Imperial War Museums by laserlinescreativeltd

In 2014, upon the reopening of the Lambeth Road site, IWM Director General, Diane Lees said:

The objects on display will give a voice to the people who created them, used them, or cared for them. They will reveal the stories not only of destruction, suffering and loss, but also endurance and innovation; duty and devotion; comradeship and love.

As the IWM Facilities Services partner, we will work tirelessly to ensure protection of these important assets, exhibits, historical objects and archives for future generations.

Protecting history and planning for the future 4 / Technical experience 5 / Museums, galleries and heritage listed buildings 6 Heritage listed buildings 10 / Events, public venues and other buildings with high footfall 11 / Soft services excellence 16 Collaboration, partnership and stakeholder engagement 18 / Co-locating with the IWM FM team 22 / Event and air show support 24 Prioritising your audience and increasing customer satisfaction 27 / Making use of technology 30 / Maintenance regimes 33 Maintenance Experts 34 / Getting the basics right – plant room standards 35 / Creating efficiencies and enhancing a contract 36 Building a team 38 / Apprenticeships 39 / Innovation and continuous improvement 40 / Innovation and efficiency at the National Gallery 43 Environment, energy and sustainability 46 / Energy and environment 48 / Cost savings and value for money 50

Introduction Imperial War Museums (‘IWM’) is a global authority on conflict. As guardian to vast and rich historical archives, collections and sites of national importance, we understand IWM’s responsibility of protecting them and mutually engaging audiences to tell the story of conflict. It is the unique collection and accessibility to many of the items (such as the 19,000 works of art, the 17,000 documents, six million photographs, aircraft and armoured vehicles) that drew over 2.8 million visitors to IWM branches in the last year. In order to continue achieving increased visitor numbers (like the 20% rise from last year’s target), as your Facilities Services Partner we know how important it is to support you, and work with you to meet the three key Strategic Objectives of the IWM Corporate Plan. • Prioritise our audiences • Increase our financial sustainability • Deliver effective stewardship of our collection

The following pages of this document will demonstrate that CBRE has the experience, technical capability, understanding, supporting processes, technology and systems to work with IWM as your Facilities Services (hard and soft) Partner.

Protecting history and planning for the future Throughout this tender process we have worked to understand the IWM history and culture, strategic objectives and purpose. Coupled with information learned during the site visits to branches and our experience and understanding of museums, galleries, public spaces and critical environments, our proposal is based upon generating a long-term collaborative partnership, whilst aligning facilities services to the IWM extended Corporate Plan and Strategic Objectives. We will self-deliver strategic, technically complex hard services to the IWM estate in a safe, efficient and sustainable manner and work with the soft services partners to deliver a ‘best in class’ service across the estate. Benefiting IWM, we will prove our service adds value by providing bottom line savings that support achieving increased financial sustainability. With management and guidance from our experts such as Craig Campbell, Business Unit Director and Martin Shaw, Proposed Account Manager, our offering and team are designed to provide the following benefits to IWM:

• A joined up approach and one single point of contact through Martin Shaw, the dedicated Account Manager based at Lambeth Road, but roving between all IWM sites • A risk managed solution and expert environmental control providing protection of assets, exhibits, historical objects and archives • Maximum uptime of critical assets through robust business continuity procedures and critical environment methodologies coupled with enhanced resilience • Delivery of increased service efficiencies through maximising current and new technology, refined processes and innovative systems • Better management of help desk through streamlined interfacing, increasing productivity and response to reactive tasks across all branches • Continuous improvement and innovation delivered through our formalised continuous improvement methodology, Innovation Champions and the sharing of industry best practice. We regularly engage with key industry groups such BIFM, International Association of Museum Facility Administrators (IAMFA), Event Supplier and Services Association (ESSA) and the Museums Association • Focus on improved performance and cost transparency through the performance measurement system. Through accurate and real-time reporting, we provide clarity of costing, self-auditing of KPIs and SLAs and the ability to analyse trends analysis, allowing the IWM FM team to make informed and strategic decisions • High levels of customer satisfaction through a deep understanding of IWM key stakeholders, departments, visitors and the service levels expected • Collaborative working with IWM teams, key stakeholders, departmental heads, IWM Security management and security sub-contractor, the Operational Risk Manager, Event Managers

and catering partners through innovative initiatives that support development of a ‘One Team’ culture • Creation of a governance structure and framework ensuring CBRE management interface at the right levels across the IWM Visitor and Property services team. We will work with you in setting strategic direction for the contract, ensuring that we are wholly supporting the operational and strategic criteria • A robust planned fabric maintenance regime which can reduce reactive fabric call-outs by 60-80% and enhance building fabric to support backlog maintenance • Regulatory compliance. As a CAA regulated site at Duxford, we know that there is an added emphasis on compliance to quality, health, safety and the environment. We will support this through the CBRE QHSE Management Portal, supporting QHSE Expert and Safety Champions • Understanding of the IWM Corporate Plan and supporting its objectives by providing support for additional income generation initiatives such as providing access to CBRE’s corporate customer base • Detailed understanding and experience operating contracts with Heritage Listed buildings to support the unique nature of the hangars at Duxford and the Lambeth road building • Award winning training through the ‘IWM Training Academy’ that will result in high technical ability and visitor experience focus with tailored training to meet events and bespoke departmental needs such as support during Air Shows and VIP visits • Joined up, seamless service created through a ‘One Team’, collaborative culture and delivered by motivated, inspired, willing and able workforce that serves as an extension to the IWM team • A service partner with a long-term, sustainable focus to business and enhancing the communities in which we operate

COURAGEOUS, AUTHORITATIVE, RELEVANT, EMPATHETIC 4

Technical experience Our reputation as the UK hard services leader has allowed us to amass a wealth of experience in delivering services to critical, scientific and research institutions, heritage listed, visitor attraction and public space contracts. Benefiting IWM, we draw on our experience across these environments to develop rigour and process to our delivery of hard and soft services, generating best practice, innovation and continuous improvement.

Our experience and length of partnership with these customers, validates our ability to deliver a highly technical and customer focussed service in dynamic and fast paced, public facing environments that are bound by strict rules, regulations and legislation. Using this experience will assure IWM of robust support for critical assets, compliance, maintaining environmental conditions for collections and storage areas and delivering exceptional customer service through both hard and soft teams.

Museums, galleries and heritage listed buildings National Gallery We have been working with the National Gallery since 2002. We have a team of 19 and conduct a broad range of services, maintaining a safe and suitable environment for all staff, art work and the 6.4 million visitors through the Gallery doors every year. The National Gallery, opened in 1838, is a Grade One listed property and houses one of the greatest collections of paintings in the world. Similarly to the IWM it is committed to conserving its collection whilst allowing free access to the public. Our primary focus is maintaining the site mechanical and electrical equipment to a high standard in order to assist the Gallery in achieving their objectives. We primarily work with the Buildings Department, however we also work closely with Scientific, Conservation, Exhibitions, Registrars and Curatorial to ensure that we understand all their needs and can assist them in their activities wherever possible. Our team has also been working with the Scientific Department in achieving optimum lighting and air temperature levels to ensure minimal damage to paintings over the time they are on display. We maintain all M&E services and fabric services, including lifts, Sigma and Trend BMS, HV, and steam etc. There is a large emphasis on environmental control within Gallery areas, temperature has to be maintained within 1⁰C and humidity within 5%RH, during occupied hours lighting must also be maintained within 30 Lux. The lighting system is very complex, BMS and Ligo lighting systems are combined to control external blinds and LED lighting in order to maximise use of natural daylight whilst preventing over exposure of paintings.

Since original contract award we have incorporated many innovative ideas and developed efficiencies that have included:

Relevance to IWM • Delivery of Planned, Reactive M&E and Fabric Maintenance

• Continued optimisation of plant over the past 13 years including airflow set-back

• Public space and visitor attraction

• Chiller management programme, proactively running most efficient chillers

• High footfall volumes

• Reduction in number of compressors and installed variable speed drives on the chillers

• Historic and heritage listed building

• Fan set-back – Fan speed slowed down according to demand to save energy • Test bag filters on site to increase flow and slow down fan speed • Working with our customer to implement smart technology, as well as the development of apps and systems such as FSI Go and QR codes • Through strategy days with our customer and ongoing feedback and collaboration, we have worked to develop full asset management plans, energy reduction plans and better ways of working • In conjunction with the Carbon Trust, we worked with our customer to create a Carbon Management Plan. The main contribution of carbon emissions at the National Gallery is from electricity consumption • Working with the Gallery CBRE has consistently achieved year on year reductions in CO2 Emissions.

• Gallery and exhibition space • Controlled environment • Control of storage areas • Event support • Exceptional customer service required • Collaboration and relationships with curatorial staff • Robust disaster and business continuity planning is essential

In one year we: • completed 4,206 PPMs • proactively managed 6,853 Jobs • submitted 294 Hazard Reports • issued 876 Authority to Works • conducted 349 proactive Audit Tasks • acted on 1,026 Helpdesk Jobs

CBRE continue to provide a well-managed, quality service, with an emphasis on continuous improvement. They have always shown a deep understanding of our specific environment and the fundamental requirement to protect and maintain our highly valuable paintings and artefacts. Steve van Dyke of the National Gallery

Museums, galleries and heritage listed buildings We understand the uniqueness of the IWM estate and the importance of delivering efficient facilities services that recognises these differing environments within each branch and department is fundamental. Furthermore, the safety, wellbeing and experience of both the public and staff is a critical element to the successful day-to-day running of each IWM branch. We provide services to many multi-site, historic museums and galleries that have heritage listing. We protect our customers buildings, collections and archives. This can be demonstrated through our environmental control of the main Jewel House at the Tower of London which houses the Crown Jewels.

Tower of London – Mechanical maintenance services since 1999 to one of the most famous buildings in the world and attracts over 3 million visitors a year. The building is a World Heritage Site and special access permits and authorisations are required at all times for contracted works managed through Historic Royal Palaces.

Royal Hospital Chelsea – Our team provides planned preventative and reactive mechanical and electrical maintenance across the site which is the home to the Chelsea Pensioners. We also provide an asset management solution with help desk and the based team also conduct fabric and project works. We also support events and provide significant event planning and support for the Chelsea Flower Show.

Trafalgar Square and the Greater London Authority, City Hall (joint contract) – Trafalgar Square is one of the most famous landmarks in the world and the GLA (City Hall) building one of the most recognisable in London. Both present CBRE with interesting challenges around managing areas of public space and bespoke projects including putting up the Christmas Tree at Trafalgar Square to preparing for Lord Mayors Question Time at the GLA. We support the visits of many VIP visitors to the GLA.

Royal Academy of Arts – We provide mechanical and electrical maintenance alongside extra works, fabric and projects to this Grade II listed building. This contract is a first time outsource, and our demonstration of capability and thorough understanding of maintaining Heritage listed buildings supported our bid. As the gallery moves towards its 250th anniversary in 2018, CBRE will support the RA Strategic Plan in redeveloping the site to improve gallery spaces and education facilities.

Relevance to IWM • Museum and gallery environments • Environmental control required to protect collections and artefacts • Heritage listing • High footfall numbers • Dynamic and fast paced environment • Planning and collaboration with key stakeholders • High levels of customer service required • High levels of security, and health and safety compliance • Support of events and VIPS • Planned works scheduled around opening hours • Robust disaster and business continuity planning is essential

Heritage Listed buildings We understand the historical significance and the importance of protecting the Listed buildings of the IWM estate. By preserving the hangars at Duxford and protecting Lambeth Road, it also means we can do our bit to protect and conserve history. We will work closely with relevant members of the IWM team to ensure all aspects of our service are compliant to requirements of IWM, Historic England and English Heritage.

Having worked on these sites for a number of years we are experienced in liaising with English Heritage on their requirements to protect and promote England’s spectacular historic environment. As such we can conduct a complete ‘project management’ service and will take on the responsibility of liaising with the various bodies.

CBRE has a great deal of experience in working across contracts with heritage listing. Some of the heritage listed sites we maintain includes:

Site

Heritage listing

Annual visitor numbers

The National Gallery

Grade I

6.4 million

Trafalgar Square

Grade I

circa 15 million

Tower of London

Grade I

3 million

Royal Hospital Chelsea

Grade I

Residents, staff and visitors (also events)

Birmingham Town Hall

Grade I

High footfall

Royal Academy of Arts

Grade II*

824,000

London Metropolitan University

Grade II

18,000 students

Bespoke Listed Building Training We have developed a bespoke training course around Managing Change in Historic Buildings which covers all relevant regulatory requirements. The course considers the history of conservation, charters, values and statements of significance. It includes case studies and current heritage protection legislation and the production and use of Conservation Plans. It increases our operative’s knowledge and understanding of building conservation and will assist in delivering exceptional service to IWM across Listed areas of the estate. Our employees that are required to work across the Listed buildings will complete this three day course.

Events, public venues and other buildings with high footfall Relevance to IWM • Delivery of Planned and Reactive M&E and Fabric Maintenance • High footfall volumes • Full help desk provision • Event support • High levels of security, and health and safety compliance • Exceptional customer service required • Collaboration and relationships with departmental heads and event teams • Robust disaster and business continuity planning is essential

Wembley Stadium Since 2008 CBRE has been responsible for the engineering services at Wembley Stadium which has a capacity of 90,000. Here we work closely with our customer to drive a ‘One Team’ approach and undertake both M&E and planned and reactive fabric maintenance as well as a range of project works.

In 2013, our Energy Champion on-site worked closely with the Energy and Environment team at Wembley Stadium to achieve certification to ISO 14001, the International standard that sets out the criteria for an environmental management system and its implementation.

Since 2008 we have undertaken nearly 30,000 PPM tasks and we provide event support services on a range of large scale sporting and music events such as the FA Cup, the NFL International Series and big band names such as Take That and Robbie Williams.

We deliver many projects at the stadium, many that are delivered without any disruption to the stadium operations. A recent major project included cutting out part of the stadium to erect a stage away from the pitch to enable the Stadium to rapidly transform from a match day stadia environment to a concert venue configuration, and back again.

• undertaken 4,000 PPM Tasks

Our team includes a Customer Service Manager who works closely with the Wembley team on detailed event planning, stakeholder management and collaboration and performance improvement initiatives. The two site based help desk operatives report to the Customer Service Manager.

• issued 1,244 Authority to Works

We issue around 1,000 permits to work annually (for both CBRE and direct Wembley sub-contractors) and maintain the forced air vacuum system. Using the expertise of CBRE, Wembley was the first stadium to use a specialist abseiling crew to clean the floodlights. This addressed the visual degradation due to dust and dirt covering the luminaries which affected the required lux levels on the pitch. Innovations we have bought to site include swipe card access to plant rooms, implementation of the CBRE Permit to Work system, installation of press benches, floodlight cleaning and scoreboard lighting improvements. We also recently remobilised the contract to implement full Seven day shift cover.

Achievements in the last 12 months: • undertaken 11,500 Reactive Tasks • received 16,500 Helpdesk Calls annually • acted on 10,400 email requests to the Helpdesk annually • issued 645 Permits to Work between July 2014 and March 2015 • reported and rectified 201 Hazards

Help desk statistics for the last 12 months: • 11,500 reactive tasks raised • 4,000 PPM tasks completed • 16, 500 calls received • 10, 400 emails received

Events, public venues and other buildings with high footfall The NEC Group (NEC, Genting Arena, ICC and Barclaycard Arena) This contract encompasses the National Exhibition Centre (NEC) in Birmingham; the International Convention Centre (the ICC); the Genting Arena and the Barclaycard Arena and includes planned and reactive mechanical, electrical and building fabric maintenance as well as post-room services. The NEC Group is the Birmingham and Solihull based operator of four of the country’s leading exhibition and live events venues which, between them, welcome in around 3.5 million visitors to over 700 events annually. Our contract covers the building management systems, combustion and refrigeration, escalators, public address systems, CCTV, radio and fire systems, water treatment, lifts and catering equipment as well as a range of ancillary exhibition services. CBRE selfdeliver much of the contract which has allowed the NEC Group to consolidate the number of suppliers and significantly reduce sub-contractor spend. A full-time, site-based Account Director gives total executive ownership across the contract. Our teams work to a mix of shift patterns to provide flexible and comprehensive cover. The CBRE labour analysis designed the team structure to meet the individual requirements of each of the four venues. This delivery method also created the necessary local empowerment for swift decision-making by accountable, customer-focused staff. On-site energy engineers support the contract with energy management plans and healthcare checks for each venue.

Operational efficiencies and achievements since contract award:

• High footfall volumes

• For the first time in 20 + years a full smoke damper mapping exercise was undertaken

• High profile events and event support

• 7 day 10 hour Duty Manager roster implemented at the NEC

• Large public venue/s • Liaison with departmental heads • Exceptional customer service required

• City Centre venue shifts were restructured resulting in 24/7 cover

• High volume and frequency of room moves and changes

• Helped improve helpdesk operations by ‘job shadowing’ and mapping out call triage system

• Project management

• Rationalised Post and Stores activities

• Improved energy strategy

• Improved the NEC Group Energy Management Strategy for hard FM services

• Robust disaster and business continuity planning is essential

• Management of CAFM system

• Recruited nine Apprentices and five Technical Events Trainees • Annualised Hours Introduced across the board at Solihull • 12 x Redundant R22 Chillers were replaced during a fixed eight week programme. • Since the start of the contract we have raised a total of 4,596 WebQuotes with over a value of £5 million of work being invested into the NEC Group’s Estate

In three years with the NEC Group we have: • completed 107,165 Planned and Reactive Maintenance Tasks • undertaken 23,692 Fabric Work Orders • generated 23,825 PPMs • conducted 66,645 Reactive Tasks

CBRE clearly understands it’s all about the customer experience which reflects our own philosophy of ‘Bringing Live to Life’ for our visitors. Their obvious commitment, technical ability and partnering approach have been apparent throughout the mobilisation period. Director of Operations at the NEC Group

Relevance to IWM

• CAFM System reconfigured and new data imported

Requested from NEC alone For the NEC venue alone: • completed 3,994 Catering PPMs • undertaken 5,910 BMS Tasks • completed 3,305 Lighting Jobs

Soft services excellence In our experience from across the industry and more specifically, public attractions, single service contracts provide higher performance levels, better resilience and greater levels of value for money. However, the CBRE solution will provide flexibility to IWM making it possible to contract with us for either Hard services alone, or combined services of both Hard and Soft services. With the CBRE model, both options will provide high performance levels Our model is simple and uncomplicated. It is based on CBRE self-delivering hard and fabric services, reception, portering and event support, and partnering with the best cleaning provider suited to IWM geographies and organisational culture. This will deliver a higher service quality rather than trying to self-deliver non-core services. The benefit to the IWM of the CBRE model, means that you can have a truly ‘best in class’ service. We will add value through an efficient management structure, single point of contact and robust performance improvement and governance processes. Our model will deliver a ‘best in class’ and customer focussed service, whilst creating supply chain efficiencies and providing IWM with one consolidated invoice, reducing administration time and cost.

Introducing LCC Cleaning Services We have chosen LCC Cleaning Services as our cleaning partner best suited for IWM. LCC have been a key partner to CBRE for a number of years and currently work with us across a vast array of contracts. Some of these include: Alcatel, The AA, AXA, Citrix, Dunnhumby, The Forum, University of Essex, UPS and Vertu.

Opportunity to network with other CBRE soft service partners The Annual CBRE Supply Partner event gives LCC and our other soft services partners, the opportunity to showcase their business offering and innovations to a wide audience of CBRE employees and customers. LCC regularly exhibits at our event. This is a unique aspect to our model and the development of collaborative relationships, as it allows our supply partners to network with other cleaning partners used throughout the CBRE business.

LCC won ‘Supplier of the Year’ in 2014 at the CBRE Supply Partner Event Global Soft Services community Within the CBRE business we have a global soft services community which is led by our Global Soft Service Product & Standards Director. This Community currently contains over 200 members and is a forum to share ideas for operational delivery and performance management, pose questions, and learn about the best practices and innovations. The community helps us deliver exceptional services through our soft services partners. As a member of the Global Soft Services community, Craig Campbell will guide and support LCC, always ensuring that the services we are providing to you are the most efficient, up to date and technologically advanced.

AXA We provide fully integrated FM services to AXA nationwide from Scotland down to the south coast. The portfolio includes 36 sites including two in London, four in Bristol, six in Tunbridge Wells and two in Leicester. We provide Planned and reactive M&E maintenance, Cleaning (LCC), Security, Catering, Porterage, Helpdesk, Confidential Waste, Concierge Pest Control, Internal Plants and landscaping, space planning, projects and snow and ice.

Alcatel We deliver an integrated service which includes M&E, cleaning (LCC), security, front-of-house duties, helpdesk, strategic space planning and moves management, landscaping, waste management and building fabric maintenance. CBRE provides services to 11 sites nationally, these include Greenwich, Cambridge, Bristol and Maidenhead.

Airbus We provide M&E planned and reactive maintenance, Fabric, General and Industrial Cleaning, Landscaping, Pest, Waste, Helpdesk, Mailroom. The Airbus contract includes four main sites at Broughton, Chester and Filton, Bristol

The AA We provide M&E, front of house, pest, cleaning (LCC), security, post, waste, concierge, projects, grounds, energy and helpdesk across 5 major AA sites and 12 satellite sites across the UK.

DY U T S SE

University of Essex The University of Essex is a public research university whose first and largest campus is located near the town of Colchester. The university exhibits an international character with 132 countries represented in its student body. The Research Assessment Exercise (RAE) in 2008 ranked Essex ninth in the UK for the quality of its research with more than 90% of research recognised internationally for its quality, with 22% of research rated as ‘World Leading’. The university is referenced by QS World University Rankings as a world leader in social science, with internationally recognised strengths in the humanities.

Our Solution

Working closely with our specialist ‘best in class’ supply partners we have been able to develop a ‘One Team’ approach to delivering the FM services across site. We have a number of dance studios and theatres which have particularly specialist requirements for cleaning and M&E, maintaining specialist lights and chilling equipment to maintain constant conditions for activity, and these areas are also open to the public for certain purposes. On a day-to-day basis we utilise our security and cleaning teams to be our eyes and ears of the University. They will self-report on damage to the building and hazards, carry out furniture checks, with all of this is being logged and recorded through the CAFM system. This approach helps us maintain the building appearance and creates a proactive culture.

We were awarded to University of Essex Contract in late 2011 following a OJEU process. Our Contract with the University of Essex expanded in 2013 to include their new, state of the art site at The Forum in Southend. The site has public facing areas which are open to members (including non-student members from the public) where we look after all cleaning, hard services, fabric, security, grounds, waste & hygiene services, porterage and ad-hoc moves and changes.

Relevance to IWM • Collaboration and relationships with site estates team • Fully integrated service included soft services • LCC cleaning partner • High volume of people • Co-ordination of events • Multi-functional buildings • High volume of people (residents, visitors and events) • Exceptional customer service, partnership and collaboration charter • Management of CAFM system and helpdesk

Over the last four years U of E has developed an excellent relationship with CBRE, who have delivered a Soft & Hard FM Services at our Southend Campus. In this time they have helped develop and supported our growth in the Southend Campus from 12,000 sq m to 33,000 sq m where we now cater for over 3,000 students on a 24/7 365 basis. They have excelled at supporting our change in focus towards student satisfaction which has seen us rise over the duration of the partnership from being in the top 20s to 2nd place in over 100 main stream Universities. Their service delivery model is first in class as it is flexible, responsive and adaptable to the growing needs of the campus. I look forward to building on the relationship with CBRE as we strive for the Top Spot in student satisfaction. Mark Vinter, Deputy Director of Estates

Collaboration, partnership and stakeholder engagement In line with 3.17 of the hard services specification and 3.16 of the soft services specification, we recognise our responsibility in meeting the three critical factors of the contract; trust, communication and recognition of mutual aims. In meeting these critical factors, we will not be afraid to do things differently and will continually look forward, taking into account the unique needs of the IWM as a whole and the individual priorities of each branch and individual department. We know that each of the branches are far more than just public facing museums/attractions and as a research institution and organisation focussed on protecting and storing a collection with millions of pieces, additional considerations such as understanding and engaging with researchers, employees of each department and other service partners is of upmost importance. Moreover, due to the nature of the collections, archives and the branches themselves, we understand the importance of working closely with the IWM Security management team and subcontractor management team. We will develop our relationships across all key stakeholders and departments and will collectively search for and share better ways of working and make sustainable and measurable improvements of all processes, standards, technologies and working practices. Ultimately our goal for the contract is to develop a long-term partnership where we support the IWM as a ‘trusted advisor’. We will develop our relationship with you through collaborative working practices and an integrated and ‘One Team’ ethos ensuring all aspects of our service are aligned to support the IWM Strategic plan. We detail some of our initiatives that will support generating a collaborative partnership across all key stakeholders of the IWM.

During mobilisation the Account Manager will conduct ‘expectation’ workshops with the IWM FM team and departmental heads to begin developing relationships and gain a detailed understanding of the specific priorities and needs of each department and branch. The two Contract Managers’ roles will include curatorial liaison to support the development, planning and impacts of exhibitions, events and galleries. This role will also work with the curatorial team to facilitate safe working practices of subcontractors by providing support in the planning and monitoring of work carried on each exhibition to develop consistency and safety across each of branch. Our team will regularly liaise with Event Managers, the security team and the catering teams to ensure smooth running of all events. A ‘conservation champion’ from both the hard services and cleaning teams will play a vital role in working with the Conservation Department and other stakeholders across IWM to ensure IWM assets, collections, archives and exhibits are protected in line with IWM Conservation Policies. We will share best practice and teachings from other CBRE contracts such as the National Gallery, Wembley Stadium, the NEC Group venues, and contracts we operate within critical environment. Develop a ‘trusted advisor’ relationship by providing legislative and industry updates and best practice to the IWM team. Do our part ensuring supporting the events department and conducting pre and post event checks. We propose installing a plasma screen in the shared accommodation (Room 3-015) of Lambeth Road to provide real-time performance reporting.

As the IWM hard and soft services partner, we commit to developing our relationship and working collaboratively to ensure that the IWM branches are world class case studies for industry peers. Appoint technology champions across the contract of both CBRE and IWM stakeholders to be tasked specifically with developing CAFM interfaces, usage, training, as well as investigating the use of other technology such QR codes and thermal imaging. Work with the IWM FM team to create content and articles to submit for the IAMFA magazine, Papyrus. Develop champion groups such as CAFM, customer service, security, technical and energy, to include CBRE and the IWM team members to share best practice and develop better ways of working. Development of joint site inductions focussing on the IWM ‘CARE’ values, creating a streamlined and consistent service. Create a CBRE / IWM volunteering programme. Creating an internal Service Provider FM newsletter with segments such as “the role of CBRE, new faces, customer service data, project updates, IWM facts and figures”, will increase internal communication efficiencies and help build and nurture a feeling of ‘One Team’ and collaborative working practices. Create welcome packs for new staff within departments across the IWM. The pack will include the helpdesk contact number and photos bios of key members of the CBRE team.

Conduct a six monthly open day, ‘feedback day’ and six monthly 360 reviews where Craig Campbell will meet with department heads to ask for feedback of our service and ideas for better ways of working. Energy Engineering training for selected members of the IWM FM team – creating a joint focus on energy. Contribute and creation of news articles for the IWM website and social media, this can include information for example, on sustainability, recycling or apprenticeships. IWM involvement in our recruitment process and development of the ‘IWM Assessment Centre’ to ensure we employ the ‘right people’ to create consistency and longevity throughout our team. Strategy Days and Innovation Workshops with the IWM FM team and departmental heads/ key stakeholders. A key topic of Strategy Days to include ways in which CBRE can support IWM with new income generation ideas. Work with the Schools department to create ‘Engineering and Education’ days for local schools visiting to learn of our impacts on the environment. Development of a Relationship Management Plan between CBRE and IWM with ongoing commitment to achieving formal collaborative working accreditation: BS11000 – Collaborative Working. Run quarterly by the QHSE Managers, Safety Clinics for specialist sub-contractors will raise H&S standards of sub-contractors on-site at the branches and support corporate responsibility engaging SMEs.

During mobilisation we will meet with the Collection and Conservation Departments to ensure planned work is scheduled appropriately. We will utilise our cross functional relationships with our Project team, Energy Manager and the IWM team to identify and discuss energy and environmental projects across sites of the estate. Work together with our in-house Technical team and the IWM Technical team to gather data, conduct analysis and implement business focussed maintenance regimes. Work together to keep each branch safe by ensuring all of our people work with the IWM Security Team, and sub-contracted security partner and take part in enhanced security training. i.e. unattended items etc. We can build on our partnership with IWM and in turn increase public awareness of the efficiency of the branches by gaining industry recognition by utilising IWM event space to hold Facilities Management industry seminars collaboratively with bodies such as the British Institute of Facilities Management (BIFM), IAMFA or using our partnership to submit entries for industry awards such as the BIFM or CIBSE Awards. Soft services collaboration – Working as one team with LCC, we will conduct and take part in champion groups, group inductions, training, regular communication, and team meetings. Through these aspects of additional support and guidance, the sharing of innovation and best practice will be disseminated. Experience has proven that this approach of collaborative relationships with soft services partners generates trust, openness and a willingness to improve services for our customers through their ideas and specialist expertise.

Co-locating with the IWM FM team We are thrilled to learn that part of the CBRE team will share space with the IWM FM Team in Room 3-015 of Lambeth Road.

and allowing decisions to be made quickly supporting our performance to provide an agile and responsive service.

Within our business many of our teams co-locate with our customers. A sample of these includes Everything Everywhere, AXA, NBC Universal, AllianceBernstein, KPMG, Siemens, Wembley Stadium, dunnhumby, Oracle and Virgin Atlantic.

Other benefits include:

Our experience shows that co-locating ultimately supports the development of a true transparent and collaborative partnership. The mere fact of access across a room to one another promotes open and honest communication, dispelling any barriers due to geographic restraints. It also provides instant access, encouraging dialogue

• Transparent and realistic view of contract performance, not just as reported through monthly meetings

• Breaks down the barrier of ‘us and them’ • Opportunity to install dashboard monitors for both parties to view real-time performance

• Fast issue resolution • Generates continual improvement ideas

We will continue to reach beyond the boundaries of our museum and website through partnerships and collaboration. Diane Lees CBE, Director-General, IWM Corporate Plan 2016-19

Did you know? Managing the Estate

Collaborative relationship with supply partners

We have the experts in our business to create real value and cost savings to IWM through optimising the estate. Our in-house Transaction Management Team can support the IWM in the management of acquisitions, disposals, lease renewals and dilapidations across the portfolio. This will be especially useful in considering ongoing management and utilisation of storage areas.

Regular dialogue and engagement with our supply chain partners ensures we foster collaborative relationships and look to improve services for our customers through their ideas and specialist expertise. The Annual CBRE Supply Partner Event in October gives SMEs and local supply partners the opportunity to showcase their business offering and innovations to a wide audience of CBRE Contract Managers and customers.

In addition, our Consultancy Team has the capability to advise in the development of a portfolio-wide real estate strategy and optimisation plan, corporate real estate organisational planning, demographic analysis, alternative workplace solutions, moves and changes, complex financial analysis and land-use planning.

We will also hold supplier workshops with our key specialist sub-contractors and the IWM FM team with the aim of generating added value initiatives. This will promote communication with our suppliers and will ensure that best practice and innovation ideas are shared.

For example, the Consultancy Team can work with you to develop a meaningful workplace strategy as the All Saints building increases in occupancy. Creating a good workplace strategy can ultimately increase workplace productivity.

Our most recent addition to support collaboration with our supply chain is the ‘Dragons Den’. This initiative provides the opportunity for our sub-contractors to pitch their ‘Exceptional Ideas’ to our procurement board and team of experts for further consideration and implementation.

‘One Team’ at the NEC Group At the NEC, in 2013, having transferred approximately 120 staff from the incumbent contractor, we undertook a major transition programme designed to align service delivery with our customers own strategy, culture & behaviours. This was only possible by embedding our management team within theirs, which in practice meant that our management team share office space, attending meetings, joint training and development programmes together. They all take part in CSR activities together and the creation of joint newsletters. The contract induction video focuses specifically on the values of the NEC Group, meaning from the moment an individual starts on site they are being introduced to working the NEC way, and their priorities and goals are at forefront of everything we do.

World Class QHSE: One Message, One Focus, One Team Our QHSE Team has worked collaboratively with industry bodies, customers and supply partners to deliver a series of initiatives to continually improve health & safety and set performance standards that become benchmarks for others to follow. Mid-year, the team conducted Scenario Training for managers across the business in which several of our customers also attended as ‘observers’. This further demonstrates our robust understanding of health & safety compliance and builds our reputation to customers as a trusted advisor. Scenario training is an integral part to improving health and safety performance since we can apply our knowledge of process and procedure to a predefined scenario and learn from any gaps, which in turn allows us to better respond to these situations should they arise. We have also run a series of Electrical Safety seminars across the business, run in collaboration with the HSE and IET. Since the first seminar at the International Convention Centre in Birmingham in May 2015 and upon conclusion of the last at York College seminar, we will have delivered the important message of managing electrical risk to over 1,000 managers, sub-contractors and customers. Peter Thorne, Head of Health & Safety KPMG, “Thanks for the opportunity to join and view the training event; this was well constructed and well delivered; good investment of my time”.

Event and air show support We understand that self-generated income is a priority of the IWM and in addition to donations, memberships and patronage, the revenue generated from events and air shows are of significant importance. Whilst there are numerous events and VIP functions across each branch (as well as three major air shows at Duxford), there is always opportunity for more. In order to generate further interest from corporates and potential event customers, IWM must continue with the name of being an exceptional provider of events. As part of overall customer satisfaction, the smooth running of events and the fundamental safety aspect to preparing air shows, we understand the impact that as your facilities services partner, we can have. Whether this be full lift availability to move tables and chairs during event set-up, the set up of marquees at Duxford, helpdesk response times to cleaning issues or maintaining temperature control during an event - We know this plays a part to making and event successful. Demonstrating our understanding of event support and in-line with 6.18 of the hard services specification and 6.1.21 of the soft services specification, we detail some of the ways in which we will support the overall event process:

Days before an event Scenario Testing

CBRE Pre Event Action Plans (PEAPs)

During the course of the year and within the IWM event calendar, we will have selected days where we will carry out scenario tests with our team. This testing will be in addition to IWM led exercises. This is to make sure that everyone is prepared for different incidents that may occur during events and air shows, and that we provide engaged staff working in an environment that takes a long-term view of risk reduction. This will always be done at an agreed time with the IWM FM team.

In the days prior to a major event we will follow a IWM specific Pre event action plan (PEAP) which will be split between hard services and soft services. This is where we will conduct a specific event checklist that will include a combination of risk assessments, inspections, checks and minor repairs in preparation for the specific event area to be signed off as safe.

PPM Planning We will plan the majority of PPM works around the IWM event calendar, we know that unplanned events or functions may fall on certain dates and within areas that PPMs have been scheduled for. We will clearly identify PEAPs (Pre event action plans) and PPM activities that overlap and provide a suitable solution on how this will be dealt with within the scheduled works programme.

Event Team Sheet At minimum of 24 hours prior to large events, our final and confirmed event team sheet will be circulated to the IWM FM team, Events and Security team. Our team sheet will include all rostered employees and specialist sub-contractors such as fire safety and lifts as required. Craig Campbell, Business Unit Director will also be included in our team sheet as part of our escalation process such as in the event of any emergency arising.

Pre Event Action Plan (PEAP) Toolbox Talk Toolbox talks will be given in the days prior to a large event and air show, detailing specific procedures as well as discussing lessons learnt from events. For example, prior to an air show, cleaners will be given a toolbox talk giving one final reiteration of the correct method of collecting and disposing of rubbish and an efficient and safe manner during the event.

Day of event Inspection

Appearance Check

On the day of an event, our duties will include completing our Pre event action plan (PEAPs) check sheets from the day before. PEAPs checks will be split between hard services and soft services. The PEAPs include focus on event day critical equipment and the PA system, and include tasks such as ensuring all toilets facilities are operating correctly including taps and fittings, urinals and toilet drainage is free running and the opportunity for blockages minimised as far as possible

As shift begins the FM Manager will conduct a correct uniform and overall appearance check of the shift team.

Pre Event M&E and Cleaning Briefing Ensuring a successful event is centred around preparation and planning. We will ensure that our Account or Contract Manager will host a briefing session, separately with the hard services and the soft services team,drawing in all of our planning and preparation to ensure smooth operations during the event or air show. This will include the dedicated on-site, help desk team member. We would encourage that a key IWM team member attend.

Event Experience Checklist Our process of conducting a Visitor Experience Checklist is to look ‘through the eyes of a visitor’. Conducted each day, the checklist is a walk around spot-check checklist for front of house areas of each branch. Conducted prior to opening hours and beginning at the main entrances, it will follow a path that visitors and will take during their visit. The Event Experience Checklist is a different checklist and will focus on the soft experience elements. During the walk around the ‘spotter’ will look for issues such as building fabric and flooring, lights, rubbish and potential hazards.

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At the NEC our Technical Events Team delivered with the NEC Event Planners 19,000 sq metres of exhibition carpeting for one single conference this year. We supplied an exceptional service with the added benefits of being on site 24/7 if required.

During the brief the following important information is imparted such as: • Event Timings • Communication and chain of command procedures reiterated • Emergency and accident response procedures reiterated • Evacuation Procedures are reiterated • Review and Incident Log Sheet • Additional notes, such as: - Expected event attendance and any VIPs - Risks identified during the PEAPs - Any risks identified by the Security Department

Event and air show support During the event

Post event

Fire Safety

Event Response Methodology

Incident Report

A nominated and trained Fire Warden will be on shift and will include employees with fire extinguisher training.

During a major event or air show we will ensure:

Before the end of shift, a brief summary of any significant incidents and their corrective actions will be reported to the IWM FM team.

Help Desk

• Managers available for escalated/ serious incidents

We will maintain a fully operational on-site helpdesk during events providing a single point of contact for Event Managers and IWM employees on all FM issues – cleaning, maintenance, technical, catering and logistics. Every call will be assessed appropriately, logged and feedback to be continually provided on progress to the relevant stakeholders.

Damages or Breakages Any damage and breakages caused during an event can be extremely diverse and time consuming. Our priority here is to make safe in the first instance and repair if at all possible. Communication back to the helpdesk is very important as all tasks will and must be signed off as completed or needing future repair once the event has closed.

• All incidents are dealt with at the appropriate level

• Contract Manager based within close proximity to event and or helpdesk

Post Event Dilapidations The team will conduct a post event dilapidation report which as appropriate, will be provided to the Event Manager.

• Engineering and cleaning support distributed around near to the event for prompt response

Shift Handover

• Specialist engineering support available on site if assessed as being required

As per regular procedure a full shift handover will be conducted

During major events and air shows we will have high levels of technical skill, knowledge, experience and a team commitment that will ensure any risk is minimised. We understand there is a large range of potential issues that could possibly occur during a major event and that is why our shift/event team will be flexible and have the key skills and competencies to operate.

Lessons Learned A lessons learned session will be conducted and as necessary, will be communicated via toolbox talks and additional training. Where necessary, we will adjust procedure (in agreement with IWM).

Prioritising your audience and increasing customer satisfaction As a company, we are driven by customer feedback and we have the determination to constantly develop and deliver, to meet and exceed the expectations of our customers. Customer service to us means providing an exceptional service to the IWM FM team, to your employees, key stakeholders and most importantly, your visitors across each branch. Exceptional customer service is fundamental to maintaining the reputation of the IWM as a world leading authority on conflict and continuing to increase visitor numbers. Outside of the exhibits and exhibitions themselves, providing exceptional customer service and enhancing the visitor experience forms one of the most important aspects to daily operations across each of the IWM branches. We know how important Department for Culture, Media & Sport (DCMS) funding is to the IWM and in order to maintain this, the DCMS has specified a percentage of visitors that must recommend visiting the IWM branches as a form of measurement. We will do our bit to ensure the number of visitors who would recommend a visit is reached as we know that anything from a loose floor tile, leaky tap or dirty bathroom can play an impact on overall visitor satisfaction. We recognise that although we will wear CBRE branded clothing, we still represent the IWM team and with a high element of customer service required across this contract, we want to make sure that we not only get the basics right, but that our people have the training, tools and understanding to go the extra mile and exceed all expectations of the IWM team and visitors. We detail some of the initiatives we suggest rolling out to support and develop enhancing visitor experience.

The demographics of visitors across IWM is varied and an important part to enhancing visitor experience is to understand differing cultures and behaviours. As part of our customer service training, we will conduct sessions on cultural training. An appropriate and agreed triage system and helpdesk process will be developed during mobilisation to ensure response to reactive calls across all service lines can be as fast as possible. Collaborative customer service training and sharing best practice with the soft service partner that are front of house based, will support enhancing the visitor experience. During bespoke site inductions conducted for employees and sub-contractors, we will include a segment on ‘understanding visitors and stakeholders’ to ensure our team and specialist service partners are focussed on enhancing visitor experience. It is possible to utilise CBRE consultants to improve the IWM experience of visitors by creating better circulation the grounds of branches, such as HMS Belfast, increasing capacity and providing better information to reduce queuing. Visitor Experience Checklist – Our process of conducting a visitor experience checklist is to look ‘through the eyes of a visitor’. It is a daily walk around spot-check checklist for front of house areas of each site, and most especially Lambeth Road. It will be conducted prior to opening hours of each branch and begin at each entrance and follow a path that visitors may take. During the walk around the ‘spotter’ will look issues such as building fabric and flooring, lights, cleaning requirements, emergency lighting etc. The responsibility of conducting the visitor experience checklist would be rotated each day to a different engineer so that we don’t miss the little things. It also adds variety and focus to the walk-arounds.

We will work closely with all departments within the IWM to support you in reaching new audiences and retaining repeat visitors and further ‘prioritising your audiences. It is clear to see that in order to prioritise your audience the IWM will require CBRE to support them in a range of departments that include, curatorial, research, events and visitor services. Our experience in these varied environments will not only provide benefit to the IWM FM team but to all staff working for IWM. Create a monthly bespoke IWM service partner recognition programme for all FM service employees that rewards exceptional service provides an opportunity ‘shout about’ the things we do well, whilst encouraging engagement from our internal customers such as back of house IWM employees. CBRE Exceptional Journey training which is focussed on our core behaviours (Understanding customer needs; Responsiveness; Competence to deliver (Statutory, H&S and Contract Compliant; Accessibility & Innovation) will instil a visitor and exceptional service focus across the contract.

We will work with you to ensure the visitor experience is of the highest quality.

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Making use of technology According to research* for the UK museum sector, it is suggested that three quarters of UK museum visitors now come equipped with mobile and tablets. However, given that a large percentage of visitors are international visitors, presumably with only WIFI access, promoting the use of the free WIFI at the IWM plays an important part to beginning the engagement process with visitors. We know we need to fully understand the motivation and needs of the IWM departments to create an atmosphere that offers a range of experiences. It is all about pulling down barriers and allowing visitor involvement and engagement. Some of our ideas to support this include:

IWM ‘Scan and Share’ App Development Whilst the Scan and Share app is an exceptional demonstration of engaging with visitors, the inclusion of a visitor experience and facilities focused questionnaire could be included within the app. Currently the app is more specific towards feedback on exhibits, however if simple questions covering the below would support overall measurement of customer experience across the branches.

Enhancing QR Code Usage Additional use of QR codes in back of house areas to provide links to a portal to report reactive call outs to the helpdesk. Additional QR codes can also be used in front of house areas such as toilet facilities to allow visitors to report problems or rate cleanliness directly to the helpdesk.

• Overall satisfaction • Overall responses to the galleries and exhibits • Practical information, staff, cleanliness and queuing • Likelihood of recommending • Likelihood of visiting again

‘Step Jockey’

*As quoted by Mark Piesing in, In Digital; ‘How UK Museums Use Mobile Tech to Enhance Visitor Experience’

A process to interact with visitors and employees which will provide encouragement to use stairs instead of lifts. This is achieved through use of QR codes and art. The ‘Step Jockey’ initiative will also provide feedback on reduction of lift usage.

What is?... ‘The Knowledge Training’ The Knowledge is a training initiative that we developed for contracts we hold at large venues, galleries and museums open to the general public. Some of these include: The National Gallery, The Tower of London and Wembley Stadium. It takes its inspiration from the London Taxi Driver’s knowledge exams and the requirement that they must know their way around every London street. As a customer facing environment it is likely that our team may be asked questions such as directions to the nearest toilet facilities, cloak rooms or taxi ranks. What this means in practice is that we will train our team, or anybody who is likely to come into contact with the public and visitors whilst carrying out their duties, in the layout specifics of the branch or branches that they are working on . They will know their way around every nook and cranny, including the location of current exhibitions, toilet facilities, exits, cloak rooms, taxi ranks etc.

Customer Satisfaction Surveys Understanding and analysing customer service will support us in further developing and enhancing our service to the IWM. Our formal measure of customer feedback is formed as part of our Quality Management System, which is a monthly performance audit document that will include direct feedback from the IWM FM team. Additionally, we will measure customer feedback through KPIs set during mobilisation. These will be reported and visible in real-time to the IWM FM team through our Contract Portal.

• Ad-hoc Feedback provided by the IWM FM team, departmental heads, service partners and key stakeholders

Other ways in which we will gather feedback in order to analyse and improve our service include:

Results of customer satisfaction surveys will be tracked through technology systems, from this we establish trends to develop ways to focus on improving customer and visitor experience and highlighting key areas of improvement.

• Bespoke FM Customer Satisfaction Surveys i.e. instant surveys on engineer PDA devices or future development of an app on tablet technology • Help Desk feedback – automatic surveys sent from the Helpdesk to the requester of each reactive task • Monthly Net Promoter Scores from the IWM FM team as part of our monthly Contract Manager audit process

• Daily interactions and Monthly Management meetings • Post event and air show debriefs • Feedback received through IWM ‘owned and led’ initiatives • Strategy Days, Innovation Workshops and Contract Annual Reviews

In areas of improvement, we will create action plans to rectify and increase performance. Likewise, for continually good service, we will increase our targets to ensure we are constantly striving to improve.

Making use of technology IAMFA International Association of Museum Facility Administrators Led by Craig Campbell, CBRE is an active member of IAMFA, supporting and sponsoring annual industry events. Through our experience and further development opportunities through the IAMFA network, we have developed a deeper understanding of the bespoke requirements of Museums and Galleries which allows us to continually improve our service to our customers. We commit to working collaboratively with the IWM FM team to ensure that the Museum is a World Class case study for IAMFA peers.

Museums Association

Did you know?

We are members of the of the Museums Association and make the most of member activities, events and networking as well as staying up to date with publications such as the Museums Journal.

CBRE has worked in partnership with Highlands and Islands Airports since 2013, providing a range of specialist maintenance services to Terminal Buildings as well as front-of-house services such as cleaning, customer services and visitor information.

Event Supplier and Services Association (ESSA) Due to the number of contracts for which we support events, CBRE has been a member of the Event Supplier and Services Association for a number of years. Contracts such as the NEC Group (Genting Arena, Barclay Card Arena and NEC), National Gallery, Royal Academy of Art, Tower of London, Emirates (Arsenal) Stadium and Wembley Stadium. Our membership with ESSA allows us to network with event suppliers and other service partners, provide advice and share best practice and stay up to date with innovations in the industry.

Working collaboratively with the on-site Airport team and through our dedication to customer satisfaction and exceeding customer expectations, we have supported Inverness airport in achieving the ‘Hospitality Assured’ award. The award is top customer service recognition awarded through the prestigious Institute of Hospitality. It is recognised by the British Quality Foundation and through its stringent annual assessments, encourages the development of best practice in the hospitality and customer service sectors.

Maintenance regimes Business Focussed Maintenance We will immediately conduct an initial review of the current maintenance regime, offering suggestions and improvements to the current planned schedules. Our suggestions will include incorporating elements of business focussed maintenance, and quick win energy efficient PPM planning. We understand there is limited data currently available, however we expect that after six months on-site, we will have historical data to allow us to greater understand the plant and assets of the IWM estate. We will conduct a full maintenance strategy review with the aim to apply BSRIA’s Business Focused Maintenance Approach. This will be led by the Account Manager, Martin Shaw and supported by the Technical Manager. A business focussed maintenance approach will meet the requirements of 6.2.33 of the specification and encompasses condition based maintenance techniques such as thermal imaging, vibration analysis and optimisation of building management systems (BMS). Within this method the use of a maintained risk register, SPOF reports (single point of failures) and forward maintenance register will allow for educated decisions in relation to the maintenance plans for all types of assets within the IWM estate.

asset failure and allow for corrective action/system improvements to be implemented in a planned environment which reduces or removes any disruption to any of the IWM sites.

Innovations in Maintenance Regimes In delivering innovations to the planned maintenance provision we will continually research and advise on potential opportunities. Across the business, our management teams hold regular reviews and work with other CBRE technical teams in ensuring that new and best practices are considered across all our services. Possible alternative planned maintenance regimes that can be discussed moving forward include: • Building Focused Maintenance Package – tailoring PPM to the actual use of each site in the estate • Critical Asset Based – aligning PPM to critical plant issues • Energy Based – ensuring maximum energy saving potentials are achieved.

Business focused maintenance will allow for a bespoke maintenance strategy suited to the key drivers of the IWM estate strategy. It will also benefit the risk management process by taking into account various conditions that can indicate

Did you know? BSRIA is the Building Services Research and Information Association. One of its core activities is to carry out research into innovative solutions on how to operate buildings. This includes design, installation, construction, and commissioning and maintenance operation. BSRIA together with CIBSE and the HVCA were looking at methods to establish some science behind determining the type of planned maintenance that should be carried out within buildings e.g. a new building as opposed to a 20 year old building, a critical and non-critical environment. Business Focused Maintenance was a collaborative research project spanning two years where experts engaged with industry key stakeholders who were willing to take part in the project. There was and still is consensus that generic maintenance regimes such as SFG 20 should be challenged and that maintenance should be aligned to the core business activity carried out with the building. Paddy Hastings, Technical Manager of CBRE, was asked by BSRIA to head up the team and carry out the data gathering from different types of businesses and buildings to put together a toolkit that the industry can use to categorise their buildings and align their maintenance accordingly.

After years of research, Paddy led the project which resulted in the BSRIA Business-Focussed Maintenance guide (which can be provided to IWM if required). The IWM will have unique access to Paddy’s expertise as he will be the Technical Manager aligned to the contract.

The purpose of maintenance should be to ensure that the service levels required by the business are sustained. Schedules should be customised to take account of the diversity of plant and their operational circumstances. Paddy Hastings, previous team leader of FM Engineering at BSIRA and current CBRE Technical Manager 33

Maintenance experts

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Business Focussed Maintenance We have experience of providing Business Focused Maintenance type regimes to several notable contracts currently delivered by CBRE teams. These include examples such as KPMG, Wembley Stadium, British Airways and Morgan Stanley. At British Airways, regimes consider critical aspects such as aircraft hangers and passenger lounges where downtime and client perceptions are seen as critical. Office/commercial and areas back of house reflect less of an impact where maintenance activities have been reduced. Similarly, with Morgan Stanley we have worked with the customer teams in identifying high risk – communication and dealer areas to lower risk areas such as back of house secondary systems. In both cases reductions in staff numbers have been available and reductions implemented.

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NEC Group - Removal of Permit to Work Duplication At the NEC, when we took over the contract were required to issue Permit to Work for our own sub-contractors and a representative from our customer team, would issue permits for their sub contractors. Collectively at the beginning of the contract we agreed this was a duplicate effort that could be better improved. As a large exhibition hall, the number of permits issued and inductions carried out was huge. To eliminate this duplicate effort, it was decided that CBRE would also issue permits and induction for third party sub contractors also, releasing this take from our customer. Within the CBRE accommodation block, the contract team modified the space and created a bespoke sub-contractor area incorporating visitor reception, welfare facilities and a room to induct up to 20 sub contractors at a time. The sub contractor room is lined with health & safety paraphernalia which really supports our sub-contractors taking on the same ‘no compromise’ approach to health and safety us.

Getting the basics right – plant room standards As per 4.3.21of the specification, CBRE will at all times ensure that all plant rooms are kept clean, tidy and in a safe condition at all times. To meet with this requirement, we will instigate our plant room ownership programme. From go live, we will initiate a four month programme of emptying, cleaning, degreasing and floor painting all of all plant room areas across the IWM estate. We are firm believers in the philosophy of ‘a place for everything and everything in its place’. Why should back of house be any different to front of house? If a plant room is dirty, untidy and uncared for, this may reflect the attitude of the team and we want an inspired team full of pride across each of the IWM branches!

Plant room ownership programme and checklist We have pioneered the concept of plant room ownership schemes across the majority of our contracts. We have found this works particularly well across contracts where there is no single person accountable for plant rooms as it defined ownership by different engineers on the contract to take ownership of each plant room. They are responsible for keeping it clean, tidy, safe and constantly at ‘show-site’ levels – working off the Lean 5S principles of ‘Sort, Set in order, Shine, Standardise and Sustain’. The scheme instils a sense of pride and we see increased longevity of the equipment due to engineers going the ‘extra mile’ to look after the equipment and the environment. The plant room ownership scheme will support the requirement of plant room care as defined in the specification. We show below an example of before and after shots of a recent contract. Before

Our standard for plant rooms include, for example; swept and painted floors, litter bins, removal of seating, graffiti etc. This provides a much better environment for maintenance work to be carried out and introduces pride and ownership as well as keeping plant rooms constantly at show-site’ levels. Across each branch of the estate, plant rooms will be initially cleared of all rubbish and superfluous material at which point they will be assessed for H&S risks. A condition survey will take place on the equipment from which a list of priority mobilisation projects will be created.

After

The next stage in bringing the plant-rooms up to standard will be to sight and update the existing Forward Maintenance Register (FMR) or to create one so that the risk from out of date machinery can be qualified and quantified.

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Client:

Contract award: 30/03/2013 Contract duration: 5 years plus 2 Scope: CBRE was appointed by British Airways to provide mechanical, electrical maintenance at Heathrow, (engineering facilities, Terminal 3 and 5), Gatwick, regional sites in Manchester and Newcastle as well as BA’s corporate offices and data centres.

Creating efficiencies and enhancing a contract Observation session: Each week during the Managers Meeting, an ‘Observation session’ is carried out. The Observation session is the result of the CBRE Operations Director completing walk-around and spot check on a chosen area or site across the contract. Photographs are taken to highlight items such as potential hazards or areas that could be tidied up or addressed with general housekeeping best practice. Before and after photos are also circulated to confirm that these items have been addressed.

Critical alarm dashboard: The Critical Alarm dashboard provides the contract with complete visibility of critical equipment. The dashboard supports fire evacuation trending and analysis which allows us to drive down the impact to the BA business through the introduction of double knock system to BA’s facilities.

• Building Maintenance services • HSE Compliance and Security • Building Fabric maintenance • General services (handyman, AV equipment maintenance, minor moves etc) • Specialist engineering (airport support equipment etc) • Minor Projects / Capital Works • Customer support (Helpdesk, Business Continuity Planning etc) • Building and Environmental Management and Energy Management

Hazard reporting: Fault reporting: We have created a process that allows any BA member to login to their intranet and log a fault. This feeds directly to our Concept CAFM System. This quick and easy access allows for faster rectification times and higher customer satisfaction levels across BA stakeholders.

We have improved our hazard reporting process through the use of the Hazard reporting pocket booklet that is carried by engineers at all times.

• FM Signage • Landscaping and grounds maintenance, snow and ice • Security and supporting equipment (support role)

Vibration analysis: Early in to the contract, we began a trial at Gatwick conducting condition based monitoring on the hangar doors. The system allows access for CBRE and the BA team through a web portal to view and track door usage. Longterm condition based monitoring will allow us to identify the lifespan of the doors and reduce the need for maintenance. This has been very successful and we are looking to roll out across the rest of the hangars Heathrow.

Handheld technology: In order to streamline processes, CBRE implemented handheld technology across the BA contract. This is turn has reduced administration costs, environmental impact by reducing paper usage, increasing productivity and opportunity to monitor customer satisfaction and feedback across the sites. In addition to managing tasks the handhelds have provided engineers with dynamic risk assessments and health and safety information. Health and safety is always at the forefront of our service delivery, with the site team being unable to undertake any works until a task specific risk assessment has been completed on the handheld. By implementing the handheld devices across the BA contract, it has not only improved communication, but also enhanced the efficiency and financial performance.

Unique incident reporting process: We have created a unique procedure and process for incident reporting. In the case of an incident, the Facilities Incident Report is circulated to Corporate Property and the Event Incident Management Team (EMIT). The Report combines details of the incident itself, and also provides a framework for analysis of the root cause and offers guidance to create proactive and preventative measures. Using this Facilities Incident Report (FIR) we are also able to track incidents and provide trend reporting an analysis to BA Corporate Property.

ePermits: CBRE re-instated the e-permit system across the Waterside site. In doing so e-permits have improved management control, reduced risks and allowed for improved management information and labour efficiencies across the site.

Snow and ice process: We manage the Snow and Ice contract responsibilities at LHR, LGW and regional hubs with our partner, GRIT IT as well as utilising the dedicated in-house grounds team. Together, we have created a comprehensive policy and process to support this process.

Electric vehicles: We have invested in an electric vehicle fleet at BA operation’s sites.

Building a team For future recruitment across the contract we will invest in and create a unique recruitment and vetting charter bespoke to the IWM. It is crucial to select the right FM team for a world class service. To develop openness and real sense of partnership, we propose that key stakeholders of the IWM FM team to be involved in our recruitment process. We suggest that this includes: mutual agreement and sign off of job descriptions; involvement in the interview process for key positions and support of the development of a IWM Assessment Centre and other specific competency based recruitment initiatives in line with the CARE values. The recruitment and vetting process will comply to the security code of practice BS 7858:2006 and any specific IWM Vetting procedures. When recruiting new employees to fill positions across the contract, we are not just looking to ‘fill a vacancy’, but to find candidates that are proud and inspired to work across any of the IWM branches. The key to finding the best people is ensuring we recruit on the core values of IWM and key technical competencies across both hard and soft services. When necessary, we will recruit from a wide range of sources (internal and external) with the intention of recruiting the very best in the market place and from the local community.

The IWM Assessment Centre We will work collaboratively with you to create a IWM Assessment Centre for all engineering and managerial roles across the contract. The in-depth assessment centre will test the ability and behaviours of candidates against the IWM values, as well as the expected and required technical skills and competencies. For management and supervisors, the assessment centre will comprise of a series of exercises that include a competence based interview across a key panel (Account Manager, HR Manager and key members of the IWM FM team), a case study based presentation and a psychometric assessment. We will analyse competency and skills using a Skills and Competency Analysis tool. Similar to the manager and supervisory psychometric profile, we have developed a similar profiling tool to assisting in the recruitment of engineering roles. Across the business, CBRE conducts Assessment Centres for management positions and run 2-3 assessment centres per month. The rigour and search for the best candidate to fit with our culture see less than 30% of candidates making the ‘final cut’.

The success of our assessment centre process has shown the retention rate of employees through these Centres is over 95%.

Apprenticeships It is our intention that apprentices on the contract be selected from the local London community, such as the Southwark area and in our search, this opportunity be advertised on the IWM careers web page. CBRE has provided apprenticeships for a number of years working in association with training providers such as JTL and BEST and we currently have approximately 54 apprentices across the business. We know that investing in people is critical for the continued success of any business and recognise that a vibrant apprenticeship programme for those young people with the right attitude, ability and positive approach to work is crucial. Apprentices typically follow a four-year plan which provides a thorough grounding in their chosen profession. The maintenance engineering apprenticeship is our most popular as it reflects our core services, while others include electrical, gas and plumbing. Each apprenticeship consists of a structured programme leading to a recognised qualification as well as supervised on the job training.

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Recently, one of our apprentices, Ben Maddock won JTL National Apprentice of the Year Award 2013. Ben was picked from JTL’s 13 best building services engineering apprentices across England and Wales, each of whom had won ‘Regional Apprentice of the Year’ in their own area to secure their place at the national final. Ben was given the award based on his practical work on site, theory, key skills and industry test scores, as well as his technical ability, combined with professionalism and confidence. Ben said: “It’s a real honour to win this award. CBRE has been extremely supportive throughout my apprenticeship. The company takes a keen interest in all apprentices and I think my success is, in part, due to the support they’ve given me. They continue to help me to line up new challenges and progress my career, so I feel I’m certainly in the right place.” Ian Entwisle, CEO of CBRE commented: “We are extremely proud of Ben’s achievements. His efforts and skill set demonstrates our commitment towards

attracting and retaining the best talent within the industry and to ensuring our clients receive quality engineering services.” JTL is the leading charitable training organisation in the building services engineering sector. The award scheme celebrates the highest achieving young trainees in the industry. Denis Hird, JTL’s chief executive commented: “The finalists have all shown tremendous commitment and drive to complete their apprenticeships with such flying colours – it’s a four year course, known for its high standards of practical work and its rigorous approach to theory.”

Innovation and continuous improvement Within increased pressure of funding cuts from DCMS and a focus on increasing commercial income, we understand that FM is one of the biggest financial commitments for the IWM. As your facilities services partner, we must support you reducing costs where possible. A contributing factor to our achievement of this is our commitment to continually improving our service and through the adoption of better ways of working, implementing new technology, innovations and best practice. We are focussed on staying ‘on top of the game’ and recognising that the IWM, as our customer has changing needs. Our service must provide enough flexibility and agility to respond in a way that meets these changing needs. Whether this be, a change of engineering shift patterns or team size throughout Year 2 or enhanced cleaning services to meet an increase of out of hours events. We are committed to creating and communicating innovations and best practice to the IWM and will work with the FM team and departmental heads in order to understand the needs of each of the branches, the IWM as a whole as well as each department. We can only drive the contract forward if we understand the critical operations and bespoke needs of IWM and internal departments. This will ensure that we produce innovations and improvement in the right areas of the contract and that are in-line with the IWM Strategic objectives, Estates Strategy and departmental priorities. We see continuous improvement and innovation running parallel to one another and will use our formalised innovation and continuous improvement methodology as the first step we will take to successfully drive improvements and generate innovation.

The outputs of this process will be logged into the contract Continuous Improvement Register and reported on monthly to the IWM FM team. Other ways in which we will drive improvement and innovation across the contract include: • Innovation Champions to develop better ways of working • Innovation Workshops with IWM FM team to collaboratively discuss innovation • Strategy Days with the IWM FM team and Departmental heads • Customer Satisfaction Survey analysis • Analysing trends and performance through KPI scores and other monthly MI reports • Listening to our employees and taking on board and developing ideas discussed at team meetings, toolbox talks and general discussions

Going Digital – Implementation of technology such handheld devices, QR codes and FSiGo will provide insightful performance data and empower us to create efficiencies. ISO Auditor App. Linked directly to engineer handhelds devices, the app has the capability to generate new sets of audit questions. This means we can develop a tailored IWM checklist and more specifically for events. Our team at the NEC currently utilise this app.

Visitor Experience Checklist – A process to conduct a visitor experience checklist is to look ‘through the eyes of a visitor’. It is a daily walk around spot-check checklist for front-of-house areas of each branch. Safety Clinics for Sub Contractors - Run quarterly by QHSE Managers for specialist subcontractors, Safety Clinics have proven to raise H&S standards of our sub-contractors. Plant 3D modelling using BREEAM standards.

A CBRE solution, planned fabric maintenance regime that can support the bespoke fabric requirements (including Listed areas) of the contract. Implementation of this specification and standards based regime can significantly reduce reactive fabric calls.

Hot water system. Small leaks around the hot water system can lead to water and heat loss along with corrosion to pipe work and damage to building fabric. We will identify all leaks during mobilisation and correct once the contract is ‘live’.

Real-time Reporting. Real-time performance information across all IWM estate sites through CAFM. A plasma screen can be placed in the shared accommodation at Lambeth Road to ensure constant visibility of performance.

Thermal imaging: We will purchase a Flir 1 device which can turn any smart phone into a thermal camera. We will use the camera to proactively identify potential problem areas in cabling, distribution boards, transformers, switchgear and the plant rooms. We can then rectify any issues.

Introduction of Business Focussed Maintenance strategy using CBRE technical experts such as Paddy Hastings, Technical Manager. Exhibit – Building Analytics: A bespoke system demonstrating simple evaluation of building data points (e.g. assets performance, environmental conditions, energy performance, building footfall, compliance) compiled on a web hosted dashboard. This system will create a platform to support bespoke maintenance regimes, reduce energy consumption and optimise building usage. WebQuote – The ability to manage extra works with the click of a button. Plant Room Enhancement and Ongoing Ownership Programme – a plant room ownership programme and checklist to ensure a consistent and high quality appearance of plant rooms across each of the IWM branches. Fault reporting through IWM intranet. This will allow all IWM employees to log-in to the intranet and log a fault/reactive call which feeds directly to the CAFM system. This provides quick and easy access and allows for faster rectification times and higher customer satisfaction levels.

Bespoke Listed Building Training for engineers to It increases our operative’s knowledge and understanding of building conservation and will assist in delivering exceptional service to the IWM across Listed areas of the estate. Introduction of the CBRE Critical Engineering & Risk Management – CERM™ methodology which is specifically focussed on business risk and risk mitigation of critical assets. CBRE will actively promote the events space across the IWM to our wider organisation to assist in securing bookings to generate further income for IWM. We will proactively invest time in work with a lift consultant to identify areas for continuous improvement and reduce reliance to specialist sub-contractors. Selected engineers to complete our ‘Energy Engineer’ programme. They will be trained on identifying low cost/no cost reductions.

Innovation and continuous improvement Increasing visitor spend within retail space The National Exhibition Centre (NEC) in Birmingham has over 200,000 sq metres of exhibition and retail space within the grounds. In addition to CBRE being the NEC Groups’ hard services partner, our consultants are working with the NEC team to establish a detailed space utilisation strategy. Within this, we are focussing on developing the retail space and developing ways to increase visitor spend in the many retail outlets on-site.

Digitisation in FM and sharing our knowledge The CBRE Innovation team presented their latest research report, Digitisation in FM, at two recent industry events: the Oslo Facility Management Conference and the Annual BIFM Conference in Ireland. Published in August this year, the Digitisation in FM report focuses on the power of today’s FM technologies and how they help facility managers cut costs, reduce energy use and meet other key performance indicators. Looking to the future, it advocates that success will no longer be measured against operationally focused targets. Rather the focus will shift toward a better customer experience for the people who work in, and visit buildings. A copy of the report can be provided to IWM if required.

Did you know? As industry leaders, it is vital to us to stay ahead of the fast paced nature of the changing trends, techniques and products that influence the work we do. As a result we ensure that we are ahead of the curve in terms of detecting changes and developing our industry knowledge. We build and develop this knowledge through a variety of industry specific events and forums ensuring that we are at the forefront of industry best practice.

DY U T S SE

Innovation and efficiency at the National Gallery Introduction to the National Gallery The National Gallery is an art museum on Trafalgar Square in London. Founded in 1824, it houses a collection of over 2,300 paintings dating from the mid-13th century to 1900. It is the fifth most visited art museum in the world, after the Musée du Louvre, the Metropolitan Museum of Art, the British Museum and Tate Modern.

CBRE at the National Gallery CBRE first took on the contract at the National Gallery in 2002 and has incorporated many innovative ideas and developed efficiencies which have helped further develop our relationship with the Gallery over the past 12 years. It is important to constantly drive innovation and efficiency to keep the relationship fresh, and in a space as dynamic as the National Gallery, it is key as hard services maintenance provider to provide the right solutions that are the best fit for the Gallery. Our Engineers not only work with the Estates Team on the day-to-day maintenance of the buildings but also work closely with the Gallery Curatorial staff in tailoring solutions to best suit each exhibition and their specific requirements, most recently with in the Veronese exhibition.

We understand maintaining environmental conditions of collections and artefacts is a necessity and our teams work with the Scientific Department in achieving optimum lighting and air temperature levels to ensure minimal damage to paintings over the time they are on display. In driving innovation and efficiencies across the National Gallery we are working with our customer to implement smart technology with the use of iPads, as well as the development of apps and systems such as FSI Go and QR codes. Through strategy days with our customer an ongoing feedback and collaboration, we have worked to develop full asset management plans, energy reduction plans and better ways of working. In conjunction with the Carbon Trust, we worked with our customer to create a Carbon Management Plan. The main contribution of carbon emissions at the National Gallery is from electricity consumption. Working with the Gallery CBRE have consistently achieved year on year reductions in CO2 Emissions (see graph).

Achievements and efficiencies • Tight control of gallery conditions to preserve the paintings, temp. 21-23°C. +/– 1.0°C, Humidity 55% RH, +/– 5% • Carried out software modifications to the Airedale Turbocor Chillers to prioritise the flooded evaporator chillers • Carried out energy efficiency strategy across West Wing AHUs which has resulted in consistent energy savings, on track for £23,000 • Amended primary chilled water pump strategy to reduce the number of stages of cooling required • Carried out a trial of energy efficient filters on the East Entrance AHU • Installation of LED lighting with automatic controls

Environment, energy and sustainability Further to the IWM Annual Report 2014-2015, we know that energy consumption reduction across the estate is a high priority and measured as one of the IWM corporate performance indicators. Using our in-house expert, Jeremy Smith, Energy Manager and on-site ‘energy engineers’, CBRE will be a principal partner and ‘trusted advisor’ to support IWM achieve this goal. Our aim is to provide IWM with an integrated energy and facilities management service across all branches that offers genuine capital and operational cost savings that supports the broader aims of IWM and corporate priorities and strategy. We will continually work to minimise the overall impact of CBRE and IWM activities to the environment and as part of our service and in line with 6.13 of the hard services specification, we will provide:

The first step in our ‘Understand, Manage, Deliver’ energy and environment management methodology will be to conduct an ‘Energy and Environment Health Check’ (audit) across each of the IWM branches. In doing so, we will produce and environmental risk register and Energy and Environment improvement plan. Our supporting teams of energy, environment and technical experts will work to achieve targets through implementing initiatives such as: Energy Audits in line with CIBSE’s TM22:2006, Energy Engineer training, Working Smarter, Sustainable Procurement Practices, Project Team Energy Training, Energy and Environment Road shows, Water reduction plans, knowledge sharing & best practice.

• Support, guidance and advice from an expert Energy Manager • Legislative and industry updates and guidance on latest technology innovations • Cost Savings from energy reduction and meeting targets of the Carbon Reduction Plan • Support maintaining the IWM Environmental Management System • Robust data and systems to support reporting requirements identified in the specification • Clarity on energy, carbon, water and waste costs • Vehicles using ‘green fuels’ • Collaboration with energy experts in our wider business to generate new energy savings ideas • Added value through integration with facilities management, procurement and life cycle replacement.

Energy Engineers We will train selected engineers in energy engineering to allow us to operate with an extended energy knowledge related to day-to-day operations. This a ‘back to basics’ type of energy strategy that encourages best practise and accountability for the correct and most efficient running of equipment. This is achieved by low cost/ no cost good practice, such as improving existing plant’s efficiency, installing new technology, benchmarking each building performance and actively reviewing its operation against expected profiles. Our on-site teams have helped customers significantly reduce their energy costs.

Green PPM Review We will review existing planned preventative maintenance schedules from an energy perspective and make recommendations for improved efficiency during plant replacements such as Hi Flow Air Filters and EC Fans.

Did you know? On our British Airways contract, we have invested in a fleet of 11 Renault KANGOO electric vans.

During the site visits we identified a number of potential energy saving opportunities for IWM. We have categorised these in the table below by cost and energy saving potential. We expect during the life of the contract our Energy Manager and Energy Engineers; with access to historical data will be able to implement a significant number of initiatives to support the IWM in reducing energy consumption.

Energy Saving Measure

Area of Saving

Capital Cost

Energy Saving Potential

Payback

Replace the remaining low voltage Dichroic lamps across the branches with LEDs (e.g. 1st floor café at the Lambeth Road site)

ElectricityLighting

Low

1-3 Years

Install automatic lighting controls to areas that are left unoccupied and have good daylight conditions (e.g. plant rooms, back of house corridors, staircase and the roof terrace)

ElectricityLighting

Low

Medium

0-3 Years

Replace T8 fluorescent light fittings with T5 or LEDs and automatic sensors.

ElectricityLighting

Medium

Low

3-5 Years

Review Inverter control strategy for pumps and AHUs.

ElectricityHVAC

Medium

1-5 Years

Review Comms Rooms Cooling Strategy

ElectricityHVAC

Low

Medium

0-3 Years

Optimise the Building Management Systems (BMS) – Review Plant times against occupancy – Review CO2 Settings – Integrate A/C Splits into BMS controls – Enable alarms when HVAC plant left in hand

Electricity-HVAC

Low

Medium

0-3 Years

EC Fans feasibility study in all the AHUs to replace existing supply fans

Electricity-HVAC

High

Medium

4-6 Years

Replace track mounted tungsten halogen spotlights (e.g. in the Holocaust and family in wartime exhibitions with LED spot lights).

ElectricityLighting

High

Low

4-6 Years

DY U T S SE

Energy and environment The National Gallery The National Gallery houses a collection of over 2,300 paintings dating from the mid-13th century to 1900. In 2013/14 electricity consumption was 3,599, 694 kWh which equates to 1947 tonnes CO2. With tight control of gallery conditions to preserve the paintings (temp. 21-23°C. +/– 1.0°C. Humidity 55% RH,+/– 5%), electricity is mainly used for air conditioning of the gallery spaces.

The on-site CBRE team installed and commissioned a veloprobe to measure the supply airflow to two of the systems. Interpreting the data supplied and using our in-house expertise, the CBRE Controls Engineer re-wrote the controls strategy to allow the supply fan to run at 35 Hz during non occupancy periods when conditions allowed and meet design conditions during occupied periods.

An annual energy review was carried out by Jeremy Smith, Energy Manager, which required the existing energy strategy to be updated and amended.

This strategy review has resulted in significant proven energy saving of £6.1K p.a. and CO2 savings of approx. 45 tonnes p.a.

It was found that West Wing AHUs supply air fans for two systems were identified as running at full speed 50 Hz, 24/7. After review it was agreed that the speed of fans would be reduced during unoccupied times, as long as gallery conditions were maintained. A pitot traverse was carried out to confirm air flow rates and found that the system was delivering above design conditions during occupied hours.

Harper Collins 10% gas savings from previous year through installation of new Gas Burner Technology, implementation of a water reduction strategy which saves £22k annually on drainage and roofing works and insulation project which created a 10% heating cost saving.

Scottish Power £200k savings through water management programme.

Chelsea and Westminster NHS Foundation Trust We delivered a number of initiatives which generated substantial savings such as £18,000 energy saving by installing new inverter driven water pumps.

Sainsbury’s Through evaluating existing service approach, we created an enhanced forward maintenance plan. Additional scheduled works reduced reactive call volumes in Year 1 by 54.5% and significantly cut carbon emissions.

Media Company

NBC Universal

Delivered £80,000 of energy saving through the installation of replacement chillers.

We implemented ‘Bin The Bin’ which meant removing all of the desk bins in back of house office space. This has saved thousands of pounds for the customer in cleaning costs and has increasing recycling rates on site.

Virgin Atlantic The rainwater harvesting system at our Virgin Atlantic contract collects rainwater from the roof of the Flight Store in Great Yarmouth and stores it in a 3,000 litre underground tank, which is used to flush the loos. As well as using the rainwater instead of using potable mains supplies, fitted water efficient low flow taps have reduced consumption.

KPMG We use thermal imaging to cover up ‘hot spots’ in plant rooms to support energy reduction. This is now being rolled out across KPMG internationally.

Tower of London Savings on the gas supplies at the Tower of London was achieved by correcting historical issues and utilising our supply chain with energy efficient enhancements. CBRE achieved greater than the target 10% savings stipulated by the customer and increased knowledge to drive further savings in the following year.

Morgan Stanley Head Office £400,000 per year saving through introducing PIR and LED lighting throughout the building and optimising air-conditioning to reduce energy consumption. To help with staff training and cultural awareness, programmes to ensure best practices for saving energy.

Visa Head Office Reductions of 7% electricity, 6% water and overall carbon saving of 5%. Through implementing best practice ideas which were integrated into bureau services to measure and report on savings.

Cost savings and value for money It is our intention that this document and our tender response to both hard and soft services will demonstrate the value that CBRE can bring to IWM. We know that self-generated income remains a pressure point, we are also aware of the reliance on funding from the Department for Culture, Media & Sport (DCMS). It is this funding that allows IWM to open the doors to each site in a safe, secure, efficient and sustainable manner and one which provides ongoing protection and preservation of collections and archives. Our knowledge, experience and expertise will allow us to deliver maintenance and soft services efficiently across the contract and as part of our offering; we will liaise and advise IWM FM team on the following initiatives that will increase productivity, drive efficiency and generate savings: • Increased self-delivery through up-skilling creates less reliance on sub-contractors • Creating a multi-skilled workforce and building on collaborative relationships with other service partners to the IWM, such as the security contractor • Maximising current and new technology, refining processes and implementing innovative systems • Better management of help desk to increase productivity and response to reactive tasks across all service lines • Working with the IWM FM team to introduce a ‘business focused’ maintenance approach and ‘smart spending’ such as maintenance on run hours, demand analysis etc • Working with the IWM FM team to develop the specification to further align maintenance requirements to building and system/ asset criticality.

Detailed below is a collection of cost saving and value driving initiatives that are available to IWM should they be of interest:

Initiative

Benefit, value and cost saving

CBRE management of specialist suppliers

• Estimated 15-20% saving on the use of sub-contractors

We are proactive in maintaining an active list of suppliers in a range of disciplines. We value the relationships we build with our supply chain partners and we aim to bring the benefits of these relationships and associated cost savings to IWM. We understand the importance of using the suppliers currently contracted with IWM however in future, it is possible to migrate to CBRE approved suppliers on conclusion of these contracts. In doing so, we can generate direct savings for IWM through economies of scale. Please note however, that where possible we have selected specialist sub-contractors that are local to each branch. For example, for structural checks we have engaged with local and small company S.E. Cambridge.

• In addition to commercial benefits, migrating to the CBRE supply chain will bring operational benefits, innovations and a structured risk managed approach

Conservation Collaboration

• Compliance to the National Heritage Act 1983

A ‘conservation engineer’ will play a vital role in working with the Collections and Conservation departments and other stakeholders across IWM to ensure assets, collections, archives and exhibits are protected in line with your policies. This was a key role we created at the British Museum and was found to be most successful in bridging the gap and encouraging collaboration and understanding between curators, conservation teams and the key role estates maintenance plays in supporting protection of museum collections.

CBRE Flex The CBRE Flex methodology is simply an open book schedule of costs that will allow us to work together with the IWM FM team to easily grow/shrink the scope of services.

• Understanding and collaboration in the care and preservation of collections minimises risk to the Museum • Development of collaboration with conservation teams and curators

• Flexibility and agility to grow or shrink scope of services or the IWM estate

The model was created due to our understanding that the needs of our customers, like any business, can change – what is suitable to service IWM requirements from contract commencement may not be at a certain stage within its duration. This is a further example of our collaborative partnering approach to ensure you only pay for what you need.

Energy Saving Initiatives Our Energy Manager, Jeremy Smith and the Energy Engineers we train across the contract will continually work to minimise the overall impact of CBRE and IWM activities to the environment and as part of our service we will provide: • Support, guidance and advice from an expert Energy Manager • Legislative and industry updates and guidance on latest technology innovations • Cost Savings from energy reduction and meeting targets of the Carbon Reduction Plan • Support maintaining the IWM Environmental Management System • Robust data and systems to support reporting requirements identified in the specification • Clarity on energy, carbon, water and waste costs • Vehicles using ‘green fuels’ • Collaboration with energy experts in our wider business to generate new energy savings ideas • Added value through integration with facilities management, procurement and life cycle replacement.

• We will be utilising our volume discounts and bringing these savings to IWM

• We expect to achieve savings in the region of 10-15% of annual energy costs • Proactive approach to energy reduction • Improved environmental performance • Our output will be in compliance to the IWM Environment, and Energy policies

Initiative

Benefit, value and cost saving

Utilities procurement

• An expert to conduct a best practice review of the existing energy procurement strategy and evaluate overall performance.

With a CBRE in house utilities procurement expert, we can conduct a review of current energy prices and procurement arrangement to ensure IWM is obtaining the best price. Within our suite of expertise is the capability to additionally offer: • Online tendering for fixed price contracts • Review of existing energy broker agreement, performance and deliverables • Commercial evaluation of Power Purchase Agreement offering • Advice regarding non-commodity cost avoidance (such as transmission and distribution charges) • Power Purchase Agreement and renewable energy strategy development (or review current arrangements for solar panels) • Energy broker tender and management (for flexible supply contracts)

Ratings and Taxation This is a unique offering and ‘quick-win’ for IWM that is capable of generating ‘lost’ income. On instruction from you we can look to reduce costs, maximise tax reliefs and refunds, and manage risk through a comprehensive range of rating services.

Our in-house Rating and Taxation team provides value through specialist expertise, market knowledge, and can: • Ensure the IWM has the lowest possible rates liability across the estate • Maximise one off rates saving and refund opportunities • Minimise IWM effort and time in oversight of their rates liability and budgeting

CAPEX Planning Support Utilising CBRE experts and in turn, maximising CAFM will allow for advanced data capture which can be sufficiently analysed to assist long-term CAPEX planning and advanced development of long-term asset management plans across the IWM estate.

Project Resource and Expertise We will provide dedicated Project Management resource to IWM to manage any M&E, Energy, Fabric or exhibition fit out projects across the contract. Our team can work with IWM to deliver a single-source solution for the design, construction, installation and commissioning of projects including corresponding quotes and permits to work for any sub-contractor working on site. The Project team will work collaboratively with the Energy Manager to identify and discuss energy and environmental projects across branches of the IWM estate.

• Cost assurance and budget allocation • Expert advice • Allocation of resource

• Support for major projects by a team with knowledge of the contract • Meet sustainability targets through collaboration with Energy Manager to conduct energy and environmental projects

Cost savings and value for money Initiative

Benefit, value and cost saving

Planned fabric methodology

• Ability to reduce fabric call-outs by 60-80%

As a public facing venue, building fabric and flooring is an important aspect to increasing visitor satisfaction across the front-of-house areas of IWM branches. Our planned fabric solution provides an innovative approach to proactively managing the fabric requirements in a building such as Lambeth Road and improves the lifecycles of the often only reactively managed assets. It is an innovative planned ‘whole-life’ approach to the delivery of fabric maintenance, which is specification led whilst providing a totally flexible solution. Planned fabric maintenance is scheduled in accordance with agreed standards and specifications, with all information accessible to the IWM FM team giving real-time control and accountability.

Consultancy offering We have the experts in our business to create real value and cost savings to IWM through optimising the IWM property estate. Our in-house Transaction Management team can support the IWM in the management of acquisitions, disposals, lease renewals and dilapidations across the portfolio. This will be especially useful in the ongoing management and utilisation of storage areas. In addition, our Consultancy team has the capability to advise in the development of a portfolio-wide real estate strategy and optimisation plan, corporate real estate organisational planning, demographic analysis, alternative workplace solutions, moves and changes, complex financial analysis and land-use planning. In adding value to our proposal, we will offer a consultant for five working days at no cost to IWM.

• Higher overall visitor satisfaction • Cost certainty and budgetary control • Asset value retention by maximising life-cycle and reducing dilapidations • Better visibility and awareness of fabric condition through Concept reporting

• Consultant expertise free of charge • Workplace strategists to help increasing workplace productivity at the All Saints building • In-house moves and changes capability

Initiative

Benefit, value and cost saving

Income generation and long-term partnering

• Opportunity to generate additional income

The IWM branches are an excellent way for CBRE to promote our brand. We would look to explore innovative ways of working with IWM in the future, to develop further value, income generation and industry recognition. Some of our ideas include:

• Industry wide recognition of a world class facilities management solution across the Estate

• CBRE to become a patron member of IWM • Giving IWM access/introductions to CBRE corporate customers to generate new income through events or patronage • Creating a CBRE / IWM volunteer programme • Working collaboratively with you to ensure that the IWM is a world class case study for IAMFA peers • Utilising IWM event space to hold Facilities Management industry seminars collaboratively with bodies such as the , IAMFA and British Institute of Facilities Management (BIFM) • Using our partnership to submit entries for industry awards such as the BIFM, PFM or CIBSE Awards

CBRE Investment

• Investment in to contract

The financial strength of CBRE allows us to secure investment for business improvement projects. Following robust feasibility studies and the production of business cases we take the risk around investment and guarantee the associated future cost savings.

• Long-term partnership • Increased efficiency and overall savings

This is demonstrated in capital investment which will provide IWM with guaranteed investment and a provision to invest in initiatives that are dependent on future efficiency/savings which will enhance the overall visitors experience and employee and key stakeholder satisfaction.

The IWM will be the sole mobilisation focus for my business unit, and I commit, with my senior management team to provide all resource necessary to ensure a smooth, risk managed mobilisation and successful transition. Craig Campbell, Business Unit Director

The world must know what happened, and never forget. General Dwight D Eisenhower, Supreme Allied Commander, April 1945

Designated main point of contact: James Ketley - Business Development Manager e: James.Ketley@cbre.com m: 07432 531354 CBRE Limited, Global Workplace Solutions, City Bridge House, 57 Southwark Street, London SE1 1RU t: 020 7871 9100 w: www.cbre.co.uk / www.cbre.com © 562016 CBRE. All rights reserved.