Guide to Careers in Facilities Management 2012 by Redactive Media Group

GUIDE TO CAREERS IN FACILITIES MANAGEMENT 2012 FM WORLD GUIDE TO CAREERS IN FACILITIES MANAGEMENT 2012

Produced by FM World, sponsored by Interserve

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FM SECTION DETAILS

CONTENTS

01 02 03 04 05

WHAT IS FACILITIES MANAGEMENT? p.07 – FM: what it is, what it involves, and what you need to know ■ p.10 What you could earn ■ p.11 – Where FM fits with other property management disciplines ■ p.14 – What a typical day as an FM might involve ■

CAREER PATHS p.22 – fifteen facilities managers in a variety of roles talk about what got them into the profession, what they enjoy most about the job and what they think makes for a successful FM ■

QUALIFICATIONS p.37 – map of job titles and qualifications ■ p.38 – Valerie Everitt details the qualifications you can obtain as your career progresses ■ p.40 – Karen Waterlow on the facilities management apprenticeship ■

SKILLS Find out about four of the key skills you need to make your mark as a facilities manager ■ p.45 – serving customers ■ p.46 – managing projects ■ p.47 – managing your time ■ p.48 – networking

COMPANY PROFILES p.49 – Organisations that employ or train FMs explain why you should consider working or studying with them ■

P. 62 – FURTHER READING ORGANISATIONS, PEOPLE, BOOKS AND VIDEOS FOR MORE INFORMATION ON FACILITIES MANAGEMENT Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 www.fm-world.co.uk EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ news editor: David Arminas ⁄ sub editor: James Richards ⁄ assistant editor: Natalie Li ⁄art director: Mark Parry ⁄ art editor: Daniel Swainsbury ⁄ picture editor: Sam Kesteven

ADVERTISING AND MARKETING email: sales@fm-world.co.uk senior display sales executive: Adam Potter (020 7880 8543) ⁄ display sales executive John Nahar (020 7880 6230) ⁄ recruitment sales executive: Carly Gregory PRODUCTION production manager: Jane Easterman production executive: Aysha Miah PUBLISHING publishing director: Steve Bagshaw

For exclusive online content including blogs, videos and daily news updates, visit fm-world.co.uk FM World Jobs – the best place to find FM career opportunities online visit fm-world.co.uk/jobs

For immediate notice of new FM World content, sign up to follow us on Twitter visit twitter.com/fm_world Visit our page on Facebook to talk to the people featured in this guide. Visit facebook. com/fmworldmagazine

GUIDE TO CAREERS IN FM 2012 03

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CAREERS IN FM

INTRODUCTION

CHOOSE VARIETY, CHOOSE CONSTANT CHANGE – CHOOSE FACILITIES MANAGEMENT eciding which career is right for you can be maddeningly difficult. What, after all, do you really want? Perhaps it’s more about what you don’t – being stuck behind a desk all day, for instance. Maybe you can’t abide thinking that each working day will be just like the last. So, step forward facilities management. FM offers perhaps the greatest variety of work in one job title. It’s where you can rise quickly to take charge of people and projects; where you can do more personally to help the environment than in almost any other sector of business; and where you’re constantly interacting with people at all levels of major organisations. FM rewards the sociable, the organised, the laterally minded, and anyone for whom ‘lifelong learning’ is an enjoyable prospect. So, they’re all the reasons why FM is such a good choice. Now – what is it? Facilities management is all about providing, adapting and maintaining the workplace so that it is fit for purpose. That may sound straightforward, but in practice it’s a hugely varied role. One day you could be keeping your workforce warm, keeping the

Martin Read Editor, FM World @Martin_Read

lights on and organising the catering. The next you might be negotiating with your security or cleaning contractors, arranging space for a conference, or talking with workplace designers to understand what your workers really want from their workplace. And that’s just the ‘operational’ side of FM. In truth, there’s no such thing as the ‘same old, same old’ in FM. Every day tests your skills in different ways. Oh yes, and by workplace we could be talking about offices, factories, studios, stadiums, concert halls – in fact, anywhere an organisation has workers, in the UK and beyond. So – why haven’t you heard of FM before? Perhaps because as a defined profession it’s so young. (The term ‘facilities management’ is barely thirty years old). This means that now is a great time to get involved. FMs entering the profession today can help define the sector – and few other career choices can offer that. We hope you enjoy learning about FM in this guide. There’s a Facebook page to accompany it (see the back cover for details), so please come and see us online to ask any other questions you may have.

AN EXCITING AND FASCINATING INDUSTRY acilities management might be one of the newer industries around but it is definitely one of the largest. According to The Times, outsourcing is nearly as large as finance, and employs over three million people in the UK; with over one third of these jobs being in facilities services. And since there will always be a need to maintain our infrastructure and provide services, it will most certainly be an industry that will be with us for some time to come. However, it is not just the size and longevity of the industry that makes it attractive as a career; it is the professionalisation it has recently undergone. The launch of FM NVQs, apprenticeships, the move by the industry membership organisation the BIFM to consider Chartership, and RICS piloting an FM pathway to theirs, the industry is helping to fully develop a career pathway for those both within and those looking to join FM. Few industries give you the opportunity to do more than just a job, but to have a career. And few roles have such transferability of working between

Bruce Melizan Executive director, Interserve

different companies and countries. Having the opportunity to go behind the scenes at some of the most prestigious buildings and organisations in the UK and across the world makes FM one of the most interesting professions around. Every day I get to meet and work with people who are innovative, driven and committed. They are constantly using their skills and abilities to overcome myriad challenges, some ordinary, some out of the ordinary. These people have worked in a variety of roles, at a variety of organisations and have undergone a range of training courses to get here. It’s this flexibility and adaptability to create a career that suits your ambitions that makes facilities management such an exciting and fascinating industry to join. With this in mind, I encourage everyone, from school-leavers, to graduates, to those seeking a career move to really investigate this industry and the opportunities available. What better place to start than with this Careers Guide, which Interserve is proud to sponsor, and to be a part of.

04 | GUIDE TO CAREERS IN FM 2012

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FM WHAT IS FACILITIES MANAGEMENT?

WHAT IS FM?

You probably know next to nothing about facilities management. Letâ&#x20AC;&#x2122;s put that right.

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FM WHAT IS FACILITIES MANAGEMENT?

FACILITIES MANAGEMENT?

WHY WOULD I DO THAT? Well, perhaps you’d like to do something different every working day. Or perhaps being tied to a desk sends shivers down your spine. Maybe you want a career in which your actions can contribute to a greener environment. If any of that sounds like you, facilities management just might be the perfect career choice. Here’s why. What facilities managers do Unlike many trades and professions, FM is notoriously difficult to tie down in a single definition. The box below, however, offers a useful summary. It’s such a diverse sector that elements of it are often carried out by people with job titles such as office manager, operations

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WHAT FMS DO ● 1) Maintain the essential equipment that keeps businesses operational. ● 2) Procure, deploy and manage the people and services that maintain those facilities at their optimum efficiency. ● 3) Act as a unifying figure, bringing together departments in an organisation to ensure that its core business objectives, and projects such as major relocation and building developments, take place as planned. FM is as big a job as that, and more besides.

manager, or estates, technical services, asset or property manager. So –what does it entail? Here are a few examples: ● coordinating catering, cleaning and maintenance work ● keeping the heating running and the lights on ● making sure that facilities comply with legislation ● refurbishing and adapting facilities as the organisation’s main business model changes ● keeping workers safe and secure ● planning how the space that workers use is organised ● dealing with the aftermath of major incidents such as fires and accidents All of that is just for starters, and if any of it sounds like code for a cosy, behind-the-scenes existence, then you couldn’t be further from the truth. The scope of FM has grown enormously over the past decade, driven by such influences as the shape of the economy, environmental legislation and sustainability. These days, facilities managers

interact with people at all levels of their organisation and can be responsible for huge budgets. What’s more, because FM in the UK is more advanced than many other countries, there are good opportunities to work abroad. It’s also worth noting that workers supported by FMs aren’t just found in buildings; they’re often working at home, on the move or at any point between. The decisions FMs take daily can have an enormous impact on the lives of the entire workforce.

Why choose FM now? With the cost of energy rising sharply and the development of IT occurring at breakneck

speed, the role of the facilities manager is taking on a far greater significance. Unlike other property-related workplace professions such as architecture and surveying, FM is a young profession. Indeed, the term ‘facilities management’ was only coined in the 1980s – and it’s only recently that a formal career path has emerged. By choosing FM, you’ll be choosing one of the fastest changing, most challenging and rewarding jobs in the country. Over the page, we’ll explain what you’ll be getting into in more detail. Martin Read is managing editor of FM World Magazine @Martin_Read GUIDE TO CAREERS IN FM 2012 | 7

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FM WHAT IS FACILITIES MANAGEMENT?

COULD FACILITIES MANAGEMENT

BE THE CAREER FOR YOU? Schools, offices, hospitals, libraries, stadiums, factories, museums, prisons, scientific laboratories, shops, business parks – think of a facility and you’ll find an FM team working behind the scenes to ensure that everything runs like clockwork

DREAMSTIME

What makes for a good FM? You’ll need to be a keen and energetic learner. Good procurement and negotiation skills are essential for an FM, as you’ll find yourself purchasing everything from plants, furniture, cleaning products and stationery through to the negotiation and implementation of multi-million pound contracts for security, maintenance or consultancy. You’ll be a multi-tasker, moving swiftly between planning next year’s budget, rehearsing a crisis management plan, climbing around the roof inspecting the air-conditioning system or, quite literally, fighting fires. Time management and a cool, calm head are essentials. There’s a skills shortage in the profession for outstanding FMs who can come up with good ideas

EXAMPLE FM PROJECTS ● Working with a team of architects and engineers to design a new headquarters for a blue-chip company ● Introducing a flexible working strategy so that ownership of desks is removed and everyone chooses a different desk when they walk in each day ● Integrating a new portfolio of buildings and people after a major acquisition ● Moving several hundred (or thousand) people to new premises over a single weekend

as companies look for innovative ways to reduce costs and keep staff motivated in tough times. This makes it the perfect time to make your mark. Despite the recession and the focus on cost-cutting, sustainability is rising in importance in many organisations. FMs are increasingly recognised as the guardian of an organisation’s environmental and ethical policies. If going green is your thing, you need to be in FM. Perhaps of greatest importance for first jobbers is the fact that facilities professionals are proud of the responsibility they’re given in their jobs from day one. Take a look at section three of this guide for some great examples of proud facilities managers at all sorts of organisation. You may be building relationships with suppliers,

walking the floors of your building to ensure your customers are happy and productive, or looking at ways that your organisation can become more sustainable. And the chances are that you will be doing it from that first Monday morning.

The true scope of FM After its staff, facilities management and property represent the biggest expenditure for most organisations. It’s at the very heart of an organisation, and is increasingly recognised as such. Yes, you may have to spend a fair amount of time planning to avoid crises and keeping facilities running – but you’ll also be leading projects which can have a huge impact on people, the workplace and the environment. Now, what other career offers you that kind of variety?

● Writing a security strategy to help avoid, or react to, a terrorist attack on your building ● Working with a sub-contractor to create a green roof ● Introducing a cycle-to-work scheme for employers ● Ensuring that your catering team reduces the distance that food travels from ‘farm to fork’ and introducing a seasonal eating menu ● Cutting the amount of energy and water a building uses ● Reducing the amount of CO2 a property produces ● Adapting the workplace to new forms of communications technology ● Creating new offices for your organisation in Europe, the Middle East, Asia, the USA

8 | GUIDE TO CAREERS IN FM 2012

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FM WHAT IS FACILITIES MANAGEMENT?

SOFT SERVICE, HARD SERVICE

IN-HOUSE, OUTSOURCED The way in which an organisation chooses to provide its facilities management service varies, and each type of FM service can be split into two categories Every organisation has someone in charge of their facilities. Smaller firms often attach the FM function to another employee’s main job, such as a personal assistant or office manager. But when it comes to larger organisations, ‘facilities manager’ is a dedicated role. FMs work in the public sector, private sector, charities, and outside of the workplace in areas such as social housing, ensuring that council houses are well-maintained, safe and fit for purpose. But whatever the organisation type, FMs can still be split into two basic types,

SOFT SERVICES

HARD SERVICES

hard FM. Why? Because FM is a young industry with a variety of origins. Plenty of current facilities managers migrated into the sector from some other aspect of building services, while companies that once dealt solely with cleaning now offer catering and security services as well. As the sector has matured, so has the definition of the services involved. The good news for people considering a career in the sector is that it is still evolving, and new FMs can have a hand in taking it to the next level.

client-side (in-house) or supply side (outsourced). See the box on the bottom left of this page for an explanation. One minute you’re dealing with broken light bulbs, the next, shaping a future workplace. Tomorrow you could be organising catering for a major function before planning the property asset register for your company’s entire property portfolio. However you cut it, the fact is that FM involves the delivery of a huge number of services. Fortunately, these can be broadly split into two groups: hard FM and soft FM.

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THE TWO BASIC TYPES OF FACILITIES MANAGER ‘IN-HOUSE/CLIENT-SIDE’ FMS

‘SUPPLY-SIDE’ FMS

Hard and soft FM

So called ‘client-side’ FMs are people employed directly by an organisation to be responsible for all aspects of the workplace, on one site or across many. Teams of client-side FMs provide all of the services themselves, and also manage any relationship between the organisation and any thirdparty FM service company brought in under contract (for example, a cleaning or catering contractor). Almost two-thirds of FMs work client side.

Many organisations prefer to use a specialist FM provider to look after their facilities (they ‘outsource’ their FM). ‘Supply-side’ FMs are the people employed by these specialist providers. They’re tasked with working in, and managing, the facilities of that company’s clients. Supply-side FMs often liaise closely with client-side counterparts. Many work for firms offering suites of FM services (‘total FM’), and others works for specific service providers, such as cleaning or catering.

Hard services are those to do with the physical fabric of a facility – its windows, doors, boilers, anything mechanical and electrical. Soft services are typically those provided by people –such as security, catering and cleaning. As one FM insider explains it: “Hard FM is anything with a plug on it. Soft FM is anything with a hand on it.” But even the big FM companies differ in how they define what comprises soft and

GUIDE TO CAREERS IN FM 2012 | 9

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FM THE REWARDS

SALARY & BENEFITS £

Despite tough economic conditions, the facilities management sector still offers competitive salaries and benefits to candidates. The table below provides a snapshot of the various roles and typical earning potential.

Salaries rise with experience and vary according to function and location. The highest salaries are typically in London and the south-east. Facilities assistants starting out in the industry can expect to earn from £18,000 on average.

TYPICAL SALARIES ACROSS THE UK Position/function

In-house

FM Service Provider

Facilities assistant/ office manager Facilities supervisor Facilities manager Senior facilities manager Multi-site FM Business development/sales Bid management Commercial management Director/head of FM

Up to £35,000 dependent on experience

Up to £35,000 dependent on experience Up to £35,000 £36,000-£45,000

£26,000-£45,000 £26,000-£45,000 £46,000-£60,000

£46,000-£60,000 £36,000-£75,000 £26,000-£60,000 £36,000-£60,000

£46,000-£75,000

FACTS & STATS: TWO THIRDS OF FACILITIES MANAGERS WORK CLIENT SIDE *

BENEFITS/BONUSES COMPANY CAR/ALLOWANCE PETROL ALLOWANCE PENSION SCHEME HEALTH PLAN GUARANTEED BONUS PERFORMANCE-RELATED BONUS PROFIT SHARE/SHARESAVE PAID OVERTIME

30 MALE/ FEMALE RATIO IN FM 70/30 FM World publishes an annual salary survey to identify trends in salaries, benefits, training and qualifications in the FM sector. Respondents to the 2010 FM World Salary Survey were 70 per cent male. The gender gap has decreased over the years and this continued trend indicates that the gender make-up of the industry is changing to attract more women. More than 73 per cent of female respondents to the 2010 survey are earning up to £45,000 compared to 54 per cent of men. Men are the higher earners controlling the salaries above £61,000 – 19 per cent of men earn more than £61,000 compared to 7 per cent of women.

(*STATS FROM FM WORLD 2010 SALARY SURVEY)

10 | GUIDE TO CAREERS IN FM 2012

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FM WHAT IS FACILITIES MANAGEMENT?

RELOCATION SPECIALISTS

ARCHITECTS

CHARTERED SURVEYORS

INTERIOR DESIGNERS SOFTWARE DEVELOPERS

PEST CONTROLLERS

ACCOUNTANTS & FINANCE DIRECTORS

HORTICULTURALISTS

WORKPLACE DESIGNERS

FACILITIES MANAGERS

BUILDING SERVICE ENGINEERS

CATERERS

As well as other members of their team, FMs spend a large proportion of their working lives interacting with professionals across a range of disciplines.

BUILDERS

CLEANERS

TELECOM ENGINEERS

PLUMBERS ESTATES MANAGERS

PROCUREMENT CONSULTANTS RECEPTIONISTS

SECURITY GUARDS

HEALTH & SAFETY CONSULTANTS

GUIDE TO CAREERS IN FM 2012 | 11

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FM WHAT IS FACILITIES MANAGEMENT?

FMS AND ARCHITECTURE Facilities managers are increasingly involved at the planning stage of a building when their expertise can make a real impact he discipline of facilities management does not exist in insolation, and anyone considering a career move into this growing area will inevitably come into close contact with other professions in the property sector. “Facilities managers have a role to play from the beginning to the end of an organisation’s involvement with a building. At different points in time, an FM will need to work with different specialists from other parts of the built environment arena,” says Martin Pickard, principal founder of consultancy firm FM Guru. “They’re likely to have dealings with surveyors when looking for new premises, with architects in planning new facilities, construction managers during building works and project managers at key times. The FM is the constant, representing the occupiers’ needs and wants at each point.” Such a close involvement is only a relatively recent development. Diana Kilmartin is director of property and facilities at mobile phone operator Three – a job title that would have been almost unheard of a decade ago. She was previously head of facilities at Cemex. “Over the last 20 years the facilities role has become far more prominent,” she says. “There was some initial resistance from the property profession but there is now a recognition that these two functions work hand-in-glove and

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they each have a contribution to make.” This trend has become even more noticeable over the past four years as the recession took hold, says Iain Murray, group strategy director at Europa Support Services and immediate past chairman of the British Institute of Facilities Management (BIFM). “Because of the economic situation people do not want to find that when they’ve refitted, rebuilt or re-occupied space that it has a higher cost of occupancy than was expected. They want facilities managers involved at an early juncture,” he says. “I’d be very surprised if mature businesses in the UK are not including facilities managers in their deliberations.”

In on the ground floor Ian Fielder is current chief executive at the BIFM. He makes the distinction between FM’s involvement in running, administering and maintaining an existing property portfolio and its involvement in newbuild projects. “A facilities manager will be the custodian of the building site or portfolio. Their role will be fundamental because if there is a new project taking place on an existing building, they will be the information and data holder. They’re also responsible for the health and safety of all the existing users and define the boundaries to make sure users can carry out their day-to-day business without being impacted

CASE STUDY

Blurring the boundaries aving started his career in facilities management, Neil Usher, now general manager of group property at a major FTSE 100 business, found a move towards the property side a natural progression. “I started in FM, got more involved in projects, learned more about how to physically deliver a workspace and started doing projects with full professional teams and proper construction contracts,” he says. “Then you have to execute property transactions and you start getting into the whole strategy and transaction world. “I fully appreciate if facilities managers don’t want to get involved in that but I’m constantly trying to encourage them to think in the broader property context because FM doesn’t exist in a vacuum,” he says. “It’s part of a lifecycle of buildings and now we support people outside of buildings on a far more regular basis as well.”

12 | GUIDE TO CAREERS IN FM 2012

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“THE [BUILDING] DESIGN IS ALL ABOUT PROBLEMSOLVING AND IF FM HAS SOME OF THE ANSWERS IT HAS TO BE PART OF THE TEAM”

by any new work,” he says. “The FM will be critical in the meshing of a whole range of professionals from the planning stage, to the project safety planning. They will work with everybody who is involved with the design, the costings and the finishings. They should expect to be part of a team working with all the professionals, whether they be engineers, architects or surveyors.” In the newbuild arena, though, FM is less well established and it’s still common to hear stories of FM bring brought in too late in the day, he says. “There is a growing recognition that FM is part of the team and

would interface with all these other professionals but, while it’s the norm in an existing building, we still have to fight to be recognised right at the beginning of a newbuild project rather than being brought in halfway through.” There are signs that this is shifting, with the design changes for the Olympic velodrome a case in point. “When it was originally designed it had a different roof design, which was changed on the recommendation of the builder, not the architect,” says Murray. “The architect would have been very much in there with the contractor. But the whole team, including the FM, would have been involved in the discussions about maintainability and accessibility after handover. You wouldn’t expect a junior facilities manager to be involved at that level, although they may be part of the team. However, the head of FM would be working very collaboratively and commenting on design, accessibility and the costs of maintenance at the end of a project.” With an existing portfolio, an FM professional is likely to be involved from initial planning of a project or relocation, working primarily with an in-house or outsourced property team, right through to overseeing the construction element with surveyors, architects and building managers, says Kilmartin. “The FM professional should be able to give an idea as to how much space would be required based on the combination of the occupied and auxiliary space, and whether there is going to be a post room, reception, restaurants, kitchenette, meeting rooms or breakout areas,” she says. Advising on both the fit-out and

maintenance costs will also be an important part of the job, she adds. Facilities managers are particularly involved once the company has got hold of new premises which then need fitting out, says Adrian McNeece, founder and workplace strategist at McNeece Consulting. “I’ve seen FMs dealing with design consultants and architects. I’ve seen them interview and appoint fit-out contractors – whether that’s traditional contracting organisations or design-and-build companies,” he says. “The design itself is all about problem-solving and if FM has some of the answers it has to be part of the team.”

Nearing the end Once a project has been completed, FM professionals can find themselves heavily involved with any ongoing changes that need to be made, ensuring employees are able to function while changes take place. They will manage the eventual transition process when a building is returned to a landlord. “In some of the companies I’ve worked for, it has been the facilities team that has pulled together the schedule of dilapidation data, and is often in a better position to do that than the property team,” says Kilmartin. This is likely to involve ensuring the property is returned to the landlord in an acceptable state and can even extend to re-using items such as carpets that need to be replaced in new offices. While an FM professional is unlikely to find themselves exposed to the full range of property professionals on day one, they will need to acquire

a variety of skills to build and maintain effective working relationships. A further requirement for FM professionals is that they can speak the language of the various stakeholders they will come across. “You’re going to have to generate written reports which can be read by people who have a different emphasis on that report,” says Murray. “If you’re not able to articulate what it is that you need to do or deliver then it’s going to be very difficult to do your job properly.” There will also be times when FMs need to push for greater clarity to ensure the needs of employees have been fully understood. “From a facilities point of view, a willingness to ask a lot of questions is essential and managers need to make sure they charge the more expert property people with the job of interpreting what they’re saying,” adds Kilmartin. As the worlds of FM and property become more closely intertwined, some entering on the facilities side may find themselves specialising in a property-focused role, perhaps eventually making it their main career. “If FMs get exposure to property agents, surveyors and external consultants, they’re going to be better informed and more strategic in their own thinking,” says McNeece. “They can input into the strategic change that happens in organisations rather than working on incremental change and firefighting executive requests for change. It will make for a far more interesting career and make them far more useful in the organisation in which they work.” GUIDE TO CAREERS IN FM 2012 | 13

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9.50am You’ve arranged to meet with your cleaning service provider. It’s time to assess whether or not they’re meeting their objectives. At this meeting you’ll bring up any problems that your team or their customers – the workers in the building – have mentioned. Problems with the contractor include too much build-up of general office rubbish during the day. Could you have cleaning operatives working within office hours rather than during the evening? You’re discussing how this might be introduced.

8am Arrive early to check your emails.

10.45am You’re down on the ground floor of your building. The organisation you work for wants to introduce a new department, so you’re planning how this might be introduced. Right now, it’s a question of phone lines, desks and natural light. You’re thinking of using new LEDs in order to light up what’s historically been a dimly-lit part of the premises. Can you make use of this hitherto under-used space? You’ve asked a supplier to come in and discuss how that might be done.

11am In a week’s time your firm will be hosting a delegation from one of your major clients. This means getting your on-site caterers to prepare and provide a threecourse lunch for sixty people. It’s your job to make sure that everyone’s needs are met, and that you can accommodate everyone. Also, how many people will you need on the day? You’re working with the in-house chef to calculate how you’ll get the food from the kitchens to the fifteenth floor and back again.

2pm You’re on a site visit. The organisation is looking to expand, and your role is to evaluate suitable premises in the local area. Today, you’re talking with a local estate agent about a property just half a mile from your existing site. It looks OK and there’s enough space for your organisation’s plans, but you have reservations – is the telecoms infrastructure good enough, or will you need to invest more than you planned to bring it up to spec?

What could a day as a facilities manager involve? Here’s an example of what typical FM tasks might occur

A DAY AS AN FM 14 | GUIDE TO CAREERS IN FM 2012

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Remember that different facilities require different priorities – FMs in hospitals or manufacturing plants may see their days very differently to the one outlined here. It’s the biggest cliché in FM that “no two days are the same”.

3.15pm It’s an emergency – the heating system has broken down. Your maintenance contractor is on their way, but meanwhile you need to get a member of your team to explain the situation to the various department heads and find out for them when things will be back to normal.

4.30pm Meeting with your finance director to review and discuss preparing documents to put out to tender for new contractors. The current maintenance contract is coming to an end so it’s time to think about getting the best deal in place. You’ll work with the finance director on this.

7pm Another day done, but tonight you’re out networking with fellow FMs. There’s no shortage of events to help you meet and discuss common issues with FMs in other organisations. Tonight you’re at an event themed around the London 2012 Olympics – how will the transport infrastructure be affected, and what should you be doing to keep your workers productive? Discussions include flexible working and reorganising deliveries.

4pm

9pm

You’re on your ‘rounds’ checking in with the reception helpdesk. Here’s where you can find out what kind of problems your building users are reporting.

5.15pm The day’s over for most of the building’s users, but you’re conducting a special project to cut the building’s carbon emissions by 20 per cent. Now’s the perfect time to prepare for your meeting with the specialist consultant.

That’s it, you’re on your way home. You’ll do it all again tomorrow – except that, in fact, tomorrow will bring a completely new set of issues…

GUIDE TO CAREERS IN FM 2012 | 15

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FM WHAT IS FACILITIES MANAGEMENT?

GET NETWORKING – GET CONNECTED WITH THE BIFM The British Institute of Facilities Management (BIFM) is the professional body for facilities management in the UK, representing and promoting the interests of members and the wider FM community. Its mission is to advance the FM profession, so here’s why you should consider joining

What does BIFM membership involve? Anyone with an interest in FM, whether in the industry or not, can join the BIFM. Without a background in the sector, you’ll be classed as an ‘Affiliate’. Your membership type can then develop in line with your experience and qualifications – firstly to ‘Associate’, ‘Member’, then ‘Certified Member’ and finally ‘Fellow’. (Your CV, current job description and details of any qualifications and continuing professional development (CPD) is assessed when you apply for these more advanced membership grades – see box.) Once accepted, you’ll then be able to add ABIFM, MBIFM, CBIFM or FBIFM after your name – professional credentials that demonstrate your qualifications and experience, as well as your ongoing development as a facilities management professional.

What are the benefits of membership? The BIFM is Europe’s largest FM institute. Being a member demonstrates your professional status and shows prospective employers that you’re committed to your CPD. You’ll get access to BIFM’s online CPD system on which to record your ongoing

learning, much of which you’ll be able to achieve through the BIFM’s comprehensive suite of career development tools and information. There’s an online forum on which to seek advice and engage in conversation with other members in addition to the range of networking events, a 20 per cent discount on courses provided by BIFM Training, and access to a whole raft of information resources, such as a site dedicated to FM’s increasingly critical role in sustainability. Oh yes, and you can also get a subscription to FM World – the industry’s leading magazine delivered daily via email and fortnightly in print.

Networking with BIFM BIFM membership affords you an unrivalled amount of networking on a national, regional and special interest basis. FM has always been a people business, and networking through the BIFM is a great way of seeking new challenges or meeting prospective employers – people who, because of your BIFM membership, can be confident in your abilities. The BIFM is also renowned for its many special interest groups (SIGs), each of which meets regularly to discuss issues relevant to a particular specialism.

To pick three examples, there’s a SIG for sustainability, people management and procurement. SIG events typically take place on weekday evenings, and are often hosted at exceptional examples of newly built or refurbished facilities. Members are automatically allocated to one of the ten BIFM regions (you can change your region if you prefer) and there are regional meetings to network with local members, too. Add in the annual Th!nkFM conference and you can see how networking with the BIFM is a great way to meet your peers and learn about the big issues that affect them. If you’d like more information or want to join, contact BIFM’s membership team on 0845 058 1358

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BIFM AT A GLANCE

Membership benefits

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● Industry news sent to you daily and/or weekly by email ● Extensive online knowledge resources ● Use of BIFM’s online continuing professional development (CPD) tools ● 32 per cent discount on the full cost of BIFM SkillZone courses ● 20 per cent discount on FM courses provided by BIFM Training ● Progression through the membership grades to gain your post-nominal letters ● Access to a range of career development information and tools ● Subscription fees are also tax deductible

BIFM GRADE STRUCTURE – APPLICABLE FROM 2011 Fellow (FBIFM)

Certified Member (CBIFM)

Member (MBIFM)

Associate (ABIFM)

Affiliate

Fellow – our highest professional grade of membership, recognising a high level of professional experience and influence in a senior role, together with a significant contribution to the FM industry. An upgrade to Fellow is only possible from Certified member status. Certified Member – our highest direct entry route to membership, recognising significant professional experience and qualifications in an FM role. An upgrade is possible from Associate or Member grade. If you hold a facilities management-related qualification at Level 6 (Degree level) or above, and have three years’ or more management and FM experience, you may be eligible. to join BIFM at Certified member grade. If you are unsure of your eligibility contact the BIFM membership team. Member – entry is by either a vocational or qualification route; you will have an FM related qualification at Level 4 or 5 with three years’ general management experience which includes at least two years’ FM experience, or you will have five years’ FM experience which includes three years’ managerial experience. Associate – You may be eligible to join at Associate grade if you have two years’ FM experience or you have an FM-related qualification at Level 3 (see qualifications article, p. 38) or above with at least one year’s FM experience.

BIFM’s role ● To represent and promote the interests of members and the wider FM community ● To promote participation and collaboration ● To build an effective relationship with government and other stakeholders ● To deliver best-in-class services, benefits and offers for members ● To promote a professional standards framework ● To enable continuing professional development ● To be a best-of-class, online Institute ● To deliver a comprehensive communication programme

Affiliate – As the entry-level grade this is suitable for anyone who has an interest in, or is new to working within the facilities management industry. You will not be assessed in order to make this grade; previous experience in facilities management is not required. GUIDE TO CAREERS IN FM 2012 | 17

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Where could BIFM take you?

We are BIFM, the professional body for FM in the UK. We are proud to represent the interest of our thousands of members. Whether you are new to the industry or a seasoned professional we have a grade of membership to suit you. Member Grade

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FM WHAT IS FACILITIES MANAGEMENT?

BETTER BY DESIGN Facilities managers can have a crucial role in the design of the environment in which their customers – the building’s users – function. And it’s not just a case of what you see on the surface hen it comes to the architecture and design of buildings there is a pervasive feeling within the FM profession that facilities managers are not consulted early enough, or thoroughly enough, to ensure that the end result of the design process is a workplace that is as functional and as effective as it could be. The reason this feeling persists is that in many cases it is true, or at least, true to an extent. This ongoing delineation in many cases between facilities design and facilities management is rooted in the mistaken idea that the relationship between them is akin to that between sex and parenthood. One is an

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20 | GUIDE TO CAREERS IN FM 2012

act of creation and the other of care with the latter, a distinct consequence of the former. In reality, of course, the act of creation should anticipate the care that follows. The ultimate aim of the process of workplace design should be the creation of something that is functional as well as aesthetically pleasing. To paraphrase the words of Le Corbusier, an office is a machine for working in. It is not a machine to be looked at. Architects and designers sometimes see the design of a workplace as an isolated act of creation. They can forget that somebody has to work in it and, in the case of the facilities manager, care for it. While acknowledging that FMs

are often not consulted, there is a converse argument, which states that some organisations can employ the services of architects and designers either without a clear brief, or with the wrong brief, or without a clear understanding of the process of design. The most common failing in this regard is to ‘think of design in terms of putting lipstick on a gorilla’, in the words of Dieter Rams. In making his famous statement, Rams was referring to was the propensity of people to see design as something that is about surfaces, either figuratively as a way of glossing over the mundane and ugly, or literally as something about choosing materials and finishes.

But good design, like good facilities management, goes deeper than the surface. That which is most essential is often invisible to the eye. This is where the link between facilities management and design is at its most powerful, particularly where it involves facilities managers who understand the complexities of design and management. They would understand the core elements of the office – the people, the building and technology – but also the detail relating to product life cycle issues, legislation, change management, the environment, maintenance and so on. The best facilities managers and the best designers share an understanding of not only how each of these elements of the office functions in themselves, but also how each of them relate to the others. The shame is that, in many cases, facilities managers are not engaged early enough in the design of the workplace to bring this knowledge and experience to bear on decisions. Where this happens, design becomes not only an important adjunct to the facilities management function, but one of general management too. The onus is on everybody involved in the design and management of workplaces to understand how the design process works and what their own contribution should be. The organisation itself should have a clear vision of itself. Facilities managers must understand how to interpret that into a brief that allows designers to create a workplace that can serve the needs of everybody who use the workplace, and understand the design process to ensure the best possible results. Ann Clarke is design director of Claremont Group Interiors www.claremontgi.com

02 CAREER PATHS

Facilities managers talk about what they love about working in the sector

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CAREER PATHS PROFILES

Over n t te the nexcilities fa pages, rs of all e g mana ce levels n experie t the work ou talk ab o and what d they oy about it. j they en

Stock-in-trade THE FM

Emma Robinson BSc

HOW DID YOU GET INTO FM?

I knew I wanted to work in a property-related profession, but was unsure of which built environment discipline to pursue. I accepted a place to study for a BSc in estate management, which provided the opportunity to gain a broad overview of the property industry so I didn’t have to specialise too early. WHICH ELEMENTS OF FM APPEAL MOST TO YOU?

The degree course material that caught my attention was portfolio management and I began to take an interest in how commercial buildings are utilised and how intrinsically important they are in helping businesses to meet corporate objectives. Research led me to the BIFM which really sparked my interest in FM. I wrote a dissertation about the FM’s role in business relocation and from there, I was hooked. FM appealed as it suited the practical, organised and logical parts of me. In addition, I like to be constantly challenged, so the fast -paced nature of the profession was a real draw. WHAT TRAINING HAVE YOU UNDERTAKEN?

After five years’ experience

as an FM, I knew it was the career for me. I wanted to better understand the strategic contribution that FM can make to an organisation’s business performance by aligning its property strategy with its corporate objectives, driving and managing change. The postgraduate degree in facilities management at the College of Estate Management was the perfect solution. It equipped me with technical, business and people management skills while, at the same time, allowing me to expand my professional network. WHAT FM PROJECT HAVE YOU ENJOYED MOST?

While at AXA UK, I led the clientside project team for the relocation of its London headquarters. This involved managing the delivery of the project from inception to completion and included appointing the professional team, setting budgets and managing stakeholders, as well as introducing new ways of working and specifying the operational services for the new location. I relished the experience and gained a wealth of knowledge about the importance of relationships, contract administration, procurement and dispute resolution.

STOCK EXCHA NGE

WORKS AT: The London Stock Exchange FM TYPE: In-house (and manager of external FM suppliers)

Scan the code to view this FM’s LinkedIn proﬁle

“I especially enjoy being forced to think on my feet – situations requiring rapid analysis of the issue, a rational approach to decision-making and a measured response” WHAT ARE YOU DOING AT THE MOMENT?

The London Stock Exchange Group is an exciting and dynamic place to work. In addition to the London headquarters, the group has international offices in Hong Kong, Italy and Sri Lanka, among others, providing a diverse portfolio of properties that ensures work is varied. I’m currently restructuring the FM model and aligning contracts to deliver a bespoke service focusing on customer experience; my vision is that the team will be ‘best in class’. The service provider marketplace has advanced considerably over the last few years and it’s interesting to see the diversity; finding partners who share the same vision is paramount to the success of the strategy. The engineering infrastructure

upgrade, and refurbishment of our data centre into a flexible technical environment are key projects for us this year and, personally, I’m looking forward to improving my technical knowledge. I’m also developing the group’s environmental initiative called ‘Green Up’. A week of activities is being planned for all group locations to launch the Green Up concept including, placing hives for 100,000 bees on the roof of our London building and planting 100 trees in a village in Sri Lanka, in association with a local school. WHAT IS IT ABOUT FM THAT MOST APPEALS TO YOU?

The variety; you’ll often hear FMs say that “no two days are the same”, and while that’s true for many professions, few experience the diversity of tasks, relationships

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The guru speaks THE FM

Martin Pickard WORKS AS: Former FM now running his own consultancy FM TYPE: Consultant

WHAT HAVE YOU MOST ENJOYED ABOUT YOUR CAREER IN FM?

and responsibilities of an FM. I especially enjoy being forced to think on my feet – situations that require rapid analysis of the issues, a rational approach to decisionmaking followed by a measured response. Circumstances can be as varied as a security alert which impacts the building, interruption of power or loss of a critical plant, or understanding the impact of widespread travel disruption on staff resourcing and its effect on service delivery.

You need to be able to understand and empathise to communicate and influence effectively in order to, ultimately, deliver for the customer. A level of resilience is also a prerequisite because often the role is highly pressurised. A sense of humour helps too! IS NOW A GOOD TIME TO BEGIN A CAREER IN FM?

Absolutely. FM is such a diverse profession; its remit is constantly evolving, which means new

WHAT WAS YOUR BIG CAREER BREAK?

In the mid 1980s I was given the chance to join Cellnet (forerunner to what we now know as 02). This was right at the beginning of the mobile phone industry and I was able to set up and run a combined

facilities and property team from scratch in a fast growing business. It was the perfect opportunity to do things my own way and to show how great FM can help a business to succeed. WHICH PROJECT ARE YOU MOST PROUD OF?

Since forming FM Guru in 2003 there have been many rewarding projects.

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WHAT MAKES A GOOD FACILITIES MANAGER?

challenges are regularly emerging. The volatility in global financial markets has led to greater focus on rationalising space requirements to provide more cost effective, sustainable and efficient workplaces. This is where an FM can directly influence the company’s bottom line, through the reduction of overheads. In addition, globalisation has brought with it opportunities for FMs to gain experience both in this country and around the globe. There is an increasing focus on green issues and, consequently, the role of the FM is now more heavily involved in environmental management. This is a wellplaced synergy, as the facilities management remit already includes energy, waste, power and water that all have an impact on a company’s environmental credentials and can often result in cost savings too. What is interesting is that firms are being forced to take the topic seriously, which opens up real opportunities for FMs to raise their profile within an organisation.

The best thing about any role in facilities management is that it means dealing with people at all levels and in all disciplines every day. In the forty years I have spent in FM, I’ve had the privilege to work with some amazing individuals: clients, colleagues, building occupants, team members, visitors and suppliers. I’ve learned so much from them all.

“For people with the right attitude, FM is a career with limitless possibilities providing opportunities in a range of specialisms from the basement to the boardroom”

@FMguru

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CAREER PATHS PROFILES

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I particularly enjoy it when we get the chance to support our client from strategy development right through the project life-cycle. Seeing NB Entrust collect their BIFM award for customer service was one of those great moments, when the results of our hard work was given public recognition. WHAT ADVICE WOULD YOU GIVE A STUDENT CONSIDERING FM?

For people with the right attitude, FM is a career with limitless possibilities providing opportunities in a range of specialisms from the basement to the boardroom. Those who want to succeed should keep their options open, gaining experience in as many sectors and service streams as they can. Never forget that all FM is about service, and focus on that. THE THREE MOST IMPORTANT ATTRIBUTES OF A SUCCESSFUL FM ARE…

A positive attitude has to top my list. Great FMs don’t accept anything less than a glass half full; we make things happen. In second place is the importance of having an open mind. Creative problemsolving is an everyday activity in FM and a restless appetite for change drives performance improvement. Finally, the best FMs all pay relentless attention to the detail within the big picture while maintaining a big picture view of the detail.

SAM KESTEVEN

@AndrewHulbert

Strategy pays CV

Andrew Hulbert WORKS AS: Strategic client account manager, Rollright Facilities FM TYPE: Facilities service provider

y journey into FM started in 2007 when I joined Rollright Facilities for an eight week internship via the Shell STEP scheme. I was gripped by the industry and saw the potential for a career it. I returned to university and graduated with a first class degree in business management before joining Rollright as commercial management graduate trainee in August 2008. The first aspect of the role was to get to grips fully with the commercial side of the business. This included understanding how the business built up costings, how profit was made, the relationship with clients, how to

act to clients, report writing, bid production and controlling the marketing expenditure. Towards the end of 2008, Rollright won a large TFM contract at a multinational ICT organisation and I was selected to be part of the core four implementation team. My primary role was to ensure a smooth transition for the fifty sub-contractors across the UK. This was completed in January 2009 and I had proved myself operationally. I was then promoted to commercial manager and given account management responsibility. I started with a few accounts to build my knowledge and competence but within twelve months I had a full complement of accounts, looking

after 24 sites, 48 staff, with £2 million budget. I had made a number of improvements on the accounts operationally, financial, in terms of statutory compliance and environmentally. During this time I also implemented a number of contracts (around five) totalling around £1 million and have found new business for Rollright. In August 2010, my role evolved into strategic client account management. I handed a number of the smaller sites to another manager and moved to five key strategic clients. These are typically larger accounts that demand the highest level of service, reporting and management intellect. My clients are all industry-leading corporates and I enjoy the challenge of delivering bestin-class services. To that end, I am currently responsible for around £5.5 million of budgetary spend, operationally delivering the contracts and holding the high level client relationship, along with full profit and loss responsibility. In November 2010, I was awarded the title of FMA Young Manager of the Year, which has spurred me to continue to seek more challenges and opportunities.

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Recently, I’ve been involved in partnering with one of our key clients during a move from two old buildings to brand new modern premises. This included building an FM team, and improving the services delivered within the new facilities. Another project saw us build a new security team for a Ministry of Defence contract, where security is of the highest priority. Most recently I’ve been involved with a top thirty law firm in central London, outsourcing their in-house FM function. I headed up the mobilisation team which saw the transfer of all the in-house FM staff, transfer of around 100 suppliers, the installation of Rollright’s HR, financial and helpdesk procedures as well as cost and quality benchmarking of the specialist contractors. This project has been one of the greatest challenges but also one of the greatest successes. Outside of work, I have also just completed my first year of the two year MSc in Facility and Environment Management at UCL. This has really developed my appreciation of the strategic importance of FM, as well as furthering my knowledge of workplace design, FM law and public sector FM. I am keen to promote the industry to young people and joined the FMA Young Managers Forum committee in January 2011. I’m also on the BIFM’s ‘Rising FMs’ committee. My success has been down to the exceptional support that Rollright has offered from the top of the organisation. The company has provided time, resource and opportunities for my development. I have also been mentored by the commercial director from day one, as well as working closely with all of senior management.

Eastern promise THE FM

Mick Dalton WORKS AT: Managing director, Musanadah FM FM TYPE: Facilities service provider

of the British Institute of Facilities Management; assisting in the setting up of Global FM (a federation of international member organisations for facilities managers) and engaging with government on the Energy Performance of Buildings legislation. I’m also proud of starting up a facilities management services company in Saudi Arabia and growing it to a substantial turnover within six months, winning a ground-breaking consultancy on new energy legislation for the Kingdom of Saudi Arabia. WHAT ADVICE WOULD YOU GIVE A STUDENT CONSIDERING FM?

“I’ve had every conceivable challenge come my way, from understanding the limnology of a lake, learning the way in which rats breed and the need to ensure the Year 2000 didn’t bring my organisation to a standstill” WHAT HAVE YOU MOST ENJOYED ABOUT YOUR CAREER?

Over the years, FM has given me lots of opportunities to create value in so many ways. I’ve had every conceivable challenge come my way such as understanding the limnology* of a lake, learning the way in which rats breed, and the need to ensure that the year 2000 did not bring my organisation to a standstill!*

WHAT WAS YOUR BIG CAREER BREAK?

Moving to Dubai to become the senior director of a property management company gave me international experience in a growth market. WHICH PROJECT ARE YOU MOST PROUD OF?

There are many, but I particularly enjoyed achieving ISO 14001 in three separate organisations; being chairman

Work hard and learn from everyone every day; have fun along the way; focus on energy and the customer; focus on creating value; and take the lead in gaining good experience. It’s down to you. THE THREE MOST IMPORTANT ATTRIBUTES OF AN FM ARE:

You need to be both customer and technology centric, have an innate interest in the issues of sustainability and energy, and be prepared to innovate.

(*Limnology – the biological, chemical, physical, geological and other attributes of inland waters.) (*2000 – FMs had to prepare their organisations for a software bug that threatened to stop all computers working at exactly 00:00 on 1 January 2000.) GUIDE TO CAREERS IN FM 2012 | 25

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CAREER PATHS PROFILES

Bear essential THE FM

Linton Brander WORKS AS: Estate manager, PaddingtonCentral FM TYPE: Deals with the tenant organisations across the site

HOW DID YOU FIRST GET INVOLVED IN FM?

After completing my final year at university I had an opportunity to work for an electronics company in Chicago, updating CAD drawings for five facilities in the Chicago area and taking on general FM maintenance responsibilities. The role was only meant to be for three months, but I stayed for five years working in both the UK and USA. FM formed a module within my degree in building surveying. I found the FM element particularly interesting and chose to go down the FM route rather than the building surveying path. Today I have 15 years experience as an estate and facilities manager, holding positions at Virgin Records, Knowles Europe, Knowles Electronics Inc and Clifford Dann & Partners. I joined the PaddingtonCentral Management Company in 2003 as an assistant estate manager. As the site expanded with further commercial buildings, more external estate areas and the Novotel London Paddington Hotel, so my role developed.

SAM KESTEVEN

EXPLAIN WHAT YOU DO.

I’m part of the team that manages PaddingtonCentral, a two million square feet Development Securities and Aviva Investors site. The development is home to high profile occupiers such as

Prudential, Kingfisher, Vodafone, AstraZeneca and Misy’s. My role is mainly tenant-facing, both in terms of the commercial and corporate occupiers, residents and the retail and leisure tenants on the site. The role encompasses all aspects of property management from approving the fit-out projects of new occupiers to the day-to-day management of all the buildings, including hard services (building maintenance), cleaning, health and safety and assisting in service charge budgeting. What distinguishes this from other FM roles is the close working relationship the team and I have with the owners and the developers of PaddingtonCentral. It’s been an operational office location since the first corporate occupiers and retail tenants moved in during 2002, but in 2006 construction work commenced on Kingdom Street (phase two). Today the estate management team is very involved dayto-day with the development team and the contractors during these construction phases. The handover of the building from developer to occupier is a crucial time for the FM team.

Development Securities and Skanska to the management team. This involves a series of meetings to exchange information in the months prior to the building’s ‘practical completion’ date. The idea is to make the exchange of responsibilities as seamless as possible. These were two 250,000 square feet commercial buildings, and we had the responsibility of transfering them from the developer and contractor to the occupier. We oversaw the integration, the management procedures and the teams to provide an operational building. WHAT DO YOU EXPECT TO BE YOUR NEXT CAREER STEP?

All being well, the next few years will be spent at PaddingtonCentral

to see the completion of two further commercial buildings, Four and Five Kingdom Street – the final phase of this development. It will be great to see the construction phase through and celebrate the completion of what is already a major regeneration success story and established office destination. WHAT EXCITES YOU MOST ABOUT FM?

Today, there is greater diversity in the type of commercial buildings being constructed, and more focus on design and how its implementation during construction will impact on the environmental credentials of the building. As FMs we have to continually educate ourselves, keeping up to date to ensure we do our job to the best of our ability.

WHAT HAVE BEEN YOUR MOST SIGNIFICANT ACHIEVEMENTS?

I’d single out my involvement in the handover process from

26 | GUIDE TO CAREERS IN FM 2012

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SAM KESTE VEN

three periods of eight months each working in three teams — operational FM, procurement and business development. Within each I’ll be undertaking specific projects. I’ve started with business development and am in the process of developing and implementing communications activity to attract new customers. WHAT THINGS DO YOU ENJOY MOST ABOUT YOUR JOB?

Right on course THE FM

Jagveer Landa WORKS AS: Facilities management graduate for SGP FM TYPE: Supplier side

HOW DID YOU FIRST GET INVOLVED IN FM?

The course for my business and financial management degree included a year on a work placement. A friend of mine recommended applying to SGP as they had a good track record of taking on placement students and the company appealed to me as it would enable me to be engaged with a wide range of business activities including supply chain management and sales and marketing. WHEN DID YOU FIRST REALISE FM WAS FOR YOU?

The placement year was excellent. As predicted, I was involved in a lot of different projects, particularly in the procurement and the bid

It is exciting to be able to ‘road test’ certain aspects of the business and to be back at SGP after a year away. I am enjoying catching up with people that I met last year and getting my teeth into my first project I am doing a formal FM qualification, the Level 3 Apprenticeship in Facilities Management, which I hope will make my time in the operational FM team more effective. HOW WOULD YOU LIKE YOUR CAREER TO DEVELOP?

management teams. After a few months of being in head office I spent time on site and that was when I realised how much I enjoyed working in FM because of the diversity of opportunities to learn and develop.

At the end of the two years as a facilities management graduate we will have a discussion about where my future lies and SGP will offer me a role in one of the departments that best suits my competencies. I am openminded as to which one I will be most suited to.

WHEN DID YOU FIRST MOVE INTO YOUR CURRENT ROLE?

WHAT EXCITES YOU MOST ABOUT FM?

I stayed in touch with SGP during my final year at university and when I finished my studies I was offered a job in June 2011.

During my final year at university I kept an eye on what was happening in the FM sector. In general it seemed to weather the recession better than other sectors. There are a lot of exciting and dynamic things that could happen in FM – new entrants, more mergers and acquisitions, and new people coming into the sector. It seems like I’m starting my career in just the right place.

WHAT DO YOU DO?

The role of facilities management graduate is brand new to SGP. Together with the commercial director we agreed that I would be in this role for two years. I’ll be spending

GUIDE TO CAREERS IN FM 2012 | 27

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CAREER PATHS PROFILES

SAM KESTEVEN

“I like the way the FM sector is moving and the recognition it’s gaining from companies realising the core support that FM provides to the infrastructure of their business”

Room at the top THE FM

Martin O’Connor WORKS AS: Chief engineer/FM at Intercontinental Hotels Group FM TYPE: In-house

WHEN DID YOU FIRST REALISE THAT FM WAS THE CAREER FOR YOU?

I have worked for most of my career within the hospitality industry, and hotels in particular. At a networking event I was amazed how similar the role of the FM, and the position I held within the hotel, had in common. I realised I’d been involved in FM for many years, just under a different job title. WHAT DO YOU DO?

I head a department with a very committed and engaged team of 14 members of staff. I am entrusted with the largest Holiday Inn in the world, the Holiday Inn London Kensington Forum.

My job is to maintain the grounds and hotel structure, organising planned preventative maintenance programmes for the 906 guest bedrooms, 25 floors of guest bedroom corridors, meeting rooms, public areas, restaurants, bars and back-of-house staff areas. I maintain the supply of utilities, check that we’re meeting all our legal and statutory requirements, plan our energy saving programmes for gas, water and electricity, and represent the facilities team at departmental budget and contractor induction meetings.

for two of the world’s top hotel groups, Intercontinental Hotels Group and Hilton, and both at their flagship hotels. Some of the more challenging projects have included fitting a swimming pool into a basement function room, replacing a basement boiler house containing three commercial steam boilers with more efficient gas boilers on a 10th floor roof. There have been numerous refurbishments, the installation of 400 bathroom pods into guest rooms, and dealing with the damage caused by the flooding of three sub basements by a burst street ring main. WHAT DO YOU ENJOY MOST ABOUT YOUR JOB?

You never quite know the issues you’ll face when you walk through the doors. When the hotel is at full occupancy we can have upwards of 1,800 guests staying per night, and that’s a lot of potential requests.

WHAT HAVE BEEN YOUR MOST SIGNIFICANT ACHIEVEMENTS TO DATE?

HOW WOULD YOU LIKE YOUR CAREER TO DEVELOP?

I’ve held my current position

I’d like to stay within IHG, but I’ve

also been working with an FM training company conducting ‘back of house’ show rounds for their delegates. This gives me a great opportunity to pass my knowledge on to new starters in FM. It would be interesting to look into some sort of teaching or lecturing position in the future. I was also very fortunate to be invited on to a pilot mentoring programme sponsored by BIFM and Larch Consulting. One of my goals was to apply for full member status with the BIFM, and my mentor helped me achieve that. I attended a three day BIFM training course ‘Understanding Facilities Management’, which also gives you the opportunity through further studies and assessments to obtain an Institute of Leadership Management (ILM) qualification in FM. I got my MBIFM status ahead of target and I have almost completed my ILM qualification. WHAT EXCITES YOU MOST ABOUT THE FUTURE OF THE FM SECTOR?

I like the way the FM sector is moving and the recognition it’s gaining from companies realising the core support that FM provides to the infrastructure of their business. It’s exciting to see the rate at which technology is advancing and what that means for the future of FM.

28 | GUIDE TO CAREERS IN FM 2012

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Local hero

HOW DID YOU FIRST GET INVOLVED IN FM?

Having worked in hotels and construction I was made aware that FM would be a good way to use my skills. I looked into it and decided it seemed a good career path (I was a facilities maintenance supervisor at this time).

THE FM

Will Bowen WORKS AS: Facilities manager, Sevenoaks District Council FM TYPE: In-house

WHEN DID YOU FIRST REALISE FM WAS FOR YOU?

It was when I started to investigate the profession through the BIFM. I realised that many of the things I enjoy doing at work, such as dealing with customers on a daily basis, building and construction, and being involved in the operational and strategic running of an organisation, were all in FM. I also spoke to FMs and realised I had a lot in common with them. I realised that I enjoyed interacting with other FMs and the variety of career paths within the industry. WHAT KIND OF JOB HAD YOU BEEN LOOKING FOR?

I had no clear idea on leaving university of what I wanted to do, other than that I was interested in a management profession and that interaction with people was important.

SAM KESTEVEN

WHAT DO YOU DO?

“I’d expect my next career step to involve working as a head of FM for a larger, preferably multi-national and therefore multi-site organisation”

I run the FM department at Sevenoaks District Council, managing 14 staff. FM at Sevenoaks deals with facilities building services, postal services, document management, printing service, catering, security and health and safety. I’m also involved in strategic management groups such as strategic risk, corporate health and safety, and strategic procurement.

WHAT HAVE BEEN YOUR MOST SIGNIFICANT ACHIEVEMENTS?

The introduction of an FM helpdesk, for which I wrote the service level agreements (SLAs) and defined the key performance indicators (KPIs). We developed a helpdesk software package to ensure that the FM department runs correctly for all customers. Subsequently, 99 per cent of calls have been fixed within the SLA over the past two years. I’ve written a fire plan for the main building here at SDC and identified savings equivalent to more than 10 per cent of my department’s budget to assist the council in achieving its financial targets. This meant renegotiation of several contracts. I’ve also negotiated an organisation-wide print strategy contract in which we identified £50,000 savings per year. HOW WOULD YOU LIKE YOUR CAREER TO DEVELOP?

I’ll be taking the BIFM level 5 qualifications and trying to identify ways of improving my skills and experience in a strategic role. I’d expect my next career step to be up to working as a head of facilities management for a larger, preferably multi-national and therefore multi-site organisation. WHAT EXCITES YOU MOST ABOUT THE FUTURE OF THE FM SECTOR?

The technological developments and innovations in the workplace; the opportunities to assist organisations in really achieving in difficult times; and the fact that the UK has a good name as a producer of high quality FMs, meaning that we will be deeply involved and relied on internationally. GUIDE TO CAREERS IN FM 2012 | 29

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CAREER PATHS PROFILES

“You need to be able to maintain a cool head under pressure, make decisions and respond quickly and decisively to queries from your team” deal was very satisfying. Explain what you do in your current role

As bid manager I lead a team of people to define, develop and present proposals to customers (Balfour Beatty’s clients). I lead the development of our offer with technical and financial experts to ensure it is in line with customer requirements and company strategy.

Bidding to win the fm

Rob Cunliffe Works as: Bid manager for Balfour Beatty Living Places FM type: Balfour Beatty Living Places provides managed services to local authorities and associated public sector bodies.

How did you first get involved in FM?

While applying for graduate positions with engineering companies, I was lucky enough to be offered a graduate job in the business services division of Amey. As part of its graduate programme, I worked on a contract in the facilities sector and found that I enjoyed the diversity of activities, people and disciplines involved. When did you first realise FM was for you?

I’ve always been interested in buildings, architecture, and engineering. I didn’t even 32 | GUIDE TO careers in FM 2012

know about FM before I started work. FM provides an interesting perspective on the built environment and how people actually use it. It joins engineering, technology, business and construction together, making you focus on what’s important for your customers – the users of the building. One of my graduate placements was with the business development team working on a PFI project. We had to develop an FM offering that met certain performance requirements within a set price. The challenge of developing this, proving it and then winning the

What have been your most significant achievements?

Leading the FM element of a PFI bid which Balfour Beatty won and leading a complex strategic highways bid worth £3 billion for Balfour Beatty. The experience I’ve gained on many different projects has been fantastic. How would you like your career to develop?

I’m currently studying for a Masters in Urban Regeneration. I want my career to develop in this direction as I enjoy developing solutions that make a positive impact on a place. My vision is to bid for, and win, a major event such as the Olympic games or a World Cup. This naturally exposes the areas in which I need to develop – international experience, social and economic regeneration and broader industry knowledge (construction, infrastructure etc.), hence my current job working in the highways sector. What kind of people would excel in the work you do?

You need to be able to maintain a cool head under pressure, make decisions and respond quickly

and decisively to queries from your team. You need to be a people person with an outgoing personality and have boundless energy and enthusiasm to motivate your team to win. It is imperative you see a project through as the deadline does not move and the quality of the bid cannot be reduced. My friends have a much better idea of what I do these days. A lot of people don’t understand or see what goes on behind the scenes; no-one really understands how all these jobs can be connected into one. I think students with engineering degrees will probably do well in building services. What excites you most about the future of the FM sector?

I honestly believe that FM and real estate is the next big business enabler. HR and ICT have both had their time to enable organisations to reach their potential. I believe that the time is now for the environment that people work in to provide the catalyst. We are going through the biggest change in the working environment since the 1970s and 80s. A younger workforce demands a flexible working environment, and technology has enabled us to become more mobile and more social. FM has the opportunity to help organisations respond to this, helping them attract and retain the best people of the future. In these days of austerity, FM has a role to play in helping government become more efficient. In the public sector, space utilisation and real estate management trails what the private sector is doing. It is up to us to ensure that savings can be made from the public purse without reducing jobs.

the fm

Sajna Rahman Works aS: Facilities manager with G4S FM FM TYPE: Sajna works for G4S’s client, the Food Standards Agency

SAM KESTEVEN

Food for thought

ike many facilities managers, I fell into FM. I’m from an administrative background, and I started my career working as a receptionist for CocaCola. I have experience of working in both the private and public sector, and also for both an in-house FM team and outsourced service supplier. Today, my employer is G4S FM, which specialises in FM and support services in critical and secure environments for the public and private sectors. My job is to manage the delivery of soft FM for a central

Government agency. I have a mentor within the BIFM who I can turn to for advice. In fact, this is a great industry for networking and learning from others. The more I’ve networked, the more confident I have become in the job. I’m a committee member for BIFM Special interest Group, ‘Rising FMs’. Our committee is formed from a cross section of industry representatives . One of our main objectives is to impart practical knowledge around the BIFM competencies at a level that our members can understand. Although providing ongoing continual professional development is our main aim, we also provide career development advise and guidance as well as a support program of FM events and social opportunities. My advice to anyone considering a career in FM is to get relevant qualifications, the industry is growing and the skill gap is widening. I would ask new entrants into FM to join BIFM as an associate member. I certainly get huge benefits from my BIFM membership.

“My advice to anyone considering a career in FM is to get the relevant qualifications. The industry is growing and the skill gap widening” GUIDE TO careers in FM 2012 | 33

CAREER PATHS GRADUATE PROGRAMMES

FM service, leadership roles tend to be longer lasting.

The choice: technical or managerial Job roles at FM service providers tend to ﬁt into two categories: technical skills and contract management. On the technical side, the industry has seen the development of stand-alone roles demanding highly speciﬁc subject expertise in areas like health and safety, corporate social responsibility (CSR), information security, energy, environmental management, workplace advice, risk mitigation or project management. The contract management side has seen an increase in demand for specialist bid managers, (increased government

outsourcing can only mean more bid writing), and there’s also a demand for commercial modelers working on increasingly complex contracts.

All-rounders Most valuable, says Colin Hall, are individuals who can combine one of more of these management skills with ease. Hall believes that an affinity for business relationship management is an attribute that FM service providers will find more appealing than a particular focus set of technical skills. FM services are rarely delivered on a ring-fenced basis, so being a good team player certainly helps. Commercial and financial skills are also very important, with the ability to think strategically

and develop service delivery for the mutual benefit of your employer or a client a very desirable skill. And finally, the ability to communicate verbally and formally when presenting business cases, formal reports and just informally over a coffee is a critical element of a facilities manager’s effectiveness. FM is not a nine-to-five job and commitment to the role is a must as you can be called upon any time to resolve a critical issue. When all is said and done, if you are passionate about what you do and what you are trying to achieve for your client’s / employer’s organisation, it will show. This article prepared with help from executive recruitment firm Macallam – www.macallam.com

JOBS AT FM COMPANIES ● 1) Operational – working on site to deliver the FM service, liaising with different departments and subcontractors. ● 2) Bid management – working for an FM service contractor, you’ll be structuring the business proposals your firm will put forward to win new FM work with major clients. ● 3) Business development – you’ll be out and about meeting representatives of potential clients for your FM service provider business. ● 4) Consultancy – you’ll be brought in by companies looking to revise or extend their facilities services. (For those with much experience of the sector.)

Macdonald & Company is a specialist property recruiter with an established Facilities team offering tailored recruitment solutions across all levels and disciplines within FM, working on behalf of service providers, property companies, consultancies and client-side organisations. With a global presence we RIIHU D ¿UVW FODVV VHUYLFH IRU DOO RI \RXU UHFUXLWPHQW QHHGV )RU D FRQ¿GHQWLDO GLVFXVVLRQ DERXW \RXU career progression within the FM industry please contact us on the numbers below.

The Professional’s Choice For Permanent And Interim Recruitment

London: +44 (0)20 7629 7220 jwilliams@macdonaldandcompany.com

Manchester: +44 (0)161 605 0500 cmarchant@macdonaldandcompany.com

www.macdonaldandcompany.com 34 | GUIDE TO CAREERS IN FM 2012

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QUALIFICATIONS VALERIE EVERITT

QUALIFICATIONS

Learn about the training and courses available to facilities managers

Sponsored by

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The new Institute of Leadership and Management (ILM) Level 3 qualifications are particularly appropriate to first line managers who are developing their management potential, their understanding of the FM industry and their ability to apply their knowledge in the workplace. Application of knowledge is the theme to these qualifications and learners can fully develop their management potential and the knowledge required to perform their job functions to their full potential. The three different qualifications (Award, Certificate and Diploma) allow a range of choices for the extent of subjects to be learned. With a range of mandatory and optional subjects, a package is available to suit all needs and learning directions. Two intakes a year for our open programme, or bespoke packages for group bookings and corporate programmes.

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The new British Institute of Facilities Management (BIFM) qualification is particularly appropriate to middle managers who have practical experience of working in the facilities management field. The three different qualifications (Award, Certificate and Diploma) allow a range of choices for the extent of subjects to be learned. With a range of mandatory and optional subjects, a package is available to suit all needs and learning directions.

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The new British Institute of Facilities Management (BIFM) Level 5 Diploma is particularly appropriate to experienced middle managers wishing to aspire to a higher management level who have a track record in managing FM operations. Blue-Eye Training tutors believe that the Diploma is the most appropriate qualification for managers working at this level. The programme format allows learners to study via a blend of distance learning, which is home or workplace study, coupled with reflective workshops covering the new BIFM competences to enable the learner to achieve the Level 5 Certificate over a 15 month period, thereafter progressing to undertake a top-up to the Diploma.

A rolling programme intake format allows learners to join at a time to suit themselves.

:K\ 6WXG\ :LWK 8V" Blue-Eye Training has been providing tuition for facilities management qualifications since 1994, longer than anybody else. Our students' pass rates are consistently in excess of 90% - considerably higher than the national averages. During the course of your study, Blue-Eye Training promises to: 5 Provide you with high quality training from industry professionals, specialists in their field. 5 Give you ongoing support, one-to-one coaching and mentoring. 5 Help and guide you in preparation for the various assessment formats. 5 Give you the opportunity to complete various nationally recognised qualification at a pace of your own choice. 5 Provide tailored solutions or bespoke programmes for organisations with 5 or more learners. 5 Offer you a range of learning options; from classroom-based learning, home study distance learning, workplace-based study and project work, day release and more. Tell us your needs and we will gladly discuss the options.

3ULFHV 'DWHV DQG 7UDLQLQJ 9HQXHV Most of our open programme courses are held in Newbury in Berkshire. Day delegates are welcome as well as those who would like to choose the residential option. Our full course information booklet is available on-line, which indicate the course content, tuition session dates, pricing and much more.

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SKILLS CUSTOMER SERVICE

KEEP THEM HAPPY It’s no use hiding away in your office – FMs need to deal with customers, and lots of them, if they’re to do their job properly acilities management is a service-based industry, to some extent comparable to retail or catering. But unlike the manager of a shopping centre or a chef, whose focus will be on the general public, an FM’s customer is the user of a facility, be they the general public, office workers, people on a production line, a warehouse… the list is comprehensive. In short, any person using the facilities your organisation provides is your customer. With so many services to provide, an FM is one of the most well known faces in an organisation. You’re a ‘people person’, comfortable talking to all employees from receptionist right through to the chief executive, drawn from contrasting social backgrounds, and with different levels of education.

Interpersonal skills Face-to-face conversations make up a large part of an FM’s daily routine. It’s important to give people the attention they expect in terms of listening, and to maintain high standards of politeness and good manners. Simple actions such as maintaining eye contact can reassure a customer that you’re listening to their request and taking the matter seriously. Foremost in your mind should be the idea that the customer is an individual with specific wants and needs. Through empathy, you can put yourself in the shoes of the other person and understand how a certain problem might be affecting them. You will approach the issue with more enthusiasm if you know how much difference it will make to the individual when you resolve it.

BODY LANGUAGE What your body language says about you: Eye contact – attentiveness to the speaker, alertness Nodding head – agreement Head held high – superiority, arrogance Folded arms – negativity, disagreement Touching, scratching nose while speaking – embellishment, lying Foot direction – usually indicates direction of interest Hands clasped behind back – indicates confidence and/or authority

Communication technology In a modern organisation, communication takes place over email, telephones and increasingly, social media. Although this technology improves our working lives, it opens up pitfalls in terms of customer service. Research suggests that up to 75 per cent of communication between humans is non-verbal, which means that when we are not face to face with our customers, we cannot use body language to affirm our positive attitude. A customer who reports a fault and receives a hastily dashed off email with spelling mistakes will doubt their issue is being addressed properly. Even a tone of voice during a telephone call, wrongly interpreted, can lead to misunderstanding and dissatisfaction, so being aware of how you conduct yourself using all means of communication is very important.

Process management Often, a facilities department will have a help desk system in place to manage issues across an organisation. Operators log a call in a category, assigning it a priority. If the fault is structural, for example, the maintenance team is then notified and a job booked. It’s the FM team’s responsibility to keep the customer up to date with the status of the fault, and notify them of any delays to repair. This is known as the ‘cradle to grave’ approach to issue reporting, ensuring that at every stage a customer comes into contact with a member of the FM team, they’ll receive high quality service.

Feedback It’s important to be able to learn from mistakes. If you find that customers are reporting dissatisfaction with the level of

TOP TIPS The interpersonal skills you need to provide good customer service ● Good communication ● Ability to listen ● Positive attitude ● Empathy ● Tact ● Diplomacy

service they’re getting, then it is best to audit the systems in place to deal with faults. Senior members of the FM department have systems to deal with these situations, and it will be up to you to keep an open mind. People are unpredictable and occasionally challenging. But with experience, you’ll be able to handle any situation with a cool head.

Presentations An FM is often called upon to give presentations to staff: inductions to new starters, or informing employees of changes to health and safety policy, for example. Many people find public speaking a daunting prospect, and get very nervous in advance of these situations. Most of the fear attached to speaking in front of others is irrational, and out of proportion to the task. This is a skill like any other which always gets easier after the first time. There are specific training programmes that can help to build your confidence, but often it’s best to just do it and learn as much as you can. It helps to think of the audience as your friends, and try to talk to them as individuals. Also, bear in mind that most will empathise with your situation, and be on your side, wanting you to succeed. In essence, good customer service means treating your colleagues as you would like to be treated yourself – with respect, good manners, and a sense of humour. GUIDE TO CAREERS IN FM 2012 | 45

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SKILLS

PROJECT MANAGEMENT

MANAGING PROJECTS career in project management offers interest and variety as well as good pay and excellent prospects. But it is demanding – and to be successful as a project manager, entrants will need a wide range of skills. To manage projects successfully, you’ll need to be able to learn quickly and to address a wide range of different areas. You’ll have to understand financial accounts, because you’ll be responsible for controlling project budgets. If a project includes building works or machinery, you’ll need to understand enough about the subject to manage a multi-disciplinary team. You may also need to understand enough basic law to draft good contracts and advise your organisation on potential litigation – although a solicitor will always be involved when push comes to shove. Like so many aspects of FM, the project management element requires good people skills. These may come naturally, but can also be enhanced through training. A project manager will need to be able to deal with people at all levels from the chief executive, to shop floor workers and individual subcontractors. That

takes considerable confidence – particularly when there is bad news to deliver. Good communication skills are vital, both for ‘selling’ the project to senior management, and for explaining clearly to the project team what needs to be done. But communication skills aren’t oneway; project managers also need to be good listeners, able to ask the right questions to elicit good information from members of the team. As the person bringing all the interested parties together, sometimes you’ll be the only person involved full-time in the project; other members of the team may have their own jobs in other divisions of the company or KEY QUALITIES ● Ability to multi-task ● Good people skills ● Patience ● Flexibility ● Ability to hit deadlines ● Problem-solving skills ● High level of enthusiasm

ALAMY

To become a great project manager requires the ability to multi-task and an understanding of the importance of teamwork. In short, it demands a wide range of skills. Do you have what it takes? in other businesses, and they may have their own agendas too. To manage such a team successfully, a project manager will need to be able to spot the political agendas and work out how to neutralise them. That’s something any good manager picks up on the job, but you’ll need to be perceptive to start with. Project managers also need to be pragmatic, able to solve problems and with the tact to be able to handle situations where members of the project team have very different views of the course of action to be taken. Flexibility is important – projects never run according to plan, and to succeed in this career you’ll need to be able to think on your feet and quickly take action to put a derailed project back on track. Project managers are responsible for getting projects delivered to time, cost and quality targets; all too often, they have to juggle the three targets. It’s easy to lose focus in such circumstances, which is why a certain amount of obstinacy is valuable. The crowd-pleaser or approval seeker won’t last long as a project manager. Meeting deadlines is another essential – in a way it’s what project management is all about.

Self-discipline is vital, and so is a realistic approach. Sometimes project owners need to be told that the job simply can’t be done to the budget they’ve set out. While managing expectations is part of the task, once targets have been accepted, project managers need to deliver. After all, if the project manager is late with the paperwork or payments, will subcontractors feel motivated to deliver on time? So, that is quite a long list of qualities. Of course, different FM job roles require different levels of project management expertise, and most managers evolve their own style as they progress in their careers. Some are cheerleaders, some are technocrats, some are Machiavellian. But if there’s one feature that distinguishes the best project managers from the also-rans, it’s enthusiasm. They really care about their projects – whether it’s a new software system, a toll motorway, or an office refurbishment, it’s their baby. Good project managers champion their projects, market their projects, love their projects. If you can’t do that, you might make a good facilities manager – but you’ll never be a great one.

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SKILLS TIME MANAGEMENT

TIME TO BE ORGANISED FM demands that you’re someone who can manage your time to maximum effect. Fortunately, there are plenty of ways to learn how to do just that

oing work now to save time later’ is a simple but pithy definition of time management. It’s the practice of dividing our time across the tasks we need to do, in order to meet deadlines and respond to unexpected events while regular tasks are completed to schedule.

tasks of meetings, and reporting must continue uninterrupted.

How to time manage

Why time manage? If we approach time-management in a structured way, we can make our working lives much easier. We will be able to increase the quality of the work we do, because we’ll have more time to spend on the tasks that require more effort and concentration. This can reduce the stressfulness of complex roles, and leave more time for doing the tasks that really matter.

ISTOCK

Time for facilities management A facilities manager has a wide remit over many business services – catering, maintenance, washrooms and couriers, for example. Each area has its own patterns of regularity and in-built deadlines. For example,

certain maintenance can only be conducted after working hours, while couriers need to be dispatched before the end of the working day to meet a day delivery. Annual inspections, say for legionella, must also be scheduled in order to comply with legislation. Also, the way an FM works means different levels of involvement. Negotiating service levels and prices with suppliers or budgets for the upcoming year might take an hour or so in front of a spreadsheet, while a routine boiler inspection may demand the presence of an FM in the plant room. To make the challenge even more complex, an FM is constantly dealing with the unexpected – toilets may spring a leak without warning, vandals spray graffiti over the site over a long weekend, while the daily

Thankfully, there are several techniques that can help you arrange your schedule, leaving time for unplanned contingencies. Sometimes, knowing where to start can be a challenge. Making a list is a great way to prioritise tasks. Start by writing everything down everything that you know needs doing. Then, compare any two tasks in terms of importance. Out of the two, put the most important at the top. Then compare this top choice with another item on the list and repeat the process. Go through your list comparing the tasks in this way and soon, you’ll have a prioritised your to-do list for the day/week/month.

Activity logs Due to the wide variety of responsibilities, an FM can easily lose track of exactly how much time they spend on individual tasks. A lot can absorbed by incidental tasks such as ‘quick’ chats, email, social media and checking voicemail. These small events soon stack up and, very quickly, we burn through the time needed for the important tasks in our working lives. Keeping an accurate record of the time you actually spend on tasks over a few days is the first stage in optimising a busy schedule. You can integrate this with a record of your moods and energy levels, which will come in handy later.

Looking back over the logs may reveal some surprising habits. How many hours a day do you spend checking through emails, for example, and on how many separate occasions? By clumping similar tasks together, such as replying to emails en masse, rather than as they come in, you can save a lot of time. Also, by choosing to undertake your most challenging task at a time of high energy, as reported in the log, you will probably do it in less time.

Pareto Principle Discovered in the early 20th century, this ratio appears to hold true in many areas of life. In any given situation where there is comparable input and output, 20 per cent of effort produces 80 per cent of results. For example, in a newsagent, 20 out 100 product lines produce 80 per cent of the profit.

Parkinson’s Law of Triviality It has been found that most time in meetings is spent discussing relatively trivial matters, such as the colour of the bicycle shed. TIME TIPS Ten pitfalls of time management 1 Not having a list 2 Not setting personal goals 3 Not prioritising 4 Not managing distractions 5 Procrastination 6 Taking on too much 7 Thriving on ‘busy’ 8 Multi-tasking 9 Not taking breaks 10 Ineffectively scheduling breaks

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SKILLS NETWORKING

IT’S A PEOPLE THING Networking is all about meeting fellow professionals in a relaxed, informal environment, to swap information and advice on topics of mutual interest. For facilities managers at all levels, it’s a particularly important part of the job Networking and FM

Meeting and greeting

Social networking

Networking plays a larger role in FM than many other professions. As a relatively young industry that is constantly evolving, FMs are more likely to seek the advice of peers than those in other professions, where long– standing education and career development pathways only change slowly.

It can all seem a daunting prospect if you’re new to the idea. Most of us feel intimidated by entering a room full of people we don’t know, even if they’re in the same industry. It helps to remember that everyone else is probably feeling the same, and after the first time, it certainly gets easier. After you’ve been to a few events, and taken home a few business cards, you’ll start to see the same faces and naturally gravitate towards them. Voila! Those individuals are part of your network, and vice versa.

Today, the vast majority of business communication is conducted through email. Social networking sites occupy a middle ground between the formality of our professional life and the informality of our friends and family. An online presence via Twitter and Facebook is seen as essential for organisations and individuals looking to raise their profile in the industry. The FM profession is extremely well represented on LinkedIn (see box), with many groups dedicated to the sector and associated subjects. It’s worth remembering that face-toface, ‘off the record’ networking is still the best source of up-todate insider information, due to online users’ caution when putting information into the public domain Increasingly, recruiters look to sites like LinkedIn to fill vacancies, so having a profile on these sites can pay dividends. Many organisations and selfemployed individuals also publish online blogs, helping to promote the skills and interests of the person in question.

Networking as a skill It stands to reason that an FM should see networking as part of his or her essential skill set, and one that needs to be developed like any other. Improving your networking technique can help you do your job more effectively, and give you a valuable tool that is transferable to any role.

ISTOCK

Opportunities Often, industry bodies or conferences build in networking sessions between sessions to allow people the chance to have a coffee and conversation. The British Institute of Facilities Management’s regional and special interest groups offer an excellent opportunity to connect with your peers at a local level. The special interest groups encourage members to engage in areas of specific interest, such as energy or catering, in a informal or formal setting.

Chance encounters Industry events are not the only place where you might need these skills. Expert networkers recognise that opportunities and useful information, such as job offers, can come from almost any social interaction. To be most effective as a networker, it pays to be prepared for chance encounters and have a clear idea of who you are professionally, what you do, and where you want to be. Who knows – that person in front of you in the queue at the sandwich shop could be the chief executive of a major FM provider. How will you present yourself if they start a conversation? It pays to work on your ‘elevator pitch’.

Part of the package Don’t put all your faith in one system over another. Social media services should be seen

as ‘tools’, part of an overall package of networking skills that are mutually reinforcing, adding value over and above the sum of their parts. For example, when you meet a contact at a conference, you can direct them to your blog, and if you meet them online, you can agree to hook up at an upcoming event. It may sound like hard work but you’ll probably enjoy it. Networking is a sociable way to get ahead and could move your career on in leaps and bounds.

LINKEDIN GROUPS Get to know some of the people and issues in FM by looking at what people are saying in these groups: ● Asset Skills Virtual Academy for Business Services ● British Facilities Management ● Estates Management (Asset, Property & FM) ● FMA ● Stars in FM ● UK Estates & Facilities Management Professionals

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05 COMPANY PROFILES

Organisations employing or training FMs on why you should work or study with them

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Leading the way in skills development Interserve is

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a global support services and construction

Interserve is leading the way in enhancing the career pathway for

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support our clients to the best of their ability and ensure services

health, defence and industrial clients

are continually improved

The Trusted Partner

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PROFILES INTERSERVE

INTERSERVE Interserve is a leading force in the support services industry, operating across the United Kingdom, Europe and the Middle East e develop, implement and deliver bespoke facilities services; self-delivered to guarantee quality and accountability and allow our clients to focus on their core business. Interserve offers a full range of services from front of house, catering, cleaning and security, to life cycle maintenance and energy management whilst ensuring service delivery quality and flexibility through our own directly employed staff. Our people provide services to some of the UK’s most important and business critical, government and commercial buildings, from government properties, hospitals, schools and colleges to corporate head offices, retail destinations, business parks, airports, industrial processing plants, power facilities and military bases. We know that choosing a new service partner can be a risk, which is why our experience in TUPE transfers – having managed the transfer of more than 17,000 employees – and our commitment to developing all our employees wherever they are in the business, ensures that we are the trusted partner for all our customers.

The employer of choice The range of employment opportunities within Interserve are varied, with nationwide opportunities ranging from project management and technical support through to cleaning, catering and maintenance. To keep Interserve at the forefront of facilities management we look to attract and recruit the best of the best to ensure the continued success of our business. Interserve aims to look after our staff at each and every stage of their career enabling them to grow with the company, whilst the training and development of our people is essential to providing value to our clients and to our employees. In response to this, Interserve has worked alongside industry bodies such as Asset Skills and RICS, to pilot and develop qualifications that will enable employees to move on with their career. The programmes are all designed to support the career development of staff from entry level to the very top of the business. This strong commitment to career development ensures all our employees are not only equipped with the right skills for their jobs and their own career progression, but are also able to support our clients to the best of their ability and ensure services are continually improved. Creating this enviable culture of learning and development has enabled us to become a highly respected and successful service provider.

Company name: Interserve Address: Capital Tower, 91 Waterloo Road, London, SE1 8RT Telephone: 020 7902 2000 Website: www.interserve.com E-mail: info.support@interserve.com Locations: National and International Number of employees: 50,000 Number of vacancies: Various – for all opportunities visit www.interserve.com/careers Major clients: Alstom, Boots, BP, Defence Infrastructure Organisation, Defra, London Borough of Ealing, Home Office, HSBC, Foreign and Commonwealth Office, PRUPIM, Sainsbury’s, William Hill. Areas of work offered: A complete range of roles from cleaning, maintenance and security to management, business development, administration, finance and procurement Work experience offered: Not formally Employee training funded: All our employees have the opportunity to follow their own personal appraisal development programme, with courses being fully or part funded depending on their role and requirements Starting salary in region of: Dependent on role Other benefits: From the flexibility offered to you through the Interserve pension scheme to tax savings on childcare vouchers, we will aim to make your benefits package as rewarding as your career with us How to apply: For all our career opportunities visit www.interserve.com/careers

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PROFILES JOHNSON CONTROLS

JOHNSON CONTROLS With a workplace that encourages innovation and welcomes ideas, employees can develop and grow ohnson Controls is a global diversified technology and industrial giant, serving customers in more than 150 countries. Our 154,000 employees create quality products, services and solutions to optimise the energy and operational efficiencies of buildings; lead-acid automotive batteries and advanced batteries for hybrid and electric vehicles; and interior systems for automobiles. Our commitment to sustainability dates back to our roots in 1885, with the invention of the first electric room thermostat. Through our growth strategies and by increasing market share, we are committed to delivering value to shareholders and making our customers successful.

Our business Johnson Controls delivers products, services and solutions that increase energy efficiency and lower operating costs in buildings for more than one million customers. As a leading provider of equipment, controls and services for heating, ventilating, air-conditioning, refrigeration and security systems, we have been involved in more than 500 renewable energy projects, including solar, wind and geothermal technologies. Our solutions have reduced carbon dioxide emissions by 13.6 million metric tons and generated savings of $7.5 billion since 2000. Many of the world’s largest companies rely on us to manage 1.5 billion square feet of their commercial real estate.

Our people

Company Name: Johnson Controls Address: Tower 1, Royal Pavilion, Wellesley Road, Aldershot, Hampshire, GU11 1PZ Telephone Number: 01252 346450 Contact: Talent Acquisition Team Website: www.johnsoncontrols.com Email: ukcareers@jci.com Location: Locations globally Number of employees: 154,000 Number of vacancies: Around 2000 globally Major clients: Barclays, BBC, Bristol-Myers Squibb, GlaxoSmithKline, Motorola and Verizon Areas of work offered: Facilities management, engineering, consulting, projects, real estate, support functions Work experience offered: Not currently Employee training funded: Yes Starting salary in region of: Competitive, and dependent on position Other benefits: Pension, healthcare, health insurance, holidays, company car (depending on role) How to apply: Visit our website www. johnsoncontrols.com/careers and apply online via our careers pages

We put our success down to the commitment and dedication of our 154,000 employees around the world. With a continuing focus on growth, we are a company where employees can express ideas, make a difference and build their future. Our workplace emphasises integrity and ethics. We are customerfocused and continually looking to innovate and enhance our products, service and solutions. To help our employees grow, we believe it is vital to strengthen their engagement and develop their skills and capabilities through our award winning leadership programmes. This is done in an environment that welcomes diversity of thought and experience.

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PROFILES SPIE MATTHEW HALL

SPIE MATTHEW HALL Offering structured training and opportunities for advancement, we recognise that people are our greatest asset pie Matthew Hall is an exciting, dynamic building services and facilities management company, packed with innovation and inspiration that offers first-class career opportunities and a rewarding place to work. We provide multi-technical support services from initial mechanical and electrical design through to installation, commissioning, long term maintenance and total facilities management. Our ability to deliver all elements of the facility infrastructure allows us to transfer knowledge and best practice across market sectors. This helps us to deliver a better quality service in a more cost effective and sustainable way.

We offers expert skills in: Project management Air conditioning Electrical power Heating and ventilation Security systems Fire protection Project management Lighting Fabric management Operation and maintenance Hard landscaping Help desk Lifts and escalators Reception and conference Industrial pipe work and ventilation

Company name: SPIE Matthew Hall Address: 7 â&#x20AC;&#x201C; 14 Great Dover Street, London, SE1 4YR Telephone: 0207 089 0950 Contact: David Mills Website: www.spiematthewhall.com Email: david.mills@spiematthewhall.com Locations: Throughout England, Scotland and Wales Number of employees: 2,100 Number of vacancies (if appropriate): Up to eight per year Major clients (if FM Provider): Barclays, McLaren, Lilly & Co, Tate Galleries and JPMorgan Areas of work offered: Facilities management, project management, business management, commercial management, customer services management, financial management, business development, energy management and HS&E management Work experience offered: Across a range of FM specialist services and work areas as specified above Employee training funded: Yes Starting salary in region of: Other benefits: How to apply: careers.smh@spiematthewhall. com Closing date for applications (if appropriate): May/June of each year Start date (if appropriate): Flexible

Graduate opportunities We are committed to providing our graduates with structured training and development that will support their career aspirations and advancement in the business. We offer opportunities in: facilities management; business management; customer services management; business development; HS&E management; project management; commercial management; financial management; energy management. As a graduate, on- and off-site training will be geared to meeting the requirements of professional body schemes, allowing progression to gain full professional status within a realistic time frame. We have developed internal training programmes covering technical, the green economy, health safety and environmental, first line management, mid and senior management, plus many specific programmes related to our business activities. We offer the chance to work on many varied and prestigious contracts, and with major UK, European and Global clients and customers. 54 |â&#x20AC;&#x201A;GUIDE TO CAREERS IN FM 2012

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PROFILES XENON GROUP

XENON GROUP Qualifications are an essential part of the facilities professional’s toolkit. Courses will suit both newcomers and experienced FMs ualifications are an essential part of the facilities professional’s toolkit. By studying for an FM qualification with the Xenon Group, you can benefit from the wealth of experience offered by experienced tutors, as well as network with fellow students and gain real practical advice and support to you put to work the minute you get back to the office. And you’d be in good company. The first three students to complete the BIFM’s new Level 4, 5 and 6 qualifications, launched in March 2010, all studied with the Xenon Group. Of the 14 organisations currently accredited to run the BIFM courses, Xenon is currently the only provider running all of the courses from Level 3 to Level 6. Even better, it could benefit your pocket. Research by FM World reveals that facilities professionals with an FM qualification to their name tend to earn more than their unqualified counterparts and are more likely to get promoted within their own companies. More employers in the FM sector are also looking for facilities professionals with a recognised qualification under their belt, so it could improve your career prospects and finances. Put simply, an FM qualification puts you at the head of the queue, making you instantly more employable and boosting your earning potential. What more reason to start studying? An FM qualification with the Xenon Group will give you: ● Improved career prospects and increased job satisfaction ● An edge in a competitive employment marketplace ● The ability to demonstrate your commitment, not only to facilities management, but to your long term career prospects ● An opportunity for networking with tutors and fellow students in different fields ● Increased accuracy, efficiency and effectiveness in your role ● Increased capacity to adopt new technologies and methods and increased innovation in strategies and processes ● Greater flexibility and responsiveness to change and improved softer skills such as time management, communication and leadership. ● The confidence to take the next step in your career

Some would-be students are reluctant to commit to training as they imagine either that it will be hugely expensive, will mean having to travel or spend a lot of time away from home or they simply don’t have the time with work and family commitments. But this needn’t be the case. At Xenon, the ILM Level 3 and BIFM Levels 4,5 and 6 are taught by a two-day workshop once a month, supported by electronic workbooks and a comprehensive tutorial programme, so you can study in your own time and at your own pace. Xenon also runs a unique social networking site exclusively for the use of students where you can access peer support and network with other students studying at all levels. Distance learning courses are also available.

Provider name: Xenon Group Address: 5 Carrwood Park, Selby Road, Leeds LS15 4LG Website: www.xenongroup.co.uk Telephone: 0113 393 5400 or 020 3283 4454 Contact: Sue Morris – training director Email: info@xenongroup.co.uk Locations: Our Leeds office and state-of-the-art training facilities are in rural surroundings, just off J46 of the M1, with easy access to Leeds city centre and Leeds/Bradford airport. We also have a new office and a training facility in central London Courses offered and entry requirements: Institute of Leadership and Management Level 3 in Facilities Management The ILM Level 3 in Facilities Management is designed to meet the needs of those new to the FM industry, first line FM managers, facilities co-ordinators and facilities assistants. In addition, the course is available as a distance learning package for those students unable to attend our workshops. The British Institute of Facilities Management Level 4 – award, certificate and diploma Aimed at experienced operational managers who are responsible for a range of FM functions Level 5 – award, certificate and diploma Aimed at middle/ senior facilities managers with significant operational and some strategic experience with responsibility for more specialised and complex functions Level 6 – award, certificate and diploma Aimed at senior level facilities managers/ directors with significant operational and strategic experience, typically reporting into and influencing a board of directors How to apply and course dates: Please call our helpdesk team or email info@xenongroup. co.uk. You can join a course at any point in the training cycle. Course duration is typically six to 18 months Type of study offered: Our courses are run from both our state-of-the-art Leeds training centre and our London training facility, but we also provide on-site training for organisations. Due to worldwide demand we have also developed a distance learning option for most of our courses

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career network

Building a better future

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Part of Workplace Law Group, the Workplace Law Career Network has 16 years’ experience in the FM sector, and a unique understanding of what it takes to be a success. Move forward. Join the network today.

‘If everyone is moving forward together then success takes care of itself’ Henry Ford Permanent, temporary and interim solutions Facilities management | Building services Health and safety | Environmental CO R P O R AT E M E M B E R

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Corporate Member

www.workplacelaw.net/recruitment +44 (0)1223 431 075

6/10/11 09:57:00

PROFILES SGP

SGP Bringing new graduate talent into the business is a very important strand of our recruitment strategy GP is in the business of property and facilities management, but that doesn’t tell the whole story about graduate careers in the organisation. Not everyone in the business is employed directly managing facilities at a client site. Although the front line operational role is a multi-disciplined service delivery role crucial to SGP’s success and is the linchpin of the relationship with clients, there has to be a back office support team. These are professionals in their respective disciplines, including IT (SGP develops bespoke software to manage many aspects of property and facilities management), human resources, finance, procurement and marketing. SGP’s career development scheme, Pathfinder enables training needs to be identified to develop and fast-track high performing individuals to take up positions of responsibility across the business. These could be general skills development programmes or sponsorship through professional qualification, with organisations such as the Chartered Institute of Purchasing and Supply, and the Chartered Institute of Management Accountants. A business degree can sometimes warrant exemptions to certain parts of a professional qualification. There is always room for new talent and that’s why SGP is convinced of the value graduates bring to the business; both sandwich course students and those who have recently completed their studies. Jagveer Landa graduated this year from Sheffield Hallam University with a degree in Business and Financial Management. During his placement year with SGP, Jag undertook a number of projects that gave him an insight into the business. Now an employee, Jag reflects on his placement year: “When I started at SGP I realised that although I had a good theoretical understanding, the reality of the workplace, the business language and interrelationships between departments is something that is really only learnt through experience.” Will Beresford is another example of a successful placement student who had a job waiting for him at SGP when he graduated. Will, who recently completed his Urban Land Economics Degree at Sheffield Hallam, was able to use his placement at SGP to confirm his intention to pursue a career in commercial surveying. Will learned the complicated nature of disposals and acquisitions, but also the expectations and responsibilities of working within the property and FM sector. Adrian Berwick, human resources director of SGP concludes: “Bringing new talent into the business is a very important strand of our recruitment strategy. Those who have spent time with us during their sandwich course are able to make an immediate contribution as they have experience of our business and how we work. We are able to harness the high level of project and analytical skills that are developed in higher education and deploy to develop and grow our business.”

Company name: SGP Property and Facilities Management Address: Enterprise House, Sunningdale Road, Leicester LE3 1UR Telephone: 0116 201 6800 Website: www.sgp.co.uk Locations: Across UK and Ireland Number of employees: 750 Major clients: HM Treasury, Arcadia, Punch Taverns, Inverness Airport, Marks & Spencers, Mitchells & Butlers Areas of work offered: Facilities management, property, finance, IT, purchasing, sales and marketing Work experience offered: sandwich year placements Employee training funded: vocational and academic training offered Starting salary in region of: dependent on the role

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so much more than great food When you outsource your services to Sodexo, you’ll join over one million people whose lives we enhance every day. As experts in providing On-site Service Solutions, we provide a range of services that will help you concentrate on what you do best. We quickly become key players in your team and our experience ensures that we’ll be talking your language in no time at all. In fact, we’re ready to talk to you today. Call us now on 020 7535 7400 or visit us online at www.sodexo.com

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PROFILES LISTINGS

RECRUITMENT CONSULTANCIES Company name: Michael Page Facilities Management Address: Birmingham, Bristol, Leeds, London, Manchester, Nottingham Contact: Richard Insley – regional manager – facilities management Website: www.michaelpage.co.uk Telephone: 0121 230 9421/07887 731593 Email: richardinsley@michaelpage.com Michael Page Facilities Management specialise in the recruitment of FM professionals from junior management to board level, across the UK. With a network of offices, our specialist consultants are ideally placed to provide a tailored and consultative service. Recruiting in all areas of FM and building services, we recruit successfully for FM service providers, in-house property and FM teams, private practice and consultancies.

Company name: Catch 22 Address: 36-38 Botolph Lane, London EC3R 8DE Website: www.c22.co.uk Telephone: 020 7630 7419 (London) or 0113 242 8055 (Leeds) Email: london@c22.co.uk or leeds@c22.co.uk Catch 22 has been helping clients and candidates get together since 1982, so you can be sure that we have the right resources whether you’re looking to fill a key role or you’re hunting for that next important career step. Our expert team handles a broad spectrum of job briefs across Facilities and Property Management operations, including permanent, contract and interim assignments. Our primary goal is your satisfaction so we listen carefully to what you want and then suggest the best possible opportunities to suit you.

Company name: Talent FM Address: 145-157 St John Street, London, EC1V 4PY Website: www.talentfm.co.uk Telephone: 0844 880 2426 Contact: Nikki Dallas Email: talented@talentfm.co.uk We provide recruitment solutions to the facilities management industry delivered with passion, commitment and exceptional customer service. Looking to climb the FM career ladder? Speak with one of our Sourcing Stars. Join us!

Company name: Judd Farris Property Recruitment Address: Kean House, Kean Street, London, WC2B 4AY Website: www.juddfarris.com Telephone: 020 7845 5770/0161 834 8666 Contact: Katie Noble Email: katie.noble@juddfarris.co.uk Judd Farris specialise in the recruitment of Facilities Management professionals across all levels from assistant through to board director on both a permanent and interim basis. We provide a comprehensive advice to both clients and candidates offering flexible and tailored recruitment solutions. We recruit for a wide variety of organisations including: Private Practices, Service Providers, Consultancies, Local & Central Government, NHS Trusts, PFI/PPP and Clientside Companies.

Company name: Hays Facilities Management Address: Ebury Gate, 23 Lower Belgrave Street, London, SW1W 0NT Website: www.hays.co.uk/fm Telephone: 020 7259 8710 Email: karen.nodwell@hays.com Contact: Karen Nodwell Hays Facilities Management improves efficiency and reduces risk throughout the recruiting process, helping organisations to attract, retain and develop the people required to help them flourish. As a corporate member of the BIFM we offer permanent, temporary and contract jobs with the UK’s leading employers. You can be confident that we are the right choice to partner you in recruiting.

Company name: Macdonald & Company Address: 40a Dover Street, Mayfair, W1S 4NW Website: www.macdonaldandcompany.com Telephone: 020 7318 1778 Contact: Jamie Williams – director Email: jwilliams@macdonaldandcompany.com Macdonald & Company is a leading property and FM consultancy with an international reach, from the UK to Hong Kong. We are the only consultancy to have Rics accreditation alongside our corporate membership of the BIFM. The FM team provides complete recruitment solutions across a wide variety of sectors and disciplines accommodating all salary levels. Our consultants are able to assist both clients and candidates using their in-depth market knowledge to ensure a sector-focused service. GUIDE TO CAREERS IN FM 2012 | 59

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PROFILES LISTINGS

EDUCATION AND TRAINING PROVIDERS Provider name: The University of Greenwich Address: School of Architecture and Construction, The University of Greenwich, Avery Hill Campus, Avery Hill Road, London SE9 2PQ Website:www.grenwich.ac.uk Telephone:+44 (0)208 331 9304 Contact: Pauline Newell Courses offered: MSc Facilities Management MSc Real Estate MSc Project Management

Provider name: Leeds Metropolitan University Address: School of the Built Environment and Engineering, Faculty of Arts, Environment and Technology, Leeds Metropolitan University The Northern Terrace, Queen Square Court Leeds LS2 8AG Website: www.leedsmet.ac.uk/aet/bifm-qualifications.htm Telephone: 0113 812 7643/0113 812 7648 Contact: Roy Whitaker or Chris Garbett Email: r.s.whitaker@leedsmet.ac.uk/c.garbett@leedsmet.ac.uk Courses offered: All of the following are online distance learning courses: BIFM Qualifications Levels 4, 5 and 6; Foundation Degree in Facilities Management; Bachelors (BSc) in Facilities Management; Masters (MSc) in Facilities Management

Provider name: Employer Training Solutions provided by Westminster Kingsway College Address: Zero1, Soho Centre, Peter Street, London, W1F 0HS central London’s College Website: www.westking.ac.uk Telephone: 0207 025 1985 Contact: Paul Snare or Ray Shilling Email: paul.snare@westking.ac.uk or ray.shilling@westking.ac.uk Courses offered: Apprenticeships, Level 3 Certificate in FM and BIFM Level 4 Award, Certificate and Diploma

Provider name: College of Central London Address: 2nd Floor, Karen House, 1-11 Baches Street, London, N1 6DL Website: www.shu.ac.uk/sbs Telephone: 0207490 3270 Contact: Raj Bhandari (Bursar), Nicolas Kailides (Principal) Email: ccl@btinternet.com/fm@central-college.com Courses offered: BIFM Level 5 Award/Certificate/Diploma BIFM Level 6 Award/Certificate/Diploma

Provider name: UCL (University College London) Address: Bartlett School of Graduate Studies, 1-19 Torrington Place, Gower Street, London WC1E 6BT Website: www.bartlett.ucl.ac.uk – London (/facilitymanagement_singapore/ – Singapore) Telephone:+44 20 7679 8229 Contact:Ian Lewis, Bartlett Post Graduate Officer Email:bartlett.pgclerk@ucl.ac.uk Courses offered: MSc Facility and Environment Management. Course start date: The last week in September induction, teaching in Terms 1 & 2 (October to March, see http://www.ucl.ac.uk/staff/term-dates/2010-11/), May exams and summer work on MSc Report

Provider name: University of Westminster Address: Department of Property and Construction , University of Westminster, 35 Marylebone Road, London NW1 5LS Website: www.westminster.ac.uk/MScFacilities-and-Property-Management Telephone: 0207 911 5000 ext 3308 Contact: Andrew Youens Email: youensa@westminster.ac.uk Courses offered: Facilities and Property Management MSc (RICS accredited)

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PROFILES LISTINGS

Provider name: Xenon Group Address: 5 Carrwood Park, Selby Road, Leeds LS15 4LG Website: www.xenongroup.co.uk Telephone: 0113 393 5400 or 020 3283 4454 Contact: Sue Morris Email: info@xenongroup.co.uk Courses offered: Institute of Leadership Management LM Level 3 in Facilities Management BIFM Level 4, 5 and 6

Provider name: College of Estate Management Address: Whiteknights, Reading, Berkshire, RG6 6AW Website: www.cem.ac.uk Telephone: 0118 921 4696 Contact: Enquiries Department Email: courses@cem.ac.uk Courses offered: Postgraduate Diploma/MSc in Facilities Management, BCSC Diploma in Shopping Centre Management

Provider name: BIFM Training, provided by Quadrilect Address: 3rd Floor, 112 High Holborn, London WC1V 6JS Website: www.bifm-training.com Telephone: 020 7404 4440 Contact: Email: info@bifm-training.co.uk Locations: UK and overseas Course(s) offered: Over 40 FM training courses including accredited learning programmes and formal qualifications, plus e-learning. In-house services also available. Entry requirements: How to apply: courses can be booked online at www.bifm-training.com or by emailing info@bifm-training.co.uk

Provider name: Workplace Law Address: 110 Hills Road, Cambridge, CB2 1LQ Workplace Law Executive Centre, 13 Clerkenwell Road, London, EC1M 5PA Website: www.workplacelaw.net/www. workplacelaw.net/recruitment Telephone: 0871 777 8881 Contact: Holly James (training) or Neil McDiarmid (recruitment) Email: neil.mcdiarmid@workplacelaw.net Courses offered: IOSH Managing Safely, IOSH Directing Safely, IOSH Safety for Senior Executives, NEBOSH National General Certificate, NEBOSH National Construction Certificate, NEBOSH Fire Safety Certificate, IEMA Foundation Certificate, IEMA Associate Certificate, Certificate in HR Practice, among others

Company name: Blue-Eye Training Address: 68 Kings Mede, Horndean, Hampshire, PO8 9TH (Training courses held in Newbury) Website: www.blue-eye-training.co.uk Telephone: 02392 363 397 Contact: Gavin Horrocks, training director, or Sue Potter, student support manager Email: info@blue-eye-training.co.uk Courses offered:

Provider name: MOL Address: Level E Moston Centre Ashley Lane Moston Manchester M9 4WU Website: www.MOL-openlearning.com Telephone: 0161 203 2103 Contact: Kelly Morris â&#x20AC;&#x201C; Eddie Sheehy Email: enquiries@MOLtraining.co.uk Courses offered: BIFM level 4 Certificate (available now) BIFM level 4 Diploma (available soon) BIFM level 5 Certificate and Diploma (available soon)

ILM FM Level 3 Award, Certificate, Diploma / BIFM Level 4 Award, Certificate, Diploma / BIFM Level 5 Diploma / BIFM Level 6 Diploma /Bespoke foundation programmes

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