FM World 23.10.14

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 23 OCTOBER 2014

FMWorld www.fm-world.co.uk

BIFM AWARDS 2014

All the winners from FM’s big awards night

ALL SHIP SHAPE Keeping the Sunborn yacht hotel afloat

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VOL 11 ISSUE 19 23 OCTOBER 2014

CONTENTS

11 | NY-LON link-up for ABM

16 | All aboard the Sunborn

20| BIFM Awards 2014...

NEWS

OPINION

FEATURES

06 Working groups tackle bad practices in cleaning 07 Rochdale office voted top in BCO Awards 08 Project of the Fortnight: Warrington & Halton NHS Foundation Trust 09 Think Tank: To what extent is your company already moving away from a ‘place’ mindset to a ‘performance’ one?

10 Business news: Graeme Davies: Outsourcing still a happy hunting ground for FM 11 American FM giant ABM buys GBM for an undisclosed sum 12 In Focus: Keith Chanter, chief executive of Emcor

14 Simon Francis prepares for a new university term 15 Five minutes with Steve Gladwin, chair of judges BIFM Awards 50 No Two Days

22| ... And the winners are

16

On the waterfront: A full range of FM roles from housekeeping to reception on London’s Sunborn superyacht have been filled by local residents

20

BIFM Awards 2014: On 13 October, London’s Grosvenor House hotel again played host to the biggest celebration of FM endeavour in the UK

MONITOR 37 Technical: Workspace optimisation using IP network data 38 How to: Healthcare facility security 40 Technical: UK battery recycling

REGULARS 42 45 46 47 48

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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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here’s a single hour on a single day each year that’s become quite the event in recent times. Specifically, it’s the hour between 11pm and midnight on the second Monday in October when we at FM World get to talk to the newly crowned BIFM Awards winners.

Fresh from visiting the stage at the Grosvenor House hotel, they then climb the stairs up to our special suite where they talk briefly in front of our cameras. Think of it as a form of euphoria-based speed-dating, with one or two representatives from each category winner talking for three minutes about the reasons for their success.

Despite the lateness of the hour, you’d be amazed at just how quickly the arc lights and sponsor board get people to focus – and what’s particularly impressive is just how happy they are to get straight to the heart of their service, product or project’s success. They know their stuff alright - and they’re happy to explain it.

You can find out for yourselves who won, and why, later in this edition and in a number of case study articles soon to come. But as for initial impressions of this year’s crop, I was struck by just how many people made reference to FM being ‘all about the people’ – so much so that those who mentioned this time-honoured truism were almost apologising for doing so.

It would be wrong to pick out any of the winning entries for particular praise given the variety of awards made, but one that was perhaps instructional about what themes are emerging in the current phase of the sector’s development was the winning entry in the ‘FM Excellence in a Major Project’ category. The project, in which King’s College London worked with its PPP partner Bouygues Energies & Services, involved both parties working on an all-encompassing accommodation efficiency review. So much of this project – the fresh approach to asset maintenance and the risk assessments involved – required new ways for both client and provider to work together. Entirely new ways of assessing the maintenance requirements of specific assets involved plenty of work between representatives of both client and supplier. The introduction of a ‘one team’ approach is nothing new in itself, but given the existing relationship between client and provider, developing this anew on a long term contract is no mean feat. It’s clear that the BIFM Awards judges were impressed by the level of detail and communication that this involved.

“Over the first 12 years of the relationship we had introduced new ideas, tools and skills to keep abreast of technological changes and developments,” explained David Carr, Bouygues Energies & Services’ managing director FM. “The review gave us the opportunity to think outside the current relationship and look at what else could be achieved by both parties.”

Other winning entries also emphasised the relationship between provider and client. And on a night in which many told us how we might look back on 2014 as the year in which FM finally ‘broke through’ in terms of wider recognition, the King’s College/Bouygues project is as good as any for demonstrating the levels of communication, tolerance, co-ordinated development and harmonised action that are quite possibly unique to the work required in this sector.

T

“The review gave us the opportunity to think outside the current relationship and look at what else could be achieved”

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EMPLOYEE RIGHTS

Cleaning staff – many of whom are migrants – are among the most vulnerable workers in the UK

ISTOCK/GETTY

Working groups tackle bad practices in cleaning Three working groups have been formed to push forward measures encouraging cleaning firms to fulfil their duties to workers.

This follows recommendations made in Invisible Workforce, a report published in the summer by the Equality and Human Rights Commission (EHRC). It revealed that employers in the commercial cleaning industry are failing to meet their responsibilities to staff. One recommendation was the creation of a task force to ensure that changes were made.

Its members include ISS, Enhance Office Cleaning, Interserve, Principle Cleaning Services, Facilicom, Sodexo, KPMG, RBS, NHS Property Services, Go Ahead Group, TUC, Tesco, British Institute of Cleaning Science, Living Wage Foundation, Unison, Building Futures Group, RMT, Health & Safety Executive, and BIS. At a recent meeting, task force members oversaw the formation of three ‘working groups’ to tackle particular problem areas.

A group handling ‘responsible procurement’ in the industry will be led by Guy Stallard of KPMG. Its aim is to ensure that procurement practices take into account cleaners’ working conditions.

The second group’s focus will be ways to ensure that workers are treated with more respect to counter their feelings of being the “lowest of the low” – a common point highlighted by EHRC’s report.

It will look at how managers and clients can be supported and informed about how to treat workers better, building on “existing good practices, toolkits and fact sheets”. This group will be chaired by Sarah Bentley, CEO of

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the Building Futures Group.

The third group will be chaired

by Scott Hill, HR director at Interserve. It will focus on raising awareness of employment obligations and workers’ rights such as entitlement to holiday and sick pay.

All three groups will meet separately to devise ways to follow through on their aims before reporting back to a task force meeting in November.

Alice Teague, programme head of employment and economy at

EHRC and author of the Invisible Workforce report, said: “We wanted the working groups to be chaired by those in the industry already.”

Teague added: “A lot of good work is already going on and we are

not looking to duplicate it, but to build on it.”

The EHRC report comprised three documents – an overall findings report, but also two separate research reports. One of these consisted of 93 interviews with cleaning operatives presented as case studies. It showed that many cleaners felt that their employer, client firms and the public do not treat them with the dignity and respect everyone should expect on pay, holiday or sick leave or dealing with their concerns.

WORKPLACE TRENDS 2014

Access consultant calls for better design Architect and access consultant Steve Maslin has called for workplaces to be designed with more consideration for the diversity of workers likely to use the space.

Speaking at the Workplace Trends conference in London recently, Maslin asked those involved in the design process to consider everything from practical signposting of alternative access routes for wheelchair users to the need to incorporate elements of mental stimulation.

“The brain needs continuous variety of sensory nourishment to develop and function,” said Maslin, who also warned designers and workplace managers to consider small details such as the impact of ‘jazzy’ office carpets on migraine sufferers.

Maslin also warned against the wholesale adoption of workplace ideas such as ‘smart working’.

“When I hear the term ‘smart

Office décor like jazzy carpets will not chime with all employees

working’, I wonder – how smart?

Because I know that, as an architect, the concept of smart working can be really seductive and engaging. But if we’re not careful the concept can overtake the actual needs of workers.”

For example, continued Maslin, not all people will be good team-workers. “Put them in an open-plan environment and they could well start exhibiting stress.

Similarly, hot-desking, by which you’re not giving people any scope to have predictability in their

personal workplace, can again generate stress.”

Maslin, who is dyslexic, explained that he had “a vulnerability to extraneous audio input. After while I struggle to weed noises out”.

Managers should consider whether, for example, having the radio on in the office is necessarily a good idea for all in the team.

Workplace Trends: Designing for Inclusion was held in London on 15 October. www.fm-world.co.uk

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Rochdale office voted top in BCO Awards Number One Riverside on Smith Street in Rochdale has been named as the best workplace in the country at the British Council for Offices’ (BCO) annual National Awards. The office was also recognised as the Best Corporate Workplace in the UK, and topped a list of six other award-winners named 2014 Best of the Best. The other winners were: ● Commercial Workplace: One Eagle Place, London ● Refurbished & recycled: The Council House, Derby ● Fit Out of Workplace: Arthur J Gallagher, The Walbrook Building, City of London ● Project up to 2,000 sq m: Argent 4 Stable Street, London ● Innovation: The Sharp Project, Manchester ● Test of Time: Guardian News & Media, Kings Place, London The BCO’s National Awards programme recognises quality

NEWS

BRIEFS Cable ups apprentice pay

office design and functionality and sets the standard for excellence across the office sector in the UK. The awards ceremony in London was attended by 1,200 designers, developers and architects.

Number One Riverside was singled out by the judges for its transformation of the estate from 33 buildings into one. The project represents the first phase of regeneration in the borough of Rochdale, providing a new civic office that “promotes new ways of working and creates a sense

of community, engagement and social transparency”.

The brief was to create a contemporary workplace with space for alternative uses such as a public library and cafés. The judges were won over by how the designers not only met the brief, seamlessly incorporating customer service and public library spaces with different types of private meeting spaces, but also by how they also created a building that has spurred on investment in the town centre.

CENTRAL GOVERNMENT

GETTY

Government plans to shrink its London estate Francis Maude, Minister for the Cabinet Office, has announced plans to reduce the number of government buildings in central London from 143 in 2010 to 23 buildings shortly after 2020 and relocate a number of workspaces to London suburbs.

The plans are part of the Government’s Estate Strategy, which outlines measures to get civil servants working more effectively, foster economic growth, and save billions for the taxpayer.

These measures include moving departments away from expensive Whitehall accommodation and into the wider London boroughs.

Existing successful examples include areas such as Croydon, where the Home Office runs a major satellite office and the Ministry of Justice is trialling a mini-commuter hub created by the Cabinet Office.

Moving half of London’s civil www.fm-world.co.uk

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Whitehall departments are being relocated to London’s suburbs to save money

servants away from Whitehall could save taxpayers billions by 2030. For example, it costs £35,000 a year to base someone in the Ministry of Defence headquarters in Whitehall, compared with £3,000 at the UK Visas and Immigration offices in Croydon.

The government is therefore working with local authority partners to assess a number of new location options in the suburbs,

including areas such as Stratford and Croydon, in a move that would bring further growth and regeneration to these areas.

This government also commits to the further disposal of inefficient government buildings in London and across the country and opening these up to the market.

So far the number of government buildings in the capital has been reduced from 143 in 2010 to 71 today. The government plans to further reduce this to 23 buildings shortly after 2020. Departments will continue to co-locate in order to deliver more integrated and customer-focused services.

Maude said: “As part of our long-term economic plan this government is cutting waste to save taxpayers millions. Since 2010 we have got out of property 26 times the size of Buckingham Palace and halved our government buildings in London.”

Business secretary Vince Cable has outlined plans to simplify and boost the national minimum wage for apprentices.

Based on the current national minimum wage rates for 16-17 year old, the proposal would give about 31,000 apprentices in the first year of their programme a pay rise of more than £1 an hour, rising from £2.73 to £3.79 an hour.

The policy, to be presented to the Low Pay Commission (LPC) in coming weeks, would create a single national minimum wage rate for 16-17 year olds in work and for all apprentices in the first year of their programme.

Carers to work flexibly More than a third of employers are witnessing increasing absences because staff are struggling to balance caring responsibilities with work, says a report from the Chartered Institute of Personnel and Development (CIPD).

The CIPD/Simplyhealth Absence Management Survey found that just one in six organisations have policies to help employees to find a better work/ home balance.

Dr Jill Miller, CIPD research adviser and report author, explained that the number of people with caring responsibilities is only going to increase over time as employees juggle both childcare and looking after ageing parents.

Performance not measured Eighteen per cent of FM companies do not measure performance.

Out of more than 300 delegates who signed up to a seminar exploring whether FMs are using performance management to maximum effect, only 38 per cent said they believe that their organisation’s approach to performance management in FM enables them to improve their supplier performance significantly.

The webinar, hosted by FM software provider Service Works Group in collaboration with the industry’s event, the Facilities Show, also revealed that 8 per cent of FMs even feel that measuring has had a negative effect on performance and that results have been contested by suppliers.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

NHS could save £1.5bn in estates management The NHS could save £1.5 billion if it managed its estate better, according to the latest review.

The annual study of NHS estate resources in England shows that the health service has taken significant strides towards improving the use of its land estate resources, but has made little improvement in achieving a more uniform estate and facility management spend.

The NHS Estate Efficiency Review, produced by EC Harris, shows that with the overall NHS budget deficit estimated at £30 billion, the immediate reallocation of assets within the estate could have a direct impact on vital frontline services.

The current estate surplus of 4.8 per cent represents 1,306,000 square metres of space, equivalent to the entire area occupied by 13.5 trusts.

The total space in the NHS estate is 27,300,000 sq m, showing a steady overall decline since 2011 when the total area was 29,000,000 sq m. But the report still shows that the NHS has the opportunity to make at least £1.5 billion in savings.

Conor Ellis, EC Harris’s global head of health, said: “We should applaud the progress made in the NHS. Since 2008 we have seen unused and surplus space in the health service decline by 61 per cent, but there’s still a big opportunity for further savings to be made.”

WARRINGTON & HALTON NHS FOUNDATION TRUST PROJECT: ‘Forget-me-not’ Dementia unit refurbishment COST: £1 million

Unit offers a memory lane Warrington & Halton NHS Foundation Trust has opened a dementia ward.

The ‘Forget-Me-Not’ unit is the first dedicated dementia unit on site.

The refurbishment of an existing elderly care ward cost £1 million.

The trust was awarded the money by the King’s Fund, part of the government’s £50 million budget for dementia care.

The unit, developed in consultation with patient/carer groups, estates teams, clinical staff and Alzheimer’s Society representatives, is designed to reduce patient agitation and improve comfort for patients.

The ward is used for patients with dementia that require hospital treatment for other conditions. The ward is fitted with 17 beds across three bays, a nurses’ station and toilet and wet room facilities for each bay.

The unit also has a sensory garden area for patients.

The fitout includes a bus stop seating area, where patients can socialise with other patients, staff and visitors and where patients that want to ‘go home’ can be talked round by staff as they ‘wait’.

Other aspects of the refurbishment include a quiet room where an ‘oldstyle’ TV plays video footage of the local area from the 1950s and 1960s; picturegram signage to aid navigation; neutral-coloured doors for staffonly areas to discourage patients from wandering into staff offices; and colour-coded doors in bright colours to help patients identify toilet and washing areas, encouraging independence.

Also installed was a wireless nurse call system, provided by CourtneyThorne. The wireless system includes wireless ceiling pull cords, call buttons across the ward, including the garden area, and a central data management system, recording call response times.

Lee Bushell, building surveyor on Warrington & Halton NHS Foundation Trust Hospital’s estates capital projects team, said: “A lot of knowledge and research has gone into designing a facility that is both practical and reassuring for patients.

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Raising minimum wage is a ‘moral duty’ FMs who met at a recent BIFM event at London’s Somerset House said the minimum wage should be raised to £8 an hour for the poorest workers because it is the “moral” thing to do.

Liza Viney, real estate & facilities director at the Financial Times building, said: “From a moral and social point of view it is something we ought to do… [although] from an internal point of view, it is a headache.”

Martin Auger, head of estates & facilities management at the Guildhall School of Music & Drama & Barbican Centre, said his employees were all paid the Living Wage. “But not all our contractors do that. It’s a sticky situation when you are paying people different things.”

Peter Watts, managing director at LSS at Compass Group UK & Ireland, said: “It’s important to be seen to be giving people a fair wage… and it fits into the sustainability agenda.”

None of around 100 industry attendees in the room raised a hand when asked if they did not agree with the £8 rise.

Business secretary Vince Cable raised the National Minimum Wage to £6.50 an hour at the start of October.

Government to take ‘stronger lead’ on sustainability The government needs to take a stronger lead on sustainability, according to a report published by construction industry body NBS. The survey, completed before David Cameron’s recent pledge to build 100,000 new homes exempt for the zero-carbon homes standard, found that almost half of the industry (48 per cent) believes that all new buildings should be zero carbon.

Almost three-quarters of respondents – including consultants, clients and contractors – support significant increases in public spending to make existing building stock more sustainable, with less than a third agreeing that “the government is on the right track with sustainability”.

Specific demands included the removal of VAT on refurbishment projects and the introduction of grants for sustainable retrofit.

With regards to legislation, the recent changes to Part L, a section of the UK Building Regulations relating to the conservation of fuel and power, were generally welcomed, with 68 per cent of those taking part believing that they will help the industry make progress towards the design and construction of zero-carbon homes and buildings, and 65 per cent saying they will ensure that thermal efficiency standards are met. That said, a significant number (46 per cent) do not think Part L goes far enough. www.fm-world.co.uk

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THINK TANK

It’s starting to happen 39% To a large extent 39%

WE ASKED 100 FMS… We asked 100 FMs “To what extent is your company already moving away from a ‘place’ mindset to a ‘performance’ one?”

Richard Branson, founder and chairman of Virgin Group, recently announced that he is offering his personal staff unlimited annual leave.

Branson claimed that ‘nine-tofive working no longer applies’ after the way “flexible working has revolutionised how, where and when we all do our jobs”.

Branson decided that his staff could take “as much holiday as they want”.

Online video streaming business Netflix and various other companies offer a similar incentive to employees.

Explaining the policy in its Reference Guide on our Freedom and Responsibility Culture, Netflix said that “we should focus on

what people get done, not on how many hours or days worked. Just as we don’t have a nine-to-five policy, we don’t need a vacation policy.”

Simon Aspinall, director at FM recruiter Catch 22 and chair of the BIFM’s people management special interest group, said: “The emphasis should be based around trust and on output rather than time spent working… As part of the People Management SIG event planning for 2015 we have identified the shift away from place to performance as a key topic.”

We wondered to what extent your company is already moving away from a ‘place’ mindset to a ‘performance’ one?

Not at all 22%

Thirty-nine per cent of you said you were moving to a ‘performance’ mindset to a large extent. One FM at a media company said this was happening at his workplace “but not without teething issues” as it may require organisations to carry out a technological upgrade by integrating voice, visuals and data through a unified communication (UC) system.

The respondent said: “If you are picking a unified communications platform ensure you do the groundwork because our current Avaya UC system is still in its early days with many bugs.”

The exact same proportion of 39

per cent said it was only starting to happen in their organisations.

One respondent said: “As we move away from a static workforce into a more flexible way of working, the way managers manage also has to adapt. Work is what we do, not where we go.”

Only 22 per cent of you said it was not happening at all. Another respondent said an employer’s reluctance is understandable given the potential harm they may envision to their profits of an approach that gives staff that much freedom.

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Staff ‘face burnout’ if employers don’t adapt work practices Workplaces should develop an environment that caters for an ageing population, say academics.

The Future Laboratory conducted interviews with academics including authors, scientists, editors, anthropologists and sociologists.

The report also elicits the views of 1,000 British workers and commentary from 10 key organisations including the Chartered Institute of Personnel and Development, Eversheds and King’s College London to understand what trends will emerge in workplaces over the next 10 to 15 years.

Trends that employees want to see in the future include a workplace that allows ‘returnment’ instead of retirement and so that www.fm-world.co.uk

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workers are energised to continue to work until a later age because they want to, rather than have to.

Another trend employees told researchers that they would prefer was a workplace that “nurtures mental health and encourages workers to turn away from their

busy, hyper-connected, digital lifestyles”.

The report warns that British workers face stress and burnout if businesses do not adapt to the changing work environment.

It adds that British businesses face costs of between £29 billion and £101 billion if they fail to get to grips with this changing workplace.

For a 100-strong company, these hiring costs and the impact on productivity equate to between £643,000 and £2.2 million.

Other suggestions in the report include having “tech-free timeouts” – areas of the workplace without technology to encourage workers to move away from desks to boost creativity and face-to-face communication.

The report authors also recommended meditation pods.

These would be zoned-off office spaces dedicated to relaxing, meditation and naps.

It also recommended “responsive work environments” consisting of office space where desks move around, lights change and meetings are set up – all in reaction to workers’ needs.

A workplace should have things like shops, cafés and restaurants pop up in the office to create “neighbourhoods and increase collaboration between workers”.

An area of the workplace should also be dedicated to “regular activities that exercise the brain to stave off dementia and degenerative disease”, adds the report.

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ANALYSIS

Outsourcing still a happy hunting ground for FM GRAEME DAVIES newsdesk@fm-world.co.uk

During party conference season the deficit became one of the main headline grabbers because figures show that it has not been tackled significantly during the four-and-a-bit years of coalition government and that austerity and cuts to government spending and public sector wages are likely to blight the rest of the decade.

But at the same time the

Conservatives promised generous tax cuts for vast swathes of the population. On the red side of the political fence the deficit became a big story for precisely the wrong reasons as Ed Miliband managed to sully his feat of delivering a conference speech without notes by failing to mention the deficit.

Whoever occupies Number 10 for the second half of this decade has the unenviable task of

forcing yet more cuts on a people who are tired of austerity.

As for business, and in particular those FM operators with public sector outsourcing interests, is more business coming down the line or will the cuts hit them too?

The NHS is a prime example. It has rapidly become the meat in the Tory/Labour sandwich ahead of the next election. Both profess to be its most able stewards, but both disagree fundamentally on how it should be run and funded. In the meantime the NHS faces a major cash crunch, even though it has been exempt from the worst of coalition cuts. But an NHS funding crisis is only ever just round the corner; its deficit is estimated to be £30 billion and rising.

But within the NHS there are still opportunities for the private sector to expand its role, which even the Labour party may not disagree with. A recent report by

Contract wins

NEW BUSINESS The Ministry of Defence has awarded £3.2 billion of contracts for management of the UK’s naval bases.

The works also cover maintenance and repair to Royal Navy warships and submarines, sustaining more than 7,500 jobs. Babcock, which manages Naval Bases at Devonport and Clyde, has been awarded a £2.6 billion contract, and BAE Systems, which manages Portsmouth Naval Base, was awarded a £600 million contract.

Property services company DTZ has awarded a contract to OCS to provide CCTV control room and manned guarding at King’s Walk Shopping Centre in Gloucester for the next three years. The retail destination welcomes about eight million visitors a year.

10 | 23 OCTOBER 2014 | FM WORLD

10-11_BusinessNews.indd 10

rental building exterior.

The scope of work will include mechanical and electrical services, cleaning, post, and concierge and grounds maintenance.

Levy Restaurants UK, the sport, leisure and hospitality sector of Compass Group UK & Ireland, has extended its £6 million-a-year contract with leading London arts venue Somerset House for another 15 years.

The extension starts in July, taking the partnership through to 2030.

Property and FM firm Bellrock has a struck a deal with UKDN Waterflow to manage its warehouse, office and storage properties across the UK. UKDN Waterflow is the UK’s largest independent full-capability water and wastewater, drainage and infrastructure enterprise. Bellrock will manage rent payments, lease renewals and rent reviews, as well as managing acquisitions and disposals.

Sodexo has won a four-year contract with Northumbria University, Newcastle. Under the £500k-a-year deal Sodexo will provide a range of FM services at the university’s new 993bed student accommodation at Trinity Square, Gateshead.

Emcor UK has been awarded a five-year integrated FM contract at Southampton Airport. The company will be responsible for total FM at the airport’s main terminal building, as well as its surrounding facilities, including airport offices, fire station, contractors’ offices, entrance roadways, and car

UK retailer Poundland has appointed Helistrat to manage its waste and recycling services in a five-year deal worth about £4 million. Helistrat will manage back-of-store recycling for Poundland’s retail estate of 500 stores in the UK and Ireland, and its new distribution centre in Harlow, Essex.

consultancy EC Harris suggested that the NHS could save £1.5 billion relatively easily through better management of its estates through outsourcing deals with FM companies. Such deals could ease some of the pressure while not being as politically sensitive as involving the private sector in the delivery of clinical services.

Away from the NHS debate, all the major parties reaffirmed their commitment to the reduction of the deficit. This is likely to mean yet more streamlining of government services and operations in the next five years whoever is in Downing Street.

Streamlining may not be the boon some FMs expect. For example, the rationalisation of the government’s property estate is likely to accelerate.

Cabinet secretary Francis Maude has detailed plans to cut the government’s London estate to 23 buildings by the end of the decade, having already halved the number of properties to 71 from 143 in 2010 as it consolidates sites and moves public sector workers to cheaper areas. This is reckoned to have saved the state £600 million in running costs and brought in receipts of £1.4 billion. But, for FMs, the number of government buildings requiring their services is shrinking all the time.

Although deficit cuts still tops the agenda, government outsourcing business is likely to remain a happy hunting ground for FM providers – witness the £3.2 billion worth of contracts recently awarded to BAE Systems and Babcock International at Royal Navy shipyards. There may be headline differences about how competing parties will deal with reducing the deficit, but increases to private sector involvement are inevitable.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

16/10/2014 12:03

American FM giant ABM buys GBM for an undisclosed sum US facilities solutions provider ABM has acquired London-based GBM Support Services Group.

The terms of the transaction, which was finalised on 1 October, were not disclosed.

With HQs in London and Glasgow, GBM generates annual revenues of £40 million and employs about 2,000 staff in the UK. It delivers cleaning, security, maintenance, waste and FM services for retail, leisure, public sector and commercial clients.

ABM has revenues of about $4.8 billion (£3.0 billion) and 110,000 employees in more than 350 offices across the US. Henrik Slipsager, president and CEO of New York-based ABM, said: “With the acquisition of GBM we saw a tremendous opportunity to accelerate our growth strategy throughout the UK. GBM is a great fit for our organisation because its array of services complements ABM’s, and we’re confident this partnership

BUSINESS BRIEFS Elior snaps up Lexington

US facilities provider ABM plans a greater NY-LON presence after buying GBM

will serve as a key platform for expanding internationally.”

He added: “A significant focus for ABM in recent years has been our expansion of key service offerings within our most strategic industry vertical markets, domestically and abroad. We’ve been thrilled with the progress we’ve made in the UK with our expansion with AEG at The O2 in London... and our expansion in the aviation market.

“GBM will now significantly

add to our growing presence globally in retail, leisure, public sector and commercial segments.”

GBM’s management, led by CEO David Ford, will remain intact as the company extends ABM’s FM capabilities in the UK. Ford said: “Having the support of a respected global FM player is a win-win situation because our clients will maintain the same relationships with the GBM team while gaining access to the suite of capabilities ABM can deliver.”

SHUTTERSTOCK/GETTY

Jockey Club bets on sporting business accumulator The Jockey Club, the largest commercial group in British horseracing, has launched a services arm for the sports industry.

Known as Jockey Club Services, the new venture provides outsourced business services including procurement, ticketing, loyalty, finance and accounting, HR, IT, customerrelated marketing, payroll, stadium Wi-Fi, live music booking and production, and consultancy on areas such as capital infrastructure, turf management, catering and retail bonds. www.fm-world.co.uk

10-11_BusinessNews.indd 11

The Jockey Club’s services arm is creating partnerships across the UK sports scene

Rob Quick, director of Jockey Club Services, said: “The central deal with the Football League and endorsement from the ECB [England and Wales Cricket Board], and the considerable

interest that we’re getting from clubs and governing bodies alike now, gives us the confidence that there is a significant desire for the services we are offering.”

Jockey Club Services has been working with several first-class cricket counties, providing procurement services to Hampshire and Kent, ticketing for Glamorgan developing a loyalty programme for seven first-class county sides.

The Football League has approached the venture to provide procurement services to its member clubs – agreements are in place with 11 clubs.

Elior has signed an agreement to buy caterer Lexington.

Lexington has a turnover in excess of £30 million and a staff of 650. It was established in 2002

by Mike Sunley, Katharine Lewis and Rachel Lindner and has contracts across the South-East with top law firms, hedge funds and creative agencies.

Lexingon chair Tim West will be director and non-executive chair of Elior UK. Sunley will be CEO of Lexington, joining Catherine Roe, CEO of Elior UK, on the executive committee.

Interserve tastes blood Interserve and Kajima Partnerships have been named as joint preferred bidder by the Scottish National Blood Transfusion Service (SNBTS) for the £33 million National Centre of excellence at Heriot-Watt Research Park near Edinburgh.

Interserve and developer Kajima are 50/50 partners. Both will invest £1.87 million in the project to build facilities for processing and testing blood, tissues and cells. Construction is set to be completed in 2017.

Carillion’s strong showing Construction and FM group Carillion’s position in the FTSE climbed after it reported earnings and cash generation in line with expectations for the full year.

The company said: “Following our strong work winning performance in the first half of the year, during which we won new orders and probable orders worth £3.2 billion, the successful mobilisation of new contracts, particularly in support services, will continue to be a major focus.”

FM WORLD | 23 OCTOBER 2014 | 11

16/10/2014 12:03

FM BUSINESS IN FOCUS

at the M&E, plumbing, heating and water systems and that can save money and make a company greener.”

There is a softer side to sustainability, he says. “The FM of a building can have some influence. What I mean by that is that an FM can change the behaviour of those using the building… the behaviour of turning lights off when you are not using them, for instance.”

The interviewee: Keith Chanter, chief executive, Emcor The issue: Sustainability, recruitment and sector growth in FM

Get ready for a chain reaction The creation of a ‘virtual’ ‘sustainability supply chain school’ to educate suppliers was announced a few months ago.

The online school, which officially launches in 2015, will have support resources specially designed for FM and services suppliers, contractors and clients.

Emcor, along with Interserve and Cofely, is one of the FM contractors signed up as a partner to pool its knowledge and nurture these sustainable supply chain relationships.

Keith Chanter, Emcor’s chief executive, says the move was a “fundamental building block in establishing more efficient, productive and sustainable working environments, which will deliver long-term benefits to both clients and suppliers”.

Chanter says Emcor takes a “holistic” view of the issue.

“You can’t address the areas of sustainability from a narrow viewpoint – you have to do it from a corporate viewpoint. [The organisation] needs to be totally consistent, from top to bottom, in how it deals with sustainability issues. Maybe it’s how you deal with relationships, maybe it’s how you deal with energy use or partnering; all of the ethical standards of your company must be consistent with the desire to 12 | 23 OCTOBER 2014 | FM WORLD

12_BusinessFocus.indd 12

improve sustainability issues.”

Sustainability means different things to different people, says Chanter, and for some, “it will be the very narrow definition of how we sustain our planet by using economically resources such as waste, water, utilities”.

For others, he adds, “it is a much broader question about dealing with biodiversity and how we deal with the issue of inequality of income”.

A holistic approach Chanter thinks the sustainability school supports this holistic approach to sustainability. “All of the key drivers for sustainability in terms of temperature, carbon dioxide, consumption of resources, population increases, look pretty desperate.”

If these areas are not focused on, says Chanter, “we’re going to be in a less nice place in 2050”.

He adds: “An FM company – or anyone in the supply chain can address this… as a self-interested supply chain partner – I don’t wish to denigrate anyone if that’s the

Recruitment hopes

way someone wishes to pursue it. If you can offer really great sustainability solutions to your partners and you profit, that’s a pretty good motive for me. It aligns the commercial motive with the environmental one.”

Emcor claims its pursuit of this agenda helps the company to “cement us as a preferred supply chain partner delivering whatever [a client’s] agenda might be”.

Chanter believes that Emcor’s increased influence as a company – and in the industry – in driving sustainability into the FM industry is one that attracts clients because “the profession is in a great position to influence the outcome of the 2050 debate [on climate change]”.

What do sustainable buildings mean for Chanter and Emcor?

“From the point of view of a chief partner of an organisation like KPMG, he might not want a lot of detail, but he’d want to know whether buildings are being used efficiently and are they consuming less resources than the norm. But an FM player can look

“If these areas are not focused on now we’re going to be in a less nice place in 2050”

Chanter believes FM is set to grow. “There’s a genuine belief that the amount of work that will comes to external FM agencies such as ourselves will grow… We think the FM outsourced business in the UK is set to grow from about 3.5 per cent to 5 per cent a year.”

He thinks this will also mean a rise in recruitment levels. “If you looked at FM historically, about 20 years ago… FM was regarded as a fairly low-level, fairly mundane operation and managing it wouldn’t necessarily attract the right kind of people over a long period of time.”

But now, he says: “If growth will happen… I don’t think you can sell an FM role as being purely in FM sector… without defining what [the role] means.

It means providing a solution to a customer that could be in just about any industry… you could be working in a pharmaceutical company or financial services or telecoms.”

But the skills – mechanical, technical or front-of-house – are what counts, says Chanter.

“These are not as easy as you might assume to assimilate.

Front-of-house is an intense customer service position… you really need to be good at that.”

The role and the skill set needs to be “sold” to attract the right people to the industry “no matter what sector one might get into”. www.fm-world.co.uk

16/10/2014 12:04

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FM OPINION THE DIARY COLUMN SIMON FRANCIS

“EACH OF OUR 14 FMS IS REQUIRED TO INFORMALLY MEET SEVERAL STAFF AND STUDENTS EACH MONTH FOR THEIR FEEDBACK ON OUR PERFORMANCE”

FM NHS consultant Trust

Simon Francis is senior facilities manager at the University of the Arts London

CAN VASSIN G C USTO M ER S O N FM EFFI CI EN CY

utumn term sees not only changes for A students, but also significant changes in the regime of the university estates’ FM team A number of summer projects have come to fruition, presenting us with a chance to launch some changes to our services.

A significant amount of building improvement work has taken place on the campuses.

From the major refurbishment of toilets, to the creation or upgrading of social and learning spaces, our department has been busy in improving the environment for staff and students. We are kicking off

adjusted maintenance and cleaning regimes for these spaces, as well as ensuring that these new or improved spaces are promoted to all – be they long-serving staff or fresh-faced first year students.

We’re also introducing some changes to the ways in which cleaning services are delivered.

With our cleaning service partners we’ve adjusted the methods we use to clean, the times at which we clean and the type of many of the consumables

Local Authority

we use. We have made these changes to be able to better meet challenges presented by the changing uses of our buildings, to deliver a more sustainable operation and to make efficiency saving to be reinvested elsewhere.

We also started a series of open forum-style meetings for our entire FM staff. As well as being able to update the team on our plans and discuss operational issues, we have examined feedback to the team, the results of our customer satisfaction surveys. Each of our 14 FMs is required to informally meet several staff and students each month for their feedback on our performance and to complete a questionnaire. We’ve crunched

the numbers for the first two quarters of 2014 and have some interesting scores.

We have a few areas that require attention – the state of some of our toilets (which the summer works may help to address) – but we have been pleased with our overall scores and feedback. So there has been a positive air to our meetings, with the general feeling that we are delivering an improved service, backed up by cold hard data.

I’m leaving the university in December to move to a new opportunity in the higher education sector. but I will continue to file my dispatches from the frontline.

BEST OF THE WEB Views and comments from across the web Advice on energy saving in supermarkets (BIFM group): Pat Sessions: Not much on the quick win front, but longer term and in the refurb plans, you can look at bakeries, cafés and chillers/freezers producing heat. There is sometimes scope for a good heat recovery system, which could go a long way to providing comfort level heating.

Samantha Alexander: ISO 50001 is an ideal tool for 14 | 23 OCTOBER 2014 | FM WORLD

14_Opinion.indd 16

helping your organisation to establish the systems and processes necessary for achieving improved energy efficiency, financial savings and reductions in greenhouse gas emissions, through systematic management of energy.

Non-slip reception floors (BIFM group): Steve Young: You can opt for a flooring with a high slip-resistance index, but these have downsides, such as appearance and difficulty to clean. Perhaps

the first issue to look at is why your existing flooring is getting wet – you should perhaps be looking at a better barrier mat regime with progressive grading, or rather than an outright replacement of the flooring, a smallerscale replacement closer to entrances.

What are the first steps when taking on a site that has not previously had an FM? (FM group): Steven Belcher: Walk through [the site], find

the items that you can do right away.

Dale Merrill: Take notes and pictures as you walk – this will help in the future with identifying compliance items. Meet with key players and department heads, asking them what works and what you can do for them to make it a better place.

Neil Mathura: You need to find out what the expectation of FM is. Ask yourself what the purpose of the facility is and ask why the facility is not

working in the way it was designed to (it may also tell you why you were brought in).

What you do in exactly seven words (BIFM group, continued): David Coy: Enhance productivity by providing a nurturing environment.

Glyn Halliday: Consistently strive to maintain a stable infrastructure.

Mark Hamshere: Take the stress out of building services. www.fm-world.co.uk

16/10/2014 12:04

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

BEST OF THE

FMWORLD BLOGS BIM a win for construction Ben Collins, RICS There will be around 25 billion devices connected to the internet within five years including household appliances like fridges and thermostats. Through sensors that communicate with our smartphones, our fridges will tell us which items we are running low on. Our central heating systems will turn on and off at just the right times.

Building Information Modelling (BIM) will be compulsory on government construction projects by 2016. At a strategic level, BIM offers the capacity to address many industry challenges, including reducing waste, creating value and improving productivity. BIM involves building a digital prototype of the model and simulating it in a digital world. It combines technology with new working practices to improve the quality of the delivered product and also improve the reliability, timeliness and consistency of the process. It is as applicable to asset and FM as it is to construction.

BIM is not a panacea – it remains just as possible to produce a poor model, in terms of its functionality, its constructability or its value, as it is to produce poor drawings, schedules or any other, more traditional, form of information. Also, in the absence of any pro-active collaborative management effort, models may end up being prepared to suit the originator as opposed to being structured and presented with all parties to the design and construction team in mind. But it brings significant change and opportunity.

It is important that the construction industry gets with the BIM agenda.

Read the article in full at www.tinyurl.com/pxybt3l

Make your meetings more meaningful Rick Gilbert, The future of work... unlimited How often have you walked into a corporate meeting wondering why you were there?

There are two shortcomings in the way most meetings are handled. And I’ve developed a four-question checklist to help turn meetings into productive experiences.

Meetings are so deeply ingrained in organisational practice that team leaders and managers at all levels rely on them without thinking through their relevance – or their cost. Frederick Gilbert (author of Speaking Up: Surviving Executive Presentations), estimates that a meeting of the top five executives in a $4 billion company can cost upwards of $30,000 an hour! Most meetings unfold without an explicit agenda or any serious concern for producing any change. How often does a meeting leader begin the conversation by stating the purpose of the meeting, articulating his goals or vision for what will happen, and then suggesting a time frame for each agenda item?

What can we do about the way most meetings are mishandled? It goes like this: 1. Purpose: What are the intended outcomes? Is the conversation intended to exchange information, to change minds, to inspire, or to move people to action?

2. Participants: How many are there? What do they know about each other? What are their roles and relationships? What do they already know and feel about the topic?

3. Process: Does the meeting have a formal agenda? Who leads the conversation?

Will there be distinct phases (e.g., information exchange, debate, decision-making)?

Or will the conversation be free flowing? Will there be meeting minutes or other “products” generated during the meeting and shared afterwards?

4. Place: Is the meeting face to face or distributed? Is it real-time, or spread out over hours or days via email or other social media?) Is it formal or informal?

Does it encourage open conversation? What technologies will be available?

Next time you lead or attend a meeting, review the four P’s, and make them explicit.

Read the article in full at www.tinyurl.com/m2bcme7

www.fm-world.co.uk

15_Opinion.indd 15

FIVE MINUTES WITH NAME: Steve Gladwin JOB TITLE: Chair of Judges, BIFM Awards

Of the three main themes arising from this year’s BIFM Awards judging process, the main one has been the obvious increase in the amount and quality of rising talent in our industry. We now have three separate awards that recognise individuals – Rising FM, the Lifetime Achievement Award and, of course, the Facilities Manager of the Year.

A second theme emerging is a noticeable shift away from the cost agenda. The industry has been perhaps overly driven by cost over the past several years, but we’re certainly now seeing a better balance between risk, cost and quality – a good all-round balance. …and the third thing is the use of technology.

We’re increasingly seeing technology, in various forms, being deployed as an enabler.

The great thing about these awards is that they’re all judged by industry professionals – people like myself who have been in the industry for many years. All our lead judges have been judges before, and to be chair you have to have been a lead judge. These awards are judged by professionals who have done the job themselves.

Of course, that also has its challenges. All of the judges are volunteers, and because we all have day jobs that can mean that from time to time we put some extra demands on our friends and colleagues over at BIFM head office.

We started planning for the 2015 awards three or four months ago. Work for next year’s awards process is already well underway. The awards evening has now become now a sell-out event, so the awards are increasingly a great opportunity for firms and individuals to be recognised by their peers and colleagues.

FM WORLD | 23 OCTOBER 2014 | 15

16/10/2014 12:05

FM FEATURE

THE SUNBORN

HERPREET KAUR GREWAL

ON THE

WATERFRONT Handy for ExCeL and The O2, London’s superyacht hotel feels more like a retired cruise ship than an adventure playground for the super-rich

PHOTOGENICS

T

he Sunborn yacht hotel is probably one of the more imaginative places to stay in London. Fittingly, a recent famous guest was fantasy novelist Terry Pratchett.

The five-deck, 136-room hotel will primarily attract corporate clients, with its extensive meeting and event space including two auditoriums and various other facilities (see

16 | 23 OCTOBER 2014 | FM WORLD

16-19 ISS Sunborn.indd 16

box). Its proximity to ExCeL, the exhibitions and international convention centre, also means it can cater for business clientele frequenting the busy venue.

Also nearby are The O2 and the Siemens Crystal building, and it is just a two-minute walk to the The Emirates Air Line cable car.

Karen Thomson, director of hotels for ISS Facility Services, which operates the yacht and

provides its TFM services, says it has had a steady flow of guests since it moored in the City’s Docklands in the summer.

The new yacht already had a core set of fans owing to the previous Sunborn vessel that was docked in the city until 2008.

Thomson says: “A lot of guests were waiting for us to come back. So we had a lot of people who were here previously and

they’ve come back. Also with the media attention, we’ve had a lot of people calling up asking when they can book. It’s amazing the amount of interest that we’ve had and it’s because it’s unique to stay in a yacht… and you don’t know what to expect. Your journey begins when you are online and booking it.”

Once you step on board there are subtle differences compared www.fm-world.co.uk

16/10/2014 17:50

The previous Sunborn was also docked at Royal Victoria Docks in London

with a regular hotel, like the porthole windows found in some of the bedrooms. Looking out of these at the River Thames might even make one seasick, depending on your disposition.

“Guests sometimes have the impression the yacht is moving but it’s not moving. The yacht is moored and the movement is so little,” says Andreas Stys, general manager of the Sunborn. www.fm-world.co.uk

16-19 ISS Sunborn.indd 17

Stys is responsible for the day-to-day running of the hotel. One of the features his maintenance team is responsible for is ensuring that the mooring arms that keep the vessel in place stay put. He says even though the internal differences between a yacht hotel and a bricks-and-mortar one might be subtle there are definitely distinctions between how both are maintained.

Stys says: “You need an expert.

I have in my team a property manager who also managed the previous Sunborn yacht hotel.”

One difference, according to Stys, is the setup for the air conditioning.

“Our air conditioning works with water from the Thames, so that is certainly different from a regular building,” he says.

“It is powered by electricity but takes water from the Thames to cool the whole system and to cool down the rooms using pipes which the water flows through…

The water is filtered and we have it cooled down and sent through the pipes of the boat.”

The Sunborn was created to offer areas with limited development space an additional 100 to 200-bedroom luxury hotel. Sunborn yachts are designed to meet “very high environmental EU standards”, according to ISS, and on board they feature some innovative eco-friendly technology, such as the use of tablets in rooms, so that guests are able to order room service and make table bookings as well as download movies and make purchases of theatre tickets and car hire. Using the tablet also helps the Sunborn to save paper, says Thomson.

The hotel yachts are designed with zero discharge and emission policy and will not be using engines or generators while in mooring. The new Sunborn itself has heated windows, underfloor

FM FACTS

FACILITIES ● 136 rooms and suites ● 132 standard & executive

rooms and 2 junior suites & 2 executive suites ● Total occupancy – 308 ● 4-star rating ● In-room tablet comms system to contact hotel services ● Coffee machines in all rooms and suites ● Saunas in two suites ● Additional facilities: - Meeting spaces (restaurant, conference room, boardroom, private dining/meeting room) - Mobile bar (5th floor/deck) - Spa treatment room - Outside decks and private terraces (incl Skylounge)

heating in bathrooms and lowenergy bulbs and it recycles the waste cooking oil used in its kitchens into biodiesel.

Thomson says the yacht gets its electricity, water and waste all from ExCeL. “Our power comes from ExCeL to our junction box and then it’s wired in here.”

Stys says the yacht’s many windows pose unique maintenance issues that must be thought through.

“We have so many windows everywhere so we have to find the right temperature depending on the weather,” he explains.

“Due to the sun and the reflection of the water it can become like a mirror. The sun reflects to the water and to the boat and the inside can become hot,” he says. Turning up the air conditioning, offsets any excess heat and high temperature, but this has to be modified regularly depending on the weather.

“There has to be a constant eye on that aspect by the maintenance team,” says Stys.

There is the potential for water damage to the yacht because of its location. “Our yacht is in the water, we need to have it inspected every three months to check whether the conditions are fine, whether there are mussels on it or other damage on the boat, and if it needs cleaning,” says Stys.

The windows also have to be cleaned every six to eight weeks.

Normally a team is assigned to clean the outside of boat from the top to the bottom, says Stys.

Security guards are stationed on top of the boat as well as an emergency team that can provide assistance if any hazardous situation should occur for the cleaners.

The first yacht hotel was also owned by Finnish company Sunborn and managed by ISS, and was sold in 2008. Thomson says: “The yacht is like a car in FM WORLD | 23 OCTOBER 2014 | 17

16/10/2014 17:50

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FM FEATURE

THE SUNBORN

FACTS

EMPLOYMENT ● Total employees: 75 ● Number of new recruits: 42 ● Local resident employees: 27 ● Apprentices: 3 ● Sunborn London is a Recognised Living Wage Service Provider ● ISS is one of the first employers in the area to pay hotel staff the London Living Wage ● ISS and East London Business Alliance (ELBA) are partners in a ‘Passport to Work’ project to recruit staff for Sunborn London; ELBA works with Newham’s job brokerage, ‘Workplace’

DINING ● Restaurant: 80 covers – buffet

breakfast & lunch, à la carte dining ● Lounge bar: snacks and drinks ● Wheelhouse: private dining

MEETING & EVENT SPACE ● Auditorium/private screening

room: 50 seats ● Wheelhouse: 12 boardroomstyle; with deck up to 80 ● Auditorium: 50 seats, theatrestyle ● Sky Bar: 100 cocktail-style, 30-50 cabaret-style, 70 theatrestyle + deck up to 60 ● Restaurant: 150 cocktail-style, 55-80 cabaret seated + outside deck up to 80 ● Open-plan meeting: 250 cocktail-style, 200 informal + deck up to 80 ● West India Dock 1: 50 cocktailstyle, 24 boardroom or 80 theatre-style ● West India Dock 2: 50 cocktailstyle, 20 boardroom or 60 theatre-style + balcony ● East India Dock: 50 cocktailstyle, 24 boardroom or 80 theatre-style

www.fm-world.co.uk

16-19 ISS Sunborn.indd 19

HERPREET KAUR GREWAL

that it depreciates in value.

After 15 years you have to sell a yacht, otherwise you lose money because of the depreciation… A buyer came and offered money and we sold it.” Thomson said the economic downturn slowed the process of building a new yacht. “There wasn’t supposed to be this long a gap,” she says.

The last yacht was built for the Finnish market. This posed some problems as details like plug sockets were Finnish, unable to be used by British or other European guests. Also, signage was in Finnish on the old yacht.

But the new Sunborn London has been more suitably tailored for a British clientele. Thomson says it has more baths rather than merely showers, uses LED lights (instead of “brighter lights” used in the previous Finnish design), has the main restaurant at the front of the yacht rather than the previous one that was at the back of the fifth deck).

New wave European and UK sockets are used instead of the Finnish ones on the previous design, and the steps leading into corridors, rooms, bathrooms have been removed. In a normal sea-going vessel, should water enter the interior, the ‘steps’ stop water sluicing through the entire structure – but for a moored boat this feature is not needed.

ISS has also worked with the East London Business Alliance (ELBA), a social regeneration charity in East London, to recruit specifically from the local area – the London Borough of Newham. It has 27 local resident employees and three apprentices. ISS is one of the first employers in the area to pay hotel staff the London Living Wage. Thomson says

The Sunborn is designed

by Finnish company, Lasse Heikkinen Architects and is tailored for a British clientele A range of roles from housekeeping to reception are filled by local residents

they recruited on attitude rather than skills. It shows when you look around the yacht – every employee seems to be smiling.

“With people who are longterm unemployed they perhaps don’t have the skills needed to be on reception etc, so we thought if they have the right attitude, we will teach them the skills, if they are willing to learn. During the interviews we gave them games to play and different activities to do, to see what they are like and it came out very well.”

But it was not straightforward, admits Thomson. “Some didn’t turn up on day one or day two.

After a few weeks, some said the work was too hard. But we haven’t asked anyone to leave. So we’ve lost a few – but not many.”

As for the future, Thomson envisions more Sunborn yacht hotels popping up in London.

“If the economic climate holds up we can open more Sunborn hotels. If we can get someone to build them and find somewhere to put them, then that’s what we will do.” FM

“Guests sometimes have the impression the yacht is moving but it’s not moving.

The yacht is moored and the movement is so little”

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16/10/2014 17:51

FM FEATURE BIFM AWARDS

BIFMAWARDS On 13 October, London’s Grosvenor House hotel again played host to the biggest celebration of FM endeavour in the UK. The stories behind the winners and those highly commended - with the reasons for their success - appear across the following pages

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www.fm-world.co.uk

16/10/2014 17:54

BIFM AWARDS CATEGORY WINNERS

Award sponsored by

FACILITIES MANAGER OF THE YEAR Chris Newton of Mitie has been rewarded for his work on the Lloyds Banking contract, where his role has been pivotal in delivering pioneering outsourcing model THE WINNING ENTRY: WINNER, FACILITIES MANAGER OF THE YEAR Chris Newton, currently Mitie’s contract managing director on its Lloyds Banking Group (LBG) account, took the big prize at the end of the night when he succeeded Deborah Rowland as facilities manager of the year. Having TUPE-transferred from LBG to Mitie 2012, Newton is currently responsible for setting and delivering LBG’s FM strategy. Newton was part of the team that designed the scope of the LBG contract before implementing and delivering it. With a value of around £185m per annum, LBG is the largest integrated facilities

Headline sponsor

WINNER: LIFETIME ACHIEVEMENT AWARD In a poignant moment, former facilities manager of the year Chris Stoddart, who died in August, was awarded the institute’s lifetime achievement award by current BIFM chairman, Julie Kortens. Stoddart’s achievements within the sector are extensive, but most apposite in the circumstances was his extensive work as a lead judge on the BIFM awards for many years, for which he was posthumously thanked by new head of judges Steve Gladwin.

Former chairman Ismena Clout and awards judge Chris Stoddart, who both died this year, received a minute’s applause.

www.fm-world.co.uk

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PHOTOGRAPHY: CHRISTIAN TRAMPENAU

2014

management contract in Mitie’s portfolio employing over 6,400 Mitie people. The contract is also Mitie’s fourth largest business in its own right.

Colleagues describe Newton as “an energetic and highly motivated FM professional, a natural leader with considerable commercial flair and a proven ability to guide and deliver substantial change within FTSE 100 organisations”.

Also recognised for his “strong leadership competences and charismatic personality”, Newton has also taken on a number of non-executive roles.

You’ll find a full profile of the new facilities manager of the year in our next edition.

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16/10/2014 17:55

Award sponsored by

BIFM AWARDS CATEGORY WINNERS

Watch Tristam Slater of King’s College London (second left) discuss the project at fm-world.co.uk

EXCELLENCE IN A MAJOR PROJECT A bespoke maintenance model, turning biological waste into biofuel and setting up a board to assess catering are among initiatives that set the King’s College/Bouygues project apart THE WINNING ENTRY: KING’S COLLEGE LONDON AND BOUYGUES ENERGIES & SERVICES – PUBLIC PRIVATE PARTNERSHIP EFFICIENCY REVIEW

and waste management; energy savings; the innovative use of the lifecycle fund; and quality and governance. In addition to the savings, the review also increased operational collaboration; harmonised and improved services and created a better The PPP accommodation efficiency review governance structure. Measurement also undertaken by King’s College London and improved. As one of the first PFIs in the Bouygues Energy & Services explored how the FM UK, setting the original key performance service delivery within the 25-year build-andindicators and service level agreements operate PFI agreement, which began in August was difficult, with a tendency to be over1999, could be made more efficient. It delivered prescriptive. The KPIs were rewritten to more than £1.1 million of savings to be reinvested reflect this new approach and present a more in student services through simple changes and accurate picture of the facilities function – a fundamental strategy alterations across five piece of work that has made performance areas: mechanical and electrical maintenance; measurement more realistic and allows it to soft services such as cleaning, catering, security be benchmarked with the rest of the college.

“[The project] has since delivered more than £1.1 million of savings to be reinvested in student services”

KEY THEMES

PHOTOGRAPHY: CHRISTIAN TRAMPENAU

HIGHLY COMMENDED: ISS AND BARCLAYS – PROJECT UNITY Project Unity is the name of the initiative that has transformed how FM is delivered to colleagues, customers and stakeholders across Barclays’ diverse global portfolio.

Project Unity involved the procurement and mobilisation of the huge and highly complex fiveyear contract, awarded in June 2012, between Barclays and service provider ISS. ISS became sole facilities provider to Barclays across the Americas, the UK, Asia Pacific, Europe and the Middle East – delivering 30 services across 37 countries.

‘Project Unity’ helped to streamline the procurement process by substituting written reports for site visits, face time with suppliers, discussions with teams on the ground and direct communication

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in order to select an FM services partner who could deliver on the scale required and – more importantly – was closely aligned culturally with the bank.

Previous deals had seen local service providers acting as managing agent for local suppliers, but Project Unity resulted in a single provider working to a single set of SLAs and KPIs for all territories worldwide. The result has been a lean delivery model with a single point of contact for the whole account, stripping back layers of management and addressing any duplication over reporting lines.

At the heart was a flexible and scalable delivery structure that would ultimately translate to a faster, more efficient and personal service.

This was a keenly contested category with both projects noteable for the complexity of detail involved. ● The King's College / Bouygues project impressed because the team involved conducted the project within the confines of a PFI arrangement. ● ISS was commended for being a project in which “ISS became the sole facilities provider to Barclays across the UK, Asia Pacific, Europe and the Middle East, managing the entire portfolio as one and delivering 30 services across 37 countries.”

www.fm-world.co.uk

16/10/2014 18:11

Award sponsored by

BIFM AWARDS CATEGORY WINNERS

Martin Phillips, MD, Carillion (second right) talks on video about the award at www.fm-world.co.uk

SERVICE PROVIDER OF THE YEAR (LARGE) Carillion won here for its work in developing a bespoke business model for the 600 staff, £20m direct service delivery contract with British Gas / Centrica.

THE WINNING ENTRY: CARILLION PLC - CENTRICA / BRITISH GAS Carillion has provided FM services including catering, cleaning, security, front-of-house, reception, and building fabric maintenance and mechanical and electrical engineering to Centrica/British Gas since 2005.

A number of total FM services are also operational across a number of sites, including archiving, pest control, landscaping and gritting, providing a consolidated total service package to sites that require it.

Carillion has shown its ability to excel in a number of areas especially when it comes to staff training and reaching green targets.

The company places a lot of emphasis on its staff. It says: “Our people are at the heart of our business and we understand that to deliver an excellent service, we need happy, motivated colleagues that enjoy working for us. We undertake initiatives that aid people and talent management, succession and recognition.”

It has developed a contract-specific award programme called BEST (Brilliant Excellent Superb Terrific) that provides recognition and reward to its staff. The award is given in front of other staff, so an employee’s work is recognised by his colleagues.

A system is also in place to allow employees to give “simple thank you cards” as a means of instant recognition. They can be used by anyone on the team and are a quick way to acknowledge and appreciate another colleague’s work.

The Facilities Management Practitioners Certificate programme (FMPC) has been developed by Carillion’s business improvement www.fm-world.co.uk

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team specifically for the facilities team on this contract. The FMPC is tailored to the needs of the client and customers and any development is ongoing.

Carillion’s approach to developing staff has attracted recruits. One said: “The main reason for originally wanting to work for Carillion was due to the training and development opportunities here and I haven’t been disappointed by these since I joined in January 2014.”

The FM team consists of 44 people who are dedicated to the contract, including 17 site-based FMs. The wider support team consists of central finance, commercial, projects, engineering, business improvement, health and safety, small site support teams and business performance teams.

One of the firm’s main achievements has been hitting key waste targets, including reduction of carbon emissions. Carillion has been recognised as a finalist in the latest environment and energy awards in the category of Innovation Award for Energy and Waste. One of the ways it has achieved this is through the Building and Environmental Management System strategy developed by the Carillion team, which has been rolled out across its entire portfolio to help achieve carbon reduction targets with an energy-efficiency standard at each site.

It is based on a number of factors such as health and safety requirements, air standards and guidelines and builder user comfort. The strategy focuses on demandcontrolled heating, ventilation and cooling at each site so that only the energy needed is used.

“We understand that to deliver an excellent service, we need happy, motivated colleagues that enjoy working for us”

KEY THEMES This entry was successful for: ● Carillion’s “mastery of the service management programme at Centrica, starting with its own staff at grassroots level ● A detailed and effective client performance survey and assessment tool deployed across client sites to provide its staff with objective and peer-driven performance feedback ● Comprehensive staff training including BEST and the FM Practitioners Certificate.

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Award sponsored by

BIFM AWARDS CATEGORY WINNERS

Dave Russinger of Premier Workplace Services (second left) discusses the award at www. fm-world.co.uk

SERVICE PROVIDER OF THE YEAR (SMALL) Premier Moves has for 17 years provided business-class relocation services. This year it expanded into four specialised divisions under one banner – Premier Workplace Services (PWS) THE WINNING ENTRY: PREMIER WORKPLACE SERVICES – BUSINESS CLASS MOVES AND CHANGE SERVICE PWS provides a full range of office and IT relocation, churn, support, storage, sustainable clearance and interior refurbishment services.

It works with FM clients who are managing change in the workplace, be this large moves or daily churn. It supports clients through change, integrating resources and services into the on-site teams. If it is critical that clients have continuous operations, PWS operates out of working hours and re-establishes a full work environment for the next day. For clients requiring an office refresh on a tight

budget, PWS audits all existing resources, assesses reuse and refurbishment options and does fully costed-options based on project criteria. The “weekend refresh” service consists of detailed planning and co-ordinated packing up – moving IT equipment to safety before carrying out services including carpet replacement, floorbox moves, changes to lighting and suspended ceilings, installation of partitions, painting, office knock-down and rebuilds and furniture installation.

PWS enjoys an “extremely high level of repeat business”, having worked with Tesco for 17 years and with KPMG for six.

It invests in training for all staff and fosters continual development.

“We used Premier when we wanted to revamp our most tired shops… The results were stunning… and sales have risen”

KEY THEMES

PHOTOGRAPHY: CHRISTIAN TRAMPENAU

HIGHLY RECOMMENDED: SWIFTCLEAN BUILDING SERVICES Swiftclean deals with hundreds of clients, from independent owner operators of single outlets to major food manufacturers, hotels, pub chains, leisure complexes, railway stations, airports and retail sectors. It provides services to educational establishments, health authorities, central government and local authorities.

In the past year the firm has retained contracts such as Mitchells & Butlers and Homes for Haringey and expanded others, including SSP Group within airports and railways, Rainham Group, and local authorities.

The company provides Legionella control risk assessment; kitchen extract fire safety cleaning; specialist ventilation hygiene cleaning and several

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associated hygiene services. Swiftclean grew and expanded consistently during the economic downturn. Turnover has increased from £4.7 million in 2012 to £5.2 million in 2013.

Most of Swiftclean’s core business is providing specialist services, much of which are inherently environmentally beneficial. The company’s kitchen extract ductwork cleaning and grease trap management services help to enhance cleanliness in commercial kitchens, most critically controlling the serious fire risk in commercial catering and also stopping fats from entering the sewer and water systems.

Staff levels at Swiftclean have increased 18 per cent from 85 to 105 employees in the past year. The cleaning firm also has developed modules in ventilation hygiene for a ductwork cleaning apprenticeship.

Organisations were rewarded for: ● Premier Workplace Services – creating a valued service to clients that also supports charitable and service-in-the community achievements - adapting existing services in new and innovative ways, and in so doing setting a new benchmark for FM service delivery ● Swiftclean – for leading the way in establishing awareness in central government by creating a recognised industry standard for the management of fire risk in extract ductwork.

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16/10/2014 18:12

Award sponsored by

BIFM AWARDS CATEGORY WINNERS

Diana Kilmartin, director, People Workspace (fourth from the left) speaks about the win on fm-world.co.uk

THE IMPACT ON ORGANISATION AND WORKPLACE AWARD Global telecoms company Three‘s aim was to transform its HQ to complement the company’s brand.

Clever space planning was key THE WINNING ENTRY: THREE – ‘EVERY DAY WONDERFUL’ The project was to bring global telecommunications company Three’s philosophy to what the staff felt was ‘a tired and dated workspace where both morale and staff retention rates were low’ at the headquarters at 123 St Vincent Street in Glasgow.

The key objective was to ‘create a positive, productive workplace which people would talk about outside of work with enthusiasm and pride’. Another aim was provide areas where staff could ‘disconnect from technology’ to relax.

It was hoped this would bring the ‘Every Day Wonderful’ promised to customers to those who were delivering the message and presented the face of the brand. It required renewed staff engagement. It also had to bring the retail experience to the office environment to assist the sales team with its knowledge of what was being sold.

Challenges included a big recruitment drive that had to be incorporated into the design and works. Headcount continued to increase dramatically throughout the programme – from 570 to 941. Works were carried out while the building was fully occupied. FM team discovery workshops and steering groups were held throughout planning – from March October 2012 – to ensure the delivery of a vibrant and dynamic workplace that Three’s people would be proud of, talk about outside of work, increase satisfaction and productivity and combine Brand alignment between Three’s retail and office experience. These meetings included

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fun environment ‘wishlist brainstorming’ sessions with all staff.

As well as using posters, newsletters, social media such as Instagram and Twitter, display screens and images captured on a time-lapse camera, on and off-site staff were kept apprised of every aspect of the fit-out and – in their words – were able to capture ‘the amazing moments!’ via a mobile app and intranet site.

A design-and-build strategy was used to deliver the 39-week programme from 29 October 2012 to 26 July 2013 across a gross internal area of 6,300 sq m floorspace on four storeys. The total cost was £3,876,265.51 and the project was completed on budget and within the timescale set.

Product engagement included a mock-up retail area showcasing the latest handsets and tablets, an ‘Inspire’ area for vendors to set up campaigns, plasmas showing sales statistics and internal messages, e-learning at desktops or remotely for staff development, training spaces, demo areas on working floors near to open-plan areas, and a kiosk in reception showcasing technology and wireless facilities.

In reception, ‘Gem’ screens with large messages were introduced to the atrium windows to familiarise visitors with the Three brand and touch-screen kiosks issued visitor passes and enabled wireless access to the ground-floor café, prompting the host to greet them without compromising security.

A full case study explaining the project will appear in our next edition.

“From being the poor cousin, 123 St Vincent Street is very much the place to be”

KEY THEMES Three was successful for this project because it involved: ● Transforming an office building into a space in line with the 3 brand, delivering on staff engagement improvements; ● Providing the investment for excellent shared facilities and space to handle the growth of the UK call centre; ● Improving staff engagement levels from 43 per cent to 88 per cent and delivering on more than 90 per cent of the staff wishes; ● Making staff feel communicated with and fully involving the FM team across the whole process.

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Award sponsored by

BIFM AWARDS CATEGORY WINNERS

Alan Smallman of Tesco Maintenance & Energy (fifth left) discusses the award on the FM World web site

IN-HOUSE TEAM OF THE YEAR Tesco’s Maintenance Format Team went in-house to aid communication with retail. Seeing the store through the customer’s eyes, they created a fresh approach to service provision THE WINNING ENTRY: TESCO MAINTENANCE & ENERGY – TESCO MAINTENANCE FORMAT TEAMS Tesco’s maintenance format team has developed a strong working relationship with Tesco’s retail unit and national operations centre, resulting in a positive impact on maintenance work across a challenging portfolio of stores and other properties within the retailer’s portfolio.

The team – 854 store technicians, 59 group maintenance managers and six format maintenance managers – oversees more than 2,700 stores in the UK and Ireland.

The engineering services division, an external business formerly known as M1, was brought in-house in 2010. This change removed a

disconnect between Tesco Maintenance and the main business. Open dialogue is encouraged between retail and format teams to keep each store at its best.

The result was an increased interaction for the Format team with their retail counterparts, which led to reduced fix times and better communication between teams, to provide a ‘great shopping experience’.

Despite a 25 per cent increase in the size of the estate in the past year, the engineering workforce increased its productivity by 30 per cent at no rise in cost.

Changes included aligning group managers with store types, such as Tesco Extra, Express and Metro, rather than area, so each team could tailor support to each store type.

“The development of a valuable working relationship and alignment underpins the success of the format team”

KEY THEMES

PHOTOGRAPHY: CHRISTIAN TRAMPENAU

HIGHLY RECOMMENDED: THE LAND REGISTRY The Land Registry is a self-financing trading fund, managing the registrations of ownership of land and property in England and Wales.

In 2010, Land Registry outsourced its FM unit to Carillion to increase service efficiency and cut costs during the recession. An in-house team of 17 was retained to manage the relationship between Carillion and Land Registry’s customers. The unit manages Land Registry’s portfolio of sites in Nottingham, Croydon, Plymouth, Fylde and Hull, and the associated facilities services contracts.

With the core services provided by Carillion Amey, Land Registry was able to focus on meeting a number of international standards in environmental management, data security and health and safety.

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Over the past five years, the public sector unit has aimed to standardise service delivery across its sites. In 2013/14, Land Registry reduced its carbon emissions by 16.4 per cent, significantly more than its key performance indicator of 5 per cent for the year.

This was achieved through introducing dry mixed recycling processes across all sites and implementing a sustainability strategy, with sustainability champions put in place to share best practice ideas. Sustainability reduction is managed within the in-house facilities team.

As part of meeting the OHSA 18001 health & safety standard, Land Registry achieved 100 per cent compliance rates across a number of planned preventive maintenance categories.

Improvements to soft services have resulted in significantly increased audit scores.

Winners in this category were successful for: ● Demonstrating excellent strategic alignment with the business ● Supporting effectiveness with measurable results from the business strategy ● A change in culture, helping to provide a customer-driven service ● Strong leadership skills, providing direction to a large multi-skilled team ● Year-on-year improvements and feedback from end users on the improvements in the service

www.fm-world.co.uk

16/10/2014 18:16

Award sponsored by

BIFM AWARDS CATEGORY WINNERS

Andrew Dutton, critical environment director, Integral Uptimeplus (third left) speaks on www. fm-world.co.uk

INNOVATION IN USE OF TECHNOLOGY AND SYSTEMS A multi-faceted maintenance programme and an app to boost the sales of a leading supplier took the plaudits on awards evening THE WINNING ENTRY: INTEGRAL UPTIMEPLUS Integral’s Uptimeplus is a reliability-based maintenance program that allows users to deliver a bespoke maintenance strategy using the latest predictive technology and tools, reducing failures and overall cost of ownership.

The software provides what its authors describe as “an approach to maintenance that combines reactive, preventive and predictive practices and strategies to maximise the lifetime and availability of business critical assets”. The product works on Integral’s Galileo platform, performing a range of analytical techniques by applying the platform’s asset-specific predictive life cycle algorithms – algorithms unique to

the Galileo technology. Clients can now forecast when maintenance is planned and performed, meaning that decisions on maintenance intervals are based solely on asset need and criticality. Integral says Uptimeplus can ensure that a client’s structured maintenance programme will, through dynamic scheduling technology, “deliver highly resilient performance while supporting an unparalleled cost of ownership”. The software service can be delivered to a client’s desktop or as a mobile solution, through bespoke reporting graphics.

Galileo assesses the effect of differing maintenance strategies on equipment condition, performance and related risk implications.

“Clients can forecast when maintenance is planned and performed, meaning that decisions on maintenance intervals are based solely on asset need and criticality” KEY THEMES

HIGHLY COMMENDED: PHS GROUP – THE SALES LEAD APP The need for a single point of capture for sale leads drove PHS to look for a new technological solution – one resolved through the development, with the help of its in-house IT team, of an app to assist frontline staff capture customer sale leads on handheld mobile devices via smartphones and tablets.

Kelly-Anne Ralph, manager of PHS’s ‘Leads United’ sales support team, oversaw the product’s development.

And since its launch, the sales lead app has generated an additional £1.1 million in revenue with PHS’s sales force having faster access to customer enquiries to enhance its sales efficiency. www.fm-world.co.uk

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UptimePlus is a product focused primarily on the management of risk. When used appropriately it can not only manage the day to day engineering risk - while also improving resilience - but it can also manage the financial risk, to both client and maintenance provider alike. ● As well as devolving access to client details to a user’s mobile device, the PHS app allows for the centralising of sales contact and stock database information.

Users were trained extensively as part of the product roll-out. ●

The aim was to create a ‘Leads United’ sales app for regional managers to use as a tool to track leads directly with their teams, increasing overall lead conversion from 21 per cent to 31 per cent.

The application has been coded to ensure that it can be used on a variety of mobile devices including iOS, Android, Blackberry and Windows mobile.

Users select the app on their device, enter an account number, select a client contact and then the required PHS division and product.

After a pilot project roll-out and communication campaign with Ralph at the helm, the figure of converted customer sales has since risen beyond the original target of 31 per cent to 38 per cent.

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Award sponsored by

BIFM AWARDS CATEGORY WINNERS

Watch Frazer Meiklejohn of FES FM (fourth left) talk about the award at www.fm-world.co.uk

LEARNING AND CAREER DEVELOPMENT To sustain its ‘promote from within’ approach, FES FM joined training and education partners to develop its own training academy WINNER: FES FM – COMMITTED TO KNOWLEDGE AND SKILLS DEVELOPMENT FES FM’s entry exhibited a long-term commitment to develop talent within the company. Its policy of choosing internal development and promotion over external recruitment has provided the chance for FES FM to transfer resources within the FES Group, depending on workload. Nurturing its talent has enabled FES FM to retain skills during recession.

In 10 years it has increased average training hours per person to over 20 hours per person, per year, higher than the industry average.

In 2012-2013, FES FM staff and apprentices

underwent more than 15,000 training hours.

FES FM has promoted 42 per cent of all management staff. Nearly one in 10 has been promoted twice. FES FM believes in empowering people to select the requisite learning approach. The management team assesses CPD and other training requests in twice-yearly reviews. All regimes are integrated within its management system.

Feedback sessions allow staff to comment on knowledge gaps.

FES FM developed an in-house training academy in partnership with Forth Valley College in Stirling, Scotland. The college provides bespoke technical compliance training for FES FM. It will create 12 apprentices for FES FM a year.

“The FES Group has consistently maintained strong family values and a commitment to, wherever possible, promote and develop talent from within the company” KEY THEMES

PHOTOGRAPHY: CHRISTIAN TRAMPENAU

HIGHLY COMMENDED: JLL – THE JLL PROPERTY AND ASSET MANAGEMENT ACADEMY The core of JLL’s HR strategy is to ‘attract and retain the highest calibre of talent in the market’.

JLL’s learning and development programme was adapted after its merger with King Sturge in 2011, developing a training academy for its PAM business.

A part of the programme is the induction course for new employees. It aims to help learners understand what is expected of them, and to provide a platform for initial feedback with senior management in the PAM business. The scheme also focuses on e-learning methods.

The FM division uses a learning management system (LMS) to manage all training bookings and as a platform to host training content. This has

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been in place since 2011, and the PAM business adopted the system last year.

JLL provides 60 online training courses, with video and reference guides and webinar recordings.

According to JLL, the move to e-learning modules is to cater for the ever-changing FM landscape, and to provide a flexibility, cutting down travel and time away from desks.

In 2013, JLL became a Recognised Centre of the BIFM, enabling the centre to deliver the BIFM Level 4 Certificate of Facilities Management qualification. JLL is accredited with the Institute of Occupational Safety & Health (IOSH) to deliver the IOSH Managing Safely qualification.

The organisation also provides a mix of jobspecific training and more general CPD.

Winners in this category demonstrated: ● Clear evidence of how investment contributed to a sustained improvement in business performance ● A wide-ranging programme both to attract people into the FM sector, and to develop technical capabilities of current staff ● A collaborative approach with education partners ● Collaboration within the organisation to better understand and evaluate learning and development in the future.

www.fm-world.co.uk

16/10/2014 18:16

Award sponsored by

BIFM AWARDS CATEGORY WINNERS

Watch Richard Sykes, chief executive of ISS UK & Ireland (fourth left) discuss the award at www.fm-world.co.uk

PROFOUND IMPACT ISS says it has long recognised the business case and altruistic benefits of engaging with youth to nurture the FMs of tomorrow.

And it was this commitment to serving the industry that particularly impressed

THE WINNING ENTRY: ISS UK AND IRELAND – EMPLOYABILITY: PROVIDING OPPORTUNITIES TODAY FOR THE TALENT OF TOMORROW Early intervention is a cornerstone of ISS’s Work Inspiration programme.

Currently, those with little experience and few qualifications or from deprived areas with difficult personal circumstances are the greatest casualties.

This, says the company, has ‘only intensified our focus and drive’. This spurred the company on to create three core initiatives: ‘Work Inspiration’ – work experience for those aged 14-16 delivered in partnership with Business In The Community; apprenticeships offering the ‘earn as you learn’

HIGHLY COMMENDED: COFELY & LONDON LEGACY DEVELOPMENT CORPORATION – QUEEN ELIZABETH OLYMPIC PARK, LONDON “The most enduring legacy of the Olympics will be the regeneration of an entire community for the direct benefit of everyone who lives there”, said the UK’s bid for the 2012 Games. Cofely is working with the London Legacy Development Corporation (LLDC) to fulfil that promise at Queen Elizabeth Olympic Park (QEOP).

This project involves a formidable scheme to regenerate the area over five to 10 years.

Cofely is the operational arm of LLDC’s Park Operations and Venues team and is carrying out 24 services to LLDC – taking the area from ‘Games’ www.fm-world.co.uk

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route with partners the National Apprenticeship Service and Babcock – offering NVQs, key skills and technical certificates; and graduate schemes for ‘fully immersing graduates into the business from the outset as part of our drive to make FM a career of choice, not chance’.

‘The ISS Strategy Alignment: Investing In People’ links the company’s commitment to youth employability inextricably to ISS’s wider strategy. It says an engaged and rewarded workforce is critical if the company is to realise its vision of being the world’s ‘greatest service organisation’.

ISS says it enjoys a 90 per cent retention rate on its graduate scheme alone. And it says nurturing those who aim to be future leaders cuts recruitment costs.

to ‘post-Games’; re-opening the park to the public; presenting the park to attract further investment; and delivering community benefit to help gain convergence.

Only the core Olympic venues are being retained in the 3.7 million square metres redevelopment. The park will ultimately have 29,000 homes and 1.36 million sq m of commercial space. The QEOP will become five new ‘neighbourhoods’.

The first area of QEOP to open was the North Park in July 2013, followed by the South Park in April. Over 2013-4 the contract was extended to cover technical services, cleaning and security at the Copper Box Arena and Timber Lodge Cafe, with low-level maintenance at the Aquatic Centre, Orbit and Stadium.

‘The ISS Strategy Alignment: Investing In People’ links the company’s commitment to youth employability inextricably to ISS’s wider strategy”

KEY THEMES The winner in this category demonstrated: ● a strong sense that procedures are comprehensively embedded within the organisation ● A great story that supports the future of the FM industry ● A lot of activities of real worth that can be emulated across the supply side ● The raising of awareness of FM in schools: 10-25 graduates a year with a 90 per cent retention rate, and former graduates of the scheme recruiting new graduates

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Award sponsored by

BIFM AWARDS CATEGORIES

Mark Leighton, business improvement manager, Cofely (third from the left)

RISING TALENT Entrepreneurial intuition led Mark to overhaul an old-fashioned environment by creating new initiatives when he joined Cofely as an apprentice. His ethos, drive and impact on customers are all reasons for his success in this category THE WINNING ENTRY: MARK LEIGHTON OF COFELY Mark’s five-year journey in FM began in September 2009 when he joined Cofely as an apprentice electrician at a large hospital in the North-East. FM drew him in because of its client interaction, teamwork and technical delivery.

During a team-building week away he was advised by an HR manager to join the company’s management graduate scheme. From there he took a part-time degree in business leadership and management alongside full-time work.

Cofely’s graduate management scheme is a two-year rotational scheme involving four placements to give broad FM experience.

His initial placement was in a large-scale

PHOTOGRAPHY: CHRISTIAN TRAMPENAU

HIGHLY COMMENDED: ANDREW HULBERT OF PARETO FACILITIES MANAGEMENT LTD Andrew Hulbert’s came to FM in 2007 at university, where he was taking a BSc in business management.

During an internship at Rollright Facilities he spent eight weeks writing a competitor report on the FM industry. This involved making recommendations based on industry trends and competitor activity.

Understanding the zeitgeist, Andrew focused on sustainability as he could see the strategic value it would bring to clients and the competitive edge it would give Rollright, which achieved ISO14001 on the back of Andrew’s report a few months later. On completing his degree, he joined Rollright in late 2008 as a commercial graduate trainee.

By April 2009 Andrew controlled 50 staff across

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mobilisation and transition of Cofely’s Lambeth Local Authority TFM contract.

He then moved to the Queen Elizabeth Olympic Park to carry out duty management for ‘Park in Progress’ tours, overseeing more than 33,000 visitors, and took part in managing several events at the ArcelorMittal Orbit for clients such as BT Sport and guests such as Lord Coe and Mayor Boris Johnson.

Mark also carried out P & L responsibility for Balfour Beatty Rail, gaining £750,000 worth of new business. He also took an interim soft services manager role – driving up client satisfaction levels from 40 per cent to 80 per cent in the client’s monthly audits.

He said: “I believe in aiming high – going from apprentice to MD would be my dream!”

24 smaller sites worth around £1.5million. He learned management/operations/commercials on the job and soon stood out as a leader, gaining the respect of his staff and other managers with his collaborative skills. As Rollright grew, with a number of large blue chip contracts that required high standards of communication, management information and service delivery, he was appointed account manager and latterly strategic account manager.

Now he guides about 100 staff and a £5 million P&L across five key contracts. Since April 2012, he has been an associate director, reporting to the board. He has taken senior responsibility for most contracts within Bilfinger HSG, which amount to £10 million.

He is a Rising FMs committee member and chairs the BFG Young Managers Forum.

“To be given full TFM responsibility for our Balfour Beatty Rail Contract and prove myself capable of not only providing excellent Customer Service, but also achieving organic growth was something I will always be grateful for” – Mark Leighton

www.fm-world.co.uk

16/10/2014 18:34

Award sponsored by

BIFM AWARDS CATEGORIES

Facilities Services

Emma Marvell, head of facilities management, Cheshire Constabulary (third from left)

SUSTAINABILITY & ENVIRONMENTAL IMPACT A review of how evidence from controlled drug seizures is managed and recycled won the judges over in this category THE WINNING ENTRY: CHESHIRE CONSTABULARY – OPERATION CLEANUP Cheshire Constabulary was picked for this year’s sustainability prize because of an innovative approach to managing the waste that develops from controlled drug seizures – the plants that come into police possession as a result of planned operations, stop checks or members of the public reporting incidents to the police.

In the past, when cannabis factories were discovered officers would take sample cannabis plants as exhibits; the remaining plants and associated materials were removed and disposed of by contractors. After a review of these procedures by Cheshire Constabulary’s

FM team new processes were introduced that have resulted in an end to the policy of using contractors. Now waste recycling facilities for all different waste types are available at designated stations across the county, creating better ways of working for police officers responding to drug-related incidents. This work has reduced costs down to almost zero, with income from materials recycling being used to offset costs for the disposal of the hazardous waste items and incineration of cannabis. In a statement the Cheshire Constabulary said: “The facilities management team is contributing to our overall purpose of making the people of Cheshire safe, while achieving our objective of operating a sustainable police force.

“The facilities management team is contributing to our overall purpose of making the people of Cheshire safe” KEY THEMES

HIGHLY COMMENDED: PREMIER SUSTAIN – A DIVISION OF PREMIER WORKPLACE SERVICES Responding to the fact that 1.2 million office desks and 1.8 million office chairs end up in UK landfill every year, Premier Workplace Services (formerly Premier Moves) set up a sustainable office furniture and equipment management service that, within three years, has become a £1million turnover business.

Redundant items are re-manufactured, repaired, sold and donated on behalf of a wide range of public and private sector customers.

An external consultant was brought in to research what sustainable services Premier’s FM clients would be interested in.

It was decided that the key area needing www.fm-world.co.uk

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attention was the management of clients’ redundant office furniture and equipment.

The company made an initial investment in a small office furniture refurbishment workshop, training and employing two staff to remodel and resize office desks.

One early client was the London Borough of Hammersmith & Fulham, which required more than 200 office desks to be resized from 1800 centimetres x 1200 cm to 1400 cm x 800 cm.

This project alone saved the facilities team more than £20,000, diverting 8.6 tonnes of waste from landfill.

Premier has further developed services to include: desk resizing; desk re-topping; chair repair, refurbishment and upholstery; office screen resizing and recovering; and shelving and storage remanufacturing.

Cheshire Constabulary was successful for: ● work carried out by the Facilities Management team which has allowed Cheshire Constabulary reduced Carbon Emissions by 20% to date. ● working hard to educate the organisation on the benefits of effective environmental management and cutting carbon emissions. ● The Constabulary’s acceptance onto the Local Authority Carbon Management Plan in 2009, demonstratimg the level of its commitment.

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16/10/2014 18:35

Award sponsored by

BIFM AWARDS CATEGORIES

Bill Hancox, director of facilities management, Edge Hill University (fifth from the left)

EXCELLENCE IN CUSTOMER SERVICE Edge Hill’s Welcome Sunday project took months of careful planning to ensure that students can move in with peace of mind THE WINNING ENTRY: EDGE HILL UNIVERSITY FACILITIES MANAGEMENT – WELCOME SUNDAY Edge Hill University won in the in-house client team category in last year’s BIFM Awards, by adopting a ‘commercial market approach to customer service’. Continuing this theme, the university adopted this approach during its welcoming weekend for new students.

Edge Hill’s initiative is ‘Welcome Sunday’ – the “biggest day of the FM and Edge Hill calendar”.

It takes place in late September, co-ordinated across the campus to welcome new students into halls of residence, complete course enrolment and other administrative requirements.

PHOTOGRAPHY: CHRISTIAN TRAMPENAU

HIGHLY COMMENDED: COFELY & SALFORD ROYAL NHS FOUNDATION TRUST – COFELY SECURITY TEAM AT SALFORD ROYAL NHS FOUNDATION TRUST The Cofely security team won this year’s Excellence in Customer Service award for its improvement programme at an NHS Trust. It began its security contract at Salford Royal NHS Foundation Trust in 2009, with the security service previously in-house.

Improvement works were needed owing to the threat to hospital staff. The hospital is in a city with a particularly challenged accident and emergency department. At weekends, threats of violence and aggression from visitors and patients can be high.

Cofely began with team building and training, ensuring that all officers were SIA-licensed and

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The project is led by Edge Hill’s FM senior management team. Planning begins in April, five months ahead of induction day. The FM team liaises with internal departments, such as the academic registry, in order to understand any logistical requirements.

Any campus developments must take place within the summer-break window. Edge Hill invites students to attend an outgoing inventory check, offering a chance to discuss any damage found. Since involving the students, Edge Hill has seen a fall in complaints about damage deposit charges.

The cost of the project to Edge Hill is about £25,000. The spend represents 0.1 per cent of the average annual spend for each student, in terms of tuition fees and rental.

adept at CCTV monitoring, financed by Cofely.

SIA licence training was supplemented with training in violence risk reduction with consultant MAYBO. Officers also undertook customer-awareness training. All officers were enrolled and completed National Vocational Qualification level two in customer service.

Knowledge acquired included the understanding that each patient had a ‘story’ that could affect behaviour, as well as clinical restraint and suicide intervention. Officers worked with key hospital stakeholders on issues such as sensitively assisting with dementia patients.

The 18-month scheme’s ethos of continual improvement saw the team become one of the UK’s first third-party security providers to gain accreditation for Project Griffin, a police initiative to ‘protect cities from the threat of terrorism’.

“Our role is simple – we will welcome 1,750 new students to the campus which will be their new home for at least 12 months”

KEY THEMES Organisations in this category won for the following: ● Enthusiasm, professionalism and team passion for delivering high-quality customer service ● Presenting a team comprised of ‘on the ground’ FM professionals ● Raising knowledge and skills of staff ● Continually looking for ways in which the team can enhance customer experience ● Ease of implementation across similar working environments.

www.fm-world.co.uk

16/10/2014 18:26

PREMIER

workplace services

Business class moves and changes Premier Moves Ltd is celebrating 18 years of business with the launch of a new identity, 7YLTPLY >VYRWSHJL :LY]PJLZ [V IL[[LY YLÅLJ[ [OL PU[LNYH[LK ZVS\[PVUZ [OH[ ^L VMMLY businesses and other organisations that are making changes to their workplace.

Commercial relocation

Specialist IT services

Library & specialist relocations

Interior refurbishment

Secure storage facilities

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WINNER Service Provider of the e Year (SME) stainability and a Environmental Impact HIGHLY COMMENDED Sustainability

T | 020 8976 2100 E | info@premierworkplaceservices.co.uk W | www.premierworkplaceservices.co.uk

Premier Workplace Services is a trading name of Premier Moves Limited registered in England No 3250579

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15/10/2014 09:40 14:47

Selected forthcoming features in FM World:

Only weeks remain!

6 November issue: Ventilation and air conditioning 20 November issue: Workplace interiors 4 December issue: Office ergonomics

For HCFC R22 From the end of 2014, the use of the popular air conditioning refrigerant R22, for equipment service and maintenance purposes, becomes illegal.

Call us to advertise in our special feature issues and reach the largest targeted FM audience.

Contact Norbert Camenzuli on 020 7880 7551 Features are subject to change - please contact the editor for further details. FM World welcomes contributions and ideas for articles. Send a short synopsis to Martin Read at: martin.read@fm-world.co.uk.

Please note that we reserve the right to edit copy submitted for publication in the magazine.

R22 units awaiting replacement

Be wise when you advertise

For older cooling plants still operating with R22 refrigerant, be they industrial, process or commercial, time really is running out!

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15/10/2014 14:28

15/10/2014 15:02

Award sponsored by

BIFM AWARDS CATEGORIES

Lauren Totzke, UK business manager, J+J Flooring (third left), with Katy Dowding, managing director, facilities services, Skanska (second left)

EXCELLENCE IN PRODUCT DEVELOPMENT J+J Flooring was nominated for its Kinetix Flooring product, a new flooring system that comprises attributes of both carpet and vinyl THE WINNING ENTRY: J+J FLOORING GROUP – KINETEX J+J Flooring’s product has been engineered in response to the long-standing market need for a soft-surface flooring product that performs more like a hard-surface floor covering.

This is particularly vital in educational and healthcare facilities, which have much higher standards for cleaning, durability, moisture management, acoustics, indoor air quality, resistance to slips and falls and sustainability.

Unlike hard-surface floors, Kinetex isolates airborne allergens and irritants until they can be removed through vacuuming. The floor can be easily sanitized with bleach solutions and meets the rigorous standards for volatile organic

compounds (VOC) emissions.

But Kinetix has much wider applications and is already being used in corporate offices. It is manufactured by fusing knitted polyester fabric with cushioned polyester felt backing under high heat and pressure.

The result is a moulded flooring with the soft textile aesthetics of carpet and the performance and durability of hard surface flooring. It is sold as an effective alternative to hard-surface flooring. With more than 50 per cent recycled content, it has half the environmental impact of other commercial floorcoverings. It’s also less expensive: life cycle costs (over seven to 10 years) are 30 per cent less than rubber flooring, 35 per cent less than LVT, and half the cost of VCT.

“Unlike hardsurface floors, Kinetex isolates airborne allergens until they can be removed through vacuuming” KEY THEMES

HIGHLY COMMENDED: CARILLION PLC – ASSET INTEGRITY FRAMEWORK The Carillion Asset Integrity Framework fulfils ISO55000 and BIM requirements. Using this system enables Carillion to report and make informed decisions on capital investment and lifecycle planning for assets.

The system is used as an operational tool, setting out Carillion’s own requirements for asset data and guidance for verification or collection exercises. It provides a “robust reference point” for practitioners on methodology, data collection, data use and future requirements. The way data is collected and structured allows it to be held live within a CAFM system and subject to operational change through a physical asset’s life. This enables reporting functions www.fm-world.co.uk

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to be accessible for real-time reporting on asset risk, criticality and life cycle elements. Informed decisions can be made on a variety of subjects and issues including life cycle, FMR, statutory and mandatory compliance, which are based on asset data rather than just technical or operational input.

The Asset Integrity Framework streamlines the data verification process as it requires a “one-system approach” as opposed to several systems or manual approaches. Clients and customers benefit from tailored reporting that can be extracted in accordance with varying requirements. The tool has shown benefits for clients, says Carillion, for instance, by allowing robust data collection. The minimum standards document includes 40 additional data fields to be collected during asset verification surveys.

The judges rewarded organisations for: ● Kinetix is an innovative product that fills a gap for this type of surface; it’s easy to maintain, cost-effective and very environmentally sustainable ● Kinetix brings a new option into the design and specification of building flooring systems ● Kinetex addresses “humancentred” needs in educational and healthcare facilities with heightened standards for cleanability, durability, moisture management, acoustics, indoor air quality, resistance to slips and falls, and sustainability.

FM WORLD | 23 OCTOBER 2014 | 35

16/10/2014 18:23

THIS SEASON’S

PICKINGS “BIFM Training should be on the CPD plan for anyone working in FM and property or estates management.

The standard of organisation and delivery of every course is impeccable and consistent across their curriculum. ” Mark Rycraft, Centre Manager Middleton Grange Shopping Centre [various courses]

OCTOBER

13-17 Management Development [ILM Level 3 Award in Leadership & Management] 14-16 Understanding FM [Foundation] 15 Customer Focused FM 15-16 Effective Space Planning 16 FM Contract Models 16 Personal Effectiveness Skills NEW 21 IOSH Managing Accessibility 21 Building Surveying & Maintenance 21-24 IOSH Managing Safely 22-23 Understanding & Managing Building Services 23 Understanding CDM Regulations 28-29 Managing Relocation, Fit-Out & Move 28 The Tender Process * * ask about our discounted 29 Contract Management * contracting trio 30 Negotiating to Win * 30 How to Procure a Fit Out for FMs

NOVEMBER 03 4-6 5-6 11-13 11-12

Trends & Innovation in FM FM Business School [Advanced] Making Catering Contracts Work Understanding FM [Foundation] IOSH Risk Assessment in Practice

NEW

+44 (0)20 7404 4440

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

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Have your finger on the pulse of FM Get to the heart of facilities management by joining the BIFM today.

Be at the very heart of your profession by joining the BIFM. It’s the one body that has something for everybody in the business. We offer the most prestigious training, development and recognition for facilities managers.

BIFM pulse NEW 186x123.indd 36 | 23 OCTOBER 2014 | FM WORLD 1

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

We keep you totally in the know through FM World magazine, our continuously updated website and networking groups.

We even give you a chance to influence your profession personally by getting involved and giving FM a better future.

If you want to put your heart and soul into FM, talk to us.

T: 0845 058 1358 E: membership@bifm.org.uk www.bifm.org.uk

2/8/10 12:21:43

15/10/2014 15:05

FM MONITOR JOHN LANE

TECHNICAL

John Lane is a partner at Cundall LLP, specialising in IT, AV and intelligent buildings

WOR KSPACE OP T I M I SAT I O N U SIN G IP N ETWO R K DATA M I N I N G

s the trend toward peripatetic working gains pace, so does the growth in communications technology to co-ordinate the business connections required by remote workers, says John Lane

A

Hot-desking, or free address working, has been around for many years with an early implementation for Accenture Consulting in Paris in 1989.

But these pioneering attempts required the use of manual management processes by a concierge on site. Since then the technology to support free address working has come of age.

The proliferation of mobile computing devices – laptops, tablets and smartphones – creates the possibility of mobility, but these need high-density Wi-Fi to support significant numbers of workers.

Until recently, Wi-Fi has promised more than it could actually deliver. It worked well in hospital wards with one or two doctors or consultants carrying a tablet, but was not really good enough on an open-plan office floor with tens or hundreds of workstations.

Look, no wires The new Wi-Fi standards of IEEE 802.11n and 802.11ac have been implemented as high-density schemes at sports stadiums, offering simultaneous connection to tens of thousands of fans.

Applied to the workplace, this technology is powerful enough to replace a wired network.

Another key mobility enabler is the introduction of Microsoft www.fm-world.co.uk

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Lync and similar systems that replace the hard-wired telephone.

Everyone at work now has a mobile phone and using Lync the combination of a soft phone on a laptop and simultaneous ring on a mobile enables staff to move around the building without missing incoming calls.

Together advanced, highdensity Wi-Fi and Lync create the conditions for effective flexible working by which staff are no longer tied to a particular desk for most of the day.

Although staff may no longer use wired IP networks these are becoming the de facto standard for lighting control, presence detection and many more building control functions.

Power over Ethernet (PoE) was developed as an enhancement for IP networks to enable telephones and Wi-Fi access points to be powered over the data cable and to eliminate the need for a separate power socket and power adapter. Combining PoE with LED technology has led to office lighting systems that just use the 48 volts DC of PoE to both power and control the lighting. Taking this a stage further the light fitting can incorporate a presence detector to turn down or turn off the light if no one is below it.

The combination of highdensity Wi-Fi for staff and the use of wired IP networks to

detect staff presence provides a new opportunity to economically automate and manage flexible working. Two UK-based companies with backgrounds in data cabling and data networking recently launched software systems to exploit this opportunity. Their software relies on collecting data that is already available to manage desk allocation and meeting rooms.

Typically the software will collect data from the access control system to determine if someone is actually in the building.

Meeting rooms or desks that have been booked by ‘no-shows’ or do not detect people present can be efficiently returned to the pool after a preset time.

Data mining These software systems rely on the idea of ‘data mining’ – extracting data from existing systems to provide new information. Sources of data include lighting presence detection, access control information and wired or wireless data network log-on information For premises and facilities managers these software systems also provide occupancy data over the day, week, month and year to enable them to manage space proactively and with confidence.

Complaints about not enough meeting spaces can be answered with accurate statistics that have been collected automatically.

Organisations using this technology are mainly those with large numbers of staff who are often out of the office and include many of the larger accountancy practices and management consultancies, where fee-earners are often working from clients’ premises.

However, there is growing interest in the public sector, where many staff need to go out to meet clients.

Efficient gains Efficiency in larger cities and county councils can also be improved by allowing staff to use drop-in centres across the borough rather than forcing them to return to HQ between appointments. The efficiency gains are not only in staff time saved, but also in travel time and CO2 emissions. Realising the full benefit requires good management of the central premises and any drop-in centres, providing just enough desks and meeting space to meet peak demand.

As with all software systems, ease of use is critical.

Reservation systems for desks or meeting rooms need to be totally integrated with Microsoft Outlook or other calendar application so that setting up a meeting is a semi-automated, single-screen operation. The initial set-up effort and cost must also be reasonable. Just because systems use IP networks, it does not mean that they can talk to each other or that any data transfer is meaningful. But the two suppliers are gaining experience linking their software to Outlook and mining data from existing systems as well as importing office floor plans from AutoCAD. Similarly, writing apps for mobile phones has become easier and cheaper so that staff can have an app to make reservations, review what they have booked and be directed to a meeting room or workspace on a floorplan on their phone. FM FM WORLD | 23 OCTOBER 2014 | 37

16/10/2014 12:05

FM MONITOR MIKE MCCOLL

HOW TO...

Mike McColl, managing director of Securiclad

PHYSICAL SECUR I T Y – K EEP YO UR F IN G ER ON THE P UL S E

ike McColl offers advice to managers of healthcare facilities about how to protect their sites from theft and intrusion

M

Healthcare facilities have always been at risk from crime – the open nature of many sites provides a happy hunting ground for opportunistic thieves.

Staff may take advantage of access to pharmaceutical products or equipment, and patients’ possessions can be easy pickings for criminals.

Assets such as pharmaceuticals, autopsy tables, defibrillators, laptops, computer monitors, iPads and lead from hospital roofs are among the items known to have been stolen from NHS sites.

More worryingly, healthcare facilities – and areas within hospitals containing hazardous substances (including chemical, biological and radioactive material), blood supplies and high value pharmaceuticals such as vaccines – can be at risk from more determined criminals.

Motives may include financial gain, sabotage or obtaining materials for use by terrorists.

The areas that house these items need to be afforded a high level of protection against serious attempts at forced entry – as do areas containing servers, personal data and control equipment.

Protect the facility So what can be done to protect healthcare facilities from theft or sabotage? When protecting a healthcare facility, the ability to ‘retrofit’ security is often a key consideration for older and existing buildings, however, 38 | 23 OCTOBER 2014 | FM WORLD

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design measures should be incorporated into the planning of a new or refurbished facility to help protect high-risk areas too.

Project teams often discuss security with the local police crime prevention design adviser and in the case of laboratories and areas housing sensitive or hazardous material, a Counter Terrorism Security Adviser may also become involved.

During the design of new-build premises or retrofit alteration initial planning should identify high-risk areas. This can help FMs simplify the product evaluation process by determining the correct and most viable building methods to be used in a particular environment, and the security measures that accompany them.

Layered security is an important component of protection.

Perimeter security can incorporate landscaping, fences and other barriers – it is also important to consider how controllable access points are in an emergency or at a time of heightened risk. The building itself should be protected by intruder alarms, CCTV, integrated access control systems, high-security doors and glazing and, of course, security personnel where appropriate.

Internally, separating the public

from staff areas can be achieved by appropriate building design and access control measures – and an additional layer of security, using sophisticated access control may be needed to ensure that only authorised staff are allowed to access high-risk areas such as control rooms, server rooms and departments containing hazardous material. Biometric controls, for example, could be considered in these circumstances because of the risk of swipe cards being stolen or PIN codes being compromised.

Last line of defence There is still a real need to ensure that high-risk areas are protected by a suitable physical barrier – a last line of defence. However, traditional partitioning methods used to form enclosures around high-risk areas, using materials such as plywood, plasterboard and insulation held within in a timber frame, may not offer enough protection against determined criminals armed with axes, sledgehammers and cutting tools. Brick or block walls, too, may be vulnerable as their joints be points of weakness.

For absolute reassurance, any physical security measures – including doors, wall panels, ceiling panels and locks – used to protect critical areas of a healthcare facility or safeguard sensitive or hazardous materials should be accredited by a relevant certifying body such as the Loss Prevention Certification Board or The Centre for the Protection of

“Autopsy tables, defibrillators, laptops, computer monitors, iPads and lead from hospital roofs are among items stolen”

National Infrastructure (CPNI) to guarantee both their quality and suitability for the application.

High-security composite panels with a Loss Prevention Standard 1175 rating can provide a more robust defence of high-risk areas than traditional building methods, and be used to create an entire room or enclosure, in conjunction with security-rated doors. A panel system rated to Loss Prevention Standard 1175 Security Rating 4, for instance, provides protection against serious forced entry attempts with disc grinders, jig saws, drills and felling axes.

A panel system can also offer a hygienic finish – crucial in a healthcare facility – and a modular composite panel system that is pre-finished and easy to install can minimise disruption at a facility, reduce the need for wet and hot trades and therefore cut both costs and the number of external building contractors, whose presence at a site may cause additional security risks.

High-security panels can also address the security concerns created by co-location premises, allowing healthcare facilities to compartmentalise to a higher security level and protect materials or hardware from unauthorised access from elsewhere in a building. There is little point in installing a highsecurity door and access control system when criminals can smash through a partition from next door to gain access.

It’s essential that FMs at healthcare sites work with security advisers, designers and contractors to ensure that physical security measures are fit for purpose and offer reassurance to operators, management, staff and patients. FM www.fm-world.co.uk

16/10/2014 12:05

“VINCI Facilities has been using the BCIS Building Running Costs online tool for many years. The cost indices and rates provide a valuable resource for all manner of projects.

Recently, VINCI has developed a software tool for our FM clients that link their asset inventory directly into the BCIS 2014 rates allowing an accurate forecast of life cycle costs over any number of years. The rates are also used to benchmark our supply chain costs and assist in driving and then providing best value. For example, the BCIS rate for a particular specification of decorating is £2.10/m²; using this to drive value we procured it at £2.10/m² and we could pass that saving directly to our client.”

Owen Gower, commercial manager, VINCI Facilities

BCIS Building Running Costs helped to save costs for this firm.

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FM WORLD | 23 OCTOBER 2014 | 39

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15/10/2014 15:07

FM MONITOR JASON CRACKNELL

TECHNICAL

Jason Cracknell senior manager, hazardous waste, at Cawleys

U K BAT TERY R ECYCL I N G

ach year in the UK we throw away about 620 million batteries, so every possible step should be taken to ensure that they don’t end up in landfill. Jason Cracknell explains how to achieve this

E

Batteries contain a variety of relatively rare precious metals that are also toxic to us and the environment – including lead, cadmium, zinc, lithium and mercury. It is obvious that we shouldn’t throw them in landfill, but how well does your facility deal with dead batteries on site?

You can cut this waste by reducing the batteries your business uses. Switch to rechargeable types, better charge methods, clever battery monitoring systems and advanced battery test devices to get the full life out of a battery.

Legal requirements The Environmental Protection Act 1990 introduced a ‘Duty of Care’.

Anyone who imports, produces, carries, keeps, treats or disposes of waste must take all reasonable measures, and this applies to batteries: ● To stop another person illegally treating, keeping, depositing or otherwise disposing of the waste; ● To stop the escape of waste; and ● To ensure that transfer of the waste only occurs to an ‘authorised person’ and that the transfer is accompanied by a written description of the waste.

This is to stop waste producers handing waste over to anyone prepared to take it away without considering whether it will be dealt with properly.

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In 2009 the European Union introduced the Battery Directive with rigorous rules for manufacturers about how batteries should be recovered, treated and disposed of. A retailer or distributor selling or supplying more than 32 kg of portable batteries must offer free collection (‘takeback’) of the waste at each premises supplying the batteries.

Businesses that place more than a tonne of batteries on the UK market in a year must join a producer compliance scheme.

These finance battery collection and disposal technologies by charging their members as well as recording recycling data for the Environment Agency As an FM at a site that isn’t manufacturing, selling or distributing batteries, you should be collecting batteries from your site for recycling as part of your duty of care. One obvious measure of sustainability as part of an annual environmental audit is to cross-reference the amount and type of batteries used and the corresponding proportion collected for recycling by using battery ‘banks’. Make the collection points highly visible and accessible to increase collection rates. Positive feedback to staff, showing the number of batteries collected each month is a good way to encourage staff to ensure that batteries are not being

slipped into general waste.

Quiz your waste management supplier about what happens to the batteries you collect; this can be easily checked through the Waste Transfer Note system.

Batteries can be classified under the European Waste Catalogue as either hazardous (lead acid, lithium) or non-hazardous (zinc carbon, alkaline). If they are hazardous, then a Hazardous Waste Consignment Note should be provided by your waste management supplier in addition to the Waste Transfer Note.

Data from the Environment Agency (EA) indicates that the UK exceeded its portable battery collection obligations last year. It reported that 11,800 tonnes of waste batteries were processed by treatment centres in 2013.

This brought the collection rate to 32.37 per cent of batteries put onto the UK market, exceeding the 30 per cent target.

But, as in previous years, the target was met by collecting a disproportionately high number of lead acid batteries that have been recycled for years owing to their high lead content and associated value. Some 10,500 tonnes of those batteries, 88 per cent of the total, were collected in 2013, while they accounted only for about 7 per cent of batteries on the UK market. Take out automotive and industrial lead acid batteries and it seems the UK going backwards in its progress toward meeting the target.

The volume of nickel cadmium (Ni-Cd) and ‘other’ batteries, which make up most new batteries, saw a decline. But EA data shows that in Q1 of 2014 a higher volume of nickel cadmium and other chemistries of battery were collected for recycling than

in any quarter in 2013.

All non-lead acid battery types (rechargeable and nonrechargeable) can be recycled: alkaline manganese, zinc-carbon, nickel cadmium (NiCad), lithium ion (Li-ion), nickel metal hydride (NiMH), single-use lithium, silver oxide, and zinc air.

Limits on recycling Recycling each type requires a different process. The UK has many approved battery treatment operators offering collection and storage, but no commercially available disposal facilities offer pyrometallurgical (where batteries are placed in a furnace) and hydrometallurgical (where batteries are treated chemically to separate materials) technologies.

Most batteries go to Northern Europe, the US or the Far East for treatment at increasingly high costs.

All plants implement the same technology, so the key differentiating factor is price, which in a competitive environment cuts profitability for battery recycling firms.

Closed-loop recycling, whereby materials can be reused, is likely to help against price fluctuation of raw materials. Several projects are underway in Europe, the US and Japan to develop effective recycling with a complete life cycle analysis of recycling. To find sustainable solutions that meet commercial and legal requirements the entire process chain until its end product has be investigated and optimised.

FMs can help create a stable market and supply of materials by collecting every battery used from every staff member and every site in the UK. FM www.fm-world.co.uk

16/10/2014 12:06

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15/10/2014 14:53

BIFM NEWS BIFM.ORG.UK

MEMBERSHIP

includes an updated version of the BIFM Good Practice Guide To Procurement, the new How To Use NEC3 Contracts In Facilities Management’, the well-established Term Service Contracts (TSC) and accompanied guidance notes and flow charts.

Register for the hour-long ‘NEC for FM’ webinar to learn more about the guidance suite. Topics covered will include:

Committee vacancies BIFM members are invited to apply for the position of chair of Audit Committee or member of Governance Committee.

Chair of Audit Committee BIFM members are invited to apply for the role of chair of the Audit Committee, working alongside existing committee members, with an associated position on the BIFM board as a non-executive director.

The vacancy has arisen as the current chair will have completed his second two-year term in December 2014.

The purpose of the Audit Committee is to advise and guide the board and executive team on BIFM’s internal controls, review the risk register and oversee the annual statutory financial audit. The commitment is for two audit committee meetings a year, and approximately 10 other board, committee, council and independent audit meetings.

Member of Governance Committee BIFM members are invited to apply for one of two positions on the Governance Committee, working alongside existing committee members. The purpose of the Governance Committee is concerned with stewardship of the institute by ensuring integrity and transparency; it will advise the board on these matters.

The commitment is for four governance meetings a year for a two-year term.

To apply for any of these roles please email Emma Cook, emma. cook@bifm.org.uk with a copy of your CV and a brief explanation of why you would be suitable for the role. Alternatively, you can write to Emma Cook at 42 | 23 OCTOBER 2014 | FM WORLD

42-44_BIFM News.indd 42

Delegates from the South West Region converged on the Bristol Hilton for a quarterly training day on sustainability

BIFM, Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER. The closing date for applications is 7 November 2014.

NEW GUIDANCE

Guidance to ethical procurement and supply BIFM has published a new set of guidance for FM professionals.

The ethical procurement and supply guidance notes are the latest in a series of new and improved guidance to support standards and professionalism in facilities management.

The document outlines the importance of ethical procurement and supply, and also provides guidelines to assist those procuring goods, works and services. The guidance covers the following topics: Ethical Procurement and Supply

GUIDANCE NOTES FOR FACILITIES MANAGERS

Best Practice Requirements in association with the Chartered Institute of Purchasing & Supply (CIPS)

Published by the British Institute of Facilities Management © BIFM September 2014

● The importance of ethical procurement and supply ● Regulatory requirements ● Organisational responsibilities ● Personal responsibilities ● Areas of risk for unethical procurement and supply ● Adopting ethical procurement codes of practice.

The guidance was produced

by BIFM alongside the BIFM Procurement SIG and in collaboration with the Chartered Institute of Purchasing and Supply (CIPS). i Download the guidance from www.bifm.org.uk/knowledge

‘NEC FOR FM’

Join NEC for FM webinar, 25 November Building on the collaboration between BIFM and NEC earlier in the year that produced the NEC for FM suite of contracts, FM professionals are now invited to join the ‘NEC for FM’ webinar on 25 November.

The comprehensive suite

● The highlights and recommendations of the BIFM Good Practice Guide To Procurement ● Why the suite of contracts was important – no standard form of contract in industry ● An introduction to the Term Service Contract and Term Service Short Contract (TSSC) ● Case studies of the contracts in action.

Speakers include: ● John Bowen, author of the Good Practice Guide and past chair of the BIFM Procurement SIG ● Robert Gerrard, author of the How To Use guide and NEC users’ group secretary ● Chris Moriarty, head of insight and corporate affairs at BIFM. The webinar is free to attend and suitable for anyone who is interested in finding out more about the TSC and why the Good Practice Guide To Procurement is indispensable to FMs using contracts as part of their continuing role.

The NEC for FM suite has been recognised and endorsed by the FM Category Board of the Cabinet Office UK, as well as the Crown Commercial Service, who provide centralised commercial and procurement services for government and the UK public sector. i You can register to attend this free webinar at: www.neccontract.com/ Products/Webinars/NEC-for-FMwebinar

www.fm-world.co.uk

16/10/2014 12:07

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

SOUTH WEST QUARTERLY TRAINING DAY

BIFM COMMENT

Neil Everitt is Business Development Manager at BIFM

Sustainability Organised by committee member Beth Goodyear, the South West Region Quarterly Training Day (QTD) focused on sustainability.

The sponsors, biomass boiler designer and manufacturer Windhager UK, kicked the day off with a fascinating presentation on the growth of biomass heating systems in both commercial and domestic sectors.

James Williams described biomass as a young industry, as the production of wood pelletfuelled boilers only started in 1999. There are governmentbacked incentives for installing these boilers available to encourage their introduction.

The second session was delivered by Charles Burt of GEP Environmental. Charles gave a most informative update on legislative changes and those that are in the pipeline. Reporting is becoming more demanding and the key is to collect good data and introduce truly effective monitoring regimes to business.

Next, Mark Turner of Action Sustainability defined what sustainable procurement is and also explained BS8903, which provides a strategic framework to work with. The Sustainability School – a virtual environment and a free resource – advocates the use of ‘heat maps’ to help assess where to direct management focus to reduce impact.

Risk manager Charlotte Lythgoe then presented the Wales Millennium Centre case study, which won the 2012 BIFM Award for Sustainability and Environmental Impact.

Sustainability is endemic in everything the FM team does.

As the leader and promoter of sustainable action within the building, the FM team adds very www.fm-world.co.uk

42-44_BIFM News.indd 43

LEARNING FROM EACH OTHER

ne of the great things about living and working in London is the diversity of people it attracts.

Recently, on the way to a meeting I passed by a group of students settling into another academic year, all chatting away in a variety of languages; exciting times for the students with a myriad of opportunities in front of them.

One of the things I reflected on after seeing the group was whether they would learn as much from each other as they would from their respective professors and lecturers?

This was certainly my experience while at university, even if some of the lecturers did make a lasting impression!

Not being a facilities manager but having the fortunate position to work on some of BIFM’s initiatives outside the UK has given me an insight to how the UK FM sector is seen in different markets around the world. The history of how FM developed in the UK and the competitive environment it created arguably led to innovative ways of delivering FM and learning to meet customer requirements.

The increasingly global nature of business combined with the competitive FM environment in the UK has enabled many FM professionals and companies to leverage their learning to be successful in many markets around the world.

BIFM’s aspiration is “to be the internationally recognised authoritative voice of facilities management and the development partner of choice for professionals and their organisations.”

We now have members – both individuals and organisations – in more than 80 countries across the world who are generally looking for similar things from their professional body as members based in the UK – to be supported, developed and represented. We are seeing demand to deliver these services in a number of markets and we will see member groups and education programmes develop in countries that require them.

BIFM has invested in developing formal services such as our professional standards and qualifications which, along with our membership grades, are becoming seen as valid internationally and provide the opportunity for the FM profession to be recognised and represented.

But, as BIFM welcomes more members from around the world who want to be supported developed and represented, I am sure that – like those London students – a good proportion of our learning better ways of doing things is going to come from sharing experiences and learning from each other.

As BIFM becomes more international, please get in touch. You may be looking to work in another market or export your company’s services; perhaps your professional body’s network can help?

O

“LEARNING BETTER WAYS OF DOING THINGS IS GOING TO COME FROM SHARING EXPERIENCES AND LEARNING FROM EACH OTHER”

i Neil.everitt@bifm.org.uk @BIFM_Neil

FM WORLD | 23 OCTOBER 2014 | 43

16/10/2014 12:07

BIFM NEWS BIFM.ORG.UK

real value in both service and savings for the WMC. The afternoon session began with Sunil Shah of CBxchange discussing ‘Closing The Energy Performance Gap’. Buildings consume around 150 per cent to 250 per cent of the energy they were designed to! Ideally, each building would have its own performance benchmark, based on both design and use, for FMs to work towards.

Sunil then led delegates in a ‘Management of Waste’ workshop. His real-life examples stimulated great discussion about what FMs can do and where they should focus.

Thanks to sponsors Windhager UK and the Bristol Hilton for supporting the day. The next QTD, focusing on Hard FM, will be on 14 November.

CAREERS ADVICE

fashion and beauty, sports and fitness and sales and marketing.

The worlds are a gateway to articles, videos, in-depth career and employer profiles, plus the jobs and experience finder, and provide critical career insight for users.

The site has recently been significantly rebuilt around a sophisticated psychometric game matching users to careers that relate to their personality, skills and interests. Worlds, with their related content, and employer opportunities are mapped into these psychometrically driven user journeys.

Members are encouraged to share the site with young people they know who may want to consider a career in FM. i ‘Facilities Management World’ can be found at www.plotr.co.uk/ careers/worlds/ Facilitiesmanagementworld

Know an FM of the future? New BIFM, with Interserve and Vinci members Facilities, has teamed up with MEMBERSHIP

careers advice innovator Plotr to help young people discover careers they didn’t know existed and, critically, access the opportunities to enter them.

At the heart of the new site is a revolutionary gamification platform called ‘The Game’ which uncovers careers matched to their own skills, interests and personality. Re-imagining careers advice and exploration for the digital age and leading those aged from 11 to 24 into whole new worlds of opportunity for their future careers; roles within the FM sector have been mapped into the game alongside the illustrative FM World which showcases the sector.

‘Facilities Management World’ features on Plotr’s homepage and joins existing ‘worlds’ of which there are over 30 including 44 | 23 OCTOBER 2014 | FM WORLD

42-44_BIFM News.indd 44

BIFM would like to welcome: Customer Research Technology – product supplier, provider of a specific product GCL Ltd, FM service suppliers – contractors Guardian Global Resource, FM Service Suppliers – contractors KLCC Urusharta SDN BHD, group member organisation Morris Vermaport Ltd – product supplier, provider of a specific product Royal Masonic Benevolent Institution, group member organisation The Water Management Society – consultant, provider of advice and guidance

BIFM TRAINING THE IMPACT OF FIRE ON BUSINESS

ashion retailer ASOS Online says that the June 2014 fire at its Barnsley warehouse may have cost it up to £30 million in lost sales. The company made the announcement in which it also warned that significant investment would dent profits in its current financial year and resulted in a 13 per cent drop in its share price immediately after the announcement While about 20 per cent of the stock inside the Barnsley premises was affected, much of this was smoke damage, which particularly affects hanging garments. The sprinkler system in the warehouse successfully contained the fire and prevented any damage to the building or its complex materials handling systems.

A criminal inquiry is continuing into how it started; arson is suspected.

Not surprisingly, arson features prominently in our twoday ‘Fire Safety Law & Risk Assessment’ course, where figures include the cost of malicious fires (i.e. arson) was £1.2 billion (this may be an under-estimate).

The course covers all aspects of fire safety and will provide facilities managers and others with fire safety management responsibilities and the knowledge and skills required to manage the fundamental changes in fire safety law that came into effect in the UK in 2006 in a structured and cost-effective way.

Our trainer, Stewart Kidd, is one of the UK’s leading loss prevention specialists.

Over the past 15 years he has been involved in a wide range of international projects including major utility and petrochemical sites and very large construction projects.

He advised insurers on the fire safety of the construction of the Burj Al Khalifa and The Shard (London Bridge Tower) and Heathrow Airport’s Terminal 2. He currently advises the lead insurers on fire safety for the new King Abdulaziz International Airport in Jeddah, which is the world’s largest construction project.

F

Fire Safety Law & Risk Assessment, 25-26 November 2014.

User comment: “Really enjoyed the course; Stewart has a wealth of knowledge and is happy to share it.” i For further information go to www.bifm-training.com, email info@bifm-training.co.uk, or phone 020 7242 4141

i Learn more about corporate or group membership at www.bifm.org. uk/corporatemembership, email corporate@bifm.org.uk or call +44 (0)1279 712675

www.fm-world.co.uk

16/10/2014 12:07

FM DIARY INDUSTRY EVENTS 3-7 November | Workplace Week 2014 Organised by workplace consultancy AWA to raise money for BBC Children in Need. A number of organisations, including Google, Mintel, Innocent Drinks, BDO, Edelman, Guardian Newspapers and PwC, are to hold 90-minute tours, in a celebration of workplace innovation. Also a selection of fringe events, hosted by Herman Miller, Kinnarps and Humanscale.

A one-day convention at PwC’s More London office, near London Bridge, is to be held on 6 November.

Venue: Various, London.

Contact: For the full programme, visit www.workplaceweek.com 19-20 November | Energy Management Exhibition Supported by BIFM. Exploring the latest measures to reduce energy use, regulations and grants, Low Energy Companies and Energy Performance Contracts.

Venue: ExCeL, London.

Contact: Jason Franks at 0208 505 7073 or visit www.emexlondon.com 27 November | The Building Services Summit 2014 Building services equipment is responsible for more than 80 per cent of energy consumption in commercial buildings. The Building Controls Industry Association has joined forces with the Building & Engineering Services Association to announce the 10-80-10 – Building Services Summit. Speakers include Deborah Rowland, head of property asset management, UK Ministry of Justice, James Pitcher, head of energy and environment, Tesco, and Michael Dick, head of buildings, City of London.

Venue: Barbican, London.

Contact: buildingservicessummit.co.uk CHANNEL ISLANDS BRANCH 13 November | Breakfast seminar – space management and acoustics Full details to follow.

Venue: Harry Bound Room, Les Cotils, Guernsey Contact: Email Naomi Fry at naomi.fry@investec.ci.com or call 01481 706474 5 December | Guernsey quarterly training day – stress management The guest speaker is Dr Robert www.fm-world.co.uk 45 | 8 MAY 2014 | FM WORLD

45_Diary.indd 45

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

Gallagher.

Venue: TBC, Guernsey Contact: Email Naomi Fry at naomi.fry@investec.ci.com 12 December | Jersey quarterly training day – space management and acoustics More information to follow.

Venue: TBC, Jersey Contact: Email Naomi Fry at naomi.fry@investec.ci.com IRELAND REGION 14 November | Ireland conference Hosted by Jim Fitzpatrick, former BBC Northern Ireland business editor. Presentations to be announced in the near future.

Venue: Titanic Building, Belfast Contact: Email Stephen Welch at stephen.welch@niassembly.gov.uk LONDON REGION 4 November | Evening event An evening considering fitout, project management and professional services. More details to follow.

Venue: T. Rowe Price International Ltd. 60 Queen Victoria Street, London, EC4N 4TZ Contact: Email Jacqueline Stanton at jacquelinemstanton@gmail.com 16 December | London region AGM More details to follow.

Venue: TBC Contact: Email Cathy Hayward at cathy.hayward@ magentaassociates.co.uk

conference The Scotland region’s annual conference, including talks from Fergus Ewing, Minister for Energy, Enterprise & Tourism, Simon Toseland, head of health and safety at Workplace Law, David Walker of Aegon UK and John McGurk, head of CIPD Scotland, as well as BIFM CEO Gareth Tancred and BIFM chairman Julie Kortens.

Venue: Murrayfield Stadium, Edinburgh Contact: Email Michael Kenny at mkenny@fesfm.co.uk SOUTH REGION 3 December | The involvement of FMs in the design process FMs complain about the buildings they inherit and manage. There are number of initiatives, such as ‘Soft Landings’, which are designed to give FMs a say in design.

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

SOUTH WEST REGION 28 October | Dorset evening seminar A seminar on drainage and water services, thermographic testing and its benefits. Sponsored by Property Consortium Drainage.

Venue: Executive Business Centre, 89 Holdenhurst Road, Bournemouth, BH8 8EB Contact: Email Nick Fox at nicholasjamesfox@outlook.com or visit www.tinyurl.com/ovcxczp to book tickets.

NORTH REGION 6 November | Developing supply chains Practical advice for facilities professional on the key techniques and methods involved in negotiating with suppliers. From 5:30pm.

Venue: Newcastle College, Rye Hill Campus, Scotswood Road, Newcastle upon Tyne, NE4 7SA Contact: Email Mick Anderson at michael.anderson@esh.uk.com 27 November | West Yorkshire networking event More information to follow.

Venue: TBC Contact: Email Richard Keane at richard.b.keane@cummins.com SCOTLAND REGION 30 October | All about FM! 2014

14 November | Quarterly training day Full details to follow.

Venue: Hilton Bristol Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4JF Contact: Email dan.knight@ norlandmanagedservices.co.uk.

WALES REGION 11 November | North Wales networking event From 4pm. A joint event with the BIFM Merseyside Network. Talks from Mark Whittaker, deputy chair of the North Region, Rachel Clacher, Moneypenny, Don Searle, Catch 22, and Caroline Reilly, The Living Wage Foundation.

Venue: Moneypenny, Ellice Way, Wrexham LL13 7YT Contact: Email Julie Hulme at julie.hulme@moneypenny.co.uk or

visit www.tinyurl.com/m73obqt to book tickets.

SPECIAL INTEREST GROUPS 28 October | Women in FM – Generation Z Young person panel and debate about the future of the workplace.

More details to follow shortly.

30 October | The future of IT and facilities A seminar in partnership with the Building Industry Consulting Service International (BICSI), sponsored by DC Professional Development.

Venue: 15 Hatfields, Southwark, London SE1 8DJ Contact: Bernard Crouch at risingfms@gmail.com or visit www.futureofitandfm.eventbrite. co.uk to book tickets.

12 November | Risk & business continuity – business resilience forum From 8:30am. Operated with RiskCentric and DSM. Discussions on communicating in a crisis, building the business case for continuity planning and more.

Venue: The Old Hangar, Elton Road, Sibson, Peterborough PE8 6NE Contact: Steve Dance at steve1dance@btinternet.com or visit www. tinyurl.com/oxplm6o to book tickets.

13 November 2014 | Women in property and FM event Hosted by recruiter Investigo Property and facilities management provider Servest Group. The event will bring together the best and brightest women in property and FM. Venue: RICS, Parliament Square, London SW1P 3AD Contact: Email Stuart Bonner at Stuart.bonner@investigo.co.uk 16 November 2014 | People management – FM of the Year, the DNA Chris Newton, the 2014 BIFM Facilities Manager of the Year, delivers a keynote speech on what makes a winning FM, followed by a panel discussion.

Venue: The Royal College of Obstetricians and Gynaecologists, 27 Sussex Place, London NW1 4RG Contact: Email Simon Aspinall at simonaspinall@c22.co.uk FM WORLD | 23 OCTOBER 2014 | 45 www.fm-world.co.uk

16/10/2014 12:08

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

FM innovations ▼ De-Ice is ready for winter 2014-15

▲ New generation of gutter cleaners A new generation of high-reach gutter cleaning equipment has been launched after five years of development by Spacevac Technologies Ltd. It removes operational guesswork as it comes with a close circuit TV camera on the cleaning head; it reaches higher than any other product – 14 metres.

Unlike traditional high-reach gutter cleaners, the Spacevac is extremely lightweight and can be assembled on the ground by one person – others have to be assembled in the vertical position by two operators. W: www.space-vac.co.uk

De-Ice, one of the UK’s longest-established and leading gritting and snow clearance specialists, has spent the past seven months preparing for winter 2014-15 – with the aim of ensuring client sites remain safe and operational when exposed to harsh weather.

Vicky Lopez, director at De-Ice, said: “Winter is on its way, and we are ready to take it on. I’d urge anyone that hasn’t prepared to do so now – before it’s too late.

“We often question why companies leave winter planning to the last minute, or not at all. The ‘compensation culture’ society we live in, coupled with increasingly severe weather means we are likely to see more claims arising from people slipping on snow and ice in the winter months.”

The company has re-signed a deal with MeteoGroup, to provide accurate, around-the-clock weather forecasting. The De-Ice team will go through rigorous MeteoGroup training in weather forecasting to ensure that the best levels of service possible are provided. W: www.de-ice.co.uk

Jangro launches new ID Jangro has launched a new corporate ID to celebrate 30 years as a leading innovator in the cleaning supplies industry. With £120 million turnover and 41 outlets, it is has more points of sale than any other janitorial supplies company in the UK and Ireland.

The ID is being launched on Jangro Members’ vehicles, stationery and promotional materials. The first packaging to adopt the new colourful house style is the Jangro Professional range. This will soon feature on the Premium range – products for demanding tasks; the Enviro range of products that have minimal effect on the environment and the Contract range of no-frills commercial products for everyday cleaning tasks. The label is colour-coded to each range fand has been updated with illustrations.

QR codes have also been added,.

W: www.jangro.net

▼ OCS celebrates sports successes Martin Gammon, OCS’s CEO UK mainland and Europe, joined SportsAid partners and ambassadors, along with athletes, past and present, at a Commonwealth Games Home Nations reception last month. The event was attended by Her Royal Highness the Duchess of Cambridge, SportsAid’s Patron.

OCS and SportsAid run the OCS Young Sports Person Awards to fund emerging UK sports talent.

Former OCS Young Sports Person Awards winners achieved three gold, six silver and five bronze medals during the Games. Gold medals were won by Louis Smith and Sam Oldham in gymnastics, swimmer Dan Wallace won the 400 metres individual medley gold and a silver as part of a 200 m freestyle relay team.

Multiple medals were won by Laura Halford – who took a silver and two bronze in rhythmic gymnastics – and athlete Jodie Williams, who was awarded silver and bronze in individual and team sprint races.

▶ Keraflo launches Tanktronic Keraflo, manufacturer of Aylesbury float valves and tank management systems, has launched a user-friendly version of its digital water tank control system Tanktronic. It provides a cutting-edge solution for buildings with water tanks to service a big reserve of water, i.e. hospitals, hotels and office buildings.

It is installed in prominent buildings such as The O2 Arena. One Tanktronic unit can control either one or two single water tanks or a twin-tank system. The enhanced model has features such as the Repeater Panel, which enables control from 100 m away W: www.keraflo.co.uk E: info@keraflo.co.uk

Get Ahead With JTL’s Level 2 Apprenticeship

in Facilities Services The Intermediate Apprenticeship at Level 2 in Facilities Services is the ideal route to building a career in such a fast-growing profession.

JTL offers a part-funded Apprenticeship for those working in the sector looking for promotion and advancement. It takes between 12-18 months to complete depending on experience and current qualifications.

Call Joanne Pusey on 07825 937611 46 | 23 OCTOBER 2014 | FM WORLD

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www.jtltraining.com

www.fm-world.co.uk

16/10/2014 12:09

FM PEOPLE MOVERS & SHAKERS

BEHIND

DATA

THE JOB

EMILY MOLLOY TOPIC TRENDS

NAME: Emily Molloy JOB TITLE: Head of facilities ORGANISATION: Daisy Group plc JOB DESCRIPTION: Overseeing the group’s estates, including offices, warehouses and data centres across multiple sites across the UK

sites. They’re not just very time-consuming, but also repetitive, particularly the ones regarding air conditioning.

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

I’d like to see more people appreciate the importance of workspace planning because it can significantly improve morale and overall business performance.

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

Ensuring compliance with legislation

9

7

AVERAGE

EMILY MOLLOY

Any interesting tales to tell?

What attracted you to the job?

I previously worked on our acquisitions team and in that role I always managed staff moves and office relocations or closures, so this was a good opportunity to carry on with similar types of work.

Without trying to make my job sound boring, there isn’t anything really worth mentioning.

If I wasn’t in FM, I’d probably be…

Definitely working in a project-based role of some sort.

Introducing/ working with new forms of IT

5

9

My top perk at work is…

I get to meet a wide variety of people and no day is ever the same. Oh, and I can’t forget the great team I get to work with.

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

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

That facilities management is easy – it’s far from it. People think it’s just about WHAT SINGLE PIECE OF managing buildings, however, ADVICE WOULD YOU GIVE TO A the reality is very different YOUNG FACILITIES MANAGER and there are a lot of different STARTING OUT? elements to the job.

I fell into the role really when “I would probably tell them How do you think facilities the acquisitions team was that you need to have a really management has changed dispersed into the business. thick skin! ” in the last five years?

It was a natural move given I’ve only properly been in the my previous experiences and industry for the past two years, but since I started something I was interested in pursuing further.

I’ve definitely noticed a shift in attitudes towards What’s been your career high point to date? the role. People are beginning to understand what I was tasked with selling one of our northern data people in FM actually do and why the position is centres, which was extremely challenging due to the so important. limited time frame we had to clear the site. Looking back, I’m particularly proud I was able to successfully And how will it change in the next five years?

Technology will definitely continue to have an complete such an important project for the business. impact on the industry. People in FM have already …and your biggest career challenge to date? seen their jobs made easier through implementing Last year we experienced severe rainfall in a short new technologies, and I expect that the rise of space of time at our head office that caused the solutions like cloud computing will alter the water drains to collapse and flood the building. workplace as more companies begin to store It was particularly challenging because it happened important data off site, opening up valuable floor on a Sunday while I was on annual leave; space. so as you can imagine, it was extremely difficult to Do your friends understand what FM is? get contractors on site. However, the team pulled No. The majority of people assume that the role together and worked extremely hard to ensure the focuses solely on one office or that it involves office opened as normal on the Monday morning. replacing light bulbs and monitoring the air If you could give away one of your conditioning. They do not realise the full extent of responsibilities to an unsuspecting colleague, what the job demands and the estates element of what would it be? the job. I suppose that’s just the way the industry The daily facilities queries I receive from around the is perceived. www.fm-world.co.uk

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Working on energy-efficiency initiatives

7 9

Adapting to flexible working

5 9

Maintaining service levels while cutting costs

8

8

Adapting FM to changing corporate circumstances

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Appointments

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

jobs.fm-world.co.uk

16/10/2014 16:52

Service Manager - Facilities Salary - £43k.

The Place “Proud to be one of the world’s leading providers of paediatric care” Birmingham Children’s Hospital is extremely proud to be a world leader in paediatric healthcare, delivering some of the most advanced treatments, complex surgical procedures and cutting edge research and development.

We are one of just four standalone children’s hospitals in the UK, situated in the second largest city in England, with a population of six million.

Birmingham is the youngest city in Europe with under 25s accounting for nearly 40% of the population. Birmingham Children’s Hospital provides the widest range of children’s health services for young patients in the West Midlands and also one of the leading providers in the UK and internationally, with over 257,000 patient visits every year.

The Prospect Your scope is to make a difference in this crucial role will be impressive: you will be part of the Facilities Leadership Team that lead and deliver an innovative professional facilities management provision for Birmingham Children’s Hospital.

The Role We’ll look to you to drive change and improvement throughout all the services leading to the optimised performance and value for money of all facilities functions. You will develop systems for performance monitoring and review that ensure you and teams meet agreed targets against budget.

Shaping improvement in how we deliver customer service will be a key aspect of the role: you will ensure all service partners and in-house facilities teams deliver a seamless integrated service.

Services we cover within Facilities at BCH currently are- Domestic Services, Portering, Staff short term overnight accommodation , Catering, retail, Contracts Development, Management and Monitoring, Linen & Laundry, Switchboard, Reception/Admin staff, Security, Access Control/ CCTV, Car Parking and Project Management

The Person We are looking for a person that has signiÄcant experience in a senior facilities management role in the public or private sector backed up by qualiÄcations in not only facilities management, but also en project management. Your understanding of the needs of business and the factors which inÅuence customer satisfaction and performance will be excellent.

Dynamic, energetic, and ready to challenge the way we work, you will bring a proven track record of overseeing performance improvement and strategy development, as well as the management of complex budgets and dispersed teams.

Informal enquirers please contact Louise Kiely on 0121 333 8449 or Louise.Kiely@bch.nhs.uk To apply for this vacancy please visit www.jobs.nhs.uk quoting reference number 284-SM606-14 Closing date: 6th November 2014

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16/10/2014 16:33

The WI is the largest women’s organisation with over 212,000 members. It plays a unique role in providing women with educational opportunities and the chance to build new skills. This post is based in Denman, in Marcham, near Abingdon where a range of day and residential courses are offered.

Estate Manager (live in post) Abingdon, Oxfordshire. £28,127 We are looking for an experienced professional to manage Denman’s estate, buildings, housekeeping, teaching rooms, and residential accommodation. The post has overall responsibility for around 20 staff, of which 6 are direct reports.

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

The successful candidate will have estate management experience or a background in facilities with a sound understanding of health and safety legislation.

Applicants must have a practical approach to problem solving, be customer focused and have excellent interpersonal skills. The ability to manage a sizeable budget and experience in procurement is essential.

The post holder will be required to live on the estate in a self-contained property and be flexible to shift patterns to meet Denman’s needs. The post holder would be required to pay utilities and this arrangement is subject to a Service Occupancy Agreement.

Benefits include generous holiday and sick pay scheme, a contributory pension scheme and on-site dining.

This post is 35 hours per week (including some evenings, weekends and ‘on call’ duties).

Please contact Therese on t.greenhalgh@denman.org.uk or telephone 01865 391991, Ext 234 for a Recruitment pack.

The closing date for applications is Monday 3 November 2014 at 12 noon.

FM WORLD | 23 OCTOBER 2014 | 49

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16/10/2014 16:52

FINAL WORD

NOTES FROM AROUND THE WORLD OF FM

Congratulations to Howard Robbins, a professional toastmaster for more than 40 years who, last Monday, celebrated his 15th consecutive year as toastmaster for the BIFM Awards.

Imagine the things he’s seen and heard in his time…

NO 2

DAYS

THE SAME JUST THE JOB Research by an online travel agency has revealed the top 10 epiphanies faced by Britons on their holidays abroad.

‘Job dissatisfaction’ turns out to be the most common discovery we make while under the sun, according a survey by www.sunshine.co.uk.

A total of 2,111 adults took part in the research. When asked, “Did you have any kind of realisation on your last holiday abroad in relation to aspects of your life?” 73 per cent of the people taking part said ‘Yes’. And of those, 36 per cent cited unhappiness in their jobs.

Chris Clarkson, managing director of sunshine.co.uk, said: “Holidays offer… a great opportunity to put things in perspective. Many people will realise that they are unhappy in their jobs only when they have the time to switch off from it all completely on holiday.”

We wonder – could FM help here? In a coordinated response with HR colleagues, could FMs help supply workers returning from holiday with their very own individual ‘soft landings’ package?

Perhaps a desk makeover, that new chair they’ve been after or something on the menu that’s just their (perhaps literal) cup of tea?

We’re constantly told how vital it is for the workplace to work on an individual level these days – perhaps FM input could help show how much an organisation cares?

BIFM AWARDS 2014 IN PICTURES

PUNK AND DISORDERLY Workplace Trends is an annual one-day conference in London, chaired this year by workplace director and part-time poet Neil Usher. It can be difficult to sort the valuable wheat from the repetitive chaff with many such events, but not here. Exhibit A: consultant Doug Shaw suggesting that “if we bring our soul to work we will all get on better together,” while strumming Clash City Rockers on his guitar, showing slides and drawing on an easel. Did you have to be there? Possibly.

Then there was Perry Timms, who – warming to the event’s theme about inclusion

– suggested that organisations needed to ‘punk up’ the workplace. This, it transpires, is about giving more autonomy for workers to control their own workplaces. “It’s not about bring your own device, it’s bring your own design! Nobody ever asks me what office design I want around me.”

Other speakers in an entertainly fast-paced PechaKucha session spoke of the internet’s impact on workplace (and how it's yet to be fully realised) as well as the need for more personality in the corporate environment. The question might just as well be, ‘whose personality‘? The individual’s or the organisation's – or indeed, how do you satisfy both?

IN THE NEXT ISSUE OUT 06 NOVEMBER

FEATURE: CHRIS NEWTON, BIFM FACILITIES MANAGER OF THE YEAR 2014 /// IMPROVING ENERGY PERFORMANCE /// LINKING SUSTAINABILITY WITH WELLBEING /// SECURING HERITAGE PROPERTY /// AWARDS CASE STUDY: WHY IT'S 'EVERYDAY WONDERFUL' FOR THREE /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

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www.fm-world.co.uk

16/10/2014 16:12

Advertisement feature

UK Gutter Maintenance after digital photographs of all works are always

Paul and Kathy Blair, husband and wife and co-owners of UK Gutter Maintenance Ltd were delighted when the opportunity presented itself in the Spring of 2008 to form their own specialist gutter cleaning company and have never looked back since.

Between them the couple have over forty years experience working within specialised service industries, over fifteen of which have been dedicated to gutter cleaning activities.

Both Paul and Kathy have a passionate belief in what their company stands for and a refreshingly uncomplicated common sense approach to managing their business. Their work ethic is based on teamwork and by placing a greater reliance and responsibility on those who work with them they have succeeded in achieving a consistently high and personal level of service that they believe is unrivalled in the industry.

Kathy Blair Managing Director says “in an industry where the end product invariably cannot be seen it is of paramount importance that clients have confidence in the company they choose to employ. We instil that confidence and trust by focusing on all aspects of our performance. With our teams’ combined and varied knowledge we have a unique understanding and empathy with what our clients expect from us and are committed to meeting those expectations by ensuring that all jobs are done properly and to the complete satisfaction of our customers”.

Placing utmost importance on Health and Safety the couple chose to appoint a Health and Safety Manager, Mr Martin Young whose sole responsibility is to ensure that all works are undertaken in a safe manner. Martin has had a long and varied career, primarily within the engineering sector and five years ago took the decision to obtain a NEBOSH qualification and focus on Health and Safety. Martin’s particular expertise lies in working at height and he has proven to be an invaluable asset to the company.

A flexible and complete service Kathy Blair states “The structure and flexibility of UK Gutter Maintenance means that we are able to work throughout the country in just about any location, at relatively short notice.

We also offer an emergency call-out service

provided together with reports upon on any major defects found or areas of concern.

Wherever possible, should there be any minor defects found these are carried out before leaving the site.

for our national clients and work for several national help desks on a call-out basis.. This is proving to be an invaluable service and as far as we are aware UK Gutter Maintenance Ltd is the only company in the UK offering this type of service on such a major scale.

Due to the nature of these types of works, in most cases leaks are experienced inside the building and temporary repairs are required to prevent a further ingress of water. Inevitably we find that these leaks are not necessarily a gutter maintenance problem but could also be caused by defective areas on the roofs.

In some instances the gutter and roof defects we encounter need a permanent long term solution. This has resulted in our gutter cleaning service and skills extending to incorporate the treatment of leaking joints and badly corroded gutters as well as undertaking full roofing and skylight repairs, including the treatment of cut edge corrosion.

Consequently over the years our experience and expertise has evolved which now enables us to offer a complete gutter and roof maintenance service. This gives the Company the distinct commercial advantage of being able to offer a truly complete package.

Paul Blair states that “our clients acknowledge that this procedure is very effective and the provision of photographs is the only way that they can actually see that the work has been carried out. Unfortunately in our industry there are too many people that do not do the work they have been brought in to do. There have been many occasions when we have surveyed a job only to find that the company last employed to do the gutter clean or repair work had not done it properly, if at all”.

UK Gutter Maintenance Ltd has a reputation for honesty and trustworthiness and an ever growing and loyal client list with household names such as Interserve FM, Carpetright, Topps Tiles, C Brewer and Sons, Roadchef and the Open University to name but a few.

Kathy says “we are in the enviable position of clients actually wanting UK Gutter Maintenance Ltd to work for them. We have never been busier and for Paul and I owning our own company and being in control of our own destiny is the best thing that could have happened to us. Our business has been built on client relationships and our motivation and success lies in the fact that we personally know the majority of people we work for and for whom we deliver a high level of service which represents value for money, professionally, efficiently and safely”.

Services – Overview All teams are supplied with liveried 16.5 m boom vans as a standard piece of access equipment and are fully equipped with specialist safety equipment, particularly for undertaking works on fragile roofs or where skylights are present.

Additional equipment is resourced to suit each individual task and the appropriate team members are deployed to deliver a bespoke service to clients’ individual requirements.

Communication is seen as key to the company’s ongoing success and clients are kept fully informed of progress before, during and upon completion of works. Before and

•

Major planned preventative maintenance (PPM) gutter cleaning contracts

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Fast reliable call-outs for national help desks

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Gutter maintenance and repair works

•

Roof and sky light repairs/replacements

Gutter waterproofing treatments (up to 10 year guarantee)

For further information please contact us on Tel: 01748 835454 or visit our web-site:

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15/10/2014 04/04/2014 14:44 14:58

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15/10/2014 14:45