FM World 2010-10-28 by Redactive Media Group

The magazine for facilities management professionals | 28 OCTOBER 2010

FMWorld www.fm-world.co.uk

FM of the Year Julie Kortens on how to tune in to people power

Channel Four views awards issue:

All the winners of this yearâ&#x20AC;&#x2122;s BIFM Awards

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VOL 7 ISSUE 19 28 OCTOBER 2010

CONTENTS

6 | BIFM Award winners

22 | Julie Kortens

42 | Bribery Act

NEWS

OPINION

BIFM AWARDS

6 Phillip Green calls for greater value for money in the Efficiency Review 7 How the Chilean miners can teach FMs about business recovery 8 Profile of Inviron’s role in the new BBC building in Manchester 9 FM 100 poll: do you think health and safety needs a dose of common sense? 10 Business news: Spending review targets public property strategies 12 An in-depth report by Graeme Davies on the spending review 14 BIFM issue business tax warning after review 15 The second annual London Conference focuses on sustainability 16 A report from the Irish FM conference

18 Diary of a facilities manager: David Walker’s regular look at the daily challenges he faces in his working life 19 Five minutes with EC Harris partner Oliver Jones, chair of BIFM judges 58 Felicity Messing

MONITOR 42 Legal: bribery act 46 Technical: residue in waterborne heating systems 44 How to: manage office cables 46 Insight: market intelligence

44 | Managing cables

Facilities Manager of the Year Channel 4’s FM Julie Kortens explains how her HR experience taught her the importance of people management

BIFM Awards: Presenting the winners of the 2010 awards in the following categories: Judges Special Recommendation (26); FM Excellence in a Major Project (27); Impact on Organisation and Workplace (29); Property Investor’s Excellence (30); Sustainability and Environmental Impact (31); Corporate Occupiers Excellence (33); Public Sector Excellence (34); Communications and Marketing; Innovation in Products (36); Innovation in Technology and Systems (38); Innovation in Customer Service (39); Overall FM Industry Impact (40); Student of the Year (41).

REGULARS 48 53 54 55

BIFM news Diary of events People & jobs 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 COVER IMAGE: Peter Searle

www.fm-world.co.uk

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Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 www.fm-world.co.uk EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Cathy Hayward ⁄ news editors: Louisa Roberts and David Arminas ⁄ sub editor: James Richards ⁄ assistant editor: Natalie Li ⁄work experience: Gemma Knott ⁄art director: Mark Parry ⁄ art editor: Daniel Swainsbury ⁄ picture editor: Sam Kesteven

CATHY HAYWARD EDITOR COMMENT

LEADER

ADVERTISING AND MARKETING recruitment sales: 020 7880 6245 display sales: 020 7880 8543 email: sales@fm-world.co.uk display sales executives: Adam Potter (020 7880 8543) and John Nahar (020 7880 6230) ⁄ recruitment sales executive: Stephen Fontana PRODUCTION production manager: Jane Easterman production executive: Aysha Miah PUBLISHING publishing director: Cathy Hayward Forward features lists and media pack available at www.fm-world.co.uk/about-us SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to non-members. 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, freelance lecturer and FM author ⁄ Chris Wood, senior associate at Advanced Workplace Associates

Average net circulation 11, 654 (Jul 09 – Jun 10) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM) by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reﬂect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Pensord ISSN 1743 8845

BIFM ENQUIRIES

acilities management has something of an image problem. We’re still not as good as we could be at explaining the key, demonstrable benefits that good facilities management bring to UK Plc from increased productivity, improved sustainability, good PR and even recruitment and retention tools for employees and clients alike. I still hear senior executives refer to their facilities managers as ‘glorified caretakers’ and many organisations consider the FM function to be a cost base without recognising the benefits it brings. We secretly enjoy names like the Cinderella profession (although I think that’s fairly positive, in many instances we’re more the elves from the fairy-tale Elves and the Shoemaker – never seen but doing all the work and only the really persistent people find out what we do). Facilities management needs someone like a ‘Gok Wan for business’ to come along and strip down what we do and tell us how to make ourselves look better. This issue of FM World is a step along that road. It’s as close as you can get to a sales pitch for good facilities management and I leave it in your hands to use it to sell FM at every opportunity. The main magazine is dedicated to profiling the winning people and projects of this month’s BIFM Awards in FM Excellence. This is the cream of our industry, the teams who have created outstanding levels of facilities management which has not only been recognised by our own industry but by the organisations with which they work. As chairman of the judges Oliver Jones told FM World (in our exclusive video at fm-world.co.uk) the entries to this year’s awards had been nothing short of outstanding. No-one at the ceremony could forget the awe-inspiring video from Landmarc Support Services showing the Afghan village it created in the Norfolk countryside, complete with Taliban tunnels, a mosque with audible calls for prayer and a bustling marketplace with realistic smells, for troops heading for Afhanistan to train in. Turn to page 26 for a full report on this project. And when I was lucky enough to meet up with the newly crowned Facilities Manager of the Year Julie Kortens, the head of facilities management at Channel 4, a few days after her win, her genuine enthusiasm for all things FM, and her dedication to helping others enjoy the delights and benefits of a career in facilities management were inspiring. She is a very worthy winner and you can read about her career on pages 22-24 and listen to her talk about the profession she finds “creative and fun” at fm-world. co.uk/features. Alongside this issue, is the Guide to Careers in Facilities Management, an annual publication, sponsored by Reliance, aimed at attracting the best of the best into FM and to encourage those leaving education to see FM as a career of choice. Use it to encourage people you know to consider FM as a career. We all know it’s a great industry to work in. FM

“FM NEEDS A ‘GOK WAN FOR BUSINESS’ TO STRIP US DOWN AND TELL US WHAT WE’RE GOOD AT” cathy@fm-world.co.uk

British Institute of Facilities Management Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER Tel: 0845 0581356 email: admin@bifm.org.uk web: www.bifm.org.uk

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EFFICIENCY

06 | 28 OCTOBER 2010 | FM WORLD

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the government announced its comprehensive spending review in which upwards of half a million public sector jobs could go by

REX

Property management is a key area where the government needs to improve its value for money, said Efficiency Review head Sir Philip Green. Green, founder of retail group Arcadia, was appointed by the prime minister in August to review government efficiency. His remit was the procurement of goods and services like IT, travel, print and office supplies, and the management of the government’s property portfolio. He said in his introduction to the 33-page report that there is a “huge opportunity” that has been clearly identified both in central government and beyond, but needs a clear mandate, energy, focus and commitment. “I am deliberately not going to place a total number on the waste and/or the saving. I think from this report it is clear that the prize for the taxpayer is too big and significant not to chase.” Green came down hard on property that “is not managed as a commercial estate”. Government property costs £25bn a year but only six per cent of the estate is benchmarked by the central team. “Property decisions are not joined up,” he said, and noted a government agency headquarters where the rent is £1.2m. “The agency relocated from London to the Midlands, signing a 20-year lease with no break for 15 years. The building is too large. The agency was abolished after nine months. At a minimum, the unnecessary rental commitment is £18m.” His report came out just before

Philip Green calls for joined-up thinking

2015 (see analysis starting on business page 10). Green, in his review, did point out areas where progress has been made, such as energy, but “it took four years to implement”. The annual spend on electricity and gas is £473m in central government and £2.8bn across the whole public sector. Over the past four years, the purchase of 75 per cent of government electricity and gas requirements has been centralised in an expert team, resulting in cumulative savings of £500m.

Green sees red over wasteful Whitehall BIFM Awards 2010 winners announced

Consultants still not value for money The government is spending less on consultants, but value for money for the £1bn annual budget remains elusive, the National Audit Office said. Spending on consultants dropped slightly in the past four years, but the government fails to manage the work they do, the report Central Government’s Use of Consultants and Interims, said. In 2006-07 departments spent an estimated £904m on consultants. Spending fell by £126m in 2007-08. Compared to 2006-07, spending in 2009-10 on consultants is higher in six departments and lower in 10, the report noted. The overall fall in spending is mainly due to a £97m decrease at the Department of Health and a drop of £93m at the Department

for Work and Pensions. Some departments’ fall in spending is due to increased accuracy in the recording of costs, rather than real reductions as a result of improved control. The report suggested that some of the reductions in spending are not sustainable year on year. The need for improved control is highlighted by the annual pattern of increases in spending on consultants at the end of the financial year. Most departments only started collecting accurate

figures for their spending on interims in 2009-10, but the available data suggest that spending is increasing. The issue is contract management where civil servants have not defined performance targets, goals and how they will be held to account for their work. “Strong progress has been achieved only where responsibility for action is owned by procurement teams within a department and in parts of the procurement process,” the report said.

Spending on consultants dropped slightly in the past four years, but the government fails to manage the work they do, according to a report www.fm-world.co.uk

21/10/10 17:19:10

NEWS

BRIEFS

Julie Kortens, at Channel 4 Television, landed the coveted Facilities Manager of the Year award at this year’s gala BIFM Awards evening. It was another full house for the annual event as 1,200 FMs and their guests packed London’s

Buyers Guide

Grosvenor House Hotel on Park Lane to recognise the best and the brightest within the facilities management profession. The evening’s host, musician and TV presenter Myleene Klass, presented the winners with their awards and afterwards comedian Ian Irving provided the entertainment ahead of dancing to a live band. The winners and their projects are highlighted in a major 17-page feature starting on page 21 of this copy of FM World. Among the winners were Mitie who took the award for Innovation in Customer Service, SitexOrbis in the Innovation in Products category and the partnership of GlaxoSmithKline and Johnson Controls for its entry in Sustainability and Environmental Impact.

FM World Buyers’ Guide: entries now open! The 2011 FM World Buyers’ Guide to FM Services is now open for entries. This is your opportunity to promote your organisation to blue-chip companies for free in this comprehensive list of companies and suppliers. The Guide includes a list of useful organisations, diary of FM events and a glossary of FM terms, together with information about the BIFM and its partners. All suppliers in the FM industry will receive a free listing by entering their details on the FM World website at: fm-world.co.uk/ resources/buyers-guide/get-listed/. Upgrades are available and BIFM corporate members get a 20 per cent discount on all rates. The guide will be distributed free to all BIFM members with the 13 January 2011 issue of FM World. It will then be sold at industry events and through the magazine, priced at £10. Entries close on Friday, 12 November.

CONTINUITY

The Chilean miners rescue showed that business recovery and continuity planning is a team effort involving the entire supply chain knitted together by exceptional communication. A global audience of billions looked on as the last of the 33 miners surfaced from their would-be tomb after 69 days, thanks to a massive rescue effort. Within hours of the disaster happening, a small village of rescuers, international experts, tooling workshops, a media centre, catering and accommodation was set up around the San Jose mine. The setting up of the rescue village in particular was a message to FMs that total supply chain planning based on good communication is essential in all www.fm-world.co.uk

FM News 6-7.indd 07

Lessons learnt from ‘Los 33’

similar incidents, large or small, Ian Fielder, chief executive of the BIFM told FM World. “You always look at who the stake holders are in an emergency, from within your own business, your supply chain and also outside the supply chain, such as family and friends

of employees,” said Fielder. “Everyone has to be flexible and work together.” Business continuity planning is much more common in North America and Europe, said Stewart Kidd, director of Loss Prevention Consultancy. It is also found in the Gulf states, Hong Kong, Singapore and where there has been a Western business influence, said Kidd, who is also head of the BIFM’s business continuity training. “But in other parts of Asia and north Africa, an enthusiastic FM would have problem convincing their firm of the need for such planning,” he told FM World. “It would be easier if their organisation was a part or joint venture with a Western business or part European-owned.”

Call for sensible H&S The government has accepted all the recommendations in a report by Lord Young that includes less onerous risk-assessments for low-risk situations, it said. The 65-page report Common Sense, Common Safety puts forward a series of policies for improving the perception of health and safety, to ensure it is taken seriously by employers and the general public, while ensuring the burden on small business is as insignificant as possible, the government said. The report also calls for restrictions on advertising for ‘no-win, no-fee’ compensation claims and a revolution in the way personal injury claims are handled. The not-for-profit International Institute of Risk and Safety Management welcomed the report.

Dust health warning

Fears over health-threatening dust is the reason behind the part-closure of a major art exhibition at London’s Tate Modern gallery. The sunflower seed installation exhibit was shut after health and safety officials warned that it has created too much dust. Chinese artist Ai Weiwei carpeted the floor of the Turbine Hall with 100 million porcelain seeds and invited the public to walk across them. But staff reported a fine dust rising from the seeds as people crunched them underfoot. According to health and safety experts, prolonged exposure to the dust could exacerbate conditions such as asthma. Art lovers now view the exhibit from a bridge high up.

Smoking ban upheld The Commons has voted to reject a bid by MP David Nuttall to exempt pubs and private members’ clubs from the smoking ban. Non-smoker Nuttall, the Conservative MP for Bury North, said the legislation has contributed to the closure of many pubs in his constituency. He said pubs and clubs should have the freedom to choose whether to allow smoking. Under his 10 minute rule bill, landlords and licensees would have been allowed to have dedicated smoking lounges, complete with smoke filters.

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PROJECT OF THE

FORTNIGHT MORE NEWS IN BRIEF

Ill health delays manslaughter trail

Inviron and BBC in Manchester Inviron, the building services and facilities management provider, is undertaking the electrical and mechanical installation at Manchester’s Media City, the new home of the BBC’s sports, children’s and breakfast programmes. Working alongside principal contractor, Overbury, Inviron’s installation includes general and emergency lighting, lighting controls, power, fire alarm systems and plumbing services to the three BBC buildings on Manchester’s Salford Quays. “The greatest challenge of this project is working in all three buildings at once, ensuring that all works are fully co-ordinated and to programme,” Jason Hanson, operations manager at Inviron, said. “Therefore, we’ve put a defined site management structure in place to meet this challenge, and to ensure that all three buildings are ready when the BBC relocate in November.” Dan Hooker, Overbury’s commercial manager, said it was one of the largest fit-out projects in the northwest. “This is a demanding scheme to work on but, at what has proved to be a challenging time in the construction and property markets, having an anchor tenant like the BBC commit to such an important project in the North has been a real boost and created opportunities for local companies like us and Inviron to get involved. It is great to be part of something that will really support the growth of the region.” Inviron has won the BIFM Customer Service Award 2007 for its innovative customer care strategy, Inviron DNA. Birmingham-based Inviron, a company wholly owned by its employees, manages, designs, installs and maintains a wide variety of environments. It has an annual turnover of over £120m and directly employs around 1,200 people directly and many more indirectly.

The long awaited trial in Bristol of Cotswold Geotechnical Holdings for corporate manslaughter has been adjourned until 24 January 2011. But the charges of gross negligence manslaughter against its managing director, Peter Eaton, have been dropped. Eaton was facing trial accused of gross negligence manslaughter and an offence under s37 of the Health and Safety at Work Act. Eaton’s solicitors, Pinsent Masons, successfully argued for both charges to be dropped. In court on 6 October, the judge ruled that, because of Eaton’s ill health, the two charges against him should be permanently stayed. Pinsent Masons also is calling for the corporate manslaughter case to be dropped. “There will be a further hearing before Mr. Justice Field where this will be argued in December,” Kevin Bridges, a partner at Pinsent Masons, said. “The issue is whether he is fit even to give evidence and instructions to his defence team and, if he can’t, whether the company can be tried at all.” Sally Roff, partner and head of the safety, health and environment group at national commercial law firm Beachcroft, said there will likely be issues down the line for applying manslaughter legislation which has become “tarnished”. “At a time when there is so much scrutiny over the effective use of public funds, one wonders what is to be gained from pursuing a ‘shell’ company,” she said. “There is little prospect of a significant fine being levied on any conviction and it is unlikely that there will be any meaningful guidance on how the Corporate Manslaughter Act is to be interpreted, particularly in terms of who, for the purpose of the Act, would fall into the definition of ‘senior management’.” Cotswold Geotechnical Holdings was a very small company and it is unlikely that there will be any detailed consideration of who constituted its senior management.

Olympic handover needs delivery manager The organisation in charge of handing over finished buildings for the London 2012 Olympics is on the hunt for a “facilities management delivery manager”. He or she will be based at Olympic Park, in east London, and collect a pay packet of £60,000, plus benefits, the job advert from the Olympic Delivery Authority says. The person will report directly to the ODA’s head of facilities management. The ODA is responsible for building the venues and infrastructure for the Olympics and Paralympic Games, as well as their use at the end of the events. But when the buildings are finished and ready for the games in 2012, the ODA will hand them over to the London Organising Committee of the Olympic and Paralympic Games, Locog, to stage the event.

New range of high-level FM qualifications More than 500 candidates will undertake a range of new higher-level vocational qualifications in business services, including Facilities Management Apprenticeship Level 3, Certificate in FM Level 4 (accredited by the British Institute of Facilities Management) and Certificate in Cleaning Supervision Level 3. In housing, it will enable high-level skills provision for 330 candidates through take up of the new Housing Higher Apprenticeship. The training combines a revamped National Vocational Qualification with a technical certificate from the industry’s professional body, the Chartered Institute of Housing. Housing employers are increasingly expected to support skills and employment agendas through apprenticeships as a condition of funding from other sources, Asset Skills said. The awarding of the funding follows the approval of two bids from Asset Skills to the government’s Joint Investment Programme that brings together public and private investment to support training and skills development.

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FM 100 POLL

Yes 88%

WE ASKED 100 FMS…

No 6% Do you agree with the government that there needs to be some common sense injected into health and safety legislation? Nearly nine out of 10 facilities managers agree with the government’s drive to instil more common sense into the application of health and safety rules. The latest FM World poll shows only 6 per cent thought the coalition’s thinking on health and safety was misguided, and the remaining 6 per cent were undecided. “Health and safety laws are not the problem,” said one FM. “It’s the people who interpret them that cause problems. And the people who hide behind H&S as a way of

not doing something just because it’s going to be difficult.” The problem doesn’t lie with the many hard working health and safety inspectors, said another FM: “As for commonsense, qualified health and safety managers have it in abundance and this is true of the HSE Inspectors I’ve met.” While a review is needed, said a respondent, the biggest problem comes from people “with only occasional involvement” in health and safety matters. “This is when ‘elf and safety’ is used as the excuse to not do

Undecided 6%

something. When people who do not have the necessary skills or experience to identify and apportion risks realistically, it’s easier to say ‘don’t do it’.” Health and safety pronouncements become default to people with no training in risk analysis. There is more ‘don’t do this’ in health and safety because people are not taking

responsibility for their actions. Don’t complicate health and safety issues, said a respondent. “I don’t agree that you need to have chartered MIOSH status to provide sound advice,” she said. “It was never the intention of the HSE to make health and safety so complicated that you need a qualification. The HSE website provides most of the info you need.”

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COMPREHENSIVE SPENDING REVIEW

Review targets public property strategies DAVID ARMINAS newsdesk@fm-world.co.uk

Property strategies figured heavily in the coalition government’s Comprehensive Spending Review which plans to shave £83bn on the national deficit by 2015. Property could be sold off by the government because it believes it might be run more efficiently if owned by the private sector, and run by them with the government as a tenant. Also for property, a tough new efficiency regime, monitored and supported by the new Efficiency and Reform Group in the Cabinet Office, is to be set up. Such a move is in keeping with the key findings of Sir Philip Green’s recent Efficiency Review, ensuring that the government is using its scale as effectively as possible in common areas of spending such as procurement, property and major contracts. The Efficiency and Reform Group have already made good progress, their contract renegotiations are expected to deliver £800m of savings this year, the government said. The government is also proposing to set up so-called “property vehicles” for the central London and Bristol office estate by 2012 to oversee efficiencies and reforms. The prison estate will remain intact, although nearly 10,000 jobs are to go and there is little chance of expanding the property portfolio, as put together under the previous Labour government. Osborne immediately axed plans for a 1,500-place prison at Runwell, Essex, and prison 10 | 28 OCTOBER 2010 | FM WORLD

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building and maintenance budget will be halved to around £1.3bn. The Ministry of Justice is to lose 153 magistrate and county courts. Government plans to slice 60 per cent off the affordable housebuilding budget and fill the gap by asking new social housing tenants to pay higher rents.

The housing budget is to be cut from £8.4bn over the previous three-year period to £4.4bn over the next four years. The loss would be covered by new social housing tenants who face charges of up to 80 per cent of market rates. However, increased rents could greatly help fund new housing

NEW BUSINESS CAPITA SYMONDS has been appointed by Interserve to provide building management services at Kettering General Hospital. The company will provide building services engineering and Breeam, energy and sustainability consultancy services on the new £27m paediatrics, acute and critical care extension at the hospital. MITIE has been awarded a five-year contract with Manchester Airport, winning from the incumbent of 24-years service. Around 300 employees transferred over when the multi-million pound contract started in September. Services include terminal cleaning, car park and road sweeps, internal waste management and winterisation – preparing the airport for the onset of winter each year. As part of the contract, Mitie has signed up to Manchester Airport’s Customer Services Standards programme, which it runs in association with its service partners. Accommodation group DERWENT LIVING is to manage 3,000 new student rooms for 35 years as part of £214m housing scheme at Aston University. Derwent, along with the university and Bank of Scotland, is a partner in Aston Student Villages, a charity set up to handle the accommodation project. The new development will involve the

demolition of a number of 1970s tower blocks, the retention of 650 beds at Lakeside and the construction of 2,350 new student units. ROLLRIGHT has extended its contract with RM Education. A three-year extension has been made for a value totalling over £3m. Services provided by Rollright will include maintenance, cleaning, landscaping, catering, security, waste, projects, small works and health and safety. DHL EXPRESS UK has won the contract as main courier provider for Scottish public sector organisations. DHL will provide courier services for a variety of organisations, including same day, overnight and international deliveries for a wide range of institutions such as central and local government, the fire service and the NHS. The Scottish government said it will spend around £18.5m a year on the service and savings are expected to be in range of £1.85m, a government statement said. SODEXO has won a multi-million pound contract with glass manufacturer, Pilkington. Sodexo will provide a full range of hard and soft facilities management at eight of Pilkington’s UK sites. The service will provide mechanical and electrical services, security,

schemes and ministers believe that 150,000 new affordable homes could be built in England up to 2015, which could create a need for more preventative maintenance contracts. Capital expenditure on the schools estate has been slashed by 60 per cent to £15.8bn for the period to 2015. But, after scrapping Labour’s flagship BSF programme, the spending review has noted the government’s commitment to rebuild more than 600 schools that were in the BSF and Academies programmes.

catering, cleaning, building and grounds maintenance along with sewerage management services. EMPRISE has won a three-year cleaning contract with London’s Royal Albert Hall. The contract includes cleaning services around all seating areas such as the boxes, restaurants, function rooms and VIP areas. In addition, Emprise will provide the cleaning services for back-of-house, administration areas and backstage areas, and offer a litter-picking service around the Hall’s perimeter. TALKINGTON BATES has won a three year contract for catering at extra care services Marlborough House in St Leonards on Sea and Lime Tree House, Peckham. PLACES FOR PEOPLE has awarded a three-year, £1.5m contract to Lovell Respond. The responsive and planned maintenance firm will provide gas servicing and reactive gas maintenance services to more than 4,800 properties in London and on the south coast and the Isle of Wight. AMPERSAND has secured a four-anda-half-year £8m catering contract with the Royal Institute of British Architects London headquarters. The original contract was won in 2005 and was the first concession contract for the firm, a recently branded division of CH&Co. Facilities management firm SPARKLIN has renewed its cleaning contract with Gloucester Rugby for three years.

www.fm-world.co.uk

21/10/10 17:34:03

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19/10/10 09:56:36

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

COMPREHENSIVE SPENDING REVIEW

Working out the true cost of the spending cuts GRAEME DAVIES newsdesk@fm-world.co.uk

The chancellor George Osborne has embarked on an ambitious and wide ranging austerity campaign aimed at slashing £81bn from public spending over the next four years as the Coalition government fast tracks the deficit reduction. Despite accusations from opposition benches that the sheer depth of the spending cuts mark them out as ideologically driven, Mr Osborne stuck to his original time table of eliminating the structural deficit within four years rather than pushing his targets out to spread the pain. And there were deep and meaningful changes within the comprehensive spending review to the way in which the government wants to deliver public services. Without a doubt, the state is being rolled back and the government is looking for both the private sector and a third leg in the form of communities, voluntary organisations, charities, co-operatives and mutuals to take up some of the slack, the embodiment of David Cameron’s much talked about “Big Society”. But the detail of how the Big Society will work remains rather thin on the ground and, for now, the focus is on the short term and how the cuts will affect the person on the street. The irony of how the comprehensive spending review 12 | 28 OCTOBER 2010 | FM WORLD

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is reported is that government spending will actually grow in the coming four years, with the “protected” health budget a major contributor. But to allow for the ring fencing of this and the fact the cost of delivering public services generally outpaces prices, huge cuts are required in other departments.

Death by a 1,000 cuts So is it death by 1,000 cuts, or 490,000 public sector job cuts? And are there genuine opportunities for private sector companies, such as the FM sector operators, to take up some of the slack that will be created? There is already great conjecture over the true depth of pain the spending cuts will cause. On top of the 490,000 job losses the government is predicting in the public sector in the next four years, one survey by PriceWaterhouseCoopers has predicted the same number of job losses in the private sector from companies with strong affiliations to the public sector. But others are claiming that the private sector could actually more than redress the balance given a fair economic wind. The chances are the result will fall somewhere in the middle. Some of the public sector jobs lost will be transferred to the private sector and some of the associated private sector job losses will not materialise, but some will be lost for good. But should the government succeed

in creating growth in other areas of the economy then the job losses could be mitigated there. With some areas of government such as healthcare and overseas aid effectively ring fenced in terms of spending cuts, it falls on other departments to take a disproportionate hit for the overall outcome of an average 19 per cent reduction in budgets across government departments in the next four years. Hardest hit, in terms of programmes and administration, were the departments for business, transport, Justice, the environment and the home office with budget cuts of between 21 per cent and 29 per cent. Central government was hit harder still with 34 per cent cuts in Whitehall and arms length bodies and local government grants are being slashed by 26 per cent. But surprisingly, infrastructure and other major capital projects were not hit as hard as expected – partly due to the potential cost of extricating the government from contracts already signed. In fact infrastructure spending will marginally increase in the next four years with £30bn to be spent on transport projects and £15.8bn on refurbishing or rebuilding schools. Big projects such as Crossrail, the M25 widening and the Mersey

THE FIGURES

£81bn

total public sector spending cuts in next four years

490,000 £30bn

forecast public sector job losses

to be spent on transport infrastructure projects

28% 19%

cuts to local government grants

average department budget cuts across government

£18bn

to be cut from welfare budget

www.fm-world.co.uk

21/10/10 17:34:14

REX

Gateway bridge survive as do ongoing spending within Network Rail worth £14bn and £6bn in London Underground. This suggests private sector contractors who feared a bloodbath in infrastructure projects have won a reprieve although it remains to be seen whether projects of such scale will be repeated in the years to come. Away from the headline cuts, what was most striking from the spending review was the sense of how the coalition wants public services to be delivered. At the centre of government the efficiency review carried out by Sir Philip Green is calling for more centralised procurement of capital and services. Already Cabinet Secretary Francis Maude has been busily renegotiating contracts with central government suppliers and the Efficiency and Reform Group expects to save another £800m this year. This in itself could create a significant opportunity for suppliers of services to government, from office stationery to property and facilities management. The bigger players who can offer a wider range of services from back office consolidation to security across an estate of buildings are likely to appeal more to efficiency-hungry civil servants who can get better www.fm-world.co.uk

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value for money from a one-stop shop than by employing a series of contractors. In contrast, the delivery of public services on a local level is being heavily decentralised. But at the same time local government budgets are being slashed by 26 per cent over the next four years which is likely to lead to either services being cut back hard or a huge raft of services being outsourced. Again margins for the service providers are unlikely to be generous but the larger players who have their own internal economies of scale are likely to be the main beneficiaries.

Opportunity knocks Although much has been made of David Cameron’s Big Society, and every encouragement will be given to local community groups and charities to take over the running of public services, the vast majority of those handed on by local authorities are likely to end up in the hands of private sector providers. Indeed we could see more local authorities follow the radical route suggested by

BUSINESS BRIEFS

Suffolk County Council which has proposed becoming almost a “virtual” council which is merely the administrator of a raft of contracts with private sector providers actually running the vast majority of council services. So opportunities could still be plenty for private sector providers, but the government is likely to negotiate hard on margins which means the bigger beasts of the FM world are the more likely winners from this shift in government delivery. There will be some losers as well, there is no way greater efficiencies can save the public sector from some very painful cuts. We have been clamouring for months for more detail on what the government planned for its age of austerity and the comprehensive spending review has delivered some cold hard numbers which on the face of it promise a rather stark few years. But the true cost, and opportunity, will only become clear in the months and years to come. Graeme Davies writes for Investors Chronicle

GREEN OPPORTUNITY Despite David Cameron’s assertion that the Coalition government would be the greenest government yet, the department for Energy and Climate Change will see its resource spending cut by 18 per cent and its administration budget fall by 33 per cent in the next four years. But the government is not giving up on its green plans. The Green Deal has been announced which will replace the Warm Front programme and offer homes a range of incentives to improve their energy efficiency, £1bn is being set aside for a carbon capture and storage project and a further £200m for offshore wind manufacturing and port facilities – reflected in a 41 per cent in the department’s capital budget over the period. A further £1bn is being put into a Green Investment Bank. But there are areas of concern. Firstly, feed in tariffs will be reviewed which could compromise social housing companies who have been erecting solar panels across their estates in a bid to reap the handsome long term returns on offer under feed in tariffs. Secondly, the Carbon Reduction Commitment is being tweaked. Previously it was envisaged that the best performing members of the CRC scheme would receive some form of financial bonuses from a pool collected from the worst performing companies. Following the comprehensive spending review the estimated £700m-£1bn that this scheme will now raise will now be added to the government’s general tax take rather than given back as a reward to those who have been most proactive in reducing their emissions.

GSH turnover up on ‘09 Energy and facilities management firm GSH has reported an operating profit of £6.9m for the year ended 31 July 2010. Turnover was up 4.6 per cent to £250m. Last year GSH de-listed from AIM to return to being a privately owned business under the majority shareholder Ian Scarr-Hall. GSH said that operating cash generation was £5m and “this, together with a bank facility of £6m will provide funding for the company to continue to invest in the business and enable the management team to develop the long-term strategy.”

CH&Co joins Mercury Catering group CH&Co has become the fifth partner of hard and soft FM provider Mercury Alliance. Readingbased CH&Co joins national building maintenance experts EIC, cleaning specialists ICM, workplace management firm Harrow Green and international security business Securitas. CH&Co provides a range of catering services through five brands. CH&Co co-founder and chairman, Tim Jones, said the move to working with Mercury Alliance comes after a recent rebranding for the caterer.

Apollo ranks high Nationwide property services provider, Apollo has ranked 50 in the Sunday Times’ Top Track 250*, a list of Britain’s leading mid-market private companies. The table places Apollo above a number of household names that include Manchester United, Arsenal, Pret-a-Manger and Travelodge. The only property-related company to feature within the top 100, Apollo had previously ranked 81 in the league table . FM WORLD | 28 OCTOBER 2010 | 13

21/10/10 17:34:29

FM BUSINESS FIND OUT MORE: FM-WORLD.CO.UK

COMPREHENSIVE SPENDING REVIEW

BIFM: CRC rule is a tax burden LOUISA ROBERTS newsdesk@fm-world.co.uk

Changes to the way the CRC are being managed have essentially created a new business tax, the BIFM has warned. The spending review has altered what happens to revenue generated by purchasing allowances – instead of being returned to participating firms, it will now be channelled back into government. Bill Wright, energy advisor at the BIFM said that the move

meant that the CRC had become nothing but a tax on businesses, with those spending around £50m a year on energy being forced to spend around £4m a year on allowances. “Businesses have been let down,” Wright said. “The first allowances will now be purchased in 2012, pushed back from 2011, which does give businesses time to prepare, but to call this move a reduction on the burden felt by businesses is just wrong.”

BUSINESS NEWS Half a million private sector jobs at risk Almost half a million private sector jobs could be lost as a result of the public sector spending cuts and private sector gross output could be reduced by around £46bn per annum by 2014/15 due to the impact on suppliers to the public sector, according to a new PwC report , “Sectoral and regional impact of the fiscal squeeze”. John Hawksworth, chief economist at PwC, said: “Predicted levels of public and private sector job losses will be a drag on the pace of the economic recovery, but should not derail it altogether. While private sector employment may be affected as much as the public sector, this could be mitigated by increased labour market flexibility on wages and hours worked, as we saw in

G4S in talks to rent out cells to police Security company G4S is reportedly in talks to rent out custody cells to police forces in a move that could save millions of pounds. The company said the plans have been approved by the Home Office and the Association of Chief Police Officers, according to a report in the Financial Times. It comes at a time when police, as with other public services, are under mounting pressure to save swathes of cash. Police services spend £1.1bn on detaining suspects every year and G4S is planning to build up to 30 of its own so called custody suites. 14 | 28 OCTOBER 2010 | FM WORLD

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21/10/10 17:34:43

FM EVENT LONDON FM CONFERENCE

BIFM LONDON REGION

GREEN YOUR OPERATIONS JESSICA BEAVEN communications@bifm.org.uk

The London FM Conference, sponsored by London First, took place on Thursday 30 September at the corporate business centre 15 Hatfields, London. It soon became apparent that the underlying theme of the day was for businesses to adopt a much more environmentally friendly way of working. The timing of the day itself was topical, as it was also the deadline for businesses to register to the CRC Energy Efficiency Scheme (formerly the Carbon Reduction Commitment) to avoid financial penalties and potentially reputational damage. The agenda was packed with speakers from different industry areas, all providing perspectives and facts that may not necessarily be considered in a day-to-day role. For example, Emma Strain from the London Development Agency informed the 100 strong audience that 80 per cent of the current buildings in London will still be in use in 50 years time. Therefore

there is an obvious need to ensure the buildings have the most energy and cost efficient technology throughout. Buildings account for approximately 40 per cent of the UK’s carbon emissions, and so those responsible for the running of the buildings play a vital role in making operations run more sustainably. The first section of the conference focused on FM in the current economic climate, and took quite a legislative angle. Sophie Schultz from law firm Allen & Overy identified the top three trends occurring in the real estate litigation group. The first being tenants wanting to get out of the leasing contract; the second being around break notice disputes; and finally, the company has seen a surge in professional negligence claims. The overall message was to gain professional advice should you find yourself in a dispute over the lease agreement with either your landlord or tenant. Robert Guice, executive vice president from Shred It, spoke

“Investing in energy efficiency should be an important area of policy development when it comes to defining objectives and setting targets” www.fm-world.co.uk

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DREAMSTIME

The second annual conference in London provided the perfect networking opportunity and highlighted the need for facilities managers to run operations more sustainably about the importance of having confidential documents destroyed securely. The impact of a data breach is potentially massive and could impact negatively on the reputation and trust of the company. Guice then spoke about the difference between secure document destroying and recycling, and how the former is an important commercial concern for Shred It. The section that followed the introduction to the day had the diverse theme of new approaches in outsourcing. Talks were given on recruiting and retaining the best people for the job, new ways of dealing with food waste, and current best practice in service delivery methodology FM. The latter mentioned was delivered by Jack Finney of Shell, and Sandy McNaughton of Eurest. Finney manages the substantial London portfolio and works together with McNaughton to align the global FM strategy. A new model has recently been put in place to enable Shell to provide an improvement and enhancement to all disciplines in FM. Finney and McNaughton believe the reason the companies work so well together is because they share very similar standards, procedures and objectives, which ultimately resulted in them winning the Euro FM Award for Partners Across Borders in 2009.

Taking action After lunch, the first session of the afternoon took place on the subject of carbon reduction. Talks were given from a number of diverse sectors within the industry, but it was Jeremy Blow from EcoXchange that gave the most direct message for ‘Greening your Company.’ He spoke about how the environment has had an impact on your business, not the other way round as is often perceived. Encouraging those present to take action, he said: “If you want things to stay the same, then things have got to change.” Other speakers focused on how outsourcing energy management is an option, and how investing in energy efficiency should be an important area of policy development when it comes to defining objectives and setting targets. The final session, sponsored by Regus, veered away from hard FM and looked at office design, and how to make the most of your office environment. Delegates were then invited for drinks and networking in the exhibition area afterwards. Thanks goes to all speakers who attended the event, London First for supporting the event, and 15 Hatfields for the use of its superb venue. FM FM WORLD | 28 OCTOBER 2010 | 15

21/10/10 13:59:44

FM EVENT IPFMA CONFERENCE

PRIVATE SECTOR FM

REDEFINING IRISH RETAIL Delegates at this year’s annual conference of the Irish Property and Facility Management Association in Dublin were told that property developers and retailers must end the point scoring, and start talking about ‘partnership’ DAVID ARMINAS newsdesk@fm-world.co.uk

The Irish property and facilities sector is facing a continuing crisis, both on the client and supplier side. The ‘Celtic Tiger’, as Ireland’s booming economy was called, has been tamed as everyone reduces margins and boosts efficiencies to stay in business. Too often, those actions are not enough, said conference chairman Charlie Costello in his opening address to the 135 delegates at the premier Irish games stadium Croke Park. Business failures are all too common. The crisis is particularly deep in the retail sector, which was the focus of this year’s Ipfma conference. Retail sales have dropped by up to 40 per cent and banks have slashed overdraft facilities. Costello’s remarks went hand in hand with the day’s headlines that the Irish government is facing a massive bill to bail out several banks, all too reminiscent of Britain’s financial crisis. The bailout could make the crisis worse if, as is likely, the Irish government starts reining in public sector spending. But Costello remained upbeat, noting the cloud may have a silver 16 | 28 OCTOBER 2010 | FM WORLD

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lining. “There are many companies that are ill, but remedies do exist, and they are definable,” said Costello, who is also chairman of Active Facilities and Property Management. New market conditions require a real partnership, he explained. “Vacant retail space is not in the interest of either retailer, property owner or developer in the newly defined property market.” Attaining that partnership and how to ensure it works for all parties was the central theme of the conference. And it will only work if both parties listen to the customer in the shop, said keynote speaker Feargal Quinn, an independent senator. “There are successes in even the toughest of times, but listen to the customer and respond to their changing needs,” said the former An Post chairman. “Comments like, ‘we’ve always done it this way’ will no longer work. The object is to get the

customer back in the shop again. Developers and owners of shopping centres should encourage their retail renters to try harder, because it will mean success for all.” Developers should have someone in charge of retail clients who himself has had some shopfloor experience, Quinn said. Even then, the person should “get out from behind their desk” and spend time walking their clients’ shop floors to understand shoppers’ needs. In fact, whether we know it or not – or like it or not – landlord and retail client are a partnership, even it they haven’t acted like it in the past, said Peter Stapleton, managing director of Lisney,

“LIKE IT OR NOT, LANDLORD AND RETAIL CLIENT ARE A PARTNERSHIP, EVEN IF THEY HAVEN’T ACTED LIKE IT IN THE PAST”

a commercial and residential real estate agency. Understanding this should lead all parties into innovative thinking and avoid “needless point-scoring”, he said. But there needs to be more information sharing between owner and retail operator. Even more sharing across the sector in general, and Stapleton urged the setting up of a national property register, something that the Ministry of Justice has said is a good idea in principle. The register would include details of floor areas, rent-free periods, all parties to a lease, rates and costs at each rent review and – controversially, he acknowledged – what sort of allowances and capital contributions for fit-outs the owner gave to the tenant. But, “we are overcome with the government’s silence on setting one up”, Stapleton said, referring to the government’s intransigence on the issue. To this extent, he www.fm-world.co.uk

21/10/10 14:48:55

FM NETWORKS

far left: Cormac Toibin, Unicare Pharmacy; centre: Peter Moloney, Ipfma chairman; right Feargal Quinn, Superquinn

(left) left: Ian Broadbent, BIFM chairman; centre: Aidan Grimes, Colliers

(above) left: Peter Moloney; left centre: Charlie Costello, conference chairman; right centre: Ian Middleton, Smith Young Partnership; right Peter Stapleton, Lisney

wants IPFMA to take the lead for it and not leave it to a disparate collection of pressure groups. A good website, too, is needed as a focal point for showing interested parties what advice, contacts and general information is available regarding the Irish commercial property market. “The landlords really have to roll up their sleeves and get stuck in there with this,” Stapleton said. “The value of the rental property begins with the value of the retailer renting it, and not with how ‘smart’ the property itself may be.” That value of the retailer suffered greatly in 2008 with the economic downturn, and the retail pharmacy sector was hit hard, said Cormac Tobin, managing director of retail chain Unicare Pharmacy. Unicare, with 2,400 stores in eight countries, including 72 in Ireland, went from profitable to unprofitable, said Tobin who was a store manager at the age of 23. But people were shopping differently, too. www.fm-world.co.uk

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“We decided on a no-blame culture and it was no longer going to be ‘what we did in the past, we’ll do in the future’,” he said. The changes in retail were driven home to him when he ventured into a music store that showcased rows of CDs for sale. He was with his 15-year-old daughter who said the place was ”like a museum”. Unicare did a major review of what they were selling, and got out of non-pharmacy goods such as clothes and jewellery. They asked themselves why they were in business and decided it was to offer customers help with their medical issues. Within this context, Unicare approached the property market and looked for partners who understood the three-sided relationship of property owner, retail client and retail customer. But there is no room within that relationship for a property owner who does deals with one retailer and then another deal with another retailer that undermines the first.

He suggested it was counterproductive to offer a competitor of Unicare a space in the same centre and, as a example, give them a greater rent-free period. It’s the age of the ‘grounded consumer’, said Ciaran Flanagan, managing director of marketing and design agency IDEA. Most developers and owners of shopping centres now acknowledge that the retail shopper is looking for social interaction as much as, if not more than, to purchase an item. Shopping centres now have to entertain shoppers, meaning “there’s no business like shop business”, said Flanagan. “A little bit of showbiz in designing a shopping centre always helps.” The overall effect is that shopping centres are now particularly public places. Large numbers of fast food restaurants with plenty of sit-down areas keep people occupied. Some have play areas for children. People are looking for small indulgences, for having that moment of a little joy in the shopping experience. Flanagan said it is no wonder that surveys have shown that 35 per cent of a shopping centre is now devoted to entertainment for retail customers,

from cinemas to climbing walls. An example of how important entertainment is can be found in the large number of families walking around with small children. Parents will leave a shopping centre if their children become bored or kick up a fuss. Entertainment can keep the little ones occupied, and also keep parents in a centre. As part of an increasing understanding of a partnership between retail client and property owner, turnover leases are becoming more popular, said Ian Middleton, managing director of Sheffield-based chartered surveyors and property consultants Smith Young. “They won’t solve all your problems, but they may allow both parties some flexibility,” said Middleton, who is also a former regional real estate manager for the Burton Group in the UK. A pure turnover lease will see the property owner take a set percentage of the retail client’s sales, such as 10 per cent, explained Middleton. There is no base rent, so both parties sink or swim together. “It means an alignment of the landlord and tenant goals,” he said. “It also establishes a kind of equality between them in the partnership.” Turnover leases means both parties are also focused on how to get more customers into the retailer’s shops. But Middleton acknowledged that sharing risk includes an element of uncertainty over income levels for the developer as well as the client. To make a turnover lease successful, the retailer has to feel comfortable sharing their sales data, which could mean a lot more than simple turnover. If the two partners are to critically analyse how better to boost the retailer’s sales, then the books must be open to allow brainstorming and innovative thinking. FM FM WORLD | 28 OCTOBER 2010 | 17

21/10/10 14:49:21

FM OPINION THE DIARY COLUMN DAVID WALKER

David Walker is facilities project manager at Northumbrian Water

“YOU CAN DO A NUMBER OF THINGS TO TRY AND ENSURE YOUR STAFF REMAIN HAPPY IN THE WORKPLACE” KEEPIN G STAF F H A P PY I N A N O FFI CE M OV E

oving office is a time consuming, M disruptive and frustrating process for the workforce involved. But some forward planning and careful thought will undoubtedly help to provide a happy working environment Ofﬁce moves or churn seem to happen for me on a very regular basis, there is always the need to add some desks here or shufﬂe some team there and at times it is both frustrating and time consuming. I totally understand that at times we change the way we work or we add different working practices and procedures into those we already do and therefore we do have a need for some element of change or as has happened recently you may have

undergone a refurbishment of some description and taken the opportunity to move staff. I do always try to ensure I provide the best working environment I can taking into account budget and the space available there is; however an endless need for improved efﬁciency in the workplace and, of course property, is now measured more than it ever used to be. Evidence indicates that, while the physical attributes of the workplace such as air quality and

lighting can have an impact on productivity it is also thought that the psychosocial aspects of the working environment can also have an impact. Therefore planning and thought is required before any move takes place and indeed the planning actually happens. You can do a number of things to try and ensure your staff remain happy in the workplace; traffic light inspections and satisfaction surveys of the staff – involving staff in the planning process are some examples of the things we can do. Many of us now manage large open-plan office spaces which are driven by technology and process. However people are now involved than ever in the planning, can staff interact? Can teams work with each other? How do they work with each other? These are all vital elements of the office

design and layout. Another point to mention is that this can also help recruit and retain staff by providing the right space to support the culture of the organisation. All in all with careful planning and the involvement of the staff, no matter how time consuming and at times frustrating, you can still deliver a suitable working environment. And now it’s time for a bit of trumpet blowing; I mentioned in my previous column I was taking part in the Kielder Challenge – well I am happy to report I was part of the winning team. We also won Best Utility and Best Bivvi (for the third year running) this is a really great team building event which pushes you to the limits at times, questions your judgement but does bond you together – it is well worth checking out and taking part in. FM

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

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Networkwithbifm. org.uk: What do you see being a challenge for the FM industry? How do you overcome that challenge and what needs to be done to further position FM? Lee Haury: It seems as though the increasing diverse nature of FM will continue to present a growing threat to the industry per se. While this is as a result of the 18 | 28 OCTOBER 2010 | FM WORLD

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industry’s successes and positive impact that FM has had on organisations since its inception, FM still means different things to different people and organisations. I’m not sure that there is a solution to this, other than for FMs to stand up and be counted, embrace change in the workplace and continue to unite as a profession through better networking, education and training.

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Twitter cathy_ fm_world: Don’t underestimate your power as a charity FM. FM Service providers want you as a trophy client says Lucy Jeynes at charity FM forum

cathy_fm_world Martin Pickard at charity FM forum: Charity FMs face same issues as other FMs. Doing too much with too little with an image problem to boot.

thefmguru @ assetskills #facilitiesmanagement apprentice talks about his job at Ch4: http://t.co/ CmLfQ6N = Excellent theFMGuru: BBC News on #facilitiesmanagement outsourcing and the public sector 20.04 http://tinyurl. com/y92wrjs. All the latest on the Spending Review 2010.

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Bernard Crouch’s response to Annie Gales’ blog, Raising the standard at FM World, 14 October 2010: Your idea of a poll of London facilities managers is an excellent one, we do use feedback questionnaires at some of our evening events, reaching out to the entire London membership and asking what they would like to hear about is an excellent idea. www.fm-world.co.uk

21/10/10 14:44:20

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BEST OF THE

FMWORLD BLOGS

FIVE MINUTES WITH

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NAME: Oliver Jones JOB TITLE: Chairman of the BIFM Awards judges COMPANY: Partner at EC Harris

Raising the standard

Annie Gales/director of Service Works Group Did you attend the London FM conference at the end of last month which was arranged by the BIFM and London First? The conference venue was perfect – it was both centrally located and topical to the industry (15 Hatfields, a sustainable events venue in central London and home to the Chartered Institute of Environmental Health). I have no doubt in my mind that such an event presents a good networking opportunity (which as a supplier to the industry I welcome) however on the whole the content of the presentations were lacking and in some cases provided an opportunity for a sales pitch rather than a sharing of best practice.

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Great customer service

Greg Mace/managing director of Portico I’m always delighted each time I call in at my local dry cleaners and they remember my name. It’s such a small thing, but it’s enormously powerful in making me feel valued and in retaining my business. It may have passed you by, but it was National Customer Service Week earlier this month. As a specialist corporate reception management company, it is something we embraced as a useful tool to keep us focused on what our primary role throughout the year is. It also got me thinking about why a warm welcome is so important. Reception represents a visitor’s first contact with your company. We all recognise how important first impressions are in forming that initial opinion of an individual, so why would you want anything less for your business?

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Let’s make a meal of it

Neil Fuller/managing director of Caterlink School lunches are set to become a victim in the Government’s cost cutting exercises. Talk of cuts to the School Food Trust’s budget has been superseded by leaks that it will now be abolished altogether in this month’s Comprehensive Spending Review. The SFT has provided a focus for information and guidelines as well as offering support to head teachers, administrators and catering staff. Whatever its future, it has turned a spotlight on the potential benefits of the school meal and the need for excellence.

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As a BIFM Awards judge, it’s a privilege to see the outstanding FM work which takes place. It gives you the opportunity to take some time out, to think about what excellence is really about and then apply it to your working world. I’ve been right at the heart of FM since 1989 and have covered just about every sector. I started before that in airport development and management, with BAA, however in Symonds FM it was major corporates and the public sector; in Citex and Carillion it was major infrastructure schemes; and most recently, at The Asset Factor we worked with property businesses in London, ideally those that we could walk to from our office just off Berkeley Square! Mark Dixon (CEO of Regus) is the most talented and inspirational entrepreneur I know. When I went into Regus in 1997, most people didn’t know what serviced offices were. They were seen as something ‘down at heel’ that no corporates would touch. But they are key to the world of property today. Outsourcing in the UK is in a lull at the moment. But there is a major opportunity for FM service providers to reinvent themselves under what I expect will be a mind-blowing scale of public sector outsourcing in two to three years time. The government’s new property partnerships will be as transformational as Trillium and Mapeley were in the 1990s. But they will go even further and reshape the topography of British public services life. I like people who get up early, work every angle and who are always looking for the next step. They’re also the best people to work with.

WATCH Watch Oliver Jones talk about the BIFM Awards 2010 www.fm-world.co.uk FM WORLD | 28 0CTOBER 2010 | 19

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BIFM AWARDS 2010 As BIFM chairman Ian Broadbent said when he welcomed guests to the tenth annual awards dinner…

“We are here to celebrate the very best that facilities management has to offer.”

More than 1,200 guests packed the Grosvenor House hotel in London’s Park Lane earlier this month to recognise the achievements of the facilities management sector over the past year. In this dedicated section we highlight the special efforts of each of the winning teams, individuals and projects, as well as entries that were highly commended by the panel of expert judges. On our website fm-world.co.uk listen to chair of the judges Oliver Jones talk about the winners, hear what the newly-crowned Facilities Manager of the Year has to say about our sector and read what previous winner Andy Radcliffe had to say about his experiences. www.fm-world.co.uk

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BIFM AWARDS 2010 CATHY HAYWARD

SPONSORED BY: LINAKER CATERGORY: FM OF THE YEAR WINNER: JULIE KORTENS COMPANY: CHANNEL 4 PHOTOGRAPHY: PETER SEARLE

SWITCHED

Nurses dishing out jellybabies? Jamie Oliver’s School Dinners? All in a day’s work for Channel 4’s Julie Kortens, FM of the Year ears ago, facilities management was all about buildings; keeping them clean and well-maintained and complying with legal requirements. But it’s become fashionable in recent years to declare that actually FM is all about people. And while many are jumping on the bandwagon and claiming they’ve been saying that all along, one person who has the people focus in her blood is newly-crowned BIFM Facilities Manager of the Year Julie Kortens. The head of facilities management at Channel Four spent 15 years in HR before discovering what FM could offer and believes that the HR skills she gained have made a better facilities professional. “I think HR skills make you a better manager, makes you aware of

how to motivate people and how to work together as a team,” she says. “Everything we do in FM impacts on people, impacts on the environment, impacts on recruitment and retention and on motivation. There’s a real synergy.” Kortens has responsibility for the total property portfolio, landlord/tenant obligations (across nine sites including the flagship HQ in London’s Victoria), all hard and soft services, health and safety, archiving, corporate insurance and business continuity planning for the broadcaster. Her role has continually expanded over the years to include corporate social responsibility (environmental compliance, sustainability, staff engagement and community /volunteering programmes); and a procurement initiative across

non-programming areas of the business. Having spent the last 20 years working for Channel 4, first in HR, and then in 1998 setting up her own FM department (see box) Kortens has an in-depth knowledge of the core business – and as a senior manager she is judged against her awareness of the business, its core values and objectives. “Each year when Channel 4’s corporate objectives are published, I call together my senior FM managers, including third party site managers, to brainstorm how we can support them,” she says. Each of the FM objectives is formulated so that it is SMART (specific, measurable, achievable, realistic and timely) and directly linked to those of the business. In 2010 this included, for example, reducing energy consumption by 6 per

cent which saw Kortens and her team display posters, organise an awareness day, promote campaigns and guide staff to the FM corporate responsibility site. Kortens also has fun ensuring that the FM activities reflect Channel 4’s on-screen activity. This included transforming the staff restaurant into a school canteen to support Jamie’s School Dinners and tempting staff to try Heston Blumenthal’s chocolate mousse torte in the canteen in the afternoon before the evening programme which promoted the recipe. “It shows the FM team live and breathe Channel 4’s values and also demonstrate that we too are creative,” she enthuses. “This helps us to achieve buyin to our activities and means that we communicate with our colleagues as peers.” She recently

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Julie Kortens career file

launched a promotional campaign to publicise the FM services at Channel 4 which involved the FM team dressing up as doctors and nurses and distributing pill packets (filled with jelly beans) to all staff. “FM was the topic of conversation for several days and the mock pill packets are now distributed to staff as part of the main Channel 4 induction programme.” Yet Kortens and her team have also had to fit in with the corporation’s wider aim to save money. As a public corporation with no shareholders, Channel 4’s principal financial aim is to ensure that the bulk of income goes into programmes and online content. The flagship building, designed by Richard Rogers, is a functional building first and foremost but the organisation did want to make a statement,

says Kortens. “It’s a fun building and a creative building. But its design causes challenges to the team – the curvature, the glass which needs cleaning, the fact that we don’t have any walls.” Its use has also changed, from being cellularised to open plan. Spaces such as the staff restaurant are also used for different things – an event venue, a studio or a space that can be hired out commercially. “But it was never designed as a flexible space, so the FM team has to create that flexibility.” Kortens is currently managing a refurbishment to the basement floors. The broadcaster outsourced transmission in July and what was previously technical space is being converted to office accommodation and the building’s occupancy will increase to almost 1,000 people.

WATCH Julie Kortens talk to Cathy Hayward at www.fm-world.co.uk/ features

QUALIFICATIONS AND TRAINING MA Employment Strategy; ILM Level 7 Diploma in Leadership Mentoring and Executive Coaching; BA Foreign Languages for Business; Diploma in Personnel Management (MCIPD); MBTI Step 1; BIFM Senior Management Briefing: Corporate Governance and FM; BIFM Senior Management Briefing: Influencing the CEO TUPE – Employment Law Up-dates; Redundancy – Employment Law Up-dates; Personal Resilience; and Environmental Awareness PROFESSIONAL MEMBERSHIPS AND VOLUNTEERING Member of the British Institute of Facilities Management; deputy chair of the BIFM’s Women in FM Special Interest Group); committee member of the BIFM’s People Management Special Interest Group); member of the Media CSR Forum; Qualified member of the Chartered Institute of Personnel and Development and a qualified ILM Executive coach JOB HISTORY 2002 – to-date: Head of Facilities Management, Channel 4 1998-2002: Head of office and building services, Channel 4 1994-1998: Deputy head of personnel & administration, Channel 4 1990-1994: Personnel & Training Manager, Channel 4 1989-1990 Personnel Officer, British Satellite Broadcasting 1988-1989: Personnel Assistant, British Satellite Broadcasting 1984-88: Personnel Assistant, Channel 4 FM WORLD | 28 OCTOBER 2010 | 23

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BIFM AWARDS 2010 CATHY HAYWARD

“FOR ME, THE BIGGEST THING IN A RELATIONSHIP IS A SERVICE PROVIDER UNDERSTANDING OUR DNA”

Overheads are minimised and over the past two years Kortens has successfully re-tendered and creatively re-modelled third party contracts, reducing overall FM expenditure by around 10 per cent. The majority of FM services are outsourced at Channel 4 and Kortens has nine FM staff in-house and 130 third-party contractors. “One of the things I’m most proud of is how we work as a team with our service providers. Money has been tight for the last few years and we’ve sat down together in a open forum. There hasn’t been that inter-service rivalry, we’ve openly discussed how we can work together to benefit ourselves and Channel 4.” She’s also looking at further developing the outsourcing model. All of the contracts are up for renewal shortly, and while it’s unlikely they will be brought back in house, Kortens is exploring whether to move to a more integrated, bundled model. “We’re now at the stage where we’re asking whether one provider can do it better. We want to take it to the next

level. For me, the single biggest thing in a relationship is a service provider understanding our DNA and I’ve got some fantastic people who do understand it.” Having discovered FM by accident, Kortens is keen to see others make it a career of choice. She takes part in an annual careers forum, run by Channel 4, where students aged 14-18 find out about different roles within the business. Kortens describes it as careers speed dating, where each department head sits down and talks to students for four minutes about what they do. Her proudest moment was discovering that FM was one of the most popular choices for students, second only to the press office. “It was the range of opportunities that FM offered which attracted them,” she says. This culminated in the decision last year for Channel 4 to take an FM apprentice. “We have a young guy with us now and all he wants to be is me. He’s the ‘mini me’ of the future. To interview someone for the first time who understands

what FM was and wants to be an FM of the future was a light bulb moment. It was fabulous.” She also mentors four people, three through the BIFM Women in FM programme and one through Sheffield Hallam University’s course. This is all part of Kortens’ decision, taken last year, to give something back to the industry. She joined the BIFM Women in FM Committee (and is now deputy chair), and the BIFM

People Management Special Interest Group committee and has volunteered a significant amount of her time to organising events, training and speaking, including a parallel session at the 2010 BIFM annual conference and next month’s BIFM Ireland annual conference. She is also getting involved in qualifications in the sector through delivering a session on communications to Sheffield Hallam’s FM course; working with Leeds Metropolitan University as a moderator on its MSc in FM course; and has worked with the BIFM to help to develop the new qualifications. Korten’s enthusiasm for the FM profession is palpable and contagious and her contribution to the industry, already substantial, is growing. It’s easy to see why the awards judges were so impressed by her entry. “The challenges on a day-today basis are amazing in FM. Genuinely no two days are the same,” she enthuses. “I’ve been in FM for a long time and I still look forward to coming in each day because I don’t know what today is going to bring me. And we have fun. For me, being in an environment where you have fun is really important.” FM

HIGHLY COMMENDED

Rebecca Carruthers, Johnson Controls Global WorkPlace Solutions Carruthers is customer business director for the BBC’s W12 property portfolio – such as the grade II listed Television Centre, the Elstree Studios and the Media Village campus. This year she managed the facilities management for the BBC’s 48-hour live coverage of the UK General Election.

Tristram Slater, Amey Tristam Slater, account manager for Amey, has had an incredible impact on the estates of his clients since joining the company in May 2009. Slater’s engineering background has helped him to take an innovative approach to facilities management, achieving amazing results in a range of areas from deep floor cleaning to asset management.

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BIFM AWARDS 2010 JAMES RICHARDS SPONSORED BY

CATEGORY: JUDGES’ SPECIAL RECOGNITION AWARD WINNER: LANDMARC SUPPORT SERVICES

ANSWERING THE CALL OF DUTY BIFM judges have recognised the achievement of Landmarc Support Services which has constructed a replica village for training troops en route to operational duty in Afghanistan andmarc Support Services Limited provides facilities management to the Defence Training Estate (DTE) – part of Defence Estates, the MOD’s property management organisation, which develops and maintains the UK’s Armed Forces’ training facilities. Jointly owned by Interserve and CSC, Landmarc employs 1,300 staff over 120 sites across the UK. With the war in Afghanistan showing no signs of abating the conflict represents the largest commitment of UK troops abroad. In 2007, the Operational Training Advisory Group (OPTAG), which oversees troop training, identified a need to develop more realistic facilities for troops preparing for Middle East conflict. According to OPTAG’s findings, although existing training was of a high standard, more could be achieved to simulate the precise conditions of current operational theatres. A brief was drawn up in 2008 to create a realistic environment on the training area at Stanford in Norfolk. This brief drew on the collective experiences of servicemen and women, as well as video and still imagery gathered in Afghanistan. The critical completion date was set for April 2009, leaving only eight months

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to construct the new facilities. This completion date was driven by the need to deliver an important training package for infantry units deploying to Afghanistan.

Integrated approach Landmarc’s in-house project team was responsible for delivering the project. Representatives from Defence Estates worked with the team to ensure an integrated approach, and to provide specific technical knowledge and planning support; for example, permission from the local council, liaison with Natural England to ensure compliance with appropriate environmental legislation. “Most people thought it couldn’t be done,” says Landmarc’s project manager Mike Adam referring to the eight-month project window. “Thousands of troops and their vehicles had been booked in to use the facility,” he adds. “Missing the deadline simply wasn’t an option.” A preparatory construction phase was initiated, with the site’s existing roads being adapted and strengthened for higher volume and heavier usage, by armoured military vehicles. Some of those vehicles, have a maximum load capability of 28 tonnes. Eight months later, the site was completed on time and under

budget. Two complexes, one rural and one urban are the key facilities in this £14m development which also includes enhancements to several forward operating bases, a bridge replacement, the creation of six Counter Improvised Explosive Devices (CIED) lanes and a series of mitigation processes Shipping containers were used as frameworks for the buildings to accelerate the design and construction process. This included 280 modified ISO containers being clad with plywood and sprayed with 3,000 metres of sandy-brown pre-cast concrete perimeter walling. A network of replica Taliban tunnels was also installed at the site, along with a vast array of authentic and imitation props (roughly 8,000). These included: plastic fruits, grain sacks, carts, and moulded hanging meats. Agricultural reports from the Helmand region were used to ensure the fruit and vegetables sourced were exactly what soldiers would see such as plastic pomegranates, watermelon and corn on the cob. Adam explains how the team had to think creatively about management: “At a very early stage, we decided to purchase the walling and containers separately. Originally, it was supposed to

be under the same contract. By splitting up the procurement, we managed to save three months.” In order to meet the strict OPTAG deadline, Landmarc was compelled to build over the winter months. While today the site is appropriately dusty and dry, during the construction process the site was consistently flooded due to heavy rain. Snow and ice, which froze aggregate solid, threatened to upset the already demanding timetable, as temperatures on the site fell as low as -9°C. Adam attributes the successful completion of the project to a culture of fast decision-making. “We had a small, pro-active team who could push things along quickly. Another benefit to this approach was that it helped to keep costs down.” The team also faced potential obstacles in terms of planning and chain of command requirements. However, according to Adam: “Natural England are enablers, and want to see organisations achieving their sustainability commitments. Our long-standing relationships with these organisations were very important.” He concludes, “It was a classic case of all the pieces of the puzzle coming together.” FM www.fm-world.co.uk

21/10/10 14:40:33

BIFM AWARDS 2010 DAVID ARMINAS SPONSORED BY

CATEGORY: FM EXCELLENCE IN A MAJOR PROJECT WINNER: SGP PROPERTY AND FACILITIES MANAGEMENT

KNOCKOUT PUNCH Project Sunrise represented a cultural and spiritual move from Spirit Group to Punch Taverns, and aided the transition to sustainable working in a hi-tech campus unrise House was to be not only a flagship for Punch Taverns, but a landmark building for Burton-on -Trent. It was an opportunity to create more workspace, but with fewer workstations as calculations pointed to a 50 per cent use of desks in the business. Sunrise House, created in conjunction with SGP Property and Facilities Management, is the cornerstone for changes about how the Punch Taverns’ team works. Also, a Breeam rating was a key objective, which encouraged designers, manufacturers, consultants, the client and FM teams to review every decision in light of environmental, impact. What Punch Taverns senior management needed was a “oneteam” culture in a flexible working environment. Leadership and a recognition of rising stars needed to be brought out into the open and there should be an obvious promotion of a positive work/life balance. In 2006 Punch Taverns acquired the Spirit Group, also based in the city, at Jubilee House, a 44,000 sq ft 10-year-old purpose built office block and an 1845 brewery building located next to the station. Neither was suitable, or large enough, to house the new

PUNCH TAVERNS

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organisation. The forthcoming lease expiry on the brewery building meant the time was right to move out and occupy a campus-style site incorporating the existing Jubilee House location. Studies showed there was a mix of working styles. There was a need for fixed, permanently office-based locations for people rarely out of the office. Also, Punch needed some flexible space for employees who were in the office two to four a week, and also who used predominantly used laptops as their main work tool. Other employees spent the vast amount of their time in the field. A team of 13 ‘champions’ were selected who would communicate between the business and employees. Champions meetings were led by the FM and HR teams. This initiative was started in August 2008 and continued until after completion in September 2009. Champions were issued with a departmental space-planning template that collated head count, space requirements and adjacencies, all of which formed the basis of the space-planning brief.

On the south side there is minimal glass and fins to shade the building and minimise solar gain while solar panels provide heat and hot water. Rainwater harvesting is used for the WCs. Daylight and movement sensors control lighting. The ground floor has meeting rooms, hot desks and the café and break out areas. The bookable meeting spaces are supplemented by the cellular office space in Jubilee House. A “food development centre” known as the “Chefs’ Table” showcases new menus being introduced to Punch pubs. This brings the pub message into the business and gives employees visibility of a professional pub kitchen within the facility. Plasma screens around the building show the latest developments and promotions in the pub estate.

The first and second floors have non-bookable small quiet rooms for quick meetings or confidential phone calls. There is also open-plan desking layout. This includes fixeddesking – with under-desk storage. Flexi-desks are allocated on a ratio of 0.7 desks per flexi user or for those using laptops with lockable shelf space storage for every flexi user. There also are field desks or hot desks, a ratio of 0.1 desks per field-based employee. Importantly for the work culture, the desk types are intermingled in an effort to break down barriers and encourage people to communicate with people in different business areas. The team tried to remove everything that ties people to using one desk. Printing, for example, works using the ID card to print where the person is located. FM

HIGHLY COMMENDED

Vinci Facilities Vinci Facilities and St. Helens and Knowsley NHS Trust worked in partnership to deliver two new hospitals that put patient care at the heart of service design.

Illumina Place in the sun The result is Sunrise House, a 42,000 sq ft structure across two wings sharing a light-filled atrium.

The headquarters for genetic research technology company Illumina is a state-of-the-art building and represents a significant investment in the company’s European operations.

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Aw ar Trip d le W in ne r

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SitexOrbis has turned electronic key technology into a highly workable solution. In doing so facilities managers are able to meet two BIFM goals to do more for less and to reduce emissions BIFM Awards’ Judge Nick Shaw www.sitexorbis.com/emaks

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19/10/10 09:59:42

BIFM AWARDS 2010 DAVID ARMINAS SPONSORED BY

CATEGORY: IMPACT ON ORGANISATION AND WORKPLACE WINNER: SANDWELL PRIMARY CARE TRUST AND PLAN B SOLUTIONS

MOVING WITH THE TIMES Sandwell Primary Care Trust’s collaboration with Plan B Solutions to revamp work space for 1,300 staff has changed working habits – and caught the BIFM judges eyes’ in 2010 andwell Primary Care Trust and consultancy Plan B Solutions achieved major organisational change by creating an workplace with a 23 per cent increase in building use. Sandwell PCT was formed in October 2006 following the merger of three Primary Care Trusts: Oldbury & Smethwick, Rowley Regis & Tipton and Wednesbury & West Bromwich Primary Care Trusts. It serves a registered population of 320,000 and offers access to healthcare, treatment and advice, health promotion advice and guidance and support for carers. Its 1,300 staff offer a range of services including community nursing, health visiting, physiotherapy and speech and language therapy. The Shifting Sands project involves the major refurbishment of the PCT’s headquarters in the West Midlands, and the simultaneous introduction of a completely new way of working for staff. The refurbishment of Kingston House began in December 2008 with first occupation in April 2009. A space utilisation study found that during peak times, at least 35 per cent of desk space was unused, meeting room use averaged just over 40 per cent and the average

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office use was under 40 per cent. David Grant, director of Plan B Solutions, says of convincing staff that, though they have largely administrative, non-mobile roles, their work-space use was really poor: “Our workplace utilisation study went a long way to achieving this recognition.”

Success strategy A cross-departmental team was created and charged with the role of changing mindsets. A key success factor was the communications strategy that persuaded the stake-holders to spend an additional £880,000 because of the long-term benefits in productivity and costs. They used a three-dimensional simulation of the future environment so executives could visualise the way the staff would work and to see the “package of changes” that they would be asking staff to accept. A communications strategy that fully engaged staff was crucial for project success. A qualitative as well as a quantitative staff questionnaire led to immediate changes being made. Andrew Lawley, head of estates and facilities at Sandwell, says it was “most rewarding” to witness the chief executive Rob Bacon

and chairman Richard Nugent being persuaded of the benefits. “They led by example to enable the project team to create a onesize-fits-all solution across the PCT. We no longer have single person offices at the HQ. The second aspect was to see staff who had initially been highly resistant to change, genuinely become some of the most fervent advocators of the scheme.” The new workplace is a clean, crisp, minimalist design offering more space per workstation. It also increases workplace utilisation and colour splashes create a “buzzy” workplace providing the stimuli for increased activity levels. There is also full desk-sharing throughout the HQ for all staff. Another key team member was Gingco.Net New Media GmbH, which provided the resource

booking and workplace-use tracking system. “For this project, and under Plan B Solutions’ guidance, we created custom features to produce an innovative desk-sharing concept,” says Frank Dippel, managing director of Gingco.Net. “It provides staff with maximum confidence that sufficient resources will always be available and, crucially, promotes work-space mobility so that staff no longer require, or want, desk ownership.” The PCT’s HR department is reporting improvements in staff satisfaction and reductions in staff sickness levels at the headquarters building compared with other sites. Also, nearly 19 per cent reduction in annual energy costs per person at the headquarters has been achieved. FM

HIGHLY COMMENDED

BDGworkfutures The brief was to create a flexible, efficient and sustainable building for employees and elected officials at Southwark Council to improve service delivery.

Vodafone UK Moving from older buildings spread across Stoke-on-Trent to a new single site at Festival Park made a tangible positive difference at Vodafone.

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BIFM AWARDS 2010 CATHY HAYWARD SPONSORED BY

CATEGORY: PROPERTY INVESTORS EXCELLENCE IN FM TEAM WINNER: INCENTIVE FM

JUGGLING RESPONSIBILITIES Providing FM for the Covent Garden estate in the heart of London is a varied and demanding role, in which Incentive FM has excelled by keeping all the plates in the air acilities don’t get much higher profile than Covent Garden, a 750,000sq ft estate which includes 43 buildings including commercial, retail, leisure, cultural and residential properties, and the world-famous market which attracts 45 million visitors each year. But it’s not just the size and variety of the estate which caught the BIFM judges’ attention, but the scope of the total FM service delivered by Incentive FM for landlord Capital & Counties. In addition to the more traditional FM services such as cleaning, security and maintenance, Incentive provides an estate management role including service charge administration, tenants liaison and compliance checks including managing 264 leases, liaising with the popular street performers from jugglers to fire eaters (and ensuring they comply with various health and safety and other legal requirements). The team also sources and manages traders for the 48-stall market, and manage events and health and safety in an area which is used around the clock. “It’s a unique contract,” explains Incentive FM managing director Jeremy Waud. “It’s a fun contract to operate – it’s facilities management with a bit more

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on top.” In the 12 months since the contract started, Incentive FM has substantially improved both the appearance of the estate and the financial and organsiational management behind the scenes. Cleaning spend has been reduced by 15 per cent by direct delivering rather than sub-contracting the service, and introducing a new cleaning regime, including the introduction of back vac packs, to significantly improve the appearance of the estate. Customer service training has been given to all frontline staff and this, together with a new Computer-Aided Facilities Management system. Incentive FM’s PDA solution, has helped to improve response time to customer issues to a maximum of 24 hours. Much of Incentive’s effort has also gone into improving financial performance and management reporting to the client. An annual joint business plan gives clear, deliverable objectives throughout the year which are continually reviewed and awarded a RAG (red, amber or green) status. As objectives are attained, analysis of the benefits are captured to demonstrate continuous improvement and the

value of the partnership. “This is a healthy approach to contract management and ensures not just delivery against the pre-determined service level agreement, but also the evolving strategic requirements of the partnership,” says Waud. A new comprehensive reporting platform gives the client information on service achievement and improvement, budgetary performance, energy usage, market occupancy trends, security statistics, recycling and helpdesk performance, all presented in a dashboard format. Incentive has also helped to improve the financial management of the operation (previously an issue of huge concern to the landlord) by reconciling all service charges on a quarterly basis (this used to be done annually); full variance reporting on a quarterly basis, again previously done annually; and controlling spend across all service lines by reviewing

and consolidating suppliers and controlling spend through a robust purchasing process. Now that many of the historical problems are resolved, Waud and the on-site Incentive team, headed up by Tina Dallorzo, are looking at new challenges, the nature of which again extends the FM remit even further. There are various roads and rights of way across the estate which are not owned by the landlord but Westminster Council, which Incentive is looking to adopt and maintain – together with many of the public toilets on the estate, which are poorly maintained and provide a bad user experience. “What we do is very unsexy in our client’s world,” admits Waud. “But they also recognise that it’s very important because it all relates to the value of the asset, which is a key issue.” FM

HIGHLY COMMENDED

Telereal Trillium – CE, Property & Royal Mail FM Team Telereal Trillium received the highly commended award for the excellent relationship developed with tenants Royal Mail. A strategy was launched 18 months ago to improve service standards while reducing costs.

www.fm-world.co.uk

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BIFM AWARDS 2010 NATALIE LI SPONSORED BY

CATEGORY: SUSTAINABILITY AND ENVIRONMENTAL IMPACT WINNER: GLAXOSMITHKLINE AND JOHNSON CONTROLS

HANDLING THE HEAT A heat dissipation system installed for GSK by Johnson Controls has cut energy costs at the global data centre, while making a positive impact on the local wildlife n 2009 GlaxoSmithKline, a research based pharmaceutical company, created a sustainability council of senior executives to transform how it does business. As part of this commitment, GSK’s technical and engineering services provider at GSK House, Johnson Controls, developed an innovative project to reduce energy consumption by using canal water. This satisfied an increasing demand for cooling capacity in the global data centre. In essence, this system dissipates unwanted heat generated in the data centre by discharging it safely to a local water source – the Brentford Grand Union Canal. This was all achieved working with the Environment Agency, which set strict parameters so as not to affect the canal’s wildlife or biodiversity. The project managers were particularly important as they ensured that the heat dissipation is considerably less than the limits set by the EA, to the extent that this project improves the water quality of the canal. In support of the BIFM award entry for sustainability and environmental impact, British Waterways stated that “there is no doubt the

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Brentford Grand Union Canal is better off for the installation of the GSK House cooling system which has improved the local environment.” Through two heat exchangers, waste heat from the data centre is transferred through 1km of newly installed piping to the chiller located in a newly constructed plant room in the west basement. Here the waste heat is discharged over a waterfall which dissipates some of the heat before flowing back into the canal. Extensive planning for the project started in May 2007, technical and ecological permission were later obtained from national and local government agencies as well as environmental bodies. Pre-installation mechanical work started during the data centre shut-down in 2007 and the main works commenced in March 2008.

How it works The whole system is linked by remote control to the engineering control suite where every aspect of the operation is actively managed to ensure operational integrity of the data centre and management of the canal. At the design stage, the project

was projected to deliver annual savings of 202,000kg of carbon, equivalent to 256 family cars off the road. The original idea/ baseline of the project was to increase the resilience of cooling the data centre from n + 0.5 to n + 1. This baseline was then expanded to include using the canal (a non-consumptive cooling resource) as a sustainable and energy efficient way of cooling the data centre. The original baseline was successfully achieved with the creation of the extra chiller now making resilience n +1. Following confirmed data validation on the chilled water supply to the data centre, the project managers recognised that there was spare capacity within the circuit to cool additional 24/7 plant spaces in the building. New fan coil units were thus installed in the data centre UPS plant room, which is now saving an additional 230,651kw each year. The whole project was successfully delivered by British Waterways and Thames 21, the charity committed to bringing life to London’s waterways. It has proved to be an enormous success with the local environment benefitting considerably. During the summer season of 2008

water lilies were planted close to the bank of the canal near the waterfall – those water lilies were unaffected by the construction of the heat exchanger system and in 2009 and 2010 they thrived and multiplied. The system has also dramatically increased the interest in the canal and its wildlife. The number of walkers and ramblers using the canal towpath has increased. Most days of the week they can be witnessed often in groups, walking the towpath and sometimes following the Capital Ring path. GSK is pleased that pedestrians using this stretch of towpath are interested in the waterfall and stop to read the information describing the reason and the process behind the installation. Employee engagement about the initiative was also key. During the construction period, it was promoted to GSK staff through banners and on-screen information while the work was in progress – it was also the subject of a BBC News feature in March 2009. The team has shared experiences with other GSK sites located near running water sources in the UK and the US and are currently assessing the feasibility of implementing similar projects. FM FM WORLD | 28 OCTOBER 2010 | 31

21/10/10 15:40:18

Real success is the success you share

VINCI Facilities combines the heritage and capability of a number of highly regarded and successful brands to create FM solutions which ensure cost certainty, cost reduction and consistency in delivery. Our core businesses are: facilities management, repair and maintenance, interior fit out and small works in both the public and private sector.

www.vincifacilities.com Tel: 01923 478400 Email: info@vincifacilities.com

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VINCI Facilities is ultimately part of VINCI, the world’s leading concession and construction group.

19/10/10 10:36:14

BIFM AWARDS 2010 JAMES RICHARDS

SPONSORED BY

CATEGORY: CORPORATE OCCUPIERS EXCELLENCE IN FM TEAM WINNER: THE CO-OPERATIVE

ON A QUEST FOR QUALITY Challenging the customer’s ideas about what makes good FM service provision was key for the Co-operative team, on its journey towards a major change of premises in 2012 fter reaching the finals of the BIFM awards in 2009, the Co-operative team returned as victors in 2010 in the Corporate Occupiers Excellence category. Their application focused on the contribution of the team to the Co-operative family of businesses, specifically, their strategic approach to FM service and provision, which was developed in-house. Under development since 2008, the winning strategy is a major step on the way to a key 2012 goal for the Co-operative team, when the organisation’s head office will relocate to purpose-built premises in Manchester city centre. As well as a physical change of workplace for the Co-operative group, the move represents a shift to a modern, flexible work environment. In anticipation of the expected ‘sea change’ that will result from the move, the facilities team developed their approach giving it the title ‘good2Great’ which they feel exemplifies the overall strategy. A unified team was created to replace a number of hard and soft facilities teams, and also included client service provision for reception, switchboard and mail functions. Initially, the team identified the lack of information

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as an obstacle in their drive to provide quality FM. However, the team decided that the major challenge facing FM providers involved improving the customer’s perception. This is a view that they felt was also shared across the expanding external network of colleagues and suppliers, including FM colleagues. Subsequently, the Co-operative team felt that it was their mission to enhance the reputation of FM both internally, in the eyes of customers, and externally in the view of suppliers and the FM industry at large As a first step, the team instigated a ‘what good looks like’ phase to generate an idealised snapshot of FM service provision. Through workshop activity, the team produced a schedule of all activities being undertaken, before identifying where the provision fell below ‘good’. An action plan was put in place to address those provisions, and the impact was two-fold: quality was improved immediately, and expectations rose within the FM team. Once ‘Good’ replaced ‘Basic’ across all services, the team determined the next part of their journey would be from ‘Good’ to ‘Great’, in order to reach the 2012 milestone.

A key tool on the team’s journey was a checklist, which addressed the need to measure performance and also gauge how far the team had progressed towards their eventual goal. However, it was determined that significant value could be achieved if stakeholders and suppliers also contributed. According to Catherine Morris, head of workplace services, “Good2Great is the fundamental principle which shapes our long term strategy and the way we and our suppliers deliver services to our customers here and now. “How this ethos translates into deliverable activity was a key factor, I believe, in winning the award,” she adds. “The diversity of our service offering, and the accountabilities we use to support business critical programme were also key factors.” Morris believes that this ethos is within reach of any facilities team. “It does not cost in financial terms to deliver good2Great; it is a time and effort investment

for myself and the team,” she says. “All involved have found it a rewarding experience both in terms of personal and professional development and also the results they are delivering in relation to their objectives. “The response from clients and service users has been ‘wow we didn’t know you did all that’. Traditionally, FM has been seen as tea and toilets. Using the good2Great initiative has given the team the tools and opportunity to showcase the industry-leading services we deliver, resulting in dramatically improved customer perception. Morris explains how good2Great can offer insights to the wider industry. “Workplace services can influence and drive business strategy and not just deliver customer requests. “We should develop and deliver our own department strategy as well as being a key enabler in the delivery of business strategy,” she concludes. FM

HIGHLY COMMENDED

Lloyds Banking Group in partnership with Atkins Atkins provides managing agent services to Lloyds Banking Group, the largest bank in Europe, including a 24/7/365 helpdesk function driven by an integrated, web-based Cafm system, Atkins Intelligence (Ai).

FM WORLD | 28 OCTOBER 2010 | 33

21/10/10 15:41:27

BIFM AWARDS 2010 JAMES RICHARDS SPONSORED BY

CATEGORY: PUBLIC SECTOR EXCELLENCE – IN FM TEAM WINNER: BABCOCK DYNCORP

BEYOND PARTNERSHIP Clear objective setting and a commitment to staff development have proved a winning formula for providers Babcock Dyncorp in Defence Estates’ Eastern Region contract efence Estates (DE) awarded the prestigious Regional Prime Contract East to Babcock Dyncorp in 2005. The contract, worth £500m over seven years, provides maintenance services for the Ministry of Defence estate in the Eastern Region. The contract covers design and construction of new projects as well as the provision of facilities management services. Babcock DynCorp maintains over 4,000 built assets, which include runways, swimming pools and substations at over 47 MoD establishments. The Eastern Region covers Lincolnshire, Nottinghamshire, Bedfordshire and Cambridgeshire. A central communications hub, called the Technical Service Centre (TSC) acts as the contact point for the entire contract area, operating 24 hours a day, seven days a week, every day of the year. Taking calls as a contact centre is the main role of the TSC, but the centre also provides technical support to site, area and core team offices. Every year, Babcock DynCorp and DE draw up a Joint Operation Plan, outlining key contract objectives for the partnership over the next 12 months. The plan incorporates feedback and

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information from a cross-section of staff who are aware of customers’ and priorities.

Staff development Personal development plans allow employees to measure their achievements and progress towards pre-defined goals. Also, as part of its commitment to supporting young people, school-leavers and graduates, Babcock Dyncorp introduced an apprenticeship and a graduate scheme in 2007. Recruiting from the traditional entry paths of mechanical, electrical and building, 26 apprentices and four graduates are now embedded across the organisation. “It’s more than putting an award on the wall,” says operations director Geoff Adams. “We succeed because we invest more in breeding the right kind of staff compared to our competitors.” And staff seem to repay the investment: “Our churn rate is somewhere under 5 per cent. We work in a very loyal culture.” As one of the top 30 suppliers to the MoD, Babcock DynCorp takes part in the annual Key Supplier Assessment, which enables the MoD to understand its developing client relationship. The MoD analyses information

gathered across certain categories such as: approach to project management; responsiveness; information exchange; management of suppliers; quality of output; innovation; quality of relationship and flexibility. Babcock DynCorp’s average score across all categories was 6.5 (out of 10) in 2008, which falls into the ‘highly performing’ category. The team were delighted to have bettered this score in 2009, when they scored 7.9, a significant increase, placing them on the verge of ‘highly performing’ and ‘excelling’ in the MoD’s scoring matrix. Adams believes that a pro-active and positive contract arrangement with the client pays dividends: “In the tough economic climate, we’re working even harder to see how we can help our client.” A team charter enshrines collaborative working at the heart of the relationship by laying down

the vision, values, strategy and goals of the partnership between Babcock Dyncorp and DE. He explains how in the face of such conditions, wherein DE is renegotiating all its major contracts, his team are focused on providing useful process support. “We drew up the contract which is now being used by the other suppliers. Our approach is the complete opposite of many organisations. We’re proactive and look for opportunities to help.” In 2009, a co-working programme brought both sides of the partnership together under one roof. The initiative has ushered in a culture of debate, team working and collaboration which results in more efficient decisionmaking processes. Formal letters and emails from clients provide evidence of satisfaction of service provision, indicating that bringing client and provider together makes a noticeable difference. FM

HIGHLY COMMENDED

Balfour Beatty WorkPlace Balfour Beatty WorkPlace works in partnership with Lothian NHS Trust to provide support services to The Royal Infirmary of Edinburgh, a major acute teaching hospital providing medical and surgical procedures. Covering a site area of 130,000 sq m, a 24-hour A&E, 24 operating theatres, 8,200 staff and 878 beds.

www.fm-world.co.uk

21/10/10 15:07:23

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20/10/10 15:09:59

BIFM AWARDS 2010 NATALIE LI SPONSORED BY

CATEGORY: COMMUNICATION AND MARKETING WINNER: AXA AND CARILLION

TAKING THE LONG VIEW A common vision for better communication has broken down barriers between partners AXA and Carillion and raised the profile of FM service throughout the UK

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the divide between hard and soft services, contractor and supplier, service partners and client. The concept behind the Workplace Solutions brand emphasises the importance of service delivery and the importance of the each customer and individual team member to the business. The logo – the public identity of the team – continues with the theme of each individual being part of a jigsaw which Carillion describe as “painting a bigger picture of mutual dependency and integration”. A mission statement swiftly followed: “Our vision is to be a team of customer focused service professionals working together in the heart of AXA to set new standards of excellence and pride in the workplace.”

Building relationships Over the course of two years the team pushed ahead with promoting the Workplace Solutions brand through a variety of channels. A ‘One Team’ launch event kicked off proceedings and team events now take place several times a year to engage the team and management and improve relationships. In addition, a re-branded uniform for front line team members has reinforced team identity and demonstrated professionalism.

Crucially, it identifies facilities staff to building users – so a helping hand is never far away. Keeping staff updated features highly on the communications agenda and with this in mind bi-monthly newsletters are circulated, a Workplace Solutions intranet was set up and regular team meetings take place. The annual Workplace Solutions Awards enables the team to nominate their peers for exceptional service which goes above and beyond the call of duty. There may have been a palpable sense of pride and ownership within the teams but truly measuring success came in the form of an annual workplace survey – respondents were asked to complete the survey over a two week period. The survey, which was hosted on the Workplace Solutions Intranet, reviewed the effectiveness and productivity of workplaces at AXA.

Overall 54 per cent of people said that they were aware of their local Workplace Solutions team and the role they play in the office they work in, while 73 per cent of respondents said they were satisfied with their working environment. Jason Ruehland, account director for Carillion and AXA’s Workplace Solutions team says: “It’s vital to us to be able to demonstrate to our customer that we are adding value to their workplace. On a contract like this where Carillion has now partnered AXA for many years, there shouldn’t be any ‘quick wins’ left, and that’s when innovation and fresh solutions become an even more vital part of your currency, so that you can keep on making a difference, exceeding your customer’s expectations and transforming their service delivery. And that’s how Workplace Solutions, its brand identity, its values and its vision was born.” FM

HIGHLY COMMENDED

Romec The Romec brand refresh has helped to give the company a strong identity in the marketplace with a clear focus on customer service. It was launched using every aspect of marketing including vehicle livery, website and signage. Employees were engaged throughout the process by a new magazine, roadshows and competitions.

ow do you go about breaking down communication barriers, engaging with your customer and creating a united front? This was the challenge facing both AXA and Carillion as they worked to develop a revitalised approach to communications and service excellence in the delivery of FM services to AXA. With the FM delivery team made up of a diverse group of employees from AXA UK Group Property, Carillion and various supplier partners, there are more than 300 team members to communicate to, from housekeepers, security officers and engineers through to property management professionals as well as the end users. In 2008 Carillion was awarded a five-year contract with AXA, renewing an eight-year partnership between their respective companies. As part of the new contract, an FM Transformation programme was developed – designed to support the delivery of AXA’s strategic goals. In the first instance, the AXA and Carillion property delivery team was re-branded to Workplace Solutions in September 2008. It was a brand which aimed to bridge

www.fm-world.co.uk

21/10/10 15:06:01

BIFM AWARDS 2010 DAVID ARMINAS SPONSORED BY

CATEGORY: INNOVATION IN PRODUCTS WINNER: SITEXORBIS

UNLOCKING SIMPLICITY We used to think of a ‘skeleton key’ as something of a impossible dream in FM. But the eMAKS system from SitexOrbis has opened the door to electronic access systems he eMAKS access system from SitexOrbis won the award because it streamlined working methods and made positive changes to FM operations, a true definition of innovation. Britain is also the first European country to use the eMAKS, thanks to a decision by Nuneaton and Bedworth Borough Council to roll out the system after a year’s trial. The two major themes at this year’s BIFM conference were “More for Less” and “Reducing Emissions”. This is exactly what eMAKS does, according to SitexOrbis group chief executive David Walker. “If there is one overriding benefit that sells the system, it’s time saving for the client as well their contractors.” On the surface, the ‘electronically managed access key system’ looks like a normal key. In fact, eMAKS is “one key for up to 6,000 locks”. The key is not much larger than the average car key, but has a round connector instead of a conventional toothed metal strip. Keys are electronically encrypted and are programmed to unlock specific doors at specific times, and report back when this has happened. The system’s locks don’t require direct power and are opened by inserting an authorised key.

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Authorisation is done through a BS5979 Cat II accredited response centre that operates 24-7. Authorisation ports transfer authorisation settings from the response centre to the key. This can be done through a USB on laptops and PDAs. Alternatively, keys can be updated through an infra-red link, or even a smart phone such as a Blackberry. Potential clients include housing associations and boroughs, such as Nuneaton, that manage hundreds of void properties to which employees and maintenance contractors need access, especially just before a tenant moves in. Also, electricity distribution network operators must manage access to their disbursed buildings – EDF Energy has 66,300 substations across 11 counties. Up to 6,000 vacant properties can be fitted with simple eMAKS locks on their front doors. These replace conventional door locks and can work without any power source. Property managers have their own eMAKS key and contractors are given temporary keys that access properties only during specific times. Clients programme the keys by calling the SitexOrbis response centre and then plugging their keys into an authorisation port,

which then downloads the latest access settings, and uploads recent activity – for example, what doors were opened and when. Walker noted that the technology in not necessarily new. What is new is the software development that allows data collection, authoritisation and re-programming of keys.

Key values SitexOrbis acknowledges it saved on development costs by making use of existing technology for use within the key itself, and invested another £20,000 in developing and testing the all-important locks that require no external power or network connections. SitexOrbis’s main investment was in the support aspect of the system, said Walker. Central to the system is a combination of online technology and 24/7 response centre support which allows customers, their contractors and employees to request and receive access rights within minutes. SitexOrbis spent £500,000 building a response centre that has highest BS5979 Cat II accreditation for call and data management. No longer do FMs, maintenance staff and contractors spend hours driving about to collect keys, or wait for someone to show up with

a key. Also from a security pint of view, eMAKS locks can’t be picked and the keys cannot be duplicated. SitexOrbis estimates that for every £1 spent on eMAKS, customers would save about £16 on what would have been travel costs, but also increased their productivity and income. One customer in the housing sector measured a £184,000 savings and £12,000 increase in rental income, from an investment of £12,000 over four years, SitexOrbis said. The accuracy element of eMAKS, because it capture arrival and departure times, means the system monitors how long they work, and timesheets are not embellished. An effect of fewer so-called ‘white-van trips’ is a reduction in the client’s carbon footprint, says Walker. A typical client may have four Ford Transit Vans driven by tradesmen on the road. Each van is driven 100 miles a week to drop off and collect keys. Eliminating these trips would avoid emitting 54 kgs of CO2, he estimates. Money was also saved by getting the work done more quickly and being able to let properties faster. The system also allows us to monitor our in-house workforce and external contractors.” FM FM WORLD | 28 OCTOBER 2010 | 37

21/10/10 14:46:27

BIFM AWARDS 2010 DAVID ARMINAS SPONSORED BY

CATEGORY: INNOVATION IN TECHNOLOGY AND SYSTEMS WINNER: BBC WORKPLACE

SETTING THE STANDARD BBC Workplace has achieved a single standardised approach to risk management by instigating an overarching structure to evaluate risk management across its estate he BBC had a wellestablished and robust approach to risk management in relation to its day-to-day activity and its core operations – maintaining broadcasting and providing content according to its government charter. BBC Workplace identified that the methods by which it managed operational risk presented through the condition of the estate and its assets were varied and open to interpretation. They were not neglected, but there was no single standardised approach to the management of risk. The approach to management of risk presented through the condition of its buildings was varied and parochial and provided no way of understanding the total level of risk at a single point in time. There was a need to track business decisions in relation to investment and monitor residual risk within the estate. The requirement for a consistent risk assessment methodology was identified by BBC Workplace following the completion of a significant statutory compliance programme in 2007. The need for improving risk assessment and management was

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there. The business had around 700 projects on the go and 20 compliance activity strand briefs, as well a £30m capital spend. In essence, there was a need to adopt “a business-as-usual” risk-based approach, to allow the BBC to operate its core business within its assets to meet legal requirements. The BBC needed an overarching risk management framework that would align with the BBC Corporate Enterprise System. It should be able to assess and evaluate with consistency the operational risks associated with buildings, systems and property infrastructure across the estate and provide robust decision making for, and around, investment, risk retention and/or cost effective risk mitigations.

Phased project The business case mandate for improving risk management was clear. There were historical challenges with the statutory compliance programme. There was a need for strengthening the business in response to National Audit Office actions. There was a recognised need to improve: consistency and quality of risk assessments; input to Magique, BBC’s corporate risk management

system; quality of local site risk registers; quality of optioneering and justification on business cases and job approvals; demonstrate to the wider BBC an exemplar practice in risk management. Phase 1 of the project involved research and consultancy to develop and pilot a prototype risk assessment methodology for BBC Workplace. This involved an extensive consultancy by ARUP, followed by a Gateway Review – part of the government’s procurement review process – which resulted in scaling back and restructuring of the project. However, it became evident the approach involved too much resource, in particular on the client side, and this would have delayed delivery due to business-as-usual commitments. The scaled back approach used a far more concentrated team to look at this and to manage the roll out across the organisation. The scaled-back project used an in-house team from the BBC Workplace and its service partners Balfour Beatty Workplace and Johnson Controls to develop a methodology and prototype software. This phase of the project finished in 2009, after several pilot assessments.

Phase 2 of the project began in April 2009. This phase evaluated existing software products and specified requirements for a permanent software solution for the BBC risk assessment methodology. Key BBC Workplace and supply-chain staff were trained to carry out risk assessments and failure mode and effect analyses. A software solution was specified, a vendor was identified and a proof of concept solution was implemented. Phase 3 was completed in conjunction with the software developer and provider Optima Diagnostics. It involved the development, testing and deployment of web-based risk assessment software, software roll-out to the service partners and specialists, user-guide development and training. The project enjoyed many accomplishments. Among them were the establishment of a Risk Assessment Board, development of risk assessment methodology and software and the collaboration and joint training initiatives across multiple service partners. Also, a Workplace Site Risk Registers was developed. FM www.fm-world.co.uk

21/10/10 14:46:54

BIFM AWARDS 2010 NATALIE LI SPONSORED BY

CATEGORY: INNOVATION IN CUSTOMER SERVICE WINNER: MITIE

WINGS OF CHANGE By finding an affordable, improved technology to manage a Passengers Mobility System at Luton airport, Mitie has helped to cut costs and minimise exposure to risk reating an innovative and reliable solution to assist passengers with reduced mobility has seen a raft of benefits to clients, users and customers at London Luton Airport. On 26 July 2008 EU legislation stated that all European airports must offer a free assistance service for their passengers, and like other airports, Luton operates this service to meet the needs of passengers with reduced mobility. At the beginning of 2010, Mitie, the fm outsourcing company, was awarded the contract to provide a Passengers with Reduced Mobility (PRM) service for London Luton Airport Operations. The service offers passengers with reduced mobility a wheelchair and assistance service from the moment they arrive at the airport and board the aircraft and vice versa and must be as smooth as it possibly can be. London Luton is the UK’s fifth largest passenger airport and saw more than 9.2m passengers passing through in 2009. In consultation with the client, Mitie quickly realised an opportunity existed to significantly improve efficiency, accountability and reduce costs through the use of its new and improved VisionFM PRM system. The existing systems at the airport

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offered scope for improvement and Mitie set out to work on finding a solution to improve the model. With the existing manual system each request saw a paper docket completed and manually updated by a passenger service agent. At a later date this information was manually fed into Excel spreadsheets creating duplication and delays in the availability of reporting information. Requests for information meant reviewing hundreds of paper records – both time consuming and, if not found, resulting in fines from the airlines. Developing a completely new system from scratch could not be justified in terms of cost and time to deploy; also finding an off-the-shelf system that was suitable for the airports’ needs was tricky. In discussion with its strategic partners, Mitie was able to fast track a bespoke solution using existing core technologies. The business solutions function within Mitie, which solely provides customer facing IT solutions, had already used this approach to deliver answers to a number client issues, so possessed the expertise to deliver the project end to end.

In with the new A centralised data system offering real-time information to facilitate

quicker response times and deal with the changeability of the airport environment was core to the requirement. Working with Serversys, a company that Mitie has been using since 2004, they were able to develop a new model in just under eight weeks – totally bespoke to London Luton Airport. As the solution was based on tried and tested technologies it allowed for aggressive deployment with reduced risks. Mitie was able to build the new system at the fraction of the cost it would take to develop a solution from scratch. The new system is web based front end with for maximum flexibility. PRM requests are fed automatically through the VisionFM PRM system and are monitored by a supervisor on real-time screens and allocated to available passenger service agents via their PDAs. The information they receive contains all necessary information including the type

of assistance required, passenger name and flight information. The new system has made a marked difference with an improvement in PRM request capture; greater efficiency and a significant reduction in risk of fines. Mark Hazelwood, customer solutions director for Mitie’s FM division, commented: “The solution at London Luton Airport provided benefits for the client as well as an enhanced service for the airport’s customers using the PRM service from Mitie. This demonstrates Mitie’s business solutions function working closely with its customer to provide an outcome that offers real business benefit. This model has been hugely successful for a number of our customers and we intend to continue to work in away that ensures that our IT offering truly delivers on the ground.” FM

HIGHLY COMMENDED

Manchester Arndale/Interserve Interserve and Prupim work together to deliver support services to the 1.4m sq ft shopping centre in the heart of Manchester. Utilising PASSION, a behavioural and values-based approach, they have brought the teams together and placed customer service and teamwork at the heart of Manchester Arndale.

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21/10/10 14:47:08

BIFM AWARDS 2010 CATHY HAYWARD SPONSORED BY

CATEGORY: OVERALL FM INDUSTRY IMPACT WINNER: VALERIE EVERITT

SPEAKING FROM EXPERIENCE Valerie Everitt’s role in revamping the BIFM’s qualifications structure will provide a lasting legacy for FM. The industry impact award winner reflects on her achievement he Overall FM Industry Impact category recognises an individual who has had the most significant and positive impact on the facilities management profession over their career to date. The award is given under the direction of the BIFM board, which this year recognises Valerie Everitt for her outstanding contribution to the FM qualifications landscape over her 14 years with the institute. Valerie joined the BIFM in 1996 and steered the development of the original BIFM qualifications and the underpinning competencies. She managed the three routes to qualification, oversaw the introduction of the new exam

syllabus in 1999 and accreditation of higher education courses This year saw the introduction of new BIFM qualifications to replace the old Part I and Part II examinations. Everitt, the BIFM’s professional standards and education director for the past six years and head of education before that, masterminded the four-year journey to the new qualifications landscape. “This long journey has been a really interesting and exciting one,” she says. “Developing the qualifications is central to the BIFM’s mission of advancing the FM profession, professionalising FM and developing career and progression pathways.” The decision to embark on the

CV QUALIFICATIONS AND TRAINING Level 7 Diploma in Executive Coaching and Mentoring (ILM); Certificate in Life Coaching (Newcastle College); Postgraduate Diploma in Teaching English as a Foreign Language (RSA); BA (Hons.) English Language, Literature and Philosophy (University of Birmingham) JOB HISTORY January 2004 – 2010: director of professional standards and education (PS&E) – BIFM 1996 – 2003, head of education, BIFM Prior to joining the BIFM, Everitt spent 20 years working in the Teaching English as a Foreign Language sector

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expedition was taken back in 2006 when the institute decided to review its existing qualifications. There were a number of drivers, says Everitt, including the 2006 Leitch Report (which recommended that UK should urgently and dramatically raise achievements at all levels of skills) and feedback from employers and members. After garnering the views of key stakeholders, the decision was taken to refresh the syllabus and to make it more accessible and flexible in order to respond to the needs of the FM sector. Everitt says that the institute never wanted to do everything. “One big part of the strategy was to say ‘we don’t have all the answers and the BIFM is not going to be the provider of qualifications at all levels’.” Everitt points to the introductory level qualification (QCF level 3 on the scale where 1 is equivalent to NVQ 1 or one GCSEs at grade D and below, and 8 to a doctorate) as an example of an area where there wasn’t a good fit for what the BIFM could offer. This was due to the fact that it was slightly outside the main level of institute members and before BIFM’s recognition as an Awarding Organisation. The solution was a strategic partnership with the Institute for Leadership and

Management which was signed in June 2007. Everitt describes it as a “seminal moment” in the qualifications journey. Everitt worked with an employer group, made up of between 15-20 client side and supply side organisations from across the public and private sectors, to design the architecture of the new qualifications.

Onwards and upwards More than 100 learners have registered for the new qualifications, with around 50 unit certificates awarded to date. The aim, says Everitt, is exponential growth over the coming years. There are now six centres which deliver the new qualifications, with another six in the pipeline. But Everitt is typically modest about her role in the new qualifications structure, attributing much of the success to her team at BIFM head office and those that volunteered in the employers’ group, committees and wider membership. “This award is a great honour for me personally but also an award for the success of the new qualifications and the value they bring to individuals and organisations. And this is just the beginning.” FM www.fm-world.co.uk

21/10/10 15:42:07

BIFM AWARDS 2010 GEMMA KNOTT SPONSORED BY

CATEGORY: STUDENT OF THE YEAR WINNER: AMANDA SMALLEY

BRIGHT YOUNG THING Listing her interests as rock climbing and white-water rafting, Amanda Smalley, winner of the Student of the Year category explains how her love of a challenge brought her to FM his year’s Student of the Year is used to reaching for high places – either rock climbing or sitting exams such as BIFM II. Amanda Smalley, 30, was born in Lincoln and educated at the William Farr Church of England School in Welton, Lincolnshire. She studied geography and physical education. Always keen to see what lies over the next hill, she went travelling for a year after completing her A-levels when she was 18 years old. She returned to Britain to work for several years before leaving to travel again at the age of 22. Smalley’s travels, often with friends, have taken her to Hong Kong, New Zealand, Australia, Fiji, Thailand and Laos. Her favourite place was Laos where “the scenery was amazing and completely different to London” and also offered the chance to go tubing. Smalley is not the kind of person to shirk from a challenge and the idea of riding over white water in an oversized rubber ring was more than appealing. As well as travelling, Smalley enjoys diving and rock climbing. Heights don’t bother her, although she says she is new

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to the sport and has been doing it for under a year. “It’s something I really enjoy,” she says. Smalley returned from Thailand and Laos and worked in a call centre for the business Hanover Park Services, which provides credit reference services to landlords and letting agents. It was hard work, but she didn’t mind it. But she was in it for only six months when fate intervened. A manager asked her – totally unexpectedly – if she would like to take up a job as a facilities assistant within the FM department. “The FM job turned out to be really different. I’m not sure why they asked me, but I’m glad they did.”

Opportunity knocks Within a year of making the move into FM, there was an opening for a facilities manager within the same company, after the person working above her moved into a human resources role. “The company kept growing, to the point of moving onto the next floor of the building.” Smalley made the move to Facilities Management Services in April 2007 in the role of facilities co-ordinator for an FMS site in Brentford: “I managed some of the soft services at one of

our client’s sites, including the switchboard and helpdesk.” Smalley progressed and is now the regional facilities supervisor following a role change and is based in London. In her new role, Smalley looks after FMS client sites in central London: “Some of the six sites don’t have any staff to manage them while some do.” Well into FM by then, she decided she needed some formal training and looked into taking the BIFM Part II exams. “Because I didn’t go to university and wanted a career in FM, this was the best way forward.” Managers saw the importance of having qualified staff and paid for Smalley to train for, and take the exams, which have proved beneficial in an all-round sense. She achieved a distinction at the end of the exams and praises the quality of teaching. “Jane Wiggins, an FM tutor, educator and writer, was my tutor and I had to read a massive pile of BPP FM books that came as part of the course fee. But they were brilliant.” Smalley readily acknowledges that she found some areas “more interesting than others” in her exam studies: “Least interesting was having to learn about all the

legislation, but most interesting was the environmental side, and the people-oriented aspects of FM.” The hardest thing about taking the exams was juggling her work schedule, she said, maintaining the high-level of service to her clients and ensuring she put the hours in studying. But it was a commitment that she says she was more than happy to make. She has no doubt that the skills and knowledge will pay off so she can “hopefully progress in my career. It helps to have an all-rounded knowledge of FM”. Smalley continues to welcome the challenge of FM as a career, and has enjoyed every moment of it so far. “At the moment I’m happy doing what I’m doing. I did say that after the exams I wouldn’t be doing anything else for a while so I’ll be focusing on my new role and getting to know my clients and new team.” The award is managed by the BIFM Professional Standards and Education department, responsible for developing and maintaining the benchmark national standards of the BIFM. FM FM WORLD | 28 OCTOBER 2010 | 41

21/10/10 14:48:18

FM MONITOR MARTIN BELL

LEGAL UPDATE T HE B RIB ERY ACT

GETTY

he Bribery Act strengthens UK T corporate liability laws. Non-compliant businesses now face unlimited fines, so make sure you fully understand the risk implications The Bribery Act is a new piece of legislation due to come into force in April 2011. It creates three potential offences for UK registered organisations, namely: ● A general offence of offering or receiving bribes ● A specific offence of bribing a foreign public official ● An offence of failing to prevent bribery on the corporate’s behalf These offences (for corporates and individuals) apply regardless of where in the world the bribes are offered or received, and regardless of whether the bribery is direct or indirect via a subsidiary or third party (eg, associated persons). This offence by association raises due diligence requirements to ensure organisations clearly understand who they are in business with and how they conduct their business. If a corporate body is guilty of a bribery offence then directors or senior managers will also be guilty if they have “consented to or connived” in the offence, ie, they were aware of it but have not done anything about it. A defence to the corporate failure offence to prevent bribery can be shown if “adequate procedures” were in place at the time of the alleged bribery offence. The burden of proof rests with the organisation, and procedures need to be evidenced. The involvement of the organisation’s top management in the failure (eg, through creating clear policies, or allocating sufficient resources) will be taken

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into account when assessing the adequacy of the procedures. Organisational impact Although this could be seen as an issue most relevant to global FM suppliers, the impact of association with this Act also raises questions of clients and their supplier selection and relationship management. International FM suppliers have a residual risk as: ● Clients will often be government institutions ● The FM industry is dependent on subcontractors for service delivery ● The industry involves large projects, tenders or long-term contracts ● Territory operations will often operate with light-touch central monitoring to keep costs down and allow greater autonomy If an FM supplier is exposed under the act it would have a knock-on effect for their client. What are the penalties? Corporate bodies found to have

committed any bribery offence could face unlimited fines. In addition, they may be disbarred from tendering for government contracts. Individuals could face a maximum 10-year prison sentence and/or unlimited fine. This is a new measure in the way senior officers (eg, directors, managers or secretaries who are UK residents) of companies can be held liable through their “consent or connivance” with a general or foreign public official offence by their company. The Serious Fraud Office is expected to embrace this in the search for high-profile corporate failings. Do I have an issue? Use the following ten questions to answer this question. The more that are answered ‘no’, the higher the potential risk. 1 Has there been a formal review of third parties ‘associated’ with the commercial organisation, together with detailed and regular audits of those third parties? 2 Has there been a comprehensive global risk assessment focusing on identifying the geographic areas of higher risk (eg, China, south-east Asia, India, Russia, Africa, Middle East, South and Central America, central, eastern and Southern Europe) in terms of exposure to bribery and

CASE STUDY: BALFOUR BEATTY Balfour Beatty reached a £2.25m settlement with the Serious Fraud Office in October 2008 after payment irregularities associated with a construction JV in Egypt. Balfour Beatty itself identified the irregularity, and already had compliance systems in place. This included robust controls with payments to agents, commitment from the board, investment in training and documented compliance procedures. Nevertheless, this example shows that even organisations with a culture of compliance can be at risk.

corruption? 3 Are there regular anti-bribery training programmes for employees that highlight the risks associated with specific roles? 4 Is there a clear and documented anti-bribery policy that is adequately published internally and overseen by a designated person at board level? 5 Are there clear policies on staff receiving corporate gifts and hospitality and are integrity and compliance requirements built into all business processes? 6 Are anti-bribery clauses written into all commercial contracts? 7 Is there a whistleblower facility to provide clear channels for staff to raise concerns in a safe and confidential manner? 8 Is there a documented procedure for investigating and resolving any anti-bribery related problems and has the effectiveness of the procedure been tested? 9 Is there any adequate governance structure with appropriate stakeholder representation from specific compliance functions (eg, legal department, internal audit, finance and HR), and is there an oversight arrangement with reporting into a non-executive committee with a compliance remit? 10 Are management key performance indicators created on compliance and is there a specifically designed internal control framework to address all the issues associated with the above. Martin Bell is a strategic facilities management consultant at PricewaterhouseCoopers

www.fm-world.co.uk

21/10/10 16:09:50

LEGAL NEWS

Court report Cutting back on hazards

PGF II SA & PGF II (LIME) SA V ROYAL & SUN ALLIANCE INSURANCE PLC, LONDON & EDINBURGH INSURANCE COMPANY LIMITED [2010] EWHC 1459

Background The case concerned a six-storey office block in the heart of the City of London. The building was constructed in about 1973. At that time it was built to a very high specification, although construction techniques have advanced since then. Shortly before the expiry of the lease, the premises was acquired by a new landlord whose business model was to acquire and refurbish buildings before re-letting them. Initially, the landlord was undecided whether to replace the cladding (admitted to be out of repair) or repair it. Ultimately he decided to replace it. The outgoing tenant said this meant it should not have to pay for the cladding costs since, had it patch repaired the cladding, the repair would have been wasted because the landlord would have removed the cladding anyway.

The law In assessing the quantum of damages for dilapidations, the court has to carry out an analysis which includes both common law as well as the statutory cap provided by Section 18 of the Landlord & Tenant Act 1927. First, common law damages. These should provide reasonable compensation for an established loss but not a gratuitous benefit to the aggrieved party. Where the landlord has not reached a decision at the date of termination of the lease, but there is only one reasonable decision which he could take, it may provide reasonable compensation to assess damages on the basis that the landlord had reached that decision. Under the 1927 act the sum awarded cannot exceed the value by which the reversion is diminished as a result of the breach of covenant. Under the doctrine of supercession, a landlord can recover the reasonable cost of carrying out dilapidations less

the cost relating to works that are superseded by other works the landlord has carried out. The decision The judge concluded that the landlord, at the date of termination of the lease, had reasonable alternative options for repair or renewal. Accordingly, he had found that the cost of the cladding works was the liability of the tenant under the lease and payable by way of damages claim to the landlord.

H&S consultants register A new national register of occupational safety consultants will be set up to help employers access good quality, proportionate advice. The Occupational Safety Consultants Register (OSCR) will go live in January 2011. It will provide firms with details of consultants who have met the highest qualification standard of recognised professional bodies and who are bound by a code of conduct that requires them to only give advice which is sensible and proportionate.

Conclusion Dilapidations claims involve intricate issues of fact and law. They are a minefield for the unwary. Both in calculating budgets and in deciding whether or not to undertake dilapidations work, tenants must take care. FM Beverley Vara is a partner, and head of Real Estate Litigation at Allen & Overy LLP

Manufacturer faces fine

DREAMSTIME

In the current economic climate many companies are relocating when their lease comes to an end. As a result, a lot of FMs are currently having to consider dilapidations claims. In this case, the court considered whether or not a landlord was able to claim against the tenant for the cost of replacing the cladding on the building. It is a major item of expenditure.

The Health and Safety Executive (HSE) has launched a new online risk assessment to help to cut back the time it takes to weigh up the hazards in offices to just 20 minutes. The web tool aims to help employers to consider relevant hazards in their office and think about how they control them to keep staff safe. The tool will help to avoid unnecessary paperwork and bureaucracy for office-based businesses, which tend to be low risk.

A Chichester rubber hose manufacturer has been fined £12,000 after three workers were injured on its premises over two months. Oldham Seals Limited, of City Gates, Chichester in West Sussex, pleaded guilty to breaching section 2(1) of the Health and Safety at Work etc. Act 1974. The company was fined £12,000 and ordered to pay costs of £4,151.25.

NEED SOME GOOD ADVICE? The Good Practice Guide to Risk Management 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.co.uk Non-members: call 020 7880 8543 to order your copy

www.fm-world.co.uk

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21/10/10 16:10:16

FM MONITOR MARTIN COOK

HOW TO…

Martin Cook is managing director of Integral Cable Management

MANAG E OF F ICE CA BL ES

f you’ve never had someone trip up on a loose cable at work then your company has been exceptionally lucky. Because with trips and slips costing firms millions each year, it’s vital to check that your power sources are fixed correctly – and safely, says Martin Cook. Here’s how.

1⁄

ISTOCK

Why have it?

Slips and trips in the workplace cost UK businesses £500 million annually (source: HSE). If you’re concerned about trailing power leads and data cables under desks and across floors and the IT service desk gets calls about users kicking cables out, then you need a cable management solution. As the HSE’s recent campaign said, “Don’t just see it, sort it”. The main benefits of investing in a well-planned and delivered cable management solution include:improved health and safety in the workplace, compliance with BS6396:2008, reduced risk of fire, reduced risk of tripping over cables, improved cleaning and reduced dirt traps, and improved productivity and morale in the workplace. Can you really afford not to do it?

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2⁄

Get staff buy-in

Given the advantages, there shouldn’t be too many issues when getting staff buy-in. It’s important to get the IT department on side as well – after all, they will have to maintain CPUs or any other cable managed hardware at users’ desks. Planning is key, and completing any cable management project outside normal office hours will minimise disruption. Try to complete a rollout in parallel with a new desk installation, an IT rollout, including upgrades, or with any internal moves that might be planned.

3⁄

What do I need?

There are varying levels of service. They offer similar solutions using different products. Monitor arms, CPU

holders and desktop power solutions may be offered but they may not necessarily be part of the overall solution. In fact, it’s dependent on customer requirements and budget. DSE assessments for each user could also determine which products to choose and install. It’s good practice to install these products as part of a first fix process, prior to the main cable management rollout. Following a detailed desk survey, the cabling and components are stripped out and re-installed using longer or shorter cables if required. Dressing the cabling to the underside of the desk gives enough movement on the mouse and keyboard cabling to allow the user to move them easily to the front of the desk. Once completed, it’s crucial to test the network connectivity and functionality of all peripherals. Your contractor should offer a post-installation service to deal with any problems that might arise or any user-specific changes to desk layout.

4⁄

To audit or not to audit?

The information gathered from desk audits can be used to populate your own in-house database. It can also be useful in providing information on unused or redundant structured cabling outlets. For example, the IT department could have a request to install new cabling to a desk where unused or redundant outlets lay dormant. Regular desk audits reduce cabling installation costs and improve the efficiency of the relevant patch fields in the communications room.

5⁄

Rollout and maintenance

Any specialist cable management company should complete their project rollout within the parameters set out by BS6396: 2008. In short, the standard says that when fixing a power source to a desk, various contributory factors must be considered, for example, the number of socket outlets and the ratings, workstation frame earthing and the length of trailing cables. Finally, once you have invested heavily in creating your perfect workplace, you will need to protect your investment. Some cable management companies offer a maintenance service. You can either buy time blocks or a fixed price contract. Whatever you choose, it should be completed quarterly to keep on top of any moves and changes or PC swap-outs that might have been completed. FM

CHECK LIST ● Insist

on using a specialist company with skilled and experienced engineering staff ● Ensure good project management; planning is key ● Ensure BS6396: 2008 compliance with any proposed solution ● Consider a desk/office audit at the same time; it could save you money ● Shop around for ergonomic products – there are lots to choose from ● Consider a maintenance agreement to protect your investment ● Remember, as the HSE says: “Don’t just see it, sort it” ● And always keep in mind the huge benefits to your staff’s working environment

www.fm-world.co.uk

21/10/10 15:23:35

Follow the best FM career path Take the fast track with the BIFM today. Whatever your position in facilities management, joining the BIFM can send your career in the right direction. Our extensive targeted training and recognised professional qualiﬁcations can give you a clear path through to the top of your profession. As well as qualiﬁcations, our dedicated BIFM Training division offers over 40 different interactive short training courses. You also get Good Practice Guides and updates on key FM issues in our fortnightly FM World magazine. BIFM is a recognised Awarding Body and sets the national standards for FM competencies. As a member, you also get the chance to learn through the BIFM’s extensive local, regional and international network of expertise and events. So why not follow in the footsteps of our 12,000 plus existing members and join today?

BIFM career path NEW 186x123.indd 1

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

2/8/10 12:14:16 FM WORLD | 28 OCTOBER 2010 | 45

19/10/10 10:08:46

FM MONITOR STEVE SIMMONDS

TECHNICAL

Steve Simmonds is a specification engineer from Pneumatex

WATER B OR N E H EAT I N G SYST EM S

icroscopic residue can cause a big headache in waterborne heating systems but how are these gases found and what can be done to prevent this?

As water is heated up in a waterborne heating and cooling system, gas molecules, such as CO2, argon, methane and nitrogen, which sit between H20 molecules, can affect the pipework in the system. This is due to the residual dirt created during the heating process. This article explores how the gases are found in these systems, what can cause issues in terms of balancing, and also what can be done to prevent functioning problems from occurring.

1⁄

Avoid air and dirt problems

To the naked eye, clear water will appear both clean and free of debris. On closer inspection however, all water will contain varying levels of naturally occurring gases in

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addition to minute particles of debris. When water is provided for drinking it is passed through a series of rigorous screening and filtration processes to remove these pollutants ensuring there is no risk of illness to the consumer. In a waterborne heating and cooling system, a similar process is followed to ensure that debris and gas is removed from the water used in the system, helping to avoid what is commonly referred to as ‘sick system syndrome’. As such, the installation of air and dirt separators in a waterborne system is an essential addition when looking to avoid erosion, boiler failure and balancing problems from occurring, points of which can be particularly difficult and costly to repair if left to worsen over time.

2⁄

Pressure in the system rises and the extra volume is pushed into the vessel to keep the pressure level within limits. In the vessel the expansion water is stored until the system water cools down again and pressure levels sink due to the concentration of the water. Then the air cushion pushes the expansion water out of the vessel back into the system. To ensure gas does not enter the water, a butyl rubber bag should be used to contain it due to its almost impermeable nature. A butyl rubber bag prevents atmospheric gases from being absorbed whilst ensuring there is no loss of pressure gas from the expansion vessel itself. By using an automatic air vent such as the Zeparo Top from Pneumatex during the initial filling stage, air can be vented out of the system, which will also reduce the possibility of ‘gurgling’ radiator noise from free gases which may become trapped within the system. The installation of a combined air and dirt separator means it is possible to remove the smallest of micro bubbles found in a system whilst also removing rust and other debris, such as sludge and from limescale build up, something which can occur naturally in areas of hard water.

3⁄

Lessons learnt

Remove debris

System corrosion or rust can be hard to avoid, especially in a system where water, oxygen and iron are present. Left untreated, these elements combine and slowly corrode the system. As such, loose rust particles are inadvertently washed into the system and can unbalance the flow. To avoid such issues, air and dirt separators can be fitted to remove excess levels of gas found in the system, helping to avoid the risk of damaging corrosion. In addition to the naturally occurring nitrogen and oxygen found present in water, these gases can also be absorbed from the air in the pipework when a system is initially filled. Following the system fill, nitrogen can build up as an inert gas. This problem is caused by trapped quantities of residual air that dissolve into solution as the system pressure increases. As such, the level of nitrogen in the water can be up to three times the natural concentration. When the system experiences a change in temperature or pressure, or frictional loss due to circulation, the excess nitrogen built up can no longer be retained within solution (as stated in Henry’s Law) resulting in well-known air problems throughout the system.

Invest in a long-term solution

A Pneumatex pressurisation or expansion vessel consists of two key components, the welded steel vessel itself and a butyl rubber bag that separates the system water from the gas cushion used to control the pressure. When water is heated it expands.

Considering these points, it is worth investing in the installation of an air and dirt separator module to avoid costly and seriously damaging system failure which, depending on its level of severity, can require a completely new system to be fitted to gain a heating and cooling system that is fully operational once again. FM www.fm-world.co.uk

21/10/10 16:08:09

FM MONITOR MARKET INTELLIGENCE

CATERING

INSIGHT

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

ECONOMY

ENERGY PRICES

Bank of England base rate: 0.5% as at 7 October. The previous change in Bank Rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.

Electricity supplies in Europe are generally healthy, according to the latest European Energy Buyer report. The risks of higher prices are limited, it says, but are present from harsh weather and stronger domestic growth. For UK purchasers, the outlook for both the day-ahead and longer contract markets is neutral. Weakness in the dollar threatened to increase oil prices and so generation costs. For gas the outlook was similar, with prompt prices “unlikely to fall much below 40 ppt”. On the curve, prices were expected to stay below oil-indexed levels. Source: Energyquote JHA energyquote.co.uk

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

Consumer Price Index (CPI) Annual inflation was 3.1% in September, unchanged from August and July but down from 3.2% in June. Although unchanged overall, at the more detailed level, there were significant upward and downward pressures on annual inflation between August and September. The largest downward pressures to the change in CPI inflation came from a variety of transport costs; while the largest upward pressures to the change in CPI inflation came from clothing, footwear and food.

Gas Indicative prices for August 2010 contracts (based on fixed price single site contracts) p/therm

Firm 25,000-

% change 1 mth

3 mths

1 yr

62.59

-1.9

-2.2

-5.9

59.59

-2.0

-2.3

-6.1

54.59

-2.2

-2.5

-6.7

53.59

-2.2

-2.5

-6.8

100,000 therms Firm 100,000-1m Interruptible <1m therms Interruptible >1m therms

Source: Office of National Statistics (statistics.gov.uk)

p/kWh

London Living Wage: £7.85 an hour (from 9 June 2010) Accommodation offset: The daily Category of worker

Hourly rate from 1 Oct 2010

Aged 22 and above

£5.93

Aged 18 to 21 inclusive

£4.92

Aged under 18 (but above compulsory school age)

£3.64

rate of the accommodation offset is £4.51 (£31.57 p/w) for each day accommodation is provided. www.fm-world.co.uk

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LANDFILL TAX

From 1 April 2010 Standard rate

% change

100 kW-plus sites

6.84

-5.1

-2.1

-24.2

1 MW-plus sites

6.34

2.3

1.8

-17.2

Source: EnergyQuote JHA

National minimum wage A minimum wage rate of £2.50 p/h will be introduced for apprentices aged under 19 and apprentices aged over 19 who are in the first year of their apprenticeship.

“This month’s picture is very different to the one we saw back in March when all regions, bar one, saw an increase in insolvencies and the rate was almost double at 0.11 per cent,” said Max Firth, managing principal of pH, an Experian company. “It continues to be evident how quickly fortunes can change and the importance of closely monitoring the financial health of the suppliers and customers that businesses of all sizes deal with.”

therms

Electricity Invoice-based all-inclusive prices, July 2010

EMPLOYMENT

to businesses of other sizes, from 0.09 per cent in August 2009 to 0.14 per cent in August 2010. Businesses in the south-west led the increase in financial strength with their score rising from 82.23 in August last year to 82.73 in August 2010. The Leisure and Hotel industry saw the biggest increase in financial strength, while the financial strength of businesses in food retailing fell the furthest. Businesses in building and construction and the property sector also saw their financial strength rise, while it fell slightly in the business services sector.

BUSINESS INSOLVENCIES

The rate of business insolvency in the UK has hit a three year low according to the latest Insolvency Index from Experian. The rate of insolvencies dropped to 0.07 per cent in August, which is the lowest point since June 2007. Insolvencies in the building and construction sector, property sector, and business services sector all fell in August 2010 compared to the same period last year, from 264 to 247; 401 to 293; and 151 to 78 respectively. In addition, the average financial strength score for businesses increased from 80.79 in August 2009 to 81.06 in August 2010. The biggest increase in financial strength came from the smallest businesses (with 1 to 2 employees) – from 81.32 in August 2009 to 82.22 in August 2010; the largest businesses (more than 501 employees) were the only ones to see an increase in the insolvency rate, in comparison

Lower rate

» £48 » £2.50

per tonne per tonne

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

CLIMATE LEVY CHARGE Taxable commodity supplied

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

Electricity

£0.00470 per kilowatt hour

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

£0.00164 per kilowatt hour

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

£0.0150 per kilogram

Any other taxable commodity

£0.01281 per kilogram

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

FM WORLD | 28 OCTOBER 2010 | 47

21/10/10 16:54:37

BIFM NEWS BIFM.ORG.UK

Making it to the final (L-R): Rebecca Thomas, Gareth Tancred and Lisa Reilly

AWARDS

BIFM nominated for awards The BIFM projects team has been nominated to receive two Chartered Management Institute (CMI) awards – one of which was the highly commended Management Team of the Year Award. The CMI National Management and Leadership Awards, which took place on 14 October at the Royal Garden Hotel in Kensington, was a chance to recognise the individuals, teams and organisations that are pushing the boundaries of excellence. This specific awards programme looks into the broader organisational structure to ensure that the foundations are in place to support sustainable success for the future. The values which underpin these awards are ‘integrity, sustainability and achievement.’ The hardworking BIFM team is headed up by Rebecca Thomas, project manager, and consists of Gareth Tancred, chief operating officer; Lisa Reilly, projects specialist; and Stephen Bennett, strategy director. The team submitted an entry detailing the activities carried out in the areas of development and change management and continuous improvement and innovation over the last 12 months, and as a result, made it to become one of the finalists which is a fantastic achievement. Congratulations go to Rebecca, Lisa, Gareth and Stephen for

NETWORK

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

all their hard work, and wish them all the best for next year’s CMI awards. EVENT

Coffee morning success The BIFM took part in Macmillan’s World’s Biggest Coffee morning on 24 September. The BIFM head office staff were encouraged to participate and raise money for the chairman’s charity. The morning saw vast amounts of homemade treats being brought to the table, including cakes, sausage rolls, cheese straws and chocolate brownies. A raffle also took place with the star prize being a day’s annual

leave. As you can imagine, this certainly helped ticket sales. Other prizes included a bottle of Prosecco, a large jar of penny sweets and some colourful chocolate bars. The staff raised a fantastic £109 for the charity. A huge thanks to everyone who got involved and played their part to raise money for this worthwhile cause.

Network with the BIFM Sign up to Network with BIFM-the BIFM’s new social network dedicated to the FM industry. Collaborate, network and interact with fellow industry professionals. Join the groups, discuss important topics in the forum and upload photos and videos to share with your colleagues. Sign up at www.networkwithbifm. org.uk to start networking today.

NEW EW ME MEMBE MEMBERS MBERS RS The increase in new members by region during September 2010 was: Scotland 0.9% Ireland 1% Midlands 1.1% South 1.4% South-west 1.4% North 1.4% East 1.5% Home Counties 1.5% London 2.1%

IN THE CHAIR

International 2.3%

Name: Gareth Tancred Job title: Chief operating officer/company secretary BIFM role: To lead, motivate and manage the senior management team and workforce to deliver the BIFM vision.

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www.fm-world.co.uk

21/10/10 14:01:04

Please send your news items to communications@bifm.org.uk or call 0845 0581356

GPGS

How to access GPGs There are currently 15 BIFM good practice guides ranging from Procuring and Running Catering Contracts to Managing Fire Safety. BIFM members can download good practice guides free of charge on the BIFM website. Members can also view and read the good practice guides in a new digital edition and these can also be found by clicking on the digital version link next to the relevant good practice guide. To access and use these BIFM good practice guides, please follow the below simple steps: 1. Visit www.bifm.org.uk 2. Log in using your Member details 3. Click on Knowledge 4. Click on good practice guides in the body of the Knowledge page 5. Click on any of the good practice guides you wish to view or download If you are unsure of your login details, or have any other issues regarding the good practice guides then please call the Knowledge and Membership Team on 0845 058 1356 or by email at knowledge@ bifm.org.uk

Ismena Clout is deputy chair at the BIFM

BIFM COMMENT P RO F E SSI O NA L I SI N G F M

he industry is buzzing with ideas for how we can become more professionalised and the main focus is on education but can we cast the net wider and look at how we can collaborate across the board to develop and drive improvement. The debate at Total Workplace Management on pathways to professionalisation which was attended by both RICS and the BIFM produced statement afterwards that the BIFM and RICS are working together to clarify these educational pathways. This has to be applauded as the sooner large numbers of FM professionals are on these paths, the better for the industry. As Tim Winters from KPMG had said in another debate the day before, it’s time for intelligent clients to be as professional as possible. What about other aspects of collaboration? We have seen European countries collaborate together to produce BS EN 15221, the standard in facilities management which can only be viewed as essential for the external business world to have confidence in their service provision. There needs to be collaboration in best practice with the continued participation in the awards programmes, conferences, networking events and sharing of CPD content. By companies sharing their success stories and examples of best practice then we can move forward and learn how to be a better industry from each other. Does collaboration end at a studying and work level, what about the institutes? There are a number of institutes involved in the built environment such as the BIFM, Cibse, RICS, BCO and Riba and while there are some that have partnerships and a collaborative arrangement is there more that could be done? Recently a roundtable event was held to discuss standardising how energy savings are measured which was attended by a number of the mentioned institutes but also IEMA and Esta. There was a very strong feeling round the table that by working together and having a common voice on this issue then any code of practice produced will have a much greater impact across government and the private sector. By working with these institutes across the multiple disciplines in the built environment then FM will learn from other industries and teach other industries our best practices and knowledge. Finally how can you help to professionalise your work through collaboration? I would definitely make sure you attend CPD networking events and don’t be afraid to ask questions or reference your experience as we all attend these events to learn something. Also make sure you develop a personal network of contacts and use them to learn new ways of working and share what worked for you. By all working together then we can professionalise facilities management and make it an industry to be even more proud of.

“I WOULD DEFINITELY MAKE SURE YOU ATTEND CPD NETWORKING EVENTS AND DON’T BE AFRAID TO ASK QUESTIONS OR REFERENCE YOUR EXPERIENCE”

ismena.clout@bifm.org.uk

Non members can also view abstacts of the good practice guides and can purchase a copy of any guide for just £10 by calling Aysha Miah on 020 7880 6241 or emailing gpg@redactive.co.uk i

www.fm-world.co.uk

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BIFM NEWS BIFM.ORG.UK

BIFM TRAINING SU STA I NA B L E FAC I L I T I E S MANAGE ME NT

ISTOCK

Get connected: The PM Sig webinar kicks off in December SIG

MEMBERS

PM Sig set event date

Member handbooks

Take part in the first ever special interest group webinar and join us for an interactive and informative session on bullying and harassment in the workplace. Delivered straight to your desk this event will examine what constitutes bullying and harassment, identify what the law requires of us, as FM managers, specialists, and suppliers and the speakers (an experienced employment lawyer and a seasoned manager and HR specialist) will share practical tips for minimising and managing unacceptable behaviour in the workplace. Particularly important for the FM industry is the recent widening of the protection against third party harassment introduced by the Equality Act 2010. The webinar will be broadcast on 6 December from 4pm to 5pm. If you are not already a member of the people management Sig register now to ensure that your webinar invitation is sent to you automatically. Membership will also ensure that you are the first to hear about subsequent webinars and the other events planned for 2011, including Motivation in January/February 2011 in London and in early summer in the north region; and Performance Management, Disciplinary and Absence Management in Bristol in September 2011 and in London in January 2012.

Have you downloaded the 2010 members handbook? Both individual and corporate members handbooks are available to view, download and print via the BIFM website. Please visit the BIFM website: www.bifm.org.uk, log-in and click on Manage my Membership. There you will be able to get access to the latest version detailing all BIFM contacts, your BIFM member benefits and institute information.

i Contact Ali Moran, people management Sig chair, ali.moran@ workplacelaw.net or call 0771 432 5574

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MEMBERS

New corporate members The following organisations (in the areas indicated) joined the BIFM as corporate members last month: Europa Facility Services – FM service suppliers Exclusive Move Solutions – FM service suppliers Guernsey Air Conditioning – FM service suppliers Principle Link – End user RER Group – FM service suppliers Severn Trent Water – End user Trade at Comet – Product supplier Wave Business Applications – Product supplier i For full details, visit www.bifm.org.uk/showcase

or too long economic activity has been a drain on the earth’s resources and the culprit of damaging amounts of waste and carbon dioxide emissions. But new legislation and rising waste and energy costs have pushed the issue of sustainability to the top of the corporate agenda in more recent years, and when measuring success, fiscal performance is only a portion of the pie. Companies are now beginning to realise that being sustainable and considering the wider implications of their activities upon society and environment, can actually be beneficial to their reputations and balance sheets. In the public sector, environmental management systems are embedded into the procurement process and by policy it must look to embrace energy efficient products, services and technologies and consider factors such as removing the use of non-renewable materials and pollutants and reducing waste and packaging wherever possible. Importantly more and more private sector entities are realising this too. The most sustainable organisations in the economy are making real efforts to reduce their carbon footprints and whether it be office stationary to new building materials or waste and recycling systems, finding and sourcing environmentally friendly products and services for the workplace and promoting everyday measures that can be taken to be more green is strived for. So does your organisation have a policy for sustainability in place? According to Eugenie Harvey, director of the 10:10 Carbon Reduction Campaign, the sphere of influence of FM professionals is immense; if they get it right then they could be the heroes of the hour. Certainly, as FMs must learn how to use practical measures to deal with the challenges posed while demonstrating the value of sustainable solutions to directors and senior management, here lies opportunity to push the FM function further into the boardroom. BIFM Training presents a two-day course which will show you how to implement environmental and social initiatives. It outlines how corporate responsibility affects FM, provides the tools and knowledge to understand the risks involved, and demonstrates the practical measures which can be taken to gain benefits for your organisation. Introduction to Sustainability runs on 1-2 December 2010 in central London.

i For more information or to reserve a place contact BIFM Training on 020 7404 4440, email info@bifmtraining.co.uk or visit www.bifm-training.com

www.fm-world.co.uk

21/10/10 14:02:16

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

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

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

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

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

2/8/10 12:19:58 FM WORLD | 28 OCTOBER 2010 | 51

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

FM NEWS

FM innovations ▼Truly green credentials Futures Supplies & Support Services Ltd has long been at the forefront within the cleaning industry for its environmental commitment and is now delighted to have achieved CarbonNeutral status for a further two years. CarbonNeutral is an established and recognised trademark and Futures Supplies is proud to be the only janitorial company to work in partnership with The CarbonNeutral Company since 2006. The award winning independent distributor of washroom, cleaning and janitorial products, now in its ﬁfteenth year of trading, is positioned as an industry leader with one of the most credible approaches to climate change. For more information: Mandie Kemp on: 020 8689 2072 or info@futures-supplies.co.uk

▲TWM Show – great show for Jangro Jangro, the largest network of independently owned janitorial supply companies with 40 branches across the UK, Ireland and the Isle of Man; has enjoyed a third successful Total Workplace Management Exhibition. Jeremy Thorn, Marketing Director of Jangro said, “We have once again beaten our anticipated enquiry levels for the third time at TWM. By midday on the ﬁrst day we had received more enquiries than we had in both days of last year’s event. A large proportion of enquiries were received for the Jangro’s Enviro and Sovereign Floor Care ranges, which were launched at previous TWM shows. Further information on Jangro’s UK’s product range contact: Jangro on 0845 458 5223, email centraloffice@jangrohq.net or www.jangro.net

▲It’s snow problem for Raychem Raychem has once again come to the rescue with the installation of their IceStop self regulating roof and gutter de-icing system to protect the new roof at Dunster Castle. Dramatically situated on a wooded hill near Minehead and providing magniﬁcent views over the surrounding countryside, Dunster Castle has been on this site since the Norman times, with an impressive medieval gatehouse and ruined tower giving a reminder of its turbulent history. The recent installation of a new lead roof at the castle brought its own challenges but one of the major ones was to protect it from snow and ice in winter. Tel: 0800 969013 Email: SalesUK@tycothermal.com

▼Western Power Distribution awards a three-year generator contract to Power Electrics

▲Estatesgazette.com Propertylink is the new commercial property availability site offering unlimited free access to search over 60,000 offices, industrial premises, shops, hotels, restaurants and other leisure properties. Why use Propertylink? •You’ll have free access to every single property listed •Search over 60,000 properties across all sectors •Read helpful “how-to” guides, FAQs and other tenant advice, to help you with the details of buying and renting commercial property •It’s easy and quick to search and enquire on properties •Find properties advertised by a particular agent •Set up email alerts to stay up-to-date •Save your searches to save time If you’re looking to move your business, or you have commercial space you’d like to advertise, visit estatesgazette.com/propertylink for more information.

Power Electrics Generators, the UK’s leading independent supplier of specialist generators has signed a three year sole supplier agreement with Western Power Distribution (WPD). Power Electrics will supply a range of rental generators and equipment which includes static sets from 15kVA to 500kVA which can be lifted with crane, containerised sets (750kVA – 2000kVA) on artic trailers and mobile sets (15kVA – 100kVA) as well as providing a complete 24-hour call out service. The agreement also includes a contract to service and maintain WPD’s own mobile generator ﬂeet.

▲Principle Cleaning staff roll up their sleeves to clean local school Eight staff from Principle Cleaning Services Ltd in North London took their buckets, mops, cloths and polish out recently to deep clean a local school free of charge in preparation for the new academic year. Doug Cooke, CEO at Principle Cleaning Services Ltd, is a trustee at The London Centre for Children with Cerebral Palsy. He said ‘As long-standing supporters of the charity, we knew major building works were taking place at the school over the summer holidays to adapt a bathroom area and build ramps to the playground. For more information contact Steve Cooney or Doug Cooke, CEO: 020 8341 4718 info@principlecleaning.com www.principlecleaning.com

52 | 28 OCTOBER 2010 | FM WORLD

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FM DIARY NATIONAL BIFM EVENTS 3 November The Workplace and the secret of Sustainability About 50 per cent of the UK’s CO2 is generated by offices, so some serious attention needs to go into reducing energy in offices. This morning seminar explores where organisations should be putting their focus. Venue: e-Office, 20 Broadwick Street, London Contact: claire.watson@bifm.org.uk 15 December WiFM forum – An Inspector Calls Venue: Central London Contact: Liz Kentish, coach@liz.kentishcoaching.co.uk 23rd February 2011 WiFM forum Venue: Central London Contact: Liz Kentish, coach@ lizkentishcoaching.co.uk or call 07717 787077

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

19 November Customer Satisfaction Analysis – Use your customers to improve your FM delivery Venue: Eli Lilly, Erl Wood Manor, Sunninghill Road, Surrey Contact: ash@fm-recruitment.co.uk or call 01635 43100 NORTH REGION 9 December North-west networking and Christmas Market Social Venue: Davis Langdon, 4th Floor, Cloister House, Manchester Contact: stephen.roots@ davislangdon.com, 07872 829743

SCOTTISH REGION 18 November Rapid Changes in FM Over the Past Five Years – Lloyd Banking Group share their experiences Venue: Bank of Scotland, The Mound, Edinburgh Contact: margaret.kennedy@ gpplantscape.com/01555 667919 HOME COUNTIES REGION 17 November Proposed Midlands and Sustainability Sig event: Facility managers as energy champions – building a new energy culture Venue: The Conference Suite, GASTEC at CRE, The Orchard Business Centre, Stoke Orchard, Cheltenham Contact: To register please email Ann Inman, ann@echo-marketing. co.uk www.fm-world.co.uk

Diary.indd 41

INDUSTRY EVENTS 27-29 October Ifma World Workplace Ifma’s World Workplace welcomes professionals representing all aspects of the work environment. If you play a role in assessing, planning, designing, implementing and supporting workplace programs that directly impact the bottom line, then you have a lot to gain from a three-day investment in World Workplace. Venue: Atlanta, USA Contact: www.worldworkplace.org

SOUTH WEST REGION 6 December 2010 SW Region: December Quarterly Venue: Aztec West Hotel and Spa, Bristol Contact: beth.goodyear@ fmhsconsulting.co.uk or call 07901 858875

NORTHERN IRISH REGION 5 November BIFM Ireland Region FM conference This is the key FM event in Northern Ireland and is organised by the local BIFM committee as part of their annual events programme. There will be the opportunity for all professional organisations to share ideas, enhance their knowledge base and network with others within a rapidly growing sector. Venue:Waterfront Hall, Belfast Contact: Julie.McCabe@cactuspr. co.uk

btinternet.com or call 0777 881 2315

15 July South-west Region 2011 Golf Day Venue: Orchardleigh Golf Club Frome Contact: gareth.andrews@monteray. co.uk or call 07855 962500 MIDLANDS REGION 17 November Proposed Midlands and Sustainability Sig event: Facility managers as energy champions – Building a new energy culture Venue: The Conference Suite, GASTEC at CRE, The Orchard Business Centre, Stoke Orchard, Cheltenham Contact: To register please email Ann Inman, ann@echo-marketing. co.uk LONDON REGION 1 December Real cost savings for estates and facilities Venue: City Inn Westminster, London Contact: Miranda Chrimes or email bookings@sbk-events.co.uk or call 01732 373 073 FELLOWS 16 November BIFM Fellows Lunchtime Seminar - Allen & Overy 2010 Case Round Up Focusing on a selection of the most important and relevant cases to facilities management and property professionals. Venue: One Bishops Square, London Contact: joannalloyddavies@

1-5 November Workplace Week A week long celebration of Workplace innovation, in aid of Children in Need 2010. Run by workplace consultants Advanced Workplace Associates (AWA) and supported by a large number of organisations, including the BIFM. Venue: Across the UK Contact: Visit www.advancedworkplace.com 5 November The NHS and Combined Heat & Power: Cutting energy bills Venue: Royal Liverpool Hospital Contact: Brian McGuire on: brian.mcguire@chpa.co.uk or 0207 828 4077 10 November Second Winter FMA Golf Day Venue: South Herts Golf Club Contact: daveh@fmassociation.org. uk or call 07540 537126 17 November Catering for the Public Sector: Maintaining Standards Venue: The Barbican, London Contact: rdaniels@publicservicedelegates.co.uk or call 0161 832 7387 23-24 November Climate Change and Energy Management for Facility Managers - exclusive to THE BIG 5 Exhibition, Dubai Venue: Dubai World Trade Centre, Dubai, UAE Contact: Riad Mannan, register@dmgevents.com or call 971 (0)4 4380 355 25 November Combined Heat and Power Association (CHPA) Annual Conference & Awards Venue: Central London Contact: www.integrated-energy. co.uk

6 December First Ever Sig Webinar : Bullying & Harassment in the Workplace Be part of the ﬁrst ever special interest group webinar and, without having to leave your office, join this interactive and informative session on bullying and harassment in the workplace. Venue: Delivered straight to your desk Contact: ali.moran@workplacelaw. net or call 0771 432 5574 24-25 January 2011 The 28th Facilities Management Forum Venue: Radisson Blu Hotel, London Stansted Contact: Hayley Wheaton at h.wheaton@forumevents.co.uk 10 February 2011 Workplace Futures 2011 A unique look at the state of the market, and the different service models on offer. Venue: Churchill War Rooms, London Contact: info@i-fm.net 20-21 April 2011 The National FM & Property Event Facilities managers are facing the prospect of tighter budgets and an uncertain economy. The FM & Property Event offers intelligence and strategic information for managing in a crisis using carefully researched industry speakers and leading solution providers. Venue: The Celtic Manor, Wales Contact: leighhussain@ globalbusinessevents.co.uk or call 01633 290 951/ 07977 561 553 17-19 May 2011 The Facilities Show Organised in association with the British Institute of Facilities Management (BIFM), The Facilities Show is the ideal place to meet face-to-face with thousands of leading professionals eager to source new FM products and service providers. Venue: NEC Birmingham Contact: www.thefacilitiesshow. com for full details 11-12 October 2011 Total Workplace Management Organised in association with the BIFM, Total Workplace Management is the UK’s leading London based facilities management event. Venue: London Olympia Contact: Exhibitors should contact Fergus Bird on 020 7921 8660 FM WORLD | 28 OCTOBER 2010 | 53

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FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB What attracted you to the job? I was made redundant from my previous role as contract manager at BAA Stansted and was looking for a new challenge working in London.

NAME: Stephen Blackaby JOB TITLE: Engineering operations manager ORGANISATION: Guildhall School of Music and Drama and the Barbican Centre in London JOB DESCRIPTION: To line manage the Guildhall Schools engineering facility. To act as Barbican Centre’s/Guildhall School health and safety representative. To be the operation manager within the Barbican Centre’s engineering management team.

ON THE

MOVE Changing jobs? Tell us about your new role and responsibilities. Contact Natalie Li Natalie.Li.@fm-world.co.uk

54 | 28 OCTOBER 2010 | FM WORLD

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How did you get into facilities management and what attracted you to the industry? I was an electrical engineer installing and maintaining all types of electrical equipment at a research and development site for a large telecommunication company and I was Tupe’d into a facilities management company back in 1999 and got promoted to a operational health and safety manager. My top perk at work is…Working in a world renowned school of music and drama that is producing world class stars of future. What’s been your career high-point to date? I think this must be when I was recognised as a potential manager during my electrical installation days and been given the chance to prove that I can manage a team of maintenance technicians Any interesting tales to tell? I did win a national competition called The Braun Smoothside Challenge back in 2008, where I got to do a big brother type filming session with two other finalists for a week in London doing six different challenges, with three life coaches one being David Ginola (exSpurs footballer). We played football with David off

SGP Property & Facilities Management has announced the restructure of its senior facilities management team. Lisa Brettelle takes responsibility for healthcare. Catherine Baxter (pictured, above) and Wayne Gale, who have both transferred from Jarvis, are responsibile for the office and commercial, and education portfolios respectively. Val Miller (pictured, below) has been appointed head of FM support services.

camera – I was in goal and saved a shoot of his and dislocated three of my fingers. If I wasn’t in facilities management, I’d probably be… something in the building and maintenance industry or a race car driver. How do you think facilities management has changed in the last five years? It’s got a lot harder to find good contractors who can work under their own steam and without constant supervision. And how will it change in the next five years? There is going to be more money spent on saving CO2 and carbon reduction and this costs large businesses a lot of money in the carbon tax. What single piece of advice would you give to a young facilities manager starting out? Nothing is a problem but a challenge, always come to work with a smile on your face and that every day is fantastic when asked. (All of these things will get up your customers’ noses and annoy them, it’s great). Do your friends understand what facilities management is? What about strangers? Not even my family know really, they say I’m like Chandler from Friends as nobody knows what he does either – as for strangers they just get bored when you tell them.

Sercon Support Services has appointed James Quigg as operations manager. Quigg has 20 years in the security industry and worked with Sabrewatch, Chubb Security and most recently Securitas Security Services. Facilities management company Ian Williams has recruited Richard Jackson to the new post of general manager. Jackson joins the firm from his previous role as account manager at Osborne. His previous roles include partnership director at Mears Group and senior operations director within the Kier Group. Shaun Carr has been appointed as head of facilities & procurement for the ISA, Independent Safeguarding Authority. Carr was formerly facilities

and business development manager for Darlington Borough Council. G4S has appointed BIFM London committee deputy chair, Erik Williams (pictured) as regional sales director for London and the South-east. Williams will be responsible for helping to grow the G4S FM business in this region. Service Works Group (SWG), has announced the appointment of Richard Ridout as service delivery manager and account director, based at their UK head offices in South-west London.

www.fm-world.co.uk

21/10/10 16:08:42

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Appointments

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

Facilitate Your Job Search Cobalt Recruitment has established itself as a leading recruiter of Facilities Management professionals. Working throughout the UK, our FM team has gained an enviable reputation for successfully placing qualiﬁed FM professionals, from Building Managers to Account and Operations Directors. We work with leading Managing Agents and key Service Providers offering them un-paralleled service and providing them with the best candidates in the market. Engineering Manager - Salary: £45,000

London

Our client is looking for a proven Engineering Manger to be based at a prestigious Business Park in London. Occupied by a number of high proﬁle corporate clients, the business park is focussed on exceptional service delivery. This role will be focussing on the smooth running of the site, whereby you will look after the contractors and ensure that they deliver to the client. The ideal candidate will come from an Engineering background and will possess excellent technical knowledge regarding PPM, Plant and H-Vac systems. An excellent opportunity for an ambitious and career minded individual. Ref: 23684 Regional FM - Salary: £35,000 - £38,000

London/Home Counties

Our client currently seeks to employ an experienced Facilities Manager to oversee multi-sites in London and the Home Counties. Responsible for a portfolio of 12 - 15 properties you will manage a mix of ofﬁce, industrial and residential sites, ensuring the smooth running of these buildings and any works incurred. You will be responsible for hard and soft services, dealing with contractors, tenant liaison, H&S, auditing all works undertaken and service charge budgets. The ideal candidate will have extensive FM experience, must be highly presentable at all times and will ideally have gained experience working for a managing agent. Ref: 22560

Cobalt Recruitment Abu Dhabi Auckland Berlin Düsseldorf

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

Key Account Manager - Salary: Competitive Nationwide Our client, a highly regarded service provider, currently seeks to employ a proven Key Account Manager to work on a £4million contract across the UK. Working on behalf of a high proﬁle/corporate client, you will be responsible for the delivery of full TFM services and will come from an engineering background. You will be very client focussed and offer excellent service delivery for this key client, whilst also having full P&L responsibility. The ideal candidate will have a proven track record in a similar role and must be able to demonstrate longevity in previous posts. Furthermore successful candidates will have delivered TFM services to major corporate clients. Ref: 23463 Estates Facilities Manager - Salary: £45,000 - £50,000

London

Our client is an established and exclusive property company that develops, invests in and manages property assets in the UK. They are looking to recruit an Estate Facilities Manager to be responsible for a large iconic estate in London that comprises of an arena, car parks, residential apartment buildings, retail parks, ofﬁces and public realm. As the estate’s FM you be responsible for the delivery of all facilities management services, including hard services, cleaning and waste management operations, utilities and energy management processes. You will identify, select and manage third party M&E service providers to carry out the hard FM. You will also be responsible for the estate budgets and contract negotiation. You must have a proven track record in a similar role, have an engineering background and have strong people management skills. This is a fantastic new opportunity to work at one of London’s iconic locations. Ref: 23762 Contract Manager - Salary: £48,000 plus car

South East London

Our client is currently recruiting for a Contract Manager to run a schools (PFI) contract in South East London. As the contract manager you will have a strong engineering background, a proven track record in running a PFI education contract, excellent client relationship building skills and a strong commercial acumen. Our client is an established FM service provider and only looking to interview people who fit all the criteria. You will be responsible for the delivery of all the hard services, running an operations team made up of administration staff, supervisors and engineers as well as full P&L accountability. Our client is offering a competitive remuneration for this opportunity. Ref: 23359 To apply for any of these roles please email your CV in confidence to info@cobaltrecruitment.com or call +44 (0)20 7478 2500 to speak to a consultant. Recruitment for the real estate and finance industry www.cobaltrecruitment.com

56 | 28 OCTOBER 2010 | FM WORLD

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London 020 7630 7419 Leeds 0113 242 8055

Providing Quality People FM (soft services), West London, c£45,000 plus beneßts A globally recognised brand is recruiting a FM for their Head Of½ce.Working under the Senior FM and closely with the Technical Services Manager you will be responsible for soft service delivery to over 1000 employees. You will manage a small in-house team, ensuring that service providers perform at or above SLAs. As well as having several years experience of managing corporate soft services in you will need to have the passion and desire to provide outstanding customer service. You will need to be self motivated and capable of managing in a diverse, political environment.You will need a strategic and analytical approach to establish and implement corporate policies and procedures. Strong communication skills are essential.The role is based in London with occasional international travel. MBIFM and NEBOSH/IOSH are essential. CVs to russell@c22.co.uk

Temp Assistant FM, London, £11.53 p/hour plus holiday pay A leading Facilities Management Services Provider requires an experienced Assistant FM to support the FM in the management of cleaning, maintenance and security contractors across a multi-site contract in London. Candidates must have an IOSH Managing Safely Health and experience of DSE Assessments. Possibility of going perm for the right person.CVs to russell@c22.co.uk

Facilities Manager, London, to £42,000 plus beneßts Our client a professional institute is situated in central London seeks an experienced Facilities professional to oversee all soft services and work closely with the Building Services Manager. You will have responsibility for purpose-built accommodation with facilities for conferences, lectures, seminars etc and administrative of½ces at Grade I listed buildings. Experience of organising delivery teams, the implementation of new quality systems and procurement supply chain is essential. CVs to steve@c22.co.uk.

Property Manager, South East, 1 year contract, to £45,000 plus beneßts A property management ½rm require an FM/ Property manager to oversee a portfolio of leisure centres during a period of maternity leave. Experience of the same is essential. CVs to steve@ c22.co.uk

www.c22.co.uk

Take on a bigger health and safety challenge Regional Safety Advisors North/South East | Competitive Salary + Excellent Benefits Use your health, safety and risk management expertise to make your name with a global, market leading firm. As well as monitoring risk management, you’ll audit all health, safety and environmental management activities for a diverse property portfolio within your region to ISO 18001 and 14001 standards. You’ll project manage any issues or situations that come up and ensure that a best practice safety culture is embedded throughout the organisation, delivering engaging and effective induction and refresher training sessions. You’ll be a member (or working towards membership) of IOSH, or equivalent. Ideally you’ll also have NEBOSH, IEMA or similar. You’ll have strong report writing abilities, as well as excellent communication skills and practical leadership experience. To apply, please submit your CV and cover letter to recruitment.jllr@eu.jll.com For additional queries contact Kate Humphrey on 020 3147 1285. Closing date for applications will be 11th November 2010. Jones Lang LaSalle is an Equal Opportunities Employer and encourages applications from all sections of the community.

C22 plc is an employment agency

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• • • •

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

Coﬀee and CV fm-world.co.uk/jobs has over 100 job vacancies CoffeeCV HPH.indd 1

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21/10/10 10:22:15 FM WORLD | 28 OCTOBER 2010 | 57

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FM FINAL MONITOR WORD FELICITY MESSING WELL MESSING WHAT CAN I SAY?

FELICITY

MESSING

CLEANING UP THEIR ACT A Milton Keynes Hospital has found an innovative way to help staff learn proper hand-washing techniques – a rap song complete with dance routine. The video accompaniment sees nurses wearing back-to-front baseball caps and some ‘bling’ jewellery while dancing to the beat. Nurse Jenny Brooks, who is in charge of infection prevention and control at Milton Keynes Primary Care Trust said: “We’re all aware of the importance of hand hygiene, but this is a new way of reinforcing the message and reminding people that it’s not how often, but how well you clean your hands.” Lyrics include: ‘Now to clean between your fingers/Just in case the bad bug lingers.’ The video is also subtitled, with the aim to play it in quiet waiting areas. It may be embarrassing, but their efforts appear to be paying off, with not one case of MRSA in the last year. Milton Keynes Primary Care Trust is also selling the song for £25, as part of a five-minute education DVD.

PLAYING IT SAFE Amid the furore over the state of affairs in Delhi surrounding the Commonwealth Games facilities, a less publicised problem relates to a different aspect of health and safety. I am reliably informed that part of the specification for hosting large events such as the Olympics and Commonwealth Games is the supply of free condoms for the athletes. Not just a few, but several thousands. It seems that competitors and their entourage like to

demonstrate their athleticism in more ways than one. While this is a sensible precaution for the guests, it creates a nightmare for the facilities managers. Not only is it difficult to keep up with replenishing the supplies, the thousands flushed down the toilets keep blocking the drains. According to one report the organisers have drafted in extra resources just to keep the sewage flowing. Let’s hope it’s not child labour.

APPRAISAL LANGUAGE Expresses himself well: Speaks English

Takes pride in his work: Conceited

Conscientious and careful: Scared Demonstrates qualities of leadership: Has a loud voice

IN THE NEXT ISSUE OUT 11 NOVEMBER

SPECIAL ISSUE: IRISH PROPERTY AND FACILITY MANAGEMENT ASSOCIATION/// REPORT FROM IFMA’S WORLD WORKPLACE AND ORGATEC /// CASE STUDY ON NATIONWIDE’S SWINDON HQ /// BARRY VARCOE ON THE DISCONNECT BETWEEN REAL ESTATE AND ORGANISATIONS /// ALL THE LATEST NEWS, ANALYSIS AND COMMENT

58 | 28 OCTOBER 2010 | FM WORLD

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