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Achieving low energy company status

Demand for FM talent is on the rise again in the Middle East

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10 | The invisibles?

18 | Middle-Eastern promise

24| LEC status




06 EHRC ‘could investigate’ firms with bad practices 07 BIFM reveals names of 2014 awards finalists 08 Project of the Fortnight: The University of Wolverhampton 09 Think Tank: How many of the working practices in the EHRC report are in place for cleaning staff? 10 News analysis: The EHRC’s Invisible Workforce report, and what does the FM Framework agreement mean for the sector? 12 Business news: Graeme Davies says results keep rivalries hot 13 Balfour board rejects all advances from Carillion 14 In Focus: David Picton, chief sustainability officer, Carillion

16 Finbarr Murray on ‘personality profiling’ your team 17 Five minutes with Garry Watkins, Service Works 50 No Two Days

30 | Root and branch reform


Go East: For FMs who have the requisite skills and are prepared to adapt to the stricter lifestyle, there are still good jobs to be had in the Middle East


Powering down: The University of the Arts London has achieved Low Energy Company status – but what does it involve? Simon Francis reports


Engaging the client: Clients survey the performance of suppliers – shouldn’t suppliers survey client performance too?


Green versus lean: The philosophy arguing that desert-style offices create a better working environment is dispelled by new research

MONITOR 35 Insight: Market intelligence 37 How to: Preparing a catering tender 38 Comment: Where did the commercial green deal go? 39 Compliance: Health risks and workwear 40 Technical: Using drones

REGULARS 42 45 46 47 48

BIFM news Diary of events Products Behind the job Appointments

For exclusive online content including blogs, videos and daily news updates

visit FM World Jobs – the best place to find FM career opportunities online

visit For daily notice of the latest FM news and fresh FM World content, follow us on Twitter Cover Image: GETTY

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n 1975, state-owned car maker British Leyland took out a full-page ad in the Daily Mirror detailing the full extent of its exotic range. An extraordinary list detailed each marque and model. Bored with the Mini? Trade up to an Austin Allegro. Austin Maxi too dull? Consider the Morris Marina. Moving up to executive saloon? Try a Jaguar XJ6. Triumph Toledo not racy enough? Consider the Dolomite. Austin Princess too ridiculously wedge-shaped? The blancmange-mould Rover 3500 could be just the ticket! A two-seater coupé more your thing? Try the MG Midget. Or MGB GT. Or Triumph Stag. Or Jaguar XJS. Or Triumph TR7. Or there’s always the Vanden Plas. Or a Wolseley. Or… So it continued, this cacophonous clash of contrasting brands and body shapes. Yet just eight years later, Triumph, Morris, Vanden Plas and Wolseley were no more with Austin, Rover, MG and Jaguar mortally wounded. The latter marque was the only one to make it into the 21st century, its survival a function of foreign ownership. There is, of course, no parallel to be drawn between the troubles experienced by the government-controlled automotive giant of the 1970s and today’s vibrant market for FM service providers - except, perhaps, in one sense: the complexities and bewildering choice of Leyland’s range came to mind when I was completing the FM brands survey conducted by Its intention is to establish which FM service providers are best by various different criteria - we’ll be reporting on it next month. The survey asks you to decide on the top three service providers across a range of areas – for example, best value for money, highest profile in catering, most innovativion. I found myself continually compiling and then recompiling my lists. As soon as I’d settled on a top three in one category, I realised I’d forgotten provider X. Incorporating them meant no berth for provider Y, who was then accommodated in the next section of the survey. And then another came to mind… Certain providers stand out in particular areas because that’s where they made their names, and indeed for many their specialism remains a virtue. But most providers are seeking to portray themselves as best across multiple service lines, however delivered. As with the Leyland range, does today’s market for FM service providers have too many marques and not enough clear distinctions between them? Is there too much choice but not enough difference? If I’m finding it difficult to evaluate based on reputation, what’s it like for actual clients? No matter how theoretically different your chosen marque and model, experience tells us that familiar issues of workmanship and reliability are likely to surface as the contract continues; despite considerable corporate rhetoric, successful client / supplier relationships are still typically a function of the people involved - on both sides. We’ve seen plenty of brand refreshment over the past few years. Some providers have introduced bold new brands for individual service lines while others have rebranded their entire operations. Establishing a point of difference in these ways is nothing new, but I wonder what clients in general think about all the brand developments that have happened over such a short period of time?


“Is there too much choice? If I’m finding it difficult to evaluate based on reputation, what’s it like for actual clients?”


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EHRC ‘could investigate’ firms with bad practices The UK equalities body will take enforcement action against any companies that do not improve working practices for their cleaning staff. A study by the Equality and Human Rights Commission (EHRC) published last month showed that some employers in the commercial cleaning industry are failing to meet their responsibilities to their staff on pay, holiday or sick leave or dealing with their concerns. Many cleaners felt their employer, client firms and the public do not treat them with dignity and respect. The EHRC listed recommendations in the report and has set up a task force to address bad practice within the sector. Alice Teague, programme head of Employment and Economy at the EHRC told FM World that the new task force will talk to workers, unions, clients and firm that have bad practices (exemplified by testimonies in the report) and hold them to account and discuss ways they can change their methods. She said: “Following that, if there hasn’t been an improvement, we will have to consider taking enforcement action.” This could include launching an investigation into the firm’s practices or passing on reports of continuing bad practice to other authority watchdogs. Although the commission found many examples of good employer practices, many cleaners spoke of being spoken to rudely and treated badly. Many cleaners said they received no support when they


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complained of being harassed or bullied. Others said they were afraid to report problems for fear of losing their jobs.and pregnant workers said they were threatened with dismissal. Many cleaners reported problems with under-payment or non-payment of wages. The report identified examples of workers being sacked for complaining about not being paid in full and on time. It found that longer contracts led to more positive relationships between client and cleaning firm, giving cleaners more job stability. Migrant workers’ lack of awareness of employment rights

Migrants said employers used language barriers to avoid paying them in full

and poor language skills left them vulnerable to mistreatment. In some cases employers wrongly told permanent workers they were not entitled to paid holiday or sick leave. Guy Stallard, head of facilities at KMPG, advocates implementing

the Living Wage scheme. “It’s easy to assume that low wages equal higher profits, but the expense incurred through attrition rates, reduced productivity and low morale suggests otherwise.” See ThinkTank, p.9 See News Analysis, p.10


BIM to be part of new FM framework for tenders The new FM framework agreement includes provision for Government Soft Landings (GSL) and Building Information Modelling (BIM) to be embedded into any further competition contract let. The FM framework was published this month after a long-awaited Official Journal Of The European Union (OJEU) tender notice was issued by the government. This was a development first put forward by head of facilities management policy and strategy at the Cabinet Office, Deborah Rowland at the Government’s Soft Landings conference in April and reported by FM World. At the time, Rowland said: “We are currently working on how we embed GSL into the new FM contract model and into future construction frameworks to ensure

that GSL is supported. The model will go through procurement this year, so we’re working on that now.” Central government departments, their arms-length bodies and the wider public sector will be able to use the agreement for the provision of FM services. The Crown Commerical Service (CSS) took on the responsibilities of the Government Procurement Service (GPS) last year.

The government will mandate that the UK‘s central government departments (except the Department for Work and Pensions and the Ministry of Defence), executive agencies and nondepartmental public bodies should purchase services from the sector using this Framework Agreement. For more details, visit www.tinyurl. com/FMcontractingmodel See News Analysis, p.11

04/09/2014 16:38


BRIEFS Improving FM’s role

BIFM reveals names of 2014 awards finalists The finalists vying for BIFM awards such as ‘FM service provider of the year’ and ‘In-house FM team of the year’ have been announced. The institute announced the list of finalists, which includes the likes of Cofely, Carillion, Sodexo among others, across 12 categories. The announcement comes ahead of the awards ceremony to be held on 13 October. The awards recognise excellence and celebrate great facilities management (FM) through inspirational projects, teams and individuals. Details of the finalists in the

‘Facilities Manager of the Year’ category are due to be announced in early September. Two additional awards will be presented at the 13 October ceremony – ‘Judges Special Recognition Award’ and ‘Lifetime Achievement Award’. “The BIFM Awards showcase the FM industry at its very best,” said Steve Gladwin, BIFM’s chair of judges. “This year’s entries are no exception, with strong competition across all categories. There are some truly inspiring projects here with so much for people working in the profession to be proud of. Our finalists demonstrate the increasing influence and impact of

facilities management to business, the economy and society as a whole.” In the run-up to the awards ceremony BIFM will be publishing further details of finalist entries online at www. In-depth case studies on the winners in each category are planned thereafter as part of BIFM’s continuing commitment to share best practice, champion the FM profession and promote rewarding FM careers and recognised qualifications. The headline sponsor for the awards is service provider Macro.



£200m cost to businesses to make allergen changes The cost of implementing new food information regulations could cost businesses up to £200 million a year, according to estimates by the British Hospitality Association (BHA). The rules mean that every restaurant, hotel, pub, takeaway, motorway service station, café owner and festival caterer, as well as schools, hospitals and prison meals services will have to accurately track, record and tell the public what menu items contain any of 14 of the most common foods to cause allergic reactions, such as nuts, shellfish and eggs. Up to 2 per cent of people are food allergy sufferers and 20 per cent of people believe that they have some kind of food allergy, according to NHS figures, so there could be millions of requests for information for food businesses to cope with. The European Union regulations,

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which come into force on 13 December, seek to provide the public with better information about the foods they eat. The BHA also launched a guidance toolkit this week designed by its food advisory team, members and Bond Dickinson to help hotels, restaurants and caterers implement the new regulations and cope with these requests for information. Jackie Grech, policy director for the BHA, said: “These new

regulations coming into force this winter will make it easier for people to get information about which allergens are present in the food they are eating out of home. Food businesses will be expected to learn how best to communicate these new regulations to their customers and the BHA is today launching a toolkit, forum and workshops to help food businesses of all sizes. “The British Hospitality Association has calculated that it could cost the industry up to £200 million a year to implement new sourcing and management processes, adapt menus and websites and regularly brief and train staff,” said Grech. The BHA will also host a series of regional roadshows from September to December 2014 to help businesses get fully up to speed on the law and understand what’s required of staff.

A reluctance to engage with the private sector during the preprocurement phase is one of the barriers to taking forward strategic relationships between clients and providers, according to a briefing note published by the Business Services Association (BSA). The briefing note, which is based on a recent event held by the organisation with Deloitte in London discussing the strategic role of FM, says this reluctance, along with “long-standing concerns about a tendency to risk aversion”, meant commissioners were “missing out on vital insight by not engaging with the market prior to procurement”.

Building use mapped The public will be able to challenge the use of public buildings following the launch of a map showing locations of government property and land. The Government Property Finder map reveals where to find publicly held property from motorway lay-bys to vacant airfields. Under the ‘Right to Contest’, announced earlier this year, people will be able to challenge whether the land or property is being used effectively. The government says that if it cannot justify its current use, the land or property will be released and put to better use.

Cable crackdown Business secretary Vince Cable has launched a consultation calling on business, unions and individuals to help identify and close loopholes in plans to ban the use of exclusivity clauses in zero-hours contracts. The government wants to find out whether a minority of unscrupulous employers may try to circumvent the ban by offering contracts that could, for example, guarantee just one hour of work. This consultation seeks views on the best method to stop this happening, and asks people whether they think this route may be exploited and whether the government should take preemptive steps. FM WORLD |11 SEPTEMBER 2014 |07

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Mayor pledges more cash for ‘green buildings’ Boris Johnson, the Mayor of London, has announced an investment of almost £12 million to expand his programme to retrofit buildings across the capital, making them more energy efficient, reducing carbon emissions, creating hundreds of jobs and saving millions of pounds for London. The new funds will extend this retrofit work – which since 2008 has updated more than 400,000 homes and more than 350 public buildings including schools, hospitals, libraries and town halls. Low-carbon technologies, including LED lighting, new boilers, insulation, and the installation of heat and power networks, solar panels, upgrading boilers, and double glazing, have helped to save tens of thousands of tonnes of carbon a year, comparable to taking about 50,000 cars off London’s roads. Johnson, said: “We need to do everything possible to make the most of our resources, reduce carbon emissions and create a more secure, cost-effective and sustainable heat and power supply across London. Retrofitting older homes and buildings has a pivotal part to play in this, while also helping to save us all money on fuel bills.”

FMs urged to get involved in data centre law THE UNIVERSITY OF WOLVERHAMPTON PROJECT: Installation of CHP system and plant upgrades PROJECTED ENERGY SAVINGS: 5 per cent across entire campus

Midlands uni reaps rewards The University of Wolverhampton has upgraded its plant rooms, resulting in a significant improvement in heating efficiency across the campus. The university installed a combined heat and power (CHP) system in 2011. Surveys conducted found that its buildings had often suffered from blockages in air handling, low temperature and chilled beam heating and cooling systems, which resulted in poor heat transfer. An older building, built in the 1940s, was using a dated heating network, and its boilers were found to be inefficient. Stephen Cocks, energy manager at the University of Wolverhampton, explained how a dirt separator and a vacuum degasser unit were installed in 2012. “In one building, the dated plant rooms were in real need of investment, which meant installing new boilers and ensuring that they worked alongside the older parts of the system that couldn’t be replaced. Dirt in system water causes heavy wear to components, leading to unnecessary energy consumption and faults in the CHP system. Air can get into the system through planned maintenance routines, micro leaks through gaskets and plastic pipes, or through open expansion systems. “The key challenge here was to hydraulically separate the old boilers from the new and protect the plate heat exchangers.” A direct result of the project was a 5 per cent energy saving across the university, as well as saving 1,000 tonnes of carbon a year. Cocks said: “In both buildings, since the heavy contaminant has cleared, we’ve had no problems with flow rates, heat exchange or blockages. Efficiency has also greatly improved across the board. Importantly, air is no longer allowed to populate the system and the new boilers are protected against the damaging effects of dirt build-up.” 08| 11 SEPTEMBER 2014| FM WORLD

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Data centre managers and FMs should look to help shape future data centre legislation or remain a “soft target” for activists and law-makers. Mark Acton, critical product director at CBRE Norland Managed Services, made the comment to an audience of data centre managers, technicians and facilities managers recently hosted by fan manufacturer ebm-papst UK. He suggested that those responsible for data centres needed to become more aware of continuing work to standardise their sector and get involved in the process – or risking being caught out by new laws and penalties. Acton said a lack of clear international standards for data centres meant that there are “lots of competing bodies trying to occupy the data centre space”. However, “nobody really knows what we should be doing in terms of standards or which best practice group we should be following”. This, he said, allowed environmental groups to step in and “tell us what we should be doing,” with the resulting adverse media attention being “potentially very dangerous for the sector”. He said managers should follow ISO’s work to create standards relevant to data centres, such as ISO 14040 (environmental management) and ISO 50001 (energy management). He also mentioned the new standard EN50600, under development by the ISO/IEC International Electrotechnology Commission. This is to be an internationally agreed data centre standard. It is being worked on by the British Standards Institute as the UK representative body.

Interserve workers vote for BBC strike Members of media union BECTU recently voted for industrial action at Interserve, the BBC’s main provider of engineering, cleaning and logistics services in a dispute centred on planned changes to work practices that BECTU believes will compromise the functioning of buildings in London and lead to large-scale redundancies. Also at issue, claims BECTU, is a dispute arising from the company’s failure to respond to a pay claim submitted in June. Interserve employs 1,100 employees on BBC premises across the UK. Talks between the company and BECTU officials representing the logistics team are set to continue, while management is also considering a counterproposal from BECTU on plans for the cleaning operation. Speaking earlier this month, Helen Ryan, BECTU supervisory official, said: “Although these cuts only affect London at the moment, we believe the company has agreed to a contract that they are now struggling to deliver.” Unite industrial officer Mike Eatwell pointed to the six redundancy notices issued by Interserve since taking on the BBC contract in April. He believes Interserve is “seeking to displace experienced engineers and run its operation on a shoestring. “Our members who know the BBC sites and the requirements argue that this will lead to higher costs to the BBC when the reduced service cannot cope.”

04/09/2014 16:39



WE ASKED 100 FMS… How many of the recommendations in the recent EHRC report concerning cleaners do firms already practice? It’s a mixed picture, as our latest poll responses suggest.

Last month‘s study by the Equality and Human Rights Commission (EHRC) said some employers in the commercial cleaning industry are failing to meet their responsibilities to staff (see news, pages 6 and 10). The report said there was a lack of recognition of the role cleaners had in enabling firms to function. We asked how many of the recommendations in the EHRC’s report (see box, right) were in place in the organisations you know. Half of respondents said they were already enacting many of these recommendations. One said: “As a procurement specialist I can influence the specification so that all staff, not just cleaners,

are treated with respect”. He said: “What is often forgotten is that if staff are treated in a bad way they are more likely to move on, resulting in a high staff turnover, which can increase supplier costs.” But 29 per cent of those asked said firms were only already enacting some of these recommendations and 21 per cent said hardly any of them. One respondent said: “The cleaning industry has been one of the lowest-paid industries and this legacy makes it very difficult to implement any large increases from minimum wage to London Living Wage in one go, as the cost and percentage difference is too

Most of them 50%


Some of them 29%

great. We, as an organisation, wish to pay our cleaning service partner’s staff a fair wage and do our utmost to incrementally increase their hourly rates annually (budget permitting) so their hourly rate ends up closer to the London Living Wage than the minimum wage.” Cleaners are not thought about as they are for the most part unseen, he said. “Over the last few years, there has been a drive to undertake cleaning tasks in normal office hours, which makes day cleaners more visible.” Join the FM World Think Tank:

The 10 recommendations: ● Procurement practices in line with the Human Rights Act and the Public Sector Equality Duty; ● Longer contracts rather than zerohours/short-term/temporary ones; ● Procurement of cleaning services only where cleaners are paid the living wage; help with applications for leave or sickness absence; ● Awareness of employee rights to be better promoted; ● Workers’ access to redress to be made easier; ● Better training for managers and supervisors; ● Decent rest facilities (lockers, changing rooms); ● Transparent systems for the recruitment of staff and the monitoring of recruitment practices; health and safety training; ● Take action to ensure cleaners are treated with dignity and respect; and ● Checking ‘right to work’ documents adequately.


Hospitals need food procurement sustainability plans All hospitals should develop a food and drink strategy that takes into account sustainable procurement, according to an independent report into hospital food standards. The report, by the Hospital Food Standards Panel, an independent group established by the Department of Health (DH), says buyers have the potential to “shape the way our food is grown, supplied and prepared” and purchases should be made “with regard to their impact on the environment and wider society”. While accepting that there is no single route to a more sustainable NHS food service, report authors suggest that all hospitals adopt the Government Buying Standard for Food and Catering Services and the British Dietetic Association’s Nutrition and Hydration Digest.

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“Because of the wide range of different catering systems, there is no single route to a more sustainable NHS food service and a hospitalwide food and drink strategy will play a key role in helping organisations to find the solution that works for them,” it adds. The report says the DH should

work with the Department for Environment, Food and Rural Affairs (Defra) to develop and trial a procurement toolkit, and monitoring system. The potential to further reduce food waste should also be explored. Maya de Souza, head of sustainable public procurement at Defra, said: “Hospitals are major procurers in their local areas and have the potential to shape the way our food is grown, supplied and prepared. This can be done in a way that ensures good stewardship of our agricultural land and natural resources, respect for animal welfare, avoidance of waste and obtaining wider economic and social value such as jobs and training. All this is important to the health and wellbeing of patients and staff.”

NHS Supply Chain, a joint venture between the Supply Chain Management Division of the NHS Business Services Authority and DHL, said it welcomed the report’s “greater focus on food as a contributing factor to a patient’s recovery”. Stephanie Gibney, ethical and sustainability manager at NHS Supply Chain, said: “We believe our Food Framework Agreements can support the NHS to make healthier, more sustainable choices. Our commitment to promote Government Buying Standards for Food and Catering is a key enabler. For the past two years we have been part of a dialogue with our food suppliers to raise awareness of the Government’s Buying Standards for Food and Catering and to encourage uptake by NHS trusts.” FM WORLD |11 SEPTEMBER 2014 |09

04/09/2014 17:24



The EHRC’s Invisible Workforce report: a closer look HERPREET GREWAL


Facilities management is often described as an underappreciated profession. So it’s not really a surprise that last month’s report Invisible Workforce about the cleaning industry – a key part of FM – reflected how unacknowledged cleaning staff often feel. Facilities management workers including cleaners at the BBC with membership of various trade unions, are preparing for further strike action against support services firm Interserve over the threat of redundancies. (See news, p.8). Recently business secretary Vince Cable also launched a consultation calling on business, unions and individuals to help identify and close potential loopholes in plans to ban the use of exclusivity clauses in zerohours contracts. fm-industry-news/cablecrackdown-on-zero-hourscontracts The Equality Human Rights Commission (EHRC)’s report takes a closer look at what those in the sector face and how those situations may arise. The research comprises three documents – an overall findings report, but also two separate research reports. One of these reports consists of 93 interviews with cleaning operatives presented as case studies. Alice Teague, programme head of employment and economy at EHRC told FM World that the commission wrote to more than 400 cleaning and FM firms


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(typically those who carry out standardised cleaning in the office and retail, transport, healthcare and leisure sectors) to conduct the first research report, but the commission only got a handful of replies. To be precise, researchers received nine written submissions and interviewed only 15 firms out of that number. The low response rate is most telling in itself and perhaps indicates a reluctance by the sector to address difficult issues head on. Teague says: “People don’t welcome us shining a light on their sector.” Testimonies from cleaning operatives – largely women, migrants and older workers – in the first report, describe workers being sexually harassed by supervisors; being racially abused; being ridiculed for asking for the pay they are entitled to when they actually have received less; and having to take breaks in cupboards. General themes to emerge included job insecurity; lack of good management and supervision; low status, isolation and powerlessness experienced in various guises; and poor access to redress or grievance procedures. Owing to the low number of replies to the first research report, Teague says a second research report was also commissioned that focused on employment practices in the cleaning sector. This report recognises that procurement and contracting of services is a “significant feature” of the commercial cleaning industry. Researchers concluded that this “appears to have contributed to the prevalence of low pay, high levels of labour

turnover, and the challenges for successful organisation by unions within the industry”. The report’s authors also concluded that the role of regulation had been “relatively weak to date and, in terms of its impact in promoting better employment practices and improved working conditions, is mostly limited to the national minimum wage and TUPE legislation”.

Enforcement action The next steps will include raising awareness of the findings within the sector but one of the “most important” recommendations in the report is the formation of a task force to ensure that the industry is held to account for any areas of bad practice. It will be chaired by EHRC deputy chair Caroline Waters, and will meet every month for a year to look at issues raised by the report, identify examples of good practice and ways of taking these forward. It will consist of “the key stakeholders in the cleaning sector”, according to the EHRC. These include ISS, Enhance Office Cleaning, Interserve, Principle Cleaning Services,

Facilicom, Sodexo, KPMG, RBS, NHS Property Services, Go Ahead Group, TUC, Tesco, British Institute of Cleaning Science, Living Wage Foundation, Unison, Building Futures Group, RMT, Health & Safety Executive, and BIS. Teague says often companies “had the correct procedures in place but they had not been activated on the ground” and so did not have an impact on workers. The task force’s goal will be to talk to workers, unions, clients and firms. It will also hold to account clients and firms that have spots of bad practice over whether they have made necessary changes in the way they operate. “Following that, if there hasn’t been an improvement, we will have to consider taking enforcement action,” says Teague. This could even include launching an investigation into the firm’s practices. But Teague says “small steps” were often all that was needed to improve people’s experiences, such as “looking them in the eye, smiling, saying hello” and even inviting them to company gatherings or meetings.

04/09/2014 17:25

Deborah Rowland, head of FM policy and strategy at the Cabinet Office, at a conference in April. At the time she said: “GSL is part of the BIM Level 2 mandate for all government construction new-build and refurbishment projects – so it’s in that package which is mandated for 2016. We are also working on how we embed GSL into the new FM contract model and into future construction frameworks to ensure that GSL is supported. The model will go through procurement this year, so we’re working on that now.”


What does the FM Framework agreement mean for the sector? HERPREET GREWAL

Earlier this month the longawaited Official Journal Of The European Union (OJEU) tender notice for a Facilities Management Services Framework Agreement was published. Central government departments, their arms-length bodies and the wider public sector will be able to use the agreement for the provision of FM services (see news, page 6). The old facilities management model expired on 27 July 2014 and the one for NHS Building and Engineering Maintenance Services is due to expire on 19 October. Neither agreement has an extension option, which is why an alternative contracting vehicle for FM-related services was required, according to the government. The new Facilities Management Contracting Model (FMCM) includes a number of elements, one of which is the framework agreement for FM Services. But the Crown Commercial Service (CCS) also intends to

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publish separate OJEUs relating to the FM Marketplace (Dynamic Purchasing System) and FM Assurance Service requirement, which was previously intended to be developed as a separate lot under this agreement. The FM Assurance Service will provide an independent helpdesk, Computer Aided Facilities Management (CAFM) and assurance oversight for customers who may have multiple FM suppliers providing services.

Flexible and inclusive This framework agreement differs from what existed before because it will provide “a more flexible and inclusive set of service requirements that can be packaged for customers in ways that better suit their individual business requirements”, said a spokeswoman for the CCS. She added: “The previous agreement (RM708) provided a single total facilities management (TFM) lot solution. The new agreement (RM1056) will provide a multi-lot solution, enabling

Falling off the BIM cliff

customers to package their FM services and let contracts in ways that were not possible under the previous agreement.” This consists of Lot 1 relating to Total Facilities Management; Lot 2, which relates to hard FM and Lot 3, referring to soft FM services. The spokeswoman said: “Customers will be able to let contracts for both hard and soft FM services under separate agreements, using suppliers that have been specifically selected to deliver within those specialisms. “The intention is that there will be a maximum of 30 suppliers under three lots (maximum 10 suppliers per lot) enabling suppliers to be able to bid for specific services and specialisms they may not have previously been able to.” The FM framework agreement also includes provision for Government Soft Landings (GSL) and Building Information Modelling (BIM) to be embedded into any further competition contract let. This was a development first touted by

At the same event, BAM’s Kath Fontana called on government to mandate BIM for FMs to encourage them to use it, otherwise there was a threat that FM would “fall off the BIM cliff”. Making GSL and BIM a part of the agreement is a step in the right direction for the industry. FM services fall within the CCS’s remit “to centrally manage the purchase of common goods and services, as they are currently managed by each department autonomously which does not maximise government’s purchasing power and prevents government being an intelligent client to the market”, the spokeswoman added. Now that the government has introduced a standardised model for all customers and suppliers, it will be able to analyse and benchmark supplier performance “across a level playing field which has not previously been possible”. The government is also convinced that the agreement will allow contracts to be let for multiple customers and departments under single agreements, reducing the number of tenders brought to market. This will “increase the size, scale and value of the opportunities for suppliers”, it says. FM WORLD |11 SEPTEMBER 2014 |11

04/09/2014 17:25



No beach break for City as results keep rivalry hot GRAEME DAVIES

August used to be a quiet month in the City. But as new regulations on corporate disclosure push companies into reporting results within 60 days of any financial period end, scores of big companies now issue first-half results in August, allowing a vital insight into the state of play in various industries – FM included. This August saw major players

in the FM sector issue varied results, mostly reflecting the fortunes of individual companies rather than prospects for the sector as a whole. The trend of increasing government outsourcing is well established and the economic revival presents opportunities in the private sector, but August confirmed the continued travails at Serco, which reported a 59 per cent slump in first-half profits

as it recovers from its problems last year. Chief executive Rupert Soames, appointed to turn the business around, cheered investors by sticking to full-year forecasts of profits of not less than £170 million, but this will represent a 42 per cent drop on the 2013 figure. Furthermore, Serco’s pipeline of work is down by a third, owing to a combination of a conscious decision to withdraw from bidding on some contracts as well as a hangover from the hiatus imposed on the company from bidding for government projects. Soames appears to be steadying the ship, but shareholders are likely to need patience given that some analysts believe true recovery could be as far off as 2016. But some confidence can be gleaned from the turnaround at rival G4S, which also had trouble with government contracts, but posted profits of £85 million for

Contract wins

NEW BUSINESS The Mayor of London has appointed Capita as the support team for the Greater London Authority’s RE:NEW retrofitting programme. The contract, worth £2.7 million over three years (with a one-year extension option), will see Capita provide funding, technical and procurement advisory services for energy-saving works worth £50 million. Vacant property manager VPS has won contracts across the UK in the first half of 2014. It specialises in looking after properties to ensure that they are quickly re-let. The contracts include support for housing providers in Cheshire, Northamptonshire, London, Nottinghamshire, Yorkshire, South Wales and Northern Ireland, working with companies such as First Ark 12| 11 SEPTEMBER 2014| FM WORLD

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Group, Kier, Keepmoat, Nottingham City Homes, The Breyer Group, and the Golden Gates Housing Trust. Elior UK has taken a five-year contract to provide catering services at Rye St Antony School, Oxford. The £1.1 million contract, starting this month, will see Elior feed 500, including boarders and staff at the independent school. International TFM provider OCS has won nine contracts from top airlines including Delta Airlines, Saudi Airlines, Middle Eastern Airlines, EgyptAir, and Brazilian TAM Airlines. It also extended contracts with Qatar Airways, Monarch Airlines and Emirates. Singapore Airlines awarded a new aircraft appearance contract at Manchester

Airport to OCS last month. OCS also won a three-year contract to supply aircraft grooming to the Air Mauritius fleet at Heathrow. Elior UK has won a £13 million contract at the University of West London. Under a 10-year deal, Elior will offer catering and hospitality services to the university’s 12,000 students at seven facilities across three main campuses: St Mary’s Road in Ealing, Paragon House in Brentford, and the Berkshire Institute of Health in Reading. Braybourne Facilities Services has landed eight, three-year school cleaning contracts in southern England. Under the deals, totalling £1.5 million, Brayborne will clean at schools including Testbourne Community School in Whitchurch, run by Hampshire County Council Weydon School, Farnham, Surrey, and Priestlands School in Lymington, Hampshire. Property services firm Ian Williams has secured a four-year, £3.7 million deal to maintain Exeter City Council’s housing stock. Staff will paint, re-render and repair the exteriors of houses and flats.

the first half compared with losses of £94 million in 2013. Others are making the most of their rivals’ travails. Interserve saw a 29 per cent rise in first-half revenues to £1.4 billion. Profits rose from £36.8 million to £50.2 million and £2 billion worth of contract wins in the period boosted its order book from £6.4 billion to £7.5 billion, helped by the addition of £600 million worth of business through the acquisition of Initial’s FM business from Rentokil this year. The attempted merger between Carillion and Balfour Beatty sparked more corporate excitement. Driven by Carillion, and prompted by Balfour’s troubles in its UK construction business, the deal would have created a top-tier challenger in the outsourcing and public service arena. But the two boards could not agree terms. Carillion, however, took solace from a hefty £2.8 billion Ministry of Defence facilities contract won by its joint venture with Amey. The size of that deal proves that business is still there to be won by the bigger FM players. Research by Information Services Group (ISG) suggests that annual outsourcing contract value from commercial companies in the Europe, Middle East and Africa region was ¤5 billion in the first half – up almost a third on last year with the number of contracts signed up by a quarter. The region accounts for half of the global market, so this suggests healthy business conditions – especially in Germany and France. G4S also reports good growth in its emerging markets, so there is plenty of work to be won for firms with an international reach and strong grip on domestic operations. Graeme Davies writes for Investors Chronicle

04/09/2014 12:41

Balfour Beatty board rejects all advances from Carillion Balfour Beatty has rejected a revised merger offer from Carillion, leaving the deal in limbo. Following consultation with shareholders, the company said in a statement that the revised proposal “again fails to address the two key concerns that Balfour Beatty has consistently raised.” These were the ‘considerable risks’ associated with the proposed business plan “including the strategy to significantly reduce the scale of the UK construction business when it is poised to benefit from a recovery in the market, and the intention to terminate the sale of (global consulting firm) Parsons Brinckerhoff “at a point when it is reaching a successful conclusion”. Despite Balfour announcing last month that it had terminated the discussions with Carillion, the support services company released a new statement saying

BUSINESS BRIEFS Northern firm’s new FM arm

Carillion has given up courting Balfour Beatty after a third snub

it believed in “the powerful strategic logic and financial benefits of a merger with Balfour Beatty”. Balfour Beatty also announced that its half-year profits have dropped in the year to 27 June 2014. Balfour Beatty’s pre-tax profit fell 53 per cent to £22 million from £45 million at the same point last year as a result of a reduction in the value of engineering services contracts in the UK.

Revenue also dipped to £4.85 billion, a 2 per cent fall from £4.96 billion a year ago. Carillion, however, saw pre-tax profits increase by 5 per cent in the first half of its current financial year. Despite an expected fall in revenue of 5 per cent, the firm increased profits from £64.2 million in the same period last year to £67.5 million. Carillion said it had achieved £3.2 billion of new orders and probable orders in the first half.

Merger cooks up HCM Group catering pack Host Management and Catermasters are to merge to create a company called HCM Group. The deal gives the new business a turnover in excess of £60 million, more than 240 operations, and a combined team of more than 1,500 employees. The new company will be headed by chief executive Bill Toner, and Nigel Johnson becomes deputy CEO. Johnson, who co-established Catermasters in 1989, said: “Bill has huge experience of growing catering companies to a significant size and therefore our newly merged company will use his skills to

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The new company says the merger will enabled it to pursue larger contracts

the full. Given the size of our combined business, we now have the exciting prospect to create focused business and industry, education, leisure and healthcare divisions, which will be the

team’s top priority.” Catermasters’ other founder, Richard Moody, has been less involved in the business over recent years and has now sold his remaining shares to HCM Group. He will continue to be a consultant. Tony Carr, Catermasters’ joint managing director, will continue to manage that business. Catermasters is a national caterer operating across 120 sites with a team of more than 550. Host was established in 2004 and is headed by Toner. It has 120 operations across the UK and Ireland, with a team of 1,000.

Construction company McGoff & Byrne of Altrincham has been awarded a contract by the Manchester Airports Group. It will provide reactive maintenance and minor works across the group’s sub-let estate. It will also maintain 48 sites in the North-West, North-East and Midlands for The Garden Centre Group. The firm will also take responsibility for New Care Projects, which has three care centres at present. The firm has created a new FM division to carry out the works.

Benison joins Serco Liz Benison has been appointed chief executive officer for Serco’s UK & European local and regional government division, where she will oversee FM services. She will oversee Serco’s work with local government clients, European institutions and some private sector clients. These services include FM as well as areas of health, environmental services, leisure and support operations for European Agencies. She joins Serco from Computer Science Corp.

Interserve enters waste JV Interserve is partnering Shanks Group plc, Derby City and Derbyshire County Councils to build and operate a waste treatment facility in a 27-year, £950 million Public Private Partnership contract. It will build the £145 million mechanical biological treatment facility and an on-site gasification plant in Sinfin, south Derby, which waste management specialist Shanks will operate, alongside Derby’s existing waste management facilities. FM WORLD |11 SEPTEMBER 2014 |13

04/09/2014 12:42


THE ISSUE: Online sustainability education in FM THE INTERVIEWEE: David Picton, chief sustainability officer, Carillion

An exercise in collaboration Last month a virtual resource named the Supply Chain Sustainability School announced that it would be launching a support portal specifically designed for FM and services suppliers, contractors and clients. The Sustainability School already offers services for the construction industry, providing workshops, e-learning, training and online self-assessments. Since launching in 2012, the online resource has been “a huge success”, gathering 6,000 UK members from 4,000 organisations in the construction industry. These members come from wide-ranging areas of the construction industry, including civil engineering, fit-out contractors, designers, technical consultants and equipment providers.

Opening in Oz It’s been such a success that Action for Sustainability, the non-profit group hosting the online school, is due to roll out a new version of the resource for the Australian construction sector later this month. Shaun McCarthy, director of Action for Sustainability, hopes the FM component of the online resource will be just as popular. “The construction school has 14| 11 SEPTEMBER 2014| FM WORLD

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been established for two years so now the facilities management sector is the logical progression from that… we are going from targeting those constructing buildings to those looking after them.”

Go-to support resource The vision is to create a ‘go-to’ sustainability support resource for FM suppliers, contractors and clients governed by those who both understand FM and have an active requirement for a sustainable supply chain. Suppliers are required to sign up and complete a self-assessment, after whuch they can devise a tailored sustainability action plan to fit their needs. Organisations working on the construction school include Carillion, BAM, Kier, Skanska and Vinci – all of which have FM strands too. But contractors Cofely, Emcor and Interserve have come on board specifically to help steer the school towards FM-focused activities. Property group Grosvenor Estates has also joined as a partner. McCarthy says the aim is to “integrate sustainability learning into every part of the supply chain”. All partners in the FM School pay £10,000 a year towards the

costs of running the school. McCarthy hopes they’ll get up to 12 partners eventually. David Picton, chief sustainability officer at Carillion, says: “The school will offer a free support resource – built upon responsive, innovative and sustainable best practice – to help that supply chain meet the requirements of clients, managing agents, occupiers, users, regulators, other stakeholders and their wider communities.” Carillion is already embedding social practices into its construction work, says Picton. An example is its selection as the preferred bidder for the £335 million Royal Liverpool University Hospital project. business-news/carillion-sealsroyal-liverpool-hospital-deal He says: “There were a degree of commitments made to the local trust and the local council around the way employment would be linked to the final project and the way that would be linked to social value. Things as detailed as apprenticeships and the way we would deliver that during the life of the project.” Picton is chair of the construction school’s leadership group and he will also be chair of the FM group. He predicts that

the resource will perhaps have to be even more sophisticated to be able to cater for what he believes are the more complex needs of the FM sector. He says: “Obviously, the construction trade is complex, but the FM services sector is even more so when you think of everything we are asking for suppliers to provide in terms of services. It is as broad and diverse as food supply chains, cleaning materials, guarding, all kinds of other outsourced services. [The online school] will be a really good investment for those small suppliers especially, who will be able to feed off the industry free of charge.”

Collaborative effort Picton says the school demonstrates “a proper example of collaboration” with companies who usually “compete for work coming together to try and help our joint supply chain get better as well”. Representatives of other partner companies such as Amber Ritson, chief procurement officer at Cofely, says the initiative signified “a positive step towards a sustainable supply chain geared to meeting the requirements of clients across the industry”. Keith Chanter, chief executive of Emcor, characterises the move as “a fundamental building block in establishing more efficient, productive and sustainable working environments, which will deliver long-term benefits to both clients and suppliers.” Finally, Laura Spiers, Interserve’s group sustainability manager, commented: “Bridging the boundary between business and built environment, FM has huge influence on sustainability impacts. Supply chain competencies in sustainability are of strategic importance to corporate, public, property and construction clients alike.”

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01/09/2014 12:13



FM NHS Trust Local Consultant Authority

Finbarr Murray is director of estates and facilities at East Kent Hospitals University NHS Foundation Trust


ho on your FM team do you ask to W deal with a must-do issue at 5pm on a Friday? Research their personality type using Jungian theory– then decide Can personality profiling help build great FM teams? Throughout our careers as FMs there will be times when we will have to manage teams of staff. I’ve been a manager for 20 years now, so when something comes along that can help make that responsibility easier, I’m willing to have a look. Personality profiling is something that I’ve come across before, but working with a system based on Jung’s typology was a new one

on me and I’m impressed. Personality theory can be traced back to the 5th century BC, when Hippocrates identified four distinct energies in people. In the 1920s Swiss psychologist Carl Gustav Jung published his work into personality profiling and coined the terms ‘introvert’ and ‘extrovert’, along with his work in understanding human nature and how we all interact. How does it work? Keeping it simple, as with most profiling

those selected to be involved in the process are asked to complete a questionnaire which, once filtered through the theories behind the process, produces a profile of that person. The profile is mapped against one of four colours: red,blue, green and yellow. Often there is a bit of several colours in us all. Each colour has a series of personality characteristics, which when read by the individual is pretty much spot on. I have a bit of red, which is about direction and delivery not unsurprising given my role, but I’m mostly yellow, meaning I’m full of ideas and opportunities. Sharing profiles helps poeple to understand the characters behind

people we work with. It has helped my team understand each other, the way they are likely to behave and how best to communicate with them. So can it help build better teams? As with most of these tools it’s about application. It’s helped me better understand the dynamics of my team, to know who to go to for detail and who to approach to make sure projects get delivered on time. I’m also clear that there are better possible outcomes by using the behaviours of a mix of colours with the understanding that no one personality is right are wrong, but a good balance of all creates the best outcomes.

BEST OF THE WEB Views and comments from across the web What are the biggest obstacles you face when trying to implement energy saving measures? (BIFM group) Fiona Hermsen: There is always pressure for FMs to provide strategies for both cost reduction and increased efficiency. Efficiency and implementing new measures can take time to show a return on investment. Malcolm Broadbent: One of the ‘pluses’ to win people over surely has to 16 | 11 SEPTEMBER 2014 | FM WORLD

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be the carbon reduction and the kudos to their green credentials. Mike Foy: We have many customers who are interested in having an LED upgrade survey which tells them how much they would expect to save in a given month along with an estimated time it would take for the savings to offset the cost of the installation. More than 90 per cent of these surveys don’t transfer into any upgrades taking place, regardless of the saving.

How much space should be left in and around office desks to allow safe access and egress? (BIFM group) Martin Atkinson: I recommend you purchase a copy of the Metric Handbook – Planning and Design Data (edited by David Littlefield) It is a useful book full of both standards and good practice. Chris Davies: It’s down to an assessment of the specific space, users, furniture and activity.

There’s some info from the HSE if you want something a bit more robust to refer back to. Jane Whatham: When I’m planning any office moves and changing layouts I always allow 1 metre. 5.2 million people in the UK are still earning below the Living Wage! (BIFM group) Wayne Fox: Whenever a client buys on cost, a contractor can only pay the low rates, or else face going out of business.

We have to move clients away from the lowest cost culture they’ve developed over the last few years. Kevin Murray: If it’s been said once it’s been said a million times, it is senior management that has to realise that if they continue to ‘save a buck’ now, it will be at the expense of people that won’t be able to educate their children – they are throwing away any hope of future workers with the talents and education their companies will need.

04/09/2014 12:43

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FMWORLD BLOGS Flexibly yours Alison Chisnell, The HR Juggler In December I tweeted a photo of my empty filing cabinet. It symbolised a different way of working – the creation of a truly digital hub to coincide with our office move. A small number of functions were designated as ‘fixed desk’ workers. The telesales teams, who benefit from being office-based in a competitive environment moved ‘as is’. Anyone else could be a home worker if they wished – about 80 individuals opted for this. All other staff became by default flexible workers, working from home, from the new office or an alternative location, with no need of management approval. There were some basic requirements to become a home worker, e.g. a minimum broadband speed and health and safety assessment and a clear message that all staff were able to work flexibly. There were no designated offices for anyone in the new building. But there was investment in laptops and in digital archiving and online tools so that staff could work flexibly. People could book desks online up to a week in advance and meeting rooms could be booked. Lockers were made available for personal belongings and broad ‘neighbourhoods’ created so that teams could sit with others in their division. There was a simple process to access a net payment for those setting themselves up as home workers. There was lots of training for managers and staff on why we were implementing these changes and what the new parameters were. There was a huge amount of hard work, commitment and willingness to change. We have been in our new digital hub for six months, and staff feedback has been overwhelmingly positive. The open-plan environment has energised people, working in a flexible way and to be trusted is prized and valued. So far turnover is down, productivity remains good and people are happier. Read the article in full at

Our ability to discern patterns is essential in office design Markelt, Thinking from artworks We look for patterns everywhere, and where none exist we impose them, grouping by colour, shape, texture, number, taste, smell, touch or function. And the patterns we perceive influence the way we think and how we feel. Psychologist Carl Jung first explained how the innate ability to recognise patterns is rooted in the need for primitive humans to perceive patterns as a way to identify threats. He saw the collective unconscious as a bank of shared primordial images, hardwired into us by our evolutionary past. Psychologist Alison Gopnik says babies a day old will stare at bold stripes and other patterns for long periods. These are the first clues babies have that the world consists of discrete objects. They respond to the patterns of features on a human face as well as the rhythms of baby talk from adults. Psychologists understand that our responses to the things that surround us are conditioned by both our instincts and the predispositions we learn. Knowing this can help us to design buildings that promote specific moods and evoke certain ideas in most people. Pattern also helps to define space and change our perceptions of space. Designers and FMs need to resolve the potentially contradictory need for people to be as productive as possible with the need to maximise the use of space. Choosing the right pattern in an office can help people to feel relaxed and motivated; the wrong pattern can be dispiriting. Pattern can be also used to subtly communicate corporate identity. Our drive to find meaning in the world is nothing more or less than the drive to identify and interpret the patterns in all that we see. Read the article in full at

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FIVE MINUTES WITH NAME: Garry Watkins JOB TITLE: CEO, Service Works Group

The variety of acronyms used to describe facilities management software is causing confusion. FMs use different terms to describe FM software, from CAFM and CMMS to IWMS, MMS and others – but many believe that they all offer broadly similar functionality. FM is full of acronyms, especially in the field of technology. Many have been created by software vendors to differentiate themselves in the market. But the wide range of acronyms and lack of terminology definition are causing confusion about the varying functionality offered by these systems. Our survey, conducted in the UK and Australia, reveals that 40 per cent use the term computeraided facilities management (CAFM) to describe the technology they use to support the FM function. However, 19 per cent prefer the simplicity of FM software; 14 per cent Integrated Workplace Management System (IWMS); 12 per cent Computerised Maintenance Management Software (CMMS); 5 per cent employ Facilities Management Information System (FMIS); 2 per cent Maintenance Management Software (MMS); and 8 per cent use other acronyms entirely. Our experience shows that FMs are using FM software not just for reactive and planned maintenance, but for a variety of tasks. These include resource management, capital projects and space management – all of which are essential facets of the current expectations of what FM should be delivering. The landscape of FM software is changing at a significant pace to a more widely integrated one. The FM department shares data with other areas of the organisation, as part of a broader enterprise-wide solution in which a constant flow of information is distributed, analysed and actioned to deliver company-wide benefits and efficiency. FM WORLD |11 SEPTEMBER 2014 |17

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04/09/2014 16:57


The boom times might be over, but for those FMs who have the requisite skills and are prepared to adapt to the stricter lifestyle rules, there’s still eastern promise to be found in the Gulf States, says Nick Martindale

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ith its sun, sea and taxfree salary as selling points, it’s easy to imagine why UK FMs might in their idler moments consider upping sticks and heading out to the Middle East. There is certainly a demand for those with experience in the sector, largely as a result of a shortage of local talent and a rapidly expanding market, which is now having to consider the maintenance of buildings as well as constructing new ones. “There is a general shortage of high-quality experienced FM talent across the region,” says Tim Popplewell, chief operating officer of Transguard Group, who has been based in Dubai for the past four years. “The UK FM industry has always been highly regarded and people from the UK may have a slight advantage as many of the FM companies here tend to have UK expats in very senior management roles.” The main opportunities are in the United Arab Emirates, and Dubai and Abu Dhabi in particular, he says. “The growth in Dubai is phenomenal, with the hotel, retail, commercial office and residential property markets all very buoyant and the general business mood one of optimism, especially since the award of Expo 2020,” he says. “Qatar is also tipped for significant growth with a raft of projects and developments in progress or planned to start, and with the World Cup on the horizon.” But there are signs that some parts of the Middle East are starting to resist the instinct to bring in labour from outside, says Mark Armstrong, FM and environmental manager at recruitment firm Dovetail HRS. “We’re seeing in Qatar, for example, that there’s a real preference for local talent now and a couple of our clients are


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now not in a position where they can bring in non-Qataris,” he says. But he, too, says those from the UK are well regarded, and highlights a particular shortage of local talent at account manager level across the region. “We’re seeing a lot more clients saying they need people in these countries, and I know they will have looked locally first,” he says. “That says to me that there’s not the homegrown talent at that facilities manager or account manager level.”

Be ‘can-do’ Anyone hoping to land a role – whether in-house or for an FM service provider – will need to demonstrate both qualifications and skills, including excellent all-round soft and hard FM knowledge, contract management skills and the ability to work alongside different cultures, says Popplewell. “For me, though, those are all skills candidates should have, or be acquiring,” he says. “What really sets the good candidates apart is attitude. A real ‘can-do’ approach to life is essential and traditional FM professionals may need to leave a few of their FM preconceptions at the airport. Things can work a little differently in the Middle East, and candidates with resilience and flexibility are essential. Patience is also essential; things can be slower than one might be used to in the UK.” In some parts of the region, those without degrees cannot be called “managers”, points out Armstrong, and he also points to a strong emphasis on previous employers. “There’s a lot of emphasis on who you work for and what clients you work with, so if you’ve worked or have been a service provider for a big investment bank and have

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Left: Dubai, with the Burj Khalifa tower in the background

Below: Doha, Qatar




5-10% 10-15 salaries are only 5 or 10 per cent higher than in the UK, but are tax-free

There is currently a dearth of expats with a decade or more of FM experience

managed a large property portfolio you will be of interest in the Middle East,” he says. “They think they’re like those clients; they have these fantastic buildings which are very modern and stylish, and they want people who are used to managing those.” From a career perspective, such a move can give people exposure to projects they would be unlikely to come across in the UK, says Bill Heath, managing director of Mace Macro International, who moved out to Dubai to set up the business in 2008, having established the UK organisation six years earlier. “We work on such a wide variety of projects, from

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commercial and residential buildings, to a zoo, school campus and government buildings, to a brand new city for two million people, so there is always something new to learn,” he says. “The knowledge of FM also varies, which offers us the opportunity to both educate and also learn from a client’s past experiences and current needs. Someone’s experience would definitely be more varied in the Middle East.” Salaries in the area also vary; those in public sector posts are higher than the private sector, says Darren Angelaki-King, project manager at Serco, based in Abu Dhabi, although all have the benefit of being tax-free. But the cost of living can be high, and there are other factors to consider too in assessing whether the move will stack up on a personal level. “Consumer goods, housing and travelling costs can be expensive, and being away from home is not for everyone,” he


Dan Davies had spent a decade working in FM and property in the UK when he decided to head to the Middle East in 2007. “I was inspired by an article in an internal company magazine produced by Carillion, my company at the time,” he recalls. “It was about the building of the marina development and the monumental task of managing such a big team of immigrant workers. “Not long after I visited a friend in Dubai on the way to Australia for a holiday, and I relocated about four months later.” Over the past seven years Davies has worked for a number of companies, including Limitless, Omniyat and consultancy firm Olive VFM, and has now moved to Myanmar as associate director at real estate service provider Colliers International. “It was great for my career,” says Davies. “I went from being an FM for a 400-person office to managing over 12 offices in eight countries, in just 12 months. “The UK market is very competitive and there are very few large projects for facilites managers to get involved in.” There are a number of opportunities for facilities managers in the Middle East, ranging from in-house roles to working for private developers, government departments or consultancies. “Dubai is tougher and more competitive due to the desired location but there are some good projects in Saudi Arabia, Oman and Kuwait,” says Davies. “I only wish I’d gone sooner.” FM WORLD | 11 SEPTEMBER 2014 |21

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says. “Holidays are also rightly geared towards the Muslim calendar and traditional Western holiday periods are often hard to accommodate, with such a high expatriate workforce all wanting to take the same time off.” Salary levels themselves are not quite as high compared with the UK as they once were, says Armstrong, but the tax-free aspect in particular can be an issue if people eventually plan on heading home. “In the last few roles I have worked on the salaries have been maybe 5 or 10 per cent more than they are here but they are tax-free,” he says. “If you’re in the 40 per cent tax bracket, suddenly having that knocked off you again comes as quite a shock. My advice is to think very carefully about that, because if you ever want to come back you will have to take a hit.” Linda Engstrom-Condon is head of asset and facilities management consultancy in the Middle East for AECOM, and chairman of the interim UAE BIFM committee. She says there is a dearth of expats with 10 to 15 years’ experience, suggesting that those with younger families are less likely to make the move.


Talent shortage “There is a shortage of talent in general, but particularly with regards to slightly younger FM professionals,” she says. “I have faced many challenges in trying to recruit both graduate-level FMs and those with 10-15 years’ experience. It has been much easier to recruit senior people with 25-plus years’ experience.” The main growth areas in FM in the region are the UAE, Qatar and the Kingdom of Saudi Arabia, she adds. Popplewell, though, believes this is changing, at least in areas such as Dubai. “A few years back I would


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“WE’RE SEEING A LOT MORE CLIENTS SAYING THEY NEED PEOPLE IN THESE COUNTRIES, AND I KNOW THEY WILL HAVE LOOKED LOCALLY FIRST” have said the opportunities are ideal for relatively young, single people who want to experience working overseas, making some good money and enjoying a great lifestyle,” he says. “Although that is still true today, there are now a lot of families here who have made a permanent move to the region. Healthcare and education are excellent, the environment is very safe and the leisure facilities for children are exceptional.” Anyone heading over to the Middle East needs to do so determined to fully embrace the experience, warns Heath. “My advice would be to fully embrace the different customs during your time here,” he says. “There is so much to learn and so

many different people to meet, so don’t just seek out fellow countrymen.”

Patriarchal society Yet there are also certain parts of the region where it will be harder to integrate than others – particularly for women. “Any female FM going over to the Middle East has to be prepared for a bit of a hard ride, particularly if they’re hard-services focused,” warns Armstrong. “I do know a couple of female FMs who have gone over to the ME and done very well, but you do need to be particularly tough.” Engstrom-Condon also warns against women facing

discrimination in places with strict Sharia law. “I wouldn’t encourage women to work in the Kingdom of Saudi Arabia,” she admits. “But other than that, I have – as an expat woman in my early thirties – always found the Middle East to be very welcoming, and I’ve never faced any discrimination because of my gender or age in my seven years in the region. Life in the Middle East has many advantages – the fantastic weather during the cooler months, the amazing projects and the local melting pot of the world’s different cultures. As long as that is embraced, I can’t see that anyone would find moving here very difficult.” FM

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POWERING DOWN Future energy supplies are far from certain but FMs could become guardians of UK fuel economy by following the kind of energysaving skills put into practice by the University of the Arts London (UAL), says Simon Francis



hese are complex, unstable and unpredictable times. At a glance at the news is enough to depress and worry even the most positive and well adjusted of us. From the crisis in Ukraine to the collapse into instability in Iraq – even the minor chaos brought by the tail-end of Hurricane Bertha hitting the Home Counties – there’s much to threaten our peace and security. A common thread running through these world events and an increasing concern for all in the FM sector is the threat to the energy security of the West, and the UK in particular. A perfect storm of a series of geo-political crises, an extended period of under-investment in the UK’s infrastructure and soaring demand has led us to the brink of an energy crisis. It’s now predicted that energy costs will at least double over the course of the next five years. Leaving aside the damage our over-reliance on carbon fuels is causing to the planet,

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the impact of this increase on an organisation’s bottom line could be seriously damaging. The impact from rolling ‘brownouts’ – unintentional power cuts predicted by many to occur in 2015 – could be fatal for those not prepared. But amid this doom and gloom there is an opportunity for FMs to lead the way in reducing organisational risk and cost through improved energy management. In theory, there is more energy ‘supply’ available now through energy reduction than can be delivered through adding extra capacity to the UK’s infrastructure. According to Energy UK – the trade association for the energy industry, comprising more than 80 gas and electricity generators and suppliers – energy-efficiency investments and greater consumer control over use meant average energy consumption fell by 12 per cent from 2007 to 2012 after accounting for temperature differences. With many of the UK’s nuclear

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Central St Martins: dedicated followers of the fashion for energy thrift

reactors due to be retired in the near future and the increasing lack of stability of our imported energy, the extra capacity created by reduced energy use will be crucial in safeguarding continued energy supply.


EMA’s aims

It is with these challenges in mind that the Energy Managers Association (EMA) has developed standards for the delivery of energy awareness training for industry, through its Low Energy Company (LEC) scheme. EMA was set up in 2012 by Lord Redesdale, the former Liberal Democrat energy spokesman, with the aim of being the voice of the energy management profession. According to Lord Redesdale “Considering how much energy we use and waste, it is surprising how few dedicated energy managers there are. “I set up the EMA to act as the voice of the energy management profession and put it at the heart of British business.” Redesdale spoke on the topic at this year’s ThinkFM conference in London. EMA now aims to establish energy management training as the norm in the UK workforce through the LEC scheme. EMA believes that it will be advantageous and desirable for companies to seek LEC status for three reasons. Firstly, it will be essential to control costs through staff training as the projected increase in energy prices begins to bite. Secondly, the investment in achieving LEC status will dovetail with organisations’ Corporate Social Responsibility (CSR) agendas. Thirdly, and most significantly, many companies in supply chains will make the attainment of LEC status a requirement of the procurement process. Although EMA eventually

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“Considering how much energy we use and waste, it is surprising how few dedicated energy managers there are”

plans to have four or five levels of standard in place as part of the scheme, there are currently two standards. Approved by the Carbon Management Associated and Energy and Utility Skills Council, the Level 1 and Level 2 standards are now available to training providers to develop accredited courses against.

Energy management skills

This approach has been developed to ensure that as much of the UK’s workforce as possible has the knowledge and skills to guarantee that organisations and businesses are as energy-efficient as possible. “Every person who goes to work imposes energy costs to

their organisation,” says Lord Redesdale, “as a result, energy use is everyone’s responsibility, not just of a professional energy manager, and we all, at every level, need energy management skills.” Although it is currently voluntary, EMA is lobbying government to make such training mandatory. With the challenges facing UK PLC in securing its future energy requirements, you wouldn’t bet against them succeeding. It’s early days for EMA and its training standards, but many organisations are starting to take notice. High-profile establishments such as London Zoo have already put significant numbers of employees through

12/09/2014 16:18


Level 1 courses. Discussions are also taking place with some of the country’s largest employers, which could significantly increase the number of trained employees within the scheme. In the education field, the University of the Arts London (UAL) has just become an early adopter and trained about 100 of its staff to Level 1 stage. UAL is Europe’s largest specialist arts and design university, with close to 19,000 students from more than 100 countries. The university has a large and diverse estate spread across London with, unsurprisingly, significant energy demands. As part of the university’s aim to significantly reduce its energy consumption – driven by both the desire to be a more sustainable organisation and the need to reduce its multi-million pound energy budget – it has become the first higher education institute to put its frontline FM staff through EMA-approved training courses.

BREAAM dream

“The university has recommitted itself to sustainability in the past two years,” says Ian Lane, head of sustainability at the university. “For example, the university will soon deliver its first and most sustainable building by achieving BREEAM ‘outstanding’.” By being the first higher education institute to achieve Low Energy Company status the university’s sustainability and project board wanted to send a statement to its students, staff, researchers, funders and supporters that it could support sustainability through its day-today operations – and not only in what it teaches and researches. An added benefit of undertaking this training has been that the university’s estates department is now able to advertise itself as a Low Energy

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Company and display the Low Energy Company logo. Having seen the FM team complete the training, the university’s accommodation department, which manages and maintains the university’s student housing, has now started to put its staff through the course. Being able to promote its LEC status to prospective student residents is an attractive proposition. “UAL considers itself to be a global brand,” says Ian, “and we had become aware that poor environmental stewardship was hurting our reputation, particularly as 36 per cent of our students are from overseas. We believe that by achieving LEC status, we have gone some way to improving that reputation.”

To develop the training course, the university’s FM team worked with Gaia Active, a team of sustainability specialists. The university now hopes to use its LEC status to influence its partners and suppliers, pushing the drive for energy reductions down through the supply chain through its procurement practices. The university has already seen energy savings of 15-20 per cent in some of its buildings as a direct result of energy-saving measures put in place by its – now trained – FM staff. The level 2 course is the obvious next step for the university. This course, which is aimed at supervisory level staff, teaches that raising awareness and changing behaviour can improve energy efficiency, helping to lower carbon emissions and reduce costs. EMA is developing course standards at Levels 3 and 4 that are expected to be launched in the coming year. EMA is engaging with the BIFM and the FM industry to promote the benefits of the scheme. Attendees at this year’s Think FM conference will have already got a flavour of Lord Rededale’s passion for the scheme. With a large number of staff trained across industry, the LEC scheme is now starting to take off. There are now a range of training providers able to deliver against EMA’s standards and a real sense of momentum in the rate at which organisations are starting to realise the potential of their greatest resource, their employees, in the drive to be energy-efficient. For the forward-looking FM, there is a real opportunity to lead from the front. By investing in the development of his (direct or contracted) employees and by exerting influence through the supply

chain, reductions in energy consumption can be achieved. For those in that supply chain, if EMA is successful, then becoming an LEC may yet become essential to winning and retaining contracts. But perhaps the biggest challenge in achieving Low Energy Company status for the university was in the logistics of ensuring that nearly 100 staff, across 14 university sites could complete the course without affecting service delivery. With a range of shift patterns, fixed security posts to be covered and the usual challenges of staff absence, classroom-based sessions were simply not feasible. With this in mind, Gaia Active’s Chris Allen worked with the university’s FM team to develop the level 1 course as an online training module, tailoring the course to make sure it was relevant to university staff, with content directly linked to the day-to-day roles of those undertaking it. The developed module ensured that those completing it understood what is meant by energy and carbon emissions and why monitoring energy consumption is important, as well as fully understanding the link between energy consumption and the use of equipment. The module also ensured that participants understood the purpose and role of energy reporting and how to save energy and reduce carbon emissions. According to Rachel Fisher, one of the university’s FMs: “We found this kind of on-line training to be incredibly beneficial for us in terms of flexibility. We experienced a reduction in the amount of time lost through attendance at off-site training and found that we were able to balance the requirements of the course with meeting operational demand”. FM FM WORLD |  11 SEPTEMBER 2014 | 27

12/09/2014 16:18




ENGAGING I THE CLIENT Healthy human relationships require work by both parties – so why should those between FM service providers and clients be any different? A new combined form of surveying and consultancy service gives supplier assessment of client performance the potential for as much weight as the reverse. Martin Read reports

t’s 2014 – so when people seek to assess their organisation’s business performance data, surely context is king? We’ve long passed the point at which the analysis of performance data per se is enough to inform rational decisions about the health of a client/FM provider relationship – haven’t we? In fact, the arguments about who is at fault in the procurement, operation and management of client/supplier arrangements rage on with the value of key performance indicators and service level agreements routinely derided. They each do a job, of course, but that job is ticking boxes, confirming simply whether a task has or hasn’t been completed to an agreed level of satisfaction at a given point in time. So while that work carries on relentlessly, the gradual development of

mistrust between both parties remains unidentified, as do the reasons for it. What’s needed, say the people behind a new software system and consultancy tool, is a move from a twodimensional tick-box approach to a three-dimensional process that sees the performance of both supplier and client assessed. Currently in the final pilot development phase before a launch in early 2015, FMP360 has an offer comprising bespoke surveying software and consultancy. Its directors will be well known to many – consultants Anne Lennox-Martin and Lucy Jeynes are among them, with I-FM’s David Emanuel on the marketing and systems side. Their plan is to introduce a new way of working between client and supplier devised by LennoxMartin as her “legacy to the industry”. It is the result of more

On one hand, clients survey their suppliers – what happens when suppliers do the same with their clients?


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04/09/2014 17:45


“The challenge is to develop a relationship where both parties can openly admit that perhaps the agreed spec isn’t adequate, and that it’s not what’s needed” than 25 years’ experience on both the client and supplier sides. “I know the behaviour and attitude and experience of the client can have as much of an impact on service delivery as that of the supplier,” she says. “There are clients who believe they have some kind of intrinsic superiority because they are paying for the service. In fact, the client can inhibit the supplier from bringing in innovation.” The solution, she says, is for both sides to commit equally to a process of continuing assessment. Just as the client measures supplier performance, so too the supplier measures the client. And the way in which each measures the other is conducted transparently with a consultant acting as mediator/ facilitator to provide a ‘bridge’ between the two parties. Here’s how it works. Initially, a workshop is held between consultant and client. This needn’t be just the FM – finance, marketing, or any other department with a perception about how the supplier works can be brought in. Whatever the mix, the client decides. The consultant facilitates and mediates this process. But subsequent negotiations between client and supplier to address any financial fissures identified in the process remain solely between client and contractor. In the client workshop, the organisation’s business imperatives for both business as usual and the forthcoming year are analysed; survey questions – based on success factors critical to the organisation – are then formulated. A second workshop then takes place with the supplier, developing questions based on what they see as the critical inputs from the client to help them deliver the service they believe the contract demands.

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At a third, joint workshop both parties are present to agree the final question set. FMP360 then creates and conducts the survey. This process is conducted on a quarterly basis, after which a performance measurement meeting, facilitated by the consultant, is held. Survey results are interpreted and, in theory, the strengths and weaknesses of the relationship laid bare. From this, both client and supplier agree a ‘commitment matrix’ detailing their priorities over the next quarter to align their perceptions of how each side is performing. Clients signing up to what amounts to marriage guidance for client/supplier relationships pay a one-off set-up fee followed by annual software licence and quarterly report fees.

Explain yourself Critically, participants can’t just rank performance as poor; they must explain why they’re giving the score before continuing the survey. Similarly, the weighting assigned to specific questions can be varied, as can the people allowed to answer specific questions. Different groups can be sub-divided and reported on, including both contractor and sub-contractor teams. All of this is a result of agreement between both client and supplier. And the questions can change each quarter so that the surveying is tied to changing client circumstance. It’s this combination of surveying, consulting and using both client and suppliers’ answers to each other’s questions that makes this process so different. “We see this as something that will bring benefit to the industry for all sorts of reasons,” says Lennox-Martin, “It can help raise the competence of operational FMs to a strategic level – something the industry has been talking about for years.”

What’s being attempted here is the imposition of a discipline from both sides to performance measurement, addressing what can be assumptions made clientside that, because they’re paying for the labour, they’re absolved of any role to play in helping the contract succeed. It also seeks to lock in the engagement of other departments, allowing them to give their perceptions about the performance of the services delivered to them. One pilot FMP360 client has involved both finance and property departments as well as those in FM. (There are three pilot organisations subscribing to the service and two more potentially in 2014. They are from both the private and public sectors) “The challenge,” says Lennox-Martin, “is to develop a relationship where both parties can openly admit that perhaps the agreed spec isn’t adequate, that it’s not what’s needed – and that collectively they are going to sort it out because ultimately it’s all about the strategic business interest and the organisation’s end customers.

Imperative clause Two other things point to the routine performance assessment from both sides being a model of working whose time has come. The first is the monotonous appearance at the top of most lists detailing reasons for FM relationship problems – a failure to align to business imperatives. The second is that the likelihood of the FM requirement in year one of a contract being the same as that in year four is next to zero. Indeed, seeing as most businesses accept the premise that no change in operations means that you’re going backwards, conforming to and measuring by KPIs and SLAs set out at the beginning of a contract

seems perverse. The FM service is seen as an array of fixed items when it should constantly flex and adapt to circumstances. Despite this potential for enlightened self-interest, the old problem of a client blind to progress remains, no matter how original the idea of building supplier assessment of client performance is. “If you have a client set in their ways who just sees FM as a commodity then they will not want to use our concept and it is not going to help or change them,” admits Lennox-Martin. “We believe clients with an open mind will be the ones to take this on and eventually we hope it will have real traction on the profession.” The idea can also be applied to an in-house operation, with the FM getting his organisation’s board of directors to play the part of intelligent client, the process used as a way of confirming the FM service’s alignment with business objectives. It can also oblige them to identify whatever is important to the business to be measured against – true twoway working, and, in theory, a true understanding of what constitutes the ‘value’ of FM. Should the idea appeal to clients it will be interesting to watch the reaction of suppliers. Could they add FMP360’s consultancy to their offer? Or would that itself act as an admission that the way in which they previously went about securing and maintaining new business was flawed? In any event, FMP360 is an entry into the performance measurement sector that will be interesting to follow over the months ahead. If it turns out that Anne Lennox-Martin’s legacy to the FM industry is a success, it will indeed be a significant development. FM FM FMWORLD | WORLD | 11 11 SEPTEMBER SEPTEMBER 2014 |29 2014 |29

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Kenneth Freeman, head of innovation at Ambius, discusses new research that demonstrates the tangible benefits of greenery in the office


n the past few years we have seen a growing trend towards minimal decoration and David Cameron’s ‘less is more’ focus – enforced particularly during the recession – is clearly based on a belief that money spent on office plants is wasted. The long-standing lean philosophy, by which it is argued that clean work surfaces create a better working environment, is dispelled unambiguously in a new paper published in the Journal of Experimental Psychology: Applied, and authored by leading academics from the Universities of Exeter, Cardiff, Queensland (Australia) and Groningen (Netherlands). The study, which looks at both short and long-term effects of plants in offices, clearly shows that plants offer more than aesthetic decoration and are actually an important driver of wellbeing, productivity and concentration. A series of three experiments undertaken as part of the study demonstrate that

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plants in office spaces increase employee productivity by as much as 15 per cent and improve workplace satisfaction by up to 40 per cent. In my opinion these are impressive statistics that cannot be ignored.

The biophilia theory The benefits of interior landscaping and the true cost of installing plants into a business environment have always sparked debate. Wellbeing is a difficult idea to define and although we probably all have an instinctive idea of what it feels like, can we actually quantify it? Martin Seligman, a wellknown psychologist, broke the idea of wellbeing into five distinct components: emotion, engagement, relationships, meaning and achievement. It is clear to see that the management of office space can affect at least the first three, if not all of these elements. American biologist Edward O Wilson identified our need

for nature and the developed a hypothesis called biophilia, which he defined as “the innate affiliation people seek with other organisms and especially the natural world.” Wilson’s ideas have been adopted by architects and designers for some time and many have used the principles of biophilia to make their buildings more humane and connected with nature. Combinations of plants, art, lighting and sound effects as well as a more naturalistic style of design make it possible to create significant improvements to wellbeing and employee engagement with minimal outlay. Previous studies have found that outside the workplace, exposure to plants and natural settings can improve a positive mood and reduce negative ones. Furthermore, increases in wellbeing have been shown to coincide with less mental distress among people living in urban areas interspersed with green spaces. Plants, as living organisms, exert a beneficial influence on the environment. Perceptions of significantly improved air quality are frequently reported in workplaces where plants are used – the air is often reported as feeling fresher and cleaner. A green environment reflects the natural world and thereby supports Wilson’s biophilia theory.

An original study This new paper entitled The Relative Benefits Of Green Versus Lean Office Space, published this month in the Journal of Experimental Psychology: Applied, supports the biophilia theory and directly contradicts the trend for ‘lean’ offices. It analyses the impact of lean (no decoration) and green offices (those with plants) FM WORLD | 11 SEPTEMBER 2014 |31

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on perceptions of air quality, concentration, workplace satisfaction and productivity. Three individual experiments were conducted, each with a different focus. The first used an open-plan office design and examined the short-term benefits of a green office on perceived air quality, concentration, workplace satisfaction and various measures of productivity. The second focused on the long-term effects of the same variables. Finally, the third study, which took place at a global consultancy firm in London, examined the effects of office design on levels of productivity. This study differs from others conducted in the past because it provides a direct, quantitative assessment of the benefits of a lean approach to office space relative to those of a green alternative. The particular advantage of this new research is that it uses an experimental approach in a live environment over both a short and long period of time.


Dispelling the lean philosophy Despite a push for lean offices, the findings from this research identify a consistent pattern whereby workers in ‘green’ workspaces have a more positive attitude to their work environment. Enriching previously lean offices with plants served to significantly increase workplace satisfaction and reported levels of concentration. The data reveals that a green working environment is consistently more enjoyable for employees, which can be strongly linked to the productivity of the business. According to attention restoration theory, natural environments exert less demand on directed attention and therefore encourage more


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WHY PLANTS IN THE OFFICE HELP US WORK n the first field study of its kind researchers found enriching a ‘lean’ office with plants could increase productivity by 15 per cent. The study was funded by Productschap Tuinbouw, a Dutch producers’ board that focuses on horticultural and green industry. The team examined the impact of ‘lean’ and ‘green’ offices on perceptions of air quality, concentration, and workplace satisfaction, and monitored productivity levels over subsequent months in two large commercial offices here and in The Netherlands. Lead researcher Marlon Nieuwenhuis, from Cardiff University’s School of Psychology, said: “Our research suggests that investing in landscaping the office with plants will pay off through an increase in office workers’ quality of life and productivity. “Although previous laboratory research pointed in this direction, our research is, to our knowledge, the first to examine this in real offices, showing benefits over the long term. It directly challenges the widely accepted business philosophy that a lean office with clean desks is more productive.” Research showed plants in the office significantly increased workplace satisfaction, self-reported levels of concentration, and perceived air quality. Analyses into the reasons why plants are beneficial suggests that a green office increases employees’ work engagement by making them more physically, cognitively, and emotionally involved in their work. Co-author Dr Craig Knight, from the University of Exeter, said: “Psychologically manipulating real workplaces and real jobs adds new depth to our understanding of what’s right and what’s wrong with existing workspace design and management. We are developing a template for a genuinely smart office.” Prof Alex Haslam, from the University of Queensland’s School of Psychology, another co-author, said: “The ‘lean’ philosophy has been influential across a wide range of organisational domains. Our research questions this widespread conviction that less is more. Sometimes less is just less.” Nieuwenhuis added: “Simply enriching a spartan space with plants served to increase productivity by 15 per cent – a figure that aligns closely with findings in previously conducted lab studies. This finding is at odds with the economic and political zeitgeist as well as with modern ‘lean’ management techniques, yet it identifies a path to a more enjoyable, more comfortable and a more profitable form of office working.”


effortless thinking, thereby allowing the capacity of attention to be restored. It makes sense then, that through introducing plants into a man-made space, such as an office building, you should be able to enhance employees’ directed-attention capacity and, consequently, concentration levels. Although some less forwardthinking companies adopt this ‘lean’ approach (which, it is worth noting, can trace its origins to theories developed over a century ago, and which have never stood up to proper scientific scrutiny), more innovative companies are using installations such as live pictures and green walls/dividers inside the office to create a more natural environment. Although the lean approach is seen to have particular appeal in a time of general economic recession because it fits with an emphasis on austerity, it appears that making that small investment in plants can have a long-term impact on the wellbeing of your employees and the productivity of your business. The time when we saw plants purely as decoration has passed. We need to be open-minded and understand the reality that incorporating more of a natural environment into your workplace can have its rewards. FM The Relative Benefits of Green Versus Lean Office Space: Three Field Experiments is published in the Journal of Experimental Psychology: Applied. For more information visit: psycinfo/2014-30837-001/

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


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






Consumer Price Index (CPI): The Consumer Prices Index (CPI) grew by 1.6% in the year to July 2014, down from 1.9% in June. Falls in clothing prices provided the largest contribution to the fall in the rate. Other large downward effects came from the alcohol, financial services and food and non-alcoholic drinks product groups. The largest, partially offsetting, upward effect came from the transport group. Source: (


£756 MILLION BY 2018.



UK LED LIGHTING MARKET 2014-2018 800 All new work Repair & maintenance All work


30,000 25,000

400 200 0


National Minimum Wage NOTE: The following rates will come into effect on 1 October 2014: Category of worker

Hourly rate from 1 Oct 2014

Aged 21 and above

£6.50 (up from £6.31)

Aged 18 to 20 inclusive

£5.13 (up from £5.03)

Aged under 18 (but above compulsory school age)

£3.79 (up from £3.72)

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

£2.73 (up from £2.68)

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£252.2 MILLION IN 2013 £145.3 MILLION.


Source: Bank of England (




Source: HM Treasury (

Bank of England base rate: 0.5% as of 4 September 2014. The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.






2014 EST

2015 FCST


In June output in construction grew by 1.2 per cent compared with May and by 5.3 per cent over June 2013. Quarterly output in all work has grown since Q1 2013 and in Q2 2014 was 6.7 per cent up on Q1 2013. But it is still 4.1 per cent below its postrecession peak in Q2 2011 and 10.3 per cent below its pre-recession peak in Q1 2008. Growth since Q1 2013 was in new work and repair works. New work increased 6.7 per cent in Q2 2014, but was 8.5 per cent lower than its post-recession peak in Q2 2011 and 12.3 per cent below its pre-recession position.

The LED lighting market is growing fast as the technology becomes more accepted in the market. In 2013 the UK LED lighting market was worth £330 million at manufacturers’ selling prices, incorporating all mains-operated LED lighting products, domestic and non-domestic used in construction. Non-domestic users were 96 per cent of the market, while the homes sector accounted for £13 million. Infrastructure is the key sector as councils replace conventional street lighting because of the energy cost savings, long life and lower CO2 output offered by LED. Leisure, health and education were also big early adopters But LED products remain too costly for large domestic sales.



0 ‘04 Q1

‘05 ‘06 ‘07 ‘08 ‘09 ‘10 ‘11 ‘12 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1

‘13 Q1

‘14 Q1


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Julian Fris, founder and director of FM and food service consultancy Neller Davies


ulian Fris, founder and director at FM and food service consultancy Neller Davies and previously head of catering at the BBC, outlines what facilities managers should be thinking about before starting the tender process


Selecting the right catering provider for your organisation can be tricky. There is much to consider about your catering strategy before going to tender. Only once your strategy is clear will you be able to make an informed decision on which organisation to work with. The three main components of preparing for a catering tender are to scope out your requirement, develop a strategy and to plan the procurement process. You need to:


Be clear on your objective

One of the most effective ways to assess a business’s needs is to ask the end users. Catering is one of the few FM services where the customer directly pays. Surveying these key stakeholders will enable you to find out whether your workforce prefers hot meals, cold wraps or salads, or a breakfast option. It is also an opportunity to gauge their views on the current provision on factors such as the importance of having an offering in the office, type of offering, quality and price. It is also important to determine whether services are subsidised or run to make a profit. Credit or cashless card facilities and speed of service are other factors to consider.

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Consider your location

Your site’s location is one of the main factors to determine your catering needs. Where you are will have a significant impact. At our client Queen’s Hospital in Romford, for example – a predominantly shift-working hospital – staff are less likely to go out, so to have catering on-site for staff and visitors is important. If there are several delicatessens and sandwich shops right on your doorstep, and your rents are high, then there may be less incentive to use up valuable space on site on a kitchen and canteen area. The siting of your catering is also a factor. At Queen’s, catering options are clustered around the main entrance to maximise footfall and spend.


Embracing change

The trend over the past 10 years is that appliances and equipment have been getting smaller and so require less specialist installation. In the past catering facilities took up much more space, particularly when providing hot meals for customers. Now, with the use of combination ovens and induction hobs, there is a more sensible way to run facilities as

they can provide a popular hot food offering. Organisations cannot afford a kitchen of 3,000 sq ft any more, when every square foot is so valuable to business operations.


Determine the requirement

The average lunchtime taken by employees is less than 26 minutes. That does not give an employee much time to eat a hot meal in the staff restaurant. In addition, many workers opt to eat their lunch at their desks or in dedicated hubs. If this is the case in your organisation, then installing a kitchen that provides a series of hot meals is less likely to be profitable. In addition, the trend in today’s workplace is a rise in the number of employees working from home, or working flexible hours. The demand for a canteen could therefore decrease or, alternatively, there could be a requirement to have a canteen open for more hours in the day. This will affect your decision on providing hot food. But many have realised that operating catering services out of ‘regular’ lunch hours – such as a breakfast service or an afternoon service – is so expensive that it is cheaper for staff to bring food in, particularly when additional costs are factored in. Also, many caterers are asked to provide additional services for customers. At a high street coffee shop you will be able to grab a baguette and sit and work using Wi-Fi that has been made available in many places. Catering facilities are becoming more like a lounge than a canteen.


Is it sustainable?

A quarter of all food is wasted in a staff restaurant. A tenth of this is unavoidable, but the rest is partly because clients require all dishes to be available to customers throughout the operating hours. If caterers are on cost-plus contracts, they are less inclined to control this. Ensure that your wastage is controlled. Some organisations throw away food amounting to 30 per cent of the catering budget because they haven’t got their requirement or offering correct.


Develop your strategy

Once you have weighed up all factors, gathered survey data and determined the requirement, you can then draw up a catering model. It is highly recommended that all options should be costed first to see what is affordable. Previously, clients would pick up the tab on cost-plus contracts, but that is less prevalent today. It is wise to understand all costs so that the offering will fit the facilities budget. The tender process may take a matter of months, but the preparation could take considerably longer, possibly up to a year, depending on the complexity of the contract – but getting the strategy right in the first place could reap significant dividends. FM This information was first presented at an event organised by the BIFM’s catering Special Interest Group. It was held at Pinsent Masons LLP in London and sponsored by ISS Facility Services.


04/09/2014 14:09



Bill Wright, head of energy solutions at the Electrical Contractors Association


s there a future for any type of commercial Green Deal? asks Bill Wright, head of energy solutions at the Electrical Contractors Association (ECA)

where everyone is still keeping a close eye on the outgoings and the commercial property market is competitive, most landlords will be unwilling to increase service charges to cover the cost of a commercial Green Deal.

The consultation for Minimum Energy Performance Standards for Commercial Buildings revealed that the Green Deal Finance Company is no longer offering funds for non-domestic Green Deal plans. The question this poses is whether or not this means the commercial Green Deal is dead or simply on pause – and this is a query to which no one seems to have an answer. In truth, the initiative has been far from a runaway success – only one commercial plan is in place that I know of, a hugely disappointing result given the amount of hope and expectation that surrounded the launch of the Green Deal back in January 2013. This means little has been done about reducing the carbon footprint of Britain’s commercial buildings through the scheme, and businesses have missed out on savings on their energy bills. This can be blamed, in part, on the fact that the domestic Green Deal has had such a hard time getting off the ground. It has meant that the government has focused its time, money and energy on trying to correct the problems with this aspect of the initiative. As a result, the commercial equivalent has been left to fend for itself.

Owner occupiers


Fundamental flaws But the sad truth is that there were fundamental flaws with the commercial Green Deal that 38| 11 SEPTEMBER 2014| FM WORLD

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should have been addressed and resolved at the start. The main problem with the commercial Green Deal is that it doesn’t work for its intended market. Most businesses in this country work out of leased premises, and often aren’t the sole tenant, so the decision to take up a plan is often dependent on the landlord giving permission. As the Green Deal is a long-term initiative, and most commercial leases are now under five years, according to figures from [risk analyst] IPD, it simply doesn’t make sense for a firm to take out a Green Deal. Add in the upfront costs of a commercial Green Deal and the fact that the annual loan repayments come with interest rates of between 7 and 8 per cent and you’re faced with a prospect that is totally unappealing to many businesses. This news means the responsibility for taking out a commercial Green Deal was always going to lie with commercial landlords, and, as discussed, the “sales pitch” for taking out a Green Deal is not the most appealing. A large number of firms will pay their energy bills as part of the building’s service charge, and in a world

The only companies for whom the Green Deal is appropriate are those who own their premises – and even then the business case for making the investment is questionable. This is mainly because of the high interest rates on the Green Deal loans, but also because the long-term nature of the loans means the premises may be compromised as a business asset by having a Green Deal Plan attached to them. In fairness to the government, it has tried to boost the initiative with the publication of its Solar PV Strategy and the introduction of the ESOS programme. But the sad fact is that neither of these will be enough to create sufficient interest in the scheme. The Solar PV strategy, although ambitious – potentially boosts the market through the government’s commitment to rolling our Solar PV across the entire estate. But what isn’t mentioned is where the funding will come from, and it is hard to believe that local authorities will have the budget for a large-scale solar PV rollout. Equally, the ESOS initiative simply doesn’t have high

“The main problem with the commercial Green Deal is that it doesn’t work for its intended market. Most businesses in this country work out of leased premises”

enough sanctions to encourage businesses to have a Green Deal Assessment, which suggests that the government has done all it can to boost the commercial aspect of the initiative. The truth is that there is little merit in reviving the commercial Green Deal. What we need is an initiative that encourages and entices businesses to embrace energy efficiency, and there are too many issues with the commercial Green Deal to make this worthwhile. It is to be hoped that the government will learn from the failure of this initiative and develop a programme that helps British businesses join the energy efficiency drive.

Sanctions or rewards Convincing business of the commercial, environmental and reputational benefits of being energy-efficient clearly hasn’t worked – what we need is a programme that can persuade them to do so either with sanctions or rewards, and one that succeeds where others have so far failed. FM The ECA is the UK’s largest trade association representing electrical engineering and contracting companies. The electrical contracting industry employs 350,000 operatives and 6,000 apprentices. Its 3,000 members range from local electricians to national companies with several branches employing thousands. Members carry out a range of work, from domestic heating and lighting to cutting edge temperature control technology. Several hundred ECA members also install microgeneration, such as solar photovoltaic systems.

04/09/2014 14:47



Murray Simpson of the Textile Services Association


o we know enough about the workwear being used in and around the workplace? Murray Simpson, of the Textile Services Association, explains that FMs should be taking far greater responsibility for work clothing


Workwear is not high on the priority list for facilities managers. But the management, protection and selection of workwear could make the difference between success and failure in some situations and can certainly affect the performance of a service provider. Think of the places where the right protective clothing is critical. All workers need the appropriate clothing because workwear serves two purposes: to protect the employee from the product, or to protect the product from the employee.

Protective clothing Personal protective clothing, or PPE, is a specific sub-set of workwear whose purpose is to prevent injury and mitigate the risk of hazards in the workplace. Think about the technical teams working in heavy industry such as steel plants or petro-chemical facilities – or maintenance teams in a food production unit. The performance of the workwear is crucial. Workwear performance is the responsibility of the employer, which more often than not means it is an FM who has to ensure that the clothing is performing correctly. It is the employers who have a duty of care to provide and repair the apparel necessary for a specific type of work. That

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also means it is the employers’ responsibility to make sure that workwear is clean, hygienic, and fit for purpose. Consequently, understanding workwear and how to manage it better is becoming an important element of the FM’s routine. That also means taking control and educating employees and colleagues about how to take care of the clothing. One crucial area is hygiene, recently looked into by the European Textile Services Association (ETSA). Failing to wash workwear can generate a risk of infection in the workplace and also among the people with whom you or employees might come into contact. ETSA assessed the washing habits of people to determine what the risks of infection might be. More than 30 per cent of respondents to the ETSA survey wash their own workwear worn in an industrial environment with their ordinary clothes, and 91 per cent use the same dryer for both types. Only 48 per cent separate the two sets of clothes and only 25 per cent are concerned about a risk of contamination, which is probably why, although 40 per cent of respondents know that bacteria can be eliminated if garments are boiled or washed at 90°C, the average temperature used at home is 48°C. Perhaps

more worryingly, even though they know that their hands can carry vast numbers of germs only 25 per cent of people asked bother to disinfect their hands when handling clean workwear. This attitude to washing work attire – and clothes generally – is all too common and can seriously jeopardise the hygiene and safety of the workplace. Clothes washed at home that are visually clean and fragrant are not necessarily microbiologically hygienic. What’s more, PPE that is washed at home might actually be damaged during each washing cycle and its protective qualities – be they high-visual strips or infection-resistant fabric – may be slowly eroded. But despite the fact that the employer’s duty of care means they are directly responsible for the occupational health and safety of their employees and customers, the ETSA survey indicates that only half of employers check the state of their employees’ workwear.

Commercial cleaners It is a risk employers should avoid, which means making sure the FM team oversees the professional commercial cleaning of all PPE as well as its initial procurement. It saves time and money in the longer run. There are clear steps an FM to ensuring that workwear is maintained effectively and is hygienic. First, select the right workwear: ● The correct selection of garment (conforming to all relevant British Standards and European standards and regulations) is a prerequisite, as is the delivery of a competent wash process that doesn’t damage the inherent protective qualities of

the garment. The most efficient method is to choose a laundry that provides a specialist service subscribing to the ‘SUCAM’ principles that PPE should be correctly Selected, Used, Cared for and Maintained. ● Save time and money by working with an external supplier. The alternative is time spent sourcing, sampling or trialling workwear (plus the outlay), and then the cleaning or getting staff to wash them. Can you guarantee that domestic cleaning is not damaging the properties of the fabric? Are you or your employees able to organise repairs? Are the garments fit for purpose and do they comply with health and safety or hygiene regulations, and how can these garments be correctly tracked or audited? ● FMs should avoid the false economy of home laundering or use of a non-specialist contractor as it often puts the integrity of the garment at risk. ● Provide onsite changing facilities and secure lockers where employees can store their own clothing to encourage a culture that enables you to manage the workwear of your team and stop them taking it home. ● The critical need for any FM dealing with PPE is to take control. It is vital not to take the workwear for granted and trust the employees. Take precautionary measures to ensure that the duty of care is met – talk to a Textile Services Association member or direct to the TSA. To take charge effectively FMs must find the right commercial partner – one obliged to adhere to strict European and international standards using professional and high-tech laundry equipment. FM FM WORLD |11 SEPTEMBER 2014 |39

04/09/2014 14:10



Jamie Harris, FM World reporter


aintenance checks on areas with limited access have always been arduous. Here, Jamie Harris speaks to Stu Martin of Vertex Access about unmanned aerial vehicles – drones – and their applications in FM


Moore’s Law decrees that the capabilities of electronic devices, memory capacity and computing power double every two years. At the IFMA Workplace Strategy Summit held in Reading earlier this year, CEO of BBC Commercial Projects Chris Kane suggested that robotics would soon have a major impact on FM service delivery. Marie Puybaraud, director of global workplace innovation at Johnson Controls, said digitisation of the industry was ‘inevitable’. The inevitable may just have arrived. Research by the American Pew Research Centre last month found that software could replace logistics handling, maintenance management and even the answering of phones within the next 10 years.


Game of drones Unmanned aerial vehicles (UAVs, described as remotely piloted aircraft by the International Civil Aviation Organisation), or drones, are being deployed in an everincreasing range of activities. Recent reports suggest there are plans for such vehicles – originally developed for military use – to be used to deliver parcels from a well-known internet shopping company. Last month a popular search engine announced a similar machine. But in property maintenance, there’s a more practical use. FMs


40 Technical.indd 40

being developed to map existing buildings can only be enhanced by the speed of access that drone devices allow. The potential of UAVs to produce useful data is there, depending on what an organisation is willing to spend. “Initially, it was upwards of £10,000 to build the machines, and it is still quite expensive for thermal imaging,” says Martin. “You couldn’t spend that kind of money inspecting a roof. Now they are much more affordable.” Today, the cost of a survey begins at about £650 and rises depending on the type of survey required.

Considerations can now hire drone devices to conduct surveys of roofs, walls, large areas of land or other hardto-reach places. The devices are mounted with cameras capable of recording high-definition video. They also capture SLR-quality photography and thermal imaging. “From the data captured we are able to create CAD models, implement thermal imaging to detect poorly insulated areas and water pooling inside roof membranes,” says Stu Martin, director at Vertex Access, a ropeaccess contractor that now also operates ‘Vertex Air’, its UAV service business. Thermal imaging can be used to monitor the condition of solar panels while the images generated by the drone can produce 3D topographic models of the surveyed area. Surveys for the purposes of developing building information models (BIM) are also suggested. Indeed, the prospect of BIMs

Using UAVs can remove the requirement for scaffolding or cherry pickers entirely or in part. Critical areas can be identified and accessed, reducing the risks involved in working at height. But ‘flying’ a drone is not quite akin to playing with a remotecontrolled helicopter, or similar gadgets. UAV operators need to be licenced, while their clients need third-party permission for such surveys to be conducted. “Every operator requires a pilot qualification,” says Martin. “The client also needs a permission for aerial work from the Civil Aviation Authority.” Local air traffic control must be notified for any aerial filming work. For taller buildings (see box), permission can be sought by applying to the CAA to work on buildings taller than the height limit – but all of this is work that the UAV contractor will do on the client’s behalf. As battery life and costs fall, the potential for UAVs in FM can only grow. FM



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04/09/2014 11:33


The Retreat believes that successful therapeutic relationships are based on respect, dignity and tolerance NORTH REGION


Social Responsibility Project

Launch of FM glossary

The BIFM North Region is undertaking a Social Responsibility Project, and all members are invited to get involved to help The Retreat in York. The Retreat is a not-for-profit specialist mental healthcare provider, working with the NHS to provide care for people with complex and challenging needs. On 9-10 October the region would like to complete four key projects that will give The Retreat sustainability to its recovery college by linking occupational therapy with its charity shop and coffee lounge. The projects include: 1. Extending the charity shop to increase space to sell more products; 2. Converting the current library into two distinct therapy areas; 3. Converting the current therapy room into a library/music room; and 4. Decorating the coffee lounge, corridor and entrance lobbies. Extending the shop is the biggest project by far – but this will give space to sell vegetables from the garden as well as some fantastic artwork and photography the residents complete in the occupational therapy sessions. You can help by: ● Attending on either/both days to help complete the projects (9-10 October); ● Donating materials and goods; and ● Donating funds towards the project. i To get involved, or for further details, email


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BIFM has launched an FM glossary that includes standard FM terms alongside new ones that evolve based on what is happening within the FM industry. It is intended as an evolving resource and BIFM would be glad to hear from you if you have any content you would like to be added. SCOTLAND REGION

Conference & Exhibition – All About FM! 2014 The Scotland Region holds its annual conference & exhibition at the BT Murrayfield Stadium, Edinburgh, on Thursday 30 October from 8.45am-4.30pm. Building on last year’s success, the itinerary includes ample networking opportunities, a wide range of exhibitors, a pitch-side tour of Murrayfield and has a varied programme of speakers, including: ● Fergus

Ewing MSP, Minister for Energy, Enterprise & Tourism. Mr Ewing will speak about issues within his ministerial portfolio, specifically around energy and enterprise and how this affects FM. ● Colin Cloud, Channel 4’s Forensic Mind Reader: Be All You Can Be from “One of the greatest thought readers of all time”. ● Dr John McGurk, head of Chartered Institute of Personnel and Development (CIPD) Scotland: Trends in the Workplace and Working Environment – Impact on People, Practices and

Workplace Design. ● Simon Toseland, head of H&S, Workplace Law: 40 Years of H&S in 40 Minutes. ● Bob Bannister, lead consultant, iManage Performance Ltd: Take control of your outsourced contracts – how to take control of managing outsourced service providers. ● David Walker, AEGON UK, head of property, procurement and facilities services: A Collaborative Business Model – Change Management, Knowledge Sharing and Driving Successful Outcomes. ● Beth Goodyear, FMHS Consulting: Raising the Bar in FM – effective ways of improving service standards. Ticket prices: ● BIFM members: £55.00+VAT ● Non-members: £65.00+VAT ● Unemployed members: Free ● Exhibitors: £500+VAT ● Students: £25 i For further information and bookings visit https://www. Or contact Tony McKee on Tony. or 07974 191567. BIFM Scotland Region would like to thank the following companies for their support in running this year’s All About FM! Headline Sponsor: FES FM Ltd. Partners: Reintec, Mitie Client Services, Mears Facilities Management and The Murrayfield Experience. Unemployed member sponsorship: HCS Group.

i Download the glossary at Please email for additions.


Visit to HMS Caroline The BIFM Ireland region recently visited HMS Caroline for a behind-the-scenes FM tour. Member Dan Uprichard reports. “BIFM were lucky to have recently visited HMS Caroline, one of a class of six light cruisers built by Cammell Laird, launched and commissioned in 1914. “The ‘Keeper of The Ship’, Billy Hughes, kindly took a group around the ship which is now part of the Royal Navel National Museums. The ship is due to get an extensive multi-million-pound refurbishment programme within the next few weeks, and this was a great chance to see her before the work began, with a view to seeing her afterwards. “HMS Caroline is now the second oldest commissioned ship in the Royal Navy. The ship was very well thought out, and during her sea trials she managed 30 knots – making her the fastest ship of the era. “She underwent a major refit in 1917 after seeing war action.

04/09/2014 12:43

Please send your news items to or call +44 (0)1279 712 620

In 1924 she was transferred to Belfast and converted for use as the HQ of the Royal Naval Volunteer Reserve, Ulster Division. For the next 90 years she was used to train men for the Navy – including for the Second World War. “Today HMS Caroline still has some of her original fittings such as the three emergency steering wheels below deck, and the Parsons turbine – now a museum piece and the last still fitted to a ship. The original galley and stove are still intact as are many of the officers’ cabins and, of course, the crow’s nest – accessible by a 4ft ladder within one of the narrow columns it stands on.” i See all BIFM events at www.bifm.


FM on campus The South Region and Education SIG recently hosted a joint event at the University of Sussex, looking at ‘A Strategic approach to Campus FM’. Six months into an innovative FM contract, with a complex set of operations delivering across a large university campus, the task has proved challenging. The client, main catering contractor, and lead FM supplier revealed their views on whether the promised standards, economies of scale, and incentives for the new partnership had been achieved. Allan Spencer, finance director at the University of Sussex, said that taking on professional advisors before going to tender was essential. Setting up a three-way partnership with Compass, Interserve and the university was designed to deliver on the original objectives of a professional service through innovation and stakeholder engagement. The introduction

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Steve Gladwin is Chairman of the Judges, BIFM Awards


t seems incredible that almost a year has passed since I was preparing to take over as Chairman of the Judges from Oliver Jones. Under Oliver’s leadership, the BIFM Awards were transformed and by the end of his four-year tenure the number of entrants had more than trebled in number. I had the pleasure of working with him during this time and witnessed how Oliver both professionalised the management of the Awards and turned the Awards ceremony into the event of the FM calendar. With this legacy in mind, I recall thinking ‘how do we take the already successful industry awards and make an impact over the next 3-5 years?’ As a BIFM Awards Lead Judge for several categories over as many years I considered how the experience and learning I had gained could be used to build on Oliver’s success. At this point I realised that sometimes as a leader, driving consistency and a continuous improvement process are equally as vital as innovation, radical step change and transformation. So part of my mandate, discussed and approved by the BIFM board, was to establish a Process Improvement Team late in 2013. I was joined by representatives from the BIFM management team and Lead Judges with BIFM’s external auditors providing advisory support. Like all good improvement projects our first task was to fully review all existing procedures ranging from governance arrangements, position descriptions, expectations of judges, communication methods, marketing and the overall judging process. Naturally we found improvement opportunities and in search of excellence we will constantly look for more ways in which we can drive improvements. In particular I am optimistic that further opportunities for improvements will emerge from our new ‘customer’ feedback survey. Our ‘customers’ are our entrants and we have asked all of the 2014 Award entrants for their views and ideas for further improvements. More informally, together with our team of Lead Judges, I am seeking feedback from judges, past entrants and those organisations and individuals who we come across that are doing fantastic work yet never consider entering. Throughout our improvement journey what has been very apparent to everyone involved, is that our profession and industry are continuing to raise the bar in terms of excellence. This year we have had outstanding submissions from individuals, in-house teams, service providers, consultants and suppliers from regional, national and international companies. This has made judging in 2014 extremely exciting and in many categories finalists are separated by the thinnest of margins. However, having spent over 25 years in the FM industry working in Australia, Asia and now in the UK and Europe, I have never lost sight of the fact that we are a peoplebased industry. So it has been extremely pleasing that in my first year as Chairman of the Judges, we have for the first time, three separate awards that recognise individuals across the broad spectrum of an FM career path. These are the inaugural Rising Talent in Facilities Management Award; the Lifetime Achievement Award and the Facilities Manager of the Year Award. These three Awards recognising individuals compliment a range of awards that recognise organisational and team achievements from all parts of the UK as well as an increasing number of international submissions. This all contributes to ensuring that the BIFM Awards are recognised as being unique from a local and international perspective. I am looking forward to my first awards’ night as Chairman of the Judges on Monday 13 October with great expectations and a huge amount of pride in our profession’s achievements.


i See more on the 2014 finalists, and ticket/table information at awards2014


04/09/2014 12:44


of a professional in-house client team together with a scalable solution to FM provision was meeting their requirement now and, he expected, for the 10 years of the contract duration. Fiona Ryland, HR director for Compass Group, told an audience – of the Education SIG and South Region memebrs – that after the contract award they had mobilised within eight weeks using the bid team. The transition included the assimilation of 64 existing catering, event and hospitality staff, and recruiting 30 new staff. Stephen Samuels, strategic account director for Interserve, pointed out that the FM provision on the university campus was branded as Sussex Estates and Facilities. This was an essential element in driving a customer-facing approach and building a team spirit. Thanks to Jayne Townsend, University of Sussex, for hosting the event, to all the speakers, and to Interserve for providing a prize for the fund-raising event. SUMMIT CONFERENCE

Conference in Dubai BIFM members receive a 10 per cent discount for the second Global Corporate Real Estate Leader’s Summit, 27–29 October 2014, at Jumeirah Emirates Towers, Dubai. The event is a global platform for meeting corporate real estate leaders, governments, authorities to get direct information from more than 70 nations on capabilities and key business opportunities that will help you innovate the CRE function in your organisation, and define your strategies for international growth. Keynote speakers include: ● Sultan Bin Saeed Al Mansouri, 44| 11 SEPTEMBER 2014| FM WORLD

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Minister of Economy in the UAE; ● Hani R Al Hamli, secretarygeneral, Dubai Economic Council (Dubai Economic Council), UAE; ● Nadir Mohammed, country director, Gulf Co-operation Council countries, World Bank; ● Dr Waleed Al-Wohaib, chief executive officer, International Islamic Trade Finance Corporation i To register, or for other enquiries, contact the Global Trade Development Week Team on +603 766 268 88 or email globaltrade@


New members BIFM would like to welcome: Ahrend Limited – product supplier Cofely – group member organisation Department of Health – end user, in-house FM team Driver and Vehicle Standards Agency – FM management, supplier Eco FM Ltd – FM management, supplier Facilicom UK – FM service supplier, contractor First Insurance Solutions Ltd – consultant Greenlight FM Ltd – group member organisation JX3 Support Services Ltd – FM service supplier, contractor Moneypenny – FM service supplier, contractor NJW Limited – FM service supplier, contractor Nowy Styl UK Limited – provider of a specific product Ostel – FM management, supplier Severn Trent Water Ltd – end user, in-house FM team Sowga Ltd – FM service supplier, contractor Wilson James Ltd – service supplier, contractor i For more, see corporatemembership, email or call +44 (0)1279 712675


M is fundamentally about people. Building effective relationships, communicating well and collaborating at a range of levels are hallmarks of successful FM operations, and they apply equally to working with suppliers and customers. But as supply chains become longer and more complicated, the roles of ‘customer’ and ‘supplier’ are often blurred, and in such a complicated and fastmoving environment, the ability to apply a range of personal skills and techniques is critical. However, developing an effective personal ‘toolkit’ can take time and for many it is often acquired the hard way – through experience and intuition. As individuals, we aren’t always able to recognise how our own personalities affect the way in which we respond to situations and deal with others. That is precisely why we have been working with a number of in-house clients on cultural and behavioural development designed to help individuals and teams move to another level in communication and interaction. Much of our work focuses on helping to change attitudes and behaviours in the customer service context. Typically this relates to building confidence and motivation in frontline teams or, alternatively, to helping managers overcome personal challenges in dealing with operational problems and issues. Our top trainer in this field is Anne Lennox-Martin, who received the BIFM Award for Profound Impact on the FM Industry in 2013 for her innovative thinking in delivering excellence in Customer Service. Fundamental to Anne’s approach is helping people to gain a better appreciation of their traits and behaviours and of those around them. Using a range of NLP and Emotional Intelligence techniques she has helped individuals and teams at all levels increase their motivation and significantly improve working relationships. As someone who knows the tensions that can arise in difficult operational situations, Anne understands the need for sensitivity and personal flexibility. As the FM profession matures, these kinds of skills will be at the forefront of service excellence and where staff at all levels are seen to be highly motivated and competent there are clear opportunities for differentiation. Understanding culture and behaviour is increasingly recognised as the key to unlocking untapped potential in individuals and teams.


i For further information or for an informal discussion on in-house training and customised solutions, please contact us on or call 0207 242 4141.

04/09/2014 12:44

FM DIARY INDUSTRY EVENTS 17-19 September | Ecobuild Southeast Asia Supported by BIFM, hosted by the Malaysia Construction Industry Development Board. Venue: PTWC, Kuala Lumpur, Malaysia Contact: or visit 18 September | National Golf Finals 2014 The highlight of the BIFM’s sporting calendar. Golfers from all over the UK will compete to find the top region. Sponsor opportunities are still available for this prestige event. Venue: Marriott Worsley Park Hotel & Golf Resort, Walkden Rd, Manchester M28 2QT Contact: or 020 7220 8900 13 October | BIFM Awards 2014 The BIFM’s annual awards ceremony, bringing together the leaders in the sector with the winners to celebrate excellence in FM, giving national recognition to the leaders in the profession. Finalists to be announced in August. Tickets from £250 + VAT, with 1,200 FM professionals attending. Venue: Grosvenor House Hotel, London Contact: Visit awards2014 – to book tickets or tables for the event, contact the BIFM Awards team on 01279 712 640 or email 19-20 November | Energy Management Exhibition Supported by BIFM. Exploring the latest measures to reduce energy use, regulations and grants, Low Energy Companies and Energy Performance Contracts. Venue: ExCeL, London. Contact: Jason Franks at 0208 505 7073 or visit 27 November | The Building Services Summit 2014 Building services equipment is responsible for more than 80 per cent of energy consumption in commercial buildings. The Building Controls Industry Association has joined forces with the Building & Engineering Services Association to announce the 10-80-10 – Building Services Summit. Speakers include Deborah Rowland, head of property asset management, UK Ministry of Justice, James Pitcher, head of 45| 8 MAY 2014| FM WORLD

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

energy and environment, Tesco, and Michael Dick, head of buildings, City of London. Venue: Barbican, London. Contact: CHANNEL ISLANDS BRANCH 19 September | Quarterly training day – sustainability Combined with the sustainability special interest group. Sponsored by the Little Green Energy Company. A range of speakers presenting on sustainability in FM, energy saving and storage and waste management. Venue: The Royal Yacht Hotel, St Helier, Jersey Contact: Email Naomi Fry at, call 01481 706474 or book tickets at 13 November | Breakfast seminar – space management and acoustics Full details to follow. Venue: Harry Bound Room, Les Cotils, Guernsey Contact: Email Naomi Fry at or call 01481 706474 EAST REGION 12 September | Barbecue and charity event £5 entry, donated to Children with Cancer. Venue: Thremhall Park Business Centre, Start Hill, Bishops Stortford, Hertfordshire CM22 7WE Contact: Email Roy Parrish at HOME COUNTIES REGION

from Ronan Furlong, campus director, and Richard Kelly, estates office, on FM challnges in campus refurbishments. Contact: Aoife Cooling at or visit www. to book tickets. 26 September | Visit to Victoria Square A visit to the Victoria Square shopping centre in Belfast. Centre manager Sam Clarke, architect and M&E contractor to host. Contact: Dan Uprichard at 24 October | A behind-the-scenes visit to the Nomadic This is the boat that ferried passengers to the Titanic for its illfated maiden voyage. The Nomadic has been restored and is berthed in the Titanic Quarter in Belfast Contact: Dan Uprichard at 14 November | Ireland conference Hosted by Jim Fitzpatrick, former BBC Northern Ireland business editor. Presentations to be announced in the near future. Venue: Titanic Building, Belfast Contact: Email Stephen Welch at

Fergus Ewing, Minister for Energy, Enterprise & Tourism, Simon Toseland, head of health and safety at Workpalce Law, David Walker of Aegon UK and John McGurk, head of CIPD Scotland, as well as BIFM CEO Gareth Tancred and BIFM chairman Julie Kortens. Venue: Murrayfield Stadium, Edinburgh Contact: Email Michael Kenny at SOUTH REGION 24 September | Procurement – Fleet management A presentation on how to best manage the car or commercial fleet within an organisation. Venue: Fasset Langstone Technology Park, Langstone Road, Havant PO9 1SA Contact: Email Ian Fielder at SOUTH WEST REGION 19 September | Quarterly training day – sustainability Full details to be announced soon. Venue: Hilton Bristol Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4JF Contact: Email Beth Goodyear at or call 07901 858875

NORTH REGION SPECIAL INTEREST GROUPS 16 September | Mapping your professional pathway Understand the potential careers path, training and education within the FM industry. Venue: Sheffield Hallam University Contact: Email Sue Gott at

24 September | AXA Wealth mobilising a national contract From 5.30pm. A case study on the total FM contract mobilisation with Norland Managed Services. Talks on pitfalls to look out for in new mobilisations. Venue: AXA Wealth, Winterthur Way, Basingstoke, RG21 6SZ Contact: Email Clare Biscoe at clare.biscoe@ or visit www. to book tickets

14 October | Sheffield University Technical College (UTC) tour More information to follow. Venue: Sheffield University Technical College Contact: Email Bob Rabagliati at



18 September | Southern Ireland DCU Innovation Campus Tour A visit to Dublin University’s new innovation centre. Presentions

30 October | All about FM! 2014 conference The Scotland region’s annual conference, including talks from

6 November | Developing supply chains More information to follow. Venue: Newcastle College Contact: Email Mick Anderson at

17 September | Catering and hospitality - ask the experts From 6pm. A chance to ask questions across the catering and hospitality spectrum. Sessions include technology, nutrition and labelling, contract management, energy management and more. Venue: Woburn House, 20 Tavistock Square, London WC1H 9HQ Contact: Email Paul Greenwood at or visit to book tickets. 18 September | People management - what kind of learner are you? From 5pm. An evening to help understand the different types of learning styles, and how to create a good learning environment. Supported by BT Facilities Services and Graysons Restaurants. Venue: Workplace Law, Clerkenwell, London Contact: Email Suzanne Jackson at FM WORLD | SEPTEMBER 2014 |45

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Call Jack Shuard on 020 7880 8543 or email For full media information take a look at

FM innovations ▼ Sunday Times names OCS in top 100

▲ New generation of gutter cleaners A new generation of high-reach gutter cleaning equipment has been launched after five years of development by Spacevac Technologies Ltd. Operated from ground level, the new system has four major features. It removes operational guesswork as it comes with a close circuit TV camera on the cleaning head; it reaches higher than any other product – 4 storeys (14 metres); has greater suction power – will safely remove an engineering brick from a gutter; and its carbon fibre tubes make it much lighter than any other. It is 40 per cent quicker and a significantly more effective cleaner than any other product. Unlike traditional high-reach gutter cleaners, the Spacevac is extremely lightweight and can be assembled on the ground by one person – owing to heavy tubes others have to be assembled in the vertical position by two operators. W:

International total facilities management provider OCS has appeared once again in The Sunday Times Top Track 100 list for the UK’s top 100 private companies with the biggest sales, rising in the rankings this year to 71st place. OCS has appeared on the list of companies that play a key role in the UK economy each year since the league table began in 2002, and this year has significantly increased its ranking. Chris Cracknell, CEO of OCS Group International, said: “This success is testament to the quality of our people, and the resilience and adaptability of our business. Our commitment to sustainable business has helped us continue to make significant contribution to jobs and growth as the global economy begins to emerge from recession.” W:

▲ New sales team for LCC Bob Vincent, executive chairman of LCC Support Services, has appointed a new sales team. Heading the team is sales director Peter Robb, a well-known FM sector sales professional, with three new business development managers – senior BDM Ian Hall, Natasha Birdi and Bobby Vincent. The team will be supported by Amanda Carless as sales administrator. Vincent said: “I have chosen this team for their communications, combined skills and sector knowledge – essential to an effective sales team.” LCC Support Services, which was launched in 1997, has developed from a London cleaning contractor to a national support services group operating from Southampton to Scotland. Current turnover is in excess of £23 million and LCC is looking for acquisitions in strategic parts of the UK. T: 01277 268899. W:

▼ Keraflo launches Tanktronic

▲ Jangro launches new ID Jangro has launched a new corporate ID to celebrate its third decade as a leading innovator in the cleaning supplies industry. With £120 million turnover and 41 outlets, it is has more points of sale than any other janitorial supplies organisation in the UK and Ireland. The new corporate ID is being launched on to Jangro Members’ vehicles, literature, stationery and promotional materials. The first packaging to adopt the new colourful house style is the Jangro Professional range. This will soon feature on the Premium range – products for demanding tasks; the Enviro range of products that have minimal effect on the environment and the Contract range of no-frills commercial products for everyday cleaning tasks. The label is colour-coded to each range for easy identification and has been updated with colourful, consumer-style illustrations. QR codes have been added, enabling the user to access the relevant safety data sheet, risk assessment and product user guide. W:


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Keraflo, manufacturer of Aylesbury float valves and tank management systems, has launched a user-friendly version of its digital water tank control system Tanktronic. It provides a cutting-edge solution for buildings with water tanks to service a big reserve of water, i.e. hospitals, hotels and office buildings, and allows users complete control over their water stores. It has been on the market for three years and is already installed in many prominent buildings such as The O2 Arena in London. One Tanktronic unit can control either one or two single water tanks or a twin-tank system. The enhanced model has a host of new features such as the Repeater Panel, which enables control from up to 100m away (meaning tanks housed in basements or roofs can be controlled from the comfort of the management office) W: E:

▲ De-Ice takes on the Ice Bucket Challenge The team at De-ice have lived up to their name and taken on the Ice Bucket Challenge for ALS. They have been taking a soaking and donating their money. The De-ice ladies were first to take on the challenge – a link to the footage has been posted onto YouTube (De-ice Girls Ice Bucket Challenge). They subsequently nominated the men from the company. The #IceBucketChallenge is the fundraising activity that has taken social media by storm this summer. Companies up and down the country have been soaking members of staff in ice-cold water, to raise funds for amyotrophic lateral sclerosis. With summer drawing to a close, De-ice is now progressing discussions with companies across the UK to prepare for what could be a cold and icy winter ahead – the Ice Bucket Challenge has certainly got the team geared up! W:

04/09/2014 14:47






NAME: Alfie Carty JOB TITLE: Area Supervisor Farringdon ORGANISATION: Servest Group JOB DESCRIPTION Overseeing four BFK Crossrail sites in Farringdon, London

What attracted you to the job?

I started working for Servest as a security officer almost three years ago. I have progressed through the ranks from the ground up as part of the business’s apprenticeship scheme, winning a few awards in the process. I am proud of this considering I was in a dead-end job washing cars due to suffering from PTSD after being in a traffic accident. With the help of Servest, I’ve gained key skills and experience. My top perk at work is…

This role has boosted my people skills as I am always speaking to staff and clients. If you could give away one of your responsibilities to an unsuspecting colleague, what would it be?

Paperwork! Actually, I don’t mind it that much, but I prefer being on my feet, interacting with people.

What’s been your career high point to date?

Being nominated for and winning various Crossrail awards in recognition of my having gone the extra mile in my work. I won a yearly team of integrity award in 2012, two monthly awards in July 2013 and then a quarterly award in October 2013. What has been your biggest career challenge to date?

Scheduling! Sometimes it can be really difficult to find someone to cover a site at short notice owing to sickness. But it’s important to be persistent and to keep phoning around until the shift is covered.

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

I don’t think many members of the public are aware of what we do or that we play an integral role in everything functioning smoothly. The security industry also has the same problem of perception. People think security officers sit around all day. Any interesting tales to tell?

I co-ordinate and supervise security staff working at four BFK Crossrail sites in Farringdon (BFK is a joint venture comprising BAM Nuttall, Ferrovial and Kier]. Farringdon Station sits at the service possible, you’re bound to heart of the network and when excel in your work, which will help construction is complete it will you get ahead in your career” be one of Britain’s busiest train stations with more than 140 trains an hour flowing through the Farringdon interchange.

I wanted to challenge myself and to take on new roles and do a job that was suited to my talents and skills. I like that the industry and my employer place so much emphasis on training and self-development.

Ensuring compliance with legislation AVERAGE

I helped a BBC cameraman carry his kit through the site to film a documentary about plague burial pits under the nearby Charterhouse Square. But because of the nature of the Crossrail project, I have to adhere to strict confidentiality WHAT SINGLE PIECE OF requirements. It all sounds a ADVICE WOULD YOU GIVE TO A bit James Bond and in fact I do YOUNG FACILITIES MANAGER get to use a biometric scanner STARTING OUT? when dealing with access control problems such as passes “If you do your best to ensure the not working. client receives the best customer

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


Introducing/ working with new forms of IT



Working on energy-efficiency initiatives

7 7

If I wasn’t in FM, I’d probably be…

Still stuck in a dead-end job, washing cars.

Which “FM myth” would you most like to put an end to?

Adapting to flexible working

5 8

None. I prefer to focus on the positives in my job. How do you think facilities management has changed in the last five years?

We’ve seen a growth in TFM-style contracts with providers like Servest delivering multiple services. Clients are now taking a strategic approach to FM.

Maintaining service levels while cutting costs



And how will it change in the next five years?

FM providers will continue to turn to cloud technology and biometrics. It’s the same in the security industry. My officers use all types of software such as access and egress systems, CCTV and a piece of equipment called The PODFather that logs vehicle movement. Do your friends understand what FM is?

Adapting FM to changing corporate circumstances



I would be the first to advise a friend who is searching for a rewarding career to switch to FM. FM WORLD |11 SEPTEMBER 2014 |47

04/09/2014 12:45

APPOINTMENTSfor more information email

Hard FM Manager Circa £50k Job Ref: 14188 This is an exciting opportunity for someone with a strong technical competency background on hard services side to join a leading Educational Establishment. About Us Bradford College is a large educational establishment with both FE and HE Provision.

Facilities Manager

The College has always and continues to be, imaginative in recognising new needs and developing appropriate offerings for its many target markets.

Based in Cambridge with a Competitive Salary

We have recently completed a £50m state of the art provision with other exciting builds in the future. Overview

Based in our headquarters in Cambridge UK, ARM Ltd is looking to hire an experienced Facilities Manager to lead our in-house team responsible for both hard and soft services together with managing supplier contracts, to ensure the efficient and smooth running of our offices.

You will be responsible for leading the areas of operational Hard FM Management: Building Maintenance, Sustainability and Contracts, ensuring high levels of compliance with associated statutory legislation, efficiency, customer service and value for money. Responsibilities

Facilities within ARM are part of the Corporate Operations Group (COG). The COG is responsible to implement and operates a range of services such as contract management, IP (Intellectual Property) delivery, data management, procurement, real estate, facilities and project management to assist the Groups and Functions within the business to achieve their goals.

• Lead operational services in the areas of responsibility, developing innovative solutions for running the services and maximising efficiency, whilst identifying and managing any risks to the College. • To effectively manage the departments repair and maintenance policies, procedures and programmes of work. This will include responsibility for health and safety requirements, training, energy and environment matters, complying with legislative requirements, good practice and value for money

For a complete job description and application submissions, please visit the ARM careers site

• To ensure all services within areas of responsibility comply with statutory, HE and FE sector standards and College policies and procedures. This will include carrying out benchmarking and preparing for periodic audits and inspections. With a strong technical background in estates/building/engineering you will have the technical knowledge and personal attributes to successfully operate as the strategic client side lead across a broad range of estate operations including building services, energy management and estate compliance, ARM QPV.indd with a particular emphasis on fire protection, asbestos management and accessibility. You will have good interpersonal skills with a proactive and collaborative nature, this role would suit someone who is detail orientated with strong technical advisory skills. It is anticipated that you will be qualified in a relevant built environment discipline with membership of an appropriate professional body (BIFM/CIBSE, IET, etc).



04/09/2014 10:48

For an informal discussion please contact Mark Hirst, Facilities Manager, Bradford College on 01274 433095 or A check with the disclosure and barring service will be undertaken for this post. Closing date: 19 September 2014. Bradford College is an equal opportunities employer welcoming applications from all sections of the community. We are committed to safeguarding and promoting the welfare of young people and vulnerable adults and expect staff and volunteers to share this commitment. Please visit to view a full job description and complete an online application form. Alternatively email stating the Job reference number to obtain an application pack. Please note CVs are not accepted.

Go to

Working towards equal opportunities


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on the move See latest job listings Create job alerts by email Save and email jobs from mobile Apply for jobs by saving your CV to your profile Keep track of your activity

We’re committed to safeguarding and promoting the welfare of young people and vulnerable adults and expect staff and volunteers to share this commitment.

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02/09/2014 14:29

04/09/2014 15:11


FM opportunities Account Manager Nationwide • Circa £35,000 + package Our client is looking to recruit a proven Account Manager to run a national FM account covering 270 sites nationwide. The end user is a large national chain of restaurants and as the Account Manager, you will manage all sub-contractors that carry out TFM services to the sites. You must have excellent relationship building skills, contract management experience and be commercially astute. The role also requires national travel, working from home and attending head office meetings in the East Midlands. Ref: 275511

Contracts Manager | Property Company London • £40,000 - £55,000 + package Cobalt has been instructed to recruit a newly created Contracts Manager position to join a best in class property company. The role reports into the Director and has the remit of procuring, rolling out and measuring outsourced contracts across the company’s portfolio. The successful candidate must have come from a private practice background and will have experience in end-to-end outsourced contracts management. NEBOSH and MBIFM highly desirable. Ref: 273951

Offices globally Please apply for any of the above roles by emailing or call 0207 478 2500 to speak with Claudio Rojas or David Bremner quoting the relevant reference number.

The power of people

People feel safe, reassured and involved East ast Kent Hospitals University Foundation Trust

Property Services Manager

Ref: 344-0190CFZ

Band 8a which commands a salary of £39,239 - £47,088 per annum East Kent Hospitals University NHS Foundation Trust is one of the largest hospital trusts in England, with five hospitals serving a local population of around 759,000 people. It has a national and international reputation for delivering high quality specialist care and as a teaching facilities Directorate are looking for a bright, enthusiastic individual with experience managing property services and/or facilities management in a large complex multisite organisation. The role of the Property Services Manager is an essential one to the organisation as they are the gatekeeper of all activity relating to the Corporate landlord model; monitoring usage, allocation of space, maximising income and with responsibility for the legal interests in property including leasehold obligations across the Trust.

The Property Service Manager also has a significant client-facing role in the delivery of change projects; co-ordinating requests, facilitating client meetings, defining requirements and balancing high quality outcomes between service providers, in-house resources and client needs. The Property Services Manager will be the Trust’s main link to NHS Properties and must foster relationships with the other Property based managers in the NHS Trusts in Kent. The role will require the individual to be well organised, selfmotivated and free to travel between the Trust sites in East Kent.

Please apply online via the NHS website at (click on the Careers Tab then Vacancies and then NHS Jobs website). Closing date: 6 October 2014.

We are actively encouraging equal opportunities. The Trust operates a complete smoking ban on all sites and grounds. All posts are subject to a DBS check from the Disclosure and Barring service in the event of the post being offered. The Trust is committed to safeguarding children and vulnerable adults.




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NO 2


THE SAME ON YER WEBIKE First they suggested we stand up to work in the office. Now they're saying we should be sitting back down again – and generating electricity at the same time. While you wait for a flight at Schiphol Airport in Amsterdam, or at the train station in Lyon in France, you can mount one of the ranks of WeBikes in the waiting areas to charge your smartphone and burn calories at the same time. The stationary bikes power gadgets and a Wi-Fi connection as you pedal. It takes half-an-hour’s pedalling to charge an iPhone. WeBike’s inventor Patricia Ceysens, a Flemish government minister, found she couldn't find time to work out. After creating a cycling desk for herself, she realised the bikes could also be used to generate power. She started WeWatt. The company hopes to bring out an office-specific version this year (see picture), albeit at an eyewatering £7,825 a pop . This could bring a whole new dimension to energy saving initiatives in the workplace, but not at that price…

SECURING STATELY HOMES LIKE A SHOT What would they say at Downton Abbey? An invention to safeguard against metal thieves has been launched at another (real) North Yorkshire stately home. To foil thieves who strip lead, copper and other metals to the tune of £220 million a year from buildings, Trace-in-Metal fires thousands of microdots into metal sheets, “marking” them with a unique identifying code. It works on the same principle as dye packs used by banks and retailers by permanently marking metal, making it easier to track and harder to sell. The dots are impregnated into the metal and are painted on to each sheet using an all-weather lacquer that shows up under UV light. And the nickel dots and their unique tags can't be melted down. Trace-in-Metal director John Minary said: “We have been developing this anti-theft device for a number of years, and after trialling it on a church in Huddersfield we are now launching it nationwide. I’m proud to say it is a Yorkshire invention that used Swedish innovation and ballistics expertise… We believe it will revolutionise the way valuable metal, in particular lead, is protected from thieves.”

FROM BABY BOOM – TO BUST? FM World is working on 2015 Guide to Careers in FM on the heels of a survey that warns of a huge talent gap emerging. Research by JLL in the US suggests that only 1 per cent of millennials (people born between the early 1980s and early 2000s) are studying FM; the rest have no idea what it is. As routinely mentioned, the need for fresh blood is pressing as the sector's trail-blazing Baby Boomers are retiring. The irony is that FM’s caring and customeroriented profile is a fit with the values that millennials espouse. Millennials, it’s said, generally shun the Gordon Gekko ‘Greed is good’ mantra of the boomers and Generation X-ers. Perhaps more can be done to promote

John Minary (left) and Sir Thomas Ingilby demonstrate the metal marking process

Minary says the company is working with a large national insurer to provide improved insurance terms for buildings where the system is installed. Ripley Castle near Harrogate has had the hightech treatment. Owner Sir Thomas Ingilby Bt, who runs the Stately Home Hotline, giving security information to 1,500 UK heritage properties, said: “It's a clever answer to an old problem, and one I’m sure that will be looked at seriously by the owners of historic buildings across the country.” Perhaps Network Rail could see if it’s possible to get its copper cables coated in the stuff to cut the millions spent on replacing them every year.

this particular element of a life spent practising facilities management. The JLL survey, based on data from a survey of 207 students and professionals in March, says: ● Millennials don’t consider FM as a career path – but argues that they should because such jobs offer learning, a clear career path and a fun workplace. ● Many millennials work in fields related to FM, holding jobs using FM skill sets, including science, technology, engineering and maths. ● Millennials don’t distrust corporations as much as had been thought – half of those surveyed worked for multinational or national corporations. ● Many vocational school schemes are good preparation for FM. The study points to FM as a good career for associate degree candidates studying HVAC and other courses that develop skills for operating high-tech systems and machinery. ● Millennials are open to learning about FM. More than 71 per cent of those surveyed are receptive to learning about new careers, a good sign for firms needing talent and kids who want rewarding careers.




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FM World 11.9.14  
FM World 11.9.14