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P6-7 FM explained

P26-27 Networking in the FM

P8 FM’s wider role

sector P32-34 The British Institute of Facilities Management professional standards

P9 FM and Plotr P10-13 What good FM looks like


P16 A day in FM


P32-34 BIFM qualifications



P46-47 Reaching the top – FMs of the Year

P18 FM skill set

P48 My big break – getting to the top

P19-22 FM case studies

PROMOTION THROUGH TRAINING P50-52 Promotion through training

BENEFITS OF BIFM P24-27 Benefits of membership with the British Institute of Facilities Management


REFERENCE P54 FM service providers


P59 Training providers P63 Recruitment consultancies P65-67 Links to further reading and information


Redactive Publishing Ltd 17 Britton Street, London, EC1M 5TP 020 7880 6200 www.fm-world.co.uk EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ news editor: Herpreet Kaur Grewal ⁄ sub editor: Deborah Shrewsbury⁄ reporter: Jamie Harris ⁄art director: Mark Parry ⁄ art editor: Daniel Swainsbury ⁄ picture editor: Claire Echavarry

ADVERTISING AND MARKETING email: sales@fm-world.co.uk senior display sales executive: Norbert Camenzuli (020 7880 7551) recruitment sales executive: David Barry (020 7880 7665)

For exclusive online content including blogs, videos and daily news updates, visit fm-world.co.uk

Get up to speed quickly with FM news stories and sign up to follow us on Twitter. Visit twitter.com/fm_world

PRODUCTION production manager: Jane Easterman senior production executive: Aysha Miah

FM World Jobs – the best place to find FM career opportunities online. Visit fm-world.co.uk/jobs

Visit, then like us on Facebook to discuss issues in this guide. facebook.com/ fmworldmagazine

PUBLISHING publishing director: Joanna Marsh


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CONSIDERING FACILITIES MANAGEMENT AS A CAREER? YOU WON’T REGRET IT acilities management (FM) is one of the most rewarding career choices you can make, and this, the fifth annual guide to careers in the sector, will explain why. By reading on you’ll get to understand what FM is and whether it’s right for you. My regular role is to provide the facilities services for Channel 4. It’s a tremendously exciting job that changes on a daily basis, but it has one primary objective at its core – to provide a great workplace that allows my colleagues to produce great work. The sense of satisfaction that FMs can get from providing safe, sustainable and inspiring workplaces is second to none. If you enjoy building relationships and dealing with people, there are few better sectors in which to work. Of course, there are plenty of different types of workplace, from corporate offices to factories, schools, hospitals and more. Facilities managers work with colleagues in all areas of their organisations, typically responsible for providing catering, cleaning, building maintenance, environmental services, security and reception.



Beyond the day-to-day, you could be involved in huge projects to move people into new buildings or restructure your organisation’s workplace when it expands or merges. You’ll be involved in everything from health and safety, risk management, business continuity, procurement, sustainability, space planning, energy, property and asset management. And it’s rewarding personally, too. Elsewhere in this guide you’ll read the stories of people who have become essential to their organisations through the facilities services they provide, but who have also made their mark in providing more environmentally friendly workplaces – sustainability and energy management are key issues, as is the wellbeing of workers. Few other careers allow anything like this potential to positively influence others. Facilities management is a relatively young profession and you could play a part in helping to develop it further. So I hope after reading this guide you become inspired to consider a career in facilities management. And if you do, I look forward to meeting you at one of the British Institute of Facilities Management’s networking events.

AN INDUSTRY FULL OF DRIVEN AND INNOVATIVE INDIVIDUALS – AN EXTRAORDINARY PROFESSION he outsourcing sector has grown significantly over the past few decades as businesses look to focus on their core business and outsource their non-core services. The National Audit Office reported in September 2014 that the UK outsourcing industry employs more than 3.1 million people – 10 per cent of the UK’s working population. As this industry continues to go from strength to strength, so too do the skills and expertise required to deliver these services; and it’s reassuring to be part of an industry that is working to offer more skills and more opportunities from early careers to senior management. For instance, at Interserve, we’ve committed to doubling our number of apprenticeships, traineeships and graduate training opportunities by 2020. This is more than just doing the right thing; we want to do this because we know how exciting and rewarding it is to work in our industry – as this guide highlights.



Our industry offers you the opportunity to do more than just a job, but to build a career. What’s more, many of our roles offer transferability of working between different businesses across different sectors, and in different countries. I see this every day in our people and with the clients and teams we work with. It is the people that make facilities management the industry it is, and it is their innovation, drive and commitment that shape what we all do. They are constantly using their skills and abilities to overcome a myriad of challenges – some ordinary, some out of the ordinary. There are so many challenges and opportunities, whatever industry, service or role you’re interested in, but I think FM really has it all. So with this in mind, I encourage everyone, from school-leavers to graduates to those seeking a career change to seriously investigate the facilities management industry – you just don’t know where it can take you.


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WHAT IS FACILITIES MANAGEMENT? Never heard of FM? Let us explain. Find out what’s meant by the term, what the best FMs do for a living – and whether a career in FM could be right for you

06 What is facilities management?

08 Where FM fits within organisations and society

10 Examples of good FM

14 A mind map of FM

16 A day in the life of an FM GUIDE TO CAREERS IN FM 2015  |5

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e at FM World have lost count of the number of times we’ve had to explain that when it comes to FM, “no two days are the same”. Schools, offices, hospitals, libraries, stadiums, factories, museums, prisons, scientific laboratories, shops, business parks – if you can think of a facility, we can point to an FM team working behind the scenes to ensure that everything runs like clockwork.

Why FM? The key factor of FM is variety. In fact, the scope of FM has grown enormously over the past 10 years, driven by influences such as the shape of the economy, environmental legislation and sustainability. These days, facilities managers interact with people at all levels of their organisation and can be responsible for huge budgets. What’s more, because FM in the UK is more advanced than many other countries, there

are good opportunities to work abroad. It is also worth noting that workers supported by FMs aren’t just found in buildings – they’re often working at home, on the move or at any point between. The decisions FMs take daily can have an enormous impact on the lives of the entire workforce.

So what makes a good FM? You’ll need to be a keen and energetic learner. Good

procurement and negotiation skills are essential, as you’ll find yourself purchasing everything from plants, furniture, cleaning products and stationery through to negotiating and implementing million-pound contracts for security, maintenance or consultancy. You’ll be a multi-tasker, moving swiftly between planning next year’s budget, rehearsing a crisis management plan, climbing around the roof inspecting the air-conditioning system or, quite literally, fighting fires. Time management and a cool, calm head are essentials. If ever there was a time to make a mark in a profession, now is that time in FM. There’s a skills shortage in the sector for outstanding FMs who can come up with good ideas as companies look for innovative ways to reduce costs and keep staff motivated in tough times. Despite the recession and the focus on cost-cutting, sustainability is rising in importance in many organisations. FMs are increasingly recognised as the guardian of an organisation’s environmental and ethical policies.


The true scope of FM

WHAT IS FACILITIES MANAGEMENT? Does being tied to a desk all day sound like the worst thing in the world? Then facilities management just might be the career for you

After its staff, facilities management and property represent the biggest expenditure for most businesses. It is at the very heart of an organisation, and is increasingly recognised as such. Yes, you may have to spend a fair amount of time planning to avoid crises and keeping facilities running – but you’ll also be leading projects that can have a huge impact on people, the workplace and the environment. What other career offers you that kind of diversity or that kind of responsibility? By choosing to pursue FM as a career, you’ll be choosing one of the fastest-changing, most challenging and rewarding careers available today.


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What you’ll be doing ● Co-ordinating catering, cleaning and maintenance work ● Keeping the heating running and the lights on ● Making sure that facilities comply with legislation ● Refurbishing and adapting facilities as the organisation’s business model changes ●

Keeping workers safe and secure

Planning how the space that workers use is organised ●

● Dealing with the aftermath of major incidents such as fires and accidents ● Working with a team of architects and engineers to design new headquarters ● Integrating a new portfolio of buildings and people after a major acquisition ● Moving several hundreds (or thousands) of people to new premises over a single weekend ● Writing a security strategy to help avoid, or react to, a terrorist attack on your building ● Working with a sub-contractor to create a green roof ● Introducing a cycle-to-work scheme for employees ● Ensuring that your catering team reduces the distance that food travels from “farm to fork” ● Cutting the amount of energy and water a building uses

Reducing the amount of CO2 a property produces ●

● Creating new offices for your organisation in Europe, the Middle East, Asia, and the US

… and that’s just a snapshot of the many tasks you’ll be involved in ●

FM JARGON: UNDERSTANDING THE TERMINOLOGY Organisations can buy in soft or hard services, and employ a facilities manager directly or through a contractor. Confused? Read on FMs can be split into two basic types: client-side (in-house) or supply-side (outsourced). Client-side FMs: These are people employed directly by organisations to be responsible for all aspects of the workplace, whether on one site or across many. Some client-side FMs provide all of the services themselves; others also manage the relationship between the client-side organisation and any outsourced third-party FM service providers brought in under contract (for example, a cleaning or catering contractor). Almost two-thirds of FMs work client-side. Supply-side FMs: Many organisations prefer to use a specialist FM provider to look after their facilities (this is known as ‘outsourcing’ the FM service). Supply-side FMs are the people employed by these specialist providers. Many work for firms offering every aspect of FM service (“total FM”), while others work for providers of individual services, such as security, cleaning or catering. When organisations outsource FM, they can choose to do so in a variety of ways. They can buy in single services through specialist

contractors. Alternatively, they can buy FM in a “bundle”, giving a multi-service contractor the responsibility for supplying all or most of the FM services the organisation needs. Some of these FM providers do so via “self-delivery” – directly employing all of the staff required across all of the FM services offered to the client – or they sub-contract to smaller niche organisations, managing that relationship so that the client only deals with a single contracting organisation. However you cut it, FM involves the management and delivery of a huge number of services. Fortunately, these can be broadly split into two groups: hard FM and soft FM. As one FM explains it: “If you turned a building upside down, what falls out is soft FM and what stays in place is hard FM.” HARD AND SOFT

Hard FM: services to do with the physical fabric of a facility: windows, doors, boilers, anything that is mechanical and electrical.

Soft FM: typically services provided by people: security, catering, cleaning and so on.


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FM AND THE WORKPLACE No organisation can function without someone fulfilling the facilities management function – it’s a unique role that affects all aspects of business performance


FM & office design The FM acts as a facilitator of change, making sure that while projects are being undertaken, the daily activities required to keep an organisation functioning continue unaffected. Workplace design includes major ‘fit-out’ projects in which, for example, cellular offices are discarded in favour of less hierarchical openplan layouts. Here, the FM’s role can range from consultant, carrying out surveys with workers, through to engaging with the design company appointed to carry out the work. Depending on the organisation, the FM will play a strategic role, controlling workplace change and working with other departments such as HR and real estate to see the project through. It’s not all about physical facilities – what about so-called ‘third spaces’ – serviced offices or even coffee shops? How about working from home? What impact could that have on both productivity and property costs? The FM takes on the challenges at a practical level, considering issues such as acoustics and the need for people to concentrate versus the need for collaboration. Flexibility and collaboration are key elements in most design projects. FMs liaise with colleagues in IT to get the right equipment to desks, the procurement department to get the right price for the project, and HR to deal with the issues involved with changing the workplace for your people.

can influence both the shape of a building as well as the overall reason for its construction.

FM and sustainability

FM and real estate FMs are expected to have a hand in all aspects of an organisation’s involvement with its building, from liaising with surveyors (when looking for new premises), architects (when planning new facilities), construction managers (when those facilities are being built) and project managers (from construction through to workplace planning). The person who remains in place when all the others have moved on to other projects is the FM. In the public sector the government’s move to force any construction project in the government’s own property portfolio to be built using building information modelling (BIM – essentially, using data on the performance characteristics of a building’s components when specifying the components in a new build) makes management of operational data all the more vital.

Because FMs are involved in all aspects of managing a building, their appreciation of operational performance across all aspects of the building is an essential element that must be factored into the design decisions an architect needs to consider when looking at the proposed building. There’s growing recognition that FM is a key part of the team, but there is still a fight for FM to be recognised at the start of a project rather than being brought in halfway through.

Issues of sustainability in business are big news, so if you want to have a measurable effect through your work on the overall carbon footprint of the UK economy, FM is the career for you. Everything from government incentives to introduce energy-efficient infrastructure projects through to corporate social responsibility (CSR) reporting has an FM angle. Government objectives for the reduction in carbon use by the year 2050 are extraordinary, and made all the more so when you consider the fact that 80 per cent of the buildings now in operation will still be in use then. To prove your company’s environmental credentials, you’ll need to source from organisations with efficient systems. FMs can also be involved in measuring the ‘embedded carbon’ in their buildings (the amount of energy used in the construction of the components used in the building).

FM and design

FM and wellbeing

FM was a critical component in the delivery of the London 2012 Olympic and Paralympic Games, helping to ensure their smooth running – and feeding in at the design stage of some of the games’ most iconic buildings. The FM teams in some organisations are now so integrated into organisational strategy that they

FM also relates to many issues of worker performance and is increasingly involved in the workers’ health – from ensuring that staff eat healthily through the supply of organic food or the appointment of specialist catering contractors to deciding on what cycling facilities to make available to workers.


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to establish whether FM is a logical leap from other job roles you may be considering.

Comms failure

armed forces and the charity sector. The site also provides advice for employers, schools and parents.

So what is the thinking behind Plotr? Jim Carrick-Birtwell is the organisation’s chief executive. He believes that the communications and links between school careers advice and the working world are still disjointed. Plotr is an interactive solution that allows those at school to hear what people close to their own age group think about their chosen profession. “Schools have been passed an incredibly difficult task. They’ve been given a complex, constantly shifting field to engage and help their students navigate in.” “We want to solve the problem of the gap between education and employment. There are employers out there with roles that they can’t fill – they can’t find candidates with the right skills. There are young people desperate to work who haven’t been told what employers actually want, and which skills and qualifications they need for careers that are out there.

What you’ll find

A world of worlds

Go to the FM world on Plotr and you’ll be able to do the following: • Click on different job roles within FM to see video interviews with young people about their work. • Explanations of what’s involved for each job role. • Related articles including interviews with people in similar job roles, and lists of what people learnt from work placements with FM service companies. • A link to The Game, the playing of which will help you focus on whether you have the right personality and drive to become a facilities manager. • Links to careers comparable to facilities management, to allow you

The ‘facilities management world’ joins existing career pages and outlines what these roles entail, the type of personality and skills best suited to them, and the qualifications required. Linda Hausmanis, BIFM’s head of professional standards and education, says that showcasing opportunities in FM through career paths and qualifications will aid decision making. “We’re looking to provide a flash of inspiration to young people, whether they’re currently studying at school, college or university or looking to take that all-important first step into employment. “We want to show young people

ENTER THE FM WORLD ON PLOTR TO FIND OUT WHAT FM INVOLVES Still unsure if FM’s for you? The newly launched FM ‘world’ on careers site Plotr is well worth paying a visit


nforming school leavers about the career opportunities in facilities management is a continuing challenge for the profession. As a school leaver or someone considering transferring across from another trade, you’re unlikely to be wellversed in the intricacies of FM, nor indeed are you likely to have heard of it before. Fortunately, things are changing for the better. This year, the BIFM announced that it had been working with careers advisory website Plotr to develop a careers guidance ‘world’. (Visit www.tinyurl.com/plotrFM.) The site is designed specifically for young people to help them discover new career paths and opportunities to enter those careers. Other ‘worlds’ on the site include sports, marketing, the

how they can grow a rewarding career within the industry. That’s absolutely vital if the UK is going to remain at the forefront of service innovation and delivery.”

All in the game Plotr aims to attract the next generation of FMs through, ‘The Game’. This, says Plotr’s CarrickBirtwell, is a character test, mapping individuals’ personality to determine their suitability to a particular role. “One of the key issues young people face when considering career options – and even not so young people – is that it is overwhelming,” he said. “The sheer amount of career possibilities and volume of careerrelated information can leave many feeling as if they are just bobbing about rudderless and might be missing options that could be great for them. The careers are surfaced [through ‘The Game’], relating to your personality, skills and interests.”

Bridging the gap Carrick-Birtwell hopes that Plotr will address the visibility issue of certain professions, as well as acting as a platform for employers to clarify exactly what jobs entail, and what they require. “There’s a real problem with communication and connection. We want Plotr to become a national utility that brings efficiency in communication, connection, insight and inspiration for young people and careers,” he said. “Our aim is to bridge the gap between the world of education and the world of work.” So – please do give it a go. The site only launched this year, and is likely to develop further in the months ahead. It is, however, a fantastic way to get to grips with the sector. GUIDE TO CAREERS IN FM 2015  |9

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Across the country, in all manner of organisations, facilities managers are making sure what needs to happen, happens. Here’s a crosssection of FMs and an idea of the work they’re involved in

SACRED TASK WHO DOES THE JOB: TOM BILLINGTON, FACILITIES MANAGER, DURHAM CATHEDRAL Tom Billington has an almighty job on his hands. As facilities manager of a site built in the 11th century, he needs to mix conservation and restoration works with projects to bring

the FM operation into the new millennium. He has previously worked on the Olympic Park site in London for a contractor, providing FM and access management, as well as a number of fit-out projects, including the London Metropolitan University Central House.

What the job entails: Billington manages a team comprising, among others, six

stonemasons, two joiners and a cathedral architect and surveyor. Together, they maintain the buildings and surrounding area, as well as catering for churchgoers and other visitors on site. The array of visitors to the UNESCO World Heritage site in recent years has included the crew of the Harry Potter film franchise and production teams from the BBC’s Antiques Roadshow programme. Billington’s job is to cater for the

productions, while keeping the disruptions to the cathedral’s primary function – a place of worship – to a minimum. Particularly unusual in Billington’s FM operation is a carefully constructed conservation programme, planned 25 years ahead. “On top of keeping the building clean, we must replace some of the facades because the structural integrity is dropping,” says Billington. Stonework is replaced or restored by the team of stonemasons, whose knowledge of the building goes almost down to each single stone. The cathedral’s energy management is another area that needs careful observation. Underground heating, electricity and maintenance costs could total as much as £60,000 a week. Billington is looking at ways to reduce this cost by installing modern lighting and heating systems, as well as a CCTV network system to improve security in a site that is essentially open to the public. Wi-Fi has also been installed across the building, increasing the ability to install a wireless alarm system with sensors, as well as adding access points for the education department to give tours with tablet devices. The cathedral’s collections of artefacts, including a copy of the Magna Carta and relics dating to the 6th century, are extraordinary. The FM team is working on a project to make these open to the public. The challenge is keeping such delicate materials in optimum condition. “In a new building it is easy to control the atmosphere. But maintaining a constant temperature in the cathedral is difficult. We cannot just heat it – if the humidity rises, the stonework will start to deteriorate, costing millions in restoration work,” says Billington.


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TAKING THE STAGE WHO DOES THE JOB: KEITH BROOME, OPERATIONS MANAGER, 3 MILLS STUDIOS 3 Mills Studios, situated on an island site in east London, is used for film, TV, music video and advertisement production. The studios house 11 different stages, screening, production and rehearsal rooms and a prison exterior and cell set, across eight hectares. The studios were also home to the Olympic organising committee for 18 months as preparations and rehearsals for the opening and closing ceremonies took shape. Round-the-clock filming and production work means that the FM function, led by Keith Broome, is particularly demanding, and subject to an ever-changing schedule.

What the job entails: Broome and his team are responsible for all aspects of facilities management, from cleaning, security and venue management to electrical, mechanical and reactive maintenance works on site. “It’s unlike FM in commercial

or industry,” says Broome, “where you tend not to be so customer-facing. In those environments there’s a lot of time where you can organise maintenance out of hours, so essentially your tenants don’t get to see you. “Here, it’s totally different. My team have to work in front of the production’s own personnel, as well as the stars of the shows themselves, to get things done.” The team must constantly be on top of their customer service game, adapting to new circumstances and people. Take the time the team’s pre-Christmas drinks reception was interrupted by a call from Lady Gaga’s management to book a studio for the next day, or an early morning in which Kevin Bacon led a conga line of people for a mobile phone company advertisement. The FM function serves as a match winner for the studios when it comes to winning new clients. In a competitive industry, great customer service can make the all the difference to 3 Mills securing bookings. For Broome, ensuring that ad hoc enquiries and requests are met, no matter how small or bizarre, is just part of another day at the office.

ExCeL London is host to a vast array of events and conferences throughout the year. The 100,000 square metre space is a colossal area to manage, with thousands of visitors on site. ExCeL London’s operations director, Brian Cole, has been with the organisation since 1999, just before its opening, after 17 years with Olympia. Over the years he’s been promoted through the ranks, having joined initially to cover a health and safety brief.

What the job entails: For event venues, visitors range from the organisers (who rent out the space), the exhibitors (who pay the organisers for space), and the event’s visitors. Fitting in the provision of cleaning, catering, security, car park management and engineering maintenance around these various groups can be a challenge. Preventative maintenance is planned around

the events schedule. After each show, any minor issues are dealt with before the next organiser arrives. “You never get to the point where you think everything’s just ticking over nicely,” says Cole, “there’s always a new challenge.” Traffic management is an understandably significant part of the operation. “We have systems where we can get delivery vehicles in and out as quickly as possible,” says Cole. “We plan every event with the organisers to make sure of a smooth traffic flow. If they don’t want to open the doors until 8am because of the cost of security, we’ll work with them to manage the contractors who arrive early to avoid traffic. We’ll do everything we can to keep the event on schedule.” ExCeL’s location on London’s Royal Dock has helped it win events such as Oceanology International and the Boat Show, where vessels are docked so that people can get on them as part of the show experience. All aspects of the FM operation, except catering services in the conference areas and exhibition halls, are run by the in-house team. Adapting arenas and auditorium spaces for differing client needs is part of this fastpaced job. Moveable walls in the conference space and retractable seating must be prepared in time for each event. “We’ve certainly got a oneteam mentality and we work closely together on a daily basis,” says Cole. “We all know that co-ordination is the key. For example, if the riggers need to get in to a hall, then the cleaning manager will know that the area needs to be cleared quickly. This ethos extends to how we work with our clients. Our goal is to make every event a success; we take every event to heart.” GUIDE TO CAREERS IN FM 2015  |11

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encouraged the staff to view it in an improved light. I get a lot more respect now because everyone knew I was involved in choosing this building.”


What the job entails:

WORKING CHEMISTRY WHO DOES THE JOB: KATY BLUNDELL, UK FACILITIES MANAGER, ASTELLAS PHARMA Having lain empty for five years, 2000 Hillswood Drive in Chertsey was taken over by fast-growing international pharmaceutical business Astellas in 2012, where its radical fitout has received wide-ranging acclaim.

Katy Blundell has been with Astellas for 15 years, starting out as office manager with Yamanouchi, one of the partner organisations in a big 2005 merger that saw two smaller pharmaceutical businesses, Yamanouchi and Fujisawa, join up to form Astellas. Post-merger, the enlarged Astellas business relocated to Lovett House in Staines, Surrey, then also into several other buildings nearby, before realising that its rate of growth necessitated the need for another, larger building in which everybody could be under the

same roof to collaborate more effectively. That’s when the facilities department came into its own. “In our previous building there was an element of ‘Oh, facilities – you’re the people who top up the photocopier,” says Blundell, “but the move project definitely increased the profile of FM. Some thought that FM is seen as being there to clean up and make sure things work,” says Blundell, “but I think the relocation to the new building – and the work the FM team put into the move, design, relocation and implementation – has

The size of the estate grew, but the size of the in-house FM team stayed the same. As Hillswood is some way from other local amenities, the internal catering facility is vital, as are the co-located sports amenities and facilities (such as showers) that support them. The site has 24/7 guarding, with other FM services delivered between 7am to 6pm. Blundell’s career has included a “bit of everything”, organising (among other things) the payroll, pensions, life assurance and golf society events. “Facilities for me was such a wide-ranging topic, and I’m a people person, so it appealed,” says Blundell. The fit-out project was designed to encourage employees to interact with colleagues, offering a mix of open-plan, overflow workspace areas, as well as a ‘street’ area on the ground floor, comprising café, restaurant, and both open and closed spaces for meetings. Blundell had to adapt during the move. The ability to think and adapt on the go is an important skill for an FM to acquire. The fit-out budget had to absorb the cost of fixing a leaking roof and façade. Problems with the roof meant that the fit-out project needed careful financial management. “As a result, not all of the mechanical and electrical equipment was replaced brand new, but we still had to do some significant mechanical work. “In 15 years my job has never stood still,” said Blundell. “There’ll always be another project on the horizon.”


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ON THE EDGE WHO DOES THE JOB: RICHARD PETRIE, AREA FACILITIES MANAGER, BT FACILITIES SERVICES After taking to Richard Petrie about his job, you might mistake him for an explorer, photographer or wildlife documentary maker. Although these aren’t prerequisites for the role, he puts all of that knowledge to good use as a facilities manager in rural Scotland. BT’s in-house facilities management team, BT Facilities Service (BTFS), looks after all of its 7,000 sites across the UK. This includes London’s BT Tower and BT Sport studios, but also some facilities located in less built-up areas.

What the job entails: Petrie’s job takes him to the extremities of the British Isles. He is responsible for 262 sites across northern and western Scotland, maintaining BT radio stations and small telephone and broadband connection exchanges across 15,000 square miles. He and his team of six – all dotted across the Highlands – carry out planned and reactive maintenance at these sites.

Some are particularly tricky to access. For the inner Hebrides, Petrie takes a rigid inflatable boat (RIB) out to islands, and often bounds across fields of cows or sheep. He will check on the security and safety of the structure of the building, complete planned technical maintenance and equipment testing and cleaning the interior of each site. Petrie will also keep in regular contact with his team, who are all out at various rural sites, to ensure their safety and resolve any problems. Scheduling visits to sites – some of which are unmanned – can largely depend on the weather. Snow and rain can make some roads, many of which are single track, inaccessible. It’s not just weather that can cause delays, and it is often an extra job for Petrie to rearrange his schedule. “It once took me an extra 90 minutes to reach a site, as the road was blocked by Highland cows,” says Petrie. For Petrie, a day at work can be exhausting. Endless travel, unexpected complications and gruelling weather can make for a taxing week. But he thrives on the unique challenges. The stunning landscape in the Scottish Highlands somewhat lightens a burdensome commute.

The Liverpool ONE retail and leisure complex spans 42 acres and includes retail stores, bars, restaurants, a 14-screen cinema, 36-hole indoor golf course and – on the rooftop – a five-acre park. It attracts more than 20 million visitors a year and is managed 24 hours a day, seven days a week by an estates team managing a multi-million pound service charge budget. The estate is owned by Grosvenor Estates, and managed by its subsidiary company, Liverpool ONE Property Management Company, led by Chris Bliss.

What the job entails: Bliss and his team operate every aspect of the estate, from security, cleaning, customer services to consumer-facing operations and commercialisation management on site. Bliss has a 160-strong facilities staff to call upon.

“We’ve got wonderful architecture; we know we’ve got excellent retailing and the asset management team work really hard on that,” says Bliss. “But what’s the bit where we can really make a difference? It’s in how we engage with that customer. How can we enliven their day, how can we make Liverpool ONE feel really magnetic? That’s what the driving factor was for us.” Maintenance is the exception to the in-house rule. “Where there’s high-risk activity, we use subcontracted specialists,” says Bliss. “Honeywell does all of our M&E and electronics, and they have a permanent team that’s based here. We also use Otis for lifts and escalators and Mitie for high-level glass cleaning and specialist cleaning [for example, the cinema screens] as well as grounds maintenance in the park.” Bliss must also oversee waste management – the volume of which can spiral out of control in a busy retail environment if it isn’t supervised carefully. Between 500-600 tonnes of cardboard a year is recycled, while glass recycling was introduced two years ago. Another aspect of the FM operation is business performance, which is headed up by Ian Finlayson, who provides analysis of footfall and sales. He talks to store managers about their individual performance and their performance against similar retailers, data which is then fed into the asset management team so that they can understand how those tenants are performing; solutions to under-performing tenants can then be discussed, such as locating them elsewhere on the estate. The team faces a balancing act of keeping a variety of facilities operational – some 24 hours a day – while providing extra value for its retailers on site.




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This mindmap encapsulates the ever expanding role of the facilities manager. Produced by FM consultant Martin Pickard, the map evolves each year.


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ONE DAY IN FM… Here’s an idea of how 12 hours in FM might unfold



Arrive early to check your emails and check the industry’s voices on social media.

You’ve arranged to meet with a representative of your contract caterer. You need to talk to them about the ways in which they source the food your facility’s users consume.

15:00 Your maintenance contractor is on its way to deal with a broken air conditioning unit, but just in case you’re planning where to temporarily relocate people if the problem can’t be fixed.

16:10 You’ve been charged with the responsibility of boosting employee engagement – part of your masterplan involves getting greenfingered with a potted herb garden on the roof terrace.


10:30 Time for a meeting with your finance director to review and discuss preparing documents to put out to tender for new FM service suppliers. You’re re-evaluating the cleaning service and need to ensure the brief meets your organisation’s needs.

14:45 It’s always worth checking in with the reception helpdesk. Here’s where you can find out what kind of problems your building users are reporting.

You’re on the floor of your open-plan office space, planning how you’ll deal with an influx of new workers resulting from a recent acquisition. It’s a question of setting up phone lines, desks and air conditioning. You’re thinking of using new LEDs in order to provide sufficient light, but can the space accommodate everyone comfortably? You’ve asked some suppliers to come in and explain the options to you.


13:20 A delegation from one of your organisation’s major clients will arrive next week for a key presentation. It’s your job to make sure that you’ve sufficient space to accommodate the visitors, that passes are prepared and that the presentation equipment is ready. You’re working with the marketing and communications team to come up with a plan of action for the day.

17:30 The day’s over for most of the building’s users, but you’re conducting a special project to cut the building’s carbon emissions by 20 per cent. Now’s the perfect time to prepare for your meeting with the specialist consultant.

The organisation is looking to expand, so you’re on a site visit to evaluate suitable premises in the local area. Today, you’re talking with a local estate agent about a property just half a mile from your existing site. It looks OK and there’s enough space for your organisation’s plans, but you have reservations – is the telecoms infrastructure good enough?

19:30 Another day done, but tonight you’re out networking with fellow FMs. You’re heading out to an event where fellow FMs will discuss their concerns. Good for picking up tips. And tomorrow? Tomorrow will be an entirely different day.


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SKILLS NEEDED TO SUCCEED IN FM Read about what skills are required to excel in the FM profession, and read about the different paths that can lead towards facilities management

18 What type of person is likely to make a good facilities manager?

19 Coming into FM from the hospitality sector

20 Coming into FM from the military

22 Other routes into FM GUIDE TO CAREERS IN FM 2015  |17

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FACILITIES MANAGEMENT – SKILLS REQUIREMENT A great FM can organise a refurb, charm suppliers into giving them a better deal and make valuable friends at a networking soirée, all within a matter of hours. Tough? You bet

we don’t know. Remember that everyone else probably feels the same. After you’ve been to a few events and taken some business cards, you’ll start to see the same faces and gravitate to them. This is how personal networks are built.


An FM’s role is to maintain the working environment for employees. FMs run sites as diverse as offices, hospitals, depots and barracks. It can be a challenging job, with every position unique to the workplace it serves. Here’s a guide to the skills that will help you excel.

● This

means doing work now to save time later, to meet deadlines and respond to unexpected events while regular tasks are completed to schedule. It also means we will be able to increase the quality of the work we do as we’ll have more time to spend on the tasks that require more effort.


● FMs ● FM

is service-based; any person using the facilities your organisation provides is a customer. Depending on the job, that can include the public, office workers, production line workers … the list goes on.


● An

● Project


FM is one of the most well-known faces in an organisation. You’re a ‘people person’, comfortable talking to all employees, from receptionist right through to chief executive. conversations make up a large part of an FM’s routine. Give people the attention they expect: always listen and be polite.

management offers variety as well as good pay and excellent prospects. But it is demanding and requires a wide range of skills. You need to be able to learn quickly to address a number of areas.

● Face-to-face


● The

customer is an individual with specific needs. Put yourself in the shoes of the other person and you will better understand how a certain problem might be affecting them. You will find a more effective solution if you are able to appreciate its impact on the working life of the individual in question.

● You

need to understand financial accounts as you’ll be responsible for controlling budgets. If a project includes building works or machinery, you’ll need to know enough about the subject to manage a multi-disciplinary team.

● You

may also need to understand enough basic law to draft contracts and advise your organisation on potential litigation – but a lawyer will always be involved when push comes to shove.

is a young industry, so FMs are more likely to seek the advice of peers than those in other professions, where long-standing career development pathways change slowly.

● Networking

is part of an essential skill set and needs to be developed like any other. Improving your networking technique gives you a valuable tool that’s transferable to any role.

Often, industry bodies or conferences build in networking time between sessions. The British Institute of Facilities Management’s regional and special interest groups offer an excellent opportunity to connect with your peers at a local level.

● Most

of us feel intimidated on entering a room full of people

have a wide remit over many services, from catering, maintenance, washrooms to couriers. Each area has its own deadlines. Certain maintenance can only be conducted after working hours, while couriers need to be dispatched before the end of the working day to meet a day delivery.

● Negotiating

prices with suppliers or budgets for the coming year might take an hour with a spreadsheet, while a routine boiler inspection may demand your presence in a specific part of the building for an hour or so. KEY SKILLS ●

Capable of multi-tasking

Good people skills



Ability to hit deadlines

Problem-solving skills

Boundless enthusiasm


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When Martin Nowak came to the UK from Poland he only intended to stay a year. Today, a decade later, he’s Interserve’s training and development manager. Here’s how that happened


artin Nowak is a superb example of rapid career progression in facilities management. After six years in the hotel industry he joined FM service provider Interserve and is now responsible for the day-to-day running of a portfolio valued at more than £1 million. “After six years in the hotel industry, I decided I needed a change. I wanted to reclaim some of my weekends back and the natural choice of further career path was corporate reception, where I could apply my organisational, administrative and customer service skills effectively. “A receptionist role is all about customer service management so, in fact, when I transferred across it was very similar to what I was used to. The skill set is much the same.” Nowak’s former hotel role was like many in the sector where, whether someone works for reception, room service or in another department for that hotel, they’re directly employed by that hotel. Whereas Interserve, as a third party, provides

the same kind of services to organisations. “That was confusing at first, but it soon made sense once I understood the procurement process,” he says. And today, having spent his time in a receptionist and reception manager role, Nowak is responsible for delivering the training for his Interserve colleagues across a variety of service contracts. He’s been in his role since September 2013. “I’m now involved in pretty much every service line,” says

Nowak. “So that’s cleaning, front-of-house, maintenance and engineering. “I’d wanted to get involved in training for quite a while, and thought that my previous experience as a teacher – in addition to my background in the industry – would make me an asset to the training team. “I get enormous satisfaction from helping and watching people grow. My role has also a creative aspect to it and I do a considerable amount of project work designing new training programmes. All this means that I love Mondays! “It’s been better than I expected. In this job I get involved with quite a few internal programmes and meet a lot of people from different service lines. So I also get to train security officers, for example, and not only our front-of-house personnel. I also get to design training programmes, and in fact, part of my job description is to attend tender presentations (when Interserve is bidding to supply FM services to other organisations) and present on the

training programme the client will get. It means I have to be quite flexible – but that’s fine. “You’ll certainly need an outgoing personality. The job is all about communications – being proactive in providing the service. But if you’re someone who’s considering a move across from a position in a hotel, that’s probably something you’ve already got. “Within Interserve there’s plenty of opportunity for progression between service lines, moving to recruitment from reception, from security into front-of-house, joining HR, so plenty of opportunities within the company. Plus, obviously we also support our colleagues through qualifications. Quite a few of our front-of-house colleagues get to support our building managers.”

And for the future? “We have so many projects going on at the training academy that I don’t think I’ll get bored. We’re in a very good position now as we’re given free rein on projects we want to develop. We’re quite a big company so there’s a massive requirement for training so we’re trying to come up with new plans and new ideas all of the time; we’re constantly evaluating the training we offer.” CAREER HISTORY TRAINING AND DEVELOPMENT MANAGER INTERSERVE SEPTEMBER 2013 – PRESENT ACCOUNT SUPPORT MANAGER INTERSERVE NOVEMBER 2012 – SEPTEMBER 2013 CORPORATE RECEPTIONIST INTERSERVE DECEMBER 2010 – NOVEMBER 2012 DESK CONCIERGE CUMBERLAND HOTEL JULY 2005 – DECEMBER 2010 LUGGAGE PORTER CUMBERLAND HOTEL AUGUST 2004 – JULY 2005 GUIDE TO CAREERS IN FM 2015  |19

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Upon retirement from the military many personnel who have performed FM roles (although often without a fancy job title) move into civilian FM roles that match their project management and strong organisational skills. Kevin Stanley explains



ilitary personnel tend to retire at quite a young age, generally around 45, so they have a lot of working life left. They’ve developed a bank of experience performing FM type support roles within the military, so moving into civilian FM roles can often be an attractive proposition. And they can be very attractive to employers, be they directly as a facilities manager or doing an FM role as an employee with an FM service provider. “Ex-military personnel have skills in logistics, people management and team leading. Many with engineering skills move across into hard services management and the management of more complex buildings that have a higher standard of technology, as they understand new technology very well and are able to use this

knowledge to good effect,” says Anne Lennox-Martin, managing director at FMP360. Ex-military personnel have an excellent ‘can do, get done’ attitude and strong organisational and people management skills. They can envisage how to get from A to B easily. They have logistical and co-ordination skills, they’re comfortable managing projects or managing buildings and they’re good at co-ordinating operations – all of which means that they fit FM roles. Angela Unsworth, transition manager at Carillion Amey, says ex-military personnel are used to finding solutions and delivering results. “A military career, on the whole, builds competent, capable operators. Astute, pragmatic and quick to cut to the heart of a problem, their focus is on the commander’s intent; understanding his or her

operational output requirement is key to them delivering ‘service excellence’ and achieving the objective. It’s not difficult for them to change the emphasis of this to focus on the customer’s intent and on understanding the customer’s requirements in delivering service excellence.” What ex-military personnel do find challenging is understanding that in civilian life they can delegate tasks upwards. They have a military command structure ingrained in their minds. “They’re used to instructing others lower down the structure to complete tasks and in turn being instructed by their superiors. It’s challenging for them to be in a civilian FM role where they may instruct someone to do something and they might not do it,” says Jane Wiggins, director at FM Tutor & Associates. “This mindset, however, serves them very well in public sector

jobs such as in the NHS or in local authority or education environments, or organisations such as financial or construction, where there is a strict process that must be adhered to all of the time, perfectly, to avoid accidents. They tend to be logical and methodical and used to working within a structured environment.”

Training for transfer Training may be required for ex-military personnel moving into civilian FM and even if they may already be competent from a qualifications perspective they may face cultural issues. “Ex-military personnel are comfortable with taking orders and following instructions, they’re very used to it so there’s a cultural difference between military and civilian life,” says Lennox-Martin. “Ex-military personnel working in civilian FM roles do find that working


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It’s a big adjustment for them and their families. Fortunately, there’s a lot of help available. Commission periods are usually 12 to 20 years, but they can be up to 30 years. When nearing the end of their commission, personnel are given a two-year transition period. This is an important time as it will shape the rest of their working careers and personal lives. During this time they may receive training. It’s good for them to gain a BIFM qualification to verify their ‘on the job’ knowledge. Other skills such as health and safety and project management skills are useful. Some will have technical trade skills from working as chefs, electricians, or military police officers. In order to transition they’re given an ELCAS grant, which helps to pay for training and qualifications. Assistance also covers housing, job interview skills and social services. with people who have different opinions can be challenging at first. When they have intelligent and capable people reporting into them they have to allow them empowerment and they can find that really tough. It’s a psychological difference,” she adds. Training may be required to learn new skills and methods of communicating. In terms of commercial skills they’ll also need to understand how a business works and to align their service to what’s needed. “Moving into civilian FM they’ll have soft FM skills such as catering, management and leadership that they’ve developed throughout their military career. They’ll have been educated and trained, but these skills may not have been formalised in a badged qualification such as NEBOSH, IBOSH, a PRINCE2 or a APM qualification,” says Wiggins.

Ex-military personnel who move into civilian FM roles in the middle of their working lives can be in a good position to take advantage of opportunities for career progression into senior positions. “Ex-military personnel can often double, triple or even quadruple their salary within three to 10 years of moving into civilian roles. They’re used to changing roles and moving around in terms of geographical postings,” says Wiggins. “They’re used to developing new relationships and new friends, comfortable with regular annual performance reviews and stretching themselves in the work environment. They’re adaptable and capable of hitting the ground running, which makes them capable of being successful quickly,” says Wiggins. Upon leaving the military they have many challenges to face – finding a new job, deciding where to live.

Orders is orders There are other practical differences between military and civilian FM. The oftencited concerns within FM about the lack of board-level recognition and the role of FM in organisations is something ex-military people will also have to overcome. They could find organisations that allow freethinking difficult to understand. They expect board members and managing directors to be respected without question. Why don’t people do what they are told? Why would it be necessary to consult people about space management and change? Why would they need to persuade someone to do something? These are all real questions that ex-military personnel ask when moving to civilian FM roles. But they are usually able to quickly adapt. “Military people are

extremely flexible and adaptable as a result of working with very fluid, dynamic, operational activity; consequently, we’re very effective contingency planners. Our extensive experience in conflict resolution can be of great benefit to any organisation. We’re strong characters with welldeveloped leadership and people skills. We’re able to resolve disagreement and seamlessly align people and resources to the task,” says Unsworth. “All of the outputs of contracted services have a profound and direct impact on the output of the client. Any lack of joined-up service delivery could fundamentally undermine the CEO’s output. It’s imperative that the FM has full oversight of every aspect of the business. When I was in this role it was fundamental that I sat on the board to manage those risks. I was able to capture fleeting opportunities that enhanced our business, opportunities that I would have no sight of if I was positioned elsewhere in the organisation. It’s here that employers are missing business opportunities in FM – if you want to be even more successful, get your head of FM on the board,” she adds. “Military personnel can have a perceived maverick streak to how they operate that may alarm the faint-hearted. But if you interpret this as having the intellectual capacity to make rapid and accurate decisions and the moral and physical courage to apply those decisions, then who wouldn’t want such an asset on their staff? Look at it this way, it’s not maverick behaviour, it’s innovative behaviour. We’re energetic, agile, loyal and committed and we don’t stop until we have a solution that is sustainable from all perspectives,” says Unsworth. GUIDE TO CAREERS IN FM 2015  |21

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OTHER TRADES OR PROFESSIONS Whatever kind of skills and experience you’ve developed, they’re bound to be of value in a facilities management role, as Martin Read reports


acilities management is changing. When the activity of running buildings for the benefit of their users first came together under the FM banner in the 1980s, most of its practitioners were those who ‘fell in’ to an FM role. Many were office managers, others building services engineers. Others still came into FM with the widest variety of skills. Few who arrive in FM ever leave – because levels of job satisfaction are so high. Whether it’s your second or even third choice of career, FM has plenty to offer, starting with job security no matter what the prevailing economic weather. Organisations will be expanding their facilities portfolios when the economy is good, and looking to get the most out of existing buildings when times are bad – either way, this means that good facilities managers are always in demand.


From engineering Building service engineers are critical to the future of FM, just as FM is critical to the future of building service engineers. Two issues dominate: first, ensuring that all the mechanical

and electrical components of a building are working optimally is of increasing importance to organisations fixed on cost control and making the most of their investment in equipment such as boilers and air conditioning. Secondly, the targets set by government and organisations to reduce carbon footprints by 2050 are hugely ambitious and will demand innovative new ways of managing and introducing energy sources. If you want to put your engineering skills to good use in the most environmentally effective way, FM will be a satisfying career for you. And if you want to look back on your

career having achieved lasting reductions in energy usage and greater levels of sustainability, facilities management is a natural choice.

From hospitality As Martin Nowak explains on p.19, FM is all about the people – people in the FM team, people in other organisational departments such as accounts, HR and IT – as well as, crucially, the people who actually use the facilities. An ability to get on with people is the one prerequisite of the successful facilities manager. And it’s this that makes prior experience in the hospitality sector a valuable commodity. Anyone who has

dealt with the general public as a receptionist or shop floor manager will be comfortable with dealing with people at all levels and walks of life – perfect for the type of conversations, both to senior and junior levels, that FMs need to undertake. People from a hospitality background are in a great position to exploit their existing people and project management skills in an FM environment.

From elsewhere With a strong qualification structure now in place, many young FMs are part of the first generation to have come into FM straight from university. These people are highly competent as managers and communicators who can then bring in specialists for any technical requirement (for example, legal compliance consultants and specialist building service engineers). As FM continues to evolve, there’s a need for facilities managers with a natural ability for connecting with people at all levels of an organisation. ‘Social sustainability’ initiatives will see FMs involved in the local communities in which they are based, taking on apprentices or working with other local groups. Indeed, the government has made social value a key component of the contracts it places with FM service providers. FM covers so many aspects of an organisation’s performance that it should not come as any real surprise to hear that at least some of the experience you can bring will be valuable in an FM role, whether you’ve already worked in catering, security or even in an educational role. Of course, qualifications and experience are important – but it’s also a question of whether you have the natural skill set. This guide contains all you need to assess that for yourself.


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BENEFITS OF BIFM MEMBERSHIP Learn about what you can gain from joining the sector’s leading professional body and the many other networking opportunities available in the FM sector

24 What are the main reasons for joining the BIFM?

26 Networking within the BIFM


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MAKE THE MOST OF THE BIFM The British Institute of Facilities Management is Europe’s largest professional body for FM, with around 15,000 individual members and upwards of 565 corporate members. It promotes the interests of the wider FM community and is dedicated to advancing the profession. You can benefit from taking part – here’s how

BIFM membership grades take into account each individual’s current level of experience and qualifications, offering a range of grades to recognise an individual’s professional abilities. By achieving the assessed grades of membership you signal to your peers as well as employers (current and prospective) that you are committed to your career.

Networking face-to-face Networking opportunities in the FM sector are unrivalled. Whatever your regional location or chosen specialism, there’s an event on nearly every night of the week that’s right for you. BIFM membership means access to your fellow professionals, allowing you to share best practice, gain experience and build networks. The ultimate people business, networking through the BIFM is a great way of seeking new challenges or meeting prospective employers – people who, thanks to your membership, can be confident in your abilities and commitment to the industry.

Special interest groups (SIGs) So – why join the BIFM? Having celebrated its 20th birthday in 2013, the BIFM is undoubtedly a young professional body when compared with others – and it’s one that’s growing fast. Facilities managers are increasingly recognising the need for both professional qualifications and for regular networking to keep abreast of the myriad workplace issues for which they are responsible.

Becoming a member demonstrates your professional status and signals to prospective employers that you have a commitment to continuing professional development (CPD).

So – what does membership get you? Firstly, it opens up access to a range of free and discounted opportunities to help develop your careers and add to your skillset and experience. Members get access to the BIFM’s online

CPD system to record ongoing learning and can match it against the FM professional standards, the new international set of standards framework launched by the BIFM this year (see p.35). The institute also keeps members abreast of this fastchanging sector’s developments, using reports, events, newsletters and magazines to keep you updated with all the latest issues affecting the sector. And of course, there’s professional recognition too. The

BIFM membership gets you access to the institute’s special interest groups – all focused on specific FM functions, and all with events that address the legislation, products, services and debates shaping that particular element of the sector. SIG events typically take place on weekday evenings and are often hosted at exceptional examples of newly built or refurbished facilities. Almost all are free and hundreds are held across the country each year. Here are all the different groups:


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Catering & Hospitality Education ● Fellow ● Health & Safety ● International ● People Management ● Procurement ● Retail ● Rising FMs ● Risk & Business Continuity Management ● Sustainability ● Women in FM ● Workplace ● ●

BIFM Regions When you join the BIFM you can select a region close to your home or work, so you can benefit from a local network of like-minded individuals and local events. The regional groups are: East Region ● Home Counties Region ● Ireland Region ● South Branch ● North Branch ● London Region ● Midlands Region ● North Region ● North-west branch ● North-east branch ● Scotland Region ● South Region ● South-west Region ● Channel Islands Branch ● Wales Region

What grade of membership? BIFM offers five grades of membership that symbolise level of experience and expertise in FM. As members develop professionally, they can upgrade to a higher grade of membership, demonstrating their worth to their employers and the wider FM community. BIFM GRADE STRUCTURE

1 2 3

Conference options Membership of the institute also allows you the opportunity of attending BIFM conferences. ThinkFM is the institute’s big annual event, and the 2015 event takes place in London on 13 June (see www.thinkfm.com). The Scottish and Irish regional groups also run their own one-day conferences, both held in the autumn. Turn the page for more on networking within the sector and the BIFM’s SIGs.

4 5


Associate (ABIFM)

Entry-level grade, suitable for those with an interest in, or who are new to FM.

Applicable to those with two years’ FM experience, or an FM-related qualification at Level 2 or above with at least one year’s FM experience.

Member (MBIFM)

Entry is by either a vocational or qualification route. Suitable for those with an FM-related qualification at Level 4 or 5 with three years’ general management experience, including at least two years’ FM experience; or with five years’ FM experience, including three years’ managerial experience.

Certified Member (CBIFM)

The highest direct entry route to membership, recognising significant professional experience and qualifications in FM. Those with an FM-related qualification at Level 6 (degree level) or above and with three years’ or more management and FM experience may be eligible for this grade.

Fellow (FBIFM)

Highest professional grade of membership, recognising a high level of professional experience and influence in a senior role, together with a significant contribution to the FM industry.

Get involved in BIFM For more information about joining and benefiting from BIFM membership contact the team on +44 (0)1279 712 650, email membership@bifm.org.uk or visit www.bifm.org.uk/joinus.

BIFM: A few reasons to join ● BIFM offers membership for individuals,

corporates and groups. ● Knowledge resources: Access our series of

Good Practice Guides, which cover a range of

essential FM subjects (such as Space Planning and Benchmarking), as well as a number of other knowledge resources. ● Career development: Access careers advice and a variety of continuing professional development opportunities. ● Industry news: FM World is our leading industry magazine, with a range of e-news bulletins available. ● Professional recognition: Through our membership grades. ● Our framework of qualifications: From entry to director level (see page 42). ● Attend networking events: A significant number are held throughout the year and across the UK, from Guernsey to Glasgow. ● Take BIFM Training courses at a significantly reduced cost. GUIDE TO CAREERS IN FM 2015  |25

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Facilities management is a very social sector, offering plenty of networking opportunities for those seeking to develop their skills, contacts and career prospects. Here’s just some of the activity that you can tap into


very night of every week, a group of facilities managers meets up to share the problems they face. Across the country, events put on by a variety of organisations allow FMs ample opportunity to find solutions to problems, develop their understanding of a new piece of legislation, or simply share in the development of the FM sector. Members of the BIFM get to network in a variety of ways, through the institute’s annual conference (‘ThinkFM’) and groups for both regions and sector specialisms. And then there’s the activity put on by volunteers, much of it under the auspices

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of BIFM and its many special interest groups. There are more than 20 networking groups, each staffed by enthusiastic volunteers. Regional networking groups and conferences also take place, often in response to topical issues of direct importance to FMs. Sector-specific group meetings tackle issues of direct relevance to that specialism, from impending legislation to new ways of managing problems. Whatever the group, any enthusiastic FM will easily find a group near them putting useful events. There’s no typical group meeting, but you can expect the format to include a presentation

from a specialist, a panel debate, a Pecha Kucha conference (a series of fast-moving presentations from both sides of an argument) or even a Question Time panel with debate from the stage and audience interaction. The variety of the formats is wide and the quality of the contributions consistently high. These events also offer attendees a platform to raise queries or talk with those who may be experiencing similar problems. Some of these groups are based on the type of facility being managed, others on the issues that affect FMs, whatever the facility they manage. There

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are SIGs for FMs working in the retail sector and education establishments, and plenty of others besides. (You’ll find a full list of the BIFM’ special interest groups on p.25 – otherwise please visit www.bifm.org.uk/groups)

built environment, the places in which FM networking events occur can be as interesting as the people present. BIFM groups are routinely putting on tours of buildings, from London skyscrapers to Formula One factories, retail distribution centres to contemporary office environments. Indeed, now is a great time for people new to FM to get to grips with the relentless march of new technologies. With energy prices predicted to at least double within the decade, a primary consideration for many FMs will be reducing or more efficiently using energy. With that in mind, touring new and different facilities allows for a wider understanding of what’s possible.

Super groups Networking is obviously important to young FMs, and the BIFM has a special interest group dedicated to those rising at pace within the profession. The Rising FMs SIG allows growing FMs to share the issues they’re facing at events set up by a dynamic organising committee. The group also holds an annual careers’ day targeted at FMs from different stages of their careers (the event is also targeted at people considering FM. It’s open to school and college-leavers). Rising FMs welcomes contact from individuals or organisations who want to work with the committee to achieve its aims, particularly those able to support the committee as speakers, venue hosts or corporate sponsors. To learn more go to www.bifm.org. uk/risingfms


The links effect As well as enthusiastic organising committees, the special interest groups have links to other complementary professional bodies. The health and safety group works in partnership with The Health and Safety Executive (HSE), for example. The committee of the retail SIG has links with the British Council of Shopping Centres and the Shopping Centre Network, while the education SIG is connected to the Association of University Directors of Estates, the Association of Colleges and the Independent School Bursars Association. The institute’s procurement SIG provides a forum for discussion and exchange of views between buyers, sellers and end users, while the SIG for people

Trait expectations

management offers advice on people management, best practices and regulations. For BIFM members with a professional interest in workplace innovation, the workplace SIG holds networking events in the form of talks, site visits and social gatherings, covering issues of architecture, design, real estate and technology. There’s a risk and business continuity management SIG providing support and advice on issues of risk, compliance and business continuity, while the sustainability SIG is committed to the Global Alliance for Building Sustainability, working for sustainable development. There’s also a Women in FM group that puts on events to encourage development and networking opportunities.

The Women in FM programme consists of a series of forums and social events for fellow FMs, as well as all-day conferences with specific themes. There’s also an international SIG providing a forum for FMs who are responsible for, or interested in international FM practice (with links that offer the opportunity to network with more than 18,000 facility professionals throughout 67 countries, as well as those based locally in the UK).

Building excitement Plenty of networking events take place in the extraordinary workplaces that FMs manage these days. With flexible working and a host of energy-efficient new technologies changing the form and function of today’s

Award-winning facilities managers at all levels are typically lauded for the way in which they ensure that significant change-management projects bear fruit (perhaps moving a business from two buildings into one, or completely refitting an organisation’s heating and ventilation systems). They’re also picked out for the impact they had on their colleagues through the redesign or the workplace to meet their needs. And volunteering is an important factor too, with young FMs particularly keen to give something back to the profession by, for example, sitting on the organising committees of BIFM groups. When asked to name the top traits of a fast-moving facilities management professional, readers of FM World (the BIFM magazine with a print circulation of nearly 15,000 FMs) cited an ability to form close working relationships with others as more important than nearly any other attribute. For the sociable and the inquisitive, networking in the FM sector is an invaluable route to career development. GUIDE TO CAREERS IN FM 2015 |27

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Jobs In Property The job board designed with your Facilities Management career in mind. Jobs in Property.com was founded in 2013 to cater speciÄcally to candidates and employers in the built environment. Our goal: connecting the most qualiÄed candidates with the top employers in the industry. We offer all the essential features you’d expect in a sophisticated job board, including the most up-todate job postings, email alerts, saved searches and the largest sector-speciÄc CV database to put you in front of the best employers in FM.

We strive to help our members make the connections essential to a successful career in Facilities Management.

Exposure Where It Counts We believe in not just being the largest sector job site – we want to be the best. Our roles come from today’s top employers who are searching for talent like yours. No time gets wasted on irrelevant roles – we make sure you’re being presented with the most up-to-date roles in our Äeld.

Our Features As a member of our site, you can receive jobs by email, apply for vacancies, manage your applications and store your CV securely online. You can also let employers Änd you: make your CV available to be searched for by direct employers & recruitment agencies. Discover industry-speciÄc training & courses designed to further your skills, including distance learning, online, classroom-based, free & paid courses. Boost your career potential with sector-speciÄc careers advice, from how to write your CV to interview hints & tips.

Creating Partnerships We believe that a smaller job board is a better job board – it allows us to focus on our industry and bring the best forward. Want to register? Visit jobsinproperty.com and create a free account today.

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DEVELOPING WITH THE BIFM This section is tailored to support FMs already in the industry. Read about career development pathways with the BIFM and the newly introduced FM Professional Standards

32 BIFM qualifications

35 The FM Professional Standards framework

42 BIFM qualifications map


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etting a qualification is a great way to develop your skills, enhance your knowledge, demonstrate competence and advance your career prospects. In challenging economic conditions, employers are looking for staff who can help them meet business objectives efficiently, effectively and with professionalism. Reasons to take BIFM qualifications include that they provide an independent measure of your expertise, and that they provide a fast route to BIFM membership. Firstly, BIFM qualifications, like any external qualifications, provide independent confirmation that you have mastered the relevant subject matter regardless of the educational or training institution at which you have studied, or the employer for whom you work. Secondly, BIFM qualifications have the advantage of forming part of the system managed by Ofqual, which reports directly to government. This recognition confirms the value of the qualifications as external measures of your achievement. But it does more than that. Ofqual’s system requires that vocational qualifications should be defined in ways that enable them to be compared to other qualifications, both to other vocational qualifications and to school and university qualifications. Thirdly, all units which make up the BIFM qualifications have been aligned to the FM Professional Standards. These have been developed following in-depth research and consultation with key stakeholders across the sector and they clearly define the key functions performed by FMs; the main components of each functional area; and the

competencies which are required to be a proficient professional when carrying out each function. The competencies are defined for each level in an FM’s career, from a support role through to a strategic role. These standards are used to benchmark skills and competence for those working at all levels in the FM sector. By studying for a qualification in facilities management you will develop expertise, skills and knowledge and demonstrate commitment to your career. Besides having better employment and career prospects, and greater financial rewards, qualified staff also perform better, which boosts on-the-job confidence and job satisfaction. New skills can also be applied to new roles and challenges, making them more attractive to prospective as well as current employers. In other words, individuals who take the initiative to better themselves through qualifications get ahead. As FM recruitment agency Maxwell Stephens says: “In the current economic cycle with more jobseekers than ever, being able to differentiate yourself as an FM professional has never been more expedient. With an average of 100 applications per vacancy, your CV and background must stand out to ensure you are shortlisted for interview. Qualifications are becoming increasingly valuable. You will only gain the opportunity to demonstrate your suitability for the post with all your relevant experience and achievements if you get invited for interview in the first place.’ There are a range of FM qualifications to allow everyone from school-leavers to directors to develop their FM knowledge base.

BIFM qualifications The BIFM qualifications are vocationally related to the facilities management profession


Whatever your current level, facilities managers have a wealth of qualifications to consider as they progress. Linda Hausmanis, head of professional standards and education at the British Institute of Facilities Management (BIFM), explains

and are both nationally and internationally recognised. Developed in consultation with leading FM employers and stakeholders, endorsed by the Sector Skills Agency and accredited within the Qualifications and Credit Framework (QCF), the qualifications carry substantial weight, and are used as a benchmark of excellence in the industry. ● A level that clearly describes the level of challenge of the qualification. ● A designated size: award, certificate and diploma. Awards consist of 1 to 12 credits, certificates 13 to 36 credits, and diplomas 37 credits and above. Although the BIFM developed and awards the qualifications, the teaching is delivered by recognised centres accredited by the BIFM for example: Universities, FE Colleges, Private Training Companies and Employers visit www.bifm.org.uk/

qualifications/recognised centres. The recognition process ensures the centre has the necessary support and systems to provide learners with a good experience.

Operational/Support Level BIFM level 2 stage: new recruits Aimed at new recruits, these qualifications will introduce the learner to core principles of facilities services.

AN EXAMPLE OF THE LEVEL OF CHALLENGE OF THE BIFM LEVEL 2 FM QUALIFICATIONS IS GCSE GRADES A* - C BIFM level 3 stage: first line and supervisory managers Aimed at staff already working in cleaning, catering or security, for example, with fewer than two years’ experience, who want to advance up the managerial ladder.


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BIFM qualifications

Qualifications and credit framework QCF Level

Example of Level


Masters degree


Bachelors degree


Foundation degree


Certificate of higher education




GCSE (Grades A*-C)

BIFM Level 7 in FM WhoWho is itisfor? it for? Strategic Strategic headhead of facilities/estates of facilities N/A



BIFM Level 6 in FM Who is it for? Senior, strategic facilities managers Award



BIFM Level 5 in FM


Who is it for? Specialist facilities managers Award



BIFM Level 4 in FM Who is it for? Operational facilities managers Award



BIFM Level 3 in FM Who is it for? First-line and supervisory managers Award



BIFM Level 2 in facilities services Who is it for? New entrants Award




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AN EXAMPLE OF THE LEVEL OF CHALLENGE OF THE BIFM LEVEL 3 QUALIFICATIONS IS A-LEVELS Management Level These qualifications are aimed at operational managers through to senior FMs. Depending on working background, these qualifications can support career changers wanting to transition into FM. For example, many people leaving the Armed Services have found they can make a successful move into FM after completing a Level 4 FM qualification.

“65% of employers use qualifications as a key selection criteria when recruiting new FM staff”


exercise autonomy and judgement in their area, Level 5 is best suited to those heading up functions such as: ● Single or multi-site operations. ● Hard and/or soft services. ● Partner relationships. ● Performance management. ● Major projects with capital spend. ● Compliance in health and safety.

or development, and to exercise broad autonomy and judgement. They are best suited to those responsible for: ● Strategic review and development of service provision. ● Corporate governance and risk. ● Driving innovation and change. ● Financial performance, corporate responsibility and sustainability, and property and procurement strategy.

BIFM membership Successful completion of a qualification has the added benefit of enabling the learner to join the BIFM as a member. If you have an FM qualification at Levels 2 or 3, you may be eligible to join BIFM at associate grade (ABIFM), dependent on your experience. With a Level 4 or 5 qualification and a number of years of management experience you may be able to join at member grade (MBIFM). And if you hold a qualification at Level 6 or above,

and have three years’ or more management and FM experience, you may be eligible to join at certified grade (CBIFM).

Want to know more? The BIFM is dedicated to helping the advancement of the FM profession and would like to talk to you about how qualifications can support and develop your career. Please contact +44 (0)1279 712 651, email qualifications@bifm. org.uk, or visit www.bifm.org.uk/ qualifications

BIFM level 4 stage: operational managers Aimed at FM professionals with two years’ or more experience of managing, the Level 4 provides a broad understanding of FM. Equipping learners with the ability to identify and address complex and nonroutine problems, they are ideal for anyone responsible for managing day-to-day operations, support services, contractors and key supplier relationships, budgets, health and safety and FM projects.

AN EXAMPLE OF THE LEVEL OF CHALLENGE OF BIFM LEVEL 4 IS A CERTIFICATE OF HIGHER EDUCATION BIFM level 5 stage: middle or senior managers Aimed at FM professionals working at a middle or senior management level with several years’ experience. Designed to develop the learner’s ability to identify and address complex problems, plan and deliver solutions and

THE LEVEL OF CHALLENGE OF BIFM LEVEL 5 FM QUALIFICATIONS IS COMPARABLE TO A FOUNDATION DEGREE Strategic Level BIFM level 6 stage: senior managers Aimed at FM professionals reporting directly to the senior management team, who are responsible for strategic decisions or are influential in the process. The qualifications equip learners with greater ability to take responsibility for planning and delivering plans to underpin substantial change

AN EXAMPLE OF THE LEVEL OF CHALLENGE OF BIFM LEVEL 6 QUALIFICATIONS IS A BACHELORS DEGREE BIFM level 7 stage: senior managers/heads of estates Aimed at FM senior professionals wishing to develop their practical and academic understanding. The BIFM Level 7 qualifications are standalone qualifications, but also form an integral part of further study to achieve: ● Masters in Applied Facilities

Management, a programme which is delivered and awarded by Liverpool John Moores University School of the Built Environment. ● MBA in Facilities Management delivered and awarded by Sheffield Hallam University. Other higher education institutions providing FM qualifications such as A BSC (Hons), Postgraduate Diploma in FM, an MSc in FM and an MBA in FM are: Heriot-Watt University; Leeds Metropolitan University; University of Central Lancashire and University College London. As well as attracting middle to senior-level managers who are keen to enhance their career prospects, these courses may also appeal to graduates who recognise FM as a growing profession. Courses are typically offered on a modular basis through a blended approach of taught sessions and/ or distance learning for entrants holding down a full-time job.



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THE BIFM’S FM PROFESSIONAL STANDARDS A new professional standards framework, introduced in early 2014 after a long period of consultation with the industry, represents the BIFM’s ambitious aim of embedding a set of performance standards as the norm for FM professionals and for business


he framework identifies 10 ‘functional areas’, each further divided into ‘components’, into which plain English explanations of the associated competences are broken down in terms of their relevance to individuals by seniority (from support and supervisory through to manager, senior and strategic). Each standard details the existing BIFM qualification units (elements of training) that relate to it. The FM Professional Standards assist all FM practitioners and BIFM members at all grades with their CPD by identifying current level of skill. The 10 principal groupings are as follows: The role of Facilities Management; Strategy and Policy Development; Leadership

and Management; Business continuity and compliance; Business support services management; Property portfolio management; Quality management and customer service; Finance and IT; Procurement and contract management; and finally, Sustainability. Under each of these principal standards headings are a further 24 elements – see the next two pages. Linda Hausmanis, the institute’s head of professional standards and education, believes that the impact of the new standards will be profound. “The FM Professional Standards are clearly defined across a range of functional areas in which facilities managers are involved and they are also

Developing your career in facilities management


Helping you to perform to the best of your ability GUIDE TO CAREERS IN FM 2015  |35

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expressed at the various stages of an individual’s career,” she says. “By referring to the standards when conducting a skills gaps analysis, an employer can effectively procure training for staff. “The professional standards will enable employers to focus their training provision in a more targeted and purposeful way to meet the needs of an organisation and its workforce. This should maximise the business value from a training intervention,” she adds. “As well as using BIFM events to demonstrate the purpose and use of the standards, they will also become a common reference point throughout all BIFM products and services as they gradually become the core of the institute’s value proposition to the industry.” Major employers, including the government, are already using the framework. Jo Mercer, head of learning and development for FM service provider Vinci, said that her company expects to change its training structures to accommodate the professional standards framework. “Over the past few years we have been working with BIFM to help develop its professional standards and we have now embedded the BIFM professional standards into Vinci’s behavioural culture and are using them to benchmark professional expectations. The next challenge for us is to continue to establish strong links through to the development and training of our people so we can maximise their potential. “It is important that we do this because we have a duty of care to the people we employ, but also because the competitive nature of what we do leads to the need to differentiate our services. The best way to do this is by helping our employees be the best they


can – in short, maximising their potential. “To help achieve that goal we aim to create a dynamic culture and environment where there are no right or wrong answers – just different points of view. However, it is equally important that we gauge and measure what it is we are trying to achieve. The BIFM Professional Standards provides the best way to manage performance both formally and informally throughout the year; it is in fact the backbone to our framework of professional governance and development programmes. “An outcome from our behavioural leadership programme ‘Empower’ was the implementation of ‘Developing your Career at Vinci’, a way of supporting our people, which

uses the BIFM professional standards as a model for success. Regular catch-ups or ‘one-to-ones’ are held every six weeks, with these formally undertaken every six months. These use the key aspects of the professional standards – behavioural expectations, technical competencies – to set targets and objectives for development. It all helps us to enhance performance through a continued focus on shared goals.”

Supporting tools At launch, the BIFM alluded to new ‘tools’ to support the framework. “Development has already begun on a self-assessment tool,” says Hausmanis. “This will be for use by an individual or


by his or her line manager to gather feedback and support the creation of a professional development plan.” Also in development is a training and development needs analysis tool aimed at individuals or an organisation’s learning and development management personnel. And beyond that, the BIFM is also exploring the creation of a recruitment tool for use by organisations and recruitment consultants in assessing the professional level of an applicant. Hausmanis says: “All of these will be developed alongside employers and key stakeholders to ensure their effectiveness and delivery of value to organisations.” The standards have been created with FM industry stakeholders, experts and professional standards writer and forms a global competence model for the profession. The aim is for the standards to define the competences necessary to be a competent facilities management practitioner at all career levels, from a support role through to a strategic role. The framework provides a succinct view of the defined functional areas across the career levels and contains high-level statements of competence required of an individual. A handbook, available to BIFM members (download from www.bifm. org.uk/fmstandards) expands upon the high level competence statements contained within the framework, setting out the uses and purposes of the standards. The BIFM’s current CPD system is aligned to the competences set by the BIFM in 2009. These will continue to be used until the launch of the new BIFM website and CRM system, after which new tools and resources will be made available.


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Career level









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FM functional areas

Facilities management strategy

Information and knowledge management Develops knowledge management strategies and systems to support an organisation’s strategic facilities management vision Manages the use of information and implements information systems to improve business performance

Sector knowledge

Influences and promotes facilities management within and beyond the sector both nationally and internationally

Understands the changing role, scope and impact of facilities management and influences developments and trends

Monitors operational performance, reporting on progress and recommending improvements to processes and procedures

Uses information to support facilities management operations

Collects information to support facilities management operations

Understands the role and importance of facilities management within an organisation

Understands the structure of facilities management within an organisation

Complies with corporate social responsibility and sustainability policies in facilities management activities

Optimises opportunities to promote and integrate sustainable and socially responsible facilities management activities into business practice

Analyses the scope and impact of corporate social responsibility and sustainability, developing policies that optimise business opportunities

Influences the development of a corporate social responsibility and sustainability strategy

Understands the purpose of Understands the need for a strategy and carries out responsible and sustainable operational tasks as directed facilities management practices

Implements and evaluates a facilities management strategy, recommending adaptations to meet changing circumstances

Promotes the role, diversity Analyses and interprets and contribution of facilities information to make management in the wider business decisions environment

Establishes processes and procedures that enable the implementation of a facilities management strategy

Leads the development of a facilities management strategy that enables a business to achieve its overall strategic objectives

Develops facilities management strategy and}policy

Manages facilities management knowledge to add value to an}organisation Corporate social responsibility

Strategy and policy development

The role of facilities management

The Facilities Management Professional Standards Framework

Understands the purpose of policies and carries out operational tasks as directed

Contributes to the implementation of facilities management policies and procedures

Implements facilities management policies and procedures

Develops, manages and reviews facilities management policies

Evaluates the coherence and fitness for purpose of facilities management policies to deliver the strategy and meet legislative requirements

Facilities management policy



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Career level









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FM functional areas

Promotes the vision and leads strategic change and manages the impact on facilities management

Provides strategic motivational leadership to people development and influence corporate culture, values and behaviour Plans and motivates the facilities management workforce to meet organisational objectives and encourage innovation Resources, develops and motivates facilities management teams to achieve objectives that contribute to the delivery of an organisation’s strategy

Supervises and develops facilities management teams to achieve team objectives

Supports the achievement of facilities management team objectives

Directs and sponsors multiple facilities management projects, managing project relationships, interdependencies and risks

Defines and plans facilities management projects, building project teams and controlling project delivery to budget

Manages the delivery of facilities management projects to plans and targets and reports on progress and performance

Contributes to the delivery of a facilities management}project

Supports facilities management project activities as directed

Supports the implementation of change}positively

Monitors the impact of the implementation of change to facilities management services

Manages the implementation of change plans, supporting and influencing others to accept change positively

Plans organisational change, ensuring the continuing coherence of facilities management policies and processes

Risk management

Change management

People management

Project management

Follows facilities management procedures for health and safety, incident management and business continuity

Monitors and reports on health and safety, incident management and business continuity risk within their area of responsibility

Implements processes and monitors risk in compliance with an organisation’s risk strategy

Develops facilities management risk monitoring systems and processes

Develops and evaluates the effectiveness of a facilities management risk strategy in context of an organisation’s risk profile

Builds business resilience and contains business risk

Develops and manages a highly motivated and skilled facilities management workforce in a dynamic}environment

Understands the impact of legal, statutory and regulatory requirements within the facilities management function

Ensures that all operational tasks are carried out in compliance with all legislative, statutory and regulatory}requirements

Manages the implementation of facilities management policies and procedures that meet compliance}requirements

Develops and reviews facilities management processes and procedures that meet compliance}requirements

Develops and evaluates the effectiveness of facilities management policies to meet corporate governance obligations to comply with all legislative, statutory and regulatory


Business continuity and compliance

Leadership and management

The Facilities Management Professional Standards Framework CAREER DEVELOPMENT FM PROFESSIONAL STANDARDS


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FM functional areas

Manages and review the implementation of a maintenance strategy Manages maintenance contracts and programmes

Develops facilities management service delivery strategy and evaluates the effectiveness of alternative delivery models and their resourcing implications

Creates an operational plan to manage the delivery of a portfolio of facilities management services Manages and reviews the delivery of a range of facilities management services

Supervises the delivery of and monitors operational performance within their area of responsibility

Delivers facilities management services to agreed quality standards

Forecasts trends and facilities management market opportunities, encouraging creativity and embedding innovation within service provision

Identifies and exploits value-creating opportunities for innovation in facilities management products and}services

Identifies ways of adding value to existing and planned facilities management services and promotes services to existing and potential clients

Collects ideas and customer feedback on facilities service delivery, making suggestions for improvements to services or products

Identifies opportunity for continuous improvement

Carries out maintenance tasks as directed

Supervises maintenance tasks within a maintenance programme

Develops a maintenance strategy for a property portfolio

Building maintenance

Managing service delivery

Service innovation

Supervises the tasks needed to fulfil a space

Implements and reviews a space management plan for a building or group of buildings

Creates a space management plan for a corporate estate

Influences the development of a strategy for the use of the internal space of a corporate estate

Carries out tasks Carries out tasks relating to the supply as directed to and use of fixed achieve the space assets as directed

Supervises the deployment of fixed assets and updates fixed asset registers

Manages the implementation of plans for the use of property and assets, ensuring the fitness for purpose of properties

Develops an operational plan for the use of property and assets

Influences the development of a corporate estate strategy

Follows accessibility management procedures and practices and understands the impact of not providing an inclusive service

Ensures that the conduct of all operational tasks does not compromise access to and use of facilities and services

Implements and manages policies and procedures to ensure that facilities are accessible and usable by all and comply with ethical and legal requirements

Influences the design of facilities, develops and reviews accessibility management policies, processes and procedures and embeds inclusivity good practice in management decisions

Ensures that organisational strategy and management objectives embrace the fundamental principles of inclusivity and accessibility

Managing accessibility and}inclusion

Maximises and protects the value of property assets, manages accessibility and ensures their fitness for purpose

Delivers and innovates facilities management service solutions aligned with business objectives Property and asset Space management management

Property portfolio management

Business support services management

The Facilities Management Professional Standards Framework

Career level









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Career level









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FM functional areas

Creates and evaluates relationships with stakeholders, negotiating and resolving conflict

Influences and enhances relationships with stakeholders for mutual benefit

Develops and manages productive relationships with}stakeholders

Maintains productive working relationships with colleagues and customers

Maintains productive Meets agreed quality working relationships with standards in their area of colleagues and/or customers work

Leads the development of a customer-centric facilities management service/ organisation

Develops, implements and evaluates a facilities management customer service strategy

Evaluates performance against customers’ quality requirements

Supervises the delivery of a customer-centric facilities management service

Meets agreed standards in carrying out facilities management tasks

Applies the quality management principles to the delivery of facilities services

Manages and evaluates operational performance to achieve quality standards and encourage continuous improvement

Develops a quality-driven strategy for the delivery of facilities services

Carries out financial management activities as}directed

Manages operational budgets against targets, investigating and recommending action to address variances

Monitors the delivery of objectives against cashflow limits and budgets, reporting variances and preparing business cases

Informs the strategic business planning process and evaluates performance against budgets

Ensures financial probity and effective corporate governance, evaluates investment and incomegenerating opportunities

Financial management

Stakeholder relationships Quality management

Customer service Embeds a culture of quality into organisational processes

Optimises finance and IT resources

Fulfils customer expectations and quality requirements

Uses IT resources efficiently

Supports the use of IT to achieve efficiency in service delivery

Manages the use of IT to ensure effective service delivery and encourages the adoption of new}technologies

Manages the implementation of IT solutions and evaluates their impact on service delivery

Uses knowledge of developments in technology to Influence the facilities management aspects of an IT strategy

Information technology

Finance and IT

Quality management and customer service

The Facilities Management Professional Standards Framework CAREER DEVELOPMENT FM PROFESSIONAL STANDARDS


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FM functional areas Minimises the impact on the environment through sustainable practices and the efficient use of}resources Energy management

Creates value through procurement and contract management Contract management Develops a contract management policy, criteria and supplier performance management framework

Evaluates the effectiveness of suppliers and ensures value for money from contracts

Agrees client requirements and manages contracts and performance


Develops a procurement strategy and policies

Leads bidding and tendering processes and evaluates the effectiveness of a procurement strategy

Manages the procurement of products or services

Monitors and reports on the use of energy and water

Collects data on energy and water usage

Raises purchase orders for products, Monitors contractors to ensure services and supplies effective delivery of contracts

Raises purchase orders for products, Carries out contract management services and supplies tasks as directed

Audits energy and water usage and promotes their efficient use

Controls and conserves energy and water to reduce the impact of facilities management activities on the environment

Complies with organisational environmental policies and procedures

Collects, analyses and reports information on environmental and waste management issues

Manages systems to ensure that environmental standards are met and adopts sustainable practices

Implements the environmental strategy and evaluates its impact on an organisation

Influences an energy and water Influences the development of management strategy and evaluates a sustainable environmental its impact management strategy and policies

Environmental management


Procurement and contract management

The Facilities Management Professional Standards Framework

Career level









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Typical candidates Here are some example job titles as an indicative guide, but these may vary dependent on the role, job specification and location.

Professional FM Qualifications BIFM Qualifications in Facilities Management are flexible and individuals can start at any level; they do not have to work up through the levels.

Apprenticeships The BIFM Qualifications are also integral parts of the FM Apprenticeships.


Facilities Assistant / Office Assistant / Cleaner / Security personnel

Level 2 Qualifications in Facilities Services

Level 3 Qualifications in Facilities Management

Apprenticeship in Facilities Management Advanced Apprenticeship in Facilities Management

Membership grades BIFM’s Membership grades provide credentials to signify professional experience and credibility in FM.

Facilities Administrator / Coordinator / Office manager / Technician

Affiliate (no post nominals, unassessed grade) / Associate (ABIFM)

Associate (ABIFM)

Membership grades are awarded upon assessment of the level and length of experience through their career.

Supported through BIFM resources, communities, CPD Resources*: Members can access BIFM resources to support them in their roles and studies. From good practice guides, to the latest news, trends and hot topics.

My CPD tool*: Members can manage their own Personal Development Plan online, including recording and reflecting on CPD activities.

Communities*: Members can access BIFM’s regional communities and special interest groups, providing face to face and onine networking and information sharing.

*These areas are part of the BIFM membership benefits, some are available at a cost to 42| GUIDE TO CAREERS IN FM 2015

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Facilities Manager / Premises Manager / Contract Manager / Account Manager


Contract Manager / Area Facilities Manager / Area Director / Head of FM

Regional Director / Director of Estates / Head of Estates

Nb. As job role descriptions can very between countries and companies these are purely notional

Level 4 Qualifications in Facilities Management

Level 6 Qualifications in Facilities Management Level 5 Qualifications in Facilities Management

Level 7 Qualifications in Facilities Management

Higher Level Apprenticeships in Facilities Management

Member (MBIFM)

Member (MBIFM) / Certified (CBIFM) / Fellow (FBIFM)

Certified (CBIFM) / Fellow (FBIFM)

in facilities management and the qualifications held. They provide professional recognition at key stages as the individual progresses

and events all underpinned by our FM Skills Framework Training: BIFM Training provides 50 intensive and interactive short courses to choose from, including a set of core FM courses ranging from foundation to advanced level, as well as a range of specialist FM programmes.

Online CPD modules: Access online training modules in core business skills through BIFM Skillset. And introductory FM and H&S online modules.

Events: From free community CPD events regionally and nationally, to conferences and awards that are available at discounted rates.

non-members of the institute. The training and online CPD modules are available to members at a discount. GUIDE TO CAREERS IN FM 2015  |43

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TLC provides an outstanding training service to the UK’s elite organisations in the Facilities Management industry and would like to extend its services to likeminded, quality driven employers and individuals.

Services include: Bespoke commercial courses (BIFM levels 3-5) You and your staff will develop your skills in:

• Sustainability and CSR • Contract Management • People Management

Apprenticeship schemes (BIFM level 2) Your staff will develop their skills in:

• Customer Service • Teamwork and Communication • Key Performance Indicators

Young Apprenticeship Recruitment TLC will source, train and develop skills for your future workforce.

To discuss how the UK’s leading Facilities Management training provider can help you contact 01792 700611 for a free development consultation.

tlc-uk.org enquiries@tlc-uk.org 01792 700611

IMPACT Learning & Data Solutions Ltd. (Trading as TLC) Registered in England and Wales. Company Registration Number 05526370

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TLC Growing Your Potential

27/10/2014 11:29

PLANNING FOR PROMOTION Learn about the preparation and steps FMs take to get to the top of the profession

46 Reaching the top – how FMs awarded the title facilities manager of the year achieved their success

48 My big break - Brian Talbot, managing director, Interserve


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REACHING THE TOP – WHAT MAKES AN AWARD-WINNING FM? Each year the BIFM announces its Facilities Manager of the Year – individuals who have reached the pinnacle of their profession and have been judged as exceptional FM professionals by their peers. Here, three of the most recent winners talk about their work

Deborah Rowland Head of Property Asset Management, UK Ministry of Justice When Deborah Rowland was awarded the title of Facilities Manager of the Year in 2013, she was head of facilities management policy and strategy at the Government Property Unit. At the time, that meant responsibility for 7,510 buildings on the Civil Estate, of which 1,789 were classified as offices. Prior to Rowland being hired to help deliver efficiency savings across the central government on facilities management, there was no central FM team in place. “The scope of the task was to identify what we’ve got, identify what we’re spending and come up with a strategy to do it better, and that’s where I came in.” Before joining the Government Property Unit, Rowland had already proved her worth on a number of major projects, the most notable being on the project team behind the construction of Barclays’ iconic 1 Churchill Place building at Canary Wharf. Yet, like so many in FM, she fell into the career by chance as an assistant FM at L’Oreal, which wanted all-round administrative/organisation skills in a fastpaced reactive environment (“all the things I could do, though I hadn’t heard the term FM before,” she remembers). Later, when seeking her next role, Rowland became aware that people applying for FM roles were all surveyors, and all men. “And I thought, ‘I

can’t compete.’ That’s when I started doing my MSc in FM – and it snowballed from there. It was the real leapfrog into making FM a career.” Rowland then worked at the World Cargo Centre for British Airways, a 24/7 service that entailed meeting onerous service level agreements. “It was a challenging job,” says Rowland wryly, “but it formed part of my learning curve in FM.” Following a stint at Rentokil Managed Services she went on to join the newly created FM team at Barclays, which was moving for the first time into outsourcing its FM function. “I was responsible for the mobilisation and transition of all of contracts, and all the soft services specifications, data, reporting and helpdesk.” From there Rowland took up a project role for the construction of Barclays’ building at Canary Wharf – one of the highlights of her career. “It was a fantastic opportunity that you don’t get very often,” she says. “I was on the project team from inception to completion and mobilisation, and moving the people in, so I saw the whole project through.” Rowland’s experience with Barclays informs much of her thinking now on the development of the Government Soft Landings concept, which champions better outcomes for built assets during the design and construction stages. Her other priority is to be “evangelical” about FM – raising the profile of the profession in both the public and private sector. “I spend most of my time talking to people. You’ve got to give them a vision, show them a direction and best practice.”


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Head of Corporate Services, Channel 4 – and Chairman, British Institute of Facilities Management FM is increasingly about the people who use buildings, not the buildings themselves. And one person who has always had a focus on the people she both manages and provides services for is the 2010 Facilities Manager of the Year, Julie Kortens. As well as responsibility for the facilities management service at one of the nation’s highest-profile broadcasters, Kortens also took on the role of chairman of the BIFM this year. She’s been involved in plenty of volunteering roles in the past, and is a past chair of the BIFM’s Women in FM Special Interest Group. “When I got my first job in FM I was head of office and building services,” she recalls. “FM as a job title didn’t exist back then. In fact, I wasn’t allowed to use the term ‘facilities management’ because at Channel 4 facilities mean the studio was looked after by studio professionals. Now we (in FM) look after all of it.” Today, she deals with all of the broadcaster’s property

Wendy Cuthbert Global Head of FM and Acting Head of FM for Africa, Barclays Bank plc The 2012 Facilities Manager of the Year has been responsible for a major project to see FM services for the banking group’s entire 5,500 strong property portfolio move to a single outsourced service provider across the globe. Like many, Cuthbert came into facilities management by accident; but it’s the sheer scale of the projects she’s been involved with, and the innovation she’s overseen that has set her apart. She was previously a metals analyst for Lehman Brothers before becoming a research analyst at Newton Investment Management. In this role she was assigned to review the firm’s entire IT infrastructure, thrown into the deep end on a project she had to learn about from scratch. “It was a real baptism of fire, and all because I’d been identified as someone who could use a PC. Suddenly I was reviewing the mainframe systems that Newton’s used to manage clients’ investment portfolios.” She was subsequently appointed head of IT customer support, working with suppliers – “something I’ve enjoyed doing ever since.” Her pioneering work with suppliers was part of the reason for her award-winning success. “It’s a huge mental stretch trying to work something out from first principles, but I’ve always thoroughly enjoyed it,” she says. “It’s all about working with people to understand their requirements, then translating them into how you can deliver a product or service, or design a system, to meet their needs. With major projects it’s all about how you take it from planning status to a stage where the project delivers long-term benefit and becomes part of daily business life.” Roles as group IT director at the Swan Hill Group and J Sainsbury followed, including – after a stint as head of special projects and IT in the property division for the giant retailer – a review of the company’s FM provision. Cuthbert proposed that the best option was to outsource the FM service. She spent two years at Credit Suisse before joining Barclays in 2008. At the time of the FM of the Year award, she was responsible for more than four million square metres of space across the Barclays branch network, corporate offices, data and contact centres. “My skill is being able to simply describe complex technical solutions and translate them into everyday language. Equally, I can translate everyday requirements into complex solutions and make them appear easy.”


Julie Kortens

portfolio requirements, from compliance to sustainability and all stops in between. Kortens has responsibility for landlord/tenant obligations, hard and soft services, health and safety, archiving, corporate insurance and business continuity planning. Over the years, the role has expanded to include sustainability, staff engagement and community/ volunteering programmes. When Kortens proposed the laying of structured cabling at Channel 4, it was because Kortens and her FM team realised that the business could move forward with it. “After that particular project, people realised we knew what we were talking about – so then, people would give us everything because we were showing what a great job we did. “Why am I so passionate about FM? Because we’re the doers - we genuinely deliver.” Kortens is involved in Channel 4’s careers forums, where she explains to schoolage students the different roles within the business, with FM very much to the fore. She spent 15 years in an HR role and her message to anyone in HR considering a move across to FM is that HR skills make you a better manager, more aware of how to motivate people and of how to work together as a team. Kortens is a great believer in straight talking. “My team is all-important, every last one of them. I passionately believe in getting the best out of people by listening to them and their needs and wants. To get the best out of people you need to be honest and transparent, and that in turn makes them more sociable.”


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MY BIG BREAK – GETTING TO THE TOP Brian Talbot took the apprenticeship route to become the controlling mind behind an entire division of one the nation’s leading service providers

Brian Talbot Managing Director (Civil Government), Interserve Brian Talbot heads up an entire division at one of the largest service providers in the country. Starting as an apprentice with the Ministry of Defence, he has climbed the career ladder all the way to the very top. Brian Talbot is managing director, Civil Government, for support services provider Interserve. He is responsible for Interserve’s support services to the government, including healthcare support services to PFI and NHS trusts, as well as a range of local and central government departments, education and social housing facilities. The role comes after 30 years of work, gaining technical and strategic experience across a variety of roles in the industry, which gave him the skill set required to lead such a large part of the Interserve business. Talbot began his career as an apprentice with the Property Services Agency, with the Ministry of Defence. It covered a range of disciplines within the building services environment, such as

electrical engineering. He moved on to work as a service engineer in 1989 with the How Group (later acquired by Interserve). Here, he maintained heating, ventilation and electrical systems at an MoD site. He also spent time mobilising an outsourced engineering contract with BP.

experience. That’s something I’m very proud about. “As a service engineer, I saw that I could add influence and wanted to change things. “Coming up from that route has given me great grounding and experience at the coalface. Before you embark upon changing things, you must first of all know what it is you’re going to change and how it’s done, and how it should be done.” Talbot picked up skills in construction and commercial management through his time working with John Laing, working on defence contracts. Through his engineering and defence background, he moved on to business development, where he was part of the team which won an £800 million army training estate contract for Interserve’s joint venture, Landmarc. Talbot was well placed to chair boards of Interserve’s joint ventures Landmarc and Pride. He became managing director of Interserve Defence in 2006, using the knowledge he gained to form an integrated sector for the group and more than doubling its turnover.

Learning through experience

The next generation

“I left my apprenticeship and didn’t have a university degree, and still don’t,” says Talbot. “I’ve managed to reach a position of seniority without having the academic qualifications to back me up. I’ve supplemented that through ongoing training and

Today, Talbot is keen to give new FMs the opportunity to prove themselves – something which wasn’t as readily available when he was starting out. “When you’re young, you come up against the barriers of age versus experience, and the

perception that you can’t be young and have experience,” says Talbot. “It was maybe a cultural thing in those days; you had to build up a portfolio of experience before people gave you the opportunity. “Now, in a senior position, I make sure that it doesn’t happen. I go out of my way to encourage younger people that have the right drive and motivation and technical capabilities, to give them the opportunity. “You see a lot more younger people in senior positions these days. I never used to see a supervisor under 30 or 40.” Although young FMs might be ambitious, Talbot is eager to see them ‘go back to basics’ to understand what makes the business tick. “Learn skills from the shop floor first,” advises Talbot. “It means rolling your sleeves up and getting your hands dirty for a year or two.” DEVELOPMENT

Climbing the ladder Apprenticeship, Property Services Agency, MoD 1984-1989 ● Joined the How Group FM team 1989 ● Moved to a joint venture contract with John Laing Management on an MoD contract 1994 ● Moved into business development 1999 ● Joined the bid team at Landmarc Support Services, a joint venture between Interserve and PAE 2001 ● Promoted to director of operations, Landmarc 2003 ● Project director, Landmarc 2004 (later director and board chairman, 2005-2014) ● MD for its defence business 2006 Director and chairman of the board of Pride, a joint venture between Interserve Defence and SSE Contracting 2006 ● Managing director, civil government, at Interserve 2014 ●


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PROMOTION THROUGH TRAINING Read about first-hand experiences of training in facilities management, and how qualifications are put to use on a day-to-day basis

50 Case studies - developing a career in FM through training


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Works as: Reception supervisor at GDF SUEZ LNG UK Ltd Studied for: Level 4

GARY STORROW Works as: Regional maintenance surveyor at Marston’s PLC Studied for: Level 5

What is your current role and what does it involve? I am the maintenance manager for a portfolio of 234 public houses nationwide. I am responsible for compliance, reactive maintenance, health and safety, contractor management and procurement of supplier contracts. It’s a varied role and involves being a point of liaison between contractors and

What is your current role and what does it involve? My role is reception supervisor for a large international gas firm. I am based at the main reception within our London office, as such my role is quite varied. Firstly, there is the provision of reception/meeting room/ switchboard/concierge services alongside the two receptionists. I am responsible for designing, delivering and developing these services to ensure a smooth visitor experience for all who visit our offices or use our meeting rooms. I am also responsible for supervising the catering waiter and daytime facilities assistant, filling in for the office manager

when she is out of the office, sourcing and managing logistics, branded goods and stationary suppliers and fire/bomb evacuation procedures.

internal operations teams. I undertake site visits, manage environmental health-related works and project-manage specific initiatives such as asbestos abatement works. I host regular review meetings with contractors to discuss KPIs and service and negotiate rates to ensure the best available.

Surveyors. I am working towards becoming a chartered surveyor in the field of facilities management and surveying, so I am working towards undertaking the Royal Institute of Chartered Surveyors’ Assessment of Professional Competence.

What training have you undergone? I undertook the BIFM Level 5 Diploma in Facilities Management because it covered many of the subjects in my field and would back up my experience with a professionally recognised qualification that would help me progress my career. What kind of training do you expect to undergo in the future, and why? The BIFM level 5 Diploma has given me membership to the BIFM and also direct entry as an associate of the Royal Institute of Chartered

What training have you undergone? I left school with only GCSEs and since then the largest block of training I have undertaken is the BIFM Level 4 Diploma. Originally, I undertook the Level 4 Award and then continued on to complete the Certificate and subsequently the full Diploma. I have undertaken training including several internal courses in each company where I have worked. I am also a qualified fire

What do you expect your recent training to do for your future career? As I left school and did not enter university my training with BIFM has given me a professional qualification that further supports my knowledge and experience in the fields of facilities management and surveying. It has already helped me achieve promotion, as I will be shortly starting a new role as regional surveyor with Marston’s, a long-established, very reputable pub company. I used one of my BIFM assignments in building surveying in my interview, which helped me stand out from the competition.

warden and DSE assessor. What kind of training do you expect to undergo in the future, and why? My next piece of planned training is IOSH, as it seems to be a standard requirement in most office and FM roles. Once I have been in an office/facilities manager role for some time I then plan to do the BIFM Diploma at level 5 and/or 6. What do you expect your recent training to do for your future career? I think having the Diploma at level 4 shows my commitment to FM and is a good way to prove to potential employers that I have

What are your career ambitions? I would like to become a chartered surveyor in the fields of facilities management and surveying and will actively pursue this over the next five years in my new role. I hope this will open up more career opportunities longer term for me where I can look to develop myself further. How will you put what you’ve learned into practice? I will put what I have learned on this course into practice every day in both my maintenance manager role and regional surveyor role. I am a wellrespected individual in my current role and regularly have people from all over our organisation asking me for FM advice. My training has helped me become a more competent professional facilities manager.


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the professional knowledge and experience to undertake an FM role. I think that it makes me a substantially less risky hire than someone who is unqualified. What are your career ambitions? My plan is to go for a serious office manager role in a midsized office (approx 100 staff) and subsequently from that to a full building/facilities manager role and from that to a multi-site role as my career progresses. One of the things it is worth keeping in mind is that the BIFM qualifications are recognised internationally, so there is scope to use this anywhere in the

world, which has really opened up the opportunity for me to work abroad. How will you put what you’ve learned into practice? I have begun to put into practice what I have learned while doing the Diploma in a variety of ways, such as improving the measurement of our delivery of service through the identification of the correct metrics to let me set our KPIs. I’m looking forward to putting more into practice in the future and making a difference not only to people’s working environment, but also the company’s bottom line.

ANDI FORREST Works as: General manager at Bishop Auckland Hospital, County Durham, for ISS Facility Services Studied for: Level 5

What is your current role and what does it involve? We provide total FM across the hospital on site, from domestic services to estates, including hard and soft FM. What training have you undergone? I have done short courses on everything from health and safety, HR and procurement to residential courses on fire risk assessment. After completing an FdA in Facilities Services at Sheffield Hallam, I also went on to do BIFM Level 4 and 5 Diplomas in FM. What kind of training do you expect to undergo in the future, and why? I’ll do a BA (Hons) in FM at Hallam and I will also be doing my Level 6 BIFM course. It’s a one-year course for people who have completed the FdA and want to gain a degree. It looks at factors affecting FM, giving an understanding of how these issues can affect your organisation.

JAMES DUCATEL Works as: Space management co-ordinator Studied for: Level 4

What is your current role and what does it involve? I currently carry out office moves and various other facilities-related work. My job title is space management co-ordinator.

What kind of training do you expect to undergo in the future, and why? I would be interested in undertaking additional courses, however, all of the training that I undertaken has been self-funded.

What training have you undergone? I have completed the Level 4 BIFM Certificate and Diploma, I have also completed the IOSH managing safety.

What are your career ambitions? I hope that as a full BIFM member and with my experience I would be able to carry out the role of facilities manager.

What do you expect your recent training to do for your future career? I think it provides a more rounded appraisal of your role, offering different ways of thinking and teaching you how to adopt different strategies to problems you may face. I’ve learned how to reflect on things, taking time to look at what we’ve done from all angles with a view to improvement. What are your career ambitions? I want to progress to become either an account director or a divisional director and learning on these courses has given me the knowledge and the confidence to go forward. The hard work I’ve put in has been worth it. At the end of the BA and Level 6 I will probably have to move on, but I’m ready for that – things have all synced together. How will you put what you’ve learned into practice? By continuing to develop services delivery and customer relationships as far as possible. GUIDE TO CAREERS IN FM 2015  |51

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MORGAN LEE LEWIS Works as: Area surveyor at Coventry City Council Studied for: Level 5

What is your current role and what does it involve?


Works as: Senior operations manager at Jones Lang LaSalle Studied for: Level 5

What is your current role and what does it involve? Operations manager UK (South) – hard service manager on an International Blue Chip FMCG company account. I’m responsible for hard service deliverables for

I am an area surveyor in the property asset management department for Coventry Council. I manage a varied commercial property portfolio that includes multi-tenanted office accommodation, industrial estates and shopping precincts. An important part of the role is managing the upkeep of these estates and buildings along with ensuring the FM service is first-class whilst demonstrating value for money to service charge paying tenants. I’m also responsible for planned maintenance contracts to primary schools that buy services from the council.

What training have you undergone?

Legionella awareness and fire safety. Alongside this training and for my own professional development, I undertook the BIFM Level 5 Diploma in FM.

I undertook will equip me with the knowledge to progress my career in the natural direction of obtaining formal member status of BIFM.

What kind of training do you expect to undergo in the future, and why?

What are your career ambitions?

Looking to the future, our team’s training requirements will see us update our knowledge on the expected changes to the CDM regulations. We will also be undertaking another BIFM training course such as managing projects, and in my own time I plan to continue my own professional development by obtaining a formal health and safety qualification.

We as a team have completed the BIFM two-day training course on the essentials of property management, asbestos awareness,

What do you expect your recent training to do for your future career?

a multisite organisation near Heathrow. I have a staff of 14 engineers and service contracts with several specialist providers.

future, and why? I am just completing a C&G AutoCAD course and am looking next to conduct an engineering Master’s degree. The ultimate aim is to become a chartered engineer. I have also considered a higher BIFM qualification.

What training have you undergone? I am Ex-Royal Navy and during my resettlement period I completed the BIFM Level 4 Certificate. This was instrumental in securing my first civilian role as the engineering manager for an international investment bank in the City. I was approached by FM Tutor to conduct the Level 5 Certificate, which I have completed with support from my previous and existing employers. I recently achieved the NEBOSH General Certificate and the LEED Green Associate through my current employer. What kind of training do you expect to undergo in the

I expect that the recent training

What do you expect your recent training to do for your future career? The Level 4 BIFM courses enabled me to understand the wider issues with FM, particularly in the strategy, HR and soft service management. The Level 5 qualification enabled me to take a deeper dive into the FM disciplines and has enabled me to contribute at a more strategic level within my company. Also, by pure chance, as I took the Level 5 modules the special projects I was working on really complemented my studies.

Coventry City Council will soon be relocating its head office to a new bespoke building. This is a major project that will see the council move to a new home and a new way of working with a reduced headcount. My future career ambitions are to be part of this new-look organisation with a role that contains more responsibility.

How will you put what you’ve learned into practice? By exposing myself to new experiences in our organisation so I can use the knowledge gained from the training.

What are your career ambitions? I am working towards my CEng. I have been with my current company for 18 months and it has both L&D and talent development programmes. I am looking to advance my position within the business towards an EMEA or global role, predominantly within hard services delivery. How will you put what you’ve learned into practice? The BIFM strategy and HR modules were invaluable when my company conducted a European hard services selfdelivery project which involved TUPE, service and supplier contract negotiations whilst providing a seamless service to the client. I have been already involved in space planning, utility contract negotiations and energysaving projects.


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COMPANY PROFILES Read this section to learn more about the organisations and education establishments that employ, recruit and train FMs

54 FM service provider profiles

59 Further education and training providers

64 Recruitment agencies

65 Reference sources - links to further FM material online


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Supporting 53,000 employees through their career journey

We are a global support services and construction group, with a workforce of 84,000 employees worldwide. Of that, 53,000 employees are working within support services to deliver facilities management services across client sites every day. From retail stores and commercial buildings to nuclear environments and government estates, there are many options, and many pathways. 6RLI\RX¡UHQRWVXUHZKDWUROH\RX¡UHORRNLQJIRURUZKHUH\RXÀWLQ we most likely have a solution. It’s our people that make Interserve what it is; our success is our people’s success. That’s why we are committed to supporting our people through their career. &KRRVLQJDFDUHHUSDWKZD\FDQEHGLIÀFXOWQRPDWWHUZKDWVWDJHRI life you’re at. Facilities management offers such diversity, not only

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across roles and responsibilities, but also across sectors, and even countries. With the diversity of our service delivery, client portfolio and geographical locations, it makes good business sense to have such a strong learning and development culture across our business. Through our many internal training and mentoring opportunities, as well as funded and partly-funded learning, there is always a pathway for career progression; it’s just a matter of deciding which one to commit to.

www.interserve.com 27/10/2014 11:30


INTERSERVE One of the world’s leading support services organisations, Interserve’s 84,000 workforce delivers a wide range of FM solutions across the UK and internationally.

COMPANY DETAILS Company name: Interserve Address: Capital Tower, 91 Waterloo Road, London SE1 8RT Telephone: 020 7902 2000 Website: www.interserve.com Email:


nterserve is one of the world’s leading support services and construction companies. Our vision is to redefine the future for people and places. Everything we do is shaped by our core values. We are a successful, growing, international business; a leader in innovative and sustainable outcomes for our clients, and a great place to work for our people. From cleaning and maintenance through to security and manufacturing, we deliver single-service, integrated and total facilities management solutions to our clients across the UK, Europe and Middle East. Financial, retail, pharmaceutical, technology, military, health, government, housing, banking, industrial – whatever the environment, our people work side by side with our clients, sharing knowledge to deliver the next generation of facilities management solutions. Approaching every aspect of our service delivery with this rare intelligence allows us to see the bigger picture, enabling us to innovate and develop unique solutions. And it all starts with our people. We make sure our people are our clients’ people – embedding in their culture and being responsive to them and their customers. Whether you experience Interserve through a work experience programme, apprenticeship or graduate programme, or become part of the Interserve team delivering frontline services, we are committed to developing individual career pathways – offering stability, development and success wherever our people are in our business, and in life. Our dedication to developing our people is evident in recent industry awards, with highlights such as BIFM’s winner for Learning and Development and ECTIB’s Apprentice of the Year, as well as becoming a BIFM-recognised centre for industry learning and development and our self-operated training centres across the UK. We have also supported more than 500 employees through NVQs and apprenticeships, and this number continues to grow. Thinking ahead to stay in front, we are developing the next generation of skills to continue moving the facilities management industry forward. To ensure that you are a part of this journey, visit our website today and find out how you can become a part of the place where people want to work.

info.support@interserve.com Locations: UK and international Number of employees: 84,000 globally Number of vacancies: Various – for all opportunities visit www.interserve. com/work-with-us Major clients: Alliance Boots, BBC, Defra, Dairy Crest, Exterion Media, Foreign and Commonwealth Office, Leicester, Leicestershire and Rutland NHS Trust, Nissan, University College London Hospital NHS Foundation Trust, University of Sussex, Xerox. Areas of work offered: A complete range of roles from cleaning, maintenance and security to management, business development, administration, finance and procurement. Work experience offered: Workplace based experience is offered for 14 to 19 year olds. Employee training funded: All our employees have the opportunity to develop an individual professional development programme in consultation with their line manager, with role related courses being fully or partly funded dependant on their role and requirements. Other benefits: From the flexibility offered to you through the Interserve pension scheme to tax savings on childcare vouchers, we will aim to make your benefits package as rewarding as your career with us. How to apply: For all your career opportunities visit www. interserve.com/work-with-us


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DON’T JUST MAKE A LIVING. MAKE LIVING BETTER. Visit johnsoncontrols.com/careers for your opportunity to make an impact

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COMPANY DETAILS Company Name: Johnson Controls Address: Tower 1, Royal Pavilion, Wellesley


ohnson Controls is a leading global multi-industrial corporation with established core businesses in automotive, building and energy storage and approximately 170,000 employees working in 150 countries. Wherever they live, work or travel, people across the globe are touched by our products and services. Our customers trust us to deliver solutions that anticipate and keep pace with their evolving needs.

Road, Aldershot, Hampshire, GU11 1PZ Telephone Number: 01252 346450 Contact: Talent Acquisition Team Website: www.johnsoncontrols.com

Our specialist FM business, Global WorkPlace Solutions, manages more than 1.8 billion square feet of commercial real estate for some of the world’s largest and most successful companies. We help them operate and maintain every asset and building in their portfolios from heating to air conditioning units, data centres to laboratories, petrol stations to refineries, and offices to reception.


Our people make this possible. We employ everyone needed to deliver the best customer experience – from engineers, technicians, receptionists and cleaners, to financial whiz kids and Account Directors – and we invest in them so that together we can succeed.

Number of vacancies:

We embrace diversity, reward hard work and have a collective passion to make an impact. From managing many of the world’s most iconic buildings to supporting all major automakers, the breadth of our opportunities empowers you to chart your own path. In an environment that is constantly evolving, we set the foundation for you to grow and create a career as unique as you are.

ukcareers@jci.com Location: Locations globally Number of employees: 170,000 Around 1,000 globally Major clients: Shell, BP, IBM, GlaxoSmithKline Areas of work offered: Facilities management, engineering, consulting, projects, real estate Work experience offered: Not currently Employee training funded: Yes

Don’t just make a living. Make living better. Learn more about us at www.johnsoncontrols.com

Starting salary in region of: Competitive, and dependent on position Other benefits: Pension, healthcare, health insurance, holidays, company car (depending on role) How to apply: Visit www.johnsoncontrols.com/careers and apply online via our careers pages


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SERVICE PROVIDERS Company name: Interserve Address: Capital Tower, 91 Waterloo Road, London SE1 8RT Website: www.interserve.com Email: info.support@interserve.com A complete range of roles from cleaning, maintenance and security to management, business development, administration, finance and procurement. All our employees have the opportunity to develop an individual professional development programme in consultation with their line manager, with role related courses being fully or partly funded dependant on their role and requirements. For career opportunities, visit www.interserve.com/work-with-us

Company name: Johnson Controls Address: Tower 1, Royal Pavilion, Wellesley Road, Aldershot, Hampshire, GU11 1PZ Website: www.johnsoncontrols.com Telephone: 01252 346 450 Contact: Talent Acquisition Team Email: ukcareers@jci.com Johnson Controls is a leading global multi-industrial corporation with established core businesses in automotive, building and energy storage and approximately 170,000 employees working in 150 countries. Wherever they live, work or travel, people across the globe are touched by our products and services. Our customers trust us to deliver solutions that anticipate and keep pace with their evolving needs.

Company name: Sodexo Address: One Southampton Row, London, WC1B 5HA Website: www.uk.sodexo.com Telephone: 020 7404 0110 Contact: Katherine Mather Email: katherine.mather@sodexo.com Sodexo is a company focused on people, whether that is its employees or its customers. Investing in our people and services is a way of life at Sodexo. As one of the world’s largest employers we offer training and support to ensure our employees achieve their potential and we are the only company in the world to integrate a complete offer of innovative services, based on over 100 professions. It’s what makes Sodexo so different — and successful.

Founded and led by Martin Pickard, FM Guru is a team of senior facilities management consultants and trainers with extensive experience of operating at top levels in major organisations around the world as both FM customers and service providers. The FM Guru team provide advice, support and inspiration to those involved in facilities management through consultancy, project support and bespoke training courses working for both facilities clients and service providers. For many years, the FM Guru team has been writing articles, preparing handouts for training courses and giving tips and advice to those involved in facilities management. A small selection of the material they have produced is

For the latest news, deals, debates and best practice features, visit:

www.fm-world.co.uk www.twitter.com/FM_World www.twitter.com/BIFM_UK www.bifm.org.uk

provided on the FM Guru website in the hope that people will find them useful. These resources are provided as a contribution to the development of professional facilities management and for your personal learning and development activities. Please feel free to look around. Martin Pickard Managing Director FM Guru Training & Consultancy Advice, Support & Inspiration



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BUILD YOUR CAREER IN FACILITIES AND PROPERTY MANAGEMENT AT THE UNIVERSITY OF WESTMINSTER Facilities and Property Management MSc Why Westminster? • Study full-time, or part-time alongside your work • RICS accredited course and access to BIFM membership • Study at our newly refurbished Marylebone Campus in central London, one of the most dynamic property markets in the world • This professionally-orientated course focuses on real-life situations and practical examples • Excellent networking opportunities and employment liaison Contact us Course Enquiries: course-enquiries@westminster.ac.uk Course Leader Andrew Youens: youensa@westminster.ac.uk


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Find out more at our Postgraduate Information Evenings 12 November 4 March 2015 and 10 June 2015 4 March 20152014, and 10 June 2015 Register online at westminster.ac.uk

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+44 (0)20 7404 4440 info@bifm-training.co.uk | www.bifm-training.com

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Qualifications in Facilities Management

FM Tutor is an award winning specialised education business, helping to raise the professional competence of facilities managers. We run educational programmes for both individuals and clients. Based in Hampshire, we can provide courses nationwide and across EMEA. Whatever your needs, ambitions and learning plans, we can help you to realise your potential. Our courses are flexible. Our tutors are passionate about FM. Our fees are competitive.

Transferring from another industry or role into FM? Seeking a promotion at work? Applying for a new job in the FM sector? We offer flexible study programmes in BIFM levels 3, 4, 5, & 6

ˆ ˆ ˆ ˆ ˆ ˆ

Workshop / distance or blended learning options available You can join our courses at any time Our study programmes are tailored to your needs We provide dedicated tutorial support for each learner We provide comprehensive learning materials Our tutors are experienced FM practitioners

Contact us and we'll guide you to make the right choice to suit your needs, your budget and your time available.

: 01252 812893

: enquiries@fmtutor.co.uk


Approved by MoD in support of the ELC scheme



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BLUE - EYE TRAINING Be part of the success story and learn with the team that makes it happen.

COMPANY DETAILS Provider name: Blue-Eye Training Address: 68 Kings Mede, Horndean, Waterlooville, PO8 9TH Website: www.blue-eye-training.co.uk


he Blue-Eye Training team of tutors started running facilities management qualifications in 1994 and as part of the largest public utilities training company in the UK, had the back-up and support of a wide network of facilities professionals, consultants and tutors. Blue-Eye Training took over the qualifications programmes and to date have helped over 400 people to get the qualifications they want and need to be effective in their jobs and to enhance their career progression.

Advice and Options We’d like you to be part of the success too, and we will help you choose the best course for your needs. We can advise on a one to one basis, help you with a course suitability check, support you with course information and be there to talk about your needs.

Getting the Edge Gaining a facilities management qualification will: ● Improve your knowledge ● Help you become more efficient in your job role and improve your confidence ● Make you a better manager ● Enhance your career prospects.

Tuition Provider Choice When looking for the right qualification, look for a tuition provider with: ● 20 years experience in running facilities management qualifications ● A no-nonsense approach to learning ● Class sizes which make learning effective (we make sure you won’t be lost in the crowd and you will get personal tuition as you learn) ● Exceptional student pass rates for moderated papers (100% since 2011) ● Tuition materials which are tailored for each qualification (printed and bound for classroom learners, provided electronically for distance learners) ● Assessment techniques workbooks and workshops ● Tutors who will be on hand to coach and mentor you on a one-to-one basis ● A dedicated Student Support Manager who looks after your learning programme.

The easiest website to navigate as you search for FM qualifications information Telephone: 02392 363 397 Contact: Gavin Horrocks or Sue Potter Email: enquiries@blue-eye-training.co.uk Courses offered: Workshop classes for the BIFM Level 3 & Level 4 at Award, Certificate and Diploma Distance learning, self study option for the BIFM Level 3, Level 4 or Level 5 at Award, Certificate and Diploma options Locations: Newbury or at your own site for groups of 6 or more (ask for details). Entry requirements: No pre-requisite requirements, but we will help you choose the most appropriate course to suit your needs, management position, experience and aspirations. We have an online course suitability checker which takes just 2 minutes to complete. How to enrol: Call 02392 363 397, or access online booking forms from the website (address above). Talk to us: Our dedicated Student Support Manager and Tutors will guide and advise you. Type of study offered:

Methods of Learning Via workshop attendance (Levels 3 and 4) ● Via self study, distance learning (Levels 3, 4 and 5) ● A blend of both, according to your needs (Levels 3 and 4). ●

Workshop attendance (if this is your chosen learning style) is just one day in every six weeks, on average; though some sessions are two-day events. You will not have to take too much time out from your busy workplace to study with us.

Convenience Workshops are held in the Business Centre of the Regency Park Hotel at Thatcham in Newbury (the crossroads of the M4 and A34); easy to get to by road or rail (just an hour from Paddington station). Accommodation is available if required.

Classroom workshops (typically one day every six weeks)/ Distance learning / Blended learning. Prices: Competitive and great value for money. Payment instalment schemes are available. Discounts: Discounts are available for group bookings and also to our many corporate clients. Ask if your company qualifies. Rates differ between programme types, but ask and we will find you the best pricing options.


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EDUCATION AND TRAINING PROVIDERS Provider name: The University of Greenwich Address: School of Architecture and Construction, The University of Greenwich, Avery Hill Campus, Avery Hill Road, London SE9 2PQ Website: www.grenwich.ac.uk Telephone: 020 8331 9304 Contact: Mark Mulville Email: m.mulville@gre.ac.uk Courses offered: MSc Facilities Management MSc Real Estate MSc Project Management

Provider name: Blue-Eye Training Address: 68 Kings Mede, Horndean, Waterlooville, PO8 9TH Website: www.blue-eye-training.co.uk Telephone: 02392 363 397 Contact: Gavin Horrocks or Sue Potter Email: enquiries@blue-eye-training.co.uk Courses offered: Workshop classes for the BIFM Level 3, Level 4 at Award, Certificate and Diploma options. Distance learning, self-study option for the BIFM Level 3, Level 4 or Level 5 at Award, Certificate and Diploma options.

Provider name: Sheffield Hallam University Address: City Campus, Howard Street, Sheffield, S1 1WB, UK Website: www.shu.ac.uk Telephone: 0114 225 2820 Contact: Mel Bull (Postgraduate)/Ian Ellison (Undergraduate) Email: m.bull@shu.ac.uk/i.ellison@shu.ac.uk Courses offered: Certificate (BIFM level 4 Diploma) Facilities Management Foundation Degree (BIFM level 5 Diploma) Facilities Management BA (Honours) Facilities Management Postgraduate Certificate/Postgraduate Diploma/MBA in Facilities Management BIFM Level 7 Certificate in Facilities Management BIFM Level 7 Diploma in Facilities Management

Provider name: College of Central London Address: Frazer House 32-38 Leman Street, London E1 8EW Website: www.central-college.com Telephone: 020 7173 6054 Contact: Nicolas Kailides or Julian Burton Email: fm@central-college.com Courses offered: BIFM Level 4/5/6 Award/Certificate/Diploma with industry specialised tutors. Courses are generally evening based, but can be delivered during day or tailored to suit organisational needs.

Provider name: Westminster Kingsway College Address: Regent’s Park Centre, Longford Street, London NW1 3HB Website: www.westking.ac.uk/FM central London’s College Telephone: 0870 060 9800 Email: courseinfo@westking.ac.uk Courses offered: Level 1, Level 2 and Level 3 training programmes, BIFM Level 4 Award, Certificate and Diploma and Foundation Degrees

Provider name: Liverpool John Moores University, School of the Built Environment Address: LMJU, Byrom Street, Liverpool L3 3AF Website: www.lmju.ac.uk or www.lmju.ac.uk/BLT/afm/122882.htm Telephone: 0151 231 2777 Contact: Faculty of Technology & Environment Email: taeadmissions@lmju.ac.uk Courses offered: Msc Applied in Facilities Management


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SHEFFIELD HALLAM UNIVERSITY Discover tomorrow’s you with a facilities management qualification

COMPANY DETAILS Provider name: Sheffield Hallam University Address: City Campus, Howard Street, Sheffield, S1 1WB, UK Website: www.shu.ac.uk Telephone: 0114 225 2820 Contact: Mel Bull (postgraduate)/Ian Ellison (undergraduate) Email: m.bull@shu.ac.uk/i.ellison@shu.ac.uk


hether you’re currently managing in-house or outsourced facilities, or providing facilities management services to other organisations, our courses can improve your career potential – so you can discover tomorrow’s you. At Sheffield Hallam University you can study the only MBA in Facilities Management in the country. Or you can choose from our part-time undergraduate degrees. All courses are delivered parttime by distance learning and block study.

Recognised qualifications We are a recognised BIFM centre. On achieving the Certificate or Foundation Degree in Facilities Management, you will also gain the respective level BIFM Diploma in Facilities Management as part of your course. After completing the foundation degree you will be eligible to progress onto the BA (Honours) Facilities Management top-up. We also deliver a successful BIFM Level 7 Certificate and Diploma in Facilities Management, which forms a pathway to the MBA in Facilities Management. Plus there are opportunities for higher level apprentices with our Foundation Degree in Facilities Services. In addition, we deliver leading-edge and bespoke accredited education, plus consultancy, training and development which includes Insights Discovery, MBTI and RocheMartin Emotional Capital.

Expert teaching and research We have some of Europe’s leading experts in facilities management, applying the latest strategic thinking in their field.

Ninety per cent of our staff have worked in or with industry, and we combine their expertise with the long-term strategic thinking that comes from our academic research.

Courses delivered by Sheffield Business School Our facilities management courses are delivered by Sheffield Business School (SBS), which is part of Sheffield Hallam University. In everything we do at SBS, we try to make a difference to the world around us. We prepare our students for the workplace, making sure they hit the ground running with the knowledge and skills that employers want. Through our research we create the latest understanding of how to grow organisations and manage people in a range of business sectors. And we use our expertise to transform individuals, businesses and organisations through consultancy, training and partnerships.

What our students say ‘The tutors have been outstanding throughout the course and have always been more than willing to offer and give support whenever requested. ‘The knowledge and experience I have gained has had significant impact in terms of my career. The newfound ability to operate at a greater strategic level, to use appropriate business language and demonstrate senior leadership behaviour has facilitated rapid advancement in terms of career position and remuneration. ‘I strongly recommend the course and the study at Sheffield Hallam University.’ Gary Pyle, MBA Facilities Management graduate working for an outsourced service provider

Locations: Sheffield Hallam University City Campus Courses offered and entry requirements: • Certificate (BIFM Level 4 Diploma) Facilities Management • Foundation Degree (BIFM Level 5 Diploma) Facilities Management Entry requirements – Typically one A level or experience of working in facilities management at a supervisory or management level. • BA (Honours) Facilities Management (top up) Entry requirements – You need to have completed the Foundation Degree in Facilities Management. • MBA/PgDip/PgCert Facilities Management Entry requirements – A first degree or relevant managerial and operational experience. We assess all applicants on merit and we can advise you about this. • BIFM Level 7 Certificate in Facilities Management – A first degree or relevant experience. • BIFM Level 7 Diploma in Facilities Management – A first degree or relevant experience. How to apply and course dates: • The certificate starts in June and November. You study part-time, typically for 18 months. You attend five teaching blocks. • The foundation degree starts in June. You study part-time, typically for 14 months. You attend five teaching blocks. • The BA starts in October. You study part-time, attending three study blocks over one year. • The MBA/PgDip/PgCert starts in October, although there are opportunities to join throughout the year. You study part-time, typically for three years, in four one-week block sessions per year. • BIFM Level 7 Certificate – various dates, please contact us for details. • BIFM Level 7 Diploma – various dates, please contact us for details. To apply, please complete the application form available at www.shu.ac.uk/study/form Type of study offered: Part-time – see above.


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RECRUITMENT CONSULTANCIES Company name: Beach Baker Property Recruitment Address: 18 Soho Square, London, W1D 3QL Website: www.beachbaker.co.uk Telephone: London 0207 025 8123, Bristol 0117 985 6909, Leeds 0113 357 1475 Email: info@beachbaker.co.uk Beach Baker Property Recruitment is a leading professional recruitment and headhunting consultancy for the property sector. Our experienced facilities management team have specialist understanding across all levels within the facilities industry, from facilities coordinator to facilities director. The team deliver both permanent and temporary solutions and operate across the UK and internationally. Our dedicated and passionate consultants focus on attracting only the best candidates from both the passive and active markets.

Company name: Catch 22 Address: 36-38 Botolph Lane, London, EC3R 8DE Website: www.c22.co.uk Telephone: 020 7220 8900 (London) or 0113 242 8055 (Leeds) Email: london@c22.co.uk or leeds@c22.co.uk

Provider name: Cobalt Recruitment Address: Manor House, 21 Soho Square, London W1D 3QP Website: www.cobaltrecruitment.co.uk Telephone: 020 7478 2500 Contact: Claudio Rojas or Ryan Coombs Email: info@cobaltrecruitment.com Cobalt recruits for permanent and temporary FM professionals at all levels of seniority within the FM market with Operations and Contract Management being our core strengths. We work with major service providers, managing agents, as well as specialist consultancies and we also handle client-side roles. To discuss your next career move, please don’t hesitate to get in touch.

Company name: Green & Kassab Recruitment Address: Global House, Portland Square, Portland Road, Worthing, West Sussex BN1 1QH Website: www.gkrecruit.com Telephone: 01903 234134 Contact: Nick White Email: nick@greenkassab.com Honesty, integrity, delivery. We offer a bespoke service in facilities management to public and private sector organisations. Our highcalibre candidates are fully referenced and available for all levels of permanent and interim contract opportunities. We are on the preferred supplier’s lists for large FM providers and on two national public sector contracts: Government Procurement Service and Health Trust Europe. We are able to provide you with specialist vacancies that you won’t find anywhere else.

Company name: The Management Recruitment Group Address: Providian House, 16-18 Monument Street, London EC3R 8AJ Website: www.mrgpeople.co.uk Telephone: 020 8892 0115 Contact: Michael Hewlett Email: michael.hewlett@mrgpeople.co.uk Our team of Specialist Recruiters, currently 45 strong (with an average of 11 years’ experience) provide the full range of campaign solutions including Search and Selection, Advertised Search and Interim appointments. We partner with public sector bodies (higher education, NHS, social housing & public attractions), corporate real estate end users and the UK’s leading service providers. Niche specialisms include Bids & Marketing, Project Management and Health & Safety. Offices in London, Twickenham and Manchester.

Company name: Michael Page Facilities Management Address: Birmingham, Bristol, Nottingham, Leeds, Manchester, London Website: www.michaelpage.co.uk Telephone: 01212 309421 or 07887 731593 Contact: Richard Insley Email: richardinsley@michaelpage.com Michael Page Facilities Management specialises in the recruitment of FM professionals from junior management to board level across the UK. With a network of regional offices our specialist consultants are ideally placed to provide a tailored and consultative service. Covering all areas of FM and building services, we recruit successfully for FM service providers, in-house property & FM functions, property management companies and consultancies.

Catch 22 has been helping clients and candidates get together since 1982, so you can be sure that we have the right resources whether you’re looking to fill a key role or you’re hunting for the next important career step. Our expert team handles a broad range spectrum of job briefs across facilities and property management operations, including permanent, contract and interim assignments. Our goal is your satisfaction so we listen carefully to what you want and then suggest the best possible opportunities to suit you.


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The BIFM publishes a series of guides covering many aspects of FM. A range of titles is available free to BIFM members, and priced at £19.99 each for non-members.

Paxman, D, 2007. Facilities Management in Practice Describing FM at the coal-face from the perspective of one of FM’s pioneers, it was written to help people on both sides of the commercial fence to gain a better understanding of FM solutions.

● Benchmarking ● Building

Controls & BEMS ● Business Continuity ● Commercial Removals ● Customer Care ● Energy Audits ● FM Procurement ● Implementing a Sustainability Policy ● Inclusive Access, Disability and the Equality Act ● Procuring and Running Catering Contracts ● Procuring and Running Cleaning Contracts ● Procuring and Running Guarding Contracts ● Recycling & Waste Management ● Refurbishing Office Interiors ● Risk Management ● Security Management ● Selecting FM Software ● Space Planning & Management ● Vacant Property Management www.bifm.org.uk/ goodpracticeguides

Nutt, B and McLennan, P, 2000. Facility Management: risks and opportunities This book helps to build up a distinctive body of FM knowledge and practice. It examines the key issues – from PFI to e-commerce – with expert opinions from major players in FM.

Martin, D., 2011. The A-Z of Facilities and Property Management This reference work covers all aspects of facilities and property strategy, administration and control, backed up by a wealth of practical suggestions.

Shine, B., 2011. Maintenance and Facilities Management This book provides key multifunctional engineering building blocks required for implementing maintenance and FM. It is an accumulation of more than 30 years of ‘on the job’ multidisciplined general engineering knowledge and is a synopsis of the expert training gained.

Barrett, P. and Finch, E., 2013. Facilities Management: The Dynamics of Excellence The two previous editions have become established as key sources for all FM courses and forward thinking FMs, providing a strong blend of research–informed opportunities and balanced advice. This third edition builds on these foundations.

Wiggins, J, 2013. Facilities Manager’s Desk Reference This second edition, designed to assiar the busy facilities manager, covers hoth hard and soft FM issues with a clear practitioner perspective. It also serves as a useful overview for students studying for their professional and academic qualifications in FM.


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FURTHER READING FM WORLD GUIDES ORGANISATIONS SOCIAL MEDIA The FM World salary survey identifies trends in salaries, benefits, training and qualifications in the sector, while giving an insight into how FM professionals feel about their industry.

THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT If you are new to FM and considering it as a possible career, the BIFM is the place to start. Get professional recognition and access to networking opportunities and knowledge resources in addition to many other advantages. www.bifm.org.uk

The FM World Buyer’s Guide is a source of suppliers to the industry. www.fm-world.co.uk/resources/ buyersguide


ONLINE Website Every working day, FM World’s news team publishes the latest news about the sector. You can also use the site to find out about specific FM topics, events and best practice, as well as feature articles on FM matters. www.fm-world.co.uk

RICS is the world’s leading professional body for qualifications and standards in land, property and construction. Graduates with degrees approved by RICS and who have relevant employment experience can become chartered surveyors within the facilities management faculty by completing the RICS Assessment of Professional Competence (APC). This work-based training scheme usually lasts for two years. www.rics.org/

● FM World Think Tank Join the

debate, including the fortnightly FM World poll question. www.tinyurl.com/fmthinktank

Read the news stories and comments here, and join the debate. www.twitter.com/fm_world

#Hashtags Keep in the loop with the debates on twitter. Search any of the following hashtags, but note that some are specific to events taking place in the sector and are date specific. #fm #facman #BIFM #facilities #facilitiesmanagement #workplacedesign #BIM #ThinkFM #WorkplaceFutures Subscribe to our Twitter lists, regularly updated, to keep up with the FM Twitterati: Various BIFM regions, groups and individuals tinyurl.com/TwitterBIFM Other associations and institutes in the sector

British Institute Facilities Management The BIFM group has over 23,000 members, with new discussions and networking opportunities daily. www.tinyurl.com/bifmlinkedin

Other facilities-related LinkedIn groups include: ● Wellness in the workplace www.tinyurl.com/wellnesslinkedin

● Talent in FM – stars in FM www. tinyurl.com/talentinfm

● FM professionals international www.tinyurl.com/ fmprofessionalslinkedin


Individual FM personal accounts tinyurl.com/TwitterFMs

● Facilities management group www.tinyurl.com/fmgrouplinkedin

● Corporate real estate and facilities

FM recruitment companies tinyurl.com/TwitterFMrecruit

management professionals www. tinyurl.com/crelinkedin

Facilities consultants

● The FM network www.tinyurl.com/fmnetworklinkedin

tinyurl.com/TwitterFMconsultants 66| GUIDE TO CAREERS IN FM 2015

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VIDEO A selection of short videos introducing FM.

BIFM Awards 2014 A selection of videos from award winners, highlighting excellence in the FM industry.

FMTV A BIFM and ITN production, produced in 2014, showcasing the pivotal role FM plays in today’s built environment. tinyurl.com/businesschannelfm

ThinkFM 2013: the leadership challenge Presenters and speakers discuss the leadership challenege, a key theme at the conference, held at the Royal College of Physicians, London in June. tinyurl.com/thinkfmleadership

BMS = Building management system: computer-based control system installed in buildings that controls and monitors the building’s mechanical and electrical equipment. CHP = Combined heat and power.

A History of FM A series of interviews with those involved in the early days and the development of the facilities management profession. You can read all of the interviews, and watch highlights of each interview at tinyurl.com/historyoffm

CSR = Corporate social responsibility: CSR applies to all aspects of corporate responsibility; community, social, environmental, workplace, governance. CSR practitioners talk about corporate ‘opportunity’ – highlighting the opportunity/risk dimension of responsible business practice.

catering, cleaning, parking, security, hospitality and more. TFM = Total facilities management: a type of FM contract encompassing a comprehensive suite of services in one over-arching deal: cleaning, catering, security, maintenance, etc. For more definitions, visit: tinyurl.com/fmbuyersguide2012


DEC = Display Energy Certificate: public buildings must have Display Energy Certificates (DECs) to give details about their energy efficiency. ● jobs.fm-world.co.uk/

HVAC = Heating, ventilation and air-conditioning.

● www.prospects.ac.uk/links/

jobvacs ● www.bifm.org.uk

Business Channel programme on FM A broadcast in October 2012 explaining the wider value of FM. tinyurl.com/businesschannelfm

Careers in Facilities Management A broadcast in October 2012 discussing FM as a career choice. www.bifm.org.uk/careersinfmTV

KPI = Key performance indicators: markers that lay down how well a service is being delivered.

World FM Day 2012 The FM World team posts a range of videos on FMrelated topics, from interviews with top personnel through to ‘how-to’ explanatory programmes. www.youtube.com/ fmworldmagazine

PFI = Public finance initiative: a way of creating ‘public–private partnerships’ (PPPs) by funding public infrastructure projects with private capital. SLA = Service level agreement: the standards agreed between client and contractor on what services should be delivered, when they should be delivered and how they should be measured. Soft FM = Services, other than building and engineering (hard FM), which support the operation of the facility. Soft FM typically includes

● www.careerstructure.com

RELATED ASSOCIATIONS ● The International Facility

Management Association supports FM professionals in 94 countries. The organisation is affiliated with a number of institutes across the world, including the BIFM. (www.ifma.org) ● Specialist FM for private and NHS hospitals. Health Estates and Facilities Management Association (HEFMA) (www.hefma.org.uk) ● Specialist FM for schools, colleges and universities. The Association of University Directors of Estates (AUDE) (www.aude.ac.uk) GUIDE TO CAREERS IN FM 2015 |67

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Managing property portfolios

Reducing energy consumption

Providing customer care

Keeping people safe and secure

Creating healthy workplaces

Understanding workers’ needs

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Profile for Redactive Media Group

FM World 2015 Guide to Careers in Facilities Management  

FM World 2015 Guide to Careers in Facilities Management  

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