THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 6 JUNE 2013
Good FM leadership is all about communication
WALKING THE TALK
r u yo ow k o ts n o B ke tic The must-attend event 14 OCTOBER, GROSVENOR HOUSE HOTEL Who will be recognised for their facilities management excellence, innovation and inspiration? Join over 1,300 facilities management professionals and see the winners crowned at the networking event in the FM calendar. CONFIRM YOUR TICKETS OR TABLES TODAY HEADLINE SPONSOR
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VOL 10 ISSUE 11 6 JUNE 2013
6 | BIM in the supply chain
20 | Leadership in FM
26 | Arson
6 Poor EPC-rated buildings could be ‘unlettable’ by 2018, warns report 7 Whitehall shaves 5 per cent off building running costs 8 Project of the Fortnight: Tate Modern is soon to be heated by excess electricity 9 Think Tank: How much time do you spend looking at e-mails on a daily basis? 10 Business news: Graeme Davies sees construction as a drag for multi-service firms 11 Nick Buckles leaves as G4S chief executive as revenue rises 12 BIM is under-used by the sector, according to a recent report
14 Perspective of a facilities manager: John Bowen reflects on the fresh talent in the FM sector 15 Five minutes with managing director of Broadgate Estates, Steve Whyman 46 No Two Days
28 | Legionella
RIBA Plan of Work: Martin Read analyses the changes to RIBA’s long-established planning process, and finds that FM has an integral role
Leadership: Of the FM’s skills, communication is perhaps the most vital. Adam Bernstein looks at the importance of communication to leadership in FM
Arson: Deliberately starting fires can put lives as well as property at risk. Tim Kempster explains what an FM can do to handle the problem
Legionella: Now that the risks of legionnaire’s disease are well-known, Sue Sharp asks why this hasn’t translated into a reduction in reported cases
Slips and Trips: Easily preventable accidents, such as falls, caused by wet floor surfaces, are still too common, argues Trevor Horsley
MONITOR 33 Legal Update: Focus on changes to personal injury legislation 34 Technical: Health and safety signage in the workplace 35 How To: Ensuring the identity of cleaning staff on site 36 Technical: Asset management and the PAS 55 standard 37 Insight: Market intelligence
REGULARS 38 41 42 43 44
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04| 6 JUNE 2013| FM WORLD
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n Australia, a former IT specialist is claiming to be Jesus Christ reborn. Apparently, the son of God has clear memories of his crucifixion and sundry Biblical-era events. He remembers, for instance, bringing Lazarus (“a friend of mine”) back from the dead. Oh yes, and his wife’s name is Mary Magdalene, apparently. Jesus – earth name Alan John Miller – runs a religious movement known as the Divine Truth. He also holds seminars. Seminars! That must beat the hanging, drawing and quartering he would surely have suffered had he chosen to come back to us just a few hundred years ago. 2,013 years is a long time, and it’s a story broke during a period in which I’ve had personal cause to consider just how ‘long’ time is. It’s made me calculate, for instance, that I’ve been on this planet for approximately one fortieth of the period between Jesus’s first death and today. By time being ‘long’, I’m talking about the feeling that real and lasting change can take an age to occur while all around real life continues at its typically frenetic pace. Only when you pause to take stock do you realise just how much has elapsed. It’s incredible, for instance, to think that London 2012 was nearly a year ago. In the workplace, there are plenty of theoretically seismic changes that are taking their own sweet time in arriving. When you look at the changing City of London skyline with its iconic new office blocks, it’s difficult to square all that new office space with the perceived wisdom that flexible and/or agile working could make white elephants of them all. If you consider that the government’s own estate has been cut by 15 per cent in the past couple of years, what on earth will be the effect when the private sector catches up? Ah, but time is long – and ways of working can take an age to change, no matter how seemingly compelling any fresh new alternative may seem. Video conferencing has been with us for two decades, but even now that we can do it on our own smartphones, is it really the dramatic change in working practice it was always billed as? People also now work from home or in third spaces; has the impact on office space truly been as profound as that suggests? In truth, any impact will vary dramatically from organisation to organisation and workstyle and workstyle. There’s a lot of compelling rhetoric about agile working. But while there are many seemingly fundamental changes to how we live and work that are discussed at length, the short-term reality is often limited to relatively few colourful if high-profile examples. In truth, it can take a generation to change the habits of a generation. Back to the present, and it’s time for us to visit the Royal College of Physicians to report on ThinkFM, the BIFM’s annual conference. If you’re going, congratulations – it’s going to be a great event. We’ll see you there.
“Ways of working can take an age to change, no matter how seemingly compelling any fresh new alternative may seem”
FM WORLD |6 JUNE 2013 |05
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Time ticking for poor EPC-rated buildings Around 17 per cent of commercial buildings could be unlettable by 2018 under new Energy Performance Certificate (EPC) regulations, warns an environment and engineering consultancy. Provisions detailed in the Energy Act make it mandatory for commercial properties with a poor EPC rating – ‘F’ or ‘G’ – to be brought up to ‘E’ or higher before they can be let. EPCs, which became mandatory in 2008, are needed whenever a property is built, sold and rented, and are valid for 10 years. The certificate contains information about a property’s energy use and typical energy costs and recommendations about how to reduce energy use and save money. Consultancy WSP Group said it has analysed more than 4,000 EPCs it has undertaken since the rating became obligatory. The company found nearly one in five buildings were rated F or G. Also, if E-rated buildings were included in being not of an acceptable standard for letting, then the potential failure rate would rise from 17 per cent to 35 per cent, it noted. The failure rate could be increased further as the benchmarks for ratings change, WSP said. “EPCs are benchmarked by building regulations that are continually updated and revised, meaning that even ‘safe’ ratings such as ‘E’ and ‘D’ may not meet the standards required in 2018,” a statement said. Daniel Grandage, associate director at WSP, said the danger is that unaware commercial property
06| 6 JUNE 2013| FM WORLD
owners will lose income if they don’t keep on top of changes to EPC ratings. “Although the regulations will not come into force until 2018, they are already having an impact with buyers now looking to invest in D-rated assets or above,” said Grandage. “It shows just how important it is to understand the risks that face your portfolio so that you can be prepared and take action.” Boosting an EPC rating doesn’t necessarily entail a huge outlay of capital, said Grandage. Upgrading to more efficient lighting will often have the biggest effect on ratings. Also, just keeping better, more detailed information on a building’s equipment and changes to it and
Pane crazy: buildings that waste a lot of energy could be ‘unlettable’ by 2018
the shell can improve ratings, he said. “Many older EPCs created during 2008 and 2009 are of lesser quality and use default values where efficiency values couldn’t be sourced, which can mask the true rating of the building. “Furthermore, the rules, conventions and quality assurance were less developed than they are today, and many older EPCs do not truly reflect the actual condition of the building. The question you need to ask yourself is, if they
were re-run in 2018, would they stand up to the inevitable scrutiny of a potential investor?” In November 2012, FM World reported on research published by Jones Lang LaSalle (JLL) that found buildings with a poor EPC rating might, in reality, be more energy efficient. The report, produced in conjunction with the Better Buildings Partnership (BBP), emphasised the importance of measuring and achieving reductions in energy consumption.
FM supply chain is missing out on BIM benefits Potential building occupiers and FM providers are not taking full advantage of how building information modelling (BIM) could improve an asset’s running costs, according to a new report. Occupiers are missing out on lower costs ‘because they have a low awareness of BIM and poor access to BIM data’. The result is low levels of cross-disciplinary working within the FM supply chain and other organisations to drive down running costs, according to the report BIM for Commercial Office Buildings. Research into the uptake of BIM within the commercial office sector was undertaken by architecture firm HOK, a global business that has adopted BIM. According
Leadenhall Building (centre)
to the report, published by the British Council for Offices, BIM is transforming how buildings are designed, constructed and operated. This “de-risking of construction” is where the greatest value of the BIM process occurs, notes the report. BIM delivers co-ordinated design at an earlier point in the process, significantly reducing
uncertainty in the construction phase, allowing faster construction with less waste of material and time. However, the researchers claim that the potential for BIM to add value across later phases of commercial office development is not happening. A number of groups are missing out because they are not getting access to the threedimensional modelling and resulting data that projects life-cycle costs. The report is based on interviews and focus groups of users of BIM. It includes case studies on the use of BIM at developments including the Leadenhall Building (pictured) and Great Portland Estates’ 240 Blackfriars Road, both in London. www.fm-world.co.uk
BRIEFS Researchers sound alarm
Whitehall shaves 5% off building running costs The government cut the total area of the civil estate by 5 per cent last year and saved around £200 million in future annual running costs, according to a Cabinet Office report. Last year’s running costs for the estate, which totals 9.2 million square metres (35 million square feet) were down by £36 million to around £3.14 billion, according to State of the Estate in 2012. Savings were made by exiting buildings that were leasehold and freehold, and those funded through the private finance
initiative, including leaseholds. Carbon emissions fell by 12 per cent, “leaving the estate on course to meet the Greening Government Commitment for a 25 per cent reduction over 2009/2015”. During 2012, the estate fell from nearly 9.7 million to 9.2 million square metres, meaning the estate is 25 per cent smaller than in January 2008, the report noted. The cost of office space, including rents, rates and overheads, was on average £409 per square metre. In London, it
averaged £867 per square metre. “The cost of space across the estate is 3 per cent less than the private sector, while London offices are also less expensive than comparable private sector offices in terms of type and location.” The Department for Work and Pensions has the largest office area, at 1.72 million square metres, down from 1.8, with running costs nearly £744 million. The Cabinet Office area shrank 12 per cent, from 110,500 to 97,000 square metres. Running costs were £29.1 million.
Leicester to revamp schools under BSF programme Leicester Miller Education Company (LMEC) has signed contracts on 13 schools in the Leicester Building Schools for the Future (BSF) Programme. The work, already underway for Leicester City Council, will cost around £139 million in construction and installation of information and communications technology (ICT) systems, according to LMEC. LMEC is a partnership between Miller Construction, Leicester City Council, Semperian and BSFi. It will manage the projects that contain a mix of new-build and refurbished secondary and special educational needs schools. Miller Construction is the main contractor for the design, build and www.fm-world.co.uk
refurbishment of all 13 schools, while Capita Managed IT Solutions is providing ICT services. “We have either completed or are on-site with eight schools in the programme,” said Chris Webster, chief executive of Miller Construction. The contract is delivering Leicester’s biggest ever investment
in our schools, said councillor and assistant city mayor Vi Dempster. Building Schools for the Future was set up in 2004 by then prime minister Tony Blair to rebuild or refurbish every secondary school in England over a 15-20 year period. But the BSF programme was deemed inefficient and financially wasteful by the incoming Tory coalition government, which eventually cancelled BSF in 2010. BSF projects, which had not achieved the status of financial close, did not go ahead, meaning that 715 school revamps already signed up to the scheme did not proceed. But 123 academy schemes were reviewed on a case-by-case basis.
Sound and temperature are the two most important factors that lower the productivity of office workers, an academic study has found. The three most annoying noise sources were conversation, phones ringing and machines, according to the research by two researchers in the Department of Building Services Engineering at Hong Kong Polytechnic University. The survey sample was 259 office workers in 38 airconditioned offices in Hong Kong, where the subjects completed questionnaires themselves. Air quality, office layout and lighting also affected productivity to a lesser degree than sound. The findings have been published in a book, The Effect of Sound on Productivity by CM Mak and YP Lui.
Aramark finds the net FIFA and the Local Organising Committee of the 2014 FIFA World Cup in Brazil have appointed Aramark and Convivas Brasil to provide food and beverage services. Convivas Brasil is a jointventure between Chime Sports Marketing, Golden Goal and the German hospitality business Convivas parent company. Aramark and Convivas Brasil will manage concessions catering at the six FIFA Confederations Cup stadia in June next year and the 12 stadia to be used for the World Cup, starting in June 2014.
Lindley extends run Lindley Venue Catering has secured an extended 10-year, £18 million catering deal with Watford FC, just one year into a four-year contract at the club. The partnership will see Lindley continue to provide catering hospitality, sales, marketing and event management services through to the 2023-24 season. The contract also includes a complete refurbishment of the club’s Vicarage Road stadium. Lindley currently provides catering at a number of clubs, including Tottenham Hotspur. FM WORLD |6 JUNE 2013 |07
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PROJECT OF THE
FORTNIGHT NEWS BULLETIN
Asbestos mismanagement costs firm £80,000
Excess heat will be recycled from a nearby substation to heat the Bankside gallery
Tate’s art-warming story London’s Tate Modern art gallery is getting ready to receive its heating from excess heat recovered from high-voltage transformers at a local electricity substation. The engineering project takes heat recovered as a by-product of the operation of new equipment at UK Power Networks’ £60 million refurbished Bankside electricity substation. The substation converts 132,000 volts down to 20,000 volts and 11,000 volts, with heat dissipating into surrounding air. However, pipes have been installed to capture and recycle the heat for use in the adjoining art gallery. The refurbished substation is the only remaining operational part of the former Bankside Power Station since it was rebuilt as Tate Modern. But since 2005, UK Power Networks has been replacing transformer equipment in the building with smaller kit, which has released half the building for use by the Tate as gallery space. UK Power Networks installed new transformers, 118 panels of high-voltage switchgear, nearly 12 miles of high-voltage cable and 24 miles of signal cables. More than 1,200 tonnes of metal and 150,000 litres of oil were recycled. The project is the first for UK Power Networks, delivered in conjunction with building services engineers Arup and the Wilson Transformer Company. The project also won a Re-engineering London award in March at the Institution of Civil Engineers. Arup estimates the system could provide around 7,000MWh of heat annually to the Tate Modern’s new building set to open in 2016. Savings could be around 1,400 tonnes of CO2 emissions a year compared with conventional gas-fired boilers. Paul Dyer, UK Power Networks’ transformer specialist, said such a project can work only where the substation is close to the building. “One of the barriers to implementing heat recovery on a wider scale is initial capital costs,” said Dyer. “However, the hope is that as more of these projects are developed, the costs might be reduced.” 08| 6 JUNE 2013| FM WORLD
A decorating company has had to pay out more than £80,000 after exposing staff and members of the public to potentially fatal asbestos material. MJC Decorating and Refurbishing of Sutton, south London, was fined a total of £45,000 and ordered to pay £36,943 in costs after pleading guilty to three breaches of the Control of Asbestos Regulations 2006. The incident happened during a refurbishment project at offices in Sentinel House, Nuffield Industrial Estate, Poole, over several weeks in 2009. Bournemouth Crown Court heard that the company began removing ceilings at the two-story block without carrying out a suitable survey in advance to determine whether asbestos was present. Health and Safety Executive (HSE) inspectors found widespread contamination and spread of asbestos both inside and outside the building, according to a statement from the HSE. Investigations revealed that some material removed from the site as non-hazardous may have included asbestos-containing materials. As a result, four employees and 14 agency staff working under the control of MJC were exposed to asbestos dust and fibres, which can cause respiratory problems and even incurable lung diseases.
CarbonBuzz revamp aids energy benchmarking The latest version of the CarbonBuzz energy efficiency and consumption benchmarking online tool has been launched. The original CarbonBuzz platform was launched in 2008 as a transparent benchmarking methodology. The online platform enables architects and engineers to monitor their projects, make performance forecasts and measure energy use. Users of the site can record, share and compare the real energy use of their building portfolios and track energy use of existing buildings, refurbishments and new build projects. A second round of development funding from the Technology Strategy Board was secured in 2009 for a further three-year development of CarbonBuzz. The new platform allows users to store annualised energy records to capture year-on-year energy consumption of buildings. Both an anonymised database and published datasets can be filtered and reports generated to assess the energy consumption of projects and portfolios. CarbonBuzz is supported by the Chartered Institution of Building Services Engineers (CIBSE) and the Royal Institute of British Architects (RIBA), with development led by Aedas R&D.
Balfour to build Sheffield Uni’s engineering hub Balfour Beatty has been awarded a contract worth nearly £50 million to build Sheffield University’s engineering hub building. Work on the Jessop East site is expected to begin this year, for occupation in 2016. “The new engineering building is a critical development for the university, forming the centrepiece of our development plans over the next decade,” said Keith Lilley, Sheffield University’s director of estates and facilities management. Balfour is already undertaking a £20 million redevelopment of the students’ union building, set for completion in September. The university is expecting 1,600 additional engineering students by 2020, as well as around 400 more engineering staff. Last month, Sheffield University announced that the Royal Academy of Engineering had chosen it as one of four academic Centres of Excellence in Sustainable Building Design, along with University College London, Herriott-Watt University Edinburgh and Loughborough University. www.fm-world.co.uk
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WE ASKED 100 FMS…
One hour or less 15%
Four or more hours 35%
Two hours 17.5%
How much accumulated time do you spend in your e-mail account, per day? Whether e-mails are a curse or a blessing, two-thirds of FMs spend three or more hours a day checking them, FM World’s latest poll shows. Only 15 per cent of respondents said they spend one hour or less attending to electronic post daily. An FM consultant, who spends around two hours, said it allows him “to work on many projects simultaneously and email is the most effective way of communicating”. He said he also uses LinkedIn, Skype, Twitter and that old standby, the mobile phone. E-mail isn’t to everyone’s liking: “I hate it”, said one respondent. “The original use of email has been lost and now it’s treated like an instant message.” He figures that one five-minute
conversation between three people has the communication power of sending 10 emails throughout the day. “I have mandated to my direct reports for them ring me if they have a question and I will answer it. Don’t email me. If they do, it will take me longer to reply.” Another respondent said “instant communication stops people thinking for themselves” and they rely on being told what to do via e-mails. “If people can’t get hold of you they resolve minor issues that they would otherwise bring to your door,” he said. “So don’t think the world will stop without you and start enjoying a work-life balance.” The situation is “sad, very sad” for one FM. He will turn off his
Three hours 32.5%
mobile phone before going to sleep at night, but must check his e-mails on his phone before getting into the car in the morning. But a word of caution if you are thinking of being dilatory about e-mail responses. “How fast is often one way clients judge the efficiency and customer services of an FM team,” he said. “An e-mail puts their mind at ease that action is being addressed, although not always indicative of a task completed.” It also seems litigation and accountability have made e-mail a defensive tool, explained one
respondent. “Most businesses could benefit from reducing e-mail traffic, which would also solve some of the storage issues.” An e-mail addict, who admits he has to read his work messages while on holiday, overcame the urge last year and turned off his e-mail system for a week. But he confessed it was “not so much to stop reading them, but to avoid the prohibitive data charges abroad”. Join the FM World Think Tank LinkedIn group by visiting www.tinyurl.com/fmwthinktank
BSRIA chief plans spring 2014 exit Andrew Eastwell, chief executive of building services consultancy, test and research organisation BSRIA, is stepping down next year. Eastwell said the search is now on for his successor and there appears “plenty of enthusiasm and talent around” for the job. BSRIA, owned by the Building Services Research and Information Association, was founded in 1955 as the Heating and Ventilating Research Council, later to become the Heating and Ventilating Research Association. In 2011-12, the organisation had a turnover of £11.7 million and now employs around 180 people at its head office in Bracknell, Berkshire. “The recent sudden rush to meet legal energy targets for buildings has, quite rightly, focused on reducing demands, re-using heat and cold and www.fm-world.co.uk
set up the subsidiary BSRIA Business Consulting in Beijing. It also owns market research business Proplan to develop market intelligence in controls, fire protection and security. BSRIA’s research has included how a building’s occupier can interface with architects and Andrew Eastwell, BSRIA chief executiveA building services designers. It published a guide in 2011 on how to ensure a “soft landing” for new and refurbished buildings. supplying what remaining BSRIA’s The Pitstopping Guide demand there is with low-carbon, explains how construction teams highly efficient devices,” said can periodically reconsider critical Eastwell in a statement. design issues by focusing on “Just for a little while, we have issues of usability, manageability taken our eye off the IAQ [indoor and maintainability from the air quality] ball. It is time to perspective of the end user. re-focus efforts to make sure that It is specifically designed in our aims to be energy meagre, to run within the Soft Landings we don’t swap one set of Framework (BG 04/2009), a problems for another.” form of graduated handover BSRIA has offices in France, for new and refurbished buildings. Spain and Germany and, in 2008,
Soft Landings activities will assist in gaining credits under BREEAM 2011. Last year, BSRIA updated its guidance on identifying and maintaining a building’s assets. The 46-page Condition Surveys and Asset Data Capture replaces Condition Survey of Building Services AG 4/2000 and is aimed at those who have the responsibility for maintaining buildings. Also last year, BSRIA published an asset management audit guide that replaced two BSRIA publications: Operation and Maintenance Audits (AG 24/97) and Toolkit for Building Operation Audits (AG 13/2000). There are two parts to the new guide, including a guide to the audit purpose, plan and process, and a toolkit using Microsoft Excel. FM WORLD |6 JUNE 2013 |09
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Construction is a drag for multiservice firms GRAEME DAVIES email@example.com
Despite government attempts to bolster the construction sector – and indeed exhortations from the International Monetary Fund for the UK government to accelerate some of its infrastructure projects to boost the economy – conditions on the ground still appear to be pretty grim indeed. It is almost three years since George Osborne talked of releasing billions in investment into new infrastructure projects around the country in a bid to give the economy a lift, but progress has been achingly slow. The figures
coming from the sector are desperately low, with output languishing 38 per cent below its peak. And what business there is remains highly sought after, which means increasingly desperate contractors are competing on price, driving down margins in the process. Companies that provide services to the construction sector, such as mechanical and electrical contractors, have had it particularly tough, as companies towards the bottom of the food chain always do in recessionary times. While the heavy lifting work may be beginning on those
projects that have broken ground, the fit-out work that typically comes the way of such contractors still remains some way down the line. For some, the waiting can go on no longer. In recent weeks, we have heard from two goodsized players in this market of their intention to scale down operations. Emcor UK, subsidiary of US giant Emcor, recently told FM World that it was closing down its construction business due to UK market conditions and that it will focus purely on FM from now on. And Mitie said it was winding down its mechanical and electrical services operations because margins no longer justified its continued existence, although it will continue to offer services where they are already contracted alongside related FM services. These two examples, of companies with strong enough
NEW BUSINESS Willmott Dixon has won a £16.7 million contract to upgrade and add to Knole Academy in Sevenoaks, Kent. The construction group, working with architect Hunters, will refurbish accommodation to expand the range of curricular and extra-curricular opportunities for the 1,550 students, including 350 in the sixth form. Support services group Mountjoy has won a £3 million contract at Portsmouth International Port. Under the 10-year deal, Mountjoy will supply responsive, planned and preventative maintenance to the port, the UK’s busiest for the western channel and 10| 6 JUNE 2013| FM WORLD
second busiest cross-channel ferry port. The contract award is worth £300,000 a year until December 2022 and is an extension of Mountjoy’s contract with Portsmouth City Council for housing repairs and maintenance. Jamie Oliver’s catering company Fabulous Feasts has become sole public caterer at Lord’s cricket ground. Under the three-year deal, the firm introduced eight new food outlets at the first test match between England and New Zealand on 16 May. Contract caterer Creative Taste has won a six-year contract with Dulwich
Picture Gallery in London. Creative Taste will operate Dulwich Picture Gallery Café and provide hospitality for events. Creative Taste MD Adrian Willson said the £3.8 million deal is the first for the firm under its new branding. The company is part of Mitie. Securitas Security Services has won a contract with Marks & Spencer to provide security services across all of its UK and Ireland stores. The contract, previously held by Mitie, will see Securitas provide over 700 retail security officers and mobile CCTV vehicles. Securitas is also the preferred supplier of security solutions to Marks & Spencer, globally. Contract caterer Amadeus has won a three-year deal with Birmingham’s new library, a major construction project that cost nearly £190 million. Under the £2 million deal, Amadeus will operate the library’s two cafés, as well as provide meeting room refreshments when the building opens in September.
balance sheets to withstand tough times, suggests that conditions must be particularly tough and that smaller ‘onestop shop’ service providers must be under intense pressure, especially if their balance sheets are not as robust. The number of smaller construction and construction services businesses going out of business remains significant, five years after the credit crunch that led to the financial crisis and subsequent recession. In recent weeks, companies such as Daniel Construction in the North West, Sutton Coldfield-based Farrelly (M&E) Building Services, and Welsh supermarket builder S Dudley & Sons have fallen into administration; dozens more have laid off workers amid scarce business conditions. For larger operators such as Mitie and Emcor, restructuring businesses and refocusing to where margins and prospects are more promising is possible, but for some, this is not an option. And the current situation shows that, even for the bigger players continuing to plough on with business when margins are non-existent, just to stay in the game and keep market share, is only viable for a time before they pull the plug. Thankfully for them, the likes of Mitie and Emcor have decently performing FM businesses to fall back on and when market conditions pick up again, it will not take too long for them to re-establish themselves in the construction services market as the barriers to entry for are relatively low. But for specialist operators, the outlook still looks bleak. Graeme Davies writes for Investors Chronicle
G4S revenue rises as Buckles undone
Outgoing chief executive Nick Buckles
Security contractor G4S’ revenue rose by more than seven per cent in the first three months of this year, although the group’s operating margin slipped back. In the first three months of 2013, overall revenues grew by 7.5 per cent compared to the same period last year. Group operating margin was around 0.6 per cent lower
compared to the same period in 2012, according to a trading statement for the three months to 31 March 2013. The statement was published as G4S announced the exit of chief executive Nick Buckles, who is being replaced by the group’s recently appointed chief financial officer, Ashley Almanza. Overall organic growth was encouraging at 6 per cent, with 12 per cent in developing markets and 4 per cent in developed markets. The group’s developing markets businesses, which account for more than a third of profits, continue to achieve strong results, and their organic growth rates are expected to continue for 2013. Group margin dipped 0.6 per cent mostly because of continued challenging economic and trading conditions in continental Europe
BUSINESS BRIEFS and ongoing pricing pressure in the UK and Ireland cash solutions businesses. Margins were also affected by costs for contracts starting up in UK government sector and a £6 million charge in the African region relating mainly to the write-off of receivables. G4S was also hit by the proposed closure of 30 prisons and other cost reductions by the Netherlands Ministry of Justice. This “will have a significant negative” impact on the group’s Dutch business that provides prison staff. “For all of these reasons – and despite ongoing business improvement plans – the first quarter margin trends are expected to continue for the full year,” the statement noted. For the full story, visit www.fm-world.co.uk.
ISS net profit bounces back ISS Group has seen revenue rise by one per cent to £2.21 billion for the first quarter of 2013, compared to the same period last year. Operating margin slipped back slightly to 4.4 per cent, compared with 4.5 per cent last year. Operating profit before other items also slipped back to £97 million in the first three months of 2013, compared with £98.3 million in the same period in 2012. But the international services group reported a net profit of £8.05 million – it posted a loss of £13.2 million for the same period last year. The statement said the Denmark-based group’s operating margin was in line with www.fm-world.co.uk
expectations and was sustained by margin increases, especially in the Nordic region and some Asian countries. However, this was offset by operational challenges in some countries in Europe and the Americas and the strategic divestments of non-core activities in 2012. Western Europe, Asia, Latin America and North America delivered positive organic growth, with the Asia business continuing to have double-digit organic growth. The organic growth was mainly driven by the start of contracts with Barclays and Novartis, as well as a continued strong growth in the emerging markets. This was partly offset by a continually
Positive Q1 for Mitie Mitie Group saw its revenue and operating profit rise by more than 8 per cent for the first quarter of 2013 as it focused on higher-margin markets. According to preliminary results for the year ended 31 March 2013, revenue rose 8.4 per cent to £1.98 billion, including 5 per cent organic growth. Operating profit was up 8.3 per cent to £122 million. The group also confirmed its plans to wind down mechanical and electrical engineering contracting businesses, whose margins “were significantly below our target range”, according to a statement.
Brookwood expands Schools catering business Brookwood Partnership has acquired the education catering business of Graysons Restaurants for an undisclosed sum. According to a statement by the privately-owned contractor, the deal is part of Brookwood’s growth plans for the north of England – but will also give the company a presence in the south.
Compass faces challenge Jeff Gravenhorst, ISS Group chief executive
low level of non-portfolio services and challenging macroeconomic conditions, particularly in some European countries. Jeff Gravenhorst, ISS Group chief executive, said 2013 started well, delivering solid financial results in spite of continued challenging economic conditions.
Compass Group has reported continued revenue and profit growth in its six-month interim results up to 31 March. Operating profit for the group is £650 million, an increase of 5.3 per cent for the same period in 2012, according to a company statement. Revenue rose from £8.4 billion to £8.8 billion, a rise of 4.4 per cent. However, regional performance for Europe and Japan was shaky. Revenue fell by 3.6 per cent to £3.1 billion, down from £3.2 billion last year. FM WORLD |6 JUNE 2013 |11
FM BUSINESS IN FOCUS
THE ISSUE: Missing BIM opportunities THE INTERVIEWEE: Bill Heath, chairman of Macro International
Believing in BIM A recent survey reported here in FM World found that potential building occupiers and FM providers were not taking full advantage of BIM (where it is used), in order to improve an asset’s running costs. The FM supply chain has, the report from global architecture firm HOK said, not only poor access to BIM data, but low awareness of BIM itself. Bill Heath, the new chairman of Macro Group, agrees with the conclusion of a report published this month by the British Council
for Offices – that BIM can transform how buildings are designed, built and operated, if given the chance. It boils down to co-operation among all professions in the lifecycle of a built asset, he says. His advice to FMs is to get involved and “don’t make BIM more complicated than it need be”, he told FM World. This month, Heath took on the chairmanship of Macro Group, the FM business sitting inside construction and support services Mace Macro Group. He started Mace’s Macro Group in 2002 and set up the Middle East
operation Macro International, based in Dubai in the United Arab Emirates (UAE) in 2008. Macro International has a lot of experience co-operating on mega projects that include several thousand buildings, often being involved from design through handover and into life-cycle maintenance. Projects for Macro International include managing agent for 3,500 UAE government buildings, such as schools, mosques and warehouses and includes managing 60 subcontractors. For FM to be more innovative, it must be in the project from the start and BIM will allow this, he says. There is no point in designing innovative ideas if the asset is sitting there already built. While BIM has not been used,
Macro International’s knowledge of end-to-end work on mega projects will be brought to the table as Heath makes sure the two divisions of Mace Group – UK/Europe/North America and International – work more closely to secure global contracts. Heath says this strategy should help boost Macro Group revenue from around £73 million in 2012 to around £150 million in five years. He says it’s only a 15 per cent increase a year and do-able, even though markets are tough. But Heath admits Macro Group revenue is small beer to parent Mace Macro Group, whose revenue is likely to be around £1 billion this year. But having the construction knowledge to tap into is an advantage for the FM side of the support services group.
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Barts Health Facilities Management Barts Health NHS Trust (the “Trust”) proposes to put the provision of laundry and linen services for the Royal Hospital of St Bartholomew and the Royal London Hospital out to Tender in due course, potentially encompassing not only the Royal Hospital of St Bartholomew and the Royal London Hospital, but also the Mile End and Whipps Cross hospitals. On a temporary basis the existing sub-contract with Synergy Health (UK) Limited will be transferred to the Trust from the current service providers to ensure that there is no interruption to the service. For more information contact email@example.com
FM WORLD |6 JUNE 2013 |13
FM OPINION THE DIARY COLUMNJOHN BOWEN
“WE SHOULD COMBINE OUR EXPERIENCE WITH THE NEW IDEAS OF THE HIGH-CALIBRE PEOPLE THAT WE HAVE COMING THROUGH”
University Local Estates Authority
John Bowen is an FM consultant
L EADIN G A G EN ER AT I O N
s the facilities industry has grown in the past 20 years, we’ve learned important lessons. Now, it’s time to combine this experience with the ideas of tomorrow’s FMs
There is no doubt in my mind that FM has a great future in terms of the quality of the people that are coming through the profession these days. Having a formal qualification that our FM team members can aim at and progress through is improving the situation and I have seen good signs of the talent that we have now and for the future. But having very good people coming through is not enough in itself – we still need the focused leadership that will establish FM’s role in delivering business goals and I don’t see enough evidence
of that. Yes, there is plenty of good stuff going on within FM on both the self-delivered and supplied sides, but where are the big stories? Recently, I saw a well thoughtout project in the UK offices of a global brand, where the FM had made good use of significant influence at senior management level in order to deliver a first-class project. It was successful enough that the concept was being exported to other global offices. This success story is not the only one that I can think of where FM is embraced at board level as a
business tool. But I would be happier if I could fill pages with lists of such examples. Instead, I hear examples of FMs who tell me that they are a long way down the organisational food chain and get little or no opportunity to influence things in the way that they could if given the chance – and that concerns me. Yes, we have come a long way in establishing the FM profession over the past 20 years, but we are in danger of losing momentum. The recent announcement of a possible merger between the BIFM and other organisations encourages me to think that there is an opportunity to reinforce our position. One of the things I enjoy most about working with younger people is that they challenge my
thinking. Knowledge and experience gained the hard way is one thing, but when someone asks you why you did something a certain way and not another does make you think. Now, those of us who have been around for the past 20 years have an opportunity: we should combine our experience with the new ideas of the high-calibre people that we have coming through, who challenge our ideas, to push the boundaries. We talk about thought leadership and, despite my general loathing of inventing new terms for old-fashioned common sense, if we are truly to lead our profession towards a place at the top table of driving organisational goals, we need to not just lead and inspire the next generation, but also open doors for them.
BEST OF THE WEB Views and comments from across the web Power cuts – views on standard practice and equipment to deal with power failures? (BIFM group) Huw Thomas: You could go for anything from self-generating to dual supplies from different grids, to UPS, that will give you 24-hour standby. But it all comes down to risk and the liability you are willing to accept as a business: i.e. likelihood versus impact. Kevin Bozman: If you 14| 6 JUNE 2013| FM WORLD
are needing to support your workplace with all services then you really need to have a standby generator large enough to support all you need. Jayson Sticklings: For years now, various organisations have predicted that power cuts will increase due to demand for power in the UK outstripping the capability of the electricity supply grid. Ultimately, the financial decision to invest in the equipment will be a
balance of risk versus cost. However, I haven’t seen or heard of any increase in power cuts in the past 10 years or so. Lindsay Sharp: Unless you work in manufacturing or the emergency services, the need for continuous operation is limited. Many staff may be able to work from home and your backed-up systems should be geographically quite a way away, so less chance of both sites being affected.
Are there any multinational companies that do not outsource their operational requirements to an FM company? (The FM Network group) Franck Crosnier: I am still wondering about the statistic provided by Derrick Tate (PwC) at this year’s Workplace Futures conference: only 7 per cent of the FM market is outsourced in a format that we would recognised as integrated
FM. I accept that single service contracts can be strategic and support energy consumption reduction, for instance. However, if the low stat reflects an actual low level of outsourcing of the management part of FM, then there is a huge market for outsourcing. Patrick Jongbloet: There are quite a few that don’t even understand the meaning of integrated FM, or even FM itself, so my guess would be ‘yes’! www.fm-world.co.uk
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BEST OF THE
FMWORLD BLOGS Mitigating concerns of integrated FM solutions Sadry Cafe, Xchanging The FM market consists of a large and competitive supply base, ranging from small ‘man-in-a-van’ individual service providers to huge FM outsourcing conglomerates, such as CBRE and Jones Lang LaSalle. These latter firms deliver greater value to their customers by bundling facilities services, such as janitorial services, repair and maintenance services, and waste management into an integrated solution. The result – integrated FM – has become a common strategy for organisations with complex facilities portfolios. This approach to facilities management increases service delivery effectiveness by integrating people, process and technology. Additionally, it provides greater oversight to service providers and reduces reactive repairs cost, while increasing equipment uptime and transfers financial and operational risks to the integrated FM supplier. So surely everyone is jumping on the integrated FM bandwagon? Well, not quite. I was recently with a prospective customer who still had genuine concerns. Like many organisations, they had hundreds of providers performing similar facilities services across all of their sites. These facilities services were managed independently by site; forgoing significant opportunities to leverage spend and achieve savings for the enterprise. This led to a lack of standard requirements definition and service level agreements across sites, with the negative consequence that repair versus replacement decisions were made based on short-term factors rather than equipment performance data and repair history. Read the article in full at tinyurl.com/xchangingblog
An agile challenge Andrew Mawson, AWA Is there really a backlash against flexible working or is it just a media construct following the ‘Marissa Mayer affair’? The furore around the Yahoo CEO’s edict that everyone must get back into the office has been given another twist by Maxine Boersma’s piece on FT.com (23 May), citing everyone from the CIPD to Cranfield School of Management on resistance to flexible working. The article is an apparently carefully selected set of snippets of information, put together to create what looks like a credible challenge to the whole agile working movement. In fact, it’s an affront to the intelligence of those who have been working to overturn outdated attitudes to work over the past 20 years. But you can see what’s going on here. There are some very powerful groups who would rather the whole agile thing would just go away. As we go forward, most firms will need at least 30-40 per cent less space than now to support the same population. You can see that property industry grandees might find that a bit tough to swallow. I mean, asking the British Council of Offices whether agile working is a good idea is like asking Nigel Farage whether he’d like Brussels to have more power. I wonder if Mayer realised how helpful the Yahoo story would become as a device for explaining what happens if you go full agile without putting in the right management disciplines to replace what you had in the office? If you really want agile working to work, you can’t just allow your workforce to simply not turn up (physically or mentally) – you have to introduce a new deal and you have to put something back in the mix to make sure you don’t lose all that you have when you are together in the office. Read the article in full at tinyurl.com/agilechallenge
FIVE MINUTES WITH NAME: Steve Whyman JOB TITLE: Managing director, Broadgate Estates
The occupier base in the City is changing. The traditional view is that it’s predominantly financial institutions, but that’s changing. CrossRail will have a profound impact, opening up more central London locations to those traditionally based outside of London or down the western corridor. So rather than the City occupier base being only financial and support services, there’ll be pharmaceutical, high-tech, and others. Look at Shoreditch Tech City; it’s always been vibrant there in terms of innovation and media. Now, you’ve got technology businesses as well, and that’s driving development of the support infrastructure there. The events programmes we run for privately occupied public areas changes year on year. London seems to like farmers’ markets – they work every time. We run those at a number of our locations. Events programmes in the city vary from space to space. What’s right for Regent’s Place may not be right for Broadgate, where there’s a different occupier base and a different feel. And if you look at the insurance quarter, they themselves have a distinct and unique set of requirements. The key is that any events we run are not only about the community on the development, but also the wider local community. It’s about bringing that community in as well. The events we run need to be accessible and open and not just specific to the place in which they’re held. Arts and music festivals tend to go well, as do any events that are experiential – those where people get involved and stuck in rather than just sit back and watch a passive display. That’s what’s fashionable at the moment. Here in Regent’s Place on Friday we’ve got the ‘Rolling Clones’ coming in as part of a music festival… FM WORLD |6 JUNE 2013 |15
FM FEATURERIBA PLAN OF WORK MARTIN READ
The role of FM in informing the design of a building prior to its construction may have been peripheral in the past, but that’s all changing
ast month, a new and heavily revised version of the Royal Institute of British Architects (RIBA)’s long-established framework for the structuring of construction projects was introduced. The new framework enshrines the requirements of building information modelling – and should ensure that construction project managers factor in the likely operational performance of the building they’re looking to build. It’s called the RIBA ‘Plan of Work’ (POW), and its incorporation of two new
stages – ‘Strategic Definition’ at the beginning of the process and ‘In Use’ at the end – holds considerable promise for the involvement of FM. Last July, RIBA commenced a project to fundamentally change the POW – a document used for the past 50 years by most UK architects (and many international ones) when planning new construction projects. The POW has been accepted as the definitive UK model for the building design and construction process since its introduction back in 1963, during an era when the regulatory
framework for building design and construction, industry structures and procurement arrangements was far simpler than it is today. Back in 1963, the very idea of Building Information Modelling (BIM), or of the government mandating all of its construction projects be based on BIM, would have seemed outlandish. Today, technology has made BIM possible – and the new RIBA POW makes use of these technological advances. The POW framework has been amended over time to reflect developments in
project team organisation and procurement approaches, but to date these have been incremental and reactive to changing circumstances, rather than strategically driven. The RIBA POW has thus far been revised four times (1967, 1973, 1998 and 2007), but this fifth revision is the most significant, from a facilities management perspective, by some distance. The genesis of this new RIBA POW lies in publication in 2011 of the Government Construction Strategy. Working with the Construction Industry Council (CIC), RIBA set about re-shaping the POW with a set of unified work stages suitable for use by – critically - all the members of a design and construction team. This they saw as a “once in a generation opportunity to update the industry’s process model, to address key changes in areas such a procurement, town planning, sustainability, BIM and construction delivery”. The newly introduced 2013 POW is described by RIBA as “a fundamental reworking”. From a traditional model, comprising 11 work stages, the new version consists of eight. Added to these are additional, context-specific ‘task bars’ that are assigned, if required, as you build your POW document. Therein lies one of the other big changes: the RIBA POW now works as an online tool. Users can customise POW models for their organisation and/or project, and assign relevant task bars at set-up stage. The aim, says RIBA, is to “enable greater integration across the industry”. The document is supported by the CIC, of which the BIFM is a member. Until the new POW’s launch, the RIBA Plan of Work (2007) consisted of 11 work stages defined by the letters A-L, each with a description of the key tasks to be completed at each
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RIBA PLAN OF WORK
stage. The new POW consolidates this down to eight work stages defined by numbers 0-7, but these are augmented by eight project-specific ‘task bars’ that replace the description of key tasks, three of which (procurement, programme and planning) can be customised by the user. Other task bars include one for ‘suggested key support tasks’, detailing the activities required to embed BIM into the process, one for ‘sustainability checkpoints’ and one to build
in UK government information exchange requirements. The 11 work stages of the old POW have been incorporated into new stages numbered 1-7, but the opportunity for FM is in two entirely new stages. The first, ‘Stage 0’, is entitled ‘Strategic Definition’. It’s at this initial stage that a project is strategically appraised and defined before a detailed brief is created. RIBA says that this is “particularly relevant in the context of sustainability when a refurbishment or extension, or
FM QUICK FACTS
The newly introduced 2013 POW is described by RIBA as “a fundamental reworking”
The 11 work stages of the old POW have been incorporated into new stages numbered 0 to 7
indeed a rationalised space plan, may be more appropriate than a new building”. The point is to test the validity of the construction project in all its facets prior to giving it the green light. It’s at this stage that feedback from previous projects should be evaluated, and where input from FM should be most valuable – and this is where the other new stage, ‘Stage 7 – In Use’ comes into play. At Stage 7, successful operation and use of a building is measured through post-occupancy review,
An example document showing the eight stages of the 2013 RIBA Plan of Work
The RIBA Plan of Work 2013 organises the process of brieﬁng, designing, constructing, maintaining, operating and using building projects into a number of key stages. The content of stages may vary or overlap to suit speciﬁc project requirements. The RIBA Plan of Work 2013 should be used solely as guidance for the preparation of detailed professional services contracts and building contracts.
Preparation and Brief
Handover and Close Out
Identify client’s Business Case and Strategic Brief and other core project requirements.
Develop Project Objectives, including Quality Objectives and Project Outcomes, Sustainability Aspirations, Project Budget, other parameters or constraints and develop Initial Project Brief. Undertake Feasibility Studies and review of Site Information.
Prepare Concept Design, including outline proposals for structural design, building services systems, outline speciﬁcations and preliminary Cost Information along with relevant Project Strategies in accordance with Design Programme. Agree alterations to brief and issue Final Project Brief.
Prepare Developed Design, including coordinated and updated proposals for structural design, building services systems, outline speciﬁcations, Cost Information and Project Strategies in accordance with Design Programme.
Prepare Technical Design in accordance with Design Responsibility Matrix and Project Strategies to include all architectural, structural and building services information, specialist subcontractor design and speciﬁcations, in accordance with Design Programme.
Initial considerations for assembling the project team.
Prepare Project Roles Table and Contractual Tree and continue assembling the project team.
*Variable task bar
Establish Project Programme. Review Project Programme.
The procurement strategy does not fundamentally alter the progression of the design or the level of detail prepared at a given stage. However, Information Exchanges will vary depending on the selected procurement route and Building Contract. A bespoke RIBA Plan of Work 2013 will set out the speciﬁc tendering and procurement activities that will occur at each stage in relation to the chosen procurement route. Review Project Programme.
*Variable task bar
Review Feedback from previous projects.
Prepare Handover Strategy and Risk Assessments. Agree Schedule of Services, Design Responsibility Matrix and Information Exchanges and prepare Project Execution Plan including Technology and Communication Strategies and consideration of Common Standards to be used.
Administration of Building Contract, including regular site inspections and review of progress.
Conclude administration of Building Contract.
The procurement route may dictate the Project Programme and may result in certain stages overlapping or being undertaken concurrently. A bespoke RIBA Plan of Work 2013 will clarify the stage overlaps. The Project Programme will set out the speciﬁc stage dates and detailed programme durations.
Planning applications are typically made using the Stage 3 output. A bespoke RIBA Plan of Work 2013 will identify when the planning application is to be made.
*Variable task bar
Suggested Key Support Tasks
Undertake In Use services in accordance with Schedule of Services.
Offsite manufacturing and Handover of building and onsite Construction in conclusion of Building accordance with Construction Contract. Programme and resolution of Design Queries from site as they arise.
Prepare Sustainability Strategy, Maintenance and Operational Strategy and review Handover Strategy and Risk Assessments.
Review and update Sustainability, Maintenance and Operational and Handover Strategies and Risk Assessments.
Review and update Sustainability, Maintenance and Operational and Handover Strategies and Risk Assessments.
Undertake third party consultations as required and any Research and Development aspects.
Undertake third party consultations as required and conclude Research and Development aspects.
Prepare and submit Building Regulations submission and any other third party submissions requiring consent.
Review and update Project Execution Plan.
Review and update Project Execution Plan, including Change Control Procedures.
Review and update Project Execution Plan.
Consider Construction Strategy, including offsite Review and update fabrication, and develop Health Construction and Health and and Safety Strategy. Safety Strategies.
Review Construction Strategy, including sequencing, and update Health and Safety Strategy.
Review and update Sustainability Strategy and implement Handover Strategy, including agreement of information required for commissioning, training, handover, asset management, future monitoring and maintenance and ongoing compilation of ‘Asconstructed’ Information.
Carry out activities listed in Handover Strategy including Feedback for use during the future life of the building or on future projects. Updating of Project Information as required.
Conclude activities listed in Handover Strategy including Post-occupancy Evaluation, review of Project Performance, Project Outcomes and Research and Development aspects. Updating of Project Information, as required, in response to ongoing client Feedback until the end of the building’s life.
Update Construction and Health and Safety Strategies.
Sustainability Checkpoint — 0
Sustainability Checkpoint — 1
Sustainability Checkpoint — 2
Sustainability Checkpoint — 3
Sustainability Checkpoint — 4
Sustainability Checkpoint — 5
Sustainability Checkpoint — 6
Sustainability Checkpoint — 7
Initial Project Brief.
Concept Design including outline structural and building services design, associated Project Strategies, preliminary Cost Information and Final Project Brief.
Developed Design, including the coordinated architectural, structural and building services design and updated Cost Information.
Completed Technical Design of the project.
Updated ‘As-constructed’ Information.
‘As-constructed’ Information updated in response to ongoing client Feedback and maintenance or operational developments.
(at stage completion)
UK Government Information Exchanges
*Variable task bar – in creating a bespoke project or practice speciﬁc RIBA Plan of Work 2013 via www.ribaplanofwork.com a speciﬁc bar is selected from a number of options.
16-18 RIBA.sr.indd 17
FM WORLD |6 JUNE 2013 |17
FM FEATURERIBA PLAN OF WORK MARTIN READ
project outcome appraisal and “the updating of project information, as required, in response to ongoing client feedback until the end of the building’s life”. This feedback is then made available for use at Stage 0 (Stage 0 ‘may require a review of a number of sites’). Although now launched, project manager Dale Sinclair says the new plan is still effectively a “work in progress”. Taken as a whole, the RIBA POW should help the many interested parties in construction projects meet the Government Construction Strategy’s goal of “replacing an adversarial culture and challenging existing models”.
Model behaviour Aside from the way in which the models themselves are structured, much of the talk about building information modelling comes back to two issues: who owns the models and who is responsible for their maintenance? (It’s three issues if you include the question of private sector incentives for deploying BIM.) If nothing else, logic suggests that these are things the FM department should be doing, but there is understandable concern about the practical considerations. Is BIM model maintenance part of an outsourced contractors’ obligations? How and where is the data stored? Is the model to be stored independently? At what stages in its lifetime is it updated to take into account a building’s change in use, or other project work? Exactly how the FM sector responds and fits into all of this is still up for debate, but as an issue it’s not going to go away. In the past, various government-sponsored reports into the construction sector have put forward ways of improving the ways in which 18| 6 JUNE 2013| FM WORLD
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“So many of the issues faced by those who run facilities should be communicated back to the beginning of the design process”
organisations in the construction chain collaborate with each other. These proposals have faltered because of the lack of a central, readily-accepted way of organising all of information and communication required. With BIM, and project frameworks such as the RIBA POW, there are now strong mechanisms for doing so. The cost, design and performance data used in BIMs and made available to all parties in the construction chain is a new phenomenon, with the potential to make the recommendations of such as the Latham and Egan Reports into the construction sector a reality at last.
Digital developments RIBA’s is not the only ‘plan of work’. A ‘Digital Plan of Work’ is being developed by the Government’s BIM Task Group. It, too, has seven stages, starting
with strategy and ending with operation. The development of the ‘dPOW’ can be traced to the government mandating that BIM processes be used on all publicly procured assets by 2016. The focus of the dPoW is on the potential for the rich levels of data in building information models informing each level of procurement during the construction process. The idea of the dPOW is that different stakeholders – clients, managers, designers, contractors, trade suppliers and building operators – have clear access to the data in use within BIMs. According to the group: “The advent of clear data requirements brings many opportunities for value creation into the industry and it is our intention that this document will aid understanding to encourage others to seek and capitalise this value.”
The dPoW is currently being developed, with all the member organisations of the CIC having an input into the proposed final product, the BIFM among them. With so many organisations involved, this is an understandably complex and detailed process. For FM, what all of this means is an opportunity, as a sector, to use information on building operation in the best possible way – to inform the design process of the next generation of buildings. So many of the issues faced by those who actually run facilities, from levels of building cleanability to access and worker wellness issues, can and should be communicated back to the beginning of the design process, not retrofitted once the building is in use. Although these are early days, the development of these of work, both of which now require an FM input to be effective, is something the sector can make full use of. FM www.fm-world.co.uk
Trusted by Ash Patel, Formulation Chemist
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FM FEATURELEADERSHIP ADAM BERNSTEIN
The theme of this year’s ThinkFM conference is ‘the leadership challenge’. Are FMs in a position to take a lead role in their organisations because of their breadth of reporting roles? Adam Bernstein reports
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20-24 Leader management.sr.indd 20
acilities managers are in a unique position. Their sphere of influence is so wide as to encompass all strands of a business’s operation, both internally and externally. They need to manage their own staff and, in some cases, the management and staff of contractors. Successful facilities managers have to deal with the board and their peers in other departments. In fact, it could be argued that the facilities manager has a greater need to manage and delegate than any other departmental head.
The key is communication The starting point for those with many reporting lines is to organise themselves and their teams. Jill Fortune is a senior lecturer in facilities management at Facilities Management Graduate Centre at Sheffield Hallam University (SHU). She suggests: “The range of disciplines involved in delivering services to business critical facilities means that the challenge is also one of complexity and requires power and influence, up and down.” Fortune believes that facilities managers have to understand the skills and knowledge required of their staff, while offering an inclusive approach across a range of services: “This places emphasis on the manager understanding how to communicate effectively”. Lindsay Jacobs, a lead assessor for BIFM Training points out that success “depends on the manager, the team and the business objectives”. Jacobs would start by ”understanding all of these”. She goes on to say that this requires “effective communication and active listening skills to find out and understand the strengths and any weaknesses of the team plus an understanding of the business and wider issues to understand the objectives”. www.fm-world.co.uk
20-24 Leader management.sr.indd 21
FM WORLD | 6 JUNE 2013 |21
FM FEATURELEADERSHIP ADAM BERNSTEIN
“Communication,” says Beth Goodyear, founder of FMHS Consulting, “is without doubt one of the most important skills for facilities managers. Being able to effectively communicate is often what makes a good manager great.” Goodyear offers training, and one of the points she always emphasises is: “To become a better manager and to get the most from your client, team and service partner relationships, you should put yourself into the shoes of the person you are speaking to.” She thinks that by taking the time to understand the other person’s position, it is so much easier to “manage situations and forge strong working relationships, built around collaboration rather than conflict”. For Fortune, formal structures may be effective, but they can get in the way of delivery. She says: “Teams and individuals will find their own ways of getting around formal structures that either haven’t been explained or consulted on.” She cites a client that moves to an integrated FM approach from single or bundled service delivery with new formal structures that are being ignored and old reporting lines utilised. To counter this, Fortune says: “The manager has to encourage the mindset of ‘customer or user needs’ and not let their own boundaries or reporting lines stand in the way of delivering the service.” This can be challenging when working across a range of contracts and contractors, but regular communication “should create a culture where micromanagement is not necessary”. Jacobs agrees that communication is important: “Keeping [everyone] informed and up to date will be key, with effective communication and active listening.” 22| 6 JUNE 2013| FM WORLD
20-24 Leader management.sr.indd 22
“The manager has to encourage a mindset of ‘customer or user needs’ and not let their own boundaries or reporting lines stand in the way of delivering the service”
Effective delegation The higher an individual climbs within an organisation, the greater the need to become an effective delegator. Managers need to know how to off-load the right tasks to the right people. Patrick Woodman, head of external affairs at the Chartered Management Institute (CMI), thinks that every manager needs to be a strong delegator and there are a few key pointers for facilities managers. He suggests that managers should “learn how to delegate in a way that strikes a balance – not abandoning responsibility for the results, but not interfering either”. Jacobs expands on this: “A manager (needs) to understand their own skills and strengths and those of the team.” She says that a successful manager has people in whom they are confident and “that confidence must lead to a ‘hands-
off’ approach when the team member can and is coping”. Managers must also understand any areas that will need support when delegating. It’s important to Jacobs that managers “must be seen as approachable and supportive for the team member who needs help in developing the necessary skills”. Confidence when delegating is obvious – a manager needs to know the job will be done well and the employee needs to know that they have the support of the manager. Fortune says: “Confidence in dealing across a range of services is something
that needs to be embedded” within all concerned. She offers the example of a soft services manager who finds that, as their responsibility increases, they need the right development training to enable them to communicate confidently. Woodman suggests that consistency in delegation ensures that staff can fit in with the general framework of the team. He says: “By negotiating, delegation staff can feel more involved in how the team works and can, if they wish, take on additional responsibilities, allowing for their own personal development. Delegation can
provide opportunities for developing the team, whether by building your staff’s pre-existing skills or by allowing them to develop new ones.” The problem, says Woodman, is that delegation is about “entrusting others with appropriate responsibility and authority”. It’s about getting someone else to do part of a manager’s job and that it should be positive – used as a means of, for example, developing staff, rather than just passing on work the manager does not like.
Management skills are needed Management skills are not difficult to acquire, but, says Fortune, “managers need to see for themselves what their skills are, reflect on their own behaviours and the impact this has on their management style”. She says: “At SHU, we encourage
20-24 Leader management.sr.indd 23
critical self-reflection and use models such as Myers-Briggs Type Indicator.” Fortune notes that SHU has two members of staff who are client practitioners qualified to deliver ‘Insights Discovery’ – a tool SHU uses to help individuals become more effective while helping teams manage change and relationships with clients. For Jacobs, the greatest management skill is to learn “effective communication at all levels of the business”. For her, the starting point would be to understand the manager’s own skills in this area – a willingness to develop will usually help: “Facilities managers are usually willing to try anything.” Woodman says that the CMI offers a checklist to members on the skills that facilities managers need to learn. The list starts by telling managers to be coherent when deciding if the delegation is a one-off, or part of a shift in work patterns. At the same time, managers need to learn to delegate the whole task, not just elements – staff become dispirited if they’ve no ownership of the new task. Clearly, managers and those being delegated to will be worried about the consequences of errors and mistakes. The facilities manager needs to think about planning for contingencies – what can go wrong and what it means for manager and staff alike. Some staff, says Woodman, need support at first. But work can’t just be thrown at the individual – delegation works best when the employee understands the job and is enthused about it. This, says Woodman, means that it’s important to “work out the right level of responsibility and authority and then make it happen”. Woodman adds: “Managing people means leading, engaging
and inspiring people, not just managing their tasks. Coaching is increasingly important, rather than commanding. For facilities managers in particular, it’s important to be able to effectively manage suppliers and their resources, reviewing them and evaluating them as necessary. Developing new management skills isn’t necessarily difficult, but problems follow when too few managers are ever really given the right opportunities. “Only one in five managers across the UK actually holds a qualification in management, yet qualifications are one of the best ways of developing new skills – especially when bite-sized modules allow a focus on what you really need,” says Woodman.
Delegation doesn’t come naturally Delegation for many is not a natural act and many have to learn to be a strong delegator. According to Fortune, it is critical for facilities managers to delegate even though it may not be natural for them to do so. “Perhaps some of the risks attached to facilities management delivery may result in ‘controlling’ behaviours and this is a good case for 360 degree feedback,” she says. “Again, we often recommend Insights Discovery to assist with this.” Fortune says managers should assess where the team or individual is in relation to the skills required for a particular project or task, and then work with their staff to identify training and development needs. Jacobs takes a similar view but doesn’t think it’s possible to generalise. She thinks that facilities managers “need an understanding of what the team can achieve and a willingness to see those people develop and acquire skills is necessary.” Delegation is an essential skill FM WORLD | 6 JUNE 2013 |23
FM FEATURELEADERSHIP ADAM BERNSTEIN
“We need to learn to be self-critical, but the starting point is gaining insights into our own behaviours. This might include feedback from others”
for facilities managers to master in order to remain effective, says Goodyear: “In order to ‘keep all the plates spinning’, the most important point to remember is to provide clear instruction, to ensure the other person understands the requirement and to support them and not micro-manage them.”
Getting the balance right So how does a facilities manager learn how to ‘strike a balance’ when delegating? Fortune says: “They have to understand the operation and risks involved in relation to delegated tasks.” She adds that teams need to be given the right level of skills and knowledge: “A good leader will delegate according to their assessment of the ability and confidence of the individual/ team to take on the task.” Jacobs thinks that the success of delegation “will depend on the delegate [and on] seeking feedback and learning from every experience”. Facilities managers, certainly those new to the role, need to self-diagnose their abilities. For Jacobs, this may mean looking 24| 6 JUNE 2013| FM WORLD
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for a mentor either within or outside the organisation. Fortune wonders if a leader can selfdiagnose without understanding themselves and how others perceive them. “I believe that we need to learn to be self-critical, but the starting point is gaining critical insights into our own behaviours. This might include feedback from others,” she says. “While management skills can be taught,” says Goodyear, “it is also true that some people have a natural aptitude while others find the ‘people’ bit the hardest part of the job.” For her, the key “is to be honest with yourself and recognise where you might need to develop. I encourage managers to get feedback from others – friends, colleagues, and so on. To understand how they are perceived,and how others perceive us has a profound effect on how they interact and respond to us.” Woodman says, understandably, that formal training and qualifications can be a big help when understanding the present skill limits of the manager. “CMI’s research into the impact of management qualifications shows that one of the biggest benefits of taking a management qualification is increased self-awareness and self-confidence, as it can help you understand how your actions affect others,” he says. He notes that learning from other managers in similar roles can also help, so it’s good to look for others in a network, perhaps
via a professional body or trade association. Like Jacobs, he values coaching or mentoring from a senior manager.
Great expectations The modern workplace sets the expectation of performance very high. Meeting these expectations involves good communication, which, says Fortune, “is one of the most essential skills for a leader in any business area”. She talks of “the scale and complexity of services, contract types and delivery models in facilities management certainly place high level demands on managers”, and emphasises the need to be people-orientated. Jacobs adds: “I would suggest that anyone working at a sufficiently senior level in an organisation will need to be able to lead, delegate and communicate effectively across functional boundaries. I think the difference is that in facilities management we expect the skills to be developed at lower levels in the organisation.”
Debating success Nature, nurture and success. How are they linked? “Time for a healthy debate!” says Fortune.
“Natural ability is helpful, but I do think individuals can find their own leadership style through self-awareness, training and development.” Jacobs says: “I am sure we can all think of people/groups of people who would find it very difficult to develop these skills to any great effect, but those people are unlikely to be happy in facilities management anyway.” Her own opinion is that these skills come more easily to some people than others. However, experience and training, with appropriate support in the work place can provide a lot,” she says. Striking a pose between both camps, Woodman says: “There’s been a long-running debate about the similarities and differences between management and leadership. But the truth is that most management jobs are a blend of the two.” He says that some people will always be more or naturally gifted in particular areas, but there are core skills that any manager can learn and improve – it’s not simply about the manager’s personality or natural charm. FM www.fm-world.co.uk
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FM WORLD |6 JUNE 2013 |25
FM FEATUREARSON TIM KEMPSTER
FLAME GAME Not all fires are accidental, and the risk posed by arsonists – those who set fires out of sheer malice – needs to be managed
ccidental fire is a fact of life in every human habitation. Encouragingly, the statistics are heading in the right direction. In 2011-12, UK local authority fire and rescue services attended 584,500 fires or false alarms, down 7 per cent on 201011. Fires decreased by 6 per cent over the previous year to 272,100, while false alarms fell by 8 per cent to 312,400. The downward trend is welcome, particularly since the number of fire fatalities – 380 in 2011-2012 – was the lowest for the past 50 years (the highest number of fatalities, 967, happened in 1985-86). Most fatalities or injuries occur in our homes, particularly homes that don’t have a smoke alarm. Being overcome by smoke or
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toxic fumes is partly or wholly the cause of death in over 50 per cent of fires. But it’s not just in our homes where fire can break out. In 2011-12 there were 24,100 non-residential fires. Although this was a 4 per cent reduction over the previous year, 25 people died and there were 1,200 non-fatal casualties. Worryingly, of those non-residential fires, only 70 per cent were accidental – meaning that a sizeable number were set deliberately. In comparison, 86 per cent of dwelling fires last year were accidental. Indeed, between April and September 2011, there were 71,000 deliberate fires – although that figure was 4 per cent lower than the previous year, reflecting the good
FM QUICK FACTS
Zurich Municipal estimates that the cost of school fires in 2008 was £65 million, of which 75 per cent was attributable to arson
The cost of fire in England and Wales has been estimated at over £7 billion
work now being undertaken by local authorities and local Community Safety Partnerships. Some kinds of building are especially vulnerable. For example, in a two-year period to 2009, there were nearly 2,702 incidents of arson on schools, the equivalent of nearly four attacks a day. So, who are the culprits, why do they do it – and how can they be stopped? To answer the first question, arsonists are not a homogenous group. They can be from any social class or age group, although, unsurprisingly, the majority is in the 10-25 years age group, with the peak age for offending being between 14-16 years. Also, unsurprisingly, the great majority are male. So why do they do it? Again, www.fm-world.co.uk
there is no easy answer. Some, of course, are committing insurance fraud. Others, it seems, just do it for the thrill; others from reasons of revenge or hatred. Some have alcohol or drug dependencies. Others are pyromaniacs. Most are just, well, children. Whatever the motivation, arson, also called ‘malicious ignition’, continues to be a significant cause of industrial and commercial fires in the UK. Most such fires are started at night, although not always, particularly in commercial or industrial premises that are unoccupied. In the latter, areas, such as storerooms or warehouses, the arsonists are afforded cover and, importantly, stored materials to fuel the blaze. Stopping the arsonist isn’t easy, although companies can, and www.fm-world.co.uk
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should, take sensible precautions. First, as part of a wider fire-risk assessment, look specifically at the risk of arson. A sensible fire risk assessment should look at every aspect of the business, not least how materials are stored, and to what extent fire precautions are in place. Mitigating against arson should also include visitor control, employee training and supervision – and ensuring that any flammable materials are protected. But if a fire breaks out, it doesn’t immediately matter if it was started deliberately or not. The important thing is to get everybody in that building to safety. The fire risk assessment should, of course, have addressed each issue in the evacuation process. For example, occupants in a building should generally be able to escape away from the fire. That means having escape routes protected by fire-resistant materials or self-closing fire doors. It also means recognising that fire travels upwards, so that stairways must also be protected. It also means having doors that open outwards to make escape easier and, if there are large numbers of people, minimising the crush risk. Exterior fire doors should also be checked to ensure that obstructions, such as bulk deliveries, aren’t cluttering them up. Where possible, it means making escape routes as short as possible, with clear signage, and building in planned (and rehearsed) contingencies for evacuating the elderly or infirm. It also means planning for electricity failure and how to evacuate people in darkness. Most of those issues are addressed in [fire and building regulations], and local authority fire departments are always happy to advise. However, many
“Most such fires are started at night, although not always, particularly in commercial or industrial premises that are unoccupied”
IN 2011-12, UK LOCAL AUTHORITY FIRE AND RESCUE SERVICES ATTENDED
584,500 FIRES OR FALSE ALARMS THE AVERAGE COST OF FIRE CLAIMS MORE THAN DOUBLED BETWEEN
2002 AND 2008
companies don’t properly plan or rehearse fire drills, or regularly check extinguishers or the fire alarm. (A good arson guide for businesses is published by the UK Arson Prevention Bureau). The correctly specified systems stop fire, smoke and toxic gases from spreading unchecked for up to 120 minutes, minimising fire damage and allowing occupants to escape. Psychologically, because fire is such a remote risk, we tend to brush it to one side. After all, there are always more important things to worry about. However, it’s worth remembering that arson costs the UK some £40 million every week – and that’s a cost worth guarding against. FM
ARSON IS THOUGHT TO ACCOUNT FOR
OVER HALF OF TOTAL INSURED PROPERTY LOSSES THERE WERE
71,000 DELIBERATE FIRES SET IN APRIL TO SEPTEMBER 2011 (SOURCE: ASSOCIATION OF BRITISH INSURERS)
Tim Kempster is managing director of Wrightstyle
FM WORLD |6 JUNE 2013 |27
FM FEATURELEGIONELLA SUE SHARP
GOING VIRAL The threat of Legionnaires’ disease is well known, but that hasn’t led to a drop in the number of outbreaks. Sue Sharp examines the reasons why
SCIENCE PHOTO LIBRARY
here are still around 300 reported cases of Legionnaires’ disease in the UK every year. Meanwhile, around 120,000 people are thought to have died in the US since the cause of the disease was established there more than 30 years ago. However, the problem is probably far more serious because so many cases go unreported. Sufferers display the same symptoms as pneumonia victims, which means that many who die from legionella infection are lost among the general pneumonia statistics. It is more than 10 years since the notorious outbreak in Barrow-in-Furness, Cumbria, that killed seven people and hospitalised another 180. Despite the huge public outcry and legal furore that followed, incidents of Legionnaires’ disease in workplaces, hotels, hospitals and other public buildings are still occurring on a regular basis. Why is this?
Notorious Poor design and/or maintenance of cooling towers and building water systems is a major reason behind outbreaks. The more complex a water distribution
system, the more likely it is to provide areas where the bacteria can grow. Long pipe runs are notorious for harbouring legionella bugs, because water remains undisturbed there for long periods; stagnant water can be a dangerous harbour for the bacteria that leads to Legionnaires’ disease. The bacteria that cause the disease – legionella pneumophila – occur naturally in water and earth, but will proliferate and spread in stagnant hot water systems if the conditions are right. Scientists are concerned that the bacteria could be mutating. Some types have been reported as more resistant to the high water temperatures that previously used to kill the bacteria, which in other cases is multiplying in ever-lower temperatures. Poor water temperature control is an increasingly difficult area, particularly with the increase in the number of lower temperature water heating systems fed by renewable systems. Lack of awareness of the potential risks and inadequate staff training will exacerbate any of these technical problems. The growing emphasis on saving energy has led to more
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building operators switching off and/or turning down hot water systems overnight and at weekends to save money and cut carbon emissions. This can lower the temperature of the stored hot water into the ‘danger zone’ between 20C and 50C, which legionella bacteria enjoy. The optimum temperature for proliferation is around 37C. The increasing use of solar thermal heating systems can also, if the system is not properly controlled and maintained, result in more hot water being stored in just this temperature range. Safety concerns about hot water scalding have also led to an increase in blending valve installations, which can lower hot water temperatures into the legionella zone. Also, some strains of the bacteria are able to survive the low-level dosing of chlorine dioxide that is used as a cheaper alternative to more comprehensive maintenance regimes. In general, the big threat is poor maintenance and monitoring. Budgetary pressures have forced many facilities managers and building operators to reduce the frequency and thoroughness of system checks. In many instances, even the vital initial risk assessment is not being carried out. A regular programme of inspection and maintenance of air conditioning, water holding and water supply systems carried out by competent people is essential to reduce health risks. Clusters of cases are often traced back to poorly maintained cooling tower systems, air conditioning plants or hot and cold water systems. Building operators are legally liable and the Health & Safety Executive (HSE) has been unstinting in its efforts to track down the source of outbreaks
FM QUICK FACTS
The number of reported cases of Legionnaires’ disease in the UK every year
The number of people thought to have died in the US since the cause of the disease was established there more than 30 years ago
and the people responsible for failing to maintain systems in a safe condition. FMs are advised to maintain records that prove they have taken the right steps, including: 1. Risk assessment 2. Basic principles of control 3. Risk factors 4. Programme of control 5. Evidence of monitoring, records and training Risks can be dramatically reduced by setting up a programme of regular inspection and maintenance of susceptible plant and equipment, including regular cleaning and disinfection. This does not need to be expensive – the major cost is in human time spent checking and remaining vigilant. Stagnant water is where the bacteria grows most prolifically, so those parts of hot and cold water systems that are only used intermittently should be
regularly flushed and cleaned. The HSE recommends that this is done weekly with shower heads and hoses cleaned quarterly. Taps and showers are the main route used by the bacteria to get into the air close to potential victims in the form of a breathable aerosol. The HSE also recommends that cold water storage tanks be cleaned periodically and the water drained from hot water cylinders to check for debris or signs of corrosion. Legal obligations for building owners and occupiers are set out in a single document, published by the Health and Safety Commission (HSC), called Legionnaires’ disease – the control of legionella bacteria in water systems. This is an HSC Approved Code of Practice (ACoP), commonly referred to as L8. It is the building owner’s responsibility to put a proper control strategy in place that includes a system for managing the maintenance of water systems, regular monitoring with the records kept for five years, and training for everyone in the management chain, with their skills updated periodically. Maintenance staff should regularly check the temperature at which water is being stored. Standard advice is to keep hot water above 60C, but as the potential bacteria mutations show, it is important to remain vigilant. Avoiding complacency is the key. Legionella bacteria is all around us – it occurs naturally – but it becomes a threat to health when we provide it with conditions in which it can proliferate and then be distributed in a breathable form into an occupied area. The overall threat is the same, but the potential sources are changing. Remain vigilant. FM Sue Sharp is president of the Building & Engineering Services Association (B&ES) www.b-es.org
FM WORLD |6 JUNE 2013 |29
FM FEATURESLIPS & TRIPS TREVOR HORSLEY
Slips and trips are an ongoing issue for facilities managers, especially if the weather is bad. Trevor Horsley has advice on providing, maintaining and managing flooring to reduce the risks.
GET A GRIP!
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lips and trips are the most common cause of injury at work, according to the Health and Safety Executive (HSE). An estimated 37 per cent of all reported workplace injuries and 28 per cent of all workplace fatalities are caused by a slip, a trip or a fall, with 95 per cent of major slips resulting in broken bones. HSE statistics also reveal that slips comprise the majority of these three types of accident and tend to happen when floor surfaces are wet or contaminated with substances such as food and drink, oil or talc, sawdust, polythene and cardboard. Even a very small amount of water or contaminant can dramatically reduce a floor’s slip resistance.
Staff in the food, drink and tobacco, hospitality and service industries are particularly at risk. And there’s a knock-on impact on employers, who lose an estimated £512 million a year in production and other costs. The cost of slips, trips and falls to the National Health Service is an estimated £133 million a year. But the good news is that organisations can easily take proactive measures in order to reduce accidents. Accidents are not inevitable, says the Construction Industry Research and Information Association’s guidance Safer Surfaces to Walk On: “The reality is that sensible precautions could eliminate the majority of these accidents.” In doing so, employers protect their staff, customers – and profits.
Know the legal requirements Various regulations set out employers’ legal obligations to protect against slips, trips and falls and accidents in general. The Health and Safety at Work etc Act 1974 (HSWA) requires employers to provide a safe place of work and protect the health and safety of their employees. This includes taking steps to control slip and trip risks. The Management of Health and Safety at Work Regulations 1999 furthers HSWA by requiring employers to assess risks (including slip and trip risks) and take preventative action where necessary. The Workplace (Health, Safety and Welfare) Regulations 1992 (appendix 2) sets out the main requirements. It requires floors to be suitable, in good condition and free from obstructions, and for employees to be able to move around safely: “The floor, or surface of the traffic route, shall have no hole or slope, or be uneven or slippery, so as, in each case, to expose any person to risk to his health or safety.” There is also the threat of civil action. Many organisations pay out thousands of pounds each year to claimants injured by poor surfacing. This is particularly important for facilities managers responsible for buildings used by members of the public where there is likely to be heavy traffic.
Take a systematic approach
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Slips and trips are no laughing matter, contrary to their inclusion in many slapstick comedy routines. It’s important to take them seriously by having a system in place to identify key areas of risk; to methodically select materials and equipment and control working practices; to
FM QUICK FACTS
of all fatalities in the workplace are caused by a slip, a trip or a fall
of major slips result in broken bones
get the buy-in of the workforce to commit to reducing the risks; to ensure that spillages and objects are cleaned up quickly and records kept; to monitor and review incidences; and to assess the effectiveness of the measures implemented on an ongoing basis.
Examine all the risks Risks need to be analysed before they can be controlled, which requires carrying out a thorough examination of the entire workplace including outdoors. Everything from uneven floors to loose cables to areas that are prone to spillages must be examined. Next, consider which staff or visitors might be harmed and how. Are there groups of staff particularly at risk, such as those working around water? Can you control their behavior to reduce the risks? Can precautions be taken to reduce the risks? Carry out regular risk assessments, especially if
FM WORLD | 6 JUNE 2013 |31
FM FEATURESLIPS & TRIPS TREVOR HORSLEY
Floor plans: ensure staff use safety signs when cleaning up
there are significant changes to the workplace, and ensure that new staff are fully informed about the risks and their accompanying safety measures.
Managing the risks The HSE suggest a hierarchy of controls to prevent slip risks. The first step is to prevent the floor getting contaminated in the first place. “A smooth, clean, dry floor, is rarely a slip risk.” Do this by ensuring that work practices are designed to limit contamination, as far as possible. For example, that staff working in the kitchen are not simply dropping leftovers around them, but are using the bins. Also, ensure that the workplace is designed in such a way as to prevent the floor from getting contaminated, such as by fixing leaking machines. If you can’t stop the contamination, then take steps to control it. Ensure that procedures are in place to do this, such as staff cleaning up after themselves and doing so immediately after the floor gets contaminated, using Slippery Floor warning signs while cleaning. Encourage staff to adopt the attitude that they have a responsibility for safety and risks can’t simply be passed on to others to deal with. Ensure there is a cleaning schedule and that it is being observed, and take steps to stop contamination spreading such as by using mats at entrances.
Environment concerns Adverse environment conditions can also play a big part in causing trips and slips. Take preventative measures. For example, ensure that all areas are sufficiently lit; ensure that there are procedures in place to regularly clear up ice, snow or leaves on the external paths; fix leaks and drips and
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The HSE suggests a hierarchy of controls to prevent slip risks. The first step is to prevent the floor getting contaminated in the first place – “a smooth, clean, dry floor is rarely a slip risk” clean up condensation and humidity leaks; and, again, provide mats for people to dry their shoes. Factors that are not controllable, but largely predictable, and so manageable to an extent, such as floor use, behaviour and footwear should also be factored in. In some industries employers can actually specify the type of footwear to be worn, such as a flat shoe with a sensible heel and with a good grip made of soft material. From a trip risk perspective, corridors and other areas with high footfall should be kept clear, free from wires and obstructions.
Improving flooring The flooring should be suitable for purpose. Where necessary, an expert can be called in to measure the slip resistance of flooring. A measurement is taken through the use of a pendulum and a surface microroughness meter. If the condition is not optimum it may be necessary to enhance the roughness of the floor through better cleaning systems or through etching. Or it may be necessary to replace the floor material. When doing so, ensure that the flooring is fitted correctly and that it is maintained as conditions do change significantly over time. FM www.fm-world.co.uk
FM MONITOR ASHLEY HOADLEY
Ashley Hoadley is director at Darwin Clayton
WORK-REL ATE D P ER S O NA L I N J URY CL A I M S
shley Hoadley explains the importance of keeping up to date with personal injury legislation and outlines some important changes coming into effect later this year
Unfortunately, accidents do happen at work, either on the premises or while travelling on work-related business. Personal injuries can include physical injuries, for example, from lifting or falls, road traffic accidents and disease caused by working with asbestos. According to the Health and Safety Executive website, facilities managers must report any fatalities and certain injuries to members of the public and self-employed people on your premises, and dangerous occurrences (some near-miss incidents) that occur on your premises. Facilities managers can also be involved in providing accident-related information where there is a claim. While fair compensation should be paid promptly to those who are genuinely injured, personal injury claims have been a major bugbear; many feel it is too easy to make claims and that the costs of dealing with claims is too high. The costs are often seen as being disproportionate in relation to the damages the claimant receives, inflating the total claim significantly. Under an independent review, the government aims to review, revoke or improve 50 per cent of health and safety regulations by 2014, leaving the UK with a simpler, more effective regulatory framework. The aim will be to ease burdens on business and www.fm-world.co.uk
encourage growth, while at the same time maintaining the progress made in health and safety outcomes. Important civil justice reforms relating to the conduct of bodily injury claims were introduced on 1 April and more will follow on 1 August 2013, radically reforming the litigation landscape. These changes will have a significant impact on the timescales for investigating and commenting on liability claims. The reforms represent the largest overhaul to the personal injuries legal framework in over a decade and are intended to help combat the compensation culture and create an environment where insurers may be able to pass on savings to customers through lower premiums. From April 2013, the introduction of the reforms of legal costs applies to road traffic accidents (RTA) and Employers’ and Public Liability claims. Timescales Once a claim is notified, there will be strict, non-negotiable deadlines to be adhered to:
● Claim Notification Forms (CNFs) must be acknowledged electronically within 24 hours ● From receipt of the CNF, liability decisions must be made within 30 business days for Employers’ Liability and 40 business days for Public and Products Liability ● For Employers’ Liability claims, once an admission of liability has been made, there will be a period of 20 business days in which to confirm loss of earnings ● Once a full admission of liability has been made, there will be a period of 35 business days in which to negotiate settlement ● Any arguments of contributory negligence will automatically exit the claim from the portal.
In the event that any of these deadlines are missed, the claim will automatically exit the portal and attract higher costs. Given the much shorter timescales, speed is of the essence. You can prepare by: ● Capturing detailed information when an incident occurs ● Archiving documents so they are readily available ● Ensuring your organisation knows what to do if a CNF is received ● Identifying personnel who will act as the focal point internally and with the insurer ● Putting strong counter-fraud measures in place ● Reviewing claims defensibility processes.
“The reforms represent the largest overhaul to the personal injuries legal framework in over a decade, intended to help fight the compensation culture”
If you receive a CNF, you should acknowledge it within 24 hours and email it immediately to your insurer. Where possible, you should include the following information: ● Name and telephone number for point of contact in your organisation ● Accident book entry ● Post-accident investigation report ● Photographs of the accident location ● RIDDOR information (Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995) ● Risk assessments ● Training records ● Witness statements ● CCTV footage (or ensure that it is retained) ● Pre- and post-accident earning detail. If the above information is not available, send the acknowledgement and follow up as soon as possible. How will insurers support you? ● Insurers are making appropriate enhancements to their claims process to ensure full alignment with the reforms ● Claims teams are ready to conduct ‘desktop’ handling of claims due to the significantly reduced timescales ● Insurers will keep lines of communication open with you to ensure swift and effective claims handling. The key message is that claims need to be reported as quickly as possible to give your insurer as much time as possible to investigate and respond on your behalf within the government timelines. FM FM WORLD |6 JUNE 2013 |33
FM MONITOR STUART BARKER
Stuart Barker, general manager, Weedoo Health and Safety Signs
HEALTH AN D SA FET Y S I GNAGE
o ensure the safety of staff and visitors, T correct signage is essential. Stuart Barker explains how facilities managers can ensure it complies with health and safety requirements A general aim for all facilities managers is to ensure that the organisation they work for has the most appropriate environment for its employees and any visitors to the site. One element of this is to ensure that the building and site meets health and safety requirements, including displaying correct signage. Such signs are an essential requirement in order to comply with specific legislation, as required, as well as prevent accidents or to help protect or offer guidance to those in the vicinity, whether they are members of staff or the general public. The first step towards understanding what signage is required is to undertake a risk assessment to identify potential hazards and the risks they may pose to people working or visiting the site. Every premise is different and so any risk assessment should be developed to meet individual circumstances. The Management of Health and Safety at Work Regulations 1992 states that safety signage is required if a risk assessment indicates that it is the only method remaining to reduce risk to employees. However, in today’s media-centric world, any possible legal action could damage a firm’s reputation. Firms often install signage as standard in order to provide additional safeguards. 346 JUNE 2013| FM WORLD
Legal requirements According to the Health and Safety (Safety Signs and Signals) Regulations 1996, employers are required to use safety signs where there is considered to be a significant risk to health and safety, which has not been avoided or controlled via alternative methods. It is important to note, however, that safety signs are not a suitable substitute for implementing other methods of risk mitigation, such as installing appropriate engineering controls or safe systems of work. The regulations also require, where necessary, the use of road traffic signage with a workplace site in order to direct vehicular movements and ensure the safety of both drivers and pedestrians. Another requirement is to provide signage where dangerous substances (or pipework that carries such substances) is stored. All workplaces must display ‘no smoking’ signage on premises and within company vehicles, as failing to do so could result in the business being fined up to £1,000 if signage isn’t displayed, and potentially up to £2,500 for failure to stop people from smoking within the workplace. In addition to conventional visual signage, the regulations also include illuminated signs, acoustic alarms, hand signals or verbal instructions. Once the relevant signage is in place, there is a legal duty for
firms to maintain safety signs and ultimately ensure that employees receive adequate instruction and training into what the safety signs mean and the measures that must be followed as a result. Also added to this is the requirement for every employer to display the Health and Safety Executive’s ‘Health and Safety Law’ poster or provide each member of staff with a copy of the approved leaflet.
An FM’s checklist It is important to ensure that regular checks are undertaken to ensure that signage is appropriate and gives suitable guidance and warnings to employees and visitors. Permanent signs must be used when notifying people of prohibitions, warnings and mandatory requirements, and also for locating and identifying emergency escape routes and
first-aid facilities. Frequent audits should take place to ensure these are still clearly visible. Do not overlook the importance of displaying temporary signage when ad hoc activities are occurring, which may present a new risk in the surroundings. For example, where cleaning is underway and signs regarding slippery floors are required, or temporary ladders or trailing cables, which need to be visible. Ultimately, most risks can be reduced and controlled by taking steps at the outset. By documenting risk assessments, outlining the actions taken to manage the risk, including a summary of training provided, safe working practices employed, protective equipment available and signage used, it will work towards ensuring that all facilities comply with the wide-ranging Health and Safety Executive regulations.
In order to simplify health and safety signage, a colour-coded system has been introduced: Red – fire safety and fire fighting equipment, including escape routes, emergency exits, identification of firefighting equipment. Also prohibition signage – prohibiting behaviour or actions that are likely to create a risk to safety. Yellow or amber– warning signage, which provides an instantly recognisable warning of a risk, such as hazardous or flammable substances. Hazard symbols are often regulated by law and directed by standards organisations. Blue – mandatory signage, which instructs, advises and informs staff and visitors of an action that must be carried out in order to secure a safer working environment. This includes fire doors, escape signs or visitor site information. Green – safe condition signage, including fire exits, refuge points, first aid or other emergency assistance equipment.
FM MONITOR JAMES BENNETT
James Bennett is operations director at cleaning organisation, Julius Rutherfoord
EN SU R E CLEAN I N G CO N T R ACT S ECUR I T Y
nsuring peace of mind when specifying the personnel responsible for cleaning your facilities involves putting in place rigorous systems to check that they are who they say they are
Employees are our greatest asset, but are the personnel who undertake the cleaning of your facilities really who they claim to be? An estimated 500,000 900,000 foreigners work illegally in the UK, mostly in London. Forged, altered or out-of-date ID documents are used by hundreds of thousands of people in the UK, yet few contractors are able to spot them.
Is your workforce legal? While some organisations settle for Disclosure and Barring Service (DBS) checks – which replaced CRB checks – these are useless if the ID in question is fake because fictitious people will not appear on criminal records. People who don’t exist will pass the check – and give you a false sense of security. And, if they’re working illegally, there is a risk of prosecution by the Home Office. Measures to curb illegal immigration are central to the government’s planned new laws, set out at the Queen’s recent State Opening of Parliament. The fact is that when organisations like Julius Rutherfoord inherit staff through the Transfer of Undertakings (TUPE) process, it can be the case that between 20-40% of them have forged or out-of-date IDs. This shows www.fm-world.co.uk
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how complacent some contractors have become – and how strong security measures need to be. Fake documents don’t pass rigorous security vetting procedures and further checks will need to be made through the UK Border Agency.
fake documents 1⁄Identify
Some contractors use the same passport and identity document scanning technology as that used by Customs personnel at international airports. Every passport and ID document is scanned to check its authenticity against an international database based in the Netherlands that holds the details of passports and other forms of ID from over 200 countries. The scanner reads and instantly verifies the MRZ code (the machine readable zone at the bottom of passports) and checks each document under both infrared and ultraviolet light, automatically highlighting any irregularities it finds. This technology enables fake passports or ID documents to be identified in seconds.
Work with contractors that check against List 99. This records individuals who are deemed
unsuitable to work with children and vulnerable adults. The Disclosure and Barring Service (DBS) also helps employers make safer and better informed recruitment decisions, when supported with thorough ID checks.
the right people working? 3⁄Are ID attendance systems ensure that only the right personnel enter your premises. Employees sign in and out with a short phone call, from a dedicated line within the client premises that is linked automatically to a time and attendance system. There are three ways to check who’s making the call – voice identification software, caller ID (to check where they’re calling from) and a unique pin code that they must enter. This means that staff cannot clock in from their mobile on the bus if they are running late, or get unauthorised people with neither the training nor the security vetting to perform the job. For contracts that require even higher security, other checks can be built into the system, including biometrics, such as iris and fingerprint recognition. Some systems can also filter criteria for each contract, for example, if a client requires all staff on the site to be first aid trained or have counter terrorism clearance. Moreover, time and attendance software guarantees that the client gets the exact level of service they have paid for, as service levels start to fall if attendance drops. The system logs sickness and holidays and creates an open post for any site requirements, which is
automatically sent to the operations managers.
CRM systems enable all communication between clients and contractors to be logged and accessed quickly, which can help alleviate security concerns. Summaries are held of conversations, emails, meetings, consumables used on site and details of any sub-contractors involved. This helps contractors to better understand their clients’ needs.
GPS systems 5⁄Using
Fleet software systems linking vehicles by GPS signals ensure that contractors know exactly where vehicles are in real time and whether they are parked or moving. If there’s an emergency that requires additional backup support at a client’s site, it is possible to check online to see where all vehicles are and deploy the vehicle closest to the site.
The use of handheld devices by contractors when on-site with clients allow managers and quality auditors to record data about performance. With this information, head office staff can check whether the contractors’ team is meeting the requirements set out in the specification, ensure relevant compliances and create a site audit for clients. Operatives can even provide a date and time stamped photo capture of the area to be worked on before and after the cleaning has been completed, for complete peace of mind. FM FM WORLD |6 JUNE 2013 |35
FM MONITOR INDI SALL
Indi Sall, technical director, NG Bailey
CON TROLLIN G EN ERGY USAGE
ith managing energy costs a top priority, W FMs are turning to systems such as JouleX to help them to control IP-connected devices, including HVAC and IT systems You only need consider the amount of energy consumed in a typical office to realise the impact that addressing energy consumption can have – both on your carbon emissions and your bottom line. This can be a challenge for teams tasked with managing and reducing an estate’s energy consumption. Increasingly, companies have found that relying on behavioural change among employees is not enough. Educating people to power down electrical items when they are not using them is difficult, as the typically busy working environment means that employees often simply forget to switch equipment off. However, NG Bailey is working with JouleX, an energy management software company, to deliver an energy management solution that addresses this problem. The system creates a central control mechanism, allowing a business to monitor, analyse and control all IP-connected devices on the network and power them down when they are not in use. IP-based energy management is beneficial as it enables companies to gain a detailed view of energy consumption for every IT device on their network, including computers, laptops and phones. It also controls heating, ventilation and air conditioning (HVAC), lighting, video and access control systems that are linked to smart power distribution units (PDUs). 366 JUNE 2013| FM WORLD
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The energy management system provides detailed visibility into plug load and automated power management for data centres or distributed office environments and facilities. Subsequently, facilities managers can use the solution to automatically manage and reduce power consumption for these devices and systems. As well as saving time and money, it can help to meet sustainability requirements. This offering has helped businesses deliver energy cost savings of up to 60 per cent.
How does it work? ICT devices in a typical office consume about a quarter of a building’s energy and are largely left unmanaged because of a lack of available detail and central control. JouleX is compatible with many networking company solutions, such as Cisco, HP and Juniper. Cisco’s protocol, EnergyWise, for example, is a programme that identifies all of the devices that are plugged into the switches and the switches’ ports. It is able to automatically find all devices in the system so they can be measured and managed. The system takes this information and displays how much power each
device is consuming, reporting the savings in terms of costs, carbon and energy. It uses network-based, ‘agentless’ technology, which is designed to reduce installation time and cuts out maintenance as it automatically updates via the web. It incorporates a built-in database to collect energy information, and a browser-based management console for configuration, operation and reporting. By talking directly to the active directory, the system can see where every PC device is installed on the network. It can also talk to the SNMP (simple network management protocol) to manage all other devices on the network. An organisation can choose dedicated administrators to monitor the organisation’s energy usage and set-up appropriate policies. An example of a policy might be turning off all telephones overnight, or powering down someone’s computer when it’s been inactive for an hour or more. Once the policies are set, the system will action them automatically. A key advantage of the solution is that a business can use JouleX to support sustainable procurement practices. It will identify those devices using the most energy so a business can then decide where it needs to upgrade to more power-efficient models to cut costs further. All this information is displayed in the real-time dashboard, showing the energy consumption
“JouleX will identify devices using the most energy so a business can then decide where it needs to upgrade to more power-efficient models”
and utilisation of any device on the network. It’s so granular that it will even advise how many devices are being controlled and how much money and energy is being saved through each individual policy that’s been set up.
Data management JouleX creates a single repository of data that allows for centralised and localised reporting for up to one million devices. It produces management information through a range of reports, which can be scheduled to send automatically in six languages: English, French, German, Spanish, Japanese and Chinese. These reports can be used right across a business to inform and direct policy as well as to influence the behaviour of building occupants. Each report has a range of embedded charts, from energy geomaps to server resource charts. These can be exported to external websites, corporate intranets and sustainability leader boards, enabling a business to share realtime progress against corporate sustainability targets with both customers and employees. Users are also able to define energy thresholds based on power, utilisation, temperature and other indicators. The system will then automatically send email notifications to alert the administrator or department if an energy source’s behaviour changes beyond what is desired. This means any issues can be remedied as soon as they appear. Through real-time monitoring and management, systems such as JouleX offer greater control of energy usage. This is increasingly important for FMs looking to cut costs, and support company CSR policies. FM www.fm-world.co.uk
FM MONITOR MARKET INTELLIGENCE
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.
EMPLOYEE SATISFACTION WITH MEETING SPACE
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 (hmrc.gov.uk)
Bank of England base rate: 0.5% as of 9 May 2013. The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.
79% OF EMPLOYEES RANK ‘PLANNED MEETINGS’ AS IMPORTANT IN THEIR WORK
OF THEM SATISFIED THAT THEIR WORKPLACE SUPPORTS THAT ACTIVITY
Source: Bank of England (bankofengland.co.uk)
Source: ONS (www.ons.gov.uk)
OUTPUT IN THE CONSTRUCTION INDUSTRY MARCH 2013
UK COMMERCIAL WASHROOMS MARKET BY VALUE – MANUFACTURERS SELLING PRICES
£ million 35,000
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
National Minimum Wage The following rates came into effect on 1 October 2012:
Aged 21 and above
25,000 Total output
Hourly rate from 1 Oct 2012
Category of worker
AND 39% OF THEM ARE SATISFIED WITH THE PROVISION IN THEIR WORKPLACE
Consumer Price Index (CPI): The Consumer Prices Index (CPI) annual inflation grew by 2.4% in April 2013, down from 2.8% in March. It is the first time growth in inflation has slowed since autumn 2012. The largest downward contribution to the rate came from transport costs, notably motor fuels and air fares, while price movements for food produce contributed to growth.
WHILE 55% RANK ‘DESK AND ROOM BOOKING SYSTEMS’ AS AN IMPORTANT PART OF AN EFFECTIVE ENVIRONMENT
All new work
5,000 Repair and maintenance 250 0 2007
-20 2008 2009 2010 2011
2012 2013 2014 est Fcst % Change
2015 Fcst Value
The seasonally adjusted total volume of construction output in Q1 2013 is estimated to be 2.4% lower than Q4 2012 and is estimated to be at its lowest level since Q4 1998. The downward movement was affected by a decline in all new work, which fell 3.2% from the previous quarter. There were falls in almost all sectors, with the exception of private housing repair and maintenance, which grew by 0.4% quarter on quarter. Comparing Q1 2013 to Q1 2012, the estimated volume of construction output decreased by 6.5%. There was also a 4.1% decrease in repair and maintenance, and a 7.8% fall in new work.
The UK commercial washrooms market is estimated to be worth nearly £300 million at manufacturers’ selling prices in 2012. This represents a decrease of 4% when compared to 2011. Estimated at £117 million in 2012, the washroom panel system sector was the largest in the market. This was followed by sanitaryware (£92m), brassware (£43m), showers/mixers (£36m) and baths (£8m). By 2017, the market value is forecasted to be around £321 million, which would represent an increase of around 10% compared to 2013.
Source: ONS (www.ons.gov.uk)
Source: AMA Research (www.amaresearch.co.uk)
FM WORLD |6 JUNE 2013 |37
BIFM NEWS BIFM.ORG.UK
The recently launched Channel Islands branch is to host two events entitled ‘Statutory Compliance’
Twenty years This year marks the 20th anniversary of the BIFM, which was founded in 1993. There will be some events planned through the second half of the year to commemorate this milestone in the institute’s history. We will also be sharing some items from the BIFM vaults, and considering the profession’s history, while asking how far the sector has come in the past 20 years. i Further details will be available at www.bifm.org.uk/20
AGM 2013 The 2013 annual general meeting (AGM) will take place on 11 July 2013 at CCT Venues – Smithfield, 2 East Poultry Avenue, London, EC1A 9PT. It is scheduled to start at 13:30 and end at 14:30. As in previous years, BIFM will be using online voting for those at member grade or above, so you can have your say on the institute, without attending the AGM. All members will be given formal notice of the AGM at least 21 days prior to the date of the AGM. All relevant AGM papers and guidance notes will be uploaded on to the governance area of the BIFM website to help members make their voting decisions. i Full details of the formal notice, voting and joining instructions will be available in June at www.bifm.org. uk/agm2013
Ceremony The BIFM Awards winners will be announced at the awards ceremony taking place on Monday 14 October 2013 at the Grosvenor House Hotel, London. If you are planning on attending – alongside 1,300 FMs – to
38| 6 JUNE 2013| FM WORLD
see the winners crowned, you can secure your place now. By booking early, you can guarantee a prime position at the event. Here, we cover some FAQs about booking for the awards. How do I book? Simply complete the booking form available at www.bifm. org.uk/awards2013, or you can request one from the team on +44 (0) 1279 712 640 or via firstname.lastname@example.org How much is a ticket? Tickets cost £230+VAT each. If you are coming alone, you can state this on your form and we will sit you with other individual guests. Are tables available? Yes, you can book tables of 10 or 12 using the booking form. Tables of 10 are £2,300+VAT and tables of 12 are £2,760+VAT. What is included in my ticket price? Your ticket includes a reception, awards ceremony, formal dinner, full programme of entertainment throughout the event and networking opportunities. How do I pay for tickets? You can pay BIFM directly by BACS/Mastercard/Visa/Switch, or you can choose to be invoiced by BIFM. Please select your preferred method of payment on the table booking form. If paying by card, BIFM will contact you directly for your card details. What is the booking deadline? You are advised to book as early as possible as the awards tend to
sell out by mid-September. Can you make sure our table is near the front? Tables are positioned on a first-come, first-served basis. By booking now, you can guarantee a prime position. Can we sit next to our friends/colleagues? Yes – please notify the organiser at time of booking. Can you take our wine order? Advanced wine orders should be placed direct with the hotel. A wine order form will be emailed to you by the organiser six weeks before the event. We have guests with special diets. Can I give you the details? Special dietary requirements should be sent directly to the hotel via the completed wine order form. Alternatively, you can advise us through email@example.com i If you need any assistance with your booking, or if you have any queries, please contact 01279 712 640 or email awards@ bifm.org.uk
Channel Islands The new BIFM Channel Islands branch is hosting two events
entitled ‘Statutory Compliance – everything you need to know but were afraid to ask!’ on both Jersey and Guernsey. The Jersey event takes place on World FM Day (27 June). The speakers are Greg Markham, technical director, Emcor Facilities Services and Roland Zumpe, standards engineer, Allianz Engineering. They will discuss the risks involved in hard services and the need to comply with industry and regulatory standards. They will explain the legislative background and the need for and benefits of testing. Agenda for both events: 11:30 Registration 12:00 Welcome; Niall McClure 12:05 Greg Markham 12:35 Lunch and networking 13:00 Roland Zumpe, 13:30 Q & A 13:55 Closing remarks For venue, registration and contact details, see the diary section on page 41. i See details of all BIFM groups at www.bifm.org.uk/groups
Last chance Voting in the BIFM Recognition Awards closes on 28 June. All volunteers are urged to participate in the awards, which recognise the hard work of our volunteers. The awards are: ● BIFM SIG of the Year ● BIFM Region of the Year ● BIFM SIG Committee Member of the Year ● BIFM Region Committee Member of the Year ● BIFM Volunteer of the Year
KEEP IN TOUCH » Network with the BIFM @ www.networkwithbifm.org.uk » Twitter @BIFM_UK » LinkedIn » Facebook » YouTube » Flickr www.fm-world.co.uk
Please send your news items to firstname.lastname@example.org or call 0845 058 1356
i See more about the Volunteer Recognition Awards at www.bifm. org.uk/recognition13
WORLD FM DAY
2013 theme Global FM has selected ‘Creating, Sharing and Learning’ as the theme for World FM Day 2013. World FM Day takes place on Thursday 27 June and Global FM member organisations will commemorate the occasion by hosting events such as lunches, seminars and workshops to celebrate FM. BIFM regional events include: ● BIFM Channel Islands branch (Jersey) – QTD – statutory compliance ● BIFM North region summer ball ● Celebrate World FM Day on 27 June 2013 at NHBC, Milton Keynes ● BIFM East region golf qualifier, Chingford As more events are confirmed for World FM Day, they will be included on the BIFM events page at www.bifm.org.uk/events Everyone is invited to share their latest achievements and successes as an FM professional, as a team, company or country on World FM Day. The goal this year is to use World FM Day as a platform to celebrate the achievements of FM professionals around the world. For planning your event, promotional materials are available, including: www.fm-world.co.uk
F M O F T H E Y E A R AWA R D
he BIFM Facilities Manager of the Year Award is a unique opportunity for an outstanding individual to be recognised for their professionalism and contribution to the FM industry. As a previous winner and now lead judge of the category, my judging team and I are looking for exceptional individuals to enter this year’s awards, who are passionate and driven by customer service. This year’s winner will be a role model, an exemplar of cutting-edge service delivery and will already have achieved notable successes, both in their career and through their involvement in the wider FM profession. We will be looking for evidence of outstanding personal qualities: the drive to succeed; a commitment to the customer; knowledge of the core business; and an understanding of how FM contributes to the business’ overall objectives. In particular, we will be looking for entrants to demonstrate their passion for the FM profession and the accomplishment of key objectives and initiatives during the past five years. Entrants must clearly identify how these initiatives were quantified and demonstrate the overall impact on the core business service delivery. Entry submissions should also demonstrate the scale and challenges of the organisation, full details of FM interaction, particularly with BIFM and other recognised professional bodies, innovation and achievements, FM team training and development, goals for future career progression, and how the entrant will continue to contribute to the FM profession in the future. If you feel you can demonstrate your career achievements and your contributions to the wider facilities management profession, I urge you to apply. To win the Facilities Manager of the Year Award is a significant achievement in an individual’s career. It is recognition of both the capabilities and career successes of the winner, both inside and outside the industry. From personal experience, I can say without a doubt that winning the award will open doors and create opportunities. I am proud to have been invited to judge this year’s award, meaning I am able to give back to the profession that has given me so much. Judging the category also means I am able meet the leading exponents of all that is good about our profession. With the deadline for entries rapidly approaching, the time to apply is now. If you think you fit the above criteria, but have some questions, or you know of an individual who should be encouraged to enter, please contact me, email@example.com
“THIS YEAR’S WINNER WILL BE A ROLE MODEL, AN EXEMPLAR OF CUTTING-EDGE SERVICE DELIVERY, AND WILL ALREADY HAVE ACHIEVED NOTABLE SUCCESSES”
i For full details, go to www.bifm.org.uk/ awards2013. Entries for this year’s BIFM Facilities Manager of the Year Award close on Friday 28 June.
(selected from winners in the committee member categories). Winners will be announced on 11 July 2013 at the BIFM annual general meeting. All volunteers were sent an email on Monday 20 May with details of how to vote. If you need a copy of this email, please contact firstname.lastname@example.org. uk who will arrange for it to be re-sent.
Chris Stoddart is general manager at the Heron Tower and lead judge of the 2013 BIFM FM of the Year Award
FM WORLD |6 JUNE 2013 |39
BIFM NEWS BIFM.ORG.UK
The BIFM Ireland conference is to be held at the Belfast Waterfront
UNTANGLING THE MAZE: EXPLORING TRAINING NEEDS AT THE FACILITIES SHOW ne of the few positive things to emerge from the lengthy economic crisis has been the obvious continuing commitment to training and development by both individuals and their organisations. Perhaps the tough economic conditions have actually helped to focus minds on the benefits of improving knowledge and skills, but whatever the driver, it’s a very positive sign. In parallel, we’ve seen a transformation in the range of opportunities in FM education and training. New qualifications, the expansion of apprenticeships and exciting new options for CPD based on mobiles, tablets and other web-enabled platforms now provide unprecedented opportunities for accessible, flexible learning across the spectrum of needs. But with choice comes complexity and it can be a huge challenge to identify the solutions likely to deliver the best outcomes. How do you decide between skills-based training and formal academic study? Where can on-the-job learning add value and when and how can you enhance your CPD? Clearly our Training Needs Clinic audience had widely varying agendas. Some were looking to gain recognition and boost their career prospects through formal qualifications, while others were looking for ways to break into FM from other directions. Whatever the priority, my co-presenter, Rachel Hiscox and I wanted to emphasise the value of investing time initially in planning for the short and longer-term. Although it’s tempting, starting with solutions and working backwards isn’t usually the best way to succeed. Far better to build up a personal roadmap and seek out solutions once the direction is clear. There’s lots of helpful advice and guidance around – and if you haven’t already done so, a visit to the CPD section of the BIFM website could help to launch you in the right direction (see www.bifm.org. uk/bifm/careerdevelopment/personaldev). The BIFM competencies are an excellent starting point to help assess your strengths and weaknesses and, for the longer term, why not start to build your CPD record? You may amaze yourself with the range of achievements you can record and, as you chart your career pathway, having evidence to demonstrate your capabilities and commitment will be invaluable.
World FM Day logo World FM Day logo (with message rotating) ● World FM Day template for Power Point presentations ● World FM Day poster ● ●
i Learn more about World FM Day at http://globalfm.org/events/worldfm-day-2013
Sunday Telegraph On Sunday 5 May, the Sunday Telegraph published a supplement on facilities management that included an interview with the BIFM’s chairman, deputy chairman and chief executive. Their interview, entitled ‘We dream of people growing up wanting to be in the FM industry’ addresses the demographic timebomb in the sector and how the institute is working to promote FM. i If you missed the supplement, you can view it at www.lyonsdown.co.uk/ publications/2013/FM.pdf
Conference The 2013 BIFM Ireland Conference will take place on 15 November 2013 at the Belfast Waterfront – be sure to save the date now. To make sure you are the first 40| 6 JUNE 2013| FM WORLD
to know all the details you can register your interest at www.surveymonkey.com/s/ Ireland_2013. For the latest news, you can also follow the region on Twitter @BIFM_Ireland. The 2012 conference took place on 16 November, and was opened by Patsy McGlone MLA and Chair of the Enterprise, Trade and Investment Committee and the All Party Group on Construction. Other sessions included: ‘100 Years of Health and Safety – a Titanic journey’, David Knott, safety and environmental manager, Belfast Harbour Commissioners ● ‘A major refurbishment at the National Gallery of Ireland. Reconciling a 19th century structure with 21st century demands’, Christiaan Clotworthy, head of security and facilities, National Gallery of Ireland ● ‘Energy, Home & Work’, Dr Michael Ferguson, managing director, Aramark Environmental Services ● ‘Total FM – The Channel 4 Journey’, Julie Kortens, head of corporate services at Channel 4 Television ●
i For more information, visit www.bifm.org.uk/IC2013
Jane Bell is an FM consultant specialising in professional development and works as BIFM training’s director of learning and development services, advising on in-house and customised solutions. Contact BIFM Training on 020 7404 4440, email email@example.com or visit their website www.bifm-training.com
Send details of your event to editorial@fm–world.co.uk or call 020 7880 6229
10 June | ThinkFM 2013 With the theme of ‘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. There will be three hubs: talent, performance and relationships in FM. Keynote speeches from Jim Lawless, CEO, Taming Tigers, and Chris Kane, facilities director, BBC. Venue: Royal College of Physicians Contact: firstname.lastname@example.org or visit www.thinkfm.com
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: www.globalfm.org
18 June | Regional golf day Qualifying for September’s ﬁnals. Venue: Highgate Golf Club, Denewood Road, London N6 4AH Contact: Don Searle at Don@c22. co.uk or call 07850 098912
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 email@example.com or call 01992 374 100 19 September | BIFM national golf ﬁnals 2013 The event returns to the venue of the ﬁrst national ﬁnals, in 2001, following a series of regional qualifying events. Venue: Bowood Golf Hotel & Spa, Chippenham, Wiltshire SN11 9PQ Contact: Don Searle at don@c22. co.uk or call 020 7220 8900 14 October | BIFM Awards 2013 The BIFM Awards is the most inﬂuential networking event within the UK’s FM calendar and gives national recognition to the leaders in our profession. The BIFM Awards are designed to celebrate the increasingly strategic proﬁle of FM by highlighting the key role it plays in the success of organisations. The night of the awards ceremony brings together the leaders of our sector with the winners, ﬁnalists and high-proﬁle guest presenters to celebrate excellence in FM. Venue: Grosvenor House Hotel, London Contact: communications@bifm. org.uk or call 0845 058 1356 www.fm-world.co.uk
2-4 October | IFMA World Workplace conference & expo The largest annual conference for FMs includes exhibitors, discussions and networking. Venue: Philadelphia, US Contact: www.worldworkplace.org BIFM SIG EVENTS 1 July | Rising FMs Careers Day The day will include workshops, the chance to learn more about training and qualiﬁcations, and networking opportunities. The event is also open to non-members. Venue: Senate House, University of London, Malet St, London WC1E 7HU Contact: firstname.lastname@example.org or call 0207 996 9266. HOME COUNTIES REGION 13 June | Is it too noisy or too quiet? Your guide through the maze of acoustics From 6pm, a presentation on acoustics and its importance to an organisation, including addressing problems in open-plan offices and high-care environments. Venue: Saint Gobain Ecophon, Old Brick Kiln, Monk Sherborne Road, Ramsdell, Tadley RG26 5PP Contact: Clive Hilton at clive@ inlocum.co.uk or visit www. bifmhcacoustics.eventbrite.com 20 June | Regional golf day Qualifying for September’s ﬁnals, sponsored by BMG. Venue: Pine Ridge Golf Club, near Frimley, Surrey, GU16 9NX Contact: charlie.sorbie@ temco-services.co.uk or call 07908 711 964 IRELAND REGION 15 November | Ireland region conference More details to follow. Interest can be registered online. Venue: Belfast Waterfront Contact: www.bifm.org.uk/IC2013
26 June | Water compliance at the Tower An event considering water compliance, taking place at the Tower of London. There will be just 50 guests and will include the famous Ceremony of the Keys. Venue: The Tower of London Contact: Bernard Crouch at bernard@gunnersbury-consult. co.uk or call 07782 287 074 The BIFM London region holds its monthly CPD events on the ﬁrst Tuesday of every month. Contact: www.bifm.org.uk/bifm/ groups/regions/london/events MIDLANDS REGION 13 June | Regional resilience Hosted by Convenco Recovery Services, the event is free to both suppliers and delegates, providing presentations and networking opportunities. Venue: Convenco, Lombard Way, Banbury, OX16 4TJ Contact: email Steve Dance at email@example.com 19 June | Regional golf day Qualifying for September’s ﬁnals. Venue: West Midlands Golf Club, Marsh House Farm, Barston, Solihull, West Midlands, B92 OLB. Contact: Stuart Bonner at firstname.lastname@example.org NORTH REGION 27 June | Summer ball Tickets now on sale. Includes a meal and live music to celebrate World FM day. Supported by Norland Managed Services. Venue: Hilton hotel, Manchester Contact: Stephen Roots at 07958 877 897 or email email@example.com SCOTLAND REGION 4 July | Scotland region AGM The region’s AGM. To register, visit bifmscotland-agm.eventbrite.com Venue: St Andrew’s House, Regent Road, Edinburgh, EH1 3DG Contact: Michael Kenny at firstname.lastname@example.org or call 07920 136 784 or
10 October | All about FM! Conference and exhibition, with speakers currently being considered. Any proposals welcomed. Venue: Murrayﬁeld Stadium, Edinburgh, EH12 5PJ Contact: Michael Kenny at email@example.com or visit allaboutfm2013.eventbrite. co.uk SOUTH REGION 20 June | Regional golf day Qualiﬁer for September’s ﬁnals. Venue: Pine Ridge Golf Club, near Frimley, Surrey, GU16 9NX Contact: Dave Barrett at dave@ barrettassociates.co.uk or call 07961 684 579 SOUTH WEST REGION 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: Nick Fox at foxer11@ hotmail.co.uk or register at www.tinyurl.com/bmthh2d 12 July | Regional golf day Qualiﬁer for September’s ﬁnals. Venue: Orchardleigh Golf Club, Frome, Somerset, BA11 2PH Contact: gareth.andrews@gmacl. co.uk or call 07540 079978 CHANNEL ISLANDS 27 June | Statutory compliance – Jersey Everything you needed to know, but were afraid to ask. Includes talks by Greg Markham from Emcor and Roland Zumpe from Allianz Engineering. Venue: Elizabeth Room, Radisson Blu Hotel, Waterfront St Helier Contact: susan.j.leonard@barclays. com or visit tinyurl.com/pro5xwf 28 June | Statutory compliance – Guernsey Everything you needed to know, but were afraid to ask. Including talks by Greg Markham from Emcor and Roland Zumpe from Allianz Engineering. Venue: Victor Hugo Suite, St Pierre Park Hotel Contact: christina.bacon@ gg.abnamro.com or visit tinyurl. com/q82fp2z FM WORLD |6 JUNE 2013 |41
FM PEOPLE MOVERS & SHAKERS
THE JOB What attracted you to the job? After many years of working directly in operations, I was approached by Esh Facility Solutions to head up its development into the wider FM market. Being able to pursue, open and develop new sectors, engage with new contacts and bring to the development stage the operational experience I had gained was just too good an opportunity to pass by.
NAME: Michael Anderson JOB TITLE: Facilities manager ORGANISATION: Esh Facility Solutions JOB DESCRIPTION: Strategic business development and implementation of facilities management services and solutions
How did you get into FM and what attracted you to the industry? I was working in logistics so my initial qualifications were transport orientated, but I became involved in contract and service delivery management and it just went from there, moving from transport to services manager and then building services. If you could change one thing about the industry, what would it be? A move to a true living wage for the myriad of lowpaid support staff that are actually our business winners for carrying out tasks many of us would baulk at. What has been your biggest career challenge to date? A significant disaster recovery event during heavy flooding in the north east of England in July 2012 – the day I officially left my old position to move to Esh Facility Solutions. I ended up working another four days, pumping water out of a data centre to prevent the system falling over, then ensuring the ground floor area of a 100,000 square feet building was safe
MOVE Changing jobs? Tell us about your new role and responsibilities. Contact Jamie Harris Jamie.Harris@fm-world.co.uk
Phillip Herring (right) has been appointed managing director of Vinci Park UK. He will be responsible for Vinci Park UK’s entire day-to-day operations, delivered by a workforce of over 1,000 employees across over 100 contracts throughout the UK. With a background in civil engineering, Herring joined Vinci Park UK in 2005. Compass Group UK & Ireland has appointed Andrew Pickup (centre) as its corporate affairs director. Pickup’s role includes corporate responsibility and sustainability, public affairs and
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to operate and all electrics and data were operational – all of this while on hourly incident command calls with colleagues in North America. A lot of coffee was consumed over those four days! Which FM myth would you most like to put an end to? Do we still have them? I thought we delivered everything in the “too hard to deal with” box anyway! How do you think facilities management has changed in the past five years? There is far more emphasis on the use of technology with mobiles, apps, PDAs and CAFM, but we sometimes forget we really are a people-engaging business first and foremost. People like to talk and build relationships; I think this has dropped off the radar at times as we’ve dashed for the technology. What single piece of advice would you give to a young facilities manager starting out? Always listen to the experience on the ground around you and never be afraid to ask what you think is a daft question – you would be surprised how many people were thinking it, but never stepped up to plate to ask it. Do your friends understand what facilities management is? A few do, probably as I have frequently gone on about it. They certainly know far more now than even two or three years ago.
communications across the UK and Ireland. Pickup, who has worked for Compass since 2006, has experience of lobbying government and regulators in the energy and telecoms sectors. He has spent the past five years in operational management roles within Compass’ healthcare business, as an operations director and business excellence director. Cathryn James (above right) has been appointed managing director of Norse Commercial Services subsidiaries Waveney
Norse and Suffolk Coastal Services. James previously spent 10 years as strategic director with West Oxfordshire District Council. Lovell has appointed Tony Wiggins as business development manager for its southern region. Qualified architect Wiggins will cover the south of England, the Midlands and south Wales, working out of the Lovell office in Elstree, Hertfordshire. He joins the company from the London Borough of Barking and Dagenham, where he was group manager for capital delivery.
Call Richard York on 020 7880 8543 or email firstname.lastname@example.org For full media information take a look at www.fm-world.co.uk/mediapack
FM innovations ▼ Fireco’s Deaf Messaging Service Fireco’s Deaf Messaging Service (DMS) gives deaf people and those with impaired hearing the freedom to move around a building without the worry of missing an emergency situation. When a person with impaired hearing enters a building where a DMS is installed, they will see clear signage asking them to text a location code to the DMS number. Once a connection text has been sent, the person will be connected to DMS for that location, meaning that if a ﬁre alarm sounds, the DMS will trigger a process that within seconds sends a message to all people connected to that location. Fireco’s DMS also ensures they are complying with elements of the Equality Act 2010. DMS is available from £995 +VAT with £300 a year maintenance. T: 0845 241 7474 W: www.ﬁrecoltd.com
▲ LCC chairman cleans up at trade show
▲ Legionnaires’ disease – concealed risks
Bob Vincent, executive chairman of LCC, the independent national support services company, visited The Cleaning Show with a long shopping list of new equipment needed to service over £10 million of new contracts. Seen here on the ICE stand, Bob is placing a large order for the latest RA535 Microride 21” rideon scrubber driers. These are being purchased to equip 50 more client sites recently added to the LCC national portfolio. Bob Vincent, photographed with ICE’s Matthew Marston, said: “The show was very busy for me as in addition to organising over £100,000 of new equipment, I was privileged to be a judge for the Cleaning Show Innovation Awards.” W: www.lccss.co.uk T: 01277 268 899
The new TC Wall Port from TM Electronics is the ideal way to monitor concealed temperature points, including boxed-in TMVs, hidden pipe work and covered water tanks. Housed in a small white box measuring just 52 x 52 mm, this convenient temperature sensor monitoring point is used for spot checks on any test point with difficult or impaired access. Temperatures are taken by simply ‘plugging’ a thermometer into the port – much easier than dismantling boxing under sinks or using ladders to work at height. The device is primarily designed for use with ﬁne wire probes that are attached to the temperature test point and left in-situ. These wires are then run to the TC Wall Port which is screwed to the wall. T: +44 (0)1903 700 651 E: email@example.com W: www.tmelectronics.co.uk
▼ Learn with Jangro Jangro, the largest UK network of independent janitorial supply companies has introduced a new way of learning. Jangro Learning Management Solution (LMS) is an interactive suite of e-learning and mobile-learning modules, which are available over the internet and were demonstrated at Facilities Show. Highlights of the Jangro stand will be its product range of over 4,000 items and new additional modules to Jangro LMS. Users can access these easy-to-use and costeffective training modules via a laptop or desktop in the office or even on the way home on the train using a smart phone or device. Visitors to the stand can download the free Jangro App, which offers product knowledge, giving users free advice on how to best use products. Visit us on stand 2B74. T: 0845 458 5223.
▲ Avica: going the extra mile Supplying top restaurants with specialist janitorial and catering needs is very challenging – but not for Avica UK. Avica has a proven track record in supplying the diverse needs of London’s Russian, European and Asian restaurants, and enjoys the unique position of being sole supplier to all Chinatown restaurants. Jeremy Thorn, managing director of Avica UK said: “We have reached pole position by going the extra mile with a fast, friendly and reliable service. All deliveries are made by Avica’s own drivers who know every customer’s needs – we even put the goods away as part of our service.” Avica provides free next-day delivery from its stock of over 5,000 specialist janitorial and catering products, on orders over £45 taken by 5pm. T: 01923 210 009 W: www.avica-uk.com www.fm-world.co.uk
▲ Regular vibration analysis – why do it? Condition-based monitoring aids understanding of when machinery will fail and when servicing is required. A key part of this is vibration analysis. As hardware costs reduce and equipment becomes easier to operate, vibration analysis is increasingly being adopted by FMs. Any asset with a motor, pump or fan will have a vibration ‘signature’ made up of the individual vibrations of the bearings, rollers, belts etc inside. As these components begin to fail their vibration level will change and/or increase. With the correct equipment FM staff can easily notice changes and act before catastrophic failure. The new VM330 from C-Cubed is a rugged, handheld vibration analyser, complete with PC based trending software to monitor and report asset condition over time. T: 01256 895 050 E: firstname.lastname@example.org FM WORLD |6 JUNE 2013 |43
Call Carly Gregory on 020 7324 2755 or email email@example.com For full media information take a look at www.fm-world.co.uk/mediapack
Mechanical & Electrical Services Location: Peterborough | Salary: £40,000 - £45,000
What does this opportunity involve?
What are the key responsibilities for this role?
What type of person would succeed in this role?
This is an exciting opportunity for you to join our Facilities Management team as a mechanical and electrical services expert who will have responsibility for a wide range of projects. BGL have a large property portfolio across the UK and, with the acquisition of our international brands, this is a varied and challenging role where your expertise will be essential in supporting the continued physical growth of our business.
Managing the mechanical and electrical services for all BGL buildings Ensuring that value for money is obtained for all purchases and oversee the management of suppliers Establishing and regulating revenue and capital property budgets effectively for projects, ensuring that no unauthorised spend is carried out You will be the Subject Matter Expert for all technical projects/issues related to either mechanical or electrical services
A mechanical or electrical technical expert with a background of successfully delivering a broad range of facilities management projects Professional and commercially focused manager, who is comfortable engaging with internal and external stakeholders at all levels of seniority Computer literate and able to use the Microsoft suite of applications
Please visit www.fm-jobs.com to apply for this role.
BGL Group HPH.indd 1
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Join the evolution Cleaning Manager At Not Just Cleaning we are one of the fastest growing Support Service organisations in the Southeast and due to continued expansion we require additional Account Managers. We are committed to doing things differently by investing heavily in qualified and skilled people and maximising their effectiveness through our award winning technology. We are seeking self-motivated, experienced, proactive Account Managers to deliver Cleaning and Support Services to prestigious contracts in London, South East and M4 Corridor respectively. We are looking for individuals who are passionate about Support services, can demonstrate management experience in Cleaning and the consistent achievement of customers’ requirements. We are committed to providing a competitive salary and benefits package. To apply for this position please forward your CV and covering letter, stating career and salary expectations. Previous applicants need not apply. Not Just Cleaning Ltd www.notjustcleaning.com Tel. 0118 930 4466 email. firstname.lastname@example.org
OPERATIONS AND MONITORING MANAGER
natural choice the
in FM recruitment
Estates and Facilities Band 8a £39,239 - £47,088 – Ref: COR-5550 Permanent, Full time – 37.5 hours per week Are you an experienced Facilities and Operations professional looking for an exciting challenge? We’re seeking a motivated individual to join our Contract Monitoring and Management Team at CMFT in a key role. You will ensure the delivery of high-quality Facilities services for staff, visitors and patients, providing robust, visible leadership and management to the Estates and Facilities Monitoring Team with the Deputy Head of Facilities Management. You’ll be relied upon to deliver effective contract management by establishing solid relationships with our partners and service providers, and providing timely performance reviews and reports of the same. With signiﬁcant relevant experience in the public sector, you’ll have strong communications, inﬂuencing and organising skills together with the ability to problem-solve and manage conﬂicts. Deadline-focused and able to work autonomously, you’ll be a team player who can motivate others to achieve results. You can expect excellent beneﬁts together with plenty of training opportunities to enhance your skills and knowledge. For further information please contact Mrs Kathryn Mitchell, Deputy Head of Facilities Management on 0161 276 4997. Apply online at www.careers.cmft.nhs.uk Closing date: 20th June 2013.
To ﬁnd out how you can beneﬁt from working with Eden Brown, contact us today on 0845 4 505 202.
We are an equal opportunities employer.
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FINAL WORD NOTES FROM AROUND THE WORLD OF FM Last year's ThinkFM conference, held at the Royal College of Physicians in London, was a hive of activity. This year's event takes place this coming Monday, 10 June, at the same venue
NINETIES REVIVAL You'll have seen in the BIFM's celebratory logo and read in the news that 2013 marks the 20th anniversary of the BIFM. The institute was founded in 1993 and, as you might imagine, we'll be looking back at the key milestones along those 20 years in editions of FM World due out this autumn. Of course, if you're interested in the gestation of the institute and the sector generally, you can always visit the FM World website and catch up on our ‘History of FM’ interview series. Twenty years might seem like an age for some, but for many who were working at the time it probably feels like only yesterday. Could those discussing the merger of the old Association of Facilities Managers (AFM) and Institute of Facilities Management (IFM) really have gone home in their cars listening to a sound track consisting of Take That, Whitney Houston, Gloria Estefan and East 17? Was Tony Blair really not even leader of the opposition, let alone prime minister? As for the internet, that great enabling technology, it barely existed as an issue. Since the BIFM's formation it's been quite a couple of decades for the sector. Here's to celebrating again in 2033.
SKIN IN THE GAME Hand towels vs hand dryers. A battle as old as Oxford vs Cambridge, Bloods vs Crips, Gondor vs Mordor. For decades, organisations on both sides of the debate have traded blows, commissioning surveys and debunking science to advance their side of the debate. The development of genuinely new products (such as the Dyson range of hand dryers over the past decade) was something of a blessed relief inbetween the claims and counterclaims. After a long period of relative peace, KimberlyClark Professional, manufacturers of tissue products, have recommenced battle. Theirs is “compelling scientiﬁc evidence”, the result of a study conducted in 2012 by Euroﬁns-Inlab, an independent laboratory. Seeking to establish the truth about electric hand
dryers, researchers measured micro-organisms on hand-drying equipment and on the ﬂoors below them. (This all conducted in “real-life washrooms”, although we're not sure what an artiﬁcial washroom could possibly look like). The results showed that the bacterial counts found on the surfaces of paper towel dispensers were on average 1,000 times lower than those recorded on the surfaces of jet air dryers. The ﬂoors tested beneath paper towel drying systems were found to have bacterial counts on average 20 times lower than the ﬂoors beneath jet air dryers. It's an interesting piece of research, but we can't help feel that it will prove just the opening salvo in a renewed outbreak of hostilities. Your move, air dryers.
RISING FMS' CAREERS DAY 2013 The BIFM Rising FMs special interest group is to host its FM careers day on 1 July at the Senate House, University of London. The free event offers BIFM members and non-members the opportunity to hear personal career journeys into FM from different sectors. Delegates will also be able to participate in debates on the value of qualiﬁcations versus experience and learn about mentoring programmes and other learning and training opportunities within the sector.
Further presentations also focus on the strategic role of the facilities manager, from Martin Pickard, FM guru; what a managing director looks for when recruiting, from Syed Ahmed, managing director of Savortex and former Apprentice candidate; and CV and job interview skills. There will even be an opportunity to attend a personal ‘style’ surgery, providing tips on how to dress for a job interview. You can book your place at www.bifm.org.uk/careersday
IN THE NEXT ISSUE OUT 20 JUNE
FEATURE – FM AND ACADEMY SCHOOLS /// THINKFM – CONFERENCE REPORT /// MOVE MANAGEMENT WEB APPS /// SERVICE DESK DEVELOPMENTS /// DEFINING THE BOUNDARY BETWEEN OPERATIONS AND FM // ALL THE LATEST NEWS AND BUSINESS ANALYSIS
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A CASE STUDY We pride ourselves in being the best in the industry. LDS have highly skilled engineers and state of the art equipment finding leaks that other companies fail to find. We use non -destructive methods, which means minimal disruption and damage. The Falkland Islands RAF Mount Pleasant is a major military base for the Royal Air Force in the British Overseas Territory of the Falkland Islands with two runways of over 4,000 meters between them. The facility is part of the British Forces South Atlantic Islands. The station, home to between 1,000 and 2,000 British military personnel, is located about thirty miles southwest of Stanley, the capital of the Falklands, on the island of East Falkland. The world’s longest corridor, a halfmile long, links barracks, messes and recreational and welfare areas of the base. The base is occasionally referred to by its residents as the Death Star because of its sometimes confusing layout.
The Problem The military base relay on their own water supply resources, collecting rainwater in their own reservoir allowing them to be self suﬃcient on the Island, preserving water to last for the next 20/30 years. In the last 3 years their water analysis showed they were using a larger amount of water reducing their water supply by 5 or more years. This trend would continue if the problem wasn’t identiﬁed immediately.
The Solution LDS Leak Detection Specialists Ltd oﬀer a leak detection service providing a non-destructive
solution to ﬁnding leaks in any pipe work in both domestic and commercial properties. In contrast to traditional methods of large-scale excavation, LDS utilise specialist equipment coupled with our engineers technical expertise to locate hidden leaks quickly and accurately, saving both time and money. As we are the approved leak detection supplier for the MOD and other commercial projects across the planet, Interserve approached us with their problem. Liaising with project managers and senior engineers, LDS organised the biggest and most complex leak detection of its kind in the world, transporting 5 tonnes of tracer gas, 8000 miles away to one of the most remote parts of the world!
trace gas because it has the smallest and lightest molecules so permeates all surfaces including concrete, tarmac, block paving and grass, rising quickly to the surface and rapidly disperses in air allowing our gas detectors to pinpoint the exact location of the leak itself. This advanced method of leak detection enabled our engineers to quickly locate the area of leakage. Due to the fact that LDS have the most advanced leak detection equipment and techniques which makes our company and engineers probably the most skilled and knowledgeable in the world our engineers were able to ﬁnd the leak on their ﬁrst day of our leak detection, despite the extreme weather conditions.
In March 2013, our engineers arrived in the Falkland Islands and formulated a leak detection plan based on the site condition. Their mission to ﬁnd a water leak on a 5km ﬁre ring mains and 11km portable water supply feeding the Mount Pleasant Military base.
The leak detection survey was a complete success and all areas that we were required to survey were 100% conclusive for the client at Mount Pleasant Military base, The Falkland Islands.
Our technical leak detection engineers carried out various acoustic mapping techniques in order to reduce the amount of pipe work that was potentially leaking into a more manageable area of leakage for our engineers to work on. When an area of concern was detected our engineers deployed the use of tracer gas containing hydrogen and nitrogen. Hydrogen, at 5% in a balance of nitrogen, is used for
Results • • •
Non-destructive testing solution ensured that only the area concerned was excavated. Increased detection speed resulted in less interruption and associated costs. The leak was found enabling Mount Pleasant Military base to preserve their water supply again.
Summary LDS oﬀer a professional leak detection service and have a 99% success rate of ﬁnding your leak accurately due to our skilled engineers and various methods of leak detection techniques used. We have engineers all over the UK enabling us to provide a fast response and oﬀer International Leak Detection Services. As a trusted partner of major insurance companies, plumbers and property owners we have helped thousands of people by ﬁnding leaks quickly and cost eﬀectively, with minimal disruption. We are insurance approved for all ‘trace & access’ claims. For more information visit our website or contact us on Tel: 0844 809 4968
For more information please contact LDS Tel: 0844 809 4968 Email: email@example.com Website: www.leakdetectionspecialists.co.uk Leak Detection Specialists Ltd | CPL House | Ivy Arch Road | Worthing | West Sussex | BN14 8XB
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24/05/2013 12:13 12:08
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 R22@spaceair.co.uk or visit www.spaceair.co.uk S Scan here for more information about the HCFC R22 Replacement legislation. ÂŠ Space Airconditioning plc. All rights reserved. 101470-05.12
No bo dy k n o w s D aikin be t t e r