2011-06-30 FM World

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 30 JUNE 2011

FMWorld www.fm-world.co.uk

N A I S RUS TION U L O V RE

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VOL 8 ISSUE 13 30 JUNE 2011

CONTENTS

7 | Global focus on energy

16 | FM in Russia

20 | The FM World interview

NEWS

OPINION

FEATURES

6 BIFM stays cautious over government’s low carbon response plan 7 Sharper focus on energy reported in a recent global survey 8 Project of the Fortnight: ISS fly high with the Royal Air Force 9 FM 100 poll: should DECs be a legal requirement for commercial buildings?

10 Business news: Graeme Davies analyses American firms’ cold feet in the UK market 11 Whitehall pursues purchasing fraud from overpayments

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 Alistair Michie, Cooltherm refrigeration engineer 14 Martin White discusses what makes a good tender process 46 Felicity Messing

MONITOR 32 How to: choose a floor cleaning machine for your company 33 Legal: Report on a recent contract dispute seen by the Court of Appeal 34 Technical: Cleaning ventilation systems to combat legionella

24| Cleaning theatres

16

Russian regeneration: Eugene Gerden reports on how, as the Russian real estate sector recovers, there is increasing opportunity for foreign FMs

20

The FM World interview: Deputy chair of the BIFM Ismena Clout interviews the institute’s first chairman, consultant Marilyn Standley

24

Cleaning theatres: Natalie Li finds out how dedicated teams of cleaners keep London’s theatres looking the part, week in, week out

28

Outsourcing cleaning: Stan Atkins addresses the issue of whether to use in-house teams as opposed to bringing in specialist external providers

31

LED lighting: With LED lighting becoming the norm in commercial premises, Jeanine ChrobakKando looks at the future of the industry

REGULARS 36 BIFM news 41 People & Jobs 43 Appointments

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visit fm-world.co.uk/jobs COVER ILLUSTRATION: Laurence Whiteley

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Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 www.fm-world.co.uk EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ news editor: David Arminas ⁄ sub editor: James Richards ⁄ assistant editor: Natalie Li ⁄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

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

few weeks ago I blogged about video conferencing. Not audio or web, but video – the original, face-to-face variety.

I suggested that of all the conferencing technologies, video would remain a niche service. When you take part in an audio conference, you’re afforded a certain element of multitasking. Video, by contrast, is all encompassing. You know you’re being watched; it obliges you to perform for the camera, to gesticulate and animate yourself. Worst of all (and to my mind its principal weakness), video cannot do what it claims – that is, allow you to interact face to face. Why? Because when you’re looking at the camera, you’re not looking at your subject.

We humans tend to look at the face in front of us – and that face will tend to do the same. So with cameras placed above or below the screen, both parties look like they’re looking down and avoiding eye contact. As soon as one party realises what’s going on, they look at the camera to redress the balance, then back down to the other party’s face. When that other party does the same, video conferencing can be like watching tennis — heads nodding up and down in a vain, indeed impossible attempt to actually look at the other person.

I mention this because we’re frequently told how dramatically video conferencing could affect working life. And from an FM perspective, it certainly could. If video conferencing truly took over from the standard meeting, the change in requirement for meeting and office space could have as dramatic an impact on thew workplace as, say, 3D printing on manufacturing.

Yet it’s been nearly 20 years since the technology first got serious, and still the chief role of video is with multinationals seeking to cut back on their travel bills. So I was delighted to attend a recent BIFM evening event at the UK office of one of the world’s largest video conferencing manufacturers. There I was introduced to ‘telepresence,’ a video conferencing experience I am happy to concede is a bit special.

A specially designed oval room faces a giant bank of video walls; on the other side, the people you’re speaking to are in an identical version of the room. The people you’re talking to are life-sized, and a series of cameras and microphones span across the width of the room. This means that your eyes and ears are in sync with the action on screen. When someone gets up to walk to the other side of the room, your senses are in tune with it. Best of all, this directional element means that you can indeed feel that the person on the other side is looking right at you.

So is this the future? Certainly, its current high cost will fall as the technology matures. After all, there’s a hundred times more computing power in the smartphone I’m typing on than the computer I owned in the 1990s. Giant LCD televisions are a tenth of the price they were just a decade ago, and can be bought as an impulse buy in Sainsbury’s. And of course, broadband speeds are continuing to escalate.

I can still be classed as a mild sceptic, but telepresence is undeniably impressive. Should walking into rooms and meeting people this way become the norm, the impact on the working environment will indeed be profound. Perhaps in ten years I’ll be explaining to you, on camera, how wrong I was.

A

“VIDEO CAN BE LIKE WATCHING TENNIS, WITH HEADS NODDING UP AND DOWN IN A VAIN ATTEMPT TO ACTUALLY LOOK AT THE OTHER PERSON”

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

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LOW CARBON PLAN

BIFM stay cautious over IGT response LAURA CHUBB newsdesk@fm-world.co.uk

The British Institute of Facilities Management (BIFM) has given a “cautious welcome” to the government’s low carbon construction plan, in response to the Low Carbon Construction Innovation and Growth Team’s (IGT) report on the readiness of the UK construction industry for a low carbon future.

The establishment of a joint government and industry board is being hailed by the BIFM as the government’s most proactive step.

However, the BIFM’s corporate and public affairs director Richard Byatt said the institute was disappointed that the government “has chosen not to respond to [the IGT report’s] individual recommendations, which is unfortunate as they set out a practical programme”.

The BIFM had identified 18 recommendations from the IGT report, published in November last year, that were of significance to the facilities management industry.

Recommendations highlighted by the BIFM include that there should be a Treasury requirement to conduct a whole-life carbon appraisal for projects, that government and the industry should embed the principles of “Soft Landings” into contracts, and that government should require landlords and tenants cooperate to agree an Energy Management Plan for their buildings, to accompany the Display Energy Certificates.

Byatt added: “There are not as many clear commitments from government as the institute 06 | 30 JUNE 2011 | FM WORLD

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would have liked and some of the timescales are longer than ideal.”

The establishment of a joint government and industry board

has also been welcomed by the government’s chief construction advisor and author of the IGT report, Paul Morrell.

He said: “To ensure that construction rises to the low carbon challenge we need to continue this new level of cooperation, so I am pleased that a joint government and industry board has been set up to ensure implementation of this plan.”

Byatt was keen to point out that, despite the government’s lack of response to individual recommendations, many of the recommendations in the IGT report are for the industry itself to take forward. He said that the BIFM would continue to work closely with industry colleagues to ensure that this happens, most significantly the Construction Industry Council (CIC).

Global survey shows sharper focus on energy

Paul Morrell: Pleased with plan ahead

Government lacks data on PFI equity sell-ons DAVID ARMINAS newsdesk@fm-world.co.uk

The government is failing to monitor “excessive” profits from the sellingon of Private Finance Initiative (PFI) equity in many of the 700 hospitals, schools and prisons that have been built under the scheme.

Part of the problem is the failure of HM Treasury to keep up its records of millions of pounds made by private sector partners selling on their PFI equity, a BBC report claims.

The selling on of the equity sometimes can be for large amounts of cash. This calls into question the amount of profit that having that equity can generate over many years, up to 25 in some cases.

Critics of PFI argue that if buying the equity is so attractive, then the taxpayer may be locked into

a decades-long deal that is very poor value for money. If so, the taxpayer should get some cash repayment when private sector equity is sold on.

The BBC says that it had asked five of the companies which had sold equity in Calderdale Royal Hospital in Halifax to disclose the profit they had made. However, the companies said that the information was commercially confidential.

A report produced by the European Services Strategy Unit think tank analysed 154 PFI projects. Private sector shares in

Calderdale had changed hands nine times since 2002, said Dexter Whitfield, the report’s analyst.

The Treasury told the BBC that it collects PFI information and updates data twice a year from departments on changes of PFI share ownership and the information published on the Treasury website. Data exists on 81 per cent of PFI project.

The Treasury Committee has begun hearing evidence as part of its ongoing inquiry into PFI contracts. The Public Accounts Committee will also examine lessons learned from PFI.

“Critics of PFI argue that if buying the equity is so attractive, then the taxpayer may be locked into a decades-long deal” www.fm-world.co.uk

23/6/11 17:14:40

NEWS

ISTOCK

BRIEFS

Results from an annual global energy usage survey suggest that building managers are raising their game to reduce energy consumption.

Rising energy costs, government incentives and boosting public image are key motivators in driving

energy efficiency, according to the 5th running of the Annual Global Energy Efficiency survey.

The poll of nearly 4,000 building owners and operators around the world was conducted jointly by Johnson Controls’ Institute for Building Efficiency, the International Facility Management Association and the Urban Land Institute.

Johnson Controls’ Dave Myers said that the survey showed record levels of energy management and reduction projects, “driven mainly by financial reasons, more than environmental concerns”.

Eight in 10 of the survey’s respondents said that they expected double-digit energy price increases over the next year. As a result, owners have set an average energy reduction target of 12 per cent.

This fifth undertaking of the annual survey included, for the first time, respondents from the Urban Land Institute (ULI).

£300k TV screen for Southend An outdoor television screen for showing sporting and cultural events is to be part of a proposed £27m library development in Southend town centre.

A planning application shows the £300,000 screen, 6.2m by 3.5m, will be put up in the new public square adjacent to the new four-storey library.

The development will be paid for by Southend Council, Essex University and South Essex College, according to a report in the local newspaper The Echo.

The development will feature a higher education centre for the college and more space for the university, including a lecture theatre. Temporary seating could be provided in the square during special television screenings.

The screen would operate for a maximum of 16 hours a day on average.

Speakers for the screen would be placed throughout the square’s street furniture, such as benches.

But noise levels will be closely controlled, the report says.

SOUTHERN CROSS

Care home firm’s last minute reprieve Southern Cross, which runs 750 care homes in the UK, has negotiated an agreement designed to ensure that the company remains solvent.

The last-minute deal secures continuity of care for the 31,000 residents living in the 750 homes operated by the company.

A joint statement from the company, representatives of its 80 landlords, and lending banks said that all interested parties would “work towards a consensual solution to the company’s financial problems”.

This process will be conducted by a restructuring committee made up of representatives of landlords and Southern Cross. Meanwhile, normal service delivery will www.fm-world.co.uk

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ISTOCK

LAURA CHUBB newsdesk@fm-world.co.uk

continue to be handled by Southern Cross’s management team.

Up to 700 catering jobs hung in the balance earlier this month, with speculation suggesting that the result of the restructuring project would see landlords taking

rent cuts and other operators taking on Southern Cross work.

Southern Cross is Britain’s biggest care homes operator and looks after 31,000 elderly residents. But earlier this month it notified its landlords about concern over its annual £230m rent bill on the 750 care homes properties it occupies.

The issue has been lower fees paid by local authorities to Southern Cross and fewer people in the homes, meaning a loss of income for the company. It recently reported half-year losses of £311m and said around 3,000 people may have to be laid off, including catering staff.

It has been reported that the Balhousie Care Group may be taking over some of the homes run by Southern Cross.

Food waste powers homes A new facility for processing food waste will generate enough energy to power 6,000 homes, it is claimed.

UK waste management specialist Biffa launched the plant in Cannock, Staffordshire, with the promise it would turn waste into value on “a truly industrial scale”.

Biffa labels its new plant the UK’s first “super” anaerobic digestion facility, meaning waste is broken down in a way that releases energy on a large scale.

The organic carbon in food waste is converted into a natural gas, then used to produce heat and electricity.

£900,000 funding for uni Oxford Brookes University, which operates a School of the Built Environment, has won £900,000 in funding for the construction of a new facility for its department of Hospitality, Leisure and Tourism Management.

The funding comes from the Savoy Educational Trust, which has awarded £600,000 to the University.

Government is match-funding the grant, which will see the total figure reaching £900,000. The new facility will include a student boardroom, areas for undertaking group-work, a ‘learninglounge’ and café.

M&S boosts energy saving Marks & Spencer saved £13.5m last year through energy efficiency programmes in stores and distribution centres, according to the retailer’s latest corporate social responsibility report.

The savings are part of the overall £70m savings achieved last year - up from £50m in 2009 - thanks to the company’s ‘Plan A’ strategy launched in 2007, noted the report ‘How We Do Business Report 2010’.

BSI standard launched The British Standards Institution (BSI) is launching the first internationally recognised energy management standard, likely to replace the existing BS EN 16001.

Energy management experts from over 60 countries worked on the new BS ISO 50001 standard, established to help companies battle rising energy costs and prepare for new laws on curbing emissions.

It is anticipated that the BS EN 16001 standard for energy efficiency will be withdrawn some time next year.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

The SIA issues licence compliance warnings The Security Industry Authority (SIA) has handed out nine licence compliance warnings in a sweep of security businesses in four cities.

Random visits on security staff were carried out by SIA investigators earlier this month at 100 sites in Belfast, Lisburn, Southampton and Nottingham.

The businesses were visited as part of Operation Alexander, designed to test compliance among operatives working in security roles.

Premises visited included shopping centres, universities, office blocks, retail parks, a ferry terminal and a job centre.

The Authority issued nine warnings to individuals for either failing to display the SIA licence while on duty or for not informing the SIA of a change of address.

However, in Belfast and Lisburn, two operatives were detected working with Security Guarding licences that were not valid for the CCTV duties they were undertaking.

SIA’s director of compliance and enforcement Dave Humphries said: “We will continue to monitor compliance with SIA licensing requirements by carrying out further activities like this across the UK.”

Final curtain call for iconic White City BBC building

ISS

ISS Facility Services caters for the RAF ISS Facility Services fully mobilised its contract for all catering, retail and leisure facilities at 13 Royal Air Force stations on 1 June.

The stations are Boscombe Down, Boulmer, Brize Norton, Coningsby, Honington, Leeming, Linton-on-Ouse, Lossiemouth, Marham, Northolt, St Mawgan, Waddington and Wittering.

Also, RAF Leuchars transferred to ISS in May. Under the contract ISS has day-to-day management of officers’ messes, sergeants’ messes, junior ranks’ dining rooms, bars, coffee shops and retail shops.

More than 1,300 civil servants and contractor employees have transferred to ISS and work alongside 480 RAF chefs and catering staff.

The service is on offer to all RAF personnel and their families, as well as MoD civilian staff and contractors.

Linda Jackson, projects director at ISS Facility Services, Defence, said the mobilisation is the culmination of two years of development working alongside the RAF. In May, brewers Carlsberg UK selected ISS as its integrated facilities services partner for all of its sites, from Lands End to John O’Groats.

Services include facilities management, catering, security, M&E and fabric maintenance, landscaping, reception, helpdesk, post and cleaning.

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The BBC has put its White City Television Centre in London up for sale and will consider a complete sale or some form of a joint-venture partnership with a new owner.

Working with commercial property consultants Lambert Smith Hampton, the BBC is seeking expressions of interest for the 14-acre site in west London. It is home to around 5,000 employees, but will be empty by 2015 after staff move to other sites in the UK. According to a statement on the BBC corporate website, apart from a conventional sale, “the corporation is keen to investigate opportunities for redeveloping Television Centre that preserve the key listed elements of the iconic building”.

The building was opened in June 1960 and is currently the home of BBC Vision and BBC News. The main circular building, known to staff as the doughnut, was given Grade II listed status by English Heritage in 2009.

Chris Kane, head of BBC Workplace, said the key objective is to maximise value to the BBC. “With high investor demand for commercial property in London and a shortage of landmark sites as distinctive as Television Centre, we anticipate strong competition for both conventional and innovative proposals,” he said.

Squatting consultation “excellent news for FMs” The government’s assurance this week that it is still considering changing squatting to a criminal offence in England and Wales is “excellent news for facilities managers,” according to the European director at vacant property management specialists SitexOrbis, Mark Cosh.

There had been fears that the proposal, reported by FM World in March this year, would be axed as part of the Ministry of Justice’s controversial cost-cutting measures.

But after the Legal Aid, Sentencing and Punishment bill was unveiled last week, prime minister David Cameron was eager to tell a press briefing that government still intends to consult on the matter.

“Anyone who’s had squatters in their property will know how incredibly difficult it is to get them out,” Cameron said. “So we are proposing and will briefly consult on a criminal offence of squatting.”

Currently squatting is not a criminal offence in England and Wales.

Property owners must use the civil courts to enforce their rights, which can be a lengthy and expensive process.

But in Scotland squatting is a criminal offence and if found guilty, the criminal faces 21 days in jail.

www.fm-world.co.uk

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Yes 64%

FM 100 POLL

WE ASKED 100 FMS… Should Display Energy Certificates (DECs) be mandatory for commercial buildings?

No 36% Almost two-thirds of facilities managers (64 per cent) believe that Display Energy Certificates (DECs) should be mandatory for commercial buildings.

Currently, only public sector buildings need have a DEC. However, an amendment tabled to the Energy Bill this month suggests extending the requirement to commercial buildings.

One FM called the distinction between private and public buildings as regards DECs “artificial”, adding, “In the words of Mr Spock, It’s not logical,

Captain Kirk.”

A major concern for FMs is the cost in time and money to get a DEC completed. But one respondent pointed out: “The cost in time and money is very small compared to the potential energy savings.”

He continued: “A DEC is like an MOT or car owner keeping track of miles per gallon. Why would you not do it?”

Most of the respondents who agreed with the move did so enthusiastically, with one FM answering “No question!” and

another contending that it would “have a positive effect in raising and maintaining the importance of the environment at board level”.

One FM suggested guidance and advertising was needed to ensure businesses understood the positive aspects of DECs, explaining: “Not everyone has the benefit of an enlightened FM team.”

Of the third of respondents that did not think DECs should be mandatory for commercial buildings,

most said so because they did not believe in their value.

One public sector FM argued that the system is flawed. The advisory report generated by certification, which contains all the recommendations for improvement, is not mandatory in the sense that “the building owner need not apply any of them,” he said.

Another respondent said simply: “I believe FMs drive change and not DECs.”

NHS estate: Potential to save billions Shell fined £1m for

ALAMY

DAVID ARMINAS newsdesk@fm-world.co.uk

The NHS estate is managing its estate better, but it could still save more than £1bn, according to built asset consultancy EC Harris.

The NHS could also sell redundant properties to net another £1bn, noted the consultancy in a document based on an analysis of publicly available data.

The findings come from EC Harris’s second annual ‘NHS Service and Estate Efficiency Report’ entitled ‘Seizing the Opportunity’.

The amount of underused or empty space is down by nearly a third from over three million square metres in 2008/09 to 2.1 million square metres in 2009/10.

“However, this unused space is still too high, representing 7.4 per cent of the total NHS estate and is the same size as the entire footprint of both Sainsbury’s and Waitrose stores combined,” noted the report which is not sanctioned by the NHS. www.fm-world.co.uk

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EC Harris also said “the gap between the best and worst performing NHS Trusts was still too high”.

For total occupancy costs – hard and soft facilities management and energy costs – the best performing acute trust outperforms the ”EC Harris NHS mean” by 24 per cent.

The best performing mental health trust is 41 per cent above the mean and the best primary care is 54 per cent above the mean.

Rationalising the supply chain in order to achieve a 15 per cent reduction in service costs would lead to a potential hard FM management saving of £572m a year.

“Through selling just half of the empty and underused space, a capital receipt of over £1bn could be achieved. Even if 50 per cent

safety breaches

of these buildings were simply demolished, it would still save up to £248.7m in facilities management and energy costs.”

EC Harris said data was analysed from a range of sources including the Information Centre for Health and Social Care, the Estates Return Information Collection and EC Harris’ own NHS review data.

“Through selling just half of the empty and underused space, a capital receipt of over £1bn could be achieved”

Shell UK has been fined more than £1m for seven safety and pollution offences, relating to an explosion at the company’s gas terminal in Norfolk.

Ipswich Crown Court heard that the blast in February 2008 occurred despite several warnings from workers to their managers.

The prosecution was brought by the Environment Agency and the Health and Safety Executive.

Shell’s board of directors and senior management issued a statement to the court expressing its “regret and shame” at the incident.

The explosion did not result in any fatalities because workers were changing shifts at the time.

Corrosion in a water separation vessel used to cool plant systems allowed the chemical balance to reach an unsafe level. Inspectors found errors including temperature gauges being wrongly placed.

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ANALYSIS

American firms steer clear of UK sector GRAEME DAVIES newsdesk@fm-world.co.uk

There has been plenty of discussion in this column in recent months of UK facilities management businesses looking to overseas markets for acquisition opportunities in a bid to diversify away from the tougher UK market. But what of the flow the other way?

In recent years UK players have spread their wings through acquisition into other major markets including the more mature US market where Balfour Beatty’s acquisition of Parsons Brinckerhoff in 2009 gave the company a major bridgehead and as recently as last month we saw AMEC acquire MACTEC for $280m.

But we have not seen the same flow of deals from US companies moving into the UK market.

Several US operators have a presence in the UK market through trading subsidiaries with the likes of Aramark, Emcor and Swisher all present in the country, but none of them have a significant market share yet. For example, Emcor recently announced annual results for 2010 for its facilities services business, posting a creditable improvement in underlying profits to £11.7m from a reduced turnover of £298m – but this is a drop in the ocean in terms of the overall turnover of the UK’s support services and facilities management sector.

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So why, when there has been considerable consolidation in the UK markets, have US groups not moved in to buy up market share – especially during a period when US corporates have not proved shy in buying up other assets of UK plc?

With the UK market increasingly moving towards the ‘one-stop shop’ model of procurement in which ever more diverse operators can service a wide range of needs for any particular client, the chance of building a business organically appears increasingly remote.

Below the top level operators such as Capita and Serco, there are a host of companies who

would provide a useful starting point for any overseas operator looking to establish a foothold in the UK market. Mouchel has already fended off domestic rivals Interserve and Costain earlier this year and the likes of Mears Group, May Gurney and Mitie would be affordable to a buyer with deep pockets. Waste group Shanks has also attracted attention in recent years.

But there is little suggestion that, despite the £5.2bn spent on deals in the UK support services sector last year, overseas operators have great appetite for a UK deal.

True, there are some cultural impediments, but for US companies this is less so than buying up businesses in the emerging markets. But at least in the emerging markets the compensation for trickier integration comes in the form of more rapid growth prospects.

There is little denying that the UK market, for all its longer term prospects, will remain fiercely competitive in the short

to medium term and much of the competition is already deeply entrenched. Furthermore, three years ago one might have easily identified half a dozen or more private equity funds from the US who would have been interested in the long term cashflow prospects of UK infrastructure plays. Their ardour has been dampened and their reputation somewhat sullied by the debilitating effects of the global economic slowdown which effectively removed many from the game for a couple of years.

The UK market is by no means a closed shop – the number of foreign FM operators already on the ground illustrates that – but it is not an easy market to build market share in organically. US operators may recognise the longer term potential in the market, but probably see better value and lower hanging fruit elsewhere at the moment.

Graeme Davies writes for Investors Chronicle

Contract wins

NEW BUSINESS Interserve has signed a four-year total FM contract with the Department for Transport, worth around £15m. More than 300 Interserve staff will deliver services.

The Co-operative has agreed a fiveyear contract with Swiss Post Solutions worth more than £5m to digitise incoming mail. SPS will also digitise archived paper files in the future.

Mitie has won a seven-year integrated FM contract with the Norwegian Maritime Competence Centre. Mitie will

also lease space within the building to operate a commercial catering service for the building’s tenants.

BT Group has signed a five-year contract with Serviced Office Group, wherein SGP will take over 32,000 square feet (29,729 square metres) of BT’s new office building (175,000 sq ft) in Hemel Hempstead.

Barratt Homes has inked a deal worth a potential £128m to build a residential project next to Arsenal FC’s Emirates stadium.

Specialist caterer for the education market Alliance in Partnership has agreed a deal worth £800,000 with Woodrush High School and Academy.

WhiteOaks, a subsidiary of the Compass Group, has won a contract to provide catering for Staffordshire Housing Association. The deal is worth £160,000 in annual turnover and includes provision for a care home.

SGP Property & Facilities Management is to provide Johnston Press with FM services in a three-year deal. The local newspaper publisher has over 271 local and regional print titles and 297 websites.

Managed Support Services has won a three-year £500,000 maintenance contract with law firm Lewis Silkin.

The deal, for the firm’s London headquarters, also covers health and safety management www.fm-world.co.uk

23/6/11 14:19:58

BUSINESS BRIEFS

Whitehall tackles purchasing fraud SAM KESTEVEN

The UK government believes it could save £264m lost in overpayments to suppliers if a pilot scheme is rolled out across Whitehall.

A report released by the Cabinet Office said that the Department for Transport (DfT) had saved £500,000 by identifying losses from payments made to suppliers.

The DfT commissioned a data analytics company to undertake an audit of their group procure-topay systems to detect and recover overpayments.

The data analytics company is working to recover the DfT overpayments on a payment-byresults basis, the Cabinet Office

BIFM rues PV scheme

Cabinet Office minister Francis Maude

said. It expects to identify and recover up to £8m once it has analysed six years of payments to suppliers made across the entire DfT family.

The report drew from the Annual Fraud Indicator 2011, published by the National Fraud Authority, which showed procurement fraud in central government reached £1.5bn. Across local government the figure was £855m.

Cabinet Office minister Francis Maude (pictured) said: “We will no longer allow a culture of ignoring

or accepting fraud. It is time to turn the tide on fraudsters and stop government being seen as a soft touch by criminals. Every pound defrauded from the government means that there is less to spend on frontline services like healthcare, education, policing and defence.”

Maude said the taskforce had got immediate results from simple common sense checks, adding: “Going forward we must take this further and work together to combat fraud across all public sector organisations.”

More misery for Mouchel Mouchel Group has admitted that trading is “very challenging” in the wake of its rejection of two takeover bids from Costain and Interserve in March.

The business services group, which maintains UK roads, is reportedly suffering as a result of budget cuts in local government.

The company’s order book at the end of May was down from £1.9bn the same time last year to £1.5bn.

In March, Mouchel rejected Interserve’s takeover bid on grounds it undervalued the business. And the company said in a statement that Costain’s offer had “an unacceptably high level of execution risk to warrant further discussions”. www.fm-world.co.uk

10-11_FM Business.indd 11

Chief executive at Mouchel Richard Cuthbert said that the takeover drama – which saw shares drop more than 34 per cent after the decision to reject the bids was announced – is largely to blame for the company’s depleting portfolio.

But he insisted the board remained confident about Mouchel’s medium and long-term prospects, adding that many councils are considering private sector partnership and risk-sharing.

However, recent statistics are not

Consolidated statement of comprehensive income for the year ended 31 July 2010 Loss for the year Differences on exchange Changes in fair value of cash flow hedges (interest rate swaps) Actuarial loss on pension scheme valuations Deferred tax on actuarial movement in pension scheme valuations Net losses not recognised in the Consolidated Income Statement Total recognised loss for the year

2010 £000 (13,460) 1,037

2009 £000 (12,991) (1,350)

(3,367) (689)

(4,699) (34,036)

186

7,203

(2,833) (16,293)

(32,882) (45,873)

There is no tax effect for differences on exchange or changes in the fair value of cash flow hedges.

The BIFM believes government has missed an opportunity to boost the take-up of small-scale community and commercial solar photovoltaic schemes. The institute had argued for the feed-in tariffs threshold to be set at 100KW rather than the proposed 50KW level. However, the government’s decision to adopt a tiered system means a substantial drop in tariff for the above 50KW market, changing the rate of return.

Aramark in price plea Food services and catering firm Aramark is asking some of its suppliers for a 12 per cent price cut. The firm, which provides menus for schools, business and events, said a benchmarking exercise had identified opportunities to reduce costs.

In a letter to vendors seen by Supply Management magazine Aramark makes clear it expects suppliers to contribute by reducing prices.

Kinetics collapses Social housing and maintenance firm Kinetics Group has called in the administrators. Wrapping up the business is corporate advisory and restructuring specialist Zolfo Cooper. “Ongoing cash flow issues coupled with the tough trading environment led to the need for our appointment,” said Graham Wild, partner at Zolfo Cooper.

LHC in contractor call LHC, a not for profit local government consortium, is looking for flat-roofing and waterproofing contractors to join a framework contract for Scotland.

FM WORLD | 30 JUNE 2011 | 11

23/6/11 16:32:11

FM OPINION THE DIARY COLUMN DAVID WALKER

David Walker is facilities project manager at Northumbrian Water

“AS YOU SEE I WOULD NEED AN ENORMOUS AREA OF PANELS TO MAKE REAL INROADS INTO THE BILL” SHEDDIN G LIG H T O N S O L A R P OWER

over the use of solar power D ebating involves weighing up grants, feedin tariffs and analysing your own bill and energy usage. But the payback could be phenomenal in the long-term On one of my latest projects we have taken a bit of time to consider the use of solar power. It started with something of a light bulb moment and quickly developed into a chat with our climate change manager to see if there was any mileage in developing the scheme further.

So what is solar power? Well, I guess most of you will be familiar with it in some form or another, and we will have all seen panels sitting on roof tops without paying too much attention.

In basic terms, solar PV (photovoltaic) generates electricity from daylight.

The more light that shines on them, the more energy they produce. Just as a point of interest photovoltaic comes from Latin – photo (meaning light) and voltic (meaning energy).

So do they work and what is the payback? Research suggests that the average panel will pay back the energy used to manufacture it in four years. With an average 30 year life span that gives you 26 years of

pollution free energy generation.

So how much do I need to generate? Well, the unit used to measure energy is the watt and a kilowatt is a 1000 watts. We measure our energy in kWp which stands for kilowatt peak and this is what is referred to when measuring the output from a panel.

From that we have kWh which stands for kilowatt hour, which is how many kilowatts are produced in one hour. Still with me?

Ok, so you need to know your bill and energy usage. I was amazed to find that even when our head office is at its quietest time, midnight on a Sunday, we still are using 5500 kWh. An amazing amount really.

So how many panels would I need to make a difference? To produce 1kWp you require eight square metres of panels and each kWp of solar PV produces between

800 and 1200kWh per year.

As you see I would need an enormous area of panels to make real inroads into the bill.

It is still early days and I have really only just started looking into it. If it feasible for the project to go forward, more research is required into grants and feed-in tariffs before any decision is taken.

However, it is something I am keen to look into more.

On a lighter note, those of you who twitch, no not like that, I mean bird watching, will be pleased to know the webcam I installed in a bird box showed us six grey tits hatching from their eggs. We have footage of the mother looking after and feeding her young, and finally showed them leaving the box.

It’s easy to do – just install it on one of the PCs in the office and watch nature at its best. FM

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

1⁄

The Cleaning Industry LinkedIn

group Tesco says not paying Living Wage is the cleaning contractor’s fault – what do we think?

Have a look at the attached article in the Evening Standard if you are interested. The more comments in favour of the Living Wage at the foot of the article (http://bit.ly/ lNaepa) the better.

If anyone wants to tweet 12 | 30 JUNE 2011 | FM WORLD

Opinion.indd 14

Philip Clarke and let him know how the cleaning industry feels – then do so here: http://twitter. com/#!/clarkepatesco Charlotte Louise Taylor: Surely if Tesco isn’t paying a reasonable amount to ensure profitability and a comfortable wage for the contractor and employees, then the issue does lie with Tesco. It is all too easy to pass the blame, but it’s quite clearly a domino effect.

2⁄

Julie Kortens, Fri 17 Jun 17.52 via

Twitter Had full building evacuation in a monsoon this week.

Felt sorry for staff who got very wet. Thanks to team who got them back in quickly!

3⁄

BIFM LinkedIn discussion Martin Pickard @ thefmguru Back from forum and BIFM events. Great time with

great people. Don’t you just love FMs?

4⁄

FM Professionals International LinkedIn group What role does FM play, in supporting innovation in the workplace? I am hoping to get some insight into the contribution of FM in creating the conditions for stimulating creativity/ innovative thinking in the workplace. Is it a

matter of what the place looks like or rather how the space is managed?

Glen Hibberd: FM can be your change agent in the workplace. After all we have responsibility for the built environment and how it relates to our business through innovation. You ask whether it may depend on what the place looks like or how it’s managed.

I would say the answer to this question lies at the feet of your FM. www.fm-world.co.uk

23/6/11 17:08:31

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

BEST OF THE

FMWORLD BLOGS 1⁄

A little horseplay never hurt no one?

David Arminas/news editor of FM World I’m all for improving access to buildings, specifically public houses, and specifically for horses. Pubs have done a great job of getting rid of cigarette smoke and patrons now breathe a whole lot better as they imbibe. But just how far should a publican go towards improving an establishment’s environment? What are the limits, if any? I thought of this the other day as I walked past one of my town’s pubs, the Cross Keys, now boarded up. The publican had been doing his best to improve access to his premises. He succeeded perhaps too well. http://bit.ly/mLcl6m

2⁄

FIVE MINUTES WITH NAME: Alistair Michie JOB TITLE: Refrigeration engineer COMPANY: Cool-Therm

Weather, an unexpected breakdown, changed office priorities or a manpower shortage can wreak havoc with the best laid plans for a day in the field. You have to be flexible and be prepared to rejig. It’s one of the reasons I love the job. No two days are ever the same — it is constantly interesting and challenging.

I was an electrician in the NHS, before working for a facilites management company and joining Cool-Therm. I’d put myself through an evening course in refrigeration as I really liked the subject, and just felt drawn to it. I met a Cool-Therm engineer attending one of our FM sites, and the rest is history.

Drinking in the difference

Martin Read/managing editor of FM World Go on then, mine’s a coffee. Make that white, two sugars — and while you’re out there get me a flapjack. No, make that a doughnut. Or two. That’s how easily I can be persuaded to take up a bad snacking habit. I can even tell you the number of Maltesers in a typical family bag (it’s 46 — and I’m not kidding). I know that this is neither big nor clever, and that it’s not good for me. But I also know that if you dropped me into an office with a decent supply of drinking water next to the coffee machine, nine times out of ten I’d opt for the water. http://bit.ly/iirJgn

3⁄

When I grow up...

John Bowen/chair of BIFM’s Procurement Sig There once was a schoolboy who wasn’t too sure what he wanted to be when he grew up, but he was quite keen on factories and offices, even if he didn’t understand too much about what went on there.

The day came when he had to get a job and, perhaps fittingly for someone who liked buildings, he began to train as a surveyor. A recession curtailed that career, and he found himself working for an insurance giant in the City, but even the prospect of one day stalking the floor at Lloyd’s placing business with the syndicates was not enough of a draw. http://bit.ly/jmY2fc

www.fm-world.co.uk

Opinion.indd 15

I like the fact that in refrigeration I can get to use all of my skill sets, including electrics and control systems.

Onboard control and monitoring systems are something of a revolution for field engineers. I can connect up my PC in the field and there it all is, in beautiful graph form that can be used for analysis and reports. There is no comparison with working on conventional systems, which in their own way demand different skills and instincts.

I get to deal with all kinds of technology, including splits, VRF systems and large centrifugal chillers – the kind of beasts that scare holy moly out of engineers on first meeting.

It’s not so bad once you know the machine and any issues. It’s the first time you carry it out that is the challenge, as you have to quickly pin down and get to the bottom of any problems that come to light.

One day you are working on a roof-top overlooking a city centre such as Bristol or Dublin or Glasgow; the next you are hundreds of metres below the ground in a top security MoD installation. What other job could provide this kind of variety?

FM WORLD | 30 JUNE 2011 | 13

23/6/11 17:08:53

FM OPINION TENDERING MARTIN WHITE

GOOD TENDER, BAD TENDER oday’s practice uses a tender process T to place work instructions for services and products. The question is: does this provide the customer with best value?

Tendering is generally a three stage process:

requirements more quickly.

The current situation.

1. Expression of interest (EOI) 2. A pre-qualification questionnaire (PQQ) or request for information (RFI) to enable the customer to shortlist a selection of companies 3. An invitation to tender (ITT) or request for quotation (RFQ) In many situations, the client can engage the services of a consultant to manage the process, a legal team to establish suitable terms and a panel of internal/external experts to evaluate the responses. All of which adds up to a considerable expense.

The practice of tendering work has evolved to comply with corporate governance which in turn came about due to a lack of trust in the supply chain where the customer believes the only way to ensure best value is to compare similar organisations with similar solutions.

What are the pitfalls?

It is very difficult to scribe down in a tender document exactly what the business drivers of the customer are and what the expected outcome should be.

Asset information is generally very limited leading to possible omissions and future misunderstandings.

Enquiry response time is falling, placing increasing demands on the supplier to fully understand the 14 | 30 JUNE 2011 | FM WORLD

More_opinion.indd 14

The cost of producing documentation is on the increase.

Generally, ITTs are sent to a minimum of three companies, more usually four. However, they’re often sent to many more than four.

If you took the average number as four, this means that each organisation responding to tenders has a success rate of 25 per cent.

In order to respond to a tender, the supplier needs to have a team of support staff including business development, administration, and estimators; all of which are very rare in our industry and who demand significant salary levels.

These costs have to be recovered from all new work; as such, the supplier will add the cost, as overhead, to the base price.

So, what is the alternative?

The best contracts are those that operate with honesty, openness and with companies that have shared values and goals.

These contracts have been built on strong relationships between the customer and the supplier, developed over time to be adaptive, flexible and have joint and common objectives.

At the outset of a relationship, each party must ensure a full and thorough understanding of what the business drivers are for outsourcing, the expected outcomes and how the relationship will work. This is generally achieved

Martin White is business development director at Spie Matthew Hall

through a process of PQQ though to RFQ, however experience indicates that is the unwritten word that really makes the difference.

This can only be identified through regular contact with the customers during and throughout the tender process. The alternative therefore is negotiation.

If we are able to negate the need for tendering, the supply chain would be able to reduce the number of support staff, fully understand the needs of the customer which in turn would ultimately lower the cost, improve margins and deliver a solution that matches the needs of the customer.

How can this be achieved?

Step 1 – The customer needs to select a wide range of suitable suppliers that are able to provide the service. A simple questionnaire can be sent to a number of suppliers that meet the technical requirements for the contract.

The technical requirements could include financial stability, trade association, geographical location, existing client base and their HSE performance.

Step 2 – Having selected a shortlist of potential companies, a meeting is convened for a roundtable discussion. At this point, a customer can establish whether or

not they are able to work with the individuals at a cultural level.

Step 3 – Once a suitable supplier has been identified, a full and thorough period of negotiation takes place. This could include, through a series of workshops, open and frank discussions regarding the business outcomes expected, the level of expected return by the supplier and the methods used to measure performance, usually agreed KPIs linked to the profit of the contract.

Therefore negotiation can reduce cost, improve service and deliver sustainable solutions that are flexible, adaptable and innovative.

A recent example of a good process was where a client engaged the supply chain in workshops throughout the tender process that focused on several key elements such as: company introductions, site tour, technical requirements, approach to maintenance and commercials. Once these workshops were complete, both parties had a sound understanding of each other and the contract objectives ensuring no hidden surprises.

This process enabled both parties to strengthen the relationships; fully understanding the expected outcomes such that the final solution offered matched the clients’ expectations. FM

“THE BEST CONTRACTS ARE THOSE THAT OPERATE WITH OPENNESS, WITH COMPANIES THAT SHARE VALUES” www.fm-world.co.uk

23/6/11 15:48:37

WEP2011 WORKPLACE

Forthcoming Supplements:

ERGONOMICS & PRODUCTIVITY

26th-27th October 2011, London This is the new ‘must visit’ event for professionals involved in workplace ergonomics, occupational health, HR, Exhibit in L ondon facilities management, and health & safety. It’s the for less tha only exhibition covering workplace ergonomics and n £1000! productivity in the UK and entrance to the exhibition is completely FREE! * Keep up-to-date with the latest products and services and meet potential customers and suppliers face to face. * Listen to top speakers at a number of stimulating seminars. * Learn how ergonomics can help enhance your company’s productivity and keep you ahead of the competition.

Royal Horticultural Halls & Conference Centre, The Lawrence Hall, Greycoat Street, London SW1P 2QD. Organised by the IEHF, contact Sue Hull, Conference Manager, email s.hull@ergonomics.org.uk or call 01509 234904.

OCTOBER:

Annual Careers Guide Workplace Change To discuss advertising opportunities or for further information please contact : Adam Potter 020 7880 8543 adam.potter@fm-world.co.uk

www.wep2011.org.uk

If you’ve got what it takes,

UpcomingSupps.June11.indd 1

20/6/11 14:21:23

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 | 30 JUNE 2011 | 15

FMW.30.06.11.015.indd Sec1:9

20/6/11 14:22:53

FM FEATURE Russia Eugene gerden

russian n o i t u l o v re T

ILLUSTRATION: LAURENCE WHITELEY

As the Russian property sector recovers from a period of turmoil, Eugene Gerden finds that foreign providers are finding a place among homegrown enterprises in a burgeoning FM sector

16 | 30 june 2011 | FM WORLD

he Russian facilities management industry is steadily developing. This progress has been made during the post-crisis recovery of the local real estate market, booming construction and a growing demand for the services of professional companies in the field of facility management.

Gone are the days when Russian owners of commercial real estate preferred to manage assets on their own behalf. Today, the share of real properties considered to be part of the FM remit is growing.

Owners increasingly consider an FM organisation as their main instrument of cost optimisation.

In contrast to the past, when most FM companies in Russia were just affiliates of local developers or highly specialised companies, recent years have seen the number companies that provide complex FM services in Russia increase significantly.

Currently, the Russian FM industry comprises around 70 companies. Between them, they manage 25-30 per cent of commercial real estate in Moscow and St. Petersburg, 70 per cent of

which is elite office buildings of A and B Classes. The total value of the market, according to estimates of Kastomgroup, one of Russia’s largest providers of FM services, is USD$1.5bn.

City limits

A high concentration of FM services in the biggest cities of the country is one of the major features of the Russian FM industry as it stands today. Demand for FM in the vast Russian provinces remains low, where most local property owners still prefer to manage their assets by themselves. The other main reason for the concentration of FM in cities is simple: there are comparatively few sites suitable for FM in the rest of the country.

Svetlana Kolesova, deputy director of Finrent, one of Russia’s leading FM and property management companies in the Russian Urals region, commented: “The volume of premium property construction outside the biggest cities of Russia is small, and therefore the demand for FM companies is still low. Most of the regional developers operate their own management companies and

have no need to use the services of professional FM companies.”

According to Dennis Kolokolnikov, chief executive of consultancy RRG, one of the largest Russian research groups in the field of commercial real estate, quality facilities management, i.e. that which is close to EU and world standards, is found only in the major cities such as Moscow, St Petersburg, Ekaterinburg and some others. The market is unbalanced with a tendency towards concentration of services in just two sectors — offices (about 71 per cent of the total) and retail trade (18 per cent). Demand from the industrial and residential sectors remains low.

Vladimir Krimsky, commercial director of one of the largest companies in the country, Kastom Group, says that a stable demand for FM services from the Russian State is another important feature.

State-owned properties are typically fairly old and outdated and managed by various agencies, ministries and departments.

“Management of such facilities may associate with significant costs for a management company, compared www.fm-world.co.uk

russia Russia

www.fm-world.co.uk

FM FMWORLD | 30 WORLD | 16 june 2011 | 17

FM FEATURE Russia Eugene gerden

“Russia continues to experience a shortage of highly skilled specialists in the field of FM” to the FM of modern buildings,” Krimsky says.

On the other hand, Alexander Sharapov, chief executive of he largest Russian FM and property provider Becar Realty Group, working with the government can sometimes be more attractive than working with commercial enterprises. Sharapov believes that most of the state-owned objects have existing budgets for FM services, in contrast to some private property owners, who can sometimes delay payment for several months.

Market forces

Despite the fact that the first FM companies appeared in Russia in the late 90s the industry is still not fully formed some 15 years later. Marina Koshkina, executive secretary of Russian FM analyst firm Property Managers, believes that the unpreparedness of owners is a key hindrance to the development of Russian FM. “As a rule, most property owners still cannot evaluate the benefits of working with a professional FM company,” she says.

Lack of a legal base could be considered as another major problem facing the industry. Unlike economies in the West, where the industry is regulated by a raft of civil legislation, FM in Russia remains largely unregulated by any branch of the legislature.

This legal vacuum has led to 18 | 30 june 2011 | FM WORLD

a lack of uniform standards. The knock-on effect is that building owners often do not know which services can be provided by FM companies.

In terms of the overall fabric of exchange in the sector, the Russian FM market is still relatively closed.

This is reflected in the reluctance of companies to share information about their experiences and the technologies they use. Moreover, Russia continues to experience a shortage of highly skilled FM specialists.

Sergei Kirsanov, business development director of HSG Zander Russia commented: “The shortage of skilled workers remains one of the big hurdles.

Unfortunately, there are no high schools or universities in Russia offering courses that can train highly qualified specialists to manage property. The situation in the regions is even more complex.”

In this regard, Zander pays special attention to the education and training of technical personnel within his own company.

The companies

Currently, the major domestic players in the Russian FM market are: Kastom Group, Facilicom and Systema. Leading the pack of foreign companies operating successfully in the market are Engineerics, HSG Zander, Colliers and Sawatsky. Most of these outsiders have been working in

Russia since the mid 1990s.

Most FM providers prefer to concentrate on providing FM services for elite office buildings (those classed A or B). Lower class property (C and D) is less of a draw as such property often requires a very limited range of management services, making it less profitable for both owner and provider. At present, more than 90 per cent of Russian buildings of C and D classes are managed by their owners.

Elite property owners traditionally choose wellestablished FM companies out of the desire to emphasise the topdrawer status of their offices and buildings. In this segment, demand for the services of Western FM companies is very high despite the fact that the cost of their services is usually 20 per cent higher than the homegrown equivalent, reflecting the fact that the service provided by these foreign providers is usually of a higher quality than that provided by Russian firms.

At the same time, one of the advantages of local players over their foreign competitors is the ability to conduct business successfully business in the context of Russian realities. Says Vladimir Krimsky: “A foreign FM company, even one with extensive experience of successful business in the UK, EU and the US sometimes cannot fit well in the Russian market, due to the fact that it is not familiar with Russian rules and regulations.”

Krimsky observes that, over the past 10 years, a significant number of domestic FM companies have emerged. Some property owners, especially in the regions, prefer to use their services instead of those offered by foreign providers, making the most of local firms’ knowledge of the specificity of the Russian FM market and their www.fm-world.co.uk

russia

ability to build relationships with the local authorities. “Sometimes, a foreign firm operating in Russia is just a brand, run by the Russian management,” he concludes.

In contrast to foreign companies, Russian providers are ready to offer services at any level of complexity.

There is seldom an insistence on providing the full range of FM www.fm-world.co.uk

services, as preferred by Western companies.

Future outlook

Russian analysts believe that despite its numerous deficiencies, the Russian FM market is a fertile ground for foreign companies looking for further growth opportunities. Sergei Kirsanov

believes that the demand for FM in Russia will continue to grow in the coming years. He believes that such services will become increasingly popular in the regions, especially in large sites of commercial real estate. Owners of these sites will increasingly understand the benefits of professional FM when compared to the services provided by inexperienced subsidiaries.

Certain sectors are also likely to open up to the possibilities of outsourced FM, such as healthcare and education. At present, most Russian schools, universities and medical facilities still do not use the services of FM companies, due to a lack of funding from the state.

As the Russian property market recovers from crisis, experts predict further expansion into the industry by foreign FM providers, increasing overall competition levels. In the medium term, owners of elite office buildings will probably remain the main customers of FM companies in Russia, yet there is a possibility that the demand for FM services will also grow among the owners of lower class property. The most optimistic analysis, such as that offered by the Russian Systema company, suggests that by 2020 up to 70 per cent of all the owners of property in Russia will turn to the FM professionals.. FM

Briefing

Europe’s sleeping giant? he Russian FM industry has enormous potential for future growth, with the possibility of becoming the Europe’s largest FM market in the long term. However much will depend on the ability of the industry to resolve its major problems, to destroy the Soviet mentality and to increase the role of the state.

This could result in an increase of the market by at least 20 times its current size.

T

Eugene Gerden is an international journalist, specialising in covering FM and property management issues.

FM WORLD | 30 june 2011 | 19

FM WORLD INTERVIEW MARILYN STANDLEY

n 1993, Marilyn Standley became the first chairman of the BIFM. To this day, she remains the only woman to have held the role. Standley’s subsequent career has involved providing consultancy for two key departments of state and establishing a reputation as a formidable developer and defender of the profession. It seemed only logical to invite Ismena Clout, one of the BIFM’s current deputy chairs, to ask the questions.

I

IC: When did you first hear the term ‘facilities management’ and in what context?

MS: I was group administration manager for the publisher Longman and first came across the term when we were working with TGW, who were producing a magazine called Facilities.

Group admin was a true facilities job, and in my opinion it still is, where it still exists. My role included responsibility for building maintenance and running the estate, as well as all the property elements. I was dealing with rent rates and lease reviews as well as things like fleet management. It was such a long time ago that I even had in-house catering and maintenance teams, as well as a telephone exchange with wires that crossed. That’s when I first heard the term FM – and it struck me then that it absolutely described what we do.

IC: So how did this new FM role come about?

MS: I was in human resources and my bosses thought it would be good for my career development if I was to take on a line management role. I was offered either group admin or 20 | 30 JUNE 2011 | FM WORLD

Marilyn.indd 20

ISMENA CLOUT

FIRST LADY In the fifth in a series of interviews with key players in the development of the profession, BIFM vice chair Ismena Clout talks to the organisation’s first chairman about her career in FM Photography: Sam Kesteven

shipping manager, and chose group admin because it gave me a larger workforce. It was a two-year secondment, but once I’d completed those two years I didn’t want to go back to HR. The group admin role got me involved in everything. I loved it.

I think my key achievement in the role was in recognising that we needed a property strategy.

At that time, back in the early eighties, IT was taking off and our buildings were beginning to suffer. We were quickly moving from telexes to faxes to everybody having PCs, and while we had a lovely building from the 1960s, it was very difficult to adapt it to these new circumstances.

I ended up formulating, developing and ultimately getting buy-in from all parties for a property strategy. That meant a wholesale relocation out of a number of different premises; the sale of that 1960s building; and the development of a new

HQ. We also chose – and this was nack in the 1980s – to make it a sustainable development, as close to a Breeam ‘excellent’ rating, as we could bearing in mind its size I stayed with Longman for about 16 years, four of which were spent getting buy-in for the strategy and another four on the development and relocation.

IC: And then you moved on?

MS: I left Longman in 1996, at a time when the outsourced market had just opened up. At that point I’d completed my time as BIFM chairman, so I had some profile in the industry. I went to Chesterton Facilities and Property Management (later Chesterton Workplace Management), initially as their HR director.

They’d taken on a major British Gas account and over the next couple of years I was able to use my HR and operational background to help them develop an internal workforce to service

that, and other clients, as the business grew and changed.

I’d say my key achievement there was survival! Although, of course, it was about learning, too. It was a time of great change for the industry, and all of us were trying to find how to turn these entities into service bodies.

Clients were learning, too, so it was very new and difficult. But we did survive, and we did good jobs on the contracts we ran.

After that I moved to WSP, where I became managing director of their fledgling FM division. My main achievement there was in winning and implementing a lucrative contact to provide help desk contracts to Royal Mail. It was quite a contract, for 3,500 premises.

We had three months to implement the system, from winning the contract to going live on 1 April 2000. That contract was innovative and challenging to bring off, and it led to an enduring partnership www.fm-world.co.uk

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CV

Marilyn Standley career file NAME: Marilyn Standley BORN: Caernarvon, North Wales EDUCATION: Hull University QUALIFICATIONS: Degree in Psychology CAREER: 2006 – 2011: Managing director, Concerto Consulting 2002 – 2006: Managing director, Facio Consult 1999 – 2002: Managing director, WSP’s Facilities Management division. Implemented award-winning FM helpdesk solution for 3,500 Royal Mail properties.

1993 – 1993: Elected to serve as the first chairman of the British Institute of Facilities Management.

1993: Involved with the Association of Facilities Management before its merger with the Institute of Facilities Management.

1982-1996: Initially a personnel manager, Standley was seconded to become group administration manager for the publishers Longman. By 1989, she had been promoted to project director for the company.

Projects included planning, land acquisition and relocation of the firm.

between Royal Mail and WSP. IC: It must be satisfying to have worked on so many firsts, having to think of so many things from scratch – unlike today, where you’re often having to work with what’s already in place.

MS: But wherever you are, you always feel part of the vanguard – it’s never quite a case of repeating the past. You’re always tying to push boundaries and do something different.

IC: So what happened then?

MS: I left WSP in 2002, and I’ve worked in consultancy

and interim management ever since. I’d say my consultancy highlights include working with the Metropolitan Police to decide on their FM strategy, especially in the context of an organisation going through immense business and associated property change.

I worked with them initially as a consultant, then moved into an interim management position.

In total, I’ve spent four years of my life engaged with the police. That contract with the Met is something I regard very positively.

In the last few years I’ve done much more work in the public sector. I’ve been involved in helping HM Treasury think

“IT’S NEVER A CASE OF REPEATING THE PAST. YOU’RE ALWAYS TRYING TO PUSH BOUNDARIES” www.fm-world.co.uk

Marilyn.indd 21

through how they address FM across government, especially the central government estate. That’s led to an FM group working within the government property unit, looking precisely at those issues.

That work has been conducted in parallel with the Ministry of Justice (MoJ), dealing with the challenges involved across a very diverse estate. The government is going though such immense change, and having to overcome significant challenges over its entire cost base is really interesting.

IC: From all of this, what would you pick as your career highlight?

MS: It has to be the last one, the MoJ. Some of the work I’ve done there, looking at how their services are delivered and configured, has been very successful. I’d say the most pivotal experience was the

longest one – my time with Longman. I went from being a hands-on FM delivering service, right through to working with others to create a new building, having thought about those issues up front and really got to grips with how FM can influence the site.

IC: Perhaps you’re most proud of the last job you did because you get to use everything you’ve learned thus far in your career?

MS: When you have an interim management role, as I’ve had for the last two years, you get really engaged with the people you’re working with. They become very important in your life.

IC: What’s been your greatest learning experience?

MS: Working in the supply chain, undoubtedly. Suddenly, from being a client yourself, you’re in a different role and have a very FM WORLD | 30 JUNE 2011 | 21

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FM WORLD INTERVIEW MARILYN STANDLEY

different relationship to your end user customers. It can be frustrating to be in that space because you often aren’t able to do as much as you’re capable of doing for the client. While I frequently hear clients say that most contract innovation and change is driven by them, when you have been part of the supply sector and now, still working with them as a consultant, you know the capability and all the potential is there to do more.

I am still disappointed that often as a result clients do not get the best that can be offered by their suppliers.

IC: Is the constraint of the negotiation of the contract partly to blame?

MS: I think so. As things become more formalised and procurement departments get involved, that can create limits to what people are able to achieve, and that’s a pity. That said, I’m optimistic 22 | 30 JUNE 2011 | FM WORLD

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ISMENA CLOUT

because there are lots of good examples of great partnerships.

IC: What would you consider to be your most important contribution to FM? MS: I would say that was during the period in the 1990s when I was BIFM chairman. Back then we really helped put FM on the map. It wasn’t just down to me, far from it, but that period coincided with the moment when we began to reach out to some of the other professional bodies get some recognition.

Also, our first formal education qualifications came out during my time in office. That journey is still progressing, and everyone who has come before and after me helped move things on a step in the right direction.

IC: You’re the only female so far to hold the chairman’s position so far.

MS: Yes, and I really had to be pushed to go for that role. It wasn’t on my set career path at the time. That said, I’d certainly encourage anyone else to go for it.

IC: What’s frustrated you about working in service management, and what have you enjoyed?

MS: The way the supply sector engages with the planning sector; I still feel such a lot of potential is being lost and it’s no one party’s fault. It’s the way that the two parties engage with each other, possibly influenced by the procurement approach to life.

Also, we’re still having some of the same debates about how important FM considerations are, up front, in the design process.

The stoppers are exactly the same – people are just guarding fees. There isn’t any room to bring in third party expertise.

I think that’s the stop.

In terms of enjoyment, I love the breadth of FM and the practicality of it. You have a day when you’re having a practical problem, crisis solving, before having to think about your estates very strategically and how you can meld that with the way your business is changing.

It’s unique.

I’m also interested with the idea that sustainable development is moving into our zone of influence. It’s good for FM and FM practitioners. The responsibility on us is increasing, which is good. The FM sector is beginning to engage with how far it can push for change.

IC: So how do you think the challenges you faced at the beginning of your career compare to the challenges faced by the current generation of facilities managers? What do you consider the biggest challenge for the next generation? www.fm-world.co.uk

23/6/11 16:58:44

WATCH Ismena Clout interview Marilyn Standley at fm-world.co.uk

“I LOVE DOING THE THINGS NOBODY ELSE WANTS TO DO — IT GIVES YOU THE SCOPE TO DO THEM WELL” MS: Many of the issues are the same, but the context has changed. It’s become a lot more professional, and because suppliers are more professional there is more opportunity – but it can be a challenge to anyone unable to engage with suppliers successfully.

I’d also like to see the remit of FM grow, and in particular I’m interested in the whole issue of space and accommodation provision.

I think some of the challenges are going to involve people in traditional FM roles beginning to expand their remits. In the work I’ve been doing with the MoJ I’ve become particularly interested in the issue of space and accommodation provision as we move forward. It’s clear that barriers to space rationalisation are not so much to do with the property market but more to do with IT and IT infrastructure, making sure that IT works in www.fm-world.co.uk

Marilyn.indd 23

harmony with the building. One of the challenges is for FMs and estates people to work with ICT colleagues in a way that is quite different to how they do now.

That could transform the way things are done.

IC: How would you sum up facilities management in three words?

MS: Can I have six? How about “everything else nobody wants to do”? That was how it was characterised when I first came into the sector, and I think that still holds some truth.

But actually, I love doing the things that nobody else wants to do – it’s fantastic! It gives you the scope to do them well.

You can make those jobs things that people actually do want to do. Somebody else said to me recently that FM is about ‘making it work’ – the ‘it’ can be whatever you want it to be.

IC: If you hadn’t become a facilities professional, what career path would you have followed?

days. I’d like for it to move into true facility management, where the property element is also subsumed within it.

MS: I’d have probably stayed in HR. But if I’d known about this profession while I was at university, I would probably have still gone for it.

IC: Being the first chair of the BIFM, you must have had a vision of where you wanted the institute to go. In your opinion, has the BIFM met this vision or exceeded it?

IC: What advice would you give to today’s facilities managers?

MS: Get a qualification, and get as much experience as you can in as many different sectors. The real challenge in FM is translating what you know as a professional into what’s right for your business. You can only succeed in this if you understand the business, having seeing different businesses. The more you learn, the more you can bring things back to your employer. I like the fact that in FM you get different people with different skill sets.

IC: How do you see the facilities management profession looking in 20 years time?

MS: I’d like to see the term ‘facilities management’ being used to describe a wider degree of infrastructure services, just as we fought for in the early

MS: I don’t think I really did have a vision because my job at that time was to craft two different entities [the AFM and the IFM] into one. We always had tensions around that vision, particularly around corporate membership, individual membership, education, qualification and experience.

I think we did, and still are, managing to keep those things balanced.

I think that we have quite rightly focused on members and qualifications and that is the bedrock. For me, the area we need to grasp now is how we work with corporates to deliver vast swathes of change and activity. These organisations have the potential to offer so much more than their clients are letting them do at the moment. But there’s a big industry out there and it’s getting bigger.

FM WORLD | 30 JUNE 2011 | 23

23/6/11 17:05:36

FM FEATURE CLEANING NATALIE LI

CLEANING CENTRE STAGE Behind the scenes, a busy team of cleaners keeps London’s major theatre attractions looking the part, week in, week out. Natalie Li steps backstage ne week English National Ballet dancers pirouette and spin to the songs of Gershwin, a month later Grammy-award winning Janet Jackson will make her appearance at the iconic Royal Albert Hall.

It’s all part of the varied theatre season at the world famous Grade I listed entertainment venue.

Behind the scenes, the Emprise cleaning team perch on the sidelines, preparing to sweep through the 5,500-seat theatre, which hosts over a million visitors annually and has around 360 events a year.

The building, which opened in 1871 is a multipurpose site, not only hosting music but exhibitions, public meetings, scientific conversations and award ceremonies.

“The venue has to be spic and span whether it’s a ballet performance taking place, cleaning up beer after a rock festival, or chasing Maltesers after a performance,” says Jenny Bates,

PHOTOLIBRARY/ALAMY

O

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director of operations at Emprise.

The Emprise team won the three-year contract in October 2010 taking over from the OCS team. This involved the transfer of OCS staff and services; in addition, the venue’s in-house staff transferred to Emprise.

Cleaning provision needed to be more consistent and completed to a higher level befitting a world-class venue. In practice, this meant an increased focus on brass, specialist floor cleaning and particular attention paid to red velvet coverings in the theatre.

Overall, the Emprise team were more responsible for inputting extra care and attention to the smaller details in this grand building.

Some staff members were Tupe’d over but the changeover has been a smooth ride, says Bates who is largely responsible for overseeing the contract and the 37 staff.

With often three performances a day running up until Christmas, cleaners have to be swift and thorough in their work.

As well as providing daily and specialist cleans, part of the service development process that will change the shape of the contract over the coming months will involve moving to a night shift between 10:30pm each day through to 7:00am. The clean involves two spot cleans, servicing toilets, the cafe areas and cleaning services all around the seating areas such as the boxes, restaurants, function rooms and VIP areas.

Moving to nights will give the Emprise team more flexibility, explains executive director operations, Lesley Shearman.

But the team is equipped to provide many other services within the contract including cleaning services for administration areas, a litter-picking service and brass

cleaning – the latter proving to be an intense task.

Since the contract change, greener cleaning products have been introduced and it’s all about productivity, says Bates.

One of the most dramatic changes in the contract renewal was investing in new technology to improve productivity. A cleaning robot is used in the lower gallery.

The Robo 40 is programmed to clean and takes under three hours instead of six hours with a mop and bucket. The robot can clean up to 1200 square metres (2916.7 square feet) unsupervised for up to seven hours and its battery recharge allows a double run every day, leaving the team to concentrate on other areas.

But like all their clients hit by

“CLEANING PROVISION NEEDED TO BE COMPLETED TO A HIGHER LEVEL BEFITTING A WORLD-CLASS VENUE” www.fm-world.co.uk

23/6/11 14:21:31

CLEANING

(Clockwise from left) The Royal Albert Hall; Queens Theatre; and the National Theatre; (below) Jenny Bates

the arts cuts, financial challenges always present issues and Bates explains it’s all about saving money where they can for clients.

The National Theatre While the team over at the Royal Albert Hall tackle their vast gallery with a nifty robot on the case, over at the National Theatre on Southbank, Emprise contract manager Paul Alden contends with the clean-up of artificial snow used in the recent production of Greenland.

The venue stages over 20 shows annually in three auditoriums – the Olivier, Lyttelton and Cottesloe Theatres with up to six productions in repertory at any one time.

Emprise took over in the cleaning contract in 2008 after the theatre decided to re-structure the contract. The theatre had previously managed cleaning contractors in-house.

“It’s a phenomenal place to work and you don’t worry about the things you would worry about with office cleaning. There is far www.fm-world.co.uk

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more variety here,” says Alden, who was previously a contract manager at the British Museum.

“Not every job would provide the opportunity to enjoy lunch in the staff canteen sitting next to great actresses like Vanessa Redgrave,” he adds.

But it’s no easy task maintaining the nooks and crannies of the vast 1960s listed concrete building, admits Alden. The building is often subject to graffiti attacks and specialist cleaners are called in. The clean-up of vomit and weekly chewing-gum-underseats fiasco, alongside occupancy issue headaches, provides a lot to contend with.

The contract, which was recently extended for another year, involves completing a morning core clean before the theatre opens at 9.30am and the provision of support throughout the day, seven days a week. The venue remains open until 11pm to tackle reactive works.

Alden also manages and delivers cleaning services including window cleaning, kitchen deep cleans and

housekeeping across the National’s three theatres and associated offices, dressing rooms, toilets, catering outlets and front of house areas.

Meeting the National’s environment objectives requires the team to deliver a waste management/recycling programme. None of their waste goes to landfill, says Alden.

“It’s amazing the level of cleaning required working in a repertory theatre, but with the building in full use all day we’re kept on our toes.”

Delfont Mackintosh Theatre Group One famous actress asked for the plants in her dressing room to be polished, reveals Danny Murray, Emprise’s key account manager at the Queen’s Theatre.

“We are happy to carry out their requests and we are only too aware of the specific needs of some of the West End stars.”

Emprise has been looking after Delfont Mackintosh since 1999,

cleaning their West End theatres including historic buildings like the Queens Theatre, the Noel Coward Theatre and the recently refurbished Prince of Wales Theatre. “The theatre managers are very demanding because of the nature of their business and standards need to be extremely high,” reveals Murray.

The theatres each present an individual challenge because of their age, their location and their individual requirements. Some of the theatres are fully carpeted, some have marble floors and some are ornate with brass.

With this in mind, the team provide daily cleaning including specialist brass and wood cleaning as well as regular deep cleaning to carpets. Vacuums with extending arms are used on a daily basis.

It takes a lot of time to keep these specialist surfaces clean, particularly during the winter months when audiences stomp through the theatre.

A new audit system has been installed to track performance in all of the theatres Emprise manage services in. At the flick of a button, a small handheld PDA system can throw up all kinds of information, producing reports and historic information to find out what has been done well and other tasks which require improvement.

Persistent offenders include keeping brass clean and carpet nosings.

The eight cleaners at the Queens Theatre include supervisor Marco Florez who has been at the theatre since 1998.

“People take ownership of the building and it becomes more than just a job. We find that it is the overall theatre experience that brings people back to us. This may be the way they are greeted and also the quality of the production but we feel that the atmosphere and cleanliness play a crucial part in maintaining the magic of visiting the theatre.” FM FM WORLD | 30 JUNE 2011 | 25

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FM FEATURE STAN ATKINS

CLEANING T BACK IN HOUSE

oday, the cleaning industry is estimated to be worth somewhere in the region of £10bn and employs approximately 820,000 people. The UK contract cleaning element of the market was estimated to be worth some £4.6bn in 2009, after the impact of recession had reduced the industry’s turnover during 2008. Now, after a flat year in 2010, researchers are forecasting a return to value growth for the market in 2011.

In this environment it’s worth considering the perennial argument — what are the pros and cons of managing the cleaning function in-house?

Advantages of in-house cleaning Organisational knowledge

Should you look outside your organisation for a cleaning team that can deliver what you need?

Stan Atkins looks at both sides of the argument

An outsourced employee may not have the same understanding and passion for your organisation as a permanent employee. There is also the potential that an outsourced employee will come into contact with customers and not have knowledge of the organisation, or perhaps create the wrong impression of the company. Also, businesses inevitably have different approaches to work, so partnerships can be difficult.

Hidden costs of outsourcing One of the main arguments in favour of outsourcing is that it cuts costs, but the reality is not so straightforward. Any analysis must take into account the costs incurred in the procurement and selection of outsourcing suppliers, and in the mobilisation of contracts, which can be significant.

Morale Outsourcing jobs can lead to ill will and poor morale in the rest of your organisation as it commonly results in the need to reduce staffing levels. If outsourcing is not managed appropriately, it can have a negative impact on remaining employees.

Legal compliance and security It is important that issues regarding legal compliance and security be addressed in formal documentation. Outsourced employees should not have access to confidential customer data which they may be able to use for their own gain.

Disadvantages of in-house Cleaning costs The International Facility Management Association (IFMA) estimates that

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www.fm-world.co.uk

23/6/11 17:33:35

CLEANING

in-house cleaning is 23 per cent more expensive than contract cleaning services, on average. A commercial cleaning company will work within your budget to create a service that meets the needs of your facility. They can give you ideas on moneysaving practices, like day cleaning, that can reduce your operating costs even further.

Efficiency Maintaining an in-house cleaning team can take valuable time and resources away from growing your business. Outsourcing allows owners to develop their business rather than focusing on cleaning and maintenance issues.

Hiring and maintaining an in-house cleaning team can be time consuming. Staff issues can be difficult to manage. A commercial cleaning company hires and trains its workers so you do not have to.

They deal with all issues involving the cleaning staff and ensure that sick workers are covered by replacements. This allows you to focus on your customers, while knowing that your business will be clean and well taken care of.

FM QUICK FACTS

4.6bn

Estimated worth of the UK contract cleaning market in 2009

23%

extra cost using in-house cleaning as estimated by IFMA

Training and expertise Increasingly, companies are looking for a single manageable contract for their building requirements, serviced by one provider. Cleaning companies can provide a variety of speciality services that may not be available with an in-house cleaning team. For example, many companies can provide a range of FM support services rather than just internal office cleaning and external cleaning of windows and signage.

GETTY

Training considerations Whether in-house or outsourced, it’s important to use fully trained cleaning operatives. Companies that have used untrained cleaners to save money have often found that this can compromise on the standards of work. Unfortunately it’s not unusual for the role of a cleaning operative to be undervalued.

Training in the cleaning industry is just as important as many other industries – the problem is that not everybody realises this.

During our time of operation we have worked hard to encourage best practice in the cleaning industry through standards and accreditation. The Institute has had much success and has introduced a number of industry-recognised qualifications and courses that have helped to improve the standards of cleaning throughout the country, and in recent years, internationally too. However, with the global economic downturn, training in the cleaning industry may be unfairly dismissed as an unnecessary cost.

People often wrongly ignore the importance of www.fm-world.co.uk

28_Clean_House.indd 17

training cleaning operatives. The benefits are obvious: a reliable and motivated workforce; increased productivity; and more confident operatives who will be learning new and important skills which will be beneficial to their employment and reinforces good practice in the workplace.

The Cleaning Operator’s Proficiency Certificate (COPC) is a BICSc-accredited training scheme run in training centres and colleges across the UK; it can also be carried out in the workplace by an accredited training provider. The course typically takes two to three days to complete if carried out in one session, and candidates are asked to demonstrate the tasks that they have been trained in. Candidates are only awarded accreditation once they have been assessed against the standards.

A new qualification, the Cleaning Professional’s Skills Suite (CPSS) has been designed to support or run alongside the COPC. Whereas the three skills: ‘chemical competence,’ ‘equipment safe use and care,’ and ‘storage of chemicals and equipment,’ are optional in the COPC, they are mandatory units of the CPSS, where they are seen as vital in ensuring the safety of cleaning operatives, users of the building and the building’s sustainability. No-one will be accredited with the CPSS certificate without being assessed on these three essential skills.

Firstly, a trained cleaning operative will be more productive and achieve better results. They will usually be more efficient and therefore, your premises will be cleaned in less time. It will also mean that your building will be cleaned thoroughly and good hygiene standards will be maintained.

The institute has spent a lot of time developing the CPSS to make sure it matches the industry’s needs, at this time and in the future. It’s hoped that the CPSS will give people the opportunity to return to learning with hands-on training and the skills needed to safely work as cleaning operatives. FM Stan Atkins is group chief executive officer of independent professional and educational body, the British Institute of Cleaning Science.

CASE STUDY ohnson Controls decided to reinforce its cleaning services by training its own in-house cleaning teams. It used an externally accredited training provider to ensure that it was receiving the professional level of training it required. It also wanted to be sure that the training provided was accredited to both UK and international standards.

The majority of cleaning undertaken by Johnson Controls is normal office or industrial cleaning, although some specialist cleaning tasks are undertaken, including carpet cleaning and the cleaning of data centres.

The in-house trained staff set the standard for the company’s external suppliers. There are currently over 600 full-time cleaning operatives employed by the company, as well as many more provided by preferred suppliers.

J

FM WORLD | 30 JUNE 2011 | 29

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Specialist Cleaning Services Rainbow International’s commercial cleaning and disaster recovery service is delivered to many FM providers, commercial organisations, housing associations, property management facilities, landlords and insurers across the UK. We provide a comprehensive range of specialist services – whatever the problem, Rainbow has a solution. And we don’t cost the earth. So whatever cleaning service you need, Rainbow scrubs up well.

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30 | 30 JUNE 2011 | FM WORLD

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22/6/11 12:57:38

FM MONITOR JEANINE CHROBAK-KANDO

TECHNICAL LED LIG HTIN G SYST EM S

ecently, LED lamps have begun to appear as general purpose light sources for domestic and commercial use. This article looks at where the LED lamp industry is today and where it’s going in the near future

R

An LED is an electronic semiconductor device of a particular material composition which, when current passes through it, produces light. The first practical LED to generate light with a spectrum visible to the human eye, a red LED, was introduced in 1962.

Since then, a key goal of LED lamp manufacturers has been to replicate ‘white light’ – the spectrum of sunlight optimised for human eyesight. LEDs can be used to create white light in one of two ways: combine red, green and blue LED light sources or use blue LED sources and coat them several times with chemical phosphors to shift the light spectrum towards sunlight. Each phosphor layer reduces the light output so designs tend to focus on delivering the best balance between the level and quality of light produced. Violet LED light sources, developed and patented

by Mitsubishi Chemical Corporation www.fm-world.co.uk

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under the Verbatim brand, promise a significant improvement in both characteristics.

LED anatomy Today’s LED lamps for general lighting mostly use blue LED chips with yellow phosphors to create white light. Of course, the LED lamp is much more than just a chip. Power conversion and control electronics, usually described as the LED driver circuits, ultimately determine the overall efficiency of the lamp. The LED driver manages the transition between each light emitting diode driven by a direct current (DC) and the power supply in buildings which is an alternating current (AC) at a much higher voltage than that required by the LED chips.

The LED chips are built onto a module containing the electronics and a clear glass or plastic cover protects the assembly, distributes the light evenly and minimises glare. A heat sink is built into

Jeanine ChrobakKando is business development manager, LED EUMEA, Verbatim

the lamp to dissipate waste heat effectively while electrical contacts on the base connect the lamp to the electricity supply.

Gaining popularity A typical 100-Watt incandescent bulb produces 17 lumens of visiblespectrum light for each Watt of power consumed. This is referred to as its luminous ‘efficacy’.

Compact fluorescent lamps (CFLs) are promoted as energy-efficient alternatives to incandescent lamps, but with limited success. Luminous efficacy is typically between 60 to 80 lumens per Watt. However, most are not dimmable, create a cold light that does not show colours naturally, and are slow to warm up. Also, they contain mercury, a poisonous metal. Some warm white, dimmable versions are available at higher cost but still suffer from the other disadvantages described.

Alternatively, LED lamps have become brighter with up to 50 lumens per Watt efficacy. They deliver a more pleasing quality of light, are mechanically rugged and are available in a variety of fittings.

Furthermore, the latest LED lamps are dimmable and lamps with tunable colour output, including the ability to vary the warmth of white light.

Above all, the economic argument is now compelling.

Although high quality LED lamps cost more than incandescent lamps, with a life expectancy of 30,000 hours or more and energy savings in the order of 75% to 80% due to their higher efficacy, they pay back the initial investment within an acceptable period.

Availability, economics and quality LED lamps are expected to replace most other forms of domestic and

commercial lighting in the next few years. LED lamps not only reduce energy costs, they also cut maintenance requirements and offer new opportunities for creativity in lighting installations.

The choice of LED lamps will also grow in the near future but most major vendors are producing for the retrofit market. Luminous efficacy has reached the point where replacements for traditional 40W lamps are now available and replacements for incandescent bulbs rated at up to 100W should be on sale before September 2012, when all incandescent lamps are banned by EU legislation.

The current life expectancy of a high quality LED lamp is typically between 15,000 and 45,000 hours.

If a lamp is operated for six hours per day, 35,000 hours equates to 16 years. Few consumers are concerned about life expectancy beyond this timescale and even with such lamps costing 20 times the price of incandescent types, the economic argument in favour of LED lamps is convincing.

However, buyers beware. Poor quality LED lamps, which might fail in a much shorter time, do not offer an attractive return on investment when replacement costs are considered.

The quality of the diodes, the design of the drivers and the quality of components used in these circuits, along with the effectiveness of lamp housings in dissipating heat effectively are factors governing LED reliability.

Comparing specifications, particularly with respect to luminous efficacy and claimed operating life expectancy, should give an indication of quality along with a careful visual inspection.

If the product appearance is poor this may reflects the approach to its design and manufacturing. FM FM WORLD | 30 JUNE 2011 | 31

23/6/11 17:42:00

FM MONITOR GORDON MCVEAN

HOW TO…

Gordon McVean is sales and marketing director at Truvox International

CHOOSE A F LOOR CL EA N I N G M ACH I N E

ith a wide range of flooring options now open to specifiers, keeping premises clean has become a more complex operation.

Gordon McVean advises FMs on the issues

W

As the variety of flooring options has increased, so too has the burden of responsibility on building managers. Now that issues of sustainability, health and safety and environmental protection play an ever more significant role in selecting floor cleaning equipment, it’s vital to set your priorities before committing your cash.

1⁄

Floor type

Facilities managers have to consider existing floors as well as floors that are likely to be installed in the future: ● Assess and document the flooring and floor coverings already in place on the premises, how much of each type has to be cleaned, and how often ● Carry out a risk assessment, and consider changing or covering floors that might cause accidents ● Look at architectural and décor trends, visit the new building down the road with the huge atrium and shiny stone floors, assess the likelihood of new décor budgets, new ideas from new members of the management team ● Don’t forget the practical issue of cleaning; some machines can be used to look after several different floor types.

2⁄

Night or daytime?

If your premises are likely to change from evening or

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night-time cleaning to daytime cleaning, a whole raft of new health and safety issues arise.

These include the need to avoid damp slippery floors during working hours, and trailing leads that workers could trip over.

Daytime cleaning can create distracting noise, which needs to be minimised. Also, the fumes from cleaning chemicals can irritate asthmatics’ bronchial tubes, and cause discomfort to staff. Equipment needs to be more manoeuvrable to prevent cleaners colliding with people, equipment and furniture. Nighttime cleaning permits larger, mains-powered machines but raises questions about electricity consumption.

3⁄

Green issues

Many companies are seeking to reduce their reliance on toxic cleaning chemicals, emphasising on biological hygiene, lower energy consumption and adoption of greener technologies, even if they cost slightly more.

Before you decide to buy a new cleaning machine, check what new technologies and ‘green’ products are on the market and whether they are compatible with

the machine you are buying.

According to the SafeWorkers reference organisation, in the UK*, there are around 100,000 different harmful substances recognised across Europe as being used in workplaces. At the top of the list of sources where potentially dangerous substances are found, you will find cleaning chemicals.

4⁄

Shiny or safe

Highly polished stone or wood floors are a tempting aesthetic choice, but these surfaces come with an inherent risk; accidents are more likely on shiny surfaces, especially if they need to be wet during daytime cleaning.

Look out for conditions that your insurer may be adding to the employer liability or public liability sections of your policy.

These are sometimes added with the intention of countering the increased volume of claims arising from the activities of ambulance-chasing lawyers and the claims that they generate.

It is possible that your policy will be changed by stipulations arising from choice of floor surfaces and methods of cleaning. So consider which types of machines and cleaning techniques the insurance company prefers before deciding which you choose for maximum safety and minimum cost.

5⁄

Contaminants Machines used for buffing and/or

“Many companies are seeking to reduce their reliance on toxic cleaning chemicals, emphasising biological hygiene and lower energy consumption”

polishing can spread tiny deposits of potentially harmful cleaning materials on to furniture or, if used during the day, on to staff or visitors. Always ask machine suppliers what data they can provide on this risk and obtain such information in a form that can be shown to your insurance company if required. Review the list of cleaning chemicals that your cleaners use on a regular basis and check whether safer and greener alternatives have become available.

6⁄

Personal safety

Bear in mind that, even if you use a contract cleaning company, and their staff are not directly employed by your organisation, you and your organisation still owe a duty of care to the individual cleaners. This especially applies when making decisions about the nature of your premises’ floors, stipulations about how they are cleaned, and when making changes to the cleaning contract.

If you are uncertain about the implications of this, discuss it with a solicitor.

Before you start contacting suppliers of cleaning machines, check that you have considered all the issues mentioned above and make a list of what you need your machine(s) to achieve, including floor types and approximate floor areas. Email that specification to each supplier before they come to see you.

The suppliers that really know their stuff will probably come back to you with questions and issues for clarification. FM * www.safeworkers.co.uk/ WorkingDangerousSubstances.html

www.fm-world.co.uk

23/6/11 14:04:23

LEGAL NEWS

Court Report BDW TRADING LTD (TRADING AS BARRATT NORTH LONDON) V JM ROWE (INVESTMENTS) LTD [2011] EWCA CIV 548 This Court of Appeal decision arose where Barratt purported to rescind a contract to acquire a development site from Rowe relying on an alleged breach of a pre-condition to completion. Their decision to terminate the contract was taken for purely commercial reasons unconnected with any breach by Rowe.

The relevant provision in the contract set out pre-conditions and then followed with the proviso “that the vendor or the purchaser shall be entitled to rescind if the matters… above have not occurred within five months of the date hereof (save where the party purporting to serve such notice is in default of its obligations under this clause 6.2) where upon the agreement shall automatically determine”. The words in parenthesis were a later addition and the court found that the consequences of that addition were not fully thought through.

One of the pre-conditions was that a payment to a former tenant would be made by the vendor by 7 July 2008. It was common ground that as of 7 July, Rowe had not made the payment. The reason for this was that they had, earlier that year, agreed with the tenant that it could remain in occupation of the development site. Barratt had known and agreed to the tenant continuing in possession of the property but had not been told nor agreed to the payment being

postponed until vacant possession was offered up.

Rowe did not accept that the notice served was effective to terminate the contract as a matter of contractual construction. It also said that the right to rescind could not be exercised by Barratt because under clause 15 of the contract Barratt was to provide a specification, a method statement and warranties and therefore the non-fulfilment of the pre-condition was due in some material part to a breach by Barratt of its own obligations: Barratt’s breach had created the delay which meant vacant possession was not needed

in July.

The Court of Appeal agreed with the High Court that Barratt were right. It found that the structure of the contract was that all the conditions had to be satisfied. Turning to whether Barratt were deprived of the right to rescind, the court found that although the general principle is that a party cannot rely on his own breach, this is subject to any contra-indications in the lease. The court found that a reasonable man would regard the words contained in parenthesis as comprising the only circumstances in which rescission was not available and therefore only a breach under clause 6.2 of the contract would preclude Barratt from rescinding.

Accordingly Barratt did not have to complete the contract.

This illustrates the need for clear drafting. In this case it made complete commercial sense for Rowe to allow the third party in occupation for a little longer.

However, by doing so, they lost their ability to sell the site to Barratt.

Beverley Vara is a partner and head of real estate litigation at Allen & Overy LLP

“Barratt had known and agreed to the tenant continuing in possession of the property but had not been told”

Construction firm fined A Harrow construction firm has been fined £8,000 after poorly secured panelling fell from a building under refurbishment and injured two passers-by.

According to a statement by the Health and Safety Executive (HSE), an 80-year-old woman “was hit so hard by the cladding it almost severed her foot. Another piece of cladding hit a passing man causing bruising from wrist to shoulder”.

HSE told the court that Brendan Flynn Construction Limited had failed to use the correct nails to safely secure the cladding product.

Brendan Flynn Construction (BFC) pleaded guilty of contravening section 3(1) of the Health and Safety at Work Act 1974 and fined a total of £8,000 and ordered to pay costs of £14,760.

Fine for gas safety failure A demolition company has been fined following a dangerous occurrence involving the release of over half a tonne of gas. It also carried out work while electricity supplies to the buildings undergoing demolition remained live.

Kane Haulage Ltd of St Albans in Hertfordshire, was contracted to carry out demolition work at Oldfield Trading Estate in Sutton in preparation for the construction of a new self storage facility on the site.

Kane Haulage Ltd of St Albans, Hertfordshire pleaded guilty to breaching Section 3(1) of the Health and Safety at Work etc Act 1974.

It was fined a total of £11,700 and ordered to pay costs of £6,936.50.

NEED SOME GOOD ADVICE? The Good Practice Guide to SELECTING FM SOFTWARE The BIFM publishes a series of good practice guides which are free of charge to all members. For a full list of titles or to download the guides visit www.bifm.org.uk Non-members: call 020 7880 8543 to order your copy

www.fm-world.co.uk

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23/6/11 16:32:37

FM MONITOR SUE SHARP

TECHNICAL

Sue Sharp is chair of the HVCA’s Service and Facilities Group

CLEAN IN G VEN T I L AT I O N SYST EM S

he threat of Legionnaires’ disease is increasing. Sue Sharp of the Heating and Ventilating Contractors’ Association (HVCA) has some practical advice for FMs

T

We now know much more about the legionella bacteria that can cause outbreaks of Legionnaires’ disease, but recent statistics are alarming. It is, also, much more common than is officially recognised.

Around 9,000 people are estimated to contract the disease annually in the UK, but it is often misdiagnosed so the official figures are much lower. Around 12 per cent of total cases are fatal, but the proportion is much higher among the old and infirm where up to 50 per cent of cases end in death.

Experts also believe that the bug is mutating and can, in some instances, survive in water that meets current safe temperature guidelines. It is also showing resistance to some of the chemicals designed to kill it. There are also problems with the way in which water systems in care homes, hotels, schools and a host of other establishments are monitored and treated.

There is evidence that logbooks, designed to identify the dangers in temperature ‘breeding zones’ within internal pipework – where legionella could multiply to dangerous levels – are not being filled in properly. Any form of tampering, possibly to avoid necessary maintenance work, is extremely risky and shortsighted.

As with many other aspects of building maintenance, water treatment that can guard against the threat of legionella build up is suffering from budget cuts.

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health, planned and well-organised water treatment regimes will also reduce building running costs so giving building owners an excellent and rapid return on a modest investment.

Legionella is known to have the following characteristics: ● Associated with cooling towers, but also found in car washes, windscreen water, dental chairs, and even compost heaps ● Greatest risk lies in the hot and cold water systems in buildings, if water is delivered as an aerosol or fine spray through taps and shower heads ● Legionella bacteria thrive in temperatures between 20-45°C ● Bacterium will multiply into large numbers if water is stored at these temperatures – this makes an outbreak of Legionnaires’ disease more likely ● Some new strains survive in water up to 61°C (they are normally killed at 50°C) ● Growing resistance to some biocides, which are designed to kill legionella.

Why is problem getting worse? ● The cut backs in maintenance

budgets ● Water heating systems shut

down for periods, or hot water temperatures lowered, to save energy – creating perfect breeding conditions for the bacteria ● Fabricated entries in log books to avoid maintenance work ● Rainwater harvesting systems becoming more common – a particular threat because they store

large amounts of water that could already be contaminated.

The key legislation and sources of guidance is summarised below: ● Health and Safety at Work Act ● HSE’s Approved Code of Practice L8 (ACOP) and guidance Legionnaires’ disease – the control of legionella bacteria in water systems (downloadable free from www.hse.gov.uk/pubns/books/ l8.htm) ● New British Standard (BS8580) – focuses heavily on rainwater harvesting systems ● Accurate record keeping, corrective action and complete audit trails are essential parts of the guidance.

There is a pressing need for everyone involved in building

maintenance and management to understand where the risks lie.

In particular, building owners/ users and FMs must be aware of the increasing dangers posed by the disease, especially to the infirm, and must ensure that adequate steps are taken to control the circumstances in which the legionella bacterium is likely to thrive.

However, in an era of reduced staff and budgets and higher workloads, there is more room for human error. For example, monthly manual temperature checking and manual flushing can be compromised. And even if monthly checks are meticulous, who knows what is happening, day-in-day-out, as temperatures fluctuate within any system? FM

CONTINUOUS DOSAGE

Many HVCA members now support FMs with ‘continuous dosing’ systems, designed to maintain water systems in a permanent state of excellent hygiene – 24 hours a day, 365 days a year.

These systems release controlled levels of chemical treatment into the water system at a set times or in response to changing conditions in the water so removing some of the potential for human error or omission. Here are some guidelines that will help you decide whether continuous dosage will work for your building: ● Systems that are continuously maintained suffer from fewer

breakdowns, so reducing the need for costly repairs and the amount of complaints received from building occupants ● Water systems that are continually dosed do not have to be maintained at high temperatures in order to guard against legionnella build up, which is a major energy saving. Schools, for example, will even leave their water heating running during the holidays to maintain the system above 60°C. ● Higher temperatures create more scale build up – disinfecting avoids that vicious circle ● Scale acts as insulation inside pipes and heat exchangers so reducing heat transfer ● Each millimetre of limescale reduces energy efficiency by 8 per cent ● Keeping systems at lower temperatures reduces the risk of scalding – without the need for thermostatic mixing valves ● Planned bacteriological protection reduces hazard of ‘dead legs’ in pipe work.

www.fm-world.co.uk

23/6/11 14:22:22

BIFM AWARDS

AWARDS2011

FM OF THE YEAR 2011 Winners of this prestigious award have demonstrated outstanding qualities in the field of FM, by delivering success to their organisation and contributing to the industry as a whole he BIFM Awards programme recognises the evolution of facilities departments and external providers into key players in the strategic decision-making process of a business, which is now integral to an organisation’s performance.

The awards present a great opportunity for teams and leading individuals in our industry to be recognised against the very best of the competition. We have seen the quality of entries increase every year, and we hope 2011 will be no exception.

Winning an award sends a powerful message to the employers of in-house teams, to the clients of outsourced teams and to all staff and team members at all levels. With our leading industry representatives as judges, the only question is, who can stand out and show the excellence our industry is capable of?

FM profession and the achievement of key objectives and initiatives during the past five years. Entrants must clearly identify how these initiatives were quantified and demonstrate the overall impact on the core business service delivery.

All entrants must be supported by their employer and the evaluation process may include appropriate reference taking as we welcome third party comment.

T

FM of the Year This award recognises outstanding personal and professional performance in FM. Facilities managers entering this award must evidence their innovative use of FM methodologies, how they create dynamic solutions and integrate FM into the organisation’s strategic influencing and decisionmaking process and corporate structure. Submissions will demonstrate the entrant’s academic progression with operational and budget accountability.

Oliver Jones, head of corporate real estate at EC Harris and chairman of the judges, says: www.fm-world.co.uk

FMoftheYear.indd 16

“The FM of the Year award is the ultimate accolade for an individual leader as it is given to the person whose ability, experience, standing and track record highlights all that we want FM to represent.”

“We have many superb managers and leaders in the world of FM and therefore this is one of the toughest categories in which to succeed”, he continues. “The winner will become an ambassador for management excellence and, quite rightly, will benefit from the recognition and wider industry involvement that will follow his or her success. I am expecting this year to be even more competitive as the awards’ profile increases.”

Judging criteria The judges will be looking for evidence of outstanding qualities, including the drive for success, commitment to the customer and knowledge of the core business, combined with an overriding understanding of the impact of FM in achieving the overall business objectives.

In particular, entrants must demonstrate their passion for the

Submission guidelines The entry submission should also demonstrate the scale and challenges of the organisation, full details of FM interaction, particularly with BIFM and other recognised professional bodies, innovation and achievements, FM team training and development, goals for future career progression and how the entrant will continue to contribute to the FM profession in the future.

Submission of 10 pages (max), providing information described above, including curriculum vitae and role description, organisation chart and academic qualifications.

References are required for published articles. Support from the employing organisation (board/senior management) is vital. One photograph may be included.

The following must be shown within the submission: 1. Formal letter(s) of support 2. CV, career/academic progression 3. Impact on overall business and key achievements

4. Contribution/support of the FM profession The entry will establish the scale and challenges of the organisation, FM interaction particularly with BIFM and other professional bodies, innovation and achievements, FM team training/development, goals for career progression and proposed future contributions to the FM profession.

To enter, complete the entry form at bifm.org.uk/ bifm/events/awards/ BIFMawards2011/ HowtoEnter and email it to: Sandra Light at sandra@fmevents.biz no later than Friday 15 July.

PAST WINNERS

2010 JULIE KORTENS CHANNEL 4

2009 ANDY RACTLIFFE SODEXO

2008 TRICIA STANLEY SODEXO

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BIFM NEWS BIFM.ORG.UK

In development: the Olympic Park in Stratford

Eton Manor and main press centre include more than 15,000 square metres (161,458 square feet) of living roof.

FM VISIT

Olympic Park visit

ODA

AWARDS

More than 25 BIFM members enjoyed a visit to the Olympic Park on 9 June. They embarked on a 45 minute bus tour around the rapidly developing site hosted

by Richard Jackson, principal sustainable development and regeneration manager for the Olympic Development Authority.

Jackson delivered a stream of facts and figures as the bus visited all the major buildings, including the velodrome, Olympic Stadium, handball and basketball arenas, aquatics centre and the athletes’ village.

Members also saw and heard about some of the less well-known facilities, such as the energy centre, international broadcast centre, the academy and the ‘polyclinic’.

The theme of the visit was “permanent and temporary”.

Many aspects of the Olympic Park have been designed with this approach – temporary elements to cope with the additional demands of the games and permanent elements that will provide for the legacy use.

For example, the upper 50,000 capacity tiers of the main stadium can be removed and re-used (although they are likely to remain if the ongoing negotiations with several football clubs are successful); the grandstand ‘wings’ attached to the aquatics centre will go; structures to create wide bridges over waterways and railways will be dismantled to leave narrower crossings, in keeping with the parkland setting.

There have been some notable environmental achievements during the construction phase of the project. Much of the site was contaminated and more than 80 per cent of soil has been cleaned

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BIFM awards 2011

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

and reused on the Olympic Park. A total of 98.5 per cent of demolition waste has been recycled and in some cases reused, and 50 per cent (by weight) of construction materials came to the Olympic Park by rail or water. The velodrome, the first venue in the Olympic Park to be completed, has achieved a 31 per cent reduction in carbon

emissions over 2006 building regulations. The energy Centre’s natural gas-fired CCHP engine is predicted to reduce annual CO2 emissions of the Olympic Park by 25 per cent and the energy centre’s 3MW biomass boiler is predicted to save 1,000 tonnes of CO2 per annum. Designs for the athletes’ village, aquatics centre,

On 10 October, 1,200 senior FM figures will attend London’s Grosvenor House Hotel for the biggest and most prestigious networking event in the UK’s FM calendar.

We are delighted to announce Mace Macro as our headline sponsor for 2011. An international consultancy and construction company, Mace Macro is delivering some of the world’s most iconic projects, from the Shard in London (Europe’s tallest skyscraper) to the London 2012 Olympic and Paralympic Games. Also responsible for the ground-breaking London Eye, Mace is sharing its experience of building global cities for the twenty-first century. The company is thrilled to support the BIFM Awards, the premier corporate showcase event within the FM industry.

Packages for the awards include a prime position table for 10, great for impressing clients and

IRELAND REGION PROFILE Chair: Danny McAuley, Aramark Workplace Solutions Year established: 1996 Key dates and events for 2011 4 November: Ireland Conference, Waterfront Hall Belfast Aims of the group: The aim of the group is to promote facilities management across Ireland.

The group meets monthly to identify and organise interesting site visits encompassing a wide range of facilities providing information on

mechanical and electrical and all other facets of FM. A recent event brought 30 members to a tour of the Titanic Quarter covering the slipway from where the Titanic was launched to the newly built Public Records Office which has all of the most up to date technologies to trace your family history.

Why should members join your group?

If you are reading this and are thinking you would like to join the

committee, the chair would certainly encourage you to do so. You will be joining a group of like minded people who work in the industry. The chair has found working with the team has broadened his understanding of FM and he now has contact with a diverse group of FMs. Contact details: Danny McAuley Telephone: 028 9021 4514 Email: mcauley-danny@aramark.ie

www.fm-world.co.uk

23/6/11 11:08:05

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

rewarding staff. Your company brand will receive strong presence on stage, on perimeter screens and in event collateral. In addition, your company will have unrivalled coverage and exposure in the months leading up to the event, as well as post event trade press.

The following award categories are currently available for sponsorship: ● Communications and Marketing ● FM Excellence in a Major Project By sponsoring the awards, you can give your organisation an excellent platform to raise your brand’s awareness, support industry excellence and access the most powerful FM audience in one evening. i For further information contact Sandra Light at FMevents 0141 639 6192 or email sandra@fmevents.biz

AWARDS

FM of the Year 2011 Entries will shortly close for the prestigious BIFM FM of the Year Award, to be announced at the BIFM Awards on October 10, at the Grosvenor House Hotel in London.

This is the biggest and most influential networking event within the UK’s FM calendar, and gives national recognition to the leaders in our profession.

The Facilities Manager of the Year Award recognises outstanding personal and professional performance in FM. Entrants must show evidence of innovative use of FM methodology, integration of FM into the organisation’s strategic influencing and decision-making process and senior corporate structure. They must also clearly show academic progression and operational and budget accountability. i Closing date is July 15. To learn more about how to enter, go to bifm. org.uk/awards2011

www.fm-world.co.uk

BIFM news.indd 35

Ian R Fielder is Chief Executive at the BIFM

BIFM COMMENT LO C AT I O N , LO C AT I O N , LO C AT I O N

vents run by our senior volunteers contribute a wealth of skills and knowledge to members. More importantly, they provide essential networking opportunities.

What better way than to meet up with friends and colleagues to hear a great speaker and gain an insight into a topic that is of interest to you and helps your continuing professional development?

The thing that can make a simple difference is the location of the meeting and looking at this year’s regional and special interest group’s (Sig) events schedule, the BIFM have held events at some outstanding locations. It is a testament to the event organisers that iconic visitor attractions, high-tech buildings, airports and innovative schools are just some of the locations being used for our local meetings.

Recently I attended a joint Home Counties/education Sig event at the newly opened St Bartholomew’s school campus in Newbury. After hearing a presentation from the project manager (the ex-head teacher) we toured the school which had been built using the school’s four ‘houses’ as its theme. I also had the pleasure of attending a London Region event which was hosted by a communication company that gave a presentation on their products and services followed by a presentation from a BIFM member who was part of the fit-out team.

To end the evening we relaxed and socialised with a fantastic view of central London as we were on the 16th floor with a panoramic all round vista.

Head office has also arranged a visit to the London 2012 Olympic Stadium which was hugely successful and left a lasting impression on everyone who attended, and we have another oversubscribed tour planned this week.

I realise not every meeting we hold can be in a prestigious building or one that provides stunning views but picking a location that is central or offers excellent facilities will encourage members to take time out of their important schedules and make our events successful. If you are in a position to offer a location for a local event, please do not hesitate to talk to the chair of your local regional committee – or if it is of particular relevance to the chair of one of our growing number of successful special interest groups (www.bifm.org. uk/bifm/groups).

The events and networking opportunities arranged by all our volunteers really add value to the institute, and help to make it what it is today. My personal thanks go out to all of you who work so hard on top of your busy day jobs to deliver quality events, networking opportunities and CPD to FM peers.

If you have never been to a BIFM regional or Sig event I encourage you all to do so over the next six months. Almost all of the events are at no charge, and are a real benefit of your BIFM membership – so take advantage.

E

“IT IS A TESTAMENT TO THE EVENT ORGANISERS THAT ICONIC VISITOR ATTRACTIONS, HIGH-TECH BUILDINGS, AIRPORTS AND INNOVATIVE SCHOOLS ARE JUST SOME OF THE LOCATIONS BEING USED FOR OUR LOCAL MEETINGS”

ian.fielder@bifm.org.uk

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BIFM NEWS BIFM.ORG.UK

Cycle duo: Peter Helliwell and wife Christine NORTH REGION

Region Members’ Day review Over 60 members of the Northern Region attended a regional Members’ Day on the afternoon of 1 June. The event, held at BNY Mellon in Manchester, included a well-received presentation from Jonathan Holley at Nickleby, who gave a thought-provoking and true-to-life session called FM and Marriage – why does the magic end when the contract is signed? This session looked at how contracts can go wrong and also advised attendees how to make contracts for successfully, creating lasting, productive partnerships.

North Region chair Steve Roots opened the event, followed by BIFM chairman Ian Broadbent who gave an update on the BIFM, informing members of what they can expect for the remainder of 2011.

Delegates had the chance to take part in an FM Surgery, featuring industry expertise from Biffa, Catch22, Eden Brown, McDonald and Company, Nickleby and the BIFM. Topics included recruitment and careers, sustainability and FM in Design, industry leaders and the BIFM. This was followed by another interactive session hosted by committee member Ian Ellison, where attendees were asked what they really wanted from the BIFM, which will form the basis of a future survey to all North Region members to ensure that they are delivering what members want and need.

Many thanks to Sarah Marles and all her team at BNY Mellon.

Thanks also to Julie Sharp of Ben Johnson Limited who donated the champagne in the raffle at the close of the day.

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BIFM TRAINING D O N ’ T B E SC A R E D O F F I NANC E

t is not uncommon for an FM to have evolved into his or her role with little or no financial background, and BIFM Training’s financial management courses have proved popular with delegates over the years because they are pitched at just the right level for FMs. Here, we introduce you to Financial Management 1 – Getting Results. This one day workshop is all about demystifying basic business finance and accounts, so that us mortals can at least interact with financial staff and have half a chance of knowing what they are saying. Rather than turning you into an accountant or delving heavily into specific accounting regulations, the aim to is give you an understanding of the principles that you really ‘need to know’ to operate in today’s commercial world, to equip you to have intelligent conversations with financial staff, and signpost situations when you absolutely must use a professional accountant.

Delivered by a manager with extensive experience in budgeting and financial appraisal, the training is very hands-on with lots of practical exercise. From the start, delegates are demystifying the jargon of finance and before morning coffee they are learning about profit and loss and cash flows, reading company accounts by lunchtime and producing an operating budget by afternoon. With electronic copies of the exercises including a template for producing your own operating budget, delegates can start applying what they have learnt as soon as they return to their offices.

Finally, and perhaps crucially, you don’t need to be a mathematician. The more complex exercises are done on spreadsheets provided by the tutor, which means the arithmetic is done for you.

And if you’re still not convinced, this comment from one of our past attendees sums up the sentiment of many at the end of the workshop: ‘’A great presenter who immediately put everyone at ease. Eureka! I’ve finally got it! This will make it so much easier for me putting budgets together. Finance has now become much more understandable and enjoyable’’ – facilities manager, EC Harris LLP

I

CYCLE RIDE

Epic worldwide cycle BIFM member Peter Helliwell returns to Scotland this month as sector manager for Galliford Try FM having completed a 16,500 km bike ride with his wife through 24 countries from London to Sydney.

Setting off last year with a tent, a stove and not much else they crossed Europe along the Danube to the Black Sea. Bulgaria was the location of their first major mechanical breakdown but they were swiftly on the road again thanks to locals pitching in to help.

Moving on to Turkey and Iran, the couple were overwhelmed by stunning scenery, endless offers of cups of tea and beds for the night.

Central Asia proved to be the toughest part of the trip with Turkmenistan’s 50°C desert cycling preceding Tajikistan’s cold and remote Pamir mountains where the couple cycled at over 4,500m with little food, electricity and no lines of communication. Crossing through Vietnam and Laos the couple arrived in Cambodia. After Christmas in Thailand and cycling down to Singapore, the couple finished the trip with a spin along the Great Ocean Road into Sydney. i For more about the trip visit www. londontosydneybybike.wordpress. com

i The course next runs 21 September 2011 in central London. Or if you already have a grasp of the basics consider Financial Management 2 – Getting Results on 22 September instead, a follow-on course which provides a refresher on the key accounting principles before exploring the practical application of financial skills. For information or to book a place contact BIFM Training on 020 7404 4440, email info@bifm-training. co.uk or visit our website www.bifm-training.com

www.fm-world.co.uk

23/6/11 11:08:42

FM DIARY

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

NATIONAL BIFM EVENTS

Contact: l.mcmahon@hjmartin.co.uk

6 July WiFM Forum – The Apprentice Venue: Westminster Kingsway College Contact: lizkentish@btinternet.com or call 07717 787077

LONDON REGION

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 the International Sig team 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

14 July Annual Rising FMs and London Region - Quizcrawl 2011 Venue: In and around Smithfield Market Contact: damian.xuereb@ gb.schindler.com or call 07768 447631

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 The BIFM Awards are designed to celebrate the increasingly strategic profile of FM by highlighting the key role it plays in the success of public and private sector organisations.

More than 1,200 senior figures will attend the Grosvenor House Hotel in London, 80 per cent of whom will be director level and senior management.

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 This popular conference will again incorporate a wide range of speakers and exhibitors and will examine ways in which we can boost facilities management in this uncertain economic climate. The conference is ideal for public and private sector professionals.

Venue: Belfast Waterfront

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21 June London region Golf day Venue: Highgate Golf club, London Contact: Don Searle on Don@c22. co.uk or call 020 7821 1134

SCOTTISH REGION 30 September Scottish Annual Conference - FM, Our Dynamic Future Venue: Our Dynamic Earth, Edinburgh Contact: joanmelville@virginmedia. com or call 07855 961774 1 October Scottish Annual Gala Ball Continuing the success of our renowned annual gala ball please join us again this year for an exciting night of fine food, drink, entertainment and networking in one of Glasgow’s finest hotels. The night will begin with a champagne reception, followed by a four-course meal and a variety of entertainment including live music, disco and fundraising activities.

Venue: Crowne Plaza, Glasgow Contact: joanmelville@virginmedia. com or call 07855 961774 HOME COUNTIES REGION 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 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 NORTH REGION 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. The Ball is the premier network and social event within the North regions calendar. As well as a champagne reception (sponsored by Eden Brown), a five-star dinner and charity raffle in aid of Help for Heros, two live bands will be providing the entertainment late into the night.

Venue: Hilton Hotel, Manchester Contact: Steve Roots at northball@bifm.org.uk or call 0161 819 7600 5 July Merseyside Network Group The event will be hosted by Matt Tucker. Topics/themes for this session are up to you and we would welcome your feedback to ensure that we target the discussions around themes that are important to our members.

Venue: Liverpool John Moores University, Byrom Street Campus, Liverpool Contact: Don Searle on don@c22. co.uk or call 07850 098912 EAST REGION 3 July East Region Cricket Challenge Venue: Great Hyde Hall, Hertfordshire Contact: Graham Price at g.price@ forumevents.co.uk SOUTH REGION 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 SOUTH WEST REGION 15 July South-west region 2011 Golf Day Venue: Orchardleigh Golf Club Frome Contact: Gareth Andrews on gmahome@tinyworld.co.uk or call 07540 079978 16 September South-west Region September Training Day

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

Venue: Hilton Bristol Hotel, Aztec West, Bristol Contact: Joanne Bartlam on joanneb07@ntlworld.com or call 07808 908052 INDUSTRY EVENTS 1 July 2011 Which Way to Work – adding value to the workplace The event offers discounts for BIFM members.

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 18 October Workplace Trends conference Venue: Allen & Overy, One Bishop’s Square, London Contact: For more details email maggie@merlin-events.co.uk 19-20 October FM & Property Event Venue: Belfry, West Midlands Contact: jasonawatar@ globalbusinessevents.co.uk 26-28 October IFMA’s World Workplace Conference & Expo The largest, most longstanding and well-respected annual conference and exposition for facility management and related professions Venue: Phoenix Convention Centre, USA Contact: tj.mendieta@ifma.org for more details 16-17 November Worktech 11 The eighth annual conference looking at implications of convergence between the worlds of technology, real estate, work and the workplace.

Venue: British Library, London Contact: caroline.bell@unwired. eu.com or call 020 8977 8920 24-25 November IFM Congress Venue: Vienna University of Technology Contact: kongress@ifm.tuwien.ac.at

FM WORLD | 30 JUNE 2011 | 39

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Move among the stars of the FM industry Join the celebrations at the BIFM Awards on 10 October 2011 at the Grosvenor House Hotel in London.

To book your tickets and tables, or to discuss sponsorship call 0141 639 6192 or email bifmawards@fmevents.biz

in association with

www.bifm.org.uk/awards2011

HOT DATES dates for a brighter future

“

A very informative and highly rewarding course Facilities Co-ordinator, Fujitsu Services [Ref. Understanding CDM Regulations]

”

AUGUST COURSES 16-18

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

SEPTEMBER COURSES 13 13-14 14-15 14-15 19-23 20-22 20-22 21 22

Understanding CDM Regulations The Essentials of Property Management Security Management Introduction to Sustainability NEBOSH General Certificate in Occupational Health & Safety Understanding FM Foundation - (optional) ILM Level 3 Award or Certificate in FM The Professional FM 2 [Intermediate] Financial Management 1 - The Essentials Financial Management 2 - Getting Results

+44 (0)20 7404 4440

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

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FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB What attracted you to the job?

When I left university I was on the Tesco graduate programme. Although I left to get more involved in facilities management, I was mindful of the grounding that the opportunity gave me. I knew that Tesco is a driven, ambitious and extremely customer focused company; all of which provide an excellent culture to thrive in.

NAME: Kerrie Bulcock JOB TITLE: Senior facilities manager ORGANISATION: Tesco JOB DESCRIPTION: Day-to-day I am accountable for both in-house and outsourced services, as well as being involved in a number of projects including building mobilisations, customer improvement focus groups, and change management initiatives.

My top perk at work is…

Having the opportunity to generate customer driven initiatives and being listened to. Facilities is a small department in a multi-billion retail company, so we are given licence to use our experience and knowledge to make impactful changes.

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

I worked for OCS on the BBC contract and worked very closely with the facilities team. As I have a passion for management and people, combined with a knack for problem solving, it seemed the logical move.

What’s been your career high-point to date?

Achieving excellent results in my BIFM exams last year. I think it was better than getting my degree as I studied harder.

What has been your biggest career challenge to date?

Understanding organisational politics. I started in

the industry when I was 23, and as a headstrong girl about town, I definitely knew what was best.

Over the years I have realised that isn’t strictly true.

If I wasn’t in facilities management, I’d probably be… a writer. I love writing, especially fiction. I even got halfway through a novel and then FM took over. Maybe one day I’ll combine the two.

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

Technology. As FM is seen more as ‘a proper job,’ we are focused as an industry in having the right tools to effectively deliver results.

And how will it change in the next five years?

Focus will have to be on reducing energy consumption in line with the government strategy, and cost efficiencies will be a focus regardless of the market. Technology will continue to go from strength to strength as competition grows.

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

That we are a back-of-house function, even according to our own teams. I always aim to empower our staff and service providers to instill confidence and boost morale. This is as a result of my cleaning and support services background.

Ingenuity welcome here

-RKQVRQ &RQWUROV

www.fm-world.co.uk

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Call John Nahar on 020 7880 6230 or email john.nahar@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

FM NEWS

FM innovations ▼ADVANCED ENERGY SAVING CONTROL THROUGH SIMPLER INTERFACES

▲ Jangro Jangro, a network of independently owned janitorial supply companies with members across the UK, Ireland and the Isle of Man has expanded its membership. This has given the organisation an even greater number of outlets than any other distribution organisation.

Border Janitorial Supplier of Oswestry has joined Jangro in a move to widen its product range, maintain low prices and expand its customer service offer.

Border operates in the Local Authority, contract cleaning, and food manufacturing and retailing sectors. Managing director Colin Filer said: “Joining Jangro means we can improve on prices for our customers, increase our product range, add some premium Jangro products and the popular Enviro range.” www.jangro.net

Mitsubishi Electric has launched two new air conditioning controllers to strengthen their market leading controls product range and provide advanced control options via newly designed and simplified high resolution user interfaces. The new controllers allow more users to benefit from the latest developments in easy-to-use controls for energy saving features.

The AT-50A is Mitsubishi Electric’s new MNET centralised controller which offers the ability to control and monitor 50 indoor units via a compact user-friendly touch screen interface.

Also new to the market is Mitsubishi Electric’s PAR-30MAA local controller, which provides all standard control functions but also offers advanced functions that are ideal for installers or contractors commissioning a system, performing maintenance checks or looking for errors. www.mitsubishi-aircon.co.uk/

▲ PowerSave new generation Claude Lyons, the UK’s oldest voltage control specialist, has announced the launch of its new range, the ESSX. As with the ESS range of energy saving regulators, the ESSX offers the highest possible savings of any voltage optimisation product, with the additional benefits of built-in metering and internal equipment protection. However, its key new feature is its internal no-break bypass, which prevents power interruption during maintenance.

The ESSX is the highest specification product available, delivering energy savings of up to 25 per cent and helping organisations reduce costs whilst contributing towards Carbon Reduction Commitments. It has been designed to allow smaller power users to benefit from Powersave technology. www.powersavetechnology.co.uk.

▼ Top Floors Need a floorlayer? Top Floors (East Anglia) has grown steadily since starting out as a partnership in 2007.

Top Floors started life with just a small contract in Cambridgeshire working for the main contractor on two housing associations contracts. The work was always 50-100 miles from their base making the owners realise that flooring contracts can easily be carried out over large areas. Top Floors started growing all over East Anglia. Now covering East Anglia, London and most of the South East providing safety flooring to mostly domestic properties on void, planned and responsive contracts. Specialising in wetrooms, safety flooring, and other products such as Karndean, carpet tiles and other vinyl based products. topfloors@live.co.uk 01473 310965

▲ Selecta unveils Nova range Leading vending operator Selecta has just unveiled the Nova range – a comprehensive collection of refurbished machines which gives customers a high quality vending solution at a price to suit their budget, while offering the same reliability and peace of mind that Selecta customers have come to expect.

The Nova range includes hot drinks, snack and combi, cold drinks, water and food machines. Each machine has been through a rigorous testing process, with Selecta’s comprehensive Nova 20-point audit ensuring every care has been taken in bringing these machines back to life.

The range can help customers manage their bottom line, whether they are looking for a hassle-free, fully managed service or want to buy or lease a vending machine. sales@uk.selecta.com

▲ Dorgard’s a safe bet at the Races!

In order to keep fire doors open safely and legally, whilst allowing customers and staff to move about easily, Sussex CCC has installed Dorgard wireless fire door retainers at the club’s Indoor Cricket School.

Sussex CCC comments “Dorgard is the perfect solution as it allows us to leave fire doors open, helping injured patients attending our Radius Physiotherapy Clinic, and for those using the sports hall whilst carrying large amounts of kit to enter and leave easily, but of course allowing the doors to close automatically in the event of a fire emergency.”

Dorgard enables fire doors to be legally and safely kept open as it allows the door to close when the fire alarm sounds, preventing the spread of fire and smoke.

Installed onto the bottom of the fire door in under 5 minutes, Dorgard listens for a continuous fire alarm of 65dBA or higher.

0845 241 7474 sales@firecoltd.com

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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

FACILITIES OFFICER £28,947 to £34,005 (six posts)

Manage a wide range of technical funcƟons within the built environment, including reacƟve and planned maintenance tasks, relaƟng to building fabric, mechanical and electrical repairs. Provide technical informaƟon, prepare reports and speciĮcaƟons delivering innovaƟve soluƟons. Be Įrst point of contact within designated sites, manage, and task external contractors. Cover a 24/7 out of hour’s emergency call helpline, on a rota basis. Full Membership of a built environment related professional insƟtute, with a recognised academic qualiĮcaƟon is essenƟal.

FACILITIES COMPLIANCE / HEALTH & SAFETY OFFICER £28,947 to £34,005

Develop and manage policies and procedures to ensure compliance with all built environment legislaƟon and daily management of the FaciliƟes Compliance Plan. To be departmental Health and Safety Oĸcer and force expert with regard to the built environment in relaƟon to Health and Safety legislaƟon, including CDM, developing and implemenƟng all departmental Health and Safety policies, procedures and plans. A recognised academic qualiĮcaƟon in the built environment and NEBOSH for health and safety is essenƟal.

PRINCIPAL SUSTAINABILITY OFFICER £28,947 to £34,005

Develop, implement and manage the Environmental Sustainability Strategy, and Carbon Management Plan, ensuring environmental needs are met delivering low carbon innovaƟve soluƟons. Manage energy use and costs throughout the organisaƟon. Promote and raise awareness at all levels of the organisaƟon, the impact of emerging environmental issues, whether legislaƟve or best pracƟce, on corporate, ethical and social responsibility. Full Membership of a recognised energy or environmental professional insƟtute, with a recognised academic qualiĮcaƟon is essenƟal.

BUILDING DESIGN PROJECT OFFICER £28,947 to £34,005

Prepare feasibility studies, design, speciĮcaƟons and working drawings, on a variety of building projects. Including planned and reacƟve maintenance, major and minor building works, managing all aspects from incepƟon to compleƟon on refurbishment and newbuild up to the value of £1,000,000. Full Membership of a built environment related professional insƟtute, with a recognised building and design academic qualiĮcaƟon is essenƟal. Must demonstrate design and technical speciĮcaƟon skills with the ability to develop designs into completed projects.

MECHANICAL DESIGN PROJECT OFFICER £28,947 to £34,005

Prepare feasibility studies, design, speciĮcaƟons and working drawings, on a variety of mechanical engineering projects. Including planned and reacƟve maintenance, major and minor building works, managing all aspects from incepƟon to compleƟon on refurbishment and newbuild up to the value of £1,000,000. Full Membership of a built environment related professional insƟtute, with a recognised mechanical and design academic qualiĮcaƟon is essenƟal. Must demonstrate design and technical speciĮcaƟon skills with the ability to develop designs into completed projects.

QUANTITY SURVEYOR £34,005 to £39,807

Provide cost planning and Įnancial cost control on major and minor building projects from incepƟon to compleƟon, including on site valuaƟons and preparaƟon of the Įnal account. Produce esƟmates and analysis of quotaƟons and tenders prior to awarding to the successful contractor. Manage the daily control and administraƟon of the NaƟonal Schedule of Rates, for reacƟve maintenance. Membership of RICS QuanƟty Surveying with evidence of extensive experience working with the NaƟonal Schedule of Rates for building maintenance is essenƟal.

FACILITIES TECHNICIAN £21,099 to £23,046

Assist the Design Project Oĸcers and FaciliƟes Oĸcers in the preparaƟon of feasibility studies and working drawings for building, mechanical and electrical projects on maintenance, refurbishment, and newbuild schemes. ProĮcient and experienced in Autocad and a recognised academic qualiĮcaƟon in the built environment is essenƟal.

To apply for any of the above vacancies please visit www.merseyside.police.uk/index.aspx?arƟcleid=5447

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XXX D DP VL

M&E and FM Account Manager, London, to ÂŁ45,000 A Total FM Services Provider is looking to recruit an electrically qualified Account Manager to run the day to day activities of 6 Total FM contracts (worth cÂŁ1m) across 10 locations in the city of London. Clients include investment banks and blue chip media and telecoms companies. You will be â&#x20AC;&#x2DC;self deliveringâ&#x20AC;&#x2122; cleaning, security and M&E maintenance services through 3 FMs, 3 supervisors and 50 blue collar staff. You will also assist other contract managers with technical M&E issues. Exceptional engineering, management, communication and customer service skills are essential. CVs to russell@c22.co.uk

Technical Services Manager, London, cÂŁ32,000 to ÂŁ35,000 plus good benefits package To undertake M&E asset surveys, maintain asset registers, provide lifecycle analysis, audit statutory compliance of M&E assets, manage minor M&E projects and measure KPIs of hard service contractors. Candidates should ideally have some practical experience of technical services operations in corporate office building environments along with commercial awareness, project and contract management skills. We are ideally looking for a degree qualified Building Services Engineer who is interested in further study.

Our client will invest in you and has indicated they would be prepared to sponsor a relevant MSc qualification (or similar). CVs to russell@c22.co.uk

Interim Mobilisation Manager, North West, up to cÂŁ40,000 pro rata A TFM service provider are looking for an Interim Mobilisation Manager based in the North West to mobilise a new NHS contract and set up a team of engineering staff to provide M&E services. You must be able to demonstrate extensive mobilisation experience, experience in mobilising directly delivered engineering services and have a technical / hard services background; a minimum of HNC in a relevant engineering discipline. CVs to ed@c22.co.uk

Estates and Facilities

Assistant Director

ÂŁ45,336 - ÂŁ57,021 pa | Ref: 012211TD The University of Southampton is one of the UKâ&#x20AC;&#x2122;s leading research universities and among the top 100 universities in the world.

The University seeks to recruit an Assistant Director to manage in an optimal, cost effective and proactive manner, Campus Services and Facilities. This will include developing and driving business change as part of the commitment to improving standards and quality.

You will have an appropriate degree or qualification with substantial operational experience in delivering facilities services in a large and diverse organisation. As an Assistant Director you will be a key member of the departmentâ&#x20AC;&#x2122;s Senior Management Team. You will be self-motivated and able to demonstrate strong leadership and managerial skills.

For an informal discussion about this role please contact Kevin Monaghan, Director of Estates and Facilities, tel: 023 8059 7724.

To apply online visit www.jobs.soton.ac.uk Alternatively telephone 023 8059 2750. Please quote the reference number on all correspondence. The closing date for this position is 8 July 2011. Interviews to be held on 27 July 2011.

At the University of Southampton we promote equality and value diversity.

providing quality people

Leeds 0113 242 8055 London 020 7630 5144

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â&#x20AC;˘ â&#x20AC;˘ â&#x20AC;˘ â&#x20AC;˘

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

CoďŹ&#x20AC;ee and CV fm-world.co.uk/jobs has over 100 job vacancies CoffeeCV HPH.indd 1 44 |â&#x20AC;&#x201A;30 JUNE 2011 |â&#x20AC;&#x201A;FM WORLD

FM New appoints 300611.indd 44

21/10/10 10:22:15 jobs.fm-world.co.uk

23/6/11 11:38:49

Experts in FM & Maintenance recruitment www.randstadcpe.com/fm Shift Manager, Manchester, £40k

Contract Manager, London, £45k + Package

Taking overall management responsibility, you will plan/organise the shift operation to meet production output and quality targets within set cost, safety and environmental criteria. Well versed in promoting high standards of safety ensuring the site complies with all systems and procedures, you will be flexible and adept at problem solving. Contact Sean Barrett on 0161 848 8866 or sean.barrett@randstadcpe.com

Managing a small portfolio of sites based in the City and the West End. Electrically or mechanically biased, you should have a proven track record in commercial building / property maintenance. Contact Dean White on 0203 206 9104 or dean.white@randstadcpe.com

Multi-Skilled Building Services Engineer, Manchester £28-£30k + Package Providing electrical, heating and building services maintenance support across a variety of high specification commercial client premises. You will carry out planned preventative and routine maintenance, servicing, breakdown and reactive repair to electrical building services and commercial gas plants. Contact Sean Barrett on 0161 848 8866 or sean.barrett@randstadcpe.com

Principal Engineer, Central London, Up to £60k The delivery interface for all mechanical and electrical projects, you will ensure all projects are correctly specified, planned, implemented and delivered whilst maintaining best practice. Contact Ben Wilks on 0203 206 9104 or ben.wilks@randstadcpe.com

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

Net yourself an ace job...

Business Commercial Manager, Surrey/London £45,000 - £55,000 One of the largest TFM service providers in the market has a vacancy for an experienced Business Commercial Manager. As the BCM you will provide commercial bid support to the commercial director in managing the commercial risk identified from ITT through to bid closure and carry out post mobilisation implementation reviews.

You will be expected to contribute to the development, implementation and continuous improvement of commercial and risk management and internal control throughout the business. The selected candidate must have a strong financial and commercial background.

Ref: 25917 Business Development Manager, London £65,000 plus excellent bonus A well established M&E organisation, is currently seeking to recruit a proven and well connected BDM to drive the commercial side of their business forward. Successful candidates will have excelled in a similar role and will ideally be experienced in the whole bid process, including sourcing potential work, putting the bids together and presenting them to the client, ultimately closing the deal. This is an excellent opportunity offering uncapped bonus.

Ref: 25639 Commercial Manager, London £47,000 An established TFM service provider is looking to employ a proven Commercial Manager. As the CM you will be responsible for the day to day running of commercial management across various contracts. You must have a proven track record in a similar role covering bundled TFM contracts and working on numerous contracts at any one time. This is also a developing role where the successful candidate will be part of succession planning and moving into a more strategic role further down the line.

Ref: 25610 Regional Facilities Manager, London £38,000 plus car Our client currently seeks to employ an experienced Facilities Manager to oversee multi-sites in London. Responsible for a portfolio of properties, you will manage a mix of multi-tenanted sites, ensuring the smooth running of these buildings and any works incurred. You will be responsible for hard and soft services, dealing with contractors, tenant liaison, H&S, auditing all works undertaken and service charge budgets. The ideal candidate will have extensive FM experience, must be highly presentable at all times and will ideally have gained experience working for a managing agent.

Ref: 25846

Cobalt Recruitment Abu Dhabi Auckland Berlin Düsseldorf

London Manchester Tel: +44 (0)20 7478 2500 info@cobaltrecruitment.com www.cobaltrecuitment.com

To apply for any of these roles please email your CV in confidence to info@cobaltrecruitment.com or call +44 (0)20 7478 2500 to speak to a consultant.

jobs.fm-world.co.uk

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FINAL WORD FELICITY MESSING

FELICITY

MESSING

FOOD FIGHT And so to The City, where plans are afoot to introduce another traditionalist-baiting skyscraper.

Apparently, a “Can of Ham” may soon sit alongside the “Gherkin”, while up the road we’re getting the “Cheese-Grater”, too. These new buildings will join the “Walkie-Talkie” and “Shard of Glass”. It’s a truly 21st Century skyline — featuring truly preposterous names.

And you know what? I love it. I love the way we Brits come up with disparaging and overtly comical terms for our landmarks. I suspect the Americans wouldn’t stand for it (names like Empire State and Freedom Tower suggest a rather less ‘fun’ attitude).

But since the Gherkin, we’ve positively embraced the nonsense name. Google ‘Shard of Glass’ and the new ‘tallestbuilding-in-the-EU’ tops the list.

The Can of Ham will be situated at 60-70 St Mary Axe. The ‘actual’ name for the Gherkin is 30 St Mary Axe, but who ever calls it that these days?

Various economic obstacles stand in the way of “The Can” (hmm, not sure that abbreviation would work in America either…) with declining office rents likely to put pressure on funding. But I say — bring on London’s Lunchtime Skyline!

WASTE NOT, WANT NOT It’s a reasonable guess that when Mark Zuckerberg devised Facebook to elect the prettiest women at Harvard University in the US, he never imagined it would evolve into an application for viewing garbage at Newcastle University in the UK. The good people at Newcastle University are experimenting with the ‘BinCam’. This basically involves securing a mobile phone camera to the lids of bins in the common rooms in the halls of residence.

After a student places something in the bin, a picture is taken and transmitted to Facebook. The intention is to name and shame miscreants who fail to recycle their rubbish.

Now, I don’t know if students at Newcastle are

a better type of student than the norm; it would seem not if the facilities people are going to such extremes, but I would have thought there were some risks associated with such a step. There are obvious overtones of ‘big brother’, against which I would have expected even the least radical student union member to protest. Then there are the pranksters, who I would have thought are likely to place unusual or even unsavoury items in other student’s bins just for laughs.

Most of all, I wonder how long the mobile phone cameras will stay in place or undamaged before the whole scheme is canned? Watch this space for an update before you rush out to have cameras fitted to your receptacles.

APPRAISAL LANGUAGE UNCOVERED Takes pride in his work: Conceited.

Conscientious and careful: Scared.

IN THE NEXT ISSUE OUT 14 JULY

THE WALES MILLENNIUM CENTRE /// UNDERSTANDING DISABILITY COMPETENT PROCUREMENT/// DIARY OF AN ‘UNDERSTANDING FM’ COURSE ///DRINKING WATER – PIPED IN OR SUPPLIED IN CONTAINERS? /// FIVE THINGS TO TELL THE FD ABOUT WHY THE RENEWABLE HEAT INCENTIVE MAY NOT BE RIGHT FOR YOUR BUILDING /// NEWS AND ANALYSIS

46 | 30 JUNE 2011 | FM WORLD

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We’re right behind you.

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To learn more about how we can help you, call 0800 0325219 or visit www.harrowgreen.com

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Carlisle Cleaning Carlisle Security Carlisle CCTV Carlisle Events Carlisle Interiors Carlisle Retail Carlisle Europa Carlisle Managed Services

A one company solution for your soft FM requirements From today you only have one name to remember, one company to contact, one website to visit for all your cleaning, security, events, CCTV, interiors and retail support needs: Carlisle Support Services.

When it comes to mobilising large numbers of people to provide you with the services you need, we can provide the solution.

For further information visit www.carlislesupportservices.com Delivering amazing results together

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