2012-11-01 FM World

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 1 NOVEMBER 2012

FMWorld www.fm-world.co.uk

BIFM AWARDS:

FM in a war zone with G3 Systems

Driving change with Wendy Cuthbert, FM of the Year 2012

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BRINGING BRITAIN TO LIFE

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VOL 9 ISSUE 20 1 NOVEMBER 2012

CONTENTS

8 | Charing Cross Station

18 | Wendy Cuthbert

24 | Olympic Volunteering

NEWS

OPINION

FEATURES

6 Firms poor at declaring total ‘water footprint’, according to new report 7 Cofely wins contract to provide FM at the Shard, Europe’s tallest building 8 Project of the Fortnight: Charing Cross Station’s solar-powered bridge 9 Think Tank: Are building management systems getting too complicated for the average FM to understand?

10 Business news: Graeme Davies: Global instability is stifling attempts to plan growth 11 Kier sees £5.4 million revenue from PFI sales 12 Business Focus: Martin Corbett of Derwent talks to David Arminas 16 Martin Read reports from the FM Event held this year at London’s Olympia

14 Perspective of a facilities manager: Finbarr Murray discusses the future of NHS hospitals 15 Five minutes with Kieren Hobday on his cleaning training with UPP 50 No Two Days

MONITOR 34 Legal: A focus on the legislation covering rat poison 35 Insight: Market intelligence 36 Standards: Stan Mitchell introduces the BS8210 maintenance standard 38 How To: Cleaning the fire hazard of grease deposits from your kitchen vents

28 | G3 Systems

18

FM of the Year: Martin Read discusses a global change at Barclay’s Bank with Wendy Cuthbert, of FM of the Year at the BIFM Awards 2012

24

Olympic volunteering: Martin Read talks to Sarah Hodge, an FM who was tasked with organising a team of volunteers at the London Olympics 2012

28

G3 Systems: At two sites in Afghanistan, G3 is providing FM to wounded soldiers and civilians – a service worthy of a BIFM Judges’ Special Award

32

Bennett Hay: A training academy is giving a contract caterer’s staff the skills to offer clients and customers a five-star service

REGULARS 40 BIFM news 43 Diary of events 44 People & Jobs 46 Products 48 Appointments

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EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve ⁄ Martin Bell, strategic solutions manager, Norland Managed Services / Jason Choy, director, Persus⁄ Nick Cook, managing director, Haywards ⁄ Rob Greenfield, group SHEQ director, GSH ⁄ Liz Kentish, managing director, Liz Kentish Coaching ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM tutor and author ⁄ Chris Wood, FM consultant

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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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British Institute of Facilities Management Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER

s facilities management the lonely profession? Does the typical corporate structure isolate the role of facilities manager from the rest of the organisation – and does that subsequent sense of isolation take its toll?

It’s an issue that came up a few days ago in a conversation with a group of BIFM members. The point they were making is that it was important for FM World to keep FMs informed of events within, and connected, to the FM sector. One reason for the success of so many FM social events, they suggested, is that social interaction with peers comes as a relief from the relative isolation on offer when they go back to doing their day jobs.

Of course, there’s a lot more to the sector’s famously sociable scene, not least the need for FMs to keep themselves up to date on the great sweep of issues for which they are responsible. But still, those comments about the loneliness of the role struck a chord.

This idea of FMs being lonely in their work is something I’ve only looked at from the perspective of practical considerations in the past (issues such as lone-worker protection, communication, security). The broad concept of being ‘isolated’ has been confined typically to discussions about the difficulties in communicating up to board level.

In general, all that interaction at BIFM and other events can give a false impression of a profession and practitioners happily engaged within and without their organisations, perhaps deflecting from the day-to-day reality.

When we talk about the potential to influence and even direct the focus of an organisation’s culture, or put the case that the facilities manager is best placed to control the way both internal and end-user customers perceive an organisation’s brand values, we are emphasising FM’s unique position and capacity to bring together all other aspects of an organisation’s activities. But if the typical FM is so cut off from the rest of the ‘flow’ of those activities, how can we possibly set out to achieve such lofty goals? We may have logic on our side, but, oh Lordy, if the logic of an argument was the sole determinant of its acceptance we’d all be living a much more FM-friendly life already.

Perhaps all that outsiders hear when we make our increasingly routine calls for more recognition and organisational control is, ‘look at us, we’re actually here you know. If we weren’t you’d all be in the cold and dark staring at blank screens. You really NEED us.’ Maybe starting from such an an isolated position marks FMs out in ways other than we realise.

Combating the loneliness of the role means offering FMs every possible opportunity to engage with their peers and communicate their questions and concerns to others in similar positions. That’s something that we already strive to do, of course, but there’s every chance we can improve our offer. So when we’re considering new features and content ideas, we’ll certainly be taking the potential loneliness of the FM role into account.

Of course, if you’ve been affected by any of the issues raised in this column, please feel free to contact us online or give us a call…

I

“IF THE LOGIC OF AN ARGUMENT WAS THE SOLE DETERMINANT OF ITS ACCEPTANCE WE’D ALL BE LIVING A MUCH MORE FM-FRIENDLY LIFE”

Tel: 0845 0581356 email: admin@bifm.org.uk web: www.bifm.org.uk

www.fm-world.co.uk

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SUSTAINABILITY

Around three-quarters of the world’s top 250 companies address water issues in their corporate responsibility reports, but few state their water footprint.

According to the latest Sustainable Insight report from consultancy KPMG, one in five companies report the water footprint for only part of the company.

Just three of the world’s largest 250 companies report on the water footprint of any part of their supply chain and not one has reported on the water footprint of its entire supply chain.

Reporting on the full water footprint of the company is more common in some sectors than others, according to the report.

Mining and pharmaceuticals companies are the most likely to report the water footprint of their entire company, noted the report, which based its findings on corporate responsibility reports from the top 250 companies listed in the Fortune Global 500 list for 2010.

Around one-third of oil, gas and utilities companies report their water footprint, while only 20 per cent of food and beverage companies do so.

“Given that the food and beverage industry faces some of the greatest challenges around water scarcity, it seems inevitable that pressure will increase for companies to improve the level of their water footprint reporting,” the report said.

“Companies in the oil and gas sector are also likely to experience such pressure given the water 06 | 1 NOVEMBER 2012 | FM WORLD

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intensive nature of modern extraction methods such as (hydraulic) fracking.”

Fracking is the pumping of pressurised fluids deep into rock fissures to break up the material more, allowing easier extraction of oil. But the process is water intensive and much of the fracking fluid can be unrecoverable, which leads to high consumption.

In the face of dire predictions about dwindling supplies, a growing number of businesses are taking measures to become better stewards of the resource. Even so, less than half (44 per cent) of the global 250 mention in their

SHUTTERSTOCK

Firms fail to state water footprint

corporate responsibility reports specific plans to reduce water use.

Only around one in 10 of the companies reports that they are adapting to changes in water availability and a similarly small number says they are mitigating the impacts of water scarcity on their company or stakeholders.

When looking at national trends, companies in the UK (75 per cent), India (80 per cent), Spain (68 per cent) and Brazil (59 per cent) are much more likely to have a water strategy in place than companies in Canada (16 per cent) or the US (20 per cent).

Riverside and Cosmopolitan in link-up talks Social landlords Cosmopolitan Housing Group and Riverside have confirmed they are exploring merger talks.

Cosmopolitan, based in Liverpool, operates predominantly in Merseyside and Cheshire. More than a third of Riverside’s properties overlap with Cosmopolitan’s geographic area, “offering opportunities for working together with synergy”, according to a joint statement.

Discussions are ongoing and dependent on the agreement of lenders and the boards of both organisations. The social housing regulator is being kept informed of progress, the statement said.

Cosmopolitan Housing Group consists of Cosmopolitan Housing Association, Cosmopolitan

Carol Matthews, CEO of Riverside

Student Homes, Cosmopolitan Enterprises and Chester & District Housing Trust (CDHT), and telecare provider ChesterCare.

CDHT has more than 14,000 local customers in 6,200 properties. The business has also developed social enterprise Avenue Services in partnership with Cheshire West and Chester Council, covering one of the

largest housing estates in Europe in Blacon, near to Chester.

Set up in 1988, Chestercare was established to provide a monitoring and telecare service for the elderly and infirm.

Cosmopolitan Student Homes has around 5,000 students in purpose-built accommodation in Liverpool, Birmingham, Manchester, Preston, Salford, Bradford, Ormskirk and Stratford-upon-Avon.

“Through joining Riverside, we could reinforce our commitment to customers at a time when, for many reasons, it is most needed,” said Cosmopolitan Housing Group chief executive John Denny.

“We are working hard to try and achieve a great future as part of Riverside.” www.fm-world.co.uk

25/10/2012 17:33

NEWS

BRIEFS New Southwark offices

Cofely faces tall order in FM Shard deal

FLICJKR

Cofely has won a five-year contract for technical services to the Shard – the tallest building in Western Europe.

The Shard is the latest addition to London’s skyline, standing at 310 metres (1,016 feet) at the heart of London Bridge Quarter, a new, two million square feet commercial district on London’s Southbank.

Cofely, a GDF Suez company, will be working closely with London Bridge Quarter (LBQ) Estates Management during the mobilisation phase for the Shard, ready for the first tenants next year.

A 95-storey, 110,000 square metres (1.2 million square feet) building, the Shard contains retail, offices, restaurants, a five-star hotel, apartments and the capital’s highest viewing galleries.

London Bridge Quarter includes the Place, a 17-storey building of 40,000 square metres (428,000 square feet) with large floor plates and a landscaped roof terrace with views of London.

Cofely will optimise the performance of the Shard’s on-site 1.5MW combined heat and power plant; the Shard has a BREEAM ‘Excellent’ rating.

The company will also evaluate

energy performance throughout the London Bridge Quarter development and liaise directly with LBQ Estate Management and tenants in delivering energy efficiency innovations wherever possible, with a view to achieving continuous improvement.

Cofely UK chief executive Colin Hale welcomed the contract, saying that Cofely has added the Shard to its list of contracts with some of the world’s iconic buildings.

Cofely’s client buildings include the Burj Khalifa in Dubai and, in the City of London, 30 St Mary’s Axe, or ‘The Gherkin’.

DEBATE

FLICJKR

Energy Event: sustainability needs a vision Sustainability for the Olympic Games means more than just leaving legacy buildings behind after the event has ended, Lord Coe told delegates at a London conference.

The chairman of the London Organising Committee for the Olympic and Paralympic Games, (LOCOG) said the real sustainability vision was to inspire young people to be able to do things that they thought weren’t possible before.

Sustainability meant getting more people interested in sport in general in the long-term, said Coe, speaking at the Energy Solutions exhibitions, running alongside the FM Event at Olympia in London. www.fm-world.co.uk

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Lord Sebastian Coe, LOCOG chair

To capture younger people, the Olympics marketing group advertised in media that young people used for picking up information – it became obvious that wasn’t through double-page ads in the Daily Telegraph.

Tweets, e-mails and other electronic media were essential to ensure the message got across to the young that sport was exciting, important and fun. The website alone had 431 million hits daily.

Of course, it was also important that there were no ‘white elephant’ buildings left in London’s East End, Lord Coe said. Sustainability relied on a good business case for building new venues that added to the long-term improvement of the area.

If no such case was found, then existing venues were chosen, such as Wimbledon, which hosted the tennis, and Lords Cricket Ground, which hosted the archery.

The London borough of Southwark officially opened a new-leased central and energy efficient building in Peckham as part of an overall office accommodation strategy to save around £50 million for the council to reinvest in services.

The building is the first of three offices the council plans to open in the heart of the borough, which will eventually home up to 600 council officers, including frontline housing, community wardens, environmental health and adult social-care staff.

WRAP in Wales Concert venues, sports centres, colleges and shopping centres are among the organisations set to benefit from £432,000 of Welsh Government funding unveiled by WRAP Cymru.

The venues, along with event organisers, tourist attractions and a wide range of other public sites and buildings, can bid for grants of up to £50,000 to introduce recycling facilities for their visitors.

Organisers of events such as festivals and shows are also encouraged to apply, according to Wrap, which was set up in 2000 to help recycling take off in the UK and to create a market for recycled materials.

WRAP Cymru’s guidance and communications materials available for free download at www.wrapcymru.org.uk/rotgwales

Ducker appointed The Institute of Hospitality has appointed Peter Ducker as chief executive.

Ducker has served as an executive councillor and trustee of the institute since 2010 and takes up his new role on 2 January 2013.

He is currently executive director of the Hotel Booking Agents Association, as well as chairman of the Hotel Carbon Index and a consultant to the hotel industry through his own business, Roundpeg Resources.

He succeeds Philippe Rossiter, who has been chief executive since 2002.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Walsall NHS Trust fined after patient death A court has ordered Walsall Hospital NHS Trust to pay almost £107,000 in fines and costs after a pensioner died following a fall from a first floor window at Walsall Manor Hospital.

Harry Riley, 71, sustained multiple injuries in the incident on 18 January 2009, Wolverhampton Crown Court heard. He died the following morning.

The Health and Safety Executive (HSE) prosecuted Walsall Hospital NHS Trust after an investigation found the hospital had failed to install a restrictor on the window to limit the opening of the upper sash to 10cm.

The HSE found the trust had failed to carry out a proper risk assessment, despite a safety alert from the Department of Health to all hospitals in 2007 following a number of incidents involving patients falling from upper floor windows.

HSE guidance on preventing falls from windows is available at tinyurl.com/HSEfalls-windows

FM gets higher level apprenticeships Blackfriars: got the solar panels, now where’s the sun?

Blackfriars Bridge set to soak up the heat London’s Blackfriars Bridge rail station, which stretches out across the Thames, will have about 4,400 solar panels on the roof by the end of the year.

When the 250-metre bridge (820 feet) is finished at the end of the year, it will be the largest solar bridge in the world, according to Network Rail.

The solar panel system, manufactured by Panasonic and designed and installed by Solarcentury, covers 6,000 square metres (64,600 square feet) atop the station’s roof, the first roof to cover the bridge. The panels are expected to generate 900,000 kWh of electricity a year, half the energy needed by the station, saving more than 500 tonnes of CO2.

Blackfriars serves as a main terminus between Kent and south London and has more than 44,000 passengers daily. The station is being redeveloped to provide better interchange services between National Rail and London Underground services. The station’s capacity has gone from 12 to 24 trains per hour in each direction.

The current arched wrought-iron bridge was originally called St Paul’s Railway Bridge when it was opened in 1886. It stands downstream just beside where the first bridge stood – all that remains are the pylons.

Redevelopment and bridge construction, costing around £350 million, was awarded to Balfour Beatty Engineering Services in April 2008. The bridge was stripped to its foundations and reconstructed to be wider and stronger to house train platforms and a 250 metre-long (820 feet) roof.

“We’ve rebuilt Blackfriars on a 125-year-old rail bridge, creating a 21st century, solar-powered station on Victorian foundations,” said Network Rail’s senior programme manager Blackfriars, Paul Byrne.

“Blackfriars’ iconic location spanning the River Thames makes it a showcase for the potential of solar power.”

Network rail said the only other solar bridge known in the world is the Kurilpa Footbridge in Brisbane, Australia, built in 2009.

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The BIFM and Asset Skills have launched level 4 and 5 higher-level apprenticeships, both funded through the government’s Higher Apprenticeship fund.

This means that there are now degree-level apprenticeships for individuals and companies to use as part of their staff development and talent-management programmes.

Employers can now access these higher-level apprenticeships for their teams through the project partnership delivery partners (Sheffield Hallam University, Building Engineering Services Training (BEST), Leeds College of Building, The Manchester College, the Training and Learning Company, and Westminster Kingsway College.)

Speaking at a launch event on Monday 8 October, BIFM chief executive Gareth Tancred said that the FM sector “needed to attract new talent into the sector and develop the people within the sector to be the pioneers of the industry in the future.

“As the professional body for the sector we now offer qualifications at every level from level 2, entry level, right through to Masters level 7. It’s through these qualifications, and building them into the apprenticeships scheme that we are seeking to plug the skills gap.”

Flexibility is key in FM contracts FM contracts should be made more flexible to allow for organisational learning, according to an FM World/Supply Management webinar on contract term lengths.

Speaking during the event, sponsored by Office Depot, three panellists – Matthew Smith, head of procurement at Office Depot, Peter Jones, head of facilities management EMEA at CBRE, and Alan Barratt, procurement consultant at Barratt and Co – agreed that flexibility was an increasingly important issue.

Barratt argued that the culture of getting things right first time contradicted the mutual understanding and importance of patience between client and supplier.

Meanwhile, Smith stressed the need for relationship management within long-term partnerships between clients and suppliers. He also commented that both parties were at risk of losing sight of their original goals when the contract between them is not consistently audited.

Barratt’s view was that incumbent suppliers did not necessarily exploit their natural advantage of knowledge over their competitors. Systematic reviews, he suggested, would offer incumbents the opportunity of proving the added value in the contract.

The full webinar is available on FM World’s website. You can register to watch by visiting tinyurl.com/FMW-Web02Reg. www.fm-world.co.uk

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THINK TANK

WE ASKED 100 FMS…

Yes 40 %

No 60%

Are building management systems getting too complicated for the average FM to understand?

Around 40 per cent of respondents to the latest FM World Think Tank Poll said building management systems (BMS) are becoming needlessly complex.

FMs were asked if they believed BMS are getting too complicated for the average FM to understand.

The answer often rests with the individual FM, said a respondent.

Also, a lot of an FM’s ability to understand the BMS comes down to the type of system installed.

“A BMS, however complicated, ought to be operable by a nontechnical person provided the interface is properly designed,” he said.

If an FM is getting flustered, fear not, as the internet can come to the rescue: “Many sophisticated

systems can be remotely adjusted by specialists, so an FM wouldn’t need to understand technical manuals. It also shouldn’t be beyond the capability of an average FM to telephone their BMS helpline when required.”

It might be that in some cases that problem lies within the FM. Their attitude is not as positive as it could be, said another respondent who believed BMS systems aren’t getting too complicated.

“It depends on the individual FM’s attitude, in terms of getting to grips with the system ,” he said.

“It also depends on whether the FM has a good relationship with their BMS company. A positive attitude and good lines of communication can lead to benefits

for all parties – especially if client and BMS supplier share the energy savings.”

Recommended reading, said one respondent, is BSRIA’s Soft Landing Framework, a 33-page document for FMs involved in a handover, during which they take control of their new building. The concept of ‘soft landings’ is at the heart of the government’s construction strategy, whereby end-users aren’t hung out to dry after handover.

In the end, the complexity of a BMS is neither here nor there, said a respondent, although he

said the systems were getting too complicated. “But in many cases,” he said, “this would be managed by a maintenance supplier and FMs would not access the BMS. However, warned another FM, beware of becoming too far removed from the BMS. Another FM thinks managers need to improve their technical understanding of building services as part of greater professionalisation of FM. “This is especially true if we are going to take carbon reduction seriously,” he said.

CIBSE conference: “Keep it simple” DAVID ARMINAS newsdesk@fm-world.co.uk

Keep it simple, otherwise building services become too complex and finding a solution is harder to accomplish, according to David Fisk, president of the Chartered Institution of Building Services Engineers (CIBSE).

But that doesn’t mean building services designers should forgo innovation, said Fisk, in his opening speech at this year’s CIBSE conference and exhibition in London.

There is a lot of talk about “zero this and zero that” as an unprecedented complexity creeps into the sector, said Fisk. “But unless we manage our energy cleverly, all the design innovation [in building services] won’t help the planet”.

Fisk emphasised a back-to-basics and a common-sense approach to designing building services. www.fm-world.co.uk

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David Fisk, president of CIBSE

He also said there is no use looking at government regulations to improve the climate: “Bad green regulations tend not to be very green at all and, usually, are very expensive [for the sector].”

Meanwhile, Paul Morrell, the chief construction adviser to the government, said in his presentation

that the era of austerity in which building services designers operate is here to stay.

But customers as well as designers are in the same boat, he said. There is no need to retreat from innovation, which the British economy needs from all manufacturing and services sectors.

“Debt will continue to be part of our national life for a long time,” he said. Also, finding customers will be harder in the economic climate, which will continue for some time yet.

But innovation remains essential because the drivers for change are getting more intense, such as an increasing global population and a faster build-up of waste in all its forms.

Morrell said it would be a mistake to look to government to drive change and innovation within industry – it has to do that itself.

Like Fisk, he warned against overly complicating things, from the design of building services to the design of the manuals to operate them.

And there should be much more of a team effort with end-users of services to better understand how to improve services designs, a possibility now building information modelling (BIM) is taking hold.

With BIM, the construction sector has finally learned that it doesn’t get everything right first time, said Morrell.

BIM allows the monitoring of systems to improve later designs, but also runs current designs better – and shares that data, he said.

As importantly, the BIM process, which includes designers, architects, contractors and endusers, is a boon to innovation.

“The opportunities for innovation are enormous,” he concluded.

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ANALYSIS

Global upheaval stymies growth planning GRAEME DAVIES newsdesk@fm-world.co.uk

Economic indicators from around the world are proving difficult to read, which makes it tough for companies to plan ahead prudently. The UK looks like it might drag itself painfully out of recession, albeit by a whisker, but Europe seems to be slipping back into the abyss. Growth is also faltering in the US and emerging powerhouses China and India.

What is muddying the waters in most of these jurisdictions is policy intervention from governments and central banks desperate to keep their economies afloat for a

variety of reasons, not least selfpreservation, in the hope that a stronger economic recovery will come along and bail them out in the not too distant future.

But again, the picture is not clear here either. In the UK, for example, we have the Bank of England flooding the money markets with freshly printed funds, with the government sticking rigidly to a punishing austerity policy that is beginning to grate with large sections of the electorate. A similar story is unfolding in the eurozone where unemployment levels are soaring, growth is non-existent

and differences of opinion are emerging between the main countries as to whether to cut deeper or attempt to foster some growth. In the US, the Federal Reserve is pumping billions into the economy even as it staggers inevitably towards a fiscal cliff, that could see a dramatic and automatic cut in government spending if the two political parties cannot agree on a budget for 2013.

At this point in time only China appears to be on course for what it hopes will be a soft landing for its economy, although the opacity of Chinese economic statistics makes it difficult to get a true picture of the situation on the ground. The latest growth figure for China, of 7.4 per cent, chimes nicely with its long-term aim of 7.5 per cent growth in GDP, but it will need to hit this target again over the next few quarters to convince the world it has controlled the slowing of its economy.

The natural inclination of many

Contract wins

NEW BUSINESS Capital Shopping Centres has signed up Europa in a £2.8 million facilities contract for its Broadmarsh mall in Nottingham. The four-year deal is for cleaning, security and control room services. Europa already provides FM services to 11 shopping centres for Capital, including the Victoria Centre in Nottingham, the Metrocentre in Gateshead, Eldon Square in Newcastle, Lakeside in Thurrock and Braehead in Glasgow.

Risk management services company Aon has awarded VSG a two-year security contract. VSG, part of Compass Group UK & Ireland, is 10 | 1 NOVEMBER 2012 | FM WORLD

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providing manned guarding at six of Aon’s regional offices, along with keyholding and emergency response at 21 other sites, and mobile patrols at a further four.

Suffolk Coastal District Council has renewed its joint venture with Norse Commercial Services for another 11 years, taking the contract through to 2023. The joint venture, SCS, delivers strategic frontline services for the council, which has saved over £4 million through efficiency savings and external contract revenue. The contract is currently worth around £12.5 million a year to SCS.

Hard FM provider XPS has won contracts with independent charity The Parks Trust and national homecare pharmacy provider Medco Health Solutions. Under the deals, XPS – will maintain buildings and depots throughout the country. XPS will carry out planned preventative maintenance, contract services and reactive services.

ISS Facility Services Healthcare is taking on facilities services at the new £28 million Finchley Memorial Hospital. ISS will transfer cleaning services from the old site to the new, with a considerable increase in turnover, according to a statement.

Additional services will include housekeeping, security, car parking and patient laundry.

Harbour & Jones will provide catering for Orange Business Services at its Berkshire head office, as well as in-house hospitality for meetings, customer events and presentations.

businesses will be to batten down the hatches and wait for sunnier times. But companies in sectors as competitive as FM cannot afford to do that, particularly publicly listed companies who are expected by investors to continue striving for growth and to add to their huge order books.

Indeed, in times of wider economic turbulence, some sectors thrive, and FM has done better than most given that business and government continue to turn to outsourcing as a way of slimming down their own bloated balance sheets.

As has been pointed out in these pages before, the larger players are still thriving while smaller operators, with their narrower diversification in terms of skills and geography, have found it tougher. Recent trading statements from the likes of Babcock International, Compass and WS Atkins have been solid enough but the likes of UK-focused Mouchel and May Gurney have struggled.

And such times of relative economic difficulty can also present opportunities for stronger operators with deeper pockets to add to their businesses through acquisition; witness the series of small, recent acquisitions made by G4S. Mitie Group, which has already pushed itself into the environmental services sector through acquisition in recent years, has acquired Enara for £110.8 million, the UK’s fourth largest home care business.

This takes Mitie into a new and potentially lucrative sector, as changes to healthcare for the elderly coupled with a lurking demographic time-bomb take effect. It seems to make strategic sense and could prove that management ambition should never be a hostage to current economic fortunes.

Graeme Davies writes for Investors Chronicle www.fm-world.co.uk

25/10/2012 16:08

FLICKR

Kier sees £5.4m from PFI sales Construction and engineering group Kier has sold its interests in two private finance initiative (PFI) projects, Bournemouth Library and Greenwich Neighbourhood Resource Centres.

But Kier will continue to provide FM to the projects in which its interest was 50 per cent.

Kier constructed both the library and the care homes and has also provided the facilities management services for both projects, which it will continue to do for a further 20 years at Bournemouth and 22 years at Greenwich.

In August, Kier sold its investment in the Bournemouth

BUSINESS BRIEFS BAM man to lead on BIM

Bournemouth Library, built

by Kier

Library to Equitix. This month Kier completed the sale of its investment in the Greenwich Neighbourhood Resource Centres project to its co-investor, Sanctuary Housing Association.

The combined sale was £5.4 million, the details of which will be disclosed in Kier’s financial statements as at, and for the year ending, 30 June 2013.

“Both of these projects are good examples of Kier providing a comprehensive and fully-integrated service to clients, with both our construction and facilities management businesses working well together,” said Kier Group

chief executive Paul Sheffield.

“The sales continue our strategy of selectively realising the value of our PFI portfolio for subsequent re-investment in the group.”

Kier’s PFI sales come after Skanska’s announcement in the last edition of FM World that it sold its stake in three hospitals for nearly £66 million. Co-investor Innisfree, an infrastructure investment business, picked up Skanska’s equity in the three Public Private Partnership (PPP) hospitals in Coventry, Derby and the Sherwood Forest Hospital in Nottinghamshire.

Keepmoat refinances, loses chief executive Keepmoat, the regeneration and housing provider, has refinanced and made management changes, but loses its chief executive.

The refinancing completes the merger between Keepmoat and Apollo finally completed in March.

The merged business announced in May that ‘Keepmoat’ would be the single brand following the merger that created a £1 billion turnover company, as FM World reported.

The new funding arrangements replace a temporary bridging loan that was organised at the time of the merger.

Keepmoat is now owned in a partnership between management and Lloyds Banking Group. www.fm-world.co.uk

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Out with the old, in with the new: outgoing CEO Ian Sutcliffe (left); his replacement Dave Sheridan

The group’s debt has been significantly reduced and the maturity of the debt facilities has also been extended for six years at an improved margin, according to a statement by Keepmoat.

“In addition, Keepmoat has a new £125 million revolving credit facility, an increase of £50 million to allow it to take advantage of

market opportunities,” the statement noted.

“As a result of the merger Keepmoat has been able to bid on a number of national frameworks.

The group has also been successful in winning business from new and existing customers and has continued its strong record of delivery and working in partnership with local authorities and registered providers.”

However, in a management shuffle, Ian Sutcliffe has decided to step down as chief executive of the business.

Dave Sheridan, previously head of Keepmoat’s northern business, and prior to that chief executive of Apollo, is now chief executive Keepmoat.

Andrew Pryke, the new managing director of BAM Design will take the lead on developing the group’s use of building information modelling (BIM). Pryke joins BAM from Capita Symonds where he was an architecture board member and oversaw the work of 275 staff in 10 UK studios. “I will be exploring new opportunities to apply BAM’s expertise,” said Pryke.

“There is a very exciting technological agenda to move forwards and we will continue to pioneer the application of building information modelling,” he said.

CGS snaps up Cre-8 FM provider Control Group Services (CGS) has bought Cre-8 Southwest. Cornwall-based Cre-8 is an energy management and carbon reduction engineering company that provides services including facilities and project management, and mechanical and electrical design services.

CGS provides FM for shopping centres and commercial buildings, directly delivering security, cleaning and technical services.

McLaren and FMx merger Idox Group has bought software developer FMx and is merging it with its McLaren Software business.

McLaren Software is an engineering document control and project collaboration solutions company, owned by software solutions organisation Idox Group.

FMx, founded in 1999, develops computer-aided facilities management (CAFM) software.

Its CAFM Explorer is designed to manage all aspects of an operational facility, including building maintenance, asset tracking, and estates management.

FM WORLD | 1 NOVEMBER 2012 | 11

25/10/2012 16:08

FM BUSINESS IN FOCUS

THE ISSUE Merger talks by social landlords Cosmopolitan Housing Group and Riverside, and the impact of merged businesses on FM contracts

THE INTERVIEWEE Martin Corbett, managing director of Derwent FM

Joint honours While social landlords Cosmopolitan Housing Group and Riverside have confirmed they are exploring merger talks, nothing has yet been decided.

Their discussions, however, are indicative of a social housing and student accommodation market that is struggling with budget cuts at central and local government

levels, as well as within higher education.

A joint statement by the two companies noted that there are “opportunities for working together with synergy”. This usually translates into supplier reductions as well as savings in administration. Given that, the merged business could, when the time comes for renewal, consolidate repairs and maintenance contracts, as well as those for void work and building upgrades.

These bigger contracts across larger geographic areas might lock out smaller local suppliers. But there is also risk for the repairs and maintenance supplier; supplier margins might be pared back to win these larger-volume deals.

Client and supplier sides both have to be careful in current market conditions, said Martin Corbett, managing director of Derwent FM, the facilities business of parent company and social housing provider Derwent Living.

“There will inevitably be further

consolidation in the social housing sector as grant monies dry up and the cost of repairs to housing stock outstrips rental income growth,” said Corbett.

“Generally, the bigger scale of merged businesses means that there are a number of larger national providers who pick up these contracts. This does pose risks as margins are tight in the sector and this has led to problems in the past for suppliers, for example, the demise of maintenance supplier Connaught,” he said.

Connaught went into administration in September 2010 after discussions with its lenders failed to ensure a long-term financial safety net.

Other maintenance providers took over some of Connaught’s contracts until the company was eventually broken up.

At the client end, some social housing providers have entered the student accommodation market as a precaution against having all their eggs in one social-housing basket.

Cosmopolitan owns around 14,000 properties in the northeast.

But a report last month by the Financial Times said the business could be struggling with a debt to its banks of around £200 million.

Cosmopolitan also recently cut its construction programme by a third and let go of 22 staff.

Nonetheless, Riverside, more financially stable than Cosmopolitan, would be getting Cosmopolitan’s student housing business, whereas it has none at the moment.

“Housing associations that don’t have other commercial income streams could find they have a backlog of repairs to their housing stock,” said Corbett, who is the former managing director of Operon.

Derwent FM was formed in mid-2010 by Corbett and Derwent Living, a not-for-profit organisation

providing affordable living, set up in 1964.

Derwent Living, based in Derby, re-invests 75 per cent of its profits from its FM activity into developing new properties and maintaining existing housing stock.

Derwent FM focuses on providing hard and soft FM and student accommodation services, but also has clients in the residential, health, education and commercial sectors, as well as local and central government.

But bolstering your income with student houses still has its risks. “The health of the student accommodation sector relies upon a strong demand from students in order to collect enough rent to meet maintenance and operational costs and to pay off any bank loans used to build the accommodation.

“There will inevitably be consolidation in this sector due to the changing demands resulting from government policies on tuition fees, university selection criteria and the granting of visas for overseas students,” said Corbett.

The result of having students in England pay for their education is that they are more aware of themselves as a consumer and are demanding a greater value for money. This translates not just in the design and physical condition of their accommodation, but in the provision of services such as timely repairs, regular cleaning and good security.

So competition is stiff in the student housing market as well, says Corbett.

“Increasing competition between universities to enhance the student experience means it is critical that good maintenance and life-cycle programmes are in place, to ensure the accommodation is maintained to a high standard to underpin demand for the properties.”

David Arminas is FM World’s news editor

www.fm-world.co.uk www.fm-world.co.uk

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25/10/2012 12:19

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0800 169 0863 www.randstadcpe.com/fm FM WORLD | 1 NOVEMBER 2012 | 13

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22/10/2012 12:36

FM OPINION THE DIARY COLUMN FINBARR MURRAY

Finbarr Murray is director of estates and facilities at East Kent Healthcare trust

“IS IT STILL REALISTIC TO EXPECT LOCAL GENERAL HOSPITALS TO EXIST IN A WORLD THAT CANNOT AFFORD THEM?” A DOSE OF R EA L I T Y

hat is the future of hospitals in a world of increasing government cuts? Finbarr Murray wonders how the FMs who run them can contribute to their future

w

Since joining the NHS a few months ago, it’s become very clear to me that communities really want a local hospital. Not only that, but they want it to be among the best, to do all of the clinical activities available elsewhere in the NHS, and to have the most committed and professional of medical staff.

Now, you could argue, who in their right mind wouldn’t want to travel 10 minutes to a brilliant local hospital, particularly at a time of distress? But the question for the NHS and policy makers is, given that the NHS has to achieve

billions in savings, is this a realistic aim anymore? Is it reasonable to think of these general hospitals as able to cater for local needs and be fully up to date with advances in treatment?

It’s a difficult dilemma for trusts up and down the country and challenges our healthcare to walk a very thin line.

It’s at times like this that you ask what we as facilities professionals can do to contribute and influence its shape. For example, the UK’s population is living longer. Should we be delivering more care in the home setting, on the move or

remotely? Also, we should ask whether consultations can be conducted over the web, be less intrusive in people’s lives and fit around patterns that aren’t Monday to Friday 9-5.

Conditions such as obesity and dementia are on the increase and we will need different healthcare environments to deal with them.

Our Victorian building estates – as good as they were in their day – may not offer the flexibility to deal with changing needs.

Will legislation and statutory compliance give us the grace to operate in aging estates? Will complex care needs allow us to manage patients within hospitals without the need for shunting from one ward to another? Are wards even required?

These questions and many more require enormous strategic thinking

by estates and facilities professionals, given that after HR, the second biggest cost in an organisation is its infrastructure.

We must ask ourselves whether we are positioning ourselves, as a profession, to significantly influence the future of healthcare; are we even at the table.

Which brings me back to my first question: is it still realistic to expect local general hospitals to exist in a world that cannot afford them?

We are at a point in time where fundamental questions about relationships need to be understood and difficult decisions and realistic judgements need to be considered. In doing so, perhaps we can understand what part we will play and what shape our future NHS healthcare estates will look like.

BEST OF THE WEB Views and comments from across the web What has been the biggest challenge in moving or relocating your office or workspace?

(BIFM LinkedIn group) Michael Nimchan: Physically moving fireproof filing cabinets posed a sizeable challenge, especially when each weighed about 800lbs and was sitting on the first floor – no elevator and steps that looked like they could not withstand the movement 14 | 1 NOVEMBER 2012 | FM WORLD

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of such heavy stuff. We removed a section of the windows to facilitate the use of a telescopic forklift.

Andy Dodson: The logistics of an office move should not be underestimated.

Reconfiguring office plans, getting your IT set up again, relocating all the archived material you have etc, is a real challenge.

Lindsay Sharp: I could remove my own teeth and cut my own hair and it would be cheaper and

quicker, but the end result is unlikley to be pleasant, and the ramifications felt long after the intitial financial saving are forgotten.

What has been the single greatest innovation in the UK FM sector over the past five years?

(BIFM LinkedIn group) Graham Forrester: Energy services contracting has to be up there. When capital is limited within

most organisations, it makes perfect sense to allow your FM contractor to invest in energy saving equipment for your facilities that pays for itself through reduced consumption. Of course, that means that clients need to consider entering into longerterm partnerships!

In response to “School security makes you feel like you’re entering a prison”

– The Independent (BIFM LinkedIn group) Bernard Crouch: Some years ago, I worked on the redesign of a school reception in south London, following an incident of an angry parent armed with a pickaxe. A lowlevel reception desk was installed complete with panic buttons. All of the design was intended to calm rather than intimidate visitors, which overt security measures fail to do. www.fm-world.co.uk

25/10/2012 16:45

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

BEST OF THE

FMWORLD BLOGS Getting FM out of the closet and into the mainstream John Bowen, FM consultant, and chair of BIFM’s Procurement SIG I am often asked what I miss most about no longer being an operational FM. On the up side, I am glad to no longer have to put up with sitting in meetings where the chair and many of the participants are ill-prepared. On the other, I do miss making things happen.

Glossing over the meetings, the buzz in FM for me was that we could always be in the thick of things, for pretty much anything that the business was doing would involve us in some way and I always take the view that if I am going to be involved then I want some influence rather than just be a passenger.

My entry into FM was through the side door, as for so many of my generation. I was running a large logistics operation and we found ourselves at a standstill one Monday because of some building maintenance. FM there was run by a small team within personnel, but they were quickly transferred to me after that incident on an ‘if-you-think you-can-do-it-better’ basis.

The problem for the FM team, although they were known as buildings and accommodation at that outfit, was that they were working in a vacuum – they had a budget to work to and a manual that told them what cycles certain things had to be done and they just worked to that, regardless of the consequences. Any changes that affected the use of the site were not being passed on until they were about to happen and so the first job for me was to put that right – things got planned and agreed in advance with the people that they would affect.

Getting FM into the heart of what the business is doing is what I miss about the job.

Read the article in full at tinyurl.com/c7hqovx

Other interesting blogs Look, listen and feel – condition-based maintenance KC Ajith Kumar, executive director, InApp Information Technologies The age-old forms of observations as indicated below are still valid in the field of condition-based maintenance, probably as the first information report function.

The basics of good maintenance start from the careful, systematic, periodic inspection of equipment and system elements – the first step. Recording of observations is the second step. Analysis of the observations by a maintenance team leader would be the third step.

Look: Before starting a equipment or systems: good maintenance practices exhort users and maintainers to do a full visual inspection of equipment and systems before they are put into use, each and every time.

Listen: This is mostly applicable to equipment with rotating elements (motor driven pumps, fans, compressors and the like). Loose components or sub elements on the equipment may cause audible rattling noise. These could lead to future damage.

Feel: The ‘feel’ factor is an equally important tool in condition monitoring. There could be system elements that run very cold and touching them with unprotected hands could cause cold burns or skin peeling. The maintenance managers need to decide on what can be touched to feel.

Practised together, the above combination provides a very thorough basic condition monitoring technique. It is a value addition to the service rather than eating into a lean and mean budget allocation.

Read the article in full at tinyurl.com/d3t9e5c

www.fm-world.co.uk

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FIVE MINUTES WITH NAME: Kieren Hobday JOB TITLE: Trainee cleaner, UPP

I left school with few GCSEs and didn’t know what to do next. I applied for many jobs, but my lack of qualifications and experience held me back.

I had started to give up hope of ever finding work. I was competing with people who had a lot more experience than me and I felt I didn’t stand a chance. As time went on, I became increasingly frustrated. I had nothing to do in the day and felt that I wasn’t getting anywhere in life.

I jumped at the chance to join a vocational training course. It was run by youth charity The Prince’s Trust and UPP, which provides campus accommodation at Plymouth University.

I was unemployed for 18 months before attending the Get into Facilities Management course. Now I’ve got a job at UPP as a trainee cleaner.

Like most young people, I really wanted to work, but few companies were willing to take me on. It’s great that UPP is working with The Prince’s Trust to help young people get the skills and qualifications they need to get a job.

Everyone at UPP has been so supportive.

I’m learning a lot from the other people on my team.

Having a job means everything to me and makes me feel a lot more confident about my future.

I’m hoping to stay with the company. I’m keen to take every opportunity to develop my skills.

Kieren completed his course, Get into Facilities Management, in March. As part of the course, he completed work experience with UPP’s residential services team and gained qualifications in health and safety, customer service, cleaning and first aid.

FM WORLD | 1 NOVEMBER 2012 | 15

25/10/2012 17:26

FM EVENT THE FM EVENT

EVENT HORIZON London’s Olympia has been home to any number of variations on the theme of a facilities management exhibition in recent years. This year, organisers opted for a complete ‘re-boot,’ calling it The FM Event and introducing a broader mix of networking options

The newly named FM Event was opened on Wednesday 10 October

by Ismena Clout, just two days after the BIFM Awards ceremony was held a few miles away at the Grosvenor House Hotel. The BIFM chairman came away particularly pleased with the combination of learning on offer. “Highlights for me included some great educational and networking sessions, and also meeting so many BIFM members,” she commented.

Indeed, it was in the substance of the sessions that plenty of true value was to be found. In a panel session focusing on the impact of new rules on squatting, commercial property owners were warned to be on their guard against squatters who might previously have targeted residential properties, but would now be eyeing up empty business premises.

Panellists welcomed the recent 16 | 1 NOVEMBER 2012 | FM WORLD

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act that moved squatting in residential properties from being a civil offence to a criminal one; in the Scottish legal system, however, commercial property squatting is also now a criminal offence.

There is evidence that squatters have begun targeting commercial buildings to avoid prosecution from residential squatting, claimed panellist Pauline Ledford, general manager for national commercial estate at Telereal Trillium.

Ledford said that monitoring of Twitter postings had found references to empty commercial buildings and suggested that there could, in future, be a movement by rights groups to have businesses open up their empty commercial property as temporary homes for the homeless.

Two other panellists – Mark Cosh, director of SitexOrbis, and Lynne Swift, regional FM at CBRE

Delegates attend the networkingfriendly FM Event at London’s Olympia

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25/10/2012 17:24

THE FM EVENT

Management Services – agreed with Ledford.

Cosh said there appeared to be a more detailed hunt by some people to find empty commercial buildings, especially if the property is near high-density residential areas with all the amenities that they provide.

The fear is that these people are not the usual ‘urban warriors’ who break in and take photos to prove they were there before leaving again. They could be eyeing empty property for longer stays, he said.

Regular inspections and maintenance – especially of doors and windows – remain the most effective measure against squatting, although nothing is 100 per cent secure, said Cosh.

Employability In a session hosted by BIFM deputy chair Liz Kentish, panellists concluded that the value of experience was set to remain a critical determinant in facilities manager candidate selection. The session, entitled ‘Employability – what do organisations need from their FMs?’, focused on the issues of technical versus general expertise and the take-up of qualifications in the sector.

It found that despite recent boosts to the FM qualification structure, experienced practitioners are likely to already exhibit the character traits demanded of a successful FM – and would thus remain in demand.

Said Kentish: “You can bring in someone with technical skills, but if they can’t manage people

“Rarely do job ads talk about the desired attitude of the candidate.

Are you recruiting for personal values or just technical ability?” www.fm-world.co.uk

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you’re going to have a problem straight away. Rarely do job ads talk about the desired attitude of the candidate required. Are you recruiting for personal values or just technical ability?”

Tom Robinson, training and development manager at Mitie Client Services, suggested that people long associated with the profession were now taking qualifications to act as a form of ‘rubber-stamp’ of their experience.

Mark Smith, regional director London at Telereal Trillium, warned that reliance on experience could lead to talented younger people missing out.

“The trouble is that with so many applicants, qualifications are a good shortlist criteria. But they could be seen as something of a blunt instrument.”

Don Searle, category manager at recruitment agency Catch 22, suggested that “the whole concept of an FM is changing slightly.

Companies, certainly the larger ones, are looking for generalists not specialists. There’s an accent on the management side of the title.”

Tummel Vision In a fascinating session that pretty much obliged us to use the above sub-head, workplace consultant Neil Usher introduced the concept of ‘tummeling’.

‘Tummel’ is a Yiddish word, describing someone who gets others to get up and celebrate at weddings. “It’s a skill and not everyone has it,” said Usher.

“Tummelers are people gifted with the ability to instil engagement.”

The theory is that such people have an intentionally low-profile role in an organisation, quietly getting people to talk about key workplace issues. It’s a subtle process of engagement, and in Usher’s opinion missing from traditional communication.

“The whole notion is that a community needs to be stimulated and that with a change management programme it is not enough if you just expect it to work,” said Usher.

FM and the economy In a debate on how the UK’s faltering economy has helped redefine the role of facilities managers, FMA chief executive Chris Hoar wondered aloud about “how much more there is to be outsourced anyway bearing in mind that the UK FM outsourcing market is the most mature in world”. Hoar used the much-touted statistic that FM amounted to “between 5 and 6 per cent of GDP”.

Chris Stoddart, outgoing facilities manager of the year, said that over the past 20 years FM had established itself as a recognised profession and demonstrated its value to the core business – “but we’re still seen as the bad guys because we’re seen as expense, not an income generator.”

Paul Saville-King, MD of Norland Managed Services, said that he was “not sure that academic rigour in the sector is keeping up with demands and pace of change in the industry.” He suggested that FM needed to go through the same process as HR had done years ago, moving from being ‘back of house’ to being “business partners, with the direct value of the service widely recognised by executives. There’s a big gap there and a lot of work we can do to move that situation forward at a much faster pace.

“Our diversity is a really positive thing, but we’ve talked for years about up-skilling the industry – we’ve just got to pick up the pace. Until the change of pace demand side is slower than our ability to keep up, we’ve got a problem.”

FM WORLD | 1 NOVEMBER 2012 | 17

25/10/2012 17:25

FM FEATURE BIFM AWARDS 2012 WINNERS MARTIN READ

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25/10/2012 16:48

BIFM AWARDS 2012 WINNERS

Category: Facilities Manager of the Year Sponsored by: Linaker Winner: Wendy Cuthbert Company: Barclays Bank plc Photography: Peter Searle

CHANGE AGENT

The new Facilities Manager of the Year has been recognised for her track record of implementing innovative major change projects, as Martin Read discovers

y meeting with the new Facilities Manager of the Year takes place a week after her success at the BIFM awards ceremony on 8 October. Running in a particularly strong field, Wendy Cuthbert genuinely didn’t expect to win and, a week after, she’s still surprised. The actual award, it transpires, is on her desk, waiting for a permanent home.

We’re at the top of the Barclays building in Canary Wharf and it occurs to me that the image of facilities management will be boosted by the profession’s most prestigious award going to someone in such a high-profile position. As global head of facilities management for Barclays, Cuthbert is currently responsible for the bank’s ‘Project Unity’, a programme aiming to transform the delivery of FM services across the bank’s 5,500 properties.

Like so many, Wendy Cuthbert came into facilities management by accident; but it’s the sheer scale

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of the projects she’s been involved with, and the innovation she’s overseen that has set her apart.

The IT girl Cuthbert’s FM story starts in the late 1980s when she moved from her position as a metals analyst for Lehman Brothers to that of research analyst at Newton Investment Management. As an analyst, Cuthbert was already PC-literate, but few others in her new business were. So when company chief executive Stewart Newton decided the firm needed to review its IT infrastructure, Cuthbert was surprised to find herself thrown into the fray.

“I knew nothing about IT, nor how to structure a consultancy review,” says Cuthbert. “Suddenly I had to ask: ‘How do I do an RFI? An RFP? Who do I invite? Are there any rules of governance concerning how you do this?’ I had to choose what consultants to use, too. It was a real baptism of fire and all because I’d been identified as someone who

could use a PC. Suddenly I was reviewing the mainframe systems that Newton’s used to manage clients’ investment portfolios.”

One of the recommendations of Cuthbert’s consultancy review was an increase in the size of the team looking after Newton’s systems.

This, too, became Cuthbert’s domain when she was appointed head of IT customer support.

“I was putting in networks from scratch, literally working it all out from books, going on courses, learning as I went. But it was at that stage I first got into working with suppliers, and it’s something I’ve enjoyed doing ever since.”

Certainly, Cuthbert’s pioneering work with suppliers was part of the reason for her award-winning success and you can tell from the enthusiasm in her voice.

“It’s a huge mental stretch trying to work something out from first principles, but I’ve always thoroughly enjoyed it.

It’s all about working with people to understand their requirements, then translating them into how FM WORLD | 1 NOVEMBER 2012 | 19

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FM FEATURE BIFM AWARDS 2012 WINNERS MARTIN READ

you can deliver a product or service, or design a system, to meet their needs. With major projects it’s all about how you take it from planning status to a stage where the project delivers longterm benefit and becomes part of daily business life.”

Following her successful migration to head of IT customer support, Cuthbert, took maternity leave. In 1997, she was appointed as the Group IT director at the Swan Hill Group. (Having got rid of its IT department, the company had no one to manage its systems and vendors.)

A series of projects at Swan Hill saw Cuthbert honing her IT project skills, installing networks across the UK and consolidating office moves during a significant property slump.

Then a certain company by the name of J Sainsbury came calling with a role that built on Cuthbert’s experience in property and IT. After a stint as head of special projects and IT in the property division for the giant retailer, she undertook a review of the company’s FM provision. She identified some fundamental problems that needed addressing, in part connected to the historical trend of having FM run by someone with a stores background, without commercial or technical experience.

Cuthbert proposed that the best option was to outsource the service and remembers Christmas Eve 2003, when she was stuffing RFIs (requests for information) into envelopes to catch the post.

She then shortlisted five potential suppliers and went on the road to meet them.

“I’m a great believer in the fact that anyone can write the words, but at some point, you need to be able to back them up and physically demonstrate them,” she says. So she took the team round the UK, checking 20 | 1 NOVEMBER 2012 | FM WORLD

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www.fm-world.co.uk

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BIFM AWARDS 2012 WINNERS

“It’s about understanding people’s requirements; then you deliver a product or service, or design a system, to meet them” helpdesks, software, premises and meeting people, rather than reading a proposal behind a desk.

Aiming high After the success of this project and two years as head of retail and supply chain facilities management, Cuthbert spent two years at Credit Suisse as director of general services for EMEA before joining Barclays in 2008.

Today, she is responsible for more than four million square metres of space across the Barclay’s branch network, corporate offices, data and contact centres. Today, her main focus is ‘Project Unity’, a global initiative that she is leading in which, for the first time in its history, Barclays placed its entire global FM services portfolio, across 18 service lines, out to the market.

Project Unity originally commenced as an initiative within the corporate investment banking and wealth management

division. The plan was to introduce a unified global approach, eliminating the situation in which individual service providers would be contracted at different rates with different SLAs, in different territories.

In July last year, the project expanded to cover the retail and business banking division portfolio and Cuthbert was asked to lead the programme in her new groupwide role of global head of FM. In June this year, less than 12 months later, Barclays signed a framework agreement with ISS to provide FM services in the UK, the Americas, the Asia-Pacific region and across the rest of Europe. Cuthbert hopes that the overall project will reach global completion in Q4 of 2013. “We’ve got 56 countries altogether,” says Cuthbert. “We’ve gone live in North America, Mexico, Brazil, the UK, Ireland, Japan, Philippines and Australia. Next month, it’s half of India, Singapore and

CV

WENDY CUTHBERT CAREER FILE Qualifications and training: MBA, City University Business School BSc (Hons), Analysis of Science and Technology (with Genetics and Cell Biology), University of Manchester Professional memberships and Volunteering: Deputy chair: BIFM Catering & Hospitality special interest group Banking representative, Facilities Management Association end-user group JOB HISTORY: 2011-present Global head of facilities management, Barclays Bank plc www.fm-world.co.uk

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2008 – 2011 Global head of FM and head of CRES-UK, Barclays Retail and Business Bank plc 2006-2008 Director of general services EMEA, Credit Suisse 2001-2006 Head of retail & supply chain facilities management, head of special projects & IT (Property) – Sainsbury plc 1997-2001 Group IT Director, Swan Hill Group (formerly Higgs & Hill) 1987-1997 Head of IT Customer Support, International Research Analyst, Newton Investment Management 1984-1987 Metals Analyst, Shearson Lehman (latterly Lehman Brothers)

the Cayman Islands and then in December, it’s the rest of India, Hong Kong, China, Taiwan and Thailand. We start in Europe and the Middle East in February.”

“We’ve now got to work with ISS to make sure that the partnership and deal delivers.

It’s all about what the customer needs in order to do their jobs, in terms of the service we deliver to the end customer, or the member of the public who walks into our branches or visits one of our sites.

It’s about ensuring they get worldclass service and an absolutely fantastic impression of Barclays.”

Cultural fit As well as evaluating the ability of ISS to deliver the services alongside the need to secure the correct legal and financial model, a key element of the selection process was to establish their cultural fit and alignment.

“It was a question of whether we believed their claims.

We actually had ‘believability’ as a subject built in to the RFP. Some of it is gut-feel, but that is quite difficult to measure and is subjective. So what you look at is a way of quantifying it by their physical presence in a country through headcount, premises, number and type of clients and whether they’re going to be able to self-deliver the service or use a third party.”

The focus on the culture of the organisation providing the FM service is crucial for Cuthbert.

“For me, FM is about the people delivering the service,” she says.

“What we want to see from our suppliers is employee mobility, so that somebody employed as a cleaner who aspires to be an engineer can see that path open to them. Does their model have that flexibility? We want a company that will look at the potential of their people, that values them and allows them to reach their potential.”

“Bringing things to life, being able to talk with passion about people, about how they are going to deliver the services, that constant striving to improve what’s being done, that’s what we’re looking for.”

Cuthbert also cites the entirely upgraded management information (MI) system and platform that ISS is introducing for the contract.

“As countries have gone live across the world, I can see it happening on my iPad. I can start seeing the work orders and tickets as the countries go live. It’s current MI – available at my fingertips.”

This combination of appreciating technical innovation yet being attuned to the people-centric side of business is, I suggest, a very difficult balance to strike. Cuthbert puts it down to her genes.

“I am the product of two very different individuals,” she says.

“My father was an analyst who worked for a stockbroker. He was a geologist and a mining engineer; very demanding and analytical.

My mum was a schoolteacher who taught five-year-olds.

I think that’s really helped me.

I would say my skill is being able to simply describe complex technical solutions and translate them into everyday language.

Equally, I can translate everyday requirements into complex solutions and make them appear easy.”

A face for FM Wendy is deputy chair of the BIFM hospitality and catering special interest group (SIG), and one of the BIFM Award judges herself. She is also part of the Facilities Management Association’s end-user group, representing banking and finance.

In this latter role, she talks to the FMA’s member suppliers about issues of training and leadership development, seeking to improve future relationships with potential suppliers by explaining more of FM WORLD | 1 NOVEMBER 2012 | 21

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FM FEATURE BIFM AWARDS 2012 WINNERS MARTIN READ

“We believe integrated FM gives us the best value and the greatest mobility across service lines.” what companies like Barclays are looking for from their supplier relationships.

The integrated way Cuthbert is a great proponent of the integrated FM model.

“You have a single supplier taking accountability across all service lines, meaning you have fewer management layers, less duplication and greater empowerment. And for me,” she says, “empowerment is really important.

“We have to make sure we’re selecting the right company and that either they have the capability to deliver or the right partners to deliver on their behalf.

When you do that, we believe integrated FM gives us the best value and the greatest mobility across service lines.”

IFM on a global scale is a question of management and openness, says Cuthbert.

“Suppliers have to be prepared to work together; a transparent relationship is essential. For example, in New York, we were discussing a supplier’s margin while there were four other suppliers in the room. And that supplier was happy to do that.”

The future The sheer scope and scale of Project Unity is seen as groundbreaking, redefining the market place in terms of global FM deals.

Yet Cuthbert knows that however ground-breaking this deal is, the landscape could look very different when it comes up for renewal. You can tell that she’s excited at the prospect of yet another fresh approach.

“Who knows in five years’ time what the prevailing model coming through will be? All I know is it will be different. I look back three years ago and then the guaranteed savings model was new, but here we are today with a contract based on guaranteed maximum prices.

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There’s no right or wrong way with facilities management, you just have to tailor what you need to what’s available.”

“Next time we may decide that regional variances are such that they are better served by reverting to a regional model. It will come down to the capability of the suppliers and how the market is changing. We wanted a unified approach across Europe; in five years’ time, some of the suppliers we had to overlook may well have that capability, so that would mean we look at them again.”

Cuthbert points to the Americas, where she suggests the integrated FM market is “incredibly embryonic; but you know that other companies will come through and start delivering. Who knows what the more traditional managing agents will start offering. One contractor will come up with a USP that means we have to look at them again; we can’t afford to ignore what people in the market are doing.”

Married for more than 20 years, Cuthbert is a mother to two teenage daughters. Outside the day job, she spends much of her time driving her daughters to skiing

races. “We are a skiing family.

My younger daughter is a raceskier, the older one a ski instructor.

So there’s a lot of driving teenagers around to various races most weekends, and I also commentate at some of the races.

Other than that, I love the theatre – anything from Michael McIntyre to Shakespeare.”

At what point did Cuthbert realise that FM was the career for her? “Probably when I moved from running the project at Sainsbury’s to its actual operational delivery. I loved talking to the people in the front-line operations and asking how they found the services that the team provided – looking at things through their eyes. I love making a difference for people.”

Commitment to talent Two years ago, Cuthbert won in the FM category of the Women in the City awards, impressing the judges with her ability to inspire younger women into a “relatively lesser-known profession in the business world”. Judges cited Cuthbert’s commitment to helping others, “making time to mentor members of her team, even when

they have stopped working for her, as well as regularly visiting schools to raise awareness of the FM sector”.

At the time, Cuthbert spoke about the need to attract to the sector the type of people “capable of preparing and presenting reports and communicating with senior stakeholders.” She still believes that the profession still needs to do more to attract fresh talent.

“My eldest daughter has just finished school and their careers department didn’t know FM existed. The girls there were going on to do art history, medicine, sports science, business studies, law, psychology, a whole range of things – yet no one was thinking about facilities management.

“But once people realise the potential in FM, the ability to interact personally on a day-to-day basis, the variety, the wide skill set you develop, the complex strategy planning, the fact that you can be hugely creative… I think we’ll find more people interested in pursuing an FM career. Personally, I absolutely love it.” FM www.fm-world.co.uk

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OPERATIONS & MAINTENANCE

PROJECTS

24 hours a day 7 days a week 365 days a year

Keeping your roads moving www.laganconstructiongroup.com FMW.01.11.12.029.indd 2

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FM FEATURE OLYMPIC VOLUNTEERING MARTIN READ

GOLDEN OPPORTUNITY

PA

When Sarah Hodge volunteered for London 2012, her experience as an operational FM and facilities project manager proved invaluable in a crucial role within the Olympic Stadium. Martin Read reports

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OLYMPIC VOLUNTEERING

lthough Sarah Hodge has more than 20 years’ experience in FM and project management she is, perhaps more importantly, a passionate East Londoner. And having lived locally to the Stratford site for most of her life, volunteering her services for the biggest facilities project to ever happen in her ‘manor’ – the Olympic Games of London 2012 – was a natural step.

“I knew as soon as the bid was put together that I wanted to be involved,” says Hodge. “I just had to be. I’ve always been an East Londoner at heart.”

Sarah already had experience of regeneration projects local to the main Stratford site – including the first registered social landlord project, Poplar HARCA. She had an affinity with the work that needed to be done at Stratford and even a marital connection, with the building in which her husband’s printing firm was situated, on the edge of the Olympic site, being demolished as part of the plans.

Applying to volunteer using the electronic application process wasn’t easy. Prospective volunteers had little space in which to detail their specialisms and it was difficult to secondguess what selectors would be looking for.

Nevertheless, in February of 2010, Sarah was selected for interview in a process that culminated in a formal appointment nearly two years later.

Between those dates, Sarah was asked to train some of the leadership, but “it was only after another two security-based interviews that I realised I had a serious role, although I still wasn’t sure what.”

In January 2012, Sarah was appointed as protocol team leader in the Olympic Stadium. In this

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Sarah Hodge (third from right) among a group of ‘games-makers’

“The way it works is that people from the most recent games, the current games and the games to come in four years’ time are all involved” capacity, she would be managing the team dealing with the hundreds of dignitaries visiting the special VIP sections of the Olympic stadium. Volunteers reporting to her would include translators from across the world.

Train to gain Sarah had already taken some of the training modules required of the volunteer workforce.

“The cascade training was amazing and the training material provided by McDonalds’ was fantastic,” she says.

“Everyone who was selected got orientation training and that was very much the overall motivation piece. Then we had role-specific training, which was all about the golden threads of behaviours and how you demonstrate them in your specific role.”

Finally there was venuespecific training, involving the translation of those golden rules into how they would be interpreted in their particular venue. According to Sarah, “it was very good training that

made it abundantly clear who in the organisational structure you would be reporting to at your specific venue.”

Interestingly, the Olympic Games’ deploy a permanent, revolving core of management.

“This is the paid team and they sit at the top of the organisational tree,” says Sarah.

“It means there’s a common thread between games which helps a lot with protocol issues.”

The way it works is that people from the most recent games, the current games and the games to come in four years’ time are all involved. So in London, people who had managed the Beijing Olympics were working with their Rio 2016 counterparts as well as London 2012’s own management team. In Rio, London’s representatives will serve as the ‘old guard’, while part of the team will include people from whichever city has by then won the 2020 bid. This system of management serves for both the winter and summer games and is well-honed.

As protocol team leader, Sarah

was given leadership training on how to motivate her charges, and it’s here that the connection to FM was most overt.

The FM advantage “The connection between managing a facilities team and managing volunteers, as I was, is the sheer diversity of the team members,” says Sarah. “In the stadium, my team comprised doctors, scientists, students, physicians and others. Just as with an FM team, you might have cleaners studying to be lawyers, or hoping to get into medicine, for example.”

“When you have such a diversity of backgrounds, understanding what their motivations are and making their time with you the best it can be is actually quite a challenge. And of course at the Olympics, people had so many different reasons for being there.”

This is where experience as an operational FM gave Sarah an edge. “For some of the other volunteer managers, whose experience was of managing a particular type of individual, the ability to adapt to deal with so many different character and background types was perhaps more of a challenge.”

Key to managing volunteers is maintaining their initial levels of enthusiasm. “At the beginning, everyone was on such a high.

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FM FEATURE OLYMPIC VOLUNTEERING MARTIN READ

“We lost Mick Jagger. We knew he was due to arrive, but we realised no one knew where he was”

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Purple power: ‘games-makers’ (right); preparations in the Olympic Stadium (below)

were exhausted. By the second week it was a question of keeping everyone motivated as they sensed the Olympic experience coming to an end.

As a manager, that’s quite an unusual thing to have to deal with, but I understood that cycle from my FM days.

“The key is to get to know your team in the quiet times; understand why they’re there. Understanding that there are going to be cycles of enthusiasm and dealing with that is the role of the manager and leader.”

A bittersweet ending Nevertheless, the impending end of the Olympic journey was difficult for those volunteers, suddenly coming to terms with the fact that they’d soon be departing the extraordinary bubble London 2012 had been.

Keeping morale up meant reprising the motivational training from earlier. According to Sarah: “After every single session I’d remind them why they had wanted to volunteer in the first place and that they’d remember the whole of this experience for the rest of their lives. A lot of people had made some amazing connections, both personal and business.”

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FM QUICK FACTS

70,000 38 Olympic volunteers

venues across the UK

Maintaining enthusiasm also meant being attuned to individuals’ specific triggers, giving them something specific to do. In Sarah’s case, this meant getting the language girls into the media ‘mix zone’ to translate an interview with one of their own country’s athletes (“that would make their week,” says Sarah). And if a member of the team wanted to meet royalty or some other representative from their country, Sarah would make sure that person was invited to be present when those representatives were on site.

London 2012 is over, but Sarah’s own memories are vivid.

“The biggest issue we had every night was that we were dealing with people who were accredited, but didn’t have specific seat tickets. So we might have 2,500 seats available but 10,000 people who wanted to come in. That proved testing at times, with a king or two asking if we knew who they were.

It was particularly difficult to manage around the times of the ‘big ticket’ events – the 100m and 200m finals, and that middle Saturday when Jessica Ennis and Mo Farah were running.

Sarah confesses that having the army present helped to diffuse tensions when controlling the flow of dignitaries had left some people hot under the collar.

“Also, we lost Mick Jagger,” says Sarah, calmly. “We knew he was due to arrive, but a man rushed in asking if we’d seen him so we realised no one knew where he was. There was a bit of a panic until we found out he’d decided to come in via the public entrance and had been swamped by fans.”

Lessons learned In the darkness of a wet October, it’s difficult to believe just how successful the Olympics

were. As an experienced trainer and consultant, to what does Sarah attribute the success of London 2012?

“From the very start, the vision and outcomes were so clearly communicated, and they never changed. We were here to deliver the best games we could and that was translated into certain golden threads and rules of behaviour – this was to be best two weeks of our lives.”

And what has Sarah herself learnt from the process?

“It reinforced my belief that leading diverse teams to consistently deliver at the front line is not about money, but much more about focusing on every single person at every level. It’s about understanding and delivering the same vision and each person knowing their role is critical.

“It shows what can be achieved if everyone in the team wants and believes it can happen. It’s vital that every single member of the team is valued for their contribution.

The London Olympics showed just how important that mantra is. FM www.fm-world.co.uk

25/10/2012 16:46

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FM FEATURE BIFM AWARDS 2012 WINNERS DAVID ARMINAS

CONTRACT NAME: ROLE 3 MEDICAL TREATMENT FACILITY (MTF) FM SERVICES FOR: ● KANDAHAR AIRFIELD (KAF) ● KABUL INTERNATIONAL AIRFIELD (KAIA) TYPE: FIXED PRICE CUSTOMER: NATO SUPPORT AGENCY (NSPA) LOCATION: KANDAHAR AND KABUL, AFGHANISTAN PERIOD OF PERFORMANCE: FROM 1 JANUARY, 2011, TO 31 DECEMBER, 2015 CURRENT/END VALUE: $35 MILLION OVER FIVE YEARS (£21.8 MILLION)

G3 Systems was honoured with a Judges Special Award at the BIFM Awards last month. David Arminas finds out what it takes to provide FM in a war zone

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ront-line FM really means front-line for two medical facilities in Afghanistan, run

by G3 Systems for NATO’s Maintenance and Supply Agency. These combat hospitals are operated at the airfields of Kandahar and Kabul.

The hospitals handle mostly wounded NATO and Afghan military and police personnel, as well as local civilians when they can (for more general medical needs as well as casualties from mines and

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BIFM AWARDS 2012 WINNERS

“These units are ‘combat hospitals’ sat right in the insurgents’ backyard; staff see a lot of trauma”

explosive devices) and, on occasions, injured insurgents.

Working conditions under the five-year deal, which runs until December 2015, are best described in G3’s submission to the awards: “At the end of the day it has to be remembered that these units are ‘combat hospitals’ sat right in the insurgents’ backyard; staff see a lot of trauma.”

As such, the hospitals are among the most tense working environments – as well as intense, www.fm-world.co.uk

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not least because staff are living on site. At Kandahar Airfield Hospital, there is a 134-bed living facility with its own electrical generators, waste system, logistics yard, workshops, offices, IT infrastructure, gymnasium and TV rooms.

“A lot of people say they live and breathe FM service. Well, we actually do,” says Tony Bates, director business development for G3 Systems operations and maintenance (O&M) manager at Kandahar.

“Logistics is the crux of the matter,” says Pete Underhill, O&M group manager. “When you’re 8,000 or 9,000 miles away, it’s all about getting specialist material delivered, but importantly, delivered in a fit-for-purpose state.”

Having that well-established global supply chain is vital for G3 Systems, a wholly owned subsidiary of Florida-based IAP Worldwide Services. IAP provides government, commercial and international clients with a

wide range of facilities, services and solutions.

G3 Systems’ services include general FM, including O&M and contractor logistics support. G3 Systems also provides ‘post-design services’, meaning it provides spares and maintenance support from equipment and systems, be they G3’s own products, a client’s systems or products from original equipment manufacturers.

After a successful design-andbuild of the medical facility in Camp Bastion for the UK Ministry of Defence, G3 Systems tendered to build in partnership with a construction company, but not run, a new facility at Kandahar Airfield. G3 Systems won the contract in late 2008 and work began in early 2009.

The facility was built on time and to budget and handed to the client, the NATO Support Agency (NSPA), NATO’s principal logistics support management agency. In April 2010 the US Navy moved in as the end-user.

Because G3 Systems was involved in the construction of the building, in particular all the mechanical and electrical services, it was given the interim contract to look after the building until a facilities and O&M service provider was selected through a separate, exhaustive international bid process. G3 Systems participated and came top again.

Added to the contract was the running of the hospital at Kabul, a facility that wasn’t built by G3.

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FM FEATURE BIFM AWARDS 2012 WINNERS DAVID ARMINAS

“The Kabul facility also handles injured insurgent forces. Staff must remove name badges and maintain silence in their presence”

formation of the Facilities and O&M Group within G3 Systems.

Most of these logistics services are outsourced to industry. NSPA’s main role is in consolidating nations’ requirements, centralising logistics management activities, conducting international competitive bidding processes and controlling the cost and quality of the services to customers.

Organisational structure The O&M group manager at the top has the unenviable task of travelling every two weeks into theatre, which can be a long haul from the UK. The management and the majority of the supervisory staff are all expat UK nationals and rotate 11 weeks in theatre with three weeks off.

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such places as Kyrgyzstan, India, the Philippines, Bangladesh and Sri Lanka. They work one month on, one month off.

But no matter where G3 Systems’ employees sit in the pecking order, everyone has to know when to keep their head down. Bases often come under ‘indirect fire’, meaning insurgent forces indiscriminately fire missiles into the base or try to infiltrate the perimeter with a suicide bomber – which has happened.

The result is constant alertness.

One minute an FM is giving a ‘toolbox talk’ and the next he or she is running for cover. This added dimension to the job of what G3 Systems light-heartedly calls “combat FM” means senior management must have the skill to maintain morale and welfare to avoid any psychological impact on staff.

Above all, the company depends on the skill and dedication of its staff, says Bates. These include facilities managers, trade supervisors and tradespeople, field service engineers, buyers and logisticians.

Over 75 per cent of employees operate in the field alongside customers and end-users.

“We trawl the globe for people with the skills to operate the specialist equipment,” says Bates.

“It’s not like you can just pull people in from just anywhere.

Some will come and see for themselves and decide it’s not

IN FOCUS

THE CUSTOMER he main task of NSPA is to assist NATO nations by organising common procurement, supply of spare parts and arranging maintenance and repair services necessary for the support of various weapon systems in their inventories. This assistance is available whenever two or more nations operate the same system and have made a conscious decision to use NSPA’s support facilities. The main areas in which the NSPA is involved are: ● Supply ● Maintenance ● Procurement ● Contract management ● Engineering and technical support

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The end-user at Kandahar Hospital is the US Navy’s medical branch, as well as other casualties of the fighting, from personnel from other participating nations, Afghan military and police personnel to children caught in crossfire and even wounded insurgents. www.fm-world.co.uk

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BIFM AWARDS 2012 WINNERS

A member of the G3 Systems housekeeping team (near right); checking service sheets (far left); an outside view of the NATO facility in Kandahar (below)

for them. But since the project’s concept phase in 2009, we have retained 95 per cent of our staff on the contracts.”

The facilities Kandahar Hospital, a reinforced structure of 7,200 square metres built on the sprawling airbase that serves as the nerve centre for the NATO military effort in southwest Afghanistan. Whether a soldier needs a cure for the common cold or brain surgery, the NATO hospital on Kandahar Airfield can handle it. The facility is only minutes away by helicopter from most of the conflict zones in the country’s south.

The hospital is NATO’s largest permanent medical treatment facility and has 56 beds, including 12 intensive-care. It also has 12 trauma bays, three operating theatres, three dental suites www.fm-world.co.uk

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and a mental health unit.

The hospital has a 98 per cent survival rate. Recently, this hospital’s emergency room was filled with the cries of a three-year-old Afghan boy after he stepped on a landmine outside his village. The trauma team set to work immediately upon his arrival, barely saving the child’s life; his 10-year-old brother wasn’t so lucky.

The Kabul Airport facility is a sister hospital to Kandahar, but older by a year and not so technologically advanced. The fact that the end-user is the French army does create some communication problems. This was overcome by having the staff – a mix of British, Filipino and Indian nationals – learn French.

On occasions the Kabul facility also handles injured insurgent forces. Staff must take extra

security precautions, like removing name badges and maintaining silence while in their presence.

Even some of the management who are ex-military find this unnerving, but it’s all in a day’s work for the staff.

But just how do employees handle the stresses and tensions of working in conditions such as these front-line hospitals?

It all comes down to teamwork, says Bates.

“The staff do see some traumatic sights, but the medical staff at the hospital see G3 Systems personnel as part of the team and offer postincident counselling to those who need it,” he says.

“Essentially, the G3 team is a close-knit family that helps each other to get over such occasions.

The fact that we experience very little staff turnover is testament to this working well in practice.” FM

FM QUICK FACTS

95%

Retention rate of specialist staff brought in to work on the contract

75%

Employees operating in the field alongside customers and end-users.

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FM FEATURE HOSPITALITY

nthony Bennett is a man with a mission. He wants to put the service ethos back into facilities management, placing the ‘guest’ at the centre.

But this is not theorising from a management consultant.

Through Bennett Hay, the bespoke hospitality services business he co-founded with Hay in 2010, Bennett has the opportunity to put his principles into practice.

With a forecasted turnover of £2 million for 2012, Bennett Hay provides guest services, food and wellbeing services and workplace support to clients such as CB&I, HTC, Land Securities, Brown Shipley, EDF Trading and SEB. At the core of the Bennett Hay approach is a belief in the importance of behaviours, skills and colleague development.

The company has created a ‘transformation training academy’ to deliver this new thinking.

Bennett addresses the realities of the FM business directly: “Our experience tells us that creating a truly integrated team, to deliver a range of services and add significant value to a contract, remains an aspiration rather than a reality for most FM providers.”

The “one-team” approach proves difficult to achieve due to the very nature of FM contracts, says Bennett. Typically, an existing team keeps changing employers through an endless cycle of TUPE transfers, speedy mobilisation and new operational management.

Existing team members can become deeply pessimistic about the prospects for improvement as they experience constant change, but perceive little career progression. “This unspoken mistrust may sustain counterproductive patterns of individual and team behaviours,” argues Bennett.

So, that’s the problem – how do you respond to the client who says:

IMAGES: BENNETT HAY

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FIVE-STAR REVIEW

“What will be different on day one, with the same on-site team delivering our services?” How do you transform the team?

In designing the transformation academy, Bennett Hay studied the training approaches of businesses with similar values that have consistently achieved superior levels of guest service. These include Ritz-Carlton, Apple and Firmdale boutique hotels.

Each of these businesses offers particular insights for Bennett Hay. From Ritz-Carlton, it has

learned lessons in how to select, train and inspire colleagues. Apple, says Bennett, demonstrates the importance of attracting people who are passionate about the company’s products and training team members to get on with each other and enjoy working together. Firmdale captures detailed information about its guests in order to provide a highly personalised service.

Bennett says these businesses have some common features. They work hard to help their teams

Bespoke hospitality business Bennett Hay is attempting to import the ethos of the international hotel sector into UK facilities management – and training is a key element

Anthony Bennett (right) with business partner Robin Hay

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HOSPITALITY

understand their profile and those of their guests or customers. They then make absolutely sure that their teams know their product and service inside out and that they truly believe in how good it is, through personal experience.

They also provide a very clear ‘journey’ for the guest, covering all the touch points where they will come into contact with the service, product or team. Apple is a good case study – anyone who has bought an Apple product will appreciate how much thought goes into the customer ‘experience’, from the retail store, to the elegance of their website to the sleek simplicity of the packaging.

Finally, says Bennett, they are trained and retrained on each competency required for each job role. Most importantly, there is a clear path for each colleague – the intention is for the staff to share the same goal; they are respected and rewarded for their individual contribution.

Immunity to change In a recent blog post, Bennett mentions a study* by Harvard professors Robert Kegan and Lisa Laskow Lahey that shows how our individual beliefs, along with the collective mindsets in our organisations, combine to create “a natural but powerful immunity to change.”

The study’s authors also point out that often much resource is spent on training, www.fm-world.co.uk

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personal development plans and performance reviews that produce very limited enhancements to the team and the service because the unspoken barriers to effective action are not understood.

The main aim of Bennett Hay’s transformation training academy is to create highly motivated, cohesive teams able to deliver the company’s service model. The academy is inspired by a five-star hotel service ethos that sees each team member taking ownership for all service delivery areas, as well as their own area of speciality.

The basic bespoke programmes are designed by hotel and hospitality training expert Fiona Rassell, who also works with some of the finest hotels in the world, including Claridges, The Berkeley and The Mandarin Oriental to name a few.

But training at Bennett Hay’s academy is designed to instil the specific skills, attitudes and behaviours colleagues need to enhance the service they provide to guests.

This work starts with personality profiling for all the teams, explains Bennett: “Most companies tend to use these techniques simply for management. However we have adapted these to ensure all our people put culture, language and their own personal experiences to one side and focus on how they are perceived – by themselves, by their colleagues and, indeed, by our guests.”

Bennett says this approach has proved to be effective at cutting through historic management issues. “For example, one of our head chefs was struggling to manage his kitchen porter effectively. However, following our ‘making a difference to the guest’ behavioural module, because he now understood his colleague’s profile, he was able to adapt his management style to get the best out of him,” he recalls.

For front-of-house teams, sometimes dealing with difficult guests, it has helped them respond to difficult situations, says Bennett, but colleagues must understand that they are all ‘on stage’ and at all times being judged and observed, representing the client brand.

A key feature of the academy training is that it cuts across divisions and departments, working with the combined onsite team, whether in house, Bennett Hay or separately contracted colleagues.

Bennett Hay’s ‘guest touch point survey’ adapts techniques used by the hotel sector to optimise brand integrity, the guest experience and colleague behaviour. It’s designed to gather information on the impression a building and its facilities services make on both colleagues and visitors.

The survey covers all elements – from approaching the building, through reception, telephony and washrooms to lifts, vending, catering, meeting rooms, IT support and finally departure and onward journey.

“This is not just about process, although that’s important,” says Hay “The survey helps us look at the complete guest journey and identify areas needing improvement. For example, a survey for a recent client highlighted a real breakdown

in service from the guests’ perspective between reception and in-house catering.”

Other behavioural models in the academy programme include ‘sustainable service and carbon zapping’ – helping to reduce clients’ carbon footprint; ‘winning teams’, which follows the Apple training principles of encouraging teams to work closely together and recognise each other’s strengths; ‘confident front of house teams’, which provides individual on-job coaching on being prepared and informed to delight guests; and ‘everyone’s a concierge’, which ensures that teams have a basic knowledge of all areas of the client’s business and therefore, possible guest needs, regardless of where they work.

Bennett concludes by highlighting how he believes the academy can transform staff members’ working lives.

“We change our team members’ attitudes and mindsets to unlock their true potential and take an active part in transforming their working lives, with mutual benefits for all stakeholders involved, most importantly our clients.” FM * The study quoted is Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization, by Robert Kegan and Lisa Laskow Lahey, Harvard Business Press 2009.

TRAINING TO PERFORM

The transformation training academy The Bennett Hay ‘virtual academy’ provides: ● Competency training – from barista to culinary skills to front-of-house ● Compliance training – covering all legal aspects ● Reviews (at one day, one week, one month and three months) for new recruits and TUPE transfers ● Leadership training – supervisory and management ● Vocational courses using local colleges and universities near to client locations including Westminster college and Bournemouth university ● Food and service knowledge through daily briefing sessions.

FM WORLD | 1 NOVEMBER 2012 | 33

25/10/2012 12:22

FM MONITOR MARK COSH

LEGAL UPDATE

Mark Cosh is director of SitexOrbis

PEST-CON TROL CO N S ULTAT I O N

ew pest control rodenticides have been N approved under the EU Biocidal Products Directive. Mark Cosh explains the results and restrictions of the consultation on usage Anticoagulant rodenticides are the mainstay of the chemical control of rodents in the UK and across the European Union. Under the EU Biocidal Products Directive, the active substances (brodifacoum, bromadiolone, difenacoum, difethialone and flocoumafen) of five, second-generation anticoagulant rodenticides (SGARs) have recently been reviewed under the EU review programme.

It was agreed that these active substances should be included on the approved list of active substances that had been shown to be without unacceptable risk to people or the environment, despite some risks identified to humans, non-target animals and the environment.

Risk assessment The final decision about how and where SGARs can be used within individual EU countries was delegated to member states.

The HSE therefore carried out a risk assessment looking at the environmental effects of the five SGARs, which identified a high concern for primary and secondary poisoning of non-target species through the food chain. It concluded that since is not possible to rank the active substances in terms of risk, all five SGARs should be treated in the same way and risk mitigation measures be put in place around their use.

It concludes that options might therefore need to be considered that provide less than the 34 | 1 NOVEMBER 2012 | FM WORLD

34_Legal Update.sr.indd 34

maximum protection for nontarget species and the environment to allow this public health goal to be achieved.

Consultation The consultation document about the proposed use of SGARs was published in August 2012 and closes on 2 November 2012. It includes the following recommendations.

Restriction of user type 1) The HSE believes that nonprofessionals should be able to continue to use rodenticide baits for the control of mouse infestations and minor rat infestations in the interests of public health. It therefore does not propose a blanket restriction on user type and considers that, where appropriate, SGARs should be available to all users.

It believes that trade associations such as the British Pest Control Association and other stakeholder organisations have an important role to play in increasing the competence and understanding of non-specialised users.

Restriction of outdoor situation of use 2) Insufficient information is available to robustly rank baits based on the five SGARs for potency. Also, some outdoor use needs to be retained to maintain public and animal hygiene.

The HSE proposes that SGAR use is restricted to in and around

buildings and sewers. This will: ● Help

to address concerns that open area use of Difenacoum and Bromadiolone under the Control of Pesticides Regulations (COPR) is a major contributor to the residues seen in wildlife carcasses ● Permit SGARs (including those previously restricted to indoor use under COPR) to be used outdoors in a restricted and targeted way, i.e. where there is a high public hygiene ‘need’, enabling the rapid control of resistant rodent populations.

Restriction of bait formulation type In terms of bait placement, it is proposed that the following phrases are included on the labels of all SGAR bait products to ensure that non-target animals cannot gain access or access is restricted to a minimum: ● Prevent access to bait by children, birds and non-target animals (particularly dogs, cats, pigs and poultry) ● For use in areas that are inaccessible to infants, children, companion animals and non-target animals.

This is in addition to the EU Annex I phrase: “baits must be securely deposited in a way so as to minimise the risk of consumption by other animals or children.

Where possible, secure baits so that they cannot be dragged away.”

Restriction of maximum duration of baiting In order to minimise the risks of wildlife exposure and the development of resistant populations of rodents, it is proposed that the following

phrases be included on all SGAR product labels following the EU Annex I phrase mentioned above: ● “In most cases, anticoagulant bait should have achieved control within 35 days. Should activity continue beyond this time, the likely cause should be determined and documented” ● “Unless under the supervision of a pest control operator or other competent person, do not use anticoagulant rodenticides as permanent baits”.

This has become known as the 35-day rule and some product manufacturers are already including these phrases on their products.

Frequency of revisiting bait points Due to variations in baiting practices, the HSE does not consider it appropriate to set a statutory minimum frequency for revisiting all SGAR bait points. However it proposes that the following phrases should be included on all SGAR product labels following the EU Annex I phrase: ● “Daily inspection may be required in some cases” ● “Search for and remove dead rodents at frequent intervals during treatment, at least as often as when baits are checked and/or replenished”.

Although these are still proposals at this stage and further consultation is likely before these recommendations become law, pest control best practice is moving away from permanent baiting. FM For further information visit www.hse.gov.uk

www.fm-world.co.uk

25/10/2012 15:54

FM FMMONITOR SUPPLEMENT MARKET CATERING INTELLIGENCE

BY NAME IN HERE

INSIGHT

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

THERMAL INSULATION MARKET

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

Demand for thermal insulation products and systems across the non-domestic buildings market is largely driven by new-build activity, with upgrading of insulation on refurbishment works less influential, particularly in the commercial sector.

It is estimated that there has been a marked decline in installations since the onset of the recession. Relative buoyant conditions in the education and healthcare sectors sustained demand into 2011, with the budget cuts yet to have an impact. In 2012 and into 2013, anticipated cuts to public sector construction budgets will have a much greater impact, exacerbated by the failure of the government’s expected recovery in the private sector.

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

Consumer/Retail Price Index The CPI annual inflation stands at 2.2 per cent in September 2012, down from 2.5 per cent in August. This is the slowest rate of inflation since November 2009, when it was 1.9 per cent.

The majority of the downward pressure to the change in the CPI came from the housing and household services sector, with September 2011’s utility bill rises falling out of the calculation.

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

150 130

Blocks Cement

110 90

Bricks

70 50 30 ‘84 ‘86 ‘88 ‘90 ‘92 ‘94 ‘96 ‘98 ‘00 ‘02 ‘04 ‘06 ‘08 ‘10 ‘12

In recent years, there has been an abrupt decline in construction projects and, as a result, the production and delivery of building materials and components UK non-domestic building thermal insulation dramatically decreased between 2008 and 2010. market by area installed, by million square metres The production of cement reached a 10-year peak in 2007 of 11.9m tonnes in Great Britain. That 70 annual figure fell to a low of 7.6m tonnes in 2009.

65 The figures have stabilised in 2011 and 2012 – in Q2 60 production has not fallen further than 2009 levels.

55 Brick production has seen a similar decrease.

50 From 2.5m tonnes in 2007, production hit a low of 45 1.3m tonnes in 2009, before steadily increasing by 40 25 per cent in 2011 over two years.

Concrete blocks production portrays a more 35 dramatic shift: 2009 demand was nearly 50 per cent 30 07 08 09 10 11 12 13 lower than the level in the construction boom in Year fcst fcst 2003 and 2004.

Source: Department for Business Innovation & Skills

Category of worker

Hourly rate from 1 Oct 2012

Aged 21 and above

£6.19

Aged 18 to 20 inclusive

£4.98

Aged under 18 (but above compulsory school age)

£3.68

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

£2.65

INFRASTRUCTURE CONSTRUCTION OUTPUT GROWTH

Construction growth is expected to strengthen in the long-term as a result of government investment in rail infrastructure. Despite widespread opposition to High Speed 2 (HS2), the 20-year scheme to deliver hugely enhanced rail capacity and connectivity between Britain’s major cities, the programme does involve strong governmental commitment.

HS2 will be the largest transport infrastructure investment in the UK for a generation. The capital cost at 2011 prices of building the network – linking London, Birmingham, Leeds and Manchester – is estimated at around £32.7bn. It is claimed that HS2 will generate benefits of up to £47bn and fare revenues of £34bn over a 60-year period.

Source: AMA Research (www.amaresearch.co.uk)

Infrastructure construction output growth forecasts 2006 to 2016 – by value (£ billion at current prices) Value – £ billions at current prices

National Minimum Wage The following rates came into effect on 1 October 2012:

35_Insight.sr.indd 35

12-month moving totals

Source: AMA Research (www.amaresearch.co.uk) Arrived

EMPLOYMENT

www.fm-world.co.uk

Deliveries of bricks, blocks and cement

Value (£ millions)

Bank of England base rate: 0.5% as of 6 September 2012.

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

BUILDING MATERIALS STATISTICS

Index: 1983 = 100

ECONOMY

Source: HM Treasury (hmrc.gov.uk)

CATERING

25.0 20.0 15.0 10.0 5.0 0.0

09

10

11 12 fcst fcst

13 14 15 fcst fcst fcst

16

FM WORLD | 1 NOVEMBER 2012 | 35

25/10/2012 12:22

FM MONITOR STAN MITCHELL

STANDARDS

Stan Mitchell is chair of the ISO TC 267 Facilities Management Committee

B S8210 G U IDE TO FM M A NAGEM EN T

aintenance is one of facilities M management’s key deliverables.

Stan Mitchell discusses a standard dealing with this aspect of an FM’s responsibility The standard known as ‘BS8210 Guide to FM Management’ has yet to be published at time of writing and is actually based on an old standard that was out of date.

The Facilities Management Committee decided to update the old standard to include it in what is now becoming a family of standards for the facilities management sector.

The scope of this standard attempts to outline: ● A process approach at strategic and tactical levels ● Awareness regarding how to formulate strategy ● Guidance to ensure that assets continue to perform as intended (retaining their asset value at minimum cost) ● Highlighting the importance of planned maintenance and consideration that should be given to occupational health and safety.

It emphasises the need to have included a maintenance plan as part of an overall facilities management strategy.

It comments on the use of a permit-to-work, which may be necessary to ensure that the work to be done that represents a hazard to those involved or likely to be affected are safe.

The standard discusses why maintenance plans should be driven by the facilities maintenance strategy and 36 | 1 NOVEMBER 2012 | FM WORLD

36_Standards.sr.indd 36

should be fully aligned with it.

Maintenance plans should be prepared in consultation with stakeholders, taking account of the following as a minimum: a) The organisation’s requirements for production and operational demands and constraints b) The organisation’s financial circumstances and/or taxation position c) Feedback data on maintenance outcomes and associated costs The factors that should affect your planning are illustrated below right.

As with all things facilities related, costs are one of the important considerations. A strategy and its associated plans will need to be carefully considered; associated budget will need to be prepared in line with an organisation’s overall financial planning.

Associated budgets may need to take into consideration aspects such as the impact on capital value, the costs and benefits that accrue from the funds required, the risks and associated costs of not carrying out maintenance programmes and the costs and benefits of repair against refurbishment and against replacement, as well as the basis of calculation, for example, net present value (NPV).

Records and documents relating to maintenance activities will

also need to be kept, if you intend to analyse your processes.

When doing so in a structured manner, the standard recommends that the following aspects be considered: classification, obligations under lease or occupancy, statutory and insurance inspections, ownership, requirements and planning restrictions, to name but a few.

Where information is limited or lacking, records should be compiled during maintenance.

This can vary considerably in scale as well as type. The standard considers mechanical, electrical and fire protection in some detail, also commenting on the recordkeeping requirements that should be considered.

As part of any organised set of activities there should be an asset register to which the records can refer. The asset register should contain the maintenance history and trends and also the financial data that will enable proper assessment to be made when an asset should actually be replaced.

It recommends the data that should be captured as a unique 11.

PERFORMANCE MONITORING, REVIEW AND CONTROL 10.

IMPLEMENTATION OF MAINTENANCE

9.

PROVISION OF MAINTENANCE RESOURCES

reference for the asset includes: ● Make and/or model ● Manufacturer, vendor (if different to manufacturer) ● Date of manufacture and acquisition ● Completion of construction ● Whether or not access equipment is required, whether or not the asset is subject to a permit-to-work requirement ● Initial cost, projected lifetime, specification ● Replacement cycle, cost breakdown, servicing requirements ● Other maintenance required ● Accumulated depreciation, written-down value ● Source of components and spare parts (where applicable) ● Energy consumption and energy-efficiency rating ● Identification of hazardous or other risks to people or property.

Finally, the standard’s appendices give some examples of maintenance strategies including: planned preventive maintenance (PPM), and corrective maintenance. FM

1.

DESCRIPTION OF FACILITY ASSETS

2.

AGREEMENT ON REQUIRED PERFORMANCE

Factors affecting maintenance planning

8. FORMULATION OF PLAN FOR DELIVERY 7.

PREPARATION OF FORWARD PLANS

6.

ASSESSMENT OF RESOURCE REQUIREMENTS

3.

AUDIT OF FACILITY ASSETS

4.

IDENTIFICATION OF SCOPE OF MAINTENANCE

5.

SELECTION OF MAINTENANCE OPTION(S)

www.fm-world.co.uk

25/10/2012 15:49

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 customers 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 info@assurityconsulting.co.uk w assurityconsulting.co.uk

INDEPENDENT TRUSTED ADVICE

FMW.01.11.12.037.indd 2

22/10/2012 12:32

FM MONITOR GARY NICHOLLS

HOW TO…

Gary Nicholls is managing director of Swiftclean

CLEAN YOU R WAY TO FI R E SA FET Y

leaning in commercial kitchens is a thorough and routine process. But Gary Nicholls explains the significance these methods have in fire prevention and the safety of staff

C

No matter how healthy the menu on offer, all commercial kitchens are prone to the accumulation of fat and grease deposits in their extract ventilation systems. Yet the reasons why the thorough cleaning of ductwork is vital, from a fire-prevention perspective, are often only partially understood, even by professionals. Here’s how to stay safe – from fire and prosecution.

the ductwork. You have to gain access to the ductwork itself, which may mean installing access doors so that operatives can enter the system in order to clean. You must make sure that ductwork is regularly and effectively cleaned and grease deposits are completely removed.

1⁄

Statistics from the Association of British Insurers indicate that pay-outs on fires caused by improperly maintained extractor ducts are running at around £65 million a year.

This is a sobering enough thought, but failure to properly clean extract systems can render insurance policies invalid. The true cost of fire damage, which includes a proportion of fires where insurance companies have refused to pay out, must be millions of pounds higher.

The only solution is effective regular cleaning.

Out of sight, front of mind

The need for effective regular cleaning in commercial kitchens, canteens and restaurants is obvious. But what about the areas you can’t see? You may have regular and efficient cleaning processes within the kitchen environment, but failure to remove fat deposits in the unseen interior of kitchen extract ventilation systems automatically establishes a fire hazard.

Many commercial kitchen fires could be easily extinguished but for the deposits of fat in the extract system catching alight.

Ductwork provides a pathway through the building that can allow the fire to spread to areas that would otherwise have been unaffected.

2⁄

Keep the space grease-free

Grease deposits accumulate in difficult-to-access areas within 38 | 1 NOVEMBER 2012 | FM WORLD

38_HowTo.sr.indd 38

3⁄

Safeguard your insurance

4⁄

Comply with regulations

Failure to remove grease deposits through regular cleaning can leave the responsible person open to prosecution by the Health & Safety Executive (HSE) under Fire Regulations or Health & Safety regulations. Grease build-up in extract systems is also the perfect breeding ground for bacteria and

pests such as cockroaches. The presence of these in ductwork can also lead to prosecutions and fines by the HSE. Your kitchen may be spotless, but unless your ductwork is also clean, you are vulnerable – and so is everyone who uses the kitchen.

5⁄

Appoint a responsible person

Under the October 2005 Regulatory Reform (Fire Safety) Order, which came into effect in April 2006, building operators must appoint a responsible person for fire safety. Their responsibility is to ensure that kitchen grease extract systems (canopies, filters, ductwork, risers and fans) in kitchens, restaurants, hotels, pubs, canteens, food production areas, hospitals, schools and the like are cleaned as required by fire safety regulations.

They will also need to make sure that cleaning is conducted in accordance with building insurance policies and workplace (health, safety and welfare) regulations.

6⁄

Establish your process

In order to comply with all the regulations you must: identify and assess the sources of risk; prepare a scheme for preventing or controlling the risk; appoint a person to be managerially responsible; implement and manage precautions; and keep records of the precautions implemented.

7⁄

Set a regular cleaning pattern

Section 7 of TR/19 is recognised as the leading guidance document for controlling fire risk in kitchen extract systems.

It suggests that kitchen extract systems in heavy use – 12 to 16 hours a day – should be cleaned at least quarterly. Those in moderate use – six to 12 hours a day – should be cleaned halfyearly. Finally, those in light use – two to six hours a day – should be cleaned at least once a year.

8⁄

Use a cleaning specialist

Most FM experts will not have extract cleaning services as an in-house capability, so will wish to appoint a subcontractor. Check track record and reputation.

Swiftclean, for example, has provided technical input to the Building & Engineering Services Association (B&ES Association), BSRIA and CIBSE to assist with developing their own technical advice and standards.

Checking that the company that you are considering appointing has a positive relationship with leading industry bodies is a good indication that you will receive a high-quality service. You should be given guarantees that all work is carried out to relevant B&ES Association, BSRIA, Health & Safety guidelines and regulations.

All work should be fully certified, and post-clean reports should be provided on every clean. FM

“Many commercial kitchen fires could be easily extinguished” www.fm-world.co.uk

25/10/2012 12:23

MAKE SURE YOUโ RE LICENSED. and distributes money for the use of the musical composition and lyrics on behalf of authors, songwriters, composers and publishers.

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

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.

7R o QG RXW PRUH DERXW KRZ PXVLF can work for your business visit musicworksforyou.com *MusicWorks survey of 1000 people, conducted May 2012.

ppluk.com

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V ย ย ย ย ย ย ย ย ย ย ย ย ย ย ย ย วก ย ย ย ย ย ย ย ย ย ย ย ย ย ย ย ย ย ย ย ย ย ย ย ย ย ย ย วค

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www.econnect-infracomfort.co.uk ย ย ย ย ย ย อฒอณอทอณ อดอฒอน อนอบอณอณวค 24/09/2012 11:05 FM WORLDโ | 1 NOVEMBER 2012โ | 39

22/10/2012 12:41

BIFM NEWS BIFM.ORG.UK

The ThinkFM conference will return in 2013 to the Royal College of Physicians on Monday 10 June.

CAREERS

Apprentice scheme The BIFM and an Asset Skillsled partnership have launched the higher-level apprenticeships at levels 4 and 5 in facilities management aimed at ‘inspiring the next generation of facilities management professionals’.

The launch at the London event is the fruition of the project to develop degree-level apprenticeships in facilities management, funded through the government’s Higher Apprenticeship Fund.

The investment by the government to develop higherlevel apprenticeships means that there are now degree-level apprenticeships for individuals and companies to utilise as part of their staff development and talent-management programmes.

Employers can now access these higher-level apprenticeships for their teams through the project partnership delivery partners.

The apprenticeship scheme is at the heart of the government’s skills strategy. Matthew Hancock MP, parliamentary undersecretary of state for education and business innovation and skills stated: “Wage returns of advanced and higher apprenticeships roughly match those that a university degree confers and we are committed to developing and promoting vocational learning as a viable alternative, as well as making this level the one that most learners and employers aspire to.

We know that when a jobseeker 40 | 1 NOVEMBER 2012 | FM WORLD

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has those sorts of skills to offer, they will find themselves in demand.”

The Asset Skills-led project partnership comprises BIFM, Sheffield Hallam University, Building Engineering Services Training (BEST), Leeds College of Building, The Manchester College, the Training and Learning Company and Westminster Kingsway College.

The partnership has developed the higher-level apprenticeships in consultation with employers to ensure they meet the skills needs of the sector.

Apprenticeships are not just for new entrants into the sector, they are also relevant to those already working in FM and looking to progress and develop their skills and expertise at any stage in their life or career.

These apprenticeships and the BIFM qualifications in facilities management are central to opening up entry routes and development pathways in facilities management. i For more information on apprenticeships, please contact BIFM at qualifications@bifm.org.uk, call 0845 058 1355 or visit www.bifm.org.uk/apprenticeships.

Alternatively, you can visit www.apprenticeships.org.uk or www.assetskills.org

REGIONS

South west The BIFM South West region committee welcomed more than 70 BIFM members to the health and safety, compliance and risk management-themed quarterly training day, held at the Hilton Hotel in Bristol on Friday 14 September.

The day, generously sponsored

by Assurity Consulting, kicked off with a lively and engaging presentation by Peter Ralston of CRM Training and Consultancy, who gave an update on legislation changes and shared some of his experiences as a former HSE inspector, which was well received by the members.

Greg Davies from Assurity Consulting followed with a presentation on the fundamentals of compliance and risk management, with a short H&S quiz at the end to test our members’ competitiveness.

Peter Ralston then returned to the floor to give some guidance on how to handle the audit process with a very memorable Pulp Fiction-influenced presentation. Some very practical advice and tips were well received by us all. – let’s face it, who does like audits!

KEEP IN TOUCH » Network with the BIFM @ www.networkwithbifm.org.uk » Twitter @BIFM_UK » LinkedIn » facebook » YouTube » Flickr

Due to major refurbishment taking place at the hotel, it wasn’t a huge surprise when an unexpected fire alarm got us all heading for the fire exits – only for the alarm to be silenced and for us to be told we could return to the room. If ever there was a room full of sympathetic professionals, it was definitely the South West members who laughed and muttered, “Yep, been there, done that!”

The afternoon session kicked off with a session by Steve Dance of Risk Centric, chairman of the BIFM Risk Management & Business Continuity Special Interest Group, who set the delegates an extremely imaginative disaster recovery scenario to manage. Hopefully it will never happen, but if Bristol Airport ever needed assistance with its continuity planning, the South West members would be happy to share their ideas!

The day finished with chairman Gareth Andrews giving an update on the region’s plans for the remainder of 2012 and into 2013.

The region was pleased and proud to be able to show off its BIFM ‘Region of the Year for 2012’ award and the framed certificate was presented before the day commenced by host and committee member Beth Goodyear.

Our thanks go to our sponsor Assurity Consulting, our www.fm-world.co.uk

25/10/2012 12:23

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

Linda Hausmanis is head of Awarding Organisation at BIFM

BIFM COMMENT I N SP I R I N G T H E N E X T G E N E R AT I O N

hink of October and the Grosvenor House Hotel in London and you’d be forgiven for thinking about the BIFM Awards. The event was a fantastic success and an inspirational evening for all facilities professionals. But another event, held on the morning of the awards ceremony, brought together a group of facilities management, training, education and government experts at Grosvenor House, to lay the foundations for the next generation of FMs – this was the launch of the BIFM higher level apprenticeships.

Facilities management was typically a profession that people fell into, but, as BIFM chief executive Gareth Tancred said at the event, “We are keen to make FM a career of choice rather than a career of chance”. Our industry is ageing and we desperately need to attract talented young people to replace those who leave FM. But how can we create career pathways to encourage young people into our sector? And once we’ve got them into FM, how can we help to provide them with the skills they need to succeed?

Skills are high up the coalition government’s agenda. For the first time, the government has linked the improvement in people’s skills to the wider economic recovery and it sees higher-level apprenticeships as part of that plan. Matthew Hancock MP, parliamentary under-secretary of state for education and business innovation and skills, although unable to attend, supported the event by stating: “We are committed to developing and promoting vocational learning as a viable alternative, as well as making this level the one which most learners and employers aspire to.”

The BIFM, together with Asset Skills, Sheffield Hallam University, Building Engineering Services Training (BEST), Leeds College of Building, The Manchester College, The Training and Learning Company and Westminster Kingsway College, has launched higher-level apprenticeships in facilities management at Qualifications and Credit Framework levels 4 and 5.

These apprenticeships, funded through the government’s Higher Apprenticeships Fund, mean that there are now apprenticeships from levels 2 to 5, with level 6 under development. Now, someone leaving school at 16 can embark on a career in FM and work towards the equivalent of a degree, while earning money rather than becoming burdened with debt. And apprenticeships are not just for new entrants, they are also relevant to existing FMs looking to develop their skills.

Apprenticeships are already popular with business. A recent survey found that more than 70 per cent of employers feel that apprenticeships are at least of equal value to a university degree to help people to prepare for and progress in the workplace.

This is a truly exciting opportunity for our sector and, together with the BIFM suite of qualifications from levels 2 to 7, will help us to attract fresh talent straight out of school, ensure that facilities management is seen as a career of choice and help to improve peoples’ skills throughout the sector.

T

speakers and the Hilton Bristol hotel ,along with all the members who attended and who helped make the day such a success. i Learn more about all BIFM Groups at www.bifm.org.uk/groups

CONFERENCE

ThinkFM ThinkFM, the facilities management conference brought to you by the BIFM in association with Workplace Law, will take place on Monday 10 June 2013, once again at the iconic Royal College of Physicians in London.

For the third consecutive year, ThinkFM will work on a ‘hub’ format, whereby delegates can create their own agenda from concurrent sessions, rather than the constraints of a set agenda.

This allows delegates to build on current knowledge on a particular topic or learn something new.

Over 300 delegates attended ThinkFM 2012. In 2013, the organisers aim to build on this resounding success, bringing together the FM community and focusing on delivering even more value.

Register your interest at www.thinkfm.com If you are interested in sponsoring ThinkFM please contact Mark Nicholas at mark.nicholas@bifm.org.uk

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40-42_BIFMNews.sr.indd 41

“WE ARE KEEN TO MAKE FM A CAREER OF CHOICE RATHER THAN A CAREER OF CHANCE”

i Learn more about apprenticeships at www.bifm.org.uk/apprenticeships, contact BIFM at qualifications@bifm.org.uk or call 0845 058 1355. Alternatively, you can visit www.apprenticeships.org.uk or www.assetskills.org

FM WORLD | 1 NOVEMBER 2012 | 41

25/10/2012 12:24

BIFM NEWS BIFM.ORG.UK

UK SKILLS SHOW

Inspiring a generation Through the BIFM’s active work with Job Centre Plus and the Department for Work and Pensions, the institute was invited to participate in The Skills Show (World Skills UK), taking place at the NEC in Birmingham from 15-17 November.

The Skills Show is the UK’s biggest skills and careers event and is a unique annual celebration that will inspire the professionals of tomorrow with exciting opportunities in further education, skills and apprenticeships.

Claire Akin, deputy chair of the BIFM Rising FMs SIG and facilities manager at CBRE, will be speaking on behalf of BIFM, looking to inspire a younger generation into the facilities management profession as she educates the audience on ‘Facilities management – a career of choice and opportunity’ on 16 November.

The session will focus on FM and the opportunities it offers as a career choice, highlighting what the role involves – no day is the same in FM. The idea is to engage peoples’ interest in the buildings and facilities that they could work in and the challenges, breadth and depth that a career in facilities management can offer them.

As FM is gaining more recognition and importance, the session will take place at 10am and then be repeated at 13:20pm on the Built Environment stage.

Alongside this stage, there are other areas to focus on: ● Creativity ● Engineering ● Manufacturing ● Business & Technology This is part of the institute’s efforts to attract people into the 42 | 1 NOVEMBER 2012 | FM WORLD

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profession from an earlier age and to provide the developmental pathways for people to enter and progress quickly within the sector through apprenticeships and qualifications available from school leaver (GCSE level) right through director level (Masters). i Learn more about the show at www. worldskillsuk.apprenticeships.org.uk/ the-skills-show, learn about BIFM qualifications at www.bifm.org.uk/qualifications and apprenticeships at www.bifm.org.uk/apprenticeships

ONLINE LEARNING

3-for-2 on SkillSet SkillSet is the BIFM’s interactive online learning portal available to all facilities management professionals to help you or your team develop business skills in bite-size, adaptable chunks.

To mark the launch of seven new modules, until Friday 30 November you can purchase three modules for the price of two.

New SkillSet courses include: ● Coaching skills ● Data protection ● Networking skills ● Managing through a recession ● Managing workload ● Social media for professionals ● Finance for non-financial managers.

They will compliment the following existing courses: ● Thinking strategically ● KPIs ● Conversation with customers ● Making budgeting work in the real world ● Innovation ● Advanced negotiation ● Negotiation skills: the principles ● Managing professionals for results Learn more at BIFM SkillSet and take advantage of the 3 for 2 offer at www.bifm-skillset.org.uk or email skillset@bifm.org.uk

BIFM TRAINING A MODEL DELEGATE – JAKE DONOVAN

ake Donovan works as soft services supervisor at G4S FM and recently attended our Professional FM 1 and 2 courses. Keen to progress his career, Jake started out as a caretaker for a south-west law firm before becoming office manager aged 19. Now 22, Donovan has been with G4S FM since January 2012 and is responsible for the operational management of eight departments for the G4S contract.

J

● What

were the key objectives you hoped to gain from the two courses?

“As well as acquiring the skills needed to be a successful FM, I really wanted to understand where FM as a sector is going and what skills I need to keep up with industry progression. I was also keen to share experiences and listen to the views of fellow FMs.” ● How would you rate the trainers?

“Fantastic! The best I’ve known in my five years in FM, particularly Steve Gladwin and Robert Fernandez. It was inspiring to have two individuals with such a comprehensive knowledge of the industry share their experiences. I went away feeling very fulfilled and reassured that the FM sector really is, as Fernandez said, ‘the place to be’.” ● Fernandez refers to you as ‘a model delegate.

The more you put in – the more you get out’ – what philosophy do you apply to course attendance and do you agree with Fernandez’s advice?

“When it comes to training. my approach is simple: roll up your sleeves and get stuck in. Where courses like this are concerned you really have nothing to lose, so give it your all and really throw yourself at it. I agree, it’s about so much more than just training – it’s about networking, building relationships and getting yourself out there, in that sense the more you put in, the more you get out, you must see everything as an opportunity to promote yourself.” ● Where do you see yourself in five years?

“I’d like to be running my own Total FM contract with G4S. It’s an optimistic ambition, but one that I believe is totally achievable. In terms of recognition within FM, I’d like to be known and recognised within the industry as a sort of leader in my field or a ‘Star in FM’.” i The Professional FM 1 and 2 intermediate modules form part of a series of core FM training programmes that range from foundation to advanced level and can also lead to formal FM qualifications. Next dates for The Professional FM 1 are 6-8 Nov 2012 or 22-24 Jan 2013 while next dates for The Professional FM 2 are 4-6 Dec 2012 or 5-7 March 2013. The two modules can be attended in either order.

For further information or to book please call 020 7404 4440, email info@bifm-training.co.uk or visit www.bifm-training.com

www.fm-world.co.uk

25/10/2012 15:54

FM DIARY

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

INDUSTRY EVENTS

INTERNATIONAL EVENTS

8 November | Workplace Week convention 2012 Hosted by Microsoft in London, the conference challenges accepted wisdom on organisations and the infrastructure that supports them.

Part of Workplace Week 2012, which includes visits to PWC, the O2, The Guardian and KPMG. Monies raised will go to Children in Need.

Venue: Microsoft, Victoria, London Contact: www.workplaceweek.com for information on the event and accompanying workplace visits.

To host a tour, please email hstenhouse@advanced-workplace. com

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

14-15 November | Worktech 2012 International conference series on the future of work and the workplace, including cultural architecture, the rise of co-work and workplace wellbeing. Includes debates on tablets at work and the occupier debate on work in 2020.

Venue: British Library, London Contact: To register, email registrations@unwired.eu.com or visit tinyurl.com/worktech2012 5-7 March 2013 | Ecobuild 2013 Ecobuild is the world’s biggest event for sustainable design, construction and the built environment. It has 57,956 visiting professionals and leading companies, including BT, Carillion, Crossrail and Tesco.

Venue: ExCeL, London Contact: Email gary.williams@ ubm.com or visit www.ecobuild.co.uk

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: JW Marriott, Los Angeles, US Contact: Visit www. ifmafacilityfusion.org 27 June 2013 | World FM Day 2013 A global FM initiative to celebrate the importance of the FM profession, raising the industry’s profile worldwide. This will be the 5th annual World FM Day. Visit the FM World site for last year’s highlights.

Venue: Various global events.

Contact: Visit www.globalfm.org HOME COUNTIES REGION 22 November | Debate: Health and safety – is it black and white or 50 shades of grey?

A panel debate on the clarity of health and safety, hosted by Martin Pickard, from FM Guru. Catering provided by Charlton House. Panel to be revealed next month.

Venue: Kinnarps, near Heathrow Contact: Call Ashleigh Brown on 07785 304 174 or email ash@fm-recruitment.co.uk IRELAND REGION 16 November | FM Impacting organisations – Ireland region conference Talks from David Knott, safety and environmental manager, Belfast Harbour Commissioners, on safer working environments; Christian Clotworthy; Dr Michael Ferguson; Julie Kortens and Liz Kentish, The FM Coach.

Conference fees: for non-BIFM or IPFMA members, £175 plus VAT; for members, £120 plus VAT. Venue: Belfast Waterfront Contact: Call Sharon Dempster on 028 9023 2622. To book online, visit www.bifm.org.uk/bifm/ events/book/2502 LONDON REGION 22 November | How to achieve transparency and auditability in Public Private Partnerships Service Works Group will look at the problems that can occur in PPPs when auditability and transparency are compromised or not achieved and the benefits that accrue when these factors are in place. Featuring an interview with Phil Townsend, Reliance – Secure Task Management.

Venue: Lend Lease at 20 Triton Street, Regent’s Place, NW1 3BF Contact: Call Cathy Hayward on 07971 400 332 or email cathy. hayward@magentaassociates.co.uk Visit tinyurl.com/bifmlondonppp

BIFM SIG EVENTS 6 November | Sustainability SIG & eastern region – running a sustainable site The University of Hertfordshire demonstrates some sustainable changes it has implemented, including electric vehicles and charging points, ‘greening ICT’, behaviour change and site travel planning. Places are limited to 30.

Venue: University of Hertfordshire, College campus, innovation centre Contact: To register, visit tinyurl.com/sustainablesite Email Lucy Black at lucy@bigpondconsulting.com 8 November | Business continuity SIG – Would your consumers trust your plan?

A free morning seminar with talks from Andrew Leach, EVP Procurement, Rolls Royce, John Farrow, Pattonair and Steve Dance, Risk Centric. Speakers will explain their rationale and approach to evaluating supplier business continuity arrangements.

Venue: Derby Conference Rooms, Patriot Way Business Park, Pride Park, Derby DE24 8JY Contact: steve1dance@btinternet. com 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 Contact: jkortens@channel4.co.uk

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43_Diary.sr.indd 39

FM WORLD | 1 NOVEMBER 2012 | 43

25/10/2012 15:50

FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB What attracted you to the job?

I was working in Chile for a British management consultancy when I saw the job advertisement in the Chilean national press for Gemini’s ‘administrator’ in La Serena, Chile. The organisation was looking for someone with a good generalist background and international management experience who understood how things tick in Chile. The first thing I did after getting the job was buy A Complete Idiot’s Guide to Astronomy.

NAME: Peter McEvoy JOB TITLE: Administration and facilities manager ORGANISATION: Gemini Observatory, La Serena, Chile, and Hilo, Hawaii JOB DESCRIPTION: Managing the Gemini sites in Chile and Hawaii, including all personnel and administrative issues related to ‘outside the dome’ infrastructure.

ON THE

MOVE Changing jobs?

Tell us about your new role and responsibilities.

Contact Jamie Harris Jamie.Harris@fm-world.co.uk

My top perk at work is…

Cycling to work in the morning. I’m often in early and enjoy either the last of the night’s stars or the sun coming up over the Andean foothills, looking over the town of La Serena and the Pacific as I get to the office. My job originally covered Chile, but I was promoted to manage the Hawaii site, which is ‘better than a poke in the eye with a sharp stick’, as they say in my native Yorkshire!

What has been your biggest career challenge to date?

In the immediate post-construction period, the observatory would regularly suffer a major road accident, often involving rollovers on our winding mountain roads. Incredibly, no one was killed or even seriously injured, but we were on borrowed time for too long. With the director’s support, I led a complete overhaul of the way the vehicle fleet was managed, introduced specialist mountain defensive

Shepherd FM has appointed Darren Payton (right) as national account operations director. Payton joined Shepherd FM from Interserve, where he was general manager for Support Services, managing both soft and hard FM services. Previously, he has held senior positions at Initial, Amec and Johnson Controls.

Shepherd FM has also taken on William Worsley as new business development manager for the company’s energy division. Worsley will be working with the energy team,

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driving instruction, installed GPS vehicle monitoring and even wrote to staff family members asking for their collaboration to ensure they drove safely at work. Fingers crossed, we’ve now gone six years without a single accident.

Any interesting tales to tell?

We have our fair share of earthquake mitigation issues to handle. The last major (8.8 Richter) earthquake in Chile struck in the early hours of Saturday morning, February 27, 2010. After quickly checking the family was OK, I raced off to the observatory in the dark. That day didn’t finish for me until I saw, live on CNN, many hours later and through half-closed eyes, that the suspected tsunami from the quake didn’t hit the Hawaii site.

Which “FM myth” would you most like to put an end to? a. Not recycling is cheaper than recycling. b. A disproportionately high percentage of FMs wear 1980s style brown suits.

How will FM change in the next five years?

I don’t see much let up in the overall economic climate in the short term. So, the already-growing pressure for facility managers’ actions to contribute to a healthy bottom-line will inevitably intensify.

Here at Gemini, we have to review all our spending as the UK government begins to pull out of the partnership due to budget cuts in science.

focusing on air-conditioning inspection compliance TM44 surveys, energy audits, feasibility studies and general carbon reduction commitment compliance.

the London 2012 Olympic and Paralympic Games, where Mace acted as delivery partner to the Olympic Delivery Authority (ODA) as part of the CLM consortium.

Mace has appointed Alan Willby as director for world sports events and major programmes. Willby joins Mace from Davis Langdon and Aecom, where he served as global head of sports for programme cost consultancy following Aecom’s purchase of Davis Langdon in 2010.

Willby first worked with Mace on

Independent contract catering company Catering Academy has appointed Simon Willis as managing director of client services. Willis is joining the company from Harrison Catering, where he held the post of director of client services for more than nine years. He has over 30 years’ experience in the catering industry.

www.fm-world.co.uk

25/10/2012 15:50

QFM Software Driving FM Efficiency Award winning facilities, property & space management solution: r &YUFOET BTTFU MJGF BOE JNQSPWFT FRVJQNFOU SFMJBCJMJUZ r %FMJWFST GBDJMJUJFT DPTU TBWJOHT PG VQ UP r 0QUJNJTFT TFSWJDF EFMJWFSZ r *NQSPWFT TQBDF VUJMJTBUJPO UP reduce occupancy costs

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

FM NEWS

FM innovations ▼ No more lost building documents We developed e-bims because a facilities management company required building information to be updated, stored and maintained in a centralised, accessible location. We have now launched the e-bims service nationwide as it has become invaluable to our existing clients.

E-bims is a service to provide a secure on-line searchable central database for all of your buildings’ critical documentation and ensure your information is kept up-to-date. E-bims uses powerful OCR engines to scan and read files including rastered PDFs, which enables the documents to be fully searchable.

E-bims is an affordable, exciting new tool for facilities managers to retrieve their building documents through simple yet powerful search combinations.

E: richard.davey@e-bims.co.uk W: www.e-bims.co.uk

▲ Sercon cleans up with double win

▲ Crown Paints helps safety compliance

Sercon Support Services Ltd is celebrating after securing a double win at the recent Ayrshire Business Awards 2012, where the company not only secured the Customer Service Award for the second year running, but also scooped the prestigious Outstanding Performing Business over 25 Employees Award. Sercon was announced at the annual awards dinner, where businesses across Ayrshire gathered to recognise business excellence.

Sercon has seen a surge in sales this year; six public sector wins, the firm’s largest ever contract win for security services at Ocean Terminal Shopping Centre and a client referral increase via service excellence programme, that has resulted in 24 referrals or new contracts from existing customers, all of which has resulted in a growth of 40.6 per cent since start of financial year 2012/13.

W: www.serconltd.co.uk

Crown Trade Timonox flame-retardant paints help specifiers meet their duty-of-care responsibilities under current fire safety compliance legislation.

The coatings are chosen for their ability to reduce the risk of fire spread on walls and ceilings, where multiple layers of conventional paint can create a flammable surface if they have built-up over many years. Applied on the walls and ceilings of corridors, stairwells and other communal areas that form part of a circulation area or fire-escape routes, Timonox can help provide additional time for a building to be safely evacuated.

The coatings work by limiting the oxygen around the flames through the release of non-combustible gases, providing a barrier to the flammable paint layers beneath.

E: info@crownpaintspec.co.uk

▼ OCS and Slimming World in partnership Facilities management company OCS has teamed up with weight-loss club Slimming World to provide healthy meals in staff restaurants in a groundbreaking healthy eating partnership. The aim is to show that it is possible to cater for large numbers of staff and provide healthy yet tasty menu choices.

OCS and Slimming World catering staff worked together to create 55 healthy and low-calorie dishes. The meals have been developed from Slimming World recipes.

The dishes are being trialled in two OCS client sites as part of a pilot programme. Should these prove popular with staff, the new Slimming World menu options will be rolled out to the majority of OCS client canteens and staff restaurants in 2013.

W: www.ocs.co.uk

▲ Family firm beats big banks

▲ Humanscale wins Architecture award

Grounds maintenance firm John O’Conner has beaten two banks in a community awards programme. The six highly sought-after St Albans Chamber of Commerce Community Awards receive nominations from many large corporates.

John O’Conner beat the Co-Operative Bank and Barclays in the final, taking home the corporate social responsibility award for its considerable voluntary work with disadvantaged people in St Albans and across the UK. John O’Conner’s community work ranges from reclaiming used water for Bexhill Parks during the hosepipe ban, building an outdoor nature classroom at an Aylesbury School, organising charity car washes, and planting bulbs at the Sue Ryder Home in St Paul’s Walden.

W: www.johnoconner.co.uk

Humanscale won a ‘Highly Commended’ Award for Best Interior Product with its Element Disc light at the Architecture Expo Show in Ireland.

The Element Disc light was designed by Humanscale Design director Mark McKenna and the Humanscale Design Studio. It excels in LED task lighting performance, aesthetics and sustainability by utilising advanced thin-film LED technology.

Jonathan Hinton, Humanscale sales director UK & Ireland said: “Humanscale has been active in the Irish market since 1993 and has seen considerable growth year on year. The Showroom launch early this year marked a key moment for Humanscale Ireland and we are both proud and honoured to accept this award for the Element Disc light, which adds to an amazing year for Humanscale Dublin.”

W: www.humanscale.com

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FM WORLDâ&#x20AC;&#x201A;| 1 NOVEMBER 2012â&#x20AC;&#x201A;| 47

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Appointments

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

Vinci Facilities delivers Total Facilities Management to a wide range of clients throughout the UK. Working with some industry leaders, Vinci Facilities provides a wide range of services including maintenance, security, cleaning, reception and mailroom services.

The Company is an Investor in People business.

Facilities Manager

Maintenance Supervisor

Location: Crawley Salary: Up to £50,000 per annum plus car

Location: Crawley Salary: £30-£35,000 per annum plus beneÀts

We are currently recruiting for an experienced Facilities Manager at our Clients Áagship site in Crawley. You will be the senior person on site managing and delivering a total FM service. A key part of this role will be relationship building with our Client so the ideal candidate will have excellent communication skills and be passionate about service delivery.

You will have ultimate responsibility for Managing the Contract, the budget and the team of 20 employees on site.

The Role: You will be responsible for the provision of electrical, mechanical services and building maintenance on the Manor Royal site. Your main duties include: • Managing a multi skilled team of electrical and mechanical maintenance staff plus sub-contractors • To be partly responsible for Health and Safety issues.

This involves preparing method statements and risk assessments.

• Raising purchase orders for parts and spares.

• Carrying out “hands on” jobs such as electro-mechanical repairs, modiÀcation of equipment, dealing with high voltage switching tasks and assisting the maintenance team • Use of the BMS system • Managing reactive help desk tasks and ensuring timely completion.

• Use of the CAFM system

The Role: • To manage our client’s assets and services in accordance with the contractual scope • To manage and control the budget and Ànancial performance of all FM services for the site.

• To review SLA’s for all site services • Develop customer relationship and perception relating to the agreed service model • Review, negotiate and mange service contracts in line with company procurement procedures • Manage site team and contractors • Manage projects to successful completion within budget • Meet business reporting deadlines both for the client and Vinci.

The Person: The successful candidate will have good commercial awareness and be committed to driving the business performance forward. You will have a background in managing both hard and soft services and demonstrable experience of managing a high proÀle contract. You will have strong leadership and project management skills.

The ideal candidate will have the following qualiÀcations: • Formal FM QualiÀcation ideally to ONC/HNC level or equivalent • Engineering qualiÀcations are a distinct advantage • IOSH • Member of BIFM

Vinci banner.indd 1 48 | 1 NOVEMBER 2012 | FM WORLD

FM New appoints011112a.indd Sec1:48

The Person: The successful candidate will have both an engineering qualiÀcation (ONC/HNC or equivalent) and previous experience working in a Building Services background.

You will be a conÀdent team leader with experience in both multi skilled staff and contractors. You will have a good understanding of PPM systems and asset management along with Project Management experience.

To apply for either role please contact elaine.kristan@vinci-facilities.com

25/10/2012 15:06 jobs.fm-world.co.uk

25/10/2012 15:43

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

www.cobaltrecruitment.com

Apply now - start 2013 Senior Commercial Manager North West | £65,000-£75,000

Shopping Centre Manager South Wales | £50,000-£60,000

M&E Contract Manager London | £50,000

Bring your expertise to an FM provider that has a presence in the industrial sector where you will be responsible for the commercial performance of your business areas including contractual engagements, claims and disputes to ensure their efficient and effective management. You will provide commercial support to a 3 year business plan and produce a detailed P&L and working capital budgets annually. You will also support the Commercial Director in developing, deploying and managing a risk and compliance regime, whilst ensuring commercial staffing levels are met.

A well known managing agent seeks an experienced Shopping Centre Manager for a large site in South Wales. You will have extensive experience in centre management combined with strong tenant and operational management skills. The ideal individual should have a strong understanding and experience of Health and Safety & Statutory Compliance, setting and managing service charge budgets, tendering for hard and soft services contracts and managing service providers and contracted staff.

A proven M&E Contract Manager is required to join an established medium-sized provider in London. You will be responsible for a portfolio of clients spread out over the West End and the City. These are high profile clients that require first-class customer service. You will come from a strong engineering background and have a proven track record in delivering a full M&E service to multiple clients. Being able to build strong client relations is also key for this role.

Ref: 146001

Ref: 119701

Ref: 144501

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

the

natural choice

Recently qualified in Building Services, Engineering or allied discipline?

Want some real responsibility?

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Post Graduate Business Development Opportunities London • Attractive salary plus benefits and bonus GSH founded in 1885; is a leading provider of technology-driven energy and facilities management solutions for major blue-chip clientele across the UK, mainland Europe, Ireland, USA and India.

We are now seeking to employ ambitious London based 'professional - post graduates' who wish to take on real responsibility. You will have already proven yourself and gained a good grounding in your first role and will now be looking at this opportunity as your next career move.

Business development experience is required and it must be at the core of your beliefs. A willingness to travel internationally is desirable.

We have a policy to promote from within and you will be seeking to attain a Board position and become established within the industry as a “high flyer”.

You will be qualified to degree level in Building Services or allied discipline.

You will have obtained or be working towards corporate membership of CIBSE, RICS or an applicable professional qualification.

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

jobs.fm-world.co.uk

FM New appoints011112a.indd Sec1:49

In the first instance please send a CV and a one page covering letter to: Joe Sidley, Recruitment Manager, GSH Group, GSH House, Forge Lane, Stoke-on-Trent ST1 5PZ. Or email joe.sidley@gshgroup.com with the heading of ‘Graduate Opportunity’. If you would like to informally discuss these opportunities, please contact Joe Sidley on +44 (0) 1782 200 400.

FM WORLD | 1 NOVEMBER 2012 | 49

25/10/2012 15:43

FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

AS ANY FM HAS ALWAYS KNOWN: THE SAME THE SHOWS MUST GO ON

A HAND IN OUR SUCCESS Forget blood, sweat, tears and the wheels that were ‘more round’ than those of the French team – KimberlyClark Professional is talking up the importance of hand hygiene to the success of the British cycling team at London 2012.

Dave Brailsford, performance director at British Cycling, put the success down to a philosophy based on obtaining “marginal gains” from a number of small but significant actions – with hand hygiene amongst them.

Speaking on the BBC’s Breakfast programme, Brailsford explained: “Do you really know how to clean your hands without leaving the bits between your fingers? If you do things like cleaning your hands properly, you will get ill a little bit less. They're tiny things but if you clump them together it makes a big difference.”

Unsurprisingly perhaps, KimberlyClark is making the point that hand hygiene is one of the most obvious and easily achieved ‘marginal gains’, and one that those in charge of the workplace would do well to heed.

Platform leader for the EMEA region, Richard Millard, said: “This approach to achieving optimum performance isn’t just relevant to elite sportsmen and women. Good hand hygiene is hugely important to the success of any organisation or business.”

For anyone within the sector itself, it's a strange thing seeing facilities management on the TV screen. Yet over the last two weeks we have been blessed by two such shows – practically s full hour of professional business-quality video explaining the sector to the outside world.

The latest half-hour programme, Careers in Facilities Management - a World of Choice and Opportunities – emphasised the quality of training on offer to people joining the profession and the impact of the sector on the wider economy.If you didn't see it when it was first broadcast last Wednesday on Sky and Freesat channels (and thus not available to terrestrial viewers), you can watch it now on the BIFM’s YouTube channel.

Incidentally, by happy coincidence the programme's broadcast coincided with the publication of FM World’s 2013 Guide to Careers in Facilities Management, a copy of which should have arrived in the same envelope as this edition of FM World. It's use to you as an FM depends on what you do, but we encourage you to lend it to anyone in your family considering

the profession, or indeed anyone else within your organisation who may be considering making a switch.

We hope it will help you make your argument.

As for the programme, we've picked out six key markers for you. (Not that you're excused avoiding the full thirty minute programme, by the way.)

1:50 – Claire Bentley talks about the importance of working with schools to get the FM message across.

5:40 – FM World's annual Salary Survey is mentioned as part of a great assessment of the sector from BIFM CEO Gareth Tancred.

07:00 – Two FMs, Richard Crawshaw and Altaf Lorgat, explain their roles.

12:30 – a tantalising glimpse inside 1 Angel Square, the new Co-Operative Group headquarters.

23:20 – the bit where you start to seriously ask yourself, who IS the subject of that rather grand marble bust in the background?

28:50 – the precise moment when presenter Sarah Lockett confirms what we have all known for so long – that, oh yes, "no two days in FM are the same".

"The Marketing & Business Development Report of 2012 suggests FM could be worth as much as £121 billion – and it's growing."

BIFM chief executive Gareth Tancred doesn't scrimp with the numbers during last Wednesday's TV programme promoting careers in the sector

IN THE NEXT ISSUE OUT 15 NOVEMBER

REPORT: IFMA WORLD WORKPLACE /// FEATURE: RECEPTION AREAS /// REPORT: THE FM EVENT /// FEATURE: OLYMPIC VOLUNTEERING /// CASE STUDY: THE EMIRATES AIR LINE CABLE CAR /// FEATURE: THE IMPACT ON FM OF THE ENERGY ACT 2011 /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

50 | 1 NOVEMBER 2012 | FM WORLD

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www.fm-world.co.uk

LOOK OUT FOR THE 20l3 FMWorld BUYERS’ GUIDE TO FM SERVICES www.fm-world.co.uk

www.fm-world.co.u

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Buyers’ Guide to FM Service s

BUYERS’ GUIDE TO FM SERVICES 2013

2013 In association

with

The most comprehensive directory of suppliers to the UK FM marketplace is now in its 8th year!

The UK’s most comprehensive directory of suppliers to the FM marketplace With a range of affordable advertising options, the FM World Buyers’ Guide is the simple and effective way to get your company noticed by potential customers when they are actively looking for a supplier.

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In addition all entries will be automatically hosted online at www.fm-world.co.uk – giving suppliers additional exposure to the FM market.

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• Overall publication sponsorship – £15,000 • Sector Sponsorship – £2,995 • Bound-in insert – £3,925 • Double page spread – £4,995 • Cover position – £2,995 • Full page – £2,295 • Half page – £1,695 • Quarter page – £895 • Full page advertorial – £2,995

Region: Tel: Website: E-mail: Address: Profile:

WASTE MANAGEMENT

NTRODUCTION

WELCOME TO THE GUIDE, AND THANK YOU

ARCHITECTS

+ Social media addresses:

COMPANY NAME

PLUS FREE

ONLINE London LISTING 020 7880 6229 www.mywebsite.co.uk contantme@thisemail.com Address here, area etc FM World is the official magazine of the BIFM. It is a fortnightly publication reaching in excess of 11,300 BIFM members and includes features, news and the best selection of UK job vacancies.

HEALTH & SAFETY

INFORMATION ON ADVERTISING: sales@fm-world.co.uk: 0207 880 8543 CATERING

acilities management is nothing if not a multi-faceted profession, so it’s important that this, the seventh edition of the FM World Buyers’

F

Guide to FM Services, is a comprehensive and authoratitive directory.

BIFM JOINT VENTURES

n Read World

In these pages you’ll find around a 1,000 entries from more than 270 product and service suppliers. From construction to cleaning, recruitment to relocation, software to security – you’ll find it here.

As well as a directory for sourcing suppliers, this guide is also a handy reference to the sector as a whole. You’ll find useful names and addresses, a diary of FM events for 2012, a guide to the legislation you can expect to deal with and a glossary of FM terms.

I’d like to say a big thank you to all the organisations that support the continued publication of this guide, be it by uploading their company

A WORLD OF NEWS AND VIEWS

FM World theorlatest www.fm-world.co.uk details forprovides the free listings, by upgrading their listings and advertising. theDepot FM World website covers thanks go toand our overall 2012 guideUpdated sponsordaily, Office newsParticular and analysis the best mergersVinci and acquisitions, and our individual category sponsors: BaxterStorey, Facilities, new contracts, research, selection of jobs, both in print legislation and all the latest news. It also contains Aggrekko, Sodexo, Office Depot, the British Pest Control Association a comprehensive archive of best practice articles, and (BPCA) onlineand Quadrilect.

CLEANING

legal advice, Also, we recognise that you may prefer to access all of case this studies and interviews with key FM professionals. embership to the BIFM brings with information online.

Accordingly, theit guide is also available on our a variety of benefits, including As the year progresses and details website (www.fm-world.co.uk).

FM World the institute’s change, themagazine, online edition of the guide is updated too. fortnightly publication.

We hope you enjoy using this guide, and we’re always open to Containing the latest newswe andcan thinking, suggestions on how improve on it for next year. Just email me FM World features an ideal mix of strategic if you have any thoughts. (martin.read@fm-world.co.uk) and practical articles and updates on the evergrowing legislative challenges facing facilities managers, together with case studies of the

latest projects and interviews with the leaders BPCA of this expanding profession.

M

ENERGY MANAGEMENT

CONSTRUCTION

TRAINING PROVIDERS

RECRUITMENT

Contact: Adam Potter 020 7880 8543

adam.potter@fm-world.co.uk

FM SOFTWARE

BOOK YOUR LISTING NOW: fm-world.co.uk/buyers-guide CO N T R OL

www.fm-world.co.uk

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SkillSet SkillSet is BIFM’s interactive e-learning portal available to all facilities management professionals to help you or your team develop business skills in bitesize, adaptable chunks. Courses currently available include:

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