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UNFIT TO LET? The heat is on to bring a ямБfth of UK commercial space up to spec


Will 2014 be your year to shine?

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Happy New Year! This year, we’ve got the largest choice of learning and development services than ever before. Our latest brochure is packed with even more CPD short courses and 2014 booking dates. You’ll also find reference to accredited programmes and qualifications, elearning packages, higher-level executive programmes, inhouse delivery and a wide range of consultancy capabilities. Find your hard copy inside this issue of FM World – also available for download at


Strategic Financial Management in FM [BIFM Executive Programme] Building Surveying & Maintenance Understanding & Managing Building Services Managing Relocation, Fit-Out & Move Health & Safety Regulations, Responsibilities & Risk Assessments Understanding FM [Foundation] Customer Focused FM Building Services - The Next Step Disaster Recovery & Business Continuity

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MARCH 5-7 6

The Professional FM 2 [Intermediate] Understanding CDM Regulations

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Want to be at the cutting edge of FM? Then get involved in the BIFM

Want to get involved in the BIFM? Then look sharp and contact us. As the representative body for facilities management, we’re already the cutting edge of the industry. But as a member (or potential member), you might like to get your teeth into what we do and be a more active participant. It’s a fantastic opportunity to help shape

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the future of our business – from the business end. Whether you’d like to simply attend a regional meeting and the national conference, organise an event, join a committee, become a mentor or sharpen your vocal or literary skills by being a key speaker or writing

in FM World, we’d love to hear from you. Because to help everyone in the industry make the most of it, we need all the useful tools we can get our hands on. So why not get involved and get more out of FM – for yourself and everyone else.

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16 JANUARY 2014


16 | Employee engagement

22 | Liverpool ONE’s park life

24 |Move management




06 Mitie report predicts FM sector transformation 07 London serviced flats development on the rise 08 Scunthorpe United FC unveils stadium plan 09 The festive season’s impact on FM bosses 10 Business news: Graeme Davies sees opportunities for FM in the Autumn statement 11 BT to insource security staff across its 68 sites 12 In Focus: Women in the City award-winner Katy Dowding on the gender battle to the boardroom

14 FM consultant John Bowen considers our limits in severe weather 15 Five minutes with Gordon Eastham 50 No Two Days

MONITOR 37 Insight: Market intelligence 38 Legal: Shirleen Kirk on tenants’ fit-outs 39 Comment: Steve Davies, managing director of 14forty, makes four FM predictions for 2014

30 | Unlettable properties?


Engagement proposals: In November, FM World invited specialists from across the sector to discuss how FMs can get the most from their teams


Retail therapy: Liverpool ONE’s shops, cinema and homes enjoy the amenities of a 4,000-space car park beneath and a green park on top


Moving is changing: Nigel Dews explains how client demands are changing what’s expected of companies in the move management sector


Four more years: An energy legislation ‘time bomb’ could render at least one in five commercial buildings unlettable by 2018


BIFM Awards 2014: Could this be the year you join the illustrious line-up of winners?

REGULARS 40 BIFM news 43 Diary of events 46 Behind the job 47 Products 48 Appointments For exclusive online content including blogs, videos and daily news updates

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

visit For daily notice of the latest FM news and fresh FM World content, follow us on Twitter Cover Illustration: BEN THE ILLUSTRATOR

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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 now and share your achievements with the FM community: +44 (0)1279 712 640 #BIFMAwards ENTRIES CLOSE 2 MAY 2014 (FM OF THE YEAR CLOSES 27 JUNE 2014)

Have your finger on the pulse of FM Get to the heart of facilities management by joining the BIFM today. Be at the very heart of your profession by joining the BIFM. It’s the one body that has something for everybody in the business. We offer the most prestigious training, development and recognition for facilities managers.

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We provide a fantastic range of benefits, services, and offers for all our members. We enable you to network with your peers and share ideas at a whole range of national, regional and local events.

We keep you totally in the know through FM World magazine, our continuously updated website and networking groups. We even give you a chance to influence your profession personally by getting involved and giving FM a better future. If you want to put your heart and soul into FM, talk to us.

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Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 EDITORIAL Tel: 020 7880 6229 email: editor: Martin Read ⁄ news desk: Call 020 7880 8544 ⁄ reporter: James Harris ⁄ sub editor: Deborah Shrewsbury ⁄ digital content executive: Hannah Whittaker ⁄ consultant art director: Mark Parry ⁄ art editor: Daniel Swainsbury



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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. – alternatively, you can subscribe online at 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


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appy New Year! Firstly, thank you to all of our readers who took the trouble to complete our recent readership survey. The time you took is much appreciated and the priorities you’ve given us will, of course, be reflected in these pages. If you didn’t take part, please do still get in touch to let us know what you want covered this year; we’re always open to suggestions. The Christmas break also allowed me time to catch up with a couple of friends. They’ve taken to corresponding with pop stars of the 1970s and 1980s to point out the inconsistencies in their lyrics. An overly literal interpretation for comic effect, but many have taken the bait and replied. Perhaps the best (and most topical) example is Wizzard’s 1973 Christmas standard, I Wish It Could Be Christmas Everyday. In a letter to the band’s Roy Wood, they invite him to imagine a scenario in which each new dawn did, indeed, herald another 25th December. The first day would be most enjoyable, as would the following (save for the desire to consume something other than turkey). But as Christmas continued into a third day and beyond, continuing over-indulgence would result in kidney pains and chronic indigestion, lethargy and family arguments. With a vast majority of the workforce remaining on holiday, national levels of productivity and economic health would drop dangerously and the emergency services would become fatally overstretched. Infrastructure would be neglected or poorly maintained, the education system effectively eliminated, and transport and retail brought to a halt – to say nothing of the environmental and human impact of a permanent midwinter Christmas climate. Against an eternally grey and frozen backdrop, anarchy would surely take hold. Cities would burn, viral plagues spread and millions perish in agony. They suggest that perhaps Wood did not think his “wish” through thoroughly. Deliberate absurdities, of course. But as I re-read this, a germ of an idea formed. During 2014, I’m certain we’ll again be talking about the need to make FM more ‘visible’ to both the c-suite and wider business world. And, as ever, we’ll be struggling to make what we do ‘visible’ and the ‘value’ of it more ‘tangible’, Great, but what is the actual operational impact of there being no FM? Perhaps we should resolve this year to point out not what FM does, but rather what its absence might herald. Instead of focusing on what FM brings to an organisation, shouldn’t we more playfully point out what might happen as a result of its absence? From the absurdity of it being Christmas every day to the absurdity of there being no FM every day? OK, so maybe we wouldn’t be suggesting the apocalypse detailed above – but it wouldn’t take any of us long to draw up a list of the chaotic implications connected to security and catering teams departing, the help desk shutting up shop ,the M&E technicians deserting the boiler rooms – and that’s just for starters. We’ve tried earnest assessments, such as FM’s contribution as a percentage of GDP. Perhaps it’s time instead to concentrate on the sheer absurdity of an organisation not aware of the value of its FM. Maybe then we’d end up with those whose job titles include FM being nominated in the New Year’s Honours list? One can dream…


“Shouldn’t we more playfully point out what might happen as a result of FM’s absence?”

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FM sector to ‘transform in the next decade’ A focus on consolidating multiple services and cutting energy use will transform FM over the next 10 years as businesses recognise the industry’s vital strategic role, says a report. The study by Mitie is the result of interviews with 30 senior property and FM directors across the UK. It found that property directors increasingly view FM providers as the ‘feet on the ground’ in organisations, providing management with essential ‘boardroom’ information. The research, called The Future of Facilities Management, says that perceptions of FM will be transformed from a commodity service to a provider of business critical information. Key findings include: Outsourcing to reduce cost is becoming less popular than as a way to harness expertise ● Companies are becoming more interested in consolidating multiple services to single suppliers to improving value ● Driving down energy use and carbon footprint are playing a growing role in property strategies ● There is a significant consolidation opportunity for service providers able to deliver an integrated package of broad property services ● A focus on KPIs is rapidly being replaced by a focus on broader outcomes. SHUTTERSTOCK

The study also found that many FM providers use their large amounts of captured

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data on operational costs and premises efficiencies to identify opportunities to improve client organisations. Property directors now rely on FM providers to help with changing property strategies, which demand attractive working environments as well as cost containment. Data on occupancy rates daily premises operation is important for this. Martyn Freeman, managing director of Mitie’s facilities management business, said that the FM sector has developed from a single service supply to a more integrated approach in a relatively short time. He said the research showed the “huge potential” for the industry suppliers to become fully

integrated with clients. “FM providers have their fingers well and truly on the pulse of their customers’ enterprises, and as such are best placed to act as consultants for particular issues, such as reducing costs or increasing efficiencies,” he said. The report also concludes that the FM industry needs to shift from a focus on the minutiae of contract terms to an approach to services that goes beyond basic commodity delivery. PwC real estate director Paul Harrington said that the approach

to outsourcing was likely to evolve at an increasingly fast rate. “A combination of changing work patterns, coupled with the continuing need to reduce overall occupancy costs, will enable service providers to play a more strategic role in the delivery of operations supporting the business,” he said. Mitie will hold a series of debates with key individuals in the FM and property sectors over the coming months to further explore the themes of the research.

Cost control and risk to top 2014 property agenda Cost control, risk management and disposals will be key features of the property market this year, according to the Property Directors Forum. A survey by the group, which represents UK occupiers with combined revenues of more than £500 billion, found that property directors are building in more flexibility to their estate in response to a volatile macroeconomic climate. However, growth is on the agenda too, according to the forum. In its survey, the top three drivers for innovation in property use were business growth, risk

reduction and cash release. Nick Cook, managing partner at NAI Haywards and facilitator of the Property Directors Forum, said that forward-thinking occupiers were planning for an increasingly volatile market. “Bearing in mind the slow GDP growth predicted for the next few

years, businesses will also need to find innovative ways to create growth and profit, with property playing its part,” he said. Property directors will need to continue to focus on costcutting and minimising risk by understanding the most important data points, according to Cook. “With property having such important implications for business flexibility, liquidity, risk profile and the capacity to enable profitable performance, it is time to make a compelling case for property directors to be much closer to board decisions and cognisant of their board’s intent.”

09/01/2014 16:33

Development of serviced apartments has been boosted by London 2012


BRIEFS Data centre demand grows

London serviced apartment sector activity rises New research from Jones Lang LaSalle’s (JLL) hotels & hospitality team has found a surge of development activity in the serviced apartment sector since the London Olympic Games. Growth is due to high demand for short- and long-term accommodation and scarcity of serviced apartments, according to the report Focus on: The London serviced accommodation sector – available free on the JLL website. The report defines a serviced apartment as a commercially

registered business with a specified entrance, dedicated reception or guest services team. It includes a small kitchen, bathroom and living area and provides regular housekeeping services. It can also offer hotel-like services such as restaurants, business facilities and laundry services. The 11-page report noted that conversion of secondary offices to serviced apartments could provide attractive opportunities for developers.

Occupancy levels for serviced apartments stands at 85 per cent, higher than the hotel market level at around 81 per cent. JLL notes that a survey by hospitality intelligence provider AM:PM found that London has around 8,000 serviced apartments, equating to a market share of 6 per cent of total accommodation supply. The sector is forecast to continue to perform strongly in coming years as improving economic conditions drive corporate demand.



Dowding wins Women in the City award Skanska’s Katy Dowding has been named the 2013 Woman of Achievement Award. The announcement follows her win in the facilities management category in October, in which Lucy Jeynes, Rana Nazir and BIFM Awards 2013 Facilities Manager of the Year winner Deborah Rowland were also nominated. It is the first time a woman from the facilities management category has won the overall prize. Upon receiving her award, Dowding said: “It really is a great honour to receive this award and to be recognised by such an inspiring group of women. I am a strong supporter of women in business, particularly in the facilities and construction sectors. I hope this award encourages fellow women

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in my industry to be brave – to be yourself, develop your skills and grab those opportunities when they come along. Thank you to all of those people who have helped me over the years.” The Woman of Achievement Award prize for 2013 includes a place on the prestigious Accelerated Development Program delivered by The University of Chicago Booth School of Business at its London campus.

Dowding beat competition from Vodafone, Imperial College Healthcare NHS Trust, St Mary’s Hospital and Ernst & Young. ‘Women in the City’ is a membership organisation that promotes female talent. The Woman of Achievement Awards recognise senior and partner-level women who, as well as fulfilling a demanding job, are actively supporting the progress of women. The judging panel commented that Dowding’s dedication to FM ‘and how she uses her knowledge and position to help her staff, especially females, by support and encouragement’ was impressive. She was appointed managing director of Skanska’s FM division in August 2012.

Demand for data centre space is increasing with a rise of ‘in-house’ and third-party managed space expected over the next year. For its ‘Data Centre Barometer,’ Jones Lang LaSalle’s surveyed real estate developers and investors, corporate occupiers, co-location operators and service providers. 60 per cent said that demand – driven mainly by corporate expansion – was steadily rising. This is against the background of diminishing data centre supply. Other factors mentioned included a softening of budget constraints as the economic recovery takes hold, changing power demands, and legislation and regulatory change.

Mitie CEO is CBI strategy chair Mitie chief executive Ruby McGregor-Smith CBE has been appointed as the new chair of the Confederation of British Industry’s Public Services Strategy Board. She replaces Interserve’s CEO Adrian Ringrose in the position. Now sitting on a board that represents public services companies in CBI policy making, McGregor-Smith said she would focus on the positives of bringing the private sector into public services. “It is crucial at a time when private provision is under intense scrutiny that we demonstrate the positive impact that the private sector can make in transforming services and generating value for taxpayers through greater competition.”

Call to relaunch Green Deal The government should re-launch the Green Deal as part of greater investment in the energy efficiency in the commercial sector, says the Westminster Sustainable Business Forum. The coalition of businesses, parliamentarians and other organisations calls for an increase in take-up of energy efficiency measures in a report published this week. Building Efficiency: reducing energy demand in the commercial sector says an increasing reliance on electricity, government policy on energy bills and future energy price volatility presents a threat to the profitability of ‘UK plc’. FM WORLD |16 JANUARY 2014 |07

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Prison strategy improvements urged The government’s prisons strategy needs to be improved and fewer highperforming prisons should be closed in the future, according to a report from the National Audit Office. A report from the Comptroller and Auditor General Amyas Morse warns that decision-making on prison strategy has sometimes traded in performance and quality for cost savings. The current strategy for the prison estate in England and Wales is a significant improvement in value for money over the short-term and reactive approaches of the early and middle 2000s, the report acknowledges. However, it warns that several prisons that were performing well have closed, and their performance has not yet been matched by new establishments. Morse, head of the National Audit Office, said: “The strategy for the prison estate is the most coherent and comprehensive for many years, has quickly cut operating costs, and is a significant improvement in value for money on the approaches of the past.

SCUNTHORPE UNITED FOOTBALL CLUB DESIGN: Frank Whittle Partnership COST: £18 million COMPLETION: August 2015 (estimate)


Scunthorpe stadium kicks off Scunthorpe United has unveiled details of plans to build an £18 million stadium that could be ready at the start of the 2015-16 season. Architect Frank Whittle Partnership, based in Preston, has drawn up preliminary plans for the 12,000 capacity stadium on a site near the League Two team’s Glanford Park ground. However, the location could be elsewhere, although not far from Glanford. Scunthorpe’s 9,088-seat Glanford Park opened in 1988 at a cost of £2.5 million. Remarkably, it was the first time a football stadium had been built in the English Football League since the end of the Second World War. Frank Whittle Partnership’s managing partner David Robinson told FM World that plans for the new stadium were in the very early stages, with few internal details laid out or finalised. Facilities could include a gym, office space and areas for commercial development as well as a club venue and a supporters’ bar. A sweeping curve on the main stand is enhanced by a striking truss that pays homage to Scunthorpe’s steelwork history. There also are tentative plans for the stadium to be part of a wider £40 million development including a 120-bed hotel, a multi-use indoor arena, community sports pitches and crown green bowling facilities. FWP has consulted on more than 60 sports clubs in the UK, including with Preston North End and Fleetwood Town. FWP is developing stadia and community assets for clubs such as Oldham Athletic, FC United of Manchester, Peterborough United and Berwick Rangers. It is also behind an ambitious plan to create an £18 million sports and science park on the outskirts of Kirkham in Lancashire, which includes a new ground for ambitious non-league football club AFC Fylde. FWP also completed the revamp of the historic Doncaster Racecourse, home to the world’s oldest classic, the St Leger Stakes meeting and week-long festival.

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BIFM commits to inclusive design project The British Institute of Facilities Management (BIFM) has signed up to a government-backed education project to promote accessibility in the built environment. The Built Environment Professional Education Project (BEPE), launched on International Day of Disabled People (3 December, 2013), aims to change the education and training of built environment professionals to make their work fully inclusive. BEPE is being funded by the Department for Work and Pensions, Greater London Authority and Department for Business, Innovation and Skills. The success of London 2012, which has been called ‘the most accessible Games ever’, has stimulated a drive to improve inclusivity in design of all buildings and spaces.

Future office forecast: Smaller, more flexible Smaller occupancy footprints and an upgrade to better quality space are two global trends in the office market, according to a new report. Cushman and Wakefield’s Global Office Forecast 2014-2015 says that a zero-tolerance attitude to wasted space, and rising demand for more collaborative working spaces – deemed to delivery better productivity – are continuing factors shaping the global office market. In Europe, occupiers have a clear preference for quality space at the expense of secondary, it says. However, the market is likely to be slow overall and mixed on a country-by-country basis as austerity measures continue, despite the eurozone officially emerging from recession, the report concludes. A decline in completions will exacerbate an existing shortage of modern stock, sustaining an ongoing two-tier market with limited prime supply and abundant second-tier space.

Real estate strategies shift from weak economy Signs of economic improvement across Europe are shifting the focus of occupiers away from pure cost management to future growth opportunities, according to the latest annual European Occupier Survey by real estate advisor CBRE. The survey polled corporate real estate decision-makers at global corporations that in total occupy about 250 million square metres (2.7 billion square feet) of space worldwide. It shows that corporate occupiers had more confidence in the economic recovery. Fewer than half – 46 per cent – identified weak economies as a concern. Despite such positive signs, cost control remains a priority for corporates, the survey notes. Almost three-quarters, 72 per cent, of occupiers renegotiated leases in the past year compared with 45 per cent in 2012.

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Any other unexpected problems 5%




Dealing with Christmas parties, before or after 11% Project managing maintenance/ other out-of-hours activity over the holiday period 38%

Dealing with staff scheduling problems over the holiday period 46%

What impact does the festive season have on the typical facilities manager? Christmas is a festive time for many employees, but often a restive time for senior facilities managers, our latest poll shows. The question we asked was: what impact does the festive season have on the typical FM? What issues that cause you most extra work? Nearly half of respondents – 46 per cent – said dealing with staff scheduling problems over the holiday period was their biggest headache. About 38 per cent said they were most occupied with project maintenance and other outof-hours activities. Dealing with Christmas parties, before or after the holidays, was a major concern for 11 per cent of our facilities managers.

Five per cent of respondents said that “other unexpected problems” caused them most headaches. The verbal jousting about who can and can’t take time off has been depressing for one FM, not to mention a team de-motivator. “In the absence of an explicit employment contract requirement, deciding who can and who can’t have time off is a vexing issue. It provokes claims of unfairness, religious discrimination and human rights abuse.” Security issues are a concern for one FM: “Everyone knows the property is probably empty.” Also, with low or zero occupancy, unheated pipes can freeze and break undetected.

On a practical note, office parties are often now held off site, “thus avoiding direct company association with any unfortunate incident among staff and this conveniently relieves site staff of the clear-up operation”. Some FMs bemoan the fact that many mechanical and electrical companies to which the work has been outsourced will close down for the Christmas period or have only advisory or skeleton staff to attend to their clients. Or in-house M&E staff will be taking time off and a suitable outside, non-accredited M&E supplier will have to be found at short notice – often one whose team is not familiar with the client’s equipment or systems.

But, said the same correspondent, “you can get around this by closing down your own operation to minimise M&E emergencies”. One respondent said their biggest problem was “all the extra cleaning required to get those mince pie crumbs out of the carpet and bits of tissue paper from party poppers and pieces of dead cracker under the desks”. But as January progresses, the Christmas stress is all over for another year: “Too soon, really, but we have to get back to the day job,” he added. Join the FM World Think Tank LinkedIn group by visiting


FM focus turning to worker enablement, claims JLL “Worker enablement” is now the main focus for FM, being more important than building management - with technology the primary tool for ensuring facilities meet that end. These are the findings of a report published at the CoreNet Global Summit of corporate real estate executives. Global real estate services firm Jones Lang LaSalle (JLL) released The Proworking Roadmap: The Enterprise Guide to Workplace Strategy in conjunction with the summit. The report suggests that corporate real estate should not provide just facilities, but “a menu of services and capabilities … to support productivity”. The

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report added that the overridinf requirement was to “match people to the places in which they are most effective”. JLL pointed to its Global Corporate Real Estate Trends (GCRET) 2013 report, which found that 46 per cent of respondents felt they needed occupancy planning tools in order to deliver workplace solutions and measure

productivity gains. The GCRET report found that 72 per cent of global companies expect real estate to drive workplace productivity. In The Proworking Roadmap report, JLL linked this to the idea that “constant collaboration and mobility” is now a core competency, with the activity that is going on in a workplace ultimately shaping the workplace itself. The firm added that there is “more corporate real estate inventory than we will need for the rest of our lives”, claiming that over 1 billion square feet of commercial workspace inventory sits empty. It predicted, however, that the emergence of

transactional workspaces will “result in the more efficient utilisation of assets”. The Proworking Roadmap report had little regard for corporate real estate in its more traditional form, concluding that it “can present barriers to growth and flexibility … constraining capital in long-term lease or mortgage commitments, and creating inflexible structures for both landlords and their corporate tenants.” The overall picture was one of radical change in FM, emphasising that FM’s role should transform from “portfolio optimisation and facilities management” to “creating engaging work environments”. FM WORLD |16 JANUARY 2014 |09

09/01/2014 14:42



Public sector cuts boost FM opportunities GRAEME DAVIES

The Autumn statement by George Osborne, delivered in December, may have seen the chancellor crowing about the UK’s return to some form of economic health, but it also confirmed that austerity measures are here to stay, and this probably means a continued stream of business for providers of outsourced services. Indeed, public sector business still dominates the outsourcing market. Global figures show public sector outsourcing outpacing private sector outsourcing by 46 per cent in the third quarter of

2013. The UK sits in the top three for public sector outsourcing expenditure, alongside Australia and the US, after handing out 122 public sector outsourcing contracts during the third quarter, according to research by the Information Services Group. But the public sector outsourcing sector was not without its problems in late 2013 as major government suppliers such as G4S and Serco ran into problems. Indeed, the government’s own outsourcing plans have been derailed to an extent, even if only temporarily. It has imposed a hiatus on

awarding contracts to the likes of Serco and G4S until they prove they are better suited to carrying them out. This prompted a consortium including Serco to pull out of bidding for a massive Ministry of Defence procurement contract, which in turn led the government to pull the process altogether as only one bidder was left. Despite these well-publicised issues, there were signs within the Autumn statement and in initiatives launched alongside it that we could be set for a period of more sustained investment in UK infrastructure, inevitably leading to more outsourcing and FM contracts. The government finally persuaded the major insurance players to back its infrastructure ambitions to the tune of £25bn as it relaunched the National Infrastructure Plan. This ambitious raft of projects, which includes High Speed 2, had stalled

Contract wins

NEW BUSINESS Galliford Try is set for a £36m facilities management contract after the group was chosen as preferred bidder for a housing scheme in Kent. The housebuilding and construction group has been appointed by Kent County Council to its ‘Excellent Homes for All’ scheme. Galliford Try’s FM business will provide ongoing hard and soft facilities maintenance and lifecycle management services in operating the scheme accommodation. Centerplate has struck a seven-year catering and hospitality deal worth approximately £45 million at ACC Liverpool. All of the catering and 10| 16 JANUARY 2014| FM WORLD

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hospitality services at the venue, home to the BT Convention Centre and Echo Arena, have been managed by The Lindley Group’s Heathcotes Outside division since it opened in 2008. The Old Royal Naval College in Greenwich has awarded Ampersand a £16 million contract for catering, conference and events services. Carillion has won a £100 million deal with Sunderland City Council to deliver property services for the city’s regeneration plan. The contract, worth £100 million over the first eight years and potentially £800 million

over the next 20 years, focuses on the redevelopment of key sites across Sunderland. Galliford Try’s Scottish business Morrison Construction has reached financial close on a £34 million redevelopment project in Edinburgh. In addition to the construction award, Galliford Try’s FM business will provide ongoing hard FM, maintenance and lifecycle management services to the City of Edinburgh Council for the new school. The contract is valued at £10 million over 25 years. NG Bailey has been awarded a mechanical and electrical services contract for an undergraduate teaching facility at the University of Sheffield’s engineering faculty. The £12.5 million contract is for a six-storey building on the university’s Jessop East site that will include lecture theatres, laboratories and flexible teaching rooms.

somewhat since it was first announced in 2011, however, the creeping confidence in the UK’s economic recovery appears to have persuaded some deeppocketed investors to loosen their purse strings. But the devil will be in the detail, which is thin on the ground so far; a previous bid to get insurers to commit £20bn to infrastructure projects fell flat. Nonetheless, there are signs that the next few years could see an infrastructure boom that some analysts have forecast could yield £375bn of investment in the UK. And this is likely to benefit those FM companies who already have construction arms and is also likely to make those who don’t consider how they can best team up with infrastructure providers to pick up on the lucrative contracts that often follow on from such projects. One company that has made solid progress on this front recently is Galliford Try, whose construction operation has won a number of contracts to build schools in Scotland and social housing in Kent, each of which has been backed up by long-term facilities management contracts provided by its FM arm. But such contracts remain some years off, as do many of the potential gains from the expected ramping up of infrastructure spending. In the shorter term the Autumn statement confirmed the government’s commitment to more cost savings across local and central government and this will benefit those providing outsourced services. But the recent state of flux in the relationship between the sector’s main players and the government has added a new layer of intrigue that will only clear over the course of the next few months. Graeme Davies writes for Investors Chronicle

09/01/2014 14:42

BT moves to insource security team BT is to insource nearly 300 front desk security and reception services staff, currently employed by Securitas, into its BT Facilities Services Limited (BTFS) business (see case study, FM World 17 October 2013). Last year, BT bought out its former outsourced FM service provider Monteray and launched BTFS. The 282 employees now working for Securitas at 68 of BT’s main buildings across England, Scotland and Wales will move to BTFS when the new contract begins in December. The insourcing of services from Securitas follows BTFS bringing FM services in the Republic of Ireland and Northern Ireland back in-house from Aramark. In addition to providing services to BT, BTFS is expanding its business to provide facilities

BUSINESS BRIEFS Savings from BT’s insourcing of 300 employees will be reinvested in the company

management services to other companies across the UK. It already provides facilities services to iCITY, home of the new BT Sport channels at London’s Queen Elizabeth Olympic Park. Neil Edmond, operations director for BTFS, said: “The front desk security and reception teams based at many of BT’s offices have done a fantastic job, delivering an excellent service.

“By bringing these employees into BTFS we’re able to make savings which allow us to reinvest in the business. BTFS was established primarily to improve our customer’s experience of FM services delivered across BT sites. This has created the opportunity for us not only to take on other services, but also expand to other locations and offer our services outside of BT.”


Bilfinger grows FM business with acquisition Bilfinger is expanding its FM operations with the acquisition of integrated facilities firm Europa Support Services. The German engineering and services group said the deal, accomplished for an undisclosed sum, will allow it to expand its facilities management business in the UK and Republic of Ireland from ¤35 million (£29.5m) to ¤215 million (£181m). Europa Support Services, which employs around 3,300 people, has clients including United Utilities, intu (formerly Capital Shopping Centres), Liverpool Victoria and Esso. Bilfinger explained that the acquisition would allow the company to compete for

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Bilfinger is looking to compete for large contracts in the UK

Government property move Seven government agencies are moving their HQs under one roof, releasing eight properties back to the open market, it has been announced. Sport England, OFWAT (The Water Services Regulation Authority) and Office of the Immigration Services Commissioner are all among agencies releasing property to move into an 80,000 square foot building in Bloomsbury Street, London. The government claimed the initiative would save taxpayers £60 million.

Microgeneration boom Lower-scale energy production by small businesses is to become a key component of the government’s energy strategy over the next 10 years, according to new research. The Microgeneration Market Report – UK 2013-2017 report by AMA Research expects that the shutting down of the remaining coal, gas and oil-fired power stations that opted out of the Large Combustion Plant Directive will leave a shortfall in the UK’s power generating capacity. It says that capacity limits of larger renewable energy plants and limited growth options mean that microgeneration has ‘significant potential’.

G4S in Games security large contracts in the UK with international companies there. It would also open up strategic options, the company said, as international clients such as IBM, Deutsche Bank and Orange increasingly expect service providers to manage real estate

portfolios across national borders from a single source. Europa Support Services was previously majority-owned by two private equity funds. Minority stakes were held by the founder’s family and management. Bilfinger will acquire all shares in the firm.

Commonwealth Games organiser Glasgow 2014 and Police Scotland have invited 19 security companies including G4S to join a framework agreement to provide security for next year’s event. The companies will support Police Scotland’s officers at the games by providing security and stewarding personnel, for which £90 million has been budgeted. FM WORLD |16 JANUARY 2014 |11

09/01/2014 14:42


THE ISSUE: Quotas for female representation in the boardroom remains a controversial and emotive issue for both genders THE INTERVIEWEE: Katy Dowding, managing director of Skanska Facilities Services UK

Cracks in the glass ceiling Within independent FM companies, women have for some time been well represented at senior management level, if not running the whole show. Ruby McGregor-Smith, chief executive of Mitie is a leading example. That might be less so within FM companies attached to, or created from, building and construction businesses that traditionally have had a predominantly male culture. Katy Dowding’s rise, therefore, within part of Swedish infrastructure and construction specialist Skanska shows that the time really are a changin’. As managing director of Skanska Facilities Services UK, Dowding oversees a business with 600 employees and a turnover of £70 million. It operates mostly in the defence, healthcare, education and commercial sectors. She is one of eight managing directors of Skanska’s UK businesses, but only the second woman to hold such a role – and the first for Skanska’s facilities business. Given that, Dowding’s win in the FM category of professions in the Women in the City Awards was well justified. She even nudged out BIFM Awards 2013 Facilities Manager of the Year winner Deborah Rowland, head of FM at the Government Property Cabinet 12| 16 JANUARY 2014| FM WORLD

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Office. The judging panel said they were impressed with Dowding’s passion for FM and how “she uses her knowledge and position to help her staff, especially females, by support and encouragement”. Let’s not forget that women were recognised for their achievement in other professions and services – accountancy, the built environment, financial, insurance, legal, medicine and healthcare, as well as technology. But recognition of Dowding as overall winner is also recognition of FM’s contribution to UK plc. As well, it represents the breaking of the glass ceiling -- or at least that is what some would argue. In November, the European Parliament overwhelmingly approved proposals to make large companies fill 40 per cent of their non-executive board posts with women by 2020. EU Justice Commissioner Viviane Reding said the positive vote represented “the first cracks in the glass ceiling”. Quotas for the representation of women remain controversial and an emotive issue for both genders. British officials have been arguing that the EU should leave the issue alone and that quota policies are the reserve of national governments. Take that argument one step

further -- should quotas not be left up to individual companies and organisations? In an interview with International Business Times TV, after picking up the overall Women in the City Award, Dowding was blunt about quotas. “I don’t feel that quotas are necessary, personally,” she said. “I do think there’s a good case for proactive actions like ensuring that shortlists include women. There are so many talented women out there, you don’t need quotas; they just need to be given the opportunity. “Quite often, diversity comes from (people with) different backgrounds. So actually, by not always looking in the same places (for talented women), maybe we could get more women into the boardroom.” Dowding has seen how women in business operate at all levels, including in the boardroom. Her questioning of the need for a quota is a realistic assessment of

just how far women have come. “I’ve done work across all of the UK (Skanska) business developing and supporting women,” she said during the IBT TV interview. “I’m proud to be one of the initiators of the female mentoring scheme and I still act as a mentor and also as a mentee – its important to keep developing yourself as well as developing others,” she said. That’s not to say that women don’t need role models, Dowding has said. “The importance of Women and in the City and other such awards is they provide inspiration, contacts, forums for discussion. We need to be restless in the promotion of women. “We can just sit and wait for things to happen.” Do organisations with more women at board level actually outperform the competition? It’s a thorny question with empirical and anecdotal evidence for all arguments being made, according to an article by the New Yorker magazine last November. It noted a report by consultancy McKinsey & Company in which sixty-four per cent of women said they strongly believed “gender diversity to be an important driver of company performance”. Only 40 per cent of men agreed. The author also said that much of the research on financial performance and female leadership tends to be sponsored by groups with an interest in boosting women’s representation. Nonetheless, final proof of whoever is leading an organisation, be they of either gender, will be in the bottom line..

“There are so many talented women out there, you don’t need quotas; they just need to be given the opportunity”

09/01/2014 16:20 020 7404 7441

UniteSE & Cornerstone Uniting 3rd Space Made in UK

FMW. 2

23/12/2013 15:14



University Local Estates Authority


John Bowen is an FM consultant

ohn Bowen has cause to consider the J impact of extreme weather – and our limited ability in the face of nature to do much about it The storms suffered by the UK over the past three weeks or so have been tough. I can remember three hurricanes in six weeks over in Florida a few years back, but nothing as sustained as this. As I write, another is on the way. I’ve written before about the horror of facing rising water, of knowing that you have a matter of hours before the level comes up to meet you and flows over your doorstep: It’s a horrible situation to be in. In the UK at least, the power

of nature is something that many of us do not have to worry about. We see and read about natural disasters in other parts of the world but earthquakes, cyclones and whirlwinds are rare while flooding, though more common, is not too widespread. These days, much of our utility supply is safely underground too, unlike the US where power and communications delivery to property is still predominantly via pole and cable exposed to the

dangers of high wind and storm. Those of us in FM will be acutely aware of the problem of balancing risk and resource, but you do see some strange planning decisions. Not far from me in Wiltshire, a large new development was sanctioned back in John Prescott’s time in office on land not only supposed to be protected, but in an area where there was regular flooding. The developers promised that they would address the issue of drainage, but where do you drain when you are already at the lowest point locally? I thought about coming that way home on Saturday, but the new road was temporarily closed, The severe weather we are experiencing exposes the notion

NHS Trust

that we have basic rights, for in the eyes of nature we are just part of the eco-system and have to take what is handed out. The storm that is approaching as I write this has already brought major problems to parts of the US and Canada. Friends from the latter who have gone south to use my Florida base have left behind them minus 19 temperatures, yet they live just over the border from New York state, not in some remote part of the dominion. The comfortable life that some of us get to live masks the truth, but the end of 2013 and the start of 2014 have exposed the harsher side of life. Perhaps we needed the wake-up call.

BEST OF THE WEB Views and comments from across the web How many FM companies employ an FM for their office? (BIFM Group, previous blog from John Bowen) Wendy Sutherland: While I can’t comment on FM companies, only a very small minority of contract caterers provide a catering service for their office staff, largely because they don’t have sufficient numbers of people based on site. Would this be a similar reason for not employing an FM? Is an FM 14| 16 JANUARY 2014| FM WORLD

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necessary regardless of the site population? Martin Childerhouse: Size of an organisation will play a part on determining whether they have an FM or not, as often very large organisations run collectively through an estates department. You can save energy, reduce carbon and cut costs – so why are you not doing it? (BIFM Group) Sam Taylor: It’s a distraction from what

is considered core commercial values. Matt Wilkie: I see part of the issue is that it needs to be put in front of clients in a way that is easy to understand, but also with figures that make sense. Gary Dowsett: There needs to be more engagement that shows the potential for savings, as well as highlighting areas that are a headache. Matt Wilkie: It could be through energy monitoring to show

current usage and then look to introduce changes that will be cost-effective. Is FM holding back progress? Is it getting in the way of more agility in the workplace? (BIFM Group) Dave Thomas: The FM is not the one who decides how much space is required – it is the departments using that space. If their view of the future is that more desks/ space is required then they must meet demand.

Joe Finn: I disagree. I am responsible for the FM at my property, and I am also bringing in new technologies, upgrades, updates and trying to make the building ‘futureproof’. To me, FM done correctly is agile and key to progress. Dave Thomas: I don’t think FM is holding back anything. They are probably confused with the messages they are receiving about more/less homeworking, more/less attending the office.

09/01/2014 17:02

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FMWORLD BLOGS The challenges of cross-border tendering Tony Angel, managing director, Edifice As an independent consultant (and previously both a client and a service provider) active in the FM sector for may years, I’ve been lucky enough to develop something of a niche position with regard to outsourcing and tender management. Much of my work has spanned EMEA as well as tending to be at the larger end of the scale, and as a consequence I’ve become a little sceptical when I listen to others suggesting what can and can’t be achieved in these (admittedly complex) areas of practice. With that in mind, I thought it might be useful to explore a few of the issues that tend to cause concern, and to offer some guidance that will serve to maximise the chances of success for anyone embarking on a cross-border tender exercise. Communication management – Effective communication is probably the most underestimated component of tender management, particularly with regard to projects that span a multitude of international borders. It’s therefore vitally important to establish an effective communications matrix at the outset. Programme and logistics – Allowing enough time for the integrity of the tender process to be maintained is fundamentally important. While it is always possible to “squeeze” certain process activities if absolutely necessary, lack of time will put pressure on both client and bidder teams and can result in errors being made, requirements being misinterpreted and excessive risk being costed into the bids. Read the article in full at

Two years of failure Jeff Stibel, chairman and CEO, Dun & Bradstreet Credibility Corp. A little over two years ago, my assistant and I snuck into the office after hours and painted quotes of famous people’s thoughts about failure, from Winston Churchill (“Success is stumbling from failure to failure with no loss of enthusiasm”) to Sophia Loren (“Mistakes are part of the dues one pays for a full life”). After my assistant left, I took a Sharpie marker and wrote some of my most humbling failures on the wall. The wall was met with a mixture of excitement and apprehension, both by employees and by the press, who quickly caught wind of it. Over time, employees, partners, even family members came by to add their remarks until the wall was littered with failures. It was received favourably by the LA Times and NPR’s Here & Now, where they even started their own online Failure Walls; perhaps not quite so favourably on HuffPost Live, where my fellow panellists were more wary of the idea. Despite mixed reviews, the Failure Wall has persevered. So what have we learned, two years in? 1. Culture change starts small. It took a couple days before someone else picked up a marker. After a half-dozen brave souls had written down failures, they started coming in faster – the growth was exponential rather than linear. As employees began to feel safe in admitting mistakes, the wall filled up. Now the wall is completely covered, and space becomes available only when an old failure fades away. 2. Old failures disappear. I may need to speak to customer service at Sharpie, as it turns out that the word “permanent” is misleading. Writing on the wall tends to last a few months before it starts to fade, and after about nine months it has disappeared, making space for the next round. This physical property of the Failure Wall mimics how failure works in the mind; as long as you acknowledge failure, it slips away both in your own memory and in the memories of those around you. Unacknowledged, it tends to fester. Getting it out is the only way to go. Read the article in full at

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FIVE MINUTES WITH NAME: Gordon Eastham JOB TITLE: Grounds maintenance manager, University of York – and recipient of the British Empire Medal in the 2014 New Year’s Honours List

I’m extremely honoured and proud to receive this award. At the moment it feels as if it’s just me as the centre of attention, but there are a lot of people in the background and on my team who have contributed in a direct and indirect way. I hope there’s some reflected glory for them. I joined the university in 1994 as a supervisor. The role has changed over the years. We’ve taken on pest control, paving, roads and car parks. In recent years the grounds maintenance team has taken on more waste management responsibilities, and biodiversity has also become a major theme. I’m currently siting a new Peregrine Falcon nesting box on the central boilerhouse chimney and the construction of a wildlife hide in the Heslington East campus. The move towards habitat creation and biodiversity shows how markedly different the job is to when I started out. The doctrine back then was mainly about making everything neat and tidy, making sure the grass was cut regularly. My biggest challenge is the young age of the university, which celebrated its half-century last year. There’s a lot of change to adapt to. Departments keep changing and new ones come in. There’s constant pressure on the campus, through new build or refurbishment. Dealing with that is challenging – construction and development don’t sit well with landscaping. The trees around campus can very often get in the way. Over the past five years the University of York has almost doubled in size. I suspect that could be one of the reasons behind the award, because I’ve had the opportunity to effectively landscape a whole new campus from scratch. FM WORLD |16 JANUARY 2014 |15

09/01/2014 14:46


in association with


David Howorth, managing director, MITIE Client Services

Anne LennoxMartin, independent consultant and trainer

Andrew Hulbert, associate director, Bilfinger FM

Neil Pickering, marketing and business development, Kronos UK

Greg Ingleton, HR director, EMCOR Group (UK)

Graeme Ponton, transition director for GSH Group

What are the main issues? Suzanne Jackson, HR director, Emprise Services


Fred John, NHS Property Services

Keith Lenaghan, technical director, Anabas

16| 16 JANUARY 2014| FM WORLD

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Linda Punter, head of learning and development, Bouygues FM

Ben Rawlings, account director, Kronos UK

Martin Read, managing editor, FM World

Keith Lenaghan (KL): Recruitment is so expensive that retaining the right individuals is critical to development. The principal issue is retention. Suzanne Jackson (SJ): It’s quite difficult to engage employees who are on the national minimum wage, or close to it. Feedback, recognition, good management – these are key to engagement. Linda Punter (LP): Engaged staff are more innovative, offer better service, take fewer sick days and are less likely to leave. After the financial crisis both government and investors have recognised that engagement indices offer a true benchmark of the ethical and human capital performance of a company. FM service providers have additional hurdles to overcome because the

majority our people work in our clients’ organisations and may be transferred rather than choose to join us. That just means that we have to raise our game to overcome these challenges; the rewards are worth it. Anne Lennox-Martin (ALM): I firmly believe that it’s the people on the front line who make the difference. They’re the people who relate to customers every day. Managers have to recognise that their front-line staff are actually more important than they are to customers. Graeme Ponton (GP): I’m a great believer in empowerment for employees, but I would caution that empowerment is only good when the willingness and ability is there. When it isn’t, empowerment can be a bad thing. It’s about achieving a consistency of approach with employees who may be working across multiple sites and sectors.

09/01/2014 17:03


of operatives. Take a service like cleaning, where sometimes you get managers who’ve been promoted right through from cleaner to supervisor and then manager, but had no HR training relevant to people management. And it’s not just cleaning – it’s even starting to happen in M&E. Contract prices driven down through tender processes have led to contract managers being asked to look after more clients at once, and that can really have an impact. GP: In hard services you can have someone who is both a brilliant engineer and supervisor who then becomes a victim of their own success when they become a manager or senior manager without any formal management training. The job becomes about how they deal with contract or HR issues, and they are expected to know all that straight off – but the reality is that they don’t.

ENGAGEMENT PROPOSALS How can facilities managers get the most from their teams? What common problems occur in maintaining commitment and team morale? In November, FM World partnered with time and attendance system provider Kronos on a roundtable to discuss everything from training to team models, TUPE transfers to ‘taking ownership’ Andrew Hulbert (AH): I’m a believer in empowering front-line staff. We should match the jobs we have to the lives of the staff. That’s easier said than done, but there are many examples of where that can be achieved.

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Greg Ingleton (GI): For me, having a highly effective workforce is about winning hearts and minds. At the end of the day, it’s not just what you do but how you do it that makes the difference.

Are FMs equipped to manage their front-line staff? AH: Not enough organisations put sufficient training into those FMs looking after large numbers

David Howorth (DH): They are meant to be the inspiration to the team on the ground. That’s what we are talking about when we are looking for leaders; you have to inspire the team. When clients adopt an outsourcing model they want their frontline team to be ambassadors for their organisation, so we service providers have to get their teams to understand the client and also support our staff in their jobs. We have to give them the tools. I’m a great believer that operatives can have joint loyalty to both the service supplier and client. LP: Perhaps we’re being a little unfair on ourselves, considering how far FM has come through the development of a qualifications and career structure that didn’t exist 10 years ago. Demonstrating that high-quality, well-trained people provide value for money services is in all of our interests. FM WORLD |16 JANUARY 2014 |17

09/01/2014 17:09


in association with

ALM: For me, managing operatives is roughly 50 per cent management, 50 per cent leadership – and the ability of managers to distinguish between when they ‘do’ leadership and when they ‘do’ management. When you are managing operatives there’s a difference between compassion and collusion. Managers need to recognise when somebody is genuinely struggling and needs a hand and some support, or when somebody is quite frankly taking the p.... – because when they’re doing that you must take action. We have to be very firm in FM because we inherit people – particularly through TUPE – who can be set in their ways. LP: I feel for middle managers in particular; when the chips are down they come under a great deal of pressure from all angles – from staff, the client, or their superiors. It would be understandable if they resorted to the old-fashioned command and control ways of working. They are the ‘meat in the sandwich’, that’s why we’ve got to help them develop the techniques and support them in continuing to motivate, coach and engage with their people. GP: You have to engage with everybody regularly. If you don’t communicate your strategy, people make up their own things. What is the strategy? That is the vital piece in terms of engaging with everybody regularly – and by different means, whether that’s social media, newsletters, monthly talks or whatever. You have to communicate regularly, and it has to come from the top of the organisation. If it doesn’t the message gets lost in Chinese whispers all the way down.


DH: It’s about achieving a balance. Two years ago it was all 18| 16 JANUARY 2014| FM WORLD

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about empowering our account managers and supervisors. We were educating them on the finance piece, the P&L, and all the pressures that come with that – and they were starting to feel the pressure. We realised that they were starting to lose focus on the customer, their team and delivery. We’ve started to take some of that pressure off so that it does not interfere with delivery. Look after the people that look after the service – that was always our motto at the beginning, and it has worked. AH: We’ve done the same at Bilfinger, especially on the technical management side.

Let senior managers worry about that side of things so technical managers can deliver to the customer. ALM: We have to start recruiting from other industries to get the right management we need in our industry; bringing people in from hotels, leisure and other service industries. They have the kind of skills we seem to be lacking in our industry at the moment. GP: As the FM sector grows and becomes more prominent you attract more people from different industries and different backgrounds. That’s key to our survival as an industry –

09/01/2014 17:09


when the hand-dryer goes wrong in the toilet with people throwing tissues everywhere and it’s all blamed on the cleaners, it instead becomes about enabling cleaners to know how to raise the issue so that the M&E people fix it. DH: That’s an excellent point. Thirteen years ago at GSK we had this thing called ‘You spot it, you own it, you fix it, you follow it’. It didn’t matter what service line you were part of – if you found a problem, you owned it and took it through to resolution.

Empowerment and the one-team approach having people from different backgrounds and different cultures.

The value of regular meetings ALM: When you’re in management there are times when you just have to get on with delivery and others when what you need to do is provide services and support to your front-line staff. It’s not just a matter of behaviour, it’s about belief systems; belief systems ultimately produce the behaviour you want. We need people to believe that they are important and their contribution is critical. Martin Read (MR): NLP, and this whole emotional intelligence aspect, suggests the need for a trusting, open and aware client/ service provider relationship. Is it ever easy to get to that stage? ALM: You don’t have to have a particularly enlightened client, but you do need to have sessions with people where they get it. But you cannot spend time inspiring people on the front line and then have managers poohpoohing it.

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GP: It’s important for operatives to see their supervisors on a regular basis, and that works at a senior level too. In my experience as an engineer on site, you’d see someone from senior management at the start of the contract but wouldn’t then see or hear from them again unless there was a problem. You need somebody senior within the service supplier business coming to see the client, not because there’s a problem, but because they want to. That motivates people – but you have to do it continually. Engaging operatives means having different people from both service provider and client talking to different people at different levels. That’s where innovation and new ideas come from – not the boardroom, but the people on the ground who are dealing with issues every day.

AH: In FM, probably more so than other industries, we are able to empower our staff. You can say to two different FM teams, ‘right, today you’ll be responsible for each other’s activities’, swapping cleaning, engineering and security. But imagine a call centre, for example, where individuals are making a thousand calls a day and that’s all they do. It’s hard to empower them. We are fortunate to work in an industry where we have a responsibility to empower staff to perform multiple roles. FM is all about progression and building careers so that the more facilities staff can multi-skill, the more they can build their CV and progress their careers.

ALM: Where things tend to drop out in service is in the places in between the functions. For example, where security people have not unlocked the doors for cleaners to get in. There can be all these little things. So if you can get people together, even for just half a day every so often, they’ll start to build relationships so that,

SJ: A great deal is expected of facilities managers and even more of our cleaners and security officers on the front line. It’s great to talk in theory about half-day training courses but, when you’ve got a team of cleaners who work a couple of hours a day and are often quite invisible to the client, it’s quite difficult. The client’s

ALM: You can make savings and yet still deliver this front-line empowerment, as we all know because most of us have done it.

attitude is key to this; you need an intelligent, engaged client in order to deliver much of what we are trying to do. LP: The one-team approach has to be client-led because it is based within their business. SJ: They may have security delivered by one company, cleaning by another and M&E by a third. I know that the model is potentially moving more towards TFM, but even TFM providers sub-contract some of their cleaning and security. ALM: The client brings those people together. Take the Tower 42 model, where the senior person on each of their contracts is on the management team or Tower 42 and they operate as one team. They have a similar uniform and they have the type of name badge that just shows their name and their function, not their employer company. You have to have this embedded in the client but still have loyalty to your own employer. I’m absolutely with David on the point that it is possible to empower your people to be part of the client organisation. FM WORLD |16 JANUARY 2014 |19

09/01/2014 17:10


Monitoring employee performance MR: Understandably, we talk a great deal about people and management. But there’s also the systematic element; monitoring performance and using data to manage people. NP: People want a variety of roles – it’s not just about pay. To be engaged they need to feel that they are a cog in the business, and not just a tiny cog. They want to understand what their role is. It’s a question of making them visible within the organisation and saying to them, ‘the role that you are performing is vital to this business and this is what you achieve for the organisation’. Much of this comes down to data. If a person is consistently absent data allows me, as a manager of multiple contracts, to see that problem and allows me to do something about it. It enables the organisation to make sure that they have the right balance of people turning up to deliver to that contract’s SLAs. That’s what we see in sectors such as retail, where it’s about scheduling the right people to the right place at the right time to deliver service. In FM we have people out in the field, all over the place – but are they actually there? Have they arrived to deliver the work that they are supposed to be delivering? GP: Also, are they doing what they’re meant to be doing? NP: Workforce management solutions are often historically seen as ‘Big Brother’, however, our report (see box) says exactly the opposite. There is give and take; if you engage with your team members they become happier about allowing employers to monitor their performance more closely. 20| 16 JANUARY 2014| FM WORLD

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in association with


New forms of ‘flexible working’ required In a report entitled The Forgotten Workforce, research conducted by Loudhouse and commissioned by Kronos suggests that 61% of workers either feel neutral or unhappy about going to work. Many reported some level of difficulty in informing employers that they would like to vary their working hours up and down (68%) or swap shifts with colleagues (65%). Indeed, 59% of those polled


said they would like more flexibility in the hours that they work. The survey was designed to explore attitudes to existing workforce management practices, and how front-line staff can be engaged in a way that maximises productivity and business agility without undermining job satisfaction. Researchers spoke to workers in the retail, hospitality, contract services and manufacturing sectors.

LP: These kinds of figures only work when you are dealing with mechanical incentives. Once you get into an area where you have discretionary behaviour those kinds of figures do not work. ALM: It depends what you are measuring. DH: We can learn a great deal from the manufacturing industry. That’s an area that really interests me, thinking about how they are so efficient and target-driven.

Jobs to fit workers, not workers to fit jobs AH: In the dissertation for the MSc I did in FM, I looked at the low-wage sector and how we can improve absenteeism and turnover rates within cleaning teams without increasing cost to the organisation. We asked staff how we could make our jobs fit around them, not the other way around. Feedback was that the two-hour part-time shifts they were doing every evening was nowhere near enough for them. It cost them a lot to get into work, so being paid the minimum

wage for doing two hours was no good. They told us that a three-hour shift would make it worth their while coming in. And when we changed to three-hour shifts absenteeism dropped by 97 per cent. We also spoke about morning and night-time cleaning, but cleaners don’t really want to work in the morning because to get somewhere at five o’clock in the morning in the City of London is difficult with public transport. But they said they’d be happy to work until midnight. NP: We see exactly what you just described in other industries. In one case they are so engaged with their workers that they’ll actually ask, ‘we need to do more. What are you willing to do for us?’.

The twists and turns with TUPE transfers MR: Is TUPE transferring of staff automatically a precursor to reduced staff engagement? GI: Inevitably there will be some measures. That might involve multi-skilling or changing shift patterns, or an amalgamation of teams that inevitably leads to restructuring. So you’re in a dichotomy. On one hand you are saying at the town hall meetings with the staff you’re taking on, ‘this is who we are. Here are our credentials. We are going to love you and look after you’. But then, immediately in most cases, it’s ‘we are going to have to restructure, and that might affect you’. ALM: One of the biggest challenges is where you have a free, open and engaging culture in your own service provision, but then TUPE people come over from a highly unionised environment and you are left negotiating with the union rather than empowering the front line.

09/01/2014 17:11


LP: Some unions make no secret of their opposition to outsourcing as a matter of principle, but it would be counterproductive to try to circumvent them. We encourage representatives of the transferee company to come and talk to ours. Being a TUPE transferee, I know how people can be wound up by rumours and myths surrounding TUPE. Group meetings and one-to-ones give us the chance to address that. You just have to be honest and don’t over-promise regarding changes that may have to take place. DH: Linda has hit the nail on the head – be honest with people because they’re all adults. Some people ‘TUPEing’ across will feel hurt and abandoned by their organisation and angry at the new employer. So we say to them, ‘It’s OK to feel angry about this and I will not try to sell you what is great about us because now is not the right time.’ We find that they are relieved when we tell them that it is OK to be cross. They then come to the consultation and are open to it. GP: There should be early engagement with employees. Obviously, TUPE regulations say that the supplier can wait a maximum of two weeks before transfer, but if they do that it doesn’t help the incoming supplier or the employees. Nevertheless, some service providers are resentful because they have lost the contract that they’ve had for 10 or 15 years and they won’t let people engage. That’s wrong; the earlier the engagement, the better. I’ve found that myself; you’re an employee and eligible for TUPE, but you don’t know a great deal about the organisation you’re going to. What will happen to my pay and conditions?

brought the staff in during the bidding process and allowed the staff to be involved. That was seen really positively and it took a great deal of the negativity away. We had a town hall meeting before we actually submitted our final costs, so that they had a chance to ask questions. ALM: It’s about change management, isn’t it?


GP: Recently, I was involved in a situation where the client actually

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AH: I echo all of that. I’ve personally ‘TUPE’d’ across about 200 staff in five years. It is all about engagement at an early stage, as has already been said. I’m completing a TUPE process at the moment. I have met with the staff six or seven times prior to the transfers and they already feel that they work for Bilfinger. So, when it comes to the transfer date the staff will not feel that there is this monumental change because they are already working with us. LP: The way that contracts are set up and performance-managed does not always facilitate engagement and collaborative working, particularly if there are several outsourced suppliers working for the same client.

It comes down to building trust between the different stakeholders so that we can all work towards long-term, shared benefits rather than always focusing on jumping through short-term hoops. ALM: I’m not a fan of SLAs and KPIs but, if you have them, they have to be aligned. Otherwise you have people rushing to do one thing without thinking about how they perform together. GP: There’s the need for a common goal. If you have separate teams they have to be going in the same direction and trying to achieve the same thing. If they have a shared goal, people will generally work together. NP: Sometimes there is something of a dichotomy in the bid process at the beginning of a contract. You go along to the meeting and the client will be sitting there with a consultant, saying that they want a great service delivery and to up their game because they recognise that they have problems on site in terms of behaviours, maintenance standards, cleanliness, and so on. But when you then look at the scoring it’s all financially based. FM FM WORLD |16 JANUARY 2014 |21

09/01/2014 17:11



THERAPY Liverpool ONE’s shops, cinema and residential space are underpinned by two kinds of park space – a 4,000 underground car park and five acres of lively green park space at the top. Each has its FM challenges, as Martin Read reports


ow one of the UK’s largest regional shopping centres, Liverpool ONE is managed through a joint venture. Broadgate Estates and Grosvenor Liverpool Fund each have a 50 per cent stake in the Liverpool ONE Management Company, which employs 160 people.


Car park The underground car park, which can accommodate 4,000 vehicles, is covered by more than 50 supply and extract vent fans. Liverpool ONE has outsourced its management to Q-Park, and it is noticeable how the space is particularly clean and welllit. Keen to ensure the car park experience matched the brand values elsewhere across the estate, Q-Park was selected to ensure uniformity of lighting, standard of finish and level of customer service. One of the car park’s decks is not typically opened up during the week, instead it is used at weekends and for other periods of peak demand.

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Because of the car park’s location across large open floor plates, smoke control is a critical issue. Grilles on one side of the car park push air across and grilles on the other take care of air extraction. Carbon dioxide (CO2) sensors are positioned on the walls and near the extraction ducts, each connected to the site’s control centre. Should the extraction ducts note a sudden rise in CO2, supply of air will be ramped up.

Air supply fans then ramp up and shut down the general ventilation system on the other car park floors, concentrating supply of air into the zone affected by the fire. The extraction system does exactly the same thing, shutting down everything else and ramping up extraction leading to very rapid movement of smoke across the floor plate. It’s a sophisticated system, with the structure of the car park

acting as a smoke curtain. It has been deemed that the car park does not, from a building control perspective, require sprinklers. “The fire brigade will tell you we were absolutely mad not to put sprinklers in there,” says estates manager Chris Bliss, “but when we looked at the risk profile against the cost of installation and the chance of misuse, we realised that there are very few car fires in multi-storey car parks around the UK and that where you do get one it’s generally from a fault with the maintenance of the car and they don’t spread – despite what the movies show you – from car to car to car.”

Chavasse Park

Q-Park has been retained to keep the park clean and well-lit

The site’s 42 acres of shops, offices, hotels, cinemas, car parks and warehouses are complemented by five acres of park space that can be accessed from various levels around the estate. Called Chavasse Park, the park of today is a restructured version

09/01/2014 17:12


Chavasse Park has proved a popular addition to the Liverpool skyline

of an original park of the same name, and a flexible open space that adds significantly to the overall appeal of the Liverpool ONE estate. The park has residential, restaurant and retail units sited on its borders, while the 215 room Hilton Liverpool, one of two hotels on the Liverpool ONE estate, is also situated here. As a green space in the centre of the city, and one that is sited on top of a major retail centre, the park has proved to be an attractive addition to the skyline. The estates team helps put together events across the park and maintains the grounds. When it rains, water drains down through the soil to a gravel stone base, under which are polystyrene blocks and a drainage mat. When water gets to the drainage mat it then follows the curvature of the park to escape. Some of the drainage water is retained for use when irrigation of the park is required, which is a frequent requirement. Given the shallow roots, trees need

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irrigation every seven days if there’s been no rain. The park has added to city amenities generally, and recently achieved Green Flag status. “It wasn’t on our to-do list,” says estates manager Chris Bliss, “but we realised that with all our environmental management plans and biodiversity that, actually, it hits all criteria for Green Flag status, so we went for it.” To date, the park is the only city urban green space in the

country to have obtained Green Flag status. The grounds maintenance team have moved over to solarpowered equipment including leaf blowers, strimmers and hedge cutters. Mindful of the 300 residents in the block adjacent to the park, the use of quieter solar-powered kit allows grounds maintenance personnel to start their work earlier. There are typically two people maintaining the park during a normal five-day week, but in

times of additional activity such as planting and maintenance in the summer months, additional personnel are taken on. The biggest frustration for the team is the people who cut through the planted areas, damaging flower and plant beds. (Fencing has been installed to reduce the problem.) FM More information: The first part of this feature focused on Liverpool ONE’s client management, control infrastructure and in-house staffing approach. To read it, go to:


MUSIC TO VISITORS’ EARS states director Chris Bliss is keen to point out the various entertainments that he and his estates team help to put on throughout the year. “There’s an activity we’ve had every year for the past three years in the summer called ‘Tickle the Ivories’,” he explains. “We put five pianos out in the streets in key


locations and schedule a certain number of professional pianists to come and play. So they perform probably 15-20 per cent of the time, but the rest of the time it’s free play for visitors. We conduct piano lessons, too. For us it’s about finding these different ideas and concepts, setting them up and then getting people to join in.

“For example, we’ve got a stage where the Philharmonic Orchestra might be playing and people sitting there watching. Now, in most commercial shopping centres you wouldn’t want that, but here we do. We really want people to come here and have a wonderful day, then go off around the city to see the cathedral or the Beatles Story.” FM WORLD | 16 JANUARY 2014 |23

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24| 16 JANUARY 2014| FM WORLD

24-29 Move management.indd 24 www. fm-world uk

09/01/2014 16:20



Nigel Dews of move management firm Harrow Green looks at the changing demands from clients of service providers in the sector


usiness relocation is probably one of the most challenging aspects of a facilities manager’s job. The process of moving, and planning ahead for the move, can be a demanding one for corporate, SME and public sector office organisations, whether moving just a small group or the entire organisation. The FM will have two interrelated important objectives: ● To implement change effectively and efficiently in line with corporate strategy ● To support end users through the process by minimising disruption, lost time and anxieties about the move. Choosing the ‘right’ move management service provider is essential. Choose a provider who is a BAR CMG (The British Association of Removers, Commercial Moving Group) member*, is accredited to BS8522 Standard and has a track record of undertaking similar projects. It is essential that your mover has the right skill levels to help you plan, bring teams together, recognise potential obstacles and meet business objectives. Although each relocation project is unique, there are some general factors to consider: ● How to maintain business continuity during the physical move ● How to retain the integrity of business critical IT equipment ● How to minimise potential disruption to your business ● How to keep costs under control.

Service level Corporates are demanding more to ensure that not only is a move successful, but also ‘hassle-free’. Move management providers now need to demonstrate a level of resilience that allows them to offer services that reflect the unique demands of the contract, build

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FM WORLD | 16 JANUARY 2014 |25

09/01/2014 16:20

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The process is fully tracked and recorded

in flexibility and have the ability to adapt services to meet future needs and potential changes. And, of course, best value is high on the agenda – clients want more for less, and move management providers need to bring added value and a high level of performance through the transparent reporting of management information KPIs. Continuity in the relationship is a vital element in ensuring the success of a project, with dedicated teams and key staff being put in place to provide contingency planning throughout the move.

Nothing wasted The importance of flexibility in planning and in building a good project team is underlined by one client organisation. “Even with the meticulous planning, certain tasks were chopped and changed at the last minute. The degree of flexibility displayed at all levels ensured that these changes were made seamlessly and the moves executed without any issues. All the supervisors played a key role in ensuring that the moves 28| 16 JANUARY 2014| FM WORLD

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and subsequent clearance were completed successfully. The senior project team was also excellent – specifically during the planning stage, with advice that was invaluable in organising and managing teams on the ground.” Organisations now demand, as a matter of course, a sustainable solution. The driver is the growing need to put a process behind an organisation’s CSR agenda by transforming the disposal of no-longer-needed corporate assets from waste, with its negative social and environmental impact, to a positive social and environmental corporate

commitment. In the case of Harrow Green, for example, the company has developed an environmental ‘Refresh’ programme to meet customer demand for the auditable management of its disposal process within CSR policy. The process is fully tracked and recorded (for full transparency and accountability), fully reported (to allow measurement of environmental and social contributions), risk-free (through the transfer of title of the assets) and comprehensive (covering all assets without any ‘cherry picking’).

09/01/2014 16:21


“A robust relationship between client FM and move management service provider is key in ensuring peak performance during the move”

facility that allows customers to more effectively manage their stored assets, view them online, track their history and call off individual items. This can be a real benefit to customers.

Peak performance

Keeping track It is important for an organisation to maintain an accurate record of its assets, archive and equipment post-move. But are organisations improving in this area? Unfortunately, this is progressing only slowly, with much of the problem being down to cost. To address the issue, providers including Harrow Green have developed asset management tools that can be designed to a customer’s specification, making it unique to an organisation’s specific business needs. Using barcode technology, every item can be tagged to

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enable full tracking of assets from one location to another. An image can also be attached to make everything easier to identify. The number of stakeholders involved can cause problems. Each person may have a different requirement and a different view of priorities. Ownership is not always being taken at a top, overview level, but more at a ‘silo’ level. This needs to change. However, it is encouraging to see a movement towards providing managed and highly visible off-site storage solutions for equipment – ones that can provide an online ordering

A robust relationship between the client FM and the move management service provider is key in ensuring peak performance during the move period. The relationship should start during the pre-move stage. By starting out early, move management firms can more effectively build relationships, understand different client needs and develop their knowledge base. For move management service providers it’s important to maintain good communication, keep in constant contact with the client’s FM team and keep them up to speed with the time scales, key milestones and critical areas within a move schedule that have the biggest impact (such as access points, lifts, IT decommissioning). Harrow Green has a ‘Process of Engagement’ policy that recommends early contact and a

partnership approach, designed to provide a secure and robust process with nothing left to chance. The intention is to ensure that client organisations are understood and that the project moves at their pace, with the care of each object in mind. Those choosing move management providers should also consider the value of those with employ their own internal quality managers, who conduct their own audits, to make sure that they meet and surpass the standards set by the British Association of Removers (BAR) and BS8522. Compliance to these standards is essential – but is the move management provider able to demonstrate how it goes beyond these compliance elements? * The British Association of Removers (BAR) represents the UK’s leading professional removal and storage companies. The Commercial Moving Group (CMG) is a functional group of BAR that includes removal companies specialising in commercial and office moves. FM FM WORLD | 16 JANUARY 2014 |29

09/01/2014 16:21



…before an energy legislation ‘time bomb’ could leave close to one in five commercial buildings effectively unlettable. Elisabeth Jeffries reports


he landlord of an office in the Thames Valley ran into trouble when a building the company owned was threatened with obsolescence. It had been let from 1993 for 15 years, but when the lease was due to expire it was clear the building needed a great deal of work. Retrofit and repairs were estimated to cost almost twice the annual rent, and this meant the building’s

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commercial letting potential was under threat, even with its existing tenant. Thus the landlord renewed the lease at a muchreduced rent. Repairing the building was so expensive that the landlord may have been left with an obsolete building. So reports commercial property consultancy Lambert Smith Hampton, warning of the risks of cutting corners on buildings maintenance and

repairs. Increasingly, building obsolescence (the possibility that it can no longer be let before end of life because of changes in legislation or technology) is now sometimes attributed to poor energy performance as well as general building condition – although the two are clearly related. Creeping energy legislation, most notably the 2011 Energy Act, means the poorest-performing buildings

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could be threatened with obsolescence by 2018, when the rules of the act come into force. That, at least, is what property consultancies, buildings service companies and some facilities managers are reminding clients. The act places considerable pressure on owners of poorer performing buildings. These have a poor Energy Performance Certificate (EPC) rating – F or G – that will probably need to be brought up to E or higher. It may not be possible to let them out unless this is done, says consultancy WSP. Its research suggests that nearly a fifth (17%) of the UK commercial property market is affected. The financial consequences for those property managers could be quite high. “It’s a question of timing. If the current tenant is due to vacate the property or renew the contract in 2019, you could be left with an F-rated building. You would then have to carry out procurement works before you can re-let the building. There’s a risk of a significant void before the re-let,” points out Jaime Blakeley-Glover, director of Public Sector Advisory Services at Lambert Smith Hampton.

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Companies with a large portfolio could be particularly badly affected, he notes. “It depends on the scale of the problem. Clients with 800-900 properties in that situation should do the necessary work earlier than 2018 because conducting 800 EPCs at the same time is costly,” he adds.

Need for transparency Offenders with the most risky buildings are fairly obvious. Probably for financial reasons they tend to be outside London and the SouthEast, in places where capital expenditure costs are not always matched by premium letting rates. Typical examples of buildings that may not be performing well include warehouses, leased retail outlets, pubs and hotels in rural areas. “We tend to see first movers as institutional investor types with big internal teams. Investors are very focused on it and tend to be very London-centric. There is probably less awareness in the regions,” says Blakeley-Glover. But the picture is confused by a major anomaly in the UK property market, which means the framework for judging buildings is inaccurate. EPC ratings are not transparent, as property management firm

Jones Lang LaSalle remarked in its 2012 report A Tale of Two Buildings, which demonstrated that a building with a low EPC rating was more energy efficient than a higher-rated one. This is because EPCs use assumptions based on theoretical or potential performance rather than actual consumption. They take into account the type of asset generalised across different buildings. The building assessment is based on various standard elements, but not the individual actual operating performance such as computer data centres or other equipment. Quite apart from flaws in the EPC rating, which undermine the meaning and effectiveness of the legislation, justifiable doubts are sometimes expressed as to the seriousness of the regulatory requirements to buildings owners and managers. A history of U-turns and political uncertainty underlies this scepticism. Elaine Preston, head of sustainability at facilities management company Interserve, draws attention to EPCs and the Carbon Reduction Commitment (CRC) as examples. “When EPCs were first mooted they seemed attractive. But by the time they had become law they had been devalued. Similarly, the CRC was devised as a win-win tool that saved money and energy and even provided

“If the current tenant is due to vacate the property or renew the contract in 2019, you could be left with an F-rated building” FM QUICK FACTS


Per cent of the UK commercial property market is affected by poor EPC ratings

09/01/2014 14:41


opportunities to make money. But it was eventually watered down to an environmental tax,” she says. The government said in 2012 that it would scrap the CRC Performance League Table. Similarly, the government definitions of “zero carbon” in the Code for Sustainable Homes (CSH) were revised in March 2011, attracting widespread criticism. The changes meant energy produced by mobile appliances such as phones and televisions were excluded from the zero carbon definition, so that this only covered heating and lighting. Thus, the target for zero carbon was knocked down one notch to CSH Level 5 rather than 6 – the most stringent standard. Comments such as these, frequent among property experts and facilities managers, suggest that further political horse-trading and policy tampering relating to the EPCs or Energy Act may well surface before 2018. It follows that rules on F and G rated buildings could be altered between now and the time they come into force.

Voluntary works For this reason, Elaine Preston indicates that mandatory targets could be made voluntary, and that voluntary initiatives may in the end be more effective. This could be justified by the regulatory risk associated with investments in line with policies that are followed by U-turns. “The commercial opportunities from following energy efficiency measures will drive that [change] alone. Interserve has masses of work on energy efficiency. I don’t see that as a major problem in the commercial sector. Perhaps some of the warnings are scaremongering,” she says. Extra upfront costs relating to energy efficiency, such as LED lighting, may be met within the refurbishment cycle, adding only

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a few per cent to a bill that would have been incurred anyway. But Preston argues that innovative contracts and finance can drive change, too, and suggests that investments often make financial sense. “We would always draw out the economic viability of a particular package. Even cynics can be persuaded, if the return on investment is good enough and swift enough,” she says. Facilities managers themselves may push for change through shared risk and responsibility. As an example, Preston draws attention to innovative elements within its contracts that may help a project get off the ground. Commercial funding of energysaving projects at Interserve may fall into three categories. First, the project can be funded by the client; the client takes the full risk but receives the full benefit of energy savings. Second, projects may be funded by Interserve, which takes the risk of delivery and energy performance but then receives some or all of the energy savings over an agreed period. A final option integrates an external investor into the second option. Here, the investor also shares in the savings generated. This is more appropriate for larger, riskier, more complex and expensive projects. “The joint-funded options here are sometimes referred to as investto-save schemes and can be

structured using an Energy Performance Contract model,” explains Preston.

Green for go – at last The status of an energy-efficient building, however it is rated, has begun to improve in grassroots business transactions. This in turn affects its value as a rentable property. The picture in the UK is quite complex at the moment. The impact of energy efficiency on value in the UK market is already visible to a limited extent through some penalty pricing. Location and building function will nearly always take first place. But energy efficiency can be an indicator of quality. “Energy as a proportion of cost in running a building is always fairly low. But this is not about cost but about ‘cost plus’,” says Richard Francis, principal at property consultancy The Monomoy Company. He indicates that the UK market has already changed, and will continue to do so, with energy efficiency acting as an increasingly stronger

cue in negotiations since energy disclosure has become commonplace over the past five years. To some extent the accuracy of the disclosure is less important at this stage than the requirement to disclose. Legislators, explains Francis, have set the ball rolling in terms of defining the market signals. “Penalties in the market are emerging. What the regulator has done is to flag up the issue. Having received the signal, let’s see what matters to the occupants. That means it is not just about compliance but excellence,” he says. Therefore it makes sense for owners and facilities managers of lower-rated buildings to take note. Even if the EPC grades are faulty, energy efficiency considerations continue to rise up the agenda. The most poorly performing buildings may yield the greatest financial rewards from retrofits, so investment may well be worthwhile. Failing to improve the buildings could still create problems for owners, regardless of the EPC. In a 2012 report on obsolescence, the British Council of Offices observed: “assets with poor energy efficiency, and particularly current grade A buildings, will see significant depreciation in future. This suggests that investors will need to take a back-to-basics approach, where asset quality fundamentals (including sustainability factors) become as important as income and covenant. Due diligence processes and informed in-house views on asset quality and value will be vital.” New energy legislation will also make an impact. This includes the EU Energy Efficiency Directive, which came into force in December 2012, and introduces binding measures for energy efficiency on the public sector and industry. FM FM WORLD | 16 JANUARY 2014 |33

09/01/2014 14:41





he BIFM Awards are the pinnacle of excellence in facilities management – will 2014 be the year you join the illustrious line-up of finalists and winners? Entries are now invited, and the judges are seeking truly exceptional and inspirational FM to showcase at the awards ceremony in October and beyond. Entering the awards gives you the chance to be recognised for everything you, your team, your project or your organisation has brought to the FM profession – and demonstrate the difference it has made to people, places and the organisations you work for.

New horizons

Steve Gladwin

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2014 marks my first year as chairman of the judges for the BIFM Awards, a role I am very honoured to fulfil. Since the awards were introduced, we have witnessed some amazing winners, many of whom have gone on to influence and shape the facilities management (FM) sector. This leads me to consider what our 2014 winners will go on to achieve long after the awards ceremony in October.

What role will you play in the future of FM if you showcase your achievements this year? The BIFM Awards are so much more than the glittering ceremony taking place on 13 October. Entering is a great opportunity for teams to come together and reflect on achievements. When compiling entries you will become so much more aware of the impact your case study has achieved across organisations, across society and across the economy.

I urge you all to think about your people, your projects and your organisation – what can you showcase to the FM community? How can you best demonstrate your exceptional achievements? What can you share to inspire others as we all work together to advance the FM profession? In keeping the awards current, and to reflect the ever-changing FM sector, this year sees the addition of a new category – ‘Rising Talent in

09/01/2014 14:46



Excellence in Customer Service Demonstrating how entrants have created and delivered effective solutions that are sustainable, customer and business-driven and the measurable impact these have made to the service delivery.

Excellence in Product Development


Entries are now open – you do not need to be a BIFM member to enter – they are open to all. Full details on each award and the criteria are available in the entry guidelines document, which you can access through the BIFM website (, or email uk to request a copy. When you know which category/categories you plan to enter, simply complete the entry registration form at enterawards and submit by the closing date. If you are not sure about eligibility, or have any queries on criteria, please contact the awards team on +44 (0)1279 712 640 or email

Recognising the product that has had the most positive impact in the work and social environment. All products are considered with equal merit from the simplest and cheapest to the most technically advanced.

Facilities Manager of the Year The Facilities Manager of the Year Award recognises outstanding personal and professional performance in FM.

FM Excellence in a Major Project Focusing on the lasting impact of innovative thinking – a ‘major’ project is one that makes a significant contribution to almost every aspect of an organisation’s operating style and affects the majority of its employees.

FM Service Provider of the Year

Key dates

Recognising outstanding service delivery and excellence – for 2014 there will be an award winner for small/medium organisations and an award winner for a large organisation. Submissions can be for a single service provided or for a multi-disciplinary provision.

2 May 2014 Entries close (excluding ‘Facilities Manager of the Year’) May 2014 Desktop judging process

Impact on Organisation and Workplace

June / July 2014 Shortlisted entries will take part in the site visits/interviews/presentations judging phase

Celebrating working environments that, in addition to being functional and desirable, make a positive contribution towards job satisfaction and people’s productivity.

In-House FM Team of the Year Recognising the outstanding contributions made by a team in organisations, large or small.

27 June 2014 Entries close for ‘Facilities Manager of the Year’

Innovation in the Use of Technology and Systems

August 2014 Finalists announced 13 October 2014 BIFM Awards Ceremony, The Grosvenor House Hotel, London

Recognising the best technology innovation in FM – it can be simple and inexpensive or the most complicated rationalisation. The primary measure of success will be how the innovation improved the solution to a problem.

Learning and Career Development Recognising FM organisations or internal FM teams who can provide demonstrable commitment to improving the knowledge and skills of their people within the FM profession.

Profound Impact

Facilities Management’. It will be interesting to witness what our finalists, and winner, in this category go on to achieve and the impact these individuals will have on the FM sector in the future. For 2014 we’ve also split the ‘FM Service Provider of the Year’ accolade into small/medium and large organisation categories. The BIFM Awards are the stand-out awards within FM. With our robust judging process, winning is an exceptional

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achievement and sends out a strong message. I wish you all the best of luck with your entries, and I look forward to seeing what exceptional and inspirational entries we receive from across the sector and profession. Steve Gladwin CBIFM, chairman of the judges, BIFM Awards

Recognising the profound impact created and delivered through outstanding FM best practice during the past five years – for the benefit of society and the economy.

Rising Talent in Facilities Management (new for 2014) Recognising a professional who has made a significant contribution to their organisation and the FM profession – there are no age restrictions, but the entrant must have no more than five years’ experience by 2 May 2014. They will be an ambassador for FM, be committed to CPD and promoting FM as a career or choice.

Sustainability and Environmental Impact Rewarding the outstanding ongoing delivery of sustainable and environmental initiatives.

FM WORLD |16 JANUARY 2014 |35

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




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

The UK plant hire market was estimated to be worth £2.3 billion in 2013, according to AMA Research. Owing to the strong infrastructure sector, the firm predicted that the market would reach £2.54bn by 2017. AMA said there were “significant niche sector hire opportunities” such as the Crossrail project and that local hire demand for equipment would be influenced by regional investment programmes. Construction accounts for an estimated two-thirds of the plant hire market. Different plant hire sectors have shown varying performances. For example, earth-moving equipment accounts for around 37 per cent of hire value, while road-making only accounts for 6 per cent.


Source: HM Treasury (

Bank of England base rate: 0.5% as of 9 January 2014. The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009. Source: Bank of England (

Source: (

National Minimum Wage NOTE: The following rates came into effect on 1 October 2013: Category of worker

Hourly rate from 1 Oct 2013

Aged 21 and above


Aged 18 to 20 inclusive


Aged under 18 (but above compulsory school age)


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


37_Insight.indd 37

420 410


















Source: AMA Research

1,800 1,600 1,400 1,200







450 440



2009 2010






Private sector provision of residential care homes is set to increase between now and 2020, while demand for public sector places declines. AMA Research’s Care Homes Construction Market Report – UK 2013-2017 Analysis concluded that about 40,000 new places would need to be created between 2012 and 2020. As it currently stands, the private sector accounts for £12.4 billion of revenue in the care home sector, whereas in the public sector revenue stands at £2.1 billion. But although total sector revenue increased by 4.5 per cent in the three years between 2010 and 2013, there was a significant decline in public sector care home revenues.

2,600 £m

Consumer Price Index (CPI): The Consumer Price Index (CPI) annual inflation grew by 2.1% in November 2013, down from 2.2% in October. The largest contributions to the fall in the rate came from food and utilities. These were partially offset by upward contributions from the transport sector. These numbers continue the trend of broadly steady inflation seen since spring 2012.




UP 5.3%









FM WORLD |16 JANUARY 2014 |37

09/01/2014 14:47



Shirleen Kirk is an associate in BLP’s Real Estate Disputes team


f landlords want to retain tenants’ additions to premises, specific wording to that effect should be added to the lease. Shirleen Kirk reports on recent court guidance


Leases often contain provisos that the tenant must fit out the premises to a certain specification. While landlords often expect premises to be reinstated, it can be the case that a landlord has expected to retain a tenant’s items that change the nature of, or add value to, the premises in question. Legal guidance has long been clear. While a tenant’s personal property can be removed from the premises on lease termination, items that have been annexed to the premises can be considered to have become part of the premises themselves. The bulkier and more inconvenient and costly an item is to remove, the more likely that a landlord can argue that the item has become part of the premises. In the tenant-friendly judgment of Peel Land & Property v TS Sheerness Steel (2013), the High Court has restated the law and offered helpful guidance on when it is appropriate, upon termination of the lease, for tenants to remove items brought onto premises. Key facts • The tenant covenanted, under a 125-year lease, to build a fully equipped steel-making plant and rolling mill, including installation of various individual pieces of machinery. • The machinery on site included cranes that ran on fixed rails, a large regulator weighing 50 tonnes, two large transformers – each weighing about 100 tonnes, an electric arc furnace, two 38| 16 JANUARY 2014 | FM WORLD

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95-tonne capacity ladle furnaces – each with ladle cars measuring five by six metres, and three cooling towers, of which it was said by the court, “it might be possible to describe the cooling towers as buildings”. • The landlord became aware of the tenant’s intention to remove large quantities of the machinery. It applied to the court for a declaration that it owned the installed machinery and an order restraining removal. • The landlord argued that the tenant had no right to remove the machinery, in part because lease obligations on the tenant to install the machinery and restricting the tenant from making alterations indicated that the items of machinery were always intended to become landlords’ fixtures. The court’s approach The court re-stated the approach to categorising items brought onto premises by tenants: • Chattels are the personal property of a tenant • Fixtures are chattels that have been affixed to the premises, so as to become part of it • Some fixtures can be detached from the property and, once detached, can again be categorised as the tenant’s personal property. Such removable fixtures are known as tenant’s fixtures. Categorisation as a tenant’s fixture depends on the ‘bulkiness’ of the item, whether it was installed with the intention that it would

remain personal property and be for temporary use, the difficulty of removing the item, the effect of its removal, ease by which the effect of removal can be remedied, and whether the item will remain usable. If the fixture cannot be categorised as a tenant’s fixture it remains part of the premises and becomes the property of the landlord. Tenants are not entitled to remove landlords’ fixtures. The decision Were the items of machinery chattels? The court directed that, notwithstanding the heavy and bulky nature of much of the machinery, several of the items could be categorised as chattels. These included the cranes, the regulator and the 100-tonne transformers, which rested on their own weight. Were the items tenant’s fixtures? Notwithstanding the high cost, considerable time frame and significant inconvenience associated with removing much of the machinery, several of the items of machinery were categorised by the court to be tenant’s fixtures, therefore removable by the tenant. These included the electric arc furnace, which would take three to four months to remove at a likely cost of £2 million, the 95-tonne capacity ladle furnaces, and the three cooling towers – described as “buildings” on the basis that they could “be unbolted and removed”. Did the terms of the lease override

a tenant’s right of removal? The court considered that the obligation on the tenant to install the machinery was not relevant to the question of whether an item was a chattel or a fixture. And the clause restricting alterations could not be read to restrict the removal of tenant’s fixtures. If the intention was to restrict the tenant’s right to remove tenant’s fixtures the lease should have included express and clear lease terms to that effect. Comment The majority of the items assessed by the court were classified as either chattels or tenant’s fixtures and therefore removable. The decision is heavily weighted in favour of tenants, who are likely to have the right to remove items that they have brought onto premises, notwithstanding the items’ bulky or heavy nature, or the costs, inconvenience or complications associated with removing them. Where relevant, landlords may now start to insert express provisions into leases, stating that it is agreed that certain items brought onto the premises as part of the tenant’s fit-out are to become fixtures and remain on the property following lease termination. Prospective tenants may want to resist such provisions to ensure that they can retain the benefit of purchasing pricey, industryspecific equipment. Note: This case is being appealed by the landlord and is due to be heard in the coming months. FM

“Items that have been annexed to the premises can be considered to have become part of the premises”

09/01/2014 14:38



Steve Davies, is managing director, 14forty


f last year is anything to go by, 2014 will be another game-changing year for FM service providers. Here, Steve Davies details his top four predictions for the sector in 2014


2013 was a great year for many – and not just because a Brit finally won Wimbledon. Figures released by one market research report in March last year predicted that the facilities management industry was set for over 10 per cent growth in the period to 2017, when its value in the UK will total £117 billion. The same report cited innovations such as integrated service delivery, which have energised and challenged the sector in equal measure. However, with the coming of a new year thoughts inevitably turn to the future and what it holds for FM professionals. Here are my top four predictions for 2014.

for their holistic view of their businesses and their capacity to offer operational improvements. 2014 may be the year the economy improves, but savvy businesses will continue to look to facilities managers to ensure optimum levels of efficiency.

Client FM collaboration

FM’s use of technology

In previous decades the real business value of a high-quality, efficient FM service has often gone unrecognised. Over recent years, however, we have seen perceptions start to shift. The cloud that was the economic downturn had one silver lining – it made businesses realise facilities management’s value in saving them money. As a consequence the FM’s role started to shift from silent service co-ordinator to active business adviser. Now, following a fifth year of tightened belts, FMs are more valued than ever by clients

The increasing sophistication and ubiquity of technology has had a big impact on FM over recent years and adoption will increase in 2014. A recent FM Index KPI Survey made particular note of technology’s growing role in the management of bookable resources. For a while now it has been common practice for meeting rooms to be booked via internal computer systems, but as modes of smart and part-time working become widespread, booking systems’ remits are being widened to include these. The new year promises much for FM service providers

Enthusiasm for innovation continues Innovation will continue to be key – innovation has been a hot topic in 2013 and the industry enthusiasm for invention shows no sign of abating. A recent survey conducted by Sheffield Hallam University found that 90 per cent of respondents believe it is important for suppliers to bring new ideas to the table. The survey simultaneously reveals, however, that fewer than 50 per cent of FMs would say innovation is ongoing within their business, despite there being no outstanding barrier to this. With the dawning realisation of how important innovation is to clients, the development of innovation strategies will be a top priority for FMs in 2014.

39_Comment.indd 39

“Savvy businesses will continue to look to facilities managers to ensure optimum levels of efficiency”

There’s no doubting that technology’s influence on our approach to space and experience of our built environment will continue to increase in 2014. Nevertheless, FMs need to remember that technology is not the remedy to all ills. Its introduction should be carefully planned and well communicated to ensure that it provides benefits not frustrations.

New ways of working The workplace is changing. Technology is enabling workers to make more effective use of their time outside the office – using smartphones, tablets, laptops and web-based communication tools to work from home and on the move. As a result, many businesses are experiencing a decrease in the percentage of their workforce permanently stationed in the office. Although aware of this occupation – or de-occupation – trend, business leaders often do not have the time or expertise to understand how this should affect their office environment. FMs should now be observing working patterns in their building, talking to their clients about how they would like their employees to work, and suggesting spatial configurations in response. Designing flexible meeting spaces may help boost creativity and build team cohesion, while quiet zones can help productivity. So let me conclude with a thought for all FMs moving forward into 2014 – keep striving. 2013 has been a great year, but we cannot rest on our laurels. Keep improving, keep innovating and, most importantly, keep collaborating with your clients or providers to create an even better business offering. FM FM WORLD |16 JANUARY 2014 |39

09/01/2014 16:21



discussing energy-efficient office lighting, and attendees will hear from national surface repair specialist Plastic Surgeon, which repairs all building surfaces including stone, brick, glass, ceramic, metal, plastic and wood. A further speaker will be confirmed shortly, and Bryan Precious from BIFM HQ will be attending the event. Our thanks to Bournemouth University for hosting the event and to Waldmann Lighting for sponsoring.

New Good Practice Guide BIFM has published a new Good Practice Guide – the Energy Audits guide, supported by Hoare Lea, is the latest in a series of new and improved guides to support standards and professionalism in FM. The Energy Audits Good Practice Guide presents good practice for some of the important energy management procedures ranging from developing an energy policy to deciding which improvements to make. It enables facilities managers to compare the results of an energy audit with good practice in both energy use and energy-related procedures in order to manage their organisation’s energy costs. The Energy Audits Good Practice Guide is part of BIFM’s effort to help facilities management professionals deliver outstanding FM and define best practice in energy management. FM professionals can access practical tips and considerations for improving their energy use, manage energy costs, and protect the environment.

i Confirm your place at www. You can view all BIFM events at


Future value of FM

i Members can download the free new guide, alongside other guides at



Dorset event The BIFM South-West region is delighted to announce a date for its first event in Dorset. BIFM members are invited to join the region at Bournemouth University on Thursday, 25 February from 18:00, with refreshments provided. Waldmann Lighting will be

40| 16 JANUARY 2014| FM WORLD

40-42_BIFM news.indd 36

Bournemouth University

KEEP IN TOUCH » Network with the BIFM @ » Twitter @BIFM_UK » LinkedIn » Facebook » YouTube » Flickr

Educating business, demonstrating economic benefit, linking facilities management to productivity and responding to future trends and consumer behaviour were just some of the areas debated by a panel of industry leaders at the latest BIFM FM Leaders Forum. The FM Leaders Forums gather together leading minds and practitioners on different subjects and topics to inform BIFM membership and the FM sector. The discussions and findings are written up into a discussion paper for members’ use and information. The ‘Defining the future value of FM’ forum asked if it is possible to define FM by outputs, and if a defined ‘value of FM’ can strengthen the understanding of FM across organisations. The Defining the future value of FM paper with key points of this FM Leaders Forum has been published and is available for members to download at www.

09/01/2014 14:39

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

Previous BIFM Leaders Forums include ‘Starting at stage zero: Engaging facilities managers in the construction process’ ‘Benchmarking: Effective performance management for FM’, ‘BIM and FM: Bridging the gap for success’ and ‘FM Procurement: Who holds the power?’ i Previous BIFM Leaders Forums can be accessed at uk/fmlf


Partnership BIFM and the Facilities Show have signed a new partnership agreement. It sees a continuation of an exclusive 15-year association, building and developing the world’s leading facilities management exhibition, and seals a continuing collaboration as the event moves into its next phase of growth at its new home, London ExCeL. The Facilities Show runs from June 17-19. It is now the world’s largest FM show with more than 400 exhibitors and 15,500 attendees. It hosts numerous education sessions, a key part of the collaboration between the two parties, which are heavily attended each year. For 2014 this will include the BIFM Networking Hub, panel debates, case study seminars and forums spread across the three days. The flagship event will be held alongside the Safety and Health Expo, IFSEC International, FIREX International, Service Management Expo and the Energy & Environment Expo. This all combines to form UBM Live’s Protection and Management Series, which is expected to host 45,000 visitors from around the globe over the three days. i The event is free to attend. Find out about Facilities Show at

40-42_BIFM news.indd 37


Ismena Clout is Chairman of BIFM


always like to start each year with a look back and assess what went well and what could have been better about the previous year. Then I look forward, make some resolutions I try very hard to keep and work hard to make it the best year yet. For me, coming to the end of my term as chairman, it’s hard not to look back at the past 18 months and see how far we have come as an institute and see what exciting plans we have for the future for us as a professional body and the industry as a whole. Every chairman who comes into the role does so because they see a way that they can improve the institute, they can see how their skills and vision match what the next few years have in store as we develop, grow and mature. One of my goals for my term in office was to change the feel around the boardroom table, to make it more open, inclusive and an environment where debate happened freely and rigorously. I’m proud of how the board meetings run and how each board member engages with all the discussions. It’s not easy to find the right balance of debate, stewardship and ambition, but I feel that we are in the healthiest place we have been for a long time. A good solid, competent board is vital for any organisation to have if it is as ambitious as BIFM. From this strong board came the Medium Term Strategy (MTS) last year, which runs to the end of 2015. We recently reviewed the strategy, had an honest look at what has worked well and what could be improved and the board has approved the next phase in our growth strategy to focus the organisation for 2014. Why the review? We don’t operate in a vacuum and marketplaces change; that can be from the general economy, the FM market, but also the professional association marketplace. For BIFM to continue to grow and develop as we have done, we must stay as relevant as we can, and that will mean tweaks here and there. There is another change that has happened in the past few years; the agility and nimbleness of the institute, board and overall decision-making has been a great improvement and has seen us push ourselves further than we thought possible. I’m excited about the next two years of this strategy. It won’t be easy to deliver everything the board has asked for, but Gareth Tancred (CEO), James Sutton (COO), Mark Morgan (CFO) and the whole team at head office are dedicated, proud, professional and progressive and I have absolute faith in what they can achieve. The work they have done over the past two years has been amazing and I have to thank each and every one of them for making my time as chairman that bit easier. The amazing volunteers that continue to put in the hard work for us are a vital part of ensuring a successful delivery of the strategy. Thanks to all of you and I hope you continue to be the life-blood of the institute. Finally, I’d like to thank the board for all its hard work and dedication – we are a great team and I love that we are aiming so high! Happy New Year, everyone – and good luck with keeping your resolutions.



FM WORLD |16 JANUARY 2014 |41

09/01/2014 14:39




2014 calendar The BIFM North West region has released details of its major events scheduled for 2014. Wednesday 22 January: An insight into the FM future Speakers include: Martin Ward i-Site; Kath Fontana, BAM FM; Mark Catchlove, Herman Miller Venue: DWF Solicitors, 1 Scott Place, 2 Hardman Street Manchester M3 3AA Contact: Mark Whittaker, mark.a.whittaker@integral. 07764 840 694. Tickets can be booked at: http:// Thursday 13 March: Career development Speakers include: Deborah Rowland; Gareth Tancred; Liz Kentish Venue: Birchwood Centre, Birchwood Park, Warrington WA3 6YN Thursday 15 May: Sustainability Speakers include: Lucy Black, Sustainability SIG; Richard Cairns, Everton FC Venue: 1 Angel Square, Manchester Thursday 11 September: The Future: Social media strategies Speakers include: Iain Murray; Andrew Mawson Venue: BBC Media City Thursday 13 November: Collaborative Partnerships/ BS11000 42| 16 JANUARY 2014| FM WORLD

40-42_BIFM news.indd 38

Speakers include: Steve Gladwin; Paul Worland/ Chris Kehoe Venue: BAE Salmesbury/ Warton i Further details will be posted on You can follow the BIFM North West region on Twitter at @BIFM_ NorthWest or find it on LinkedIn – search ‘BIFM North West Branch’ in groups.


Corporate members BIFM welcomed the following corporate members: Aberley – FM service suppliers, contractors ● Beaver Floorcare – FM service suppliers, contractors ● BIFM Corporate Team – product supplier ● Energyst Rental Solutions – FM service suppliers, contractors ● Exel Contracts – FM service suppliers, contractors ● Feltech – FM service suppliers, contractors ● Friends House – end user, in-house FM team ● Metartec – FM service suppliers, contractors ● Premier Technical Services Group – FM service suppliers, contractors ● The MCL Group – FM service suppliers, contractors ● Trade Interchange – product supplier ● University of Hertfordshire – end user, in-house FM team ●

i Learn more about Corporate membership at corporatemembership, email or call +44 (0) 1279 712675

t’s really encouraging to see that the OECD upgraded its outlook for the UK economy before Christmas – forecasting a growth of 2.4 per cent in 2014. Beyond developing those essential ‘core’ capabilities, forward-thinking professionals should also be looking at how they may harness their skills and gain competitive advantage through more specialised functions. Think about future projects and career directions. Yes, recovery may be a slow and sluggish process, but it’s definitely worth using this window of opportunity to look at emerging trends in the industry, and consider training investment now for a first-mover advantage – ready for when the economy is in full swing again. Our 2014 training programme sees a number of new training programmes being launched in areas that we believe FMs should be getting a handle on if they’re to be at the forefront of the profession. Client-Centred FM – 29 April 2014, London Aims to give a perspective on how FM can deliver service – it is about treating the people you provide facilities to as clients in order to achieve high-efficiency FM that meets business requirements at optimum cost. Social Media for FMs – 30 April 2014, London The rise of social media for business is undeniable. Featuring research on social media in the FM sector, we show you how to use and manage this connectivity positively for FM, to boost both reputation and prospects. FM Contract Models – 1 May 2014 Bundled, TFM, managing contractor, best of breed – which is best? FM Contracts Models continue to create debate about best fit. We focus on the pros and cons of each and help make sense of the variations. Information and Knowledge Management - 20-21 May 2014, London Do you appreciate just how IT systems are able to support the FM function? This course has been designed to help manage data overload and extract meaningful management information to deliver organisational benefits. We’re also pleased to announce scheduled dates for: Building Information Modelling (BIM) & Soft Landings – 4 March 2014 BS11000 Collaborative Business Relationships – 13 May 2014 Legionella Awareness, Responsibilities & Compliance – 5 June 2014


For detailed programmes and further info please contact us on tel. 020 7404 4440 or by emailing info@bifm-training.

09/01/2014 14:39

FM DIARY INDUSTRY EVENTS 27-28 January | 34th Facilities Management Forum This event is for those seeking to source FM services, products and solution providers that offer the best value for money. Event organisers say that the event can bring client and provider together quickly and efficiently. The Facilities Management Forum is organised for FMs and directors directly responsible for the purchase of their organisation’s FM products and services. Venue: Radisson Blu Hotel, London Stansted Contact: Abi McClymont at or call 01992 374100 11 February | Workplace futures 2014 – Making innovation work What can we learn from the leaders in innovation – those who have delivered lower costs, greater efficiency, improved employee wellbeing, reduced impact on the environment, or benefits measured in other value-adding ways? Join this opportunity to discuss, share and learn. Features case studies from Sodexo and tri-borough TFM. Venue: The Crystal, One Siemens Brothers Way, Royal Victoria Docks, London E16 1GB Contact: Call David Emanuel on 0208 850 9520 or visit www. 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 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 fmnec2013 40| 4 JULY 2013| FM WORLD

43_Diary.indd 40

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

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. 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 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: Visit 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 over 400 suppliers and gain insight from influential industry experts. Venue: ExCeL London, 1 Western Gateway, Royal Victoria Dock, London E16 1XL Contact: Visit 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 LONDON REGION The BIFM London region holds its monthly CPD events on the first Tuesday of every month. Contact: groups/regions/london/events

NORTH REGION 22 January | Key learning event Three speeches from FM industry figures. Confirmed speakers are: Mark Catchlove, Herman Miller, on ‘Place people potential – where is the workplace going? Kath Fontana, Bam FM, on ‘BIM, soft landings and outcome-based contracting’ Martin Ward, iSite, on ‘The importance of technology for integrated workplace management. Venue: DWF Solicitors, 2 Hardman Street, Manchester M3 3AA Contact: Email Mark Whittaker at SOUTH REGION 29 January | Help for Heroes headquarters visit Sponsored by Hays. A tour of the new Help for Heroes headquarters. Talks from the headquarters facilities manager, and a talk on disability in the workplace. Venue: 4 Parkers Close, Downton Business Centre, Downton, Salisbury, Wiltshire SP5 3RB Contact: Email Ian Fielder at 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 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, Hants, PO15 7PA Contact: Email Ian Fielder at 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

18 June | Health and Safety – Electrical and mechanical non-intrusive testing From 5.30pm. Come and learn from the experts. We are engaging with two of the UK’s leading company’s in non-intrusive testing. The benefits and risks are fully explained in this essential CPD event. Venue: Southampton – TBA Contact: Email Ian Fielder at or call 07795 181009 SOUTH WEST REGION 25 February | Dorset evening seminar From 6pm. Presentation from sponsors Waldmann Lighting, who will be discussing energyefficient office lighting, and Plastic Surgeon, who will be showing what can be done with assets to save them from being destroyed or sent for waste. More speakers TBC.

Venue: Executive Business Centre, Lansdowne Campus, 89 Holdenhurst Road, Bournemouth BH8 8EB Contact: Email Nick Fox at or visit 14 March | Quarterly training day – FM strategy The detailed programme still to be confirmed. 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 or visit SPECIAL INTEREST GROUPS 28 May | Sustainability and the south region – People in FM and sustainability Understanding the issues around training, education, HR and sustainability. Venue: Pall Europe, Unit 5, Harbour Gate Business Park, Southampton Road, Portsmouth PO6 4BQ Contact: Email Ian Fielder at 5 February | FM’s role in workplace productivity Information TBC. Venue: Cushman and Wakefield, London Contact: FM WORLD |16 JANUARY 2014 |43

09/01/2014 14:48


BMS set to boom The BMS market is the one to watch, says Bill Wright, ECA Head of Energy Solutions

managed, enabling facilities managers to operate the building at maximum efficiency with full data on all aspects of its operation.

MARKET DRIVERS The requirement for all new homes to be zero carbon from 2016, extended to commercial and public buildings by 2020, will fuel BMS installations. A further driver for the adoption of BMS is the need for companies to report their environmental policies and impact. Under the Green House Gas (GHG) Environmental Reporting Regulations introduced on 1 October 2013, all FTSEregistered companies must now declare their consumption and other environmental factors in their annual reports. And of course, the universal shift to digital technologies and the integration of wired and wireless will see more consumers and building managers reaching for the latest innovations.

POSITIVE SIGNS The global building automation and Building Management Controls (BMS) industry is set to escalate over the next five years, with predicted market growth of almost 12%1, says recent analysis. So how might this translate in the UK? The potential for an earlier BMS boom was stunted by the economic climate, with reduced public expenditure and the lapse of many construction projects owing to a lack of financial support. But after falling to below 1 per cent growth in 2012, UK building refurbishment and retrofit is moving again, with renovation in the non-domestic market expected to rise by up to 2 per cent over the next two years2 and, we believe, at an accelerated rate beyond that.

A LOOK AHEAD The BMS market has split into domestic and commercial with great potential in both. BMS is value for money because the price of basic BMS has come down while capability has increased, and it’s cheaper to install to perform control functions than to install a traditional relay type system. The implementation of the Smart Meter programme and the Smart Grid will have a

WORKING WITH BMS positive impact, as building controls will need to interact with the energy supply in both commercial and domestic buildings. There is a noticeable trend towards the integration of the different kinds of technology and application used in a building, not just those involving energy. In the latest intelligent buildings we are seeing HVAC, lighting, security, safety, and energy management all integrated and centrally

The opportunities for working with BMS look good, but there remains a shortage of engineers and skilled operatives nationally who are appropriately trained and experienced in this area. To find an ECA member firm with expertise in BMS installations use the advanced search on the ECA website advanced-search, and join our free Client Associate scheme for a range of support and guidance on BMS installations. Visit

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

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09/01/2014 16:21

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23/12/2013 15:42







NAME: Graham Bush JOB TITLE: Facilities manager ORGANISATION: Orange Business Services JOB DESCRIPTION:

for them, there’s no toilet paper and so on. I think if they were to step into the FM’s shoes they’d have a greater appreciation of everything we do to make their workplace comfortable, and they might even offer up the odd ‘thank you’ once in a while.

Overseeing FM services at Orange Business Services’ property portfolio including the headquarters in Slough

We normally install a 25ft real Christmas tree in the atrium. On the first weekend in December I got a phone call from the site, telling me that the tree was too wide to fit through the doors. “So we’re going to have to dismantle the revolving doors to get it in”, they said. Fortunately, one of my team was on site to oversee the install of the tree and he handled everything professionally and without panicking.

What attracted you to the job?

I’ve been on this contract for the past 10 years, having transferred between a number of facilities companies servicing the contract. I had been involved in a sales capacity in bidding for the contract and, because I had a good relationship with the client, was asked by my managing director at the time to provide temporary cover for the FM.

Any interesting tales to tell?

Which FM myth would you like to put an end to?

That if you come from the soft services side of the industry you are not as good as the guys with a technical background. My role comes down to managing people and projects, which is a skill in itself.

My top perk at work is ...

Working with a great team who are all proactive. I trust them to get on with their work, which leaves me free to get on with my job. We go out fairly regularly for a curry and a few beers. Being the elder statesman of the team, I bail out at around 10.30pm while the others carry on into the small hours.


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

I love the outdoors and did an apprenticeship in horticulture followed by supervisory and “…go back to my horticultural managerial positions in local roots and be a park ranger in authority parks departments. Yellowstone National Park.” So if I could do anything at all I’d want to go back to my horticultural roots and be a park ranger in Yellowstone National Park or some What’s been your career high point to date? other great national park of the world. Just me, I was involved for about eight months with the with a border collie by my side, walking around Olympic Park in Stratford during the construction Yellowstone for the best six months of the year. phase. My employer at the time provided catering What single piece of advice would you give to and cleaning services to the Olympic Delivery a young facilities manager starting out? Authority. I was on site about once a week and Listen to the experienced people around you watched the park and sporting venues taking shape. and you will be surprised by what snippets of Your biggest career challenge so far? information you will pick up. They can offer good, In a tough climate the client looks to reduce their sound, practical advice. Even now I’m still learning. operating budget, which in turns affects my operating Do your friends understand what facilities budget. Delivering the same level of service at management is? diminishing cost is a real challenge. On the plus They know I look after a few buildings in Slough, side, working with a tight budget forces us to make but they don’t understand the breadth and depth of intelligent, thoroughly considered buying decisions. what I do, which is the case with most people. If you could give away one of your responsibilities to an unsuspecting colleague, what would it be?

How do you think facilities management will change in the next five years?

I’d like the office moaner to step into my shoes for a day and see things from my perspective. This person is always too hot, too cold, the lights are too bright

The main changes will be around client budgets getting even tighter and there being an increase in legislation and governance coming from Europe.

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Working with procurement





Introducing/ working with new forms of IT



Working on energy-efficiency initiatives

7 5

Adapting to flexible working

5 5

Maintaining service levels while cutting costs

8 10

Adapting FM to changing corporate circumstances

8 10

09/01/2014 14:48


Call Norbert Camenzuli on 020 7880 8543 or email For full media information take a look at

FM innovations ▼ Toshiba AC shortlisted for five awards 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:

▲ OCS pitches in at St George’s Park

▼ 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: W: or www.

OCS has been providing a total facilities management service at St George’s Park (SGP), the FA’s National Football Centre in Burton-on-Trent, since 2012. Naturally, then, challenging the in-house team to an 11-a-side match has been on OCS’s to-do list for some time. The friendly took place in late 2013. “While OCS lost 7-1 against a well-organised SGP team, it was a well-contested match played in a great spirit,” said Jane Sheard, UK managing director of facilities services at OCS. After the match, OCS – which delivers catering, M&E, front-of-house, security and cleaning services to the centre – treated both teams to a freshly cooked curry with all the trimmings and a few cold drinks to ease the players’ aches and pains. W:

▲ 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. Paul Lunn said: “Our profession is focused on quality of delivery. That’s what the client and judges of this national awards programme are looking for. The win acknowledges the professionalism and hard work of our team.” T: 01865 865549 E:

▶ OCS success at Loo of the Year Fremlin Walk shopping centre in Maidstone, where OCS has been providing cleaning since July 2011, gained top recognition with a platinum grade Loo of the Year 2013 Award at the recent presentation event in December. The Loo of the Year Awards encourage the highest possible standards in all types of ‘away from home’ or public toilets throughout the UK. Centre manager Lloyd Wright of Jones Lang LaSalle, provider of professional services to the Fremlin Walk centre, said: “This is further recognition of our team’s hard work and commitment and I would like to recognise OCS as a valued partner.”

a success in a less regimented career This is one of the thousands of stories of how people have found success in their working lives with Randstad. We’d love you to join them. 8KUKVTCPFUVCFEQWMJQYKDGECOGVQƂPFQWVOQTG

Mark Piacentini Fire and Security Manager

47_Products.indd 47

FM WORLD |16 JANUARY 2014 |47

09/01/2014 16:32


Call the sales team on 020 7324 2755 or email For full media information take a look at

Looking for career progression in 2014? Hard FM Manager London • £40,000 plus car or allowance A Hard Services Manager is sought to run a team of 15 maintenance operatives. You will be part of a rail contract covering over 30 sites and ensuring the delivery of all its maintenance. This includes light electrical work and general maintenance around the stations. A good engineering background and ideally experience of working within the rail sector is required. You must be organised with excellent client relationship building skills. Ref: 243871

Business Development Manager Birmingham • £45,000 OTE plus car allowance Bring your expertise to an FM service provider where you will join its electrical compliance business that supports customers with PAT testing, Fixed Wire Testing and Environmental Compliance. As the BDM, you will sell services to new and existing clients through proactive sales and relationship building across the West Midlands region and the North. You must have experience in a similar role, be target driven with a good understanding of the electrical market. Ref: 246771

Regional Facilities Manager Bristol/Birmingham • To £36,000 + £4,500 car allowance A leading managing agent seeks a Regional Facilities Manager to manage a team of FMs collectively covering 70+ properties across the South West Region. You will ensure compliance and drive high and consistent standards of FM delivery across the portfolio. Applicants should have previously worked in an FM role for a managing agent or consultancy organisation, combined with line management experience of other FMs and a strong commercial background to assist with driving new business. Ref: 245731

Building Manager Surrey • To £38,000 Our client seeks a Building Manager for a prestigious building in Surrey, which is over 150,000 sq ft and has recently undergone a complete refurbishment programme. You will see through the on-boarding of new tenants, liaise with the landlord, develop the FM processes and procedures and ensure health and safety and statutory compliance. You will be experienced in managing large multitenanted single sites, dealing with corporate occupiers and setting and managing service charge budgets. Ref: 236091

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

48| 16 JANUARY 2014| FM WORLD

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The power of people

09/01/2014 12:22

There is no limit to what you can achieve the

natural choice in FM recruitment

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.

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

To apply please email:


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FM WORLD |16 JANUARY 2014 |49

09/01/2014 12:10

Advertisement Feature


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FM World 16 January 2014  
FM World 16 January 2014