FM World November 2018

I N F O R M I N G FA C I L I T I E S M A N A G E M E N T P R O F E S S I O N A L S

fm-world.co.uk / November 2018

TA ST E R E D I T I O N THE LEADER David Carr, chief executive, Bouygues Energies & Services (UK) THE MANAGER Laura Birnbaum, deputy director, HM Courts and Tribunals Service THE NEWCOMER Paul McNally, senior facilities manager, VINCI Facilities THE LIFETIME ACHIEVER Oliver Jones, chief executive, Chayora Limited

BIFM AWA R D S SPECIAL

FAVOURING THE BOLD

The individual BIFM Award winners rewarded for how they’ve each challenged the status quo

F M WO R LD

NOVEMBER 2018

CONTENTS COM M UNI TY

2 2 PE R SPE C TIV E S The four most interesting and insightful opinions on FM this month 24 F M @ LA RGE Ideas and comments made around the sector this month 2 5 A BIT A BOU T YOU Phil Matis of Churchill Contract Services wants to change perceptions

ANA LYS I S

7 SCH OOL S OUT Dilapidated infrastructure within means some schools are unfit for purpose

26 NOV E M BE R @ BIF M The people and projects currently informing BIFM activity

8 DOC TOR , DOC TOR The disjointed NHS estate needs to be run in a more efficient manner

3 2 C A LL S TO AC T ION The events, surveys and discussions that deserve your attention

KNOW LE DGE

33 LOSE YOUR KEYS KONE’s Residential Flow is a smart way of opening doors 34 FIVE-STAR FM To be more employable, FMs need to focus on a few core areas 3 6 T HAT ’ S A WR A P How ITV’s relocation from its South Bank base turned into a thriller

9 SM A RTE N UP Converting to smart building technology enables organisations to cut energy costs

3 8 TU R BU LE NC E A H E A D Brexit’s looming impact on work legislation and recruitment

10 CALL TO COOL DOWN The built environment sector must lead the charge against climate change

40 INTE R NA L D E V E LOP ME N T Providing training to meet clients’ needs is an evolving processes

11 EXP O S URE LE VE L S A report calls for stricter controls on asbestos in schools and hospitals

41 SE C U R ITY WITH A S MI L E Cross-skilling security and front-ofhouse employees adds value

FM World’s in-depth analysis section 44 SEIZING THE INITIATIVE The defining characteristic common to all four individual winners of the 2018 BIFM Awards is a clearly demonstrable aptitude for taking the risks necessary to make their presence felt. We find out why they stood out in the judges’ eyes.

60 FUTURE FOCUS Leaders of most organisations like to think of themselves as forwardthinking, but the winners of N OV E M B E R ’ S BIFM’s Innovation awards TO P I C BIFM AWARDS ROLL can back that up with the OF HONOUR – THE WINNERS evidence of their winning AND THEIR submissions – showing why PROJECTS success always has an eyeWon W W. B I F M .O RG .U K / F M WJ O I N the future.

54 POINTS OF PRIDE The organisations recognised for their impact were united by a core theme: they inspire pride in their teams. Whether it is because they set high targets for sustainability goals, develop people’s skills to make them employable or simply listen to their employees’ needs.

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F RO NT D E S K A N A LY S I S

L

imiting global warming to 1.5°C would require “rapid, far-reaching and unprecedented changes in all aspects of society”, according to a report by the Intergovernmental Panel on Climate Change (IPCC).

The move could go “hand in hand with ensuring a more sustainable and equitable society”, it adds.

The Special Report on Global Warming of 1.5°C was approved by the IPCC in Incheon, South Korea, on 8 October. It will be a key scientific input into the Katowice Climate Change Conference in Poland from 2-14 December, when governments review the Paris Agreement to tackle climate change.

ENV IRO NM E NTAL

international 2015 COP21 climate deal was to limit the temperature increase to 1.5°C above pre-industrial levels, recognising that this would significantly reduce the risks and impacts of climate change.

“This IPCC report points to the urgency and scale of action required to achieve this, which should be keenly reviewed by every boardroom.

“The construction and property industry in the UK is an economic juggernaut, and our buildings account for 30 per cent of carbon emissions. It is also the industry with the most cost-effective means of reducing carbon emissions so it will be a vital catalyst for change in the wider economy. At UKGBC we know that the built environment sector can, and must, lead the charge against climate change.”

Colin Goodwin, BSRIA’s technical director, said: “In recent years, the UK government expanded offshore wind power and we became the first developed country to set an end date for coal use.

“With more than 6,000 scientific references cited and the dedicated contribution of thousands of expert and government reviewers worldwide, this important report testifies to the breadth and policy relevance of the IPCC,” said Hoesung Lee, chair of the IPCC. Ninety-one authors and editors from 40 countries prepared the IPCC report in response to an invitation from the United Nations Framework Convention on Climate Change (UNFCCC) when it adopted the Paris Agreement in 2015.

Julie Hirigoyen, CEO at the UK Green Building Council (UKGBC), said: “This report from the IPCC is a wakeup call for governments and businesses across the globe. One of the goals of the

BUILT ENVIRONMENT SECTOR ‘MUST LEAD CHARGE AGAINST CLIMATE CHANGE’

“Our industry needs not only to take action on climate change and stabilise the climate to avoid its worst impacts, but get on track to meet the UK’s climate change obligations.

The UK's net carbon emissions should be reduced by 60 per cent by 2030 – and to zero by 2050 or at least 80 per cent of 1990 levels by 2050.”

He added: “BSRIA is committed to supporting the UK government in reducing carbon and, indeed, its position on this. Is now the time to call on government for legislation to go further? Or offer incentives for green and clean technologies?”

Energy minister Claire Perry also asked the Committee on Climate Change for advice on setting a date for achieving net zero greenhouse gas emissions.

Hirigoyen said: “While government leadership is vital, we all have a role to play in achieving a net zero economy. This will have far-reaching impacts for businesses, organisations and local authorities that have set their own targets in line with a 2°C limit.”

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W O R D S : H ER P R EE T K AU R G R E WA L

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INSIDE 22 24 25 26 30

Perspectives – four original opinion pieces FM @ Large – seen and heard this month Behind the Job – Phil Matis November @ BIFM Calls to action – events worthy of your attention

BUZZWORDS

DIGITAL TWIN H

aving a digital twin sounds a bit like inventing an avatar to do all your bidding, attending your meetings and dealing with the rest of your administrative tedium.

Although we don’t doubt that this is a (welcome) possibility in the future, we must confine ourselves to the present. A digital twin refers to the 3D virtual / digital representation of a physical object.

From where did it come?

The term itself is not new; with Dr Michael Grieves coining it in 2003 at the University of Michigan. He was referring to the virtual representation of a physical product and required three conditions to be met: the physical product must exist in physical space, while the digital twin must occupy virtual space and data must connect the two.

According to an article in coBuilder, the digital twin is not just a geometric representation of the physical object but also an electronic representation with software, sensors and product data embedded within it.

Why do I need to know about it?

VIEW POINT

THE B E ST O F THE S E C TO R’ S DI S C U S S I O N A N D DE BATE

Each month we explain the background to phrases you may be hearing, or the key issues currently making waves The role of data scientists and IT specialists will become more important as “skilled individuals… and traditional monitoring devices and controls” come into contact.

“Digital twins of physical assets combined with digital representations of facilities and environments as well as people, businesses and processes will enable an increasingly detailed digital representation of the real world for simulation, analysis and control.”

With the IoT coming to reshape much of the way FM and construction operate or are intended to operate in the future, the digital twin technology has taken on a resurgence. Indeed, it made the list on last year’s Top 10 Strategic Technology Trends from Gartner.

The report says that by 2020-22, “billions of things will be represented by digital twins, a dynamic software model of a physical thing or system”. While specification of these ‘things’ would have been useful, we can only imagine digital twins will become ubiquitous.

So maybe the digital twin avatar is not so far off after all.

In an interview in Forbes, Thomas Kaiser, SAP senior vice-president of IoT, says: “Digital twins are becoming a business imperative, covering the entire life cycle of an asset or process and forming the foundation for connected products and services.

Companies that fail to respond will be left behind.”

But isn’t this just what BIM does?

An article in The Agility Effect says a digital twin works with BIM, but can also be used in buildings without, paying attention instead to data from the BMS, ERP and CAFM. Data can be mined from multiple sources in real time to ensure the digital twin mimics and informs the maintenance and design of the physical space.

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V I E W P O I NT

SEEN AND HEARD

Ideas and comments made around the sector this month

FM@LARGE

“I SEE MANY POLLS ON WHAT PEOPLE WANT IN THEIR OFFICES AND A RECENT ONE HAD A TOP 10 INCLUDING SLEEPING PODS, SLIDES AND HAMMOCKS, REALLY? I THINK THEY ARE GETTING ‘WANTS AND NEEDS’ MIXED UP.”

“Given the number of “ places I worked where p there was a hot-desk t policy, p I have been glad just to have my own chair” STEPHEN MUNTON, DIRECTOR AT DOMESTIC CLEANING ALLIANCE TRADE ASSOCIATION, POINTS OUT HOW FLEXIBLE WORKING ISN’T ALL ABOUT PERKS

Like many things FM is only valued when it is absent. Any system is only as good as its weakest link. So if the system functions, no one notices. If the system is dirty or rusty, then the value of FM is apparent. FM is the glue that binds systems and processes together.

TREVOR CHAPLIN, FM CONSULTANT, GIVES HIS OPINION ON FUN VERSUS PRACTICAL ELEMENTS OF WORKPLACE DESIGN

ONSULTANT GAVIN LENDON ADDS SOME POETRY TO THE PERENNIAL CONSULTANT GUMENT OVER FM’S VALUE ARGUMENT

NOTED&QUOTED

70% 20%

10%

“THE RACE TO THE BOTTOM TENDS TO CREATE TWO LOSERS – THE CLIENT AND THE SUPPLIER” IAN DENNY, LINKEDIN SPECIALIST, SUMMARISES THE PROBLEM WITH LOW-COST PROCUREMENT

“Popularised by consultantt and former chief learning officer Charles Jennings, director of the 70:20:10 Forum, the 70:20:10 concept centres on the idea that the majority (or around 70%) of learning comes through experience, around 20% comes from social learning with colleagues and just 10% through formal learning such as classroom training or online courses”

“WHO REPORTS TO WHOM IS LARGELY IRRELEVANT TODAY. WHO DELIVERS WHAT FOR WHOM IS THE NEW REALITY OF A #STAKEHOLDERCENTRED TO ACCESS THE FULL WORKPLACE.” VERSION OF FM

AN EXCERPT FROM A LINKEDIN POST BY NICK FOX, ASSISTANT DIRECTOR, FACILITIES MANAGEMENT AT UNIVERSITY OF PORTSMOUTH

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PRABIR JHA, PRESIDENT AND GLOBAL CHIEF PEOPLE OFFICER AT CIPLA, PROVIDES HIS INSIGHT INTO THE CHANGING WORKPLACE

INSIDE

34 35 36 38 41

Jane Wiggins: Be a five-star FM David Kentish: Brand alignment Ian Jones: That’s a wrap Tar Tumber: Deal or no deal Chiara Di Rienzo: Security with a smile

A

residents demand when buying or renting a home.

KONE’s Residential Flow is a smart cloud-based technology solution to simplifying life for building residents. The technology, operated through residents’ phones, enables them to control who enters the building – even when not there.

The app grants controls to the building’s doors, lifts, information screens and camera intercom systems.

Residents don’t need keys to get into their homes or to press buttons for lifts as their phones will perform these tasks for

THE L ATE ST L E A RN I N G A N D BE ST P RAC TI CE

them. The system also facilitates communication between FMs and residents, and messages can be tailored to specific residents or groups of residents such as those living on a particular floor.

The advantages to FMs include easier management of access and delivery rights as well as not arguing over lost keys.

The first building ACCE S S CON TROL in the UK to use Residential Flow is 3738 in London’s Golden Square, says Andrew Todd, modernisation and marketing director at KONE Great Britain.

It will give residents and FMs “greater control” and “better communication,” he adds.

LOSE YOUR KEYS

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PHOTOGRAPHY: KONE

dults in the UK are tired of losing their keys down the crevices of couches or at the bottom of handbags and backpacks – they want to open doors with their smartphones. Or do we just call them phones these days?

According to research from Synolnt, about 55 per cent of respondents aged 18- 65 would rather use their phone than keys to enter their homes; this climbs to 70 per cent of adults aged 18-22 and 66 per cent aged 23-35.

Add to that the statistics: 24 per cent lost their keys within the past year while 16 per cent lost their phones.

So why do you need to know this? For property owners and facilities managers running these residential buildings, smartphone-controlled remote access could well become a service provision

KNOW HOW

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K N OW H OW EXPL AINER

IAN JONES is director of workplace and estates at ITV

WO RKPLACE RELOCATION

THAT’S A WRAP

I

After 46 years, ITV has moved into three separate buildings while its ancestral home on London’s South Bank is being rebuilt. Ian Jones shares his learnings from the relocation project

have just finished probably the most complicated project I’ve undertaken as a workplace manager. ITV has done the opposite of what most companies do when moving businesses: instead of bringing people together into one building we’ve spent the last 15 months moving them into three as we couldn’t find a big enough building available on a short-term lease.

The idea – now we’ve moved out – is to demolish the property on the South Bank, build a new building and move back in again.

Here’s where the Workplace team focused and the lessons we learnt.

knew the principal, with whom I had never worked, but I’d been on a few building tours and knew their work.

I met the designer who ‘got us’ immediately bringing to our first meeting a photo of a dog in a toy car he had just taken outside our building – that’s TV, you’re hired!

The fit-out contractor was equally easy to appoint so we didn’t tender this either. I have worked with Overbuy many times but I wanted to work with the minor works rather than major works division. A risk?

Yes, but they knew us and would be far less contractual in their approach.

Key lesson

which had to move out before we could demolish its fit-out and start ours.

A relationship developed through mutual trust is worth far more than just knocking down price in a tendering exercise.

The RIBA stages

Key lesson

We had three buildings to fit out simultaneously but weren’t allowed to talk to the business until all three buildings were secured. So I briefed stages 0 and 1, with a ‘This is ITV’ presentation to designers and consultants. We then started stage 2 and had this completed before we’d interviewed the first business stakeholder.

D-Day (the first day we could talk to the business) was 6 June 2017 and the first space had to be ready by January 2018. In the second building for daytime studios, we had to wait for practical completion of the landlord’s fit-out before we could start (the next day!).

And then the main event: 105,000 square feet of space on two leases – one lease was not available until Christmas 2017 and the first 90,000 square feet had to be taken from an existing company,

Shortcuts are inevitable so keep your professional team close and well briefed. We had many more project meetings than usual – and with such a short programme changes were made on the fly and contractors had to be flexible.

Coordination of drawings

A BIM solution would have been brilliant, but we worked with many small contractors that hadn’t used BIM processes and it would have taken too long to set up.

All three landlords had drawings on different CAD systems with different layering. Some were general services arrangement, others were detailed but out of date.

Some of the as-builts of the new space weren’t really as-built! So instead we started every meeting for each building making sure everyone was working on the most recent version of the plans.

Lift and shift

‘Lift and shift’ was our basic brief. We didn’t have time to do much culture change work so we picked a few areas to improve the workplace experience: meeting room technology, more collaboration space and a new internal brand.

Procurement

We didn’t tender the interior design or fit-out contracts.

“Are you mad?” I hear the procurement people groan.

We were going to be working in three places simultaneously so we needed a decent-sized design outfit. I chose MCM. I

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FAC I LITATE

B I F M AWA R D S 2018: T H E I N D I V I D UA L W I N N ER S

BIFM S AWA R D L SPECIA

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FAC I LITATE

B I F M AWA R D S 2018: T H E I N D I V I D UA L W I N N ER S

PHOTOGRAPHY: AKIN FALOPE

G

iven the rigour of the judging process, it is perhaps to be expected that the winners in the individual categories are those initially nominated for displaying an unusually potent mix of skills and behaviours. And yet this year’s winners demonstrate something else in common – the coupling of an innate enthusiasm for FM’s potential with a natural curiosity about what should come next for themselves and the wider sector. What can I do to change how my colleagues report, and how can that improve our performance? What can I do to address a fundamental misconception about what FM is and does? How can I take my profession’s message to the decision-makers and politicians?

And how can I set up entirely new organisations that challenge the existing facilities service paradigm?

All four can show how at different times they have challenged the status quo. Paul McNally, who took time to observe (“like an FM psychologist”) before introducing his IT solution. Laura Birnbaum, a surveyor specialising in

cteristic a r a h c g al nin The defi all four individu ds to ar common he 2018 BIFM Aw e of t onstrabl d winners m e d y l r is a clea taking risks an for lt. aptitude eir presence fe en e th making and Bradford K ut in ead Martin R hy they stood o w find out judges’ eyes the fm-world.co.uk

occupier solutions who, as well as her own IT solutions, has implemented communication plans in her successful bid to highlight the significance and technical complexity of the FM discipline to the HMCTS Board. Then there’s David Carr, CEO of Bouygues Facilities & Energy Services, who rather than focus on his own corporate concerns, has gone out of his way to take his message about the importance of avoiding low-cost – and thus higher risk – contract procurement to government. And then there’s Oliver Jones, who has made his mark in each of the decades during which FM has been a recognised business sector, doing more than most to help shape that sector.

Between them, they send a message to future awards entrants and the wider sector. And it’s one that resonates in the month that the British Institute of Facilities Management becomes the Institute of Workplace and Facilities Management: challenge what’s gone before, make plain the value of your contribution to the corporate whole; and be bold in your actions. Over the coming pages you’ll find out about our winners (detailed biographies are on the new IWFM website).

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FAC I LITATE

B I F M AWA R D S 2018: I M PAC T C AT EG O R I E S

POINTS PRIDE BIFM AWA R D S SPECIAL

The organisations recognised for their impact – regardless of the specific award categories they won – were united by a core theme: they inspire pride in their teams. Whether it’s because they set high targets for sustainability goals, develop people’s skills to make them employable or simply listen to their people’s needs, these companies are making a difference in the lives of many, including their staff.

I M PA C T O N S O C I E T Y

ROYAL MENCAP SOCIETY’S SOCIETAL GAIN

E

lliot Parkinson is a 22-year-old with learning difficulties including Asperger’s and dyspraxia and, a little over a year ago, did not have a job. Now he’s a paid cleaner at Sewell Facilities Management after the FM company collaborated with the Royal Mencap Society, winning it the BIFM Impact on Society Award.

Parkinson says his “confidence has gone from strength to strength” and notes that this good feeling, coupled with a pay cheque, has changed his life considerably.

Sewell Facilities Management has shown its staff how committed it is to improving the lives of those with learning

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FAC I LITATE

B I F M AWA R D S 2 0 1 8 : I N N O VAT I O N C AT E G O R I E S

FUTURE Leaders of most organisations think of themselves as forwardthinking, but the winners of BIFM’s various Innovation awards can claim this and back it up with the evidence of their winning submissions. People planning post-Brexit, equipping a building with the technology to make it near-autonomous, and predicting the change in corporate culture that embraces collaboration – the awardwinners show why success always has an eye on the future.

I N N O VAT I O N I N P R O F E S S I O N A L D E V E L O P M E N T ( L A R G E O R G A N I S AT I O N S )

BIFM AWA R D S SPECIAL

B E ST P R AC T I C E LEARNING POINTS

1

Spotting a gap in the market by pulling together differing but complementary and cohesive FM/ construction disciplines.

2

The PTSG team showed forethought and astuteness by anticipating the possible ramifications of a Leave vote in the 2016 referendum by aiming to close up the likely skills gap by investing in training for all its disciplines.

PLUGGING BREXIT’S PERSONNEL GAP 3

F

or all the scenarios in which businesses would want a crystal ball, predicting the outcomes of Brexit has to be the most pressing demand. What can organisations know? Not much, but they can prepare for likely eventualities.

This is what Premier Technical Services Group (PTSG) is doing with its focus on training and professional development. In 2015, it invested £1 million in establishing a training centre, appointing a group assessor to become a CITB-approved training organisation (ATO), and is now helping to training applicants seeking grant-funded training through the Construction Trainee Directory – a task the company sees as vital to address the post-Brexit skills gap.

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A dedication to providing the highest quality of customer service at the most competitive prices.

4

Building on its offer by nurturing a team of highly skilled and qualified operatives as trainers.

5

Elaborating on its training ethos by collaborating with other industry organisations in symbiotic relationships.

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FMWORLD

BAC K PAG E

EPHFMERA

FM World is the publication of the BIFM, the professional body for facilities management. For more information on membership, qualifications and training contact us:

The facilities management stories that just don’t fit anywhere else (Email us: editorial@fm-world.co.uk)

S

tephen Roots, chairman of what is set to become the IWFM mere days after you read this, assures us in his leader column that the planning is already under way for the debut IWFM Awards.

You’d perhaps expect a few changes to the awards, but having reported the 2018 process and seen how the event is organised from the inside, we’re pretty sure the core ethos of the scheme will remain: the identifying and rewarding of those working hard to add strategic value to their organisations by boosting productivity and enhancing the user experience.

So it’s goodbye to the awards in their current form. But we’re glad that there’s already an air of excitement surrounding the first Institute of Workplace and Facilities Management awards in 2019. Ultimately, this well run awards programme helps shine a welcome light on the many dedicated workplace and facilities managers who go above and beyond. Here’s to its continued success in 2019.

Out with a triumphant bang

British Institute of Facilities Management Charringtons House, 1st Floor South, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER, UK Tel: +44 (0)1279 712 620 Email: admin@bifm.org.uk Web: www.bifm.org.uk

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Eur To ssubscribe call 020 8950 9117 or email subscriptions@fm-world.co.uk – alternatively, sub you can subscribe online at www.fm-world.co.uk/about-us/subscribe/ ww Editorial Advisory Board Edit Simon Sim Ball, market director, Engie UK & Ireland Peter Pet Brogan, research & information manager, BIFM Rob Greenfield, director, Assured Safety & Risk Management Ian Jones, director of facilities, ITV Liz Kentish, managing director, Kentish and Co. Pleun van Deurssen, EMEA regional facilities manager, JLL Anne Lennox Martin, FM consultant Jeremy Waud, chairman, Incentive FM group Jane Wiggins, FM tutor and author

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facilities to find out how.

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