FM World 8.5.14

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 8 MAY 2014

FMWorld www.fm-world.co.uk

HER TRUE VOCATION Ismena Clout and a life of volunteering for the BIFM

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VOL 11 ISSUE 9 8 MAY 2014

CONTENTS

06 | Tackling low pay

20 | Labour of love

26 | Plugging the energy gap

NEWS

OPINION

FEATURES

06 Low-paid workers need more opportunities 07 Women more likely to be in zero-hours contracts 08 Cheltenham Town Hall, Gloucestershire 09 Think Tank: Eco-friendly buildings and business performance 10 Business news: Graeme Davies on why a rise in wages is not great news for FM companies 11 Wakefield reveals tender shortlist for partner 12 In Focus: Bob Taylor, managing director of infrastructure & healthcare division, OCS

18 Finbarr Murray on the rise in FOI requests 19 Five minutes with Beatriz Arantes 50 No Two Days

MONITOR 38 Legal: Stephen Coppin on CDM regulations 39 Technical: Data classification 40 How to: Mitigating risk in data centres 41 How to: Michael Skelding on automatic gate safety

32 | A fair deal?

15

Defusing a retail time bomb?: Will changing retail habits mean mass vacancies? A roundtable set up by Incentive FM discusses the issue

16

ThinkFM: This year’s conference will address how successful FM can boost not only the fortunes of businesses but also their social agendas

20

A life’s calling: Ismena Clout tells us why she has dedicated her life to the BIFM and the profession.

“It’s a fantastic job. And I’ve loved every minute of it”

26

Creative energy: Europe is targeting businesses in a bid to make them more conscientious about saving energy – and FMs may be its shock troops

32

Is the Green Deal golden?: The government is pushing a scheme for businesses to make their buildings are more green. How well will it work?

REGULARS 42 45 46 47 48

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

MARTIN READ EDITOR COMMENT

LEADER

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

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

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

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

BIFM ENQUIRIES

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

www.fm-world.co.uk

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magine if the Queen was introduced to the Facilities Management Sector at a garden party. “And what do you do?” she’d be highly likely to ask.

(She has something of a reputation for it, after all.) What would happen next is, of course, the root of FM’s most obvious problem. Because unfortunately, “How long have you got, your Majesty?” is unlikely to wash as a response. (And anyway, she’d probably need to crack on, what with David Walliams standing next in the line with a new play to promote.)

The fact is that the definition of FM does not fit neatly into a single sentence, even were it to be agreed upon by all. More’s the pity, but that’s just the fact of it.

So it’s interesting to note that, rather than continually attempting to repeat the supernatural feat of attempting a one-size-fits-all definition in a single handy sound bite, much good work is now being done to invite not just the wider business world but the general public itself to engage with the profession and work out FM’s broader value for themselves.

We all know there are a myriad topics, from worker wellbeing to the parameters of an IT-enabled integrated construction chain, that afford this sector an opportunity to get its message out – “this is who we are, this is what we do, this is the difference we make”. But what’s interesting now is that it’s not just a question of talking at these audiences anymore; FM is increasingly working with individuals and associations that represent other aspects of organisational performance, with the aim of getting the value of FM to ‘rub off’ on them and, indeed, through them on to others. Talk to the C-suite through those who already talk to the C-suite.

The new format of this year’s ThinkFM conference is a case in point. Previously, the annual BIFM conference spoke best practice to current FM practitioners – with a number of external observers delivering a helicopter view of how FM affects them. But the speakers at this year’s event (taking place next week at Kings Place in London) have each been selected to ensure that the dialogue goes beyond the conference hall, the 10 presentations all linking FM to the things that matter elsewhere, from energy, sustainability, worker wellbeing and the very nature of the future built environment. Explaining FM’s impact on business, the economy and society is the event’s strapline – it promises to be a groundbreaking event.

The new format for ThinkFM follows on from other important stakes in the ground that aim to set the parameters of facilities management in the minds of uninitiated yet interested parties, not least the launch by the BIFM in February of its professional standards framework. Indeed, with the weight of the sector behind them, these standards could do much to concentrate international minds on the UK’s market leading position in FM best practice – a patriotic showcase of UK sector leadership that can resonate with wider target audiences.

Taken together, these initiatives demonstrate how the sector is moving on from the trap of constantly looking at how it conducts and explains itself to itself, and on to much healthier activity in which the supposedly ‘invisible’ value of FM can be seen as clearly present in its association to other core organisational departments.

I

“Much work is being done to invite not just the wider business world, but the general public itself to engage with the profession”

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EMPLOYMENT

SHUTTERSTOCK

Low-paid workers “need more opportunities”, says report Advancing the skills of low-paid workers is essential if the UK is to remain globally competitive, says a think tank report.

The Social Market Foundation (SMF)’s study highlights the fact that the number of people on low pay in the UK is high by international standards and that a large proportion of the workforce have only low-level skills.

It identifies as a particular concern the one in eight workers over the age of 25 and over who languish on low pay for at least 12 months, representing some 2.9 million employees.

The report calls for a radical new government-backed ‘Skills for Progress’ scheme to boost the skills and wages of those stuck in low pay, decrease the amount paid out in benefits to working households and improve the poor productivity of the UK economy.

The authors of the report also say the scheme would make money available directly to employers to fund skills training and qualifications for 2.9 million workers, boosting the skills and prospects of those stuck in low pay, increasing productivity and making these individuals more valuable to UK firms.

The scheme would enable the government to be able to spend over £2,000 on each person stuck in low-paid work through a mixture of training costs and financial incentives, recouping the money through increased tax receipts and lower benefit payouts, say the report’s authors.

The scheme would also lead to higher household incomes with the take-home pay of a single adult currently on low

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pay increasing by £555 a year, according to the study.

It also says it would be cost-free over the course of a parliament, with reduced benefits payments and increased tax receipts cancelling out the initial investment made by government.

Nigel Keohane, report co-author and SMF research director, said: “The problem of low pay in the UK is pronounced, with one in five of all workers on low pay. Of even greater concern are the one in eight workers who remain stuck in low pay over time.

The root of the problem is the

UK’s poor productivity – where we languish behind countries such as the USA, Germany and France.”

Adrian Ringrose, chief executive of Interserve, said: “The report is a welcome addition to the critical debate about how best to tackle the challenges of low-pay by focusing on

developing people’s skills.”

Support services and construction group Interserve sponsored the report.

Making Progress: Boosting The Skills And Wage Prospects Of The Low Paid is available at www.tinyurl.com/k368vzc

WORKPLACE SECURITY

Distracted workers pose data loss risk Handling data is often an afterthought when companies merge and this can result in a “devastating” impact on information security and management.

Research by information management provider Iron Mountain shows that when companies merge, employees are preoccupied with the impact it will have upon their own roles.

They are less concerned with the need to effectively integrate information from both companies – leaving it at an increased risk of loss or exposure.

The research surveyed 1,257 office workers.

It also found that a third of people from acquired companies admit that they are confused about the responsibilities surrounding information management.

Around 44 per cent from newly

Merged staff can be too emotional to integrate data effectively

acquired firms have no process for integrating their paper into new digital systems and 31 per cent said the same for the storage of the paper archive.

And fewer than one in five (17 per cent) employees worry about how to deal with data discrepancies, duplication and overlap, according to the research.

Charlotte Marshall, managing director of information management services company Iron Mountain in the UK, Ireland and Norway, said: “Our study shows that the emotional impact of acquisitions can cause employees to lose focus on how information is managed.

“Information on paper is particularly vulnerable, with many firms having no effective storage or integration plans in place, thereby leaving potentially valuable data at increased risk of loss or exposure.”

Marshall added: “Consistent and clear instruction on how to deal with the information challenges ahead will help employees to understand how information should be managed going forward, where the key responsibilities lie, and what advantages new information management processes can bring.” www.fm-world.co.uk

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NEWS

BRIEFS Bouygues’ BIFM recognition

Women more likely to be on “zero-hours” contracts Women in full-time education or in young (16-24) or older (65 and over) age groups are more likely to be in “zero-hours contracts”, according to figures released by the Office of National Statistics (ONS).

This could reflect a tendency to combine flexible working with education or working beyond state retirement age, says the Labour Force Survey based on employer contracts information.

Nearly two-thirds of people employed on zero-hours contracts work part-time compared with around a quarter of people not employed on zero-hours contracts, according to ONS calculations.

On average, someone on a

zero-hours contract usually works 25 hours a week compared with 37 hours a week for people not employed on zero-hours contracts.

Just over a third of those employed on a zero-hours contract want more hours, with most wanting them in their current job.

This is somewhat greater than for people not employed on a zerohours contract.

The provisional estimate from the ONS survey of 5,000 businesses indicates that in January to February 2014 there were 1.4 million employee contracts that do not guarantee a minimum number of hours, which provided work in the survey reference period of the

fortnight beginning 20 January 2014. This is the official ONS estimate based on a survey of businesses.

Estimates from employers are likely to be higher than those from individuals for a number of reasons. Employers may be more aware of formal contractual arrangements of their employees, says the ONS. In addition, one person can hold more than one contract and/or there may be people working on such a contract in addition to their primary employment and/or their working patterns may mean they do not consider themselves to be covered by such a contract.

BUILDING INFORMATION MODELLING

SHUTTERSTOCK/ISTOCK

Cost is bar to smaller companies adopting BIM Awareness and adoption of Building Information Modelling (BIM) varies significantly between smaller and larger organisations, according to a survey of more than 1,000 people from across the construction industry architects, including engineers, surveyors and contractors.

The fourth annual NBS National Survey on the use of BIM found that 70 per cent of those using BIM believe that it has given them a competitive advantage, with awareness of BIM now almost universal at 95 per cent. Adoption rates have been accelerating, with more than half of survey respondents (54 per www.fm-world.co.uk

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cent) now using BIM tools - up 15 per cent on last year. 93 per cent of those asked foresaw their adoption of BIM by 2016 (also the government deadline for BIM use on publicly-funded projects).

However, smaller firms (defined as those with between one and five staff) are “lagging behind their larger counterparts by around two years, with cost still being seen as a major barrier to adoption”, says the research.

The report suggests smaller organisations may thus be excluded from BIM’s benefits.

There is a “clear need” for greater standardisation, with just a quarter of those surveyed saying that current levels are adequate.

The report’s authors suggest that their work is the largest independent piece of research into the use of, and attitude towards BIM in the UK, according to NBS.

Bouygues Energies & Services has become a BIFM Recognised Centre, delivering qualifications in facilities management in-house for its employees.

Bouyues now provides BIFM level 3 qualifications in FM as part of its academy, which has already sponsored more than 100 people through levels 3-7 FM qualifications.

Through the scheme and as a centre in its own right, the company now offers an e-learning solution for the BIFM Level 3 qualifications in FM increasing the opportunities available internally to complete a regulated and professionally recognised qualification.

New energy scheme A new government efficiency scheme to be launched this summer requiring companies to record their energy use could be a “double-edged sword” for businesses, warns a risk management firm.

In June the Department of Climate Change (DECC) will introduce the Energy Savings Opportunity Scheme (ESOS) – the UK’s response to a new energy efficiency directive from the European Union.

The aim is to help the EU meet its target of reducing energy consumption by 20 per cent by 2020. More than 7,000 businesses across the UK will be required for the first time to produce detailed reports on their energy use – or face a possible fine. Supply chain risk management firm Achilles is urging businesses to prepare now for the scheme otherwise they could be burdened with more administration.

Elior to go public Catering and support services company Elior has announced its Initial Public Offering (IPO).

The move means the company will eventually place itself on the regulated market of Euronext Paris.

The completion of the offering is subject to market conditions and to the Autorité des Marchés Financiers’ (the Financial Services Authority of France) visa on the prospectus for the transaction.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

FMs have key role in making buildings green

CHELTENHAM TOWN HALL CONTRACTOR: Novus Property Solutions COST: £140,000

Polished act at town hall venue Maintenance and refurbishment contractor Novus Property Solutions has redecorated the historic Cheltenham Town Hall within four weeks.

The Edwardian building is a popular entertainment venue.

Novus carried out £140,000 of works including redecorating the main circulation corridors and ornate staircases. The staircases feature dramatic archways and intricate mouldings in period colours. The hall was repainted in its original colours.

The Novus team, comprising directly employed staff and subcontractors, also laid new carpets in the building and carried out redecorative work to balconies in the main hall. Electrical lighting in the ground floor corridors was redesigned, and the team constructed floating ceiling panels fitted with colour-changing LED lights.

Novus also removed obsolete wiring and stripped out existing fittings.

Owing to the age and nature of the building, Novus had to ensure that the building and its features were protected so stunning chandeliers hung inside the town hall were removed while work was carried out and stored safely in containers on-site. Before being refitted, the chandeliers were cleaned, tested and upgraded where required. Novus also installed new emergency lighting.

Flooring was repaired and laid by the team. Existing wood block flooring – previously covered by carpet – was exposed and sanded back to its original state and resealed. New carpet tiles with brass edgings were laid in the building, while new nosings were fitted to the existing stone staircase, where carpet was also laid. Wood flooring in corridors was sanded, polished and resealed, electrical lighting was upgraded and signage was updated to enhance the hall’s reputation as a venue. The team also fully refurbished a disabled toilet.

Simon Brown, contracts manager at Novus, said: “There were several challenges, including working at height when redecorating hard-to-reach areas like the underside of balconies. We installed temporary scaffolding to do this, adhering to our usual robust health and safety standards at all times. We worked around the busy venue’s day-to-day activity.”

Chris Foster, town hall operations manager, said Novus was “receptive to our requirements, which were detailed because of the building’s grade II listing.”

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Facilities managers have a key role to play in making buildings energy efficient – but they are not incentivised or paid enough to do so, according to a panel debate about sustainability.

At an event that took place to launch ‘Green Sky Thinking’ – a weeklong programme of events in London for built environment and property professionals – Professor Paul Ruyssevelt, chair of energy & building performance at the UCL Energy Institute, said: “There are exceptions, but it is not a priority [for FMs to be utilised effectively] and one big reason why is that FM outsourcing results in fast tendering and turnover so there is a lack of continuity within buildings as there is more focus on costs rather than the need for effective energy reporting.”

He added: “So there is a more important role FMs can play, but the problems are more to do with priorities set by the client and the way FM services are contracted.”

Ruyssevelt said it made sense to involve FM teams in the design process or refurbishment at an early stage.

“I don’t know how new buildings can be commissioned without involving the people who are experts in the running of buildings,” he added.

Asylum contracts “badly managed”, say MPs The Home Office poorly managed the transition of six new regional contracts involving companies like Serco to provide accommodation for destitute asylum seekers, according to an influential group of MPs. The Public Accounts Committee (PAC) said in its report that only one of the three contractors involved – Clearel – had experience of managing asylum accommodation. The others – G4S and Serco – had no previous experience in housing asylum seekers.

The three companies were awarded contracts in March 2012 to provide housing services for 23,000 asylum seekers to replace 22 separate contracts run by 13 different suppliers including local authorities, private and voluntary providers. The move was expected to save £140 million, but saved only £8 million.

But the PAC branded the whole process “poorly planned and badly managed”.

The standard of the accommodation provided was often unacceptably poor and the providers failed to improve quality in a timely manner.

The committee said the Home Office did not mitigate these problems because of its poor management of the transition from the old contracts and its failure to impose penalties on contractors in the transition period.

Councils sharing services saves millions More than a third of a billion pounds of taxpayers’ money has been saved by councils sharing services such as adult social care, the delivery of special educational needs and back office support, according to statistics from the Local Government Association. The latest shared services map from the LGA shows that 96 per cent of councils take part in some kind of sharing with other local authorities and public sector bodies.

Savings to councils sharing services increased by £83 million since last year.

There are now 337 councils engaged in 383 shared service arrangements, resulting in £357 million of efficiency savings.

This year’s shared services map shows that councils sharing services and management, with other public sector organisations – particularly in the health sector – saved more than £11 million. This is the first year external collaboration has been recorded on the map.

There have been £84 million of savings from environment, waste and transport, while £75 million of savings come from back office shared services such as legal, audit and HR (£75 million). The biggest increases last year were in adult services and culture, leisure and tourism.

Cllr Peter Fleming, chair of the LGA’s Improvement and Innovation Board, said: “It is positive to see how much councils have saved taxpayers by sharing services and how many councils have adopted this approach.” www.fm-world.co.uk

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THINK TANK

No, we don’t see a connection 25%

Energy efficient offices directly influence productivity 19%

WE ASKED 100 FMS… Do you see the correlation between environmentally friendly buildings and business performance?

Organisations commited to cutting energy costs in their offices can improve staff productivity and business performance, suggests a recent study by the British Council for Offices.

Eco-efficient buildings do exert a “positive impact on employee satisfaction” and can directly enhance staff performance, the research says.

Even just the intent to better understand the performance of a workplace helps in building relationships, according to the report. It also acknowledges that measurement and interpretation of occupant satisfaction is undoubtedly harder than that

of energy or water use, but when done well it can facilitate significant improvements in occupant wellbeing that lead to better productivity.

So is such a direct correlation an obvious one? We thought we’d ask. One respondent said: “This is history, not news. This effect has been known for a long time.”

A CIBSE Technical Memoranda from 1999 titled Environmental Factors Affecting Office Worker Performance: A Review Of Evidence attests to this. The document makes citations that date back 95 years ago to 1919, another to 1939 and a third to 1967, indicating

There’s a connection, but it’s hard to measure 56%

that the consideration of environmental factors affecting worker performance is not a new phenomenon. Old Victorian schools are often south-facing with ample glazing and high ceilings to give good daylight, some solar heating in winter and the ability to ventilate them in the summer to stay relatively cool,” added the respondent.

Even so, 56 per cent of those asked acknowledged there was a link but had doubts about how simple a task it was to measure.

One respondent commented: “The weight of research shows there is most definitely a link, but other factors can cloud efforts to

demonstrate this. For example, new practices may be introduced at the same time as building changes or improvements, so staff may also have a ‘feel-good’ factor as a result of positive change.

Proving which measures have directly or indirectly improved productivity could potentially take up too much time.”

Moreover, 25 per cent of respondents failed to see a connection at all. Only 19 per cent of those asked agreed that energy-efficient offices influenced productivity.

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

GETTY

Energy audits should be part of maintenance contracts Energy audits, which establish an energy performance baseline for buildings against which any subsequent deviations can be measured, should be carried out regularlynas a part of maintenance contracts, suggest professionals in the sector.

A briefing paper collating the views of experts from M&G Real Estate, Norland and others at a discussion group, was published by CBxchange, a public forum for building energy professionals. It argues that audits help to identify increases or decreases in end use loads, which can highlight areas for further investigation and thus lead to the uncovering related issues of occupant comfort, air quality and day lighting levels.

In some cases it can be www.fm-world.co.uk

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robust data that can contribute to making more accurate operational predictions.

Ian Shaw, energy manager at Norland, claimed energy audits could be “very powerful tools when used to their potential”.

Energy audits describe a broad range of investigations from a quick walk-through to a comprehensive analysis of the energy consumption of an occupied building or facility.

very difficult to establish a baseline that can indicate other issues such as poor interfacing between systems, commissioning

problems or maintenance issues, according to the paper.

It argues that at design stage energy audits can provide

The paper was put together following a CBxchange briefing event in April 2014 to summarise the open discussion on the values of the current energy audit process, validation of data and industry best practice.

It is available to view at www.tinyurl.com/mw9vhul FM WORLD | 8 MAY 2014 | 09

01/05/2014 15:51

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ANALYSIS

Wages rising as companies look to their margins GRAEME DAVIES newsdesk@fm-world.co.uk

Much political capital was made by the coalition recently when the rate of wage inflation in the economy finally caught up with the falling rate of inflation as measured by the Consumer Prices Index. This, said government figures, signalled the end of the cost of living crisis as wages are growing faster than prices.

It will take years for real wages

to reclaim the levels they were at before the financial crisis, but for workers it is a start.

For businesses though, wage inflation is not necessarily a good thing and in an industry such as FM, characterised as it can be by fierce competition and relatively thin margins on many contracts, it is not such great news.

The expectations of workers rise as economic recovery sets in and this fuels the expectation

that wage growth will accelerate.

This is often compounded by a rapidly improving employment situation too. With the jobless rate having dipped below 7 per cent and record numbers of people in some form of work, there is not a great deal of slack in the labour market, a factor that can usually help keep a lid on wage inflation.

But wage inflation is hardly out of control yet. The national average figure remains below the 2 per cent mark, although in sectors that are booming, such as house building, where anecdotal evidence suggests some brickies are earning six-figure salaries, wage inflation is taking a grip.

But the FM sector is less exposed to the economic cycle than outliers such as house building, which operates in a boom-and-bust cycle. In recent years many FM companies have

Contract wins

NEW BUSINESS G4S has been awarded a contract to provide facilities management services to HM Revenue & Customs’ (HMRC) Commercial Directorate. The threeyear contract starts this month and is worth £4 million (excluding capital and project works). G4S will provide FM services such as helpdesk and CAFM (Computer Aided Facilities Management). There is a possibility of a two-year extension to the contract.

The sports, leisure and hospitality sector of Compass Group UK & Ireland, has extended its contract at the Henley Festival for the next five years. The new deal, worth an estimated £4 million, will see Levy Restaurants UK provide hospitality, food and beverages across four restaurants and six bars at the 10 | 8 MAY 2014 | FM WORLD

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Henley Festival from this year. For this year’s festival (which runs from 9-13 July), Levy Restaurants UK will provide fine dining to the Roux at the Riverside Restaurant at Henley-on-Thames.

Mitie has been awarded a property management contract with the Royal Borough of Kingston upon Thames to manage its council homes. The contract is worth up to £7 million in the first year, extendable by performance for a further year with a total value of £15 million. It involves Mitie working with the council’s Better Homes programme, an initiative to bring all council-owned housing up to the ‘better homes’ standard. Mitie will work with the Royal Borough of Kingston upon Thames to deliver planned work

for kitchens, bathrooms, rewiring, heating systems, roofing and window replacement.

Carillion will work with catering company Elior to provide services to visitors and staff at the Royal London and St Bartholomew’s hospitals in a new five-year contract. The partnership brings together Elior’s approach to retail catering with Carillion’s experience of providing services in hospitals.

FM company and social enterprise Vivark has won two contracts with a combined value of £350,000 from Knowsley Housing Trust (KHT) in Merseyside. The first contract, beginning this month, involves replacing and enhancing first-floor Juliet balconies on 75 two-storey flats in Kirkby.

Principle Cleaning Services has won a three-year contract with the Wellcome Trust at its headquarters in Euston Road in London. The global charitable foundation has appointed Principle to clean the Gibbs Building, in which 700 employees work.

slimmed down their operations and cut costs to remain competitive, so there is likely to be some slack for the better-run operators before crunch time begins. And with wider inflation still falling, down to 1.6 per cent at last count, pressure elsewhere in the supply chain is likely to be easing. But this could also cause problems for companies that may be tied into inflation-linked contracts whose forward projections for margins are likely to be shrinking.

As the economy improves, there is likely to be more business to go around, which may ease some of the competitive pressures, especially with a huge swathe of public sector work still to come. But the improving economy also encourages new entrants from overseas and the domestic economy that may seek to grab business through wafer-thin margins.

But the bigger challenge is likely to be when inflation in the wider economy picks up again. When this happens – as is likely as economic recovery continues – businesses will face further pressure from cost inflation in their supply chains as well as wage inflation from workers. And the normal monetary policy remedy?

Interest rate rises, and this could put more pressure on businesses that still have large borrowings as the cost of servicing debts will rise. None of this is likely this side of the general election and some say it is the price to be paid for operating in a strengthening economy. But it proves that better economic conditions do not automatically mean happier times for all. More work, yes, but a different set of challenges.

Graeme Davies writes for Investors Chronicle

www.fm-world.co.uk

01/05/2014 17:11

Wakefield announces tender shortlist in search for partner Wakefield Council has announced a shortlist of five potential partners to deliver its property, buildings and facilities services, including cleaning and catering.

These are Amey Community Limited, Carillion (AMBS) Ltd, Cofely Workplace Ltd, Interserve (Facilities management) Ltd, and Mitie Facilities Services Ltd. The chosen firm will help deliver building services, facilities management, property and asset management, building cleaning, school meals and buildingsrelated architectural design and related services.

The proposal is a part of Wakefield Council’s aim to make savings of £185 million by 2019/20, owing to cuts in the central government funding it

The council is opening “a competitive dialogue” with the shortlisted companies

receives. It has already saved £58 million over the past three years and has agreed a further £61 million of funding cuts by 2015, with more expected over the rest of the decade.

BUSINESS BRIEFS

Cllr Les Shaw, the council’s cabinet member for transformation, said: “Savings on this scale mean that we have to change the way the council works while still being committed to providing quality services and protecting jobs.

“We have now shortlisted five companies as prospective partners to work with us to provide a group of our core infrastructure services, with the intention that this will keep jobs in the district with more security than the council can currently provide.”

He added: “We will now be embarking on a competitive dialogue process with those shortlisted companies, prior to selecting the successful partner.”

ALAMY

Sodexo sees increase in FM services demand Support services company Sodexo has reported an increased demand for facilities management in its results for the first half of 2014.

Revenues from facilities management services, which represented over a quarter of group profits, continued to grow significantly, and more quickly than food services revenues, showing the relevance of its strategic positioning, says Sodexo.

Recent exemplar contract awards for Sodexo include one with Carlsberg to provide a wide range of services including cleaning, reception services, grounds maintenance, food services and technical maintenance for buildings and fire safety equipment on 35 sites in 10 countries.

The results also reported an organic growth of 2.4 per cent as www.fm-world.co.uk

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Michel Landel, chief executive, Sodexo

well as an increase in operating profit by 11.4 per cent. Organic growth in Benefits and Rewards Services of 15.1 per cent reflected continued strong momentum in Latin America and accelerated growth in Europe and Asia compared with the second half of fiscal 2013.

At the beginning of 2013, Sodexo launched a programme

to improve operational efficiency and reduce costs.

Some of the savings made in the first half of this year were down to this programme, reports Sodexo.

Michel Landel, CEO of Sodexo, said: “Sodexo performed well in the first half of this fiscal year. Benefits and RRewards Services delivered an excellent performance, with organic revenue growth of 15.1 per cent.

Our initiatives to make the group more competitive are producing results, particularly in on-site services in Europe and the rest of the world region.

“These developments led to an 11 per cent improvement in firsthalf operating profit excluding the currency effect and we are confirming our objectives for fiscal 2014.”

Centerplate gets new UK head Caterer Centerplate has appointed Adrian Dishington to the position of chief operating officer of its UK division.

As the company’s top executive in the UK, Dishington will assume responsibility for Centerplate’s national client portfolio.

His appointment follows the departure of president of UK operations Adam Elliott, who will remain with Centerplate in a consulting capacity during a transitional period. The change takes effect immediately.

Wragge & Co advises Law firm Wragge & Co has advised facilities management provider Lovell on a £32.8 million contract.

The contract is for the delivery of FM across a £300 million PFI housing project in North Tyneside.

The development will comprise of 924 apartments across 10 new and 16 refurbished housing schemes designed for elderly residents. Wragge & Co’s team were appointed to deliver a detailed FM contract for the upkeep of the apartments over the next 28 years.

Kudos treads Corrie cobbles Kudos, part of the Crown Group, has won the contract to provide catering for visitors on the Coronation Street Tour at Quay Street in Manchester.

The Coronation Street set, recently relocated to MediaCity, Trafford, is now fully operational and has left behind the old set at the Quay Street Studios.

ITV and Continuum Leading Attractions have turned the old set into a tourist attraction called Coronation Street – The Tour.

FM WORLD | 8 MAY 2014 | 11

01/05/2014 17:11

FM BUSINESS IN FOCUS

THE ISSUE: How FM in healthcare is developing

how that affects people’s health.

All that wasn’t there before.

There’s a lot more of a direct linkage to the outcomes which is making people get better and improving their quality of life.”

“You’ve got robust market testing going on in the health service now… when I started out… everything was in-house,” says Taylor. This also means that the FM definition of healthcare is expanding.

THE INTERVIEWEE: Bob Taylor, managing director of infrastructure and healthcare division, OCS

A healthy outlook Bob Taylor joined FM provider OCS as managing director of its infrastructure and healthcare division this month. Prior to his appointment, Taylor was managing director of the facilities management and medical services business at FM provider G4S for more than 12 years. He has worked across central government, healthcare, education and commercial sectors.

After a 30-year career working mostly in healthcare he is well placed to help OCS develop that portfolio – one which is becoming more sophisticated – as well as dealing with other infrastructure issues.

“I’ve spent a very big part of my life delivering services to healthcare, either from within the NHS or in a subcontractingtype arrangement,” says Taylor.

“The FM profession has become “much more professional and harder edged - but in a good way, especially the area I know/ The focus on FM services in healthcare used to be very much on the edge of a client’s vision – much like energy and sustainability issues have been until recent years.

“If you go back to 1986 it was the blind leading the blind to some degree,” says Taylor.

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to give contracts to the lowest bidder,” he says.

A sophisticated offer But the FM-in-healthcare offer has become much more sophisticated. “Now there is a clear sense of the direction in which they want to take FM in their respective organisations, so there’s a need from the supplier side to respond more professionally,” says Taylor.

Services have become a lot more technology-based and there is much more pressure to invest in performance measurement. “You need to get more value for money out of services in hard financial times,” he says.

In his various roles with G4S, Taylor combined operational leadership with business development and has worked on private finance initiative (PFI) deals as well as more normally procured contracts. He says it is when PFI deals became more widespread that FM in healthcare really started to be taken seriously and drove up the quality of

A future in medicine?

services.

“It started in the early 1990s.

PFI brought quite a focus onto the estate, infrastructure and built management services and a lot of investment and thought went into the piece at that time… you had to be leading edge to win some of those PFI deals; you couldn’t just win them with a straightforward cleaning offer – it had to be a whole integrated solution.”

In the 1990s, the then Prime Minister, Margaret Thatcher, introduced compulsory competitive tendering (CCT), which required that services were tested for value for money.

Since then, while spending on the infrastructure of the estate and FM used to be “seen as a bit of a drain on resources”, Taylor says it is now seen “as an investment in terms of patient care”.

“People are making links between proper nutrition [catering] and people getting better quickly,” he says. “There has been a lot of [research] done around the built environment and

“I will be looking at our offering in the healthcare market and seeing where the gaps are”

Taylor’s focus in the future will be on growing OCS’s healthcare business. “I will be looking at our offering in the healthcare market and seeing where the gaps are,” he says.

There is potential for FM to have a more sophisticated presence in other areas of healthcare, not just hospitals, he suggests. These could include primary care, mental health, community care, care homes, surgery and medical records – and maybe even medical services and patient transport.

“We are pushing the boundaries of FM management and asking where does FM stop and where do medical services begin,” he says.

“I think it’s about developing what’s already there. I don’t think there are great big initiatives on the sidelines waiting to come in at the moment; it’s about building on the systems we’ve got.”

In his last role, Taylor ran a medical services business out of the FM business. “We had quite a big patient transport business and got medical examiners into police stations. We provided the primary care into G4S prisons – doctors, dentists and nurses – you wouldn’t class that as facilities management. One of the plans is to see where that stops and starts from an OCS perspective. We will look at working with those other sectors… but I don’t know what the appetite will be.” www.fm-world.co.uk

01/05/2014 16:15

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25/04/2014 14:48

FM EVENT

RETAIL LEASES

RETAIL LEASES – DEFUSING A TIME BOMB? Many long leases signed by retailers in the 80s and 90s will come to an end over the next two years. Could changing retail habits lead to a dramatic increase in vacancy rates? A roundtable organised

by Incentive FM met to discuss the issue

F

igures from real estate analyst IPD suggesting that retailer vacancy rates could be pushed above 50 per cent by 2017 were the catalyst for this event, where its potential impact was examined by an expert panel.

The main conclusion of the debate was that while there would indeed be a huge readjustment in the retail landscape, the suggested Armageddon was unlikely.

However, landlords would have to alter their expectations of rent levels and lease lengths – something that has happened in some shopping centres. The panel agreed that five-year leases are likely to become the norm. “The result won’t be 50 per cent vacant retail units, but could easily be 50 per cent rent reduction,” said Mark Williams.

But if the landlord has to deliver the same product for less money, how could managing agents make life easier?

Participants agreed that retailers no longer differentiate between rent and service charge; for them, it’s just a cost that has to be paid.

But many landlords have squeezed service charges over the past few years to keep costs down. This short-termism had www.fm-world.co.uk

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delayed the need for essential works in many cases and, as a result, the panel thought service charges would be likely to rise.

Managing agents did not often have a strategy regarding the service charge element and what most retailers needed was a reassurance that there would be no unexpected demands. This would require better forecasting and benchmarking. “What you get for your money from your service provider massively varies and the key is to empower the retail centre manager to manage this,” said Robinson.

Incentive’s Martin Reed identified one opportunity.

“Greater efficiency could be achieved and the overall cost of occupancy reduced through a more joined-up use of resources… tenants in a shopping centre could make better use of the cleaning and maintenance services that already exist, that they contribute to through service charge, by using them on tenant demise.”

Excess space The panel estimated that there is about 30 per cent excess retail space in the UK, but there was debate as to how serious things

Panel participants: ● Jeremy Waud, managing director, Incentive FM Group ● John Prestwich, head of UK Shopping Centre Management, CBRE ● Richard Phillips, managing director, Ashdown Phillips ● Mark Williams, director, acquisitions, finance and investor relations, Hark Group ● Martin Reed, managing director, Incentive FM ● Mark Robinson, investment director, Ellandi LLP

really are; some participants were more optimistic than others.

Richard Phillips said: “We’re seeing a slight improvement with some competition for units in shopping centres that are doing well” – a degree of optimism shared by CBRE’s John Prestwich.

“If we compare 2012 with 2013 there are some positive signs. The amount of floor space let by us is up 7.1 per cent for retail, 2.37 per cent for catering and 2.47 per cent for leisure.”

But the way landlords coped with struggling retailers remained a key area for potential

innovation, with landlords cautious about agreeing to reduce rents. The amount of vacant property within secondary shopping centres meant that good retail chains had the power in many rent/lease negotiations.

Potential new measures for the management shopping centres included a model whereby two different centres shared management, as has been seen of late in some cases. The landlord response to the logic of this model was muted, but Jeremy Waud said he would “rather see a wellpaid, effective and motivated manager spending 50 per ent of his time constructively looking after a centre as opposed to a less effective, less well-paid individual allocating 100 per cent of his time to the issues of the centre”.

Town centre revival The panel broadly agreed that councils had to be more active in driving opportunities for fresh uses and investment into high streets. The balance of shops may also need to change to recognise the greater demand for food and leisure. Better planning, development and parking regimes can reinvigorate the high street and allow the trader in this environment to compete with outof-town offers.

Conclusions The panel thought that the shopping centre visit should be a pleasurable experience and customer service should not be sacrificed at the expense of trying to operate at a lower cost base.

Money is needed to invest in both building fabric and repairs, as well as a good quality of environment and service if customers are to get what they are after. In conclusion, retail rents may adjust down, perhaps by up to 50 per cent. Once the burn-off has been completed the result will be a more a positive outlook.

FM WORLD | 8 MAY 2014 | 15

01/05/2014 17:11

FM EVENT THINKFM 2014

THINK FM This year’s event, on Tuesday 13th May at Kings Place in London, looks at how FM can boost not only the financial and productivity performance of businesses, but also their social agendas Here, two speakers give a taster of their presentations

Sponsors

Lord Redesdale, CEO of the Energy Managers Association (EMA) “The FM role is often compared to that of the energy manager of a building. Very simply, energy is an area in FM. We are coming up with qualifications in energy management for those in the FM world.

“What we want to do is not suggest people become energy managers but train FMs with specialisations in energy by working with BIFM,” says Lord Redesdale.

“We believe energy prices are going to double over the next five years and energy management will be a key aspect of FM,” he says.

He believes managing energy will increasingly be a key FM skill set.

“Most FMs are controlling energy costs but they don’t see themselves in that role.

Companies have not taken energy as seriously as they need to. People don’t discuss computing and energy much.

Boards don’t discuss energy bills because it’s seen as a marginal cost,” says Lord Redesdale. “If energy costs are rising over the next ten or twenty years and it starts to affect budgets, boards will have to start to take it seriously.”

Lord Redesdale says most savings are made through small acts (like switching off lights and turning off heaters) and often FMs are the first in line in implementing these kinds of measures. This could make them instrumental in spreading energy efficiency knowledge throughout

a company. “We want to make sure everyone [in a company] is trained and taking the energy management courses,” says Lord Redesdale.

Max Farrell, architectplanner The globally renowned architect Ser Terry Farrell and his firm recently completed a review of architecture and the built environment in the UK. Findings will be presented at Think FM. Max Farrell, who will speak at the event, commented: “One of the biggest themes that emerged was how complex the built environment is and the necessity to join things up. The future is more about collaborative work and the rebranding of the design process with all disciplines

involved. One of the unique offers of our post-industrial regeneration age is how we look after things,” says Farrell. “We can and should look at what we already have… at existing buildings and how to improve the everyday built environment. Obviously this means improving the stewardship and governance of buildings and places,” he says.

“The FM role is very important and often overlooked [in the whole process]. Facilities managers are important when it comes to post-occupancy evaluation and understanding the life cycles of buildings. It would be good to engage more with the FM sector.

We are hoping to start a big conversation within the industry.

It would be good to have the FM perspective and their contribution.”

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RAFAEL BASTOS

Lord Redesdale: Chief executive officer of the Energy Managers Association (EMA)

Max Farrell: A partner at Farrells, Max has a background in public affairs and PR

Chris Kane: Chief executive officer of BBC Commercial Projects

Daisy McAndrew: Former ITV News journalist Daisy is a freelance TV reporter and writer

David Sharp: David is managing director of Workplace Law

John Hinks: Global head of innovation for Zurich CRE&FM

Nicholas Holgate: Interim joint chief executive for the London boroughs of Kensington & Chelsea and Hammersmith & Fulham

Peter Cheese: Chief executive, Chartered Institute of Personnel and Development (CIPD)

Esther McVey MP: Esther is Conservative MP for Wirral West and Minister for Employment

Oona King: Baroness King of Bow is also diversity executive at Channel 4

The programme 8am-9am – Networking breakfast 9am-9.20am – Daisy McAndrew - Welcome to ThinkFM 2014

9.20am-9.50am – Peter Cheese – “Trends in the workplace and working environment – impact on people, practices and workplace design” 9.50am-10.20am – Prof. John Hinks – “Productivity is dead, long live productivity?”

10.20am-10.50am – Oona King - TBC Networking break

11.30am-12pm – Lord Redesdale – “Will an expertise in

energy be the difference between winning or losing an FM contract?”

12pm-12.30pm – Max Farrell and David Sharp – “The Farrell Review of Architecture and the Built Environment” Lunch 2pm-2.30pm – Guy Palmer - TBC 2.30pm-3pm – TBC 3pm-3.30pm – Nicholas Holgate – “A TFM journey into partnership”

Networking break

4.10pm-4.50pm – Chris Kane – “A new direction for FM: Raising the game to support the workplace of the future”

4.50pm-5.20pm – Esther McVey MP – ThinkFM Keynote Speaker

5.30pm-7.30pm – FM TV Premiere, in partnership with ITN Productions and evening drinks reception

FM WORLD | 8 MAY 2014 | 17

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06/05/2014 09:43

FM OPINION THE DIARY COLUMN FINBARR MURRAY

“FOR THOSE OF US HAVING TO SET ASIDE THE TIME TO COLLATE, DRAFT AND APPROVE THE FREEDOM OF INFORMATION ACT REQUESTS IT’S A REAL DISTRACTION”

Local Authority

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

IS BU SIN ESS HIJACK I N G T H E FO I ACT FO R GAI N?

s it about time that we thought again I about the real purpose behind the Freedom of Information Act and ask if it’s gone a little off track?

I’ve worked in both public and private sectors and I think I’ve written before about the differences in each. But what I’ve not really mentioned is some of the more problematical differences, and for me none is more so than Freedom of Information requests (FOIs).

I’ve taken a poll of colleagues in public sector facilities roles and all cited FOIs as an aspect of the job that they’d rather do without. So what’s the problem?

I asked and, again without fail, all cited the significant increase in requests being received from companies and those seeking commercial insight as a real issue.

It is perceived as cold calling.

Often the company has no existing relationship and is just seeking information. This could only really be used to plan new business opportunities, which doesn’t help the general public.

You have to ask if this was the intention of the legislation.

FM University Consultant Estates

Checking online guidance, coverage and articles released at the time, mainly between 2000 when the bill was passed and 2005 when the law came into force, it clearly refers to the right of anyone to information. And clearly, reading coverage at the time, it wouldn’t take a big leap of faith to interpret the intention as the right of voters to information about public services and the related spend on their behalf.

I welcomed the act and fully support openness and the rights to public information but, as someone who has to respond to companies requesting information largely relating to a business sector they sell services in, I have to question whether the original

purpose remains. Colleagues say they have had few genuine requests from the public in the past year, but an awful lot of requests from companies.

I don’t imagine that public sector bodies keep a black book of companies that request data and somehow view those organisations differently when procuring services.

But for those of us having to set aside the time to collate, draft and approve the FOI request it’s a real distraction.

Frustratingly, the same rights to freedom of information don’t exist the other way; private companies are not obliged to disclose the same type of data to the public.

BEST OF THE WEB Views and comments from across the web Is BIM a threat or an opportunity for construction companies?

(BIFM Group) Rob Farman: BIM should

not be perceived as either an opportunity or a threat. In the UK, HMG has made Government Soft Landings (GSL) and BIM mandatory on all its projects – both infrastructure and buildings – from 2016.

Also, perceiving it as “a tool to prevent changes and overcost” is to misunderstand what GSL 18 | 8 MAY 2014 | FM WORLD

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and BIM are about, at least in the UK context.

It includes getting the FM manager involved at Stage 0 of the new RIBA Plan of Work right the way into the operational phase and the post-occupancy evaluation. The aim is to get buildings that work for the occupants and the FM teams that run those buildings and are good value for money.

How much of your energy consumption goes towards cooling?

(BIFM Group) Nigel Marshall: We

should manage as best we can without cooling at all – in the UK very few homes have cooling, so why do we demand it at work? We need to work on natural ventilation and changing behaviours.

Just how new are co-working workplaces?

(BIFM Group) Denise Booth-Alexander:

I don’t think the spaces or concept is new, but what may be is people’s

attitudes to using them, i.e. using them to actively collaborate rather than simply rent a solo space in what just happened to be a shared space.

Do you analyse your energy data? What is most important? (BIFM Group) Lindsay Sharp: A

downward trajectory, and ensuring no rogue energy use, is most important.

Daniel Davies: Doesn’t the whole life cost, payback against capital

and service costs also have to be taken into account?

Nigel Marshall: In my manufacturing days it was energy cost per item of output. Trouble is no one else makes exactly the same widgets in the same way so you usually need it in floor area or headcount too.

John Rafferty: Carbon tracking is important to us as government targets focus via the bottom line the cost of missing our committed targets. www.fm-world.co.uk

01/05/2014 14:05

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

BEST OF THE

FMWORLD BLOGS Make a beautiful mess Mark Catchlove, Mark Catchlove’s Blog Agile working policies mean that many people no longer own desks, which has led to the adoption of clean desk policies. Many of these are adhered to strictly, with anything left on the desk being gathered up, put into black bags and dumped somewhere else in the building.

Can we really expect perfection, though? I have read articles for and against keeping a tidy desk. Inspiration comes to us in different ways, for some it is from a calm, clean organised space. For others it is a chaotic, unstructured, messy space. So, is there a danger of stifling someone’s creativity or suppressing his or her authenticity if we demand a perfectly tidy workplace?

I will leave you with this quote from modern furniture design company Herman Miller’s website: “Without the expectation of perfection, give people the tools, space, and freedom to pursue their work as it suits them best.”

Will you allow your people to ‘make a beautiful mess’?

Read the article in full at www.tinyurl.com/mvya2am

FIVE MINUTES WITH NAME: Beatriz Arantes JOB TITLE: Psychologist & researcher, Steelcase

I was involved in a two-year worldwide research analysis project which examined the way wellbeing is defined. The findings have resulted in a new definition of wellbeing, uncovering that the mind, body and environment are intrinsically linked. According to the results, employees thriving in their workplace have 41 per cent lower health-related costs compared with those who are struggling and 62 per cent lower costs compared with those who are suffering.

Reinvention of the office: Does distance still matter?

Nicola Millard, BT Let’s Talk Technology seems to be heralding the death of distance as we become untethered from our desks by a combination of mobile technologies, connectivity and cloud.

Packed commuter trains and rush-hour traffic jams show us a different picture. Maybe work hasn’t changed as much as the digital revolution initially promised.

The truth is that co-location may look like an easy solution for fostering collaboration but it doesn’t guarantee it. It is just as easy to feel isolated in an office as it is working from a remote location. If we acknowledge that the office is a powerful collaboration tool we need to get beyond the lines of cubicles and look at how more productive collaboration can take place.

The traditional open-plan office is generally designed with capacity rather than collaboration in mind. It is also often noisy and distracting – especially with the meetings and managers continuously interrupting us. Sometimes the only option is to move away from the distractions of the office and work at home or in a coffee shop.

We sometimes need to be quiet, sometimes noisy; introverts like their privacy and extroverts love to see and be seen; Generation Y value the social aspects of the office and Generation X value choice and flexibility. All of this changes the dynamics of the way that offices are designed as they incorporate the inevitable mixture of face-toface and virtualised collaboration that businesses demand. Gone is the “one desk, one person” mindset, to be replaced by “activity based working”.

Activity based offices incorporate a variety of spaces designed to foster different collaboration activities and work modes. The average worker walks in and, rather than going to find their desk, moves to the space that best supports their activity. Meetings can be entirely physical but technologies such as audio and video can be easily brought in to ensure that a PhD in cat herding isn’t required to get people together. With increasingly portable technologies and ubiquitous connectivity, employees are able to move from zone to zone, depending on their individual and task preferences.

So when you are thinking about collaboration, don’t just think about webinars, social media and conferencing. Think about how to make collaboration work in both physical and virtual spaces. Create an office where distance both does and doesn’t matter.

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

www.fm-world.co.uk

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One of the first results of our research was that the key to our physical and mental wellbeing was emotional experience. This can be influenced by our surroundings, our actions, our way of perceiving the world.

The second revelation was that wellbeing was not just a benefit for the individual. It is completely within the interest of organisations, given the work demanded of workers today.

Creative, collaborative work is only possible when employees are in a positive state of mind.

Emotions have traditionally been excluded and divorced from the workplace. However, it is within the best interest of organisations to support the wellbeing of workers, and the way to do so is to create positive emotional experiences at work.

To foster wellbeing, employees need to have a variety of work settings to choose from.

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

If companies intentionally design the emotional experience of the environment to favour a positive state of mind their workers can benefit from a healthier, more productive workplace.

FM WORLD | 8 MAY 2014 | 19

01/05/2014 14:47

FM FEATURE

ISMENA CLOUT

MARTIN READ

ACALLING LIFE’S It’s a poignant irony that with facilities management still the second or even third career choice of many, Ismena Clout – aged 39 – can now say that she has dedicated her entire working life to both the BIFM and the profession it represents. Martin Read reports

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www.fm-world.co.uk

01/05/2014 15:00

ISMENA CLOUT

www.fm-world.co.uk

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FM FEATURE

ISMENA CLOUT

MARTIN READ

I

smena Clout is now the immediate past chairman of the BIFM. She boasts a track record in volunteering for the institute that must surely be unparalleled, having come to FM from a classical office management background. But as you may have guessed, that’s not the whole picture – because she has also been living with breast cancer since 2004, a disease that has finally forced an early end to her work in a role she so dearly loved to perform.

The disease is the reason for her standing down, but the career is the focus of this story.

In our interview, Ismena corrects anything I get wrong about the institute and the work it does.

Hers is clearly a deep connection to the BIFM, and you sense her frustration at having to let it all go. What’s more, at every turn she’s keen to talk about how she has loved “every minute” of her time in the profession.

“I’m one of those classic FM stories,” she says. “I dropped out of university and took an executive PA course, and then got my first job as an office manager. It was a typical mix of job functions that wouldn’t fit anywhere else; I was sorting the accounts, manning the reception desk, that sort of thing.”

Moving on, she had to decide whether to continue a career in accounting (“Most 13-year-olds want to be an airline pilot; I wanted to be an accountant”), or commit to FM fully. The FM bug had bitten deeply, though.

Ismena’s first dedicated FM role was with iTouch, a tech firm caught in the dramatic growth of the millennial internet bubble.

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bubble’s dramatic burst. In essence, the job was a condensed course in FM’s infinite variety.

“I absolutely loved it. I had to take a significant pay cut, but this was a role that involved running an entire 16,000 square feet building on a standalone full repair and insure lease, with all its UPS, generators air-con systems, etc. I figured that the experience I’d get there would be worth more than the pay cut I took. And I was right.”

After this, Ismena moved to

independent TV production company Hat Trick Productions, where running the building also led to an involvement in the running off-site TV productions.

And it’s at Hat Trick that the BIFM enters into Ismena’s story.

“Everything I’d learnt so far had been self-taught, but I knew that if I was to manage bigger buildings or multi-site portfolios, ultimately reaching facilities director level, I’d need external help. So I Googled for advice – well, it was 2004 so I probably

‘Alta Vista’d – and that’s how I found the BIFM.” Indeed, 2004 was to prove a pivotal year. Ismena joined both Hat Trick and the BIFM in January – but in June received her first breast cancer diagnosis.

The initial prognosis, although shocking, was of a disease that could be managed, so over the next two years Ismena ramped up her volunteering activity.

And she soon formed the view that the BIFM of the time wasn’t doing enough for young people. www.fm-world.co.uk

01/05/2014 15:01

ISMENA CLOUT

“The institute was too focused on those with well-established careers; there was little for people new to FM,” she says.

CAREER HISTORY

On the rise In 2006, this magazine started its first search for the UK’s top emerging FM talent, dubbed the ‘35 under 35” (re-christened ‘Rising Stars of FM’ in 2012).

“I still to this day don’t know who nominated me,” says Ismena. “And I’d love to – I didn’t know that many people in the profession at the time.”

Ismena credits the event supporting ‘35 under 35’ for changing her career. The then BIFM CEO Ian Fielder was present, and Ismena took him aside to complain about the BIFM’s lack of focus on emerging FM talent. “I told him right there and then that I was going to get involved in the institute – and I was going to be its chairman.”

Weeks later, Ismena was a committee member for BIFM’s London regional group. Within six months, she was that group’s deputy chair. And soon, she had set up the institute’s group for young FMs; ‘Rising FMs‘ which was inaugurated in 2007.

“To be fair to the BIFM, they’d been waiting for the right person to make it happen,” says Ismena.

“They recognised the gap but just needed someone young and energetic to set it up.”

The group’s first meeting was at publisher Harper Collins, where Ismena now worked as FM; the number of attendees already rivalled the best audiences for other BIFM sigs.

One of the goals for ‘Rising FMs’ was to have a Rising FMs category in the BIFM Awards.

“I’ve worked behind the scenes to get this award,” says Ismena, “so it’s gratifying to see it introduced this year. I’m sure it will prove a popular addition.”

Today, Rising FMs has www.fm-world.co.uk

20-24 Ismena.indd 23

NAME: Ismena Clout BIFM VOLUNTEERING MAIN BOARD Immediate past chairman Apr 2014 to 2016 Chairman – May 2012 to April 2014 Deputy chair – June 2010 to July 2012 Board member – June 2009 to present

LONDON REGION GROUP Chair – September 2008 to July 2010 Deputy chair – December 2006 to September 2008 Committee member – June 2006 to December 2010

RISING FMS GROUP Chair – October 2007 to March 2009 Interim chair – May 2010 to December 2010 Committee – October 2007 to December 2010

COMMERCIAL Office manager, Real Media 1999 – 2001 Office manager, Ad2One 2001 – 2002 Facilities manager, iTouch 2002 – 2004 Facilities manager, Hat Trick Productions 2004 – 2006 Facilities manager, Harper Collins Publishers 2006 – 2008 Property manager, Lend Lease 2008 – 2009 Key account manager, powerPerfector June 2009 – December 2012

one of the highest BIFM sig memberships.

“All of my successors have continued the good work, and I’m pleased to say that the group continues to go from strength to strength. Seeing how the group has changed with each chair, and seeing it grow to become exactly what I dreamt it would be, makes me very proud.” Perhaps, she says, the time has come for the group to split into two – one for young FMs fresh from university, another for career switchers.

“We now have a phenomenal career path that leads those coming into FM from education directly into membership.

That audience has completely different needs to those who have transferred from other industries, who are probably already managers and just need to learn the ‘facilities’ element.”

Ismena briefly chaired both the London and Rising FM groups before joining the BIFM’s main BIFM board in 2009. In 2011 she was elected joint deputy chair with Stuart Harris to serve incoming chair Ian Broadbent.

It was soon after taking the role of deputy chair that she was diagnosed with secondary breast cancer – news that only served to drive Ismena on.

Some of this drive is clearly inherited; Ismena’s father Peter has developed computer control systems that run particle accelerators. He now runs his own software company, and is also an institute man, serving as a board member on the IEEE. When Ismena took to the stage in 2012 for the opening address at the BIFM Awards, Clout Senior was present, having flown in from the USA.

Taking the chair “I’d always wanted to be chairman,” says Ismena. “I knew I could bring something to the board and that my leadership

skills would benefit the institute.

Naturally, when you’re on the outside looking in, you think everything’s being mismanaged – but once you get on the inside you see all the good work that goes on, work that people externally will never see. And you totally underestimate what goes into the chairman’s role.

“My volunteering has massively hindered my career and job progression,” she admits.

“But given the illness I had to ask myself what can I do in the shortest period of time with my skill set that can make the most difference. And for me it was to put myself forward as chairman.”

When Ian Broadbent stepped down in the summer of 2012, Ismena took over – at a time of realignment for the institute.

“We were in a very difficult financial position,” says Ismena.

“Radical changes had to be made.

As someone who loves FM, everything I’ve done has been in order to help the profession. And FM needs a professional body to move the industry forward. To be in a situation where that might no longer have been the case, and be in a position to turn it around, was a huge honour – but also a lot of work and stress.”

As chairman, Ismena represented the BIFM in discussions with other associations, most notably EuroFM and IFMA. “I’m an enthusiastic networker,” she says, “and I like to think that, whether it was at conferences, exhibitions or on the international stage, I made a difference.” But the institute’s growth over the past two years is something she puts down to a harmonious board, a driven executive – and her strong working relationship with BIFM CEO Gareth Tancred.

“We’d already worked together for two years on the institute’s medium-term strategy brief, so we knew each other well. I had FM WORLD | 8 MAY 2014 | 23

01/05/2014 15:01

FM FEATURE

ISMENA CLOUT

absolute faith and trust in Gareth and the executive to get on with the job. A healthy relationship between chair and CEO is vital.

“My proudest moment as chairman has got to be standing on stage at our awards ceremony and speaking to 1,300 industry professionals. But I’m equally proud of being able, with Gareth, to offer strong leadership in difficult times. The BIFM has gone from near bankruptcy to the most successful it’s ever been in a little over two years.”

MARTIN READ

“We’re responsible for attracting talent to the sector and training it for the job; we also need to ensure we’re represented to the wider business world. FM wouldn’t be FM without the BIFM.”

The future – for BIFM “Our role as an institute is one of stewardship,” says Ismena.

“We’re responsible for attracting new talent to the sector and training it for the job; we also need to ensure that we’re represented to the wider business world. FM wouldn’t be FM without the BIFM. “We’ve got to continue strengthening our voice, and an important element of that is our international voice. We in the UK are world leaders; our FM qualification structure is second to none. There’s a responsibility for us to share what we offer to other countries to help them get to where we’ve got.”

When her illness recurred Ismena left her permanent job to start a part-time consultancy, reasoning that this arrangement would allow her the most time to dedicate to chairman’s role. Then, in September, a fresh diagnosis showed that the cancer was back with a vengeance. Since then she has dedicated her energy to the role of chairman.

“The most important thing, to the board and the leadership of BIFM, is stability. So where that’s meant letting some of the responsibility of the chairman’s role go, that’s what we’ve done so that I can focus on the core role.

“The last six months have been very hard, and I have to thank 24 | 8 MAY 2014 | FM WORLD

20-24 Ismena.indd 24

my deputy chair and chairmanelect in stepping in to help out.

“We elected the chair role early knowing that my health was deteriorating and so that we had a succession plan in place. [Incoming chairman] Julie Kortens has had nine months to prepare for the role, and that’s the longest an incoming chairman has had. I knew that if I had to step down early we had the next person elected. And Julie is the perfect person in the perfect position to take the institute and the FM sector as a whole to the next stage of development.

“The one thing anyone thinking of putting themselves forward to volunteer for the BIFM, in whatever capacity, is ‘do I have the skill set, knowledge base and vision that fits with what the BIFM needs right now?

Can I make a difference?’ “

The future - for Ismena “I really wanted to serve my full term as chairman, but sadly my diagnosis position changed a few weeks ago and I’m now on a much stronger chemotherapy.

“I’d always thought that I could go back to being me, that no matter what, I’d still be able to have some involvement in work. But I’ve realised I’ve got to the point where I just can’t,

and that’s a really bitter pill to swallow. So a few weeks back I phoned Gareth and said, ‘you know what? That’s it, I’m done’.

“I got this cancer when I was 29,” she says. “I knew then that I’d never have children, and as for partners I always had in the back of my mind that I wouldn’t be bringing anyone else along with me on my journey. So work was all I had, and I put everything into it. That’s what’s made this decision so hard. My health has deteriorated to the point where I have to focus on maintaining it to the exclusion of all else. More importantly, I need to remove the stress from my life and focus on getting this chemotherapy working. If it doesn’t I’m pretty much out of options. It’s time to accept that my life has changed forever, that I need to focus on the next stage, which, for me, means a smaller life.”

Ismena still writes, though. She calls blog writing (see box, right) her “support system”.

“It’s a form of counselling for me, and it also helps so many women and actually men going through advanced cancer.”

She has also developed a motivational speech for those seeking a speaker clearly qualified to talk about fighting adversity. “It’s not a crying fest,”

she promises. “I talk about my illness, yes, but I also talk about how I’ve been able to get on with what I wanted to do despite it.

“I’ve given my best years to the institute and made massive personal sacrifices to be able to be chairman. Chairing this institute has been the greatest honour of my life; knowing I’ve made a difference to the industry as a whole. I couldn’t have asked for more.

“But I could never have done it without such an amazing board, such a brilliant deputy chairman and a fantastic CEO.” And her parting message for the BIFM’s membership?

“Don’t complain about not getting access to the C-suite. It’s up to you to bang on the door, so get on and do it. A seat on the board? That depends on the company. The important thing is that you should have relationships with everyone who is sat on that table.

“But above all, be proud of being an FM. It’s a fantastic job.

I’ve loved every minute of it.” FM ISMENA’S BLOGS www.abitofaboob.com www.huffingtonpost.co.uk/ ismena-clout www.ismena.com

www.fm-world.co.uk

01/05/2014 15:01

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25/04/2014 14:52

FM FEATURE

ENERGY AUDITS

ELISABETH JEFFRIES

CREATIVE ENERGY

The European Commission is targeting many more businesses in a wide-ranging bid to make them more conscientious about saving energy – and FMs may be its shock troops

IKON

A

pathetic buildings management is still too common, say Brussels mandarins. So a new rule devised by the European Commission (EC) aims to plug holes in energy efficiency by enforcing regular energy audits for the first time.

Transposed in the UK as the Energy Savings Opportunity Scheme (ESOS), it is one of several elements in the 2012 Energy Efficiency Directive.

“Our policy impact assessment... has found that energy audits were far from being implemented consistently in enterprises,” says EC energy spokesperson Sabine Berger.

In compliance with the directive, ESOS targets larger organisations, described as enterprises. These may

26 | 8 MAY 2014 | FM WORLD

26-31 Energy Audits.indd 26

include private businesses and partnerships, charities, some universities and other institutions with more than 250 employees and an annual turnover of more than Ð50 million.

According to the Department of Energy and Climate Change (DECC), around 7,300 UK enterprises will fall within the scope of ESOS. That compares with 4,400 to 6,400 large enterprises already reporting energy data. It is estimated that they currently occupy 170,000 to 200,000 buildings and account for around 35 per cent of UK energy consumption.

Many new organisations untouched by previous energy requirements (such as Energy Performance Certificates or the Carbon Reduction Commitment)

will be affected for the first time.

A 2013 DECC consultation indicates that enterprises will have to carry out an energy audit by 5 December 2015 and at least every four years from the date of the previous energy audit. Unlike many previous policies, ESOS goes beyond buildings and covers an enterprise’s transport and industrial processes.

And ESOS requires more than mere energy labels. According to the consultation, minimum compliance would require a review of the organisation’s total energy use and energy efficiency, and auditors would have to work out and state the energy intensity ratio. Minimum compliance would also include clear information on potential savings and recommendations for cost-effective countermeasures.

www.fm-world.co.uk

01/05/2014 15:32

ISMENA CLOUT

www.fm-world.co.uk

26-31 Energy Audits.indd 27

FM WORLD | 8 MAY 2014 | 27

01/05/2014 15:32

FM FEATURE

ENERGY AUDITS

9% The building sector counts for 9 per cent of EU 28 GDP [gross domestic product] and 8 per cent of EU employees

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ELISABETH JEFFRIES

EC assessments have demonstrated that audits could yield major benefits.

“The impact of the mandatory audits, even without the obligation of implementing the most cost-effective measures as recommended by the energy audits, is projected to be between 8.6 Mtoe [million tonnes of oil equivalent] and 13 Mtoe,” points out Berger.

FMs not yet ready Weaknesses in existing energy legislation may partly explain the new focus on audits and the push beyond top companies and major public buildings. Inadequate EPC [Electronic Product Code] labels – whose characteristics vary between EU member states – are well documented, as are poorly defined label requirements and insufficiently trained official certification agencies. Energy labels are based on different assumptions.

In the UK, for example, many use criteria based on theoretical or potential performance rather than actual consumption and take into account the type of asset generalised across different buildings. The building assessment is based on various standard elements, but not the individual actual operating performance. This means EPCs are sometimes wrong. Given the impact of the building stock on greenhouse gases, a renewed attack on buildings emissions is necessary.

“The building sector counts for 9 per cent of EU 28 GDP [gross domestic product] and 8 per cent of EU employees. The untapped savings potential is therefore large,” says Berger.

But James Patterson, associate director for sustainability and energy at consultancy WSP, says in-house FMs in many companies may not yet be fully equipped for ESOS audits. He suggests that

“FMs often have limited resources; they aren’t building engineers. They may not have energy efficiency on their radar”

FMs tend to focus on smooth rather than energy-efficient buildings operation.

“FMs often have limited resources; they aren’t building engineers. They may not have energy efficiency on their radar and are often more concerned with space allocation or internal security,” he says.

WSP is an energy and environment consultancy that provides energy audit services.

The new requirements could come as a shock to some building managers. As Patterson says, many organisations may never have conducted an energy audit.

“Larger leading organisations have tried to do energy audits and already know where savings lie.

But there is a whole order of other large enterprises that have no idea.

To start with, there are a whole series of no-cost measures that can be put in place. As a simple example, time programmers and switches are often not correct in the first place.”

Whereas previous policies required energy measurements, ESOS is more demanding.

“In the past, organisations had to measure energy use and pay a penalty for emitting. In contrast,

the energy audits are not about what you are emitting, but about how to make energy use reductions,” says Patterson.

Collecting the data The first step in an audit is retrieving energy consumption data and company production figures (correlated to energy use in the case of manufacturing), as well as mapping lighting and heating.

The energy management of the building is then examined, followed by an assessment of opportunities to save energy and returns on investment where necessary. A buildings management system may often provide much of the data. But Patterson says: “Systems collect the data but in some cases no one is looking at it.”

And ISO 50002, a new energy audit standard under development, could in future be used as a compliance tool.

DECC has also consulted on the use of Green Deal assessments and Display Energy Certificates (DECs) as a compliance mechanism. But Patterson believes the latter option would be a mistake. “DECs could avoid compliance – they are simple and quite crude. It could devalue the whole process. It’s a wellintentioned piece of legislation that the government should use as an opportunity to bring value.”

Energy intensity measurements are an innovative feature of ESOS. “Energy policies in the past usually required absolute values to be reported. But the energy consumption of a particular building in terms of number of occupants, for example, is not addressed at the moment,” says Peter Tse, principal design consultant at the Building Services Research and Information Association (BSRIA).

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FM FEATURE

ENERGY AUDITS

is one of the points under consultation by DECC. Once agreed, a standard definition would allow better comparison between buildings and improve benchmarking techniques.

ESOS provides the option for in-house assessments by staff with knowledge of the specific business – a unique aspect of the scheme.

“With ESOS you don’t have to go to an external assessor – it can be a qualified internal person who delivers the audit. That is different from previous schemes and reduces costs. In some organisations, FMs could well be the employee closest to carrying out the job,” says Tse.

Managing and implementing But DECC specifies that in-house experts should not be directly engaged in the activity being audited. For example, an energy manager directly responsible for operating energy management systems for specific buildings may not be the suitable person to audit those particular buildings.

However, DECC suggests that they would be considered sufficiently independent if there is a division of responsibility between overall energy managers and those responsible for implementation (such as buildings/facilities and site managers) on the ground.

Tse adds that the task may not be onerous, particularly as it may concern only a sample of the organisation’s operations.

“FMs are familiar with monitoring energy. The potential change is energy intensity and how to go about addressing it.

It shouldn’t be too much for FMs, though – they are still dealing with absolute energy consumption but there is an additional step.”

DECC itself has made progress with government objectives www.fm-world.co.uk

26-31 Energy Audits.indd 31

ELISABETH JEFFRIES

“With ESOS you don’t have to go to an external assessor … FMs could well be the employee closest to carrying out the job” included in the Energy Efficiency Directive. These require that 3 per cent of buildings with a useful area of over 500 sq m (250 m2 from July 2015) owned and occupied by central government are renovated between 2014 and 2020.

Alternatively, governments may take other measures to achieve equivalent energy savings by 2020. In December 2013, the government reported a 14 per cent reduction in greenhouse gas emissions in 2012-13 compared with the 2009-10 baseline, while 11 departments met or exceeded the 2014-15 target, compared with eight in 2011-12. Reduced energy consumption across the government estate is estimated to represent financial savings of £44 million in 2012-13 compared with 2009-10.

“The UK is required to report annually on progress.

Only savings from 1 January 2014 count towards the target.

Therefore it is too soon to say how well advanced the UK government is towards reaching this goal. Analysis conducted prior to implementation indicated that the UK could comfortably achieve the level of savings required,” says DECC spokesman

Nisar Hussain.

The government’s performance is significant in that it provides a role model and sometimes procurement lead.

“It is clear that significant low-hanging fruit remains across Europe. The directive’s requirements are designed to mobilise member states in ensuring proposals are developed which aim to realise this potential and ensure that the public sector demonstrates leadership on energy efficiency,” he says.

In the UK, ESOS is expected to yield net benefits of around £1.7 billion realised by an average 0.7 per cent energy saving for each business covered by it. It could generate annual savings of around 2.5 TWh [terawatt hour] per year from buildings and industrial processes and 0.8TWh per year from transport.

Enterprises will see most of this benefit in lower energy bills.

The cost of conducting an ESOS assessment for an individual enterprise will vary according the size and complexity of its operations. The average cost for each enterprise for the first round of ESOS assessments is expected to be about £17,000, with later assessments costing about £10,000 (including administration and the cost of the assessors’ visits, but excluding the cost of implementing recommendations).

Critics might well describe the requirement for energy audits/ESOS as yet another sticking plaster over a set of dysfunctional energy-efficiency policies. But it may at least for the first time yield actual energy consumption data within organisations rather than energy labels based on standardised assumptions. At the same time, it pushes companies to act rather than measure. That, in turn, could encourage performance improvement. FM

The average cost for each enterprise for the first round of ESOS assessments is expected to be about

£17,000 with later assessments costing about

£10,000 (including administration and the cost of the assessors’ visits, but excluding the cost of implementing recommendations)

14% In December 2013, the government reported a 14 per cent reduction in greenhouse gas emissions in 2012-13 compared with the 2009-10 baseline

FM WORLD | 8 MAY 2014 | 31

01/05/2014 15:05

FM FEATURE

THE GREEN DEAL

ASHALL, TURLEY & FINNEGAN

IS THE GREEN DEAL

GOLDEN?

The Green Deal is the government initiative designed to press businesses and homeowners to use more green measures in their buildings. A ‘Golden Rule’ underpins how big the repayments will be, but all that glitters is not gold, as three senior lecturers at Liverpool John Moores University – Mal Ashall, Martin Turley and Stephen Finnegan – report

GETTY

T

he Green Deal (GD) was introduced under powers in the Energy Act 2011 and is a funding mechanism for energy-efficiency improvements to property without the consumers having to pay upfront for the work.

Instead, works to improve the energy efficiency of a property will be undertaken by a GD provider and the occupier will pay for the measures under a GD plan over time, with the savings made as part of their energy bill.

The regulations came into force on 28 January 2013, initially for residential properties as a way to help the government meet its carbon reduction targets. They will apply to commercial property from 2018.

Using the GD financial package to make energy-efficient

32 | 8 MAY 2014 | FM WORLD

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improvements is predicated on what has been termed as the “Golden Rule” (GR). This is defined as: 1. The cost of repayment should not exceed the estimated financial savings resulting from installing measures.

2. The length of the repayment period should not exceed the expected lifetime of the improvements.

The loan will remain with the property should the organisation that undertook the GD improvements move to new premises. It is this factor, plus the second strand of the GR, that has led some to believe that in order for commercial property landlords to grant approval for GD improvements to be made by tenants to their properties, the lease length will

reflect the repayment period – as landlords will not wish to inherit GD finance plans on empty properties. The GD has four stages: 1. Assessment: The premises are assessed by a GD assessor using bespoke software to identify possible energy-efficient improvements and financial savings. Should the assessment consider the options are costeffective and can achieve the GR, the report is passed to a range of GD providers; 2. Finance: The GD providers can then arrange and fund the recommended improvements; 3. Installation: The GD provider will arrange for a GD installer to undertake the recommended work; and 4. Repayment: The improvements will be repaid to the GD provider

from the utility supplier as a result of the savings made on the energy bill.

There is no limit on the finance available through the GD as long as the GR applies in all circumstances.

Approved energy efficiency measures The GD assessor will determine which of the approved energyefficient measures would be most appropriate for the property from a list that includes: (a) Insulation improvements such as: ● Loft insulation; ● Solid wall insulation; ● Cavity wall insulation; ● Draft insulation; and ● Double-glazing windows. (b) Micro-generation improvements such as: www.fm-world.co.uk

01/05/2014 15:02

GREEN DEAL

www.fm-world.co.uk

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FM WORLD | 8 MAY 2014 | 33

01/05/2014 15:02

FM FEATURE

THE GREEN DEAL

Solar PV; Wind turbines; ● Air source heat pumps; and ● Ground source heat pumps.

Micro-generation is extremely popular, but can only be funded by the GD if it observes the GR. In a commercial environment the improvements under the GD could become a more substantial scheme than that which would normally be associated with a residential GD scheme. These improvements may even extend to the cladding of framed buildings.

Although this could be beneficial for building users and landlords in terms of environmental and aesthetic benefits, it is a little disconcerting that a semi-skilled GD assessor would be required to accurately demonstrate the potential savings, articulate a GR payback period and differentiate between costs of works, prelims, contract administration and professional fees. Higher-level, more comprehensive redevelopment schemes are often challenging for experienced cost consultants – quantity surveyors, building surveyors and architects. Might the assessors be required to undertake this work separate from a cost consultant and in an independent capacity?

Comparisons between existing processes for domestic dwellings may present other challenges.

For example, on a typical project of an external retrofit on domestic properties the project costs will be apportioned between all of the properties within the scheme, so there will be limited contract administration, design and/or professional fees.

Equally, there would normally be an individual preliminary cost for each of the properties being refurbished. But in a commercial environment there could be substantial facilitation or

ASHALL, TURLEY & FINNEGAN

Perhaps there may be a need to provide for relocation, outof-hours working and longer contract periods than would normally be associated with the works, owing to the nuances of individual tenants. How will the GD accommodate this?

●

SHUTTERSTOCK

●

34 | 8 MAY 2014 | FM WORLD

32-37 Green Deal.indd 34

GD providers

“Lease length and property type could make it difficult for a tenant to engage with the GD as the trend for shorter leases would make most options unable to comply with the GR”

remediation costs over and above the actual green technology. This, allied to any necessary enabling works, may account for between 20-40 per cent of a commercial scheme. It will be interesting to see how the GD will consider this element of the costs.

When considering GD improvements for mechanical and electrical (M&E) installations, they may affect several unrelated parties simultaneously.

For example, upgrading a landlord’s heating system from an old gas-fired boiler to an individual tenant’s HVAC system may affect several occupiers.

Improvements such as this may sit outside any single lease and, dependent upon the amount of sub-division of space into smaller office units, would require all relevant parties to co-operate for GD funding to be made available.

The improvements may relate to the whole of the building, elevations, suites or even plant.

Existing tenants may already have certain systems that they wish to retain; they may not want to be disrupted by the landlord while he undertakes works.

The Department of Energy and Climate Change (DECC) expects the GD providers to determine the prices and interest rates, and considers these will become ever more competitive as takeup of the GD is realised. The repayments will take into account the cost of the recommended works and any finance cost, and then links this to the two strands of the GR. The Green Deal Finance Company (GDFC), backed by the government, along with such interested stakeholders as British Gas and Carillion, will finance most of the scheme, although DECC expects to invest £200million to £500 million to kick-start the process. The vision is that another £14 billion will be provided by the private sector to underwrite the overall scheme.

How would it affect asset values?

In principle, the GD should not have any detrimental effect on the value of properties, however, when the idea was first mooted in 2011, DECC consulted a number of landlords regarding the scheme and a few key areas of concern came to light: ● Would payback periods be within the length of the lease? ● What would be the landlord’s responsibility, as bill payer should the property become vacant? ● What would the effect of taking out a GD plan have on capital and rental values?

Lease length and property type could make it extremely difficult for a tenant to engage with www.fm-world.co.uk

01/05/2014 15:02

Selected forthcoming features in FM World:

19 June issue: Innovations in catering 17 July issue: Office lighting 14 August issue: Recruitment 25 September issue: Building management systems

We have something of interest for all advertisers. www.fm-world.co.uk/about-us

For a full 2014 features list visit:

or contact : norbert.camenzuli@redactive.co.uk | 020 7880 7551

Features are subject to change - please contact the editor for further details. FM World welcomes contributions and ideas for articles.

Send a short synopsis to Martin Read at martin.read@fm-world.co.uk.

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FM FEATURE

GREEN DEAL

ASHALL, TURLEY & FINNEGAN

the GD as the trend for shorter leases would make most options difficult to comply with the GR. Furthermore, the landlord’s reasonableness is likely to be scrutinised further at the grant of a licence to alter because they could become responsible for any electricity bills at the end of the lease.

GETTY

Lease end provisions At the lease expiry, neither landlord nor tenant can be certain that: a. The property will be let again in its present condition; b. The improvements will be retained by the incoming tenant – if there is one; c. If or how the improvements could affect the flexibility and subsequent marketability of the space; or d. The time scales for the start of a new tenancy.

Under most commercial leases, the differentiation between landlords and tenants is quite clear. It is easy to see who is responsible for what and the extent of their respective responsibilities. There are normally reinstatement provisions, either expressly within the lease or as part of a secondary document or licence.

At lease termination, the landlord may decide that the tenant should remove ‘improvements’ made to the premises through the GD. The tenant may argue that these are improvements and as such they should remain.

The relative merits of either approach are extremely subjective from a landlord and tenant perspective, although the real consideration is who should pay for the equipment once it is removed?

A tenant cannot pay for the equipment through utility charges if they are no longer paying for the utility services.

The landlord will not pay for the www.fm-world.co.uk

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equipment or its removal – so to whom would the equipment belong at this stage? Will the tenant need to indemnify the landlord beyond the lease end should the occupation finish before the GR payback period?

Or will it require a negotiated extension to the lease to enable payback within the tenant’s existing tenancy?

The questions above illustrate possibilities of real problems that may occur when deciding on what basis issues may be resolved. This may necessitate a more co-operative approach to lease end events than we are accustomed to traditionally.

Break clauses And there must also be some consideration for any break options within leases, as these could have an adverse effect on the parties’ ability to establish payment terms. If a reciprocal break is presented, then the GD/GR payback period must have regard for this potentially shortened term. Furthermore, will GD providers be mindful of the validity of breaks within the

lease when applying the GR – and who will advise them?

Service charges Further limitations may occur in multi-let office buildings where the landlord wishes to enter into a GD plan but the tenants’ leases may not permit them to recharge for the improvement through the service charge (SC). Furthermore, agreement from all the tenants contributing to the SC would be required as they are parties to the utility bill payment process.

The process of agreement would be subjective from a tenant’s perspective and would depend on the length of lease and its unexpired term. When considered in terms of their contributions towards the SC this may have wider ramifications in determining when, why and how they would propose to pay – if at all.

And if the GD works were deemed to be disruptive, then the tenants who have short unexpired terms remaining may see little benefit in their businesses being disrupted if they have already decided not to renew their leases. Irrespective of the relative

benefits to be had through the landlord’s proposed GD works, the tenants may challenge the validity of the landlord’s actions and the appropriateness of the SC’s contribution to the payback through the GR criteria.

Conclusion Although the above serves as an outline of the various ways in which the GD could play out in a commercial context, it is by no means an exhaustive assessment of the intricacies that could be encountered. The issues considered here may have ramifications individually or collectively as none of the above operates in isolation.

At present the government proposes to outlaw the letting of all properties that do not have an Energy Performance Certificate (EPC) of E or above from 2018.

Consequently, there is pressure on landlords to get their buildings in order. Is GD be the vehicle to undertake this task? FM Mal Ashall, Martin Turley and Stephen Finnegan are senior lecturers at Liverpool John Moores University FM WORLD | 8 MAY 2014 | 37

01/05/2014 15:02

FM MONITOR STEPHEN COPPIN

LEGAL UPDATE

Stephen Coppin, principal consultant, Parsons Brinckerhoff

POTEN TIAL CHA N GES TO T H E CO N ST RUCT I ON ( DESIG N AN D MA NAGEM EN T ) R EGUL AT I O N S 2007

he Health & Safety Executive’s proposals T to replace the Construction (Design and Management) Regulations 2007 (CDM 2007) are out for consultation now. What could the changes suggested mean for FMs? The proposed regulations would implement in Great Britain the requirements of EU directive 92/57/EEC on minimum health & safety requirements at temporary or mobile construction sites.

Between 45 per cent and 60 per cent of fatal and major injury accidents on construction projects take place on refurbs and minor work, many of which are not subject to notification to the HSE. Yet the HSE’s chief inspector of construction, Heather Bryant, following a site visit to a recent fatality in London warned that “deaths and injuries on UK building sites could increase as the industry comes out of the downturn”.

The Health & Safety Executive says the proposed CDM changes are to improve worker protection, and deliver significant savings to businesses. The HSE says it wants to make it easier for employers, particularly those working on small projects, to understand what’s required of them.

The body wants to get these changes right with a minimal burden on business. But the real measure of success will be whether clients and other duty holders give health & safety the priority it demands. This requires decisive leadership within each organisation from the top management.

FM responsibilities Most clients’ core business is not 38 | 8 MAY 2014 | FM WORLD

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construction and is outsourced to construction professionals such as project managers, architects, civil, M&E and structural engineers from consultancy organisations and a contractor to manage and deliver the project.

While the landlord or occupier in turn will do the same for changes to its portfolio and buildings, property or facilities managers are usually responsible for managing it on behalf of landlord or user. The key proposed changes to CDM FMs need to take notice of include: ● Some additional client duties; ● Replacement of the CDM co-ordinator role with a new role of principal designer; ● Application of co-ordination duties required earlier; ● Introduction of a duty on information, instruction, training and supervision to replace the duty to assess competence; ● The threshold of notifiable projects is slightly altered; ● A construction phase plan is required on all projects (from the principal contractor); ● The placement of client duties for domestic projects with the first appointee; ● No transition or phasing-in period, so existing projects that are to be completed after April 2015 must fully comply; ● Removal of the domestic client exemption and transfer of these limited duties to the contractor/ designer; and

Replacement of the Approved Code of Practice (ACoP).

●

Current CDM regulations provide a framework to manage health & safety for all construction work. Under the regulations the wide definition of such work includes: ● Alteration, conversion, fitting out, commissioning, renovation, repair, upkeep, redecoration, some types of cleaning methods and demolition; ● Preparatory work – site clearance, exploration and investigation (not site surveys); ● Assembly of prefabricated elements to form a structure; and ● The installation, commissioning, maintenance, repair or removal of mechanical, electrical, gas or other installations, which are normally fixed within a building.

These rules have encouraged an integrated approach to planning and management from the design onwards. They stipulate minimum standards of health & safety provisions required during the building phase, consolidating the earlier CDM 1994 and Construction (Health, Safety and Welfare) Regulations 1996.

It has helped improve culture on medium-to-large projects and cut reportable accidents before the recession. But this has sadly not been the case with small construction, refurbishment and plant replacement projects, which are disproportionately represented in the serious and fatal injury profile of the industry.

It is also said CDM 2007 requirements go beyond the Temporary or Mobile Construction Sites Directive (TMCSD) in a number of ways.

The most significant of these is the area of competence.

For changes to an existing building FMs normally procure an architect first, followed where necessary by specialists to carry out specific work such as asbestos R&D surveys, and employ other designers and a contractor. When the project is found to be notifiable to the HSE the FM may take on the role of the CDM co-ordinator or outsource to another individual or organisation to fulfil that role.

What could change If changes go through as stated there is risk of a misunderstanding as to whether or not a principal designer and a principal contractor is appointed or not, and whether the scheme is notifiable to the HSE.

FMs as principal designers FMs may need to prove they have suitable training to fulfil such legal duties (NEBOSH construction certificate or higher, and evidence of training on their latest H&S-CDM procedures).

And with 2016 fast approaching, building information modelling (BIM) training will be help with the core requirements of the principal designer’s duties.

The CDM document says “HSE believes that the competence of construction professionals should be overseen by... the relevant professional bodies and institutions”. That is an opportunity for BIFM and its members with other professional bodies to get together with the HSE to set the bar. FM The consultation process is open for responses until 6 June 2014.

The full document can be found at www.hse.gov.uk/consult/condocs/ cd261.htm

www.fm-world.co.uk

01/05/2014 14:06

FM MONITOR MARTIN SUGDEN

TECHNICAL

Martin Sugden, chief executive, Boldon James

DATA CL ASSIF I CAT I O N A N D DATA LO SS

rotecting an organisation’s intellectual property is not just about securing a network from hackers. Martin Sugden, chief executive at data classification business Boldon James, explains how a better understanding of an organisation’s data can prevent data loss

P

The Government Security Classifications policy, introduced in 2014, is a system that intends to classify sensitive government data and information in the UK. It was introduced to ensure that government information is appropriately protected and applies to all information that government collects, stores, generates or shares.

This scheme, which replaced the Government Protective Marking Scheme, is intended for all government bodies.

These divisions are mandated to implement it. Organisations that work in the government’s supply chain are also expected to have staff who are trained to understand the classifications and their meaning, and apply actions in the appropriate way.

All data will be marked as either ‘Official’, ‘OfficialSensitive’, ‘Secret’, or ‘Top Secret’. ‘Official’ will include most public sector data, which is not subject to any security risks.

In a corporate world Larger corporates, certainly in financial services and industries, are looking at putting in place a classification solution for themselves.

Organisations must now behave in a more secure way.

They are dealing with the increase in the use of open www.fm-world.co.uk

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systems and more personal devices being used for business.

Going back 15 years, corporates had much simpler systems than they have now.

Information would be used and processed in more structured environments. It was quite easy to work out what that information was, where it should be, and who should have access to it. As time has gone on that certainty has gone away on most of the ways the information is being shared and used.

It’s not unusual now to have two organisations accessing a central sharepoint site where they can work together. The requirement is now there for being able to understand what information you have, the value of it, and who should be able to access it.

The descriptors and labels that are being applied to government data are the sorts of things that corporates will put into their labelling policy. The documents that are above ‘Official’ tend not to be in a corporate environment.

But corporates will probably have three or four labels along with further descriptors once the policy is in place to tailor the policy to the organisation’s own needs.

Applying the system Data classification tools give

businesses the ability to put a label on documents. That is visual, so when you open it you see it. It will also goes into the metadata, which can then be used by a range of other tools to make decisions. This might be: Can this email be shared with other people? Can it go external to the organisation? Should it be encrypted when it is stored? Is it non-business?

There are all sorts of speed bumps and tests that go on in a system that can stop you making a mistake. It is important to remember data classification schemes and the tools and software used will not stop external hackers retrieving information. But most data loss is just error – such as an email being sent to the wrong person.

Practicalities One of the biggest problems with a labelling scheme and its application is that organisations need to know the resulting actions. If a manual process is applied such as writing or stamping – think of the traditional ‘top secret’ stamp.

In the intel community, where people are very concerned about that type of thing, that probably does work. If people working in the military walk into a room and they see a file stamped top secret they walk out because they’re not supposed to stay in the room with it. But in the corporate world that doesn’t work. Also, 99 per cent of communications today is electronic.

A data-loss prevention tool scans information moving around the organisation, trying to get out of the organisation, and it makes decisions based upon rules that you as management have

put together. However, there is a lot of manual checking that is required for anything that might be flagged.

When you integrate a data classification system with a labelling policy you can reduce the number of false positives significantly. The user will deal with the information appropriately because they own it. They understand the context and the consequences.

A data classification system must also go beyond communications. For manufacturing businesses the intellectual property is in their CAD files. These organisations need to implement a system that covers different information types on different platforms.

Organisations can be extremely secure providing that they have got control over the technology that is being used and they have control over the end devices.

Post-delivery controls are also important. For example, when an email is sent a delivery receipt can be sent to both parties, but if it is then sent on to another recipient the information is lost.

There will always be a trade-off between security and practicality and, generally, practicality wins. If staff are not trained and they don’t understand the value of the information what they generally do is find a way of getting their job done, regardless of the consequences.

Classification is critical, because once the end user is involved in applying the label and understanding it, then fewer poor decisions are made. FM FM WORLD | 8 MAY 2014 | 39

01/05/2014 15:03

FM MONITOR PETER MOSLEY

HOW TO...

Peter Mosley, managing director of Mitie’s Technical Facilities Management business

M ITIGATIN G RIS K I N DATA CEN T R E O P ER AT I O N

he potential damage when a data centre goes down is both financial and reputational, so businesses must do everything possible to mitigate risk and avoid accidental downtime , says Mitie’s Peter Mosley

T

Businesses are now reliant on technology to the point where any downtime would have a catastrophic impact on operations. Firms are centralising their hardware, from having an IT server based in every office to just one, or a handful of IT hubs supporting their entire operation.

That’s why we established Mitie’s resilience approach to critical engineering, as a high level of expertise is needed beyond the usual IT engineering service to provide continuity in such environments. These five tips on mitigating risk in data centres only scratch the surface, but I hope it gets people thinking.

1⁄

The Market

Risks to data centres include a range of factors from earthquakes, fires and floods to cyber attacks and terrorism. Preparing for the unpredictable is essential for the effective management of a facility. Not only does it make good business sense, but there is also a growing regulatory compliance for data centres to have plans in place.

A Business Continuity Plan (BCP) is a management process that provides a framework to ensure the resilience of a business to any eventuality.

While it should ensure continuity of service to customers and protect a company’s brand

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and reputation, it must also be properly implemented and maintained. An effective approach is to align the BCP with an approach based upon ISO 31000 Risk Management. This identifies all the risks, allowing them to be properly assessed and responses to be put in place.

2⁄

Know your weak spot

The design of a data centre can provide man possibilities for failure. Owing to the complexity of the systems, one malfunction could take the entire data centre offline. Trying to eliminate them all would carry huge costs, for example, the price of additional generators, UPS, switchgear, chillers and cabling.

In some cases it may be determined that the cost to remove the point of failure is more costly than the risk it carries. That’s where the importance of risk management comes in. Responsive measures such as the availability of critical spares and having the right expertise on hand will ultimately decide the scale of the impact should a fault occur.

3⁄

Build the talent

Modern data centres need dedicated experts to ensure their optimum uptime. Many engineering fields are suffering from a skills shortage, and critical engineering is no different. The data centres being built today will typically have operating lives of 25 years upwards, and so more thought must be given to the skills and expertise needed to maintain them. Mitie has a dedicated training and development programme for all its engineering teams. Scenario training that replicates system failures is a very effective way to test people and process reactions, and identify where further training is required.

All organisations should have a structure in place to support and train people, including an apprenticeship scheme and a training framework. Investing in the next generationInvesting in the next generation doesn’t just make good business sense – it’s a responsibility we all have to uphold.

4⁄

Sharing the load

The continued uptime of a facility depends on the pro-active management, control and monitoring of IT loads. It is important to know whether system capacities are at risk of being exceeded, thus compromising reliability. Also businesses need assurances that reserve power and cooling

“Preparing for the unpredictable is essential for the effective management of a facility”

capacity is available to support future growth requirements. It is vital that a load management and capacity planning process is in place, which identifies the current load requirements, anticipated long-term changes and the existing capacity.

Modern Power Management Systems (MPMS) have integrated reporting software and tools, including alarm thresholds that alert to changing load conditions. This can be a highly effective way of reviewing and managing any changes and an essential ingredient to overall risk management.

5⁄

Blowing hot and cold

Modern computer systems are intensive users of electrical power. Should cooling on these intensive heat loads fail, the rapid temperature increase could cause the units to fail. For data centre cooling to be effective, the cold air that’s introduced to the room should be cooling the IT equipment without mixing with the warm air it discharges. The most efficient way is to create hot and cold aisles. Cooled air is introduced to the IT space and can only exit by flowing through the IT equipment, it will then be discharged into a hot aisle, ventilate up at high level and exit through a ceiling void. This allows the ambient temperature of the data hall to be higher without a risk of overheating the IT equipment, thereby also reducing the data centre’s running costs. FM

The full guide to Mitie’s ways to mitigate risk in data centres can be downloaded at www.mitie.com/ resilience

www.fm-world.co.uk

01/05/2014 15:51

FM MONITOR MICHAEL SKELDING

HOW TO...

Michael Skelding, general manager and secretary of the Door & Hardware Federation

AU TOM ATED GAT E SA FET Y

he tragic deaths of young children in automated gate incidents in 2010 resulted in prosecutions that have brought into sharp focus the responsibilities of FMs around their installation and maintenance

T

Powered gates are increasingly common at industrial, commercial and residential locations – warehouses, factories, car parks, schools and apartment blocks.

The convenience and security they provide make them a popular choice.

Facilities managers have an overriding obligation to ensure that the new gates they specify meet all current legal safety requirements. They must also make sure all existing automatic gates are risked-assessed for safety and that there is a regular maintenance programme in place.

Looking at the facilities manager’s obligations when specifying a new powered gate first, it is important to realise that safety must be built in at the start of the design and manufacturing process.

A new automated gate installation must comply with the Supply of Machinery Safety Regulations 2008 (SMR) at the point of installation. The CE mark on the gate and a declaration of conformity are the assurance that the gate complies with the essential health and safety requirements of SMR. It is also evidence that a risk assessment has been carried out and that the manufacturer and installer have assessed and resolved all safety issues for that gate. These include minimising any risk www.fm-world.co.uk

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of pedestrians being trapped, crushed or otherwise injured by the mechanism. So the presence of the CE mark on the gate and the presence of a declaration of conformity is evidence that the facilities manager has taken all reasonable steps to ensure the new gate is safe.

Shifting liability If a facilities manager has a nonCE marked gate installed then it is the installer who is breaking the law by supplying a new gate without the mark – not the manager who specifies it.

But once it is in service the facilities manager is liable for its safety either under the Workplace Regulations, Provision of Work Equipment Regulations or the Health and Safety at Work Act. Without the CE mark and declaration of conformity, the manager would be unable to prove the gate met minimum health and safety requirements should legal action take place following an incident.

So ensuring a new automatic gate installation carries the CE mark is of the utmost importance.

But that is the beginning of the story, not the end.

A CE mark is a bit like an MoT certificate for a car; it certifies the condition of the car on the day of the MoT test only. It is no

guarantee that the car’s safety is guaranteed for the next 12 months.

The Workplace (Health, Safety & Welfare) Regulations 1992, Provision of Work Equipment Regulations and Health and Safety at Work Act 1974 cover a wide range of workplacerelated health, safety and welfare issues. There are clauses relating specifically to gates, and the obligation to maintain them in a safe condition. For that reason this set of regulations would be the most likely choice of the Health & Safety Executive should it prosecute following a gate accident. So regular inspection and maintenance of all powered gates is vital to ensure that they remain safe.

It is very common for a facilities manager to assume responsibility for an existing powered gate – where a company has taken over a new building with a powered gate already in operation, for example.

In this case, regardless of the presence of a CE mark, immediate inspection and risk assessment

should take place to ascertain whether the gate meets current safety standards. It is estimated that more than two-thirds of all automated gates installed in the UK before 2010 do present a serious risk and hence a liability on the owner.

Hazard check A DHF Safety Assured gate company should be called in to carry out a thorough hazard assessment. This in most cases will include a measurement of the moving force of the gate.

If the assessment reveals serious safety issues the engineer will switch off the system, issue a warning letter to the gate owner and affix a “danger” notice to the gate. He will then recommend what safety modifications need to be made to the gate to bring it up to a safe condition.

These could include the fitting of rubber safety contact strips, application of guards and fitting of photo electric or radar presence detection systems. FM www.dhfpoweredgategroup.co.uk

INDUSTRY STANDARDS

CLOSING THE GATE ON ACCIDENTS The Door & Hardware Federation (DHF) represents all the key players in powered gates, industrial/commercial doors, garage doors, metal and timber door sets and locks and architectural hardware. It set up its Powered Gate Group with the encouragement of the Health & Safety Executive following the 2010 tragedies. Its brief is to raise automated gate safety standards in the industry. Since then it has produced the definitive DHF Guide to Gate Safety Legislation and Standards, established the DHF Safety Assured mark and set up an intensive two-day training course for installers – the most stringent of its type in Europe. The Powered Gate Group now has more than 65 members who are the leading UK and European manufacturers, suppliers, installers and maintainers of powered gates and gate automation equipment.

FM WORLD | 8 MAY 2014 | 41

01/05/2014 16:21

BIFM NEWS BIFM.ORG.UK

The Guardian News and Media HQ in King’s Place, London, was the venue for Dr Kerstin Sailer’s talk on the data-driven approach to design BIFM AWARDS

Tables and tickets ready Tables and tickets are now available for the BIFM Awards ceremony, which takes place on 13 October at the Grosvenor House Hotel, Park Lane, London.

More than 1,200 FM professionals will attend to see our winners crowned.

The evening includes drinks reception, dinner, guest host, entertainment and the full awards ceremony and is priced at: ● Individual tickets: £250 +VAT ● Tables of 10: £2,400+VAT ● Tables of 12: £2,760+VAT By booking early you can guarantee a prime position at the event. Book at www.bifm.org. uk/awardstickets. If you have any queries on the BIFM Awards please contact +44 (0)1279 712 640 or email awards@bifm.org.uk.

Don’t forget that entries in the coveted ‘FM of the Year’ Award are still open – entries close 27 June. i

www.bifm.org.uk/awards2014.

technology, and management.

The mix of experts and practitioners will provide a wide range of perspectives grounded in experience of developing and implementing innovative workplace strategies in diverse industries, organisations, and national contexts.

Latest research will also be presented by academics from both North American and European institutions.

WORKSPACE STRATEGY SUMMIT

FM experts talk strategy

i See the programme and book at http://workplacestrategysummit. org (BIFM members save on the delegate rate).

BIFM is supporting the Workplace Strategy Summit, taking place from 8-10 June at Wokefield Park, near Reading, Berkshire.

Building on the success of the first Workplace Strategy Summit, the event will feature leading academics and experts in the fields of FM and real estate speaking about the most innovative ideas to emerge in workplace strategy.

Presenters include leading thinkers from the fields of design, FM, real estate, organisational ecology,

LONDON EVENT REVIEW

42 | 8 MAY 2014 | FM WORLD

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cultures and address key FM issues including increasing collaboration, increasing efficiency, and allowing for flexibility.

Using fascinating thermalstyle imaging, Sailer showed how different floors in a building impeded or supported collaboration between people.

Sailer also used examples from the host building, the Guardian News and Media in King’s Place in London’s King’s Cross, which is currently using SpaceLab to

better understand its space usage.

Bringing Sailer’s discussion to life was Simon Lynn, project manager at Incisive Media, who talked through his organisation’s recent office relocation, which was informed by data-driven design.

The move that was publicised in the London Evening Standard was for leading the way in ditching the desk phone.

Many thanks to Bulb Interiors for sponsoring the event.

Data informs design More than 70 BIFM members and their guests recently heard how data is increasingly driving the design process.

Dr Kerstin Sailer, director of research and innovation at Spacelab and lecturer in complex buildings at UCL, demonstrated how a data-driven approach can deliver solutions matching space needs with organisational

Career best: (L-r Deborah Rowland, Gareth Tancred, Liz Kentish, Martin Whittaker and Julian Long spoke at BIFM North Region Key Learning Event www.fm-world.co.uk

01/05/2014 14:07

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

BIFM NORTH REGION

GUEST COMMENT

Linda Hausmanis, head of Professional Standards and Education at BIFM

Unleash your potential WHERE HAVE THE SKILLS GONE?

The Centre, Birchwood Park, was the venue for the latest BIFM North Region Key Learning Event. MEPC kindly hosted the seminar, which was co-sponsored

by Foundation Recruitment and Integral UK Limited.

More than 80 BIFM members attended the event, which focused on ‘Career Development’ and featured some of the FM industry’s leading figures.

Julian Long, managing director of Foundation Recruitment, followed the introduction by Mark Whittaker, the new BIFM North Region deputy chair.

Julian’s talk focused on career development from a potential employer’s viewpoint. He was keen to stress for people to be honest about their skills and expertise in job applications/ interviews and not to “pretend to be what you are not.”

He emphasised the need to develop our strengths.

To the accompaniment of The Who, Liz Kentish began her session ‘Who are you?’ about personal branding and industry visibility. Liz stressed the importance for the audience to take time out to self-analyse career goals and appraise strengths and weaknesses. “Take small steps to create career momentum,” said Liz, encouraged us to work on developing the areas identified.

BIFM CEO Gareth Tancred was the next speaker and his presentation centred on the future direction of the facilities management industry. Gareth mentioned that we are living in exciting times of exponential growth in technology and that it was crucial that we were aware and prepared now for future www.fm-world.co.uk

42-44 BIFM news.indd 43

n his speech at the UK Commission for Employment and Skills (UKCES) Work Foundation Skills Conference on 3 March, Matthew Hancock, the Minister for Skills and Enterprise, referred to a report that has been produced by the management consultancy firm McKinsey entitled Education To Employment.

This report highlights two global crises: (1) The high level of youth unemployment, and (2) A shortage of people with critical job skills.

Not only is this poor for businesses, it also causes social and economic distress and tensions. Action needs to be taken now to bridge the gap between education and employment. Much is reported in the media about there being no jobs and the high number of unemployed, however, this report shines a spotlight on the paradoxical situation facing businesses; vacancies are there but companies are not able to find the right people with the right skills.

So what is a company to do? Well, it would seem a lot more, both in terms of engaging with local schools and colleges to better enlighten teachers, careers advisers, pupils and parents about what skills a company looks for and showing the vast array of opportunities that are out there. A company needs also to look at its own approach and attitude towards training and developing its staff. Does it see the training budget as a cost or an investment? Does it have a reluctance to invest in training just in case a person leaves; as the saying goes, “What if you don’t train and that person stays”?

The advancement of technology has enabled a fast pace of change within the workplace, where the ability to be agile and flexible is key to maintaining an organisation’s position within the marketplace and is absolutely essential if a business is to grow. But is the school curriculum able to adapt in response to the changing demands of business? The Office for Economic Co-operation and Development adult skills survey, ‘The Survey of Adult Skills’, is an international survey conducted in 33 nations as part of the Programme for the International Assessment of Adult Competencies (PIAAC). This survey surmises that in most countries the younger generation have better literacy and numeracy than the older generation – but not so in the UK, where the generation that grew up with Twiggy did better than the generation that grew up with Twitter; a sad indictment of the UK education system.

Things need to change to avoid further generations of people ill-equipped for the workplace.

As parents and grandparents, we must be more questioning of the education system; to accept “that’s the way it is” should not be an acceptable response, as the results of the survey demonstrate.

Employers have taken steps to address this skills crisis by the creation of FM Professional Standards, which were launched in February. These are being used by organisations in the UK and globally as a benchmark of the competency required of people during their career in FM.

I

“THE GENERATION THAT GREW UP WITH TWIGGY DID BETTER THAN THE GENERATION THAT GREW UP WITH TWITTER; A SAD INDICTMENT OF THE UK EDUCATION SYSTEM”

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BIFM NEWS BIFM.ORG.UK

trends and developments in the industry, as FM “touches every part of our lives”.

Deborah Rowland, head of facilities management policy and strategy at the Cabinet Office, was invited to talk to the audience about her rise to the top of the profession, culminating in her award of the BIFM ‘Facilities Manager of the Year’ in 2013.

She provided her top-10 tips to develop your FM career, which included a call to be proud, passionate and professional in what we do and to always have vision in our career.

The next Key Learning Event is on 15 May at AstraZeneca, Alderley Park. Centred on sustainability, it will be a joint event with the BIFM Midlands Region and the BIFM Sustainability SIG. i See all BIFM events at www.bifm. org.uk/events

NOT make a difference. Leesman scrutinised the data, going deeper than the usual presentations to see if there were any variations at all.

There was a slight difference in the things men and women rank as important to them, but only very minor points differences (audio conference being one).

But none of the data showed that office environment hinders the occupant on performing their day-to-day tasks.

It was a truly thoughtprovoking evening that continued to spark interest through the networking afterwards, over candyfloss making and fish and chips – a very seaside-inspired catering theme supplied by BaxterStorey.

MEMBERSHIP

Corporate membership

BIFM TRAINING CPD FOR FACILITIES MANAGERS – WHY LEARNING DOES NOT STOP WITH AN FM QUALIFICATION

M is a dynamic industry that is constantly evolving, so don’t be fooled into thinking that your learning mission is accomplished with the attainment of a formal qualification. Knowledge can quickly become outdated (particularly in the areas of technology and legislation). Hence the need for CPD – even those with many years of FM experience are not immune. You need to ensure that you stay on top of new developments and best practice. Fail here and you run the risk of lagging behind while your peers strive ahead to take that next pay rise or promotion you had your eye on.

F

What is CPD? Continuing Professional Development is an ongoing process and ensures that you remain competent and can achieve your full potential. It is about identifying objectives and areas for development and then planning a way to reach your goals. Although CPD is not a compulsory part of BIFM membership, the reasons for undertaking it are compelling if you’re serious about your career. It can lead to new opportunities, greater job satisfaction and promotion. For the organisation it can aid staff motivation, succession planning and demonstrates a commitment to excellence and life-long learning.

WIFM EVENT REVIEW

Does gender make a difference at work?

The Women in FM special interest group has made a commitment to hold one event each quarter outside of London.

The first event was held in Brighton recently, considering ‘Does gender make a difference in the workplace?’

Speaker Tim Oldman from Lessman Index asked delegates to take a coloured Post-it notes and stick up on the wall to say whether they thought gender “does” or “does not” make a difference. It was a divided audience.

Leesman Index has surveyed 50,000 people – and gender does 44 | 8 MAY 2014 | FM WORLD

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We welcome new members: ● Bartlett Mitchell Ltd, product supplier – provider of a specific product ● Gold Key Media, product supplier – provider of a specific product ● Lantei Compliance Services, FM service supplier - contractor ● London Borough of Croydon, end user – in-house FM team ● Misco, FM service suppliers – contractor ● Morgan Lovell Plc, FM service suppliers – contractor ● Stoneview, FM service supplier – contractor ● Taylor Project Services LLP, consultant – provider of advice and guidance ● TOPdesk, product supplier – provider of a specific product i Learn more about corporate membership at www.bifm.org.uk/ corporatemembership, email corporate@bifm.org.uk or call +44 (0) 1279 712675

Get the CPD that you need with BIFM Training short courses BIFM Training delivers a programme of more than 60 high-quality CPD short courses, offering skills that are immediately transferable to the workplace. We are exceptionally proud of this programme, which has grown to support a changing profession with the help of our expert trainers, who are both subject specialists and experienced practitioners.

“I was recently offered a promotion from estates manager to director of facilities – one of the main reasons being the knowledge and understanding of FM that I’ve gained from the last two years’ training. I have no doubt that the training has improved my skills in all aspects of my role and I am enjoying the challenges that FM brings”.

Director of facilities, Barton Peveril Sixth Form College – various courses “The content, location, facilities, the instructors’ level of knowledge, and the enthusiasm were phantasmagorical. I will lose no time in booking my next course.”

Iain Saxton – FM Business School i Call 020 7404 4440 for a brochure or email info@bifmtraining.co.uk. You can also visit the BIFM Training website at www.bifm-training.com.

www.fm-world.co.uk

01/05/2014 14:07

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

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

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

Venue: ExCeL London, 1 Western Gateway, Royal Victoria Dock, London E16 1XL Contact: Visit facilitiesshow.com 8-10 June | Workplace Strategy Summit 2014: Innovation on the Edge: Building on the success of the first summit in the US, this features top academics and global innovators in FM and real estate discussing the most innovative concepts in workplace strategy in the 21st century. Speakers include Franklin Becker PhD, Cornell University, and Frank Duffy PhD, DEGW. Venue: Wokefield Park Conference Centre, Berkshire Contact: www.shop. workplacestrategysummit.org CHANNEL ISLANDS REGION 14 May | Quarterly training day – sustainability More details to be announced soon. www.fm-world.co.uk 45 | 8 MAY 2014 | FM WORLD

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

Venue: Specsavers Training Room, La Villaize, St Andrews, Guernsey Contact: Chris Robins at chris.robins@specsavers.com 16 May | Quarterly training day – sustainability More details to be announced soon.

Venue: TBC, Jersey Contact: Naomi Fry at naomi.fry@investec-ci.com HOME COUNTIES REGION 15 May | Regional AGM and SAS case study From 5.30pm. AGM, followed by a presentation on the benefits of LED lighting, an update on FM activity at SAS, including a new London office and a hospitality award win.

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

Venue: SAS UK, Wittington House, Henley Road, Marlow SL7 2EB Contact: Ashleigh Brown at ashbrownconsulting@gmail.com IRELAND REGION The following events are being organised by the Northern branch.

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

NORTH REGION

SOUTH REGION

15 May | Driving the sustainability agenda in FM An annual sustainability event focusing on how FM can help sustainability agenda. Richard Cairns of Everton FC will discuss sustainability practices adopted at Goodison Park and their training facilities. The Sustainability SIG will discuss the green credentials of the re-use of office furniture.

Venue: AstraZeneca, Mereside, Alderley Park, Macclesfield, Cheshire SK10 4TG Contact: Mark Whittaker at mark.a.whittaker@integral.co.uk

28 May | People in FM and sustainability A day to help understand issues around training, education, HR and sustainability. ‘Surgery’ sessions will also be available to book with Hays recruitment consultants.

Venue: Pall Europe, Unit 5, Harbour Gate Business Park, Southampton Road, Portsmouth PO6 4BQ Contact: Ian Fielder at 07795 181009

29 May | Careers Fair Potential careers paths, training and education within the industry.

Venue: Sheffield Hallam University Contact: Sue Gott at sgott2@hallmark.com 3 June | Merseyside networking group summer event The BIFM Award-winning team at Liverpool Edge Hill University will be hosting a summer event at the campus, discussing how they deliver FM service through their in-house team and will also provide a tour of the campus.

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

● HMS Caroline, the last surviving

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

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

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

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

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

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

19 June | BIFM Home Counties and South Region Golf Day Venue: Blue Mountain Golf and Conference Centre at Binfield near Bracknell Contact: Charlie Sorbie 07908711964 SPECIAL INTEREST GROUPS 14 May | International - Going Dutch: office relocation projects From 5.30pm. Balancing the old and new for an office relocation project. Rob Grassom speaks about Royal HaskoningDHV’s relocation to Westminster.

Venue: Royal HaskoningDHV 2, Abbey Gardens, Great College St, London SW1P 3NL Contact: Book online at www.tinyurl.com/on4chnr 14 May | Risk & business continuity - Demonstrators, protestors and trespassers - be prepared Stuart Wortley and Melissa Thompson of Pinsent Masons speak on legal remedies against trespassers, contingency planning and the human rights factor.

Venue: Pinsent Masons, 30 Crown Place, Earl Street, London, EC2A 4ES Contact: Book online at www.tinyurl.com/mt49yv2 15 May | Risk & business continuity - Flood resilience and protection A free event, hosted by disaster recovery business Polygon.

Venue: Unit 5C-E, Burntwood Business Park, Burntwood, WS7 3JQ Contact: Book online at www.tinyurl.com/lej4n7a 28 May | Sustainability and the south region Understanding issues in training, education, HR and sustainability.

Venue: Pall Europe, Unit 5, Harbour Gate Business Park, Southampton Road, Portsmouth PO6 4BQ Contact: Email Ian Fielder at ian.r.fielder@gmail.com FM WORLD | 8 MAY 2014 | 45 www.fm-world.co.uk

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

FM innovations ▼ OCS caters for HM Revenue & Customs

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

www.fm-world.co.uk

01/05/2014 14:08

FM PEOPLE MOVERS & SHAKERS

BEHIND

DATA

THE JOB

CHRIS TOWNSEND

TOPIC TRENDS

NAME: Chris Townsend JOB TITLE: Facilities manager ORGANISATION: Curtis Wright, Avionics & Electronics group JOB DESCRIPTION: Developing and maintaining the highest standards of operational efficiency, delivery and compliance.

Procurement / management of all FM related services, OPEX & CAPEX budget responsibility, HS&E lead.

a single-team approach to completing a demanding project. I consider this approach as the most innovative element of the project.

What attracted you to the job?

Any interesting tales to tell?

The diversity of the role and the sector the business operates in.

Many, largely about the predicaments people manage to get themselves in.

My top perk at work is…

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

Free and good-quality coffee, I survive on it!

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

I come from a contracting background and worked with many client FMs. It seemed an interesting and diverse career.

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

Client/customer audits.

Commercial fitting out or relocation management.

10 CHRIS TOWNSEND

Introducing/ working with new forms of IT

5 8

Working on energy-efficiency initiatives

7 9

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

The industry has gained recognition within enlightened companies as a real value add to the bottom line and the strategic plan.

Adapting to flexible working

5 9

Delivering the project below within budget and programme and its place as a finalist in the regional BCO awards. A great achievement for the project and FM teams.

And how will it change in the next five years?

What has been your biggest career challenge to date?

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

The complete strip out, refurbishment and fitting out of an 11,705 sq m HQ building in West London with multiple stakeholder requirements and demanding budget and time scale. Given the project budget parameters, it was determined at an early stage that a design-and-build approach, providing integrated project delivery, would yield considerable time and cost savings. To ensure stakeholder engagement, rapid turnaround of information requests and value engineering we relocated the contractor’s entire architectural, design and cost team to the client’s office. This resulted in an amazing collaboration between the delivery stakeholders that resulted in

Strive to be a positive, reliable and valuable presence in your employer’s workplace.

47_Behind the job.indd 46

9 AVERAGE

Its profile at the top level of management, there are still some old school views out there about the value of FM.

What’s been your career high point to date?

www.fm-world.co.uk

Ensuring compliance with legislation

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

That recycling costs more. Frequently it has proved otherwise and has in some instances provided an ADVICE TO A YOUNG FM additional revenue stream STARTING OUT ... for the company. Choosing the right waste partner and “Strive to be a positive, reliable and educating the business if the valuable presence in your employer’s key. workplace”

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

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

There will be more European and global outsourcing deals on longer-term contracts and estate size will reduce as a product of smarter technologies.

Maintaining service levels while cutting costs

8

9

Do your friends understand what facilities management is?

Yes and no, it rather depends of the profile of FM in their own place of work.

Adapting FM to changing corporate circumstances Have you got a story to tell? We are looking for facilities managers to feature in Behind the Job. Contact the team at editorial@fm-world.co.uk for more information.

7 10

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Appointments

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

JOBS

PLAN YOUR NEXT MOVE

on the move New features available through your smartphone See the latest job listings View all the jobs from the website Search or browse to find the right opportunities Create and update your live email job alerts View jobs directly from your email alerts Save and apply for jobs Save jobs to your profile Email jobs to yourself or friends Apply for the right jobs first using your saved CV Keep track of all your jobseeking activity

Go to www.fm-world.co.uk/jobs 48 | 8 MAY 2014 | FM WORLD

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01/05/2014 15:33

FM opportunities FM Workplace Manager Belfast • £35,000-£40,000 A global blue chip organisation that is currently enjoying a period of growth seeks an FM Workplace Manager. You will be responsible for the day-to-day running of the office, which houses 150 people. This involves contract management of the cleaning, M&E, catering and overseeing all the relevant service providers. You will also be responsible for the H&S and ideally hold IOSH. During the first 18 months, you will lead a major moves and change project, which includes locating new premises, managing the move and integrating everyone into the new environment.

Ref: 260441

Head of Facilities | Investment Bank London • £55,000 - £75,000 We have an immediate need for a Head of Facilities to join a prestigious UK investment bank. Reporting to the CFO, you will take the reigns of the Facilities Management function and play an instrumental role to improve the delivery of hard and soft services across 30 UK sites. The successful individual will lead new property acquisition and lease negotiations for proposed sites, as well as tendering for, and assisting in the migration of new service providers.

Ref: 259151

Offices globally www.cobaltrecruitment.com Please apply for any of the above roles by emailing apply@cobaltrecruitment.com or call 0207 478 2500 to speak with Claudio Rojas or David Bremner quoting the relevant reference number.

The power of people

Nottingham University Hospitals NHS Trust

Director of Estates & Facilities Competitive Salary NUH is a highly regarded acute teaching hospital providing services to over 2.5 million local residents and specialist services to 3 to 4 million patients.

Working closely with the Chief Executive and in partnership with Carillion, the Trust’s recently appointed FM provider, the Director of Estates & Facilities will define the future strategy and development of the Trust’s estate.

With established management experience in a large and complex multi-site environment you will have a demonstrable record of delivery, innovation in change management and implementing best practice standards. You will have successfully managed and negotiated complex commercial contracts/relationships. Your technical expertise and passion will help us become the best acute teaching Trust in England.

You will combine inspirational leadership, exceptional professional skills, excellent negotiation and communication skills, a ‘can do’ attitude and obvious credibility with senior managers.

For an informal discussion regarding this role, contact Helene Usherwood of GatenbySanderson on 0121 644 5717 or visit www.gatenbysanderson.com/job/GS16049 for more information.

Closing Date: Tuesday 27th May. Interview Date: w/c 7th July

GatenbySanderson jobs.fm-world.co.uk

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FINAL WORD NOTES FROM AROUND THE WORLD OF FM

NO 2

DAYS

THE SAME

VEND OF ALL THINGS Not content with its domination of most high streets these days, Costa Coffee has introduced a vending machine that incorporates all of what it calls the “quintessential elements that characterise the Costa coffee shop experience”. Indeed, the blurb suggests that “consumers will be able to hear, see, touch, smell and taste all the different elements that make Costa coffee shops so warm and welcoming.”

Because, yes, this really is no ordinary vending machine – for one thing, it imitates the sounds of a bustling Costa coffee shop. It also uses “cutting-edge technology” and "fine fragrance" to create a specifically coffee shop aroma.

Costa suggests that with the branded coffee shop market worth £2.6 billion with annual sales growth of 9.3 per cent, its Marlow machine can provide an additional revenue source for businesses. But are we alone in thinking that the call of the coffee shop – either one on the high street or a concession within the workplace – is one worth preserving? Office workers already spend too much time tied to within just a few feet of their desks; couldn't Costa instead give out branded pedometers to get its target audience into the queue for the barista at their local branch?

What’s next, vending machines that mimic the idle chatter of the people picking the tea? It’s selfserve drinking gone mad.

“SMUG, SELF-SATISYING…” Last issue, ITV's Ian Jones wrote here of his disgust at the tone of much of the debate in FM. He felt patronised by much of it – and it turns out that he’s not alone Ian Jones, ITV’s director of facilities and estates, is clearly on to something. When he wrote in our last edition about how he felt alienated by much of the focus of the various debates in FM, we wondered if he would be a lone voice in an otherwise content world. But then we received this, from Steve Hall, facilities manager at HCPC: "I've just read Ian Jones’s comments in the 24 April edition of FM World and I have to say I like the cut of that man’s jib.

“His comments echo exactly how I feel and I suspect that a very large number of fellow professionals of a similar persuasion. I have been in this profession for over 20 years and it now seems to becoming a magnet for people who can ‘talk the talk’ using all the phrases mentioned in Ian’s article, but I doubt if they could ‘walk the walk‘. I find the language used to be smug, self-satisfying and, to be brutally honest, downright patronising.

“I enjoy my job and the variety of challenges it brings every day, but for some time now I have been feeling ‘is this how things are going as I don't do management speak, or is it me‘?

“Ian’s comments have made me feel that I am not alone in being surrounded by overblown, pompous windbags.

“Just one last thing – does the tale of The Emperor‘s New Clothes ring any bells here?”

So that’s two – any more takers?

Let’s start to dig down into this and find out just how much of a disconnect there is between those that form the debate – and we know we’re part of that – and those of you out there doing the job itself.

Again, if you want to reply to Ian’s original comment, email us at editorial@fm-world.co.uk If you’d like to see Ian’s letter, go to tinyurl.com/fmwivehadenough

CONFERENCE PLAYERS ThinkFM! It's always a highlight in the FM calendar, and it's an event with an interesting twist this year. As you might expect, we'll be reporting back from every session in our forthcoming editions. But meanwhile, we'll be blogging the entire day live from Kings Place.

If you’re desk-bound on Tuesday 13 May, we invite you to go to www.fm-world. co.uk and click the link to follow the event – including responses from attendees and other conversations.

We’ll make sure you get to hear about the presentations and any subsequent debate from the venue. And we'd be delighted to hear your thoughts, live on the day.

RAFAEL BASTOS

IN THE NEXT ISSUE OUT 22 MAY

REPORT: THINK FM – THE PRESENTATIONS /// CASE STUDY: DURHAM CATHEDRAL /// OUTSOURCING CONCIERGE SERVICES /// PAS 1192/3 /// WIND TURBINES /// PEST CONTROL – RODENTS /// BOTTLED WATER IN THE WORKPLACE /// ALL THE LATEST NEWS AND BUSINESS ANALYSIS

50 | 8 MAY 2014 | FM WORLD

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Advertisement feature

UK Gutter Maintenance after digital photographs of all works are always

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

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

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

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

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

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

We also offer an emergency call-out service

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

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

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

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

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

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

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

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

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

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

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

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

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Major planned preventative maintenance (PPM) gutter cleaning contracts

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Fast reliable call-outs for national help desks

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Gutter maintenance and repair works

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Roof and sky light repairs/replacements

Gutter waterproofing treatments (up to 10 year guarantee)

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

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