FM World 25 February 2016

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 25 FEBRUARY 2016

FMWorld www.fm-world.co.uk

LIVING PROOF Influencing design through user briefing at the WWF’s Living Planet Centre

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“We can’t afford to take risks when we appoint outside contractors”

Robert Marsh, Director (Electrical), Johnathan Hart Associates

All ECA contractors undergo a thorough examination of their financial position as well as their technical skills; and their clients are protected by an insurance-backed warranty and bond.

ONE THING LESS TO WORRY ABOUT. To find an ECA contractor that’s right for you, visit:

www.eca.co.uk @ECAlive

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/ECAlive

Electrical Contractors’ Association

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VOL 13 ISSUE 4 25 FEBRUARY 2016

CONTENTS

08| Makeover in Maidenhead

18| Future reflections

22| Briefing encounter

NEWS

OPINION

FEATURES

06 Public sector needs circular economy guidelines 07 Devolved powers want rethink on apprentices’ levy 08 Project of the fortnight: Morgan Lovell completes Suez HQ upgrade 09 Think Tank: Is the size of FM service providers likely to increase over the next few years?

10 News analysis: Scoring social goals through operations and supply chains 12 Business news: Graeme Davies: Should FOI laws cover firms paid taxpayers’ cash?

13 NHS Property Services in new facilities deals worth £160 million 14 In focus: Matthieu de Baynast, president of Atalian International on Atalian’s acquisition of Temco Facility Services

16 Finbarr Murray sets the workplace consultancy gurus a challenge 17 Five minutes with Alex Sutherland, managing director, Ardent4 Recruitment

MONITOR 33 Insight: Market intelligence 34 How to: Getting staff on board with self-service 35 Step by step: Lighting – questions you should ask 37 How to: Relocating your office to better suit your brand

26| Tesla powers ahead

18

Futures shock: FM is at a point in time when it can have an often fundamental impact on its own workers and the people they serve

22

Living proof: The WWF’s award-winning Living Planet Centre shows how well structured user briefing is key to creating a successful workplace

26

Batteries included: Manufacturers are competing to produce the cleanest, most costeffective answer to predicted UK power shortages

REGULARS 38 41 42 43 44 46

BIFM news Diary of events Case in point Behind the job Appointments Calls to action

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visit twitter.com/fm_world FM WORLD | 25 FEBRUARY 2016 | 03

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Cofely GDF SUEZ is now

Energy & Services are now one solution Tomorrow’s businesses demand much more.

That’s why ENGIE is shaping a new kind of energy and services company. One built on intelligent customer-led solutions, digital insight and proven people skills to deliver a more efficient and sustainable future.

By people for people

engie.co.uk

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MARTIN READ

EDITOR COMMENT

EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ assistant editor: James Harris ⁄ news editor: Herpreet Kaur Grewal ⁄ sub editor: Deborah Shrewsbury ⁄ content development executive: Martha Harris ⁄ consultant art director: Mark Parry ⁄ art editor: Nicola Skowronek

LEADER

ADVERTISING AND MARKETING email: sales@fm-world.co.uk sales manager: Darren Hale (020 7880 6206) ⁄ senior sales executive: Jemma Denn (020 7880 7632) ⁄ sales executive: Jack Shuard (020 7880 8543) / case in point sales: Greg Lee (020 7880 7633) recruitment sales: Sabmitar Bal 020 7880 7665 PRODUCTION production manager: Jane Easterman senior production executive: Aysha Miah PUBLISHING publishing director: Joanna Marsh Forward features lists and media pack available at www.fm-world.co.uk/about-us

’ve always been a cappuccino man. Doubtless it’s a hangover from the Eighties when drinking said beverage was just about the coolest thing a Briton could do aside from wearing stonewashed denim. But somehow, despite the subsequent growth of an international market in coffee shops with all of its chai lattes and caramel mochas, I still cling to the apparently humble cappuccino. (“Chocolate on top?” Of course! What kind of monster would do otherwise?)

Thus it was something of a shock to hear that Starbucks has been ‘de-emphasising’ cappuccino on the grounds that too much time is needed to train its staff in their preparation. Consultant Mike Cant, often the man chosen to look furthest into the future at the Workplace Futures event, cited Starbucks’ decision as a possible example of how the corporate agenda can sometimes be very different from the one FM firms should follow. If companies won’t train their staff in other key aspects of their business, what does that say about their mindset for bought-in services? It’s a mindset, suggested Cant, that the FM sector needed to guard itself against. Positioning FM as guardians of an organisation’s ‘social infrastructure’, Cant spoke of FM as a sector with a huge level of social responsibility for the hundreds and thousands of people it deploys to provide services.

We’re at a stage where outsourced FM service providers have an opportunity, said Cant, and a choice: to nurture and sustain their vast communities of workers – protecting them against a far less forgiving corporate mindset – or to buy into that corporate mindset in a desperate fight for market share.

Either FM takes its social responsibility seriously or it chooses not to, said Cant.

FM firms should be thinking about all of the things that make a difference to its staff and its client. And if FM does accept this responsibility, making it accountable for turning its own service promises into reality, shouldn’t providers then have the ‘bravery’ to accept a smaller profit margin to invest more into its staff?

Cant’s view of facilities management as curator of an organisation’s ‘social infrastructure’ is a welcome discussion point, but there’s one thing I’ve often wondered when such suggestions are made – what about the competition? They’re always out there, always with another story to tell. The problem with any grand project to ring-fence and protect money in order to do more for workers is those many providers all keen to suggest that they, by contrast, can allow clients to have it both ways. And despite three, four or more contract cycles, plenty of clients still seem unable to make qualitative distinctions. The national living wage may be a blunt instrument, but it’s one that at least forces these issues on to the agenda.

Incidentally, one advantage of Workplace Futures taking place in February is that it often acts as a bellwether on how the service provider market fared in the year just past and the year just begun. On that note, the BIFM’s Business Confidence Monitor is still open for contributions until 26th February – go to www.tinyurl.com/fmw1102-BCM

I

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EDITORIAL ADVISORY BOARD Simon Ball, business development director, Mitie ⁄ Martin Bell, independent consultant / Lucy Jeynes, Larch Consulting / Nick Cook, managing director, Avison Young ⁄ Rob Greenfield, health & safety business unit director, myfm ⁄ Ian Jones, director of facilities, ITV ⁄ Liz Kentish, managing director, Kentish and Co. ⁄ Josh Kirk, facilities manager, JLL ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Jeremy Waud, chairman, Incentive FM group⁄ Jane Wiggins, FM tutor and author Average net circulation 13,326 (Jul 14 – Jun 15) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM)

by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reflect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Pensord Press ISSN 1743 8845

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“With companies who won’t train their staff in other aspects of their business, what does that say about their mindset for bought-in services? ”

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FM NEWS

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SUSTAINABLE PROCUREMENT AND SUPPLY CHAINS

IMAGES: ALAMY

Public sector needs circular economy guidelines The UK government should develop circular economy guidelines to help the public sector make its supply chains more efficient, says an influential group of MPs. Link To Link: Driving Resource Efficiency Across Supply Chains, a report by the All-Party Parliamentary Sustainable Resource Group (APSRG), is an essay collection, “structured to span the supply chain [and address] measures that would help each stage of the supply chain deliver resource efficiency practices in a cost-effective, financially sustainable way”.

It recommends guidelines that would embed resource-efficient practices for UK central and local government procurement for goods and services, focusing (for example) on procurement of refurbished and remanufactured goods, or to favour recycled goods over products made from virgin raw materials.

Joint co-chairs of the group, MPs Barry Sheerman and Peter Aldous, said: “The UK needs to move towards a system where the entire supply chain of products moves towards the circular model.

The old model of make, use, dispose cannot continue, and this is true of all sectors in the UK, not just the environmental services and waste industries.”

The collection has been compiled following findings of the APSRG and the All-Party Parliamentary Manufacturing Group (APMG) report Triple Win: The Social, Economic And Environmental Case For Remanufacturing (December 2014) and observations made during APSRG events that supply chains can hinder as well as aid improved resource efficiency.

The European Commission

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The old model of ‘make, use, dispose’ is no longer sustainable, say MPs

recently released a report about its adoption of a Circular Economy Package that includes revised legislative proposals on waste to stimulate Europe’s transition towards a circular economy.

A report by the World Economic Forum and non-profit Ellen MacArthur Foundation has suggested that the incorporation of “intelligent assets” into the built environment will lead to

“predictive maintenance models”.

The report Intelligent Assets: Unlocking The Circular Economy Potential states that pairing circular economy principles with the information generated by intelligent devices creates a fertile ground for innovation that could lead to a built environment that is more “flexible and modifiable”.

It adds that in such a circular economy all roads, bridges, public spaces, sports facilities, office buildings and private homes would be connected to “a digital library” that would reveal up-todate condition of the assets’ components to not only enable predictive maintenance and performance models, but also to be “a platform for a secondary materials market”.

NATIONAL LIVING WAGE

CBI: NLW costs will be a ‘burden’ on firms New government policies including the National Living Wage and the Apprenticeship Levy will cost the economy around £9 billion a year by 2020, according to a top business group.

The analysis by the Confederation of British Industry reveals that “inaction on business rates, together with recent government policy changes, including the National Living Wage and the Apprenticeship Levy, will cost businesses around £9 billion every year by 2020-21 and around £29 billion over the course of this Parliament”.

In its recent Budget submission, the CBI urges the Chancellor of the Exchequer, George Osborne, not to increase this “cumulative burden” on business further, and instead calls for a series of targeted steps

to back UK-based businesses and support their growth ambitions.

One of these is setting a clear direction on energy policy through simplifying energy-efficiency taxes, setting out the future of the Carbon Price Floor and providing clarity on the Levy Control Framework to support investment in low-carbon energy.

Carolyn Fairbairn, CBI director-

general, said: “A spate of recent government policies, including the National Living Wage and the Apprenticeship Levy, will cost the economy around £9 billion a year by 2020. The UK needs to be able to grow its way out of the deficit, but the danger of this rising policy burden is that it holds back businesses, particularly smaller firms.” www.fm-world.co.uk

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NEWS

BRIEFS NHS staff should use stairs

Devolved powers want rethink on levy Employment and skills ministers from Scotland, Wales, and Northern Ireland are calling for greater clarity on the UK Government’s introduction of the Apprenticeship Levy in April 2017.

Roseanna Cunningham, Scotland’s Cabinet Secretary for Fair Work, Skills and Training, and her Welsh and Northern Irish counterparts met in Edinburgh this month to express their concerns to Nick Boles, UK Minister for Skills and Equalities, about the following key elements of delivering the levy: ● The potential for the levy

to undermine devolved apprenticeship policies; ● The best method for fairly apportioning the levy raised across the devolved administrations, including transparency around UK departmental budgets; ● Content and timelines for the legislation that will introduce the levy into statute; and ● The need to ensure that the changing apprenticeship landscape will be clear to crossborder employers and providers.

Ahead of the meeting, Ms Cunningham said: “The

introduction of the levy remains a matter of fundamental concern for us. It encroaches on our devolved responsibilities and is causing concern for employers. The UK Government has no control over how our administrations provide apprenticeships and to imply otherwise by collecting what amounts to an employment tax is misleading for any employer with operations outside England.

“We call upon the UK Government to offer urgent clarity on the levy… and to consider its wider implications.”

SHUTTERSTOCK

Event: FM World webinar focuses on National Living Wage and quest to optimise performance A lunchtime webinar discussing the impact of the National Living Wage (NLW) and what it means for FM operations is to be broadcast at 1:00pm on Wednesday 16th March.

The event, held in association with workforce management software developer Kronos, will hone in on three ways in which the operational impact of the incoming National Living Wage can be countered: ● Productivity gains from systemisation; ● Facilities team structure and balance; and ● Better conversations with facilities personnel leading to better service outcomes.

The event’s theme is based on www.fm-world.co.uk

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NHS hospitals across England could save more than £100 million a year and significantly reduce their carbon footprint simply by encouraging staff to use the stairs.

The savings would be achieved if just 15 per cent of England’s 350,000 NHS nurses stopped using hospital lifts and used the stairs.

Analysis by StepJockey – a Department of Health seed-funded start-up – uses “high-quality energy and time-saving data” from published studies to calculate the gains. The savings could make inroads into the £2 billion deficit NHS trusts are expected to see by the end of this financial year.

Amey appoints new CEO Amey has appointed Andy Milner, executive committee member, and managing director of its consulting and strategic infrastructure division, is its new chief executive.

He takes over from current CEO Mel Ewell at the end of March.

Milner joined Amey in 2006 following the acquisition of Owen Williams. Since becoming managing director of consulting in 2008, Andy has grown his business to be one of the leading engineering and technical consultancies in the UK, as well as taking Amey to three more continents (with contracts in Australia, Qatar and the US).

Green building is increasing the fact that no one can ignore the impact of the National Living Wage. The extra cost it is set to add to service contracts is focusing minds on both sides of the FM contract equation.

Questions to be discussed include: How should organisations react?

Will the NLW force a keener awareness of FM’s role? And how can FMs ensure the right number and quality of facilities personnel they deploy optimised?

The webinar takes the form of an audio round table, chaired

by FM World editor Martin Read and broadcast live to those who register to listen online. Joining

Read will be Neil Pickering, industry marketing manager, Kronos; Stuart Wright, property and facilities director, Aviva plc; and another client involved in introducing the NLW into their business.

To register to listen live, or to send us a question for the panellists, please use the details below.

REGISTER tinyurl.com/FMW-0116Reg SEND QUESTIONS editorial@fm-world.co.uk

Global green building is expected to double by 2018, says a study by Dodge Data & Analytics and United Technologies Corporation.

World Green Building Trends 2016, Developing Markets Accelerate Global Green Growth finds that the percentage of companies expecting to have more than 60 per cent of their building projects certified green is expected to more than double by 2018, from 18 per cent currently, to 37 per cent.

This growth will largely be driven by nations with developing green markets. Firms from Mexico, Brazil, Colombia, Saudi Arabia, South Africa, China and India report a dramatic growth in the percentage of projects to be certified green.

The study features the results of more than 1,000 building professionals from 69 countries.

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FM NEWS

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

FOI laws ‘should cover firms paid by taxpayers’ Sixty per cent of people want the UK’s Freedom of Information (FOI) laws to be extended to companies receiving taxpayers’ money to provide public services.

Only 10 per cent oppose FOI laws being strengthened.

Campaigning group 38 Degrees commissioned the YouGov survey of 1,735 adults. The study comes as the government faces growing pressure against plans to weaken FOI laws. David Cameron ordered a review of FOI laws last year, but in the face of a public and media backlash, ministers are reportedly stepping back from weakening the laws. Ministers are instead considering extending the act to cover private firms, such as Serco and G4S, which provide public services, but are currently exempt from the laws despite receiving taxpayers’ cash.

Nearly 200,000 people signed a 38 Degrees petition calling for FOI laws to be extended, many saying they would lobby MPs about it. Campaign manager Lorna Greenwood said: “It’s no surprise that the public wants stronger FOI laws. At the moment, British taxpayers don’t have the right to know how companies… are spending our money.”

Security firm tops ‘named and shamed’ list SUEZ HEADQUARTERS DESIGN AND DELIVERY IN MAIDENHEAD FIT-OUT CONSULTANT: Morgan Lovell OFFICE SPACE: 25,000 sq ft NUMBER OF STAFF: 300 EXPECTED COMPLETION: 2016

Morgan Lovell upgrades Suez HQ Ahead of the arrival of Crossrail in Maidenhead in 2019, environmental services company Suez UK is planning an upgrade of its headquarters in, Maidenhead, Berkshire.

Having recently re-signed its lease, and with support from its existing landlord, Suez appointed Morgan Lovell to deliver the full category A and category B fit-out of 25,000 sq ft of office space, including the provision of new furniture across five floors. External works will also be included in the scope of work, with plans to create a large entrance area and veranda.

The fit-out will include interior decoration, mechanical and electrical installations, partitions, IT and audio and visual equipment.

Morgan Lovell has been tasked with delivering the project to the SKA Gold standard, which will include sourcing sustainable products, recycling and reusing materials, and ensuring that employee wellbeing is taken into account during the fit-out project.

The 300 members of staff are to move into the building during a phased construction project. The transitions are to be coordinated with business activities, which should minimise disruption of day-to-day operations. The project is expected to be completed later this year.

To successfully meet its targets, Morgan Lovell undertook workplace consultations with client engagement workshops, which will continue throughout the project.

Facilities manager for Suez, Glynn Mitchell, said: “The upgrade of our Maidenhead office, and change to our working practices as a result, will help foster a greater spirit of collaboration within the workplace.”

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The government has “named and shamed” more than 90 employers who have failed to pay their workers the National Minimum Wage.

Business minister Nick Boles said that between them, the 92 companies named owed £1,873,712 in arrears, and covered sectors including hairdressing, social care, hospitality, and security services.

Security firm Total Security Services (TSS) tops the list. HM Revenue & Customs (HMRC) said it failed to pay nearly £1.8 million to more than 2,500 employees. TSS told FM World it was disappointed to be named. “We have always paid staff above the minimum wage and only took part in an HMRCapproved salary sacrifice scheme because it benefited staff, increasing their take-home pay. We made an inadvertent mistake when a technical rule in this scheme changed (after it ran successfully and compliantly for over three years), and which our professional advisers did not pick up on audit. As soon as the mistake came to our attention, we withdrew the scheme in 2014.”

The government began naming firms that have not paid the statutory rate in October 2013. Since then, 490 employers have been exposed in this way, with total arrears of £3,000,000 and total penalties of more than £1,100,000.

See the full list at tinyurl.com/fmw2502-named-shamed

Carillion criticised in prison watchdog’s report The upkeep of a men’s prison in West Sussex has been the source of “a great deal of concern this year”, according to a report by an independent monitoring board.

Maintenance of HMP Ford used to be undertaken by the prison service, but is now in the hands of outside provider Carillion, notes the report by the Independent Monitoring Board, a group of ordinary citizens who monitor prison and immigration facilities to ensure standards of care and decency are maintained.

The report reveals that the year to 31 October 2015 was challenging for the prison, making “life problematic for staff and prisoners alike”. It says the prison has satisfactorily come through difficulties with funding cuts, a shortage of personnel and the tightening of the rules covering Release on Temporary Licence, but the contracting out of maintenance had seriously delayed essential repairs.

Carillion’s contract began in June 2015. The report says: “We are perturbed that even the most basic maintenance tasks are proving to be difficult to perform because of Carillion’s control of the budget and its cumbersome administrative processes.” During the year the works department was also contracted out to Carillion. The board says there were unacceptable delays in approving contracts and poor communication. One billet had no hot water for six weeks.

A Carillion spokesman told FM World: “Carillion assumed responsibility for providing FM services at a number of prisons including Ford in the middle of last year. We are aware of an isolated issue with the hot water supply at one billet in Ford that we worked with our client to resolve, including alternative arrangements being provided for those people affected. Our people on site have and continue to work hard to provide a first-class service.” www.fm-world.co.uk

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44% – No, size isn’t everything

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THINK TANK

OUR READERS SAID… We asked our LinkedIn and mailing list members: Is the size of FM service providers likely to increase over the next few years?

The cabinets of five councils have agreed to award a contract to Capita to deliver a range of corporate services including HR, IT, and finance. Vinci is to provide the same clients with jointly provided facilities management and property services.

These contracts will, say the clients, lead to savings of more than £50 million over a nine-year period.

So, for local authorities at least it’s a case of contracts becoming ever larger and longer. But how is the market changing? What does this mean for the smaller to medium-sized contractor more generally?

Fifty-six per cent of you said that the size of FM service providers is likely to increase over the next few years. One respondent explained: “FM companies that succeed [the most] will be those that can deliver

all the benefits of big scale whilst providing the personal attention of small local [provider].”

“In the long term,” said another, “we will get more global size business. But for now, size isn’t everything.”

Other respondents note that a cost-driven industry, particularly in the public sector, is still prevalent.

But some FMs are sceptical of the projected savings in larger facilities contracts.

“The amortised savings that are attributed to these huge contracts over many years are at best theoretical and at worst are more likely to reduce significantly if not erode completely over time.”

Another suggests that savings at such large-scale levels are based on a reduction in service.

“Reduced services will in time attract complaints and dissatisfied

56% – Yes, it’s all a question of scale from hereon

customers and eventually political pressure, in the case of councils, and commercial pressure in the real world will require investment to be made, making a nonsense of the savings that were anticipated.”

But many cited the opportunity for smaller expert providers in the market. One FM said: “If SMEs can operate their businesses efficiently and keep overheads under control, they are more likely to be able to attract and retain both the best talent and the best customers.”

“I think it is probably more the case that there will more large BPO & property management companies

adding FM to their range of services,” said another respondent.

Some feel that there is room for both large and small-scale providers in the industry. “There will likely always be a place for large-scale operators in the marketplace but they operate in a ‘boom-to-bust’ cycle driven by low margins.”

The national living wage and its impact on service provision have also not gone unnoticed. One FM is expecting “a further surge in outsourcing to negate these cost impacts”. The consequential impact on the margins of smaller providers is still unclear.

ISTOCK

Government adopts IPMS to ‘future-proof’ its estate The International Property Measurement Standard (IPMS), introduced in January 2016, is being adopted by central government to “future-proof” the way it measures its buildings and ensure consistency across the UK and internationally.

Matthew Hancock, Minister for the Cabinet Office and Paymaster General, made the statement in the recently published State Of The Estate report 2016.

He said: “The Government Property Unit will be adopting this new standard of office measurement and will be applying it to all new acquisition and building upgrades.

“The new system will futureproof the way we measure government buildings into the www.fm-world.co.uk

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21st century, as part of our data strategy to create a more efficient, modern estate that is integrated and consistent across government and also

internationally.”

The IPMS was consulted on in December 2014 and introduced for commercial property on 1 January of this year.

The standards have been set up by the International Property Measurement Standards Coalition, an international group of professional and not-for-profit organisations working together to develop and embed a single property measurement standard.

Its members include Core Net, JLL, and others.

According to the Royal Institute for Chartered Surveyors of the UK (a part of the coalition), while the standard is not mandatory in the marketplace, places like Dubai are already factoring it into its legislation.

UK chartered surveyor Tenant Advisory Group has warned that the new standards could cost UK businesses £1 billion a year.

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FM NEWS ANALYSIS

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SOCIAL VALUE SUMMIT

Scoring social goals through operations and supply chains When Adrian Ringrose spoke at the third Social Value Summit, run recently in London by support services company Interserve and Social Enterprise UK, he issued a “call to action” to commissioners and providers to embed social goals more deeply into their methods of procurement and operations.

“We need to be courageous and work together to create that change,” he told delegates. ”A good business means caring about a lot more than just money; we could all be doing a lot more and we should be doing a lot more to promote the behaviours that underpin that broader definition of what ‘good’ looks like in business terms.”

Ringrose said that Interserve prioritised technical requirements but also “the valuable social benefits that can flow from the way we design, build, operate and maintain our infrastructure”.

This was down to recognition that the business processes especially Interserve’s public service delivery touches “not only those at which it is aimed, but many who are indirectly impacted by those things”.

But he added: “Personally, I am pretty disappointed that we are not being asked to do these things more often; we are very rarely judged and measured on our ability to deliver social as well as financial value.”

One way to ensure big providers do more is to have targets, suggested one delegate.

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enterprise businesses into their supply chains.

Colin Downie, partnership development director for office supplies social enterprise Wild Hearts, said that many companies were doing good work towards social value goals – but that there was no real commitment.

“I can list 10 companies over the last year who we have challenged for business and they don’t buy from us yet,” he said.

“They are doing some good things, but there is an element of my day-to-day job that is a challenge because the leadership and the procurement are not necessarily joined up. Having targets for social enterprises would be an easy way to fix it.”

Towards maturity Tim Haywood, finance director for Interserve, said that while companies were carrying out good work in the field, the idea of having a target for bringing social enterprises businesses into supply chains was “the next stage of maturity”.

“The first stage is about having the intention – the second stage is about having targets,” said Haywood.

Having a social mapping tool – which Interserve has long been developing – is a way to lay the foundation to embed social goals

Adrian Ringrose: “A good business means caring about a lot more than money”

into a company’s operations.

The tool being constructed

by Interserve seeks to take data out of the company’s systems on payroll and staff residential locations and combine it with supply chain spend data, breaking it down by depots and local offices.

This data is also combined with publicly available social data on items such as multiple indices of deprivation, reported crime, average income per household, travel to work patterns and so on – and then mapped.

The map can then be interrogated to show the impact the company is having over time.

The mapping tool was set to be released last year, but Interserve says it will now be released this year. The company has been working with two local authorities to pilot the tool.

Mat Roberts, Interserve’s

“We should be doing a lot more to promote the behaviours that underpin that broader definition of what ‘good’ looks like”

director of sustainability and strategy, told FM World: “The last year has been about prototyping [the tool] and we are still assembling the business’s data but our public data set is quite mature.”

He added: “We are at the point where we can now show an interested party – for instance, West Yorkshire Police – where things happen, where labour has come from, where salaries have gone, where procurement has taken place – if you buy something from us, where it has come from?

“Increasingly we can say, for example, that we bought this from the local branch of Travis Perkins; but we cannot say where Travis Perkins bought it from – so we are developing a solution for that.”

Roberts said the tool would be useful to any bodies interested in the impact their activities are having on their localities – not just local authorities.

“We can now demonstrate with certain data sets that this is where all the payroll goes, this is where the multiple indices of deprivation are, this is where procurement takes place and this is the number of employees in a given postcode.”

ANDREW SILLETT

HERPREET KAUR GREWAL newsdesk@fm-world.co.uk

www.fm-world.co.uk

18/02/2016 16:39

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FMW.250216.011.indd 2

15/02/2016 09:37

FM BUSINESS SIGN UP FOR FM WORLD DAILY AT FM-WORLD.CO.UK

ANALYSIS

Should FOI laws cover firms paid taxpayers’ cash?

GRAEME DAVIES newsdesk@fm-world.co.uk

Since its introduction more than 10 years ago the Freedom of Information Act (FOI) has proved itself useful to many, from journalists ferreting out details of MPs’ expenses to campaigners discovering that train companies keep the lion’s share of compensation for delays.

The spirit of openness fostered by the Labour government of

the time was intended to allow the public access to information deemed to be in the public interest and could only be withheld if releasing it would cause more harm than good, or on cost grounds.

But politicians have been kicking themselves ever since the act was introduced. Indeed, Tony Blair described himself as “an idiot” and “naïve” for introducing FOI, and not only because of the scorn that was subsequently brought down

upon many members of the House during the expenses scandal.

FOI has been a godsend for investigative journalists, but it has created headaches for politicians.

Openness should be the minimum we can expect from those we elect. But what happens when ever more government business is being carried out by private businesses such as Serco, Interserve, and G4S or even charities that are not subject to the same FOI rules?

On many occasions since the FOI was introduced requests have been vetoed because of the fact that the data was held by a private company rather than a public body.

And, campaigners argue, with the ever-increasing involvement of private sector firms in delivery of public services, this is likely to become increasingly common.

A YouGov poll suggested that most respondents supported the

Contract wins

NEW BUSINESS O&G has won a 10-year facilities services contract worth about £55 million from the University of Hertfordshire. The work encompasses the whole Hatfield estate and includes planned and reactive maintenance and statutory compliance work, as well as services ranging from grounds maintenance and cleaning to hygiene, pest control, and helpdesk duties.

Macro has extended its UK deal with global software provider Citrix Systems by three years. Macro’s reappointment will now include work in Chalfont St Peter in Bucks, London and Cambridge. Macro has supported Citrix by establishing a standard solution across 11 European countries, where Macro provides integrated facilities 12 | 25 FEBRUARY 2016 | FM WORLD

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management including cleaning, maintenance, pest control, and vending.

Mitie has been awarded a five-year deal with Cornerstone Telecommunications Infrastructure, a joint venture between Vodafone UK and O2, to manage the network sites for both companies, and consolidate their sites to create a single grid. Mitie will deliver maintenance services to the network across the UK. Principle Cleaning has taken a contract to clean Discovery Networks’ Western Europe headquarters in West London.

Discovery Networks UK also covers operations in Germany, Italy, Sweden, Denmark, Norway, Finland, France, and Flanders. Principle has also won a contract with property firm Savills to

clean its London HQ in Margaret Street.

It involves daily office cleaning, window cleaning, washroom services/laundry, dust control mats and waste services.

Sodexo has won a five-year, £7 million deal with research and development business Covance. Services willl range from catering, cleaning, grounds maintenance, pest control, security, and front of house to contract management at Covance’s sites in Harrogate, Yorkshire, and Munster in Germany.

Cordant Security has been awarded a five-year contract to provide manned security services to ScottishPower. The company will provide 24/7 security across all of the energy provider’s UK locations. Cordant will provide a full range of manned security services, including mobile patrols, keyholding, and alarm response.

ISS ISS has announced a three-year contract with multinational banking and financial services company Société Générale. ISS will deliver security, cleaning and associated services to the bank’s four London sites.

extension of FOI to businesses carrying out contracts for the government about the work they are paid to do on behalf of us.

Such an extension would heap yet more scrutiny on FM companies on public sector contracts and in particular those such as Serco and G4S, which operate in sensitive areas such as justice and health.

But the government is now looking at ways to tighten it up.

A panel has been set up to look at ways in which the government can reduce access. But campaigners for openness have been dismayed by the presence of former Labour minister Jack Straw on the panel, given his record while in office, when departments he was in charge of were the most likely to reject FOI requests – usually on cost grounds. In 2012, Mr Straw said: “The insatiable demands of the [FOI] enthusiast have effectively made good decisionmaking more difficult”.

Mr Straw is also known in more recent years to have told a business he was contracted to as an adviser how to block the release of information on the grounds that it was commercially sensitive following a request to the Foreign Office.

Campaigners for wider FOI access cite the support of the Public Accounts Committee, which said that “where private companies provide public services funded by the taxpayer, those areas of their business which are publicly funded should be subject to the Freedom of Information Act provision”.

The argument is compelling. If public sector bodies are subject to such rules then private sector businesses who become quasipublic sector bodies through the contracts they win should be made to open up those areas of their business to increased scrutiny by taxpayers.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

18/02/2016 10:18

NHS Property Services in new facilities deals worth £160m The NHS’s property company is preparing to award 50 contracts worth £160 million for managing and maintaining office and primary care facilities across the country.

An NHS spokeswoman told FM World that NHS Property Services was due to finalise the deals before the start of the 2016/17 financial year.

The 50 national contracts that will run across England will replace 2,300 agreements with 1,000 different suppliers that the firm inherited from primary care trusts (PCTs).

Before 2013, PCTs owned the assets and frequently entered into local outsource deals for FM functions. New contracts are being tendered for: ● Hard facilities management (building fabric);

BUSINESS BRIEFS Five councils agree joint deal

The new deals will be finalised before the start of the 2016/17 financial year

● Hard facilities management (mechanical and electrical); ● Pest control, fumigation and disinfecting services; ● Domestic and cleaning services; ● Feminine hygiene (waste disposal); and ● Gardens and landscaping.

There will also be new national contracts for security and waste,

asbestos services, and health and safety services. These will be procured through government frameworks rather than through an open tender, said the NHS. The contracts will affect buildings owned by NHS Property Services – mainly NHS offices, primary care and community health service facilities.

APS UK/ALAMY

Interserve exits FM deals at Leicester NHS trusts Interserve plc, University Hospitals Leicester NHS Trust, Leicestershire Partnership NHS Trust and NHS Property Services have announced that current contracts to provide estates and facilities management services will expire earlier than the original contract term.

The trusts and Interserve announced the moves in a joint statement.

The original contracts were designed over five years ago and revealed to be valued at £300 million over the original seven-year life span.

An Interserve spokesperson told FM World at the time that “the model will also allow other public sector bodies in the www.fm-world.co.uk

12-13_BusinessNews.indd 13

Current service contracts will end early

region to enter the framework to access services.”

Although they have delivered the intended savings, it had become apparent that the contracts are no longer appropriate to the needs of the trusts, said the parties.

As a result, Interserve and the trusts have agreed to bring the deals to an end on 30th April 2016.

Staff will transfer to the NHS under TUPE regulations on or around 1st May, which will allow the trusts greater flexibility for self-delivery of services. The services will continue to be provided by existing staff on current terms and conditions transferring from Interserve to the NHS. Interserve will remain a partner to the trusts and its construction arm will work with the trust in the programme of modernisation and transformation, for example, the new emergency department at the Royal Infirmary.

The five councils behind a joint deal to use Capita (delivering a range of corporate services including HR, IT and finance), and Vinci (providing FM and property services) have agreed contract terms.

The deal, initially reported in the last edition of FM World, sees Hart District Council and Havant Borough Council in Hampshire, Mendip District Council in Somerset, and South Oxfordshire, and the Vale of White Horse District Councils in Oxfordshire say the contracts will save the councils more than £50 million over nine years.

Skanska UK’s ‘steady’form Skanska UK’s construction and development business has recorded a operating income of £38.4 million in 2015 on revenues of £1,430 million.

This equates to an operating margin of 2.7 per cent. During this period the company booked £1,493 million of orders.

Mike Putnam, Skanska UK’s president and CEO, said: “In a tough and extremely competitive environment, I am pleased to report a year of steady performance across the business.”

Aramark in ‘positive’ Q1 2016 Aramark, the $15 billion (£10.4 billion) global provider of services in food, FM, and uniforms, has reported its first quarter fiscal results for 2016 as showing “continued organic sales growth”.

The company’s statement said: “Organic growth in Europe remains positive and both the European and emerging markets businesses made significant progress with productivity initiatives during the quarter.”

FM WORLD | 25 FEBRUARY 2016 | 13

18/02/2016 10:19

FM BUSINESS

IN FOCUS

area. For instance, cleaning companies only do education or healthcare, but they don’t do both. They are also organised by state.”

The interviewee: Matthieu de Baynast, president of Atalian International The issue: Atalian’s acquisition of Temco Facility Services

A FrancoAmerican FM alliance In January, European facilities management firm Atalian decided to expand into the American market by acquiring the nearly century-old provider Temco Facility Services.

From 1944 to 2000, Atalian had focused on the French market, especially cleaning services, but then “step by step” it branched out into facility services including technical and security services and now provides these to companies in 21 countries.

Atalian’s customers include Airbus, Air France, Areva, Axa, Bosch, Carrefour, EDF, Electrolux, LafargeHolcim, LVMH, the Louvre Museum, Metro, Orange, SNCF, and Safran.

Matthieu de Baynast, president of Atalian International, tells FM World: “It was around 2005 and 2006 that we decided to go outside of France to look for more opportunities and business.

“The idea was to transfer the know-how from France that had been developed over the years and then there were a lot of acquisitions in Europe because it was still an emerging market.”

14 | 25 FEBRUARY 2016 | FM WORLD

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French model As a result, Atalian expanded into countries like the Czech Republic, Romania, Hungary, Croatia, Poland, Serbia, Russia and Bosnia.

“In 2006 and 2007, when we pushed into these countries, there were not many international players [in them providing services]. ISS was the strongest and there were a few regional players, but not many. Then we went in with our model of FM that we had in France and it worked. We grew quite fast because we went into about 10 countries like this,” he says.

Expansion trail After finding success in Eastern Europe, Atalian started looking at bigger markets and took its business into Southeast Asia.

“Today we are in Malaysia, The Philippines, Indonesia, Vietnam and Thailand. We have

regional offices there – the market is very dynamic.”

The company then decided it was ready to launch itself into mature markets so that it could take more sophisticated risks – hence its expansion into the American market.

“This is why we decided to investigate the US market one year ago,” says de Baynast. “We asked someone to analyse the market, do a survey, understand how is it organised, whether we could have organic growth in it and what the FM concept in the US was like.

“We discovered there was a strong interest to go there because even though there are big players in the market there were more American ones.

“There were few global FM companies… Plus the US market is extremely fragmented…there are a lot of companies but they are very specialised in one

“In the future we want to have a huge part of our revenue from the US market. We believe the market is very dynamic there”

Temco tie-up He says a lot of companies were not outsourcing services compared with Europe – the ratio is much lower. “So we decided to invest in the US market.”

Atalian’s acquisition of New York-based Temco, which it first found out about through its Luxembourg and Belgian operations, was a perfect way to do this.

Temco was founded in 1917 and had a turnover of US$375.5 million (£262.3 million) in the year ended 30 September 2015.

It employs more than 10,000 people worldwide, operating in 12 US states: Connecticut, Georgia, Maryland, Massachusetts, Minnesota, New Jersey, New York, North Carolina, Ohio, Pennsylvania, Tennessee, and Texas.

The company has had its European headquarters in Belgium since 1971.

One of the reasons Atalian was successful in the acquisition was down to its European expertise.

“The company owners did not want to split the company in two as it would not have been easy. The deal was much easier with us,” says de Baynast.

He says his company would start with cleaning services, and over the next two or three years would begin to acquire technical companies in US. As for Atalian’s ambitions in America, de Baynast says: “In the future we want to have a huge part of our revenue from the US market; we believe the market is very dynamic here.”

HERPREET GREWAL newsdesk@fm-world.co.uk

www.fm-world.co.uk

18/02/2016 10:28

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15/02/2016 09:38

FM OPINION

THE DIARISTS

COST-SAVING GURUS MUST SHARPEN THEIR PENCILS

‘

FINBARR MURRAY

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

A day doesn’t go by in the NHS when I’m not being contacted by cost-savings consultants who promise a wave of new initiatives that I haven’t previously thought about.

Usually eye-catching straplines such as “delivering effective solutions to optimise cost opportunities”, or ”helping you maximise your potential to unlock cost”, accompany the contact.

The NHS and the wider public sector are ripe for this evergrowing industry. There are a wide range of specialist advisers who advertise as niche and focus on one aspect of expenditure.

Now I’m not against consultants’ advice – I think the right advice at the right time usually pays dividends, especially if it fills a knowledge gap in a project or within your own organisation.

I’ve happily taken advice on strategic estates strategies or when tendering for large contracts. What I take issue with is the consultant

sector that appears to operate by benchmarking your organisation against your peers and then reports on how badly you’re doing in comparison. The other aspect that is equally frustrating is the approach that replays your own ideas back to you.

The public sector needs to continue to find savings and to evolve how it delivers its services.

Our revenue budgets continue to be limited and so to say that we have all the answers ourselves is equally wrong. What is needed is fewer short cuts, less replaying back and less comparison. These are too simplistic and I doubt there’s a facilities or estates

“OUR REVENUE BUDGETS CONTINUE TO BE LIMITED AND SO TO SAY THAT WE HAVE ALL THE ANSWERS OURSELVES IS EQUALLY WRONG”

manager who hasn’t had to sit through at least one of these corporate reviews already.

My challenge to the sector is: what will you do differently that hasn’t been done? And what do strategic conversations look like?

What does the future hold for cost-cutting reviews? Something we might want to do more of is engaging experts across a range of sectors and experience – draw from other fields and disciplines. It’s about taking one profession to link with a contrasting profession and allowing the space and time for the sparks of innovation. It’s probably less about “here’s what we did with your neighbour” and more about ”here’s what they are doing in education, in manufacturing, in retail in aviation and also here is what’s happening internationally”.

So the sector needs to really sharpen its pencil. The demand is as a high as ever, but the market needs to evolve to continue to be relevant.

BEST OF THE WEB Views and comments from across the web Is FM a career choice for service leavers? (BIFM group) Kieran Murphy: As a service leaver myself I can testify that the biggest myth within the MoD regarding FM is that you need to be a senior rank to make the transition. This is not the case.

Bill McHenry: It makes good sense in that those with a services background have by nature innate and honed skills that make them perfect for many positions.

They are good at taking 16 | 25 FEBRUARY 2016 | FM WORLD

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initial instruction and punctilious in ensuring that tasks are completed on time, on budget and to the customer’s satisfaction.

Ellis Smith: As a veteran, I found the transition into civvy street was full of those who recognised my qualifications and experience, but felt my lack of commercial experience was a tripping point for certain employment. Armed with this feedback I applied for a position rather junior to my experience to gain the required experience. This

was a valuable and actually rather rewarding thing to have done. With time came the experience and I secured a great role.

Paul Dixon: I took the big step into FM after a full 25-year military career. I obtained the basic IOSH and BIFM qualifications during resettlement to give me a head start.

What type of training do you find most new hires need? (FM group) Katie Le Chevalier; The chance to meet key colleagues, find out

who does what and ask questions. To be made welcome.

Luke Dollard: Training is not necessarily essential as generally there will be a mentor or similar guiding the new starter in the new working environment.

After the six months or sometimes even before a decent line manager will identify any training requirements which will enhance the new starter skills and abilities.

The best training is learning from the team.

Do FMs care where their company’s waste ends up? (FM group) Stephan Brown: Only if they value their jobs or stock options. But in regards to the furniture, fixtures and equipment, get a clear dialogue with management of what can be donated beneficially to the community for goodwill or tax deductions.

The rest, contract with a company with a good BBB rating and track record for responsible disposable.

The rest leave to the hazmat guys. www.fm-world.co.uk

17/02/2016 12:34

You can follow us at twitter.com/FM_World www.tinyurl.com/fmthinktank

BEST OF THE

FMWORLD BLOGS Self-employment and public employment edge closer Flip Chart Fairy Tales In the run-up to Christmas a couple of items in the ONS employment stats passed without much comment. First, there was a rise in the number of self-employed people.

This number has been creeping up again to just short of its mid-2014 peak.

It is too early to say whether this has anything to do with the rise in the National Living Wage, but the Engineering Employers Federation said a fifth of the firms it surveyed were expecting job losses. A report by the Resolution Foundation found that the NLW could affect a quarter of workers in some cities by the end of the decade.

For every £100 a company pays an employee, it costs £26 less in NI to pay the same amount to a freelance. It would be surprising if some employers were not thinking of ways to replace NLW employees with cheaper freelances. Self-employment is fashionable and lots of people think they’d be really good at it. That, too, may be helping to keep the numbers up. It is reasonable to assume that self-employment will stay high for the next few years, even as the number of employee jobs increases.

Second, figures also show public sector employment at its lowest since the 1990s.

The job losses in public sector cuts may be less severe than was thought. But over the next five years public sector employment will continue to fall and self-employment probably won’t fall much either. A high level of self-employment, by historical standards, seems to have become a feature of the 2010s labour market. It’s unlikely that either of these trends will reverse soon. The self-employed will soon make up a similar proportion of the workforce to those in the public sector.

Read this full article at www.tinyurl.com/ztvrhud

Did I miss something?

Erik Jaspers, Planon The workplace represents a key added value in FM. It takes professionals to create an appropriate workplace, depending on the type of organisation. It takes experienced specialists to define and understand workplace requirements, to deal with financial restrictions and to have workplace ideas that resonate with specific organisations.

Workplace is a contraction of two words: a place where people work. We ‘work’ to produce value for our organisation. It is not surprising that the term ‘workplace productivity’ is often used. Work consists of a range of activities, most of which imply interaction with others. Human behaviour is at the centre of work. And that’s where it might be going wrong: our understanding of social behaviour.

Social Physics by Prof Alex Pentland, head of the media lab at the Massachusetts Institute of Technology, promotes a science called social physics, based on measuring human activity and using analytics technologies to understand what drives behaviour.

Pentland describes ‘social learning’ as a fast way for humans to learn. Every person has close and distant connections. Each organisation has multiple groups of more tightly connected people. The first stage of social learning is ‘exploration’, where individuals interact with others to exchange ideas. In the second stage, valuable ideas are identified and implemented and embedded in community practices.

In an experiment, interactions of financial traders were monitored and the profits tracked. Traders who worked alone had a ROI of a lot less compared to traders who shared ideas at a high rate but only within a static group of colleagues. The most successful were those who exchanged ideas at a lower rate, but with people from outside their circles. It is time workplace strategies allowed these types of interactions.

Read this full article at www.tinyurl.com/zkfua4k

www.fm-world.co.uk

17_Opinion.indd 17

FIVE MINUTES WITH NAME: Alex Sutherland JOB TITLE: Managing director, Ardent4 Recruitment

It’s my prediction that if things carry on as they are we will be left with a big one or two, not big four or five FM service providers.

The past 18 months have seen some major acquisitions in the FM market and as a result, many companies appear to be, at a senior level anyway, in a period of consolidation. The integration of such large businesses appears to have led to a degree of overlap at mid-senior level and as a result we’e seen a few casualties where jobs have been duplicated.

2016 is going to be a huge year for the smaller FM providers. There is so much opportunity out there. With the larger companies getting even larger, the gulf between the service providers is ever growing.

As the bigger businesses grow, they seek bigger and better contracts, pan-European deals and global deals. So contracts which were once the bread and butter for large FM providers are now second tier at best. What company wants to be a second or third-tier client?

This is where the opportunity lies for the smaller SMEs and where we will see the aggressive growth. These companies are looking to invest across the board; they want to gear up for the future growth and we have seen a tremendous amount of recruitment so far within this area.

At a more operational level we are seeing a huge skill shortage within engineering.

At this time of year particularly, everyone is in the market for good-quality commercial gas engineers.

This is nothing new, but it further highlights what we come to realise in FM recruitment every single year – there are just not enough engineers coming through the ranks. We have seen an increase in apprenticeship schemes over the past few years, but even still, not enough is being done to get young people into engineering jobs.

FM WORLD | 25 FEBRUARY 2016 | 17

18/02/2016 16:39

FM EVENT WORKPLACE FUTURES 2016

FUTURES SHOCK? February’s Workplace Futures conference saw presenters speaking about FM at a point in time in which the sector has the potential to have a fundamental impact on its own workers and the people they serve. Is the sector ready for the challenges ahead? Here, the FM World team selects some of the key quotes from the day

MIKE CANT

18 | 25 FEBRUARY 2016 | FM WORLD

18-20 workplace futures.indd 018

TONY RAIKES Managing director, Vinci Facilities • Raikes spoke of his firm’s work on London’s Olympic Stadium, which Vinci is contracted to manage despite many challenging circumstances.

• “There were a number of changes during 2015 which we had to be flexible for,” said Raikes, pointing to a seven-day turnaround from hosting a Rugby World Cup match to mobilising the stadium – which is also undergoing construction work to turn it into a football stadium – into a racetrack for Formula 1’s Race of Champions event and, later in 2016, hosting rock band AC/DC. • “We had to be flexible, catering for journalists, athletes and their entourages, and thousands of fans.

We had to make sure all access points were OK, that we were compliant with fire safety legislation at an ever-changing venue.”

• “The FM industry played its part in the Olympic success of 2012. FM was dealing with an enormous amount of change [in the build-up] and still it was a success. It was not only a success for GB athletics, but for GB construction, and it was a success for GB FM.”

ALBION IMAGES

Director, Larch Consulting • Cant spoke expansively about the FM sector’s ‘direction of travel’, suggesting FM is in the unique position of caring for the wellbeing of huge numbers of workers in an era of great social and technological change.

• “We are not the technology people or the construction people – in fact, we are the social infrastructure people; we are the owners of the social infrastructure of a business”.

• These were workers who needed to be engaged rather than merely left to clock on and off each day; people who can become disaffected by every passing change to working conditions, particularly those driven by the relentless march of technology.

• “We’ve got to be careful about this,” said Cant. “We need to be aware of how each technological step forward affects their own personal environment.”

• “Either we take on the role of social responsibility and drive it, or we don’t. And if we don’t, all that our workers will ever do is simply clock on and clock off.”

“We also need to be much more articulate about what we are going to do for each specific client’s needs rather than simply saying who we are. I still see lots of bids where it’s all about us. It’s not about us, it’s about them.”

www.fm-world.co.uk

18/02/2016 17:22

PETER ANKERSTJERNE Group marketing director, ISS World Services • Ankerstjerne predicted a stark change in the way outsourcing of FM is perceived, with price becoming less of a factor in outsourcing decisions, particularly in the private sector.

• Ankerstjerne also suggested that the future of FM outsourcing could see the “uberisation” of contracts, in which individuals providing facilities services are crowdsourced.

• Similar to large asset-free large organisations such as Uber, Airbnb and Facebook, Ankerstjerne suggested that FM could soon have service companies that employ no service individuals.

• “You could go online, book a service employee – a caterer, a cleaner, a security officer - and you could share that with our customers,” said Ankerstjerne. “You could rate that person, and put that online for others to see.”

LIZ KENTISH & VINCE EDGE

BOBBY HUGHES Divisional director of healthcare at Engie (formerly GDF-Suez) • Hughes spoke of his work at Mid-Yorkshire Hospitals NHS Trust, where he urged organisations, particularly PFI partnerships, to work as collaborative and not contractual arrangements.

“We need to understand the NHS long-term vision to help the FM team shape its strategy over the next 10 years.”

• ”It’s important to make a concerted effort to have conversations with trust boards so that we can showcase the real opportunity to expand on what the FM team can offer.”

• Hughes’ FM team undertook dementia awareness training so that the catering staff and engineering staff could understand the delicate nature of working on the wards: “We asked the nurses what we as an FM team could do to help. It’s about engagement and making patients feel comfortable.”

• To achieve this, family rooms are not like ‘your typical hospital’, said Hughes. “You’re staying with loved ones, possibly sharing the last few hours or days that you spend with them. So we wanted rooms that were a bit more comforting. It’s important to go beyond; to bring in a better quality of life in the hospital through FM.” www.fm-world.co.uk

18-20 workplace futures.indd 10

• MD of consultancy Kentish & Co., and senior manager, supplier governance in the global FM centre of excellence at Johnson & Johnson • Kentish and Edge spoke about their project to create behavioural changes within Johnson & Johnson to bring about harmonious working relationships within the company and between service partners.

• Said Edge: “Within the operation there was a lot of discontent and I was challenged to find out what was going on.

Three things emerged: 1) Partnership approach: ours was adversarial, with no coordination or collaboration. We needed to create an environment where we faced the customer, not each other.”

2) Contract governance: We have a well-defined governance structure that is used globally… but no one was using it. We needed to fix that.

3) “Contracting can be hard to get, especially if you’ve been in FM and are then dropped into a service delivery role. We had people telling suppliers or partners how to deliver services rather than supporting them. We needed to turn that around. It was a parent-child relationship that wasn’t working.”

• Said Kentish: “We did a diagnostic piece and really got under the skin of Johnson & Johnson and their providers. We asked four questions – what’s the issue? What do you think the solution is? If we were putting together a training workshop, what should it include? And lastly, what do you need individually? For the first three questions we were inundated with opinions. For the last question, nobody said anything about what they needed to change about themselves.”

• “We looked at the knowledge, skills and behaviour that people needed to exhibit at the end of the programme that would really make a difference, making sure the training we conducted worked for people across different cultures.”

FM WORLD | 25 FEBRUARY 2016 | 19

18/02/2016 17:27

FM EVENT WORKPLACE FUTURES 2016

LEESON MEDHURST Workplace Consultant, 360 Workplace • “Technological advances and expanding choice in everything from TV channels to cars means those now entering the workforce do so with high expectations – but that can lead to more confusion. Which is why it is important to find out the facts about your work space and the people who work for you.”

• “In the next three years we will see five generations grace our workplace. There is a lot of hysteria around what this will mean.”

• “American psychologist Barry Schwartz wrote that the more choice we have the more freedom we have and by default, the more wealth that we have. That’s so engrained now that we just accept it as a good thing.”

“We need to think about how people interact with their workplace. It’s about the dynamic alignment of three things: space, people, technology. You need to find out how they work and how they interact because they all overlap.”

• “It’s about balance. Some choice is better than none – but it doesn’t follow that more choice is better than some choice.”

NIGEL STIRK Partner, OC&C Strategy Consultants • Stirk’s presentation focused on the financial performance of FM suppliers and other outsourced suppliers over the past four years, growth pegged at 3.7 per cent in 2015 compared to 9.3 per cent in 2012. Share prices for FM companies have underperformed the wider stock market over the past six years, too.

• FM customers are becoming more sophisticated as contracts mature and intermediaries add market intelligence.

• The role of consultants has expanded from merely negotiators of price to providers of market insight, finding the provider and deal best suited to a given client’s needs.

• Even allowing for fierce competition and demanding customers, FM businesses often invest significant resource in bidding unsuccessfully.

• … and even when bids are won, profit delivery is often highly inconsistent.

• What’s more, FM contracts typically suffer from margin dilution at contract renewal – particularly in second and third-generation contracts.

QUOTES “WE NEED TO MAKE SURE THAT TRAINING WORKS FOR PEOPLE ACROSS DIFFERENT CULTURES” Liz Kentish MD of consultancy Kentish & Co

“IT’S ABOUT BALANCE. SOME CHOICE IS BETTER THAN NONE, BUT IT DOESN’T FOLLOW THAT MORE CHOICE IS BETTER THAN SOME CHOICE” Leeson Medhurst Workplace Consultant at 360 Workplace

“IT’S IMPORTANT TO GO BEYOND: TO BRING IN BETTER QUALITY OF LIFE IN THE HOSPITAL THROUGH FM” Bobby Hughes Engie and Mid-Yorkshire Hospitals NHS Trust

“THE LONDON OLYMPICS WAS NOT ONLY A SUCCESS FOR GB ATHLETICS, IT WAS A SUCCESS FOR GB CONSTRUCTION – AND A SUCCESS FOR GB FM”

STIRK’S AGENDA FOR CHANGE:

Tony Raikes Vinci Facilities

1) Build propositions that genuinely affect customer’s business-critical outcomes 2) Identify customer segments where there is clear need – and communicate in their language 3) Bid with discipline 4) Mobilise and deliver systematically 5) Think like a data business

“10 YEARS AGO, PRICE WAS 90 PER CENT OF AN OUTSOURCING DECISION. LAST YEAR, IT WAS AROUND 63 PER CENT. THE SECOND LARGEST CONCERN WAS ACCESS TO TALENT, AND THE THIRD LARGEST WAS INNOVATION” Peter Ankerstjerne ISS World Services

20 | 25 FEBRUARY 2016 | FM WORLD

18-20 workplace futures.indd 11

www.fm-world.co.uk

18/02/2016 17:22

In the past, people let them down, but we’re building them back up.

Carillion is committed to providing good career opportunities, but we recognise that some people may struggle to get the help they need to secure a job.

Through Business in the Community’s ‘Ready for Work’ scheme, we’ve given support to more than 400 people, many of whom have gone on to work for us or our suppliers.

Recruitment shouldn’t be about a person’s background. It’s about finding the right people for the job and supporting them.

Join us. See past their past. gov.uk/seepotential

Richard Howson CEO, Carillion

FMW.250216.021.indd 2

15/02/2016 09:39

FM FEATURE

LIVING PLANET CENTRE WWF HQ

RICHARD BYATT

LIVING PROOF Understanding how client organisations work and what they need is key to creating successful workplaces. Richard Byatt considers the art and science of user briefing with a look at the WWF’s award-winning Living Planet Centre

RICHARD STONEHOUSE

A

22 | 25 FEBRUARY 2016 | FM WORLD

22-25 User briefing.indd 22

sk any architect or designer about their most successful projects and they are likely to say: “The ones where the client was engaged and knew what they wanted.” But many clients need help to understand what they want or, more importantly, what they need.

By any measure, the Living Planet Centre – the Woking headquarters of international conservation charity WWF – is a successful building. It has won

several awards since it opened in 2013. Most recently, it was given the 2015 British Council for Offices National Innovation Award.

The environmental credentials of the project are impressive. The Living Planet Centre achieved a 42 per cent reduction in embodied carbon emissions at the concept design stage. The building will have whole-life carbon dioxide emissions less than one-third of the average modern office building. www.fm-world.co.uk

17/02/2016 12:34

LIVING PLANET CENTRE WWF HQ

The Auditorium is an airy, flexible space for conferences and workshops with a capacity of up to 150 people

others and inspire significant change.”

How do you translate these lofty aims into the blueprint for a new building that responds to the current shape of the organisation as well as its ambitions, yet without locking in working practices and technology that could be outmoded by the time the project is realised?

The answer is the combination of quantitative and qualitative research; immersive staff engagement; the development of alternative scenarios to prompt thinking about the workplace of the future; the close involvement of designers in the briefing process; and communication – lots of it.

The right team

RICHARD BYATT

“The key to a successful workplace transition seems to be communication, communication, and more communication” WWF CEO David Nussbaum said: “Our passion for nature has to be matched by a commitment to use the planet’s resources sustainably, and we can now practise what we preach from a building that shows what can be achieved when we are determined.”

Why has the Living Planet Centre been such a successful building and workplace? Part of the reason must surely be the extensive user briefing process, begun even before a site had www.fm-world.co.uk

22-25 User briefing.indd 23

been selected. Hopkins Architects worked closely with workplace consultancy AMA Alexi Marmot Associates to understand how WWF used its existing premises in Godalming, Surrey, and what they desired to fulfil their vision and aspirations for a new building.

AMA’s Alexi Marmot says both clients and workplace designers frequently neglect user briefing.

“Most relocation projects are essentially exercises in change management. It’s vital to get

accurate, up-to-date information on how an organisation ticks, how it is using its existing facilities and draw out their vision of how they want to work in the future. Too often this stage is rushed or short-circuited, but to obtain great results from a major move it needs sufficient time, budget and leadership commitment.”

Crucially, the consultancy spent time getting to understand WWF, its team undertaking a full workplace audit to review working practices, occupational densities, and aspirations for the new building.

The client’s initial idea was that the building would be more than simply a functional office space.

The request for proposal stated: “It will enable us to fulfil our mission and bring our work to life and will also enable us to engage

Having the right people in place is vital, particularly for the client team. Karen Gravestock was WWF-UK’s head of HR. She stepped away from her day-to-day job to become the internal project manager and has been involved from the early briefing phase, through looking at different ways of working and choosing furniture, to the physical move.

Following the move, WWF reviewed its operations structure bringing together HR with facilities and building-related marketing and events. In the end, they went a step further and included responsibility for the ICT service desk in the role.

“It’s about enabling our people and our place to be the very best they can be,” says Karen.

Her role as director of people and place demonstrates WWF’s holistic view of the workplace, one that more organisations could well adopt.

AMA’s ‘WorkWare’ toolkit was deployed to gather evidence on which to base concepts for the new workplace. The staff survey showed a very low level FM WORLD | 25 FEBRUARY 2016 | 23

17/02/2016 12:35

FM FEATURE

LIVING PLANET CENTRE WWF HQ

RICHARD BYATT

of satisfaction with the existing office environment. At 27 per cent, it was well below AMA’s 56 per cent benchmark for public and private sector organisations.

Karen worked with WWF’s head of facilities to find out what staff liked and didn’t like about the existing offices and what they had experienced elsewhere.

In addition to the project team (which included head of facilities, director of IT, director of brand design etc), they created an Inspiring Workspace Group made up of staff volunteers.

With Pam Bate, the Hopkins partner responsible for the interiors of the Living Planet Centre, this group visited a number of other innovative workplaces, including The Guardian, the Met Office, the National Trust, Amnesty International, the BBC and the Co-Op to understand how people were working differently.

Space planning The consultancy worked to understand how WWF was using space and how this

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22-25 User briefing.indd 24

RICHARD BYATT

10 WAYS TO A WINNING USER BRIEFING PROCESS ● Start early, allow enough time to gather information ● Listen to views and dreams across the organisation ● Seek a vision and commitment from the leadership ● Ensure designers are involved in the briefing ● Gather quantitative and qualitative data ● Visit other workplaces, in other industries ● Use mock-ups to test new environments in the flesh ● Involve HR, IT, and other functions ● Establish a change team and local champions ● Communicate, communicate, and communicate.

might change. Questionnaires, observation, interviews, and workshops were conducted.

WWF has a significant number of scientists on its staff. They are used to looking for evidence to support decisions, so they understood the importance of this process and bought into it.

Importantly, Hopkins attended all the workshops and interviews so that what was learnt could be communicated directly to the design team.

Armed with this information, three different scenarios for the future WWF workplace were modelled around the likely allocation of space. These

alternatives were labelled Business as Usual (BAU – essentially the status quo with minor improvements); Mild Green and Deep Green, each with a different quantum and allocation of space, cost, and CO2 emissions per employee.

“Offering a number of scenarios helped WWF to focus on what was important to them,” says Alexi Marmot, “and in some ways helped them to be bolder in their decision-making.”

In the end, WWF opted for the Deep Green scenario. It came with higher sustainability credentials but also offered better communications between staff

and more space for the visitor centre and educational suite.

“When WWF selected Hopkins as preferred architects, the organisation did not have a site for a new HQ,” says Pam Bate, “Hopkins and AMA therefore had time to do a thorough space audit to determine the size and type of building that would meet their needs.”

“Although the 3,600 sq m Living Planet Centre is one third larger than the previous headquarters, almost half is used to welcome in the WWF community: visitor space, the auditorium, boardroom, education space and large meeting rooms, so workspace is not dissimilar to WWF’s former home,” says Alexi Marmot. “The visitor centre and education facilities are integral to WWF’s outreach mission as well as a condition of a major tranche of funding for the Living Planet Centre.”

The Living Planet Centre supports 340 staff with 200 desks in team zones, plus 150 other spaces in which people can work.

“We now encourage people www.fm-world.co.uk

17/02/2016 12:35

LIVING PLANET CENTRE WWF HQ

Office space is arranged on two levels around a double-height internal street

RICHARD BYATT

Engagement and communication

to come in and just think about what they want to achieve in a day,” says Karen Gravestock.

“Do you need to be sat with a monitor; are you going to be collaborating or do you need to keep your head down?”

Space was allocated to teams based on their need to be near other teams, their storage requirements, or their need to be in particular parts of the building.

“We allocated zones rather than workspaces,” says Karen.

The move to a new location can act as a catalyst for change, but it’s not always a good idea to do everything at the same time, such as introducing new ways of working and a major ICT upgrade. WWF introduced laptops ahead of the move to signal that people would no longer be tied to a particular desk. Around a year before the move, a mock-up of the new working environment was built, including bench desking, a quiet booth, and breakout area. Teams – including the chief executive’s people – worked in the space and provided feedback. www.fm-world.co.uk

22-25 User briefing.indd 25

“It’s about enabling our people and our place to be the very best they can be,” says Karen Gravestock, WWF director of people and place

The key to a successful workplace transition seems to be communication, communication, and more communication. This is particularly true for the WWF as initial conversations started in 2006 and the move was in 2013, so it was important to sustain momentum. Early engagement between consultancy and client staff through steering group and staff meetings, communications, interviews and collaborative workshops, was continued.

With support from internal communications, Karen and the team talked to people frequently during the process.

Once the Woking site was selected, communication ramped up further. WWF tried to dispel fears around travel to work and hot desking. Engagement included talks, workshops, emails, and a “flythrough” of the new space. WWF offered a travel support package, season ticket loans, a lift share scheme, and provision for cyclists, including secure bike storage, showers, and a drying room.

As work progressed on site, WWF brought its people to Woking and used the nearby Lightbox gallery for presentations and a big ‘reveal’. Staff heard from the architects and from the contractor’s sustainability manager.

That there were minimal changes from the early designs during the project phase and very few people have left WWF because of either the new location or the changed work environment, which demonstrates the positive effect of all the planning, briefing and communication.

The Living Planet Centre is now the model for changes to WWF’s offices in Edinburgh and Cardiff, and an exemplar for WWF globally. FM FM WORLD | 25 FEBRUARY 2016 | 25

17/02/2016 12:35

FM FEATURE

TESLA BATTERIES

SARA BEAN

BATTERIES INCLUDED: A NEW WAY TO POWER FACILITIES? Battery technology is moving fast as manufacturers compete to produce the cleanest, most cost-effective answer to predicted UK power shortages within the next few years. By Sara Bean

TESLA

A

t a press conference last year, high-tech entrepreneur Elon Musk, founder of PayPal and CEO of electric-car maker Tesla Motors, caused a stir when he announced that his company, based in Palo Alto, California, would sell versions of its lithiumion batteries to help move the electricity grid away from fossil fuels and towards renewable

26 | 25 FEBRUARY 2016 | FM WORLD

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energy sources.

Tesla Energy is a suite of batteries that enables homes, business, and utilities to store sustainable and renewable energy to “manage power demand, provide backup power and increase grid resilience”.

Telsa’s Powerwall home batteries, which charge using electricity generated from solar panels, have already come down

in price by about 16 per cent over just the past year, and a joint KPMG and REA (Renewable Energy Association) report released in January found that energy storage technologies are declining so rapidly in cost by 2017 they will be economic in domestic instalments with solar photovoltaics (PV).

But how feasible are batteries for use in commercial buildings,

and can they really revolutionise the way our larger estates manage energy?

Now, in buildings fitted with solar panels, when the energy isn’t used, it goes back into the grid. The farther up the grid it goes the more it is lost in transmission, and the farther it moves away from generation before it is used, the less efficient it becomes. The basic principles behind the use of batteries is to take the electricity generated by solar panels (or wind energy) and store it locally for use at a more advantageous time.

Improvements in battery technology over recent years have been driven by research carried out by Tesla and other companies in the automotive industry. Although an analysis by Nature said the Tesla Energy pack consists of standard lithium-ion batteries based on “tried-andtested technology, similar to those that many other firms have on the market”, what Musk has achieved is to draw attention to the potential of this technology.

Gavin Dunn, BREEAM director, says: “What we’re seeing is as www.fm-world.co.uk

18/02/2016 16:42

TESLA BATTERIES

batteries improve, the more efficient they become, and at the same time the subsidies for selling energy back to the grid are coming down, so economic rationale is moving in their favour.”

The technology behind the batteries is moving fast – with a number of manufacturers, including many solar manufacturers – vying to produce the cleanest, most costeffective solution.

Primus Power, another Californian-based innovator, has come up with an alternative to the lithium-ion battery by developing low-cost, long-life and long duration flow batteries.

“Compared to Li Ion-based systems, the early winner in

Charging up: Tesla Energy envisages a suite of batteries for homes, businesses, and utilities to create a clean energy ecosystem to wean the world off fossil fuels www.fm-world.co.uk

26-30 Tesla batteries.indd 27

FM WORLD | 25 FEBRUARY 2016 | 27

18/02/2016 16:43

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15/02/2016 09:57

TESLA BATTERIES

stationary energy storage, flow batteries deliver rated power for a longer period of time and do not slowly lose power, giving them a longer cycle life,” says Tom Stepien, Primus’s CEO. “These features give flow-based systems low capital, operating and maintenance costs. Long life is the real key. Instead of having to replace battery cells, like we are accustomed to with our laptops, flow batteries can operate without fade for 10 or even 20 years.

Imagine this type of economic benefit at a substation or a solar or wind farm.”

TESLA

Sustainability issues Whatever its design, battery power is already making inroads at larger-scale sites with, for instance, solar and wind farms using storage to flatten out their normally variable supply, and this way they can reduce some of the fees that have to pay for balancing the system.

Lord Rupert Redesdale, CEO of the Energy Managers Association (EMA), says: “The technology for batteries is available now.

However, we think it will make financial sense in the next couple of years. Although people are putting batteries in as we speak, they are mostly put into big battery power stations.

“Instead of sticking them next to solar panels to charge up and then put onto the grid at peak periods it would probably be better to put the batteries at sites run by facilities managers.”

“There are still some issues, such as the sustainability of the batteries. However, we have a problem with the grid and will have 35 per cent less generating power by 2020 than we have now. The grid pays generators to produce supply; why shouldn’t companies who drop off the grid at peak times be paid for a reduction of demand?”

Frank Gordon, senior policy www.fm-world.co.uk

26-30 Tesla batteries.indd 29

By storing power generated when electricity is cheap, Tesla Powerwall batteries businesses can reduce energy bills

analyst for the REA, believes that the batteries will help to drive forward the use of renewable energy by overcoming the inherent problems of solar power – the inability to store power for later use.

“The UK already has a surprisingly big solar industry, with almost a million people and businesses with a solar panel.

There’s no reason that batteries won’t grow quickly and you can also match them up with wind energy.”

In general, the value of battery storage increases the closer it is to the load, so locating systems at a commercial building allows FMs the local management of their energy loads with battery storage becoming an integral component of a fully decentralised and distributed electric grid system.

Just where the batteries are located within a commercial building would depend on the type of battery. For instance, lead acid batteries are heavy, so they wouldn’t be suitable for the roof – and not in any kind of public area, which is why a plant

room or utility area that is well ventilated would be preferable.

Says Gordon: ‘This is why the REA, in conjunction with the IET, is currently writing some technical guidance on where to put your batteries and how to size them appropriately, which FM WORLD | 25 FEBRUARY 2016 | 29

18/02/2016 16:43

TESLA

FM FEATURE

TESLA BATTERIES

we will publish in April.”

But a major challenge for the take-up of battery storage within the built environment is the constant changing of government policy towards energy management. REA estimates that there have been 13 sudden and severe changes to the government’s green energy policies since the general election, and the Department of Energy & Climate Change (DECC) is finalising plans to cut subsidies support for domestic solar and wind power schemes.

Sunil Shah, chair of the BIFM Sustainability Special Interest Group, says: “The government will make a statement about what they’re doing and then go back on it six months later. This means there’s very little appetite as you can hardly make any kind of business case when a solar panel costs more than grid energy because you don’t know what the tariff is going to be set at.

“FMs deal with the things that are happening now, and when you look at an investment cycle [for batteries] you’re looking at three or five years max, which are not even on that time frame.

“The most effective way for batteries to operate for FMs is when they’re packaged in with solar panels, and you’ve the potential, once they’re stable enough, to use them as nighttime energy that charge up your battery and then use that energy

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SARA BEAN

“Flow batteries can operate without fade for 10 or even 20 years.

Imagine this type of economic benefit at a substation or a solar or wind farm” during the daytime.”

He adds: “That also ties up quite nicely with the pricing of solar panels as their prices will be lower than grid energy by 2020, so the two could gel nicely together, where you have a package that can generate energy for you which is going to be cheaper or at the same price as your grid energy.”

Getting burned Government policy is still more focused on energy conservation and sufficiency than renewable energy, particularly with the introduction of the Energy Savings Opportunity Scheme, which mandates energy assessments for organisations with 250-plus employees or with an annual turnover and balance sheet of ¤50 million and ¤43

EFFECTS ON PREVAILING ENERGY

The built environment remains focused on energy conservation and energy sufficiency, which includes: • • • •

LED lighting Insulation Solar panels Smart metering, aligned to intelligent management systems.

For example, the Holst Centre and the Eindhoven University of Technology has introduced a prototype, RF energy harvester – a ‘wireless battery’ that harvests energy from power sensor nodes throughout a smart building from one or two transmitters, which could help aide the uptake of smart building systems. www.holstcentre.com

million respectively.

Tim Hancock, chief executive at O&G Group, says FM service providers are far more concerned about energy savings than implementing new technologies, especially as so many organisations were “burned by the whole solar panel debacle”.

“Everyone launched into it with enthusiasm and then the government pulled the plug on it when all the subsidies went. So when bearing in mind battery storage within the built environment represents very advanced technology – we may all be excited by the art of the possible, but most of the FM sector believes we’re some way away on that and there has be evidence that the government is going to stick with it.”

Lord Redesdale takes the more

positive view that battery power will change people’s view of renewable energy. He says: “The real value of such a system is that you gain direct control of when you can use the power – because if you’re managing a building you don’t want to be told by someone else you can or cannot use the power when you want to.

“So say if you use batteries on site, such as the ones FM managers would control, they can then elect to drop off the grid and be paid for it and make savings for not drawing power at the time of their choosing.

“This is why the technology is being taken very seriously within DECC at the moment and that’s one of the pieces of work that the EMA is undertaking - that is, how to bring all the strands together.” FM www.fm-world.co.uk

18/02/2016 16:43

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15/02/2016 09:55

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STUDY ONLINE ANYWHERE ANYTIME GET QUALIFIED

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Study for Level 2 – new entrants Level 3 – first line management

w: www.bifm.org.uk/BIFMDirect t: +44 (0)1279 712 651 e: qualifications@bifm.org.uk to find out more

Call us to find out how BIFM can support you to progress your career, the alternative study and delivery models that are available and for guidance about identifying the right qualification level for you.

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17/02/2016 11:01

FM MONITOR

MARKET INTELLIGENCE

INSIGHT ECONOMY

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

CONTRACT FLOORCOVERINGS MARKET: 2016-20

VAT rates: Standard rate – 20% Reduced rate – 5% Source: HM Treasury (hmrc.gov.uk)

Bank of England base rate: 0.5% as of 4 February 2016.

IN 2014-2015 THE CONTRACT FLOORCOVERINGS MARKET RECOVERED FROM A LULL ON INCREASED DEMAND FROM HOTELS, RETAIL, LEISURE, AND OFFICES.

LARGEST MARKET

Source: Bank of England (bankofengland.co.uk)

Consumer Price Index (CPI): The CPI rate of inflation grew to 0.3 per cent in the year to January 2016. This is the third consecutive month of small increases, meaning that the rate is now the same as it was in January 2015. The main upward pressure came from motor fuels, with smaller contributions from food, alcoholic beverages and clothing. Air fares made the largest downward contribution.

GROWTH IN 2015 WAS 4% HIGHER THAN IN 2014, UNDERPINNED BY 7% GROWTH IN THE FLOOR TILES SECTOR AND BY RETURNING CONFIDENCE IN THE PRIVATE COMMERCIAL SECTOR. THERE HAS BEEN A SWING AWAY FROM CARPET TO ‘SMOOTH’ FLOORCOVERINGS WITH MORE INTEGRATED USE OF DIFFERENT TYPES OF FLOORING MATERIALS WITHIN A SINGLE INSTALLATION.

4%

Source: (www.ons.gov.uk)

EMPLOYMENT

National Minimum Wage The following rates came into effect on 1 October 2015: Category of worker

Hourly rate from 1 Oct 2015

Aged 21 and above

£6.70 (up from £6.50)

Aged 18 to 20 inclusive

£5.30 (up from £5.13)

Aged under 18 (but above compulsory school age)

£3.87 (up from £3.79)

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

£3.30 (up from £2.73)

SHUT TERSTOCK

UK Living Wage: The following rates are set by the Living Wage Foundation: Category of worker

Hourly rate from Nov 2015

UK Living Wage

£7.85 per hour

London Living Wage

£9.15 per hour

www.fm-world.co.uk

33_Insight.indd 29

MODULAR FLOORCOVERINGS ARE POPULAR. INITIALLY, THIS WAS CARPET AND FLOOR TILES AND LAMINATES, BUT THE TREND HAS EXPANDED TO VINYL AND LINOLEUM TILES. CARPET HAS THE LARGEST SINGLE MARKET SHARE, FOLLOWED BY VINYL, WOOD AND FLOOR TILES. CONTRACT CARPETS FACED RIVALRY FROM SMOOTH FLOORCOVERINGS, BUT SAW GROWTH OF 3% IN 2015, UNDERPINNED

BY MORE REFURBISHMENT AND NEW BUILDS IN THE PRIVATE RETAIL AND OFFICES SECTORS. ANNUAL SECTOR VALUE INCREASES OF 3% ARE FORECAST TO 2020.

SOURCE: AMA RESEARCH

UK HOUSING ASSOCIATIONS: 2016-20

STUDENT IMMIGRATION TO THE UK

Housing associations form the largest not-forprofit group, working with private and public organisations. In 2015, housing association stock increased to 2,828,000 units with increases in all types of housing. About 75 per cent of stock owned or managed by housing associations is general needs housing – mainly social rental. The sector is diverse, with 1,700 UK associations varying in size from under 10 homes to more than 50,000, but 95 per cent of homes are managed by the top 400 housing associations.

Government policies to increase the supply of affordable housing are focused on ownership rather than affordable renting. Several associations are considering building more private rented housing, known as build to rent, to fund development.

Some operators have dropped affordable/social rent from their development plans.

The sector faces the introduction of the Affordable Rent investment model, which is set to hit its income. It also faces the imposition of a 1 per cent annual rent reduction in the social rented sector for four years from April, which will cut social landlords’ rental income and welfare payments made to tenants. Source: AMA Research

Student immigration was 192,000 in June 2015.

Three-quarters of international students are non-EU nationals and of these 80 per cent arrive for higher education (HE). Visa statistics show that most nonEU students now come for HE rather than further education (FE). In the same period, 167,425 visas were granted for HE and 17,172 were granted for FE. LONG-TERM INTERNATIONAL MIGRATION

THE ABOVE SHOWS CALENDAR YEARS ONLY, BUT THE LATEST AVAILABLE FIGURES ARE PROVISIONAL ESTIMATES FOR THE YEAR ENDING JUNE 2015 THAT SHOW 192,000 IMMIGRATED FOR STUDY, 24,000 EMIGRATED FOR STUDY AND 57,000 EMIGRATED WHO HAD IMMIGRATED FOR STUDY IN PREVIOUS YEARS. SOURCE: OFFICE FOR NATIONAL STATISTICS

FM WORLD | 25 FEBRUARY 2016 | 33

17/02/2016 12:35

FM MONITOR

NEIL PENNY

HOW TO...

Neil Penny is product director at Sunrise Software

G ET TIN G STAF F O N BOA R D WI T H S EL F- S ERVI C E

elf-service portals can be a great timeS saver – if anyone bothers to use them.

Neil Penny looks into how facilities managers can get self-service on the radar Like any professionals who are privy to unique knowledge and skill-sets in their organisation, facilities managers can all too easily find themselves on permanent break-fix duty, running around solving one problem after another for the workforce.

Implementing a self-service portal is a great way to address this problem, enabling staff to find answers to their questions and resolve issues themselves if possible. Where issues do need further support, they are flagged to the FM team in a controlled way and can be addressed in order of priority rather than by who manages to collar someone first.

This is the theory at least – in practice many staff members tend to ignore self-service systems and may not even know they were available in the first place. For more technical issues they are more likely to simply hit Google or ask the nearest colleague. In the neighbouring field of IT selfservice, for example, research from Gartner on The Evolution of the Digital Workplace previously found that only 40 per cent of employees seek IT support as a first port of call.

Self-fixing can sometimes be effective, but can cause major issues if staff do the wrong thing.

When it comes to technology it can have a serious impact on the business, risking security breaches or causing further IT issues by 34 | 25 FEBRUARY 2016 | FM WORLD

34_How To.indd 34

changing or disabling applications and drivers. The habit feeds into the growing issue of “shadow IT” – 11 per cent regularly using technology or applications not sanctioned by their employer.

Raising awareness To overcome this, facilities managers should make a concentrated effort to raise awareness of the self-service option among employees. At implementation, there should be a strong drive to make all employees aware of the new portal and the kinds of services it handles and guides that are available. If the workforce is made aware that the portal should be the go-to place for things like booking facilities or reporting equipment issues, the FM team will find itself spending much less time fighting fires and more able to focus on other projects.

The team should also look to share as much of their knowledge as possible on the portal, saving a huge amount of time in answering common questions that come up repeatedly. This initial setup may seem something of a bind,

as between fighting fires and working on other large projects teams will rarely feel they have time to sit down and write a series of FAQs and guides – let alone run an awareness campaign.

But the amount of time and resources saved in the long run will certainly make it worthwhile.

It’s also important that both the portal and awareness of it are kept up to date. New information and services should be added in as new facilities, equipment, or policies come into the workplace, and raising awareness should be a regular effort rather than a onetime thing.

Fixing the problems Aside from actual awareness, the other reason for staff to avoid self-service is if they simply think it isn’t actually effective.

If the self-service system is consistently failing to provide solutions or have queries answered in time, employees are going to ignore it in favour of seeking direct attention.

The user interface needs to be clear and easy to use for a start because a confusing portal that looks like an old web-page from 1995 will immediately see most users switch off. More importantly though, an effective management system must be in place behind the scenes so that all queries are flagged and responded to appropriately.

“The user interface needs to be clear and easy to use for a start because a confusing portal that looks like an old web-page from 1995 will immediately see most users switch off”

Good service management software will make it easy to keep track of requests and see everything put in one place, rather than spread across innumerable emails, spreadsheets and post-it notes. This also makes it much easier to link the FM selfservice portal to other areas of the business. Again, IT is an obvious area of overlap when it comes to things like equipment, but areas like finance and HR can easily be connected as well.

Once the FM team has the ability to easily track all requests, it also needs to ensure that it deals with them appropriately. It’s fairly commonplace for teams to favour easier fixes over more difficult issues, but this practice can lead to disgruntled staff if requests are left too long.

A good way to ensure that requests are addressed in a timely way is to introduce the same kind of Service Level Agreement (SLA) policy that is expected of external suppliers.

This will clearly set out a time limit for responses or fixes on different kinds of queries, and give the team a clear target to adhere to. We’ve seen priority SLAs help to make a dramatic improvement in the time it takes to meet requests – improving response time by 80 per cent or more for high-priority requests.

Many staff will naturally still gravitate towards raising their needs in person, but once it becomes apparent that the selfservice portal is the fastest and easiest way to resolve most issues, it should fall into their workflow as naturally as email. But effort must be put into maintaining both awareness and functionality if the system is to be used to its full potential. FM www.fm-world.co.uk

18/02/2016 10:17

FM MONITOR

RICHARD PERRY

STEP BY STEP

Richard Perry is a director at Lumispec

LIG HTIN G – QU EST I O N S YO U S H O UL D A S K

he ink is dry(ing) on Energy Savings T Opportunity Scheme (ESOS) reports around the UK. Will they galvanise companies into creating achievable energy reduction plans as the government hopes? asks Richard Perry What, if any, energy conservation measures (ECM) do you plan to implement?

If you haven’t changed your lighting already, I bet it’s in your top two.

Lighting can be a ‘quick win’, but many are fooled into thinking this makes it easy. LED lighting has more in common with a computer now – the inclusion of printed circuits brings increased capability, but also complexity.

Lighting’s pervasive nature, found at every point of human contact, makes it an ideal conduit for building monitoring and environment management as society embraces the Internet of Things (IoT).

To deliver an excellent lighting project with a good chance of living up to that quoted five-year warranty, certain common factors should always be addressed irrespective of whether you are using a supplier or going it alone.

1⁄

What have we got?

A thorough site audit may sound easy, but it is cited by many large organisations as their biggest stumbling block.

You need to know precisely what lighting you have, the energy it consumes and whether/ how it is controlled by sensors.

Any mistakes here and your whole business case – and design – could collapse. www.fm-world.co.uk

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2⁄

How do we use it?

Your peers have specific needs. Talk to them and watch how they behave. This is not only necessary to fine-tune your business case on legacy lighting power consumption, but also as to how new lighting can improve the work environment.

Measurement and verification (M&V), be that formal or informal, helps you understand this and provides sponsor credibility. You probably don’t need 24 months of energy data, just an excellent understanding of how lighting is used and a very good computer model.

3⁄

How much will we save?

Critically a focus on energy/financial savings needs an excellent baseline, a precise knowledge of photometric performance and robust costversus-benefit modelling.

At Lumispec, we are often shown commercial proposals from companies where the projected benefits are overstated by 250 per cent or more, with hidden formulae in spreadsheets.

Remember, M&V modelling is all about a standardised approach such that, given the same data and a competent person, the results can be reproducible, measurable and auditable irrespective of toolset. A complex spaghetti of

spreadsheet calculations may be worth checking.

aesthetic. Small details can make an enormous difference.

4⁄

6⁄

What should we improve?

Savings are great, but don’t lose sight of what a huge difference even a small capital investment can make to critical areas.

Reinvesting some of the savings can have dramatic benefit. Investing in colour tuneable and high CRI lighting in clothing store changing rooms has demonstrated a dramatic decrease in returns and therefore increase in profits for some stores, as well as productivity in offices using individually controlled task lighting.

5⁄

Proper design

Good quality lighting design is hard – always obvious when bad, often taken for granted when good. Working with a reputable supplier or getting a lighting professional to review your design could be key.

Appropriate use of lighting controls, for instance, can often drive more savings than changing a metal halide lamp to an LED. Selecting the wrong one can be nightmare – phantom triggers of lights in an unoccupied meeting room mysteriously turning on can be because of that microwave sensor detecting the traffic through the wall in the neighbouring corridor!

For key areas get a detailed lux plot across area. Ensure that the specified lighting controls are fit for purpose.

Make sure that the lighting is appropriate, not just general space lighting, but task lighting where work is done, accent lighting for

Verify your savings

Measure and track your savings – it’s imperative if you are on a shared rewards contract such as PFI or ESCO. Consider using energy use meters on key lighting circuits for a month before the project, so you can validate the business case, and for a period after to verify the projected savings. Consider a performance-related bonus clause for over-achieving project benefits, and a clawback for not.

7⁄

Quality, not cost

Don’t fall into the trap of “they look the same, so must be the same”, they most likely aren’t and that increased price, especially if validated with photometric data and proper certification is more for a reason.

Looking at cost over the life of a project, initial purchase cost is between 15 per cent to 20 per cent of the total cost. A failure rate of 3 per cent a year could double this. That extra initial cost may prolong your breakeven point by an extra three months, but it will be worth it!

8⁄

Certification & warranty

Certification is a thorny issue, with that required CE certification difficult to validate. Bear in mind that UL and TUV-certified products, unlike CE, can be verified with the testing laboratory to provide extra confidence. Never lose sight that a warranty is only as good as the company that provides it is still in business. FM FM WORLD | 25 FEBRUARY 2016 | 35

17/02/2016 12:36

ADVERTISEMENT FEATURE

A helping hand in reducing employee absenteeism Employers can protect productivity and worker wellbeing by investing in innovative and effective hand hygiene systems, explains Mike Sullivan, managing director of GOJO Industries-Europe.

Absenteeism is one of the biggest threats to business success and client satisfaction with minor illnesses, such as the common cold, being the main reason for employees taking time off. These sporadic absences can have a significant impact, creating a domino effect throughout the workforce as germs spread.

A recent report by The Office of National Statistics reveals that 131 million days were lost to sickness absence in the UK in 2013, down from 178 million in 1993. This trend is encouraging, but still equates to a huge amount of lost revenue, manufacturing output or service provision.

Employers can guard against minor illnesses by investing in hand hygiene systems that ensure washrooms are both welcoming and well-equipped, and by incorporating products that go beyond the washroom to other key locations within the business.

As Jim Arbogast, Ph.D, GOJO vicepresident of Hand Hygiene and Public Health Advancements, says: “Hand hygiene protects public health and saves lives. It is important to wash with soap and water and use an alcohol-based hand sanitiser at key moments throughout the day, every day, not only during winter germ season.”

Crucial steps to hand hygiene Healthy hand hygiene habits can help to reduce the risk of infection. GOJO offers a wide range of soap formulations, from luxuriously fragranced foam soap to create a sensory spa-like experience, to fragrancefree versions that may be more suitable for

36 | 25 FEBRUARY 2016 | FM WORLD

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GOJO’s® LTXTM and ADXTM systems are popular choices for a huge range of different business sectors

healthcare or food preparation settings. All GOJO formulations maintain skin health and leave hands feeling moisturised. If a hand wash isn’t a pleasure to use, then people simply won’t want to use it.

Dispensers that look good and are easy to operate will help to encourage hand washing.

The GOJO® LTXTM and ADXTM systems are popular among a huge range of business sectors, with their mix of practicality and aesthetics. They feature GOJO CONTROLLED COLLAPSE bottles, engineered to hold their shape while emptying. This means that bottles remain flat to the surface of the large sight windows of the units, making it easy to monitor soap levels quickly, in a way that’s aesthetically pleasing.

As additional protection, hand sanitisers are perfect to use after hand washing or when

access to washing facilities isn’t available.

PURELL® Advanced Hygienic Hand Rub, a breakthrough formulation with exceptional antimicrobial efficacy offers that extra level of protection against germs. It is available as a gel or foam through wall-mounted or free-standing dispensers, in pump bottles for table tops, and in travel-sized bottles easily attached to clothing so that hand hygiene is always possible.

Whatever the business needs, GOJO can support facility managers with the right information and products to prevent the spread of germs, and to educate employees about healthy hand hygiene practices. i For more information on GOJO hand hygiene solutions call +44 (0) 1908 588444, email infouk@gojo.com or visit www.GOJO.com

www.fm-world.co.uk

17/02/2016 12:36

FM MONITOR

COLIN ALLAN

HOW TO…

Colin Allan is a director of Morgan Lovell Southern

RELOCATIN G YO UR O FFI CE TO BET T ER S UI T YOU R B RAN D

oving into new premises is so much more M than signing leases and placing furniture, equipment and staff. The space should say everything about your brand, says Colin Allan Moving office is not dissimilar to moving house. It can be stressful and filled with a long list of confusing legalities, but it also presents a wonderful opportunity to reinvent your environment and create a space that is fit for purpose and welcoming.

1⁄

Why move?

Consolidation, lease breaks and bringing teams together under one roof, or simply looking for a cheaper rent, are the most common reasons for relocating. However, we’ve noticed another trend that is emerging among both big and small enterprises – companies are now moving their office spaces with the aim of having a place that better represents them and boosts their brand. As the office space can physically represent the type of business you run, the talent you have, and the clients you work with, it holds within it a major competitive advantage, especially if you do it right.

2⁄

Good office design

Of course, there are the obvious benefits. Office relocation has been known to have a positive impact on streamlining working practices and patterns, improving the company’s overall workplace culture, re-energising staff, and attracting and retaining the best possible talent. However, as with moving home, relocation is not www.fm-world.co.uk

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for the faint-hearted. There is a lot of detail to consider and a good office design is fundamental to this process.

Firstly, you will need to have a really good understanding of the business and its brand to work out what’s needed. Often senior management will think that it understands what the business needs and this may very well be the case in some instances, but not always. For example, the CEO of a FTSE 100 company won’t necessarily know the confidential printing requirements of the finance team, or the commute time for each employee.

3⁄

The idea of change

It is worth getting staff involved and doing the necessary legwork before making any final design decisions.

Staff engagement during office relocation has always been important, but be sure you don’t scare people by asking too many questions too early on. Instead, allocate team leaders who can relay the necessary information between staff and the design team that will help build up your plan, while sensitively introducing the

idea of change to the workforce.

Additionally, doing a bit of investigative work in the first instance can be really useful in developing a workplace strategy.

You wouldn’t move into a new home without understanding the new property or how different rooms could be used for different purposes – the same goes for your new office. Once you’ve properly explored your needs and the new location, a workplace strategy can help to outline the parameters and highlight the best opportunities for change.

4⁄

How much space do you need?

As part of this assessment, you may find that the smallest details can actually make a big difference.

You may not actually need more meetings rooms, for example.

Morgan Lovell has found that, on average, 10 per cent of booked meeting rooms consist of one person conducting a phone call or trying to concentrate on an individual task. We also found that most meeting rooms are just too big, with only a third of the seats being used in the space. As a result, a lot of businesses are now shifting to social settings, with meetings taking place in coffee-shop style spaces. The same misjudgment can also apply to the actual layout of your desks.

Open-plan tends to be the norm, but people can often struggle to concentrate in open-plan

“Google might be renowned for having a ‘cool’ and forward-thinking office space, but this doesn’t necessarily mean that its design would suit your brand”

environments and this can result in huge productivity loss.

5⁄

Don’t be a copycat

A hugely important thing to remember is that your brand is your own. One of the biggest mistakes we have seen businesses make is trying to copy what has already been done. It’s easy to become misled by the values of other businesses. Google might be renowned for having a very ‘cool’ and forward-thinking office space, but this doesn’t necessarily mean that its office design would suit your brand.

Every company will have its own approach to working practices and, while it’s good to aspire to the values of a respected brand, that’s very different from actually imitating its operational and organisational culture.

6⁄

Nurturing collaboration

A great example of a company really focusing on its values by relocating and establishing a new office is national disability charity Livability. Our company recently worked with the company to assist with its move from longterm Shoreditch address to the Greenwich Peninsula, with a focus on delivering an innovative and fully inclusive workplace that placed disabled accessibility at the heart of the office design. Having properly assessed what was important to the business, from the systems and processes, down to the smaller design details, we were ultimately able to create a workplace that was optimised for collaboration and full inclusion, thus putting a real emphasis on Livability’s brand and values. FM FM WORLD | 25 FEBRUARY 2016 | 37

17/02/2016 12:36

BIFM NEWS

BIFM.ORG.UK

A developed workforce aids the retention of skilled talent and will boost company morale. Learn more at www.bifm.org.uk/qualification

QUALIFICATIONS

A culture of learning As an employer or employee you may have come across varied corporate attitudes towards learning. In heavy regulated sectors compliance training is of particular importance to organisations to enable them to ensure their continuing regulatory compliance. But compliance training does not necessarily mean an organisation has a ‘learning culture’. A more refined definition of a learning culture is the corporate desire to improve the performance of an organisation, the morale and retention of its staff, and create a culture of expression to drive innovation.

Learning has to be an active and participative process. Making learning a passive process will not engage individuals in their development and will not enable them to retain or implement the potential new knowledge and skills they have acquired. A good learning culture provides 38 | 25 FEBRUARY 2016 | FM WORLD

38_40_BIFMNews.indd 38

a supportive environment to facilitate the growth of people through their own processing of information, but also enables them to question and collaborate with other individuals.

For organisations a learning culture can provide a number of benefits. It can help develop and maintain morale and motivation for employees. Several studies have found that emotional factors such as job satisfaction and recognition are more important than pay.

A developed workforce can help staff retention and identify, develop and retain talent. If you are not supporting the aspirations of your workforce the more talented ones may leave, leaving you with low morale and lowskilled, unmotivated staff.

Learning and development facilitates the understanding of different perspectives and can challenge expected ways of working and behaviours. This can help keep your organisation stay ahead of change, enable you to identify problems with products or services sooner, drive innovation and potentially out-

manoeuvre your competitors.

BIFM’s aim is to be the development partner of choice for the FM industry. We can help individuals and employers along the path towards their development goals. You or your employees gain recognition at each step of the way along our career development path, which is aligned to our qualifications and membership grades. i For further information on BIFM qualifications go to www.bifm.org. uk/qualification, call +44 (0)1279 712 651 or email qualifications@ bifm.org.uk

opened across 14 categories. We need you to help us find the best people, innovation and impact from across the FM industry to showcase at October’s ceremony.

For 2016 we have three new categories. There are two new individual categories – ‘Manager of the Year‘ and ‘Leader of the Year”‘ – and we have also introduced an ‘Impact on Organisational Performance’ category, designed to identify and showcase the strategic value of FM in organisational success.

See below for all 14 categories:

BIFM AWARDS

People

People, Innovation, Impact

● Newcomer of the Year* ● Manager of the Year (new)* ● Leader of the Year (new)* ● Lifetime Achievement** ● Team of the Year ● Learning and Career

Here is your chance to be part of the BIFM Awards, with headline sponsor Carillion – as entries have

Development *Enter or nominate/ **Open to nominations only, closes 29 July

KEEP IN TOUCH » Twitter @BIFM_UK » LinkedIn » Facebook » YouTube » Flickr www.fm-world.co.uk

17/02/2016 12:37

Please send your news items to communications@bifm.org.uk or call +44 (0)1279 712 620

Innovation

BIFM COMMENT

Peter Brogan is research and information manager at the BIFM

● Innovation in Technology and

Systems ● New Product or Service of the Year Impact ● Brand Impact ● Impact on Customer Experience ● Impact on Organisational Performance (new) ● Impact on Sustainability ● Societal Impact ● Workplace Impact How to enter To enter or nominate, view the full criteria for each category at www.bifmawards.org, and ensure that you submit your entry(ies) by the closing date of 27 May. Need inspiration?

Why not look to past winners for inspiration? Resources available include case studies, articles and interviews (see www.bifmawards. org/hall-of-fame) Tickets and tables Tickets and tables are available for the Awards ceremony, taking place at the Grosvenor House on 10 October. For full details see the BIFM Awards website at www.bifmawards.org THINKFM: THINK PRODUCTIVITY

Early-bird call Early-bird tickets are still available for BIFM’s ThinkFM conference, with headline sponsor Sodexo, which takes place on 18 May in London, and online.

Evolving from last year’s theme on competitive advantage the 2016 conference theme is ‘ThinkFM: Think Productivity’; exploring facilities management and the workplace’s role in enabling organisational productivity.

Organisational performance and efficiency comes from the www.fm-world.co.uk

38_40_BIFMNews.indd 39

TURN AND FACE THE STRANGE – CHANGES (DAVID BOWIE)

here is no question that 2016 will be an exciting year for BIFM and the FM industry. Looking back on last year, it was not only an exciting year for BIFM, but also one that saw more advances across the facilities management sector.

The FM field continues to evolve over a number of strategic, tactical, human and technological factors.

To find out how the FM industry is evolving, our own BIFM FM Business Confidence Monitor is establishing itself as an important pulse check for the facilities management industry, capturing a picture of FM market confidence by canvassing views of the sector’s senior decision-makers and the teams delivering those services on the ground throughout the UK. This year we have included new questions around the impact of the new National Living Wage. I am eager to understand how the FM sector thinks the mandatory pay increase from April 2016 will affect them, as estimates claim that more than a million workers in the UK aged 25 and over will benefit from the wage increase.

In my last comment piece I mentioned the word ‘change’; it instantly reminded me of the book Who Moved My Cheese?, and certainly the cheese is being moved for the FM sector. There is no doubt that technology will have a major impact on the sector where data and benchmarking will be paramount. However, as more FM companies get a better understanding of their spend, many are now interested in learning if this spend is ‘appropriate.’ What’s appropriate? For example, how does that spend compare against other similar companies or industry standards? The FM spend against appropriate benchmarks will further empower facilities managers to better control that spend and drive improved performance across their organisations.

Another change on the horizon for facilities management in 2016 is the maintenance of Building Information Models (BIM). From its further integration into CAFM software through to the role of Soft Landings, it has the opportunity to really put FM at the heart of optimal building design and operational support.

With the role of FM evolving every year, it made me pause for a moment to think about people who have what is known as a growth mindset who are constantly monitoring what’s going on. Certainly they’re sensitive to positive and negative information, but they’re attuned to its implications for learning and constructive action: What can I learn from this? How can I improve? Therefore, the word change can either be embraced or feared by people.

As mentioned earlier the economic, environmental and technological conditions continue impacting the evolution of the FM sector, there’s one thing we know for sure. The FM sector will continue to be one of change and this certainly should not be feared but embraced.

Turn and face the strange.

T

“THERE IS NO DOUBT THAT TECHNOLOGY WILL HAVE A MAJOR IMPACT ON THE SECTOR WHERE DATA AND BENCHMARKING WILL BE PARAMOUNT”

@BIFM_PeterB

FM WORLD | 25 FEBRUARY 2016 | 39

17/02/2016 12:37

BIFM NEWS

BIFM.ORG.UK

BIFM TRAINING maximisation and alignment of all resources and systems towards the organisational goals and shared cultural commitment. Facilities and workplace management is part of that and a fundamental facet in enabling business performance.

What to expect: ● Hear case studies from business and FM leaders who have tackled the productivity issue. ● Expert insights from thought leaders in the field of productivity. ● A glimpse into the future and how technological, societal and economic factors will affect our organisations and ways of working. ● Insights on how to enable the full potential of your people, as individuals and as teams through FM. ● All with a new host to chair and compere the day, and a new venue – Milton Court. ● A new option to view the conference live online, with playback. ● Plentiful networking opportunities starting with breakfast and closing with the popular drinks reception. i See more and book your earlybird place(s) by 18 March at www.thinkfm.com. @ThinkFM also carries the latest conference news

SOUTH REGION

Workplace wellbeing and nutrition Specsavers’ prestigious offices near Fareham recently hosted a BIFM South Region event focused on the benefits of a healthy workplace.

Ruston Toms from Blue Apple Catering began by reminding attendees that the 30 million40 | 25 FEBRUARY 2016 | FM WORLD

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strong working population of the UK spend a third of their day at work. Employees with a ‘less healthy’ diet are 66 per cent more likely to be less productive (Brigham Young University 2012), and people with unbalanced diets also take 15 per cent more time off work (Harvard Medical School).

Employers can help to educate employees by promoting nutritional groups, introducing workplace programme discussions and working with caterers on menu engineering.

Next, Angela Steel, founder of SuperWellness, recommended habits to adopt for a healthy diet. The first is to eat eggs for their protein, which helps us feel satisfied and prevent cravings. Her second tip was to ‘de-sugarise’ by restricting ourselves to 1 gram per kg body weight, plus 50 per cent if exercising. Sugar is addictive and stimulates dopamine release, making the dopamine receptors become less efficient and making us crave more sugar. The third tip was to be careful about the fruit we eat. Her final piece of advice was to ‘Rest and digest’. Eating at our workstations, answering e-mails and phone calls, stops us absorbing more nutrients and gives us digestive problems.

After many questions, the members showed their appreciation before a healthy buffet and an enjoyable networking session, including a tour of Specsavers’ innovative workplace.

Thanks to Specsavers for hosting and providing refreshments, and to Ruston Toms and Angela Steel for their excellent presentations.

BIFM South Region is supported by Procore and The Resourcing Group. i See all BIFM events at www.bifm.org.uk/events

NEBOSH NATIONAL GENERAL CERTIFICATE IN OCCUPATIONAL SAFETY & HEALTH

f you need a solid grounding in health and safety in the workplace, you could earn a nationally recognised QCF level 3 qualification accredited by NEBOSH (National Examination Board in Occupational Safety & Health).

I

Where and when?

11-day course – Central London 14-18 March 2016 – Week 1 11-15 April 2016 ¬ Week 2 25 April 2016 – Examination Course overview This provides an excellent basic grounding in the essentials of health and safety for personnel accountable for these responsibilities in their organisation. The course is split into two weeks plus a day for the final exam.

In addition to the in-depth training, NEBOSH expects delegates to revise for the exams using the course handbooks. They will also be set homework to help prepare them for the exam and post-course assignment.

NEBOSH qualifications are life-long qualifications and do not expire. There is an expectation on the certificate holder to maintain their knowledge and keep it up to date with legislative changes and best practices through CPD events and many holders do this through membership of professional safety associations such as IOSH and IIRSM. Who the course is for Managers, supervisors, safety representatives, and any non-health & safety specialists who need a recognised health & safety qualification. Matters covered include: ● Safety & health foundations; ● Safety & health management; ● Monitoring, auditing & reviewing risk assessment; ● Accident investigation; ● Movement of people, vehicles & loads; ● Work equipment; ● Construction safety; ● Physical & psychological health hazards; ● Fire safety; and ● Control of substances hazardous to health.

Delegates who successfully complete two, two-hour written papers, plus a practical assessment, will receive a NEBOSH National General Certificate. BIFM Training is delivering this course in association with SMTS Ltd, an accredited centre provider of NEBOSH courses. i For more information visit www.bifm-training.com, or call us on 020 7404 4440

www.fm-world.co.uk

17/02/2016 12:37

FM DIARY

Send details of your event to editorial@fm–world.co.uk or call 020 7880 6229

INDUSTRY EVENTS

HOME COUNTIES REGION

SCOTLAND REGION

8-10 March | Ecobuild Exhibition and conference for the construction, facilities and energy markets. Speakers from organisations such as the UK Green Building Council to discuss housing, architecture and next generation issues.

Venue: Excel, London Web: www.ecobuild.co.uk

2 March | Multi-tenant sites – an FM challenge Venue: ITT Industries, Jays Close, Viables Estate, Basingstoke, Hampshire RG22 4BA Contact: Email Jane Wiggins at jane@fmtutor.co.uk.

7 May | Scotland Region Gala Ball and Recognition Awards Hosted by Scottish TV and radio star David Farrell, the region’s annual awards dinner. Awards categories include: FM Professional, FM Team and FM Project. Tickets, tables are available, as well as sponsorship opportunities. All fundraising monies raised on the night to go to charity ‘Kids With Cancer’.

Venue: Glasgow Marriott Hotel, 500 Argyle Street, Glasgow G3 8RR Contact: Email Michael Kenny at mkenny@fes-group.co.uk for more information.

14-18 March | National Apprenticeship Week 2016 Co-ordinated by the Skills Funding Agency, the week will include hundreds of events and activities across England to showcase apprentices and apprentice employers.

Web: www.tinyurl.com/ natappweek2016 22-24 March | Facilities management exhibition Exhibition and seminars, colocated with Cleaning 2016.

Venue: NEC, Birmingham Web: www.tinyurl.com/naltfl2 for more information.

6 April | BIFM Corporate Members – sustainability in FM Speakers to be announced shortly.

Venue: Skanska, Blue Fin, 110 Southwark Street, London SE1 0SU Contact: Email jennifer.rowntree@ bifm.org.uk for more information, or visit www.tinyurl.com/hjot66g to book tickets.

18 May | ThinkFM 2016: Think Productivity ThinkFM 2016 will explore how facilities and workplace management is fundamental to productivity, with insights on how to enable the full potential of your people, as individuals and as teams through FM. Hosted by Kirsty Lang, and sponsored by Sodexo.

Venue: Guildhall School of Music & Drama, Silk Street, Barbican, London EC2Y 8DT Web: For more information and to book tickets, visit thinkfm.com 21-23 June | Facilities Show An annual facilities management conference and exhibition, co-located with a number of other exhibitions relevant to the profession, including the Safety and Health Expo and Firex.

Venue: Excel, London Web: www.facilitiesshow.com www.fm-world.co.uk 41 | 8 MAY 2014 | FM WORLD

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LONDON REGION 16 March | London Region annual conference 2016 Case studies from London projects, debate and a behind-the-scenes tour of some of the world’s most dangerous locations from Mike Lynch, commander of covert operations forces in Iraq and Afghanistan. Tickets are £103 for BIFM members, and £153 for nonmembers.

Venue: Kings Place, 90 York Way, London N1 9AG Contact: Email cathy.hayward@ magentaassociates.co.uk or book your tickets at www.tinyurl.com/ pgnpjm3 27 April | Lighting up Canary Wharf: latest developments in LEDs More information to follow.

Venue: Barclays, 1 Churchill Place, Canary Wharf, London E14 5HP Contact: Email cathy.hayward@ magentaassociates.co.uk NORTH REGION 11 March | North west key learning event – Terrorist threat: the impact for FM Speakers include Ben Neate of GMS Group and Kenneth Upham, counter-terrorism security adviser for Greater Manchester Police.

Venue: DWF Law, 1 Scott Place, 2 Hardman St, Manchester M3 3AA Contact: Email Mark Whittaker at mark.a.whittaker@integral.co.uk 12 April | Sheffield and South Yorkshire group - Charity FM Trinity Hospital Almshouses is a 350-year-old charity which has provided accommodation for over 500 single and widowed gentlemen of Retford during the last three-and-a-half centuries.

Hear the story of this interesting project build, its unique FM challenges and the discoveries made during construction.

Venue: Trinity Hospital Almshouses, Hospital Road, Retford, Notts. DN22 7BD Web: Visit www.tinyurl.com/ jotjvsv to book tickets.

Bristol BS32 4J Web: Visit www.tinyurl.com/ jos2mx6 to book tickets.

22 April | Quarterly training day – security planning and awareness An additional training day. Lee Doddridge, MD at Covenant, Richard Thompson, CEO at Facewatch, and Avon and Somerset Police present on the threat of serious security incidents and how to be prepared.

Venue: Bristol Hilton Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4J Web: Visit www.tinyurl.com/ hkmpy4s to book tickets.

WALES REGION

SOUTH REGION 18 March | Quarterly training day – The changing workplace The programme for the day is still being finalised – an update will be available soon.

Venue: Hilton Bristol Hotel, Woodlands Lane, Bradley Stoke, Bristol, BS32 4JF Contact: Email Pauline Simpkins, pauline.simpkins@capita.co.uk, call 07713 788 270 or visit www.tinyurl.com/jos2mx6.

27 April | The trouble with hard water About 70 per cent of buildings in the UK are in hard water areas.

Jeff Clark, applications engineer at Environmental Treatment Concepts, discusses the problems caused by hard water and the solutions.

Venue: Holiday Inn Fareham Solent, Cartwright Dr, Titchfield, Fareham, Hampshire PO15 5RJ Contact: Email Ian Fielder at ian.r.fielder@gmail.com or visit www.tinyurl.com/q6c3z4k book tickets.

1 June | An evening with Martin Pickard An evening of discussion on Facilities Management from Martin Pickard, winner of the 2015 BIFM Lifetime Achievement Award.

Venue: To be confirmed.

Contact: Email Ian Fielder at ian.r.fielder@gmail.com.

SOUTH WEST REGION 18 March | Quarterly training day – The changing workplace The event is sponsored by Capita’s Property and Workplace Consulting Division. Full details to follow.

Venue: Bristol Hilton Hotel, Woodlands Lane, Bradley Stoke,

20 April | Charity golf tournament £53 per ticket for members.

Venue: Celtic Manor, Newport Web: www.regonline.com/ bifmwalesopengolfday SPECIAL INTEREST GROUPS 1 March | Workplace – What matters to people about workspace? Old wisdom, new research Mark Catchlove of Herman Miller and Ian Ellison of Sheffield Hallam University to present findings from doctoral workspace research, considering ongoing implications for workspace design. All attendees will receive a free copy of Propst’s 1968 book, The Office, A Facility Based On Change.

Venue: National Design Centre – Herman Miller Ltd, 61 Aldwych, London WC2B 4AE Web: Visit www.tinyurl.com/ jc2kmll to book tickets.

10 March | International – The challenge in global FM learning The globalisation of FM outsource models demands a framework for a consistent approach to service delivery and competence.

Venue: JLL, The Walbrook Building 25 Walbrook, London EC4N 8AF Contact: Email Claire Sellick at sellickc@aol.com for more.

21 April | International – compliance for FM in emerging markets Dave Cooke, Greg Davies, Rob Greenfield and Emily Scragg to speak. Full details to follow.

Venue: BACB, 8-10 Mansion House Place, London EC4N 8BJ Contact: Visit tinyurl.com/z6762jr for more and to book tickets.

FM WORLD | 25 FEBRUARY 2016 | 41 www.fm-world.co.uk

17/02/2016 12:37

FM MONITOR

PRODUCTS PUT TO USE

Call Greg Lee on 020 7880 7633 or email greg.lee@redactive.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

CASE

IN POINT FEATURE CASE STUDY

Building on the waste management wave of success PROBLEM The LEGOLAND® Windsor Resort, part of Merlin Entertainments plc, is a family theme park set in 150 acres of Berkshire countryside. The resort, which has more than 55 interactive rides, live shows and attractions, welcomes over two million visitors every year. 2012 saw the opening of a 150-room unique themed Resort Hotel. This added to the total waste volume the resort generated, presenting a significant challenge for the resort’s FM team, who had been set a target of achieving zero waste to landfill.

SOLUTION Grundon Waste Management worked in partnership with the LEGOLAND Windsor Resort, segregating its waste into eight different

waste streams – including metal, plastics, hazardous and wood – rather than just three.

A push on food waste was also instigated through the introduction of food caddies and bins to many of the food outlets and the hotel.

This saw an increase of more than 93 per cent of food waste sent to anaerobic digestion, where it creates renewable electricity and bio-fertiliser.

Elsewhere, corridor bins have been implemented to boost office recycling, a Greenredeem reverse vending kiosk in the staff canteen encourages can recycling, and waste that cannot be recycled or recovered goes to Energy from Waste, to generate renewable electricity.

of zero waste to landfill. Its commitment to the environment was recognised recently when the resort won the Thames Valley Business Magazine Green Progress Award for its outstanding performance in environmental management.

OUTCOME The partnership with Grundon has helped the LEGOLAND Windsor Resort achieve its target

For details of Grundon’s Total Waste Management service, call 01491 834 311, email info@grundon.com or visit www.grundon.com

Maximise space with under-floor air conditioning

Helping FMs combat occupational skin issues

Research centre chooses Remeha biomass heating

PROBLEM

PROBLEM

PROBLEM

Consultant Mott MacDonald enquired about the feasibility of introducing sufficient fresh air into the new student centre at the University of Essex designed to be naturally ventilated and very energy-efficient.

The threat of staff or visitors contracting a form of occupational skin disease on their premises is universal.

Grease, oil, solvents, detergents, soapy water, dust, paper and cardboard – exposure to these common workplace materials can be damaging to employees’ skin if the issue is disregarded.

The MRC-University of Glasgow Centre for Virus Research required reliable, high-performance, low-carbon heating technology at its new £10.4m research and teaching centre, in compliance with Part L of Building Regulations.

SOLUTION

M&E Consultant Arup specified a Remeha Gilles HPKI-K 240kW Pellet Biomass boiler with a Remeha Gas 610 Eco Pro high-efficiency condensing boiler for architect Sheppard Robson’s sustainable design.

SOLUTION AET demonstrated the flexibility of under-floor air conditioning systems to the client, which was satisfied that this would meet its requirements for a flexible and comfortable indoor environment suited to high and transient occupancy.

OUTCOME The AET Flexible Space system specified was a bespoke design with CAM downflow units supplying conditioned air at high volume with low energy output to the individual zones. Conditioned air is introduced into the space using a total of 124 floor recessed fan terminal units with EC fans for improved energy efficient operation.

Visit www.flexiblespace.com

42 | 25 FEBRUARY 2016 | FM WORLD

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The portfolio of Deb Stoko® pre-work creams, hand cleansers & hand sanitisers and after-work restore creams have been formulated to minimise the risks of skin disease and spreading of germs that are common in the workplace.

OUTCOME Through the use of Deb Stoko® products and by implementing a 4-step skin programme in the workplace – protect, cleanse, sanitise, restore – facilities managers will be able to maintain a happy, healthy workforce.

Visit www.debgroup.com

SOLUTION

OUTCOME The Remeha biomass system has assisted in delivering a BREEAM ‘Excellent’ rating. Scott Winton, M&E contractor at Crown House Technologies, praised the “quality of the boilers and technical support provided by Remeha.” www.remeha.co.uk– T: 0118 978 3434 – E: boilers@remeha.co.uk

www.fm-world.co.uk

17/02/2016 12:38

FM PEOPLE

MOVERS & SHAKERS

BEHIND

DATA

THE JOB

LIAM GUINEY

TOPIC TRENDS

NAME: Liam Guiney JOB TITLE: Facilities manager ORGANISATION: Royal London Mutual Assurance Ltd

Brief description of the job and key responsibilities:

Provision of effective cost-efficient facilities services across a multi-site estate. Ensuring that all environments comply with internal and external health & safety and regulatory requirements.

What attracted you to the job?

If you could give away one of your responsibilities to an unsuspecting colleague, what would it be?

To answer unwanted sales calls from cold callers.

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

Much more can be done to create roles for women.

When the time arrives, I’d like to see my daughter’s career path unhindered, with any role she wishes to pursue, and as an FM myself, seeing more women join FM gives the industry a vital balance with the way our profession is viewed globally.

Any interesting tales to tell?

Some years ago I met the late broadcaster Sir Terry Wogan. Spotting my Irish surname, he not only pronounced it correctly, (Guy-nee), but also asked what I did for a living. When I told him I worked in the facilities industry he responded, ‘’Ah, there is no greater calling’’. The sarcasm wasn’t lost on me, but I was impressed by his wit and charm.

Joining a forward-thinking organisation where I could both flourish professionally and contribute to group goals. Royal London started 150 years ago when two visionary Victorians met in a coffee WHAT SINGLE PIECE shop to discuss a plan to help OF ADVICE WOULD YOU people afford a decent funeral, GIVE TO A YOUNG FM to preserve a family’s standing STARTING OUT? in the community. I liked this “Firstly, develop some ‘handsaltruistic beginning.

My top perk at work is…

Working in Bath.

on’ experience at a base level, as there’s no substitute for learning the job in the saddle”

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

I started at a very junior level within a highpressured facilities team, and climbed the ladder, developing knowledge and hands-on experience.

What’s been your career high point to date?

I write a bi-monthly feature on the challenges of FM for a magazine in the legal and financial industry. The feedback I’ve received from other FMs on various topics has been well received.

What has been your biggest career challenge to date?

Several years ago, on a cold December afternoon, the main electrical power distribution that fed the 70,000 sq ft building I was managing blew, throwing the entire office into almost complete darkness. My team and I kicked our disaster recovery processes into gear, and worked with electrical contractors all night to restore power. www.fm-world.co.uk

If I wasn’t in facilities management, I’d probably be…

A fireman. The idea of saving both people and buildings appealed to me… I think there are parallels with managing the safety and compliance associated with buildings and employees as part of FM.

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

That having a large office desk makes you somehow much more productive… these days, some of the most senior figures I know operate efficiently by adopting minimal desking solutions.

How do you think facilities management has changed in the last five years?

Beyond money and mere competence, customers and clients are seeking to select companies that have a good environmental track record.

OUR INTERVIEWEE RATES THE IMPORTANCE OF CURRENT FM TOPICS OUT OF 10. THE ‘AVERAGE’ SCORE (IN GREEN) IS TAKEN FROM OTHER RECENT INTERVIEWEES.

Buying in / speccing up FM services

7

7

AVERAGE (SINCE JAN 2015)

LIAM GURNEY

Working on initiatives to ensure compliance

9 8

Working on energy efficient initiatives

8 10

Adapting to flexible working

7

9

Maintaining service levels while cutting costs

9

8

And how will it change in the next five years?

The FM industry is going to see a surge with technology by 2021 and this will impact the industry greatly, and it will be imperative that FM remains on top of the technological developments.

Have you got a story to tell? We are looking for facilities managers to feature in Behind the Job. Contact the team at editorial@fm-world.co.uk for more information

Organising training for the FM team

9

7

FM WORLD | 25 FEBRUARY 2016 | 43

Appointments

JOBS

Call the sales team on 020 7880 7665 or email jobs@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

To check out all the latest FM jobs go to:

www.fm-world.co.uk/jobs

Facilities Manager London Salary: £29,727.00 - £42,951.00 pa

Facilities Manager Dorset Salary: £24,000 pa

Business Development Manager Facilities Manager Hackney, London Salary: £38,000 to £42,500 pa

East Suffolk & South Hampshire Salary: c.£55,000 pa + benefits

Head of Facilitie Building Service Nottingham Salary: £58,434 - £68,09

Head of Facilities and Operations Essex Salary: £30, 000 - £37,000 pa

FMW Laundry List FP.indd 1 44 | 25 FEBRUARY 2016 | FM WORLD

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Facilities Coordinator Hampshire / Surrey Salary: £30,000 + Car + Benefits

17/02/2016 10:56 jobs.fm-world.co.uk

17/02/2016 11:44

Product aspects Business Development Manager Whether for economic, social, political or environmental reasons the role of heating is shifting towards solutions that are cheaper, cleaner and more local. Star Renewable Energy delivered the world’s first 90C Neatpump in 2010 and see significant opportunities world-wide but specifically in the UK for both water sourced heatpumps and large air sourced heatpumps for a variety of large heat consuming businesses.

This role is integral to our growth plan in renewable/low carbon energy solutions.

Leading international heatpumps team Leading UK refrigeration contractor River Source Heat

Skills & Experience Background in the renewables sector Strategic sales experience with a strong network of contacts Selling into fm/estates - social housing, nhs, universities, large retail, factories, airports, etc.

Knowledge of large heating devices/networks and RHI Setting up of ESCOs Financial Modelling

Large Multi MW heatpumps Renewable Heat Cleaner Cheaper More Sustainable Free Cooling

Details Flexible location "NLODSHSHUD QDLTMDQ@SHNM O@BJ@FD VHSG ADMDƥSR HMBKTCHMF BNLO@MX B@Q OQHU@SD LDCHB@K insurance & non-contributory pension scheme To apply or for further information please contact: email: jobs@neatpump.com www.neatpump.com Star Renewable Energy, Units 1-4 Thornliebank Ind. Est. Glasgow, G46 8JW

@wasteheatuser

Closing date: 31st March 2016

Star Refridgeration HPH.indd 1

PLAN YOUR NEXT MOVE

on the move

16/02/2016 10:44

JOBS

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

Go to www.fm-world.co.uk/jobs jobs.fm-world.co.uk

RECR_FMW250216.indd 045

FM WORLD | 25 FEBRUARY 2016 | 45

17/02/2016 11:45

REQUESTS

SURVEYS / POLLS / EVENTS / RESEARCH

CALLS TO

Unless otherwise stated, all surveys mentioned on this page will keep your contact details confidential at all times and not use them for commercial purposes

ACTION HERE’S WHERE WE BRING TOGETHER ALL THE LATEST REQUESTS FOR YOUR INPUT – AND THE REASONS WHY IT’S WORTH YOUR WHILE TO GET INVOLVED ( = DEADLINE FOR ENTRIES)

EVENT: FM WORLD WEBINAR ON THE NATIONAL LIVING WAGE Details A lunchtime webinar discussing the impact of the National Living Wage (NLW) and what it means for FM operations. The event is held in association with workforce management software developer Kronos, and will hone in on three ways in which the operational impact of the incoming National Living Wage can be countered: ● Productivity gains from systemisation; ● Facilities team structure and balance; and ● Better conversations with facilities personnel leading to better service outcomes.

The event’s theme is based on the fact that no one can ignore the impact of the National Living Wage. The extra cost it is set to add to service contracts is focusing minds on both sides of the FM contract equation. Questions to be discussed include: How should organisations react? Will the NLW force a keener awareness of FM’s role? And how can FMs ensure the right number and quality of facilities personnel they deploy optimised?

The webinar takes the form of an audio round table, chaired by FM World d editor Martin Read and broadcast live to those who register to listen online. Joining Read will be Neil Pickering, industry marketing manager, Kronos; Stuart Wright, property and facilities director, Aviva plc; and another client involved in introducing the NLW into their business.

Commitment The webinar will last for one hour. We encourage you to join the debate by submitting your questions to our panel.

This webinar takes place at 1:00pm on Wednesday 16 March You can register at: tinyurl.com/FMW-0116Reg — send any questions to editorial@fm-world.co.uk

BIFM BUSINESS CONFIDENCE MONITOR What BIFM's annual survey, run in partnership with Barclays Bank and publisher i-FM. Commitment A 10-minute online survey. Views are sought from those within service providers large and small, whether it’s those delivering services or those tasked with generating growth.

Why y The aim is to measure ‘buoyancy across the FM sector’. This year's survey includes new questions on the impact of the National Living Wage.

Notes The monitor asks for opinion on current business performance, business outlook, and individual career prospects.

The survey can be completed at www.tinyurl.com/fmw1102-BCM The survey closes at the end of this week on Friday 26 February, with the results due to be published on the BIFM website on 17 March

READERS' SURVEY What FM World Readers' Survey 2016.

Commitment A 10-minute online survey.

Why To make sure that BIFM members are best served, BIFM is conducting a readership survey to help ensure that the content published across its FM World products continues to be the material that readers want to read, when they want to read it. This data is critical in determining how the FM World team goes about approaching its work, informing all aspects of FM World’s day-to-day activities and the products produced. BIFM will use the responses to focus the future strategy of the FM World brand, ensuring that it continues to be a valuable benefit to members and other subscribers.

Notes All answers are treated as completely confidential and analysed solely in aggregate form.

As a thank-you, we will enter the names of all those who complete the questionnaire into a prize draw to win £150 in John Lewis vouchers.

To complete the survey, visit www.tinyurl. com/FMWorldReadersSurvey2016 The survey closes Friday 26 February

IN THE NEXT ISSUE OUT 10 MARCH

WHEN THE LEVY BREAKS: THE IMPACT OF THE APPRENTICESHIP LEVY ON FM /// CALCULATING SPACE FOR CATERING /// MANAGING YOUR GREY FLEET /// TRAVEL AND SUBSTINENCE PAYMENTS /// HOW TO SUPPORT YOUR APPRENTICES /// THE SKILLS DEBATE /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS 46 | 25 FEBRUARY 2016 | FM WORLD

46_Call to action.indd 46

www.fm-world.co.uk

18/02/2016 17:46

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