FM World September 2016 taster edition

I N F O R M I N G FA C I L I T I E S M A N A G E M E N T P R O F E S S I O N A L S

fm-world.co.uk / September 2016

TA ST E R E D I T I O N

IN AT THE FOUNDATIONS FM’s critical role in the construction project cycle

ARTIFICIAL INTELLIGENCE Will robots really take away FM jobs?

MODEL BEHAVIOUR Can BIM change the way facilities management is perceived?

LEAD ROLE Determining and reinforcing your leadership style

INSIDE 07 08 10 16 17

Health implications of pollution in offices UK airport services for passengers of reduced mobility NAO reports failures at Yarl’s Wood detention centre Business Month to View and Q&A Supply Side: the month’s FM business news

FRONT DESK THE MO N TH’ S MOST I MP O RTA N T F M STO RI E S

WO RKP LAC E HEA LTH

OFFICE AIR COULD CAUSE ‘LONG-TERM HEALTH PROBLEMS’ W O R D S : H ER P R EE T K AU R G R E WA L

PHOTOGRAPHY: ALAMY

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survey released last month suggests that building managers should ensure that “proper, effective, well-maintained ventilation systems are operating in all offices across the UK”. It says indoor air pollution is prevalent in workplaces across Britain – potentially causing longterm health problems.

The YouGov survey, commissioned by the Building Engineering Services Association (BESA), reports that almost 70 per cent of office workers believe that poor air quality in their place of work is having a negative effect on their day-to-day

productivity and well-being.

Additionally, a third of office workers are concerned that poor indoor air quality could be having a negative effect on their health.

Opening windows is the most commonly used form of ventilation – 60 per cent of respondents say it is the first thing they do if they need “fresh air”. But although this is seen as a natural response, opening windows runs the risk of further polluting the environment by letting in outdoor toxins, says the survey.

Those office workers surveyed report suffering regularly from symptoms commonly linked to

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poor indoor air quality.

Given that people spend 90 per cent of their time indoors and are spending, on average, 212 days a year at work, BESA has called on the industry, building managers, and the general public to ensure that proper, effective, well-maintained ventilation systems, including air conditioning, are operating in all offices across the UK. The BESA survey follows a report published by the Royal College of Physicians earlier this year which said air pollution, indoor and atOleast W Woutdoor, W. B I F Mcould .O RGbe .Ulinked K / F Mto WJ IN 40,000 premature deaths a year.

68% of office workers experience lapses in concentration on a monthly or more frequent basis

More than half (54 per cent) of office workers surveyed experience decreased productivity on a monthly or more frequent basis

September 2016

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S U P P LY S I D E

BUSINESS NEWS

HALF-YE AR RE SU LT S

FM MARKET BUOYANT IN STORMY WATERS

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ugust is results season, and for many service providers in the FM industry the comparisons between half-year performances help to forecast growth over the next six months and beyond.

Many of the big players are seeing 2016 as a year of “uncertainty” and “challenging” conditions. Public sector work has been in a post-election lull since May of last year, while concerns about June’s EU referendum vote saw second-quarter work dry up as organisations were reluctant to hand out new contracts. Here are a selection of H1 2016 results (unless stated):

cent; Europe – up 5.6 per cent; North America – up 3.5 per cent; Latin America – up 9.4 4 per cent; Africa – up 7.4 per cent; Middle East & Asia – up 16.4 per cent; Asia Pacific – up 3.4 per cent

ISS

INTERSERVE

JLL

ISS saw organic revenue grow 3.8 per cent, although total revenue growth had fallen by 1 per cent, which the Danish firm said was “driven by currency effects”, due to the depreciation of the pound (GBP).

Despite losing a large contract with an NHS Trust in Leicester, Interserve’s growth was supported by significant wins with the Ministry of Defence, the Crown Commercial Service and the BBC.

The property services firm said that strong real estate services revenue growth was led by its property & facility management division in EMEA, up $37 million (£28.5 million, 17 per cent), from the previous year’s period. JLL acquired maintenance firm Integral for £226 million in June.

Currency effects

Outlook: full-year organic growth for 2016 – 2.5-4.0 per cent

CH&CO

Merge in turn

CH&Co Group recorded sales of £102.6 million for the sevenmonth period from 1 June to 31 December 2015. These results were the first reported figures since the merger of Ch&Co Catering and Host Catermasters last June.

Merged organisation said to have a combined turnover of nearly £200 million, operating with a 4,500-strong workforce

Positive, despite losses

Integral to the operation

H1 2016 – Interserve UK support services revenues £899.3 million, down 3.6 per cent on 2015

EMEA revenue: £370.8 million (up 19 per cent)

SERCO

Better than expected

Serco has reported better than expected financial performance forr the first six months of 2016, despite ite also reporting a decline in revenues. ues. Rupert Soames, Serco Group p chief executive officer, warned d that much of the improvement “came from items that will not recur” cur” and reflects “the result of a lot ot of hard work and successful ul resolution of a number of commercial issues”. Underlying trading profit increased by 9 per cent. £1.52 billion (down 15 per cent on 2015)

MORGAN SINDALL On track

H1 2016 – operating profit – £43.2 million – down 1.8 per cent on H1 2015 (£44m)

NG BAILEY Profits treble

Property services and FM provider Morgan Sindall has shown “strong profit growth”, based on revenue of £1.1 billion.

The group has an order book of £3.1 billion, representing an 11 per cent increase from £2.8 billion, supported by a £3.2 billion pipeline of regeneration schemes, up 1 per cent on the previous yearend position.

G4S reports that its revenue in the UK fell by 1.9 per cent in the first half of 2016. In every other region, revenues have increased.

NG Bailey saw turnover of £408 million for 2015/16, representing a 12 per cent rise from the previous year (£365 million).

It attributes the results to its emphasis on “better balancing” its portfolio of work across IT, energy and FM services.

Group revenue: £3.5 billion (increase 3.2 per cent) UK & Ireland – down 1.9 per

Operating profit ( full year) – £6m W W W. B I FOperating M .O RG .U profit K / F M WJ O I N (trebled from £2 million) £18.2 million (up 17 per cent)

G4S

UK the weak link

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September 2016

V I E W P O I NT

T H E T H I N K TA N K

AU TO MAT IO N & AI

ARE THE ROBOTS REALLY COMING?

Robotics, automation and artificial intelligence have been. But how much is reality and how much is scaremongering? Here’s what our think tank poll respondents say

ROB FARMAN

ILLUSTRATION: IKON IMAGES

SOME ROBOTIC SUPPORT IS INEVITABLE

CHRIS K ANE

ROBOT AGE CALLS FOR COURAGE

Between 1998 and 2000, I had a break from FM and worked as commercial manager at BT’s R&D centre, Adastral Park, in Martlesham. Back then, articles in BT Technology Journal spoke about driverless cars. Today, 16 years later, we are seeing some of that technology deployed to aid parking. We’re also seeing Google trialing driverless cars and Uber embarking on driverless taxis.

Online retailer Amazon recently demonstrated how it uses both robots and people in its warehouse in Dunstable, and you may recall that Forth Valley Hospital won the BIFM Award for ‘FM Excellence in a Major Project’ in 2011, where “patients will never see trolleys of laundry, waste or food and drink being wheeled around because of the use of automatic guided vehicles”, or so-called ‘robotic porters’.

Robotics will advance steadily from warehousing into retail and I can imagine driverless trucks delivering to supermarkets overnight and robotic assistants stacking shelves during the quiet hours when people would prefer not to work. I can also imagine driverless window cleaning cradles with robotic cleaners. So why not robotic mail sorting in the post room? Robotic mail delivery? Robotic cleaning in offices? Robotic catering?

We need to adjust to the digital age, where choice is ubiquitous and the business landscape complex.

FM is on the cusp of significant change, where harnessing AI and robotics will pose a big challenge for those intent on maintaining the status quo.

My business partner Euan Semple speaks about how “much of the routine busy-work that fills our days will be done by machines. They will get smarter and faster than we can imagine.

Staying ahead of them will call for creativity, insights, and courage”.

Could it help us get to grips with supporting both the people and the place agenda? That would be something of real business value.

The alternative is steady decline.

CHRIS KANE is principal at Chris Kane Associates

SURVEY RESULTS Rank from 1 = not at all 5 = I believe the hype

37%

1

20%

2

22%

3

6%

4

15%

5

Could robotic technology do harm to the sector or is it more about striking a balance?

TO ACCESS THE4%FULL 96% VERSION OF FM WORLD MAGAZINE, ItJOIN could be BIFM It could do beneficial, but a

harm to the

Are more facilities services set to be W W W. B I F Mneeds .O RG F M WJ O I N balance to .U K / industry taken over by robots? be struck

ROB FARMAN is principal at Abacus FMEC

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September 2016

V I E W P O I NT

SEPTEMBER@BIFM

Your institute, Your questions Kärcher UK relocates next month to a new HQ in Banbury, complete with a market-leading academy which, as well as servicing a 300-strong workforce and nationwide dealer network, will be available to FMs, their clients and operators to provide customised cleaning, floor care and equipment advice including replicating the clients’ flooring scenarios as part of bid and mobilisation support G RO UP FO C US – HOME COUNTIES

Home Counties focuses on great FM practice and CPD for members Group activities: 26 September – CPD training session

‘An Overview of Air Conditioning Systems in Commercial Buildings’ presented by Hemlow, at Thames Water, Clearwater Court, Vastern Road, Reading RG1 8DB. The evening will include the AGM. 11 October – BIFM and Vodafone are collaborating in Banbury to showcase Vodafone’s FM journey to World Class!

November – A panel discussion with the authors of the Operational Readiness Guide – a guide to ensuring longterm effectiveness in the design and construction process (venue & date TBA).

Local facilities update:

A joint venture between Surrey County Council, Woking Borough Council and other partners saw a state-of-the art fire and rescue station open in Woking recently as part of the town centre redevelopment. The station has a range of training facilities and its layout enables crews to reach their appliances as fast as possible. To optimise space, 33 flats were built above the fire station.

TC Facilities Management is helping the British Heart Foundation (BHF) win the fight against heart disease in every BHF Home Store in the region. It is providing them with cleaning services for their upholstered furniture sales, helping to raise funds for groundbreaking research.

From May to December 2016 – one of our members, Keith Posner from Positive Perspective, is hosting a joint ILM 3

Certificate in Leadership & Management at Wembley Stadium for a group of 10 middlemanagement FMs from the Football Association and George Birchall Ltd. Dovetail Group, global FM recruitment specialist, is tendering for an innovative EMEA-wide major staffing project providing temporary and contract facilities staff to a global FM provider.

In the past month Active FM has relocated 4,000 people for clients including Porsche, Yell, Amec Foster Wheeler and the University College of Estate Management at Reading’s White Knights Campus. It has also refreshed and furnished workplaces at Aeris Communications, BP, and adoption charity PACT.

Influential local people:

Les O’Gorman is facilities director, UK & Ireland, for UCB Celltech. UCB facilities focuses on helping scientists to create innovative medicines. The facilities scientific support team is increasingly doing more in the laboratory to free up scientists to concentrate on the discovery process, maximising the benefit to patients.

Andrew Peat is head of estates at LVS Ascot, a group of private schools that cater for mainstream and SEN students in Berkshire, Oxford and West Sussex. It is undertaking a great project to automate the schools using a Tridium Niagara system, and work on energy management to convert classrooms to LEDs. CONTACT: Chair, Mandy O’Shea 07802 594830 fm-world.co.uk

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September 2016

I’ve gathered a great deal of expertise, knowledge and know-how over my years in FM. How could I best share this with the BIFM?

PETER BROGAN Research and Information Manager (R&I), BIFM

This is a typical question asked of the R&I team. We would be glad of any support with either research projects or information sourcing. BIFM allows you to get involved in a number of ways, namely: Either author or peer-review a new good practice guide (we’re always looking to extend this suite of guides). Even a steer on an important topic to cover in a GPG would be useful.

We’d welcome authors for new guidance notes; we’re always looking to extend the range of guidance notes too, so an indication of topics would also be helpful if this isn’t something you would feel comfortable in writing.

Our more experienced FMs have worked with us as technical experts, supporting the development of the BIFM knowledge provision.

TO ACCESS THE FULL VERSION OF FM WORLD MAGAZINE, Interested in getting involved with R&I JOIN BIFM team work?, Contact us direct at W W W. Bresearch@bifm.org.uk I F M .O RG .U K / F M WJ O I N

“IF YOU HAVE ASPIRATIONS OF BECOMING AN EXCEPTIONAL LEADER, THE SKILL LIES IN YOUR ABILITY TO USE THE APPROPRIATE LEADERSHIP STYLE”

K N OW H OW

C AREER DE VELOPMENT

SIMON FORD, POSITIVE CHANGE PARTNERS

WO RK C U LT U RE

THE MAKING OF A LEADER With the whirlwind of the day job demanding your time and attention, it is understandable that FM professionals can revert to unhelpful leadership behaviours, says Simon Ford

I

f you aspire to become an exceptional leader, the skill lies in your ability to use the appropriate leadership style to suit the situation and get the most from your people.

Leaders who create a highperformance and positive climate at work develop their self-awareness and consider the impact of their approach. While learning proved methods and tools that work, they diligently apply that learning every day.

One such leadership idea is the ‘six styles of leadership’ – initially defined as result of the research of firms Hay and McBer, and then further explored by Daniel Goleman in the book Primal Leadership.

Consider the six styles of leadership and ask yourself the following questions.

Which style do you default to? Which style do you need to work on that would make the greatest difference to you, your team, your organisation and your customers? What is your style on a good day/bad day – what effect does that have on your teams?

1

The directive style (coercive)

This leader gives orders.

He or she tells people what to do, and expects it to be done. While this style may be useful in an emergency situation – for example, in the

TOP TIPS

LEADERSHIP IN ACTION

By learning and adopting the “coaching style” of leadership, I have been able to focus my team on delivering excellent service – and move that objective to the forefront of the everyone’s working day.

The team have ownership of their work as a result. For example, they came up with great ideas on how to equip the frontline staff with the knowledge they needed to assist guests and tenants when asked.

The impact for our client is that we operate as a fully engaged team (at all levels) and have been able to deliver the results and changes needed. We have seen a real shift in the way the team are viewed, and we have been given another two-year extension to the client contract. JAMIE WRIGHT, managing director, Incentive QAS Ltd

evacuation of a building – if it is used too often employees can feel undervalued and are unlikely to show initiative. By allowing your team to identify the difference between what is a real emergency and what is urgent, you can apply other leadership approaches to build a performance team that takes responsibility and has the capability to respond as required.

LEAD THE WAY

2

DON’T:

DO:

Develop your skills so that you can adapt to using the appropriate leadership style for the situation.

Consider the impact of your behaviour on those around you and ask for feedback from those you trust to improve your leadership skills.

The visionary style

Rely on just one leadership style.

This leader inspires the team with a vision of the future they are aiming for, setting the purpose and objectives, and giving the team the responsibility of finding solutions to make it happen. A great approach for motivating teams to use their skills and experience to work together

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Give up on a situation if you don’t get the outcome you expected – note down what you will do differently next time.

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September 2016

towards a common goal – but be sure that you articulate your vision clearly and don’t prescribe solutions, otherwise you will slip into the ‘directive style’. When your team offers you its ideas, the ‘coaching style’ can be useful in helping them to assess the viability of their solutions and what they need to do to make it happen.

3

The coaching style

This leader focuses on developing a team, encouraging people to find the answers for themselves and identifying their strengths and areas where they can improve. However, as with all the styles, there are some circumstances where coaching wouldn’t be appropriate.

For example, if you need to offer technical expertise on a health and safety matter or are dealing with someone who is particularly resistant to change. It is important to seek their agreement for you to ask coaching questions – and to be effective the leader must learn basic coaching skills.

4

The affiliative style

This leader has good relationships with his or her team – and often considers them friends or even a ‘work family’. They’re loyal and supportive, which creates trust, but they praise only the positive.

Without feedback on what can be improved, the team eventually becomes sceptical, accepts mediocrity and poor performance becomes difficult to address (or ignored). Used with the ‘visionary style’, which sets out expectations, it can – OIN W Wbe W.aBpowerful I F M .O RGapproach .U K / F M WJ especially when your team

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K N OW H OW

8 POINT PLAN

O P T IM ISING C HILLE R USE

CHILLING EXPERIENCE: GET THE MOST OUT OF GLYCOL Glycol is fundamental to the smooth operation of any chiller system. But if it is specified incorrectly it can cause expensive problems including reduced heat transfer and corrosion. Brent Hall, technical manager at ICS Cool Energy, gives his tips for using glycol in chillers and chilled water systems

PHOTOGRAPHY: SHUTTERSTOCK

1

Never use automotive antifreeze

Automotive antifreeze is formulated for engine cooling rather than process or industrial cooling applications, so when it is used for the wrong applications, it can cause problems with flow rates/pressures and reduced heat transfer. Many automotive antifreezes are not glycol-based and contain other alcohols or glycerine, as well as silicate-based inhibitors, which can coat heat exchangers, attack pump seals, and form a gel, significantly affecting flow rates.

2

Only use inhibited glycol

Uninhibited glycol and water mixtures are very

corrosive, often even more than mains water. Modern process and industrial glycols contain inhibitors alongside a pH buffer and biocide to protect against corrosion, scale formation, and rust. For a system to be contaminationfree, it needs to be properly flushed, cleaned, and sanitised before the addition of a suitable inhibited glycol and water mixture. Don’t mix different types and brands of glycol. Modern glycols contain inhibitors and are dyed for identification. If mixed, their incompatibilities can lead to separation and/or reaction, resulting in gel formation clogging filters, strainers, and pump suctions, as well as a deterioration in heat carrying and transfer properties.

3

Checking your local environmental rules

4

Be aware of the effects of antifreeze on a system

Some areas have regulations on the use and disposal of particular glycols and antifreeze solutions, concerning things such as ground structure, the water table, and drainage. Check with your local authority.

Businesses should also consider using a bio-glycol derived from a sustainable source. These are non-toxic, non-flammable, nonhazardous, and biodegradable.

is added to it, this ability is affected. Adding glycol will cause an increase in the fluid’s viscosity and density, and decrease its heat transfer and heat carrying properties. These changes will not affect the overall functionality of your chilling plant and system as long as they are understood and discussed beforehand as they will result in a slightly reduced cooling capacity, an increased pumping power consumption and an increased fluid temperature difference (or an increased fluid flow).

5

Use the correct water

Most systems use mains tap water, which can be damaging to any chiller and its associated machinery and systems. The relative hardness (and mineral content) varies from region to region, so applying the appropriate inhibitors and biocide is vital. Even microbiological contaminants vary, giving a degree of unpredictability to using town mains water or any other uninhibited water source.

Plain water is one of the most efficient pumped fluids for absorbing and carrying heat.

But when any other chemical

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September 2016

ENABLING PRODUC TIVE ENVIRONMENTS FOR PEOPLE AND BUSINESS

FM and the construction chain – an increasingly vital link

SMART BUILDING Why FMs, not IT providers, must lead the way MODEL BUILDING Putting FM in the construction project spotlight READY FOR WORK? The true operational effectiveness equation

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FAC I LITATE

I N T EG R AT I N G F M I N TO B I M

P H OTO G R A P H Y: R I C H A R D G L EED

Where is FM in the BIM conversation?

Paul Wilkinson explains how BIM has evolved over the past five years and looks at ev milestones in FM’s involvement thus far.

Is FM taking its theoretically rightful place in the construction project spotlight?

uild uilding information modelling (BIM), we’re told, can only really work when FM is we’r involved. At both ends of the construction invo project life cycle, FM should have a pivotal proje role: at initial design stage, bringing real-world requirements and operational realnous into the design process; and at postoccupancy stage, maintaining usage data occu and thus informing future BIM models. So is FM profession playing its part? the F The Th global financial crisis created the right righ conditions for construction industry reform. To improve productivity and refo make practices more sustainable (not just mak environmentally but also economically envi and and socially), the UK government’s chief construction adviser Paul Morrell set c ons about a bou making the industry fit for the 21st century.

As the UK public sector accounted c ent for around 40 per cent of the construction for a workload, he demanded iindustry’s ndu industry change as a condition of future indu in

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September 2016

government work – with adoption of BIM being one of the key requirements.

With the industry’s biggest single client focused on getting more for less, we have, since the May 2011 Government Construction Strategy, witnessed a concerted – and continuing – effort to modernise UK construction industry processes and encourage more joinedup and collaborative approaches to the planning, design, construction and future operation and maintenance of built assets. The effort extended beyond UK government departments and agencies to include many private sector client organisations – all working towards achieving an initial target of Level 2 BIM compliance by 4 April 2016.

As a result, numerous client organisations and their supply chains are shifting from reliance upon conventional W W W. B I F M .O RG .U K / F M WJ O I N construction documents and drawings

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FAC I LITATE

SMART BUILDINGS

The smart future of FM

Talk about smart buildings emphasises the value of the technology – but it’s in the use of the generated data that facilities managers can shine, as Nick Martindale reports

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September 2016

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