THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 20 AUGUST 2015
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VOL 12 ISSUE 15 20 AUGUST 2015
CONTENTS
08| FM’s ecosystem role
12| Living Wage: who’s failing?
22| Sky’s the limit
NEWS
OPINION
FEATURES
08 FM already in ‘larger ecosystem’, say FM experts 09 FM model will ‘challenge’ small suppliers 10 Project of the fortnight: First Milk biogas scheme in the Lake District, Cumbria 11 Think Tank: Is there a move towards employee productivity rather than pure cost control in your organisation?? 12 News analysis: The Living Wage – Doing the right thing? 14 Business news: Graeme Davies: Delivering NHS contracts is just the tonic 15 Serco contract with Essex council to end by mutual agreement 16 NG Bailey forges ahead with strong brand ‘ethos’
18 Tunde Obileye on how BIFM is helping Nigeria to transform FM, and Roger Amos considers the industry’s occupational hazards 19 Five minutes with Sir Malcolm Grant, chairman of NHS England
MONITOR 24 How to: PV panel installations 33 Insight: Market intelligence 34 Legal update: Preventing or mitigating lone operator attacks 35 How to: Write a fire safety policy 36 How to: Protect against the dangers of confined spaces 39 How to: Refurbish a roof with minimal disruption
REGULARS 40 BIFM news 43 Diary of events 44 Case in point 47 Behind the job 48 Appointments 50 Calls to action
26| Customer service
20
BIFM Awards – 2015 Shortlist: This year’s shortlist of finalists has just been announced, showcasing a wealth of high quality FM projects
22
Get with the programme: Since Mitie won its FM deal with Sky in 2012, its facilities team has sought to match Sky’s ‘Believe in Better’ slogan
26
FM and customer service: Leadership qualities, client dialogue and a quick response mindset were all elements of an ideal customer service environment discussed recently at a BIFM FM Leaders Forum event, sponsored by Carillion
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MARTIN READ
EDITOR COMMENT
EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ assistant editor: James Harris ⁄ news editor: Herpreet Kaur Grewal ⁄ sub editor: Deborah Shrewsbury ⁄ content development executive: Martha Harris ⁄ consultant art director: Mark Parry ⁄ art editor: Nicola Skowronek
LEADER
ADVERTISING AND MARKETING email: sales@fm-world.co.uk senior sales executive: Darren Hale (020 7880 6206) ⁄ senior sales executive: Jemma Denn (020 7880 7632) ⁄ sales executive: Jack Shuard (020 7880 8543) / case in point sales: Greg Lee (020 7880 7633) recruitment sales: Sabmitar Bal 020 7880 7665 PRODUCTION production manager: Jane Easterman senior production executive: Aysha Miah PUBLISHING publishing director: Joanna Marsh Forward features lists and media pack available at www.fm-world.co.uk/about-us
ho manages the entry / supervisory level management selection process? Other managers? Well, OK - but what if those managers themselves are unable to spot true leadership talent, themselves the product of a hastily convened management selection process? Are these really the right people to make such important recruitment decisions? And if not, isn’t the whole process flawed? Our recent BIFM FM Leaders Forum event fleshed out some interesting issues, in particular frontline management’s impact on the quality and consistency of customer service. Not for the first time we found ourselves discussing the importance of that critical first tier of facilities management, the team leader role. It’s here that those first and potentially definitive interventions with end-user customers occur. But it’s also where the decision to select team leaders can be all too casually made; an opportunity to reward loyalty or dedication, perhaps, or a circumstantially convenient way of addressing the needs of a frustrated individual, one who’s proved good at dealing with customers, but hasn’t had to manage others. What’s often missing is early identification of an innate capacity for leadership. Spotted at this first level, such a talent can be nurtured, with leaders who rise up the ranks themselves more suited to identifying others with the same leadership ‘gene’. The higher you rise in a company, the fewer management roles exist. There’s also considerably more professional support to be called upon to make sure the best recruitment decisions are made. The more senior the post, the fewer the relatively fine determinations between candidates with comprehensive skills sets and experience. But at the other end of the spectrum these are, in fact, considerably more complex decisions. You’re looking to choose potential leaders based on the existence of innate capabilities that are far more difficult to identify at such an early stage. What’s more, choosing this new management blood needs to be done more routinely, in particular in FM organisations where so many local or even seasonal factors can influence the longevity of those promoted to management roles. People want to take on a management role because the word ‘manager’ or ‘team leader’ is seen as an instant personal as well as profesisonal status bump. Yet concentrating on what we’re actually good at is often the wiser choice – one we as individuals don’t realise until far later in our careers. Corporate support through training on specific tasks can help, but it’s wasted if that natural ability isn’t there in the first place. The English language, said Carillion’s Jamie McDonald, “seems to endow the word leadership with a special significance, bringing to mind important, top-level management – which is just wrong”. Instead, “everyday management is just as important – and it’s the stepping stone to leadership”. With FM’s staff turnover, it’s inevitable that putting the necessary resource into this level of management is a problem. There’s clearly work to be done to help identify true leadership capacity at ground level – but if the views of our Leaders’ Forum panellists are a guide, it’s work worth conducting.
W
SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, Europe £120 and rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media.co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services visit www.bifm.org.uk/bifm/knowledge/ resources/goodpracticeguides. EDITORIAL ADVISORY BOARD Simon Ball, business development director, Mitie ⁄ Martin Bell, independent consultant / Lucy Jeynes, Larch Consulting / Nick Cook, managing director, Avison Young ⁄ Rob Greenfield, health & safety business unit director, myfm ⁄ Ian Jones, director of facilities, ITV ⁄ Liz Kentish, managing director, Kentish and Co. ⁄ Josh Kirk, facilities manager, JLL ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Jeremy Waud, chairman, Incentive FM group⁄ Jane Wiggins, FM tutor and author Average net circulation 12,744 (Jul 13 – Jun 14) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM) by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reflect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Polestar Stones ISSN 1743 8845
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“Corporate support through training on specific tasks can help, but it’s completely wasted if natural ability isn’t there in the first place”
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STRATEGIC FM
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FM already in ‘larger ecosystem’, say FM experts Being part of “a larger ecosystem” has always been the purpose of facilities management, according to a professional in the industry. Paul Doherty, president of Digit Group, spoke about the challenges and opportunities that the developing real estate landscape will have on the FM industry in a recent webinar. He said that with a rising interest in smart buildings and supporting smart city infrastructure, the workplace is undergoing significant changes as emerging technologies and standards are affecting processes and traditional approaches. Doherty said: “The building itself can be aligned more to technically meet the expected outcomes of the workplace so that it is the buildings and supporting systems that require the training and not the individuals. FM is becoming part of a larger ecosystem that is intertwined with IT and HR. This brings the possibility that a new type of professional entity is required.” Responding to this, Martin Pickard, a senior FM consultant and the founder of consultancy FM Guru, told FM World: “FM has always been part of a larger ecosystem that enables and supports the world of work. One of the earliest definitions of modern facilities management is that still used by IFMA, which refers to ‘integrating people, place, process and technology.’” Pickard added: “We can only do that by working together with the other functions responsible for those elements: HR, architecture, operations and IT. Doherty talks about the increased complexity of the built environment, which is very true but this is just one element. The very nature of
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work itself has been transformed over the last 30 years since that definition was coined. “The most successful facilities practice has always occurred where the FM has facilitated a change in workplace strategy that
takes account of this continual evolution and integrating the other disciplines. This isn’t a change, this is our very purpose and always has been.” Chris Moriarty, development director, Leesman, said: “For FM
there is an opportunity to really show what they’re made of, but for that they must develop a robust understanding of their role in the wider productivity landscape. Alongside that they must also understand the interdependencies of the other disciplines if it is not to become a bit player in a new ecosystem.” Andrew Mawson, managing director of Advanced Workplace Associates, added: “The internet of things is coming to the workplace as a tool that FMs can use, but they need to get tech-savvy if they are to remain relevant. The risk is that building management and FM is subsumed into IT outsourcing firms who will use technology to drive efficiencies.”
COMMERCIAL SPACE
Costs of shared office services on the rise Office tenants are facing continually rising costs for the shared services they use in commercial properties, according to a benchmarking report by Property Solutions (UK) Ltd. There have been increases in service charge costs per square foot across the board every year since 2012, says the Service Charge Operating Report (SCOR) for Offices 2015, which looked at data from 199 multi-let offices. The report, now in its fifth year, shows financial reporting practices in the sector remain below par, with many property managers failing to comply with the RICS Code of Practice Commercial Service Charges, sparking concerns over transparency. The lower quartile for service
charges have soared by 25 per cent from £4.12 to £5.16 per sq ft over the past four years while the most expensive have risen 10 per cent, from £9.35 to £10.34 per sq ft, the SCOR report shows. Properties in London saw the greatest jump, which researchers believe has been partly driven by
foreign investment. Median service charges in London were found to be £9.45 per sq ft compared with £5.83 per sq ft in the rest of the UK while the lower quartile of service charges in the capital (£7.12) was almost double that in the rest of the country (£3.63). www.fm-world.co.uk
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NEWS
BRIEFS Divide in real estate found
FM model will ‘challenge’ small suppliers SMEs will find it “challenging” to actively vie for government contracts, the deputy chair of the BIFM’s procurement SIG said after the Crown Commercial Service unveiled its long-awaited FM agreement and list of approved suppliers. The Crown Commercial Service has published details of its TFM agreement for procuring services. It also revealed the suppliers – among them ISS, Amey, Bilfinger, Carillion, Compass Group, Interserve, Mitie, OCS and Sodexo – allocated the different facilities services under lots. Wendy Sutherland, director of consultancy Ramsay Todd Ltd and deputy chair of the BIFM’s
procurement SIG, welcomed the agreement but told FM World: “The ability for SMEs to actively participate in this environment is challenging despite the best intentions of central government, as can be seen when reading the list of the successful suppliers. We can only hope that there will be opportunities for elements of the service to be sub-contracted to smaller organisations throughout the lifetime of this framework agreement.” Todd said it was otherwise “a logical and practical solution for the outsourcing of FM services. There is sufficient data collected from other sectors over the last 10 years within the private
sector and local authorities to suggest that at least 10 per cent savings can be achieved year on year. A joined-up approach to procurement across government departments will reduce the need to spend taxpayers’ money on numerous OJEU procedures, whilst the adoption of the NEC3 Term Services Contract will deliver a transparent and cohesive process for contract management.” FM consultant John Bowen added: “There are a lot of opportunities for improvement that these contracts should be able to exploit.” A full list of suppliers can be found on FM World’s website.
OUTSOURCING
SHUTTERSTOCK/REX
National Gallery security staff on ‘indefinite strike’ Visitor services and security staff at the National Gallery began ‘indefinite’ strike action on 11 August in protest at the gallery’s modernisation plans. Members of the Public and Commercial Services Union (PCS) oppose the introduction of new working practices for some visitor-facing and security staff, which the venue’s operator says would enable the gallery “to operate more flexibly and deliver an enhanced service to our six million annual visitors”. Some 204 National Gallery staff are members of the PCS – 153 PCS members are employed in the visitor services and security department. The National Gallery said www.fm-world.co.uk
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it “spent more than a year negotiating with the PCS union and both parties met with the Advisory, Conciliation and Arbitration Service (ACAS), however, the PCS refused to compromise on its position”. As a result, the National Gallery appointed Securitas as its partner to manage some visitor-facing
and security staff services in July 2015. In a statement the National Gallery said: “No members of staff will be made redundant in this process and all affected staff will continue to be paid the London Living Wage. All those staff affected will have the option to move to Securitas with the same terms and conditions and remain a valued part of the National Gallery family (just like their fellow staff members who are employed by DOC, Antenna and Peyton & Byrne etc).” In July, Peyton & Byrne extended its contract with the gallery for an additional eight years in a deal estimated to be valued at £36 million.
A ‘north-south’ divide in the SouthEast’s office market in the first half of 2015 is revealed in research from BNP Paribas Real Estate. The property adviser’s SouthEast offices report shows that while take-up of 1.48m square feet in the South-East remained stable compared with the same period of 2014, most activity was south of the M25 – with just 7 per cent of transactions north of the M25. Robert Taylor, associate director of research at BNP Paribas Real Estates, said: “It’s been a difficult start to the year for the north M25 in terms of the low number of office deals. The sub-market area is suffering from the ongoing lack of Grade A space available in the area, and that has been translated into the take-up.”
Partridge new BCO chief The British Council for Offices (BCO) has appointed David Partridge as its new president, who says he will focus on “the power of technology to shape our future cities and workplaces” during his tenure. Partridge, managing partner of Argent, takes over the position from Colette O’Shea, managing director of Land Securities’ London portfolio. Partridge said: “Looking forward... it is increasingly the case that technology is now embedded in every facet of our lives, opening up new possibilities – built on a wealth of data – to understand better how we live and work.”
Centre a ‘national concern’ The controversial Yarl’s Wood Immigration Centre in Bedfordshire has deteriorated since its last inspection, said Nick Hardwick, Chief Inspector of Prisons. In a report of an unannounced inspection of the Immigration Removal Centre (IRC) for women published this month, Hardwick states that the running of the centre was “improving, although significant concerns remained”. The centre is run by support services provider Serco with health services provided by G4S. The report states: “Yarl’s Wood had become more complex and challenging to manage since the last inspection.” A protest took place at the harsh treatment of detainees. FM WORLD | 20 AUGUST 2015 | 09
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PROJECT OF THE
FORTNIGHT NEWS BULLETIN
‘People more important than cost in offices’ Employee productivity is seen almost three times as important as reducing cost. Research by the Property Directors Forum confirms that the old focus on cost – particularly cost reduction – has been replaced by people-oriented priorities. The top priority is greater employee productivity for 40 per cent of property directors. Number two (28 per cent) is attracting and retaining the best talent. Consequently, ‘soft metrics’ such as employee engagement, satisfaction and retention are now preferred by 61 per cent of property directors for measuring the performance of workplace strategies. Traditional space and furniture or business agility metrics take the last two places in the ranking. Productivity is a high priority and 82 per cent of property directors believe an effective workplace strategy must cater for the different needs of each generation of employee. Despite these changes, employee wellness is still not given much importance in the workplace (5 per cent). This suggests that organisations may need expert help to develop a joined-up approach to creating a people-centred strategy. Half of property directors reported an increase in the use of non-owned space like coffee shops or short-term meeting rooms. And members expressed the need for workplace strategies to have a holistic approach that goes beyond the confines of their buildings to include the quality of local facilities in the public realm.
LAKE DISTRICT BIOGAS – FIRST MILK CONSTRUCTION AND OPERATION: Clearfleau ENERGY SAVINGS: 7,000 tonnes carbon EXPECTED COMPLETION: 2016
Sustainable energy from cheese Clearfleau, a provider of on-site anaerobic digestion treatment, has completed the first stage of a sustainability project for First Milk at one of the UK’s largest cheese creameries. Clearfleau is working with First Milk and Renewables Unlimited on the project. Clearfleau was appointed to design, build and operate the plant. The anaerobic digestion (AD) plant will convert biodegradable cheese production residues into biogas. Once operational, the plant will feed the bio-methane into the gas grid – the first dairy processing site in Europe to do so, according to Clearfleau. As an initial step, Clearfleau refurbished the existing aerobic plant to enable First Milk to significantly reduce levels of phosphate in its effluent, which is discharged to the River Ellen. This, says Clearfleau, will ensure an early delivery of new tighter discharge standards that are required by the Water Framework Directive. The integrated AD plant will take over from the existing aerobic plant in early 2016. It will treat the creamery’s wastewater output as well as its whey permeate. The plant is set to generate 1,000 cubic metres of biogas each day. First Milk says the energy project would result in a 25 per cent reduction in the site’s annual energy costs, removing 7,000 tonnes of carbon from the organisation’s supply chain each year. Craig Chapman, CEO of Clearfleau, said: “[The] use of aerobic treatment for dairy processing residues is outdated. The revenue and energy contribution from AD offers a much better return than a new aerobic plant. Moreover, most AD systems are not suited to dairy feedstock or treating feedstock containing fatty residues.” 10 | 20 AUGUST 2015 | FM WORLD
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Well-engaged disabled staff outdo colleagues Well-engaged disabled colleagues have higher levels of engagement than the rest of the workforce, according to the president of the non-profit group Business Disability Forum. Sir Ian Cheshire, speaking in July at a reception to celebrate the the 20th anniversary of the Disability Discrimination Act held by the Business Disability Forum, told attendees that when it came to engaging the disabled workforce “there’s a lot left to do”. But he said: “How do we make it better and easier for people to go through what often are quite non-disabled friendly recruitment processes and get the reasonable adjustments they need, and then be developed?” He added: “We know from a lot of work that really well engaged disabled colleagues frankly have got higher engagement levels than the rest of the workforces. There’s a huge talent there that businesses are beginning to understand. There’s a £21 billion market for the right companies to understand how to engage with disabled customers.” Earlier in July a study of the NHS and other workplaces found that disabled workers, as well as male and older employees, are “far less engaged” than other groups of staff.
UK students: facilities key in university choice Facilities are the third-most important consideration for UK students when it comes to choosing a university. Choice of course (79 per cent) and location (69 per cent) were marginally more important, but 67 per cent of students cited library and IT facilities as a key factor when choosing a university. The academic reputation (47 per cent) and the Student Union (18 per cent) also made the top five of considerations. The research, commissioned by the Association of University Directors of Estates and Director of Estates and Facilities Management at Oxford Brookes University, surveyed 2,000 students on their university choice and the facilities that are most important to them. The library is the most-used university facility for 64 per cent of UK students with IT facilities, often in the library, coming in second for 48 per cent of students. Students are spending more time on their studies than ever and with high numbers of students competing for a finite number of graduate jobs, achieving a first-class degree is more important than ever. Universities are certainly looking after their most popular facilities as a large majority (77 per cent) of students described their work facilities including libraries and IT Facilities as either good or excellent. These facilities are well looked after because they influence 62 per cent of UK students when choosing university. www.fm-world.co.uk
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No, it still works on traditional metrics – 31%
THINK TANK
OUR READERS SAID… We asked our LinkedIn and mailing list members: Is there a welcome move towards employee productivity rather than pure cost control in your organisation?
Recent research by the Property Directors Forum suggests employee productivity is now seen as being almost three times as important to property directors than reductions in cost. The study includes contributions from some of the UK’s most significant occupiers, with combined revenues of over £600 billion. The top priority is now greater employee productivity – the highest priority for 40 per cent of property directors. The next highest priority (28 per cent) is the attraction and retention of talent. As a result, ‘soft metrics’ such as employee engagement, satisfaction and retention are now preferred by 61 per cent of property directors for measuring the performance of workplace strategies. Traditional space and
furniture, or business agility metrics, rank last. Yet despite this focus on talent retention and improved productivity, employee wellness is not yet being given much importance in the workplace. Did you recognise this shift? Only 31 per cent of you had seen a shift to wider productivity metrics. One respondent said: “I work for Sodexo, whose entire strategy is around quality of life and people engagement so it’s my bread and butter and it drives all we do with our people, our customers and our clients with often unmeasurable results within the communities in which we work.” Another said: “We can measure levels of workplace satisfaction, but it is not possible to show causality as opposed to correlation between that and productivity.
It is a mix of the two – 38%
Yes, there is a shift to broader metrics – 31%
People’s productivity is affected by multiple factors, which include the workplace but will be overridden, for example, by management style, commitment and the organisation.” Another said: “FM shall always remain a financially driven industry which I believe to be an important component to delivering quality of life services now and in the future.” Thirty-one per cent said no, you are led by traditional space and furniture or business agility metrics. One reply said: “Employee engagement was becoming an area of attention, but now seems to be losing its popularity.” A government worker said: “Productivity metrics are easier to use in some quarters than in
others. I think where there is ample bottom line or output data, productivity metrics are relatively easy to compile. But where the primary driver is (say) prevention of floods, or reduction in animal or crop disease it is difficult to tie in any positive results with what goes on within our built environment.” Only 38 per cent said it was a mix of the two. A respondent said: “In high turnover business such as call centres, where the staff are relatively higher cost to train, such as in phone banking, employers are interested insofar as it reduces their turnover and training costs.” Join the FM World Think Tank: www.tinyurl.com/fmwthinktank
SHUTTERSTOCK
Building temperatures are ‘geared to men’ Buildings are designed with men’s comfort in mind, not women’s, according to research. A study published in the Nature Climate Change journal says the “thermal comfort model” developed in the 1960s was based on the metabolic rate of the average man and as a result “may overestimate female metabolic rate by up to 35 per cent”. This could cause buildings to be “intrinsically non-energy-efficient in providing comfort to females”, say academics. Therefore, the researchers make a case to use actual metabolic rates to counter the imbalance. They state that using a www.fm-world.co.uk
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metabolic approach would lead to fundamentally different and more accurate calculations than using current empirical thermal comfort models and “builds up predictions
from the physical and physiological constraints, rather than statistical association to thermal comfort”. The academics say: “It provides a substantiation of the thermal
comfort standard on the population level and adds flexibility to predict thermal demand of subpopulations and individuals.” But Bjarne Olesen, a board member of ASHRAE American heating, ventilating and air conditioning body, said: “In the main studies where they did the same sedentary work and wore the same type of clothing, there were no differences between the preferred temperature for men and women.” Olesen cited field studies showing women prefer a higher room temperature than men, but pinned the discrepancy on differences in level of clothing worn. FM WORLD | 20 AUGUST 2015 | 11
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FM NEWS REPORT
HERPREET KAUR GREWAL
DOING THE RIGHT THING Increasingly, albeit slower than the workforce would like, companies are biting the bullet and looking at introducing the Living Wage into their business plans
T
he issue of the Living Wage has been prominent over the past few months, culminating in chancellor George Osborne’s announcement of a National Living Wage to be introduced by 2020 in the Budget in July. The Living Wage Foundation, the organisation that independently set the wage according to the basic cost of living in the UK, says Osborne’s announcement of a National Living Wage that would reach £9 an hour by 2020 was a “muchneeded pay rise” for more than 2.5 million workers. But it raised several important points. Rhys Moore, director of the Living Wage Foundation, questioned whether the announcement was even constituted a living wage. ”The Living Wage is calculated according to the cost of living whereas the Low Pay Commission calculates a rate according to what the market can bear. Without a change of remit for the Low Pay Commission this is effectively a higher National Minimum Wage and not a Living Wage,” he said. 12 | 20 AUGUST 2015 | FM WORLD
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Moore pointed out that the current Living Wage in London was £9.15 an hour, which recognised the costs of living in the capital. “These changes will not help the 586,000 people for whom even the 2020 rate announced would not be enough to live on now,” said Moore. Some companies are already planning for the changes that this will bring. This month Adrian Ringrose, chief executive of Interserve which released its half year results (see page 15), said: “We expect the premium to the National Minimum Wage announced in the recent Budget to have an initial adverse impact on margins in the UK Support Services segment of £10 to £15 million in 2016, receding over the next few years thereafter as the change is priced in to relevant contracts.” Despite the cons, businesses are embracing the idea. This summer, home furnishing retailer IKEA also said it would adopt the Living Wage from 1 April 2016. All co-workers employed by IKEA across the UK will receive a minimum of £7.85 an hour and £9.15 an hour within London.
More than half of IKEA’s 9,000 co-workers will be affected by this wage increase. Gillian Drakeford, IKEA UK and Ireland country manager, said: “As a values-driven organisation, we are guided by our vision to create a better everyday life for the many people, which of course includes our co-workers. We believe our people are the inner strength of our company, so it is only right to ensure we provide a meaningful
UK WAGES
£7.85 UK LIVING WAGE
£9.15 LONDON LIVING WAGE
£6.50 NATIONAL MINIMUM WAGE RATE
wage that supports the cost of living. “Introducing the Living Wage is not only the right thing to do for our co-workers, but it also makes good business sense. This is a long-term investment in our people based on our values and our belief that a team with good compensation and working conditions is in a position to provide a great experience to our customers.” Moore called the announcement “a historic moment in the life of the Living Wage movement”. He added: “As IKEA become the first national retailer to announce their commitment to the Living Wage and they will reward all their staff with an hourly rate of pay that covers the cost of living. “This is a huge step for the British retail sector and we hope that many other businesses will follow the leadership IKEA is showing on the issue of basic pay.” The Confederation of British Industry, however, warned that legislating for a Living Wage “does not reflect businesses’ ability to pay – and is taking a big gamble that the labour market can absorb year-on-year increases of an average 6 per cent”. www.fm-world.co.uk
14/08/2015 11:18
FM leaders forum
Mind the Pay Gap: The Living Wage and Zero Hours
Further reading To read Mind the Pay Gap: The Living Wage and Zero Hours in full, visit www.bifm.org.uk/bifm/knowledge/ FMleadersForum
FM LEADERS FORUM: DISCUSSION PAPER
Government departments fail Living Wage test
H
M Revenue and Customs (HMRC) and Department for the Environment Food and Rural Affairs (DEFRA) are the government departments not paying staff the Living Wage, according to a league table compiled by a community organising body. Citizens UK interviewed cleaners, security guards and others and asking how much they were paid an hour (see table). Cleaners from a range of Whitehall departments, and their supporters from Citizens UK member churches, mosques, synagogues, schools and colleges in London, gathered in Parliament Square on 21st July, to unveil the updated Living Wage Whitehall League Table. HMRC and DEFRA were found out to be paying staff only £6.50 an hour – more than £3 less than the London Living Wage, which is currently £9.15 an hour. Other departments like the Department of Energy & Climate Change (DECC) are accredited Living Wage employers, so all their staff, including subcontractors like cleaners and security staff, are paid at a rate that is calculated to make sure they earn enough to live on. Citizens UK member Canon Dr Angus Ritchie, of St Peter’s Bethnal Green, said the new higher minimum wage rate that the chancellor announced was “a huge step, but we have been working with the Mayor of London for seven years and there’s a London Living Wage rate that recognises the higher costs in the capital. That rate is currently £9.15 per hour. The changes announced to the minimum
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wage will not help the 586,000 Londoners for whom even the 2020 rate announced today would not be enough to live on now. Included in the 586,000 are those colleagues of George Osborne and his Cabinet ministers who clean the corridors of power”. Actual cleaners detailed the struggles of living on low pay in the capital at the protest. Whitehall cleaner Maria said: “Life on low pay is very difficult. I share a one-bedroom flat with
my daughter. Everything is expensive, especially rent and a Travelcard. I miss spending time with my family and friends. Low pay makes it hard.” Another Whitehall cleaner said: “I work two jobs... I leave home at 4am and get back at around 9pm. I work six days a week, but sometimes, if we need more money because of a high bill, then I will work seven days.” Guy Stallard, head of facilities at KPMG – a Living Wage
WHITEHALL LIVING WAGE LEAGUE TABLE Department
Responsible
Hourly rate of pay 2015
Department of Energy & Climate Change
Amber Rudd
£9.15
Her Majesty’s Treasury
George Osborne
£9.15
Supreme Court of the UK
Lord Neuberger
£9.15
House of Commons
John Bercow
£9.15
House of Lords
Baroness D’Souza
£9.15
Department
Responsible
Hourly rate of pay 2015
International Development
Justine Greening
£8.80
Work & Pensions Pensions
Iain Duncan Smith
£8.10
Department of Education
Nicky Morgan
£8.01
Department of Health
Jeremy Hunt
£7.93
Business, Innovation & Skills
Sajid Javid
£7.85
Home Office
Theresa May
£7.40
THE BREAD LINE
Cabinet Office
Matthew Hancock
£7.40
Foreign & Commonwealth Office
Philip Hammond
£6.87
Transport
Patrick McLoughlin
£6.85
Justice
Michael Gove
Michael Gove
HMRC
Lin Homer
£6.50
DEFRA
Liz Truss
£6.50
provider, told FM World the results surprised him “because Boris Johnson announced the rise [in the Living Wage] and government departments are seen not to be paying it”. An HMRC spokesman told FM World: “HMRC greatly appreciates the work cleaning staff do in our buildings and all cleaning staff are paid above the National Minimum Wage. As cleaning staff are employed by an external contractor who set the terms and conditions of their employment, HMRC has no involvement in this process.” But a spokeswoman for Citizens UK said this was “passing the buck” and showed a lack of leadership and disconnect in government departments. “Accredited Living Wage employers have the same challenges as government departments but they are in charge of how their contracts are tendered. We would challenge that statement [by HMRC] as they hold the power to negotiate whether a wage should be set as the National Minimum Wage or the London Living Wage. “Passing the buck does not show leadership nor does it show an understanding of the realities of working on low pay in London.” A DEFRA spokesman also told FM World: “Environment secretary Elizabeth Truss has already set out her commitment to making DEFRA a Living Wage employer and we are working with the relevant contractors on how to deliver that.” He added: “Creating a blanket requirement that all contractors must pay the living wage could be burdensome for business.”
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14/08/2015 11:19
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ANALYSIS
Delivering NHS contracts is just the tonic GRAEME DAVIES newsdesk@fm-world.co.uk
News that some NHS trusts have been told by their regulator Monitor to replace staff only “where essential” came as little surprise to many observers of the health service. Despite government assurances that the NHS budget would be protected pretty much at all costs, the finances of many trusts are parlous, to say the least, with
little hope of relief in the pipeline. With the government still fixated on reducing the deficit at almost all costs, even so-called ring-fenced services are under pressure – especially the NHS, where demand seems to be on an ever-upwards curve. Now the Conservatives are in sole charge it is unsurprising that further private sector involvement in the delivery of NHS services is being sought. And this is creating
significant opportunities for some private sector operators. One that springs to mind is Capita, a company that is becoming increasingly embedded in many areas of public life. Earlier this summer it was selected to fulfil a £1 billion contract to supply back-office services such as management of records and payments to primary care providers in the NHS. This is the latest in a string of health wins for Capita, including a deal to help the Clinical Commissioning Groups buy in services. It was also selected to offer IT, finance and estate management services to the Central London Healthcare NHS Trust in an £80 million, 10-year deal. In many ways such deals make sense and no matter what your political point of view the fact that the sprawling NHS – by some way the biggest employer in the
Contract wins
NEW BUSINESS Carillion has secured a two-year extension to its total FM contract at the Land Registry. It continues to provide hard and soft facilities services, as well as health and safety provision, cost saving and project management services. The company has worked with the Land Registry since 2011. The deal sees the partnership run to 2018. Fashion and homeware retailer Matalan has extended its contract with Cordant Security for another two years. It follows a six-year partnership during which Cordant Security has supported Matalan in its drive to cut stock loss and create a safe environment. Under the terms of the deal Cordant will continue to provide security support for Matalan’s UK network of 14 | 20 AUGUST 2015 | FM WORLD
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stores. This includes delivering manned guarding, CCTV monitoring, front-ofhouse services and overnight patrols. Support services group GBM has won a three-year contract to carry on housekeeping and porterage services 24/7 at London’s Southbank Centre. GBM has supplied services at the complex since 2008. The renewed deal is worth over £3 million and will introduce a number of enhancements. The Royal Pharmaceutical Society (RPS) has chosen Emprise Services for its cleaning and waste management. The three-year deal will see Emprise provide daily and periodic cleaning, washroom services, consumables and waste services at RPS’s London HQ.
G4S has entered into an £80 million, 10-year contract with EDF Energy to provide security services for construction of Hinkley Point C nuclear plant project in Somerset. The project would see the development of the UK’s first nuclear power station for a generation, and G4S will provide on-site security management including access control, perimeter security and visitor screening. G4S will also screen and vet on-site contractors. Bywaters, the recycling and resource management company based in east London, has secured an 18-month mixed-dry recycling contract with Thurrock Council. Graysons Venues has taken a contract to operate and manage catering and venue services at Christ Church in Spitalfields, London, worth £5 millionplus over three years. Graysons will be managing and delivering events at Christ Church, Hanbury Hall, and it will also operating three commercial café units in Spitalfields. Graysons has also won a £6 million deal to provide catering and hospitality services at the Francis Crick Institute in London.
UK with more than 1.4 million employees – could be run more efficiently is glaringly obvious. That such an organisation has moved into the 21st century still without a properly joined-up IT system is difficult to believe. But big IT projects in the NHS have proved to be a graveyard several times in the past for companies brought in to do exactly what Capita is attempting. True, in previous cases the provider may not have had quite the same track record of delivery in public sector projects that Capita boasts, but the task remains daunting and Capita will have to earn the hefty price tag put on the deal. The die is cast now, however, and private sector involvement in the NHS is only going to grow. The government believes that many of the savings that need to be made to address the yawning shortfall in NHS finances in the coming years can be achieved at back-office level as it desperately attempts to protect frontline services and, with initiatives in play to promote seven-day access to services in the coming years, the need for such savings will become ever more acute. For companies such as Capita, the opportunities for further contract wins are significant and successfully implementing contracts of the scale of its most eye-catching win of recent times will only raise its status in the eyes of the those government figures charged with achieving the delicate balance of improving the health of the NHS’s finances and maintaining its service delivery. The scale of the savings required in some areas of the NHS also suggest that it will be bigger players such as Capita who are the most likely winners when further chunky contracts are tendered. Watch this space. Graeme Davies writes for Investors Chronicle www.fm-world.co.uk
13/08/2015 16:36
FM big guns publish half-year figures showing mixed fortunes Interserve, G4S, CBRE and Serco are among the major support services providers to have published their half-year results this summer. Interserve reported revenue growth of 16 per cent in its results for the six months ended 30 June 2015. But it says the rise in the National Minimum Wage would have a detrimental effect on its support services business. The international support services and construction group reported that it had won £2 billion of new business in the period. It cited significant contract wins with both new and existing clients including London Underground, MTR Crossrail, KeolisAmey Docklands, B&Q, BS Stanford, BP Khazzan (Oman),
Adrian Ringrose, chief executive, Interserve
RasGas (Qatar) and the Dubai Aviation City Corporation (UAE) as instrumental in the growth it had experienced. Its headline total operating profit was up 12 per cent. G4S’s revenues were lower in UK & Ireland, and Europe returned to growth by 2 per cent,
BUSINESS BRIEFS
according to the company’s halfyear results. The results covering the halfyear ending 30 June 2015 show revenues in the UK & Ireland plummeted by 3.2 per cent. G4S said this was because of the completion of the UK Electronic Monitoring contract in the first quarter of 2014 and the loss of a large retail contract in the final quarter of 2014. Support services group Serco reported that its first half of the year has been “a little better than was anticipated”. It reported an increase in trading profit. CBRE Group reported that its revenue growth in EMEA was broad-based across the region, and that the United Kingdom, among others, “generated significantly higher leasing revenue”.
Serco and Essex council mutually decide to end deal A 15-year strategic services partnership (SSP) contract which began in 2004, is to be cancelled by Thurrock Council. The contract was undertaken when the financing of local government was in a healthier situation and before austerity savings and budget cuts. Thurrock Council said in a statement: “It is not an appropriate form of contract to meet the current requirements of Thurrock Council in respect of the available finances or best value and the needs of a private sector partner in the current economic climate. The termination of the SSP has been agreed by mutual consent.” Both the council and Serco have collaborated on the exit www.fm-world.co.uk
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Incentive buys Comserve Contract services group Incentive FM has acquired Comserve Limited, a mechanical and electrical (M&E) maintenance and installation services company. Incentive says the move will enable the group to bring M&E services into its established portfolio alongside integrated FM, security, cleaning, and consultancy businesses. Comserve, in Hertfordshire, has a £3.5 million turnover and provides market-leading M&E services to a wide range of blue chip clients.
Spie buys energy firm Spie, the electrical, mechanical and HVAC services firm, has bought Leven Energy Services to expand its share of the UK energy market. The new entity will trade as Spie Distribution & Transmission. Leven Energy Services is an independent utilities contractor servicing mains replacement, underground cabling and overhead lines. It has 139 staff across its Manchester HQ and five UK depots.
Premier ‘moves’ Crick lab
By mutual agreement Serco and Thurrock Council (above) are parting ways
plan to ensure the transition of services back to the council is smooth and well-managed. Sean Hanson, Serco’s managing director for citizen services, said: the old contractwas “no longer fit for purpose” and it was in the interests of both parities to end
the partnership early. Steve Cox, Thurrock Council’s assistant chief executive, said: “A world dominated today by austerity and budget cuts is very different to that envisaged in 2004 when this contract was signed.”
Premier Workplace Services will move the Francis Crick Institute’s research operations from Cancer Research UK and the UK Medical Research Council (MRC) buildings to its new £650 million lab in King’s Cross, London. Cancer Research UK awarded the contract. Premier will move equipment from Mill Hill and South Mimms, including 14,000 items of scientific equipment, 1,300 PCs, 5,000 crates of filing, 7,000 cartons of glassware and specialist moves of chemicals and biological materials. FM WORLD | 20 AUGUST 2015 | 15
13/08/2015 16:36
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NG Bailey forges ahead with strong brand ‘ethos’ NG Bailey has reported an underlying operating profit of £3 million, a 43 per cent increase, in its latest financial results. Its overall sales fell by 4 per cent to £365 million, with its secured orders book increasing to £590 million, up from £550 million. The company’s facilities services division reported a sales growth of 28 per cent (up to £57.3 million) for the year to 27 February 2015. The growth includes a threeyear contract with global car manufacturer Toyota, for whom NG Bailey is providing planned preventative and reactive maintenance across five UK sites. The division’s managing director Stuart Linington, speaking to FM World, said the company also saw a small increase in profit, and attributed
David Hurcomb, group chief executive, NG Bailey
the growth to a stronger brand. “We’ve got exceptional customer service. I think we’re sticking to our knitting as a specialist at technical service delivery.” The growth, said Linington, has resulted in a headcount increase of 16 per cent to more
BUSINESS BRIEFS
than 530 staff. “I think we’re at the size where we can actually provide that real personal care, attention and touch,” he said. David Hurcomb, NG Bailey group CEO, told FM World that the organisation’s specialisms has helped the firm to become expert in several areas, including energy management. “There is a lot of generalist total FM out there; they are generalists at everything, masters at none. By focusing on the engineering [aspect of the business], there are additional benefits there. One of which is energy management and that overall understanding of how a building breathes and how it works. You have to have engineering at the core of what you do to understand that.“
TOM CAMPBELL/SHUTTERSTOCK
Three FM firms vie for Wakefield partnership Cofely Workplace, Carillion and Interserve (FM) are the three shortlisted bidders competing to provide a slew of FM services in partnership with Wakefield City Council. The three have been shortlisted from five potential candidates; other contenders Amey and Mitie failed to make the cut. The chosen firm will help to deliver building services, facilities management, property and asset management, building cleaning, school meals, and buildingsrelated architectural design and related services. The proposal is a part of Wakefield Council’s aim to make savings of £185 million by 2019/20 because of reductions in the central government funding
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Wakefield City Council aims to make cuts
it receives. One of the companies will be chosen to form the partnership to “combine private sector knowledge, expertise, methodologies and investment with a continuing public service ethos”.
The final bidder will be chosen in January 2016 and the contract will start in April. Councillor Graham Stokes, cabinet member for modern public services, said: “The scale of savings which we need to make means we have to look at new ways of delivering services in the future, while still being committed to providing quality services and protecting jobs where we can. “We have identified three companies as prospective partners to work with us to provide our property and building related services, with the intention that this will keep jobs in the district with more security than the council can currently provide.”
Compass in revenues hike Caterer Compass Group’s organic revenue growth in the third quarter was 5.1 per cent, according to its half-year results. Trends seen in the first half of the year accelerated in the third quarter, as the company’s financial statement revealed. Organic revenue growth was 1.2 per cent for the nine months to 30 June 2015, and 1.8 per cent in the third quarter, driven by improving performances in several countries – particularly the UK and Spain.
Maxim FM in expansion The North-East’s largest independent contract cleaning and facilities management business, Maxim Facilities Management Ltd, has bought CLT Services in Leeds. Managing director Graham Conway said buying CLT formed a key part of the company’s national expansion strategy. He said: “In addition to the acquisition, we are also enjoying organic growth in and around this key conurbation and are confident this will continue.”
Morgan Sindall sees growth Morgan Sindall Group’s fit-out division, which includes office fit-out and refurbishment specialist Overbury and office interior design-and-build firm Morgan Lovell, contributed to its parent company’s growth. Against a continued backdrop of challenging market conditions, operating profit before amortisation and exceptional operating items was £15.5 million (2014: £15.2 million) on revenue of £1,152 million, a 15 per cent increase over the same period last year (2014: £998 million). www.fm-world.co.uk
14/08/2015 11:19
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30/07/2015 15:10
FM OPINION
THE DIARISTS
HOW BIFM IS HELPING NIGERIA TO TRANSFORM FM
‘
TUNDE OBILEYE
is MD/CEO at Great Heights Property & Facilities Management, Nigeria
Facilities management in Nigeria has been evolving over the years into what can now be called a profession. It used to be seen as an addon service offered by real estate agents or property managers whose primary responsibility has always been to rent out clients’ properties and ensure smooth handover of property to the tenant. But a gradual transition from this traditional approach became necessary as people started to demand better service. This created a platform for those who genuinely understand the architecture of maintenance. Nigeria, as a developing country, has experienced unprecedented growth, but struggles with defects in its infrastructure and laws that have made the environment
challenging. Nigerians are used to grandiose projects that suffer from a maintenance culture of neglect due to the lack of skilled workers and corruption. The National Arts Theatre, Lagos, was built in 1977 as an architectural masterpiece. It had first-class facilities but today it is a shadow of itself – leaking rooms, dropping ceilings, malfunctioning air-conditioning systems, broken furniture and overgrown weeds. But our exposure to international businesses has
“NIGERIANS ARE USED TO GRANDIOSE PROJECTS THAT SUFFER FROM A MAINTENANCE CULTURE OF NEGLECT DUE TO THE LACK OF SKILLED WORKERS”
brought awareness of global standards and best practice. FM professionals who are members of BIFM are helping to foster a healthy marketplace by forming BIFM Nigeria. There are opportunities in the market as firms begin to outsource noncore services and some state governments, notably Lagos, change the maintenance of public institutions. This group of FM professionals intends to promote the need for training using the wide range of resources available through BIFM and partner with educational institutions to provide courses to get more people into FM. The recent UK Facilities Show gave me an insight into the future of FM and the great opportunity to diversify outside of the real estate and construction sectors.
OCCUPATIONAL HAZARDS
‘
ROGER AMOS
is a director of Ayer Associates Limited
18 | 20 AUGUST 2015 | FM WORLD
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FM is often referred to as an invisible service, with many parts of a large organisation only paying attention to it when something goes wrong. This seems unjust, but I’ve come to the conclusion that it’s just an ‘occupational hazard’. One of the biggest challenges for those delivering FM is change and this brings with it yet more occupational hazards. Change in FM typically includes changing the way services are delivered with savings at the heart of it so this might be bundling services to create a TFM model or splitting them out into a series of contract lots. Within a client-side organisation, change often comes in moving from a devolved to a centralised clientside FM function. This often involves the centralisation of
other departmental budgets – not a popular move, but necessary if savings targets depend on it. Not only have local departments lost budgetary control, they are now reliant on a corporate team to deliver FM services and if what they regarded previously as something invisible starts to become visible, life can become difficult for client team and service provider alike – especially if the contract type and service provider is also new. So what can we do to ensure
“NOT ONLY HAVE LOCAL DEPARTMENTS LOST BUDGETARY CONTROL, THEY ARE NOW RELIANT ON A CORPORATE TEAM TO DELIVER FM SERVICES”
that when we are doing the change management and delivering services more efficiently, it doesn’t unravel operationally in the process? Getting the client and service delivery teams working effectively together is crucial. A big part of that is the collective teams understanding the overall strategy to begin with, having the trust in each other and working together to the common goal. Both parties need to be fully committed to this approach or cracks will soon begin to appear and those occupational hazards will soon begin to manifest even more. Where there is effective and high-performing FM in an organisation there is a strong partnership underpinning it and a desire to succeed on both sides. www.fm-world.co.uk
13/08/2015 14:04
You can follow us at twitter.com/FM_World www.tinyurl.com/fmthinktank
BEST OF THE
FMWORLD BLOGS Five lessons on agreements we can learn from Europe Vincent Henricks, Planon While Greece was heading for bankruptcy, Europe put the pressure on about fulfilling the agreements to pay off its debts. Greece wanted a new round of negotiations. In today’s economy, production and service provision processes are increasingly complicated as organisations operate in long chains. This interdependence emphasises the need to make strong agreements. What should be stipulated in a contract? 1. Make uniform arrangements in advance to apply to everyone: Initially setting up an agreement system takes a lot of time and money, but it quickly pays for itself by setting clear frameworks. It prevents everyone from having to reinvent the wheel. 2. Evaluate agreements that have been made and adjust them where necessary: The way an incident is handled can be standardised from the first notification of the problem through to its resolution. It is for this reason KPIs are created. 3. The priority varies by user, service or location: Failure of air con in a server room, say, has a higher priority than the same dodgy air conditioning unit in an office. 4. Agreements affect multiple departments: Perhaps the air conditioning is the responsibility of the FM, but the servers are under the IT department’s responsibilities. The responsibilities of those involved must be established in SLAs. 5. Clarify previous arrangements: It is important for any tenant to know what agreements are in place so that he does not take responsibility for every incident. Knowing what agreements are in place ensures a fast resolution of any FM problems. Both parties know where they stand and what should happen in an emergency. Read this full article at www.tinyurl.com/p2ch26y
Time management is only making our busy lives worse Tony Crabbe, Quartz Before the Industrial Revolution, clocks were irrelevant. People did jobs in the natural order at the natural time. But factory owners needed to coordinate people to get them working at the same time. Business imposed clock time on the workforce. Benjamin Franklin reinforced the value of this, stating “time is money”. We’re all obsessed with time, squeezing all the efficiency we can out of each day. Time management, we believe, is the solution: if we could organise our time better, we’d be happier, and more effective. We are wrong; it’s damaging our lives and careers. Research does show that if you increase people’s time awareness they do more stuff. It is one of the great fantasies of time management: if you get more organised, you will get on top. But that only works in a finite world. In our infinite world, we will never be able to get on top of everything again. Our phones allow us to fill all our time productively, swatting away demands like some super-charged task-ninja. But when we scatter our attention across a thousand micro-activities we stop engaging deeply. Our ability to think is decimated by the distraction of the ping and the ring. This is the opposite of the optimal psychological state of flow, where attention is allowed to linger, to sink into an activity without distraction for extended periods. You may think that you’d be willing to feel busier and less happy as long as you could be effective. But time management hinders our performance in this area too. We prioritise the urgent rather than the important and strategic. Research by Microsoft says 77 per cent of UK workers feel they have had a productive day if they have emptied their inbox. It’s time to develop a strategy that starts from the recognition that the greatest shortage is not time, but attention. Time is no longer money. Read this full article at www.tinyurl.com/pq79s4u
www.fm-world.co.uk
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FIVE MINUTES WITH NAME: Sir Malcolm Grant JOB TITLE: Chairman, NHS England
The relationship between health and the built environment is, of course, as old as the hills. For the past two decades, most of our investment has been into hospitals – great cathedrals of science and beautiful, wonderful buildings – but no longer suitable when our top priority has become nursing a population with long-term chronic conditions. So, a combination of moving care out of hospitals and into the community, together with the use of new technology to assist people to monitor and treat their own health, will be major steps forward. What we have seen in past 70 years is a complete transformation of modern life – a transformation in which longevity and life expectancy go up year after year. For every 24 hours we live today we are currently getting another five hours of life. The changing burden of disease is another parameter, with a shift to long-term chronic conditions. In the last 30 years in particular, deaths from cardiovascular diseases have dropped sharply. Smoking is the main reason for that – there’s a sharp correlation between reduction in smoking and better health. There will be nothing left untouched in modern healthcare across the world by disruptive technologies. The current state of healthcare across the world is like a cottage industry – it’s like weaving in 18th century. There are poorly controlled supply chains, poor interactions between different providers of healthare, poor models of learning – and this is as true of the NHS as it is of systems in France, the US etc. At NHS England we decided last October to make our own policy for the future rather than have it introduced by ministers – and the gaps we identified can be seen in our report, Five Year Forward View. FM WORLD | 20 AUGUST 2015 | 19
13/08/2015 14:04
FM FEATURE
BIFM AWARDS 2015
A high quality shortlist of FM projects, people and organisations has been released ahead of this year’s ceremony. To check for any remaining tickets, see p.50
BIFM AWARDS 2015 FINALISTS REVEALED People The individuals, teams and organisations who invest in their people, who lead, are cutting edge and drive improvements.
Rising Talent in Facilities Management z Tanya Brick, Capita z Andy John, Amey z Luke Robinson, CBRE Corporate Outsourcing Limited z Cheryl-Anne Sanderson, G4S z Matthew Tait, Encirc
Facilities Manager of the Year z Julie Anderson, G4S z Lisa Hart, Eversheds LLP z Alan Russell, London Heathrow Airport Ltd z Diane Thorpe, Hearst Magazines UK z Maurice O’Shaughnessy, JLL
Impact FM Team of the Year z Carillion plc - Nationwide & Carillion z Edinburgh Napier University z ISS Education z JLL EIMEA z Wales Millennium Centre
Learning and Career Development z Arcus z Edge Hill University z Harrow Green z London Heathrow Airport Ltd Engineering & Asset Management z McFarlane Telfer z Mitie Client Services 20 | 20 AUGUST 2015 | FM WORLD
20-21 BIFM Awards finalists.indd 20
Demonstrating the real tangible impact good FM brings to business, the environment and society.
z intu Retail Services - How intu Took Flight z Sodexo - Sodexo Brand Ambassador Programme
Impact on the Workplace Societal Impact z Banyard Solutions - e-permits z Cofely & North East Lincolnshire Council - North East Lincolnshire Regeneration Partnership z Dysart 57 Ltd - A Corporate Response z Mitie PFI z Robertson Facilities Management Robertson Communities
Brand Impact (new for 2015) z Britvic PLC
z Airbus UK - Future Filton z Amey - Creating a flexible workplace for a busy government department z Chiswick Park - Enjoy-Work z Halfords Ltd - The Retail Support Centre
Impact on Customer Experience z Carillion plc - The Carillion Customer Experience Centre z G4S - Infection Control and Ebola Preparedness www.fm-world.co.uk
14/08/2015 14:18
BIFM AWARDS 2015
Innovation Recognising innovative facilities management technology, systems, products and services, and the benefits they bring from cost-savings to enhanced interaction.
Innovation in Technology and Systems z BAM FM - Optimising FM Using BIM Technology z CIS Security – Transforming Lost Property Outcomes at King’s College London z Cofely Ltd - Uncovering Sustainable & Innovative Technologies z Keytree Limited - Matrix Booking z Mitie – Miworld, Mitie’s Information Management Tool z NG Bailey - Giving Morrisons a Rare Energy Solution z SAVORTEX Ltd - EcoCurve Hand Dryer
z London Heathrow Airport -Terminal 2 z intu Retail Services z King’s College London - Fit For King’s
Impact on Sustainability z British Land and Broadgate Estates - Energy Reductions and Community Charter in London z Marks & Spencer – Investing in Innovation to Deliver a Future Sustainable Estate z Royal Bank of Scotland - RBS Workplaces, Innovation and Partnerships for Business and Environment z Skanska - Skanska Sustainability Agenda in Facilities Services z The NEC – Leading Change in the Exhibitions Industry
www.fm-world.co.uk
20-21 BIFM Awards finalists.indd 21
New Product or Service of the Year Steve Gladwin, chair of judges for the 2015 BIFM Awards
z IES Holdings Group Ltd - IES Service Maintenance Application z Scanomat - TopBrewer z Skanska - Skanska Health & Care Waste Solution z Kimberly Clark - SCOTT® MAX Rolled Hand Towel System FM WORLD | 20 AUGUST 2015 | 21
14/08/2015 14:19
FM GALLERY
SKY’S OSTERLEY HEADQUARTERS
GETTING WITH THE PROGRAMME In a competitive market, broadcaster Sky aims to attract the best people in the business with its service team playing an increasingly important role in meeting the on-site needs of employees.
The Kitchen provides affordable table service catering
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A feature on the company’s FM service provision and its relationship with service provider Mitie is on our web site: www.fm-world.co.uk
www.fm-world.co.uk
14/08/2015 14:19
An on-site wind turbine generates 120 kilowatts of electricity for the Osterley site
Above: High ceilings and a bright, airy workspace give workers room for creative thought. Below: A similarly spacious feel in the reception area
A fitness centre, recently opened, offers a range of classes. There’s also a branch of Halfords to cater for cyclists
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The FM service team maintains the external surroundings to suit Sky employees’ requirements
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14/08/2015 14:20
FM MONITOR ANDREW BREWSTER
HOW TO...
Andrew Brewster is project development engineer for building envelope company CA Group Limited
IN STALLIN G AND M AIN TAIN IN G P V SYSTEMS
or facilities managers concerned with sustainability and rising energy prices, the benefits of installing solar panels or Photovoltaic arrays onto the roofs of their buildings are clear to see. But is the process as straightforward as you might think?
F
Whether the concern relates to restrictions, in terms of health and safety, or how the technology will impact the roofing system beneath and its associated guarantees, there are a number of issues which FMs need to be aware of when considering this technology. The safety of every operative or site visitor has to be the number one priority for any facilities manager and at no time is this more critical than when managing the risks associated with undertaking work at height. The installation of any roofmounted PV array will naturally increase the future requirement for roof access – whether this be for routine inspection and cleaning of the PV modules, or maintenance and upkeep of the main roof and gutters. Managing the hazards connected with these works are just as important as managing any other hazard and it is essential that those involved with the planning and design of the roof and the PV installation meet the current requirements of CDM regulations.
the latest principles outlined by the Advisory Committee of Roofsafety (ACR[M]001:2014 ‘Test for Non-Fragility of Large Element Roofing Assemblies (fifth edition))’. If the complete roof assembly – inclusive of rooflights – has not met the requirements of this test, it must be assumed that the roof is fragile – unless the supplier of the roof assembly can provide test data to prove otherwise. By specifying a non-fragile roofing system, which has met the requirements of the ‘Orange Book’ (ACR[CP]001:2014 Rev 4 Recommended Practice for Work on Profiled Sheeted Roofs’), the risk of falling through the roof is reduced. With the significant uptake in roof-mounted PV installations – both new-build and retrofit – these tests for non-fragility are more important than ever to ensure the safety and wellbeing of roof operatives. This is not just a requirement during the installation of the PV array, but must last for the entirety of the asset. Roof system guarantees
and non-fragility periods go hand-in-hand and therefore, if the roof system guarantee is compromised, the roof assembly must be regarded as fragile. In conjunction with nonfragility certification, some modern roofing systems are also classified as ‘solar ready’ in their standard delivery. This means that, providing the primary and secondary steelwork has the capacity to cater for the additional loadings associated with the solar array, proprietary PV systems can be directly installed onto the roof without the need to enhance the roof system.
Consider the install Care as to how the PV array is connected to the roof must also be taken, however, and the below list should serve as guidance for facilities managers: the appointed PV installer to liaise directly with the roof system manufacturer to ensure that the proposed method of system attachment does not invalidate any guarantees offered for the roofing system – this also covers non-fragility periods.
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● Ensure that the method of PV attachment does not penetrate the complete roof assembly from outside to inside, which can compromise the weathertightness of the roof and could lead to water ingress. ● When designing panel layouts, consider the proximity of PVs to rooflights and external sheet detailing in order to maintain routes of safe access for future maintenance and inspection requirements – seek advice from the roof system manufacturer.
● Encourage
● Understand
how the installation of the PV system may affect any guarantees for the external roof coating. Most guarantees that are offered for pre-finished steel are only
Safety is paramount Roofing systems that are subject to periodic access should be certified as fully walkable – to minimise the risk of damage from foot traffic. They must also be tested for non-fragility in accordance with
applicable to freely exposed roof cladding. The small print of the coating guarantee should be scrutinised to ensure that any maintenance and inspection requirements are adhered to and roof system guarantees are not compromised, something which, again, may impact on nonfragility periods.
“It is essential that those involved with the planning and design of the roof and the PV installation meet the current requirements of CDM regulations”
● The increased activity on the roof around the PV array means that the roof cladding is more prone to damage. Specifying a roof cladding system that is classed as walkable can provide added protection, as well as ensuring that the PV installer is trained with work on profiled metal roofs and knows how to traverse them. ● Ensure that the extra dead load and wind loadings, created by the PV modules, can be accommodated by the roof system and the supporting frame. ● Clarify what guarantees are offered for the PV system. Does this cover workmanship and equipment (PV modules, inverters) and so on? FM www.fm-world.co.uk
14/08/2015 14:20
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10/08/2015 07/08/2015 11:21 10:15
GETTING CUSTOMER SERVICE RIGHT BIFM FM LEADERS’ FORUM
AKIN FALOPE
FM FEATURE
Facilities teams’ engagement with enduser customers is of increasing importance both to clients and service providers – but it’s a fast-changing landscape. A panel of FM specialists met recently to discuss the issues involved 26 | 20 AUGUST 2015 | FM WORLD
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EXECUTIVE SUMMARY
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he importance of facilities teams’ engagement with end-user customers is growing as those same users compare the services they receive with what they encounter elsewhere. Clients and suppliers alike are thus increasingly driven to ensure each interaction between service personnel and end-user customers is as positive an experience as possible. For
client organisations, brand loyalty is at stake – and suppliers are realising this. The need to respond quickly to end-user customer requests is acute. Optimising all of this requires strong first-tier management and early identification of team leaders capable of communicating clearly the client organisation’s values through their team’s activities. This requires engaged frontline personnel made aware
of their pivotal organisational role – but doing so may mean more discussion between client and supplier about the nature of their contract and, perhaps, a better appreciation of what communicating and routinely re-evaluating the client’s brand values mean for both parties. More dialogue about evolving best practice – involving competing clients and suppliers – would also help. www.fm-world.co.uk
14/08/2015 14:21
In association with
Representatives from across the facilities management spectrum met to discuss what all accepted was a crucial FM service function
“IF YOU LOOK AFTER YOUR FRONTLINE PEOPLE, THEY’LL LOOK AFTER THE CUSTOMERS” JAMIE MCDONALD
PROVIDING FOR MORE DISCERNING & ENGAGED END-USER CUSTOMERS www.fm-world.co.uk
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T
he keys to good quality customer service, whether delivered directly or via an outsourced provider, are many – but those highlighted most often in our event were employee engagement, the quality of frontline management and consistency of service. It is essential that all employees in an organisation – internal and outsourced – understand the part that they as individuals play in the customer experience journey. That’s the view of Carillion’s Jamie McDonald, and all participants agreed with his sentiments. McDonald’s colleague, Gemma Lynch, added that as well as
organisational integration, staff engagement in the process was equally critical. “If they’re engaged, half the job’s already done.” Engagement is the result of employees fully understanding where they fit in. “It’s about employees understanding the important role they play,” said Lynch. In his capacity as vicepresident of the Institute of Customer Service, McDonald believes there are lessons that FM could learn from the wider UK customer service world, particularly retail. For McDonald, “one of the key things is to understand who our customers are. In FM we use a lot of awful words like ‘occupant’,
‘tenant’, and ‘end user’. They may be technically correct, but they aren’t great at helping our teams understand that, most importantly, they are customers.” A big leap forward for Carillion came when it decided to address its clients’ subcontractors, partners, employees, even passers-by, as customers. “Anyone who sees or even goes near a building we maintain, let alone steps inside it, is a customer.” Most importantly, said McDonald, the key customer has to be the employee. “If you look after your frontline people, they’ll look after the customers. As senior leaders, we can be awesome at customer service as individuals – but if we only see a few customers each week, the direct impact we can have is minimal. If you provide your team with great internal service, that then trickles down – but you need great leaders, and great processes around people.” That’s where the difficulties start. In today’s interconnected age, bad news spreads. Clients spend time on Facebook, Twitter et al to see what the world thinks of the service a contractor provides. Social media empowers a passer-by to tweet their views on a poorly maintained building or even a contractor’s van being badly driven. “Our learning over the last few years has been to quickly and directly address every social media complaint, apologise visibly and sort the issue,” added McDonald. The value of developing a ‘oneteam’ ethos across the supply chain was Mace Macro’s Pam Moscrop’s concern. If suppliers work in silos, totally different approaches to the end customer can ensue– and no good can ever come of that. FM WORLD | 20 AUGUST 2015 | 27
14/08/2015 14:21
FM FEATURE
GETTING CUSTOMER SERVICE RIGHT
FIRST-TIER COMMAND IS KEY TO SUCCESS ON THE FRONT LINE 28 | 20 AUGUST 2015 | FM WORLD
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crucial component to frontline customer service is the first tier of management. But many people promoted into such roles are poorly selected on the basis of circumstantial convenience rather than innate capability. What’s required is better selection and nurturing of natural team leaders. Part of the problem lies with those who assess potential leaders and promote them… There are people who are born leaders, and others who are not. “When you’re looking to place somebody within an organisation, you have to look very carefully to see what they are going to be doing,” said
BIFM FM LEADERS’ FORUM
Ashleigh Brown. “I’ve seen it so many times; a new manager can completely change the dynamic within a team and affect its performance, negatively or positively.” Anne Lennox-Martin described the requirement as being for leadership ‘awareness’ rather than leadership training. The problem can be too much interest in management roles from frontline personnel who are in fact more naturally suited to service delivery than the control of a team of individuals. Said Ashleigh Brown: “Everyone wants to be a manager! But it’s not everybody’s cup of tea.” And that traditional FM bugbear, a lack of contract security, can also stymie the natural growth of leadership talent. Senior managers in many other sectors may have worked their way up through their business. But in organisations operating to contract term limits, people investment decisions are less clear cut. “In a non-contract world, it’s easier to justify investment in people,” suggested Interserve’s Andrew Gammage.
Carillion’s Gemma Lynch agreed that contract term lengths risk firms making recruitment decisions that put “square pegs in round holes”, but Ashleigh Brown thought the issue less important. “If you’re developing people in the right way, then that five-year period is irrelevant. The client is not going anywhere. And can you afford not to invest in your people in order to retain them?” The English language seems to endow the word leadership with a special significance, bringing to mind important, top-level management – “which is just wrong”, said Carillion’s Jamie McDonald. “Everyday management is just as important and it’s the stepping stone to leadership.” And when they’re appointed, frontline managers are being asked to do an awful lot. “We’re asking them to be profit and loss managers, HR, contract managers, people managers, client relationship managers… the list goes on,” said Sarah Hodge. “Are we training and supporting them sufficiently to succeed in all of this?” www.fm-world.co.uk
14/08/2015 14:21
In association with
FM SHOULD SEEK TO EMULATE RETAIL’S APPROACH
P
A QUESTION OF BALANCE
I
mplementing strong balanced scorecard measurement is crucial. Organisations that measure most effectively often perform most effectively – the measurement of customer service is no different. Organisations in The Sunday Times’ Best 100 Companies to Work For “drive the best levels of customer satisfaction”, claimed Interserve’s Andrew Gammage. But a system that measures customer service also requires a built-in financial incentive for the supplier, suggested Anne Lennox-Martin. A balanced scorecard using specific KPIs and other success factors should feed through to a mechanism – built into the budget at contract commencement – enabling both financial award and penalty “It is especially effective when the reward is used as a bonus for the frontline team,” said LennoxMartin. Team engagement, customer engagement and financial www.fm-world.co.uk
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performance need to be analysed as a whole – and it’s important to establish the right metrics to feedback on customer engagement from a balanced scorecard perspective. In all of this, it’s important to keep in mind that customer satisfaction is not the same as KPIs within the contract; understanding exactly how satisfied customers are is key. Team engagement drives customer engagement, which in turn drives shareholder value. But all of this has to be measured with the balance scorecard, said Andrew Gammage. “What gets measured gets done.” A client’s customer service measurement requires the same rigour and robust approach as it typically pays to financial measurement. But getting this level of buy-in means the FM sector understanding the ‘hierarchy of the customer’ – “making sure the people on the front line get the respect that they deserve”.
articipants agreed that retail is where customer service practice is at its best. The speed and ease with which end users can swap between competing firms forces retailers to continually up their game. In FM, by contrast, contract length can have the effect of diluting the value of customer service. Carillion’s Jamie McDonald said: “An outsourced FM contract can last five to 10 years, so the views of the end user can seem to matter less. But that’s wrong. “In retail, companies are constantly sample testing because they can lose a market lead, or recover it, very quickly. They’re used to being more at risk to customer attitude and changes in behaviour, so they’ve learned to be far more agile. In FM, seeing the customer as truly part of the business is the slogan we all use, but often we don’t deliver.” Frazer Rendell also wondered whether longer FM contracts
“ONE OF THE CHALLENGES IS THAT WE ARE SERVING A CORPORATE CLIENT, ONE WHICH SETS THE KPIS” TONY RAIKES
meant a diminution of focus on frontline service over time. Retailers respond to every transaction from every customer at all hours of the day – but because FM contracts bind clients to FM providers, those FM providers may feel less of a vital requirement to be as responsive. The difference in FM is clear, said Vinci’s Tony Raikes. In both retail and hospitality, an organisation’s clients are its consumers. In FM, “one of the challenges is that we are serving a corporate client, one which sets the KPIs – and the key decision-makers are reviewing our performance against those KPIs”. But these indicators are not necessarily aligned with the views of end-user customers. “If they were, we would develop and improve customer service more rapidly,” said Raikes. FM as a sector knows intuitively the behaviours required – “but the metrics we are being measured against don’t drive that behaviour”. Simon Biggs agreed. “Some sectors thrive on the need to deliver great customer service, because if you don’t it will affect your business quickly.” In FM, a bad experience of cleanliness or catering is unlikely to impact on whether that end-user chooses to go to work the next day. In retail, people are recruited at store level to be managers. “It’s not their [job to be an expert in a given topic],” said Andrew Gammage, “it’s a question of whether you know how to lead and motivate.” FM WORLD | 20 AUGUST 2015 | 29
14/08/2015 14:22
FM FEATURE
GETTING CUSTOMER SERVICE RIGHT
BIFM FM LEADERS’ FORUM
TAKING TIME TO TALK THE CLIENT’S LANGUAGE From frontline interactions to the need for more service improvement discussions between service providers, dialogue is key
A
re frontline staff really clear about what they’re supposed to be delivering for the end-user customer? Management may understand the contract terms, but frontline staff may not – nor for that matter the key part their contribution plays overall. It all comes down to organisational culture, suggested Anne Lennox-Martin. “It starts and ends with a culture driven from the top and rewarded from the grassroots.” Carillion’s Jamie McDonald cited three clients he considered their most customer-focused. The common link? “A strong correlation between our customer conversations with those organisations and those they have with their own retail customers. The client… lives and breathes agile customer measurement – it’s just what they do.” Such retailers tend to keep customer experience scores and look out for what customers are
saying on social media. Other sectors may not use the same language and are thus more likely to revert to the contract and commercial piece. McDonald explained ‘green KPI syndrome’ – “the KPIs are green and life can looj great, but the customer is unhappy because you’re measuring the wrong things”. If the organisation isn’t customer-focused itself, the contractor may be relying on KPIs that have stopped being quite so ‘key’ – something only realised at contract renewal stage. Talking the client’s language requires as wide an understanding of drivers in that client’s sector as possible. In this regard FM contractors can be too secretive with one another. More such collaboration would be to the FM sector’s immense benefit, suggested Tony Raikes. Examples were cited of other professions where, despite ‘tooth and nail’ fights over every contract, suppliers still met to discuss client requests – not something we see much in FM.
“THE KPIS ARE GREEN AND LIFE CAN LOOK GREAT – BUT THE CUSTOMER IS UNHAPPY BECAUSE YOU’RE MEASURING THE WRONG THINGS” JAMIE MCDONALD
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FURTHER DEBATE REQUIRED
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ll participants agreed that further and more routine discussion on customer service – how client expectations differ, which service offers work, which fail and why – was something the wider facilities management sector would certainly benefit from. One suggested approach considered whether BIFM could facilitate this discussion through a BIFM SIG. Opinion, however, was divided – not so much about the need for more routine dialogue between interested parties, but whether a BIFM SIG was the right vehicle for it. Ashleigh Brown, participating BIFM board member, pointed out that BIFM SIGs can each work in different ways. For some, their agenda is to drive wider awareness of best practice in their specialism through white papers and getting together in forums to discuss current issues. Others don’t host events, focusing primarily on information and knowledge sharing. Notwithstanding the potential overlap with existing BIFM SIGs, Carillion’s Jamie McDonald expressed his enthusiasm for the SIG option. “There would be real benefits to setting up a group within the industry to discuss this
topic and our discussion today has shown that there are some unique elements to it.” McDonald thought participating service providers would benefit in particular from a group in which they and their competitors shared elements of best practice. “Our clients would be interested – it would show we were taking the subject seriously.” Not having a customer service SIG feels like a huge gap, said McDonald. “If you’re a client, this stuff feels far more visceral. And it’s not as though there is just the one issue to solve, such as leadership training.” Assessment of customer service as client requirements evolve is a constant requirement, suggested McDonald. “There’s an ongoing need for customer service to be at the heart of FM forever.” “We are good at talking about this sort of thing in the industry, but not so good at actually sharing best practice,” said Sarah Hodge. After the debate, BIFM responded by agreeing that a further forum for discussion in this area could be useful for the industry. However, further discussions would be necessary to help identify the correct format that would generate the most beneficial outputs. www.fm-world.co.uk
14/08/2015 14:22
In association with
A full white paper report on this Leaders’ Forum event will be available to download from the BIFM website at the following address: www.bifm.org.uk/FMLF
ATTENDEES Simon Biggs is chair of the BIFM Catering & Hospitality SIG. He is principal consultant with Litmus Partnership Ltd, a UK-based management consultancy that provides world-class FM and catering consultancy solutions. He has a wealth of experience in the sector, with many top catering and facilities firms including Aramark, Rentokil Initial and Sodexo Prestige.
Frazer Rendell is director of business improvement and employee engagement at E-Trinity Consultancy. His background is in strategic development, marketing, projects and communication in national, regional and frontline operational roles in the service, healthcare and retail sectors with the likes of the Oxleas NHS Trust, The Litmus Partnership and Aramark.
Tony Raikes has been managing director of Vinci Facilities since 2008 when the company bought Taylor Woodrow, where he was divisional director of building, having joined the company in 1986. He studied civil engineering at the University of Bristol, and has a master’s in business administration. He is a member of both BIFM and the Institution of Civil Engineers.
Gemma Lynch is operations director at Carillion. Since joining the company in 2006, she has served in several capacities such as national operations manager and general manager. She was previously at the Sweett Group. Gemma holds a history degree from Manchester University, an MSc from the University of Reading, as well as a diploma in management from the University of Aston in Birmingham.
Pam Moscrop Possessing both public and private sector experience, Pam Moscrop is associate director at Mace Macro, with overall responsibility for the TFM provision of services for clients’ corporate portfolio in the UK, having joined the company from Norland Managed Services in 2012. She is also the deputy chair of BIFM’s Home Counties group.
Andrew Gammage has been customer experience and workplace director at Interserve for about a year. He has varied experience in the retail and hospitality sector, having previously been head of quality and insight at Whitbread Hotels & Restaurants for six years and head of service quality with Beefeater following stints with retailers including Threshers, Debenhams and BHS.
Lee Grant has been head of service and community development at the BIFM for the past year. He was formerly head of membership communities with the Institute of Fundraising for eight years. Before that he was fundraising manager with the PDSA, the UK’s leading veterinary charity, from 2001-2006.
Anne Lennox-Martin is managing director of FMP360 Ltd. For more than 10 years she has worked as an independent consultant and trainer following 20 years of operational experience. She was formerly operations director at Johnson Controls. In 2007 FM World selected her as one of the 20 most influential women in the FM industry in the UK.
Ashleigh Brown is consultant to the FM sector and a BIFM nonexecutive board member. Starting as a PA in the construction industry in 2001, she is now head of internal resources at independent consultant myfm, helping FM businesses to refine recruitment processes, save money and retain good staff. She was previously head of FM consultancy Dovetail FM Recruitment.
Sarah Hodge is managing director of Hodge Development Ltd. She has 25 years of FM, business transformation and programme management experience with a variety of companies including Britvic, Canary Wharf, Lloyd’s of London, Swiss Re insurance and Citex. She is a BIFM awards judge, and serves on London Region, CPD and membership committees.
Jamie Mcdonald is customer experience director at Carillion Services. A graduate of the Unversity of Derby, he worked at Hays Distribution, Reliance Security Group and outsourcer Ventura before becoming head of business services at Carillion arm Asprea in 2007. McDonald led the team that won the BIFM’s Innovation in Customer Service award in 2011.
www.fm-world.co.uk
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IN THE’ WHITE PAPER:
The BIFM Leaders’ Forum white paper on this topic includes extended copy from the debate on all topics covered in this report and further discussion points including: • Developing people with the right attitude for frontline customer interactions • Differences between internal and outsourced FM customer service • Maintaining service consistency through deeper service team member engagement
FM WORLD | 20 AUGUST 2015 | 31
14/08/2015 14:22
We form strong and enduring partnerships We adopt a unique approach to the way we design and deliver services, getting to know our customers’ businesses inside out to create true partnerships. From corporate offices, trading floors and retail branches to hospitals, military facilities and schools, we have experience in providing service solutions for some of the most critical and complex environments across the public and private sectors. Contact us at www.carillionplc.com
FMW.200815.032.indd 2
30/07/2015 14:37
FM MONITOR
MARKET INTELLIGENCE
INSIGHT ECONOMY
LEESMAN’S FEATURES OF WORKPLACE EFFECTIVENESS: TEMPERATURE & AIR QUALITY
VAT rates: Standard rate – 20% Reduced rate – 5% Source: HM Treasury (hmrc.gov.uk)
Bank of England base rate: 0.5% as of 9 July 2015. Source: Bank of England (bankofengland.co.uk)
Consumer Price Index (CPI): The Consumer Prices Index (CPI) was unchanged in the year to June 2015, that is a 12-month rate of 0.0%, down from 0.1% in the year to May. Falls in clothing and food prices were the main contributors to the change in the rate along with smaller rises in air fares than a year ago. There were no large upward effects to offset the change. Source: (www.ons.gov.uk)
EMPLOYMENT
National Minimum Wage The following rates came 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)
SHUT TERSTOCK
UK Living Wage: The following rates are set by the Living Wage Foundation: Category of worker
Hourly rate from Nov 2014
UK Living Wage
£7.85 per hour
London Living Wage
£9.15 per hour
www.fm-world.co.uk
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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.
TEMPERATURE CONTROL IS THE 3RD LOWEST-RANKING PHYSICAL FEATURE DESPITE BEING THE 3RD HIGHEST-RANKING FEATURE BY IMPORTANCE (80.5%).
AIR QUALITY DOESN’T FARE MUCH BETTER. IT SITS IN THE BOTTOM EIGHT ON SATISFACTION (33.8%). ALTHOUGH IT IS THE
9TH-RANKED OUT OF ALL FEATURES (69.3%).
EVEN IN THE HIGHEST-PERFORMING BUILDINGS AIR QUALITY AND TEMPERATURE CONTROL RARELY EXCEEDS 50% IN TERMS OF SATISFACTION.
50%
SATISFACTION WITH BOTH IS INFLUENCED BY WHETHER AN EMPLOYEE IS IN A PRIVATE SETTING OR AN ALLOCATED OPEN-PLAN OFFICE, THE LATTER DROPPING BELOW THE INDEX AVERAGE. BUT IN UNALLOCATED OPENPLAN ENVIRONMENTS THE SATISFACTION WITH TEMPERATURE DROPS ONLY SLIGHTLY (28%) BUT SATISFACTION WITH AIR QUALITY PERFORMS THE BEST (40%) – THE ABILITY TO MOVE TO FIND A CLIMATE THAT SUITS IS THE LIKELY CAUSE. SOURCE: LEESMAN INDEX (WWW.LEESMANINDEX.COM)
MECHANICAL & ELECTRICAL CONTRACTORS
OFFICE & HOME FURNITURE MARKET
The market for mechanical and electrical (M&E) contracting was estimated to be valued at £16bn in 2014, following growth of about 7 per cent during the year. The market is still 13 per cent below its 2008 peak, but is forecast to continue growing at a modest rate until 2019. The Olympics and the health and education sectors buoyed up work in transport and leisure during 2012. But then public sector cuts and the retail dip, coupled with declining confidence, led to a fall in construction and demand for M&E services. Growth returned in 2013, driven by upticks in the office and leisure sectors in particular and private construction in general. A key growth area has been in energy efficiency and carbon emission cuts, driven by tough legislation and rising fuel costs. Non-domestic building will increase during 2015 and remain positive until 2019, so energy management will become a vital focus for M&E contractors. M&E contractors are seeing the benefits of restructuring and streamlining through improved margins. Consolidation has increased, leading to several big players increasing in size. Source: AMA Research
The UK office and home office furniture market is recovering from the financial crisis and showed modest value growth in 2012 and 2013, followed by stronger growth in 2014. The market had been hit for years by poor office construction and high levels of empty office space, and turmoil in global financial markets had a negative effect. But now there is strong demand in London and the SouthEast and the small office/home office sector. The market is competitive and surplus capacity remains, as imports rose in 2014. But among UK manufacturers, profitability is poor. Many suppliers are in competition and there is also still an excess of production capacity, despite some wellknown names having ceased to trade. This has led suppliers and dealers to cut prices further. Imports are about 40 per cent of the market. Chinese-made swivel seating alone reached £51m in 2014. In the medium to long term the market will grow by 3-4 per cent annually from 2015. Demand for smaller desks will continue, reflecting developments in technology and changing work practices. Source: AMA Research FM WORLD | 20 AUGUST 2015 | 33
13/08/2015 14:05
FM MONITOR
ARTHUR AGNEW
LEGAL UPDATE
Arthur Agnew is chief technology officer at Securitas Security Services UK
PREVEN TIN G OR M I T I GAT I N G LO N E O P ER ATO R AT TAC K S
hose working alone, outside office hours T and in diverse places, are at greater risk than their 9-5 counterparts, so employers must exercise their duty of care, says Arthur Agnew Contrary to popular belief, working alone is not against the law. However, the law does require employers to consider carefully any health and safety risks for people working alone. The UK’s Corporate Manslaughter and Homicide Act makes employers responsible for the health, safety and welfare at work of all their employees. It also makes them responsible for the health and safety of any contractors or self-employed people doing work for them. Of course, employees who work alone can often face the same hazards in their day as other workers – for example, physical or verbal abuse, racial or sexual harassment, or robbery and intimidation. But for lone workers, the risk of harm is often greater. Hazards facing lone workers include:
immediate and a lone worker who is injured may have difficulty raising the alarm. ● Ill-health issues – these may be exacerbated where employees undertaking duties suffer from epilepsy, heart conditions or diabetes, etc. Such persons should really be restricted from undertaking lone working activities and in all circumstances; health concerns must be raised with a line manager and GP.
● Violence
Safe routes
and personal safety – some workers may need to visit customers at home or alternative locations outside the office, which can lead to an increased risk to an individual. ● Lifting and handling – moving and handling tasks may pose more risk to an individual member of staff. ● Working at heights – for example, up a step ladder, closing windows where there is a risk of falling from height. ● Lack of access to emergency help in the case of an accident – access to a first-aider may not be 34 | 20 AUGUST 2015 | FM WORLD
34 Legal update.indd 34
Employers should think about the worst-case scenarios and their probability during a normal day. There’s no point worrying too much about your staff member being hit by a meteorite as it is highly unlikely to happen. Instead, think about how to avoid their being involved in a confrontation with a thief or being alone in a risky area.
Remove as many risky procedures and situations as possible. For example, don’t send them to a perceived dangerous location. Make sure they take a safe route and lock doors while travelling. Train employees to reduce
risk by looking at safer working practices, wearing personal protective equipment and learning the proper way to deal with complaints and potentially volatile customers. Consider bringing in third parties to train workers in specialist areas such as working with the public and identifying when situations can turn bad. Of course, much of the above is common sense, but people can tend to believe they are a little invincible and that bad things will never happen to them, so it’s always best to be vigilant and well prepared.
If things go wrong If an employee does find him or herself in trouble, employers need to consider how they are equipped to summon help. Solutions include the following. ● Implementing regular check calls to a central location. If a call doesn’t come in, there should be an immediate escalation. ● Issuing alarming devices. These can be used to send an alarm if an incident occurs, but may not necessarily provide location information. Escalation is usually a call to the user. ● Considering intelligent devices. When an alarm is sent, either by a panic button, man down or non-movement, the location is also transmitted, so a monitoring station can summon the appropriate response – whether
“Remove as many risky procedures and situations as possible. For example, don’t send them to a perceived dangerous location”
that be a line manager, a relative, the emergency services or a mobile response service. In extreme cases, multiple devices can be which use GPRS, GSM, SMS, GPS, satellite, Wi-Fi and a number of other technologies to ensure accurate alarms get through – even in mountains or at sea. When considering devices, it’s important to consider ease of use. There’s no point in providing an employee with a solution that is laborious to use as, chances are that he or she won’t bother to use it. There is also no point providing additional devices when they might be left at home. ‘Keys-wallet-phone’ is what our brain tells us to check we’ve picked up before we leave the house each morning. This is where the importance of convergence comes in. We will soon be opening our cars and turning our house alarms on using our mobile phones and, in the future, ever more solutions will be managed by the same mobile handset. Lone worker solutions are no different. Indeed, there are already a number of app solutions for the lone worker. The next release of the British Standard for Lone Workers (BS8484) will encompass apps. The key to success is to ensure the app chosen is robust and easy to use but, more importantly, has verifiable escalation and response with it. Although a low-cost solution informing immediate family members of an alarm will suit some, others will need a 24/7/365 monitoring service because of their risk profile. FM www.fm-world.co.uk
13/08/2015 15:38
FM MONITOR
ALLISON CONNICK
HOW TO...
Allison Connick is UK director of safety, health and environment at CBRE
W RITIN G A F IRE SA FET Y P O L I CY
ire safety arrangements will vary depending on factors such as the type of organisation, the size and complexity of the property and staffing. But all must be both clearcut and strictly enforced, says Allison Connick
- Co-operation with fire risk assessments to ensure that actions are completed; - Ensuring that if fire evacuations are required, they are carried out; and - An understanding of the overall fire strategy for the building.
Effective fire management requires clear and concise processes for both management and site level employees. There should be a clear fire policy in place irrespective of the size of the organisation. For large organisations, company arrangements should identify: ● Assigned responsible people conversant with fire safety and fire systems. ● Commitment to eliminating, where possible, health and safety risk from fire or effectively controlling these risks through processes including hard and soft systems. ● A strategy and process to reduce fire incidents to the lowest level possible (types of properties being covered by the policy will vary – complex properties with heavy footfall must be monitored differently to a small single asset); and ● Active reviews and audits to constantly improve fire safety standards in light of new technology, legislation and best practice. Additionally, a senior employee should be responsible for: ● Ensuring that the fire safety policy is implemented effectively; ● Have final authority on all fire safety matters; ● Monitoring performance with respect to statutory and policy requirements; and ● Endorsing the fire safety policy and delegating, where necessary,
Fire risk assessment
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the responsibility for policy implementation.
Policy management If the responsibility for fire policy implementation has been delegated the arrangements should detail: ● Authority to ensure that relevant staff are given adequate information, instruction and fire management training for their role and the specific buildings they are responsible for; ● Control or elimination of fire management risks; and ● The appointment of one or more competent people to help with fire safety matters.
In addition, building and facility managers have specific and important duties that need to be managed. These include: ● All testing, including regular maintenance of fire systems (usually sub-contracted to a specialist M&E company); ● Up-to-date, sufficient and accurate fire maintenance and testing records (usually contained within a fire log book);
The scope of any fire risk assessment must include direct and indirect responsibilities for the building. If yours is a building with multiple tenants the building manager is often the main duty holder and therefore holds much greater responsibility in terms of making sure the building remains safe from fire and smoke. It is wise to have an escalation process that deals with breaches or potential breaches, irrespective of ownership – for example, blocking fire exits in retail premises where communal fire exits exist. There is a specific guide by BSI called PAS 79 that outlines the format for a fire risk assessment. An effective fire risk assessment is a matter of determining competency and experience – it’s much easier to complete on a retail park compared with a complex shopping centre or office block. Whoever is in charge of its completion (if outsourced) must have the technical competence to deal with issues over applicability of fire systems and any resulting recommended actions. The
“It is wise to have an escalation process that deals with breaches or potential breaches, irrespective of ownership”
Institution of Fire Engineers’ Register of Fire Risk Assessors and Auditors is a useful resource.
Who should do what The roles of the FM or building manager roles are to: ● Keep a formal log of incidents and ongoing actions taken at site; ● Ensure that contractors maintain up-to-date and accurate testing and maintenance records within the fire log book; ● Have a robust, clear process in place for contractors’ activities such as hot works and refurbishments; and ● Create a regime to check that occupiers of multi-tenanted buildings are not putting other building occupants at risk. In addition, facility or building managers should not be undertaking a fire risk assessment for occupiers in multi-tenanted buildings.
Common challenges Managers should look out for these common issues. Fire stopping – commonly missed and if it’s not managed correctly the wrong sort of fire stopping is often used. ● Alarm call points need to be in rotation and regularly checked. ● Fire alarms and fire service response – consider also what happens out of hours. ● Fire doors – ensure that automatic doors actually work. ● Have specific assessments been undertaken – including means of escape, smoke ventilation and sprinklers and purging of flammable liquids – in the event of an incident at a complex site including a shopping centre and an office block? FM ●
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FM MONITOR LEE YEARWOOD
HOW TO...
Lee Yearwood is delivery manager of safety training for training and maintenance specialist Develop Training
10 TOP RU LES TO P ROT ECT AGA I N ST T H E DAN G ERS OF CO N FI N ED S PACES
t is by no means exhaustive, but I this list of 10 steps is certainly a step in the right direction for protecting you and your staff, says Lee Yearwood Two recent horrific high-profile cases of employees losing their lives working in cramped conditions highlight the need for FMs to put in place the correct steps to protect against the dangers of confined spaces. A confined space is one that is either fully or partially enclosed and poses a foreseeable risk of fire, explosion or loss of consciousness or suffocation. Confined spaces can occur in a range of industries including construction, manufacturing, utilities and marine work and it is thought that fatalities in confined spaces account for between 15 and 30 deaths a year. Adequate training is clearly essential to save lives and prevent horrific accidents such as the 20ll Staffordshire case in which a worker at a food waste recycling plant was scalded to death as he tried to fix an industrial cooker. The company was fined £660,000 in June. Managers who fail to address the issue are putting their employees’ lives at risk and face losing their own liberty. Following the case in Hampshire a farm manager was jailed for the manslaughter of two workers who died in a nitrogen-filled apple container in July. Although there is no surefire way to eliminate every risk surrounding confined spaces, there are a number of precautions that can be put in place to drastically limit the 36 | 20 AUGUST 2015 | FM WORLD
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number of needless deaths nationwide. Follow these golden rules and you could save lives.
1⁄
Check oxygen levels
Monitoring the atmosphere is one of the most important rules and should be done before anyone enters a confined space. Most such fatalities are the result of a problem with the atmosphere. If someone is going into a space with a limited supply of oxygen, you should provide him or her with breathing apparatus or ventilate the area as much as possible before they enter the space.
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Ventilate to disperse fumes
If the space contains or is likely to contain noxious gases, plan for how the area can be ventilated or the gas removed before sending someone in. Forced-air ventilation is generally the most effective approach as this technique dilutes and displaces any atmospheric contaminants.
3⁄
Use good lighting
Lighting is important, as workers cannot perform safely in an environment where they cannot see what they are doing. Loss of lighting can also provoke fear in people, which can on occasion lead them to behave
in an irrational manner, causing them to injure themselves or others.
7⁄
Do the workers need a permit?
Check whether the people carrying out the job are suitable for the work. Do they have the correct experience and training to carry out the task at hand? What training have they had? Nobody should enter a confined area if they have not received correct instruction. Lack of knowledge poses great risks to safety.
A permit to work will ensure that formal checks have been undertaken to make certain all elements of a safe system of work have been put in place before anyone enters or works in a confined space. Features of a permit to work should include clear identification of who is authorised to enter the space, training and instruction in the issue of permits and monitoring and auditing to ensure the system works as it should.
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Competence is everything
Keeping in touch
It is important that communication is maintained between the people inside the confined space and the people outside so that should the person on the inside need help, help can be contacted quickly and easily. Consider positioning someone outside the space to keep watch and raise the alarm quickly should the need arise. The person outside the space will also be in a prime position to take charge of any potential rescue missions.
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Isolate the space
Isolating the confined space will eliminate the introduction of additional hazards through other external portals. Isolation should include locking out all powered devices associated with the area such as electrical, pneumatic, hydraulic and gaseous agent fire control systems. If working in a pipe, isolation can be achieved by using blanks, disconnecting piping or with double block-andbleed arrangement.
Emergency plans
Put in place an effective contingency procedure for raising the alarm should an emergency arise. Although contingency plans will be dependent on the nature of the confined space, you should consider communications and rescue and resuscitation gear.
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Assess risks
Conduct a hazard assessment before allowing into a confined space. Dangers identified during the assessment should be eliminated or controlled before entry.
10⁄
Protective workwear
Make sure the worker wears personal protective equipment (PPE). PPE is the last line of defence for confined space scenarios. It is a must where hazards cannot be eliminated or controlled by other means. People using PPE should be trained in its use, but it is also important for supervisors to oversee its proper operation. FM www.fm-world.co.uk
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10/08/2015 11:15
Have your finger on the pulse of FM Get to the heart of facilities management by joining the BIFM today. Be at the very heart of your profession by joining the BIFM. It’s the one body that has something for everybody in the business. We offer the most prestigious training, development and recognition for facilities managers.
BIFM pulse NEW 186x123.indd 1 38 | 20 AUGUST 2015 | FM WORLD
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We provide a fantastic range of benefits, services, and offers for all our members. We enable you to network with your peers and share ideas at a whole range of national, regional and local events.
We keep you totally in the know through FM World magazine, our continuously updated website and networking groups. We even give you a chance to influence your profession personally by getting involved and giving FM a better future. If you want to put your heart and soul into FM, talk to us.
T: 0845 058 1358 E: membership@bifm.org.uk www.bifm.org.uk
2/8/10 12:21:43
30/07/2015 15:19
FM MONITOR JOHN MCMULLAN
HOW TO...
John McMullan is commercial manager of single-ply roofing specialist Firestone Building Products
R EF U R B ISH A RO O F WI T H M I N I M A L DI S RUP T I O N
ending the roof of an occupied building is a balancing act between the needs of the building and the needs of those doing their jobs inside. John McMullan considers the FM’s role
M
There are some environments where big maintenance projects can be put off until the summer recess or the annual shutdown – but for most commercial environments there is never a good time. When it comes to roof refurbishments, however, once the existing waterproofing membrane starts to fail, replacing it as quickly as possible is both time and business-critical because water ingress can affect not only the integrity of the roof – including insulation and internal finishes – it can also damage equipment inside and disrupt normal working patterns. It’s not all bad news, though. It is possible to carry out a roof refurbishment with little disruption to the building’s occupiers.
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Assess the roof surface
In an ideal world a roof will be refurbished before the signs of wear and tear become signs of water ingress. In the real world, however, budgets, maintenance schedules and a host of other factors mean that this is not always the case. For most occupied buildings, the decision to refurbish the roof will be taken before the existing membrane has perished to such an extent that it needs to be stripped out. If it can be cleaned and prepared to enable www.fm-world.co.uk
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a roof overlay this should be the preferred option as it will prevent the noise, dust and environmental impact of a strip-out. But if the roof is in a bad state of repair – perhaps the insulation board under the membrane has begun to deteriorate – there may be no option other than to strip out the existing system before beginning the refurbishment.
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Select a compatible system
Where an overlay approach has been decided it’s essential that the materials used, including any primers or adhesives, are compatible with the existing roof substrate. If this is not the case it could compromise the performance of the new waterproofing membrane. If the roof surface is in a very poor state of disrepair or the chosen system is not compatible with the substrate it may be advisable to install a cover board, which will overcome any compatibility issues and create a solid and even substrate for a more robust installation.
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Use the right fixing method
When using a singleply waterproofing membrane, including EPDM, TPO, or PVC the membrane can either be fixed in place using an appropriate
not require either flame or a suitable power supply.
adhesive or by mechanical fixings. Often the contractor will have a preferred approach. It’s essential, however, to ensure that the chosen method is compatible with the building. For example, using mechanical fixings on a concrete deck roof will require drilling, creating noise for workers inside the building. Conversely, some adhesives may create nuisance odours and solvent-free LVOC products may therefore be necessary.
Bituminous roofing systems and solvent-based resins create nuisance odours that can disturb the building’s occupants. An EPDM or TPO system, on the other hand, can provide an odour-free, low VOC (volatile organic compound) solution that is ideal for schools and hospitals.
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Choose a qualified contractor
Many roof failures are down to poor workmanship, so whichever system you select it will only deliver the manufacturer’s stated performance if it has been correctly installed. Check that the installation company has been approved by the manufacturer; Firestone, for instance, trains all its authorised and licensed contractors and visit installations on site to ensure that membranes are installed to the highest standards.
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Avoid hot works if possible
Traditional bituminous roofing systems are cost-effective but involve hot works that can cause smells and present a health and safety risk because of the use of a naked flame on site, which can also result in insurance issues. While thermoplastic single-ply TPO systems involve hot-air welding, this does not require a flame; the only consideration is whether the installation team will have access to a suitable power source for the weld equipment. An EPDM single-ply system does
6⁄
Avoid bad smells
Keep it waterproof
To avoid the risk of leaks it’s important to select a system that can be installed quickly and provide temporary waterproofing while installation is carried out. An EPDM system, for example, is installed using large sheets of single-ply membrane, which means fewer joints and faster laying so that the roof can be re-sealed more quickly. This type of system can also be used as temporary waterproofing during the project to ensure that effective ‘night seal’ details can be maintained during the contract period.
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Life span and maintenance
To reduce both cost and disruption it’s essential to select a system that will offer robust performance for a long time. It’s also a good idea to select a system that can adapt to changes, such as the introduction of new plant on the roof. EPDM has a service life of about 50 years, is an inert material that retains its properties and may be adapted to create new details without the need for intensive preparation. FM FM WORLD | 20 AUGUST 2015 | 39
14/08/2015 11:24
BIFM FEATURE
BIFM.ORG.UK
ALL ABOUT FM!
Scotland conference BT Murrayfield Stadium, Edinburgh will once again host the annual ‘All About FM!’ conference organised by the BIFM Scotland region. It takes place on 29 October and sessions confirmed to date include: ● H&S – How can you combine the roles of safety & operations? Brian Muir, safety & operations manager, Hampden Park ● The challenges of FM in the public sector and the need for change: David Melvin, MD, Cordia ● Service versus margin: Anne Lennox-Martin, owner, Anne Lennox-Martin Ltd ● Get Britain Standing: Gavin Brady, founding director, Active Working ● Taking FM back in house: Gary Wingrove, MD, BTFS ● Brain & safety: Guillaume Thierry, Professor, Bangor University. BIFM members can attend for just £55+VAT, and non-members pay £65 plus VAT. For further details and booking information go to www.bifm.org. uk/allaboutFM. @BIFM_Scotland also carries the latest conference news. There are also exhibitor packages available for £525+VAT and opportunities to sponsor at £300+VAT. i Contact Michael Kenny mkenny@fesfm.co.uk for full details
BIFM AWARDS
2015 Finalists Finalists across 11 categories in the BIFM Awards 2015 have just been announced. You’ll find full details of the shortlisted finalists on pages 20 and 21 of this magazine - or 40 | 20 AUGUST 2015 | FM WORLD
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Edinburgh’s Murrayfield Stadium is the venue for ‘All About FM!’
visit www.bifmawards.org which also carries the full details. Winners will be announced in front of 1,300 guests at the Awards ceremony, which takes place on 12 October at the Grosvenor House in London. Tickets and tables for the awards are available and selling fast – the 2014 ceremony sold out, so booking now is a must. The black-tie evening includes: drinks reception starting at 18.30; three-course meal with coffee and petits fours; Awards ceremony with celebrity host; evening entertainment (charity casino and live music which ends at 01.00. i For full event details and bookings visit www.bifmawards. org/the-ceremony or email awards@bifm.org.uk
BIFM
New board The July Members’ Council meeting saw the election of new non-executive directors to the BIFM board. They are: ● Chair of Members’ Council (non-voting position) – Lucy Black, director, Facilities Analysis ● Special Interest Group Representative – Victoria O’Farrell, managing director, MV Consultants Ltd
● Members’ Council Representative – Stephen Welch, director of facilities/Keeper of the House, Northern Ireland Assembly.
Lucy, Victoria and Stephen began their two-year board tenures after the BIFM Annual General Meeting (AGM) on 12 August. They replace Ashley Rogers, Samantha Raishbrook and Emma Bailey respectively, whose board terms came to an end at the AGM. BIFM would like to thank Ashley, Samantha and Emma for serving on the board during an exciting time of growth and change for the institute, which included the adoption of new mission, vision and values, the launching of FM Professional Standards, and the international reach of the institute extending through new regions and recognised centres. Prior to their board appointments they have spent time serving on Members’ Council – representing the wider interests of members, and have previously served as committee members. All their support and work for BIFM has been in a volunteer capacity.
BIFM would also like to thank Graham Briscoe, who will be stepping down from the board at the AGM following the end of his term. The full BIFM board now comprises: ● Julie Kortens – Chairman ● Ian Townsend – Deputy Chair ● Lucy Black – Chair of Members’ Council ● Ashleigh Brown – Members’ Council Representative ● John Coke – BIFM Finance Director and Company Secretary ● Robert Kidson – Chair of Audit Committee ● Victoria O’Farrell – Special Interest Group Representative ● Stephen Roots – Regional Representative ● James Sutton – BIFM CEO ● Keith Waterman – Chair of Governance Committee ● Stephen Welch – Members’ Council Representative i If you are interested in volunteering for BIFM email membership@bifm.org.uk
SCOTLAND REGION AWARDS
A winner’s profile Winning BIFM Scotland region Facilities Manager of the Year was the high point of a long journey for Steve Gordon – one that has taken him to the top of his profession. Starting off as a trainee audiovisual technician, he soon was in charge of a large team and a 100-acre multi-use site. Over his career he has been a general manager of a Highland estate, and property manager for four Macdonald Hotels. He currently works for Hilton
KEEP IN TOUCH » Network with the BIFM @ www.networkwithbifm.org.uk » Twitter @BIFM_UK » LinkedIn » Facebook » YouTube » Flickr www.fm-world.co.uk
14/08/2015 11:50
Please send your news items to communications@bifm.org.uk or call +44 (0)1279 712 620
Worldwide at their idyllic Hilton Coylumbridge Hotel. “I wouldn’t change a single thing, I have learned so much during my career and never stop learning and I never have a day when I don’t look forward to my half-hour commute through breathtaking Highland scenery from my home in Inverness to work.” Working in the hotel industry, Steve understands that the customer always comes first, but that staff also must take priority. “The most important part of my job is ensuring our guests have a safe and enjoyable stay. The most rewarding part of my job is supporting others and seeing them develop. This has become a real passion with me over the years, and one of the drivers for me to be involved from the very outset to develop a facilities management apprenticeship with my colleagues in central engineering.” Over the past few years a larger focus has been placed on maximising performance, particularly in respect of process and available technologies. This is important to all organisations, and Steve believes that lessons can be taken from his career. “I am fortunate to work in an organisation that is an international company, however, we are also an extremely close organisation. Our opinions and ideas matter and we have recently returned from the EMEA Conference in Istanbul, where we considered many of these challenges and were provided with a variety of seminars, master classes and networking opportunities and given our key targets for the coming years. This engagement drives us and we are encouraged to provide the very best we can.” After being awarded BIFM Scotland region FM of the Year, throughout the interview Steve www.fm-world.co.uk
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GUEST COMMENT
Julian Burton is a BIFM External Quality Assurer, FM consultant and freelance lecturer at jb-fm and training
INVEST IN YOURSELF THROUGH CPD
ontinuing Professional Development (CPD) is the term used to describe an individual’s perpetual journey of self-betterment within a chosen career and is defined in the BIFM Professional Standards Handbook as “a process of continual striving for, achieving and renewing learning and development goals”. The process of ‘continual striving for’ is evident in everyone in some form. A simplistic view of Maslow’s Hierarchy of Needs suggests that once we have attained our basic needs of food, warmth, shelter and relationships we then focus on self-esteem and achieving our goals and desires. As goals are achieved it is a perfectly natural instinct to focus on new, and more challenging ones. This natural instinct has enabled man to achieve so much in a very short period of time in medicine and science. For example, it is only 112 years ago since the Wright bros first flew a powered aeroplane for a total of 120 feet. Seventyfour years later the space probe Voyager 1 was launched to map the solar system and it is soon to become the first manmade object to travel beyond our solar system and is currently 11 billion miles beyond the sun. An amazing achievement in such a relative short period of time. Back on terrestrial soil these achievements would not have been possible without the building and maintaining of highly specialised buildings, and the teams of professional, motivated and conscientious personnel that manage and work within them. An individual who is professional, motivated and conscientious is highly likely to undertake CPD of some description. They are more likely to achieve and excel in what they do. Such individuals strengthen operational teams by the sharing of knowledge, best practice, innovation and timely compliance. In turn, this leads to efficient teamwork and will contribute to the success of the FM department or service provider, and will ultimately contribute to the success of the aims of the core business or client. There are many ways in which to undertake CPD. Qualifications and certified short courses are recognised as a formal method of CPD, however, there are many more ways to keep abreast of industry news, developments, innovations and trends. These could include meetings organised by BIFM’s regional committees and SIGs, which often focus on topical subjects and provide peer networking. Both are excellent forms of CPD and often come with a CPD code for those with an online BIFM CPD account. CPD can also be gained by attending industry shows, conferences, AGMs, shadowing work colleagues, benchmarking, or simply by keeping abreast of the news in FM World and other industry publications or surfing the web. Maintaining current knowledge of compliance and legislation is paramount, however, learning new concepts and innovations and keeping pace with your industry counterparts should also be a priority. CPD is the vehicle to achieving professional recognition and the benefits this can bring with potential promotion, new job, higher remuneration, job satisfaction, and not forgetting Maslow’s theory – attaining selfesteem and self-actualisation!
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“CPD IS THE VEHICLE TO ACHIEVING PROFESSIONAL RECOGNITION”
i
Start your CPD account and reach for the stars by logging onto www.bifm.org.uk/cpd
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BIFM FEATURE
BIFM.ORG.UK
spoke about the real reasons for his success. “I couldn’t do it without my team and the incredible support of my colleagues.” i Learn more about the BIFM Scotland region at www.bifm.org.uk/ scotland
IRELAND SUMMIT
● Tim Oldman, founder and CEO, Leesman ● Bill Hancox, director of facilities management, Edge Hill University.
By booking before 20 September BIFM members would pay just ¤174 for the full summit programme, and non-members can attend for ¤199.
Innovation in FM – delivering the impossible Part-funded opportunities The BIFM Ireland region will host its inaugural FM Summit on for foundation Friday 20 November at the Aviva Stadium in Dublin. degrees in FM Hosted by Aoibhinn Ní Shúilleabháin, the summit will i For further details and to book visit www.bifmireland.org.uk. You can also follow @BIFM_Ireland for regular updates
QUALIFICATIONS
serve as a vibrant platform for business and FM professionals to exchange knowledge, information and ideas on the many facets of one of Ireland’s fastest-growing professions and to investigate how FM affects various business sectors. The event, which is sponsored by Aramark and OCS, is designed to provide a forum for sharing ideas and enabling professionals to spur their respective organisations to greater success through strategic facilities management. The speakers include: ● Jennifer Kelly, VP global real estate & workplace services, Google ● Dave Malone, performance director, Paralympics Ireland ● Angus Harding, managing director, Global Corporate Services EMEA, CBRE ● Monica Parker, founder, HATCH ● David Cornick, managing director, Tech Data Account, IBM 42 | 20 AUGUST 2015 | FM WORLD
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Sheffield Hallam University has successfully acquired government funding that provides 50 per cent of the cost of a foundation degree in FM through higher level apprenticeships. This is a wonderful opportunity for employers in addressing building capability in FM teams and also for employees in working towards the achievement of a foundation degree in facilities management. The programme also encompasses both BIFM Level 4 Diploma in Facilities Management and BIFM Level 5 Diploma in Facilities Management. Entrance requirements are that the individual has to be already working in an FM capacity and MUST NOT hold an undergraduate degree or have previously had a student loan. There is no upper age limit. The course starts in November 2015. i For more information contact Dr Mel Bull on 0114 225 3240, m.bull@ shu.ac.uk or Paul Wyton on 0114 225 4565, p.g.wyton@shu.ac.uk
BIFM TRAINING THE IMPORTANCE OF FM STRATEGIES
ou have done Understanding FM plus the Professional FM 1, so what should you do next? Professional FM 2, of course. In this extra course you will learn the importance of FM Strategies – risks that are part of the job as well as what you should be looking for in achieving high-performing facilities and procurement, supply chain processes. This complete three-day course will expand the knowledge gathered on both the Understanding FM and the Professional FM 1 course and take it into a different level altogether. By the end of it, and with the extra time spent on important personal effectiveness and communication skills, you will come out of it with renewed confidence in your abilities and a new sense of pride in knowing that you are now ready to deliver an even better service to all.
Y
The Professional Facilities Manager 2 (Intermediate Module II) – three days: This is designed to enhance managerial skills and knowledge with a particular focus on commercial awareness and aligning the FM function with organisational goals and risks and also how to build successful relationships with clients, suppliers and specialists. It is intended for FMs with a minimum of two years’ managerial experience in the field. ● Understanding business strategy & the FM function ● FM strategy: Drivers, measures & objectives ● Organisational risk: profile & impact ● Key issues of commercial awareness ● How to achieve high-performing facilities ● The FM procurement & supply chain process ● Making suppliers want to work for you ● Customer relationship management in FM ● Meeting customer expectations within budget ● Optimising & developing staff and skills ● Personal effectiveness skills ● Effective communication skills ● IT & Technology in FM
See https://www.bifm-training.com/professional_fm_ module_2FS.htm Ready take your career to the next level to get yourself the knowledge you need and deserve? If so, check the link above and book into our Professional FM 2. We are confident that we will able to serve your learning and development needs. i Call us on 020 7404 4440, email at info@bifm-training. co.uk, or visit www.bifm-training.com
www.fm-world.co.uk
14/08/2015 11:24
FM DIARY
Send details of your event to editorial@fm–world.co.uk or call 020 7880 6229
INDUSTRY EVENTS
IRELAND REGION
SOUTH REGION
30 September | Corporate members event: BIM and Soft Landings More information to be confirmed. Venue: To be confirmed. Contact: For details, email corporate@bifm.org.uk or call 01279 712 675.
25 August | Northern branch: BrekTec series – waste management Waste management and best practice – is total recycling achievable in an office environment? Venue: Ulster Folk and Transport Museum, Cultra, 153 Bangor Rd, Holywood BT18 0EU Contact: Visit www.bifmireland. org/brektec for more information.
30 September | Sustainability Greg Davies, Assurity Consulting to discuss the potential opportunities and threats of sustainability in FM. Venue: EDF Energy, 329 Portland Road, Hove, East Sussex BN3 5SU Contact: Email Ian Fielder at ian.r.fielder@gmail.com for more information or visit www.tinyurl. com/oyuaczz to book tickets.
7-9 October | IFMA’s World Workplace Conference & Expo Annual conference and expo for those who support facilities from FM, IT, PM and HR to engineering, security, real estate and sustainability/energy specialists. Venue: Colorado Convention Center, Denver, Colorado, US Contact: See more at: www.worldworkplace.ifma.org 12 October | BIFM Awards The BIFM’s annual awards ceremony, bringing together the leaders in the sector with the winners to celebrate excellence in FM and giving national recognition to the leaders in the profession. Sponsorship opportunities available. Venue: Grosvenor House, London Contact: Visit www.bifmawards.org or email awards@bifm.org.uk Follow @BIFMAwards on Twitter. 15 October | Workplace Trends: Designing for inclusion The programme focuses on creating a welcoming, productive workplace for everyone, that goes beyond legislative compliance. Speakers include Charlotte Sweeney, Department of Business, Innovation and Skills and Richard Baldwin, Derwent London. From 9.30am. Venue: 155 Bishopsgate, London EC2M 3YD Contact: For more information, visit www.workplaceweek.com
NORTH REGION 9 September | BIM and soft landings – key learning event More information to follow. Venue: Birley Building, Birley Campus, 53 Bonsall Street, Manchester M15 6GX Contact: Email mark.a.whittaker@ integral.co.uk to register interest and for more information. SCOTLAND REGION 3 September | Scottish Parliament tour Building tour and presentation at the Scottish Parliament building in Edinburgh. Venue: Scottish Parliament, Holyrood, Edinburgh EH99 1SP Contact: Email tony.mckeebifm@ hcsuk.org or call 07974 191 567 for more information.
CHANNEL ISLANDS REGION
18 September | Security and serious organised crime Police Scotland to present on Serious Organised Crime, and Community Safety Glasgow to present on Security. Venue: Hilton Strathclyde Hotel, Phoenix Crescent, Bellshill, North Lanarkshire ML4 3JQ Contact: Email Isabel.Brown@ glasgowlife.org.uk for more information.
18 September | Jersey – managing contractors In partnership with the Jersey Occupations Safety & Health Association (JOSHA). Information on managing contracts to minimise the risk they bring to any organisation. Robert Greenfield to speak. £5 for BIFM or JOSHA members; £7.50 for non-members. Venue: Pomme d’Or Hotel, Liberation Square, St Helier, Jersey JE1 3UF Contact: Email Patrick.guyomard@ lawatworkci.com for more information.
29 October | All about FM! Annual conference and exhibition. From 8.45am. Keynote address from Debra Ward, MD, Condeco Software. Sessions include the challenges of FM in the public sector, combining the roles of safety and operations, Get Britain Standing and more. £55+VAT for BIFM members, £65+VAT for nonmembers. Venue: BT Murrayfield Stadium, Edinburgh Contact: Email Michael Kenny at mkenny@fesfm.co.uk for more information.
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28 October | Help for Heroes A site visit to the Help for Heroes recovery centre in Tidworth. Venue: Tedworth House Tidworth, Hampshire SP9 7AJ Contact: Email Ian Fielder at ian.r.fielder@gmail.com for more information. SOUTH WEST REGION 18 September | Quarterly training day – legislation and compliance Speakers include NHS Properties, Browne Jacobson, Ryder Marsh Sharman on topics such as health and safety culture, contractor management and compliance. Venue: Hilton Bristol Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4JF Contact: Email Nick Fox at nicholasjamesfox@outlook. com or visit www.tinyurl.com/ bifmswqtd15 to book tickets. SPECIAL INTEREST GROUPS 26 August | Rising FMs – Annual Quizcrawl A combination of a pub quiz and a pub crawl. Teams of friends and colleagues welcome, as well as individual participants – teams will be arranged at the venue. Venue: Bar Smith, St John Street, EC1M 4AY Contact: Visit rfmquizcrawl2015. eventbrite.co.uk for more information, or email Jason Gurd at risingfms@gmail.com. 8 September | People management – Quiz night From 6pm. More to follow. Venue: Royal Institute of British Architects, 66 Portland Place, London W1B 1AD Contact: Email Chandra Hughes at ch@helixproperty.co.uk for more information. 15 September | International – service management 3.0 Peter Ankerstjerne, ISS, Denmark
will present how the key differentiator for service providers lies in the service management model and the ability to execute it. Ankerstjerne believes that the traditional models and themes are no longer sufficient, future focus should be on the service delivery system and the power of the human touch. Venue: EC Harris, 34 York Way, London N1 9AB Contact: Email ClaireSellick@ btinternet.com for more information. 23 September | Risk and business continuity – Business resilience forum Hosted by RiskCentric and DSM Continutiy in partnership with BIFM. From 8.30am. Presentations on business resilience in the supply chain, case studies on business continuity incidence and managing resilience in a multiclient business. Venue: The Old Hangar, Elton Road, Sibson, Peterborough PE8 6NE Contact: Visit www.tinyurl.com/ q44maxf to book tickets. 30 September | Women in FM – Are we feeding our mind as well as our bodies? More information to follow. Venue: Good Housekeeping Institute 21-25 St Anne’s Court London W1F 0BJ Contact: Vicky O’Farrell at wifm@ bifm.org.uk for more information. 6 October | Procurement – Why is it good practice to use NEC for FM contracts? Speakers from BIFM and NEC to highlight case studies of NEC3 Terms Service Contract (TSC), a panel discussion and more. The event is to be live streamed to enable participation from those unable to attend in person. Venue: Institute of Civil Engineers One Great George Street Westminster London SW1P 3AA Contact: Email Wendy Sutherland at wendy@ramsaytodd.co.uk for more information, or visit www. tinyurl.com/q4fjfzg to book tickets. 22 October | International – Apples and pears: the differing shape of FM in international markets More information to follow. Venue: Workplace International in central London. Contact: ClaireSellick@btinternet. com for more information. FM WORLD | 20 AUGUST 2015 | 43 www.fm-world.co.uk
13/08/2015 14:05
FM MONITOR
PRODUCTS PUT TO USE
Call Greg Lee on 020 7880 7633 or email greg.lee@redactive.co.uk For full media information take a look at www.fm-world.co.uk/mediapack
CASE
IN POINT FEATURE CASE STUDY
Castlewood chiller renewal project saves energy costs PROBLEM North Somerset Council’s headquarters in Clevedon was running three ageing Hitachi chiller machines that were approaching the end of their operational life. The existing chillers, rated at 569 kW each, were considered to be oversized for the application following major changes to the building’s occupancy and use, resulting in high maintenance costs, poor control and reliability. SOLUTION Cool-Therm installed two Turbomiser TMA 400kW chillers at the council’s building. The high-efficiency, oil-less chillers run on almost frictionless magnetic levitation bearings.
Cool-Therm carried out a turn key project for the client involving the safe removal of the existing chillers, replacing them with Turbomiser machines. The changeover was completed while maintaining continuity of cooling to the building, so that it could continue to function as normal. The project took two months to complete, and involved the staged removal of existing units and installation of chillers with major work completed out-of office hours to minimise disruption on site. Owing to the proximity of the site to the sea, and the risk of metal corrosion from onshore wind and salt-laden air, the heat exchange coils on the chillers were treated with a heavy-duty Heresite protective coating for use in harsh environments.
OUTCOME The council reports that the chillers are saving more than £1,000 a week in running costs. The chillers are also equipped with a MODBUS gateway, enabling performance to be monitored with remote diagnosis of problems. Call 0303 030 0003 for more information E: enquiries@cooltherm.co.uk Visit www.cooltherm.co.uk
Disposables UK scores with the Owls
BREEAM ‘Excellent’ research Cyclehoop performs at centre chooses Remeha National Theatre
PROBLEM
PROBLEM
PROBLEM
Sheffield Wednesday Football Club’s previous supplier for disposable paper toilet tissue and hand towels cost the club £20,000 a year. As a result of poor dispensing, the cleaners had to frequently attend to the unreliable dispensers and constantly replenish them.
The MRC-University of Glasgow Centre for Virus Research briefed installment of reliable, low-carbon heating technology in compliance with Part L of Building Regulations at its new £10.4 million international research centre, the Sir Michael Stoker Building.
The National Theatre has three auditoriums and 1,000 people working on its fiveacre site, so it is vital that cycle parking is sufficient. The complex was keen to increase cycle storage capacity as the lockable cage in its car park was regularly full.
SOLUTION
SOLUTION
SOLUTION
Disposables UK were selected to try to cut costs and waste. It chose Bay West Revolution and Bay West Optiserv systems for the club’s washrooms after a referral from Scunthorpe United. Bay West was the first brand to provide a range of environmentally preferred washroom products.
M&E Consultant Arup specified a Remeha Gilles HPKI-K 240kW Pellet Biomass boiler in conjunction with a Remeha Gas 610 Eco Pro high-efficiency condensing boiler to complement architect Sheppard Robson’s design.
A mixture of semi-vertical and high-density cycle racks was installed – completely transforming the area to make a simple, clean, space-saving bike parking area. Cyclehoop stripped the old racks and installed the new ones in a day-and-a-half.
OUTCOME
OUTCOME
OUTCOME
The Remeha biomass system has assisted the building in achieving a BREEAM ‘Excellent’ rating. Scott Winton, M&E contractor at Crown House Technologies, was impressed with the “quality of the boilers and Remeha’s technical support”.
Feedback about the new racks was positive. “The bike cage looks fantastic, they are spacious and clean, excellent work”, said the theatre. Cyclehoop provided more than 100 new spaces for staff to be able to conveniently park their bikes.
After testing the products in a washroom in the stadium’s west stand, the club saw cost savings of £10,000 a year. The range is now installed in all toilets, corporate areas and the training ground. Visit www.disposablesukgroup.co.uk for more information
44 | 20 AUGUST 2015 | FM WORLD
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Visit www.remeha.co.uk T: 0118 978 3434 – E: boilers@remeha.co.uk
Contact: Cyclehoop, 02086991338 www.cyclehoop.com Quote FMW query
www.fm-world.co.uk
13/08/2015 14:06
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K BOO AY TOD
12 OCTOBER, LONDON
Join us to celebrate the best in FM Tickets and tables are available for the BIFM Awards ceremony taking place on 12 October at The Grosvenor House Hotel, London
SPONSORS
The BIFM Awards is a must-attend event for anyone in, or interested in, facilities management. Attracting over 1,350 professionals, the black tie event is a highlight of the FM calendar. Alongside acknowledging the best in the FM industry, the event also encompasses networking, celebration and fun.
THE 2014 CEREMONY SOLD OUT, SO EARLY BOOKING IS A MUST. www.bifmawards.org/the-ceremony
BIFM Awards 186x123.indd 1 46 | 20 AUGUST 2015 | FM WORLD
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awards@bifm.org.uk
31/07/2015 11:08
10/08/2015 11:19
FM PEOPLE
MOVERS & SHAKERS
BEHIND
DATA
THE JOB NAME: David Cannon JOB TITLE: Senior executive adviser ORGANISATION: Strategic Business Development 1,000th CBIFM member
DAVID CANNON TOPIC TRENDS working on the business strategy and framework to win its first contract, valued at roughly £10.5 billion. The challenge was the recruitment of the right people in Qatar, developing the right skills. It was a challenge with the range of nationalities and the cultural diversity, but we were all united by a common bond – the delivery of that contract. What’s been your career high point to date?
Key responsibilities
My current role is the development of strategic business opportunities and initiatives by bringing businesses together to create further revenue streams. I work with fellow business leaders to identify the needs of customers and the business. How did you get into facilities management and what attracted you to the industry?
I think changing the way FM is thought about by developers and project managers. In the Middle East, the developer hasn’t thought about FM – he would spend millions on projects, but know nothing about how FM is integrated. I feel I taught people about FM and how to integrate it into their business model. We are maintaining relatively old buildings in the UK – everything in the Middle East is pretty much brand new. I feel I helped changed their mentality.
Starting companies from nothing – I’ve set up an FM company in Dubai, and I created a development company with a Qatari-Kuwaiti consortium, www.fm-world.co.uk
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Working on energy efficiency initiatives
8
8
AVERAGE (SINCE JAN 2014)
DAVID CANNON
Buying in or speccing up FM services
7 10
What have you learned in your time in FM?
My experience has taught me that British business I joined the Royal Navy at 16. Having spent a can do very well abroad, but some leaders do not year at sea, serving in the first Gulf Conflict and have the capacity to change spending 15 years in military quickly, as they are unaware of service, I decided that I had spent WHAT SINGLE PIECE the how dynamic the market is. too much time away from my OF ADVICE WOULD YOU family. I had one interview and GIVE TO A YOUNG FM Why was it important to joined Bank of America under a STARTING OUT? achieve BIFM certified status? service contract with DSTS, and “You must do your due I believe it is essential to achieve learnt about building services diligence. The progression CBIFM. The level of FM in and FM over the ensuing nine in place allows you to learn. the 1980/90s and early 2000s years, working my way up the By doing the right time at was not at the standard it is career ladder. I realised that I had each position, you’ll get the today in the UK. BIFM set the been conducting a similar role standards that are critical in the in the Royal Navy, given that a right level of training practical communication, development ship is very much like a building, experience. And you certainly and training of FM staff to although one is dynamic and won’t get to the top fast ensure consistency of grading the other static. The industry without working hard. The for competences of individuals. changed from soft services and great thing about FM is the This provides confidence to incorporated the technical side. diversity of topics and areas in companies and clients alike that I was a pure engineer, before I which you can work – anything those certified professionals diversified into FM. have the capabilities to deliver you want to do, you can do” Any significant career moves? and maintain high-quality I left the UK in 2002 to work in services. Dubai. This was a dramatic change with a six-day Do your friends understand what facilities working week, which involved dealing with some management is? of the largest projects in the Middle East/GCC at People I have met – including business leaders – that time. I worked on Burj Khalifa (formally Burj they didn’t know anything about FM. You need Dubai) with the project architects SOM, and with to force them to understand – to inculcate how it consultants at the flagship Dubai Marina (HOK). delivers value to the organisation. What has been your biggest career challenge?
OUR INTERVIEWEE RATES THE IMPORTANCE OF CURRENT FM TOPICS OUT OF 10. THE ‘AVERAGE’ SCORE (IN GREEN) IS TAKEN FROM OTHER RECENT INTERVIEWEES.
Have you got a story to tell? We are looking for facilities managers to feature in Behind the Job. Contact the team at editorial@fm-world.co.uk for more information
Organising training for myself or the FM team
8 7
Adapting to flexible working
6 6
Maintaining service levels while cutting costs
8
9
Adapting FM to changing corporate circumstances
8
9
FM WORLD | 20 AUGUST 2015 | 47
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Appointments
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Call the sales team on 020 7324 2755 or email jobs@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack
jobs.fm-world.co.uk
13/08/2015 13:56
Quality products. Quality people.
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Office & Facilities Manager
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London Competitive salary
JOBS PLAN YOUR NEXT MOVE
Facilities Management Director
on the move
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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
To check out all the latest FM jobs go to:
www.fm-world.co.uk/jobs
FM WORLD | 20 AUGUST 2015 | 49
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Go to www.fm-world.co.uk/jobs
13/08/2015 13:52
13/08/2015 14:24
REQUESTS
SURVEYS / POLLS / EVENTS / RESEARCH
CALLS TO
Unless otherwise stated, all surveys mentioned on this page will keep your contact details confidential at all times and not use them for commercial purposes
ACTION HERE’S WHERE WE BRING TOGETHER ALL THE LATEST REQUESTS FOR YOUR INPUT – AND THE REASONS WHY IT’S WORTH YOUR WHILE TO GET INVOLVED ( = DEADLINE FOR ENTRIES)
FM WORLD'S NEW SNAPSHOT GUIDE TO FM SOFTWARE AND SYSTEMS
What The BIFM Awards 2015 Commitment The finalists have been announced and there is still time to book your table for the awards evening at the Grosvenor House Hotel on Monday 12 October. Why The BIFM Awards evening, now in its 15th year, is expected to be another sell-out. At the time of going to press, only a handful of premium tables remained available. Notes Individual tickets cost £250+VAT, £2,400+VAT for a table of 10, £2,760+VAT for a table of 12, and £3,400+VAT for a premium table of 10. www.bifmawards.org The awards evening is held on Monday 12 October at the Grosvenor House Hotel
FM SOFTWARE & SYSTEMS 2015 SECTOR GUIDE
What FM World is launching a snapshot guide to FM software, capturing the current state of the market, developing trends and profiling case studies of good FM systems in practice. Commitment FM World would like anyone in the FM software sector to share their experiences of software products and services whether it's CAFM software, meeting room booking systems, or space planning and management software. Why The guide will be a distillation of current debate and best practice in the use of software systems, talking to and naming key influential people and providing highlights from useful reports and resources. It aims to serve as a desktop reference, looking back at the past 12 months and ahead to the next. Your comments on your experiences of software systems will be of huge value to this project.
Email editorial@fm-world.co.uk to register your interest Please get in touch by 30 September
THE BIG PICTURE
What IFMA World Workplace, Denver Colorado, 7-9 October Commitment Held in Denver, Colorado, this three-day event includes tours of facilities within the city, education sessions, IFMA's Awards of Excellence, 'deeper dive' seminars and a chance to meet up with the event's exhibiting organisations. Why The World Workplace conference is a chance to learn from our American counterparts; sessions are presented by FM, IT, engineering, security and real estate experts. It's a great opportunity to engage with FMs working in a similarly dynamic market to the UK’s. Notes The International Facility Management Association (IFMA) is planning future conferences to be held in San Diego, California; Houston, Texas; and Charlotte, North Carolina. Visit www.worldworkplace.ifma.org to register your interest and to book tickets Early bird ticket rates have now expired, but you can still register for tickets online
Denver, Colorado, U.S. is host to this year's IFMA World Workplace conference
IN THE NEXT ISSUE OUT 10 SEPTEMBER
FM AND COMMUNITY RELATIONS /// LINCOLNSHIRE COUNTY COUNCIL'S SERVICE OUTSOURCING SOLUTION /// LEDS: HOW DO THEY WORK /// ERGONOMICS AND WORKER WELLBEING /// PART Q BUILDING REGULATIONS /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS 50 | 20 AUGUST 2015 | FM WORLD
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14/08/2015 14:35
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FM CALENDAR AUGUST 11-13
YOUR CAREER OUR COURSES TRAINING FMs FOR OVER 20 YEARS
Telephone
+44 (0)20 7404 4440
facebook.com/bifmtraining
FMW.200815.051.indd 2
Understanding FM
SEPTEMBER 8-11 8-10 9-10 9 10 10 15-17 15 15 16 16 16 16-17 17 17 22-24 23-24 23
IOSH Managing Safely Professional FM 2 Introduction to Sustainability Financial Management 1 Financial Management 2 Introduction to Catering Contracts Understanding FM Selecting and Controlling Contractors on Site The Tender Process Contract Management Communication Skills Collaborative Working Property Management Negotiating to Win Quality Management & Customer Care Professional FM 1 - Edinburgh A Guide to Health & Safety Regulations Social media for FMs
info@bifm-training.co.uk | www.bifm-training.com
twitter.com/bifmtraining
linkedin.com/company/bifm-training
30/07/2015 14:40
Refreshment. In an instant.
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In the UK, 70 million cups of coffee e and 165 million cups of tea are consumed med daily, so for endless refreshments, Aquatap is the perfect choice. Compact in design, the modern tap dispenser delivers boiling, ambient and chilled water at the touch of a button.
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