FM World 2011-11-10

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 10 NOVEMBER 2011

FMW www.fm-world.co.uk

The changing role of facilities management at Mindshare’s Central Saint Giles offices

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VOL 8 ISSUE 21 10 NOVEMBER 2011

CONTENTS

6 | G4S-ISS merger is off

18 | Green deal

22 | Mobile security

NEWS

OPINION

FEATURES

6 Huge G4S and ISS merger is off as market upheaval continues 7 Serco wins fresh expansion to ‘Boris Bikes’ scheme 8 Project of the Fortnight: PwC opens sustainable offices at More London 9 FM 100 poll: Should FMs be involved in discussing service charges?

10 Business news: Graeme Davies argues that the Euro storm could yet yield gold 11 ISS acquires French fit-out firm Alpha International 14 Richard Byatt reports from World Workplace 2011 in Phoenix, Arizona

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 Ben Bhesi at Pulse Commercial Utilities 42 Felicity Messing

MONITOR

24 | Central Saint Giles

18

Green deal: Is the Green Deal, which offers ‘free’ carbon-cutting technology, a silver bullet, or the emperor’s new clothes? By Nick Martindale

22

Mobile security: Personal smartphones will soon be able to open security doors. Paul Johnson weighs up the convenience against the risk

24

Central Saint Giles: In a new, hard-to-miss London landmark, FM is making its mark for a major communications agency, finds Martin Read

28 Legal: New legislation may lead to charging for false fire alarms 30 How to: Avoid solar PV panel problems in installation and use 31 Training: Joni Tyler of RIBA shares ideas and tips for CPD for FMs

REGULARS 32 BIFM news 36 People & Jobs 39 Appointments For exclusive online content including blogs, videos and daily news updates

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

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

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Is the property industry willing to address climate change?

To find out about this key issue and much more, visit www.ribafmcpd.com for a whole range of free CPD for facilities managers.

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04 | 10 NOVEMBER 2011 | FM WORLD

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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 (020 7880 8543) ⁄ display sales executive John Nahar (020 7880 6230) ⁄ recruitment sales executive: Carly Gregory PRODUCTION production manager: Jane Easterman production executive: Aysha Miah PUBLISHING publishing director: Steve Bagshaw Forward features lists and media pack available at www.fm-world.co.uk/about-us SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media. co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/ subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services call Natalie Li on 020 7880 6229.

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

Average net circulation 11,357 (Jul 10 – Jun 11) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM)

by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reflect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Pensord ISSN 1743 8845

BIFM ENQUIRIES

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

ome conflicting thoughts occurred to me a few weeks back – and not for the first time. I’d been at the BIFM international special interest group meeting, where economist David Massingham was warning of the effects of a flatlining economy.

Property rationalisation led by the public sector will, he claimed, lead to organisations sweating their working building assets on a grand scale. The former civil servant-turned-consultant suggested a medium term future characterised by a growth in multi-use leases as organisations attempt to make drastic cuts to their property obligations. Worse, the need to make so many buildings multi-use will play havoc with the government’s sustainability agenda. Making existing building stock more energy efficient can be at odds with making it more flexible for ‘multi-use’.

All of which is fine and understandable, if a little depresssing. But there we were at the PricewaterhouseCoopers’ wonderful 7 More London office, an uplifting example of new building technologies coming together in a high profile, BREEAM-excellent new office space And on my walk back to London Bridge, I only had to look up to be reminded of the capital’s extraordinary London Bridge Quarter development, with the London Shard tearing a new hole in the night sky. With all this wonderful 21st century workspace coming to fruition, it seemed odd to be contemplating the reality outside of the central London bubble.

To this cauldron of uncertainty you can add the trend towards flexible working, which some futurologists are suggesting will mean fewer and fewer people using the offices of tomorrow in the same way that they do today. A recent Cisco Systems survey of students from around the world found 23 per cent of respondents believing that when they start work, it won’t be necessary for them to go to an office every day. What’s more, 47 per cent think they’ll only need to go in for ‘special meetings’. The bald fact is that even major multinationals think that this trend is inevitable, with its obvious impact on space requirements.

For many London businesses, the Olympics will be the first real test of the many new ways of managing dispersed pools of ‘flexible workers’ that have been proposed to them over the past few years. There’s a major campaign to reduce London’s commuting traffic for the duration of the event by a third. A third! A huge number of office-based knowledge workers may find themselves ‘going flexible’ for the first time, escalating the trend.

So, let’s recap: enforced property rationalisation, an excess of office space on the market, a need to develop the sustainability agenda and an entirely new way of working that on its own could make it next to impossible to calculate future space requirements with any measure of certainty. Are we living in interesting times? Absolutely. Is it more interesting to be working in FM now than at any other time in the recent past? Certainly. In fact, all the factors mentioned here can only help FM to grow in prominence. Which it surely will. Won’t it?

S

“MAKING EXISTING BUILDING STOCK MORE ENERGY EFFICIENT CAN BE AT ODDS WITH MAKING IT MORE FLEXIBLE FOR MULTI-USE.”

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

www.fm-world.co.uk

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INDUSTRY NEWS

DAVID ARMINAS newsdesk@fm-world.co.uk

G4S shareholders have scuppered one of the biggest international facilities mergers in recent years by pulling out of the proposed alliance with ISS. A statement issued by Copenhagen-based ISS said ISS’s owner, FS Invest, agreed with G4S that the company’s proposed acquisition of ISS for £5.2 billion should not proceed. The move had been expected to put G4S squarely into the integrated FM market.

Despite the collapse of the merger, the FM sector is likely to continue seeing large international deals, according to FM World’s business analyst Graeme Davies (see page 10).

On the same day that G4S and ISS called it quits, EC Harris announced that its partners had overwhelmingly voted in favour of merging with Dutch consultancy Arcadis. The merged EC HarrisArcadis business will have almost 19,000 employees and nearly £2 billion in revenue.

By comparison, a merged G4S and ISS outfit would have combined G4S’s 2010 revenue of £7.4 billion and ISS’s 2010 revenue of £8.5 billion, according to a G4S statement at the time of the merger announcement last month.

Jeff Gravenhorst, ISS group chief executive, said the merger would have created “a real game changer in the global service Industry”.

G4S and ISS talks began in July and “there was a strong industrial and commercial rationale in the proposal and therefore we pursued the opportunity”, the ISS statement outlined.

“However, it became evident after the announcement of the potential 06 | 10 NOVEMBER 2011 | FM WORLD

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combination that G4S’s shareholders would not support the acquisition, due to the size and perceived complexity of the deal against the current macroeconomic backdrop.

Johan Hähnel, spokesperson for FS Invest, which has owned ISS since 2005, said the organisation remains “committed to the company and its management” and backs the ISS board’s strategy for sustainable growth.

“This summer, before the approach from G4S, ISS successfully amended and extended its debt facilities, enabling ISS to continue growing its business organically on a business-as-usual basis for several years to come,” said Hähnel.

A recent ISS trading update for the third quarter and first nine months of 2011 showed organic

G4S

G4S and ISS call off their merger

growth was 7 per cent.

“This marks the eighth consecutive quarter with an increasing organic growth rate,” said the ISS announcement.

“Growth has been particularly strong in emerging markets, where

ISS has more than half of its 530,000 employees.”

The statement noted that since the buyout in 2005, ISS has roughly doubled its revenue, profit, number of employees and exposure to emerging markets.

PROPERTY

Whitehall shrinking its property portfolio DAVID ARMINAS newsdesk@fm-world.co.uk

Whitehall has exited 36 properties totalling 10,400 square metres (112,000 square feet) since May last year – and more is to come.

But it won’t be in a hurried selling-off of property, said Stephen Lovegrove, chief executive of Shareholder Executive, the government agency that project manages Whitehall’s asset management plan.

The speed of sell-offs will be determined partly by the wider economic conditions, he told more than 200 delegates at the Public Property Summit in London.

“If we sell now, we would lose money,” said Lovegrove.

The government’s main

challenge is to use property better rather than simply sell it off. But more selling of property is an option and few iconic buildings will be spared if the business case can’t be made for keeping them.

Grade-I listed Admiralty Arch in London can’t be upgraded to an acceptable office accommodation level so the government has been looking at its options since last summer, he said.

Admiralty Arch used to house the Cabinet Office, but it moved to the Treasury building under the government’s co-location strategy, part of the moratorium

on lease renewals.

Around £90 million has been saved since May 2010, thanks to the moratorium that has allowed 36 properties to be vacated, said Lovegrove. This could double by the end of the financial year in April 2012.

This means more departments will be co-locating and the government is looking at much more flexible working to help departments and agencies occupy smaller spaces.

“Work is something you do, not a place you go to,” said Lovegrove.

“Selling of property is an option and few iconic buildings will be spared” www.fm-world.co.uk

3/11/11 17:14:58

Serco wins £50m London cycle hire extension

BRIEFS Asset Skills qualification SERCO

Serco Group has won a £50 million contract to expand and maintain London’s Barclays Cycle Hire Scheme until 2015.

The group will expand the geographic area into east London, add new docking stations in the West End and increase the number of bicycles available overall.

“The contract expansion is in total valued at approximately £50 million and will run until August 2015, in line with the existing £140 million, six-year contract awarded to Serco in August 2009,” says a statement.

Serco will be responsible for the design, installation and operation of the expanded scheme to Tower Hamlets. It will build docking stations around the Westfield Shopping Centre in west London, as well as new docking stations and additional capacity at other sites.

NEWS

The expansion will add over 200 docking stations, around 4,500 docking points and 2,300 new bikes.

On average, around 25,000 customers use Barclays Cycle Hire, run by Transport for London (TfL), each day and the scheme now has over 140,000 registered customers, says the Serco statement. User revenues from the scheme are paid direct to TfL. Serco has worked with TfL to make improvements to the service over the past year. These include increasing operational staff and introducing on-street maintenance for minor repairs.

The company has also arranged

for more storage facilities at Waterloo and King’s Cross to replenish docking stations faster during peak periods. Software at payment terminals has been upgraded to increase transaction speeds. Improvements to the service will also allow customers to undock bikes faster.

The expanded contract broadens the range of transport solutions that Serco provides in London, where it already operates the Docklands Light Railway, the Woolwich Ferry and Blackwall Tunnel under the Thames, and maintains traffic signals for Transport for London.

BIFM

Ian Fielder steps down as BIFM chief DAVID ARMINAS newsdesk@fm-world.co.uk

Ian Fielder has resigned as chief executive of the BIFM with immediate effect. He had been in the post since 2004.

He presided over the BIFM’s transition to new governance arrangements and oversaw the institutes’ development as an awarding organisation, with membership growing from 7,000 to more than 12,000 during his tenure.

He leaves at a time when seeking a Royal Charter status for the BIFM is a viable option.

“Ian wishes to pursue new interests outside of BIFM and we wish him well in his chosen future career,” a statement on BIFM’s website says.

Chief operating officer Gareth Tancred is now the institute’s acting www.fm-world.co.uk

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chief executive.

Fielder became BIFM national chairman in 2000, the lowest point for the institute since its creation in 1993. It was losing members and income for the first time. He set about restructuring the organisation and staff, spending upwards of £250,000.

A graduate of Highbury Technical College, Fielder has been involved in FM for more nearly 40 years. He first worked in the health service for 13 years, then at IBM for eight, followed by 11 years with Procord/ Johnson Controls.

When working for IBM in 1991, Fielder set up a regional structure in the south for the BIFM’s forerunner, the Association of Facilities Management. He later chaired the region for the AFM and moved on to the board of the newly formed BIFM. He helped set up the first special-interest groups and sector forums – systems that remains in place today.

In 2008, Fielder was recognised as one of the ‘pioneers of FM’ and featured in the FM World article ‘Movers and Shakers’. tinyurl.com/ FMW-moversandshakers

Asset Skills Cymru is looking for housing association employers in Wales to get involved in shaping the new qualification Change Management in Housing. The level 4/5 qualifications, about foundation degree level, will take six months, part-time study to complete. Employers will contribute to content and help decide on a training provider. Contact Asset Skills by email at ukacademy@asseskills.org or call 0845 822 2525.

More internet, less dating More than half of respondents to a survey on the social importance of IT connectivity said the internet was more important than cars, dating and partying. If forced to make a choice between one or the other, two out of three college students would choose an internet connection over a car. The second annual Cisco Connected World Technology Report surveyed college students and professionals under 30 years of age in 14 countries.

UK manufacturers hit Energy buyers from the UK manufacturing sector are getting a poor deal compared with their counterparts in Germany, according to the EEF (Engineering Employers Federation).

In Germany, energy-intensive industries receive a 98.5 per cent rebate on the country’s renewable energy tax. UK equivalents receive no such relief, meaning they paid 10 per cent more than their German competitors for electricity in 2010 and are likely to pay 15 per cent more by 2013.

Pavilion for HMS Belfast HMS Belfast, part of the Imperial War Museum, is to get a new quayside hospitality pavilion and entrance for next summer as part of the ship’s 40th anniversary as a London landmark.

The ship, which saw action in the D-Day landings in Normandy and the Korean War, was opened to the public in 1971. The new pavilion will replace a temporary one that was built 20 years ago. Prestige London, part of Sodexo, provides catering, hospitality and event management services for HMS Belfast.

Carbon Trust consultancy The Carbon Trust, a not-for-profit organisation, has launched a consultancy called Carbon Trust Implementation to help companies reduce their energy costs.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Cleaners on Virgin Trains strike over pay

BREEAM ‘Outstanding’ for More London office Professional services firm PricewaterhouseCoopers (PwC) began occupying its new BREEAM ‘Outstanding’-rated offices at 7 More London, near Tower Bridge, earlier this year. The developer’s scheme for the 48,000 square metre building [516,670 square feet] 10-storey building was only at the concept stage when PwC took the lease. This enabled the PwC team to negotiate raising the developer’s shell and core BREEAM targets. Design practice BDP used a 3D design system for all fit-out engineering services.

A quarter of energy consumed by the building is generated by on-site renewables and a further 40 per cent is supplied by low- and zero-carbon technologies. Bio-fuel for the tri-generation system can be rapeseed oil, but PwC has set up a supply chain for used cooking oils, all of which have been sourced from inside the M25. Chilled beam cooling replaced the fan-coil units originally planned by the developer.

7 More London has 4,500 workstations for 6,300 staff. Occupants can control their lighting and temperature locally from their business PC. Half the lightfittings are LED and an advanced building management system balances daylight and low-energy artificial light to minimise energy use. The building also hosts four restaurants, 240 bicycle spaces, a roof terrace and solar-thermal panels.

BDP says that the 7 More London project dispels the myth that highly sustainable solutions are necessarily expensive. The company claims that the premium ofr achieving a BREEAM ‘Outstanding’ rating over that of ‘Excellent’ was around £2.50 per square foot.

The building’s perimeter offices are limited in number and positioned to maximise daylight penetration. Wide glass sliding doors on perimeter offices are designed to be left open to maximise transparency and give a semi-open plan feel for better partner-staff relationships.

Partner’s offices are non-allocated and can be used as meeting-rooms, promoting the flexible, multi-function space concept. Every person uses a central system to book their position or to book conference rooms.

PWC

Who’s who: Developer and ‘shell & core’ team: More London Development; Foster & Partners (architect); Roger Preston & Partners (M&E); Arup (structures); Mace (contractor).

Tenant/fit-out team: PricewaterhouseCoopers; BDP (interior design; environmental engineering; sustainability; lighting, acoustics, structures); Turner & Townsend (project and cost management); Overbury (contractor).

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At the time FM World went to press, cleaners working on Virgin Trains were to refuse to empty train effluent tanks or refill fresh water tanks from November 4 to 6.

The move was part of a wider industrial dispute between members of the National Union of Rail, Maritime and Transport Workers and Virgin’s subcontracted cleaner, Carlisle Cleaning and Support Services.

On 28 October, around 330 RMT cleaners on Virgin Trains’ West Coast Main Line went on a 24-hour strike over pay and working conditions. Picket lines have been erected up and down the main line at various depots and stations, from Glasgow to Euston in London.

But it was business as usual for Virgin Trains passengers.

“We’ve been assured by Alsthom, our train maintenance supplier which subcontracts out cleaning, that there are contingency plans in place and passengers will not be affected,” a Virgin Trains spokesman told FM World.

The union said its members voted by 94 per cent for action on pay and union recognition.

“Virgin should also recognise that it has a moral obligation not to allow poverty wages to be paid to people who play a key role in providing services to its 20 million passengers,” said a union statement.

A statement from Carlisle Support Services said that the offer “which the RMT has rejected without re-balloting its members” is a graduated pay increase amounting to 5 per cent at the start of January.

Only 36 per cent of the workforce on the contract voted for strike action, noted a Carlisle statement.

Built-environment head steps down Diane Haigh has stepped down as director of Design Council CABE, a charity aimed at improving design for the betterment of society.

Haigh was previously director of design review at CABE – the Commission for Architecture and the Built Environment – from 2007. She joined the Design Council when the two organisations merged in April this year.

“Over the past six months, she has supported the organisation through a period of change, including re-establishing national design reviews,” noted a statement from the Design Council CABE. The Design Council began life in 1944 as the Council for Industrial Design, later becoming the Design Council and focusing on wider design issues.

As the successor to the Royal Fine Art Commission, established in 1924, CABE was created in 1999 from the government’s Urban Task Force set up in 1998 and chaired by Richard Rogers.

It advised the government on architecture, urban design and public space in England, attempting to influence and inspire decision makers in the sector.

Dutch commuters issued emergency urinal bags Commuter trains in the Netherlands are to get disposable plastic urinal bags for use by passengers who are caught short, according to Dutch National Railways.

The emergency plastic bags will be for passengers to urinate in as part of its first-aid provision, a rail spokesman told the BBC. Chemicals in the plastic bag immediately turn the liquid into a heavy gel and the bag easily seals, ready for disposal. Commuter trains with no toilets will have the bags, which will be for emergencies such as power failures, the spokesman said.

“When you have to wait three or four hours on a train, then it is quite logical you have some people aboard who need to go to a restroom,” he said.

“It is like when a plane is circling above London for two hours.”

However, rail passengers interviewed by Dutch TV were not so keen on the idea.

“No, no way,” said a woman passenger. “I just can’t see myself ‘going’ in that. For a man it may be easier, for a woman, that’s just impossible.” www.fm-world.co.uk

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FM 100 POLL

YES (80%)

WE ASKED 100 FMS… Do you think that FMs should or should not be involved in negotiating the service charges paid by their organisation or its client to the landlord?

A hefty 80 per cent of respondents to the latest FM 100 Poll believe facilities managers should be involved in negotiating the service charges paid by their organisation or its client to the landlord.

As the debate continues about services charges paid to landlords and the role that the facilities department should have in negotiating that charge, many FMs have said they are not involved, but would like to be.

The case for FM involvement is straightforward, according to one respondent: “Without question,

facilities managers know the full costs of running a building and need to be consulted to ensure all items are included. Frequently, costs are missed and that becomes a complicated matter to sort out post lease-signing.

FM can also cross-check to see that nothing is over-specified or overcharged.”

Some respondents to the poll had a certain amount of distrust that data offered by landlords represented a true and fair picture of a building’s running costs. As one respondent said: “sometimes it really feels like

NO (20%)

we’re being ripped off and best value is not achieved”.

But sitting around the table should not be an automatic right, said another respondent: “The question is one of competence.

Not all FMs are up to it.”

There may be an issue of size and manpower. If a business and its property is small, the FM may be mostly reactive and planned maintenance-focused rather than analytical and involved in long-

term running costs.

However, more involvement of FMs is also welcomed by landlords. As one FM said, “I have been on both sides of the fence, both as a tenant and landlord and there is certainly a case for FM involvement with their knowledge of services, utility costs and the like.”

CEN publishes latest Euro FM standards

ISTOCK

DAVID ARMINAS newsdesk@fm-world.co.uk

The Brussels-based European Committee for Standardisation, CEN, has published the latest facilities management standards for three major FM areas. prEN15221-3 explains how to achieve and ensure quality in FM, while prEN15221-4 focuses on using a classification system. prEN15221-5 explains how to develop and use processes in facilities management, while prEN115221-6 describes how to measure space and areas in buildings.

The UK’s standards agency, the British Standards Institute, now has until January to announce and publicise the four standards.

By April the BSI, along with other national standards agencies, must change its own standards so as not to conflict with the new Euro versions.

These latest four standards follow the previous standards www.fm-world.co.uk

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within the EN15221 framework.

The EN15221 series is designed to set standards in three areas of facilities management: the classification of facilities, assets and services; the measurement of space and areas of infrastructure; and the development and management of processes and quality.

EN15221-1 defines FM itself, basic terms related and the scope of FM. The EN15221 series are to set standards in three areas of FM: the classification of facilities, assets and services; the measurement of space and areas of infrastructure; and the development and management of processes and quality.

“Now our members need to announce the existence of the standards and then they have until the end of April at the latest – it can be done before – in order to publish the standards as national standards and withdraw any conflicting ones,” said Maitane

Brussels: home to the Atomium monument (pictured) and the CEN

Olabarria Uzquiano, programme manager for multi-sector products and services-standards at CEN. On December 1, a CEN committee will meet in Prague to discuss the status of the EN152217 on benchmarking.

The development of FM standards within the BSI dates back to 2004 when an initiative was launched in Europe to bring together people who wanted to develop FM as a professional discipline. A BSI FM committee

was set up in the same year to focus on issue.

In 2006, BSI published the first two standards in Facilities Management, BS EN 15221-1 terms and definitions and BS EN 15221-2 Guidance on how to prepare FM agreements.

A summary of the standards together with videos and graphics explaining the standards can be found on the EuroFM website: tinyurl. com/CENFMStandards FM WORLD | 10 NOVEMBER 2011 | 09

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ANALYSIS

Fortune favours the brave as Europe suffers GRAEME DAVIES newsdesk@fm-world.co.uk

The slow motion car crash that the European Union has begun to resemble over the past few months is likely to have severe repercussions on economic growth in the region over the coming years.

With governments strapped for cash, pressure on public spending will remain intense and the seismic economic shockwaves that have rolled around the continent have not engendered much confidence in businesses to throw their hard-earned cash at European projects.

But contrarian investors would argue that now is the ultimate time to be investing in European assets as the best returns are always available to those who invest at times of maximum distress. This was summed up by Baron Rothschild, who said in the 18th century: “The time to buy is when there’s blood in the streets.” Indeed, the Baron himself cleaned up after investing heavily during the market panic following the Battle of Waterloo.

And there are plenty more stories of bold buyers who move into the markets when they are on their backside and pick up quality assets for a knock down price. And anecdotal evidence suggests that some buyers have been on the prowl in Europe in the most distressed periphery countries. Here, there are 10 | 10 NOVEMBER 2011 | FM WORLD

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decent assets that have been left up for grabs as funding has dried up from the local banking market and wider European lenders have shut up shop. Indeed, such is the size of the balance sheets of Europe’s embattled banks and the mounting pressure for those balance sheets to be brought down to a manageable level, that what amounts to a firesale of assets is likely to continue for many months to come.

Strength in numbers So with Europe heading into what is likely to be another recession with an effectively frozen

banking system and shrinking governments, any buyer with cash is going to be negotiating from a rare position of strength.

Hence why cash rich sovereign wealth funds and pension funds are eyeing up assets across Europe.

It is also likely that we will see an uptick in corporate activity even after G4S’s failed tilt at ISS of Denmark. This had all the hallmarks of a bold deal struck at a moment of distress in the European economy.

The private equity owners of ISS were increasingly concerned about not shifting an asset that had been effectively on the market for several months.

But, unfortunately for the ambitious G4S chief executive Nick Buckles, some shareholders had been spooked by the wider economic conditions and do not seem to share his vision for an integrated service company offering all manner of outsourced services from security to office

cleaning and pretty much everything in between.

When the number of shareholders balking at the cost of the deal, particularly the cost to them in terms of the potential dilution to their holdings, reached a critical mass, G4S management had to accept reality rather than try to force through a shareholder vote they were increasingly unlikely to win.

With an eye on the ongoing calamity in the eurozone, shareholders were uneasy about taking on significant amounts of debt for a deal which seemed to lack in terms of obvious synergies between the businesses.

In such deals, the leap of faith required by investors to follow management’s hunches, which requires extreme confidence, is just too far, especially in such fraught times.

Graeme Davies writes for Investors Chronicle

Contract wins

NEW BUSINESS

owned public buildings, including schools, care homes and libraries.

ISS Facility Services has won a catering contract for the Centre for Engineering and Manufacturing Excellence at its education and business park in Rainham, Essex. ISS will provide catering services for its 600 students as well as for visitors.

Derwent FM has won a £2 million, five-year contract at the University of York to service a 600-bed students’ residence at Goodricke College.

The contract is with the Student Accommodation Provision Limited Liability Partnership, a joint venture between the University of York and Evans Property Services.

Catering and hospitality provider Azure has won a 10-year deal to provide services at the new Salford City Stadium, due to host its first game in February. Azure, part of the Elior Group, will provide match and non matchday event catering at the 12,000-seat stadium, home to the Salford City Reds Super League Rugby team.

Vinci Facilities will be managing maintenance at West Hertfordshire Hospitals NHS Trust’s three main hospitals under a 12-month, £3 million contract. The deal covers Watford General Hospital, St Albans City Hospital and Hemel Hempstead General Hospital.

OCS has won a five-year total FM contract for all the offices of law firm Irwin Mitchell, the first time the practice has outsourced. Services include catering, cleaning, M&E maintenance, pest control, courier, security, travel desk and waste management.

Warwickshire County Council has awarded maintenance specialist Seddon Property Services a twoyear contract worth up to £6 million in total turnover. The contract, which starts in December, is for responsive maintenance services for all council-

Eurostar has awarded OCS a cleaning contract for trains at St Pancras International and at its Temple Mills depot in Leyton, east London. It includes 26 turnaround cleans a day at St Pancras and up to 12 each night at the Leyton depot. www.fm-world.co.uk

3/11/11 11:00:37

David Lawther, chief executive of ISG

BUSINESS BRIEFS

ISS acquires French fitout firm Interior Services Group (ISG) has acquired the French fit-out business of Alpha International in a deal worth up to £7.4 million.

ISG’s European retail fit-out business will be integrated into Alpham, a retail design and fit-out specialist based in Paris, servicing international retail companies.

The acquisition is for an initial consideration of £1.5 million. “The maximum consideration of 8.5 million (£7.4 million) is dependant upon future performance,” according to an ISG statement.

Alpha’s client list includes Apple, Louis Vuitton, Uniqlo, Gucci, Tiffany & Co and Patek Phillipe. In addition to its core French market,

BAM FM: No redundancies Alpha has also delivered projects for clients in Italy and Switzerland.

Alpha’s turnover for the year ended 31 October 2010 was around £6.5 million and generated a contribution of approximately £200,000. Alpha has net assets of around £400, and employs 20 people.

André Bernstein, who owned the Alpha business and who has 30 years of retail experience, has been appointed managing director of ISG’s combined European retail fit-out division.

At completion, £1.5 million will be paid in cash. A maximum further consideration of around £5.9 million is deferred and payable

after the two financial years to 30 June 2013, conditional on the business meeting average profit before tax targets for the two years, the ISG statement said.

The deferred consideration will be settled 80 per cent in cash and the balance in new ISG ordinary shares.

“The Alpha acquisition is a key part of our continuing international expansion strategy and we are delighted to have acquired this capability within ISG,” said David Lawther, ISG chief executive.

“The acquisition will widen our international retail client base and provide a broader retail service offering to our clients in Europe.”

Compass buys Integrated Cleaning

ISTOCK

A clean sweep: Compass acquires ICM

Compass Group has acquired Integrated Cleaning Management (ICM) from founders Paul Rafferty and Coral Brodie for an undisclosed sum. The business will trade independently under its name for the foreseeable future, a Compass spokesperson told FM World.

ICM was set up in 1996 and has around 8,000 employees, who work www.fm-world.co.uk

10_11_BusinessNews.indd 11

on more than 3,800 client sites providing a full range of cleaning services for more 3 million square metres (32 million square feet) of floorspace.

For the year ending 31 March 2011, ICM had revenues of £61 million and assets of £16.3 million, according to a statement

by Compass.

Rafferty, who has 33 years’ experience in the cleaning sector, will stay in his current role of managing director.

Brodie, a director of ICM with around 20 years’ experience in the sector, has decided to leave the company, the Compass spokesperson said.

ICM operates across the UK, with a particular focus on the corporate office, hospitality,

leisure, hotel and retail sectors. The company’s client list includes Marks and Spencer, Santander, Experian, David Lloyd and Moto, as well as a range of public sector bodies.

“This acquisition strengthens our multi-service capability and enables us to offer high quality cleaning services to more organisations across the UK,” said Ian Sarson, managing director of Compass Group UK & Ireland.

“It provides us with a robust platform for growth, in line with our strategy to expand our presence in the fast-growing support services market.”

Compass Group generated annual revenue of £14.5 billion in the year to 30 September 2010.

It operates in around 50 countries and employs over 430,000 people.

BAM Group’s FM division is safe from impending redundancies as the business looks for savings.

“BAM confirms with deep regret that it will have to let go of about 100 of its 2,500 employees this year,” said a company statement.

“The company has a programme underway to consult with staff in our construction business.” A spokesman for BAM Group said the construction business is more open to the vagaries of the current economic downturn than the group’s FM business.

Kinnarps sits comfortably Kinnarps, one of Europe’s largest workplace furniture suppliers, has won a two-year contract worth £26 million annually to supply office furniture to all Swedish government institutions. The contract has a two-year extension option. Kinnarps, based in the inland town of Kinnarp in south central Sweden, will deliver storage units, desk chairs, chairs, screens and soft seating. The company, founded in 1942, remains familyowned. Turnover in 2009/10 was around £345 million.

Mouchel asset sell-off Support services group Mouchel has jettisoned its rail engineering business in a deal with Australian rival Sinclair Knight Merz (SKM) for a reported £3.4 million.

Mouchel’s rail operations are primarily in London and Manchester.

Around 110 staff will join SKM’s UK buildings and infrastructure operations. The sell-off comes amid financial restructuring for Mouchel.

The company, which had been the focus of several takeover attempts in the past year, is struggling to bring down a debt of more than £85 million.

FM WORLD | 10 NOVEMBER 2011 | 11

3/11/11 11:00:49

FM OPINION THE DIARY COLUMN DAVID WALKER

“THE SUPPLIERS WERE ALL ASKED FIVE QUESTIONS, WHICH WE HAD TO SCORE IN A FAIR AND CONSISTENT MANNER”

David Walker is facilities project manager at Northumbrian Water

SU PPLY AN D DEM A N D

major contract prompts supplier A assessments to be returned for a framework contract. A fairscoring process is essential to provide a list of suppliers for future use Well, the last few weeks have been a busy period for me. A major contract has just started and supplier assessments have been returned for a framework contract, which is required to be analysed and scored.

The company has also started the next round of roadshows where the senior management team hold sessions with all employees to discuss how we are doing, what’s going well, what’s not going well and what continuous improvements we can

introduce to the way we perform.

I also had to review the electrical and mechanical design for the latest project. I tend to pay particular attention to this element of any project as it normally has a major impact on the way the building can be and will be used. Some things to consider when doing this are: • Are the services provided via a central core around the perimeter or dispersed?

• Are the services distributed raised floors and/or suspended ceilings for cabling, network and

ducting provision?

• Have the services been designed with expansion in mind or are they at full capacity?

• Are the services accessible for modifications and / or enhancements?

All of the above can have an impact on layout, positioning and usage.

The framework I have been working on is for minor works.

Some 104 contractors expressed an interest, ranging from larger suppliers down to a few one-man bands. I only got involved when the suppliers had been whittled down to 22. The suppliers were all asked five questions, which we had to score in a fair and consistent manner. They also had to submit hourly rates, travel rates, materials costs etc – although this part of the scoring is carried out by the

procurement department.

I am sometimes amazed at the quality of the replies. It appears to me that some of the returns are a standard answer where the respondent clearly hasn’t made the effort to consider what the question is actually asking before basing the answer around that.

To ensure the scoring is fair and transparent, seven different people score them independently.

These scores are then averaged and placed alongside the cost element of the process, which gives us a list of the suppliers.

This is developed into the framework list for me to use when carrying out any future works. The difficult thing is to ensure we have the correct number of suppliers on the list to deliver the service over such a large geographical area. FM

BEST OF THE WEB Views and comments from across the web – with a strong rebuttal of the case for e-auctions Dave Wilson, AgentsforFM tinyurl.com/eAuctions “There are good reasons why e-auctions haven’t been adopted in FM. Not least of which are the negative impact on relationships and the inevitable creation of a position in which the supply chain has to recover bid costs and profit by other means, further destroying the service ethos and the customer relationship.

An underlying issue is the problem of persuading 12 | 10 NOVEMBER 2011 | FM WORLD

12_13_Opinion.indd 12

procurement departments to behave with a more rounded view of the aims of buying than just reducing cost. Our approach is to look at the totality of what is required. Savings can be part of that, but improving service quality and obtaining a real contribution to the corporate objectives from your supply partners are equally worthwhile outcomes, although less easy to quantify in the short term. We’re finding increasingly that client FM teams understand

this, and that our role is to provide procurement with the comfort that genuine ‘best practice’ can still be obtained without a confrontational approach to the supply chain.

Cost saving is not excluded if you procure carefully. I’ve still never saved less than 15 per cent of previous spend, often with that as a by-product of the process rather than the main aim. And of course, we want those savings to be sustainable and built on through pro-active

management by a partnership of client and supplier.

E-auctions are symptomatic of a culture in which the issue isn’t just about making savings, it’s about saving every penny possible. That’s OK if you’re bulk buying in components that are a critical cost element in your business, but for services, and especially ancillary support (which can nonetheless have a mission critical impact) it makes no sense to be wholly cost obsessed.

Neil Usher’s blog: Two Solitudes – a poem: tinyurl.com/UsherPoem Why is the workplace sector blogshy? tinyurl. com/silenceclams @Lisanne Schloss If London office rent is £75 sq ft & desk use is 50 per cent or less, do the math – huge opportunity.

What do people think the main challenges are going to be for FM for 2012? tinyurl.com/FMin2012 www.fm-world.co.uk

3/11/11 15:58:10

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

BEST OF THE

FMWORLD BLOGS The ‘wee’ issue of trains without toilets David Arminas/news editor, FM World It may be a small thing to many commuters, but rather important to the tiny majority who just can’t wait. In Britain, we continue to put up with overcrowded commuter trains, but at least there are facilities on board most of them – unlike Dutch trains. Now, the Dutch will get at least some relief, in an unexpected way.

Earlier this year, the Dutch transport minister said adding toilets to the 131 trains would be too costly.

So I take (only) my hat off to the Dutch Rail Service for coming up with the idea of providing plastic ‘wee’ bags for commuters specifically on trains with no toilets.

I assume that means there is also no compartment where the toilet normally resides. If so, where is one supposed to use the handy device?

That may not be a real issue, if the rail spokesman who commented to the BBC is to be believed, as the bags are for emergencies such as power failures.

Nevertheless, Dutch commuters must be praying that a power failure never happens – and especially never happens during daylight hours. At least at night there would be some cover of darkness to avoid the questionable sight of fellow passengers whipping out their plastic bags.

Perhaps I speak out of turn and don’t give credit to the manufacturer, called Travel John – a ‘john’ being North American slang for loo. A quick perusal of the maker’s website shows that great attention has gone into the design of the bag. They even give a demonstration, using a container of tap water poured into the bag.

Yup, it gels up real quick, so no spillage! It’s blue, not yellow, which is an aesthetic bonus. And it zips shut. Okay, so you’ve done the business and presumably cleared out passengers from the few seats around you. What to do with the bag? Back in the purse or handbag?

But hang on. I‘m getting bogged down in details. The bags are much appreciated by some users, according to Travel John’s website. Testimonials are provided and, it has to be said, for some disabled people, such as those in wheelchairs, the product is very useful, if not essential in some circumstances.

But for the more able-bodied bunch, use of the bag is more a lifestyle choice. One happy user who travels often by plane says the bag is a godsend: “When I get to my car in the parking structure, the system starts to ‘kick in’, and to run all the way back inside the terminal would mean wet pants for me.

And there I have it, Travel John. I get into the back seat of my dark-tinted car... and the rest is history.”

More from FM World’s blog pages: Dealing with disaster In crisis or incident management there is a lot that can go wrong, blogs John Bowen. tinyurl.com/dealingwithdisaster

FIVE MINUTES WITH NAME: Ben Dhesi JOB TITLE: Head of energy management COMPANY: Pulse Commercial Utilities

UK gas and power prices are at the mercy of the global market. This really hit home in the summer as we saw tensions in the Arab states and the Japanese tsunami cause massive price rises.

Less well known is that the Norwegian gas pipeline and the France-UK interconnector have also been operating at reduced capacity this year.

In the medium-term there is cause to be optimistic. Shale gas is a liquid natural gas (LNG) present in tight shale rock formations and particularly abundant in the US. Previously, shale gas was presumed to be commercially inextractable. However, new drilling techniques have released it in significant quantities. Recent figures predict that the US now has over 200 years of natural gas resources at its disposal. With around six mega LNG export terminals planned along the east coast, the US has the resources to out-muscle the Middle East as the dominant force in global LNG exports and will flood the market with its LNG, probably within five years.

This has upsides for the UK. In the short-term, LNG is no longer a scarce resource like oil and major LNG exporters like Qatar and Saudi Arabia can no longer operate in a sellers’ market. The impact on LNG prices could be felt long before the US is operational as a major LNG exporter. To put it in perspective, since the shale gas discoveries US gas prices have fallen to an all time low.

With 40 per cent of our electricity generation currently produced from natural gas, both the medium and long-term prices of gas and power should stabilise. All this means we can afford to take a more positive outlook on the future.

Interview by Martin Read www.fm-world.co.uk

12_13_Opinion.indd 13

FM WORLD | 10 NOVEMBER 2011 | 13

3/11/11 15:58:28

FM FEATURE IFMA WORLD WORKPLACE 2011

RAISING ARIZONA

IFMA’s World Workplace 2011 kicked off with a controversial keynote speech and featured a book launch, reports Richard Byatt from Phoenix IFMA chair Kathy Roper welcomed delegates on the first day of the World Workplace 2011 conference with a speech to inspire them to new heights as she spoke about smarter facilities and smarter FM. Roper talked about IFMA’s new Sustainability Facility Professional (SFP) accreditation which “recognises the importance of the human factor, not just the building.”

The mayor of host city Phoenix, Phil Gordon, said that his city now uses less water per head than 20 years ago. Delegates who have remarked on how quiet downtown Phoenix is, heard Mayor Gordon argue that revitalising the city centre would be a major contribution to sustainability.

In 2009, an ambitious 17-point plan was devised to transform Phoenix into the most sustainable city in America. The plan has six key planks: Greener Neighbourhoods; Solar City; Greening Homes and Businesses; Public Buildings LEED Retrofit; Renewable Energy; and Efficient City Lights.

Bjørn Lomborg, author of best-selling books The Skeptical Environmentalist and Cool It would probably describe many of these initiatives as helping us to feel

14 | 10 NOVEMBER 2011 | FM WORLD

14_16_WW2011.indd 14

good, rather than actually doing good. In a slick and plausible presentation with plenty of statistics, he set out his basic argument – that we should focus on mitigating the worst effects of global warming (which he accepts is real and man-made), rather than attempt to slow it.

Lomborg proved a rather odd choice of keynote speaker for an organisation that is doing so much to promote sustainability and, in particular, carbon reduction.

His approach led to some interesting recommendations, including the suggestion that FMs should focus on making buildings cooler rather than reducing the energy they use.

However, many present would have agreed: invest heavily in innovation and drive down the cost of technology, such as solar PV, so that the right choice for the environment is also the rational economic decision.

Sick FM syndrome?

Day two of the Phoenix conference opened on a very different note – how to examine the tell-tale signs that an FM team or provider is suffering from ‘sick organisation syndrome’.

“If splinter groups form, staff

work late, teams aren’t coalescing around work assignments and timelines are slipping, then maybe your organisation needs a ‘physical’,” said Stormy Friday, IFMA fellow and founder of consulting firm, The Friday Group.

When minimising risk becomes paramount, learning becomes difficult and feedback is nonexistent, then it’s time to take action, she said.

Friday offered a useful analysis, based on the work of life coach and author Martha Beck, of organisational culture types and attitudes to work.

In a ‘high context’ organisation, much is taken for granted and there are fewer rules, but it can be confusing for a new person, she explained. In a ‘low context’ organisation, everything is explained and there is less flexibility, but also less chance of misunderstanding. Context affects groups, the bonds between people, commitment to relationships and even attitudes to time. There are pros and cons in both types.

Using a medical analogy, Friday suggested that sometimes you might need a second opinion, to administer antibiotics or, as a last resort, perform surgery.

She recommended looking at the balance between indicators of pure performance (such as revenue, growth or tasks completed) and those that showed the ‘health’ of an organisation, such as innovation, employee

development, institutional knowledge development and employee satisfaction.

Chinese whispers Timon Smith, a vice president at FacilityOne and co-founder of IFMA’s Shanghai chapter, explained that FM is not well understood in China and is often confused with property management, which has itself moved from a relatively high level management function to a lower level service.

According to Smith, who was co-presenting with Ying Hua, assistant professor at the Department of Design and Environmental Analysis, Cornell University, the focus is on the building, not the people, and although sophisticated hardware is usually installed (such as control systems), the operations do not make use of it.

Smith sketched in the development of FM education and training in China. Although there is not yet a government-promoted FM certification, the first FM research centre was initiated in September this year. Tongji University in Shanghai is also working with IFMA to plan a FM major course.

Ying Hua characterised development in China as rapid, large-scale and urban. There is a relatively rapid turnover of buildings so the emphasis is on new-build.

China has operational www.fm-world.co.uk

3/11/11 17:02:31

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FM WORLD | 10 NOVEMBER 2011 | 15

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1/11/11 12:06:59

FM FEATURE IFMA WORLD WORKPLACE 2011

At the Global FM workshop, delegates from all over the world joined in the discussion

certification for buildings, but according to Ying Hua, only one building has been certified in use as opposed to several hundred for design. She attributes the gap between design intent and performance to several factors: insufficient know-how; lack of education and poor auditing during design and construction. “All these present a challenge for large scale public building performance improvement,” she concluded.

Raising the FM profile The final day of the conference opened up debate as Global FM put together a panel representing several countries and continents.

More than 100 people chose to join the workshop led by global FM chair, Teena Shouse.

The 2011 workshop theme ‘The new economy: the right time and the right place for FM’ sparked a variety of different perspectives.

Philip Lo, chief executive of Lexco, started IFMA’s Hong Kong chapter in 1992. He recalled that people really appreciated the value of FM in 1997 when the economic crisis hit. He believes FM can thrive in better economic times as well as during adversity and sees tremendous opportunity in Asia.

Susanna Caravatti-Felchlin, a board member of the Swiss FM association, was clear that FM is making strong progress, with new FM divisions established at the same level as core functions in many organisations.

“FM can influence profitability through optimising space and services,” she said.

There are two sides to the FM story, said Steve Jones from the UK, representing Qube Software.

While outsourcing of FM has picked up in some markets, capital projects are being pulled on a regular basis.

Ondrej Strup, partner at Hein Consulting Group, explained that in the Czech Republic and other eastern european countries 16 | 10 NOVEMBER 2011 | FM WORLD

14_16_WW2011.indd Sec1:16

“When minimising risk becomes Read all about it paramount, learning becomes difficult and feedback is non-existent” BOOK LAUNCH

there is confusion and potential conflict with asset management.

He believes that the problems of people in buildings is for FMs to deal with.

In Brazil, the World Cup in 2014 and Olympics two years later, will raise the profile of FM said Mauro Campos, from Brazilian FM association Abrafac. FM is still not really recognised in the country, but Abrafac is working hard to change that.

Flat-packed facilities Later, in a well-attended session, Helena Ohlsson, global facility manager with IKEA Group Property, explained the creation and development of IKEA’s FM operation. The FM capability was created in 2008 from the existing IKEA maintenance operation.

In addition to retail, FM covers purchasing and distribution. The company currently has 316 stores across 38 countries, making it a truly global operation.

Within IKEA, FM is defined as the management and maintenance of a good environment for sales growth. FM supports sustainable

business development at the lowest possible long-term cost. Ohlsson said the vision for IKEA FM is to give the best support to core business throughout the building’s life cycle.

She said that the previous operation had delivered from the opening of a store to disposal, but FM can make a difference much earlier in the process – during acquisition, construction and handover.

To understand what is happening across the portfolio, every FM has completed a simple benchmarking survey for the past four years.

These have revealed wide variations in cost and performance, despite the fact that IKEA’s stores are all very similar.

In creating IKEA FM, Ohlsson said that the first building block was not simply to define FM, but to position it within the organisation.

IKEA has a very strong brand and ethos, but it does not necessarily dictate how things should be done across all its territories. It does, however, define output clearly and requires it to be achieved.

Work on the Move – Driving Strategy and Change in Workplaces is a new book, published by the IFMA Foundation and launched at World Workplace by four of the 22 authors: Laurie Aznavoorian, Diane Coles, Ellen Keable and Alexi Marmot.

The new book examines the forces driving workplace change and the effect of these changes on facilities professionals. Aznavoorian said the physical environment could impact business, express a brand and change behaviours.

According to Marmot: “This book will make a difference to FM. There are plenty of books about the workplace, but few from an FM perspective.”

Richard Byatt is corporate & public affairs director at the BIFM. IFMA’s World Workplace 2012 will be held from 31 October to 2 November in San Antonio, Texas

www.fm-world.co.uk

3/11/11 17:02:15

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2/11/11 10:57:20

FM FEATURE NICK MARTINDALE FM AND THE GREEN DEAL

Is the Green Deal, which offers ‘free’ carboncutting technology, a silver bullet, or the emperor’s new clothes? By Nick Martindale

DEAL OR

NO DEAL? T

he government’s Green Deal programme will provide loans to owners or occupiers of domestic and non-domestic properties to finance energy efficiency measures or renewable installations. The plan should, in theory, be good news for FM practitioners looking to increase their company’s sustainability credentials and address the soaring cost of energy.

“Being able to access loan funding to carry out either energy efficiency improvements or to put in renewables is really important,” says Lucy Black, director of Big Pond Consulting and chair of the BIFM’s sustainability special interests group.

“Organisations don’t generally have spare cash sitting around and probably wouldn’t consider going to a bank to get funding for those sorts of projects.”

By offering organisations money over a period of up to 25 years, where the loan is attached to the property rather than the tenant or owner, the Green Deal could facilitate installations with longer payback periods than many companies have been able or willing to commit to up to now, suggests Peter Smith, energy and sustainability director at Interserve.

“Current initiatives often look for far more shortterm paybacks. This will allow you to fund something that has a five or six-year payback, in addition to the works that will need doing in the short term,” he says.

The main opportunities are likely to come from the energy efficiency side rather than renewables, he adds, but the recent reductions announced by

18 | 10 NOVEMBER 2011 | FM WORLD

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the government regarding the feed-in tariffs could encourage organisations to look at the Green Deal as an alternative means of financing such projects.

“Solar panels will still be working after 25 years and you would think that energy prices will only go one way over the next 10 or 15 years,” he says.

“It might be a good time to do this using the Green Deal as a way of spreading the cost, on the basis that we expect the additional costs will be outweighed by the costs of energy in five years’ time.”

Steve Mills is business development manager, managed solutions, at FSG. He, too, believes the Green Deal could be a useful tool for facilities managers in helping to address their wider obligations under the Carbon Reduction Commitment (CRC) scheme. “Any initiative from the government that would help our customers input further energy savings is welcome,” he says.

Facilities managers have an important role to play in understanding the benefits of installing energy efficient measures – and the potential of the Green Deal in particular – to their wider organisation, says Andy Ford, technical director at sustainability consultancy Mott MacDonald and president of the Chartered Institution of Building Services Engineers.

“FMs are the people who have the ability to get the information to reduce the energy requirements and carbon performance of their buildings so they need to understand how to do that and who to consult,” he says. “They can work with low-carbon assessors and consultancies to get the metering systems in place to manage the buildings.”

According to MacDonald, they then need to be able to explain to their management structure the cost implications and the financial approach that would be appropriate. “FMs need to organise the process and make sure it’s commissioned properly.

They need to understand how to use it and that it’s maintained regularly so it stays functioning at maximum efficiency.”

Getting the ball rolling In practical terms, there are steps facilities managers can take now to start paving the way for a potential project once the Green Deal scheme launches in Autumn 2012. “Facilities managers shouldn’t just wait until the day the money is released,” says Black.

“Inevitably, there will be more projects put through than there will be funding for. Getting in early is going to be important.”

The process is likely to start with an evaluation of a building’s current energy performance and an assessment as to how this would be improved through the implementation of more energy-efficient measures. Myles McCarthy is managing director of Carbon Trust Implementation Services, a new service www.fm-world.co.uk

3/11/11 12:29:25

ALAMY

ENERGY

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3/11/11 12:39:15

launched in October by the Carbon Trust. He suggests looking at a building’s “base load” – the amount of energy it consumes overnight – as a useful guide to whether energy wastage is a result of behavioural issues or genuine inefficiency.

“You would expect the typical unoccupied or lightly occupied building to drop to 10 per cent or 20 per cent of its daytime peak load overnight, perhaps less,” he says. “But we often see base load at around 50 per cent, which is the equivalent of air-conditioning, heating or ventilation being left on.” McCarthy explains that understanding the possibilities is a great way of making some initial inroads. “It provides you with base knowledge about what the other opportunities are, around things such as lighting controls and heating and ventilation.”

Establishing the scope for potential improvements is significant, as the Green Deal will prioritise the worst-performing buildings when allocating funding.

“There is a need to be able to demonstrate that your building is performing badly, which is slightly counterintuitive because at the moment companies won’t necessarily have got their DECC certificates and energy performance certificates if they feel their building is going to be a poor performer,” says Black.

“There’s certainly something about getting those done and in place, whether or not you register it, so that you can then start to think about what projects you’ll put forward.”

Having a realistic assessment of what the savings will be is also important, given the Green Deal’s “golden rule” that any loan must be more than covered by the anticipated savings, she adds.

The Green Deal also has implications for organisations’ relationships with landlords, as permission will almost certainly be required to make any changes to the fabric of the building and landlords could ultimately find themselves liable for the loan repayments should the tenant move out and another not be found.

Keeping the landlord happy But many landlords are likely to welcome tenants wanting to make improvements to buildings and may themselves be the driving force behind initiatives, suggests Smith at Interserve. “It may be quite an attractive proposition because they could take out a Green Deal loan on their portfolio of buildings and add it on to the energy costs, particularly if they are part of the service charge,” he says. “That will give them a way of being able to upgrade their properties and maintain the rental value, without being challenged on why they haven’t done things to improve the energy efficiency of the building.”

The pressure on landlords to operate efficient buildings will also affect organisations with their own 20 | 10 NOVEMBER 2011 | FM WORLD

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FM FEATURE NICK MARTINDALE

property portfolio that want to sub-let premises, says Black; something that is made all the more important by the proposal under the Energy Bill to make it illegal to let premises with an energy performance certificate rating of lower than grade E after April 2018.

“That is going to be a pretty good driver for organisations that might want to let space,” she says.

“For anyone sitting on buildings that they think they will be letting in 2018, the Green Deal is going to be a fantastic opportunity.”

Yet the Green Deal may not always be the most appropriate method of funding either energy efficiency or renewable investments and facilities management departments – and the wider business – are likely to rely on outsourced providers or consultancies for advice on how to fund projects, suggests Smith.

“You would need to make strategic decisions about which of the many mechanisms you’d use to fund it,” he says. “Do you take money from the Green Investment Bank, the London Energy Efficiency Fund or do you go down the Green Deal route? It’s probably a mix of those. If you have a payback of a year or so, there’s no point in taking out a Green Deal loan and paying interest over 20 years because you could pay it back through the green investment fund or your own capital.” Companies could even price the property out of the market altogether if they put too much on the Green Deal, he adds.

McCarthy at the Carbon Trust acknowledges that behavioural change can only do so much and that

A proposal under the Energy Bill will make it illegal to let premises with an energy performance certificate rating of lower than grade E after 2018

www.fm-world.co.uk

3/11/11 12:31:33

FM AND THE GREEN DEAL

Facilities managers will soon need to take a decision on whether to buy-in to the Green Deal

PERSPECTIVES

HOW ONE ORGANISATION HAS GAINED FROM GOING GREEN he Greater London Authority (GLA) moved into its flagship new headquarters by Tower Bridge in 2002. At the time, it led the way in sustainability, including measures such as the use of borehole water for cooling the building, which was then used in the toilet system.

The building, however, did not include photovoltaic panels and neither did its unique design with minimal roof space lend itself to the technology. “From the minute we moved in we were trying to retrofit solar panels,” recalls Simon Grinter, head of resilience and facilities management at the GLA. The organisation went through various routes to find grant funding, he says, and eventually secured finance from the Energy Savings Trust, which was at the time looking for projects that would demonstrate the potential of such technology.

The Green Deal would have been an attractive proposition had it been in existence at the time, says Grinter, although the fact that the building was already highly energy efficient means it would have been unlikely to qualify.

Around 10 per cent of the building’s energy now comes from solar power, he adds, and the GLA has since delivered an extra 8 per cent saving on its electricity through the use of voltage optimisation.

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www.fm-world.co.uk

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THE REAL DEAL, OR GREEN WASH? ue to launch in Autumn 2012, the Green Deal is designed to encourage householders, small businesses and larger organisations to implement energy-efficient measures, paid for through savings from energy bills, over up to 25 years.

At the time of writing, the government had delayed the publication of its consultation document on the Green Deal, meaning much of the detail companies need to know – such as the level of interest payable on loans – has yet to become clear.

Peter Smith, energy and sustainability director at Interserve, says one potential issue is what would happen if the improvements made failed to generate the expected savings, which could ultimately prevent properties from being sold because they have a liability attached to them.

The finer details around the accreditation process have also yet to emerge, while the government’s decision to halve the feed-in tariffs may also make both householders and businesses question whether they want to proceed with initiatives at all.

“The current consensus of feeling continues to point to the disappointing aspect of the lack of quality communication detailing the finer aspects of the Green Deal,” says Nigel Larkman, director of energy services at GSH Group.

“The current penchant for ministerial soundbites via YouTube continues to be predominately directed at the domestic element, leaving a large gap in the core area of non-domestic, where the FM industry could support, and assist in providing, the required impetus for change.”

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SAM KESTEVEN

at some point investments in new technologies or measures will be needed. But the Green Deal may well exclude the most energy-intensive aspects of a company’s operations, he says, severely limiting its use in cutting both carbon emissions and energy bills.

“The Green Deal looks at the structure, fabric and key services within a building, which is appropriate for a domestic dwelling where heating and lighting are the key aspects,” he says. “But if you look at buildings in industry and manufacturing – and, to an extent, commerce – often the most important aspect is what’s happening inside the building.” McCarthy argues that any business that has manufacturing, logistics, industrial processes, motors or compressed air will need to look at all their energy-consuming equipment. “The Green Deal won’t necessarily look at that,” he confirms.

Ultimately, though, the Green Deal and the wider focus on energy efficiency and renewables provides a chance for facilities managers to demonstrate their strategic worth to the business as a whole, going beyond the day-to-day operations to instigate and drive discussions that could make a significant difference to the overall efficiency – and reputation – of their employer.

“We’re often having discussions about the role and status of FM within organisations,” concedes Black. “FMs should take this as an opportunity to demonstrate their professionalism and show that they can take the opportunities that will save businesses money and improve their energy performance.

It brings their great work right to the forefront.” FM

FM WORLD | 10 NOVEMBER 2011 | 21

3/11/11 12:31:47

FM FEATURE PAUL JOHNSON SECURITY

SMARTER SECURITY Staff who own a personal smartphone will soon be able to open security doors using their handset. Paul Johnson measures the convenience against the risks involved

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onsumer technology has never been bigger news.

The hype surrounding products like the iPhone 4S and the iPad 2 is matched only by the queues they attract outside Apple stores on the morning they go on sale. Meanwhile, leaked figures suggest that Amazon was taking 50,000 pre-orders a day for its Kindle Fire e-reader in October ahead of its UK launch in midNovember; Apple sold 20.4 million iPhones in Q2 of 2011.

It is no surprise that businesses are waking up to the potential of smart devices and manufacturers are starting to build partnerships that can benefit organisations not only in terms of communication, but also in terms of security.

For example, RIM, the company behind the BlackBerry, has teamed up with HID Global to start packaging near field communication (NFC) chips into its future BlackBerry Curve and Bold series. This means that the phones will be able to be used to access locations secured by HID’s existing network of iCLASS readers. These currently use NFC technology to allow access

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credentials to any protected space and, by integrating them into BlackBerry devices, authorisation can be granted with a simple tap or wave of the phone, without the need for employees to keep track of extra keys, cards, or dongles.

Staff and businesses will certainly like the convenience and efficiency of this solution.

It means fewer devices for the employee to handle and if the business is planning to purchase company BlackBerrys anyway, it could potentially represent a lower overall cost to the business. However, the picture is not necessarily as rosy as it might seem and the devices can bring new physical and logical security headaches.

The Trojan wars For example, hackers are becoming increasingly smart when it comes to targeting mobile devices, which represent a softer target than laptops and desktops. We have already seen a new strain of the Zeus Trojan, which targets personal banking details specifically through smartphones and which highlights a dramatic rise in

mobile malware. With 10,000 apps submitted to Apple’s App Store alone every week, the likelihood of an app slipping through the approval process and compromising thousands of mobile devices grows ever higher.

Smartphones also bring with them physical security concerns that could cause businesses more problems than they had initially anticipated. These devices are attractive to thieves at the best of times and incorporating entry permissions into the devices could create worrying loopholes for opportunistic criminals.

There are issues that need to be addressed before we start thinking about using smartphones to access buildings, and this is the result of changing roles in the industry. In the past, the logical security manager and the physical security manager would have been two different positions; now, however, the roles have gone on to be merged into one. This looks great on the balance sheet,and certainly has benefits when it comes to more joined-up thinking. But the fact remains that where there were once two people to take responsibility, there is now only one – and in many cases they are too stretched, with skills and training focused on one person instead of two. Compromises are inevitable, with maintenance and monitoring suffering.

This means that even with the best intentions, they cannot react quickly enough. If an alarm is triggered, there simply aren’t the resources in place to take action, unless there are guards in place who can react immediately.

As best practice, businesses should have a security or guard room where someone can monitor whether either internal or external barriers to entry have been left open or compromised and keep an eye on the CCTV

system – after all, these are often expensive investments for businesses and are wasted if they are not used correctly.

To make a security system work, attitudes need to change at the very top. In many organisations, it’s seen as just one more headache to be dealt with. Either that, or directors and senior management are so laid back about the whole issue that they don’t give it the right attention or budget. Some think that there’s no point in bringing in somebody as a ‘just in case’ measure when budgets are squeezed and every penny of investment must be accounted for. It’s vital that top-level management buys into the fact that both logical and physical security is important, and assigns to it the budget it needs.

Spreading the word Once the company’s board is on side, the same attitudes need to be disseminated throughout the company, so that everyone understands the importance of security and that adhering to the policies is absolutely key.

All too often, the commitment is there at a strategic level, but the implementation is lacking.

We have worked with a number of companies that had fantastic security polices. However, with all the will in the world, without the correct awareness and training in place they will never be effective.

On one of our inspections of a ‘heavily secure’ site, we came across a post room with the door propped open because the air conditioning was broken – and through which anyone could have accessed the facility that was supposed to be protected.

Imagine if NFC-enabled smartphones had been left on desks unattended, as happens in hundreds of workplaces every day – leaving the door open www.fm-world.co.uk

3/11/11 11:01:18

not only risks losing company property to an intruder, but might also potentially give them unlimited access to the site if the theft were not noticed quickly enough. In the vast majority of workplaces, this attitude means that physical security is not tight enough to make smartphones a viable option.

What, then, is the alternative?

Unifying logical and physical security does, when done well, have its benefits. An example which clearly demonstrates this is the use of employee badging in and out of a building to maintain door access security.

This is almost invariably mandatory for all staff in a policy; however, enforcing this ranges from problematic to impossible, given that an employee could easily walk in alongside a colleague (‘tailgating’) and leave no record of their entry. This not only breaks the physical access security policy, but also makes it much more difficult to build a comprehensive list of people in the building in case of evacuation.

By linking the physical and logical security infrastructure, however, the controls can be enforced more strictly. If an employee tailgates into the building without badging in, they can be denied access to IT assets even if they have a viable username and password; the network can query if the building access has been logged correctly before allowing login.

Worth the risk Decisions on logical and physical security should not be taken on the basis of convenience alone. There may well be a place for smartphones in the future, but it is debatable whether www.fm-world.co.uk

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employees and directors have the right attitude towards security to make them the best option for the time being. Instead of jumping on the bandwagon and unthinkingly adopting the latest gadget, companies need to take a smart approach to security, ensuring all assets are protected by a strong and reliable system that suits their premises and their business. FM Paul Johnson is specialist auditor and director at NGS Meridian, an NCC Group company

FM WORLD | 10 NOVEMBER 2011 | 23

3/11/11 11:01:44

FM FEATURE CASE STUDY MARTIN READ

SQUARE FOOTAGE OF OFFICE SPACE: 37,904 SQUARE METRES (408,000 SQUARE FEET) OFFICE SPACE OF WHICH 7,246 (78,000) LEASED BY MINDSHARE AND 4,459 (48,000) BY WPP SISTER COMPANY BURSON MARSTELLER NUMBER OF STAFF IN ORGANISATION: 600 INTERNAL FM TEAM SIZE: 5 CATERING PROVIDER: VACHERIN M&E MAINTENANCE: PLATINUM FM SERVICES ARCHITECT: RENZO PIANO BUILDING WORKSHOP/FLETCHER PRIEST ARCHITECTS MINDSHARE FIT-OUT: BDG ARCHITECTURE AND DESIGN PROJECT MANAGER: STANHOPE MAIN CONTRACTOR: BOVIS LEND LEASE

In a new, hard-to-miss London landmark, FM is making its mark for one of the country’s major communications agencies

IMAGES: MIKE GOLDWATER

FREE THINKING

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nce upon a time, in a world now seemingly gone forever, communications agencies and their clients worked within clearly defined relationships. A client would bring a brief to an agency, they’d both talk about it and the agency would go off to create campaigns. These would run in newspapers, magazines, television, on the radio or at events. With the parameters of the campaign set, the agency would go away and deliver it. Simple.

Then came the information technology revolution of recent years and, of course, the internet. Today’s modern media agency is a very different beast, deploying campaigns across a bewildering array of media (YouTube, social media, virals, video games) and requiring a much closer connection between a more demanding client and the agency’s creative departments.

So when global media communications business WPP sought to move its Mindshare agency from existing offices on the Strand, London, how its creative groups worked as a team and with clients visiting the building was a key priority.

Moving to the newly opened

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Central Saint Giles development in London’s West End, it believes its found the right formula – with more than a little help from its facilities management team.

Central Saint Giles was named ‘best of the best’ at last month’s British Council for Offices (BCO) annual awards. This mixed-use development has added a splash of colour, literally, to what was hitherto a drab location.

Architect Renzo Piano’s distinctive addition to the West End skyline can even be picked out from aircraft circling overhead, such is the impact of the 134,000 brightly coloured ceramic tiles that make up the development’s exterior panels.

The red, yellow, green and orange tiles help the BREEAM-rated building stand out.

As the first corporate tenant when it moved from its former premises in the Strand, Mindshare’s new flagship headquarters boasts 7,246 square metres (78,000 square feet), of serviced desking for over 600 staff on the development’s seventh and eighth floor.

General office space is joined by partitioned offices around the cores forming the reception, office service areas, tea points www.fm-world.co.uk

3/11/11 17:41:59

MINDSHARE, CENTRAL SAINT GILES

Mindshare’s choice of flooring for its reception space is striking, the polymer surface requiring more cleaning than other, less dramatic surfaces (left, below)

The seventh floor office offers unique views of the capital (main picture) The roof terrace is popular with both agency staff and clients alike (bottom left)

and meeting spaces. On the eighth floor, there’s a bar and catering area that leads on to a striking roof terrace with even more striking views of the capital. It’s proved hugely popular with clients – of which more later.

“Our industry has changed quite a bit,” says Mark Creighton, chief operating officer at Mindshare UK. “Where previously we had separate departments dealing with their own aspects of a campaign, increasingly those areas have converged. Clients are asking us to unite our specialists around a brief, which is a challenge. www.fm-world.co.uk

24_27_St Giles.indd 25

“In our old building, work would be produced on strictly departmental lines. Specialist teams dealt solely with their elements of a campaign brief – TV, for example, or radio – with each department situated on different floors.” Creighton explains how each department would produce its part of the campaign jigsaw before passing it on to someone else – a linear process that involved a lot of running up and down stairs.

In its brief to fit-out specialists BDG architecture and design, Mindshare proposed the idea of ‘client villages’. TV, radio and other specialists would sit next

to each other and talk about the relationship between those channels and the overall client brief. Phil Hutchinson, joint managing director of BDG, was involved in the fit-out from day one.

“The Mindshare design concept was based upon a ribbon of collaborative spaces running through the centre of the space with the prized views around the perimeter to be open to all.

Mindshare wanted a collaborative space to be within five to 10 metres from where an employee sits, with immediate access and not a journey.”

Says Creighton: “When we came into this open floorplate, we were conscious that we didn’t want to create those silos again.

We also realised that we had to accommodate how a brief might change. For example, on some days a TV specialist might need to talk to a data analyst. We wanted to pursue the idea of activity-based working, where individuals didn’t have fixed desks, but instead could sit anywhere in the client village.”

All of which may have been unsettling for Mindshare’s employees, especially as many of them would have spent their

entire working lives in disciplinespecific teams. Nevertheless, surveying of staff prior to the move established that employees were also keen to see the silo approach ditched and welcomed the potential for professional development that would result from working in multi-disciplined teams, with a variety of skills.

Not having their own desk proved the most contentious proposal for staff, but since Mindshare’s move to Central Saint Giles in February, there have been no complaints.

‘Client villages’ are the physical manifestation of existing management practice.

“We already had processes in place that detailed how a brief should work,” says Creighton. “A process called storytelling, which is all about integrating the brief across all the offerings we have.

The reality is that it only works if you’re actually sitting with all the people working on that brief – that’s when the concept of storytelling can come to life.

“Our ambition was to have integrated teams without any dilution in specialism and we realised we would have to physically move people together to make it happen.”

FM WORLD | 10 NOVEMBER 2011 | 25

3/11/11 17:42:23

FM FEATURE CASE STUDY MARTIN READ

Mind mapping What Mindshare has ended up with is a multi-faceted ‘collaboration zone’ running along the spine of the new building. Around the core are the more formal meeting rooms, with the spines home to a range of informal areas where people can sit and brainstorm. Room space is not bookable. Indeed, there is no room booking. (“We were spending more time administering meeting rooms than using them,” says Creighton, pointing to the fact that many hour-long bookings were only used for 20 minute meetings.)

Having clients make use of the space was always part of the plan, but Mindshare has been surprised at just how much extra value their clients are getting from the building. As well as individuals dropping in to do some work on the many breakout spaces – more than ever did back in the old Strand offices – the space is being requested for client training sessions. One client, Castrol,recently conducted one of their governance sessions from the special presentation area on the eighth floor.

“Our industry has always had a reputation for entertaining people,” says Creighton, “and now we can do that without leaving the building. This summer was fantastic for hosting clients and letting them see London, whether it was our in-meeting room dining service to our own canteen at the bar.” And you can see why – the view from the terrace across the capital is stunning. As an entertainment space, the eighth floor of Central Saint Giles has few rivals.

Eventful time for FM The new workflow has been a success and has engendered greater interaction with clients 26 | 10 NOVEMBER 2011 | FM WORLD

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Rather than working among their own kind, specialists now work in teams of people from other specialisms in a space prepared around a client’s brief

on site. Perhaps the most important change, however, has been in realising the importance of the FM team to the change process. Says Creighton: “Our ‘big learning’ on this project has been that when you have showpiece office space, expectations of what you can achieve from a facilities sense grow.”

“The number of events we put on has tripled: we’ve had 60 events here so far compared to 20 during the same period at the Strand. Where once we might have taken an event involving 100 people out of building, we’re now doing all of that on site.”

This has put greater emphasis on what was previously a maintenance-focused facilities department. Mindshare has a five-member internal FM team that it shares with its WPP stablemates and fellow Central Saint Giles tenants, Burson Marsteller. Cleaning and catering are outsourced, with Vacherin providing the catering. But what hadn’t been anticipated was the need to outsource M&E. Since the February move, Mindshare’s expectations of its FM team have www.fm-world.co.uk

3/11/11 17:42:59

Left: the bar area leads out on to the roof terrace, giving Mindshare a large presentation space that its clients can also use Right: writing walls allow creatives to brainstorm Bottom left: tea points are out in the open to encourage greater interaction

High performance, low maintenance

BSI certified to BS EN 50171

New space saving available

shifted so much that the M&E element of the FM service is now performed by Platinum FM Services.

“What we need from our FM team is very different today,” says Creighton. “We now want our space to look fantastic every morning. We’ve started adapting the space, making rooms different for different meetings in order to delight our clients and partners.

Our facilities team has shifted to focus on how the rooms look, making them the best that they can be. They’re far more involved in preparation.”

Creighton explains that, for his team, the move and subsequent occupation have been a major learning experience. “We didn’t expect the volume of events we’re doing. We thought they’d be our events, not those of our clients.” Creighton describes the realisation that these events were doable – soon, he was putting on three major events a week. “That immediately changes the way you think about your support services and the things you’re asking them to do,” he confirms.

And although Creighton readily www.fm-world.co.uk

24_27_St Giles.indd 27

admits his team don’t have all the answers just yet, he feels an important corner has been turned. “By no means have we got it cracked yet. But it’s made us understand that it’s not just about the media people in our business, but also the people delivering our support services, our reception and our catering team.

Where once FM, catering and reception all worked separately, collaboration between those departments has become missioncritical. Working in concert, the three departments understand the space, and know what can be achieved when setting up an event and indeed what could prove logistically impossible.

The size of the FM team hasn’t changed since the change in emphasis from maintenance to event preparation, but any extra pressure has been eased by the outsourcing of M&E. Creighton concedes that Mindshare’s new appreciation of its FM department is a happy accident.

“We realised that we were being drawn into event management, and that this trend wasn’t going to go away.” FM

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FM WORLD | 10 NOVEMBER 2011 | 27

3/11/11 17:44:14

FM MONITOR MARTIN WATSON

LEGAL UPDATE

Martin Watson is business unit head for UK Fire Safety within the Siemens Building Technologies division

FIR E AL AR M S A N D T H E LO CA L I S M BI L L

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overnment legislation could see G companies fined for false fire alarms by individual fire services. Martin Watson discusses the implications for FMs

The laws outlined in the Localism Bill currently going through parliament mean that individual fire services throughout the UK will be able to charge per false fire alarm. When the bill is passed, fire and rescue authorities in England or Wales will be able to charge for the time they spend responding to false alarms from commercial buildings. Plenty of countries in Europe have already enforced a similar strategy, with England and Wales relatively late in bringing in this new legislation.

A false report can be made by an employee, or from malfunctioning or incorrectly installed fire detection equipment.

If a fire and rescue authority decides to charge for taking action as a result of a false alarm, the amount charged is set by the local authority and can vary depending on circumstances. All local authorities within England and Wales will have the authority to enforce a charging system for unnecessary call-outs.

The fire and rescue authority can only charge up to the costs incurred – they cannot make profit through charges. However, taking

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into account the costs associated with sending out two fire engines and two teams of firefighters, plus their specialist equipment, this could be a considerable amount. Some brigades are against charging, as this could result in companies becoming reluctant to call the fire service. Therefore, although the general consensus is that authorities should enforce charges, some may decide not to.

The amount charged is set by each local authority, not nationally, and will be different depending on circumstances.

Where there’s smoke...

The Localism Bill is going through parliament now. However the clauses which refer to fire and rescue authority charging are currently being updated. The changes to fire and rescue authority charging are likely to come into play next year, although it’s important that facilities managers take action now both to be compliant with new legislation and avoid prosecution under the existing Regulatory Reform Fire Safety Order 2005 RR(FS)O. This Order came into force in 2006

and is already used by the Chief Fire Officers Association (CFOA) to keep false alarm levels down by threatening and enforcing prosecution. The CFOA is aiming for a policy of zero tolerance on false alarms.

Switching off or removing detectors can seem like a simple solution for organisations trying to avoid false alarms. However, the stark reality of the damage caused by a major fire shows this is a short-term and flawed approach.

70 per cent of businesses go into liquidation within three years of having a major fire. In addition, ‘alarm apathy’ can set in when a site has repeated false alarms.

Ultimately, this could put lives at risk in the most serious of circumstances.

False alarms To overcome the issue of false alarms, organisations should ensure they have the optimum number of detectors and ensure that those detectors are robust and individually programmed to suit their specific environment.

The main issue with smoke detectors is that many are unable to detect between expected fire phenomena (for example; smoke) and deceptive phenomena (such as steam) leading to false alarms.

Fire detectors that use advanced signal analysis (ASA) detection technology allow optimal protection across every application and organisations should seek to utilise this unique technology in their fire safety systems.

ASA technology records signals (for example; smoke) and compares them with preprogrammed parameter sets. This means that the system is able to analyse the stimuli it is confronted with and identify it as being either

expected fire phenomena such as smoke, or deceptive phenomena such as steam. This ability to modify the threshold levels of the detectors also means the same product can be used throughout a whole building across all applications. From a clean room to industrial production facilities, the system can be tailored to best suit the environment in which it is placed, so it is able to both protect fully, but also minimise the disruption caused by false alarms.

A burning issue The impact of a false alarm should not be underestimated.

In certain environments, the cost and disruption can be significant: hospitals, schools and shopping centres can take several hours to recover, while industrial environments are also hard hit – a production line not only loses money during the time it is inert, but can take days to be re-started as the entire area may need sanitising and safety checks before production can re-start. In research environments the impact on data integrity can be catastrophic. The environmental impact can also be underestimated. Many buildings have systems where equipment is shutdown automatically or fans turned on/off when triggered by alarms. Unnecessary energy is used by equipment and machinery having to reboot and get back up to full operating speed.

The bottom line At a time when the focus is on cutting costs and the bottom line across private and public sectors, organisations should not miss the opportunities offered simply by effectively reducing their false alarms on site. www.fm-world.co.uk

3/11/11 17:44:58

LEGAL NEWS

Court Report IMMINGHAM STORAGE CO LTD V CLEAR PLC In a challenging market, it is common for parties to try to extricate themselves from undesirable contracts. Here, we look at a case in which the Court of Appeal held that an email exchange constituted a binding contract despite the fact that, in the exchange, it was stated that a formal contract was to follow.

Case background The claimant, Immingham Storage, provided storage facilities for petroleum and petrochemicals.

The defendant, Clear, traded in commodities, including fuel.

Following some preliminary enquiries by Clear regarding the use of Immingham’s storage facilities for a shipment of diesel, in December 2008 Immingham emailed Clear with a twopage quotation for signature.

Immingham’s quotation was stated to be “subject to board approval and tankage availability” and covered key terms such as parties, dates, fees and handling methods.

It incorporated “all other terms” by reference to the “General Storage Conditions”, which were attached. Finally, it stated, “A formal contract … will follow ”. It did not state “subject to contract”.

On 5 January 2009, Clear faxed the signed quotation to Immingham, which by email acknowledged receipt and said it would seek its board approval and confirm tankage availability by the

would be “raised” prevented the email from comprising an acceptance.

end of the week.

On 9 January, Immingham emailed Clear saying that it was “delighted to be able to accept [its] offer to take up … storage space” and that “[Immingham’s] full contract … will be sent for signature.” The contract was delivered, but never signed. Clear was subsequently unable to source the diesel and refused to pay storage invoices, denying the existence of a contract.

The legal argument Immingham argued that two of the emails comprised an offer and acceptance, and together formed a binding contract. Clear denied this. The email of 5 January included the sentence “A formal contract will follow in due course” and therefore could not constitute an offer.

Even if it did, Immingham’s response that its full contract

How the court ruled The Court agreed with Immingham. The email contained all the relevant key terms and was subject only to Immingham’s board approval and confirmation of the required space. It did not say “subject to contract”.

Once the two conditions were fulfilled, the email comprised an offer capable of acceptance.

The provision that “a formal contract” would follow did not preclude the formation of a binding contract; it merely indicated that the contract would be a “formality”, as evidenced by the word “formal”. In the other email, provision for a “full contract” did not assist either: it was a “mere expression of the desire of the parties as to the manner in which the transaction already agreed to, will in fact go through”.

This case is a cautionary tale for negotiating parties, who must be extremely careful that they do not find themselves to have contracted prematurely.

Using the words “subject to contract” may help, although this wording is persuasive rather than conclusive evidence that they do not yet wish to be bound.

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

Olympic warning Britain’s safety watchdog is challenging the construction industry to learn from the London 2012 construction project and improve the safety record of one of the most dangerous occupations in Britain.

The Health and Safety Executive’s Leadership and worker involvement on the Olympic Park research shows how the Olympic Delivery Authority (ODA) adopted an inclusive, no-scapegoating approach to managing risks that could be adapted to any project – irrespective of its size or budget. It is the first in a series of research reports that HSE will publish as part of the London 2012 Learning Legacy.

Fine over Legionella risk A Welsh recycling company has been fined for failing to take appropriate measures to control the risk of exposure of its workers and the public to the potentially fatal Legionella bacteria.

The Health and Safety Executive (HSE) prosecuted Merthyr Industrial Services (Biomass) following an investigation of its premises.

HSE inspectors found that over a period of five weeks, the company had sporadically been operating a cooling tower on site without taking appropriate measures to control the risk of proliferation of the Legionella bacteria.

The company was fined £600 and ordered to pay full costs of £8,577.

The Legionnaires’ outbreak was declared on 3 September 2010 and was officially announced as over on 12 October 2010.

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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3/11/11 17:45:20

FM MONITOR MARK GORDON

HOW TO…

Mark Gordon is the surveying manager and lead consultant at Pennington Choices, a housing consultancy and PV solar panel installer

IN STALLIN G SO L A R P V PA N EL S O N H O US I N G

olar photovoltaic (PV) systems are a low-maintenance technology.

But as Mark Gordon explains, users should select an experienced, compliant supplier

S

you receive a smaller kWp system than you were originally quoted for. This means the return from the FiT will be lower than anticipated.

4⁄

Check your roof

Your roof structure needs to be strong enough to support solar panels and be free from any tiling problems. Most PV installers should be able to provide you with a price for a roofer to correct any issues before installation.

5⁄

The panels

Solar PV systems offer a source of renewable energy for organisations keen to reduce the carbon footprint of their housing stock. Despite the relative simplicity of these systems in use, several issues can arise. These can compromise the efficiency of your panels, cutting the energy they generate:

1⁄

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Choose the right installer

Ensure that you use the correct company to install a solar PV system. The company has to be accredited by the Microgeneration Certification Scheme (MCS) to receive any Feed-in Tariff (FiT) payments.

The purpose of the MCS accreditation is to protect the consumer by ensuring the products and the installer meet the approved standards. Any company undertaking installation of any form of renewable energy source that is intended to feed back into the national grid will need to be certified. This includes large companies and single installers alike.

The company should visit the property to provide you with a

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quotation. The organisation should be able to provide references from previous customers as well as proof of accreditations.

2⁄

The survey

Prior to quotation, a company should visit your properties to check the orientation and size of the roof, the condition of the structure (determined by an inspection of the loft) and to ensure that there are no significant shading issues that can reduce the amount of electricity the panels produce.

Ensure that this survey is carried out by an experienced surveyor, not a salesperson.

3⁄

Quotation

Get quotations from several companies to ensure you are receiving the best price and the correct amount of panels for the property. Some companies will provide a quotation without measuring the roof properly and overestimate the amount of panels that your roof can safely hold. This will make the system unsafe on your roof, or it may mean that on installation day

Ensure that the panels you are being offered and the installation company are both MCS-accredited.

Your installation company should provide you with a choice of panels, advising of the different outputs they give.

6⁄

Warranty

Warranty information should be provided in your quotation and in your handover documents when installation is complete. Ensure the company that manufactures your panels has a long-standing reputation.

The warranty will no longer be valid if the organisation goes bust.

You could be stuck with a solar panel system that will cost you a lot to repair if something goes wrong.

7⁄

Equipment

Health and safety regulations insist that installers use scaffolding and safety equipment to protect themselves and the property.

The inverter is one of the main parts of your installation. An inverter comes with a standard five-year warranty and you will have the option of taking out a 10-year warranty.

The equipment used in the installation should be installed by a qualified electrician. A solar PV system is a live system and the risk of electrocution is high if not installed correctly.

8⁄

Electricity

Your installer should discuss how you use electricity. Solar panels use power as it is generated and only generate electricity during daylight hours.

Therefore, you may need to change your energy-use habits to receive the most out of your system. For example, programming appliances to run only during the day will ensure they use electricity as it is generated.

In this way, you will be eligible for higher FiT payments for electricity used rather than the lower payment for electricity generated, but returned to the national grid.

9⁄

Maintenance

Some consideration has to be given to the long-term maintenance and cleaning of the PV panels as a build up of dirt can reduce the energy output of the system.

The rainfall we receive in the UK is enough to regularly clean the panels, although occasionally, a build-up of dirt and debris causes a problem. This can be removed by washing with a hose pipe or a soft sponge and water.

10⁄

On-site roofer

A roofer should be on site during the installation to make sure none of the roof coverings are unnecessarily disturbed and any disturbance that has to occur is made good before the installers leave the property. FM www.fm-world.co.uk

3/11/11 17:03:07

CAREERS ADVICE

Joni Tyler is head of CPD policy and standards at the Royal Institute of British Architects

CON TIN UAL PRO FESS I O NA L DEV ELO P M EN T

s life long learning becomes an increasingly important part of an FM’s professional development, Joni Tyler offers advice on how to plan CPD activity

A

businesses, using CPD to acquire new skills can also help you get new work and new clients.

You should think of your needs and the needs of your organisation when choosing CPD. Here are some tips: 1. Think about how relevant a learning activity is to business plans and objectives 2. What knowledge will you gain?

3. Ask how skills will be transferred 4. Use CPD within the context of performance appraisal and review Also, look at the professional competencies you need in FM when choosing CPD. The BIFM has a very useful set of competencies and the RIBA has just released its own newly updated CPD curriculum. Use them to guide your choices. You will see that there are overlaps between the RIBA and the BIFM.

Continuing Personal Development (CPD) is any learning activity relevant to your profession.

Depending on the expertise you need, your time spent on CPD can include anything from weekly reading at one end of the spectrum, to extra qualifications at the other, with an endless variety of learning activities in-between.

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Deciding how to learn To help members focus their efforts, RIBA divides CPD activities into ‘structured’ and ‘informal’.

Structured CPD is often based in a classroom and can be carried out in house, at other venues or online.

Structured CPD will have clear learning aims and outcomes given to you by the learning provider. It includes CPD activities like RIBAassessed seminars from the RIBA CPD Providers Network (see www.ribafmcpd.com for details) or more detailed CPD from our regions, from university and college www.fm-world.co.uk

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courses, training, conferences, and seminars from organisations such as the BRE. Informal CPD includes selfdirected activities like engaging with relevant LinkedIn or Facebook groups, reading journals such as FM World, site visits and mentoring.

This liberal approach to what can count and where it can come from means you take ownership of your CPD. It also means that CPD works for you, rather than the other way around.

Choosing CPD CPD should do the following: 1. Help build and develop your business 2. Help your personal career development 3. Enable you to gain new skills 4. Help you to maintain professional competence For those of you with your own

New RIBA CPD curriculum Being safe – health and safety Climate – sustainable architecture External management – clients, users and delivery of services Internal management – professionalism, practice, business and management Compliance – legal, regulatory and statutory framework and processes Designing and building it – structural design, construction, technology and engineering Where people live – communities, urban and rural design and the planning process Context – the historic environment and its setting Access for all – universal or inclusive design Finally, think about how you will access certain CPD activities and how much time and resources are needed. For example, certain

CPD activities can be done in your own time, such as reading, or online CPD. Other activities cost money, including conferences and training courses. Some CPD activities come to you, such as RIBA CPD Provider Network lunchtime seminars and RIBA Online CPC. To get the most from CPD, setting in place a regular cycle is useful, or you risk being reactionary.

You can set learning and development goals ahead of time using our professional development plan. Use the plan to review and explore your professional and personal needs. ● Analyse your strengths and weaknesses ● Look ahead at what your business needs ● Decide what areas you need to develop ● Plan and research your learning activities ● Carry out your CPD ● Record the individual activity online ● Review and reflect on what you learned in that CPD ● Put what you learned into practice ● Regularly review, analyse and assess your needs ● Make CPD a regular part of your professional life.

At RIBA, we believe it is important to be creative in your approach to CPD, but also systematic. Recording all CPD learning activities help to achieve this. This approach also means you control your own CPD now and in the future planning of your career.

Like RIBA, the BIFM offers its own members an online tool to record CPD activities.

Joni Tyler is head of CPD policy and strategy at the RIBA

FM WORLD | 10 NOVEMBER 2011 | 31

3/11/11 15:54:46

BIFM NEWS BIFM.ORG.UK

Rising FMs at Westminster Kingsway College

CONFERENCE

SAM KESTEVEN

Call for 2012 conference speakers

The BIFM is inviting submissions for speakers at the ThinkFM Conference 2012. Next year’s theme is ‘Ideas for change: how great facilities management makes the difference’. The closing date for submissions is 9 December 2011.

The conference agenda will be divided into three hubs: ● Workplace: making spaces work ● People: inspiring the team ● Competitive advantage: driving performance and value If you have a new and innovative idea for change within the industry that will inspire and motivate our delegates and fit into one of the above hubs, get in touch.

We are looking for speakers who can be creative not only in their content, but also in their delivery.

To get involved, submit your content now at www.bifm.org.uk/ thinkFMcontent.

We would also like your suggestions for keynote speakers at Think FM. Who would you like to hear? If you’ve been at an event and heard someone you think would be a great speaker for next year, let us know. If you’ve read a book and would like to hear from the author, or watched a TV programme and thought the presenter was especially interesting, email the details to richard.byatt@bifm.org.uk. If you are the first person to nominate someone that we eventually book, we’ll give you a free place at the conference.

ThinkFM is brought to you

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by the BIFM, in association with Workplace Law. i ThinkFM takes place on 18 June 2012 at the Royal College of Physicians in London. Visit www. thinkfm.com for more details.

If you are interested in sponsoring ThinkFM contact neil.everitt@bifm. org.uk

RISING FMS

Success for Rising FMs careers day More than 150 delegates attended the first Rising FMs’ careers day held at Westminster Kingsway College, on 30 September 2011.

Attendees were able to get careers guidance from professional bodies, employers, recruitment advisers and attend a full programme of skills workshops presented by event co-sponsors, FRL Recruitment, Maxwell Stephens and Talent FM. Commenting on the success of the day, Nigel Dews, managing director of principal sponsor Harrow Green said: “We couldn’t be more pleased to have been part of this initiative, and we congratulate

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

the Rising FMs special interest group for making it a great success.”

In the main presentation area, Lionel Prodgers, director of Agents4RM, delighted his audience with ‘A history of facilities management’, tracing the origins of the profession back some 5,000 years.

Ray Shilling, head of employer training at Westminster Kingsway College, presented on why his organisation decided to deliver qualifications in FM and why they believe in FM as a career of choice.

In a packed agenda, members of the Rising FMs committee, Samantha Bowman, Sajna Rahman and William Bowen discussed ‘The skills gap’, identifying the current and future challenges affecting the profession. They undertook a workshop for individuals and teams on how BIFM competencies can be used to manage continuing professional development.

The afternoon was a mix of formal presentations, informal discussions and workshops. Valerie

Everitt, professional standards and education director at the BIFM, hosted a panel discussion with Liz Black, Asset Skills; David Pardey, ILM; Tony Hardstone, FM at Mott MacDonald; and Tom Robinson, training manager at Mitie Client Services. The panel looked at career pathways and the opportunities for development using BIFM qualifications in facilities management and the emerging FM apprenticeship frameworks.

Employers, G4S and Interserve were on hand providing individuals with one-to-one advice on what a career within their organisation can offer.

Norland were also keen to promote its apprenticeship programme, which is a key part of the organisation’s training and development strategy. i Learn more about the Rising FMs group and all other BIFM Special Interest Groups at www. bifm.org.uk/groups

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3/11/11 11:03:32

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

BENCHMARKING

Benchmark to save The FM benchmarking service made available through the BIFM allows you to compare the performance of your buildings against similar ones, analyse any differences and improve performance over time. To help you understand more about the benefits of benchmarking, three short videos are available explaining the solution. Here’s what they contain: ● Saving money and reducing your building’s carbon footprint through benchmarking See a very brief overview showing you what FM Benchmarking is all about and how it will help you reduce your building’s operating expenses and carbon footprint.

You will also see charts demonstrating the savings in costs and energy consumption that clients have achieved. ● Getting started with FM benchmarking Once you decide that you’d like to try FM benchmarking, this video explains where to go on the site and how to get your basic building data input. ● Unleashing the power of FM benchmarking If you’re curious as to how FM Benchmarking will identify cost and energy savings opportunities, watch this video. It is ideal for people who have not yet started to use FM Benchmarking as well as those who have already put in their data (the latter will see how to maximise their benefits).

BIFM members receive a discount of up to 40 per cent off the list price – US$225 per building, compared to the list price of $375. i Watch the videos now at www. fmbenchmarking.com/video.html.

Learn more about benchmarking at www.bifm.org.uk/benchmarking

www.fm-world.co.uk

32-34_BIFMNews.indd 35

Richard Byatt is corporate & public affairs director

BIFM COMMENT H O M E RU N

ttending IFMA’s World Workplace is guaranteed to give you a different perspective on facilities management.

But I hadn’t expected to get it while standing on the field of a sports stadium in Phoenix. IFMA held the welcome reception at Chase Field, home of the Arizona Diamondbacks baseball team. Temperatures were in the 80s for the week of the conference and the stadium has a retractable roof – the first of its kind in the US – not so much to protect the crowd from rain, but to shield them and the grass from the sun.

Of course, if you close the roof, things are going to get hot. The answer? Air condition the entire 48,000 seat stadium!

Cooling a complete stadium is probably logical from the perspective of a major league baseball team, if not from a sustainability point of view. But if technology can solve the problem of an overheating baseball ground, how about a warming planet?

A newspaper item caught my eye while I was in Phoenix. It was a review of a thermostat, in the personal technology section – a column normally given over to the latest in tablet computers or smartphones.

However, this is no ordinary thermostat, this is the iPod of thermostats. A cool bit of kit that is intuitive to use. Anyone who has ever listened to Bill Bordass knows that complexity is the enemy and too many building controls are used incorrectly, or not at all.

According to the USA Today reviewer, the new digital Nest Learning Thermostat smashes any preconceived notions of what a thermostat ought to look like and how it should operate. It can be accessed remotely and learns from your behaviour.

A proximity sensor wakes up the device when you come near; it also has sensors for temperature, humidity and ambient light. The display turns orange when the heat is on and blue during cooling. The target temperature is shown in the middle of the screen, together with the time it will take to reach that temperature. If it is operating at what Nest considers to be an ideal energy-saving temperature, a green leaf appears on the screen.

Could the humble thermostat really save the world?

A

“COOLING A COMPLETE STADIUM IS PROBABLY LOGICAL FROM THE PERSPECTIVE OF A MAJOR LEAGUE BASEBALL TEAM, IF NOT FROM A SUSTAINABILITY POINT OF VIEW. BUT IF TECHNOLOGY CAN SOLVE THE PROBLEM OF AN OVERHEATING BASEBALL GROUND, HOW ABOUT A WARMING PLANET? ”

richard.byatt@bifm.org.uk

FM WORLD | 10 NOVEMBER 2011 | 33

3/11/11 11:07:25

BIFM NEWS BIFM.ORG.UK

FMs at the London region event discussed managing vacant property

LONDON REGION

CASE STUDY: BIFM TRAINING IN GHANA

London region event More than 60 FMs attended a BIFM London region event on managing vacant properties at the Association of British Insurers building in September.

Mark Cosh, European director for empty property specialists SitexOrbis, opened the discussion by talking about the issues facing vacant properties, including loss of income, empty rates, compliance with insurance stipulations, increased maintenance and duty of care.

“Vacant property is a very small part of most facilities managers’ portfolios, but takes up much of their time and causes the most pain,” he said.

Nick Shaw, divisional director at Vinci, emphasised that vacant is just a phase in a building’s lifecycle.

From the insurer’s perspective, offered by Matt Gordon, underwriting manager at Aviva, metal theft is the key issue. The problem, he said, is not so much the theft of the metal, but the damage thieves do when ripping copper piping off the wall. He gave the example of a building that received £2.5m of damage when just £80,000 of metal was stolen.

FUNDRAISING

ISTOCK

Celeb gala ball in London BIFM member Angela Grigg, hospital manager at the RSPCA Putney Animal Hospital, and her colleague Adam Rickitt, capital appeal manager and former Coronation Street actor, are hosting a gala ball at The Dorchester in Mayfair,

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BIFM TRAINING hen Ian Cramp was asked to present a customised five-day programme in Ghana’s capital city, Accra, his first thought was if it would be similar to Nigeria or Angola, or different again?

Already a highly experienced international trainer, Cramp has delivered courses for BIFM Training across the globe – from Europe to Russia and the Middle East to Africa. In every case he’s found a common desire for knowledge about good FM practice to support an emerging profession – albeit against very different cultural and commercial backgrounds.

In Ghana, Cramp was immediately aware of the enthusiasm and commitment to learning among the managers attending. As he explains: “In common with many countries where FM is still at an early stage of development, there’s a perception that it’s essentially about maintenance.

But by exploring a wide range of issues, we demonstrated just how much difference a professional FM team can make across the broad spectrum of services. Most of the team plan to complete the ILM L3 Award in FM – a formal qualification that will provide valuable recognition, as well as giving the individuals a well-balanced view of the profession.”

Cramp was also struck both by the practical culture of Ghana and by the potential for development in one of Africa’s most progressive economies. “As in other regions, professional FM development is being driven by the arrival of major international companies and the development of a new generation of commercial buildings and infrastructure.

“There’s a strong emphasis here on achieving good customer service and raising standards,” he explains. “But I sensed that people in Ghana want to develop in their own way and they won’t be unduly swayed by international trends and fashions – especially when it comes to architecture. New developments will need to fit the context and show fitness for purpose.”

One of the major challenges for FM development in Ghana will be ensuring that the supply sector can grow and keep pace with the competence levels required by clients. ”It’s great to see the investment client companies are making in education and training for their FM employees,” says Cramp.

“But there’s a serious shortfall in the supply sector, which we’ve also seen in other countries. This will have a serious effect on how the industry can develop regionally and nationally – unless suppliers are also prepared to build knowledge and skills.”

BIFM Training hopes to expand its range of FM courses and e-learning in Ghana, and is keen to work with local managers to explore further opportunities.

W

London on 24 November.

The ball is in aid of the RSPCA Putney Animal Hospital, which is in need of refurbishment, and Putney’s sister hospital in Birmingham, which requires re-building.

All BIFM members are invited to attend. A table of 12 costs £2,340 and a premium table is £4,000 (no VAT payable).

Individual tickets are £195.

The black tie event includes a four-course dinner, performances from celebrity acts and a charity auction. i Contact Angela on 0300 123 8052 or email agrigg@rspca.org.uk for details

SKILLZONE

BIFM SkillZone Ever wanted to be able to negotiate effectively to benefit you both in and outside of the workplace? Do you want to learn practical negotiation techniques and strategies, and to plan your negotiations to give you the greatest chance of success?

If so, then take a look at our SkillZone module ‘Negotiation Skills - The Principles’ which covers the principles, the preparation and the practice of negotiating skills.

This course combines theory with practical activities and scenarios to help you put what you learn into practice. i For further information go to www.bifm-skillzone.org.uk

i For information on in-house programmes with BIFM Training in the UK and overseas, contact Jane Bell at jane@ quadrilect.co.uk or via info@bifm-training.com. Don’t forget you can follow us online too @facebook.com/bifmtraining and twitter.com/bifmtraining

www.fm-world.co.uk

3/11/11 11:07:55

FM DIARY NATIONAL BIFM EVENTS 18 June ThinkFM 2012 Next year’s ThinkFM will be a day of learning, debate, interaction and, of course, networking. Delegates will take away new ideas to implement in their organisations to make a difference. ThinkFM 2012 will include new features, such as site visits so that delegates can see first-hand how great FM is making a difference. The hubs for 2012 have been designed to reflect key facets of FM including the workplace, people and getting the competitive edge in the current economic environment.

Delegates can pick and choose which sessions they wish to attend during the conference, so can either focus on just one hub, or move across all three to maximise topics.

Venue: Royal College of Physicians, London Contact: conference@ thinkfm.com or call 08701 632 804 8 October BIFM Awards 2012 The BIFM Awards 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 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.

They have been running for several years now, highlighting some of the leading examples of excellence that the facilities management sector has to offer. The night of the awards ceremony brings together the leaders of our sector with the winners, finalists and high profile guest presenters to celebrate excellence in the FM sector.

Venue: Grosvenor House Hotel, London Contact: communications@ bifm.org.uk or call 0845 058 1356 NORTH REGION 10 November Inaugural Hull area network Ian Ellison, BIFM north-east branch committee chair and senior lecturer and course leader at the Centre for FM Development, Sheffield Hallam University, will be joining at this inaugural event.

Venue: Sewell Facilities Management, Hull Contact: steve. parrish@sewell-group.co.uk

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

What is neuro linguistic programming? What is emotional intelligence? And how can we use it in FM to help with relationships and communication?

Venue: TBC Contact: carol.hearn@unilever.com or call 01234 222421 24 November Water for Facilities Managers Hosted by Sustainability Sig and Midlands region Do you want to: - Make sure you are compliant with water related legislation?

- Reduce your water consumption, and your carbon emissions as well as your costs?

- Take action to avoid flooding and know what to do if your building floods?

- Make a positive contribution to sustainability through your approach to water?

If so, please join us for this day event.

Venue: University of Warwick Contact: Reserve your place using the online booking system at www.waterevent.eventbrite.com 24 January 2012 Agile working pilot at Oxfam Presentations on Oxfam’s agile working pilot and tour of Oxfam House.

Venue: Oxfam House, John Smith Drive, Cowley, Oxford Contact: carol.hearn@unilever.com or call 01234 222 421 SOUTH WEST REGION 25 November South-West Region November training day A free-to-members training day organised by the South West Region committee. The sponsors for the day are SMS Environmental which will be delivering a session on the risks of Legionella in rainwater harvesting systems; Lucy Black, chair of the Sustainability Sig will be speaking on the latest developments in this area. Other speakers will be covering environmental law, energy reduction, sustainability for FMs and carbon management.

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

MIDLANDS REGION 10 November Communication & relationships in FM www.fm-world.co.uk

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7-11 November Workplace week Workplace Week is a showcase of workplace innovation taking place in

the UK, in aid of the BBC’s Children in Need charity. Organised by Advanced Workplace Associates and supported

by The British Institute for Facilities Management (BIFM), the British Council for Offices (BCO), CoreNet Global (UK) and the British Computer Society (BCS).

Venue: Nationwide Contact: Visit www.workplaceweek. com 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 1 December WORKTECH11 Utrecht Fifteen years after Rabobank opened the innovative Interpolis building in Tilburg it has adapted its working methods based on the idea of the building as a modern city, with over 5,000 people occupying an activity based working environment.

The Rabobank Utrecht office is a wonderful example of the role that design can play in implementing cultural change.

You will hear the story of Rabobank’s journey first hand from the project team, learn about the culture of Rabo Unplugged and how it will be shaping the Rabo work style over the coming years.

Venue: Rabobank Auditorium in Utrecht Contact: Visit www.utrecht.unwired. eu.com 21 February 2012 Workplace Futures: New needs, new Solutions?

The sixth annual conference looks at the changes in the industry.

FM is a business discipline and a vast service industry. It is a simple service delivery requirement and a mission-critical support operation.

Given that vast range, what does the future hold – more of the same?

Or something quite different? Is FM ready to face up to the big challenges and define its own future?

Venue: One America Square, London Contact: www.workplace-futures. co.uk, or phone David on 020 8922 7491

26 February - 1 March 2012 Hotelympia Hotelympia is the UK’s largest exhibition for foodservice and hospitality. Running every two years, it’s the ultimate platform for exhibitors and visitors to meet in a business-focused environment, covering food and drink, catering equipment, interiors, bathroom and spa, tabletop, careers and technology.

Venue: ExCeL London Contact: www.hotelympia.com 15 -17 May 2012 Facilities Show Organised in association with the British Institute of Facilities Management, The Facilities Show has established itself as the leading meeting place for the industry.

Venue: NEC Birmingham Contact: Registration for the Facilities Show opens soon. Visit www.facilitiesshow.com 23-25 May 2012 BCO Conference The usual ingredients will be on offer, including an outstanding series of plenary sessions, access to interesting projects and engaging seminars. Outside the conference itself will be the time-honoured tradition of BCO networking around the BCO Golf Cup, cycling, breakout sessions, welcome drinks reception and of course, the grand gala dinner.

Venue: Manchester Contact: www.bco.org.uk 25-26 June 2012 31st Facilities Management Forum In this ever changing environment, all companies need to source sustainable FM services, products and solution providers that offer the best value for money. At the Forum, you can find them quickly and efficiently. This event is specifically organised for FM directors and managers who are directly involved in the procurement of FM products and services.

Venue: Heythrop Park, Oxfordshire Contact: Mick Bush at m.bush@ forumevents.co.uk or call 01992 374 100 12-13 September 2012 Office Interiors A new trade exhibition for the UK’s office interiors industry Venue: Olympia Exhibition Centre Contact: Office Interiors’ website will be live from mid-November, with stand bookings to commence in the next few weeks. For information and to enquire about exhibiting, please contact Ali Mead at amead@divcom.co.uk.

FM FMWORLD | 10 WORLD | 10NOVEMBER NOVEMBER2011 | 35 2011 | 37

3/11/11 11:10:12

FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB and what we can do for an organisation.

What attracted you to the job?

The variety - every day is different.

My top perk at work is… being able to provide a fantastic working space for our staff and working with a brilliant team.

NAME: Peter Evans JOB TITLE: Building manager ORGANISATION: RSA Insurance Group JOB DESCRIPTION: Responsible for delivery of both hard and soft facilities services for the RSA Insurance Group

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

I started off working on an FM help desk, which gave me a great insight into the world of FM. My interest in a career in the industry grew and when the opportunity of becoming a building manager came along, I grabbed it with both hands.

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

Delivering a completely refurbished, contemporary office environment that everyone can be proud of.

What has been your biggest career challenge to date?

A 10,000 litre diesel spill from an internal storage tank. This needed to be carefully managed to ensure a swift resolution, involving multiple contractors working simultaneously.

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

Definitely filing.

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

It would probably be about promoting awareness

ON THE

MOVE Changing jobs?

Tell us about your new role and responsibilities.

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

Johnson Controls Global WorkPlace Solutions has appointed Susan Wojciechowski (pictured) as vice president of its technology market business unit. Wojciechowski, based in Milwaukee, Wisconsin, has more than 20 years’ experience in international real estate management, including prior leadership positions at CB Richard Ellis and Trammell Crow Company.

Support services group Mouchel has appointed Grant Rumbles (pictured) as chief executive. He replaces Richard Cuthbert, who

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If I wasn’t in facilities management, I’d probably be… a glaciologist. My degree was in geography and, for me, glaciers were fascinating.

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

FM is a waste of money. We might not be able to bring any money to a business, but we can save a lot.

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

There has been a far greater emphasis on energy saving. Energy saving is now at the heart of everything we do. We have really been able to help the RSA become a Carbon Neutral Company.

And how will it change in the next five years?

I think the way in which we use technology will really influence how we utilise our property.

What single piece of advice would you give to a young facilities manager starting out?

Get to know your key stakeholders – they can help you a lot.

Do your friends understand what facilities management is? What about strangers?

Yes - I talk about it a lot! When strangers ask what I do, they normally know the FM from their office, so can relate to them.

left the company on 6 October after nine years in the role. Rumbles joins from Exova where he was CEO of the international Testing, Advisory and Assurance services’ business.

Previously, he worked for Serco for 25 years, holding a range of senior management positions, culminating in his last four years as the group chief operating officer.

Banyard Maintenance has appointed Mike Russell (pictured, right) as managing director. He replaces Nick Till who, now as MD of Banyard Consultants, is focusing on the

development of Banyard Consultants and Banyard Solution, all part of the Banyard Group.

Russell joins from Jones Lang LaSalle (JLL), where he developed the self-delivery of engineering and associated hard services.

Swiftclean Environmental has appointed Mark Lawrence to the newly created role of operations manager. Lawrence will be responsible for the delivery of all of Swiftclean’s services and will bring together the work of the site/surveying, contracts management and stores teams.

www.fm-world.co.uk

3/11/11 16:36:42

0844 576 3710

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

www.fm-world.co.uk

LOOK OUT FOR THE 20l2 BUYERS’ GUIDE TO FM SERVICES The UK’s most comprehensive directory of suppliers to the FM marketplace With a range of affordable advertising options, the FM World Buyers’ Guide is the simple and effective way to get your company noticed by potential customers when they are actively looking for a supplier.

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BOOK YOUR LISTING NOW: fm-world.co.uk/buyers-guide FM WORLD | 10 NOVEMBER 2011 | 37

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

FM NEWS

FM innovations ▼Powerstar’s new voltage solution

▲ Wilson James moves to Fleet Street

Powerstar MAX , the innovative new voltage optimisation solution from the UK’s leading manufacturer of energy saving solutions EMS, has won the Innovation of the Year award at the Yorkshire Post Excellence in Business Awards.

Powerstar MAX, which is designed for sites with high levels of voltage fluctuation and volatility, won the prestigious award ahead of entries from fellow finalists Q8 Oils and Premier Farnell.

In addition to the energy savings, carbon reduction, phase balancing, harmonic filtration and transient protection offered by EMS’s standard Powerstar system, the Powerstar MAX offers electronic-dynamic optimisation to ensure the optimum voltage is always supplied to a site.

T: 01709 836200 E: info@ems-uk.org W: powerstar.co.uk

▲ Security solutions for your location A smile costs nothing, but says everything about you and the company you represent.

If you would like to enhance your service requirements, then having the right person in the right location is of paramount importance.

In order to maintain a high standard of practice, our personnel are regularly checked and briefed to ensure their roles are correctly applied to the highest level. Quality of service is enhanced by using modern technology and communications. Our highly experienced management team combines the objectives of providing the highest level of security at competitive rates. Our teams of fully qualified, licensed officers adhere to our unique Rota system and are in constant communication with head office.

For all your requirements in concierge, porterage, front of house security officers and general guard dogs. W: www.lapasecurity.co.uk T:01322 615 271

Stuart Lowden, managing director of Wilson James Security Division has announced a move to new City offices in Fleet Street, just a stone’s throw from its previous location in Whitefriars Street, London.

The new space allows for a dedicated recruitment and training facility. In addition, there is a separate floor for the London operations and business development teams, led by regional director London, Graham Cornwell.

The recruitment team will use the additional space to carry out regular Assessment and Development Centres. And a state-of-the-art ‘e-learning suite’ means it can deliver a huge range of interactive training on-site in surroundings ideal for productive and enjoyable learning. Staff across the UK will also benefit from intranet access to the e-learning suite.

T: 0845 606 3106 W: www.wilsonjames.co.uk

▼Wilson James appoint Graham Cornwell Wilson James Security Division is delighted to announce the appointment of Graham Cornwell as regional director London.

Cornwell’s role will involve supporting existing London-based customers and taking managerial responsibility for operational teams. He will also work with the business development team to help achieve the company’s ambitious growth targets. Stuart Lowden, managing director, says: “Having spent the past 16 years with a major security company, Graham brings with him a wealth of experience in the manned guarding industry. With Graham on board, our focus will continue to be on delivering exceptional service quality and innovation to our customers.”

T: 0845 606 3106 W: www.wilsonjames.co.uk/security

▲ New brochure for automatic door firm

▲ Cresswell finishes the job properly

Global Automatics, a leading UK manufacturer of automatic door operators, has published a new brochure on its full range of operating equipment for automatic pedestrian doors.

The 24-page, full-colour brochure gives a wealth of information on its Premier-Slide, Premier-Swing, Premier-Telescopic and Premier-Fold automatic door operators, with details of the products and typical applications as well as their key features and functions. There are also full technical specifications of each product at the back of the brochure giving useful dimensional details, speed and opening times and operating voltage. The wide range of accessories available with the door operators is also covered. QR codes are placed throughout the brochure for smart phone usage.

T: 0845 643 0013 W: www.global-automatics.com

Cresswell Office Services has once again been chosen and has just completed a major cleaning job following a refurbishment at a prestigious building and studios in Central London.

The contract cleaning company has been working for CCM Interiors for over five years and has built up a great partnership with responsibility for cleaning once the company has refurbished a specific property.

As part of this essential task and to make the building spotless for occupation, Cresswell carried out duties such as window cleaning using the reach and wash method, steam cleaning to the two external staircases and deep cleaning to all the internal areas including the reception areas, toilets, showers, staircases and office accommodation.

T: 020 7252 1101 E: info@cresswellservices.co.uk

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Appointments

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

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Head of Estates and Facilities Ref 5043 Salary: From £54,081 up to £56,601 ILW Location: Centre for Health, Social and Child Care, North London N7 At City and Islington College, it’s not just our outstanding Ofsted report or Beacon status that sets us apart. Whether it’s the way we reflect the diverse cultures of our local community or our commitment to the training and development of our staff, ours is an environment like no other. And you could be part of it.

About the opportunity: We are currently looking to appoint a highly experienced and effective Head of Estates and Facilities who can lead the service provision and produce and implement an Estates and Facilities strategy and operational plan to optimise the use of the College estate.

There will be significant liaison and consultation with the individual centre Directors to ensure that an appropriate service is provided.

The College estate consists of 5 main sites and 40,000 square metres, and you will have responsibility for directing 15 staff and an overall budget of £4.4m. In addition, there are significant out-sourced contracts for security, cleaning, catering and electrical and mechanical services which will require your commercial negotiating skills.

About you: You will have significant senior management experience within an Estates and Facilities environment in a large complex organisation and will be professionally qualified with membership of a relevant professional body e.g. MBIFM or MRICS. Previous successes in improving value from the operation of the Estates and Facilities service would be an advantage, along with contract management and performance review.

Next steps: To put yourself in the frame, go to www.candi.ac.uk/jobs or call 020 7700 9240 to leave a message for an application pack.

Strictly no agencies.

Daily news

Closing Date: Monday 21st November 2011 (midday)

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for FMs online every morning www.randstadcpe.com/fm

Experts in FM & Maintenance Randstad Construction, Property & Engineering provide specialist recruitment solutions for the FM and Maintenance sector. Our specialist consultants offer tailored recruitment solutions for a broad spectrum of private and public sector clients operating in the commercial, domestic, leisure, retail, industrial and defence markets.

We offer both temporary and permanent solutions within FM, health and safety, management and consultancy, throughout our UK and International branch network.

• Over 100 job vacancies on line • Archive of every FM World article since 2004 • News updated at least five times a day

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

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3/11/11 15:15:55

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FIRE UP YOUR CAREER! COMMERCIAL MANAGER

BUSINESS DEVELOPMENT MANAGER X 2

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NATIONAL ACCOUNT MANAGER

COMMERCIAL MANAGER

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FRONT OF HOUSE OFFICER

FM SERVICE LEAD

£23,000 - £25,000 London $ OHDGLQJ SURSHUW\ PDQDJHPHQW FRPSDQ\ LV ORRNLQJ IRU D )URQW RI +RXVH FRQFLHUJH WR KHOS PDQDJH D QHZO\ FRQVWUXFWHG OX[XU\ DSDUWPHQW FRPSRXQG LQ /RQGRQ 'XWLHV ZLOO LQFOXGH DVVLVWLQJ LQ GD\ WR GD\ reception and administration duties to local residents, while SURYLGLQJ IURQW GHVN VXSSRUW RI IDFLOLWLHV DQG PDLQWHQDQFH LVVXHV &DQGLGDWHV FDQ H[SHFW JRRG SURPRWLRQDO SURVSHFWV IURP ZLWKLQ Will Bellamy, wbellamy@macdonaldandcompany.com Ref: 83700

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FACILITIES ASSISTANT

BID WRITER

£20,000 London 3UHVWLJLRXV :HVW (QG EDVHG FRPSDQ\ VHHNV D QHZ PHPEHU LQ WKHLU VPDOO EXW EXV\ )0 WHDP <RX ZLOO EH UHVSRQVLEOH IRU OLDLVLQJ ZLWK D YDULHW\ RI LQWHUQDO DQG H[WHUQDO VWDNHKROGHUV LQ UHVSRQGLQJ DQ\ LVVXHV WKDW PD\ DULVH <RX ZLOO DOVR EH UHVSRQVLEOH IRU PRQLWRULQJ )0 SURYLVLRQ DFURVV D GLYHUVH VLWH DQG ZRUN FORVHO\ ZLWK WKH )DFLOLWLHV WHDP LQ SURYLGLQJ D ¿YH VWDU VHUYLFH Richard Parrett, rparrett@macdonaldandcompany.com Ref: 83309

£35,000 South East / Home Based A well known international service provider seeks a Bid Writer to work ZLWK D EXV\ DQG JURZLQJ WHDP 7KLV LV DQ H[FHOOHQW RSSRUWXQLW\ WR ZRUN RQ PXOWL PLOOLRQ SRXQG ELGV DFURVV QXPHURXV GLIIHUHQW VHFWRUV 3UHYLRXV H[SHULHQFH LQ )DFLOLWLHV 0DQDJHPHQW ZRXOG EH DQ DGYDQWDJH EXW LV QRW HVVHQWLDO 7KH DELOLW\ WR ZULWH FRPSHOOLQJ DQG SHUVXDVLYH ELGV LV D PXVW Richard Parrett, rparrett@macdonaldandcompany.com Ref: 83623

40a Dover Street, Mayfair, London, W1S 4NW T: +44 (0)20 7629 7220 F: +44 (0)20 7629 3990

jobs.fm-world.co.uk

FM New appoints 101111.indd 41

York House, 20 York Street, Manchester, M2 3BB T: +44 (0)161 605 0500 F: +44 (0)161 605 0505

FM WORLDâ&#x20AC;&#x201A;| 10 NOVEMBER 2011â&#x20AC;&#x201A;| 41

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FINAL WORD FELICITY MESSING

FELICITY

MESSING

MITIE'S PAYING LIPDUB SERVICE You can't fault Mitie's chief executive Ruby MacGregor-Smith for her sense of joie de vivre. Witness the recent 'viral' video of Ms MacGregor-Smith and staff cavorting to the words and music of music group Queen and their hit record, 'Don't Stop Me Now'.

I'm all for this kind of thing and indeed it is a wonder to me that other FM suppliers have yet to respond with their own ensemble-cast epics.

Perhaps the BIFM in its wisdom could introduce a new category for next year's awards, with maybe the winners even obliged to perform the winning track on awards night.

It would add to the ambience of the occasion, which as I'm sure you know is otherwise an entirely sombre and sober affair.

Witness the 'lip-dub' track here: www.tinyurl.com/mitielipdub

ALL CLEAR ON THE WESTMINSTER FRONT I was struck by the fuss over Oliver Letwin’s practice of discarding correspondence in the waste bins of St James’s Park. Not by the Cabinet Office minister’s inclination to use a public bin, but by the rash criticism of his actions.

It would appear that the the Mirror journalists that shopped him have not encountered a clear desk policy, or the management maxim that you should only touch a piece of paper once (as opposed to needlessly shuffling piles of correspondence around your desk).

Given the current focus on reducing the level of carbon emissions, waste and recycling, I would have thought he would be praised for his innovation in shortening the waste management stream.

Consider the benefits: no need to have an office waste separation and collection procedure; reduced

cleaning costs with at least one less bin to empty; no energy use required by shredders (and no capital cost in procuring one); no confidential waste contract; and best of all he takes the rubbish to a bin that is emptied daily and paid for out of the Royal Parks’ budget rather than the Cabinet Office. Surely we should see that there’s a lesson here for improving efficiency in waste management and eradicating costs and unnecessary carbon emissions.

OK, so his constituents may be upset that strangers might rummage through the bins looking for something salacious or compromising, but he’s only doing what most of us want to do with our endless stream of mail.

It appears to me that the Cabinet Office minister couldn’t be any greener.

Soft and hard FM – the definition debate continues:

"How about: 'if you pick up a building and shake it, what falls out is soft and what stays in is hard'?"

Steve McDowell, director, Comet Consulting, sees Graham Price's definition and raises him.

IN THE NEXT ISSUE OUT 24 NOVEMBER

WHAT IS A 'BRIGHT GREEN BUILDING'? /// FACILITIES MANAGEMENT AT COLCHESTER BARRACKS /// REPORT – WORKTECH 2011 /// REPORT – BIFM NORTHERN IRELAND CONFERENCE /// MORE NEWS AND BUSINESS ANALYSIS /// SPECIAL SUPPLEMENT – WORKPLACE DESIGN ///

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HOT DATES dates for a brighter future Brand New Course: Presentation Skills 14th December 2011 At some stage all FMs will be asked to present information, either informally in a team meeting or project briefing or in a more formal training session, client presentation or sales pitch - this course covers all the key skills you’ll need to deliver the message professionally and with confidence.

DECEMBER COURSES 6 6-8 7 7-8

8 13 13-14 13-15 14 15

The Tender Process - FULL The Professional FM 1 [Intermediate] - FULL Contract Management Health & Safety Regulations, Responsibilities & Risk Assessment Negotiating to Win Climate Change - The Impact on FM Display Screen Regulations & Risk Assessment Understanding FM Foundation (optional) ILM Level 3 Award or Certificate in FM Presentation Skills - NEW Service Level Agreements

+44 (0)20 7404 4440

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

twitter.com/bifmtraining

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

Be at the very heart of your profession by joining the BIFM. It’s the one body that has something for everybody in the business. We offer the most prestigious training, development and recognition for facilities managers.

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

We keep you totally in the know through FM World magazine, our continuously updated website and networking groups.

We even give you a chance to influence your profession personally by getting involved and giving FM a better future.

If you want to put your heart and soul into FM, talk to us.

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

2/8/10 12:21:43

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www.dysonairblade.co.uk

Costs £1,460.00 per year to run.

Costs £39.76 per year to run.

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

For the same use, the Dyson Airblade™ hand dryer costs just £39.76 to run.

It works in only 10 seconds and its HEPA filter cleans the air before it reaches hands.

That’s a cost of £1,460.00.

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

Usage based on 2 towels per dry. 1600W machine shown. Calculations include standby power. Cost based on 1 pence per paper towel (data from Dyson internal research – Jan 2010) and £0.1194 per kWh (data from Eurostat 2009 Semester 2 – published March 2010). Paper towel dispenser and Dyson Airblade™ hand dryer purchase costs are excluded from comparison. 10 second dry time based on NSF protocol P335.

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