FM World 13 February 2014

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 13 FEBRUARY 2014

FMWorld www.fm-world.co.uk

SHARE OPTION How coworking could inspire corporate FMs

RECYCLING

Dealing with the commingling conundrum

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UniteSE Workplace Workstations & Storage United Made in UK

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VOL 11 ISSUE 3

13 FEBRUARY 2014

CONTENTS

16 | Together apart

20 | You’re hired

24 | School’s out

NEWS

OPINION

FEATURES

06 BIFM announces new professional standards 07 FM’s future will be more people-focused 08 Swansea Bay tidal lagoon scheme 09 Think Tank: FM’s role in social value activity 10 Business news: Graeme Davies on how FMs could catch a break the PM’s red tape cull 11 Mitie unveils new logo to ‘invigorate’ its brand 12 ISS extends its deal with HP until 2018

14 Roger Amos on council property portfolios 15 Five minutes with Debra Ward 50 No Two Days

28 | Getting energy savvy

16

Working apart together: What can corporate FMs learn from the companies embracing co-working in the UK’s big cities?

20

A lift into work: The FM department at the London Borough of Ealing is championing a scheme to help disadvantaged youngsters into the world of work

24

Sporting chance: Making school recreation facilities available out of hours can be a huge benefit to local communities

28

Seeing the light: As energy costs continue to rise, FMs have a new weapon in their armoury that can pinpoint energy wastage in the workplace

MONITOR 32 Briefing: Andrew Eastwell looks at big data 33 Legal: Paul Reeve on updates to asbestos law 34 Technical: Alex Mirkovic on commingled recycling 37 Comment: Ian Baxter discusses waste services 38 Technical: The growth of intelligent buildings

REGULARS 40 BIFM news 42 Diary of events 44 Behind the job 46 Appointments 48 Products

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

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

visit fm-world.co.uk/jobs For daily notice of the latest FM news and fresh FM World content, follow us on Twitter Cover Illustration: ROBERT BALL

visit twitter.com/fm_world FM WORLD | 13 FEBRUARY 2014 | 03

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THIS SEASON’S

PICKINGS NEW YEAR 2014 TRAINING BROCHURE – OUT NOW

As confidence in the UK economy continues to rise, forward-thinking professionals will recognise that training is an important investment this year - business priorities will change as the economy turns its corner, and workforces will need to be supported with the competencies required.

Our programme is now larger than ever before and includes brand new courses to educate you on emerging trends; long established courses that will help you to develop those essential ‘core’ capabilities plus specialised programmes that will help you to harness your skills and gain competitive advantage through specific FM functions.

Download now at www.bifm-training.com or for a postal copy please call 020 7404 4440

MARCH 11-13 12 12 13 17-21 18-19 18-19 19-20 20 25-26 25-27 26 27 31-4

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Telephone info@bifm-training.co.uk | www.bifm-training.com facebook.com/bifmtraining

twitter.com/bifmtraining

linkedin.com/company/bifm-training

E

NO NT W R OP IE EN S

Exceptional & inspirational facilities management Will 2014 be the year you join the illustrious line-up of winners?

We are looking for the best examples of exceptional and inspirational facilities management projects, people and organisations to showcase at the BIFM Awards.

Enter and share your achievements with the FM community:

www.bifm.org.uk/awards2014 awards@bifm.org.uk +44 (0)1279 712 640 #BIFMAwards HEADLINE SPONSOR

ENTRIES CLOSE 2 MAY 2014 (FM OF THE YEAR CLOSES 27 JUNE 2014)

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Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 www.fm-world.co.uk EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ news desk: Herpreet Grewal ⁄ reporter: James Harris ⁄ sub editor: Deborah Shrewsbury ⁄ digital content executive: Hannah Whittaker ⁄ consultant art director: Mark Parry ⁄ art editor: Daniel Swainsbury

MARTIN READ EDITOR COMMENT

LEADER

ADVERTISING AND MARKETING email: sales@fm-world.co.uk senior display sales executive: Norbert Camenzuli (020 7880 7551) ⁄ display sales executive: Jack Shuard (020 7880 8543) / recruitment sales: Call 020 7324 2755

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

SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media. co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/ subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services call James Harris on 020 7880 6229.

EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve ⁄ Martin Bell, independent consultant / Lucy Jeynes, Larch Consulting / Nick Cook, managing director, Haywards ⁄ Rob Greenfield, group SHEQ director, GSH ⁄ Liz Kentish, managing director, Liz Kentish Coaching ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Chris Stoddart, director of FM, Regent Street Direct ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM tutor and author ⁄ Chris Wood, FM consultant Average net circulation 11,920 (Jul 12 – Jun 13) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM)

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

BIFM ENQUIRIES

British Institute of Facilities Management Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER Tel: +44 (0)1279 712 620 Email: admin@bifm.org.uk Web: www.bifm.org.uk

www.fm-world.co.uk

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ow many TV shows about antiques can one country be reasonably expected to handle? Plenty, it would seem. Where once the Antiques Roadshow ploughed a lonely furrow, today you have to work hard to avoid accidentally watching Cash In The Attic, Antiques Road Trip, Bargain Hunt, etc.

I’m not sure what this fascination with the past tells us about our present, but there’s one thing that all these programmes tell us about future value – ‘provenance’, we’re told, is key; solid proof of where something was originally sourced – and what’s happened to it since – can add significantly to what people think it’s worth.

In a sense, there are plenty of examples of provenance governing the practice of facilities management. Contract caterers sell their services on an ability to detail all aspects of their food’s journey “from farm to fork”; the idea behind building information modelling is to show exactly what, when and where a particular element of a building’s structure was first prescribed (and indeed what’s subsequently happened to it); while for FM service providers and public sector clients, the recently introduced Social Value Act puts greater value on detailing where those who work in FM teams are, ahem, “sourced” – for instance through engagement with local community support groups to bring in apprentices. Elsewhere in this edition you can read about how offering ex-offenders a route into work through the FM team can have a wider inspirational effect, as Ealing Council’s Roger Amos testifies.

There’s now a full qualifications structure in FM spanning Levels 1 to 7.

Employers and service contractors can put more and more weight behind the educational backstory of their employees, and for some . Of course, for many FMs the requirement is to plug existing skills gaps rather than show the breadth of their qualifications to date, and with this in mind it’s good to hear news about the BIFM’s FM Professional Standards Framework, designed to help individual facilities managers plan their professional development and identify areas where additional training is required. The idea of the framework is that it will provide targets for both FMs and employers of FMs to measure themselves against. It will help both parties plan more detailed training activities for their specific circumstances. The BIFM is also promising some new tools to help individuals and businesses in their professional development programmes. BIFM CEO Gareth Tancred is quoted as saying that the framework represents “a landmark step for the facilities management profession”, setting out “the professional standards that are required at each stage of an FM professional’s career, from a support role through to a strategic role”.

By defining the competencies required across the functional areas of facilities management, the framework, said Tancred, will be an indispensable guide for professionals and employers alike – and an important part of our work to develop the FM profession. “We must develop our professionals at all levels if we are to succeed and influence change both now and in the future,” he said.

Anything that helps the wider facilities management profession to clearly detail the value of the people who practice it, at whatever stage they started on their FM journeys, has to be a good thing. It all adds to a sense of increasing professionalisation across the sector.

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“We must develop our professionals at all levels if we are to succeed and influence change”

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TRAINING & STANDARDS

FM professional standards framework launches as ‘global competence model’ for the profession The BIFM has introduced its new Facilities Management Professional Standards framework. The framework, created in consultation with FM industry stakeholders, experts and professional standards writers, is designed to act as a global competence model for the profession.

The BIFM Facilities Management Professional Standards define the key functions performed by FMs, the main components of each functional area and the competences required to be a proficient professional when carrying out each function. Each competence has been defined for each level in a facilities manager’s career, from support role through to strategic role.

The standards can be used to benchmark the skills, knowledge and competences of FMs at all levels in the profession. Each has been designed to help FMs understand what is required in the role and where they can develop their skills in order to advance their career.

Employers of FM staff can use the standards to better understand the skills and capabilities they can expect from their FM teams; identify capability gaps; aid workforce planning (by identifying personal and professional development training requirements); and assist with FM recruitment.

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standards and to inform learner assessment processes and tools.

New entrants to the profession – school leavers, career changers, and anyone considering a career in FM – can use the framework to identify the types of roles and responsibilities involved in FM. Linda Punter, head of learning and development at FM service supplier Bouygues, said: “These standards help individuals who want to achieve a professional FM qualification and enable us to recruit against clearly defined competences and skill sets. We can develop career pathways and succession plans for all members of the workforce, from new entrants to the profession right through to strategic FMs, and support these individuals through the creation of professional development plans and the monitoring of continuing professional development

activities. We can also carry out a gap analysis, generating training plans that add value for all stakeholders and develop a skilled and motivated workforce ready for the challenges of tomorrow.”

Gareth Tancred, BIFM CEO, said: “Ensuring that we have a proficient, qualified and skilled workforce is essential to driving up the standards across the profession. Our work with stakeholders to develop these standards means that we now have a robust set of professional standards by which professionals and employers alike can benchmark themselves against. ”Organisations and business leaders now have a framework with which they can ensure they are fully utilising the management discipline of FM.” To complement the framework, new tools for both individuals and organisations to use in

BIFM CEO Gareth Tancred: “Professionalisation of FM is needed to ensure its relevance and effectiveness to business”

their professional development programmes will be introduced in due course. The FM Professional Standards are closely aligned to the BIFM qualifications to ensure consistency and relevancy.

The BIFM Facilities Management Professional Standards can be found at www.bifm.org.uk/ FMprofessionalstandards

MoD arm launches FM recruitment drive The Ministry of Defence’s property and services provider has launched an FM recruitment drive.

The Defence Infrastructure Organisation (DIO) is to hire 74 facilities officers, estate facilities managers, soft facilities managers and those specialising in estate planning and advice. Roles will range from junior to senior levels.

The DIO, which superseded the Defence Estates in 2011, builds, maintains and services the facilities that servicemen and women need

to live, work, train and deploy on operations. The organisation is looking to fill about 400 new positions after restructuring its operating model. Last year it reallocated personnel to different roles, freeing up vacant positions.

Russell Snowden, DIO head of workforce management, said: “DIO’s vision is to become a world-class infrastructure delivery organisation over the next few years. We are now recruiting staff to ensure we have the right jobs

with the right people with the right skills, in the right locations. We need future specialists and leaders.“ DIO has 4,900 staff ranging from town planners, airfield pavement experts, foresters to construction engineers. It has a £3.3 billion annual budget to manage 45,000 buildings – 50,000 military homes and 135,000 single living bed spaces across 230,000 hectares.

Information about applying for jobs at DIO can be found at: www. tinyurl.com/pglu79x www.fm-world.co.uk

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NEWS

BRIEFS Red tape cull to hit waste?

FM to become more people-focused The next generation of FM professionals will increasingly focus on their relationships with employees, claims a new report into trends across the sector.

More flexible working environments and better communication through advances in technologies such as social media will see the sector placing more emphasis on relationships than infrastructure, according to the International Facility Management Association (IFMA).

The report, produced in association with CBRE, recommends the development

of “soft skills” in order for FM talent to be recognised for its organisational leadership and not just its technical capabilities.

The report also says that FM needs to increase its role in designing and creating systems that connect data from disparate resources, whether infrastructural or employee-related.

It adds that if FMs collected, kept and used the metrics that supported the positive effect their jobs had, they would be able to create more compelling cases for the importance of their role within organisations.

FM leaders could look to best practice in other industries to determine how to co-mingle and make relevant analytics collection and analysis simpler, the report suggests. Awareness of trends and opportunities impacting the FM profession is another key step in taking historical tools, processes, strategic thinking and new employee resources toward the future, it adds.

The report is based on workshops at the IFMA World Workplace Conference and Expo held in Philadelphia, USA, in October 2013.

SALARY SURVEY

SHUTTERSTOCK

FM World opens 2014 salary survey FM World has launched its annual salary survey, with BIFM members and site visitors again invited to take part in this important research.

The 10-minute questionnaire asks about salary, bonuses, benefits and the critical issues that matter most to facilities managers in the development of their careers.

Last year’s survey found that about 20 per cent of respondents earn more than £60,000.

Just under half were paid salaries of between £26,000 and £45,000, with just under 10 per cent on salaries of under £26,000.

The biggest proportion of respondents (41 per cent) who received a salary increase at their most recent review got a rise of 1 to 2 per cent, with 30 per cent reporting no change, a similar www.fm-world.co.uk

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How much are you worth to your employer? Answer the salary survey

pattern to 2011’s results.

Most respondents (64 per cent) said they worked as in-house FMs, with the remaining 36 per cent working for service providers, a similar split to last year.

The number working in both local and central government was down on 2012, as were those in the healthcare and finance and banking sectors.

Gains were made, however, in property, IT and electricity, gas and water sectors, as well as the training and education sectors, which saw a slight rise.

A little over half of respondents said they worked for organisations with more than 1,000 staff.

The 2013 survey also revealed information about benefits, motivations to stay with or move from an employer, and levels of training.

To take part in the FM World Salary Survey 2014, visit the FM World website: www.fm-world.co.uk

David Cameron’s vow to cut regulations to save businesses money will have a “relatively limited” effect on the wider FM sector – but could affect construction and waste management.

The Prime Minister announced last month that by March 2015 the government would slash 80,000 pages of “needless regulation”, mostly consisting of environmental guidance, so that businesses can save “around £100 million per year”.

Peter Watts, head of environment at legal adviser Workplace Law, told FM World: “From a facilities point of view the impacts [of the regulations cull] are relatively limited, with the exception of FMs involved with construction projects.”

BS 8903 standard Implementing the British Standard for Sustainable Procurement (BS 8903) will help FMs save money and increase employee engagement, says service provider Emcor.

In a new ‘white paper’, the FM company says it has both integrated the principles of the standard into the organisation and used it to deliver benefits for its customers. Emcor is the first FM firm in the UK to have been awarded the standard.

BS 8903 is a set of guidelines that helps companies set, manage and achieve sustainable and economic development goals.

BIFM publishes flood guidance The BIFM has launched a guide to help businesses minimise the impact of floods on their premises and commercial activities.

Published in association with risk management specialist RiskCentric, the guidance offers checklists on flood mitigation, a flood response plan and a postflood plan.

The Environment Agency says that businesses are more likely to be flooded than burnt down and the cost of flood damage is on average four times greater than fire damage. Costs related to flooded businesses average between £75,000 and £112,000, say the statistics.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Flexible working helps businesses flourish

SWANSEA BAY TIDAL LAGOON SCHEME DESIGN: Juice Architects and LDA Design OVERALL COST: £750 million-£850 million COMPLETION: Expected 2018

JUICE ARCHITECTS

Swansea Bay city rollers plan A visitor centre shaped like an oyster is to be built in Swansea Bay in Wales. The building will also house an operations and maintenance facilities base for the hydro-turbines that will form the heart of the Tidal Lagoon Scheme in the bay.

The scheme will harness the tidal range within Swansea Bay for the extraction of renewable energy.

When complete, the complex could help provide clean, renewable, reliable and predictable power for more than 120,000 homes for 120 years, says Juice Architects, which designed the building. This would be enough to power 70 per cent of Swansea Bay’s annual domestic electricity use.

The 37,674 sq ft visitor centre, which will be located offshore, will also provide leisure, cultural and educational activities for the estimated 100,000 visitors who are expected to come and see the scheme when it opens in 2018. The design for the building comprises a series of overlapping shells, sculpted to form an attractive bowl-like structure.

The outer wall alignment will provide shelter from wind and waves and will be finished in highly textured concrete with tall windows like fissures between the shells.

The centre will house public galleries, a café, lecture theatre, educational rooms and exhibition space. Turbine propellers will be visible through a glass floor from the ground floor gallery.

Paul Newman of Juice Architects said: “Our iconic design responds to the challenging marine environment some 3.5 kilometres out into Swansea Bay, to create a building that expresses the potential of the ocean and represents the clean renewable energy to be generated whilst also reflective of the bay’s heritage.”

Newman says the design and materials are deliberately tactile with the rugged outer shells “contrasting dramatically with the interior, which will be a place of wonder with natural light reflecting off the pearlescent curved walls to create a stimulating environment for visitors”.

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Companies that fail to recognise the role of flexible working in today’s workplace risk losing key staff and being unable to attract talent, according to new research.

In a survey, global workplace provider Regus asked more than 2,600 business owners and senior executives in the UK and found that over threequarters (76 per cent) believe that flexible working improves staff retention and seven in 10 (71 per cent) consider flexibility a key measure in attracting new talent.

Three-quarters of those polled also claim that they would pick one job over another if it offered greater flexibility and a choice of work style.

Other findings included 71 per cent of respondents agreeing that flexible working makes employees more loyal and more than half of the respondents said they would have stayed longer in their last position had flexible working been an option.

FM can have ‘major influence’ on social value Facilities managers are potentially major players in embedding “social value” into core public services, a head of sustainability at an FM firm told a summit last month.

Mat Roberts, who heads the sustainability division at Landmarc Support Services, said the FM sector was becoming more visible as “a defined group”.

As a result, FMs’ influence was increasing among government bodies and social enterprises, he said.

“We are usually behind the scenes and often people don’t even know that we are there. FM is continually in the background, making people look good and making things happen,” added Roberts.

“But now, we are coming out of the shadows because we are learning about the impact [FM] can have when it comes to social value.”

GVA survey highlights upturn in office lettings Nine city centres have reported that annual office take-up in 2013 was at its highest level for five years, according to GVA’s quarterly regional office market report.

City centres including Glasgow and Leeds saw a total of 4.87 million sq ft of office space taken, according to GVA’s findings.

Scottish Power started construction on its 220,000 sq ft standalone headquarters. Leeds’ take-up in 2013 was 76 per cent above its five-year annual average.

Carl Potter, director and head of national offices at GVA, said: “It is clear both from investor sentiment and the levels of occupier demand that the UK’s regional cities are once again beginning to push forward. However, there are constraints that will curb new speculative office development.”

Report identifies common global issues facing FMs The issues facing facilities management in the UK are mirrored in 11 other countries around the world, according to new research.

The Royal Institute of Chartered Surveyors (RICS) has published a followup report to its 2012 publication, Raising the Bar: Enhancing the Strategic Role of Facilities Management.

The new document, entitled Raising the Bar: City Roundtables Research Report (Phase II), is based on interview roundtable events conducted with facilities managers in 12 countries throughout the world.

Another common concern was that facilities managers are being denied “access to board level” and thus suffering an inability to “act more strategically”. This view was consistent across both geographies and industry sectors.

Participants also agreed on the existence of a “glass ceiling” for FM in business, caused “largely by the perception that FM is not a professional career and does not contribute to corporate strategy or capability”. www.fm-world.co.uk

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FM NEWS SIGN UP FOR FM WORD DAILY AT FM-WORLD.CO.UK Not important 12%

THINK TANK

WE ASKED 100 FMS…

Very important 56%

Of some importance 32%

How important is FM’s role in demonstrating an organisation’s social value activity?

At a recent conference, Landmarc Support Services’ Mat Roberts head of sustainability suggested that facilities management could ‘lead the way’ in embedding social value in public services.

The Public Services (Social Value) Act 2012 aims to “improve the economic, social and environmental well-being” of operations.” FM, suggested Roberts, is best placed to enable changes at a community level through the employment of local workers, apprentices, ex-offenders and those from disadvantaged background.

In FM World’s most recent Think Tank poll, more than half of respondents (56 per cent) agreed

with the idea that FM’s role in demonstrating social value was ‘very important’.

One correspondent told us that it was important for the sector to take responsibility for achieving social goals within an organisation to avoid any potential for bad publicity and reputational risk, “something many organisations take too lightly,” he suggested.

Another correspondent was particularly enthusiastic, considering FM’s role in promoting social value as absolutely essential. “By most measures of social value, where the organisation interfaces with the rest of the world, FM is the critical success factor,” he said. “Positioning

the industry in that way would be one means by which we can demonstrate our ability to add value as well as to save cost.”

Another correspondent said that on issues such as low pay, FMs are particularly relevant because most of the low paid and parttime staff employed within any organisation and its supply chain tended to work under FMs. Those staff members also tended to be more local than higher paid staff who commuted from further afield – a generalisation with some truth.

Therefore, FMs could play a lead role in influencing local communities through these workers.

A more proactive approach

in measurement seems the way forward. As another correspondent commented: “FM companies and contractors need to demonstrate the ‘social value’ they can add, including skills, employment, training and use of smaller contractors.”

However, while a majority of correspondents were keen to promote the potential of FM in this area, 32 per cent of those asked considered FM’s role to be only of only ‘some importance’, while 12 per cent thought it to be of no importance at all.

Join the FM World Think Tank LinkedIn group by visiting www.tinyurl.com/fmwthinktank

TUPE changes come into force Retailers pledge to green targets

ALAMY

The Collective Redundancies and Transfer of Undertakings (Protection of Employment) (Amendment) Regulations 2014 came into force at the end of January. Tar Tumber, HR consultant for Workplace Law, outlines key changes: 1) There will only be a service provision change under TUPE if the post-transfer activities are “fundamentally the same” as those carried out by the transferor before the transfer.

2) Collective redundancy consultation before a TUPE transfer is possible provided that both transferee and transferor agree that the transferee notifies the transferor in writing.

3) The circumstances in which dismissals are automatically www.fm-world.co.uk

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unfair under TUPE are more limited – the rules expressly provide that “place of work” redundancies will no longer be automatically unfair.

4) Changing terms and conditions of employment after a TUPE transfer will be easier, but only in some limited situations and only where the changes are not connected to the transfer itself.

The British Retail Consortium (BRC) has announced new targets to help reduce the retail sector’s impact on the environment.

Its report includes a collective pledge to cut absolute carbon emissions by 25 per cent by 2020.

Supermarkets signed up to the initiative have also committed to publish their data on food waste created at the retail stage, along with annual progress reports.

Other new targets include a commitment to cut emissions from refrigeration gases by eight per cent by 2020, and to divert less than one per cent of waste to landfill by the same year.

The report also says supermarkets signed up to previous targets had reduced waste, energy and water use in 2013. It shows that the 25

signatories committed to the new targets represent half of UK retail by turnover.

Helen Dickinson, BRC director-general, said UK retailers had made significant progress in reducing their impact on the environment.

She said: “Retailers recognise that it makes business sense and delivers real environmental benefits as well as value for their customers.”

Separately, Edward Davey, Secretary of State for Energy and Climate Change, said the UK had met its first carbon budget – the first step in fulfilling its pledge to cut Britain’s emissions by 80 per cent by 2050.

The Driving Resource Efficiency report can be found at www.tinyurl.com/nhcsa7b FM WORLD | 13 FEBRUARY 2014 | 09

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ANALYSIS

PM’s red tape vow is a mixed bag for FMs in green markets GRAEME DAVIES newsdesk@fm-world.co.uk

Prime minister David Cameron’s pledge to slash red tape may have been intended to appeal to small business owners who often complain of drowning under the additional cost of meeting standards many deem unnecessary.

But his bold promise poses a potential threat to some businesses who have built up franchises to help clients fulfil their obligations.

Cameron’s claims of being the first government to end its term with less business regulation that it inherited are bold and in many cases worthy, but his intentions

may have set alarm bells ringing at some companies who provide services to small businesses.

The other side of the coin, however, will see small businesses welcoming government progress on a pledge set back in 2012 to hack back business regulation.

Cameron said the government had already found 3,000 rules and regulations to cut and 800 changes had been implemented and that when the full set was complete, business could save up to £850 million a year.

It is difficult to prove or disprove the prime minister’s claims yet, but this zealous

hunting down of unnecessary rules and regulations does characterise a government that is ideologically driven towards reducing the burden of regulation on business.

A headline target of his crusade is environmental regulation, an area that has proved lucrative for many FMs. Several have acquired or built expertise in this area over recent years and found it to be a lucrative additional string to their bow when competing for FM contracts. They may now fear for their investments.

But the change of direction has been coming for some time. Many green initiatives put in place during the latter years of the Labour government have already been cut.

The recent removal of green levies from domestic energy bills is a prime example. But companies with operations in this area could now find themselves carrying extra cost bases that are not justified by the business they bring in.

Contract wins

NEW BUSINESS OCS has won a contract to provide manned guarding services to The O2, the multi-million pound entertainment venue in south-east London. OCS will be responsible for the provision of 24-hour manned guarding services, 365 days a year, for all the recreational areas outside The O2.

Emcor UK has won a two-year extension to its FM contract with one of the UK’s most prestigious museums.

The Natural History Museum has reappointed Emcor to oversee facilities management at its museums in South Kensington, London, and Tring in Hertfordshire, as well as its storage sites 10 | 13 FEBRUARY 2014 | FM WORLD

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in South London. Services include M&E maintenance, grounds management and landscaping, pest control, energy management and health and safety.

Axis Security has been retained to deliver a range of security and concierge services at 50 sites for an estates management company. It will provide Avoca Estate Management Ltd with “a comprehensive suite of services” from key-holding to CCTV monitoring, 24 hours a day, 365 days a year.

Broadgate Estates has awarded a three-year contract to Incentive Lynx Security to provide services to the

King’s Cross Central development.

The contract, which began earlier this month, will supply King’s Cross with building and estate security, as well as control room management.

Derwent FM has won a contract to provide hard and soft FM services to a student building in Lincoln. The 69-bed, newly built student accommodation, called Saul House, was developed by housing association Derwent Living and house builder Westleigh Developments for the University of Lincoln.

Churchill Services will provide cleaning and associated specialist services in a new contract with Investec, the international specialist banking and asset management group. The contract consists of daily office cleaning, periodic cleaning, specialists cleaning, washroom services, and consumable management to two principal buildings in the City of London.

Cameron boasted of cutting 80,000 pages of environmental legislation to save the business community up to £100m a year.

It remains to be seen how deeply the slashing of red tape will affect FM companies. Indeed, in many cases it will benefit FMs too; the shift of much of the reporting and registering for government standards online benefits all businesses and also opens up the potential for consultancy and compliance functions of FMs to better serve their clients by advising on how to be more efficient.

Cutting the size and influence of the state has been a key ideological driver of the Conservative element of the coalition government since it came to office and the Cabinet Office’s Red Tape Challenge website bears witness to this.

For many businesses, slashing their obligations and freeing up resources and time can only be welcomed. Environmentalists may legitimately worry about cuts to rules over issues such as waste disposal and hedgerows, but FMs that had built up operations around initiatives such as the Green Deal have been lowering their expectations for some time already.

But the key environmental regulations, many driven by European standards, will remain for the foreseeable future even if our long-term commitment to the economic bloc is now being debated. And FMs will find that some tinkering at the edges of business regulation is unlikely to alter the desire of most of their clients to be seen as good stewards of the environment – even if its protection has slipped down Whitehall’s priority list.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

06/02/2014 11:32

BUSINESS BRIEFS

Mitie unveils a fresh logo to ‘reinvigorate’ its brand Mitie has announced the roll-out of a new visual identity.

The company says that its logo represents Mitie’s ethos, which is that everything it does is about partnerships with customers, suppliers, the community and its own staff.

Ruby McGregor-Smith, chief executive of Mitie, said: “We have reinvigorated the Mitie brand to better reflect who we are as a business, both visually and culturally, for our people and our clients.”

An interim management statement for the period 1 October 2013 to now, released today, says Mitie is seeing “an uplift in the level of bid activity across businesses in both the public and private sectors”.

It adds: “We have a robust

SGP announces rebrand

Mitie unveils its new-look corporate logo at the Bristol head office

sales pipeline and see increased potential to further benefit from the trend towards bundling and integration of more services.

This division has a number of growth opportunities and is well-positioned to deliver further growth.” ● Mitie has been awarded a three-year FM contract worth £33 million by Four Seasons Health Care. The company will

deliver all planned maintenance and call-out repair services to the UK independent health and social care firm’s hospitals, specialist care units and more than 500 of its care homes throughout the country.

The company is set to provide a 24/7 response supported by 40 engineers and a network of more than 700 national mobile engineers.

MITIE

Government FM contracting model takes shape The Crown Commercial Service (CCS) has released more details of its new Facilities Management Contracting Model.

The model replaces the previous framework (RM708) and is intended to enable customers to access a “wide range of specific services” through a choice of separate facilities management lots. The CCS says the model will be the primary route for suppliers to provide FM services to the government and the wider public sector.

The FM framework is set to handle spending on a range of goods and services from FM to energy and IT. The CCS aims to save £1 billion by working with departments and wider public sector organisations. www.fm-world.co.uk

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Contract awards under the new framework are expected from October

An FM marketplace will set up a pre-approved supplier approach to enable a large number of providers, from SMEs to multinationals, to participate. It is intended to provide customers with a quick and efficient route to market for low-value contracts, typically those under £1 million.

The model will also incorporate options for Total FM, hard FM

and a range of soft FM service lots including cleaning, security, waste management and catering.

The CSS says the approach “supports the government’s vision to create an efficient, fit for purpose and sustainable estate that delivers value for money and facilitates flexible working”.

The CCS expects the FM framework to be published in the Official Journal of the European Union (OJEU) in April, before a bidders’ conference in May. Contract awards are expected in October this year.

The CCS subsumed the responsibilities of the Government Procurement Service (GPS) last year to improve the quality of commercial and procurement in the public sector.

In another major rebranding announcement, SGP has changed its name to Bellrock to give it a “clear and distinctive” position within the market.

The business operates a management service for multisite clients in the retail, leisure and commercial sectors. It also manages a number of longterm contracts for education, healthcare and central government clients. It recorded a turnover of £50 million during the previous financial year.

Martin Holt, CEO of Bellrock, said: “Our role is to ensure that the properties we look after provide the best possible environment for clients to do what they do best.”

Lincolnshire FM deal bid Babcock Support Services and Vinci Mouchel are among six selected bidders in the running for a £30 million property services contract with Lincolnshire County Council.

The authority is tendering for a number of property services including facilities management, energy and environmental management, estates management, property records and catering services. The contract is valued at between £6 million and £10 million a year and runs for an initial five years.

Welsh firm in DSG FM deal North Wales electrical contractor Bebbington & Wilson has been awarded a £900,000 M&E contract with the Defence Support Group (DSG) in Deeside.

Under the five-year contract the company will take charge of the maintenance and servicing of all electrical and mechanical systems at DSG’s Sealand site.

FM WORLD | 13 FEBRUARY 2014 | 11

06/02/2014 11:32

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

BUSINESS BRIEFS Paddon picks up Hallmark Paddon FM is to provide mechanical and electrical maintenance to homes belonging to the Hallmark Care Group, providing boiler and other equipment maintenance. The aim is to support levels of service and the correct conditions required for the care of the elderly or those with special needs.

Matthew Hardwick, director at Paddon FM, said: “With a large base of care home customers, we understand the sector.”

Caterplus across the UK Caterplus, a specialist in senior living, care and welfare catering, has won a new wave of contracts with Peverel Retirement, a property management company.

The company gained the contracts, worth a total £475,000, at four developments in the UK. The largest is St Rumbold’s Court in Brackley, Northamtonshire.

The others are Townsend Court, Rushden,; Aire Valley Court, Bingley, West Yorkshire; and Foxhall Court, Banbury, Oxfordshire.

Catering services are now well established at all four assisted living developments across the UK and 27 Caterplus staff will prepare meals from locally sourced ingredients for the residents of the 225 apartments.

ALAMY

Anabas goes Liberty Global Anabas has signed a three-year deal with international media company, Liberty Global, for the provision of facilities services to the client’s Knightsbridge HQ. Anabas will provide a dedicated team delivering FM services including reception, concierge, cleaning and event support as well as building maintenance services, supported by the Anabas mobile maintenance team.

12 | 13 FEBRUARY 2014 | FM WORLD

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ISS extends FM deal with HP until 2018 Global facilities service provider ISS has extended its global agreement with HP until 2018.

The company claims that the extended deal makes it one of the biggest global facilities services agreements in the industry.

ISS first began working with HP in June 2008, when ISS started providing a broad range of services to HP in Europe, the Middle East and Africa. As part of the agreement ISS will continue to deliver Integrated Facility Services (IFS) to more than 500 HP sites in 58 countries across five continents.

Jeff Gravenhorst, group CEO for ISS, said: “We have worked hard to build and extend the relationship to deliver worldclass services and to add value to

HP operates in 58 countries and across five continents

HP’s core business activities.

“We have built a strong relationship with HP in recent times, collaborating on workplace projects to make step changes to the Facility Management consumers’ service experience.

We are fully committed to continue making the partnership a success.”

Care homes’ carbon deal Scottish care homes operator Renaissance Care has signed a deal with the carbon management arm of Incentive FM Group to help reduce its energy costs.

Incentive Carbon Management will advise the care home organisation on implementing a diverse range of energy-saving solutions including LED lighting, condensing boilers and a CHP electrical generating plant. It will enable the organisation to get energy efficiency improvements to their property without having to pay up front.

Robert Kilgour, chairman of Renaissance Care, said: “Incentive Carbon Management has guided us through the complexity of the green deal process. As a result, we have been able to focus our capital investment on front-ofhouse improvements for our residents whilst having our heat and light systems renovated using Incentive’s green deal solution.”

Seven years in Sutton for service provider Mitie Mitie is to deliver M&E maintenance, security and other services to the London Borough of Sutton in a seven-year contract valued in excess of £15 million.

The facilities service provider, which has also undergone a brand refresh (see page 11) will provide building fabric repairs, front-ofhouse, waste and caretaking services across the borough’s stock of 190 buildings and schools.

Peter Mosley, managing director of Mitie’s technical facilities management business, commented: “This is a fantastic development for the business as we continue to provide an increasing number of integrated FM services to the public sector.”

Mitie will also engage with the wider community by offering apprenticeship opportunities as a part of its work in the Gambia, western Africa.

Mitie has signed a £15 million public sector deal with Sutton council www.fm-world.co.uk

06/02/2014 17:37

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From the energy that runs your buildings, to the performance of your business itself.

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p13_FMW130214.indd 2

31/01/2014 12:06

FM OPINION THE DIARY COLUMN ROGER AMOS

“FROM A POLITICAL PERSPECTIVE THERE ARE CONCERNS THAT RECOMMENDATIONS MADE ARE OFTEN PRONE TO BEING ONE-SIDED”

NHS Trust

Roger Amos is head of property and HR shared services at the London Borough of Ealing

LOCAL G OVER N M EN T EL ECT I O N S

ny good text book will tell you to plan A a property portfolio over the long term.

Shouldn’t local government adopt this strategy instead of thinking only four years ahead?

Elections in local government come around every four years and that means London boroughs have one coming up this May. My team is heavily involved in planning an election, but what does this quadrennial process mean for property and FM in a strategic context? After all, local authorities across England own a lot of property; recent estimates suggest that it is worth £250 billion. Two-thirds of that is council housing and schools.

A local government political cycle runs for four years and aside from the possibility of that bringing with it a change in the administration, a new political cycle may bring with it a new set of priorities and a change of direction. This can trigger a rethink in terms of the organisation’s property strategy.

In 2011, I did some in-depth research on this subject as part of my MSc. And what is clear is that from a political

FM University Consultant Estates

perspective there are concerns that recommendations made are often prone to being one-sided, rating the properties purely against tangible criteria such as current and future maintenance liabilities, current running costs and, dominantly, potential capital receipt if the property is sold.

How the intangible benefits are fed into that evaluation is also important for local government, in particular initiatives to support charities that provide no tangible financial benefit but a lot of community benefit. This creates a competing priority of maintaining the community benefit while delivering financial benefit. See how contentious library closures were in some areas of the UK.

We, as property and FM professionals, all like to be part of innovation. My first article was all about FM and ICT and the interdependency between them at work. If you take another topical debate – home working – the ICT element is critical to that, which in turn provides a chance to rationalise office space. But despite the fact that remote working has been around for years, the strategy that is still not a directive in most organisations; most prefer to keep it as an option.

It’s an example of the sort of challenge faced, given the short cycle in which to ensure the benefits are realised.

BEST OF THE WEB Views and comments from across the web What are the top obstacles preventing the implementation of LED lighting projects in your facilities? (Facilities Management Group) Bill Ogg: For the most part, just the initial cost.

Even with a positive and fairly short payback, it is often a hard sell to get funds for lights that are working “perfectly” as they sit.

Scott Kendrick: 60ft ceilings, 100fc requirement, initial cost, 14 | 13 FEBRUARY 2014 | FM WORLD

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“real” lamp life, lack of industry standards, colour... Do you need more?

Gianluca Menzi: None.

We changed all our neon lighting with high-quality LEDs. Calculated ROI was at that time 2 years and 6 months. Well, in 1 year and 8 months we were already saving on our electricity bills.

Mark Wetherbee: One of the biggest problems is the lack of knowledge of the LED and the fact that too many people

try to compare them to regular lighting. In 2006, I changed out 1,000 230W metal halide fixtures with 80W low bay fixture in four parking garages.

They are all still working, including those that burn 24x7 on the emergency circuits.

Chris Crafton: Unfortunately inferior imported products have really tainted the market perception of LEDs. Who makes the decision to say ‘yes’ to creating

a better working environment? Shouldn’t it be everyone? (Facilities management Group) Graham Joyce: Everyone should be encouraged to make suggestions but the end decision must be taken by the FM. Peter Smith: What makes a better working environment? I’m doing research and keep coming up with issues which suggests that over the next five years we will see a convergence of FM, HR, property and IT to provide

a single unified workplace solution.

Eugene Stahl: Finance makes the final call. They have the money!

After giving a contractor grief about not turning up to complete a job for the third day in succession, only later to find out that his young daughter is in hospital. We sometimes lose sight of the important things and get carried away with what we think is important! (FM Group) www.fm-world.co.uk

05/02/2014 16:28

You can follow us at twitter.com/FM_World facebook.com/FMWorldMagazine

,

BEST OF THE

FMWORLD BLOGS Another take on offices Stowe Boyd, Gigaom Research I have read dozens of articles about office design. Some advocate the open workplace as a source of inspiration, cameraderie, and social workology. Others argue for a return to closed offices. The London Business School suggests the average worker is interrupted every three minutes in the office.

Perhaps offices could be rethought to seem like “outside”. Square recently moved to new quarters in San Francisco and the company’s head of office experience, Chris Gorman, was motivated to make the offices work like a city. Glass-panelled meeting rooms are named after San Francisco intersections.

The design “motivates people to interact in casual, unscheduled ways,” he says – just as in public spaces. Square has experimented with in-office pop-up stores and artisan shops.

Last year I wrote that the new way of work is as big a break with the industrial model as that model was with the time of artisanal work that preceded steam power.

Instead, we will look to nature or the growth of cities for inspiration. We need to learn by imitating rich ecosystems, where the appearance of chaos yields to emergent order, and is not imposed by fiat.

Perhaps in future businesses will allow for the flexibility that cities afford inhabitants. A new store opens, another closes. In the workplace a project starts and a some workers take over one corner of a floor and folks working on multiple products will migrate from one area to another during the day like nomads.

Read the article in full at www.tinyurl.com/ly7fapt

Where are the undisputed furniture icons of today?

Mark Eltringham, Workplace Insight Here’s an interesting exercise. Off the top of your head, write down the names of five iconic office furniture designs. When I did this recently, I was trying to prove a point to myself. And it worked in an unscientific sort of way. The products my unthinking brain dredged up were Frank Lloyd Wright’s desks for the Larkin building, Action Office, Aeron, the 3107 chair, and Mies van der Rohe’s Barcelona chair.

The question I was trying to address was that new, readily recognisable, iconic products have been a bit thin on the ground for quite some time now. What is noticeable about each of the products in my own list is that not only are they recognisable to the non-deskhead part of the population, not only have they endured aesthetically, functionally and so commercially over many years, they all have opened doors to a new way of thinking and all reflected something essential about the way the world was changing at the time they were launched.

In effect they were a response to various forces that created the evolutionary pressures necessary for their birth. So, you would assume that given the extraordinary developments in the way we work over the past few years that we would have seen the emergence of new ideas that were equally seminal and astonishing. Yet we’ve seen little in the way of new ideas for some time now. I hope to see the industry recovers its swagger and start to look outwards, rather than inwards as it has for a few years.

I remember hearing once that the design of the flushing toilet could not be improved upon except with tweaks and finishes. It would be terrible to think that office furniture has drifted into a similar design cul-de-sac. I live in hope that I’m there to see the Next Big Thing, whatever it is and wherever it may be.

Read the article in full at www.tinyurl.com/p7vy8me

www.fm-world.co.uk

15_Opinion.indd 15

FIVE MINUTES WITH NAME: Debra Ward JOB TITLE: Managing director, Mace Macro

We’re doing really well with how we communicate with our clients. It’s in how we communicate internally amongst our colleagues that we think we need to go further.

I want people at Macro to have fun. I don’t think that enjoying the job and doing it well are mutually exclusive objectives.

Mace operates across all elements of a building’s development, from planning to building to operation. So we shouldn’t be missing the trick at Macro – because who’s better placed to operate that Mace building than us?

The job is about making sure the core of our team is really invested in where we’re going – that means them really understanding the four Cs – client, colleague, company, community.

A small gain made on a contract in one country could translate into a massive gain in another.

We operate in 17 countries across the world, and it’s important that we meet to discuss things and share information across territories. So for example, “here’s an idea I put into play, and here’s what happened as a result.“ Macro is split into three divisions – facilities management, helpdesk and consultancy. It’s all about how we get team leaders into the same place to share ideas within those divisions as well as collectively.

Service is the new differentiator. It used to be process, and before that production. But today, the big contracts are all about service or the way service providers interact with their communities.

People want to work for a company that’s ethical and socially responsible. You can tell that when you look at employee retention and attraction rates. I want people to be proud of the company they work for. So much is about giving back.

FM WORLD | 13 FEBRUARY 2014 | 15

06/02/2014 11:33

FM FEATURE

CO-WORKING

JURIAAN VAN MEEL & RIKKE BRINKØ

WORKING APART TOGETHER How much can corporate facilities managers learn from the cloud-based desk jockeys embracing co-working in the UK’s big cities?

Juriaan van Meel and Rikke Brinkø report on a growing movement

ILLUSTRATIONS: ROBERT BALL

C

owork offices are shared workplaces for freelances and independent workers who find working from home too lonely. Think of cheap yet funky workspaces where you can rent desks month to month, or even daily.

The idea is that people not only share office facilities, but also a sense of community, allowing for collaboration and synergies. Coworking is still a bit of a subculture, very much focused at the creative and tech industries, but it is slowly slipping into the corporate mainstream. For FMs, the idea could be an interesting way to facilitate mobile and remote workers. Moreover, coworking could be a source of inspiration for how to create vibrant and user-friendly workplaces.

Coworking’s origins In the mid-1990s a Silicon Valley computer programmer named

16 | 13 FEBRUARY 2014 | FM WORLD

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Brad Neuberg quit his job at a large corporation to pursue a freelance career. Although he was happy to escape from the corporate world, he missed the company of others and the structure of working at an office.

This triggered him to create the ‘Spiral Muse coworking community’, generally considered to be the first formal cowork initiative. It consisted of a small number of desks, some sofas and a kitchenette in a women’s centre in San Francisco.

The desks were available to self-employed workers for $100 a month. The promotional website for the space asked: “Do you work for yourself from home?

Do you miss community and structure? Join Spiral Muse and Brad Neuberg in creating a new kind of work environment for free spirits!”

Neuberg aimed to create a more utopian work community where members would not only www.fm-world.co.uk

06/02/2014 16:22

COWORKING

share office facilities, but also have lunch together, go on hikes, and even share after-work hours.

But the Spiral Muse Coworking Community closed within a year. Neuberg had wanted it to be a bit hippie-like (with “yoga and stuff”), but it didn’t work.

But the idea, and its idealistic objectives, survived. Other freelances in the San Francisco area opened new coworking spaces, and the idea rapidly spread across the US and around the globe. Today, there are more than 2,500 coworkspaces worldwide, with cities like London, New York and Berlin having more than 60 coworking sites each.

Home, office, cafe

“Coworking could be a source of inspiration for how to create vibrant, user-friendly workplaces” www.fm-world.co.uk

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The main explanation for the rise of cowork spaces such as Republikken (see page 19) lies in the growth of the number of freelances. In the past 20 years, companies have been reducing their numbers of permanent staffers and started to use more freelances and project-based workers.

At the same time, a significant number of people have chosen to be self-employed and start their own small businesses, away from the pressures of ordinary corporate life.

The obvious choice for this growing group of independent workers (sometimes also referred to as ‘indie workers’ or ‘microentrepreneurs’) would be to work from home because it is cheap and flexible. But working from home can present difficulties. It can be lonely and it can be a challenge to manage the borders between work and private life (as an ad for an American coworkspace reads: “Working at home sucks”).

Some independents try working in cafes because of the liveliness and the atmosphere, but the trouble is that cafes can

be noisy and impractical (think for example of going to the loo, wondering whether you take your laptop with you or not). So, cafes are OK for quick tasks, but not as a structural solution.

Renting a small office, or a desk at a serviced office, is also an option, but this tends to be expensive and the spaces tend to be rather traditional, not doing much to stimulate interaction between people (see What’s The DIF, page 19). And this is where coworking comes in; it is a casual, shared workplace, where one works along like-minded people.

Ideally, coworkspaces offer the best of the options mentioned before: the low costs and flexibility from working at home, the professional facilities and structure of a serviced office, and the vibe and social atmosphere of a café.

“Disownership is the new ownership” The social aspect of coworking is considered to be one of its most defining features. According to Wikipedia, coworking is “the social gathering of a group of people, who are still working independently, but who share values, and who are interested in the synergy that can happen from working with talented people in the same space”.

Coworkers are expected not only to share workspace, but also to participate in the life of the community and share their ideas with other inhabitants. In that sense the idea has an explicit idealistic touch to it. Proponents of coworking even talk about it as a “movement” with four common values: collaboration, openness, community and sustainability. They link the idea to that of the “shared economy” – an economy where access trumps ownership. The catchphrase is “disownership is the new ownership”.

FM WORLD | 13 FEBRUARY 2014 | 17

06/02/2014 16:22

FM FEATURE

CO-WORKING

So coworking tends to attract a different type of user from conventional offices and office hotels. Coworkspaces are generally populated by people who can be labelled as “urban creatives”, working in media, design and tech. In terms of fashion stereotypes it is less suit and tie, more skinny jeans and designer glasses.

This creative nature of the coworking movement is clearly reflected in the spatial design of coworkspaces. Whereas serviced offices tend to be arranged in office-like neat spaces, with acoustic ceilings, grey carpets and office partitions, coworkspaces tend to have a grungy feel. As in the case of Republikken, coworkspaces tend to look like a cross between a trendy coffee house, artist’s studio and startup office. Think of bare concrete ceilings, exposed ducting and cabling, and cheap furnishings.

This look is the result of low budgets and a DIY attitude, but also a deliberate bid to express that coworkspaces are different from conventional offices.

It should also be said, however, that in terms of volume coworking is still a rather marginal phenomenon.

JURIAAN VAN MEEL & RIKKE BRINKØ

“It could be a smart strategy to make use of the surplus office space many companies currently have”

The total number of people making use of coworkspaces is estimated at 110,000 – very few when compared with the total number of office workers.

Having said that, it should also be pointed out that the idea is likely to become more mainstream in the coming years as work becomes more mobile and flexible. Already, the idea has caught the attention of large corporations, and some cowork offices have started to offer corporate memberships.

For corporations, such memberships can be interesting for facilitating their mobile employees. Employees who travel frequently may find it more pleasant to work at a cowork office than at a hotel room or their client’s office. Likewise, it can be an interesting option for workers who live far away from their company’s office or project teams and are in a sudden and temporary need for team space.

Another, more strategic reason for corporate coworking is that these cowork venues can be seen as an entry point to a vibrant network of young talent and start-up companies. This is the reason why companies such as

COWORKING WEBSITES AND APPS

SEARCHING FOR SPACE The rise of co-work has led to the development of a variety of websites and apps that help people to find co-workplaces across the world. Websites such as www.sharedesk.net and www. deskwanted.com are good examples.

One of the most advanced tools is ‘worksnug’ (see www.worksnug. com), which is a smartphone app that tells you where nearby workplace are, including not only co-work spaces, but also cafes and libraries. It shows the ratings 18 | 13 FEBRUARY 2014 | FM WORLD

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of other users for each location, looking at items such as the quality of the coffee, the noise level, the availability of power sockets and Wi-Fi, and also the community feel and ‘coolness‘ of the venue. In that way it captures the essential qualities of a contemporary workplace.

For corporate FM, it would be interesting to have a similar app that would allow corporate staff to

rate the quality of their premises, providing direct feedback about the quality of the FM services. The same app could be used to report complaints, or check the availability of meeting rooms.

Twitter and AT&T have placed some employees and project teams at cowork venues that are specifically targeted at tech entrepreneurs.

For the same reason Google even created its own cowork venue Campus in London, which offers cheap space and mentoring for start-ups and tech entrepreneurs.

For mainstream organisations that would probably be a step too far, but it could still be a good idea to create small cowork-like spaces for students, freelances and specialist companies.

It would allow for easy collaboration and access to talent.

And it could be a smart strategy to make use of the surplus of office space that many companies currently have.

Cowork and FM To the average facilities manager, coworking may seem too alternative, too trendy and too small scale. Yet, from a practical point of view, FM and coworking are basically the same: the provision of physical space where people can work, interact, and be productive. From that perspective coworking may be an interesting source of inspiration to corporate FM. It is interesting to see how cowork sites manage to create attractive workplaces with rather low budgets. To keep the space affordable for their members, coworksites are often in old, slightly rundown buildings, with inexpensive fit-outs. Finishes are raw, the facilities basic, and the furniture secondhand. Much of it is DIY. This type of design may not be appropriate for large corporations, but it does show that there are alternatives to the expensive and bland fit-outs often seen in corporate offices.

Also interesting is the role of the so called ‘hosts’ in coworking offices. In many ways www.fm-world.co.uk

06/02/2014 16:23

COWORKING

THE MOVEMENT IN EUROPE

Republikken is seen as a vibrant, casual and multifunctional interpretation of what a contemporary office can be

cowork hosts have the same responsibilities as FMs, taking care of practical things such as rental contracts, Wi-Fi, coffee beans and printers. But hosts also play an important social role.

Their task is to turn a dead office into a lively idea space, making sure that newcomers feel at home, that people connect, and that things are happening – such as organising lunches, afternoon drinks, lectures, workshops and exhibitions. All of this is focused on building a community where people know each other and easily share ideas – an idea that is also critical to large corporations.

The most important quality of cowork sites probably lies in their strong customer focus. Unlike corporate facilities managers, the operators of cowork offices work in a highly competitive environment; if they do not provide value for money and listen to the needs of their users, people will simply decide to work somewhere else.

This type of competition is www.fm-world.co.uk

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not present in corporate facilities management. FM is traditionally a world of compulsive sourcing – users go the office because they have to. They will show up because they are employed there, regardless of the quality of the facilities provided. This is not to imply that FMs do not care about user satisfaction, but they lack the competitive incentive that

Denmark has been slow to pick up the trend, but there are currently several cowork spaces, mostly in Copenhagen and Aarhus.

Prices range between DK2,000 to DK4000 (£220-£440) a desk a month. One of the bestknown and earliest examples is Republikken, which calls itself an “arbejdsfælleskab” (Danish for “work community”). It is based in an old building on Vesterbrogade, a busy street in a central part of Copenhagen that is slightly run down yet rapidly gentrifying.

In Republikken’s workspaces you see casually dressed people working behind large computer

screens. Most are independent creatives, such as designers, architects, photographers and copywriters. The workspaces are large and studio-like with high ceilings and old wooden floors.

The initiative for Republikken came from a group of freelances in need of workspace, but it has grown into a professionally run workplace with more than 75 desks. Recently, Republikken expanded and also created an ‘office hotel’ for small businesses, teaching spaces for courses, a workshop with a laser cutter, and even a street café. Most of it was designed and furnished by the members of Republikken.

coworkspaces are driven by.

But this is slowly changing.

It is common knowledge that corporate workplaces are only used 40 per cent of the time they are available. Slowly but surely, corporate employees are becoming more mobile, getting more freedom to choose where they want to work, as long as they are productive. This freedom

will push organisations, and their facilities managers, to think harder about the attractiveness of the work environment they have on offer – assuming they see the value of creating offices that are lively and busy. Just as in coworking, the challenge will be to create spaces that are not only efficient but also hospitable, supportive places where people go because they want to, not because they have to.

As a thought experiment, facilities managers should try to consider themselves as the hosts or operators of a coworkspace.

If they were, would their buildings still be filled with people? Would people even be willing to pay for working there? Or would staff rather work from home, a café, another coworkspace, or elsewhere?

Because if that would be the case, it is time for change. FM

COWORK VS. SERVICED OFFICE COWORK SERVICED OFFICE NON-PROFIT OR LOW-PROFIT FREELANCES INDEPENDENT WORKERS OPEN PLAN SPACES

BUSINESS MODEL PRIME TARGET GROUP SPACES

CASUAL, ‘COOL’, STUDIO-LIKE

LOOK AND FEEL

COLLABORATIVE

WORK MODE

BY A HOST

SUPPORT OR MANAGEMENT

FOR PROFIT CORPORATIONS

SEPARATE ROOMS FORMAL, ‘PROFESSIONAL’, OFFICE-LIKE INDIVIDUAL

BY A HELP DESK

PHOTO: REPUBLIKKEN/LOUISE RØNNE

COWORKING IN DENMARK

Juriaan van Meel is co-founder of workplace consultancy ICOP and Rikke Brinkø is studying FM at the Technical University of Denmark

FM WORLD | 13 FEBRUARY 2014 | 19

06/02/2014 16:23

FM FEATURE

EALING’S APPRENTICESHIPS

MARTIN READ

ALIFT INTO WORK The London Borough of Ealing’s apprenticeship programme sees disadvantaged youngsters and former offenders introduced into the facilities services team. Martin Read looks at how the programme works

AKIN FALOPE

I

t’s been roughly a year since the Social Value Act was introduced. Among its aims were the requirement for local authorities to consider the impact their services have on the local communities they serve. The act is a wide-ranging one, and the potential for public sector bodies and their FM service providers to engage in entirely new ways with local groups is significant.

These remain early days, but there’s plenty of evidence that FM service providers are working hard to incorporate elements of social value into their offerings.

At the same time, there’s a strong argument that in-house facilities management departments within local authorities are among the best placed to manage initiatives such as offering work to people from voluntary and community groups and bringing in apprentices from local support groups.

The work being done with disadvantaged young adults and ex-offenders by Ealing council in London pre-dates the act. Roger Amos, the borough’s

20 | 13 FEBRUARY 2014 | FM WORLD

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Bottom: Roger Amos, Ealing council’s head of property and HR: “with FM we could offer a wider variety of apprenticeship opportunities”

head of property and HR shared services, has been instrumental in introducing the apprenticeship programme whereby young adults from these backgrounds are integrated into the in-house facilities services teams.

The programme stems from the council’s desire to introduce a strong apprenticeship programme, one that has, since launch, seen apprentices introduced across all areas of council activity. But it’s in facilities services that most progress has been made.

Facilities first “We always felt that with FM we could offer a wider variety of apprenticeship opportunities,” says Amos, whose enthusiasm for the project stems from a Masters dissertation he wrote in 2011 (entitled ‘Governance and Management of Local www.fm-world.co.uk

06/02/2014 17:34

EALING APPRENTICESHIPS

With Roger Amos are (left to right): Sarah Bowers, head of FM operations; Gavin Leonard, chief architect; Aaron Deyzal, technical services team apprentice; Sonny Evans, FM team apprentice, and facilities managers Guy Curtis-Raleigh and Harsh Vyas

Government Estates’), in which he interviewed politicians about how local government should manage its local estate.

“They told me that they didn’t want to lose sight of a council’s reason for being,” he explains, “that councils are there to work for their residents, especially the most vulnerable – people who for whatever reason need extra help.”

As well as taking on apprentices through a traditional programme, some of Ealing’s FM apprentices are the product of ‘Ealing Pathways’, a six-month pre-apprenticeship programme for those aged 16-25 that helps prepare them for employment, apprenticeships or other opportunities. Twenty or more individuals are recruited each year, most sourced through the youth offending team, the connexions service (for young people with disabilities), social www.fm-world.co.uk

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services and health services teams. Trainees are paid to work in council departments where there is an emphasis on learning essential work behaviours and skills such as attendance and punctuality. It’s the people on the Pathways programme who are among the most vulnerable young people in the community, including care leavers, teenage parents, young carers, young people coming out of custody and gang members. (Ealing’s Pathways programme is currently a finalist in the Children’s Services category in the Local Government Chronicle awards.)

Indeed, two of Amos’s current apprentices now working on the FM help desk have come to him via the Pathways scheme. “We’re trying to be flexible and offer different levels of entry,” says Amos, who is happy to have the two schemes overlap, “so that

“It’s a way of fast-tracking people back into the world of employment both better informed and open-minded”

can we join up our conventional apprenticeship scheme with a return to work scheme.

“If the individuals involved then want to use it as a chance to move into a structured apprenticeship scheme, then we in FM can offer that opportunity.”

Amos’s first FM apprentice through the scheme was Tom Smith, who joined back in 2010.

The current crop includes Aaron Deyzal (see box) who came via the Pathways scheme and initially joined the council’s facilities team on work experience last summer.

(Deyzal is currently seconded to the council’s architecture department, under the management of chief architect Gavin Leonard.)

Departmental buy-in Support across the council has been critical to the success of the scheme, not least the regular FM WORLD | 13 FEBRUARY 2014 | 21

06/02/2014 17:35

FM FEATURE

EALING’S APPRENTICESHIPS

liaison between Amos and his FM team with other departments, particularly children and families.

Could such a model work in cases where outsourced firms provide the facilities service?

Yes, suggests Amos, but the cost would need to be factored in and accepted by both parties.

And Amos thinks the in-house approach definitely allows for more flexibility in running the scheme.

As well as taking on vulnerable young people, the project has the knock-on effect of increasing the promotion potential for individuals already working in the facilities team. It allows them an opportunity to supervise and an introduction to team leadership that they may otherwise not get. “It gives them greater confidence,” says Amos.

Amos reports quarterly to the council’s board on activities within the FM service, where there’s a standing item appertaining to social value.

And other London councils have picked up on the success of the scheme. Senior representatives from Camden and Enfield councils recently visited to look at things we have been doing.

“Their eyes positively lit up when they saw the work we’ve done,” says Amos.

Future possibilities Amos and his colleagues are now working with consultants on a project to potentially place apprentices with some of the external companies that provide services to the council, for example architectural practices.

Already, between September and December 2013, the council’s Ealing Apprenticeship Network ran a campaign called ‘100 in 100 days’, targeted at local businesses and asking them to pledge to take on apprentices. (The campaign exceeded its target, with 167 placements made.)

22 | 13 FEBRUARY 2014 | FM WORLD

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MARTIN READ

Top: Ealing council’s chief architect Gavin Leonard (left) with apprentice Aaron Deyzal (right)

APPRENTICE IN FOCUS

SKETCHING OUT A BRIGHTER FUTURE For former young offender Aaron Deyzal, Ealing’s apprenticeship programme has proved to be lifechanging. After six months on the council’s Pathways programme, Aaron was offered the opportunity to continue at the council with work experience in Roger Amos’s property services department, where he was involved in a variety of property management issues in some of the council’s care centres and the town hall. Amos initially agreed with Aaron that he would spend half of his week working with the property maintenance team and the other half of his week with the technical services team working with the council’s chief architect, Gavin Leonard.

It was while working in one of the council’s youth centres that Aaron had first met Leonard. After a discussion about their mutual interest in the shaping of the built environment, Aaron was keen to further his work experience in

architecture, working with Leonard and the rest of the technical services team within the property services department.

Under Leonard’s tutelage, Aaron is now involved in a larger local scheme as well as one at Perceval House itself involving the positioning of the facilities management helpdesk and visitors’ café – work he is clearly passionate about. It’s clear that he is thoroughly enjoying the opportunities he’s been given.

Support throughout Aaron’s apprenticeship path through the council has come through the full support of Leonard, Roger Amos and assistant director, children and families, Marcella Phelan.

Today, Aaron hopes to undertake a foundation degree in architecture – a real step up for him, and proof that when the council’s departments pull together, even those from the most challenging backgrounds can be afforded life-transforming opportunities.

“It’s possible in the future that we’ll specify that in tenders,” says Amos. “If you can specify how you’ll engage with our apprenticeship programme and demonstrate how you’ll do that, it ensures suppliers’ commitment to training and development.

“It has great potential to offer opportunities for these people to see first-hand the world of work in the private sector, to see how the commercial world works. It’s surely got to be a way of fasttracking people back into world of employment, both better informed and open-minded.

Amos has been touched by how his colleagues in other departments have bought into the apprenticeship initiative, departments from which he took his inspiration. Marcella Phelan, Ealing’s assistant director, children and families, told him how important it had been that young people including Aaron had been given this opportunity

by Amos and his facilities team despite his troubled past. “It’s been important to behave normally with them, to not wrap them up in cotton wool. In our experience the young people we work with are talented, which means we need to stretch them by giving them challenging work to do. When they succeed, the effect is great for them and us – they build their confidence and we develop our workforce. It really is a win-win situation.”

However, should other councils want to follow in Ealing’s footsteps they’ll need to prepare properly. Amos believes that any council seeking to succeed with apprenticeship initiatives will need to develop a ‘long haul’ approach. “The management structure needs to include a ‘champion’ role,” he says, “and for this kind of scheme to really work it will take not weeks or months of commitment, but years.” FM www.fm-world.co.uk

06/02/2014 17:35

Legally, you need to be licensed to play music at work.

You probably haven’t thought much about it. You’ve just got music on for your staff or customers. But did you know you legally need permission from the music’s copyright owners if you play music, TV or radio aloud at work? But don’t worry, to get that permission you simply need a licence from PRS for Music* (and in most cases, one from PPL** too). PRS for Music is a membership organisation that acts on behalf of songwriters and composers to ensure they’re paid for the use of their work. So if you have music playing, ask PRS for Music how you become licensed to listen today.

Contact PRS for Music on 0800 694 7344 or at prsformusic.com/musicatwork *PRS for Music licences cover the vast majority of music originating from the UK and all over the world. However, if you play music that is outside of PRS for Music’s control, you may need an additional licence from the relevant copyright owner(s). You will require a TV licence as well if you are using a TV in your premises. You do not need a licence from PRS for Music in the unlikely event that all the music you play is out of copyright or is not controlled by PRS for Music. **PPL collects and distributes royalties on behalf of record companies and performers. Further info at ppluk.com. All music licences are required under the Copyright, Designs and Patents Act 1988 which stipulates you must gain the permission of the copyright owner if you play music in public (anywhere outside the home environment).

p23_FMW130214.indd 2

04/02/2014 09:59

FM FEATURE

KAJIA COMMUNITY

MARTIN READ

SPORTING CHANCE

More than 70 per cent of sports halls in the UK are sited in educational facilities. Making them available out of school hours can be a huge benefit to local communities. Martin Read reports on a way of doing so that was recently recognised in the BIFM Awardsprofound impact category

24 | 13 FEBRUARY 2014 | FM WORLD

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www.fm-world.co.uk

06/02/2014 11:40

KAJIMA COMMUNITY

“PFI schools in particular need to make the most of these facilities out of hours”

The PFI Education Village – the school pays a monthly fee to hire facilities from the owner, Kajima Darlington Schools Limited

S

eventy-six per cent of sports halls and 73 per cent of artificial turf pitches in England are found on education sites, according to Sports England.

Some of these facilities are in constant use, but others remain closed to community access outside of school hours.

Opening them up to the wider community is certainly possible – but administering their use is a potential nightmare.

Let’s say a badminton court costs £8 an hour to book. An FM www.fm-world.co.uk

24-26 Kajima.indd 21

service provider managing the facility will need to go out and find that booking, generate an invoice and process the payment.

That’s a lot of work in order to get that £8 on the balance sheet.

“Schools can be notoriously difficult places to get into,” says Chris Smith, Kajima Community’s head of community.

“If an FM service provider is in charge of the community use of the school’s facilities, then prospective bookers of the sports facility don’t just have to get through to a receptionist, they have to get through to the FM too. It can be a complex way to hire facilities.”

PFI schools in particular need to make the most of these facilities out of hours. Many local authorities involved in PFI schemes ensure that community use of such facilities is an expectation built into the contract for operating them.

Because responsibility for delivering these programmes is often part of the contract with FM providers, dealing with the complexities of marketing the

availability of these facilities and administering the payments involved can be a big headache.

Last year, Kajima Community was recognised as a finalist in the BIFM Awards for its solution to this problem. The company is clearly on to something.

School’s not out Part of Kajima Partnerships, Kajima Community was launched in 2004 to manage the community use aspect at Kajima Partnerships’ first PFI school, Caroline Chisholm School in Northampton.

The company developed a self-funding initiative with an emphasis on generating income from members of the public, private clubs and commercial organisations. Profit from the activities is reinvested with a view to enhancing the facilities and encouraging use by the wider local community.

Setting up the Kajima Community model with a new school begins with understanding both the school’s management strategies and the needs of the local community. This helps

the team to assess the priority areas for development without disrupting the core activities of the school. A marketing plan is then created to promote the school’s facilities to local groups and organisations.

A close working relationship with the on-site FM team ensures the provision of a safe and secure environment out of school hours.

FM services, from catering and security to the management of health and safety for visitors, have to be integrated with the type and schedule of the bookings, while the hiring of facilities can also be based on the most efficient use of heating and lighting.

Costs associated with unavailability deductions after community use are passed to Kajima Community from the FM provider (for example, where areas are left unclean or if equipment is broken and this is not identified during the session).

Good communication between the FM and Kajima Community teams prevents misuse.

By 2009, this model was in use at all eight of Kajima’s FM WORLD | 13 FEBRUARY 2014 | 25

06/02/2014 11:40

FM FEATURE

KAJIMA COMMUNITY

MARTIN READ

Partnerships schools; the solution won that year’s BIFM Excellence in Customer Service award.

The company was then asked to advise on the community use and engagement aspect of six consortia bids for Building Schools for Future (BSF) projects.

In 2010 the company was asked to deliver the community use model to several of the successful bidders’ schools, thereby taking the model beyond Kajima’s own projects. Clearly, the model had found its niche and was proving its potential.

Schools operated in partnership with Kajima offer a range of hire programme for groups and individuals

Excessive admin However, now that it had an external market of system users to satisfy, Kajima decided it needed to re-evaluate what it was offering. The company found that more than 75 per cent of its time was spent processing bookings and payments rather than the vital marketing and communications activities that would drive increased use of facilities (and thus revenues).

Other organisations with which Kajima was consulting at the time also identified excessive administration as a big issue.

“There were four facets we needed to nail,” says Smith.

“Marketing, bookings, payments and communications. What we wanted to do was to turn these four things into one complete system.”

The team began developing a web-based tool combining a shop window for the spaces available to hire with a system for managing bookings and invoicing – the result was “BookingsPlus”.

BookingsPlus was launched in Kajima Partnerships’ own schools from September to December 2012. It was introduced into other schools within the Kajima Community portfolio during the first half of 2013. Since its adoption within the Kajima Partnerships schools there has 26 | 13 FEBRUARY 2014 | FM WORLD

24-26 Kajima.indd 22

“Town halls often have meeting rooms they hire out. We’re also working with fire and police stations.

They all want to engage with the community”

been a marked reduction in time spent on administrative tasks; invoicing takes 93 per cent less time, while time spent on bank reconciliations has been cut by 60 per cent.

Accounting for change The BookingsPlus system can be tailored by each management organisation to reflect the spaces and activities available in a specific school. The facilities can be booked both by individuals and activity organisers. The system automatically populates class timetables generated from the booking system and warns when facilities are unavailable.

Clients of the school – local sports clubs, for example – are assigned an account and login details. Once logged in they can view their bookings by venue and pay invoices online, they can review their account balance, their outstanding invoices, credit notes and any payments or refunds received. The schools themselves, and their FM teams, can also have their own accounts through which they can view all of their own bookings (for

example, school productions, parents’ evenings, sports hall maintenance, and so on).

“The website breaks down all the barriers,” says Smith. “It took us a good 12 months to develop and six months of testing, but we’re really happy with the results. The most valuable element is the way in which it increases the size of the market for the facility by projecting its availability throughout its local area.”

FM triallists Several FM providers have committed to trialling the BookingsPlus system within the schools they manage.

“The FM service providers we’ve worked with have been really surprised by the response,” says Smith. “We’re working with one particular national FM service provider on trials with seven schools over the next six months; in this case we’re doing all of the administration and payment processing ourselves over the phone.”

The environmental and maintenance impact of outof-hours use is a focus for the system’s next iteration. Kajima is working on adding a utilities calendar so that when a booking is made for a particular court the system calculates the amount of power used. As for maintenance, there’s already a facility for system administrators to input any areas unavailable owing to maintenance. FMs can set up a booking as a caretaker and create a schedule of works.

For the future there’s potential for the system to be used in community centres.

“Town halls often have meeting rooms and chambers they hire out regularly,” says Smith. “We’re also working with fire stations and police stations. They all have rooms and want to engage with the community; this is one way they can do it.” FM www.fm-world.co.uk

06/02/2014 11:40

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p27_FMW130214.indd Grundon Jan13.indd 1 2

03/02/2014 14/01/2013 14:31 09:45

FM FEATURE

ENERGY CONSUMPTION

TIM HIPPERSON

SEEING THE LIG

ILLUSTRATION: © SKOPEIN/IKON

T

he Electricity Market Reforms are focused on creating long-term stability for energy generation in the UK. But at the other end of the market, the picture is still the same: organisations of all sizes continue to be hit by rising energy costs and, in many cases, are struggling to engender a commitment from staff across the organisation to cut energy use. Facilities managers must be the drivers of a new philosophy within their business to create a culture of energy saving.

28 | 13 FEBRUARY 2014 | FM WORLD

28-30 Energy Ed.indd 28

With Ofgem predicting a drop in spare electricity from 14 per cent to 4 per cent in the next three years, it is easy to fall into an “Eeyore” state of mind and see only doom and gloom.

When you couple this with hundreds of “groundbreaking” energy-efficient products hitting the market every day and the seemingly endless number of energy trade shows, it is no wonder that FMs are losing sight of how they can really reduce energy consumption and save money for their business.

But the answer may be simpler than you imagine; a three-point philosophy change as to how businesses buy, measure and use energy can make significant cost savings with minimal impact on the bottom line.

Market instability, an antiquated energy infrastructure and the retirement of a fifth of the UK’s power stations over the next 10 years mean a future of price rises to energy tariffs.

Facilities managers must now find the right utility unit rate to maximise energy savings

and minimise energy spend; if companies are on the wrong tariff from the outset they will never be able to achieve their optimum cost reduction from energy saving.

The use of energy brokers is rising. Such organisations have the ability to search the whole of the market and offer a range of tariff rates. When you add to this a broker’s ability to navigate a confusing maze of tariff possibilities and consolidate multiple contract end-dates to a single day, it is easy to see why www.fm-world.co.uk

06/02/2014 12:49

ENERGY CONSUMPTION

IGHT businesses are turning to these intermediaries for help.

Monitoring use Securing the tariff rate is just the start of the process. Once decided upon, it becomes important to understand where, when and how this energy is being used.

This is the second philosophy change needed; monitor the use.

AMR (automatic meter reading) meters are not new and many businesses will already have them, but few use them to their full potential. www.fm-world.co.uk

28-30 Energy Ed.indd 29

Software that diverts automatic meter reading data into usage reports gives facilities managers a welcome new tool for analysing consumption. Tim Hipperson explains

Suppliers of AMR meters take data and produce non-estimated billing without the client ever seeing the AMR output. Being able to see the data allows facilities managers to understand their business’s energy consumption and make changes to their operations to reduce it. Diverting the AMR data to a reporting platform is essential.

Using the reporting platform software provided by brokers allows facilities managers, or anyone with a vested interest in energy use and its financial

“The green team can have a significant impact on a business’s energy use”

implications, such as finance directors, to monitor and target their business’s energy use, to identify unusual patterns, trends or out-of-hours consumption.

Green bubbles These web-based reporting platforms gives users full insight into their business’s water, gas and electricity use. Reports on energy consumption, and thus energy waste, can be shared across an organisation automatically, and in as much detail as each of an organisation’s audiences requires.

FM WORLD | 13 FEBRUARY 2014 | 29

06/02/2014 12:50

FM FEATURE

ENERGY CONSUMPTION

It can also give minute, circuit board-level detail. For example, which strip of lights are being left on out of hours?

Is the air conditioning running in line with the defined control strategy?

Using these reports can lead to dramatic savings, including the 80 per cent that one business was able to save on its gas bill after one of its energy managers identified an anomaly in gas consumption that turned out to be the result of a failing optimiser. Without the visual representation of when and where the energy was being consumed, the saving would not have been discovered.

Another business was able to cut in excess of £14,000 a year from its energy bills because staff were leaving air conditioning units running and lights on outside of office hours when the building was empty.

AMR reporting platforms can send automated daily reports on consumption and carbon dioxide levels as well as comparisons between days, weeks or months, and set alarms if use falls outside of normal patterns.

“Facilities managers must find the right utility unit rate to maximise energy savings and minimise energy spend”

Keeping it up When first installed and used, AMR, and its counterpart reporting, is seen as the “new toy” frequently played with. The FM will check the building usage from home after work and the next morning can berate those who identified as having left equipment running overnight.

As a result, staff know they are being watched and, for a time, this behaviour change creates a “green bubble”. Yet all too often this bubble pops soon after, as the new toy becomes just another tool. Interrogation of reports slows to a stop and staff behaviour slips back to its energy-wasting, money-spending old ways.

30 | 13 FEBRUARY 2014 | FM WORLD

28-30 Energy Ed.indd 30

TIM HIPPERSON

So, the third and final philosophy change is to keep monitoring use and engage staff in energy savings.

Creating a “green team“ within a business can maintain the savings identified in those early few days and weeks. It can work within each area of the business, formalising efficiency procedures and ensuring continual improvements in the reduction of consumption. There is anecdotal evidence of teams that leave chocolates on the desk of staff who turn their PCs off at lunchtime or reward departments who reduce their use of copiers.

The introduction of AMR data into weekly staff newsletters or daily intranet updates has been proved to drive and maintain energy savings within a business.

This is also used to congratulate staff on the good job they are doing to help.

The green team can have a significant impact on a business’s energy use with very little investment; it’s all driven by energy data.

There are a number of pieces of existing and forthcoming legislation that are relevant when considering energy monitoring.

Article eight of the EU Efficiency Directive states that through the Smart Metering Implementation Programme, organisations within smaller non-domestic sectors will receive smart meters.

Reporting capabilities This means that smaller businesses with an electricity profile class of 03 and 04, or a gas consumption of less than 732MWh a year will receive the technology.

But what is the point of owning a smart meter if FMs and their businesses are not making the most of the associated reporting capabilities?

The volatile market and energy efficiency legislation are not going away, and there is no one-size-fitsall solution to cutting costs and consumption.

But a simple change to the philosophy of how we manage and control energy and a realisation that responsibility for energy needs to be taken at individual company level will leave business with a solid foundation in preparation for what’s to come. FM Tim Hipperson is energy services director at Utilitywise

Meters reading software allows FMs and finance directors to monitor and target their business’s energy use

www.fm-world.co.uk

06/02/2014 12:50

DISCOVER THE FUTURE

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03/02/2014 14:18

FM MONITOR ANDREW EASTWELL

Andrew Eastwell is the chief executive of BSRIA

BRIEFING B IG DATA

rism aside, there is an upside to collecting big data, such as using covert sensing technologies to regulate office temperatures. Are you sitting comfortably?

P

BSRIA has always been in the business of measuring, whether it is a physical quantity such as temperature or pressure, a market assessment such as volume of product imported to a given country or a softer, more management-oriented value such as a benchmark.

Measuring is a fundamental characteristic of our industry’s operations. The need for accurate and more comprehensive measurement has been increasing in response to the low carbon agenda revolution. Revolution is no idle description either. In a little over 10 years, the carbon signatures of new buildings have been required to fall to “nearly zero”.

Yet few owners were even aware of their building’s operational carbon use at the start. I think BSRIA can be proud of its role over the past few years in promoting the increased use of through-life measurement embedded in processes such as Soft Landings and the associated building performance evaluations.

This growing awareness of the importance of measurement, control and feedback has not gone unnoticed by the manufacturers either. Fully 32 | 13 FEBRUARY 2014 | FM WORLD

32 Briefing.indd 32

integrated building management systems have been available for decades, but we are now seeing their introduction into smaller and smaller buildings. In fact, applications designed primarily for dwellings are finding a market in smaller commercial premises.

Integration is the key word here. With proper open standards now penetrating more deeply, sensors intended for one use can be shared among a variety of applications. For example, passive infrared sensor intruder detectors can become occupancy sensors for energy control.

Focus and stability There is another BSRIA process that is associated with the collection of measurements. This is the process that turns detailed, often randomly accumulated and frequently disconnected data and information into documents that can be used by our members to guide them in their work.

Twenty years ago this process was greatly enhanced by the availability of a managed construction research programme that not only contributed funds from central government but, more importantly, brought focus and long-term stability to the accumulation of knowledge. This stability was crucial because it enabled people to establish research skills and careers with enduring value to the sector they served. Loss of this programme has also resulted in a loss of cohesion between frontline firms willing to collaborate within the

longer-term research process.

There is, however, a new kid on the block that may be about to revolutionise the traditional measure/analyse/publish process that has dominated research and guidance in our sector.

As disruptive technologies go, big data has managed to remain under the public radar until the recent disclosures of the US government’s Prism project.

Under Prism, colossal quantities of data harvested from both open and private sources are analysed to identify supposed threats to homeland security.

It’s the use of automatic analytics software combined with large arrays of sophisticated new sensing technologies that makes big data techniques so intriguing for the built environment sector. For example, consider the problem of maintaining comfortable temperatures.

Traditionally, we have used laboratory research on volunteers to establish what “comfort” requires. The late Professor Povl Ole Fanger – an international expert on thermal comfort and perception of indoor environments – took years to generate his widely used algorithms, but they still do not cover all the possible variables that affect perceived comfort.

We now use a thermostat, with a setpoint guided by Fanger, and assume that all is well with our occupants. In the new paradigm, cameras using facial recognition software will be capable of spotting yawning (too

“Big data is where building information modelling, smart cities, performance contracting and responsive design meet”

hot, too much carbon dioxide) or sluggish activity (too cold).

This data is available for each worker in a given space and a voting system used to optimise comfort over the group.

Mining the data This data could be available from many sources in a Prismtype environment. There would now be the potential to mine the data to establish new benchmarks feeding back to the design process that can be tailored to activity types.

Schools, offices, homes and shops can each be analysed not only to establish a single setpoint value, but to understand in great detail the envelope or distribution of responses.

At last, proper large-scale data sets can aid our work – and most of what we need to do this is already available through installed building energy management systems.

Traditional academic research leading to refereed papers and then to institutional guidance can take half a working lifetime to complete. Big data results can be achieved very quickly.

Take the case of adverts on Google; these are tailored specifically to you based on purchase decisions you may have only made through unconnected sites a few hours earlier. Scary but true.

Big data is where BIM, smart cities, performance contracting and responsive design meet. It challenges the preconceptions of professional codes, cuts swathes through the notion of privacy and opens up our market for knowledge to an entirely new set of competitive players. FM www.fm-world.co.uk

05/02/2014 16:28

FM MONITOR PAUL REEVE

LEGAL UPDATE

Paul Reeve CFIOSH, is director of business services at the Electrical Contractors’ Association

ASB ESTOS – KN OW YO UR R ES P O N S I BI L I T I ES

ecent HSE changes to the regulations on R asbestos affecting FMs as duty holders underline the need for constant vigilance.

Paul Reeve reports on the revised code Exposure to asbestos in previous decades has been an occupational health disaster. Thousands of contractors die each year from having been exposed to asbestos.

According to the Health & Safety Executive, it remains the biggest cause of work-related deaths.

Asbestos was used extensively as a building material in the UK from the 1950s through to the 1980s, in particular for fireproofing and insulation.

In good condition, the material is not a significant health risk, but when asbestos is damaged or disturbed the fibres can become airborne, get into the lungs and cause a variety of often fatal diseases including mesothelioma, lung cancer, asbestosis and diffuse plural thickening.

Mesothelioma alone accounts for the deaths of more than 2,000 people every year.

Last autumn the Electrical Contractors’ Association (ECA) contributed to the HSE’s consultation to make it easier for employers to understand their legal obligation to manage the risk from asbestos. This was in response to Professor Ragnar Löfstedt’s independent review of health & safety legislation, Reclaiming health and safety for all, including Approved Codes of Practice (ACoPs).

The new code The result of the HSE’s consultation was published just before Christmas. The HSE decided to combine two www.fm-world.co.uk

33_LegalUpdate.indd 33

former asbestos ACoPs – L127 (management of asbestos in nondomestic premises) and L143 (work with materials containing asbestos) – into a single ACoP. The new L143 is in line with the Control of Asbestos Regulations 2012 (CAR 2012), which came into force in April 2012.

CAR 2012 contains requirements to cover Notifiable Non-Licensed Work (NNLW) and record keeping. By April 2015, any trades people doing NNLW with asbestos must also undergo regular health checks by a doctor.

Asbestos duty holders The HSE says its new wording in support of regulation 4 of CAR 2012 clarifies who ”duty holders” are for commercial and other nondomestic premises, and what they must do to comply with the “duty to manage”. Under regulation 4, the duty holder must identify and manage the risk from the presence of asbestos on the premises. The duty holder is usually the person or organisation that has clear responsibility for the maintenance or repair of premises. In larger businesses that will almost certainly be the facilities manager.

The duty holder must ensure that a written plan shows where asbestos containing materials (ACMs) are located, and how any work will be managed to prevent exposure to asbestos, whether to employees, contractors or other workers who may carry out work that could disturb ACMs in the building. This plan

must be communicated to those who may be affected, notably contractors, and carried out. The duty holder must also regularly review the plan and update it if circumstances change, in consultation with those affected.

The obligation to provide this information is solely the duty holder’s, and contractors are being advised to expect a full briefing on the presence of asbestos before they start work on any premises.

Licences and notifications Not all work involving asbestos requires a licence from the HSE. In the ACoP examples of work that do not need a licence are: ● Small, short duration maintenance tasks – where asbestos airborne control limits will not be exceeded; ● Removing textured decorative coatings by any suitable dustreducing method; ● Cleaning up small quantities of loose or fine debris containing ACM dust – where the work is “sporadic and of low intensity”, the control limit will not be exceeded and is of short duration; ● Work on asbestos cement products or other materials containing asbestos, e.g. paints, bitumen, resins, rubber, where the fibres are bound in a matrix that prevents most of them being released. This includes aged/ weathered asbestos cement; and ● Work associated with collecting and analysing samples to identify the presence of asbestos.

However, even it if does not require an HSE licence, all nonlicensable work with asbestos must still be carried out in accordance with the rest of the

2012 Regulations. In addition, some types of non-licensable work still have to be notified to the HSE, including the following: ● Removal of asbestos cement products, e.g. roof sheeting that is substantially damaged or broken up following fire or flood; ● Removal of asbestos cement products, e.g. roof sheeting, where the material will be substantially broken up, creating significant quantities of dust and debris, such as dropping an asbestos cement roof; ● Large-scale removal of textured decorative coatings using steaming or gelling methods, e.g. beyond that required for maintenance such as installation or replacement of smoke alarms and light fittings; ● Short duration (under two hours) work to remove asbestos insulation board as part of demolition or major refurbishment; and ● Short duration (under two hours) work on asbestos insulation.

There are also significant changes to regulation 10 of CAR 2012 on the provision of suitable asbestos training for operatives, including the need for refresher training.

Ambiguity about the need for refresher training required the HSE to issue a myth-buster statement to help rein in excessive training in the industry, at the ECA’s request.

With the arrival of the new ACoP, the legal duties on contractors and others, notably building duty holders, are much clearer. The updated L143 ACOP is free to download at www.hse.gov.uk/pubns/books/ l143.htm. FM FM WORLD | 13 FEBRUARY 2014 | 33

05/02/2014 16:29

FM MONITOR WASTE RECYCLING

THE COMMINGLED CONUNDRUM COMM IN G LED R ECYCL I N G

he methods used to recycle have many ramifications for preventing waste of useful materials, cutting consumption of new raw materials, energy use and pollution from landfilling. Alex Mirkovic reports

T

Commingled is the term used to describe when dry mixed recycling such as paper, plastic and cans are separated from nonrecyclable waste and collected together before being separated at a Materials Recycling Facility (MRF) at a later date.

The alternative is where individual streams are collected for recycling separately, having been segregated at source, that is, where they are generated.

Commingled collections are used by a wide array of public and private sector organisations including local authorities, public buildings, shopping centres, airports, offices and food outlets.

But should we or shouldn’t we be commingled recycling?

A popular choice Commingled collections are increasingly popular for a number of reasons: Ease of use: Commingled collections are often the simplest form of recycling for users, whether they are staff, visitors, cleaners, porters or the general public. Non-recyclable waste goes in one container, recyclables in the other. This can also be easier to communicate than single stream recycling.

●

Less space needed: Commingled collections in one bin take up a lot less space

●

34 | 13 FEBRUARY 2014 | FM WORLD

34-35 Monitor.indd 34

than single-stream collections requiring multiple bins, for which many small businesses (and households) don’t have the space. As space is at a premium in town and city properties, single stream collection is often not an economical choice for many business headquarters either.

Fewer containers: Commingled collections require fewer internal and external containers than single stream collections and therefore require less up-front investment, often providing a more attractive option at first glance.

●

Flexibility: There may be the flexibility with commingled collections to incorporate new waste streams, even if they are generated in small quantities.

This obviously depends on the waste contractor and recycling facilities available, but is often easier than introducing an extra bin and an extra collection for every extra waste generated.

Avoiding risks As with any choice, selecting commingled over single stream recycling has a number of risks associated with it.

●

Cost saving for small quantities: When small quantities of particular waste streams are generated, it can be a more cost-effective option to have a commingled collection than separate collections.

●

Quality and contamination: The quality of materials separated ‘at source’ is generally higher than those separated at a later date with a lower level of contamination. There has been significant industry investment in MRFs in recent years but the quality varies greatly. Processes range from completely manual picking to fully automated, stateof-the-art sorting.

●

Questionable materials: Some materials such as glass are collected commingled when generated in small quantities.

Some paper mills don’t accept

●

paper from commingled collections because of this.

Other materials such as drink cartons may be collected in commingled collections but the recycling process may not enable their separation as an individual waste stream.

Drink cartons often end up recycled with cardboard, which in significant quantity can affect the quality of the cardboard and means that the full recycling potential of the drink cartons is not realised.

Loss of revenue: Recyclables are commodities in our resource-hungry world and rebates are often given for good-quality recyclables collected separately in volume.

With commingled collections paying for the MRF process,

●

www.fm-world.co.uk

06/02/2014 12:39

WASTE RECYCLING

Alex Mirkovic is commercial director of Waste Cost Reduction Services and a member of the BIFM’s sustainability SIG committee

waste producers miss out on rebates, which can sometimes be substantial enough to cover the cost of recycling in the first place.

Knowing what happens to waste: Once commingled collections have reached a MRF, the tendency is to stop thinking about where the waste has gone. But this is really where the whole question of what happens to your waste begins.

Every MRF has an element of “residual waste” that doesn’t get recycled through the process. What percentage is this?

Does it go for landfill or wasteto-energy? These questions are particularly crucial for businesses aiming for zero waste to landfill.

“Every MRF has an element of ‘residual waste’ that doesn’t get recycled through the process. What percentage is this?

Does it go for landfill or waste-to-energy? These questions are crucial for businesses aiming for zero waste to landfill”

●

Less accurate reporting: With environmental management systems and corporate social responsibility reports requiring data on how much waste is generated and recycled, commingled collections generally provide less accuracy in reporting than source segregated.

Figures might be based on a periodic waste audit of your particular waste at the MRF or supplied as an average for all wastes processed by that MRF.

versus the other is extremely complex to calculate and the relative role of recycling within the waste hierarchy is more important than choosing one

type of recycling over another.

Whichever system you choose – and many organisations chose a hybrid of both commingled and single stream – you should make

●

Commingled or single?

Ultimately, when it comes to choosing commingled or single stream recycling, there is rarely one correct answer.

Different waste streams and volumes, cultures and working environments, operational and financial constraints, location relative to recycling facilities all play a part in any decision.

The environmental impact of one www.fm-world.co.uk

34-35 Monitor.indd 35

sure that you: ● Obtain up-to-date copies of waste transfer station and waste carriers’ licences as well as other accreditations such as ISO certifications. These will ensure that your waste is going to fully licensed and accredited facilities; ● Understand where your recycling is going, how it is being treated and what the ultimate destination is for all your waste; ● Visit the materials recycling facility or ensure that it is audited for you; and ● Understand your recycling reporting properly, agree what reporting is required at contract negotiation and, crucially,understand how that information is generated. FM

Once it’s been thrown away how much of your waste will actually be recyclable?

RECENT LAWSUIT

THE QUALITY OF RECYCLABLES MUST BE MAINTAINED The revised European Union Waste Framework Directive 2008 requires that from 1 January 2015, member states make arrangements for the collection of waste paper, metal, plastic and glass separately where “technically, environmentally and economically practicable” and “appropriate to meet the necessary quality standards for the relevant recycling sectors”.

When transposing this into UK law, the Department for the Environment, Food and Rural Affairs (Defra) determined that “separately” included commingled collections.

The Campaign for Real Recycling (CRR), a group of materials reprocessors and social enterprises dedicated to pressing central government and local authorities to act to improve the quality of materials collected,

believed that Defra and the Welsh Assembly government had misinterpreted this and sought a judicial review to challenge the case for commingled.

The review, held in February 2013, ruled that commingled collections were acceptable under the requirements of the directive as long as the quality of recyclables met the required standards.

The amended Waste (England & Wales) Regulations 2011 specify that “for the avoidance of doubt, commingled collection (being the collection together with each other but separately from other waste or waste streams intended for recycling with a view to subsequent separation by type and nature) is a form of separate collection”. These regulations cover commercial and industrial waste as well as domestic waste.

FM WORLD | 13 FEBRUARY 2014 | 35

06/02/2014 11:34

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31/01/2014 12:23

FM MONITOR IAN BAXTER Ian Baxter is director of waste solutions at ISS Facility Management Integrated Services

COMMENT

WASTE SERVICES DEL I V ER ED BY FM P ROV I D E R S

an Baxter, recently appointed director of waste solutions at ISS, outlines how FM service providers can deliver integrated waste management services.

I

The waste and recycling industry has achieved unprecedented growth and diversification.

The confluence of many major flux points in the sector creates an ever-challenging business landscape. Heavily driven by legislation – both UK and Europe-wide – the market is also affected by transient business strategies, treatment technologies and new ideas on environmental best practice.

The sector has passed through numerous cycles. While the traditional tenet of waste management may ‘simply’ have been disposal of a physical product, there’s been a major transition in how we regard waste. Increasingly, waste is understood as an implicitly valuable natural commodity, not a problem. This viewpoint is however delicately balanced against the drive for renewable energy which sees us moving closer to Waste-to-Energy – detrimental of course to recycling.

Many businesses are familiar with ‘reduce, reuse, recycle’ as a key strategy for waste management, but the market space can change rapidly, requiring different approaches to waste solutions. The EU Landfill review, due April 2014, could have major impact on UK waste services sector development.

Since 1996 (landfill tax was introduced), the price of landfill has risen from £8 a tonne to (a predicted) £80 in April 2014 in an effort to drive recycling initially and, more recently, support ‘Zero Waste to Landfill’ www.fm-world.co.uk

37_Monitor_Waste_NEW.indd 37

objectives. Add in the costs of compliance, reporting and labour, and previously ‘simple’ disposal becomes a complex set of priorities.

The cumulative effect of these changes brings various cleantech and waste treatment innovations. Strategic investment based on market insight is necessary to ensure organisations avoid committing to an option made redundant in subsequent legislative change; or potentially abandoned in favour of innovation with an improved set of environmental credentials – according to their industry’s ‘Best Practice’.

Industry priorities again provide challenges. Wasteto-Energy has seen heavy investment on a cyclical basis for many years but questions arise as to whether Waste-to-Energy is sustainable when driven by the economies of consumption.

Indeed, if Zero Waste to Landfill is truly feasible - with Waste-toEnergy a key cornerstone - then we of course must recognise this as a volume reduction technology rather than waste elimination.

Waste in FM

The ongoing debates and changes bring alterations to processes, systems and technologies for waste management. These changes can provide distinct advantages in using FM service providers for waste management. FM providers work across a range of industry sectors; the nature by which FM integrates into an organisation to drive best

practice, and provide investment benefits and expertise in a range of solutions is a key opportunity as the market advances.

FM delivery of waste management services doesn’t stand alone; waste management affects every part of a business.

It’s as varied as the clients served and their industry sectors. Some organisations prioritise value-add, strategic alignment or risk management, while others perhaps need support to implement/improve reporting systems to meet myriad legislative requirements. Such varying strategic and purchasing requirement means FM must provide tailored, integrated solutions.

Waste outsourcing to FM service providers offers real value owing to their close client relationships and sharing best practice across various industry sectors with considerable benchmarking capabilities.

High priority

Organisational prioritisation in waste and environmental services is a moveable feast - dependent on industry, company and strategic priorities.

The ‘Zero Waste to Landfill’ target has been a KPI adopted by many organisations, and the manner in which companies choose to meet this depends on their objectives. Stansted Airport for example has stringent recycling targets to achieve zero waste to landfill by 2015. Litterpicking, cleaning and recycling are a key part of the solution.

As at Q1 2014, Stansted diverts 93% of its waste from landfill; most impressive is their absolute commitment to source segregation of waste materials, achieving rates exceeding 65% in a challenging environment. In January 2014, Stansted gained the top ‘Gold’

accreditation by National Recycling Stars, a waste industry accreditation scheme.

Integrated management

The cyclical, dynamic and integrated nature of waste management means one of the key benefits FM firms can provide is in consulting – expert input, best practice and inspiration across all business areas. This may range from change management, to cleantech innovation and advanced measurement and reporting - all underpinned by compliance and of course a shared set of objectives.

A robust IT solution is one of many FM innovations providing organisations with a dynamic view of their waste operations. It allows clients to interrogate a live system, offering total clarity on waste operations and subsequently generate measureable and meaningful KPIs. FM companies are uniquely positioned to deliver fully integrated waste services strategy operating across diverse business sectors in varying scales. This is ultimately achieved through implementation of waste specific processes and strategies with the capability to deliver cost effective, sustainable waste services to clients.

FM as an industry should be developing innovations to improve the client’s business and their own. Improved benchmarking and sharing best practice will benefit all stakeholders.

The best FM providers engage and deliver relationships, aligning the interests of clients to the capabilities and investments of its supply chain. This ensures all parties pull in the same direction to deliver real and sustainable benefits, whether they be financial, environmental, or operational. FM FM WORLD | 13 FEBRUARY 2014 | 37

11/02/2014 11:45

FM MONITOR JAMIE HARRIS

REPORT

Jamie Harris, FM World reporter

U PDATE: CAF M A N D I N T EL L I GEN T BUI L DI N G S

he movie staple of rule by artificial intelligence remains just sci-fi. Modern CAFM proves that there’s no call for raging against the machine, reports Jamie Harris

T

The hysterical among us fear the rise of the machine. They are taking our jobs. They are standing on mechanical legs and taking over the world. (OK, perhaps that’s an exaggeration.)

But as software becomes more intelligent, the ability, compatibility and practicality for machines to talk to each other and adjust settings and switches and highlight problems based on that conversation becomes more seamless – and indeed more useful for facilities managers.

Last month, Google acquired hardware technology outfit Nest for $3.2 billion (£2 billion).

The company’s ‘learning’ thermostat gathers data on your home routine and programmes itself, claiming to save up to 20 per cent on domestic heating bills. It can also be controlled from a smartphone.

Technology such as Nest’s and smart meter systems, of which installations are increasing, aim to make a building greener and more sustainable.

Although this is currently for residential use, adapting commercial ideas for domestic use is a two-way street and software’s perpetual push for innovation can lead to the development of ‘intelligent’ buildings.

The idea of intelligent buildings is not new. Back in 2011, Andrew Cooper reported in FM World that intelligent 38 | 13 FEBRUARY 2014 | FM WORLD

38_Monitor_CAFM.indd 38

buildings ‘have sought to increase the usability of a building and the health and wellbeing – and therefore the productivity – of those people working inside them’, rather than purely saving on energy bills.

Intelligent decisions The computer-aided facilities management (CAFM) market is continually looking for opportunities to manipulate data.

Jack Fraser, product director at FM and workplace software provider Service Works Group, believes that manipulating external data feeds can boost efficiency within the FM team.

“Traffic data allows you to assign operatives to the most convenient jobs based on the current traffic situation,” says Fraser. “For example, if there

was a 10-mile tailback on a particular road, the system would inform the operative and suggest alternative routes. At the same time, it would allocate additional jobs at a different client site to a different operative, recognising that the first operative would take longer to complete the original task.”

Taking on real-time meteorological feeds can also impact reactive and planned maintenance performance.

Fraser continues: “Integrating weather forecasts and patterns into an FM software system can help to inform and improve planned preventative maintenance schedules. For example, non-urgent work that needs to be completed outside can be scheduled for fine days. It can also help to plan for floods, allowing a facilities manager to take preventative measures where needed.“ “One of our most interesting projects to be implemented stretches the logic to varying the number of towels required for the gym based on weather feeds,” says Jacqueline Walpole,

MOBILE CAFM

THE APP-LE OF YOUR EYE The demand for more efficient CAFM systems and flexibility in reporting has led to an increase in the creation of mobile apps.

“A facilities manager can log or report on a job anywhere and can be alerted to issues while on the move. Since software maintenance and upgrades happen centrally, the latest functionality is available immediately to the end-user,” says

Fraser. “The field service industry, and FM profession in particular, is benefiting from cloud-based solutions combined with mobile solutions. Whether the priority is avoiding service level agreement penalties or securing first-time fixes, the software can identify the best-qualified technician to send and ensure the relevant parts are available – all in real-time.”

a business analyst at FSI FM Solutions.

“The only limitation is imagination,” she says. “We at FSI currently have intelligent building installations where we have integrations between our room bookings and touchscreen hot-desk bookings with access control systems and intelligent power supply and phone controls.

“Users check in to a desk, the power is activated to the desk and phone logged in there. If they swipe out of the location, their desk can be de-activated and re-activated when they swipe back in,“ she adds.

“Similarly, we have other integrations with room bookings and BMS that powers up the AV equipment and AC in a meeting room 15 minutes before being required and keeps them running when the touchscreen is used to extend the meeting if there’s not another booking immediately afterwards.”

Systematic FMs have the ability to feed both external and internally-captured data into a BMS or CAFM system. The difficult part is realising what data is useful, and how best to weave the different networks together.

Says Walpole: “As more previously disparate systems become networkable, [CAFM systems] can combine the intelligence they are provided.”

At a workshop event held at the University of Greenwich last month, delegates emphasised the importance of integrating CAFM systems with building information modelling (BIM), but felt that integration between the two can often be tricky. FM www.fm-world.co.uk

06/02/2014 17:56

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03/02/2014 10:17

BIFM NEWS BIFM.ORG.UK

BIFM COMMENT

Steve Gladwin is chairman of the judges for the BIFM Awards

NORTH REGION

Insight into FMs’ future WHAT MAKES AN AWARD WINNER?

am looking forward to 13 October 2014. That will be the day I take to the stage at the Grosvenor House Hotel to address more than 1,200 FM professionals during the BIFM Awards ceremony. As chairman of the judges for the BIFM Awards, by the time I reach the stage we will have seen many exceptional and inspirational winners crowned, celebrated some groundbreaking achievements and learnt how great FM can affect our economy and society.

So what will have made these winners stand out? They will have demonstrated exceptional and inspiration FM. We are looking for the best in FM to showcase.

These will be individuals, projects, teams or organisations. Our winners can come from all areas of industry: From the public and private sector, from the smallest SME to the largest multinationals, from the most innovative FM solutions to the most fundamental, and from the newest biggest builds to the smallest refits. But the one thing they will all have in common is that they have made a difference. And their award submissions will have demonstrated this.

Take time to think about what you have achieved; what can you showcase to the FM profession? What can you bring to the BIFM Awards?

Before my role as chairman of the judges I’ve been fortunate to have been involved in the BIFM Awards for a number of years, both as a judge and lead judge for various categories. I would like to share a few tips for your submission.

Make sure you read the full criteria for your chosen category – and ensure that you address them all. Judges appreciate tangible benefits – so shout about these, demonstrate the benefits and results you have achieved – this will help set you apart. Finally, you can only be part of the BIFM Awards if you enter – you need to be involved. Being a winner or a finalist is a great achievement and it sends out a very strong message. It shows you are a serious force in the FM sector, it makes others sit up and take notice of you – it shows that you are the best.

I wish you all good luck with your entries. Together, Full details of the BIFM Awards are we can make the 2014 available at www.bifm.org.uk/awards2014 BIFM Awards the most Entries close on 2 May 2014 – ‘Facilities Manager groundbreaking awards of the Year’ closes 27 June. to date.

I

Categories: ■ Excellence in Customer Service ■ Excellence in Product Development ■ Facilities Manager of the Year ■ FM Excellence in a Major Project ■ FM Service Provider of the Year ■ Impact on Organisation and Workplace ■ In-House FM Team of the Year ■ Innovation

in the Use of Technology and Systems ■ Learning and Career Development ■ Profound Impact ■ Rising Talent in Facilities Management (new for 2014) ■ Sustainability and Environmental Impact

40 | 13 FEBRUARY 2014 | FM WORLD

40-41_BIFM news.indd 40

January saw the first of several Key Learning Events organised by the BIFM North-West branch.

The theme of the seminar was “An insight into the future of FM” and it was hosted at the Manchester office of DWF Solicitors.

Mark Catchlove, director of the Insight Group for Herman Miller, began the seminar with his talk on “People, place, potential”, stressing the crucial role that FM plays in our lives and wellbeing.

Mark explained that we live in a time of exponential growth in technology and that there is a need to design work spaces that not only embrace this technology, but also reflect our personalities and behaviours, and facilitate creativity and innovation.

Kath Fontana, managing director of BAM FM, spoke next on the theme of “Building Information Modelling, soft landings and outcomes”.

She began by saying there is still both a lack of understanding and engagement within the FM profession with BIM and her warning was that if we are slow to engage in the current debate, we run the risk of losing influence in it.

Kath was keen to dispel BIM misconceptions – namely, that it is not all about design, build, technology or pretty 3-D drawings (“Hollywood BIM”).

She said BIM provided the FM industry with the opportunity to reduce cost wastage, become more efficient and be able to drive value with improved building and asset information.

Martin Ward, managing director of iSite, was the final speaker. He discussed the findings of a recent report from Zurich that FM had become “too www.fm-world.co.uk

05/02/2014 16:29

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

BIFM TRAINING commoditised” and that there was a “failure to innovate”.

Instead, Martin suggested that the industry needed to “innovate or die” and to “stop, collaborate and listen” and create “intelligent co-operatives”. Embracing new technology and having a forward-looking view of building intelligence were the keys, he stressed.

The next Key Learning Event is planned for March at the Birchwood Centre with guest speakers Gareth Tancred, Liz Kentish and Deborah Rowland.

Check the BIFM website for details soon.

EXHIBITION

Ecobuild, March 4-6

The BIFM is supporting Ecobuild, the world’s largest event for sustainable design and the built environment, which celebrates its 10th anniversary this year.

Ecobuild will mark the occasion by welcoming an expected 45,000 industry professionals to explore the ever-increasing role that FMs play in providing and maintaining sustainable and efficient energy solutions.

The unrivalled information programme, attracting more than 600 speakers, will be available to all visitors and FMs.

They will be able to gain first-hand insight into the latest innovations, as thousands of products are being exhibited.

This year Ecobuild has been divided into three core show sections: Energy, Sustainable Design and Construction, and Connecting Future Cities – each with their own content zones and seminar sessions.

The Sustainable Design and Construction zone will allow visiting FMs to explore key themes such as efficient design, building performance and refurbishment alongside highprofile industry experts.

Geoff Prudence of BIM4FM will be speaking on the value of building information modelling BIM for FMs, and Suki Gillilan, MITIE’s regional energy manager, will be using case studies to explore FMs’ role in delivering guaranteed energy reductions across a portfolio.

The Energy zone will host the most comprehensive showcase of sustainable construction products in the world.

It will also offer the opportunity to explore energy management in depth. This is a theme that has long been a part of any diligent FM’s daily role and it is likely to be the event’s hot topic.

The Future Cities zone will incorporate a range of topics from biodiversity and greening cities to infrastructure, water and waste management, and technology – all of which are crucial to creating a sustainable future for an ever-changing global population.

Ecobuild takes place at ExCeL London, from 4-6 March. To register for your free ticket, please visit www.ecobuild.co.uk.

KEEP IN TOUCH » Network with the BIFM @ www.networkwithbifm.org.uk » Twitter @BIFM_UK » LinkedIn » Facebook » YouTube » Flickr www.fm-world.co.uk

40-41_BIFM news.indd 41

DEVELOPING YOUR CORE CAPABILITIES IN 2014

ave you attended one of BIFM Training’s core FM courses? These long-established and highly successful programmes range from introductory through to advanced-level training, offering a clear path for you to develop those essential core capabilities.

H

The flagship foundation course ‘Understanding FM’ Our most popular programme runs every month and offers a sound introduction to the FM profession. It is suitable for new staff and those with less than two to three years’ experience. The included site visit provides an invaluable insight into FM in practice.

This course is held in Central London (unless otherwise stated) and 2014 dates include: 25-27 Feb, 25-27 Mar, 29 Apr-1 May, 20-22 May (Edinburgh), 24-26 June, 15-17 July, 12-14 Aug, 30 Sep2 Oct, 14-16 Oct, 11-13 Nov, and 9-11 Dec. The intermediate ‘Professional FM 1 and 2’ modules Recommended for those with more than two years’ experience, our intermediate modules can be attended in either order and help you to develop your managerial abilities for a more senior position. The Professional FM 1 explores the scope, extent and diversity of the FM function plus techniques that will add value to the FM operation. The Professional FM 2 concentrates on commercial awareness and aligning the FM function with organisational goals and risks, and explains how to build relationships with clients, suppliers and specialists.

Both courses are held in Central London (unless otherwise stated) and 2014 dates include: The Professional FM 1: 1-3 April, 3-5 June, 9-11 Sep, 7-9 Oct (Edinburgh), and 16-18 Dec The Professional FM 2: 11-13 Mar, 17-19 June, 23-25 Sep, and 9-11 Dec. The advanced ‘FM Business School’ This is a case-study driven course aimed at FMs with over three years’ managerial experience and is designed to enhance your strategic understanding of FM to aid more effective communication with senior management.

It will allow you to demonstrate the relationship between your FM operations and changing corporate objectives.

This course is held in Central London and available dates this year include 8-10 Apr and 4-6 Nov 2014.

To enquire further or to book a place, please email info@bifm-training.co.uk or call 020 7404 4440.

Alternatively, visit our website at www.bifm-training.com

FM WORLD | 13 FEBRUARY 2014 | 41

06/02/2014 16:24

FM DIARY INDUSTRY EVENTS 4-6 March | Ecobuild 2014 – Championing a greener built environment This global sustainable construction event connects professionals to help them network, learn and discover new products and find innovative solutions. Ecobuild hosts the most comprehensive showcase of sustainable construction products in the world.

Venue: ExCeL London, 1 Western Gateway, Royal Victoria Dock, London E16 1XL Contact: Visit www.ecobuild.co.uk 11-13 March | Facilities Management 2014 A new facilities management show, organised by easyFairs UK. Seminars, learnShops, and the Lions’ Lair, where exhibitors will have four minutes to pitch their product to a panel of expert judges.

Venue: National Exhibition Centre, Birmingham Contact: Visit www.tinyurl.com/ fmnec2013 18-19 March | IFMA Facility Fusion 2014 A high-level facilities management education, leadership training, industry-specific best practices and all-inclusive expo.

Venue: Ottawa, Canada Contact: Visit www.facilityfusion. ifma.org/ottawa 7-10 April | Ergonomics and human factors 2014 Organised by the Institute of Ergonomics and Human Factors.

Full programme to be confirmed.

Venue: The Grand Harbour Hotel, Southampton Contact: Visit www.ehf2014.org.uk 13 May | ThinkFM 2014 The ThinkFM conference will be held at a new location, Kings Place, an award-winning events venue in London. Conference topics and speakers to be announced.

Venue: Kings Place, London N1 9AG Contact: www.thinkfm.com 17-19 June | Facilities Show 2014 – 15 years at the heart of the FM industry Organised in association with the BIFM, Facilities Show has established itself as the leading meeting place for the industry.

Opportunities to connect with peers and colleagues, see solutions from 42 | 13 FEBRUARY 2014 | FM WORLD 42 | 13 FEBRUARY 2014 | FM WORLD

42_Diary.indd 42

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

over 400 suppliers and gain insight from influential industry experts.

Venue: ExCeL London, 1 Western Gateway, Royal Victoria Dock, London E16 1XL Contact: Visit www.facilitiesshow.com 17-19 September| IFMA World Workplace IFMA’s World Workplace Conference & Expo is the largest, most long-standing and wellrespected annual conference and exposition for facility management and related professions. Each year offers a new experience, addressing challenges and strategies that are universal to every facility type, shape and size.

Venue: New Orleans, LA, USA Contact: Visit www.ifma.org CHANNEL ISLANDS REGION 2 April | Guernsey careers fayre Details TBC. Venue: Beau Sejour, St Peter Port, Guernsey Contact: Chris Robins at chris.robins@specsavers.com LONDON REGION 19 March | One man’s muck is another man’s brass From 8am. Organised wit the north region, sustainability and retail special interest groups.

Includes a food waste presentation

by MITIE and Yorkshire Water, Hallmark’s CSR manager on waste revenue and a sustainability sig update.

Venue: Hallmark Cards, Dawson Land, Bradford BD4 7HW. Contact: Sue 9 April | Global research on wellbeing in the workplace Details TBC Venue: Steelcase’s London office.

Contact: Claire Sellick at clairesellick@btinternet.com The BIFM London region holds its monthly CPD events on the first Tuesday of every month.

food waste presentation by Mitie and Yorkshire Water, Hallmark’s CSR manager on waste revenue and a sustainability sig update.

Venue: Hallmark Cards, Dawson Land, Bradford BD4 7HW. Contact: Sue Gott at sue.gott@hallmark.com or visit www. tinyurl.com/lkebt2b SOUTH REGION

NORTH REGION 19 March | One man’s muck is another man’s brass From 8am. Organised with north region, sustainability and retail special interest groups. Includes a

25 February | Dorset evening seminar From 6pm. Presentation from sponsors Waldmann Lighting, which will be discussing energyefficient office lighting, and Plastic Surgeon, which will be showing what can be done with assets to save them from being destroyed or sent for waste. More speakers TBC.

26 February | Innovation in FM debate An evening of discussion on whether FM suppliers bring innovation to their clients through the life of the contract.

Venue: EDF Energy, 329 Portland Rd, Hove, East Sussex BN3 5SU Contact: Email Ian Fielder at ian.r.fielder@gmail.com 26 March | Legionnaire health and safety Evolution Water Services is to run a portion of its course material that will be beneficial to BIFM members. Followed by a question and answer session with the speakers.

Venue: Specsavers, Forum 6, Solent Business Park, Whiteley, Hampshore PO15 7PA Contact: Email Ian Fielder at ian.r.fielder@gmail.com 30 April | Benchmarking: Tool or torture?

A debate on benchmarking.

Why do so few organisations use benchmarking tools?

Venue: Chichester – TBA Contact: Email Ian Fielder at ian.r.fielder@gmail.com 18 June | Health and Safety – Electrical and mechanical non-intrusive testing Two of the UK’s leading company’s in non-intrusive testing. The benefits and risks are explained in this CPD event.

Venue: Southampton – TBA Contact: Email Ian Fielder at ian.r.fielder@gmail.com or call 07795 181009 SCOTLAND REGION

Contact: www.bifm.org.uk/bifm/ groups/regions/london/events

SOUTH WEST REGION

26 March | Corporate members – meet the Scotland Region committee A chance to meet BIFM Scotland, with BIFM CEO Gareth Tancred.

Venue: Glasgow, TBC. Contact: Jimmy Gilchrist at jimmy. gilchrist@gpplantscape.com or call 07721 556646

Venue: Executive Business Centre, Lansdowne Campus, 89 Holdenhurst Road, Bournemouth BH8 8EB Contact: Email Nick Fox at foxer11@hotmail.co.uk or visit bit.ly/1bJnhMW 14 March | Quarterly training day – FM strategy The detailed programme still TBC. A number of speakers in the morning session, followed by an afternoon interactive workshop.

Venue: Bristol Hilton Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4JF Contact: Email Richard Greaves at richardgreaves@voomeroon.co.uk or visit www.tinyurl.com/pm6zlyn SPECIAL INTEREST GROUPS 28 February | Developing FM’s understanding of BIM and Soft Landings £25 per person. Presented by Steve Beadle, senior technical manager, FES FM. From 8.30 am, a discussion on the government’s 2016 mandatory intent for BIM. Venue: Hilton Strathclyde Hotel, Phoenix Crescent, Bellshill, Scotland ML4 3JQ Contact: Visit www. tinyurl.com/ q4lap9d 26 March | Legionnaire’s health and safety Evolution Water Services Limited is a City & Guilds accredited training centre and intend to run a portion of some of their course material on legal compliance and risk minimisation.

Venue: Specsavers – Forum 6, Solent Business Park, Whiteley, Hants PO15 7PA Contact: ian.r.fielder@gmail.com 28 May | People in FM and sustainability Joint event with the South region.

Venue: Unit 5, Harbour Gate Business Park, Southampton Road, Portsmouth PO6 4BQ Contact: ian.r.fielder@gmail.com www.fm-world.co.uk www.fm-world.co.uk

06/02/2014 11:34

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Email info@swg.com to obtain a copy FM WORLD | 13 FEBRUARY 2014 | 43

p43_FMW130214.indd 43

03/02/2014 10:15

FM PEOPLE MOVERS & SHAKERS

BEHIND

DATA

THE JOB

GUY STALLARD TOPIC TRENDS

NAME: Guy Stallard JOB TITLE: Director of facilities ORGANISATION: KPMG JOB DESCRIPTION: To oversee support for 12,000 partners and staff in 22 offices across the UK: Property, workplace services & business continuity, safety and security

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

Greater collaboration and more openness, not only among suppliers but with their customers. The only way we can grow is by working together in true ‘partnership’. I would also like to see more self-confidence around why we should be proud of working in property and facilities management.

What attracted you to the job?

The prospect of taking on a new operational and strategic challenge and working with people from a variety of backgrounds.

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

My top perk at work is…

Doing something in finance, although I would have preferred to have become a cricket commentator

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

At the time I was the deputy director of finance. I was asked to go on secondment to facilities in February 2006 to help relocate central services staff from London to Watford.

and maintaining the motivation

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

I think that both the customer and the supplier have become of all facilities staff (in-house and more commercially astute and outsourced) during the recession” strategic in their thinking.

There is now an understanding that success involves a winwin, not a win-lose for customer and supplier.

What’s been your career high point to date?

And how will it change in the next five years?

Seeing how moving colleagues into new open plan premises in Birmingham and Canary Wharf has helped KPMG in terms of agile and cross-business working. In terms of delivery, the career high has been seeing my customers gain a respect and admiration for how the facilities department can help KPMG win external business by, for instance, delivering best practice in energy efficiency.

It will be interesting to see the role that TFM/IFM will play. I hear mixed reviews about whether it can actually deliver what the customer wants. Arguably, there may be a move back towards more localised supplier selection, even regional contracts. It will all be down to consistency of quality and value for money provided by the supply base.

What single piece of advice would you give to a young facilities manager starting out?

Do not limit yourself where possible try anything, you can make the job whatever you want it to be. Both on the job training and qualifications are important but enthusiasm and professionalism vital if you are to deliver your aspiration.

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

Do your friends understand what facilities management is?

I enjoy everything about the job, including addressing matters which have gone slightly awry.

Probably not unless I use a hotel example. My kids now understand facilities but not management!!

44 | 13 FEBRUARY 2014 | FM WORLD

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8 GUY STALLARD

Introducing/ working with new forms of IT

4 8

The perception that ‘it’s easy’.

“Improving customer experience

Improving customer experience and maintaining the motivation of all facilities staff (in-house and outsourced) during the recession.

8 AVERAGE

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

YOUR BIGGEST CHALLENGE ...

What has been your biggest career challenge to date?

Ensuring compliance with legislation

Any interesting tales to tell?

I was immensely proud to meet the Queen when she opened 15 Canada Square. I won’t forget the warmth she showed to my outsourced staff who ensure that catering etc. is run so effectively.

The buzz I get from the different sort of things that I get involved in on a daily basis. No one day is the same and the team always have many projects on a go at the same time.

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

Working on energy-efficiency initiatives

7 8

Adapting to flexible working

5 8

Maintaining service levels while cutting costs

8

8

Adapting FM to changing corporate circumstances

8

8

www.fm-world.co.uk

06/02/2014 15:08

www.fm-world.co.uk

BUYERS’ GUIDE TO FM SERVICES 2014 The most comprehensive directory of suppliers to the UK FM marketplace is now in its 9th year!

READ BY OVER 26,000 FM PROFESSIONALS

Out March 2014

With a range of affordable advertising options, the FM World Buyers’ Guide to FM Services 2014 is the simple and effective way to get your company noticed by potential customers when they are actively looking for a supplier.

Endorsed by the British Institute of Facilities Management • Contact details for all major FM suppliers • Handy A5 format

The FM World Buyers’ Guide will be distributed to over 18,000 key industry personnel throughout the year. In addition all entries will be automatically hosted online at www.fm-world.co.uk – giving suppliers additional exposure to the FM market.

Standard Listing - Up to 4 sections £100 COMPANY NAME Region: London Tel: 020 7880 6229

PLUS FREE ONLINE LISTING

Enhanced listing - Up to 5 sections £250 COMPANY NAME Region: London Tel: 020 7880 6229 Website: www.mywebsite.co.uk Email: contantme@thisemail.com

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Premium listing - Up to 5 sections £695

LOGO

COMPANY NAME

+ Social media addresses

PLUS FREE ONLINE LISTING

Region: London Tel: 020 7880 6229 Website: www.mywebsite.co.uk E-mail: contantme@thisemail.com Address: Address here, area etc Profile: FM World is the official magazine of the BIFM. It is a fortnightly publication reaching in excess of 11,300 BIFM members and includes features, news and the best selection of UK job vacancies.

For more information contact Jack Shuard • 020 7880 8543 • jack.shuard@fm-world.co.uk

p45_FMW130214.indd 2

04/02/2014 10:00

Appointments

Call the sales team on 020 7324 2755 or email jobs@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

JOBS

PLAN YOUR NEXT MOVE

on the move New features available through your smartphone See the latest job listings View all the jobs from the website Search or browse to find the right opportunities Create and update your live email job alerts View jobs directly from your email alerts Save and apply for jobs Save jobs to your profile Email jobs to yourself or friends Apply for the right jobs first using your saved CV Keep track of all your jobseeking activity

Go to www.fm-world.co.uk/jobs 46 | 13 FEBRUARY 2014 | FM WORLD

RECR_FMW130214.indd 046

jobs.fm-world.co.uk

06/02/2014 12:58

Looking for career progression in 2014?

Regional Facilities Manager South West Region • £40,000 + £4,500 car allowance An exciting opportunity has arisen for an experienced Regional FM to join an up-and-coming property consultancy. Working from home, you will take ownership of a portfolio of 25 properties to implement best practices for hard and soft services in a diverse range of environments. You will be responsible for managing and setting service charge budgets, statutory compliance and health and safety initiatives. You will have a proven track record in a similar capacity, having come from a managing agent.

Ref: 249751

M&E Project Manager Berkshire with Travel • £52,000 + car allowance + benefits We are recruiting for an M&E Project Manager to join a service provider on one of its flagship contracts. You will oversee 3 data centres in West London, Slough and Gloucester. You will deliver projects from inception to completion with a value range between £10k-£2m; projects range from M&E plant upgrades and replacements to refurbishments and fit-outs. You must have a track record in a similar role, a strong M&E background and be commercially astute. You must also have strong client facing and communication skills.

Ref: 236011

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

The power of people

There is no limit to what you can achieve the

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Attractive salaries + benefits + bonus London, Stoke-on-Trent or Livingston • International Travel We provide award-winning, technology-driven energy and facilities management solutions.

Join our post-graduate development programme and you, like many of our Board Directors who joined this way, will be given all the support and informal career development you need to take you right to the top.

You’ll need natural drive and an entrepreneurial streak, combined with a commitment to providing outstanding customer service and a desire to progress, perform and innovate.

Our dynamic Commercial and Operations divisions are waiting to welcome post-graduates in Energy, Engineering, the Built Environment or similar disciplines who have relevant work experience.

To find out how you can benefit from working with Eden Brown, contact us today on 0845 4 505 202. www.edenbrown.com

jobs.fm-world.co.uk

RECR_FMW130214.indd 047

If you relish a challenge we could go a long way together.

To apply please email: joe.sidley@gshgroup.com

FM WORLD | 13 FEBRUARY 2014 | 47

06/02/2014 12:58

Call Jack Shuard on 020 7880 8543 or email jack.shuard@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

FM NEWS

FM innovations ▼ NEC Display Solutions’ high performance A Thinner bezel and higher image performance heralds a new era of quality with four additions as NEC Display Solutions Europe unveiled four additions to its MultiSync XUN Series range of large format displays, bringing an even better viewing experience thanks to a thinner bezel and a new feature set of display improvements.

The updated range includes Auto Tile Matrix, Frame Comp. The 55-inch display X554UNS, with a bezel of just 3.5mm, is aimed at high-end applications, the XUN models in 46-inch (X464UN) and 55-inch (X554UN) for 24/7 usage and high brightness and the X464UNV, 46-inch model, for budget-driven investments requiring less brightness.

W: www.nec-display-solutions.com

▲ OCS keeps GVA properties secure

▲ Toshiba AC shortlisted for five awards

GVA, the UK’s largest independent commercial property advisor with a global reach, has awarded the contract to provide security services at its UK commercial sites to international total facilities management provider OCS. The three-year contract, which began in November 2013, covers security across the GVA commercial portfolio in Birmingham, Coventry, Wolverhampton, St Albans and Milton Keynes. The OCS team delivers a wide range of security services to GVA, including manned guarding, mobile patrols, key holding and alarm response services.

Jane Sheard, UK Managing Director of Facilities Services at OCS, said: “A quality security service, which ensures the safety of people and property, is essential for both owners and occupants of commercial buildings. W: www.ocs.co.uk

Toshiba Air Conditioning, a division of Toshiba Carrier UK, has been shortlisted for five awards in the Cooling Industry Awards 2013.

The accolades include a shortlisting in the Air Conditioning Product of the Year category for the company’s recently launched SHRM-i three-pipe heat recovery air conditioning system. It is believed to be the most efficient VRF system in the market at part-load conditions. Toshiba’s refrigerant leak prevention and management systems have also been shortlisted in the same category. The technology, which attracts BREEAM points, is being adopted by a growing list of national end users, keen to eliminate the possibility of refrigerant leaks from their buildings.

T: 0870 843 0333 W: www.toshiba-aircon.co.uk

▼ Another win for LCC LCC Support Services has won its fourth Golden Service Award, this year for cleaning excellence at the Grand Arcade shopping mall in Cambridge. The award was received by Lawrence Tew, LCC’s key account director, and director of operations Paul Lunn.

LCC has been winning Golden Service Awards for 20 years in a range of sectors including Offices, Use of Technology and Education. Winning client sites are SmithKline Beecham and The Cambridge College. LCC has also won for its exclusive IBMS client management technology system.

T: 01865 865549 E: peter@prman.org.uk

▲ Opale Launches Progressive Relationship Advancement (PRA) ▲ Jangro moves for Macmillan Jangro, the UK’s largest network of independent janitorial supply companies with 41 member companies across the UK, has seen those companies working together for Macmillan Cancer Support.

The fundraising started with a head office staff sponsored walk around the Pennine Moors in Lancashire, which raised £1,252.

Mark Cullumbine, of Ace Janitorial in Sheffield, organised a poker tournament that took place six metres underwater, raising £6,000.

Hygiene Cleaning Supplies, Morecambe, raised £1,250 with a sponsored swim.

Kyle Macintyre ran the Edinburgh Half Marathon, raising £500 for Co-An UK Ltd, Jangro’s Perthshire member.

T: 0845 458 5223 E: enquiries@jangrohq.net W: www.jangro.net or www.justgiving.com/jangro

48 | 13 FEBRUARY 2014 | FM WORLD

48_Products.indd 48

Opale Management services have launched Progressive Relationship Advancement (PRA) , a new process for initiating and repairing long term FM outsourced contracts. After completing 2 years of engagement and research with multiple clients and suppliers, testing their findings with the BIFM, Opale identified a requirement for a different procurement and change methodology that sets the foundation for FM contracts that last beyond 10 years.

It has now deployed their approach with clients and is already seeing success in repairing troubled relationships and shortly will be using this thinking in initial tender engagements.

MD Neil Longley said “ There needs to be a better foundation on which to build longer term FM relationships; A different approach that releases the market desire to have long term relationships that suit the clients need within the limitations of more traditional engagement processes. PRA process does that with success”

www.fm-world.co.uk

06/02/2014 17:36

ADVERTISEMENT FEATURE

Banishing Blackout Britain It’s easier than you might think to keep the lights on, says ECA Head of Energy Solutions, Bill Wright

LIGHTEN THE LOAD And of course all buildings, existing or new, should seek to minimise their electricity demand and use energy as efficiently as possible.

The use of efficient lighting, variable speed drives and the incorporation of Building Management Systems (BMS) makes good business and financial sense and can be relatively easily retrofitted in many cases.

Installing renewable energy sources such as PV or Heat Pumps will ensure the building uses substantially less energy and reduce energy bills. There are also financial incentives such as the Green Deal on hand to finance these energy efficient sources.

BUSINESS CONTINUITY As the EU Large Combustion Plant Directive compels us to cut emissions and close some of our power stations and with others coming to the end of their useful lives, the UK will soon be entering a period where generating capacity may not meet demand, particularly during peak winter periods.

If this happens, parts of the country may experience ‘brown-outs’, or energy fluctuations from reduced voltage; and we may even need to get used to periodic blackouts.

While such incidences are not likely to occur on a large or national scale, businesses need to know that their premises and systems can continue to operate if they are affected by local energy supply issues.

solution; be it the installation of a permanent standby generator set, or the provision of a means of temporarily connecting an alternative power supply. These could be in the form of generating sets or Uninterruptible Power Supplies (UPS).

STANDBY SOLUTIONS

PEACE OF MIND

As the most effective energy security measures are tied into the building and its operation, it makes sense to incorporate standby power systems into commercial premises.

For any scenario, critical systems should be identified to ensure they can be maintained in the event of a power outage.

Back-up power systems provide the ideal

A little forward planning could help shield a building against the security risks and loss of business that could otherwise be a reality should the lights go out.

For peace of mind, consult an ECA contractor who can advise on and install standby systems and suitable efficiency measures or alternative energy sources.

Find an ECA member at www.eca.co.uk.

Building Services Contractors you can trust For the gold standard, hire an ECA Member on your building project: ■

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49_Advertorial.indd 49

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Don’t miss this ECA & BSRIA energy security seminar, London, 27 March, with experts from ECA, BSRIA, National Grid, DECC & Ofgem. Visit http://ow.ly/srVLG.

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FM WORLD | 13 FEBRUARY 2014 | 49

06/02/2014 18:05

FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

A LITTLE BIT OF RESEARCH Oh look, it's self-assembling tetrahedron protein PDB 4egg

DAYS

THE SAME

WHAT'S IN A NAME? Whether the newly renamed Bellrock Facilities Management (formerly SGP) is successful in its aim of “changing the face of facilities management” is something only time will tell. But what’s more certain is that the company has added to its shortterm burden by needing to explain to clients why it’s making the change (the company is effectively going through a relaunch as the result of new private investment).

In a discussion with managing director Martin Holt, it turns out that Bellrock is named after the Bell Rock lighthouse, the oldest sea-based lighthouse in the world.

(That ‘link’ icon in the logo is actually modelled on a bicycle chain link, the emphasis being on the supply chain, naturally.)

We're living through an interesting step change in the way that FM service providers assess their immediate impact when dealing with prospective client businesses. Not so long ago, making dramatic name changes or seeking to portray individual component businesses within a group as independent brands (see ‘Gather & Gather’ for Mitie or ‘14Forty’ for Compass) would have seemed secondary to emphasising the single core brand behind it all.

Today is different, and life for the FM media is all the more interesting because of it.

A research project that seeks to examine the health and safety considerations of nanotechnology could be the start of something with profound implications for how the materials specified in building projects are chosen and, more broadly, how the built environment itself is maintained.

A research team at Loughborough University has won research funding from the Institution of Occupational Safety and Health (IOSH) to examine the health and safety considerations of nanotechnology. Led by Royal Academy Professor Alistair Gibb, the research will focus on the potential of nano applications in the built environment such as self-cleaning glass, super-strength bolts and flexible solar panels – all items that have achieved a big change in performance over recent years, and all enabled by nanotechnology.

In a statement announcing the research, the university pointed out that nanotechnology is already revolutionising all sectors of society.

“Particles a thousand times smaller than the thickness of a human hair are now manufactured and incorporated within many products used on a day-to-day basis. Nano-enabled products include cosmetics, food supplements, and computer components such as processors and video cards.”

However, it’s a revolution that brings with it occupational health risks to those involved in handling the particles and, potentially, those involved in working with the nano products throughout their life cycle.

The Loughborough research will identify built environment products that are nano-enabled and establish the types of particles that are used.

It will focus on the demolition and recycling of products, as these are the most aggressive stages in a product’s life in the built environment.

The team will work with demolition experts from the Institute of Demolition Engineers and the National Federation of Demolition Contractors to determine potential methods for demolition and recycling of such products. Professor Mo Song of Loughborough’s Department of Materials will then replicate these activities in the laboratory to establish the ‘bioavailability’ of the nanoparticles such that they could then become hazardous to humans.

Professor Gibb comments: “Governments across the world are advising a prudent approach.

However, it is hard to be prudent when you don’t know where the nanoparticles are, which types they are, or the likelihood of them becoming bioavailable.

Our research will examine these issues. It is as important to establish that a product does not contain harmful particles or that they do not become bioavailable through processes such as demolition as it is to find out that they do. The team wants to help society to take advantage of these ‘wonder materials’, but in a safe and healthy manner.”

Jane White, IOSH research and information services manager, said: “Nanomaterials are widespread and at present we know very little about the potential impact that nanoparticles have on worker health. This study should help us to lay the foundations for a clearer picture.”

The research team is seeking collaborators to identify and obtain product samples. Professor Gibb can be contacted on: a.g.gibb@lboro.ac.uk

IN THE NEXT ISSUE OUT 27 FEBRUARY

FEATURE: APPRENTICESHIPS IN FM /// FEATURE: CLIENTS AND FM SUPPLIERS – THE LIMITS TO INTEGRATION /// PROTECTING AGAINST LIGHTNING STRIKES /// ENERGY BACKGROUNDER: LIQUID PETROLEUM GAS /// LEGAL UPDATE: ASBESTOS REGULATIONS /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

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