FM World May 19 2011

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 19 MAY 2011

FMWorld www.fm-world.co.uk

A new landmark building in EC1 spreads its wings

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VOL 8 ISSUE 10 19 MAY 2011

CONTENTS

6 | Catering at Westminster

16 | Angel Building

20 | Back to the floor

NEWS

OPINION

FEATURES

6 MPs keen to improve their catering services while cutting costs 7 FMs turn out for the Challenge Cumbria walk to raise money for charity 8 Project of the fortnight: FMs at the Scottish Parliament in action 10 FM 100 poll: how much will your client’s energy bills rise this winter?

12 Business news: Analysis by Graeme Davies on possible sector bounce back 13 Serco stays on track to deliver projected figures in 2011

16 Diary of a facilities manager: David Walker’s regular look at the daily challenges he faces in his working life 15 Five minutes with Susan Scott-Parker OBE, CEO of the Employers’ Forum on Disability 50 Felicity Messing

24| Catering roundtable

16

Angel Building: An in-depth look at a landmark building in London’s EC1 that uses cutting-edge carbon reducing technologies, by Fiona Keating

20

Back to the floor: Lionel Prodgers returns to the floor for the final installment of this series, this time at the Hilton London Gatwick Airport

24

Catering roundtable: FM World hosts a meeting of several key figures in the catering and FM sectors, debating the perfect catering service recipe

MONITOR 34 Legal: Report on the change in the legal status of squatting 37 How to: developing an IT strategy 38 Insight: Market intelligence

REGULARS 40 BIFM news 46 People & Jobs 47 Appointments

For exclusive online content including blogs, videos and daily news updates

visit fm-world.co.uk COVER IMAGE: Sam Kesteven

FM World Jobs – the best place to find FM career opportunities online

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Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 www.fm-world.co.uk EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: Martin Read ⁄ news editor: David Arminas ⁄ sub editor: James Richards ⁄ assistant editor: Natalie Li ⁄art director: Mark Parry ⁄ art editor: Daniel Swainsbury ⁄ picture editor: Sam Kesteven ADVERTISING AND MARKETING email: sales@fm-world.co.uk

MARTIN READ EDITOR COMMENT

LEADER

display sales executives: Adam Potter (020 7880 8543) and John Nahar (020 7880 6230) ⁄ recruitment sales executive: Norman Cook PRODUCTION production manager: Jane Easterman production executive: Aysha Miah PUBLISHING publishing director: Steve Bagshaw Forward features lists and media pack available at www.fm-world.co.uk/about-us SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to non-members.

Annual subscription rates are UK £110, rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media.co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services call Natalie Li on 020 7880 6229.

EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve ⁄Jason Choy, director, Persus⁄ Ismena Clout, energy consultant, powerPerfector ⁄ Nick Cook, managing director, Haywards ⁄ Rob Greenfield, director for health, safety, environmental and quality, Sodexo ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Lionel Prodgers, principal, Agents4FM ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM Tutor and author ⁄ Chris Wood, senior associate at Advanced Workplace Associates

Average net circulation 11, 654 (Jul 09 – Jun 10) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM)

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

BIFM ENQUIRIES

British Institute of Facilities Management Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER

uring my first two weeks here at FM World I was delighted to meet Jane Bell, one of our sector’s most illustrious training consultants. The timing was appropriate: here was I, settling in to my second editorial role in the sector and there was Jane, whose career started on Facilities Journal – a title first published way back in 1983. Meanwhile, conducting the interview was the equally illustrious Cathy Hayward, who’s just stepped away from FM World to pursue another venture. As we interviewed Jane, for a forthcoming feature in our Oral History series, I could almost feel the metaphorical baton changing hands.

Speaking of feelings, that interview brought a strange sense of déjà vu. Jane herself spoke of how many things had changed over the years and, equally, how many had not. Later that week, in her valedictory comment piece for this magazine, Cathy suggested that, in her time, facilities management had managed the neat trick of changing dramatically while retaining a remarkably long list of unresolved issues. (I think we can all tick them off: lack of role definition; an ‘identity’ crisis; FM reaching board level; the legal compliance burden...).

So, common issues abound – and indeed, echo through the decades from Facilities Journal in 1983 right through to FM World today. If only there was some overarching external factor that could help propel the FM function into the limelight. Well, I’m pinning my hopes on that factor being the admittedly broad topic of technology.

We’re living through a seismic shift in workplace activity brought about by the apparently ceaseless march of new technology, and that’s surely got to be good news for FM in the long term. Companies are responding at various speeds, but the broader impact of the flexible working brought about by this technology is only just starting to register.

The impact of flexible working on property portfolios was something of a theme at the recent Th!nkFM conference, with talk of ‘third spaces’ and the blurred demarcation between formal and informal working areas. Huge sums are riding on the decisions corporations make about the extent to which flexible working is integrated into their procurement and building management functions – something that can only help the hitherto humble FM function as it becomes the essential management discipline it was always destined to be.

The last two weeks have proved an entertaining and exhausting introduction for me, and I’m looking forward to getting stuck in. But I can’t end this first comment without paying tribute to my predecessor Cathy Hayward. I’m more than aware of the fantastic effort she put in to developing this title from nothing, and my first few weeks will be spent ensuring I can live up to the standard she set. While I have my own ideas, I am, of course, open to suggestions from any reader. This being the interconnected age, you can always find me on LinkedIn, on Twitter, or via ‘traditional’ email at martin.read@fm-world.co.uk.

D

“AS WE INTERVIEWED JANE, FOR A FORTHCOMING FEATURE, I COULD ALMOST FEEL THE METAPHORICAL BATON CHANGING HANDS”

Tel: 0845 0581356 email: admin@bifm.org.uk web: www.bifm.org.uk

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CATERING

MPs to slash catering subsidy MPs are looking to radically improve their catering and restaurant services but slash the annual £6m subsidy by half, according to a committee report.

Recommendations in the Administration Committee - First Report Catering and Retail Services in the House of Commons include opening up some of the more prestigious banqueting areas including Westminster Hall, part of the Royal Palace, for private rental.

The in-house service employs 286 full-time equivalent staff and costs around £14m to run.

It brings in sales of about £8m, “and, therefore, a subsidy of about £6m is entirely funded from the House of Commons administration budget,” the report said.

The estimated potential visitors are around 13,268 daily, including MPs and their staff, former MPs, peers, house staff, civil servants, media, contractors working at the House and visitors. Just under 1.7 million meals were served last year.

Sir Alan Haselhurst, chair of the committee, said at a press conference that Westminster Hall could be rented out for as much as £25,000 a night for “suitable occasions”.

But the report noted that Westminster Hall is part of the Royal Palace, “so considerable negotiation would be required for such a proposal to be put into effect. Once again, though, from the point of view of both revenue and wider public access to a national asset, we support in principle the idea of hiring out 06 | 19 MAY 2011 | FM WORLD

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Westminster Hall on a limited number of occasions and for events in keeping with the historic character of the location.”

ISTOCK

DAVID ARMINAS newsdesk@fm-world.co.uk

Catering at Westminster

The report noted that styles of eating have changed over the past 20 years so that the rising number of transactions are more about grazing and snacking throughout the day.

The director of the Catering and Retail Service said this mirrors a general trend in workplace catering “where work is increasingly conducted in informal meetings, semi-social situations scheduled throughout the day, often in communal areas such as the catering facilities and accompanied by a tea, coffee or light snack”.

The report recommends that the facilities department reviews HR and finance costs attached to the House’s Catering and Retail Service because they appear to be three times the average in the commercial sector.

BIFM chair and colleagues walk 78 miles for charity

E energy rating lowest for renting out property DAVID ARMINAS newsdesk@fm-world.co.uk

From 2018, facilities managers and property companies will no longer be able to rent out property that has an energy rating less than an E, the government has announced. Energy and Climate Secretary Chris Huhne made the statement at the second reading of the Energy Bill.

Ratings from Energy Performance Certificates go as low as F and G. The government has made it clear that renting out dangerously cold and draughty homes is unacceptable and that landlords will have to improve their properties or face prosecution.

From April 2016, landlords will not be able to refuse reasonable requests from tenants, or local authorities acting on behalf of

tenants, to improve their property.

Also, from April 2018 the government will make it unlawful to rent out a house or business premise which has less than an “E” energy efficiency rating.

Responding to the announcement, The British Property Federation said it welcomed the dates for putting the rules into effect. It is, said the organisation, “recognition that there simply isn’t the capacity in the energy efficiency

supply sector to expect change overnight and hence why the minister has plumped for 2018”.

The BPF said that “it is important that landlords start to consider whether they will be caught and have their plans ready for when the Green Deal goes live next year” The Green Deal is the coalition government’s plan for helping private home owners and businesses upgrade the energy efficiency of their properties.

“The government has made it clear that renting out dangerously cold and draughty homes is unacceptable and that landlords will have to improve their properties or face prosecution” www.fm-world.co.uk

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NEWS

BRIEFS Cash consumed

A hardy group of 15 people – including BIFM chairman Ian Broadbent - completed this year’s 78-mile Charity Challenge Walk in the Lake District, organised by recruitment specialist Catch 22.

They were joined throughout the four days over the Bank holiday weekend by another 20 colleagues, friends and clients of Catch 22 who walked part of the 78 miles – and 10,000 feet of ascent.

Proceeds are Scope, Breast

‘Thieves’ at a bank in the Indian state of Uttar Pradesh have eaten their way through 10 million Rupee notes, or around £136,000.

The notes were chewed up by an infestation of termites that managed to get into a metal chest inside one of the bank’s supposedly secure vaults.

The bank where the ‘break-in’ took place was noted for not being regularly cleaned.

Termites feed on any material that contain cellulose, meaning wood, cardboard, paper and books.

Plant products such as cotton and plant fibres also provide nutrition to termites.

The bank’s general manager said that, as it was the bank’s fault, it will bear the loss caused due to termites and there will be no loss to the public.

In urban areas, termites have been known to chew other material including carpets, furniture, flooring and window frames. Termites can literally chew an entire house down.

Cancer Campaign and also The Lord’s Taverners which works with disadvantaged and disabled young people.

On the June 4 Broadbent will put his walking shoes back on for the 100km Trailtrekker 2011, for teams of four walking over 30 hours across the Yorkshire Dales. Up to 250 teams take part in the event each year You can sponsor him through the web site, http://www.justgiving.com/ Hoorayhallmarkers.

LICENSING

Spurs raise stadium legal challenge Tottenham Hotspur has launched a second legal challenge to the decision to award West Ham use of the Olympic Stadium from 2014.

Tottenham said in a written statement that it has gone to the High Court for a judicial review into Newham Council’s role in arranging a £40m loan to finance West Ham’s move to the stadium.

Tottenham, which lost its bid to move into the stadium after the London Olympics end, is bringing a claim against the Olympic Park Legacy Company, the Mayor of London, the minister for sport and the Olympics and the secretary of state for communities and local government.

It wants a review of a series of decisions made by them to appoint www.fm-world.co.uk

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LONDON 2012

DAVID ARMINAS newsdesk@fm-world.co.uk

The London Olympic stadium

a joint bid by the London Borough of Newham and West Ham United Football Club as preferred bidder in a competition for the lease of the Olympic Stadium.

Tottenham also said that “as previously reported, the club continues to hold discussions with both local and national government

bodies in order to seek to agree a feasible stadium solution”.

FM World reported in February that West Ham United looked set to win the battle for using the main 2012 Olympics stadium after the games finish.

West Ham’s plan is to reduce seating capacity from the original 80,000 to around 25,000 but, crucially, retain the athletics track — a key issue in preferring the bid.

The London stadium’s architect Populous, worked on the Sydney Olympic Stadium that was reduced from 115,000 to 83,000 seats.

For London’s venue, a cut-andfill design was used based around a permanent landscaped bowl to be formed within the earth for the 25,000 permanent seats. A separate 55,000-seat temporary structure rises above the permanent base.

New chairman for CoreNet Matthew J. Fanoe, vice president of real estate at Coca-Cola Refreshments, is the new chairman of CoreNet Global’s board of directors. He succeeds Lee Utke, director of global corporate real estate for Whirlpool Corporation. Utke will remain on the CoreNet board as past chairman.

Burj worker jumps to death An Indian cleaner has fallen to his death from near the top of the Burj Khalifa tower, the world’s tallest skyscraper in Dubai.

The Burj has 160 floors but the worker reportedly committed suicide by jumping from the 147th floor, an unoccupied commercial floor. The man landed on the deck of the 108th floor.

It was the first known suicide at the tower which opened in January 2010.

Up in arms over charges NHS pressure groups are up in arms over Carillion hiking car parking charges at Queen Alexandra Hospital in Portsmouth.

Carillion manages car parks on the hospital site as part of the private finance initiative deal and charges are to rise in June, the first rise since 2004.

A spokesperson for Carillion said that the new prices will be in line with other local car parks in the city and other local hospitals. “In most cases the charges are in fact lower than elsewhere.”

Contractors sentenced A Southampton contractor has been sentenced after workers at a major renovation site in Plymouth were exposed to asbestos containing material.

Employees of CLC were refurbishing three student blocks at the College of St Mark and St John in Plymouth. CLC had agreed with a specialist asbestos removal company that they would work simultaneously in parts of the building already cleared by the asbestos removal workers.

However, the builders began work in an area of the building that had not been cleared of asbestos. CLC Contractors was fined £10,000 and ordered to pay £3,064 in costs for a May 2009 incident, the Health and Safety Executive said.

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PROJECT OF THE

FORTNIGHT NEWS BULLETIN

Parliamentary group seeks best-value evidence

SCOTTISH PARLIAMENTARY CORPORATE BODY

All change for Scottish parliament It’s all hands on deck for the FM team at the Scottish Parliament as they accommodate 48 first-time members after an historic election result earlier this month.

Scotland has its first majority administration in its albeit short life since beginning operations in May 1999. Voters gave the Scottish National Party a majority with 69 seats out of the Parliament’s 129 total.

Labour have 37 seats, the Conservatives took 15 and the Liberal Democrats five. The Greens hold two seats, and there’s a single independent candidate.

As reported in our last edition, offices are allocated primarily by the floor with smaller parties and independents being fitted around the major parties.

Before dissolution of Parliament, the SNP occupied the top floor which was previously occupied by Labour prior to the 2004 election. The SNP has the choice, as the majority party, of staying where they are or relocating to another part of the building. At the moment it looks likely that those who have been returned will stay put but a new office allocation plan is now being worked on to juggle the new makeup of the Scottish Parliament.

As there have been boundary changes to the constituencies, there will be considerable new signage required. The FM team are still busy for some time yet, but Holyrood is back in business.

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The All-Party Parliamentary Group (APPG) for Excellence in the Built Environment has launched an enquiry into the achievement of best value in the procurement of construction work. The group is requesting evidence of procurement projects that have had a positive or beneficial impact on the outcome of a construction project. Issues it will be considering include improving value, eliminating waste, enhancing quality, and reducing time and cost. The BIFM has said it will be making a submission.

Deadline for submissions is 31 May, and the APPG is welcoming evidence from construction and professional services companies, professional bodies, research organisations, trade associations or individuals. Submitted evidence can encompass whole procurement mechanisms or specific aspects, such as the tendering procedure, pre-qualification or briefing process. The group is looking for submissions of no more than 1,500 words setting out the benefits achieved in demonstrable or tangible terms. Submissions may include appendices describing the procurement process or the project in more detail.

The supplied evidence can relate to private or public sector work regarding new build or refurbishment projects, concerning buildings or infrastructure.

Further information can be obtained from Rosemary Hadow, research assistant of group chairman Tony Baldry MP on hadowr@parliament.uk and 020 7219 6465.

Royal cleaners campaign for ‘living’ wage Union activists joined a protest outside Buckingham Palace, the day before the royal wedding, as part of the campaign to win the royals’ cleaners the London Living Wage.

The cleaners are currently paid £6.45 per hour despite the London Living Wage being set at £7.85. Cleaners in the House of Commons and House of Lords are paid at the rate of the London Living wage.

The national minimum wage for adults will increase by 15 pence from October to £6.08 an hour, a 2.5 per cent increase that was recommended by the independent Low Pay Commission.

Last June, the London Living Wage was increased by 25p an hour to £7.85. Mayor Boris Johnson said at the time that the rise was needed to “combat poverty” and ensure that “people are better off in work than out of work”.

The PCS civil service workers’ union has created a petition calling upon Jeremy Hunt, Minister for Culture, to ensure that all cleaners working within the Royal Households are “paid the London living wage of £7.85 per hour, a rate that is supported by the Mayor of London”.

China bans smoking, but without penalties China has banned smoking in indoor public places, but workplaces remain a haven for puffers while penalties are up to local authorities, businesses and organisations.

That leaves the country’s estimated 300 million smokers stepping outside for a quick hit, and should save 740 million people from the dangers of second hand smoke, the government said.

It was the government’s intention to exclude any penalty for lighting up, instead preferring to leave it up to local authorities, restaurant owners, hospitals, leisure centres, and other places to police themselves.

Yang Gonghuan, director of China’s National Office of Tobacco Control, welcomed the ban and that the guidelines mean business owners have a greater responsibility.

“It is realistic to demand a bigger role for these business owners in dissuading smokers,” Yang said. It would take a long time for the ban to take effect and it would likely have to be revised to introduce enforcement, supervision and penalty details.

Jiang Yuan, deputy director of the NOTC, urged authorities to enforce the ban and clearly define penalties for violators. www.fm-world.co.uk

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YES 63% NO 37% GOVERNMENT

More outsourcing, smaller market value DAVID ARMINAS newsdesk@fm-world.co.uk

The market value of government outsourcing is expected to slightly decline in the next several years, despite more outsourcing activity, a new report says.

In 2008, the market value was £4.08bn and rose to £4.21bn in 2009. A further increase is estimated for 2010, reaching £4.26bn, noted the report Facilities Management Outsourcing - Central and Local Government Markets - UK 20112015.

But this year the market value is

forecast to drop to around £4.23bn and decline slightly further in 2012 to £4.19bn.

The “conflicting picture”, said Keith Taylor of AMA Research, which carried out the work, is due to government looking to save money on its contracts.

“Governments told us they expect to outsource more but will be looking to drive down the cost of these contracts,” he told FM World.

The report – which excluded health care and education from local and central government outsourcing estimates – focuses on the provision

of multi-service, or integrated, contracts.

“The market has seen steady performance in recent years and is likely to continue to maintain value around £4bn, although there will be

some loss as social housing activity slows,” the report said.

Uncertainty in the global financial market resulted in some slowdown in FM outsourcing.

“The central and local government market is estimated to have grown just one per cent in 2010 as, following the formation of the coalition government, the focus of government policy shifted away from government spending to stimulate the economy towards significant public sector expenditure cuts as the coalition seek to eliminate the structural deficit.”

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YES (6-10%) 63% 48%

FM 100 POLL

WE ASKED 100 FMS…

(0-5% ) 12%

By how much do you believe your or your client’s energy bills will rise this winter?

(Stay NO same 37%) /fall 12%

More than a quarter of respondents to this issue’s FM100 Poll believe energy prices will rise by 11 per cent or more this winter, with nearly half of respondents anticipating energy price rises of between six and 10 per cent. A small but optimistic 12 per cent of FMs expected that prices would rise by 5 per cent or less.

On a more positive note, another 12 per cent of respondents said they expected prices to remain the same, or possibly drop. The more pessimistic respondents – that 28 per cent who said prices would

rise by 11 per cent more – are in line with domestic consumption predictions made by energy supplier Centrica.

Forward wholesale energy prices for gas and electricity for winter 2011/12 are around 25 per cent higher than this time last year, warned Centrica earlier this month.

Domestic energy costs could reflect this come the cold weather, Centrica said.

Major reasons for the price rise are riots and revolutions sweeping north Africa and the Middle East.

One correspondent said that

(11% or more) 28% the situation in Africa shows our vulnerability to reliance on energy, renewable or otherwise, from that continent. “We need to minimise, at least, and, ideally avoid generating renewable electricity from unstable regions like north Africa and the Middle East, which will become more dangerous as they lose oil and gas revenues”, he commented.

Come and visit Coffeetech Assist: Caffe Culture, Stand D8 London Olympia 18th and 19th May 2011

“The UK must develop on-shore or near off-shore renewable energy sources to ensure supply of that increasingly important resource. In fact, wind-farms can be beautiful; if nimbys in the Cotswolds and the Lake District don’t want wind turbines or solar panels, let them go without electricity too.” said the same correspondent.

Come and visit GVS Assist: The Facilities Show, Stand H52 NEC Birmingham 17th, 18th and 19th May 2011

GVS Assist is a truly independent organisation for servicing your organisation’s food and drink equipment.

With over 150 of our very own engineers we are ideally placed to provide you with national coverage.

Our only focus is to ensure that your equipment is in perfect condition. Our specialist divisions consit of:

We are the largest independent company for the maintenance, servicing and provision of espresso machines and spare parts throughout the UK and the ROI, all supported by unparalleled standards of technical service.

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For the service and maintenance of all types of refrigerated cooler cabinets, from bar display units to multi-unit dairy decks. We service all sizes of clients from independent retailers to national retailers.

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Providing vending machine service and maintenance. Our vending expertise goes back to the 1920’s.

We also provide new and refurbished machines of all shapes and sizes to meet your requirements. www.fm-world.co.uk

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Healthcare Estates features over 160 leading companies, showcasing the latest technologies, equipment and services specifically designed to improve healthcare environments and the patient experience.

The multi stream IHEEM Annual Conference is your opportunity to; network with colleagues, keep up to date with the latest thinking, source solutions and plan the future for your facility.

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ANALYSIS

FM sector primed for comeback?

GRAEME DAVIES newsdesk@fm-world.co.uk

Are FM’s poised to bounce back? Certainly, trading statements from support services heavyweights such as Capita and Serco in the past few days suggest that the worst is behind them with news of public sector outsourcing rebounding. Indeed, Capita said central government outsourcing is back to pre-election levels.

This is in sharp contrast to the message from the same companies just a few weeks ago. Capita chief executive Paul Pindar acknowledged that the public sector work going out to tender had only begun to pick up in the past month, since the beginning of the government’s new financial year.

It was a similar story at Serco, where the company was bemoaning the slow rate of tendering just a couple of months ago. But the company won two contracts on the government’s Welfare to Work scheme, which has boosted confidence, and in total the company has added £1.6bn in contracts to its sprawling order book since the beginning of the year.

So does this signal the beginning of the big paradigm shift for the outsourcing sector as the government, both central and local, moves decisively towards a heavier outsourcing model?

Certainly, the ebullient views of Capita and Serco contrast 12 | 19 MAY 2011 | FM WORLD

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with recent rumours that there would be attempts to apply the brakes a little to slow the surge towards private sector outsourcing. Illustrating the seemingly constant obsession with image in government these days, the BBC reported earlier this month that government was scaling back plans for ‘wholesale’ outsourcing of public services as it is unpalatable to the public.

This signals an attempt to encourage more charities, mutual organisations and social enterprises to take up some of the burden thus creating more of a feel-good factor for the government’s outsourcing plans, and fulfilling the

dream of the ‘Big Society’.

More details are likely to emerge with the government’s Open Public Services White Paper later in May but the scale of the work that government needs to outsource is simply too huge for social enterprises and charities to handle. Indeed, one suspects that a certain amount of work may go the way of charities, mutuals and community organisations, but in reality, the depth of outsourcing expected will simply overwhelm providers without significant private sector involvement.

Serco chief executive Chris Hyman himself admitted as much: “They’re simply saying they’re going to move away from public sector monopoly of supplier – that they want more competition and new models. They want to see greater involvement of the voluntary sector. We are happy with that.”

Meanwhile, there are signs that some of the more radical moves by local councils to outsource virtually all of their

services could be foundering on public discontent. Firstly Suffolk Council, which wanted to become a ‘virtual’ council, has signalled a review of its plans due to unease among many, including councillors themselves about wholesale outsourcing of all council operations. And recent local election defeats in towns such as Bury and Brighton have also cast doubt on significant outsourcing plans there too.

So mixed messages remain for the outsourcers with hints at growing markets but continued threats from elsewhere. Some would argue it was ever thus for such a wide ranging sector and that may be true, but for investors it simply prolongs the sense of uncertainty that makes investing an uncomfortable game at times and the underperformance of shares in companies such as Capita and Serco is likely to go on until such discomfort is further eased.

Graeme Davies writes for Investors Chronicle

Contract wins

NEW BUSINESS Mitie’s Client Services division has won an integrated facilities management contract with Channel 4 at the broadcaster’s Victoria offices in London.

Mitie has been working with Channel 4 since 2007 when it took on the front of house operations of reception, mailroom, helpdesk and switchboard.

The contract was expanded in 2008 to include cleaning and in 2009, Mitie took on landscaping.

The Department for Environment, Food and Rural Affairs has awarded Eurest Services, part of the Compass

Group, the catering contract for its entire 10-site estate. As part of the £12.5m, five-year deal Eurest Services will operate employee restaurants, hospitality, conferences and vending across Defra’s sites that house around 7,500 employees.

Swindon-based HTP LEP has been awarded a 15-year Building Schools for the Future deal by Halton Borough Council worth £160m. The contract covers construction and the facilities management for up to 25 years. ICT will be provided for up to 10 years.

Harrison Catering Services has won a contract at La Sainte Union Catholic School in London to provide meals for the 1,200 pupils and also staff. Harrison also will provide on-site and external hospitality services.

Etisalat Facilities Management has won $29.4m contract from Abu Dhabi General Service (Musanada) to service 121 government buildings throughout the Emirate. The three-year contract includes M&E maintenance and plumbing.

Chubb has won the contract to provide fire and security systems to Westfield Stratford City. Chubb will install 1,000 alarm points, 300 access control readers and 750 IP video cameras and sprinkler systems. Chubb will lead the security project with the support of UTC Fire & Security company Lenel, a business focusing on access control and integrated security solutions. www.fm-world.co.uk

12/5/11 16:08:39

BUSINESS BRIEFS

Serco stays on track to deliver 2011 growth Serco valued its order book at £16.6bn at 31 December 2010 and the company remains on track to deliver expectations for 2011, according to its interim management statement.

Serco said it “identified opportunities” amounting to £29bn and that, since the beginning of the financial year, it had been awarded £1.6bn of contracts. This includes signed contracts valued at £1.4bn and preferred bidder appointments valued at £200m.

“Winning or expanding smaller contracts continues to play an important role in our growth,” Serco said in the statement

covering performance since 1 January 2011.

“As reported on 2 March, for 2011 we expect good organic revenue growth and progress towards our 2012 margin guidance,” the statement said.

“Prospects beyond the current year are encouraging and we continue to expect, by the end of 2012, an increase in revenue to approximately £5bn and in adjusted operating profit margin to approximately 6.3 per cent, excluding material acquisitions,

disposals, and currency effects based on 2008 exchange rates.”

Serco also said it is experiencing “short-term headwinds” in the UK because of government’s austerity measures. But Serco expects to benefit from the government’s desire for greater involvement of the private and voluntary sectors in delivering public services.

In March, Serco said it would continue looking at global expansion after its international operations provided a huge chunk of 2010 sales. Revenues were up 9 per cent to £4.3bn and pre-tax profits jumped 21 per cent to £214m.

Earlier this year, Serco won a 25-year FM contract at New York University’s campus in Abu Dhabi.

Rentokil up despite Libya freeze Rentokil Group revenue for the first quarter is up 0.7 per cent in constant exchange rates “in challenging trading conditions”, particularly in the UK, a trading update said.

Adjusted profit before tax was down 10.1 per cent.

There were one-off costs of £10.3m of which £4.8m relates to suspension of operations in Libya, according to the trading update for three months ending 31 March.

Pest Control divisional revenue, at 2010 constant exchange rates, fell by 2.6 per cent to almost £133m. This was impacted by weak performances in the UK and Spanish washroom businesses and the suspension www.fm-world.co.uk

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of operations in Libya during the quarter.

“Excluding Libya, and washroom businesses, growth from pest control activities was 2.3 per cent. In the UK, pest control continues to improve, growing by 5.1 per cent and although revenue in the UK & Ireland washroom business fell, its rate of decline has slowed to 6.6 per cent compared to 12.3 per cent in Q1 2010.”

Initial Facilities Services had revenue of nearly £147m, up 13.2 per cent, and adjusted operating profit was £6.2m. Operations were helped by contributions from the acquisitions of Knightsbridge Guarding in 2010 and the fire and water businesses

of Connaught (Santia) in early 2011. Underlying revenue, excluding acquisitions, grew by 3.9 per cent.

Internationally, the textiles and hygiene business in the Benelux has stabilised and is trading in line with internal expectations.

Asia Pacific is performing well with portfolio growth in Asia at 7.9 per cent ahead of Q1 2010.

First quarter, trading update £million, at constant exchange rates 2011 2010 % change Revenue 606.7 Adjusted 36.4 Operating Profit Adjusted Profit Before Tax 26.6 Source: Rentokil Initial

602.3 41.9

0.7 -13.1

29.6

-10.1

G4S sees revenue grow G4S saw overall revenues grow 4.7 per cent at constant exchange rates for its first quarter ending 31 March, a trading statement said. Organic growth was up 4 per cent and profit was ahead of 2010, although overall margins dipped slightly for the provider of cash transportation services, facilities management and security. G4S has a £100m deal for security with the organisers of the 2012 Olympics.

Balfour’s books strong Local authority support services contracts worth £200m have strengthened Balfour Beatty’s order book. Contract wins during the first quarter, covering 1 January to 9 May 2011, have “advanced the order book from the £15.2bn year-end figure despite an adverse foreign exchange translation impact”, an interim management statement said.

Glasgow firm heats up Glasgow-based City Refrigeration, a supplier of facilities management and maintenance to supermarkets, is set to boost turnover to more than £700m within three years.

Turnover is now at £400m, Willie Haughey, owner of City Refrigeration, said at a business debate in Glasgow.

SGP set to grow business SGP should see a sizeable increase in business this year through a mixture of acquisitions and organic growth, its facilities management director Gerry Askew. However, he declined to put a figure on projected turnover for 2011.

FM WORLD | 19 MAY 2011 | 13

12/5/11 16:08:51

FM OPINION THE DIARY COLUMN DAVID WALKER

David Walker is facilities project manager at Northumbrian Water

“THE QUIET PERIOD ALSO GAVE ME AN OPPORTUNITY TO COMPLETE SOME APPRAISALS” BACK TO BASIC S

flurry of recent bank holidays T he was a perfect opportunity to address a charity challenge in October, complete appraisal material and more mundane tasks – clearing out an oversized inbox I guess, like many of you, the last couple weeks have been somewhat disjointed what with bank holidays and royal weddings etc., so work on the various projects slowed down a bit. This did, however, give me chance to have a catch up on various things.

I took the opportunity to catch up with BIFM chairman Ian Broadbent who was in the north east opening a new retail unit at one of the local business parks.

It was nice to talk to him over a coffee and also a chance to hear about Hallmark’s expansion plans for the next year or so. It sounds like Ian will be in for a busy period.

However the main purpose of the meeting was that I will be joining Ian on his main Charity Challenge this year when we shun the more usual modes of transport and make our own way to London for the BIFM awards.

The challenge is in aid of

MacMillan Cancer Support, a charity chosen by the chair of the BIFM. The awards take place on 10 October and we intend to make our way from Yorkshire to London by cycle, by foot and kayak, some 210 miles or so.

More details will be released soon – Ian has already set up a Justgiving website where you can support the challenge (www. justgiving.com/thebifm) – I am sure he will have more details on his blog in the coming weeks.

The quiet period also gave me an opportunity to complete some appraisals. These are a target we have to complete, although if I am honest, I still have to be convinced as to the merits of them especially for someone who has done the same job for the last 15 years. It’s difficult to come up with targets

and KPIs when the task is mainly routine.

I also spent some time cleaning my inbox and archiving files where I could, as I kept getting warning emails from our IT department informing me I was almost at capacity again. I really should do this more often, it’s something I do overlook on occasions.

Planning is also underway for the BIFM golf day and also our Pro Am golf day for Water Aid. This year it is held at Rockcliffe Hall, a course and hotel owned Middlebrough Football club.

And finally I am only at work for a couple of days this week as I am off to Crete for a week’s break in a rather nice hotel where I intend to recharge my batteries. FM

BEST OF THE WEB The latest views, comments and reaction across the web

1⁄

BIFM LinkedIn discussion: What is the current trend (move swing)? In-house or outsourced for hard and soft FM services Mike Davies: Does it matter what the trend is? Surely it’s what adds value to the customer that matters?

Simon McLaughlin: I would agree with Mike’s statement that it’s about the right solution for the client, a phrase I saw recently perhaps

14 | 19 MAY 2011 | FM WORLD

14_15_Opinion.indd 14

underpinning this where the client was looking for “right sourcing”. However trends in the market are very important and organisations look to their peers for a steer before they will commit to an FM strategy. For example: NHS organisations are very relunctant to consider outsourcing of their Soft FM services because it is considered to be against the norm. In respect of the public sector, my

expectation is that we will see more organisations considering outsourcing as a delivery model and it’s then for the appropriate parties to advise them on what is best placed to be outsourced and which services should be retained. In real terms all clients want value for money. However this phrase does not mean the same thing to each client, so its firstly about understanding the client’s

key drivers and then producing a solution that meets this in a cost effective manner.

2⁄

Martin Pickard thefmguru Long term planning can be difficult. Your view gets cluttered with today’s issues. Try starting in five years’ time and working backwards.

3⁄

BIFM LinkedIn discussion:

Richard Byatt asks for FM in 100 words So, Fabio Capello says he needs just 100 words to communicate with the England football team. Which 100 words should be in the facilities manager’s essential vocabulary? Let’s see if “crowd-sourcing” can give us the definitive list.

Wayne Goodes: Performance, performance, performance. www.fm-world.co.uk

12/5/11 14:43:28

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

BEST OF THE

FMWORLD BLOGS 1⁄

Back to the floor: the sequel

John Bowen/chair of BIFM’s Procurement Sig I am a big fan of bosses going back to the floor and have written about that here a few times, one of which, on my adventures in logistics, was picked up by Truck & Driver magazine. It is an opportunity that quite a few senior managers spurn entirely, and in poll I conducted a couple of years ago around half of the responses were a resounding no, so why am I so in favour?

One crucial reason is that it allows you to see what life at the front end of your business is all about. Now there are those that will argue that you don’t need to know that, that you have layers of people along the way that can worry about those sorts of things for you.

2⁄

Softening hard services

Jayne Heason/FM manager at Rollright I began my career in facilities management at the turn of the century in early 2000. The news was fixated with talk of new eras and fresh thinking but I knew that as a woman in a male-dominated industry, attitudes towards women were firmly rooted in the past. My story is fairly typical for female facilities managers. I started out in administration and office management and soon found myself responsible for the physical office environment as well as the administrative output. As I progressed up the career ladder, I became a fully-fledged facilities manager. Crucially, this meant I was now fully responsible for hard technical services as well as more familiar soft services.

3⁄

Cowboy tenants set to saddle up

David Arminas/news editor at FM World You gotta hand it to those Tories for thinking out of the box when it comes to being practical and saving money. Grant Shapps, Conservative MP for Welwyn Hatfield and also housing minister, knows his portfolio. He recently came up with the idea for a “tenant cash-back” scheme to save social housing associations what he figures would be millions of pounds a year. It works like this: a tenant could ask their social housing landlord for the chance to carry out DIY themselves, or pay someone locally to do the work.

www.fm-world.co.uk

14_15_Opinion.indd 15

FIVE MINUTES WITH NAME: Susan Scott-Parker JOB TITLE: Chief executive officer COMPANY: Employers’ Forum on Disability

Facilities managers have the potential to transform the ability of business to benefit from the contribution of millions of disabled people as valued employees and customers.

A disability competent FM knows that when someone requests an adjustment so that they can do their job better, he has to make an assessment fast, ideally within 24 hours. I hear horror stories of people waiting months for basic adaptations.

One third of people aged 50 to 64 have a disability. That’s something like one in three senior managers, or board members, unhappy with the stairs, struggling with heavy doors, squinting at their screens, cranking up the volume...

Microsoft’s OS has a suite of brilliant disability/ accessibility features. How many helpdesks even suspect they’re there? For example, if your hands tremble due to disability you can set the OS so that the keyboard compensates.

It seems so obvious that it’s in the interests of every business to make the built environment and the technology work for everyone. I struggle to understand why there are inconsistencies.

Everyone wins when FM is disability competent. I have perfect vision, but was trapped in a posh hotel toilet recently because the place was so perfectly and stylishly white I couldn’t find the door. Now that’s what I call disability incompetence.

It isn’t hard to spot when FM just doesn’t get it – and fail to adapt for the human; a multinational bank opens a new building with 8,000 work stations and 8,000 right handed mice. Suddenly the 10 per cent of their workforce who are left handed become only temporarily non-disabled.

FM WORLD | 19 MAY 2011 | 15

12/5/11 16:50:00

FM FEATURE CASE STUDY FIONA KEATING

CONTRACT VALUE: £72M CONTRACT TYPE: TWO STAGE DESIGN & BUILD BUILDING AREA: (GROSS INTERNAL AREA) 357,625 SQ FT NET INTERNAL AREA: 264,363 SQ FT OCCUPANCY DENSITY: BUILDING GENERALLY DESIGNED TO ONE PERSON PER 108 SQ FT ARCHITECT/INTERIOR DESIGN: BASE BUILDING ARCHITECTURAL DESIGN BY ALLFORD HALL MONAGHAN MORRIS M&E MAINTENANCE: GLIBBERY CLEANING: CHAMBERLAIN CATERING: (ANGEL KITCHEN IN ATRIUM) THE GOOD EATING COMPANY LIMITED SECURITY: MITIE SECURITY RECEPTION: OFFICE CONCIERGE HEALTH AND SAFETY: DERWENT LONDON

ANGEL DELIGHT Fiona Keating takes an in-depth look at the Angel Building, an eye-catching example of modernist design y day, the striking sixstorey Angel Building’s modernist glass facade sparkles in the sunlight.

By night, the white neon sign on the penthouse level is visible for miles around.

The Angel Building is an ingenious and radical redevelopment of a key site in London, EC1 on the corner of St John Street. It’s a complete transformation from an early 1980s former BT office block at a key traffic intersection which was called the Angel Centre, named after a coaching inn which once occupied this corner.

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It’s one of the most significant projects that commercial property developer Derwent London has undertaken, spearheaded by the company’s directors Simon Silver and Paul Williams, as well as project manager David Thurston.

“It’s a very prominent site which was unnoticed as it was hidden by trees,” Thurston says.

“We wanted to create an active frontage that engaged with the public. The large, open courtyard was under utilised and the architects made fantastic use of the opportunities there.”

The building’s location is one of its main selling points, having www.fm-world.co.uk

12/5/11 17:08:17

PHOTOGRAPHY: SAM KESTEVEN/TIM SOAR/ALLFORD HALL MONAGHAN MORRIS/VIEW

ANGEL BUILDING

close proximity to the commercial centres of London, with the City to the east and south less than a mile away. The building is within 100 metres of Angel Tube station as well as a dozen bus routes passing the key crossroads, with seven bus stops nearby.

For cyclists, there is a secure, 120-space bike store at the rear of the building, and 30 more spaces for visitors. Showers and changing facilities are provided in the building. The Angel Building is also accessible for overseas visitors via Eurostar from St Pancras International station.

Working with architects www.fm-world.co.uk

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AHHM, the solution is an essentially new building with 60 per cent additional useful floor space, which retains and extends the structural frame of the old one.

The building has been extended forward with a gently curving frontage to St John Street, EC1. It also has an extra roof storey, set back to provide deep roof terraces, particularly on the south and west sides.

What was previously a large, open courtyard inside the building has yielded further expansion space, now centred on a lofty atrium finished in smooth sculptural concrete. Modernist architects Louis Kahn and Tadao Ando are the inspiration for this, say AHMM’s Simon Alford and Ian McArdle.

The atrium is roofed in inflated ‘pillows’ of transparent ETFE foil, while its floor – along with many of the common areas – is finished in a grid pattern of small white marble blocks based on a 1950s Venetian design by another design influence, Carlo Scarpa.

The atrium area is the pivot point of the building and is a place to do business as well as meet and greet visitors and clients.

There is also a mezzanine area overlooking the main floor of the atrium that can be used for

ad-hoc meetings. Further breakout spaces look out into the atrium at intervals on all floors.

The focal point of the atrium is a piece of sculpture that also serves as a seating area for employees and members of the public. Entitled ‘Out of the Strong Came Forth Sweetness’, it’s designed by architect Ian McChesney. His inspiration came from a spoonful of black treacle (the name is the biblical motto found on cans of Lyle’s syrup).

The black polished carbon fibre cascades down from the upper floors of the building and the large oval bench is finished in black leather. “It sits very comfortably within the atrium space without dominating it, climbing 25 metres high to the top of the atrium,” says David Thurston, Derwent’s project manager.

Along with a raft of carbon and resource-saving measures ranging from intelligent lowenergy lighting and regenerativebraking lifts to rainwater harvesting, this structural re-use greatly improves the carbon footprint of the building, made it faster to build and therefore minimising disruption in the neighbourhood.

The two biomass boilers provide 50 per cent of the

FM QUICK FACTS

20,000 25 120

square feet of terrace area

metres – height of the atrium sculpture

bicycle storage spaces

FM WORLD | 19 MAY 2011 | 17

12/5/11 16:51:00

FM FEATURE CASE STUDY FIONA KEATING

“A BMS MONITORS AND CONTROLS THE MAJOR FUNCTIONS OF THE BUILDING SERVICES”

heating demand, and boasts a saving in C02 emissions compared to a fan coil system – the equivalent of 375 return flights from London to New York per year. In terms of water saving, the building saves the equivalent of 455,000 WC flushes per year. Low energy lifts use 50 per cent less energy than the conventional counterparts.

A building management system monitors and controls the major functions of the building services. This system will comprise a number of standalone BMS outstations connected together via a wide area network.

A user interface is provided in the form of a PC located in a dedicated office. The interface will provide a point for central monitoring and adjustment of the 18 | 19 MAY 2011 | FM WORLD

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controls for various systems.

Amounting to 20,000 sq ft, the terraces run all round the top floor of the building, and are especially wide on the south and west-facing sides. In addition, the forth floor has a separate south-facing terrace of 3,000 sq ft. The rooftop terraces look across Clerkenwell, Farringdon and Finsbury. Zone 1 is for the occupants of the fifth floor and includes the whole of the broad west terrace, with scope for outdoor entertaining. The doors open directly onto the terraces at points all around the perimeter. Zone 2 is a 4,000 sq ft section reserved for the building’s communal use, while Zone 3 is the south-facing terrace, linking down to the tenants of the fourth floor. www.fm-world.co.uk

12/5/11 16:51:21

ANGEL BUILDING

Lush outdoor landscaping compliments the sleek building exterior

KEY DATES

December 2006 Merger with LMS to form Derwent London January 2007 AHMM begin work on outline design 10 October 2007 Planning permission submitted 12 February 2008 Planning permission granted 2 May 2008 Stage D complete, BAM joins team June 2008 Pre-let to Cancer Research UK June 2008 Decladding starts on site 1 October 2009 Topping out ceremony 6 September 2010 Practical completion 6 October 2010 Building launch

Existing Common Lime trees provide shade and visual screening around both street elevations. London Plane trees, taller than a London bus, are set off by dense, low-level underplanting of clipped shrub.

On the northern side the planting changes to rhododendrons, and other ground cover includes ivies.

Towards the rear, other trees such as oaks and pines take over, along with a meadow habitat.

Hard landscaping provides raised granite edging to the planted beds, and public seating in Portuguese granite offer outside casual meeting areas.

CCTV cameras cover all facades of the building including the bicycle store to the rear of the building. Ground floor landlord areas and service routes will www.fm-world.co.uk

16_19_Angel.indd 19

also be covered by the system.

The images from the CCTV cameras will be recorded on a digital recorder and transmitted to screens in the security office located on the ground floor of the building.

Cancer Research UK occupies just under half of the 263,000 sq ft building, a total of 126,000 sq ft.

The charity needed to re-locate its existing London-based staff into one building, a bold move which aims to release capital funds for the cutting-edge new research facility Cancer Research UK, the UK Centre of Medical Research and Innovation (UKCMRI), and to improve efficiency through reducing the amount of office space the charity occupies.

The charity decided to become one of the tenants of the Angel

Building after a thorough sixmonth selection process. The company negotiated a competitive lease with Derwent, including a rent-free period, and the developer contributed towards the cost of refurbishments. According to Lynne Robb, chief financial officer at Cancer Research UK: “The move has enabled the charity to work more efficiently enabling closer collaboration between staff.

It also means that Cancer Research UK will be occupying 25 per cent less office space and the move will enable us to save over 20 per cent on its future property operating costs. In addition, the design of the building includes a number of environmental features that are both energy and money saving.

We are pleased we made the decision to move here.” FM FM WORLD | 19 MAY 2011 | 19

12/5/11 16:51:49

-

FM FEATURE LIONEL PRODGERS BACK TO THE FLOOR

Back to the...

Hotel

A CLEAN SWEEP

In the final experience in this series, Lionel Prodgers works behind the scenes at the Hilton London Gatwick Airport Photography: Justin Lambert

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taying in hotel resorts all across the world, it’s easy for me to take for granted the sheer amount of work involved in preparing a guest room, so my final experience in this series proved to be more than an eye opener.

I’ve had my fair share of airport experiences – last time I joined the frontline fray with the OCS Passengers with Reduced Mobility team at London Heathrow. On this occasion, my mission to return to the sharp end of facilities management led me to step behind the scenes as a room attendant at Gatwick’s Hilton Hotel.

Only 30 minutes from central London, the Hilton is a full-service hotel with a guest relations team on hand to meet all needs. With a staggering 821 rooms to look after and the majority of guests checking in at 3pm and checking out at 12pm, the pressure is on.

Without a minute to lose I’m introduced to the Omni operations team for a briefing on the day ahead.

S

Omni Facilities Management is currently one of the preferred suppliers to Hilton Hotels nationwide.

Providing housekeeping solutions to the hotel chain.

Richard Jackson, operations director at Omni, explains that, alongside his colleague Barbara Parbat, area manager of HCS & Co (the hotel trading division of Omni FM), he oversees 40 room attendants, 10 supervisors and 10 porters. No easy task, it seems.

Everything is immediate – particularly as this is an airport hotel which must react to flight cancellations at any time during the day.

But before my day commences it’s a change of attire for me. Off with my business suit and into something more comfortable. Glamour flies out of the window, and with my black shoes, black trousers and a purple work shirt neatly tucked in, I’m ready to hit the floor.

With my uniform in place it’s onto the health and safety briefing. The team inform me of the various assembly points for fire, where to go and where not to go. A day’s training is quickly crammed into a few hours before I am let loose into the hotel – quite a daunting prospect.

But first things first; a trip down to the laundry room www.fm-world.co.uk

12/5/11 16:52:35

The hotel is a 30-minute drive from London and boasts 821 rooms

where linen is sorted. I watch in fascination as laundry is fed through a chute and attendants rally around industriously in a flawlessly choreographed system.

You would think a day sorting sheets, pillows and towels could be mind-numbingly dull but there’s much more to it than first meets the eye. I am watching only the first stage in a thorough quality check on the linen; items showing wear are separated into another process for replacement by the linen hire contractor.

Boredom is not an option down here, for as soon as one chute of laundry is cleared, another huge mountain descends on the staff. And it’s not just linen items which fall through – TV remote controls and childrens’ toys come tumbling down, knotted in between the vast amounts of linen.

If you’ve ever seen the BBC period drama Downton Abbey or Upstairs, Downstairs you’ll be aware of the hectic hustle and bustle of life for those servants working in the basement of a grand country manor The Hilton operation resembles this industrialscale hospitality with a large team managing huge arrangements underneath the hotel. The staff is very much like actors in a stage show, all playing their part www.fm-world.co.uk

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backstage leading up to one final performance.

An hour or two later, my morning duties completed, I am briefed by Omni team members before I can shadow room attendant Priska as she begins her eighthour shift.

Carrying out room attendant duties, I discover, is highly demanding and requires great efficiency, energy and organisation. The Hilton has a clear quality control guide in place which requires supervisors to spot check every single room before it can be released to guests. It was interesting to discover that, just like offices, hotel rooms are inspected against a measuring system with a 100 point check list. Rooms are scored accordingly as to whether they meet criteria or not. Each room must be cleaned and prepared to the same high standard, one point lost means a 1 per cent deduction from the performance score target of 100 per cent.

Newly appointed, I’m under the watchful eye of Ludmilla Kapleraitiene, a contract manager for HCS & Co. Her strict regime is impressive, with nothing left to chance.

Room attendants usually transform around 18 rooms on a normal six-hour shift but Priska, who I FM WORLD | 19 MAY 2011 | 21

12/5/11 14:44:53

FM FEATURE LIONEL PRODGERS BACK TO THE FLOOR

am shadowing for the day has been tasked with an extra two. In just 20 minutes I have to transform the room, leaving it sparkling for the next arrivals. Before the attendants enter the room a trolley is carefully equipped with cleaning products, toiletries, a vacuum cleaner, tea, coffee, biscuits and waste bags. Waste is divided into two sacks – plastic bottles and general.

Each room is strategically swept through, checking that every single piece is in place. Starting in the bedroom I dust, pick up rubbish and remove dirty linen before moving into the bathroom and wiping down surfaces and clearing every inch. All the time I wear gloves, the golden rule of room attendance. Guests’ personal belongings must remain in place – smudges and smears are simply unacceptable.

I trry to help with the bed linen, but putting a duvet into a cover takes me five long minutes, whereas super speedy room attendant Priska can do it in one. Time is of the essence, and I admire her patience, tolerating my lack of experience even when I’m slowing her down.

Room dusted and cleaned, it’s time to vacuum the floors and wash the wood. Corridors are cleaned once the allotted rooms have been completed. Phew, this is hard work and we’re well over our 20 minutes.

What strikes me are the language barriers. Most of the staff are Eastern European and although there were some instances of miscommunication, all in all, the whole process seems to run smoothly. All of the health and safety guides are translated into different languages and staff must possess basic English to interact with guests.

Time up, and it’s the return of Ludmilla for the final inspection before the room can be released back to reception for incoming guests. I hold my breath.

Any repair, decoration or anything missing – right down to the number of cloak hangers – have to be taken into account. Most of the supervision is about 22 | 19 MAY 2011 | FM WORLD

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seeing and feeling – using their eyes and their hands.

Even if a tiny hair is found on the ground, it’s swiftly picked up and disposed of. If it’s something a bit more serious, like a smear on the mirror, the cleaner in question is quickly called back to rectify it.

It is quite clear that a high level of discipline is required to be a room attendant. Where you start and where you finish is critical and even leaving drawers open for inspection is expected. The supervisor’s time is precious and it needs to be quick and easy for them.

But unlucky for me, on this particular day the cancellation of a Thomson flight instantly creates the demand for 160 rooms to be prepared at speed. Staff scurry into position to turnaround 160 rooms ready for the influx.

A queue quickly forms as tired passengers drift into the hotel, but they soon disperse as rooms are allocated. I’m told this was an exception – they usually work on monthly projections of the likely take up of rooms so that they can deal with the resources available and plan. If an emergency arises it seems they are capable of mobilising resources, as I witness. More room attendants are brought in and while I’m there, more rooms are allocated to the existing staff.

On the whole, it’s a smooth operation and a spillage in the executive suite is cleaned up with a huge industrial machine which blew hot air at surface level. This magic machinery seems to deal with most eventualities. Smoking seems to be a challenge for attendants as a deodoriser was required for one particular room where one brazen guest had decided to ignore the hotel policy. Taking a whole hour to remove the strong smells can cause issues if the hotel is at full occupancy and guests need to check-in.

Timing is everything and while I revel in the tasks and watch the room attendants with awe, I can’t help thinking I’m a disruption to the process, severely slowing them down. A great deal of tutting and sighing ensues as I weave my way around the room. But the rooms are finally returned to their former glory, much to the bemusement of the room attendants involved.

I think, in all honesty, they’re relieved to see the back of me. FM CLOSING THOUGHTS

LESSONS FROM BACK TO THE FLOOR his series has been a real eye-opener, as I’ve experienced first hand the performance of front-line services. The common theme that binds good service delivery together is clear procedures and a healthy dose of ‘team spirit’.

What has struck me from being in the thick of emergencies as they arise, whether it’s 50 people needing mobility assistance without warning or 160 hotel rooms needing to be made ready and available in an instant, it is the people at the front line that make the difference. Front line staff are the people who deliver supplier promises!

T

www.fm-world.co.uk

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11/4/11 12:41:28 9/5/11 15:00:17

FM FEATURE ROUNDTABLE CATERING

ATTENDEES

CH Hayward, Founding editor, FM World magazine

Julian Fris, principal consultant, Neller Davies

Fiona Allen, regional account manager, EMEA The McGraw-Hill companies, UK, CB Richard Ellis

Julie Kortens, head of corporate services, Channel Four

Elaine Burt, head of projects and facilities management, Societe Generale

Jon Buckley, head of property, Yell

Mayur Patel, facilities director, Reynolds Porter Chamberlain

Deborah Rowland, head of facilities management category, Government Property Unit

Mike Coldicott, managing director, Tricon Foodservice Consultants

Alastair Storey, chairman, BaxterStorey

Jason Cousins, premises and facilities director, Olswang

Peter Titus, head of facilities management, Field Fisher Waterhouse

RECIPE FOR SUCCESS

FM World brings together a group of key figures from the world of catering and facilities management at a roundtable chaired by Cathy Hayward

Wendy Cuthbert, head of CRES UK, Barclays 24 | 19 MAY 2011 | FM WORLD

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www.fm-world.co.uk

12/5/11 16:53:10

CATERING

Cooking up a storm: attendees discuss catering issues at the Barclays building, Canary Wharf

Julian Fris (JF) – If you are located on a high street with shops like Pret A Manger you don’t need catering. The issue becomes about offering them something different.

Deborah Rowland (DR) – If you’re in the middle of nowhere you have to provide something.

Jon Buckley (JB) – Catering really works on a campus site. Or, you could provide a bus service to town.

Mayur Patel (MP) – We moved in 2006 to where shops were scarce and we decided to create a space for people to dine and use it for internal meetings.

Julie Kortens (JK) – Even though we’re in the heart of Westminster, the restaurant is a communications hub, where people can meet and greet. If the weather is bad, employees don’t have to go out.

CH – Considering productivity gains, providing catering on-site means employees are back at their desks within 20 minutes.

DR – When I was involved in designing this building (Barclays) we physically went down into Canada Square and timed how long journeys took. www.fm-world.co.uk

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Mike Coldicott (MC) – At Canary Wharf, logic tells you it’s not sensible to have staff catering due to the existing external offering. But if you create the right contractual environment for a caterer to deliver, then it’s a huge success. Businesses are now all e-mail and not personal.

In restaurants, you’re face-to-face.

Jason Cousins (JC) – We redesigned our restaurant with more separated seating and seating pods. Now, not only partners use it for internal meetings with free coffee but clients, too.

PHOTOGRAPHY: SAM KESTEVEN

Cathy Hayward (CH) – There is a huge financial and space investment involved in catering. How do you get best value and how does this relate to employee productivity increases?

CH – Can a good catering function be a draw for potential employees?

JF – Some organisations simply provide old muffins and cheap coffee, and employee productivity dips. But that situation can be because the organisation doesn’t know what it wants from catering.

JC – I was in Google’s Zurich office and service and variety of food is unbelievable. It costs a fortune but is designed to keep employees in the office. Sometimes, their families will join them for meals.

Fiona Allen (FA) – As the saying goes, you eat with your eyes.

Vibrant colours with comfortable chairs give a higher uptake and encourages networking.

Elaine Burt (EB)– Encouraging people to use restaurant space for meetings in between breakfast, lunch and evening meal is added

income in slow times for your caterer.

CH – What about taking clients out to expensive lunches for a few hours versus on-site upmarket private-dining facilities?

Peter Titus (PT) – At my law firm, there’s now a strong focus on entertaining clients in-house. We’re changing some meeting rooms, where the adjacent room can be turned into fine dining for lunch or evening. It will save a significant amount of time and money, such as not taking a cab, claiming money back, justifying the meal.

JF – We benchmarked some catering for a client and found it was four times as expensive

going out to restaurants. In-house, you’re replicating good West End restaurants – Barclays here is a good example.

JC – We were once accused of supplying Michelin Star dining in one of our restaurants, implying it was too good for a work environment.

CH – Celebrity chefs, do they help an organisation or is it a fad?

JC – A celebrity chef may not bring customers in, but it can improve catering staff skills.

FA– It can boost morale for the catering team.

MC – Customers know that Marcus Wareing wasn’t wandering around FM WORLD | 19 MAY 2011 | 25

12/5/11 16:54:36

FM FEATURE ROUNDTABLE CATERING

the kitchen cooking. But he can be a good mentor.

AS – Six years ago we teamed up with chef John Campbell and it helps staff be innovative.

JK – Being trained by someone special makes staff feel special.

Also, we built our restaurant 16 or 17 years ago, partly to hold events including cocktail parties where we had to outsource the catering. But now the standards of the in-house chefs are so good, we don’t have to.

FA – With fewer restaurant subsidies, employees can pay almost high-street prices, so they demand better quality, or go off-site.

JC – Do you think people’s tastes have changed?

AS – Possibly. When I started it was industrial planning, getting 800 lunches to the workforce in 10 minutes, max, or they complained bitterly.

JK – If you have a young workforce, it could be their main meal of the day. Not so with an older workforce.

JF– Improved catering equipment means you can now do things in much smaller spaces.

JB – When I took over an FM operation 10 years ago the kitchen area was larger than the restaurant seating area. I remember, too, being told I couldn’t use the restaurant for a meeting.

JK – We’ve been downsizing and haven’t been allowed to touch the restaurant – it’s the focal point for staff.

CH – Are subsidies still out there?

JC – We do a subsidy because it’s difficult to compete with Sainsbury’s and Tesco. We work closely with catering companies to reduce their costs in order to keep our subsidies down. If you don’t have a captive audience, you need a subsidy.

DR – You can still do a really good offering at nil subsidy. There’s a subsidy by the fact you’re providing a space.

26 | 19 MAY 2011 | FM WORLD

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AS – I urge FMs to look at the longterm costs and savings, not just the bid price. Good FM strategy can make a huge difference to the culture and wellbeing of staff, use of space, and keep operating costs sensible.

JF – In many cases the subsidy is lower than compensating people through the wage packet. So it makes sense to bring caterers in at the beginning to help design the facility.

MP – A consultant once advised me they’d build a catering facility suitable for all caterers. But without caterer input, lo and behold, we had to make changes afterwards.

understand the value proposition while a procurement person is perhaps cost driven.

JC – FMs are driven hard to keep costs down but people are quick to complain about food, so you can’t do ‘cheap’.

DR – Procurement people challenge you to work out what the value of catering is and what exactly our costs are.

JK – If procurement specialists are doing the monitoring with you, they’re forever trying to drive that cost down and that’s not necessarily what you want need.

AS – If we drive down our CH – What is your experience suppliers’ price and they go under, of procuring catering? we lose good produce. Restaurant JK – Most catering consultants customers get poorer quality, fewer

“WITH FEWER SUBSIDIES, EMPLOYEES CAN PAY HIGH-STREET PRICES, SO THEY DEMAND BETTER QUALITY”

people use the restaurant and subsidies have to rise. It’s a viscous circle.

CH – How does your restaurant uphold your organisation’s brand?

PT – Our clients and potential clients want to see you’re disposing of your waste properly, so we now compost our tea bags and our coffee. It costs us money even though it’s easier to send it to landfill.

FA – We get a lot of questions like, “what are we doing about recycled paper” and “do we switch off the lights”. Also, people ask whether our eggs are free range, whether our chicken is sourced ethically, and where our milk is from.

JK – We link catering output to our programme output. In Channel 4’s free-range egg TV campaign, we publicised that we only serve freerange eggs. www.fm-world.co.uk

12/5/11 15:29:04

CATERING

Attendees discussing concessions, subsidies and celebrity chefs

CH – Regarding concessions, why would you choose to have a Starbucks or Benugo’s or Costa either in the reception area or in breakout areas?

When Jamie’s School Dinners TV show aired, we served Jamie Oliver’s school dinners in our restaurant.

JC – When we choose a contractor we want them to meet our values, so little things like paying the staff the London living wage are important. It’s not just about the green values, it’s also about the ethical values.

JK – We have two guys who come around the building with a food trolley. The home of one of the two was destroyed in a fire. The whole of the organisation knew about it and began raising funds for him.

MP – In our company, we have a one-team ethos. We support a charity each year and this year it’s Mencap, so we have a chap from Menca doing some work in our caterer’s restaurant.

MC – If you drive a cold hard procurement process, the sensitivities of understanding a business’ culture will disappear and an adversarial relationship can arise. www.fm-world.co.uk

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CH – Is catering procured separately or within a bundled contract?

Wendy Cuthbert (WC) – It’s better as a bundled service, along with room-booking and reception, so you get the one-touch experience; guests or visitors get a consistent service from arriving at the building to being shown to the meeting room to having lunch.

JK – In a larger organisation with lots of meeting rooms it’s appropriate to bundle it. But for me it’s a specialist service and not bundled. I haven’t found a bundle provider who delivers the quality of catering I need.

JC – Yes, we recently re-tendered with a view to bundling, but didn’t find a contractor with high enough catering qualities.

AS – We miss out on work because it’s bundled. But I can’t believe a bundled FM job on balance, over, say five years, will be cheaper than a specialist working on it who really

understands about driving cash revenues.

DR – It depends on the estate you’ve got. But I still think catering sits slightly outside a total FM model, although it can be integrated with other services.

CH – Several years ago, catering wasn’t considered a part of FM, being so specialist and out on its own.

JF – The military and healthcare sector will lean towards a total FM operation with catering, cleaning, the whole lot lumped together.

CH – Yes, but those two examples have really bad food.

JF – We’ve tended to go down the route of FM and catering as separate, and it seems to work better for our clients.

MP – The whole of our south side hospitality area with its front-ofhouse, reception, switchboard, meeting rooms and catering is all on one site so it makes sense to bundle that into a smooth operation.

JC – Last summer I introduced a Starbucks on site and watched as our sales increased by 40 per cent. The prices are similar to the in-house brands we previously used, so there’s been no extra cost to customers.

WC – I think it is because people want the familiarity of a brand.

We have Benugo’s and Starbucks because it’s what customers ask for. And it’s convenient.

Customers don’t want to go out.

We did a survey on site and Starbucks and Costa came out equal. We went for Starbucks and it’s been very successful.

JC – We did a full survey with taste-testing and ended up changing our coffee. People just wanted something different to Starbucks.

JB – All is lost if the barista can’t make coffee, or can’t smile and engage with you. My sister would walk past a Starbucks to go to the nearby Cafe Nero because the bloke in there fancies her, simple as that.

CH – I visited a hospital that was the first in the UK to put in a Starbucks. For patients and their guests, meeting in the Starbucks feels like leaving the hospital grounds. It can have a therapeutic effect.

JB – I’m very passionate about making the restaurant a non-work environment inside the workplace. FM FM WORLD | 19 MAY 2011 | 27

12/5/11 16:55:15

ONE LESS THING TO WORRY ABOUT. FMW.19.05.11.028 - 029.indd 2

5/5/11 14:32:09

“ WE CAN’T AFFORD TO TAKE RISKS WHEN WE’RE APPOINTING OUTSIDE CONTRACTORS” Robert Marsh, Director (Electrical), Johnathan Hart Associates

ECA electrical contractors must undergo a thorough examination of their financial, commercial and technical skills

To find an ECA contractor that’s right for you:

www.eca.co.uk FMW.19.05.11.028 - 029.indd 3

5/5/11 14:32:29

Advertisement feature

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5/5/11 14:33:33 24/8/10 09:57:56

FM FEATURE CASE STUDY ENER-G

The £2m extension, includes 30,000 sq ft of manufacturing space

ENER-G UNLIMITED Low carbon energy group Ener-g is leading the new wave of organisations building systems to cut carbon emissions, reports Louisa Roberts ven on a rain-sodden February morning, the most cynical journalist couldn’t fail to be impressed by the rate of development at Salford Quays. The awkwardly named MediaCityUK, a huge development which will serve as the new home of the BBC, as well as housing ITV and the University of Salford, sprawls across 200 acres with bars, restaurants and shops. It will create a new mini-city to join the Lowry Centre and the majestic Daniel Libeskind-designed Imperial Museum North, just over the water.

The UK headquarters of Ener-g, a low-carbon energy group, is just a five-minute walk away.

It may warrant less of a media fanfare than the BBC’s new northern headquarters, but it’s still gaining a lot of attention

PHOTOGRAPHY: JIM VARNEY

E

www.fm-world.co.uk

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from local development agencies, politicians and the climate change minister himself.

The reason is that Ener-g recently opened a £2m extension to its headquarters, which includes 30,000 sq ft of manufacturing space that produces renewable energy systems such as biogas generators and combined heat and power (CHP) systems to be sent out to countries such as Mexico and South Africa.

CHP and other green energy technologies produced by Ener-g have been installed in supermarkets, major pharmaceutical companies, schools, hospitals and even Buckingham Palace.

The company operates more than 365MW of power generation capacity for UK businesses.

While Ener-g is keen to talk about the work it is doing, and the impact it is having on the

green energy market, the new building does not scream its green credentials from the rooftop – you have to step inside and talk to people to find out what’s going on.

“We aren’t interested in gimmickry,” says Paul Foster, divisional projects manager in Ener-g’s renewables division.

“The level of greenwash that we face today is overwhelming. I think that it dilutes the real message of what we do, and what we can deliver for our customers.”

Foster and Derek Duffill, group managing director, were in charge of the new building project, which took just one year to complete, from being granted planning permission to the official opening in late January this year.

Foster’s brief, from chairman Tim Scott, was simple. “We were told we had one year to finish the project –

by December 2010 – and that we

had £2m to spend,” says Foster.

The new building has doubled Ener-G’s existing office area, as well as providing further manufacturing space.

Almost three hundred staff now work on site (Ener-G employs 760 people in total, in the UK and overseas). On top of this, the group is planning a further £250,000 investment in manufacturing facilities throughout 2011.

So how did Foster avoid the blind panic that many seasoned FMs would feel at the thought of completing a new building, on time and on budget?

To begin with, he has a background in military construction, which obviously helps. He served in Afghanistan, Kosovo and the first Gulf War, working latterly with a Defence Estates works contract team based in Kosovo, on projects in Macedonia, Albania and Serbia.

While working in a Serbian enclave, he brought in Albanian contractors. This, he says, proved that anything could be achieved as long as the work remained structured and as simple as possible.

Delivery of a new headquarters while working with UK contractors posed less of a challenge.

“In project delivery, people think they can do everything themselves, but the trick is to let the experts do what they know best, be nonconfrontational, and of course pay a fair price.”

FM WORLD | 19 MAY 2011 | 31

12/5/11 15:06:45

FM FEATURE CASE STUDY ENER-G

Paul Foster, divisional projects manager (left) and Derek Duffill, group managing director (right)

The tight deadline meant that the fit-out was carried out, as construction was completed.

Architects Fletcher Rae understood the need for a flexible design, which didn’t jar with the old building, but managed to showcase the cutting edge heating and cooling technology produced by Ener-g, used to power the building.

That isn’t to say there isn’t the odd flash of green design. There is also an impressive display of plants in the offices, installed by Fosters Space Design, which was responsible for the whole fit out.

Added to this, the internal staircase has been given curved walls, which provide continuous, flowing lines and a softer feel to the otherwise corporate styling.

“Aesthetics are important to us, and so was demonstrating to our global visitors and clients that energy efficiency doesn’t have to compromise that.”

But the really impressive stuff is happening in storage cupboards and behind walls.

On one floor, which seats staff working in operations, engineering, project management and finance, a door opens up to a room which is part boiler room, part laboratory.

Here, the company’s building management system provides humidity control, cooling and heating. The system, called Du-Cool, has zonal control points throughout the building and can, the company says, be used to analyse energy use data, providing compliance information for CRC requirements, 32 | 19 MAY 2011 | FM WORLD

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for example. It also extracts air from the system and cleans it – getting rid of 98 per cent of bacteria. This helps to minimise the effects of sick building syndrome.

As Duffill explains, the process of integrating the system into the building design involved a degree of research and development, as the architect had to design the new system into the building. Lessons learnt from the process will be used on client sites in the future.

The building achieved Breeam ‘Very Good’ rating, which was a really important achievement for the company, Foster says.

“As the rating takes into account the entire building, not just the new extension, we knew we may face difficulties achieving such a high score, but we did it, and we’re very proud,” he adds.

As organisations face the challenge of striking the correct balance between short-term financial stability and the longerterm aim of being environmentally sustainable, Foster says that the role of government in incentivising business to take action is more important than ever.

He understands the government’s relationship with the private sector particularly well, through his role as

a Labour councillor for South Ribble Borough Council.

“Everything I learn through my role as a councillor affects my approach towards business and informs my role here at Ener-g. The private sector can learn a lot from politics and the public sector.”

Foster admits that resistance to installing renewable technology stems from a lack of understanding of what’s available. “People also think that renewable technology is prohibitively expensive, but payback comes quickly.”

He is adamant that the government needs to continue the momentum that the previous government created over the past 10 years. “They’ve made great strides – it shouldn’t stop now.”

The government is certainly making the right noises about the environment and the role renewable energy technology plays, with energy and climate change minister Chris Huhne promising a White Paper on electricity market reform, a move that aims to ensure that low-carbon technologies are the “dominant form of energy generation by 2030”.

At the opening of the new Ener-g headquarters, Huhne said that the coalition was “serious about

becoming the greenest government ever and unlocking green growth in all parts of the Britain.”

The political rhetoric is one thing, but as the world’s energy needs increase drastically, traditional energy production decreases and nuclear power decommissioning takes place,moving towards renewable energy will become more a matter of necessity.

Despite the uncertain climate over the past few years, Ener-g’s turnover grew by a third in 2010 to £130m, with 47 per cent of growth coming from overseas. The demand for green technology is clearly there and growing.

Ener-g staff come from around the world to work at the new Salford office and are involved in the front line of green technology.

For this reason, Foster says that turnover is extremely low as staff are passionate about developing technology that minimises further environmental damage.

After all, it surely won’t be long before the technology that is developed here becomes the mainstream choice for all of our energy needs. FM Louisa Roberts is a staff writer for FM World and a journalist working in the facilities management sector

www.fm-world.co.uk

12/5/11 14:46:39

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6/5/11 15:42:45

FM MONITOR MARK COSH

LEGAL UPDATE

Mark Cosh is European director at vacant property management specialists SitexOrbis

SQUAT TIN G

change to the law in 2012 will make A squatting a criminal rather than a civil offence in the UK. Mark Cosh explains the implications for facilities managers The announcement in March by the Ministry of Justice and Department of Communities and Local Government that squatting is to be changed from a civil to a criminal offence is excellent news for facilities and property managers.

It will make it easier for commercial property landlords and housing associations to evict the estimated 20,000 squatters in the UK, as the police can be involved at an early stage.

Currently, property owners have to go through the process of obtaining eviction through the civil law process which takes considerably longer. The law will change in early 2012 with initial proposals published later this year.

The decision follows an Early Day Motion on 7 March from Brighton and Hove MP Mike Weatherley whose own constituency suffers from the problem of squatters in both commercial and residential buildings. In the past 18 months, there have been 10 instances of squatting in council-owned properties in Brighton and Hove, which has cost more than £30,000 in legal bills alone. The repair bill for one particular property was £40,000, according to Weatherley.

A number of government departments have also fallen foul of squatters, including the Ministry of Justice, one of whose buildings was occupied by squatters twice in one year, with interim possession orders being sought to remove 34 | 19 MAY 2011 | FM WORLD

32-33_Legal.indd 32

the squatters each time.

Squatters’ rights Squatting is not a criminal offence currently because trespassing is not a crime in English and Welsh law (although it is a level 1 offence in Scotland with a fine not exceeding £200 and a penalty for nonpayment of 21 days in prison).

The notion of ‘squatters’ rights’ comes from section 6 of the Criminal Law Act 1977, which makes it an offence to use violence or threats of violence to gain access to premises when there is someone on the premises who is opposed to such entry. It was aimed at preventing unscrupulous landlords from using violence or intimidation to evict legitimate tenants. But it has also been used by squatters to oppose violent entry on the part of the property owner.

The Criminal Justice and Public

Order Act 1994 makes it clear that section 6 of the above act does not apply to a person who is a “displaced residential occupier” or a “protected intending occupier” – or acting on their behalf. But it does apply to owners of commercial, industrial or other non-residential properties. However, one option the government is considering is whether section 6 could be amended to give non-residential property owners the same rights as displaced residential occupiers to break back into their property.

Action If the worst happens, and squatters get into one of your properties, take legal advice straight away.

Although squatting remains a civil issue until the law change, there are several legal avenues to explore, the most common of which is a Possession Order.

The police can also arrest squatters if an offence has been committed – for example, if squatters in a shop have drilled into walls (criminal damage) or used the utilities (theft). If the squatters are excessively noisy or there is

KEEPING VACANT PROPERTY SECURE 1. Conduct a risk assessment and take precautions Carry out a risk assessment looking at how squatters could access the properties and also other potential sources of damage. Disconnect services to the property to prevent water damage or fire risk and check protective installations such as fire detection and alarm systems. Property owners may be liable if a squatter or intruder injures himself within the property so it still needs to comply with health and safety legislation.

2. Keeping up appearances Don’t advertise the fact that the property is vacant. Collect post, or seal up letterboxes and tidy up external areas regularly.

3. Secure the premises Make sure the premises are protected by boarding up windows and doors or installing temporary alarms.

4. Inform your insurer If you know a property in your portfolio is going to become vacant, tell your insurance firm so that you are covered in the event of an intrusion.

evidence of fly-tipping, property owners can report it to the local authority who may be able to take appropriate enforcement action under the Environmental Protection Act 1990.

Sometimes local authorities can issue an order banning trespassers from assembling on land that is of historical, architectural, archaeological or scientific importance, and the police make an arrest if this is flouted.

A property owner can also seek an interim possession order from the courts within a few days. It requires a squatter to vacate premises within 24 hours of receiving the order. If they do not they are committing a criminal offence and may be arrested. The offence is punishable by up to six months imprisonment. It is also an offence for them to return to the property without the permission of the rightful occupier for a period of up to 12 months from the date of service of the order. Last year 360 applications for interim possession orders were made in the civil courts. However, an interim possession order does not give the property owner final possession of the property. The owner must make an application for possession when applying for an interim possession order. Advice on applying for an interim possession order can be viewed on the HM Courts and Tribunals Service website at www. hmcourts-service.gov.uk Prevention While the proposed change will make eviction easier, the majority of damage squatters cause takes place in the first 48 hours of occupancy. Therefore preventing squatters accessing your property is easier and cheaper than dealing with the consequences. FM www.fm-world.co.uk

11/5/11 12:40:45

LEGAL NEWS

Court report LAWRENCE V FEN TIGERS: A RECENT CASE ON NOISE NUISANCE

Nuisance protects property owners against ‘indirect’ interference with the use and enjoyment of their land. For example, excessive noise or the emission of noxious fumes from a defendant’s land will be a nuisance if it interferes with an individual’s use and enjoyment of their garden or house.

Case background Ms Lawrence and her partner bought a house close to the Fen Tigers’ stadium and track where speedway, stock car racing and motocross events were held. The noisy events had been undertaken since long before Lawrence bought the property. Lawrence alleged that the noise from the stadium and track amounted to a nuisance.

Fen Tigers submitted that the stadium benefitted from a prescriptive right to cause a noise nuisance as a result of the long use of the land as a race track and stadium. The court held that there could be no right, acquired by prescription, to generate noise which would otherwise be a nuisance to an adjoining occupier.

The law does not recognise an easement of noise, or an easement only exercisable between certain times of day or on a limited number of occasions in the year.

Lawrence was awarded damages of approximately £21,000 and an injunction restraining Fen Tigers from causing or permitting noise to be generated above certain designated levels at specified times of the day.

Landlord liable?

The landlord of the stadium and track was not liable for the tenant’s or operator’s nuisance.

Even where there is a lease www.fm-world.co.uk

32-33_Legal.indd 33

covenant against causing a nuisance, the failure of a landlord to enforce that covenant does not mean they have adopted the nuisance and become liable for it.

A landlord cannot be held liable in nuisance for acts of his tenants where premises, which are not themselves a nuisance, are let to a tenant who nevertheless chooses to use them so as to create a nuisance.

To establish liability, it is therefore not enough for landlords to be aware of a nuisance and fail to take steps to prevent it. To be liable, the landlords must: ● Participate directly in the

commission of the nuisance ● Have in some way authorised the

nuisance.

The landlords in the Fen Tigers case were held not to have authorised the nuisance as there were covenants in the lease against causing a nuisance.

In an earlier case with similar facts that involved go-kart racing, the landlord was found to be liable for the nuisance caused to neighbours by its tenants.

The judge held that the noise complained of was an ordinary and necessary consequence of go-kart racing and as the lease granted the right to use the premises for that purpose the landlord could be taken to have authorised the nuisance and be liable for it.

The difference between the cases is that the wording of the lease in the Fen Tigers case prohibited the tenants from causing a nuisance, whereas the wording of the lease in the earlier case was considered to authorise the nuisance. Careful drafting is required to protect landlords from liability.

‘Coming to the nuisance’ It is no answer to a claim in nuisance for the defendant to show that the claimant brought the trouble on themselves by moving so close to the defendant’s premises that they would inevitably be affected by the nuisance.

This rule was acknowledged in a case where a cricket club was guilty of nuisance from balls repeatedly landing in neighbours’ gardens. However, the Court of Appeal refused to grant an injunction and permitted cricket to continue on the ground because “the greater interest of the public should prevail over the hardship of the individual householder”.

While the courts do not allow a defence of ‘coming to the nuisance’ when finding whether or not a nuisance exists, they do consider the interests of both parties when deciding the extent of any award or injunction granted.

In this way, the cricket club case and the Fen Tigers case can be reconciled. Cricket was only played at the ground during the summer months at the weekends and on some evenings.

In the Fen Tigers case, the court balanced the interests of both parties by granting an injunction restraining the defendant from causing or permitting noise to be generated above certain levels at specified times of the day.

The outcome of both cases was that the defendants were guilty of nuisance but could continue to carry out their sporting activities during limited hours.

Victoria Blanchard is an associate at Allen & Overy LLP

Chard company fined A metal engineering company has been fined after one of its workers suffered serious injuries when a forklift truck tipped over trapping his leg under the load.

Metaltech Precision, based at Chard Junction, pleaded guilty to breaching Section 2(1) of the Health and Safety at Work etc. Act 1974 and was fined £5,000 and ordered to pay £4,940 in costs. A HSE investigation found that the load was being moved using an extension attached to the forklift which had been made in-house.

New HSE reporting system HSE’s Infoline telephone service will end on 30 September 2011, in a bid to improve efficiency and deliver value for taxpayers. It currently provides basic information service to callers. Businesses will still be able to notify fatal and major incidents and injuries by phone following changes to reporting arrangements, the Health and Safety Executive (HSE) confirmed. From 12 September 2011, all other reportable work-related injuries and incidents under RIDDOR (the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995) will move to a predominantly online systemto make the statutory reporting process quick and easy.

Developer prosecuted A property developer has been prosecuted after being ordered to stop work three times over safety fears at a construction site in Greater Manchester. The HSE first issued Prestige Homes Construction Company Ltd with a Prohibition Notice on 7 May 2008, following a routine inspection of the site of a new six-bedroom mansion on Stanhope Road in Bowden. Prestige Homes, was fined £10,000 and ordered to pay costs of £4,792 after admitting two health and safety offences at Minshull Street’s Manchester Crown Court on 6 May 2011.

FM WORLD | 19 MAY 2011 | 35

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28/9/10 15:45:43

Accelerate your FM prospects To speed up your FM prospects ACT FAST and join the BIFM today.

If you want to get on in facilities management, get into the BIFM. As Britainâ&#x20AC;&#x2122;s leading association for our profession, weâ&#x20AC;&#x2122;re here to advance your cause. Use our extensive network of training and expert advice to progress your career.

BIFM accelerate NEW 186x123.indd 1 36 |â&#x20AC;&#x201A;19 MAY 2011 |â&#x20AC;&#x201A;FM WORLD

FMW.19.05.11.036.indd 36

Gain invaluable knowledge and contacts at our industry leading events and specialist networks.

Increase your standing through our recognised professional qualiďŹ cations and accreditations.

ProďŹ t from the latest professional and industry news â&#x20AC;&#x201C; online and in print.

Take your opportunity to shape your industryâ&#x20AC;&#x2122;s future by getting involved in everything from regional committees and local events to national strategy planning. And make it your ďŹ rst priority.

T: 0845 058 1358 E: membership@bifm.org.uk www.bifm.org.uk 2/8/10 12:13:00

9/5/11 15:06:03

FM MONITOR RICHARD JORDAN

HOW TO…

Richard Jordan is a senior consultant at eBusiness Strategies

DEVELOPIN G AN I T ST R AT EGY

hoosing the right technology depends on knowing your business, its processes and its needs, explains Richard Jordan

C

Surprisingly to many, technology is one of the biggest FM challenges because, despite appearances, it is not the magic pill software vendors promote it to be. Understanding the business is critical before developing a technology strategy.

In other words, a successful FM organisation’s roots can be traced directly back to a cohesive, focused approach centred on an intelligent business strategy addressing the company’s real business requirements.

Organisations should look at technology, even the newest and glitziest, as strictly a business enabler. Technology is the way to essentially enforce and align a company’s vision and strategy, foster enhanced daily operations and support the lifecycle of physical assets comprising the company’s portfolio. FM organisations will see effective IT strategies come alive in two phases: ● Streamlining business operating ● Focusing on best practices in terms of identifying and deploying solutions.

1⁄

Know your business

What is the motivation behind the organisations philosophy of portfolio management? How do they measure it? What are the key components of services they offer?

Looking at all these holistically, not only for the UK but for a company’s global portfolio as well, will help the management of physical assets in a consistent and measurable way.

Answers to those questions allow decision-makers to effectively align

www.fm-world.co.uk

37_HowTo.indd 33

and standardise business processes with an operating vision. Some in the FM field have expressed this as their ‘a-ha’ moment: when people understand the business in depth – what they have to do, as well as understanding why and how – they can take a fresh look at how a technology solution will support or enable, but never the other way around.

Selecting a technology solution without understanding and aligning with business needs is a recipe for disaster.

2⁄

Define the operation

Driven by best practices and supported by an aligned organisation guided by a clear strategic vision, FMs must define an operation. In this way they become best-equipped with focused business and technical requirements to deal with the technology vendor selection process. Decision-makers can view their task as falling into three ‘buckets’: ● Process standardisation: getting best practices in place across the enterprise ● Organisational modelling: organizing the FM group around skillsets geared toward how work is done and supporting them in the best practices ● Operational alignment: when service level agreements are written, policies and procedures are included to support the standardised processes.

3⁄

Select your technology Companies selecting

new technology should address the real differences in vendors but, more importantly, zero-in on a vendor’s ability to meet the company’s specific day-to-day business needs. At this juncture it is helpful to remember that, for practical purposes, there are not really any bad IT systems. Poor choices and failed implementations, on the other hand, are remarkably plentiful.

With skilled internal IT staff and/or external support, the rate of successful implementations should improve over time. Even when they do go right, a major change management initiative is called for that must be both aligned and independent of the technology it will support. Getting the technology ready for the user is only the front-end. The real transformation must occur in getting the organisation and the users ready for the technology.

4⁄

Learn for the future

Remember that the key to a solid IT strategy involves understanding the business of corporate FM. Decision-makers can address business expectations for their FM portfolio: how to deliver consistent global best practices within the realities of today’s budget constraints and what kind of information is required. Best practices in FM suggest alignment with Open Standards Consortium for Real Estate International, (OSCRE) which espouses global industry standards for RE information exchange.

When these key questions are answered, decision-makers can make efficient decisions around IT. Having good data for managing FM is a necessity and only comes as a result of a welldefined IT strategy. FM

CASE STUDY This is an example of developing best practice in the European data networking and telecommunications equipment arm of an international technology company, with UK operations.

The FM group was rapidly growing with added responsibilities. In turning more control over to them, decision makers were gradually shifting control from the business unit.

At the same time, the IT group was trying to reduce their operating budget. The IT programme management office conducted a detailed assessment of what could be done internally versus what could be outsourced.

They discovered they did not have a consistent way of doing work because they had been absorbing it from different business units.

Ultimately, they did not have good data to make these decisions. Their challenge was to develop standard operating processes and procedures to meet those strategic goals in an organisation that was heavily leveraging outsource partners.

The solution was to: ● put process definitions in place that showed where hand-offs had to happen ● determine what the quality checkpoints were ● decide what kind of data was expected.

Following these detailed analyses, it became possible to craft an IT strategy around how technology could support the requirements with all the metrics and real data necessary.

FM WORLD | 19 MAY 2011 | 37

12/5/11 15:30:46

FM MONITOR MARKET INTELLIGENCE

INSIGHT

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

ECONOMY

PRIVATE FINANCE INITIATIVE

OUTSOURCING, HEALTH & EDUCATION

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

The PFI model currently accounts for between 1015% of total capital investment in public services.

According to the Treasury Signed Projects List, to date some 666 projects have achieved financial close with a total capital value of £55.1 billion.

Between 2005 and 2009 project values more than doubled to a current average of around £156m.

One contributory factor has been the development of ‘batched’ schemes following the introduction of the £20m threshold for PFI projects, as well as more recently the impact of the extensive Building Schools for the Future (BSF) programme.

The last few years have seen considerable consolidation among PFI providers, resulting from mergers & acquisitions within the construction and FM sectors, market withdrawals and business failures. High bid costs and the risks involved have led many contractors to limit their exposure to PFI.

UK bundled FM outsourcing market within the healthcare and education sectors at current prices 2007 - 2013

Source: HM Treasury (hmrc.gov.uk)

Bank of England base rate: 0.5% as of 7 April 2011.

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

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

)EMPLOYMENT

National Minimum Wage Category of worker

Hourly rate from 1 Oct 2010

Aged 22 and above

£5.93

Aged 18 to 21 inclusive

£4.92

Aged under 18 (but above compulsory school age)

£3.64

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

£2.50

Source: AMA (amaresearch.co.uk)

Forecast Capital value of projects achieving final close 6,000

£m

5,500 5,000 4,500 4,000 2009 Est 2010 Fcst 2011Fcst 2012Fcst 2013Fcst 2011Fcst

GDP

The following rates will come into effect on 1 October 2011: Category of worker

Hourly rate from 1 Oct 2011

Aged 21 and above

£6.08

Aged 18 to 20 inclusive

£4.98

Aged under 18 (but above compulsory school age)

£3.68

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

£2.60

38 | 19 MAY 2011 | FM WORLD

038_FMW_Insight.indd 52

The government’s ‘chained volume’ measure of gross domestic product (GDP) rose by 0.5 per cent in the first quarter of 2011, following a fall of 0.5 per cent in the fourth quarter of 2010. The effect of the abnormal weather in December 2010 is estimated to have subtracted 0.5 per cent from growth in the fourth quarter. GDP is now estimated to have returned to third quarter 2010 level.

Production output increased 0.4 per cent compared with the previous quarter. Output in the construction sector decreased 4.7 per cent and in the service industries by 0.9 per cent. GDP increased 1.8 per cent in 2011 Q1 compared with 2010 Q1. Business services, finance, transport storage and communication were the largest contributors to the positive growth this quarter.

3.5

£bn

3 2.5 2 1.5 1 2007

2008

2009

2010

2011

2012

2013

Although the downturn in the economy in general is expected to have a negative impact on the growth of the overall FM market, the healthcare and education sector has benefited from the Government’s decision to bring forward £3bn of capital spending to 2009-10 from 2010-11.

The penetration of FM outsourcing within the healthcare sector is estimated at around 40-50%, with outsourcing generally higher for ‘soft’ rather than ‘hard’ services. The healthcare sector is largely approaching maturity, with limited potential for growth particularly in the acute hospital sector, although there remain opportunities in the primary care sector. In contrast, the education sector is less mature with outsourcing accounting for around 21% of overall FM provision by value, leaving considerable potential for growth. Historically, outsourcing has often taken the form of single service contracts, although TFM provision is increasing with a boost likely to arise as a result of the BSF programme. Source: AMA (amaresearch.co.uk) Output GDP, chained volume measure

Index (2006=100)

110

105 Sevices Total

100

95 Construction 90

85

Production

2008

2009

2010

2011

www.fm-world.co.uk

12/5/11 17:34:00

Then talk to us at ErgoPlus. We provide a comprehensive and Ă exible facilities management service, which can support you in many ways.

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9/5/11 15:08:26

BIFM NEWS BIFM.ORG.UK

Survey: Your chance to speak up about sustainability

SPONSORSHIP

BIFM sponsorship

ISTOCK

Sponsoring BIFM events, groups or publications can be a powerful and cost-effective way of achieving business objectives.

Perhaps you are looking to build brand awareness and recognition, network with facilities managers or develop business?

BIFM offers a range of sponsorship opportunities so it is possible to tailor packages to match your budget and sponsorship objectives. Forthcoming events include the Members’ Day and AGM, London Region Boat Trip and BIFM Awards. The Members’ Day and AGM will take place at the British Library on June 30. A day of activity including presentations from some of BIFM Awards’ winners and evening drinks reception, attended by 200 BIFM members.

The BIFM London Region Boat Party is the long-running and extremely popular charity social event that takes place in early July.

The Thames river cruise is enjoyed by in excess of 200 guests who each make a small charity donation to enjoy an evening packed with entertainment and fun.

The 2011 BIFM Awards take place on October 10 at the Grosvenor House Hotel in front of 1,200 senior FM figures. This is the biggest and most prestigious networking event within the UK’s FM calendar and offers the chance to align your organisation with excellence within the FM. A limited number of packages are still available, including Impact on Organisation and Workplace, FM Excellence in a Major Project, and Communications and Marketing Awards. i If you are considering sponsorship with BIFM contact us as neil.everitt@bifm.org.uk.

40 | 19 MAY 2011 | FM WORLD

BIFM news.indd 33

SURVEY

Green FM survey FMs are increasingly responsible for developing, implementing and managing their organisation’s key sustainable practices as a core business strategy. However, the wide variety of sustainable issues, ever-changing landscape of client/

customer demands and competition, means obligations and expectations vary among organisations. This does, however, provide FMs with a unique opportunity to carefully assess and develop competencies and expertise in these increasingly business-significant skills.

The annual BIFM sustainability survey studies how FMs are engaging with the sustainability agenda and future growth, drivers, and trends across the sector.

KEEP IN TOUCH » Network with BIFM @ www.networkwithbifm.org.uk » Twitter @BIFM_UK » LinkedIn » facebook

The survey guarantees that your views are counted as well providing you with collated, up to date peer group information.

The BIFM and the University of Reading, Innovative Construction Research Centre co-ordinates the online survey. The results are shared with members of the BIFM and the wider FM community.

Until May 31 you can complete the survey at https://www. surveymonkey.com/s/B862BST, it requires just a few minutes to complete and we encourage all FM professionals to take part. i For further information contact Dr Wisdom Kwawu, w.e.k.kwawu@ reading.ac.uk

RISING FMS Chair: Samantha Bowman FBIFM, facilities consultant, Acuity Management Solutions Number of members: 2,500+ Key events: Rising FMs delivers a core program of CPD events (including procurement, quality management, SLA/KPIs, business continuity planning), enhanced with informative and social networking opportunities.

Aims of the SIG: Rising FMs is about learning and development.

Working to promote FM as a career, they are focused on potential, new and existing participants within FM.

Providing practical careers advice, CPD learning, development and networking opportunities for anyone looking to progress their career, regardless of age or experience.

Why should members join the group? The Sig is supported by a committee dedicated to running regular events aimed at imparting FM knowledge at a level that can easily be understood and implemented.

Members are encouraged to speak at events, contribute in practical workshops to grow their confidence with their peers.

Each CPD event, offers the opportunity to present to the membership. Members can nominate their own buildings and facilities departments by hosting an event. They also support members with advice and guidance which is available at every CPD event.

Contact: risingfm@bifm.org.uk Rising FMs particularly welcomes contact from individuals or organisations who are interested in working with the committee to achieve their aims To join the Sig go to bifm.org.uk/ bifm/groups

www.fm-world.co.uk

11/5/11 12:41:38

Please send your news items to communications@bifm.org.uk or call 0845 058 1356

EVENT

World FM Day World FM Day takes place on June 23, and the BIFM are celebrating the day with an FM quiz and barbeque at Channel 4.

All BIFM members are invited to attend the event (you do not need to enter as a team).

This event is open to all BIFM members, and you must be a member on June 23 to attend. i Register now at www. surveymonkey.com/s/Q6NWT73

VACANCY

Audit Committee Last year the BIFM board created its audit committee – whose main role is to advise the board on the adequacy and effectiveness of the organisation’s internal controls, to ensure it is operating at appropriate levels of risk and in accordance with all current relevant UK legislative, compliance and appropriate Code of Audit Practices requirements.

A vacancy has recently arisen on the committee, and suitably experienced and qualified members are invited to apply. This is a great opportunity to guide the BIFM board in the short to medium term as part of the institute’s ongoing professionalisation.

Three meetings per year are planned, with a number of telephone conferences. i If you feel you can offer your time, experience and expertise to the audit committee, visit the BIFM website for full details of the committee’s Terms of Reference www.bifm.org.uk/bifm/ groups/committees/20113. Email sharon.mckenzie@bifm.org.uk outlining how you qualify for this position, or write to BIFM, Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire, CM23 2ER by 17 June

www.fm-world.co.uk

BIFM news.indd 34

Valerie Everitt is professional standards and education director of the BIFM

BIFM COMMENT R I SE A N D SH I N E

t the recent Th!nkFM conference in Nottingham, BIFM’s Sig, Rising FMs, held a popular session called Why Qualify? One year after the launch of the BIFM qualifications, I went along hoping to find out more about what employers and individuals were thinking about this important subject.

It was a session with a difference, held in the conference hub, Your Career in FM. It was successful because of the enthusiasm of the presenters to engage with their audience and also because the session was based on a piece of research undertaken with the members of the Rising FMs Sig group. They were asked whether they already had a qualification, what they saw as the benefits of qualifying and their views about the value of being qualified in respect of future employment opportunities. It seems that over 70 per cent of those who responded are planning to start a qualification in the next two to five years, with nearly half of these wanting to get started in the next twelve months.

The most important benefits of qualifying were considered to be professional recognition by peers, professional credibility in the workplace and with customers, career progression and learning more and doing a better job. All the respondents were also asked to offer a ‘personal statement’ which would be used in the session.

As we arrived we were invited to circulate and look at the statements around the walls of the room. We were given stickers to put on the ones which we supported and could relate to. We then had a presentation outlining the development of FM career pathways and the sector qualifications on offer.

It was very encouraging to see how things have moved on over the last year. In addition to BIFM’s suite of qualifications, there is now a Level 3 apprenticeship in FM and a Level 4 in development. One member of Rising FMs gave an inspirational talk about her own career progression and the value she’s getting from studying for her Level 6.

So what about those who were less enthusiastic about formal qualifications and thought that experience was what really mattered? Yes, there were some voices here but only a minority. One participant summed it up, like this: “In an industry that has been built on experience rather than qualifications, it goes without saying that to succeed in the industry now, you have to have both”. Or as another put it, “Qualifications and experience must go hand in hand for either the individuals and the industry to get any benefit from them”. Now that BIFM qualifications are all assessed through practical, work-based assignments, I felt at the end of the session that there was a clear endorsement for the way qualifications are now being delivered for our sector.

A

“ONE PARTICIPANT SAID THAT QUALIFICATIONS AND EXPERIENCE MUST GO HAND IN HAND FOR EITHER THE INDIVIDUALS AND THE INDUSTRY TO GET ANY BENEFIT FROM THEM”

i For information about the BIFM qualifications, visit www.bifm.org.uk/bifm/ careerdevelopment

FM WORLD | 19 MAY 2011 | 41

11/5/11 12:41:55

BIFM NEWS BIFM.ORG.UK

BIFM supporting Macmillan AWARD

Investors in people We are delighted to announce that BIFM has been awarded the core standard in Investors in People, having fully met all the indicators within the assessment.

Our people are central to delivering our mission ‘to advance the profession’ and the continued success of the institute. As such, we are committed to our people so that we can further develop and build on the solid foundation of our practices to deliver even more to our membership of an even higher standard. By investing in and developing the BIFM staff across the business functions and departments, it allows us to provide best practice service to our membership and the FM sector.

To be successful we need to ensure that we recruit and retain the very best talent across all fields, drawing particularly on local, regional and national labour markets.

EVENT

Members’ Day & AGM This year’s Members’ Day and AGM takes place at the British Library Conference Centre on June 30.

All BIFM members are welcome to join this free event, which is all about getting involved, networking and celebrating success.

The day will start at 9.30am with registration, coffee and networking, followed by a mix of seminars, networking opportunities at lunch.

The AGM will take place at 42 | 19 MAY 2011 | FM WORLD

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BIFM TRAINING C U STO M E R- F O C U SE D T R AINING

uring a recession, is customer service an area which should be considered for FM training?

“Yes”, says Anne Lennox-Martin, a fierce advocate of lifelong learning and development in FM, and presenter of BIFM Training’s Customer Focused FM course. Lennox-Martin contends that there are three key components to customer service which require effective management and leadership skills: The first is customer ‘care’, offered by the individual providing the service. We need to build a oneteam approach, motivating staff at every level and recognising individual effort. Good communication and interpersonal skills are required and the training course discusses how tools and ideas within Emotional Intelligence and Neuro-Linguistic Programming can shed new light on empowerment methodology.

The second area, customer ‘needs’, is where organisational priorities are dictated at the highest level to provide the FM budget and resources. Policies and standards are strategically agreed to address four major categories: Financial – cost, value, affordability, service priority Image – brand, competitiveness, external customer, competitor perception Compliance – statutory compliance, risk management, CSR, sustainability People – recruitment and retention, productivity, collaboration Robust measurement and reporting is crucial here and SLAs and KPIs must be flexible enough to address change over time. The FM must consider business and individual diversity within this framework to ensure the organisation’s basic service is consistently delivered and local business imperatives are supported.

The third area is managing customer ‘expectations’ which covers the power of perception and how to change it, together with ‘selling’ FM services. There are tried and tested means of communication with customers, and discussions on how organisational interaction can help staff understand what support they can expect and how to access what they need when they need it.

The course is lively and informal with many group exercises and discussions. Anne Lennox-Martin holds a Masters Degree in FM and Environmental Management, the CBIFM, and is a Fellow of the institute with over 30 years of operational and consultancy experience in the field.

D

1.45pm and there will be a tour of the British Library available for non-voting members.

The afternoon will include further seminars, a keynote speaker and the presentation of the Regional Recognition Awards for 2011. i Register now at www. surveymonkey.com/BIFM_ membersday, or learn more at www.bifm.org.uk/AGM2011

CHARITY

Supporting Macmillan At an event at St Bartholomew’s School in Newbury, the local Macmillan Cancer Support group were presented with a cheque for £1,640 which the region had raised over the past year.

The amount was raised through the annual charity golf day, and champagne raffles at every Home Counties event, with 12 bottles of bubbly donated by the Business Moves Group.

As well as being presented with the cheque, Abby Stevens the Macmillan fundraising manager for Berkshire, Hampshire, Channel Islands & the Isle of Wight, gave a talk about the aspirations and plans for the charity.

The event concluded with a tour of the school and networking with catering provided by ErgoPlus Facilities. i Learn more at www.macmillan. org.uk, or you can donate at www. justgiving.com/thebifm

i For further information or to book a place on the course contact BIFM Training on 020 7404 440, email info@bifm-training.co.uk or visit their website www. bifm-training.com.

www.fm-world.co.uk

11/5/11 12:42:10

HOT DATES dates for a brighter future

“

JUNE COURSES 22 28-30 29-30

JULY COURSES 5-6

Perfect pitch, pace, everything - content did it for me! A balanced and structured approach to FM strategy, good fun and I’m happy with the way the course went. It led me to think differently about a project I am currently working on - Head of FM, Lewis Silkin LLP [Ref. The FM Business School]

Climate Change - The Impact on FM The FM Business School [Advanced] Health & Safety Regulations

6-7 12-14

”

13 13-14 14 19-21 25-29

Understanding & Managing Building Services FULL Project Management Understanding FM Foundation - (optional) ILM Level 3 Award or Certificate in FM Customer Focused FM Creating a High Performance Workplace Service Level Agreements The Professional FM1 [Intermediate] IOSH Managing Safely Certificate

+44 (0)20 7404 4440

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

Have your finger on the pulse of FM Get to the heart of facilities management by joining the BIFM today.

Be at the very heart of your profession by joining the BIFM. It’s the one body that has something for everybody in the business. We offer the most prestigious training, development and recognition for facilities managers.

BIFM pulse NEW 186x123.indd 1

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We provide a fantastic range of benefits, services, and offers for all our members. We enable you to network with your peers and share ideas at a whole range of national, regional and local events.

We keep you totally in the know through FM World magazine, our continuously updated website and networking groups.

We even give you a chance to influence your profession personally by getting involved and giving FM a better future.

If you want to put your heart and soul into FM, talk to us.

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

2/8/10 12:21:43 FM WORLD | 19 MAY 2011 | 43

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FM DIARY

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

NATIONAL BIFM EVENTS

MIDLANDS REGION

NORTH REGION

SOUTH REGION

26 May WiFM Forum - Networking Skills Venue: TBC Contact: Liz Kentish on coach@ lizkentishcoaching.co.uk or call 07717 787077

15 June The BIFM Midlands region tour at Birmingham’s NEC Venue: The NEC, Birmingham Contact: Ann Inman, ann@echomarketing.co.uk

1 June North Region Members’ Day Venue: BNY Mellon, 3 Hardman Street, Manchester Contact: sarah.marles@bnymellon. com

16 June Midlands Region Golf Qualifier Venue: Collingtree Park Golf Club, Windingbrook Lane, Northampton Contact: lynne@fmguru.co.uk or call 01908 282915

15 June Motivation: Carrot or Stick (shared event with People Management Sig) Venue: Sheffield City Centre Contact: simonaspinall@c22.co.uk or call 07976 156351

6 July BIFM Home Counties and Southern Regional Golf Qualifier Venue: Sherfield Oaks Golf Course, Basingstoke Contact: csorbie@temco-services. co.uk or call 07908 711964

21 June De-mystifying the different models of FM provision Venue: Whittlebury Hall Hotel, Spa and Management Training Centre Whittlebury, Northamptonshire Contact: ann@echo-marketing.co.uk or call 07970 255240

2 July North Region Ball Venue: Hilton Hotel, Manchester Contact:Steve Roots at northball@bifm.org.uk or call 0161 819 7600

30 June What makes a world-class reception?

Venue: Office Depot, Leicester Contact: dave.bright@halfords.co.uk or call 07808 573854

24 May BIFM East Region visit and presentation: State of the art Secure Data and storage of Critical Venue: RECALL Secure Data and Storage Centre, Hoddesdon, Hertfordshire Contact: stuart.harris@ worleyparsons.com or call 07717532720

30 June BIFM Members’ Day and AGM Venue: British Library Conference Centre Contact: Karen Weeks on 0845 058 1356 or email communications@ bifm.org.uk 24 August WiFM Social Event Venue: London Contact: Liz Kentish on coach@ lizkentishcoaching.co.uk or call 07717 787077 IRELAND REGION 4 November The 15th Annual BIFM Ireland Region Facilities Management Conference & Exhibition Venue: Belfast Waterfront Contact: l.mcmahon@hjmartin.co.uk LONDON REGION 21 June London region Golf day Venue: Highgate Golf club.

Contact: Don Searle on Don@c22. co.uk or call 020 7821 1134

HOME COUNTIES REGION 24 May BIFM Home Counties Case Study of PepsiCo’s catering revolution Venue: PepsiCo International, 1600 Arlington Business Park, Theale, Berkshire Contact: ash@fm-recruitment.co.uk or call 01635 43100

EAST REGION

SOUTH WEST REGION 10 June South-west Region June Training Day

Venue: Hilton Bristol Hotel, Aztec West, Bristol Contact: joanne.bartlam@telereal trillium.com or call 07808 908052 15 July South-west region 2011 Golf Day Venue: Orchardleigh Golf Club Frome Contact: Gareth Andrews on gmahome@tinyworld.co.uk or call 07540 079978 INDUSTRY EVENTS 23-25 May EuroFM Conference: Cracking the productivity nut Venue: The Vienna University of Technology, Vienna Contact: www.eurofm.org

23 June East Region Golf day Qualification Venue: To be confirmed Contact: Graham Price at g.price@ forumevents.co.uk

14-15 June Public Procurement Show Venue: ExCeL London Contact: karen.weeks@bifm.org.uk or call 0845 058 1356.

3 July East Region Cricket Challenge Venue: Great Hyde Hall, Hertfordshire Contact: Graham Price at g.price@ forumevents.co.uk

23 June World FM Day The third annual celebration.

Venue: UK-wide events, and primary BIFM event Contact: Karen Weeks at communications@bifm.org.uk

SCOTTISH REGION 26 May Scottish Region golf event Venue: Renfrew Golf Club Contact: bill.anderson@ telerealtrillium.com or call 01977 598914

6 July BIFM Home Counties and Southern Regional Golf Qualifier Venue: Sherfield Oaks Golf Course, Basingstoke Contact: csorbie@temco-services. co.uk or call 07908 711964

Workspace management defined Condeco is the booking system to manage not just your meeting rooms and desks – but all available resources.

Our intelligent solutions allow you to operate more efficiently and make maximum use of your workspace. The interactive signage and advanced reporting provide real time utilisation data on which to base future business decisions.

Room booking Desk booking Visitor management Interactive room and desk signage

Intelligent management reports Hospitality management Event management

Outlook and Lotus Notes integration Car park booking Resource scheduling

Find out more: call +44 (0)20 7001 2055 or go to www.condecosoftware.com 00 | 30 44 | 19 MAY SEPTEMBER 2011 | FM 2010 | FM WORLD WORLD

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FM NEWS

Call Adam Potter on 020 7880 8543 or email adam.potter@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

FM innovations ▼CH&Co invests further in growth strategy

▲A New ‘Cradle-to-Grave’ Service for Off-Mains Premises across the UK

CH&Co has appointed Diane Rollinson as sales director, with particular responsibility for business development of the group’s staff catering niche brand, Charlton House. Diane officially started her new role on Tuesday 29th March 2011. The investment comes less than a year after CH&Co’s major rebranding programme.

Before joining CH&Co, Diane was business development director with Graysons, and before that, business development manager for Restaurants Associates. Her in-depth knowledge of the sector and her proven track record for gaining new business is backed by a genuine insight into and experience of the challenges faced by on-site catering teams as Diane started her career as a school chef. She gradually progressed into operations, until moving into sales approximately eight years ago.

The headache attached to finding and working with a multitude of local engineers and installers to service, repair or replace a national company’s network of septic tanks is now a thing of the past.

A new nationwide service has been launched today, aimed at UK businesses operating premises across the country, where some or all of the facilities rely on off-mains, private drainage solutions.

Chains of hotels, pubs, restaurants and businesses with outlets which are largely dependent on septic tanks or sewage treatment plants, often backed up with grease traps or pumping stations, now need to call just one number for a fast, reliable service.

For further information, email info@kingspanenvservice.com, call 0844 65 65 65 8

▲Sanyo wins environment award for pioneering ECO CO2 heat pump based on carbon dioxide Sanyo Air Conditioners has won a major national award for its ground-breaking heat pump technology which runs on carbon dioxide refrigerant.

The company’s ECO CO2 heat pump was presented with the Award for Environmental Achievement of the Year in the ACR News magazine awards held last month in London.

Receiving the award at a presentation lunch held at Stamford Bridge, Chelsea FC’s football ground, Bob Cowlard, Sanyo Air Conditioning sales and marketing general manager for Europe, said: “I am delighted to accept the award on behalf of the dedicated and enthusiastic Sanyo team behind the ECO CO2.

Tel: 0845 612 6364

▼PHS becomes a Business Superbrand

▲Keen on green Memco and its sister company TL Jones have teamed up to supply 185 Pana40+ 3D elevator door safety systems and 600 dot matrix elevator displays to the Delhi Metro in India. The systems will be installed in over 200 elevators supplied to Delhi Metro by Kone and Johnson Lifts.

Memco’s Pana40+ 3D system incorporates two independent detection systems: the first is a light curtain of infra-red beams criss-crossing the elevator car’s doors; the second is a 3D proximity detection system in the landing zone.

For further news stories about Memco and to subscribe to the company’s RSS news feed please visit the Memco News Blog at http://halmapr.com/ news/memco/ .

Tel: +44 (0)1628 540 161 / sales@memco.co.uk www.memco.co.uk

Workplace services provider the PHS Group plc has become one of the nation’s ‘Business Superbrands 2011’, appearing in the Official Top 500 listing of the UK’s strongest business to business (B2B) brands, which was published in February.

The Business Superbrands listing is compiled annually, following independent research by The Centre for Brand Analysis (TCBA) into the opinions of marketing experts, business professionals and British people on literally thousands of B2B brands. Source material includes everything from market reports to blogs to public nominations. An independent and voluntary expert council then shortlists to between 1,200 and 1,600, and these are finally whittled down to the Top 500 – its league table of the best.

PHS’ inclusion in this year’s listing reflects well on them, given the TBCA’s definition of a qualifying brand: ‘A Business Superbrand has established the finest reputation in its field.

▲ Dorgard’s a safe bet at the Races!

Doncaster Racecourse, Exhibition and Conference Centre has installed Dorgard wireless fire door retainers to legally and safely hold open fire-doors.

Dorgard enables fire-doors to be legally and safely kept open as it allows the door to close when the fire alarm sounds. Installed onto the bottom of the fire door in under 5 minutes, Dorgard listens for a continuous fire alarm of 65dBA or higher.

Features include: Wireless unit with fail-to-safe technology, Improves access throughout buildings in line with the DDA (Disability Discrimination Act), Complies with BS EN 1155 and accepted by the Fire and Rescue Service, Available in a variety of colours and finishes, Automatic night-time release facility, Complies with BS 7273-4 category C, Adjustable sensitivity, CE marked.

Fireco Ltd. 0845 241 7474 e: sales@firecoltd.com w: www.firecoltd.com

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FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB What attracted you to the job?

The possibility to build up a new organisation for facilities management in Europe, to define strategically what FM is for BASF and to change some processes to improve efficiency.

One of the most rewarding parts of the job is… creating savings for the organisation.

NAME: Beatrix Soria-Lion JOB TITLE: Facilities Manager ORGANISATION: Facility Management Europe in BASF SE, Germany JOB DESCRIPTION: Leading facilities management activities within Europe (EMEA) including people, content, processes and costs.

What’s been your career high-point to date?

To lead a FM community of more than 400 people and an organisation with more than 300 locations.

What has been your biggest career challenge to date?

To implement a project to bundle the external FM services within Europe in several providers.

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

Preparing slides to inform stakeholders about some running projects.

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

I think we need to create a better image of the real added value of the processes that are involved in facilities management.

If I wasn’t in facilities management, I’d probably be…working as a corporate lawyer.

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

Two of them – that facilities management consists of knowing how to clean floors and that facilities management will change the world.

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

We have seen a huge effort in the positioning of the professional facilities management companies in the market.

And how will it change in the next five years?

We will see new players in the market and investing funds will be part of it.

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

Be courageous and you will never get bored.

Do your friends understand what facilities management is? What about strangers?

My friends ask me what is a former lawyer doing in facilities management. You have to explain to everybody what facilities management is and let people understand what it is – that it’s about process optimisation and not just about janitors and cleaning.

Ingenuity welcome here

-RKQVRQ &RQWUROV

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XXX D DP VL

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

Appointments

H&S Advisor (rail), London, ÂŁ50,000 to ÂŁ55,000 plus final salary pension, oyster card, healthcare A client in the rail sector is recruiting a Health and Safety Advisor to manage H&S, Risk and Compliance to legislation during design, construction and mobilization of over and underground rail operations. Experience of managing H&S in a rail tunnelling and construction project environments with a minimum of Nebosh Construction (or equivalent) qualification is essential. CVs to russell@c22.co.uk

Facilities Manager, Birmingham, up to cÂŁ30,000 plus car or allowance, PMI and pension Our client, a large property management company, is recruiting a Facilities Manager to manage a portfolio of buildings and FM services for one of their key customers. Duties include the management of the customer relationship, service partner performance, health & safety, statutory building compliance, cost control, asset management etc. We are looking for an FM with proven customer service skills, a sound knowledge of contract management and a good deal of commercial awareness. A recognised H&S NESBOSH qualification is essential and membership of BIFM or similar is highly advantageous.

The FM will positively contribute to a programme of continuous improvement. CVs to ed@c22.co.uk

Procurement Account Manager, London, to ÂŁ35,000 plus package A procurement consultancy requires an account manager to manage the tender process of core facilities management services, from inception to contract award, on behalf of their clients. This includes the creation of tender documentation, analysis of tender proposals and making recommendations to clients.. MCIPS or MBIFM is preferred with experience of FM operations and procurement, e-auctioning and contract negotiation advantageous. CVs to russell@c22.co.uk

Facilities Manager, Central London, ÂŁ40,000-45,000 A professional institute seeks an experienced Facilities professional to oversee all soft services and work closely with the Building Services Manager. The FM will look after purpose-built accommodation with facilities for conferences, lectures, seminars and meetings as well as administrative offices. The purpose of the role is to take responsibility for the delivery of all workplace soft support facilities services, along with any change programmes delivered at site level; not limited to but including the organising of delivery teams and procurement supply chain for reactive works for both established and adhoc services. CV & cover letter to steve@c22.co.uk. Closing date 26th May.

FM Contracts Manager, City of London, toÂŁ40,000 plus benefits A Total FM Services Provider are looking to recruit a Facilities Manager to run the day to day activities of 5 or 6 FM contracts (worth cÂŁ1m) across 10 locations in the city of London. Sound, commercial, operational FM experience is required along with exceptional communication and customer service skills. CVs to russell@c22.co.uk

Maintenance Engineer (Mechanical) Potters Bar, Hertfordshire, ÂŁ25,470- ÂŁ30,470 A leading charity seeks an experienced Mechanical Engineer to oversee a variety of maintenance functions on site. You must have a good knowledge of M&E services and equipment as typically found within a research laboratory environment; including steam services and special air/fume extraction; Experience is required in BMS, including fault diagnosis and remote access, fire alarms and fire suppressant systems. A relevant H&S qualification is required due to the nature of the laboratory environments. Candidates must possess a relevant qualification such as City & Guilds/NVQ, having served an apprenticeship in a mechanical or electrical engineering discipline. CVs to steve@c22.co.uk

providing quality people

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Leeds 0113 242 8055 London 020 7630 5144 12/5/11 10:24:46 FM WORLDâ&#x20AC;&#x201A;| 19 MAY 2011â&#x20AC;&#x201A;| 47

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New Nationwide Roles Account Director - TFM

£55,000 - £60,000

London

A forward thinking TFM service provider is currently searching for an accomplished Account Director to deliver full TFM services to a high profile contract in London and Home Counties. The contract value is £4m which the AD has full responsibility for as well as two direct reports for a Hard and Soft Services Manager. You must be a self motivator, commercially astute, have excellent attention to detail, first class presentation skills, strong people management skills and a proven track record in running corporate accounts. This is a fantastic new opportunity.

Ref: 25491

Cobalt Recruitment Abu Dhabi Auckland Berlin Düsseldorf Frankfurt

We also have a range of new Nationwide FM opportunities in the following locations:

London Regional FM - (Clientside) (£35,000 + benefits package) Technical Services Manager (£40,000 - £45,000) Building Manager - City (£55,000 - £60,000)

Ref: 25282 Ref: 25357 Ref: 24172

Berkshire Engineering Manager (£50,000 - £55,000)

Ref: 25381

West Midlands Estates Manager (£30,000 - £32,000) Regional FM (£33,000 - £36,000)

Ref: 25447 Ref: 25083

South West Operations Manager (Hard FM Background) £35,000 - £42,000

Ref: 25382

London Manchester Tel: +44 (0)20 7478 2500 info@cobaltrecruitment.com www.cobaltrecuitment.com

To apply for any of these roles please email your CV in confidence to info@cobaltrecruitment.com or call +44 (0)20 7478 2500 to speak to a consultant.

www.cobaltrecruitment.com

• •

www.randstadcpe.com/fm

• •

News updated at least five times a day Archive of every FM World article since 2004 Job email alerts Career advice

Experts in FM & Maintenance Randstad Construction, Property & Engineering provide specialist recruitment solutions for the FM and Maintenance sector. Our specialist consultants offer tailored recruitment solutions for a broad spectrum of private and public sector clients operating in the commercial, domestic, leisure, retail, industrial and defence markets.

We offer both temporary and permanent solutions within FM, health and safety, management and consultancy, throughout our UK and International branch network.

For all your FM & Maintenance requirements please visit www.randstadcpe.com/fm or call 0800 169 0863.

Coffee and CV fm-world.co.uk/jobs

has over 100 job vacancies

48 | 19 MAY 2011 | FM WORLD

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The Royal Borough of Kensington and Chelsea We are embarking on an exciting period of transformation to restructure and streamline property functions within the Council. Consequently, we have created a number of new posts to lead the new strategic direction of the Corporate Property Division. The roles may be offered on a permanent or fixed-term contract basis.

Building Operations Manager £42,100 to £56,900 per annum plus PRP bonus Responsibility for strategically evaluating the different models of delivering a range of technical and professional services across the property portfolio including M&E services, capital and revenue projects and energy management. This person will work closely with the Contracts and Procurement Manager to consolidate and rationalise all the existing contracts and frameworks.

Head of Investment, Conferencing and Events £57,700 to £78,100 per annum plus PRP bonus Reporting to the Director of Property, you will lead the development of a co-ordinated strategy including reviewing, developing and implementing alternative delivery models that will reduce cost and increase revenue.

You will lead the investment portfolio and take overall responsibility for all aspects of setting strategy, which will involve best practice estate management planning and delivery, increasing revenue producing assets, protecting and improve the capital investment and advising the council on strategic investment and disposal decisions.

Statutory Compliance Officer £30,500 to £41,300 per annum plus PRP bonus Reporting to the Building Operations Manager, you will ensure that the Council has professional agents/contractors in place that are resourced and trained to ensure compliance with all statutory requirements for the Council’s 125 buildings and property assets.

To apply, please email our advisor Michael Hewlett of The Management Recruitment Group on michael.hewlett@mrgpeople.co.uk with an updated CV. Formal interviews will take place week commencing Monday 20th June 2011.

The Management Recruitment Group, Regal House, 70 London Road, Twickenham, TW1 3QS Tel: 020 8892 0115.

Senior Appointments for the Built Environment

www.mrgpeople.co.uk

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Director of Estates and Facilities Management £90k We’re Oxford Brookes, consistently one of the best new universities in the country. Now, as we progress the major campus masterplan, we need someone with drive, tenacity, and ingenuity to join us.

Take on this strategic role, and you will have the space and time for future proofing our estate. It’s all about ensuring our facilities are sustainable and cost-effective while meeting the changing needs of our students and courses. Credible and confident at board level, you will provide focused strategic direction for the largest directorate in the University.

MORE THAN JUST A SINGLE BRICK

You’ll come to us with a proven track record of meeting tough estate management challenges together with a sound understanding of the current climate externally and within HE. This will be enhanced by professional accreditation through BIFM, RICS, or similar.

Closing date: Friday 27 May 2011. Selection Process: 2 day event for all shortlisted candidates on 13 and 14 June 2011.

Don’t let your ambition be walled in.

Find out more at www.brookesestate.co.uk

jobs.fm-world.co.uk

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FINAL WORD FELICITY MESSING

FELICITY

MESSING

YOU’RE FIRED So it’s back on our screens, in all its spurious glory. The seventh series of the Apprentice makes its return on BBC1 for another round of what will inevitably leave viewers seething and recoiling, as a bunch of loathsome contestants fight it out to win a £250,000 prize fund which will be invested into their own business.

The winning contestant will be able to choose what type of business they want to set up and will have the backing and mentoring of Lord Sugar, with each taking a 50/50 stake in the company.

So it’s no wonder they are relentlessly bickering and ruthlessly nitpicking their way through the process. But what does it take to impress Sir Alan Sugar? Desperate pleas – “Please, just let me prove to you what I can do!” or the familiar cries of “I’m so passionate!” Unlikely. Not like we’ve heard those ones before.

But it’s the tired workplace jargon we find most offensive. Going forward, close of business, blue sky thinking, singing from the same hymn sheet, to name a few.

What are your thoughts? Email felicity@fm-world.co.uk with your all time favourite work jargon.

IT’S ALL DOWNHILL FROM HERE ON Have you ever wondered what to do with all those surplus office chairs? Last month saw the third annual office chair race in Bad Koenig Zell, Germany.

Around 60 competitors from Germany and Luxembourg entered the competition, which takes the form of a steep downhill race over 200m with ramps, jumps and obstacles, some seemingly sponsored by WD40.

Modifications to the wheels are permitted – most competitors electing for inline skater wheels for optimum speed, but they are only allowed to propel their chairs with their hands or feet.

Some enter into the spirit by adding go faster

stripes, or even adapt them to resemble a horse, complete with cowboy outfit for the rider. Health and safety regulations (not to mention common sense) demands contestants wear crash helmets and protective clothing as speeds of up to 35 kilometers per hour are reached, with most crashing on the way.

The prize eventually went to Luxembourg native Pierre Feller, who timed in at 26.59 seconds, setting a record.

I’m told there’s also an Aussie rules office chair racing championship. The rules are: legs are strapped to the feet of the chair, every contestant must be drunk and it’s every man for himself.

QUOTE FROM THE BOSS: Teamwork is a lot of people doing what I say

IN THE NEXT ISSUE OUT 2 JUNE

PREPARING FOR FORTHCOMING HMRC RULES ON INFORMATION AND RECORDS KEEPING /// INTERVIEW WITH JANE BELL IN OUR ORAL HISTORY SERIES /// USING TWITTER TO RAISE YOUR PROFILE /// A REPORT FROM THE EURO FM CONFERENCE/// PREVIEW OF THE PUBLIC PROCUREMENT SHOW /// HOW TO PREVENT DAMAGE FROM BIRDS ///

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EE Y FR TR EN

www.publicprocurementshow.com

Making buying solutions simple Procuring in a dramatically changing landscape is going to be complicated. The Public Procurement Show will provide you with the latest information, insights and suppliers to make your decisions simple and your options clearer.

Meet innovative suppliers showcasing cost effective workplace solutions

Listen to the most influential figures in public sector procurement speaking in the CPD certified Procurement Talks

Gain inspiration from examples of outstanding procurement in our Best Practice seminars NEW Develop new skills in the Procurement Skills Workshop in association with CIPS

NEW

Learn more about procurement law and how it will shape the future of public procurement in the Legal Theatre in association with Local Government Lawyer NEW

If you only attend one event this year, make sure it’s The Public Procurement Show

For more details and to register FREE, visit publicprocurementshow.com

Interested in exhibiting? Call Warren Green on 020 3353 2986 or email warren.green@guardian.co.uk today.

Official media partners

Event partners

Event certification

For your colleagues in IT:

www.smartgovlive.com

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We’re right behind you.

Harrow Green believes in people and in helping people to succeed.

That’s why we’ve built a portfolio of services to support FMs to make a difference in today’s business world.

Services include: • • • •

business relocation server migration and desktop moves specialist and secure moves warehousing and storage

• asset and inventory management • records and media management • workspace planning • interior design and construction

• • • •

office refurbishment furniture supply recycling and reuse project management

To learn more about how we can help you, call 0800 0325219 or visit www.harrowgreen.com

www.harrowgreen.com

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