FM World 27 February 2014

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 27 FEBRUARY 2014

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VOL 11 ISSUE 4

27 FEBRUARY 2014

CONTENTS

16 | Workplace Futures?

18 | Closer ties

24 | Apprenticeships

NEWS

OPINION

FEATURES

06 Women in FM face challenges at work 07 FMs lack tools to assess energy use in buildings 08 The Grand Hotel, Newcastle city centre 09 Think Tank: Workplace demographics 10 Business news: Graeme Davies on the tough times ahead for Serco and G4S 11 ISS sets out its stall ready for flotation 12 In Focus: Martin Holt, chief executive of Bellrock FM

14 Finbarr Murray reflects on the power of brands 15 Five minutes with Harry Tiler 46 No Two Days

28 | Women in FM

16

Innovation investigated: If this year’s Workplace Futures conference was anything to go by, there is much more to discuss about FM’s ability to innovate

18

The ties that bind: Deciding just how embedded integrated FM services should be is a delicate balancing act for both contractor and customer

22

In the frame: What happens next with the new Facilities Management Professional Standards and the resulting ‘global competence model’?

24

What did apprenticeships ever do for me?: As National Apprenticeship Week is coming, FM World asks five senior FMs to reminisce

28

The benefits of LPG: Liquefied Petroleum Gas can greatly contribute to meeting the UK’s corporate energy needs – and boost its green credentials

MONITOR 30 Briefing: The challenges for women in FM 32 Legal: Henry Watts on EU food labelling updates 33 How to: Creating an energy-aware culture 34 How to: Vacant space and its management 36 Insight: Market intelligence

REGULARS 38 41 42 44 45

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

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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 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

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SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media. 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

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ack in the now halcyon summer of 2012, the French weren’t happy. British cycling performance director Dave Brailsford had joked about how the all-conquering British Olympic team was winning as a result of “specially round wheels” and someone French had taken him seriously. Zut alors! “Specially round”? It was all we could do to hold back the tears… of laughter at first, naturally, but of swelling national pride soon thereafter as the Union flag and national anthem received outing after outing.

The reality was that there was no obvious, clear difference between British and French cycling equipment; and anyway, there are rules against that kind of thing.

In fact, our cycling victories in the velodrome and beyond were the result of a team peaking at the right time and benefiting from what the since knighted Brailsford famously referred to as an “aggregation of marginal gains”.

The definition of a marginal gain? No one obvious standout idea; instead, plenty of small, incremental improvements that add up to an important and clearly identifiable difference. Sound familiar? Welcome back to the epic debate about what constitutes innovation in facilities management, as recently debated at the Workplace Futures conference (see report, page 16).

For many outsourced service providers, the aggregation of marginal gains is where the war can be won. Many companies operate schemes in which their managers and employees are incentivised to consider changes to their working practices that result in individual productivity gains. The advantages of this approach to FM innovation is that it rewards contract-specific enhancements, for example, the window cleaner who proposes a specifically angled pole to more quickly complete his task. That innovation has the dual benefit of being before-and-after measurable as well as keeping the individual concerned engaged in the activity and its impact on the client.

There are negatives, though. Innovations sourced in this way might be seen by clients as relatively small beer. Improvements, not innovations; little things that they come to expect as just part of the day-to-day service. Indeed, when taken individually these little innovations can be so incremental that their positive effect on contract relationships can be fleeting. Arrangements in which clients demand X number of “innovations” a month – or the service providers that suggest such clauses – can result in both parties becoming hostages to fortune.

What’s more, as Workplace Futures confirmed, this “innovation of incremental gain” is seen by many as masking the need for an altogether more profound approach. Workplace data guru Tim Oldman spoke at the conference about FM’s failure to take hold of its role as “asset guardian” and ”protector of asset value”.

The primary focus of the FM should be in ensuring the ability of a workplace to support employees in the work they’re doing. Oldman is far from sure that FM as a whole has a handle on the impact of the workplace on organisational performance.

A solution to that conundrum? Now there’s innovation.

So yes, there’s a bigger prize to play for.

But small innovations do at least benefit from clear before-and-after measurability.

Essentially, there’s both a big picture and a little picture approach to innovation in FM.

B

“Essentially, there’s both a big picture and a little picture approach to innovation in FM”

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SERVICE EXCELLENCE

IMAGE SOURCE

Good service in FM sector can be ‘an unrealistic expectation’ Good customer service can be an unrealistic expectation in FM, says research commissioned by support services firm ISS. The report, by academics from Sheffield Hallam University and launched this month at Workplace Futures, says being seen to deliver “service excellence” within FM ran the risk of appearing like “overspending to one’s employer and as such sent out the wrong message at a time of austerity”.

The authors defined delivering service excellence as “swift and responsive action to an issue that showed good understanding of the customer’s needs”. The study found that perceptions of service excellence “consistently equated to the small things and the unexpected extras, particularly in relation to the effective resolution of a problem or challenge”.

For others, service excellence remained synonymous with “a seamless high-end luxury experience, particularly in the hotel sector”. Opinion was divided over whether or not service excellence could, or should, be transferred to the FM environment, essentially between those who either did or didn’t view it as being reliant on budget.

Service excellence is “underpinned by consistency, and an absolute confidence in delivering to an agreed set of standards”, the report continued.

Professor Ilfryn Price, report co-author, told FM World: “The biggest barrier to service excellence is that it’s seen as extravagant. People equate excellence with luxury.” He added: “I think it is the FM mental environment that has created excellence as an expense.”

Paul Thomson, Business

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Development Director at ISS Facility Services, said: “For excellence there needs to be that element of positive surprise, the unexpected experience beyond what is normal. Consistently across many interviews the key to this was seen to be focused on the behaviour and attitude of people, the individuals and teams who are employed to provide the service. At ISS we believe that this capacity to surprise, to exceed expectations in the daily delivery of services, is rooted in the individual empowerment of the people who work for us.”

The research is based on interviews with existing, former and potential senior customers of ISS across 13 clients including banks, professional service firms,

The biggest barrier to service excellence is that it is seen as extravagant

telecomms operators, military bases, airports, manufacturers, hospitals and councils.

The Centre for FM Development at the Sheffield

Business School, based at Sheffield Hallam University, carried out the research.

The report can be found at www.tinyurl.com/m8wdb7f.

FMs can stop offices being ‘waste of space’ Facilities managers should do more to monitor the utilisation of office space, according to the head of a workplace specialist consultancy that published research into the issue this week.

Andrew Mawson, managing director of Advanced Workplace Associates (AWA) told FM World, that facilities management professionals should build good relationships and alliances with their colleagues in IT, to build better methods of recording how space in workplaces is used.

AWA’s The Utilisation of the Office report published this week, says offices are available for occupancy for 365 days a year, but only open 12 hours a day most days and are unused at weekends, making them “a waste of space”.

AWA carried out the research over the past five years, monitoring their clients’ workplaces for two-week periods by observing each day how well used the office space actually was.

Companies included well-known, huge financial services firms.

The research covered 75 buildings owned by 20 to 25 companies, 36,100 desks, 542 hot desks and 728 meeting rooms.

About half of the buildings analysed were in London and the others in Edinburgh and other parts of the UK. The number of desks observed to be actually occupied was just 48 per cent, says the research.

Average use where the desk was either occupied or there are “signs of occupancy” rose to 59 per cent.

Occupancy was found to dip on Fridays. Mawson said the results showed “a patchwork quilt of empty spaces that you could not use because they’re all over the building”.

Said Mawson: “The real estate guys get the building, the FMs are managing it but no-one is managing the ebb and flow of it.

But there should be consistent monitoring, so space which is locked into pockets can be brought into play.”

FMs should take “a more sophisticated approach” in recording this kind of information to develop a more agile workspace, said Mawson. “FMs should be monitoring utilisation of their space using this [AWA’s] sort of technique or alternative techniques,” he said. www.fm-world.co.uk

20/02/2014 18:34

NEWS

BRIEFS Macro recruits global head

FMs lack tools to assess energy use of buildings FM professionals are committed to maximising energy improvements in buildings, but lack metering and monitoring tools to establish accurate baselines and track progress, says a survey.

The online survey, carried out by the BIFM and the National Energy Foundation (NEF) in October, asked about 13,500 FM professionals about their experiences and expectations of improving the use of energy in buildings.

Ninety per cent of respondents knew their annual energy costs, but only half of them knew how the buildings were performing compared with design. Nearly a third were not comparing the building’s performance over time.

Three-quarters of respondents said they were working towards a relative percentage energy reduction target, although the survey found they had varying levels of confidence in achieving these. Although 40 per cent of respondents use Building Management Systems, monthly consumption data is still the main data tool available to most FMs to navigate the complexities of energy management.

FM professionals estimated that even if the desired technology and behaviour changes were made, only a further 10 per cent cut in energy use was possible.

This is considerably less than the savings found by the best energy

improvement projects, according to BIFM and NEF. The 62 respondents to the survey were mainly at managerial level or above (93 per cent), and nearly a fifth of these were senior executives. There was an equal split of public and private sector respondents (43 per cent each). One in four respondents worked in large organisations with more than 5,000 employees, while nearly half of respondents worked in SMEs (22 per cent in organisations with 50-249 employees, 20 per cent in firms employing 250-499 staff).

A full report of the findings can be found at www.bifm.org.uk/ energysurvey.

WOMEN IN FM

SHUTTERSTOCK

Women working in FM face a toughened glass ceiling Women in the FM sector have said the challenges they encounter in the industry should not overshadow the progress being made.

Research carried out by facilities manager Jayne Heason as part of her degree at Sheffield Hallam University showed that heavy workloads and a lack of flexible working act as a hindrance to some women in FM (see pages 30-31).

A limited understanding of budgets and finances proved to be an obstacle for 60 respondents, with close to 35 respondents pointing to men not listening, chauvinism and pay differences as the biggest challenges they faced.

Lucy Jeynes, managing director www.fm-world.co.uk

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at Larch Consulting Ltd and founder of the industry’s Women in FM group, said it was important that this kind of research continued to explore why women are not yet equally represented at senior levels in FM. But she added: “We must also recognise the evidence of the capability and progress of women in this profession in recent years.

We are interested in the questions raised, and what is needed to support women with their progression in FM.” Jeynes said: “The report is interesting. However, taken out of context, some of the findings could be quite damaging to the progress women are achieving in

our profession. It is not clear, for instance, how many men would give similar responses.”

Sajna Rahman, account manager at Sodexo Technical Services and acting chair of BIFM Rising FMs, said: “The specific capabilities that the research suggests women lack, are the exact capabilities – managing people, process, finance – that I have used to be successful in turning a technical contract around.”

Debra Ward, managing director of Macro, said: “I also don’t think that many of the issues mentioned [in the report] are women-specific anymore. Work/life balance is a parental issue and one that we can only really conquer together.”

Facilities management company Macro has appointed Hugh Henderson as director of consultancy to focus on developing this part of its business across the globe.

Henderson will build on his experience in the Middle East to expand the business into new countries and new sectors.

He joined Macro in 2005 as facilities management consultant based in Scotland. Two years later he took on an operational role with Macro in the United Arab Emirates, and shortly after became head of consultancy in the Middle East.

Kier group in CEO change A new chief executive has been named for the construction, services and property group Kier after its current head steps down in June this year.

Haydn Mursell will take up the role of chief executive from 1 July 2014 as Paul Sheffield leaves after 30 years with the company.

Mursell joined the group in 2010 as the group finance director. Sheffield said: “Since I joined Kier in 1983, the group has grown enormously, both in scale and the services it offers.

I’m very proud of what we have accomplished, but feel it is now the right time to transition the leadership of the group.

Davies heads up merged body Steve Davies, managing director of support services at Compass Group UK & Ireland, has been appointed chair of the company behind the merger of Asset Skills, CSSA and FMA. Davies was elected to the post at the body’s first board meeting.

The body’s board consists of Christine Amyes, executive director of people at New Charter Housing Trust Group, and Malcolm Cannon, chief executive of Lomond Capital, who have joined from Asset Skills.

Tony Clarke, managing director of Monthind, and Douglas Cooke, chief executive of Principle Cleaning Services, have also joined the board. Both were previous members of the CSSA board. No detail about the combined body’s name is yet available.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

CIBSE awards M&S carbon accolade

THE GRAND HOTEL, NEWCASTLE CITY CENTRE DESIGN: Newcastle University’s in-house design team OVERALL COST: £2.3 million

INTERSERVE

Grander halls of residence A historic Grade II-listed hotel building in the city centre of Newcastle has been turned into student accommodation.

The Grand Hotel was built in 1902 and bought 56 years later by the University of Newcastle to accommodate students from around the world.

The reconstruction of the building included the creation of 66 en suite bedrooms, 11 kitchens, three lounges, office space and a new lift for disabled access.

FM provider and construction group Interserve undertook full repair and renovation of the building’s feature stonework façade to front and side elevations, replacing more than 100 stone balusters to the parapet to mirror the original installations of over 100 years ago.

About £100,000 worth of roofing repairs were undertaken, including the replacement of Westmoreland slate tiles for the building’s pitched roof.

Most of the work was focused on the interior of the building, with its Victorian face being carefully preserved, and the ‘Grand Hotel’ lettering, which was carved into stone between two ball-finial capped gables to be retained for future generations.

Interserve faced a number of structural challenges while carrying out the work. At one stage some 120 Acrow props were required to support the fabric of the building, with new steelwork needed to rectify failed floors. The building’s existing main staircase features were retained and new handrails and spindles were incorporated to match the style of the original installation.

The building was designed by Newcastle University’s in-house design team, which specified an intelligent Building Management System, incorporating heating, lighting, power and window control activated and controlled by card readers in the door of each bedroom.

Michael Evans, a senior quantity surveyor on the project for Interserve, said: “The challenge of this project has been to deliver hardwearing modern facilities in a Victorian building that will meet the long-term needs of the university and its students, all within a citycentre location which demanded a specialist approach to access and sensitive handling of the immediate vicinity.”

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Marks and Spencer was among the winners at an awards evening honouring companies with the most environmentally friendly buildings held in London earlier this month. The Chartered Institution of Building Services Engineers (CIBSE)’s annual Building Performance awards recognise projects that demonstrate successful design, commissioning, construction, installation and operation – the latter element based on analysis of the measured performances of buildings.

Marks and Spencer was awarded the Carbon Champion of the Year for its “commitment to improving building performance and reduction of energy consumption” at the retailer’s Cheshire Oaks store at Ellesmere Port, Merseyside.

The same store also won in the New Build Project of the Year at the awards. The judging panel of the awards said Marks and Spencer’s Cheshire Oaks store demonstrated what the private sector could achieve on a voluntary basis.

Culture change needed to implement BIM A cultural change is needed if Building Information Modelling (BIM) is to be properly implemented across the built environment ahead of the government’s 2016 deadline, says a survey of the Royal Institution of Chartered Surveyors (RICS).

The government’s deadline requires that BIM should be used on all centrally procured public sector projects.

The survey, carried out at RICS’ annual BIM conference this month, showed that 53 per cent of the 260 delegates, working in a variety of sectors, identified culture change as one of the biggest issues they faced when implementing BIM in the workplace.

This was up by a significant 30 per cent compared with the previous year, according to the institution.

Seventy-two per cent of delegates surveyed also believed it imperative to invest in BIM technology within the next 12 months, with another 22 per cent seeing it as essential in the next one to two years. This suggested that the vast majority are “acutely aware of the looming 2016 deadline”, said RICS. Alan Muse, director of built environment at RICS, said: “These results demonstrate the need for the biggest cultural shift in a generation if firms are to adopt BIM in time for the government’s 2016 deadline.

“The fact that culture has risen up the agenda by such a significant degree reinforces our aim to highlight the benefits of BIM and support its adoption across the industry.”

Separately, a report about Building Information Modelling (BIM) was released by NBS, providers of technical information for construction industry professionals, which is a part of the Royal Institute of British Architects (RIBA). The findings showed that between 60 per cent and 74 per cent of construction industry professionals including FMs, surveyed in New Zealand, Canada, Finland and the UK, agreed the industry was not clear enough yet on what BIM is.

OCS recruits Asset Solutions MD Facilities management provider OCS has appointed Lois Heywood as managing director of its Asset Solutions department.

Heywood will be responsible for the company’s retail stocktaking, and supply chain management businesses in addition to its asset protection, asset tracking, and asset compliance service lines.

He joined OCS in October 2008 as UK sales director within facility services. After three years in the role she was promoted to director of business and industry before taking on her current position.

Heywood, said: “I don’t underestimate the challenges of market competition within this space. However, I am delighted to be working with a business that not only has the technical expertise and systems, but also the skilled workforce to execute the delivery across the UK and Europe.” www.fm-world.co.uk

20/02/2014 16:34

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We’re already adapting to the requirements of younger workers 25%

THINK TANK

WE ASKED 100 FMS…

Preparing for Generation Y workers is not a priority for us 56%

We think it’s important but have yet to prepare for Generation Y 19%

How should those in charge of the workplace be preparing for the next generation of workers?

We’re told that ‘Generation Y’, those about to enter the workforce who have never experienced a sustained period of financial prosperity and have no expectation/experience of job security, will need special treatment in the workplace.

They’ll demand to use their own technology, won’t be slaves to their jobs and require a better work/life balance than their predecessors; we’re told that they’ll even trade higher pay for flexible working and more appealing work environment.

So this week we asked – what, if anything, is your organisation doing to accommodate the differing work styles required by ‘Generation Y’?

For some, worrying about the new generation is less important than catering for the current one.

“There’s so much focus on the next generation and how we must adapt it so that they can function,” said one correspondent, “but consider the known issue of an ageing population; it could be argued that the priority should be in how we adapt the current workforce, who need to work longer, to the ever-increasing variety of technology, much of which is quite alien to them.”

Another concurred: “Our focus needs to be on supporting multi-age populations and getting the best from all generations of workers.”

There was even some animosity towards the younger worker. Said one: “18 to 30s can have an inflated feeling of self-worth, assume that they will be regarded as significant contributors to our workplace and want to develop their roles far quicker than their traditionally focused managers can provide for.”

Management seems to some Generation Y employees to be unable to provide the clear guidance they have come to expect from education, said another correspondent.

“They find workplace social media and internet access are restricted; they want to collaborate but resource costs make them work

in silos and they become distracted by the daily grind of the role they were employed for, so they leave.“ Familiar with technology and instant communications, their bedroom IT is “xstreets ahead of the employers,” said one correspondent.

“They’re more familiar with using electronics and slow to do face-toface communication when required.

The reality of working simply does not reflect their strongly guided education and upbringing; work can feel disorganised and unrewarding, so they leave.”

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

ALAMY

Mitie calls for greater attention to pest control FM services provider Mitie has called for greater attention from industry leaders on the effects of high levels of rodenticides on the environment.

Mitie’s pest control business has published a white paper on regulatory changes that will ensure a more controlled and targeted approach to the use of rodenticides.

The latest Biocidal Products Regulation (BPR, Regulation (EU) 528/2012) on the use of biocides came into effect on 1 September 2013.

The white paper says the changes will cut the risk of secondary poisoning resulting from the consumption of rodents by birds and other predators.

Through the reduction of rodenticides used externally, it www.fm-world.co.uk

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will also help to deal with the increasing pesticide resistance in rodents. In recognition of the regulations, Mitie is extensively using the Integrated Pest Management (IPM) programme, operated through a partnership

between itself and its clients. It focuses on a targeted approach to pest management, moving from a high reliance on use of rodenticides, to more effectively manage environmental conditions.

Peter Trotman, managing

director of Mitie’s pest control business, said: “For years the pest control industry has been overusing a ‘blanketing’ approach to leaving rodenticide in exterior bait boxes as a preventative measure.

“This has had some negative effect on our environment. The Biocide Products Regulation aims to reduce this practice. Mitie has been leading the way by offering clients environmentally friendly options, such as the Integrated Pest Management programme, while ensuring legal compliance and managing the risk of rodent activity in a more sustainable manner.”

To download the white paper on Biocides Regulation (EU) 528/2012 (BPR), please visit www.mitie.com/pest-control.

FM WORLD | 27 FEBRUARY 2014 | 09

20/02/2014 18:31

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ANALYSIS

Tough times still ahead for Serco and G4S GRAEME DAVIES newsdesk@fm-world.co.uk

After the annus horribilis that was 2013, outsourcing giants G4S and Serco may have been hoping for an upturn in fortunes in 2014.

But it has been a rocky start to the year for Serco in particular, and questions must be raised as to whether last year was just a blip or will come to represent a fundamental period that will genuinely change the way it carries out its business.

Investors looking for relief after

a tough end to 2013 might have been cheered by news from Serco that its “corporate renewal” programme had been deemed sufficient by the UK government for it to once again tender for outsourcing contracts. Indeed, earlier this month it announced its first contract renewal since the government gave it the thumbs up with a £15 million, six-year deal for maintenance and support at the RAF’s early warning and missile detection base at Flyingdales in North Yorkshire.

Although this was some relief to the company, it followed on from news that Serco’s contract to run the Community Payback scheme, which was due to run until 2016, will be wound down at the end of this year. And investors should also be mindful that Serco’s handling of contracts for monitoring offenders remains under investigation by the Serious Fraud Office.

The refreshed management team at both Serco and G4S might have hoped that the turn of the year would allow them to start afresh, but the problems that arose during 2013 could well reverberate for some time.

Serco was forced to issue a profit warning at the end of last month owing to the cost of its corporate renewal programme, the loss of contracts and issues in its Australian operations.

Contract wins

NEW BUSINESS Centerplate has secured a 10-year catering and hospitality deal with Northampton Town FC. The hospitality provider, which acquired The Lindley Group last year, will manage all matchday and non-matchday catering as well as event sales and marketing at Northampton Town FC’s Sixfields Stadium. The contract will start in July this year.

Serco has retained its maintenance contract at RAF Fylingdales, signing a deal valued at £15 million. Serco will continue providing operation and maintenance support to the Solid State Phased Array Radar (SSPAR), part of the UK/US Ballistic Missile Early Warning System located at RAF Fylingdales, North Yorkshire, on behalf 10 | 27 FEBRUARY 2014 | FM WORLD

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of the UK Ministry of Defence (MoD).

The company will be responsible for the operation, maintenance and repair of the SSPAR and associated hardware and life-support systems including project management and software maintenance activities. The six-year contract, which includes an option for six further years, starts on 1 April 2014.

Catering company Ampersand has won a five-year contract to deliver services to an art gallery in Warwickshire. It will provide visitor catering and events services to the independent art space at Compton Verney House, near Stratfordupon-Avon.

Incentive FM is to provide additional services to an existing cleaning

operation in Covent Garden in London and buildings owned by Capital and Counties PLC (Capco). The expanded deal is funded by Capco and will introduce a number of enhancements and undertake additional street cleaning areas in the public realm, in agreement with Westminster City Council.

Emcor’s long-standing deal with BAE Systems’ Military Air & Information arm has been extended by five years.

Under the new deal, Emcor will provide engineering and maintenance services, project management and minor new works, asset management certified to PAS55, soft services including cleaning, post, laundry, snow and ice clearance services, and grounds maintenance.

FM provider Bellrock (see In Focus, p.12) is to deliver maintenance services to Eltham Community Hospital in southeast London. At the new hospital, built for communities within the Bexley, Bromley and Greenwich LIFTCO (Local Improvement Financial Trust), Bellrock will deliver rolling maintenance of the building fabric once the hospital opens in 2015.

And analysts have begun to question its forward forecasts for the business in the expectation that margins will be hit by higher corporate costs and the prospects for new contract wins could remain compromised by its recent travails – something that could well hang over G4S too.

Margins in the outsourcing world are slim enough as it is; companies are squeezed by the dual pressures of fierce competition and a government hell-bent on driving down costs.

And companies who are faced with higher internal costs owing to the need for more rigorous internal monitoring of contracts could find themselves priced out of even bidding for some contracts, as Serco did when the consortium it was part of withdrew, citing economic reasons, from the bidding for the Ministry of Defence’s bumper procurement contract late last year.

Whether the shifting sands in the outsourcing sector will allow rivals to muscle in and grab market share from the likes of Serco remains to be seen. Most will face similar internal cost pressures themselves. On some bigger contracts we may see consortia of different businesses with different skill sets bidding for larger contracts. And this often opens the door for overseas operators to get a foothold in the UK where they may previously have struggled to go it alone, as was the case with the consortia lined up to bid for the defence procurement contract.

What is for certain is that, for the likes of Serco and G4S, the watershed year of 2013 will continue to affect their businesses for some time yet.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

20/02/2014 15:04

ISS sets out stall for flotation by announcing IPO intent Danish-based FM services provider ISS has announced that it intends to launch an Initial Public Offering (IPO).

The company also intends to list itself on NASDAQ OMX Copenhagen.

An IPO means that the shares of stock of a company are sold to the general public for the first time so that a private company transforms into a public one.

The intended ISS IPO is to consist mostly of an issue of new shares to raise proceeds of about 8 billion Danish crowns.

This figure, together with amounts drawn from a new banking facilities agreement put in place subject to the IPO, will repay existing credit facilities during the course of 2014.

Jeff Gravenhorst, group CEO

Jeff Gravenhorst, ISS chief executive

of ISS A/S, said: “The intended IPO is expected to support our operational strategy, advance our public and commercial profile, provide us with improved access to public capital markets and a diversified based of new private and institutional shareholders both in Demark

BUSINESS BRIEFS

and internationally.” Gravenhorst added: “From a growth perspective, the demand for our integrated facility services offering is increasing, not least among major multinational corporations.”

Listing the company is not a recent idea. Gravenhorst spoke to FM World in 2010 of plans to list ISS. In 2011, ISS actually attempted a float but it had to be cancelled “due to market volatility following the Japanese tsunami in March”.

Separately today ISS has announced its preliminary results for 2013. Group revenue amounted to 78.5 billion Danish crowns and organic growth was a robust 4.3 per cent compared with 1.7 per cent in 2012.

ALAMY

NHS trust reports ‘major issues’ with FM provision A hospital trust in North Cumbria has “uncovered major issues” in the maintenance of one of its sites by a joint venture contractor under a private finance initiative.

North Cumbria University Hospitals NHS Trust said that services provided to the Cumberland Infirmary through Health Management Carlisle (HMC) under its PFI contract had made it lose confidence in the company. HMC is a joint venture between Interserve and engineer AMEC. The trust carried out an investigation on the site using “its own expert team of specialists to look at compliance issues”.

Steven Bannister, interim director of estates and facilities at the trust, said the investigation www.fm-world.co.uk

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HMC’s PFI contract at the Cumberland Infirmary has taken a turn for the worse

had “uncovered major issues and a great many concerns relating to theatre maintenance, water systems, medical gas pipeline services and electrical resilience”.

As a result of the investigation, said Bannister, the trust’s board had lost confidence in the maintenance and estates services provided to the Cumberland Infirmary through Health Management Carlisle.

HMC has also market-tested the service it provides and has informed the trust that it plans to charge an extra £1 million on the contract next year.

Bannister said this was “entirely inappropriate, given the concerns that we have currently as we won’t see an increase in service provision or the standards of that service”.

HMC is also due to deliver its own independent assessment of the services provided on the hospital site. Bannister said: “We are expecting to receive their report as a matter of urgency.”

The trust is in “special measures” after an investigation as a part of Sir Bruce Keogh’s review of NHS trusts with persistently high mortality rates.

Mitie wins Home Office deal Mitie has landed a £180 million contract to provide custodial management services to the Home Office.

The eight-year deal, which starts in September 2014, has a potential three-year extension.

Mitie’s Care and Custody business, which specialises in custodial management services, will be responsible for managing and maintaining Colnbrook and Harmondsworth Immigration Removal Centres near Heathrow.

Mitie will care for 900 immigration detainees, providing full centre management including all custody services, welfare, regime and recreational activity.

Mitie will also provide the Civil Aviation Authority (CAA) with highly skilled security personnel, access control services, on-site CCTV monitoring, and mobile security as well as high-end reception services in a new threeyear deal.

Servest cooks up deals Servest’s catering arm, 7 Day Catering, has secured a number of deals totalling £500,000 in revenue.

7 Day Catering will supply a full breakfast and lunchtime catering service to Southern Water’s 400 staff. The business will also design, supply and install a new kitchen and restaurant facility.

Additionally, Servest will provide catering services to 600 Travis Perkins staff.

Other contracts include the Roberts Bakery at Northwich, Cheshire, and Oldham-based cavity pumps manufacturer NOV Mono. Servest will supply catering and cleaning services and provide a breakfast and lunchtime service, seven days a week.

FM WORLD | 27 FEBRUARY 2014 | 11

20/02/2014 15:44

FM BUSINESS IN FOCUS

THE ISSUE: Increasing differentiation through technology in the FM service supplier market THE INTERVIEWEE: Martin Holt, chief executive officer of Bellrock FM

A walk in the client’s shoes In January Leicester-based FM service provider SGP announced it was rebranding as Bellrock.

The move followed six months of internal activity since the company’s £32.2 million acquisition from the Johnson Service Group, a deal led by private equity investor Lyceum Capital. Martin Holt, whose career includes leading the merger of Mitie Engineering Maintenance Ltd with Dalkia FM (and increasing that combined business’s revenue by more than 40 per cent over three years), was appointed chief executive.

Bellrock supplies managed facilities and property services to clients in healthcare, education, corporate and retail. Holt, with chairman Gerry Higgins and the company’s management team, is now working with Lyceum to target growth vertical sectors and develop the company’s technology platform – and it’s clearly taking a lot of time and money to develop.

And while much has gone into the rebrand – Bellrock is named after the world’s first seabased lighthouse and the chain link motif has roots in Holt’s enthusiasm for cycling and the ‘supply chain’ metaphor – it’s the company’s focus on developing its IT systems that catches the eye.

“My first six months was all 12 | 27 FEBRUARY 2014 | FM WORLD

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about articulating our commercial proposition, building pride and confidence in that and putting together a strong commercial team,” says Holt. “Now we’re focusing on our FM intelligence centre (FMIC) system. When Lyceum got involved we did an enormous amount of thinking about what kind of business we wanted to create, and IT was a core part of that. We’ve allocated several million pounds of capital for its development.”

As well as investing in the use of email and social media to augment the contact centre’s call-based approach, Bellrock is building its analytic capability and its analytics team, putting more emphasis on the value of this data to clients. “It’s a matter of linking what’s happening on clients’ sites with what the supply chain businesses are doing. The facilities service market is ripe for using technology to enhance delivery,” says Holt.

“We’ve not reached nirvana yet, but got a pretty clear picture of where it is we want to get to.

With today’s mobile technology the range and scope of what we can do and how we can deliver service is radically changing. It’s about having technology on the ground that speeds up the flow

of information.”

The goal is a system that allows for a free flow of performance information from Bellrock’s clients about the companies forming part of the service supply chain.

Bellrock can assess how satisfied a client is with a particular supplier, and can both monitor and report back on any service or regional variations in a supplier’s performance.

Not just IT “One of our clients, a fast-food restaurant group, had one particular service provider that they were really dependent on.

We were able to pick up on that provider probably not delivering the level of service the client needed, and we were able to provide analytics – number of return calls, number of quotes outstanding – from that particular provider. It enabled us to give feedback both to the client and back to the supply chain,” he says.

But although there is much money and work going into FMIC, Holt is keen to emphasise that

the technology is only part of the company’s new focus.

“This is a journey, and of most importance for me at the outset was for us to be clear about what our proposition to the market is.

I think our point of difference is principally client experience... that we do what we do best to enable our clients to do what they do best, holding to our client’s principles, so that we have those people on site whose primary experience is consistent with brand of our clients.”

And he thinks Bellrock has an advantage with regard to IT development. “We’re a relatively small business compared with the larger operators,” says Holt, “and our client acquisition plans are relatively modest by comparison.

I just think there’s a better way of doing things, and with private equity partners I can move faster.”

“With larger firms, anything to do with technology means getting finance and operational departments involved.

“Getting anything to do with IT done fast is almost impossible in any large corporation, whereas if I can make a good business case I can get approval for development in two days.”

And Holt is adopting a handson approach. “I’m doing half-aday a month on the help desk. It might not do much for our call wait time, but we’re investing in this area so it’s important for me to get a feel for what’s going on.

‘There’s no better way to work out where we should be investing our capital than by working at the coalface and getting to grips with it all. Whatever our development decisions, it’s all about standing in the shoes of rhe client.”

“We’ve not reached nirvana yet, but got a pretty clear picture of where it is we want to get to” www.fm-world.co.uk

20/02/2014 15:45

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18/02/2014 21/11/2013 12:42 16:34

FM OPINION THE DIARY COLUMN FINBARR MURRAY

“WE THINK WE DO A GOOD JOB FOR OUR CUSTOMERS AND THAT OUR NAME, BRAND AND REPUTATION IN OUR HOST ORGANISATION MUST THEREFORE BE EQUALLY GOOD”

FM University Local Consultant Estates Authority

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

IN -HOU SE B R A N DI N G O F FM T EA M S

e may not have millions to invest but we W do need to work to develop a brand of our own – one that says everything about us.

Failing to do so could make or break our service I’ve been reflecting on the power of brands. Having chosen to return from a holiday in Spain on a specific airline versus one of its many rivals, it occurred to me that my decision was as much based on the power of the company’s brand as on previous experience. The name told me about the service and the quality I would be expecting.

This was good timing. We have recently concluded a review of the trust’s hard FM services and, following months of evaluation and

supplier engagement, decided that keeping the service in-house while committing to a transformation programme was as good, if not better than anything we could achieve through outsourcing.

The strength of our brand would also be crucial to the success of the project overall.

We think we do a good job for our customers and that our name, brand and reputation within our host organisation must therefore be equally good. I’m not so sure

that, if we asked our customers, we would get the same view. Like many in-house FM teams, we work to support the frontline business and believe that we have a clarity of brand with qualities that our customers can identify with us. The truth could be closer to customer apathy, perhaps being seen as part of the mechanics of the overall organisation versus having a service identity of our own.

Private sector suppliers could have an advantage in this respect, often seeing the investment in good brand marketing as being essential to not only competing for new business but also keeping contracts. Companies like my preferred airline invest huge sums of money in their identity. The

brand alone and my recognition of what it implied acted as a short-cut in my thinking.

Our facilities service needs to have a clear, strong brand identity. One that also shortcuts our customers’ thinking, immediately allowing them to recognise a level of service, quality and professionalism that they can expect. Equally, the brand also has to have the power to negate the need of our customers to spend time reading our performance report or latest KPI dashboard.

A strong brand would also help us to check at every stage of our project whether the service we are developing is in line with the single brand vision.

BEST OF THE WEB Views and comments from across the web Practical FM tips (BIFM Group) Dave Thomas: I kept a page-per-day A4 diary on which I have listed nearly all of the incidents and “interruptions” I have had each and every working day. Carrying out a regular review, it is surprising how many things have become repetitive, such as lost access cards – by the same people.

Jay Jordan: Adopt a holistic approach to security. Every employee can become the eyes and 14 | 27 FEBRUARY 2014 | FM WORLD

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ears of the business.

Dave Thomas: Walk the building – every morning on arriving in work; it allows you to gain the advantage when someone has a complaint because you have already noticed bins not emptied. Also every evening before going home, usually the only time you get to chat with the cleaning supervisor, who needs to know about any disruptions in the day and any major events for the coming day – such as a

large client conference.

How important is waste management to the facilities manager?

(BIFM Group) Ian Barker: Waste management is vitally important to the FM and can be a real sap to your budgets. A balance is needed to ensure it is dealt with professionally.

Separating and keeping waste streams “clean” is key if a funding stream is to be derived, but this can be expensive. Far

cheaper and easier not to create the waste in the first place. Simple activities like paperlite solutions reducing paper and archiving. Procuring items that don’t create waste or get companies to take away packaging.

The most difficult one to crack is production waste but infinitely possible, it just takes thought and sometimes innovation.

Lourdes Antoni: Waste management has become one of the most important tasks for FM

teams universally. It not only supports or deals with the four Rs (reduce, reuse, recycle, recover), it has more to show our concerns towards mother nature and natural resources, leave behind a healthy environment for the generation to come.

Robert Jones: The first priority must be to cut waste production.

Effective streaming of waste and recycling streams can both reduce waste costs and improve your companies’ CSR. www.fm-world.co.uk

20/02/2014 12:11

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,

BEST OF THE

FMWORLD BLOGS Architects should accept other people have an opinion Sam Jacobs, Insight All professions tend to wallow in a mire of their own existential angst, perpetually complaining that they are misunderstood. But any members of the HR, FM or other professions who come across as concerned about their public image or esteem in which they are held might want to contrast their situation with that of UK architects.

This profession wrestles not only with professional gripes, but also with what it perceives as a fall from public grace, coupled with falling fees and a disdain for what non-architects think. All in a country in where anybody is allowed to design buildings.

They are often reduced to mechanically making manifest the formulas foisted on them by developers. But they are also insular and obsessed with the lack of regard in which they are held and need to forget this to redefine their role in a modern world.

While they may lack the star status they held in the 20th century, architects can retain some of their figurehead status for big projects, which then make them the primary targets when things go wrong but anonymous when things go right.

They are also predisposed to fighting like cats in a bag. They are doing it right now with the spat between RIBA and the Architects Registration Board about the removal of 6 per cent of the UK’s architects from the latter’s register for not paying fees on time. This has brought a lot of old grievances into the open, including RIBA’s desire to control the register, the perceived lack of protection for the profession from a body that only guards the word ‘architect’ but allows those without formal training to use words like architecture and architectural as they win business that proper architects should be doing and for which they could be charging more.

Read the article in full at www.tinyurl.com/lkrq6nh

The office is not dead spaceandorganisation.wordpress.com When people claim that the office is dead, they generally refer to the fact that technology has allowed us to work from places other than the office. The German magazine for architecture and urbanism ARCH+ dedicated its issue 136 in April 1997 to the topic and announced ‘Your Office Is Where You Are‘. This call is repeated frequently using the phrase ‘work has left the building’ (almost 1.8 mio search results on google). The ability to work from anywhere – at home, in cafes, pubs, libraries, trains, airports, hotels and even on park benches – has obviously gained momentum with the almost ubiqitous use of laptops, smart phones and tablets and the ever increasing availability of Wifi. However, the misconception begins with the assumption that simply because I can temporarily work from different places and people might increasingly do so, that this is automatically where my office is. My office is not my body. Neither is it my brain. An office is also not just the location where work takes place, because if that was the case, indeed, this location could liquefy and become networked into a multitude of interconnected places serving the new class of digital nomads. And an office is also not the tools needed to fulfil tasks and work activities, because in fact technology and the nature of many roles in the knowledge society would allow people to work from anywhere.

An office, I would argue, is a social place. It is a place for interactions with others; a place for collaboration and team work; a place to exchange ideas; a place to bump into others, strike a conversation and possibly to get to know someone new that might help solve a problem.

Read the article in full at http://bit.ly/Of2fOH

www.fm-world.co.uk

15_Opinion.indd 15

FIVE MINUTES WITH NAME: Harry Tiler JOB TITLE: Managing Director, Messagemaker Displays

Digital signage can help in reducing accidents. It can also play a positive role in workplace and visitor communications.

Emerging European legislation in the form of a new EN ISO standard (BSEN 7010) has been introduced. While the requirements of the legislation may be met by the deployment of static signs, digital displays may prove a more economic and effective solution to accident prevention.

Health and safety signage is not designed to replace safe working practices or physical controls. But selectively placed displays can be helpful in raising the general safety consciousness of employees and visitors acting as a reminder to wear protective equipment or take care when moving around. Sign boards are useful in drawing immediate attention to prohibitions in restricted areas.

While static signs may be sufficient to demarcate slip and trip hazards, digital displays may have a more immediate effect in sensitive areas. For example, reducing the risk of smoking where there is a fire hazard due to the presence of volatile materials, or in reminding visitors and staff that mobile phones may affect critical high tech equipment especially in locations such as hospitals A key advantage is immediacy. Important health and safety announcements following internal policy changes or legislation updates can be programmed in easily via PC for broadcast to a single sign or multiple site locations.

Upcoming developments include streaming news from the Internet and even the potential to add a Twitter feed. The addition of personal or company specific information increases the likelihood of employees keeping a regular check on signs, helping to communicate vital health and safety messages.

FM WORLD | 27 FEBRUARY 2014 | 15

20/02/2014 18:05

FM REPORT WORKPLACE FUTURES

INNOVATION INVESTIGATED The ways in which innovation in facilities management is defined, measured and valued in relationships between clients and FM service providers came under the microscope at this year’s Workplace Futures conference in London. Martin Read reports

ALAMY

H

ow to take the established provision of facilities management services and improve on them is hardly a new topic. In recent years ‘innovation in FM’ has come to dominate conference sessions and roundtable discussions across the country.

No single definition has yet been arrived at, and while there was a wealth of interesting comment and opinion surrounding the topic at this year’s Workplace Futures, there was little hint of the imminent presence of a permanent resolution for all to agree on.

In fact, the event was notable for the honesty of speakers representing the service sector and the way in which innovation was categorised into two broad areas – the routine assessment, with incremental improvement, of individual facilities tasks (the ‘aggregation of marginal gains’) versus the need for FM as a sector to ‘step up to the plate’ and take full charge of workplace provision.

Professor Ilfryn Price of Sheffield Hallam University

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said that it was “key for innovation that conversations and relationships between clients and contractors are regular; that’s where the mileage is”.

In discussion following Pryce’s presentation, delegates complained about service level agreements (SLAs), with FMs often too busy measuring things to engage in service innovation projects. SLAs, it was suggested, can strangle innovation.

Interserve’s managing director Tony Sanders’ presentation put him in the ‘incremental gains’ corner., at least in terms of his company’s own research statistics. Sanders defined innovation in FM in four distinct categories, with 40 per cent being in fact “incremental change”, 40 per cent elimination of non value-add activity and just 10 per cent “new and radical“ ways of doing things.

“We can get too hung up on what is radical,” he said.

The other side of the innovation argument is essentially based on FM’s ability to change itself and its value to organisations – something

couched in terms such as ‘transformation’ and, in the case of John Hinks of Zurich Assurance, “catalysing collisions” to “promote innovativeness as a core professional behaviour”.

For Hinks, FM as a sector has big changes to embrace. For example, “as an industry were only just starting to struggle with what big data means for us”, he commented. Pointing to such changes as “the rise of the digital nomad”, Hinks said: “The meaning of work has changed.

With competition between organisations increasingly based on capability and innovation, we need a service model that is integrated at the core.”

Hinks suggested that what FM needed a dose of what economist Joseph Schumpeter described as “creative destruction”.

Consultant Andrew Shaw of Business Services Growth (BSG) pointed to another side of the innovation argument – client receptiveness. Clients, he said, needed to recognise that quality comes at a price, and that the longer a service provider was allowed to service a client, the more likely that service provider was to provide the most efficient service. However, clients were likely to see the reverse to be the

case – that once a first flurry of close-contact contractual activity is concluded, the service provider is all too often seen by the client during the rest of the contract as being complacent, conducting ‘business as usual’. The best case, says Shaw, is where the supplier routinely invests in the service provision to achieve ‘trusted adviser’ status while at the same time the client recognises the need to see the contract as a ‘long haul’ solution.

Easier said than done, perhaps, and certainly something that demands a good relationship between client and service provider staff. Tony Sanders had already spoken about how individual relationships between client and provider were key to creating an innovation-friendly working environment. “A day-today client contact can typically be risk-averse. Sometimes you need to talk to someone higher up the chain to get the right response,” said Sanders.

The bigger picture?

For many outsourced service providers, it’s through this ‘aggregation of marginal gains’ that most identifiable innovations in service delivery are to be found. Plenty of FM www.fm-world.co.uk

20/02/2014 12:12

WORKPLACE FUTURES

QUOTED SPEAKERS

David Sharp, managing director of Workplace Law

Professor Ilfryn Price of Sheffield Hallam University

“Is FM really stepping up to the mark to stop that downward trajectory in a workplace’s effectiveness?” TIM OLDMAN firms operate schemes in which managers and employees are incentivised to think about changes to their working practice that could lead to individual productivity gains.

Emcor’s Paul Worland showed some good examples of incremental gains in his presentation, for example extendable trowels that reduce the need for unnecessary movements and allow an operative to cover more floor space faster without compromising quality; a tilting mixing bucket on wheels that prevents unnecessary handling of heavy buckets; or a ‘zip wall’ www.fm-world.co.uk

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that allows for coverage of a ceiling to avoid falling debris that does not require a ladder to be erected. These examples of people at the coalface coming up with innovations that affect them directly was, to Worland, good evidence both of innovation in FM and employee engagement.

However, workplace data consultant Tim Oldman, whose statistical interpretation of what workers want from their workplace represents an increasingly valuable window on the facilities service provision, was far from certain that the “sweat the small stuff” approach would work.

Tony Raikes, managing director of Vinci Facilities

Tony Sanders, managing director of Interserve

“Sometimes you have to go really high up in order to see how small you are,” said Tim Oldman; “that’s my message to the FM community.” Oldman pointed to figures from his company’s suggesting that less than half of the typical workforce agreed with the statement that “the design of my workplace enables me to work productively”.

“FM has missed a massive opportunity to readjust totally what it is all about,” said Oldman, who expressed concern that the sector could all too easily fixate on its functions – in his analogy, drills and drill-bits – when clients were “only interested in the hole” created by the drill.

“Is FM an asset guardian? Is FM really stepping up to the mark to stop that downward trajectory in a workplace’s effectiveness?” asked Oldman.

“I’m still looking for a facilities manager willing to engage in a fiscal debate. I’ve not yet had a conversation with an FM provider who does this – and yet clients want it.”

In a joint presentation with one of his clients, Vinci Facilities’ Tony Raikes pointed out that, unlike product manufacturers, service providers in the FM sector could not fund their own research and development departments because margins did not justify them doing so.

Instead, he said, service providers had to innovate through the workforce that they invest in.

Said Raikes: “We will never be good enough as service

John Hinks, head of innovation at Zurich Insurance

Tim Oldman, managing director at Leesman Index

providers; our most challenging clients will want to drive us to be better because they themselves are in a competitive climate.”

Lincoln Dawkin, a Vinci client and the director of estates and facilities at the NHS University Hospitals Coventry & Warwickshire NHS Trust, told delegates that his trust had established an innovation forum comprising all of its service providers as well as members of the trust’s PFI special purpose vehicle. In questioning following his presentation, Raikes said that dealing with staff who were cautious about suggesting improvements in their working practice for fear of making their own positions redundant was a big challenge for the sector.

Innovation superhighway If the debate at this conference is anything to go by, there will be plenty more discussion about FM and innovation throughout 2014.

The looming demands of the next generation of workers, Generation Z (or Millennials) cropped up on several occasions during the day, as did the end of proprietary software solutions for client-supplier relationships.

A Workplace Law presentation on learning styles further suggested there was more for the sector to do in deciding how to engage with clients. The lack of a common response to these challenges means that innovation will remain high on conference agendas in the months ahead. FM FM WORLD | 27 FEBRUARY 2014 | 17

20/02/2014 12:12

FM FEATURE

CLIENT/ PROVIDER INTEGRATION

NICK MARTINDALE

THE TIES

THAT BIND

The extent to which FM services providers are embedded with clients often comes down to a delicate balancing act for both provider and customer. How do both parties maintain a healthy relationship rather than one that strangles initiative? Nick Martindale reports

ILLUSTRATIONS: EDU FUENTES

F

or some time the facilities management services industry has promoted the idea of longer relationships and closer integration with end customers. The advantages, in theory, are admirable: closer working relationships with a better understanding of the client’s needs and greater freedom for the provider around how to deliver services, which should deliver genuine synergies and efficiencies.

The idea itself has been around for the past 20 years, says John Bowen, director of Gulfhaven consultancy and chair of the BIFM’s procurement special interest group. He recalls working on behalf of a big corporate client that was trying to outsource service delivery across 27 sites.

“They wanted to end up with a team of four or five people as the central client,” he says. “We got the M&E supplier to come to

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all of the team meetings so was really tightly integrated and we did the same with catering and the cleaning suppliers. It meant they understood our business much better, and could offer us things which were more suitable for us, rather than an armslength relationship where you have them in once a quarter to beat them up.”

The prime drivers Compass Group UK & Ireland recently launched 14Forty – a new integrated FM business – after research suggested that clients are increasingly looking for bundled FM services delivered in an integrated fashion.

“The prime drivers are cost reduction, simplicity and convenience,” says managing director Steve Davies.

“Historically, clients have procured three or four service www.fm-world.co.uk

20/02/2014 15:04

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20/02/2014 15:04

FM FEATURE

CLIENT/ PROVIDER INTEGRATION

lines and had three or four companies and managers; now they just want one person to deal with. I’m tending to see FM being integrated in a client organisation with corporate real estate management, and I want to get a seat at that table so that when a client is making strategic decisions about where their business is going, we’re there talking to them about how we can support them.”

Where relationships are truly integrated and providers are given greater freedom to run contracts in the way they believe is most efficient, it can give rise to involvement in other areas beyond those traditionally associated with FM, with potential benefits for both parties. Christopher Kehoe, group executive director of Emcor, gives the example of one customer in the pharmaceutical industry where a traditional FM relationship has evolved into helping with part of the product development cycle.

“We are hands-on with the product at various stages of its development,” he says.

“We’re finding that where we’re getting this much better level of integration we’re much more able to voice our opinions on things that perhaps would have sat outside of FM in the past.”

Learning corporate culture Davies, too, has seen a move into other areas. “A client recently asked us to look after their travel plan,” he says.

“My travel plan co-ordinator was able to map 3,000 people who work there, looking at where they live and where they travel from to get to work. As a result we have taken 50 cars off the road and they now put two 52-seater buses that collect people and bring them into work.

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NICK MARTINDALE

“The extent to which a provider will be able to integrate often depends on the culture and attitude of the client”

the tender process but it ticks so many boxes in terms of carbon footprint reduction.”

Yet there are limits to the degree to which two separate entities can be genuinely integrated, both in terms of operational boundaries and contractual or cultural ties.

The closer you get to a customer’s core products, the greater the potential risk for the client, says Kehoe. “One of the key considerations for clients is at what point does that risk of having an outsourced provider close to your core activities become either unmanageable

or unacceptable,” he says. “It’s important that they retain control and that key intelligent client function, because relationships change.”

In practice, the extent to which a provider will be able to integrate often depends on the culture and attitude of the client, and there is still a reluctance among many to truly embed a third party as a genuine partner, suggests Noel Clancy, chief executive of Shepherd FM. “It becomes a bit more difficult where communication with the core client team is required,” he says. “If you’re smart, you’ll

have someone who fulfils that role with the client, to act as the interface. We have one client where we are regularly on global briefing calls but if we were to go and someone else came in, it may take another 18 months for them to allow another provider on a call which may have their chief executive on it.”

Often the barriers stem from the way in which a contract is set up in the first place, with providers pressured on price by procurement functions, suggests Bowen. “It’s quite common for a specification to be developed by the frontline operational www.fm-world.co.uk

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CLIENT/ PROVIDER INTEGRATION

people and at the negotiating stages for a supplier to say they could meet that price if they did something differently or lowered that standard,” he says. “You end up with a contract which isn’t really what was wanted. It’s very difficult for the supplier in those situations, because people want more than the contract specifies.

But if you deliver what they wanted, then you’re probably going to start failing your KPIs.” Neil Edmond is operations director at BTFS, a BT subsidiary that acts as the group’s internal FM team following the buyout of its joint venture company Monteray in 2012. He’s seen a variety of models and says they all have their pros and cons, but believes the removal of a contract management aspect has been helpful in getting a closer working relationship with the rest of BT. “I have seen outsourced models where the contract management tended to filter out some of the messages that needed to be said or maybe there were things which shouldn’t have been said, and it can create friction, purely because of misinterpretation of expectations,” he says. “Or if a piece of bad news has to be given you’d rather have it straight than have a contract manager soften the blow because you often mix the messages up.

“Now I have direct links to the managing directors of the various business lines.”

Multi-level relationships Relationships can founder at a personal level, too, says Bowen.

“If you have a multi-level relationship management model, you’ve got people from the client and supplier at a coalface level, area manager level, and then possibly an account management level above that,” he says. “If everybody’s joined up it works www.fm-world.co.uk

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quite well, but if you find that the relationship is really only at the upper level, then issues that come up at the coalface ripple their way up one side, rattle across and come back down the other side, and those sorts of things can fester. To have a really tight relationship you’ve got to have the interface right at all levels.”

A few years ago it would be the case that the most integrated models were found in total FM contracts, but this is now not necessarily the case, he adds, as larger providers have tended to standardise their offerings.

“A number of smaller FM companies are now springing up or joining together to form midlevel organisations, because they have seen the gap in the market in providing a bespoke solution for clients,” he says.

For some, the ultimate in integration is to run an in-house team, or a closely affiliated variation on that, as practised by BTFS. There have been a number of benefits here, says Edmond, including getting control over its own staff training and employees having a stronger sense of identity as part of the wider BT brand.

Yet even here, there is no escape from economic realities or the need for the model to stand up to intense financial scrutiny, which can sometimes lead to some difficult conversations internally. “There’s an increased chance in this arrangement that people think I’m just going to say ‘yes’ to everything, because I don’t have a contract that says it’s not core,” says Edmond.

“There are still a lot of things that I say no to simply because the resources I have are fully utilised.

I’m not going to create BTFS to slowly watch my cost-to-serve creep up – because if it does I will be outsourced again. I’m under no illusions about that.” FM

OPEN-BOOK MODEL

JOINED-UP THINKING When Westminster City Council, the Royal Borough of Kensington and Chelsea, and the London Borough of Hammersmith & Fulham awarded Amey a 10-year, £150 million contract to deliver a range of FM services across the three boroughs in 2012, it was built on the idea of an integrated relationship based on an open-book model.

“We’ve taken the concept of open-book to its fullest,” says Paul Byatt, operations director at Amey. “Our customer has full access to all our systems and all our data and they provide information to us to help us deliver what we need to do. We asked how it would work in an ideal world, and we’re working to that at the moment.”

From a client perspective, the arrangement allows the benefits of working with a large outsourced provider without the some of the constraints that can come with single-service offerings.

“Obviously Amey have better buying power than we would have as a single entity, and they have different people in the business that they can pull in as well,” says Debbie Morris, head of tri-borough facilities management, who now works on the client side as part of a “link” team between the three boroughs, based in the same office as the Amey team.

The contract itself is relatively early days, but Byatt hopes it could lead to other work across the three boroughs. “We look after many council buildings such as town halls, libraries, museums and schools, but there are others such as social housing and care homes that aren’t in our portfolio,” he says. “That’s maybe an opportunity for the future.”

FM WORLD | 27 FEBRUARY 2014 | 21

20/02/2014 15:45

FM FEATURE

FM PROFESSIONAL STANDARDS

MARTIN READ

IN THE FRAME

Two weeks ago the BIFM introduced the Facilities Management Professional Standards, its ‘global competence model for the profession’. So what happens next? Martin Read reports

T

he publication earlier this month of the BIFM’s Facilities Management Professional Standards followed a long period of consultation with the industry.

The aim is an ambitious one – for the standards to be ‘embedded as the norm, both for professionals and for business’.

“The framework identifies 10 ‘functional areas’ from leadership to finance, procurement to sustainability. Each area is further divided into ‘components’ into which plain English explanations of the associated competences are each broken down in terms of their relevance by seniority, from support and supervisory through to manager, senior and strategic, each detailing the relevant BIFM qualification units.

It’s a comprehensive assessment of every aspect of facilities management, and a remarkable feat, given the many shifting definitions of the scale

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and scope of the sector.

So how does the BIFM think it will change the FM training landscape?

Linda Hausmanis, the institute’s head of professional standards and education, believes that the impact will be profound.

“The FM Professional Standards are clearly defined across a range of functional areas in which facilities managers are involved and they are also expressed at the various stages of an individual’s career,” said Hausmanis. “By referring to the standards when conducting a skills gaps analysis, an employer can effectively procure training for staff.

“The professional standards will enable employers to focus their training provision in a more targeted and purposeful way to meet the needs of an organisation and its workforce.

This should maximise the business value from a training

intervention,” she added.

Reference point The institute has already said that it will be further promoting the new standards. What might this entail? Hausmanis believes the BIFM’s existing network structure will prove a big advantage, helping to promulgate the framework at the many BIFM events run regularly throughout the UK and overseas. She said: “As well as using those events to demonstrate the purpose and use of the standards, they will also become a common reference point throughout all BIFM products and services as they become the core of the institute’s

value proposition to the industry.

“They have already become a tool for engagement with major employers plus other key stakeholders, including government,” said Hausmanis.

And indeed, Vinci Facilities, one of the FM service providers keen to support the framework at launch, Jo Mercer, head of learning and development for the company, said that it expects to change its training structures to accommodate it.

“We would look to embed the standards in our talent review and development processes, using the handbook to support the use and implementation of these standards,” the statement www.fm-world.co.uk

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FM PROFESSIONAL STANDARDS

“By having a clear focus on delivery standards we will continue to improve our performance on the ground” – Jo Mercer, Vinci Facilities explained. “Using the framework and integrating it with our organisational processes will help us to monitor and improve the effectiveness of our teams which in turn will drive greater customer satisfaction.”

Vinci also expects that the standards will also help managers to manage resources more effectively and develop highly motivated delivery teams, as well as help its employees to gain a clear understanding of “exactly what is required of them in their role and to what standard they are expected to perform it”.

Does Vinci intend to use the framework to plug gaps in its

employees’ existing skills sets?

“Yes. As employees are expected to become more flexible, widen their skill base, and take on even more responsibilities we need a method of measuring the changes in behaviour in the workforce. The use of the framework can meet this need. BIFM membership is already an aspiration for our people and by using the framework, training plans identified through development reviews will be enhanced by a structured but flexible approach to gaining externally recognised qualifications. The framework signposts individual unit

Strategic

qualifications that will enable us to efficiently scope and source ‘focused’ training solutions.

Our people remain at the core of our sustainable business strategy and by having a clear focus on delivery standards we will continue to improve our performance on the ground.”

Supporting tools At launch, the BIFM alluded to new ‘tools’ to support the framework – so what can we expect? “Development has already begun on a self-assessment tool,” says Hausmanis. “This will be for use by an individual or by his or her

Management

line manager to gather feedback and support the creation of a professional development plan.”

Also in development is a training and development needs analysis tool aimed at individuals or an organisation’s learning and development management personnel. And beyond that, the BIFM is also exploring the creation of a recruitment tool for use by organisations and recruitment consultants in assessing the professional level of an applicant.

Says Hausmanis: “All of these will be developed alongside employers and key stakeholders to ensure their effectiveness and delivery of value to organisations.” FM Operational

Strategic

Senior

Manager

Supervisor

Evaluates the extent to which an organisation’s policies comply with legislative, statutory and regulatory requirements

Evaluates the implications and potential consequences of non-compliance with corporate governance and legislative, statutory and regulatory requirements

Monitors the extent of ongoing compliance with legislative, statutory and regulatory requirements and reports shortfalls

Monitors team members’ work to ensure that they meet legislative, statutory and regulatory requirements

Carries out work in accordance with work instructions, standard operating procedures and legislative, statutory and regulatory requirements

Support

Develops FM-related corporate governance policies, structures and processes that are coherent with an organisation’s overall governance requirements

Analyses the scope, purpose, roles and responsibilities of those involved in FM-related corporate governance

Establishes processes and systems that ensure ongoing compliance with legislative, statutory and regulatory requirements

Ensures that all operational tasks and work instructions are set up and organised to comply with legislative, statutory and regulatory requirements

Explains their responsibilities and liabilities for compliance with legislative, statutory and regulatory requirements

Evaluates the impact of FM-related corporate governance, financial, ethical and social commitments and values

Develops FM processes and procedures that meet corporate governance and legislative, statutory and regulatory requirements and ensures their ongoing currency

Manages the implementation of policies and procedures to meet legislative, statutory and regulatory requirements

Monitors the extent to which operational tasks comply with legislative, statutory and regulatory requirements, reporting problems and shortfalls

Explains the potential consequences of noncompliance with legislative, statutory and regulatory requirements

The above table shows the professional standards for the functional area of compliance, detailing the strategic, managerial and operational elements

BEST PRACTICE

BOUYGUES FLIES THE FRAMEWORK FLAG IN CANADA International FM service supplier Bouygues is already using the FM Professional Standards as it develops into the Canadian market as Anthony McCord, CEO of Bouygues Energies & Services’ international division, explains.

“Bouygues Energies and Services Canada commenced operations in two highly structured P3 (PFI) contracts, having had no previous experience in the Canadian marketplace,” says McCord. “As CEO, it was critical for me to harness the best practice that Bouygues had successfully implemented in the UK, notably at the UK Home Office, to assure seamless mobilisation and and www.fm-world.co.uk

22-23 BIFM Framework.indd 23

secure client satisfaction over the long term.

“Thanks to the coherent framework and structure as manifested by these professional standards, we were able to surpass all our objectives both internally and client-facing. This approach is a welcome manifestation of the increasing professionalisation of our business, reflecting the materially important stakes for the owners of the assets we manage and the increasingly critical environments in which we operate. By taking this approach, we will deliver at low risk and to a very high standard the commitments we have made to our clients.”

McCord is pleased that its UK sister company is about to launch as a centre for e-learning with a portal bespoke to the Canadian business.

“This will facilitate even greater sharing of knowledge and expertise between us. We will be comparing BIFM’s learning offer with that provided by BOMI Canada, (http://tinyurl.com/nkdv7qk).

FURTHER INFORMATION ON THE STANDARDS www.bifm.org.uk/FMstandards Or join BIFM, 26 March, at ‘The Evolution of the FM Professional: Enabling Business’ event www.bifm.org.uk/cmme

FM WORLD | 27 FEBRUARY 2014 | 23

20/02/2014 15:05

FM FEATURE

APPRENTICESHIPS

National Apprenticeship Week runs from 3rd to 7th March, and while there’s much to praise now that a full apprenticeship structure is in place across the profession, the people who can really explain the virtues of apprenticeships are former apprentices themselves

WHAT DID

APPRENTICESHIPS EVER DO

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FOR ME? www.fm-world.co.uk

20/02/2014 17:52

APPRENTICESHIPS

A

pprentices who have since gone on to succeed in their chosen career are usually the best placed to articulate the value of the apprenticeship path, whatever the industry. In facilities management, with its many routes into the profession, the experience of those who have since gone on to assume senior positions is even more valuable.

Today, those completely new to the FM industry can choose to start with an apprenticeship at level 2 and progress to a foundation degree, while learners with some previous FM experience looking to progress into senior management could choose the apprenticeship route that combines the BIFM qualifications at levels 4 and 5.

But this is a relatively new route into FM-related apprenticeships.

Here, we speak to six senior facilities managers about their experiences.

NAME: ANDREW REDMOND JOB TITLE: DIRECTOR OF FACILITIES, ACADEMIES ENTERPRISE TRUST

ALAMY

1. How did you become an apprentice?

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My father insisted that I “train” when I left school. I applied for and was offered an apprenticeship with a Londonbased mechanical engineering company. It was an old-fashioned indentured apprenticeship overseen by the Construction Industry Training Board (CITB).

I remember my father having to agree, on oath, to house and shod me for the duration of the apprenticeship, which was from age 16 to 21. I attended Tottenham College of Technology on block release, where I

thoroughly enjoyed my time as an apprentice. It’s held me in good stead for the rest of my career..

2. What was your experience as an apprentice like?

I had a great experience. It’s an excellent way of getting young people into an industry. My employer had the confidence to allow me take on responsibility at a young age; it was seen as part of the training and I never said no. I learnt a massive amount from the people I worked with and enjoyed the challenges they set. This style of learning really suited me, and still does.

3. Looking back, what advantages do you think starting as an apprentice gave you?

A chance to learn everything about the area I worked in.

I was given a very broad education that included how to run jobs and manage people.

The apprenticeship was very structured, I knew the skills I would gain on the way and the qualifications what I would end up. My apprenticeship gave me a great understanding of buildings and set me on a career path that I am still enjoying today.

4. Do you think apprentices starting today will benefit from the same circumstances?

Without a doubt. I would recommend that young people train as much as possible, keep pushing the levels of training until you are confident and comfortable with your skills and knowledge. Once your apprenticeship is finished, find a new course to undertake, one that will challenge you and enhance the skills you have learnt.

5. What kind of people would benefit from an apprenticeship in FM? I would recommend apprenticeships to all young people. It can be a great way of learning on the job, you have the ability to change direction and focus on areas that you enjoy. For those young people who do not want to go to university or for those who are looking to go straight in to work, apprenticeships suit all.

NAME: TOM ANNING JOB TITLE: OPERATIONS DIRECTOR M&E INTERSERVE FM 1. How did you become an apprentice?

I was doing A-Levels (media studies, psychology and drama) but not really enjoying it, as I couldn’t see where it was going to take me and I wasn’t really enjoying the academic side of it. I saw an advert for an electrical apprenticeship and thought ‘that sounds interesting’. I phoned the company, went to see them for a discussion about it and they invited me to start with them the next week. The rest is history!

2. What was your experience?

It was really good. I got a lot of experience in various different industries from domestic installs to industrial settings not only in electrical installations but also plumbing, A/C and even general building. I was lucky to have really good mentors over me who took a lot of time pointing me in the right direction and making sure I was completing my college work. It was an also a really good feeling to be making a difference and earning some money while I was learning. Even though it wasn’t very much it was more than all of my friends who were still at college.

3. What advantages has it given you?

On-the-job practical experience as well as lots of life skills and experience FM WORLD | 27 FEBRUARY 2014 | 25

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FM FEATURE

APPRENTICESHIPS

getting on with people in a work environment. Being able to understand how engineering works has helped me massively as a manager and director as I can relate to how things actually work in the real world. By the time my friends left university I already had nearly five years of work experience on my friends.

Plus, you get qualified and don’t pick up any debt on the way and the qualifications can be used to gain further higher level qualifications later on.

4. Will today’s apprentices benefit from the same circumstances?

Yes, even more so than when I did mine. Going to university is getting even more expensive and as the job market has become more competitive having on the job experience and being technically qualified will give you an advantage.

5. Who would benefit from an FM apprenticeship?

Anyone. If you like being more hands-on and even if you are unsure what you want to do as a career. It is definitely the best decision I ever made. And I was completely unsure what I wanted to do when I left school.

NAME: PETE MOSLEY JOB TITLE: MANAGING DIRECTOR, MITIE TECHNICAL FACILITIES MANAGEMENT 1. How did you become an apprentice?

Growing up, I was given an early insight into the trades. I had two uncles in the heating and ventilation business and my brother was a pipefitter. At the age of 16 I applied to the company my brother and uncle 26 | 27 FEBRUARY 2014 | FM WORLD

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worked at, and got my first job as a pipefitter. My son has just been through an air conditioning apprenticeship, so it runs in the family.

2. What was your experience?

My experience as an apprentice was very positive. I worked with some great engineers who were brilliant mentors for me. They took the trouble to train me and guide me through various aspects of the role; something I will always be grateful for. It gave me a broad understanding of all aspects of the business, and was an incredibly enjoyable experience.

3. What advantages has it given you?

Starting out as an apprentice has given me an understanding of what happens on the ground, and the challenges Mitie’s people deal with on a daily basis. It helps me to ensure that they are provided with the right training and tools to excel at what they do. When I talk to current apprentices about my experiences I think it’s quite an eye-opener for them, because they can see that with hard work there’s no limit to how far you can progress.

4. Will today’s apprentices benefit from the same circumstances?

Apprentices today can definitely still benefit from the same circumstances. I actually think apprenticeship opportunities are better now, as they have a more structured experience.

At Mitie, we have dedicated apprentice training managers to ensure that our 93 apprentices are on the right path. Not everyone wants to be a manager, but the opportunities are there to progress if they choose to. I recently appointed a

new operations director who started his career with us as an apprentice.

5. Who would benefit from an FM apprenticeship?

Anyone who is interested in learning the trades and prepared to get their hands dirty can benefit from an apprenticeship.

With the increasing use of technology, good English and maths skills are necessary, as well as the awareness to work safely at all times. But above all, apprentices need to be willing to learn and be passionate about their trades – that’s the best guarantee of success.

NAME: ALEX AKUSHIE JOB TITLE: FM CO-ORDINATOR, THE WELLCOME TRUST 1. How did you become an apprentice?

After secondary school I wasn’t sure exactly what I wanted to do, so in the process of discovering what path was best suited for me, I started college doing BTEC First Diploma in IT Practitioners (equivalent to 4 A C GCSE’s) which I completed in year one. I then went on to a BTEC National Diploma, which is a two-year course. Proceeding with this was never a course I wanted to take, and in turn my heart wasn’t in it. This led to me dropping out from college and started working in retail. Moving between bar and catering jobs led me to work at the BBC within an internal catering company. After working a year there I realised I wanted to improve and progress in life, and in order for me to achieve this I needed to find employment that suited my needs. This is when I discovered apprenticeships and what they had to offer. It was the perfect route for me to progress

through the career ladder. After two years of countless group and individual interviews, I finally caught my break and found the Wellcome Trust. I was convinced I was in the right place and wanted to progress here. Nothing else mattered, and I even took a significant pay cut just to grab the rare opportunity. It has truly paid off.

2. What was your experience?

I believe I had a bit of an advantage with regards to my experience as an apprentice; I had previously worked for four years before starting this apprenticeship, so I already had the strict work ethic and selfmotivation needed in any job role. Also within my team of 10 colleagues, five of them started through an apprenticeship scheme so they were very keen to take me under their wing and mentor me through the apprenticeship.

3. What advantages has it given you?

Being an apprentice gives you a broad knowledge and understanding of practical and theoretical practices. It allows an individual with little or no experience to familiarise themselves with what it feels like to work for at least 30 hours a week and also gives the apprentice an adequate qualification once it’s completed.

I’ve currently completed my level 3 apprenticeship but it has been advised by my employer to pursue a level 4 (which my employer has fully funded) as well as sending me on numerous training courses.

4. Will today’s apprentices benefit from the same circumstances?

When I started out on my www.fm-world.co.uk

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APPRENTICESHIPS

apprenticeship, it wasn’t fully supported by local councils or the media and there weren’t many options. Today, however, social media, local councils, flyers, billboards, television and even radio stations are all behind apprenticeships and fully supporting them.

Apprenticeships can help many young people find a source of employment as well as giving them a vast library to different fields to pursue a qualification.

5. Who would benefit from an FM apprenticeship?

Anybody who has an interest in service delivery. Whether it is catering, security, health and safety, tendering, maintenance, testing or inspection, this would be an ideal apprenticeship.

The reason I took up an apprenticeship in FM was mainly due to the fact I didn’t like sitting in front of a screen eight hours a day and wasn’t keen on just reading books. I was more of a practical learner in the sense of I learn and understand things more effectively and efficiently when putting theory practices into practice and physically taking part. In doing this, I had the determination to excel within FM.

NAME: EAMON O’DONNELL JOB TITLE: GENERAL MANAGER, INTERSERVE SUPPORT SERVICES 1. How did you become an apprentice?

On leaving school I embarked on the government Youth Training Scheme (YTS), where I was sponsored by an M&E (mechanical and engineering) contractor. I completed a fouryear apprenticeship in plumbing and heating, passing out with City & Guilds accreditation.

2. What was your experience?

As a 16-year-old on a construction site, it was quite daunting at first and I now realise on reflection what a dangerous place construction sites are for young, inexperienced people.

Having said that, I had some very good experiences as an apprentice working on some wonderful buildings, such as the House of Lords, Somerset House, House of Commons, Number 1 London, Apsley House and Admiralty Arch.

These were amazing buildings with wonderful architecture and steeped in history. I was

“Never walk across a sheet of ply on the floor (there may be a 50ft drop below it) and make sure you warm the pot when making the tea! These are life skills you never forget” also lucky enough to see four buildings rise from the ground, as I connected up temporary water mains and was often one of the last off the site when it came to the building hand-over.

3. What advantages has it given you?

ALAMY

It gave me an understanding of aspects such as the mechanics of buildings, their design and the different types of construction. When dealing with engineers and trades staff, I have an understanding of the problems they are presented with on a daily basis and in some instances this can cut through the difficulty when dealing with non-productive staff who are trying to take advantage of senior management. Also, with the introduction of advanced www.fm-world.co.uk

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IT systems as part of the PDA (Professional Development Awards) scheme, I was able to work with the software companies to assist in making it easier to use for trade staff – this really developed my skills working with IT systems/data bases. I was then responsible for rolling out this project to over 450 staff working in the London region.

4. Will today’s apprentices benefit from the same circumstances?

Absolutely. Unfortunately I don’t believe we allocate the correct resources to train these young people. The correct time spent with these individuals watching and supporting their growth and understanding is key. I was lucky enough to work with some wonderful characters, who not only taught me my trade skills, but also helped to develop my life skills. Various things such as never walking down the stairs with your hands in your pocket, always looking at the bigger picture when it comes to setting out what you want to achieve, never walk across a sheet of ply on the floor (there may be a 50ft drop below it) and make sure you warm the pot when making the tea! These are life skills you never forget.

5. Who would benefit from an FM apprenticeship?

Those that really want to be involved, have a want-to-learn attitude and are willing to listen to and take on board advice from experienced staff members working in facilities management.

As important are those people that can get up in the morning, be punctual and respond and react to a chain of command, with aspirations to work in the industry. FM FM WORLD | 27 FEBRUARY 2014 | 27

20/02/2014 17:53

FM FEATURE LP GAS ROB SHUTTLEWORTH

RENEWABLES CURRENTLY MAKE UP ONLY 13.2% OF ENERGY CONSUMPTION IN THE UK.

THE A TO Z OF LPG Rob Shuttleworth of UKLPG, the national association for Liquefied Petroleum Gas (LPG), argues that the fuel can be a convenient and efficient alternative to more traditional choices

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L

iquefied Petroleum Gas (LP Gas) can make a big contribution to the demanding carbon reduction targets set for the UK in the heat sector, and it can do so with minimal need for infrastructure changes or investment. It’s a solution that can make economic and environmental sense for politicians, rural businesses and those responsible for commercial buildings when they are planning how to meet their energy needs.

Government figures show that primary energy production last year fell by about 11 per cent year on year, with further declines in oil and gas production. Domestic reserves from the North Sea are dwindling – the UK is becoming more reliant on foreign oil and gas than ever before. In the Meantime, renewables still make up just 13.2 per cent of all energy consumption in the UK. Meanwhile, the Department of Energy and Climate Change

(DECC) announced new policies and ambitious emissions targets in the Energy Act 2013 that was passed last December.

As government and European Union legislation focuses on cutting emissions, many companies are looking to take advantage of the low carbon properties of LP Gas to help them meet their targets. Accordingly, UKLPG – the national trade association and voice of LP Gas (representing producers, distributors, equipment / service providers and vehicle converters) is predicting a surge of interest in the fuel.

Installation and supply It’s the view of the LPG sector that LP gas can offer significant savings when compared to traditional fuels. Customers have reported savings of up to 40 per cent when switching from oil.

LP Gas units are easy to retrofit and do not need to be

connected to a network (an ease of connectivity that makes it particularly suitable for rural areas and other remote sites).

Working with LP gas has the advantage of making customers less prone to power cuts than traditional fuels, as it is easy to keep a long-lasting supply of LP gas on site. Another attraction is that the units are compact.

Suppliers all have access to a national storage supply infrastructure to ensure that they are able to meet demand throughout the year. In addition, suppliers typically own (and are therefore responsible for upkeep and maintenance) the LP Gas tank installation.

This means that each time a delivery is made the tank is checked by the driver and, periodically, the installation is checked by a qualified engineer.

Low carbon alternative LP Gas is a low carbon fuel that is extracted alongside natural gas and is also a by-product of the oil refining process. Its primary form in the UK is propane, and has been used for over 40 years and offers many advantages over traditional fuels, helping commercial properties to cut costs and carbon emissions.

To highlight the benefits, UKLPG recently commissioned a piece of independent modelling research by consulting company Delta-EE which provides information, analysis, insight and advice in emerging decentralised energy markets.

The report, Targeting Carbon Reduction in Off Grid Britain: The Case For LP Gas, concludes that a mix of low carbon technologies could deliver significant carbon savings by 2030.

In large, thermally demanding buildings, the report highlights that low carbon LP Gas technologies can deliver an www.fm-world.co.uk

20/02/2014 15:45

LP GAS

CUSTOMERS REPORT SAVINGS OF UP TO 40% WHEN SWITCHING FROM OIL energy saving of up to 42 per cent. These significant savings in energy consumption directly translate into equally large savings in costs – a key reason for the steady increase of interest from facilities and operations departments.

LP Gas also has a low carbon-to-hydrogen ratio. This means that it generates lower amounts of carbon dioxide while producing the same amount of heat as alternative options. Its comparably high heating value means that it contains more energy per kilogram than most competing fuels, making it a good choice for companies using a lot of energy.

Energy security The combination of highly efficient technology, coupled with the fact that LP Gas is widely available, reliable and increasingly price competitive means that it has the potential to be a big part of the UK’s answer www.fm-world.co.uk

28-29 LPG.indd 29

to long-term energy needs.

The nation needs reliable sources of energy and the reality is that gas will be a part of the mix for the foreseeable future.

There has never been a better time to include LP Gas as part of an integrated policy on energy reduction and low carbon energy.

The future UKLPG is the unified voice of the LP Gas trade. It’s an industry currently worth more than £750 million to the economy and employs more than 10,000 people.

UKLPG is committed to promoting the benefits of LP Gas and is dedicated to supporting those who choose to use it to fuel their businesses – and we predict that this year will see an even greater number of installations in UK commercial buildings.

IN LARGE, THERMALLY DEMANDING BUILDINGS, THE REPORT HIGHLIGHTS THAT LOW CARBON LP GAS TECHNOLOGIES CAN DELIVER AN ENERGY SAVING OF UP TO 42%

Rob Shuttleworth is chief executive of UKLPG, the national trade association for LP Gas. For more information visit: http://www.uklpg.org FM WORLD | 27 FEBRUARY 2014 | 29

20/02/2014 15:45

FM MONITOR JAYNE HEASON

SHUTTERSTOCK

HIGHER LEARNING

A hundred years ago women’s lives were determined by marriage with their status being inferior to that of men. However, the relatively new business of facilities management finds women carving a route in the industry through determination and a drive to succeed AUTHOR Jayne Heason submitted this dissertation in part fulfilment of the Bachelor of Arts in Facilities Management at Sheffield Hallam University. She is now a regional facilities manager with Bilfinger.

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TITLE

Exploring the challenges for women in FM Her report is the first academic paper to be written on women in FM. As facilities management was only recognised as a business in the 1980s with the creation of the IFMA, it identifies the challenges and barriers women face in the FM profession today by comparing historical facts with current findings.

The report suggests that women face challenges such as work/ life balance, the demands of the

FM role, budget restrictions, and male chauvinism but that, conversely, they are supported and able to make progress in their career. Qualifications are seen to be a route to career progression, however, senior roles are just out of reach for many.

Introduction Facilities management is a maledominated industry yet, although still greatly outnumbered, more women today than ever before are joining the ranks of facilities professionals, acting as leaders and helping to guide the future of the business. Nonetheless,

the challenges women face in facilities management roles both at management level and at lower levels still compare with those faced by women some 100 years ago when the fight for equality started.

Online forums, books, journals and management reviews relating to women in the workplace, research into gender differences, and papers in the Women’s Library in London highlight a dearth of published academic information about women in facilities management. Equal pay, equal rights for women, female tokenism in the workplace, www.fm-world.co.uk

20/02/2014 12:19

Th s is pr con um arti ov c m cle isi ern ari is on in sin o g ne of g fa the diss of a cil iti stru erta se es c ti rie t m ur on s an e s ag an em d en t

sexism and feminism form the subject of historical papers while later studies focus on women in management.

Until the late 17th century, women did not operate in the public sphere and they were considered inferior to men. The question became “why should women be considered as the weaker sex?”. In 1632, the firstknown book was published with laws relating to women’s rights. This started a wave of assertion with the next milestone of achievement in 1696 when Mary Astell proposed the case for higher education for women.

Almost 100 years later the first feminist text appeared. A Vindication Of The Rights Of Women by Mary Wollstonecraft stated that women are capable of rational thought and, if educated, could contribute to society. Women’s struggle had begun in earnest and carried on through to 1865 to gain the vote at political elections when an unsuccessful petition to Parliament gave momentum to the women’s suffrage groups and the formation of the National Union of Women’s Suffrage Society in 1897. The First World War saw women working in maledominated industries – driving lorries, working on the land and as engineers and office workers.

Two million women had worked in these industries by the time the war ended. In 1919, Nancy Astor became the first female MP and the Sex Disqualification Act allowed women to enter a range of professions. By 1921, a journal from the only engineering company at the time showed women working as automobile, marine and railway signal engineers. The 1968 Ford Machinists’ strike by women working in the same job as men with lower pay and an inferior grade resulted in a landmark case for equal pay and rights. www.fm-world.co.uk

30-31_dissertation.indd 31

METHODOLOGY

Women have won the battle for better working conditions but, where FM is concerned, the profession does not adapt to flexible working and women are generally not encouraged to join it. Research by Women in Facilities Management shows that many women in the industry have not taken a direct route to a career, but have rather evolved into it – an idea known as ‘pink-collar’ working.

More women seem to have been drawn to the industry over the past five years, suggesting that opportunities in FM have only really arisen during this time.

Gender differences affect how women and men think and act; the priorities of women at home and work can affect the workplace and lack of confidence can impair their ability to gain their place at the boardroom table. Getting qualifications gives “credibility and knowledge” and despite having “inherent rational skills and intuition to make themselves better at their jobs”, women still feel that they need the extra comfort of having qualifications. But there is only a small amount of evidence of employers paying for the training of their female staff members to enable them to reach the next level in their organisation.

Although there is evidence that there is some flexibility to work part-time, out of hours, or from home, this still appears to be seen as a negative and “modelling yourself as a workaholic” is seen as a positive.

Sustainability is a key area of FM and 2011 research by GreenBiz shows that men dominate at the highest levels of corporate sustainability, holding more than two-thirds of vice-president roles and nearly three-fifths of

director roles. It also reveals a 20 per cent gap in pay between female and male directors. Other male-dominated industries include construction, haulage, and heavy industry. Such industries are male-dominated with valid reason as the jobs are physical, but other industries are slowly becoming career paths for women.

FM in the 21st century is becoming increasingly recognised for being much wider and more complex than the delivery of hard services such as maintenance. Skills in people management, client relationships, communication, organisation, and health and safety are identified as some of the core skills at the heart of the job. Women can find it easier to develop in organisations that are consciously moving away from a dominant masculine commandand-control-style to a style more in tune with more nurturing and relational feminine behaviours.

Pauline Crawford [co-founder of consultancy Gender Dynamics] (2009) suggests that we have an once-in-a-lifetime opportunity to shift the dynamic of the workplace from the predominantly masculine blueprint. In FM women are moving forward faster than ever because of their thinking and nurturing, sensitivity and intuitive reasoning. The traits are of particular importance in building client relationships. Crawford also says women can bring to the board and senior positions the vital skills to transform the aggressive, risk-taking masculine mindset of the workplace. The survey Women Speak Out, based on 650 interviews with women above director senior management level, found that what drives women is a company’s culture rather than playing the “corporate game”.

CONCLUSIONS

Women want a career and have the commitment to FM, but juggling family commitments and the requirements of the job are difficult and men can be free to dominate. Efforts to increase women’s equality at senior level need to focus on changing the design and structure of work itself so as to facilitate the interface between work and family.

FM qualifications, through industry bodies such as BIFM, give confidence and credibility to women who are beginning to make a sizeable impact on the industry.

Over the past five years the industry has recognised women in many FM roles from river wardens to space planning managers. Senior positions look limited, however, in all sectors owing to a lack of opportunities and senior positions rarely being advertised. There is a club culture in senior management that creates ‘jobs for the boys’.

Family life can form part of work life but, until companies start to recognise this the challenge will continue.

FM WORLD | 27 FEBRUARY 2014 | 31

20/02/2014 12:19

FM MONITOR HENRY WATTS

LEGAL UPDATE

Henry Watts is managing director of Servest Catering

N EW EU F OOD L A BEL L I N G R EGUL AT I O N S

he EU has introduced new legislation on food labeling to include providing allergy information on unpackaged food. Henry Watts explains what the changes mean

T

At the end of 2014 a new European Union regulation on food labelling comes into effect in the UK. Regulation 1169/2001 on the provision of food information to consumers, also known as the Food Information Regulation 2013, replaces the Food Labelling Regulations 1996.

The legislation aims to improve nutritional and allergy information for consumers, and help them to make informed choices. It is also expected to benefit the food industry by simplifying the law and reducing the administrative burden of previous legislation.

The requirements In summary, under the new legislation food business operators such as contract caterers will have to provide: Mandatory nutrition labelling on processed foods; ● More country of origin labelling of unprocessed meat from pigs, sheep, goats and poultry; ● Improved date marking (including date of first freezing); ● Better clarity and legibility of food information, for example, minimum size of text; ● Highlighting allergens such as peanuts or milk in lists of ingredients; ● Providing allergen information on food that is sold loose or non pre-packed foods in restaurants, cafés, catering outlets, deli counters, bakeries and sandwich bars. ●

www.fm-world.co.uk 32 | 27 FEBRUARY 2014 | FM WORLD

32_LegalUpdate.indd 32

Scope of regulation According to guidance from the Department for Environment, Food and Rural Affairs (Defra), most food business operators will be affected by the changes. Any operator supplying food to the public and to mass caterers will be affected.

Private individuals preparing and providing food for an event will not be affected, unless they are preparing the food in the course of their food business activities.

Nutrition information From 13 December 2016, food business operators must provide a mandatory nutrition declaration on pre-packed food.

Labels should include the energy value in kilojoules and kilocalories, and the amounts in grams of fat, saturates, carbohydrates, sugars, protein and salt.

There is no requirement to provide nutritional information on non pre-packed food, but businesses that do so may find it bolsters customer satisfaction.

Allergen information For non pre-packed foods, information will need to be provided if any of the following

ingredients are used: cereals containing gluten, crustaceans, eggs, fish, peanuts, soybeans, milk, nuts, celery, mustard, sesame seeds, sulphur dioxide and sulphites, lupin and molluscs and any products derived from these ingredients. The information can be supplied on the menu, on chalkboards, tickets or verbally.

It must be clear and conspicuous, easily visible and legible and not hidden away.

The provider cannot simply say it does not know if a food contains an allergen, nor that the food may contain allergens.

Allergen information must be specific to the food – and complete and accurate.

Enforcement The regulation gives food authorities such as the UK Food Standards Agency the power to take action to ensure compliance.

Action can be anything from a written warning to a fine or even prosecution for a criminal offence, depending on the severity of the breach.

Who is responsible?

The food operator whose name appears on the label takes final responsibility for the information being provided. Everyone else in the food supply chain must also take responsibility for ensuring that the information is accurate, and must not supply food that they know or believe to contravene the law. The onus is on all sections of the supply chain, but to varying degrees.

“If your caterer doesn’t know about the new legislation, it might be time to find a new caterer”

What should FMs do?

Businesses at all stages of the food chain have a responsibility under the new legislation.

Facilities managers must ensure that their company is compliant.

Check with your external caterer that it is aware of the requirements, and ask when they will be in compliance with them.

If your caterer doesn’t know about the new legislation, it might be time to find a new caterer.

If catering is delivered in-house, the facilities manager should consult with an expert contract caterer which can recommend a strategic approach to ensuring compliance.

This may include reviewing suppliers and carrying out staff training. Trading Standards, the UK’s consumer protection resource, may also be able to provide advice.

Don’t assume that it’s someone else’s problem. Take action now to ensure that your company is prepared.

Application dates The regulation became a legal document in December 2011 but only becomes fully effective on 13 December 2014. Compulsory nutrition labelling is effective on 13 December 2016.

Rules on the composition and labelling of minced meat (as lean, pure beef, containing pig meat, containing other species) apply from 1 January 2014.

Some businesses may choose to comply earlier if they are redesigning labels or packaging.

For more information on Regulation 1169/2001 visit http://bit.ly/NeYOXQ, and Defra’s Food Information Regulations 2013 at http://bit.ly/1aDBmxy

www.fm-world.co.uk

20/02/2014 12:20

FM MONITOR ENERGY AWARENESS

HOW TO...

Greg Markham, technical director at FM provider Emcor Group UK

CR EATE AN ENERGY-AWA R E CULT UR E

reg Markham, technical director at facilities management provider Emcor, believes the key to an organisation achieving its energy-saving goals is to invest in developing a proactive energy culture

G

Cutting carbon emissions by making a building more energyefficient is high on the agenda for FMs, and is likely to continue as a priority for the foreseeable future.

But making the people who use the building ‘green’ is just as important.

Investing in developing an energy-aware culture should not only have the potential to deliver benefits in the short term, including significant cost savings and greater employee engagement, but it should also contribute directly to achieving longer-term energy reduction targets.

But how do you introduce and maintain good energy practice in the work environment?

ALAMY

1⁄

Engage early

A head start with energy reduction often comes from using property more smartly. This can be by consolidating use into fewer properties or floors, using space more efficiently or introducing flexible working.

However, to get the best results it is essential to engage staff early in the planning process so that they feel involved and fully understand why the changes are needed and what is expected of them.

For one customer in the public sector, Emcor supported a programme of employee consultations on proposed changes. www.fm-world.co.uk

33_HowTo.indd 33

involvement and support. Visible leadership from the top of the organisation not only sets priorities for targets, but also establishes the tone for the overall culture. This strong foundation can then be built upon by explaining to frontline management and staff the rationale for having target-driven efficiency measures and obtaining their co-operation to put them into practice from the start.

3⁄

This involved one-to-one meetings with members of staff who were most likely to be affected by the changes, so that their views and ideas could be considered during the decision-making process.

Engaging staff at an early stage is the key to building an energysaving culture – particularly if you need staff members to take personal responsibility for doing things in a different way as a direct result of the proposed change.

2⁄

Senior level support is essential

To build an energy-centric employee culture that lasts, it is essential to have senior-level

Work smartly

Facilities services staff can take the lead, both in terms of energyefficient working practices and by including energy-saving duties in their roles. Check to see if cleaning services can be fulfilled during working hours, as opposed to when the building is empty. This would mean that lighting and heating could be turned down or off earlier. Night security guards should also be encouraged to turn off lights and appliances that are not in use. The process should be understandable from the staff’s perspective and the changes should relate to something that they can identify with and feel strongly about.

4⁄

Appoint ‘Energy Champions’

On a number of contracts, Emcor encourages staff to be more energy-aware through the appointment of ‘energy champions’ – staff who are encouraged to identify opportunities to save energy and motivate others to do so. These champions should be provided with regular, understandable and accessible information on energy use that they can distribute, so that everyone feels informed. The

result is often a more engaged and integrated team approach to energy-saving efforts.

5⁄

Enable and recognise staff contributions When making staff more energy aware, facilities managers should support two-way communication and recognise that staff involvement and initiatives can make a difference. The culture needs to allow the delivery of bottom-up as well as top-down solutions. Encourage frontline teams to come up with their own initiatives to help to deliver on the shared goals. The success of these suggestions can then be shared across the organisation by communicating case studies and progress, so that staff can see the results of their actions.

6⁄

Commit to training

It is helpful to invest in building a technical awareness of the latest energy-saving products and methods, particularly among frontline FMs. Emcor develops the leadership skills of its frontline team leaders through training at the Royal Military Academy Sandhurst. This helps frontline management to identify objectives and help staff work together to achieve them, taking pride in what they have done.

Establishing an energy-aware culture across an organisation’s facilities should be viewed very much as a long-term project.

Active and sustained engagement will, over time, help to build a culture that delivers a range of positive organisational benefits and supports the investment. FM FM WORLD | 27 FEBRUARY 2014 | 33

20/02/2014 17:30

FM MONITOR LOUIS FORDHAM AND SIMON ALDERSON

HOW TO...

Louis Fordham, general manager at SitexOrbis and Simon Alderson, commercial director at VPS (far right)

M ANAG IN G VAC A N T P RO P ERT Y

ouis Fordham of SitexOrbis and Simon Alderson of VPS outline the financial implications FMs should consider when managing a vacant property

L

Managing and maintaining vacant buildings is a key task for many facilities managers. Securing the premises and protecting the unoccupied property is often the first call for an FM, but understanding all of the cost implications of keeping the property secure and operational should also be a priority.

Two of the vacant property industry’s leading businesses, SitexOrbis and VPS, outline what FMs need to know about the cost of managing a vacant property.

Managing utilities Simon Alderson (SA): Sometimes utilities can be temporarily disconnected when a property is empty, but often they maybe required to be kept live, such as electricity for some lowlevel lighting. Some insurers of vacant properties require that a steady low-level temperature be maintained during winter months.

Otherwise, water pipes and boilers can be drained down to protect against burst pipes or vandalism.

Louis Fordham (LF): Turning off the utilities is a cost-effective way to protect a vacant building.

Especially in winter, pipes can burst and cause extensive water damage. If the electricity is still connected and mixes with water, another serious hazard is created.

It costs between £100 and £120 to switch off the gas, electricity and water in a commercial unit. If you bear in mind that it can cost 34 | 27 FEBRUARY 2014 | FM WORLD

34_HowTo.indd 33

thousands of pounds to return the property to its original state after damage, it’s definitely worth this small investment.

Many insurance companies require utilities to be switched off as a condition of the void property’s insurance policy, and will refuse to pay out if this is not done. It is essential for the property owner or manager to check the insurance small print to ensure that the building is covered.

It’s also an idea to take water, gas and electricity meter readings, at the same time as switching them off, in case the utility company incorrectly bills for usage.

Security issues SA: There’s a whole raft of security

measures available according to the requirements of each property – an assessment by a specialist is recommended and often is completed at no cost. A property that is particularly large and remote will have different requirements from a small urbanbased unit. Manned guards are a traditional if expensive method, but there other technological options that are increasingly more sophisticated and can sometimes provide more protection for less cost, such as SmartAlarm Gold, or Smart CCTV Tower systems. Costs will depend on the size, location and value of the site and can vary from low four-figure sums up to the high five figures. A more recent initiative has been employing

guardians to live in certain properties, but it is important to ensure that any strategy adopted complies with insurance.

LF: Organisations typically do not want to waste large amounts of money on their vacant property portfolio. They want to keep the property secure and compliant at minimal cost. Hiring a vacant property specialist to perform property inspections, weekly, fortnightly or monthly, depending on the insurance requirements, costs from £70 a month.

An inspection involves checking

“It is essential for the property owner or manager to check the insurance small print to ensure that the building is covered”

inside and outside the property, keeping a log of findings, including taking pictures where appropriate, and making recommendations for any further action that needs to be taken to ensure that the building is compliant with both legislation and the terms of the insurance contract.

Securing a site with an alarm solution can cost anything from £75 to £500 a week, depending on the size of the property and the equipment required.

Final thoughts SA: These are the straight cost implications for FMs looking after vacant sites. There may be budgetary temptations to cut costs for such properties, but if the risks are realised – by metal theft, vandalism, squatters or flood damage – then the actual costs of repair and replacement can escalate hugely. It’s an old saying but it’s true – prevention is better than cure, and the better a vacant property is kept, the sooner it is likely to be reoccupied. FM

VACANT BUILDINGS

TAX RELIEF ON EMPTY PROPERTIES Empty buildings are exempt from business rates for the first three months that the property is unoccupied. After this time, most businesses must pay full business rates.

However, some properties can get extended empty property relief.

Industrial premises such as warehouses are exempt for a further three months. Listed buildings and buildings with a rateable value under £2,600 are exempt from business rates until they are reoccupied.

Properties owned by charities (only if the property’s next use will be mostly for charitable purposes) and community amateur sports clubs buildings (only if the next use will be mostly as a sports club) are also exempt.

The local council must be notified when a property becomes vacant.

According to Simon Alderson, £1.1 billion was paid in business rates in 201112, a rise of 19 per cent from 2009-10.

Source: www.gov.uk www.fm-world.co.uk

20/02/2014 15:47

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20/02/2014 17:59

ADVERTISEMENT FEATURE

Positioning smarter relationships Opale Management Services Ltd, as a premier independent consultancy practice in FM, has centred its future research, development, people and supporting intellectual property around the provision of an Expert, Assured and Change service (EAC).

The EAC offering will have a dual focus into the market. First will be delivery of the recently announced Progressive Advancement tender process to enable a solid relationship and foundation at the point of supplier engagement or tendering.

Progressive Advancement is a new concept of supplier engagement designed to facilitate long term supply chain relationships and is an innovation of selection that sits alongside more traditional methods of market investigation and testing. Opale will assist client organisations to deliver a more solid relationship outcome, enriching the transformation and change process to achieve this, reassuring the client throughout that change process and beyond into the relationship’s steady state.

The repair and repositioning of existing relationships where expectations have not been fully met will be the second focus.

The Opale EAC ethos is to enable longevity of relationship and the provision of the services by deploying capability of its great and competent people, systems such as its Facilities Maturity Assessment Programme FMAP, OSIRIS procurement methodology, Perform (performance control) and process to fix existing challenged contractual relationships and oil the cogs for successful long-term contracts.

Opale see the future success of the FM market being firmly rooted in the strength of relationships and the Expertise Assurance and Change into the relationships steady state.

The repair and repositioning of existing

36 | 27 FEBRUARY 2014 | FM WORLD

36_Advertorial.indd 37

“Historically, Opale has been either an auditor, or a procurement team specialising in FM. It should take a greater responsibility and in developing sustainable relationships and will refocus its offerings to achieve just that”

relationships and oil the cogs for successful long term contracts.

Opale sees the future success of the FM market being firmly rooted in strength of relationships, witj the Expertise Assurance and Change capabilities wrapped up in its EAC offering as a methodology to achieve that outcome. i Opale Management Services Ltd Telephone: 01252 861600 Email: offi ce@opale.co.uk | www.opale.co.uk

Neil Longley, managing director, Opale

relationship where expectation have not been fully met will be the second focus.

The Opale EAC ethos is to enable longevity of relationship and the provision of the by deploying capability of its Great and competent people, systems such as its Facilities Maturity Assessment Programme FMAP, OSIRIS procurement methodology, Perform (performance control) and process to fix existing challenged contractual

www.fm-world.co.uk

20/02/2014 16:34

FM MONITOR MARKET INTELLIGENCE

INSIGHT ECONOMY

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

FM CLIENT/PROVIDER RELATIONSHIPS 6 24 18%

18% LESS TRUSTED ADVISOR

42

Source: HM Treasury (hmrc.gov.uk) 42 17% 22

17% MORE AT-RISK

27 30

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

Category of worker

Hourly rate from 1 Oct 2013

SOURCE: WWW. BUSINESSSERVICESGROWTH.COM

RENEWABLES RENEWABLES’ SHARE OF ELECTRICITY GENERATION

900

14% 12% 10%

£6.31

Aged 18 to 20 inclusive

£5.03

£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

37_Insight.indd 37

700

2015 FCST

2014 FCST

500

6% 4%

Renewables’ share of electricity generation was 13.2 per cent in 2013 Q3, an increase of 1.4 percentage points on a year earlier, reflecting increased capacity. But it was 2.2 percentage points lower than the record share set in 2013 Q2.

Between 2008 and 2010, market values declined mainly because of cuts in public sector capital spending and falling investment in private sector new-build. Since then the market has improved, underpinned partly by demand for accommodation on large infrastructure projects.

The sector has undergone restructuring in recent years, a reflection of the cumulative impact of trading conditions and the exit of key companies.

But from 2014 there could be a sustained recovery in the sector owing to the UK government’s pledge to support the development of 30,000 affordable homes.

SOURCE: : UK GOVERNMENT

SOURCE : WWW.AMAREASEARCH.CO.UK

0%

Aged under 18 (but above compulsory school age)

800

600

8%

2% Aged 21 and above

UK PREFABRICATED VOLUMETRIC BUILDINGS MARKET, 2014-2018

1000

2013 EST

16%

PREFAB BUILDINGS MARKET

2012

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

■ ANTAGONISTIC ■ TRANSACTIONAL ■ PREDISPOSED ■ TRUSTED ADVISOR

2009

EMPLOYMENT

FM SECTOR

£m MSP

Source: (www.ons.gov.uk)

8 CROSS INDUSTRY AVERAGE

Share of total generation (%)

Consumer Price Index (CPI): The Consumer Price Index (CPI) annual inflation fell to 1.9% in the year to January 2014, down from 2.0% in December 2013. The rate fell below the Bank of England’s 2% target for the first time in four years. The fall in the rate resulted from price movements for recreational goods & services, furniture & household goods and alcoholic beverages & tobacco.

2011

Bank of England base rate: 0.5% as of 6 February 2014.

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

Last year, consultancy Business Service Growth (BSG) surveyed client-side facilities managers to ask about the nature of their relationship with their FM service providers.

Each relationship was categorised in one of four levels, from good to bad. These were: Trusted Adviser (“You’re fantastic!”), Predisposed (“You’re my favourite, but...”), Transactional (“You’re fine”) and Antagonistic (“I’m fuming”).

These responses were then measured against six areas of performance: Integrity, competency, recognition, proactivity, savvy and chemistry.

When the “antagonistic” and “transactional” results are combined, more than half of those surveyed had a negative view of their existing service provider relationships.

The chart (left) shows areas of significant weakness in the strength of FM service supplier relationships when compared against BSG’s crossindustry average (right).

2010

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

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 2010

2011

2012

2013

■ SOLAR PV, WAVE AND TIDAL ■ OFFSHORE WIND ■ ONSHORE WIND ■ HYDRO ■ BIOENERGY

FM WORLD | 27 FEBRUARY 2014 | 37

20/02/2014 15:06

BIFM NEWS BIFM.ORG.UK

Clockwise: Lord Redesdale; Peter Cheese, John Hinks, Chris Kane THINKFM

ThinkFM sessions There are only two weeks remaining to be an early bird and save at the ThinkFM conference, which takes place on 13 May at Kings Place in London.

The ThinkFM 2014 conference will innovate, inspire and influence by focusing on ‘The workplace and beyond: Facilities management’s impact on business, the economy and society’. Tickets are selling fast for the conference, which will bring together business leaders and FM professionals to address FM’s far-reaching impact.

Select sessions include: ● Peter Cheese, chief executive, Chartered Institute of Personnel and Development (CIPD): ’Trends in the Workplace and Working Environment – Impact on People, Practices and Workplace Design’ Key message: The HR profession has a major role to play but also needs to work closely with other functions and disciplines, including FM, to help shape the future workplace, develop the understanding of business value and outcomes to make better business cases for change. ● Professor John Hinks is global head of innovation for Zurich CRE&FM: ‘Productivity is dead, long live productivity?’

Key message: The industry needs to rethink its concepts of the workplace in relation to personal and business productivity. The session will propose an idea on how to do this. ● Lord Redesdale, CEO, Energy Managers Association (EMA), Carbon Management Association (CMA) and Low Energy Company (LEC): ‘Will an expertise in energy be the difference between winning or losing an FM contract?’

Key message: Energy will be 38 | 27 FEBRUARY 2014 | FM WORLD

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an issue that could affect the financial sustainability of most companies in the next few years. Understanding how FM will be key in managing energy costs – not only in managing kit and plant but also bringing about behaviour change in the workforce – might be the difference between profit and loss. ● Chris Kane, CEO, BBC Commercial Projects: ‘A New Direction for FM: Raising the Game to Support the Workplace of the Future’ Key message: In a world of radical workplace evolution, where the only constant is change, FM professionals must step outside the comfort zone of tactical service delivery to develop strategic skills as trusted advisers to the business. While

the shape and structure of the workplace of the future is yet to be defined, the onus is on FM leaders to work together on a strategic roadmap to support business for the next generation. i Secure your tickets now for ThinkFM and save £50 off the regular ticket price at www.thinkfm. com/register or email thinkfm@ bifm.org.uk.

BIFM AWARDS

Enter now As a reminder, entries are open for the BIFM Awards in the following categories: Excellence in Customer Service Excellence in Product Development ● Facilities Manager of the Year ● FM Excellence in a Major

Project ● FM Service Provider of the Year ● Impact on Organisation and Workplace ● In-House FM Team of the Year ● Innovation in the Use of Technology and Systems ● Learning and Career Development ● Profound Impact ● Rising Talent in Facilities Management (new for 2014) ● Sustainability and Environmental Impact Entries close 2 May 2014, FM of the Year closes 27 June. i Visit www.bifm.org.uk/ awards2014 for full entry details.

● ●

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

EXTREME WEATHER

Managing winter risks About 78 per cent of industry professionals believe that UK businesses are unprepared www.fm-world.co.uk

20/02/2014 12:21

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

for extreme winter weather, according to research conducted

by BIFM with gritting and snow clearance company GRITIT. But BIFM is pleased to announce that help is on the way.

Together with GRITIT, BIFM is developing a guide to help those who maintain business premises to improve their winter risk management strategies to reduce associated costs and mitigate risk.

Nikki Singh-Barmi, managing director of GRITIT, said: “It was clear from the research amongst BIFM members and other industry professionals that preparation for extreme winter weather is too low a priority for most.

“Given the lessons now being learned as a result of the severe flooding this January, it is critical that UK businesses improve the way they plan for extreme weather patterns that, in all reality, are becoming more and more the norm,” he added.

“This research, in conjunction with statistics from the likes of Green Flag – who reported that the 2012 winter alone cost UK businesses £318 million in closures – demonstrates that if more emphasis is put on business continuity plans that outline how extreme weather events can be pre-empted and also managed before and after, companies can both remain operational and keep reputational integrity intact,” said Singh-Barmi.

“A proactive plan for such events, like any other area of business planning from insurance to maintenance services, is always going to work out more cost-effectively than dealing with the repercussions after the event, and that is what we hope to address with the forthcoming guide.” ‘Your guide to winter preparation: Best practice advice for winter maintenance planning’ is set to be launched by the BIFM and GRITIT in the coming weeks. www.fm-world.co.uk

38-40_BIFM news.indd 39

BIFM COMMENT

Linda.Hausmanis is head of Professional Standards and Education at BIFM

HOW DO YOU OR MEMBERS OF YOUR TEAM MEASURE UP?

he Facilities Management Professional Standards have been launched following research and consultation in the industry. The standards set out the technical competency required across the FM functional areas at clearly defined stages of a person’s career, plus it includes behavioural competency. So what does that mean for individuals? They will be able to assess themselves against the FM functional areas to create a professional development plan that identifies training needs. And what does that mean for organisations? By describing what an organisation expects of its staff across the functional areas, and at each stage of an individual’s career, the standards can be adapted and used for many different purposes such as: ● Recruitment and selection; ● Appraisal; ● Training needs analysis; ● Training content design; ● Career management; and ● Succession planning.

What is important to an organisation? Profitability and a stable/increasing share price. So people employed by an organisation need to perform. There are three drivers to performance: targets and objectives, technical competencies and behavioural competencies. Targets and objectives may be agreed at performance appraisals, or at the start of the fiscal year, and state the quantified annual expectations of staff (key performance indicators). These will change every year and may need to be reviewed during the year to meet fluctuating circumstances. But in addition to achieving specific targets and objectives, people must maintain the organisation’s good practice in what they do; they need to achieve the requirements of technical competencies.

The technical competencies describe what people do in his/her job and the standards that they should maintain continuously. These have been captured and are presented in the BIFM Facilities Management Professional Standards. Employees also need to exhibit certain personal qualities – what people are, i.e. behavioural competences. The behavioural competences that underlie the technical competencies describe what kind of a person someone is – or what kind of a person they should aspire to being. By developing relevant behavioural competences, someone should be better able to achieve the requirements of the technical competencies. If a person were required to deliver presentations (a technical competency), then it would help to be self-confident (a behavioural competence). If a person were responsible for balancing the books, it would help to be attentive to detail (a behavioural competency).

Definitions of behavioural competencies also emphasise the culture of the organisation in stating explicitly its values and expected behaviours. The standards are a living document and will be reviewed to ensure they reflect the dynamic industry that is facilities management.

T

“PEOPLE MUST MAINTAIN THE ORGANISATION’S GOOD PRACTICE IN WHAT THEY DO”

i To find out about the FM professional standards, contact Linda.Hausmanis@bifm.org.uk

FM WORLD | 27 FEBRUARY 2014 | 39

20/02/2014 12:21

BIFM NEWS BIFM.ORG.UK

BIFM TRAINING NEW APPOINTMENT

MEMBERSHIP

Governance chairman

Corporate members

BIFM is pleased to announce the appointment of Keith Waterman, head of property and facilities at Betfair Ltd, as the new chairman of the governance committee, following the tenure of previous chairman Bill Clarke.

Keith was a founder member of the committee when it was established in 2010 and became deputy chairman in 2012. He was appointed chairman in January 2014 and will serve a two-year term. Three other committee members – Edward Baldwin, Nigel McElvenny and Chris Stoddart – will support him.

The committee is concerned with stewardship of the institute by ensuring integrity and transparency and advises the board on these matters.

BIFM would like to thank Bill Clarke for all of his dedication to the institute. Bill was chairman of the committee from 2010 to 2014; he was also a founder member. He served as a nonexecutive director during the term, as well as being a member of the remuneration committee.

He oversaw the constitutional changes from 2010 to 2013.

Bill’s dedication to the institute, board and the FM profession has been significant, and his presence will be missed.

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BIFM welcomes our newest corporate members: ● Bandera – FM service suppliers – contractors ● Carillion Services – FM service suppliers – contractors ● Comet Advisory Services – consultant – provider of advice and guidance ● Commercial Catering Spares – product supplier ● Cumbria Constabulary – group member organisation ● DRP Client Services (TA De-Ice) – FM service suppliers – contractors ● Falmouth Exeter Plus – end user – in-house FM team ● Financial Conduct Authority – consultant - provider of advice and guidance Glibbery Maintenance – FM service suppliers – contractors ● Hexagon Business Services T/A Hexagon FM – FM service suppliers – contractors ● Jones FM LLP – FM management – suppliers ● Platform Events – FM service suppliers – contractors ● The Shredding Alliance Limited – FM service suppliers – contractors i Learn more about corporate membership at www.bifm.org.uk/ corporatemembership, email corporate@bifm.org.uk or call +44 (0) 1279 712675

EARLY- T N BIRD DISCOU ARCH BOOK BY 14MM.COM THINKF

HOW TO ACHIEVE A CLIENT-CENTRED FM OPERATION

ave you made any big purchases for your home lately – washing machine, TV, furniture, maybe a car? Yes? So you just called into the nearest shop, selected from its limited range, and paid the asking price, right?

Of course you didn’t. You shopped around, worked out what product suited you best, and then bought from the retailer that offered the best combination of price and service. You got best value and you’re happy.

So do the people whose facilities you manage get the same satisfying experience? They certainly should do. But they don’t have the luxury of shopping around so you – as a monopoly – are doubly obliged to demonstrate that you provide best value.

Think of your ‘users’ as clients with free market choices, and yourself as a competitor for their valued custom. Understand their facilities needs at both the strategic and operational levels, and organise your team to deliver them efficiently, to deliver best value and satisfy your clients. You will also enhance your own reputation and career prospects if you succeed.

BIFM Training is running a new one-day course to help you achieve a client-centred FM operation. Understand how efficiency in facilities provision contributes to the success of the client organisation; the two main types of client within the organisation and how to serve them well; how the principles of client service apply to FM projects; how to implement client-centred FM; and how to measure success.

Be warned that implementation is no sprint and no single element of FM alone can just be lightly tweaked – a top-to-bottom approach is needed, from the way you select, organise and manage people, to optimisation of systems and processes, negotiation and management of supplier contracts, management of professional relationships, and – not least – the standards, values and principles you set.

The course presenter has 25 years of experience managing IT, procurement and FM in the demanding world of investment banking – demanding because it grew by about 20 times since the mid-1980s, involving huge and rapid expansion of staff numbers, the real estate to accommodate them, the hard and soft facilities to serve them and their clients, and the infrastructure to support their intense use of IT.

H

Client-centred FM is running in Central London on 29 April and 18 November 2014 and fees are £385 plus VAT for BIFM members or £480 plus VAT non-members. Please call 020 7404 4440, email info@bifm-training.co.uk or visit www. bifm-training.com

www.fm-world.co.uk

20/02/2014 12:22

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

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

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

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

Full programme to be confirmed.

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

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

Opportunities to connect with peers and colleagues, see solutions from 41 | 27www.fm-world.co.uk FEBRUARY 2014 | FM WORLD

41_Diary.indd 41

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

over 400 suppliers and gain insight from influential industry experts.

Venue: ExCeL London, 1 Western Gateway, Royal Victoria Dock, London E16 1XL Contact: Visit www.facilitiesshow.com CHANNEL ISLANDS REGION 2 April | Guernsey careers fayre More details to be announced soon.

Venue: Beau Sejour, St Peter Port Contact: Chris Robins at chris.robins@specsavers.com LONDON REGION 19 March | One man’s muck is another man’s brass From 8am. Organised wit the north region, sustainability and retail special interest groups.

Includes a food waste presentation

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

Venue: Hallmark Cards, Dawson Land, Bradford BD4 7HW. Contact: Sue

that will be beneficial to BIFM members. Followed by a question and answer session with the speakers.

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

A debate on benchmarking.

Why do so few organisations use benchmarking tools?

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

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

9 April | Global research on wellbeing in the workplace Details TBC Venue: Steelcase’s London office.

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

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

28 February | Developing FM’s understanding of BIM and Soft Landings £2.50 + VAT per person. Presented

by Steve Beadle, senior technical manager, FES FM. From 8.30 am, a discussion on the government’s 2016 mandatory intent for BIM. Venue: Hilton Strathclyde Hotel, Phoenix Crescent, Bellshill, Scotland ML4 3JQ Contact: Visit www. tinyurl.com/ q4lap9d

NORTH REGION 19 March | One man’s muck is another man’s brass From 8am. Organised with north region, sustainability and retail special interest groups. Includes a food waste presentation by Mitie and Yorkshire Water, Hallmark’s CSR manager on waste revenue and a sustainability sig update.

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

26 March | Corporate members – meet the Scotland Region committee From 6pm, including BIFM COO James Sutton on BIFM strategy and Scotland regional chair Michael Kenny highlighting the committee’s 2014 plans.

Networking and drinks.

Venue: The Royal Bank of Scotland Business School, RBS Global HQ, 175 Glasgow Road, Gogarburn, Edinburgh, EH12 9BH Contact: Jimmy Gilchrist at jimmy. gilchrist@gpplantscape.com or call 07721 556646

SOUTH REGION SOUTH WEST REGION 26 March | Legionnaire health and safety Evolution Water Services is to run a portion of its course material

14 March | Quarterly training day – FM strategy Talks from Frank Morris at F1

Impact, Lucy Jeynes at Larch Consulting and Tony Jay at Wales Millenium Centre. A number of speakers in the morning session, followed by an afternoon interactive workshop.

Venue: Bristol Hilton Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4JF Contact: Email Richard Greaves at richardgreaves@voomeroon.co.uk or visit www.tinyurl.com/pm6zlyn SPECIAL INTEREST GROUPS 3 March | Rising FMs and WIFM – books that inspire Key speakers include Vanessa Vallely and Jenny Garrett, authors of Heels of Steel and Rocking your Role respectively. Buy both for £20 offer (save 30 per cent).

Venue: Channel 4, 124 Horseferry Road, London SW1P 2TX Contact: Patrick McCrae at patrick@worksinprint.com or visit www.bifmbooksthatinspire. eventbrite.co.uk 20 March | How ready is your organisation for changes to its workspace? Workplace sig Presentation on the challenges of approaching workspace change.

Venue: Sheffield Hallam University, City Campus Atrium level 2 (via main entrance) Owen building, Sheffield S1 1WB Contact: Ian Ellison at i.ellison@ shu.ac.uk or book at www.tinyurl. com/q9ghage 26 March | Legionnaire’s health and safety Evolution Water Services Limited is a City & Guilds accredited training centre and intend to run a portion of some of their course material on legal compliance and risk minimisation.

Venue: Specsavers – Forum 6, Solent Business Park, Whiteley, Hants PO15 7PA Contact: ian.r.fielder@gmail.com or call 07795 181009 9 April | Risk & Business Continuity - Business resilience forum Speaker presentations covering emergency services liaison, business continuity plan testing and firearms incidents.

Venue: DSM Work Area Recovery Facility, The Old Hangar, Sibson near Peterborough PE8 6NE Contact: Visit www. businessresilienceforumeast. eventbrite.co.uk FM WORLD | 27 FEBRUARY 2014 | 41 www.fm-world.co.uk

20/02/2014 12:22

Appointments

42 | 27 FEBRUARY 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

20/02/2014 16:28

Estates and Facilities

Assistant Estate Facilities Manager Salary: £35,000 - £40,000 Wembley Park represents a complete transformation of a landscape. More than a series of buildings or a cluster of homes, of¿ces or shops around a national landmark, we aim to put a dynamic new neighbourhood and community onto the map of London.

To ensure smooth running of the Wembley Park Estate, we are recruiting for the newly created role of Assistant Estate Facilities Manager to assist the Head of Estate Support Services to deliver an ef¿cient and progressively improving facilities management and support service to the Wembley Park Estate through the supervision and management of third party contractors providing maintenance, engineering, cleaning and hard and soft landscaping services to the Wembley Park Estate.

To be successful in this role you will have a trade background in mechanical or electrical engineering with a relevant quali¿cation at BTECH / City & Guilds level or above; or other equivalent Facilities Management quali¿cations (ideally BIFM level 3 or equivalent).

Previous experience of working in a public environment such as an open estate, shopping centre venue or stadiums/arenas is highly desirable.

Head of Property Services (Ref: EA104) Salary: £46,400-£53,765 per annum The University of South Wales, one of the largest Universities in the UK, created by the merger of the University of Glamorgan and the University of Wales, Newport is seeking an individual with knowledge and experience in Security, Cleaning, and Environmental matters to take on the newly created role of Head of Property services, a senior post within the Estates and Facilities Department.

Closing date: Friday 14 March 2014

Details and application form are available on our website: To apply please email: recruitment@quintain.co.uk Closing date: 20th March 2014

www.southwales.ac.uk/jobs

PLAN YOUR NEXT MOVE

Wembley Park QPV.indd 1

20/02/2014 15:15

on the move

JOBS

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

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

RECR_FMW270214.indd 047

FM WORLD | 27 FEBRUARY 2014 | 43

20/02/2014 16:29

FM PEOPLE MOVERS & SHAKERS

BEHIND

DATA

THE JOB

ANDREW BAINBRIDGE

TOPIC TRENDS

NAME: Andrew Bainbridge JOB TITLE: Head of operations ORGANISATION: Murray Edwards College, Cambridge JOB DESCRIPTION: I am responsible for day-today facilities and operational management of an evolving, modern Cambridge college.

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.

It has to be the paperwork.

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

I wish there was a more obvious route into the industry. Perhaps more awareness of the industry at school or college would help.

Ensuring compliance with legislation

8

10

AVERAGE

ANDREW BAINBRIDGE

Any interesting tales to tell?

Not really.

What attracted you to the job?

The biggest attraction is understanding what’s beneath the surface of a building, the mechanical and electrical infrastructure, getting to know why things have been altered or adapted over the years.

My top perk at work is…

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

Working in special effects or set design in TV or film. Before I left school I worked at local theatres and independent cinemas. It fascinated me how you could change a space so with a few lights or props.

At Murray Edwards College we have our magnificent Which “FM myth” would you most like to put Dome Dining Hall and our library with an inspiring an end to? barrel vaulted roof, and 1960s I’m not just a caretaker; I make architecture by Chamberlin, YOUR BIGGEST CHALLENGE ... buildings function to their Powell and Bon, who designed optimum. I work towards cost London’s Barbican.

“I realised I wasn’t getting the reduction and the saving of interaction I needed from just being How did you get into energy, I promote safety. facilities management and what attracted you to the industry?

in Cambridge”

Working on energy-efficiency initiatives

7 9

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

In this financial climate it can be really apparent how much an FM could save an organisation; we are becoming the experts in environmental control, procurement, management of human resource and space rationalisation.

What’s been your career high point to date?

Completion of the new boarding house at St John’s College School, also in Cambridge. I was heavily involved with the design and build.

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

What has been your biggest career challenge to date?

I found it difficult to know in which direction to take my training. I realised I wasn’t getting the interaction I needed from just being in the education industry in Cambridge. I was accepted on the Facilities Management MBA at Sheffield Hallam, and it has opened up to me a massive resource and network of fellow FMs working in all kinds of industries.

Adapting to flexible working

5 4

And how will it change in the next five years?

We will become a larger part of the front-of-house team making up the organisation. The facilities manager will be seen more as a partner than a cost centre – the key driving force behind strategy.

44_Behind the job.indd 44

4 4

in the education industry

After my A-levels I started training as carpenter. I realised that I wanted to not only work on buildings but also manage them and promote their best possible use. I got into a management training programme at the leisure sector of my local council. My practical background and understanding of buildings was apparent to managers and they quickly left me in charge of buildings contracts and the management of contractors at several sites.

44 | 27 FEBRUARY 2014 | FM WORLD

Introducing/ working with new forms of IT

Maintaining service levels while cutting costs

8 10

Network and learn from others, visit other sites and ask questions, if you get stuck with a problem, jump onto a BIFM forum. If you have an issue, the chances are someone else has dealt with it before.

Do your friends understand what facilities management is?

Yes, but when I discuss my routines, or bring up a project I am working on they sometimes seem surprised how quickly my role varies so rapidly.

Adapting FM to changing corporate circumstances

8

8

www.fm-world.co.uk

20/02/2014 12:22

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

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

W: www.nec-display-solutions.com

▲ OCS keeps GVA properties secure

▲ Toshiba AC shortlisted for five awards

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

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

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

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

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

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

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

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

▲ Opale Launches Progressive Relationship Advancement (PRA) ▲ Jangro 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 Care, ‘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

45_Products.indd 45

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 clients need within the limitations of more traditional engagement processes. PRA process does that with success.”

FM WORLD | 27 FEBRUARY 2014 | 45

20/02/2014 12:23

FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

THE SAME

COCKROACH KEBABS? We all like to complain about poor catering service. After all, most of us like to think of ourselves as connoisseurs of fine dining.

Inmates at HMP Liverpool, however, have turned to extreme lengths to avoid a sandwich from the canteen. Encouraged by reality TV programme I’m A Celebrity….

Get Me Out Of Here!, they’ve been preparing feasts of ‘cockroach kebabs’ and chocolate bugs.

Neil Harrison Scott, currently residing at HMP Liverpool, told Inside Time magazine that cockroaches and insects can be “fried in an empty tuna tin”.

“Simply fashion a skewer from a sliver of wood and impale two or three, then melt a chocolate bar to use as a dip,” he said.

Recent inspections at the prison have noted several cockroach infestations, giving HMP Liverpool a notorious reputation. There were also previous reports from HMP Wymott in Lancashire of inmates making ‘boil-in-a-bag’ pigeon. The recipe, sent in a letter to the mag, describes how the meal is put in a sealable bag and boiled in a kettle.

These delicacies may not be on most of our menus in the workplace, but the UN Food and Agriculture Organisation last year claimed that eating insects could help boost nutrition and reduce pollution. It said over two billion people worldwide eat insects as part of their regular diet.

TAKING THE RAP Conferences about facilities management rarely invoke the ‘teachings’ of pre-millennial rap stars.

In fact, as far as we can tell the linking of Vanilla Ice’s lyrics with the issue of building intelligence systems – as happened at Workplace Futures earlier this month – is an industry first.

At the event, Graham Perry, client services director for bult environment software solutions provider iSite wrapped up the day's proceedings with a forensic examination of the esteemed hiphop superstar's 1990 chart-topping classic, Ice, Ice Baby. (Sample lyric: “If there was a problem, yo – I’ll solve it.”)

Pointing out what they saw as the uncanny parallels between Vanilla Ice’s overt message to business (“Stop, Collaborate and Listen”), Perry juxtaposed the rapper’s lyrics with the idea of an intelligent co-operative arrangement between client and service provider; one that recognises the need to move beyond proprietary standards and report a single source of building intelligence. (OK, so you probably had to be there.)

Of course, once you’ve taken the rap music genie out of the workplace solutions bottle, all manner of possibilities emerge. So thanks, iSite, thanks a bunch for the following. Strap in everybody…

Let's start with Coolio’s seminal late-nineties classic Gangsta's Paradise, which contains the following stanza: “Me be treated like a punk you know

that’s unheard of; you better watch how you're talking and where you're walking.”

Could Mr Coolio be referring to his frustration at not being recognised for his critical work guarding against slips and trips via the deployment of appropriate signage? (See also Run DMC's health and safety presentation, Walk This Way.) Then there's this from Outkast’s Hey Ya: “Now we gonna break this thing down in just a few seconds; don't have me break this thing down for nothing.”

Surely this refers to the facilities manager’s legendary ability to quickly and efficiently repurpose the workplace while fighting hard to ensure adequate remuneration for his or her endeavours?

Finally, we have Public Enemy’s 1989 opus Fight The Power which in fact (as you've undoubtedly guessed by now) puts forward an important message about how we should all deploy an aggressive approach to controlling excessive energy spend. In the song, Mr Chuck D comments: “We got to pump the stuff to make us tough from the heart; it’s a start, a work of art, to revolutionise, make a change, nothing’s strange.”

Surely the view put forward here is that no plan for the reduction of gas and electricity consumption should be considered too outlandish until it's at least been attempted.

We could go on, but you’ve probably suffered enough.

Mind you, we’re happy to throw a further spotlight on other examples of hip-hop lyrics where they share an uncanny connection to the world of facilities management. editorial@fm-world.co.uk is the address for any such suggestions.

REX

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20/02/2014 17:53

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15 years at the heart of the facilities management industry As the role of the facilities management professional evolves, keeping up to date with the latest legislation, issues and challenges across a range of disciplines is essential. Facilities Show is dedicated to bringing you together with suppliers and specialists to share knowledge, debate current issues and find best-fit solutions and products for your organisation’s needs.

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18/02/2014 12:42

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.

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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

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19/02/2014 09:55