium and long term future if they don’t. For instance, if companies don’t adopt a strong policy on sustainable fish, then we simply won’t have any in the future, or the small volume left will be prohibitively expensive.

“It is thought that between 20 and 30 per cent of greenhouse gas emissions from human activity are attributable to our food and agriculture systems. When managed effectively, catering businesses can send the demand signals that are necessary to move towards more sustainable food and agriculture systems.”

i You can speak to one of the team if you have any further questions about this new e-learning course – just call 020 7404 4440. For information on any of our courses and services contact BIFM Training on the above telephone number, email info@bifm-training.co.uk or visit our website www.bifm-training.com

www.fm-world.co.uk

9/6/11 12:50:04

We look after telephone calls. That’s all we do. We do it superbly.

And we win awards for how well we do it.

Call: 08000 199 944

Email: info@moneypenny.co.uk

Visit: moneypenny.co.uk

If you’ve got what it takes, we’re here to help you progress Are you still at the right BIFM membership grade to reflect your increasing achievements in the FM industry – or is it time to progress?

To upgrade to the next level or to find out more, please visit: www.bifm.org.uk/climb or contact the Membership Team on: 0845 058 1358 or email membership@bifm.org.uk

FM WORLD | 16 JUNE 2011 | 35

FMW.16.06.11.035.indd Sec1:35

3/6/11 15:17:21

FM DIARY

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

NATIONAL BIFM EVENTS

SCOTTISH REGION

NORTH REGION

30 June BIFM Members’ Day and AGM All BIFM members are welcome to join this free event, which is all about getting involved, networking and celebrating success. The day will start at 9.30am with registration, coffee and networking, followed by a mix of seminars and networking opportunities at lunch.

Venue: British Library Conference Centre Contact: Karen Weeks on 0845 058 1356 or email communications@ bifm.org.uk

30 September Scottish Annual Conference - FM, Our Dynamic Future Venue: Our Dynamic Earth, Edinburgh Contact: joanmelville@virginmedia. com or call 07855 961774

2 July North Region Ball The North regions are pleased to announce that Norland Managed Services have agreed to be the headline sponsor for the 2011 Summer Ball.

Venue: Hilton Hotel, Manchester Contact:Steve Roots at northball@bifm.org.uk or call 0161 819 7600

12 July Pecha Kucha debate This is the fourth debate organised by the International Group using the pecha kucha format which tests the speakers with its rapid fire format and engages the audience with its unusual format. This time a team from the International Sig of Martin Pickard, Leigh Carter and Seb Royle will take on a team from the Workplace Consultants Organisation (WCO).

Venue: Macquarie Bank, London Contact: clairesellick@btinternet. com or call 020 8469 0167 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: To be confirmed Contact: Liz Kentish on coach@ lizkentishcoaching.co.uk or call 07717 787077 10 October BIFM Awards 2011 Venue: Grosvenor House Hotel Contact: Sandra Light on 0141 639 6192 or email sandra@fmevents.biz IRELAND REGION 4 November The 15th Annual BIFM Ireland Region Facilities Management Conference & Exhibition Venue: Belfast Waterfront Contact: l.mcmahon@hjmartin.co.uk LONDON REGION 21 June London region Golf day Venue: Highgate Golf club, London Contact: Don Searle on Don@c22. co.uk or call 020 7821 1134

00 | 30 36 | 16 JUNE SEPTEMBER 2011 | FM 2010 | FM WORLD WORLD

Diary.indd 37

1 October Scottish Annual Ball Venue: Crowne Plaza, Glasgow Contact: joanmelville@virginmedia. com or call 07855 961774

EAST REGION MIDLANDS REGION 16 June Midlands Region Golf Qualifier Venue: Collingtree Park Golf Club, Windingbrook Lane, Northampton Contact: lynne@fmguru.co.uk or call 01908 282915 21 June De-mystifying the different models of FM provision Venue: Whittlebury Hall Hotel, Spa and Management Training Centre Whittlebury, Northamptonshire Contact: ann@echo-marketing.co.uk or call 07970 255240

23 June East Region Golf day Qualification Venue: To be confirmed Contact: Graham Price at g.price@ forumevents.co.uk 3 July East Region Cricket Challenge Venue: Great Hyde Hall, Hertfordshire Contact: Graham Price at g.price@ forumevents.co.uk SOUTH REGION

initiative to celebrate the importance of the FM profession. The third annual celebration aims to raise the FM profession profile around the globe, promoting facilities management’s ideals, not only within the profession and industry, but also among governments and the general business community.

Venue: UK-wide events, and primary BIFM event Contact: Karen Weeks at communications@bifm.org.uk 23 June Green and Keen Cleaning Workforces, British Institute of Cleaning Science inaugural education conference Venue: Manchester United Football Stadium, Old Trafford, Manchester Contact: conference@bics.org.uk or call Alyson Rogers on 01825 714329 24 June Cavendish Engineers lunch time session Cavendish engineers celebrates its head office re-opening. Booking is advised Venue: 56 Spital Square, London, E1 Contact: events@ cavendishengineers.net

30 June What makes a world-class reception?

Venue: Office Depot, Leicester Contact: dave.bright@halfords.co.uk or call 07808 573854

6 July BIFM Home Counties and Southern Regional Golf Qualifier Venue: Sherfield Oaks Golf Course, Basingstoke Contact: csorbie@temco-services. co.uk or call 07908 711964

HOME COUNTIES REGION

SOUTH WEST REGION

23 June 2011 BIFM Home Counties and In2Sequence World FM Day Event – Making FM a leader in technology rather than a follower Venue: IQ, Winnersh - 135 Winnersh RG41 5TS Contact: Helen Versloot on Versloot@ btinternet.com or call 07825 918530

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

6 July BIFM Home Counties and Southern Regional Golf Qualifier Venue: Sherfield Oaks Golf Course, Basingstoke Contact: csorbie@temco-services.co.uk or call 07908 711964

Venue: Hilton Bristol Hotel, Aztec West, Bristol Contact: Joanne Bartlam on joanneb07@ntlworld.com or call 07808 908052 25 November South-west Region November Training Day

18 October Workplace Trends conference Venue: Allen & Overy, One Bishop’s Square, London Contact: For more details email maggie@merlin-events.co.uk

7 July BIFM Home Counties event at Marwell Zoo - Managing FM in a diverse environment Come along to Marwell Zoo for an enlightening evening and find out about how FM operates in this highly public and diverse environment Venue: Marwell Zoo, Hampshire Contact: Steve.Jones@kinnarps. co.uk or call 01635 43100

Venue: Hilton Bristol Hotel, Aztec West, Bristol Contact: Joanne Bartlam on joanneb07@ntlworld.com or call 07808 908052

19-20 October FM & Property Event Venue: Belfry, West Midlands Contact: jasonawatar@ globalbusinessevents.co.uk

16 September South-west Region September Training Day

INDUSTRY EVENTS 23 June World FM Day World FM Day is a Global FM

1 July 2011 Which Way to Work – adding value to the workplace Venue: Institute of Physics, London Contact: tracey.tilbry@bsria.co.uk or call 01344 465512. Visit ww.bsria. co.uk/training-and-events/details/ way-to-work/ 13-15 September SRWM in partnership with CIWM 2011 Venue: NEC, Birmingham Contact: rwm.exhibition@emap.com or visit www.rwmexhibition.com 11-12 October Total Workplace Management Venue: London Olympia Contact: Karen Weeks at communications@bifm.org.uk

24-25 November IFM Congress Venue: Vienna University of Technology Contact: kongress@ifm.tuwien.ac.at

www.fm-world.co.uk

9/6/11 12:50:31

FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB

NAME: Finbarr Murray JOB TITLE: Head of facilities management ORGANISATION: London Borough of Croydon JOB DESCRIPTION: Strategically lead the facilities management activities across the council’s portfolio and manage the service delivery of our strategic partner Interserve FM

What attracted you to the job?

Croydon has a unique position as a borough acting as a gateway to London. The facilities management team at Croydon has a seat at a strategic level and has a key role to play in helping to deliver the vision for the borough. I also like roles that need shaping and continuously evolve to support fast changing environments.

Any interesting tales to tell?

I once got kidnapped as part of hostile environment training for Amnesty. Believe me, they make it pretty realistic.

How did you get into facilities management and what attracted you to the industry?

Like a lot of people, by accident. My background was more focused on supporting people and operations. Being interested in architecture and buildings, I found that over time I got asked to do more and more building projects and manage what are now called facilities services.

Which “FM myth” would you most like to put an end to?

That it’s all about changing light blubs and cleaning toilets. The sector now is incredibly influential, not just in its contribution to the economy but in terms of influencing in one way or another the services we consume and the places we consume them in. It would be interesting to do the “six degrees of separation” on facilities management.

What’s been your career high point to date?

I think spending time doing FM overseas especially in Asia and the US. Both are very different from the UK and required completely different approaches. It was a great learning experience.

What has been your biggest career challenge to date?

If you can manage New York sub-contractors you can pretty much manage anyone.

If you could give away one of your responsibilities to an unsuspecting colleague, what would it be?

Attending cross departmental meetings. I tend to get on and build relationships outside of these forums.

ON THE

MOVE Changing jobs?

Tell us about your new role and responsibilities.

Contact Natalie Li Natalie.Li.@fm-world.co.uk

HSG Zander UK, part of the Bilfinger Berger Facility Services Group, has appointed Brian Jenkinson (pictured) as associate director of Great Britain, Facility Management PPP. Brian has extensive experience within the PPP sector, particularly healthcare.

Rollright Facilities has appointed Ron Wood as leadership adviser to the board. Wood has more than 30 years industry experience at senior level, including as managing director of Dalkia National Contracts.

www.fm-world.co.uk

People and jobs.indd 61

If I wasn’t in facilities management, I’d probably be…

A farmer… I definitely have Irish blood.

How do you think facilities management has changed in the last five years?

I think it’s sharper in realising that it has to be commercial, flexible and must answer to the needs of its customers. There was definitely a period when the customer came well down in the list of priorities.

And how will it change in the next five years?

I think it will start to be less obvious where facilities management stops and other disciplines begin as our profession and credibility grows. I’m thinking of architecture, regeneration, surveying, purchasing etc. Many of us are coordinating and in some cases delivering those services now. That wasn’t the case in the past.

Mace has appointed Tim Tourville (pictured) as managing director of its facilities division in North America with responsibility for clients in the United States, Canada and the Caribbean.

GSH Group has made a number of key appointments as part of its expansion plans in mainland Europe.

Carlo Brouwer has joined the group as commercial director Europe and Fredi Lustenberger (pictured above) has been appointed as country director Switzerland.

Hochtief Facility Management UK has

appointed Mike Biddiscombe (pictured) as operations director for the public sector.

Biddiscombe joins from Norfolk Group in Australia where he was their national operations manager.

At the same time, Sandy Clark becomes operations director.

Ben Martin and Will Fellows have joined powerPerfector’s Carbon Trust team.

Andrew Bovill has joined Mainstay Group as business development manager.

FM WORLD | 16 JUNE 2011 | 37

9/6/11 15:45:20

Call Adam Potter on 020 7880 8543 or email adam.potter@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

FM SHOWCASE

FM innovations ▼Major enhancements to Causeway’s Interactive Room Signs

▲Perception is not reality The perception of cleaning a new building is that it is easy, but in reality this is quite the opposite.

SCOR, the French re-insurance group, was the first tenant in five floors of new Lime Street offices in the City of London. Keeping the premises in pristine condition for 130 staff is not easy because every little mark or spill shows much more than in older buildings.

SCOR approached six specialist office cleaning contractors. Karen Bradburn, who is responsible for the building’s FM said: “Three contractors sold on low cost - that means fewer staff, rock bottom pay rates and lower standards. We chose Enhance Office Cleaning who focused on personal service and deliverables.

Causeway’s improved Interactive Room Signs now feature an extensive range of enhanced functions, including full compatibility with all Windowsenabled room, lobby and wall screens to give users wider choice.

Providing real-time integration with the fm facts resource/room booking module, interactive room signs provide enhanced visibility of which rooms are available and when occupied rooms are due to be free. Fully customisable, they can be mounted beside each room, or in a central area to show the status of all rooms – or both. The on-screen check in/check out feature helps to ensure the information remains up-to-date.

They also enable bookings to be made ‘on the fly’, with automatic updating of the central room management software.

Tel: 01628 552000 E-mail: ifm.info@causeway.com Web: www.integratedfm.com

▲Future Supplies does a double Celebrating the best of Croydon’s business talent, more than 40 short listed businesses out of hundreds of initial entries went head-to- head in the finals of The Croydon Business Awards 2011. The ceremony and Gala Dinner held at Fairfield Halls in April saw Futures Supplies & Support Services presented with a fantastic double win on the night.

Futures Supplies, a south London based independent distributor of washroom, cleaning and janitorial products business was recognised and rewarded for its exceptional commitment to delivering sustainable cleaning solutions and its CSR activities, collecting the top awards for both the Best Business for Sustainability and Best Business for Community Contribution.

More details on the company, its products, services and CSR activities can be found at www.futuressupplies.co.uk

▼Concierge/Porters/Security

▲Keen on green Vanitorials, the Janitorial Supplies Company from Benfleet in Essex recently held a Green Day to show its latest environmentally friendly cleaning and janitorial products. The event proved extremely popular with visitors from schools, local authorities and contract cleaners attending from an 80-mile radius.

Vanitorials, one of Jangro’s network of 40 UK independent janitorial suppliers, has always promoted environmentally aware products ranging from toilet and floor cleaners, to bin liners and brooms and the top selling Jangro Enviro Range.

At the event a Numatic trainer demonstrated products including its low noise Nusave tub vacuums that operate on low power. It gave training for ride-on scrubber driers and many visitors enjoyed a test drive.

A further Green Day will be held later this year to show the next stage of green products and equipment.

Concierge / porters / security never seems to be the first on the list of services that need to be procured when a building is complete or a management company has taken over. Most facilities managers or FM companies seem to ‘know someone in the game!’

However, increasing number of companies and managers realise how beneficial quality and trained Concierge /porters / security officers can be. With service charges increasing, clients and businesses are expecting far more for their money and part of that is the service of front of house. We believe we can supply that service for types of prestige residential blocks, office blocks and quality serviced blocks.

Our porters and concierge are backed up by a strong management team to ensure the work is carried out effectively and proficiently.

Tel: 01322 615271 Info@lapasecurity.co.uk

▲ Glen Dimplex launches outsourced customer care solution Glen Dimplex Home Appliances (GDHA), part of the world’s largest electrical heating group, is opening up its award-winning UK-based maintenance, repair and customer care operation to facilities managers and property maintenance companies seeking an outsourced service solution for their appliances and heating products.

In a first for UK industry, GDHA has launched a new service brand - Home Appliance Care – which will allow third party companies to tap into its extensive network of heating and appliance engineers and UK-based customer contact centre. The service is targeting facilities managers, housing associations and councils where there is a requirement for the contracting out of service and repair works.

As part of Glen Dimplex, Home Appliance Care’s engineers boast extensive experience in servicing and maintaining some of the UK’s best known heating, boiling and appliance brands, including Creda, Lec, Dimplex, Burco, Stoves and Belling.

38 | 16 JUNE 2011 | FM WORLD

FM Tech Spec 160611.indd 36

3/6/11 10:13:16

Call Norman Cook on 020 7324 2755 or email jobs@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

Appointments

Experts in FM & Maintenance recruitment www.randstadcpe.com/fm Maintenance Manager, Middlesbrough, £30-35k

Head of Estates, Central London, Up to £60k

Overseeing the maintenance engineering division of a hospital, you will ensure compliance and legislation is adhered to and undertake maintenance work if required. Reporting to the Facilities Manager, you will be a time served engineer and should have gained previous experience as a maintenance supervisor. Contact Astrid Clough on 0191 221 1567 or astrid.clough@randstadcpe.com

Exciting opportunity to work for a large university in central London.

Ideally technically qualified with a proven track record in building maintenance, you will ensure the upkeep of the universities estate including managing the implementation of long, medium and short term plans to maintain, redecorate, renew and refurbish the estate, ensuring targets and KPIs are met. Contact Dean White on 0203 206 9104 or dean.white@randstadcpe.com

Contracts Manager, Northumberland, £35-40k Undertaking a maintenance management position for a very reputable FM company, overseeing all facilities management provided on a medium sized site. This will include budgeting, looking after all maintenance staff and liaising with the client on a day-to-day basis.

Contact Astrid Clough on 0191 221 1567 or astrid.clough@randstadcpe.com

Estimator, Midlands, £35k + Benefits This role will include the review of enquiry and tender information, preparation of subsequent quotations and development and motivation of others within the estimating team. You will be experienced in dealing with clients on a day-to-day basis, managing their expectations, developing briefs and ensuring complete satisfaction with each project.

Contact Vijay Dhanota on 0121 265 2555 or vijay.dhanota@randstadcpe.com

Project Engineer, Midlands, £35k + Benefits With previous experience of working as an Engineer on CHP, heating and cooling plant projects, or similar, you will be responsible for developing projects from conception through to installation, construction and commissioning, detailed systems design, detailed site surveys and supervision of contractors and checking of work. Contact Vijay Dhanota on 0121 265 2555 or vijay.dhanota@randstadcpe.com

Procurement Manager, West Midlands, £45-50k + Benefits An International construction company requires an individual to implement a procurement plan supporting mobilisation of contracts and identify supply and service requirements. You will ensure that commercial influence is maximised with all key suppliers, negotiate agreements with suppliers and report back on achieved savings.

Contact Vijay Dhanota on 0121 265 2555 or vijay.dhanota@randstadcpe.com

Contracts Manager, Midlands, £50-60k + Benefits Our client delivers bespoke mechanical and electrical systems to a UK and International client base. You will be responsible for overseeing the delivery of PV installation contracts. Reporting to the Construction Director, you will have full accountability for a range of contracts, support winning activities with presentation to clients on PV and other sustainable solutions as well as maintain control of operating costs.

Contact Vijay Dhanota on 0121 265 2555 or vijay.dhanota@randstadcpe.com

jobs.fm-world.co.uk

FM New appoints 160611.indd 39

Engineering & Energy Manager, Central London, Client Direct, Up to £55k + Package With a very strong focus on energy management, you will work across a large portfolio of commercial buildings. Key responsibilities will include ensuring that all engineering services are properly maintained and are meeting the business needs required by the client. You must possess a professional qualification and appropriate professional body membership - CIBSE, IEE, MIMECHE, IEETE or similar and a proven track record in commercial building / property management.

Contact Dean White on 0203 206 9104 or dean.white@randstadcpe.com

Project Manager, London, Corporate Sites, £55k Providing technical and operational support across a variety of sites, from corporate blue chip offices to banks and law firms. Responsible for the delivery of all M&E projects, you should be able to consider wider team issues whilst developing and refining the project delivery. The ability to provide the service, to agreed SLA levels, whilst working within strict budgetary controls will be a prerequisite.

Contact Dean White on 0203 206 9104 or dean.white@randstadcpe.com

M&E Asset Verification Surveyors, London and Home Counties, 4-6 Month Interim Contract, £22.50p/h + Expenses Undertaking asset identification and verification activities across our client’s portfolio of properties, main tasks are to ensure all M&E building assets are identified, verified and ‘asset tagged’ with their unique portfolio identifier. You will have sufficient experience in a relevant technical field with a broad, in depth, practical and managerial experience of maintenance management, mechanical and electrical engineering aspects. Contact Matt Taylor on 0203 206 9104 or matt.taylor@randstadcpe.com

For all your FM & Maintenance requirements please visit www.randstadcpe.com/fm or call 0800 169 0863.

FM WORLD | 16 JUNE 2011 | 39

9/6/11 16:44:22

FINAL WORD FELICITY MESSING

FELICITY

MESSING

BARBIE DUMPED Poor old Barbie, we hear she’s been ditched by Ken. But he’s probably done the right thing – the selfish bimbo has only gone and packaged herself up with paper stolen from Indonesian rainforests.

To be fair to the blonde bombshell, it’s not entirely her fault - it’s actually down to toy company Mattel, according to Greenpeace. They’ve launched a campaign against the toy company which produces the 51 year-old doll.

A massive pink-and-blue sign was put up on the Mattel building in El Segundo, outside Los Angeles, featuring Barbie’s other half Ken declaring: “Barbie, it’s over. I don’t date girls that are into deforestation.” A group of Kens abseilled down the front of the head office.

Last week Barbie was dumped in London’s Piccadilly Circus. You can’t get more public than that, can you?

By analysing the fibres in Barbie packaging and digging into the commercial links between various companies, Greenpeace say they have been able to link the carbon-rich forests and peatlands of Indonesia with the packaging of toys on sale in shops around the world. But how will Barbie ever recover from the humiliation?

YOU SAY FACILITY, I SAY FACILITIES Last year President Obama was heralded by the FM trade press in the US (and also by FM World here in the UK) as being in touch with...facilities management.

Indeed, from his references to promoting the need for greater efficiency in the use of federal facilities he could have been a facilities manager rather than, or as well as, President.

The difference between the ‘facility’ in the US and the facilities in the UK has long been discussed and I think now widely accepted. Even the Iranian President, Ahmadinejad, has joined in the debate, saying Obama should back off from mentioning Iranian nuclear facilities. Who would have thought the word facilities was so emotive for the Iranian President? I presume he

would prefer Obama to use the term ‘nuclear facility’.

However, I notice that Obama frequently uses the ‘f’ word, and more extensively than in the context of our rather narrow definitions. The President refers to military facilities, education facilities, medical facilities, manufacturing facilities, IT facilities – and even ‘medical marijuana facilities’ (he is opposed to federal raids on them where states have approved its medical use).

The President is fond of referring to the Guantanamo Bay Detention Facility and talks of ‘taking out facilities’ in Libya. Let’s hope he doesn’t set his sights on British facilities, or we’ll all have to man the barricades.

PHRASES TO IMPRESS THE BOSS Do your best to keep me late.

I like the office and really have nowhere to go or anything to do.

Be nice to me only when the job I’m doing for you could really change your life.

IN THE NEXT ISSUE OUT 30 JUNE

ISMENA CLOUT INTERVIEWS THE FIRST WOMAN CHAIR OF THE BIFM, MARILYN STANDLEY /// REPORT FROM NEOCON, NORTH AMERICA’S LARGEST DESIGN CONFERENCE FOR COMMERCIAL INTERIORS /// FOCUS ON CLEANING: QUALIFICATIONS, IN-HOUSE OPERATIONS AND FLOOR MACHINES /// SPECIAL REPORT ON FM IN RUSSIA /// PLUS MORE NEWS

42 | 16 JUNE 2011 | FM WORLD

Felicity.indd 50

www.fm-world.co.uk

9/6/11 12:51:54

HOT DATES planning your future with us

“

JULY COURSES 13 13-14 14 19-21 25-29 27

The instructor was a credit to BIFM Training. Fantastic attitude and a more knowledgeable instructor I’ve yet to meet. I wouldn’t hesitate to recommend this course - Facilities Manager, Turner Facilities [Ref. Fire Safety Law & Risk Assessment]

Customer Focused FM Creating a High Performance Workplace Service Level Agreements The Professional FM1 [Intermediate] IOSH Managing Safely Certificate Fire Safety Law & Risk Assessment

AUGUST COURSES 16-18

”

Understanding FM Foundation - (optional) ILM Level 3 Award or Certificate in FM

SEPTEMBER COURSES 13 13-14 14-15

Understanding CDM Regulations The Essentials of Property Management Security Management

+44 (0)20 7404 4440

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

Sponsors:

BIFM North Region Summer Ball Saturday 2nd July 2011 The Hilton Hotel, Manchester Individual tickets £110.00 + VAT Table of 10 £1100.00 + VAT Table of 12 £1320.00 + VAT Tickets include champagne reception, dinner and full programme of fabulous entertainment.

Dress code Black Tie, Carriages 1am.

To book, please contact northball@bifm.org.uk In association with:

BIFM Summer Ball.indd 1

FMW.16.06.11.043.indd Sec1:35

4/3/11 09:39:21

3/6/11 15:18:50

www.dysonairblade.co.uk

Costs £1,460.00 per year to run.

Costs £39.76 per year to run.

Based on 100 people visiting a washroom twice a day, a paper towel dispenser will get through 146,000 towels a year.

For the same use, the Dyson Airblade™ hand dryer costs just £39.76 to run. It works in only 10 seconds and its HEPA filter cleans the air before it reaches hands.

That’s a cost of £1,460.00.

It’s fast, hygienic and a fraction of the cost of paper towels.

Usage based on 2 towels per dry (data from Dyson internal research – Sept 2008). 1600W machine shown. Calculations include standby power. Cost based on 1 pence per paper towel (data from Dyson internal research – Jan 2010) and £0.1194 per kWh (data from Eurostat 2009 Semester 2 – published March 2010).

Paper towel dispenser and Dyson Airblade™ hand dryer purchase costs are excluded from comparison. 10 second dry time based on NSF protocol P335.

FMW.16.06.11.044.indd 1

3/6/11 10:57:33