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WHAT IS FACILITIES MANAGEMENT? p6–7 FM explained ■ p8-9 FM’s wider role ■ p10-13 What good FM looks like ■ p14 A typical day for an FM


p16-17 Routes into FM p18 Salaries and benefits: what you could earn

NETWORKING OPTIONS p20-21 Networking within the FM sector p22-25 Benefits of the British Institute of Facilities Management ■ p26 Networking with the Rising FMs ■ ■

FM CAREER PATHS p29 The variety of FM life ■ p30-34 How the industry’s top FMs climbed the career ladder

LEARNING & CAREER DEVELOPMENT p36-37 Career paths map ■ 38-40 BIFM qualifications p41 Graduate programmes ■ p44-47 Profiles of learners ■ p48-50 Apprenticeships in FM

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p52 What you’ll need to be an outstanding FM

COMPANY PROFILES & FURTHER READING ■ p54-60 Company profiles ■ p61 Training providers ■ p62 FM service providers ■ p63 Recruitment agencies ■ p65-67 Links to further reading and information

Redactive Publishing Ltd 17 Britton Street, London, EC1M 5TP 020 7880 6200 EDITORIAL Tel: 020 7880 6229 email: editor: Martin Read ⁄ sub editor: James Richards; Laura Chubb ⁄ editorial assistant: Jamie Harris ⁄art director: Mark Parry ⁄ art editor: Daniel Swainsbury ⁄ picture editor: Claire Echavarry

ADVERTISING AND MARKETING email: senior display sales executive: Norbert Camenzuli (020 7880 8543) recruitment sales executive: Leila Serlin (020 7880 2755) PRODUCTION production manager: Jane Easterman senior production executive: Aysha Miah PUBLISHING publishing director: Joanna Marsh

For exclusive online content including blogs, videos and daily news updates, visit FM World Jobs – the best place to find FM career opportunities online. Visit

Get up to speed quickly with FM news stories and sign up to follow us on Twitter. Visit Visit, then like us on Facebook to discuss issues in this guide. fmworldmagazine


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WELCOME TO FACILITIES MANAGEMENT – A THRIVING PROFESSION FOR DYNAMIC INDIVIDUALS career in facilities management can open up a wealth of opportunities for you. Facilities management (FM) has given me the most wonderful, fulfilling and satisfying career and so I speak from my own experience. This guide will help you to understand what a role in FM can offer to you, the range of areas we look after and how you can make a difference to peoples’ workplaces. By choosing to work in FM you will also be making a positive contribution to the business and local community as well as to society as a whole. FM professionals are essentially responsible for services that support the accommodation of a business or a public building such as a school or hospital. So you could be doing anything from buying stationery or ensuring your colleagues’ safety, to moving the staff to a new building. Roles in FM cover management of a wide range of areas including: health and safety, risk management, business continuity, procurement, sustainability, space planning, energy, property and asset management. Facilities managers are typically


Ismena Clout Chairman, BIFM

responsible for activities such as catering, cleaning, building maintenance, environmental services, security and reception. There is such a variety of opportunities you could consider, and no day would ever be the same. A career in FM can take you absolutely anywhere. Think of any building, anywhere in the world - it will need an FM. It needs to be managed, it needs to be efficient, and it needs to work for those who utilise it. Choosing a career in FM will also mean that you are part of a thriving sector. The MCi UK Facilities Management Market Research Report 2013 put £106.3 billion as the value of the UK facilities management market in 2012. This gives an indication of the opportunity this sector could give you – and it is a growing sector continually increasing in stature. I hope this guide inspires you to consider a career in facilities management. I know so many people who have forged fantastic careers within the sector, and so it really is worth taking the time to consider making FM your chosen profession.

JUST THIRTY YEARS OLD – WELCOME TO ONE OF THE YOUNGEST PROFESSIONS IN THE WORLD t’s a remarkable fact that the profession we now refer to as ‘facilities management’ didn’t really exist until the turn of the 1980s. Before then, the myriad job functions that are now grouped together under the FM’s remit were conducted by people with job titles such as general manager, office manager or even office manager. Today, barely thirty years since organisations started redefining those roles as ‘facilities managers’, the profession has been transformed. The variety that FM now offers those who seek a career in the sector is something we at Randstad marvel at constantly. Elsewhere in this publication you’ll read about the jobs, the qualifications and above all the people who carry out the facilities management function. If you’re considering FM as a career, I’m confident that by the time you get to the end of this guide you’ll be able to make an educated decision about whether it’s right for you. But if you’re as yet unsure, you should know thay by some estimates,


Owen Goodhead, Managing director, Randstad Construction, Property & Engineering

FM in the UK contributes anything up to 8 per cent of the nation’s gross domestic product. It’s easily the biggest area of industry you may never have heard of. So is facilities management for you? Well, if you can think on your feet, take pride in the achievements of your team and get a kick out of juggling ten tasks at once, you might just like what FM offers. Few careers offer those who pursue it such variety when moving from job to job. FMs can go from running a major office environment through to taking on television studios, country parks, global banking property portfolios – the list, and the variety on that list, goes on. With this in mind I welcome you to this, the fourth annual FM World Guide to Careers in Facilities Management. Whether you’re a school leaver, graduate or someone considering moving across into FM from another sector, the many career profiles featured in this guide should help you understand the exciting future that FM offers.


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WHAT IS FACILITIES MANAGEMENT? Does being tied to a desk all day sound like the worst thing in the world? Then facilities management just might be the career for you…


e at FM World have lost count of the number of times we’ve had to explain that when it comes to FM, “no two days are the same”. Schools, offices, hospitals, libraries, stadiums, factories, museums, prisons, scientific laboratories, shops, business parks – if you can think of a facility, we can point to an FM team working behind the scenes to ensure that everything runs like clockwork.

now is that time in FM. There’s a skills shortage in the sector for outstanding FMs who can come up with good ideas as companies look for innovative ways to reduce costs and keep staff motivated in tough times. And despite the recession and the focus on costcutting, sustainability is rising in importance in many organisations. FMs are increasingly recognised as the guardian of an organisation’s environmental and ethical policies, too.


Why FM? The key factor of FM is variety. In fact, the scope of FM has grown enormously over the past decade, driven by influences such as the shape of the economy, environmental legislation and sustainability. These days, facilities managers interact with people at all levels of their organisation and can be responsible for huge budgets. What’s more, because FM in the UK is more advanced than many other countries, there are good opportunities to work abroad. It’s also worth noting that workers supported by FMs aren’t just found in buildings; they’re often working at home, on the move or at any point between. The decisions FMs take daily can have an enormous impact on the

The true scope of FM

lives of the entire workforce.

So what makes a good FM? You’ll need to be a keen and energetic learner. Good procurement and negotiation skills are essential, as you’ll find yourself purchasing everything from plants, furniture, cleaning products and stationery through to negotiating and implementing million-pound contracts for

security, maintenance or consultancy. You’ll be a multi-tasker, moving swiftly between planning next year’s budget, rehearsing a crisis management plan, climbing around the roof inspecting the air-conditioning system or, quite literally, fighting fires. Time management and a cool, calm head are essentials. If ever there was a time to make a mark in a profession,

After its staff, facilities management and property represent the biggest expenditure for most businesses. It’s at the very heart of an organisation, and is increasingly recognised as such. Yes, you may have to spend a fair amount of time planning to avoid crises and keeping facilities running – but you’ll also be leading projects that can have a huge impact on people, the workplace and the environment. What other career offers you that kind of diversity or that kind of responsibility? By choosing to pursue FM as a career, you’ll be choosing one of the fastest-changing, most challenging and rewarding careers available today.


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What you’ll be doing ● Co-ordinating catering, cleaning and maintenance work ● Keeping the heating running and the lights on ● Making sure that facilities comply with legislation ● Refurbishing and adapting facilities as the organisation’s business model changes ●

Keeping workers safe and secure

Planning how the space that workers use is organised ●

● Dealing with the aftermath of major incidents such as fires and accidents ● Working with a team of architects and engineers to design new headquarters ● Integrating a new portfolio of buildings and people after a major acquisition ● Moving several hundred (or thousand) people to new premises over a single weekend ● Writing a security strategy to help avoid, or react to, a terrorist attack on your building ● Working with a sub-contractor to create a green roof ● Introducing a cycle-to-work scheme for employees ● Ensuring that your catering team reduces the distance that food travels from “farm to fork” ● Cutting the amount of energy and water a building uses ● Reducing the amount of CO2 a property produces ● Creating new offices for your organisation in Europe, the Middle East, Asia, and the US ●

…and that’s just a snapshot of what you’d do

FM JARGON: UNDERSTANDING THE TERMINOLOGY Organisations can buy in soft or hard services, and employ a facilities manager directly or through a contractor. Confused? Read on... FMs can be split into two basic types: client-side (in-house) or supply side (outsourced). Client-side FMs: These are people employed directly by organisations to be responsible for all aspects of the workplace, whether on one site or across many. Some client-side FMs provide all of the services themselves; others also manage the relationship between the client-side organisation and any outsourced third-party FM service providers brought in under contract (for example, a cleaning or catering contractor). Almost two-thirds of FMs work client-side. Supply-side FMs: Many organisations prefer to use a specialist FM provider to look after their facilities (this is known as ‘outsourcing’ the FM service). Supply-side FMs are the people employed by these specialist providers. Many work for firms offering every aspects of FM service (“total FM”), while others work for providers of individual services, such as security, cleaning or catering. When organisations outsource FM, they can choose to do so in a variety of ways. They can buy in single services through specialist

contractors. Alternatively, they can buy FM in a “bundle”, giving a multi-service contractor the responsibility for supplying all or most of the FM services the organisation needs. Some of these FM providers do so via “self-delivery” – directly employing all of the staff required across all of the FM services offered to the client – or they sub-contract to smaller niche organisations, managing that relationship so that the client only deals with a single contracting organisation. However you cut it, FM involves the management and delivery of a huge number of services. Fortunately, these can be broadly split into two groups: hard FM and soft FM. As one FM explains it: “If you turned a building upside down, what falls out is soft FM and what stays in place is hard FM.” HARD AND SOFT

Hard FM: services to do with the physical fabric of a facility: windows, doors, boilers, anything that is mechanical and electrical. Soft FM: typically services provided by people: security, catering, cleaning, etc.


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No organisation can function without someone fulfilling the facilities management function – it’s a unique role that affects all aspects of business performance. Hyperbole? Not a bit of it. Read on to find out why choosing FM as a career could put you in surprisingly powerful positions


FM and workplace design Technology and the changing demographics of the workforce (more older workers and parttimers) are making decisions about specifying workplaces increasingly important. The everincreasing cost of property only serves to make this a missioncritical role. From cabling to air conditioning, FMs are continually assessing just how well a workplace serves the organisation, weighing up the likely impact of changes against their cost. The FM acts as a facilitator of change, making sure that while projects are being undertaken, the day-today activities required to keep an organisation functioning continue unaffected. Workplace design includes major ‘fit-out’ projects in which, for example, cellular offices are discarded in favour of less hierarchical open-plan layouts. Here, the FM’s role can range from consultant, carrying out surveys of individual workers, through to liaison, engaging with the design company appointed to carry out the work. Depending on the organisation,

the FM will play a strategic role, controlling workplace change projects and working with other departments such as human resources and corporate real estate in order to see the project through in terms of the new workplace and its impact on the individuals that use it.

Increasingly, a connection is being made between the business strategy of an organisation and its routine operational requirements – something that facilities managers are in a strong position to influence. Indeed, it’s not all about physical facilities – what about

so-called ‘third spaces’ – serviced offices or even coffee shops? How about working from home? What impact could that have on both productivity and property costs? The FM takes on the challenges at a practical level, considering issues such as acoustics and the


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need for people to concentrate individually versus the need for collaboration between workers. Flexibility, communication and collaboration are key elements in most workplace design projects. FMs liaise with colleagues in the IT department to get the right equipment to desks; the procurement department to get the right price for the project; and the HR department to deal with the many issues involved with changing the workplace environment for your workforce.

FM and corporate real estate Increasingly, FMs are expected to have a hand in all aspects of an organisation’s involvement with its building, from liaising with surveyors (when looking for new premises), architects (when planning new facilities), construction managers (when those new facilities are being built) and project managers (for a variety of reasons, from construction through to workplace planning). In all such projects, the individual that remains in place when all the others have moved on to other projects is the facilities manager, representing the requirements of the building occupier at all stages. Other factors are poised to make the title of facilities manager all the more important. In the public sector, the government’s move to force any construction project in the government’s own property portfolio to be built using building information modelling (BIM – essentially, using data on the performance characteristics of a building’s components when specifying the components in a new build) makes management of operational data all the more important. Because facilities managers are involved in all aspects of managing a building,



Government objectives for the reduction in carbon use by the year 2050 are extraordinar,y and made all the more so when you consider the fact that


of the buildings currently in operation will still be in use then. FMs are at the frontline in this fight.

their appreciation of operational performance across all aspects of the building is now an essential element that must be factored into the design decisions an architect needs to consider when looking at the proposed new building. For new-builds, it is common to hear stories of people referring to FM far too late in the design process. There’s growing recognition that FM is a key part of the team, but there is still a fight for FM to be recognised at the beginning of a new-build project rather than being brought in halfway through.

FM and architectural design Facilities managers are increasingly able to influence the skylines of our towns and cities. FM was a critical component in the delivery of the London 2012 Olympic and Paralympic Games, helping to ensure their smooth running – and feeding in at the design stage of some of the games’ most iconic buildings. FMs had input into the design of the velodrome, for example, discussing the building’s long term maintainability and accessibility after handover. The FM teams in some

organisations are now so integrated into organisational strategy that they can influence both the shape of a building as well as the overall reason for its construction.

FM and sustainability For anyone with a passion for saving the environment, look no further – facilities management offers you a career in which you can keep your finger on the pulse of energy management. Issues of sustainability in business are big news, so if you want to have a measurable effect through your work on the overall carbon footprint of the UK economy, FM is the career for you. Everything from government incentives to introduce energy-efficient infrastructure projects through to corporate social responsibility (CSR) reporting has an FM angle. Government objectives for the reduction in carbon use by the year 2050 are extraordinary, and made all the more so when you consider the fact that 80 per cent of the buildings currently in operation will still be in use then. FMs are at the frontline in this fight. There is so much to consider – not just the emissions in your organisation’s buildings, but those in its supply chain, too. To prove your organisation’s environmental credentials, you’ll need to be sourcing from organisations with efficient systems themselves. From basic retrofitting of solar panels and ground-source heat pumps through to proving the case for more efficient forms of boilers, FMs can also be involved in measuring the ‘embedded carbon’ in their buildings (the amount of energy used in the construction of the components used in the building).

FM and human resources FMs are in the firing line relating to many issues of worker performance, for example through the introduction of flexible working where FMs ensure workers are adequately prepared to work remotely as well as at their office desk. And FM is increasingly involved in the health of the workforce. Facilities managers can be involved in ensuring that staff eat healthily through the supply of organic food or the appointment of specialist catering contractors, or deciding on what cycling facilities to make available to workers; FMs may even be called on to specify plants that absorb chemicals in the workplace. Duncan Young, sustainability and workplace change manager at Lend Lease’s London headquarters, comments “The main thing for us is the health and wellbeing of our employees. We believe that healthy employees are more productive.” This in turn feeds back into an organisation’s corporate social responsibility.

FM and the future The fact that FM is such a large and impossible-to-ignore element of an organisation’s expenditure means that it is always in the sights of people looking to keep a lid on costs. Yet the most exciting aspect of how the FM role has developed in recent years is that is now impossible to disconnect it from the way an organisation is managed. FM is becoming an unavoidable element in any organisation’s strategic planning. Those thinking of entering the profession now will be in the ideal position to have significant and rewarding roles in the future. After thirty years of development, the role of facilities manager has never seemed so attractive. GUIDE TO CAREERS IN FM 2014  |9

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Across the country, in all manner of organisations, facilities managers are making sure what needs to happen happens. Here’s a cross-section of FMs and an idea of the work they’re involved in

VISION ON WHO DOES THE JOB: IAN JONES, HEAD OF FACILITIES, ITV Jones says that FM is about people, not assets, and as if to prove it, as head of facilities at ITV he reports to the group HR director. During his three years (so far) at ITV, he’s changed

the name of the division to ‘Workplace Services’, and says his role is to “give colleagues a place they are proud to work in and make it easy to work here”. His CV sees him taking on all levels of the FM function, from security officer to project manager, at organisations as farranging as Bywaters, HSBC and Reuters. It’s at ITV, however, that his job has taken on the broadest and most unusual scope.

What the job entails: ITV’s property portfolio comprises around 40 buildings, managed by a team led by Jones. As well as looking after a million square feet of space, there are 5,000 staff and freelancers using these facilities on an average day. Not only that, but public audiences are often on the premises to watch programmes being recorded. “We are always working within a very fluid

building and the days are never dull for our team,” Jones explains. “[For example], on an average day, we have about 2,000 people in the Southbank building, but that can flex up to 2,500 people when the studios are operating – so that gives our teams a challenge.” Jones’ FM team must also juggle serving three cultures within ITV: a corporate culture; a creative culture; and a production culture that looks for immediate results at the cheapest price. On a more practical level, the maintenance of ITV’s facilities brings its own unique challenges. The studios, for example, need their floors repainting every single day, thanks to the scuff lines left by constant movement of heavy equipment. Then there’s the maintenance of iconic sets – Coronation Street, for instance, and the village of Emmerdale. Sometimes Jones’ team is even required to help organise stunts, as was the case when Ant and Dec climbed a horizontal scaffolding tower, 250 feet above the ground on the South Bank, live on air. Having celebrities on-site means Jones’ team “have to cater for some amazingly exotic foods eaten by celebrities, some of whom bring huge entourages, all of which have to be accommodated,” Jones tells us. But you don’t need a celeb to make FM interesting at ITV. The weirdest job requirement he’s had to deal with? “Hanging a 31-metre B-cup pink bra from our building to publicise breast cancer awareness.” This giantsized lingerie was confirmed as the largest bra in the world by the Guinness Book of Records. ITV Workplace Services now provides a range of services not normally associated ith FM, as well as a host of new services previously administered by individuals.


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GAME ON WHO DOES THE JOB: SEAN ROBERTS, FACILITIES MANAGER, ST GEORGE’S PARK Roberts’ role at St George’s Park (SGP) is constantly evolving – the site, built by the Football Association to serve as an elite coaching centre with a built-in sport science and medical facility, has not yet been open two years, which means its functions and demands continue to change as the facility finds its feet. Roberts was previously head of operations at Gloucester Rugby Club for 14 years, before being headhunted for the job at SGP. He says operations continues to sit at the core of his professional life: “At a football club, the connection between operations and facilities is more symbiotic than, say, your typical office environment,” he tells us.

What the job entails: SGP has a total FM deal with OCS, covering cleaning, catering, security, incident management, housekeeping and M&E. This allows Roberts to run an operational team that delivers “events” (the name

given to any use of the facility). SGP has 12 pitches – one indoor, and five with floodlighting and undersoil heating – plus a running track, indoor hall, gym, sports medicine centre and more. To maximise revenue, FM is responsible for ensuring quick turnaround of facilities (pitches, changing rooms, etc) to accommodate as many clients as possible. Roberts is also finding his team in demand with the clients themselves, who’ve begun to realise that communicating with FM helps improve their events – whether that’s in terms of simply organising a large party getting to the facility, catering or health and safety. It’s a wide-ranging role bringing with it all the demands of events management as well as the need to oversee multiple departments, from security through to housekeeping. “Everything is about on-demand access for events that can last five to six hours a day,” says Roberts. “Things can change overnight. A 2pm slot can become 4pm, while the weather can affect things too.” Indeed, Roberts’ role is an obstacle course of challenges for which the person in charge must be fighting fit for purpose.

Cuthbert was crowned the BIFM’s FM of the Year in 2012, the result of an incredible career trajectory that began in metals analysis in the 1980s. After becoming a research analyst at Newton Investment Management, the fact that she was one of few PC-literate staff soon saw Cuthbert charged with reviewing the company’s IT infrastructure, and eventually taking up the role of head of IT customer support. From there, she became group IT director at Swan Hill Group, and later head of special projects and IT in the property division at Sainsbury’s. It was at the retail giant that she first got into FM, undertaking a review of the company’s FM provision. Her success here led to the position of head of retail and supply chain FM, before she spent two years as director of general services for EMEA

at Credit Suisse. The common denominator? Pioneering work with suppliers, something that Cuthbert continues as global head of FM at Barclays.

What the job entails: Cuthbert is responsible for more than 4 million square metres of space across Barclays’ branch network, corporate offices, data and contact centres. No small portfolio. However, her main focus in recent times has been ‘Project Unity’, which aims to transform the delivery of FM services across the bank’s 5,500 properties. Working with ISS, who won a contract to provide FM services to Barclays in the UK, Americas, Asia-Pacific and Europe, Cuthbert’s top priority is to make sure that this partnership delivers. How? “It’s all about what the customer needs in order to do their jobs, in terms of the service we deliver to the end customer, or the member of the public who walks into our branches or visits one of our sites,” she tells FM World. “It’s about ensuring they get world-class service and a fantastic impression of Barclays.” Cuthbert says a particular set of skills helps her in this line of work: “Being able to simply describe complex technical solutions and translate them into everyday language. Equally, I can translate everyday requirements into complex solutions and make them appear easy.” This is delivering products and services on a grand scale, with Cuthbert helping people fully understand their requirements and giving input into the design of entire systems. It’s a big job, but not too big to rule out extra-curricular activity with the BIFM’s hospitality and catering special interest group. Here’s an FM whose work has scope to impact the ways in which a whole industry works.




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ABOVE THE FRAY WHO DOES THE JOB: STACEY SMITH, FM AND PERFORMANCE MANAGER AT MACE MACRO Smith had a pivotal role to play when Mace Macro won the contract to manage the Emirates Air Line in London, the UK’s first urban cable car system. Comprising two terminals, three towers and 34 cabins, the facility opened in the midst of London 2012, with the entirely new mode of transport for the capital charged with handling a surge in visitors to two major Olympic venues, the 02 Arena and the ExCeL Centre. With a

CV comprising stints at Jones Lang LaSalle as assistant facilities manager and NB Real Estate as FM co-ordinator, Smith was well-placed to meet the challenge as one of four duty managers reporting to the site’s general manager, Chris Kearney.

What the job entails: The scope of FM’s involvement with the Emirates Air Line operation guarantees a varied day-to-day role for Smith. Mace Macro works across the entire facility, managing front-of-house services, ticketing, security, maintenance and end-user customers. The nature of the facility’s business comes with some very specific challenges. Cleaning, for example, is required at various

times. “Different opening hours have an impact on the cleaning operation,” Smith tells FM World. “There’s reactive cleaning going on as the day progresses, but the cabins have to be cleaned at the end of the day, so we need out-ofhours cleaners too.” Night cleaning work is needed whenever the system is obliged to open beyond its standard closing time, which can happen in the case of special events taking place at the 02 and ExCeL venues. That of course also extends to other FM services – front-ofhouse personnel, 80 of which are employed to cover shifts and provide “customer experience management”, and around 35 security staff, who work 12-hour shifts. The facility also needs to cater

quickly to passengers in need of assistance, such as wheelchair users. Smith must ensure her staff are able to respond fast, identifying where there is need for customisation and radioing up to teams who can adapt cabin seats as required. As a duty manager, Smith must also keep regular contact with her counterparts at North Greenwich tube station, in order to stay informed of any issues affecting other local transport hubs. The future is likely to bring yet more challenges for Smith as passenger volumes rise in line with nearby commercial and residential development. But having seen the system through a successful opening during the single biggest event to come to London, no doubt Smith can handle it.


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WHO DOES THE JOB: KATE MORRIS-BATES, HEAD OF FACILITIES MANAGEMENT SHARED SERVICES, THE CO-OPERATIVE GROUP Morris-Bates was highly commended in the Facilities Manager of the Year category at the 2012 BIFM Awards, and was also nominated as a Rising Star of FM. Having climbed the ladder at The Co-operative Group – starting out as business continuity manager, before taking roles in operational compliance and workplace services – in her current position, she has helped FM play a lead role in the relocation of the organisation’s head office to purpose-built premises in Manchester city centre. This has not only involved managing cultural change among workers, but even fed into the design of the building itself.


What the job entails: Dealing with the way employees work is a key part of Morris-Bates’ job. For example, when preparing to move 3,000 people to The Co-operative Group’s new premises at One Angel Square, the facilities team researched the worker requirements to consider when designing the new building. But the structure itself was only part of the equation. Morris-Bates also had to lead and implement cultural change on a grand scale. This extended from very specific tasks - such as implementing a more efficient room-booking system, and a paper-reduction

programme that saved the business about £40 million – to accommodating different work styles to increase productivity and impact the business’ bottom line. In the case of the latter, Morris-Bates’ FM team oversaw the introduction of three work-style zones: ‘collaborate’, ‘concentrate’ and ‘create’. “We’re trying to embed the principle that people have to be flexible, for the overall benefit of everyone in the building,” Morris-Bates said. When it comes to maintenance of the new building, FM was able to offer a number of insights and solutions at the design stage. This meant post-construction operational issues were headed off before it was too late, such as how to clean the building’s spectacular internal atrium windows. It also produced an opportunity to build great relationships with contractors - thanks to FM input, the premises include separate contractors’ space, allowing each operative their own locker space and a ‘retreat’ from the shop floor. The breadth of MorrisBates’ role and impact at The Co-operative Group knows few bounds, and as a result the FM team is the “go-to” point of contact for any buildingrelated requests, queries and suggestions for improvement. In a nutshell, Morris-Bates is not merely overseeing soft services, but has implemented FM as a powerful engagement tool for the business.



PARK LIFE WHO DOES THE JOB: ANDREW HAND, CONTRACT MANAGER, FOUNTAINS, RICHMOND PARK For the past nine years, Andrew Hand has managed the Richmond Park contract held by services contractor Fountains. He moved into the role from Sodexo, and is yet to find himself unchallenged by the variety of maintenance tasks presented at this Royal Park in Surrey. As the biggest enclosed space in London, it is open to the public, home to 650 red and fallow deer, and traversed by 25,000 vehicles daily.

What the job entails: With maintenance challenges ranging from tree planting and clearing streams to collecting and disposing of recyclable materials, sweeping roads and car parks and checking that playground equipment is in order, Hand must meet continually with the client to ensure the raft of needs are being met. He convenes with Royal Parks personnel every week to discuss outstanding work, which changes from day to day and season to season. The job comes with a lot of staff to manage, from horticultural specialists to volunteers and even

apprentices. The Royal Parks run volunteer schemes that are often managed by Fountains, while the Royal Parks’ apprenticeship scheme sees those apprentices placed with Fountains for three years to gain workplace training. Indeed, the client places training high on the agenda, being keen to develop the likes of traditional horticultural skills in new staff. With such a vast array of tasks in the offing, another demand of Hand’s role is the complicated matter of calculating costs. Both parties must regularly agree on what jobs do and do not fit the original contract’s terms, with one-off jobs and variation orders often added on. Working out the value of this extra work can be a tricky business. Another uncommon element of what makes up Hand’s day-to-day is dealing with the requests of the various film crews that contract with the park, for everything from period dramas to commercials. “They do ask us to do some really strange things,” says Hand. “During the filming of the Sherlock Holmes film, we had to supply partially burnt logs for placing on the set. Then, because they hadn’t got exactly what they wanted, they took a photograph of it so it could be rebuilt indoors.” It’s not just a walk in the park for Hand. GUIDE TO CAREERS IN FM 2014  |13

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Here’s an idea of how twelve hours in FM might unfold.

08:00 Arrive early to check your emails and check the industry’s voices on social media

You’ve arranged to meet with a representative of your contract caterer. You need to talk to them about the ways in which they source the food your facility’s users consume.

15:00 Your maintenance contractor is on its way to deal with a broken air conditioning unit, but just in case you’re planning for where to temporarily relocate people if the problem can’t be fixed.




Time for a meeting with your finance director to review and discuss preparing documents to put out to tender for new FM service suppliers. You’re re-evaluating the cleaning service and need to ensure the brief meets your organisation’s needs.

14:45 It’s always worth checking in with the reception helpdesk. Here’s where you can find out what kind of problems your building users are reporting.

You’re on the floor of your open plan office space, planning how you’ll deal with an influx of new workers resulting from a recent acquisition. I’s a question of setting up phone lines, desks and air conditioning. You’re thinking of using new LEDs in order to provide sufficient light, but can the space accommodate everyone comfortably? You’ve asked some suppliers to come in and explain the options to you.


13:20 A delegation from one of your organisation’s major clients will arrive next week for a key presentation. It’s your job to make sure that you’ve sufficient space to accommodate the visitors, that passes are prepared and that the presentations equipment is ready. You’re working with the marketing and communications team to come up with a plan of action for the day.



You’ve been charged with the responsibility of boosting employee engagement – part of your masterplan involves getting green fingered with a potted herb garden on the roof terrace

The day’s over for most of the building’s users, but you’re conducting a special project to cut the building’s carbon emissions by 20 per cent. Now’s the perfect time to prepare for your meeting with the specialist consultant.

The organisation is looking to expand, so you’re on a site visit to evaluate suitable premises in the local area. Today, you’re talking with a local estate agent about a property just half a mile from your existing site. It looks OK and there’s enough space for your organisation’s plans, but you have reservations – is the telecoms infrastructure good enough?

19:30 Another day done, but tonight you’re out networking with fellow FMs. You’re heading out to an event where fellow FMs will discuss their concerns. Good for picking up tips. And tomorrow? Tomorrow will be an entirely different day…


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A NEW CHALLENGE Is your current job as rewarding as you’d hoped? If not, whatever your skills and experience you’re likely to find a natural home in facilities management


hether it’s your second or even third choice of career, facilities management has plenty to offer – including job security. Because if organisations are not expanding their facilities portfolios when the economy is good, they’re looking to get the most out of existing buildings when times are bad. Whatever part of the economic cycle we’re in, good facilities managers are in high demand.


From hospitality If there’s one thing everyone in FM is agreed on, it’s that FM is all about the people – people in the FM team, people in other departments and, crucially, the people who actually use the facilities. An ability to get on with people is the one prerequsite of the successful facilities manager. And it’s this that makes prior experience in the hospitality sector a valuable commodity. As FM continues to evolve, there’s need for its practitioners to display an innate ability to

connect with people at all levels of an organisation and beyond. New ‘social sustainability’ initiatives will see FMs involved in the local communities in which they are based, taking on apprentices or working with other local groups. In FM teams themselves, facilities personnel are increasingly being ‘embedded’ within operational teams, one good example being the way in which FM personnel are part of individual programme development teams at the BBC’s

Media City facility. Indeed, the BBC has found this way of working so successful that it’s now rolling out the model across its huge estate – in one of the most valuable FM contracts ever signed. The point is for the individual to fit in with the character of the team, although each also has a working knowledge of three or four other departments so that they can overlap or deputise when needed. They also break away from their BBC groups on a daily basis to meet as a team,

discussing any issues arising in their own groups and deciding where any problem hot spots can be dealt with. Both the BBC and its FM service contractor realised that for each individual BBC team to work as efficiently as possible, facilities personnel needed to be ‘embedded’ with them, able to slot into the teams and anticipate their needs. They were employed for their people skills, not their FM skills (the latter have been added ‘on the job’). For many, facilities


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management is increasingly seen as the domain of ‘generalists’ – people who are highly competent as managers and communicators who can bring in specialists for any technical requirement (for example, legal compliance consultants and specialist building service engineers). People from a hospitality background are in a good position to exploit their existing people and project management skills in an FM environment.


From the armed forces Plenty of former defence personnel go into security positions when they leave the service, and in some cases those individuals go on to have a wider FM brief. But that’s not the only route into FM from the armed forces: the engineering and management skills attributable to ex-army personnel are also ideally suited to FM. Indeed, many FM service contractors actually provide the FM service for defence-sector facilities, making ex-army personnel a natural fit on such contracts. The armed forces is the thirdlargest former professional background of facilities management professionals, with 10 per cent of FMs in a recent survey having come from such a background. It’s clear that FM is fast becoming an obvious path for current servicemen and service leavers.

From engineering Building service engineers are critical to the future of FM, just as FM is critical to the future of building service engineers. Two issues dominate: first, ensuring that all the mechanical and electrical components of a building are working optimally is of increasing importance to organisations fixed on cost control and making the most of

their investment in equipment such as boilers and airconditioning. Secondly, the targets set by government and organisations to reduce carbon footprints by 2050 are hugely ambitious and will demand innovative new ways of managing and introducing energy sources. If you want to put your engineering skills to good use in the most environmentally effective way, FM will be a satisfying career choice for you.


Hospitable by nature he FM model at the BBC’s facilities at Media City in Manchester comprises two aspects – a standard model of service delivery (including critical maintenance) and an element known as ‘workplace support’. The definition of workplace support devised by the BBC and its FM service contractor is of a new kind of interface between the client’s customers (the various teams of BBC employees) and employees of the FM contractor. Individual members of the facilities team are ‘embedded’ within individual BBC departments, in this way learning the working habits of the team and the ebb and flow of their facilities requirements. Effectively, these workplace support staff get in a position to ‘second guess’ the requirements of BBC colleagues. Facilities personel are put in with the BBC’s departments so that they get to feel a part of the team and understand the people that work in them. One example is the BBC Radio 5 live team, where the embedded workplace support team member needs to know, for example, that at midday on Wednesdays the 5 Live team will be going to the House of Commons for Questions to the Prime Minister – and that during that time nothing can disturb them. They need to prepare and work around that. This is not ‘embedding’ in the same way media personnel can be ‘embedded’ with military units; it involves interaction with the BBC’s teams as and when required, often for all hours of the working day. In this way, there is no immediately obvious distinction – to the outsider, at least – between the BBC’s own staff and the FM contractor’s team member providing the service. These FM team members came primarily from hospitality roles in airlines, hotels, even Manchester United Football Club. They were employed for their people skills, not their FM skills – and they have subsequently been trained in their FM skill requirements.


From elsewhere FM covers so many aspects of an organisation’s performance that it should not come as any real surprise to hear that at least some of the experience you can bring will be valuable in an FM role, whether you’ve already worked in catering, security or even in an educational role. Of course, qualifications and experience are important – but it’s a question of whether you have the natural skill set. If you’re not sure, turn to page 52 and go through our skills checklist. GUIDE TO CAREERS IN FM 2014  |17

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SALARY& BENEFITS In our troubled economic times, it’s refreshing to see that the majority of people in the facilities management profession are reporting annual pay rises and bonuses. FM World’s annual salary survey in 2013 found that FM continues to provide a lucrative career path, while the roles and responsibilities of the industry are broadening, creating greater job satisfaction and attracting a larger number of young people to the profession. Simply put, it’s a great time to get into an industry that is only growing in scope and importance. As well as bonuses, FMs did well with pay rises. FM World’s annual salary survey, which identifies trends in pay, benefits, training and qualifications in the sector, found that 72 per cent of respondents expected a pay rise at their next pay review. And it’s a profession that provides plenty to aspire to. Our survey found that among FM service providers, 42 per cent of roles in soft FM paid between £61,000 and £75,000. FM consultancy delivered the biggest pay day, with 25 per cent of roles earning £91,000+. The chances of progressing quickly also proved high, with 16 per cent of respondents reporting they had been promoted within the past year. There has also been a boost to the number of under 35s entering the profession: 23 per cent of respondents were under 35 in 2013, up from 18 per cent in 2012. This suggests FM’s reputation as a fast-growing industry is gaining even more traction.


























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he British Institute of Facilities Management (BIFM) is the facilities management sector’s professional body supporting both individual FM professionals and businesses. Members get to network in a variety of ways, through the institute’s annual conference (‘ThinkFM’) and special groups for both regions and sector specialisms (see page 22). There are more than 20 networking groups, each staffed by enthusiastic volunteers. Regional networking groups comprise London, the Home counties, the East, the Midlands, the North – with the North West and North East branches, the South and the South West. There are also separate regional groups in Ireland and Scotland and a newly formed branch in the Channel Islands. The institute’s sectorspecific special interest groups (SIGs) organise events – both educational and social – and provide a platform for members to raise queries or talk with those who may be experiencing similar problems. Some of these groups are based on the type of facility being managed, others on the issues that affect FMs, whatever the facility they manage. There are SIGs for FMs working in the retail sector and education establishments, and plenty of others besides.


Group therapy BIFM’s special interest groups don’t act in isolation; The education sig, for example, has links to the Association of University Directors of Estates, the Association of Colleges and the Independent School Bursars Association – further widening the networking potential. Similarly, BIFM’s health and safety sig works in partnership with The Health and Safety

Executive (HSE). The institute’s procurement SIG provides a forum for discussion and exchange of views between buyers, sellers and end users, while the catering and hospitality SIG provides a platform for members to seek expertise and guidance in the catering and hospitality industry. Another SIG for people management offers advice on people management, best practices and regulations. For BIFM members with a professional interest in workplace innovation, the workplace SIG holds networking events in the form of talks, site visits and social gatherings, covering issues of architecture, design, real estate and technology. There’s a risk and business continuity management SIG providing support and advice on issues of risk, compliance and business continuity, while the sustainability SIG is committed to the Global Alliance for Building Sustainability, working for sustainable development. There’s also a specific Women in FM group that puts on events to encourage development and networking opportunities. The Women in FM programme consists of a series of forums and social events for fellow FMs, as well as an annual conference of their own. Members can learn from others’ experiences and hear about new opportunities in the sector. There’s an international SIG providing a forum for FMs responsible for, or interested in international FM practice (with links that offer the opportunity to network with more than 18,000 facility professionals throughout 67 countries, as well as those based locally in the UK) and, finally, a group for young FMs called Rising FMs – you can read more about their activities on page 26.

CALL IN, CONNECT Facilities managers have access to a strong qualifications structure (see page 35 onwards) as well as a wealth of networking options through membership – and active participation with – the British Institute of Facilities Management (BIFM)

For more information on any of the BIFM groups, visit


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Watch a TV programme about careers in facilities management







arlier this year, the BIFM’s ‘Rising FMs’ special interest group held the latest in its annual careers fairs aimed at explaining FM to an audience of students and potential career switchers. It was well attended, but what was most impressive was watching the sector’s own up-and-coming generation being as keen, if not keener than the ‘old guard’ to promote FM to a wider audience. There’s a considerable amount of networking in FM, much of it conducted by volunteers under the auspices of BIFM and its many special interest groups (see page 22). Perhaps that’s no surprise when there is so much variety in the job itself and so many different ways of getting particular tasks done. When in 2012 we held an event to celebrate the 35 fastest rising young facilities managers, judges picked out the winners for the way they had made significant projects bear fruit, the impact they had on their colleagues or the enormous responsibilities they had taken on. But one abiding characteristic that was common to all those who made the shortlist was the will to contribute and ‘put something back’ into the sector; evidence of an enthusiasm for volunteering really caught the judges’ eyes, with a sizeable majority of our final list being active members of either the BIFM or FMA, or both. In some cases, the candidate was active on committees for the BIFM’s various SIGs. This appears to be a sentiment shared by our readers (FM World is the membership magazine of the BIFM, distributed to its 13,800+ members). When asked to name the top traits of a fast-moving professional in this sector, nearly a quarter of respondents cited the ability to form close working relationships as more important than nearly all other attributes. Making the most of networking opportunities fits this narrative.




FM – where networking counts


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A GROWING FM COMMUNITY The British Institute of Facilities Management is Europe’s largest professional body for FM, with more than 13,800 members and upwards of 580 corporate members. It promotes the interests of the wider FM community and is dedicated to advancing the profession. Is it time you benefited from joining this community?

experience and qualifications, offering a range of grades to recognise your professional abilities. By achieving the assessed grades of membership you are signalling to peers and current and potential employers your aptitude for FM.

Networking with the BIFM Membership of the BIFM gives unrivalled access to fellow professionals to share best practice, gain experience and build networks. FM has always been a people business, and networking through the BIFM is a great way of seeking new challenges or meeting prospective employers – people who, thanks to your membership, can be confident in your abilities and commitment to the industry. Networking opportunities are available on a national, regional and special interest basis.

BIFM Special interest groups (SIGs)


What are the benefits of membership? Membership of Europe’s largest FM institute is a mark of professional quality and recognition, signifying your level of expertise and experience. This applies whether you are considering FM as a career, are new to the industry, or are a seasoned professional. Being a member demonstrates professional status and shows prospective employers a commitment to continuing

professional development (CPD). We help our 13,800 members thrive in their careers in many ways, including: ● Knowledge and information The BIFM is dedicated to keeping members at the forefront of the FM industry’s developments, keeping them updated with all the latest issues affecting the sector while offering a range of resources to enable them to deliver excellent FM. ● Professional and personal development

Through membership, there is access to a range of free and discounted opportunities to help develop careers and add to skills and experience. Members get access to the BIFM’s online CPD system to record ongoing learning, much of which is sourced from the BIFM’s comprehensive suite of career development tools and information. ● Professional recognition The BIFM membership grades take into account your level of

Membership enables you to join as many of our Special Interest Groups as you wish, all focused on key aspects of FM, and hosting events to inform and educate. SIG events typically take place on weekday evenings and are often hosted at exceptional examples of newly built or refurbished facilities. Almost all of these events are free and hundreds are held across the country each year. SIGs include: ● Catering & Hospitality ● Education ● Health & Safety ● International ● People Management ● Procurement ● Retail ● Rising FMs ● Risk & Business Continuity Management ● Sustainability ● Women in FM ● Workplace


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BIFM Regions When you join BIFM you can select a region close to your home or work, so you can benefit from a local network of like-minded individuals and local events. The regions are: ● East Region ● Home Counties Region ● Ireland Region ● South Branch ● North Branch ● London Region ● Midlands Region ● North Region ● North-west branch ● North-east branch ● Scotland Region ● South Region ● South-west Region ● Channel Islands Branch BIFM also has international networking partnerships.

Professional Development Qualifications in facilities management are available at all levels, from new entrants through to senior strategic FMs. All BIFM qualifications are flexible and have been designed by FM professionals and employers. Learners choose a level and depth to suit their current situation and select optional units to match development or professional needs. Qualifications are aligned with BIFM membership grades (see box right) and are a great way to not only advance your knowledge and skills, but also to demonstrate your professional ability. Learn more about all BIFM qualifications on page 38.

Training BIFM Training offers a wide range of courses on all aspects of FM and developing leadership skills, from supervisory to senior management levels. Introductory courses are available if you’re new to FM as a career.

What grade of membership? BIFM offers five grades of membership that symbolise level of experience and expertise in FM. As members develop professionally, they can upgrade to a higher grade of membership, demonstrating their worth to their employers and the wider FM community. BIFM GRADE STRUCTURE

1 2 3 4 5


Associate (ABIFM)

Entry-level grade, suitable for those with an interest in, or who are new to FM.

Applicable to those with two years’ FM experience, or an FM-related qualification at Level 3 or above with at least one year’s FM experience.

Member (MBIFM)

Entry is by either a vocational or qualification route. Suitable for those with an FM-related qualification at Level 4 or 5 with three years’ general management experience, including at least two years’ FM experience; or with five years’ FM experience, including three years’ managerial experience.

Certified Member (CBIFM)

The highest direct entry route to membership, recognising significant professional experience and qualifications in FM. Those with an FM-related qualification at Level 6 (degree level) or above and with three years’ or more management and FM experience may be eligible for this grade.

Fellow (FBIFM)

Highest professional grade of membership, recognising a high level of professional experience and influence in a senior role, together with a significant contribution to the FM industry.

Get involved in BIFM For more information about joining and benefiting from BIFM membership contact the team on +44 (0)1279 712 650, email or visit www.

BIFM: A few reasons to join ● BIFM offers membership for individuals, corporates and groups. ● Knowledge resources: Access our series of Good Practice Guides, which cover a range of

essential FM subjects (such as Space Planning and Benchmarking), as well as a number of other knowledge resources. ● Career development: Access careers advice and a variety of continuing professional development opportunities. ● Industry news: FM World is our leading industry magazine, with a range of e-news bulletins available. ● Professional recognition: Through our membership grades. ● Our framework of qualifications: From entry to director level (see page 36). ● Attend networking events: A significant number are held throughout the year and across the UK, from Guernsey to Glasgow. ● Take BIFM Training courses at a significantly reduced cost. GUIDE TO CAREERS IN FM 2014  |23

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As the professional body for facilities management, we are trusted to represent the interests of all those working in the industry and to help them in their career Is it time you joined us? Whether you are considering facilities management as a career, are new to the industry or a seasoned professional, we have a grade of membership to suit you: Affiliate Associate (ABIFM) Member (MBIFM) Certified (CBIFM) Fellow (FBIFM)

Achieve a benchmark of excellence with a BIFM qualification in facilities management Whether you want to develop your skills in your current role or work towards a new position, a professional BIFM qualification in facilities management can enhance your skills and help you stay ahead. Through our qualifications you can:

Reap the rewards of membership

Achieve a nationally and internationally recognised qualification in FM Build your earning potential Progress your career and professional capability

As a member of BIFM, you will be able to: Get the professional recognition you deserve Access information and knowledge to stay at the forefront of FM Network with like-minded individuals Further your professional development

We have a range of qualifications to suit everyone, from school leavers to those wanting to study for a Masters. You can fit the size and level to suit your needs, and decide how you prefer to study: be it face-to-face, evening class, distance learning or online learning.

Contact us to find out where BIFM could take you

+44 (0)1279 712 620 @BIFM_UK

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Networking is important to young FMs, and the BIFM has a special interest group dedicated to those rising at pace within the profession – the BIFM’s Rising FMs Six years ago in 2007, a group of promising young FMs got together. They were all at the early stages of their career in FM, and so began the BIFM’s ‘Rising FMs’ Special Interest Group (SIG). In the intervening six years the group has into one of the most popular and successful SIGs in the BIFM. “I think the word that best describes us is ‘dynamic’, says group chair Claire Akin. “We’re a young group with a huge variety of backgrounds and experience. There’s always lots to talk about in terms of our careers and the issues we’re facing in our jobs.”

The group takes continuing professional development (CPD) very seriously, hosting events based around the BIFM’s core competences. As well as these early evening events, the group also hold an annual careers’ day (see pictures) targeted at FMs from all different stages of their careers, from new starters to those with significant experience seeking to brush up on key skills. The event is open to school and college leavers. “Rising FMs is all about growth,” says Claire Akin. “Our aim is to give members the confidence to be a public representative of both the

sig and the sector. This may mean speaking at events, contributing to workshops or building personal networks among peers. This could lead to all sorts of opportunities.” Rising FMs welcomes contact from individuals or organisations who want to work with the committee to achieve its aims, particularly those who feel able to support the committee as speakers, venue hosts or corporate sponsors. To learn more contact the BIFM Membership Team on 01279 712650, go to risingfms or email membership@


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If you’re considering a career in FM, the people profiled in this section will help you understand not just what FM involves, but the ways in which FMs can move quickly from one position to another.


Tom Robinson Robinson specialises in behavioural training and mindset change, and is responsible for the internal training and development of staff at Mitie Client Services as well as external clients. “FM is about service delivery and anything not done by a machine needs a motivated, dedicated and inspired person to do it,” she says.

Rebecca Hodgson As assistant facilities manager for Invesco, Hodgson manages FM service delivery and mobilisation across offices in Paris, Brussels, Milan, Madrid and Jersey. “Getting to know the clients, with all the language and cultural barriers, has been fascinating.”

Helen Cooper Since 2010, Cooper has been director and shareholder of Diamond Facilities Support, which provides services to clients including LA Fitness, Oxfam and British Heart Foundation. Hardly surprising she should be running such a successful operation, having previously grown Willmott Dixon’s business by £8 million within four years, after which she was promoted to statutory board director at the age of just 34.

Herbie Hawes


very two weeks, we at FM World magazine interview a facilities manager about their experiences. In the last year we’ve spoken to the FM of the Infinity Tower in Sao Paulo, the National Portrait Gallery in London, a sixth form college, the Gemini Observatory in Hawaii, Tesco and the Midlands Co-Operative Society – quite a variety, we think you’ll agree. And in the box opposite you can read about another seven FMs, this time some of those shortlisted in our quest to find the FM sector’s ‘rising stars’. From major office refurbishments to recycling and tender initiatives, deployment of performance management strategies, risk assessment surveying, expenditure control and energy management programmes – facilities managers can demonstrate the kind of variety in day to day activity that those in other professions can only dream about. And it doesn’t matter where they start out from – those who made our list of rising stars included many who started in FM as teenagers through to those who have transferred across having decided that their initial career choice was not in fact the right one for them. Beyond the seven people in the box on the right, this section contains interviews with nine current facilities managers whose life experiences and current job roles vary significantly. There’s an old maxim in FM that no two days are the same – we hope the stories in this section demonstrate just why that’s the case.

Hawes is facilities officer at Hearst UK, the mass media group responsible for magazines including Elle, Esquire and Harper’s Bazaar. Perhaps it’s not surprising Hawes finds himself in the creative industry, considering his educational background – a diploma in Foundation Studies in Art and Design. At the heart of his achievements at Hearst is raising the profile of FM as an integral part of the business infrastructure.

Claire Akin Akin has soared from her start as a receptionist for an FM service provider and has handled hard and soft services for one of leading commercial property and real estate adviser CBRE’s largest global banking clients, based at a high-profile London site. “FMs are increasingly getting involved at a strategic level,”, she says.

Tristram Slater After working for Tube Lines, a subsidiary of Transport for London, as maintenance contracts manager, Slater joined Amey, where he has been an account manager for Heathrow Express and Heathrow Terminal 5, and now manages King’s College London’s FM portfolio of service providers, which includes Guy’s and St Thomas’ NHS Trust. He graduated from Oxford Brookes University in 2002 and had already been named runner up for the BIFM’s Facilities Manager of the Year award by 2010.

Jackson Matthews Matthews was managing the Tottenham Job Centre Plus when it was targeted in the London riots of August 2011. He worked closely with insurers and the project team to see through the centre’s refurbishment and reopening by March 2012. His current role in operational FM sees him take responsibility for seven Department for Work & Pensions buildings, comprising 14,000 square metres in total.


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IAN JONES Head of facilities, ITV

When did you first realise that FM was the career for you? Really, the question is what is a facilities career? It’s fairly unique as a profession in that it could be about anything – the built environment, mechanical or electrical services, asset management, design, procurement, service provision, specialist management, general management, change management, finance management, environmental management… oh, and social work. The list goes on. But for me it’s none of these specifically, which is why I’ve got the best job in the world; it’s about people, pure and simple. Once I recognised that fact, the job made so much more sense.

How many people do you manage? Across the organisation there are about 200 people providing services to the company. About 60 of these are direct employees, but the remainder are from service providers and I try to make all of them feel like they are part of my company. We have an estate of about 50 buildings ranging in size from 450,000 square feet, and 2,000 people in our London studios to two people based out of our Truro office – and one in the Isle of Wight! Altogether we accommodate and look after 4,500 people across the UK.


What is the size of the annual budget you oversee? Total budget is around £55 million. At first it sounds daunting but as you move up you get used to budgeting with an extra zero on the end! I remember some 25 years ago signing a purchase order for

£5,000 – that was terrifying at the time. But as you become more experienced you become more confident and begin to understand the value of money. It shouldn’t be purely about cost in facilities – although many companies still think it is – it’s about the value that you can bring to your company and how that will have a positive effect on the bottom line. To be successful in FM, concentrate on value.

What was your big career break? I have enjoyed every part of my working life and have approached each new challenge in the way my parents always told me. Their words echo even today: “Son, whatever you are asked to do in your life, be the best.” Sounds a bit corny these days, but I’ve lived my entire working life that way. I joined the Royal Navy when I was 16 and trained in communications. But like all ‘sprogs’ I cleaned toilets and floors and made endless cups of tea for people much older than me. I never complained, just got on with it. The toilets sparkled, the floors were spotless and my tea was pretty decent! As a result I was always asked if I would like to try something new, like riding around in helicopters, driving the

ship and enjoying lots of foreign travel – I spent my 17th birthday in Disneyland, California. So I realised that just by doing everything to the best of your ability, people would notice. And they did – and still do. I left the Navy when I was 22 and didn’t really know what career path I wanted to follow. For a while I worked as a gallery attendant at the Hayward Gallery, looking after pictures and making sure people didn’t touch them. Instead of just turning up for work every day I learned about the artist and ended up looking after the paintings, being able to talk about them in detail to visitors. This was noticed by my supervisor who told the curator and I ended up being the supervisor. I had several roles for the company over the next five years, being promoted each time. So whatever you are doing – be the best!

What kind of people will succeed in FM? It’s all about people and all people are different. So while you need to be both a patient and an understanding person, you also need to be someone who won’t roll over when the going gets tough. You can learn lots from books, but to be honest you’ll learn more from meeting

new people and having a couple of good mentors. This means you have to be interested in people generally and have to understand what is important to them and makes them tick in order to serve them well. If you can do this – and are prepared to do this – you will succeed. You also have to enjoy expecting the unexpected. It’s probably easier to say who won’t succeed in FM. If you like a quiet and ordered life, want to work Monday to Friday 9 to 5, want to bark orders and expect people to obey, want everyone to notice when you do your job right instead of when something goes wrong and want everyone to like you, then you probably aren’t cut out to be a FM!

FM makes a difference because… It affects everyone at every level of the company and if you aren’t performing people do notice, there’s nowhere to hide. Strangely, it’s also one of the few jobs that, if nothing happens, it means that you are having a good day! FM can have a profound effect on the performance of people in organisations. The FM function can add value by engaging with the business so that the services it provides are tailored exactly to the needs of the organisation, or as often is the case by providing different services to different parts of the company simultaneously. FM is a fantastic staff engagement tool, but not many companies seem to realise this, regarding it as a commodity instead – that’s very short-sighted in my view.

The three most important attributes of a successful facilities manager are: A love of people, openmindedness – and a thick skin!


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Director of facilities management, Regent Street Direct (Cushman & Wakefield)

Channel Island facilities manager, Barclays WIM (ISS Facility Services)

When did you first realise that FM was the career for you? Like many others, I entered FM via another profession, mine being construction project management. That was over 20 years ago. It’s the diversity of the challenges which inspire me today.

What was your big career break?

How many people do you manage? I’m just starting a new role as director of facilities management for Regent Street Direct so I’m still learning about my new responsibilities. In my previous role at Heron Tower, over 60 team members reported to me. What is the size of the annual budget you oversee? The service charge budget et at Heron Tower was over £6 merous other ad million per annum, plus numerous gets. hoc capital and event budgets.

When did you first realise that FM was the career for you?

What was your big careerr break? I’ve had four big career breaks: eaks: esponsible for 1. As a 22 year old, being responsible he then new delivery of the fit-out for the Marks & Spencer store at Epsom. y 2. Mobilising the 44-storey Citigroup building at 25 harf. Canada Square, Canary Wharf. y 3. Mobilising the 52-storey Heron Tower in the City of London. e 4. Being responsible for the e various FM services for the p 140 buildings that make up the Regent Street Direct portfolio for The Crown Estate.

I worked for the senior operations manager in a PA role at Barclays. That involved managing a residential portfolio which I thoroughly enjoyed doing. I suggested the bank consider including commercial sites, which they did. On the internet I came across BIFM Training and have since completed various courses to develop my knowledge. I’ve worked for ISS Facilities Services Integrated Solutions since 1 October 2012, previously working for Barclays for 34 years before being outsourced to ISS. This year, with a few other FMs, I set up the BIFM’s Channel Islands branch.

What kind of people will succeed in FM? The dedicated, resourcefull and resilient.

How many people do you manage? I manage the commercial and residential portfolio on behalf of Barclays in Jersey and Guernsey. Staff numbers include two ISS site co-ordinators and 11 Swiss Post staff who manage the mailroom/ front of house, and a third party vendor who self delivers all the hard and soft services.

The most important attributes butes of a ager are: successful facilities manager 1. Visibility. Get out among sers. your customers and end users. ons Understand their perceptions and problems. te and 2. An ability to communicate om boiler understand at all levels, from room to boardroom. 3. Integrity.


FM makes a difference because… ecause… It touches everyone.

What is the size of the annual budget you oversee? I’m unable to disclose that.

Having worked in the banking environment for 17 years, the role recently evolved from one managing the residential portfolio to one including the bank’s commercial property portfolio. I haven’t looked back since. My role with Barclays was outsourced to ISS Facilities Services Integrated Solutions which means I now work for an FM service provider, not the bank. It’s great, as we all talk the same language.

What kind of people will succeed in FM? You need to be able to interact with people and build relationships. People like to talk, so being an excellent communicator is essential. Be passionate about what you do, have a can-do attitude, look at the bigger picture, and be proactive, not reactive.

FM makes a difference because… We are the engine room that enables those in the business to get on with their jobs seamlessly. Without us they wouldn’t be able to perform.

The most important attributes of a successful facilities manager are: There are three: 1. Being an excellent communicator at all levels in the organisation, from the cleaner through to the managing director, and being able to network with other FMs in order to share good practice and ideas. 2. Being organised. You’ll need to keep calm with a smile on your face! GUIDE TO CAREERS IN FM 2014  |31

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HILARY GULLIVER Facilities manager, Specsavers

When did you first realise that FM was the career for you? I graduated from university planning to work in the criminal justice system. I took a receptionist job at Specsavers while I looked for the opportunity to move into my chosen career. While it was only meant to be a stopgap, I loved the variety of work that would come my way and the amount of people I met. When the company began plans to relocate offices I moved into a facilities admin role and have never looked back!

How many people do you manage? I manage a team of three – two facilities assistants and a facilities management co-ordinator. The majority of FM is outsourced for my sites so I have a number of

contracts which I also manage. Living the values of Specsavers means that we don’t adopt a “them and us” approach when working with our supply partners, we very much adopt a “one team” approach. Partnership is at the very heart of what we do.

What is the size of the annual budget you oversee? I work within an annual budget of just over £2 million.

What was your big career break?

What kind of people will succeed in FM?

My career break was when we relocated our Southampton office. Previously there had not been an FM department for the Southampton office and my senior manager was recruited to set up the FM operation for the group portfolio. I was lucky to have a manager who saw potential in me and subsequently he has given me the benefit of his knowledge and experience. I got the opportunity to fully embed myself within the FM team and resources were made available for me to complete my NEBOSH certificate and undertake BIFM Training courses. I have since worked up the ladder and am now part of the management team managing multiple sites in the Specsavers portfolio, including data centres, and act as a lead on health and safety and critical engineering risk management (CERM).

When I first started in FM, my manager told me it’s all about spinning plates and not letting one drop. Those who can multitask and keep those plates spinning will go far!

PAUL JOHNSTON Head of facilities, Wedlake Bell LLP When did you first realise FM was the career for you? Once I realised FM has become a vital cog in the strategic planning of a business and, more than ever, needs to be consulted at board level. That level of responsibility made me commit to a role in FM.


What is the size of the annual budget you oversee? £3.2 million. How many people do you manage? An in-house team of five and another 14 staff divided over

FM makes a difference because… It adds real value to the business. It encompasses so many areas [that need to be] maintained so our customers can do their job.

The most important attributes of a FM are: Excellent customer service is a must. It’s at the crux of Specsavers’ vision and values and is something that the FM team bring to life. A passion for achieving results and problemsolving skills are also key. FM is often about solving problems and finding a resolution that satisfies as many people as possible.

influence on user experience. A well-structured, well-supported function will have a positive effect by improving the working or residential environment and enhancing people’s lives in general.

various outsourced contracts. What was your big career break? Being promoted to facilities manager when the previous head of HR and facilities left the firm. Senior management realised the facilities function needed to be a totally separate management entity and my role has evolved ever since. FM makes a difference because… It is a business enabler. It supports the firm with development, co-ordination and control of core and non-core activities, allowing the business to function as efficiently as possible. FM also has a massive

What kind of people will succeed in FM? People who enjoy a challenge. You also need to possess a lot of determination. The most important attributes of a successful FM are: 1. Control – of a situation, of your emotions! 2. Flexibility – always have an open mind and adapt. 3. Sense of humour – you will come across a wide variety of characters and some bizarre situations, so a sense of humour helps a lot.


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Head of facilities, Moorfields Eye Hospital

Managing director, Mitie Client Services

When did you first realise that FM was the career for you? I realised straight away that FM was the career for me the moment I joined my first FM department as an assistant manager at a travel company (it was called ‘office services’ in those days). Line management was good, the people were nice and I felt I had a big responsibility. How many people do you manage? I currently manage 67 directly employed staff and numerous others through the supply chain. What is the size of the annual budget you oversee? £2.5 million. I see this question come up many times in surveys, people’s profiles and certainly all over CVs. What would be nice to see is, “What was the size of your budget prior to you starting that role and what is it now?” or “What savings did you make and how, while still maintaining a ‘best in class’ service?” What was your big career break? I consider each new role a step forward in my career. My career goal is to be an estates and facilities director. When I achieve my goal I will consider this to be my big career break. What kind of people will succeed in FM? M? The majority of people that make e it in FM those with excellent management skillss dge of combined with a good working knowledge FM. No matter how good you are, you’lll only eed in ever be as good as your team. To succeed ager. FM you need to succeed as a line manager. My recommendation would be to get structured training, regardless of the experience you may have. I’ve been on many ways courses with BIFM Training and can always ot take something away that saves me a lot of time and money. There is no harm with ing keeping your skillset up-to-date by taking advantage of the qualifications on offerr to support people. FM makes a difference because… FM makes a difference because it enables bles organisations to focus on their core activities. It is also well versed that FM xt is usually the second biggest spend next to salary. I would say based on this thatt FM y needs to be treated seriously within any he organisation and always form part of the business’s organisational strategy. The three most important attributes of a successful facilities manager are: Strategical thinker, good communicatorr and a finisher-completer.


When did you first realise that FM was the career for you? When I left hotels and started working at HSBC in their FM division. It really opened my eyes to the industry and how many prospects there were.

passionately providing a service which is tailored to them. An individual who can see things from a customer’s point of view and alter their service approach to immerse it in the company’s vision and values will go incredibly far in this industry.

How many people do you manage?

FM makes a difference because…

I have an industry-leading senior management team, consisting of nine managers. Between us we lead a company of over 700 incredibly passionate team members.

It is integral to the life cycle of a day’s work. We have a direct responsibility to enhance people’s working day by providing an engaging, safe and inspiring workplace, not just in the office but to and from work also.

What was your big career break? The opportunity to be part of the MITIE start-up model and work with a very talented group of people. We have achieved an exceptional amount in our first six years and truly believe it’s only the beginning.

What kind of people will succeed in FM? To succeed in FM I truly feel you need to have a real eye for detail; FM is all about the customer and

The most important attributes of a successful facilities manager are: 1. Being proactive – an ability to resolve a problem before it becomes one. 2. Being service-minded – an ability to understand the business and see things from a customer’s perspective. 3. Being team-focused – have the ability to build and inspire a team. GUIDE TO CAREERS IN FM 2014  |33

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ALEX HAYTER Senior account manager, Sodexo (Corporate Services IFM) When did you first realise that FM was the career for you? I always enjoyed being involved operationally with new builds and refurbishment projects when I was running pubs and hotels. I joined Sodexo in 2003, where I firstly focused on catering.

Then, about nine years ago, I became exposed to the property maintenance side on a number of my existing Sodexo contracts, due to clients inviting me to their FM meetings as a catering representative. I found the other aspects of FM both interesting in their issues,

impacts and potential solutions. What do you do in your job now? I look after added M&E services in addition to soft services and run a number of IFM sites. But, essentially, I facilitate other people to do their job to the best of their abilities. How many people do you manage? I have a direct management team of 12 and am responsible for a total team of approximately 400 people. What is the size of the annual budget you oversee? Currently £17 million per annum. What kind of people succeed in FM? Those who are flexible,

CLAIRE SWIFT Account director, Sodexo

When did you first realise that FM was the career for you? My background is in catering – I have qualifications from the Birmingham College of Food and Domestic Arts. I worked for Gardner Merchant, which was acquired by Sodexo. I was the youngest female district manager, looking after 30 contracts across the Midlands.

What do you do in your job now? In 2009 I was very much taken out of my comfort zone of catering. I moved into corporate services, in the IFM division. I simply couldn’t go back to

just catering; there is so much more that I have taken on, such as creative services and sustainability responsibilities, that I love.

How many people do you manage? I am responsible for around 600 staff.

What is the size of the annual budget you oversee? Currently it is approximately £30 million per annum.

What kind of people succeed in FM? I know I can hold my own

with the ability to listen and encourage change in both the team and client. I believe the future is about having good people skills in addition to technical knowledge. FM makes a difference because… As an FM provider we can help build the environment that best suits each individual business, rather than them using “off the shelf” solutions. We can also direct companies to more efficient and future-friendly environments. The three most important attributes of a successful facilities manager are: Resilience, empathy and flexibility. You have got to be flexible – the workplace is changing, and we are no good to the customer if we can’t work flexibly around that and adapt.

with clients. I have learned to be client-focused, but not subservient. You have to learn to carefully manage people and client relationships, as well as managing the team around you. Being flexible and yet rigid is important: flexible to the client’s requests, but rigid in contract delivery.

FM makes a difference because… There seems to be a global purpose. It is all about building a better working world. By allowing the FM team to manage every other environment, clients build a trust with FM, which allows them to focus on core business.

The three most important attributes of a successful facilities manager are:

You have to be prepared to rely on other people’s knowledge – you simply can’t be an expert in everything. I would also say that you have to be a bit of a control freak, and you also need to be able to network and work with others.

If I wasn’t in FM, I would probably be… Either a vet or a lawyer.


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Typical candidates Here are some example job titles as an indicative guide, but these may vary dependent on the role, job specification and location.

Professional FM Qualifications BIFM Qualifications in Facilities Management are flexible and individuals can start at any level; they do not have to work up through the levels.

Apprenticeships The BIFM Qualifications are also integral parts of the FM Apprenticeships.


Facilities Assistant / Office Assistant / Cleaner / Security personnel

Level 2 Qualifications in Facilities Services

Level 3 Qualifications in Facilities Management

Apprenticeship in Facilities Management Advanced Apprenticeship in Facilities Management

Membership grades BIFM’s Membership grades provide credentials to signify professional experience and credibility in FM.

Facilities Administrator / Coordinator / Office manager / Technician

Affiliate (no post nominals, unassessed grade) / Associate (ABIFM)

Associate (ABIFM)

Membership grades are awarded upon assessment of the level and length of experience through their career.

Supported through BIFM resources, communities, CPD Resources*: Members can access BIFM resources to support them in their roles and studies. From good practice guides, to the latest news, trends and hot topics.

My CPD tool*: Members can manage their own Personal Development Plan online, including recording and reflecting on CPD activities.

Communities*: Members can access BIFM’s regional communities and special interest groups, providing face to face and onine networking and information sharing.

*These areas are part of the BIFM membership benefits, some are available at a cost to 36| GUIDE TO CAREERS IN FM 2014

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Facilities Manager / Premises Manager / Contract Manager / Account Manager


Contract Manager / Area Facilities Manager / Area Director / Head of FM

Regional Director / Director of Estates / Head of Estates

Nb. As job role descriptions can very between countries and companies these are purely notional

Level 4 Qualifications in Facilities Management

Level 6 Qualifications in Facilities Management Level 5 Qualifications in Facilities Management

Level 7 Qualifications in Facilities Management

Higher Level Apprenticeships in Facilities Management

Member (MBIFM)

Member (MBIFM) / Certified (CBIFM) / Fellow (FBIFM)

Certified (CBIFM) / Fellow (FBIFM)

in facilities management and the qualifications held. They provide professional recognition at key stages as the individual progresses

and events all underpinned by our FM Skills Framework Training: BIFM Training provides 50 intensive and interactive short courses to choose from, including a set of core FM courses ranging from foundation to advanced level, as well as a range of specialist FM programmes.

Online CPD modules: Access online training modules in core business skills through BIFM Skillset. And introductory FM and H&S online modules.

Events: From free community CPD events regionally and nationally, to conferences and awards that are available at discounted rates.

non-members of the institute. The training and online CPD modules are available to members at a discount. GUIDE TO CAREERS IN FM 2014  |37

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CAREERING AHEAD Linda Hausmanis, head of awarding organisation at the British Institute of Facilities Management (BIFM), looks at the options for professional development available to facilities managers.



etting a qualification is a great way to develop your skills, enhance your knowledge, demonstrate competence and advance your career prospects. In these challenging economic conditions, employers are looking for staff that can help them meet business objectives efficiently, effectively and with professionalism. Reasons to take BIFM qualifications include that they provide an independent measure of your expertise, and that they provide a fast route to BIFM membership. First, BIFM qualifications, like any external qualifications, provide independent confirmation that you have mastered the relevant subject matter regardless of the educational or training institution at which you have studied, or the employer for whom you work. Second, BIFM qualifications have the advantage of forming part of the system managed by the Office of Qualifications

and Examinations Regulation for England (Ofqual), which reports directly to government. This recognition confirms the value of the qualifications as external measures of your achievement. But it does more than just that. Ofqual’s system requires that vocational qualifications should be defined in ways that enable them to be compared to other qualifications, both to other vocational qualifications and to school and university qualifications. By studying for a qualification in facilities management you will develop expertise, skills and knowledge and demonstrate commitment to your career. Besides having better employment and career prospects, and greater financial rewards, qualified staff

also perform better, which boosts on-the-job confidence and job satisfaction. New skills can also be applied to new roles and challenges, making them more attractive to prospective as well as current employers. In other words, individuals who take the initiative to better themselves through qualifications get ahead. As FM recruitment agency Maxwell Stephens explains, ‘In the current economic cycle with more jobseekers than ever, being able to differentiate yourself as a facilities management professional has never been more expedient. With an average of 100 applications per vacancy, your CV and background must stand out to ensure you are shortlisted for interview. In this

climate, qualifications can make the difference and are becoming increasingly valuable in making the shortlist. You will only gain the opportunity to demonstrate your suitability for the post with all your relevant experience and achievements if you get invited for interview in the first place.’ There are a range of FM qualifications available to allow everyone from school-leavers to directors to develop their FM knowledge base and skill set.

BIFM qualifications The BIFM qualifications are vocationally related to the facilities management profession and are both nationally and internationally recognised. Developed in consultation with leading FM employers


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and stakeholders, endorsed by Asset Skills and accredited within the Qualifications and Credit Framework (QCF), the qualifications carry substantial weight, and are used as a benchmark of excellence in the industry. All qualifications on the QCF have the following features: ● A level that clearly describes the level of challenge of the qualification. ● A designated size: award, certificate and diploma. Awards consist of 1 to 12 credits, certificates 13 to 36 credits, and

diplomas 37 credits and above. Although the BIFM developed and awards the qualifications, the teaching is delivered by recognised centres accredited by the BIFM. The accreditation process ensures the centre has the necessary support and systems to provide learners with a good experience.

Operational/Support Level BIFM level 2 stage: new recruits

learner to core principles of facilities services.

BIFM level 3 stage: first line and supervisory managers


Aimed at staff already working in cleaning, catering or security, for example, with fewer than two years’ experience, who want to advance up the managerial ladder.

Aimed at new recruits, these qualifications will introduce the

BIFM qualifications


Qualifications and credit framework equivalent QCF Level

Equivalent qualifications


Masters degree


Bachelors degree


Foundation degree


Certificate of higher education




GCSE (Grades A*-C)

BIFM Level 7 in FM WhoWho is itisfor? it for? Strategic Strategic headhead of facilities/estates of facilities N/A



BIFM Level 6 in FM Who is it for? Senior, strategic facilities managers Award




Who is it for? Specialist facilities managers Award



BIFM Level 4 in FM Who is it for? Operational facilities managers Award



BIFM Level 3 in FM Who is it for? First-line and supervisory managers Award



BIFM Level 2 in facilities services Who is it for? New entrants Certificate GUIDE TO CAREERS IN FM 2014  |39

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Management Level These qualifications are aimed at operational managers through to senior FMs. Depending on previous working background, these qualifications can support career changers wanting to transition into FM. For example, many people leaving the Armed Services have found they can make a successful move into FM after completing a Level 4 FM qualification.

BIFM level 4 stage: operational managers Aimed at FM professionals with two years’ or more experience of managing, the Level 4 provides a broad understanding of FM. Equipping learners with the ability to identify and address complex and non-routine problems, they are ideal for anyone responsible for managing day-to-day operations, support services, contractors and key supplier relationships, budgets, health and safety and FM projects.

THE LEVEL OF CHALLENGE OF BIFM LEVEL 4 IS COMPARABLE TO A HIGHER NATIONAL CERTIFICATE BIFM level 5 stage: middle or senior managers Aimed at FM professionals working at a middle or senior management level with several years’ experience. Designed to develop the learner’s ability to identify and address complex problems, plan and deliver solutions and exercise autonomy and judgement in their area, Level 5 is best suited to those heading up functions such as: ● Single or multi-site operations. ● Hard and/or soft services.

● Partner relationships. ● Performance management. ● Major projects with capital

spend. ● Compliance in health and safety.

THE LEVEL OF CHALLENGE OF BIFM LEVEL 5 FM QUALIFICATIONS IS COMPARABLE TO A FOUNDATION DEGREE Strategic Level BIFM level 6 stage: senior managers Aimed at FM professionals reporting directly to the senior management team, who are responsible for strategic decisions or are influential in the process. The qualifications equip learners with greater ability to take responsibility for planning and delivering plans to underpin substantial change or development, and to exercise broad autonomy and judgement. They are best suited to those responsible for: ● Strategic review and development of service provision. ● Corporate governance and risk. ● Driving innovation and change. ● Financial performance, corporate responsibility and sustainability, and property and procurement strategy.


BIFM level 7 stage: senior managers/heads of estates Aimed at FM senior professionals wishing to develop their practical and academic understanding. The BIFM Level 7 qualifications are standalone qualifications, but also form an integral part of further study to achieve: ● Masters in Applied Facilities Management, a programme which is delivered and awarded by Liverpool John Moores University School of the Built Environment. ● MBA in Facilities Management delivered and awarded by Sheffield Hallam University. ● MSc Facility & Environment Management delivered and awarded by University College London. Other higher education institutions providing FM qualifications such as a Postgraduate Diploma in FM, an MSc in FM and an MBA

in FM are: College of Estate Management; Sheffield Hallam University; Heriot-Watt University; Leeds Metropolitan University; and University College London. As well as attracting mainly middle to senior-level managers who are keen to enhance their career prospects, these courses may also appeal to graduates who recognise FM as a growing profession. Courses are typically offered on a modular basis through a blended approach of taught sessions and/or distance learning to accommodate entrants holding down a demanding full-time job.


“65% of employers use qualifications as a key selection criteria when recruiting new FM staff” BIFM

BIFM membership Successful completion of a qualification has the added benefit of enabling the learner to join the BIFM as a member. If you have an FM qualification at Levels 2 or 3, you may be eligible to join BIFM at associate grade (ABIFM), dependent on your experience. With a Level 4 or 5 qualification and a number of years of management experience you may be able to join at member grade (MBIFM). And if you hold a

qualification at Level 6 or above, and have three years’ or more management and FM experience, you may be eligible to join at certified grade (CBIFM).

Want to know more? The BIFM is dedicated to helping the advancement of the FM profession and would like to talk to you about how qualifications can support and develop your career. Please contact +44 (0)1279 712 651, email qualifications@bifm., or visit qualifications.


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GRAD EXPECTATIONS Graduate programmes can take those with relevant higher education qualifications straight to the top of FM


ew facilities managers over the age of 40 would have found their way into the profession through a graduate scheme. But give it a few decades and the very opposite will likely be true. As the FM industry continues to grow and evolve apace, more young managers are entering onto this career path via graduate development programmes. These typically offer a combination of work placement and training courtesy of facilities management service providers. The benefits of these programmes are huge: while work placements allow graduates to understand what goes into the typical working day of a facilities manager, training for qualifications is aligned to the BIFM qualifications programme (outlined on page 38). Here’s an idea of what you can expect and gain from the various graduate programmes on offer, and what you’ll need to win your place.

Anyone can apply for a graduate placement, providing they have the relevant qualifications. Most firms ask for a minimum 2:1 bachelors degree in business or engineering; others may require a BIFM qualification in addition.

ranging from security to retail and support services in healthcare. FM apprentices obtain Level 3 NVQ Key Skills and a technical certificate, and undertake a series of courses on budget management, people management, FM health and safety and leadership and management skills. Other service provides tailor their graduate programmes based on the differing strengths of participants. Some placements involve purely a period of paid employment, aimed to give the graduate experience in a working environment. Others are rotation programmes, offering hands-on experience leading to a professional qualification, funded and supported by the contractor.



Some schemes will give the graduate the opportunity to specialise in a certain field, taking graduates in a variety of facilities-related disciplines,

Other programmes focus more on getting the feel of different departments, with several placements translating into a formidable breadth of experience.


Who can apply

Such companies place their graduates for two months in three different overhead functions, including sales, operational HR and procurement, and three-month periods in hard and soft FM environments, amounting to a year’s worth of experience. These programmes might also provide off-the-job training covering aspects such as finance, account management and leadership skills. At Mitie, a permanent position is offered in an operational role once the scheme has been completed.

The long game Some graduate development programmes require a more long-term commitment from the student, although these can reap richer rewards. One particular scheme includes a further two years following the BIFM qualification, and a further three years working in a managerial role. At the end of this, the graduates on that course will

have achieved full certified status with the BIFM.

How to apply Graduates can apply for a place on a graduate scheme by writing directly to the FM service provider, but some companies prefer to use recruitment services. A standard year or two-year graduate scheme with a contractor is the most common process, but in recent years the emphasis has been on education, with contractors sponsoring successful candidates through FM-related degrees. In addition, one-year industry placements are commonplace within business degrees. Some service providers have partnertships with universities whereby they take on undergraduates for a year in industry, with the intention that candidates return to the company upon completion of their degree.

Getting in Spaces are limited on these schemes, with even the largest service providers offering (in some cases) fewer than 30 placements a year. Also, the process of hiring a graduate can be long. Applications are typically submitted a year prior to the placement, with candidates potentially asked to sit vigorous psychometric and verbal reasoning tests and attend assessment days. However, anyone entering FM through a graduate scheme is likely to benefit from a fasttracked career path. You may need to prove that you’re prepared to move around the country, and a driving licence is often a requirement, but the most important attributes are an aptitude for learning and a willingness to adapt to the diverse working environment of an FM, coupled with that degree in business or engineering. GUIDE TO CAREERS IN FM 2014  |41

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Works as: Facilities manager, Wiltshire Fire & Rescue Service Studied for: Level 4

Where and when did you start your working life? I was an international reinsurance broker for a little over 10 years, first in the City of London, before being headhunted to move to New York. I then decided I’d had enough and wanted a different challenge. I moved into event management, working freelance for a variety of well-known luxury brands and managing all sorts of VIP events – at the Grand Prix, for example. This involved a great deal of travel around Europe and I’d be on call 24/7.

What brought you into FM? I decided to hang up my passport and look for something more local.

“I’VE SHOWN HOW FM CAN DO IT BETTER” Where and when did you start your working life?

WARREN EDWICKER Works as: Facilities Manager, Covance Clinical Research Unit Ltd Studied for: Level 5

My parents used to own pubs and hotels and growing up on the Isle of Wight meant there were lots of seasonal hotel and catering jobs to be had. I studied hotel and catering when I left school and worked in bars and hotels on the island. Then I completed my HND in hotel and catering management. Later, I managed a hotel back on the Isle of Wight, then spent four years working on cruise ships. Eventually, I returned to the UK and got a job with Sodexo as catering manager. I worked for Sodexo for nine years.

What attracted you to FM? First of all, it was the challenge of a new business line. I was managing a large corporate catering account in Leeds city centre at the time, and Sodexo was starting to push into the FM market. I was ideally placed with Sodexo to take on the new services they were bidding for, took full advantage of the training on offer and was encouraged to use my entrepreneurial spirit to win new business. I realised that catering was no longer for me and the future was FM. From the moment I won my first additional service I was hooked and never looked back.

I saw the advert for FM at Wiltshire Fire & Rescue Service in the paper. It asked for someone who could turn their hand to anything. The role was just basic admin, but once they met me, they said: “We think you can do more than that.” I started on the estates governance side and have gone on to become head of the department. On the face of it, it’s not that dissimilar to event management, in that you’re responsible for an ever-changing roster of responsibilities and need to be able to turn your hand to managing a wide range of areas.

What did you get out of studying for your diploma? I strongly feel that the course opens your eyes to what the profession can do, moving it into the boardroom and away from the boiler room. Our FM department

What did you get out of studying for your diploma? A recognised qualification within the discipline I specialise in was important to me because I wanted something that supported and validated my 15 years’ experience within FM. But I also gained a more contemporary insight into the influence a strategic FM department can have.

How will you put what you’ve learned into practice? Studying for the diploma has given me the confidence to comment on areas I wouldn’t normally throw my opinions into. For example, the processing lab wasn’t running all that well (Covance Clinical


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BROADENING FM’S SCOPE was never represented at middle management or senior management level because it wasn’t looked at strategically. Since the course, I’m being taken more seriously and senior management are realising there’s much more to the department. For example, modern FM ideas are coming into space planning and changing company culture, in that open plan environments are influencing more joined up working. Thanks to the course, I’m now on the middle management board and have a direct line to the executive management team.

How will you put what you’ve learned into practice? This is an easy question to answer – it’s a daily occurrence! Learning to be a more reflective thinker has made me more decisive. Where previously I’d go steaming in, I now take the time to think and come back with more informed opinions. I find that senior

Research Unit is a research and development facility specialising in administering new medicinal compounds to human volunteers for the first time). And I was wondering, how hard could it be? It’s just logistics. Before I wouldn’t have thought to say, FM can do that. But after the training, I thought, there are a couple of models I can pull on. And now the lab falls under the remit of FM. We were asked to help, showed FM could do it better, and now we’ve got the department and the staff.

managers are listening to me more and it’s allowing me to turn a traditional estates department into a modern, forward-thinking FM department that’s more proactive. Also, I sit on the Fire & Rescue Service Committee for the south-west and, since doing the course, they’re coming to me with scenarios and strategic ideas and asking me to work on them. They’ve now voted me to sit on the national committee. I’m going to study for my masters next. If I do well, there’s no reason I can’t sit on the executive management team and really make a difference.

CAREER MAP: International reinsurance broker n International VIP events management n Estates governance at Wiltshire Fire & Rescue Service n Facilities manager at Wiltshire Fire & Rescue Service n Sits on regional and national Fire & Rescue Service committee

PowerPoint or a big thick document, but rather got me thinking, “That’s when I get the MD, when they’ve got 20 minutes on the train.” Now I get it all down in a concise, one-page summary that can be read on the plane or the train and I’ve got some wins that way. I’m getting board level MDs to understand that FM can contribute to the business objectives, and I couldn’t talk and think like I do now without the course. I don’t think my career could have progressed any further without it, either.

What future challenges will your studies help you with?


Learning how to present business cases has been the biggest enabler for me and it applies across everything. The course taught me not to use death by

Seasonal hotel and catering jobs n Hotel management n Cruise ships n Catering manager at Sodexo n FM at Covance Clinical Research Unit Ltd

DAVID TANNER Works as: Assistant Director Business Programmes & Standards, UPP Residential Services Ltd Studied for: Level 5

Where and when did you start your working life? I started out with NatWest in technical services, so I’ve always been involved in buildings and how they work. It was a natural progression from there into FM.

What did you get out of studying for your diploma? It opened up the scope of FM even wider than I had thought it could go. The course also provided me with a different way of looking at things – I’m from an operational background, so it was valuable to start thinking about what people want rather than just ways of making something work.

What does your current job involve? I manage all the student accommodation at Reading University. My main challenge is the bigger expectations of students when it comes to where they’ll live – I’m dealing with the modernisation of accommodation and keeping old buildings up to date. In that regard, work we did on the course around communication and focus groups, benchmarking, surveys and what the customer requires gave me a better understanding of why we’re asking questions and has improved the questions I ask.

How else have you put what you learned on the course into practice? I’ve set up the first 24/7, 365 days a year helpdesk in the company. I used what I learned from the course in terms of communication and the importance of customer services, and making sure we’re giving out the right message from the beginning, to manage this and make it work. I also had a couple of networking sessions during the course with peers who had dealt in helpdesks before, and that helped me with the technical side of it.

So studying for the diploma really helped? It was incredibly worthwhile. No matter how old or experienced you are, there’s always something new to learn. GUIDE TO CAREERS IN FM 2014  |45

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“HOW CAN FM KEEP UP? AN APPETITE FOR TRAINING” Works as: Head of FM – UK and Ireland, EY (formerly Ernst & Young) Studied for: Level 6

Where and when did you start your working life?




Works as: Facilities Manager, Northampton Borough Council Studied for: Level 6

Where and when did you start your working life?

I worked for Angus Council in Scotland from 1988 until 2004 within the leisure facilities industry. It involved working in leisure centres and caravan parks. I enjoyed it immensely.

Tell us about your current job role.

At EY, I head up the FM function for all offices – comprising approximately 14,300 staff – across the UK and Ireland.

Many moons ago as an apprentice electro mechanical engineer with GKN [a global engineering group]. As a route into FM this worked well, in terms of understanding engineering principles and the dependency that a business has on its assets and built environment.

What attracted you to FM?

What attracted you to FM?

How will you put what you’ve learned into practice?

Over the years I went on to work as systems officer at Northamptonshire County Council, before going on to manage the hospitality at Royal Leamington Spa Polo Club. This was a real “hands on” job – one minute I could be dealing with flooded toilets, the next working out the logistics for a major event. Then, in 2005, I joined Northampton Borough Council as a facilities manager. Like many people back then, I hadn’t really heard of FM, although it appeared I’d actually been doing this kind of work for some time.

What did you get out of studying for your diploma?

The thought of sitting a diploma at my time of life was a scary prospect. You’re out of your comfort zone and feel out of your depth. But once you get to know your fellow students, you realise everyone feels the same. Getting away from the madness of the day-to-day role and meeting other FMs gave me the skills and expertise required to keep up with a fast-changing environment.

I started with EY 21 years ago as a building services engineer. At that time FM as a career was in its infancy. Moving from industry into a professional services firm gave me a deeper understanding of how the management of

I now have the knowledge I need to continue to deliver best practice and value for money. Studying for the diploma helped me keep up-to-date with new trends. For example, part of my FM remit is the post room, and we’re looking at new technology that will reduce human error and time scales to cuts costs and make the process more efficient.

an organisation’s resources – physical, financial and human – could contribute to the success of the core business. It wasn’t long before my responsibilities broadened to encompass creating an effective, safe and healthy environment that continued to meet the changing needs of EY.

What did you get out of studying for your diploma?

You need only speak with colleagues and clients to be aware of the challenges facing the


Tell us about your current job role. I’m now part of the authority’s Carbon Management Board. Over the past two years, the council has saved 1,202 tonnes of carbon, which equates to cash savings of £230,000. I’m also looking at how we can join up with other departments and we’ve teamed up with Northampton town centre on a regeneration project. The diploma got me thinking more about the bigger picture and the different areas in which FM can add value.

ANGELA UNSWORTH Works as: Officer Commanding Station Services Squadron, RAF Studied for: Level 7


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IAN WEBSTER industry and businesses, from improving quality of service, managing risk, controlling indirect costs and supporting our CSR agenda to working flexibly and seeking out innovation. How can an FM keep up? Further formal education helped expand my knowledge and ensured that my competence remained up-to-date with the latest FM practices.

How will you put what you’ve learned into practice?

Where and when did you start your working life? I’ve been working in the military for 20 years now and started my career as an HR specialist. I’ve been in and out of various roles but generally they’ve been very much on the people side of things.

Tell us about your current job role. I deal with delivery of hard and soft FM, and the three main areas of catering, retail and leisure.

What attracted you to FM? The variety. The military is heading into total FM in theory – there are a number of programmes to achieve by 2020 – but total FM is really what I do now. I’m dealing with the customer experience when walking into messes, retail, the airfield, and looking at things such as how to work in a hangar with no heating.

What did you get out of studying for your diploma? Being inside a vigorous academic set-up means your ideas are going to be challenged, and sometimes

Returning to formal education gave me reason to reflect on how training would help EY build a better working world as part of our Vision 2020 strategy. This will only be achieved if we have the best talent in the industry. We were the first firm to achieve BIFM Diplomas at Level 5 and Level 6. This appetite to provide training has extended to creating a number of FM apprenticeship programmes and providing the team opportunities to train at Level 3, 4 and 5.

in my job I don’t get challenged enough. Lecturers will say, “How do you know that?” and “Why do you think that?” There are lots of ideas bouncing around and it’s invigorating.

How will you put what you’ve learned into practice? I’m looking at how to build ‘innovativeness.’ There’s a difference between innovation, which is generally advancement in technology, and innovativeness, which is about people driving the advantage and competitive edge. The military has lost innovativeness and we need to push authority and responsibility down the structure to drive it. After meeting with ISS Defence (UK), who provide the RAF with services, I’ve agreed to write my dissertation on partnering and collaborative working with the defence sector. I don’t think that without the first year of the Level 7 course I would have managed to articulate the arguments sufficiently well to convince a huge industry partner to come on the MSc ‘journey’ with me.

Works as: Associate Director (Operations) Estate Management, Liverpool John Moores University Studied for: Level 7

Where and when did you start your working life? After leaving school I went on to do my A-levels – I wanted to be a teacher. But I wasn’t enjoying it, so I left to do an apprenticeship and spent a yearand-a-half as a draughtsman working on places like Wembley, Arsenal’s old stadium and Anfield.

How did you get into FM from there? I went on to hold positions at a civil engineering consultancy and in the estates department of Merseyside Police, where I progressed into handling maintenance contracts for the police headquarters. During this time, I gained an HNC in civil engineering. Then I asked my boss if I could do a degree and he said I’d be overqualified for the job if I did one! So I started to diversify a bit and did an HNC in mechanical and electrical design. I then moved to National Museums Liverpool, where I studied for my building surveying degree. I started out as maintenance officer there, and when I passed my degree I became estates manager.

How did you end up in your current job? I studied for my degree at Liverpool John Moores and while I was there I thought, “I wouldn’t mind having a go at looking after this.” In the end I got a first class qualification and went on to join the university as service manager. Now I’m associate director (operations) estate management.

What did you get out of studying for your diploma? I hadn’t studied for a while and felt like I was becoming a bit stale. The diploma started me thinking about whether we could be doing things differently or should be taking a different direction.

How will you put what you’ve learned into practice? I’ve learned how you measure services and set up a department structure from a strategic perspective. Since the course, I’ve looked at how much time is required for cleaning and produced a strategy map for the department. I’m now starting to look at using technology to make everything as simple and efficient as possible. GUIDE TO CAREERS IN FM 2014  |47

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Making apprenticeships in facilities management available from Levels 2 to 3 and now 4 to 5 has provided a gateway into the sector for those of all age groups and experience levels. It’s a change that could see many more people choosing a career in FM, finds Martin Read



n October 2012, the BIFM and sector skills body Asset Skills launched Level 4 and 5 higher-level apprenticeships in facilities management. These now link up with existing apprenticeship opportunities at Levels 2 and 3 to provide a gateway into the profession – of particular interest for school-leavers looking for early management opportunities, or those seeking to switch careers. The apprenticeship regime will also include opportunities for those well-versed in operational FM who want to add a qualification to their lengthy experience. Higher level apprenticeships are important. These are degree-level apprenticeships, designed for individuals and companies to use as part of

their staff development and talent management programmes. They are available to employers through the schemes’ project partnership delivery partners, comprising Sheffield Hallam University, Building Engineering Services Training (BEST), Leeds College of Building, The Manchester College, the Training and Learning Company, and Westminster Kingsway College. In essence, they make it possible for anyone of any age or experience level to get on-thejob FM training. At the higher apprenticeships launch, Angela Gill, employer account manager for the National Apprenticeships Service, spoke of businesses “engaging with apprenticeships to grow managers for the future, filling skills gaps in their organisation,

bringing in younger people into an ageing workforce”. The BIFM’s chief executive Gareth Tancred was keen to point out that the institute, as the professional body for the sector, “now offers qualifications at every level from level 2 – entry level – right up to Level 7”. Tancred deployed the phrase “a career of choice rather than a career of chance” and the institute’s head of learning, Linda

Hausmanis pointed out that the full range of apprenticeships is a critical part of that campaign. “Degree-level apprenticeships provide one of the solutions to the facilities management succession-planning dilemma,” says Hausmanis. “People have traditionally fallen into the profession, but that is changing.” School and collegeleavers, are “learning that an apprenticeship in FM is a


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RISHI JOSHI, FM APPRENTICE SINCE OCTOBER 2010 “My course is with Westminster Kingsway, but I don’t often visit the college. The course is structured so that a tutor comes to see me at my workplace. “I’m really enjoying the research aspect of the course. Since FM is such a diverse discipline I get a chance to learn about a number of different areas like procurement, finance, legislation and security.”

REBECCA HARRIS-TOMPKINSON, UNDERTAKING AN NVQ LEVEL 3 APPRENTICESHIP “I worked in a shop before becoming a cleaner and facilities operator. I had no idea what FM was, if I’m honest. It’s the kind of behind-the-scenes thing I would never have known about. My friends don’t understand what it is – they didn’t know you could ‘learn’ FM.” The apprenticeship is about learning management skills. I would never have been able to learn about those skills, otherwise. It’s a mix of group sessions and one-toone sessions with an advisor. The sessions are regular, but manageable, so I am still able to focus on my role at work. I was worried at first – there is a lot of studying to be done, alongside the job. However, the pace is great; you get stuck in and get your mind on the assignments. It’s a positive thing,and there’s always something you didn’t already know that you can pick up.


gateway to a rewarding, varied career with significant room for growth. Not all school-leavers with these aspirations want to go to university, especially given the rising costs. Often, students are dissuaded by the overly practical nature of other apprenticeships,” continues Hausmanis. “The higher-level apprenticeship will bridge the gap between learning and doing, and should leave students well-equipped to

The structure for apprenticeships in FM was bolstered in 2012

Ray has been employed by the Prison Service since 1979. He is site manager for HMP Featherstone, and now, in his mid-fifties, he’s undertaking an apprenticeship in FM through Leeds College of Building. I’ve just started – and I’m very excited about it,” says Ray. “For me it represents a new way of learning and a way forward for my career. I manage the estates department for the prison and I think there’s a lot that we could do better.” Ray hopes that the apprenticeship will open doors for him with FM service contractors, should more such firms take on prison-management contracts. “In the prison service we’re in the middle of a change between the new and the old. Ultimately, I would like to go on and work for an FM contractor at other prisons.”


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become the next generation of managers.”


Positive outlook Early evidence suggests that the higher-level apprenticeships are already gaining traction. Vic Grimes was appointed to the National Apprenticeship Service (NAS) – London Region, in February 2009. A former area-director of London South Learning and Skills Council, he’s also been responsible for leading the performance recovery of Train to Gain and Apprenticeships in London. He thinks the new Level 4 and 5 apprenticeships are already starting to make their mark. “In my opinion, more and more young people are going to be attracted into FM. At the NAS we pitch the FM apprenticeship programme as an equally valid pathway to higher education and degrees. Previously, you could only do an apprenticeship to supervisory level and it just stopped there. Then you had to find alternative routes outside of that framework.” Grimes also thinks that FM contractors see apprenticeships as a way of getting well-rounded, business-minded individuals into their organisations. “More companies are telling us that while knowledge of FM is important, there’s a wider requirement in the business that these apprenticeships lend themselves to in terms of developing a whole series of diverse business relationships.” Grimes is among those who think the underlying challenge is one of engagement with a key demographic – school-leavers. “Out of the number of apprenticeship starts I mentioned, many are where an organisation has chosen to up-skill existing employees. One of the challenges we face is in moving from that position to one where these organisations are recruiting

fresh new talent into the business. We need to make sure that, in schools, FM is seen as a career aspiration. We need to tell children that they don’t have to go to university to get into FM. By doing that I think the industry can attract a much broader range of talent.” And there is also a need to make smaller businesses aware of the incentives offered by government to take on an apprentice. “Evidence shows that employers that take on apprentices will boost productivity and staff retention,” says skills minister Matthew Hancock. “I want to encourage more small and medium businesses to take us up on our £1,500 incentive and hire an apprentice.” That figure is the value of an apprenticeship grant for employers of 16 to 24-year-olds, currently available to employers of up to 1,000 people who have not employed an apprentice in the last 12 months. Distributed by the National Apprenticeship Scheme, the grant is available on a

first-come, first-served basis until December 2014.

Steady growth As well as availability, there are other factors influencing interest in FM apprenticeships. “We’re hearing of more and more organisations putting a stipulation into their tender documents that potential suppliers must employ apprentices,” says Grimes. Legislation such as the Public Services (Social Value) Act, in force since January of this year, could also see public sector supply chain work going to organisations who demonstrate their commitment to employing apprentices. Undoubtedly, the overall apprenticeship strategy is starting to pay off. Uptake is growing steadily and awareness of the nowcomplete roster of qualification options is burgeoning. That the FM sector can proudly present its schemes during National Apprenticeship Week is testament to that fact. FM


ELYSE WILSON, CURRENTLY UNDERTAKING A LEVEL 2 APPRENTICESHIP IN CLEANING SERVICES “When I am working on the apprenticeship, particularly writingup case studies, it makes me look into why I am doing particular things in my work. “The apprenticeship has made me more confident in my role. I have a renewed enthusiasm, and am able to identify certain areas that could be improved on if done differently. For example, I am a cleaning-team leader, so I manage the schedules. When I found that we were not delivering the full specification, sitewide, I created a four-week schedule tracker, which helped us make sure the unpopular jobs were still being completed.” “If I get the opportunity, I will definitely take up the next level of apprenticeship.”


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FACILITIES MANAGEMENT – SKILLS REQUIREMENT A great FM can organise a refurb, charm suppliers into giving them a better deal and make valuable friends at a networking soiree, all within a matter of hours. Demanding? You bet

NETWORKING ● As a relatively young industry that is constantly evolving, FMs are more likely to seek the advice of peers than those in other professions, where long-standing education and career development pathways change slowly.

A facilities manager’s role is to maintain the working environment for employees. FMs run sites as diverse as offices, hospitals, depots and barracks. It can be a challenging job, with every position unique to the workplace it serves. But there is an essential toolkit that every FM needs to survive. Here’s a guide to the skills that will help you excel.

● An FM should see networking as part of his or her essential skill set, and it’s one that needs to be developed like any other. Improving your networking technique can help you do your job better and give you a valuable tool that is transferable to any role.


● Facilities management is service-based - any person using the facilities your organisation provides is your customer. Depending on the job, that can include the general public, office workers, people on a production line, a warehouse… the list goes on. ● With so many services to provide, an FM is one of the most well known faces in an organisation. You’re a ‘people person’, comfortable talking to all employees, from receptionist right through to chief executive.

Face-to-face conversations make up a large part of an FM’s daily routine. It’s important to give people the attention they expect: always listen, be polite and maintain good manners.

Often, industry bodies or conferences build in networking time between sessions. The British Institute of Facilities Management’s regional and special interest groups offer an excellent opportunity to connect with your peers at a local level. ● Most of us feel intimidated by entering a room full of people we don’t know. It helps to remember that everyone else is probably feeling the same. After you’ve been to a few events and taken home some business cards, you’ll start to see the same faces and naturally gravitate towards them. This is how personal networks are built.


● Foremost in your mind should be that the customer is an individual with specific needs. Put yourself in the shoes of the other person and understand how a certain problem might be affecting them. You will find a more effective solution if you are able to appreciate its impact on the working life of the individual in question.

PROJECT MANAGEMENT ● Project management offers variety as well as good pay and excellent prospects. But it is demanding and requires a wide range of skills. ● You’ll need to be able to learn quickly and address a number of different areas. You’ll have to understand financial accounts because you’ll be responsible for controlling project budgets. If a project includes building works or machinery, you’ll need to understand enough about the subject to manage a multi-disciplinary team. You may also need to understand enough basic law to draft contracts and advise your organisation on potential litigation - but a solicitor will always be involved when push comes to shove.

● Good time management makes our working lives much easier. In a nutshell, it means doing work now to save time later, in order to meet deadlines and respond to unexpected events while regular tasks are completed to schedule. ● It also means we will be able to increase the quality of the work we do, because we’ll have more time to spend on the tasks that require more effort and concentration. ● FMs have a wide remit over many business services – catering, maintenance, washrooms and couriers, for example. Each area has its own in-built deadlines. For example, certain maintenance can only be conducted after working hours, while couriers need to be dispatched before the end of the working day to meet a day delivery. ● Negotiating prices with suppliers or budgets for the upcoming year might take an hour in front of a spreadsheet, while a routine boiler inspection may demand your presence in a specific part of the building for an hour or so.

Capable of multi-tasking Good people skills ● Patience ● Flexibility

Ability to hit deadlines Problem-solving skills ● Boundless enthusiasm


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ARE YOU INTERESTED IN A CAREER AT SODEXO? Sodexo is a company focused on people, whether that is its employees or its customers. Investing in our people and services is a way of life at Sodexo. As one of the world’s largest employers we offer training and support to ensure our employees achieve their potential and we are the only company in the world to integrate a complete offer of innovative services, based on over 100 professions. It’s what makes Sodexo so different — and successful. We provide services that impact people at every possible stage of their life, whether at work, in play or at school. So, when we’re asked what we do, it would be simpler to answer with what we don’t do. Developing and delivering a diverse range of services at over 2,000 client locations in the UK and Ireland, Sodexo improves the quality of life for our customers and colleagues. We employ over 35,000 people in the UK and Ireland alone and serve an amazing one million meals a day. But while good food is at the heart of the business we also provide services such as security, reception, laboratory services, cleaning and building maintenance across a wide range of organisations from offices and factories to schools, hospitals, army barracks, prisons and leisure sites.

Our people mean everything to us and at Sodexo our values underpin all that we do, those values are: š Service Spirit is all about people. Our talented teams anticipate our clients’ needs, and then go over and above to meet them. š Team Spirit involves drawing on expertise from across our business and combining our skills to support, inspire and develop each other. š Spirit of Progress is focused on ambition and striving for a brighter future by celebrating what we’re doing well — and finding ways to do it even better.

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Working for Sodexo isn’t just a job, it’s a career which I have been able to develop over the years. Sodexo is focused on people which I feel is key when you spend a lot of time in your working environment.

I want individual team members to reach and maximise their potential which will ultimately allow them to help change lives for the better.

Christie, helpdesk team leader

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10 REASONS TO CHOOSE SODEXO 1. International company

6. Diversity and inclusion

With 420,000 employees working in 80 countries serving 50 million consumers daily, we are the 20th largest employer in the world. If you want an international career we have many global career opportunities for you.

At Sodexo we are committed to the importance of promoting equal opportunities, valuing diversity and creating an inclusive working environment for all our employees. It is a business imperative that drives our ability to create an engaged and talented workforce, secure new business and retain existing contracts. We are ranked number one by DiversityInc Top 50 Companies for Diversity.

2. Career opportunities We are committed to developing our employees and providing them with opportunities to grow. Two members of our executive team have worked their way through the ranks. Our corporate affairs director started his career with Sodexo as a unit manager and our commercial director started life at Sodexo as an area manager.

7. Contributing to local communities Through our sustainability strategy to 2020, the Better Tomorrow Plan, and our STOP Hunger initiative, we make sure our business activity contributes to local community development through volunteering, fundraising and strategic business relationships.

3. Variety of roles Our business is so broad and diverse; there are hundreds of different job roles from catering managers, chefs and dieticians to landscape gardeners, marketing specialists, sports therapists, microbiologist, buyers and computer programmers. We have a variety of jobs to suit your personal circumstances whether you want to work full-time, part-time, seasonally or school hours only.

8. Service experts

4. The beliefs we share

9. Evolving company

Our mission and values are not just meaningless words; to us they are heartfelt statements which we live and breathe.

We could never be accused of being stagnant. We started life as a catering company and over the past 40 years we have evolved to become the world leader in quality of daily life solutions.

We provide services at 2,300 client sites across the UK and Ireland. While our heritage is in food, we describe ourselves as a comprehensive service solutions provider. That means we’re experts in providing multi-service solutions tailored to the needs of our individual clients.

5. Improving quality of life We combine the talents of lots of different people to deliver services that enhance our customers’ quality of life. And because everyone plays a part everyone shares the satisfaction, pride, rewards and fun of working for Sodexo.

10. Challenges You can expect exposure to challenging and interesting work within a large and complex organisation like Sodexo.

Our employees are not just our most important asset, they’re our only asset. As a highly diverse organisation, this means people with many different skills and ambitions and it’s our priority to look after them at every stage of their Sodexo career. No matter what your ambitions and experience, we’ll support you in a varied, and rewarding, future with a market leader. For further information please visit

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Accelerate your career in an exhilarating environment. Johnson Controls is one of the world’s largest companies. We offer unparalleled, international career opportunities in Facilities Management. When you work for our specialist FM business, Global WorkPlace Solutions, you join a global team of thousands and thousands of experts. The opportunities for professional development, industry specialisation and personal growth within our team are immense... We offer a wide range of career opportunities from operational FM positions on customer sites to specialist KHDGRIÞFHIXQFWLRQVLQFOXGLQJ)LQDQFH0DUNHWLQJ+XPDQ5HVRXUFHVDQG,7 Everyone takes pride in achieving excellence for a customer list that includes a number of the world’s other ODUJHVWFRPSDQLHV$JLOHQW7HFKQRORJLHV6KHOODQG,%0WRQDPHMXVWDIHZ ,I\RXpUHH[FLWHGE\WKHSURVSHFWRIZRUNLQJRQWUXO\JOREDODFFRXQWVZKHUH\RXUVNLOODQGDPELWLRQZLOOEH recognised and rewarded, apply for one of our current opportunities at


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JOHNSON CONTROLS 168,000 employees. 150 countries. Millions of customers. Johnson Controls is a global diversified technology and industrial leader serving customers in more than 150 countries.

COMPANY DETAILS Company Name: Johnson Controls Address: Tower 1, Royal Pavilion, Wellesley Road, Aldershot, Hampshire, GU11 1PZ Telephone Number: 01252 346450 Contact: Talent Acquisition Team


ur specialist FM business, Global WorkPlace Solutions, manages more than 1.8 billion square feet of commercial real estate for some of the world’s largest and most successful companies. We help them operate and maintain every asset and building in their portfolios - from heating to air conditioning units, data centres to laboratories, petrol stations to refineries, offices to reception... Our people make this possible. We employ everyone needed to deliver the best customer experience– from engineers, technicians, receptionists and cleaners to financial whiz kids and customer business directors – and we invest in them so that together we can succeed.

Website: Email: Location: Locations globally Number of employees: 168,000 Number of vacancies: Around 1,000 globally Major clients:

One global organisation. One team. One culture. At Johnson Controls we encourage people to express ideas, make a difference and build their future. Our workplace emphasises integrity and ethics. We are customer focused, continually looking to innovate and enhance our products, services and solutions. To help our employees grow, we believe it’s vital to strengthen their engagement and develop their skills and capabilities through our award winning leadership programmes. This is done in an environment that welcomes diversity of thought and expertise. Does this sound like your kind of company? Learn more about us at

Shell, BP, IBM, Bristol-Myers Squibb, GlaxoSmithKline Areas of work offered: Facilities management, engineering, consulting, projects, real estate, support functions Work experience offered: Not currently Employee training funded: Yes Starting salary in region of: Competitive, and dependent on position Other benefits: Pension, healthcare, health insurance, holidays, company car (depending on role) How to apply: Visit our website www. and apply online via our careers pages


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LEEDS METROPOLITAN UNIVERSITY Facilities Management Qualifications Leeds Metropolitan University Centre for Facilities Management (C4FM) offers industry relevant and recognised qualifications for those already working in or looking to move into a career in facilities management. With close links to key accrediting industry bodies, BIFM and IFMA, we provide our students with access to Professional status.

Our Courses We meet the needs of managers who have, or aspire to have, responsibilities for Facilities Management. You should either be already working in facilities management, moving into this area from a related role such as office manager or maintenance manager, or you could be an experienced facilities manager who is keen to progress by attaining a qualification. There are also special entry arrangements for Service or ex-Service Personnel

Web-based Courses All our courses are delivered via the internet giving you the opportunity to fit your learning around your work and personal commitments This allows you to progress with your studies anywhere in the world.

Work-related Courses We place a strong emphasis on developing your skills through

work-based learning and you will build your expertise in every area that a facilities manager plays within an organisation’s business from operational tasks and tactical progression, through to strategic development.

Three different types of programme are available: The BSc Facilities Management If you have an Associate Degree, or an HND, or a Foundation Degree in a facilities related subject and you want to top up to a full BSc, this could be for you. The MSc Facilities Management This course is for students who already have an undergraduate degree, BSc (Hons) or BA (Hons); or equivalent qualification. The qualifications don’t have to be Facilities Management related and we welcome applications from those looking to change their career. The BIFM Professional Qualifications Programme These are the Professional Qualifications of the British Institute of Facilities Management (BIFM). You do not need any qualifications to get onto these programmes, you only need to be working in Facilities Management, or have FM-related experience. During your studies we can also help you make decisions on your career and recognise and develop your employability skills.

COMPANY DETAILS For more information on the courses and how to apply please contact: Chris Garbett – Director of C4FM 0113 81 27648


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BOUYGUES ENERGIES AND SERVICES Big enough to offer career opportunities in an international group: small enough for you to make a difference.

COMPANY DETAILS Company Name: Bouygues Energies & Services Address: Elizabeth House, 30 York Rd, London SE1 7NQ Website General: Graduate Recruitment:


e are the UK division of Bouygues Energies & Services – part of a global construction and services group. Our mission is to improve the quality of life in the buildings we manage, whilst minimising their environmental impact. We deliver technical engineering and services - from conception, design & construction through to Facility Management – to a range of complex and critical environments for clients in the public and private sectors. The first FM company in the UK to achieve BS EN16001, we also provide cutting-edge Energy Management and performance services such as strategic carbon planning, energy compliance and procurement, infrastructure design, installation and maintenance

Career opportunities & lifelong learning We believe in investing in our people and Learning and Development opportunities are at the heart of our strategy. Accredited programmes are available to all staff – from apprenticeship through to postgraduate level - and we play an active role in developing qualifications for our industry. As our independent IiP Assessor says, ‘the commitment to L&D remains very strong and is very well-resourced ... support for those wanting to learn and grow is certainly in place.’

The programmes Lasting 2 years, there are 3 career routes – Engineering, General Management and Finance - each with rotations through different parts of the business. You will be assigned a senior management mentor and will be supported with an individual Personal Development Plan and regular training to develop key management competencies. You will have the opportunity to extend your existing qualifications and achieve Chartered status through professional programmes accredited by BIFM, CIBSE, ACCA and CIMA. Previous graduates have gone on to undertake Masters qualifications and participate in international programmes through our Academy and the Bouygues Construction University. We also welcome applications from sandwich course students and those seeking paid internships to develop their work experience.

Supporting the communities where we work You will be encouraged and supported to take part in communityfocussed projects, such as: developing recycling centres; buddying young people from inner cities and inspiring school children to become Energy Champions. Locations: London, Midlands, Manchester (global links in Europe, Canada, and the Middle East) Number of Employees: Global: 11,000 UK: 2,200 Number of Vacancies: 6 graduates Internship and sandwich places by application Major clients: Alstom, The Cabinet Office, The Home Office, King’s College, University of the Arts London, World Wildlife Fund, London Organising Committee of the Olympic Games. Disciplines recruited from: all ( electrical, mechanical or building services engineering, finance/accountancy, business management or a similar relevant subject area particularly welcome). Minimum degree required: 2:1 Areas of work offered: depending on pathway: Business Development, Management, Human Resources &Communications, Engineering Finance, Energy Management; Project Management Work Experience Offered: (yes/no) yes Employee training funded: (yes/no) yes Starting Salary in the region of: £24K Other benefits: performance-related pay reviews; 25 days annual leave, study leave, contributory pension scheme, private health insurance. How to Apply: covering letter & CV to Closing date for applications: 31 March 2014 Start date: September 2014

Want to work with us? Please visit our website to find out more.


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SHEFFIELD HALLAM UNIVERSITY Discover Tomorrow’s You with a facilities management qualification


hether you’re currently managing in-house or outsourced facilities, or providing facilities management services to other organisations, our courses can improve your career potential – so you can discover tomorrow’s you. At Sheffield Hallam University you can study the only MBA in Facilities Management in the country. Or you can choose from our part-time undergraduate degrees. All courses are delivered parttime by distance learning and block study. We are a recognised BIFM centre. On achieving the Certificate or Foundation Degree in Facilities Management, you will also gain the respective level BIFM Diploma in Facilities Management as part of your course. After completing the foundation degree you will be eligible to progress onto the BA (Honours) Facilities Management topup. We’ve also launched a BIFM level 7 Certificate and Diploma in Facilities Management which forms a pathway to the MBA in Facilities Management. Plus there are opportunities for higher level apprentices with our Foundation Degree in Facilities Services. In addition, we deliver leading-edge and bespoke accredited education, plus consultancy, training and development which includes Insights Discovery, MBTI and RocheMartin Emotional Capital. Contact our course leaders for an informal conversation.

COMPANY DETAILS Mel Bull – MBA course leader 0114 225 3240 Ian Ellison – undergraduate course leader 0114 225 4652 Or for general information Email Phone 0114 225 2820


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EDUCATION AND TRAINING PROVIDERS Provider name: The University of Greenwich Address: School of Architecture and Construction, The University of Greenwich, Avery Hill Campus, Avery Hill Road, London SE9 2PQ Website: Telephone: 020 8331 9304 Contact: Mark Mulville Email: Courses offered: MSc Facilities Management MSc Real Estate MSc Project Management

Provider name: Leeds Metropolitan University Address: School of the Built Environment and Engineering, Faculty of Arts, Environment and Technology, Leeds Metropolitan University The Northern Terrace, Queen Square Court Leeds LS2 8AG Website: Telephone: 0113 812 7643/0113 812 7648 Contact: Roy Whitaker or Chris Garbett Email: Courses offered: All of the following are online distance learning courses: BIFM Qualifications Levels 4, 5 and 6 Foundation Degree in Facilities Management Bachelors (BSc) in Facilities Management Masters (MSc) in Facilities Management

Provider name: Sheffield Hallam University Address: City Campus, Howard Street, Sheffield, S1 1WB, UK Website: Telephone: 0114 225 2820 Contact: Mel Bull (Postgraduate)/Ian Ellison (Undergraduate) Email: Courses offered: Undergraduate Certificate in FM and BIFM level 4 Diploma Foundation Degree in FM and BIFM level 5 Diploma BA (Honours) FM Postgraduate Certificate/Postgraduate Diploma/MBA in Facilities Management BIFM Level 7 Certificate in Facilities Management BIFM Level 7 Diploma in Facilities Management

Provider name: College of Central London Address: Frazer House 32 – 38 Leman Street, London E1 8EW Website: Telephone: 020 7173 6054 Contact: Nicolas Kailides or Julian Burton Email: Courses offered: BIFM Level 4/5/6 Award/Certificate/Diploma with industry specialised tutors. Courses are generally evening based, but can be delivered during day or tailored to suit organisational needs.

Provider name: UCL (University College London) Address: Bartlett School of Graduate Studies, Central House, 14 Upper Woburn Place, London WC1H 0NN Website: programmes/postgraduate/mscdiplomafacility-environment-management (London) • www.bartlett.ucl. (Singapore) Telephone: 020 3108 9018 Contact: Ian Lewis, Bartlett Post Graduate Officer Email: Courses offered: MSc Facility and Environment Management

Provider name: South Thames College Address: The Business Centre, Tooting Centre, 71 Tooting High Street, London, SW17 0TQ Website: Telephone: 020 8918 7272 Contact: Mary Schramm Email: Courses offered: South Thames College is a leading supplier of training to the cleaning and facilities industries. With access to training sites around the UK, our experienced trainers can guide your staff through a range of funded and partially funded qualifications including BICS, QCF and apprenticeships.v


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SERVICE PROVIDERS Company name: Bouygues Energies & Services Address: Eizabeth House, 30 York Road, London SE1 7NQ Website: Email: Lasting two years, there are three career routes – engineering, general management and finance - each with rotations through different parts of the business. Major clients include The Cabinet Office, The Home Ofice, World Wildlife Fund and King’s College.

Provider name: Xenon Group Address: 5 Carrwood Park, Selby Road, Leeds LS15 4LG 33 Queen St, City of London, EC4R 1AP Website: Telephone: 0845 474 0054 Contact: Paul Ellison – business development executive Email: Courses offered: Institute of Leadership and Management Level 3 in FM BIFM Level 4, 5, 6 in FM


Company name: Johnson Controls Address: Tower 1, Royal Pavilion, Wellesley Road, Aldershot, Hampshire, GU11 1PZ Website: Telephone: 01252 346 450 Contact: Talent Acquisition Team Email: The success of Johnson Controls is enabled by the commitment and dedication of our 168v,000 employees around the world. With our continued growth focus, we are a company where employees can express ideas, make a difference and build their future. Our workplace emphasises integrity and ethics. We are customer-focused and continually seek to innovate and enhance our products, services and solutions.

Company name: Sodexo Address: One Southampton Row, London, WC1B 5HA Website: Telephone: 020 7404 0110 Contact: Katherine Mather Email: Sodexo is a company focused on people, whether that is its employees or its customers. Investing in our people and services is a way of life at Sodexo. As one of the world’s largest employers we offer training and support to ensure our employees achieve their potential and we are the only company in the world to integrate a complete offer of innovative services, based on over 100 professions. It’s what makes Sodexo so different — and successful.


ON THE MOVE See latest job listings Create job alerts by email


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RECRUITMENT CONSULTANCIES Company name: Beach Baker Property Recruitment Address: 18 Soho Square, London, W1D 3QL Website: Telephone: 020 7025 8123 Contact: Belinda Miller Email: Beach Baker Property Recruitment is a leading professional recruitment and headhunting consultancy for the property sector. Our experienced facilities management team have specialist understanding across all levels within the facilities industry, from facilities coordinator to facilities director. The team deliver both permanent and temporary solutions and operate across the UK and internationally. Our dedicated and passionate consultants focus on attracting only the best candidates from both the passive and active markets.

Company name: Catch 22 Address: 36-38 Botolph Lane, London, EC3R 8DE Website: Telephone: 020 7220 8900 (London) or 0113 242 8055 (Leeds) Email: or

Provider name: Cobalt Recruitment Address: Manor House, 21 Soho Square, London W1D 3QP Website: Telephone: 020 7478 2500 Contact: Claudio Rojas or Ryan Coombs Email: Cobalt recruits for permanent and temporary FM professionals at all levels of seniority within the FM market with Operations and Contract Management being our core strengths. We work with major service providers, managing agents, as well as specialist consultancies and we also handle client side roles. To discuss your next career move, please don’t hesitate to get in touch.

Company name: Green & Kassab Recruit Address: Global House, Portland Square, Portland Road, Worthing, West Sussex BN11 1QH Website: Telephone: 01903 234134 Contact: Nick White, head of recruitment Email: Honesty, integrity, delivery. We offer a bespoke service in facilities management to public and private sector organisations. Our high calibre candidates are fully referenced and available for all levels of permanent and interim contract opportunities. We are on the preferred supplier’s lists for large FM providers and on two national public sector contracts: Government Procurement Service and Health Trust Europe. We are able to provide you with specialist vacancies that you won’t find anywhere else.

Company name: The Management Recruitment Group Address: 8 St Thomas Street, London SE1 9RS Website: Telephone: 020 8892 0115 Contact: Michael Hewlett, business sector director Email: Our FM team of eleven specialist recruiters provides the full range of campaign methodologies including search and selection, advertised search and interim appointments. We partner with public sector bodies (higher education & NHS), corporate real estate and service providers. We also have niche specialisations including bid management, business development and health & safety.

Company name: Michael Page Facilities Management Address: Birmingham, Bristol, Nottingham, Leeds, Manchester, London Website: Telephone: 01212 309421 or 07887 731593 Contact: Richard Insley Email: Michael Page Facilities Management specialises in the recruitment of FM professionals from junior management to board level across the UK. With a network of regional offices our specialist consultants are ideally placed to provide a tailored and consultative service. Covering all areas of FM and Bbuilding services, we recruit successfully for FM service providers, in-house property & FM functions, property management companies and consultancies.

Catch 22 has been helping clients and candidates get together since 1982, so you can be sure that we have the right resources whether you’re looking to fill a key role or you’re hunting for that next important career step. Our expert team handles a broad spectrum of job briefs across facilities and property management operations, including permanent, contract and interim assignments. Our goal is your satisfaction so we listen carefully to what you want and then suggest the best possible opportunities to suit you.


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Facilitating your success If you’re looking for a great way to train and develop your staff, then take advantage of the Government-funded Intermediate Facilities Services Apprenticeship. The course can help improve staff performance and professionalism through workplace training. Your team will be working towards national quality standards. Our programmes include health and safety, customer service, environmental issues and sustainability, developing customer relationships and promoting and maintaining service delivery.


If you want your staff to become more effective and want to tackle any skills gaps head on get in touch! 020 8918 7272

Looking for a formal quali¿cation in FM? Reasons why we are a recognised centre you can count on 1. A leading provider of BIFM quali¿cation levels 3,4,5 & 6 2. First-class tuition via the long-established BIFM Training programme 3. Chart a full career pathway 4. Expert trainers and tutor support 5. Fully rounded learning with skills that are immediately transferable to the workplace 6. Uniquely positioned to offer Àexibility we have a wide range of course dates and can deliver tailored study programmes to in-house groups

7. Network with a wide range of FMs 8. Extra support with our Study Skills Workshop especially designed for ILM and BIFM qualiÂżcation programmesÂżcationsFS.htm        



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Want to know more? Call us on 020 7242 4141

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The BIFM publishes a series of guides covering many aspects of FM. A range of titles is available free to BIFM members, and priced at £19.99 each for non-members.

Paxman, D, 2007. Facilities Management in Practice Describing FM at the coal-face from the perspective of one of FM’s pioneers, it was written to help people on both sides of the commercial fence to gain a better understanding of FM solutions.

● Benchmarking ● Business

Continuity Removals ● Customer Care ● Energy Audits ● FM Procurement ● Implementing a Sustainability Policy ● Inclusive Access, Disability and the Equality Act ● Procuring and Running Catering Contracts ● Procuring and Running Cleaning Contracts ● Procuring and Running Guarding Contracts ● Recycling & Waste Management ● Refurbishing Office Interiors ● Risk Management ● Security Management ● Selecting FM Software ● Space Planning & Management ● Vacant Property Management goodpracticeguides ● Commercial

Nutt, B and McLennan, P, 2000. Facility Management: risks and opportunities This book helps to build up a distinctive body of FM knowledge and practice. It examines the key issues – from PFI to e-commerce – with expert opinions from major players in FM.

Martin, D., 2011. The A-Z of Facilities and Property Management This reference work covers all aspects of facilities and property strategy, administration and control, backed up by a wealth of practical suggestions.

Shine, B., 2011. Maintenance and Facilities Management This book provides key multi functional engineering building blocks required for implementing maintenance and FM. It is an accumulation of more than 30 years of ‘on the job’ multi disciplined general engineering knowledge and is a synopsis of the expert training gained.

Barrett, P. and Finch, E., 2013. Facilities Management: The Dynamics of Excellence The two previous editions have become established as key sources for all FM courses and forward thinking FMs, providing a strong blend of research–informed opportunities and balanced advice. This third edition builds on these foundations.

Duffy, F, 1997. The New Office An essential reference for architects, interior designers and FMs. It gives readers insight into the future of office architecture by combining the author’s training in architecture and knowledge of new organisational design. The book covers 20 reallife case studies of companies in the US, Europe and Japan.


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FURTHER READING FM WORLD GUIDES ORGANSATIONS The FM World salary survey identifies trends in salaries, benefits, training and qualifications in the sector, while giving an insight into how FM professionals feel about their industry.

THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT If you are new to FM and considering it as a possible career, the BIFM is the place to start. Get professional recognition and access to networking opportunities and knowledge resources in addition to many other advantages.

The FM World Buyer’s Guide is a source of suppliers to the industry. buyersguide


ONLINE Website Every working day, FM World’s news team publishes the latest news about the sector. You can also use the site to find out about specific FM topics, events and best practice, as well as feature articles on FM matters.


RICS is the world’s leading professional body for qualifications and standards in land, property and construction. Graduates with degrees approved by RICS and who have relevant employment experience can become chartered surveyors within the facilities management faculty by completing the RICS Assessment of Professional Competence (APC). This work-based training scheme usually lasts for two years.

● FM World Think Tank Join the

debate, including the fortnightly FM World poll question.

Read the news stories and comments here, and join the debate.

#Hashtags Keep in the loop with the debates on twitter. Search any of the following hashtags, but note that some are specific to events taking place in the sector and are date specific. #fm #facman #BIFM #facilities #facilitiesmanagement #workplacedesign #BIM #ThinkFM #WorkplaceFutures Subscribe to our Twitter lists, regularly updated, to keep up with the FM Twitterati: Various BIFM regions, groups and individuals Other associations and institutes in the sector

British Institute Facilities Management The BIFM group has over 16,500 members, with new discussions and networking opportunities daily.

Other facilities-related LinkedIn groups include: ● Facilities management association

● Talent in FM – stars in FM www.

● FM professionals international fmprofessionalslinkedin

Individual FM personal accounts

● Facilities management group

● Corporate real estate and facilities

FM recruitment companies

management professionals www.

Facilities consultants

● The FM network 66| GUIDE TO CAREERS IN FM 2014

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VIDEO A selection of short videos introducing FM. ThinkFM 2013: the leadership challenge Presenters and speakers discuss the leadership challenege, a key theme at the conference, held at the Royal College of Physicians, London in June.

Business Channel programme on FM A thirty minute programme broadcast in October 2012 explaining the wider value of FM.

A History of FM A series of interviews on those involved in the early days and the development of the facilities management profession. You can read all of the interviews,and watch highlights of each interview at

BMS = Building management system: computer-based control system installed in buildings that controls and monitors the building’s mechanical and electrical equipment. CHP = Combined heat and power. CSR = Corporate social responsibility: CSR applies to all aspects of corporate responsibility; community, social, environmental, workplace, governance. CSR practitioners talk about corporate ‘opportunity’ – highlighting the opportunity/risk dimension of responsible business practice.

World FM Day 2012 The FM World team posts a range of videos on FMrelated topics, from interviews with top personnel through to ‘how-to’ explanatory programmes. fmworldmagazine

catering, cleaning, parking, security, hospitality and more. TFM = Total facilities management: a type of FM contract encompassing a comprehensive suite of services in one over-arching deal: cleaning, catering, security, maintenance, etc. For more definitions, visit:


DEC = Display energy certificate: public buildings must have Display Energy Certificates (DECs) to give details about their energy efficiency. ●

HVAC = Heating, ventilation and air-conditioning.


jobvacs ●

KPI = Key performance indicators: markers that lay down how well a service is being delivered. Careers in Facilities Management A programme broadcast in October 2012 discussing FM as a career choice.

The business channel – what is FM? A background into the industry.

Rising Stars of FM Discover how up-and-coming FMs found their way into facilities management, and what qualities they feel makes for a good facilities manager.

PFI = Public finance initiative: a way of creating ‘public–private partnerships’ (PPPs) by funding public infrastructure projects with private capital. SLA = Service level agreement: the standards agreed between client and contractor on what services should be delivered, when they should be delivered and how they should be measured. Soft FM = Services, other than building and engineering (hard FM), which support the operation of the facility. Soft FM typically includes


RELATED ASSOCIATIONS ● The Facilities Management

Association includes a section specifically for young facilities managers. ( ( ● Specialist FM for private and NHS hospitals. Health Estates and Facilities Management Association (HEFMA) ( ● Specialist FM for schools, colleges and universities. The Association of University Directors of Estates (AUDE) ( GUIDE TO CAREERS IN FM 2014 |67

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FM World 2014 Guide to careers in facilities management