2012-08-16 FMW

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 16 AUGUST 2012

FMW www.fm-world.co.uk

How FM is embedded at the BBC’s Media City

UPPING THE AUNTIE

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VOL 9 ISSUE 15 16 AUGUST 2012

CONTENTS

8 | Sheffield Hallam’s pavillion

18 | BBC Media City, Salford

36 | Hyper-local catering

NEWS

OPINION

FEATURES

6 Survey shows councils are ready to outsource even more services 7 Olympics South Park legacy plans have been submitted 8 Project of the Fortnight: Sheffield Hallam University’s new sports complex development 10 Think Tank: are we saving too many older buildings?

12 Business news: Graeme Davies discusses the impact of reputational damage 13 Mouchel de-lists in deal to restructure the company 14 In Focus: Eamonn O’Rourke talks sport with David Arminas

16 Perspective of a facilities manager: John Bowen divulges his personal experience of hospital cleaning 17 Five minutes with Matthew Wailing, director, Cordless Consultants 58 No Two Days

MONITOR 42 Legal: Graham Wright explains seasonally efficient air conditioning 43 Court report: Beverley Vara on managing mortgage monies 47 Insight: Market intelligence

38 | Food waste recycling

18

BBC Media City: Martin Read visits the BBC’s Media City in Salford, where ‘embedding’ FMs with departmental units is proving successful

22

Research in FM: On what do you base your working decisions? Kevin Stanley expores the role for academic reasearch in every-day FM

28

CSR and FM: Companies are increasingly aware of their impact on wider society. David Arminas finds that CSR is steadily climbing the corporate agenda

33

Mobile working: A mobile workforce is an intrinsic part of some organisations. Lisa Norris explains how to prevent creeping inefficiency

36

Hyper-local catering: At Belron’s Surrey HQ, local catering is taken to a new level, with an on site polytunnel. Patricia McAleer finds out more

38

Food-waste recycling: Turning food waste into fuel can reduce carbon output, and reduce landfill charges, explains Philip Simpson

REGULARS 48 52 53 55

BIFM news People & Jobs Diary of events Appointments

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It will be illegal to use HCFC R-22 Refrigerant through-out Europe by 2015

If your clients are still operating R-22 equipment, have you advised them that they will have: U Higher maintenance and repair bills U Limited spare part availability U DifďŹ culties in the event of a system breakdown Space Air can provide a complete replacement management solution encompassing all aspects of the R-22 replacement process.

Call us 01483 504 883 or visit www.spaceair.co.uk W Scan here for more information about the HCFC R22 Replacement legislation. Š Space Airconditioning plc. All rights reserved. 101470-05.12

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N o b o d y k nows Dai k i n bet t er

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

MARTIN READ EDITOR COMMENT

LEADER

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

EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve ⁄Jason Choy, director, Persus⁄ Nick Cook, managing director, Haywards ⁄ Robert Greenfield, group SHEQ director, GSH ⁄ Liz Kentish, managing director, Liz Kentish Coaching ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Lionel Prodgers, principal, Agents4RM ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM Tutor and author ⁄ Chris Wood, senior associate at Advanced Workplace Associates

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

by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reflect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Pensord ISSN 1743 8845

BIFM ENQUIRIES

British Institute of Facilities Management Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER Tel: 0845 0581356 email: admin@bifm.org.uk web: www.bifm.org.uk

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ou may have caught wind of the London 2012 Olympic Games recently (big sporting event – running, swimming, that sort of thing). In fact, it’s going to seem very strange to see the Olympic and Paralympic party leaving town, because when you factor in the bidding process we’ve been working towards it for close to a decade now. Doubtless the organisers of the 2014 Commonwealth Games in Glasgow will seek to bathe in the afterglow of London; a vague ‘after the Lord Mayor’s Show’ sentiment might be hard to avoid, however. In truth there has been no greater multiplefacilities construction project in this country for decades and certainly nothing else that has so publicly showcased the best of the facilities management sector.

The good news from an FM perspective is that a cascade of positive reviews for the facilities themselves quickly replaced widely reported pre-games concern over security issues (although please note that I’m writing this on the second Thursday of the games – there’s still plenty of time for something to go wrong). Moreover, while the Olympics and Paralympics will be over by early September, the legacy of the games is an ongoing project and that’s where some of the best FM stories of the near future will be found.

The good news (for us) is that restrictions on reporting these projects have been lifted.

The writers of the BBC satire Twenty Twelve found much to mock in what they saw as the vague and interchangeable notions of sustainability and legacy attached to the London Olympics. But in re-purposing – and in some cases entirely relocating – facilities (the shooting range at the Royal Artillery Barracks will be dismantled and rebuilt in Glasgow for the Commonwealth Games, for instance), LOCOG has provided as public a demonstration of sustainable construction as could be imagined.

The London 2012 slogan is “inspire a generation” and hopefully the performance of British athletes will achieve just that. Perhaps, though, the Olympics will help us inspire the next generation of facilities managers as well. While it would be wrong to suggest that a typical career in FM automatically involves ’sexy’ projects like the Olympics, we can say with confidence that FM’s involvement in the design of new buildings can only grow in the years ahead. Building information modelling presents that opportunity. Until now, the operational history or ‘past performance’ of a building has not necessarily been a guide to the future performance of buildings proposed for a similar purpose. BIM can change all that, involving FM at the very beginning of the building design process. For those considering their career options, the knowledge that their work could be factored into the design of new and better buildings will surely help make FM a more aspirational career choice.

Yes, it’s true that BIM can seem a dry and detached subject, far removed from the more social nature of day-to-day FM activity. But FM has to be involved in order for BIM to work.

BIM offers an opportunity to showcase FM in the same way London’s 2012 Olympic facilities showcased the best of contemporary sports facility design.

Y

“IN RE-PURPOSING – AND IN SOME CASES RELOCATING – FACILITIES, LOCOG HAS PROVIDED A VERY PUBLIC DEMONSTRATION OF SUSTAINABLE CONSTRUCTION”

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PUBLIC SECTOR

DAVID ARMINAS newsdesk@fm-world.co.uk

Local authorities plan to outsource 32 per cent of all services by 2014/15, according to new research.

Outsourcing currently accounts for 26 per cent of all council services, a 6 per cent increase over 12 months, notes a report by YouGov, commissioned by support services company Interserve.

Authorities report savings of 16 per cent to date, but need to achieve another 18 per cent by 2014/15. However, with 31 per cent of councils not expecting to achieve their target cuts in this time-frame, splits are emerging as to the best way forward.

YouGov interviewed 100 senior managers at 100 councils.

Respondents included 15 chief executives, three deputy chief executives, and 26 finance directors or heads of finance.

Those councils that need to make greater than average savings (more than 25 per cent efficiency savings) or have larger budgets (more than £100 million) plan to outsource up to 60 per cent of all services.

However, other councils aim to keep resources in house or share with other public sector providers, planning to outsource just a fifth of services by 2014/15.

“Forward-thinking councils are aware that they need a transformational change, given the severe pressure on budgets for the foreseeable future,” said Adrian Ringrose, chief executive at Interserve. “And 38 per cent of councils consider there to be no service area, including Children’s Services and Public Protection, that is unsuitable for outsourcing.

“Although the results show that a percentage of councils continue 06 | 16 AUGUST 2012 | FM WORLD

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to procure more traditional service models, the challenge of meeting these current targets, while not reducing the level and quality of services, will require councils to radically rethink how they procure services.”

The report also found that: ● 44 per cent of councils still haven’t implemented a strategy to deal with their budgetary challenges to 2014/15, down from 79 per cent this time last year ● 81 per cent said outsourcing to a commercial partner had been successful and 82 per cent believe that outsourcing has a role to play in achieving their targets ● Councils expect only 20 per cent of outsourced council services to be provided by the third sector by 2015 and half to be provided by commercial providers by 2015.

ISTOCK

Council outsourcing to rise yet further

Councils have confirmed outsourcing has a role to play in cutting costs

This was the third annual survey

by YouGov and confirms that local authorities have exhausted the ‘quick-win’ savings, and cut marginal services, but are still faced with reductions that range from

the “unpalatable to unacceptable” according to one respondent.

The full report is available to download free of charge from www. local-government.interserve.com

ACQUISITION

Rentokil Initial snaps up Modus FM Rentokil Initial has announced that its Initial Facilities division has bought London-based technical facilities provider Modus FM. Rentokil paid parent company Modus Group £5.3 million for Modus FM, which provides mobile and on-site mechanical and electrical maintenance services.

The business has a blue-chip customer base and employs 160 people, a brief statement from Rentokil said.

Last month, Rentokil announced its half-year results, with profit before tax jumping 46 per cent, despite group revenue only inching forward.

For the six months to 30 June 2012, revenue rose 0.6 per cent to £1.3 billion, while profit before tax soared nearly 57 per cent to £46.6 million, according to the statement.

Revenue at its Initial Facilities division rose 1.2 per cent to just over £300 million on the same period last year. Adjusted operating profit was up 7.5 per cent to nearly £13 million.

Last November, Rentokil Initial bought all the business operations of Managed Support Services (MSS) for £6.5 million as MSS seeks to become an investment shell.

An announcement by Rentokil

Initial at the time said that it had “exchanged contracts with Managed Support Services plc for the acquisition of its building services division, MSS Facilities Management”.

The division, which has 200 employees, has an approximate annual turnover of £22 million and operates from two principal trading sites in Manchester and London, the Rentokil statement said.

An MSS statement said that in the year ended 31 March 2011, the division had sales of £21.4 million. Operating profit was £1.6 million. Net assets at completion are estimated to be approximately £2.5 million. www.fm-world.co.uk

09/08/2012 15:55

NEWS

BRIEFS BSRIA’s audit guide

GETTY

Olympics South Park legacy plan unveiled Plans to create a major public space to welcome crowds to Queen Elizabeth Olympic Park have been submitted by the London Legacy Development Corporation (LLDC).

“The South Plaza, the public space at the heart of the South Park area, will be a dynamic, landscaped public area dedicated to entertainment and activity,” said a statement from LLDC. The 28-acre space will be framed by the Aquatics Centre, the Stadium and the ArcelorMittal Orbit.

The backbone of the South Plaza will be a 12-metre-wide, tree-lined promenade opening on to a series of outdoor ‘rooms’, each with a

distinctive character. They include an interactive labyrinth fountain, a classic carousel, a space for impromptu performances and a play space with climbing wall descending to the canal-side.

There will also be a park hub adjacent to the ArcelorMittal Orbit housing a café, box office and a roof-top pavilion with spectacular views across the park. A ribbon of perennial planting will form the edges of these different spaces.

The park is designed by James Corner Field Operations – responsible for the award-winning High Line in New York, a disused elevated railway line transformed

into a linear public park.

The Legacy Corporation aims to open the South Park in spring 2014, following the phased opening of the North Park from 27 July next year, which will fall exactly one year after the Olympics Opening Ceremony.

Daniel Moylan, chairman of the London Legacy Development Corporation, said the South Plaza will combine stunning scenery with a programme of events and attractions to entertain and inspire.

“It will become a powerful draw for millions of visitors each year and a gateway to the Queen Elizabeth Olympic Park.”

BIFM AWARDS 2012

BIFM Awards sees record number of entries The number of entrants for this year’s BIFM Awards is the highest ever, up by 50 per cent across the 11 categories. The entry window has now closed.

Oliver Jones, chairman of the judges, commented: “The number of entries received across all 11 BIFM Awards categories has been extraordinary. To be ranked as a www.fm-world.co.uk

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A new asset management audit guide is available from BSRIA, a consultancy organisation.

The guide replaces two BSRIA publications, Operation and Maintenance Audits (AG 24/97) and Toolkit for Building Operation Audits (AG 13/2000).

There are two parts to the new publication, including a guide to the audit purpose, plan and process, and a toolkit using Microsoft Excel.

The toolkit can be used to plan the audit, obtain and report results.

The guide is available at the pre-launch price of £25 for BSRIA members and £50 for nonmembers until 23 July, after which the price is £30/£60.

DECC Green Deal guide Local authorities will soon need to identify how they intend to cut energy use in their housing stock – and a new guide explains how.

The 22-page guide from the Department of Energy and Climate Change (DECC) focuses on English authorities and their responsibilities under the government’s Green Deal energy efficiency initiative.

The Green Deal will be significant in helping local authorities achieve their aims, said a statement from DECC. Details can be found on the Green Deal pages of the DECC website.

Asset Skills careers site

finalist will be notable and to win will require exceptional evidence of capability and market leadership.

The evening promises to be an exciting one with many close results expected. Thank you to all who have entered – and good luck!”.

Currently, over 65 judges are visiting and assessing various candidates from across the UK.

The finalists will be announced in early September. The BIFM Awards ceremony will be held at the Grosvenor House Hotel in London on 8 October 2012.

Tickets and tables are now available. For details contact 0141 206 3717, email awards@bifm.org.uk or visit www.bifm.org.uk/awards2012.

The FM sector’s skills advisory body Asset Skills has set up a website dedicated to promoting jobs and training in the sector.

The site contains a range of material, from career guides and case studies to FM-specific labour market information suitable for careers advisers.

Users can research careers in FM and cleaning and obtain one-to-one careers’ information and advice from an in-house careers service.

“Our new careers section is part of our continued efforts to get facilities management to be seen as a career of choice among young people,” said Sarah Bentley, chief executive of Asset Skills.

The new website is available at: www.assetskills.org/fmcareers FM WORLD | 16 AUGUST 2012 | 07

09/08/2012 13:07

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

London’s conference market set for games boost Despite anecdotal reports of a slowdown in business generally during the games, London’s venue suppliers and management sector is upbeat about the effect on business that the Olympic and Paralympic Games will have on the event sector in the capital, according to newly published research .

Nearly 90 per cent of venues feel positive about the long-term impact the games will have on the conference and meetings market in 2013 and beyond, noted the 2012 London Venues Business Report, commissioned

by Unique Venues of London, a membership organisation for conference and banqueting venues, and Conference Bench, producers of an on-line event performance benchmarking tool. The report is based on responses from 100 venues, tourist attractions and hotels across the capital.

Of the organisations responding to the survey, 51 per cent of venues believe that the games will improve their 2012 full-year forecast, with nearly half of these venues anticipating revenue increases of up to 30 per cent. Pre and post-games business is up, with 31 venues reporting increased revenue between May and this month, compared to the same period in 2011, while 58 per cent of venues reported room hire revenue growth of up to 40 per cent, compared with the same period last year.

The view inside and out: an artist’s impression of Sheffield Hallam’s pavillion

Interserve chosen for fast-track college deal

Sheffield Hallam is ready, set…

Sheffield Hallam University will spend £4.8 million developing a sports complex on its Bawtry Road site that was acquired in 2003.

It currently consists of several outdoor grass playing fields, a pavilion with changing rooms and an indoor sports hall with bar area.

The site is used by Sheffield Hallam students and teams, but also by local teams including the Sheffield United Cricket Club. All these clubs will continue to use the site after it is redeveloped.

A two-storey sports hall built in the 1970s and now used for cricket net practice will be retained. But a deteriorating single-storey clubhouse will be demolished after studies showed the structure couldn’t withstand the stress of additional floors.

Plans include three new grass rugby pitches, two of which will be floodlit, and two grass football pitches, one of which will be floodlit.

Alongside these will be two new floodlit synthetic pitches, as well as a redeveloped cricket pitch.

A new two-storey pavilion building sits in the heart of the site with a four-sided viewing balcony to allow 360-degree views onto the new outdoor sports pitches. The building will have changing rooms for 12 teams and officials, plus a reception area and a large student social hub with catering facilities.

Underfloor heating and heat recovery systems will be used in the changing rooms. Lighting will have presence control and daylight-linking technology. All services are being designed to assist towards achieving a BREEAM ‘Very Good’ rating.

Catering, maintenance and soft FM for the current facilities are provided in-house. New working practices will be finalised once planning consent has been approved. The construction contract goes to tender in October.

The new pavilion will be designed by specialist sports architects Watson Batty and be situated in the centre of the site. Project management has been provided by Rider Levett Bucknall.

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Work on the Silverstone University Technical College (UTC) is a step closer following the selection of Interserve as preferred bidder for the new £10 million campus.

The Silverstone UTC facilities will be situated at the northern edge of the Silverstone Circuit, opposite the National Pit Straight. It will offer a specialist technical curriculum for students aged 14 to 19 in highperformance engineering and technical events management.

Up to 576 students will be based at Silverstone UTC to learn from experts and undertake industrial challenges to gain experience for careers in engineering and events management.

The Silverstone University Technical College is an educational partnership between Tresham College of Further and Higher Education, University of Northampton and Silverstone Circuits.

BSRIA sounds out acoustic data A new publication from BSRIA is designed to dispel the mysteries surrounding the acoustic performance of a building.

Now that much development takes place in already built-up areas, the noise emitted by building services equipment must be accurately specified of the noise emitted by building services equipment.

Heat pumps located in residential areas, kitchen extract systems and pumps in plant rooms are all areas where noise issues can occur.

Acoustic testing is important to manufacturers as it enables them to provide valuable data about the noise emitted by their product. These noise measurements can then be used for product development and meeting the requirements of planning and accreditation schemes.

The guide is available from the BSRIA bookshop priced at £30, or £15 to BSRIA members.

Government looks for a cast-iron deal The House of Commons and the House of Lords are to spend about £60 million on repairs to their cast-iron roof in the coming decade.

Many of the tiles need replacing, as happened in phase one of the twophase programme, the notice said on the government tender website.

Around 40 per cent of the tiles in the first phase of the roof repair work had to be discarded, the document said. The government is now looking for a contractor for the second phase of work at the Palace of Westminster. www.fm-world.co.uk

08/08/2012 12:52

The electrical inspection and testing specialists Quantec provide the “best value” service for Àxed wire electrical test and inspections, PAT testing, load recording and thermographic services throughout the UK. Our competitive rates do not compromise either the quality or the high levels of customer service for which we are well recognised.

You may already use our services for which we thank you, but if not please contact us for immediate attention.

Email: qcltd@quantectest.co.uk Phone: (01634) 865750 Fax: (01634) 861195

www.quantectest.co.uk Quantec Nov2011.indd 1

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THINK TANK

Saving too many older buildings (33%)

WE ASKED 100 FMs… Are we saving too many older buildings – improving their interiors, and façades and making them as energy efficient as possible – when it might be better to tear them down and build anew?

Two out of three FMs believe we should be saving more older structures at the expense of building new ones that are supposedly more energy-efficient and flexible.

This desire stems from the belief we need to protect our heritage more carefully. But keeping older buildings also means there should be good communication between a building design team and FMs to ensure refurbishment meets a client’s needs.

Too often, said one FM, a new building simply gets it wrong.

“Designs appear disconnected from humans, dull and alien to the nature of people… they present a face of unrelenting glass almost rejecting any impression of their internal purpose and reflecting only their habitual surrounding of underpasses and open spaces.“ Designers should remember that “people naturally gravitate to small-scale streets with human scale buildings where there is a chance they might recognise someone and have encouraged in them a sense of belonging”.

There is also a lot of respect to be gained by the people charged

with capital work projects if they can compare the cost of new-build and that for renovating an existing building. The comparison should be easily understandable.

Another FM said there has to be more hard-nosed decisions about whether or not to save so-called iconic buildings, including recently sold BBC Television Centre in London. The main circular building was given Grade II listed status by

Should be saving more older buildings (66%)

English Heritage in 2009.

Heritage status or not, “we need to move forward and innovate”, said one FM. “Buildings like Television Centre are a drain on environmental resources and will unfortunately always provide a compromised space due to the outdated design and structure.”

Read this article in full at www.fm-world.co.uk

Sue Sharp elected B&ES president

DIO moves on construction tender

The Building & Engineering Services Association (B&ES) has elected Sue Sharp as president for 2012-13 at the annual general meeting.

Sharp was elected vice president of the association in July 2010 and president elect in July 2011. She succeeded to the B&ES presidency at its annual general meeting in July. Sharp runs a management consultancy, Sharp Business Solutions, that provides a range of business services to small businesses, many of which are active in the heating, plumbing and electrical sectors.

Sharp has been a member of the Council of the Association since 2003 and was chairman of its Service and Facilities Group from 2010 to 2012.

She also served as chairman of the South West Regional Branch of the B&ES for four years from 2005.

On a voluntary basis, Sharp is involved in a mentoring scheme, established by the National Enterprise Network, that

The Defence Infrastructure Organisation (DIO) has begun working with 10 shortlisted companies for the first of its east region framework arrangements for construction on the defence estate.

The Regional Capital Works Framework East Midlands and Eastern England will include up to five companies that will participate in ‘mini-competitions’ for the design and build of projects valued up to £12 million.

Those companies winning a place on the framework will be announced by August 2013. The framework is set to run for an initial four years with the potential for a three-year extension.

The arrangement has an estimated value of between £100 million and £250 million and could be used at any site across the east region, according to a DIO statement.

Companies shortlisted for the framework include Babcock

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Sue Sharp, B&ES president

grants businesses start-up loans to the unemployed.

The B&ES AGM also saw Bruce Bisset of Galloway Group become president-elect and Andy Sneyd of Crown House Technologies elected vice-president. Bob Shelley of Argent FM is to serve during 2012/13 as the organisation’s immediate past president.

Support Services, Henry Brothers (Magherafelt), Interserve, Leadbitter Group, Lend Lease Construction (EMEA), Mansell Construction Services, Morgan Sindall, Shepherd Construction, Skanska UK and Vinci Construction UK. Key sites in the region include RAF Waddington, RAF Cranwell, RAF Wittering, RAF Marham, RAF Wyton, RAF Honnington, Chetwynd Barracks (Chilwell), the Defence Intelligence Services Centre (DISC) at Chicksands and Carver Barracks in Wimbish.

The DIO recently held a conference for bidding companies that focused on the tendering process. Delegates were taken stepby-step through a typical defence construction project, looking at processes involved, legislative influences, sustainability and other requirements.

Plans for the other regional frameworks are to be announced in due course, said the DIO. www.fm-world.co.uk

09/08/2012 11:58

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ANALYSIS

No blueprint for fixing corporate reputations GRAEME DAVIES newsdesk@fm-world.co.uk

History is littered with examples of businesses suffering reputational damage. The lessons learned suggest that the sort of knock suffered by G4S over the recent Olympics security debacle can take considerable time and effort to recover from.

The media storm over G4S’s failure to supply the number of security guards promised in its high-profile contract was exacerbated by the very public nature of the contract it was so keen to win. The media, and indeed investors, can have notoriously

long memories, especially when the senior management of the company have been dragged across the coals in front of the House of Commons Home Affairs Committee. With the Olympic games now up and running, the firestorm around G4S and its chief executive Nick Buckles has abated, but it has not gone away.

Indeed, there are many who feel that the pressure on Buckles will return with a vengeance once the games are over and the financial costs of pursuing what now appears to have been more of a vanity project rather than

a realistic contract become clearer.

In the bigger scheme of things, the Olympics contract is small beer compared to G4S’ wider business, which spans thousands of contracts across many dozens of countries worldwide. But the UK remains a key market and G4S is in the running for a number of high value and high-profile contracts, including a swathe of upcoming contracts from the Ministry of Justice. The reputational hit it has taken recently could make a decision to award such a contract to G4S politically difficult.

But such contracts should not be awarded on the basis of popularity and, indeed, Buckles has already received the public backing of high-profile investors, such as Invesco’s Neil Woodford.

And it would be remiss of investors to forget the very considerable part he has played in the impressive growth story that G4S has become. Nonetheless, there will be some among G4S’s investors and even board members

Contract wins

NEW BUSINESS Babcock has won a hard FM contract with West Yorkshire Police Authority (WYPA) covering the estate of more than 100 buildings and 10 radio masts.

The three-year repairs and maintenance deal is for police stations, custody suites, police social clubs, public buildings, police units, a dog centre, the police station at Leeds Bradford Airport, a training centre with accommodation for up to 20 people and the air support unit in Wakefield.

Vanquis Bank has picked ISS Facility Services Food and Hospitality to provide catering, vending and hospitality services at its main call 12 | 16 AUGUST 2012 | FM WORLD

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centre office in Chatham, Kent. Under the four-year deal, ISS is implementing a commercial-style deli to provide hot and cold food, complemented by a coffee shop.

Derwent FM has been appointed to a 3,000-bed accommodation contract at the University of Hertfordshire. The company will provide FM services over the 30 to 50 years of the concession as part of Uliving, the consortium announced as preferred bidder.

Queen Mary University in east London has let out its student accommodation to Olympic committees from all over

the globe. ISS Hotel & Leisure is looking after the hospitality contract that started in June and runs for three months until after the games. The contract covers the servicing of around 850 bedrooms as well as many shared kitchens and communal areas.

Surrey County Council has awarded Kier a five-year, £3 million-a-year contract to provide planned preventative maintenance and reactive FM services to approximately 400 council buildings. Kier had been the incumbent contractor since 2009 for reactive and project work.

Seddon Property Services has won a contract with Forest Heath District Council and St Edmundsbury Borough Council in Suffolk to provide maintenance services. The contract, reportedly worth £1.4 million over four years, sees Seddon delivering maintenance services for council buildings such as public halls, leisure centres, council offices and car parks.

who believe that the quickest route to recovery of its reputation will be to cut Buckles adrift once the games are over.

Recovering a corporate reputation is not an exact science and there is no perfect blueprint.

Many companies feel that highlevel sacrifices are effective: witness the recent decapitation of top executives at Barclays, as it struggled under the weight of public condemnation over the Libor rate-fixing scandal. News International attempted a similar tactic following the phonehacking scandal that enveloped its newspaper business in the UK, yet it has also yet to regain investor confidence.

Indeed, corporate harakiri is no guarantee of quick recovery – Barclays shares continue to languish while those of G4S have clawed back some of their value.

In the current febrile conditions in equity markets, the damage done to a business in terms of its share price can be far more volatile than it would have been in more buoyant economic times.

But as we see more of an overlap between the public and private sectors, the risk of highly public failures such as that suffered by G4S is growing.

In recent years, we have seen scandals of private sector contractors losing prisoners or of asylum seekers being treated poorly by private sector contractors. And the potential for more gaffes will only grow as private companies increasingly take on public sector roles.

Isolated incidents will always happen, but companies have to be careful as to the types of contracts they pursue and be wary of bidding for business they can’t handle simply because it looks like good PR. The tables can turn very quickly indeed.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

09/08/2012 14:15

BUSINESS BRIEFS

Mouchel de-lists in debt restructure Mouchel has agreed with its lenders a restructuring of the company in which the business is de-listed.

“This will be achieved by implementing a debt-for-equity swap and amending the terms relating to the company’s outstanding debt facilities,” said a company statement.

The announcement comes ahead of a looming default situation, which could have taken place on 30 August had an agreement not been reached.

The infrastructure-tosupport services business had “unsustainable levels of debt”,

Kier in anaerobic market Grant Rumbles, Mouchel chief executive

according to the statement, and the move by the board is to ensure shareholders recover some value from their investment.

“Accordingly, shareholders will be entitled to receive a special dividend of 1 pence per ordinary share following, and conditional upon, completion of the restructuring,” the statement said.

Mouchel’s lenders will release £87 million of the group’s debt liabilities for a majority interest in the company. This will leave the company with £60 million of outstanding debt, “a level the board believes appropriate for a company of Mouchel’s size and

prospects”, the statement said.

The proposal will result in the de-listing of Mouchel, which is expected to take effect on 25 September 2012.

“Throughout this challenging period, we have continued to work with our customers, suppliers, employees and other key stakeholders to implement our strategic actions and we are encouraged by the progress made,” said Grant Rumbles, Mouchel’s chief executive.

“With the continued support of our lenders, we now look to take Mouchel forward from here as a privately-owned company.”

REX FEATURES

Compass Q3 revenue up nearly 8% Compass Group reports good performance in the third quarter 2012 with revenue up 7.8 per cent on the same period last year.

Organic revenue growth is 5.7 per cent, according to group’s interim management statement.

Recent UK contract wins include a deal with Somerset Redstone, a three-year deal for soft services, including catering, cleaning and laundry services, at two of the trust’s care homes.

Under a five-year deal with Leeds United Football Club, Compass is providing food and drink throughout the club’s retail concessions and hospitality on match and non-match days.

At South Bristol NHS Community Hospital, Compass has a three-year contract to deliver www.fm-world.co.uk

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Compass is providing hospitality at Elland Road, home of Leeds Utd FC

catering for patients, visitors and staff as well as a range of support services, including cleaning, logistics, security, linen and laundry, waste management and mail room services.

Internationally, Compass reported good growth in North America, which was driven by the roll-out of the Ascension Health contract won at the end of 2011 and a strong performance

in the sports and leisure sector.

Compass was also awarded the largest ever outsourcing contract in the US higher education sector, with a win at Texas A&M University, the sixth-largest education institution in the US with more than 50,000 undergraduate and graduate students.

But the economic conditions in Europe, particularly in southern Europe, remained difficult.

Underlying trading in Japan continued to improve gradually following the earthquake and tsunami 16 months ago, the statement said.

Growth in “fast growing & emerging” markets continued to be strong, with good levels of new business, particularly in Australia’s mining sector.

Kier has bought a 50 per cent stake in Biogen UK, an anaerobic digestion plant builder and operator. Biogen UK, which was set up by the Bedfordia Group in 2005, has its headquarters in Bedfordshire. Kier’s phased-in investment will be nearly £24.4 million, a statement from Kier said. Around £5.4 million was invested on completion of the deal, with £2.5 million to be paid in December.

SPIE expands UK business French construction and hard FM provider SPIE has acquired Preston-based Garside & Laycock.

The move is “to further grow its UK business SPIE UK, develop its UK facilities management offering and expand its presence in the North of England”, according to a SPIE statement. Garside & Laycock’s clients include the Royal Mail, Her Majesty’s Courts Services, Lancashire County Council, University of Manchester and Greater Manchester Police.

CH&Co turnover rise of 6% Catering group CH&Co has reported a 6 per cent rise in turnover to £77 million for the year ended March 2012. “Year-on-year turnover today indicates sales will rise by at least another 20 per cent to well over £90 million by March 2013,” according to a company statement. “This will take turnover to £145 million by 2017.” Growth has been helped by a restructuring of the business into two divisions business and industry (B&I) and commercial. “The stand-out achievement in 2011/12 was the commercial team’s appointment by Historic Royal Palaces, worth an estimated £60 million over five years,” the statement said.

FM WORLD | 16 AUGUST 2012 | 13

09/08/2012 10:47

FM BUSINESS IN FOCUS

THE ISSUE The strategic planning involved in organising facilities management for a major sporting event venue beyond its initial use

THE INTERVIEWEE Eamonn O’Rourke is head of community and cultural services at Manchester City Council

Keeping an eye on the ball: Eamonn O’Rourke stresses the importance of a solid business plan to ensure a successful legacy

Game plan Good facilities management is essential if a major sporting event building is to be maintained, after the show’s razzmatazz has faded and the frenzied fans have left.

The tactical side of top-notch FM delivery must be accompanied to a wider strategy for the building’s use if the legacy is to be successful, says Eamonn O’Rourke, head of community and cultural services at Manchester City Council.

O’Rourke, who was heavily involved in the 2002 Manchester Commonwealth Games, doesn’t subscribe to the ‘build it and they will come’ philosophy. Successful use of buildings after the event requires a solid business case set up long before the first bit of turf is turned on site.

Manchester set about legacy work just after it won the games in 1997. But the last thing an owner wants – in this case, Manchester City Council – is to be doing two major fit-outs to a building, one for the games period and one for legacy use.

The risk is in spending a lot of money on an iconic structure that is not fit for purpose – any purpose - in the long run, says O’Rourke, who joined the city council in 1976 as a pool attendant and rose to take charge of setting out business cases for the city’s 2002 Commonwealth Games legacy buildings.

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“It is easy to get distracted during the build up, but in Manchester we built venues that were easily converted to community leisure facilities post games, but also with clear business plans.

“We wouldn’t have built a permanent stadium if we hadn’t had an anchor tenant, which in our case Manchester City Football Club,” says O’Rourke. “It was all about risk management and we wanted to share that with the private sector.”

The design of Manchester’s Commonwealth Games stadium incorporated a transformable stage for the games that could be removed, allowing the stadium to be adapted for legacy use as a football ground. A 10,000-seat seating area, together with the athletics track, were both temporary structures.

The track was built on ground that would, after the games, be dug down 10 metres to make the football pitch and allow more seating down to the pitch. The stadium’s north stands were then made permanent.

If legacy use is to ensure buildings profit local and wider communities, then it is imperative the owner maintains strategic use of the structure. However, the private sector services provider must also be allowed to manage it for a profit.

Manchester’s Commonwealth Games aquatic centre is a case in point, says O’Rourke.

Facilities contractor Serco was brought in early on to work on the long-term strategy for the building’s use, whereby the services provider would operate it and the city was allowed access at specific times to use the facilities for its own use.

Serco was on site selling swimming and fitness centre memberships before the building officially opened in 2000, two years ahead of the games.

Meanwhile, the city’s strategy was to create a public demand for use of the swimming facilities, for instance by using its allotted times for free swimming for under 16s.

Keeping in mind that the facility was designed as a showcase for major events, the city created the Manchester City Swimming Squad, which included a programme of competitive swimming development in which local teams would compete, principally in the aquatics centre.

The move attracted funding from British Swimming (the national governing body of swimming, water polo, synchronised swimming, diving and open water), which set up

training events in the pool. This ensured public support for the building, but also showed that the venue remained a good site for international swimming competition long after the games had finished, says O’Rourke In 2008, Manchester was host to the world swimming championships. Apart from international competitions, the venue now gets a million visitors a year, with two-thirds coming for swimming and one-third for the fitness centre.

Never lose site of the need to have a good relationship with your services provider, says O’Rourke, who spent two years managing venues, including during the games. And also, keep to tight schedules, as you should in all business dealings, to allow the services provider to get on with the business of the management. For the aquatics centre, says O’Rourke, handover took place just days before the end of the Manchester games.

David Arminas is FM World’s news editor www.fm-world.co.uk

09/08/2012 10:48

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3/8/12 12:08:50

FM OPINION THE DIARY COLUMN JOHN BOWEN

John Bowen is an FM consultant

“THERE IS A SENSE OF PURPOSE ABOUT THE CLEANERS I HAVE SEEN OVER THE COURSE OF MY STAY THAT IS REASSURING” HOSPITAL CLEAN I N G

ur regular columist John Bowen was hospitalised recently, and thus perfectly positioned to report his personal experience of the hospital’s cleaning regime

O

The cleaning here conforms to the theme of ruthless efficiency I have already experienced with the hospital porters. When the cleaner, arrives they clean – and nothing stands in their way. There is a relentlessness about their progress that renders one as helpless as King Canute against the tide.

This is a task that has to be done and one is grateful that such application to the task in hand is demonstrated, even if it is

frustrating to have one’s newly arrived visitors and oneself scattered before their mops.

I’m not taking any formal measurement of what is being done, rather I am reporting a subjective view from a chair alongside my bed. But I can say there is certainly a sense of purpose about the cleaners I have seen over the course of my stay, across the three wards I have visited – and that is reassuring.

There is also some form of monitoring going on. I have seen someone doing what was not far off a white-glove inspection and they also appeared to ask one of my fellow inmates on that ward some questions, the answers to which appeared to have been entered on a PDA. Unfortunately, I was in the process of shaking off a sedative at the time and unable to focus fully on events.

One aspect of the ‘nothing will stand in our way’ approach that does intrigue me is that the cleaners run the long-arm duster along the horizontal surfaces that surround the bed, the shelf behind and the tops of the curtain rails, all while the bed is occupied. But I suppose that this has been assessed to ensure that there will

be not be any dust falling on the occupants of said beds.

The cleaning team are very responsive to one-off incidents that occur and our daily environment looks good, despite the efforts of some occupants over the course of the day. The ones that we see on our ward are a pleasant crew, happy to exchange a few words as they work. As with everyone, if you are willing to help them by co-operating then they can be done and gone more quickly and you can resume what you were doing sooner.

For now I will adapt my life here to accommodate the cleaning team and their relentless tide whenever it sweeps in, because what they do is to my benefit.

BEST OF THE WEB Views and comments from across the web What is the most challenging aspect of being an FM? (BIFM LinkedIn Group) Kay Brabanski: The problems I have found with FM is that they don’t manage time correctly, which causes a variety of issues. The other area I found lacking was communication; an allimportant skill within FM. Without the correct routes and skills it will fall apart.

Jilly Miles: I am often heard saying: ‘ If it wasn’t for people, this job would be a doddle’!

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Louise B: For me, it used to be the client when I worked for an FM provider and to some extent, suppliers not playing ball.

Now I’m the client, it’s the service providers, 100 per cent. I could do so much for my employer if I did not have to manage the contracts and service quality.

Mick Anderson: Having, like many others, sat on both sides of the fence, as well as an embedded but outsourced FM working directly and advising the clients sourcing team, it is meeting the expectations

of the many, serviced by the few, within budgets that seem implausible.

Hot desking: What is best practice here?

And where is hot desking going in the future?

(BIFM LinkedIn Group) Tim Oldman: I think it is first imperative to identify those employees who would benefit from nonallocated desking and those who wouldn’t. Few, if any, large workplaces could report that every employee has exactly the same daily duties, so the skill is understanding the

mix – gathering evidence.

There is no one single workplace elixir that will solve all problems.

Remember that installing more flexi-desks could save you money in terms of cost of occupancy, yet wind up more expensive in the long run.

What are facilities managers’ thoughts on the use of BIM? Bernard Crouch: FMs need to get up to speed with BIM. However, we really need to be involved rather than just watching from the sidelines and

then complaining later on when we discover that it is designed to suit everyone else and fails to properly deliver what the FM needs. @AdamBlake86: Sky News reporting that Visa has seen an increase in spending during the Olympics. Not hard when retailers only accept Visa. @alexmassie: Proof that the Olympics are a success? Newsnight starts whining that catering contracts have gone to the wrong people! www.fm-world.co.uk

09/08/2012 16:53

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

BEST OF THE

FMWORLD BLOGS Open letter to all graduates: think FM Neil Usher, ‘work and workplace protagonist’ Dear Graduate, You are probably not thanking our generation right now. We’re responsible for creating one of the most barren career opportunity landscapes in many decades. And you are probably wondering why you studied a non-vocational subject and how you will pay off the loan. However, the top careers are not always the obvious ones and don’t get mentioned on Milkround. But you’re keen, organised, creative and personable – and want to work hard. Its time you considered facilities management – and here’s why: ● You don’t need a vocational qualification. They help, but they are not essential.

What you need is drive, application, a willingness to learn and not to mind getting your hands dirty. With the right attitude, just about everything else you will learn on the job.

It’s an industry awash with mentors; there will always be someone on hand to help ● It is just as in demand during an upturn – managing customer expectations, supporting expansion – as it is in a downturn – managing costs, getting more for less ● No day will be the same. It embodies more variety than probably any other profession. Each area you touch upon is its own industry, a window into another world.

It’s like a box of matryoshka dolls. Don’t even think there might be a dull day. And with that diversity comes career development opportunity, on both supply and demand side. ● It’s a balance between the creative and the commercial. From innovative solutions to service challenges, to having designed a beautiful and functional workspace, to complex procurement challenges and service performance metrics. All in one day ● You will touch the working lives of everyone in the organisation. You will be known by everyone, probably know everyone and have a chance to make their working lives better. Your reach in the organisation? 100 per cent. ● You will be thanked for the effort you put in and the extra mile you go. People will notice what you do for them. You – and your work – will never be invisible ● There is every likelihood you will have access to senior leadership that many people more senior than you are rarely granted. You will provide them with space, furniture, services and look after their guests – and so they will know you, and need you ● The learning will never cease. With twenty years in the business, I still learn something every single day that makes me a better manager. You will never know it all. ● You will deal in physical realities – buildings, workspace, equipment. Can you imagine a life restricted to screen and paper? You’ll feel it every time you walk through the door, because you will have had something to do with that door being there ● You’ll be a friend of the planet, with a significant opportunity to reduce carbon and create sustainable working environments. In an age where young people want to work for environmentally responsible organisations, you can make a difference at the heart. fairsnape.wordpress.com

Other interesting blogs: Encouraging green behaviour in green buildings Ashley Halligan, Agile Oak No matter how advanced, innovative and environmentally forward these design plans may be, without tenant attention to their overall performance goals, achieving maximum performance is impossible. http://bit.ly/N4Su3u

www.fm-world.co.uk

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FIVE MINUTES WITH NAME: Matthew Wailling JOB TITLE: Director, Cordless Consultants

The roles of the FM and IT teams used to be clear cut – maintenance and building issues were the domain of the FM and all things technology-related belonged to IT. They were like separate cooks in different kitchens.

Increasingly, these lines have blurred. And now, some roles have changed hands altogether. Print, for instance, is moving from FM to IT thanks to followme printing, in a drive to reduce paper usage. Other areas of operation are also now the domain of both FM and IT – AV is now a fully integrated system converged with the IT network and also integrated into the FM concierge responsibilities.

So are we in danger of too many cooks in the same kitchen? I don’t think so. I see this as heralding a new era in which FM and IT are integrated in managing, monitoring and maintaining business activities.

The Catlin Group is a good example of this, when it designed the technology for its London office, a project costing £22 million and involving the refurbishment of over 13,471 square metres (145,000 square feet) of office space spread over nine floors. Here, Catlin brought together IT and FM from the first visioning exercise to identify the best technologies to support the business. This one step informed the entire infrastructure design.

Catlin adopted an integrated RFID one-card system, covering access control, locker access, cashless vending, meeting room booking, and access to refreshments and follow-me printing. The integration of each function into a single management platform means it was quick to set up, is easy to modify, has reduced operating costs and, because it streamlines associated processes, has saved time and resources for the FM and IT teams.

The key to success is the complete integration and collaboration of the IT and FM teams.

Two good cooks in one kitchen.

FM WORLD | 16 AUGUST 2012 | 17

09/08/2012 16:58

FM CASE STUDY BBC MEDIA CITY MARTIN READ

DEVELOPERS: PEEL HOLDINGS ARCHITECT: WILKINSON EYRE ARCHITECTS CONSTRUCTION: BOVIS LEND LEASE SIZE: 31,000 SQUARE METRES (300,000 SQUARE FEET) STAFF: CLIENT (BBC) 2,500, CONTRACTOR (BALFOUR BEATTY WORKPLACE) 110, CATERING (BAXTERSTOREY) 20 FM DELIVERY: 90 PER CENT SELF-DELIVERED BY BALFOUR BEATTY WORKPLACE AND BALFOUR BEATTY TECHNICAL SERVICES, INCLUDING ENGINEERING, SOFT SERVICES, FRONT OF HOUSE, PLANNED MAINTENANCE AND REACTIVE MAINTENANCE CATERING: BAXTERSTOREY

Photography: Hannah Taylor

UPPING THE AUNTIE The BBC’s much-heralded move to MediaCityUK in Salford involved an experiment to embed FM personnel directly into the teams they support, promoting the integration of FM with the client’s operations.

Martin Read finds out how it works he tram trip from Manchester Piccadilly station to the MediaCityUK development in Salford is a must for any enthusiastic follower of architectural history.

The line oscillates wildly between canals, a slew of abandoned industrial sites and plenty of recently re-let industrial buildings before arriving at the BBC’s new northern home. Over 20 departments, including BBC Radio 5 Live, BBC Breakfast, BBC Sport, BBC Children as well as the BBC’s North West Local and Regional programming teams are based

T

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here. When you arrive, the sleek buildings of the BBC North operation are a key part of the development.

The BBC’s creative hub at MediaCityUK comprises three buildings – Bridge House, Dock House, and Quay House, all of which are now fully occupied and functional. Quay House is the largest – a 12,500 square metre (135,000 square foot) building from where BBC Breakfast, BBC Sport, BBC Radio 5 live, North West Tonight and BBC Radio Manchester are all broadcast live to air. www.fm-world.co.uk

09/08/2012 10:48

BBC MEDIA CITY

The move to Salford’s MediaCityUK was originally announced in 2004

Alan Bainbridge, the BBC’s property director (left), with Peter Mathieson, contract director at Balfour Beatty

The principal facilities management contractor is Balfour Beatty Workplace (BBW), through its workplace and technical services divisions. Prior to the Media City project, BBW already had FM contracts with the BBC for all of the broadcaster’s properties within England (but outside of the M25 – other arrangements are in place for the BBC’s London portfolio). BBW was already managing the BBC’s Oxford Road building in the centre of Manchester and when it was time to decide on the FM provision for Media City, the BBC www.fm-world.co.uk

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decided to work with BBW at Salford as a simple variation to the existing contract.

The ‘activity-driven’ design of the workspaces in the three buildings was based on an analysis of how people worked and a consideration of the new technology they could expect to be deployed, as well as an elimination of physical hierarchies. Nobody has an office at Salford, and nobody owns any of the facilities – everything in the buildings is shared.

Alan Bainbridge is the BBC’s property director. Nearly five years ago, he joined the BBC specifically to lead the Media City move project, although his remit was soon extended to cover facilities and property management for all the BBC’s portfolio that is situated outside the M25.

“This is not simply a new headquarters for the BBC,” says Bainbridge. “We were held back at Oxford Road by the facilities there and our ambitions for MediaCityUK were for greater accessibility, openness, efficiency and value for money. We knew the new building would have to offer a lot to those who used it.

“Having fine-tuned the working environment, how we supported it had to be planned with the same level of design and skill,”

13 ‘workplace support’ staff are embedded within teams at MediaCityUK

continues Bainbridge. “We didn’t ask for any more service-delivery lines on the contract, but we did go through each line to establish whether it matched the vision we had about how this place was going to operate. We designed a workplace that could grow and move with us. It had to have enough flexibility in it so that as and when new technologies came along, the buildings could move with us.”

The FM model at Media City comprises two aspects – a standard model of service delivery (including critical maintenance)

and a new element known as ‘workplace support’. Of the 110 Balfour Beatty FM staff on the contract, 13 are these workplace support team members. The definition of workplace support devised by the BBC and Balfour Beatty Workplace is of a new kind of interface between the client’s customers (the various teams of BBC employees) and employees of the facilities provider.

Individual members of the FM team are ‘embedded’ within individual BBC departments, in this way learning the working habits of the team and the ebb and flow of their facilities requirements. Effectively, these workplace support staff get in a position to ‘second guess’ the requirements of BBC colleagues.

“We’ve put people in with the BBC’s departments so that they get to feel a part of the team and understand the people that work in them,” says Pete Mathieson, contract director at Balfour Beatty Workplace.

He gives the example of the BBC Radio 5 live team. “Our embedded workplace support team member needs to know that at midday on Wednesdays, the 5 Live team will be heading over to the House of Commons for Questions to the Prime Minister and that during that time absolutely nothing can disturb FM WORLD | 16 AUGUST 2012 | 19

09/08/2012 10:49

FM CASE STUDY BBC MEDIA CITY MARTIN READ

them. They have to know that, have to prepare for that and need to work around it.”

This is not ‘embedding’ in the same way media personnel can be ‘embedded’ with military units; it involves interaction with the BBC’s teams as and when required, often for all hours of the working day. In this way, there is no immediately obvious distinction – to the outsider, at least – between the BBC’s own staff and the Balfour Beatty team member providing the service.

“We brought them in from industry, not FM,” says Mathieson, referring to the workplace support personnel.

“They came from hospitality roles in airlines, hotels, even Manchester United Football Club.

They were employed for their people skills, not their FM skills.

We’ve trained the FM skills into them, but it would have been harder to train the people skills into them.”

Each member of the initial group of workplace support personnel participated in the decision to select the team for which they would work. This led, for example, to the future media and technology team (situated in Dock House) having a workplace support member who, says Mathieson, is “actually quite similar to his customers. The way that particular BBC team communicates with him is predominantly through email and as a result it generates twice as much email traffic compared to all other departments, but he’s comfortable with that.”

The point is for the individual to fit in with the character of the team, although each also has a working knowledge of three or four other departments so that they can overlap or deputise when needed.

They also break away from their BBC groups on a daily basis to meet as a team, discussing any issues arising in their own groups and deciding where any problem hot 20 | 16 AUGUST 2012 | FM WORLD

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FMs are ‘embedded’ within their teams, in this way learning the working habits of the team and the ebb and flow of their facilities requirements

spots can be dealt with.

With the workplace support staff brought in from non-FM backgrounds, how have they coped with the day-to-day M&E demands of their BBC clients?

“We’ve worked alongside the BBC so that our workplace support have got the top-10 fixes for general IT issues such as video conferencing, telephony,” says Mathieson.

“But when the nature of the problem goes beyond that top 10, we can start drilling down into the BBC technical support teams quite quickly.

“90 per cent of all reported faults in this building come

through our helpdesk from our own workplace support staff. One of my objectives was that I didn’t want BBC staff having to ring the helpdesk because then you as the call receiver doesn’t get a genuine appreciation of the priority level. Workplace support makes the call. It has an ability to pull an FM team on to it in seconds if necessary. They are delegated to that responsibility.”

That delegation is a critical distinction. Empowered to run their own show, workplace support team members pool resources to overcome most issues, pulling people on to engineering, cleaning

or porterage issues as they emerge, ‘swamping’ the problem before stepping back, job done, into their regular roles. Making the critical calls, says Mathieson, is easier when that call is made with the benefit of direct experience of its importance.

“Because they know their departments, they know when a broken light bulb is critical and when it’s not. If another staff member rang the helpdesk, they might go through a standard prepared text to establish the bulb’s importance and the priority its replacement should be given.

But if you’re embedded in the www.fm-world.co.uk

09/08/2012 10:49

BBC MEDIA CITY

team, you know to cut to the chase – it’s the bulb over the presenters desk, he’s live on air, and he can’t read his script.”

One interesting effect is that the role of workplace support has become aspirational for many of the front-line workers on the FM contract, adding an extra level of responsibility for others on the contract to work towards.

The objective is for workplace support staff to be making qualitative decisions, although Mathieson is keen to emphasise that the workplace support team is not given ‘carte blanche’. It’s this mix of an informed decisionwww.fm-world.co.uk

18-21 BBC Media City SUBBED.indd 21

making process coupled with an awareness of meeting the standard service delivery KPIs that makes the workplace support team special.

In terms of reporting, Mathieson’s touch is relatively light, but his team knows that despite their relative freedom to act, minimum standards remain just that. “The standard requirement on the contract hasn’t changed; it’s still about the cleaning, engineering, porterage and security. We’ve improved the way the person on the shop floor who is responsible for the provision of those services, interacts with the customer – that is the difference.

Radio 5Live, BBC Breakfast, BBC Sport, CBeebies and CBBC are among the services based at Media City

“How you act when your boiler is serviced is one thing, but that service is delivered out of sight.

How you act when you need to provide a whiteboard for someone sitting next to you may still be the same type of service, but how you obtain it needs to be intuitive. So the FM needs to be able to say, ‘I know you need that whiteboard – you need this particular model and it’s on its way’.”

Bainbridge explains the importance of this approach.

“The corporate brand is the BBC brand, but within that we have BBC Radio 5 live, local radio, national and local TV, BBC Radio 3, and so on – each is very distinctive in the way they create their output.

We’re dealing with 37 different groups and while each has the same requirements for much of what they do, each needs to be serviced uniquely.”

Bainbridge appreciates that much of what is being discussed here is ‘soft’ in language – as much about the relationships and empathy skills of FM staff as it is the more typical elements of time and project management. But for him, the way the FM service keeps MediaCityUK going is a big step forward.

“In property and FM, I think the problem is that there’s not enough passion about buildings by those managing their day-to-day operations. If we’re not proud of this building, then the people who use it aren’t going to be either.

“The FM market has traditionally delivered something very engineering-centred,” he continues. “but we’re more like a bank or laboratory, that is, an operation that has to be going no matter what. Because so much of our programming input is through people, keeping them going via FM is critical.

“My view is that the operation we have here is about three years ahead of anything else I’ve seen.” FM FM WORLD | 16 AUGUST 2012 | 21

09/08/2012 10:49

FM FEATURE RESEARCH KEVIN STANLEY

BEST INTENTIONS If FM is to evolve, can it rely on the ‘accepted wisdom’ on which decisions are based and projects managed? And if academic research can provide an objective source of knowledge, is this brain work being put into practice? Kevin Stanley reports Illustrations: Zara Picken

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est practice in facilities management can depend on who you’re talking to, or the combined wisdom of people involved in a specific project at a specific time. Indeed, says Professor Edward Finch, School of the Built Environment, at the University of Salford, “the term ‘best practice’ is an alluring expression reassuring us that somewhere out there is a group of sage-like individuals who have stumbled on the answer.”

But the idea of ‘best practice’ runs the risk of becoming simply ‘common practice’. In this way, according to Finch, the emergence of consensus seems to be more important than the merits of the decision itself. This risk-avoidance stance seems to stand in the way of innovation.

“FM has traditionally been driven by issues of compliance and due diligence; health and safety, as well as risk avoidance, represent the key drivers in facilities management decision-making.”

Since the birth of facilities management as a discipline, the industry has evolved over the decades based on incremental changes to conventional wisdom about how things are done rather

B

than on models of delivery underpinned by established research. And yet, says Dr Carmel Lindkvist, research fellow, at the Design Innovation Research Centre, University of Reading, “there’s a lot of active research in facilities management, some of which is published in academic journals.”

He points to organisations like the BIFM who he says are “useful for keeping track of the different research that’s going on.”

He feels it’s important to talk to facilities managers and examine FM projects to learn lessons that can be generalised to the wider industry. “It’s through this process that best practices from facilities management can be accumulated.”

For some, however, the idea of ‘best practice’ is less than concrete. The industry needs established standards, models and templates to which clients and contractors can refer, says Barry Varcoe, global head of corporate real estate & FM at Zurich Financial Services.

Varcoe highlights the fact that other industries such as aeronautics and computing have established ‘platforms’ for the benefit of the wider industry

and their customers, examples of which include Bluetooth, internet protocol (IP), WiFi, USB and Adobe ‘PDF’, “all examples of technology that has widespread adoption – standards that everyone benefits from. The only similar thing I am aware of that FM has close to this in practical terms is OSCRE – a data exchange protocol. Even this has not had widespread adoption. Our industry is incredibly fragmented, protectionist and introspective,” says Varcoe.

Wood for the trees Peter McLennan, FM course director at University College London, says that there is more than enough material available, and research being done, to provide FMs with useful models for managing.

McLennan dismisses the suggestion that too much FM is based on ‘received wisdom’.

“That’s only the case for those who are not able to use or access the service operations management or related business literature in the area,” says McLennan. “The need to have some knowledge and ability to use these models is a market www.fm-world.co.uk

09/08/2012 17:07

RESEARCH

www.fm-world.co.uk

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FM WORLD | 16 AUGUST 2012 | 23

09/08/2012 17:07

FM FEATURE RESEARCH KEVIN STANLEY

differentiator in a number of ways.” McLennan cites, “fashionable constructs” such as ‘6 Sigma’ or ‘lean manufacturing’, which, when applied to services, require an understanding of the underlying concepts and technical issues involved with implementing these ideas successfully. The larger problem in the FM industry, according to McLennan, is the idea that these models are somehow for academic use only, and not useful in practice.

“Engineering is an exception, as there they understand the application of abstract models to solve practical problems or find ways of optimising processes.”

Standard practice McLennan points to the new BS/ EN standards in FM, discussed at some length in the pages of FM World, and suggests that a lack of communication or training in these standards is perhaps the wider issue. Professor Finch agrees. “In relation to the standardisation of process, the European standard prEN 15221-4 (British Standard EN 15221-1:2006) provides a muchneeded taxonomic framework of facilities management. It also provides a basis for cost estimation.” Finch explains that this standardisation serves to identify a set of classified facility products which, if widely adopted, “will allow organisations to align internal structures/costs and subsequently benchmark with other similar companies with far greater certainty.”

Despite such standards and templates, there remains a belief within the industry that data and knowledge is unavailable to FM professionals and that as a consequence they are forced to rely heavily on received wisdom from many quarters including the client, specifiers, agents and users. Finch warns that “a servile approach may leave assumptions unchallenged and

simply bring about the successful implementation of a flawed project. A leadership-based approach based on evidence provides a far sounder footing. In order to do this, FMs need to be more informed.

This requires the exercise of much greater critical judgement about the source and validity of people’s arguments; whether the answers are obtained from detailed observation (e.g. post-occupancy evaluation) or from other, reliable sources of research.

Back to basics As it stands, the industry is into its third or even fourth generation of perceived wisdom. This means that the problem has been compounded, suggests Varcoe, who likens the situation to a house built on sand foundations. “We need to get back to the basics of the value we are trying to deliver and start building the knowledge and evidence base from there – otherwise it could all come crashing down. If the industry doesn’t wake

“WE NEED TO RETURN TO THE BASICS OF THE VALUE WE’RE TRYING TO DELIVER AND BUILD THE KNOWLEDGE AND EVIDENCE BASE FROM THERE” up soon to this dangerous situation and begin to demonstrate valueadd – rather than the avoidance of value-loss – then the in-house FM role might disappear.”

Blind adherence to the code of ‘The way we do things around here’ is possibly impeding the growth of the industry, believes Jill Fortune, senior lecturer in facilities management at Sheffield Hallam University’s Facilities Management Graduate Centre.

“The lack of education within facilities management is limiting growth and development. At Sheffield Hallam University we are

24 | 16 AUGUST 2012 | FM WORLD

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09/08/2012 17:07

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09/08/2012 17:43

FM FEATURE RESEARCH KEVIN STANLEY

working with the BIFM to try to address this problem.” She believes that education is about developing people as independent learners, “with an understanding of how to critically evaluate, draw upon numerous resources and identify appropriate approaches to a given situation.” This enables them to be “an intelligent client and to apply received wisdom, but to make a conscious choice.”

It is therefore vitally important that any meaningful research is disseminated throughout the industry. But it does seem that there are several barriers to this happening freely. “There is a lot of good research happening within universities; however a combination of factors limits the ability to disseminate the findings, such as commercial confidentiality and opportunities to publish.”

Fortune explains that this makes bringing these disparate pieces of research together into coherent messages more difficult. “There is a need to develop a means of publishing research findings in an accessible language that facilities managers would have access to and would find valuable.”

The other type of research, according to Fortune, is being done is by suppliers. However as this potentially gives them a competitive advantage, it is not published. “In order for there to be dedicated, independent research into the industry, we need to tackle the thorny matter of funding.”

A question of cost?

These difficulties with funding might possibly be set to change as a growing number of large FM service providers recognise the importance of having a close partnership with a UK university.

This could be in relation to engineering solutions, management solutions or community engagement solutions.

Such a partnership could extend well beyond capturing 26 | 16 AUGUST 2012 | FM WORLD

22-26 Lack Research SUBBED.indd 26

highly qualified postgraduate students. It also represents an chance to develop a research and development capability that provides market differentiation.

But would it require a new skill set to develop within the industry? “Many of the leading ideas, insights and findings of relevance to facilities management remain ‘locked into’ repositories of information which, though increasingly accessible in open access journals, are incomprehensible to busy facilities managers dealing with day-to-day issues,” argues Finch. He suggests the time has come for “a new dedicated facilities management role: that of facilities management innovator. Such an individual would be able to harness ideas from a wide range of research disciplines and fully explore research that is already out there and ready to be found,” says Finch.

Share and share alike Research and information must be shared. In order to develop accepted standard models and templates, there will need to be a fundamental change and a strong collective desire to make those changes – individual companies or universities cannot make changes on their own.

“There needs to be a coming together of key stakeholders, both clients and customers, to collectively decide what is important and then sponsor a profound programme of research with secure multi-year funding and, critically, access to real operation data.” Better still, says Varcoe, if this can be done through one or more leading business schools. “Then the people that really matter might start to take note and get interested as well,” he concludes.

The BIFM could play a major role in this change. It’s a challenge that they say that they are ready to take on. “The BIFM is keen

“THERE NEEDS TO BE A COMING TOGETHER OF KEY STAKEHOLDERS, BOTH CLIENTS AND CUSTOMERS, TO DECIDE WHAT IS IMPORTANT” to play its part in contributing to facilities management’s development path in practice, education and research,” confirms Stephen Bennett, the institute’s strategy director. He points out that the UK has some of the leading practitioners, educators and researchers in facilities management worldwide.

Practical cases, he believes, “feed into generic research and back again in a dynamic cycle that casts understanding of FM as a collective enterprise in which ideas sometimes originate from practice and sometimes from scholarship.

Practice, education and research each make contributions in different ways and on different timeframes,” he says.

Bennett believes that, universities and the other professional bodies are all subject to varying pressures leading to collaboration and competition, and feels the resulting diversity can be an advantage. “In the broader discipline of general management for example, different schools of thought are often discussed. A middle ground is being negotiated as a basis for meaningful thinking between FM covering too diverse a set of services and arguing that everything can be managed in the same way whatever the situation.”

Bennett’s message is a positive one: FM is on an evolutionary path, like any professional discipline. Some of the research into practical standards, models and templates has been done. Now, the industry must build on it. FM www.fm-world.co.uk

09/08/2012 17:07

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FMW.16.08.12.027.indd 38

3/8/12 16:25:18

FM CASE STUDY CSR & FM DAVID ARMINAS

SOCIAL

SCENE

Rivers polluted with chemicals, dangerously faulty car designs...

CSR has come a long way in the past 50 years.

But what is the role of the FM in applying the new thinking?

Illustrations: Øivind Hovland

28 | 16 AUGUST 2012 | FM WORLD

28-31 CSR v2 SUBBED.indd 28

very time you buckle up your car seatbelt, you’re being affected by corporate social responsibility – CSR. The manufacturer of the vehicle has installed the seatbelt for your safety, partly thanks to government regulations stipulating they must be installed.

For much of the 20th century, such concern by business for peoples’ wellbeing wasn’t a corporate priority. It took a pioneering book published in North America in 1965 to change all that.

Ralph Nadar’s Unsafe at Any Speed: the DesignedIn Dangers of the American Automobile detailed resistance by car manufacturers to the introduction of safety features, like seat belts, and their reluctance to spend money on improving safety.

It was Norwegian carmaker Volvo that, in the 1970s, first realised ‘safety sells’. The company marketed its cars as the safest on the market, to the extent of crashing vehicles in their TV adverts to literally drive home the point. Safety continues to be a major selling factor for vehicles to this day.

Fast forward to 2012 and the idea of CSR is well-entrenched in all areas of the business world.

This is partly because of the legal battles won and lost along the way, in which organisations have had to protect themselves from costly litigation regarding responsibility for personal injuries.

But today’s consumers of products and clients of

E

services are also much more sophisticated and expect more than in decades past.

And they’re getting it, according to the latest BIFM Sustainability Survey, for the year 2011.

A quarter of respondents said interest in CSR within their organisation has gone up during the current economic downturn. Just over 60 per cent said it has remained the same and 13 per cent said interest has gone down.

As for organisations having a CSR policy, 90 per cent of respondents said one had been put together – up from 60 per cent in 2007.

But what exactly is CSR and who drives it within an organisation? Business in the Community (BITC), a UK charity focused on promoting responsible business practice, defines CSR as “the way a business integrates responsible practices concerning key social and environmental issues into its day-to-day operations”.

BITC, with a membership of over 850 companies and another 10,700 companies engaged in campaigns globally, recognises the natural split between internal and external CSR. But the organisation prefers to talk about “responsible business behaviour” – corporate responsibility – rather than CSR. The ‘social’ in corporate social responsibility suggests a focus on wider external and global issues at the expense of an organisation’s internal www.fm-world.co.uk

09/08/2012 11:59

CRS & FM

www.fm-world.co.uk

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FM WORLD | 16 AUGUST 2012 | 29

09/08/2012 11:59

FM CASE STUDY CSR & FM DAVID ARMINAS

“Good CSR is increasingly a tool used by Human Resources to retain and attract high-quality staff”

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responsibilities, with regards to the workplace, for example.

The BITC set up Workwell, a coalition of businesses committed to ensuring a healthy workplace, from physical safety to mental health.

“We take a holistic view of the workplace,” says Grace Mehanna, campaign manager for Workwell.

“Employees expect more from their employers, including healthy physical surroundings, good lighting and workplace layout and an environment that encourages interaction among people.”

Most employers view it as an HR or occupational health remit. But FMs are central to making it happen, she says.

CSR has proved to be a useful vehicle for getting FMs more involved in business strategy – if not in setting it, then at least in keeping it on course, says Lucy Black, a committee member of BIFM Sustainability Sig since 2004 and chair since 2010.

Whether FMs are the best people to lead an organisation’s CSR strategy is another matter, she says. It depends on the FM’s background and knowledge of the subject and what can and can’t be done to move the strategy along.

“But because so much CSR appears to be about sustainability issues, FMs are a natural inclusion in most CSR teams,” says Black. But CSR leadership often comes from the financial area of an ogranisation, mainly because today CSR is featured in many corporate reports.

What makes FM increasingly central to CSR is that CSR has moved on from being a simple add-on to placate a minority of investors to being a cornerstone of a company’s brand image. It won’t do anymore to have only pleasant-sounding statements setting out the organisation’s fair recruitment policy, she says.

FMs help organisations put their money where their mouths are.

“Companies that plan to be here in five to 10 years use CSR to maintain their brand image. Good CSR is increasingly a tool used by HR departments to retain and attract high-quality staff,” says Black, a consultant who has been in FM since 1989 with local authorities and the health service, and who also spent nine years at the charity Save the Children.

In that respect, CSR can be well interwoven with human resources issues, such as disability access, as well as improving recruitment from specific geographical areas, hiring people from certain socio-economic strata and the increasingly common promise when bidding for work to create apprenticeships for local people.

Small businesses, too, can’t afford to ignore CSR, but often have fewer people to think through a policy or even know where to begin. “CSR might be given to FMs by default,” says Black. “FMs should

realise it’s a good career development opportunity – a blank slate to draw the CSR tactics and strategy on.”

While HR and FM appear to be the natural homes for CSR tactics, the strategy is more often marketingled these days. The reason is simple – CSR is about image, albeit with substance, but image nonetheless, says Rob Farman, an independent consultant with more than 25 years of experience in FM. FM and HR have to work hand in hand because of overlapping requirements of a good CSR policy.

The physical office is seen as part of the caring attitude a business has towards its employees.

But a business needs to get this positive image out in the marketplace for all to see and that is where marketing steps in as the overseer, says Farman, who is also a lecturer at Reading University’s School of Construction and Engineering Management.

External CSR allows for extracurricular activities for an FM. This can range from working with a school to help set up learning gardens for children or organising a work detail for painting or construction on a worthy charity project.

However, the current economic downturn might be putting a curb on some of these external activities if www.fm-world.co.uk

09/08/2012 11:59

CSR & FM

people have to be out of the office, says Farman.

Regardless of who leads a CSR strategy, FMs should – and need – to get involved, says Dave Wilson, a director of Agents4RM (the ‘RM’ standing for responsible management).

All things being equal, CSR is about one company being better to do business with than the competition because it treats humanity and the planet better.

The trend is for more complex reporting, more collation of operational data to see where the business can improve its CSR performance.

“FMs are uniquely placed to translate the often vague CSR aspirational statements into something measurable; in other words, convert a policy into an outcome,” says Wilson, who was a subject matter expert on the Sustainability Facility Professional Credential Programme at the International Facilities Management Association.

Paying a living wage may sound like an HR issue, he says, “but who often employs people at the lower end of the pay scale? FMs do. So we have to measure the effect of paying the London Living Wage.”

It was 25 years ago that Wilson first heard about ‘food miles’, the measurement of how far produce travels from origin to the consumer’s plate. That may be an easy linear measurement, but someone has to measure it.

FMs have been measuring ever since, or they have at least relied on their supply chain to do it. CSR extends well down the supply chain whereby what your supplier does in Cambodia affects your image – and therefore sales – in Europe. It’s not always easy to see what goes on behind a supplier’s closed doors.

Closer to home, catering is no exception. For the best part of a decade, the sector has been getting down to proving its CSR credentials, from local sourcing of produce to having less salt in the food.

“We, as caterers and other contractors can assist,

advise and help our FMs because we have specific knowledge,” says Simon Macfarlane, operations director with Byte Catering.

“Some, whose client companies have strong CSR policies, are keen to understand more and discuss CSR at regular meetings,” says Macfarlane. “Others less so. But we always bring the subject to the table.”

Too often, he believes, FMs see CSR as additional cost in today’s economic climate. “It can be, but it doesn’t have to be,” says Macfarlane who has 20 years in the hospitality and catering business. “It’s about giving the end customer a choice of paying extra for a meal that is more ethically sourced.”

But it’s also about having a supplier with CSR embedded in its own processes at no extra cost to a client. Byte Catering has its used cooking oil collected for refinement into bio-diesel that is then used as fuel for its delivery trucks.

Similarly, the company’s coffee grounds are given to customers or a charity for use as compost.

Otherwise, it would be hauled away as waste, and would then be part of a direct cost within the contract.

It’s a win-win situation, says Macfarlane. Both client and supplier tick the CSR box.

The level of CSR reporting is rising as the years go by and engulfing more and more areas. It now encompasses everything from global climate change to the minutia of better chicken coops for the hens that lay the staff canteen’s eggs.

FMs won’t get away from CSR, says Wilson.

Knowledge and experience of it is no longer an addon to a career, a sub-section of an FM’s CV, or a feelgood activity done outside work. It’s integral to the FM profession, but also potentially more important.

If you’re in the Maldive Islands with an average land height of less than five feet, good CSR is not an option, he says. It’s an imperative. FM

CASE STUDY

THE CO-OPERATIVE RAISES THE ETHICAL BAR The Co-operative Group’s rolling ethical plan, first launched in 2010, has netted financial savings as well as boosted the organisation’s brand image.

“Despite the economic downturn, we have remained true to our pledge to show the way on corporate responsibility,” says group www.fm-world.co.uk

28-31 CSR v2 SUBBED.indd 31

chief executive Peter Marks.

Within retail, 70 per cent of developing world products for sale that can be sourced as such are Fairtrade.

The number of schools active in the group’s ‘green schools revolution’, which comprises lessons, teaching resources and activities

including farm trips to learn about the environment, will double to 6,000 by 2014.

Operational greenhouse gas emissions have been reduced by 35 per cent and water consumption is down by 20 per cent. Operational greenhouse gas emissions will be reduced by 50 per cent by 2020 and water

consumption will be reduced by 30 per cent by 2014 The business is also lending around £700 million to projects developing green energy.

The group’s carbon reduction and energy efficient efforts have been praised by Jonathon Porritt, founder director of Forum

for the Future, and a former government advisor on environmental issues.

“Community energy schemes are at last coming into their own. The support promised to community energy by the Co-operative has the potential to transform this hugely exciting sector,” says Porritt.

FM WORLD | 16 AUGUST 2012 | 31

09/08/2012 11:59

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FMW.16.08.12.032.indd 38

2/8/12 14:07:42

FM FEATURE MOBILE WORKING LISA NORRIS Speed of operation

Upgrade service

Skills base

Technology

Support Trust

Safety Field Comms

Mobile People

Data analysis Completions

Ops & planning

Stores

Plant

Plant

Technology

Technology

Weather patterns

Operations & planning

People

No of tickets raised CRM

Diagnosis

Plant

Amendments

Customer contact

Finance

Comms Booking & Scheduling

Asset management

Customer contact

Time allotted

Mobile workforce department

Plant logistics

Plant

Stores

Finance

Invoicing

Stores

Stock Stranded parts

Store

Finance

Stores Held parts

Stores

ON THE ROAD All businesses need to run lean these day – and those with skillsbased mobile and field workforces are no exception, writes Lisa Norris www.fm-world.co.uk

33-34 Mobile working efficiency new SUBBED.indd 33

here was a time when mobile workers were seen as the ‘mavericks’ of the workplace.

Semi-autonomous in their outlook by today’s standards, they were seen as a comparatively inefficient business instrument.

They were told what they needed to do and they were generally left to get on with it. Once on the road, interaction was limited, and thoughts of optimising their

T

schedule of activities were few and far between.

Today, they are treated as a fundamental business resource – agile technicians who are an essential part of any customerfacing organisation and whose constant feedback from the field is fundamental to the ongoing delivery of efficient and quality customer service. Effective scheduling of their time and skills

Held work

is seen as crucial to optimising the utilisation of what is an expensive resource and maximising the return on investment.

A principal catalyst for change has been the continuing advancement in hand-held technology and its acceptance at grass-roots level.

Specialised ‘ruggedised’ devices have given way to a flood of comparatively inexpensive, everyday smart devices capable of running complex applications, delivering internet connectivity and providing text-based communications (email and SMS), in addition to voice.

Early scheduling systems were no more than transport mechanisms for outputting work to hand-held devices. But major FM WORLD | 16 AUGUST 2012 | 33

09/08/2012 17:11

FM FEATURE MOBILE WORKING LISA NORRIS

“By its nature, a mobile workforce invites inefficiency; it’s important to remember that in every area, there is a possible gain to be made”

efficiency gains were realised when the need for mobile operatives to return to base for the next job allocation was eliminated.

When processes are inefficient Some processes can solve productivity issues, but as circumstances evolve and change, they can become inefficient.

Crucial to getting the most out of these automated systems is in understanding precisely where the inefficiencies lie.

Mobile workforce efficiency depends on a variety of factors: operatives need to know where they are going and what they have to do, being equipped with the necessary skills to undertake the work they have been assigned.

They need to be visiting jobs in the most efficient order and they need to be expected by customers so that they have access to the site. They need to be able to capture data from the job quickly and easily and effectively feed progress back to base.

While these items will not, on their own, contribute hugely to the mobile workforce as a whole, a system capable of delivering them together will generate considerable performance advantage.

Inefficiencies can occur in all areas of the mobile workforce scheduling and management process, in terms of job booking, booking configuration, pre-day planning, on-the-day scheduling, resource management and follow-up activity issues.

The initial job-booking process is open to inefficiency in several areas, such as the appointment process, service level agreement priorities and job progression/ completion reporting. The key questions to consider here include establishing what booking systems exist, whether appointments are optimised, whether there is a clear 34 | 16 AUGUST 2012 | FM WORLD

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forward view of appointments or if they booked ‘blind’, what the load balancing is between new and committed work and the level of the customer service priority.

Consideration should also be given to service level agreement (SLA) priorities and how the mix of routine work, the diversity in lead times and the requirement for highly reactive activity fits with it. Finally, the question of whether the job requirement can be fulfilled in-house or whether it needs to be passed to a third-party for progression also has to be considered. Allied to this are issues of the booking configuration itself.

Inefficiency may exist in relation to the allocation of appropriate time slots, lead-time visibility, the match to SLAs and job-detail recording. The latter can be quite crucial, as mismatches often occur between the customer’s description of the job and the call centre’s understanding of it – location details might be incorrect and special situations not properly taken into account.

On-the-day issues Pre-day issues might relate to the lack of availability of suitably skilled operatives due to other

work commitments, illness or holidays allowance, or no customer confirmation of the appointment.

Also, parts may not have been ordered or collected, or information and work may not have been correctly issued.

On-the-day field operatives may re-arrange appointments and not follow plans, jobs might over-run causing selective appointments to be abandoned in an effort to catch up and a lack of feedback to schedulers may result in opportunities to reallocate work or the requirement for additional visits being missed. Traffic delays, the weather, inappropriate skills allocation and incorrect parts ordering can also have an impact on the scheduling plan as can site access problems and safety issues.

Resource management issues can also result in efficiency, for example, in relation to the degree of visibility of field operatives, resources not being current or becoming unavailable and resource patterns not matching booking slots. Inaccurately estimated job lengths and travel times, spare capacity becoming available and the extent of real-time progress monitoring and crossresourcing to handle work streams

can also have an effect.

Follow-up activity can be inefficient, such as when customers are left unaware of the need and date for a return visit, customer surveys neglected and audit checks are insufficient.

Marginal gains Although, by its nature, a mobile workforce invites inefficiency, in every area, there is a possible gain to be made, however small. These gains add up to suprisingly large numbers when aggregated over the course of a year; the argument for adoption of advanced mobile workforce scheduling quickly becomes financially compelling.

Add to this the operational efficiencies of having, for example, all the information in one place and the argument becomes even more tempting.

From this point of view, it’s clear that an understanding of how to identify inefficiency and instigate change management policies to improve productivity is fundamental to the success of any organisation operating with a mobile workforce. FM Lisa Norris is managing director of Wheatley Associates

www.fm-world.co.uk

09/08/2012 17:11

Healthcare Estates Exhibition & Conference 9-10 October 2012 Manchester Central Eleven reasons why you should attend: The biggest gathering of facilities, estates and engineering professionals from the healthcare sector

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FMW.16.08.12.035.indd 38

8/8/12 10:45:49

FM CASE STUDY HYPER-LOCAL CATERING PATRICIA MCALEER

Vehicle glassrepair specialists Belron sources the majority of food from within a 12-mile radius

icture the scene: it’s a warm May day in the depths of the Surrey countryside.

Mario Mingoia is driving along the leafy lanes towards the UK headquarters of Belron International in Egham, where Darren Sully, Wilson Vale chef manager, is eagerly waiting the delivery.

Mingoia’s cargo includes asparagus, new potatoes and spring greens – all freshly picked that morning from his land, the Green Landscape Nursery.

Situated in Hurst Lane, just three fields away from the Belron office, the nursery is owned and run by Mingoia and his brother, Sebastiano. The siblings left their family farm in Sicily in the 1960s to live and work in the UK. In 1978 they bought a six-acre small-holding just off the Stroude Road and have been supplying salad crops and vegetables to top restaurants in the South East ever since with.

P

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Catering contractor Wilson Vale sources the majority of fresh produce from within a 12-mile radius of Belron to feed the 130 on-site staff working at the vehicle glass repair company.

But last year, things moved a whole lot closer. With the help of a supportive client, Sully and his team got every chef’s dream – an on-site polytunnel (a type of plastic greenhouse with a polyethelene shell). This year, the Wilson Vale team will literally reap the benefits of the investment – fresh produce on the kitchen doorstep.

Jason Huggett, head of facilities management for Belron, explains Belron’s approach to corporate social responsibility: “At Belron,

THE GOOD LIFE

Local catering is being embraced fully in the offices of glass repair company Belron www.fm-world.co.uk

09/08/2012 10:50

HYPER-LOCAL CATERING

Centre image: (left to right): Mario Mingoia from the Green Landscape Nursery; Jason Huggett, head of FM at Belron; Trevor Lawrence, on-site gardener with the Gavin Jones Group; and Darren Sully, Wilson Vale chef manager at Belron

it’s more than just being green.

The polytunnel is a relatively small step, but when you think of the impact it has in terms of minimising food miles and enhancing the health of our staff, it’s an important investment.”

Huggett explains how this approach compares to many organisations, where staff health is given less importance. “Wellbeing is not always top of the agenda for business managers as cost-cutting is rife.” According to Huggett, at Belron, health, safety and general wellbeing are top of our agenda.

“Cost is secondary,” he confirms.

“Forward-thinking FMs need to have a finger on the pulse of the building’s occupants.”

Huggett is quick to stress the good level of communication between departments at Belron – FM listens to HR. “What’s a building without people?” he says. The open, relaxed and flexible work culture enables Belron to keep a happy, www.fm-world.co.uk

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motivated and loyal workforce, resulting in low employee turnover.

“As head of FM, it’s very easy to get stuck in a rut at times by just concentrating on cost savings.

But there is so much more to be explored by listening to ideas and encouraging input from everyone in the company, so that they can all enjoy a better working environment.”

Herbal remedy With over 12 acres of land on-site, Belron uses this natural resource to provide fresh food for its staff who can now enjoy 10 varieties of salad leaves, freshly picked tomatoes, cucumbers, radishes, mange tout, chilies, fine beans, peas and peppers. In addition to the polytunnel, there is an abundant herb garden that supplies the kitchen with fresh oregano, apple mint, marjoram, thyme, bay, dill, rosemary and basil.

As well as the vegetables

and herbs, fig trees that were removed during construction were replanted, along with additional ones. The hope is to have crops of figs, prunes, grapes, plums, apples, cherries, pears and peaches.

Existing blackberry bushes on the site have been cultivated to make them easier to pick, and raspberry and blackcurrant bushes have also been planted.

And the site has wild fennel and many varieties of wild mushroom – although Sully and his catering team admit they are cautious when it comes to the mushrooms.

“I think we need to do our homework first. However, what we can say for certain is that our customers can look forward to home-made jams, pies and preserves in the staff restaurant this autumn,” said Sully.

At the moment, the catering team is selling potted herbs and chilies for people to grow at home.

Jams and pickles will follow, with proceeds going to local charities.

“Life at Belron isn’t just about nine to five,” said Huggett. “Our efforts at growing our own have been well received here and throughout the company.”

Huggett is keen to point out that a healthy lifestyle is not about calorie-counting and portion control, but about ensuring a balanced diet. “This nutrient-rich, seasonal produce hasn’t come from miles away or been chemically or genetically altered to look good.”

It sounds like a modern utopia, a far cry from the processed sandwiches and ciabattas in the city. “There’s a buzz on-site – people are genuinely appreciative of what we are doing. It’s about enhancing the working environment, reducing the carbon footprint, giving something back to the environment – and ensuring that our staff’s diet at work is as good as it can be.” FM Patricia McAleer is a freelance writer for the facilities management and hospitality sectors

FM WORLD | 16 AUGUST 2012 | 37

09/08/2012 10:50

FM FEATURE FOOD WASTE RECYCLING PHILIP SIMPSON

Food waste is one of the more difficult materials for FMs to dispose of. But finding a sustainable solution holds the key to many organisations’ ‘zerowaste’ aspirations.

Philip Simpson looks at how FMs can tackle food waste sustainably and cost-effectively

WASTE, GLORIOUS WASTE ood waste is often labelled as a difficult material to deal with because it’s messy and smelly. But it’s a challenge facing every FM, whether in a large corporate office with its own restaurant or a small office of 10 people with a kettle, toaster and microwave.

The fact that these items are messy and smelly provides a sound reason to treat them separately, enabling other recyclable materials – plastic bottles, glass jars and tins – to be bundled together. These items can be stored more easily and for longer periods of time, meaning less-regular collections.

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The reasons for recycling food waste instead of sending it to landfill are compelling: as a nation, we produce between 10 and 17 million tonnes of food waste each year. It’s a colossal amount and if it ends up rotting on a landfill site (since it is biodegradable), the carbon impact can be significant: around half a tonne of C02 for every tonne of food waste generated.

But far from being an emission-producing nuisance, the reality is that unused or leftover food is actually a useful resource. It can be processed to generate heat and electricity via anaerobic digestion and can be

used as compost or nutrient-rich fertiliser. These processes reduce the carbon impact and save a significant amount of waste from ending up in our dwindling landfill capacity. The importance of diverting waste from landfill is demonstrated by the fact we have approximately six years’ capacity left across the UK.

Food waste recycling in practice Introducing a food waste segregation scheme into a busy commercial environment can appear complex, but it doesn’t have to be. In reality, you are asking staff to throw their food www.fm-world.co.uk

09/08/2012 10:50

FOOD WASTE RECYCLING

An FM will need to tailor their food waste recycling strategy depending on business size and geographical spread

THE FUTUR IS HERE

PUTTING IT INTO PRACTICE

away in exactly the same manner, just into a different bin – only a small behavioural change is needed. What’s critical is making sure the process is communicated thoroughly so staff understand how it works and why it has been introduced.

FMs need to find the best food-waste recycling contractor for their needs. A key consideration is the size of the operation; for example, if your operation is spread over different areas, you may consider a national service provider.

Also, in terms of the waste collection, you many use caddiesized units for small kitchens, or catering units that sit at the side of counters and catch food waste as it’s produced.

In terms of cleaning, you may want to clean your own bins or take on a ‘bin swap’ service so that this work is done for you.

You should also consider the sort www.fm-world.co.uk

38-40 food waste recycling SUBBED NEW.indd 39

of food waste you are going to be generating: is it going to be mainly plate scrapings and leftovers? Or could it also be packaged items from a canteen or internal shop?

In ironing out these details, the FM will end up with a system that idoesn’t require much ongoing maintenance and achieves green objectives.

Realising the benefits By setting up a food waste collection service, FMs and the companies they work for can make some important financial and environmental savings. Most significantly, landfill costs are rising year-on-year, so setting up a more sustainable solution now is going to deliver financial rewards in the long term.

To put this into context, when landfill tax was first introduced in 1996 it was £7 a tonne. In 2012, it costs £64 per tonne and will continue to increase until at

Somerset outlet shopping centre Clarks Village recycles all its food waste into renewable energy.

The shopping centre’s waste management provider, Futur, and the FM team arrange for all food waste from its four on-site catering facilities to be collected and turned into green energy at a nearby biomass-toenergy facility. In what is claimed to be one of the first shoppingcentre food-recycling contracts in the UK, Clarks Village will divert around 140 tonnes of food waste from landfill each year from all of its food outlets, including Burger King.

Food waste recycling now adds to systems already implemented at Clarks Village over the past nine years to divert cardboard, polythene, coat hangers, paper, cans, plastic bottles and clothes from landfill (the shopping centre has now reached a 76 per cent recycling rate). The new food waste recycling service has also meant that weekly mixed waste collections have been reduced to fortnightly.

“CLARKS VILLAGE WILL DIVERT AROUND 140 TONNES OF FOOD WASTE FROM LANDFILL EACH YEAR”

FM WORLD | 16 AUGUST 2012 | 39

09/08/2012 10:51

FM FEATURE FOOD WASTE RECYCLING PHILIP SIMPSON

“For each tonne of food waste produced, recycling via anaerobic digestion saves 0.15 per cent C02 per tonne”

Unused and waste food can be processed to generate electricity and heat

least 2014. Finding a sustainable solution is now a better commercial option, enabling firms to demonstrate landfill diversion and renewable energy generation as part of their CSR. Recycling food waste also offers important carbon savings.

For each tonne of food waste produced, recycling via anaerobic digestion saves 0.15 per cent C02. per tonne compared to generating 0.5 C02 for each tonne ending up in landfill. For example, in any large corporate HQ based in London, the canteen produces about 84 tonnes of food waste over a year while providing meals to approximate 850 employees on site. In recycling rather than landfilling this food waste, the company generates 42 MWs of

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renewable energy – enough to power 84,000 homes, saving almost 39 tonnes of C02.

So significant environmental savings can be achieved by a business actually doing very little. These achievements – which include substantial savings on landfill tax – have been made by simply putting food waste in a separate bin and having a sustainable waste management process in place to

divert it from landfill.

Separating food waste can also have positive financial implications. Most of the material that will be left in the bin in an office environment will be easily recycleable materials such as plastics, tins, glass, paper and cardboard. By having clean materials, collections can be less regular. Non-contaminated materials also have a higher recycling value and business

may benefit from financial rebates for the material.

Clearly, being sustainable has strong commercial benefits, as well as enabling an organisation to demonstrate its environmental commitments and achievements.

Most importantly, much can be achieved by making small and simple changes to existing processes. FM Philip Simpson is commercial director of ReFoodUK

www.fm-world.co.uk 6/8/12 11:54:40

09/08/2012 14:16

Advertisement feature

UK Gutter Maintenance Paul and Kathy Blair, husband and wife and co-owners of UK Gutter Maintenance Ltd were delighted when the opportunity presented itself in the Spring of 2008 to form their own specialist gutter cleaning company and have never looked back since. Despite the economic doom and gloom theirs is a true success story.

Between them the couple have over forty years experience working within specialised service industries, over ten of which have been dedicated to gutter cleaning activities.

Both Paul and Kathy have a passionate belief in what their company stands for and a refreshingly uncomplicated common sense approach to managing their business. Their work ethic is based on teamwork and by placing a greater reliance and responsibility on those who work with them they have succeeded in achieving a consistently high and personal level of service that they believe is unrivalled in the industry.

Kathy Blair Managing Director says “in an industry where the end product invariably cannot be seen it is of paramount importance that clients have confidence in the company they choose to employ. We instil that confidence and trust by focusing on all aspects of our performance. With our teams’ combined and varied knowledge we have a unique understanding and empathy with what our clients expect from us and are committed to meeting those expectations by ensuring that all jobs are done properly and to the complete satisfaction of our customers”.

Placing utmost importance on Health and Safety the couple chose to appoint a Health and Safety Manager, Mr Martin Young whose sole responsibility is to ensure that all works are undertaken in a safe manner. Martin has had a long and varied career, primarily within the engineering sector and five years ago took the decision to obtain a NEBOSH qualification and focus on Health and Safety. Martin’s particular expertise lies in working at height and he has proven to be an invaluable asset to the company.

after digital photographs of all works are always provided together with reports upon on any major defects found or areas of concern.

for our national clients and work for several national help desks on a call-out basis.. This is proving to be an invaluable service and as far as we are aware UK Gutter Maintenance Ltd is the only company in the UK offering this type of service on such a major scale.

Due to the nature of these types of works, in most cases leaks are experienced inside the building and temporary repairs are required to prevent a further ingress of water. Inevitably we find that these leaks are not necessarily a gutter maintenance problem but could also be caused by defective areas on the roofs.

In some instances the gutter and roof defects we encounter need a permanent long term solution. This has resulted in our gutter cleaning service and skills extending to incorporate the treatment of leaking joints and badly corroded gutters as well as undertaking full roofing and skylight repairs, including the treatment of cut edge corrosion.

Consequently over the years our experience and expertise has evolved which now enables us to offer a complete gutter and roof maintenance service. This gives the Company the distinct commercial advantage of being able to offer a truly complete package.

A flexible and complete service

All teams are supplied with liveried 16.5 m boom vans as a standard piece of access equipment and are fully equipped with specialist safety equipment, particularly for undertaking works on fragile roofs or where skylights are present.

Additional equipment is resourced to suit each individual task and the appropriate team members are deployed to deliver a bespoke service to clients’ individual requirements.

Kathy Blair states “The structure and flexibility of UK Gutter Maintenance means that we are able to work throughout the country in just about any location, at relatively short notice.

We also offer an emergency call-out service

Communication is seen as key to the company’s ongoing success and clients are kept fully informed of progress before, during and upon completion of works. Before and

Wherever possible, should there be any minor defects found these are carried out before leaving the site.

Paul Blair states that “our clients acknowledge that this procedure is very effective and the provision of photographs is the only way that they can actually see that the work has been carried out. Unfortunately in our industry there are too many people that do not do the work they have been brought in to do. There have been many occasions when we have surveyed a job only to find that the company last employed to do the gutter clean or repair work had not done it properly, if at all”.

UK Gutter Maintenance Ltd has a reputation for honesty and trustworthiness and an ever growing and loyal client list with household names such as Interserve FM, FES FM, Facilities Services Group, ATS Euromaster, Carpetright, Topps Tiles, C Brewers & sons and The Open University to name but a few.

Kathy says “we are in the enviable position of clients actually wanting UK Gutter Maintenance Ltd to work for them. We have never been busier and for Paul and I owning our own company and being in control of our own destiny is the best thing that could have happened to us. Our business has been built on client relationships and our motivation and success lies in the fact that we personally know the majority of people we work for and for whom we deliver a high level of service which represents value for money, professionally, efficiently and safely”.

Services – Overview

• •

Major planned preventative maintenance (PPM) gutter cleaning contracts Fast reliable call-outs for national help desks

• •

Gutter maintenance and repair works Gutter waterproofing treatments (up to 15 year guarantee)

• • •

Siphonic system repairs and installations Roof and sky light repairs/replacements Re-testing of safety wire systems

For further information please contact us on Tel: 01748 835454 or visit our web-site:

www.ukgutters.co.uk FMW.16.08.12.041.indd UKG resize May12.indd 12

2/8/12 13:54:48 17/4/12 16:40:55

FM MONITOR GRAHAM WRIGHT

LEGAL UPDATE

Graham Wright, legislation specialist at Daikin UK

SEASONALLY EFFI CI EN T A I R CO N DI T I O N I N G

ew seasonal efficiency legislation for N air conditioning systems could enable facilities managers to make substantial energy and cost savings, says Graham Wright The Energy Related Products Directive (ErP) lays down minimum energy efficiency requirements as part of Europe’s drive to meet targets under the Kyoto Protocol.

From 1 January 2013, the legislation, which has already transformed the residential lighting sector and is now having the same effect with consumer electronics, is turning its attention to the air conditioning industry. After that date, air conditioning systems below 12kW – those used typically for light commercial applications – will have to meet new energy efficiency standards and be labelled accordingly.

It is important that FMs are aware of what the new ErP regime means because it will affect which systems they can specify in the future. Understanding new energy labelling is crucial, so that good and bad energy performance can be assessed accurately.

At the heart of the new legislation are changes to the way in which energy efficiency is measured. The existing nominal ratings, Energy Efficiency Ratio (EER) for cooling and Coefficient Of Performance (COP) for heating are being replaced with two new measures: the Seasonal Energy Efficiency Ratio (SEER) and the Seasonal Coefficient Of Performance (SCOP). (Taken from EN14825, released in April 2012.)

Designed to better reflect real operating conditions and true energy consumption, they 42 | 16 AUGUST 2012 | FM WORLD

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consider a number of factors including: energy performance in different climate zones, energy consumption in auxiliary modes, and different load requirements through the seasons.

The nominal ratings reflect how products perform at temperatures of 35°C and 7°C, which is not applicable to the typical climates experienced in the UK and northern Europe. From January, products will be rated according to where they are being used. Each of the three European climatic zones has its own realistic temperature range and, although this throws up a number of anomalies, it is a significant improvement on the existing system.

It is worth noting the EER and COP ratings do not relate to the SEER and SCOP ratings and are not comparable. Manufacturers will have to recalculate their products’ energy efficiency ratings according to the new parameters.

In typical northern European climates, air conditioning equipment runs at partial capacity for 70 per cent of the time, rather than being on full power throughout the year. So the nominal EER and COP ratings are not ideal for judging performance.

Until now, air conditioning

systems have been designed to reflect the best performance at nominal temperatures and are at their most efficient when operating at full load, not in more realistic conditions. To achieve optimum performance based on the new seasonal efficiency ratings, some air conditioning products will need to be redesigned.

The new measures also factor in the energy consumption of products in auxiliary modes such as standby or off mode, or when the thermostat is off. While these factors reduce the apparent energy efficiency of the product, as a result, the SEER and SCOP ratings are a more accurate reflection of real-life energy performance than the previous nominal system.

These changes are reflected in the redesigned energy labels.

Previously, labels only had to show cooling EER and energy consumption, while now they must show SEER, SCOP and energy consumption in both heating and cooling modes.

For manufacturers of invertercontrolled air conditioning equipment, the new regime is a positive move. Daikin’s Sky Air range, for example, has already been redesigned to ensure it runs most efficiently at partial loads, so it is optimised to perform at its best in real-life conditions. The SEER reflects the inverter’s lower energy consumption as it only needs the power necessary to match the load, resulting in reduced energy consumption and operation cost.

Achieving targets to reduce emissions and energy consumption

“Ratings reflect how products perform at temperatures of 35°C and 7°C, which are not typical of the climate in the UK”

will be an enormous challenge for government and industry, but legislation such as the ErP will help.

And while next year’s legislation only affects smaller and lighter commercial systems, consultation is already underway on minimum energy efficiency requirements for systems over 12kW. Acceptable energy efficiency thresholds will tighten further in 2014. Forward-thinking FMs should stay ahead of the trend and select seasonally efficient air conditioning systems to meet legislation and reduce energy consumption and running cost.

Quick facts ● From 1 January 2013, air conditioning systems below 12kW will have to meet new European energy efficiency standards ● New seasonal energy efficiency ratings, SEER and SCOP, will replace existing nominal ratings – the new and old ratings are not comparable ● The new ratings account for seasonal variations and efficiencies at partial load capacities and consider energy consumption in auxiliary modes ● Products will be rated according to where, in one of three European climatic zones, they are being used ● Energy labels have been redesigned to show SEER, SCOP and energy consumption in both heating and cooling modes ● New legislation will mean significant redesign of some air conditioning products ● Consultation is underway about setting new minimum energy efficiency requirements for systems over 12kW ● Acceptable energy efficiency thresholds are tightening in 2014, with a gradual stepping up of minimum energy efficiency standards. FM www.fm-world.co.uk

08/08/2012 16:39

Court Report CHERRY TREE INVESTMENTS LTD V LANDMAIN LTD [2012] EWCA CIV 736

Mortgage monies and statutory power of sale THE ISSUE

Under Section 101 of the Law of Property Act 1925, a lender protecting mortgage monies by way of charge by legal mortgage enjoys a statutory power of sale over the property securing the debt in order to recover the monies. Such power arises automatically and can be varied, extended or excluded by express wording in the mortgage deed.

In the absence of any such exclusion, modification or extension, the power of sale will arise when the mortgage monies fall due in accordance with agreed repayment terms.

The purchaser of a charged property from a chargee pursuant to the statutory power of sale is not obliged to enquire whether the power of sale was properly exercised.

In a recent case, the Court of Appeal considered the implications of a failure to include a variation to the statutory power of sale within the mortgage deed.

BACKGROUND

Landmain Ltd (Landmain) is the registered proprietor of premises in London (the premises). Dancastle Associates Ltd (the mortgagee) provided a six-month bridging facility of £635,000 to Landmain pursuant to a facility agreement dated 30 July 2010. On the same date it executed a standard form charge over the premises.

The facility agreement purported to extend the statutory power of

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sale such that it was exercisable immediately upon execution of the charge. The charge did not contain this wording but was still registered at HM Land Registry. The facility agreement was not registered.

In December 2010, the mortgagee notified Landmain of its intention to exercise its power of sale over the Premises.

Despite Landmain disputing this on the grounds of no default, the mortgagee sold the property to Cherry Tree Investments Ltd (the purchaser) in 2011. The purchaser was subsequently unable to register its transfer at HM Land Registry and issued proceedings.

APPEAL

At first instance, the judge found for the purchaser. Landmain appealed, arguing that the first instance judge was mistaken and that it should remain the registered proprietor. Where, as here, the document under scrutiny was registered on a public register open to inspection by third parties, extrinsic evidence such as the facility agreement should be inadmissible. The judge was therefore not entitled to have interpreted the charge as incorporating the terms of the facility agreement. According to the charge alone, the statutory power of sale existed unmodified such that an event of default on Landmain’s part would be required before the mortgagee could exercise the power of sale.

Landmain also argued that the court was not entitled to correct

the parties’ mistake by contractual construction. The error related not to the language used in the charge, a necessary condition for construction, but instead the legal requirements of a charge.

RESPONSE

The purchaser responded, arguing that the first instance judgment was correct. The facility agreement and the charge had been executed as part of a single transaction and the first instance judge was right to have read them together so as to incorporate the modified power of sale wording. The fact that HM Land Registry was open to members of the public was irrelevant as the charge was only enforceable as between the two parties to it, who each knew both of the existence of the facility agreement and of its terms and intention.

With regards to the court’s powers of interpretation, the purchaser argued that the parties had mistakenly failed to include the variation of the statutory power of sale into the charge, and that the court was permitted to correct this.

In the alternative, the purchaser argued that the facility agreement and the charge should be viewed as a single document.

DECISION

By a majority decision, the Court of Appeal upheld Landmain’s appeal ruling that the statutory power of sale applied unamended and that Landmain remained the registered proprietor.

The public nature of the charge

meant that extrinsic background evidence had a limited part to play.

While the facility agreement was admissible as evidence, it would not affect the interpretation of the charge, which was a public document registered on a public register. Third parties inspecting the charge were entitled to rely on it as drafted without any need to refer to any collateral document.

Contractual construction was therefore inappropriate for mistakes in such documents.

The court did acknowledge that the purchaser could plead a claim for rectification (which it had not done in these proceedings).

CONCLUSION ● This

case is the first in which the courts have been asked to decide upon the admissibility of background evidence to help interpret a public document where a collateral document has not been made public ● The question has generated discussion at high levels, the Court of Appeal having overturned a first instance High Court judgment with a majority, not unanimous, decision ● Lenders should ensure the terms of a mortgage deed, and standard form charges, accurately reflect their agreement so as to protect their interests.

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

FM WORLD | 16 AUGUST 2012 | 43

08/08/2012 12:39

FM MONITOR MATTHEW MACKANESS

HOW TO…

Matthew Mackaness is a0sset development manager Europe at ECNConnect.

DIG ITAL COM M UN I CAT I O N S A N D I M AGE

he siting of display network screens – and T the information they convey – can have a significant impact on the perception of a business. Matthew Mackaness explains

3⁄

The look and feel of a building and whether it is in tune with the times can be important to singleoccupancy buildings. One way in which image and efficiency can be enhanced is through new digital communications technology.

1⁄

Embrace digital

The digital screens and interactive surfaces that have become increasingly visible on our high streets are now beginning to offer FMs new ways to enhance the buildings they manage, both visually and in terms of internal communications.

Whether it’s computers or mobile devices, today’s workforce spends an increasing amount of time using digital technology and the internet. Most expect and rely on a constant stream of live information and the next wave of digitisation will see external and internal surroundings integrated into this experience of live content delivery.

Internet connected display networks are already capable, delivering tailored live content to provide live news and engaging content to people as they move around the building, or internal communications that can range from general welcome messages or functional notices to motivational messages or personalised communications.

But how do you ensure the installation of a digital screen system works in practice?

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44_HowTo Digital SUBBED.indd 44

there is a convenient power and data supply available, and what the cost or material damage of putting new power and cabling infrastructure and data connections in is.

2⁄

LED, LCD or plasma?

In terms of the external hardware, digital displays are sleek and slimline to complement a modern interior or update a tired space and are in fitting with the aesthetics of mobile and tablet technology.

When choosing flat panel displays, FMs must consider what kind to install. There are three common kinds of flat panel displays: plasma; LCDs (liquid crystal displays); and LEDs (light emitting diode displays).

LEDs are the best. They do not have the burn-in problem of plasma screens and have a much wider viewing angle than LCDs, as well as a picture processing system that delivers good quality picture motion. They are also significantly more energy efficient.

There are several factors to think about when auditing the positioning, size and type of such screens. Displays can be freestanding or wall mounted, so it is important to consider whether

Take your positions

For maximum effectiveness, the display network needs to be located in impact locations such as lift lobby waiting areas and reception halls where there is a high footfall and extended waiting period. It is important to survey your facility to choose what glass colour would complement a space best and what screen size suits it.

In reception areas, for instance, large format, free-standing displays with ‘plug-and-play’ capability could be viewed by people sitting or standing at a distance in a lobby, while small displays wall mounted at head height may work better in lift lobby waiting areas, where people will be standing closer.

Cloud-based technology means the displays are internet connected and can be updated in real-time.

FMs can upload live information through cloud app templates from a remote portal and select when they want certain messages played, or determine a loop sequence for messages. Internet connection means that messages can be relevant to a particular month, day or hour.

4⁄

Tailor the content

When considering what content to show on the displays, it may be necessary to involve PR and internal marketing and communications teams within the facility or wider organisation because the signage should be

consistent with the brand identity of the facility or its occupiers.

These teams may also have data and knowledge of what information facility occupants want communicated to them.

The key to effective use of such displays as engaging information portals is relevancy. During sporting events, for example, results and news could be displayed in realtime. In a corporate environment, displays might show news bulletins and live stock market updates.

In the morning ,they could run weather information or advertise coffee and breakfast deals at nearby locations, and in the evenings they might show a loop of travel information. In entrance halls and reception areas there may be a longer loop as people have longer to wait, with screens displaying welcome messages and content more tailored for a visitor of a facility rather than a tenant.

5⁄

Keep your message circulating

As well as displaying engaging content, the displays are a great way to communicate health and safety messages, security alerts, local events and announcements and fire alarm information. They are also a platform for FMs to deliver notifications of CSR and sustainability issues, and display information relating to a facility’s performance in these areas.

With digital display networks, FMs can add sophistication and smart technology to the buildings they manage. They provide a way of engaging and informing facility occupiers who are increasingly receptive and responsive to digital communication while enhancing the aesthetics of a building and making yours a facility of the future. FM www.fm-world.co.uk

09/08/2012 14:17

FM MONITOR JAMES CHORLTON

TECHNICAL LED LIG HTIN G

lthough LED represents the biggest change in lighting since the introduction of electric light bulbs in the 19th century, uptake has been slow.

James Chorlton explains why

A

Advances in the field of LED lighting are happening at incredible speed. The technology is now permeating every area of our lives, from traffic lights and car headlights to laptop computers. Arguably, however, the greatest potential impact will be in the commercial sector. Yet, to date, uptake of LED lighting has been slow, compared with other energy-saving initiatives deployed to meet energy-targets.

Lighting represents an average of 21 per cent of a building’s total energy consumption (Department of Energy and Climate Change, UK, July 2011) and accounts for 19 per cent of global energy production. It is estimated to be responsible for around six per cent of global greenhouse gas emissions.

Traditional lighting systems emit around five per cent of light for 95 per cent of heat energy, which for a product aiming to produce light does not fulfil even the most relaxed of performance criteria. However, the very low price of such systems and the incremental efficiency improvements that technology advancement has brought have, until now, kept traditional solutions as a clear favourite over greener options.

But the industry is changing.

The emergence of LED as an efficient light source has made it possible for governments to www.fm-world.co.uk

45_Technical SUBBED.indd 45

set targets and even ban types of inefficient light bulbs. Proponents of LED lighting argue that a worldwide switch to LED could reduce the energy consumption of lighting by 40 per cent, equating to a cut of approximately ¤130 billion per year in running costs or 670 million tonnes of carbon dioxide emissions avoided – the equivalent output of 640 medium-sized power plants.

Europe’s bright future As the most aggressive region when it comes to energy efficiency, Europe is likely to drive the global uptake of LED across the next 10 years, setting the example with regards to implementation.

To date, most organisations have been slow to investigate the cost and energy-saving benefits of LED, often discouraged by widely discussed myths. Confusion in the market has been exacerbated by many brands selling LED without a strong heritage in the technology.

The first of these myths is that LED systems cost too much. All too often in commercial lighting situations, for example, building corridors, warehouses and car parks, lighting decisions are

James Chorlton is business director of Honeywell Electrical Devices and Systems (ED&S)

based on initial cost rather than longer-term benefits. Initial fixture costs may indeed be higher in some case for LED compared to incandescent and fluorescent alternatives, but initial fixture cost does not account for the total cost of owning, operating, and maintaining a lighting system.

A typical LED tube lasts five years longer than the average fluorescent tube and, because of their long life, LED lighting fixtures avoid the maintenance and material costs incurred when changing the exhausted tubes.

Also, annual power costs can be significantly reduced. The average fluorescent tube generates 58 watts compared to an LED at 23 watts, saving 60 per cent and having a dramatic impact on a building’s energy consumption.

Payback on LED lighting can often be realised in less than three years.

The second myth is that LEDs are not bright enough. This was traditionally true, but is simply no longer the case. Comparisons between the lumen output of conventional lamps and LED lighting fixtures have been inaccurate and misleading, failing to account for the significant amount of wasted light in conventional lighting solutions.

When comparing lighting fixtures on the basis of delivered light, LED fixtures often perform as well and, in some cases, significantly better than conventional fixtures, while consuming far less energy. Plus, with LEDs being inherently

“A worldwide switch to LED could reduce the energy consumption of lighting by 40 per cent”

directional, they emit almost all of their light output in the desired direction, rather than dispersing it in all directions.

In fact, LED is a revolutionary lighting technology. It offers greater colour variability, ‘instanton’ capability, dimming capacity, and freedom in design. It has a much wider optimum temperature span, can withstand extremely cold conditions – such as those in freezer cases or on the streets of Alaska – as well as operate effectively up to over 40C. By comparison, a fluorescent tube has a narrower range of 35C to -15C and often struggles at the typically lower ambient conditions found in many applications. A T5 fluorescent, for example, has an optimum temperature of 35C, making it very limited in its use.

Lighting the way Despite this, technology transitions can create significant uncertainty and the myths around LED lamps have kept them in the slow lane to adoption.

So what is the future for LED in a slow-moving lighting industry? Legislation is critical to the growth of the lighting market across the next 10 years. The high level of natural wealth and population growth drives newly emerging markets in APAC and the rest of the world, but the hard push of legislation in Europe followed by NAFTA is closing the gap. According to McKinsey & Company, LED lighting has the potential to be the dominant technology in domestic and commercial lighting by 2015.

The word ‘potential’ is key here.

In order for these potential benefits to be realised, organisations need to be more cognisant of how the benefits outweigh the myths. FM FM WORLD | 16 AUGUST 2012 | 45

08/08/2012 12:41

FM MONITOR SIMON TERRY

HOW TO…

Simon Terry is chief executive of Unite Technologies

U N D ER STAN D DATA CEN T R E I N FR A ST RUCT U R E M A NAG E M E N T

he freshly coined acronym ‘data centre infrastructure management’ involves a marriage of building and IT management systems. Simon Terry explains what this means

while identifying deviations and areas for improvement.

Use what is already in the FM and IT space ● Enhance functionality where necessary to meet current and future operational optimisation requirements ● Consolidate the FM and IT energy, environmental and physical security monitoring, control and management to provide holistic views, from the point of entry to plant equipment and server.

2⁄

4⁄

T

Data Centre Infrastructure Management (DCIM) has developed in response to increasing management demands, rising energy costs and the need for higher levels of resilience.

DCIM is the integration of the IT and FM disciplines in order to centralise monitoring, management and intelligent capacity planning of a data centre’s critical systems.

Achieved through the implementation of specialised software, hardware and sensors, DCIM provides a common, real-time monitoring and management platform for interdependent systems across IT and facility infrastructures.

1⁄

Control, monitor and measure

While new-build data centres can achieve end-to-end DCIM relatively easily, legacy facilities face a bigger challenge due to site restrictions, existing legacy management and control systems, and limited or no monitoring within the FM and IT space.

The fundamental characteristic of an efficient data centre is the application of a control, monitoring and measurement system. These should be designed to maintain data centre payload operations and supporting services within a tight operating window, exposing operational characteristics to all stakeholders 46 | 16 AUGUST 2012 | FM WORLD

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Integrate the systems

In effect, DCIM calls for the full integration of traditional building management systems (BMS) with IT network management systems (NMS) and payload monitoring to provide a consolidated solution. This provides a detailed and granular picture of data centre performance: from the point of entry into the facility to plant equipment (CRACs, chillers, UPS, HVAC), and individual data racks and server payloads.

A site assessment of the data centre infrastructure and operations provides a logical step-by-step approach for an integrated and enhanced monitoring and control solution to optimise performance, without costly replacement of existing FM and IT infrastructure.

Such a holistic approach to FM and IT management will ensure a consolidated and increased level of energy, environmental and physical security performance.

3⁄

Tailor to fit existing equipment

Any requirement to successfully deploy a DCIM solution, both technically and commercially, into a legacy data centre will require a tailored approach in order to:

●

Consider the drawbacks of BMS

While a BMS will offer many high-level building monitoring and control capabilities, in many cases it may have limitations in the accuracy of monitoring and metering. BMS systems typically do not offer: ● Flexible energy management and reporting or access by energy stakeholders ● Meter provisioning tools ● Meter management tools ● Visibility outside of the building or local IT environment

5⁄

Prepare for legacy issues

BMS architectures also reflect a wide diversity of vendors and equipment. Very rarely are they vendor homogenous and even a single vendor typically has to support a myriad of communication standards that have developed over the years. As a result, legacy systems in particular will have

problems in addressing the more specific requirements of enhanced energy monitoring required today and may not have a high level of open communications or integration functionality. This poses the problem of sharing data with other third-party management platforms to meet DCIM requirements. Having said this, the BMS does not necessarily need to address the functionality of advanced energy monitoring, as instead, modern energy management systems can coexist and complement the BMS.

6⁄

Look to the future

BMS is gradually evolving towards Internet Protocol (IP), the communications standard of IT that IT-based NMS solutions have been deploying for some time.

This will make it easier to integrate third party solutions.

In addition, there are next-generation monitoring and management platforms becoming available that seamlessly integrate the BMS with enhanced monitoring of energy, environmental and physical security within the data centre FM and IT space.

Now more than ever, FM and IT must work more closely together in gaining total control over data centre energy environment, capacity, resilience and security.

With integrated DCIM solutions now available, FM has the means to play an increasingly pivotal role in meeting this challenge. FM

“Now, more than ever, FM and IT must work more closely together in gaining total control over data centre energy, environment, capacity and security www.fm-world.co.uk

09/08/2012 14:18

FM MONITOR MARKET INTELLIGENCE

CATERING

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

INSIGHT ECONOMY

CONSTRUCTION INDUSTRY REPORT

CORENET INDUSTRY REPORT

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

In constant (2005) prices, the total volume of construction output in May 2012 is estimated to have been 6.3 per cent lower than in May 2011.

The volume of construction output decreased by 7.4 per cent. New work decreased by 9.9 per cent and repair and maintenance fell by 2.4 per cent.

Over the period, the volume of new infrastructure decreased by 21.3 per cent.

Two sectors showed a slight increase in work: new private commercial rose by 0.2 per cent and non-housing repair and maintenance by 0.5 per cent.

In Q1 2012, 43 per cent of construction output was carried out by companies with a registered employment of over 100 or turnover greater than £60m.

70%

Source: HM Treasury (hmrc.gov.uk)

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

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

Source: Office for National Statistics (www.ons.gov.uk)

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

Consumer Price Index CPI annual inflation stands at 2.4 per cent in June 2012, down from 2.8 per cent in May. The largest downward pressures came from clothing and footwear, transport and food and non-alcoholic beverages.

The largest upwards pressure came from recreation and culture.

Source: ONS (www.ons.gov.uk)

Construction output (constant (2005) prices, non-seasonally adjusted) £ million 9,000 8,000

A survey of facilities managers and facilities management companies in the UK by lamp recycling specialist Recolight and FM World has found that while many place recycling high on their agenda, the number taking advantage of ways to increase their levels of lamp recycling is still relatively low.

Out of the FMs and companies surveyed, 65% recycle all waste lamps collected. However, 14% of facilities managers and companies are not aware of the new electrical waste regulations.

The research also found that 30% of facilities companies regularly collect large quantities of lamps, but 42% were paying for lamp recycling, when they do not necessarily need to.

CoreNet Global’s new 2012 State of the Industry Report captures many of the factors shaping tomorrow’s global business landscape.

While there is ample evidence that the economic climate for corporate occupiers and supplyside commercial real estate service providers is improving and that 2011 was a fairly positive year for the industry, a sense of caution prevails.

In particular, space per person already averages 100 square feet or less in Europe and data shows the same will be the case for 40% of companies in North America by the year 2017. Companies are using less office and work space, but they are making it more inviting and collaborative.

And despite the fact that more people than ever are allowed to work from home or other places outside the office, more of them actually prefer to go to the office.

Parts of the new report are based on predictions from CoreNet Global’s Corporate Real Estate 2020 transformational research initiative. Some of the key forecasts include employees bringing their own technology to work by the year 2020 because most companies can’t keep pace with the advance of technology. In addition, cloud computing will be replaced by these “always networked” personal devices, because they will have “near-infinite” memory.

Source: www.recolight.co.uk

Source: www.corenetglobal.org

7,000 6,000 5,000 4,000 3,000 2,000 1,000

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

Hourly rate from 1 Oct 2011

Aged 21 and above

£6.08

Aged 18 to 20 inclusive

£4.98

Aged under 18 (but above compulsory school age)

£3.68

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

£2.60

www.fm-world.co.uk

47_Insight SUBBED.indd 47

New work

May

Mar

Nov

2012 Jan

Jul

Sep

Mar

May

2011 Jan

Sep

Total output

Nov

Jul

2010 May

National Minimum Wage

40% of employees believe the office provides better tools and technology

10,000

0

EMPLOYMENT

of employees regard the office as the best place to interact with colleagues.

Repair and maintenance

LAMP RECYCLING REPORT

FM WORLD | 16 AUGUST 2012 | 47

09/08/2012 13:07

BIFM NEWS BIFM.ORG.UK

AGM APPOINTMENTS

New board members The BIFM annual general meeting, held on 12 July, heralded the retirement of three board members (Iain Murray, Stuart Harris and Gordon Ludlow) and the confirmation of four new members (Emma Bailey, Samantha Bowman, Julie Kortens and Ian Townsend).

After eight years of dedicated service to the profession and the institute on the BIFM board, Iain Murray is retiring from his role as immediate past chair. Iain joined the board in 2004, serving as deputy chairman from 2006-2008 and from 2008-2010 as chairman.

Within the Scotland region, Iain has held the positions of treasurer, events co-ordinator, deputy chair and chair. Iain also represented BIFM on the board of Global FM, serving as its deputy chair from 2010-2012. In this ambassadorial role, Iain helped raise the profile of FM globally, championing the best of FM in the UK. He has also been a wonderful international statesman for BIFM. BIFM would like to thank Iain for all the time he has given to the institute over the past eight years as a board member and we appreciate all the years of volunteering prior to his election to the board. We also pass on thanks from Global FM for the great support he has given them.

Stuart Harris joined the board in 2007 and has now retired as deputy chair, having served in that role, alongside Ismena Clout, from 2010-2012.

Since 2001, Stuart has been an active committee member for the East region and also served as its chair from 2005-2010. Stuart has also been a BIFM Awards judge since 2009.

On behalf of all members, BIFM extends its gratitude to Stuart for all his dedication to the institute.

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We look forward to his support on the members’ council over the forthcoming two years.

Gordon Ludlow is also retiring from the board after four years of representing the institute’s special interest groups. Gordon has been a sustainability sig committee member since 2002. Gordon was the events co-ordinator, before becoming chair from 2007-2010.

Furthermore, Gordon has been a key member of the Programme Advisory Group for ThinkFM 2011 and 2012, and the 2010 BIFM Annual Conference. He is also project manager for the Sustainability in FM (KTP) research, and from 2005-2010 served as an examiner, and sat on the examination board for the old BIFM qualifications.

BIFM thanks Gordon for all his service to Sigs, sustainability, conference content and the board.

New chairman The AGM was also the first for Ismena Clout as BIFM chairman.

Ismena took over earlier in the year when Ian Broadbent stepped down from the post.

Ian has contributed an immense amount to the institute and the membership since the late 1990s.

Ian became chairman in 2010 and has successfully led the institute over his two-year tenure amid the difficult economic period following the financial crisis.

Starting his contribution to BIFM and the membership in the late 1990s after successfully completing the BIFM qualification, he went on to serve on the North East and West branches of the North Region and became chair of the North Region in 2006. Joining the board in 2009 as deputy chair he has played a vital role in the institute’s development for many years. In addition to his committee roles Ian has been involved in activities from being an examiner to helping to review the institute’s approach to CPD. Ian was also awarded the title of Facilities Manager of the

Year in the 2006 BIFM Awards in recognition of his dedication and abilities in delivering excellent facilities management.

On behalf of the membership, the BIFM would like to thank Ian for steering the institute through some major changes during his tenure. Without his dedication, we would not be in such a strong position today.

The new BIFM Board ● Ismena Clout (chairman) ● Liz Kentish (deputy chairman) ● Emma Bailey (members’ council representative) ● Stephen Bennett (strategy director) ● Samantha Bowman (special interest group representative) ● Graham Briscoe (audit committee) ● Bill Clark (governance committee) ● Julie Kortens (members’ council representative) ● Mark Morgan (finance director and company secretary) ● Ashley Rogers (chair of members’ council, non-voting board member) ● Gareth Tancred (chief executive) ● Ian Townsend (regional representative) Following changes made to the constitution at last year’s AGM, the board, having identified a specialist requirement, is considering appointing an extra non-executive board member.

The new Members’ council ● Ashley Rogers (chair) ● Bernard Crouch (deputy chair) ● Gareth Andrews (regional chair – South West) ● Emma Bailey (elected member – Corporate) ● Dave Barrett (regional chair – South Region) ● Simon Biggs (Sig chair – Catering and Hospitality) ● Lucy Black (Sig chair – Sustainability) ● Stuart Bonner (regional chair

– Midlands) ● John Bowen (Sig chair – Procurement) ● Samantha Bowman (Sig chair – Rising FMs) ● Ashleigh Brown (elected member – Corporate) ● Steve Dance (SIG Chair – Security and Business Continuity) ● Beth Goodyear (elected member – Individual) ● Rob Greenfield (Sig chair – Health and Safety) ● Stuart Harris (elected member – Individual) ● Julie Kortens (Sig chair – Women in FM) ● Tim Jonck (regional chair – East) ● Joan Melville (regional chair – Scotland) ● Ali Moran (Sig chair – People Management) ● David Millar (regional and Sig chair – International) ● Martin Pritchett (Sig chair – Education ● Stephen Roots (regional chair – North) ● Chris Stoddart (chair – Fellows Forum) ● Ian Townsend (regional chair – Home Counties) ● Matthew Wailling (Sig chair – Workplace) ● Nigel Walker (Sig chair – Retail) ● Stephen Welch (regional chair – Ireland) Individuals entitled to attend members’ council are: ● Stephen Bennett (BIFM strategy director) ● Graham Briscoe (chair of audit committee) ● Bill Clark (chair of governance committee) ● Ismena Clout (BIFM chairman) ● Liz Kentish (BIFM deputy chair) ● Mark Morgan (BIFM finance director and company secretary) ● Gareth Tancred (BIFM chief executive) i Any members interested in volunteering for BIFM, should email membership@bifm.org.uk for further details

www.fm-world.co.uk

09/08/2012 10:51

Please send your news items to communications@bifm.org.uk or call 0845 058 1356 Gareth Tancred is BIFM chief executive officer

BIFM COMMENT R E ST RU C T U R I N G

arlier this year, I announced that the institute was adopting new ways of working in order to deliver our strategic objectives for 2012 and prepare us for the challenges beyond. The aim was to be more agile, to enable our teams to make decisions, to be more responsive to members and customers alike, be more open, have a healthy view of risk, and to recognise the seriousness of the challenges, but nonetheless to enjoy and be motivated by them. I am delighted to report that we are succeeding.

It was first necessary to look at our executive decision-making process. Our executive is now a three-person committee, comprising myself, Stephen Bennett (strategy director) and Mark Morgan (finance director and company secretary). Stephen has been with the institute since 2005. He has been instrumental in developing strategic direction and has steered the board on the constitution, board development matters, and the creation of the audit and governance committees in 2010. Mark joined BIFM in 2010 as head of finances and resources and has successfully run finance, IT and governance for the institute. He had previously served as finance director and company secretary for a local firm and brings extensive board experience. Mark now has a wider portfolio as an executive director, adding HR and project management to his list.

The second phase of restructuring involved departments reporting to the executive.

The board took the view that the institute’s commercial operations were coming under increasing pressure during the recession. To that end, we have now successfully combined our business development and enterprise department with member services to form a new team under the direction of Sarah Hunnable, head of membership and business development. Sarah previously managed member services and has been with the institute for over ten years. Since her appointment, Sarah has gone on maternity leave and her role is being covered by Jacqueline Gillman, who has worked closely with Sarah in this team for over a year. Jacqueline has already successfully streamlined a number of processes and reviewed our commercial operations.

Linda Hausmanis had previously been appointed to run the Awarding Organisation and has been instrumental in developing and delivering the Level 2-Level 7 platform for our qualifications and an apprenticeship programme to be launched this autumn, as well as our growing network of accredited training providers. Linda has been with BIFM since 2007.

Rebecca Thomas has been appointed as head of business operations, reporting to Mark Morgan. Rebecca started with BIFM in 2006. She has previous experience managing IT and has, for the past three years, successfully managed the projects team. Rebecca is responsible for the smooth running of back-office IT operations, quality and project development specifically delivery of the Institute’s new website and CRM system.

For members able to attend the AGM, you will recall how I was able to say that at the end of the first six months of this year we were ahead of our targets. I am delighted to give the credit to the people mentioned above and their teams. Sadly, space does not permit me to mention everyone by name. But they have adopted the new ways of working and restructuring plan and are delivering the results. Well done all!

E

New BIFM leadership (top to bottom): Rebecca Thomas (head of business operations), Jacqueline Gillman, (product development manager) Linda Hausmanis (head of awarding organisation), Mark Morgan (finance director and company secretary) and Stephen Bennett (strategy director) www.fm-world.co.uk

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“THE AIM WAS TO BE MORE AGILE, TO ENABLE OUR TEAMS TO MAKE DECISIONS AND TO BE MORE RESPONSIVE”

FM WORLD | 16 AUGUST 2012 | 49

09/08/2012 10:52

BIFM NEWS BIFM.ORG.UK

RECOGNITION

Volunteer recognition The winners of the BIFM Volunteer Recognition Awards were announced at the BIFM AGM. The awards recognise and praise the achievements of BIFM volunteers (chairs and committee members) who run the BIFM regions and Sigs.

The winners were: ● Sig of the Year: Rising FMs (with an honourable mention to Women in FM) ● Region of the Year: South West ● SIG committee members of the year: Samantha Bowman – Rising FMs and Liz Kentish – Women in FM ● Regional committee members of the year: Paul Thomas – North East branch; Michael Kenny – Scotland region and Cathy Hayward – London region ● Volunteer of the Year: Michael Kenny, Scotland region Sig of the Year – Rising FMs chair, Samantha Bowman, said: “We are highly committed to identifying facilities management as a career of choice and each member of the team works in a number of ways to achieve this throughout the year.

We are delighted that our contribution to the work of BIFM has been applauded by receiving this award.”

Region of the Year was won by the South West region. The chair, Gareth Andrews, said: “I would like to thank Beth Goodyear, Hazel Reason, Nick Fox, Dan Knight, Darren Crossman and Dave Walker for all their hard work over the past year.”

He stated that the region “has a reputation for providing excellent Quarterly Training Days, breakfast seminars and an annual 50 | 16 AUGUST 2012 | FM WORLD

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golf day. All of these events have been supported by sponsors and without them we would not be able to offer members the opportunity to network and grow their FM knowledge.” He also thanked the ”fantastic array of speakers that have given their free time to present at their events, as well as Lucy Robinson and her team at the Bristol Hilton Hotel, who have been a key ingredient in the success of our training days”.

Gareth also mentioned the BIFM members that attend and thanked them for their support.

Cathy Hayward, who was voted regional committee member of the year, along with Paul Thomas and Michael Kenny, said: “I was completely taken aback by the news that I’d won the regional committee member award. I’m very proud to be involved in the London region and to put on some fantastic, free networking events for members in some superb locations”.

Michael Kenny, who also won Volunteer of the Year, stated, “The Scotland region committee is now working hard towards our next conference and exhibition this September and I will be dedicating my efforts towards this event as it approaches. We have a great event planned, with lots of CPD coverage and would welcome all members from all regions and SIGs to attend. Thank you for nominating me. It’s great to be recognised personally for my efforts as a volunteer”.

BIFM would like to take the opportunity to thank everyone involved in the institute for all the time and dedication they give and, of course, our winners in this year’s BIFM Volunteer Recognition Awards. i If you are interested in becoming a volunteer committee member with the BIFM, you can view our groups at www.bifm.org.uk/groups or email membership@bifm.org.uk

BIFM TRAINING ARE YOU FINDING THE TIME AND MOTIVATION NEEDED TO STUDY A CHALLENGE? ith the wide choice of qualifications and other learning opportunities now available, it’s an exciting time to be in facilities management. Without doubt, developing your expertise in the current economic climate is invaluable and benefits both you and your employer. The need to stay on top of your game and continue developing professionally has become of increasing importance for job security and business continuity alike. Despite budget cutbacks, money spent on training is money well spent and the attainment of a formal qualification in addition to continuing professional development training (CPD) has become increasingly popular in recent years.

Here at BIFM Training, we offer a range of FM qualifications from Level 2 upwards, which provides a recognised pathway throughout your career. We do, however, understand that many of you worry about finding the time and motivation to study, particularly as it may have been some years since you’ve undertaken any formal studying.

In response to this, BIFM Training has developed a new one-day Study Skills Workshop to provide extra support for your chosen qualification programme. Written assignments form a core part of many qualifications and rather than feel overwhelmed by the perceived amount of work, this highly interactive workshop will show you how to effectively plan your time, schedule in slots, ask for support and set achievable milestones. We also give you simple techniques for producing many types of written business communications.

Getting to know your own style of learning is critical, as is identifying your strengths and preferences in terms of how to study. Skills that will benefit you as a learner include the ability to reflect, evaluate and present information.

Spend a day with us and we’ll help you to: ● Apply techniques to plan your studying around other commitments ● Recognise the importance of self-reflection ● Write effective assignments that meet all the assessment criteria ● Maximise your chances of passing your chosen qualification.

W

i Fees: £380+VAT BIFM members; £475+VAT nonmembers. For full programme or registration, please email info@bifm-training.co.uk or visit our website at www.bifm-training.com/study-skills-courseFS.htm

www.fm-world.co.uk

09/08/2012 10:52

HOT DATES Select and control your contractors appropriately – or risk being held accountable for legislative breaches

Are you confident that you always know exactly who is working on your premises, where they are and what they are doing? If not, you may not be managing your contractors effectively which can prove costly to all parties whether it be through prosecution and claims to damages, wastage, delayed works that run over-budget, and decreased staff morale. So if you need up-to-date guidance and a best practice framework for how to safely bring contractors onto your premises, this one-day course is a must.

Selecting & Controlling Contractors on Site, 18 Sep Call now for a detailed programme - 020 7404 4440

SEPTEMBER COURSES 10 10-14 10-14 11-13 11-13 12 12 13 18 18-19 19-20 19-20 20

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+44 (0)20 7404 4440

Telephone info@bifm-training.co.uk | www.bifm-training.com facebook.com/bifmtraining

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FM WORLD | 16 AUGUST 2012 | 51

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FM PEOPLE MOVERS & SHAKERS

BEHIND

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

I studied hotel and catering, and spent the first 15 years working in those roles. I was approached by an agency for a role in Birmingham, but at the time I really didnâ&#x20AC;&#x2122;t know what FM was and had to learn quickly. I have to say it was the best move I ever made and I can confidently say that FM is like running a hotel, just without the compliments!

NAME: Stuart Auger JOB TITLE: Society facilities manager ORGANISATION: Midlands Co-operative Society JOB DESCRIPTION: Overseeing the facilities management provision for the Midlands Co-operative Society, consisting of all trading, residential, support and investment properties (500 sites in total)

My top perk at work isâ&#x20AC;Ś My four-year-old son is an avid fan of health and safety signage (donâ&#x20AC;&#x2122;t ask), so being able to come home with a new brochure or selection of signs makes me the best daddy ever! Unfortunately my wife does not share the same enthusiasm, especially when I turned up with 500m of hazard tape (to decorate his room).

Any interesting tales to tell?

I do love the challenges of the unpredictable British weather. I am never popular when being pleased that the weather is grey and overcast with average temperatures because our buildings are designed to cope with that. Sudden downpours, floods and heatwaves make our buildings work hard â&#x20AC;&#x201C; but you cannot beat the excitement and challenge.

Whatâ&#x20AC;&#x2122;s been your career high point to date?

Collecting the Green Apple Award from the House of Commons. It was a fascinating place and a great opportunity.

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

Iâ&#x20AC;&#x2122;d ensure the â&#x20AC;&#x153;where thereâ&#x20AC;&#x2122;s a blame, thereâ&#x20AC;&#x2122;s a claimâ&#x20AC;? culture was curtailed. The amount of time spent pulling together paperwork to prove that something was maintained, cleaned or inspected correctly is huge.

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

We are not experts in everything. Anyone who tells you he or she is an expert in FM is probably lying. We have to know a great deal about a great number of things, but more importantly we have to know where to get the answers â&#x20AC;&#x201C; and quickly.

How will FM change in the next five years?

I believe that with the cost-challenge continuing there will be a reduction in the general approach to planned maintenance. This will need to become far more intelligent and, with technology continuing to progress, the need for building management systems to be even more predictive will become necessary.

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

Get out and meet your peers. The variation of roles within FM is staggering and youâ&#x20AC;&#x2122;ll be hard-pressed to find someone who does exactly the same job as you. The best way of learning is to see how different people do FM, in different buildings with different customers.

Help us shape the next 125 years.

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

52 |â&#x20AC;&#x201A;16 AUGUST 2012 |â&#x20AC;&#x201A;FM WORLD

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We have opportunities in South Africa for facilities management and workplace professionals looking to develop their careers. If you would like to help us deliver innovative solutions and high-value support to our global clients please visit our website www.johnsoncontrols.com/careers to view current opportunities and register for future alerts.

Our Level 3 Value-Adding Supplier BBBEE status demonstrates our commitment to the socio-economic transformation of South Africa.

www.fm-world.co.uk

08/08/2012 12:43

v

FM DIARY INDUSTRY EVENTS 23 August FMA 2012 summer golf day Two stableford competitions, team and individual £600 + VAT per team, £150 + VAT for individuals Venue: Manor House Golf Club, Castle Combe, Wiltshire Contact: Email daveh@i-fm.net or visit www.fmassociation.org.uk/ events/summergolf 30 August FMA 2012 Networking event Further details to be confirmed Venue: Senator International’s London Showroom – 11-13 Melton Street, London, NW1 2EA Contact: Email Chris Hoar at chris.hoar@fmassociation.org.uk 10–11 October The FM Event Formerly Total Workplace Management.

Venue: London’s Olympia Contact: Visit www.thefmevent. com. For exhibiting opportunities, contact Fergus Bird at fergus.bird@ubm.com or call 020 7921 8860 10–11 October The CIBSE conference & exhibition The annual global meeting for the building services industry.

Venue: London Olympia Contact: Visit www. buildingservicesevent.com For exhibiting opportunities, contact Josue Paulos at josue.paulos@ubm.com or call 020 7955 3974 18–19 October FM Property & Energy 2012 Talks from various directors, including Helen Ohlsson, global FM at IKEA, Ian Dunning, global facilities director at Unilever, and Billy Davidson, property director at Vodafone.

Venue: Wokefield Park, Reading Contact: Visit www.fmassociation. org.uk/events/fmpeoct12 or email Leigh Hussain at leighhussain@ globalbusinessevents.co.uk

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

5-9 November Workplace week 2012 Convention on 8 November hosted by Microsoft in London.

It will challenge conventional thinking on organisations and the infrastructure that supports them.

All proceeds from the convention will be donated to Children in Need. Leading organisations and innovative workplaces will open their doors for short visits for 16 workplace professionals.

Venue: Microsoft, Victoria, London Contact: For more information, visit www.workplaceweek.com To host a workplace tour, please email hstenhouse@advancedworkplace.com 13-14 February 2013 Office interiors exhibition Trade exhibition for the UK’s office interiors industry. Supported by the association of Interior Specialists and the British Council for Offices.

Venue: Earl’s Court, London Contact: For further information, visit www.officeinteriorsshow.co.uk To enquire about exhibiting, please contact Ali Mead at amead@divcom.co.uk INTERNATIONAL EVENTS 5–7 September IFMA foundation workplace strategy summit An exploration into new ways of thinking about effective workplaces.

Venue: Cornell University, Ithaca, NY, US Contact: Visit www. ifmafoundation.org/summit 31 October – 2 November IFMA’s world workplace 2012 The largest annual conference for FM. Exhibitors and discussions including ‘Driving innovation’.

Venue: Henry B Gonzalez Convention Centre, San Antonio Contact: Visit www. worldworkplace.org/2012

BIFM SIG EVENTS

NORTH REGION

17 September People management SIG – pensions The impact of auto-enrolment.

More information to follow.

Venue: TBA, City of London Contact: Email Simon Aspinall at simonaspinall@c22.co.uk or call 0113 242 8055

6 September Chester river boat social Tickets cost £30 per person, which includes entry into the charity raffle, with proceeds going to Macmillan Cancer Support. Barbecue buffet, live entertainment and a cash bar.

Venue: Boarding at The Boating Station, Souter Lane, Chester Contact: Email Steve Roots or Claire Bradbury at north@bifm.org. uk or call 07872 829 743

22 September Women in FM SIG – New ways of working Venue: EC Harris, London Contact: Email Julie Kortens at JKortens@Channel4.co.uk

SCOTTISH REGION 27 September Fellows forum SIG – Allen & Overy seminar A lunchtime seminar, beginning at noon, in the City of London.

‘Break options – what to do and what not to do’, with a presentation by Sophie Schultz of Allen & Overy LLP and Adam Beck of DTZ. Venue: Allen & Overy LLP, One Bishops Square, London, E1 6AD Contact: Email Joanna LloydDavies at jld@joannalloyddavies. co.uk or call 07778 812 315 8 October Risk & business continuity management SIG – how business continuity plans influence insurance premiums Brian Sullivan of underwriters Thomas Miller discusses the risk carrier’s view that underwriters absorb losses associated with insurance claims.

Venue: DCM Elton Lane, Sibson, Peterborough, PE8 6NE Contact: Email Steve Dance at steve.dance@riskcentric.co.uk or call 0113 242 8055 IRELAND REGION 1 September Lyric Theatre Site visit of the recently opened, award-winning theatre.

Venue: Lyric Theatre, Belfast Contact: Email Sid Seymour at sid.seymour@virgin.net or call 07974 564 974 www.lyricstheatre.co.uk

12 September national golf finals social event A tour of some of Edinburgh’s finest hosteleries in conjunction with the BIFM national golf finals the following day at Dalmahoy Golf & Country Club.

Venue: Various, and Dalmahoy Golf & Country Club, Kirknewton, Edinburgh EH27 8EB Contact: Email Michael Kenny at mkenny@fesfm.co.ukor call 07920 136 784 28 September All About FM! Scotland region annual conference and exhibition Various speakers, including Alison Bond, director, The Halo Works and David Sharp, managing director, Workplace Law Venue: Our Dynamic Earth, Holyrood Road, Edinburgh EH8 8AS Contact: Email Morag Brown at morag.brown@hcs-bi.co.uk or call 0141 646 3054 13 November Prestige building visit and presentation Prestige event at two corporate head offices and a presentation from the RBS FM team.

Venue: Morris & Spottiswood HQ, followed by a visit to RBS corporate HQ in Gogaburn Contact: Email Michael Kenny at mkenny@fesfm.co.uk or call 07920 136 784

NEED SOME GOOD ADVICE? The Good Practice Guide to SELECTING FM SOFTWARE The BIFM publishes a series of good practice guides which are free of charge to all members. For a full list of titles or to download the guides visit www.bifm.org.uk Non-members: call 020 7880 8543 to order your copy www.fm-world.co.uk

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

FM NEWS

FM innovations ▼ LCC wins for fourth time

▲ Vacherin adopts smart approach

LCC Support Services has been appointed to carry out cleaning services for Cambridge Regional College for the fourth time.

The Cambridge Regional College contract (which started in 1999), has been renewed after a highly contested open tender process. The work includes cleaning workshops and classrooms, libraries, refectory, walkways, all window cleaning, pest control, janitorial services and waste management.

To maintain high standards of cleaning and hygiene, the LCC team starts at 4am and continues throughout the day into the evening. In 2006, LCC Support Services won a Golden Service Award for the Best Cleaned Premises in the Education Sector for the Cambridge Regional College Contract.

T: 01277 268 899 E: info@lccss.co.uk W: www.lccss.co.uk

▲ Zigor launches powerful UPS

Specialist London caterer, Vacherin, has launched an innovative healthy eating brand that merges delicious healthy food with technology – Nutritious & Delicious.

As the first contract caterer to use QR codes for nutritional information, Vacherin’s customers can now get detailed nutritional information instantly on their smart phones by scanning QR codes on point-of-sale materials. Customers will also notice icon stickers that communicate the overall benefit of each dish – including ‘energising’, high in ‘superfoods’, ‘mood foods’, or simply ‘well-balanced’.

A dedicated website supports the Nutritious & Delicious range and also offers ideas and advice for healthy eating in the workplace, seasonal foods and nutritional tips.

W: www.nutritious-and-delicious.co.uk

Zigor has introduced a 2U rack/tower online uninterruptible power supply (UPS) range with extended run time battery options, high efficiency and SNMP management capabilities.

The Zigor Tiber is a double-conversion, high frequency UPS and ideal for facilities managers looking to back up individual servers, network racks or telephone switchboard systems with superior power protection. The new models include innovative ECO modes for energy saving that allow the UPS to operate in high efficiency up to 98 per cent.Available in 1kVA, 1.5kVA, 2kVA and 3kVA, the Zigor Tiber starts from £450 with two-year advanced replacement warranty as standard. Gavin Banks, sales manager at Zigor UK, said: “The new ECO options make the Tiber one of the most efficient UPSs on the market.”

T: 0844 854 6264 E: salesuk@zigor.com W: www.zigor.com/uk

▼ Parks receive divine water Bexhill on Sea’s Egerton Park continued to be watered regardless of the hosepipe ban. It received divine water thanks to the Beulah Baptist Church, Rother District Council and its grounds maintenance contractor John O’Conner working with reclaimed water from the Church’s baptism bath.

The Baptist baptism involves carrying out the ceremony in a bath, with the person baptised being totally immersed in the water, requiring a bath containing 2,000 litres of water. Health and safety requires a water change after each baptism. Church leader Michael Ensor contacted John O’Conner, which looks after all the Rother District Council’s parks, seafront and open areas, with his idea of giving the water to a needy local cause.

T: 01438 717175 W: www.johnoconner.co.uk

▲ Jangro Belfast refurbishes Olympic torch

▲ Ecotronic lights up the aisles

When Olympic torch carrier Andrew Miller received his torch to carry across Belfast, he thought it looked a bit worse for its travels, so he made a slight detour and called in Jangro Member Interclean for advice.

Surprised, Interclean director Railton Snape was quick to produce the best cleaning tool for the task – a Jangro microfibre cloth. In two minutes he was rubbing away as if it was the genie’s lamp. Although a genie did not appear, Railton’s wish came true – the runner allowed him to have his photo taken with the torch before continuing its journey.

Snape said: “It was a chance of a lifetime to hold the torch that Dame Mary Peters had carried and a fantastic complement to be asked for professional cleaning advice for this beautiful gold torch.”

T: 0845 458 5223 E: enquiries@jangrohq.net W: www.jangro.net

Multipart Logistics is a service partner in total after-market logistics and product support services throughout the UK and Europe. Its warehouse has 400,000 sq ft of very narrow aisles, and racking aisles lit with 400 watt HBAY lighting.

Multipart Logistics wanted energy reduction, but needed very well-lit areas for busy forklift trucks. 600 luminaires were changed, with EcoBAY 4 x 54 watt.

An EcoPAK 2 x 80 watt fluorescent system was fitted under mezzanine areas and upper floors in order to enhance the working environment for the picking areas. The total electricity saved was 667,077 KWh per year, which equates to an annual electricity saving of £66,708. The payback period for the installation was under 18 months.

T: 0845 170 4567 E: sales@ecotroniclighting.co.uk W: www.ecotroniclighting.com

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08/08/2012 12:52

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

jobs.fm-world.co.uk

FM New appoints 160812a.indd Sec1:55

Appointments

FM WORLD | 16 AUGUST 2012 | 55

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www.hud.ac.uk/jobs

Space Manager

the

natural choice

Estates & Facilities £31,309 - £35,218 (Full-time, 37 hours per week) Fixed-term appointment for 9 months (Maternity Cover) Huddersfield Ref: 6426 Estates and Facilities are seeking an experienced space planner to provide strategic space advice. This is a fixed term contract to cover maternity leave. The post involves pursuing the best use of this important asset and to ensure robust data is readily available on which option appraisals can be based and crucial strategic decisions made.

in FM recruitment

Educated to degree level in a subject relating to management, statistics or mathematics, you should have a strong awareness of and flair for innovative developments in space management and how they impact on use and value. Previous experience is essential in space planning, CAD and advanced data management, and experience would be beneficial in computerised timetabling and operational planning. To succeed in this role you will need to be highly analytical and numerical with an eye for detail and good communication and presentation skills.

For further details and an application form visit www.hud.ac.uk/jobs Alternatively contact the Personnel Office on 01484 472845.

Closing date: 30 August 2012.

Working for Equal Opportunities.

To find out how you can benefit from working with Eden Brown, contact us today on 0845 4 505 202.

Innovative University.

Inspiring Employer.

www.edenbrown.com

JOBS Account Director – Central London Our client is responsible for one of London’s most iconic buildings, which demands the highest possible calibre of personnel across all elements of the contract which encompasses M&E, Building Fabric, Help Desk and minor extra works.

Assuming overall responsibility for this contract we are seeking a `World Class’ Account Manager with enhanced Customer Service skills supported by both a commercial & engineering background.

You will:

• • • • •

YOUR PERFECT JOB

JOBS BY EMAIL

£75,000 + excellent benefits

• •

WE CAN HELP YOU FIND

Possess excellent communication skills with both peer groups and team members Have proven experience of working with KPI’s & SLA’s, including their development and application particularly within a Corporate environment Be financially astute and able to manage the contract P&L Have sound presentation skills and be able to present to internal board, customer, tenants and suppliers Have a technical background and a broad understanding of M&E Building Services, HVAC, Fire & Security, Building Fabric and Projects Be able to demonstrate previous direct experience in change management and business growth / contract enhancement Be a self starter and be able to apply sound business logic and innovation

Be the first to receive your perfect job straight to your inbox. To sign up simply; • Enter your name and email address • Chose the sector, salary and location you would like to work within • Create up to 5 different tailor made alerts

CV UPLOAD Upload your CV and complete your jobseeker profile and increase your chances of being found for your perfect job. No need to go through hundreds of job ads, just fill in your profile and let employers do the work.

Please contact Candice Plant in confidence on 020 7553 5696 or candice@prsjobs.com

Contact the sales team on 0207 324 2755 www.fmworld.co.uk/jobs

56 | 16 AUGUST 2012 | FM WORLD PRS.FMW160812.indd 1

FM New appoints 160812a.indd Sec1:56

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29/3/12 14:56:09

09/08/2012 14:56

Offices in: Abu Dhabi, Auckland, Berlin, Düsseldorf, Frankfurt, Hamburg, London, Manchester, Melbourne, Moscow, Munich, Singapore.

www.cobaltrecruitment.com

Senior Appointments Senior Sales Director | London £90,000 + package

Account Director | London £65,000 - £70,000 + package

New Business Sales Manager | M4 Corridor £60,000 - £70,000 + package

A large FM provider that is growing its senior sales team requires a Senior Sales Director to expand into the Transport sector. With a proven track record of successfully leading a team of BDMs to success, you will have a solid understanding of the current TFM marketplace and will be able to identify areas for growth. Strong networking skills are required and you must be able to demonstrate where you have previously grown a business from scratch and created new revenue streams.

A service provider organisation seeks an Account Director to manage a contract with a financial services client. Calling on your extensive account management experience, you will provide M&E services to critical environments within the Banking sector. Applicants must be client facing with a background in engineering with experience of managing a hard services contract with a P&L responsibility of up to £7million. You will have strong experience of leading engineering teams and managing single and multi-site contracts.

An established M&E firm is looking for a New Business Sales Manager to join its team covering the M4 corridor/Midlands or the North West. You will be very much at the front line of building a pipeline from a standing start so you will need to be a seasoned door opener and a strong networker who is successful at getting in front of key decision makers. A proven track record in a similar role and the tenacity to work a challenging market is also required.

Ref: 1214400

Ref: 1211200

Ref: 1214900

To apply for any of these roles please email your CV in confidence to info@cobaltrecruitment.com or call +44 (0)207 478 2500 to speak with Claudio Rojas or Ryan Coombs.

REGIONAL CONTRACTS MANAGER (BRISTOL)

Go Further°

£30,749 PA Plus a Ňeet car Minimum 35 hours per week

The SalvaƟon Army Property and FaciliƟes Service have a vacancy for a Regional Contracts Manager in our Bristol Oĸce. You will be working as part of a small team who together manage the operaƟonal aspects of part of The SalvaƟon Army’s property porƞolio.

+>- PZ [OL I\ZPULZZ SH^ ÄYT ^P[O PUK\Z[Y` insight. We deliver the results that help clients go in the right direction – wherever they are.

Facilities Operations Manager, Manchester

Facilities Support Manager, Liverpool

A fantastic opportunity has arisen for a facilities specialist with a facilities and property management background. You will be responsible for delivering a high class service; the development and maintenance of all DWF LLP sites including building WYVQLJ[Z I\PSKPUN ZLY]PJLZ VMÄJL services and supplies as well as managing the wider facilities team.

Are you looking for an exciting role in an ever-changing environment?

Do you want a role that can offer a challenge and allow the opportunity to exercise initiative and to gain and develop a broad variety of different skills?

This role reports into the Facilities Operations Manager. Why not join our busy facilities team where you can provide insight and guidance on facilities and property management.

The role is to manage contracts and compliance, source local contractors from prequaliĮcaƟon to contract implementaƟon; develop and monitor a list of approved suppliers and to reduce cost, risk and Ɵme to the front line. In doing so, you will be responsible for improving the working and delivery of FM and building services. You will improve the performance of consultants and contractors using key performance indicators, service levels and management informaƟon.

You will also be responsible for managing statutory compliance, manage and monitor expenditure and budget for all contracts, and provide professional advice on all contractual issues to clients and other members of your team.

The successful candidate will have experience in a contract and supplier management role; within a property, building and / or faciliƟes management environment.

We oīer 25 days annual leave plus 8 bank holidays and an opportunity to join the SalvaƟon Army’s Pension Fund. You will be expected to travel throughout the region.

Applicants must be in sympathy with the work of the SalvaƟon Army.

We’d love to here from you…

To apply, please contact HR on recruitment@salvaƟonarmy.org.uk for an applicaƟon pack or alternaƟvely call 020 7367 4743 for further details.

For more information please contact Vicky Mills, Recruitment 6MÄJLY at vicky.mills@dwf.co.uk or 0161 603 5007.

Visit our website www.dwf.co.uk/join-us/vacancies

Closing date: 07 September 2012 Interviews: 17th September 2012 CV’s will not be accepted.

www.dwf.co.uk

PromoƟng equality in the workplace. The SalvaƟon Army is a Church and a registered charity.

Charity no. 214779 and in Scotland SC009359

FM WORLD | 16 AUGUST 2012 | 57

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09/08/2012 14:04

FINAL WORD NOTES FROM AROUND THE WORLD OF FM

FM WORLD'S OLYMPIC DIARY NO 2

DAYS

THE SAME HOORAY FOR THE PURPLE PEOPLE One simple piece of equipment helped smooth the wheels of the security operations at these Olympic Games – a handbag-sized clear plastic bag, proffered by volunteer ‘games makers’ (or ‘purple people,’ as they were nicknamed for their official London 2012 uniforms).

Some distance from each venue, ticket-holders were asked – very politely – to empty anything they had containing metal into said bags. The effect of this forewarning made the resulting ‘airport’ security much less of an issue, at least in our experience.

The football stadiums we visited were perfectly clean and in first class condition, but we sympathised with each venue’s FM on account of the sheer volume of London 2012 ‘pink’ that they’d had to deal with.

Never has a colour been so garish or so prominent. In Cardiff, it was curious to see the national stadium of Wales covered with the words ‘London 2012’ and if we had to pick one FM for most sympathy it would be Anthony Mundy of the venue temporarily known as the 'City of Coventry Stadium'. Not for any issues with the ground (although, wow, those queues for the free coaches back to the station were long indeed!), but for the amount of effort needed to de-brand and re-brand the stadium.

It's also worth mentioning how well London's ExCel centre catered for so many different sporting events happening concurrently. For many visitors, this will have been their first experience of the venue, and they will have left impressed.

FM World's editorial team managed to take in Olympic events in the Olympic Stadium, the Copper Box, the Ricoh Arena and both Wembley and Millennium stadiums. Here are some of our diary notes. ● Cleanevent, which has provided contract cleaning and catering services for five previous summer Olympic Games, invited us to its temporary headquarters, ‘Camp Cleanevent’, situated a 20-minute walk from the Olympic Park. From here, the company’s contract was being serviced, with shuttle buses ferrying teams to the various sites.

This centralised approach made it easier to manage staff with dozens of different shift patterns servicing the Olympic Park, Wembley Stadium, Horse Guards Parade, and even Weymouth for the sailing events. Those shift patterns include instances of a 70-minute window for the cleaning team to cover the entire Olympic stadium – a result of the way the athletics sessions were scheduled. ● A workforce of 1,200 was living on the site, comprising a truly cosmopolitan mix of nationalities

and backgrounds. University students mixed with young people from the local area and European countries including Hungary and Ireland. For its Olympic workforce the company had put on a bar, live music, a cinema and free WiFi. Cleanevent was in the process of serving 250,000 meals during the Olympics, and we were informed that the accommodation site alone would go through two palettes of bananas a week. We also learned that the average age of Cleanevent’s workforce is just 23 – five years younger than comparable events, according to the company. ● A network problem at Wembley Stadium meant that Visa card payments could not be processed during half-time in the game between Great Britain and the United Arab Emirates. “We are proud to only accept Visa,” said the unfortunately worded stickers on the payment terminals.

Spectators were obliged to pay cash for their snacks. ● Now that we’ve seen it first hand, we can confirm that the Olympic Park in Stratford is

beautifully designed – but on a practical note, we can see why it has come under some criticism for its lack of shelter. Millions of eager spectators visited the site over the games fortnight, battling with the unpredictable British weather.

Sudden downpours meant that spectators were seen scrambling for somewhere to take cover, while likewise in the occasionally searing sunshine, those without the sun cream were in desperate need of a shaded area. ● Jan Matthews, head of catering, cleaning and waste services, told us that while most things had gone according to plan, the cleaning team had been surprised to learn late on in their preparations that police horses were to be used inside the Olympic Park. As you can imagine, additional cleaning was required. ● The Velodrome, home to more than its fair share of Team GB medal success, may have suffered a minor roof leak – but it was nevertheless battling with the Aquatic Centre for the title of most striking piece of architecture on the Olympic Park.

IN THE NEXT ISSUE OUT 6 SEPTEMBER

FEATURE – ENERGY BENCHMARKING /// CASE STUDY – THE FOOD STANDARDS AGENCY /// BENCHMARKING /// THE NEW IT HARDWARE IMPACTING FM /// ESTABLISHING A BUSINESS CONTINUITY PLAN /// BUILDING INFORMATION MODELLING UPDATE /// FM & IT – THE CONVERGENCE QUESTION /// THE LATEST NEWS, ANALYSIS AND COMMENT

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