FM World Sept 15

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 15 SEPTEMBER 2011

FMWorld www.fm-world.co.uk

Pulling down a building is not just a case of the crash, bang, wallop

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VOL 8 ISSUE 16 15 SEPTEMBER 2011

CONTENTS

6 | Collaboration

18 | Demolition

26 | Zero waste

NEWS

OPINION

FEATURES

6 Suffolk and Norfolk police to collaborate over FM provision 7 BIFM will consider application for Royal chartership status 8 Project of the Fortnight: FSG inspects and cleans Falkirk Wheel 10 FM 100 poll: How will councils save money in the next few years?

12 Business news: Graeme Davies predicts a tough second half-year in view of budget cuts 13 Serco profit boost defies UK and US ‘headwinds’, results suggest

14 Diary of a facilities manager: David Walker’s regular look at the daily challenges he faces in his working life 15 Five minutes with Nazali Mohd Noor, international speaker in strategic FM 46 Felicity Messing

MONITOR 28 Legal: The Corporate Manslaughter and Corporate Homicide Act 2007 30 Technical: Hywel Davies advises on how to keep offices cool 31 Insight: Market intelligence

34 | BIFM news

16

Customer satisfaction: Not happy with your customer satisfaction ratings? Time to improve your measurement system, says Dr Matthew Tucker

18

Demolition: Jim McEwan explains that when a building reaches the end of its useful life, an FM’s specialist knowledge can prove valuable

22

Bridging the gap: A process-based analysis of the occupier-provider relationship reveals the high value of client engagement from the word go

26

Zero Waste: As the cost of sending waste to landfill increases, organisations are taking a hard look at their recycling options, says Tim Price

REGULARS 32 IPFMA news 34 BIFM news 40 People & Jobs 43 Appointments

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

MARTIN READ EDITOR COMMENT

LEADER

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

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

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

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

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he variety of ways in which facilities management is delivered to clients provides this sector with its wings and, simultaneously, its Achilles heel. When it’s difficult finding two service providers to agree on the exact definition of soft and hard service type (to use just one example), what hope is there for the client? It seems that with FM, variety isn’t so much the spice of life as the meat and drink.

Response to Lee Haury’s article in our last issue suggests that there’s a need for a more formal definition of FM’s scope (How FM can influence a company’s culture – August 11, 2011).

Much of the debate on LinkedIn in response to that feature has focused on the quality of FM policy development, the frequently fractious nature of the client/provider relationship and how the latter party rarely ‘aligns’ itself effectively to the former. Wouldn’t stronger notions of FM’s limits help here? Wouldn’t greater clarity in contract parameters make it easier for organisations to compartmentalise the fundamentals and focus any additional discussion on meaningful service innovations?

FM is frequently moulded to the whims of the organisation it serves rather than the other way around. Is this a good thing? At some point in the future, won’t FM providers benefit from being able to show prospective clients a proposal based on more streamlined service delivery templates, so that those clients can more easily compare offerings?

The problems of loose definition dog the typical FM career path, too. In August, the BIFM announced a twelve-month project to evaluate whether it should aim to become a chartered institute. A chartered BIFM (CIFM, presumably) would see some levels of membership restricted to chartered FMs – those qualifying for a notionally stronger set of credentials. The argument in favour of chartership boils down to customers having greater confidence in the facilities manager they’re dealing with and the sector taking a significant ‘step up’ through a more professional development path for its practitioners. The counter-argument is that FM is unlikely at any time soon to shape itself into the clearly described discipline for which a standard qualification route is relevant or even possible, remaining a mixed bag of disciplines and services.

For FM, perhaps loose definition is a necessary evil. But surely there’s virtue in having the debate? Isn’t aspiring to codify, and thus simplify, the FM function and FM career path a good thing?

I used to deride former Mail on Sunday columnist John Junor for ending every item with a question – a lazy way of offering up an opinion, but avoiding taking ownership of it. Yet here I am, at the end of this page, having so far asked seven such questions. So I might as well make it ten: without greater clarity and definition, won’t FM always sit outside of the ‘real’ professions?

Shouldn’t there be a more certain end goal in sight for this profession’s representative body? And finally, if FM ever coalesced into a fully-formed service discipline, wouldn’t it be less fun?

T

“FOR FM, PERHAPS LOOSE DEFINITION IS A NECESSARY EVIL. BUT SURELY THERE’S VIRTUE IN HAVING THE DEBATE? ISN’T ASPIRING TO CODIFY THE FM FUNCTION AND CAREER PATH A GOOD THING?”

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EMERGENCY SERVICES

Suffolk and Norfolk police collaborate over FM Suffolk Constabulary has appointed a head of facilities management who will work towards more collaboration with Norfolk Constabulary.

Tony Byam has been appointed Joint Head of Estates and Facilities, Norfolk and Suffolk.

Byam joined Suffolk Constabulary as estates manager in 1989 and has also had responsibility for transport services for several years until the recent establishment of the Joint Transport function.

He is looking to develop more closely integrated estates strategies for the two forces and set up a joint Estates and Facilities Department over the months to come.

In January 2008, FM World reported that Norfolk and Suffolk police authorities had appointed Justice Support Services, a consortium made up of Kier, the Bank of Scotland Corporate and Reliance Secure Task Management, as preferred bidder for the PFI project Two Counties Police Investigation Centres.

The £60 million contract is for Keir Regional to build six police investigation facilities across both counties and run them for 30 years. Reliance will provide the FM. The first one opened this past July in Bury St. Edmunds. Other centres are planned for Ipswich Wymondham, Aylsham, Great Yarmouth, and King’s Lynn.

Meanwhile, Lincolnshire Police is the first to use the National Police Procurement Hub (NPPH) – an electronic marketplace and purchase-to-pay system for police forces in England and Wales.

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ALAMY

DAVID ARMINAS newsdesk@fm-world.co.uk

The online tool allows forces to order and pay for goods and services from approved contracts set up with around 500 suppliers.

Items include uniforms, body armour, office supplies, catering, facilities management, HR services, IT and fleet vehicles.

ANALYSIS

Collaboration stations DAVID ARMINAS

There’s nothing like a crisis to bring out the best in people and that appears to be happening within public sector FM. Local authorities, emergency services and hospitals are examining their FM needs and evaluating different delivery models.

There isn’t much scope for large-scale ‘slash-and-burn’ organisational revamps where lowering headcounts brings great savings. That’s been done.

We’re likely to see many more public sector FMs working

The system was set up by the National Policing Improvement Agency and based on similar technology used in local government. It is expected to save the police service £30 million over six years.

The procurement hub forms

part of the Information Systems Improvement Strategy, a reform programme for the police service that is using IT to improve efficiency. This will release savings and deliver improvements across policing and into the wider criminal justice system.

together, according to Professor Ilfryn Price in the Centre for Facilities Management at Sheffield Hallam University. The latest FM 100 Poll (see page 10) backs up his view - the profession expects that more collaboration is on the way.

Such collaboration is not necessarily new. It started in the early 1990s under the Tory government of Margaret Thatcher and the introduction of compulsory

competitive tendering in the public sector.

Sir Peter Gershon, in his several reviews of public sector procurement, wanted more collaboration between buyers, more sharing of contracts and more framework agreements. The government’s deep budget cuts have galvanised a lot more FMs into doing something about it.

We know that public sector FMs can do it well because good practice examples already exist, said Price. The real challenge is ensuring the managerial skills are there for FM departments that go down that route.

Scan the code for FM World’s digest of collaboration stories and resources.

www.fm-world.co.uk

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NEWS

BIFM considers chartership status

Alamo for the ALMO

REX FEATURES

The British Institute of Facilities Management (BIFM) is actively considering applying for Chartered body status.

The institute’s board has agreed to set up a working group to look at the costs, benefits and feasibility of the change. This group will make a recommendation to the board. The institute wants to ensure that members have all the information they need to contribute to the decision.

The working group will report to the Board no later than summer 2012. Its work will, in part, determine the timing of any further decisions.

The Board’s decision marks a change in the BIFM’s previous position which was that, while

BRIEFS Charters are issued by the monarch

programme, has an active regional and SIG structure, strong governance, sound finance and robust systems.

Chartered status would be a recognition of the progress we have made, as a profession and as a professional body. However, we must evaluate fully the costs and benefits.”

The BIFM has used its pages in this edition of FM World to answer some of the questions members may have – see p.34.

Chartership was not being actively pursued, the Institute would not take any actions that would preclude the possibility of becoming chartered.

Commenting on the new stance, BIFM chairman, Ian Broadbent said: “The Institute has reached a size, level of maturity, engagement and influence where it is logical to explore Chartership.

“BIFM has a stable membership, is an awarding body with a comprehensive qualifications

NHS trusts in joint outsourcing deal

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ALAMY

DAVID ARMINAS newsdesk@fm-world.co.uk

www.fm-world.co.uk

UBS to cut portfoilio Global financial business UBS is spending £115 million to reduce its property portfolio as part of a major long-term savings plan. The Swiss-based banking and financial services business, based in Basel and Zurich, made the announcement in a brief message on its website. The announcement also noted that around £307 million would be spent to reduce its workforce.

Travelodge offer free wi-fi

HEALTHCARE

Chelsea and Westminster Hospital is likely to decide on a single soft facilities provider by November, as part of a larger four-trust collaborative outsourcing project already under way. The sevenyear deal is expected to be worth around £120 million.

The project’s lead hospital, the Chelsea and Westminster Hospital NHS Foundation Trust on London’s Fulham Road, tendered in late February.

According to the tender, the contract is for “the provision of soft facilities management services and equipment for the Fulham Road Collaborative”.

Included in the contract are catering, car parking, cleaning, helpdesk, laundry and linen, pest

Redbridge Council is set to bring its housing maintenance arms-length management organisation (ALMO), Redbridge Homes, back in-house.

The move “would mean annual savings of almost £400,000 and help the council continue to improve its service to tenants and leaseholders”, according to a statement on the council’s website.

Since the north-east London borough council formed its not-for-profit Redbridge Homes in April 2007, the ALMO has been providing landlord services for the council’s 7,000 homes, including more than 2,300 leasehold properties.

control, portering and reception, security and waste services.

The contract will start sometime in early 2012.

FM World understands that the consultancy Linea Group has been working on the project from the beginning, including on the FM contract.

Based on the FM deal, the Collaborative is considering other

outsourcing contracts including procurement, IT and some back office HR functions.

The collaborative is “working on behalf of the Chelsea and Westminster Hospital NHS Foundation Trust, the Royal Brompton and Harefield Hospitals NHS Foundation Trust, The Royal Marsden NHS Foundation Trust and Institute of Cancer Research”.

The winner will supply all services and sub-contract sparingly – except in the case of possibly, laundry and linen, which is not provided by many total FM suppliers, according to an insider who spoke to FM World.

“This project is a great example of how healthcare organisations can work together to make the best use of resources,” noted a joint statement from the hospitals.

Budget hotel chain Travelodge will offer free Wi-Fi to customers in all its hotels with bar-cafés from September.

“Our customer research has highlighted that in today’s modern world travellers want internet connectivity while on the move,” said Guy Parsons, Travelodge chief executive.

“Mobile internet access is becoming more of a necessity in everyday life,” he said.

Hi-tech future of work Office workers expect to make much more use of hi-tech collaborative workspaces by the end of the decade, according to a report. The frequent use of team spaces with collaborative technologies will increase from 20 per cent of people who currently report high usage to 52 per cent by 2020, the survey from Johnson Controls found.

Salford campus revamp The Environment Agency estimates it is saving £6 million annually through a carbon reduction plan that has cut CO2 emissions by 20 per cent.

Emissions are down a fifth on 2006 levels according to the agency, which also said that office waste has been reduced by 18 per cent.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

School meal cost heats up by three per cent Only 45 per cent of school children have school meals – 10 per cent less than required to keep the cost of providing healthy lunches down, according to research by Which? magazine.

“Schools need at least 55 per cent of their students to take school lunches in order to control the costs of providing meals,” Which? said.

“Our research also highlighted some worrying increases in the cost of meals over the past year – 3 per cent on average.”

Children at around two-thirds of schools will pay more for their lunch this year. Pool Council charges an average of £2.50, making it the most expensive.

Even though Bolton Council posted the largest increase at 25 per cent, it still has the lowest prices, with an average of £1.25 per meal, the report noted.

ISTOCK

Campus to house nuclear construction workers

FSG keeps Falkirk Wheel running smoothly The Facilities Services Group (FSG) has completed a major cleaning and inspection contract at the Falkirk Wheel boatlift in Scotland on behalf of client British Waterways.

The Falkirk Wheel is the only rotating boatlift of its kind in the world and is regarded as an engineering landmark for Scotland.

FSG – which works with British Waterways nationally to deliver reactive and planned maintenance works – oversaw the health and safety aspects of the project and supervised the cleaning works on-site.

Maclean and Speirs was nominated as the cleaning specialist sub-contractor and Sale Associates Consulting Testing and Inspection Engineers carried out a condition survey on the paint system on the structure.

“The project was carried out in the hours of darkness for several evenings in order to prevent disturbance to the boat lift’s day-to-day operations,” said Paul Anthony, operations manager at FSG Reactive.

“The process was supervised under task lighting by FSG contracts manager Jason Ling and FSG supervisor Gordon Jamieson.”

The Falkirk Wheel, completed in 2002, restored navigability across Scotland on the historic Forth and Clyde Canal and Union Canal. It is also providing a corridor of regenerative activity through central Scotland.

The wheel cost £17.5 million and was designed by Dundee architects Nicoll Russell Studios. It was constructed from 1,200 tons of steel and assembled for testing at Butterley Engineering Steelworks in Derbyshire.

It was then dismantled and transported on 35 lorries to Falkirk. Workers bolted by hand the five sections which were lifted into place by crane.

A simple system of cogs means the wheel requires only 1.5kW of energy – enough to boil eight kitchen kettles - to raise a gondola and boat, which weighs on average 600 tons.

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Plans are underway to build campus accommodation for more than 1,500 workers around the EDF Energy nuclear power station at Hinkley Point C in Somerset.

French state-owned power company EDF has been granted permission to commence pre-construction on the third nuclear power station on the Somerset coast of the Bristol channel.

It is the first nuclear power station to be built in the UK for over 20 years.

EDF Energy has proposed a 510-bed accommodation campus to be built adjacent to the main construction site, five miles from Bridgwater.

A second campus, known as Bridgwater A, will house 850 workers and will be located to the north east of Bridgwater Town Centre.

In addition, a third site called Bridgwater C will be built opposite the Bridgwater A site, providing modular block accommodation for 150 workers.

Angela Piearce, head of off-site developments told FM World that the plan is to use this site for student accommodation on completion of the Hinkley Point C project in 2020.

“We will be looking for FM companies to provide services on all three sites,” added Piearce.

Government calls for online asset publication Whitehall wants all government authorities in England to publish a list of their property assets in a move to save billions of pounds in council and asset operating costs.

Information on every asset – from disused community tennis courts to major sports stadia – is to be listed on a recently developed website within the Department for Communities and Local Government (DCLG).

The public can access the details to see what is owned by their local authority, what is not being used and what might be made better use of, said communities secretary, Eric Pickles, who unveiled the plan.

His department identified that property held by 600 bodies, including 87 councils, could be worth as much as £385bn. This could result in savings of up to £35bn over 10 years, he said.

Around 180,000 properties are listed so far on the government’s public property website.

Smartphone users failing to hold calls Nineteen per cent of people in a recent survey admitted to dropping their mobile phones into the toilet.

Online address book site Plaxo revealed clumsy phone users are forced to spend money on costly replacements after their phones slipped out of reach.

According to the Mobile & Online Backup Trends Study, it is common practice to bring smartphones to the loo – the study found that 40 per cent of mobile phone users do just that.

More than 100,000 mobiles phones ended up in the toilet last year in the UK and another 23,000 were dropped in the bath, according to a survey by price comparison website uSwitch. www.fm-world.co.uk

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FM 100 POLL

More outsourcing (33%)

WE ASKED 100 FMS… What will be the most popular move by local authorities to save money in the next two years?

Within two years, more local authorities will amalgamate their internal services with those of neighbouring or nearby authorities to save money.

That’s the verdict of 40 per cent of respondents to the latest FM 100 poll.

The next most popular choice was for local authorities to increase their outsourcing, chosen by 33 per cent of respondents.

There is a belief that, as one respondent said, simply looking for internal efficiencies, will not

reap the savings needed by local government. More drastic, or innovative and strategic, action is needed.

Boosting the efficiency of in-house provision is a by-word for reducing staff and shifting workloads to remaining employees, said one FM. “But you can only cut so far before a service no longer exists,” he said.

Creating a limited company from in-house functions is, at least, innovative if not difficult, said a respondent. He said it has successfully been done for

Create a limited company from internal services to compete with the private sector for internal and external contracts (9%)

Amalgamate internal services with those of neighbouring or nearby authorities (40%)

grounds maintenance at his city council, which has contracted a county council firm from several counties away.

However, he believes this approach will remain the exception because local authorities lack the business experience.

Even the most popular choice – that of two or more

local authorities amalgamating in-house provision – is fraught with difficulties. “Local political and financial differences may make this harder than it looks to achieve and manage over a number of years. The potential for conflict among diverse local authority clients would not augur well for a successful service contract.”

FM market growth looking positive

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have a strong impact on the corporate FM market, with the commencement of FM commonly linked to the uptake of new business premises,” says the report. “The global economic crisis has, therefore, impacted upon the majority of corporate end use sectors, with some contraction in the corporate FM market from 2009.

“But over the short-to-medium term, the market is expected to return to growth as the economy strengthens.”

FM service providers will see some good opportunities within niche sectors. Leisure will benefit from the 2012 Olympic Games in London and a continuing growth in the budget hotel sector is

ISTOCK

FM outsourcing to pick up in 2012 Growth in the FM corporate outsourcing market is expected from 2012 onward, but it will be slow and in line with construction projects being finished.

According to the latest FM outsourcing report from AMA Research, “Maturity in the corporate FM market makes it heavily dependent upon the economic climate.

“As a result, the market is expected to exhibit some stabilisation and subsequent growth over the short to medium term, recovering only slowly from 2012 as construction activity improves and new projects reach completion.”

The report, Facilities management outsourcing: corporate sector market, 2011-15, focuses on commercial offices, retail, entertainment and leisure, manufacturing and warehousing, energy and utilities, and privatised transport services.

“Levels of construction output

Improve internal efficiencies to keep in-house provision (18%)

Slow growth is on the cards

expected to last for the rest of the decade, according to the report.

The corporate market for outsourced “bundled” services was valued at around £9.5 billion in 2010.

“The [facilities management] market is expected to exhibit some stabilisation and subsequent growth over the short to medium term”

The facilities management market is turning a corner, with total FM services set to underpin market growth, according to a report from MTW Research.

The 200-page report forecasts market growth of 12 per cent by 2015.

Some small single-service providers may lose shares in the medium term as larger clients seek to reduce their costs further and move toward a preference for bundled service provision.

The result could be a growing polarisation in the market, with smaller single-service providers developing more targeted, niche strategies for small to mediumsized businesses (SMEs).

MTW’s research suggests that sales for smaller, single-service FM providers could get a boost from government financial help to help SMEs. This could lead to more outsourcing by these firms. www.fm-world.co.uk

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ANALYSIS

Tough second half ahead for FM operators GRAEME DAVIES newsdesk@fm-world.co.uk

Recent financial results across the UK support services sector have been a mixed bag. The effects of budget cuts are now being felt by some and concerns are rising about the risk posed by pending budget cuts in the US in the near future.

Serco in particular warned over about the impact of austerity measures in the UK even as it revealed a 10 per cent rise in half year profits.

It cited ‘headwinds’ in the UK and US markets, which account for 80 per cent of its business.

Serco flagged the risk of delays and cancellations to bids in the US as the recently agreed budget cuts come into play over the next 12 months.

Thankfully for Serco, it is growing strongly in emerging markets such as Africa, Asia and Australasia, but this is unlikely to make up any shortfall in the UK and US in the short term. Investors reacted by selling down Serco shares, which have underperformed in the support services sector significantly over the past year, falling by 16 per cent compared with the wider services sector, which has fallen 9 per cent.

Shares up It was a similar story at Carillion, where sales slipped by 2 per cent and profits by a hefty 35 per cent, although 12 15 SEPTEMBER 2011 | FM WORLD

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this was skewed by costs relating to its acquisition of Eaga early this year. Investors also reacted to news that chief executive John McDonough is to retire by marking its shares down. But Carillion shares have actually beaten the market over the past year, rising by 7 per cent.

It is a similar story at security services business G4S, whose shares have risen by 3 per cent in the past year. It reported a strong set of results, driven by positive growth from its emerging markets operations.

The company said it was

benefiting from customers taking up its services on a global basis and will expand into key emerging markets such as India, Brazil and Thailand. Its aim is to derive half of its revenues from emerging markets by 2018, up from 29 per cent today.

The share price performance of Serco and Capita, which has fallen 4 per cent in the past year, illustrate nervousness on the part of investors about exposure to the UK public sector. After all, these are businesses that were once seen as solid, even defensive bets when contracts were rolling in and governments were flush and spending heavily on infrastructure.

The wave of outsourcing work expected has not been as strong as some had hoped and some in the sector are calling for a further ramping up in government outsourcing in the UK. Capita chief executive Paul Pindar recently said outsourcing

more back office functions would help the government maintain front line services.

Tough road ahead So the second half of the year looks like it will be tough for most FM operators and this low growth environment could even prompt some to begin considering flashing the cash and buying in some extra growth through complementary acquisitions. The year began with a flurry of acquisition activity, but this has waned over recent months as companies have sized up the state of the markets. Now it is likely that some will have concluded that organic growth is going to be hard to come by and acquisitive growth may be the only way to satisfy the most demanding of shareholders.

Graeme Davies writes for Investors Chronicle

Contract wins

NEW BUSINESS

Integrated Pathology Partnerships, (iPP) has been named as the preferred bidder for provision of pathology services to Taunton and Somerset NHS Foundation Trust and Yeovil District Hospital NHS Foundation Trust.

Lincolnshire Police Authority (LPA) has picked two providers – G4S and the group Steria and Reliance – as final bidders for a multi-million-pound support services contract.

Mitie has been awarded an £11 million contract to provide mechanical, electrical, public health and specialist services for a 10,000 square metre (107,639 square foot) building for the Department of Materials, Science and Metallurgy at Cambridge University.

Capita Symonds has been awarded a place on all 10 lots of the NHS Shared Business Services (SBS) Framework for the provision of estates services.

The four-year framework contract, worth an anticipated £1.3 million in work annually, is available to all NHS Trusts to draw upon.

Caterer Charlton House has retained its contract with the National Assembly for Wales in Cardiff Bay following a

tender involving four competitors.

The five-year contract is worth £750,000 in annual turnover and starts on 5 September.

Specialist London caterer Vacherin has won a contract with independent private bank and wealth management company Kleinwort Benson. Vacherin is providing private dining and corporate hospitality at the company’s Mayfair headquarters.

Manchester Airport and Mitie have signed a three year, £1.5 million waste management contract with a target to move towards zero waste to landfill by 2030.

GBM Support Services has won a cleaning contract for Westfield Stratford City in London.

Independent contract caterer Pabulum has won a three-year contract, worth more than £700,000, to provide meals to more than 2,000 students in two Cambridgeshire schools.

Bolton Council has selected BAM as its preferred bidder for major building work set to take place on Bolton’s Kearsley Academy. www.fm-world.co.uk

8/9/11 13:03:19

Christopher Hyman, chief executive of Serco

BUSINESS BRIEFS

Serco profit boost defies UK and US ‘headwinds’ Half-year results for Serco showed operating profit jumping by 5.5 per cent on the back of a 4.9 per cent revenue rise.

Despite these encouraging results, the company also reported continuing “UK and US headwinds” that are damping greater growth. Group revenue was up for the six months to 30 June this year to nearly £2.2 billion, from £2.1 billion for the same time in 2010. Operating profit rose from £115.6 million to £122 million this year. And profit before tax rose substantially, from £101.4 million to £111.8 million – a jump of 10.3 per cent.

Notable re bids, extensions and contract wins during the first half

year included the prisoner escort and custody services for London and the east of England, with a potential value of £420 million over 10 years. An HM Prison and Young Offenders Institution project in Doncaster is worth around £250 million over 15 years; and a maintenance and support services for AgustaWestland’s support of the Royal Navy’s Merlin helicopter fleet will bring in around £33 million over five years.

Overseas growth was particularly strong in the Africa, Middle East, Asia, and Australasian region (AMEAA), reflecting growth from existing and recently won contracts. However, the company reported that “in the UK,

performance was varied”.

UK civil government grew, as the benefits of previous contract wins became fully operational. Serco’s defence, science and nuclear work “held broadly steady” while local government felt a sharper impact from austerity measures.

The Americas saw constant currency growth, despite very challenging conditions for contractors in general working on federal projects.

“Our international portfolio has delivered a good performance in the first half year” said Christopher Hyman, Serco Group chief executive.

“Our markets in the UK and US are facing challenging conditions.

However, the breadth of our portfolio and our presence in fastgrowing international markets underpins our strong growth opportunities into the future.”

Connaught demise helps Mears Mears was the beneficiary of new work following housing business Connaught’s suspension of trading in September 2010 and the move into administration of house-builder and social housing maintenance contractor Rok. “We have secured significant work in the emerging environmental improvement space,” said David Miles, chief executive of Mears Group. When the company bids for work, Miles said, it “benefited from winning work previously held

by Connaught and Rok. This has been achieved during a period of significant public sector change”.

Contracts won after the demise of Connaught include a 10-year, £69 million contract www.fm-world.co.uk

12_13_Business news.indd 11

with Barnet Homes and a four to 10-year contract with Notting Hill Housing valued at £11.2 million (£28 million with extension).

The group also took over a three-to-10 year contract with Arun District Council valued at £7.5 million (£25 million with extension).

Mears also acquired the social housing business assets of the Bristol Social Housing division of Rok in November 2010 – picking up a £21 million housing repair job with Neath Port Talbot Homes, due to commence in October.

The company reported revenue up 16 per cent, from £252.6 million in the first half of 2010 to £292.6 million for the six months

ending 30 June 2011. Profit before tax rose seven per cent, from £13.2 million in the first half of 2010 to £14.1 million for the first half of 2011.

“We now run a more diversified but complementary business, compared to the pure social housing operation we started in 1996,” said Miles.

‘We continue to conduct regular strategic reviews of our operations in order to ensure we deliver enhanced opportunities and value for our shareholders, customers and employees.”

The company also cited a successful period of new contract bidding, with new orders to the value of over £300 million booked across all divisions.

Interserve’s profits rise Interserve has reported a year-onyear improvement in its financial performance at the half-year mark.

Profit before tax rose 10.3 per cent, from £30 million in the first half year 2010 to £33 million for the same period this year. Revenue, however, slipped back 1.7 per cent (from £944.5 million to £928 million).

Support services saw revenue remain level at around £538 million, but total operating profit leap 76.4 per cent to £15.7, (£8.9 million same period 2010).

Operating margin rose from 1.7 per cent to 2.9 per cent.

Solid growth for Mitie Solid levels of growth for the early months of 2011 have boosted Mitie, according to an interim statement. On 30 June 2011, 85 per cent (30 June 2010: 78 per cent) of budgeted revenues for this financial year had already been secured and the company expects its low debt level and strong balance sheet to continue helping to provide the company with the capacity to develop by organic growth and further acquisitions.

MSS Compliance acquired The health, safety and water management business of Managed Support Services (MSS) is now part of Capita Symonds. The acquisition of MSS Compliance – which provides management, consultancy and training services to both commercial and public sector markets – is to result in 34 MSS staff transferring to Capita Symonds. “We are delighted to be joining Capita Symonds and the opportunities for further growth that it presents,” said Joe Mead, managing director of MSS Compliance.

FM WORLD | 15 SEPTEMBER 2011 | 13

8/9/11 13:03:31

FM OPINION THE DIARY COLUMN DAVID WALKER

David Walker is facilities project manager at Northumbrian Water

“SO WHO IS BUYING US? THE OFFER HAS COME FROM CHEUNG KONG INFRASTRUCTURE HOLDINGS (CKI)” CHAN G E IS AS GO O D A S A R EST

he autumn ushers in change and T new projects. Northumbrian Water is likely to be taken over, four key projects are underway and training for the chairman challenge in October is in full swing

Hello and welcome back after the summer break. So what’s new?

Well, the big news as far as I am concerned is the takeover of Northumbrian Water. Well, the potential takeover. It seems very likely to go ahead. In fact, by the time you read this I expect the takeover will be complete.

So who is buying us? The offer has come from Cheung Kong Infrastructure Holdings (CKI), which has a significant presence in infrastructure investment and management in the UK. It is also

the largest public listed company in Hong Kong.

It has interests in UK Power Networks, which cover London, south east England and the east of England, Northern Gas Networks and Seabank Power to name but a few.

How will it affect me as an employee? Well, it’s very early days and, to be fair, it is making all the right noises with regards to attaching great importance to the skills and experience of the existing employees. Time will tell.

In my opinion, it appears to be a fair offer, and as I have taken part in a share scheme for the last six years. However, I can’t help feeling it’s a bit like selling the crown jewels.

On the work front, things have been a little bit slow as many of the senior managers have been tied up working on the bid and the various levels of authorisation that are required for a project to commence have slowed down a bit.

Saying that, the facilities team is starting a number of projects.

The first of these is the refurbishment of a small office at one of our sewerage works. This is mainly the installation of cooling systems, new windows, decoration, carpets and a few walls removed – nothing too exciting. But my involvement is mainly centred around the movement of the staff and the provision and installation of new furniture.

The second project is the refurbishment of one of our control rooms. Again, I have limited involvement and this project will last around eight weeks.

The third project is an extension to an existing office for around 36 staff. This is currently at the design stage.

The fourth, and by far the biggest project, is the final stage of the old head office refurbishment.

This 36-week programme will be hands on so I’m looking forward to this starting again in the next week or so.

On a personal note, I have now stepped up the training for our chairman’s challenge, where Ian Broadbent and I will be getting from Harrogate to London via bike/run/canoe, finishing on the Monday of the BIFM awards in October. We are still looking for sponsors – details can be found on the BIFM website. FM

BEST OF THE WEB The latest views, comments and reaction across the web BIFM LinkedIn group discussion thread (http://linkd.in/ mP9SfU): How FM can take the lead in exemplifying an organisation’s culture and values, bringing them to life (following up on our article of last month).

Melanie James: FM CAN significantly shape an organisation’s culture, values and beliefs –but only when FM becomes

1

a truly integrated part of the organisation. I feel many organisations perceive FM purely to be a function which provides the bare necessities required to run a buildings.

Once this perception is corrected internally, the FM function be listened to seriously at board level.

Julie Bowen: FM already influences an organsation’s culture.

Take this example: on

arriving for a course at a conference centre I am greeted by a cheery but efficient security officer who is expecting me and directs me to the car park.

I’m then impressed by the neatness of the grounds; I meet a gardener who looks smart and gives me a cheery “good morning”.

Reception greet me by my name, the building is spotless and on it goes. Truly innovative

organisations put FM high on their agenda.

Andy Davies: The services provided by FM can influence the behaviours and state of the physical environment that make up part of what Schien refers to as the ‘physical manifestations’ of an organisation’s culture.

Key considerations in aligning oneself (as an external FM provider) to an organisation’s culture

are what it means for: A) The contractor’s employees, who’ll be based on site and become absorbed by the client’s culture and possibly lose the contact/values/beliefs from their employer.

B) The current and future culture between both organisations (for example, will the culture the contractor brings help shape and change the clients, and vice versa)? www.fm-world.co.uk

14 | 15 SEPTEMBER 2011 | FM WORLD

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8/9/11 15:19:59

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

BEST OF THE

FMWORLD BLOGS Waste of space Matthew Wailing/consultancy director at Cordless Consultants Have you ever walked around your offices and counted the number of empty seats? How about empty meeting rooms? Does this sound like the activity of someone with far too much time on his or her hands?

If you’ve answered yes to the last question then I’m afraid you’re wrong – it’s the activity of someone who’s concerned they’ve got too much space on their hands.

I’m confident that if you take that stroll past your meeting rooms over the next week at different times of day and record their usage, you’ll be unpleasantly surprised. Meeting rooms at certain times of day contain more eerie silences than a ghost ride. And if various news stories are to be believed, come the 2012 Summer Olympics and Paralympics, the office population will probably shrink further. Many major businesses (32 per cent according to Deloitte’s research) are introducing flexible working hours or work from home policies to allow staff to watch some of the Games, or, if the company is London-based, at least to avoid the predicted travel chaos.

There is a solution in the form of space booking software, ideally in combination with a full workspace efficiency audit, to assess overall office space usage and the popularity of each meeting room and its respective features and technologies.

At a time when companies are searching for ways to save money, cutting the amount of office space you actually require can deliver some immediate savings. And we’ve got energy targets to satisfy and energy bills to pay too, so the ability to link space booking software to Passive Infrared sensor (PIR) detectors and building management systems offers the potential to slash energy bills by heating and lighting certain areas only when strictly needed.

So, increased productivity, reduced overheads, reduced energy use and genuine fairness in the office. Probably time you took one of the most financially beneficial saunters around your office you’ve ever taken.

More from FM World’s blog pages: Be afraid, be very afraid What causes you to lose most sleep – germs or global terrorism? David Arminas, FM World news editor, on which should concern you most. http://bit.ly/nV4LwL Born this way “Why am I so keen on planning and preparing for crisis management? I was born to it”, blogs John Bowen. http://bit.ly/qyuCEF

FIVE MINUTES WITH NAME: Nazali Mohd Noor JOB TITLE: International speaker in strategic FM COMPANY: Liverpool John Moores University

In Malaysia, the government is the largest procurer of FM services. The country is a good 10 to 15 years behind the UK in the way FM is delivered, but the good news is that it has the full support of government. The Ministry of Public Works has run a National Asset and FM Convention twice in the last four years.

FM in Malaysia is conducted entirely at an operational level. Property managers and M&E tend to label themselves as FMs; over there it’s all about providing hard FM and little do do with the business model side of FM. There’s no equivalent of the BIFM, and that’s what we need.

Malaysian FM tends to follow whatever happens in the UK and institutions such as the BIFM and FMA are invaluable in helping to develop trading relationships. That’s what’s missing in Malaysia.

I’m pursuing a PhD on the development of an optimum collaborative innovation framework for FM. I’m focusing on the new BS 11000 standard. It provides a solid framework for collaboration between service providers and clients.

The trouble is that there’s a lack of awareness of it, at all levels, and service providers need to see that the standard has a commercial value. That’s really difficult to get across in the current economic environment. The BIFM has a role to play in providing a platform for debating the standard.

I’ll be sharing my research findings for the benefit of the wider FM industry.

Once I’ve completed my PhD I’d like to work with any party looking to introduce BS 11000 and I’ll be taking what I’ve learned back to Malaysia so that we can capitalise on the maturity of the British FM sector. My future is as an academic, with a focus on ‘action FM research’ - bridging FM academia with the needs of FM industry.

Interview by Martin Read

www.fm-world.co.uk

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FM WORLD | 15 SEPTEMBER 2011 | 15

8/9/11 15:20:14

FM FEATURE SERVICE IMPROVEMENT

T

he delivery of facilities management services is centred on people – the customers receiving FM services. Customer performance measurement is the process of capturing, measuring and improving the perception of customers. It is a vital component within an FM department’s overall performance measurement framework. For example, the BIFM issued a report in 2004 entitled Rethinking Facilities Management: Accelerating change through best practice, where “promoting customer satisfaction” was regarded as one of the top five issues facing the sector then and in the following 5-10 years.

That report is now seven years old. Based on its findings, promoting customer performance measurement should be an essential role of FM departments.

Service improvement research is the field that attempts to manage and co-ordinate the views and perceptions of the various services received from the tenants of a given housing provider. Tenant satisfaction forms a major component of the performance measurement framework of social landlords, for example, largely influenced by the need to provide annual statutory returns on such data.

It is not surprising, therefore, that considerable attention is given each year to how this process is rolled out, in order to ensure that effective, wellco-ordinated survey research is undertaken that accurately reflects the overall tenant base.

A large amount of research has been done on how FM departments capture and manage customer satisfaction data in order to effectively contribute to the continuous improvement of their service delivery. Largescale research projects have been undertaken; and, at first glance,

16 | 15 SEPTEMBER 2011 | FM WORLD

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SATISFACTION GUARANTEED Not happy with your customer satisfaction ratings? Time to assess your current measurement processes, explains Dr Matthew Tucker

the landlord-tenant relationship in the FM sector shares some of the features of that in the social housing sector.

According to the literature in this area – and based on the input of various industry representatives – in terms of how to measure customer satisfaction, a general consensus is the common use of the ‘annual customer satisfaction survey’.

While there are some very good customer surveys conducted, there are many bad ones. Problems arise when only one method is used to collect data and the survey used falls into the latter category. At root, to improve the quality of the conclusions drawn from the data, researchers need to use customer perception more intelligently.

We live in an information age where organisations measure performance in order to prove their business worth. It is important to

be able to continually improve and add value in every aspect of a business.

By seeking to improve the processes involved in capturing and measuring customer satisfaction data, FM departments can, in turn, enhance their service provision.

It is to this end that a list of recommendations is proposed for FM departments to consider, in order to deliver a more robust customer performance measurement framework.

Here are several important tips for setting up a successful customer satisfaction survey:

1

Ensure staff and client engagement – employees who are positively engaged have higher levels of productivity and profitability, better safety and attendance records, and higher levels of

retention. Most importantly for FM, they are more effective with customers through increased engagement with the way they liaise with them regarding the completion of customer satisfaction data, which, in turn, will drive higher levels of customer satisfaction.

2

Use a mixed data collection strategy – move away from a sole focus on what the end results say. In other words, before undertaking a standard customer satisfaction survey, consider qualitative mechanisms that can enhance the process. This can be achieved through interviewing staff and clients on how they feel about the current methods of providing feedback, as well as any other concerns they have with the services provided.

This effectively complements www.fm-world.co.uk

8/9/11 15:20:50

SERVICE IMPROVEMENT

the otherwise crude statistics achieved from survey data.

3

Ensure strategic questioning – survey questionnaires are often too abstract, do not help answer organisational objectives and consequently hinder the respondent from providing an accurate answer.

In turn, this distorts the logic of the ‘you said, we did’ approach.

Questions should be relevant to what the department is trying to achieve and pertinent to the service being delivered.

4

Implement benchmarking standards – having a formal benchmarking system that maps customer satisfaction within your department formalises the process. Keep questions consistent so that you can assess your entire client base, rather than small www.fm-world.co.uk

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USE KEY FILTER QUESTIONS WITHIN YOUR QUESTIONNAIRE TO ANALYSE ACROSS CLIENTS

pockets in isolation. Also, use key filter questions within your questionnaire to analyse across clients, such as analysing by sector, size, service or geography.

Moreover, if this can be mapped against external benchmarking data, it implies professionalism and dedication that the organisation is trying to emulate and hopefully achieve superiority against the industry best-in-class.

5

Allocate sufficient budget – outsourcing your performance measurement function to a specialist research department, or investing in a dedicated research team, can pay dividends to the quality of data received and the quality of participation from both staff and employees. It is not only consultants who can offer this service, but academic institutions too.

6

Recruit a dedicated performance/staff champion at board room level – too often, the process of gaining customer satisfaction data is undertaken at an operational level with little strategic input. Dedicated performance champions take your performance measurement framework away from being an operational function to a key agenda item at board-room level.

A top-down approach to measuring customer satisfaction is essential.

In summary, if FM providers can master the process of measuring customer satisfaction and it is led from the top down, then it will inevitably contribute to the achievement of more meaningful, accurate and often improved customer satisfaction results. FM Dr Matthew Tucker is a senior lecturer in facilities management at Liverpool John Moores University.

FM WORLD | 15 SEPTEMBER 2011 | 17

8/9/11 15:21:06

FM FEATURE DEMOLITION JIM MCEWAN

THE LONG GOODBYE

What happens when a building reaches the end of its useful life? An FM’s expertise can prove invaluable to the process, finds Jim McEwan

18 | 15 SEPTEMBER 2011 | FM WORLD

18_21_Demolition.indd 18

I

f you think demolition is all about wrecking balls, dust and pieces of building being dumped into landfill, then think again.

Modern demolition is a far more technical affair, with opportunities for facilities managers to make their presence felt.

Facilities managers are increasingly involved at the conception of a building or fit-out.

They might assist in commissioning a project, liaising with an architect or overseeing the site’s successful completion. Often, they see a scheme through its early years, overcoming any teething problems and providing ongoing www.fm-world.co.uk

8/9/11 13:04:12

DEMOLITION

Careful demolition of Slough Bus Station has allowed continued use of the structure

CASE STUDY

10 FLEET PLACE eal estate company CIT commissioned General Demolition to perform highly sensitive strip-out works of two floors of a landmark office building near London’s Old Bailey.

The project involved close liaison with the building manager.

Internal demolition of the third and seventh floors involved removal of all carpets, floor tiles, redundant data cables, plasterboard partitions and ceilings.

The four-week project was carried out within a ‘live’ environment,

IMAGES: ALAMY

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which meant keeping dust, noise and disruption to a minimum.

This was a particularly sensitive challenge because tenants included satellite news channel CNBC; so any excessive noise would disrupt broadcasts.

Such a project is an exercise in diplomacy, carrying out work while ensuring that the tenants remain as unaffected as possible.

This means a hands-on working relationship with the building management company or FM provider, in order to identify services and ensure that removal of items such as data cables would

support for the rest of its lifespan.

But what happens when a project reaches the end of its useful life? Surprisingly, FMs aren’t usually involved in a building’s final journey. Yet there are opportunities for greater participation and an FM’s in-depth knowledge of a building is invaluable when it comes to planning a project.

While it used to be perceived as the ‘hairy’ end of the building industry, the reputation of demolition has changed for the better. People increasingly understand that there’s a real science behind it. Although dramatic, the image of a wrecking www.fm-world.co.uk

18_21_Demolition.indd 19

ball slamming into the side of a building is outdated. Visitors often remark on how clean demolition sites are.

Take Slough Bus Station.

Currently underway, destruction of this vast building – which is featured in the opening credits of BBC sitcom The Office – is characterised not by mud and debris, but by neat mounds of pulverised concrete, waiting to be removed from site and reused.

Large machines are gradually nibbling away at the multistorey structure keeping dust at a minimum by spraying water over loosened material. All steel

reinforcement is carefully separated and sent away for recycling. This allows the adjacent bus station to keep operating, to the extent that buses can pass under part of the redundant structure while work takes place.

Planning for the end This shows what can be achieved when demolition projects are exhaustively researched and meticulously planned. If we fail to do this, it’s not just about making a mess – ultimately, we are putting lives at risk. What’s more, the environmental benefits are significant. The vast majority

not affect the other tenants.

At 10 Fleet Place, prior to work starting, General Demolition worked with the building manager to identify key issues before drawing up a detailed method statement of how the work would take place. Once this was approved, work could begin, while regular liaison with the client, tenants and building manager ensured that any issues were quickly dealt with.

Access requirements were also paramount. The two floors were reached via the building’s service route, to avoid using tenant lifts.

of materials removed from site are now recycled, rather than dumped in landfill.

Of course, demolition projects are varied in their nature, ranging from stripping out the fixtures and fittings of a fit-out – such as lighting, raised floors, partitions and services – to the total flattening of a tower block. Costs can vary from a few thousand to several million pounds.

In many cases, a site will have been sold and the building upon it scheduled for demolition or redevelopment. In these instances, it’s unlikely an FM would be involved. However, there are schemes where an FM or building manager would have significant input, such as refurbishment of part or all of a building, or demolition of a property within a wider portfolio. In the case of a building being stripped-out but remaining empty and still part of the portfolio, the FM team might also be involved with managing security.

Technology is a huge driver of demolition techniques and has advanced rapidly over recent years.

For larger projects, excavators FM WORLD | 15 SEPTEMBER 2011 | 19

8/9/11 13:04:24

FM FEATURE DEMOLITION JIM MCEWAN

Much material from old sites can be recycled profitably

THE FM’S KNOWLEDGE, USUALLY FED TO THE DEMOLITION TEAM VIA THE PROJECT MANAGER, HELPS IN THE PROCESS OF QUANTIFYING, MANAGING AND MINIMISING RISK are generally used, fitted with a variety of attachments for different tasks, such as shears for cutting steel. These machines are quieter and emit less dust and vibrations than their predecessors, helping to minimise environmental impact.

Equally important is the drive to cut waste. Some organisations aim to recycle about 95 per cent of the demolished building.

In these cases, much effort is expended on separating material on site into its component parts, 20 | 15 SEPTEMBER 2011 | FM WORLD

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such as using magnetic conveyor belts to extract steel. This means less material sent to landfill – which reduces landfill tax costs – while some materials have significant recycling value in themselves.

There is potential here for FMs to be involved, particularly with recycling ‘soft’ elements such as furniture and some types of lighting and flooring. It’s surprising how often buildings awaiting demolition resemble the Marie Celeste, with furniture, shelving and fittings all left in situ.

A switched-on client might recognise the value of certain elements, perhaps flooring, heating and ventilation plant and furniture. There is, for example, a thriving market for seconduser office furniture.

These considerations may also give FMs food for thought when procuring new fit-outs or buildings.

While the deconstruction of a building is too often forgotten during its design stage, there are opportunities to deliver projects that are easier to take apart, perhaps choosing products that are simple to demount. Many of these fall within the FM’s remit, such as partitions, lighting, ceilings and floors.

Frequently, projects are ‘phased’, to allow for parts of a building to

remain occupied while other floors are stripped-out. Virgin Media’s 8,000 square metre (86,111 square foot) former home in London’s Great Portland Street was vacated floor-by-floor during a five month period, with strip-out works taking place in stages while other floors remained ‘live’.

These kinds of project require careful management and communication between the demolition contractor, project manager and occupiers, plus the FM team or building manager.

At Great Portland Street, information and documentation from the building management team helped to ensure that all cables and pipes serving individual floors were meticulously identified and traced through the workspace, to ensure their disconnection would not negatively impact on live working areas.

Specialist knowledge Such cases highlight the importance of having as much information as possible about the location of services and other elements within a building.

FMs are often the fount of this knowledge, being intimate with a building’s use and maintenance.

For instance, they will often hold the asbestos register for a building on behalf of the client, useful when assessing asbestos risks in a demolition project.

The FM’s knowledge, usually fed to the demolition team via the project manager, helps in the process of quantifying, managing and minimising risk, not only to site workers but also to building occupiers and members of the public. Ultimately, the higher the quality of the information, the more accurately that risk can be assessed and managed, which in turn offers potential cost benefits. FM Jim McEwan is business development director at General Demolition

www.fm-world.co.uk

8/9/11 13:04:39

DEMOLITION

CASE STUDY

HOW TO DECOMMISSION A BUILDING Every project has its own unique requirements, but many follow similar processes for managing the end-of-life of a building, or fit-out:

1 – Decide to act Choose to demolish. Perhaps a fitout has reached the end of its life, or a building is surplus to requirements.

2 – Appoint project team If it’s a refurbishment project, then a space planner or architect would be appointed, alongside a project manager to manage planning and procurement, and a CDM co-ordinator to oversee health and safety aspects. They would decide the procurement strategy.

3 – Enabling works The project team usually issues a package of enabling works, to allow subsequent demolition to take place.

These might include draining down the plumbing system and isolation of services. An M&E consultant will advise on which services to isolate and where.

4 – Produce a waste and recycling plan This deals with the waste produced during demolition and will be approved by the CDM co-ordinator. It will consider planning requirements and perhaps the client’s own environmental strategy.

5 – Demolition and refurbishment survey Also known as a Type 3 Asbestos Survey, this is a destructive survey to ascertain the presence of asbestos.

This will build on information held in the asbestos register, normally administered by the FM, and any Type 2 (non intrusive) survey that has been carried out. An www.fm-world.co.uk

18_21_Demolition.indd 21

independent survey company often carries this out.

6 – Demolition specification Usually drawn up by the project manager, this can include significant input from the FM with their knowledge of a building. The specification will include a schedule of works, drawn up with the assistance of a quantity surveyor, with input from specialists including structural and M&E engineers.

7 – Contract tenders Normally, the entire package for a refurbishment project will include demolition works. The chosen fit-out contractor is responsible for organising demolition via a subcontractor’s package. However, if the planning or design process looks set to take a long time, demolition might be carried out separately as a further enabling works package.

8 – Appoint demolition contractor The choice will be based on considerations including cost and proposed approach to the demolition. The contractor will usually produce a proposed programme of works or an outline method statement of how they plan to carry out the demolition.

9 – Determine demolition process in detail Several weeks or months before demolition is due to start, the project team meets to discuss issues ranging from health and safety to drawing up detailed method statements. This will also take into account external elements, such as liaising with local councils, transport bodies and neighbours, to determine any noise restrictions and site access issues.

10 – Begin work Once the method statements are approved by the project team, the fun begins.

FM WORLD | 15 SEPTEMBER 2011 | 21

8/9/11 13:04:55

FM FEATURE STRATEGIC FM GLENN CORNEY AND MICHAEL RIPPER

Getting the most from the occupierprovider relationship requires the client’s engagement from the word go, and a one-team approach from both sides

ALAMY

O

ne of the most important relationships in facilities management exists between occupier clients and facilities suppliers.

When this connection breaks down, both parties suffer and the prospects for successful contract delivery take a dive.

But what makes this relationship fail? The IPD Facilities Management Benchmarking Group, which conducts research in this area, reported the following responses to that question: inability [on behalf of both parties] to demonstrate partnership; lack of innovation; inflexibility; high cost; poor delivery performance; taking advantage of market prices; lack of strategic thinking; and supplier consolidation.

Although re-procurement is sometimes desirable, in the UK alone the subsequent hidden costs to the FM industry are in excess of £700m annually, according to estimates. Clients recognise that re-procurement can often lead to greater risk, loss of knowledge and increased short-term costs.

In most cases, clients and suppliers would do well to retain a beneficial long-term working relationship. However some decisions remain beyond the control of the property, facilities and estates departments and their suppliers. For example, if procurement opts for a panEuropean supply contract, the

22 | 15 SEPTEMBER 2011 | FM WORLD

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BRIDGINGTHE

GAP FM’s hands are tied.

Experience of appraising both effective and ineffective relationships suggests that while under-performance is normally the tangible outcome of a dysfunctional relationship, the source is often to be found in the capability and processes that exist between the parties. So what is going wrong?

A ‘good’ supplier Most clients begin with the premise that a ‘good’ supplier will provide a ‘service with a quality appropriate to meet the needs of the business at the lowest possible cost’, or similar edict.

The problem for most suppliers is that while they are able to

identify an appropriate mix of cost and quality (and the capability required to support these), during the tendering stage, businesses and organisations inevitably change over time and so do their demands. The best suppliers have established adaptive systems and processes – where possible, utilising new thinking and technology, to understand the shifting organisational need – in order to enable themselves to continuously realign their facilities services to the changing needs of the business.

At a recent IPD Benchmarking meeting, a group of major occupiers reiterated the sentiment that “suppliers tend not to be

strategic and under-deliver in terms of innovation.” However, there are two sides to the argument and suppliers complain that it is hard to be strategic or innovative when clients are unable, or unwilling, to provide them with the necessary information.

Not all suppliers have suitable processes and even the best suppliers do not implement the most appropriate processes in all of their contracts. Sometimes these faults can be clearly blamed on the supplier, but often it is more complex. Often, an excellent supplier can work effectively for one client, while under-providing for another, although still using the same processes and similarly www.fm-world.co.uk

8/9/11 13:06:15

RELATIONSHIP MANAGEMENT

an evaluation approach (see Figure 1: The IPD VFM capability framework), aligned with aspects of the European Standard, with three important central tenets: 1. A ‘one-team’ view of FM capability (avoiding one-sided critiques) 2. Facilities processes need to be effective at the strategic, tactical and operational level, and each level needs to be interconnected 3. The theoretical approach to processes appraisal needs to be combined with practical experience based on how processes and people work together.

qualified account management.

In these cases, the processes that the client occupier can influence that are most strategic are not integrated within the supplier’s processes. This necessitates a ‘top to bottom’ view of FM service delivery.

Part of the process The importance of FM capability, and processes specifically, has been recognised in a number of recent publications, including the Office of Government and Commerce (OGC) Property Asset Management Capability Assessment Model (PAMCAM), and the soon-to-be-introduced EN-15221 European standard. IPD and Coretex have developed www.fm-world.co.uk

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In particular, the most effective relationships have processes devoted to: ● Customer relationship management, wherein the FM service has processes in place that aim to further understanding of the organisational need for the services it provides and will trigger re-alignment where necessary ● The alignment of FM to changing business needs, which relies on information from the customer relationship and performance management processes in place to ensure effective change is identified and implemented ● Performance management and measurement, which includes jointly developing appropriate measures of performance that are reviewed annually ● Assessment and response to business risk, including the understanding of risks to the organization – legislative, reputational, operational resilience – and how these are managed ● The evaluation and development of people on the FM team ● The constant search for and implementation of innovation on FM contracts. Typically there

are two drivers of innovation: the understanding of organisational need, which allows FMs to create more relevant solutions for the business they support; and the understanding of technological changes which encourage more effective service provision to be implemented.

If these processes are in place, the FM function as a whole will be able to evolve continuously to meet changing business requirements and will enable the right balance between cost and quality. These processes need to be represented at the strategic, tactical and operational levels and are shown in Table 1.

While it is all very well understanding what needs to be done, it is considerably more difficult indentifying deficiencies in current processes, or, more importantly, improving on these.

Experience of working with both occupiers and FM suppliers helps to identify a number of key components in the processes that need to be reviewed: ● Triggers to the process are any stimuli which initiate a series of actions or reactions. They can include diary dates for regular meetings with customers, business budget processes that require property and FM information, or just a complaint to the helpdesk ● Inputs into the process, ie external data flowing into the system. For example, when the reason for the process is to ensure that the utilisation of the property portfolio is aligned with the business needs, two inputs could be the size of the current portfolio and the number of people who use the portfolio (information could be from telephone lists or HR records) ● The ‘output’ is the information flowing out of the process.

Using the utilisation example, this could include a statement of the

utilisation of every property in the portfolio ● The person responsible for the process needs to be committed and at the correct level to ensure the process is delivered. For example, ensuring that complaints and feedback are handled suitably could be the responsibility of the helpdesk manager as they have control and understanding of most of the data required for this process.

Assessing relationship management To illustrate how this approach can be applied to a specific process area, the rest of this article will focus on customer relationship management (CRM), which, in the authors’ experience, can make the difference between services being seen by the business as valuable, or not (difference between the perceived perception and actual).

CRM is an important starting point for any FM service to adapt and align within the service going forward. It can be seen as when the whole property and FM team seek to understand the changing business requirements.

At the strategic level, there needs to be a clear understanding of how the demand for the business’s services are likely to change and how this is likely to affect the services the business provides. For example, one client FM WORLD | 15 SEPTEMBER 2011 | 23

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FM FEATURE STRATEGIC FM

GLENN CORNEY AND MICHAEL RIPPER

At the tactical level, information needs to be gathered to ensure that localised changes in the business are understood and new opportunities captured established a new product line for China that required a local manufacturing capability. In this case the property and its facilities played an active role in defining the need and solution and delivering the change. In the past, the same company would often leave it to the business unit to organise, seeing handover to the property function only when the building had been acquired.

The person responsible for the strategic CRM process(es) will be able to understand business information and the implications on the long term property and FM supply.

Capturing data At the tactical level, information needs to be gathered to ensure that localised changes in the business are understood and new opportunities captured.

Again, to use an example, the property team had a weekly process to capture localised changes to business delivery.

They identified a client was running a large product promotion and needed additional space for a telesales team. This was for a one-month period and included day and evening shifts, requiring additional cleaning and catering services. The person responsible

for this tactical CRM process was the building manager, who could also influence move projects and negotiate service changes with suppliers.

At the operational level, a process based on feedback identifying both successful and unsuccessful FM services is important. To rely on just a complaint-based mechanism does not demonstrate good CRM. The best suppliers actively seek out feedback - one in particular has a detailed interview process with users of the service on a monthly basis, which feeds into a corrective action plan process. The person responsible for this process is a central communication manager who ensures information is provided by the local FMs and that the corrective action plans are recorded and monitored.

In the case of one utilities client, it was identified that they had weak processes to support the relationship with key business units. Issues that emerged included a significant growth of ‘expert clients’ within the business units and poor relationships with suppliers and their perceived performance.

Roughly five years ago, both parties decided to implement

improved processes to understand the organisational need of their services. Since this decision, there has been an exceptional working relationship between the user, in-house property team and supplier. While the service continues to change, improvements to the CRM process have definitely saved money.

In summary High performance is reliant on the balance between cost and quality meeting the organisational need.

Achieving this would allow most organisations to retain their long term FM contracts. The evidence suggests that efficient and effective performance is underpinned by highly developed and integrated management processes. In the case of the poorer performing client-supplier relationships, some, or all, of these processes are inadequate or missing.

Depending on how the FM contract is orientated, strategic and tactical processes cannot be initiated and maintained by the supplier alone. Instead, they needing to be embedded and owned by the client. Thus, the ability of the supplier to understand the business, align

services and innovate accordingly is reliant on the processes estab– lished by the client as much as themselves.

Often, the more these processes evolve to support each other, the greater the level of supplier effectiveness (assuming the supplier is proficient to begin with).

Long term partnership has some obvious analogies with sport: long term managers, able to develop effective working relationships, such as Clive Woodward and Alex Ferguson, have time to implement effective processes to ensure success. The same can be said for those in FM, although organisations need to know they have a manager they can work with in the first place.

Through the development of a large database of accurate and up-to-date information, looking not only at outcomes (efficiency and effectiveness), but the capabilities and processes underpinning FM delivery, it’s possible to further the industry’s knowledge of the factors that drive superior outcomes in FM. FM Glenn Corney is the international product manager of IPD; Michael Ripper is a director at Coretex International. IPD and Coretex jointly deliver an FM ‘value for money’ service.

The IPD VFM capability framework Customer relationship

Alignment

Performance management

Risk management

People and capabilities

Innovation

Strategic – appraise business need, strategy in line with demand

Strategic business planning used to inform FM service planning

Service delivery aligned to business needs

Performance measures updated/ benchmarked

Risk assessed as part of business planning

HR strategy developed

Proactive to improve value to business

Tactical - deploy strategy, feed-up insight

Structured contact with business customers

Change management

Performance informs change

Risk management processes defined

Structured training and development process

Encourage, evaluate and implement innovations

Operational - co-ordinate, implement change and feed-up insight

Feedback from service-users

MI is used to drive better alignment

Performance of the service

Activity schedules and prioritisation

Personal development and training

Supplier staff are incentivised to innovate

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Process owned by either client or supplier

Process often owned by supplier www.fm-world.co.uk

8/9/11 13:07:18

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ROYAL BERKSHIRE FIRE AUTHORITY PROPOSED MEASURED TERM CONTRACT MECHANICAL AND ELECTRICAL WORKS • • • •

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

Coffee and CV

Foreword – Royal Berkshire Fire Authority is seeking expressions of interest from mechanical and electrical contractors to enter into a Measured Term Contract for Mechanical and Electrical Works for a threeperiod, with a possible extension period up to a maximum of two years.

A maximum of six contractors will subsequently be invited to tender.

Contract Duration – 1st April 2012 to 31st March 2015.

The Sites – The contract covers a number of the Authority’s sites across the Royal County of Berkshire. The greater part of the works will be based in the Authority’s fire stations. However, successful contractors will also be expected to carry out maintenance works at other building types which will include offices, workshops, the control room, the fire training house and three domestic dwellings.

The Works The ‘Mechanical Maintenance’ works contract will include, but will not be limited to, the planned and reactive maintenance of gas boilers, LTHW Boilers, oil burners, gas burners, gas boosters, flues, air handling units, extract ventilation units, DHWS cylinders, pumps, pressurisation units and calorifiers, rainwater harvesting systems and Legionella/L8 works.

The ‘Electrical Maintenance’ works contract will include, but will not be limited to, the planned and reactive maintenance of emergency lighting systems, electric storage heaters, lightning protection systems, fire and intruder alarm systems, fire extinguisher and portable appliance testing, appliance bay doors and photovoltaic systems.

The works may also include ‘Minor New Work’ projects to the value of £100,000.

If interested in being considered for these works, please register your interest at tender@rbfrs.co.uk by 5pm, Thursday 22 September 2011, to request a Pre-Qualifying Questionnaire.

fm-world.co.uk/jobs

has over 100 job vacancies

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8/9/11 15:58:20

FM FEATURE WASTE MANAGEMENT TIM PRICE

WASTE NOT, WANT NOT

In a climate of sharply rising costs for sending waste to landfill, Tim Price discusses the challenge for facilities managers of achieving ‘zero waste’

C

ommercial waste accounts for around six per cent of waste in the UK – around 25 million tonnes a year.

Now that reducing waste is a pillar of the government’s environmental strategy, businesses are increasingly setting targets for their own performance. For many, this has crystallised into a quest for the holy grail – zero waste.

Many businesses have achieved major reductions in waste over the past ten years, with paper recycling bins common in almost all offices. However, more often than not, that is the extent of the recycling facilities. Many other materials, such as cartridges, cardboard, plastics, metals or even WEEE (waste electricals) end up in the bin, heading straight to landfill.

Businesses are now recognising the importance – be it from a financial or reputational perspective – of reducing waste.

The costs of sending waste directly to landfill are growing, following increases in gate fees and the Landfill Tax Escalator, which the current government lengthened to run to 2014. In just three years’ time, the cost of sending mixed waste to landfill will have reached £80 per tonne.

There is no doubt that increased cost implications have helped to change behaviour when it comes to what is thrown away. Overall 26 | 15 SEPTEMBER 2011 | FM WORLD

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quantities of waste recorded at landfill sites registered for the tax fell from around 96 million tonnes in 1997-98 to around 72 million tonnes in 2005-06, a reduction of around 25 per cent.

With businesses increasingly looking to achieve the target of sending zero waste to landfill, it places a great deal of pressure on facilities managers to find a solution. But with this comes a number of challenges – from engaging staff and achieving participation, through to justifying different disposal options that may at first glance appear more expensive than landfill.

Waste interrogation When looking to make a significant impact on the amount of waste being generated, a key activity FMs can undertake is what DS Smith Recycling calls a ‘waste interrogation’.

During this process, the waste produced is analysed in order to understand the reality of the range of materials that a company produces, alongside a realistic assessment of quantities.

This activity often presents a

few surprises – that a certain waste stream is much larger than thought, for instance.

From this interrogation, FMs can then identify the best solution. There are numerous ways to be more sustainable with waste disposal. One of the simplest is to use a waste management partner that offers sustainable alternatives to landfill. They can take mixed waste and process it through a materials recycling facility where it is separated into different materials, which are then sent to specialist recyclers. This is excellent for organisations that are short of space or would find segregating waste at source difficult.

However, this process has its limitations and can downgrade the quality of some materials, making recycling difficult and seeing them ultimately left with no other option than landfill.

Paper is the perfect example of this – being mixed with other materials can damage the fibres.

If covered in food it is useless as it can’t be cleaned and if it has been thrown away with wet materials, perhaps washed soup tins for

THE COSTS OF SENDING WASTE DIRECTLY TO LANDFILL ARE GROWING, FOLLOWING INCREASES IN GATE FEES

instance, the water elongates the fibres, which means they can only be recycled into lower-grade papers. The impact of mixedwaste recycling is complex and often forgotten when it comes to choosing recycling options.

Sourcing success The best way for an organisation to maximise the recycling of its waste and therefore increase the value that its recyclate offers, is by separating it at source. This can be achieved by having different bins for the larger volumes of materials that an organisation produces.

The next step would be to find specific, local recycling options through a waste management partner, which can source such companies. This will help to boost environmental performance and, importantly, it can also save costs.

Making simple, practical changes in your processes can help improve environmental credentials. If you consider that food is the component that makes waste smell, then by separating it from other materials, collections of inert materials, such as plastic and cardboard, can be reduced – perhaps from weekly to monthly.

There are a number of different recycling processes that businesses can choose www.fm-world.co.uk

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ZERO WASTE

from. Using several different recycling options can enable an organisation’s waste to be maximised as a long term resource.

In terms of renewable energy, new paper products, recycled material for new products, or even fertiliser to grow crops, one business’ waste is another’s gold.

One of the more difficult challenges is gaining staff buyin, particularly if new processes require perceived additional work. Key to this has to be open communication and engagement across the business. Everyone should be aware of the part they play, the wider businesses objectives, why it’s important they change existing practices and the benefits that this change will have on the environment.

As environmental targets and policies continue to get more stringent, businesses will have to respond. Finding more sustainable options for their waste is an important way to improve environmental impact. The benefits are wide reaching, both in terms of profitability, corporate reputation and the environment and facilities managers can play an important role in operating to waste management best practice to deliver the best sustainable processes. FM Tim Price is national commercial manager for DS Smith Recycling (formerly Severnside Recycling)

www.fm-world.co.uk

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8/9/11 14:09:47

FM MONITOR MICHELLE DE KLUYVER

LEGAL UPDATE

Michelle de Kluyver is a senior associate at Allen & Overy LLP

T HE CORPOR AT E M A N S L AUGH T ER A N D CORPOR ATE HOM I CI DE ACT 2 0 0 7

rosecutions under the CMCHA, and P the new Bribery Act 2010, show how important management and working practices have become to corporate risk management On 1 July 2011, Lion Steel Ltd was charged with corporate manslaughter under the Corporate Manslaughter and Corporate Homicide Act 2007 (the CMCHA). Three of its directors, Kevin Palliser, Richard Williams and Graham Coupe, have been charged with the common law offence of gross negligence manslaughter. Lion Steel Ltd and the three directors have also been charged with breaches of the Health and Safety at Work CMCHA 1974 for failing to ensure the safety at work of an employee. The prosecution follows the death of one of the company’s employees, Steven Berry, as a result of injuries he sustained when he fell through a fragile plastic roof panel on one of the company’s sites in Hyde, Greater Manchester.

Lion Steel Ltd is the second company to be prosecuted under the CMCHA, which came into force on 6 April 2008. The first company prosecuted under the CMCHA was Cotswold Geotechnical (Holdings) Ltd. Cotswold Geotechnical was convicted of corporate manslaughter on 15 February 2011 and fined £385,000, payable over a ten year period. In that case an employee, Alex Wright, died while taking soil samples in a deep trench when the unsupported soil walls collapsed, burying and asphyxiating him.

Mr Wright was unsupervised at 28 | 15 SEPTEMBER 2011 | FM WORLD

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the time. Cotswold Geotechnical was a small company that had eight employees in 2008 and Mr Peter Eaton was its sole director.

The fine imposed on Cotswold Geotechnical should be placed in context. It represented 250 per cent of the company’s turnover, to be paid over a period of 10 years. Its imposition meant that there was no prospect of the company surviving. Cotswold Geotechnical appealed against the sentence on the grounds that it was manifestly excessive.

The Court of Appeal upheld the sentence, noting that in some cases, putting the defendant out of business may be an acceptable consequence for breaching the CMCHA. Prior to the CMCHA, an organisation could only be criminally liable for gross negligence manslaughter where an individual who was the “directing mind” of the organisation was guilty of the offence. The CMCHA shifted the focus to the way in which the activities of the organisation

are conducted. An organisation will be guilty of corporate manslaughter if its activities are managed or organised in such a way that they cause a person’s death and amount to a gross breach of a duty of care owed to the deceased, provided that the way in which its activities are managed or organised by senior management is a substantial element in the gross breach.

In order to constitute a “gross” breach, the relevant conduct must fall far below what can reasonably be expected of the organisation in the circumstances.

Senior management includes those who play significant roles in the making of decisions about how the whole or a substantial part of the organisation’s activities are to be managed or organised, or the actual managing or organising of the whole or a substantial part of those activities.

The offence only applies where an organisation owed a relevant duty of care to the deceased, but the circumstances in which such a duty will arise are numerous and varied. A relevant duty includes an employer’s duty to provide a safe system of work for its employees and others who work for, or provide services to, the organisation; duties that arise from being an

BACKGROUND Under the Corporate Manslaughter and Corporate Homicide Act 2007, companies and organisations can, for the first time, be found guilty of corporate manslaughter as a result of serious management failures resulting in a gross breach of a duty of care. The Act, which came into force in April 2008, clarifies the criminal liabilities of companies where serious failures in the management of health and safety result in a fatality.

More information is available on a specific section of the Ministry of Justice’s web site – http://bit.ly/nivmVl

occupier of premises and duties arising in connection with the supply of goods and services, the carrying on of construction or maintenance work, the use or keeping of plants, vehicles,and so on and carrying out other activities on a commercial basis.

In the Cotswold Geotechnical case, Mr Eaton was in overall control of the way in which the company managed its affairs. As a result, the case did not provide much guidance on how some of the more difficult provisions of the CMCHA will be interpreted.

We are not yet aware of how Lion Steel Ltd will frame its defence, but given that it is a mediumsized company with multiple directors, it is likely that issues such as when the role that senior management plays will amount to “a substantial element” in the gross breach of duty, and what constitutes a gross breach, are likely to be fought out at trial.

Although there is little to connect the subject matter of health and safety to bribery, there is an important common feature of the CMCHA and the Bribery Act 2010 (which came into force on 1 July 2011). Both acts place corporate criminal liability on a statutory footing that no longer requires a “directing mind” to be guilty of an offence in order for the company to be liable, but instead focuses on the management and work practices of the organisation (in the case of bribery, on the organisation’s procedures for preventing bribery).

Good management is not only a good in itself, but is increasingly important to corporations in managing the risk of corporate criminal liability. FM www.fm-world.co.uk

8/9/11 16:51:05

LEGAL NEWS

New legislation LOCAL ECONOMIC DEVELOPMENT AND CONSTRUCTION ACT 2009 On October 1, the Local Economic Development and Construction Act 2009 comes into force, with the Scheme for Construction Contracts 1998 amended and published at the same time to bring it into line with the new Act. Among changes to the law, the requirement for construction contracts to be in writing is being removed so that verbal contracts and those partly in writing are opened up to statutory adjudication.

There will be an interim period during which the previous Construction Act 1996 will apply to contracts entered into prior to the New Act coming into force.

The New Act will apply to all new contracts entered into after 1 October 2011.

Construction law specialists Fenwick Elliott conclude that “while many of the changes, especially to adjudication, are simply catching up on case law and reflecting concerns with the old system, [anyone involved in construction] is going to need to adapt to the more fundamental changes to payment arrangements and from 1 October 2011 to familiarise themselves with the new language of default notices and Payless Notices and the opportunities and problems that this new language will bring.”

Responding to the new legislation, the Joint Contracts Tribunal (JCT) is publishing a 2011 edition of its standard building contracts. This follows the Commencement Order (SI 2011 No.1582 (C. 59) ‘The Local Democracy, Economic Development and Construction Act 2009 (Commencement No. 2) (England) Order 2011’) made

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by the Minister for Business and Enterprise on 27 June 2011.

This brings into force Part 8 of the Local Democracy, Economic Development and Construction Act 2009, which relates to construction contracts. The legislation will apply in England from 1 October 2011.

The JCT 2011 edition reflects the amendments to the Housing Grants, Construction and Regeneration Act 1996 made by the legislation. It is understood that the drafts of ‘The Scheme for Construction Contracts (England and Wales) Regulations 1998 (Amendment) (England) Regulations 2011’ and ‘The Construction Contracts (England) Exclusion Order 2011’ have been prepared and are being considered

by Parliament this month.

The timing of the Scheme will not impact on JCT contracts in terms of payment, as the contracts fully comply with the legislation. However, adjudication under a JCT contract is stated to be in accordance with the Scheme, and in the unlikely event that the updated Scheme is not passed, the existing current Scheme will apply, save for the exceptions referred to in the contract.

In addition to reflecting the new payment legislation, the JCT 2011 edition includes a revised insolvency definition in the termination section covering provisions that were included in JCT’s December 2009 update.

The new edition also notes that the provision for appointment of the principal contractor

under CDM Regulations has been extended to cover that function under the Site Waste Management Plans Regulations 2008; statutory reference to the Bribery Act 2010; and the revised retention provisions in the sub-contracts. Entries in respect of PI insurance relating to asbestos and fungal mould have been removed.

All new editions of JCT contracts will be published in September. The entire suite of JCT contracts (including sub-contracts and subsubcontracts) are available directly through the Docdel service via Sweet and Maxwell, JCT’s publishers.

The Joint Contracts Tribunal was established in 1931 and has for 80 years produced standard forms of contracts, guidance notes and other standard documentation for use in the construction industry.

The organisation represents all parts of the construction industry, with members including the Local Government Association, National Specialist Contractors Council, Royal Institute of British Architects, Royal Institution of Chartered Surveyors, Scottish Building Contract Committee and the British Property Federation, Contractors Legal Group (which comprises the National Federation of Builders, the Civil Engineering Contractors Association, the Scottish Building Federation and the UK Contractors Group).

The previous Construction Act 1996 will apply to contracts entered into prior to the new Act coming into force

Free asbestos training Free asbestos awareness training has been set in a bid to help tradespeople across Britain protect themselves from the deadly dust.

The Health and Safety Executive, in partnership with the training industry, is calling for those who run training course, to pledge free hours during September to hit a target of 4,000 – the approximate number of deaths each year from asbestosrelated diseases.

The free training will be available throughout October and November.

Training providers looking to pledge hours are invited to visit the campaign website at www.hse.gov. uk/asbestos/training-pledge.htm

Step up for ladder safety The Health and Safety Executive (HSE) has taken a step towards helping reduce ladder accidents by re-launching the Ladder Exchange for the fifth year running.

The initiative provides businesses with “an easy and simple way to replace broken, damaged or bent ladders and trade them in for safe new ones”, the HSE said.

This year’s programme will run for three months from 1 September until 30 November.

BSRIA launches database Built environment research body BSRIA has launched an online legislation and compliance database that covers selected acts, regulations and compliance information in the UK. The online resource replaces BSRIA’s annual legislation CD and enables facilities managers to search records relating to building services.

This service is free to BSRIA members. For non-members, an annual subscription costs £100, but there is a 25 per cent discount to new subscribers who join before 30 September.

FM WORLD | 15 SEPTEMBER 2011 | 29

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FM MONITOR HYWEL DAVIES

TECHNICAL

Hywel Davies is technical director at CIBSE

KEEPIN G OF F ICES CO O L

magine we’d actually had some kind of summer this year. Would your workplace have been kept at a comfortable temperature?

Hywel Davies offers some advice.

I

One of the most frequent questions that the Chartered Institution of Business Service Engineers (CIBSE) gets during a warm summer is from callers who feel hot and bothered at work. They want to know what the ‘legal maximum’ workplace temperature is. After we explain that there is no such thing, they often want to know what temperature CIBSE recommends as a maximum (see sidepanel for more details).

There is no simple and satisfying answer to that one.

The fact is there is no allocated temperature that is deemed to be ‘too hot’ for people to work in.

There are good reasons for this.

We are all different, so we all feel uncomfortably hot at different temperatures. How hot we feel is very subjective. We also do many different things at work; some sit down for much of the day, while others are on their feet, and others are walking about. In some workplaces, the ‘workers’ actually run around in the sun for 80 or 90 minutes, even for as long as six hours in the case of a Test cricket match. So the idea of a single temperature that is too hot is a difficult one.

It is also difficult because we tend to adapt to the current conditions. We are all familiar with those – occasional – very warm days in between much cooler ones. Easter weekend this year was an example. The effect of a sudden warm spell is greater because we are not acclimatised or 30 | 15 SEPTEMBER 2011 | FM WORLD

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adapted to the warmth, and so the same air temperatures will ‘feel’ subjectively hotter than the same temperature after a few equally warm days.

And finally, it is difficult because there is a whole technical issue about how and where you measure the temperature in an office, or a factory, avoiding direct sun, taking a representative location.

The law requires employers to provide a ‘reasonable’ working environment. So what is that?

It could mean allowing some flexibility over clothing. Allowing people to remove ties makes them feel cooler. Ask yourself the following simple questions: ● Do staff need to wear jackets? ● If there is a workplace uniform, is there a summer option with short sleeves? ● What about access to cool drinks? ● Can staff take more frequent breaks to get drinks? ● Do you allow any flexibility in working hours, so people can start earlier and finish earlier, or take a longer lunch break? ● Are there simple steps that you can take to make the office, or the shop, or the factory cooler? ● Can you increase air movement, or keep the sun off, or even turn off electrical appliances and lights to reduce unwanted heat gains?

As well as the direct contribution to helping people feel cooler, there is a psychological aspect to this, too. If you allow

people some of the options outlined above, it gives them a feeling of greater engagement and control in regulating their working environment. And there is plenty of evidence that by doing that you can help your workforce to tolerate higher temperatures.

Due to the level of interest in this subject over recent years, CIBSE has developed several tools and some simple guidance on overheating that is aimed at building occupiers. Some of this is available to download freely from the CIBSE website. The organisation has produced two fact sheets on how to keep cool in the workplace – one for general advice, and another specifically for FMs. There are also short guides to overheating and thermal comfort.

Finally, we are working with the Met Office to develop a comfort calculator, to allow anyone to enter their postcode and find out how comfortable it is likely to be that day, based on that day’s forecast temperature and recent temperatures, which influence how we respond to current temperature.

CIBSE guidelines The Keeping Cool in a Heatwave briefing sheets published by CIBSE include top tips for FMs and building users to help them stay comfortable in the office or workplace this summer. The sheets provide practical advice on keeping cool in the workplace, such as: helping managers to communicate with building users; suggesting how to act in key areas to reduce internal gains and check the effectiveness of windows, blinds and ventilation. There are tips for building users on keeping themselves and their workspaces cool. FM

LEGISLATION The Workplace (Health, Safety and Welfare) Regulations 1992 state that “During working hours, the temperature in all workplaces inside buildings shall be reasonable”. The Approved Code of Practice (ACOP) attached to these regulations defines a “reasonable temperature” as that which secures the thermal comfort of people at work, without the need for special clothing. This is further defined as being met by maintaining a temperature of at least 16°C (or at least 13°C if the work involves physical effort). In practice, the CIBSE guidelines on comfort, given in CIBSE Guide A(2), are often taken as a good practice indication of thermal comfort and used for design purposes.

To download the briefing sheets, go to www.cibse.org/ index.cfm?go=publications. view&item=400 For more information on tackling overheating see CIBSE KS16: How to Manage Overheating in Buildings – a practice guide to improving summertime comfort in buildings, produced in conjunction with the HSE. Go to www.cibse. org/index.cfm?go=publications. view&item=478.

For guidance on thermal comfort requirements for the non-expert client, facilities manager and building user, see CIBSE KS06, ‘Comfort’. www.cibse.org/ index.cfm?go=publications. view&item=344 The briefings are free to download and may be reproduced for use in offices or other workplaces. As a special offer, readers of FMWorld can buy the two Knowledge Series publications at CIBSE member prices, before 30 September 2011.

Call 020 8772 3618 and quote FMWSEPT11 to get your copy.

www.fm-world.co.uk

8/9/11 16:38:31

FM MONITOR MARKET INTELLIGENCE

INSIGHT ECONOMY

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.

UK COMPANY TAKEOVERS

VAT rates: Standard rate – 20% (from 4 January 2011) Reduced rate – 5% Zero rate – this is not the same as exempt or outside the scope of VAT

Expenditure on acquisitions of UK companies by other uk companies Million 20000

ATTITUDES TO CLIMATE CHANGE

Number of acquisitions of UK companies by other uk companies 300 250

Source: HM Treasury (hmrc.gov.uk) 15000

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

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

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

200 150

10000

100 5000 50 0

0 2007 2008 2009 2010 2011

2007 2008 2009 2010 2011

Levels of belief and concern about climate change, and willingness to change behaviour to limit climate change, have all fallen since 2006.

In 2010, 75% of respondents were at least ‘fairly convinced’ that the world’s climate is changing, falling significantly from 87% in 2006. The proportion of respondents who were at least ‘fairly concerned’ about climate change has fallen from 81% in 2006 to 70% in 2010. In 2010, 72% of respondents were willing to change their behaviour to help limit climate change, down from 77% in 2006.

Graduates were significantly more likely to be at least fairly concerned about climate change – 82% compared to 67% for non-graduates.

Source: Department of Energy & Climate Change (decc.gov.uk)

)EMPLOYMENT

Category of worker

Aged 22 and above

Hourly rate from 1 Oct 2010 £5.93

Aged 18 to 21 inclusive

£4.92

Aged under 18 (but above compulsory school age)

£3.64

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

£2.50

Source: Mergers and Acquisition Surveys, Office for National Statistics (statistics.gov.uk)

Changing attitudes to transport and climate change, 2006-2010

100% 90%

●

80%

●

●

Percentage of respondants

National Minimum Wage

Expenditure on acquisitions of UK companies by other UK companies rose to £2.2 billion in Q2 2011, up from £1.3 billion in Q1. However, the number of acquisitions fell in Q2 2011. There were 59 acquisitions of UK companies by other UK companies with values over £1.0 million in Q2 2011, compared with 68 in the previous quarter.

These transactions consisted of 46 acquisitions of independent companies, comprising 72 per cent of the total value of expenditure on acquisitions, and 13 transactions by company groups involving their subsidiaries.

●

●

70%

●

● ●

● ●

●

●

● ●

● ● ●

●

60%

● ●

50%

●

●

●

●

40%

●

30% 20% 10%

2006 ●

●

At least fairly convinced that climate change is happening

2007 ●

●

Willing to change their behaviour to help climate change

2008 ●

●

At least fairly concerned about climate change

2009 ●

●

2010 ●

●

Believe that Believe that road transport plane emissions emissions contribute to contribute to climate change climate change

UK GREENHOUSE GAS EMISSIONS

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

Hourly rate from 1 Oct 2011

Aged 21 and above

£6.08

Aged 18 to 20 inclusive

£4.98

Aged under 18 (but above compulsory school age)

£3.68

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

£2.60

www.fm-world.co.uk

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In 2010, UK emissions of the six greenhouse gases covered by the Kyoto Protocol were estimated to be 582.4 million tonnes carbon dioxide equivalent – 2.8 per cent higher than the 2009 figure of 566.3 million tonnes.

Carbon dioxide (CO2) accounted for about 84 per cent of total UK greenhouse gas emissions in 2009, the latest year for which final results are available.

In 2010, UK net emissions of carbon dioxide were provisionally estimated to be 491.7 million tonnes (Mt) – 3.8 per cent higher than the 2009 figure of 473.7 Mt. Between 2009 and 2010 there were increases in CO2 emissions from most of the main sectors. The provisional estimates show increases in emissions of 13.4 per cent (10.1 Mt) from the residential sector,

3.3 per cent (6.0 Mt) from the energy supply sector, and 2.4 per cent (1.8 Mt) from the business sector.

Emissions from the transport sector were relatively stable, down by just 0.1 per cent (0.2 Mt). All these sectoral breakdowns are based on the source of the emissions, as opposed to where the end-user activity occurred. Emissions related to electricity generation are therefore attributed to power stations, the source of these emissions, rather than homes and businesses where electricity is used.

• The increase in CO2 emissions between 2009 and 2010 resulted primarily from a rise in residential gas use, combined with fuel switching away from nuclear power to coal and gas for electricity generation.

Source: Department of Energy & Climate Change – www.decc.gov.uk

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IPFMA NEWS IPFMA.COM

Clear as MUD (right, L-R): Paul Mooney, chair of the IPFMA Residential Committee; IPFMA chairman Paul Whelan and Paddy Sweetman, Matheson Ormsby Prentice Solicitors MUD ACT 2011

Clear as MUD seminar The IPFMA presented the seminar ‘As Clear As MUD’ on 19 May in Bewley’s Hotel, Ballsbridge.

It was a chance to update members and delegates on new legislative changes introduced by the MUD Act 2011. The event was well-attended by more than 100 delegates involved in the provision of services to multiunit developments.

The event presented an insightful series of talks from leading professionals in their field, including Niall Fitzgerald from Chartered Accountants Ireland; Paddy Sweetman, partner with Matheson Ormsby Prentice Solicitors;, and Colin Farquharson of Ernst & Young.

The new MUD Act brings about a much-needed revision to the process to resolving difficulties arising in residential apartments and multi-unit developments management. The act will, however, give rise to some tougher measures, welcomed by the IPFMA. i Full details are available at www. ipfma.com/as-clear-as-mud.htm

WORLD FM DAY

Marking World FM Day The IPFMA facilities committee arranged a site visit of the Criminal Courts of Justice Building on Parkgate Street to mark World FM Day on 23 June.

G4S provides complete FM 32 | 15 SEPTEMBER 2011 | FM WORLD

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INTERESTED IN PARTICIPATING IN IPFMA ACTIVITIES?

Group pictured above: The IPFMA facilities committee outside the Criminal Courts of Justice

services for the building and operations manager, John Farrell, kindly guided the group around the building, following an informative presentation.

EDUCATION

IPFMA learning The IPFMA Skillnet was set up in July 2011 as part of IPFMA’s ongoing commitment to the promotion of continuous

learning and the enhancement of industry standards. It is funded by member companies and the Training Networks Programme, an initiative of Skillnets funded from the National Training Fund through the Department of Education and Skills.

It is an industry-led training network for companies involved in the property management and facility management sectors in Ireland. Our overall aim is to improve the competitiveness of our member companies and the employability of our workforce through the provision of highquality, industry-focused training

An association can only be as active as its members’ contribution. IPFMA is always looking for members to participate in committees and/or working groups. If you are interested in getting involved for the 2011 session, please contact Fiona Barron at fbarron@ipfma.com

and networking opportunities. i Further details and courses are available at www.ipfmaskillnet. com/

BRAND UPDATE

Website review IPFMA updated its corporate branding and stationery suite over the summer. The organisation is pleased to advise that its website is currently being reviewed to offer members a more dynamic www.fm-world.co.uk

8/9/11 16:10:25

Please send your news items to Fiona Barron at fbarron@ipfma.com

overview of association’s activities. It will also include a members’, corporate members’ and service provider directory.

The new site should be launched by 1 October.

CHAIRMAN’S REPORT

IPFMA chairman’s report We introduced a new chairman’s report to update members on the work of each of the association’s committees. It is proposed we will issue a biannual update on all association activities. i A copy of our current edition is available at www.ipfma.com/ chairman-s-report.htm

NEW MEMBERS

New members We are pleased to announce the addition of two new corporate members to the association as we welcome Smith Property Management and Abacus Property Management.

IPFMA is also delighted to welcome the following new members and affiliates to the association: Members ● Ciara Mulrennan – O Dwyer Property Management ● Jane Dunne – Falcondale Properties ● Ciara Begley – O Dwyer Property Management ● Deborah Cox – Savills ● Orla Fenelon – Wyse Managing Agents ● Kath Cottier – Cluid Housing Association ● Michael Murrihy – Domain Property Management www.fm-world.co.uk

32_33_Ipfma news.indd 39

John Edward Eustace – Lisney Deirdre Gough – Ennis Gough Fenton Murphy – O Dwyer Property Management ● Martin Lannon – Landsdowne Partnership ● Tomas Kilroy – HT Meagher O Reilly ● David McGovern – Dooley McGovern Estate Agents ● ● ●

Affiliates: ● Tiina Walsh – ELO Property Management ● Carol Cullen – Getty Images i Full details on Corporate Membership are available at www. ipfma.com/corporate-membership. htm

EDUCATION

IPFMA education update We are delighted to commence a Higher Certificate in Property & Facility Management in conjunction with the Dublin Institute of Technology. The programme is at Level 6 on the NFQ and awards 120 ECTS. The association continues to promote property and facility management as a recognised management profession and to promote higher industry standards. i Visit www.ipfma.com/HigherCertificate.htm for more details

CPD Members are now required to complete 60 hours compulsory CPD over a three-year period with effect from January 2011. CPD house can be registered in members’ user profiles online.

The system is easy to use and details are available by following the link: www.ipfma.com/ipfmacpd-continuous-professionaldevelopment.htm i

DIARY OF EVENTS IPFMA Annual Conference 2011 The ninth IPFMA Annual Conference will take place on Thursday 22 September 2011 at Croke Park Conference Centre in Dublin.

This years’ event has a particular facility management theme and is being co-ordinated by our facilities committee.

The schedule of speakers include keynote speaker Kingsley Aikins and key participants in the Soft Landings framework in the UK. The event is kindly sponsored by Aramark, Aon and Burlington Engineering. Exhibitors include Energia, Skyway, Screenguard, Euro Carparks among many others.

Conference programme highlights

9.20 – 10am Networking & the Irish diaspora; A key piece of Ireland’s economic recovery jigsaw Keynote speaker: Kingsley Aikins 10 –10.40am The ‘Soft Landings’ Framework: helping to focus design and building teams on performance in use – Bill Bordass 11.40 –12.20pm Post Occupancy Evaluation – Barry Austin 2 – 2.45pm Opportunities and challenges for corporate occupiers in a depressed real estate market – presented by Ronan Webster, Tony Grant and Murray Osborne 12.20 – 12.50 Public procurement in Ireland – Mary Dunne 4.20-4.40pm What employers and clients want from the facility and property management professional – Mairead Flemming 4.40 – 5pm Preparation for a changing world – Tom Dunne 5.10pm Conference close – Felix McKenna

i A conference programme and booking form is available at www.ipfma.com/ipfma-annualconference-2011.htm To reserve your place at the event, please complete booking form and issue to info@ipfma.com.

FM WORLD | 15 SEPTEMBER 2011 | 33

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BIFM NEWS BIFM.ORG.UK

Grosvenor House hotel, London: Venue for the BIFM Awards 2011

CHARTERSHIP

BIFM to explore chartership The BIFM is actively considering applying for chartered body status.

The institute’s board has agreed to set up a working group to look at the costs, benefits and feasibility of the change. This group will make a recommendation to the board.

The institute wishes to ensure that members have all the information they need to contribute to the decision.

The working group will be reporting to the board no later than summer 2012.

Commenting on the new stance, BIFM chairman Ian Broadbent said: “The institute has reached a size, level of maturity, engagement and influence where it is logical to explore chartership.

The BIFM has a stable membership, is an Awarding Body with a comprehensive qualifications programme, has an active regional and Sig structure, strong governance, sound finance and robust systems. Chartered status would be a recognition of the progress we have made, as a profession and also as a professional body.”

1 What is chartership?

There are in excess of 900 chartered bodies. Royal Charters, granted by the sovereign on the advice of the Privy Council, have a history dating back to the 13th century. Their original purpose was to create public or private corporations (including towns and cities), and to define their privileges and purpose.

New grants of Royal Charters are reserved for eminent professional bodies or charities 34 | 15 SEPTEMBER 2011 | FM WORLD

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

that have a solid record of achievement and are financially sound. In the case of professional bodies they should represent a field of activity that is unique and not covered by other professional bodies. (Source: Privy Council) 2. Will members be consulted on any decision to apply for chartership?

Yes, the views of members will be sought, both directly and through Members’ Council.

3. Will members have the opportunity to vote on a decision?

Yes, a recommendation will be put to either an AGM or an EGM. 4. What is the timetable should the institute decide to apply for chartership?

The chartership application process usually takes between 18 months and two years but may take longer.

It is very difficult to predict exactly how long it will take.

5. How would chartered body status affect members?

Becoming a chartered body could, in time, enable the BIFM to award chartered status to those holding certain grades of membership. They

would be entitled to call themselves “chartered facilities manager” and use the appropriate letters after their name (post-nominals).

6. How would chartered status affect the institute?

Once incorporated by Royal Charter a body surrenders significant aspects of the control of its internal affairs to the Privy Council. Amendments to Charters can be made only with the agreement of the Queen in Council, and amendments to the body’s by-laws require the approval of the Council. This effectively means a significant degree of government regulation of the affairs of the body, and the Privy Council will therefore wish to be satisfied that such regulation accords with public policy.

(Source: Privy Council) Visit www.bifm.org.uk/chartership or email chartership@bifm.org.uk i

AWARDS

BIFM Awards 2011 Senior FM figures will attend London’s Grosvenor House Hotel for the biggest and most prestigious

networking event within the UK’s FM calendar on 10 October.

The BIFM Awards give national recognition to the leaders in our profession and it’s no surprise that these awards are now integral to an organisation’s performance and worthy of prestigious acclaim.

Headline sponsor Mace is thrilled to support the awards, the undisputed premier corporate showcase event within the FM industry.

The following opportunities are currently available for sponsorship: ● The Award for Communications & Marketing ● Official Guest Programme and Guest List ● Business Card Draw By sponsoring the awards, you will give your organisation an excellent platform to raise your brand’s awareness, support industry excellence and access the most powerful FM audience in one evening.

Packages include an impressive prime position table for 10, and strong brand presence on stage, on perimeter screens and in event collateral. i For details on sponsorship tickets and tables contact Sandra Light, 0141 639 6192 or sandra@fmevents.biz

www.fm-world.co.uk

8/9/11 14:10:19

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

MEMBERSHIP

New membership grade The BIFM is introducing changes to the membership grading structure to allow for clearer progression in the earlier stages of an FM’s career.

The new structure was ratified at the 2011 Annual General Meeting and includes a new entry level Affiliate grade of membership and the Associate grade will now be an assessed grade.

These changes make professional recognition more accessible to those in the earlier stages of their careers. Associates can now command a greater level of professional recognition through the use of the post nominal letters ABIFM; a grade awarded upon the assessment of the individual’s level of experience and/or qualifications.

A new Affiliate grade replaces the former Associate grade as the entry level of membership for those who are not yet eligible for Associate grade and who are just starting out in their FM career.

The changes means current Associates can choose to either submit supporting documents for assessment to enter the new Associate grade and be awarded the professional status of ABIFM or keep the same set of member benefits as the previous Associate grade and become an Affiliate member under the new system.

Members can apply for the new ABIFM grade via two routes: a) Experience route - Two years’ facilities management experience at non-management level b) Qualification route - One year’s facilities management experience and a FM related qualification at level 3 or above. i For support contact the membership team, membership@ bifm.org.uk, 0845 058 1358

www.fm-world.co.uk

34_36_BIFMNews.indd 35

Ismena Clout is deputy chair at the BIFM

BIFM COMMENT T H E ‘ G O TO ’ P E R SO N

n the early part of my career, I prided myself on being the ‘go to’ person – the one in the office who knew where everything was, who knew how all the software worked and who knew how to get things done. All key skills for an FM, it demonstrated I was someone with ambition and drive. In all of my jobs it made me stand out and be noticed, allowed me to upward network and gain respect.

Over time, though, these skills became less important as I learned new skills and had new knowledge that meant I could grow and develop as an FM. Being the ‘go to’ person wasn’t necessary any more.

After being absent from the workplace for the past six months and starting back at work a month ago, I realised that I didn’t have any ‘go to’ aptitude as I had forgotten everything.

I was now old and the next generation was biting at my heels. I also realised that I worked with two super talented ‘go to’ people so I didn’t have to be that person. Sadly, one has already left for an amazing new job and the other is my invaluable resource as I acclimatise to the office again.

I see my role now as mentoring and supporting this person, teaching them new tricks and pointing them in the direction of great resources so they can do their job quicker and with more skill. This means she can support me better in my job and can then be promoted up the ladder herself.

Every office needs a ‘go to’ person: someone ambitious, eager to learn and skilled. The FM industry is facing a skills gap as highlighted in the Asset Skills report, Facilities Management Industry Sector Skills Assessment December 2010.

Rising FMs is running the first FM career fair at Westminster Kingsway College on the 30th September for students to learn more about this dynamic, exciting and vibrant industry.

There is an afternoon of workshops planned with employers and recruitment consultants on hand (register at http://careersday.eventbrite.com).

There are more centres than ever offering the BIFM levels 4, 5 and 6 qualifications in Facilities Management and the ILM level 3 Facilities Management qualifications.

There are apprenticeship schemes available and a growing political pressure for the big contractors to increase the numbers of apprentices on their books, especially pertinent to all the FM providers receiving public work contracts.

There is also CPD (Continual Professional Development), which can be done online, at networking events, shows and conferences.

It’s vital that you not only look at your own career development path, but also that of your team.

It’s time to give those ‘go to’ people a chance to shine!

I

“THERE HAS NEVER BEEN A BETTER TIME TO DEVELOP YOURSELF IF YOU ARE ALREADY IN THE INDUSTRY. THERE ARE MORE CENTRES THAN EVER OFFERING THE BIFM LEVELS 4, 5 AND 6 QUALIFICATIONS IN FACILITIES MANAGEMENT AND THE ILM LEVEL 3”

ismena.clout@bifm.org.uk

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BIFM NEWS BIFM.ORG.UK

Below: TWM 2010 at London Olympia TWM

I O SH SA F E T Y F O R SE N I O R E X E C U TIVE S

TWM show at Olympia Total Workplace Management (TWM) takes place on 11-12 October at London Olympia.

Visit the BIFM on stand B20, where as well as meeting the team, you can enter a draw for a chance to win individual membership renewal. The BIFM is hosting four sessions at the event: ● 11 October, 10.15-10.45am Working with your insurer, Steve Dance, Security and Business Continuity Sig ● 11 October, 12.45-1.15pm CSR/FM: the perfect marriage? Ian Broadbent, BIFM chairman ● 12 October, 10-10.30am Health and Safety panel discussion hosted by Ian Fielder, CEO, BIFM ● 12 October, 12.30-1pm Good Practice in FM, Bob Anderson, BIFM i Register to attend TWM for free www.twmexpo.com/register

BUILDING REGULATIONS

Views on building reg changes The Department for Communities and Local Government (DCLG) is working towards changes to the Building Regulations in 2013.

The DCLG would like the views of FMs to better understand how well access statements, used as part of the building control process, are supporting delivery of accessible and functional buildings.

Approved Document M (access to and use of buildings) provides guidance for both domestic and non domestic buildings in order to ensure that they can be accessed and provide functionality for the broadest possible range of users.

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BIFM TRAINING

1. How well newly completed buildings meet the needs of disabled people at the point of occupation in terms of the level of provision available.

2. Whether facilities managers make use of access statements developed by design teams to help understand how the building should be managed and used.

3. Which document is used most frequently by FMs to assess the provision, in terms of access, within the buildings they manage?

s a senior executive, do you understand your health and safety role and the importance of leading health and safety in your organisation?

Do you have the strategic responsibility for health and safety, and are you the person who manages it and sets the policies?

Under the Corporate Manslaughter and Corporate Homicide Act 2008, you can be sent to prison for failing to manage health and safety adequately.

The first conviction for corporate manslaughter involved Cotswold Geotechnical Holdings, which was fined £385,000 after the death of an employee when a trench collapsed on him. The company was found guilty, because of the gross breach of its duty to ensure the employee’s safety. The fine equated to about 250 per cent of the company’s turnover, with the judge ruling that it be paid over ten years at £38,500 per year – putting Cotswold Geotechnical Holdings at serious risk of liquidation. The company failed the conviction on appeal and it was only a state of very poor health that saved the managing director from being sent to prison.

If the opening statement sums up your role, then we highly recommend our one day IOSH Safety for Senior Executives course. It will provide you with a full understanding of your role in health and safety and how this should influence your strategic thinking and holistic risk management practices. Giving you the tools to go beyond your legal and corporate governance obligations, the course will also show you how to put in place an integrated risk management system. This can minimise overall business risk and improve workforce productivity and product or service quality. It can also help reduce costs such as healthcare and insurance premiums, and compensation claims. We also investigate leadership styles and how these can affect the behaviour of employees and how senior executives can develop a positive culture of health and safety within their organisations.

The course is designed for organisations in all sectors and by the end of the programme you will be able to: ● Recognise the importance of integrating health and safety objectives with other business objectives to minimise overall risk ● Be able to take account of health and safety effectively during strategic planning, decision making and effective supply chain management ● Know the consequences of failing to manage health and safety effectively ● Understand the principles of safety management systems, continual improvement and annual reporting.

i Share your views with Emma Dickman, emma.dickman@ communities.gsi.gov.uk , call 0303 444 3862 or visit www. communities.gov.uk

i This course is delivered for BIFM Training by System Concepts Ltd, an IOSH-approved course provider. Call 020 7404 4440, email info@bifm-training.co.uk or visit www. bifm-training.com. You can now follow us online @ facebook. com/bifmtraining and twitter.com/bifmtraining

A

However, other than in notable specific circumstances (such as within a campus environment) the requirements of Part M apply only to the building and its construction at completion of the works and do not extend beyond its immediate environment, cover management measures or describe provision in more specialised building types.

Access statements set out how buildings meet the needs of disabled people and are recommended but not required in Approved Document M. Access statements are therefore not always included for smaller scale projects, but form an important tool in the building control engagement process for larger projects.

Have your say on the following:

www.fm-world.co.uk

8/9/11 14:59:15

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

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

in association with

www.bifm.org.uk/awards2011

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11th National Golf Finals Sponsored by:

Supported by: Organised by: Limited opportunities for Sponsorship are still available. If you would like to be involved in the BIFM’s only national sporting event, please contact Vince Parker on 020 7821 1134 or email vince@c22.co.uk BIFM Golf HPH.indd 1

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Forest Pines GC Nr Brigg Lincolnshire Thursday 15th September 2011 For full details, contact Don Searle don@c22.co.uk 020 7821 1134 19/8/11 11:44:19 FM WORLD | 15 SEPTEMBER 2011 | 37

6/9/11 10:46:43

FM DIARY NATIONAL BIFM EVENTS 21 September WiFM Forum – FM and Organisational Change Venue: To be confirmed Contact: Liz Kentish at coach@ lizkentishcoaching.co.uk or call 07717 787077 30 September Careers day for facilities management Come along to learn about the FM industry through our programme of presentations and interactive workshops covering the key topics affecting learning and development in the FM sector.

Venue: Westminster Kingsway College, 211 Grays Inn Road London Contact: Samantha.bowman@ hotmail.co.uk or call 07792 478232 4 October Getting the Most out of your team Stuart McBride, Employment Law partner at TLT LLP, shares practical tips on how to use the legal requirements surrounding disciplinary action to get the most out of your team.

Venue: Gresham Street, London Contact: ali.moran@workplacelaw. net or call 07714 325574

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

will touch on topics ranging from presentation development and delivery to retrofitting older buildings, to improving energy efficiency and implementing costeffective fire safety management.

This year, we will welcome Eric Hepburn, chief operating officer at Number 10 Downing Street, who will provide a unique insight into the day-to-day facilities management of the Prime Minister’s residence.

Venue: Belfast Waterfront Contact: l.mcmahon@hjmartin.co.uk MIDLANDS REGION 4 October Agile Working Pilot at Oxfam Presentations on Oxfam’s agile working pilot and tour of Oxfam House.

Venue: Oxfam House, John Smith Drive, Cowley, Oxford Contact: carol.hearn@unilever.com or call 01234 222 421 10 November Communication & Relationships in FM Venue: TBC Contact: carol.hearn@unilever,com or call 01234 222 421 HOME COUNTIES REGION

10 October BIFM Awards 2011 The BIFM Awards are designed to celebrate the increasingly strategic profile of FM by highlighting the key role it plays in the success of public and private sector organisations.

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

Venue: Grosvenor House Hotel, London Contact: Sandra Light at sandra@ fmevents.biz or call 0141 639 6192

21 October BIFM Home Counties and South Region Member’s Training Day – Engaging With FM Venue: 3 head office in Maidenhead Contact: ash@fm-recruitment.co.uk or call 01635 43100 16 September BIFM Home Counties and South Region Charity Golf Day Venue: Donnington Grove Golf Club, Newbury Contact: ash@fm-recruitment.co.uk or call 01635 43100 SCOTTISH REGION

8 November Women in FM/North West Region event Venue: Merseyside, venue tbc Contact: Liz Kentish at coach@ lizkentishcoaching.co.uk or call 07717 787077

IRELAND REGION 4 November The 15th Annual BIFM Ireland Region Facilities Management Conference & Exhibition The conference will include a number of illuminating and inspiring talks from FM professionals across the UK and Ireland. Presentations

00 | 30 SEPTEMBER2011 | FM 2010 | FMWORLD WORLD 38 | 15 SEPTEMBER

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30 September Scottish Annual Conference – FM, Our Dynamic Future Speakers include: Tim Yendell, Royal Bank of Scotland Head of Intelligent Working, Property Services Strategy.

Gary Wingrove: Head of BT Construction and deputy chair of the British Council of Offices.

Martin Pickard: Founding principal of The FM Guru Consultancy.

Debi Beattie: Performance coach and owner of The Power of Positivity.

Paul Caddick: MD PHS Compliance.

John McGuire: MD Pulsion Technology.

Venue: Our Dynamic Earth,

Edinburgh Contact: joanmelville@virginmedia. com or call 07855 961774 1 October Scottish Annual Gala Ball Continuing the success of our renowned annual gala ball, join us again this year for a night of fine food, drink, entertainment and networking in one of Glasgow’s finest hotels. The night will begin with a champagne reception, followed by a four-course meal and a variety of entertainment.

Venue: Crowne Plaza, Glasgow Contact: joanmelville@virginmedia. com or call 07855 961774 NORTH REGION 16 September Free Hydrop seminar in Sheffield Legionellosis management and control Venue: VIP Bar, Don Valley Stadium, Sheffield, Worksop Road, Sheffield, Contact: paul@hydrop.com or call 07760 483 216 SOUTH WEST REGION 16 September South-West Region September Training Day Venue: Hilton Bristol Hotel, Aztec West, Bristol Contact: Joanne Bartlam at joanneb07@ntlworld.com or call 07808 908052 6 October Free Building Exhibition & Building Excellence 2011 Venue: Somerset County Cricket Club, The County Room, The County Ground, Taunton Contact: h.gamblin@tauntondeane. gov.uk or call 01823 356470

2011, CoreNet Global will continue the discussion addressing these underlying global influences and their impact on all aspects of corporate real estate.

Venue: Disney’s Newport Bay Club, Paris Contact: kbeeckman@ corenetglobal.org 27 September FLASH + Conference Venue: Stanhill Court Hotel, Charlwood, Horley, Surrey Contact: Tina McGeachan at tina@ secbe.org.uk or call 01189 207 204 11-12 October Total Workplace Management Organised in association with the British Institute of Facilities Management, Total Workplace Management has established itself as the leading meeting place for the FM industry.

Venue: London Olympia Contact: Visit www.twmexpo.com to register. If you are interested in exhibiting in 2011, contact Fergus Bird on 020 7921 8660 19-20 October FM & Property Event Join your peers and leading industry suppliers for a day and a half of networking and meetings, coupled with an exciting workshop programme.

Venue: Belfry, West Midlands Contact: jasonawatar@ globalbusinessevents.co.uk 20 October Workplace Trends conference Venue: Royal College of Physicians, London Contact: For more details email maggie@merlin-events.co.uk

INDUSTRY EVENTS

26-28 October IFMA’s World Workplace Conference & Expo The largest, most long standing and well-respected annual conference and exposition for facility management and related professions Venue: Phoenix Convention Centre, USA Contact: tj.mendieta@ifma.org

18-20 September CoreNet Global Summit Significant global change is driving us toward increased connectedness and interdependencies across cultures and continents, impacting the individual, the corporation and the corporate real estate industry as a whole. In the second half of

16-17 November Worktech 11 The eighth annual conference looking at implications of convergence between the worlds of technology, real estate, work and the workplace.

Venue: British Library, London Contact: caroline.bell@unwired. eu.com or call 020 8977 8920

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

www.fm-world.co.uk

8/9/11 14:11:09

Forthcoming features in FM World magazine: 13th October issue: SUPPLEMENT: Workplace Change, Space Planning, Refurbs, Relocation Mergers & Acquisitions — an analysis of the current market 27th October issue: How to create a true one-team approach through the supply chain BIFM Awards - Winners profiles 10th November issue: Assessing energy management options The Green Deal - What it means for FM’s 24th November issue: Managing asset registers Retrofitting energy management systems 8th December issue: Quarterly Irish IPFMA content Olympic FM Challenge of 2012 Features are subject to change – please contact the editor for further details. FM World welcomes contributions and ideas for articles. Send a short synopsis to Martin Read at martin.read@fm-world.co.uk. Please note that we reserve the right to edit copy submitted for publication in the magazine.

To discuss advertising opportunities or for further information please contact : Adam Potter 020 7880 8543

HOT DATES planning your future with us

Future Features.indd 1

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FM WORLD | 15 SEPTEMBER 2011 | 39

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FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB Tell us about your job and key responsibilities I am responsible for estates and grounds management, health and safety, hospitality, sport, retail, and student accommodation, including 1,400 bedrooms and contracts with third party providers. I also look after student welfare services.

What attracted you to the job?

The opportunity to be part of creating a new campus, which is playing a key role in regeneration in Cornwall.

NAME: Lucy Black JOB TITLE: Campus services director ORGANISATION: Tremough Campus Services JOB DESCRIPTION: Responsible for a university campus of 96 acres, providing a range of professional shared services. The campus is shared by the University of Exeter and University College Falmouth.

My top perk at work is…being able to work with students, with their energy and enthusiasm, and with a really great team of staff which is committed to delivering great services.

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

I was a management trainee at Surrey County Council, and I had a great manager in Mervyn Cook, who was an early exponent of FM in the UK. I was attracted to the variety in the role and being able to work with buildings, as well as people.

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

The day that colleagues at Save the Children moved into our new London office, a project I had managed.

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

Put yourself forward for as many projects as you can, to get experience. Get involved with the BIFM through

one of the groups - you learn a lot, meet interesting people and it’s good for your cv.

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

The variety that we cover means that an FM’s work is not always appreciated by other people.

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

That it is all about manual work and not a key element in the successful operation of an organisation.

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

Awareness of sustainability has increased enormously in this time and has been embedded within the BIFM. And how will it change in the next five years?

As both the private and public sector seek further ways of saving money, there will be an increasing need to innovate through provision of shared services.

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

Do your friends understand what facilities management is?

My friends know about FM - they have heard about it for years from me. But I usually find myself having to explain it to strangers.

Ingenuity welcome here

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40 | 15 SEPTEMBER 2011 | FM WORLD

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FM WORLD | 15 SEPTEMBER 2011 | 41 Marketplace house fillers.indd 1

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

FM NEWS

FM innovations ▼Europa wins leading green award

▲ RRFSO drives demand for site surveys

Europa, a leading facilities management provider, is on track to represent the UK in the European Business Awards for the Environment for the second consecutive year.

The company has been notified that it is among the major winners in the 2011 Green Apple Environment Awards. Europa has won an Environmental Best Practice award for its ‘Small Green Steps’ programme and a second award for Climate Change Benefits for its partnership with client Thurrock Council to reduce costs and carbon emissions. Europa also won three Green Apple Awards in 2010; two of these were Gold Awards for waste management at its client Capital Shopping Centre’s Chapelfield site and the other for furniture management for client Lloyds Banking Group.

W: www.europa-services.co.uk T: 0161 8865 840

The Regulatory Reform (Fire Safety) Order is driving up demand for site surveys. Facilities managers faced with replacing or refurbishing fire doorsets are unsure how to respond to the findings of the now mandatory Fire Risk Assessment. Chiltern International Fire deputy technical manager Mark Cummings explained: “Building operators and managers are aware of the need to ensure that the fire doors in the building are fit for purpose, but may not have the skills to maintain or repair them.”

An independent site survey can save money in the long term. “Some doors may have to be replaced, others restored to their original specification.

However, we can provide assistance to help identify the problems and decide how best to address them,” said Cummings.

T: 01993 832045

▲ Dorgard X at St Pancras Brasserie The fabulous St Pancras Grand Brasserie, Oyster and Champagne Bar located alongside the Eurostar platform of St Pancras International has installed Fireco’s hard-wired System X with Dorgard X wireless fire door retainers “…as it allows us to legally and safely hold open fire doors and enhance access, automatically closing them in the event of a fire emergency, preventing the spread of fire and smoke.”

System X can be either hardwired into the fire alarm panel or a wireless acoustic system. Any number of Dorgard X units can be linked to any one System X unit within range, although a site survey must be carried out prior to installation.

See Fireco, the FM Sector’s leading Fire Safety Consultants, on Stand C41 at Total Workplace Management 2011 T: 0845 241 7474 E: services@firecoltd.com W: www.firecoltd.com

▼ Greenleaf offers service for flat roofs

▲ Wray Brothers receives Royal praise When Mark and Graham Wray started their workplace wiper business in 1984 with a £3,000 backing from the Prince’s Trust, little did they imagine that 27 years later they would be receiving recognition from The Trust’s Patron, HRH Prince Charles, the Prince of Wales.

The Wrays set up their business in Toxteth, Liverpool just after the riots when jobs were very scarce. Today, Wray Brothers is a Member of Jangro, the national network of over 40 janitorial and cleaning supplies companies offering 4,500 products from a 138-page catalogue.

Mark and Graham Wray, whose business is the longest-trading company helped by the Trust, were invited to Clarence House to celebrate 35 years of the Trust and as a Trust success story.

Weeds are an unsightly nuisance wherever they appear. However, that nuisance can soon turn into a nightmare when weeds interfere with a building’s structure. Flat roofs provide a particularly attractive and undisturbed environment for unwelcome plant life, which can soon cause problems. But PHS Greenleaf can help by helping to avoid unnecessary rooftop misery with its effective weed treatment service for commercial premises.

The most appropriate method of removal is chemical treatment by a licensed practitioner, such as PHS Greenleaf, the UK’s leading interior and exterior landscaper. This will ensure that the roof structure remains intact and watertight. PHS Greenleaf offers weed removal services for most plants found in many areas, using specialised chemicals.

T: 01269 590 490 W: www.phsgreenleaf.co.uk

▲ CADM unveils Accordant Anywhere Accordant Anywhere from CAD Management (CADM) is a new Android-based software tool that enables users of the company’s Accordant software to manipulate floor plans as they are walking around their building. This enables facilities and commercial real estate managers to reduce the time required for space utilisation studies, which would normally need to be recorded and then entered into a spreadsheet before the data could be analysed.

The application provides more meaningful and up-to-date information on workstation usage.

The software allows users to configure the tool to their exact requirements. This includes the ability to group workstations by status and to use a barcode scanner to locate and track assets at the same time.

42 | 15 SEPTEMBER 2011 | FM WORLD

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

Appointments

Business Development Director, North â&#x20AC;&#x201C; M62 corridor, cÂŁ60,000 plus bonus and package A prominent national provider of facilities management solutions to both the public and private sector, is recruiting a Business Development Director with responsibility for the North of the UK. This is a new role and will be key to implementing the organisationâ&#x20AC;&#x2122;s sales strategy in the northern regions and an excellent opportunity to build on the significant growth of recent years. Experience within the FM industry is not essential although the ability to sell a service to a senior level is important. CVs to ed@c22.co.uk

General Manager/Building Manager, Milton Keynes cÂŁ40,000 Our client a large corporate leisure company is seeking a General Manager to manage the overall operation of the site, lead and develop the team, control resources and maintain relationships with the tenants, while formulating and delivering the annual service charge budget.

Key responsibilities will be for the smooth running of all operations and ensuring routine maintenance and PPM is carried out. The ideal candidate will have excellent organisation and communication skills and be able to demonstrate experience within analysis, business development, carry a H&S qualification.

CV & cover letter to steve@c22.co.uk

Technical Services Manager, London, to ÂŁ60,000 A property management firm require a highly qualified TSM with consultancy experience to manage engineering services across a portfolio of landmark city buildings. CV to russell@c22.co.uk

Facilities Manager, Brighton, ÂŁ40,000 - ÂŁ45,000 plus car and benefits Our client requires an experienced FM to manage in-house and contracted FM services across a portfolio of corporate offices in the South.

You will be responsible for ensuring your properties meet legislative, regulatory and environmental standards and that services match the companyâ&#x20AC;&#x2122;s cultural and brand values. Ideally will possess a good knowledge of both hard and soft services and change management and be educated to degree level with an FM related, post-graduate qualification in building services, FM or an engineering discipline. CVs to russell@c22.co.uk

Temp to Perm Facilities Manager, London, cÂŁ35,000 pro rata Our client requires a Facilities / Projects Manager to oversee FM services, moves and refurbs within their branded offices. This is a temporary role, with immediate start that has potential to become permanent. Facilities, staff and budget management experience are a prerequisite.

Excellent communication skills are essential as is a high level of energy and to cope with regular overtime in a fast paced, constantly changing environment. CVs to russell@c22.co.uk

Area General Manager, London, ÂŁ65,000 A successful M&E service provider seeks an experienced Area General Manager with an M&E background to manage a large portfolio (4 sites) across the London area. Managing and leading a large team the successful candidate will manage key contracts and deliver / develop an excellent service delivery. Candidates must have previous experience in managing a multi site contract and have excellent leadership and customer facing skills. CVs to steve@c22.co.uk

Technical Services Manager, London, to ÂŁ33,000 plus benefits A property management firm are recruiting a TSM to manage building and concierge services at a group of Thames-side, 5 star residential blocks in central London. Candidates must have an M&E qualification, sound residential building service engineering experience including CHP Plant, Trend BMS and underfloor heating systems. Applicants should ideally also have a Health & Safety qualification. CVs to russell@ c22.co.uk

providing quality people

Catch22 banner.indd 1 jobs.fm-world.co.uk

FM New appoints 150911.indd 43

Leeds 0113 242 8055 London 020 7630 5144 7/9/11 17:44:40 FM WORLDâ&#x20AC;&#x201A;| 15 SEPTEMBER 2011â&#x20AC;&#x201A;| 43

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New FM Opportunities Engineering Manager, Surrey £45,000 Our client is looking for a proven Engineering Manager to lead a team of engineers and ensure the delivery of all PPM’s and reactive maintenance to a building in the critical environment. As the EM you will have a proven track record in a similar role and have HV experience. You must be client facing and understand the need for excellent customer service. You will be responsible for quoting for extra works and delivering any minor projects. You must come from an engineering background with extensive experience within banks and data centres. This is an excellent new opportunity for someone looking for a new challenge.

Ref: 26617

Cobalt Recruitment

General Manager (cleaning), London £65,000 We are looking for a General Manager with a strong cleaning background in FM, in particular within the retail sector. As the GM, you will be responsible for a £15m business, 5 direct reports and a sizable workforce below this. You will have a proven track record in a similar role and have a strong understanding of cleaning within the retail sector. This GM reports into the Operations Director who is looking for a number 2 that can step into his shoes as and when required. The GM must be able to hit the ground running and be commercially astute.

Ref: 26616 Business Development Manager, London £60,000 plus bonus A well established M&E organisation is currently seeking to recruit a proven and well connected Business Development Manager to drive the commercial side of its business forward. Successful candidates will have a track record of developing new business and winning M&E contracts ranging from £500,000 - £1million in value. The ideal candidate will have a strong network of contacts within the M&E sector and will be well versed in managing the bid process from inception to completion.

Ref: 26172 Building Manager, West London £32,000 - £35,000 A leading managing agent is currently looking to employ a building manager to manage two large commercial buildings on a prestigious business park in West London. Our client requires an individual with extensive experience in a client-facing environment which emphasises customer service. The ideal candidate with a proven track record of FM provision across multi-tenanted property, as well as experience of service charge budgeting and Health and Safety and compliance management. This is an excellent opportunity for an individual who enjoys the challenge of providing a first class service to tenants.

Ref: 26595

Abu Dhabi Auckland Berlin Düsseldorf Frankfurt

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

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

Grow Your Career with the Middle East’s Leading Retailer

Alshaya is seeking a dynamic Hard Services and Strategic Development Group Facilities Manager for the UAE. Alshaya is a leading international franchise operator for over 55 of the world’s most recognised retail brands, including Starbucks, H&M, Mothercare, Debenhams, American Eagle, Pottery Barn, Pottery Barn Kids, West Elm, P.F. Chang’s, Office Depot and Boots. The company operates more than 2000 stores across 7 divisions: Fashion & Footwear, Health & Beauty, Food Services, Optics, Pharmacy, Office Supplies and Home Furnishings.

M.H. Alshaya Co. stores can currently be found in 15 markets across the Middle East, North Africa, Turkey, Cyprus, Russia, Poland, Slovakia and Czech Republic.

It employs more than 20,000 people from over 80 nationalities.

The Group Facilities Manager works closely with the Retail Property Group in driving efficiency across the end to end process. This role is responsible for identifying, managing and implementing opportunities in how we manage facilities. The role also requires negotiating with both internal and external customers.

The Group Facilities Manager will also support new markets in developing the facilities management function to meet current and future requirements, develop and maintain good cross-functional relationships with Heads of Property and key process stakeholders to understand individual business requirements and deliver sustainable solutions across all markets. Successful candidates will demonstrate a substantial leadership and motivational skill set and be able to understand the scope of this role and its importance.

To apply to our vacancy please visit http://careers.alshaya.com and using the following vacancy reference number: AS 7011.

AlShaya.HPH.indd 1 44 | 15 SEPTEMBER 2011 | FM WORLD

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Macdonald 186x123.indd 1 jobs.fm-world.co.uk

FM New appoints 150911.indd 45

8/9/11 11:55:09 FM WORLDâ&#x20AC;&#x201A;| 15 SEPTEMBER 2011â&#x20AC;&#x201A;| 45

8/9/11 14:33:29

FINAL WORD FELICITY MESSING

FELICITY

MESSING

WOE, WOE AND THRICE WOE… ONE SIZE FITS ALL If I could bottle and sell the prevailing mood of economic doom in this country, I'd… well, actually I'd be doing rather well for myself. After all, hardly a day goes by without another indicator pointing to a double dip recession.

So, when I attended the recent (and excellent) Heating & Ventilation Contractors' Association's president's lunch, I was looking forward to having my mood lifted by jovial guest speaker Mr. Martin Vander Weyer.

Unfortunately, Mr Vander Weyer is a former investment banker and business editor. As a result, he was always likely to focus on the current economic environment and,, sure enough, we were informed that every time the price of oil has risen sharply, recessions have followed. Apparently, this correlation is as predictable as night following day.

But every recession ends, right?

Every economic cloud eventually has a silver lining? Er, maybe not. This time, unlike the recessions of the past, oil prices are being kept high by demand from countries like Russia and China.

This, said Mr Vander Weyer, is the worst of all worlds. Good grief. I think I need a lie down…

You’ve heard the one about pessimists seeing the glass as half empty, optimists seeing the glass as half full and engineers seeing the glass as twice as big as it needs to be! Well, where were the engineers when various PFI projects were being specified?

I was interested to read the recent HM Treasury report on how to make savings in PFI operational contracts. To those of us that have followed the emergence of publicly procured DBFO (design, build, finance, operate) schemes from the beginning, it was not a surprise to find an acknowledgment that some projects are over-sized, and users now need to find ways to supplement the expensive (and fixed) unitary charges.

It was the respected architect Ludwig Mies van der

Rohe who said "less is more". He is also recorded as saying: "Means must be subsidiary to ends and to our desire for dignity and value." Evidently some public sector procurement officials are unaware of Mr. Mies van der Rohe’s words of wisdom.

Taxpayers appear to have had a raw deal out of many PFI projects, where generally the supposed test, or ‘public sector comparator’, of value for money seems to have been wrongly set, if the healthy secondary market in PFI projects is anything to go by. On the other hand, I guess a number of facilities management companies are the beneficiaries of inapt specifications.

So, ignoring those clever-dick engineers, are the PFI projects half empty, or half full?

"HARD FM IS ANYTHING WITH A PLUG ON IT, SOFT FM IS ANYTHING WITH A HAND ON IT." Soundbite nirvana from Graham Price of Forum Events, interviewed for a forthcoming Business Channel TV series on FM. According to Graham, "If it requires power, it's hard; if it requires a person, it's soft". We're expecting the show to be broadcast next month.

IN THE NEXT ISSUE OUT 29 SEPTEMBER

A PREVIEW OF TOTAL WORKPLACE MANAGEMENT 2011 /// DOES YOUR IT PROCUREMENT POLICY CATER FOR THE DISABLED? /// CASE STUDY: INNOCENT DRINKS /// HOW TO AVOID FALLING FOUL OF THE HSE'S NEW COST RECOVERY SCHEME ///WHAT COULD ABOLITION OF THE DEFAULT RETIREMENT AGE MEAN FOR THE FM SECTOR?

46 | 15 SEPTEMBER 2011 | FM WORLD

46_Felicity.indd 50

www.fm-world.co.uk

8/9/11 14:12:06

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FACILITIES MANAGEMENT NEEDNâ&#x20AC;&#x2122;T COST THE EARTH

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TWM is proud to announce the launch of: The Fire, Safety & Security Zone Theatre & Zone Dedicated areas providing education and solution providers across the fire, safety and security remits in response to the ever expanding role of a facilities manager.

Register to benefit from over 150 hours of free education and see over 300 exhibitors in one convenient place.

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YOU CAN GET YOUR FREE TICKET AT

WWW.TWMEXPO.COM

BY QUOTING FMWA2

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FMW.15.09.11.047.indd 1

6/9/11 10:33:39

www.dysonairblade.co.uk

Costs £1,460.00 per year to run.

Costs £39.76 per year to run.

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

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

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

That’s a cost of £1,460.00.

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

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

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

FMW.15.09.11.048.indd 1

6/9/11 10:34:27