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CENTRE STAGE How FM gets top billing at London’s 3 Mills Studios


Dealing with demonstrators on or around your facilities

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PRIORITISE YOUR NEXT STEP RoSPA’s Health and Safety Review is a practical audit carried out by an experienced consultant. It summarises where you are now in terms of safety management and helps you prioritise what to do next. Our Health and Safety Review is extremely flexible and will be tailored to suit your organisation. The audit allows you to meet the Health and Safety Executive’s requirement to carry out an ‘independent assessment’ and will cause minimum disruption to the day-to-day running of your organisation. What’s more there is no set delivery timeframe as this service is entirely driven by your organisational needs.

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30 JANUARY 2014


18 | Centre stage at 3 Mills

24 | Smile, you’re on CCTV

28 |Protesters and the law




06 Businesses should make optimal use of space 07 UK’s work safety record can improve, says HSE 08 St Andrews’ University plans biomass centre 09 Think Tank: Office space forecasts for 2014 10 Business news: Graeme Davies on how credit easing aids buying power for smaller firms 11 Mitie buys complex care company for £9 million 12 In Focus: Gordon Eastham, BEM, grounds maintenance manager at York University 14 Building information modelling in 2014

16 Simon Francis on his resolution to bolster staff morale 17 Five minutes with Pete Mosley 46 No Two Days

MONITOR 33 Insight: Market intelligence 34 Legal: Hayley Harris defines tenants’ trespass 35 Technical: Jon Arnold looks at issues for FMs moving to cloud storage 36 Technical: Business should embrace a ‘paper light’ environment

36 | Document storage


Taking the stage: At London’s 3 Mills Studios, FM is helping to ensure some of the world’s best-known film and TV productions


Big Brother or big bother: Balancing the security of your property against the impact on people’s privacy can be a tough call for FM managers


Know your rights: When it comes to property rights versus freedom of expression, whose side are the courts on? Stuart Wortley explains


Briefing: Rob Cunliffe looks at the flexibility local authorities have in funding and delivering services in the face of increasing need and squeezed budgets

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lsewhere in this edition you’ll read about Keith Broome, the ebullient operations manager at 3 Mills Studios. You may not have heard of it, but 3 Mills is one of London’s TV studios businesses, in fact one of the busiest. Hollywood blockbusters through to live variety shows, adverts and music videos are all shot here. Broome, meanwhile, is finding that the extraordinary variety of his clients (a fast-revolving carousel of production companies headed by often highly demanding ‘divas’) can be equal parts challenge and delight. He loves the job, but the one thing he’s learnt from his two years doing it is the need for he and his team to display an extraordinary amount of mental discipline. And by extraordinary, I’m talking about levels of diplomacy and tact that can border on the superhuman. Consider the working environment; Broome and his team of seven can’t operate out of hours, they’re obliged to work while the client is on site, right in front of them. Being responsible for operations means always responding when clients suddenly demand (to use three typical examples) a hundred chairs, four tonnes of sand or a fridge. All of this might be requested at 7:00am in the morning, for immediate supply if you please. And by client we’re talking about multiple clients, each renting space for often wildly varying lengths of time, each with often dramatically different requirements. People and process are both constantly changing. Then you have to factor in two other critical elements – the uniquely demanding nature of the client’s management and the need to block from your mind the casual presence of celebrities. Whether it’s Brad Pitt, David Beckham or Jessie J, Broome’s team must ignore them and carry on regardless. (Something that’s often easier said than done when Lady Gaga is queuing up for sandwiches along with everyone else on the production. True story.) What all of this means is an FM operations team that can immediately adapt to fast-changing situations and communicate effectively to all types of individual. I got to thinking about Keith and his uncanny powers of communication during a particularly gloomy commute into London the other day. Essentially, we commuters could have worked around the (desperately poor) rail operating company’s failures if only they had even basic customer communication capabilities. I wondered how facilities managers would have assessed the situation, because FMs deal with this kind of communication emergency as a matter of course. Why is the art of communication, so superbly executed by the best in our profession, so often desparately under-appreciated by those who pay the bills? It’s extraordinary that the typical FM’s ability to communicate up and down – as well as vertically and horizontally – is so poorly valued at C-suite level. Here, after all, is possibly the most important single characteristic of high-achieving individuals –yet even though FMs share it, they’re never identified by it. This despite FMs demonstrating communications skills on a daily basis. Shouldn’t FMs be recognised for their ability to practice patience and discipline while multi-tasking for multiple audiences? Perhaps in time we’ll see the emergence of a communications standard of sorts, the meeting of which will suddenly shine a better light on the hidden superpowers of the humble FM.


“FMs deal with this kind of communication emergency as a matter of course”

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Office space potential remains untapped Businesses should be doing more to realise the potential of office property to benefit performance, claims new research. According to research published by the British Council for Offices (BCO), about £28.5 billion was spent on offices last year, a figure that outstripped business expenditure on legal services (£24.3 billion), accounting (£14 billion) and insurance services (£23.8 billion). The survey, of 250 senior executives from large organisations, was carried out for BCO by the Centre for Economics and Business Research (Cebr) and Populus. 57 per cent of those surveyed said property issues were not regularly discussed in the boardroom, and that responsibility for property was still likely to fall outside of management teams. The survey also found signs that businesses still take a very cost-centric view of workplaces, with 73 per cent saying cost was the most important factor in assessing office performance. Many respondents also admitted to failing to look at the role of office space when productivity dropped (40 per cent), recruitment and retention levels fell (39 per cent) or when staff morale fell (27 per cent). The BCO said that with 68 per cent of organisations surveyed likely to review office space, there was a significant opportunity for them to use property’s potential to bring significant benefits to overall business performance. BCO chief executive Richard

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Kauntze said that businesses should look at the full range of benefits that office expenditure brings. “Property is a significant expenditure to UK plc, but is typically seen as no more than that,” he said. “What is often overlooked is that it is also a very small proportion of the overall cost of running most businesses when contrasted with the cost of the payroll. “What many businesses don’t understand is that, by using property efficiently and treating it as a resource to be optimised, it can deliver benefits in employee performance through increased productivity and wellbeing.

The BCO says business should realise the value of property in delivering tangible benefits in staff performance through increased productivity and wellbeing

Said Kauntze: “Businesses shouldn’t wait until costs need to be cut before reviewing their office space. It’s important that they look at how to get the most out of it like any other expenditure. This is why we believe management boards need to recognise that property merits greater attention.” Of the £28.5 billion spent on

offices in 2012, rent accounted for almost half of this cost at £13.6 billion while rates were a fifth at £5.6 billion, says the research. The remaining £9.2 billion consisted of furniture, repairs and facilities management, it found. Offices cost the professional services sector an estimated £5.3 billion and the finance and insurance sector £3.2 billion.

Crime rise impels retailers to invest in security Crime costs retailers £511 million, twice as much as it did during 2007, according to the British Retail Consortium’s crime survey released this week. Figures in the survey reveal that retailers are suffering the highest level of theft for nine years and the average value of items stolen has gone up by 62 per cent, to £177. As a result, retailers have been investing more in private security measures and front-line security officers have contributed to a 50 per cent fall in robbery and violence against staff and customers. Technological advances are also helping many small retailers react to crime while it is being

committed. The findings show that retailers are investing in staff safety with increased surveillance by CCTV and employment of security guards in order to tackle violence and abuse against retail employees. Many attempted burglaries were reported as criminal damage in

the survey, as would-be burglars failed to gain access to the building because of the security measures in place. Retailers were continuing to invest heavily in security to protect their premises and ”design out” such crime, according to the findings. Paul Bland, divisional director of retail at security firm The Shield Group, said there was “a large increase in active co-operation between individual retailers, private security firms, community groups and the police”. This year’s BRC crime survey was completed by 30 retailers, who between them employ 1.4 million staff and represent 51 per cent of the retail sector by turnover.

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BRIEFS Cofely NHS energy centre

UK’s work safety record can improve, says HSE Just under 150 employees were killed at work in the past fiscal year, say provisional figures from the Health and Safety Executive. The actual figure of 148 deaths equates to one fatality for every 200,000 employees between April 2012 and the end of March 2013. The number of deaths for 2012/13 was down from 171 in 2011/12. But the death rate – the number per 100,000 – was about the same, standing at 0.5 for 2012/13 and 0.6 for 2011/12. The death rate over the past five

years has remained the same, at about 0.6 deaths for every 100,000 employees, HSE figures show. There were 78,222 reported non-fatal injuries to employees in the past year. The non-fatal injury rate was about 312 per 100,000 employees. Of the nonfatal injuries for 2012/13, just under 20,000 were major injuries, making for nearly 79 per 100,000 employees. The number and rate have been dropping steadily since 2008/09, when about 27,900 had fatal injuries, for a rate of 109 per

100,000 employees. Of the 148 deaths, 13 were in London – an increase on the eight deaths reported in the capital in the previous year. Two-thirds of workplace deaths occurred in high-risk sectors – construction, agriculture, manufacturing and waste and recycling. Despite the overall drop in deaths, Richard Boland, HSE head of operations for London, said: “One death is still too many. I urge businesses to focus on helping to cut the number of deaths in 2014.”



BSRIA heralds big data’s impact on built environment The chief executive of research consultancy BSRIA believes that “big data” could have a significant effect on the built environment in the years ahead. Calling it “a new kid on the block”, Eastwell said that big data “may be about to revolutionise the traditional measure/analyse/publish process that has dominated research and guidance in our sector”. Speaking in an opinion piece released by the organisation, Eastwell claimed that “big data is where BIM, Smart Cities, performance contracting and responsive design meet. It challenges all the preconceptions of professional codes, cuts swathes through the notion of privacy and opens up ‘our’ market for knowledge to an entirely new set of

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Andrew Eastwell, chief executive, BSRIA

competitive players.” Eastwell said that, “as disruptive technologies go, ‘Big Data’ had managed to remain under the public radar until the recent disclosures of the US “Prism” project.” Now,

he says, “it is the use of automatic analytics software combined with large arrays of sophisticated new sensing technologies that makes big data techniques so intriguing for the built environment sector”. Eastwell also suggested that the need for accurate and more comprehensive measurement “has been increasing in response to the revolution that is the low carbon agenda”. In just over a decade, he continued, “carbon signatures of new buildings have been required to fall to nearly zero – yet few owners were even aware of their building’s operational carbon use at the start”. BSRIA is also seeing fully integrated building management systems being introduced into “smaller and smaller buildings”, said Eastwell.

Cofely, a GDF Suez company, is to build, operate and maintain a new energy centre at Rampton Hospital in Nottinghamshire. Nottinghamshire Healthcare NHS Trust awarded a Carbon Energy Fund framework to Cofely for the project. The company aims to guarantee specified carbon and energy savings, delivering projected financial savings of about £112,000 a year for the trust. The energy centre will provide heating, hot water and electricity to the hospital and is due for completion by the end of 2014.

John Laing appoints CEO John Laing has recruited Olivier Brousse as chief executive of the international infrastructure investor and asset management company. Brousse will join the company in March, succeeding Adrian Ewer, who is retiring. Brousse was previously at Saur Group, the international provider of delegated environmental services management, where he was executive chairman. Brousse was responsible for transforming the Saur Group’s partnership with the public sector and diversifying its range of services in France.

Hazardous substances guide The Health & Safety Executive (HSE) has issued a simplified guide to controlling hazardous substances in the workplace. The HSE has revised its Approved Code of Practice (ACOP) to help duty holders comply with the requirements of Control of Substances Hazardous to Health (COSHH) regulations. The revised guidance is aimed at management, supervisory staff, safety representatives and technical specialists. The changes reflect other continuing reviews of technical guidance associated with COSHH, including Local Exhaust Ventilation, and on Health Surveillance, and to clarify specialist terminology. The changes follow a public consultation and HSE board and ministerial approval. Legal responsibilities to protect workers’ health and safety are not altered by any of the changes. FM WORLD |30 JANUARY 2014 |07

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ISS to operate “super yacht hotel” ISS Facility Services is to operate a new “super yacht hotel” to be unveiled in London this spring. The yacht hotel, called Sunborn London, will be sited in the Royal Victoria docks, next to ExCeL in Docklands, East London. The high-concept hotel has been built by property development and investment company Sunborn International and combines the privacy of a yacht and the amenities of a luxury hotel. The 120-metre long vessel will have 138 spacious yacht bedrooms and suites over five floors with entertaining space, including a fine dining restaurant, bar, auditorium and conference rooms, a state-of-the-art gym and vast outside decks and private terraces. The project will support the local community by partnering with the East London Business Alliance (ELBA) to recruit 80 staff for Sunborn London, including roles ranging from housekeeping to staff reception.

GUARDBRIDGE BIOMASS FACILITY, ST ANDREWS, FIFE DESIGN: University of St Andrews COMPLETION: Subject to planning permission, complete and operational by December 2015


University’s biomass future Scotland’s oldest university, St Andrews, plans to slash energy costs by generating power using clean biomass at a new facility planned at Guardbridge on the site of a former paper mill. It is hoped the centre will ultimately bring investment in renewable technologies and create jobs in Fife by offering affordable accommodation to local companies to attract businesses and skills linked to the renewables sector. The biomass facility will use only virgin roundwood, sourced from sustainable local forests, to generate power to pump hot water four miles underground to St Andrews to heat and cool its laboratories and residences. Alongside recently approved plans for a six-turbine wind power development at Kenly to the east of St Andrews, the Guardbridge scheme supports St Andrews’ strategy to become the UK’s first carbonneutral university. Subject to planning permission, the Guardbridge site will be renamed the Sustainable Power and Research Campus (SPARC) and work will start on site in 2014 with the Renewable Energy Centre complete and operational by December 2015. The plan is backed by a £10 million grant from the Scottish Funding Council, which supports carbon reduction schemes across Scottish Higher Education. St Andrews expects to apply to Fife Council for planning permission before the end of this year. In addition to the energy centre, the university hopes to establish a Knowledge Exchange Hub to provide “missing link” facilities to allow research and discoveries made in university labs to be translated to working prototypes. University Quaestor and Factor Derek Watson said: “Guardbridge represents a major strategic step for the university. We are committed to becoming carbon neutral and this large industrial site lends itself to the creation of a range of renewable energies which are vital to our efforts to remain one of Europe’s leading research institutions.”

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Sodexo announces new global security role Sodexo has recruited Simon Pears to the position of global security director with the aim of ‘enhancing the company’s capability in providing global professional security services’. Pears is the company’s first global security director. He will develop and co-ordinate all aspects of the service provider’s security business model across all the countries in which it trades, supporting the implementation of regional and country regional processes. Ian Mills, Sodexo’s group vice-president of worldwide technical expertise platform section, said: “Simon has a unique ability to understand, design and implement policy, procedure and process that deliver cost-effective and highly efficient security solutions to our clients…. and we look forward to Simon helping us develop Sodexo’s worldwide security capability.”

CIBSE updates health and safety guidance A guide to help facilities management engineers maintain sanitary water quality has been updated. Guide G: Public health and plumbing engineering, produced by the Chartered Institute of Building Services Engineers (CIBSE), puts greater emphasis on water conservation and sustainability. It will help plumbing and heating engineers, public health designers, installers and practitioners to manoeuvre safety and sustainability across a range of systems. These include underground drainage and treatment, pumps and gaseous piped services to swimming pools, steam and condensate. The guide complements the Health & Safety Executive’s Approved Code of Practice and guidance on Legionnaires’ disease – the control of legionella bacteria in water systems. Paul Angus, chair of CIBSE Guide G steering group, said that the amendments included an emphasis on water conservation and sustainability.

Firms in waste sector respond to need for training Increased emphasis on legislative compliance and the development of sustainable working practices is forcing waste and recycling businesses to invest more in training, according to a survey. Seventy-six per cent of respondents to research conducted by the Waste Management Industry and Training and Advisory Board (WAMITAB) said that they had invested in some sort of training over the past 12 months. WAMITAB spoke to 56 waste and recycling industry professionals at last year’s Recycling & Waste Management exhibition in Birmingham. Responding to fast-moving changes within the sector, respondents reported that they had invested in training to develop and retain existing staff as well as addressing specific skills gaps. However, cost and lack of time remained significant barriers to any investment in training.

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Decrease office square footage 29%



Increase office square footage 46%

No change this year to the office 25%

Office space – will 2014 see you increase, decrease or merely maintain the amount you have? In December, FM World reported the results of a survey, conducted by Accenture on behalf of the Confederation of British Industry, which suggested that more than half of firms expected to grow this year. Good news, of course, and since then other economic indicators have been positive. However, all this talk of flexible working, game-changing new IT and the very fragile nature of the economic recovery means that planning for office space has become even more important. So – does your organisation plan to increase or decrease the amount of office space it has – or merely maintain it at existing levels? Almost half of our respondents

said that they expected to be increasing amounts of office space this year, but many said they were looking into better desk use rates as well. “Our utilisation rate on desking is around 50 to 55 per cent – not what it could be,” said one correspondent. Flexible working is beginning to play its part on these decisions, said several respondents. “Office space requirement diminishes as increasingly staff work from home,” said one. “Contemporary electronic communications enable staff to work efficiently in their own homes. They can easily connect to office servers through home broadband.

Laptops provided with webcams and WebEx software, combined with easy access telephone conferencing, means that they need never be cut off from talking to colleagues, document sharing, etc. There’s also the sustainability bonus of travel reduction, time saving and convenience for parents who can deliver and collect from school.” Twenty-nine per cent of those who completed our poll said they would be cutting office space. One correspondent told us that their organisation would be “reducing the amount of space assigned to individuals” and moving staff into new off-site rented office space. This newly relinquished space

would then be used by the business in other ways. Finally, a quarter of our respondents said that they didn’t expect any changes to office space levels. One FM warned about companies agreeing to new leases in the current economic and technological environment, believing that this was “such a complex area” that organisations could find themselves locking into long-term deals just because “the price was right” – something they should be very wary of. Join the FM World Think Tank LinkedIn group by visiting


‘Value systems’ of employees key to energy saving, says trust A report by the Carbon Trust suggests that businesses could save £300 million a year by encouraging employees to adopt greener behaviour – but that employers must find what incentivises employees if they’re to realise those savings. The trust’s research, produced in collaboration with Populus, found that few employers had engaged with staff over green behaviour. Only 23 per cent of the 1,135 UK employees surveyed had been asked to help save energy at work while only 13 per cent said that they were rewarded for energy-saving good practice. The survey also found a significant gap between a willingness to take action and actual results. Ninety-six per

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cent of those who completed the survey said they were willing to turn off lights in unoccupied rooms – but only 52 per cent actually did so. Similarly, just 22 per cent of employees said that they were confident about what actions to take to save energy at work, with only 16 per cent sure that they had the authority to do it. “The key is to make behaviour

change fit in with [the organisation’s] value system,” said Joseph Williams, the Carbon Trust’s manager of technical and change behaviour at work, a co-author of the report. Above all, Williams told FM World, organisations should always make it easy for people to do what’s required to save energy. Williams detailed a successful energy-saving programme with a police force that rested on the value that staff put on security. Employees were able to see that it was in their best interests to turn off IT equipment at night because, apart from saving energy, it made hacking impossible, he said. Simply telling employees to turn off the lights to save carbon

output may not be a motivator. But, for example, if the organisation operates in the third sector, telling employees that by turning off the lights they can save money and part of it will go to a charity is likely to motivate them. “It’s part of their value system,” he said. The Carbon Trust listed five top tips to encourage employees to save energy: ● Understand where the energy is being consumed. ● Prioritise the behaviours you want to change. ● Define the outcomes you want to achieve. ● Research what motivates or prevents good behaviour in your organisation: Find out what is. ● Secure senior support to unlock necessary resources. FM WORLD |30 JANUARY 2014 |09

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Credit easing boosts buying power of smaller companies GRAEME DAVIES

The FM sector in the UK has seen a strong pick-up in mergers and acquisitions activity over the past couple of years. Companies that survived the financial crisis have taken advantage of the gradual thawing of bank lending to add specialist skills in a bid to win more of the work coming out of central and local government and to position themselves for an upturn in the private sector. But what trends have emerged from the consolidation of the sector? During last year the

volume of deals began to moderate a little and the aggregate value of deals also began to fade as larger deals dried up. Among the larger companies, since the £221 million acquisition of May Gurney Integrated by Kier last summer there have been few high-profile deals involving public companies, although in the private arena CBRE recently completed the £265.5 million purchase of Norland. True, there has been some infilling, such as Rentokil’s recent acquisition of Green Compliance’s pest control division for just £4 million, and some of the

stronger ‘big boys’ have continued to make bolt-on acquisitions to add specific skill sets such as Capita’s purchase of numberplate recognition technology specialist Parkingeye for £57.5 million and Mitie’s acquisition of Complete Care Holdings this month. Part of the problem has been the high-profile issues suffered by heavyweights such as Serco and G4S. Serco actually showed signs of slimming down its business with the recent sale of its UK transport maintenance and technology business. Other previously acquisitive companies, such as Mears Group, have also rationalised their portfolios. It sold its Haydon Mechanical and Electrical business for a nominal fee to management last year. Overseas buyers have continued to eye up assets in the UK, with the most notable recent deal being Bilfinger’s acquisition of Europa Support Services. This is a classic

Contract wins

NEW BUSINESS Sodexo has won a deal to provide retail catering and hospitality at the Bloomsbury campus of the University College London. The contract for threeand-a-half years with two one-year options is worth £15.7 million in total to Sodexo, where it is providing its services to the 25,000 students and 9,000 university staff.

Caterer Wilson Vale has won a contract to provide food services to Wycliffe Hall evangelical theological college in Oxford. The privately owned catering firm will provide dining and hospitality services for students and staff at the Anglican training college, part of the University of Oxford. The contract is worth £200,000 in annual turnover.

Office services supplier Banner has secured new contracts with the NHS to store, manage and securely destroy confidential records. Banner will provide secure off-site storage and archiving for patient records, financial documents and paper-based confidential information.

Incentive QAS, the specialist cleaning arm of Incentive FM Group, has been awarded a three-year contract by The Royal Shakespeare Company (RSC). The services provider will be responsible for cleaning services at the RSC’s sites in Stratford-upon-Avon and

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London – including its main theatre, which seats 1,040 people. Incentive will also undertake all window cleaning, landscaping and pest control. Amey has been awarded a £24 million contract to provide FM services to the South Warwickshire NHS Foundation Trust. Under the five-year contract, starting in February, Amey will deliver services such as catering, cleaning, portering and security at Warwick and Stratford hospitals. Amadeus is to invest £250,000 to build and equip the cafes for the London Borough of Camden at its new public services and council offices building in King’s Cross. The council building will house a community gym, a 25m public swimming pool and a library, as well as bringing together most of the council’s service teams under one roof. Under the £5 million, five-year contract, Amadeus will manage two cafes at the site.

market share grab by an overseas company looking to establish a foothold in a country. The combination of Europa with Bilfinger’s 2012 buy Rollright Facilities means the new entity now occupies a place in the top 25 UK FM providers with an annualised turnover of more than £180 million. But one of the more notable aspects of recent acquisition activity is the rise in the number of deals lower down the market as smaller players snap up rivals with gusto. Recent deals include Mothind’s acquisition of two smaller business in the Norfolk area and fast-growing Churchill Services acquiring Redcliffe Catering. This suggests a healthy desire at the smaller end of the scale for growth through acquisition, and reflects a growing confidence in the UK economy among companies who may have spent much of the past few years simply hanging on for survival in a dire economy. More importantly, this activity could also reflect growing confidence among the UK’s lending community in the wider economy that has prompted an opening of the coffers for smaller deals, which tend to be higher up the risk scale. If this is the case it bodes particularly well for 2014. If credit conditions have begun to return to some sort of level of normality, then companies at the smaller end of the market, which tend to be faster-growing, will be able to get their hands on funding to support that growth. This is typical of a cyclical swing to the upside, which will itself feed into the wider economy, helping the recovery to become self-fulfilling. Graeme Davies writes for Investors Chronicle

23/01/2014 15:12

Mitie acquires complex care company for £9 million Outsourcing business Mitie Group has acquired Complete Care, a company that provides complex care to older people, for £9 million. Complete Care employs 650 personal care assistants (including registered nurses) from Housing 21, a social enterprise that offers housing and care services to older people. The firm provides high acuity care at home to about 150 individuals with complex clinical healthcare needs, including longterm illnesses and disabilities. The acquisition complements Mitie’s existing domiciliary care operations in England and Wales following its acquisition of Enara Group in 2012. Ruby McGregor-Smith, Mitie’s chief executive, said the acquisition “strengthens

The UK’s ageing population makes the community care market a significant opportunity for Mitie

Mitie’s offering in the growing healthcare market”. Mitie first entered the home care market in October 2012 with the £110.8 million purchase of Enara from August Equity, a


private equity company that had owned it since 2008 along with Enara’s senior management. The community care market is a significant strategic opportunity for Mitie and an ideal entry point into the health and social care sector. The demographic and economic drivers of an ageing population, together with continuing cost pressure is encouraging a shift both from hospitals and residential care homes towards greater care in the community. The provision of this care is increasingly being outsourced by local councils and health authorities to the private sector, generating significant opportunities for growth. Last year Mitie also acquired criminal records checking service UK CRBs.


Serco gears up for ‘Boris Bikes’ deal Serco has signed a two-year extension to the contract it has with Transport for London (TfL) for management and operation of the Barclays Cycle Hire Scheme. It now runs until July 2017. The £38 million contract to design, build and operate the service for the ‘Boris Bikes’ - named after London Mayor Boris Johnson - was awarded for six years in 2009. Since then, TfL and Serco have twice expanded the scheme - first into East London in April 2012 and the second into West London at the end of last year. The scheme now covers 100 square kilometres, 11,000 bikes and 756 docking stations where renters pick up and return the bicycles. More than 26 million hires have

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A Boris bike was even taken from Southwark to Mont Ventoux in the French Alps and returned within 24 hours without incurring a late penalty

taken place since the scheme started in July 2010. The bicycles are made in Montreal, Canada, by Bixi – a company name combining bicycle and taxi. Montreal was the first to implement a public hire cycle system using Bixi bikes, followed by Boston, Chattanooga in Tennessee,

Washington D.C., and New York as well as in Melbourne in Australia. Bixi bikes, in their London livery, have become an iconic mode of transport around the capital and elsewhere, say media reports. Remarkably, a Boris Bike was recently found in a village in the Gambia, western Africa.

ISS appears on Southbank ISS Facility Services UK has won an extension to its contract for engineering and fabric services at the Southbank Centre in London. ISS has delivered the services for the past three years at the centre, one of the capital’s most popular public spaces, on the south bank of the Thames. The centre includes the Royal Festival Hall, the Hayward Gallery, the Queen Elizabeth Hall, the Purcell Room and the Saison Poetry Library and 21 acres, much of it outdoors, for the creative arts.

Westminster retender Westminster City Council will retender a major housing refurbishment contract after ending a deal with construction and maintenance firm Mulalley. Westminster agreed the £10 million contract with Essexbased Mulalley to refurbish listed Hallfield Housing Estate in London’s Bayswater in May 2012. The deal was for refurbishment to 14 blocks of 1950s housing within 127 weeks. But a recent council report noted that after 85 weeks only three blocks had been finished.

G4S in Games security OCS has bought some business and assets of environmental services outfit Silverdell from joint administrators BDO. Moving the Euro Dismantling Services, EDS Plant Solutions and EDS Group Holdings to OCS will save more than 500 jobs at Silverdell, a specialist provider of decontamination and environmental services. Silverdell suffered financial problems when a subsidiary went into administration last summer. FM WORLD |30 JANUARY 2014 |11

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THE ISSUE: The profile of landscape facilities management was raised by a recipient of the BEM in the New Year’s Honours list THE INTERVIEWEE: Gordon Eastham, grounds maintenance manager at the University of York

Big man on campus Grounds maintenance at the University of York recently took on a particularly high profile, thanks to one British Empire Medal (BEM) handed out in the New Year’s Honours List. Gordon Eastham, who has worked at the University of York for 20 years, was awarded a BEM for services to higher education. The medal was established in 1922 for meritorious civil or military service. It was awarded until 1993 when it was put in abeyance, but resurrected by Prime Minister David Cameron for the Queen’s Diamond Jubilee in 2012. That year, 293 people were awarded the BEM – sometimes called the working-class gong. Fundraisers, scout leaders, sports coaches and a street cleaner were among those honoured in 2012. It is a deserved reward for Eastham’s dedication at least. “I’m a bit of a focal point right now, but it’s been the staff who have put in hard work that should share the award,” he said. It should also be, he says, a deserved boost for the sometimes neglected or sidelined role of landscape facilities management. After a state school education, Preston-based Eastham, 48, attended Askham Bryan College in York to gain a three-year higher 12| 30 JANUARY 2014| FM WORLD

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national diploma in landscaping and horticulture. He studied landscaping because of summer jobs in nurseries and he liked the outdoor life. “But even back then, after graduating in the 1980s, I had an inkling that landscaping was going to be more important to businesses,” he told FM World. After several jobs in nurseries and as a landscaper at Leeds University, Eastham joined York University in 1994 as a hands-on supervisor. “But long gone are the days when I cut shrubs and grass,” he says. “Now my job is mostly admin work and managing a team of 25. But, strictly speaking, I’m not considered a facilities manager, although I sit alongside estates managers, energy managers and building maintenance managers. We’ve been kind of a poor relation.” Eastham, who reports to the estates director, says he hopes the BEM will raise the image of the role among his colleagues. There has been a tendency to think of landscaping as a nonstrategic trade, such as plumbing or electrical work. But his remit now goes much further and, he argues, is much more strategic as a result. “Planting trees has got to be good

for reducing an organisation’s carbon footprint,” he says. But it goes further. “What we do is actually highly visible to staff, students and visiting business people. Our work is constantly on view and it’s their first impression of the university.” And first impressions are important for universities and colleges in their increasingly competitive battle to attract students, academic staff and, importantly, business executives looking to sponsor research and create lucrative joint ventures. There are two basic work streams – sports field management and green space management. Pest control, paving, roads and car parks, and all the university’s waste management policies are now in his remit. He’s also been involved in the expansion of the university’s new Heslington East campus, which includes management of a lake. And the planting of up to 75,000 trees in the past five years has

directly aided the university’s sustainability policy. To that end, Eastham says he’s seen the development of biodiversity as a big issue for landscaping departments in general. Eastham is planning the siting of a new peregrine falcon nesting box on the central boiler-house chimney and the construction of a wildlife hide in the Heslington East campus. Over the years wildlife issues, on and off campus, have increased in importance for academic staff and students. “They’re much more passionate about it,” he says. Eastham believes the landscaping department should be more involved from the beginning when universities plan new buildings. Construction affects well laid-out landscapes, often changing layouts forever. There is also an issue of working with other senior managers to ensure that construction is done in sympathy with the environment. Such communication could reduce the intrusion of rubble as well as disruption to walkways and allows landscaping departments to plan for cost-effective alternatives. The BEM is not awarded by the Queen or Prince of Wales, but by Lord-Lieutenants, the representatives of the Crown for each county in the UK. Eastham will receive his from the Lord-Lieutenant of North Yorkshire at county hall in Northallerton in March. But he will attend Buckingham Palace for the traditional garden party in the spring.

“I’m a bit of a focal point right now, but it’s been the staff who have put in hard work that should share the award”

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CONFERENCE CALLS FOR ‘BIM LIGHT’ In what could prove to be a pivotal year for building information modelling, delegates to a recent workshop debated the ways in which FM should become involved



uilding information modelling (BIM) could help to optimise the efficiency of soft services delivery, according to speakers at an event held last month at the University of Greenwich. The idea that soft services could particularly benefit from BIM was one of several discussions at the workshop event, entitled Facility Management and BIM Workshop – How Research Can Add Value to the Debate, which was organised jointly by the University of Greenwich and the Zurich University of Applied Sciences. Attendees came from both public and private sector organisations to discuss ways in which BIM could aid FMs in management, sustainability and cost analysis.and how BIM should integrate with FM in practice. Representation included the Government Property Unit (Cabinet Office), FM Service providers, BIM special interest groups, large construction and architectural companies as well as industry professionals bodies including both BIFM and RICSc. Academics from three different universities were also present, each with a specific interest in exploring the future development of BIM and how it can add value to practising FMs.

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Among suggestions raised was that BIM could be seen more as a tool for managing office layouts in a sustainable way, and that BIM could help in the visualisation of how people “actually use space” within a workplace. In this way, BIM could be as much use in helping to change or inform behaviour in the workplace as it is in informing the future physical design of buildings. Deborah Rowland, head of FM at the Government Property Unit (and current BIFM facilities manager of the year), suggested that BIM as it currently stood was perhaps “too-clunky” for everyday use. “We should stop making it try and do everything and focus on what it is good at,” she suggested.

Integration with CAFM systems was, for Rowland, more important than trying to “shoehorn” comprehensive reams of data into a single building information model. Keith Jones, professor of facilities management at the University of Greenwich, also questioned the need for “reams and reams” of data. “How much of it is useable information?” he asked. There was also a call for everyday use of BIM in order to aid the management of soft services, with the suggestion of a ‘BIM-light’ that could perhaps be used as a complementary, “softer” alternative. Delegates all agreed with the popular view that FM’s involvement at the design stage of a building remains a vital goal, and that many problems remain to be overcome in the pursuit of it. “Do developers have a vested interest in the operational side of the building?” asked one attendee. “Particularly if they are going so sell it on once it is built?”

KEY MESSAGES ey issues to come out of the workshop included the following: ● BIM is becoming increasingly important and relevant as a key topic to facility managers and construction and other industry professionals as it is being driven by the government mandate for its introduction for all government projects by 2016. ● In order to deliver maximum value for money and to realise


the best added value the focus of BIM should be driven by top-level corporate and FM strategy, which will then feed directly into tactical and operational service delivery. ● The early involvement of FM is essential in procurement projects to ensure that value for money is delivered across the whole life of the assets and to ensure that BIM is tailored to meet the requirements of the operational phase of the building.

Ultimately, BIM should be used to “effectively manage productivity and behaviour” for the end user, with delegates agreeing that it is the people in the business, rather than the building, that constitutes the sustainable element. The event was the start of joint research between the two universities. PhD student Giulia Carbonari will use material from the event for her thesis, which focuses on “the potential for BIM to support the sustainable management of buildings”. The results of the workshop will be given to Johnny Dunford of RICSc to be fed into the RICSc BIM conference planned for February 14, and for work by other BIM groups. This year could be a pivotal one for BIM. Amid the huge amount of networking and position-taking by organisations and manufacturers across the construction spectrum, the 2016 deadline for BIM being mandatory on new government building projects will loom ever larger. The topic could even break into the national political debate should the cost of future infrastructure become a national issue. The potential for this to happen arises from September’s political party conference season – guaranteed to be the last before the next general election. Meanwhile, the publication of data standards including PAS1192 Part 3, as well as increasing levels of special interest group activity, will maintain BIM’s status as a topic capable of boosting FM’s greater strategic role. FM

23/01/2014 18:02

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Local Authority

The start of a new year always brings with it the opportunity to take stock of our achievements in the preceding year and to set goals for the year to come. I spent some of my first weeks back in the office reviewing my team’s achievements and failures during 2013. Ostensibly this is to ensure that the aims and objectives set for my team are still relevant, bearing in mind our progress (or otherwise), but in practice I have found that the process of reviewing 2013’s key

achievements has actually made me fully appreciate the improvements we have made during the last year and the hard work that has gone into driving these improvements. I had planned to spend my first weeks back identifying my team’s focus for 2014, but I decided to delay this while I took the time to ensure my team’s hard work is acknowledged. Too often we focus on the negative and the areas that require change. It’s easy to forget that rewarding and reinforcing the

FM Consultant

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


imon Francis discovers that taking time S out to give your staff a lot of recognition – and even a little reward – for a mission well accomplished pays dividends

NHS Trust

positive can have as big an impact as dealing with performance that is not up to scratch. As I worked my way through one-to-ones with my direct reports during January, I was struck by the general feeling of positivity about our team’s performance and our relationships with our customers. It feels like we are more ‘one team’ now than ever. We also decided to use some of our limited funding to reward our front-line workers. While this was only a small token of gratitude, we felt that the gesture of rewarding those who had done so much to improve our customers’ perception of us was more important than the value of the reward we were giving. The feedback has been positive

and I have noticed an increase in the welcome I have received from staff. It seems that a small act showing our appreciation of their efforts has improved morale and contributed to a more positive culture. Because of this and the progress of some of the work we are doing to improve our customers’ experiences (upgrading and re-launching our Helpdesk, a review of our operational FM procedures and a project looking to improve the customer service tools our front-line staff are given) I feel positive about 2014. Now my challenge is to capitalise on this and channel it into continuing improvements.

BEST OF THE WEB Views and comments from across the web What goals have you set yourself for 2014? (BIFM Group) Mohammed Muzdalifa: Creating a customer experience superior to what anyone else has ever or will ever create. Morgan Lewis: To complete the BIFM Facilities Management Level 6 Diploma and explore a career in project management. Martin Childerhouse: With recent issues caused by storms, looking at emergency preparedness 16| 30 JANUARY 2014| FM WORLD

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procedures and disaster recovery plans in-depth to be in a better position to deal with them more effectively. Jeremy Waud: Try and educate buyers that suppliers do actually need to earn some margin and that they should start to learn what pricing involves! With parking space reduced in new office buildings, what solutions have you implemented in your organisations

to keep it fair and manageable? (BIFM Group) Peter Smith: Amazingly, planners haven’t caught onto this – they invite us to move to campuses on the edge of cities and put in one space per five people. Of course they don’t run buses, trams or trains anywhere near the site, so how else are people going to get there? The problem is if your staff can’t get to work without extra hassle on their journey, they’re not

going to stay with you for very long! Michael Veail: We implemented a park-andride system funded by the employer. This was to ensure staff retention in a competitive high technology environment. Remote car park leased with on-site security and valet cleaning, then buses contracted to operate between the car park and office. Gary Sherman: We had 220 car parking spaces for staff to use and the

car park was full each day! We moved to our new building (1,200 staff) 4 years ago with only 4 car parking spaces for pool cars only. In the building we provided good shower facilities, for cyclists, runners, walkers etc. Staff were provided with sports lockers in addition to their personal lockers and 260+ bicycle stands. John Redmond: Carsharing policies work in theory but, in reality, people still want their own routine.

23/01/2014 12:38

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FMWORLD BLOGS Desire lines Neil Usher, Workessence When we talk about Smart Working, do we imply that all other practices are Dumb Working? Perhaps because everyone has been working in a Dumb way they were too Dumb to realise that they could be Smart and so were condemned to wasteful use of time, a disregard to technology, an insistence on a lemming-like commute, an adhere to rigid organisational and command structure. Our natural resourcefulness has created smart ways to work – loose teams, freely available technology solutions, working when where and how it makes sense. Most people don’t need to be told it’s Smart, they just find smart ways. When we talk about a Learning Organisation, does that means all others are Insular Organisations, recirculating the same information and ideas, without concern or focus on the development of its people, inwardly focused and reclusive? In most organisations people and teams self-develop without invitation – they don’t wait for the call, they know what they don’t know and they seek it out. The open access to information means learning has never been easier. In most organisations people and teams develop without invitation; they know what they don’t know and seek it out. When we talk about Social Business, do we consider that all other business is Unsocial, or Antisocial? Business has become innately more Social. It’s not Social Business any more. It’s just Business. When we get excited about creating an Agile Workplace, do we imply a rigidity in others? Do we ignore that many people have found a natural agility by deploying technologies that work for them? We need to be respectful of where we have got to even if we don’t trumpet every journey. We can build roads where there are none, or we can follow the desire lines. They probably lead us to a better place. Read the article in full at

The open office trap Maria Konnikova , author of Mastermind: How To Think Like Sherlock Holmes The open office was conceived by a team from Hamburg, Germany, in the 1950s to facilitate communication and idea flow. But evidence suggests that the open office undermines the very things it was designed to achieve. In 1997 psychologists from the University of Calgary monitored workers moving from traditional offices to an open one. They assessed employees’ satisfaction with their surroundings, and their stress level, job performance, and relationships, both before the transition and for six months after. The staff suffered by every measure; the co-workers felt resentful and productivity fell. In 2011, psychologist Matthew Davis reviewed more than 100 studies on offices. He found open offices often fostered a sense of a joint enterprise, but were damaging to attention spans, productivity and creative thinking. In 2005 US researchers found that ability to control the environment had a big effect on team cohesion. When workers couldn’t adjust the lighting and temperature, or choose how to conduct meetings, spirits plummeted. In a recent study of 2,400 employees in Denmark, researcher Jan Pejtersen and his team found that as the number of people working in a room grew, the number taking sick leave increased exponentially. But the biggest problem may be that exposure to a noisy office is shown to increase levels of adrenaline, associated with the so-called fight-or-flight response. Read the article in full at

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FIVE MINUTES WITH NAME: Pete Mosley JOB TITLE: Managing director of Mitie Technical Facilities Management

Should I promote through the ranks or recruit externally? It’s a question every manager has to ask themselves when they have a new role to fill. I’m no football expert, but I do think the contrasting approaches of some football clubs provide a good example of the impact of promoting young talent versus external recruitment. There are two ways to build a winning team. The first is to focus on recruiting stars in a bid to form a ‘dream team’, the second is to focus on promoting young talent and try to grow them into stars. Respectively, the ‘Manchester City and Arsenal’ approaches. The Arsenal approach favours promoting through the ranks. It gives opportunities to young emerging talent to prove themselves and encourages loyalty. However, some may argue that this is to the detriment of achieving success. The question is whether their focus on promoting youth means they lack the ‘wise heads’ that provide the leadership and guidance every team needs. Investing in training young people and the apprentice scheme is not a ‘nice to have’, it’s a business necessity. We need to ensure that we have a pipeline of skilled and talented employees to help secure the future of the business, and it’s about more than just picking up a skill set. It is important to recognise potential, to not be afraid to promote the young, and to give people responsibility early on in their careers. While risky, it’s a strategy that can garner great reward. Which approach is right? It isn’t that clear cut. There is a balance to be struck between bringing new people into the business and internal promotion. FM WORLD |30 JANUARY 2014 |17

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Facilities management for a film studio site demands an almost superhuman combination of both customer and project management skills – and a determination not to be fazed by the presence of celebrities, as Martin Read reports 18| 30 JANUARY 2014| FM WORLD

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f you were asked to name the homes of the British film industry, some familiar names would doubtless come to mind. Pinewood, perhaps, or Elstree, maybe Ealing – all wellestablished studios that stand as testimony to this country’s uncanny ability to punch above its weight in all aspects of creative arts production. 3 Mills Studios may not so quickly come to your lips, and perhaps few outside of the industry know the name – but the studios, tucked away in London’s East End just off the A12 and a stone’s throw from Bromley-by-Bow Tube station – have developed a good reputation internationally for film, TV, music video and advertisement production. The site previously housed a brewery, hence its picturesque setting over water and the great variety of its buildings. The site has been used as film studios for the last thirty years, and its

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The media village is set on a eight-hectare historical and picturesque island site at Bromley-by-Bow (top right) This former custom house is now part of the 3 Mills Studios production office (below right)

impact on the market for such facilities has been significant. The 80,000 square feet of filming and rehearsal space – set across 11 studios of widely varying sizes and shapes – has been home to some of the world’s best-known film and TV productions of recent times. The studios also play a leading role in rehearsals for forthcoming West End theatre productions, something their location – the site is just seven miles from Soho and four from the City of London – has undoubtedly played a part in. Location also played a big part in 3 Mills stages being use as rehearsal space for London 2012’s opening and closing ceremonies; the Olympic Park is just a brisk walk north-east of the studios.

Location, location… Then there are the studios themselves. Completely absent are the anonymous aircraft hangars perhaps associated with other facilities of this kind. In

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3 MILLS FACILITIES 11 stages ranging from 3,200 sq ft – 13,500 sq. ft 10 rehearsal rooms 170+ production offices Prison exterior and cell set Production services and ancillary facilities such as make-up and dressing rooms, green rooms, art departments Screening room for 62 people

fact, as our front cover depicts, part of 3 Mills is situated on an island oasis, on which is located the House Mill, the largest and most powerful of the four remaining tidal mills in the UK. Its history as a brewery, the picturesque riverside location (The River Lea runs beneath the site) and its many distinctive period buildings (ranging in age from the 1700s to 1980s) means that 3 Mills is often chosen so that filmmakers can take advantage of the site’s cobbled

streets, basements, tunnels, car parks, roads, walkways, canals and rivers. On-site locations have doubled as police stations, hospitals, nightclubs, airport lounges as well as urban London, New York and Victorian streets.

The FM structure The management of 3 Mills is entirely outsourced by the overall client, the London Legacy Development Corporation. Property management consultancy GVA previously

took care of all aspects of the site’s activities, but responsibility is now split into two distinct areas – marketing and operations. Deloitte Real Estate manages sales and marketing, while Bilfinger HSG Facility Management takes care of all aspects of operations and FM. Bilfinger has provided a TFM service since April 2013. Cleaning, security, M&E and fabric maintenance, technical services and venue management all come under Bilfinger and FM WORLD | 30 JANUARY 2014 |19

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its operations manager Keith Broome, who transferred to Bilfinger from GVA when Bilfinger took on the contract. Broome’s perations team comprises seven full-time staff, two contract managers, a team of handymen and runners as well as cleaning and security staff. “There are FM problems and risks inherent to this kind of site that you simply wouldn’t find anywhere else,” says Broome. “Communication is paramount at every level.” Broome, and Bilfinger’s associate director Andrew Hulbert, sing the praises of the post-April 2013 FM structure. “One thing we’re very clear on is that FM companies deliver FM so much better than managing agents do,” says Hulbert. “That’s because our processes, our help desk and finance systems, are all set up so much better.” Says Broome: “Since last April, the difference is that there’s a focus and support from managerial level that we’ve never had before. If any issues suddenly arise throughout the course of a day, Andrew and the managerial team are there for support. We have weekly 20| 30 JANUARY 2014| FM WORLD

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“You constantly have to be on top of your customer service game here, adapting to new circumstances and people.”

meetings with them in any case, as well as monthly meetings with the client where we report on activities.” As for the work itself, FM at 3 Mills is the very embodiment of that oft-used phrase “no two days the same”. Broome says: “It’s unlike FM in commercial or industry, where you tend not to be so customerfacing. In those environments there’s a lot of time where you can organise maintenance out of hours, so essentially your tenants don’t get to see you. All they know is that when they come in and the light that was flickering is now working, well, that’s FM. “Here, it’s totally different. My team have to work in front of the production’s own personnel, as well as the stars of the shows themselves, to get things done. “The bulk of the FM we do here is reactive. We are service

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productions are turning over and some new demanding manager comes in – so suddenly, they’re the one you need to deliver service to. You constantly have to be on top of your customer service game here, adapting to new circumstances and people.” This makes 3 Mills the perfect training ground for facilities staff – instilling an ability to concentrate on servicing the ever-changing client while simultaneously putting out of your mind the many celebrities casually walking past.

Variety show

providers in the truest sense of the word. When a production signs the lease to occupy a space, whether it be office, rehearsal place or studio stage, it falls to the FM team to look after the production from start to finish.” All companies taking on a booking have to complete a standard health and safety pro forma, detailing any hazards they may create during their production. When they take on the space, it’s the client’s responsibility. 3 Mills’ operations/FM team is responsible for all statutory requirements and reactive work across the site but, says Broome, in terms of day to day client liaison there are many blurred lines. “When the sales team brings in a new booking, the client will come on site and they’ll need to be looked after, and of course sales does some of

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that. But when the production’s up and running and they have problems, those problems can be endless. Say, for example, their catering van doesn’t work; they’ll then call us to see if we can help. And we have to act fast, because all of a sudden that client has 200 people who won’t be fed and we have to do something to help because it’s part of the contract.” “And when they say they need it now, they need it now,” says Hulbert. “Time is money here.” Hulbert explains the jarring differences between FM in a commercial environment and FM at 3 Mills. “In a law firm, for example, it’s the top ten partners who are the most important in that building. If they shout, they’re the ones the FM deals with. But here, we can have up to 20 people like that all the time – and they’re changing constantly. “Every three or four days the

No two productions are the same, meaning 3 Mills’ operations team have to be ready to adapt at a moment’s notice

Both Hulbert and Broome recount some great stories about the ad hoc nature of the requirements they can suddenly have forced upon them. Take the time the team’s pre-Christmas drinks reception was interrupted by a call from Lady Gaga’s management to book a studio for the next day. Or how about this one from Hulbert: “It’s 7.30 in the morning and I’m stood in the car park looking at Kevin Bacon and all these people forming a conga line for a mobile phone operator’s advertisement. As if that’s not surreal enough, a woman who turns out to be a runner comes up to me shouting ‘I need a fridge, I need a fridge!’ When I ask why, I’m told, ‘because Noel Edmonds is coming! It’s just so random; you never know what to expect.” Productions can vary dramatically in duration and need, from a half-day shoot through to the more than two years booked out for some feature films. The Olympic ceremonies proved particularly memorable; LOCOG was based at the site for a year-and a half before the games for the planning, production and rehearsal of the London 2012 Olympic and Paralympic Opening and Closing Ceremonies. Danny FM WORLD | 30 JANUARY 2014 |21

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Boyle was based on site and there was a Royal visit from the Duke and Duchess of Cornwall to contend with. “From September 2011 right through to the opening ceremony, we had in excess of 25,000 people coming through here,” says Broome, who recounts how he and his team helped out. “There were some areas even we couldn’t get into because the opening ceremony was being kept so secret, although we did get to see some of the costumes. When I saw the rehearsals, I didn’t think much of it but of course all we saw was a tiny fraction of the overall picture. And on the night, when we watched the finished thing, it was spectacular.” Because of the variety of the work booked across the 11 stages, requirements and time frames for the work required can vary significantly. So what happens when productions run over time? “This is where the sales team come in,” says Broome. “The mental stress they go through is


Top: The stages have different coustic properties as well as different dimensions Above: The 62-seater screening room is used for screening daily rushes as well as private screenings and corporate events


HISTORY OF THE 3 MILLS ■ There are plans to restore the wheels of the House Mill for power generation (for which they were last used in 1941). ■ Evidence suggests that the mills were listed in the Domesday Book and date back to the 11th century. The mills have ground flour, and even occasionally gunpowder, for the bakers of Stratford, who were celebrated for the quality of bread. ■ During the 16th century the three mills were reduced to two and in the 17th century the mills began using the grain to distil alcohol. ■ Distilling on the site ceased after the mills sustained air-raid damage during the Second World War, but 22| 30 JANUARY 2014| FM WORLD

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the site was used for bottling and warehousing until the early 1990s. ■ The old gin distillery and part of the bottling plant is visible in the site restaurant and one of the rehearsal rooms, while the main boiler shaft, built in the 1700s, is used by actors to rehearse their lines. ■ From the 1980s part of the site was used for film and television production with the establishment of Bow Studios, 3 Mills Island Studios and Edwin Shirley Productions. In the mid-1990s the three studios merged to become 3 Mills Studios under the management of Workspace Group. ■ In August 2004, the London

Development Agency (LDA) bought 3 Mills Studios, with ownership transferring to the London Legacy Development Corporation (Legacy Company) in 2010.

phenomenal. They’re trying to accommodate every enquiry they get, because otherwise that client will go somewhere else.” Moving productions in and out of studios to keep the new work flowing can be critical. And it’s not just the filming itself that can cause problems. “Don’t forget that when a production comes in we’re not just dealing with the film crew and artists,” says Broome. “We also have the ancillary staff, while the production staff may need an office to do their accounts, then there’s health and safety, costume, make-up, and in some cases they just use the studios as a base while the production shoots material elsewhere on site.” If we think the FM industry is small, the film industry is smaller. A large part of the job for Deloitte’s Derek Watts, who’s responsible for bookings, is networking, for example by visiting the Cannes Film Festival. Broome says: “We’ve got to go out there with our red cross and white shield, battling for Britain. After all, the industry’s got a huge reputation and sets so many benchmarks for film, TV and music video. “It’s a very competitive industry,” says Hulbert. “We know that basic hire prices are being driven down and the number of extras added to the package driven up. Essentially, what we’re selling is a big black box, but increasingly the sales team is having to promise more and more to clients. For example, offering to provide two new dressing rooms for the actors, that can add value to the booking. But of course, the more they sell, the more there’s the requirement for the operations team to prepare for it.” It’s just a pity there’s no craft Bafta for FM – the invisible star of so many productions. FM

23/01/2014 17:18

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21/01/2014 17:24





Balancing the security of your property against the possible impact on people’s privacy when using CCTV can be a tough call for FMs, reports Andrew Gallie

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he use of CCTV and other surveillance methods has reached unprecedented levels in the UK, and many people are naturally worried that their every move is being monitored. In August of last year a new Surveillance Camera Code of Practice 2013 was brought into force under the Protection of Freedoms Act 2012 – its aim to ensure that CCTV use is “open and proportionate”. The 2013 code is intended to reassure people that the use of CCTV is being strictly monitored to prevent misuse or abuse. It seeks to strike a balance between the need to use CCTV to protect the public and respecting the rights of individuals and their privacy.

All organisations must comply with the Data Protection Act 1998 (the DPA) and the existing 2008 CCTV Code of Practice when operating CCTV and similar devices. The 2008 code applies to all organisations (subject to some very limited exemptions) while the 2013 code just applies to “relevant authorities” – primarily local authorities and the police. The 2013 code does not replace the 2008 code and organisations that are subject to the 2013 code are expected to comply with both – but there are a number of reasons why private organisations may want to adopt the 2013 code. In particular, all organisations that use surveillance technology (including those that are private)

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are encouraged to adopt the principles laid out in the 2013 code (even where compliance is not a strict legal requirement) on the basis that it is considered to be best practice. Also, compliance may help organisations to discharge their other legal obligations (for example, compliance with the 2013 code might help an organisation comply with its DPA obligations). We use the term “CCTV” here, but both codes apply to other devices that view or record images. We should also add that the codes are focused on “overt” surveillance – there are additional obligations when organisations carry out hidden or covert surveillance (but consideration of these points is another matter entirely).

Legal use of CCTV The 2008 code does not restrict what CCTV may be used for as long as its use complies with the DPA and other legislation. This means balancing the need for CCTV against its impact on people’s privacy. The 2013 code suggests what is arguably a more cautious approach. For example, it requires that CCTV must meet a “pressing need”. To illustrate this, the code states that “it is unlikely that a trouble-free community pub would present a pressing need”.

Audio recordings Both codes of practice urge caution where audio recordings are being considered. The 2008 code says audio recordings can be used only in very limited circumstances, such as recording conversations between police and individuals in a custody suite so that 26| 30 JANUARY 2014| FM WORLD

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All private organisations using surveillance technology are encouraged to adopt the 2013 code ‘best practice’ principles Both codes seek to strike a balance between the need to use CCTV to protect the public and respecting people’s privacy

a reliable record of what was said is obtained. Arguably, the 2013 code is more restrictive. It states that there is a “strong presumption that a surveillance camera system must not be used to record conversations”. Even under the 2008 code, audio recordings may only be justified in very limited circumstances. For example, Southampton City Council’s policy requiring all taxis and private hire vehicles to install CCTV equipment to constantly record images and the conversations of both

drivers and passengers (in a bid to protect vulnerable taxi passengers following reports of several serious violent and sexual offences) was found to be in breach of the DPA on appeal last February. The 2013 code arguably makes it even more difficult to justify audio recordings.

What procedures should be in place Both codes are very prescriptive on what procedures should be in place when using CCTV. The 2008 code provides that: ● Impact assessments should

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be used to decide if CCTV should be introduced; ● Training should be provided for staff on how to use CCTV systems; ● Retention periods should be established and documented; and ● The effectiveness of the CCTV system in place should be reviewed each year. The 2013 code goes further on several issues by stating that: ● Systems of consultation with the public should be established to assist with reviewing existing CCTV systems and when establishing new ones; ● The objectives of using CCTV should be clearly defined to show they are in pursuit of a legitimate aim and necessary to address a pressing need; ● A consultation process should be in place to deal with situations where there is a proposed extension to the use of CCTV; ● Retention periods should be detailed and reviewed by the system operator; and ● Guidelines should be in place to deal with requests for information. So it seems likely that compliance with the 2013 code will be more onerous, particularly in relation to the duty to consult with the public and duties concerning the carrying out of reviews.

Smile, you’re on CCTV The 2008 code, reflecting DPA principles, requires operators to inform the public where CCTV is used. The code says signs are usually the most appropriate way to achieve this, however, it can also be expressed through audio messaging – as in stations and airports. The sign or message should say who operates the CCTV, for what purposes information is collected and where to find more information. For example, “CCTV images are

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“CCTV must meet a pressing need. To illustrate this, the code states that it is unlikely that a trouble-free community pub would present a pressing need”

recorded by […] between the hours of 5.30pm and 9am for the purposes of crime prevention and detection. For more information please call […].” The 2008 code also states that in an area where it would be unexpected to have CCTV in operation (e.g, public toilets) it is important to take extra care to alert the public to its existence. This may be done by using additional or more prominent signs. The 2013 code suggests that the obligation to let people know about CCTV might extend to publishing more general information such as information about the safeguards and procedures in place.

Consequences of breaching the codes The 2008 code was introduced to assist businesses and organisations using CCTV to operate in line with the requirements of the DPA. Not sticking to the code may result in a breach of the DPA. Indeed, because the 2008 code arises from the DPA, a breach of the 2008 code may also amount to a breach of the DPA. Breaching the DPA can lead to fines of up to £500,000 for the most serious infringements and having to pay compensation to those affected. DPA fines are normally reserved for security

breaches (for example, leaving a memory stick containing sensitive data in a taxi or sending highly confidential documents to the wrong recipient). But it is not inconceivable that an organisation could be fined for breaching the DPA by CCTV use. The consequences of breaching the 2013 code are less serious. Relevant authorities are under a duty to “have regard” to the code, but there are no criminal or civil penalties for not doing so. However, not adopting the principles under this code can be used as evidence against the relevant authority in any court proceedings. For example, not following the code might be used as evidence in connection with a claim that a local authority has breached the Human Rights Act.

Conclusion The greater focus on consultation and review will make the implementation of CCTV more onerous and time-consuming where the 2013 code is followed. The impact of the 2013 code may be limited in the short term, at least in view of the fact that it only applies to a limited number of public organisations and the consequences of breach are minimal. The position may change, however, if the government decides to extend the list of organisations caught by the code or if local authorities start to include contractual obligations requiring contractors to comply with the code. FM Andrew Gallie is an associate at Veale Wasbrough Vizards LLP

FM WORLD | 30 JANUARY 2014 |27

23/01/2014 12:40




KNOWRYOUR R Anti-fracking protests and Occupy camps have spelled trouble for neighbouring businesses. But when it comes to commerce versus freedom of expression, which will win? Here’s how the law decides

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ecent years have seen a number of high-profile protests involving encampments on open spaces. Examples include the occupation of Parliament Square by anti-war protesters and the takeover of St Paul’s Churchyard by the London Occupy movement. More recently, antifracking protesters occupied grass verges adjoining the highway close to the site leased to energy

company Cuadrilla at Balcombe, in West Sussex. These cases have forced the courts to consider the relationship between, on the one hand, the rights (and duties) of landowners in relation to their property and, on the other, the rights of those who wish to express particular views about environmental, political, economic, social or indeed any other issues.

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RIGHTS Note that in this context, ‘landowner’ is the party entitled to possession. Where there’s a lease, the tenant is entitled to possession. Where there’s a sub-lease, the sub-tenant is entitled to possession. So strictly speaking, when this article says ‘landowner’ it means ‘the person entitled to possession’. Until relatively recently, some aspects of the legal position lacked clarity. Consequently,

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the process of eviction in some recent high-profile cases took a considerable amount of time. For example, the protest at St Paul’s Churchyard began on 15 October 2011. Although proceedings to recover possession were issued on 18 November 2011, the protesters were not finally evicted until 27 February 2012 (following a five-day trial in December 2011 and an unsuccessful application by the

protesters for permission to appeal in February 2012). That case, City of London Corporation v Samede and others (2012), was a chance for the Court of Appeal to lay down some ground rules. These aimed to enable landowners facing similar protests to understand the issues involved, and how the courts will approach the exercise of balancing landowners’ rights and protesters’ rights. A good understanding of those issues – in particular the nature and extent of protesters’ rights – is essential to ensuring that the impact of any protest is kept to a minimum. It is also worth noting that in 2003 the European Court of Human Rights determined there is no right to trespass on private land – a privately owned shopping centre in that case – for the purposes of undertaking a protest (Appleby v United Kingdom). However, even where private land cannot be used for the purposes of a protest or demonstration, public land (in the absence of any other open public space, the public highway) will usually be nearby.

Landowner rights The starting point for undertaking this balancing exercise is that landowners (including public landowners) with an uninhibited right to possession have a legal right to occupy their land and a legal right to evict and keep out trespassers.

Protester rights The European Convention on Human Rights (incorporated into our domestic law by the Human Rights Act 1998) guarantees a number of fundamental freedoms, including the freedom of expression (Article 10) and the freedom of assembly and association (Article 11).

These rights are considered to lie close to the heart of any open democratic society. Member states of the European Union are obliged to ensure that lawful public demonstrations can take place and, taken together, they clearly constitute a right to undertake protest or demonstration. But these rights are not without their limits. Both Articles 10(2) and 11(2) emphasise the fact that it may be necessary to restrict these freedoms, for example, in the interests of maintaining public safety, preventing disorder or crime, or protecting the rights and freedoms of others. So although everyone has a right to protest, this does not give protesters a ‘trump card’ that defeats all other rights, regardless of the circumstances. In the event of conflict, it is up to the courts to determine whether the rights of the landowner or the protesters prevail.

Balancing exercise Each case will depend on its own facts, but the Court of Appeal in the Samede case identified the factors to be taken into account as including the following: ● The extent to which the continuation of the protest would breach domestic law. In most cases the protest will amount to a trespass, but it may also give rise to a nuisance and there may be other breaches of civil law or criminal offences associated with the protesters’ conduct; ● The importance of the precise location to the protesters; ● The duration of the protest; ● The degree to which the protesters occupy the land; and ● The extent to which the protest interferes with the rights of others (including the property rights of the landowner and the rights of members of the public). Logically, large-scale protests are more likely to interfere with FM WORLD | 30 JANUARY 2014 |29

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seeking orders for possession and injunctions against protesters will take as long as the five days it took to consider the occupation at St Paul’s Churchyard (or the eight days taken to consider the occupation of Parliament Square Gardens in 2010 – Mayor of London v Hall and others (2012). In March 2013, a bid by Sussex University to recover possession of parts of the campus that had been occupied by demonstrators for several weeks resulted in an order for possession in favour of the university at two short hearings on the same day. Similarly, a claim by West Sussex County Council to recover possession of the grass verges beside the highway in Balcombe (again the subject of a long-standing campaign) was determined within a few hours. In the Sussex University case, the judge was able to take a robust view of the balancing exercise as he was persuaded that there were many other methods by which the protesters could express themselves – the protest did not depend upon the occupation of any particular building. In the West Sussex County Council case the judge was influenced by the fact that the council was willing to allow a demonstration to continue, but within a designated area that was safer than the site being occupied (although the council was unwilling to allow camping within the new designated area).

the rights of others than smallscale protests. A small, peaceful and temporary demonstration in a corner of a public square may not interfere with the rights of the owner of the square and other members of the public to any significant extent. But a protest camp that takes over the whole of the same public square for several months will inevitably cause substantial interference. In rejecting the application for permission to appeal in the Samede case, the Court of Appeal commented that the Occupy encampment (which had taken over the whole of St Paul’s Churchyard) was so extensive that it was practically impossible for the rights of the protesters to prevail because that would have negated all others’ rights. The same would be true of any similar occupation. If the protest affects the running of a business, that too is considered under others’ ‘rights’ and will be weighed in the balance. When seeking the order for possession in relation to the Occupy encampment in London’s Finsbury Square, for example, the council cited the closure of a restaurant in the square. The views of the protesters are clearly relevant background, but they are unlikely to assist the court in its balancing exercise. So judges have been given clear guidance not to engage in any detailed consideration of the merits of any protest that comes before them.

Exercise caution Speed of action The courts have also issued guidance to the effect that where evidence suggests that protesters are unlikely to have any defence to a claim, the possession action should proceed quickly. Given the lengths to which the Court of Appeal has gone to set out ground rules, it is unlikely that any proceedings 30| 30 JANUARY 2014| FM WORLD

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The high-profile protests at Parliament Square by anti-war protesters and the takeover of St Paul’s Churchyard by the London Occupy movement (above) Anti-fracking protesters descend on Balcombe (top right)

At the same time, it may be important not to move too quickly. Landowners faced with a dispute or protest are well advised to act fairly and responsibly and demonstrate an awareness of protesters’ rights. Depending on the circumstances, it may be appropriate for the relevant landowner to take steps to

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consider ensuring that the protesters understand they do not have permission to remain and are therefore trespassers; that they are in breach of any relevant regulations or by-laws; and the consequences of their protest, which might include interference with the rights of others, public order issues, nuisance to adjoining occupiers, health and safety concerns and the costs of (for example) security or damage to property. It’s also worth giving protesters an opportunity to leave voluntarily to avoid court proceedings and suggesting alternative methods of protest that the landowner would not object to. Where proceedings to remove the protesters prove necessary, the Civil Procedure Rules incorporate a specific procedure for dealing with claims for the recovery of land against trespassers. These rules allow the court to consider whether to make an order for possession in favour of the landowner two days after proceedings claiming possession have been served (five days in the case of residential property). Although the court is empowered to shorten those minimum periods, doing so may present protesters with grounds for challenging the fairness of the procedure. In another case concerning protest by the Occupy movement, Sun Street Properties Limited v Persons Unknown (2011), the landowner

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“It’s worth giving protesters an opportunity to leave voluntarily to avoid court proceedings” BE PREPARED

CONTINGENCY PLANNING he extent of appropriate contingency planning to deal with the threat of protest varies between organisations. Where there is a perceived risk of protest or demonstration, those with responsibility for business continuity should at the very least consider taking the following measures:


Understand the precise extent of your organisation’s land ownership at all significant locations;


Maintain a record of Land Registry registered title numbers for freehold/leasehold land (and/or copies of any property deeds relating to unregistered interests). These details may be required quickly in the event of proceedings relating to any protest;


Maintain contact details for your immediate neighbours (including the relevant highway authority);


Understand points that are vulnerable to protesters – ti l particularly with regard to common tactics such as locking themselves onto permanent fixtures;


Have a basic understanding of the human rights dimension and the balancing exercise that the courts must apply in relation to protests on public land;


Have a basic understanding of the civil remedies available to help you to maintain control of land/buildings (or recovering control from trespassers). The main remedies are claims to recover possession of land/buildings, and injunctions to restrain the behaviour of protesters (whether to stop them trespassing on land/buildings or to ensure that their conduct remains lawful). Where the identity of protesters isn’t known proceedings can be issued against a defendant referred to as ‘Persons Unknown’; and


In the event of a threatened or actual protest, know h to t contact should legal action who be necessary and ensure that they understand how to prepare for any human rights arguments protesters might raise. West Sussex County Council’s failure to do this led to a delay of several weeks in the early stages of its action to remove protesters from Balcombe.


successfully applied to the court to reduce the minimum period between service of possession proceedings and the hearing of the claim for possession from two days to just 45 minutes. Although that appeared to be a good outcome for the landowner, the protesters sought to have that order set aside on grounds of procedural unfairness. That application failed, but a subsequent appeal against the decision succeeded – resulting in the eviction process being delayed by about four weeks.

In summary Where organisations have good reasons to suspect that a protest involving trespass is being organised, the courts have powers to grant appropriate restraining injunctions to prevent any unlawful activity. Landowners should take comfort from the fact that clear guidance from the courts in recent years should ensure that, while respecting the basic rights of freedom of expression and assembly, the courts are well placed to bring unlawful protests that overstep the mark to a prompt end. FM Stuart Wortley is a partner at Pinsent Masons LLP, and leads the property dispute resolution team

FM WORLD | 30 JANUARY 2014 |31

23/01/2014 15:14


Rob Cunliffe is senior business development manager, Local Government


n his previous article, Rob Cunliffe explained the various funding streams available to local authorities. Here he looks at how they manage their budgets

council staff – to undertake the work of the council, develop and implement the proposals that meet the needs of the public and the budget available. The procurement team will have a role if outsourcing/ contracting is part of the way LAs deliver FM services. Most FM contracts will follow the OJEU tender process and have to be transparent and decisions evidence-based and well documented.


Council refuse and recycling services are increasingly being outsourced

FM funding at schools and housing maintenance is ring-fenced and they are individually in control of those budgets. Because of this, schools can make their own decisions on how to buy FM services, although the LA will offer FM services to schools – either in-house or through outsourced contracts. The housing maintenance is usually delivered through an outsourced partner dedicated to social housing maintenance. For the LAs operational property they will pull together all the funding streams into a capital and revenue budget, which is split between departments. Typically, these are adult social care, children’s, leisure, transport, parks, waste and corporate services. Different budget treatments and the political policy will dictate the approach to FM. Budgets for FM can be allocated and managed centrally, recharged to departments or managed by individual departments. However, these arrangements are only an accounting treatment. There is a lot 32| 30 JANUARY 2014| FM WORLD

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of flexibility in how LAs can manage their funding to support different delivery models and innovate to meet the challenge of reducing budgets and an increasing need for services. Developing the FM policy Traditionally, FM services were part of the LA’s Direct Labour Organisation (DLO). These have been steadily externalised since the 1980s. There are different degrees of externalisation in LAs and a number of factors including political bias and organisation themes/strategy affect the historical and future direction. LAs have differing political attitudes towards outsourcing that can drive the FM agenda in a particular direction. This can range from externalising the whole property and FM department to retaining all services in-house. Most LAs nowadays have a blend of in-house service provision and outsourcing, but there is not a predominant theme. Tough financial challenges are driving LAs to innovate in how they provide services; this affects FM as the services are delivered to property. Themes include:

Co-operatives and mutuals – whereby the third sector or community groups manage and provide public services; ● Commissioning – where the LA commissions whole services either in-house or outsourced; or ● Arm’s length or shared services – where public services are jointly provided. These themes can have a direct and indirect impact on how LAs provide FM services to the departments. Therefore, FM policy is not always set directly by the officer responsible; it can be set indirectly by the choices the LA makes about how to provide public services. ●

Making decisions about FM Decision-making in LAs has to be transparent and well documented. LAs make decisions at cabinet meetings where elected councillors debate and vote in a similar way to how Parliament agrees on bills. It is the duty of the officers – paid

What is FM in LAs? Facilities management in LAs is varied but not dissimilar to the industry norms that we understand FM to be. There are property services or estates departments that will manage the building maintenance or ‘Hard FM’ functions and there is a facilities department that will provide the ‘soft FM’ and support services. In some cases for outsourced services like vending, the procurement department, and not a FM, will manage the service. There could also be other support services attached to either department including water features, paddling pools, grounds or parks maintenance, porters and drivers. Catering for schools is generally a separate contract or down to each school to provide. Reprographics would be the responsibility of the IT department. Next issue: The different FM delivery models used by local authorities

“LAs have differing political attitudes towards outsourcing that can drive the FM agenda in a particular direction”

23/01/2014 12:42



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



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

The government has ambitious are power-generating systems up technology, with a massive lift in targets for microgeneration as to 50kW – solar photovoltaics, demand in 2011/12, in contrast a key component in the UK’s micro windpower, micro to the relatively low and slow energy mix over the next 10 hydropower and solar thermal market acceptance of micro CHP years and beyond. The closure of up to 45kW/h; micro combined and hydro technologies. While the remaining coal, gas and oilheat & power, biomass boilers, the growth in the market may fired power stations that opted heat pumps (ground source and provide work opportunities for out of the Large Combustion air source) and solar thermal. installers, most equipment in the Plant Directive by April 2015 will Solar PV is the dominant UK is supplied from overseas. Source: AMA Research leave a significant shortfall in the UK’s power-generating capacity. COAL 21% In accordance with the Microgeneration Certification Scheme there are seven GAS 56% existing technologies RENEWABLES 14% eligible for support and also for payment under the Feedin Tariffs and NUCLEAR 5% Renewable Heat Incentive OIL 21% schemes. These

Category of worker

Hourly rate from 1 Oct 2013

Aged 21 and above


Aged 18 to 20 inclusive


Aged under 18 (but above compulsory school age)


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



Source: PwC, HSL

33_Insight.indd 33


13 10 7

4 2


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




Reducing stress-related sickness absence by even 10% could save UK businesses up to £1 billion a year, says the government’s Health & Safety Laboratory (HSL). Sickness absence is costing UK businesses nearly £29 billion a year, a rise of £1 billion over the past two years, according to a study by Pricewaterhouse Coopers (PwC). It shows that the increase is the result of average sickness absence rising to 9.1 days for each employee – up 5% since 2011. Work-related stress accounts for about a third of all sickness leave in the UK. Government reports suggest that since 2005 longer-term absences caused by stress have gone up, while short-term absences have gone down. Any reduction in such absences would have a big impact on ANNUAL COST OF the cost burden to the UK as a SICKNESS ABSENCE whole. TO UK BUSINESSES



Source: (



Consumer Price Index (CPI): The Consumer Price Index (CPI) annual inflation grew by 2.0% in the year to December 2013, down from 2.1% in November. The largest contributions to the fall in the rate came from food and nonalcoholic drinks. The overall price increase for gas and electricity was slightly larger than the rises a year earlier resulting in a small upward contribution to inflation.


Source: Bank of England (


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


Source: HM Treasury (

Preliminary results from the International Powered Access Federation (IPAF) database reveal that there were 53 fatalities worldwide in 2013 involving mobile elevating work platforms (MEWPs), also known as aerial work platforms (AWPs). The main causes of death were: overturn (16), fall from height (13), entrapment (10), electrocution (7), impact with MEWP (4) and falling object (2). In one case the cause was not known. Nearly half of the reported deaths (26 or 49%) involved mobile booms (3b), 14 (26%) involved mobile verticals (3a) and 11 (21%) involved static booms (1b). In two cases (4%) the type of machine was not known. Source: IPAF

FM WORLD |30 JANUARY 2014 |33

23/01/2014 17:18



Hayley Harris is an associate in Berwin Leighton Paisner’s real estate disputes team


tenant who installed air-con units on the landlord’s roof without consent was trespassing. But the court decided against awarding damages. Hayley Harris explains why


place the air-con apparatus on the roof. The court’s approach Although the trespass only lasted until 2010 when the leases were assigned, the landlord argued that neither it nor Stinger would have known that at the time the hypothetical licence would have been granted in 2007. The landlord argued that Stinger would have sought a permanent permission (capable of benefiting a purchaser of the flats), and would have paid a six-figure sum for the privilege. While this may have been true, the court held this was not the correct basis of assessment. The amount of damages had to equate to the sum Stinger would have hypothetically paid for a licence covering the actual period and extent of trespass that occurred, regardless of whether the parties would have known the duration at the outset or not. It was held that Stinger would have only paid £6,000 for

Using an empty storeroom, basement or roof space in your landlord’s building may seem harmless. After all, no one else is using it, and you can always move your kit out if asked. But straying outside of your demised area is a trespass and would entitle a landlord to damages, even where it has suffered little or no loss as a result. In a recent case, the court confirmed that the amount of damages a tenant should pay in this situation is the same amount that the tenant would have hypothetically paid the landlord for permission to use the additional space. However, turning the tables back slightly in the tenant’s favour, the court also confirmed that, where the trespass turns out to be short-lived, the amount of damages should only equal the sum the tenant would have paid for a temporary licence to use the space for the period of the actual trespass, not the amount if would have paid for a permanent permission (which will often cost much more). The court also held that, while “aggravated” damages may be awarded in cases of trespass where the defendant’s conduct warrants it, they cannot be awarded in favour of a company – only an individual.

rented two flats. Then in 2008, Stinger replaced these units with new ones. Both the 2007 and 2008 installations were undertaken without proper permission and constituted a trespass to the landlord’s land, which lasted until Stinger assigned its leases in 2010 and the new tenant obtained consent to install aircon equipment The landlord only suffered £1,716 of actual loss from the trespass (the cost of removing the offending kit), but it sought to recover from Stinger a far greater sum by way of compensation based on what Stinger would have hypothetically paid the landlord at the outset for permission to

Key facts In 2007 the tenant company (Stinger) installed airconditioning units on the roof of the mansion block in which it

“The court refused to award aggravated damages on the basis that the landlord was a company”

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a temporary licence until 2010, so that was all the landlord was entitled to. The landlord sought to increase its compensation by seeking aggravated damages. These can be awarded where the defendant’s conduct has been high-handed or oppressive and caused injury to the claimant’s feelings. Here, Stinger had been found to have behaved unreasonably, specifically when installing the 2008 air-con units. Despite this, the court refused to award aggravated damages on the basis that the landlord was a company, and so had no feelings to injure. The court confirmed aggravated damages are only available for individuals. Comment On the one hand, this case is bad news for tenants, as it confirms they are still liable for damages in circumstances where their trespass has caused the landlord minimal loss or inconvenience. On the other hand, using the “hypothetical negotiation” as a measure of damages will only get landlords so far. There is still an overriding requirement for damages to compensate a landowner for the loss suffered in the sense of what the trespasser has, in reality, gained from its trespass. It is for this reason that the actual duration and extent of the trespass must form the basis for any measure of compensation. Of course, it is far better to seek permission from a landlord before you use additional space in its building, not only to avoid a costly damages claim, but also to avoid forfeiture proceedings in circumstances where the trespass constitutes a breach of lease. FM

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Jon Arnold, enterprise sales director at Daisy Group


he shift towards globalised business has important security ramifications for companies moving data to cloud storage. Jon Arnold outlines the facts FMs need to consider


Data is arguably the most important asset for any business. Over the next few years organisations will continue to expand. Global offices are already the norm for large companies. The rise in remote working also means a surge in the demand for easy access to the business’s documents. Personal cloud storage has been around since the early 2000s. It was in 2006 when Amazon launched the first widely accessible cloud computing infrastructure service. Its evolution continued with the development of browser-based enterprise applications. Businesses are now able to store documents and data easily, while making everything accessible to anyone across the world with access. Unlike some technology trends, which come and go quickly, the cloud services market will continue to grow over the next 18 months as more organisations embrace them. A large proportion of businesses have already realised the benefits of cloud computing. Two of the most popular services are Dropbox and Google Drive,

both of which offer a business service in addition to personal accounts. But with free cloudbased solutions, factors such as reliability, encryption and security need to be considered. Free or unlimited cloud storage offers can become disputable because it’s possible that files can become corrupted or unavailable. Consequently, organisations are increasingly willing to invest in a paid cloud storage service to ensure that their data is protected. The cloud is a virtual network, but providers are able to store data within highly resilient data centres, making it a more secure option than storing it on site.

Understandably, businesses will have initial concerns over storing data in an intangible space. But stringent security measures ensure that a cloud solution is probably more secure than storing data in an on-site server or desktop. Ultimately, providers are able to invest far more in security than average businesses can, enabling them to act as safe houses for the data.

Security myths Although trust in cloud-based platforms is increasing and anxieties are diminishing, the myth still persists that the service has certain security flaws. There is a belief among some consumers that firewalls are incompatible with cloud solutions, but this isn’t the case. They act as the most obvious form of security. Providers often adopt a layered approach in terms of security, in particular, physical security. Highly tiered


WHAT IS DATA ENCRYPTION? Encryption is the conversion of data into a form called ciphertext. This involves using sophisticated computer algorithms that rearrange the data bits in digital signals, making the data unreadable by a third party. A specific decryption key is required to retrieve encrypted

data. The key essentially unlocks the work done by the original encryption algorithm. Ciphertext is technically different to coded data. A code is a way to represent a signal without making it secret (Morse code is an example), while ciphers could include scrambled voice signals.

“There is a belief among some consumers that firewalls are incompatible with cloud solutions, but this isn’t the case. They act as the most obvious form of security”

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data centres that feature rigorous access control procedures and sophisticated surveillance systems are often used to ensure sensitive information is kept safe. Another myth about cloud security is that other customers using the service have access to your data whenever they like. Data is actually segregated and storing it in the cloud is no more dangerous than housing it within on-site premises.

Decipher the message When securing data stored on a cloud platform it is important that an organisation encrypts its sensitive information, especially considering that hacking is prevalent in the modern business environment. To ensure that the data is kept private, it needs to be encrypted in flight over the internet, while in use and while in being kept in storage. Businesses need to establish whether their cloud service providers will encrypt the data and text for them, or whether they are expected to do it themselves. Encryption software will increase the number of steps for the end user to access the data; they will need the software and the correct decryption key to read the secured documents. Retaining control of encryption keys will ensure that the business is still in control, even when data has left its building. In addition, to prevent the risk of infringing any data protection laws, it is also worthwhile opting for a provider that only owns data centres domiciled within the UK. Despite the cautious steps business is taking, it’s important to remember that it isn’t essential for companies to encrypt all their data – just the most important or most sensitive material. FM FM WORLD |30 JANUARY 2014 |35

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ard copies can’t be eradicated, but businesses could be embracing digital and paper in a ‘paper light’ environment


Everyone does it. Even the most meticulously organised of us. Every couple of months, you sort through that mountain of paperwork on your desk. There is a strong chance that up to half of it is recycled. The other half is put in a storage unit or cupboard. It’s out of the way. Did it even need to be printed in the first place? In an article from the 14 February 2013 issue of FM World, Richard Costin at Banner Business Services estimated that 23 per cent of all office space, where every square foot matters, is still devoted to storing paperwork. Costin also extolled the virtues of recycling old paperwork to provide copier paper, in what he described as a ”closed loop” document management system. “[Closed loop] allows businesses to store and archive data from ‘cradle to grave’, with the potential to convert records into recycled paper at the end of their life cycle,” explained Costin.

Paper free But despite the environmental benefits (paper can be recycled up to 22 times, if the recycled paper is combined with virgin paper), a closed loop paper system does not address the

issue of printing behaviour in the workplace. Trying to impose a ban on paper in the workplace is idyllic, perhaps even a utopian dream. In reality it never works. “This is never the answer,” explains Phil Greenwood, director at Iron Mountain. “Trying to implement a cultural change is difficult. Take this interview, for example. I have printed out my notes, as it is more practical for me to refer to. “It [a ban on paper in the workplace] also doesn’t address what to do with the legacy paper archives you’ve already built up. “People keep information close to hand because they want to refer to it regularly or get to it quickly. You need to offer them an acceptable alternative that combines ease of access with the benefits of secure storage and management.” The main issue businesses face at the moment, says Greenwood, is not creating paper-free environments, but restoring order. “There is still so much inefficiency in businesses in the way documents are stored, categorised and archived.” “I believe that the best way forward is to embrace digital and paper in what I would call a ‘paper light’ environment. Going paper light is about gradually reducing

“Trying to impose a ban on paper in the workplace is an idyllic, perhaps even utopian dream. It never works” 36| 30 JANUARY 2014| FM WORLD

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your dependence on paper, introducing a managed and costeffective digitisation programme and taking your employees and processes with you every step of the way.” “Identify and collect the ‘inactive’ paper – those documents that you no longer need or are unlikely to access. Get them out of the office into a secure environment where the paper can be managed against defined retention periods but still accessed if required.” The organisation will also profit from the square footage that was previously taken up by storage space, says Greenwood.

Organised chaos For all the benefits of using cloud-based storage (see page 35), Greenwood believes it is unnecessary to upload, store and securely (and expensively) encrypt every single document. “There is a tendency to throw everything online. You will hit the limit quickly, particularly for the free or cheaper services on offer.” Going paperless by uploading all physical content to a cloud network isn’t as simple as scanning

in each document. Every file will need to be indexed with tags and keywords in order to facilitate an effective search function. Without this, finding a document will be no easier than rummaging through the basement storage space. “Organisations tend to find that only 10 per cent of documents are required to be seen by the global business,” says Greenwood. John Culkin, director of information management at Crown Records Management, concurs that digital archiving needs careful consideration. “Without knowing what information is held by an organisation and what are vital records or other documentation, it’s going to be difficult to manage the life cycle of any documentation effectively. This makes even one of the most basic tasks of records management – retention periods – difficult to undertake when defensible destruction of records surplus to requirement is often a key regulatory requirement.” Digital archiving of destroyed records after the retention

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access to can be kept on site, but in reality the essential documents are a very small proportion of what is in storage,” says Greenwood.

Clear focus

period has expired is useful, but it is a quick-fix alternative to sifting through important and redundant documents. “The widespread promotion of big data, cloud and digital or web services seems to assume that the more basic and less technical information management practices are already in place, but is this true? One of the oldest adages in computing is ‘garbage in, garbage out’. But what if you don’t know what is garbage and what is vital information? Putting your ‘garbage’ into the cloud is not a solution, yet many technology vendors are prescribing something similar,”says Culkin.

Golden retriever There is not a one-size-fits-all model for completely removing physical documents from the workplace. Legal, financial and other professional organisations require a prompt retrieval service if off-site documents are required. It is the case with most providers that a 24-hour retrieval service can be put in operation; for more urgent documents, a same-day delivery service is provided. “The files you need immediate

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Green policies can often cloud one’s judgement. For all the environmental legislation and incentives, the business’s other priorities can be obscured. “Only when an organisation considers their systems, information and people together as a package, will they be able to start understanding whether the information they hold really is the vital lifeblood of their organisation and if it’s healthy or needs a transfusion,” explains Culkin. “FMs, both in-house and service providers, need to drive the call for efficient information management,” says Greenwood. “Paper light is not about perfection, it’s about progress. Many firms struggle to manage their paper legacy in an increasingly hybrid information landscape where information often moves freely between paper and digital formats. There is a temptation to tear up the past or make everything digital. However, the everyday reality of the workplace, where printers and photocopiers hum away in every corner and desk drawers overflow with long-forgotten print-outs, suggests that paper will remain with us for some time,” he adds. Off-site document management can be the catalyst for a more productive and effective workplace, but only if the organisation doing it also includes the routine review of document management policy. FM


STOP THE PRESS The British Library is to complete a seven-month relocation of its newspaper collection from its current base in Colindale, North London, to its Newspaper Storage Building at Boston Spa, West Yorkshire. The collection includes more than 300 years of local, regional and national newspapers, totalling an estimated 750 million pages. Although this isn’t the first major relocation of documents to a new site, the fragile nature of this collection, in addition to the requirement of public access, make this move particularly unusual. The new storage facility will have full temperature and humidity

control, kept at a constant 14 degrees Celsius and at 55 per cent humidity. The store will be dark and levels of oxygen in the airtight storage unit will be reduced to 14.6 per cent, eliminating fire risk. No staff will be permitted to enter, instead they will rely on an automated storage system to deliver items through airlocks to an adjacent retrieval area. Once the print newspapers have moved to Boston Spa, access to newspaper content will be by microfilm or digital copies made available in a dedicated reading room at the British Library’s main St Pancras site.

The British Library’s newspaper collection will be kept in airtight conditions

Jamie Harris is FM World’s reporter. FM WORLD |30 JANUARY 2014 |37

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Early-bird savings You can now secure your tickets for the ThinkFM conference – brought to you by BIFM with headline sponsor Workplace Law. Taking place on Tuesday 13 May at Kings Place, London, ThinkFM will be focused on ‘The workplace and beyond: facilities management’s impact on business, the economy and society’. The conference will now offer one stream of dedicated content that addresses how successful facilities management (FM) can impact not just the financial and productivity performance of businesses but also their social agendas. It will also look further at the wider influence that FM has on the economy and society. Facilities management must raise its strategic profile within business by ensuring its alignment to and enablement of business objectives, this conference will support FMs in hearing how to engage on these levels but also for business leaders in demonstrating how FM can form a key component in meeting business goals. Speakers will cover topics around workplace, education, healthcare, energy and infrastructure. View the agenda at programme. Daisy McAndrew, former chief political correspondent and economics editor for ITV News, will chair the conference and spark debates with our expert speakers. The conference will be covered by ITN Productions, with selected content to be used in the upcoming BIFM TV programme. ThinkFM will host the premiere of BIFM TV, which will be shown for the first time during the evening drinks reception.

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Daisy McAndrew (below) will chair the ThinkFM conference on 13 May

Select speakers include: ● Peter Cheese, chief executive, Chartered Institute of Personnel and Development ● Chris Kane, CEO, BBC Commercial Projects ● Lord Redesdale, CEO of the Energy Managers Association, the Carbon Management Association. and the Low Energy Company ● Prof John Hinks, global head of innovation, corporate real estate and facilities management at Zurich Insurance BIFM and Workplace Law members can secure their place for just £299+VAT if they book in the early-bird period (ending 14 March). Non BIFM-members are welcome to attend ThinkFM for £349+VAT if they are an early bird. There are also special

discounted rates available for CIPD members, BIFM volunteers, charity employees, students and unemployed delegates. Full details are available through New for 2014 The ThinkFM mobile app will help you navigate the conference and enhance your visit with detailed speaker and session information, delegate networking opportunities and sponsor profiles, making ThinkFM a sustainable paperless conference. Search ‘ThinkFM’ on the app store. Confirm your place now for ThinkFM 2014 at www.thinkfm. com/book. i For further details visit www. or contact BIFM at or call +44 (0)1279 712 640. @ThinkFM. If you are interested in getting involved with ThinkFM through sponsorship please contact Mark Nicholas, mark., +44 (0)1279 712 630.


Entries open The BIFM awards are the pinnacle of excellence in facilities management. Entering gives you the chance to be recognised for everything you, your team, your

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

project or your organisation has brought to the FM profession and beyond in the following categories: ● Excellence in Customer Service Demonstrating effective solutions that are sustainable, customer and business-driven. ● Excellence in Product Development All products are considered with equal merit from the simplest and cheapest to the most technically advanced. ● Facilities Manager of the Year Recognising outstanding personal and professional performance in FM. ● FM Excellence in a Major Project A project that makes a significant contribution to almost every aspect of an organisation’s operating style, affecting the majority of employees. ● FM Service Provider of the Year Recognising outstanding service delivery and excellence. There will be an award for an SME provider and an award for a large organisation. ● Impact on Organisation and Workplace Working environments which are functional and desirable, making a positive contribution towards job satisfaction and productivity. ● In-House FM Team of the Year Recognising the outstanding contributions made by a team in organisations, large or small. ● Innovation in the Use of Technology and Systems Recognising the best technology innovation in FM – it can be simple and inexpensive or the most complicated rationalisation. ● Learning and Career Development Recognising FM organisations or internal FM teams which can provide demonstrable commitment to improving their FM people. ● Profound Impact The profound impact created and delivered through FM best

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

practice during the past five years for the benefit of society and the economy. ● Rising Talent in Facilities Management (new for 2014) Recognising a professional who has made a significant contribution to their organisation and the FM profession. ● Sustainability and Environmental Impact Rewarding the outstanding ongoing delivery of sustainable and environmental initiatives. How to enter Full details on each award and criteria are available in the entry guidelines document and on the awards section of the BIFM website ( awards2014). Entries close on 2 May 2014 (FM of the Year closes 27 June). Finalists will be announced in August and the winners will be crowned on 13 October 2014 at the ceremony taking place at the Grosvenor House Hotel, London. i If you are not sure about eligibility, or have any queries on criteria please contact the Awards team on +44 (0)1279 712 640 or email #BIFMAwards


Inaugural event The deputy chairman of BIFM, Liz Kentish, and husband David, recently visited the United Arab Emirates on holiday and took the opportunity to meet BIFM members based in Abu Dhabi and Dubai. Liz said: “The BIFM has members across the globe in more than 60 countries. This is the first time I’ve visited the UAE and I am amazed by its growth and vibrancy, most obviously in the fantastic new buildings that constantly seem

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Bryan Precious is community development executive at BIFM


013 saw a great contribution made by BIFM’s regional and special interest group (SIG) committees for the benefit of our membership. They delivered more than 100 events for the benefit of BIFM members. Being a volunteer is not only an opportunity to help others, but also provides you with an opportunity to learn new skills from other professionals, broaden your networking circle and have fun with like-minded professionals. Nick Fox, south-west region secretary, said: “I have found that being involved with the BIFM locally and nationally has helped me grow as an individual, meet new people, grow my network of contacts and, importantly, improve my continuous professional development”. BIFM volunteers contribute to the institute in a wide variety of ways:


Becoming a committee member on a region or SIG. This could be through becoming a chair, deputy chair, secretary, treasurer, events co-ordinator or committee member ● Being a FM technical expert; ● Taking part in ‘FM Leaders Forums’; ● Becoming a BIFM board member; ● Writing articles for BIFM pages of FM World; ● Promoting FM in schools, colleges, universities and places of employment; ● Reviewing papers and Good Practice Guides in your area of expertise; ● Speaking at regional SIG and national events; and ● Helping to author new publications. ●

With 25 regions, branches and SIGs and many other opportunities to get involved there is something that will appeal to anyone wanting to get involved in supporting BIFM and the development of FM as a profession. Current opportunities to get involved: The procurement SIG is re-launching itself in 2014 and is seeking two volunteers to join the committee to complement the skills of the current committee members. They would be particularly interested in hearing from individuals, qualified to a minimum of MBIFM, possessing strong public sector procurement and supply chain management experience and/or procurement as their primary function. The East Region committee is also looking for a new chairman (who would also represent the region on members’ council) and committee members to support and develop a programme of events across the region in 2014. They would also like to hear from you if you would be willing to host or sponsor an event in 2014.


i If you are interested in volunteering in any capacity please contact Bryan Precious at BIFM would like to thank our network of volunteers who enable the institute to support and grow the FM profession.

FM WORLD |30 JANUARY 2014 |39

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to appear. It was great to meet and exchange views with our members who are responsible for managing a large number of these buildings. The topics discussed were wide-ranging but it is always interesting that a lot of the challenges facing facilities managers are universal and not region or country-specific.” On 8 December members met at Sowwah Square at Al Maryah Island in Abu Dhabi. Darren Angelaki King, head of facilities management, Sowwah Square, Serco Middle East, kindly provided a tour of Sowwah Square and shared insights into managing the facility. Liz then talked about her experiences in facilities management and updated members on developments at BIFM. On 5 January members met at AECOM’s head office in U-Bora Tower, Business Bay, Dubai. A big thanks to Linda Engström Condon from AECOM for facilitating the event that featured a Q&A with Liz, followed by networking. MEMBERSHIP

Corporate members BIFM welcomed the following corporate members: Centigen Facilities Management – FM service suppliers ● Greenspace Solutions – product supplier ● Jaguar Building Services – FM suppliers ● Just Hire T/A Network Waste – product supplier ● Navman Wireless UK – product supplier ●

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OCS – in-house FM team ● Panztel – product supplier ● Pro Integrated Facility Services – FM service suppliers ● Propertyserve – FM service suppliers, contractors ● Southampton Solent University – consultant ●

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


Women in FM The second joint BIFM Southern Ireland and CME Women in FM event took place on 4 December, hosted by Aine Mulcahy and Denise Molloy of OCS Ireland. Rebekah Lyons from CME opened the event and introduced Aine Mulcahy, commercial director, OCS. Aine delivered an insightful speech to the group in which she presented some past advertising, highlighting how far OCS has progressed in light of challenging times. She also touched on the challenges of margin squeeze and demonstrated with the aid of a financial model how little profit is made by the industry after all expenses are taken into consideration. Fionnuala Byrne, regional FM NACE Google, closed the event – and reiterated that it was good to see the other side of the coin, as in her role in FM she is often the one squeezing the contractor for the best price. i The next event will be in February. Contact Angela Buckley on angela.buckley@, or Aoife Cooling on aoife_cooling@

errorism, organised and opportunist crime, single-issue extremists and antisocial behaviour are all concerns for FMs. It is not uncommon for FMs to hold the corporate security portfolio, being responsible for the management of guarding and other security contractors. Coping with day-to-day security threats is challenging, and other factors come into play, such as the procurement of guarding contractors and installers, knowledge of the regulatory and licensing laws, determining security policies and procedures, and choosing the right electronic solutions. A key facet of an effective security programme is proactivity. FMs will know of numerous examples of belated business or corporate responses to crimes or other security incidents. Reactive responses may not allow enough “thinking time” to plan, procure and implement the best solution. Too often, the reactive outcome will be ineffective and have only a limited effect – like a sticking plaster on a weeping wound. Consider for a moment a business or organisation that is not pro-active about its security. It has no security policy, no real security measures or programme in place, no security systems, no security personnel, no procedures or contingency plans. In the event of such an organisation suffering a serious burglary or other crime, the management may decide to install CCTV or some other solution but, of course, one type of security asset – be it electronic or human – may not be enough to provide a total answer. There are no “silver bullets” in security. Pro-activity is key, along with detailed risk and threat assessments; security surveys, and knowledge of security principles. An awareness of security trade associations, institutes and other bodies is helpful, as is familiarity with relevant legislation affecting security. If you wish to find out more, join the scores of other FMs, security managers, and others who have successfully taken part in BIFM Training’s two-day security management course and praised it: “Very well balanced and informative. Excellent tutor with a relaxed style, but really got the message through. The exercise was a real eye-opener and overall the course made everyone so much more aware” – estates services supervisor, University for the Creative Arts. “Excellent course that opened my eyes, and I enjoyed working with the other delegates” – assistant building manager, CB Richard Ellis.


Fees are £695+VAT for BIFM members or £835+VAT nonmembers. For a detailed programme or to book please call 020 7404 4440 or email

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FM DIARY INDUSTRY EVENTS 11 February | Workplace Futures 2014 – Making innovation work What can we learn from the leaders in innovation – those who have delivered lower costs, greater efficiency, improved employee wellbeing, reduced impact on the environment, or benefits measured in other value-adding ways? Join this opportunity to discuss, share and learn. Features case studies from Sodexo and triborough TFM. Venue: The Crystal, One Siemens Brothers Way, Royal Victoria Docks, London E16 1GB Contact: Call David Emanuel on 0208 850 9520 or visit www. 4-6 March | Ecobuild 2014 – Championing a greener built environment This global sustainable construction event connects professionals to help them network, learn and discover new products and find innovative solutions. Ecobuild hosts the most comprehensive showcase of sustainable construction products in the world. Venue: ExCeL London, 1 Western Gateway, Royal Victoria Dock, London E16 1XL Contact: Visit 11-13 March | Facilities Management 2014 A new facilities management show, organised by easyFairs UK. Seminars, learnShops, and the Lions’ Lair, where exhibitors will have four minutes to pitch their product to a panel of expert judges. Venue: National Exhibition Centre, Birmingham Contact: Visit fmnec2013 18-19 March | IFMA Facility Fusion 2014 A high-level facilities management education, leadership training, industry-specific best practices and all-inclusive expo. Venue: Ottawa, Canada Contact: Visit www.facilityfusion. 7-10 April | Ergonomics and human factors 2014 Organised by the Institute of Ergonomics and Human Factors. Full programme to be confirmed. Venue: The Grand Harbour Hotel, Southampton Contact: Visit 35| 4 JULY 2013| FM WORLD

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

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: 17-19 June | Facilities Show 2014 – 15 years at the heart of the FM industry Organised in association with the BIFM, Facilities Show has established itself as the leading meeting place for the industry. Opportunities to connect with peers and colleagues, see solutions from over 400 suppliers and gain insight from influential industry experts. Venue: ExCeL London, 1 Western Gateway, Royal Victoria Dock, London E16 1XL Contact: Visit 17-19 September| IFMA World Workplace IFMA’s World Workplace Conference & Expo is the largest, most long-standing and wellrespected annual conference and exposition for facility management and related professions. Each year offers a new experience, addressing challenges and strategies that are universal to every facility type, shape and size. Venue: New Orleans, LA, USA Contact: Visit CHANNEL ISLANDS REGION 5 February | Energy management and efficiency Daikin Industries speak on energy management and efficiency. From 11.30am. Venue: Barclays Bank, Library Place St Helier Jersey Contact: Susan Leonard at LONDON REGION The BIFM London region holds its monthly CPD events on the first Tuesday of every month. Contact: groups/regions/london/events NORTH REGION 4 February | Merseyside network event – Liverpool ONE Hosted by Chris Grundy at Liverpool ONE, looking at the issues they face with PPM in the

retail and hospitality environment. Building fabric manager Chris Lee will be giving a presentation, followed by a workshop. Venue: 5 Wall St, Liverpool L1 8JQBusiness Park, Whiteley, Hants, PO15 7PA Contact: Don Searle at donsearle@ or visit www.tinyurl. com/ococeh5



or sent for waste. More speakers TBC.

26 February | Innovation in FM debate An evening of discussion on whether FM suppliers bring innovation to their clients through the life of the contract. Venue: EDF Energy, 329 Portland Rd, Hove, East Sussex BN3 5SU Contact: Email Ian Fielder at 26 March | Legionnaire health and safety Evolution Water Services is to run a portion of its course material that will be beneficial to BIFM members. Followed by a question and answer session with the speakers. Venue: Specsavers, Forum 6, Solent Business Park, Whiteley, Hants, PO15 7PA Contact: Email Ian Fielder at 30 April | Benchmarking: tool or torture? A debate on benchmarking. Why do so few organisations use benchmarking tools? Venue: Chichester – TBA Contact: Email Ian Fielder at 18 June | Health and Safety – Electrical and mechanical non-intrusive testing 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 or call 07795 181009 SCOTLAND REGION 20 February | Corporate members – meet the Scotland Region committee A chance to meet BIFM Scotland, with BIFM CEO Gareth Tancred. Venue: Glasgow, TBC. Contact: Jimmy Gilchrist at jimmy.

25 February | Dorset evening seminar From 6pm. Presentation from sponsors Waldmann Lighting, who will be discussing energyefficient office lighting, and Plastic Surgeon, who will be showing what can be done with assets to save them from being destroyed Venue: Executive Business Centre, Lansdowne Campus, 89 Holdenhurst Road, Bournemouth BH8 8EB Contact: Email Nick Fox at or visit 14 March | Quarterly training day – FM strategy The detailed programme still TBC. A number of speakers in the morning session, followed by an afternoon interactive workshop. Venue: Bristol Hilton Hotel, Woodlands Lane, Bradley Stoke, Bristol BS32 4JF Contact: Email Richard Greaves at or visit SPECIAL INTEREST GROUPS 5 February | FM’s role in workplace productivity Information TBC. Venue: Cushman and Wakefield, London Contact: clairesellick@btinternet. com 28 February | Developing FM’s understanding of BIM and Soft Landings £25 per person. Presented by Steve Beadle, senior technical manager, FES FM. From 8.30 am, a discussion on the government’s 2016 mandatory intent for BIM. Venue: Hilton Strathclyde Hotel, Phoenix Crescent, Bellshill, Scotland ML4 3JQ Contact: Visit www. q4lap9d 26 March | Legionnaire’s health and safety Evolution Water Services Limited is a City & Guilds accredited training centre and intend to run a portion of some of their course material on legal compliance and risk minimisation. Venue: Specsavers – Forum 6, Solent Business Park, Whiteley, Hants PO15 7PA Contact: FM WORLD |30 JANUARY 2014 |41

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THE JOB NAME: Lucy Stephenson JOB TITLE: Facilities manager ORGANISATION: City of London Corporation JOB DESCRIPTION: Overseeing the facilities management for 80-90 multi-tenanted investment properties within the Square Mile and the West End

What attracted you to the job?

Mostly that it was for the City of London, which is quite a prestigious organisation in itself. It’s quite a unique place to work, with the historical side of it. How did you get into FM, and what attracted you to the industry?


TOPIC TRENDS which obviously has an impact as you have objects in the museum. We had a massive bin on wheels, which we filled four times over. The only way to get the water out was to bale it out of the bin with a bucket. I had to get into the bin. It created a lot of mess. The good side of it was that people worked together; people putt tarpaulins out and cleaners stayed late. We all went for a drink after, and I was a complete state, drenched head to toe with spare clothes on.


Ensuring compliance with legislation




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

Dealing with the HR side of things, as it tends to be much more formal and structured. In areas such as recruitment, appraisals and disciplinary procedures, I tend to be more informal in my management style so find this quite difficult. You have to make sure you dot the I’s and cross the T’s.

I came into it in a slightly roundabout way. I’m actually a qualified electrician in theatre lighting, and Which FM myth would you like to put an end to? That facilities managers are all I side-stepped into audio visual the same. Actually, people come and video projection. I ended YOUR BIGGEST CHALLENGE ... from all kinds of backgrounds. up working at the Museum Some people come from a more of London Docklands as an “Trying to get people to understand technical background, others audio visual technician for the that despite the fact I’m female, from soft services. I worked facilities department. I understand the engineering and with a lady who had worked My top perk at work is ... her way up from receptionist to technical side of things” Being based at the Guildhall senior FM. is very nice; it’s a beautiful How do you think FM has building. They hold a number of changed in the past five years? old-fashioned ceremonies so, for example, the livery It’s become more recognised as a proper job. People companies all come out on Pancake Day and dress are starting to understand what facilities is about. up in costume, coming down the Guildhall tossing We’re a more up-to-date type of role, rather than pancakes. simply fixing leaks. There’s a lot more on the What’s been your career high point to date? energy management side as well – carbon reduction I worked for eight years at the Museum of London and EPCs. Docklands, which is a grade I listed building at And how will it change in the next five years? Canary Wharf, so I put in some ideas into that, and I think that technology will continue to improve. maintaining that is quite nice because there will There will also be more emphasis on FM being always be a little bit of what I did there. more involved in balancing the books, taking into If you could change one thing about the account budgets and so on.

Introducing/ working with new forms of IT



Working on energy-efficiency initiatives

7 8

Adapting to flexible working

5 4

Maintaining service levels while cutting costs

8 10

industry, what would it be?

The perception that FM costs money when, actually, it can actually save you money. It might need some investment initially, but a lot of people see that facilities is always an outgoing cost, and we don’t bring in any revenue. Any interesting tales to tell?

When I was working at the museum we had a massive leak that went down through three floors, 42| 30 JANUARY 2014| FM WORLD

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

Training. Take any kind of training you can, whether that’s through someone like the BIFM and all the training courses they offer, or much more informal training. I don’t suppose there’s a facilities manager that would mind someone following them and finding out what they do. There’s a lot to be said about learning what the day-to-day job is about.

Adapting FM to changing corporate circumstances



23/01/2014 12:45


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

FM innovations ▼ Toshiba AC shortlisted for five awards Toshiba Air Conditioning, a division of Toshiba Carrier UK, has been shortlisted for five awards in the Cooling Industry Awards 2013. The accolades include a shortlisting in the Air Conditioning Product of the Year category for the company’s recently launched SHRM-i three-pipe heat recovery air conditioning system. It is believed to be the most efficient VRF system in the market at part-load conditions. Toshiba’s refrigerant leak prevention and management systems have also been shortlisted in the same category. The technology, which attracts BREEAM points, is being adopted by a growing list of national end users, keen to eliminate the possibility of refrigerant leaks from their buildings. T: 0870 843 0333 W:

▲ OCS with Malaysian investment fund

▼ Jangro moves for Macmillan Jangro, the UK’s largest network of independent janitorial supply companies with 41 member companies across the UK, has seen those companies working together for Macmillan Cancer Support. The fundraising started with a head office staff sponsored walk around the Pennine Moors in Lancashire which raised £1,252. Mark Cullumbine of Ace Janitorial in Sheffield organised a poker tournament that took place six metres underwater, raising £6,000. Hygiene Cleaning Supplies Morecambe raised £1,250 with a sponsored swim. Kyle Macintyre ran the Edinburgh Half Marathon, raising £500 for Co-An UK Ltd Jangro’s Perthshire member. T: 0845 458 5223 E: W: or www.

In December 2013, international facilities services provider OCS Group signed a UK joint venture agreement with THP Sinar, the property management arm of Tabung Haji, the Malaysian investment fund that has over £8 billion of assets under management. Under the terms of the deal the new joint venture will provide building management and facilities services for the growing portfolio of UK assets owned by Tabung Haji, as well as developing new business to manage other Malaysian-owned buildings in the UK. Tabung Haji has reportedly invested around £370m in UK property assets in the past 18 months. The London portfolio comprises the City offices of law firm SJ Berwin at 10 Queen Victoria Street EC4, which Tabung Haji acquired in September 2012, and 151 Buckingham Palace Road SW1, purchased in 2013. W:

▲ The intelligent Fireco Freedor Leading fire safety innovator Fireco introduced a wire-free device, Freedor, which holds fire doors open at any angle but automatically closes the door when the fire alarm sounds. Simple, neat and unobtrusive, Freedor is easy to install in new buildings and retrofit. With a battery life of between 12-18 months, it also comes in a number of finishes including chrome, brass and stainless steel, allowing it to fit into your decor. Fireco’s Freedor swings open freely and then can be left in any position, but will close automatically when it hears a fire alarm, preventing the spread of fire and smoke around the building. It can be installed for right and left-hand swing doors and has a night-time release facility. T: 0845 241 7575 W:

▶ Another win for LCC LCC Support Services has won its fourth Golden Service Award, this year for cleaning excellence at the Grand Arcade shopping mall in Cambridge. The award was received by Lawrence Tew, LCC’s key account director, and director of operations Paul Lunn. LCC has been winning Golden Service Awards for 20 years in a range of sectors including Offices, Use of Technology and Education. Winning client sites are SmithKline Beecham and The Cambridge College. LCC has also won for its exclusive IBMS client management technology system. T: 01865 865549 E:

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

Mark Piacentini Fire and Security Manager

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23/01/2014 12:48


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


Contract Cleaning The FM Network would like to introduce their Contract Cleaning division. We have dedicated consultants that specialise in recruiting for the Contract Cleaning industry. Operating across all aspects of cleaning, commercial, industrial and transport, etc. Whether you are looking to recruit Business Development Professionals, Site/Regional Managers or Directors we can help. Specialising in Middle Management to Director level roles The FM Network, work with the industry’s top talent and cover all aspects of the market on both sales and operations. All our candidates are fully screened and reference-checked to ensure that we are providing the best candidates in the market. Our recent successes include:

Sales Director Bid Manager Operations Director Regional Director Regional/Site Managers National Contract Manager Business Development Manager If you have a specific cleaning requirement or are looking for your next opportunity then please contact Patrick Farrelly on 0121 450 5000 or email

0121 450 5000


* *according to a recent survey

44| 30 JANUARY 2014| FM WORLD

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23/01/2014 15:43

Senior Facilities Manager £50k pa, company car, pension contribution & bonus potential Based Luton, Beds


natural choice

This is a great opportunity to lead a nationwide Facilities Management team with your time split between our 60 restaurants and our Luton Support Centre of½ce base, requiring a certain amount of ¾exibility. The T.G.I.Friday’s brand provides an authentically American fusion of craveable food and drink, atmosphere and exceptional service. Few offer a total package like ours… atmosphere, guest obsession and enjoyment. We believe that our people are our family, our guests become friends and our competitors envy us. You will take full day-to-day responsibility for all aspects of the TGI Friday’s UK core estate Facilities, including Safety, PPM, Reactive Repair, Asset Management and all relevant supporting systems and processes. Reporting to the Property Director, you will be supported by a ½eld Facilities Manager and centrally based Facilities Co-ordinator, whose development will be part of your key responsibilities.You must already have management experience within Facilities, operating in high volume casual dining environment, with relevant technical quali½cations.

in FM recruitment

It’s inevitable that T.G.I.Friday’s will become a big part of your life, with enduring friendships resulting from the close team spirit. We all work like one big engine. With constructive guidance from all quarters our aim will be to ensure you achieve your full potential.You’ll soon learn what you’re doing right as well as wrong, because with regular reviews we all know where we stand and what our objectives are. We believe in you, we believe we are the best because you are the best at what you do! We will help you achieve your full potential whilst ensuring you have a balanced work and home life.

Please send your CV and covering letter to David Carroll at

TGI QPV.indd 1

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

PLAN YOUR NEXT MOVE 23/01/2014 15:42

on the move


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

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NO 2



THE BEET GOES ON According to a report in Canada's The Globe and Mail newspaper, the municipal services department of Williams Lake in British Columbia has been trialling an alternative to normal de-icing products – made from beet juice. The city, which has to deal with an average annual snowfall of 192cm, is using beet juice as an alternative to the typical mix of salt and sand. The product, Beet 55, is “a slightly sticky mix of sugar beet juice and saline”. (The product does contain some salt, but far less of it than typical solutions.) According to Darrell Finnigan, the city’s public works superintendent, the city is using 40 per cent less salt on the road and has also greatly reduced the amount of sand spread on streets. Meanwhile, back in the UK it's been a wet rather than snowy winter thus far – as Gritit, the BIFM's (BIFM) Service Provider of the Year 2013, will know about in granular detail. It may not use beet juice, but Gritit does deploy a sophisticated system which monitors weather conditions, tracks service vehicles and thus helps supply a full audit trail of completed service. With this information, Gritit provides audited information on sites it has visited to refute claims brought against clients. No beet, perhaps, but plenty of detail about the route.

We talk a lot about building information modelling (BIM) and how computer-generated images of potential developments can be composed on CAD systems – but far less about simulating such developments in real life. Wouldn’t it be good if we could see such developments – a new-build or fitout – as it would actually look? Poles and wires positioned to simulate the space taken? Surely that would help give a sense of perspective to the space under discussion? In a recent article in The Guardian, Oxford city councillor James Fry is reported as being behind a trial of just such a solution for showing how a new housing development will look to local residents. “Our current planning system makes it very difficult for the public to actually see what is going to be built,” says Fry, who represents the city’s

North ward. “You've got to navigate the website, track down the application and find the architects’ drawings, which can often be hard to understand in context. Even council planners have difficult understanding architects’ drawings.” The trial takes place this week on a car park site to the north of Oxford. Seventeen units of affordable housing in three-storey blocks are planned for the site, where eight telescopic metal poles will be put in place and public comments recorded to feed into the planning decision. “Whether house extensions or tower blocks, many residents are shocked when they see the actual scale of developments that have been approved on the basis of drawings,” says Fry. ”Anything that makes it easier to understand the reality of the proposal should only be encouraged.“ Interesting stuff.

TWEET OF ENDURANCE Herne Hill Station. We’re on a train into London and it’s packed. No one can move their arms, such is the crush. The doors are open, and there's a vague voice coming over the loudspeaker out on the platform. A few people disembark, the rest of us stay in situ. Then, another announcement. More commuters get off, and it turns out the message is as follows: “If you want to get into London, get off the train on Platform 1 and get the next train on Platform 2.” Why isn’t this announcement going out on the train itself? Why can't the train operators’ employee, resplendent in hi-vis yellow, tell us anything? For

rail operating companies it’s the same old institutionalised inability to communicate in an even basically acceptable manner. Of course, all of the suggested alternative routes into London and the estimated time of points and signal failures are published by the train operator on its Twitter feed. So how about putting a voice to the Twitter feed and using that as a single source of information, whether on phones, over loudspeakers or on the web? In fact, we got to thinking, wouldn’t a multi-platform use of everyone’s favourite microblogging tool have some pretty significant uses in other FM scenarios?



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Happy New Year! This year, we’ve got the largest choice of learning and development services than ever before. Our latest brochure is packed with even more CPD short courses and 2014 booking dates. You’ll also find reference to accredited programmes and qualifications, elearning packages, higher-level executive programmes, inhouse delivery and a wide range of consultancy capabilities. Download now at or for a postal copy please call 020 7404 4440

FEBRUARY 25-27 26 26-27 26-27

Understanding FM [Foundation] Customer Focused FM Building Services - The Next Step Disaster Recovery & Business Continuity

MARCH 4 4-5 5 5-6 6 11 11-13 12 12 13 17-21 18-19 18-19 19-20 20

Building Information Modelling & Soft Landings The Essentials of Property Management A-Z of FM Compliance & Standards Introduction to Sustainability IOSH Safety for Senior Executives IOSH Managing Safely Refresher The Professional FM 2 [Intermediate] Understanding CDM Regulations Energy Management Energy Legislation NEBOSH National General Certificate [week 1] Project Management Display Screen Regulations & Risk Assessment Security Management Essential Communication Skills

+44 (0)20 7404 4440

Telephone |



Conference 2014 The workplace and beyond: Facilities management’s impact on business, the economy and society 13 MAY 2014, KINGS PLACE, LONDON See how successful facilities management has enhanced financial performance, productivity and social agendas of leading organisations and impacted the economy and society at large. Hosted by Daisy McAndrew, former Economics Editor for ITV News.


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+44 (0)1279 712 640

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FM World 30 January 2014  
FM World 30 January 2014