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HIGH SPIRITS Serving alcohol in the workplace – what you need to know


Reports from this month’s major industry events

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All waste streams steams collected collected by by one one contractor All provided All major major container container types provided Legislation guidance LegislaƟon advice and guidance Mixed recyclables collections Mixed recyclables collecƟons Energy landfill Energy from Waste - diversion from landĮ ll Depots south of of England England Depots throughout throughout the south Confidential waste ConĮdenƟal waste Hazardous waste waste Clinical waste Clinical

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8 | St.Swithin’s Lane

20 | Bars in the Workplace

24 | History of FM




6 Media City provides FM model for national BBC estate deal 7 Deborah Rowland says FM has a crucial role in BIM 8 Project of the fortnight: 18 St. Swithin’s Lane gets a major refurb 9 Think Tank: How much are mobility issues impacting your facilities? 10 Business news: Graeme Davies analyses the polarisation of the global FM market 11 G4S stumps up £85m to pay for Olympic security fiasco 12 In Focus: Kath Fontana gives her opinion on the future of BIM and FM

14 Perspective of a facilities manager: Simon Francis mixes skiing with FM 15 Five minutes with Basis Prompt managing director Rob Simpson 46 No Two Days

MONITOR 33 Technical: Graham Mills explains the concept of thermal destratification 34 Legal Update: Metaltheft laws will soon be beefed up 35 How To: Martin Bell on how to make gain-share work for all parties

30 | SFG20


Event Special: Martin Read captures the zeitgeist through a series of conference papers presented by some of the sector’s thought-leaders


Bars in the Workplace: Anna King reports on the trend to offer alcohol in the workplace, often for free, and explains the issues FMs need to be aware of


History of FM: Leigh Carter talks to Ian Mills and David Burnett of Procord about their experiences with one of the sector’s first outsourcing contractors


SFG20: Three updates to the SFG20 standard for maintenance have brought the system into a webready format, with customisable libraries

REGULARS 36 BIFM news 39 Diary of events 40 People & jobs 39 Diary 43 Appointments

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Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 EDITORIAL Tel: 020 7880 6229 email: 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



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Average net circulation 11,513 (Jul 11 – Jun 12) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM) by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reflect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Pensord ISSN 1743 8845


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ometimes it feels like 2013 is going to be just like 2012 all over again. Or 2011, or 2010 – or indeed, any of the past fifteen years. Our sector has been blessed with some strong conferences over the past few weeks, and you’ll read elsewhere in this issue about the many refreshing angles taken by presenters (outcome-based contracts, organisational design and worker mobility, to name but three). Yet, despite these topics, so many of the issues under discussion seem to return us to the same insoluble staples – inadequate board representation, uncertain parameters and patchy engagement with the young. To paraphrase the mighty Klingon warrior Lieutenant Worf, as sampled on Orbital’s seminal album Orbital 2, the recurring issues in FM can often make you believe that there’s a twist in the fabric of time and space, ‘where time becomes a loop...’ Which is why it was refreshing to meet Ian Mills and David Burnett, two of the people involved in the setting up of Procord, the facilities service company. Procord gew out of IBM’s property management function during the early 1990s recession. Mills and Burnett visited the FM World offices for an interview with Leigh Carter, who was working with IBM at the time of Procord’s formation. Carter was also at Johnson Controls when it acquired Procord just a few, very successful years later. Procord made huge strides in re-setting the parameters of the outsourced FM function. What I found most fascinating about their story (which reads as if they were working in the Wild West of facilities service contracting), was the reverence both men had for that basic requirement of a good FM: the ability to communicate. Much was made of the service model developed for IBM and then packaged for sale to other organisations. Naturally enough, there were issues in convincing sceptical business leaders, union leaders and workers. And much was made of the inspirational leadership of one John Jack, whose communication skills have become the stuff of legend. Jack appears to have been a gentle giant of a man, assuaging the concerns of men like Mills and Burnett and putting them into positions within the newly set-up Procord that he innately knew they would flourish in. Then, having put his own directors at ease, Jack would go out to clients and convince both board and workforce that Procord’s proposition was something they could believe in. Consultant Anne Lennox-Martin told me that Jack had “a real humility about him when dealing with clients – a lesson I never forgot.” Indeed, that ability to get through, to connect with the decision makers, must have been essential to Procord’s success. These days, we’re constantly reminded how important communication skills are to an FM, and while it could be bracketed as one of those recurring themes mentioned above, it’s one we ignore at our peril. In fact, if anything it could be argued that we undervalue the worth of knowing when and how to communicate with an audience, adapting as that audience changes. Can such levels of empathy be picked up, or is it innate? Whatever the answer, it’s a recurring themes I’m happy to indulge.


“To paraphrase the mighty Lieutenant Worf, the recurring issues in FM can often make you believe that there’s a twist in the fabric of time and space”

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Media City provides model for BBC FM deal The BBC will seek to apply the FM model currently in place at its Media City complex across its entire national estate. On Friday 8 February, the corporation announced the ‘long list’ of total FM firms that will be bidding for what it calls “one of the biggest and most prestigious total facilities management contract opportunities in Europe.” The deal is valued at around £700 million. Babcock Group, Balfour Beatty, Interserve, JCI, Mitie, and Sodexo are the companies that will take part in a two-stage competitive dialogue. Speaking to FM World ahead of an initial bidders’ conference, project director Lucy Dawson said that the broadcaster’s policy of ‘embedding’ FM personnel within the BBC’s own teams at Media City is something it will seek to roll out across its national portfolio of more than 150 properties. “With the Salford buildings we introduced a new model,” said Dawson. “We offered a more flexible way of working, bringing the BBC’s different genre teams together to share tech space and with FM personnel embedded in those teams. That’s since been taken to the next level at New Broadcasting House in London; now we’re maximising the tech assets we’ve got and working to offer true flexi-desking.” Dawson explained that the BBC intends to create a common workplace experience for all its workers whatever their location. “We recognise that one size won’t fit all, but we want to achieve as much consistency as possible,” said 06| 28 FEBRUARY 2013| FM WORLD

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Dawson. “When they walk in, they should be able to find a functional desk and know immediately who to ask for assistance, whatever their requirement. What is abundantly clear is that our current FM model away from Media City doesn’t reflect that change and is too engineering based. We need a much more customer-focused model, and one that is a consistent experience across the BBC estate. Dawson said that one of the reasons for having the competitive dialogue process is because “the BBC wants to engage with the bidding organisations. All six are perfectly capable of delivering a national contract, but the question

is how they are going to bring about the change we need.” The new national contract will run for an initial five years from 2014, with the possibility of two two-year extensions. This means the winning contractor could be in place for nine years through to 2023. Currently, JCI provides FM services for the BBC’s London and Scotland portfolio while Carillion services the broadcasters’ Northern

Ireland estate. Balfour Beatty Workplace provides FM for the BBC’s English estate outside of the M25, including Media City. Dawson explained that the BBC sees ‘next-generation outsourcing’ as requiring a more customerfocused, but technologically-aware, outsourcing deal. “The world has moved on; we need to catch up. “ FM World profiled Media City in our 16 August 2012 edition.

Enterprise acquisition set to boost Amey Amey’s parent company Ferrovial Services has reached a deal to buy maintenance contractor Enterprise for £385 million. Enterprise provides environmental, property and utilities services, and road maintenance for public and regulated sector clients. According to a statement on Amey’s website, Enterprise is “a good strategic fit”, with Amey and its existing services across similar markets, including transport, justice, waste, facilities management, as well as consulting and asset management. It will also take Amey into new markets including utilities, social housing and defence. The agreement follows the securing of funding from investor

Mel Ewell, Amey’s chief executive

3i, and is subject to European approval. Amey will integrate Enterprise’s operations into its own in early April when the acquisition is set to be completed. Amey chief executive Mel Ewell will be appointed as chief executive of the newly combined

business, which will have an estimated turnover of £2.3 billion. Ewell said: “Amey’s leading asset management and consulting capability, paired with Enterprise’s additional range of services, will ensure that the combined company can deliver a truly transformational service.” The deal excludes Enterprise’s interest in the EnterpriseMouchel joint venture, which has been sold to Mouchel. The statement confirmed that it will be “business as usual across both Enterprise and Amey until the deal receives European regulatory approval.” During this time the companies will operate independently of each other, including all aspects of operations and bidding.

21/02/2013 16:30


BRIEFS Facilities Show moves

Rowland: FM’s role in BIM is critical The head of the Government’s Property Unit, Deborah Rowland, has told a conference that building information modelling (BIM) will become more important as the government looks to refurbish its existing property, “and as we begin to really sweat our assets.” The object, says Rowland, is “all about the ‘golden thread’ of pursuing the building’s purpose from construction through to delivery and operation.” Speaking at the Royal Institute of Chartered Surveyors’ BIM conference in London, Rowland explained that BIM would become more important to the government

beyond new construction projects. The government is mandating the use of BIM on all its construction and refurbishments after 2016. Key to the success of BIM, said Rowland, is the collaboration between interested parties, and not the often-arcane discussions on data sets and technology protocols. “We can get hung up on the technology behind BIM, but that’s just 20 per cent of it; the process involved is far more important.” At the event, scepticism had been expressed from the audience about the FM sector’s readiness to take on the responsibility of maintaining BIM data – a crucial

aspect in the overall success of a BIM project. But speaking earlier in a panel session, Rowland suggested FM would benefit as a whole from addressing the issue, and that “facilities management will only be the weakest link in the BIM chain if it is not involved.” The role of FM in the success of BIM was a key theme to the event. Architect Paul Fletcher challenged the construction sector to realise the fundamental shift required to move from an ‘outputrelated’ approach – the delivery of buildings – to an ‘outcome’ approach – the delivery of successful working environments.



GPS adds firms to ConsultancyOne PricewaterhouseCoopers, Mouchel and KPMG are among firms appointed to the first phase of a new framework for the government procurement of consultancy services. The ConsultancyOne Framework, developed by the Government Procurement Service (GPS), was created with the aim of providing a wider choice of suppliers, and a 20 per cent cut in consultancy day rates. Initial lots in the framework are in categories, such as multispecialism programme delivery, corporate finance and financial strategy, and, financial audit and investigation. A second award of a further six

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PwC headquarters, London

lots will be made next month. Almost half of the firms on the new framework are not existing framework suppliers. There are also more SMEs than previously. Under the new arrangement, all government consultancy requirements between £100,000 and £2 million will be managed through a single buying team

in the GPS. Larger assignments above £2 million will be subject to full competition via the OJEU* process. The new framework is part of the government’s drive to cut consultancy costs. Cabinet Office minister Francis Maude said: “We’ve already put an end to excessive consultancy spend by establishing stringent controls, which have slashed the cost to the taxpayer by 85 per cent and saved over £1 billion in 2011/12 compared to the level of spending in 2009/10.” *The Official Journal of the European Union is the central database for European public sector tender notices.

Facilities Show 2014 is moving to ExCeL London after 16 years at Birmingham’s National Exhibition Centre (NEC). The decision was taken after a 12-month consultation period, which resulted in overwhelming support for a move to London in 2014, according to a statement from event organisers UBM Live. UBM Live is also moving the rest of the protection and management series, which includes IFSEC International, FIREX International and Safety & Health Expo, to the same venue next year.

CIBSE in energy priority David Fisk, president of the Chartered Institute of Building Services Engineers (CIBSE) has told government that focusing on energy management “should be a matter of national priority.” Fisk was responding to a report from the Office of Gas and Electricity Markets (Ofgem) that warned that the UK energy supply system was operating at ‘dangerously close to full capacity’. With 10 per cent of power generation stock reported to be disappearing as soon as next month, Ofgem said the UK must do more to reduce its energy output. CIBSE believes it is necessary to improve building performance by working towards the integration and efficiency of heating and lighting systems to reduce existing inefficiency.

Regus ups MWB bid Office space supplier Regus has increased its offer to buy serviced office provider MWB Business Exchange. The parent company of Regus, Marley Acquisitions has made an unconditional offer to pay £65.6 million for MWB. Regus originally made a bid of £40 million for the company in December last year. The new offer follows a bid of £65 million from MWB shareholder Pyrrho. The Hong Kong-based company owns 16.7 per cent of MWB. The company has until 8 March to accept the offer. FM WORLD |28 FEBRUARY 2013 |07

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G4S makes footballing history in Scotland G4S Events has provided security for the first UK international football match ever to be held without a police presence. Earlier this month, Scotland beat Estonia 1-0 at Aberdeen’s Pittodrie Stadium. The match, which attracted 16,202 fans, took place without a single police officer present at the stadium. G4S security staff were able to secure the event following a consultation between the hosts Aberdeen Football Club, the Scottish Football Association, the Grampian Police and the National Football Intelligence Unit.

Ofgem aims to take on rogue energy brokers The reception area of St.Swithin’s is a striking but minimalist concept

Sophisticated new look for St.Swithin’s 18 St. Swithin’s Lane in London has been given a CAT A fit-out by The Interiors Group on behalf of La Salle Investment Management. La Salle sought the fit-out in order to create a space that was vibrant yet relaxing and stressed the need to make the building have a ‘wow’ factor. The Interior group worked alongside project managers Constructive Management and architects Gaunt Francis to revamp the 2,973 square metre (32,000 square foot) building. The St.Swithin’s site is an amalgamation of three separate buildings, all with different listing requirements. The design includes multiple occupancy on a floor-by-floor basis with open office floor plans to allow for smoother transition. Incoming services supplies have also been upgraded from its previous single occupation on all floors, to provide for current and future market demands. The re-design of varying services installations has provided a common system available to all floors. The fit-out was delivered within a 20-week time span, with Hoare Lee and Heyne Tillet Steel working on the project as services and structural engineers, respectively. La Salle made clear the importance of the first impression that the building should have, and so great attention has been paid to the entrance and reception area. Gaunt Francis drew inspiration from the shop fronts of Rome and Venice, seeking to maximise views into the building while retaining “a sense of sophistication”. A curved Hi-Max, backlit feature wall, built in Germany, has been installed in the reception area. Made of an acrylic/mineral mix the team hopes that the patterned wall will add to the impact of the reception. Alterations have also been made to the windows, office spaces and ceiling heights. 08| 28 FEBRUARY 2013| FM WORLD

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Energy regulator Ofgem is asking for more powers from the government to help it act against brokers that mislead businesses on energy tariffs. The new powers would add to the regulator’s existing reform proposals designed to make the energy market “clearer and fairer” for businesses. In particular, Ofgem is seeking powers to enforce the Business Protection from Misleading Marketing Regulations (BPMMRs). This would allow Ofgem to take direct action against “rogue” brokers that mis-sell energy to businesses. The regulator is also reviewing suppliers’ use of automatic roll-over contracts for the smallest businesses, and developing a code of practice for brokers so that businesses can have greater confidence when using energy brokers’ services. Ofgem is asking stakeholders for views on whether the regulator should be granted these powers and whether there is further evidence of mis-selling by brokers that should be considered. The consultation will close on 4 April 2013, and Ofgem will then present any feedback to the government this spring.

BHA confident after horsemeat scandal The British Hospitality Association (BHA) insisted last week that facilities managers should still have confidence in the products supplied by its members, despite the horsemeat scandal. Earlier this month, the association confirmed that its members were testing their minced beef products. One member, hotel giant Whitbread, has already withdrawn two products from sale found to contain horse DNA. But food adviser to the BHA John Dyson said caterers were close to their supply chains and there was no reason to suspect a widespread problem. All members were due to have their products tested by the end of last week, he said, with all results due to coincide with the publication of this edition of FM World. “There is no reason to be nervous about using our members,” Dyson told FM World. “FM operators need to have systems in place to look at supplier audits – all BHA members absolutely have those audits.”

Carbon Trust sets standard for water usage The Carbon Trust has launched an international water standard for managing and reducing water use in organisations. The standard requires firms to measure water usage throughout their operations, and demonstrate measures taken to reduce consumption. The trust says that too many businesses are not acting fast enough to cut water usage. The trust found that only one in seven companies interviewed in a global survey had set a target on water reduction. It is estimated that global freshwater demand will significantly outstrip supply in less than twenty years’ time. The Carbon Trust is using the scheme to urge business to act as a matter of urgency. Tom Delay, chief executive of the Carbon Trust, said that “addressing water-use within a business has not, until now, been high on the agenda”.

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In-office mobility is a key element in our planning. 50%

How much is greater worker mobility impacting on the facilities you provide?


Bench working, ad-hoc meeting rooms and open plan areas are an increasingly common feature of many workplaces, but attitudes towards their impact can be very polarized, according to our poll. For some, logging in on portable computers and phones across different locations, across multiple offices is nothing new and is a firmly established way of working. Those who are having to embrace the concept report that companies were increasingly equating mobility with greater employee efficiency and higher levels of communication and contribution. “Desk jockeys” are even being seen in a negative light and suspected of having a greater

propensity to be complacent. “As efficient employers developed effective objective setting, with regular review of activity outcome, just ‘being there’ ceased as a measure for employee contribution,” said one respondent. “People seated in one position, blending into the background, may end up simply sitting and thinking - sometimes just sitting staring at a PC screen. Employees encouraged to be more mobile in-office tend to communicate with more people, exchange ideas, form ad hoc development groups and find improved approaches to their work.” There is also scepticism however, with some respondents feeling that trying to provide solutions for

We’re currently engaging in an in-office mobility project. 14%

We’ve not seen the need to offer greater mobility. 36%

all the different styles of working – fixed desk, mobile and multibuilding - could be impractical. One respondent said that “human nature generally likes the comfort and ease of the familiar” although they conceded that it was unclear whether this made them more or less productive. And even operations that feel they have no need for worker mobility in general, often have a hot desk or two to accommodate more mobile workers or visitors. According to our Think Tank poll, almost two thirds of respondents

are engaging with greater worker mobility to a greater or lesser extent. In-office mobility is a key element of facilities for provision for half of respondents with a further 14% currently engaged in an in-office mobility project. One respondent was convinced that mobility had made them more productive. “Without a place to nest, you do become more productive plus it is a great way to get to know the business, and its people, better,” they said.

FM World salary survey underway

Lincolnshire looks to secure new deals

FM World is seeking participants for its annual salary survey, with BIFM members and website visitors invited to take part in this important annual research project. The 10-minute questionnaire asks about salary, bonuses and benefits, as well as the issues that matter most to FMs in the development of their careers. Last year, we discovered that more FMs were beginning to enter the sector from an engineering rather than an office administration background, and that there had been a significant year-on-year increase in the number of respondents boasting BIFM qualifications. We were also able to report a gradual erosion of the amount of time that FMs spent with a single company before moving on. That said, we also reported an increase in the amount of time that in-house

Lincolnshire County Council is about to move from a single, allencompassing FM contract to several smaller deals. It’s current partner, Mouchel, has been providing all of the council’s back-office services since 2000. The contract ends in 2015, and Lincolnshire will tender an integrated contract for most of its IT, HR and finance services, while offering individual contracts for property services, catering and specialist aspects of finance and HR services. Contracts are expected to be awarded in 2014. Councillor Kelly Smith, executive member for finance and HR, said: “Our partnership approach has proved very successful over the years. However, the world has changed considerably during the past decade, and we need to change with the times to make sure

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FMs were staying with their existing employer. As an incentive for readers to participate and help us maintain this important work, those who take part will be entered into a free draw to win £250. The name of the winner will be published in April. To take part in the FM World Salary Survey 2013, visit

taxpayers are still getting the best value for money. “For that reason, we’ve decided to offer a number of smaller contracts instead of a single all-encompassing one. This more tailored approach will not only give us more flexibility, which is vital in the current financial climate, but will also create more opportunities for smaller suppliers. “One of the council’s main goals is to support our local economy. So we’ll be holding workshops later this year to make sure that all our businesses are aware of the opportunities this will bring. It will be the ideal chance to find out what we’re looking for and how best to bid for our business.” This move comes at a time when Barnet Council’s ‘One Barnet’ outsourcing deal is being reviewed after residents claim to have not been consulted. FM WORLD |28 FEBRUARY 2013 |09

21/02/2013 17:06



A ‘squeezed middle’ leaves FM polarised GRAEME DAVIES

The phrase ‘squeezed middle’ has entered the political vocabulary in recent years. But it could just as well apply to the FM sector. For our industry, the middle ground is occupied by companies with revenues in the low hundreds of millions. It has become an tough area in which to operate; the type of contracts being dished out increasingly favour either the bigger, multi-disciplinary operators, able to deploy over many geographies and skillsets, or smaller, specialist providers, whose skills don’t necessarily reside within

the middle strata of the sector. This is why, over recent years we have seen a regular flow of consolidation. Either the midtier players have teamed-up to compete with the larger players on an equal footing, or have themselves been gobbled up by the bigger fish looking to maintain their dominance by bringing in new skills through acquisitions. So we see an increasingly polarised sector in which the major players can operate across borders and serve the sorts of wide-ranging contracts that cash-conscious governments and private sector clients are

demanding. Hence, we now see those companies who are able to operate globally boasting annual revenues in the tens of billions of dollars and still growing at compound annual growth rates in the mid-to-high single digits, rather than reaching an ex-growth stasis. This gaggle of bigger players is a difficult group to break into. In fact, it is nigh on impossible to break into the top echelons organically. This is why the largest companies are increasingly buying up small and mid-sized rivals to consolidate their position at the top table, and eliminate potential threats to their status quo. Meanwhile, at the mid-to-lower end of the value scale, companies that offer general FM services have largely been squeezed out by the big boys, whose economies of scale allow them pricing power that a smaller operator could never compete with. Hence the evolution of specialist service providers

Contract wins

NEW BUSINESS Capita has signed a contract with Carphone Warehouse to support all aspects of its customer service strategy, in a deal worth £160 million over 10 years. It will be responsible for work at the contact centre, including sales, customer services, first-line technical support, complaint handling, collections and revenue management for Carphone Warehouse, Talkmobile and the Geek Squad. The new service will be in operation from April. Sodexo has secured a £25 million, five-year deal with Brunel University to provide catering and hospitality services, including retail catering, 10| 28 FEBRUARY 2013| FM WORLD

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vending, dining and hospitality services across eight sites at the university’s main Uxbridge campus in London. Facilities management firm Norland is providing integrated FM services across 14 sites for oil and gas supply group Halliburton. In a multi-million pound deal, Norland will provide the full scope of FM services, including security, cleaning, catering, front of house, pest control, and, planned and reactive maintenance for mechanical and electrical systems and fabric. Norland has also recently secured a three-year contract with data centre operator Infinity SDC. It will provide

critical risk management services, maintenance and ICT services at Infinity’s facility in Slough. Contract caterer Wilson Vale has secured a £1.5 million, three-year deal with the University of Leicester’s College Court Conference Centre. Wilson Vale will be responsible for catering and hospitality services for visitors, including weddings and other events, at the 123-bed conference centre, due to open in October. Formerly a hall of residence, College Hall has seen a £14 million investment by the University of Leicester to transform it into a residential conference venue. Property maintenance provider Facilities Services Group (FSG) has secured a three-year maintenance contract with retailer Halfords. FSG will provide a 24/7 facilities maintenance helpdesk to 442 Halfords stores across the UK and Ireland, delivering reactive and compliance maintenance services.

at the lower end of the scale; these operators create their own niche, which they can dominate and develop to a certain scale, before attracting the attention of the big guns. Getting involved with such companies can be particularly lucrative for early-stage financial investors, such as venture capitalists or private equity funds who, if they back the right horse, can expect handsome returns over a relatively short time scale. But, where is the next consolidation boom going to happen, given that the polarisation process is already pretty mature in the UK and European markets? Well, looking at a selection of some of the larger deals done in the past two years is rather instructive: the likes of Carillion and Mitie buying-in specialist services, such as environmental services providers; further afield, Compass buying FM and support services businesses in India and Turkey; and, Sodexo buying up Brazilian operations. This shows the willingness of companies who are reaching maturity in their domestic markets to reach out into exciting new growth markets as they bid to maintain their rates of growth. And the potential for growth in such markets is significant for the companies that make the right acquisitions. The key is making the right acquisitions and not simply doing deals for the sake of it – when a company’s board get hooked on doing deals, then the risks of making a mistake become more significant. But what is obvious is that consolidation in this sector is here to stay, and the big players will keep on getting bigger. Graeme Davies writes for Investors Chronicle

21/02/2013 12:13


G4S shells out £85m to cover LOCOG costs Security group G4S has agreed to pay the London Organising Committee for the Olympics and Paralympic Games (LOCOG) £85 million in compensation, following its failure to provide adequate security during the 2012 London Olympic Games. According to a statement from LOCOG, G4S will pay £48 million to cover the costs of military and police personnel incurred by LOCOG. The group has also agreed to cover a £37 million reduction in its operational costs. The final sum agreed between the two parties is £171 million, a £85 million dent in G4S’ original £256 million bill. The group had

Stellar 2012 in office sector Olympic Stadium, Stratford

previously estimated a loss of £50 million. LOCOG’s chief financial officer Neil Wood said: “We are pleased to have reached an agreement that protects taxpayer’s interests by reducing the payment due to G4S by £85 million. The savings arising from this settlement bring the total savings to the public purse from the LOCOG venue security budget to £102 million, compared to the position in December 2011.” The original security budget in December 2011 was £582 million, before it was revised to £543 million in October 2012, following a reduction in the scope of the contract, mainly in terms of

reduced workforce hours. In September 2012 two G4S directors – David Taylor-Smith, chief operating officer, and Ian Horseman Sewell, managing director of the major events division – resigned after the company announced the findings of a review into its Olympic security contract. However, chief executive Nick Buckles stayed on as chief executive. G4S faced heavy media criticism after it told the government it would not be able to supply enough security staff. Police officers and up to 3,500 armed forces personnel were called in to cover the shortfall.

NG Bailey reports strong 2012 performance NG Bailey’s Facilities Services division has reported that 2012 represented its “strongest performance to date”. In a recent trading update, the services provider announced that it had secured more than £16 million of new business across the year, as well as reporting a strong order book for 2013. Its workforce has swollen by 30 per cent, with nearly 500 employees now working in the division. Recent contract wins demonstrate this positive growth for the company. NG Bailey won a three-year M&E and fabric maintenance deal for the 02 Shopping Centre in Finchley, London. The 27,870 square metre (300,000 square foot) retail and

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Eversheds LLP, London

leisure complex has more than 20 shopping units and attracts over 5.2 million customers a year. Other deals include a fiveyear M&E maintenance contract with law firm Eversheds, worth £2.4 million, and a three-year maintenance deal with another law firm, Linklaters. The company

is also continuing its IT services work at Heathrow Airport, from a contract won in October 2011. In November 2012, the firm reported a turnover of £464 million for its financial results for the year to 24 February, 2012, an increase of 12 per cent, and a pre-tax profit of £7.2 million. David Hurcomb, chief executive at NG Bailey, said: “The facilities services division’s strong performance is testament to the team’s hard work and commitment over the last 12 months. “The market remains very tough. However, the division’s strong reputation means they are in a strong position to achieve a positive result in 2013, despite the current economic challenges.”

Jones Lang LaSalle (JLL) is reporting that 2012 was a “stellar year” for global investment in office sector real estate. Richard Bloxam, head of european capital markets at the global services and investment management company, said that activity in the sector had increased 24 per cent year-on-year. ”Almost 60 per cent of office activity in 2012 was within London, Paris and the five big German cities,” said Bloxam. “This has helped consolidate London and Paris as two of the top 10 traded cities globally.”

Capita buys Northgate Capita is to buy IT provider Northgate Managed Services (NMS) for £65 million. NMS provides cloud-based, infrastructure and specialist managed services to public, private and third-sector businesses. The company, owned by Northgate Information Solutions, made a pro-forma operating profit of £10 million for the year to 30 April 2012, on a turnover of £141.6 million.

Europa creates division FM group Europa has created a specialist energy management division. The energy and environmental division will absorb Europa’s existing energy contracts. It will cover supply services – including cost management, automated metering and procurement – and demand services, including legislative compliance, renewable energy sources and reduction initiatives. The branch will also assist the group with waste management and green transportation. FM WORLD |28 FEBRUARY 2013 |11

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Cath Fontana BAM FM managing director

THE ISSUE Transitioning FM data into BIM systems

THE INTERVIEWEE Kath Fontana, managing director, BAM FM

Model opportunities Earlier this month, the head of the Government Property Unit, Deborah Rowland, once again stressed the importance of FM in the development of building information modelling (BIM). At the Royal Institution of Chartered Surveyors (RICS)’s BIM conference in London, Rowland spoke about how the sharing of data and co-operation between partnering organisations was routinely espoused, but that the real-world practicalities involved in following the “golden thread” of a building project, from design through to operation, still lacked some definition. Soon after, BAM Construct UK unveiled its own plans to create and test an automated BIM workflow and process. Its aim is the seamless integration

of BIM data with FM-relevant information – thus answering Rowland’s call. BAM, a company ranked in the top ten construction to FM businesses in the world, is developing the project with FSI and Autodesk, in effect combining the CAFM expertise of the former with the BIM skills of the latter. Key to the process is the embedding of a facilities manager into the construction team at the beginning of a project to advise on data input for the BIM model. This is to ensure that relevant, usable data will flow directly into the FM-system phase of the process. BAM FM managing director Kath Fontana says the aims is for the process and workflow to become part of BAM’s core

offering to create a complete solution for customers. “We believe that BIM is a valuable tool,” she says. “There’s definitely an emerging trend and a realisation that operations and FM is where the real value of BIM can be. We think that in the not-too-distant future, this will be a standard solution. “The process is about taking out the risk of getting to the end of a project without knowing the costs of maintaining it,” she said. “The automated workflow we are developing will make the COBie data (a common file format for transferring BIM data between systems) more usable immediately. At the moment, a lot of manual work has to be done to it, and FMs have to deal with PDFs, DVDs and CDs. We want to

be able to create a fully populated CAFM system more easily.” Initially, the project will use data from a number of existing projects to “retro-test” the process, with a “lessons learned” report out in the spring. The process will then be tested on an as-yet undecided live project later on this year, likely to be one of BAM’s public sector schemes. According to Fontana, the project is essentially about putting into practice the theory that BIM benefits asset management. “For a lot of facilities managers, BIM is a bit of a mystery and we want to show that it’s not incredibly technical,” she says. “Wherever I go, the message is the same: BIM is of real benefit to FM. We want to make that happen and demonstrate it to people.”

EXPLORE OUR ACTIVITY BASED WORKING ENVIRONMENT ... BRINGING NEW IDEAS TO LIFE. We invite you to visit our new London showroom, an example of agile working, with a choice of settings that make a working day more efficient and enjoyable. Visit to learn more, download information & book a visit. 12| 28 FEBRUARY 2013| FM WORLD

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Local authority

NHS Trust

FM consultant

Simon Francis is senior facilities manager at the University of the Arts London


espite taking a well-earned break from work, Simon Francis finds he can’t get away from FM. A busy time lies ahead for his team at the University of the Arts in London


After a busy few months, I took advantage of the wintry weather across Europe and sought some time in the Alps with my family. While I really value the break – I’ve thoroughly enjoyed throwing myself down a mountain at high speed on my snowboard – I have been reminded at every turn of the important role we FMs play in keeping operations running efficiently and safely. This is true for offices, classrooms and maybe even alpine ski resorts. As I hurtled past them, I could hardly fail to think of the

challenges involved in trying to risk assess the ski lifts, let alone carry out planned preventative maintenance on them. Yes, the stunning views of Mont Blanc filled me with awe, but the logistics involved in operating over 400 kilometres of piste blew me away. While enjoying après-ski after a day on the slopes, we got talking to a couple and their daughter. The daughter turned out to be an ex-student of the University of the Arts, my employer, from which she only graduated the previous year. Not only were her and her

parents complimentary about the impact the new Central Saint Martins campus has had on the learning environment, but she knew one of my security staff by name, informing me passionately about how friendly and helpful he had been and how much she felt he and some of his colleagues had assisted her and her co-students. While it was great to have good feedback about my team, it got me thinking, yet again, about how much of an impact my team can have on the student experience. My colleagues have been working flat out to mobilise a new university-wide contract for the provision of cleaning and maintenance services in time to go live on 1 March. Our existing service provider also operates a full internal helpdesk service for us that will once again become our

responsibility at the end of the contract. As such, I am working on arrangements for a new helpdesk operation. Time being of the essence, I have been giving this some thought, particularly with regard to how we can increase reliability and improve the experience of our customers in using the service. While our focus so far has been developing the business processes and CAFM software to operate the helpdesk, my chance meeting with the ex-student reminded me of the importance of the human side of operating a helpdesk. As such, my focus in implementing these new arrangements will be to choose and train the right staff, set clear but flexible scripts, and retain a ‘human’ approach befitting an artistic and academic environment.

BEST OF THE WEB Views and comments from across the web What was your career path into your current FM role? (BIFM LinkedIn group) Steve Vincent-Marshall: Mechanic–motorsport– fire service–health and safety–estates management. Keith Mottershead: Apprentice engineer– police officer–logistics operative–logistics manager–security manager–estates manager. Susan Line: Secretarial 14| 28 FEBRUARY 2013| FM WORLD

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college–legal secretary –PA/office manager –customer services manager–facilities manager–senior FM Darren Hulmes: Quantity surveyor–FM commercial manager (PFI schools and hospitals)–FM consultant. What are the top characteristics that make a great FM? (ctd from last issue) (BIFM LinkedIn group) Mona Kalsi: The one who can inspire a team

to achieve and deliver, have an understanding of objectives, with an attention to detail, and a strong head for finance. Drew Gallagher: I tend to find that FMs who take genuine ownership for the facility are the ones that get the best results from both their own team and that of suppliers and contractors. Jane McIntosh: Common sense, patience and excellent change -management skills.

Workplace Futures conference 2013 highlights (#wf13) @richardbyatt: It would be fascinating to track the evolution of the word ‘technology’. Now almost as devalued as ‘solution’. @nick_caton: ‘Benchmarking’ instead of ‘tendering’? Seems a little ‘1998’ as benchmarking is old hat in a number of industries.

@thefmguru: “The only people who benefit from competitive tendering are sales teams and procurement depts” says @DaveWilsonFM Strong but often true. @cathy_magenta: People with a non-allocated desk work more productively than those with fixed desk. Great stat @ Leesman_Index

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You can follow us at


FMWORLD BLOGS The Gambia has made Friday a day of rest. Is this the perfect pattern for a working week? Vanessa Barford, BBC Online magazine The nine-to-five, five-day week is still seen as the typical way to earn a living in much of the West. But what is the ideal working week? Steven Shattuck, 28, is a manager at Slingshot SEO in the US, where everyone works Monday to Thursday. He thinks the four-day week is the way forward. “Everything happens so fast in our industry, we think it’s important to have Fridays to recharge.” Anna Coote, head of social policy at the New Economics Foundation says: “If we worked less, there would be more jobs, and that would get people off benefits and reduce unemployment. It would also help people slow down – we are under pressure to live life at such a fast pace.” Michael Honey, director of Icelab, where office hours are Monday-Thursday 8am-6pm thinks, “The pros are gaining 50 per cent more weekend. I’m sure we could be marginally more productive per week if we worked five days – but is it worth it?” John Maynard Keynes envisaged we’d be working a 15-hour week by the 21st Century, but instead, “we still have a factory-based system which creates a hamsterwheel frenzy,” says Ian Price, author of Activity Illusion. Read the article in full at

Proving our worth Rob Cunliffe, Following on from the Workplace Futures 2013 debates I was thinking about how FM can get its voice heard and prove its worth. In times of budget cuts FM is seen as an easy target that doesn’t matter to the organisation’s business. Wrong! Here are five steps to make FM strategic: 1. Combine property strategy with service provision Most organisations will grow or shrink their property portfolios to suit their business. FMs need to adapt to this. Supporting the workforce in the workplace change – be it space planning or minimising moves disruption will go a long way to maintaining a productive business. 2. Support the workforce and the changing nature of the workplace Can FM move itself away from the ‘facility manager’ to the ‘workplace manager’? The workplace is changing; providing workplace support will move FM into areas of ICT, Fleet, and Regus-style services – expanding the role of the facility manager. 3. Have a demonstrable effect on the businesses goals Whatever the business, there will be business goals. If FM can measure their impact on those goals, they will be proving their worth to the organisation. 4. Provide a highly efficient and modern service There is no getting away from the need to constantly provide a cost-efficient and productive service. If FM is in house or outsourced – innovating through continuous improvement will keep the service modern, making it less of an easy target. 5. Be award-winning What could be a better endorsement of your FM service than an industry award. Go for it! Read the article in full at

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FIVE MINUTES WITH NAME: Rob Simpson JOB TITLE: Managing director, Basis Prompt

Councils should think hard before cutting, outsourcing or introducing charges for pest control services. That introduces the danger that infestations will not be dealt with at all, or dealt with by untrained providers. Cutting or scaling back pest-control services could prove to be a costly false economy. There are obvious public health and cost implications when a situation becomes so bad the council has to step in anyway to fulfil its statutory public health obligations. When outsourcing, I’d advise authorities to build Basis Prompt membership into approval requirements. It gives councils the peace of mind that controllers are well-trained and up to speed with the latest advances and regulations. Research by the Chartered Institute of Environmental Health’s (CIEH) National Pest Advisory panel found a fall in the number of local authorities offering pest-control services. Those findings were from before the spending reviews we’ve seen over the last three years. I’m certain the pace of change will have increased. I understand the motivations, but contracting out has pitfalls. Contract management and scrutiny can be costly, as can mean an increased need for enforcement. In the longer term, outsourcing can lead to skills being lost to the council that allow an efficient, strategic approach to pest control, taking into account things like building and public-space design or climate change. The Basis Prompt Pest Controllers register is an industry initiative providing independent proof that a pest controller has received proper professional training. To be eligible, technicians need to have achieved the Level 2 Award in Pest Management or Pest Control. To remain registered, technicians and managers have to gain 20 CPD points a year. FM WORLD |28 FEBRUARY 2013 |15

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ADVANCING OUR CAUSE From the RICS Strategic FM conference to Workplace Futures, February saw a flurry of events seeking to educate senior facilities managers about the way the sector is developing. Martin Read sifts the trends from the presentations utcome-based contracts, inter-departmental alliances, an ability to adapt to fast-moving worker mobility pressures – these were among the discussion points to emerge from conferences held thus far in early 2013. But buried only skin-deep in those same presentations were the sector’s familiar war cries of poor representation, loose definitions of FM’s full remit, and the need to to engage with the best of the next generation of business leaders. Workplace Futures has built a solid reputation, falling as it does at the beginning of the facilities management conference season. This year, the run will culminate in June at the BIFM’s ThinkFM event at the Royal College of Physicians. For 2013, Workplace Futures had as its theme, ‘Strategic Partnership: securing the future for FM’. Organisers i-FM proposed that cost-cutting too often trumped genuine strategic partnerships between FM service providers and their clients, and that speakers at their event would address that imbalance. Not for the first time, Workplace Futures themed the event around the


idea that FM needed to avoid the fate of becoming a commoditised product, incapable of being recognised for the value it could bring to the wider organisation. How could it be seen instead as being in “true alignment with business objectives and real customer experience”?

Ruby McGregor-Smith Chief executive, Mitie Group We can win in a lowgrowth economy – and we need to emphasise our positives Given the aims of Workplace Futures, Ruby McGregor-Smith, chief executive of Mitie, could not have been bettered as keynote speaker. Always entertaining and to the point, McGregor-Smith had a sobering message for anyone who thought the current lowgrowth economy was a blip. “There seems to be a perception that at some stage the world will go back to how it was in 2007 or before,” she said. “My message is that it won’t. We’re going to continue living in this low-growth economy, and it’s the organisations that recognise this fact that will


grow. And actually, I believe FM is one of the best-placed sectors to succeed in a low-growth economy.” As regards IT, McGregor-Smith was equally strident, suggesting that the entire FM sector was behind the curve. “We’re spending a huge amount on back office systems,” she said, “but still most of our employees find that the technology they have at home is better than what they use at work. Smartphones and apps should make you question the fundamentals of what we’re trying to achieve with technology.” Factor in comments on the dangers from rising energy costs and you could be forgiven for assuming that McGregor-Smith’s was a downbeat presentation, but that was far from the case. Taking aim at the industry’s lack of a decent ‘brand image’, she asked those assembled to do more to emphasis all that is good about the sector. “You know what? We’re actually really good organisations and our people are doing a fantastic job,” she enthused. “We should do more to celebrate the positives; we are, for example,

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Siemens’ Crystal Building in London was an apt choice to play host to Workplace Futures. It will be the subject of FM World’s next case study

“Our research shows that people with non-allocated desks work more productively” TIM OLDMAN one of the largest employers of apprentices in the UK.” Citing the sector’s reputation for innovation, McGregor-Smith pointed to her company’s recent acquisition of care provider Enara, the UK’s fourth-largest care provider, as an example of how FM continues to drive new business models. “I believe that’s both exciting for us and facilities management in general; it’s a sector where a lot of innovation can take place. I believe it’s a space that FM can do really well out of.”

Tim Oldman Managing director, Leesman Index Technology is the biggest threat to the workplace. Your responsibility is to provide a collage of workplaces Tim Oldman runs Leesman Index, a consultancy that uses responses to a carefully constructed question set to tease out the big workplace issues of the day. Thus far, more than

21,000 people have completed Leesman’s survey, which Oldman suggested made it “the largest contemporary database of workplace effectiveness”. Highlights plucked for Workplace Futures certainly drew attention. Of the many damning statistics to emerge, just 50 per cent of respondents said that their current workplace allowed them to work productively. Given another figure, that of UK workspace utilisation being just 45.9 per cent, the combination of these statistics suggested the typical workspace was only 25 per cent effective. Use of data was something the FM profession had simply failed to get to grips with, said Oldman, who pointed to his own index’s ranking of FM’s use of data at 2 out of 10. “Technology is the biggest threat to the workplace,” said Oldman – organisations don’t necessarily need buildings anymore; they are superfluous to business outcomes. “The world of mobility is coming. Employees will demand greater in-office work location choice. The data shows that it works for people, and they become more productive. Our research shows that people with non-allocated desks work more productively. “Mobility will bring with it issues of wellness in the workplace, food service, cycling facilities, and thus more showers. It’s coming, and you can’t hold it back. Your responsibility is to provide a collage of workplaces.” Oldman also suggested the best workplaces would be those based on sparking people’s imaginations. “We need to consider the impact of moving from a knowledge economy to a thought economy. Knowledge is about holding on to information, whereas thoughts are where businesses make profits. It’s not about people holding on to knowledge, it’s about them sharing their thoughts.

Derrick Tate Assistant director – Real Estate Advisory, Pricewaterhouse Coopers More complex contract modelling will boost demand for sharp young people coming into FM Derrick Tate of Pricewaterhouse Coopers was the first of two specialists to focus on the market for outsourced FM service provision. Using statistics from the MDB FM UK report 2012, he pointed to the £125.3 billion potential size of the UK FM market (a figure arrived at when adding current in-house FM provision to the outsourced market). But while the recently announced £300 million global FM deal between Barclays and ISS was an indicator of the growing size and complexity of the largest deals in the sector, most FM companies were actually quite small by turnover. “Only five per cent of FM contractors have turnovers larger than five million.” Alluding to Ruby McGregorSmith’s earlier comment about the home-care market, Tate said that the acquisition by Mitie and Interserve of Enara and Advantage Healthcare respectively could give the wider FM sector an opportunity to sell itself to the general public, which would now be a customer. “We’re going to see more and more complex contract modelling, special-purpose vehicles and total property outsourcing. And the impact of that will be on the skills of those of us who work in the market. More people will come into FM from other industries. “How many of you understand terms such as debt ratios, and what they mean to FMs? This wider understanding of finance is going to be really important in a low-growth economy.” FM WORLD |28 FEBRUARY 2013 |17

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“Any decision to cut costs cannot generate lasting efficiencies if it is not tied to planned organisational design”

Richard Holden Director, Catalyst Corporate Finance Specialist service providers are likely to be targeted for acquisition by large service contractors Richard Holden, director, Catalyst Corporate Finance, spoke about the FM sector’s “disappearing middle” and used a figure of £100 million in revenues, suggesting that for FM service contractors, moving above that point was difficult for many. With FM contractors seeking to move up the value chain by offering a wider range of specialist services, Holden suggested that the result was contractors seeking to acquire firms with such technical specialist capabilities. Meanwhile, for smaller, specialist providers the likelihood was for longer, more entrenched relationships with clients. In later questioning, the move to outcome, not outputbased contracts was discussed. Conference chair Martin Pickard said he was “horrified” when a straw poll of the audience found that hardly anyone present was working on outcome-based contracts. “Surely, if you’re really going to deliver strategically then you’ve got to be engaging in conversations with the clients themselves.”

David Sharp Managing director, Workplace Law Outcome-based contracts still need to be measured, but they allow for wider contractual flexibility The difficulty in establishing or measuring outcome-based contracts was addressed by Bev Burgess of the Capsicum Group and David Sharp of Workplace Law. Such contracts demanded a



shift in mindset, from the way a service operates to a focus on the realisation of a service outcome. As Burgess explained, outcomebased contracts are based on the broadest possible objectives such as as ‘getting re-offending rates down’, or ‘reducing the level of drug-taking’. On the plus side, such contracts do not require pages and pages of input specs, just a focus on the broad objective to be achieved. However, weighed against this was a danger of losing visibility about how things are done, opening up potential compliance issues. Nevertheless, “if you contract on input specs alone, there is no guarantee of a link to the strategic objectives outlined by the client,” said Sharp. Outcome-based contracting nevertheless still required someone, somewhere to go to need to specify inputs and outputs. “Outcomes are only appropriate if you have a defined business objective that you can measure as being unambiguously what the service provider has delivered.”

Dave Wilson Managing director, Effective Facilities We need to focus on our value proposition – and we need to abandon competitive tendering Last year at the same conference, Zurich Financial Services’ Barry

Varcoe warned that the FM service sector would continue to struggle without offering “obviously measurable service output”. He suggested that “few industries survive with this value proposition”. This year, in the event’s final session, consultant Dave Wilson revisited the valueproposition argument in his presentation, ‘The way forward’. Wilson suggested that FM was kidding itself if it thought itself sufficiently unique. “We’ve confused process with achievement, input with output,” he said. “We say that our people are our greatest asset – and of course they are: but do we demonstrate that we really mean that? We don’t invest enough in training, particularly at blue-collar level.” Wilson said that FM as a brand had issues – TUPE, for example, which undermined the value of FM’s brand by making people cynical about the prospect of real change. Also, there were examples of a lack of consistency on FM contract costing structures – there was no equivalent to SFG20, for contracts, for example. These problems were not insoluble, and required contractors being bolder with their brands and committing to the many recently introduced FM standards. Most contentious was Wilson’s suggestion that competitive tendering only benefited public sector procurement departments

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– it was time, he said, to get rid of tendering. “You can’t get innovation through tendering because you have a specification document you have to write to,” explained Wilson, who suggested a form of benchmarking could replace standard tenders. Earlier in the day, AstraZeneca’s Nick Caton had presented on the pharmaceutical giant’s recent FM outsourcing project. Fresh from a radical revamp of the company’s FM requirement, he was sceptical that tendering could be replaced. “You must appreciate that the way people go out to tender is evolving,” said Caton. “Where do you get the game-changing, brilliant new ideas? You have to test the market for that.”

Connel Bottom Assistant director, corporate finance, Real Estate Advisory, Pricewaterhouse Coopers FM can gain from a wider awareness of the value of organisational design Workplace Futures was not the only FM conference in February. The Royal Institution of Chartered Surveyors (RICS) ran its strategic FM conference in London a week earlier. At the event, Dr Connel Bottom, a chartered surveyor with specialist knowledge of the FM sector, spoke about how organisational design – the structuring of processes and reporting relationships within organisations – was beginning to resonate with chief executives and finance directors. FM, he suggested, could have a lot to gain from embracing the concept. The opportunity, suggested Bottom, was in the core principles of organisational design: formal information management


would make it impossible for organisations to marginalise the impact of poor FM performance. “Any decision to cut costs cannot generate lasting efficiencies if it is not tied to planned organisational design,” said Bottom. Truly embracing organisational design principles necessitated collaboration between departments, said Bottom, with a focus on the organisation’s customer offering, only then followed by an assessment of processes to fit that need. “A lot of organisations have gone through their first round of cost savings [since the beginning of the economic downturn] and are now reaching the stage where they need to do more. In my view, the only way is through reorganisation and corporate services transformation. FM has got to be a part of this. It must embrace organisational change. This transformation agenda is going to hit, and a lot of us are going to go through it.”

Steven Finch Head of facilities, Aster Group Aligning with asset management and providing good metrics makes FM difficult to ignore The benefits of a closer alignment between asset and FM departments also came under the microscope at the RICS event. Steven Finch, head of facilities management for the housing association Aster Group, spoke about how his FM department had undergone a major project to align with Aster’s asset management department. “We took the modelling of the company’s asset management policy and drafted it across to FM, effectively bringing two strategy documents together. And because we now work very closely with the asset management team, we can share their resources.” Following a fifteen month programme of change, Finch is now working on introducing an internal service level agreement document for use with his company’s internal customers. “We’re hoping that our internal customer will see from the financial metrics we now provide that we’re giving value for money.”


“Outcome-based contracts do not require pages and pages of input specs” DAVID SHARP

A theme common to both these events was how FM’s value becomes more visible only when its complexities are recognised across an organisation. FM’s ability to help organisations adapt to continuing economic turbulence was another, and technological advances, particularly regarding management information, a third. But one theme making just a fleeting appearance was building information modelling (BIM). Nevertheless, that topic – and its impact on FM – is of growing importance. More next issue. FM FM WORLD |28 FEBRUARY 2013 |19

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Bars in the workplace can encourage staff to socialise with each other, and can impress clients. But as Anna King explains, readily available alcohol can be detrimental to well-being and productivity

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hen the clock strikes 5pm on a Friday, many of us spill out of the workplace and into the nearest bar. But an increasing number of workplaces now have their own licensed bar that serves drinks at a low price, or sometimes even for free. This space can rival the surrounding bars and restaurants in terms of quality, the aim being both to keep staff within the building outside of office hours, and to entertain clients. Alcohol in the workplace is back in fashion. Living the Mad Men dream and refuting the notion that you can’t mix work with pleasure, global advertising agencies such as Saatchi and Saatchi, JWT and


Ogilvy & Mather now have slick work bars for staff and clients alike to enjoy. But it’s not just the hip ad agencies who are riding this trend. Everyone from boutique creative agencies to technology start-ups are climbing – unsteadily – aboard the booze bandwagon. San Francisco-based Twitter, supplies wine and beer in its staff fridges. And in the same city, Yelp, a local business search engine, has a keg refrigerator providing a never-ending supply of beer to employees. An iPad app attached to the keg records what staff members are drinking – and adds them to a leader board. “If you’re at the top of the leader board consistently, I don’t know if that’s a place that you’d want to be,” said Eric Singley, director of Yelp consumer and mobile products. “Luckily, that hasn’t really been an issue.” For some companies, the need for a bar is obvious. Luxury drinks conglomerate Moët Hennessy recently had its Grade II-listed Georgian building in west London fitted with a permanent space for staff to host clients in. The design was specified to be luxurious and timeless, to match the brand, this was achieved using high-end materials and fixtures; the back bar is fitted with a bevelled mirror, glass shelves, and an anodised aluminium frame with a lacquer border. The front of the bar comprises chevron-patterned tiles, and the bar top, hand selected by Strata Tiles, is deep brown granite, with a complex edge detail. “Whether a bar is in an office or a five-star hotel, the surface finishes must be representative, first and foremost, of the company’s brand,” explains Jonathan Wiles, director of Strata Tiles. The aim, he suggests, is to serve as a constant reminder, to staff and clients, that Moët Hennessy is a world-leader in luxury goods. Not every company will have

the resources or the need to indulge in this level of opulence. But the issue of staff drinking alcohol in working hours, or on the premises, needs to be considered by facilities managers and HR directors alike. FMs, will, for example, need to thinkthrough the issues involved in managing an alcohol fridge or a bar in the workplace.

A dangerous cocktail? Employers recognise that staff are increasingly mixing their personal and work lives. There is also an ongoing need to reward staff for their loyalty. Staff working into the small hours and at the weekend have, you could argue, earned a beer or two. Many employers say they are not worried about staff being drunk on the job. “When you’re working at a start-up, you’re working 24-7 and it takes over your life,” said Joe Beninato, chief executive officer of Tello. But in terms of the social aspect, Beninato plays down the funfactor: “It’s not like it’s a wild fraternity party or something like that – we’re all adults.” Employees have to consider that a bar on site can boost staff enjoyment of their workplace and encourage teams to celebrate their successes. This increases the likelihood they’ll network with other teams, which is definitely good for business. Also, being able to offer clients a drink or two can

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work well in business situations. When global media network business Mindshare moved into the top two floors of the new Central Saint Giles development in central London, the company decided to install a bar, a restaurant and a roof terrace in the new space. According to Colin Macgadie, creative director of its designers BDG, this establishes Mindshare as a progressive, modern company that cares about the experience of its people: “The fact that you’ve set up your office in this way, or included these kinds of spaces within your workplace, says much more about your company than brand colours or logos on the wall ever will.” The venture has been a real success, with staff eager to share the space with their clients – who, in turn, want to share it with their own clients. “The roof terrace is a fantastic offering for staff,” confirms Macgadie. “Clients are now hiring the space for their clients, for functions and workshops. The views, the neutral space, and the catering facilities make it a strong commodity. You can’t put a value on that, when you’ve got your clients bringing their clients to your workplace for a meeting.”

Past the legal limit Even some traditionally conservative banking and law firms are starting to see the benefits of an on-site offering. Although providing a stocked bar is still fairly rare, several are choosing to add vibrancy and colour to restaurant areas, which are then used as temporary bars and function areas. Future Designs, a lighting company with many City clients, has coaxed the corporate sector into a new treatment of space using LED lighting. For law firm Clyde and Co, Future Designs recommended up-lighting in 22| 28 FEBRUARY 2013| FM WORLD

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the restaurant area that is blue or purple by day and yet uses warmer tones by night. “LEDs have made lighting design feasible and financially viable for the corporate environment,” explains director David Clements. “Colourchanging LEDs present a costeffective way to take one space and turn it from a breakout area to a more recreational space.” Roy Parrish, managing director of interior design and build company Ranne Creative Interiors, agrees. “We’re seeing an increasing number of clients using impressive reception areas as informal party areas. Clever organisations want to get as much use as possible from what is usually a large, welcoming space with plenty of organisational branding.”

On the rocks Few would dispute that employees enjoying the occasional break in a recreational space can have a positive impact on productivity. But the same is not true of alcohol. Some say that introducing alcohol to the workplace is simply fuelling an already problematic drinking culture, which impacts the bottom line and workers’ health. Last year the charity Alcohol Concern called on the government to introduce a specific policy in the corporate governance code to address alcoholism in the workplace. The group pointed to official figures showing 14 million working days are lost each year, at a cost of £6.4 billion annually, due to forfeited productivity and absenteeism because of excessive drinking. Eric Appleby, Alcohol Concern’s chief executive, was reported in The Telegraph as saying: “Companies simply have to address attitudes to alcohol and drinking behaviours – it is costing the economy billions every year.” At the start of 2013, the charity launched a campaign to encourage

social drinkers to give up alcohol for the 31 days of January. Also, Cancer Research UK launched a ‘Dry January’ campaign for 2013. According to the Institute of Alcohol Studies (IAS), there is no direct legal requirement for employing organisations to implement alcohol policies. “However, health and safety at work legislation requires both employers and employees to maintain a safe working

environment,” according to an IAS document entitled Alcohol and the Workplace. “Were an alcohol-related accident to occur, then, depending on circumstances, the employer, the employee concerned, or both, could be liable.” Despite there being no legal requirement to have a policy, the IAS document notes that many organisations now have one. Typically, these are designed

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“Were an alcohol-related accident to occur, then, depending on the circumstances, either the employer or employee could be liable”



Estimated working days lost due to alcohol in the UK annually

£6.4bn Cost to the UK economy

If organisations serve alcohol at a price, they need a licence to stay legal

20-23_Bars in workplace.indd 23

to ensure that employees are sober during working hours and to identify and help employees with a drink problem. Examples of employing organisations with alcohol policies include British Rail, Ford, Royal Bank of Scotland, Marks and Spencer, Whitbread, Manchester City Council, and Nuclear Electric. But there may be licensing laws with which organisations need to comply, says Mark Nelson, director of catering at international total facilities management provider OCS. “Having alcohol in the business can be a complex issue. If you charge, you will need to obtain both a premises licence and have a responsible person who obtains a personal licence. If you give away the alcohol, you don’t need a licence. But is giving out alcohol best practice?” Nelson advises that companies need to consider the pros and cons carefully before going down this road. “Under corporate responsibility, a company risks being liable for the actions of its staff. So, if a member of staff gets drunk and then has an accident, to what extent is the company liable?” Ultimately, the courts might have to decide. According to Nelson, for citybased firms whose employees are often not driving home, cracking open a bottle of wine on a Friday afternoon to thank half a dozen staff might appear harmless enough and even possibly a good motivator. But, he warns, “the lines of engagement can get blurred very quickly and I would advise caution to any company considering this approach.” From an FM and HR perspective, it’s a good idea to have a policy in place, covering issues such as how to deal with rowdy members of staff, especially senior staff who may not take kindly to advice. This ensures there are some

guidelines for difficult situations. Bespoke hospitality services business Bennett Hay offers situational training and workshops to its front of house staff. It also works closely with clients to form a policy that is agreeable to the client in their environment and that serves to protect Bennett Hay’s FM staff. This is very useful for when they have to usher tipsy staff out of the building when the party is winding down. The policy establishes protocol for dealing with situations, identifies the host of the event and their responsibilities, and advises front-of-house staff to identify a more sober client staff member with authority, who can offer support and guidance. “While the customer is the priority, our duty of care is to our people. Their safety is the most important thing,” said Anthony Bennett, director of Bennett Hay. “It’s important to have a policy, otherwise you’re expecting your front-line team to think on their feet, which leaves them a bit open. It is then about making sure you’re joined-up with the client on the policy.”

Last orders, please Bennett thinks that having a bar in a workplace can bring real benefits – but that the potential downsides have to be planned for. “Offer a client a glass of wine and chances are they will thank you for it as it helps them to relax. It’s also a great way of bringing teams together. From my observations, when alcohol is freely available in a workplace it loses its appeal, and you don’t tend to get an abuse of it. But, still, things do sometimes get out of hand especially at Christmas time when there’s more drinking going on, and it’s important to plan for that.” FM For further information visit factsheets/workplace.pdf

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In 1991, more than 90 IBM employees bought out the company’s FM division. The resulting business, Procord, went on to blaze a trail in outsourced FM provision before being acquired by Johnson Controls in 1994. In this interview, Leigh Carter (above, left) talks to David Burnett (centre) and Ian Mills (right), two of the people who made the move from IBM to Procord and who became instrumental in the service contractor’s subsequent success

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Leigh Carter (LC): Can you tell me how you went from working for IBM Property Services to providing outsourced FM as part of Procord? Ian Mills (IM): Procord came about in 1990 when IBM as a whole was looking to reduce its operating budget by 30 per cent. That would have brought IBM Property Services below what we needed in order to operate, so we started to explore options. We considered ways we could sell our services to others, or possibly a joint venture with somebody else. In fact we ruled out both options

and decided that the best thing was to spin off our operation into a new business. David Burnett (DB): Our director at the time was John Jack, who then became managing director at Procord. John was the visionary, the leading light in setting up Procord. LC: Did you know that you were trailblazers in the industry at the time? DB: A lot of what we were doing when we started Procord was about defining what FM actually

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was. A few companies had started to bundle services together, but what was lacking was the glue to hold them together. They were still individual services – there was nobody taking on a management role. As a term, facilities management had been used in IT, but I think we were using it for the first time for asset and business support services. DB: We recognised we were on the boundaries of something new; a new way of delivering services into a client organisation. IM: My memories of those early days are of not having time to think about what we were doing because we were too busy doing it. There was an element of continuity, because we still went back to the same office on the Monday after we’d suddenly become contractors. We looked out on our office at the same teams that we’d managed before. The fundamental difference was that a lot of the issues I’d been struggling with inside the IBM corporate structure just went away. Instead there was a real sense of enjoying something that we now actually owned a piece of. DB: IBM was our only customer at that time, so we knew we had to find new clients, and quickly. That was our goal in life really, to get out and present what we were doing for IBM to the outside world. That was quite a challenge.


LC: Tell me about John Jack, what was he like? DB: Procord was a very peopledriven organisation, and that was a major part of the solution we sold to our clients. Bear in mind that for most of the companies we were talking to as potentisl clients, this was first-generation outsourcing. Primarily, their concern was, ‘I’ve got this in-house team of people

24-28_History of FM.indd 25

at the moment, what’s going to happen to them? How are they going to be treated? What sort of company are they going to join?’ John had this ability to relate to individuals. He made clients feel comfortable that we were going to take care of their employees as they moved across to Procord. IM: John had a quietly spoken authority. He was the right person in the right place in the right time. He had an uncanny ability to pick the right team member to do the best job. In that respect he seemed to place us in the right places to grow the business. He inspired confidence. He’d select you to do something, and you’d never doubt in your ability to do it, even if it was the first time you’d gone to do it. He was tremendous to work for.


IM: We targeted companies that were undergoing similar sorts of stresses to IBM. So when you met your counterparts in those organisations we were talking a language they understood. The IBM account was tremendous, but it was tough, because we were never going to be allowed to earn any profit from it until we’d down-sized to the level that IBM had challenged us to reach. It was great to have IBM as a shareholder and reference client, but tough because at the end of that first year, we knew we weren’t going to be able to afford the same number of people that we

LC: What do you remember about the first contract win? IM: I think BP Exploration was the first big one, closely followed by British Gas. We made something like 430 customer visits in the first year, but didn’t book a single piece of business. However, when BP Exploration came on board, the floodgates opened. After that, the acceleration in terms of growth was tremendous. DB: Gradually, as we got into BP Exploration and then the whole of BP started to open up, people saw that we weren’t something to be scared of.

LC: Can you talk about those initial contract wins – IBM, BP, British Gas? DB: Because we had the IBM pedigree, the type of organisations we were targeting, and that were attracted to us, were similar in scale to IBM. We were fortunate that the clients we were trying to sign up were of a similar background to where we’d come from.

started out with. But the amount of energy that was released, just by moving people out of their corporate straitjacket and into Procord, was tremendous.

Leigh Carter, now special projects director for Interserve Facilities Management, moved from IBM Property Services to join Mills and Burnett at Procord

IM: There were always two sales going on. There was a sale to the client, because it was their contract that you wanted; but we never simply assumed that the people would come without any communication. Talking about the transfer, about Procord, about how it would feel when they became part of our business, was all part and parcel of closing-off the sale. That underpinned our success, because people came willingly, knowing they were going to be a part of something that was going places. LC: Then there was that gamechanging win of the Atomic energy Authority (AEA) contract. What was the impact of 900 people all joining at one time? IM: The process of visiting those sites, doing due diligence on each operation, trying to understand what the business plan would be to grow the business once we’d acquired it, was incredibly long and heavy in terms of workload. FM WORLD |28 FEBRUARY 2013 |25

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I remember on the day of the transfer, being in front of an auditorium full of people and the front row of the auditorium being made up of full-time union cleaners. I remember thinking that we were taking on something we couldn’t manage. But actually the transition went relatively smoothly. That contract was valued at £360 million, with 960 people transferring on the same day. And yet it didn’t actually feel life-changing at the time, again because we were all so busy making it happen. Being the AEA, the whole process and compliance issues became far more important. To have such a high-level process and such a regulated industry joining the business, that was a major change for Procord. LC: So what would you say were the greatest challenges, and benefits of being pioneers? IM: Outsourcing had been around for a while – ‘contracting out’, perhaps, rather than outsourcing. But what we developed was a completely different model. It didn’t necessarily make the asset the central part of what we did. Convincing people that this was the right way to go was our greatest challenge. We also separated ourselves from the price-driven part of the market. I can’t remember ever having had a detailed conversation with anybody about our prices, because the value was clear. In that respect a lot of benefit came out of the model we had. DB: I also think IBM gave us a pedigree, because at the time, IBM was leading the field in terms of how its buildings were maintained and the quality level it achieved. IM: We took a brief from our clients in terms of their business challenges, and what we did 26| 28 FEBRUARY 2013| FM WORLD

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CAREER FILE NAME: David Burnett QUALIFICATIONS: HNC Electrical Engineering, ONC Mechanical Engineering, Full Technological Certificate in Electrical Installation Work, Member of the British Institute of Facilities Management.

CAREER: 1979 – 1991: Regional Facilities Services Manager IBM UK 1991 – 1994: Facilities director at Procord 1994 – 2007: Various roles at Johnson Control including commercial projects director, BP global account director, director, Centre of Excellence Europe and strategic account director for the BBC. 2007 – Present: Independent FM consultant


was turn that into a facilities management offering. This was a fundamental difference to what had been seen before. DB: When we set Procord up, we had an operations group, the guys who delivered the stuff day-to-day, a consultancy group and a projects group. At that time, to have that combination of all three was quite a first. LC: How do you feel the industry has developed since those early Procord days? DB: It’s grown more than I thought it would. And we’ve drifted away from the people thing; it’s now much more about cost. IM: I’m delighted there’s recognition that it is ‘an industry’. I think the IFM/AFM merger to form the BIFM gave us a voice. Formal qualifications mean people can now choose to make a career in FM rather than falling into it by accident like most of us did, and be recognised for their achievements. I’m pleased the profession has gone global. As an industry it’s now possible, as a client, to have all your facilities operated globally to the same standards by the same processes under one organisation. I’m a bit disappointed that the majority of businesses doing that

have become very asset-focused. It’s supporting the business rather than supporting the facilities that will differentiate between good and bad suppliers. For me, that’s the one thing Procord did that has perhaps not been sustained through the industry as it’s grown. DB: Good service providers are not going to say, ‘I can clean this table for a tenth of a penny less than you can’, they are going to say, ‘do you actually need to clean it? How often are you using it? Is the room used at all in the summer when everybody is on holiday?’ Good service providers challenge the way things are done traditionally. That’s the differentiator between a good FM and the rest; good FM providers challenge a client’s thinking. When it does, the value for the client is tremendous. LC: What contribution did Procord make to the development of FM as a discipline? DB: It gave it an identity and some professionalism. I’d like to think that was something to do with the IBM heritage, that we were able to portray not only a technical organisation but a professional organisation. The sort of people we employed were professional people and were able to talk at a professional level.

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IM: For me, the legacy comes from the people who came through Procord in those days. It would be arrogant to say we were the first or the best, and I don’t think we were. But I think we got the timing and the model right. LC: Looking back on your careers now, is there anything you would have done differently? DB: I’d liked to have seen what might have happened if we hadn’t sold Procord to Johnson Controls - what it would be today. Maybe it would have folded, or blossomed into something bigger. With the people and skills we had in the organisation at that time, I think we had the foundations to continue to grow and develop. LC: What do you consider to be your career highlight so far? IM: FM has been good to me, and that’s my highlight. Clearly, selling the business to Johnson Controls gave me a financial highlight, but I still went back to work the following day, and I still enjoy doing what I’m doing. DB: Starting as an electrical engineer, I never envisaged doing what I do in FM. It’s enabled me to experience things that were never on the table when I started out. I think it’s the diversity that’s the profession has offered. It really is an ever-changing career. You never map it all out and say that’s where I’m going to end up — things just kind of happen around you, and suddenly you’re the right person at the right time. LC: What frustrates you about working in this industry? DB: A lot of accounts are very process driven, and I struggle a bit with that. There are now a greater number of complex contracts, with SLAs in place and performance

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data etc. A much bigger IT package is needed to support it – this is all before you start maintaining anything! It’s becoming a technology-driven industry, and I think the expectation of the client is increasingly that for all of the data you produce, you have to be able to justify why you’re there and what you’re doing. IM: A lot of the processes today are, in my opinion, add-ons. They’re camouflaging the fundamental needs, which are to communicate, to deliver what you say you’re going to deliver, when you say you’re going to deliver it – for the price and at the quality you’ve

CAREER FILE NAME: Ian Mills QUALIFICATIONS: DTI 2nd Class Certificate of Competency, marine engineering.

CAREER: 2010 – Present: Self-employed management consultant 2011 – 2012: Interim manager at CBRE 2009 – 2010: EMEA senior operations manager 2008 – 2009: Owner/director MCP Racing 2003 – 2008: Deputy chief executive at Orbis Property protection 2000 – 2002: Senior director at Amey 1997 – 1998: Operations director at Symonds Pty LTD Australia 1991 – 1995: Director at Procord 1981 – 1991: Regional property services manager IBM UK

agreed. Perhaps that’s the one thing that’s changed, and not necessarily for the better. LC: How do the challenges you faced at the beginning of your careers compare with the challenges faced by the current generation of FMs? DB: All this IT is certainly a challenge for new FMs, and I also think there are challenges in the new European-wide and global-wide contracts. Getting consistency of service whether you’re in Singapore or Birmingham is a real challenge. We’re talking about different cultures, different time zones, a whole range of things that influence how and when it’s done. IM: The challenge modern facilities managers face is that, fundamentally, FM is about communication. However you dress it up, that is what we do. It’s one of those skills that I’m not sure any university degree teaches, unless perhaps in marketing. DB: But there’s also been huge progress: the fact that we can even start to think about European or global contracts, that we’ve got processes to support all of that. FM WORLD |28 FEBRUARY 2013 |27

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The service offering we are now able to provide is much broader than when we started out and it seems to be continually growing. For me, it’s taking the word ‘facilities’ to its extremes. It’s now about business support in a much wider sense. IM: In some ways we under-sell what we do. It’s fundamentally about dismantling a business and saying, ‘What’s your core business, what do you own?’, and then positioning everything else as a support service to it. The positive for me is that there’s true recognition as an industry that we will provide all those support services. I think that’s allowed FM to come of age. We’re still to see a board director or type of director of business support services of FM, and that will be the point where we say now the industry truly has come of age. LC: That leads me on very nicely to ask the next question: What is more important - formal qualifications and training, on-the-job-training, or experience?

with me. You aren’t going to survive just by being practical. You need degree-qualified people working with you in your team, people with the capacity to understand process, understand IT, about how it all fits together; you need those people as part of your organisation. Otherwise you won’t survive. LC: What advice would you give to today’s facilities managers? IM: It’s great that people can get a degree in their chosen career, but I don’t think it’s essential to have the degree before you start the career. FMs are inherently practical. The best FMs throw the rule book out of the window when it doesn’t work, and still find a way of doing things. It’s not necessarily something you can teach in a degree course. It’s more about recognising somebody’s personal attributes, and expanding and letting them use them, providing an environment where they can be successful. DB: I’ve been fortunate on the major accounts where I’ve had degree-qualified people working


Procord: beyond IBM n 1991, a group of more than 90 IBM employees completed a management buyout of the firm’s UK facilities management department and formed their own company, Procord. Many of those involved have since established themselves as big names in the FM industry. In 1994, Procord was acquired by Johnson Controls, at which point the company had achieved an annual turnover of £80 million, employed 360 people, managed more than 10 million square-feet of commercial


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space, and counted household names like British Gas, Asda and Guinness among its clients. In the intervening years, Procord had helped change the face of facilities management. Before, most FM suppliers provided only M&E services. But Procord’s managing director John Jack had convinced IBM that its FM operations was a perfect candidate for outsourcing, and as it developed, Procord managed to move into space management and wider FM project management, making it one of the first ‘total FM’ businesses.


DB: Get out among the business. Understand it and talk to your customers, talk to your clients, understand what their needs are. Don’t sit behind a desk, get out there and understand how it all works. IM: I think I’d say, is there an opportunity to be a mover or shaker or leader in an industry that isn’t fully formed yet? If you want to make it your own industry, go and get it by the scruff of the neck and give it a shake. LC: Finally, where do you see the profession going in twenty years’ time? DB: The buildings we are sitting in today will still be standing, they’ll still need maintaining, so that aspect will continue. What will change is how we monitor them and demonstrate our added value to the client. IM: I hope that there will be a seat in the boardroom for the facilities director. I’d like to think the BIFM will continue to grow. And I hope that, from a career point of view, people will have full career paths from leaving school through to senior facilities roles that they can plan instead, as we have, falling into FM by accident. The reality is that there’s been so much change in the last 20 years that I’ve no idea what’s going to happen – but it’s going to be fun. FM

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A centre you can count on ... BIFM Training [Quadrilect Ltd] is recognised to deliver BIFM Qualifica ons at Levels 3, 4, 5 and 6 and offers first class tui on through a endance on the BIFM Training short course CPD programme. Our aim is to provide added value throughout your study programme and deliver a fully rounded and highly prac cal learning programme with skills that are immediately transferable to the workplace.

First-class tuition through attendance on the BIFM Training flagship foundation programme ‘UNDERSTANDING FM’

If you’re new to facili es management with less than 2-3 years’ opera onal experience and would like to improve your careers prospects with a professional qualifica on, why not enquire about a BIFM Level 3 Qualifica on in Facili es Management? Available in 3 different sizes – Award, Cer ficate or Diploma – these qualifica ons will help you to develop a broad understanding and knowledge of the facili es management profession and services.


Start dates in 2013 (with the ‘Understanding FM’ course) 12-14 Mar (London) 16-18 Apr (London) 14-16 May (Edinburgh) 11-13 June (London) 9-11 Jul (London)

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*please note that the ILM Level 3 QualificaƟons in FM will sƟll be available with the Understanding FM course. Both ILM and BIFM Level 3 are naƟonally recognised FM qualificaƟons accredited on the QualificaƟons & Credit Framework (QCF), but the subjects covered vary, so we recommend you base your choice on the areas relevant to support your role at work and consider which Awarding OrganisaƟon you feel is best suited to your development needs. onsFS.htm

The Leadership Challenge: Raising our game, making our case – realising our value

10 JUNE 2013, THE ROYAL COLLEGE OF PHYSICIANS, LONDON With sessions to advance skills and thinking, this is the facilities management conference to attend. Select sessions from hubs: Talent


Early-bird savings: book before 22 March 2013



FM WORLD |28 FEBRUARY 2013 |29

FMW. 29

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Maintenance standard specification SFG20 has evolved. A new version offers users the ability to prioritise and customise the package. Here, Andrew Green, vice chairman of the SFG20 technical standards committee, explains how this impacts facilities professionals holds information on technical specifications and maintenance requirements, now also includes more variety of detail on biomass boilers and solar panels. Users also now have the option to include in the library noncore tasks for other specialist installations and building elements. Updated key functions include an ability to expand on the core library and customise standards, the aim being to emphasise the transparency and compliance.

1) Core library update hree new updates to the SFG20 standard maintenance specification for building and engineering services can help facilities managers set optimum maintenance regimes and defend budgets. Used by the Building and Engineering Services Association (B&ES) as its standard maintenance specification, SFG20 first started to take shape in the 1980s; with these three new developments, the standard now comprises nearly 30 years of expert stakeholder input. Since its launch in 1990, SFG20 has served as an industry standard for specifying the maintenance of building services, with major


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contractors having embedded it into their specification packages. Seen by companies as a de facto yardstick, it is designed to support how they and their clients undertake maintenance. SFG20 can also be useful for making procurement decisions, because it allows FMs to track maintenance tasks and processes. In March of last year, having opted to change its name from the Heating and Ventilating Contractors’ Association (HVCA) B&ES decided it would also expand the SFG20 core library to meet the demand it was seeing for maintenance schedules covering all maintainable assets. The library, which

The SFG20 core library offers users in excess of 400 industry-standard maintenance specifications covering all principal types of heating, cooling and ventilation, installation, plant, and electrical services, complete with regular technical updates. This forms the first part of the product, the founding element, which, thanks to regular updates is constantly evolving.

2) Customiser Compliance The second component of SFG20, ‘Customiser Compliance’, allows users to create their own bespoke building maintenance task library and include links to any relevant statutory/legal obligations and references.

3) Customiser Service Model The third component, Customiser Service Model, enables users to prioritise maintenance regimes using ‘criticality’ ratings to avoid under or over-maintaining assets, saving money and increasing efficiency. Pre-defined functional models (such as schools, offices and libraries) allow users to save time setting up their library and then simply refine the functional set to their specific requirements. Data can be printed as a customised PDF, or downloaded into tender documents and computerised FM maintenance management systems.

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Having a service that allows users to establish different service models that apply to different building specifications, is a major step forward for the world of building maintenance. Also, making it accessible via the internet, and encouraging clients to use the appropriate maintenance pack, means projects can be completed more efficiently. According to B&ES, what all this means is that the new SFG20 helps both in theory and in practice, meeting legal and fit-for-function maintenance requirements while delivering against austerity budgets. Alongside the new version of the standard is the SFG20

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web service, designed to simplify how FM can plan and execute maintenance regimes. It allows FMs to create and customise maintenance standards applicable to their project or estate and facilities functional requirements, establishing precise service-level specifications and enabling users to model maintenance programmes to their strategies, contractual obligations and budgets. Facilities managers benefit from this and other joined-up thinking, which is part of the new SFG20. Tough financial times have increased the pressure on project managers to shrink budgets. SFG20 allows FMs to tailor maintenance more precisely



Industry-standard maintenance specifications included in SFG20, including many types of heating, cooling and ventilation, installation, plant, and electrical services


Years of development for the SFG20 standard

in order to avoid over- or under-maintenance. It gives FMs the capability to effectively customise maintenance standards for tender purposes. It also enables analysis and understanding of where money is being spent, in order to set and defend future budgets, allowing them to demonstrate the right cost and optimum regime to appropriately maintain their business critical assets, while ensuring legal compliance. The web system has been designed to provide clarity and like-for-like comparison in the tendering process, and offer a robust basis for implementing contracts. The aim is for it to FM WORLD |28 FEBRUARY 2013 |31

21/02/2013 13:59


“The SFG20 standard allows users to identify relevant compliance levels and support the defence of budgets without falling foul of legal or statutory requirements”

ensure that clients get the service they have paid for, helping to maintain a smooth supply chain. Bruce Kirton, B&ES publications chief executive, has described this as a ’rationalising’ of the way clients, consultants and contractors work together, streamlining the tendering process and associated project management. It allows users to identify relevant compliance levels and support the defence of budgets without falling foul of statutory requirements. The recent SFG20 development has aligned the software with the RICS New Rules of Measurement and now provides corresponding maintenance standards for all building maintenance asset types. Extensive cross-industry collaboration and consultation among practitioners, professional bodies and trade associations has brought the new SFG20 up-todate with technical standards. Aligning the SFG20 library with the RICS ‘New Rules of Measurement’ has also created a link between constructing and 32| 28 FEBRUARY 2013| FM WORLD

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maintaining assets – thus, it is suggested, providing the basis for more accurate asset maintenance registers and supporting the government’s BIM agenda. Collaboration with BCIS, RCIS, NRM and CIBSE (Guide M) has brought synchronisation, so that the data structure is interoperable, and standardised for use in CAFM systems – not the case with previous SFG20 versions. The new product will be updated as the result of on-going work by the technical committee and a technical support team, and will update users with changes to statutory and legal requirements, providing periodic technical reviews that distil the information into easily readable formats. FM For more information or to download the SFG20 application form, go to Andrew Green is vice chairman of the SFG20 technical standards committee and is also technical author of the RICS New Rules of Measurement (NRM3) for building maintenance works.


A THREE-PART UPDATE Core SFG20 Library: Dynamic web-based service that offers users over 400 industry-standard maintenance specifications covering all principal types of heating, cooling and ventilation, installation, plant, and electrical services, complete with regular technical updates. Customiser Compliance: The new Customiser tool allows users to create a bespoke building maintenance task library, which includes new, non-core tasks such as fabric maintenance, and the option to print bespoke booklets of applicable standards. Customiser includes links to all relevant statutory/legal obligations and references, together with regular updates to define compliant maintenance. Customiser Service Model: This feature enables users to prioritise maintenance regimes using simple criticality ratings to model multiple ‘fit for function’ service regimes that avoid under or over-maintaining assets. Pre-defined functional models (such as schools, retail and offices) allow users to refine their specific requirements. Client/site specific data can then be printed as a customised PDF or downloaded into tender documents and FM software (subject to licence) as required.

21/02/2013 14:19


Graham Mills, is managing director of Drumbeat Energy


raham Mills, managing director of G Drumbeat Energy Management explains the process of ‘thermal destratification’, and outlines some of the equipment options he ongoing trend towards higher energy prices has had several knock-on effects. One of which has been to stimulate research into finding cost-effective ways to reduce energy consumption in the buildings where people live, work and play. However, this can be a complicated and costly procedure. A process called ‘thermal destratification’ can be used to significantly reduce energy consumption in buildings. The fact that hot air rises and cool air falls is a basic element of physics. The reason behind this is that cooler air is denser and heavier than warm air. This causes it to fall, and in turn, push warmer air upwards. A loft or attic living space is often far warmer than the room below; mezzanine offices can suffer from uncomfortably high temperatures in comparison to the cool factory floor below.


A major energy waste So perhaps a more accurate statement is that ‘cool air falls and heat rises’. Either way, when this process takes place indoors, it causes the coolest temperatures to gather at the floor, while warmest temperatures collect at the ceiling or roof. This layering of rising temperatures, from cool to hot or vice versa is called ‘thermal stratification’ and is deemed by many as the biggest waste of energy in buildings today.

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The pursuit of managing and maintaining a building’s internal environment and comfort levels can be a costly endeavour. The biggest cost is usually heating and cooling, normally accounting for over half of a building’s total energy usage. From offices to aircraft hangars, attempts to provide ideal conditions for staff, customers and/or stock can consume vast amounts of energy, producing large volumes of carbon dioxide and resulting in expensive utility bills. Heat accumulates at the ceiling until set temperature is reached at the thermostat, usually located at floor level. When cooling, the cool air sinks, pooling at low points. It is difficult to distribute cooled air within densely occupied buildings, such as call centres, where cubicles and workstations prevent thorough circulation, resulting in unbalanced hot and cold spots. In both instances conventional heating and cooling systems may be over-delivering to maintain desired conditions, and this is where vast quantities of energy can be wasted. Thermal destratification is the process of eliminating a building’s temperature variations to create a uniform temperature from floor to ceiling. This is achieved by circulating or mixing the internal air until the temperature has been equalised through the use of thermal destratification fans. This equalisation of air temperature

makes the very best use of heating and cooling supplied, thus reducing energy consumption. There are various types of fan available, some more efficient than others. Those mentioned below are the main players in the industry. All operate on the principle of keeping air constantly on the move so that temperatures do not accumulate. The ‘blade’ or propeller fan The cheapest variety, works by ‘churning’ the air. However, not all the air is directed downward and certainly complete destratification is not achieved. Savings in the region of 5-10 per cent have been reported ● The wall-mounted box fan These are fixed to the wall at head height and angled upwards. They work by sending air in the direction of the ceiling to push warm air gathered there to floor level. This requires very high levels of air movement. The airflow not only has to travel to the ceiling and back down to the floor, but has to do this with sufficient force to overcome the natural tendency of warm air to rise again before reaching floor level. This type of fan has shown better results than the blade fan, but is normally restricted to industrial buildings where noise and excessive airflow are not a problem. Savings in the region of 10-20 per cent are often recorded. ● The ceiling-mounted box fan These units are fixed to the ceiling and send a significant volume of air at high speed towards the floor. Depending on the height of these ●

fans, the impact at floor level can cover a diameter of anything between 2-7 metres. Often, this impact is not important and savings in the region of 15-20 per cent can be achieved. ● The ceiling-mounted jet fan These are installed at ceiling height and send the air through a nozzle to the floor in a slowmoving column. This latest generation of fan uses very low levels of power, due to the fact that it pushes air through only a very small space: the column. As the airflow doesn’t spread out, it doesn’t lose momentum. Once it reaches floor level, the airflow blankets out in all directions before rising and being re-circulated through the fan. These fans operate at a very low decibel level, which, when combined with minimal air movement, makes them ideal for sensitive environments that would not be able to accept the other types of destratification fans. Savings of between 20-35 per cent can result, although higher levels have been recorded. The original blade fan has been used for over 100 years. Box fans were introduced in the late 1960s and the jet fan has been available since 2005. Today, there is a type of destratification fan to fit every type of building. If thermal comfort or temperature regulation is an issue – from car showrooms to warehouses – destratification fans are a simple, efficient and cost-effective solution. FM

“Thermal destratification is the process of eliminating a building’s temperature variations” FM WORLD |28 FEBRUARY 2013 |33

21/02/2013 12:14



Simon Alderson is commercial director of VPS


he Scrap Metal Dealers Bill has just T passed its final reading and is about to become law. Simon Alderson from VPS explains the impact it could have for FMs in the UK

metal through cash payments. However, the new bill goes much further: under the legislation, dealers will be required to ensure that there is an auditable trail for goods bought. This means that all sellers of metal must provide verifiable ID at point of sale, and the onus is on dealers to record and retain records of each purchase.

Tougher consequences

Water damage to a public house after the theft of roofing metal (left); defending an empty property with metal shutters and an alarm system (right)

It began life as a private member’s bill in June 2012, proposed by Richard Ottoway, MP for Croydon South. On February 12 this year, the Scrap Metal Dealers Bill passed its third and final reading in the House of Lords. Without any further amendments, the bill is ready to be given Royal Assent and become law, probably before Easter. Its purpose is to curtail the surge of scrap metal theft that has risen sharply over the last decade.

Stealing the limelight Scrap metal theft is an international problem, increasingly undertaken by members of organised criminal gangs. In January, the Home Office released its figures for its Crimes Against Business survey, which reported 67,000 metal thefts from commercial properties in 2012. Estimates put the monetary cost 34| 28 FEBRUARY 2013 | FM WORLD

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to the UK as somewhere between £770 million and £1 billion every year.

Why the new bill? Special regulations have applied to scrap metal dealers since at least the late 1800s in order to help tackle the theft of metal. The current legislation is set out in the Scrap Metal Dealers Act 1964, which places specific controls on scrap metal dealers, such as a requirement to register with the local authority. As a trade, scrap metal dealers themselves have often have been victims of these crimes, but the bill has come about because some dealers are willing to pay cash for scrap metal offered to them by anyone. The government made a key amendment to the 1964 act by prohibiting the purchase of scrap

Also, the new act provides local authorities and the police with new powers to enter and inspect sites, and to vary and revoke licenses – this latter facility in particular is absent from the current law. Any individual or organisation that conducts business as a scrap metal dealer must complete an enhanced application process to get a licence; local authorities can refuse unsuitable applicants and can revoke licences. The worst breaches of the act, including trading in cash, failing to keep accurate records of deals, and unlicensed trading, will face unlimited fines. The definition of a scrap metal dealer will also include motor salvage operators, bringing that licensing scheme within one new scrap metal licensing regime.

Will it work? It is too early to say how much impact these new powers will have on metal theft. Some indicators have shown a drop

in these crimes since the amendment last autumn However, the prevalence of metal theft is closely tied to the price of metals on international markets, which is expected to rise until at least 2015. Organisatsions within the sector are monitoring the number of thefts reported in the press closely and, to date, this crime remains a significant issue.

Vacant property risk Vacant properties are particularly at risk as criminals target them to steal an abundance of copper plumbing, electric cables, generators, boilers and lead roofing. York stone and roof tiles are also common targets Consequently, metal theft continues to play a significant role in the management of vacant properties. Certainly, FMs have been among the first professionals to witness the catastrophic water damage and flooding often caused during the removal of metals, such as when copper pipes from the water or central heating systems are stolen. Often, sadly, the cost of repairs significantly outweighs the actual value of the metals stolen. Metal theft will continue to be an issue for facilities managers, but it is hoped that the new bill will help assuage the problem. A tougher stance on rule-breaking dealers should, it is hoped, discourage those involved in the transaction of stolen metal. FM

“The new act provides local authorities and the police with new powers to enter and inspect sites, and to vary and revoke licenses”

21/02/2013 12:15



Martin Bell is director, FM strategic consulting, Bell Associates


rganisations are increasingly using gain-share contracts to split the proceeds of successful business. Martin Bell explains how, done well, it can incentivise future co-operation


Contractual gain-share schemes incentivise FM suppliers to drive change on outsourced services, and reward them, based on the level of savings received by the client. The following principles can help ensure the success of such a collaboration.

1⁄Shared vision

There should be a shared vision of what the gain-share will deliver. This will be supported by forward planning to identify key milestones and success measurement. Savings should be quantified so that stakeholders at both organisations can be persuaded to commit the necessary resources. KEY QUESTION N/ Are senior client/supplier stakeholders committed to the value of potential efficiency?


Scope and definition

Define which business areas are to be included in the scheme, and which are not. The gain-share should be based on real savings that have been actualised, not avoided costs. Parties should agree how ‘savings’ is defined, and how initiatives will be accounted for. KEY QUESTION N/ Are efforts being focused on the areas in which the client is committed to creating cashable benefits?

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Context & fit

The gain-share needs to be realistic and appropriate based on the expectation of efficiency savings, considering the generation of outsourcing and the client’s core organisational objectives. The concept should be integrated throughout the contract (SLAs/ KPIs), service methodology, and client/supplier strategic relationship plan. It should not be a bolt-on to the procurement process; careful consideration is needed to determine how the mechanism will affect behaviours. How do the stakeholders’ views differ, in terms of the aims of the outsourcing? KEY QUESTION N/

between what the supplier needs to invest, and the remuneration received. There should be a reasonable payback period so the supplier can recover resource costs. The calculation needs to be modelled first and savings should be proportional to risk. Ensure the gain-share can run for a sufficient duration to allow the supplier to invest time. Does the agreement make commercial sense for both parties? Is it worth committing to and making a success? KEY QUESTION N/


Ensure there is a robust financial and service-quality baseline that both parties ‘sign off’ to agree the current position. As part of the baseline, there should be an adjustment process to define how any changes to the baseline will be calculated (such as building closure) to determine the impact on any gain-sharing. Can we agree on the ‘as is’ position and how we account for any changes that will impact this? KEY QUESTION N/


A structure should be established that supports the identification, escalation and resolution of issues, along with a process for monitoring the performance of the gain-share mechanism. Stakeholders should not rely on the sufficiency of contract clauses. Ensure there is a mechanism to review/change the gain-share if the approach is not working for both parties. KEY QUESTION N/ How are parties going to agree on key commercial changes?


There should be balance


Take control

Ensure all internal stakeholders are committed to the gain-share working and that the contractual structure will not restrict/limit opportunities (for example, by concentrating on inputs). When savings are ‘riskier’ or rely heavily on the client for implementation, these should be subject to risk mitigation planning and subject to appropriate senior stakeholder engagement. The client should be willing to hand over control of specification inputs to allow genuine innovation.

KEY QUESTION N/ Where can we specify output requirements rather than input requirements to drive greater efficiency?


As part of the governance agreement there should be transparent and forward planning to manage expectations, and to budget for when savings would be actualised and when suppliers would be paid. Ensure that any financial return is not weighted towards the end of the contract. Large payments are more likely to be contested, defeating any partnership principles. KEY QUESTION N/ Can we plan when savings will be shared between both parties?


Ensure the client plans and considers implementation of changes and risks. Suppliers can be penalised for investing in an initiative that will deliver savings, only for the client to not implement the necessary change due to internal stakeholder resistance. How and who will manage resistance from the client’s internal stakeholders? KEY QUESTION N/


Service quality improvements should be allowed for to help create a balanced supplier/client relationship. The point of the gain-share is to create the right behaviours to influence change. If it is designed simply to drive efficiency to create cost savings, then end-user satisfaction could deteriorate over time. FM FM WORLD |28 FEBRUARY 2013 |35

21/02/2013 12:05


Gareth Tancred at an event marking the creation of a Southern Ireland branch of the BIFM


New branch The BIFM Ireland Region has announced the establishment of a new southern branch in the region, which marks the institute’s first branch outside of the UK. Chief executive Gareth Tancred made the announcement at a recent event arranged by the Portobello Institute, a BIFM recognised centre, held at CBRE’s offices in Dublin, which was supported by the BIFM Ireland Region. Over 100 FM professionals attended the event held on 23 January 2013, which was themed around trends and developments in FM. Following promising interest from attendees, a committee is currently being formed to serve the southern branch, which, it it hoped, will be fully operational by spring 2013 to the benefit of the thousands of facilities managers across Ireland. The branch forms part of the well-established BIFM Ireland Region, which has over 240 active members benefitting from many networking and CPD events run in the region throughout the year, alongside the hugely popular annual Ireland Region Conference. The Ireland region will now be the over-arching region, with a Northern and Southern branch structure established within it. The Chairman of the BIFM Ireland region, Stephen Welch, said, “The time is right for a new branch as demand for the kind of support we offer has grown, and the committee to take on this work is taking shape. The Ireland region committee works hard to arrange great events for members, and I look forward to such events being established across the region in some world-class facilities. The new branch will give a local platform to showcase new talent, while giving us more reach to 36| 28 FEBRUARY 2013| FM WORLD

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attract new individuals into the Irish FM profession. It will also enable best practice to be shared on hot topics such as energy and carbon management in a much more local and accessible environment.” i Full details on all groups, branches and special interest groups (SIGs) can be found on


What makes a great FM? In the BIFM LinkedIn group we recently asked: What are the top three characteristics that make a great facilities manager? Some of the responses included: ● A sense of humour, thick skin and broad shoulders ● Being a ‘people person’ from the outset ● A good FM must be an excellent listener, be flexible and have the ability and commitment to work long hours to get the job completed to customers’ satisfaction ● Common sense, patience and excellent change management skills ● Leadership, leadership and leadership ● An effective team player, has good commercial acumen ● Confidence is a must, coupled

with the ability to know your audience and communicate well with all stakeholders ● It’s important to instil trust at all levels ● You definitely need thick skin and the ability to get stuck-in when needed. Being a good manager means showing that you don’t mind doing what you ask your team to do! ● Firmness, fairness and fortitude ● Patience, communication and adaptability. There are many more to choose from, and these three are just the tip of the iceberg ● Strong analytical skills, empathy and clear vision ● The one who can inspire the team to archive and deliver, have an overall understanding of objective with an attention to detail and strong finance head! ● A willingness to embrace change, a love of learning and the ability to make a decision when no one else wants to. Although, the characteristic most likely to get you through the day would be a refined sense of irony. Most have touched on it without actually saying it: customer service – remembering that everyone who walks in to your building is your customer, be they visitor or occupant.

It seems that being a team player, a decision maker, and having the ability to find a solution in any circumstance are the three main attributes for a great FM. i Do you agree? What would you add? Join the BIFM LinkedIn Group at and search for ‘The British Institute of Facilities Management’ in groups


North ball The BIFM North region is once again hosting a ball. Taking place on Thursday 27 June – which happens to be World FM Day – this premier networking event, which is open to members and non-members, will be attended by over 200 of the North’s leading FM professionals. The ball will take place at Manchester’s Hilton Hotel and will include a live band and disco. Tickets and tables are already available, and in previous years have sold out, so early booking is advised. By booking before 31 March you can also benefit from early-bird savings: ● Table of 10, £900+VAT ● Individual tickets £95+VAT After 31 March prices will increase

KEEP IN TOUCH » Network with the BIFM @ » Twitter @BIFM_UK » LinkedIn » Facebook » YouTube » Flickr

21/02/2013 12:14

Please send your news items to or call 0845 058 1356

to £1,000+VAT and £105+VAT, respectively. The region would like to thank headline sponsors Norland for their support. Other sponsorship packages are available. i For further details, or to book, contact Stephen Roots by email or phone 07958 877 897. Learn about all BIFM groups at


Corporate members The BIFM welcomes its newest corporate members: ● BAE Maritime Services – facilities management, suppliers ● Buying Force – consultant, provider of advice and guidance ● GreenZone Cleaning & Support Services – FM service suppliers, Contractors ● SSE Contracting – facilities management, suppliers ● Top Quality Cleaning Solutions – product supplier i Learn more about corporate membership at corporatemembership, email or call 0845 058 1358.


Titanic visit Here, BIFM member, Dan Uprichard MBIFM, gives an insight into the recent Ireland region visit to the Titanic and PRONI (Public Records Office Northern Ireland) buildings: My first impressions of the new Titanic building, was that it was cutting-edge and truly ‘Titanic’; four razor-sharp corners raise out of the ground and angle outwards, giving the impression that these are four bows of the ship Titanic in actual size. The tour of the Titanic building commenced with the current

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Joanna Lloyd-Davies is lead judge, Profound Impact Award, BIFM Awards 2013


f you have not already seen the publicity, I would like to introduce the BIFM Awards for 2013 and encourage your interest and participation. As you may know, I have been a voluntary awards judge for almost 12 years and a lead judge for over half that time. Now, after three years as lead judge for the FM of the Year category, I have been asked to lead the new ‘Profound Impact Award’.


Award and definitions New for 2013, this award recognises the profound impact made by an individual, organisation or project on the FM industry over the last five years. The judges welcome all entries that show how such an impact has been created, evolved and delivered over the last five years to the benefit of the FM industry. The dictionary definition of ‘profound’ is that which penetrates deeply into subjects or ideas; shows or requires great knowledge or understanding; is situated at or extends to a great depth; is intense or absolute, or thorough-going and extensive. ‘Impact’ is defined as the impression made by an idea, or to have a strong effect. Submitting guidelines Submissions may be made by an individual, an organisation or project team. Please note that all parties involved should be represented by the entry. Full, clear and concise information must be presented, together with evidence of implementation, success, challenges and evolution that has been delivered in the last five years. Submissions will encompass a formal paper, no longer than 10 pages, providing full information, the parties involved, initial concept and evolution, baseline information, timeline of progress, and the achievements over the last five years, together with anticipated future progress. Evidence of success and profound impact must be shown. Judging criteria 1. Creation, evolution and sustainability of the initiative 2. Demonstration and evidence of activities, value creation and appropriate case studies 3. How this profound impact delivers, contributes and supports the FM industry The judges will be seeking evidence of the impact on the FM industry. The entrants must demonstrate the concept and how this has evolved since inception, highlighting the profound impact on the industry over the last five years. Entries must be supported by all parties to the initiative, and the evaluation process may include appropriate referencetaking. We welcome third party comment. The submission will show the scale and impact of the initiative, as well as indications of sustainable future developments. I would like to encourage you to enter the awards, not only to share how you achieve excellence but to raise the standards in FM across the board. Showcasing true excellence is imperative. We need to stamp out mediocrity, demonstrate the art of the possible and continuously raise the bar across the FM service sector. I hope you will give serious consideration to all the categories and particularly the new Profound Impact award. Your involvement in the BIFM Awards is vital and supports the continuous improvements we urgently need to demonstrate across all FM services. If you have any questions regarding this new category, please do not hesitate to contact me. i For more information on the awards, visit To contact Joanna Lloyd-Davies, email

FM WORLD |28 FEBRUARY 2013 |37

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facilities management team, Harvey Group (led by Geoffrey Stewart and Robert Hall), who had done the original fit-out of all the M&E facilities. We were lead to the heart of the building – the plant and boiler room. All of the plant, pipe work and associated equipment had been fabricated off site. This had only been made possible due to the fact that Harvey had strategically planned the project using 3D-modelling technology. We were shown this 3D mapping on a screen within the plant room. All the plant and machinery can be controlled buy an operative using a PC or laptop. The plant room contains such up-to-date items as a trigeneration CHP plant to generate electricity, heating and cooling using an absorption chiller, two efficient 500kW gas boilers, a 54,000 litre rain-harvesting water tank. LED lighting has also been used innovatively throughout the building. The building has so far been so efficient that the gas boilers had not been utilised, as the heat from the large visitor numbers had been recycled, purified and sent back into the building using an ultraefficient air-handling system. After being shown the extremely neat and tidy pipe

work and electrical cabling ducts, we braved the Belfast elements for a short walk to the PRONI building for another tour. We were met by John Woods the premises manager and Raymond McBriarty the facilities manager of the building. Here, the Harvey Group also had the opportunity to put their innovations to work, and explained the importance being recognised as BREEAM ‘Excellent’ award upon commissioning. Both buildings have won awards for architecture, engineering, design environmental. i Learn more about all BIFM events at, and all BIFM groups at groups

BIFM TRAINING NEW FOR 2013: A-Z OF FM COMPLIANCE AND STANDARDS ne of the biggest challenges facing facilities management professionals is keeping up to date with all the statutory and mandatory requirements they are responsible for. Keeping track of it all can sometimes feel like a full-time job in itself! The problem is, understanding and complying with legislation and standards is an essential requirement. From asbestos, COSHH and electrical systems, to fire, lifting equipment and water management, it’s critical that FMs understand not only what they have to do to keep their buildings safe, but also the required frequency of maintenance, testing and record keeping. To help simplify and make sense of it all, BIFM Training has added this new one-day course to its 2013 training programme, which provides FMs with a sound understanding of key compliance-management requirements, and gives them the knowledge needed to help develop their own compliance checklists. The course is built around three key compliance focus areas which are the management of: fire systems and fire equipment, lifts and lifting equipment and water systems. It will also briefly cover compliance requirements of other key FM responsibility areas including Asbestos, COSHH, Electrical Systems and Working at Height. Developed by FM professionals with extensive experience in managing and maintaining buildings, the programme provides practical advice and guidance, and is essential learning for FMs at all levels. Lively and informal with group exercises, it is run by Beth Goodyear, also an IOSH-accredited trainer, and FM professional with over 15 years’ experience in operational and strategic FM. Dates: 22 May & 20 Nov 2013 (London). Fees are £385 +VAT for BIFM members or £480+VAT non-members. Don’t forget our popular flagship foundation course ‘Understanding FM’, which can lead to optional Level 3 qualifications in FM. Now in its 22nd year, the programme has long been considered a de facto recognised standard in FM training and is ideal for those new to the profession or those with less than 2-3 years experience. Dates: 12-14 Mar (London); 16-18 April (London); 14-16 May (Edinburgh); 11-13 June (London). Fees are £995+VAT for BIFM members or £1195+VAT nonmembers. Further dates are available. Please note, a two-day, in-house version of this course is available.


BIFM Training is managed by Quadrilect Ltd. For detailed programmes or to book a place on any of our courses please call (+44) 20 7404 440, email or visit Memebers of the Ireland region visit the ‘Titanic’ building plant room (above) 38| 28 FEBRUARY 2013| FM WORLD

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FM DIARY INTERNATIONAL EVENTS 2-4 April | IFMA Facility Fusion conference & expo A high-level facilities management education, leadership training, industry-specific best-practice, and all-inclusive expo. Venue: JW Marriott, Los Angeles, United States Contact: 15 – 17 May | BCO Conference A full programme of plenary sessions, seminars, tours and social events, including talks on: changing culture to maximise value; innovation in austerity; survival of the fittest: lessons from other countries; and building information modelling (BIM). Venue: Hotel Meliá Castilla, Madrid, Spain Contact: 27 June | 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 website for last year’s highlights Venue: Various global events. Contact: 2-4 October | IFMA World Workplace conference & expo The largest annual conference for FM. Exhibitors, discussions and networking. Venue: Philadelphia, US Contact: INDUSTRY EVENTS 5-7 March | Ecobuild 2013 This is the world’s biggest event for sustainable design, construction and the built environment. It has 57,956 visiting professionals and leading companies, including BT, Carillion, Crossrail and Tesco. Venue: ExCeL, London Contact: Email gary.williams@ or visit April and May | British Council for Offices regional awards dinners North of England, North Wales and Northern Ireland region – 17 April, 7pm, Manchester Town Hall. South West, Thames Valley and South Wales region – 25 April,

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Send details of your event to editorial@fm– or call 020 7880 6229

7pm, At-Bristol. London and the South East region – 30 April, 12pm, London Hilton, Park Lane. Scotland region – 3 May, 12pm, The Roxburghe Hotel. Midlands and East Anglia region – 10 May, 12pm, Birmingham Town Hall. Contact: dinner/events 8-9 May | Green Build Expo Green Build Expo focuses primarily on professionals working in the volume housing and non-domestic building sectors. It is also known as the biggest sustainable building and refurbishment event in the northern parts of the UK. Green Build Expo has expanded its focus to wider construction sectors, which include hotel and leisure, retail and offices, as energy saving and refurbishment have impacts on these areas, too. Venue: Manchester Central Convention Complex Contact: 14-16 May | Facilities Show Organised in association with the British Institute of Facilities Management, the Facilities Show has established itself as the leading meeting place for the industry. Free education and CPD content, with hundreds of suppliers and exhibitors in this three-day event. Venue: NEC, Birmingham Contact: 10 June | ThinkFM 2013 The leadership challenge. ThinkFM is a day of learning, debate, interaction and networking, brought to you in association with Workplace Law. Delegates will take away new ideas to make a difference to their organisations. Venue: Royal College of Physicians Contact: or visit 24-25 June | 33rd Facilities Management Forum In this ever-changing environment, all companies need to source sustainable FM services, products and solution providers that offer the best value for money. At the forum, you can find them quickly and efficiently. This event is specifically organised for FM directors and managers who are directly

involved in the procurement of FM services. Venue: Heythrop Park, Oxfordshire Contact: Robert Wye at or call 01992 374 100 14 October | BIFM Awards 2013 The BIFM Awards is the most influential event in the UK’s FM calendar and gives national recognition to the leading organisations and individuals in our profession. On awards night, the industry celebrates the key role played by FM in the success of public and private sector organisations. It brings together winners, finalists and high-profile guest presenters to celebrate excellence in FM. Venue: Grosvenor House Hotel, London Contact: communications@bifm. or call 0845 058 1356 LONDON REGION 5 March | FM in unusual environments Sponsored by Servest Multi Service Group Venue: Freemasons’ Hall, 60 Great Queen Street, London WC2B 5AZ Contact: cathy.hayward@ 7 May | Question Time A panel of six leading industry guests, led by a chairman, will debate hot issues from the world of FM with audience participation. Venue: TBC Contact: The BIFM London region holds its monthly CPD events on the first Tuesday of every month. Contact: For details of forthcoming topics, visit groups/regions/london/events SCOTLAND REGION 19 March | Managing vacant property Managing vacant property, from commercial office to empty pubs and restuarants is becoming a key area of concern for facilities professionals, with almost 15 per cent of all retail units being empty. Sponsored by SitexOrbis. Venue: Crossroads Caring Scotland, 24 George Square, Glasgow, G1 1EG Contact: To book your place, visit www.

23 April | Critical activities for incident management – the ‘golden hour’ The people and logistics issues of a workplace crisis begin to emerge immediately. The actions of the incident management team during the ‘golden hour’ that immediately follows an incident influences everything that is to come. In this seminar, the critical aspects of the golden hour will be identified, with information on how to structure them into a flexible and responsive framework and how this framework needs to be adapted for multi-tenant premises. Learning will involve a case study of a well-executed golden hour. Venue: TBC Contact: SOUTH WEST REGION 15 March | QTD – churn, office removals and relocation Speakers to be confirmed, followed by an afternoon interactive workshop. Venue: Bristol Hilton Hotel Contact: 26 April | Breakfast seminar – waste management Seminars on best practice in sustainable waste management. Also focusing on the procurement chain in order to reduce waste before it even arrives on site. Venue: Newport Hilton Hotel Contact: Darren Crossman at 14 June | QTD – employment law and people management Confirmed speakers so far include Liz Kentish, Tony Cooper from ACAS and Alan Bradshaw, who specialises in stress management. Venue: Bristol Hilton Hotel Contact: Email Nick Fox at BIFM SIG EVENTS 28 February | Women in FM – volunteering Following the success of the Olympic and Paralympic Games, this event looks at volunteering opportunities. Includes an overview of being a BIFM volunteer, outlining possible volunteering opportunities. Venue: Workplace Law, 13 Clerkenwell Road, London Contact: FM WORLD |28 FEBRUARY 2013 |39

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THE JOB What attracted you to the job? The daily challenge of delivering services at the level expected, within the specified budget. The company needs to focus its efforts on sub-sea engineering; we must take care of what we do. This challenge and the opportunity to learn every day appealed to me.

NAME: Oldemar Bandeira JOB TITLE: Regional facilities manager, Brazil ORGANISATION: Subsea 7 JOB DESCRIPTION: Management of industrial bases and offices in Brazil. Responsible for real estate services, plant maintenance, cleaning, catering, and other soft FM services. Also responsible for the construction of new buildings and retrofits.

How did you get into facilities management and what attracted you to the industry? In truth, I don’t know. One day, I was responsible for engineering systems at a bank, and the next, I was responsible for branches, supporting their maintenance services. I was attracted by the opportunity to learn, while solving problems and forming new partnerships. If you could change one thing about the industry, what would it be? An obligation for professionals to be certified by BIFM or IFMA, globally. We need to regulate the profession, much like in accountancy, for example. If you could give away one of your responsibilities to an unsuspecting colleague, what would it be? The management of the restaurant – it is impossible to please everyone! What has been your biggest career challenge to date? The next one. Each challenge reached and surpassed is in the past. The next will be the most important.


MOVE Changing jobs? Tell us about your new role and responsibilities. Contact Jamie Harris

Europa Services has appointed John Holmes (left) as managing director of its public sector business. Holmes joins the contractor with 20 years’ experience within local government, including time at Westminster City Council, Swindon Borough Council and Blackburn with Darwen Council. Event cleaning company Ryans Cleaning has made two senior appointments, expanding its business across the UK and Ireland. Elaine Ryan (centre) has become general manager

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Any interesting tales to tell? One of our bases is close to a population of protected birds; we have someone there to scare the birds away, to avoid damaging our executive fleet with droppings! If I wasn’t in FM, I’d probably be… A university professor. Which “FM myth” would you most like to put an end to? It’s not necessary to be an engineer to be an excellent FM professional. How do you think facilities management has changed in the last five years? The market has changed, demanding more professionalism. For example, we are sharing information through national and international events, and we are using professional certifications and building certifications like LEED to standardise. There is a greater understanding of what ‘FM’ actually is. And how will it change in the next five years? We will keep doing more with less; more investment in research and development, and a greater integration of professionals from different countries. What single piece of advice would you give to a young facilities manager starting out? Do the right thing, not the easiest thing.

for Ireland, while Sinead Cleary is promoted to project manager for the UK and Ireland. Ryan will oversee all operations and administration functions, including the management of more than 200 staff, while Cleary will be responsible for heading up operational teams. OCS has appointed Petra Moss (right) as the new director of total facilities management. Previously working as an area director, and an operations director in the healthcare sector, Moss will be responsible for the

delivery of all total facilities management services at OCS. Paul Medcalf has joined Mitie as a senior facilities manager. Medcalf was appointed in January 2013, and will be working for Severn Trent Water on behalf of the service provider. He will oversee catering, cleaning, front of house, security, building maintenance and business logistics. He has previously held corporate FM roles with Arqiva, Balfour Beatty WorkPlace and National Grid Wireless, as well as other roles at Mitie.

21/02/2013 16:33



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.



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


Source: HM Treasury (

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.





Source: Bank of England (

Source: ONS (


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

Hourly rate from 1 Oct 2012

Aged 21 and above


Aged 18 to 20 inclusive


Aged under 18 (but above compulsory school age)


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


Source: VPS (



As of March 2012, electric vehicles could be charged at over 3,000 charging points nationwide, 60% of which were publicly accessible. The majority were provided through government funding schemes, with 1,673 coming from one plan called ‘Plugged-in Places’. The increase in the size of the charging infrastructure is designed to reduce consumers’ range anxiety. The government has pledged to spend £400 million to promote electric vehicles, but growth of the charging infrastructure has been limited by a lack of standardisation, and the expectation that most vehicles will be charged at home or at work.

UK access equipment market size 2007-2014

Source: AMA Research (

The UK market for access equipment was worth an estimated £237 million in 2012, a small growth of 1% since 2011. Further development is dependent on the performance of the UK economy as a whole and the impact of budget cuts on public sector spending. Nevertheless, it is forecast that the access equipment market will reach a value of £280 million in 2017, growing at 3-4% per year. Vital to this growth will be the continued impact of health and safety legislation, as well as exports and aftermarket sales.







Consumer Price Index (CPI) The rate of inflation remained unchanged for the fourth month in a row. The Consumer Prices Index (CPI) showed that prices increased by 2.7% in the twelve months up to the year ending January 2013. This is the same annual rate as was seen in the previous two months and continues the trend of, broadly, flat inflation that has been seen since Spring 2012.




150 2007 2008 2009 2010 2011 2012 2013 2014 Est Fcst Fcst

Source: AMA Research (

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Call Richard York on 020 7880 8543 or email For full media information take a look at


FM innovations ▼ Ecotronic lights up the aisles Multipart Logistics is a service partner in total after-market logistics and product support services throughout the UK and Europe. Its warehouse has 400,000 sq ft of very narrow aisles and racking aisles lit with 400 watt HBAY lighting. Multipart Logistics wanted energy reduction, but needed very well-lit areas for busy forklift trucks. 600 luminaires were changed, with EcoBAY 4 x 54 watt. An EcoPAK 2 x 80 watt fluorescent system was fitted under mezzanine areas and upper floors in order to enhance the working environment for the picking areas. The total electricity saved was 667,077 KWh per year, which equates to an annual electricity saving of £66,708. The payback period for the installation was under 18 months. T: 0845 170 4567 W:

▲ Optimum clinches Telecity contract

▲ Kimberly-Clark lauches new products Kimberly-Clark Professional has taken The Healthy Workplace Project up a gear by launching two innovative new products to help customers create ‘Exceptional Workplaces’. The Scott XL rolled hand towel comprises 7,080 sheets, being 18 per cent longer than the longest hand towel previously available from Kimberly-Clark Professional, which was 300 metres. This increased length means it is significantly longer-lasting than other rolled hand towels on the market. A self-presenting hand towel made from high performance Airflex fabric, it is soft, strong and highly absorbent, providing the washroom user with an effective and comfortable hand-drying experience. Also, the new Aquarius range of ultra-hygienic hand wash and paper towel dispensers for washrooms have exceptional levels of hygiene.

Optimum Group Services is pleased to announce that it has secured a three-year extension to its existing TelecityGroup contract covering 10 UK data centres, including its newest state-ofthe-art facility in West London, due to the great work the team has delivered over the past two years. The contract covers all aspects of M&E and fabric tasks. Since appointment, Optimum has reduced major areas of risk though its unique risk management techniques, delivered significant reductions in energy costs and delivered all major projects in a complex live data centre environment.

▼ No more lost building documents We developed e-bims because a facilities management company required building information to be updated, stored and maintained in a centralised, accessible location. We have now launched the e-bims service nationwide as it has become invaluable to our existing clients. E-bims is a service to provide a secure on-line searchable central database for all of your buildings’ critical documentation and ensure your information is kept up-to-date. E-bims uses powerful OCR engines to scan and read files, including rastered PDFs, which enables the documents to be fully searchable. E-bims is an affordable, exciting new tool for facilities managers to retrieve their building documents through simple yet powerful search combinations. E: W:

▲ Flowcrete develops management service

▲ Toshiba’s VRF AC system sets standard

Flooring manufacturer Flowcrete UK has developed a project management service, drawing on 30 years’ experience in the flooring industry and its network of approved flooring contractors. Isocrete Project Management offers a singlesource route, extending from the initial project consultation process, through to warranty and aftercare. Just months after its introduction, the service is already proving to be of major appeal to both main contractor and end-user client. Operating throughout the key stages of a project, the management process offers a bespoke service from initial consultation, product specification, product manufacture and logistics management, through to product installation from a trained Flowcrete approved contractor. W:

Toshiba’s latest generation of super heat recovery VRF air conditioners, the SHRM-i series, is the most efficient on the market at part-load conditions. The new Toshiba system boasts a world-beating EER of 6.02 and COP of 5.63 at 50 per cent load (8hp unit). This translates into a Seasonal Energy Efficiency Rating (SEER) of 8. Unlike other makes, which share inverters between compressors, Toshiba uses up to three super efficient DC twin-rotary compressors in each outdoor unit, with dedicated vector-controlled inverters. The advanced technology results in a starting current of just 1 Amp per system, a big advantage where the power supply is restricted. E: W:

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Call Carly Gregory on 020 7324 2755 or email For full media information take a look at

Meet et the Team: Danny Woodcock

Alex Sutherland

Patrick Farrelly

d Richar ffe i l c t i r B

Richard Britcliffe

Contract & Interim 0121 5000 01 012 121 21 45 450 450 0 500 5 0 / 00

Richard looks after our Contract & Interim Division. He focuses on 3 key areas:

Interim assignments Contract positions Temporary workers Richard trained and worked as a Quantity Surveyor before moving into recruitment a number of years ago. He has always looked after interim and temporary roles and operates throughout the FM market, working with End Users, Service Providers and Managing Agents. He looks after roles at all levels from temporary Engineers to interim Directors.



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Customer Business Director UK Portfolio Johnson Controls Global WorkPlace Solutions is a leading global provider of integrated facilities and corporate real estate management. We are recruiting a Customer Business Director for one of our client accounts in the technology sector.


natural choice

The successful candidate will be accountable for the delivery of service and service level agreements for the client across the UK portfolio. This position will drive forward continuous LPSURYHPHQWLQQRYDWLRQDQGFKDQJHWRWKHEHQHĂžWRIWKHFOLHQW and Johnson Controls, whilst delivering excellent customer service and providing plans for synergy and savings year on year as well as identifying growth opportunities.

in FM recruitment

The successful candidate will have proven leadership experience gained in Facilities Management in a corporate environment in the direct delivery/or management of critical environments along with an ability to operate at a strategic level. Proven H[SHULHQFHLQFRPPXQLFDWLRQDQGLQĂżXHQFLQJDGLYHUVH customer base to achieve positive results is required as is budgetary and P&L management of up to ÂŁ40 million. If you are interested in the above vacancy please visit our website and apply online, or email your CV to quoting the vacancy reference number 087327.

To ďŹ nd out how you can beneďŹ t from working with Eden Brown, contact us today on 0845 4 505 202.



Senior Manager, Estates and Facilities Location: London Salary: from ÂŁ41,410 to ÂŁ51,510 per annum plus excellent beneĎ?its

Arts Council England champions, develops and invests in arĆ&#x;sĆ&#x;c and cultural experiences that enrich people’s lives. We support a range of acĆ&#x;viĆ&#x;es across the arts, museums and libraries - from theatre to digital art, reading to dance, music to literature, and craĹŒs to collecĆ&#x;ons. We are looking for an experienced Senior Manager to lead our Estates and FaciliĆ&#x;es team who support our nine oĸces across England. You will be joining the organisaĆ&#x;on at a Ć&#x;me of signiÄŽcant change, with a newly restructured team and a requirement to make administraĆ&#x;on savings across our property porĆžolio. Your main responsibiliĆ&#x;es will be to lead on the development and management of the organisaĆ&#x;on’s property porĆžolio, overseeing the sourcing of new oĸce space and disposing of old oĸce space as required, and leading on the delivery of any capital improvements to new and exisĆ&#x;ng oĸces.

Skills and knowledge required include:

Key responsibiliĆ&#x;es include:



To apply, please visit


• • • •

developing and delivering a property strategy for the organisaĆ&#x;on liaising with key stakeholders including the Government Property Unit delivering our sustainability strategy leading on our business conĆ&#x;nuity plans leading on our health and safety policy managing our estates and faciliĆ&#x;es team

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• • •

a comprehensive knowledge of property management issues including related qualiÄŽcaĆ&#x;on e.g. degree level or equivalent qualiÄŽcaĆ&#x;on in surveying, architecture, estate management or other equivalent discipline a track record in leading and delivering complex naĆ&#x;onal projects and partnerships a proven track record in managing mulĆ&#x;-disciplinary professional teams strong ÄŽnancial management, budget interpretaĆ&#x;on and business planning skills highly developed leadership skills with proven experience of leading, supporĆ&#x;ng and mentoring teams

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21/02/2013 15:41


NEWBURY COMPETITIVE SALARY Downe House is one of the country’s leading full boarding schools for girls aged 11 to 18, located just outside Newbury, amongst 110 acres of beautiful wooded parkland. With the objective of taking every girl on an incredible learning adventure, we take great pride in offering a warm, welcoming and wonderfully nurturing environment. A school with strong educational and pastoral traditions with a reputation for excellence that goes back over 100 years.

The Position

The Individual

• • •

To lead on the Estates Strategy, aligning it to the School’s Strategic Development Plan. To include leading on the ten year plan to improve building facilities in an innovative way. To be responsible for overall day to day management of the estate ensuring that the School environment is safe, secure and attractive whilst continuing to drive improvements to the estates, facilities and catering and other services. To manage a range of external contracts to ensure that services are delivered to the agreed level and provide value for money. To take responsibility for capital projects and to have overall responsibility for the operations budget. To ensure that the School estate complies with relevant Health and Safety legislation and ensure that statutory testing of assets and facilities is carried out and recorded to set timescales.

• • • • • •

A corporate member of a relevant body (RICS, BIFM CIOB, RIBA etc) and able to demonstrate continued professional development. Director level leadership experience with a practical ‘hands on’ style of management. Appropriate expertise and knowledge to lead the estates, maintenance, catering and housekeeping departments within the School. Projects experience with a track record of successfully delivering innovative solutions. The ability to prepare business plans and specifications for procurement/tender exercises. A strong collaborative working style and the ability to build excellent working relationships, and work harmoniously as a member of a team. A confident approach and the ability to communicate effectively both orally and in writing at all levels.

For more information contact Richard Parrett on +44 (0) 20 7318 5869 or quoting 89828. All applications will be treated in confidence. Direct applications will be forwarded to Macdonald & Company. Closing date 15th March 2013.

People make the difference. We connect you to that difference.

Lead strategic change across central London

Head of Facilities Management SUSTAINABILITY & SERVICES ENGINEER The British Antarctic Survey (BAS), part of the Natural Environment Research Council, conducts a world-class programme of scientific research and ensures that the UK enjoys a leading role in Polar affairs. We are now looking to recruit a Sustainability & Services Engineer to manage and development of sustainable energy systems, energy efficiency and energy awareness on all Antarctic Research Stations and in Cambridge. Qualifications: BSc or equivalent in Engineering/Mechanical Engineering/ Electrical Engineering Salary: Salary will be in the range of £26,450 to £29,710 per annum. We offer a generous benefits package including a defined salary pension scheme, free car parking, flexible working hours and 30 days annual leave. On-line application forms and further information are available on our website at These are also available from the Human Resources Section, British Antarctic Survey, High Cross, Madingley Road, Cambridge, CB3 0ET. Tel: (01223) 221508. Please quote ref no: BAS 30/13 Closing date for applications: 10 Mar 2013 Interviews are scheduled to be held on 26 March 2013 We welcome applications from all sections of the community. People from ethnic minorities are currently under-represented and their applications are particularly welcome. You will need to be physically capable and medically fit to work in Antarctic conditions.

FM New appoints280213.indd 045

Based Kensington & Chelsea Salary up to £91k plus benefits This role is unique. Our client is looking for an exceptional individual with the vision and leadership to make this groundbreaking opportunity a success. Our client is bringing together resources from three London Estates, Westminster City, Hammersmith and Fulham and the Royal Borough of Kensington and Chelsea in order to deliver a unified property service and as a result make significant efficiency savings. The unified entity will deliver £200 million of services over 10 years through a single supplier. You will be instrumental in ensuring the success of this new and unique service which will manage 500 operational properties, supporting 10000 employees. You will do this by inspiring and leading a team of client and supplier staff; by having the right strategic approach and by having an appreciation and ability to manage the needs of a variety of key stakeholders. There is also the real possibility of developing and growing the business and our client will need confidence in your ability to win work. To find out more, please visit quoting reference: GS14733. Alternatively, for a confidential discussion contact David Slatter on 0121 644 5704 or Martin Tucker on 0207 426 3960 at our recruitment partners GatenbySanderson.


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NO 2



THE BRICK COUNTRIES It may just be a Danish Children’s toy from the 1940s but it seems that professionals all over the globe continue to embrace the real world application of Lego. We reported last June about a presentation in which 9,000 Lego bricks were used to recreate the Yee Man building in Hong Kong (they thought it would be more lively than a Powerpoint presentation). Then there’s the 65-foot tall church built from Lego in Enchede in the Netherlands – not in the Dutch version of Legoland, but on an ordinary street corner. And now, at this month's MIPIM conference we find that professor and architect Winy Maas, founder and director of the MVRDV architectural practice in Rotterdam and director of The Why Factory, has fashioned nine three-metre high skyscrapers to rise up during the four days of the show. “Porous city – Open the tower” uses Lego towers to explore futuristic concepts of urban design, and will "act as visual support to debates on the new processes and the role of research in Europe’s urban future".

The Raspberry Pi looks nothing like a computer, more the love child of a matchbox and a circuit board. But a computer it is, and an increasingly popular one at that. Born in 2006 as a low cost option to allow youngsters to learn about computer programming, the Pi has since seen its popularity boom as more diverse uses have been found for it. The credit-card sized device can do pretty much anything a full-size PC can do, but at a fraction of the cost in terms of capital, energy usage and desk space.

Once the preserve of the kind of techno-geeks who customised it to build phone-operated coffee machines and two-inch arcade games, the Pi is now infiltrating the business world. Z Wave, for instance, has used the Pi as the basis for the RaZberry. This Pi variant acts as a bridge between systems, allowing users to send messages from a phone to a door, telling it to open, or to the lights turning them to switch on or off. Companies can connect to more than 700 interoperable Z Wave products including lighting, heating and security controls. The FM potential is intriguing. Users will be able to operate these systems from their tablets, smartphone, browser, HDMI device or the cloud. No special expertise is required, and the Raspberry Pi provides a simple, cost and energy efficient option for its users. With cost control and innovation two seemingly incompatible requirements, could low-cost products like the Pi find a role in FM-related equipment?

WHISTLE WHILE YOU WORK THE ROOM Pity the man tasked not just with chairing an FM conference, but with getting the assembled throng to their seats. It's no picnic at the best of time, but FM Guru's Martin Pickard does not mess around. For the third Workplace Futures event in a row, Pickard resorted to a loud, piercing whistle to attract – indeed, startle – delegates to break away from their networking. What's more, this is not

the same whistle year after year. Starting with a referee's whistle and moving on to a train conductor's whistle last year, the 2013 instrument of choice was a dog whistle. It's one of those highly effective pieces of event management theatre that only someone truly steeped in the practical considerations of FM could pull off. Next year? We're betting on 'klaxon', but anything's possible.

"You can never map it all out. Things just kind of happen around you, and suddenly you’re the right person at the right time" FM consultant David Burnett, who as part of Procord helped to kick-start FM outsourcing in the UK, revels in the diversity of the profession



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Five TOP reasons for you or your staff to attend 1. A solid base for your development before intermediate and advanced levels. 2. Our flagship course & a de facto recognised standard in FM training 3. Can lead to level 3 qualifications in FM 4. We take you on a valuable site visit to demonstrate FM in action 5. It’s a great opportunity to network Runs monthly, next few dates: 12-14 Mar (London); 16-18 Apr (London); 14-16 May (Edinburgh)

MARCH COURSES 19-21 20-21 21

The Professional FM 1 [Intermediate] Security Management Essential Communication Skills

APRIL COURSES 8-11 16-17 16-18 16 17-18 17-18 22-26

NEBOSH Level 3 National General Certificate in Occupational Health & Safety - WEEK 2 Managing in an FM Outsourced Environment Understanding FM [Foundation] - can lead to optional level 3 qualifications in FM Introduction to Catering Contracts Making Catering Contracts Work EffectiveSpace Planning Management Development - ILM Level 3 Award in Leadership and Management

For dates, prices or a detailed programme call 020 7404 4440

+44 (0)20 7404 4440

Telephone |



FMW. 38


18/02/2013 16:53

Space Air has a dedicated R-22 replacement advisory team and hold over 4,000 genuine Daikin parts.

Repair or replace? Space Air, independent distributors of Daikin Europe, can provide the solution to your R-22 phase-out programme. Supplying Daikin air conditioning and heat pump technology since 1980, we can select from over 650 models, from a 1kW split system to a 2MW chiller including direct replacement equipment where existing R-22 pipe work can be retained, we also hold stock over 4,000 genuine Daikin parts. The chances are, if you already have Daikin air conditioning, Space Air were involved in the original system and would retain all the project information including on-site controls and accessories, and any templates from your project.

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

FMW. 2

No bo dy k n o w s D aikin be t t e r

18/02/2013 10:29

2013-02-28 FMW  

2013-02-28 FMW