2012-11-15 FM World

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 15 NOVEMBER 2012

FMWorld www.fm-world.co.uk

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VOL 9 ISSUE 21 15 NOVEMBER 2012

CONTENTS

20 | Orgatec 2012

24 | Emirates Air Line

30 | Energy Act 2011

NEWS

OPINION

FEATURES

6 Majority of parents want school meal standards 7 BIFM wins top award at Global FM Excellence Awards in Texas 8 Project of the Fortnight: The disused Lion Salt Works is to be turned into a museum 9 Think Tank: Are employers spending too much money on the well-being of the workforce?

10 Business news: Graeme Davies: Local authorities are starting to feel the heat from cuts 11 Mears buys Morrison Facilities Services for £24 million 12 Business Focus: The BIFM’s Lucy Black discusses BREEAM 16 IFMA World Workplace: Dave Wilson reports from the Lone Star State 17 At a recent FM World webinar, client-supplier relations were discussed 18 David Arminas reports from the Workplace Trends conference 20 Orgatec 2012 in Cologne featured the cutting-edge of office furniture design

14 Perspective of a facilities manager: John Bowen shares his thoughts on integrated FM services 15 Five minutes with Amanda Godwin-Jones, Area Sq design director 50 No Two Days

MONITOR 38 Technical: The new challenges in rodent and pest control 39 Insight: Market intelligence

50 | No Two Days

24

Emirates Air Line: Martin Read visits the new cable car system in London’s Docklands to find FM service provision going up, up and away...

30

Energy Act 2011: The government’s flagship environmental legislation will impact property rental values, explains Andrew Cooper

34

Reception Areas: Creating a reception that balances aesthetics, security and practicality is a difficult – but essential – task, finds Simon Wicks

REGULARS 40 BIFM news 43 Diary of events 44 People & Jobs 45 Products 46 Appointments

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

MARTIN READ EDITOR COMMENT

LEADER

ADVERTISING AND MARKETING email: sales@fm-world.co.uk senior display sales executive: Adam Potter (020 7880 8543) ⁄ recruitment sales executive: Carly Gregory (020 7880 2755) PRODUCTION production manager: Jane Easterman production executive: Aysha Miah PUBLISHING publishing director: Steve Bagshaw Forward features lists and media pack available at www.fm-world.co.uk/about-us SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media. co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/ subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services call James Harris on 020 7880 6229.

EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve ⁄ 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

Average net circulation 11,513 (Jul 11 – Jun 12) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM)

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

BIFM ENQUIRIES

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

www.fm-world.co.uk

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as anyone else been wondering about the length and editing of the BBC’s upcoming Sports Personality of the Year programme? You have to wonder how it will cope. It’s sad to think that we’re just weeks away from seeing London 2012 tick over into ‘Unspecific 2013’, but at least we can console ourselves with the knowledge that FM’s involvement in the summer’s feel-good factor – the facilities, their management and the much-lauded games-makers – were, if briefly, the talk of the wider media. The good news is that even though the clocks have now gone back, FM is still winning gold – or to be strictly accurate, winning with a scheme entitled ‘Project Gold’.

KPMG’s project of that name aimed to embed FM into the design of its new headquarters in Canary Wharf. It took the ‘highly commended’ prize at last year’s BIFM Awards in the category of FM Excellence in a Major Project. It was then entered by the BIFM for this year’s Global FM Awards for Excellence in Facilities Management. Two weeks ago, at the World Workplace convention in San Antonio, Texas, the scheme was declared victorious, sharing the Platinum Award with another British FM success story (the Forth Valley Royal Hospital, which we reported on in case-study form back in our 24 March 2011 edition).

Among other things, Project Gold won plaudits for the way in which the client and staff experience was ‘designed into the building’ from the beginning. This has allowed the facilities team to be (to quote the submission) “customer facing rather than hidden away”.

The story here is about the early involvement in the project of a facilities team that was able to contribute and radically affect the final design of the new offices it would then go on to manage. Inevitably, having a friendly CRE / property team open to the prospect of including FM in all the key decision-making meetings was paramount, and it would seem that at KPMG they took this enlightened approach.

The additional collaboration didn’t come naturally for the project teams, but the architects loved it because, it turns out, they were tired of going into the buildings they’d designed only to find that the ops team had completely changed something.

The fact that Project Gold has been so successful, and that KPMG has since gone on to use the same method of working on projects around the world, must say something. In a year in which building information modelling has become such a hot topic, any project in which the FM team gets to introduce operational data into the design stage of a building is a good story that should be publicised as widely as possible.

And so there is just one print edition of FM World to go before 2013.

Looking back, the only FM project involving the word ‘gold’ that hasn’t properly taken off this year is the idea of the ‘FM Gold Star’, in which small acts of great FM service are recognised across our social and mainstream media. Perhaps we can make a fresh attempt at this in 2013; FMs have a lot of good stories to tell, and in all of their cases, silence is far from golden.

H

“THE GOOD NEWS IS THAT, EVEN THOUGH THE CLOCKS HAVE NOW GONE BACK, FM IS STILL WINNING GOLD”

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EDUCATION

Parents call for school meal standards

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without breakfast and a quarter of respondents want breakfast provision at school.

“Despite economic pressures, school meals are still seen as affordable by parents, with 87 per cent stating value for money was a key persuading factor in buying them,” the report said. “The average cost of a school meal was found to be just £2.”

Nearly three-quarters of respondents said “secondary students up to 16 should be kept on school premises at lunchtimes for their own safety and to prevent visits to local takeaways and shops”.

And 96 per cent said schools

should operate staggered lunch breaks to reduce queuing.

Back at home, parents said they or a family member cook with their child nearly five times a week using fresh or raw ingredients.

Although they cook regularly

at home with their children, 98 per cent also want children to be taught to cook as part of the national curriculum. It also should include education on where food comes from and when food is in season.

BREEAM – doing well, but could do better Nearly nine out of 10 respondents to a survey said the building environmental rating system BREEAM is a good thing.

However, 75 per cent said improvements could be made, according to The Value of BREEAM. The report on BREEAM – the Building Research Establishment Environmental Assessment Method – is based on independent research funded

by Schneider Electric and undertaken by BSRIA, with help from BRE Global.

BREEAM ‘stars’ are a recognition of a building’s impact on the environment, with the aim of stimulating demand for sustainable buildings, the 44-page report noted.

Environmental issues

SHUTTERSTOCK

The majority of parents – 92 per cent – want the government to set obligatory school meal nutritional standards for all schools, whether state or private, according to a survey.

Parents also said they want an independent body to monitor schools to ensure they meet the standards, said the poll of more than 12,000 respondents by the Local Authorities Caterers Association and ParentPay, an on-line payment system for schools.

The survey into parental views on school food services and lifestyles found that 57 per cent of respondents had no idea whether their children’s school was or wasn’t adhering to any school meal nutritional standards.

State schools have been required to follow nutritional standards by law since 2008, while academies and free schools are expected to comply with them voluntarily.

However, a greater number of parents than in last year’s survey indicated their satisfaction with school meals, the report noted.

Just over 90 per cent were ‘very happy’ or ‘happy’ with the service, compared to 89 per cent last year.

Nearly three-quarters (72 per cent) said the quality of the food was the most important criteria when buying a school meal.

Meanwhile, service delivery was meeting or exceeding the expectation of 88 per cent of respondents.

Just over 6 per cent of parents said their children leave home

remain important, as well as controversial, as the government has set targets of ‘zero-carbon’ buildings by 2019, a BSRIA statement said. Nearly 60 per cent of respondents cited “improved occupant satisfaction” as a benefit of having a BREEAMrated building.

BREEAM has helped reduce construction waste and material use, according to 59 per cent of

respondents. Operational cost savings were noted by 43 per cent of respondents, while 12 per cent said higher rental values were a benefit.

Planning requirements were found to be the main driver for having a BREEAM assessment on a building – not surprising given that half of local authorities in England require one, as well as around 70 per cent of major cities, the report noted.

The survey is based on a webbased questionnaire sent back by 94 people, of which around a third were BREEAM assessors.

Hard copies of the guide are available to purchase for £50, or £25 to BSRIA members, at the BSRIA bookshop. PDF versions are also available for £50 + VAT. www.fm-world.co.uk

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NEWS

BRIEFS G4S FM head at IHEEM

BIFM makes it a Texas double

FLICJKR

For the second consecutive year, the BIFM has scooped first place at the third annual Global FM Awards for Excellence in Facilities Management.

It was actually a double win for the BIFM; both the organisation’s submissions tied for the first place Platinum Award, making it a special day in San Antonio, Texas, where the winners of the Global FM Awards were revealed during IFMA’s World Workplace Conference & Expo 2012. The Platinum Award winners are: ● Stuart Cranna, workplace area manager, KPMG, KPMG Gold, 15 Canada Square in London

● Mike Mackay, Serco

Healthcare Enabling Services, in partnership with Forth Health and NHS Forth Valley, Forth Valley Royal Hospital.

Gareth Tancred, BIFM chief executive, said that 2012 had been “a great year” for the UK FM profession and BIFM. “It doesn’t get any better than this, with both our UK submissions coming first,” he said.

“This demonstrates that UK FM is really cutting edge – we’re leading the way. I would urge everyone to take some time to learn more about these projects

and understand if any ideas or best practices can be adopted by their organisation.”

The awards are intended to recognise the best-of-the-best within the FM world. They give an invaluable worldwide recognition to recipients for their commitment and success in promoting and enhancing facilities management practices.

Global FM is an international not-for-profit organisation based in Brussels, representing a worldwide community of FM organisations. Visit www.globalfm.org for more information.

BUYERS’ GUIDE

FLICJKR

Deadline for FM World Buyers’ Guide 2013 entries is imminent The FM World Buyers’ Guide for 2013 is currently in production and organisations wishing to be listed are being asked to complete the onine entry form.

The guide, which is in its eighth year, is split into 22 sections.

It will be sent out to all 12,800 BIFM members with FM World in January, with the listings also made available in an online edition on the FM World website.

The 140-page, A5 guide is designed to help potential clients meet up with new suppliers. The 2013 edition includes added extras in the form of an extended premium listing with a much larger www.fm-world.co.uk

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number of words in the online profile. Organisations are offered three listing options, with BIFM corporate members entitled to a discount of 10 per cent off listings and 20 per cent off display advertising.

Entries close on Friday 16 November. To fill in the form, visit bit.ly/pT7zK8 For further details, or for advertising and sponsorship opportunities, contact Adam Potter on 020 7880 8543 or email adam. potter@redactive.co.uk.

(Please note, any online listings booked prior to the new year will go live in January.)

Greg Markham, G4S FM’s technical services director, has become president of the Institute of Healthcare Engineering and Estate Management (IHEEM).

Founded in 1943, IHEEM is a specialist, not-for-profit organisation for the healthcare estates sector and helps to develop careers and provide education and training for its membership.

Markham, who has been in his current role at G4S since October 2010, takes over from incumbent president Paul Kingsmore. He will be IHEEM president for the next two years.

FM Forum: BIM is key Facilities management professionals must engage with the developing building information modelling (BIM) agenda, to realise the full potential for BIM to deliver value and cost savings over a building’s lifetime.

The forum brought together leaders from across the sector to discuss issues around BIM and FM and to inform BIFM’s strategy, going forward.

They discussed how BIM can help create and maintain facilities that are more efficient, have lower carbon emissions, cost less to run and are more effective and safer places to live and work. However, this will not be possible without the involvement of integrated delivery teams and facilities management must be a part of this – collaboration is critical.

Hone new legacy chief Dennis Hone has been confirmed as chief executive of the London Legacy Development Corporation, charged with transforming the Olympic Park into public space and events venues.

Hone has been holding the role on an interim basis since Andrew Altman left after the Olympics.

He has also been chief executive of the Olympic Delivery Authority since 2011, ensuring venues, infrastructure and the Athletes’ Village were delivered on time and within budget.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Outsource to raise the FM bar Facilities management is increasingly recognised as a strategic function, but has achieved mixed success working with other elements of the business, according to a new report.

The big issue for many senior FMs is how to move from their operational role intro a strategic one, says the report, which is based on around 400 FM professionals, mostly the heads of FM operations, around the world.

First, FMs must move out of their silos, said the report Raising the Bar: enhancing the strategic role of FM from the Royal Institution of Chartered Surveyors (RICS). The heads of FM are “still buried in day-today operational concerns”, it noted.

“Most heads of FM still spend well over half their time on day-to-day operational activities. That is true across all geographies and industries, and for both large and small enterprises,” according to the report. Less than one day a week is devoted to strategy and planning.

Johnny Dunford, global commercial property director for RICS and former head of property at investment company DouglasBay Capital, said it is hard for an FM to move out of his or her own department’s silo if the other departments also operate in their silos.

“Many organisations talk strategic, but have a culture of silos,” he said. “This has to be broken down and the FM must operate more closely with IT and HR, the two other departments that can make the flexible workplace happen.”

Then and now: once a lucrative concern (top), the works are now dilapidated

UK Power Networks tests flexible energy deals

Preservation in store for Lion Salt Works

Energy distribution company UK Power Networks is trialling contracts with customers that encourage them to reduce electricity demand on its networks at peak times in return for payments.

Analysis of the contracts with the industrial and commercial customers will form the basis of research into reducing the carbon footprint and cost of distributing electricity in London.

The research is part of Low Carbon London, a £30 million programme funded by energy regulator Ofgem’s Low Carbon Networks Fund. Its aim is to use London as a test bed to develop a smarter electricity network that can manage the demands of a low carbon economy and deliver reliable, sustainable low-carbon electricity to businesses and residents.

The energy firm is looking for more facilities and energy managers who have on-site back-up generation at their workplaces, or operate combined cooling and heating power equipment and who can also be flexible in their energy demand.

A number of major business customers, including ExCeL (signed up via Flexitricity), a major London department store (via EDF Energy), and a London visitor attraction (via EnerNOC), have signed contracts.

Restoration work has started at the disused Lion Salt Works near Northwich in Cheshire, the last remaining open-pan salt production site in England, to turn it into a museum.

Cheshire salt production dates back to Roman times and the area once produced around 86 per cent of the country’s salt.

The mine site on Cheshire Plain has been deteriorating since it stopped exporting salt to West Africa in 1986. However, in 2007 it received a £5 million grant from the Heritage Lottery Fund.

The site suffered from subsidence because the mine works are partially collapsed and flooded. An Arup geo-technical team has made the site safe for work and eventual public use.

A consultant team lead by Turner & Townsend with Donald Insall Associate as the conservation architects is developing a restoration programme for the buildings, many of which have unsafe timbers.

Wates Construction, along with William Anelay as heritage building restoration contractor, is leading the on-site work.

The mine is owned and managed by Cheshire West and Chester Council and the project was tendered through the North West Construction Hub in 2011.

The project will take over 18 months to complete and will be open to the public in mid-2014.

When open, the site will include a history of salt mining in the area, information about salt and food, a smithy, a pump house for bringing the salt water to the surface and other buildings that were essential to a working salt mine. A panning house where salt was produced is planned, where a live display of salt production can be seen.

Extensive grounds will be open the public, including a picnic area and a butterfly garden.

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Government launches Admiralty Arch plan The government has leased London’s landmark Admiralty Arch for 99 years to Prime Investors Capital Limited (PIC) for use as a hotel.

At present, Admiralty Arch is not being used and is costing £900,000 a year to run, the government said. Francis Maude, Minister for the Cabinet Office, said the renovation and restoration deal will raise £60 million for taxpayers.

London-based PIC, selected following a competitive bid process, will bring the building more in line with the original design of its architect Sir Aston Webb.

To restore the Grade-I listed building, PIC has worked closely with English Heritage and Westminster City Council. The company plans to reinstate many lost features using original drawings from around 1910.

For years, the arch has been inaccessible to anyone except government officials. But under the agreement the building will be opened up to the public, including restaurant and bar areas. www.fm-world.co.uk

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THINK TANK

Yes, too much 23%

WE ASKED 100 FMS… Are organisations spending too much money on trying to improve the well-being of staff?

Nearly a quarter of respondents to FM World’s latest Think Tank Poll said employers are spending too much money on the well-being of their employees.

But many of the respondents – 77 per cent – who said employers were not spending enough, were adamant that ensuring a comfy environment produces a much more productive workforce.

To a large degree, the most effective office and workplace conditions will differ for each business: “It’s not a black-andwhite issue. Some employers go over the top; others may not do enough.”

A balance needs to be struck between “what is necessary and what is clearly just pandering to

the head of the company’s own wants and desires”, said a respondent.

“Everyone would like a pleasant working environment, but is it necessary to have artificial grass and picnic benches instead of carpet and normal tables?”

Even an on-site coffee shop might be an amenity too far, said a respondent: “On-site coffee shops are great until staff are spending more time there than at their place of work. And if a company can’t afford these things, it probably means that they have other priorities, which may be ensuring that the organisation itself survives in the long run.”

A good, caring employer gets and keeps their best people. That’s

No, not enough 77%

why so many companies now focus on staff well-being, a respondent said. And with the government’s Soft Landings campaign starting next year (for building handover), it will put government FM managers in the driving seat to improve the workplace experience for the civil service.

But office design must be driven by solid research because trying to gain consensus from workers on what suits everyone can produce irrelevant hotel-style demands.

Professional thought on designing workspace means

worker interactions are likely to be more productive rather than distracting. This includes grouping interactive teams together and away from quiet areas where they can be disruptive. Don’t position attention-attracting items near people’s desks.

At the end of the day, productivity is about the attitudes of both employer and employees, as a respondent explains: “Company cultural and management attitudes are very much key because a great office design but poor management will equal poor employee morale.”

Happiness at work? You’re having a laugh DAVID ARMINAS newsdesk@fm-world.co.uk

When is too much happiness bad your organisation? Maybe when the photocopier has broken again and there’s no spares on site because the store room has been cleared for the mobile massuese.

At this point, a company should take a hard look at its priorities, said Paul Morrell, the government’s chief construction advisor.

Morrell, also a former senior partner at Davis Langdon, was speaking at the 10th annual Workplace Trends conference, held at the offices of law firm Allen & Overy.

The conference had the theme of ‘well-being and performance’.

Putting aside the humour – and there was a lot of it – the ‘afterlunch debate’ was a serious look at where employee wellbeing fits into an organisation’s efforts to get www.fm-world.co.uk

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the best out of the workforce.

Delegates were asked to consider the motion: “The current focus on controlling costs and maximising profitability is misguided. We should be designing and managing for staff wellbeing.”

Sooner or later, the help you give to your employees becomes a hostage situation, said Morrell, who was pitted against Neil Usher, general manager of global

property for mining giant Rio Tinto.

Morrell, speaking against the motion, admitted he is naturally a suspicious person and is suspicious of too much happiness at work. He set the tone of his tongue-in-cheek presentation with: “My name is Paul Morrell and I don’t care if you’re well.”

He said he is not against happiness at work, “but it’s just not British, it’s too American, and I feel scented candles and yet more consultants coming on” when it’s mentioned.

Taking too much care of your employees will not get you anywhere, he argued, pointing to the track record of financially troubled global investment bank Goldman Sachs. He pointed out that the company at one time noted that the mental health of its employees was probably one of its biggest concerns.

“Don’t forget, you are in business and you’re supposed to make a profit. The Good Samaritan had to have the money in the first place to pay the innkeeper to take in the wounded and abandoned traveller,” he said.

Wellbeing, or happiness at work, is fine if the organisation has the money to pay for it. Too much happiness can pull down the work ethic, he claimed. Has anyone told the Chinese about the happinessat-work trend? he asked. “While we’re making employees happy, the Chinese are busy working.”

However, Morrell softened the blow of his message somewhat: “I’m not saying wellbeing is for wimps.” He allowed that businesses needed to make their employees “comfortable”, to make their working life easier.

It would help employees to be more productive and efficient.

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ANALYSIS

Local authorities brace for storm of budget cuts GRAEME DAVIES newsdesk@fm-world.co.uk

There is something afoot in the world of local authorities. Central government is increasing the pressure on local authorities to start delivering the huge cuts required of them as part of the coalition government’s austerity programme – and tensions are rising. And in many local authorities, attitudes are hardening; local councillors who previously assumed that outsourcing would be the answer to their problems are beginning to realise this isn’t the case.

And the ructions are becoming very testy indeed. Last year saw

the departure of Suffolk county council’s chief executive, who had proposed reducing its service delivery to almost naught and becoming a ‘virtual’ council.

In recent weeks, council leaders have come under pressure in both Cornwall and Barnet amid growing disquiet over the way the councils were moving their service delivery models. The joint venture planned between the council and the private sector has been put on hold while councillors consider their options.

Cornwall council leader Alec Robertson was recently ousted by his fellow councillors after a

vote of no confidence. In Barnet, the famous ‘One Barnet’ policy, which proposes outsourcing vast swathes of council operations to the private sector, has caused huge controversy and left council leader Richard Cornelius facing a vote of no confidence himself. The chair of Barnet’s budget and overview committee has described the scheme as “flawed”.

This growing turmoil indicates the difficulty of the position local authorities find themselves in as the pressure to continue cutting back increases. In some cases, local authorities are being asked to slash up to a quarter of their budgets in a few short years.

FM operators have been rubbing their hands together in anticipation ever since the coalition government set off down the austerity path, assuming that a wall of public money is headed their way, as local councils outsource to make savings.

But it may not be that simple.

So huge is the scale of the cuts required in some areas that simply

Contract wins

NEW BUSINESS Mitie has secured a contract to provide integrated facilities management for British Sky Broadcasting Group (BSkyB), the UK’s largest entertainment and home communications company. The contract, with a total value in excess of £100 million over a five-year period, will see Mitie deliver services across Sky’s estate in the UK and Ireland, commencing in January 2013. Mitie has also recently won a 10-year repairs and maintenance contract worth £70 million with Golding Homes.

Repairs and maintenance provider Morrison has picked up three contract 10 | 15 NOVEMBER 2012 | FM WORLD

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wins in East Anglia. It has been named preferred bidder by Cambridgebased Hundred Houses Society.

It has also secured new contracts with Colchester Borough Homes for the repair and maintenance of empty properties in Colchester, and with Colne Housing Association for gas servicing and repairs to 1,700 properties in Essex.

Robertson has won a contract to deliver facilities management services to NHS County Durham and Darlington. The three-year deal, worth in excess of £300,000, will see Robertson provide proactive and

reactive maintenance services to 16 different buildings, ranging from health centres to GP surgeries.

Robertson has delivered FM services at the Centre for Health Science, Inverness, Chester-le-Street Community Hospital and Findlay House, Edinburgh, among others.

The University of Bath has selected University Partnerships Programme (UPP) to provide facilities management and maintenance services for 941 student bedrooms in seven residences. UPP already provides residential management services to more than 28,000 rooms at 13 universities, according to a company statement.

The National Trust has appointed Principle Cleaning Services at its new London head office. Principle will also be providing window cleaning and pest control at the building in Victoria, London that houses 40 staff.

shifting the delivery to a slightly cheaper private sector provider is not enough.

Indeed, Birmingham council chief executive Stephen Hughes wrote recently that in the current circumstances, the traditional outsourcing model “doesn’t cut the mustard”. Birmingham faces bigger challenges than most – as the largest single local authority in the country, it needs to find £600 million of savings in the next five years due to falling government support and rising costs. The prospect of such a vicious retrenchment in its budget prompted the council’s Labour leader Albert Bore to lament “the end of local government as we know it”.

This may be a dramatic refrain, but it could end up being close to the truth. Local authorities are facing up to the reality that their very existence is threatened and a new way of operating needs to evolve or they will be forced to withdraw from vast swathes of service delivery, and this benefits no-one.

FM companies and other outsourcing providers need to get their thinking caps on, too.

They will still have a role, as they have done for many years now in some regions. But they have to bring more innovative solutions to the table rather than just shaving a few percentage points off costs here and there.

But the private sector must also have a rethink about how it works with the public sector, according to a recent report.

A new generation of flexible partnerships with local authorities, including joint ventures, shared services and better risk management is needed, according to the Catalyst Councils report from think tank Localis and consultancy Capita Symonds.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

08/11/2012 15:24

FLICKR

Mears buys Morrison Facilities Services Mears, a support services group to the social housing and care sectors, has bought Morrison Facilities Services for £24 million.

Morrison, a subsidiary of Anglian Water Group, provides repairs and maintenance services to social housing clients in England and Scotland.

The announcement comes at the same time as Mears’ thirdquarter financial results, which shows “solid trading” in both its core divisions of social housing and care.

Mears Group’s order book stands at £2.6 billion, with secured revenues of 99 per cent of forecast revenues for 2012 and

BUSINESS BRIEFS Shepherd FM boosts profit

David Miles, chief executive at Mears

86 per cent of revenue for 2013.

Bid pipeline remains in excess of £3 billion, with an immediate bidding opportunity of £1.1 billion, “underpinning the board’s continuing confidence in the future”, according to the Mears statement.

New contracts awarded to Mears’ social housing division in the past three months have totalled around £107 million.

New contracts for the care division have totalled £19 million and included Cambridgeshire County Council under a strategic partnership arrangement.

David Miles, chief executive of Mears Group, said the

Cambridgeshire contract is an example of how a partnership contract can bring benefits to all.

He also said the acquisition of Morrison “will further consolidate our market leading position and contract profile in social housing”.

For the year ended 31 March 2012, Morrison reported turnover of nearly £291 million and an operating loss, before exceptional items, of £7.6 million. Gross assets were £70.5 million.

David Miles, chief executive of Mears Group, said the Cambridgeshire contract is an example of how a partnership contract can bring benefits to all end-users.

Morgan Sindall: slowdown in tough market Morgan Sindall Group has lowered its trading expectations to the end of 2013 because of tough market conditions, especially in the affordable housing new-build market.

“Affordable housing’s responsemaintenance market remains robust, with the division securing £115 million of opportunities in the second half of the year,” said the group interim management statement for the period 1 July 2012 to 5 November 2012.

“As expected, the new-build social housing market has been hit particularly hard this year as funding issues persist.”

The number of new projects fell significantly on the previous year, despite funding being www.fm-world.co.uk

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John Morgan, back as chief executive

committed for 2012-15, noted the statement.

But the group – parent company to repairs and maintenance business Lovell – said it expects the pipeline of new-build opportunities to improve, despite this short-term slowdown in the market as the

committed level of funding is spent.

The group’s fit-out business has a healthy pipeline of refurbishment opportunities, albeit of potential contracts not greater than £20 million in value.

“Overall, there has been no major change in the outlook for fit-out as the market has remained broadly flat in the second half of the year and we expect the division to face similar market conditions into next year.”

The group also announced a reshuffle of top management, with chief executive Paul Smith stepping down. Smith has been replaced by executive chairman John Morgan, who founded the business in 1977.

Shepherd Group, parent of Shepherd FM, achieved growth in both turnover and underlying profit for the year ending 30 June 2012.

Turnover increased by nearly 10 per cent to £672 million, up from £611 million last year, according to a company statement.

Underlying operating profit increased around 4 per cent to £25 million (2011: £24m). The privately-owned group’s cash position was £89 million at year end (2011: £47m).

G4S in revenue surge G4S saw revenue rise by 9.2 per cent in the first nine months of 2012. Excluding the business’s controversial Olympics security contract, revenue rose by 6.3 per cent, according to its trading update for the nine months to 30 September 2012. Overall, organic growth was good at 5.5 per cent, or 8 per cent including the London 2012 contract, and was 9 per cent in developing markets.

In developed markets, organic growth was 4 per cent, or 8 including the London 2012 contract.

ISS revenue rises Revenue is continuing to rise at ISS Facilities Services, but operating profits have taken a slight dip. The Danish company saw revenue grow by 2 per cent to DKK58.9 billion (£6.33 billion) for the first nine months of 2012, while organic growth was 1.7 per cent in the period. Operating profit before other items came to DKK3,176 million (£341.5 million) for the period, compared with DKK3,201 million (£344.2 million) for the same period in 2011. Operating margin for the first nine months of 2012 was stable at 5.4 per cent.

FM WORLD | 15 NOVEMBER 2012 | 11

08/11/2012 15:24

FM BUSINESS IN FOCUS

THE ISSUE A survey (see news, p.6) suggests BREEAM has had a positive impact on building design, but that there is still room for improvement

THE INTERVIEWEE Lucy Black, chair of the BIFM sustainability special interest group

BREEAM or bust There is no denying BREEAM has had a substantial and largely positive influence on building design, in the 20 years since it was devised by the UK’s Building Research Establishment (BRE).

Nearly nine out of 10 respondents to a recent survey said BREEAM – the BRE Environmental Assessment Method – is a good thing.

However, 75 per cent said it could be made better, according to The Value of BREEAM report based on the survey and research funded by Schneider Electric and undertaken by BSRIA, with help from BRE Global.

A BREEAM assessment uses recognised measures of performance set against established benchmarks to evaluate a building’s specification, design, construction and use.

BREEAM’s five-star rating system for a facility is a recognition of a building’s impact on the environment with the aim of stimulating demand for sustainable buildings, the 44-page report noted.

Nearly 60 per cent of respondents citied “improved occupant satisfaction” as a benefit of having a BREEAMrated building.

So far, so good. But what now for the rating system?

“The system needs to be

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refined,” says Lucy Black, chair of the BIFM’s sustainability special interest group. A building is like a car – it’s a perfect machine, until you turn the key.

Apart from having a deeply ingrained social conscience, the drivers for a good BREEAM rating are many.

A high BREEAM rating is now an important corporate social responsibility issue, she says.

Critics might argue that it is now too easy to get a high rating. This in itself could be thought of as a fashion statement, said Black, an FM consultant with experience of design involvement on six BREEAM-rated buildings.

Clients and architects can design-in hundreds of cycleparking bays when, in reality, there is no way that many employees will ever cycle to work. But a BREEAM box has been ticked and lot of unused space created.

For some public sector organisations, their government or European Union grants might be on the line if the new building doesn’t receive a high BREEAM rating, she said.

Lucy Black is chair of the BIFM sustainability special interest group

An entire industry has been created to ensure buildings are designed to meet BREEAM standards, as defined by the rating process.

But it is one thing to design a BREEAM building and another thing to run it to the standards and outcomes upon which a rating is given. There lies the next big step for BREEAM, says Black.

BREEAM has been good for getting clients, architects and contractors to co-operate on improving the efficiency of buildings. But, says Black, FMs are not nearly as involved as they could – or should – be, although this situation is improving.

Because the rating is a tick-box affair, an architect can design a building to tick the right boxes and get a BREEAM rating. But this doesn’t take into account the fact that people with all their needs and whims will then operate and, more importantly, work in it.

Black cites a case where a building design had automatic lighting that came on when the system deemed it necessary to have more light. The result, however, was more light than necessary for the employees, and thus excess energy consumption.

Admittedly, efficiency results from how a building is managed.

“Critics might argue it is now too easy to get a high rating. This in itself could be thought of as a fashion statement”

This is influenced by the quality and length of the handover process to the FM, as well as the qualifications and experience of the FM to manage the property, with or without outside contractors.

“If you don’t have the trained FM team to run it, a building’s efficiency falls down,” she says.

The importance of this can’t be overstated, considering the government’s emphasis on architects and building services designers using Building Information Modelling (BIM).

BIM relies on feedback from users of a building to add to a database of what works and what doesn’t and under what conditions. Better building designs come from this virtuous circle.

It may be time for BREEAM ratings to be given based on outcomes rather than only potential outcomes, Black suggests. That doesn’t mean a BREEAM rating at the design stage needs to be taken away if the facility operates below the stated potential efficiency levels.

Other stars or ratings could be given to show potential versus operational efficiency, the latter being upgraded, or downgraded, dependent on performance.

Regardless, says Black, BREEAM has been good at focusing minds on sustainability and building designs would likely have been worse off without it.

David Arminas is FM World’s news editor

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

08/11/2012 17:33

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FMW.15.11.12.013.indd 2

06/11/2012 09:29

FM OPINION THE DIARY COLUMN JOHN BOWEN

John Bowen is an FM consultant

“SERVICE INTEGRATION IS THE KEY, BUT IT HAS TO BE FOCUSED ON DELIVERING WHAT IT NEEDS. I BELIEVE IT SHOULD BE CLIENT LED” FIN DIN G THE B L EN D

otal facilities management contracts have been a talking point on FM forums and social media recently. Service integration is key in order to provide them, writes John Bowen

T

A few of us were swapping thoughts on total facilities management (TFM) recently and generally agreed that however you did it, the services provision needed to be integrated.

For me, integration is very much the key and I’m influenced by when I was an operational manager who was tripping over the team that looked after my infrastructure. They had a job to do and ran a typical landlord model regardless of the fact that they might, from time to time, stop the organisation that they worked for generating any

income. My predecessor had worked around them as much as he could, but I changed the game and took them over.

From then on, the FM work became an integral part of operating the business and we brought in security, cleaning, catering, travel, conference room management and front-of-house, shaping the services to work the best way we could afford to support the operation and people who visited the site. By combining those teams, we didn’t keep the original silos and bolt them on to a common management. Instead,

we built one team that did many different things, but with a common aim.

At the time, I wasn’t really thinking about facilities management. I was a general manager and this FM operation was a small part of what I managed. So as long as it was working well and supporting what we did as a business, I was happy.

When I made the move into FM, I ran a portfolio of nearly 30 sites, ranging from a 42-acre self-contained site to a couple of rooms above a shop.

It took two years to implement and get the required contracts into place, but we ended up with an integrated service model managed by an informed client team and with the bulk of the services outsourced, some as single service and others bundled. As a

management team, we were employees of the business that was the primary user of the sites that we ran and everything that we did was geared towards supporting their goals. Our contractors followed where we led because we had the integration of services at the heart of the way that we worked.

Coming from a logistics background, I was familiar with total outsourcing, but the difference there is that the outsourced contract is managed by people that really understand the problem on both sides of the deal – both client and supplier are on top of the problem and the potential solutions.

Service integration is the key, but it has to be focused on delivering what it needs. I believe it should be client led.

BEST OF THE WEB Views and comments from across the web Have you experienced poor building design that has impacted on your FM operations? (continued from 18 October issue) (BIFM LinkedIn group) Andy Dodson: Designers often need reigning-in, especially on projects that involve a large amount of M&E, such as hospitals.

The Defence Estates’ building at Waterbeach is a prime example of total impracticality when it comes to maintenance 14 | 15 NOVEMBER 2012 | FM WORLD

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– the glass roof is pretty much just green now due to the near-impossibility of cleaning it.

Jim Kingston: Yes; those buildings that are 30 floors high and have only one goods lift that won’t accommodate a standardsized gypsum board. Try carrying up 15,000 square metres by hand to the top few floors – great fun.

Mike Gillespie: I regularly see disconnects between access design, accessibility design, fire and life safety

design and security design – most recently, a fire escape route being designed-in at the last minute that totally compromised the most secure part of the building.

I have a supplier opting out of delivering some service provision, notably reactive and add-ons to an existing security control system. What are your thoughts?

(BIFM LinkedIn group)

Mark Adeoye: It can be difficult, but the key drivers here are client expectations and need, and supplier viability.

The supplier may, however, not be able to, simply because it is no longer sustainable financially. At this point, the key consideration is whether the client is willing to have two different suppliers delivering services for the system. It might prove more expensive.

Air con: can you please any staff who sit near it?

(BIFM LinkedIn group) Steve Hunter: The simple answer to your question is “no you cannot’’. From my experience, what generally happens in this seasonal change period is the dominant user tries to temperature control the area manually by turning the unit on/off. The effect of this is high air flows, and temperature swings and surges. www.fm-world.co.uk

08/11/2012 14:19

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

BEST OF THE

FMWORLD BLOGS Workplace Trends: well-being and performance Dr Nigel Oseland, workplace strategist and author The theme for this year’s Workplace Trends conference was the link between well-being and performance. I was intrigued. Is well-being genuinely a different issue to performance, or is ‘well-being’ simply a rebranding of the whole productivity agenda?

Not only are well-being, performance and productivity mentioned in the same breath, but we can also add happiness, satisfaction and motivation into the mix. Nic Marks opened Workplace Trends, presenting his happiness index. Marks presented research that revealed that positive emotions both a) broaden our thoughts, helping us to pay more attention and be more creative, and b) build psychological resources such as resilience/coping mechanisms and social skills – both useful attributes in the workplace.

Clearly, happiness is a positive emotion, but the link to performance is only implied and a direct causal link is not demonstrated by the research.

So does happiness lead to better performance or better performance lead to happiness? Well, according to a Gallup survey presented by Marks, the impact of happiness at work on business performance is twice as large as from business performance to happiness at work. Tim Whitely, an old friend of mine at Arup, found during his PhD in the 1990s that job satisfaction and individual performance are related, but interdependent on each other. From my perspective, I can see how a successful business will lead to better-rewarded, contented and high-performing staff and I can also see how highly motivated staff leads to better business.

Read the article in full at tinyurl.com/bm2ncep

(In response to the above) “Wendell, I’m not content” Neil Usher, ‘work and workplace protagonist’ It may, in some quarters, be considered churlish to express a degree of discontent after taking part in the tenth and most energised, three-dimensional Workplace Trends event to date. The final effect was at once both palatable and uncomfortable.

Delegates at all events of this nature should never leave the table full. The success of all events such as this is determined by how hungry you are to know more, to want to ask more questions, seek more answers, research, network, talk and research again. To engage, interact, blog, comment, tweet – whatever it takes you to drive a transit van out of your comfort zone. If you attended university, what on earth did you ever learn from lectures? They were clues, signposts, markers in the ground. Here, it succeeded.

But now a criticism specific to this event: it was too far downstream. The themes of the event – wellness, productivity and the workplace itself – are the product of management: the underlying philosophy, its relationship with the modes of production, the practice and the language. In the shallow waters of this delta, where the currents were gentle, the idea of ‘social business’ – the greatest opportunity to challenge the century-long Taylorist status quo in all that time – did not receive a single mention.

The image of Frederick Taylor hung on screen like Emmanuel Goldstein [a national scapegoat in George Orwell’s novel 1984] for a suitably restrained ‘Two Minutes’ Hate’ – actually more a ‘Two Minutes’ Huh?’ – puzzled glances, not shoes were thrown.

But we started, at last, to paddle upstream… just as it was time for wine.

It was fun splashing around with happiness, culture, collaboration and pies, but it didn’t resolve anything. If you were in tune with my first point, you’ll see this as positive and may just decide to find out for yourself.

Read the article in full at tinyurl.com/cy7jyy4

www.fm-world.co.uk

15_Opinion.sr.indd 15

FIVE MINUTES WITH NAME: Amanda Godwin-Jones JOB TITLE: Design director, Area Sq

Last month I walked in to a reception where the only seating was by a draughty door. Boxes were piled up in front of the reception desk and the receptionist apologised that she didn’t have any facilities to make me a drink. It wasn’t a great first impression.

All too quickly, we form an opinion or impression from our first experience with someone or somewhere. This is exactly the same for offices where the reception is THE statement area. Get it wrong and you’re creating the wrong first impression and giving conflicting messages about your personality and brand.

It is crucial that what you want to say and portray about your business comes across in the first 10 seconds from when a guest walks through the door. Considering the number of people who pass through a reception area each day, it is essential to think about everyone and everything that comes into the space and create a design that meets all of those needs. Every organisation is different and a bespoke approach is essential.

It should also be obvious for all guests where to sit. There should be enough seating away from ‘traffic’ to house guests comfortably while they wait.

Some reception areas have a café or hotel-style concierge service, like the one we created for BBC Worldwide. We chose to do this because their guests are typically more accustomed to visiting hotels than business environments.

Increasingly, modern reception areas are being integrated into open plan office spaces and used to double-up as ad hoc meeting spaces. This gives the whole office and reception environment a good buzz and connects the work space to the guest experience. This experience may well suit creative agencies better than financial or legal companies, where staff privacy and security are paramount.

FM WORLD | 15 NOVEMBER 2012 | 15

08/11/2012 14:20

FM EVENT WORLD WORKPLACE 2012

WORLD OF OPPORTUNITY BIFM chief executive Gareth Tancred, Kate Pemberton, workplace manager, KPMG and Stuart Cranna, workplace area manager KPMG (left to right), hold the Global FM Excellence Award (originally awarded at WW2012)

Superstorm Sandy didn’t dampen spirits at the recent IFMA World Workplace event, as Dave Wilson reports FMA’s World Workplace (WW2012 for brevity) took place last week in San Antonio, Texas. Obviously everything was overshadowed and impacted by the force of ex-hurricane Sandy, which prevented around 1,200 people getting to San Antonio, either because of travel problems or because they had to stay back to implement business recovery plans. As a result, there were about 5,000 attendees this year.

The conference theme was “You have arrived at the head of the table”, referring to the recognition now being received for facilities management. ‘Smart FM drives Smart Business’ was part of the messaging as well, making the connection between what we do as professionals and the benefits we deliver to our customers.

There was a consistent and welcome change from the past in this. For too long, the emphasis of FM in the US has been on buildings, but in the welcome address from IFMA chair Marc Licciardello there was a series of clear statements

I

about the contribution of FM to organisational success and employee productivity.

“Smart FM drives innovation and productivity,” was unequivocally the message. The linking of that to sustainability was key to his wide-ranging presentation. Again, I sensed an acceptance that in many ways, European FM practice is ahead of the US – and also a genuine hunger to learn and share across boundaries.

I’ve attended five World Workplace events over the past 10 years and this is the first time I have heard that view expressed so widely.

However, while it was great that BIFM nominees won Global FM awards of excellence, that doesn’t automatically mean that the UK is positioned to seize the opportunity. The British delegates were outnumbered by (among others) the Dutch, Danes, Germans, Austrians, Nigerians, Chinese and Australians. There is no question that British influence at WW2012 is way down on what it was 10 years ago, when our attendance was routinely

15-20 people, and they made presentations that often led the debate.

As to the conference itself, rather shockingly, the daily schedule begins at 7am with breakfast meetings, and continues with training sessions and information exchanges over the four days. With 60 educational presentations on offer and at any given time 12 concurrent presentations on the go, it is really only possible to give a flavour of the scope and diversity of the topics available.

The sessions programme is sorted under 14 themes, aligned with the IFMA core competencies. Sometimes, there can be two topics on the same theme on offer, so even that theming alone still leaves some difficult choices to be made. The most common areas covered are

strangers to FM organisations Communicate less, change more Does my office make me look fat?

The reported record number of slides in a one-hour presentation is 178 – which I have to say I’m pleased to have missed.

But generally presentations are presented very professionally and with the verve and enthusiasm you would expect from experienced speakers.

Among other developments, IFMA launched a Building Information Models Life-cycle Operations Community of Practice. Apart from being a bit of a mouthful, the BIMLO COP aims to produce educational content on BIM for the 23,000 IFMA members globally, and (I assume) that means BIFM members, too, will be able to access that through BIFM. IFMA is seeking eligible and interested professionals to contribute in developing what may be a crucial element in the usability of BIM. So, is WW worth attending?

It’s certainly not a cheap option, but my view is that it is unique

“For too long, the emphasis of FM in the US has been on buildings” sustainability, leadership and strategy, project management, FM solutions, quality and technology, for each of which there seems to be an option at every session.

There is an inevitable element of competition in trying to attract audiences, so some presentations boast odd titles as a lure.

Those that caught my eye for their intriguing titles: High heels and hard hats – women in FM (the men tell all) Why smart buildings are ‘old school’ The role of consequential

in our industry in its scale, scope and ambition. It is possible to learn huge amounts on a range of topics, and to make great contacts. I wouldn’t begin to suggest that it is essential for everyone. But I do believe it is essential for the UK profession collectively to be there. If you are able to make the commitment to go in 2013 it will certainly be worth the journey. Let’s make WW2013 in Philadelphia the year of the Brit.

NEXT ISSUE: BIFM chairman Ismena Clout gives her impression of the event

16 | 15 NOVEMBER 2012 | FM WORLD

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08/11/2012 18:07

WEBINAR FM EVENT SPONSORED BY

LONG AND THE SHORT OF IT In the second of a series of webinars co-hosted by FM World and Supply Management (in association with Office Depot), panellists debate the issues of contract relationships onger-term agreements between clients and service providers can lead to a better service as a result of tighter integration, more investment from the service provider and, accordingly, more consistent service delivery – or at least, that’s the theory.

To gauge the reality, we invited 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 – to debate the issues live in front of an internet audience. Topics included framework agreements, an understanding of what flexibility in contracts means to both parties and what a client really wants to gain from the outsourcing of an FM contract.

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Flexible working Contracts should be made more flexible to allow for organisational learning, argued Alan Barratt. In fact, he continued, many clients were actually looking for flexibility as a deliverable in an FM contract.

“The demand the client places on the FM contract of always getting things right first time, and the subsequent negative consequences of underachievement, fundamentally contradicts both the typical outsourcing partnership rhetoric and the potential for true organisational learning, which is often born out of making mistakes,” he argued.

Smith stressed the need for relationship management within long-term partnerships between clients and suppliers, suggesting www.fm-world.co.uk

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that both parties were at risk of losing sight of their original goals whenever the contract between them was not consistently audited.

Longer-term relationships could definitely add value, through a better understanding of how each side operates and by forging more efficient processes, but the relationships need to be built on from both sides of the contract.

Whatever the term length, incumbent suppliers were not necessarily good at exploiting the natural advantage they had of knowledge over their competitors.

Systematic reviews, suggested Barratt, can offer incumbents the opportunity to prove the added value they bring to the contract.

Smith suggested that the creation of added value was more likely to appear during longerterm contracts, arguing that it was a question of what the supplier was looking for from the contract.

Shorter contracts were for suppliers looking for “quick wins, which is a low-risk area to a business. You can potentially look at exploiting a relationship as quickly as

’Til death do us...

Supply Management, the magazine of the Chartered Institute of Purchasing & Supply, asked its audience of procurement professionals what they saw as the optimum contract length.

Here’s what they said: What is the optimum length for a facilities management contract?

1 year 3% (10) 3 years 24% (78) 5 years 73% (240)

possible and moving on to the next supplier. Most of us, because of the nature of procurement and the place in which we find ourselves are very much driven by cost-down initiatives.”

Collaborative working was a constant theme. The principle of collaboration applied whatever the contract length, argued Smith, if the goals of risk minimisation and added value were to be achieved.

Global goal Citing recent CBRE research, Jones claimed there had been an increase in corporate businesses developing global FM models. As a result, he said, there was a need for a longer bid stage to allow for selection of the right partner, particularly with global contracts, where the supplier needed to be agile in adjusting its service provision if the client landscape was likely to change.

Considering the increase in global contracts, it was natural to build change into terms and conditions. If a company makes a change to its business model, which in turn affects its property portfolio, that would then lead to a change in the requirements of its FM services – something that needed to be communicated to the FM service provider.

The conversation moved to framework agreements and how they are produced. One listener asked whether such frameworks were flexible enough to allow for more collaborative working, to which Jones and Smith wanted to see input from both sides in order to fine tune the agreement.

“The length of the framework agreement is seen as onerous by some,” explained Smith, noting that such a rigid and standardised

KEY POINTS ● Flexibility is a highly sought-after feature of contract relationships ● Longer-term contracts offer greater added-value opportunities ● Collaboration is key in order to minimise risk and add value

framework may put off suppliers.

Barratt emphasised that while a contract’s terms and conditions and agreed key performance indicators (KPIs) were a useful starting point, building on mutual understanding required more than just a list of regulations. “Many people use the words ‘partnership’ and ‘alliance’; these words are easily used, and very rarely delivered on”.

When asked to give what they saw as the optimum termlength for an FM contract, Jones suggested that global or national deals currently tended to fall in the five-year region, with optional one- or two-year extensions typically the case. Regional contracts tended to be shorter.

As with FM World’s first webinar in September, the phrase “cultural fit” came up often. The client must understand the market before entering it, said Jones. Jones and Smith felt clients need to establish their credibility. According to Smith: “If you are procuring in a new market, you need to sell as much to suppliers as they do to us. Ultimately, the supplier wants to see you as an attractive customer”. FM

Register to watch Tinyurl.com/FMW-Web02Reg Watch Tinyurl.com/FMW-Web02Watch FM WORLD | 15 NOVEMBER 2012 | 17

08/11/2012 17:33

FM EVENT WORKPLACE TRENDS DAVID ARMINAS

THE HAPPY FACTOR If you think measuring your organisation’s carbon footprint is hard, try measuring your staff’s happiness in the workplace hat yardstick do you use – number of smiles, widest grin, how high people jump for joy, or maybe the amount of hugs passed around the office?

Unlike those pesky carbon molecules, happiness is, quite literally, a frame of mind and you can measure only the assumed results of people who are happy.

The assumption is that happy employees perform better, as delegates to the 10th annual Workplace Trends conference, held in London last month, heard.

But if happy employees perform better, do organisations actually know what makes them happy?

Importantly, can too much happiness have a negative effect on an organisation, such that it should stop treating its employees so well? After all, they are there to work, right?

Concentrate on happiness and results will follow, said presenter Nic Marks, who founded the

W

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Centre for Wellbeing at think tank New Economics Foundation.

Retail giant Costco has consistently been placed in the top 100 best places to work in the US and equally consistently out-performed financial analysts’ predications by up to 4 per cent. The point is, happiness generates shareholder value, he said.

Happy people are more adaptable, more aware of their surroundings, react more quickly and – importantly for businesses – more open to relationships through increased communication.

People who are less happy are less outgoing, more insular and less likely to share ideas, at least positive ones that can move a business forward.

“You need to be building offices where people collide with each other,” he said.

“Organisations need this serendipity of personal contact.”

But sometimes a happy person can bump up against a not-so-

happy line manager and the smiling stops, said Jane Abraham, an adviser on healthy workplaces within the University of Exeter Medical School.

She also cautioned against too much hot-desking. Some employees simply need a personal space to feel contented. It may free the employer to be out and about more often with clients, but some people are adrift without that personal safe space, said Abraham, who worked on a “healthy workplace project” with Cornwallbased pasty-maker Ginsters.

It’s not so much what you do, but how you do it, explained Mark Duddridge, Ginsters’ managing director. The mostly male, over-40 workforce wanted a healthier lifestlye: around 40 per cent of employees who lived within a half mile of the factory drove to work.

It starts with a lot of consultation and listening by senior mangers, said Duddridge. Money was needed to set up a 24-hour gym at the bakery, which itself operates 24 hours. It was free in the first year to get people involved and employees now willingly pay for it.

Ginsters also bought some land adjacent to the factory to develop as allotments for employees.

on 1,700 responses. But their happiness at having this freedom is often tempered by a feeling of being always being on call for work. There is a creeping sense of overwork, said Puybaraud, who also questioned whether “pushing people out of the office” is really making employees happy.

Office culture is often determined by national cultures, said Catherine Gall, research director for Steelcase in France and leader of the WorkSpace Futures team conducting the research.

In the US, the open-plan workplace is very high-density and personal space takes a back seat to a lot of informal contact and informal communication.

However, in the Netherlands, open-plan office design is less dense and employees guard their personal space.

China has high-density and high-intensity offices, where people work up to 11 hours a day.

Taking a quick nap in the office is common, said Gall.

Indian office culture is very inclusive; employees who work together go for lunch together as well, and generally socialise together, she said. It is not uncommon for the office canteen to sell more lunch covers than

“Indian office culture is very inclusive; employees eat and socialise together” Cafeteria food was also improved with a wider choice of locally sourced healthier options.

Younger employees are “Apple generation”, said Marie Puybaraud, director of Global Workplace Solutions (GWS) at Johnson Controls.

Their preferred method of communication is the laptop and mobile phone, both using Facebook, according to the latest GWS survey and report, Digital Nation: born 2B connected, based

employees in the company because friends, relatives, clients and business associates dine together While open plan offices are acceptable in India and China for lower management, she said, for senior management the loss of their separate office is a loss of face and authority. FM See page 8 for the comments of Paul Morrell, the government’s chief construction advisor, who spoke at this event. www.fm-world.co.uk

08/11/2012 14:20

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06/11/2012 09:38

FM EVENT ORGATEC 2012

nyone who has predicted the end of the office in recent years would do well to visit Orgatec, the biennial trade fair considered by many to be the leading showcase of products in Europe for a modern working environment.

The event in Cologne is something of a goliath in terms of trade fairs: 662 exhibitors span six halls in the enormous Koelnmesse exhibition facility (each hall is about the size of the 100% Design exhibition in the UK), with a vast array of exhibitors and a focus on the European workplace. The organisers have reported that over the five-day duration of the show, approximately 50,000 visitors were welcomed from 123 countries, consisting of dealers, distributors, designers and of course, facilities managers.

Manufacturers from the furnishing, flooring, acoustics, lighting, as well as media and conference technology fields were all present to exhibit their latest developments.

Despite the notable absence of a couple of large players, there were plenty of inspiring and innovative companies present to make Orgatec an insightful window on the sector, reaffirmed by the presence of high-profile figures, such as Tony Brown of Bisley, Bob King of Humanscale, Henning Figg of Haworth Europe and Colin Mustoe of Senator.

Although I’ve been attending the show as an exhibitor for 26 years, I still get a tremendous buzz out of being able to take in such a sheer quantity and variety of product from such a wide global spread, gathered in one place at one time. No technologydriven alternative can beat the pure hands-on, comparative experience it offers.

To emphasise certain trends, this time there were three competency centres dotted around the halls, with smaller displays

A

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OFFICE MATTERS A cork workspace, a power-nap capsule... Orgatec in Cologne brings together the boldest office furniture concepts. Workplace furniture specialist John Fogharty reports on this year’s stand-out products of the products of their member companies, who might perhaps be exhibiting under their own banner elsewhere.

Perfectly formed The show is now marginally smaller than in previous years, but, as ever in time of austerity, this brings with it increased focus, ingenuity and creativity.

There were some truly impressive stands, such as Vitra’s plastic box design that had travelled so well from 100% Design; Bene’s stand made entirely from paper, an origami extravaganza where the whole wall moved as people walked passed, and was biodegradable; and finally Colebrook Bosson Saunders, whose stand had a touch of the edgy All Saints fashion brand – a rustic workshop feel, with the clothing brand’s use of distinctive old Singer

sewing machines replaced by 1950s’ typewriters.

So on to the products. As boundaries between our home and work merge, predicting the future of the workplace is more complex than ever and solution providers need to consider and cater for shifts in lifestyles rather than simply providing ‘a nice place to work’.

Key themes, notable on a number of stands, included collaboration, technology/power, wellness and flexibility. As one would expect, however, materials employed, design and technical performance varied from the excellent to the mere copy-cats and also-rans.

Ergonomics company Humanscale led the charge for employee wellbeing, with products that catered for all the body’s senses, from posture to purifying the air we breathe.

Three chair innovations were on display in the form of the Diffrient World Chair, Diffrient Smart and an update on the iconic Freedom model, to take us to the Freedom 2.0 with a new backshell design and arm assembly for easier one-handed adjustment of the synchronous armrests – leaving the user even less to think about.

Float is a height-adjustable, sit-stand table that has set a new standard in the category without clunking controls or electrical power source. The user applies minimal but constant pressure to position Float at the preferred height. This system caused many observers to remark that, with such intuitive functionality, this could reinvigorate the ‘sit-stand’ culture in the UK. Vitra never disappoints and this year was no exception, with an array of new products and www.fm-world.co.uk

08/11/2012 10:48

ORGATEC 2012

concepts, including ‘Workbays’ designed by Ronan & Erwan Bouroullec – a multi- functional system comprising lightweight screens that can define quiet booths, meeting areas or video conferencing, thus supporting employee choice and encouraging task-orientated working.

There was also more from the ever popular Alcove range with Alcove Cabin, a fully-fledged work room, and Alcove Meet, a conference table for up to four persons, featuring two padded Alcove panels at the sides.

Another treat from Vitra was the Cork Table – also by Ronan & Erwan Bouroullec – quite beautiful and simple in construction and design, and efficient in material and floor space.

Ideas... writ large A few steps from Vitra, Bene featured its Parcs collection, one of the first systems of its kind and comprising Causeways, a series of walls and cupboards; the Wing series of high-backed chairs; Club chairs; Toguna, a circular half-open brainstorming space; and the Idea Wall, a freestanding wall element with integrated technology. Another notable highbacked offering was Hex by Nowy Styl, which combined interesting

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interlocking geometric forms with sound anthropometric principles.

The ‘wrap’ element of Be by Bisley is another example of this in practice.

Phil Hutchinson, joint managing director of workplace specialists, BDG architecture + design, delivered a presentation entitled ‘Personal space in the continually evolving workplace’, in which he discussed the need to work more efficiently and flexibly, enabled by technology and driven by escalating real estate costs.

Hutchinson questioned the cost of compromising our sense of belonging in the workplace against a backdrop of social media; interestingly, he also revealed on average only 42 per cent of our time is spent at a desk.

In keeping with the theme of power, Bene also harnessed technology for its Nice Wall – a screen-based interface that can be scaled up to as large as 30m and used by up to seven people at a time, each one using a special stylus to brainstorm ideas that can then be circulated via email.

Kusch also illustrated the power of power, with wireless charging on table tops, negating the need

Humanscale’s Freedom chair (left); and Float (right), a sit-stand desk, adjustable through palm pressure

“EVEN THOUGH WE HAVE THIS TECHNOLOGY, THE HUMAN INSTINCT FOR INTERACTION WON’T DIMINISH” to carry around clunky chargers.

Picking up on another trend at Orgatec, ‘third space’, new for 2012, Bene offered Docklands, a fresh take on the idea of the cubicle, offering office workers a little peace and quiet. Haworth had a similar take and had gone one step further with its product CalmSpace, a ‘plug and play power-nap capsule’. Workers enter through an acoustic curtain, and can then select a sleep period from 10 to 20 minutes with sound and light cycles to encourage one to drop off.

Space explorers The integration of storage and workstations was evident with Bene’s Cube_S and Be by Bisley.

The latter has made a bold statement of repositioning storage as the pivotal and dynamic hub of the office landscape. Be by Bisley is partly a response to the predicted ‘paperless office’, which although has so far has evaded many of us, doesn’t disguise the fact that we are all undoubtedly using less paper. However, our need for storing expensive laptops, tablets, gym kits and cycle helmets has increased.

By powering and bringing storage to the centre of the workplace and making it work harder and essentially utilising all six sides of a ‘live’ cube rather

than just one, Bisley has been able to make much more of the ‘storage footprint’ and offer a plethora of task orientated solutions for workers.

Moving away from furniture, BuzziSpace, the Belgium-based acoustic products manufacturer, addressed the regular office irritation of noise with its consistently refreshing approach via the launch of ‘Buzziwings’.

This innovation aims to delineate space through suspending panels with integral LED lighting from the ceiling, a completely different take on the numerous working pods spotted throughout the show.

It is hard to conclude what the future holds with a show like Orgatec, as really you have a collection of ideas and products, some of which will succeed and be adopted, while others will not. What is striking, though, above and beyond the product, is the desire for colleagues and competitors to share knowledge and exchange ideas.

This human instinct for interaction will not diminish.

Even though we have the technology to video conference across the globe should we wish, nothing beats face-to-face encounters. There is a lesson here, in reminding ourselves from time to time that perhaps technology is an enhancer of our working practices rather than a dictator. FM FM WORLD | 15 NOVEMBER 2012 | 21

08/11/2012 10:48

Futureproof you The only certainty is change. Be by Bisley accommodates and supports organisations’ current ntt and future needs – whatever they might be

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06/11/2012 09:34

FM FEATURE EMIRATES AIR LINE MARTIN READ

24 | 15 NOVEMBER 2012 | FM WORLD

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EMIRATES AIR LINE

E R I W NSFER A R T

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08/11/2012 14:21

FM FEATURE EMIRATES AIR LINE MARTIN READ

uring the Olympic summer of 2012, much was made of the extraordinary feats of our athletes.

For those of us in facilities management, however, the outstanding success of London 2012 was as much about the buildings in which the athletes competed as it was the heroes of Team GB. While the public lapped up the performances of Jessica Ennis, Chris Hoy and Mo Farah, the velodrome, aquatic centre, Olympic Stadium, were also garnering richly deserved plaudits.

The Olympic Park in Stratford was lauded for its fitness for purpose and deep commitment to sustainability, while the way in which venues across the capital coped with the crowds was acclaimed by tourists and Londoners alike – the latter somewhat surprised by the smooth operation of the city’s transport arteries.

A £6.5 billion investment in upgrading London’s transport network, along with the travel management campaign, ‘Get Ahead of the Games’ was instrumental in this success, but there was also the timely introduction of a new and highly visible piece of transport infrastructure: the UK’s first urban cable car system.

The Emirates Air Line is an extraordinary sight. Seen from the ground, its cabins rise and fall gracefully against the London skyline. From onboard and at its maximum height of close to 90m, passengers can look north and west for truly spectacular views of the capital.

Opening just ahead of the Olympics, the cable car system helped cope with the surge of visitors to two major Olympic venues: the 02 Arena (situated metres from the southern terminal entrance) and the Excel Centre (a five minute walk from

JOHN STURROCK / TFL

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Design and build contractor: Mace Principal FM provider: Macro Facilities service sub-contractors: T Clarke (M&E maintenance), Doppelmayr (specialist cable system maintenance), Easyclean (cleaning) C.UK (Security), Continuum (front-of-house) Number of cabins: 34 Expected passenger numbers: 1,300,000 per annum Staff: 115 (including 80 front of house)

the north terminal). Now, in its second full month of postOlympic operation, the Emirates Air Line is settling into its role as a new mode of transport for London.

The terminals at which passengers embark are impressive buildings for such a short journey (the Emirates Air Line travels just 1.1km [0.7 miles]). The signage and barriers replicate the feel of a typical London tube station, while the use of high glass windows lends the terminals, particularly the one on the Greenwich side, a slight art deco feel, in keeping with the many London tube stations built during the 1920s and 1930s.

“We have created full-time jobs with flexible hours so that people can work during the day or at night depending on what suits them best.”

Premier League cable As a transport hub, the Emirates Air Line connects to the Jubilee line at North Greenwich on the south and the Royal Victoria DLR station to the North. Mace www.fm-world.co.uk

08/11/2012 12:17

EMIRATES AIR LINE

Left: the two terminals have been designed to look like typical tube stations. Passengers are welcomed on and off their ‘flights’ (below); the system rises to a height of just under 90 metres (bottom)

constructed the scheme – comprising two terminals, three towers, a cable car system adapted to its location and 34 cabins – over a period of 15 months. Opened on World FM Day (28 June), the scheme is now managed under contract by Macro, Mace’s facilities and asset management business. As the scheme’s operator, Macro reports to Transport for London (TfL).

Other elements of the FM operation are still to settle into a pattern. Adrian Connor, Macro’s managed service director, comments: “As with any new mode of transport, it takes time to establish the best ways of working. Once we have had a full annual cycle, we will be able to evaluate what worked well and plan for the future.”

T Clarke, the original MEP installer on the project, was appointed as maintenance contractor. The cleaning and www.fm-world.co.uk

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security sub-contractors (Easyclean and C.UK respectively) were selected, says Connor, based on reputations that these two firms had established within Mace – and the fact that they were “aligned in terms of their values”, says Connor. “It was important to us that this contract would be important to them.”

Stacey Smith is FM and performance manager for Macro, and one of the four Macro duty managers who report in to the site’s general manager, Chris Kearney. Smith liaises regularly with Easyclean.

“Different opening hours have an impact on the cleaning operation,” she comments.

“There’s reactive cleaning going on as the day progresses, but the cabins have to be cleaned at the end of the day, so we need out-of-hours cleaners.”

Night cleaning work is required

FM QUICK FACTS

50% 90 metres Local employees

Maximum height

There are 34 cabins on the system, with two out for routine maintenance at any one time (far left)

whenever the system is obliged to open beyond its standard closing time (currently 8pm in its winter schedule). Extending opening hours to midnight means that night work is also necessary.

“We have created full-time jobs with flexible hours so that people can work during the day or at night depending on what suits them best,” says Connor.

Three quarters of the cleaning jobs are full time and that’s more beneficial for a labour force that must, under the contract, comprise 50 per cent local employees (25 per cent each from the London boroughs of Newham and Greenwich). It’s a percentage that has to be maintained throughout the life of the contract.

The final part of the subcontractor requirement is provided by York-based Continuum Group, which supplies front-of-house personnel. Continuum already has staff in place at visitor attractions throughout the UK. “What Continuum brings to the party is customer experience management,” says Connor.

The team In total, around 115 people are employed in order to cover shifts. Security staff do 12-hour shifts, while front-of-house staff, representing around 80 of the 115 employees, cover three shifts across the seven-day week.

General manager Chris Kearney has Smith and three other duty managers who report to him.

Also making up the management team are a front-of-house manager (directly employed by Continuum) and the scheme’s maintenance manager, who is provided by Doppelmayr, the specialist cable-way operator and installer that has supplied 14,000 cable car systems across the globe.

As well as both daily and FM WORLD | 15 NOVEMBER 2012 | 27

08/11/2012 12:17

FM FEATURE EMIRATES AIR LINE MARTIN READ

weekly planned preventative maintenance, Doppelmayr will also require up to seven days maintenance shut-down each year – exact dates are yet to be confirmed, but it is expected that this will be out of season, around the Christmas/New Year period, or early in the new year.

Although the Emirates Air Line is constructed from typical cable-car components, the way it is operated is notably different from a ski lift, for example. Staff assisting passengers getting on and off the cabins, or temporarily halting the scheme to allow seats to be adapted, are not usually associated with cable cars. “The way we operate the scheme is more aligned to the way a railway is operated,” says Connor.

Capacity A maximum of 2,500 people can be transported per hour in each direction, and based on current projections of passenger numbers the system is on target to reach that point. The cabins would then be moving at six metres a second, although at present they run at below that speed. During peak times (7am to 10am) they run at four metres a second (meaning a journey time of between five and ten minutes), while out of peak hours it runs at 2.2 metres a seconds – a journey time of between 10 and 11 minutes.

“The numbers we’re experiencing are exactly where TfL imagined they would be at the outset. The forecast was for 1.3 million visitors by the end of the financial year, but we’ve already exceeded that.” Macro meets with TfL regularly to discuss the impact of passenger volume on staff numbers.

From a management perspective, duty managers have regular contact with their counterparts at North Greenwich, so any issues affecting any other local transport hubs are quickly 28 | 15 NOVEMBER 2012 | FM WORLD

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communicated. Emirates Air Line staff know the timings of all bus, tube and DLR connections.

Adapting to special events is done on a case-by-case basis, with the operators warned three months in advance of any need for extended opening hours to cater for events at the 02 or Excel centre. In its brief period of operation, the Emirates Air Line has already dealt with an annual triathlon event in the Royal Victoria Dock and other weekend events.

In the longer term, passenger volumes are likely to be boosted by the commercial and residential development scheduled close by to the terminals on both sides of the river. In the North, the Siemens Crystal has just opened (there’ll be more on this in our next edition), while to the South there are major development plans throughout the Greenwich

peninsula. The introduction of a regular cable car service has already seen more business come the way of restaurants and cafés situated close to the terminals. “The five-year plan for the community around here is significant,” says Smith. “As well as the commercial development, there’s also a lot of residential development planned.”

Looking ahead The Emirates Air Line opened into the teeth of the Olympics, an obviously challenging environment. “The Olympics were probably the most challenging time we could imagine the scheme will ever face,” says Connor. “Even though we all knew it would be busy, we didn’t think it would be as busy as it was. The relationship we built with the client at that time was one of best things that could

have happened.”

The scheme is fully accessible for wheelchairs, and bicycles (two bicycles can go in a single cabin). “As soon as we spot passengers who need assistance, staff radio up to the team so that the cabin seats can be adapted as required,” says Connor.

From an FM perspective, the story is about the scope of FM’s involvement in the operation.

Macro is not just the FM provider – it is operating across the entire facility, including all front of house services, ticketing, security, maintenance and dealing with end-user customers.

Facilities management is critical to the functioning of this high profile cable car scheme and given the opportunity to manage all aspects of its operation. In that, the Emirates Air Line offers an intriguing vision of FM’s future potential. FM www.fm-world.co.uk

08/11/2012 12:17

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

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Buyers’ Guide to FM Service s

BUYERS’ GUIDE TO FM SERVICES 2013

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

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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

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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. 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.

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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

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M

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09/10/2012 14:23

29/10/2012 10:17 FM WORLD | 15 NOVEMBER 2012 | 29

02/11/2012 16:09

FM FEATURE ENERGY ACT 2011 ANDREW COOPER

HOT PROPERTY Energy certificates are starting to have a big impact on property value, finds Andrew Cooper omething very interesting is happening in the commercial property market. For the first time, we could be about to see a tangible link between energy efficiency and the capital values of commercial buildings in the UK. This means landlords will increasingly rely on facilities managers and their knowledge of energy efficiency when making decisions about protecting the value of an asset.

Last year’s Energy Act stipulated there will be statutory energy efficiency regulations in place for non-domestic properties

by April 2018. The details are expected to appear in secondary legislation in the future.

However, the government has already advised that by no later then 2018, landlords in England and Wales will not be able to let a property with an ‘F’ or a ‘G’ on an energy performance certificate (EPC), unless they have entered into a process showing that the property cannot reasonably be improved to a higher rating.

The definition of what is a ‘let’ property is also to be confirmed, but the Department of Energy and Climate Change (DECC) has advised commercial property consultant Drivers Jonas Deloitte that it could mean the legislation

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is applied to all properties that ‘are let’ or ‘are to be let’.

Applying this retrospectively seems highly impractical and therefore unlikely, but the prospect of minimum energy performance standards (MEPS) creates a new risk dynamic for the commercial property market with potentially significant implications.

The EPC, and its requirement for energy modelling, is now at the heart of government policy to ensure that buildings reduce carbon emissions. It is the link between MEPS and the government flagship policy, The Green Deal (GD), which is also part of the Energy Act 2011.

Although the Green Deal is a finance mechanism, its link to MEPS forces landlords of buildings with poor energy ratings, such as an ‘F’ or a ‘G’, to implement works that pass a test known as the ‘Golden Rule’, which, among other things stipulates: Energy-saving measures must be able to be introduced at no upfront cost The re-payments must be less then the cost of the predicted energy to be saved Payments are to be collected by the utility company on behalf of a Green Deal provider, so that the beneficiary of the measures is responsible for the repayment. www.fm-world.co.uk

08/11/2012 12:18

ENERGY ACT 2011

Under the current proposals for MEPS, if all qualifying measures have been exhausted, and the property remains ‘F’ or ‘G’-rated, it may then be let. There is nothing to force a landlord to borrow Green Deal finance and they may use alternatives, such as self financing, but works that pass the test must be undertaken.

Measures that can attract Green Deal finance will be determined by the EPC and its supporting recommendations report, financial calculations using a Green Deal ‘tool’ (a variation of SBEM – simplified building energy model – the main EPC calculation tool) and quotes for improvements works from Green Deal providers.

The Green Deal, and therefore the SBEM/EPC tool, is also linked to proposals to extend the requirement of consequential improvements under Buildings Regulations 2000 Part L2B, although this may now be less likely, due to negative press that dubbed this measure, incorrectly, a “conservatory tax”.

Collectively, this places a huge emphasis on energy efficiency and in particular on the EPC rating. Properties that are ‘F’ or ‘G’-rated will become harder to let, which will in turn affect capital values. Indeed, Drivers Jonas Deloitte already has experience of substantial funds

not wishing to proceed with the purchase of ‘F’ or ‘G’- rated properties, and anecdotal evidence suggests that banks are factoring it into some lending decisions.

This is because these measures could not only affect new lettings, but also premises that are already let, influencing asset management and investment strategies. To understand why, one needs to take a closer look at how the commercial property market in the UK operates.

Commercial leases are usually fixed for a number of years.

Average lengths vary dependent upon the sector, but as an example, 10 years would not be uncommon for large retail premises or substantial HQ office buildings, often called ‘trophy’ assets.

Both the landlord and tenant’s obligations during this period are set out in a lease and this determines, among other things, how future rents are assessed.

Based on ‘hypothetical’ letting assumptions, these terms form the basis of an engagement between the parties to the lease and are often subject to rigorous debate and cost.

Where leases are renewable, decisions made at the outset of a letting can find their way into future leases for up to 21 years, including assumptions that might impact the hypothetical

“ Properties that are ‘F’ or ‘G’-rated will become harder to let, which will in turn affect capital values” www.fm-world.co.uk

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JOHN STURROCK / TFL

FM FEATURE ENERGY ACT 2011 ANDREW COOPER

tenancy and therefore future rents, such as factoring in the cost of compliance with MEPS obligations.

The effect of MEPS will, of course, need to be properly ‘tested’ by surveyors once the detail becomes clearer, but the link to the Golden Rule could allow rent review surveyors to place a ‘value on compliance’ and factor this into their calculations.

This could reduce the level of rent and therefore capital values, which in their simplest forms are derivatives of rental income.

The risks do not end here.

There is often a requirement at the end of a tenancy for the tenant to put the premises into a good state of repair and this sometimes extends to a requirement to renew and replace.

Where a tenant has failed to do this they are in breach of contract (the lease) and the only remedy open to the landlord is to seek a financial claim for losses incurred. In law, one can only claim for actual loss, so the cost of the breach must equal the loss. A practical example of how MEPS might impact on this process is to look at a central heating system.

If a tenant is required to repair a central heating system and fails to do so, the landlord may not necessarily incur financial loss as a result of the breach if they subsequently have to replace that system to ensure that they are able to let the property.

Equally, if a tenant is required to renew a system, then compliance with this obligation may not ensure that the landlord complies with MEPS, as they are only required to renew or replace with an identical or similar system, that is to put the landlord into no worse a position then at the outset of the lease. An exception to this might be where a tenant is obliged to ‘improve’, but this is uncommon.

32 | 15 NOVEMBER 2012 | FM WORLD

30-32 Energy Act.sr.indd 32

under Part L2A 2006, linking the requirement to reduce the carbon target of a notional building (used for determining Part L compliance) and the EPC calculation. The effect of this was a drop of at least one band in the EPC rating for calculations made under these convergent tools, even if the inputs were identical.

Depending on the asset rating, some premises faced a drop of two bands.

Lack of clarity

“Decisions that would previously have been made in the boiler room will be made in the board room” Research by Drivers Jonas Deloitte has shown that measures with extensive capital costs such as new lighting systems, heating systems and even roofs could pass the Golden Rule test for certain types of property. Such large sums, therefore, have the potential to reduce rents upon reviews and renewals, and allow tenants to mitigate claims of loss for breach of lease covenants.

A changing dynamic An EPC is valid for 10 years, or until such a time as it is replaced by a new EPC. However, the basis of assessing the certificate changes far more quickly then the period for which the certificate is valid for.

This inconsistency can be

demonstrated by looking at the revisions to the National Calculation Methodology (NCM), which were made to facilitate increased carbon reduction targets under Part L2A 2010.

An EPC is calculated by dividing the Buildings Emissions Rate (BER) by a Standard Emissions Rate (SER) and multiplying this by 50 (on the B/C boundary and broadly representing a building that would pass building regulations Part L2A).

NCM compliant tools were updated. The revised calculations became mandatory for EPC calculations on 31 March 2011.

The SER was amended and a 23.5 per cent improvement factor applied over the SER prevailing

This process of changing the SER to reflect carbon reduction targets is likely to repeat itself again in 2013/2014, following revisions planned under Part L2A 2013, and in 2016, paving the way for the zero carbon targets for new commercial buildings that are due in 2019. Therefore by the time that MEPS go live, there will have been potentially two major revisions to the NCM. This means that a property let with a ‘D’ or an ‘E’ on the EPC today may find that after 2016 it becomes an ‘F’ or, more likely, a ‘G’-rated asset. This introduces major inconsistencies to the market and creates ambiguity and uncertainty – something investors do not like.

Moving forward, energy performance as determined by an EPC will need to be managed, understood and embedded into any long-term asset and property management strategy. Decisions that would previously have been made in the boiler room will be made in the boardroom as hard, technical knowledge is factored into investment decisions.

Improving energy efficiency will help ensure that buildings remain resilient and retain value, and this goes to the very heart of what industry is about.

Andrew Cooper is a senior consultant in the sustainability team at Drivers Jonas Deloitte

www.fm-world.co.uk

08/11/2012 12:18

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FM WORLD | 15 NOVEMBER 2012 | 33

FMW.15.11.12.033.indd 38

06/11/2012 15:28

FM FEATURE RECEPTIONS SIMON WICKS

e’ve all been there: the long wait in the lobby on an uncomfortable chair, enduring repeated blasts of cold air as the main door opens, closes and opens again. The reception desk itself is too far away, and the only statement made by that large piece of ‘art’ that’s blocking sight lines and squeezing us into the margins is that appearance is more important than function.

In a perfect world, every reception would offer us a warm welcome and either smooth our passage onwards to our final destination, or provide a comfortable place to wait for our connection, leaving us with a glowing impression of the organisation we’re visiting.

Yet the experience of a building’s main reception is too often underwhelming, as an online poll run by FM World in September confirmed (see box: ‘What FMs think about receptions’). In the poll, FMs identified difficulties with temperature control and conveying a good image as the key problems with their own receptions.

But they also observed that security in many receptions is unnecessarily obtrusive and that spaces designed for temporary occupation offer cold comfort to front-of-house staff.

In short, the poll confirmed our suspicion that reception is too often a dysfunctional part of a building. But why, when it’s clearly so important?

W

GETTY/ALAMY

All things to all men?

Andrew Mawson, managing director of workplace management consultancy Advanced Workplace Associates, says, “Typically, because various parties participate in delivering different elements to receptions without an overall linkage, the space, technology, look, feel, sound, smell and

34 | 15 NOVEMBER 2012 | FM WORLD

34-37 Reception.sr.indd 34

behaviour don’t gel. There’s nobody looking or designing them as a holistic experience and nobody is consciously linking the experience back to the brand image/messages. Organisations would get a better return on their investment in receptions if it was done this way.”

“We have to carefully ‘design’ experiences,” stresses Mawson.

“For me, that’s everything that I touch, smell and hear, second by second, as I arrive and move through the building.”

In the past, Mawson has helped clients improve that experience by employing actors in character to ‘mystery shop’ in receptions. What he touches on is that everyone wants a piece of the entrance to their building.

Inevitably, reception serves many purposes: gateway, but also security filter; waiting room, but also a hub channelling visitors elsewhere. It might even be a meeting space in its own right.

Or a marketing space: reception is also the face of the building and its occupants. For some, this means creating a big visual statement or playfully adding an extra dimension to the visit, such as video games in the lobby of a games company.

A WARM RECEPTION? Designing the right welcome area is a fine art, one that mixes design, ergonomics, heat management and security, writes Simon Wicks www.fm-world.co.uk

08/11/2012 10:49

PERSPECTIVES

RECEPTION: WHAT FMS THINK emperature control and conveying the right image proved to be far and away the biggest challenges facing FMs in their own reception areas when we conducted an online poll in September. Security and ergonomics were a distant second to these two equally big areas of concern. Some of our respondents expanded on their thoughts.

“A recurrent fault with reception areas lies between creating a comfortable, practical layout versus clients’ rising demand for secure visitor control,” wrote one FM. “As security paranoia of government spreads to private organisations, entry processes become anything but welcoming!

“Designers always forget that sitting in a double storey in front of large glass doors has it challenges, leading to excessive draught, too much sunlight, and so on,” another reader reported. “It is designed as a temporary space, when in effect it is a permanent working space for the most front-of-house of FM staff.”

It wasn’t all bad news, though.

“Having completed a new build to produce a new head office, I am glad to confirm that equal thought went in to the reception area,” said one happy respondent. “The environmental systems were well thought through, as was the working space for the receptionists. The whole area has ‘wow factor’ and plenty of time was spent considering the guest experience.”

T

By trying to make it all things to all men, however, it’s easy to forget reception’s practical function and to fall into the trap of simply copying the latest fashion and ending up with an anonymous, impractical space.

“Reception should also be a place that you feel comfortable walking in straight away and you should always know where you are,” suggests work space designer Roy Parrish, managing director of Ranne Interiors. “But so many receptions could be anybody’s, couldn’t they?

“Most architects begin with space planning and don’t really think about the experience until www.fm-world.co.uk

34-37 Reception.sr.indd 35

later on,” he continues. “But designers need to understand how the business actually works.

The worst thing that can happen is no FM involvement. If there’s no FM involved from day one, it almost always goes wrong.”

Good experiences Two landmark London buildings – Heron Tower and City Hall – clearly illustrate how different priorities and design processes can create strikingly different welcome experiences (see box: ‘Pressure Points’). In the case of Heron Tower in the City of London, architect Paul Simovic of KPF Associates was briefed

“It should be a place that you feel comfortable walking into straight away and you should always know where you are”

FM WORLD | 15 NOVEMBER 2012 | 35

08/11/2012 10:49

FM FEATURE RECEPTIONS SIMON WICKS

philosophical: “I’m not sure you can ever get it completely right,” he concedes. “However you treat a lobby, it’s not the same as sitting in an office. You don’t have that level of control over what’s happening.”

Changing face Technology is becoming increasingly apparent in contemporary reception areas.

Aside from swipe cards, clever lifts, charging points, touchscreens and so on, some companies – such as Asda in Leeds – are even using self-registration systems.

Mobile devices, too, are set to transform the reception experience. “Maybe, in a few years, it will be the end of the reception desk as we know it,” speculates Simovic. “It will be somebody with a small bit of technology welcoming you and moving with you. Mobile receptionists using portable technology will definitely have an impact on the design of the space and more intelligent security technology may see turnstiles phased out altogether.”

But technology is having a deeper impact on the way we work and this, too, is being reflected in how we think of and use building receptions. Parrish

notes that they are increasingly becoming meeting spaces in their own right and Heron Tower’s FM Chris Stoddart recalls a New York office building entered via a Starbucks coffee shop.

Increasingly, it seems, the boundaries between the workplace and ‘elsewhere’ are blurring and reception in particular is becoming a far more sociable space. For Mawson, the growing trend

for ‘agile working’ could even make many receptions obsolete.

“We’re going to see more of the workplace experienced through devices rather than physical presence,” he says.

“So the workplace is whatever ends up in the back of your head.

I don’t think the office is finished by any stretch because there will definitely be functions within organisations that will need human physical interaction.

ALAMY

to create a memorable building.

But he was conscious, too, of the need to balance the striking statement (such as the lobby’s huge aquarium) with usability – or a ‘personal touch’.

“We didn’t just look at reception in plan, but asked, ‘how would it feel to be a visitor?’” he recalls.

“We thought about how reception relates to the street and did animations of what it would be like to come into the building. One thing we were definitely aware of was the relationship of security to the overall experience.”

Keeping security relatively discreet is a challenge, as one dismayed respondent to the FM World poll noted. Simovic found that a blend of old (a traditional doorman) and new (smart technology) has helped to create an effective but reasonably unobtrusive security filter.

One thing he hasn’t totally solved are the issues caused by ups and downs in temperature, when the main door opens and closes. A heat curtain is used, but staff still feel the draughts. “It does get cold – it’s inevitable. But I’ve worked in worse,” concedes reception manager Michelle Lally. “But working in reception is different from working in an office.”

Simovic is similarly

36 | 15 NOVEMBER 2012 | FM WORLD

34-37 Reception.sr.indd 36

www.fm-world.co.uk

08/11/2012 10:49

RECEPTIONS

PERSPECTIVES

PRESSURE POINTS: RECEPTIVE TO CHANGE

www.fm-world.co.uk

34-37 Reception.sr.indd 37

eron Tower in the City of London and City Hall on the South Bank of the Thames are both landmark buildings. But they offer very contrasting experiences of reception areas that to a large extent reflect the divergent pressures on public and private organisations.

Heron Tower is a high-status office for up to 25 corporate tenants. The lobby has to offer a suitably impressive experience while allowing staff to focus on the priority – to get to the correct part of the building as efficiently as possible. “We’re here to provide a transitory experience,” stresses the building’s facilities manager Chris Stoddart. “We’re not here to look after the tenants’ guests. We’re here to take you to the tenants.”

Achieving this requires a disciplined focus on the goal from all facilities staff – who are supplied by three specialist contractors. “We follow different procedures for different tenants about how they like their guests to be greeted,” explains lobby manager Michelle Lally.

“I have monthly meetings with each tenant and we work closely with their receptionists on each floor. None of the guests should be kept waiting for long. It’s about the lasting impression on the guest.”

Each tenant has their own unique building pass that, when swiped at the security barrier, calls a lift to take the visitor to the correct floor. There are no buttons for people to press and the whole experience is efficient, seamless and – yes – impressive. You’re in no doubt that you’re in an exclusive private space.

City Hall, by contrast, is a public building with a very high daily footfall. “For the visitor, you meet the security staff before you meet the receptionists,” explains FM Simon Grinter. “But our ethos here is that both our security and reception staff are welcoming to everyone.

“Because we’re a public building, it’s not just expected guests who are coming through the doors. Some people can be quite difficult to deal with for the receptionists.

But they’ve already come through security and the receptionists generally feel safe.”

The building was designed before the organisation that occupies it existed. As Grinter points out, no-one could say how the occupier might operate or how many people would be coming through the doors daily.

So the circular design funnels visitors into a narrow spiral which can cause a crush at busy times. “A square building would be easier for me, but would that make it boring? Sometimes you have got to give the architect their head in order to get a challenging or inspirational space,” finishes Grinter.

H

Watery welcome: Heron Tower’s reception area (below), and City Hall (left)

PETE SEARLE

“But the need for physical office space will reduce. I think that there’s going to be a massive overhang of empty office space in the City of London, for example.

“Physical receptions, though, are all about people,” he adds.

“The chemistry between the visitor and the reception is the important thing. It’s not about buildings and technology. It’s about the human interface.” FM

FM WORLD | 15 NOVEMBER 2012 | 37

08/11/2012 10:50

FM MONITOR JULIE BIRCH

TECHNICAL

Julie Birch, marketing manager, Rentokil

KEEPIN G THE PEST S AT BAY

he imminent ban on certain rat poisons T will make the challenge of rodent control even tougher. Julie Birch explains how you can safely protect your property he winter months are approaching at a rate of knots and, with the weather turning colder and damper, rodents are seeking refuge indoors. As ever, this will create a headache for businesses as they battle with these unwanted guests.

This year, however, business owners and facilities managers could have an even bigger problem on their plate. Under the Biocidal Products Directive, a number of common rodenticides will be banned from use, meaning those tackling infestations will have fewer tools at their disposal.

For many years, one of the most common pest control methods has been to lay baits containing poisons known as ‘anti-coagulant rodenticides’.

However, this approach has come under scrutiny, with some suggesting that the spread of poison is difficult to control in the case of contact preparations, as the substance could be transferred from the rodent’s fur to different surfaces around the premises.

Contact preparations will no longer be available to the professional or amateur market from the New Year, thus greatly reducing the range of products available.

Concerns were raised by many parties in 2010, who were worried about how this legislation change could trigger an explosion of rats and mice across Europe, as there would be fewer effective control measures to tackle these pests.

T

38 | 15 NOVEMBER 2012 | FM WORLD

38_Technical.sr.indd 38

Some believed the proposal was ‘crazy’ and could result in a surge in rodent numbers similar to that seen during the Great Plague.

Despite these challenges, the legislation is still scheduled to go ahead and the number of products available to pest controllers to control rodents will be reduced.

This, coupled with evidence to suggest that some rodents are becoming more resistant to poisons, makes the task of tackling a growing pest problem even more difficult.

The pest control industry (and the facilities managers it works with) therefore needs to respond to these pressures and identify new, innovative ways to monitor and treat rodent problems.

Infra-red detection One such method is to use Rodent Activated Detection And Riddance (RADAR). The RADAR unit has two entrances, one at each end of the unit, allowing mice to run through its passageway. If the mouse breaks two consecutive infrared beams, it trips a circuit that immediately closes both entrances. Once the mouse is inside the sealed chamber, carbon dioxide gas is released. The gas acts extremely rapidly and is widely-recognised as a humane method of control. There is no danger of contamination as the mouse remains completely isolated. A warning light immediately illuminates to indicate capture.

Another method of monitoring rodent populations is to use the mouse monitor unit. This is a non-toxic way of giving you an early warning of mouse activity.

The unit uses infra-red sensor technology to detect the presence of mice passing through it. The LED will flash when a mouse passes through and will continue to do so until a pest technician comes to analyse the situation.

It is vital that businesses and home owners remain aware of the health risk posed by rodent infestations. Rats can spread infections such as Salmonella, Hantavirus and the potentially fatal Weil’s Disease, as well as cause damage to stock and buildings. Rats’ sharp teeth are able to gnaw through cables, plastic, wooden doors and even mild steel. If you spot damage such as shredded material on the floor, it is normally a good sign of a rodent infestation.

As well as health risks, rodents can also have negative effects on the business. Damage to goods and foodstuffs can affect health and hygiene ratings, but also a business’ reputation. As obvious as it may sound, a rodent infestation will cause alarm among customers and clients, which could potentially result in the immediate loss of customer and employee trust. It’s also expensive to cure an existing rodent infestation, and far more economical to prevent one in the first place.

Businesses need to be vigilant when ensuring their property is protected against rodents, taking the necessary precautions to prevent an infestation from occurring. Gaps – even as small as the size of a ball-point pen – can provide easy access for rats and mice looking for a home during the winter so it is important to plug up any holes.

Refuse should be kept in closed, sealed bins to prevent rodents having an easy food source.

Good neighbours?

As well as surveying your own building, you should also talk to those in charge of neighbouring buildings. It’s highly likely that if the next building to you has a rodent problem, you will too. Joining forces early to undertake the necessary, precautionary action is recommended to ensure rodents don’t get the opportunity to move in.

Whether you’re dealing with a rodent problem or are simply looking to prevent one, it’s important that you know who to contact. For any external contractor, part of their role is to be fully up-to-speed on the latest legislation changes in their area of expertise. Pest controllers are no different, so if you’re in any doubt as to what substances you can and can’t use, or how to use them, then it’s always best to check with the experts. FM

“If the mouse breaks the beams, it trips a circuit that closes both entrances. Once the mouse is sealed inside, carbon dioxide gas is released” www.fm-world.co.uk

08/11/2012 15:24

FM MONITOR MARKET INTELLIGENCE

CATERING

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.

ECONOMY

CBI – PUBLIC SERVICES REPORT

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

100

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)

EMPLOYMENT

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

Commissioned locally

Social housing management 2%

Probation 3%

Teacher development 10%

School improvement 13%

Prisons 14%

Police forensics 16%

Police custody services 18%

Local govt. finance services 23%

School catering 27%

Hospital facilities management 29%

Local government HR and payroll 30%

School facilities management 32%

Hospital cleaning 32%

Hospital catering 32%

0

Commissioned centrally

According to a report commissioned by the Confederation of British Industry (CBI) and conducted by Oxford Economics, the total spend on public services between July 2011 and June 2012 was £24.5bn. Of this, £6.4bn of services were outsourced. The average saving generated by the competitive pressure on providers operating these services in an open market was around 11%, the report claims. Services worth £18.1bn were still managed in-house (74% of services). The research claims that major savings could be achieved as a result of public services being opened up to a range of providers. Source: Oxford Economics (www.oef.com) CBI – PUBLIC SERVICES REPORT ctd.

The CBI report contends that independent providers play an increasingly important role in managing and improving public services, but that the level of outsourcing in these services is uneven, with services still monopolised by the public sector. 98% of the management of social housing is still delivered by the public sector or its appointed bodies. 86% of prisons remain under the control of HM Prisons Service. 73% of schools catering is still controlled by in-house (public sector) caterers.

Source: Oxford Economics (www.oef.com)

2 bn

Hourly rate from 1 Oct 2012

Aged 21 and above

£6.19

Aged 18 to 20 inclusive

£4.98

6.4bn

Aged under 18 (but above compulsory school age)

£3.68

Independently managed services

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

£2.65

16.4bn In-house services

UK PHARMACEUTICAL MARKET Turnover of UK pharmaceutical market (£bn) 40 35 Value - £bn

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

10

Police fleet management 40%

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.

Hospital security 48%

30 20

Prisoner escorting 99%

50 40

Electronic tagging 100%

70 60

Local waste management 47%

80

Work programme 100%

Source: HM Treasury (hmrc.gov.uk)

The openness of the public services reviewed by Oxford Economics

90

30 25 20 11-12

12-13

13-14

14-15

15-16

Year

Suggested ‘efficiency savings as a result of full-market openness’

The pharmaceutical market is part of the overall lifesciences sector and includes the medical technology, pharmaceutical, medical and industrial biotechnology sub-sectors. It generates an annual turnover of £50.6bn, employing around 166,000 people.

The market is relatively mature, with around 67% of companies having operated for around 10 years or more. Many operating in the global market have a considerable manufacturing and research presence in the UK. Of the top 50 global pharmaceutical operations, 37 companies have a total of 60 sites in the UK, representing 83% of total sector turnover.

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

www.fm-world.co.uk

39_Insight.sr.indd 39

FM WORLD | 15 NOVEMBER 2012 | 39

08/11/2012 10:50

BIFM NEWS BIFM.ORG.UK

The Royal College of Physicians will again host ThinkFM

BIFM MEMBERS

BIFM recently introduced new corporate membership ‘supporter’ packages. The Platinum and Gold supporter packages were developed to reward organisations that support BIFM through sponsorship activities key to enabling BIFM to deliver events and services to thus share and disseminate learning.

They are designed to work with supporters to deliver a marketing plan for the year that fits in with our members’ objectives.

We welcome our first platinum supporters, which are: ● BaxterStorey ● Linaker ● SitexOrbis ● Telereal Trillium ● Vinci Facilities.

The platinum package is suited to organisations wishing to undertake a profile-raising campaign to demonstrate their commitment to FM excellence with BIFM. This can be used to secure: CPD provider network, Discussion forums, ThinkFM conference, BIFM Good Practice Guides, BIFM Awards and Gala Dinner, Region and Special Interest Group (SIG) sponsorship and FM World advertising and supplements 15 employees from each platinum supporter will be entitled to BIFM membership, in addition to standard corporate member benefits such as features in the BIFM corporate newsletter, discounts on exhibiting at Facilities Show, The FM Event and on FM World advertising. i Learn more about corporate membership at www.bifm.org.uk/ corpporatemembership, email corporatemembership@bifm.org.uk or call 0845 058 1358

40 | 15 NOVEMBER 2012 | FM WORLD

40-42_BIFMNews.sr.indd 40

ALAMY

Supporter packages

THINKFM

ONLINE LEARNING

Leadership challenge

SkillSet 3for-2 ending

Have you got a great idea for a session you would like to host at ThinkFM 2013? ThinkFM is the FM conference brought to you by BIFM, in association with Workplace Law, and gives delegates the chance to learn, develop, debate and network.

ThinkFM 2013 will take place on 10 June at The Royal College of Physicians in London. All content should be geared towards ‘The leadership challenge’ and fit into one of the three hubs:

The 3-for-2 offer on SkillSet, the BIFM online learning platform, ends on Friday 30 November.

Seven new modules have recently been added, so if you want to enter the world of social media or finally get to grips on your busy workload, SkillSet can help.

All modules are available on the 3-for-2 offer, so now is the perfect opportunity to take control and build on your skillset.

The new modules are: ● Networking skills – how social media can be utilised to maximise networks; key skills to make the most of networks; expanding networks and ensuring they meet career and business needs ● Social media for professionals – how social media helps achieve professional goals; how others use social media; develop a personal social media brand and build an online professional network ● Coaching skills – dealing with the root cause of problems; latest theories on motivational

● Talent:

raising our game making our case ● Relationships: realising our value ● Performance:

To get involved, submit your content now, via: www.bifm.org. uk/thinkFMcontent The closing date for all submissions is 16 November 2012, so you need to be very prompt. i Learn more about ThinkFM at www.thinkfm.com or email thinkfm@bifm.org.uk. If you are interested in sponsoring ThinkFM, please contact mark.nicholas@bifm.org.uk or call 01279 712 630.

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

techniques; how feedback can affect motivation and performance ● Managing workload – develop techniques for managing workload; identify priorities; set effective goals; make best use of time; and what to do when workload becomes excessive ● Finance for non-financial managers - ideal introduction/ refresher into basics of finance, including profit statement, balance sheet, cash-flow analysis, budgetary control and standard costing ● Managing through a recession – designed to stimulate intelligent dialogue and debate: thinking through managing business in a recession; assessing damage; and effective planning under pressure ● Data protection – handling data correctly; responding to requests for information; understanding commercial/ legal responsibilities; practical steps to ensure organisational compliance.

Established modules are: strategically ● KPIs ● Managing professionals for results ● Making budgeting work in the real world ● Innovation ● Conversation with customers ● Negotiation skills: ● Thinking

www.fm-world.co.uk

08/11/2012 14:21

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

Jacqueline Gillman is acting head of membership and business development

BIFM COMMENT T H A N K YO U F O R YO U R V I E W S

the principles ● Advanced negotiation To take advantage of the 3for-2 offer, decide which modules will help you develop, and purchase them online. As a BIFM member, you can also purchase a single module at a special discounted rate. After purchasing, you will have 90 days to complete your course(s).

To learn more or make a purchase under the 3-for-2 offer, visit www.bifm-skillset.org.uk GLOBAL FM AWARDS

UK FM success BIFM is proud to announce that the two BIFM-nominated submissions in the third annual Global FM Awards for Excellence in Facilities Management have come joint first. Many congratulations go to KPMG for KPMG Gold – 15 Canada Square; and Serco Healthcare Enabling Services, in partnership with Forth Health and NHS Forth Valley (NHSFV), Forth Valley Royal Hospital.

The awards are intended to recognise the best-of-the-best within FM globally, giving an invaluable worldwide recognition to winners for their commitment and success in promoting and enhancing facilities management practices.

This is the second consecutive year BIFM-nominated entries have scooped the top awards.

For further details, visit www.globalfm.org/events/globalfm-awards-2012

www.fm-world.co.uk

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hank you to everyone who completed the 2012 BIFM membership survey.

We received just under 1,200 fully completed responses to the survey, which has provided us with valuable feedback to plan our future activities and develop our offering to you. Here are some of the highlights: Your main motivation to become and stay a member was to access industry knowledge.

This was closely followed by the added professional recognition that membership offers and access to professional development. We are pleased to report that 91 per cent of you consider BIFM as offering good or excellent value for money and 86 per cent of you would be happy to recommend BIFM membership to a colleague. You see the organisation as professional, nationally recognised, as offering good networking opportunities and as providing relevant information.

Your priorities for BIFM continue to be to represent your professional interests and provide services, information and networking opportunities. You also wanted us to provide the latest academic thinking and knowledge in the field of facilities management.

When it came to individual services, you showed most interest in us developing new ‘guidance on best practice’ and ‘best practice case studies’. Access to journals, reports and books were also important to you and the hot topic at the moment was considered to be sustainability, with areas such as energy and cost reduction coming up frequently.

This search for knowledge underpins the statistic that 75 per cent of respondents currently undertake some level of continuing professional development (CPD), with 27 per cent doing more than 30 hours per year. Why? They want to maintain their level of FM knowledge and advance their careers. Members also want to give back – 47 per cent expressed an interest in volunteering in some form or other, but cited time and job requirements as barriers to taking part.

Forty-three per cent of respondents hold senior roles in their organisations, with 82 per cent managing employees. The majority of respondents come from private sector organisations with in-house FM expertise (31 per cent), or the public sector with in-house FM expertise (29 per cent). Interestingly, 47 per cent of organisations represented operate internationally.

Why take part? Your feedback is a vital part of our planning and reviewing cycle. It informs our plans, developments and adjustments to ensure we are offering the very best services we can to you as members and to the facilities management community. This research has provided us with insight that is being used to inform the 2013–2015 planning process helping us to improve and develop membership services. We have taken on board your excellent ideas from topics for new good practice guides to suggestions on new products.

Thank you again for your feedback.

T

“75 PER CENT OF RESPONDENTS CURRENTLY UNDERTAKE SOME LEVEL OF CONTINUING PROFESSIONAL DEVELOPMENT”

i Please don’t wait for the next survey – if you have an idea, or comments on our service, please let us know at membership@bifm.org.uk

FM WORLD | 15 NOVEMBER 2012 | 41

08/11/2012 12:19

BIFM NEWS BIFM.ORG.UK

CAREERS

Careers in FM on TV If you missed the recent Careers in FM TV programme, you can view it from the BIFM website.

The programme also includes insights from Ruby McGregorSmith, chief executive of Mitie, the FM team at the Co-Operative, and tips from Hays Recruitment.

Most importantly, the programme highlights what the role of an FM is. A number of FMs from a wide range of companies were interviewed, talking about how they got into FM, what they consider to be the main skill set of an FM, the benefit of studying a professional qualification and the impact that that has had on their career. i View the programme on www.bifm.org.uk/careersinfmtv.

You can learn more about BIFM qualifications in facilities management at www.bifm.org.uk/qualifications, email qualifications@bifm.org.uk or call 0845 058 1355

MEMBERSHIP

Upgrades BIFM congratulates the following members on their recent membership upgrades. ● Andrew Drummond-Hunt, Scottish Borders Council.

Certified member ● Christopher Birkbeck, Mapeley Estates. Certified member ● Craig Shepheard; FM Expert.

Certified member ● George Goss, Scottish Agricultural College. Certified member ● Herbert Nally, NAIMA JPS. Certified member ● Ian Finney, Shell International.

Certified member ● Noel Giles, Nexen Petroleum UK. Certified member ● Philip Jupp, Mersey Care NHS Trust. Certified member ● Richard Hook, EC Harris LLP. 42 | 15 NOVEMBER 2012 | FM WORLD

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Certified member ● Richard Talliss, Her Majesty’s Court Service. Certified member ● Scott Johnston, Stockport College.

Certified member Are you at the right grade of membership for where you are in your career? If you think it is time to upgrade, contact the membership team on 0845 058 1356, email membership@bifm.org.uk or visit www.bifm.org.uk/upgrade VOLUNTEERING

South west

The BIFM south west region is looking for volunteer communication experts to join its committee to: ● Support the committee with a co-ordinated events and communications plan for the region ● Bring flair and new ideas regarding how to communicate and promote events, such as quarterly training days and conferences ● Be proficient with current social media and desk-top publishing techniques ● Promote events via BIFM web pages, FM World, BIFM Linked-In, Twitter and Facebook ● Help to make the BIFM SW region web page a more useful and engaging portal for members ● Help to compile video and photograph gallery for the region ● Send brief event writeups and photos to the BIFM communications team to promote the region ● Help create and monitor online discussion forums to increase member engagement ● Help promote FM industry and regional news to members via various communication channels i If this role sounds of interest, please contact Gareth Andrews, south west region chair, on gareth.andrews@gmacl.co.uk or call 07540 079 978 For details on volunteering for other BIFM groups email membership@bifm.org.uk or call the team on 0845 058 1358. You can view all BIFM groups at www.bifm.org.uk/groups

BIFM TRAINING BIFM TRAINING IN 2012 – UK, INTERNATIONAL, AND ONLINE GROWTH IFM Training has been managed by Quadrilect on behalf of the institute since 2002 and this year we were delighted to extend this successful partnership arrangement.

We continued to defy a fragile economy with the introduction of new programmes, increasing our range of courses to over 50 for the first time – the widest range of public FM courses offered globally. We deliver over 4,000 delegate days annually and programme delivery consistently achieves an excellent overall satisfaction rating of 89 per cent.

We introduced a new Study Skills Workshop in addition to new titles in outsourced FM and advanced sustainability. Both our foundation and intermediate programmes ran in Edinburgh and will do again in 2013.

The foundation course also leads to ILM level 3 qualifications in FM, and this year we successfully renewed our recognised centre status with the ILM, which gave us very positive feedback in respect of quality, performance and governance.

Our e-Academy of online courses has expanded with Getting started in health and safety and our re-introduction of the executive programme has successfully taken off and is again attracting a high-level audience of senior FMs. We have introduced a selection of courses to both the Middle East and Romania, with our respective partners IIR and RABO. IIR has gained a local Innovation Award, which is a very positive result.

Across the UK, we’ve delivered a number of new and innovative bespoke in-house courses across various sectors including a leading FM supplier. In-house clients have also shown a continued interest in accredited programmes and qualifications.

We’ve enjoyed a strong presence across a number of FM events including trade shows and careers fairs, in addition to being a proud sponsor of the BIFM’s Women in FM Special Interest Group (SIG). A high-profile advert in a Sunday Telegraph FM supplement also granted us national media coverage.

We continue to support service-leavers and, this year, we exhibit at our first career-transition partnership CTP fair for ELCAS and CTP approved providers. We’ve also secured funding from Asset Skills and ReACT and are now eligible to apply for inclusion on the Skills Funding Agency’s register of learning providers for professional and career development loans.

Finally, we bid a sad farewell to Chris Mills, who has been an invaluable member of the team since 2010. We do, however, welcome Caroline Baker, Maria Harkin and Marie-Ange Ehrhart, who have joined this year.

B

www.fm-world.co.uk

08/11/2012 12:19

FM DIARY INDUSTRY EVENTS 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 well-being. Debates will cover tablet use at work and discuss work in 2020.

Venue: British Library, London Contact: To register, email registrations@unwired.eu.com or visit tinyurl.com/worktech2012 21 November | BCO IntelliBuild conference – buildings and cities of the future The British Council for Offices (BCO) is hosting a half-day conference to discuss the rising phenomenon of ‘intelligent’ buildings in the office sector.

Includes seminars on the difference between the city of the future and the city of today, working culture, technology’s influence on the design and occupation of future workplaces, and the importance of the wired and wireless infrastructure.

8.30am – 1.30pm.

Venue: Arup, 13 Fitzroy Street, London, W1T 4BQ Contact: Visit tinyurl.com/ bcoconference 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

Better equipped

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

Contact: Email gary.williams@ ubm.com or visit www.ecobuild.co.uk

HOME COUNTIES REGION

14-16 May 2013 | Facilities Show Free education and CPD content, with hundreds of suppliers and exhibitors in this three-day event.

Venue: NEC, Birmingham Contact: www.facilitiesshow.com 10 June 2013 | ThinkFM 2013 The leadership challenge.

ThinkFM is a day of learning, debate, interaction and networking, brought to you in association with Workplace Law. Venue: Royal College of Physicians Contact: Email gary.williams@ ubm.com or visit www.thinkfm.com INTERNATIONAL EVENTS 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, United States 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 fifth annual World FM Day. Visit the FM World site for last year’s highlights.

Venue: Various global events.

Contact: Visit www.globalfm.org

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; plus Christian Clotworthy; Dr Michael Ferguson; Julie Kortens and Liz Kentish, The FM Coach.

Venue: Belfast Waterfront Contact: Call Sharon Dempster on 028 9023 2622. To book online, visit www.bifm.org.uk/bifm/ events/book/2502 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 MIDLANDS REGION 21 November | Engaging with FM A day of personal development, training and networking for all levels. Talks on making the most of supplier relationships, team building and engaging workspace.

Venue: Aston University, Birmingham B4 7ET Contact: Carol Hearn at carol. hearn@unilever.com SOUTH WEST REGION 23 November | Quarterly training day – energy management Sponsored by Trend, speakers from CIBSE, The Carbon Trust, Barbour Consulting and Trend will discuss energy management and legislative updates.

Venue: Hilton Hotel, Bradley Stoke, Bristol BS32 4JF Contact: Dan Knight on 07866 030 738 or email dan.knight@ norlandmanagedservices.co.uk Register at tinyurl.com/ bifmswtrainingday BIFM SIG EVENTS 13 December | WIFM Quiz night Annual event for the women in FM special interest group – more details to follow.

Venue: Central London – TBC Contact: Email wifm@bifm.org.uk

to provide hire service

With four foundations to our service, you can rely on more from HSS. HSS customers have come to expect more – more safety, more value, more availability and more support. We deliver more in all of these areas and strive to set the highest standards in the industry.

HSS - we’re better equipped because you expect more.

safety value availability support www.fm-world.co.uk

43_Diary.sr.indd 39

find us on

hsslivehire.com 08457 28 28 28 FM WORLD | 15 NOVEMBER 2012 | 43

08/11/2012 10:51

FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB

NAME: Karen Topping JOB TITLE: G4S FM contract manager ORGANISATION: G4S FM at Liverpool Women’s NHS Foundation Trust JOB DESCRIPTION: Responsible for the provision of patient dining, retail catering, ward hostess, cleaning and portering services at the 200-bed hospital in Liverpool city centre

My top perk at work is.....

I get a lot of satisfaction by helping the hospital to achieve excellent patient ratings. Yes, on paper we are a separate provider, but over the past two years we’ve become part of the NHS team and have a patientfacing role through the work of our ward hostess and catering teams. I also quite like the fact that I’m not sure what I’ll be faced with on a day-to-day basis.

What has been your career high point to date?

At Liverpool Women’s it has to be scooping one of the top prizes at the trust’s annual awards – the Focusing on Excellence Awards 2011/12. We won the accolade for our ward hostess/catering teams, which have transformed the hospital’s food service over the past few years. We were also highly commended for Customer Innovation in the BIFM Awards 2012.

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

I have always worked in operations management throughout my working life. There is a lot of variety to the role and working in a secure and critical environment like a hospital is personally very rewarding.

How do you think facilities management has changed in the past five years?

Companies are now much more client-focused and flexible in what they deliver. In the past, the stock reply from many businesses in the industry might have been ‘this is what we offer’ whereas now providers are better at developing more bespoke approaches.

If you could give away one responsibility to an unsuspecting colleague, what would it be?

It would have to be the planning. One aspect that I think the industry doesn’t appreciate is how far in advance you have to plan, noting possible legislative changes and having to be prepared for anything.

And how will it change in the next five years?

In the NHS, the role of the FM is changing as more trusts look for providers to deliver a wide range of services as part of a bundled service contract.

I’m sure this is a trend that will continue over the next few years and providers that can offer tailored and high-quality services will be well-placed to unlock opportunities.

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

The external perception of the industry. People often don’t understand what we do and therefore can’t appreciate how broad the scope of soft and hard FM is to the day-to-day running of secure and critical environments like hospitals.

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

You have to know what the client needs and what they expect. This means you not only have to be open to change, but have to lead that change.

Help us shape the next 125 years.

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

44 | 15 NOVEMBER 2012 | FM WORLD

44_PeopleAndJobs.sr.indd 44

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

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

www.fm-world.co.uk

08/11/2012 15:25

FM NEWS

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 innovations ▼ Zigor’s new Tiber UPS gets top marks Zigor’s newest uninterruptible power supply has been awarded top marks for value for money and rates as “well-suited to protecting critical systems” by a technology reviews magazine.

Reviewer Dave Mitchell from PC Pro gave the Zigor Tiber On-Line UPS a score of five out of five and rated it highly for performance and design.

Mitchell used the Dell PowerEdge R515 server, drawing around 140W when idle, to test the Tiber 1.5kVA model’s battery time.

He said: “The Tiber’s battery kept the server running for 46 minutes, which is seven minutes longer than the Tripp-Lite SmartPro.” The Tiber range can be floor or rack-mounted and is available from 1kVA up to 3kVA. W: www.tinyurl.com/c49vf42

▲ Sercon cleans up with double win

▲ Eurosafe secures Glasgow contract

Sercon Support Services 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 a service excellence programme that has resulted in 24 referrals or new contracts from existing customers, have all resulted in a growth of 40.6 per cent since the start of financial year 2012/13.

W: www.serconltd.co.uk

Eurosafe Solutions has won a contract to test and inspect the fall protection system on a block of apartments overlooking the Glasgow Riverside Museum and its iconic tall ship.

The contract will see Eurosafe Solutions carrying out testing and inspection of the Latchway Constant Force, single-point man anchor on the roof of the apartment block on the banks of the River Clyde, Govan.

Eurosafe Solutions has over 20 years’ experience in the installation, testing, inspection and monitoring of fall-protection systems. The company has among its customers some of the UK’s major buildings, including the O2 Arena, The Millennium Stadium, Manchester Evening News Arena, Gatwick and Heathrow Airports and the Emirates Stadium.

W: www.eurosafesolutions.com

▼ Disabled cleaner works again at OCS After being forced to resign from her previous job due to her physical disability, Jo Bowyer is now working again and saving for a well-earned holiday abroad, thanks to her new employer OCS and the Shaw Trust’s Work Choice programme.

Bowyer, 33, has hemiplegia – muscular weakness on one side of the body. Two years ago, she felt that she had no choice but to resign, thanks to a lack of support and understanding from her previous employer. Bowyer was referred to the Shaw Trust’s Work Choice programme, a government-supported employment programme designed for people who may find it difficult to find or keep a job due to their disability. OCS has worked with Bowyer to adjust her work schedule to ensure that she can cope.

W: www.ocs.co.uk

▲ First Milk chooses Severn Trent Costain

▲ Mod-U-Pod ‘plug and play’ server solution

Severn Trent Costain (STC) has announced that major UK dairy First Milk is to become the first business customer to switch water supplier since the Department for Environment Food and Rural Affairs (DEFRA) altered the regulations to allow more businesses to be able to choose their water supplier. This has increased the number of businesses that choose their supplier to 26,000.

STC will be installing state-of-the-art monitoring equipment at all of the six First Milk sites. Coupled with STC’s expertise, this will enable First Milk to develop a detailed understanding of their water usage, as well as options for how it can become more efficient. First Milk has recently set out its sustainability objectives within its first sustainability report, published October 2012.

W: www.severntrentcostain.com

Built off-site in the UK, the Mod-U-Pod, ‘plug and play’ server solution is fully equipped to your specifications.

A normal modular server room comprises a ‘shell’ of walls, ceiling and floor. It is built on-site and is fire resistant, water resistant, energy efficient and secure. The Mod-U-Pod develops this ‘shell’ to become a fully equipped and fully operational server room. It is built off-site to be complete and ready to use upon arrival at the customer site. It is ideal for disaster-recovery sites and premises where space is limited or lease arrangements are short term. The Mod-U-Pod includes pre-installation of floor, false ceiling for hot-air return, lighting, data cabling and cabinets, UPS power backup systems, fire suppression and air conditioning.

T: 0870 777 1830 E: sales@commsroomservices.co.uk

www.fm-world.co.uk

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08/11/2012 16:06

Appointments

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

jobs.fm-world.co.uk

08/11/2012 14:35

You’ll need to be a top performer too.

Facilities Managers – £20,270 - £29,770 (plus ILW of £5,080) Facilities Assistants – £15,510 - £18,020 (plus ILW of £5,080) additional payments will apply as applicable London: Barbican The Guildhall School of Music & Drama is internationally renowned for the quality of its teaching and the success of its graduates. Our staff are also world-class. Looking after four buildings in the City of London – including Milton Court, a brand new performance and learning space opening in 2013 – our Facilities team has a vital role to play in its continued success beyond 2012.

We are therefore looking for Facilities Managers with experience in a higher education or multi-disciplinary arts environment. We also have an opportunity for individuals with strong communication and IT skills to train as Facilities Assistants and help us provide a safe, attractive and welcoming environment for staff, students and members of the public.

To find out more and to apply online please visit www.cityoflondon.gov.uk/jobs Alternatively, please contact the Corporate Recruitment Unit on 020 7332 3978 (24hr answerphone) quoting reference GS144 for Facilities Manager and GS145 for Facilities Assistant. A minicom service for the hearing impaired is available on 020 7332 3732.

The City of London Corporation is committed to Equal Opportunities and welcomes applications from all sections of the community.

Closing date: 5pm on Wednesday 5th December 2012.

Interviews will be held w/c 7th & w/c 14th January 2013 and candidates should be available to start in early March 2013.

— Alison Sharples, Senior Associate Macdonald & Company, Manchester

Macdonald & Company is a market leading FM recruitment organisation shaping the industry by providing an unrivalled first class service to clients and candidates.

The team consists of a talented group of consultants who have a blend of industry and recruitment experience making them true specialists in their field. connect@macdonaldandcompany.com

For more information contact our London office +44 (0) 20 7629 7220 or our Manchester office +44 (0) 161 605 0500 and ask for a member of the FM team.

People make the difference.

We connect you to that difference. macdonaldandcompany.com

jobs.fm-world.co.uk

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FM WORLD | 15 NOVEMBER 2012 | 47

08/11/2012 14:36

JOBS WE CAN HELP YOU FIND

YOUR PERFECT JOB BE ‘OUTSTANDING’ The London Borough of Newham benefited significantly from Olympic investment and regeneration and Newham College is right at the heart of a new, vibrant East London that is fast emerging. We are one of the largest and most successful Colleges in the Greater London area and our innovative and dynamic approach supported by our high quality staff team means that we are at the leading edge of local delivery.

Estates and Facilities Management Campus Coordinators £31,234 - £33,526 pa We are looking for two Campus Coordinators to be based at our Stratford and East Ham campuses. You will act as the first point of contact for Estates Facility Management within your campus and manage and lead the local Estates and Facilities Management site team to ensure quality control is maintained.

Responsibilities will include attending regular briefing sessions with curriculum management, compiling estates items that need to be addressed with Estates Management, managing and prioritising daily work sheets and co-ordinating contractors on-site. You will also monitor all aspects of the cleaning within your site and ensure quality control and customer care is monitored within our security team.

IOSH/NEBOSH trained you will have a good knowledge of risk management and experience of managing third party suppliers.

A knowledge of Health & Safety Management and experience within a facilities environment in a similar role would be ideal.

Good communication skills and the ability to work on your own initiative is important along with a proactive hands on approach to Estates and Facilities services. Ref: Estate FM.

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

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

These positions are subject to CRB clearance at Enhanced Level. The College is committed to safeguarding and promotes the welfare of all learners and expects its volunteers to share this commitment.

To apply, you must complete an application form.

Please complete a form online at www.newham.ac.uk or email job.vacancies@newham.ac.uk or call our 24 hour recruitment line on 0208 257 4450 to request an application pack.

RECRUITING NOW:

Closing date: 30 November 2012.

BELIEVE IT, ACHIEVE IT JOIN THE LEARNING REVOLUTION

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Contact the sales team on 0207 324 2755 www.fm-world.co.uk/jobs

jobs.fm-world.co.uk

08/11/2012 14:51

Assistant Facilities Manager Salary: ca £28,000 – £30,000 Location: Carlton House Terrace, London We are looking for an exceptional candidate to help manage our Grade 1 listed property.

Based in Carlton House Terrace, overlooking The Mall and St James Park, this Grade 1 listed building, designed by John Nash in 1827, needs to be maintained at the highest level.

We are looking for an experienced Assistant Facilities Manager, who will support the Facilities team in the management of all aspects of the building and related support services, front of house, cleaning and building maintenance, mail and security services.

You will be part of the Facilities team with day-to-day management responsibility.

It is essential that you will have at least three years proven Facilities Management experience, managing both hard and soft services. A high level of attention to detail is required. You will be customer-focused and an excellent communicator with knowledge of health and safety and contract management. You will also have experience in managing small refurbishment projects. It is desirable that you are working towards a relevant qualification within Facilities Management.

Benefits include: • 26 days paid annual leave • Flexible working hours • Travel season ticket loan • Private health care • Staff restaurant • Staff association Applicants who are short-listed will be notified.

Closing date for applications is 30 November 2012

To apply, please complete the online application form at recruit.royalsociety.org

WE ARE CURRENTLY LOOKING TO RECRUIT THE FOLLOWING FIXED TERM POSITION AT RED BULL TECHNOLOGY: HR01111201 - FM CONTRACTS MANAGER (MATERNITY COVER) Working as part of the Facilities team, you will manage all building services contracts within our prestigious HQ in Milton Keynes. You will be responsible for ensuring that the facilities for undertaking the design and manufacture of our Formula One race cars are maintained to a high standard at all times.

This role is responsible for all aspects of contract management direct with our site services contractors, implementing and maintaining all pro-active maintenance and PPM scheduling. You will manage all aspects of hard and soft FM services within a busy manufacturing facility. In addition, there is a requirement to undertake project management for various minor building works and upgrade projects, including project planning, cost management and site management.

You will be required to undertake and plan reactive maintenance on a regular basis to very tight deadlines. In this dynamic environment, downtime for plant and equipment must be minimal. Therefore the successful applicant will need to demonstrate strong problem solving and negotiation skills to be able to implement solutions within tight timeframes.

Being able to demonstrate hands on experience in an FM role managing contractors and projects is a prerequisite. Experience in a manufacturing environment, with a technical understanding of the services and issues which can arise would be beneficial, but is not essential.

The successful candidate will be a strong team player, who is innovative and forward thinking. They will need to demonstrate strong organisational and good project management skills. Professionalism and a can-do attitude are key to this busy role, as is a willingness to provide hands on response with day to day FM issues.

This is a full time role in a pressurised environment, where you must display a flexible approach to working hours, including additional hours and weekends at times. You will also be required to be part of our on call rota system.

To apply, please email recruitment@redbullracing.com quoting the reference number and attaching your CV and covering letter.

Please also detail where you have seen the role advertised and your current salary details.

CLOSING DATE FOR APPLICATIONS: 29TH NOVEMBER 2012

Registered Charity No 207043

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FM WORLD | 15 NOVEMBER 2012 | 49

08/11/2012 14:39

FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

THE SAME

EAT YOUR WAY TO HAPPINESS

SHARD PILL TO SWALLOW Well, that didn’t last long. The short reign of the London Shard as Europe’s tallest building is over. Despite standing at an impressive 309.6 metres, the London Bridge spike had been overtaken by Mercury City, the tower still under construction in Moscow’s new financial district. And all this before the Shard has even opened its doors for its first guests, residents and workers. Mercury City’s 70-storey tower has topped out at 339 metres, meaning it’s a further 29 metres towards the troposphere when compared with its London rival.

It’ll be completed in the spring of next year and boasts about 90,000 square metres of office space and 20,000 square metres of apartments, according to the developer's website.

Whether you like it or not, the Shard is an imposing presence. The contractors charged with providing the facilities services are now in place and we’re hoping to have the opportunity of reporting on it next year. Meanwhile, the rest of the new London Bridge Quarter development is taking shape; irregular visitors will be astonished when they next pass through the station.

Despite losing its top-dog status in Europe as a whole, the Shard does at least hold on to the title of tallest building in the European Union.

The edamame beans on offer at the start of last week’s (25 October 2012) BIFM London region event had some delegates perplexed. But it wasn’t the last time their prejudices about food were put to the test. At the event that explored the role of food in boosting people’s productivity, more than 100 facilities professionals enjoyed the views from the Heron Tower, while struggling to work out whether they were supposed to eat the whole pod, or just the individual beans. Fortunately, with several nutritionists and wellbeing experts on the speaker panel, that dilemma – and many other food questions – were quickly resolved.

Diana Spellman, managing director of event sponsor and strategic catering procurement consultancy Partners In Purchasing, described much of the prepared food on offer in UK supermarkets as a “nutritional desert” with a worrying trend of serving up empty calories and super-size portions. “The food we as a society have offered in the workplace has not been helpful in providing good nutrition in our organisations,” she said.

Oliver Gray, managing director of engeriseYou argued that there is a real mismatch between people trying to be healthy, and actually being healthy. He cited the 'Special K' diet (where the actress in the famous red swimsuit eats two bowls of the cereal a day and a ‘normal’ meal in order to look good) as an example. “Eating healthily is not about fad diets and quick wins, it’s about good produce eaten in the right portions at the right time,” Gray said, calling for a new list of ingredients that caterers use to prepare food at work. He also called for people to drink more water and eat more proteins, good fat and slow-release carbs (such as porridge and apples) rather than quick-release carbs such as white bread.

The English tradition of consuming 60-70 per cent

of calories after 7pm is completely the opposite to what is required, he said. And he called on people to re-energise by taking a proper break when they eat their lunch. “Computers are the main drain on energy.”

Part of the problem lies with chefs, acknowledged David Steel, group development chef at Lexington.

“Chefs love to use lots of butter and salt and, in bigger quantities, they are the antithesis of a healthy diet,” he said, urging facilities managers to work with their chefs and catering team to reduce calories. “Calorie counters on food, together with labelling explaining the fat, carb and protein content and any allergy issues, are essential for people to take control of their own nutrition and better understand what they are putting into their bodies – and how they feel as a result,” he said. Lexington recently took Gray’s advice and widened its choice of healthy foods by offering a more nutritious and healthy 'Grab and Go' range. This resulted in a 35 per cent increase in purchases and more people visiting the restaurant.

Amanda Hamilton, nutritionist, author and broadcaster, argued that nutrition is proved to have strong links to mental and physical health. She cited research indicating a 21 per cent reduction in antisocial behaviour, within weeks, when snacks were replaced by healthy foods. In seeking to convert 'MAMILS' (middle-aged men in lycra) into corporate athletes, Hamilton argued that facilities managers have a major role to play in keeping an organisation healthy. And it is not just about serving healthy food options, but about “feeding the mind with thoughtprovoking nutritional information to keep the workforce interested in health”. Having themes in staff restaurants helps, she said – for example, fish Fridays to boost vitamin-D levels, an ‘eat seasonal’ week, or ‘go vegetarian for a day’ day.

IN THE NEXT ISSUE OUT 6 DECEMBER

REPORT: WORKTECH LONDON 2012 /// FEATURE: WHAT OTHER FACILITIES CAN LEARN FROM DATA CENTRES /// BS8572 – THE FM PROCUREMENT STANDARD /// CASE STUDY: BAE SYSTEMS /// REPORT: BIFM WOMEN IN FM CONFERENCE /// FEATURE: THIRTEEN REASONS TO EMBRACE 2013 /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

50 | 15 NOVEMBER 2012 | FM WORLD

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08/11/2012 16:06

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

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

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

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

06/11/2012 09:26

“I HAVE ENOUGH ON MY PLATE WITHOUT HAVING TO CONSIDER WHETHER WE’VE CHOSEN THE RIGHT SUBCONTRACTORS” Duncan Pierce, Director, Page Associates

ECA electrical contractors are periodically assessed to ensure their technical competence

ONE LESS THING TO WORRY ABOUT. To find an ECA contractor that’s right for you:

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www.eca.co.uk 02/11/2012 15:59