2012-05-03 FMW by Redactive Media Group

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 3 MAY 2012

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EVENT PREVIEW:

Facilities Show 2012

Providing for the surge in cyclists

ON YOUR

BIKE

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2012

European Facility Management Conference & 11th EuroFM Research Symposium 24 and 25 May 2012, Copenhagen, Denmark

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Facility Management – Global Responsibility; Local Acting present

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VOL 9 ISSUE 9 3 MAY 2012

CONTENTS

6 | Carillion at Oxford

20 | Cycling to work

24 | Human resources

NEWS

OPINION

FEATURES

6 Carillion strikes £500m deal with Oxford county council 7 DIO starts talks with regional FM bidders for 30 sites 8 Project of the Fortnight: Construction is underway at London Gateway 9 Think Tank: how have you reacted to national drought restrictions? 10 Business news: Graeme Davies: Gulf region could hold key to FM growth 10 OCS enters Middle East with joint venture with Qatar firm Tadmur 16 We countdown to industry highlight, the Facilities Show 2012 18 Martin Read reports from the FM & Property Event at Celtic Manor

14 Perspective of a facilities manager: John Bowen compares FM to life down on the farm 15 Five minutes with Geoff Lockwood, chairman, FETA 42 No Two Days

18 | Celtic Manor

Cycling to work: As Britain’s cycling revolution gathers pace, FM are under pressure to accommodate bike commuters, says Simon Wicks

Human resources: The relationship between HR and FM comes under the spotlight, as Kevin Stanley asks how the departments can work together

MONITOR 28 Energy: An overview of the legislation impacting facilities managers 29 Court Report: Beverley Vara discusses the right to light via a legal case 30 Technical: Managing drains can be a tricky area for FMs to manage 31 Standards: Stan Mitchell explores the world of standards in FM 32 Technical: Paul Phillips discusses accreditation assurance 33 Insight: Market intelligence

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Selected forthcoming features in FM World: 17th May issue: Facilities Show special 7th June issue: Compliance Management 21st June issue: Rising Stars of FM special 5th July issue: IT Systems & Stategy 19th July issue: Waste Management 16th August: HVAC innovations

We have something of interest for all advertisers. For a full 2012 features list visit: www.fm-world.co.uk/about-us or call Adam Potter 020 7880 8543 Features are subject to change – please contact the editor for further details. martin.read@fm-world.co.uk.

T E C H N O L O G Y I N T E M P E R AT U R E

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Have your ﬁnger on the pulse of FM Get to the heart of facilities management by joining the BIFM today. Be at the very heart of your profession by joining the BIFM. It’s the one body that has something for everybody in the business. We offer the most prestigious training, development and recognition for facilities managers.

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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 ⁄ editorial assistant: James Harris ⁄ art director: Mark Parry ⁄ art editor: Daniel Swainsbury picture editor: Sam Kesteven

MARTIN READ EDITOR COMMENT

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ADVERTISING AND MARKETING email: sales@fm-world.co.uk senior display sales executive: Adam Potter (020 7880 8543) ⁄ sales executive: Edward Taylor (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⁄ Nick Cook, managing director, Haywards ⁄ Robert Greenﬁeld, group SHEQ director, GSH ⁄ Liz Kentish, managing director, Liz Kentish Coaching ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Lionel Prodgers, principal, Agents4RM ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM Tutor and author ⁄ Chris Wood, senior associate at Advanced Workplace Associates

Average net circulation 11,357 (Jul 10 – Jun 11) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM) by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reﬂect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Pensord ISSN 1743 8845

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iewers of Twenty Twelve, the BBC’s exceptional satire on the build-up to the Olympic Games, will have noted how much throwaway humour comes from the characters tasked with implementing the games’ ‘legacy’ and ‘sustainability’. A typical scene has either individual trying to crowbar a particularly ill-defined aspect of their brief into whichever matter is at hand, often resulting in nonplussed expressions from confused colleagues. It’s just another form of the tried and trusted British form of comedy whereby character 1 believes one thing to be the case but character 2 thinks quite another – resulting in what the typical 1980s Radio Times would invariably describe as “hilarious consequences”. If there’s one thing we editors know it’s that words are easily cheapened, the result of a world where often the only advantage a flustered marketer can exploit is the way an item is described. I cringed back in the 1990s when the word ‘legacy’ was first used to describe computer equipment that could only be kept in service through use of some specialist software. ‘Legacy’ equipment? You mean ‘old’, right? And where there’s a legacy, there’s a tradition: I read recently that tablet computers are challenging the ‘traditional’ notebook computer, evoking to my mind an image of King Henry VIII whipping out ye olde lappe toppe. So notebook computers are ‘traditional’, are they? Again, you just mean ‘old’, right? I wonder how much sustainability suffers from this marketing hyperbole. Organisations are under pressure to deliver sustainability initiatives, each of which should in some way lead to reduced energy spend, lower carbon footprint and leaner, greener organisations. Indeed, this month’s Facilities Show at the NEC has what planners have dubbed a Sustainable FM Academy. Sessions cover everything from the implementation of heat pumps, power management software, energy procurement options, low-energy lighting, renewable technologies to the restructuring of working practices to adhere to new green legislation. All worthwhile topics, giving visitors an insight into the specifics of particular approaches – but each, in the main, about the mechanics of sustainability; the equipment needed and the processes required to maximise any investment in it. Many innovative solutions will be presented, but how many will be focused on the people whose job it is to implement them? Perhaps we need to go back to the dictionary definition of sustainability: ‘an ability to maintain something at a certain rate or level.’ From this perspective the systems surely become secondary to the sustainability of the management structure put in place to, yes, sustain those initiatives. A sustainability strategy surely requires a sustainable approach to the people put in place to implement it. Will the person who puts together the strategy to carry out the sustainability agenda still be in post in two years’ time? How sustainable are sustainability people? This is a key element of the session I’ll be chairing on the first morning of the show (Tuesday 15 May, 10am). It’s a discussion on sustainability and the corporate social responsibility agenda, and I’ll be asking the panel about the people side of this equation. You should come along. Indeed, the argument against attending my session is (now come on, you’re ahead of me, right?) unsustainable.

“SYSTEMS ARE SURELY SECONDARY TO THE SUSTAINABILITY OF THE MANAGEMENT STRUCTURES PUT IN PLACE TO SUSTAIN THOSE INITIATIVES”

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INDUSTRY

DAVID ARMINAS newsdesk@fm-world.co.uk

Oxfordshire County Council has awarded a 10-year contract to Carillion for the provision of property and facilities management services. Under the contract, estimated to be worth around £500 million to Carillion, the council will achieve annual savings of at least £550,000, according to a Carillion statement. “This is the first time the council has grouped all of its property services into one contract and this is the first local authority contract of this kind in the UK,” a statement by the council said. Carillion will provide FM, routine property management, energy management and capital works services. It will also take on the council’s school catering business, Food with Thought, and its in-house Quest Cleaning Services. More than 700 staff will transfer to Carillion. Carillion has also appointed Capita Symonds as a consultant to deliver strategic asset management, estates management and multi-disciplinary design services. The agreement is expected to generate around £42 million of revenue for Capita over the 10-year life of the contract, with the potential for additional revenue from the framework agreement. Around 90 council employees will transfer to Capita, according to a statement by Capita Symonds. A framework agreement has also been put in place through which other local councils and bodies within Oxfordshire can procure services, which could increase Carillion’s revenue by an additional 06 | 3 MAY 2012 | FM WORLD

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£200 million over the contract’s 10 years. Participating bodies include health and other public sector organisations, the district councils, schools including academies and further education colleges. The council also has the option to extend the Carillion contract for a further 10 years, based on performance. “The council has taken advantage of the opportunity to combine a number of contracts that had previously operated independently of each other,” said Huw Jones, director for environment and economy at the council. “This will provide comprehensive, high-quality services that also operate more cost effectively, not only improving consistency and resilience, but

ISTOCK

Carillion and Capita land £500m Oxon deal

Dreaming spires: Carillion goes up to Oxford

making financial common sense.” This builds upon “Carillion’s strong track record in delivering integrated service solutions to local and central government customers”, said Carillion chief executive Richard Howson. “We have an excellent track

record of improving local services and creating jobs through local authority partnerships across the UK and look forward to achieving the same success in Oxfordshire,” said Dave Spencer, executive director of Capita Symonds.

PROPERTY

Short leases stunt growth Signing new five-year leases can result in a fall in property value as investors look for assets with secure long-term tenants. According to property consultancy IPD, properties with leases under five years have seen considerably less year-on-year growth than properties on longer leases. It says that signing a new fiveyear lease leads to a fall in value of around 1.8 per cent, despite the property being let. IPD said the number of five-year leases has increased by 26 per cent in five years as landlords try to control vacancy rates. Five-year leases now make up around

44 per cent of the property market. IPD client manager Andrew Gerrity said that waiting for a longer lease tenant could be a better move. “They [landlords] have shortened leases and offered more flexibility in an effort to let properties. “This [shorter leases] has kept vacancy rates relatively low, at about 8.7 per cent, but it has not stopped values falling in a market that demands safe assets and tenants.” “While the impact of vacancies on values is higher, landlords need

to be aware that signing short leases is not necessarily a guarantee of value protection and although it generates a higher yield initially, holding out for a tenant on a longer lease is more profitable in the long run.” According to IPD, investors who sign a lease of more than 20 years can expect to see a boost in value of about 5 per cent. The number of these types of leases has increased considerably in the past year, as investors have attracted tenants by offering lower starting rents.

“Signing a new five-year lease leads to a fall in value of around 1.8 per cent” www.fm-world.co.uk

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DIO starts talks with regional FM bidders

BRIEFS Affordable homes in Wales

ALAMY

Carillion Enterprise, Interserve (Defence), Babcock Support Services and TurnerHenry are competing for the Defence Infrastructrure (DIO) Regional Prime Scotland and Northern Ireland contract, worth between £200 million and £350 million over a five-year period. The deal covers around 30 sites, including Fort George Barracks, RM Condor, Glencorse Barracks and Craigiehall in Scotland, and Aldergrove Airfield, Thiepval Barracks and Kinnegar Logistics Base in Northern Ireland. The contract is the first of DIO’s four regional contracts developed under the Next Generation Estate Contracts programme. A ‘competitive dialogue’ session will focus on the bidders approach to delivering estate asset maintenance, management

NEWS

of information systems, energy management and land management services including asset disposals, acquisitions, leasing and rent collection. It will also cover helpdesk provision and technical and professional support. Bidders will also be asked to share supply chain development plans and offer innovative solutions for reducing estate management costs, in one-on-one discussions. They will have to follow up with outline solutions for the service

requirements and then submit a more detailed technical solution in the summer. John Brennan, DIO’s contract project manager, said wider responsibilities, such as managing energy consumption, reducing carbon emissions, and providing more comprehensive asset data and estate-related management information will be considered. The contract is expected to be awarded by early 2014 and in service by mid-2014.

SURVEY

Rent expectations negative as activity stabilises Rent expectations for commercial property remain in negative territory despite a stablisation in demand, according to the Royal Institution of Chartered Surveyors (RICS). The institution’s UK Commercial Market Survey found that there was little change in overall activity during the first quarter. The net balance for occupier demand and available space stabilised. The result was a small improvement in the rental outlook, with rent expectations remaining negative, but less so than in the previous quarter. Capital values are still expected to ease in the near term. RICS said the survey suggested there are fewer development www.fm-world.co.uk

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projects in the pipeline and new starts are continuing to fall. This is, however, at the slowest pace for five years. Demand for retail space fell, but stabilised for offices and increased for industrial space. Available office and retail space rose, while industrial space availability declined for the first time since 2005. In the industrial sector, rents are stabilising following several consecutive decreases. Rents are still expected to decline for office and retail units. Unsurprisingly, there was little movement in investment growth – the industrial sector was one of the few winners in the quarter. The response within the chartered surveyor market is

mixed, with many suggesting the Euro crisis exacerbates the caution within investors. Some feel that the fragile nature of the situation will further squeeze supply as the construction of these vacant spaces has dwindled. Occupiers are said to be tentative about the forthcoming months, which may intensify their reluctance to invest. There is, however, a cause for optimism, with reports of a trend of improved occupier demand in the warehouse market. In addition, the high-end office market is performing well. Announcements of larger lettings and continued low supply for the best space may explain why some remain buoyant about the future.

Pennaf Housing Group has appointed affordable housing specialist Lovell for a £5 million, 41-home development at Treuddyn in Flintshire, North Wales. The Pennaf Housing Group includes Clwyd Alyn Housing Association, which will manage the 18 homes after completion. The scheme will create 18 affordable homes, including two bungalows, for social rent. Lovell will also build 23 two-bedroom and three-bedroom houses for sale on the open market.

Katy Mercer joins Willmott Willmott Dixon Partnerships has appointed a business development director to help grow its social and local authority housing repairs and maintenance work. Katy Mercer joins from housing regeneration business Frank Haslam Milan – part of Keepmoat - where she was head of business development for the West Midlands, the South West and south Wales. The company wants to expand its maintenance business in the next three years – particularly in Wales, where it already has a large presence with its construction business.

UPP sets up new director UPP, a provider of campus infrastructure and student accommodation, has appointed Sam Bailey-Watts to the group board. Bailey-Watts leads the group’s relationship management and business standards strategy. He is also responsible for rent-setting in consultation with partner institutions and for marketing across the Group. Bailey-Watts joined UPP in 2000 and was a leading figure in establishing UPP Residential Services (URSL), a UPP statement said. He was appointed a director of URSL in 2008. Prior to joining UPP, he managed residences at the University of Nottingham.

Green fund boost The government has committed £80 million into two funds for the development of green energy and recycling. The investment will be split between fund managers Foresight Group and Greensphere Capital. They will be responsible for generating and managing investments in areas such as waste recycling and reprocessing. FM WORLD | 3 MAY 2012 | 07

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PROJECT OF THE

FORTNIGHT 12,000 jobs on way at London Gateway Construction is underway at London Gateway, the new global shipping port combined with Europe’s largest logistics park, situated 25 miles east of central London. Owned by DP World, one of the world’s largest marine terminal operators, the port is due to open in the fourth quarter of 2013. Once complete, London Gateway will create 12,000 jobs. The DP World London office at the London Gateway building, housing the Europe and Russia regional The DP World London office also houses operations, is also the Istithmar P&O Estates and Gazeley UK head office of property management and surveying business Istithmar P&O Estates and logistics park and warehouse developer Gazeley UK. Five different premises were relocated into one modern office facility to create the new space. The building is a contemporary, mainly open-plan design that uses glass partitions to divide directors’ offices and meeting rooms. Historic artwork, including a collection relating to the history of P&O – the Peninsular and Oriental Steam Navigation Company – is displayed on the glass partitions, which are suspended by shipping cables. Peartree Cleaning Services has been contracted to clean and maintain the London Gateway building. It uses Site Manager – a specialist ipad2 application for the cleaning industry. The application handles a large amount of information, including site details, audits, e-ordering, comments and photographs, all uploaded in real time. A ‘traffic-light’ system alerts Peartree’s management team to imminent deadlines, ensuring client satisfaction is maintained. Cleanliness is paramount because of the large number of visitors at London Gateway, said Ian Robinson, assistant facilities manager at DP World. “The innovative methods the company has introduced and the communications processes mean the service is managed very effectively.” The site will have six shipping berths and is expected to boost handling efficiencies, partly due to an automatic stacking system of sea-going containers. Istithmar (Arabic for ‘investment’) P&O is part of Istithmar World, in turn owned by the state-run business Dubai World, set up in 2003. Dubai World acquired P&O in 2006.

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NEWS BULLETIN

ThinkFM survey to measure FM performance A survey measuring performance and behaviour in the FM sector has been launched, with its findings due to be presented at the Think FM conference this summer. Workplace Law is conducting the research as part of its involvement with ThinkFM and wants to hear from everyone in facilities management to build up a comprehensive picture of client and supplier behaviour in the sector. The survey covers issues such as delivering value, achieving compliance in health and safety, thinking and acting sustainably, and finding and developing talent in FM. ThinkFM is run by the BIFM in association with Workplace Law. The two organisations will present the research findings at the conference, which is being held in London at the Royal College of Physicians on Monday 18 June. Everyone who completes the confidential survey will receive a copy of the summary report, to be published by Workplace Law in June, with the full results of the survey available to buy. Readers can take part in the survey by going to: tinyurl.com/thinkfmsurvey .

FM students graduate in style The first Level 3, 4, 5 and 6 students have graduated two years after the BIFM set up the study and accreditation regime. The 20 students and 20 guests were given a warm welcome and excellent Yorkshire hospitality by the Xenon training team, including managing director David Morris and director of training Sue Morris at the company’s Leeds FM Academy. Also present was BIFM chief executive Gareth Tancred and the BIFM’s head of awarding organisation Linda Hausmanis. Among the graduates were: Naomi Crossan and Darren Shiels, both employees of professional services firm Ernst & Young, completing Level 5 and Level 6 Diplomas respectively; Dawn Marshall from FM service provider Sodexo completed Level 4; and Jane Milner from South West Yorkshire Partnership NHS Foundation Trust completed ILM Level 3. Xenon Group, set up 10 years ago, was the first of the BIFM-recognised training centres to have students complete advanced BIFM diplomas and the ILM Level 3.

Cushman sets up building services division Commercial real estate firm Cushman & Wakefield has set up a UK building services team. A statement by Cushman said the creation of the new team represented a “key milestone in building its London and UK presence”. The team is headed up by Alan Munson and Chris Browe, both from engineering consultancy Meinhardt UK, where they were board directors. Cushman projects already underway include a £1.95 million contract for 2,230 square meters (24,000 square feet) of central plant replacement and Category A refurbishment for NAG Piccadilly on Regent Street in London. Cushman & Wakefield is also advising the US government on the development of its new embassy at Nine Elms in Wandsworth, London.

A wee iPod for WEEE information Recolight, the not-for-profit, producer-led compliance scheme specialising in the recycling of gas discharge lamps in accordance with the Waste Electrical and Electronic Equipment (WEEE) Regulations, is asking FM World readers what they know about the recycling operation it offers. Three readers taking part in the survey will win an iPod Shuffle. Recolight’s members are the producers and importers of WEEE, who are obliged to comply with the WEEE Regulations. The FM World/Recolight poll quizzes participants on their awareness of the regulations and asks how many lamps they typically dispose of. Readers can complete the short questionnaire by going to: www.surveymonkey.com/s/FM-World-Recolight

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THINK TANK

Yet to take action (44%) Have restrictions (12%)

WE ASKED 100 FMS… Has your business reacted to the declaration of drought conditions across half of the UK? A mere 12 per cent of respondents to the latest Think Tank Poll said they had carried out a water audit and introduced restrictions. This is despite the Environment Agency’s warning of drought conditions and asking businesses and organisations to carry out a water audit. The problem of a drought has been noted by 44 per cent of respondents who had not taken any action yet, according to the poll. Also, the remaining 44 per cent believe “the drought issue doesn’t affect us”. No respondents said they were talking to their tenants about

taking some kind of joint action. One respondent noted that water consumption is not high on their business’s list of priorities. But “we do act immediately if we notice a rise in consumption or any leakage so we don’t envisage any significant action in response to drought directives”. The same respondent also said they have “some landscaping on our sites, but don’t irrigate as normal procedure”. Other respondents said they had already stopped watering their grass and lawns in response to Environment Agency’s drought notification. Completely shrugging off the

Doesn’t affect us (44%)

drought issue could backfire, even if you think it doesn’t, or won’t, affect you, said another FM. FMs should be continually aware of their legal duties to prevent an outbreak of Legionnaires disease. Just because you are not using a standing body of water – that is, saving it by not using it – it must be regularly replaced to avoid a bacteria build-up, another FM said. “If, for example, external

taps are not being used due to a hosepipe ban, they will still need to be flushed weekly, perhaps, into buckets or water cans for use on flower beds.” Think of alternatives, said a respondent: “We’ve placed good quality plastic flowers in window boxes and they look real! Some offices have also reduced urinal flushes to three a day, without detriment.”

Nordics rising in data centre share DAVID ARMINAS newsdesk@fm-world.co.uk

More companies are looking to locate data centres in the Nordic countries because they offer renewable energy and carbon neutrality, according to a new report. The US remains in the top spot as the most popular country in which to locate a data centre – followed closely by the UK and Germany. But the Nordics are prominent in the ranking – Iceland (fourth position), Sweden (eighth) and Norway (twelfth), according to the report by property consultancy Cushman & Wakefield and building services, engineering and energy consultancy hurleypalmerflatt. The report notes that data centres account for a growing share of the carbon pollution associated with the IT industry. With the move to cloud computing, IT companies are spending more money on new space for data centres. “Recently there has been www.fm-world.co.uk

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criticism of several large technology companies for their alleged reliance on highly polluting coal to power their data centres,” the second annual report says. “The availability of renewable energy at an affordable cost is becoming more of a challenge. As a result, the Scandinavian countries are an increasingly attractive prospect.” The colder climate allows improved free cooling or at worst, reduced mechanical cooling, and there is access to almost limitless supplies of hydro-electric power or alternative renewable energy, with comparatively inexpensive rates. Facebook and Google are leading the way, having announced construction of substantial new data centres in Sweden and Finland respectively, the report says.

The Data Centre Risk Index 2012 report evaluates risks to global data centre facilities, helping companies make informed investment decisions about where to locate their data centres, to increase their efficiency and lower costs. The index ranks countries according to the risks likely to affect the successful operation of a data centre. Risk factors include energy costs, connectivity, and the likelihood of natural disasters or political instability. The US holds top position for international bandwidth and performs well in the other tier 1 risk categories. It also has the largest percentage of its population completing tertiary education. The UK has moved up from fifth place in 2011 to second this year.

“The colder Scandinavian climate allows improved free cooling or at worst, reduced mechanical cooling”

RANK 1 16 2 17 3 18 4 19 5 20 6 21 7 22 8 23 9 24 10 25 11 26 12 27 13 28 14 29 15 30

SCORE COUNTRY 100 United States 65 Ireland 91 United Kingdom 64 Singapore 83 Germany 63 South Africa 81 Iceland 62 Malaysia 80 Canada 60 Japan 80 Qatar 59 Spain 80 Hong Kong 58 Poland 79 Sweden 56 Australia 78 Finland 55 Russia 75 Switzerland 54 Czech Republic 75 France 51 China 75 Norway 49 Mexico 74 Korea, Rep. 31 Indonesia 73 Netherlands 31 India 70 Thailand 26 Brazil

Source: Cushman & Wakefield and hurleypalmerflatt

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ANALYSIS

Gulf region could hold key to FM growth GRAEME DAVIES newsdesk@fm-world.co.uk

Gaining exposure to emerging markets is seen as a key growth strategy in the current global economic environment. Anaemic economic conditions in Europe and a weak recovery in the US have prompted businesses to seek expansion into new markets where growth remains buoyant. Putting such strategies into practice has not always been easy – the business world is scattered with examples of companies being forced to beat a hasty retreat from foreign ventures. But others are not cowed. Witness

the move this month by Serco to create a combined Business Process Outsourcing (BPO) business centred on Intelenet, the Indian company it acquired last year, which is expected to have revenues of $1bn plus. The skills and relatively low cost base brought in with the Intelenet acquisition will be amalgamated with operations from Europe and Australia to form a global BPO business that will be among the 10 biggest in the world. Currently, only 20 per cent of the revenues of the combined businesses come from emerging markets, but the reason for

centring this business on India is to expand its presence in emerging markets as well as servicing the developed world from a low cost base. Meanwhile, smaller UK FM business OCS has expanded in India through the acquisition of Absotherm Facility Management, which operates hard FM services in 42 cities in India and provides a base for expansion. This chimes with OCS’ recent move into Qatar, where it is partnering with Dohabased Tadmur Group to form a total FM business. OCS now has a presence in more than 30 countries worldwide, many through partnership agreements. But operating in emerging markets can be fraught with problems. India’s restrictions on foreign investment and the mooted changes to taxation on foreign investments have put many potential investors off and the Middle East has not been an easy place to operate in recent years for many reasons. Many

Contract wins

NEW BUSINESS Norland Managed Services has extended its facilities management contract with Birmingham Town Hall for two years. The contract with Performances Birmingham Limited, which manages the town hall, covers mechanical and electrical services, planned preventative maintenance and fabric maintenance at the building. Europa has won a contract to supply total facilities management to pharmaceutical company Eisai. The three-year contract will see the property and support services company provide cleaning, security, mechanical and electrical, reception, 10 | 3 MAY 2012 | FM WORLD

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post, porterage, grounds maintenance, helpdesk and catering at Eisai’s Hatfield European Knowledge Centre. OCS has won a three-year contract to provide aircraft cleaning services to the Emirates fleet at Gatwick airport. The deal means OCS is now providing cleaning services for 15 airlines at Gatwick, including British Airways, Virgin Atlantic and Monarch, many of which have been signed in the past 18 months. Miller Asset 24 is taking up facilities management of the first Hub North Scotland project in Aberdeen, as

the scheme reaches financial close. Scheduled to be ready by the end of next year, the Hub North Scotland joint venture’s £24 million Aberdeen Community Health and Care Village will create a 6,000 square metre (65,000 square feet) community hospital with a diagnostic and treatment centre. Brayborne Cleaning Services has won three school contracts with Hampshire County Council. The Berkshire-based firm will supply cleaning services to Brookfield Community School and Language College, Hamble Community School and Thornden School. All contracts are for three years with possible extensions to five years. Seddon Property Services has won two multi-million pound housing maintenance contracts. Affordable housing provider Home Scotland, part of Home Group, has awarded the maintenance specialist a fiveyear contract to provide reactive maintenance services.

companies were left high and dry in 2008 when Dubai and other Middle Eastern states effectively shut up shop during the credit crunch. It is worth noting the difference in approach between OCS and Serco. OCS generally enters into partnerships in its new markets, which reduces the risk but also tempers the potential returns as they have to be shared with partners. But for a company of its size, this is probably the most prudent course of action. Serco’s greater firepower allowed it to acquire Intelenet and also means it can back up that acquisition with significant investment in the hope of leveraging commensurate returns. But the risk is all Serco’s now. Luckily it has been able to fold in other elements of its business to create what is already a significant business in its own right. But sometimes expansion for expansion’s sake can be a big mistake and, for some firms chasing fast growth, it can backfire if it does not suit the business or management’s capabilities. Renotkil is a classic example from recent years of a company that expanded rapidly under Sir Clive Thompson – known as ‘Mr 20 per cent’ for the growth rates he delivered – but ended up coming undone. Maybe this was in the minds of investors when G4S boss Nick Buckles tried to push through a £5.2bn deal for ISS Group last year that would have expanded exposure to Europe just as it was entering recession. New markets are a major opportunity, especially when they are growing strongly, but chasing such growth for the sake of it without a considered strategic approach is always likely to end badly. Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

26/4/12 12:41:56

BUSINESS BRIEFS

OCS enters Middle East with joint venture OCS has launched its first business in the Middle East in a venture with Qatar firm Tadmur Group. The new company, OCS Qatar, will incorporate the Doha-based group’s property management and maintenance portfolio, Tadmur Real Estate, and its soft services division, Tadmur Logistics. OCS Qatar, which will be based in Doha, will also service the premises of Tadmur Group and its subsidiaries, and more than 250 commercial and residential properties in the Tadmur Real Estate portfolio. It will be headed up by general manager Robert Craig, who has provided advisory services and

New company OCS Qatar will be based in Doha

property management strategy for various schemes, including the Msheireb Heart of Doha project and the Lusail City project in Doha. The joint venture brings the number of countries that familyowned OCS operates in worldwide to more than 30. OCS Group chief executive Chris Cracknell said: “This joint venture is a key part of our international growth plans. It combines Tadmur’s established businesses and network with OCS’s international experience in delivering facilities services and brings the valued OCS brand and our class-leading systems and service levels to new markets.

Cracknell added that the group would continue to develop joint ventures and make acquisitions to extend its international coverage. The joint venture board includes Tadmur Holding chief executive and OCS Qatar shareholder Dafer Hallawa, who said: “With nine successful subsidiary companies I feel there is enormous opportunity to jointly leverage the existing Tadmur businesses with the new OCS facilities management business. OCS Qatar will be well positioned to take advantage of the planned $130 billion Qatar infrastructure spending over the next five years.”

ALAMY

Interserve teams up with trust Interserve has linked up with Durham Tees Valley Probation Trust as it bids to win contracts to run three prisons. The support services group and the trust will develop proposals to run three prisons – HMP Durham (right), HMP Onley in Northamptonshire and HMP Wolds in Humberside. If the bid is successful, the trust’s probation managers will join Interserve’s prison management team to lead integrated rehabilitation and resettlement services. Interserve has been approved by the Ministry of Justice to bid in the latest round of prison competitions. The ministry has put nine services out to tender, and these include tenders for www.fm-world.co.uk

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‘payment-by-results’ schemes and electronic tagging. The Durham Tees Valley Probation Trust works with key partners on behalf of the community to reduce reoffending. Trust chairman Sebert Cox said: “Like every other public sector organisation, we constantly explore new ways of doing business and that includes looking to develop partnerships to share expertise, resources and investment.”

He added: “Our core purpose is to protect the public by managing and rehabilitating offenders effectively and that will be at the heart of this agreement.” Interserve works with government as a public sector provider in welfare, defence, health and justice. Interserve’s justice team is led by Yvonne Thomas, who joined Interserve in February from the National Offender Management Service, where she was an operations director. Said Thomas: “This groundbreaking alliance will bring together two unique sets of organisational expertise which will enable us to develop and sustain new ways of working to reduce reoffending and protect the public.”

Serco to run NHS services Serco is to operate the NHS shared services organisation Anglia Support Partnership (ASP). The service group will now provide a full range of support services for ASP, including operational support and occupational health and facilities management. ASP has been operated so far by Cambridgeshire and Peterborough NHS Foundation Trust (CPFT), together with a further five partnering NHS organisations.

MoJ framework chosen Interserve and ISG are among the firms chosen for the Ministry of Justice’s Strategic Alliance Agreement. The six-year framework covers building maintenance, refurbishment and repairs, as well as construction work, across prison and court buildings and sports pitches throughout the Ministry of Justice estate. The framework, which operates across England and Wales, has a total value of between £100 million and £150 million. Other businesses on the framework include Kier, Vinci, Balfour Beatty, Miller, Henry Boot and Lend Lease.

Short leases stunt growth Signing new five-year leases can result in a fall in property value as investors look for assets with secure long-term tenants. According to property consultancy IPD, properties with leases lasting less than five years have seen considerably less year-onyear growth than properties on longer lease agreements. It says that signing a new five-year lease leads to a fall in value of around 1.8 per cent, despite the property being let. FM WORLD | 3 MAY 2012 | 11

26/4/12 15:35:36

FM BUSINESS IN FOCUS

THE ISSUE Corporate involvement in higher FM education and training

THE INTERVIEWEE Jill Fortune, principal lecturer and subject group leader, Centre for FM Development Sheffield Business School, Sheffield Hallam University

Back to school As the FM sector grows and the scope of its operators’ skills broadens, more service providers are getting involved in education and training at a higher level. Earlier this year, Kier’s FM business launched the Kier Foundation Degree in Integrated Maintenance and Facilities Services in partnership with Sheffield Hallam University. And this month, ISS set up its Foundation Degree in Facilities Management, also with Sheffield Hallam. Jill Fortune, principal lecturer at the university’s Centre of Facilities Management Development, says that there is in increasing desire among service providers to get involved in this level of education. “The time is right – FM has expanded,” she says. “The industry is playing catch up. However, it is also starting to show interest in developing career pathways into FM.” As the sector develops and firms look more to the future, succession planning becomes more important. Fortune says: “Businesses recognise the benefits of developing staff to ensure they are equipped with the skills and knowledge to deliver services effectively and efficiently in challenging markets, develop effective long-term relationships with clients, and take an informed and holistic view of FM and how it contributes to the 12 | 3 MAY 2012 | FM WORLD

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client’s business operation.” The Kier course is a three-year, part-time programme aimed at school leavers and existing staff who want a formal qualification to underpin their skills. The course offers a mix of on-the-job training in the workplace and classroom theory designed to cover areas relevant to the Kier Services division. Modules include building environmental issues and services, management of support services and resources, and waste and recycling management. After the three years study, students can continue to study for a further 18 months to obtain a BSc honours degree. Over the next two years, ISS is spending another £250,000 in high-quality education and learning, which it says is an investment in the FM leaders of the future. Its Foundation Degree in Facilities Management at Sheffield Hallam is designed to help employees create a career path, as well as support succession planning. Topics include reflective management practice, an introduction to FM, contract, customer and service delivery, building management, risk, people management, managing change, communication and marketing, finance management and contract management in facilities services. Learners can chose to study for a further year to earn an honours BA in FM.

Fortune says that the university has developed a framework for these types of courses that is flexible and allows for bespoke elements to be included. The employer can choose the modules to match their needs, and case studies can also be used. Sheffield Hallam is a BIFMrecognised centre and is in the process of mapping the new awards so that successful participants gain Dual Award at Level 4 and Level 5. The university has an ongoing drive to engage with employers. As well as the Kier and ISS courses, the university is running a short course in Professional Business Practice for Facilities Managers with Astrazeneca. It has also recently completed a similar course for Addenbrooke’s Hospital and is delivering the Foundation Degree in FM to a second cohort for Health Facilities Scotland. The university is also in talks with other major providers on education initiatives. While investment in training may not be top of the agenda for many companies in the economic downturn, the need to boost performance is, explaining in part

service providers’ investment in education. “The pressure to deliver in a recession is even greater,” says Fortune. “The competition is even greater and so the spotlight really is on FMs. “Companies want to make sure their staff are equipped to lead teams and understand clients’ business and grow their own business. The people must hit the ground running and meet the client expectations.” These kind of courses, Fortune says, allow facilities managers to develop a broader view of their discipline and work beyond their own ‘silo’. “Perhaps FM has been the hidden profession, but things are changing and we are also now seeing demand at the younger end of the spectrum,” says Fortune. “We still have work to do in catching up with other professions in establishing FM as a career choice. We need to work with schools and also graduates to illustrate the possibilities for a pathway to a fulfilling, professional career in FM.”

“THE COURSE OFFERS A MIX OF ON-THEJOB TRAINING AND CLASSROOM THEORY DESIGNED TO COVER AREAS RELEVANT TO THE KIER SERVICES DIVISION” www.fm-world.co.uk

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25/4/12 18:01:36

FM OPINION THE DIARY COLUMN JOHN BOWEN

John Bowen is an FM consultant

“DOWN ON THE FARM WE DIDN’T TALK ABOUT MANAGING PROJECTS, BUT THAT’S WHAT WE WERE DOING” RISK MANAG EMEN T

ime taken by planning before beginning a project is an investment as it helps reduce the number of problems arising in the future, says John Bowen

Plan hard, work easy: as a boy most of the male peer group that I learned from had seen action in the military and this expression was an evolution of train hard, fight easy. They indoctrinated me and, later in life as a computer programmer, it became almost a mantra. The practical application of this I first learned on the farm where, as a skinny 13 year old, I would get roped in to help during school holidays. There was a lot of hard,

manual labour involved and so a lot of forethought went into those daybreak sessions over strong tea in the shed: how to make that day, and the coming week, as easy as possible. Not a lot of that sank in at the time, but it is amazing how much you learn without realising it. It was only later that I began to understand just how good that team and its leader had been. Down on the farm, we didn’t talk about managing projects, but

that’s what we were doing, and it was only once I worked in IT and was trained in project management that I could recognise all of those earlier lessons for what they were. One of the people who taught me as a programmer used to say that for every day you spend planning and checking, you’d save a week of pain later and I was to see that come true from both scenarios in later years. Proper planning is a risk management tool: if you invest cost up front, will you save cost later? The answer is almost always yes, but don’t plan it to death or you’ll never start – just do enough thinking about how you are going to use, maintain and work with whatever the outcome will be. As examples, we used to put it

extra cable trays and pulls when we refurbished ceilings on the basis that it saved a lot over time, as well as being less disruptive when extra power or data needed installing. When siting things like panels and isolators, don’t put them where it’s cheap, put them where you can get at them easily and work on them safely. Always think about whole-life cost; making things easy to use and modify or adapt. It may cost a little extra up front to do that, but it is worth it. Whatever systems you put in today, you need to work with while you have them and you’ll probably need to change or extend them later, so think it all through and, most importantly, involve the people who will use and maintain them. So plan hard, work easy – it also saves you money. FM

BEST OF THE WEB Views and comments from across the web BIFM LinkedIn group: Do FMs take water conservation seriously? Rob Farman: Water supply companies normally assume that the volume of sewage is the same as the volume of water consumption metered. Therefore, for each cubic metre of water saved, you also save a cubic metre of sewage and the associated carbon costs for producing potable water and processing sewage, 14 | 3 MAY 2012 | FM WORLD

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as well as sterling costs. Mark Forester: Some simple measures taken can produce huge gains. Restricting velocity of water through taps, using a top-quality urinal sleeve and a retro-fit variable flush cistern onto a WC does not cost thousands. Payback is almost instant in many cases. BIFM LinkedIn group: Have you filed your AC inspection report? New rules affecting buildings’ energy

performance came into force on 6 April. Jason Douthwaite: The Lodgement software has only recently been released. Prior to this each accreditation scheme had its own variation. This has now been standardised. My concern is the lack of buildings that have completed an inspection. Most people I speak to are still totally unaware of these regulations or the F-Gas regulations. David Cocking: All reports

issued since 6 April 2012 must be lodged on the Landmark Register as compliant. However, if the FM commissioned the report prior to that, it may well have been lodged directly with the assessor’s accreditation scheme. FMs need not worry, providing they hold a report issued by an accredited assessor. BIFM LinkedIn group: What is the best resource for keeping up to date with H&S issues?

Steve Roots: The best place to start is the BIFM website or workplace law, www.workplacelaw.net Shaun Carr: www.hse.gov. uk and www.iosh.co.uk proved to be essential to my NEBOSH certification. It also provided a lot of H&S information and legislative guidance. Malcolm Blyth: Look for H&S organisations relating to your particular industry. I work in residential healthcare and the organisation that gives advice on H&S is NASHics. www.fm-world.co.uk

26/4/12 17:44:39

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

BEST OF THE

FMWORLD BLOGS Why do we give office-based staff the worst spaces? Ed Howden, director, Margolis Office Environments How many times have I seen beautiful glass offices being erected along the perimeter of another office, stealing its light and blocking its views? And how many times have I seen support staff given the poky, dark space in the corner? Answer: too many. In a world where money is tight, maximising value is everything and we are all expected to work harder, we must recognise staff. Support staff play a crucial role and are almost always office bound. So why not acknowledge their effort and hard work by giving them the good spaces – even the best spaces? It is absolutely possible to design a space where support staff and directors/stakeholders can enjoy quality space. When you’re refurbishing, take a little time to challenge the norm. Revisit your workplace strategy with two things in mind – productivity and staff happiness. Consider giving them some of the daylight and the views, making their workspace a positive place to be. We’ve all seen the mounds of research conducted on the business benefits of happy staff, so let’s not forget that it’s not all about cuttings costs and hanging on to survival. It’s about succeeding, too.

Cooks and kitchens Matthew Wailling, director, Cordless Consultants. The roles of the FM and IT teams used to be clear cut: maintenance and building issues were the domain of the FM, while all things technology-related belonged to IT. There were separate cooks in different kitchens. Increasingly, however, these lines have blurred – and now some roles have changed hands altogether. Print, for instance, is moving from FM to IT thanks to ‘follow-me’ printing and corporate drives to reduce paper usage. Other areas of operation are now the domain of both FM and IT. For example, AV is now a fully integrated system converged with the IT network and also integrated into FM. So are we in danger of too many cooks in the same kitchen? I believe not. I see this as heralding a new era, where FM and IT are integrated and work together for the smooth operation of a business. Catlin Insurance is a good example of this. In designing the technology for its new London office at 20 Gracechurch Street, a £22 million project refurbishing over 13,471 square metres (145,000 square feet) of office space, it brought together IT and FM from the first visioning exercise to identify the best technologies to support its business. This step informed the entire infrastructure design. Catlin adopted an integrated RFID one-card system covering access control, locker access, cashless vending, meeting room booking and access to refreshments and follow-me printing. The integration of each function into a single management platform means it is easy to modify, has reduced operating costs and, because it streamlines associated processes, has saved time and resources for the facilities management and IT teams. The key to its success was the complete integration and collaboration of the IT and FM teams. Two good cooks, one kitchen.

www.fm-world.co.uk

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FIVE MINUTES WITH NAME: Geoff Lockwood JOB TITLE: Chairman COMPANY: FETA (Federation of Environmental Trade Associations)

I was at a seminar where an official of the Bank of England presented his view of the British economy. He started by apologising – the news is not good in these uncertain times. Our economy is still 4 per cent below the level it was at in 2008. They’ve been comparing this recession to previous recessions and found similarities to the great depression of 1929. But in that recession, the economy recovered within four years; the Bank of England and IMF now say it will be another two years until the economy is back to its 2008 level. With this recession there is a lot of government debt around the world. Many countries’ debt is forecast to grow beyond 100 per cent of their income. Historically, this has been shown to hold back growth. Growth will occur in the emerging markets of Asia, Africa and South America. The trick is to produce stuff these markets want. I wish it was that simple. At the same seminar, Lord Heseltine noted that UK competitiveness is still no better than in the 1990s. Why? Because of an absence of any consistent UK industrial policy. So what is the government doing to help? Last year, it published a document called Enabling the transition to a green economy. It hopes to stimulate the economy through green measures. Is there any direct help in there for our industry? Very little. And no fiscal measures, that is certain. Shall we wait for the government to come up with a plan, such as an industrial policy? Or shall we do something? FETA members already invest and innovate, looking for opportunities in the green economy and lowering environmental impact. FM WORLD | 3 MAY 2012 | 15

26/4/12 17:44:59

FM EVENT FACILITIES SHOW MARTIN READ

efore the advent of the internet, exhibitions performed the simple role of putting prospective buyers in front of prospective suppliers. Today, in the age of social media and our all-round interconnectedness, the best events offer visitors considerably more: networking, training, education, insight and the option of high quality, face-to-face meetings. On the three days of 15, 16 and 17 May, the Facilities Show will prove its educational credentials by offering what organisers claim will be “the biggest networking and shared learning opportunity of the year”. Highlighting the event’s partnership with the BIFM, Facilities Show is providing new CPD and networking opportunities through its education programme, details of which you can see to your right. 2012 will see another record set for the number of organisations exhibiting, necessitating a move to Hall 2 of Birmingham’s National Exhibition Centre in order to accommodate all the additional exhibitors. This has led to the creation of new feature areas and a ‘networking bar’ to sit alongside the BIFM’s CPD Theatre. Another addition to the event in 2012, the BIFM CPD theatre will provide a broad range of CPD and networking opportunities.

Products & Services: Prop IT Trail This zone showcases technology products and services, highlighting the latest developments in CAFM, document management, mobile communications and systems integration.

This month’s Facilities Show offers visitors a comprehensive programme of activity and a record number of exhibitors

GO WITH THE SHOW The Green FM Trail Visitors should head to the Green FM trail to investigate the latest developments in products and services designed to help businesses in their quest to become green and sustainable.

even greater responsibility for energy management. This zone showcases the latest sustainable products and services to help visitors keep up to date with the latest industry developments.

BIFM CPD Theatre Energy Management Zone CRC legislation means FMs and estate managers have

This provides a comprehensive programme of CPD accredited content, delivered in partnership with the BIFM, a response

to the need for the continuing professional development essential for all progressive FMs.

The FMA Village This zone showcases the FMA and a number of their leading service provider members. With a central networking zone, make sure you visit this vibrant new area and find out more about what the FMA and their members can do for you. FM

16 | 3 MAY 2012 | FM WORLD

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EDUCATIONAL EVENTS AT THE SHOW THE FM FORUM DAY 1 FM and the CSR agenda Chair: Martin Read, FM World 11:30 - 12:00 Mobility and cloud services for FM Erik Jaspers, Planon Software 12:15 - 13:00 Case study: Goodison Park Richard Cairns, Everton FC

Nick Shaw, Vision4 Ltd. Simon Esner, BaxterStory. Steve Gladwin, Australis Facilities Management

12:00 - 12:30 Implications of the Renewable Heat Incentive Neil Lawson ,Ardenhame Energy

13:45 - 14:15 Reducing running costs and meeting environmental targets

14:00 - 15:00 FMJ debate: can FM be innovative? Chair: Simon Iatrou, Editor, FMJ

12:45 - 13:30 How do you move your FM career forward?. Andrew Brown, FMX magazine

14:30 - 15:00 Meeting energy challenges Angus Robertson, powerPerfector

15:15 - 15:45 FM and mobile working: how to save £1.5 million Iain MacLachlan, Total Mobile

13:45 - 14:15 Introducing ISO 50001 – what you need to know Tom Whelan, E-Advantage

DAY 3

15:15 - 15:45 Getting the most from renewables Cllr Roger Patterson, West Lindsey District Council

14:30 - 15:00 Helping the public sector take a lead in tackling climate change Paul Smyth, Salix

13:45 - 14:15 Public sector case study: moving forward? Thérèsa Flower, Nottingham City Council

10:30 - 11:15 New career routes in facilities management Sarah Bentley, CEO, Asset Skills

14:30 - 15:00 Retrofitting a PV solution to existing buildings Anthony Hawkins, Bauder

11:30 - 12:00 3 steps to reducing your firm’s carbon footprint Jos Knops, Planon

15:20 - 15:50 Chelsea FC Jamie Gray, deputy facilities manager, Chelsea FC

12:30 - 13:15 Changes in people, culture and behaviour within FM Samantha Bowman and Tom Robinson, BIFM Rising FMs sig

DAY 2 10:30 - 11:00 Finance for FMs – how to build a business case for investment Jim Wilton, Planon 11:15 - 12:00 WiFM panel discussion: the demographic time bomb in FM Liz Kentish, BIFM Julie Kortens, Channel 4 Nikki Dallas, Talent FM Martin Davies, BIFM 13:00 - 13:45 How to win an award Chair: David Wright, Corporate Property Advisers Panel: Joanna Lloyd-Davis, JLD

15:15 - 15:45 The future of the green office Ray Crowley, Verdantix 16:00 - 16:30 Building energy management solutions Ian Ellis, president, BCIA

16:00 - 16:30 The Green Deal and Energy Company Obligation (ECO) Chartered Institute of Building

DAY 3 10:30 - 11:00 Exploiting energy performance contracts Ismena Clout, BIFM

DAY 2

11:15 - 11:45 The Green Deal for Businesses Envirolink

14:00 - 14:30 Pest prevention and control Richard Moseley, BPCA

10:30 - 11:00 Cut costs and carbon through the sustainable use of resources Joshua Sharman, WRAP

12:00 - 12:30 Energy from waste Steve Lee, CIWM

SUSTAINABLE FM ACADEMY DAY 1

11:15 - 11:45 A carbon reduction case study Cal Bailey, NG Bailey

12:45 - 13:30 Energy efficiency and sustainability essentials Moderator: Greg Davies, Assurity Consulting

10:30 - 11:00 Energy management essentials Julius Brinkworth, Power Efficiency

12:00 - 12:30 Sustainable and energy efficient: the future office Tony Rooke, Logica

13:45 - 14:15 Implications of the Renewable Heat Incentive Neil Lawson, Ardenham Energy

12:45 - 13:30 Energy management: what works... what might work... what doesn’t? Moderator: Tony Rooke, Logica

14:30 - 15:00 Shifting culture and behaviour Delphine Wolfe, National Energy Foundation

11:15 - 11:45 Energy performance contracts Ismena Clout , BIFM

FM WORLD | 3 MAY 2012 | 17

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FM EVENT FM & PROPERTY EVENT, CELTIC MANOR Above and below: delegate listen in on the conference sessions

SUSTAINING INTEREST Martin Read reports from the FM & Property Event, where sustainability issues topped the list of topics under discussion An audience of property professionals of all ranks arrived at the Celtic Manor resort in Newport, Wales, on Tuesday 15 and Wednesday 16 April to hear a selection of their peers discussing the FM and property issues of the day. The opening keynote session on sustainability confirmed that the subject is still one of the most significant issues for facilities and property managers despite the past two years of economic hardship. Speaking at the session, Dixon Retail’s head of UK store facilities Jake Ronay cited as evidence his previous experience as renewables programme manager for Tesco, which conducted a major energy reduction programme despite being in “in the teeth of the recession”. But Ronay also suggested that for many firms the success

18 | 3 MAY 2012 | FM WORLD

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of sustainability initiatives will continue to be judged on the speed at which pay-back on investment begins. “Businesses whose projects are based on technologies offering pure carbon benefits rather than more immediate energy savings may find it more difficult to get sign-off,” said Ronay. Vodafone’s David Fry pointed to projects undertaken at his company’s Newbury office, where occupancy levels across the campus have been increased by nearly fifty per cent. “We’ve introduced extensive video conferencing facilities,” said Fry, “and now discourage people from travelling. After they’ve made first contact, we ask our people to carry out future communication with that individual over video conference.” Speaking in his capacity as

director of group property services at Hallmark Cards, BIFM chairman Ian Broadbent said that pressure for sustainability initiatives for his business came largely from the grocery channels through which Hallmark’s products are distributed. Broadbent also questioned the many changes made by the government to its Carbon Reduction Commitment scheme, with panellists concurring that the scheme’s evolution into what is effectively a tax would at least lead to its acceptance as such.

Sign of the times In an illuminating session, Karl Pedder, global head of FM at Standard Chartered Bank, spoke about how an increasing number of corporates in Europe and Asia were embracing outsourcing models and that, subsequently, ”the demand for CRE talent is growing in emerging markets. Different and wider skill sets are increasingly required.” Alastair Young, head of property, Europe at KPMG, spoke about the process his company went through when,back in 2010, the company migrated workers from its city of London base to a new, purpose-built office at 15 Canada Square in Canary Wharf. Some key trends in workplace design emerged during the process. “Breakout areas are seen as the way forward,” said Young, “and while you can talk about openplan space versus office space, open plan only works when it’s supplied alongside breakout space, project rooms and quiet

rooms. An entirely open plan space would not prove effective.” Young spoke of a CRE future based on shorter term leases and the introduction of ‘social hubs’. He also coined the term “PIT” to describe a ‘place to integrate and train’, where meetings could be held in a relatively open space. Perhaps most intriguing were Young’s comments on the flexible working habits of the Canary Wharf staff who, despite the choice of working from home or commuting, prefer to travel into the office. “We’ve got statistics that show that even those who are based close to where the office is prefer to travel into the London office,” said Young. Jonathan Jones of Selex Galileo spoke about the thorny issue of developing relationships between corporate clients and their outsourced FM provider. Citing his company’s project to using ISS as its total FM provider, Jones spoke about the company’s move from single-site FM contracts to total FM through a single provider nationwide. “What we really underestimated was the time necessary for the transition,” said Jones. We put six months in place to move from the old, siloed approach to TFM, but it wasn’t enough. Cultural change, and building that partnership, took longer. But one thing we didn’t lose was ownership. Our FM staff are always seen as being part of Selex Galileo, not iSS. We retain ownership.” The next FM & Property Event takes place this autumn. FM www.fm-world.co.uk

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FM WORLD | 3 MAY 2012 | 19

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FM CASE STUDY CYCLING SIMON WICKS

SOCIAL MOBILITY Britain’s cycling revolution is shifting into high gear. What preparations are you making for your workforce?

ven in a recession there are success stories. Take cycling, for instance: until the mid2000s, cycling had been in decline in the UK for half a century. The increasing affordability of cars and transport policies aimed squarely at motorists pretty much put paid to the humble bike as a convenient way of getting around. But now it’s undergoing something of a revival. In 2010, there were 28 per cent more bikes sold (3.7 million) in the UK than in 2009 and 1.3 million new cyclists. According to The British Cycling Economy, a comprehensive report into the economics of cycling in the UK, there were 13 million adult cyclists among us by summer 2011 – and almost eight million were more than just occasional riders. This is still far from the bike’s early 1950s heyday or the ingrained cycling culture of the Netherlands, where one

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in four journeys are taken by bicycle. But the government now freely promotes cycling as an antidote to a range of social ills, from congestion to obesity, in its transport, health and environmental planning. Investment in public cycling infrastructure is increasing, too, through initiatives like the £560 million Local Sustainable Transport Fund (LSTF). The once-neglected bicycle, it seems, has become a means to freewheel towards a more enlightened future. And workplaces, the advocates feel, have the potential to become enabling hubs in the social and physical networks that will support this change in culture. But how? And why should they?

Workplace facilities The British Cycling Economy identifies two basic incentives for employers to develop cyclingfriendly workplaces. The first is

that there is a growing army of 3.2 million cycle commuters in the UK and thus a growing demand for parking and showers. The second is that cycling slots fit into the corporate social responsibility agenda as a clean form of transport and a contributor to employee wellbeing. The report’s author, Dr Alexander Grous of the LSE’s Centre for Economic Performance, also argues that cycling has a straightforward economic benefit for employers: research suggests that cyclist take one less sick day per year than non-cyclists, which could equate to a saving of £600 per cyclist per year – or £128 million across the UK economy at large.

“Cycling falls 100 per cent within the bulls-eye of facilities management,” says Grous, whose latest research into the promotion of cycling will be published this summer (see ‘What gets people cycling to work?’, right). “The number one reason for cycling to work is that you have a shower and changing facilities at your destination. Where companies put in showers, they get an additional 2-10 per cent of the workforce taking up cycling.” When both showers and cycle storage are available, Grous says he’s found firms where as many as one in every six staff will ride into work. But while he’s finding a will among organisations to support cycling by employees, there are www.fm-world.co.uk

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CYCLING

“One employee brought his parents into the office during their visit to London. He was so proud of where he worked, he just wanted to show it off”

MOTIVATORS

WHAT GETS PEOPLE CYCLING TO WORK? r Alexander Grous has identified the four major motivators that get employees to commute by bicycle rather than car or public transport: 1. Somewhere to change and shower 2. Somewhere to store their bike securely 3. Safety en route to work and back 4. Proximity to the workplace.

barriers, especially among smalland medium-sized enterprises. “Maybe 10 per cent of the businesses I’ve spoken to said they were planning to spend on facilities or put them on their agenda. No organisation said to me ‘We won’t do it’,” he explains. “What they did say, though, was that they were budget-prohibited or space-prohibited.”

Cycling infrastructure Beyond workplace facilities, employees feeling safer on the roads and short commuting distances would also encourage them to commute to work by bike. These may seem beyond the purview of facilities managers, but Grous and www.fm-world.co.uk

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others would argue otherwise. “Organisations can influence the services and structure around them,” says Graham Titchener, the i Travel York programme manager for the City of York Council. “If there’s a collection of businesses at a destination that might want more investment in the cycling infrastructure, any local authority worth its salt will fill in the gaps.” From 2008-2011, York was one of 18 English towns and cities that received a share of £140 million in match-funding from the Department for Transport, the Department for Health and Cycling England under the Cycling Cities and Towns (CCT) initiative. Most of

However, where companies fail to promote their facilities to staff, cycling rates remain low. For Graham Titchener of York City Council, the biggest challenge is simply getting people on a bike. What he found during the Cycling Cities and Towns project were three key ways to change employees’ commuting habits: 1. Bike loan and discounted purchase schemes 2. Safe cycle training 3. Raising awareness of cycle routes Of these, loan and discounted purchase schemes have perhaps had the most dramatic impact in the UK. Some 400,000 people have bought tax-free bikes through their employer via the independent CycleScheme since 2005, for example. York’s own ‘Challenge for Change’ saw 85 per cent of participants buy their bike at the end of a three-week loan. “Habit change goes from being against it, to awareness of it, then curiosity about it and then trying it out. And then there’s social acceptance and culture change,” says Titchener. FM WORLD | 3 MAY 2012 | 21

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FM CASE STUDY CYCLING SIMON WICKS

In 2010, there were 28 per cent more bikes sold (3.7 million) in the UK than in 2009 and 1.3 million new cyclists

SHUTTERSTOCK/ALAMYSAM KESTEVEN

2010 this money was spent on creating cycle routes, setting up cycle schemes and promoting cycling. But the authorities also worked with businesses and many provided some match-funding to help install facilities – sometimes with surprising results. Titchener himself cites the example of a £2,400 grant to Aviva that triggered tens of thousands of pounds of further investment by the company across three sites. However, the CCTs mainly focused on stitching together businesses and the facilities, services and incentives that were being created around them, such as cheap bike training, personal travel planning and award schemes for cycle-friendly employers. The results have shown what is possible with a co-ordinated approach. In York, for example, where Titchener worked with influential employers, Nestlé had to quadruple its number of cycle racks. One in six of the city’s population now cycles. In Bristol, where transport planning officer Philip Wright worked with SME businesses, there was a 48 per cent increase in cycling from 20072011 and cycle journeys now outnumber bus journeys in the city. Wright cites renewable energy consultancy Garrad Hassan, where two-thirds of the workforce now cycle after the company decided to promote cycling and install facilities during an office move. Such ‘transitions’ give organisations good opportunities to change their own – and their employees’ – habits, Wright feels. But Bristol has barely scratched the surface. “We had the best part of £23 million and we thought we would be able to do everything we want to do,” he admits. “But in fact we’re nowhere near. A lot of it is simply building infrastructure.”

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CASE STUDY

According to The British Cycling Economy, a comprehensive report into the economics of cycling in UK, there were 13 million adult cyclists among us by summer 2011 – and almost eight million were more than just occasional riders

Cycling infrastructure in most of the UK is either poor or nonexistent. Even though the LSTF is now available, government still commits less than one per cent of the national transport budget to cycling, many local authorities sit on the fence and there is scant support funding available to employers themselves. These are major limiting factors for organisations that need to feel they can slot into a wider infrastructure in order to achieve their cycling goals.

Are the incentives strong enough? Nevertheless, demand from the UK’s millions of cyclists is there. There are examples of the private sector stepping in to plug a gap – such as the Dutch-style secure bike storage and hire facility next to Leeds railway station or the H2 gym in London, where showers are also available – but these are few and far between. “We are where the Netherlands was in the 1970s, where they had congested cities and high child mortality through road accidents,” says Wright. “They put a long-term strategy in place. That’s where you need brave politicians – someone to stand up and say ‘We’re going to do something about this’. People won’t necessarily agree with it because we’re very car-centric, but in 20 years’ time they’ll say ‘Yeah, you were right’.”

In most parts of the UK, the onus is on employers themselves to create cycle-friendly environments. But are the incentives strong enough? Where’s the return on investment? Aside from reduced sickness absence, Grous says cyclists tend to arrive earlier at work and leave later, to avoid peak traffic. He’s also calculated that cycling was worth £2.9 billion to the economy in 2010. Duncan Young, sustainability manager at Lend Lease in London (see ‘Cycling is the new golf’, right), argues that the exercise improves productivity. “The main thing for us is the health and wellbeing of our employees,” he says. “We believe that healthy employees are more productive.” Employee engagement and retention, public profile, reduced carbon footprint and fulfilling corporate social responsibility are also frequently cited as reasons for employers to enable cycling. There’s not a single clinching argument, but rather an accumulation of benefits that are not necessarily easy to measure. Perhaps Grous himself will provide the answer in the summer. For now, though, he’s confident that awareness and promotion of cycling are improving: “I’m seeing a huge change from where we were five years ago,” he says. FM Simon Wicks is a freelance writer specialising in business issues

CYCLING IS THE NEW GOLF hen property design, construction and management company Lend Lease moved into a new London office close to Great Portland Street, it refitted the building to encourage higher rates of cycling among employees. Its basement car park is now exclusively for bikes, with racks and lockers for 50 cyclists and a secure swipe card system that enables the firm to monitor its use. There are shower/changing rooms for men and women, with further lockers, and the firm even supplies fresh

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CYCLING

‘BORIS’ BIKES ransport for London (TfL) introduced its Barclays Cycle Hire (BCH) scheme in July 2010 in an attempt to make London the “greatest big cycling city in the world”. Initially, 5,000 bikes and 315 docking points were in operation; this has since grown to some 8,000 bikes and 570 docking stations. Users are charged an initial access fee for a key to unlock bikes, followed by usage charges on a pro rata basis. Interest proved widespread with over 1 million rides within 10 weeks of its inception. Today, 37,000 people have membership accounts and casual users, who hire by swiping a credit card at a docking station terminal point, numbered 240,000 in July of last year. About 20,000 hires altogether are made each weekday and 13,00015,000 at weekends. The scheme is operated by Serco.

Extension Westwards and global developments TfL’s cycle hire currently covers a wide area including all of Tower Hamlets and North Shoreditch in Hackney, Westfield in Shepherd’s Bush, Bethnal Green, Canary Wharf and Mile End. There are proposals to expand the area westwards to Wandsworth, Hammersmith & Fulham, Lambeth and Kensington & Chelsea. Newcastle introduced a similar, private scheme in July 2011, and New York City is expected to roll out a sponsorship-funded system with no burden on taxpayers (Londoners paid a £140 million subsidy).

Duncan Young (top left) has driven a range of initiatives

towels. In addition, Lend Lease’s bicycle user group (BUG) arranges cycle training, maintenance classes, runs a ‘bike buddy’ scheme for new cyclists and organises cycling events. There are now 50-plus cyclists among its 500 London employees. “Healthy employees are more productive,” says sustainability manager Duncan Young, who has driven the initiatives. “We even have low GI muesli in our canteen, which aids energy release and lifts the mood. “We know that there’s going to be an increase in demand for cycling so we’ve put the infrastructure in now. For us, the cost was just part of the costs of the fit-out, which was a significant investment. But you might ask, ‘What’s the cost of retaining good people?’. If you reduce churn, it more

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than pays for itself and if you design your workplace for its occupants, you become a more productive business.” There are other business benefits: “The BUG is another way to share information and when we do cycling activities it becomes business engagement again, with people from different departments getting together. We’re finding that companies are even organising cycling challenges rather than golf days. “This is how businesses will operate in the future and what we do here we’ll take into our developments elsewhere. It fits well with me as a sustainability person because it’s low carbon and it brings people down to a normal speed. But without the right infrastructure, it’s very hard to achieve that outcome.”

‘Boris’ bikes: About 20,000 hires are made each weekday and 13,000-15,000 at weekends.

FM WORLD | 3 MAY 2012 | 23

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FM FEATURE FM AND HR KEVIN STANLEY

W A CLOSER

FIT

ILLUSTRATION: MITCH BLUNT

FM and HR aspire to a similar goal – showing evidence of strategic value to their organisation. This, and much more, can be achieved where the two departments work closely together, finds Kevin Stanley

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hen you think of it, an organisation’s human resources and facilities management departments should already be closely aligned. Both are required to meet businesses goals and support an organisation from an operational and legislative perspective. Opportunities for crossover and common cause between the two departments seem legion. Indeed, HR already has a key role to play in the delivery of FM. Whether contracted out or delivered in-house, both FM and HR are about people delivering services to the business; the teams on the ground making a positive impact on organisational efficiencies. And there are clear areas of business where HR and FM can, and should, work effectively together to achieve positive results. Handling processes, with TUPE (Transfer of Undertakings, Protection of Employment) an obvious case. “HR professionals do get involved with FM professionals when working on processes such as TUPE, to help with legal obligations,” says Ali Moran, HR associate for workplace law and chair of the BIFM’s people management special interest group. “Collaboration in this area can ensure that new employees transition into the business in an appropriate way as well as ensuring good change management and communications,” she continues. It’s vital, then, that the FM team has the ability to respond appropriately and sensitively to changes, recognising the time and skill involved in issues such as mobilising a new workforce. HR needs to involve itself in this too. Flexible and agile working procedures also require effective collaboration between HR and FM. Phil Ratcliffe, managing director of Procore, believes

that this is one of the main areas where there is an overlap. “The market has been pushing a model of flexible working, as this is where corporate real estate, IT and HR come together,” he says. Yet, in general terms, he doesn’t believe that HR and FM are working effectively together. “We must provide an environment for our workers to do their work in. Organisations must provide the right environment for them. Global companies have taken on the idea of flexible working and driven it, but it’s rarely the HR department making the effort. It’s mostly real estate departments, often HR doesn’t come to the table,” says Ratcliffe. “FM and HR should work together in order to enable workforces to work more productively and efficiently. Conversations may occur in some companies at a senior level, but operationally www.fm-world.co.uk

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FM FEATURE FM AND HR KEVIN STANLEY

and tactically, collaboration is often invisible – even in the enlightened organisations.

Ships in the night Experience suggests that interactions between FM and HR tend to be rare. You have to ask the question: what does a modern HR department think its job is? HR staff think that they are responsible purely for hiring and firing, payroll, appraisals, employee development and employee benefits. And because they see their roles as being defined in this way, which is quite narrow, they don’t see a link to FM, says Ratcliffe. Ratcliffe believes HR and FM do work effectively together in many of the more basic functions, such as employee information and statistics, security clearance, recruitment and attendance and sickness. Yet he believes that there is a disconnect at the higher levels of involvement. Having worked on the Workplace 2020 project (which aimed to tie FM, HR and IT together as the holy trinity of departmental integration that would encourage business development and growth), Ratcliffe is still sceptical of the involvement of HR departments with the other departments. “Very senior people have got together on the Workplace 2020 project to look at certain aspects of their industry, including flexible and agile working and how to improve productivity. However, 80 per cent are FM, global and corporate real estate and property professionals. The HR professional is sadly under represented in this particular project,” says Ratcliffe. Tony Sanders, managing director – commercial, for FM service supplier Interserve, agrees. “An effective working partnership between HR and FM departments can pay dividends,” says Sanders. “Collaboration should not be 26 | 3 MAY 2012 | FM WORLD

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confined to managing day-today employee issues such as underperformance or sickness, but should be focused on developing important people-skill sets.” He cites communication, customer relationship skills and core management techniques as examples of key competencies. This, he explains, leaves HR free to focus on the strategic development and wider issues that will help the facilities team to concentrate on the long-term, “helping to deliver efficiencies for the future and not just for today.”

Separate but equal? The good news is that there has been a definite change over the past five years or so, according

to independent FM consultant, Jane Bell. “Historically FM was something of the ‘poor relation’, having to make its own way with recruitment, learning and development with little or no help from internal specialists. There has been a noticeable increase in the number of organisations with an HR and/or learning and development representative either attached to FM or working alongside them from a central team,” says Bell. “The change has coincided with the tightening up of work processes within HR and a desire from within FM to become more professional. FM IS now recognised as a legitimate function, and IS being engaged by HR more than ever; there is now

a better recognition of what each side can bring to the process. FM has finally been taken into the corporate family.” Collaboration between the departments is clearly happening in some companies and not others. Yet the impetus is in place; both parties have valuable expertise to feed into effective planning of strategies, learning and development, people management, change management and effective communication. There is a great benefit to the HR professional in understanding what the FM professional needs from them – and indeed, the reverse is also true. “HR professionals can only really provide the right level of service if they have an understanding of the challenges and imperatives of what the FM is working to, and the objectives and barriers they may be facing,” says Moran, He suggests that, from an FM perspective, in terms of looking at outsourcing or insourcing, HR can provide valuable experience and expertise to do it in the most effective way possible. “HR can help FM to understand the due diligence procedures and costs,” he says. “On a day-to-day basis, HR can support and guide the FM and help to up-skill their teams. “When HR and FM work together, there is a win-win situation. If the two departments can share information, the FM team will be able to more effectively deliver what the client www.fm-world.co.uk

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FM AND HR

needs, which is everyone’s desired best outcome,” concludes Moran. Bell suggests that part of the problem is that, like other departments, the HR profession views FM in a certain way. “Typically, HR professionals may view themselves as advisors to a wide range of management teams in organisations,” he says. This contrasts to the role of the FM professional, which can be more complicated because it covers such a diverse range of technical and professional areas. “The role of the FM professional may seem daunting to HR professionals although essentially the people management issues are the same,” says Bell. “In many instances FM is still playing catch up on some aspects of HR practice – notably job design, recruitment and succession planning. HR managers don’t yet always have the depth of knowledge and experience of FM to offer advice directly on industry standards and benchmarks for jobs and employment.” Bell explains that specialists are often called in where expert advice is needed.

Common ground In general, there is a trend towards the two disciplines working more closely together, with the common theme being both disciplines’ attempts to establish their strategic value to the wider organisation. HR professionals are increasingly www.fm-world.co.uk

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“Both parties have valuable expertise to feed into effective planning of strategies, learning and development” tasked with finding effective ways of measuring and demonstrating strong human capital performance. Here, there are obvious parallels with FM – which is, after all, essentially about people. HR professionals must work to integrate themselves fully into all of the departments of their organisations and with their FM counterparts, suggests Tony Sanders. “HR and FM can be very closely aligned and this can be attributed to two areas of similarity, which creates natural synergies between the departments. First, both an external facilities management team and its HR counterpart are working in a service capacity.

Second, both departments are focused on the effective management of people – whether that is through the direct HR function of recruiting, training and developing staff or via the facilities role that ensures the effective management of the working environment,” says Sanders. “HR should be communicating regularly to keep employees abreast of any changes or challenges the business faces, as well as any successes. “To support this and to help deliver sustained growth, it is important to put the right facilities managers in place.” Sanders sees FMs as the ‘people on the ground’ who can manage the day-to-day running of an

office, factory or estate, leaving the business free to focus on its core activities. “We’re seeing increasing numbers of clients moving to a one-team approach where the traditional boundaries between employee and service provider are merging. Today, it is much more about helping a client to deliver its business outcomes and creating a flexible working culture where facilities staff integrate seamlessly into the clients’ operations.” While this bodes well for the future, it also suggests both HR and FM professionals may need to reassess the role they play in their wider organisations, learning where necessary to work together as a more cohesive unit. FM FM WORLD | 3 MAY 2012 | 27

26/4/12 17:36:50

FM MONITOR VICKY KENDRICK

ENERGY UPDATE TAKIN G CON TRO L O F EN ERGY US E

icky Kendrick of specialist recruitment V company Allen & York looks at the many initiatives incentivising businesses to take control of their energy Fuel prices Overall energy prices, boosted by tensions in the Middle East, jumped 2.6 per cent in January. Concerns about supply disruptions resulting from any possible military confrontation between Iran and the West have also pushed up prices recently. This is one of many developments that have led to a call for business to be more decisive and pro-active in their effort to take control of the energy use within their buildings. A recent report by the University of East Anglia (UEA) calls for a new EU target of a 40 per cent reduction in primary energy demand by 2050 (the current target is 20 per cent by 2020). The UEA claims that the EU is currently on target to achieve half of its current 20 per cent target and that it is not sufficient to meet the necessary levels of energy efficiency required. The report shares a view long held by Allen & York that economic growth is consistent with a reduction in energy demand and a more sustainable approach to urban design. Buildings are responsible for 40 per cent of EU GHG emissions and the efficiency of new and existing buildings will play a key role in reducing global greenhouse emissions, moving us closer to these ambitious targets. Energy manager jobs Allen & York has a number of energy management jobs at multi-sited organisations to work on large scale energy reduction projects. These consultants are in demand 28 | 3 MAY 2012 | FM WORLD

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to implement energy saving projects throughout the lifecycle of the building, from design to build, through to the day-to-day management of the offices. Buildings are responsible for almost 50 per cent of the UK’s energy consumption and carbon emissions. How we light, heat and use our 25 million buildings all contribute to this and even small improvements could have a huge effect on reducing consumption. The UK government launches the Green Deal in the autumn with the aim of helping both businesses and householders by offering approved loans equal to the amount of energy it is estimated they will save. The scheme is predicted to support an estimated 65,000 jobs by 2015. The Green Deal joins a growing government sustainability portfolio that includes the EU Emissions Trading System, the Climate Change Levy, climate change agreements (CCAs) and the CRC Energy Efficiency Scheme. Low carbon design As well as managing the energy within an existing building, there are also new and innovative opportunities at planning and design stage. More and more flagship buildings are being designed to a low carbon, energy efficient specification, for example: The Guardian newspaper’s building in Kings Cross, which is built over the canals to incorporate the water within the building’s air conditioning

system; the RES Group‘s awardwinning site Beaufort Court in Hertfordshire, which incorporates on-site renewable heat and power installations (including a wind turbine, solar panels, biomass crops, underground heat store and natural groundwater cooling system); and London’s newest green building the ‘Crystal’, a landmark green building that showcases the latest energy efficiency technologies from around the world and acts as a knowledge hub for sustainable urban engineering. Shaped like a crystal, the building will open this summer at Royal Victoria Docks, close to the Olympic Park. The £30 million building has been described as “a flagship” for the Mayor of London’s planned Green Enterprise district – 48 square kilometres of land stretching across six East London boroughs intended to position the capital as a centre for low carbon business. The Crystal will be a prime example of an energy efficient building for many businesses around the world. It contains office space for over 100 desks for professionals to share knowledge and collaborate on sustainable city projects, but it will principally be a visitor attraction showcasing the best in the world’s technological advances in urban sustainability. Key technologies used in the green landmark include high performance glazing across the entire façade of the 7,000 square metre building, 1,580 crystalline photovoltaic panels on the roof, energy efficient lighting and smart metering, rainwater harvesting, efficient appliances and ground-source heat pumps. The green technologies implemented in the Crystal, The Guardian HQ and RES Group’s Beaufort Court will help inform

future sustainable design and improve the energy efficiency of modern architecture. These projects give a strong message to commercial business to embed energy efficiency and low carbon design into their growth strategies. Retrofit energy saving There is also huge potential for energy efficiency in buildings that have already been built without the benefit of good sustainable design. The energy saving potential for existing buildings through retrofitting is 15-30 per cent and the UK building retrofit market is expected to increase from a £200 billion to a £500 billion industry over the next 40 years, according to the Institute for Sustainability. The newly established Energy Efficiency Deployment Office (EEDO) has been set up to drive a step change in energy efficiency. The EEDO is in the process of developing the government’s energy efficiency strategy (to be published by the end of 2012), including identifying further potential for energy efficiency and the implementation of efficiency initiatives. One of these, ‘The BIG Energy Upgrade Programme’ launched earlier this year, is a large-scale project to deliver the installation of energy efficiency measures and renewable energy to houses in Yorkshire and the Humber. The evidence derived from these retrofit installations will support the activities of the EEDO and hopefully see the roll-out of nationwide schemes. The push by government and business to improve their energy efficiencies will lead to an increase in career opportunities within the built environment and energy jobs market, including planners, architects, engineers, energy managers and FMs. FM www.fm-world.co.uk

26/4/12 18:00:33

Court Report CIP PROPERTY (AIPT) LTD V TRANSPORT FOR LONDON, LONDON UNDERGROUND LTD, DERWENT VALLEY CENTRAL LTD [2012] EWHC 259 (CH)

Rights of Light and Injunctions THE ISSUE

A right to light is a form of legal easement enjoyed by a property not to have the level of light received by its windows restricted beyond a certain threshold. The right is usually established by demonstrating that the property has had the benefit of over 20 years of uninterrupted access to light, and can be acquired under the Prescription Act 1832 or under the common law. In densely populated conurbations, rightto-light disputes are increasing. BACKGROUND

CIP Property (AIPT) Limited (the claimant) owns 20 Soho Square and 5 Falconberg Mews, which overlook Tottenham Court Road Underground Station (the station). Transport for London (the first defendant) and London Underground Limited (the second defendant) together own the station, which is being redeveloped as part of the Crossrail Project. Derwent Valley Central Ltd (the third defendant) has the right to develop the site above the station (the development) following completion of Crossrail in 2017, pursuant to a conditional pre-emption agreement with the Secretary of State for Transport. Between 2007 and 2009, plans on the development began and the third defendant held talks with Westminster City Council and the claimant. In April 2011, the claimant

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sent letters before action to the defendants seeking confirmation that the site would not infringe its rights. In May 2011, the claimant commenced proceedings for a declaration that the defendants were not entitled to obstruct its rights to light and an injunction to restrain them from doing so. ARGUMENT

In November 2011, the defendants jointly applied for summary judgment contending that the claim should be dismissed because it had no prospects of success. The defendants submitted that the claimant’s case was bound to fail on several grounds. First, the third defendant did not yet own the site and might never do so as a result of the conditionality in the pre-emption agreement. Second, the first and second defendant, who owned the relevant land, did not have any plans for the land that might infringe the claimant’s rights. Third, no planning permission had been granted in relation to any potentially infringing works. Fourth, there was no immediate threat that would justify the grant of the remedies sought. The defendants’ expert witness argued the development was “embryonic”, the planning process was lengthy and allowed for alterations to be made, and the claim was premature. INITIAL HEARING

The claimant argued that summary dismissal was not appropriate.

First, there was a present dispute requiring adjudication, which was that the defendants had submitted that they were going to contest the whole of the claim including the assertion of rights to light. Second, while the development was not in final form, its scope had not been altered since the defendants had learned of the claimant’s rights to light in 2009. Also, they argued that the changes necessary to prevent the claimant’s light from being obstructed would require a reduction of the development of over 13,099 square metres (141,000 square feet), which might affect its commercial viability. In addition, as pre-trial negotiations had not been fruitful, the court should intervene to prevent time and money being spent on a development that might flounder on rights to light claims. Finally, the claimant was concerned that the defendants would argue it had acquiesced to its plans. DECISION

The judge ruled in favour of the defendants, granting summary judgment and dismissing the claimant’s action. With regards to the first and second defendants, the claimant’s claim had no prospects of success. While they owned the overground site, they had no proposals for developing it, they had not threatened to infringe the claimant’s rights to light, nor

had they accepted that the third defendant could do so. There were therefore no grounds on which to grant the remedies sought. The judge held that the claim against the third defendant was misconceived and that there was no immediate threat that could justify the award of an injunction or declaration. It did not own the land, the pre-emption agreement was conditional, and the earliest the development could infringe the claimant’s rights was 2017. Given this timing, it was impossible to outline the extent of the development, particularly given the intervening period. IMPACT

Injunctions or declarations sought prematurely will not be granted. The judge in this case said he suspected the “real reason” for the claimant’s premature actions was fear of the defendants alleging the defence of acquiescence in five years’ time ● Landowners wishing to assert their rights of light need not issue proceedings in order to protect their position. As long as they communicate concerns to the developer formally, a developer could not argue that the landowner had acquiesced to their rights being infringed. ●

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

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26/4/12 17:46:26

FM MONITOR ROGER BULKELEY

TECHNICAL

Roger Bulkeley is sales and marketing director at UKDNWaterflow

DR AINAG E MA I N T ENA N CE

rainage problems can render premises unusable, yet it seems many FMs are taking an ad hoc approach to managing this area. Roger Bulkeley talks us through why rationalisation might be the key

Whether it is an office, gym, or retail outlet that you are managing, its drainage infrastructure will be in constant use and therefore prone to occasional breakdown. Untreated blockages caused by fats, food or sanitary towels being flushed down the toilet or sink will lead to fractures that in turn lead to pipes collapsing. Root ingress and pressure from vehicles above road level can also lead to pipes breaking. These intermittent failures can be extremely disruptive for businesses, rendering premises unusable, or, at the very least, deeply unpleasant places to be. However, the relatively infrequent nature of serious drainage problems means that many of the FM companies we have worked with tend to engage a drainage supplier on a reactive basis. This approach means that facilities managers miss out on the many real cost and efficiency savings that can be achieved by taking a systematic approach and rationalising the drainage supply chain. Logic prevails Maintaining consistency of quality across several different premises or geographical areas can be a significant challenge for facilities managers. Establishing and maintaining standards of service from a 30 | 3 MAY 2012 | FM WORLD

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patchwork of local suppliers is notoriously difficult – different billing methods create budgetforecasting issues across regions, and problems can arise with infrequent supplier contact. By contrast, streamlining activity so just one national supplier is used means that billing can be centralised – and is often cheaper – and standards set across all regions. Because a good national supplier will have set customer service and delivery KPIs across its business, facilities managers can be confident that the same high levels of performance are being received from suppliers across the board. Healthy competition An argument against rationalisation is that by essentially allowing a provider to have their own ‘mini monopoly’ in a business, its service and costs will become uncompetitive. Usually the opposite is true. Contracts to supply services to several premises, sometimes nationally, are highly sought after and providers know that they have to deliver the most competitive package in order to find and keep hold of these agreements. This can be contrasted with the mindset of a smaller supplier who, with no guarantee of sustainable income and now a substantial contract to protect, may be more inclined towards price inflation.

Enhanced capabilities Larger providers are more likely to comply with the Water Research Centre’s (WRc) drainage repair bible, Drainage Repair Book, which defines the Association of British Insurer’s (ABI) adopted industry best practice for drainage investigation and repair and ensures that only work that is absolutely necessary will be carried out. They’re also going to be adept at dealing with drainage problems such as the use of ‘no-dig technology’. This innovation in drainage services resembles keyhole surgery, allowing for a localised repair to take place without the need for invasive excavation work to take place. A high-pressure jet is used to clean the drain or sewer before a CCTV camera is put down the drain in order to ascertain the level of damage and diagnose the most appropriate method of repair. The two most common types of no-dig repairs are ‘cured in place pipe’ (CIPP) lining, either for the full length of the sewer or drain, or a part-length ‘patch’ repair. A CIPP lining is a repairing pipe in the form of a flexible tube impregnated with a resin, which is placed and inflated within the original ‘host’ pipe. This then produces a new pipe within the host pipe after the resin cures. A full-length repair will run from manhole to manhole, while a small patch can be placed for a more localised

affected area. Neither of these methods involve digging up the pipes or surrounding areas, meaning that disruption to businesses is minimised. Preventing problems Working with a single supplier can also mean more resources on the supplier side to help develop a tailored drainage strategy for your business. A good drainage provider will not only be able to provide guidance to employees about how to lessen wear and tear on drainage, they will also be able to identify the key drainage pressure points for your business and recommend maintenance work that will save money in the long run. Similarly, regular preventative drainage ‘health checks’ for buildings can be included as part of a contract. These are key, not only to help eliminate ongoing drainage problems such as blockages, but also to ensure that more serious drainage problems – such as subsidence - are detected in good time. Streamlining the process Simplifying processes, streamlining costs and putting together preventative and contingency plans is the bread and butter of any good facilities manager. Rationalising drainage suppliers is one way of achieving this, as well as ensuring that your building’s pipes and sewers are in the hands of experts. FM

“Contracts to supply services to several premises are highly sought after and providers know that they have to deliver the most competitive package” www.fm-world.co.uk

26/4/12 15:24:03

FM MONITOR STAN MITCHELL

STANDARDS

Stan Mitchell is chair of the BSI’s Facilities Management Committee

THE D EVELOPM EN T O F STA N DA R DS I N FM

wo recent developments will have an influence on the way future standards affecting facilities managers are developed

The Government Property Unit (GPU) Facilities Management Team As part of the government’s austerity measures, it was recognised that an opportunity existed to review the government property portfolio – not just how it could be rationalised, but also how it could be better utilised. The result was the creation of a Facilities Management Category Team within the GPU. This team is led by Deborah Rowland, along with the support of Belinda Mather-Derrick, Duncan Hurd and Roy Evans, all of whom are involved and contribute to the existing BSI Facilities Management Committee in order to gain from, and contribute to, the wider work of the committee. During 2011, the team launched an initiative to bring some standardisation

initially to the Office Estate of all Central Government Departments. The approach taken by the team was to create an FM standards working group using FM professionals already active within the sector. The team, in addition to its connection with the BSI FM Standards Committee, has also reached out to existing FM partners and private sector organisations that have been able to demonstrate significant efficiencies in adopting an FM approach to the management, maintenance and operation of their facilities. The FM Services standards document has been endorsed by the FM category board – the governing body of the FM team – the result of a wide consultation process both internally through the working group and externally through engagement with

25th-26th June 2012 Heythrop Park, Oxfordshire

suppliers and industry bodies. Further work is to be done around establishing a set of core, high-level KPIs, focusing on the critical requirement of government departments that will underpin the standards and provide clarity for future procurement of FM service contracts. One of the main drivers underlying the development of the standards was to improve and provide better quality data. By implementing a consistent approach to the application of these standards, it is hoped that future management information and data collection will become easier and more transparent, with the ability to accurately benchmark against like for like services and identify areas where cost savings can be made. ISO TC 267 Facilities Management In 2011, the British Standards Instutute (BSI) submitted a proposal, with support from the BIFM and Global FM, to establish an ISO Committee for Facilities Management. This proposal

was accepted and the committee formalised under the guise of ISO TC 267 Facilities Management. While the remit of this committee is yet to be determined by the committee itself, initial work items already communicated include the review of the first two European Standards BS EN 15521-1 ‘Facility Management Terms and Definitions’ and BS EN 15221-2 ‘Guidance on how to prepare Facility Management Agreements’. It is anticipated that this international committee will build upon the work done by CEN TC 348. These standards are to be reviewed every five years and thus an opportunity presents itself for CEN 348 to pass over this review to the new ISO Technical Committee to undertake this work. Although at the time of writing the first meeting of this committee has yet to take place, the list of countries that have indicated a willingness to participate is already a healthy one. FM

The Facilities Management Forum is the ultimate event for industry professionals to network and create new business relationships. Forum Events’ concept of arranging pre matched, ƥ ơ meet key decision makers in the facilities industry. Join the 31st FM Forum to determine your future.

The original and still the best!!

Delegate Contact:

Mick Bush

01992 374090

mick.bush@forumevents.co.uk

Supplier Contact:

Graham Price

01992 374065

g.price@forumevents.co.uk

www.fm-world.co.uk

31_Standards.sr.indd 35

FM WORLD | 3 MAY 2012 | 31

26/4/12 18:18:31

FM MONITOR PAUL PHILLIPS

TECHNICAL

Paul Phillips is head of customer sales and service at Assurity Consulting

ACCR EDITATION A SS UR A N CE

hen buying environmental building checks, the assurance of accurate results is essential. Here, Paul Phillips weighs the pros and cons of evaluations from organisations accredited to the United Kingdom Accreditation Service (UKAS), compared to independent alternatives

We’re all familiar with struggling to find the reassurance we need that something is being done to the right standard. We all expect to board an aeroplane and feel confident that the whole system is properly calibrated and controlled so that nothing untoward happens. We don’t want the worry of uncertainty, and we crave trust. The same is true for property and facilities managers carrying out environmental checks in their buildings. What reassurance is available that results of checks are both accurate and impartial? What are the recognised standards we can rely on? The United Kingdom Accreditation Service (UKAS) approves the competence and integrity of organisations that provide environmental checks. Why is UKAS accreditation beneficial? This is what UKAS says about itself: “Confidence in the marketplace and in our public services is essential. Trust is placed in the products and services on offer often without a second thought by the customer. Companies big and small buy independent evaluations either through 32 | 3 MAY 2012 | FM WORLD

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choice, to reduce the risk of product failure for example, or as a consequence of legal requirements, such as health and safety regulations. Most commonly, these evaluations are calibration of equipment and certification of quality management systems. Too many of the UK’s companies run the risk of undermining their longterm success by purchasing independent evaluations that are not UKAS accredited.”

third party audit helps to validate controls. UKAS accreditation is available for testing legionella bacteria, as well as for businesses that carry out asbestos surveys. If legionella is detected in a water system, it can be worrying and sometimes costly to deal with. It is often assumed that test results are accurate, but this is not always the case. It’s worth noting that a UKAS accredited laboratory often has no control over the way samples are collected and transported, yet these factors can affect test result accuracy. Water samples kept at the wrong temperature can quickly develop higher numbers of bacteria than in the original water sample. This will adversely affect the final laboratory results, leading to unnecessary actions – for example the cleaning and chlorination of a whole water system, which is costly and damaging to water systems and the environment.

National standards UKAS holds the national standards for physical parameters such as time, weight and temperature. It is even possible to trace the temperature of your hot water at a tap back to the national temperature standard. This can be criticially important because: 1. Temperature is an important control mechanism for keeping serious sources of infection at bay in buildings hot water systems 2. Legionella bacteria will not survive for long in hot water served at 60˚C. Organisations have routine procedures already in place to record control measures like temperature testing. A

Risks Possible risks associated with not using a UKAS accredited evaluator include: ● Reports that contain inappropriate recommendations and unnecessary remedial work ● Increased costs caused by inaccurate measurement, as a consequence of poorly calibrated equipment ● Legal action arising from inadequately inspected

equipment resulting in accidents ● Inexperienced staff that may provide unclear reports.

Benefits The benefits of UKAS accredition include: ● Making an informed supplier selection ● Choosing a supplier that is impartial, and employs technically competent staff ● Due diligence: using a UKASaccredited body to carry out an independent evaluation helps demonstrate due diligence in the event of legal action ● Reduced exposure to insurance claims. Here are some questions to establish the competency of your auditor or compliance partner: ● Do you hold any UKAS accrediations for both laboratory analysis, site sampling procedures, asbestos surveying, or legionella risk assessments? ● Do you partipate in any Health Protection Agency (HPA) quality control schemes or accredited proficiency testing schemes? ● Do you participate in the Laboratory Environmental Analysis Proficiency (LEAP) Scheme? ● How do you demonstrate the level of competency and training of your site and laboratory personnel? A list of accredited organisations can be found at ukas.com FM

“A UKAS accredited laboratory often has no control over the way samples are collected and transported. These factors affect test result accuracy” www.fm-world.co.uk

26/4/12 15:24:46

FM FMMONITOR SUPPLEMENT MARKET CATERING INTELLIGENCE BY NAME IN HERE

INSIGHT

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

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 Source: HM Treasury (hmrc.gov.uk)

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)

Consumer Price Index Annual inflation stood at 3.5% in March, up from 3.4% in February. The largest upward pressures to this change came from food, clothing and recreation & culture. Partially offsetting these were downward pressures from electricity, gas & other fuels, and transport. Source: ONS (www.ons.gov.uk)

EMPLOYMENT

£m (MSP)

THE UK LIGHTING MARKET 2012-2016

ECONOMY

1700 1600 1500 1400 1300 1200 1100 1000 2008 2009 2010 2011 2012 2013 2014 Fcst Fcst Fcst Fcst

The lighting market was estimated to be worth just under £1.5 billion at manufacturers selling prices (MSP) in 2011. It declined by 3% in 2011 and is forecast to fall in 2012. Public sector cuts will negatively affect the market in the short term. The long term looks positive due to an increase in house building and the universal use of sustainable lighting. The non-domestic sector dominates the market by value, but is being impacted by government cuts on construction output. The domestic market is seeing an increase in market value as consumers stop using cheap incandescent products. In 2011, sales of luminaires accounted for 67%, which is the biggest share of the market. Lamps accounted for 26% and lighting controls 7%. LED lighting is a rapidly growing sector threatening traditional products. Energy efficiency is a driving force due to legislative changes, along with the government promoting it within public sector projects.

National Minimum Wage

Source: AMA Research (amaresearch.co.uk)

The following rates came into effect on 1 October 2011:

PUBLIC AND PRIVATE SECTOR PAY GAP

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

Insight.sr.indd 33

CATERING

The difference in average hourly earnings between employees in the public and private sector stood at around 8.2% in 2011. In 2007, the pay difference was estimated at 5.3%. The public sector is made up of a higher proportion of higher-skilled jobs, widening over the past decade as lower skilled jobs are outsourced to the private sector. The public sector consists of a higher proportion of older employees and earnings tend to increase with age and experience. There are more people with degrees or an equivalent qualification in the public sector – 40% in 2011, compared with 25% in the private sector.

WORK-LIFE BALANCE

Research examining the work and leisure activities of adults aged 16 and over in Great Britain revealed the following trends: Almost one in two (48.4%) report a relatively low satisfaction with their work-life balance. In terms of leisure, 62.6% report that they are somewhat, mostly or completely satisfied with the amount of leisure time they had. And the Department for Culture, Media and Sport’s Taking Part survey found that just over half (54.1%) of adults aged 16 or over in England had participated in some type of sport or physical activity in the four weeks before they were interviewed. Source: ONS (ons.co.uk)

48.4%

62.6%

Almost one in two (48.4 per cent) of adults aged 16 and over in Great Britain report a relatively low satisfaction with their work-life balance Almost two-thirds (62.6 per cent) of respondents (adults aged 16 and over in the UK) report that they are somewhat, mostly or completely satisfied with the amount of leisure time they had

However, comparisons are complicated by differences in the two sectors. The comparison was complicated by factors such as bonus payments and pensions. Source: ONS (ons.co.uk)

40%

The public sector workforce contains more people with a degree or an equivalent qualification – 40 per cent in 2011, compared with 25 per cent in the private sector

FM WORLD | 3 www.fm-world.co.uk MAY 2012 | 33

26/4/12 17:47:02

BIFM NEWS BIFM.ORG.UK

QUALIFICATIONS

LJMU CPD/ BIFM Certificate (30 credits)

LJMU PGCert/ BIFM Diploma (60 credits)

LJMU PGDip (120 credits)

LIMU MSc (180 credits)

Strategic facilities management

CPD/BIFM Certificate, plus:

PG Cert/BIFM Diploma, plus:

PGDip, plus:

Managing staff and customers

BIFM Level 7 BIFM is delighted to announce the first of a number of new products due to come on stream in 2012. The BIFM Level 7 Certificate and Diploma in Facilities Management, approved by Ofqual and now regulated qualifications on the Qualifications and Credit Framework, also form a key step towards an MSc in Applied Facilities Management, which will be launched by Liverpool John Moores University (LJMU) School of the Built Environment in September 2012. LJMU states “that close partnerships with industry and practice ensures the course – and our graduates – are responsive to the changing needs of industry, government, local communities and professional practice”. LJMU is a BIFM Recognised Centre to deliver the Level 7 portfolio of qualifications. This provides an opportunity to not only obtain a professional qualification, but to progress within the programme to graduate with a Master’s degree. The modules include: Strategic facilities management; Knowledge and information management; Managing staff and customers; Legislation, Finance and risk; Managing intelligent buildings; Leadership for a sustainable environment; and Research methods. A learner will also be expected to complete a dissertation. The diagram (top right) illustrates how the modules are mapped against the various qualifications. Learn more at www.bifm.org.uk/ qualifications, www.ljmu.ac.uk/blt/ afm and www.bifm.org.uk/ apprenticeships i

34 | 3 MAY 2012 | FM WORLD

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Knowledge and information management Legislation, finance and risk

Leadership for a sustainable environment Managing intelligent buildings

Dissertation

Research methods

BIFM AWARDS

CAREERS

Wanted: FM The art of of the Year presenting The entry deadline has passed for the BIFM Awards – apart from the Facilities Manager of the Year category, which you can still enter until 20 July 2012. The Facilities Manager of the Year award recognises outstanding personal and professional performance. FM professionals entering this award must show evidence of their innovative use of FM methodologies, how they create dynamic solutions and how they integrate FM into the organisation’s strategic influencing and decision-making process and senior corporate structure. Submissions must also show the entrant’s academic progression and their operational and budget accountability. The judges will be looking for evidence of outstanding qualities, including the drive for success, customer commitment and knowledge of the core business, combined with an understanding of the impact of FM in achieving the overall business objectives. Winners of this illustrious award include Chris Stoddart of Cushman and Wakefield (2011) and Julie Kortens of Channel 4 (2010). i To learn more about this category, or to book your tickets or tables for the glittering awards ceremony on 8 October go to www.bifm.org.uk/awards2012

As a facilities management professional, it is likely that at some point in your career you will be asked to deliver a presentation. Here are a few top tips to help you to prepare in order to ensure you present yourself with confidence: The P’s of presenting Purpose – The purpose of the presentation must be clear and succinct, but don’t forget that there will be questions afterwards. Using a large blank sheet of paper try and sketch down all the questions that could be asked. Have someone you know and trust listen to your presentation and get them to ask you questions so that you can see where the gaps are. People – There are two parts to this. First, the audience that you are presenting to: who are they, what research can you undertake beforehand, step into the context of the audience – what would they be interested in learning about you or your business idea. The second part is remembering how important you are to the presentation. Whether you are presenting a business idea or applying for a job vacancy, your audience is effectively buying in to you first and foremost.

Projection – You need to be heard and your articulation is key, but you also need to hold the interest of the audience. Practice your pitch at a speed that you are comfortable with and remember the power of a pause. Poise – Body language is a really interesting topic and for the context of a pitch there are a few top tips to consider: movement gives the impression of energy, although on the flip-side of this stillness often suggests expert knowledge or having authority in your subject. Both have merit for a presentation and it is getting the balance right. Eye-contact and smiling not only engages the audience, but instils confidence. i If you have a presentation coming up and would like to practice your technique with an experienced career professional, contact the BIFM careers service on 020 7863 6060 or BIFM@ careers.lon.ac.uk

CONFERENCE

ThinkFM welcomes sponsors Assurity Consulting

Assurity Consulting, (rebranded from Elementus) is a leading independent consultancy, specialising in workplace health, www.fm-world.co.uk

26/4/12 12:43:10

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

Ali Moran, chair of the BIFM People Management Special Interest Group and HR associate with Workplace Law

GUEST COMMENT O LY M P I C F E V E R

safety and environmental solutions. Our experience in compliance management extends back over 25 years, giving impartial advice to organisations of all sizes across all sectors. We offer a broad range of services that reflect the needs of our customers in a changing regulatory and corporately responsible marketplace, and our independence guarantees unbiased advice. As the workplace environment changes, we will continue to evolve our support, advice and technical expertise, which results in us being a trusted partner for customers throughout the UK, Europe and beyond. Vist www.assurityconsulting.co.uk Helistrat Management Services

Helistrat Management Services is a specialist soft services management consultancy, focusing on guiding businesses on waste, cleaning and pest control matters. Helistrat implements innovative services and solutions that assist facilities and site managers to maintain, control and improve business sustainability. The focus is on continual improvement, coupled with stringent cost management, striving for bottom-line efficiencies and top-line effectiveness. Helistrat recognises sustainable services deliver profitable business practices. By offering cost-effective waste and recycling services, the impact on profitability becomes of direct benefit to the client. Visit www.helistrat.co.uk i

Learn more at www.thinkfm.com

www.fm-world.co.uk

34_36_BIFMNews.sr.indd 37

he Olympic Clock in Trafalgar Square is counting down the days until the opening ceremony for the London Olympic Games on 27 July 2012. If you are involved in facilities management, it is highly likely that you have already got plans in place to deal with the impact the games will have on the services you and your team deliver. But what about managing your team’s expectations and keeping them focused on the job in hand in the lead up to, and during, the Olympics? The first step is to identify their hopes and plans so that any conflicts can be established – such as too many people wanting to be away at the same time – and develop a standard response to those issues across the business. Ensuring that everyone knows what the process is for getting approval for their time off and how conflicts will be dealt with – first come, first served, for example – is also key. What of the avid but disappointed sports fans who did not strike gold in their bid for tickets and are desperately hoping that they will be able to watch some of the action while at work? Possibilities include allowing employees to watch the most popular events, either in the office or in the local hostelry. This is certainly a generous provision, but it can help to limit the time people spend secretly watching events. It is important to be clear about the expectations surrounding such an initiative, such as no alcohol if the plan is to retire to the local pub, or what the consequences will be should anyone focus their attention on the games at other times. The lucky ticket holders will undoubtedly already have booked their leave, but what of the volunteers (aka ‘games makers’) wanting time off? In relation to volunteers, who were used for the first time at the Olympics in 1948 when London was the host city, it will be a brave employer who refuses to allow someone to take up his or her games maker post. And I say this as someone who is a games maker, working both at the main games and the Paralympics. In fact, Simon Aspinall, a colleague on the SIG steering committee, is also a games maker and will be working in the transport team at Park Lane. But what if your team is delivering essential services during the games and cannot be depleted? From a legal perspective, a volunteer has no right to demand the time off and as an employer you will simply need to follow your usual process for requesting leave. If leave is granted, then this can either be taken from annual leave or as unpaid leave. Love it or not, the Olympics are coming and to leave you with some idea of the size of the undertaking here is London 2012 in numbers: ● 10 million tickets ● 30 days of competition ● 15,000 athletes ● 46 sports ● 805 events ● 4,000 technical officials ● 10,000 team officials ● 6,000 employees of LOCOG ● 125,000 contractors from more than 100 organisations ● 70,000 volunteers ● One million extra journeys in the busiest nine days

“IT WILL BE A BRAVE EMPLOYER WHO REFUSES TO ALLOW SOMEONE TO TAKE UP HIS OR HER GAMES MAKER POST”

FM WORLD | 3 MAY 2012 | 35

26/4/12 12:43:22

BIFM NEWS BIFM.ORG.UK

BIFM TRAINING MANAGING IN AN FM OUTSOURCED ENVIRONMENT

With our new course, you no longer need to learn the hard way 23-24 October 2012, Central London

Marriott Dalmahoy Golf & Country Club MIDLANDS REGION

Golf qualifier Entries are invited from corporate and individual members for this year’s BIFM Midlands Region Golf Day, to be held on Thursday 14 June 2012 at Hellidon Lakes Golf & Country Club, Northamptonshire, only 40 minutes from Birmingham, just off the A45 near Daventry. The championship course sits in 220 acres of private grounds and offers challenges aplenty for beginners and scratch golfers alike. Many of the holes feature water hazards, albeit with a choice of challenging carries over, or safer routes around the numerous lakes. On the par five twelfth, for instance, two long shots over the water can end in triumph or disaster, whereas three shots along the zigzag route can yield a solid par. This event is the regional qualifier for the 2012 BIFM Golf Final to be held on Thursday 13 September 2012 at the Marriott Dalmahoy Golf & Country Club, Nr Edinburgh. The top four highest individual members scorers will go forward to the national finals to represent the region as a team, along with the region’s corporate team winners should they wish to participate. The format will be as follows: Location: Hellidon Lakes Golf & Country Club, Hellidon, Daventry, 36 | 3 MAY 2012 | FM WORLD

34_36_BIFMNews.sr.indd 38

Northants NN11 6GG 8.30: Golfers arrive for bacon rolls with tea and coffee in the club house 9.28: Tee times begin for an 18-hole Stableford competition 16.00: Two-course meal in Terrace Restaurant followed by prize giving The cost has been held at the same rates as last year: ● £55 including VAT per person, including 18 holes of golf and food ● Corporate teams of four are welcome at a cost of £250 plus VAT per team To attend, please email lynne@ fmguru.co.uk. A special accommodation rate of £79 B&B is available on request should you wish to stay overnight. Sponsorship We are seeking sponsors or the donation of prizes for the following: ● Highest individual score ● Highest team score ● Longest drive ● Nearest the pin ● The fee to send the winning team to the final. Other sponsorship opportunities are available. Once again we are grateful to The FM Guru Consultancy for organising this event. i If you would like to support the BIFM and raise your company profile with the Region’s FM community please contact Sarah Hodge on 07841 370 033 or 01908 282 915 to discuss.

Outsourced solutions have become increasingly popular in recent years with in-house FMs wanting to strip out inefficiencies and focus on more strategic issues too. Many, however, don’t realise the range of available options when managing an outsourced solution, or how to get the best out of the arrangement. But with our new course, this no longer has to be the case. It is particularly suitable for those who have attended BIFM Training’s ‘The tender process’ and ‘Contract management’ courses (although these are not prerequisites) and we offer best practice insight into how to effectively take control and identify four outsourced management models dependant on different market conditions: 1. The Colleague – a collaborative partnership valuing trust and rapport and a focus on delivery rather than process. Requires intensively active account management. 2. The Capitalist – a harder management style where the focus is on meeting agreed performance rather than driving breakthrough change through longer term joint ventures. 3. The Collector – focused on building and consolidating, process efficiency is high on the agenda and it becomes critically important to reduce technical dependence on the provider. 4. The Controller – here the focus is on assurance of supply and avoiding the potential for costs to be driven upwards by the provider. Risk analysis and mitigation need to be front of mind. No one way will fit all situations and contracts, and you will learn how to identify variables and respond accordingly to each. Based on robust Harvard research, you’ll gain a deep insight into the tools, templates and skills used to manage some of the world’s most effective FM outsourced contracts. You’ll leave us with the ability to develop, improve and build the right relationships with your FM providers, and you’ll also learn how to help your internal stakeholders buy into the right strategic approach to the arrangement. i If you would like to take control of your outsourced solutions, and learn more about the four models we’ve identified above, this course is a must. For further information or to register call 020 7404 4440, email info@bifm-training.co.uk or visit www.bifm-training.com

www.fm-world.co.uk

26/4/12 15:26:43

FM DIARY NATIONAL BIFM EVENTS 18 June ThinkFM 2012 ThinkFM will be a day of learning, with site visits. Venue: Royal College of Physicians, London Contact: conference@thinkfm.com or call 08701 632 804 12 July 2012 BIFM Annual General Meeting (AGM) 2012 Further details at www.bifm.org.uk/ AGM2012 and the presentations will be available from 13 July. Venue: Redactive Publishing (publishers of FM World), 17 Britton Street, London, EC1M 5TP Contact: sharon.mckenzie@bifm. org.uk or call 0845 058 1356. Visit www.surveymonkey.com/s/BIFM_ AGM12 to register SCOTTISH REGION 8 May Breakfast meeting – Procurement in FM Venue: Hampden Park, Glasgow Contact: mkenny@fesfm.co.uk or call 07920 136 784

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

21 May Lancashire Networking Group Event Our latest networking event (17:00 – 19:00) will involve a behind-the-scenes tour of the facilities at the prestigious Imperial War Museum North. Venue: Imperial War Museum, Salford Quays, M17 1TZ Contact: karen.farnan@mitie.com 07827979061 7June York River Social Tickets cost £30 (plus VAT), which includes entry into the Macmillan Cancer Support charity raffle. Venue: Boarding at Lendal Bridge, Museum Street, York Contact: north@bifm.org.uk or call 07872 829743 MIDLANDS REGION 22 May FM Operations in the leisure and retail sectors Venue: The Brewery, Cheltenham, Gloucestershire GL50 4FA Contact: julian_cutler@nfumutual. co.uk or call 01789 202238 EAST REGION

12 June AGM and prestige building visit The event will include a talk from a FM provider and/or client. Venue: TBA Contact: mkenny@fesfm.co.uk or call 07920 136 784 NORTH REGION 16 May North Region golf day Venue: The Oaks Golf Club, Aughton, York Contact: ian.burgin@ norlandmanagedservices.co.uk or call 07779 145 470

7 June East Region golf day Peter Heppelthwaite of TV series The Green, Green Grass will join us. The winning team will represent the East Region at the BIFM National ﬁnals in Scotland. Venue: Langdon Hills Golf and Country Club Contact: tim.jonck@60tns.com or call 02072 601821 HOME COUNTIES REGION 17 May Catering for Peak Performance

Venue: Hilton Worldwide, Watford Contact: clive@inlocum.co.uk or call 07976 299735

Contact: Registration opens soon Visit: www.facilitiesshow.com

21 June FM beyond our borders Venue: TBC Contact: jane@fmtutor.co.uk or call 07799 033 341 14 June BMG Home Counties and South Region golf qualiﬁer Venue: Sandford Springs Golf Club, Kingsclere near Basingstoke Contact: csorbie@temco-services. co.uk or call: 07908-711964 SOUTH WEST REGION 11 May Breakfast seminar Includes a Legionellosis presentation. Sponsored by Hydrop. Venue: Future Inns Plymouth 1 William Prance Road, PL6 5US Contact: davewalker438@gmail. com or call 447866030738 SOUTH REGION 14 June South Region golf day A joint event with the Home Counties Region. Venue: Sandford Springs Golf Club, Kingsclere near Basingstoke. Contact: dlbarrett@dsl.pipex.com or call:07961-684579 INDUSTRY EVENTS 15-17 May Facilities Show Visit this event to celebrate the industry, beneﬁt from free education and CPD content, and meet with over 250 exhibitors and over 850 suppliers. Venue: NEC Birmingham

15-17 May Safety & Health Expo The event will be packed full of the industry’s leading manufacturers, distributors and suppliers showcasing their latest innovations. Venue: NEC Birmingham Contact: safety-health-expo.co.uk 22 May 2012 BIFM training conference – building surveying and maintenance Venue: Central London Contact: Kay Bain at info@bifmtraining.co.uk or call 020 7404 4440, www.bifm-training.com/ bifmConferenceFS.htm 23-25 May BCO conference Venue: Manchester Central, Petersfield, Manchester Contact: www.bco.org.uk 25-26 June 31st Facilities management forum Venue: Heythrop Park, Oxfordshire Contact: Mick Bush at m.bush@forumevents.co.uk or call 01992 374100 28 June World FM Day 2012 This annual event aims to raise the FM profession’s profile around the world. Venue: Worldwide Contact: Visit www.globalfm.org for more details – and keep an eye on the FM World twitter feed (@FM_World) to find out what we’re intending to do.

DELIVERING: INTEGRATION & QUALITY In today’s complex construction industry, it is more important than ever that the building and engineering services elements of a project are undertaken by companies with the skills, the capability and the resources required to do a truly first-class job. As our new name highlights, members of the BUILDING & ENGINEERING SERVICES ASSOCIATION (B&ES – formerly the HVCA) are able to demonstrate the necessary competence and professionalism. Our members meet the exacting standards that are essential for the quality design, installation, integration and maintenance of building and engineering services and renewable technologies.

www.b-es.org

a new brand; a new HVCA www.fm-world.co.uk

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FM 2012 | 37 FMWORLD | 5 WORLD | 3APRIL MAY 2012 | 37

26/4/12 12:46:55

FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB NAME: Andy Townend JOB TITLE: Facilities manager ORGANISATION: Mitie JOB DESCRIPTION: Leading a team of eight, covering the South East region supplying hard and soft services to a mixture of properties within the rail industry. Carrying out routine and statutory maintenance as well as reactive and project works.

What attracted you to the job? My previous role was maternity cover in central London, looking after a multi-million pound service charge account for an investment company. Leaving there, I wanted a role that challenged, had a future and plenty of variety. I applied for my current role, which was mobile â&#x20AC;&#x201C; something Iâ&#x20AC;&#x2122;d not really done before. One of the key draws for me was the flexibility that came with the role, which very much supports my work-life balance. I also have the privilege of working with some very good FM professionals and a client base that is second to none. How did you get into facilities management and what attracted you to the industry? Leaving university, I went to work for a logistics company and really fell into the FM role from there. One of the contracts was lost and the then operations manager was made redundant, leaving no-one to cover the site services function. Being a â&#x20AC;&#x2DC;techieâ&#x20AC;&#x2122; as my boss used to say, I had an idea about several areas and really poked my nose in to what visiting engineers and contractors would do. I picked up a few work-arounds and behind-thescenes tricks and found that actually I was really enjoying it. On top of that, my boss was very pleased with the results I was delivering and asked me if Iâ&#x20AC;&#x2122;d split my role between the logistics operation and the FM side of the site. This quickly morphed into a role between management admin and FM. Iâ&#x20AC;&#x2122;ve always been interested in how things work, so I suppose it was natural that I found my way into FM.

Whatâ&#x20AC;&#x2122;s been your career high-point to date? Landing my previous role definitely. In this industry, thereâ&#x20AC;&#x2122;s very often a requirement for individuals to have certain experience or certain qualifications in order to even be considered for a role. I have neither a NEBOSH nor FM degree level qualification, so I was delighted to be chosen to run such a prestigious building. I think I learned more during that role than in any other part of my career, working with site M&E contractors, security staff, cleaning staff and a vastly diverse client list. Whatâ&#x20AC;&#x2122;s been your biggest career challenge to date? Learning to work with so many different elements of FM, but running with their agendas at the same time as my own. I still get frustrated at how slow many simple and routine processes are. Itâ&#x20AC;&#x2122;s too easy to say: â&#x20AC;&#x2DC;I could do betterâ&#x20AC;&#x2122;, I know I couldnâ&#x20AC;&#x2122;t, but I still want things doing quicker and better. If you could give away one of your responsibilities to an unsuspecting colleague, what would it be? At the moment, nothing! Does that sound really sad? I very much enjoy my role and admit to wanting to be in control so I can say: â&#x20AC;&#x2DC;Itâ&#x20AC;&#x2122;s been done rightâ&#x20AC;&#x2122;. I guess Iâ&#x20AC;&#x2122;d pass on the need to reply to messages and paper shuffling. Iâ&#x20AC;&#x2122;m very hands-on so have a natural tendency to want to get stuck in. I know the admin is important and I do it, but if I had the choice, yes, that would be the thing I would pass over.

Help us shape the next 125 years. -RKQVRQ &RQWUROV ZDV IRXQGHG PRUH WKDQ \HDUV DJR IROORZLQJ 3URIHVVRU :DUUHQ -RKQVRQpV LQYHQWLRQ RI WKH ĂžUVW HOHFWULF URRP WKHUPRVWDW LQ 7KH EXLOGLQJ HIĂžFLHQF\ LQGXVWU\ KDV FRPH D ORQJ ZD\ VLQFH WKHQ DQG VR KDYH ZH

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Johnson Controls Global WorkPlace Solutions is a leading provider of facilities and commercial real estate management for many of the worldâ&#x20AC;&#x2122;s largest companies. Our employees across the world have delivered more than $3 billion in savings for our customers over the last 10 years.

38 |â&#x20AC;&#x201A;3 MAY 2012 |â&#x20AC;&#x201A;FM WORLD

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We have opportunities in South Africa for facilities management and workplace professionals looking to develop their careers. If you would like to help us deliver innovative solutions and high-value support to our global clients please visit our website www.johnsoncontrols.com/careers to view current opportunities and register for future alerts. Our Level 3 Value-Adding Supplier BBBEE status demonstrates our commitment to the socio-economic transformation of South Africa.

www.fm-world.co.uk

26/4/12 12:49:29

FM NEWS

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 innovations ▼ EuroFM’s conference in Copenhagen

▲ Jangro launches contractors’ range

EuroFM and the International Facility Management Association are to present the 11th annual European facility management conference in Copenhagen, Denmark from 23-25 May. The theme is ‘Global responsibility – local acting’. The conference will cover how facility managers can contribute to corporate social responsibility (CSR); the added values provided by FM; sustainable environments; and how an FM contributes to the ‘triple bottom line’ of proﬁt, planet, and people. There is something of value for all facility professionals. As in previous years, we anticipate a global representation of the industry in attendance. Despite different world views and national cultures, facility managers are all challenged by similar issues – from demographic changes to energy management and organisational development. The extensive conference programme covers: the soft values in CSR and sustainability; energy, carbon footprint and energy service companies (ESCO); operation-simulation of buildings (3D) and operational buildings; future workplaces; risk management; information and communication tools (ICT); leadership and communication in FM; implementing and working with the European (and national) standards; and risk management and crisis management in FM. There will be over 700 experts in attendance. For further information about registration please visit the website. W: www.efmc-conference.com

Jangro has launched a new range of extra value cleaning chemicals at the Facilities Show for the expanding cleaning and FM contractor sector. Called the Contract Range, it is Jangro’s latest development in its dedication to stripping out cost from quality products. Initially formulated for cleaning contractors and price-conscious council and healthcare sectors, these products are perfect for day-to-day cleaning. These are all no-frills, basic, high-performance professional products that are supplied in plain recycled boxes and manufactured to minimise cost in use. Having successfully completed in-use trials on the Contract Range, Jangro is now developing additional ranges in paper and laundry care. T:0845 458 5223 E: enquiries@jangrohq.net W: www.jangro.net

▼ New bells for Apollo fire detectors Leading fire protection product manufacturer Apollo Fire Detectors has launched several new bells, sounders and beacons suitable for marine applications. New products for the marine market include the Marine version of the fire market’s favourite Roshni Low Profile (RoLP) Sounder, the Marine Flashni combined Sounder Beacon, the patented low-current Electronic Solenoid Bell, the Marine 6-Inch Motorised Bell 24V DC, Marine Solista Maxi LED beacon, and the IP66 rated Marine Asserta 110dB-120dB sounder and sounder beacon variants. Apollo is renowned for the reliability of its products and leads the field in providing a product lifetime guarantee. W: www.apollo-fire.co.uk

▲ BP extends Johnson Controls contract

▲ Zigor launches powerful on-line UPS

Johnson Controls Global WorkPlace Solutions (GWS) has extended its global partnership to provide facilities management services to BP. The new four-year agreement will take the relationship between the companies beyond the 20-year mark. It was awarded to Johnson Controls GWS for its proven track record in delivering world-class workplaces supported by rigorous health and safety processes and standards. Johnson Controls GWS will provide facilities management services to BP in 16 countries in the EMEA and BP’s North Sea exploration sites. Johnson Controls GWS provides facilities management services to BP sites in South Africa, Singapore, Malaysia and the US under separate agreements. W: www.johnsoncontrols.com

Zigor has introduced a new 2U rack/tower online uninterruptible power supply range with extended run-time battery options, high efficiency and SNMP management capabilities. The Zigor Tiber is a double conversion high- frequency UPS, ideal for facilities ma,nagers looking to back up individual servers, network racks or telephone switch board systems with superior power protection. The new models include innovative ECO modes for energy saving, which allow the UPS to operate in high efficiency up to 98 per cent. Available in 1kVA, 1.5kVA, 2kVA and 3kVA, the Zigor Tiber starts from £450.00 (RRP), with two-year advanced replacement warranty as standard. T: 0844 854 6264 E: salesuk@zigor.com W: www.zigor.com/uk

www.fm-world.co.uk

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Appointments

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

DIRECTOR OF ESTATES, CAPITAL PROJECTS AND FACILITIES

EXCELLENT REMUNERATION + BENEFITS OFFERED The Trust: Based in East London on the edge of the Olympic park, the Homerton NHS Foundation Trust provides hospital and community health services, predominantly for the people of Hackney, and has an annual turnover of ÂŁ230million. THE ROLE

THE PERSON

We are seeking a technical professional with an appropriate business background to lead, direct and manage our capital asset programme, estates and facilities functions. Capital Investment of ÂŁ27m is planned for the next 3 yrs, including 4 major developments. The post-holder will be responsible for c. 85 staff directly employed in the division, from senior managers to technically skilled administration staff.

Candidates will be considered who have no prior experience within the NHS but who have proven experience in managing all aspects of the role, as outlined below. Substantial postTXDOLÂżFDWLRQ H[SHULHQFH LV UHTXLUHG LGHDOO\ ZLWK D FKDUWHUHG VWDWXV LQ D UHOHYDQW ÂżHOG $ SURYHQ WUDFN UHFRUG LQ PDQDJLQJ D ODUJH VFDOH complex capital programme is also required. Ideal candidates will have demonstrable experience in providing innovative solutions across a range of functions.

Areas of direct responsibility: Estate & Property Management; Capital Developments; Building Design and Project Management; FM VHUYLFHV RXWVRXUFHG FDWHULQJ FOHDQLQJ VHFXULW\ 3DWLHQW WUDQVSRUW OLQHQ ZDVWH )0 VHUYLFHV GLUHFWO\ PDQDJHG SRUWHULQJ ÂżUH SUHYHQWLRQ PHGLFDO HOHFWURQLFV 7UDIÂżF PDQDJHPHQW (QHUJ\ 0DQDJHPHQW *URXQGV *DUGHQV PDLQWHQDQFH Please apply to Richard Parrett, enclosing a full CV together with current remuneration details to rparrett@macdonaldandcompany.com quoting reference 85769. Alternatively call +44 (0)20 7318 5869 IRU D FRQÂżGHQWLDO GLVFXVVLRQ <RX FDQ DOVR DSSO\ RQOLQH DW ZZZ PDFGRQDOGDQGFRPSDQ\ FRP 0DFGRQDOG &RPSDQ\ KDYH EHHQ DSSRLQWHG RQ WKLV DVVLJQPHQW RQ DQ H[FOXVLYH DQG UHWDLQHG EDVLV $OO DSSOLFDQWV GLUHFW RU YLD WKLUG SDUWLHV ZLOO EH IRUZDUGHG WR 0DFGRQDOG &RPSDQ\

$ 'RYHU 6WUHHW 0D\IDLU London, W1S 4NW T: +44 (0)20 7629 7220 F: +44 (0)20 7629 3990 www.macdonaldandcompany.com

Facilities Manager and Birmingham Hub Lead for Facilities Salary: ÂŁ35,000 - ÂŁ40,000 per annum, negotiable depending on experience

Facilities Manager required for St Albanâ&#x20AC;&#x2122;s Academy, Highgate, to lead their facilities and support the facilities across all other ARK Schools in Birmingham. This is an exciting opportunity to join an outstanding inner city academy, St Albanâ&#x20AC;&#x2122;s, where â&#x20AC;&#x153;staff and students alike work hard, display an ambition to succeed and a commitment to do their bestâ&#x20AC;? (Ofsted October 2011). St Albanâ&#x20AC;&#x2122;s will move into a new building in 2013 and will subsequently grow into an 11-18 academy with 800 students on roll (200 in the sixth form). The larger academy will be comprised of two semi-autonomous schools (KS3 and KS4/5) housed in separate areas of the building with shared specialist facilities. This is chance to join an academy at an exciting phase of its development and play a leading role in the opening and running of the new building. The Facilities Manager will have overall responsibility for the management and operation of premises related functions including buildings, grounds maintenance, security, lettings, cleaning, catering, procurement and management of contractors, ensuring excellent standards are maintained. The Facilities Manager will also be the Facilities Hub Lead for the Birmingham network of ARK Schools, spending approximately 1 day per week (0.2 Full-time Equivalent) supporting the opening of new academies within the Birmingham network, providing advice and guidance to open schools and maximising cost saving potential from network-wide initiatives. This is a fantastic opportunity for a highly skilled and ďŹ&#x201A;exible Facilities Manager who has the leadership skills to have impact across a network of academies. The successful candidate will: Âˇ be an accomplished Facilities Manager Âˇ be able to work at both a strategic and â&#x20AC;&#x2DC;hands onâ&#x20AC;&#x2122; level. Âˇ have a ďŹ&#x201A;exible and proactive approach to work and be able to manage working across multiple sites Âˇ have the resilience and motivation to seek to continually improve systems and standards For further information or to apply, please visit http://jobs.fm-world.co.uk/job/5216/facilities-manager-and-birmingham-hub-lead-for-facilities/. Applications should be received by no later than 9am on Friday 4th May. First round interviews are scheduled to take place on Wednesday 9th May and ďŹ nal round interviews on Tuesday 15th May. If you have any queries, please contact Holly on 023 116 0894 / holly.harris@arkonline.org Closing date: 9am on Friday 4th May

St Albans strip.indd 1 40 |â&#x20AC;&#x201A;3 MAY 2012 |â&#x20AC;&#x201A;FM WORLD

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26/4/12 16:43:00

Bring new ideas.

Deliver new value.

Explore new business opportunities. And deliver them. Drive the evolution.

Pioneer a fresh approach to procurement. Deliver your fresh thinking. Bring your enlightened approach. Facilities Manager Field-based Nationwide Opportunities to cover region Attractive salary + excellent benefits Enterprise Inns are one of Britain’s major pub groups, owning over 6000 pubs and other associated property assets throughout England & Wales. The quality of this estate is critical to the success of our organisation, both in terms of attracting the most discerning and professional publicans and allowing us to explore alternative opportunities to extract profit from property. As we continue to invest in developing our portfolio, we now need an ambitious Facilities Manager to lead the continued evolution of the group’s procurement framework, ensuring that it delivers maximum benefits to the organisation. Leading a team of external property and facilities professionals, you will possess the necessary skills to drive a range of strategic departmental projects that fully exploit the value of our diverse portfolio. Key here will be your ability

to bring fresh and entrepreneurial ideas to the table as you explore and exploit innovative new business opportunities. In addition, you will build strong working relationships with third-party suppliers, advise on the application of procurement best practice and oversee our construction partnering programme. With a broad range of procurement experience gained in a corporate environment, you have proved your ability to develop new working methodologies that maximise buying power, reduce waste and optimise value. Equally importantly, you should be a strong communicator with an outgoing personality and excellent networking, negotiation and presentation skills.

If you have the experience and skills to build your career with this forward-thinking business, please email your full CV with your salary details, quoting reference AGP/963, to apply@anthonygregg.com

EXECUTIVE

L o n do n an d H en ley - in - A rden

jobs.fm-world.co.uk

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FM WORLD | 3 MAY 2012 | 41

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FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

THE SAME

CHRISTCHURCH'S CARDBOARD CATHEDRAL

GOOD NEWS! IT'S #FMGOLDSTAR Last year we ran a couple of blogs moaning on about how easy it is to moan on about things. Yes, good news exists and it's all very well and nice – but let's be honest, it's bad news that sells. As FMs, you'll hardly need reminding that the workplace provides ample opportunity for a building's users to vocalise their unhappiness about the state of the floors, heating, lifts, staff canteen… But for those of us who prefer our cups half full, there are new social media tools, particularly Twitter, which give us a mechanism to highlight the good things, too. And that's why we're re-introducing the #FMGoldStar hashtag. We want to encourage our readers and others to highlight particularly good examples of well-maintained facilities and really exceptional levels of customer service. If you found a help desk particularly helpful, a cleaning operative particularly fastidious, or just had a pleasant exchange with those providing a building's facilities, it's worthy of celebration. And don't worry, this is not just a case of your random tweet disappearing into the ether; once you've tweeted with #FMGoldStar as the hashtag, our plan is to highlight the best of the best in these pages, building up a list of #FMGoldStar mentions. The representative of the organisation or facility receiving the most mentions will win an award (although what it will be we're not yet sure). So please, do let us know via @FM_World, or via the #fmgoldstar hashtag.

A cardboard cathedral may not sound like the most sturdy idea, but Japanese architect Shigeru Ban would beg to differ. The February 2011 earthquake in the New Zealand city of Christchurch left the current, iconic cathedral damaged beyond repair. In its place, a 25-metre structure made mostly from cardboard (but with timber beams, structural steel and a concrete pad) is currently under construction. It will be completed by December. The ﬁre and weather-proof cathedral will seat 700 people and is expected to last for more than two decades, during which time a more permanent cathedral will be constructed. At the end of the cardboard cathedral’s life, it will be possible to recycle all of the materials used. Now that's a good sustainability story.

A SMASHING ORANGEY LIFT Jaffa Cakes – yes, Jaffa Cakes – were recently deployed in an unusual fashion to offer lift users a new sensory experience "with orangey sweet images". The McVitie's brand of biscuit was built in to a wallpaper that tasted of Jaffa Cakes when licked. The edible elevator artwork consisted of no fewer than 1,325 Jaffa Cake 'images', which took food technicians and artists a month to develop. (Health and

safety update: once licked the image is removed so there was no room for germ sharing.) Although quite how they know which cakes have been licked is not explained. The wallpaper was part of an advertising campaign for the biscuit/cake/indeterminate confectionery product and was trialled at the ofﬁces of Engine Group, a communications organisation based in London.

IN THE NEXT ISSUE OUT 17 MAY

CASE STUDY – LEND LEASE /// COMPANIES FALSELY CLAIMING BICSc. ACCREDITATION /// THE HISTORY OF FM – BARRY VARCOE TALKS TO BERNARD WILLIAMS /// MANAGING VACANT PROPERTIES /// SPACE MEASUREMENT STANDARDS /// THE VIRTUE OF 'ONE-TEAM' THINKING /// THE LATEST NEWS, ANALYSIS AND COMMENT

42 | 3 MAY 2012 | FM WORLD

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Ideas for Change How great facilities management makes the difference )TMD 3GD 1NX@K "NKKDFD NE /GXRHBH@MR +NMCNM ThinkFM works on a â&#x20AC;&#x2DC;Hubâ&#x20AC;&#x2122; concept. You select your own agenda based on your learning needs and interests from sessions which run concurrently through the day, on topics including: q 1DETQAHRGLDMS q ("3 q %, B@RD RSTCHDR q !(, q $LOKNXLDMS K@V q "NKK@ANQ@SHNM q /QNBTQDLDMS q 6NQJOK@BD LNAHKHSX q "TRSNLDQ RDQUHBD q /%( /// q .TSRNTQBHMF q 2NBH@K LDCH@ q $EjBHDMBX q 2@EDSX q (MSDQM@SHNM@K %, q "#, BNLOKH@MBD q .OONQSTMHSX BTKSTQD q "@QDDQ CDUDKNOLDMS 6D G@UD @ FQD@S KHMD TO NE DWODQS ROD@JDQR HMBKTCHMF 1TAX ,B&QDFNQ 2LHSG "!$ EQNL ,(3($ &QNTO /+" ,@QJ !DV ,!$ EQNL SGD &NUDQMLDMS (MCTRSQX !(, 6NQJHMF &QNTO .KHUDQ )NMDR EQNL "G@XNQ@ #@UHC 2G@QO EQNL 6NQJOK@BD +@V @MC L@MX LNQD

www.thinkfm.com The conference for facilities management professionals 3N RONMRNQ 3GHMJ%, BNMS@BS MDHK DUDQHSS AHEL NQF TJ NQ B@KK Brought to you by

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In association with