THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 4 OCTOBER 2012
HOW HAS FM CHANGED? 01_FMW_Cover.indd 1
VOL 9 ISSUE 18 4 OCTOBER 2012
7 | NHS trusts’ FM contract
20 | Contract indemnities
NEWS 6 CBI pushes for more access to public sector service provision 7 NHS trusts and Interserve open up ‘encompassing’ FM deal 8 Project of the Fortnight: Crystal-clear future for sustainability from Siemens 9 Think Tank: how much more could local authorities outsource? 10 Business news: Graeme Davies: US government budget cuts could impact on FM 11 Pension fund PGGM buys into accommodation provider UPP 12 MPs call for list of risky public sector suppliers in wake of G4S fiasco 14 Preview of the FM Event, taking place at London Olympia 16 Martin Read reports from Corenet 2012, held last month in London
18 Perspective of a facilities manager: Simon Francis relishes the chance to get back to the front line 19 Five minutes with Matthew Wailing, director, Cordless Consultants 54 No Two Days
MONITOR 36 Technical: How clean is your data centre, asks Jason Preston 40 Standards: Stan Mitchell introduces the ‘FM Briefing’ document 41 Insight: Market intelligence
24 | Horse Guards Parade
30 | 200th issue
Contract Indemnities: Nick Martindale asks whether contractual clauses may be minimising risk but souring the customer-supplier relationship
Horse Guards Parade: James Harris reports from Horse Guards Parade, where major cleaning and Olympic projects have kept the FM team busy
200th Issue: We look back at eight years of FM World and ask what has changed in the sector since we first published
BIFM Awards Guide: Ahead of next week’s awards ceremony, find out who has been shortlisted for one of the industry’s highest accolades, and why
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Average net circulation 11,513 (Jul 11 – Jun 12) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM) by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reﬂect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Pensord ISSN 1743 8845
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nnovation in the provision of facilities is always great to see. I recently had the good fortune of visiting The Hive, a new PFI facility in which the University of Worcester and the local city council both have stakes. The building satisfies the combined library requirements of the university and local population, while for good measure, it’s also home to Worcester’s council services. You can borrow a book, pay off your council tax, or even visit the university’s archaeology department, should you so desire. It’s a true community project and all the more interesting because of it. We’ll have more on The Hive next issue. What’s really interesting is how previously separate services have been made available in mutually beneficial surroundings. Indeed, this example of co-operation between organisations got me thinking about mutually beneficial relationships within them. At the recent Corenet Global Summit in London, the question of how FM should seek common ground with what we might call the other ‘departments of empowerment’ was aired in various discussions. The idea is that FM, HR and IT would be of most benefit to an organisation if they all came together as one. These enabling elements of an organisation have common goals. In essence, an organisation needs to do two things to succeed: develop a product or service, then sell it. To perform these two tasks, it needs three resources: the right people, the right tools for the job and the right working environment. In other words – HR, IT and FM. The inescapable conclusion is that there’s nothing between these three departments of empowerment in terms of their importance. Each is there not to develop the business, but to enable it. The right people won’t do a good job without the right equipment, while without the right environment, the equipment won’t work and the right people will feel wronged. Today’s work is conducted in multiple locations and is increasingly disconnected from the physical constraints of the past. Surely, the departments that support this work should break free from the organisational hierarchies that have hitherto constrained them from working together as the one over-arching support structure that they should collectively embody. But then, what does one call this blending of HR, IT and FM? As a description, none quite achieves the goal of combining the other two, and while ‘facilities management’ is the best fit, phrases like ‘performance management’ do a better job. Yet the kicker is that FM has every right to be seen as the lead partner of the three – for starters, it supports the day-to-day requirements of the other two. In Worcester, the organisations involved in The Hive are benefiting from their co-location in surprising ways. Members of the public who might otherwise have shouted at council staff are finding that they moderate their behaviour in a facility that doubles as a university library. So co-location is having a positive effect on these individual organisational elements. Perhaps co-location of HR, IT and FM would lead to its own innovative outcomes. And it could be the kind of thinking that moves facilities management out of the shadows and in to the full glare of the organisational spotlight.
PEOPLE NEED THE RIGHT EQUIPMENT, BUT WITHOUT THE RIGHT ENVIRONMENT, THE EQUIPMENT WON’T WORK AND THE RIGHT PEOPLE WILL FEEL WRONGED”
FM WORLD |4 OCTOBER 2012 |05
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More competition in the delivery of public-sector FM services could save millions of pounds, according to a detailed industry study. The Confederation of British Industry (CBI) report on public services reform examined the potential for cost savings in 20 service areas, by opening delivery up to independent providers. The Open Access report revealed that up to £517 million could be saved if all remaining in-house hospital FM services were opened up to more competition. The NHS spends £7.3 billion per year on hard and soft FM services, with 71 per cent provided in house. Cleaning costs the NHS around £1.1 billion per year, while catering costs £700 million, and security £120 million. The report concluded that there was significant scope to open up the £2 billion-a-year school FM market to new providers. Currenty, 69 per cent of school FM is undertaken by the public sector and savings of £209 million could be achieved if services were subject to full competiton from a diverse range of providers. Evidence suggested that savings of 5 per cent per meal are common when opening up school catering to more competition. The research of a cross section of services, carried out by Oxford Economics, found an average 11 per cent of gross potential savings from productivity improvements could be achieved, equivalent to £2 billion, with a 06| 4 OCTOBER 2012| FM WORLD
total of £22.6 billion saved. The report said: “Independent providers already play an important role in managing and improving public services. But the scale of openness is uneven, with many services still largely monopolised by the public sector and opportunities for independent provision limited.” The report focuses on meeting the challenge of large public spending cuts necessary by the
CBI pushes for more access to public sector services The CBI is keen to address public service spending
end of 2016/17, as well as the increasing pressure that changing demographics will put on services. CBI director-general John Cridland said that “carrying
on regardless would be a recipe for disaster. Most public services are still largely state monopolised and it’s time to open some of them to competition.”
Experts urge ‘cultural fit’ with FM suppliers The increasing importance of the buyer-supplier relationship when contracting FM services was discussed last week in a webinar event hosted jointly by FM World and Supply Management, the magazine of the Chartered Institute of Purchasing & Supply. During the event, sponsored by Interserve, a panel of procurement experts highlighted the growing importance of aligning the values of both buyer and supplier, and that buyers must find suppliers with similar cultural values – as well as the right cost and quality of product or service – to get the most out of an FM contract. Nick Caton, regional category lead, environment and FM EMEA at AstraZeneca, is leading from a procurement angle as part of a cross-functional team on a
project to transform the way the global pharmaceutical firm manages its FM. The company aims to have 90 per cent of its FM services carried out by contractors. Caton said that with so much responsibility handed over to third parties, evolving the buyer/ supplier relationship was key. AstraZeneca has held a number of supplier engagement events where it presented problems to potential suppliers and asked them to help develop solutions. Caton explained that this more collaborative approach was intended to foster an “emotional contract” to accompany the factual one. The internal team at the company then take on a role of governance and oversight, rather than managing the operations itself.
When asked how buyers should go about including ‘cultural fit’ in the contracting process, panellist Tony Sanders, managing director – commercial at Interserve, commented: “We’ve found the most successful fit is at the preferred bidder stage, where there are a couple of providers and you can work quite heavily on workshops and developing a solution in a much more collaborative way. That way, you can see much more how each of you works,” he said. To watch the full sixty-minute webinar, ‘How to add value to FM procurement’, readers can register and watch via the following links: REGISTER tinyurl.com/FMW-Web01Reg WATCH tinyurl.com/FMW-Web01Watch www.fm-world.co.uk
BRIEFS CIBSE supports POE call
Interserve and NHS trusts open up FM deal Interserve and three Midlands NHS trusts have initiated a new seven-year collaborative FM services contract designed to allow access for other public sector bodies in the region. A spokesperson for Interserve told FM World that the £300 million deal with Leicester, Leicestershire and Rutland trusts will be all encompassing. Under the contract, expected to start early next year, services will include catering (patient and non patient), cleaning, portering, helpdesk, reception, estates management and maintenance, grounds maintenance, security, car parking, energy and utilities management, design and technical support, pest control and linen.
“The model will also allow other public sector bodies in the region to enter the framework to access services going forward,” the spokesperson told FM World. The contract will support three acute hospitals and a range of health facilities including mental health units, primary care facilities, and community and district hospitals in the area. Interserve will support the trusts’ 550 buildings, totalling 490,000 square metres and including nearly 3,100 beds. Interserve claims the contract marks a “new and radical approach by leveraging the scale of collective procurement for the trusts.” Adrian Ringrose, Interserve’s
chief executive, said the project will enable the trusts to capture value through reconfiguring both the estate and the way in which it is serviced. The Interserve deal follows the announcement earlier this year that ISS Facility Services Healthcare had won a five-year, collaborative soft FM contract with three London trusts and the Institute of Cancer Research (together, the Fulham Road Collaborative, which includes Chelsea and Westminster Hospital NHS Foundation Trust). The £100 million deal sees ISS deliver services including cleaning, catering, security, reception, waste management, pest control, laundry and linen, and portering.
Women turn to part-time work as recession bites Part-time work and selfemployment are replacing full-time jobs for women, according to a new report. The TUC’s latest economic report looks at male and female employment trends since the recession. It claims that much of the increase in women’s employment levels have been in self-employment and involuntary part-time work. While the number of women in full-time jobs has fallen by 170,000 since the recession, nearly 200,000 www.fm-world.co.uk
more women are self-employed. Men are twice as likely to be selfemployed, but women account for the majority of the increase in self-employed workers over the last four years. The report found that although unemployment among men rose fastest during the first two years of the recession, female unemployment has risen more sharply in the past two years, partly due to public sector job cuts. It concluded that public sector cuts will hit women’s employment
hard and that there is evidence that this is already happening in local government. TUC general secretary Brendan Barber said: “Female unemployment has been rising steadily over the past two years. Despite recent job gains, the number of women looking for work remains at over a million. “The type of work women are doing is also changing. Full-time employee jobs are being replaced with shorter hours and selfemployed contracts.”
The Chartered Institution of Building Services Engineers (CIBSE) is developing a tool for Post Occupancy Evaluation (POE) after supporting a recent report calling for its use in all public building projects. CIBSE says that POE is a proven tool for delivering better building performance and value for money and has thrown its weight behind a report from the All-Party Parliamentary Group for Excellence in the Built Environment that recognises this. ‘A Better Deal for Public Building’ calls for POE to be required on all public building projects above a certain value. CIBSE said it supports this and is working with the Technology Strategy Board to develop a tool for POE, called TM2.
Soft Landings endorsed The Government Soft Landings (GSL) policy has taken a step forward, after the programme was endorsed by the Government Construction Board. GSL identifies the need to recognise the maintenance and operational cost of a building during its lifecycle, by early engagement in the design process. The recommendation has now been endorsed by the Government Construction Board, meaning that it is on its way to being implemented by central government departments next year and mandated in alignment with BIM in 2016.
New head in uni revamp The University of Leicester has appointed a new director of estates to oversee the next phase of its £1 billion development framework plan. Trevor Humphreys joins Leicester from the University of Manchester where he was deputy director of estates. He takes over from Paul Goffin who has moved to the University of Oxford as director of estates. The university’s plans include developing the former College Hall into a residential management training centre. FM WORLD |4 OCTOBER 2012 |07
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PROJECT OF THE
FORTNIGHT NEWS BULLETIN
New type of local authority partnerships required
The Crystal building and exhibition in east London is open to the public
A Crystal-clear future for sustainability Siemens has opened its Crystal building in London’s Green Infrastructure district, close to the ExCeL centre. Dubbed one of the capital’s most sustainable buildings, it houses the world’s largest exhibition on sustainable urban development, together with an auditorium, meeting facilities, café and offices for Siemens. It is hoped that it will create a venue for experts and the public to consider the future of cities. The distinctive glass-clad building, based on two parallelograms with multiple triangular facets, has a total area of 6,300 square metres (67,813 square feet). Wilkinson Eyre designed the structure, with interiors by Pringle Brandon, and structural and building services from Arup. The building contractor was ISG. Total investment by Siemens was approximately £30 million and construction took 18 months. The new cable car link from the O2 Arena provides the most exciting way to reach it, and there are charging points for electric vehicles on site. While not designed to be a zero-carbon building, it will use 50 per cent less energy and emit 65 per cent less CO2 than comparable buildings. It is expected to receive BREEAM ‘Outstanding’ and LEED ‘Platinum’ accreditations, currently the highest available scores internationally. To achieve this, the Crystal will run entirely on electricity; two thirds of the roof is covered in solar panels, designed to generate 20 per cent of the electricity required, with ground-source heat pumps providing the heating. Demand will be reduced through insulation, use of natural light and low-energy lighting. It is planned to connect into the smart grid in due course and, in time, to be able to use a de-carbonised electricity supply. Rainwater is harvested and all water captured for re-use or recycling. An integrated building management system controls all aspects of energy and building operations. 08| 4 OCTOBER 2012| FM WORLD
Private sector firms must recognise the need for a “new generation” of flexible partnerships with local authorities to deliver services, according to a report. The study, from think tank Localis and consultancy Capita Symonds, says that local authorities will have to look at alternative models of service provision to deliver services such as waste collection, road maintenance, social care, planning, housing and environmental health, in order to meet cost-cutting targets. The Catalyst Councils report said: “Working with local authorities will need to involve a new level of commitment, flexibility and fraternity in formulating contracts and creating joint ventures and partnership arrangements that are genuine joint enterprises.” Planning and children’s social care were named in the report as the services that most needed to stay in house. Just under three per cent of respondents said that highways maintenance needed to remain in house. Overall, however, a third of council leaders and chief executives thought that there were no local services that could not be delivered by a third party. Councils and external providers will need to embrace more risk and reward, the report said. Best-practice case studies include tri-borough arrangements between Kensington and Chelsea, Hammersmith and Fulham, and Westminster councils to combine services including FM. Alex Thomson, chief executive of Localis, said: “The private sector needs to re-invent the way it engages with local authorities and their communities, just as councils have to re-invent the way they fulfil their local leadership role. Contracts need to be more flexible to accommodate both changes in circumstances and evolving citizen needs and priorities. Innovation, including commercial enterprise, needs to be at the heart of this new approach.”
Clive Anderson to host BIFM Awards The host for this year’s BIFM Awards has changed. Clive Anderson will be hosting the awards instead of Alastair Campbell. The awards ceremony and gala dinner take place on 8 October at the Grosvenor House Hotel, London where the winners of the 11 categories will be unveiled. Anderson is a barrister by training, but he is best known for being an award-winning and versatile presenter and comedy writer. Winner of the British Comedy Award in 1991, Anderson began his success during his 15-year law career with stand-up comedy and scriptwriting, before rising to fame as the host of Whose Line Is It Anyway? on radio and then television. Clive has been the unflappable host of live events and award ceremonies for BAFTA, the London Evening Standard Film Awards and the Olivier Awards. He has fronted other events and programmes ranging from the Proms to politics. The change of host comes after comments from various quarters regarding the first-choice host, Alastair Campbell, former director of communications to then-Prime Minister Tony Blair. The BIFM concluded it would be best to have Clive Anderson host the event.
BSRIA updates design guidance with BIM advice Building Services Research and Information Association (BSRIA) has published a new design framework with updated guidance on building information management (BIM). The guidance outlines how to more clearly define the different stages of model development, and improve hand-over of information from designer to installer. It also contains an overview of the requirements to deliver ‘soft landings’, particularly in the early and late stages of a project. The third edition, which is an interim edition, is £50 or available as a free download to BSRIA members from the BSRIA bookshop, available at tinyurl.com/bsriabooks
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4% Would not benefit
WE ASKED 100 FMs…
50% many local authorites would benefit from more outsourcing
Should local authorities be considering more outsourcing of services? Plenty of correspondents expressed strong views on this particular topic While plenty were in favour, one FM echoed the thoughts of many – that care would need to be taken with any newly outsourced service to ensure a quality service was maintained. “Most practical services can and should be outsourced to the most efficient and effective providers. There is no reason why a council should need to directly build or repair roads and property, operate libraries, residential homes or schools for example,” he said. “All services can be outsourced,” said another FM. “Savings could be achieved by more regional arrangements, for example with waste management, road
maintenance and social services. The biggest barrier is the long-held belief that councils can do things better, but evidence suggests they are inefficient and obstructive.” For one respondent, outsourcing has had major positive results, with an expert able to offer expertise honed in the private sector for a public service. “Here in Portsmouth the local council outsourced highways maintenance to Colas, and I must say the roads in and around Portsmouth are greatly improved. Rubbish collection is also outsourced and I believe that this service is also first-rate with no missed days and very few missed bins from my experience. Of course,
like all outsourcing, you get what you pay for, and management of the contract and working in partnership is vital – but here it seems to work,” he said. Another FM agreed that outsourcing can have its merits, but that any decision must not be made arbitrarily. “There is definitely scope for
46% There are no services that could not benefit from outsourcing
more outsourcing, particularly across local authorities to betterleverage the size and scale of the organisations. That does not mean services should be outsourced, just that there needs to be a clear business case and demonstrable benefits for doing so.” Read this article in full at www.fm-world.co.uk
20 per cent cut in office space predicted for 2020 IT decision makers expect to be providing for 20 per cent less office space by the year 2020. In a study conducted during August and published by Citrix – a company specialising in mobile and cloud technology – desk-to-worker ratios are predicted to go as low as six desks for every 10 workers
in Singapore, the Netherlands, the US and the UK. The highest desk-to-worker ratios will be in Japan (8.77) and Germany (7.90). The Citrix ‘Workplace of the Future’ report is based on responses from 1,900 senior IT decision-makers in 19 countries, suggesting that a third of people
(29 per cent) will no longer work from traditional offices. Commenting on the report, Mick Hollison, vice president, integrated marketing and strategy for Citrix, said: “Organisations are encouraging people to operate outside of the traditional workplace on their own personal devices to improve
the bottom line – making the organisation more responsive, improving productivity and reducing the cost of real estate and device management. The winners will be those that get the people management and culture right to empower the workforce of the future.”
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US budget cuts could threaten FM companies GRAEME DAVIES email@example.com
The world’s attention will soon be fixed on the US presidential election, with coverage of Republican challenger Mitt Romney’s tilt at Democrat incumbent Barack Obama likely to dominate the news in the coming weeks. But behind the hype, the US economy faces a serious challenge in the form of the impending ‘fiscal cliff’, from which FM operators in the country are far from immune. This could cause serious damage if the two main political parties are unable to form
a consensus in budget talks, which will intensify once the presidential race is over. The ‘fiscal cliff’ refers to the automatic spending cuts and tax rises built into the US government budget by the Budget Control Act. This was enacted in the wake of last year’s embarrassing game of brinkmanship between the Republican and Democrat lawmakers of Capitol Hill that saw the US come close to defaulting on its monster budget deficit. If lawmakers fail to agree on how the US will cut its budget deficit (and huge differences of opinion exist in how this should
be done) then automatic ‘sequestration’ will kick in next year, which will enact $109 billion of budget cuts across the board from 2 January 2013, according to the White House’s latest calculation. This will affect all areas of government, and has been described by the White House as a “blunt and indiscriminate instrument” and “not the responsible way for our nation to achieve deficit reduction”. The depth of the budget cuts is reflected in the fact that defence budgets will be slashed by 9.4 per cent and domestic government activities by 8.2 per cent. Some analysts have forecast that the cumulative effect could wipe more than 4 per cent off US gross domestic product and plunge the US economy back into recession in quick fashion, despite the best efforts of the Federal Reserve’s recently announced round of quantitative easing. And the $109 billion is merely a first
NEW BUSINESS Orbit Housing Association has signed up Seddon Property Services for a 10-year painting and repairs contract. The £20 million deal is for maintenance in the association’s east and south regions. It will include redecoration work and pre-painting repairs for around 16,500 homes in Kent, East Sussex, Surrey, south London, Norfolk and Suffolk. The contract, which includes the option of a five-year extension, will enable Seddon to create 20 new jobs. Mitie has expanded its contract to provide technical facilities management for car manufacturer 10| 4 OCTOBER 2012| FM WORLD
Vauxhall in a new five-year deal. The £20 million contract adds work at Vauxhall’s plant, head office and heritage building in Luton to its existing work at the at Ellesmere Port plant. Mitie will provide services including reactive breakdown and planned preventative maintenance, and fabric maintenance. Norland has won a maintenance contract with Southampton Solent University. The deal covers the university’s 32 academic buildings and eight halls of residence in central Southampton and at its Warsash campus. The company will deliver
mechanical and electrical engineering services, fabric, planned and reactive maintenance, and provide an out-ofhours helpdesk. The Football Association (FA) has awarded OCS the contract to provide facilities management at its National Football Centre in Staffordshire. The five-year deal means OCS will supply M&E, catering, front-of-house, security and cleaning services at the St George’s Park site in Burton-on-Trent. ISS Facility Services has won a contract with London City Airport (LCY) to provide employee dining. ISS will serve freshly prepared meals in the hangar restaurant for staff working both land-side and air-side. Compass Group has been awarded a contract with high-street retailer Beales, worth £12 million. The group’s UK & Ireland in-store division will manage 22 public-facing cafés and restaurants across Beales’ stores.
tranche of cuts which could, if political consensus is not reached, top $1 trillion over 10 years. While no-one expects this almost incomprehensible figure to ever be realised, the situation threatens to reach crisis point with little or no consensus in prospect at this moment. Both sides of the political divide agree on the need for budget cuts but still differ considerably on the means of reducing the deficit. For businesses operating in the US – and a good number of UK outsourcers and FM operators are active there – the future is worryingly uncertain. In the short term, if automatic budget cuts kick in, there would be considerable threat to businesses that rely on government contracts. In the longer term, once the dust settles there could, of course, be more outsourcing of government services in a bid to bring costs down so opportunities could emerge. But even for companies that don’t rely on the largesse of the US government, the potential blow to the US economy and the likelihood that it would tip back into recession in rapid fashion would probably hit business confidence hard with a knock-on effect for businesses that have significant US operations. Certainly, there is unlikely to be any great movement on budget talks until after the presidential election on 6 November, at which point the make up of the US Congress may also change. This would leave around six weeks or so of political horse-trading for the US to avoid what could be a hugely damaging budget fiasco. Whatever happens, budget cuts are coming, but the severity of them remains open to significant debate. Graeme Davies writes for Investors Chronicle
Dutch pension fund buys into UPP Dutch pension fund PGGM Infrastructure Fund 2010 has acquired a 60 per cent stake in student accommodation business UPP Group. PGGM acquired the majority stake from funds managed by Barclays Infrastructure Funds Management for an undisclosed amount. UPP provides on-campus student accommodation infrastructure and specialist asset management services to the UK higher education sector. According to a statement from UPP, “the deal shows the confidence from long-term institutional capital in the
Shield Guarding’s new MD Sean O’Shea, chief executive at UPP
sector and partnership model. “The co-operation between leading Dutch pension fund service provider PGGM and UPP provides an excellent basis for the company to strengthen and grow its portfolio by providing a stable long-term capital base. “This deal provides a strategic fit with our business model and provides a strong platform for future growth,” said Sean O’Shea, chief executive officer of UPP. “UPP has an excellent market position and we are supportive of its strategy,” said Henk Huizing, head of infrastructure at PGGM. PGGM provides pension management, integrated asset
management, management support and advice to its institutional clients. It works on behalf of six pension funds, managing about £100.2 billion UPP has invested £1.4 billion in the higher education sector and plans to invest a further £1 billion over the next two years, according to information provided by the company. UPP generated earnings before interest, tax, depreciation and amortisation of £46 million for the past financial year. It has won a £230 million contract with Reading university this year, to manage over 4,000 student accommodation rooms.
ISG revenue up despite profit dip Profit has dipped for Interior Services Group (ISG), although revenues rose and its order book remains stable. Group revenue for the year ended 30 June was up 9 per cent to £1.28 million (2011: £1.17m). Underlying profit before tax was £7.5 million, down from £12.4 million for year ended 2011. The group order book was marginally ahead at £760 million (2011: £750m), with private sector contracts making up 81 per cent of business, versus 78 per cent last year. ISG also reported lower profits in the UK, reflecting a challenging economic environment, the company statement said. The UK order book was up www.fm-world.co.uk
David Lawther, chief executive of ISG
7 per cent to £182 million and revenue was maintained at £347 million (2011: £342m). However, UK operating profit slumped 19 per cent to £6.5 million (2011: £8m). Within the UK, the London office fit-out market remains competitive, although projects have been smaller in size, the report noted. ISG has seen
increased revenue coming from data centres. Target growth sectors are data centre, hospitality, high-end residential and international retail markets. Earlier this year, ISG signed a £100 million deal to build and fit out a data centre for financial services provider Santander. “Our strategy to diversify our business positions us well for the period ahead, albeit in a market that will continue to challenge the industry,” said David Lawther, chief executive of ISG. “Our entry into service lines will underpin further growth in target areas, as will our focus on broadening the number of companies we work for.”
Shield Guarding, a wholly owned Topsgrup company, has appointed John Roddy as managing director. Roddy has more than 20 years in the security sector, beginning his career as a detective with the CID and Regional Crime Squad within the Greater Manchester Police. As general manager at Reliance Security Services, he was responsible for operational services across the Midlands and the northwest of England, with a £55 million portfolio.
Kier profits inch upwards Construction and hard FM provider Kier reports profits up 2 per cent to £70 million for year to 30 June 2012. Kier has also secured 95 per cent of the construction division’s targeted revenue and 91 per cent of the services division’s targeted revenue for 2013. The order book stands at £4.3 billion (2011: £4.3bn). Revenue for the year at £2.07 billion was slightly lower than last year (2011: £2.18bn). Kier Group chief executive Paul Sheffield said the group “is responding well in the current market and has achieved another solid set of results for the year”. But trading conditions will remain demanding in Kier’s core markets for some time, he said.
Aramark FM on exec team Aidan Bell has joined Aramark’s UK executive team to drive the company’s growth plans for its FM operations. Aramark’s UK chief executive Andrew Main said: “Facilities management services already account for around a quarter of our UK revenue and we see a great future for our efficient, friendly and expert FM capability.” Bell was previously a director at Balfour Beatty Workplace. FM WORLD |4 OCTOBER 2012 |11
MPs call for list of high-risk public service suppliers MPs have called for a “high-risk register” to list suppliers that have failed to deliver public services. The recommendation from the House of Commons Home Affairs Committee is one of the conclusions of a report into security firm G4S’s contract for the London Olympics. The committee said that the firm must bear the cost of its failure to provide adequate security for the event and forego its £57 million payment. It added that the company should pay applicants who successfully completed the training and accreditation process, but did not end up working.
May Gurney faces job cuts G4S failed to provide enough staff at the London 2012 Olympics
It also said that armed forces personnel should be considered as possible security providers for future events from the outset, rather than just a backup. The committee also recommended the government should maintain a register of highrisk companies to inform future procurement decisions. Keith Vaz, chair of the committee, said: “The taxpayer must not pay for G4S’s mistakes. G4S should waive its £57 million management fee and compensate its staff and prospective staff, which it treated in a cavalier fashion. Its decision not to bid for Rio 2016 is the right one.”
He added: “The government should learn lessons from this experience and establish a register of high-risk companies that have failed in the delivery of public services.” In a statement responding to the report, G4S said that it expected to make a loss of around £50 million on the contract. It said: “As explained by both G4S and LOCOG to the committee, the £57 million ‘management fee’ is not a profit. It relates substantially to real costs that have been incurred, such as wages, property and IT expenditure. The final financial settlement is currently under discussion with LOCOG.”
Balfour wins Scottish crime deal The Scottish government has awarded Balfour Beatty a £31.5 million contract to fit out the new Scottish Crime Campus in north Lanarkshire. Balfour will manage the fit-out, supply chain and contracts for the work, which will begin next summer. The project includes the fit-out of four blocks surrounding a large central atrium, together with the construction of a gatehouse and a ground-source heat pump building. Externally, it will undertake all hard and soft landscaping works, along with the completion of perimeter security fencing and access gates. 12| 4 OCTOBER 2012| FM WORLD
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Scottish crime campus (artist’s impression)
The works packages are being procured through the new Scottish government procurement portal. The Crime Campus will bring together several Scottish lawenforcement agencies into one facility, providing office accommodation, forensic-science
laboratories and high-tech, operation-support facilities. The campus, near the village of Gartcosh, east of Glasgow, is a key part of the strategy to tackle serious organised crime, according to the Scottish government. Agencies are expected to begin moving in by the end of 2013 and, eventually, around 1,100 people will work on site. There will be specialist accommodation for the Scottish Crime and Drug Enforcement Agency and its partner agencies, including parts of the Crown Office and Procurator Fiscal Service, the Serious Organised Crime Agency and HM Revenue and Customs.
Services group May Gurney is consulting with staff about the future of 250 jobs in Scotland. The move comes after long-term client Scotia Gas Networks (SGN) said it planned to reduce the amount of work it outsources to May Gurney, which carries out work on gas mains for the network. The consultation affects staff in Aberdeen, Dundee and Falkirk. The company said it was working with SGN to keep the impact to a minimum and that it had agreed the retention of some mains replacement and all new connections work in the north east of Scotland until 2014. However, in a statement, May Gurney said there would still be a significant reduction in work and staffing requirements.
Growth in energy services Global spend on outsourced smart-building managed services will quadruple from $291 million this year to $1.1 billion by 2020, a US research firm estimates. The drive by property management companies and buildings owners to get the best possible efficiencies from their estate is still in its infancy, according to the report Smart building management services, from Pike Research, based in Boulder, Colorado, and part of risk management business Navigant Consulting. Many building owners and managers have installed building energy management systems. But their sophistication can be beyond the capabilities and resource levels of a building’s operating or maintenance staff, the report said. Consequently, outsourced smart building managed services are growing in demand as a means of solving energy management issues. www.fm-world.co.uk
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0800 169 0863 www.randstadcpe.com/fm FM WORLD |4 OCTOBER 2012 |13
FM EVENT THE FM EVENT 2012
THE MAIN EVENT
With a focus on education and networking, The FM Event, held at London’s Olympia, will be an influential forum for learning and debate
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he FM Event (formerly Total Workplace Management) will be held on 10-11 October at London’s Olympia exhibition centre. It is co-located with three complementary shows, enabling FMs to take advantage of other programmes on offer. The Total Workplace Management conference, which ran for more than 20 years, traditionally focused on education. The FM Event intends to continue this emphasis on increasing knowledge within the industry, while also facilitating networking. The event’s education sessions have been designed to address topical issues faced by facilities practitioners. The FM academy seminar theatre will
play host to panel sessions with leading speakers on issues such as compliance, security, risk management and cost control taking place across the full two days of the event. A popular feature in the programme is bound to be the ‘Women in Facilities Management’ session. Taking place on the Thursday, this session will explore the concept of the inclusive workplace and will be chaired by Julie Kortens, head of corporate services, Channel 4, and the new chairman of the BIFM’s Women in FM special interest group. Additional keynote speakers include Bernard Amos, chief executive, Hellistrat Management Services and Mandy Keepax, head of FM (offices, store cleaning, www.fm-world.co.uk
NETWORKING HUB New to the FM Event, the networking hub will host networking sessions, roundtable events and industry briefings. The FM Event is only open to senior level directors, chief executives and heads of department within facilities management or property and estates management. To attend the networking hub, you must first register to apply for your place. You will then be contacted by a member of the FM Event team in due course if your application has been successful. If you meet the criteria above and would like to be considered, please register for the event and apply at tinyurl.com/networkinghub
THE FM ACADEMY 2012 A two-day programme at the seminar theatre will provide a variety of educational content: Wednesday 10 October 10.15 - 10.30 Welcome address – Ismena Clout, chairman, BIFM 10.45 - 11.15 Achieving zero waste to landfill – Bernard Amos, chief executive, Hellistrat Management Services; Mandy Keepax, head of FM, Marks & Spencer 11.30 - 12.00 Desk space utilisation – Barry Horgan, Excel IT 12.15 - 13.00 Automatic fire alarms – Graham Ellicott, Fire Industry Association chief executive 13.15 - 14.15 The FM skillset – Liz Kentish, BIFM; Tom Robinson, Mitie; Mark Smith, Telereal Trillium; Don Searle, Catch 22 14.30 - 15.00 Commercial structures in FM – Derrick Tate, PWC Real Estate Advisory 15.15 - 15.45 How safe are your fire doors? – British Woodworking Federation certifier
Thursday 11 October 10.15 - 11.15 Vacant property – Ashley Rogers, chair of BIFM members council; Pauline Ledford, Telereal Trillium; Mark Cosh, SitexOrbis
waste and pest control), Marks & Spencer, who will give a detailed account on how to achieve zero waste-to-landfill, which formed part of the retail groups awardwinning ‘Plan A’ initiative. A new feature at this year’s event is the networking hub. As well as the BIFM, a number of associations complementary to the FM sector, including the Chartered Institution of Wastes Management, Royal Institution of Chartered Surveyors and Facilities Management Association, will be hosting breakfast, lunch and afternoon briefings designed for targeted networking. FM For further information about the FM Event and its co-located events, or to register for free entry to all events, please visit www.thefmevent.com.
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EVENT GROUP By attending the FM Event, you will also get access to these co-located exhibitions: The CIBSE conference and exhibition – dedicated to building services and professionals www.buildingservicesevent.com Global security summit London – technological exhibition, combined with debate and discussion events www.globalsecurity-summit.com Energy solutions – exhibitors presenting the latest technologies in the field and an opportunity to keep up to date with the latest developments in the industry www.energysolutionsexpo.co.uk
11.20 - 12.15 Debate – FM and the economy 12.20 - 13.00 The inclusive workplace – Julie Kortens, head of corporate services, Channel 4, & chairman of WiFM SIG 13.05 - 13.35 Out of the Tummel – Neil Usher, General Manager Group Property, Rio Tinto 13.45 - 14.15 Retrofitting PV – Robert Woolston, Bauder 14.55 - 15.25 Developing skills – Asset Skills
STAND E120 – BIFM & FM WORLD The BIFM and FM World invite all attendees to meet their teams and find out how they are advancing the FM profession. It’s a great chance to find out how to get more involved with the institute. BIFM Training will also be on hand to talk through the training options available.
FM WORLD |4 OCTOBER 2012 |15
FM EVENT CORENET GLOBAL 2012
EMOTIONAL RESPONSE At this year’s CoreNet Global summit, delegates discussed, among other things, the need for ‘emotional intelligence’. Martin Read reports
or the five hundred or so corporate realestate professionals who assembled in London’s Park Plaza Riverbank hotel in September, an opening session from Bill Benjamin on the power of ‘emotional intelligence’ and its impact on leadership development seemed to resonate throughout the rest of the programme. Session leaders commented frequently on how relations between, IT, HR and marketing within CRE could be boosted by adding some emotional intelligence to the mix. The summit, titled ‘RE-Imagine: Re-orient, Re-ignite, Re-invent’, encompassed everything from macro-economic factors down to the managerial issues invoked by the social media boom. In a session called ‘Avoid becoming a commodity:
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the evolving relationship of procurement and CRE’, delegates discussed the potential impact of bid consultants in helping to manage the CRE service contract procurement process. The role was seen by some as ‘bridging the gap’ between procurement and CRE; others felt it represented service suppliers, accepting that in the absence of an educated client and procurement team, bid consultants could play a positive role. The structure of key performance indicators for property services was also discussed, with delegates speaking about the need for KPIs to include some “less formal” elements, driven less by metrics than “how it feels - does the level of service feel good to those receiving it?” Some delegates suggested that CRE needed to be “bettereducated about what procurement
can bring to the process”, and that not enough time was given over to this critical relationship.
Bringing it back home The impact of ‘re-shoring’ of production facilities also came under the microscope, in a session considering how macroeconomic factors such as wage inflation in India and China was leading indirectly to Western manufacturers re-locating production back to Europe. Wage inflation in the developing economies meant constant staff turnover and training, not just at the companies themselves but also the critical suppliers in their supply chains. Examples were given of companies like Philips and Adidas relocating production from China to the Netherlands and Germany respectively. However, this re-shoring trend was dependent on sector, with service companies most likely to relocate back to Europe, and those with production facilities considering a trade-off with the cost of transport and other factors. In a session which focused on the value of FM and the CRE function to the wider organisation, Barry Varcoe spoke about the results of CoreNet Global’s year-long Corporate Real Estate 2020 research project. “Service providers who don’t stick in silos, but instead give a broader perspective, will be the ones that do best,” said Varcoe, who also predicted that the third estate [facilities used by mobile and flexible workers, but not directly owned by organisations] “will become a pro-actively managed part of an organisation’s CRE ecosystem.” Looking ahead to 2020, Varcoe painted a picture of service providers moving ever-closer to their clients. “How will service providers adapt? They will consolidate even more; there will be greater alignment to make sure
that procurement is integrated within the overall process; commercial models will become more value-based.” In a lively Q&A, delegates bemoaned CRE’s typical status in an organisation and its lack of ‘strategic enabler’ status. “We haven’t made a convincing case about how we add value to an organisation,” said one. “We’ve shown that we address risk issues, but have we proved that we make a sustainable contribution to the organisation? No.” Another delegate argued that, “we will only become strategic when we can offer sustainable differentiation to the business.” Indeed, the question “how do we prove that we add value” was a constant refrain in this and other sessions across the two days. In an brief discussion on flexible working, delegates discussed the cultural difference between Europe and Asia; in the latter, it was suggested, people were “much happier with hierarchical structures”, and that, subsequently, the introduction of flexible working would need to be handled differently.
The social factor Delegates had been invited to rate sessions via a specially designed ‘app’, and this being 2012 it was almost inevitable that the closing session would focus on the impact and value of social media. In her closing session, Gina Schreck, president of Synapse Consulting, attempted to convert sceptics who believed that the ‘noise’ generated by social media had little relevance to their roles. Most valuable was the open discussion about lesser-known social media tools, as delegates shared experiences about collaboration services such as Yammer and Atizo. The next CoreNet Global EMEA Summit takes place between 9-11 September 2013 in Amsterdam
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FM OPINION THE DIARY COLUMNSIMON FRANCIS
Simon Francis is senior facilities manager at the University of the Arts London
“WE ARE OFTEN THE FIRST AND LAST REPRESENTATIVES THAT OUR STUDENTS ENCOUNTER DURING THEIR DAY” DELIVERIN G TH E BEST S ERV I CE TO T H E CUSTO M E R
ur new diarist Simon Francis works at the University of the Arts, London. Here be explains how students are expecting more bang for their university buck, and how FM can help
The start of any academic year at the university brings with it a new set of challenges, but this year my team will be challenged more than most. Now we have to be prepared for a significant increase in the expectations of students as a result of the rather contentious introduction of full student tuition fees. Our students are now fullfee paying customers and, as such, the level of service they expect the university to deliver has been raised accordingly. In my role as senior facilities manager for the University of the Arts London, I am responsible for
an in-house team of eight managers and 52 front-line staff, the majority of whom carry out a combined security, front-of-house and portering service. We are often the first and last representatives that our students encounter during their day and, as such, have a responsibility for setting the tone of their daily educational experience. There is an expectation that our students, now paying a significant sum for our services, will demand an improved level of service. This mantra of delivering more for less is one that most of you in
the industry will be familiar with. While to many of my team on the front line it may feel that this is a sudden jolt into a quasi-private sector mentality, it is a challenge we have been working on for well over a year now as part of a change project, entitled PACE. (People, Attitudes, Customers, Excellence). This project is focused on delivering continuous service improvements to our customer facing functions, paying particular regard to the student experience. In practice, this has meant a lot of time spent considering the impact of all the services we provide (and perhaps more importantly, how we provide them) on the day-to-day experiences of our students. We are engaged in a series of interventions to our buildings as part of this project (such as
refurbishments of some of our receptions). We have found that by giving serious thought to how our service delivery affects the student experience, we can make a real improvement in customer service by taking a series of no or low-cost measures. I am taking every opportunity to ingrain in my staff the importance of providing a positive experience to those entering our buildings; for example, a simple smile or ‘good morning’ is now the norm, where a non-committal grunt may have been forthcoming before. If there’s one thing we can take from the success of the Olympic Games Makers, it’s that cheerful, enthusiastic and knowledgeable customer service can have a significant impact on the perception of service delivery.
BEST OF THE WEB Views and comments from across the web With money being tight for most businesses, do you think stringent budgets are educating the workforce to be more resourceful, or will businesses be more wasteful? (BIFM LinkedIn group) Dan Skipworth-Michell: Crippling budgets won’t educate to be resourceful, but incentivising innovation might. Bill McHenry: The FM community are rarely afforded anything but 18| 4 OCTOBER 2012| FM WORLD
stringent budgets in good times or in bad. My own experience is that this makes them more resourceful and better stewards of the funds available. It also encourages a level of enterprise and continuously asks them to provide new solutions to old problems. FM budgets will always be the subject of the first line of cuts simply because they are easier to garner. The good FM will have
worked very hard to make sure that everyone in the organisation understands that we are offering full value for money. Do FM professionals have a good technology background and understand the technologies that are being integrated into the built estate these days? (BIFM LinkedIn group) Wayne Connors: From a systems integrator point
of view, it is a challenge to keep up to date with technological advances. Our feeling is that a good FM professional should have a basic understanding of all areas, but be surrounded by a good team to rely on when needing a more in-depth understanding or assistance. Mike Gillespie: Who looks after the technology in these smart buildings, the FM team or the IT team? Dave Thomas: I would
imagine the total responsibility would lie with FM. IT seems to be becoming more and more blinkered, only supporting products that are on a narrowing list of ‘approved’ software and want nothing to do with peripheral systems. I had great difficulty in persuading them to allow me to put a server in their server room, networking the security doors, and providing connection off site. www.fm-world.co.uk
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FMWORLD BLOGS Building information modelling (BIM) is a bit like Marmite… Tim Oldman, founder and managing director, Leesman Index Building Information Modelling (BIM) is a bit like Marmite – you either love it or you don’t. But if you work in property and construction and you’re concerned with managing workplaces then you need to know about it. While it is important to stress that BIM is only a process, fundamentally, the idea is all about data. I am unashamedly a fan of data. After all, more data is the key to creating a more effective workplace and yes, BIM gives you loads. But large amounts of data is only useful when it is understood and contextualised. Right now, there is a sense that the industry is measuring the technical performance of a building just because it can – and not doing it with clear and specific aim in mind. To create an effective workplace you have to determine what work will be done in it, who will use it, what kind of people they will be, and what atmosphere they find most productive to work in. Feedback from the end-user will generate data that will be vital in creating the three-dimensional, real-time, dynamic model for designers, engineers, architects and facilities managers to test. Professionals up and down the built environment supply chain are evangelising about the benefits of BIM. They are right to do so. And they are right to argue that it can only successfully deliver its potential if BIM is a process embraced by the entire supply chain as an integrated team. But the rush to measure everything and apply technology means there is a risk of de-humanising the built environment. The BIM process needs putting into a context and that means interacting with the people who will be in these workplaces. Built environments should be designed from the inside out, with people at their heart. To understand people you have to ask them what they are thinking and how their spaces are performing – this is the context against which you apply the big data. Read the full article at: bit.ly/OIGQfr
Understanding the demands of FM recruitment Peter Forshaw, managing director, Maxwell Stephens Open jobs can be a nightmare if you’re the one responsible for trying to fill them. As a result, it’s important to understand what FM recruitment truly entails. From creating a job description to posting the listing for the job, it’s all about finding the right candidate. Unfortunately, finding the right candidate can take you a lot longer than you may have. Facilities management recruitment truly starts with where you decide to post your listing. This can be done online, offline, internally and with various industry-related publications. You can post with all of the above or just a few. The more places you post the open job, the more applicants you will get. Once the CVs start pouring in, you will need to go through them relatively quickly. The faster you act, the better chance you have of seizing up the most qualified before another company finds them and presents them with a job offer. The average person looking for work is submitting multiple applications at a time. The act of going through these CVs is what makes facilities management recruitment a nightmare. You may have thousands of applicants looking to fill the position. It is for this reason that many companies choose to hire a recruitment company to handle the process. This way it’s professional recruiters going through the CVs, not you. Read the full article at: http://bit.ly/UUaBd8
FIVE MINUTES WITH NAME: Matthew Wailing JOB TITLE: Director, Cordless Consultants
The fact that bring-your-own-device (BYOD) is being discussed shows that knowledge workers are demanding greater flexibility and mobility in the workplace. There is little need to bring your own mobile device if all you want to do is sit at the same desk every day to “do your work”. The rise in BYOD has impacts for the workplace, both spatial and technical. From a space perspective, if staff wish to work in a more agile manner, with greater mobility both in and out of the building, a range of spaces should be provided to accommodate different work styles. It is no longer just a choice between working at a desk, a meeting room or a kitchen breakout area. Instead, there are a variety of settings that can be used according to need. BYOD doesn’t mean the end of the PC, far from it. In some cases BYOD can mean bring your own laptop (BYOL?) Specific mobile device choice, content delivery and security management tools aside, there are two key infrastructure considerations for BYOD; power and data. BYOD means different things to different people. For most companies it is a policy that allows staff to connect their own phones or tablets to a company network for use alongside corporate devices such as laptops, for others it is much more. There have been well publicised examples of companies that instead of providing a standard company device, issue staff with a budget to buy their own device and accompanying service contract and then deliver content to this securely via the cloud. If staff can buy a suitable device for less than the allocated budget they keep the change – but if they want to by the latest diamond encrusted ultra book, they can make up the difference. FM WORLD |4 OCTOBER 2012 |19
FM FEATURE INDEMNITIES ??????
ay the words “security contract” and people, unfortunately, think “G4S”. The unseemly mud-slinging match between the government and G4S over exactly what proportion of the £236 million Olympic security contract it should receive – on top of the £90 million already paid up to the point when its inability to deliver became clear in July – has brought the issue of FM contracts firmly into focus. The precise details of that contract remain confidential, but one issue that is doubtless being pored over by lawyers on both sides is that of indemnity clauses contained within the document. These clauses are designed to protect customers against financial or other losses incurred as a result of the suppliers’ negligence. In recent years, there has been a marked move towards more draconian and broader indemnity
clauses, says Paul O’Hare, a partner at Kemp Little LLP and legal director at the National Outsourcing Association. “It’s been a trend in outsourcing contracts for the past six or seven years, emanating from a number of the really large public sector contracts,” he says. “The national programme for IT contracts contained what most suppliers viewed as very draconian indemnities. Many felt that they were effectively becoming an insurer of last resort. It’s very common now in the financial services sector and it’s spilling into the outsourcing market more generally.” This is certainly something that resonates with Chris Dodd, company secretary and head of the legal team at OCS, and himself a trained lawyer. “The general theme would be that suppliers are now required to take a lot more risk,” he says. “Any contractor who knowss what tthey’ree talking
g panies are usin m o c y rv e n , ate economic clilm Nick Martindale finds the in a rt e c n u n a n IIn ir risk. But e th t u c rst casualty fi to e s th ie it n n e ft m o e d is in hip plier relations p u s re m to s u c 20| 20 SEPTEMBER 2012| FM WORLD
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“Any contractor who knows what they’re talking about would say that an indemnity, in principle, is not unreasonable”
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FM FEATURE INDEMNITIES NICK MARTINDALE
about would say that an indemnity, in principle, is not unreasonable, but that it should be focused on specific fundamental risks rather than a very broad, general indemnity that covers any breach of contract. What you often see now is a limitation that excludes the indemnity, which becomes very problematic if the indemnity itself is too wide,” he explains. “We very frequently see contracts where the indemnity is so wide that it effectively leaves suppliers in a position where liability is unlimited.”
Wrong tool for the job?
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Traditionally, indemnities would be used in limited circumstances to deal with particular issues, says O’Hare, where customers have no control over their impact. “The sorts of liability that it has traditionally been used for are claims that a piece of software or technology infringes a third party’s intellectual property rights, or tax liabilities,” he says. “You sometimes see them in cases relating to death or personal injury that are caused by negligence. But a lot of the drafts that are put forward by customers now start off on the premises that every type of liability should be backed up on an indemnity basis.” There are other specific measures that could legitimately be covered by indemnities. Protection against TUPE claims from employees in the event of contract termination is one, suggests Nigel Draper, director of procurement consultancy Sorsco and
former procurement director of Allied Bakeries. “You clearly want that because otherwise the law says it doesn’t matter how bad the supplier is or whether you like them or not, you have a legal liability to take on those people’s employment benefits,” he says. “But with other things that mitigate against risk, you have to be more pragmatic. With poor performance, if a supplier breaches, you don’t pay them. It’s inconvenient, but it’s less inconvenient than trying to hold a supplier to some issue resolution process.” The question as to who is driving this trend is something of a moot point. O’Hare lays the blame at the door of “over-zealous lawyers”, chiefly in failing to highlight to clients the risks associated with such clauses. “It’s probably been a case of lawyers explaining the benefits of indemnities and then asking their customer if they would like to extend it beyond intellectual property infringement to data protection and then breach of confidentiality claims,” he says. “What lawyers should be doing is managing the expectation and saying that there are certain things that indemnities are appropriate for, but that it’s not realistic to expect an indemnity for everything.” But Phil Walton, a partner in the commercial department of Mundays LLP, says customers must take their share of the blame too. “Anything like this must be customer-driven,” he says. “We lawyers can suggest changes to contracts, but the customer www.fm-world.co.uk
instructs the lawyer, not the other way round. I’ve been in meetings with companies where they have said they’re not willing to go that far because it’s too aggressive and others who say they want the best protection possible because they’re not willing to take a risk. Who is to say either is wrong? But I do advise clients that there has to be something in it for both sides, otherwise the contract is doomed to fail.”
A victim of FMs own success There are sound reasons why customers might want to seek as much protection as possible, whether this is driven by in-house or external lawyers, procurement departments or in-house FM practitioners. Helena Ohlsson, former global facility manager at IKEA and now director of ohlssonglobal, suggests more stringent contract terms are simply a sign of a maturing industry. “It’s a natural progression as facility management is becoming recognised as crucial to the success and sustainability of the core business,” she says. “Many organisations put critical services into their FM scope, such as IT, energy, risk and security, and failure to deliver those services successfully can cause the organisation great harm. Indemnity clauses are a way for the client to make clear to the supplier the potential risks, and make the relationship more equal. In a partnership, both parties must be in it together. This could perhaps be seen as an attempt, for good or bad, to put a price on trust.” Others, though, argue that shifting the balance too far towards the customer can not only jeopardise effective relationships, but even deter suppliers from seeking to add value in other ways. “As contractors, we yearn for the ability to add value to the contract negotiation process and by that I mean generating additional benefits for both sides,” says Dodd. “Our favourite contracts revolve around things like gainshare where we can really help the customer. Very onerous contract terms are a very crude tool for trying to drive best value.” Eventually, such a situation can be damaging to customers, argues Draper, in that it stifles an atmosphere where innovation can thrive. “If you build all that risk mitigation into a contract, you take no risk, so there is no reward,” he says. “It wasn’t that long ago that there were a number of organisations that were proud they had no contracts with suppliers. It would be almost blasphemous to say that now.” The irony is that the use of tough indemnity clauses only gives a false sense of security anyway, he adds, as many customers will be reluctant to take on potentially expensive legal cases. Suppliers do, of course, have the right – in theory – to negotiate contracts with customers, and often what are presented as “standard” terms www.fm-world.co.uk
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and conditions are expected to be challenged. “We have detailed discussions around what particular contracts mean for us in terms of risk,” says Dodd. “It’s fairly rare for us to say that the risk is so large that we’re not going to accept the contract, but if you have an open-ended indemnity without a limitation that’s very disadvantageous. If you then compound that with liability for consequential loss, and your customer is in the pharmaceutical production business, so the numbers could be telephone numbers, it’s that perfect storm that would cause contractors to step away.” But while the larger suppliers with in-house legal teams or sizeable resources may be in a position to challenge contract terms or even reject opportunities, this is not always the case for smaller suppliers. “The trouble is that the less sophisticated, smaller suppliers, who maybe haven’t been in the industry for as long, don’t have in-house legal teams and are trying to gain market share, generally take a more relaxed view on risk because they’re keener to meet customer requirements,” says O’Hare. “So a number of smaller suppliers are taking on much greater risk in terms of the scope of the indemnity they sign up to.”
More than one way to skin a cat The current economic climate only makes such circumstances more likely, says Walton. But there are other ways of handling risk without having to resort to all-encompassing indemnity clauses. “You do need indemnity clauses as a fallback,” he says. “But if the customer can be persuaded that a more appropriate way to deal with these issues is through service level agreements, and that is the first area that is looked at when something comes up, then you have a much more sensible way of going about things. I don’t like the attitude taken by some people that the only way to cover something off is an indemnity – it’s not. It’s actually quite lazy.” Ultimately, the risk for customers is either they stifle the ability of the supplier to perform to the best of their ability once the contract has started or, even more significantly, deter them from putting themselves forward for the job in the first place. “It’s a classic supply-demand equation,” says Lionel Prodgers, director of FM advisory body Agents4RM International. “Most companies will go through a bid/no-bid evaluation and the terms of the contract and the ability to negotiate will be one of the assessments that the supply-side makes when deciding whether to bid or not. It’s not uncommon for them nowadays to decide not to bid. In that case the procurers are the losers because they’re restricting themselves to less-capable suppliers that are prepared to accept more draconian contract terms, to no actual benefit in the end.” FM FM WORLD |4 OCTOBER 2012 |23
FM FEATURE HORSE GUARDS PARADE JAMES HARRIS
CHANGING OF THE GUARD From a major once-in-a-generation cleaning project to the erection of a once-in-a-lifetime 15,000 capacity beach volleyball stadium, 2012 has been anything but dull for the facilities team at Horse Guards Parade
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ore often than not, when an FM is asked how their work is going, the response is a solitary word: ‘busy’. Yet sometimes this word is simply inadequate to convey the sheer volume and variety of work. For the PriDE organisation providing FM services for the famous Horse Guards Parade at the heart of Westminster, ‘busy’ does little to describe just how much has been going on in 2012. PriDE is a joint venture between Interserve and SSE Contracting, specifically created to manage the Defence Infrastructure Organisation’s (DIO) South East Regional Prime Contract (SE RPC). The SE RPC is one of five regional prime contracts currently active and
being serviced in the UK. As prime contractor, PriDE is responsible for estate management and construction services at almost 100 MoD sites throughout the South East region, encompassing nearly 6,000 buildings and facilities. These include some of the MoD’s largest and most prestigious sites, including RMA Sandhurst, St. James’ Palace, Cavalry Barracks and RAF High Wycombe. “The central London element, which Horse Guards is in, is operated from Wellington Barracks”, explains Carl Reid, north area manager for PriDE. In addition to Horse Guards, this element includes Regent’s Park, Hyde Park, the Tower of London and the Royal Guardrooms. The contract has been in force www.fm-world.co.uk
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since 2005 and in 2011 it was extended for a further three years. Reid explains that at the start of the arrangement, PriDE mobilised sites sequentially in a planned manner to ensure that the transition was as seamless and efficient as possible for the client. PriDE’s directly employed labour is supported by the delivery team at Wellington Barracks. There is additional support through a live supply chain, providing major and minor maintenance as part of a hard FM service. PriDE also maintains the switches, alarms and mechanicals within the guard boxes at Buckingham Palace, the Tower of London and at Horse Guards, as well as lighting, heating and other
hard FM responsibilities. 2012 saw the mobilisation and completion of a large project to clean the Grade 1 listed Horse Guards building. This is not an ordinary building, it brings its own challenges and obstacles, and the timeframe for the project was an issue. The deadline was non-negotiable, a result of annual events that simply could not be rescheduled.
Olympic challenge In fact 2012 was always going to provide a particularly demanding schedule for the team at Horse Guards, with the beach volleyball for the London Olympic Games to be held on the parade square. The team was under pressure to complete the project within a three-month window. “We started
in the first week of January, and finished in the second week of April,” explains PriDE’s project manager Gareth Pryce. “Back in the 1940s they just used sand blasting. They’d get a barrel, fill it with sand and compressed air, and that’s how they cleaned the outside of the building.” This was the only method available back then, and while it successfully removed half an inch of pollution and smog, it also left some of the stonework damaged. Now, as enforced by English Heritage for this type and age of building, a heavy steamclean using a silicone material is required. This patented process, much less destructive on the stone, is known as a ‘Jos and Doff’ system. It’s been used to clean brickwork and façades, FM WORLD |4 OCTOBER 2012 |25
FM FEATURE HORSE GUARDS PARADE JAMES HARRIS
Below: Before and after the big clean of 2012 Right: Tradition is kept up on the parade square
particularly for the removal of surface coatings. The technique uses a combination of heat and pressure, which removes unwanted matter without eroding the underlying surface. Some of the more common challenges associated with cleaning a building of this scale include health and safety, the timeframe and the delicate nature of the stonework. PriDE had all this to deal with – and another, more unusual request. With the scaffolding erected and covering the entire building, the producers of the new James Bond film Skyfall arrived to ask if they could film on site, hoping to have Bond drive through the Horse Guards entrance in an action-packed chase scene. Keen to help out, the PriDE team was then asked by the film’s producers to take the scaffolding down for the scenes. “It took us three weeks to put it up, so we told them it couldn’t be done”, says Gareth Pryce. Instead, the camera crew had to film their scene outside on Whitehall – being careful to keep Horse Guards Parade and its scaffolding out of shot.
No two days Service manager Derek Young is in charge of the day-to-day 26| 4 OCTOBER 2012| FM WORLD
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Derek Young, service manager, Carl Reid north area manager for PriDE Gareth Pryce, project manager (left to right)
operations at Horse Guards. Young has a background in engineering, and has worked his way up with over thirty years’ experience in the FM sector. He has been involved in the PriDE setup for five years, previously working at St. George’s Court. DIO is PriDE’s direct client. Working closely with the military is part and parcel of the job – with the added dimension at Horse Guards Parade and Wellington Barracks of working alongside animals. Reid knows that being adaptable and having top
“The producers of the new James Bond film Skyfall arrived to ask if they could film on site, hoping to have Bond drive through the Horse Guards entrance” www.fm-world.co.uk
FM FEATURE HORSE GUARDS PARADE JAMES HARRIS
“The adaptation of the parade square into a major sporting arena, albeit for two weeks, was one of the more demanding one-off projects for 2012” communication skills is vital. “It’s not a traditional FM relationship; if you take a hospital, you know what the needs are, and they’re constant. When you’ve got a dynamic customer like the Army or the RAF, where their needs are always changing, you need to be flexible to respond to them.” A helpdesk at RMA Sandhurst, which operates on a 24-hour, seven-days-a-week basis, is the central hub for the entire PriDE network. Interacting with other organisations as well as the military is an added complexity. The parade square itself, although used by the Army, is managed by the Royal Parks, and any maintenance or changes to the building must comply with English Heritage’s wishes.
Serving volleyball The adaptation of the parade square into a major sporting arena, albeit for two weeks, was one of the more demanding one-off projects for 2012, with the extraordinary sight of the parade ground, just feet from No.10 Downing Street, hosting the Olympic beach volleyball. “We put in place a joint PriDE and DIO business continuity plan to ensure any risks of infrastructure failure could be managed,” explains Reid. “An example of this was we had standby generators available in case of any major power-supply outages. We knew where we were going to position them and 28| 4 OCTOBER 2012| FM WORLD
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planning was essential so that supplies could be restored as quickly as possible.” During the games, Horse Guards hosted 45,000 visitors every day for a week. The changing of the guard had to be moved across the road onto Whitehall in order to accommodate an athletes’ entrance on the Whitehall side of the building. “We also brought forward some of our planned maintenance to before the event, to ensure it didn’t affect the operation, while security issues were minimised by liaising with the police force”, says Young. There is a sense of satisfaction among the team about the way that PriDE dealt with events at Horse Guards. Reid believes that by working closely with the DIO during events such as the Olympics, “makes you drill down to that next level, makes you more aware; in other words it ‘sharpens your pencil’.” The requirement to fund a large-scale cleaning and repairs project in a time of austerity illustrates the unique nature of the FM challenge and the financial pressure involved; the client’s budget is managed by the Treasury, with close liaison with the Foreign & Commonwealth Office, the Cabinet Office and Downing Street. Considering the year they’ve had, and their achievements, the PriDE team can feel satisfied
BEACH VOLLEYBALL ARENA s one of London 2012’s temporary venues, there were challenges in constructing the largest-ever Olympic beach volleyball stadium. Drivers Jonas Deloitte was brought in to complete the job. With a capacity of 15,000, construction would normally take up to 14 months. But time constraints involving other events that the team at PriDE had encountered meant the construction team could not start its work until 18 June, leaving just 36 days to erect the arena, broadcast facilities, catering and toilets. 15,104 ft of internal fencing, and 9,184 ft of perimeter fencing was used, and up to 100 vehicles and 500 people were working on site. Over 4,000 tonnes of sand was transferred from a quarry in Surrey in order to create the courts. The square also held two practice courts, with a further six practice courts set up in St. James’ Park.
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:
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FM FEATURE 200TH ISSUE MARTIN READ
20:20 VISION Over 200 editions, we have charted the development of facilities management through its practitioners and representatives. So how much has the sector changed since we first published? We asked specialists to look back at the last eight years – and ahead by eight more to 2020 Illustration: Peter Crowther
et’s be clear from the beginning – 2004 to 2012 is a pretty arbitrary period, and we’re not even talking an exact eight years. The first edition of FM World was published in April 2004, so what we’re looking at here is actually a period of 102 months. No obvious milestone, just a neat figure to go with the 200th print edition of our fortnightly title. Yet despite the awkward span of time, it has certainly seen plenty of change: smoking has been banned in all public buildings, restricting the management of that habit to an issue of grounds maintenance. The Waste Electrical and Electronic Equipment Directive (WEEE) directive, and a flurry of other waste and environmental legislation has been introduced against a backdrop of tighter compliance requirements and measurement. Flexible working has emerged as a major catalyst for change in the management and design of the workplace, while the promise of building information modelling is the recognition for the operational importance that FM has always had but has struggled so consistently to prove. Of course, plenty hasn’t changed nearly as much as many would have liked. In 2005 we were talking about “the rivalry between FM and purchasing”. Today that topic is just as relevant, and just as fiercely debated. Similarly, successfully communicating the value that FM offers to the wider organisation still remains as frustratingly elusive as it was in 2004. Yet much has changed to the internal and external perception of FM.
The big issues Back when the smoking regulations were just proposals, London won the right to host the 2012 Olympic Games. 30| 4 OCTOBER 2012| FM WORLD
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Expectations were rife that the scale of the project in east London would allow for some excellent examples of where FM can add value – and so it proved in spectacular fashion. The games themselves are still too fresh in the memory for us to be able to gauge their lasting impact on the profession. But in terms of innovation in design, sustainability of construction and fitness-for-purpose, few would argue that the Olympic legacy from an FM perspective is looking anything less than rock solid. The energy technologies used across the Olympic Park and beyond were indeed cutting edge. What’s also remarkable is just how quickly the extraordinary has become the everyday. Looked at from 2004, the tablet computers and smartphones we now take for granted would have seemed every inch the 21st century sci-fi gadgets we dreamed would influence the workplace. These devices have already had an impact on office fit-out decisions. They www.fm-world.co.uk
Illustrations: Peter Crowther
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FM WORLD |20 SEPTEMBER 2012 |21
FM FEATURE 200TH ISSUE MARTIN READ
In the beginning: the first and 200th editions of FM World; sustainability has become a burning issue (bottom)
“THE FACILITIES MANAGEMENT PROFESSION IS PIVOTAL IF DISABLED AND OLDER EMPLOYEES ARE TO MAXIMISE THEIR CONTRIBUTION” Susan Scott-Parker
get work) with very different expectations of what they need to do these new jobs. And other demographics still define the sector. Back in 2006 we reported that the typical FM was between 40 and 50 with around nine years’ experience. FM was not their first choice of career, and nor had any advice on FM as a career option been received at school or university. Slowly but certainly, this issue is being addressed (indeed, we at FM World are publishing the third edition of our guide to careers in facilities management). Perhaps the most glaringly obvious statistic was that the FMs of 2006 were overwhelmingly male. Today, that is changing. Female FMs are increasingly represented and the BIFM’s Women in FM special interest group (SIG) is one of the institute’s best supported. Indeed, there have been eight BIFM facilities managers of the year since FM World first published; four male, and four female. In just a few days time, one of the sexes will take a 5-4 lead…
Sustainability also open up possibilities for workers to use the ‘third space’ – workplaces other than the office. Mobile working considerations are increasingly important to the real-estate plans of major multinationals. From serviced offices to coffee shops, the flexibility these workplaces offer weighs increasingly on the minds of CRE teams considering what to do about pending lease breaks and indeed lease terms generally. This technological change connects to an obvious demographic factor — the introduction of ‘Generation Y’ into the workforce. The teenagers of 2004 are the graduates and apprentices of 2012, entering the workplace (when they can 32| 4 OCTOBER 2012| FM WORLD
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The concept and practice of ‘sustainability’ surely vies for the title of the most important issue facing FM. But to what extent is sustainability now a mature concept? Can we be proud of the way the sector has changed to adapt since 2004, or are there still fundamental issues that we need to address? Lucy Black is the chairman of the BIFM’s sustainability SIG, which was first established around the same time as the first FM World. “There have been some significant changes since 2004,” she says. “When the sustainability SIG was first setup, it felt like we were very much outside the mainstream, pushing for the issues to be on the agenda
within the profession. Since then we have seen sustainability as the key theme for at least two of the BIFM’s annual conferences, and with more than a quarter of BIFM members signed up to the sustainability network, its importance is clearly recognised.” Lucy believes that the sheer scope of sustainability, and how it underpins all business operations, is not yet fully embedded in the FM function. “There remains a tendency to focus on energy management, which has increased with the influence of the low-carbon agenda. Finding ways to integrate the economic and social aspects of business with environmental concerns remains critical, as
does the need for sustainability to be automatically integrated with all activities.”
Looking to the future When we reach 2020, will sustainability have become successfully meshed into the FM operation? Or is the current torpid rate of economic recovery likely to push sustainability down the list of corporate priorities as organisations re-assess the often sizeable cost of projects? According to Lucy, the national and international carbon reduction targets set for that date could prove to be a wake-up for the industry – if it’s held to be falling short. “2020 is a key year in carbon www.fm-world.co.uk
reduction terms. In the years leading up to it we could see increased scrutiny and regulation from governments reliant on individual organisations to deliver on the targets, leading FMs to focus on their carbonproducing activities.” The obstacle to ensuring sustainability is properly considered in projects is the separation of capital and operational funding, says Black. “When life-cycle costs are considered, many features of projects that fall under a ‘sustainability’ heading make good business sense. However, when investment is separated from operational budgets, the very features that would enable the long-term running costs to be controlled are excluded to save short-term costs. For organisations creating a longterm sustainable business, sustainability in their buildings will play a key role.”
Building services The distinction between hard and soft services in FM has matured over the past eight years, with perhaps an increased focus on the soft side. There’s an argument that the peoplemanagement issues involved in cleaning, security and catering receive more ‘air time’, at the expense of specialist engineering maintenance issues. Yet the need for M&E specialists remains. One change we’ve reported on is the shortage of facilities managers with a solid buildingengineering background. Geoff Prudence, the chairman of the Chartered Institute of Building Service Engineers’ Facilities Management group (CIBSE FM), believes that buildingmaintenance service providers are sometimes moving further afield to attract people with the necessary skillsets. “Getting people with the www.fm-world.co.uk
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VIEW FROM THE CHAIR he BIFM itself has changed considerably since 2004. Here, chairman Ismena Clout looks at how the role of the institute has developed, and the achievements it has had along the way.
It’s eight years since the first FM World, and only two since the last few bricks were put into place in the qualification structure. Does that structure automatically mean a better future for FM, through better choices, made by more informed individuals? It’s the sum of all of these parts. Our profession is relatively young, and it’s through the establishment of a recognised and respected suite of qualifications that we continue to build, strengthen and professionalise the industry. We now offer qualifications from school GCSE to Masters level. This is a first for the profession, and in the long run, it will help entice new talent into the sector and develop the talent within it, accelerating its expansion. Does it mean a better future? Yes, the more educated and experienced FM professionals in existence, the more they can influence the direction of their FM operations. They will, in turn, embed FM culture as a key business discipline, critical for organisational success and growth – reinforcing FM’s place in the economy. National news stories are one of the ways to showcase FM, but one of the problems is in the very nature of our industry. FM operates to ‘enable’ and as such is the ‘unsung hero’, when all is going to plan. It’s when something goes wrong that we are more likely to hit the headlines. It’s through areas such as sustainability and carbon reduction that there is perhaps more potential and interest in what FM can offer. It’s not just a case of the national press either; targeting other channels to raise awareness in other business functions, such as HR, the ‘C’ suite, and finance, is vital. Has what people expect from a membership organisation changed in the last eight years? What do organisations like the BIFM need to be aware of now that perhaps they didn’t need to eight years ago?
Like the FM industry we have to take note of the changing environment around us, notably technology and the way people communicate, find their information and engage. We are focusing on how we can deliver member benefits in a flexible and agile way to meet our members’ needs; at the moment we’re working on a new website and CRMsystem as part of this work. And by listening to members’ needs in our annual membership survey, we can be responsive, for example, delivering online learning, improving our CPD offering. In what way would you say FM itself has truly advanced since 2004? Recognition – both of the value of the sector, and of the contribution it makes to the UK economy. But also, I would say that within businesses themselves, the recognition of the scope of FM, and the need to have experts to manage it, has grown considerably within that time. There is still work to be done here, but when you look back, you can see how far we’ve come. We are working hard at making FM a career of choice from an earlier age – the qualifications are central to this – but also through activities such as showcasing FM at the Skills Show (World Skills UK) in November to educate and inspire a young audience and entice them into FM. Sustainability, flexible working, outsourced services – these are all things that should, in theory, have led to a wider appreciation by the business world at large of facilities management and all it can offer. Have they helped? Flexible working was certainly heavily featured in the press during the Olympics, but how much of this news coverage credited the FM team for making it possible? To an extent, in some organisations, FMs are still too much in the background – they need to be at the forefront, shouting about what they do for business. Situations like the Olympics, where businesses will seek out FM’s expertise, offer a great chance to showcase what we do. FM WORLD |4 OCTOBER 2012 |33
FM FEATURE 200TH ISSUE MARTIN READ
Disability – still a barrier for workers
necessary skills remains an issue,” says Prudence. “Finding good people with a strong building-service maintenance background has become tougher in recent years. We’re seeing outsourced M&E providers, attracting people with backgrounds such as marine engineering or the armed forces – places where they’ve gained a solid background in M&E and controls and operating processes. After all, these are transferable skills and FM is the perfect place for them.” Prudence believes there’s a widening skills gap between engineering and management skills. And while plenty of FM providers are offering training, too few are offering management training specifically around building services. Looking back, Prudence believes that compliance issues, and awareness of them, have helped shape the last eight years. “There is now more appreciation of compliance as an entity in itself that demands effective management,” says Prudence. Perhaps there are more opportunities for outsourced compliance management; but there’s no excuse for a lack of such skills in-house too. Building operational risk management is a key attribute for any successful FM. “Building services are the backbone of all effective building operations,” says Geoff, “that’s why good FM managers are likened to orchestral conductors, facilitating a range of appropriate services at just the right time.”
Contract management Has the way that organisations audit the performance of their FM contracts changed significantly? Phil Ratcliffe of Procore Consulting suggests that while the methodology of audit – via KPIs and SLAs – has not 34| 4 OCTOBER 2012| FM WORLD
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changed over the last eight years, “there is still a lot of confusion as to the definition of these mechanisms”. Ratcliffe believes it would be interesting to ask 100 FM professionals to state the difference between a KPI and a performance measure, between an SLA and a specification. “I wonder how many different answers would you get? The ability of FM service providers to demonstrate that they have delivered their services to the agreed standards they have committed to is still one of the great intangibles in the industry.” Ratcliffe believes that relationships between organisations that outsource FM and their service providers have typically improved since 2004, partially the result of FM workforce mobility: “More people who previously worked for clients now work for FM service providers,” says Phil. “This obviously must help, as they understand the challenges from both sides – and that can only improve respect between the parties.” FM is truly all about the people when it comes to client/provider relationships, says Ratcliffe. “The best partnerships exist between groups of people not companies. The test in these relationships is when people move on or when a true problem occurs. “The ‘contract in the drawer’ is still talked about but this can be misleading. It is inevitable that the contract will ‘come out of the drawer’ when a problem arises. So the client and service -provider relationship needs to be in accordance with the contract so the partnership can focus on the day-to-day running. The courtroom is not the place to find out that partnership is not contractual.” Martin Gammon, managing director for OCS Group UK,
Phil Ratcliffe: “Procurement teams have become more educated
agrees that we’ve seen a shift in the relationship between client and service provider in the last eight years, but looks at it from a different perspective. “The decision-making process has been divested more to clients’ procurement teams over the past few years,” says Martin. “And while procurement has done a fantastic job driving down cost, FM has become increasingly commoditised with more decisions made on cost alone. For example, we’ve recently seen bid criteria 100 per cent based on
price. This potentially strangles the innovation and added value that FM providers have in abundance. We need to see a shift back to focusing on how service providers can add value.” Phil Ratcliffe understands this point of view: “Procurement teams have become more educated and some procurement routes more complex, and that can be both good and bad.” What is dangerous, according to Ratcliffe, is when the procurement route is so complex that it dominates the engagement between the client and service provider, to the point where the complexity confuses the practicalities of what actually needs to be delivered on site. “The question that needs to be answered, and kept in mind, is ‘who is the client’ – procurement or the internal FM? Where it can work well is when these two parties have clear goals and objectives. Where it can lead to confusion and frustration, especially for the FM service provider, is when the goals and www.fm-world.co.uk
objectives are not aligned, and in the worst case scenario, are in competition.”
Disability awareness With the London 2012 Paralympics fresh in the memory, the question of whether FM does enough for the UK’s sizeable community of disabled workers is worth asking. Susan Scott-Parker is the founder and chief executive of the Business Disability Forum (formerly the Employers’ Forum on Disability). She believes that the profile and human potential of disabled people has been enhanced by the Paralympics. But has the last eight years seen the profession’s awareness of the potential of disabled people in the workplace improve? “Large public and private sector organisations routinely report that their FM providers lack the disability-specific expertise required to adapt so that employees can be more productive,” says Scott-Parker. “FM can take too long to install basic changes to the built environment, and does not know how to deliver an efficient, lean process that delivers adjustments quickly, efficiently and cost effectively.” According to Scott-Parker, Business Disability Forum member organisations find that FM is “often not clear about who is responsible for what, and to what standard, when someone needs an adjustment – be that person an applicant, employee or customer. Often this outsourced process can involve occupational health and IT as well as FM – yet it’s often unclear how these departments should collaborate to find and deliver the solution, and who is ultimately responsible for it. “Businesses are continually striving to improve their customer and employee experiences; but sometimes, a lack of disabilitywww.fm-world.co.uk
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specific expertise in crucial parts of the business prevents progress. Over the last eight years there has been a heightened interest in improving the experience of millions of disabled customers and employees, but it is by no means consistent across different industry sectors.” Scott-Parker believes that FM is pivotal if disabled and older employees are to maximise their contribution in the workplace
2020 vision Many of the research projects concerned with the world of work in 2020 point to the impact of collaboration technologies on the world of work. It’s surely true that new tools will arrive with capabilities that we can only guess at. One thing that did not exist when we first published (but seems unavoidable at any conference these days) is social media. The tools that enable social media today will undoubtedly look very different by the time 2020 comes around. Perhaps the integrated communication nirvana they hint at will have become established by then, forging inescapable connections between departments – and, accordingly, establishing FM’s true value beyond doubt. FM
THE ABILITY OF FM SERVICE PROVIDERS TO DEMONSTRATE THAT THEY HAVE DELIVERED THEIR SERVICES TO THE AGREED STANDARDS THEY HAVE COMMITTED TO IS STILL ONE OF THE GREAT INTANGIBLES IN THE INDUSTRY” Phil Ratcliffe
TWEET HARMONY We asked our Twitter followers what changes they’d seen… @WorkplaceLawNet FM has become more reliant on information mgt, data-based decisions & comms skills @tonyz26 Sustainability is now part of business core and strategy rather than an afterthought @InterimFM It has become recognised as a serious investment platform, with an ever-increasing pool of real professionals @ColinPhelan FM is now about the people not the buildings, which it used to be about! @Suresh_Nair_23 In India it’s becoming stronger, innovation and the sector is getting organised. Clients are able to see real-time value emerging @JeanLouisTurpin Over recent years, FM has concentrated on employee’s welfare, thus contributing to the positive image and productivity of companies @AYBABTM It has definitely become more cost-effective and available to a far broader audience @LarchLucy FM is much more diverse at middle-to-senior level. And much the better for it @workessence it’s become much, much more of the same @datow_26 It’s all about doing everything with no money quicker and to a higher standard
FM WORLD |4 OCTOBER 2012 |35
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Just how do you square the circle of reducing costs whilst maintaining or increasing service and still keeping customers happy? In today’s uncertain economy, the most effective organisations are those that can identify, control and reduce their costs and FMs must be able to adapt their service to rapidly changing pressures and needs. Aimed at those with little or no financial or technical background, this course will help you to establish areas where cost savings can be achieved, equip you to have intelligent conversations with technical and non technical service providers and better enable you to obtain better value from suppliers and utilities. Book now – call 020 740 4440 or email firstname.lastname@example.org
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36| 4 OCTOBER 2012| FM WORLD
FM MONITOR JASON PRESTON
Jason Preston is a director at 2bm
HOW CLEAN IS YO UR DATA CEN T R E?
ason Preston puts forward a five-point case for the ‘planned preventative’ cleaning of data centres, arguing that it is easy to underestimate the need for a regular cleaning regime
With many storage and hardware failures caused by environmental factors, it is no surprise that data centres are now routinely monitored for temperature and humidity. But what about other environmental factors like dust? With most data centres enduring a constant flow of people, equipment and packaging, carbon and concrete dust also cause problems, as do rodents and leaks from air-conditioning equipment. With investment in data centres continuing to increase, can a data centre manager risk not only downtime but also invalidating data centre equipment warranties? It is therefore important to extending continuous monitoring to embrace the cleanliness of the data centre. This article outlines issues that need to be considered to minimise the impact of environmental factors, from regular cleaning to proactive changes to working practices.
innovation in cooling technologies to both reduce costs and drive down power consumption. Companies are also investing in continuous monitoring solutions to ensure optimum temperature and humidity at all times. Yet other environmental factors also affect data centre performance, notably cleanliness. With a stream of in house technicians and external consultants undertaking new cabling, server and rack upgrades, these so-called clean data centre environments are under constant pressure from dust and dirt, forgotten tools, screws, cage nuts, cable ties and packaging. It is estimated that just 50 per cent of data centres are ever cleaned – and that is often a one-off event following a major refurbishment, such as a client or senior management visit. So what are the risks associated with this practice and how can an organisation create a better environment without embarking upon a major investment?
Monitoring Over the past few years, attitudes to data centres have changed radically. Driven in part by the growth of co-location centres, but also by the desire to reduce power and improve environmental performance, organisations now have high expectations of reliability and performance. As such, investment in data centre design is paramount to leverage www.fm-world.co.uk
The case for cleaning There are five reasons why your data centre should be cleaner. Firstly, to improve performance and availability – with the growing dependence upon the cloud and 24x7 operations, data centres are mission-critical operations and data centre managers are required to explore any opportunity to reduce failure and minimise downtime.
Secondly, business confidence – in far too many organisations a new data centre can move from a pristine state to de facto storage room in a matter of months. Overrun with packaging left behind from an upgrade, they become a fire hazard and can undermine management confidence in the quality of all data centre processes. Thirdly, consider the validity of warranties. Dust may not be overly visible, but should equipmentfailure occur, warranties may well be invalid if the equipment is discovered to be full of dust. Then there is the competitive position. For co-location sites, continuous monitoring technologies are a key selling point. Extending that model to include clinical cleaning not only minimises the risks associated with equipment failure – and hence invoked SLA penalties – but also provides confidence to clients and prospects in the rigour of the operation. Finally it’s about safeguarding investment: during 2011-2012, the UK invested an estimated $3.35 billion (£2 billion) in data centres, according to the Datacentre Dynamics Global Industry Census 2011. Adeuate monitoring and cleaning can help safeguard these environments.
The way to clean There are five steps to a cleaner data centre. Firstly, needs analysis: conduct an initial audit to establish the extent of the problem. Typically an organisation will have a deep clinical clean to remove the dust particles,
static and any other identified contaminants from the room, with all areas treated with antistatic solutions. This can then be followed up by regular cleans on a quarterly or biannual basis. Secondly, professional expertise may be required. Cleaning of data centres requires specialist understanding of the equipment and structure, including sub-floor and ceiling ducts, as well as the specialist cleaning equipment required to undertake the task. Working practices come next: there is no need to adopt biohazard suits, but good practice, such as removing all packaging and tools after use and ensuring the wheels of any trolleys used to carry in equipment are clean, is important. Fourth is the need for a pragmatic approach. Once a deep clean has been undertaken – often after a major recabling or refit exercise – simple maintenance will suffice. A basic quarterly or biannual clean will minimise risk and ensure warranties are valid, without major investment. Finally, data centres typically include many areas that are not visited on a day-to-day basis, allowing problems to arise unseen. Using the same expert team to deliver the regular clean provides organisations with an additional set of eyes and ears to highlight evolving data centre risks – from signs of rodents to equipment leaks and holes in the walls that may be undermining the investment in innovative cooling designs and technology. FM
“A new data centre can move from a pristine state to de facto storage room in a matter of months” FM WORLD |4 OCTOBER 2012 |37
FM EVENT BIFM AWARDS 2012
BIFM AWARDS 2012: THE SHORTLIST Excellence in FM will be celebrated next week at the Grosvenor House Hotel in London. Here are the people and organisations on the shortlists, and why they’ve been nominated Innovation in customer service
A disposable feminine hygiene waste-bin
This award recognises major achievements in aligning facilities initiatives to the needs of front-line users.
Sponsor: Telereal Trillium
A new measure of workplace effectiveness
Amey (Braidburn School)
Managed Technology Services (in partnership with the Chelsea and Westminster Hospitals NHS Foundation Trust and Freeway Medical)
Enhanced catering service for pupils with disabilities Amey (Heathrow Terminal 5)
Cleaning service based on methods gleaned from the manufacturing industry Carillion Facilities Management & Siemens
A performance management tool providing live operational data to drive a targeted service G4S Integrated Services
Improved foodservice delivery to Liverpool Women’s NHS Foundation Trust
Innovation in products
The improved nutritional profile of 40,000 daily meals Leesman
A bespoke paediatric mobile work station Staverton
A new bench range designed to reduce installation costs
Innovation in the use of tech and systems Shortlisted entries in this category have all delivered major improvements in service delivery, safety or cost, through technology.
This category is for new technology that supports continuous improvement in the industry, from the simplest and cheapest, to the most advanced.
Sponsor: The BGM Group
Birmingham Children’s Hospital, Ambinet, Sodexo
Touch-screen meal ordering
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38-39 BIFM Awards Guide.sr.indd 14
Optimised building energy monitoring with the MoD
H&J Martin Facilities Management
Document management integrated with CAFM
BDG architecture + design with Mindshare
ISS Facility Services
New headquarters to support growth and business change
A scanner that identifies counterfeit paperwork
Channel 4 Television
The BGM Group
Business transformation project
A scanner that simplifies data collection
Impact on organisation and workplace
Serco (Defence Science and Technology Laboratory Contract)
Designing the workplace around individual and organisational needs is the focus of this category.
Business consolidation from nine down to three sites
Office consolidation, supporting a range of work styles
Reduced paper dependency www.fm-world.co.uk
G3 Systems Ltd
Maintenance of two medical facilities, supporting NATO Forces in Afghanistan
catering strategy for the City Academy in Hackney Turner & Townsend
Kier Services (Facilities Management)
ISG with Pinsent Masons
Reduced environmental impact and improving efficiency
Continuous learning and development
Design, procurement and delivery of law firm Pinsent Masons’ new headquarters
Service provider of the year
The London Organising Committee of the Olympic and Paralympic Games
Celebrates outstanding service delivery and excellence from any service provider, large or small.
Sustainability and environmental impact
FM support to the London 2012 Olympics and Paralympics
Sponsor: Hays Recruitment
PwC with Mitie, Honeywell, Aramark
Partnership with Aon Corporation
In-house client of the year This award recognises the outstanding contribution made by working in-house in client organisations, large or small. Sponsor: BaxterStorey
BAE Systems Real Estate Solutions
PPP contract with Aston University to provide FM for 3,000 student rooms Interserve
25-year PFI deal with the MoD at Devonport Naval Base
EE (Everything Everywhere)
Merger and restructure of FM supply chain
Wales Millennium Centre
Reducing environmental impact
FM of the year Learning and career development
FM brought back in house
This award celebrates projects that make a positive impact on every aspect of an organisation’s operating style and employees, where FM has participated significantly during the changemanagement process. Sponsor: B&CE
Nelson and Colne College
Move management and relocation logistics
Wales Millennium Centre
Recognising the delivery of business-led solutions from any FM consultancy, large or small.
Identified operating energy inefficiencies through dynamic monitoring
Management of university facilities
Consultant of the year
Standardised sustainability through the business
FM client services
Recognises a commitment to improving the knowledge and skills of their people within the facilities management industry.
Edinburgh Napier University
Highlights and rewards the practical implementation of environmental, social and economic sustainability.
Minimised negative environmental impact
Mitie Client Services
Excellence in a major project
This award recognises outstanding personal performance and career development within the FM profession. Sponsor: Linaker
Wendy Cuthbert Arcus Solutions
Continuing focus on learning and development
Skills development programme
London Organising Committee of the Olympic and Paralympic Games
ISS Front of House
Employee engagement through
Carillion Facilities Management
Davis Langdon, an AECOM Company
Procurement of FM services for the Ministry of Justice and Merseyside Police, and support of Marks and Spencer’s store delivery appraisal
JUDGES SPECIAL AWARD:
EC Harris LLP, an ARCADIS company
The winner will be a team or project nominated from within any category that shows outstanding commitment or contribution to facilities management under exceptional circumstances.
Sponsor: HSS Hire
Refurbished accommodation blocks
Glass panel replacement at the Heathrow Express station, Terminal 5
38-39 BIFM Awards Guide.sr.indd 15
Development of a facilities and FM WORLD |4 OCTOBER 2012 |39
FM MONITOR STAN MITCHELL
Stan Mitchell is chair of the ISO TC 267 Facilities Management Committee
FACILITY B R IEFI N G DO CUM EN T S
tan Mitchell discusses S some of the work that has been done by the BSI FM Committee within the UK, in particular the Facility Management Briefing document Working towards the development of standards in facilities management, the British Standards Institute’s (BSI) FM committee has produced several important documents.
BS 8563 Facility Management Briefing – Code of Practice The word ‘briefing’ in this context is considered to be the process whereby objectives and needs are communicated by parties that will be responsible for the creation, construction, and operation of the facilities in question. This also applies to improvement of facilities provision, in relation to the stakeholder needs, in occupancy. As a minimum, such criteria should contain a statement of needs clearly stating the desired objectives and a functional brief that should translate the statement of needs in order to effectively communicate the requirements. It is important that the stakeholder groups be identified at the start of the process in order to solicit their requirements at an early stage – many of us will have experienced facilities, the designers of which have given scant regard to those who will ultimately use them. This document should therefore be part of the overall 40| 4 OCTOBER 2012| FM WORLD
documentation with which the design team work from. In the absence of guidelines, the needs of those for whom the facilities are being designed are left to the interpretation of the architects and engineers. Where inadequate information has been provided, then any such interpretation is perfectly acceptable. At best, the result would be a good guess – these professionals are normally well-versed in reacting to such circumstances. At worst, however, the end result will be completely inappropriate. The bottom line is that facilities should be designed and built (or modified) for those who have to occupy and work within them.
Statement of needs In order to adequately create a statement of needs, there should be a good understanding of the owner/occupiers’ primary activities and the processes associated with their operations, both core and support. Such a statement should, where feasible, take a long-term view in relation to the needs of the facilities. The better we are able to foresee what those needs might be, the better the prospect of getting it right first time and for a prolonged period. All documentation that articulates the needs of the stakeholders should be made
available to the design team at the outset. The standard suggests a format for such information to be presented in order that those receiving it do so in a logical manner. The recommendation is: a) primary activities and processes to be accommodated by the facility b) operational demands and support processes for users c) technical solutions, including the appraisal of options for satisfying identified needs. Such information can then be used for, among other things, planning the layout and arrangement of space and the associated functions.
Building in use The ultimate purpose of a facilities brief is to contribute, through the design and construction phases, to the efficiency of the ongoing management, operation and maintenance of the workplace. Given that this is what usually represents 80 per cent of the lifetime cost of any facility, it would seem to be a good idea. The proposed arrangements embodied within the design for operating and maintaining the facility should incorporate provisions relating to universal access and inclusion, ease of maintenance, flexibility
and use of space, and any associated services. The standard goes on to list some of the criteria that should be considered relating to space, materials, building services, occupancy costs, lifecycles, environmental, safety and security implications. An often-neglected point is the need for accurate and structured handover of documentation and how this will be provisioned with a sensible period of occupancy. While this requirement has been enshrined in legislation for some considerable time, its value to the management and operation of the facilities often leaves a lot to be desired. It is recommended therefore that the above requirements be incorporated as part of a comprehensive facilities handbook that should be clearly identified as an output from the design process. Approved changes to the design prior to start-up should be incorporated in the handbook, which should be easy to access and update. The handbook should therefore include the history of the design and design changes, as well as the legislative requirements such as the CDM regulations, energy performance certificates. FM
“In the absence of guidelines, the needs of those for whom the facilities are being designed are left to the interpretation of the architects” www.fm-world.co.uk
FM FMMONITOR SUPPLEMENT MARKET CATERING INTELLIGENCE BY NAME IN HERE
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.
HOUSEBUILDING MARKET 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
The latest household projections suggest the number of households in England alone will grow by 232,000 per annum on average over the next 20 years. With output levels in England in 2010/11 at 106,000, it is clear that housing supply is now at a critical stage, and supply well below requirements. The latest official figures indicate that following a significant fall in both starts and completions between 2007 and 2010, the market has begun to stabilise. Despite hopeful signs in early 2011, there is no evidence of any substantial long-term recovery. Key factors continuing to restrict the market include the limited availability of buyer mortgages and finance for housing developments.
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.
REGIONAL ECONOMIC PERFORMANCE
NORTH EAST HIGHEST UNEMPLOYMENT RATE 11.2% SOUTH EAST LOWEST UNEMPLOYMENT RATE 6.3% COMPARED WITH AND AVERAGE OF 8.4% IN ENGLAND AND 7.9% IN THE UNITED KINGDOM
Source: AMA Research (www.amaresearch.co.uk)
Source: Bank of England (bankofengland.co.uk)
Consumer/Retail Price Index CPI annual inflation stands at 2.5 per cent in August 2012, down from 2.6 per cent in July. The largest downward pressures behind the change in the CPI rate came from furniture, household equipment and maintenance, housing and household services (particularly domestic gas) and clothing & footwear. Source: ONS (www.ons.gov.uk)
Hourly rate from 1 Oct 2011
Aged 21 and above
Aged 18 to 20 inclusive
Aged under 18 (but above compulsory school age)
240,000 200,000 160,000 120,000 80,000 40,000 05 06 07 08 09 10 11 12 13 14 Fcst Fcst Fcst
In Q1 2012, 70.5% of all people aged 16-64 in England were in employment. The South East had the highest levels (74.8%) and the North East the lowest (66.5%). A similar picture is noted across the UK. Scotland had the highest employment level of 71.3% during Q1 2012, whereas Northern Ireland saw the lowest rate at 67.9%. From Q1 2008 to Q1 2012, the total number of employee jobs had decreased in all regions bar one. Against the trend, London experienced a 3% increase in the number of employee jobs, from 4.21m to 4.32m. Source: The Department for Business, Innovation and Skills (BIS)
The following rates came into effect on 1 October 2011:
Apprentice rate, for apprentices under 19 or 19 or over and in the first year of their apprenticeship
National Minimum Wage
Category of worker
UK housebuilding starts and completions forecast 2005-2014
According to research by the Capsicum Group, while the development of new services represents a huge investment in time and money, it is critical to the ongoing success of an organisation. Yet in many instances, services are developed by technical specialists, without reference to market trends or client needs, then given to marketing for packaging up and launching. They are not even market-tested. In the research, Profit and loss (P&L) owners spoke about the need to deliver growth, expressing a lack of clarity about how marketing could help them. Marketers are not seen as peers by the leaders of these businesses, often due to their lack of commercial acumen. Portfolio and life-cycle management concepts are unfamiliar to most of these
companies, despite their proven value in consumer industries. Source: The Capsicum Group (www.thecapsicumgroup.com)
What is marketing’s role in your offer 17 development? 13
Respondents: P&L Marketing
FM WORLD |4 OCTOBER 2012 |41
BIFM NEWS BIFM.ORG.UK
The 12th national gold finals proved a successful day at the Dalmahoy, Edinburgh
1,000th registration The BIFM is proud to announce that we recently welcomed our 1,000th learner registration: ● Sean Moran of Rollright Facilities Sean has registered for the BIFM Level 4 diploma through Sheffield Hallam University, which is a dual-award programme. To celebrate, the BIFM has sent Sean a bottle of Fortnum & Mason vintage champagne. As a quick overview, did you know that: ● All qualifications come in three sizes – award, certificate, and diploma – so you can choose the one that suits your needs and availability ● Qualifications are built up from a combination of mandatory and optional units, offering flexibility and choice ● All assessments are practical and work-based, designed to add value to your business ● There is no need to work up through the levels – you can start at the right level for you and your organisation ● BIFM-recognised centres offer different ways of learning: face-to-face, evening class, distance learning. i Learn more about BIFM Qualifications in FM at www.bifm.org.uk/qualifications Call the qualifications team on 0845 058 1355 or email firstname.lastname@example.org
42| 4 OCTOBER 2012| FM WORLD
BIFM NATIONAL GOLF
12th golf finals The 12th BIFM national golf finals took place for the first time in Scotland on Thursday 13 September at the Dalmahoy, Edinburgh. Here, Don Searle from Catch 22, who organised the event, reports on what took place and who the winners were: “After 10 finals in England and one in Wales, it was about time we visited the home of golf with the national finals! Scotland has been represented at all the previous events and have provided the winning team on more than one occasion, so it was definitely their turn this year to host the only national BIFM sporting competition. “Dalmahoy was chosen not only for its closeness to the airport but, more importantly for the James Braid-designed east course that has hosted several major tournaments including the Solheim cup. Conditions for the finals were testing, to say the least. In a year where the course has seen more than four times the average rainfall, it was a strong, swirling, gusting wind that proved the trickiest opponent for most players. Eighteen teams lined up to tame the course but few
succeeded. In the corporate members section, the Harrow Green team from the midlands did well to hold off a strong challenge from Incentive FM, led by Bill Pollard. Scores in the sponsors section were only marginally higher, where Ian Maitland’s FES FM came in first, just two points ahead of the HSS Hire team with Nigel Peters as captain. In the individual members section, the winning team was the east region team – Stuart Harris, Dean Hackett, Derek Quinn and John Stockley. Their score of 91 was five points clear of the London region and also good enough to secure them the overall winners trophy, with FES FM as runners-up. After a gala dinner, players were entertained by Alan Tait, director of golf at Dalmahoy, who also holds the course record at Carnoustie. His tales about time with Tiger Woods were well worth a listen! Huge thanks go to our main sponsors, HSS Hire and FES FM, our supporting sponsors Incentive FM and Interface, and organisers Catch 22 – who managed somehow to end up in last place! Without their help, this event could not continue to grow and
prosper. We look forward next year’s regional qualifying events and to the next finals at Bowood, near Chippenham. Results ● Corporate section: Harrow Green – winners Incentive FM – runners up ● Sponsors
section: FES FM – winners HSS Hire – runners up ● Individual
members teams: East region – winners London region – runners up ● Putting
competition: Bryan Byars – North region ● Longest
drive: Steve Anderson – Catch 22 BIM
BIM update The institute’s first leaders’ forum event took place on 6 September with a panel of specialists discussing the effect that building information modelling (BIM) could have on the FM profession. Chaired by BIFM chairman Ismena Clout, with chief executive Gareth Tancred also taking part, the
KEEP IN TOUCH » Network with the BIFM @ www.networkwithbifm.org.uk » Twitter @BIFM_UK » LinkedIn » facebook » YouTube » Flickr www.fm-world.co.uk
Please send your news items to email@example.com or call 0845 058 1356
Liz Kentish is deputy chairman of the BIFM
BIFM COMMENT N E T WO R K I N G
hen I first joined BIFM, one of the things that attracted me most was the opportunity for networking, and it still remains a key benefit for many members. It’s all about building relationships and getting to know other people (their skills, attributes, interests and how you can help them) both within your field and outside it. These days, in industries such as FM where there can be many stakeholders, ‘knowing the right people’ can be a huge advantage. If you have already built relationships with them through your networking activity, they are more likely to help and support you and your teams. Whether you want to change jobs, start out in a new field or simply find ways to be even better at what you do now, then you need to be marketing your skills, knowledge and experience right now. Networking doesn’t need to be difficult; in fact many people find it fun and rewarding as part of their continued professional development. I bet you already belong to more networks than you realise. The BIFM is a great place to start. People will be keener to network with you if they (and you) are clear about what you can offer them. Perhaps you can help in terms of mentoring, putting them in touch with reputable suppliers, working on community projects together, or sharing the latest ideas on hot topics such as sustainability. It is well worth spending some time, once you have identified your target networks, to clarify what you want to offer and what you would like in return. All this can be achieved through a BIFM membership. When you join you will be allocated a BIFM region that may be organising events close to your home or workplace. BIFM special interest groups (Sigs) organise many events across the country. They include: ● Catering and hospitality ● Charities ● Education ● Fellows forum ● Health and safety ● International ● People management ● Procurement ● Retail ● Rising FMs ● Risk and business continuity management ● Sustainability ● Women in FM ● Workplace Networking is no longer limited to face-to-face sessions – in this age of technology, there are myriad online forums, blogs and other groups where like-minded people can share their knowledge. As well as attending BIFM events you can also join the BIFM LinkedIn groups dedicated to facilities management: search for ‘British Institute of Facilities Management’ in groups and / or follow @BIFM_UK on Twitter. You’ll find a whole range of FM ‘twitterati’ to follow, whose news and views you’ll find helpful and often entertaining.
main question was whether BIM did indeed offer a ‘significant opportunity for FM to demonstrate its strategic value to building owners, end-users and the construction industry’. Panellists included representatives from the Construction Industry Council, companies that have already been involved in BIM-related projects, and both engineering and environmental consultancies. BIM itself is actually little more than a format for storing the details of building components, from boilers down to individual bricks. With the exact details of the individual items used in a building, the theory is that better, more informed decisions about maintenance can be made. Panellists agreed that one of the major tasks for those in FM was to alter the construction industry’s ideas about the FM sector. The discussion focused on how FM could be involved at key decision-making points in the development of a building project. Ismena was keen to emphasise that the forum was part of a concerted response to the issue, and complementary to the recently announced BIFM BIM working group. i The discussion paper from the session will be available for members shortly at www.bifm.org.uk/FMLF
“MANY PEOPLE FIND NETWORKING, AS PART OF THEIR PROFESSIONAL DEVELOPMENT, TO BE FUN AND REWARDING”
i If you are not currently a BIFM member and want to join the institute for the networking and other benefits, contact the membership team on 0845 058 1358, email firstname.lastname@example.org or visit www. bifm.org.uk/joinus If you are already a BIFM member and want to join any SIGs log into the BIFM website and edit your preferences. There you will see all the groups available – through this feature you can also change your membership region
FM WORLD |4 OCTOBER 2012 |43
BIFM NEWS BIFM.ORG.UK
BIFM TRAINING ONLINE LEARNING
BIFM CAREERS SERVICE
Your main weakness?
October sees the launch of new e-learning modules from BIFM SkillSet, the recently re-launched ‘Skillzone’ e-learning portal. The SkillSet range focuses on the softer management skills required to help FMs perform more effectively in their roles. In response to member feedback, further skills-development courses have now been added. The new courses include: ● Finance for non-financial managers ● Coaching skills ● Data protection ● Networking skills ● Managing through a recession ● Managing workload ● Social media for professionals These modules will continue to run alongside the existing courses, which cover subjects such as ‘Thinking Strategically’. The SkillSet e-learning system offers busy professionals the opportunity to refresh ideas as part of their CPD – at their own pace. The modules are ideal for refreshing your knowledge in a key area as part of your CPD programme or provide a thorough introduction into a new area. The cost of a SkillSet module is £95, but for BIFM members it is only £65, saving 32 per cent. To find out more visit www.bifm-skillset.org.uk or call 0845 356 1358. In addition to the SkillSet courses, members are reminded that BIFM Training also offers two further e-learning FM-specific courses: ‘Getting started in FM’; and ‘Health and Safety’.
If an interviewer asks ‘what is your main weakness?’, would you know the answer? Appreciating what you do well and what to improve on is a useful piece of self-knowledge. A range of tests are available online: The Five-Factor Model, or ‘Big Five’, uses the following classifications: ● Openness (inventive/curious – consistent/cautious) ● Conscientiousness (efficient/ organised – easy-going/careless) ● Extraversion (outgoing/ energetic – solitary/reserved) ● Agreeableness (friendly/ compassionate - cold/unkind) ● Neuroticism (sensitive/nervous – secure/confident)
i For more information about these and other BIFM Training courses visit www.bifm-training.com.
44| 4 OCTOBER 2012| FM WORLD
The Myers-Briggs Type Indicator (MBTI), judges someone’s tendencies across four spectrums: ● Extraversion – Introversion ● Sensing (focusing on basic information) – Intuition (focusing on interpretations of information) ● Thinking (basing decisions on logic and consistency) – Feeling (basing decisions on the uniqueness of the situation) ● Judging (preferring to decide on things as soon as possible) – Perceiving (preferring to leave things open to new information and options) Once you understand what you have, you can start working with your strengths and improving on your weaknesses. i For more information on the C2 Career Consultancy, please visitwww.bifm.org.uk/careersservice To arrange an appointment, contact the BIFM’s careers service on 020 7863 6060 or email email@example.com Prices start from £49
ARE YOU READY FOR THE BIFM EXECUTIVE PROGRAMME?
hen we re-launched the BIFM executive programme last November, we were thrilled with the response to the first title ‘Exploring Innovation in FM’, which was an immediate sell-out, and drew the following comments from partipants: “Very valuable course – it helped me to ensure I fulfil and understand the customer’s needs through continuous improvement and managing expectations” – assistant business relationship manager, Barclays “Very thought-provoking, excellent delivery. I absorbed a lot today. The delegate notes were comprehensive as always. Thanks!” – centre manager, Middleton Grange shopping centre Aimed at those working at or aspiring to senior FM positions, our latest collection of executive-level courses spans a diverse variety of strategic areas. Here’s a quick recap of all the sessions on offer and available dates for your diary: ● Strategic financial management in FM: 1 November – develop your financial knowledge in order to be more effective in your role and relationships at board level ● Exploring innovation in FM: 26 November – explore innovation within the FM sector and drive improvement in your own FM teams ● FM governance and risk: 14 December – corporate governance and how it can be used to minimise risk and enhance your organisations’ reputation ● Introducing and leading change in FM: 6-7 March 2013 – organisational change and its impact on FM strategy – discussion on how the relationship can be reversed, allowing an FM to have more say in how change is planned ● Strategic procurement in FM: 19-20 June 2013 – review your FM procurement strategy for improved performance of your delivered support services ● Quality management & customer service in FM – 4 July 2013 – tighten your strategies for improving service to customers, clients, end-users and stakeholders ● Property management and maintenance strategy for FM: 24-25 September 2013 – develop and manage a good property management strategy, enhancing the effectiveness and profitability of your organisation.
i All one-day courses on the executive programme are priced at £450+VAT for BIFM members or £499+VAT for non-members. Two-day courses: £700+VAT for members or £835+VAT for non-members. The new BIFM executive programme may also be attended as part of a senior-level qualification in FM – ask us for more details by calling 020 7404 4440 or emailing firstname.lastname@example.org. Please note we also deliver an IOSH Safety for Senior Executives course that next runs 8 November 2012
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FM WORLDโ|4 OCTOBER 2012โ|45
FM DIARY INDUSTRY EVENTS 8 October | BIFM Awards 2012 The BIFM Awards is the biggest and most inﬂuential networking event within the UK’s FM calendar, and gives national recognition to the leaders in our profession. With a 50 per cent increase in the number of entries (on 2011), all categories will be tightly contested. Venue: Grosvenor House hotel, London Contact: Guarantee a place by emailing email@example.com or calling 0141 206 3717 10–11 October | The CIBSE Conference & Exhibition The annual global meeting for the building services industry. The exhibition welcomes a variety of professionals from consultant engineers to architects, property managers and contractors. Venue: London Olympia Contact: Visit www. buildingservicesevent.com; for exhibiting opportunities, contact Josue Paulos at josue.paulos@ ubm.com or call 020 7955 3974 10–11 October | The FM Event Formerly Total Workplace Management. Includes live debates and seminars, and roundtable discussion forums. Venue: London Olympia Contact: Visit www.thefmevent.
Send details of your event to editorial@fm–world.co.uk or call 020 7880 6229
com. For exhibiting opportunities, contact Fergus Bird at fergus.bird@ ubm.com; or call 020 7921 8860 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, Vodafone. Venue: Wokeﬁeld Park, Reading Contact: Email jasonawatar@ globalbusinessevents.co.uk or visit www.fmandpropertyevent.com 5-9 November | Workplace Week 2012 Held on 8 November and hosted by Microsoft in London. Leading organisations and innovative workplaces will open their doors for short visits. It will challenge conventional thinking on organisations and the infrastructure that supports them. Venue: Microsoft, Victoria, London Contact: For more information, visit www.workplaceweek.com To host a workplace tour, please email firstname.lastname@example.org 5-7 March 2013 | Ecobuild 2013 Ecobuild is the world’s biggest event for sustainable design, construction and the built environment. With 57,956 visiting professionals
and leading companies including BT, Carillion, Crossrail, and Tesco. Venue: ExCeL, London Contact: To ﬁnd out more, email email@example.com or visit www.ecobuild.co.uk INTERNATIONAL EVENTS 31 October – 2 November | IFMA’s World Workplace 2012 The largest annual conference for FM. Network and compare processes and programmes with other professionals. Venue: Henry B Gonzalez Convention Center, San Antonio, US Contact: Visit www. worldworkplace.org/2012 2-4 April 2013 | IFMA Facility Fusion conference & expo A high-level facilities management education, leadership training, industry-speciﬁc best practices and an all-inclusive expo. Venue: J.W. Marriott, Los Angeles, USA Contact: For more information, visit www.ifmafacilityfusion.org IRELAND REGION 16 November | FM Impacting Organisations – Ireland region conference Talks from David Knott, safety and environmental manager, Belfast Harbour Commissioners;
Dr Michael Ferguson, managing director, Aramark Environmental Services; Julie Kortens, head of corporate services at Channel 4 Television; and Liz Kentish, The FM Coach. Venue: Belfast Waterfront Contact: Call Sharon Dempster on 028 9023 2622. To book online, visit www.bifm.org.uk/bifm/ events/book/2502 BIFM SIG EVENTS 8 October | Risk & Business Continuity Management SIG – How business continuity plans inﬂuence insurance premiums Brian Sullivan of underwriters Thomas Miller discusses the riskcarrier’s view that underwriters absorb losses associated with insurance claims. The event is free to BIFM members. Venue: 4.30pm – 7pm at DCM Elton Lane, Sibson, Peterborough Contact: To book your place, visit bcpinsurance.event brite.co.uk 14 November | Women in FM SIG – Let’s inspire The inaugural conference. The programme includes break-out sessions and speakers, including Oona King, Ruby McGregor Smith, Lynne Copp and Gwen Rhys. Sponsored by Assurity Consulting. Venue: Channel 4, London SW1P 2TX Contact: firstname.lastname@example.org
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Find out more and book your demo: call +44 (0)207 001 2055 or visit www.condecosoftware.com
50| 20 46| 4www.fm-world.co.uk OCTOBER SEPTEMBER 2012| FM 2012| FM WORLD WORLD
PLAYING MUSIC? MAKE SURE YOUâ€™RE LICENSED.
Music creates a better working atmosphere 74% of factories agree that playing music increases staff morale.* If you play music in your business, it is a legal requirement to obtain the correct music licences. In most instances, a licence is required from both PPL and PRS for Music. PPL and PRS for Music are two separate companies. PPL collects and distributes money for the use of recorded music on behalf of record companies and performers. PRS for Music collects
and distributes money for the use of the musical composition and lyrics on behalf of authors, songwriters, composers and publishers. A PPL licence can cost your business as little as 19p per day. For more information on how to obtain your PPL licence visit ppluk.com or call 020 7534 1095. 7RoQGRXWPRUHDERXWKRZPXVLF can work for your business visit musicworksforyou.com. *MusicWorks survey of 1000 people, conducted May 2012.
FM PEOPLE MOVERS & SHAKERS
THE JOB What attracted you to the job? I created the job! After spending 15 years working in operational and strategic FM, with organisations such as the RAC, Otis, Taylor Woodrow, Black & Decker and British Airways, I decided to venture off on my own and establish Alasdair Methven.
NAME: Richard Lessels JOB TITLE: Managing director ORGANISATION: Alasdair Methven JOB DESCRIPTION: Responsible for providing strategic FM consultancy services to clients, overseeing delivery and project management of capital works, – plus HR, finance, development, H&S and everything else that comes with running a small business.
How did you get into facilities management and what attracted you to the industry? I’m afraid to say I am one of those who fell into FM. The profession wasn’t well-known when I started – people were referred to as maintenance or building managers. My first role was at a college, where I was actually called an administration manager. What has been your biggest career challenge to date? Starting my own business. It is true when people say you’ll work harder than you’ve ever worked and earn less than you’ve ever earned. Also, it’s been a challenge battling the accepted thinking about being an ethical business. At times we’re faced with a wall of pessimism when we tell people what we stand for. Which “FM myth” would you most like to put an end to? You just do cleaning... don’t you? Any interesting tales to tell? One memorable tale was the granite work top that was measured incorrectly. It had to be re-cut forty miles off site at 10pm at night on a bank holiday Monday, prior to the re-opening of a restaurant the next morning at 7am. We worked through the night with the contractors to make it happen and the client was over the moon. Unfortunately, we were all too shattered to appreciate the end result!
If I wasn’t in facilities management, I’d probably be… A psychologist. I am a people person at heart and I love to know what makes an individual tick. If you could give away one of your responsibilities to an unsuspecting colleague, what would it be? Business development. I can be a tad modest at times and find it hard to say: ‘Hey, we’re great, you should work with us!’ I tend to let our work do the talking. If you could change one thing about the industry, what would it be? It’d like to change the assumption that FM is a big overhead and a poor relative. People need to learn that, as a function, it really does deliver both tangible and intangible value to an organisation. How do you think facilities management has changed in the past five years? Against the backdrop of a tough financial climate, FM has had to justify its existence more than ever. Delivering value for money really has become key and I believe the sector has stepped up to the mark, with innovative solutions as well as tried and tested methods of rationalising budgets. What single piece of advice would you give to a young facilities manager starting out? Listen to your customers. Initially, they can know more about what’s going on than you do. Your job is then to learn about what’s going on, make sure it’s repaired/maintained/logged and, ultimately, end up knowing more about it than your customer did in the first place.
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48| 4 OCTOBER 2012| FM WORLD
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O Debates O Seminars O Networking Sessions O Leading Suppliers O Round Tables
Moving forward with the FM Event Where the FM community meets to do business The FM Event is an invaluable source of information and education for those looking to network within the London and south-east based facilities management community. Round table forums, conference quality seminar debates, networking sessions, breakfast briefings and a world class exhibition combine to attract senior facilities and estates directors and managers. The FM Event provides a unique environment for facilities managers to share best practice and the most cost effective ways of keeping up to date with the latest products, technologies and innovations.
Register for FREE entry at www.thefmevent.com quoting code SPA1 In association with
10-11 October 2012, Grand Hall, London Olympia
The FM Event is the only facilities management exhibition to be co-located with Building Services â€“ The CIBSE Conference & Exhibition and Energy Solutions. These events are strategically co-located so FM Event exhibitors are able to meet Building Services and Energy Solutions delegates.
Call Adam Potter on 020 7880 8543 or email email@example.com For full media information take a look at www.fm-world.co.uk/mediapack
FM innovations ▼ EConnect signs up to Infracomfort Renewable energy systems provider EConnect Energy has signed a ﬁve-year agreement with infrared heating systems manufacturer, Infracomfort, for the exclusive UK distribution rights to a range of infrared heating products. Infracomfort infrared heaters offer a highly efficient, safe and healthier alternative to traditional central heating systems – oil- or water-ﬁlled radiators or electric storage heaters, for example – and are set to provide a new generation of efficient heating products for businesses and homes. Infracomfort heaters emit energy at infrared frequency to gently heat every surface in the room, provides a stable air temperature, eliminates draughts, and maintains humidity at 50%. T: 0151 207 7811 W: www.econnect-infracomfort.co.uk
▲ Squatting laws could threaten property
▲ AutoCAD training for FM
With new laws meaning that squatters can be arrested for invading residential buildings, commercial properties are likely to become an even greater target for squatters. Commercial property owners, managers and occupiers must therefore ensure that their properties are properly protected and vacant buildings are not left to become derelict and a target for squatters. With this in mind vacant property experts SitexOrbis is taking part in a panel debate at the FM Event on 11 October at Olympia to discuss best practice in managing vacant buildings. Join SitexOrbis director Mark Cosh, and representatives from CBRE and Telereal Trillium for a lively debate from 10.15am on 11 October. W: tinyurl.com/sitexfmacademy for more information on the event, and www.sitexorbis.com
Tickets are available for the British Cleaning Council Conference 2012, 23rd October in London. The BCC conference is the only event in the cleaning industry to offer unrivalled networking opportunities and ﬁrst-class content for highlevel professionals for the sector. Broadcaster and journalist Andrew Neil will be joined by a host of speakers and over 150 delegates. The conference will address the latest political trends and managerial thinking affecting the cleaning industry. Exhibitors include Diversey, Kimberly-Clark Professional, Selden Research, Advanced Mobile Communications, The Hygiene Company, NSL Validation Solutions, C & M Magazine, South Thames College, Vitec Global and Norse. Tickets are priced at £149 plus VAT. W: britishcleaningcouncil.org/cleaningconference
▼ Dorgard creates the right effect Dorgard wireless ﬁre door retainers from the effects range have been installed at The Royal Foundation of St Katharine in London’s east End. Market leading Dorgard, already installed in thousands buildings in the UK and Europe, enables ﬁre doors to be legally and safely kept open, allowing the door to close when the ﬁre alarm sounds. Installed onto the bottom of the ﬁre door in ﬁve minutes, Dorgard listens for a continuous ﬁre alarm of 65dBA or higher. The Dorgard Effects range is designed for the more discerning architectural interiors market to enhance the most sophisticated interior. T: 0845 241 7474 E: sales@ﬁrecoltd.com W: www.ﬁrecoltd.com
▲ OCS named family business of the year
▲ Wilson Vale expands portfolio
Total facilities management provider OCS Group has been named Family Business of the Year at the prestigious Private Business Awards 2012. The awards, sponsored by PwC and HSBC Private Bank, celebrate excellence in the non-quoted business sector. The judges were impressed by OCS’s record of cash generation, a strategic approach to developing services in high-growth markets and its commitment to innovation and sustainability. “The group has a ﬁve-year plan to expand revenues to £1.2billion. It is a very clear strategy, a longstanding, sustainable company and something that is relatively recession-proof – they’ve done very well,” said Charlie Hoffman, managing director of HSBC Private Bank and co-chair of the awards judging panel.
Wilson Vale has won a one-year contract with Kings House Management, a conference and business centre in Kings Langley, Hertfordshire. The £80,000 deal is for the operation of a café and hospitality service at centre, which has approximately 120 on site. This latest contract gain brings Wilson Vale’s portfolio to over 70 contracts, mainly within the conferencing and independent schools sectors. FM World has reported three recent contract wins, all one-year catering deals, at Condover Hall centre in Shropshire, Broadway House in London and Ryleys prep school in Cheshire. Annual turnover is set to reach £17 million by the end of its financial year (December 2012) – £2 million more than its projected turnover figure for 2012. T: 01530 563 100 E: firstname.lastname@example.org W: www.wilsonvale.co.uk
50| 4 OCTOBER 2012| FM WORLD
Private Finance Initiative Market Test of Soft Facilities Management Services
Moving or refurbing your offices? Need to communicate to employees and others?
Brentwood Healthcare Partnership Ltd In partnership with
NHS South East Essex and NHS South West Essex
Magenta are experts in FM communications. Talk to us about your internal or project comms needs.
Invite expressions of interest (E.O.I) to provide Soft FM Services to the Brentwood Community Hospital, to include: Patient Catering, Staff & Visitor Catering, Domestic Services, Portering, Security & Car Parking, Pest Control, Linen Service & Waste Management.
Closing date for E.O.I is 25th October 2012 with applications being made to: Naseer Ulla - Ops Manager, Kajima Partnerships,
CATHY HAYWARD U MARIANNE HALAVAGE RICHARD BYATT U ADELPHINE WILLIAMS
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magentaassociates.co.uk 01273 669917/ 07971 400332 firstname.lastname@example.org internal communications | PR and media relations | social media expertise | communications and marketing strategy and collateral | media training | annual reports and reviews |
We’re raising money for BBC Children in Need
This activity is organised in support of BBC Children in Need. Please contact the organiser for further information.
The Workplace Week Convention 2012 Competing with Agility An exciting and thought provoking view of the future delivered by leading workplace experts
When: Thursday 8th November Where: Hosted by Microsoft at 80 -100 Victoria Street London SW1E 5JL
eweek click o .com n Wor k place TO SE Conve CURE ntion YOUR AN PLACE D DON ATE £ 125 TO CHILD R EN IN TICKE NEED TS DIS COUN TED T £99 FO O R BIFM MEMB ERS
FM WORLD |4 OCTOBER 2012 |51
Call Carly Gregory on 020 7324 2755 or email email@example.com For full media information take a look at www.fm-world.co.uk/mediapack
WE CAN HELP YOU FIND
YOUR PERFECT JOB CV UPLOAD
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Contact the sales team on 0207 324 2755 | www.fm-world.co.uk/jobs Banner strip.indd 1
Offices in: Abu Dhabi, Auckland, Berlin, Düsseldorf, Frankfurt, Hamburg, London, Manchester, Melbourne, Moscow, Munich, Singapore.
London’s Calling Senior Facilities Manager London £55,000–£60,000
General Manager London £55,000
Building Manager London £45,000–£50,000
A Senior Facilities Manager is required to lead a team of building managers and set up new buildings as the organisation expands to manage larger sites. You will be someone who enjoys developing other team members, mobilising new sites and offering a premier service to tenants. Ideally, applicants will come from a managing agent background with experience of managing buildings around 300,000 sq ft and above. A background in hospitality or a similar environment emphasising customer service will also be beneﬁcial.
Our client is looking to employ a General Manager for its education division. Within this role, you will be responsible for remobilising a contract and assisting with turning it around. Upon completion, you will be allocated your own contract to run within the education sector. You will also be responsible for a P&L and delivering full TFM services. The successful applicant will ideally have a proven track record in this sector. You will also have strong communication and client relationship management skills and be commercially astute.
A Building Manager is sought for a managing agent to manage a site over 200,000 sq ft in Central London. The role requires an excellent understanding of mechanical and electrical service provision. In addition, you will have worked on behalf of a managing agent, whilst managing a large multitenanted building with blue chip tenants and will understand the landlord-tenant relationship as it affects FM delivery. A strong grasp of health and safety, statutory compliance and hard and service charge budgeting is essential.
To apply for any of these roles please email your CV in conﬁdence to firstname.lastname@example.org or call +44 (0)207 478 2500 to speak with Claudio Rojas or Ryan Coombs.
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Director of Estate Services Unique outsourcing opportunity, Brighton, East Sussex The University of Sussex campus combines listed buildings and award-winning architecture with green open spaces situated on the edge of Brighton adjacent to the South Downs. The University is transforming its strategy on how Estates & Facilities Management and Catering & Conferencing is managed, currently in bid assessment process with a number of potential outsourced contract providers. This is the first time any British university has undergone a project of this size, with mobilisation due Summer 2013. It is the University’s intention to retain a small ‘intelligent’ client function to manage and drive this new concept of outsourcing services. This senior appointment will be the lead role to achieve the strategic aims of this concept for the University. Role description – Lead and manage the University’s relationship with the two appointed contractors – Ensure contractors deliver high quality services to specified KPIs within framework agreement – Drive forward continuous improvements in the delivery of the services ensuring that KPI targets remain challenging and relevant – Achieve goals in line with the University’s strategic growth plan for estates, facilities and infrastructure – Provide vision for all capital projects involving academic and administrative buildings plus student accommodation – Leadership in carbon reduction, health & safety, sustainability agenda, Health & Safety obligations and planning issues – Liaison with stakeholders including the University Council and student body representation – Lead and manage a small team
PSD Group global network London/Hong Kong/ Shanghai/Manchester/ Haywards Heath/ Munich/Frankfurt
Person specification – Significant leadership experience, gained either within a large-scale client side organisation which has outsourced its hard and soft services or from a service provider of contracted out services – Estates/FM background while knowledge of catering and hospitality is desirable – Demonstrable experience of relationship and KPI management of contracting suppliers – Track record in managing internal and external stakeholders – Excellent communication, negotiation and influencing skills with compelling and credible personal style – Skilled in commercial and financial management including budgeting and price negotiation – Experienced of driving continuous improvement of estates strategy and capital planning works – Decisive, results-oriented and resilient, able to engender a culture of delivery, responsibility and accountability
A remuneration package commensurate to the senior level of this appointment is on offer, including relocation package. For further particulars and details of the application process please see www.psdgroup.com/sussex.aspx or call 020 7970 9779 and ask for Dominic Rushby, quoting DRU/668570/FM. Closing date for receipt of applications is Thursday 18 October 2012.
The University of Sussex is committed to equality of opportunity
www.psdgroup.com PSD is a leading executive recruitment consultancy
FACILITIES MANAGER Recruiter: Chiswick School LocaƟon: Chiswick, Burlington Lane, W4 3UN Contract: Permanent/ Full Time Salary: £33,510-38,961(PO3-PO4) dependent on experience
We are now looking to appoint a skilled, enthusiasƟc and hard working Site and FaciliƟes Manager as an integral part of a high achieving school.
in FM recruitment
As our Site and FaciliƟes Manager, you will have a wide range of responsibiliƟes that incorporate strategic planning through to day-to-day operaƟons, parƟcularly in relaƟon to buildings and premises. Key to this will be the need to bring strategic direcƟon to our site and faciliƟes funcƟons ensuring that they align with the current and future needs of the Academy. If you relish a challenge, have experience of moƟvaƟng staī, premises management and building maintenance and refurbishment experience and believe that you could contribute to our team of support staī, we would like to hear from you.
To ﬁnd out how you can beneﬁt from working with Eden Brown, contact us today on 0845 4 505 202. www.edenbrown.com
Full details and an applicaƟon form are available at: www.chiswickschool.org The school has a clear safeguarding policy and will make appropriate CP checks. All applicants must complete an applicaƟon form. For discussion regarding the role please contact Paul Sykes on 0208 7470031 or email: email@example.com Closing date: Interview:
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FINAL WORD NOTES FROM AROUND THE WORLD OF FM
GONE FISHIN' THE SAME FOR COMPLIMENTS
ESTATES MAN GOES TO BOLLYWOOD Who says a career in estates management is boring? Dharminder Shoker from Knighton, Leicester, is named after a famous Bollywood star – and he's ended up with a role in a film with his famous namesake. Dharminder is on the property management team at the University of Leicester, where a film crew is currently shooting Yamla Pagla Deewana 2 (Mad Madder Maddest 2). The film features the Bollywood star, Dharmendra, after whom Dharminder is named. It also stars Dharmendra's Bollywood superstar sons Sunny and Bobby Deol. Dharminder had been making arrangements for the shoot at the university campus, where the botanic garden, library, students’ union and halls of residence are being used as a backdrop for the movie. He said: “I first met Sunny Deol and his team a couple of months back, when they had been invited by the University of Leicester to take a look around the campus as part of their location scouting visit in Leicester. “It was very exciting to get to meet such a massive Bollywood film star, and a very proud moment when the entire team immediately began to compliment the university’s campus and the facilities we provide here." Dharminder was even more excited when the crew handed him a script for three scenes in the film. “I play a UK-based banker who assigns Sunny’s character with a project, which is where the story develops from. Having never acted before, but always up for a challenge, I accepted and got rehearsing.” The film is released next summer.
In an attempt to highlight the North Sea ﬁshing quota system that sees half of all ﬁsh caught thrown back dead, niche London catering contractor Lusso (part of the CH&Co group) has introduced 'Ugly Fish Friday' in which, every week, Lusso's client locations feature a particular variety of ‘ugly ﬁsh’ on the menu. Less pretty and fashionable than their over-ﬁshed counterparts, Lusso claims that its ugly ﬁsh are “as good to eat as they are unlovely to look at”. More importantly, they are all species on the Marine Stewardship Council’s approved list of sustainable ﬁsh, sourced through Lusso’s supplier Seafood Direct.
It’s the small details of this scheme that particularly impressed us. For example, to underline the sustainability message, Lusso is even naming the boat and skipper whose catch is on offer, going as far as specifying the harbour at which the ﬁsh were landed. Lusso managing director Paul Hurren is the man behind the idea. “70 per cent of assessed ﬁsh stocks in large parts of the EU are over-ﬁshed, yet many delicious, sustainable ﬁsh species are currently overlooked and under-used by chefs and thus under-ordered by diners,” he says. “We are helping to change this by putting our talented chefs to work,
demonstrating that cod, halibut and seabass are not the only choices, and that there are, literally, plenty more ﬁsh in the sea. “We are asking our diners to be a little more adventurous – safe in the knowledge that our chefs will turn them into dishes that even the most discerning diners will love.” Ugly Fish Friday was launched at Lusso’s client Investec's restaurant and will roll out across the Lusso estate of restaurants within banks, accountancy, law and insurance ﬁrms. This is no small distraction: Lusso plans to deploy ‘Ugly Fish’ logos on menus, posters, even on staff t-shirts. Details of the 'Ugly Catch Of The Day’ will be tweeted to employees of Lusso clients on the morning of Ugly Fish Fridays to whet their appetites ahead of lunchtime. Have Investec bought in to the initiative? More than 70 portions of Megrim sole, pollock, plaice and sardine were served during the ﬁrst Ugly Fish Friday at Investec, with supplies actually selling out. Lusso predicts sales of upwards of 4,000 ugly ﬁsh portions and is also planning a pop-up Ugly Fish stall at Whitecross Street Market – a hub for urban street food at the heart of the City of London.
"Some people still think that sharing their knowledge makes them expendable. The opposite is now true – your sharing makes you more valuable" Social media evangelist Gina Schreck throws delegates at the recent Corenet Global Summit by suggesting that established ways of managing knowledge have become outdated
IN THE NEXT ISSUE OUT 18 OCTOBER
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Assurity Consulting give me the conﬁdence and assurance that as an organisation, we are effectively and proactively managing our environmental risks.” Nick Turner, Executive Director, UBS
It’s what our customes think that’s most revealing Relationships are everything. By working in partnership with our customers, making sure we’re always available to offer clear, independent advice, we establish the mutual trust and respect that results in long-term relationships. Yes, we have the technical expertise to help manage your compliance responsibilities, however complex, but it’s the reassurance and conﬁdence we provide that really sets Assurity Consulting apart. Assurity Consulting t 0844 800 7705 e firstname.lastname@example.org w assurityconsulting.co.uk
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