FM World 24.4.14

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 24 APRIL 2014

FMWorld www.fm-world.co.uk

RESEARCH ENGINE The Crick Institute’s experiment in workplace collaboration

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THE END IS NIGH! For HCFC R22 From the end of 2014, the use of the popular refrigerant R22, for equipment service and maintenance purposes, becomes illegal.

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

Space Airconditioning plc, independent distributors of Daikin Europe for over 33 years, has a dedicated R22 replacement advisory team to offer assistance with available options. Space Air can select from over 650 Daikin models, from a 1kW split system to a 2MW chiller.

Contact Space Air for more information!

01483 504 883 R22@spaceair.co.uk www.spaceair.co.uk Š 2014 Space Airconditioning plc. SA102135-02.14

U K D a i k i n d i s t r i b u t o r f o r ove r 33 ye a r s

N O BO DY KN OWS DAI KI N B E T TE R

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VOL 11 ISSUE 8 24 APRIL 2014

CONTENTS

12 | In Focus: Mike Sewell

16 | The genius pool

S1 | Salary survey 2014

NEWS

OPINION

FEATURES

06 Social values “should be incentivised” 07 Facilities ‘a key factor’ for students, says survey 08 The Women’s Library Reading Room, London School of Economics 09 Think Tank: The effects of office temperatures 10 Business news: Graeme Davies on new regulator’s probe into Interserve merger deal 11 GCP Student Living ends Grosvenor contract 12 In Focus: Mike Sewell, head of energy, Kier Group, FM Services

14 John Bowen on annual employee appraisals 15 Five minutes with Steve Davies 38 No Two Days

MONITOR 21 Insight: Market intelligance 26 Legal: Andrew Durant on tightening cyber security 27 How to: Making your buildings bird-proof 28 Response: Solar charged battery-powered tools 29 Technical: Non-toxic options to control pests

22 | Happy together?

S1

Salary survey 2014: The damage wrought on the sector by the long recession seems to be abating – we’re at last seeing some significant ‘green shoots’

16

Research engine: The new Francis Crick Institute in Central London will test the power of design to drive collaboration and innovation

22

The generation game: As Generation Y comes in and baby boomers stay put, four generations are sharing workplaces. What does this mean for FMs?

REGULARS 30 33 34 35 36

BIFM news Diary of events Behind the job Products Appointments For exclusive online content including blogs, videos and daily news updates

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

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

visit twitter.com/fm_world FM WORLD | 24 APRIL 2014 | 03

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E

NO NT W R OP IE EN S

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

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

Enter and share your achievements with the FM community:

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

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

THIS SEASON’S

PICKINGS Forward-thinking organisations recognise that investing in employees through training and development creates a more productive, motivated and loyal workforce. So whether you want to improve your qualifications or close any gaps in your skill set, take a leap of faith with your employer and put your development needs on the table.

See what’s inside our new spring/summer 2014 training brochure at www.bifm-training.com or for a postal copy call 020 7404 4440.

MAY 20-21 20-22

JUNE 3 3-5 4-5 5 10 10-11 12 17-19 24-26 24 25 25 25-26 25-26 26

Information & Knowledge Management NEW Understanding FM [Foundation] Advancing Sustainability The Professional FM 1 [Intermediate] The Essentials of Property Management Legionella Awareness, Responsibilities & Compliance Financial Management 1 Managing Relocation, Fit-Out & Move How to Procure a Fit-Out for FMs NEW The Professional FM 2 [Intermediate] Understanding FM [Foundation] Building Surveying & Maintenance Making the Change to Agile Working Customer Focused FM Understanding & Managing Building Services Disaster Recovery & Business Continuity Managing FM Performance

+44 (0)20 7404 4440

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

twitter.com/bifmtraining

linkedin.com/company/bifm-training

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

MARTIN READ EDITOR COMMENT

LEADER

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

PRODUCTION production manager: Jane Easterman senior production executive: Aysha Miah PUBLISHING publishing director: Joanna Marsh Forward features lists and media pack available at www.fm-world.co.uk/about-us

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

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

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

BIFM ENQUIRIES

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

www.fm-world.co.uk

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football-loving friend of mine wrote recently about the problem of a “man of the match” being announced before the end of the match. What happens if an opposition player then goes on to score a match-deciding “worldy” in the last minute? Cue much embarrassment when the bloke who’s decided the outcome in spectacular fashion is ignored in favour of a sheepish-looking loser clutching a bottle of cheap champagne.

It’s not that “man of the match” status is overrated, just that it’s not necessarily indicative of all the key events that have gone before. And my friend proposes a radical solution: Why not name the man of the match before kick-off? That way, the remaining 21 players would be minded to take the prize from the nominated winner as the match progresses, thus adding another dimension to proceedings. Motivation, he suggests, would go through the roof.

OK, so let’s see how it might play out in the FM sector. Imagine announcing a particularly strong project as the presumptive winner at the beginning of an FM awards process. The remaining nominees on the shortlist might then present their case, explaining how their particular solutions to the sustainability, brand image, productivity or profitability of the organisation they serve are an improvement on those put forward by the “winner”. Essentially, an awards event as a live debate.

Except, of course, that any such thing would be monstrously unfair (if hugely entertaining – and you can’t blame this story-hungry editor for dreaming). Case studies in best practice within FM vary dramatically, so much so that – oh yes – no two award winners are ever alike. It may be possible to pick out an FM “man of the match”, but in truth FM projects vary just as goalkeepers, defenders, midfielders and strikers all bring different elements to a team performance. It’s the team that matters.

We don’t lack for great examples of FM’s role in organisations’ success, and the best of these show just how much FM is integrated into the performance of the organisation as a whole. What’s needed is the greater awareness of FM’s value that a scrupulously conducted awards programme can help to demonstrate. And such a programme already exists; the BIFM Awards have been doing this important work for many years and have increased in scope and number of entries appreciably over the past three years. Steve Gladwin, chairman of judges, says: “Entering these awards is a great way for teams to come together and reflect on achievements.”

For the 2014 awards, time is tight for anyone thinking that theirs is a potentially award-winning operation – the deadline for entry is Friday 2 May (for all but the individual ‘facilities manager of the year’ category, which closes on 27th June). New categories for 2014 include one recognising the best rising talent in FM and two separate awards for FM service provider of the year, one for large and one for small providers. The full list of twelve categories, together with details of how to enter –can be found at www.bifm.org.uk/awards2014.

Celebrating success in any profession is worthwhile; celebrating success in FM, with its wider ‘value to business’ issues, is arguably even more important. If you’ve been thinking of entering this year’s BIFM Awards but have yet to do so, we strongly suggest that you get involved.

A

“Celebrating success in any profession is worthwhile; celebrating success in FM is arguably even more important”

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SOCIAL VALUE

SHUTTERSTOCK/ISTOCK

Social values ‘should be incentivised’ Training and infrastructure business Landmarc, a part of FM service provider Interserve, has called on government to incentivise organisations to embed social value into their practices, offer clear guidance on how to do so. In a statement, the firm asks for government at all levels to encourage joint working and programmes that “bring providers and commissioners together to co-design and agree shared outcomes and objectives based on social values”.

The statement calls for “clear statutory guidance” and for it to be “an ‘obligation’ not a ‘consideration’ for public bodies to account for”. It also suggests that more specialised training and support is needed, along with a place to collate good practice and information.

The paper is a response to the government’s Public Services (Social Value) Act, which was launched over 12 months ago.

According to the paper, the act should be ‘given more teeth’ by having its remit extended to apply to goods, works and assets, and by being supported by mechanisms such as independent audits and investigations.

As well as Landmarc, the statement - branded a white paper - was put together with the UK body for social enterprise, Social Enterprise UK (SEUK). It’s based on the findings from a summit held earlier this year at which business leaders and campaigners came together to plan for the future of the act.

The statement concludes that there has been some progress on uptake of the act since it came into force, but that awareness and engagement remain key

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challenges.

A recent SEUK survey found that 81 per cent of government commissioners had taken steps to identify social value criteria.

However, awareness was still low amongst other key decision makers such as procurement, financial and legal staff, particularly in the public sector.

Mat Roberts, head of sustainability at Landmarc, said: “Social value is not just about working with social enterprises, it is about understanding how you can create social value as a business. Sometimes it is more worthwhile working with a local SME in a small rural community

than a social enterprise from the next city. It is about localisation as well as social purpose.”

Nick Temple, director of business at Social Enterprise UK, said: “In one year the act has lit a touch-paper but there is still

much to do if its potential is to be realised.”

The Future of Social Value is available to download from www.socialenterprise.org.uk or www.landmarcsolutions.com

GOVERNMENT GUIDANCE

BIM guidance document published The British Standards Institution has published a document as a part of the government’s Level 2 guidance for Building Information Modelling (BIM).

The document is entitled PAS 1192-3 and is a companion to PAS 1192-2, which specified an information management process to support BIM Level 2 in the capital and delivery phase of projects.

In contrast, PAS 1192-3 focuses on the operational phase of assets irrespective of whether these were commissioned through major works, acquired through transfer of ownership or already existed in an asset portfolio.

The Building Services Research and Information Association (BSRIA) won the contract to write the guidance for the BSI. In a statement, BSRIA said: “The importance of this document

PAS 1192-3 aids decision-making

was emphasised by it being downloaded 355 times in the first 10 minutes of it being available.”

Like PAS 1192-2, PAS 11923 applies to both building and infrastructure assets, and is a key element of the seven components that now define the government’s Level 2 BIM requirement.

Anthony Burd, head of market development for construction,

at BSI said: “Using PAS 1192-3 alongside PAS 1192-2 will allow asset and facilities managers to keep track of information that is being used across a project’s life cycle. Even before a project reaches the construction phase, all eventualities will have been considered pre-emptively resulting in clear, co-ordinated thinking and potentially huge cost savings.”

Ed Baldwin, partner at built asset consultancy EC Harris, said: “This is seen as a positive step forward in building model platform of design and data that will deliver value through the operational life cycle of an asset.”

He added that the document would bring “FM disciplines and profile to the ‘top table’ and can influence design appropriately by informed decision-making”.

PAS 1192-3 is free to download from www.bsigroup.co.uk/en-GB www.fm-world.co.uk

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NEWS

BRIEFS Euro stress campaign

Facilities ‘a key factor’ for students Nearly eight out of 10 students say that the facilities available are a key factor in their choice of university.

In a survey carried out by One Poll for the Association of University Directors of Estates (AUDE) in February, 77 per cent of students said that the resources each prospective university had to offer was important to them.

Only the quality of the university course was a higher priority for the 2,000 students surveyed.

The campus library and its IT amenities are the most-used facilities, with nine in 10 students believing that their institution was

being carefully managed.

Andrew Burgess, chairmanelect at AUDE and deputy chief operating officer at Loughborough University, said: “These statistics show that, on the whole, students are happy with the facilities that their universities offer and that directors of estates are continuing to do an excellent job – which is great to hear.

“The university estate is core to enabling the delivery of the academic mission, so it’s key that directors of estates make sure they get this right. There is a clear link between the buildings and accommodation on offer at a

university and the desirability of that establishment to potential students. With the higher education (HE) sector becoming increasingly a buyer’s market – more choice for students who are paying increasing tuition fees – directors of estates always have to keep students at the forefront of their decision-making. However, this is only one side of the coin. In light of government spending cuts and slowing growth, development projects have to be both valuefor-money and state-of-the-art to attract students and enable universities to compete on an international level.”

BIFM

SHUTTERSTOCK

Ismena Clout steps down as BIFM chair Ismena Clout is standing down as BIFM chairman sooner than expected owing to health reasons.

Julie Kortens, head of corporate services at Channel 4, now becomes chairman with immediate effect. Kortens was originally due to take over the position in June.

Clout became BIFM chairman in May 2012 but is standing down three months ahead of schedule because of her continuing battle with secondary breast cancer. She will remain on the BIFM board as immediate past chairman.

A statement issued by the BIFM said Clout felt that “she is not able to carry out the full duties of the role and the decision is in the best interests of the institute and her personal wellbeing”. www.fm-world.co.uk

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During her time as chairman the BIFM has grown in membership.

The institute credits her as “an integral part of the team that created the institute’s current medium-term strategy which is now being implemented”. This will now be overseen and developed

by Kortens and the board.

Gareth Tancred, chief executive of BIFM, said: “Ismena’s passion for the FM profession and creating career opportunities within it is clear as you look back on her work with the institute. I would like to put on record my sincere thanks for the time that she has dedicated to both the profession and BIFM.” Clout said: “Chairing the institute has been the greatest honour of my life, and knowing I have made a difference to BIFM and the industry as a whole is something I am immensely proud of… I step down safe in the knowledge we still have huge potential and the capability to deliver.”

A two-year campaign to tackle stress in the workplace has been launched by the European Agency for Safety and Health at Work (EU-OSHA).

The move follows an opinion poll carried out by EU-OSHA finding that 51 per cent of workers feel work-related stress is common in their workplace, while four in 10 workers think that stress is not handled well in their organisation.

‘The Healthy Workplaces’ campaign states that together employers and workers can successfully manage and prevent work-related stress and psychosocial risk and aims to help companies do that.

BFG launches The newly merged industry body resulting from the merger of Asset Skills, the Cleaning & Support Services Association and the Facilities Management Association has officially launched. The Building Futures Group (BFG) has launched a website and a training arm called Asset Skills Training.

Sarah Bentley, chief executive of the BFG, said that the organisation “will be offering courses from finance and welfare reform in the housing sector to the MBA in facilities management.”

Salaries on the up More facilities managers are reporting an increase in their pay when compared with last year, according to the results of FM World’s 2014 salary survey.

The survey shows that there have been marked increases in the number of FMs on both the client and supply-side receiving pay rises of between 1 and 2 per cent. At the same time, considerably fewer FMs have reported that their pay has remained static for the year.

However, while the survey shows greater confidence among FMs that they will obtain better pay increases in the year ahead, the level of actual increases over the past 12 months remains small, with few reporting increases in excess of 4 per cent. The full report appears in the middle of this issue.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

BIM to be requirement in government contracts

THE WOMEN’S LIBRRRY READING ROOM AT THE LSE ARCHITECT: Architecture PLB CONSTRUCTION: Peak Contractors Ltd COST: £1.3 milllon COMPLETION DATE: March 2014

A literary triumph A new Women’s Library reading room has been built by Peak Contractors Ltd after the original building housing the special feminist collections in Whitechapel had to close last year.

Originally the London Metropolitan University owned the library but now the London School of Economics (LSE) is the custodian of the collections and plans to develop the space. The new reading room, designed by architects at Architecture PLB, is a 40-seat research facility in the Lionel Robbins building within the LSE in Central London. It will support research on women’s history, with the new area playing an integral role within the wider redevelopment plans for the Lionel Robbins building.

Architecture PLB designed the reading room in consultation with the LSE Library team, learning from the latest best practice at institutions such as the National Archives at Kew. The design incorporates display cases to allow exhibition of artefacts and interpretative information about the historic collections. The reading room is also supported by a new secure, climate-controlled archive store designed by Architecture PLB, as part of an earlier phase of work involving refurbishment of a number of aspects of the library.

Architecture PLB is currently working with library staff on the design of a ground-floor exhibition space to facilitate larger exhibitions of materials from the library’s historic collections. The exhibition space will be constructed in a third phase, following completion of the reading room. There will also be a Teaching and Activity room for The Women’s Library @ LSE collection. All are scheduled to open later this year.

Elizabeth Chapman, director of LSE Library Services, said: “The opening of the purpose-built Reading Room for The Women’s Library @ LSE is an important step in ensuring that the unique identity and integrity of the collection is protected. We look forward to welcoming LSE students and the wider public to our outstanding new research facility in 2014.”

Mary Robinson, president of the Mary Robinson Foundation, said: “LSE’s custodianship and plans for the Women’s Library will help in an area of study that I believe is critical to the continued advancement of human progress through the progress of women.”

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Building Information Modelling (BIM) is to be embedded into the government’s new facilities management contracting model (FMCM). Level 2 BIM is likely to become a clause in public sector contracts with FM firms.

Deborah Rowland, head of facilities management policy and strategy at the Cabinet Office, has said: “We are… currently working on how we embed Government Soft Landings [GSL] into the new FM contract model and into future Construction Frameworks to ensure GSL is supported. The model will go through procurement this year, so we’re working on that now.”

Rowland, who is leading the GSL policy and was speaking at a GSL conference in London last week, added: “GSL is part of the BIM Level 2 mandate for all government construction new build and refurbishment projects – so it’s in that package which is mandated for 2016.”

GSL is a policy whereby primarily designers and constructors stay involved with buildings beyond practical completion to help fine-tune systems.

At this month’s event, BAM FM’s Kath Fontana called for BIM to be mandated to encourage FMs to use it, otherwise there was a threat that FM would “fall off the BIM cliff”.

Free carbon database for buildings launched The UK’s first publically available carbon database for buildings has been launched.

Set up by resource efficiency consultants Waste & Resources Action Programme (WRAP) in collaboration with the UK Green Building Council.

For the first time it provides a free and publicly available resource for building professionals to be able to benchmark their designs to a far greater extent and to a more detailed comparative data set than was previously available to any single company or individual. FMs can use the database to discern how to reduce the carbon footprint of a building.

Building services design company Arup was responsible for original visioning of the database, together with detailing the key features and design specification for it.

Gareth Brown, programme area manager at WRAP, said: “Our aim is to create an open, web-based resource for building professionals which will have a real impact in driving down carbon emissions.

“The resource efficiency that the database will enable brings with it truly measureable gains to the economy as well as long-term benefits to the environment.”

Arup co-ordinated data input from across the construction industry including building owners/developers, trade bodies, other design firms and cost and carbon consultants to prime it with building benchmarking data and organise its beta testing.

Andrea Charlson, project manager at Arup, said: “[The database] will be an invaluable resource for the whole industry and the information collated will enable us to take great strides forward in creating greater design sense around embodied carbon.”

HS2 launches BIM survey High Speed Rail Two (HS2 Ltd) has launched a survey to help gauge whether the potential supply chain for the project is ready to work to Level 2 Building Information Modelling (BIM).

The survey will cover procuring and managing data for the design, build, operation and maintenance of the new high-speed rail link.

It is open to any company planning to bid for work on the £42.6 billion project and is not a formal part of the procurement process. The aim of the survey is to identify areas where HS2 Ltd can work with suppliers to help them get ready for the new requirements. BIM Level 2 will be required for all central government projects after 2016 and HS2 will be one of the first major public infrastructure projects to use it from the start.

Beth West, commercial director of HS2 Ltd, said: “BIM provides a unique opportunity to design and build the railway in a virtual space long before the first spade goes in the ground. That means we can iron out the unforeseen problems and get on with reducing risk on the project.” www.fm-world.co.uk

16/04/2014 15:41

Not important at all 3%

FM NEWS SIGN UP FOR FM WORD DAILY AT FM-WORLD.CO.UK Very important 52%

THINK TANK

WE ASKED 100 FMS…

Not as important as other issues 45%

Is ensuring the right temperature in the office one of the biggest issues faced by FMs? Or is its importance overblown?

Three in four office workers find the temperature in the workplace uncomfortable, according to a survey carried out this month

by One Poll on behalf of heating and ventilation business Andrews Sykes. The margin of the range of optimum office temperatures is fine, and is a perpetual problem for FMs according to our latest poll. While just 3 per cent of respondents believed that ensuring the right temperature was not important at all, more than half agreed that temperature control was one of the biggest issues they faced.

One respondent had taken to surveying his office to find the

temperature that resulted in the fewest number of complaints.

“The study was over 12 months on floor plates of 30,000 sq ft and largely open plan,” they told us. “The result was that a temperature of 23.7° Centigrade led to significantly fewer calls to the helpdesk of people either hot or cold. It is not necessarily the most environmentally friendly temperature but in terms of keeping people happy, it’s undeniable.”

The rise in open-plan offices has been a factor in maintaining a comfortable temperature, according to one FM. “Open plan makes the task of

temperature control much more problematic, particularly with the number of internal moves and re-organisations we have to facilitate nowadays.”

Remote working for employees is one way to get around an uncomfortable workplace, said another respondent.

“The apparent temperature of workers’ environment is highly significant to work practices and productivity. Offices with poor controls have emptied of staff that can alternatively stay at home to work remotely because they find their office too cold.”

The same respondent noted that workers wearing hats and

scarves at their desks can give a poor impression of the FM team to external clients and visitors.

One correspondent believed that the cause is often the reorganising of an office plan that hasn’t factored in the building’s ventilation infrastructure.

“However, the cost of technical changes has to be carried by the occupier rather than property owner. It often exceeds the financial benefit of the change, so is not done. The comfort of a few employees is sacrificed to maximise business margin.”

Join the FM World Think Tank: www.tinyurl.com/fmwthinktank

Worker wellbeing is key to productivity, says global research Businesses that provide workplaces designed to promote a worker’s wellbeing perform better, according to research.

The results of a worldwide research analysis project, backed by office furniture company Steelcase and led by the psychologist and researcher Beatriz Arantes, suggest a direct correlation between worker wellbeing and business performance.

Arantes said companies that intentionally designed the “emotional experience” of the working environment to favour a positive state of mind ended up with healthier, more productive workplaces.

Such activity could include designing areas that give people choices for controlling the level www.fm-world.co.uk

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of sensory stimulation around them, perhaps by providing easily adjustable furniture to fit a range of sizes, needs and preferences and promoting movement during the day, the study claims.

Said Arantes: “Emotions have traditionally been excluded and divorced from the workplace.

However, it is in the best interests of organisations

to support the wellbeing of workers, and the way to do this is to create positive emotional experiences at work.”

She continued: “The second major revelation was that wellbeing was not just a benefit for the individual; it is completely in the interest of organisations. Creative, collaborative work is only possible when employees are in

a positive state of mind.

“Traditionally, workplaces have been designed for efficiency, and sometimes take a ‘one-size-fits-all’ approach”, Arantes continued. “But that doesn’t offer employees the ability to choose the right kind of setting for the work they need to do. When they have choices, employees have a sense of control that helps them feel more empowered, engaged and less stressed.”

Tim Sharpe, managing director at Bilfinger Asset Management, welcomed the findings, but said: “Creative organisations may find it easier to do this, but how will a car factory with 400 workers enact it? There isn’t a one-sizefits all way of doing it but it’s [a] very interesting [idea].”

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ANALYSIS

New watchdog zeroes in on Interserve deal GRAEME DAVIES newsdesk@fm-world.co.uk

Business has always preferred it when governments and regulators are hands-off, allowing it to get on with the job of growing its operations. But the relationship has always gone in cycles, according to which shade of the political spectrum is in the ascendant. And even though the “business-friendly” Conservative Party is the dominant partner

in the coalition, regulators are baring their teeth again.

The Financial Conduct Authority, derived from the old Financial Services Authority with potentially a bit more clout, attracted the ire of the insurance world recently when it botched the announcement of a probe into insurance policies over a 30-year period up until 2000, raising fears of another mis-selling scandal. It has

played down such fears but this, along with probes into payday lenders and credit cards, looks like a step-up in activity.

We also saw the Office of Fair Trading (OFT) and the Competition Commission merge into the Competition and Markets Authority (CMA) on 1 April. It celebrated its first day by issuing a final report aimed at improving transparency in the private healthcare market.

The CMA is also looking at issues in the FM sector as the OFT had called for evidence and submissions about whether the proposed acquisition of Rentokil’s Initial business by Interserve constitutes an anticompetitive move.

There is no guarantee that the CMA will launch a full probe, but given that Interserve said at the time of the proposed deal that the combination would be

Contract wins

NEW BUSINESS Interserve has secured more than £11 million in cleaning contracts from new and existing clients. These include a £1.9 million contract to provide office and window cleaning, porterage, waste management and washroom services at Mercedes-Benz’s UK head office in Milton Keynes, and a threeyear contract with real estate group CBRE for daily office cleaning, window cleaning, washroom services, pest control and periodic deep cleans at Millbank Tower, London. It has also won a 10-year contract worth £8 million to clean at Bournemouth University, extending a six-year relationship.

Salisbury FM has awarded OCS a five-year contract to provide catering services at eight HM Revenue & 10 | 24 APRIL 2014 | FM WORLD

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Customs sites from Cumbernauld and East Kilbride in Scotland, to Cardiff in Wales, and Nottingham, Portsmouth, Worthing, Southend and London. The international TFM provider has been providing contract catering services to HMRC for five years.

Partnerships, the housing and repairs maintenance arm of Willmott Dixon, has secured two contracts worth £91 million to deliver its services across the Midlands. The largest contract is a £64 million contract from the Orbit Heart of England housing association for repairs to homes across Stratfordupon-Avon, Rugby, Burton-on-Trent, Coventry, Hinckley and Northampton over eight years. The deal also includes the refurbishment of vacant properties

and electrical testing, with Orbit Heart of England having an option to extend the contract for another five years.

Willmott Dixon Partnerships has also won a £27 million five-year contract from housing and care group Midland Heart to deliver its services to 5,300 homes across East and West Midlands.

Property and infrastructure organisation Capita has won a contract to manage 23 properties for GE Capital Real Estate UK. It will provide a full property management and FM service to 17 office buildings – six of the buildings are in London and six are industrial properties.

Sutton FM will continue work on the second phase of a £2.5 million lighting project in London. It began installation on the Sloane Street façade of the Knightsbridge Estate between Harrods and Harvey Nichols in January. The client is real estate company Chelsfield.

Buckinghamshire County Council has appointed Bilfinger Europa to deliver a three-year, £4.5 million contract for planned and reactive M&E maintenance services across 200 non-housing sites.

among the top three players in its sector there could be a case to answer. One issue it does raise is just how competitive the support services area of the FM market is. Although there are a good number of providers of support services and a large number of ancillary businesses in the supply chain, it will be fascinating to see if the CMA believes that too much concentration among the biggest players is creating an anti-competitive environment.

For the likes of Interserve it poses the question of how else they can cement their position in the UK market. Growing organically is one thing but management is under pressure from shareholders to maintain a certain pace of growth and sometimes acquisitions can provide a leap that would take years of organic growth to achieve. The obvious alternative is to accept slower progress in domestic markets and seek acquisitions or market breakthroughs overseas, but this adds a significant level of risk to the business.

The CMA may dismiss an enquiry and may allow Interserve to integrate with Initial, a move which makes sense, or it may only have to dispose of a small number of operations. But until the probe is over the merger of the businesses’ operations will be in limbo. Whether this intervention is another staging post on a road to tighter and more high-profile regulation remains to be seen. It could just be that it has come amid a number of clashes between the public and private sector, but the final ruling could have significant implications for the UK’s FM sector.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

16/04/2014 14:09

Students accommodation REIT ends contract with Grosvenor GCP Student Living Plc has ended its FM contract with Grosvenor Facilities Services Ltd (GFS), according to a statement.

In April last year GCP entered into a facilities and property management agreement with Grosvenor to provide facilities and property management services.

It also entered into an asset management agreement with Scape Student Living Ltd for sales, marketing and brand management activities.

Scape Student Living has taken over the facilities and property management function for GCP, with the employment of those people now providing asset and facilities management services to Scape East by a new subsidiary

Scape is now supervising the assets to offer ‘higher service levels’

of the company, GCP Operations.

GCP Student Living Plc, said: “Accordingly, the facilities and property management agreement with GFS has been terminated.

BUSINESS BRIEFS

“Scape Student Living will continue to retain overall responsibility for the supervision and provision of asset management services through oversight and management of GCP operations’ employees, and has taken over responsibility for the procurement and supervision of the facilities management services in connection with Scape East on behalf of the company.”

The board of the company believes that the restructuring of the asset and facilities management services will offer the group “higher service levels, improved brand awareness, greater control over the service provided and cost savings”.

SHUTTERSTOCK

H&J hospitality group is Upfront about new venture Hospitality and catering group Harbour & Jones (H&J) has launched a new company to offer front-of-house services.

Branded as ‘Upfront’, the new division will cover reception, switchboard, helpdesk and meeting room management, customer service training and event management. It will be marketed as complementary to H&J’s core business of food service and hospitality.

H&J already runs reception services at the City offices of global insurance broker Arthur J Gallagher and the Academy of Medical Sciences in Portland Place, London.

H&J says that it is launching Upfront in response to demand from clients.

Patrick Harbour, owner and www.fm-world.co.uk

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Front-of-house services are a ‘“natural progression” to core business, says H&J

director of H&J, said: “The development of our frontof-house services is a natural progression for us and has grown from our clients’ need for a fully integrated service. H&J will be able to offer clients a one-team, seamless approach by linking the front-of-house, catering and hospitality teams, with

specialised training to ensure that all team members can fulfil the various duties.”

Harbour added that the goal was to train the company’s front-of-house teams to offer “exceptional service”.

He said: “Taking advantage of our training resources, which draw on experienced professionals from the hotel and airline industries, and using graduates from the Royal Academy of Dramatic Art to perform different roles, we teach our teams how to deal with all types of customer. They learn to interpret body language and to handle all manner of behaviours with unruffled poise. Upfront strengthens the H&J business, which includes the events arm, Harbour & Jones Events.”

Taylor takes helm at OCS Bob Taylor has joined international total facilities management provider OCS as managing director of its infrastructure and healthcare division.

Previously, Taylor was managing director of the FM and medical services business at G4S for 12 years. He has worked across central government, healthcare, education and commercial sectors.

OCS takes tourist traps OCS has won a five-year contract extension to provide security services to visitor attractions owned by the Merlin Group.

It will provide comprehensive security services to the London Eye, Madame Tussauds and the London Dungeon, including access control, monitoring the CCTV suites, bag searches and the full range of manned guarding.

Jane Sheard, UK managing director of OCS’s facilities services, said: “We are pleased to continue to support the requirements of this prestigious client.”

Kier in good nicks Construction, services and property group Kier has bought the remaining share of a collection of police investigation centres in Norfolk and Suffolk, increasing its holding to 100 per cent.

The six police investigation centres in Norfolk and Suffolk– at Wymondham, Aylsham, Great Yarmouth, Bury St Edmunds, Ipswich and King’s Lynn – are valued at £60 million.

The centres are collated under Justice Support Services and its wholly owned subsidiary, Justice Support Services (Norfolk and Suffolk) Limited.

FM WORLD | 24 APRIL 2014 | 11

16/04/2014 14:09

FM BUSINESS IN FOCUS

THE ISSUE: Energy management as a strategic support service from an FM service provider THE INTERVIEWEE: Mike Sewell, head of energy, Kier Group

Dumping the “eco-bling” The facilities manager may be traditionally responsible for the short-term maintenance of a building but the role is evolving to incorporate a new environmental and sustainability focus too.

Mike Sewell, the new head of energy at construction, property and support services firm Kier Group, says: “FMs have a part to play in asset management and energy fits as an integral part of that.”

Kier Group appointed Sewell to develop its energy management and services offering as part of its £125 million FM business.

He started in January and has more than 20 years in the sector including time with global energy services provider Dalkia, and strategic outsourcing business Mitie, where he led the development of its Carbon Care proposition – a range of integrated energy services to help companies manage energy use, reduce running costs and lower their carbon footprint.

Bill Taylor, managing director of Kier‘s FM arm, said Sewell’s appointment was “an important step in developing the services we offer. We see energy management as a key offer to our customers and an area of commercial growth”.

Sewell believes that energy security is a pervasive issue and 12 | 24 APRIL 2014 | FM WORLD

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its significance will only grow.

There is no shortage of coverage of energy issues in the press, whether that’s the government’s policy or China turning the Crimea into an “energy hub”.

Fundamental challenge “Clients are facing rising energy costs that they can’t control and that are going up, and buying commodities that over time are going to be more difficult to access. We are asking how we can help organisations, as an FM provider and from a wider Kier perspective. There’s also much more of an awareness [among clients],” says Sewell.

“The focus is not just about how they can buy their energy cheaper or how they can have a few energy-efficient measures here and there, or how they can reduce their carbon reporting.

I actually think there is now a much greater awareness of a fundamental challenge to how the business is operating.”

He believes that FM, in its widest definition, is about helping

any organisation deliver its core services.

“For us, it’s about having an approach that helps [companies] with the all-round energy piece – it makes a lot of sense for it to be aligned with other FM services that a client could be looking to buy from us.”

His role involves developing an end-to-end integrated energy proposition to add value to the existing FM service and complement the wider Kier Group offering to clients. The company’s plans involve both strategic and detailed analysis of current energy use and needs, provision of guaranteed energyefficiency improvements and clear performance analysis, both before and after implementation.

Sewell says: “The energy industry has often been a little maligned because we haven’t always been able to show the benefits we’ve delivered – it’s important to get that piece right.”

Competitive financing solutions and use of renewables (such as air sourcing pumps or solar panels)

“How many meeting rooms have you been in when you haven’t switched the lights off?”

to generate energy locally, as well as support for carbon and corporate compliance, are also to be included in the package.

Sewell says there is no one solution when it comes to energy management but “eco-bling” (ineffective and overly expensive gadgets) should be avoided.

“The only real solution is a blended one,” he says.

How could FM adopt practices that help energy management?

“Strategy is all about understanding what firms are doing around the subject of energy; what they need to do, what they have done and what they haven’t done. This isn’t new to everyone, so it’s not unusual to have some clients who have a property portfolio where they may have, for example, undergone some lighting improvements but may not have looked at that work as part of a wider plan.”

Rethinking strategy Often, says Sewell, a company must start by considering its basic use of energy. “For example, how many meeting rooms have you been in when you haven’t switched the lights off? Well, maybe you would have done if you could find them. It begins with quite low-tech solutions.”

Sewell adds that there can also be a lot of focus on energy generation within a building, when there are other issues to consider. “If the way energy moves from the end of the building shows it’s leaking heat, then that is an issue,” he says.

The whole life cycle of a building has to be considered to devise the best energy-saving solutions. And here, building information modelling can have a big part to play.

“It’s incumbent to keep up to date and to physically apply some of these technologies which is [an] exciting [prospectus].” www.fm-world.co.uk

16/04/2014 15:42

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15/04/2014 21/11/2013 17:48 16:34

FM OPINION THE DIARY COLUMN JOHN BOWEN

“GET RID OF EVERY JOB DESCRIPTION THAT YOU CAN FIND; HAVE A CELEBRATORY SHREDDING SESSION AS YOU LIBERATE YOURSELF”

University NHS Estates Trust

John Bowen is an FM consultant

THE CU RE F OR P O O R A N N UA L A P P R A I SA L S

top this yearly waste of time and join S the growing movement of people and organisations that are doing something better than appraisals, says John Bowen Ever had a bad job appraisal?

Do you worry about having to appraise your team? Then read on, for the cure is here.

Appraisals seek answers to questions that don’t need answering. Every job is about doing something so why wait for an appraisal to discuss it?

Discussing what you are supposed to be doing and how well you are doing is what your supervisor is being paid to do on a daily basis.

Just looking at an example of

an appraisal form here is making my blood boil; four sides of A4 and not one thing there is of any real use. I can recall 30-odd years ago undergoing my first annual appraisal and being asked as part of the preparation to list my strengths and weaknesses.

I listed dozens of strengths, but only a couple of weaknesses.

I was told by the personnel person that I should list five of each and was given a new form to start again. My boss did her

Local Authority

bit and then I was summoned to see her boss for my interview.

All we talked about were my five weaknesses and those topics were to haunt me for three years. Was this supposed to be motivational?

Later in my career I had to write the final comment on each of just over 350 appraisals. Fortunately, I knew all of those people and could write something different for each, but doing it was spread across the bulk of three days.

I’ll stop my rant now and get to the point. The cure for this blight of the annual appraisal is to stop doing it; yes, stop it and stop it now. You can also get rid of every job description that you can find; have a celebratory shredding session as you liberate

yourself, your people and your organisation from the oppressive regime that these documents bring. Replace the job description with something that clarifies each employee’s role in the organisation and shows why that person is important. It will also set out how they will get continual feedback on their role.

Instead of the appraisal there will be regular conversations (where the manager listens rather than talks) about how the employee contributes to organisational goals, what they find hard to do and how things can be made easier for them to succeed.

BEST OF THE WEB Views and comments from across the web FM on the Death Star (BIFM Group) Tom Whitehead: They

clearly had a well indexed and fully integrated BMS and controls system otherwise R2D2 would have really struggled to shut down the waste compactor so quickly from a remote location.

Peter Smith: I bet annual reviews were good fun!

Joe Finn: The HVAC contractor for the Death Star must have been topnotch. Not only that, the size of the place! If you 14 | 24 APRIL 2014 | FM WORLD

14_Opinion.indd 14

had the duct cleaning contract it would be like painting the Forth Bridge.

Craig Shepheard: I wonder if they outsourced their FM teams and was it a TFM solution? How much do you think the FM contract was worth on the first Death Star that had a diameter of 160 km compared to the second Death Star with a diameter of 900 km?

Alex Slack: Had the Rebel Alliance managed to overthrow the Galactic Empire, would the

stormtroopers have been subject to a TUPE transfer?

Tom Whitehead: I suspect the Stormtroopers’ PPE bill would be quite substantial – shiny white armoured suits can’t come cheap.

Ellis Smith: You would have to ensure that deathin-service payment was minimal, given the nature of the work.

Phillip Reed: Don’t forget the risk assessments after the Emperor falls to his death. Insufficient railings over exceptionally large hole, possibility of being

thrown in by disgruntled employee. Also, I assume they had better contractors on the second Death Star as it only took four years to build.

What are the key drivers in implementing a new preventive maintenance programme in an existing building (BIFM group) Norman Abrahamsen:

Check and tag the assets. then take it from there.

It is good to be really sure what you have to

maintain in the first place.

Paul Silke: We find here that it is really worthwhile taking time to review the system design and control logic as with the continuous change of use of areas the original controls strategy is with the current usage pattern.

This will enable you to reassess operations and will also give you a better understanding of the systems in order to compile your PM strategy. www.fm-world.co.uk

16/04/2014 10:50

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

BEST OF THE

FMWORLD BLOGS What is work/life balance?

Tom Robinson, Mitie The human body operates in dynamic balance. Its capabilities are constantly making adjustments to keep the body in balance. When we listen to our physical cravings for hunger we eat – but listening to the physical, mental and emotional effects are more difficult. This is not just for you – enabling your team to feel more in control over their working life can increase productivity and lower absenteeism.

Those who have balance are satisfied with their work and home lives, are able to fulfil their responsibilities at home and work without guilt or regret, are healthy physically, emotionally, and socially and have a sense of control over their life.

The big question is how can you maintain balance now, rather than wait until it is lost and corrective actions are required? There are three main areas where an increased balance is needed: General national stress; interest in personal life and family values; and demands from partner, family or friends.

Managers are responsible for not only their own balance, but also that of their teams. Keeping up to date with big changes in their lives has proven beneficial to foster a stronger, more loyal workforce. Do you have formal processes in place so staff can share their concerns how the work/life balance is working? This could be through 1-to-1s, coffee mornings, appraisals or evening drinks.

Managers also need to respect team members’ responsibilities outside work: Ask people what they want out of a career and their lives; know what the HR policies are on flexitime, shift changes, flexible working; and take the lead in demonstrating a commitment to work/life balance (that means leaving the office on time).

Read the article in full at www.tinyurl.com/kx2oedj

Movement Helps You Think Kerstin Sailer, spaceandorganisation A lot of times office workers do not really think about movement. Or if they do, it is rather from a negative perspective: the moans about all the good things being too far away from them. But movement helps you think.

We know that movement flows often follow the logic and structure of the office.

We also know that this match is not perfect and a great level of variation occurs depending on the layout of an office, workplace cultures and the location of attractors.

An aspect of movement that has not received as much attention is how it links to cognitive abilities. I glimpsed this phenomenon in one of my case studies of a research institute hosting theoretical physicists. A big aspect of the working practices of the researchers was to sit in their offices and think. In an open-ended question on their main activities 27 per cent of people answered “thinking and understanding things”, which was among their top 10 activities. For mid-career researchers (post-docs) this was an even more important task (33 per cent) than for early-career researchers.

That walking enhances thinking is not new. Charles Darwin was known for long walks. Aristotle went for walks with his disciples while teaching, thus founding the peripatetic school. The positive relationship between walking and cognitive performance has also been proven by psychologists in experiments. Latest research using brain scanning also shows increased brain activity after 20 minutes of walking.

So why are not more people walking the corridors to enhance their thinking?

Possibly because it feels awkward to meander around a workplace. Still, movement helps you think. So get up from your computer – have a walk around your office.

Read the article in full at www.tinyurl.com/nnm2yky

www.fm-world.co.uk

15_Opinion.indd 15

FIVE MINUTES WITH NAME: Steve Davies JOB TITLE: Managing director of 14forty

First impressions are paramount to our judgment of people and situations. This is true of business meetings and pitches, where a deal may hang on perceptions of the other participants.

What assumptions do we make based on a potential partner, supplier or customer’s office? Poor appearance could ruin the chances of a business deal because of the impression of sloppiness and inefficiency it creates.

Front-of-house space forms an impression. A study by 14forty found that 32 per cent of office workers rank receptionists as the unsung heroes of their workplace. And a study of 1,000 US workers

by HR firm Adecco showed that half of respondents judged co-workers by how tidy their desks were.

Light is also important. 14forty research also revealed that natural light is the most important aspect of an office for a third of workers. And making sure that walls are clean and repainted regularly and that carpets are replaced are equally important.

Temperature is also a factor. A study by Helsinki University showed that worker performance increases when temperatures rise to 21-22°C but decreases at above 23-24°C. If a business gets it wrong and a meeting room is uncomfortable a visitor’s mood will be affected. And a paper by the UK’s centre for Workplace Health Improvement indicates that air flow below 0.2m a second is unnoticeable, but when in excess of 0.4m, it is considered to be draughty. Therefore careful adjustment of the ventilation in an office is crucial.

A realistic assessment of the state of an office can lead to quick wins. It is imperative that business leaders understand the effect of the office environment, not just on their workforce, but also on the success of their company in terms of securing new business and retaining current clients.

FM WORLD | 24 APRIL 2014 | 15

16/04/2014 10:51

FM FEATURE

FRANCIS CRICK INSTITUTE

RICHARD BYATT

RESEARCH ENGINE

The new Francis Crick Institute will test the power of design to drive collaboration and innovation, says Richard Byatt

J

ust north of the British Library something very big has landed. Occupying a whole city block, the steel, glass and terracotta-clad building is being fitted out, ready to open fully in spring 2016.

At the heart of a “medical knowledge quarter” that includes the Wellcome Trust, the Royal College of Physicians and University College Hospital, the new Francis Crick Institute (named after the scientist who, along with James Watson and Maurice Wilkins, discovered the structure of DNA) is a unique partnership between the Medical Research Council (MRC), Cancer Research UK, the Wellcome Trust, UCL (University College London), Imperial College London and King’s College London.

The Crick will be a world-class biomedical research centre for human disease. David Cameron described it as “one of the most significant developments in UK biomedical science for a generation” and Sir Paul Nurse, president of the Royal Society and chief executive and director of the Francis Crick Institute, has said: “If we get this right we’re 16 | 24 APRIL 2014 | FM WORLD

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The Crick Institute will be the biggest centre for biomedical research in Europe

www.fm-world.co.uk

16/04/2014 14:09

FRANCIS CRICK INSTITUTE

Assistant construction director Henry Robinson (below): “It’s designed for collaboration, it’s designed for future adaptability and it has a real visual connection with the public”

ARCHITECTS: HOK IN COLLABORATION WITH PLP ARCHITECTURE PROJECT MANAGEMENT: ARUP CONSTRUCTION CONTRACTOR: LAING O’ROURKE SQUARE FOOTAGE OF SITE: 1.4 ha NUMBER OF STAFF ACCOMMODATED: 1,200 RESEARCHERS AND 300 SUPPORT STAFF LABORATORY FURNITURE MANUFACTURER: FLORES VALLES PRINCIPAL SERVICE PROVIDERS AT THE CRICK INSTITUTE HARD FM SERVICES: SUPPLIER DAY TO BE HELD IN MAY SOFT FM SERVICES: SUPPLIER DAY TO BE HELD IN MAY

www.fm-world.co.uk

16_19_Crick.indd 35

The building lies between St Pancras International railway station and the British Library on London’s Euston Road

going to change the world.”

Alongside the science, the Crick will also be conducting a live experiment in how the design and management of facilities affects behaviour. In an age of virtual working this is a massive investment in the value of bringing people together.

The Crick will accommodate 1,200 researchers and 300 support staff. It will bring together researchers from existing facilities of the Medical Research Council’s National Institute for Medical Research (NIMR) and the London Research Institute (LRI), part of Cancer Research UK. The Crick represents a huge culture change for the people who will be working there from next year. LRI and NIMR will cease to exist – collaboration is the Crick’s raison d’être.

There will be no departments.

Instead, scientists will form specific interest groups and work together in shared laboratories grouped around communal spaces. This will encourage collaboration and allow ideas to flow across traditional boundaries.”

Assistant construction director Henry Robinson says there are three things the Crick does that don’t often happen with science buildings.

“It’s designed for collaboration, it’s designed for future adaptability and it has a real visual connection with the public. It’s almost creating a marketplace for science. It’s a whole campus in a building.

Despite the use of ICT [bioinfomatics is a growing field] a lot of science is still physical; you need to put things through centrifuges, you need to see how bugs grow. It’s all about seeing people.”

And it’s all about people seeing science. “It interacts with the public,” says Robinson, “which a lot of science buildings don’t do.

There’s no stand-off area or big fence around the site – the public walks past and looks right into the heart of it.”

The most literal manifestation of the Crick’s mission to explain is the huge (30m by 25m) glass screen facing the western entrance to St Pancras International. Made from low ion glass for greater clarity, it will be literally a window on science.

It is a big building – about 93,000 sq m, with a third of this below ground. It sits in a largely residential area so, to the north and west, the architectural design has sought to reduce the impact on the community while still making a strong visual statement.

The architectural design is

by HOK with PLP. The building is cruciform in shape with four interconnecting lab wings over four floors, lit by a long east-west atrium and crossed by a shorter north-south one.

The first third of the building is effectively public space, featuring reception, a café, exhibition areas and a 450-seat auditorium housed in a large organic “bubble”.

FM WORLD | 24 APRIL 2014 | 17

16/04/2014 14:10

FM FEATURE

FRANCIS CRICK INSTITUTE

Walkways criss-cross the main atrium, linking labs and hub meeting areas. Most commercial buildings have a net to gross space ratio of around 80 per cent.

The Crick is closer to 50 per cent owing to the sheer amount of support space and plant. There are three full lab floors across the building and an additional half floor on the south side.

Collaborative culture Henry Robinson explains the huge culture change that the building represents and how people are making the transition.

“It’s been coming for some time, so we’ve had user groups that informed the design and that’s been invaluable.

“These user groups were made up from the two institutes (NIMR and the LRI) that will be the initial people moving in. So they’ve collaborated already in getting the building to where it is at the moment, but they will come together to become the Crick, so we’re not just thinking about how we do things today 18 | 24 APRIL 2014 | FM WORLD

16_19_Crick.indd 36

RICHARD BYATT

but what is the better practice?

We want everybody who’s excited about science to want to come here.

“It’s a culture shock because we trust the things we know and change is never easy. It needs people to understand the change before they can get excited about it. People are starting to see how this different way of working could benefit them. The building is one part of the picture but the culture that comes with it is something totally different.”

Collaboration at the Crick is being encouraged in three ways – through the creation of open plan labs, by scattering scientists across the building and providing hubs for discussion.

It’s the design and layout of the lab space that makes the Francis Crick Institute groundbreaking.

In most research buildings, laboratories are within an enclosed area. This building is organised in four clusters; in each there’s a central area where equipment is shared along with specialist space.

“We want everybody who’s excited about science to want to come here”

Aside from research, the institute plans activities with schools and the promotion of health in London and across the country

www.fm-world.co.uk

16/04/2014 14:10

FRANCIS CRICK INSTITUTE

More than 1,200 scientists will work in the Crick, which is designed to encourage a ‘brains trust’ in the collaboration area at the centre of each floor

“We’ve taken the equipment out of the lab and moved it into the central space,” says Robinson.

“We’ve pushed the write-up space to the outside corridor so that people see each other and walk past each other more. That in itself is a first step towards collaboration. It’s more like a typical office interaction space, which labs typically aren’t very good at doing. We’ve made the primary lab space as open plan as possible to get the maximum visual connectivity.”

The result is labs that are much more open. Groups can expand and contract in the space without feeling they are encroaching on someone else’s territory. Because the write-up spaces open onto the perimeter corridor, a lot of work has gone into acoustic treatment. Acoustic matting has been installed above tiles, on columns and in some of the furniture. It deadens the space but allows for a background buzz. It’s relatively expensive and in a lot of buildings it’s valueengineered out. www.fm-world.co.uk

16_19_Crick.indd 37

“We’ve scattered the scientists so that you have the critical mass you need but added in other sciences, which we hope will create interesting discussions,“ says Robinson. ”On each floor, in the centre of the four blocks, we’ve created an informal collaboration space, a hub.”

There are no meeting rooms on the lab floors – the Crick wants people to use the hubs. These are not just soft-seating areas in which to have a break, but spaces that the Crick hopes will engender co-operation. Researchers can pick up a coffee, discuss results, or maybe project onto a wall.

Everyone’s lab manager sits in the collaboration space and the principal investigators’ offices are deliberately small to discourage people from holding meetings in them. The only formal meeting space is on level one, although there are bookable seminar suites on the ground floor near the auditorium.

“We have to get people moving through the building and use these beautiful open spaces for

collaboration. We think those chance conversations are what will really make the difference,” says Robinson. “Ideas are capital in this world and sharing ideas is giving a bit of that capital away, but that’s what’s going to make the breakthroughs. The building is doing heavy lifting but it needs culture change to make it work.”

The building is adaptable rather than completely flexible.

There are no raised floors – they couldn’t carry the weight of equipment – but the M&E systems allow a lot of change and service panels in the labs have plug-and-play connections for electricity and gases. Partitions sit under a bandraster (exposed grid) ceiling and can be moved without disturbing the ceiling.

“There’s no expansion capability on the site, everything needs to be done within the envelope,” says Robinson. “We can’t create more space but we can convert from wet science to dry science and we believe that’s where research is going.”

The Crick team built a mock-

up of the new labs in a west London hangar. “I don’t think we’ve really found out just how valuable the mock-up has been,” says Robinson. “It got people on board. Because the building’s so large, on a drawing the labs look small but when you can move through the space, feel the tables, see where you’re going to put stuff – it took much of the worry away. It made a massive difference to how they felt about the building.”

Crick, Watson and Wilkins won science’s highest prize in 1962.

Perhaps the ultimate measure of the new institute’s success will be the number of Nobel prizes awarded for the work done in its collaboration spaces. But they will have to change the rules on a maximum of three winners.

For more information and a fly-through animation see http://www.crick.ac.uk FM Richard Byatt is a freelance writer on the workplace. To read a longer version of this article and to watch a video interview with Henry Robinson go to www.richardbyatt. com

FM WORLD | 24 APRIL 2014 | 19

16/04/2014 14:10

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

Want to get involved in the BIFM? Then look sharp and contact us.

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

BIFM cutting edge NEW 186x123.indd 1 20 | 24 APRIL 2014 | FM WORLD

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

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

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

2/8/10 12:19:58

11/04/2014 10:05

THE

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FM RESEARCH 2014 SALARY SURVEY

Comment ith this, the 2014 edition of the FM World Salary Survey, we’re celebrating ten years since we started asking facilities managers about their pay, benefits and shifting career priorities. Over the course of what’s turned out to be a uniquely turbulent decade we’ve reported the pressures on pay resulting from one of the deepest recessions in recorded history and recorded the way in which remuneration has varied between client-side and supply-side staff. For 2014, after two years of only the lowest of pay rises we’re at last reporting on some significant ‘green shoots’ appearing and a more confident frame of mind among the several hundred of you who took the time to complete this year’s survey.

Much of the data represents no more than the steady progress of positive signs recorded in last year’s survey, but its presence suggests a marked and welcome upward trend.

The 2014 statistics shows that although the majority of pay rises remain at a level below 4 per cent, more FMs receiving such rises. Also, when compared with the past two years there are markedly fewer FMs reporting that they have gone through the year without any kind of rise - a welcome sign indeed.

What’s more, for both client-side and supply-side personnel there is emerging evidence of people moving from one employer to another as the market for FMs picks up pace.

You’ll find more detail on these trends in the figures presented over the course of the following 10 pages.

Although this is our 10th edition, the format of the survey remains largely as it was when we launched it back in 2004. This is in order to clearly identify trends in salaries, benefits, training and qualifications by means of direct comparison with years past. However, we recognise that times change and that readers may want other forms of indicator recorded in this survey. So, we’re always open to ideas for questions we should be asking in future polls - get in touch if you have anything to add.

It may only take 10 minutes to fill out the form, but we remain incredibly grateful to all who took the time to complete the survey.

The result is that we benefit from respondents representing all FM employment types, age groups and salary ranges.

Finally, Lee Marshall is the lucky survey respondent whose name has been drawn at random to receive the £250 prize for taking part.

W

“WE’RE AT LAST REPORTING ON SOME SIGNIFICANT ‘GREEN SHOOTS’ APPEARING AND A MORE CONFIDENT FRAME OF MIND”

This research was published by

17 Britton Street, London EC1M 5TP Tel: 020 7880 6200 Website: www.redactive.co.uk

Enjoy the survey, Martin Read Editor, FM World

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2014 SALARY SURVEY

Since the inception of our salary survey 10 years ago, the balance of response from in-house FMs and those employed through service providers has remained constant. This year was again no exception; 65 per cent of those completing the survey work in-house, 35 per cent with service providers.

The reduction in responses from those in government – central or local – continues, albeit at a slower rate than we saw last year now that the results of the 2010 Comprehensive Spending Review appear to have settled in. FM conducted for finance, banking and insurance clients remains the largest single category from which respondents derive (15 per cent), while it is interesting to note that around 10 per cent of respondents come from manufacturing, the utilities and oil and mining.

There’s certainly a healthily wide variety of response – FM, as represented in this survey, is far from a predominantly office-based profession.

This year, we’ve also seen an increase in the variety of organisations represented by respondents, so much so that it may necessitate a change in the categories for our 2015 survey. FMs from trade unions, aerospace, computer games development, the custodial estate and sports stadia all took part this year, while one respondent posted that his/her role involved “almost all of the above”.

In terms of organisational size, FM remains a role most fully established amongst the country’s largest employers. Indeed, there’s been a marginal increase in that number, some 58 per cent of all respondents coming from firms employing in excess of 1,000 people. We’ve seen a slight increase in the numbers representing the mid-market, with 26 per cent of survey respondents from companies employing between 201 and 1,000 people. Compared to last year, the steady increase in response from those employed by SMEs – companies with fewer than 200 employees – has been checked slightly, edging down two percentage points on our 2013 survey.

The percentage of men to women completing our survey remains constant at almost exactly 70 per cent to 30 per cent. This year we’ve seen a noteable growth in younger FMs completing the survey, with a quarter now aged 35 and under – an encouraging increase on the 18 per cent of under-35s in our 2010 poll. Sixty-three per cent are aged in the 36 to 55 bracket, down from a figure of 69 per cent four years ago, perhaps confirming the gradual influx of younger people into the profession. (A further 13 per cent were aged 56 and above, similar to 2010.)

CHART 1 IN–HOUSE RESPONSE TO SURVEY Accounts / finance / law 5% Architecture / interior design 1% Armed forces 7% Building services / engineering 16% Civil service including prison service 2% Construction 8% Customer services 6% Hotel and leisure 6% IT services 3% Office manager / administration 19% Property 5% Purchasing 1% Retail 4% Sales and marketing 2% Soft services such as catering or security 4% This is my first job after leaving full-time education 5% Other 9%

CHART 2 SERVICE PROVIDER RESPONSE TO SURVEY

Total FM and managed services 72% Consultancy (FM/Property) 9% Hard FM services 11% Soft FM services 8%

CHART 3 RESPONDENTS’ BIFM MEMBERSHIP LEVEL Member 56% Associate 25% Certified member 15% Large enterprise corporate member 1% Fellow 2% Honorary fellow 0% Small enterprise corporate member 1%

Supply side The number of FMs employed with total FM providers remains unchanged at 72 per cent of all our FM WORLD | 2014 | 3

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FM RESEARCH 2014 SALARY SURVEY

CHART 4 REASONS FOR WANTING TO LEAVE CURRENT EMPLOYER Unhappy with pay and benefits – 28% Lack of career opportunity – 23% No communication or involvement in company – 5% Expected Redundancy – 4% Retirement – 5% Perception of job security – 3% Level of workload – 2% Level of working hours – 1% Lack of management support – 5% Stress of the job – 3% Moving away / location – 10% Lack of colleague support – 0% Expected current role to be changed – 6% Other – 5%

supply side respondents, confirming the slowing in total FM respondents as reported in our 2013 survey.

There’s been a small increase in those indicating that they worked for solely soft FM service providers and a corresponding decrease in those representing exclusively hard FM providers.

We’ve also seen some clear daylight between the number of respondents from service providers working on private finance initiative (PFI) or publicprivate partnership (PPP)s – down from almost a third in 2013 to a fraction over a quarter this year.

(Although this may indicate a potentially significant shift, it could also be a correction; in 2012, the percentage representing PFI/PPP was similar to the 2014 figure.)

In-house

CHART 5 REASONS FOR PLANNING TO STAY WITH CURRENT EMPLOYER My employer:

Service provider

I enjoy working for my employer

In-house

Salary / benefits package Job Security in current climate Increased prospects of promotion Promise of bonus payments Promise of pay rise Achieve full pension entitlement Convenient location Other benefits Other 20%

40%

60%

80%

100%

We’ve seen a reduction in the number of in-house FMs responsible for regional or multi-site roles this year, down from 33 to 26 per cent of all in-house respondents – the first fall in this number for two years. Instead, we’ve seen a slight boost in the number of in-house FMs with the job title of director, head of FM or senior facilities manager.

Those responsible for single sites remained constant at just shy of 22 per cent of the in-house total.

The number of supply-side respondents responsible for multiple sites rose considerably, again a possible correction from 2013 back to 2012 figures; 44 per cent of supply-side respondents said that this description fitted them.

By contrast there was a slight drop in those responsible for single sites. Other supply-side respondents came from business development and sales roles (10 per cent), commercial management (down slightly at 8 per cent), facilities supervisor jobs (up from 8 to 11 per cent) and bid management (4 per cent, a slight reduction).

Reductions in responses from in-house FMs in government organisations continues, down from 18 per cent in 2012 and 13 per cent last year to just less than 12 per cent in 2014.

Professional memberships The boost in people describing themselves as having attained BIFM associate status, reported last year, remains at 25 per cent, the same as in 2013 and up from 20 per cent in 2012.

That said, the drop in respondents describing themselves as at BIFM member-grade status has been checked, with the figure up two points to 57 per cent. A further 15 per cent of respondents hold certified member status.

We’ve remarked before on how closely the roles of FM and health and safety manager are, and once again membership of the Institution of Occupational

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2014 SALARY SURVEY

Safety & Health (IOSH) – at 34 per cent – remains the other professional body that FMs are most likely to be members of, in addition to the BIFM. 13 per cent said they were members of the Chartered Management Institute (nearly twice that number compared with 2013), 12 per cent the Chartered Institute of Building Services Engineers, and 17 per cent the Royal Institution of Chartered Surveyors.

Seven per cent of respondents also belonged to the Facilities Management Association (the poll taking place before the introduction of the Building Futures Group), while 4 per cent were members of the International Facilities Management Association.

Of the 16 per cent who cited membership of a body other than those on our list, other organisations cited included the Institute of Leadership and Management, Chartered Quality Institute, Institute of Hospitality, British Council for Offices, Institution of Engineering Technology and the Women in Property group.

There’s been a slight drop in the number of respondents working in London and the SouthEast, but together those two regions still account for almost exactly 50 per cent of the total. Most of the response to the poll by region has otherwise remained constant, but there was also a marked fall in those from the North-West (8 per cent, down from 12) and an increase in those from Scotland and Northern Ireland (9.5 per cent, up from 7).

White British people make up 84 per cent of the total, down slightly on 2013. However, add in ‘White Irish’ and ‘other white background’ and the figure rises to 93 per cent – broadly in line with census figures that suggest that 8 per cent of the population is from ethnic minority groups.

CHART 6 YEARS WITH CURRENT EMPLOYER SERVICE PROVIDER

1 year or less 1-2 years 2 - 4 years 4 - 6 years 6 - 9 years 9 - 14 years 14 - 20 years 20 years +

IN-HOUSE

26% 11% 14% 18% 10% 13% 6% 2%

1 year or less 1-2 years 2 - 4 years 4 - 6 years 6 - 9 years 9 - 14 years 14 - 20 years 20 years +

6% 8% 13% 8% 24% 24% 7% 10%

CHART 7 YEARS WORKING IN THE FM SECTOR SERVICE PROVIDER

IN-HOUSE

Salaries, bonuses and expectations It shouldn’t surprise anyone that salary remains the most important issue for those seeking a job in the sector – it scores a firm and unchanged 70 per cent. But we’ve seen an increase in the number of people for whom the availability of challenging or interesting work is a key concern. This compares with a marked fall in those for whom job security is a major factor. Does this suggests greater fluidity in the jobs market? Perhaps, but we’ve also seen a significant reduction in the number of respondents for whom good career prospects is important – down from 50 to 40 per cent of those polled. Given that this figure had remained unchanged for previous two years, that’s interesting.

As is the level of expectation among respondents for a pay rise. Those expecting no change in their pay dropped significantly from 27 to 20 per cent, while 45 per cent expected an increase of between 1-2 per cent – up from just 27 per cent last year. Just

1 year or less 1-2 years 2 - 4 years 4 - 6 years 6 - 9 years 9 - 14 years 14 - 20 years 20 years +

4% 3% 6% 6% 15% 28% 20% 18%

1 year or less 1-2 years 2 - 4 years 4 - 6 years 6 - 9 years 9 - 14 years 14 - 20 years 20 years +

2% 2% 7% 9% 14% 27% 15% 24%

FM WORLD | 2014 | 5

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FM RESEARCH 2014 SALARY SURVEY

CHART 8 SERVICE PROVIDER SALARIES BY FUNCTION INTERGRATED FM FIRMS

£91,000+ £76,000-£90,000 £61,000-£75,000 £46,000-£60,000 £36,000-£45,000 £26,000-£35,000 up to £25,000

8% 9% 7% 22% 23% 20% 11%

CONSULTANCY (FM / PROPERTY)

£91,000+ £76,000-£91,000 £61,000-£75,000 £46,000-£60,000 £36,000-£45,000 £26,000-£35,000 up to £25,000

0% 0% 11% 33% 22% 22% 11%

as healthily, more than 25 per cent expect a raise of between 3-4 per cent, up from 18 per cent in 2013.

Last year, three in 10 respondents saw no change in salary level at their last pay review; this year, just two in 10 reported no change.

These figures compares with the very little movement reported over the course of our past three surveys. Clearly, there has been a huge boost in confidence among FMs that long-delayed pay rises are actually on the way.

The number of respondents reporting a decrease in their salary has fallen to effectively zero.

Comparing the pay awards by the client or service supplier split is also a positive experience this year; in 2013, 31 per cent of client-side FMs reported no move in their salaries compared with just 16 per cent this year. For client-side respondents with post-graduate qualifications, 24 per cent saw no change in their salary (compared with 36 per cent in 2013) and 43 per cent saw an increase of 1 to 2 per cent (compared with 14 per cent). Close to half got increases of 1-2 per cent, up from 37 per cent in 2013.

Interestingly, on the supply side the number of people getting pay rises of between 1-2 per cent went up last year, but only from 41 per cent of respondents to 47 per cent; meanwhile, just 16 per cent received no raise compared with 28 per cent in 2013. The number of supply-side respondents with a post-graduate qualification seeing no change in their pay dropped from 37 to 33 per cent.

For those working on PFI/PPPs, 50 per cent posted a salary increase of between 1-2 per cent compared with 42 per cent for those not involved in a PFI/PPP. Those working in PFI/PPPs were also twice as likely as those in other fields to have obtained a rise of between 3-4 per cent.

HARD FM

£91,000+ £76,000-£90,000 £61,000-£75,000 £46,000-£60,000 £36,000-£45,000 £26,000-£35,000 up to £25,000

0% 18% 18% 37% 9% 18% 0%

So, a positive picture – but when the current inflation rate is taken into account, and taking into account the relatively static position of salaries in the last few years, these are relatively small increases.

Nevertheless, these positive figures are to be welcomed.

What we might call a ‘supply-side curve’, whereby the higher the pay bracket the more supply-side respondents are likley to be in it compared with their in-house counterparts, is a phenomenon that continues to exist. There remains a salary zone of between £36k and £45k into which more in-house than supply-side FMs are bracketed; but when salaries hit £45k and above, our survey continues to show more supply-side than in-house respondents in each bracket increment up to and beyond £91k per annum.

Last year we remarked on how we had recorded more women to men in the salary brackets of up to £25k and £26k-£35k. In all of the brackets above, we recorded more men than women. However, this year we have more women earning in the £46k-£60k and £76k-£90k brackets than men (in all other salary brackets the gap between men and women is insignificant).

We also note this year that nearly twice as many women as men are reporting salary increases of between 3-4 per cent, and indeed half as many women as men reporting no change in salary. All of this suggests, as far as salary at least is concerned, that the ‘glass ceiling’ for women is no great issue.

The number of high earners employed in FM and property consultancy roles continues to stand out, although those earning in the top bracket (in excess of £91k) are all in total FM/managed services positions. The largest salary band by number of respondents is £46k-£60k, representing 30 per

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2014 SALARY SURVEY

CHART 9 YOUR SALARY INCREASE AT LAST REVIEW? Increase 1-2%

SOFT FM Increase 3-4% Increase 5-6% Increase 7-10% Increase 11 plus% No change 2013 2012 2011

Decrease

£91,000+ £76,000-£90,000 £61,000-£75,000 £46,000-£60,000 £36,000-£45,000 £26,000-£35,000 up to £25,000

2% 12% 15% 27% 17% 15% 12%

cent of all respondents. A healthy spread of people in total FM, soft FM, hard FM and consultancy positions earn in the £61k-£75k bracket, but of the 13 per cent earning between £76k and £90k, the vast majority are employed in either hard FM or consultancy positions. (The remainder in this bracket are those employed in total FM roles.)

When broken down by whether private, public or charity sectors, the figures reveal that nearly twice as many public sector FMs got salary bumps of 1-2 per cent compared with their private sector counterparts, although those working for charities were even more likely to have obtained pay increases in this particular bracket. Having said that, close to twice as many people in private sector organisations posted 3-4 per cent increases, and increases between 5 and 10 per cent were almost exclusively posted by those in the private sector. Respondents were slightly more likely to get no increase at all in the private sector when compared with either the public or charity sectors, a possible result of the public sector having guaranteed pay reviews built in.

Bonuses Those in the private sector were eight times more likely to have received a bonus alongside their salary package last year, with a huge 70 per cent of public sector employees reporting any kind of bonus. This is clearly evidence of the government’s focus on stripping out cost in the public sector and is jarring when compared with previous years. In terms of bonus size, no public sector employee reported a bonus in excess of £1,000 compared with 29 per cent of private sector employees adding between £1k and £5k in bonus to their package. Fourteen per cent of private sector respondents reported bonuses of between £5k and £10k.

Respondents

0%

10%

20%

30%

40%

50%

CHART 10 WHAT WAS THE MAIN REASON FOR JOINING YOUR CURRENT EMPLOYER?

Fresh challenge – 31% Better long-term prospects – 18% Better salary / benefits package – 10% Was unemployed – 11% Senior position – 10% The company had a good reputation – 7% Job was in a more convenient location – 5% Merger / acquisition of employer etc – 7% Employer decided to outsource FM – 1%

As mentioned last year and corroborated with our latest set of figures, there’s no appreciable gender gap in terms of bonuses. Marginally more men than women said they had received no bonus at all, but across the bonus brackets the differences between men and women were small. Of interest is that age has some effect on bonus received, with those aged 56 and above far more likely to have received a bonus in excess of £1k. Broadly speaking, the likelihood of receiving a bonus increases with age.

Benefits Benefits packages appear little changed year on year, with three times as many supply-side FMs reporting that a company car or car allowance comes with their package. With new pension laws in place, there is hardly any difference between client and supplyside respondents in this area. Performance-related bonuses are more likely for those working on the supply side, but profit share/profit save schemes are almost as likely to be on the table for those clientside as those supply side (19 per cent to 18 per cent).

Healthcare plans are more likely to be offered to FM WORLD | 2014 | 7

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FM RESEARCH 2014 SALARY SURVEY

CHART 11 WHAT DO YOU EXPECT YOUR SALARY INCREASE TO BE AT YOUR NEXT PAY REVIEW? 2014 45%

Increase of 1-2% Increase of 3-4%

26%

Increase of 5-6% Increase of 7-10% Increase of 11% or more

5% 3% 1%

No change Decrease

20% 1%

2013 47%

Increase of 1-2% Increase of 3-4%

18%

Increase of 5-6%

3%

Increase of 7-10%

3%

Increase of 11% or more

1%

No change Decrease

27% 1%

2012 Increase of 1-2%

44%

Increase of 3-4%

17%

Increase of 5-6%

6%

Increase of 7-10%

2%

Increase of 11% or more

2%

No change Decrease

28% 2%

2010 Increase of 1-2%

32%

Increase of 3-4%

18%

Increase of 5-6%

3%

Increase of 7-10%

1.4%

Increase of 11% or more Decrease

FMs and the job market

3%

No change

allowances increase with age, with more people aged 56 and above reporting such an allowance than in any other bracket.

Overall, what makes a good employer of facilities managers in 2014? Aside from the obvious issues of salary and career prospects, relationships and variety hold the key. Fifty-eight per cent of all respondents said that challenging and interesting work was one of the most important traits in an employer, while 22 per cent cited recognition for their efforts.

Interestingly, considerably more client-side than supply-side respondents thought recognition important, while those keen on challenging work were also more numerous on the client side.

Training is also a key element for many, although again it’s those on the client side who value it more (14 per cent compared with 10 per cent). The level of responsibility in their role is also important, and again it’s those on the client side who value this aspect of their job more.

A perhaps significant 19 per cent cite the opportunity to work flexibly as important to them, while 22 per cent value a good working relationship with their colleagues.

When asked to agree or disagree with specific statements, further insight is gleaned on what goes wrong in the relationship between employer and employed; “offers excellent succession planning and career opportunities” was a statement that just a third of respondents agreed with, although “does everything to empower staff wherever possible in order to make their own decisions” was endorsed by 55 per cent of respondents. A further 55 per cent agreed that their organisation had a “high degree of staff morale and a strong sense of belonging”.

42% 1%

those on the supply side than client-side, although 50 per cent of those reporting in the latter field said that their package included a health plan.

Paid overtime is clearly age-related; you’re twice as likely to have received it if you’re aged 25 or under, whereas just 15 per cent of those aged from 46 onwards reported receiving any kind of overtime payments. By contrast, performance-related bonuses are obtained by more than twice as many people in the 26-35 and 36-45 brackets as those in the 18-25 bracket. Those aged 46 and above are even more likely to receive such a bonus. Company car

It’s clear that pay levels and career opportunity continue to be the dominant reason for FMs expressing their desire to move on from their current employers. More than half of those surveyed said that one of those two elements was behind their reason for looking to switch job. Indeed, when all other elements are looked at separately – workload, working hours, lack of support – they account for never more than 5 per cent of the total.

(Interestingly, these reasons are viewed differently in retrospect; for those who have left their jobs, 20 per cent cited lack of career opportunity and just 8 per cent pay and benefits.)

If anything, 2014 shows that speed at which supply-side FMs move between employers has increased yet further. Five times as many supply-side FMs have been with their company for less than a year, compared with just 6 per cent on the clientside. But the spread of respondents in the other age

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CHART 12 PAY RISES RECEIVED BY SUPPLY-SIDE FMS

brackets is constant on the supply-side, whereas half of all respondents on the client-side have been with their organisations for between six and 14 years.

Mobility is perhaps unsurprisingly more likely for those aged 18 to 25, with very few in this age group having been with their firms since they left school or university (14 per cent).

Most respondents said their search for a new challenge had led them to their current employer (31 per cent). Eighteen per cent had targeted better longterm prospects with their employer; 11 per cent had previously been unemployed; and nearly 10 per cent had gone for a more senior position. Another 10 per cent had been in search of a better salary/benefits package. Just over 7 per cent found themselves in their post because of a merger or acquisition.

Slightly fewer respondents expected to leave their current employer within 12 months and, interestingly, three times as many client-side employees with between two and three years’ experience said they expected to leave their posts in the next three years compared with their supply-side equivalents. This is perhaps a function of supply-side employees moving from job to job more frequently.

Considerably more women than men expected to have itchy feet after 18 months in post, although beyond that the spikes between the genders are insignificant.

Lack of management support remains a small but important reason for people seeking pastures new, with 7 per cent citing this reason for their disquiet.

More than twice as many public sector respondents told us that they expected to leave their positions as a result of their current role changing, as compared with the same reason being expressed by their supply-side counterparts.

It remains true that salary size is a relatively small element of an individual’s decision to stay with their current employer, suggesting that the pay package is either sufficient already or is secondary to other factors. Indeed, job security (16 per cent) and increasing prospects for promotion (9 per cent) are key reasons for staying put – but both are put in to the shade by the basic fact that, for 42 per cent of respondents, they simply enjoy working for their current employer. That figure breaks down as 46 per cent for supply-side staff and 41 per cent client side.

Job security is interesting; the 16 per cent who cited it as important in 2014 compares with 22 per cent last year, 25 per cent in 2012 and 33 per cent in 2011. This could be a sign that FMs have become more adventurous, or alternatively just resigned to the fluidity of the market.

Last year we reported on how 16 per cent of respondents had been promoted in the last 12 months and another 16 per cent had not seen any

Increase of 1-2% – 47% Increase of 3-4% – 21% Increase of 5-6% – 9% Increase of 7-10% – 3% Increase of 11% or more – 3% No Change – 16% Decrease – 1%

CHART 13 PAY RISES RECEIVED BY CLIENT-SIDE FMS Increase of 1-2% – 46% Increase of 3-4% – 17% Increase of 5-6% – 4% Increase of 7-10% – 0% Increase of 11% or more – 5% No change – 27% Decrease – 1%

CHART 14 BONUSES RECEIVED BY SUPPLY-SIDE FMS None – 45% Up to £999 – 11% £1000 - £4,999 – 25% £5,000 - £9,999 – 8% £10,000 - £14,999 – 3% £15,000 - £19,999 – 3% £20,000 - £29,999 – 2% More than £30,000 – 3%

CHART 15 BONUSES RECEIVED BY CLIENT-SIDE FMS None – 48% Up to £999 – 6% £1000 - £4,999 – 14% £5,000 - £9,999 – 17% £10,000 - 19,999 – 7% £15,000 - £19,999 – 5% £20,000 - £29,999 – 2% More than £30,000 – 1%

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CHART 16 DO YOU AGREE WITH THE FOLLOWING STATEMENTS? My employer:

Agree

Offers excellent succession planning and career opportunities

Disagree

Always encourages equal opportunities and diversity Has a high turnover of staff Has a high degree of staff morale and a strong sense of belonging Does everything to empower staff wherever possible in order to make their own decisions Has a strong public image and performs well against competitors Offers exit interviews to all staff who leave the company Offers a competitive salary and package compared to other organisations in the facilities market Offers staff the opportunity to work flexibly, both in terms of time and location, where possible 20%

40%

CHART 17 BACKGROUND BEFORE FM – MALE

60%

80%

100%

CHART 18 BACKGROUND BEFORE FM – FEMALE

kind of promotion for four years. This year, to go with the reported increase in pay levels, there’s movement on promotions as well; nearly 19 per cent reported a promotion in the past year, although the same number – 16 per cent – reported no promotion for four or more years. Those working for service providers were considerably more likely to have seen a promotion in the past two years – 40 per cent compared with 25 per cent. And interestingly, considerably more women than men had reported promotions within the last 12 months – 23.5 per cent compared with 15 per cent.

The number of people reporting that they had never been promoted has dropped significantly, from more than a third to little over a quarter.

Slightly fewer respondents to the 2014 survey had been in the sector for more than 20 years, while there’s been a significant increase in the number of people with fewer than four years’ experience in the sector, hopefully a sign of more young people catching on to the benefits of a career in FM. Still, close to two-thirds of all those surveyed have been in the sector for between six and 20 years.

Background and education

Accounts / finance / law 4% Architecture / interior design 1% Armed forces 10% Building services / engineering 22% Civil service including prison service 2% Construction 11% Customer services 2% Hotel and leisure 6% IT services 3% Office manager / administration 9% Property 5% Purchasing 1% Retail 4% Sales and marketing 2% Soft services, such as catering or security 4% This is my first job after leaving full-time education 5% Other 9%

Accounts / finance / law 6% Architecture / interior design 0% Armed forces 3% Building services / engineering 3% Civil service including prison service 0% Construction 1% Customer services 12% Hotel and leisure 6% IT services 1% Office manager / administration 41% Property 4% Purchasing 0% Retail 4% Sales and marketing 4% Soft services, such as catering or security 4% This is my first job after leaving full-time education 6% Other 8%

This year’s survey shows that nearly a third of people coming into the sector do so from an office administration or building services background – actually up slightly on last year, when we reported a small annual drop in that figure. These are the traditional ‘routes in’, and thus perhaps not unexpected. That said, Those coming into FM from the armed forces remain at 8 per cent, and a further 8 per cent have a construction background, similar to last year. But there’s been a drop in those coming across from the hotel and leisure sector while less than 5 per cent have a background in other single ‘soft’ services such as cleaning, catering or security. 5 per cent have come to FM from customer services (unchanged) while for 6 per cent of all those surveyed, FM was their first job since leaving education. That last figure is encouraging, following on as it does from last year’s 5 per cent and 2012’s 4 per cent. FM as a career of choice? Slowly, perhaps, but surely too.

It’s perhaps unsurprising that the vast majority of those coming to FM from an office administration role have gone into an in-house FM position, and slightly more of those coming into the profession from the armed forces do so into a supply-side role.

Interestingly, the client/supply-side split for those entering the profession from a building engineering background is nowhere near as pronounced as it has been in the last two surveys, although there is no immediately obvious reason for this being the case.

Close to half of our sample – 48 per cent – held

10 | 2014 | FM WORLD

2014 FMW SalarySurvey 12pp.indd 30

16/04/2014 17:40

2014 SALARY SURVEY

IOSH qualifications and 33 per cent NEBOSH. Less than 2 per cent held an MBA in an FM-related discipline and less than 3 per cent an MBA in a nonFM related discipline.

The number of people holding or studying for a BIFM qualification has increased appreciably from a figure of 14 per cent in 2012 and 17 per cent last year to 23 per cent in 2014. Ten per cent of those surveyed said that they held an HNC qualification in a non FM-related discipline, with 5 per cent holding a post-graduate diploma in an FM-related discipline.

CHART 19 MOST IMPORTANT FACTORS IN A JOB?

Career prospects

Salary

Location

Conclusions With some degree of caution it is possible to paint a positive picture with the results of this year’s salary survey. Whereas this time last year there were promising signs of movement, particularly with regard to pay, there was little hard evidence. The 2014 figures suggest that FMs have both received, and now expect to receive, modest increases – and are considerably more confident about the future, both in terms of pay and their ability to move from organisation to organisation. Whether all this hope and expectation translates into the hard cash many expect is what will make 2014 an interesting year.

There’s also considerable movement from FMs from employer to employer, particularly on the supply side. While much of this could be put down to the typical state of affairs for service providers and their employees, it’s also possibly indicative of a healthier outlook on the supply side in general.

Certainly the anecdotal evidence is that the market for outsourced FM services is busier than it has been for some time.

The effect of government constraints on the public sector and the creeping professionalisation of the sector in general are being reflected in these results. There’s also a notable uptick in the number of people qualified in, or currently studying for BIFM qualifications. Space precludes us from going into more detail on this subject, but we’ll be picking out more data from the survey and running related news stories in the weeks ahead.

Some of the differences by way of gender are of interest, particularly the spikes in earnings and promotions, although the differences are slight.

The demographic changes noted in our last two surveys continue, and certainly there is a steady increase in the number of people entering the profession from school or university rather than as a second career choice. Clearly, however, the pace at which this welcome change is happening needs to be stepped up.

For now, the story of the last twelve months is a posiitive one, in terms of both the expectation and the reality of improved pay.

Degree of responsibility

Job security

Training

Challenging / interesting work

Fringe benefits / perks

Physical working environment

Recognition

Relationship with colleagues

Holiday entitlement

Final salary pension

Health cover 2013 2012

Opportunity to work flexibly

2011 2010

0%

10%

20% 30%

40%

50%

60% 70%

80%

FM WORLD | 2014 | 11

2014 FMW SalarySurvey 12pp.indd 31

16/04/2014 17:25

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THE BRITI

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16/04/2014 14:38

FM MONITOR MARKET INTELLIGENCE

INSIGHT

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

ECONOMY

BUSINESS USE OF SOCIAL MEDIA IN THE UK

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

The Office for National Statistics’ E-commerce survey of UK businesses asked businesses about social media use for the first time in 2012.

Source: HM Treasury (hmrc.gov.uk)

Bank of England base rate: 0.5% as of 10 April 2014.

The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.

ABOUT

SOCIAL MEDIA WAS BROKEN DOWN INTO DIFFERENT TYPES INCLUDING SOCIAL NETWORKS, BLOGS, MULTIMEDIA CONTENT SHARING WEBSITES AND WIKI-BASED KNOWLEDGE SHARING TOOLS.

7,700 10 2012

BUSINESSES WITH

96% 44%

24% 15% USED A BLOG

HAD INTERNET USED SOCIAL ACCESS MEDIA IN 2012

Category of worker

Hourly rate from 1 Oct 2013

Aged 21 and above

£6.31

Aged 18 to 20 inclusive

£5.03

Aged under 18 (but above compulsory school age)

£3.68

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

£2.65

www.fm-world.co.uk

21 insight.indd 21

BUT ONLY

20%

USED MULTIMEDIA CONTENT SHARING WEBSITES

OF CONSTRUCTION COMPANIES USED IT.

REPAIR AND MAINTENANCE

ELECTRICAL CONTRACTING

REPAIR & MAINTENANCE, NONSEASONALLY (NSA) AND SEASONALLY (SA) ADJUSTED

UK MARKET FOR ELECTRICAL CONTRACTING 2012-2016 BY VALUE (£BN)

£MILLION 4,300

20 18

Repair & maintenance NSA Repair & maintenance SA VALUE - £BN

4,100 3,700

National Minimum Wage The following rates came into effect on 1 October 2013:

77%

BUSINESSES USED SOCIAL NETWORKS

3,900

EMPLOYMENT

i

43%

OR MORE STAFF WERE SURVEYED IN

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

Consumer Price Index (CPI): The Consumer Price Index (CPI) annual inflation grew by 1.6% in the year to March 2014, down from 1.7% in February. The largest contribution to the fall in the rate came from transport, particularly motor fuels, with other downward effects from the clothing and furniture & household goods sectors. These were partially offset by upward contributions from restaurants & hotels and alcohol & tobacco. Source: (www.ons.gov.uk)

INFORMATION AND COMMUNICATION FIRMS WERE THE MOST LIKELY TO USE SOCIAL MEDIA

3,500

16 14 12

3,300 10

3,100

2012

2,900 2,700 2010

2013

2014 EST

2015 FCST

2016 FCST

SOURCE: CONSTRUCTION, OUTPUT & EMPLOYMENT

The electrical contractors market was estimated to be valued at around £18.2 billion in 2013, having seen moderate growth since 2011.

The sector is thought to have been less affected by the recession than other areas in construction, but the the market declined in 2009/10. In 2011, increasing raw material prices boosted the market in terms of value. But this was offset by weak demand in the private sector and government spending cuts.

The electrical contracting market is likely to grow by 3 per cent a year over the next few years, and is contingent on the wider construction sector.

— OFFICE FOR NATIONAL STATISTICS

SOURCE: AMA RESEARCH

2011

2012

2013

2014

Repair and mantenance fell 3.1% in February compared with January, but increased 2.3 per cent compared with February 2013. Repair and maintenance fell in February when compared with January – housing repair and maintenance by 3.5 per cent and non-housing by 2.6 per cent. Three monthly figures also show a fall when compared to the previous three months, when housing repair fell 0.2 per cent and non-housing fell 1.4 per cent.

FM WORLD | 24 APRIL 2014 | 21

16/04/2014 14:29

FM FEATURE

FOUR GENERATIONS IN THE WORKPLACE

KEVIN STANLEY

THE

GENERATION

IKON

GAME

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www.fm-world.co.uk

16/04/2014 15:50

FOUR GENERATIONS IN THE WORKPLACE

Increasingly, as work life throws together at least three of Shakespeare’s ‘seven ages’, facilities managers will find themselves having to transform the workplace to make all employees equally productive, says Kevin Stanley

W

ith Generation Y coming in and baby boomers often obliged to stay put, there can be as many as four generations of workers in the one workplace. The number of economically active over-65s will have risen by a third by 2030. Meanwhile, Generation Y is joining Generation X in the workplace – and their demands are fundamentally different.

But what does this really mean for FMs? Is it more about a smorgasbord of different work zones or is the real issue managing different levels of physical capability?

As the landscape of the workplace changes and the workforce ages, organisations need to design and adapt workplaces for a wide generational range of employees as well as being completely inclusive of those employees who are disabled. It also needs to be a place where employees from different generations are able to work together effectively without clashing.

“The issue isn’t about pampering, it’s about getting the most from multi-generational

www.fm-world.co.uk

22-25_Generations.indd 23

teams that have grown up with different norms, attitudes, working practices and skills,” says Andrew Mawson, managing director of Advanced Workplace Associates. “A new or refurbished workplace can be used as a great unifier of the generations with an inclusive and engaging design approach that allows generations to learn from one another. A workplace designed to support its workers can enable an easy up-skilling of each generation – better technology and social media skills for the older workers and better interpersonal skills for the younger groups. The danger of failing to adapt the workplace to multi-generational use is potential ‘warfare’ between different generations.

“One organisation we dealt with had to employ external ‘marriage guidance counsellors’ to help each generation to understand each other so that they can get the best from them all together,” says Mawson.

In terms of disabled employees the argument is that if systems and buildings work well for disabled people, then they work well for anyone and that, in addition to this, well designed and managed buildings can actually prevent people from becoming disabled.

“Good FMs understand that the process of making a building work so that people find it easy to do their jobs requires FM, maintenance, training, IT, HR, occupational health and health and safety to all collaborate effectively and efficiently. FM cannot deliver best practice in isolation from these other business functions,” says Susan Scott-Parker, CEO and founder of Business Disability Forum.

One in three people aged 50 to 65 will have a disability. Statistics such as this highlight a genuine need to make buildings work for the extreme user – given FM WORLD | 24 APRIL 2014 | 23

16/04/2014 15:50

FM FEATURE

FOUR GENERATIONS IN THE WORKPLACE

KEVIN STANLEY

that they then work better for everyone.

“Disability-competent FM ensures that the workplace adapts so that these valued employees can continue to contribute to business success.

The question should be ‘what can we do, that would make it easier for everyone to do their jobs?‘ It is counterproductive and needlessly expensive to require people to prove that they have a medical condition before you make it easier for them to be productive,” says Scott-Parker.

SHUTTERSTOCK

Talking ’bout my generation Perhaps part of the answer to managing the challenge of the multi-generational workplace is to allow choice.

“By offering a high degree of flexibility in space and in ways of working – along with the autonomy to exercise that choice – all staff will benefit,” says Monica Parker, Workplace director at Morgan Lovell. “This creates a workplace that supports not just all generations, but all types of people – introverts and extroverts, creatives and actuaries, roamers and residents, visual and kinaesthetic.”

Parker believes that by failing to offer this type of flexibility employers “risk lower performance and higher attrition”. As for how to best achieve this type of work environment, Parker advocates the use of a “socially scientific and sound evidence-based programme” – in the belief that “asking people’s opinions is a great start, but not good enough” and that “FMs need to look more at the customer experience and less at the nuts and bolts of managing a building”.

One organisation that has undertaken some innovative research into the issues of multi-generational workplaces is

24 | 24 APRIL 2014 | FM WORLD

22-25_Generations.indd 24

Kinnarps. It has recently opened a “showroom” in Clerkenwell, examined the issues full on, and reflected on the research it had undertaken in partnership with Professor Jeremy Myerson over the previous 15 years.

“The space is designed as a living example of how the workplace might adapt to meet the demands of both the more agile employees of today and a multi-generational workforce,” says Marc Bird, head of marketing UK/marketing business manager central at Kinnarps. “The conclusion that Professor Myerson came to – which we have brought to life – is that FMs need to consider providing a more varied choice of work settings to suit individual needs. Those needs may be driven by the type of work being undertaken as well as the age and abilities of the person doing

it. An older worker may prefer a comfortable seat in a quieter corner with brighter lighting, whereas a younger team member may prefer a buzzy environment, standing up with a headset and less harsh light,” says Bird.

“The typical workstation of the past was rather like a Swiss Army knife; it tried to support every need but was basically a compromise and not the optimal tool. By giving staff of all ages the ability to ‘choose the best tool for the job’ you are more likely to get the best from them and encourage them to fulfil their potential. So settings designed for specific tasks are more likely to deliver results,” says Bird.

Taking the whole idea to the final logical step, Kinnarps has used Professor Myerson’s summary concept of dividing work in its London office, providing settings in three

specific modes: Collaboration, concentration and contemplation.

“Most work can be categorised into one of these three definitions, which simplifies the idea for employees to understand and adapt behaviour to,” says Bird.

Ageing, having accidents, being diagnosed with disabilities or health conditions – all are an inevitable part of the human condition. Organisations must understand this. There are real dangers involved in not adapting the workplace. Unnecessary absenteeism, long-term sickness, high staff turnover and unnecessary formal grievances, all of which have costs associated with them, will increase if workplaces are not inclusive.

“Senior managers will find it easier to work and contribute if the buildings are well designed and well managed. If FM can’t make changes to an office www.fm-world.co.uk

16/04/2014 15:51

FOUR GENERATIONS IN THE WORKPLACE

Lloyds Bank, since implementing a new system for delivering workplace adjustments has seen:

50% DROP IN FORMAL GRIEVANCES

85% REPORTED ENHANCED PRODUCTIVITY

63% REPORTED REDUCED SICKNESS ABSENCE

configuration, people may be forced to leave their jobs with the costs associated with unnecessary early retirement, loss of corporate memory and wisdom,” says Scott-Parker.

Organisations designing workspaces for multigenerational and disabled employees must involve them in the planning and design process.

“Users need to test buildings.

Can they find and open doors?

Are those doors automatic or power-assisted? Can they get into and out of lifts? Is the signage legible? Can they get into the canteen? Can they reach across a counter? Are there inclusive toilet facilities? Do individuals with disabilities have their personalised evaluation plans? Ultimately, it is the building users who determine if the building really works,” says Scott-Parker. www.fm-world.co.uk

22-25_Generations.indd 25

Recurring opinions are that good design works for everyone, and that for organisations to prepare workplaces for a wide generational range they must simply treat people as individuals.

“The work is the same regardless of age, so employees need access to the same tools and to be surrounded by the same people. It’s their attitude to work or their outlook on life that might be different, but performing a task and delivering on what they are paid to do is no different,” say Colin Macgadie, creative director, and Phil Hutchinson, strategy director, at BDG Architecture + Design.

Macgadie and Hutchinson assert that segregating people by age “promotes typecasting or even worse – prejudice” and that “the essence of what we design for an increasing number of our clients is a choice for people to work in the most appropriate space for the activity they are doing. The issue of segregation goes further in missing the value of mixing youth with experience, which is the classic apprentice approach of learning.”

As for the dangers of not adapting the workplace for multi-generational use, Macgadie and Hutchinson suggest that perhaps specifically adapting the workplace for age could in itself be a problem.

“If we currently design to suit tasks and activity, making spaces more effective for organisations, to then make them more suitable for multiple generations just restricts use. Diversity of types of space and place, and choice over working environment should be at the heart of any workplace, regardless of age.”

Perhaps as long as they are thoughtful and inclusive from the beginning, good designers don’t need to change the way they design. FM

LIGHTING BEST PRACTICE

ILLUMINATING EXPERIENCES Lighting is a vital factor governing whether or not a workplace is successful. Two top lighting experts give their opinions on best practice Shane P Cohen, international lighting manager at Humanscale, believes that FMs must not marginalise anyone within their workforce by ignoring their individual needs and allowing them to work in substandard conditions.

“Light is critical for everyone in the workspace; without it nothing else – seating, monitor arms, or height-adjustable desks – can be completely effective at helping employees to work comfortably and properly,” says Cohen.

“A single set level of light will never be right for everyone, or every task,” he says. “In order to enable a multi-generational and multi-disciplinary workforce of all ages, physical capabilities and work styles to collaborate together effectively in a single office environment we must provide individual, adjustable, customisable lighting to suit individual needs,” says Cohen.

David Clements, managing director at Future Designs, thinks that we can be in danger of overcomplicating issues regarding the requirements of varying age groups.

“Correct lighting is a vital ingredient to the wellbeing of a workforce. The CIBSE lighting guide LG7 is intrinsically linked to the Health and Safety at Work Act. Non-compliant lighting can lead to legal action against employers, so the first and last requisite is compliance.

There has been a drive toward localised task lighting, however, this comes at an additional cost plus increased power consumption. There are times when older people require slightly higher levels of light to work in, but then there are visually impaired younger people requiring the same higher levels. This is easily dealt with through lighting control systems that are installed within just about every new or refurbished office space using DALI control gear. This is now the industry norm,” says Clements.

FM WORLD | 24 APRIL 2014 | 25

16/04/2014 15:51

FM MONITOR ANDREW DURANT

LEGAL UPDATE

Andrew Durant is a senior managing director at FTI Consulting, Forensic and Litigation Consulting

EU CYB ER SECU R I T Y ST R AT EGY

overnment figures estimate the cost of G cyber crime to the UK economy at £27 billion a year. To address this, the EU has set a deadline of mid-2016 for each member state to develop a national cyber strategy In February 2013 the European Commission published a cyber security strategy to design and enforce a harmonious standard of network and information security across the European Union.

Its prime feature was a draft directive that sets mandatory cyberspace policies on public authorities and operators of critical infrastructure in the fields of energy, transport, banking, stock exchanges and health.

The expected deadline for implementation of the directive is spring/summer 2016, by which time member states must have developed a national cyber security strategy and a corresponding suite of sanctions enforced by a chosen regulator.

The principal aim of the directive is two-fold. The first is to ensure that appropriate technical and organisational measures are taken to manage cyber security risks and minimise the impact of related incidents.

The second is to facilitate co-operation and information sharing between authorities and the private sector.

Technical reforms to consider are that businesses must ensure they have adequate controls in place to mitigate the risks of cyber incidents. And national authorities will have the power to request that companies undergo a security audit and share the results with them.

26 | 24 APRIL 2014 | FM WORLD

26 Legal update.indd 26

Steps to prepare for the directive Implementing controls to guarantee compliance will be costly. So any cyber security initiative should address its main vulnerability – the human factor. Seventy-eight per cent of data breaches suffered by organisations are because of employee behaviour, which limits technological safeguards in their ability to offer a viable defence.

1. Enforce a mobile device management (MDM) policy: Having a strong virtual private network (VPN) will only protect your data if you are able to retain some kind of control over the devices that connect to it.

The trend towards bring-yourown-device (BYOD) means that issuing employees with centrally administered phones is no longer a fail-safe option of managing devices on your network. Seventy-four per cent of respondents to a survey by US security company Fortinet said they brought their own devices to work irrespective of company policy. For best practice: ● Maintain an inventory of all devices used by employees and the applications installed on them; ● Invest in MDM products so you can perform a remote wipe on mobile devices; and ● Administer a strict policy over the level of encryption and

inactivity timeouts on personal devices.

2. Educate your employees: FMs must make sure that employees stay abreast of cyber threats by informing them about: ● How to keep their machines clean – workers must be aware of what they can and can’t install on their personal and work devices; ● Maintain physical control over their machines – employees should be trained on where not to use and leave their machines, how to minimise the risk of theft or loss and to routinely back up important information; and ● Report suspicious incidents – training sessions should teach employees how to recognise suspicious occurrences on their device and report any loss, theft or virus to the IT team.

Training sessions should be face-to-face events to help to establish a communication channel between employees and IT officers and give staff a chance to ask questions.

3. Co-operation and information sharing: ● Businesses must report incidents that have a “significant impact on the security of the core services”, to regulators; ● National regulators are now required to closely co-operate with the commission to circulate early warnings of risks; and ● Regulators also have a discretionary duty to inform the public of an incident if it determines that disclosure is in the public interest.

4. Implement a breach notification and response plan. Businesses should strategise over how they would respond to an incident in a way that minimises costs and satisfies regulators and stakeholders. To do

this you need to consider: ● Categorising your data according to its nature and rank its level of sensitivity; ● Developing response objectives for each category to be achieved in an assigned amount of time; and ● Allocating responsibility to a predetermined team of internal or external experts across all business functions – i.e audit, legal, risk – and specify when the issue needs to be escalated.

5. Form a strategic communications plan: Although IT policies typically focus on the technical side of a breach, often the most destructive implications are the loss of investor confidence and consumer trust that follows. The level of transparency and dialogue that the directive mandates must be met in your response plan with a comprehensive crisis communications protocol. ● Assess your in-house capabilities and identify areas where external assistance is needed. Open a dialogue with your preferred provider so you can deploy a comprehensive response strategy within the shortest possible time.

The directive still holds an uncertain future, but what we can see from the proposals is a regulatory push for companies to embrace a cyber-conscious culture.

UK cyber crime victims are losing about £3 million each a year, which suggests that although initial outlay to safeguard your business may be significant, the cost of ignoring the threat will certainly prove to be far greater. FM www.fm-world.co.uk

16/04/2014 14:30

FM MONITOR DAN STEWARD

HOW TO...

Dan Steward is managing director of Shield Pest Control UK

B IRD -PROOF ING BUI L DI N GS

eral doves, pigeons and gulls are the FM’s main avian foes – and all are designated as pests by the Department for Environment Food & Rural Affairs. Dan Steward offers advice on the best methods to deter the nuisance

F

Roosting and nesting birds pose a nuisance – especially in large numbers. They leave debris and droppings behind that erode stonework, look unsightly and can pose health risks. Nests can block guttering and dead birds in roof spaces and uncovered water tanks pose a health risk.

In urban environments the nuisance is mainly that of pigeons, although gulls can be as problematic.

Most buildings will need some line of defence or birdproofing. There are three main considerations: The aesthetics of the building; being able to open windows and access to balconies/ outside areas; and cost.

Birds and the law Any form of bird control must fall within the law. Most birds and their nests are protected under the Wildlife and Countryside Act 1981. The act allows authorised people to control certain birds, including feral pigeons, by using specified methods to prevent damage to agriculture, to preserve public health and air safety, or to conserve other wild birds.

Spikes and netting These are widely used as a means of deterring birds. You will often see these methods used in stadia, railway stations and areas where aesthetics are not a priority. www.fm-world.co.uk

27_HowToBirds.indd 27

They simply stop birds having access. The downside is that, used over large areas, these methods can be expensive – spikes and post and wire are quite labour-intensive to install.

The plus side is that they are long-lasting once in situ. Spikes can’t be used on window ledges where windows need to be opened or on balconies.

Properly fitted netting will afford long-lasting protection.

It is specially made to withstand a wide range of environmental conditions. It will not absorb water, will not rot, it’s stabilised against ultra-violet light and is chemically inert. With care, it can be fitted so that it is fairly discreet. The tension of the wire suspension system and the weight of the net are carried by heavy-duty expanding bolts which have to be set into the masonry or brickwork so there may be issues depending on the condition of the building.

Birds of prey Regular visits by a professional falconer with a bird of prey will change the behaviour of feral

birds, causing them to move to other sites. Initially, you need an intensive programme to maintain sufficient threat, but once the behaviour of the target birds has been altered it can be controlled through a programme of less frequent visits.

The handler chooses the best vantage points and flies the bird over the affected area. This method is particularly useful in areas that have sporadic problems caused by crowds of people (and discarded food) such as during Wimbledon fortnight.

Avishock Avishock is a tactile scaring device that delivers a small electric shock to deter pest birds from unwanted areas.

An energiser plugs into the mains supply, which provides power to the track. The track remains in a ready state as the circuit is not complete. When a bird lands on the track the circuit is completed, delivering a shock to the bird. This is similar to electric fencing used in farming.

The shock in no way harms the bird. Avishock is discreet but can be costly if used over large areas.

Trapping Using baited traps over six weeks can reduce the resident bird population. Over time, the birds access the baited traps containing corn feed and water. Once they have got used to using the traps as a source of food (usually over

Any form of bird control must fall within the law. Most birds and their nests are protected under the Wildlife and Countryside Act 1981

a period of eight days) the traps will then be set. The traps are visited daily and feral pigeons are despatched; any non-target birds are released unharmed.

This continues for three days as the birds then become fearful and stop entering the traps. The whole procedure is repeated twice more to complete the sixweek programme.

There are a number of methods that can be used when preserving the appearance of a building is paramount. These include the use of birds of prey (hawks), electric shock systems, trapping, and the most recent development in chemical products – bird free gels.

Bird Free gels ‘Bird Free’ gel is a relatively new product in the bird control industry. It is completely harmless and makes use of the fact that birds’ vision allows them to see ultraviolet light; the gel appears to them as fire.

Dubbed by the press as “fire gel”, it was introduced into the UK about three years ago. The gel is placed inside small plastic dishes that are fixed onto the ledges to be protected. The dishes must be placed at either 100-150mm or 250mm-300mm intervals, depending on the level of infestation.

One of its distinct advantages is that it deters birds from landing even when these dishes are placed behind the leading edge of a parapet or ledge.

This makes the dishes invisible from ground level, preserving the appearance of the building, while at the same time keeping it clean. The gel lasts for some time depending on the exposure of the building and weather. FM FM WORLD | 24 APRIL 2014 | 27

16/04/2014 14:30

FM MONITOR GARY COLLINSON

RESPONSE

Gary Collinson, managing director of Botanical Group Services

SOL AR CHARGED BAT T ERY- P OWER ED EQ UIP M E N T

n our 27 March issue we looked at the benefits of FMs using solar charged battery-powered grounds maintenance tools.

The jury is still out in some quarters, but green power is already paying dividends for some

I

When electric cars hit the news not many moons ago, some doubting Thomases expressed concerns about range and the practicalities of refuelling.

But their performance figures continue to improve, journey ranges are lengthening and electric vehicle makers have created much more than a niche market. The same is true of solar charged, battery-powered equipment.

As FM World readers will know, the grounds maintenance team at Liverpool ONE is already using this technology for a range of different power tools. It’s important to emphasise that its successes with solar charged, battery-powered equipment centre on a change in mindset to service procurement and a willingness to adopt a more flexible approach to planning and service delivery.

Users are already providing positive feedback, not only on performance but also on other benefits such as reduced noise.

Liverpool ONE operations director Chris Grundy said: “Liverpool ONE is a 42-acre estate mixed development scheme with hotels, leisure and retail. The investment in solar charged batterypowered equipment means fewer restrictions on working hours because of noise reduction with the added benefit of zero carbon emissions.”

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28_Technical.indd 28

We at Botanical Group Services take a vested interest in green technology and believe the opportunity is here and now.

While there may be a handful of industry areas where the technology requires further development, for the most part it is readily available, especially where there is an appetite and willingness for change. Much like the case of the electric car, this is as much about positively influencing the thinking of contractors and FMs as it is about the equipment itself.

Great statistics There are some perceptions that it is difficult to measure the long-term value of adopting this type of technology, but the advantages are, in reality, clear and manifold.

On the health and safety side, no fuel preparation is required and there are no direct carbon dioxide emissions or exhaust fumes. The machinery also reduces operator fatigue, vibration and noise.

As for performance and costs, there are some great statistics to share. Throughout its life the battery is equivalent to using 3,000 litres of petrol and 60 litres of oil mix. A battery can pay for itself within the first year and is 80 per cent recyclable. The projected cost of running for the life of the battery is about £101, or nil if charged by solar panel.

The equivalent cost of fuel is about £4,050. To many advocates like us, this is a no-brainer.

There are two major sectors – health and education – that are giving the benefits of batterypowered grounds equipment more than a casual glance.

The last thing schools, care homes or hospitals need is a twostroke petrol engine going full bore right outside their windows when there is another way. The same goes for any place where people are in residence 24 hours a day and appreciate the peace

and quiet that they deserve – hotels, private estates and leisure facilities to name just a few.

Carbon footprint Many FMs are also increasingly keen for their organisations to reduce their carbon footprint and adopt smarter, greener technologies that will bring long-term benefits. They know they are saving on emissions and improving the wellbeing of grounds staff and others working or living in the area. There is a growing passion for corporate social responsibility that puts the benefits of solar charged battery-power much higher up the agenda.

The drive for smarter business practice is changing the way we think about our resources and how we go about planning. The technology is rapidly evolving to become ever more efficient. As with every innovation, once there is a critical mass of changing attitudes and new approaches, the market will flourish.

Organisations such as Liverpool ONE and Botanical Group Services are already working in collaboration to push the boundaries further. As we create an extended market, so the manufacturers will develop the next generation of solarpowered horticultural equipment.

Long-term partnerships such as these will reap the benefits. If a client of ours wants to go greener we can give them a variety of options.

The solar charged battery powered revolution is here and it’s already in commercial operation. As the shift in mindset of contractors and FMs continues, more will embrace it and allow it to prosper. FM www.fm-world.co.uk

16/04/2014 18:04

FM MONITOR RICHARD MOSELEY

TECHNICAL

Richrd Moseley, technical manager at the British Pest Control Association

N ON -TOXIC OPTI O N S FO R CON TROLLIN G P EST S

aintaining a pest-free environment doesn’t necessarily mean ‘going nuclear’ with pesticides. It can be achieved naturally with a combination of simple preventative actions, says Roger Moseley

M

Many of the pests that professional control operatives deal with are termed “public health” pests. They have the potential to spread infection and disease, either because of the unsavoury conditions they live in or because they carry pathogens.

Pests such as rodents can also damage property by gnawing, and copious amounts of foodstuffs can be consumed and contaminated by both rodents and insects. Because of these risks it is inevitable that controlling pests will at times require the use of toxic rodenticides and insecticides.

But the use of pesticides carries associated risks. The pest control operator, site staff, members of the public, non-target animals and the environment in general can be put at risk when pesticides are applied, especially by an unskilled and untrained operator.

The skilled and trained pest controller must balance the use of toxic controls with the safety of all other parties who may be affected and manage any risk.

So is there another way to control pests that does not involve the use of toxins? The short answer is, potentially, yes.

However, the long answer is that pest control is a complicated discipline that brings a number of factors into play, and you may find that non-toxic controls www.fm-world.co.uk

29_Technical.indd 29

complement toxic control methods rather than replace them.

Prevention is better than cure and in many cases we can prevent pest activity by taking some simple steps. For example, any obvious gaps in the fabric of a building should be adequately sealed to stop the easy intrusion of pests. Your BPCA pest control contractor can advise you about what “adequately sealed” means – rodents can chew through wood, cement and brickwork, so any fabric repair must be capable of resisting this kind of attack.

Rat traps Human beings need access to adequate food and water to survive, and pests are no different. They are just better at making use of items that we may term as waste. Every organisation representative has a duty to encourage a pestfree environment by acting responsibly with rubbish. The better the controls, such as the secure storage and regular removal of waste, the better the chance that you will discourage pest intrusions without needing to use pesticide.

Pests will also hide in clutter and foliage around sites and properties. The closer the foliage and stored items are to the building, the more likely it is that pests will gain access to properties; we are effectively

offering pests stepping stones into our sites. So be sensible and honest about these things on the building’s perimeter – if you don’t need it get rid of it, or if you can cut it back do so to avoid attracting pests.

Even with the best precautions in the world we have to accept that pests may still enter our sites – brought in with stock, with raw materials, with packaging and machinery. They can also walk or fly through open doors and windows. When such instances occur it is possible to control certain levels of infestation through non-toxic means. For example, small numbers of rodents may be controlled using traps, but larger infestations may be more difficult to control as rodents learn to avoid the traps.

Insects may be controlled by variations in temperature; hot or cold conditions can be used to kill off the insects, but again, this may not be appropriate for every infestation.

Non-toxic control measures such as the sealing gaps and removing food source have an essential role to play when the use of a pesticide is required.

Ideally, when a professional pest controller undertakes a treatment using a toxic product he would prefer the treatment to be a quick and efficient process using minimal amount of pesticide.

This is ultimately safer for the pest controller, site employees, the general public and the environment.

Selective and controlled use of pesticide also helps to increase the life of the pesticide by preventing resistance developing in the target species. But efficient use of the product requires the support of the customer to work

with the pest control contractor to remove pest-breeding sites and allow access to all key areas for inspection and treatment.

Partnership approach The partnership between pest control contractor and the customer is part of an integrated approach that can be used to maximise the effectiveness of the pest control professional before damage is done to the customer’s site, product and reputation.

A vital part of “Integrated Pest Management“ is maintaining control. This is achieved by regular monitoring of sites by a pest control company.

Routine monitoring in the form of regular planned inspections offers customers an early warning system to protect their sites, products and staff from pest damage. Monitoring may be carried out with non-toxic baits and insect monitors that can be replaced with pesticides where required to eradicate pest infestations.

Customers should seriously consider the use of a reputable pest control contractor to monitor and protect their interests.

When you use a reputable contractor, such as those available through the British Pest Control Association, you are not simply “buying in” access to large amounts of professional use pesticides – you are buying into the knowledge, experience, training and insurance of the pest company which is dedicated to keeping your working environment pest-free. FM If you would like further information on reputable pest control providers, pest prevention, model contracts or membership, please contact the BPCA on 01332 294288, or visit our website at www.bpca.org.uk

FM WORLD | 24 APRIL 2014 | 29

16/04/2014 14:31

BIFM NEWS BIFM.ORG.UK

BIFM North region holds its black-tie event on Wednesday 9 July at the Hilton Hotel, Deansgate, Manchester MEMBER OFFER

Improve your electrical safety How robust are your electrical safety processes? Find out where improvements might be needed with the Code of Practice for Electrical Safety Management.

Now it’s less than half price exclusively for BIFM members, order yours for just £59.80* The Code of Practice provides a comprehensive set of tools to ensure that you are managing your business’s electrical safety effectively, reducing the risk of accidents and costly business disruption.

Prepared by the IET alongside a committee of industry experts from organisations including BIFM and the HSE, the code takes you through a self-assessment process to evaluate your current systems.

Gain a comprehensive understanding of the fundamentals of electrical safety and how to apply it within your business.

Just £59.80* for BIFM members when using discount code BFM2.

Make sure that you order before 30 May. www.theiet.org/esm-bifm i *Offer applies to orders placed before 30 May 2014. Only one discount is applicable to any order and the highest available discount will be applied. Code can only be used on first copy purchased. Only applies to orders for printed books placed directly through the IET website. Excludes e-books.

NORTH REGION

Summer ball BIFM North region is pleased to announce that Norland will be headline sponsor for the 2014 Summer Ball for a fourth consecutive year.

With more than 250 representatives of the FM industry 30 | 24 APRIL 2014 | FM WORLD

30-32 BIFM news 24 April.indd 42

invited, the black-tie event takes place on Wednesday 9 July at the Hilton Hotel, Deansgate, Manchester and will start with a champagne reception followed by dinner and live music into the early hours.

Mark Muncaster, business unit director for Norland, said: “Norland is extremely proud of our long-standing partnership with BIFM as we continue to work together to promote performance excellence within the industry”.

Steve Roots, outgoing chair for BIFM North, added: “It is only through the support of organisations such as Norland that we are able to provide such a wide range of events throughout the year. BIFM North welcomes this announcement and looks forward to working with Norland to ensure that this year’s event is the best ever.”

Both individual tickets and tables of 10 are available for the ball. Tickets are priced at £105 each or £1,000 for a table of 10. i Book your tickets and tables at www.regonline.com/Register/ Checkin.aspx?EventID=1513391

BIFM AWARDS

Last chance This is your last chance to enter the BIFM Awards – entries close on Friday 2 May (FM of the Year closes 27 June). Categories are:

● Excellence in Customer Service ● Excellence in Product

Development ● Facilities Manager of the Year ● FM Excellence in a Major Project ● FM Service Provider of the Year ● Impact on Organisation and Workplace ● In-House FM Team of the Year ● Innovation in the Use of Technology and Systems ● Learning and Career Development ● Profound Impact ● Rising Talent in Facilities Management (new for 2014) ● Sustainability and Environmental Impact Full details on each award and criteria are available in the entry guidelines document and on the awards section of the BIFM website (www.bifm.org.uk/ awards2014). Tickets and tables for the BIFM Awards ceremony are now available.

The glittering ceremony takes place on 13 October at the Grosvenor House Hotel, Park Lane, London.

Tickets are priced at: ● Individual tickets – £250 +VAT ● Tables of 10 - £2,400+VAT ● Tables of 12 - £2,760+VAT i To confirm your tickets or tables visit www.bifm.org.uk/bookawards, contact +44 (0)1279 712 640 or email awards@bifm.org.uk.

THINKFM

Final call This is your last chance to book for the BIFM conference, ThinkFM. The conference, focusing on ‘The workplace and beyond: Facilities management’s impact on business, the economy and society’, takes place on 13 May at Kings Place, London.

Daisy McAndrew former economics editor for ITV News, will be hosting ThinkFM, and speakers include Peter Cheese, CEO, CIPD; Oona King, House of Lords, and Chris Kane, CEO, BBC commercial projects.

Book now at www.thinkfm. com/book.

Thanks to sponsors:

Wilson James takes a collaborative approach to corporate security. Through building relationships internally and externally, we understand the risks and threats that can influence the security of a site and we ensure the right provisions are in place to create a safe and optimal working environment and protect the businesses valued assets. www.wilsonjames.co.uk www.fm-world.co.uk

16/04/2014 14:31

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

GUEST COMMENT COMET offers a strategic consultancy service for organisations with an identified requirement for transformative change in the delivery of core support business services.

COMET is typically engaged by organisations when in need of a new delivery strategy.

This can involve internal development, supplier selection, mobilisation, implementation and leveraging benefits. www.cometadvice.com

Sodexo is the world’s largest services company and is expert in the provision of services that improve the quality of life.

Sodexo designs, manages and delivers a range of integrated facilities management and frontline services that improve the performance, efficiency and value of organisations. uk.sodexo.com SCOTLAND REGION

Scots first CMME The BIFM Scotland region hosted its first corporate member monthly event in March, at the Royal Bank of Scotland Business School in Edinburgh.

Speakers at the well-attended event were James Sutton, BIFM’s chief operating officer and Scotland region chair Michael Kenny, who highlighted the committee’s plans for 2014 and beyond and discussed activities and ways to engage across the region.

The successful event saw BIFM membership increase in the Scotland region.

BFIM would like to thank RBS for sponsoring the evening by providing the location www.fm-world.co.uk

30-32 BIFM news 24 April.indd 43

David Sharp, managing director of Workplace Law

THINKFM 2014: TIME TO ENGAGE IN AN IMPORTANT CONVERSATION

acilities management (FM) lies at the heart of an important conversation about the way people live and work today. FM touches every part of people’s lives – not just their workplaces, but also their homes, the public spaces they use, and the services they receive.

If you needed proof of it, look at what FMs talk about on social media: the living wage; resource efficiency; safer, cleaner hospitals; harnessing the power of new technology; sustainable catering; flood management; the impact of an ageing population; public sector cutbacks; and greener construction.

Facilities managers work closely with a wide range of professionals (architects, designers, surveyors, human resources, IT managers among them), but FM could be thought of as the discipline that locks these professions together.

But while FMs themselves know what a great job they do, many outside the sector have little knowledge of FM as a discipline, a profession or a career choice. This disconnect is something that BIFM is keen to address at ThinkFM 2014.

So this year’s ThinkFM looks beyond the workplace to FM’s impact on business, the economy and society. And there’s some top speaker talent on offer.

The diverse panel includes Oona King (Baroness King of Bow), Diversity Executive at Channel 4; Lord Redesdale, CEO of the Energy Managers Association; Nicholas Holgate, Joint Chief Executive of the London Borough of Hammersmith & Fulham, and Royal Borough of Kensington & Chelsea; and Peter Cheese, CEO of the Chartered Institute of Personnel & Development.

Workplace Law is proud to be headline sponsor, and I look forward to co-presenting a session with Max Farrell on the Farrell Review, the recently published governmentbacked study into architecture and design in the built environment. The Farrell Review draws 34 conclusions and makes 60 detailed recommendations in five key areas: education, outreach and skills; design quality; cultural heritage; economic benefits; and built environment policy. Introducing the idea of ”PLACE” as an acronym for Planning, Landscape, Architecture, Conservation and Engineering, the review’s findings have great resonance for the FM sector.

One of the Farrell Review’s recommendations is “for institutions to work together to establish industry standards for defining, measuring and valuing the quality of architecture and place, informing a newer method of property valuation that is fit for purpose.”

If that’s not an important conversation to be engaged in, I don’t know what is. I do hope you’ll join us for it.

F

“FM TOUCHES EVERY PART OF PEOPLE’S LIVES – NOT JUST THEIR WORKPLACES, BUT THEIR HOMES, THE PUBLIC SPACES THEY USE AND THE SERVICES THEY RECEIVE”

ThinkFM is taking place at King’s Place in London on 13 May 2014.

Find out more and book your place at www.thinkfm.com

FM WORLD | 24 APRIL 2014 | 31

16/04/2014 14:31

BIFM NEWS BIFM.ORG.UK

and BaxterStorey for providing the hospitality. i For further on BIFM in Scotland www.bifm.org.uk/scotland

SOUTH REGION

Legionnaires’ event review The South region recently hosted a Legionnaires’ event at Specsavers in Fareham, sponsored by www.comparemyfleet.com.

Colin Shekleton of Evolution Water gave an interesting talk on the newly updated Approved Code of Practice L8, which informs FMs about Legionnaires’ disease and the control of legionella bacteria in water systems. Colin highlighted the important changes that are aimed at duty holders, including employers, those in control of premises and those with health and safety responsibilities for others to help them comply with their legal duties on legionella.

These include identifying and assessing sources of risk, preparing a scheme to prevent or control risk, implementing, managing and monitoring precautions, keeping records of precautions and appointing a manager to be responsible for others.

The evening ended in a tour of the building and a buffet provided by Specsavers.

Thanks to Specsavers for hosting, and Evolution Water and Comparemyfleet.com for sponsoring.

SOUTH-WEST REGION

QTD review The BIFM South-West Region’s first quarterly training day of 2014 took place last month at the Bristol Hilton Hotel, kindly sponsored

by CORMAC Solutions Ltd, with a theme focusing on strategy.

Frank Morris from F1 Impact opened by outlining key steps 32 | 24 APRIL 2014 | FM WORLD

30-32 BIFM news 24 April.indd 44

in the fundamentals of business strategy – the what, why, when, who and how. He emphasised the importance of keeping the strategy alive and up to date and not being afraid to change it, which is where many organisations fail.

Lucy Jeynes from Larch Consulting focused on the best way to develop an FM strategy, simplifying the process by reminding delegates to focus on the four cornerstones relevant to any organisation – people, environment/sustainability/ CSR, cost and customers and concentrating on how FM supports these four areas.

The team from the Wales Millennium Centre spoke about integrating FM deeper into the WMC culture and values, along with trying to realise cost savings.

Simon Deacon from sponsor CORMAC Solutions Ltd gave an insight into its work as in-house service provider for Cornwall Council and the work done to integrate its environment and highways staff into one coherent team.

Mark Abinger from Hub Professional Services delivered a really useful presentation covering the importance of property when considering business and FM strategies.

A very useful and thoughtprovoking day was had by all and feedback from the 70-plus delegates was superb, with many admitting that speakers had saved them hours of struggling to write their own FM strategies.

Thanks to the sponsor CORMAC Solutions Ltd, all speakers for generously giving their time, and the Hilton Bristol Hotel for providing such a fantastic conference facility.

The next training day is on 20 June in Bristol on a theme of ‘Legislation and Compliance’.

BIFM TRAINING HOW TO PROCURE A FIT-OUT WITH CONFIDENCE

ave you ever wanted to know the difference between design and build, tender, open book and project manager?

Fitting out a new office or refurbishing an existing one is not something an FM or business will procure on a regular or recurring basis, and when the time does come the route to market may prove to look a little hazed and muddled.

But not anymore; a new one-day course from BIFM Training has been has been designed to give you all you need to make a fully informed decision, helping you to select the right partner and contract to achieve best results. The course runs on 12 June in Central London.

We will walk you through each process highlighting the pros and cons of each because what may be right for one project will not always be the best solution for the next. With every procurement process there are hidden pitfalls. This course will show where those pitfalls are and how to work with your contractor for the best outcome for all parties. It will guide you through a maze that some suppliers may add confusion to.

Another area discussed on the course will be furniture and looking at your options as the buyer.

Whether sourcing yourself from several manufacturers or procuring through one route, both options have their pros and cons and this course will highlight the area to allow you to make the best decision for your business.

We also take you through financing options – whether the project forms part of the capex budget, bank financing or lease options.

The course will also look at the different contract types; will it be an in-house contract, a new contract drawn by your own legal team, or perhaps you will use one of the JCT contracts available?

So if you are about to embark on a relocation or refurbishment project or looking to reorganise and adopt a different way of working in your office, by updating and changing your furniture only, then this course is for you.

By the end of the day you will be better informed to make a strategic decision on which route to take, to be able to present this and discuss it with the stakeholders in your business.

H

i Fees are £385+VAT for BIFM members or £480+VAT nonmembers. For a detailed programme or to register, please call 020 7404 4440 or email info@bifm-training.co.uk

i See more at ww.bifm.org.uk/ southwest.

www.fm-world.co.uk

16/04/2014 14:32

FM DIARY INDUSTRY EVENTS 13 May | ThinkFM 2014 – the workplace and beyond Speakers at the ThinkFM conference will include Professor John Hinks, global head of innovation, CRE and FM, Zurich Insurance; Lord Redesdale, CEO at the Energy Managers Association; and Nicholas Holgate, joint chief executive, London Borough of Hammersmith & Fulham and Royal Borough of Kensington & Chelsea.

Venue: Kings Place, London N1 9AG Contact: www.thinkfm.com 14-16 May | British Council for Offices annual conference The 2014 Conference will focus on discovering new ways to create modern and innovative work environments. Speakers include Richard Kauntze, chief executive at the BCO, Isabel Oakeshott, political editor at The Sunday Times, Dr Gerard Lyons, chief economic adviser to the Mayor of London, and Martin Vander Weyer, business editor at The Spectator.

Venue: ICC, Birmingham Contact: Visit www.bco.org.uk 17-19 June | Facilities Show 2014 – 15 years at the heart of the FM industry Organised in association with the BIFM. Opportunities to connect with peers and colleagues, see solutions from more than 400 suppliers and gain insight from influential industry experts.

Venue: ExCeL London, 1 Western Gateway, Royal Victoria Dock, London E16 1XL Contact: Visit facilitiesshow.com 8-10 June | Workplace Strategy Summit 2014: Innovation on the Edge: Building on the success of the first summit in the US, this features top academics and global innovators in FM and real estate discussing the most innovative concepts in workplace strategy in the 21st century. Speakers include Franklin Becker PhD, Cornell University, and Frank Duffy PhD, DEGW. Venue: Wokefield Park Conference Centre, Berkshire Contact: www.shop. workplacestrategysummit.org

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

Venue: Specsavers Training Room, La Villaize, St Andrews, Guernsey Contact: Chris Robins at chris.robins@specsavers.com HOME COUNTIES REGION 15 May | Regional AGM and SAS case study From 5.30pm. AGM, followed by a presentation on the benefits of LED lighting, an update on FM activity at SAS, including a new London office and a hospitality award win.

Venue: SAS UK, Wittington House, Henley Road, Marlow SL7 2EB Contact: Ann Inman at ann@echomarketing.co.uk 28 May | Miss Representation From 5.30pm. A screening of the 2011 documentary followed by a panel discussion and networking.

Venue: SAS UK, Wittington House, Henley Road, Marlow SL7 2EB Contact: Ashleigh Brown at ashbrownconsulting@gmail.com

sustainability agenda. Richard Cairns of Everton FC will discuss sustainability practices adopted at Goodison Park and their training facilities. The Sustainability SIG will discuss the green credentials of the re-use of office furniture.

Venue: AstraZeneca, Mereside, Alderley Park, Macclesfield, Cheshire SK10 4TG Contact: Mark Whittaker at mark.a.whittaker@integral.co.uk 29 May | Careers Fair Potential careers paths, training and education within the industry.

Venue: Sheffield Hallam University Contact: Sue Gott at sgott2@hallmark.com

The following events are being organised by the Northern branch.

Dates and times will be published nearer the time of each event.

3 June | Merseyside networking group summer event The BIFM Award-winning team at Liverpool Edge Hill University will be hosting a summer event at the campus, discussing how they deliver FM service through their in-house team and will also provide a tour of the campus.

Venue: Edge Hill University, St Helen’s Rd, Ormskirk, Lancashire L39 4QP Contact: Don Searle at donsearle@c22.co.uk

● HMS Caroline, the last surviving

SCOTLAND REGION

IRELAND REGION

war ship from the Battle of Jutland, Belfast, May ● Ulster Rugby ground, Ravenhill, Belfast, June ● Ikea, Belfast, June ● Bangor Grammar School, Bangor, County Down, August ● Belfast City Hall, Belfast, Autumn ● The Mac Theatre, Belfast, Autumn LONDON REGION 2 July | London boat trip From 6.30pm. Tickets cost £30 and include one drink, food and entertainment. All proceeds go to the BIFM chairman’s charities Breast Cancer Care and the Royal Marsden NHS Foundation Trust.

Sponsored by Class 1 Personnel, Wilmott Dixon Interiors and Lancaster Cleaning.

Venue: HMS Belfast Contact: Book tickets at www. regonline.com/bifmlondonboattrip NORTH REGION

16 May | Understanding BS11000: Collaborative business relationships N.B. Cost per person is £22.50 + VAT for members and £27.50 + VAT for non-members. BS 11000 shows you how to eliminate the known pitfalls of poor communication.

An introductory workshop to provide an overview of how BS11000 is being used to develop contracting relationships.

Venue: Hilton Strathclyde Hotel, Phoenix Crescent, Strathclyde Business Park, Bellshill, ML4 3JQ Contact: Visit tinyurl.com/phxbpjr or email Julie.jackson@jci.com 29 May | Region golf day Sponsored by FES FM. Tee off from 12.30pm. Tickets cost £60 + VAT. Venue: Baberton Golf Club, 55 Baberton Avenue, Juniper Green, Edinburgh EH14 5DU Contact: bill.anderson@ telerealtrillium.com or call 07850 767182

CHANNEL ISLANDS REGION 14 May | Quarterly training day – sustainability More details to be announced soon.

45 | 27www.fm-world.co.uk FEBRUARY 2014 | FM WORLD

33_Diary.indd 45

15 May | Driving the sustainability agenda in FM An annual sustainability event focusing on how FM can help

SOUTH REGION 30 April | Benchmarking: Tool or torture?

A debate on benchmarking.

Why do so few organisations use benchmarking tools?

Venue: Chichester – TBA Contact: Email Ian Fielder at ian.r.fielder@gmail.com 28 May | People in FM and sustainability A day to help understand issues around training, education, HR and sustainability. ‘Surgery’ sessions will also be available to book with Hays recruitment consultants.

Venue: Pall Europe, Unit 5, Harbour Gate Business Park, Southampton Road, Portsmouth PO6 4BQ Contact: Ian Fielder at 07795 181009 19 June | BIFM Home Counties and South Region Golf Day Venue: Blue Mountain Golf and Conference Centre at Binfield near Bracknell Contact: Charlie Sorbie 07908711964 SPECIAL INTEREST GROUPS 30 April | Workplace – The organisation, its strategy and the big picture Sponsored by Bene Plc & Boxx Projects Ltd. The event is designed to provide delegates with a toolkit of knowledge on workplace change. Speakers TBC Venue: Bene Plc, 47-53 St John Street EC1M 4AN Contact: Tony Knight at tony.knight@boxxprojects.com 6 May | Women in FM – Effective workplace tools Condeco’s Andrew Howells is to speak about the benefits of having effective workplace tools.

Venue: TBC. Contact: Jackie Furey at wifm@bifm.org.uk 7 May | Risk and business continuity – Fire safety management Produced by BIFM and the Institute of Fire Safety Management. From 2pm.

Speakers include James Lavendar from the British Research Establishment, Nick Coombe from the London Fire Brigade and Dr Peter Mansi at Fire Investigations UK. Venue: BACB, 8-10 Mansion House Place, London EC4N 8BJ. Contact: Steve Dance at steve1dance@btinternet.com FM WORLD | 24 APRIL 2014 | 33 www.fm-world.co.uk

16/04/2014 14:32

FM PEOPLE MOVERS & SHAKERS

BEHIND

DATA

THE JOB

IAN MACQUARRIE

TOPIC TRENDS

NAME: Ian MacQuarrie JOB TITLE: Facilities manager ORGANISATION: SAP JOB DESCRIPTION: Responsible for all facilities management and real estate across the MENA region covering 13 offices in eight countries

What attracted you to the job?

No two days are the same. Having worked for several industry areas that started in oil and gas in Aberdeen, I spent some time in FM consultancy and most recently moved client-side.

janitors needs to change. A voice at the boardroom table shows that we are an integral part of the strategic business planning process.

Any interesting tales to tell?

I worked at a Middle East zoo on a project for a while as a consultant and every day the keepers used to take the cheetahs for a walk on a lead past our office. When I questioned the logic of this I was told they were being tamed for someone to take home! Incidentally, it took three keepers to hold one cheetah – I’m not sure if it is a pet I would want.

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

My top perk at work is…

I’m not sure. When I left school I was going into an apprenticeship with British Rail, but took a summer job as a chef and remained in catering for several years. I would say that I’d either be in a role in IT or an airline pilot.

Working for a great company and working with fantastic people, having a great team supporting me and having the latest IT.

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

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

YOUR BIGGEST CHALLENGE ...

“Achieving my master’s degree whilst holding down a full-time role”

I was made redundant and naturally transitioned into an FM role. But it took courage and commitment from my end and a lot of trust and confidence from my senior manager at the time that I would succeed.

What’s been your career high point to date?

Working in the Middle East and seeing countries you would never have had the opportunity to see. Added to that would be having the challenges of working (in consultancy) on some breathtaking projects in Dubai.

What has been your biggest career challenge to date?

Achieving my master’s degree whilst holding down a full-time role.

The perception that someone with a technical degree needs to head up FM.

I have not seen many changes; if anything, coming to the Middle East five years ago saw a backward step – the UK 10 years ago. But looking at things today I’d say certainly Dubai is now where the UK was five years ago. Other regions still remain in the dark ages.

9 IAN MACQUARRIE

Introducing/ working with new forms of IT

4 8

Working on energy-efficiency initiatives

Adapting to flexible working

5 6 And how will it change in the next five years?

FM in the next five years will continue to be primarily driven by the business, rather than FM driving the business. I think the key objectives will increase around sustainability, energy consumption reduction and use of technology.

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

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

Do your friends understand what facilities management is?

The level of acceptance at the boardroom table.

Businesses can only be further enhanced with the support of FM and the perception that they are just

I have found an innovative way to describe it, thanks to a taxi driver in Dubai. He described me as “a doctor of buildings”.

34_Behind the job.indd 46

8 AVERAGE

7 9

If anything, I might give away the hassle of car parking offender management.

34 | 24 APRIL 2014 | FM WORLD

Ensuring compliance with legislation

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

Always be critical wherever you are, be it in a hotel, office or shop. What looks bad? How is the customer service? What are the staff like? Think about what standards you would want to have, as you will be judged on them in years to come.

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

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

Maintaining service levels while cutting costs

8

7

Adapting FM to changing corporate circumstances

7

8

www.fm-world.co.uk

16/04/2014 14:32

FM NEWS

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 ▼ OCS caters for HM Revenue & Customs

▲ Take control with Ostara The Ostara Systems facilities management software solution has been developed to help you take control of your FM and maintenance function. Ostara increases visibility and aids decision-making through real-time reporting and helps to reduce costs through built-in control and validation processes.

The software is a web-enabled solution providing accesses through contractor and client portals and a multi-platform mobile application that increases communication and efficiency and helps manage SLA responses. Ostara provides a process for managing risk, giving you full control and visibility of your statutory compliance levels.

As an end-to-end solution, Ostara increases staff awareness, competency, cross-functional coordination and provides a process for continuous improvement in quality. The flexibility of the Ostara System supports a variety of FM models.

T: 0844 880 2582 E: info@ostaraystems.com W: www.ostarasystems.com

International total facilities management provider OCS has been awarded a five-year nil subsidy contract to provide catering services at eight HM Revenue & Customs sites by Salisbury FM. OCS, which has been providing contract catering services to HMRC for the past five years, was selected last year by Salisbury FM as its partner of choice to provide deli bar, grab-and-go, hospitality and vending services.

The HMRC sites span the UK from Cumbernauld and East Kilbride in Scotland,to Cardiff in Wales, and Nottingham, Portsmouth, Worthing, Southend and London Euston in England.

Jane Sheard, UK MD of Facilities Services at OCS, said: We aim to incorporate style, nutrition and variety through our food offering.” W: www.ocs.co.uk

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

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

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

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

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

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

▲ Opale Launches Progressive Relationship Advancement (PRA) ▲ Jangro training expands Jangro, the UK’s largest network of independent janitorial supply companies with 41 member companies across the UK, is once again leading the way in products and compliance within the industry.

This is not only with its range of 4,000 products, but its popular eLearning suite of training modules called Jangro LMS (Learning Management Solution).

Last year Jangro produced eight modules, which included COSHH, Health and Safety, Colour Coding and Infection Control, Carpet Care, Kitchen Hygiene and Floor ºCare, ‘Introduction to Equipment’ and Washrooms. Throughout the Jangro LMS modules there are handy reference guides and downloads that include COSHH, Risk assessments and Product Usage Guides and other area specific information.

T: 0845 458 5223 E: enquiries@jangrohq.net W: www.jangro.net

www.fm-world.co.uk

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

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

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

FM WORLD | 24 APRIL 2014 | 35

16/04/2014 14:33

Appointments

36 | 24 APRIL 2014 | FM WORLD

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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

16/04/2014 16:55

Facilities Manager Full time

Epsom College, an independent co-educational day and boarding school on the edge of Epsom Downs, is looking to recruit an experienced Facilities Manager.

legislation and health and safety regulations will be required along with an understanding of managing budgets.

For an application pack and further details,

The successful applicant will have overall responsibility for the

please go to www.epsomcollege.org.uk or email

management of the domestic and household services provided

hr-administrator@epsomcollege.org.uk, or tele no. 01372 821312

across the school.

Closing Date: 14 May 2014.

You will have extensive experience of operating at a senior level within a high quality organisation in the service related sector. You will have outstanding interpersonal skills, be highly organised, with a strong focus on providing excellent customer service and a can do approach. Experience of compliance with

The post is exempt from the Rehabilitation of Offenders Act and as part of the selection process a criminal check by the Disclosure and Baring Service will be required. Epsom College is committed to safeguarding and promoting the welfare of children and young people and expects all staff to share this commitment.

Epsom College HPH.indd 1

16/04/2014 15:02

Don’t just settle for same old, same old.

Innovate.

Centre Facilities Manager Birmingham

£33,000

Leading and developing a small team, you will provide an effective premises management and administrative service to the Centre’s clients. Please visit our website for more information and to apply.

Ref: CFM036. Closing date: 30th April.

We welcome applicants from all sections of the community. Please note: an online application form must be completed, we cannot accept CVs. Strictly no agencies please.

jobs.jtltraining.com

jobs.fm-world.co.uk

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Registered Charity No.1080254.

FM WORLD | 24 APRIL 2014 | 37

16/04/2014 15:53

FINAL WORD

NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

THE SAME

STAND TO DELIVER? It’s not the first time that the concept of standing up in the office has been aired, but the combination of a BBC report on the topic and various reports about the cardiovascular problems involved in constantly sitting down have brought this issue back into focus. For the mainstream press to pick up on the issue is not as unusual as it once was, the result of increasing concern for all our sedentary lifestyles and the allpervading ‘couch potato’ culture.

But the reporting can be irksome, particularly when correspondents talk of the ‘common arrangement’ of ‘rigid rows of desks’; this is simply not the case any more for a huge number of businesses. And we know this because we’ve seen the move to open-plan offices in so many workplaces as well as all the changes to desking and seating arrangement involved.

There is no such thing as an ‘average office’ anymore.

Reporting like this does little to highlight the many positive news stories about the way in which we interact and move about in offices.

So yes, standing rather than sitting is a potentially good thing.

But so too are changes to the ways in which departments are arranged and reporting structures organised to encourage mobility in the workplace. This is not a new story, it’s a well-established one.

“I’VE HAD ENOUGH” Ian Jones thinks that too much of the debate in FM is patronising "I don’t think I have felt this beleaguered for a long time. The facilities manager seems to be under attack from all quarters, often from people purporting to be representing the profession. I spent a lot of time on the train this month and read lots of different FM-related magazines and other professional periodicals and I have noted that, as an FM: I don’t innovate at all; I’m not adding any value to the company; ● I don’t have a seat on the board; ● I don’t understand the company objectives and therefore don’t align with them; ● I don’t have any strategic understanding; ● I don’t understand and therefore can’t influence culture; ● I don’t understand how I can help to transform my workplace; ● My team and I hide away; ● I’m ruled by the procurement department; ● I’m only interested in toilets and energy-saving light bulbs; ● I need to up my game; ● I haven’t looked after the assets I have been given; ● I go to tender simply to save money and take the cheapest service offered; ● I need BIM but I don’t understand it; and ● I need “soft landings” because I am incapable of operating without it. ● ●

"Let me tell you, guys and gals – you’re not selling yourselves to me.

"Exactly who are these comments really aimed at? Are the service providers, professional bodies and commentators that are making these statements talking about the FMs of every company? Or are they talking about themselves? Are all FMs stupid – is that what you’re saying?

"As an FM I am not unique, I know many people in this industry working for all sorts of companies.

They are like me; they are my peers. We work hard every single day trying to satisfy the needs and wants of the companies we work for and for the people within. I completely understand how my company works, how we need to be serviced by our providers, how we do things now, how I know we can do things more efficiently, effectively (and yes, sometimes cheaper). Maybe it is my peers – maybe they just don’t understand their companies. But I rather think they do. And none of us likes to be lectured to.

"I’ve been to seminars recently where service providers and consultants have even stood on the stage and called me the “not very intelligent client". Sorry guys, but you need to start modifying your approach or I’m going to take my toys back.

"I am not stupid; I do understand my company and my people, I already have a strategic role, I do understand the value we bring. I don’t want (nor do I need or think I should have) a seat on the board.

Oh, and I know more about the importance of toilets in terms of staff engagement than you'll ever know.

"So my advice is to try a different message before you alienate yourselves totally from the very people that you are purporting to help. I can only stand so much…"

Ian Jones is director of facilities and estates for ITV Plc. If you'd like to comment, email your correspondence to us at editorial@fm-world.co.uk

NEIL TURNER

IN THE NEXT ISSUE OUT 8 MAY

FEATURE: FM AND THE EU ENERGY EFFICIENCY DIRECTIVE /// DEPARTING CHAIRMAN'S ADDRESS: ISMENA CLOUT /// WASTE MANAGEMENT IN RETAIL /// THE GOVERNMENT SECURITY CLASSIFICATION SCHEME /// WIND TURBINES /// DATA SECURITY /// CDM REGULATIONS /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

38 | 24 APRIL 2014 | FM WORLD

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www.fm-world.co.uk

16/04/2014 18:00

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

•

Fast reliable call-outs for national help desks

• •

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:

www.ukgutters.co.uk p51_FMW240414.indd 2 editable) FP.indd 1 UK Gutter Maintenance (not

11/04/2014 04/04/2014 09:56 14:58

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11/04/2014 09:57 31/7/12 16:25:37