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The new King’s Cross development will deliver much more than a station


Lionel Prodgers talks to John Crawshaw

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3/11/10 09:54:44 2010-11-03 10:22:0714:09:23 15/11/10



7 | Westminster council leak

14 | Ireland conference FM

20 | King’s Cross Central




6 Businesses are struggling to report their corporate carbon footprints 7 Westminster Council is planning to cut bins, and take on volunteers 8 The British Library opens a hi-tech, digital learning space 9 FM 100 poll: are you planning to reduce your office space soon? 10 Business news: Rok’s failure dents reputation of support services sector 14 Report: Ireland region conference suggests Ulster belt tightening 15 FACEO in Birmingham reflects on cultural differences 17 Worktech 10 on the future of work and the workplace

18 Diary of a facilities manager: David Walker’s regular look at the daily challenges he faces in his working life 19 Five minutes with GRB global head of FM Wendy Cuthbert 46 Felicity Messing


26 | St Peter’s in Burnley


King’s Cross Central: David Arminas visits the site of the development in King’s Cross part of which will become the University of the Arts campus


St Peter’s: A combined leisure and health care facility has reduced its DEC rating by almost a quarter through an energy-saving scheme


FM World Interview: Lionel Prodgers, ex-BIFM chairman talks to the first director of the BIFM, John Crawshaw, about his experiences in the field

32 Legal: emergency lights 34 Technical: data centre transformer issues 35 How to: create a cyclefriendly environment 36 Insight: market intelligence

REGULARS 35 42 43 44

BIFM news Diary of events People & jobs Appointments


History Boys John Crawshaw interviews Lionel Prodgers

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

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

COVER IMAGE: Kings Cross Central

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FMW. 1

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Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 EDITORIAL Tel: 020 7880 6229 email: editor: Cathy Hayward ⁄ news editors: Louisa Roberts and 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 recruitment sales: 020 7880 6245 display sales: 020 7880 8543 email: display sales executives: Adam Potter (020 7880 8543) and John Nahar (020 7880 6230) ⁄ recruitment sales executive: Stephen Fontana PRODUCTION production manager: Jane Easterman production executive: Aysha Miah PUBLISHING publishing director: Cathy Hayward Forward features lists and media pack available at 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 – alternatively, you can subscribe online at 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, freelance lecturer and FM 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

arlier this month, nearly 81,000 people sat in total darkness for a few seconds at the New Meadowlands Stadium in New Jersey when a power outage brought a game between the Dallas Cowboys and New York Giants to a halt. It was a story which was naturally picked up by the sports pages, but was also leapt upon by the Association for Facilities Engineering in the US to demonstrate the importance of facilities professionals. “Thanks to America’s facilities engineers, incidents like this are extremely rare,” Laurence Gration, the organisation’s CEO was quoted as saying in the American press. While what he said is undeniably true, it merely serves to underline the notion of facilities management as a Cinderella profession – you only notice it when something goes wrong. Supporting the core business and making sure it runs smoothly and without interruption is clearly a key part of what we do; but there’s much more to it than that and we must get better at communicating and demonstrating that to the core business if we are to gain the recognition we deserve. The link between good facilities management/workplaces and increased employee productivity is a tough one to establish but it is the holy grail of proving the value of FM. At last week’s Worktech conference (one of the highlights of the FM year for me – see page 17) this was ably demonstrated particularly by speakers from three of the big four professional services firms who talked about their multi-million pound investments in new office premises and how they were measuring that outlay. But what also came across strongly was that centralised office palaces often frustrate sustainable working and living. ‘Third spaces’ between home and work have long been talked about, but the rise in serviced offices (and particularly Regus’s recent launch of hubs in residential areas) is proving the success of that model. You spend most of your time enjoying the buzz of an office environment near your home and using technology to communicate with others, only travelling to big HQ buildings occasionally – thereby avoiding costly commuting time which is stressful, frustrating and expensive both to the pocket and environment. Leading edge it might be, but there is also an old-fashioned ring to it: working in small-scale premises close to where you live has a 19th century air. But then all new ideas have usually been practised in one way or another in the mists of time. Home-working, after all, is just a cottage industry with technology on top. FM




British Institute of Facilities Management Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER Tel: 0845 0581356 email: web:

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Businesses struggle with carbon reports British businesses are struggling to report their corporate carbon footprint, a Deloitte survey has revealed. The report - A survey of carbon reporting practices amongst UK listed companies, looks at how 100 UK listed companies publicly report their corporate carbon footprint. The report found that only a handful of companies came “within striking distance” of complying with current UK guidance. In September 2009 the Department for the Environment, Food and Rural Affairs (Defra) published step-by-step guidance on how to measure and report greenhouse gas emissions and how to minimise them. Deloitte’s report indicates that an overhaul of the current carbon reporting practices will be necessary if these guidelines become mandatory. “This survey shows a high degree of variation in carbon reporting practices, and many companies, particularly those outside the top tier of FTSE companies, could do better,” said Jenny Harrison, director in Deloitte’s energy practice and carbon reporting and assurance team. “The wide variety of both formal and informal carbon reporting practices identified does not facilitate comparison between companies or industry sectors, making it difficult to evaluate the relative performance of companies in monitoring and reducing their carbon footprint, a primary goal of the government in publishing the Defra guidance,” Harrison added. 06| 25 NOVEMBER 2010| FM WORLD

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Among the results, the Deloitte’s survey revealed that only 9 per cent of companies disclosed that information on carbon had been



Cloudy issue: Companies must comply

reported in line with the Defra guidance and only 8 per cent of companies said that their reporting information had been assured by a third party. “Few companies made disclosures explaining year-onyear movements in sufficient depth to enable readers to gain a real understanding of a company’s performance in the year in reducing their carbon footprint, or the appropriateness of targets set, added Harrison. The UK’s Climate Change Act 2008 sets the framework for how the UK will manage and respond to the threat of climate change. Under the Act, the UK must reduce total GHG emissions by at least 80 per cent below 1990 levels by 2050. The Climate Change Act introduced legally binding carbon budgets which set a ceiling on the level of UK GHG emissions.



Westminster considers cleaning cuts

BIFM: Firms seek to reduce office space LOUISA ROBERTS

Most organisations are actively trying to reduce their office space, according to the BIFM. The BIFM’s recent Postrecessional Workplaces Review, conducted by Leesman, found that almost two thirds of organisations are trying to reduce their office space, by increasing the density of occupiers. As a result, Ian Fielder, BIFM chief executive says that “each square metre of the workplace is having to work harder”. “The workplace will have to both house increasing numbers of staff and act as the ‘mothership’ to those working at home or elsewhere, when they do need to return for face-to-face activities or a simple

corporate re-charge,” Fielder added. But flexible working strategies bring their own challenges in terms of infrastructure and workplace design, admitted Tim Oldman, managing director at Leesman. The BIFM’s review has also found that almost half of workplaces are not taking into account the different workplace needs of the youngest and oldest members of staff. The poll found that few organisations are doing something to understand the impact that an ageing workforce will have on their

company, when in reality such a shift will have a significant impact on the design and management of workplaces, said Leesman. “The oldest and youngest employee groups look for very different things in their workplaces” says BIFM Strategy Director Stephen Bennett. “Those responsible for workplace are going to have some big issues to address in the way they create effective office spaces for an increasingly diverse and mobile workforce.” See page 9 for the FM100 view

“It is no longer acceptable to throw in ‘hot’ desks to a plan and think your dispersed teams will be catered for” Tim Oldman, Leesman

18/11/10 17:41:49



Documents leaked to London’s Evening Standard have found that Westminster Council is considering plans to half the number of bins and subcontract the maintenance of park space to volunteers, as part of an ongoing cost-cutting exercise, which includes cutting its

staff numbers by two thirds. This follows recent criticism that the borough is jeopardising residents’ safety through decreased levels of cleanliness. Mark Woodhead, chairman of the British Cleaning Council said that residents have a right to safe and clean streets. “The measures outlined in this report - halving the number of litter bins and reducing street cleansing - could result in an unacceptable level of hygiene in one of the most visited areas of the UK. We urge the council to look closely at their budget allocation. And with Westminster Abbey earmarked as the likely venue for next summer’s Royal wedding, the London borough will have the world’s media trained upon it - unemptied bins and unkempt parks will not receive Royal approval, we’re sure.

New gutter guide Businesses must not underestimate the importance of careful building maintenance before winter sets in. And seemingly routine work such as gutter cleaning shouldn’t be carried out with care, and ideally outsourced, advisors at Aviva say. “Businesses may think they are saving on costs by carrying out the work in-house, but this can be a false economy,” said Phil Grace, liability risk manager at Aviva. “If there is no appropriately trained worker at a company, it is advisable to outsource the work to a specalist contractor.” Aviva quotes a recent example of a Croydon firm that was fined £30,000 after an employee fell through a warehouse roof as he cleaned gutters unsupervised at work. The 17-yearold lost his spleen and broke his back, collarbone and pelvis in the accident after his employer failed to put appropriate safety measures in place.” Find out more at https://help.aviva. Cleaning_Nov_2010

Global FM and EuroFM join forces DAVID ARMINAS

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Rescue services in England and Wales will receive funding to help them train local flood rescue teams. A £650,000 grant will help teams to raise money to buy everything from boats and flood barriers to training sessions for flood rescue volunteers. “We have learnt that the emergency response is most effective when public, private and voluntary groups work well together - we saw that this month in Cornwall,” said environment secretary Caroline Spelman.

Office space App Commercial property consultancy H2SO has created a new App to help businesses calculate how much office space their need for their workplace. The H2SO Office Space Calculator App (OSCA) is available free from the iTunes App Store and enables occupiers to convert what they know they need in terms of facilities, workstations, cellular offices, meeting rooms, kitchenettes, storage etc into a specific amount of square footage. The App can also be downloaded at

Carbon skills training


Facilities management institutes Global FM and EuroFM have reached an “affiliation agreement” to coordinate their efforts in helping the FM sector move forward. The agreement was signed in the United States during the Global FM International Workshop in Atlanta, Georgia last month. The two bodies will cooperate and promote the establishment of FM organisations that provide support to the profession, a statement said. Each organisation will participate in the other’s events, programmes, conferences and related activities. There will be collaboration on activities of common interest but there are no plans for merging the organisations. Common interest issues include

Flood rescue funding

the extension of complimentary, introductory level, membership to each other’s members and the listing on respective websites of each other’s organisation, contact information, web links and membership benefits. “The alliance between EuroFM and Global FM is a natural

fit,” Teena Shouse, Global FM chairperson (pictured), said. “Both organisations are committed to advancing the facility management profession and have complimentary attributes.” “I believe it is important that we develop strategic relationships and we believe that this will be one of those relationships,” Wayne Tantrum, chairman of EuroFM, said. “We have been working on this agreement for several months, and it gives us a platform to develop further joint initiatives.” Global FM is an international not-for-profit organisation based in Brussels. Its member organisations include Ifma in the United States, FMA Australia, Abrafac in Brazil, Safma in South Africa and three in Europe - BIFM in the UK, HFMS in Hungary and Arseg in France.

A series of low carbon skills training projects is being launched for staff in commercial and domestic property, including facilities managers, property and energy managers, energy assessors and suppliers. Asset Skills, the Sector Skills Council for facilities management is organising the events to help employers meet new targets on cutting carbon through skills training. To find out more, and to register for events, contact Philip Stott at

Lights out in London The London Assembly’s environment committee has launched an investigation into the reasons lights are left on in London’s workplaces. The committee wants London businesses and other organisations to share their experiences of making electricity savings by switching off lights, and to learn more about why lights may need to be left on. It will also look at the potential advantages and disadvantages for different businesses of turning off their lights overnight. Share your views and experiences at FM WORLD |25 NOVEMBER 2010 |07

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Facilities Show 2011: Call for papers The organisers of next year’s Facilities Show have sent out a call for papers. In 2011, the organisers are increasing the size of the event’s seminar theatres to deliver its free to attend seminar sessions, which will include thought-provoking debates, discussions and presentations, keeping visitors up to date with industry trends and the key issues affecting FM strategies and day to day issues. Anyone interested in speaking at one of these sessions at the 2011 event can apply now, whether their expertise is in CRC legislation, waste management, product innovation, future-proofing, cost management, hard of soft FM services, technology of any of the challenges facing the industry. To be considered for one of the sessions, visit callforpapers.

CHP guide helps communities to go green A new guide on CHP and district heating has been launched to help community groups, councils and developers find the best way to generate their own energy. Community Energy – planning, development and delivery, produced by the Combined Heat & Power Association, LDA Design and Town & Country Planning Association, offers a step-by-step approach to creating community energy schemes. The guide helps potential developers understand the different stages of developing an energy project and identify the most appropriate business models for their scheme. “Fulfilling the binding commitment that the UK has made to deliver significant increases in renewable energy generation will be difficult to achieve unless more of us become energy generators as well as consumers,” says Robert Shaw, sustainability and climate change director at LDA Design and co-author of the guide. “But perhaps more importantly the long term financial savings can be just as substantial as the environmental benefits community energy schemes provide. Schemes don’t have to be large or complex. Even small projects can generate a good income and grow over time; all for the benefit of the local community – it’s true localism in action,” adds co-author Michael King, Associate of the CHPA and chairman of Aberdeen Heat and Power Company. A copy of the guide can be found at

Centre brings ancient texts into digital age A new, cutting-edge learning space has opened up at the British Library to help teachers and pupils develop their digital literacy skills while coming into contact with historic manuscripts, sound recordings, maps and letters. The £500,000 Harry M Wienrebe Learning Centre, which opened this autumn, was developed by CCP, who removed internal walls and mechanical and electrical systems before installing fresh air supplies and lighting. Moveable walls and flexible lighting was installed by the company, as well as control equipment, magnetic glass walls and WiFi. The British Library’s head of learning, Roger Walshe, said: “Over the past decade, the British Library has digitised millions of historic items from our collections. The challenge now is to demonstrate to pupils and their teachers how these primary materials can be used to add depth and richness to their studies – whether it’s a newspaper report of the Battle of Waterloo or a handwritten draft of a Wilfred Owen poem from the First World War.” The project was funded by the Dorset Foundation, the Wolfson Foundation, John Lyon’s Charity and British Library patrons. 08| 25 NOVEMBER 2010| FM WORLD

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Asset Skills welcomes new training strategy Asset Skills, the skills sector body for facilities management and cleaning, has welcomed the government’s new skills strategy. Skills for Sustainable Growth and Investing in Skills for Sustainable Growth, launched by business secretary Vince Cable and skills minister John Hayes, aims to keep employers involved in vocational training. The guides outline how the government plans to invest strategically in further education over the spending review period. The government warns that savings will have to be made but emphasises that it understands the importance of maintaining high levels of participation and performance from employers. Sector Skills Councils will be protected to ensure that apprenticeships and occupational standards are maintained – this will mean that the FM and cleaning industries will be able to face “new market conditions and increasing competition”. Richard Beamish, chief executive of Asset Skills, the Sector Skills Council for FM and cleaning, said: “We are encouraged by this announcement. It shows the government is recognising the role we can play as an SSC in helping employers lead and influence change on skills and training issues in their industry.” Vince Cable added: “We are not in a position to throw money at the problem, but even against the backdrop of reductions, resource will be found to expand the apprenticeship programme for adults and support more people undertaking an increasingly respected form of vocational training.”

18/11/10 17:47:37

Yes 29%



Under review 5%

Do you plan to reduce your office space over the next five years? Just under a third of respondents to the latest FM World poll say they are planning to reduce their office space. Only 5 per cent of FM 100 Poll respondents were undecided about reducing floor space. The results contrast with recent research that found that two thirds of the wider FM community were planning to downsize their office space (see page 6). Comments from public sector employees showed the effect of the recent coalition government’s spending review released in last

month. “By exercising lease breaks, mothballing and downsizing, we hope that when we cease to exist December 2012, the size of the remaining estate handed over to communities and local government will be as small as possible”. But business is looking good for a maintenance property services firm. “Over the past five years we have increased office space and are ensuring that any new buildings have expansion room,” he said. The need for more floor space, he explained, was because of FM

No 66%

companies increasingly passing onto them large amounts of administrative and processing work. This is “shoved down the line to us by FM companies that, although they have electronic links with their customers and their systems, expect us to upload all of our data either manually into their IT or to submit template spreadsheet documents to them for upload”.

A university-based FM said reducing office space is not an easy option for them. “We have a relatively fixed campus size, meaning we don’t have the ability to directly reduce our overall office space,” he said. “However, we constantly review our space to encourage more efficient use and avoid the necessity of building new space.”

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FM News 8-9 0.indd 09

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18/11/10 17:48:14



Rok’s failure is further blow to service sector GRAEME DAVIES

Confidence in the FM sector took another hit earlier this month with the rapid demise of Rok Group, the self-styled “nation’s favourite builder”, which was placed into administration after it became clear its banks were no longer willing to continue funding the business. Rok’s fall from grace came quickly, but the pressure had been building. The company had already warned on profits on more than one occasion this year and anecdotal evidence suggests its suppliers and customers suffered a complete loss of faith in its final weeks when trading fell off a cliff and suppliers tightened up payment terms dramatically. It’s a shame for investors who backed the company through its travails, and indeed the management team who spent the best part of £100,000 on shares in early October, but Rok’s business was simply not strong enough to withstand a rapid deterioration in trading. And what of the reputation of the sector now that Rok has followed Connaught into administration? For many years the support services sector, particularly those companies exposed to government spending were the epitome of safe investment. They enjoyed strong revenue growth backed by the government’s programme 10| 25 NOVEMBER 2010| FM WORLD

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of continual improvement of public infrastructure and service provision. But this reputation is rapidly being lost. The failures of Connaught and Rok have exposed some operators in the sector as being as flaccid and unfocused as the government they were being propped up by. The big question now is whether we have seen the last of the failures in the sector. In the long term, the current shakedown will benefit the sector in forcing it to become

more lean and competitive and is likely to leave us with fewer, larger players. Already the smaller suppliers to government contractors are feeling the squeeze from higher up the supply chain, despite Serco’s recent climb down from charging its suppliers a retrospective rebate to claw back some of its lost margins. Indeed, Carillion has announced that it is shrinking its supplier pool dramatically from 25,000 suppliers to just 5,000 by 2013, a move which it calculates will save £140m a year. The pressure on smaller operators is being shown in corporate insolvencies with Begbies Traynor recently reporting that 41,402 businesses in the construction and business services sector were facing financial distress in the three months to September, and this

is before the full effect of the spending cuts really kicks in. So far Cabinet Secretary Francis Maude’s efficiency drive has hauled in the government’s biggest, or tier one, suppliers and already shaved over £800m off government’s costs from contracts with its 19 biggest partners. He is now moving on to the next tier of suppliers to government, so the pain could begin to spread more markedly down the food chain. The next few months will be down to survival of the fittest in the sector and ultimately this process will be beneficial in weeding out the weaker players, but its not going to be much fun in the mean time. Graeme Davies writes for Investors Chronicle

Latest start-ups

NEW BUSINESS The Foreign Office has outsourced property management to ISSSS in an effort to save the department £15m over the next seven years. The deal, worth £70m to ISS, will see it manage properties associated with 28 diplomatic missions in 14 countries in Asia and Pacific regions. It includes 700 residential properties such as ambassadors’ and high commissioners’ official residences. Services include cleaning, security, reception and other back-office functions. SERCO GROUP has signed a £650m, 25-year contract with Sandwell Metropolitan Borough Council for waste management services. It includes refuse collection, recycling, waste processing

and disposal and street cleaning, as well as construction of a waste transfer station. Bournemouth Council has set up a £150m decade-long outsourcing deal with a MOUCHEL consortium that includes hard and soft FM as well as ICT, benefits and revenue services. The deal is expected to “create the capacity for the council to save up to 40 per cent of its revenue budget over ten years”. MSS has won a three-year multi-million pound contract to manage a range of building maintenance services at 18 core Co-op buildings in north-west England. Services include HVAC, refrigeration, building fabric, building management

systems and water treatment. Around 20 staff will transfer from the Co-op. LUSSO has won a £315,000 catering contract with Allianz Global Corporate & Specialty at their new London headquarters. The deal follows the consolidation of Allianz’s commercial properties in the City. Lusso manages the on-site staff restaurant, a Costa coffee bar and handles hospitality within the eight dining rooms. Caterer CHESTER BOYD, with its sister company It’s The Agency, have won the contract for Clothworkers’ Hall worth £1.5m over three years. It’s The Agency will be responsible for the venue’s sales, marketing and diary management. Clothworkers’ Hall can host up to 350 guests for a reception and 200 or more for dinner. TC CONTRACTORS has won a cleaning contract for Tesco stores in Northern Ireland. Included are 35 core and 10 express stores, bringing the number of Tesco stores cleaned by TC to 900. More than 300 staff have Tuped over as part of the new deal.

18/11/10 17:13:47


Bleak outlook: no relief in sight for Rok

No sign of ‘white knight’ for Rok

Serco stays on track

Rescue hopes are fading for failed house-builder and social housing maintenance contractor Rok after administrators axed another 1,800 jobs, as FM World went to press. Potential buyers have been wary of the business, including Mears, which is reportedly reassessing its initial interest in picking up some of Rok and its contracts. This week, administrators PwC closed down the UK maintenance and improvement division, as well as all of the Scottish businesses. The Scottish move comes after Rok announced last month that it

had won a £32m contract with the Scottish Government’s economic and community development agency to provide design and construction services for the Highlands and Islands Enterprise. “Over the past 24 hours it became clear that we were not going to be able to find a buyer for the Scottish business and other parts of the group across the UK,” Alan Brown, director of business recovery services at PwC in Scotland, said. “Due to this and other economic factors, we have had to take the

hard decision to close the Scottish construction division, impacting 294 people in a number of locations, and the maintenance and improvements division. ” The redundancies mean that three-quarters of the 3,800 employees in the UK have been made redundant since Rok called in the administrators. Only the construction and social housing division in England, which employs 500 people, is now operating and available to be sold as a going concern, according to PwC.

Morgan Sindall curbs enthusiasm Morgan Sindall expects to generate £100m of revenue from contracts bought from collapsed housing maintenance firm Connaught, it has announced. The figure is significantly less than the original figure announced in September when Morgan Sindall announced that 89 council contracts – picked

up by its affordable housing division Lovell Partnerships – would generate about £200m of revenue annually. However, following concerns that the deal contravened EU procurement rules, as many as 44 local government contracts have still not been completed. The group has now said that it


Pre tax profit (£m) 65

Retained profit (£m) 30


















‘05 ‘06 ‘07 ‘08 ‘09

Source: Mears Group Interim Report 2010

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‘05 ‘06 ‘07 ‘08 ‘09


‘05 ‘06 ‘07 ‘08 ‘09

expects the Connaught contracts to add around £100m of revenue in 2011, although it doesn’t expect a full profit benefit until 2012 as associated costs are taken into consideration. One-off costs in the second half of the year relating to the Connaught deal have reached £3m. The group said that its affordable housing division’s outlook remained reasonable given the new build social housing target recently announced in the comprehensive spending review. The division’s order book is up as it now includes Connaughtrelated contracts totalling £142m. In September, the administrators of Connaught Partnerships said around 700 of the 4,400 posts were to be made redundant.

Serco Group performed strongly in the second half and is on track to deliver its financial guidance for 2010, a trading statement said. Serco expects an increase in revenue to around £5bn, according to the interim management statement covering the group’s performance since 30 June, 2010. Adjusted operating profit margin is expected to be about 6.3 per cent by the end of 2012 – excluding material acquisitions, disposals and currency effects, based on 2008 exchange rates.

Balfour Beatty to grow Balfour Beatty expects its support services division to grow following the government’s comprehensive spending review. As public sector bodies use outsourcing to the private sector as a means to achieve cost savings, the support services division was likely to benefit, although the company gave no estimates.

Interserve strong Interserve is trading in line with the board’s expectations and expects a stronger performance in the second half of the year compared to the first. The group’s interim management statement covering the period from 1 July 2010 to date noted its support services division “continues to make good progress in moving performance in a number of public sector outsourcing contracts to planned levels of profitability”.

Kier supports trade Kier’s social housing building maintenance business has helped the support services business trade in line with expectations. “Our cash position remains strong and we have healthy order books in construction and support services,” a trading statement said, noting the role of contracts for repairs and upkeep of social housing units. FM WORLD |25 NOVEMBER 2010 |11

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15/11/10 14:13:33

“ 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: FMW. 3

15/11/10 14:13:48


Sammy Wilson, Minister of Finance and Personnel (left) and Stephen Welch, BIFM, Ireland Region, chairman


CUTS ACROSS THE WATER Executive-level budget cuts foretell a period of increasing scrutiny on FM, delegates heard DAVID ARMINAS

Northern Ireland’s executive wants facilities managers in both public and private sectors to help with ideas about setting an economic recovery programme for the province. In his opening address to the 14th BIFM Ireland region conference Sammy Wilson, Northern Ireland Minister of Finance and Personnel, urged FMs to contribute to a recently set up consultation which the executive will use as a basis for setting out a recovery strategy. Northern Ireland’s government has enjoyed around a 6 per cent budget increase over the past decade, Wilson said. But now, as with other UK governments and councils, it faces severe budget cuts. Whatever choices are made, they will all have to be made quickly because the pressure is on all executive departments. Wilson told the 150 delegates, gathered at the Waterfront conference centre, that cutting facilities budgets as a way to save money is a false economy. A well-run facilities management department is exactly where savings can be generated. But beware, he said. There will be no so-called quick-wins. It will be a long-term solution with accumulative results. “The challenge for people in my position is to challenge the way things have always been done,” he said. 14| 25 NOVEMBER 2010| FM WORLD

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Too often, people who do challenge processes are not listened to, said Julie Kortens, head of FM at Channel 4 – and this year’s Facilities Manager of Year award winner at last month’s gala annual BIFM awards night in London. If people are allowed to challenge and allowed to be creative, the payback for an organisation is immense, she said, during her presentation. The remit of Channel 4, which came from Parliament, is to allow a diversity of voices that might not get heard elsewhere in the media. To do this, the station has to be creative, innovate and experimental. The FM department, said Kortens, took this to heart. At Channel 4, “FM is not a back office but part of the DNA of the organisation”.

Need for creativity Kortens realised that apart from the creative and media production units, FM underpinned everything that the channel does. But FM needed to be creative as well. She gave her staff (nine in-house and 121 outsourced) freedom to be creative. When they buy in goods and services, she urged them to be “a little more funky”, she said.

There was initial resistance to erecting the now iconic figure “4” in front of the London headquarters, she explained. Security personnel thought it could be a terrorist threat and certain health and safety fears were expressed, suggesting children might climb on it – none of the above have materialised. As well, the channel has very little studio space, so FM helped redesign the staff restaurant – a traditional table-and-chairs area – into a highly flexible space. It now can be transformed into a formal reception venue and also a presentation studio. To show that it is not a reactive, back-office function, FM should be embedded in the planning processes of the business, said Ian Cramp, director of Sigma FM. Get to know what your organisation’s business plans are for the next two years or more and see how you can help them reach their goals. Given the economic conditions, few businesses welcome surprises. Cramp suggested that FMs consider doing specific ‘audits’ of equipment from boilers to building fabric, to see how well the systems will stand up in the next 12 to 36 months at least.


Importantly, FMs should share this information, even though the audit may be bad news regarding failing equipment.

Cap-and-trade In the near future, environmental legislation will increasingly focus FM’s minds, Colin Malcolm, principal consultant at Environment Workplace Law, told delegates. The sector should look out for more cap-and-trade schemes, such as the recent introduction of Carbon Reduction Commitment. The principal will be on “polluters pay” rather than increased nondiscriminatory taxes, said Malcolm. The effect is to make polluting the environment more expensive than investing in technology and services to reduce an organisation’s pollution. Many firms might consider polluting the environment if the fines remain low, said Malcolm. But this risks tarnishing an organisaton’s corporate image, and FMs should remind the most senior management what the real cost of polluting is. A £300 fine could translate into millions of lost business because supplier selection demanded a clean environmental track record. Also costly for a company is paying out for a state-of-theart, eco-friendly building to save energy, only for it then to be poorly run. That is nothing less than money down the drain, said Neil Hewitt director of the Centre for Sustainable Technologies at the University of Ulster. FM

18/11/10 10:56:58


Wayne Tantrum, chairman of EuroFM, addresses delegates


A WORLD OF DIFFERENCE Economic and cultural barriers were on the agenda at FACEO in Birmingham this year CATHY HAYWARD

Dress codes mean one thing in London and quite another in Berlin, Paris or Madrid. That was the first revelation of a one-day conference on multi-country FM outsourcing organised by MCP and Faceo where the invitation had suggested business casual. “Our interpretation of business casual is different in different European countries” said Bruno Rees, the MD of Faceo Benelux admitting that he’d started the day without a tie and hurriedly put one on when he realised that most of the UK delegates at the Birmingham event were wearing one. “It just goes to show how different things are across Europe.” Despite being held in the UK’s second biggest city, the event had a real European feel with speakers from France, Germany, the Benelux countries and Ireland. But in many ways the different presenting styles and attitudes served only to accentuate the challenges of crossborder contracts – language and cultural differences being some of the key issues. Part of that is down to the different levels of maturity of the European FM markets, said Gaia Nocchi, a consultant at Frost and Sullivan who kicked off the day with a look at research into the European FM market. The UK has the largest integrated FM (total FM) market and has pioneered IFM in Europe; the German

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market is in expansion while in Scandinavia there is a diverse, challenging market; there is a high acceptance of IFM in the Benelux, while growth in France is still inhibited by strict labour laws. “European FM is very country specific – German and French end users tend to go to German FM providers, for example, whereas the UK, Benelux and Alpine markets are much more diverse.” She also pointed out that while French, American, Italian and Benelux FM providers are good at exporting their services outside their domestic market the German, UK, Austrian, Swiss and Scandanavian FM firms don’t do well outside their own country.

International contract growth Despite the differences across Europe, Nocchi predicted that there would be a huge growth in multi-country FM contracts. “By 2020 more than 70 per cent of end users will go for multinational contracts, compared to 40 per cent now”. The demand is there, Nocchi said, but suppliers need to be more international in their outlook.

Another challenge across Europe is that FM is still not seen as a profession, said Wayne Tantrum, chairman of EuroFM who added that it was his mission to professionalise the industry. One solution for that is a new European standard for facilities management EN15221. There is a vast difference in standards and terminology across Europe and EN15221 is a key means for the industry to become more professional and standardised. Tantrum, who used to be sustainability director at Interserve, and now runs his own business, argued that “it is often ‘management by hope’ at the moment for cross-border FM contracts,” “There is no common language, terminology or even a general agreement of what FM is,” he said. The EN15221 standard should change all that but only if people use it and participate, he added. But creating standards across the continent is challenging, added Ken O’Mahony, director of real estate and facilities EMEA for EMC2 who added that the issue of dress code was not only


different across different countries but also across industries – EMC2 is an IT organisation where ties are unknown. “We found that the average height of individuals is very different across Europe with people being much taller in Scandanavia than in southern European countries which means that you cannot standardise office furniture, for example,” he said.

Security concerns There were also issues about security – what can be recorded and kept in what country might not be acceptable in another. O’Mahony has adopted a ‘glocal’ approach for his European portfolio whereby regional suppliers are used. Chemical company BASF adopts a similar model, explained head of FM Europe Beatriz Soria Leon. FM has been done on a site-by-site basis but Leon is in the process of bringing it under regional FM providers and introducing one standard, a process she acknowledged was challenging but worthwhile. Faceo’s Rees described four FM service delivery models currently in use in Europe: a site-by-site approach; a country model; a sub-cluster level approach and a regional/ global model. While all have their pros and cons, Rees echoed Nocchi’s comments when he added that there was a definite trend towards multi-country contracts. FM FM WORLD |25 NOVEMBER 2010 |15

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15/11/10 11:18:40

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 Britain’s leading association for our profession, we’re here to advance your cause. Use our extensive network of training and expert advice to progress your career.

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Gain invaluable knowledge and contacts at our industry leading events and specialist networks. Increase your standing through our recognised professional qualifications and accreditations.

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17/11/10 11:39:26



BEYOND THE BEAN BAG Being creative is more than ‘thinking outside the box’, heard Cathy Hayward at Worktech CATHY HAYWARD

Walking into the British Library’s conference centre last week for the annual Worktech conference, you could be forgiven for thinking you were attending a 1980s university lecture. The delegates from the property, FM, IT, architect and design, and management communities faced a stage complete with an overhead projector and armchair. When renowned management thinker Edward de Bono took to the stage, it felt, whether by accident or design, that the audience were sitting at the feet of a master. Argument, he said, was a crude and primitive way of exploring a subject. “It’s negative, encourages fixed ideas without design, is an attack and a huge exercise of egos.” Instead of argument, de Bono called for more parallel thinking. “Instead of A getting angry with B, they must look in the same directions, but the directions vary.” In an inspiring presentation, where delegates were as fascinated by the way De Bono wrote on OHP sheets and discarded them across the stage, as with what he was saying, he talked about the concept of wearing different thinking hats to explore various aspects of a problem from the information required and the feelings involved to the negative risky aspects, the values and benefits, and creativity. This concept of lateral thinking has major benefits in the business

community, reducing management time in meetings to a tenth. Giving examples of where lateral thinking had produced major results, De Bono described how oil wells had been driven vertically for 80 years until the application of lateral thinking meant that they were drilled horizontally and brought in three to six times more oil as a result. Provocations can also encourage new ways of thinking, De Bono added, citing the example of him challenging Boeing to land planes upside down. “If you land upside down the wings give you a downward thrust. That strange provocation resulted in Boeing putting on another set of wings on the plane upside down, which meant that in an emergency they give the plane extra lift – 70 per cent of crashes happen because of a lack of extra lift. You start with a provocation and you end with an interesting idea.” Spending time with different people can also help you see things differently and generate new ideas, said Charles Leadbeater, an authority on creativity and innovation. “If you stay with the

same people you won’t have new ideas, so develop new relationships.” Location is also crucially important to the germination of new thinking and the office may not be the best place to do it. “Too much space in the working environment is pre-programmed, it announces what it does to and for you. I dread big companies when they say ‘let me show you our buzz room where we think up ideas’ and you see a space full of beanbags and painted orange and it’s always empty and dead. You cannot programme ideas into spaces.”

Innovative thinking But that is exactly what Ernst and Young claims to have done with Cube – an innovative collaborative space complete with interactive technology. “It is a richer experience than a standard meeting environment,” said Ralf Osswald who presented a video showing people demonstrating the technology. Other professional services firms have also followed a similar model. Delegates heard from both Alastair Young, head of property Europe at KPMG and Paul Harrington, head of property


at PWC about their new premises. But many delegates felt they hadn’t been innovative enough with their plans. One asked why PWC had desks at all if they believed flexible working environments were the future. “In time we’ll get to somewhere without desks but we’re not quite there yet; we have to provide workstations for all choices,” said Harrington. Young added that pushing people too far towards flexible working can cause conflict between customer and company. The challenges involved in the next generation of workplaces was all too clear from a group of three speakers giving presentations about different aspects of the workspace: the built environment, technology and management. Professor Michael Hulme, director of the Social Futures Observatory at Lancaster University described the potential clashes between the baby boomers and Generation Y, the digital natives. In what was by far the best presentation of the day, Ziona Strelitz, founder director of ZZA, agreed with fellow presenters that “centralised office palaces often frustrate sustainable working and living”. But the home was also not always conducive to work. Strelitz, an avowed lover of the office, argued that people miss the buzz of the workplace if they are away from it for too long. FM A longer version of this article is available on FM WORLD |25 NOVEMBER 2010 |17

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David Walker is facilities project manager at Northumbrian Water


his week conducting a tree survey T features high on the list but while waiting for the results to detect for any signs of ageing or decay, it’s on to selecting a external render finish and busily preparing for a job interview – the first in 15 years If you are a regular reader of the column you will know that gardening is not exactly one of my favourite past times. So this week started on somewhat of an exciting note when I had to conduct a tree survey. Our conservation team who tend to get excited and look after things like this are busy conducting a business wide initiative that involves assessing the safety of all trees on NWL assets – this has to be carried out to meet the business needs with regards to the duty of

care obligations and a couple of my sites fell under this umbrella. As with most things a consultant was appointed to survey the assets (trees) and a qualified inspector then assessed the trees from the ground level only. The survey assessed the trees structure and condition for any signs of aging, weakness and decay and from this I will receive a report highlighting any potential problems or dangers posed by the trees. On a much more interesting note I have also been busy selecting

the external render finish for the building. The brickwork to the lower section of the building is showing signs of aging and in places is patchy due to various repairs over the years where the replacement bricks did not quite have the quite the same colour as the existing. The render finish chosen provided us with a coloured cementitious finish which could be applied in one day depending on weather conditions; the advantage of this been the difference it would have taken to apply a more traditional type render therefore offering us some cost savings. It also offered us a low maintenance product which would not require any future painting – it would however, depending on some atmospheric conditions, require an element of cleaning from time to time. I mentioned in one of my

previous columns that I was thinking it may be time for a change with regards to my professional career and while I don’t in any way want to tempt fate I am actually going for my first interview in 15 or so years. This might not be something new to many of you who choose to move around quite a lot but as you see it is for me. The post is working client side and I have to prepare and present a presentation before the actual interview and I am actually looking forward to it. My next column will cover the trials and tribulations of the day, how I felt about the process and the outcome if it’s known by then. On a personal note it’s off to the Lake District for a weekend of cosy pubs, warm fires and good food. We are eating at a pub called the Drunken Duck – apparently a duck got into the cellar and drank some of the beer! FM

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


Darren Shiels, Head of Facilities Management, Ernst & Young asks on LinkedIn’s British Institute of Facilities Management Group: What do you value most; formal BIFM qualifications or experience as an individual and an employer? Paul Carder: Having been around a bit, and gone through “big corporate” assessment centres,

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I believe that most employers like education in the form of a good degree, MSc or even better, an MBA. There are some good MSc courses around for any FM that didn’t start out with a degree. Thereafter, I know from direct experience, that many companies require (or at least give a high weighting), at senior levels, to a chartered professional status - whether its as

a chartered engineer, chartered surveyor or management accountant! These are all tough routes, take a few years, and end up with a panel assessment of competency. But it is worthwhile. Of course, after a certain time/level of seniority, qualifications dont really matter much any more. Its more ‘what you’ve done’ than what your qualifications are. Barry Hardy: My particular

bugbear is individuals climbing rapidly up the corporate FM ladder who don’t have and don’t think they should have great practical, technical or building asset skills as core aspects of their capabilities believing that a good MBA, BA, BSc or MSc is all that they need to understand the very complex syntax of effective, smart and sustainable facilities management through 10,

20 to 50+ year cycles.


jackschofield At Worktech 10 conf, Matt Harvey referred to Optiagra, a new drug for middle-aged men who find it difficult to get their hopes up…


thefmguru wisdom, as always, from Stormy Friday: http:// - 14 topics FMs should understand

18/11/10 16:31:26

You can follow us at and cathy_fm_world facebook/fmworldmagazine





NAME: Wendy Cuthbert JOB TITLE: GRB global head of FM and head of CRES-UK COMPANY: Barclays Bank

Food for thought

Neil Fuller/managing director of Caterlink In recent weeks, many of us will have been focussed on the government spending review and considering what it means not only for our own budgets but for those of our clients and business partners. The Financial Times on 20 October highlighted the dramatic capital as well as day-to-day spending cuts that the school education sector faces: ‘The budget for the dayto-day funding of schools will creep up in real terms over the next four years, but the Department of Education faces cuts of 12 per cent to the budgets for the rest of its running costs – including education for 16- to 19-year olds. Capital spending is being more than halved.


Working out what went wrong

John Bowen/chair of BIFM’s Procurement Sig The other week I saw a post on the web from my pal FM Guru Martin Pickard to say that he was writing about accident investigation in facilities management, and how it was not about blame, but about learning. That is so very true and something that I’ve been passionate about myself for many years. One of my early jobs was in a major insurance business in the city and I used to have to collate papers from accident investigators into the files, and sometimes to retrieve cases from the microfiche (remember that?) archives.


One of the proudest moments of my career was winning the FM category at the Women in the City Awards 2010. I started my career as a metals analyst at Lehman Brothers in 1984. At the time of graduation I had hopes of becoming a scientist and starring on the BBC television programme, Tomorrow’s World. I look after services across Barclays corporate buildings across the UK from data centres to 1,700 high street branches, overseeing contracts including cleaning, catering, fabric and M&E. I was the first female head of FM at Sainsbury’s. I completed the first time FM outsourcing there and I am proud of building the IT systems and mobilising the service within three months. Mistakes happen and the biggest one we made this year was increasing catering tariffs across some of the Barclays sites without telling the business. I’ve learnt you have to engage with people across the business. There’s no such thing as over communicating. The biggest challenge I face is getting the right calibre of people into my team and supply chain.

Taking ownership

Karen Nodwell/director at Hays Facilities Management In my last blog I looked at how facilities management professionals can take a lead and really drive efficiency across the public sector. Since then Osborne has launched the Comprehensive Spending Review (CSR) and it is now much clearer where cuts are going to be made and what initiatives the government intends to use to support cost savings. These include the co-location of facilities and introduction of shared services, whereby support functions used by a number of divisions or organisations across the sector will be consolidated in a single provider.

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Getting to a senior level, managing a huge portfolio and having children demonstrates that women can juggle it all. If I can leave that legacy then I’d be happy. I look back to when I started my career in the City and remember how sexist it was. When I was studying for my MBA a chauvinist senior male member of staff asked me whether I had anything better to do with the housekeeping. FM WORLD |25 NOVEMBER 2010 |19

18/11/10 16:42:09



The King’s Cross development will throw up retail, accommodation and commercial buildings over the next decade. David Arminas hears how planners have ‘recession proofed’ the project

THE NEXT STATION evelopment taking place at London’s King’s Cross is much like any other large construction site – confusing to the onlooker, interesting to the curious, but otherwise not a clear indication of what’s to come. What is arriving, slowly but surely, is one of Europe’s most ambitious inner city regeneration projects. Like Rome, so goes King’s Cross. It won’t be built in a day, a year or even a decade. The last building will likely go up in 2023. Anyone wanting to get a peak into the what’s in store is advised to stop off at the development’s visitor centre, the old German Gymnasium, adjacent to the impressive glass fronting of the


new St. Pancras International station. It was opened in 2008 and around 30,000 people have visited it. Die Turnhalle, as it was called when built in 1865, was the home of London’s German Gymnastics Society. It was funded solely by donations from the German community and is possibly the first purpose-built gymnasium in Britain. The main exercise hall, with its 57-foot-high ceiling, has vast laminated timber roof trusses, with their original cast iron hooks from which budding Olympians swung from ropes as a form of exercise. Long forgotten sports were practised here, including Indian club swinging and broadsword

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practice. The timber mezzanine floor was installed in 1908 and is now available for hire as flexible event space. Immediately through the front doors is the massive, wooden scale layout of the future King’s Cross Central. It is here that the vision is laid out in balsa wood. The public squares, retail areas, the university with its accommodation, apartments and other business and commercial buildings. Planning permission was granted in December 2006 and July 2008 for nearly eight million square foot of mixed-use development. The permission includes up to 25 large, new office buildings totalling nearly five million square foot and 20 new streets along with 10 new major public spaces. King’s Cross Central is being developed by the King’s Cross Central Limited Partnership. KCCL is backed by Argent Group and Hermes Real Estate on behalf of the BT Pension Scheme. Argent is the asset manager for King’s Cross Central. Also working with KCCL is London & Continental Railways

Limited, which delivered on time and to budget the redevelopment of St. Pancras International, and DHL Supply Chain, a global provider of supply chain solutions. KCCL announced £250m of investment in the project, including £150m of equity from Argent, Hermes Real Estate, LCR and DHL. The £150m is going into infrastructure development, essential to attract buyers for the land. That announcement came just before the economic collapse and dip the property values. But KCCL is in it long-term so weathered the storm by selling only five of the 50 plots. Today, KCCL remains debt-free. Each phase of the development can be financed against the value of the land and any completed parts. The overall development strategy comes from the “collective ownership”, explains Nick Searl, project director for property developer Argent. Ongoing development can be owned and managed as a whole. From a facilities point of view, it allows for provision of district services, such

(right) left: Nick Searl, project director; right: Steve Wyman, MD at Broadgate

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New roads will improve access and attract investment to the inner-city site

as heat, power, water, recycling, telecommunications and IT. The infrastructure – services, roads, public spaces, energy centre – is expected to be mostly ready by 2013 by which time greater interest will likely be shown by prospective clients wanting to build their own premises. Searl explains KCCL will sell plots of land but with a fair amount of discretion. The strategy is to sell directly to occupiers and not speculative developers. The building’s owner must be committed to the development’s ethos of maintaining a lively community. Above all, it is a flexible development with few plans set in stone. Complimentary buildings will be encouraged as opposed to

a typical ‘King’s Cross style’. This will be managed by Argent which is committed long-term to the project, Searl said. In July, KCCL appointed Broadgate Estates to advise on the estate management of the development in the run-up to the first stage of completion. Importantly, the first building slated for completion is the University of the Arts London campus, which includes Central St. Martins College of Art and Design. When its doors open in September 2011, the campus will house around 4,500 students and staff and immediately become the development’s major focal point, says Steve Wyman, managing director of Broadgate Estates. If there is one building and its

environs that will define King’s Cross Central as a ‘people place’ and not a concrete jungle it will be the university. It will have around 433,600 square feet of space – new-build as well as the refurbished Granary Building, Eastern Transit Shed and East Granary Offices. New buildings will have lecture halls, theatres and studios. A large part of the university space will be open to the public, such as the “street” to be created with an ETFE roof across two long buildings. The front of the campus will be a large public space, leading down to the canal. Having the university, especially an arts university, means there will be a cultural life to the area, explains Wyman. Restaurants,

coffee shops, pubs and theatres are expected to be part of the student scene, both in the university itself and in the surrounding areas. Construction is being done by Carillion, Kier and sister companies BAM Construct and BAM Nuttall. BAM is also responsible for all landscaping within the development. Kier is building 250 apartments, a 600-space car park, leisure and commercial facilities and refurbishment of the Grade II listed 93-bed semi-circular Great Northern Hotel. Opening for the hotel, to be managed by the RAM Group, is scheduled just before the 2012 London Olympics. From a facilities point of view, a major attraction will be the energy centre, also being built by

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Due to open before the 2012 Olympics, the Great Northern Hotel will by run by RAM Group


Public Transport he development already has arguably the most complete public transport access of any similar development in Britain. Direct trains link the airports of Heathrow and Gatwick to the south and Luton to the north.


More than £2bn of public investment has been spent or is committed to new facilities and capacity. This includes the redevelopment of St. Pancras International rail station, opened in 2007 and home terminal in the UK of the Eurostar – central Paris two hours and 15 minutes away, or Brussels in under two hours.

Network rail has started work on refurbishing King’s Cross Rail Station, opened in 1852 to a design by Lewis Cubitt and terminal for the Great Northern Railway. Restoration and re-glazing of the Grade I listed roof will be finished in 2011.

Kier. Most of the superstructure is complete. Vital Energi is installing the equipment and will run the station for EDF. The centre, designed to provide low-carbon heat for the entire development, will include a primary electrical sub-station, three 3MW combinedheat-and-power engines and three 10MW thermal output boilers. The centre will supply around 80 per cent of the development’s energy needs. The centre will also be selling energy to the national grid. Regarding hot water, none of the development’s buildings will have boilers, but receive their supply from the energy centre. Just more than 60 per cent of the centre’s hot water output will be from CHP and the rest from traditional boilers. FM



Number of students and staff to be housed in University of the Arts campus


Number of plots sold on the site out of a possible 50


Estimated year of final building completion

The rail station will have a new concourse built on the west side. The old – and what was to have been temporary – covered concourse out front will be torn down. The area will be returned to being a public space that will again front the original and restored Cubitt’s arched stone façade entrance to the station.

The majority of work on the area’s public transport interchange will be finished by 2013. Importantly, new services through to Kent and also the Javelin service to London’s new Olympic Park will be operating in time for the 2012 Games.

Below ground, King’s Cross St. Pancras is already the largest Tube interchange with six intersecting lines.

Even the recently introduced so-called ‘Boris-bikes’ will be available. Parking spaces for around 800 of the rentable bikes – named after London Mayor Boris Johnson – will be set aside.

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Emprise Centre Stage at the National Theatre

It is generally acknowledged that outsourcing support services delivers management benefits and time efficiencies, but with The National Theatre realigning its housekeeping services, the true value of using a professional support service provider has been realised.

of cleaning standards but to think in a joined-up way about the challenges facing us in the coming years”

In 1976 when the National’s South Bank building opened, the economic climate was as challenging as that which we are experiencing today. The National has to ensure it receives a cleaning service that delivers the quality which upholds the theatre’s welcoming reputation but with financial sustainability in mind.

The Emprise opportunity at the National Theatre started in 2007 when the National’s management began thinking about how it managed its Housekeeping services. The theatre had previously managed cleaning contractors in-house, retaining their own supervisors and management structure to oversee this service. However, it became clear to them that the management of cleaners amounted to a substantial demand on theatre resources that could be reduced through moving to a completely outsourced cleaning solution.

“In the last three years we have worked in close collaboration with Emprise, not only to improve the quality and consistency

FMW. 2 fm9thapril.pdf 2-3

Patrick Harrison, Director of Catering, National Theatre

15/11/10 14:15:40

Advertorial The Challenge : The National Theatre required a service provider to deliver high service standards that contribute to the theatre’s aim to be as welcoming and accessible as possible and to provide a professional management structure whilst delivering a cost efficient proposition. The National selected Emprise in 2008 to deliver a total cleaning solution that did just that.

“We feared that communication might suffer. In fact the opposite has been the case.” Emprise has utilised personnel more efficiently to enable cleaning to be completed to a high standard but with a reduction in cost. Patrick Harrison comments, “It has been a pleasure to see long-standing cleaners working harder and more happily under the guidance of Emprise’s excellent on-site manager.” Emprise manages and delivers the National’s cleaning services including window cleaning, kitchen deep cleans and housekeeping across the three theatres and associated facilities. The National chose Emprise because of its proposal to create management efficiencies within a competitive pricing structure. Emprise have provided a value driven service that delivers effective communication, a culture in-keeping with the National’s and operates within a commercial remit that meets the theatre’s business objectives. “We feared that with our complex requirements, communication might suffer when moving away from in-house provision. In fact the opposite has been the case,” comments Patrick Harrison.

To find out more about Emprise’s work with the National Theatre and many other large blue chip, retail and leisure clients email, visit or call 020 7549 0800

FMW. 3

Flexibility delivers a visitor-centric solution The National Theatre is home to a vast range of activity, both on and offstage, reaching more people than ever before in many different ways, including extensive education and outreach programmes; Sunday openings; touring; and the recent introduction of live cinema broadcasts around the world. Day-long availability, seven days a week is, therefore, essential to supporting the National’s diverse requirements. Emprise completes a morning core clean before the theatre opens and then provides ongoing support throughout the day, seven days a week, remaining available until 11.00pm to undertake reactive works. Emprise’s ability to provide the flexibility to work around the theatre’s activities and help in the management of transition between events has been an important element in enabling the client to extract the maximum value and efficiency from their contracted services. “The National is a demanding and dynamic environment and the building is a major component of the brand. Providing a cleaning service that can adapt to suit these dynamic requirements is fundamental to sustaining a solution that works for the client,” comments Lesley Shearman, Executive Director of Operations at Emprise.

The Results: Emprise has provided professional management and supervision, which has generated significant time, management and financial efficiencies for the client to promote more effective use of assets. This has assisted the National in conducting its core business of operating this premier entertainment venue at peak performance.

emprise 15/11/10 12/11/10 14:15:58 17:17:38


Blair Fotheringham leads the FM team at the Burnley site

ENERGY SURGERY A committed group of employees, with support from the Eric White facilities team, has helped the St Peter’s Centre, a combined primary care and leisure facility in Burnley, to improve its DEC rating by over a quarter in the past year

he St Peter’s Centre, in the centre of Burnley, Lancashire, is a combined state-of-the-art leisure and primary health care facility housed in one building, which extends to nearly 20,000 sq m. The leisure centre includes two swimming pools, a fitness suite, a health suite, a café and sports halls. The primary health care centre houses a wide range of services over nine floors, including an out-of-hours GP service,


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clinics ranging from orthoptics, occupational therapy, physiotherapy and musculoskeletal through to dentistry, speech and language therapy, sexual health, retinal screening and audiology. District and school nurses, community matrons and visitors for the area are also housed within the centre. Burnley was identified as one of the government’s spearhead areas due to a high level of health deprivation in the city. St Peter’s has been a key tool in tackling

the health inequalities in the area. The centre, which is a joint project between Burnley Borough Council and the local Primary Care Trust, was designed and constructed by developer Eric Wright Group and was completed in 2006 at a cost of £29m. The mix of health and leisure facilities is thought to be the first of its kind in the UK and was procured under the LIFT model (Local Improvement Finance Trust). The Eric Wright Group will deliver facilities management services to the health centre for the remaining 23 years of the lease period while the borough council maintain the leisure centre. When the centre was built, energy efficiency was a significant consideration. The project was designed and constructed within a very short timescale to meet the requirements of external grants. As a result, the project team were faced with some financial and programme

restrictions. Construction commenced in January 2005, with the leisure element to be completed by March 2006 and the health element by September of that year. In 2009, the health centre received a Display Energy Certificate (DEC) rating of 112, which put it in the E category.

Changing mindsets The team started to consider all the areas in which they could reasonably improve energy efficiency. It was clear that although highly efficient lighting and plant had been installed, one of the biggest challenges would be to change the mindset of the people using the building every day. The Eric Wright team, led by Blair Fotheringham and his assistant Paul Truby, set up a user group within the health centre involving employees from all departments. Regular meetings

18/11/10 14:29:07




year in which the site was completed

£28m total cost of building


new DEC rating of St Peter’s, down from 112 in 2009

It was clear that although highly efficient lighting and plant had been installed, one of the biggest challenges would be to change the mindset of the people using the building every day

any new building takes a lot of time and effort and it is important to keep reviewing the settings as operational changes take place on a weekly basis. The team has to be particularly careful due to the building’s health centre function in which people are under regular clinical assessment. The key is to find the right balance with the internal air temperature.

to discuss operational issues were organised and the campaign to reduce energy started with support from the Carbon Trust in terms of providing ‘please switch off’ stickers. The stickers and posters were very effective. Many of the 500 staff at the health centre use a computer, and by reminding them to switch it off at the end of the day, the team were already starting to make an impact. The team also installed PIR motion sensors to minimise lighting usage. The response was very positive,

The results

St Peters.indd 27

which suggested that placing responsibility with staff increased their commitment to the initiative. As well as involving employees, Eric Wright further enhanced the building management software that has allowed them to fine-tune the controls for heating, ventilation and lighting. The above measures have allowed the FM team to gain a greater control of the building’s core temperatures. Finding the optimum set points and heating/ventilation levels in

St Peter’s Health Centre recently received a new DEC rating of 88, putting it firmly in category D, and well above the average rating for a building of this size. The team showed the certificate to the user group and gave them a like-for-like comparison over the previous assessment. It was clear that working collectively towards an achievable goal had captured people’s attention. A large contributing factor to the

improvement in the DEC rating was that the centre’s operational hours have significantly increased since it received the first DEC. This has slightly distorted the rating, but it is still an accurate assessment of the building’s performance. The aim is to continue to improve the energy efficiency of the building with the objective of improving the DEC rating still further. Year-on-year energy savings are encouraging, with a 12 per cent saving in electrical usage and a 13.8 per cent saving in gas. Further improvements are regularly introduced at the centre; LED lights have been installed in specific areas and voltage optimisation is also used. Solar panels with feed-in tariffs are also being considered. FM Blair Fotheringham is facilities manager at St Peter’s Health Centre in Burnley

FM WORLD |25 NOVEMBER 2010 |27

18/11/10 15:06:41


ionel Prodgers (right), former BIFM chairman, interviews the first director of the BIFM, John Crawshaw (left), in the second of a series of interviews with key players in the development of the facilities management profession.


Lionel Prodgers: you were the first director of the BIFM, how did all that come about and when did you first hear the term facilities management? John Crawshaw: After 29 years in the army I decided that if I was going to get a decent civilian job I had to leave before I was 50. I was fortunate to get a super job as director of administration of the consulting arm of Ernst & Whinney. I was the first nonaccountant in the firm to have such a senior executive position. It was tremendous fun. There were only eight partners and 50 consultants, but over a threeyear period, we grew to 40 partners and 500 staff. We were one of the first companies that went into ‘chicken coups’ – individual work stations that didn’t belong to an individual but were available for all to use. One of the first developments was with the eight partners. It was decided that we’d have a clear desk policy. So, I went in on the Saturday morning of the second weekend and they still had all their papers over their desks. So I picked them all up, put them into individual black sacks, tied a label on each one and left them in my offices. In the end, I had senior executive consultants charging in and saying ‘some so-and-so has removed all my stuff, where is it?’, and I would say ‘it’s there with your name on it, you didn’t clear your desk”. And after that it worked. All sorts of organisations were looking at the better management of office space. 28| 25 NOVEMBER 2010| FM WORLD

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HISTORY BOYS In 1993, John Crawshaw became the first director of the BIFM. Former BIFM chair Lionel Prodgers talks to him about the early days of the institute Illustration: Elisabeth Moch

It was a very exciting time. John deLucy had just joined the main firm as the facilities director – I had never heard of facilities management at that time. He and I met and he mentioned he was a member of the Association of Facilities Managers and that they were looking for a chief executive. I joined the AFM in August 1991. L: Were you the first permanent employee? J: Not quite, there was a secretary and a membership secretary but rather like my job at E&W it was another greenfield site. Between the 22 members of council, not everyone was convinced that they needed a full time employee, let alone an ex-army officer to do that job, so there was a degree of persuasion. Initially I was only responsible for the development of the membership and had no idea of the financial situation and

18/11/10 17:48:46


John Crawshaw career file BORN: 1937 in England, spent early live in India LIVES: near Uzes, France with wife Penny EDUCATION: Uppingham School CAREER:

people were reluctant to let go of what they had been doing on a voluntary basis – running the magazine, being treasurer and organising the conference. I had to bring all those people in, and then I discovered that we only had enough money to pay our salaries for another two months and the rent for another six, and that was all there was. The press started to take an interest in this new thing facilities management, particularly The Times. FM had a Small Business supplement every month and we were able to put over very gradually what facilities management meant and didn’t mean. But we needed to get bigger. Economies of scale in terms of members was vital. We couldn’t afford to continue with between 200-300 members and our merger with the Institute of Facilities Management (IFM) was a natural progression.

028-030 Interview.indd 29

L: Can you remember how long the discussions took between the AFM and the IFM? J: Talks about a merger had been going on before I joined, but it never came to much. For a while the AFM talked to the International Facility Management Association (IFMA) in the US about merging with them but again that didn’t come to anything. There was pressure from within the FM industry for us to consolidate. People were asking why there were two organsiations in this country when America was a bigger country and yet they only had one. The IFM was a subset of the Institute of Administrative Management. They had a broader base, but it was very much London-based whereas the AFM developed a regional structure around the UK which was run by volunteers.

1955 – 1957: Articled clerk, chartered accountant 1957 – 1986: British Army. Started as a national serviceman in the rank of gunner and subsequently commissioned. Converted to regular army and served in the airborne regiment (7RHA) and Parachute Brigade; rising to rank of colonel, having commanded a regiment in British Army of the Rhine (Germany) and on active service 1986 – 1991: Director of administration, Ernst and Whinney (later Ernst and Young) responsible for administration, finance, training and HR. As a member of the management team he assisted in the development and growth of the consultancy to a £5m business over five years 1991 – 1998: Director of the Association of Facilities Managers (AFM). On the merger with the Institute of Facilities Management in 1993, he was appointed director of the British Institute of Facilities Management. Over seven years in these two roles he became a recognised name within the FM Industry and played a significant part in the development and recognition of facilities management as a professional practice within the UK and internationally. His achievements include the introduction of a professional qualification and the provision of training and development for individual members and organisations, which developed a strong revenue income for the BIFM 1998: retired as a director following a serious illness. Crawshaw was for a short time non-executive director of the Resource Administration Group plc, resigning in August 1999 1999-2001: founded and managed Catalyst Management with Jane Bell, Graham Riche and John Swift until he took full retirement in 2001

FM WORLD |25 NOVEMBER 2010 |29

18/11/10 17:49:05



years, I’d run out of steam a bit and the institute needed taking on to its next stage. When you’ve been in any job for that period of time, you develop change but gradually the amount of change you generate lessens. Most people are very reluctant and don’t have the ability to stop and start again but most organisations do need a change in that top end of the infrastructure to take it to the next stage.

A huge amount of development was done by individual people who were real enthusiasts and very much prepared to give up their free time to run events. The IFM did not have that structure. The AFM had companies as members too, as well as individuals and it was that which differentiated us from the IFM. That was a point of friction which stopped dialogue for a very long time. Eventually the two councils started talking and it was agreed that provided the terms were right and the titles were right, the merger could take place. We put out about four different titles to be chosen and the membership decided on the British Institute of Facilities Management. I was allowed to stay as director of the new BIFM. L: So what were the challenges of being director of this new association? J: There were two challenges. One was financial; you couldn’t do anything without having money and so things like the annual conference and awards, the latter developed from the IFM, were important as they made us a lot of money. There was also sponsorship which brought in the commercial aspect, which the old IFM did not like. We never, for 30| 25 NOVEMBER 2010| FM WORLD

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example, paid for a single venue for members’ meetings, it was always done in the premises of members. We tried to keep down the cost of membership but I had to raise subscriptions in order to start paying the salaries. L: So growth really took off? J: Once we were one body it was very much easier. It cut out a lot of public debate. There were people who said I’m not joining the AFM because I’m a member of the IFM, or I’m not joining either because I don’t know which to join. We got members because people wanted to know what was happening and how to do things better. For instance, people who belonged to a company say in Slough would join the Home Counties group to see how other people were doing things, to answer questions like ‘how did they run the catering contract in house, and why?’. When I left in early 1998 I think we had about 3,000 members. L: I’d been the chairman of the BIFM for three months when you said “can we have a chat?” J: Yes, I had been diagnosed with cancer and we were living in France and I was commuting so there wasn’t a great deal of quality of life. And the other thing is that after six to seven

L: So what were the low points and high points of your period of office? J: I always found working to a council of 22 people very difficult and trying to get change approved or the authority to do something such as employ somebody else was a real struggle. And if you go to 22 people you get three people saying I’m not sure you should. But there were many high points. Going round the country and meeting people from all sorts of FM backgrounds was

fascinating, as was working in a commercial environment and having direct responsibility for the bottom line. L: What’s changed since you left FM? J: It’s interesting that really nothing much has changed. The subjects are deeper perhaps, but they’re still the same subjects. I still get FM World, and a few years ago I was asked if I would make a contribution to the magazine about what had changed. And I said that reading the magazine I don’t think anything has changed. The big desire during my time was that facilities management should be in the boardroom. I can remember many people getting upset about the fact that it was hugely important but wasn’t in the boardroom. And still the major problems was reaching a definition of what facilities management actually is. It was, and still is, poorly defined. FM


History lesson: the FM journey he BIFM has launched a project to create a comprehensive archive of the history of facilities management in Britain, including the institute’s own development. The BIFM wants to hear from people who were around in those pioneering days. Of particular interest are those FMs with insight and knowledge of the two organisations that came together in 1993 to form the BIFM – the Institute of Facilities Management and the Association of Facilities Management. If you have any hard copy material about the early days of what we now know as FM, please get in touch with the BIFM. Information is needed on the development of the BIFM, or its predecessors, for the period prior to 2000, such as minutes of the association’s councils, specialist groups, regional groups, members’ newsletters, conference programmes and papers. Many of these documents may be tucked away in people’s personal archive boxes in their store-rooms or roof space. Please contact Graham Briscoe at with details of what you have. All material donated will safely deposited and catalogued for retention in the BIFM archives.


WATCH Lionel Prodgers talk to John Crawshaw about the early days of facilities management at

18/11/10 17:49:25

hot dates Planning your future with us January 2011 18-20 Understanding FM Foundation - (optional) ILM Level 3 Award in FM - FULL 19-20 Creating a High Performance Workplace 24-28 IOSH Managing Safely 25-26 Managing Relocation, Fit-Out & Move February 2011 1-3 The Professional FM 2 [Intermediate] 2 Disaster Recovery & Business Continuity 8-10 The Professional FM 1 [Intermediate] 8 The Tender Process 9 Contract Management 10 Negotiating to Win 14-18 NEBOSH General Certificate in Occupational Health & Safety [WEEK 1] 0207 404 4440

Good practice The BIFM Good Practice Guide to Risk Management is now available for members on the BIFM website at

Non-members can purchase a copy for £10 by calling 020 7880 6229 or emailing

FM WORLD |25 NOVEMBER 2010 |31

FMW. 31

18/11/10 13:52:48



Paul Caddick is managing director at safety compliance specialists PHS Compliance



n the event of power supply failure, I emergency lighting will provide essential temporary illumination, as required by several key health and safety regulations As the Health and Safety Executive states: “Employers have a general duty under section 2 of the Health and Safety at Work Act 1974 to ensure, so far as is reasonably practicable, the health, safety and welfare of their employees at work”. Fulfilment of this duty and section 4 of the Act requires a range of provisions and one key area is emergency lighting. Knowing what lighting must be provided, tested and maintained is therefore essential for any duty holder. Like most essential provisions in the workplace, legislation for emergency lighting begins with the Health & Safety at Work Act 1974. Added to this act are specific regulations such as The Workplace (Health, Safety and Welfare) Regulations 1992, which cover a wide range of basic health, safety and welfare issues and apply to most workplaces. They cover not only the employees of an organisation, but also the people who use the premises. Other regulations also cover aspects of emergency lighting, for example, The Building Regulations 2000 detail the requirements for new buildings and major refurbishments and The Fire Precautions (Workplace) Regulations 1997 state that “Emergency routes and exits requiring illumination must be provided with emergency lighting of adequate intensity in case the lighting fails”. In practice, the guidance on how to deliver against these regulations

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comes from the British Standard BS5266 Part 1 2005, the Code of Practice for Emergency Lighting. Emergency Lighting Essentials The Workplace (Health, Safety and Welfare) Regulations 1992 state that automatic emergency lighting, powered by an independent source, should be provided where sudden loss of light would create a risk. Clearly, it is vital that emergency lighting comes on if other lights fail as in the case of an emergency and that the light provided is sufficient and sustained so that the people

in the premises can be safely evacuated. Therefore, consideration must be given to: ● The

provision (the system) Light output (measured in lux) ● Its reliability and sustainability (fail-safe operation and duration of continued operation) ●

Provision The purpose of emergency provision is detailed in BS5266 as to fulfil the following functions: ● To indicate clearly and unambiguously the escape routes ● To provide illumination along such routes to allow safe movement towards and through the exits provided ● To permit operations concerned with safety measures ● To ensure that fire alarm call points and fire fighting equipment provided along escape routes can be readily located

There are three main types of systems for emergency lighting; non-maintained, maintained and sustained. Non-maintained operates only in the event of mains failure. Maintained operates all the time the building is occupied and sustained operates all the time on mains power and then, like non-maintained, uses battery power in the event of mains failure. TESTING TIPS ● When emergency lighting is tested the engineer will create emergency

conditions by simulating mains power failure ● The emergency light must then provide illumination that meets the

output lux levels recommended in BS5266 ● For this to be checked, the engineer will require a light meter ● In order to get an accurate measurement, ambient light should be

discounted from the lux readings

Light Output Critically, the emergency illumination provided should be appropriate to the type of premises and its occupants. BS5266 recommends horizontal illumination of not less than 0.2 lux at floor level on the centre line of a defined escape route and 0.5 lux minimum for anti-panic areas. For escape routes of up to 2 metres wide, 50 per cent of the route width should be lit to 0.1 lux minimum. Reliability and Sustainability The required operating duration for emergency lighting varies according to the type of system. From a minimum of one hour for a sustained system, two hours for a non-maintained system and three hours for a maintained system. The Fire Precautions (Workplace) Regulations 1997 recommends that continued maintenance and testing must be correctly carried out. This typically means annual testing to simulate mains power failure, forcing the emergency lighting to operate and use its emergency power supply. This test must check the satisfactory operation of each luminaire for a duration appropriate to the type of system and establish that the light output is sufficient to meet standards requirements. Battery life should also be checked and once mains power is restored the engineer should check that all batteries are recharging. For safety, emergency lighting testing or ‘discharge tests’ should be carried out in unoccupied premises or unoccupied portions of those premises. In permanently occupied buildings it is recommended that testing is phased so that every other luminaire is tested. FM

18/11/10 17:12:56




This case concerned a claim for professional negligence against the Defendant firm of valuers, Colleys, who the judge had previously found had breached their duty to Mr Scullion in relation to a valuation report for a property that he had bought on a buy-to-let basis. Colleys gave a valuation for the capital value of the property and also the rental which Mr Scullion could expect to receive from it. Both values were in excess of that which the judge found to be the true value. Mr Scullion argued he was entitled to damages to reflect the fall in the value of the property between the date on which it was purchased and the date upon which it was eventually sold. Claims He claimed that he had only bought on the basis of Colleys excessive valuation and that it was foreseeable that if the valuation was inaccurate he would be forced to sell and might do so at a loss if the market fell. The reason Mr Scullion argued the case in this way is because he had managed to negotiate a substantial discount on the purchase price and so actually paid slightly less for the property than its true value. If one therefore considered the difference between the amount he had paid and the value of the property, he had suffered no

Safety first for Scotland More than forty Dumfries businesses took part in the first of a series of free health and safety events planned to take place across Scotland. The aim of the event, organised by the Partnership for Health and Safety in Scotland (PHASS), was to encourage small businesses to take responsibility for leading on health and safety in their business.

Crane hook kills worker

capital loss as a result of their negligence, albeit he had suffered a loss as a result of the inaccurate rental valuation figure. The court considered this argument in light of the important decision of the House of Lords in a case known as SAAMCO. In that case Lord Hoffman drew attention to the connection between the scope of the duty which the law imposes on a defendant and the questions of causation of loss. He explained that normally the law limits liability to those consequences which are attributable to that which may be wrongful. There is a difference between a duty to provide information for the purpose of enabling someone else to decide upon a course of action and the duty to advise someone as to what course of action to take. Applying these principles in this case, the judge found that Mr

Scullion could not recover any compensation for any fall in the value of the flat due to market movements in the period between the purchase and its eventual sale. Plainly companies that engage professionals are entitled to rely on their advice and it is right that they should have the facility to sue them when things go wrong. Such actions are increasingly common at the moment because of market conditions, and often substantial recoveries can be made. However, it is important to bear in mind that the entire loss suffered is not necessarily the same as the amount recoverable from the professional. FM Beverley Vara is a partner and head of real estate litigation at Allen & Overy LLP

A Cardiff-based recycling company was ordered to pay over £230,000 after an employee died following an incident at its premises. John Penhalagan was employed by Celsa Manufacturing when he was struck by a crane hook weighing 3.7 tonnes used to convey ladles of molten steel in the firms new ‘melt’ shop on 30 May 2007. A HSE investigation found that while there was no mechanical defect with the crane, the hooks were able to move at head height near to operators on the ground without adequate safeguards.

Poundstretcher faces fine National discount chain Poundstretcher has been fined £51,500 at Leeds Crown Court for seven offences under the Regulatory Reform (Fire Safety) Order 2005. The offences at Poundstretcher’s Castleford store in West Yorkshire included a failure to take adequate fire precautions for employees and people using the shop, a failure to review fire risk assessment, blocked emergency and exit routes, as well as not giving staff adequate training.

NEED SOME GOOD ADVICE? The Good Practice Guide to SELECTING FM SOFTWARE The BIFM publishes a series of good practice guides which are free of charge to all members. For a full list of titles or to download the guides visit Non-members: call 020 7880 8543 to order your copy

FM Legal.indd 33

FM WORLD |25 NOVEMBER 2010 |33

18/11/10 17:18:11



John Lane leads Cundall’s IT and communications team


restricted earth fault relay is used to protect data centre transformers from serious electrical damage. John Lane explains the risk when they fail


On a site where the original installation was about two years old, Cundall was involved in the expansion of the data centre to provide a second data hall. As part of the commissioning, we asked the supply authority to change the trip setting on the 11KV side of the ring main units to reflect the increase in the maximum load setting from 800KVA to 1400KVA.


The problem

Data centres make significant demands on the local electricity supply and the normal solution is to provide them with a dedicated supply at 11KV, with an on-site transformer. Data centre operators can choose to have the incoming supply metered at 11KV and own the 11KV transformer(s). A popular scheme for medium-sized data centres is to have an 11KV supply in the form of a ring with two transformers in a 1+1 arrangement. In this scheme the supply is delivered through two 11KV ring main units each of which can be separately isolated and provides facilities for the supply company’s metering and a restricted earth fault current trip. The main protective device on the low voltage side is downstream of the transformer and the feed cables into the

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building. If there is a fault to the earth in one of the transformer windings or one of the feed cables into the building there is a risk that the transformer will explode. A restricted earth fault relay is used to protect the transformer.

While we had the supply company’s HV engineer on site, we decided to test the restricted earth fault relay. Even though the original installation was only two years old, it did not work. There are a number of designs that switch gear manufactures use for restricted earth fault relay circuits but the 11KV ring main units used in the UK need 12 or 24 Volts to trip them. The circuit must work even if the incoming supply to the board is shut down, so switch gear manufacturers use a 12 or 24V battery. In this case, the battery was nothing more than the small sealed NiCad type often used for burglar alarms. Although

there was a warning light to show if the battery charger was working, the circuit needs the battery to be in a good state to trip the 11KV ring main unit. On this site, the battery had failed, possibly due to over charging.

Hard to detect The restricted earth fault relay is a simple device but regular testing is difficult and involves close cooperation between the customer and the supply authority. A failure of this protective circuit will not show up until a fault develops which could have serious consequences. An 11KV supply can deliver very large amounts of energy and a transformer explosion can endanger life and property. Batteries and battery charges in switch gear should be of high quality and regularly inspected. Small sealed batteries may not be suitable for critical protection circuits. Electricity supply authorities will charge to come out for testing, but their HV engineers are usually knowledgeable and willing to help customers who only have LV experience. FM

Trip hazard A restricted earth fault relay is very similar in principle to a residual current device in a domestic circuit. The restricted earth fault relay uses four current transformers to compare the currents in the transformer phase and neutral cables. In the absence of an earth fault, the currents will sum to zero. If there is a fault to earth, the currents will no longer sum to zero and the relay will trip. In order to protect the transformer, the trip signal is sent to the supply authority’s 11KV ring main unit.


11KV/400 transformer L1 0.05A

L2 0.05A



0.05A 0.65A

Ring out




18/11/10 11:43:14



Martin Atkinson is managing director of PiMS Workspace


ollowing the launch of Boris Johnson’s cycle hire service in London this summer, the pressure on companies nationwide to provide adequate facilities for cyclists has increased. Here’s a guide to preparing your building to support bike riders


The rewards for providing a few basic facilities for cyclists will more than outweigh the initial investment. As well as the obvious benefits such as improving productivity and attendance by creating a fitter, healthier workforce, it’s good news for corporate social responsibility: the average person making a typical daily car commute of four miles each way would save 0.5 tonnes of CO2, or 6 per cent of their annual carbon footprint by switching to cycling. By reducing the number of cars at the workplace, you may also free up valuable land for development or subletting. The cost of cycling equipment can be treated as capital expenditure, meaning employers can claim capital allowances against it, and by showing your organisation’s support of bike riders, your brand will be boosted and staff retention is likely to benefit. So how do you gear your building up for cyclists?


Start with a survey

Your pitch to the boardroom for encouraging cycling will be strengthened enormously if you can produce a few hard facts that support your proposals and show them to be good value. A travel survey, site audit and action plan process will identify deterrents to cycling as well as

How to.indd 33

providing solutions. A companywide survey will draw together the basics, such as how employees currently travel to work, and how many live within easy cycling distance of your workplace. Other questions should include how many people would give cycling a try if conditions were improved and what sorts of improvements do staff think are needed.


Install showers

If you can afford the space and installation costs, a shower room will be a great help for cyclists coming a distance or during summer months. They are likely to be used by non-cyclists too: joggers, motorcyclists and perhaps employees who want to wash and change if they are working longer hours than usual. Your travel survey should enable you to calculate how many showers are needed. If showers on-site are out of the question, investigate the possibility of arranging a deal with a local private gym to let staff use their changing rooms.


Lockers/ drying room

If showers can’t be accommodated and there isn’t a cooperative gym nearby, you’ll still need to provide a place away from the main working area for cyclists

to change, hang damp clothes and freshen up for the office. Providing clean towels is inexpensive, but will be very much appreciated. Lockers will also be required for users to store items such as helmets, jackets and panniers.


Invest in secure storage

Good quality cycle parking is often cited as the most important provision an employer can make for cyclists, as theft is a constant problem and a major inconvenience. There are plenty of devices available at a wide range of prices, but some are much better than others. Avoid those that simply hold a bike by its front wheel, as many modern bikes have quick release fittings on wheels, meaning a thief simply has to flip a catch to steal most of the bike. Speak to seasoned cyclists for advice on the best products available and make sure you install them in a location near to a building entrance, with adequate lighting and plenty of spare capacity for visitors. Try to position stands where staff can see who is coming and going. If your premises has CCTV, place the stands within range. In areas where theft rates are severe, concealing

bikes completely with fences and lockable gates or providing space for storage inside the building might be an option.


Provide a communal tool box

This will be one of the cheapest facilities you can provide, but it will be invaluable in showing your support and consideration for cyclists. It’s a trust-based system, but staff will generally respect that (some may even donate old or duplicate tools), and replacement costs for any missing items will be insignificant. Try to store your kit in an area where minor repairs can be carried out.


Promote your service

Good signage for cyclists will not only help staff and visitors to find facilities, it will also promote to the whole workforce and clients that your organisation is forward-thinking enough to provide this benefit. One big concern many people have about getting on the bike is traffic safety, so make tips and maps available, and don’t forget to add cycle routes and parking details on the ‘how to reach us’ section of your company’s website. FM

FACILITIES TO CONSIDER ● A pool bike to be used by anyone who needs it for a work related journey ● Hair dryers and a tumble dryer for wet clothes or towels ● A mailing list for cyclists within the organisation for news and updates (make sure any potential cyclists can easily access this too) ● Cycling proficiency training to teach skills, confidence and safety on the roads. Cycle maintenance courses are also very useful (many local authorities offer free or subsidised training for people who live or work in their borough) ● Enforcement of a 20mph maximum speed limit on your site ● Registration with the government-backed Cycle to Work Scheme – whereby employers can purchase bikes tax-free for staff to use

FM WORLD |25 NOVEMBER 2010 |35

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Percentages 6 5 4 3 2 1 0 -1 -2 -3 OctJanAprJulOctJanAprJulOct 2008 2009 2010 RPI CPI RPIX

Consumer Price Index (CPI) Annual inflation was 3.2 per cent in October, up from 3.1 per cent in September. The largest upward pressures to the change in CPI inflation came from: fuel and lubricants, financial services, games, toys and hobbies and alcoholic beverages and tobacco. The largest downward pressure came from food where there were widespread downward effects. The most significant downward pressures came from vegetables and meat. Within vegetables the largest downward effects came from potato crisps and cauliflowers. The main downward effects in meat came from pig related products where it has been reported that healthy stock levels have helped push prices down. Source: Office of National Statistics (


From 1 April 2010 Standard rate Lower rate

» £48 » £2.50

per tonne per tonne

Note: Budget 2009 announced that the standard rate will continue to increase by £8 per tonne on 1 April each year from 2011 to 2013 inclusive and that the lower rate will be frozen at £2.50 per tonne until 31 March 2011.

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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.

The outlook for UK day-ahead and contract gas prices is neutral, said the European Energy Buyer report from Energyquote JHA. December contract prices were expected to follow prompt prices, it said, while winter 2010 contracts would be influenced by the petroleum market. German industrial production figures and initial estimates of third-quarter growth in the euro zone had the potential to influence gas prices across Europe. For UK electricity, the outlook for the prompt market was neutral/bullish, while the curve was neutral. Source: Energyquote JHA Gas Indicative prices for September 2010 contracts (based on fixed price single site contracts) p/therm

Firm 25,000-

% change 1 mth

3 mths

1 yr

















100,000 therms Firm 100,000-1m therms Interruptible <1m therms Interruptible >1m

The property sector was second slowest at 35.14 days beyond terms, an improvement from last year’s 39.64 days. Business services fares better at 20.76 days beyond terms while building and construction is similar at 20.89 days. The south-west saw the biggest improvement in payment performance since Q3 2009, going from 18.36 to 16.68 days beyond agreed terms on average. The three regions to see late payment times worsen year-on-year were Yorkshire (from 23.67 to 24.34), Scotland (from 23.76 to 25.51) and the North-West (from 26.43 to 27.15). “Payment performance is marginally better than it was this time last year. News that the EU Parliament has approved a 30-day deadline for businesses to be paid may encourage organisations to take a closer look at their payment performance,” said Joe Myers, head of commercial credit at Experian. “Payment performance information is a great indicator of a company’s financial health and all businesses should ensure they have a view of their customers’ payment track records to help manage cash flow and assess credit risk.” Source:


therms Electricity Invoice-based all-inclusive prices, August 2010 p/kWh

% change

100 kW-plus sites





1 MW-plus sites





Source: EnergyQuote JHA


UK businesses paid their bills quicker in Q3 2010 compared to the same period last year, according to the Late Payment Index from Experian. During Q3 2010 businesses paid their bills an average of 22.61 days late, half a day quicker than the average of 23.17 days in Q3 2009. Micro businesses (1 to 2 employees) were the fastest payers in Q3 at 19.43 days on average. But although the largest businesses (500 and more employees) continue to be the slowest payers, they led the improvements from Q3 2009 to Q3 2010 – from 39.33 to 35.31 days, over four days faster. The biggest improvement came from the Spirits, Wine and Tobacco sector, which went from 19.18 to 15.95 days in Q3 2010. Agriculture, Forestry and Fishing trade remained the fastest paying sector (at 9.86 days late) while the Postal and Telecommunications sector is now the slowest, averaging 39.13 days beyond terms.

National minimum wage Accommodation Category of worker offset: the daily Aged 22 and above rate of the Aged 18 to 21 accommodation inclusive offset is £4.61 Aged under 18 (but above compulsory (£32.27 p/w) school age) for each day Apprentice rate, for accommodation apprentices under 19 or 19 or over and is provided. in the first year of

Hourly rate from 1 Oct 2010 £5.93 £4.92 £3.64


their apprenticeship

London Living Wage: £7.85 per hour (from 9 June 2010) Glasgow Living Wage: £7 per hour Oxford Living Wage: £7 (£7.10 ph for council employees) Manchester £6.74 for directly employed council staff The Welsh Assembly recently agreed a living wage of £6.70 per hour for its employees £7.60 is the national living wage as recommended by the Jospeph Rowntree Foundation

18/11/10 18:07:27


Stepping it up: Support programme for members


BIFM supports members


The BIFM has launched a new support programme to help members upgrade their membership. The Step up your Membership programme offers weekly support and guidance via email and is designed to enable members to complete their Personal Professional Review in bite-sized sections or ‘steps’. “In today’s competitive business environment it has never been more important to ensure that facilities managers have the individual recognition they deserve. By creating the Step up your Membership programme we hope our members will feel better supported in achieving the grade of membership their skills and experience merit,” said Sarah Hunnable, head of services at the BIFM. BIFM launched its new assessed grades of membership to complement the range of new qualifications introduced in January 2010. Hunnable added: “The rigorous assessment of the BIFM membership ensures that it recognises the skills and experience of individuals within the facilities management industry. “Most of our members already undertake CPD weekly, and we are saying, ‘why not formalise this?’ Depending on your eligibility and the route you personally need to take to upgrade, by giving one hour a week it is possible to upgrade in as little as three weeks.” i For information and to sign up visit stepupyourmembership. In addition to the weekly e-support, individuals signing up to the Step up your Membership programme are able to receive tailored advice and guidance by phone from the membership team on 0845 058 1358

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KEEP IN TOUCH » Network with BIFM @ » Twitter @BIFM_UK » LinkedIn » facebook MEMBERSHIP

Spreading the word

beyond personal and professional advancement. Recommend a colleague and the rewards start immediately with a free £20 Amazon voucher. For information on how to take advantage of Member Get Member please visit the Manage my Membership section of the BIFM website. MEMBERSHIP

Perhaps you’ve been meaning to ask a colleague or friend for some time about joining the BIFM, or perhaps you have acquaintances that you haven’t previously considered but who might be interested in the benefits that BIFM membership can offer. Why not introduce them via Member Get Member. The benefits and services of BIFM membership can reach far

Manage your membership If you are a current member of the BIFM, you can manage your membership from the Manage my Membership pages. These pages are set up so you can reap the rewards of BIFM membership. As a member of the British Institute of Facilities Management we offer you a range

IN THE CHAIR Name: Sarah Hunnable Job title: Head of services BIFM role: Responsible for services to individual, group and corporate members.

of benefits and services. To make full use of the benefits and services on offer, please visit the “How To...” page, which is a page within “Manage my Membership” to help you in finding out how to access all that BIFM Membership offers you. i If you would like to discuss any of this further, contact the membership team on 0845 058 1358 or via email on membership@


To tweet or not to tweet Social networking allows individuals to network with likeminded people on the move while keeping up-to-date with an area of interest. A tweet or two goes a long way, so long that your message could reach hundreds, even thousands of people in minutes – now that really is something. You can follow the BIFM’s activities on Facebook, LinkedIn as well as Twitter and the website. In October, we launched a new social networking site called NetworkwithBIFM, which provides a way for members to connect and collaborate with each other via videos, groups, events and forums, offering networking opportunities within our profession. FM WORLD |25 NOVEMBER 2010 |37

18/11/10 16:59:42

Ian Broadbent is BIFM chairman Please send your news items to or call 0845 058 1356


New corporate members The following organisations (in the areas indicated) joined the BIFM as corporate members last month: Diageo – FM supplier Gardiner & Theobold LLP – Consultant Lexington Catering – FM supplier Microfix Relocation Services – FM supplier Ottimo Property Services – FM supplier PeopleCube – Product supplier Programme Management – FM supplier ROC Relocations – FM supplier Scanda Lifts – Product supplier i For full details, visit


The increase in new members by region during October 2010 was:

Midlands 0.9% Scotland 1% Ireland 1% South 1.4% South-west 1.4% North 1.4% East 1.5% Home Counties 1.5% London 2.1% International 2.2% 38| 25 NOVEMBER 2010| FM WORLD

37-39 BIFM news.indd 37


ave you ever sat there and wondered how it all started, the universe I mean, not FM. It’s a scary thought when you sit and think about it and certainly beyond me to find an answer to. Equally though thinking about it, how and when did FM start? I think we all have an idea of when but I wonder who originally coined the phrase Facilities Management. I noticed, incidentally, when I was in the US that they use the phrase Facility Management, I think if I was working in the industry I would find that quite frustrating but maybe it’s just one of those vagaries between our common language. To be a pioneer must give an amazing amount of satisfaction and I wonder whether the people who pioneered FM at the time realised what they would end up creating in terms of the global industry, network and family that we now live in? So what will the next big innovation in our industry be or what direction will we take next? Have you ever considered how you could be part of that, maybe you have an idea that you just haven’t taken any further or maybe an opinion that you haven’t tested with your industry peers. I’m a regular user of Twitter and LinkedIn and I wonder if the founders of these “everyday tools” realised quite what they were creating at the time? To have that initial idea and follow through and become an international sensation must be a great feeling. Of course it’s important that they are kept fresh and some say already that Twitter has had its day and has been overtaken. I think this is a really important thing to be aware of as we go about our everyday work within our businesses. Time doesn’t stand still and as our industry and/or our business moves on we need to move with it, or better still stay one step ahead. So how do you do that? Well there are some simple things to start with such as: 1. Reviewing the strategy of your business and ensuring your FM strategy is aligned. 2. Look at the goals for your team, self and business, ensure they too are aligned and that you live and breathe them. 3. Get out and look at what your industry peers are doing; I am sure there will be a business in your area happy to throw open the doors and share ideas and good practice. 4. As a BIFM member you have access to all the online resources, events, good practice guides, groups and networks. Make sure you use them. 5. Ask for feedback from your team, customers and other stakeholders. So if you do have that great idea or innovation or simply want to know what’s going on why not engage and let people know, or maybe just engage to find out what other people are talking about? Remember we can be found on line at and our networking site is at www. You can read more from me on my weekly blog linked from the BIFM website or catch me on Twitter @ ibroadbent_ bifm. I look forward to hearing from you.



18/11/10 17:00:00




First BIFM Level 4 celebration BIFM Training (Quadrilect Ltd) is delighted to celebrate a first in-centre achievement and congratulate the first successful learner to achieve the BIFM Level 4 Award. We launched our delivery of the Level 4 Qualifications in May this year, and to date we have 53 learners enrolled, 36 of whom have already started or completed their qualification.

Level 4 qualification The qualifications at Level 4 provide a broad understanding of facilities management for experienced operations managers who are responsible for a range of FM functions and are also suitable for managers wishing to extend their operational activity. We deliver the Award, Certificate and Diploma, and offer a comprehensive study plan using a selection of highly regarded BIFM Training programmes with full course documentation, online learning where appropriate, further recommended reading and expert tutorial support. For each unit selected learners have to complete a work-based assessment to be submitted post their tuition and tutorial support.


Rounded training Learners are offered a rounded training experience to successfully complete their unit assessments. The tuition is delivered via the long-established and well regarded BIFM Training programme.

37-39 BIFM news.indd 38

It covers not only all the required learning outcomes and assessment criteria but also some additional topics, designed to help you with your job as well as contributing to other units within the Level 4 Qualifications. Our wide selection of FM tuition programmes offer you great flexibility with your study timetable. Each learner is provided with a detailed schedule outlining tuition and assessment dates and you are supported throughout the process by our team of expert tutors. i For information on how you can attain a Level 4 Qualification through BIFM Training [Quadrilect Ltd] contact us on 020 7242 4141 or visit fmqualifications.htm.

We have further plans to deliver BIFM qualifications at Levels 5 and 6 in early 2011, if you would like to register your interest please drop us an email at info@ or just give us a call on 020 7242 4141


Need to find a BIFM member? Need to find a BIFM member or corporate contact? That’s what the BIFM individual and corporate directories are for. On the BIFM website you will find “Directories” on the top tabs, click on this and then choose Individual or Corporate. You can then search for people and companies via name, town, country or region. An easy way to contact someone if you have lost that all important business card.

he year is nearly out and despite feeling like 2010 has flown by, it has certainly been an exciting time for BIFM Training. We have grown and continued to shape our services in tune with market needs, delivering an unparalleled range of opportunities for your personal and professional development. While maintaining the strength and reputation of our CPD courses on the FM training programme, many of which have long been accredited and formally recognised by other institutes and awarding bodies, we have also developed a much stronger foothold in the qualifications market this year. The employment market is getting tougher and the need to stay on top of your game and continue developing professionally is therefore vital. We recognise that despite widescale cutbacks for many, where money is being spent, it’s being spent wisely and the attainment of a formal qualification in addition to CPD training is becoming increasingly popular. Without a doubt continuing to build up your portfolio of skills and knowledge is an undeniable part of your career and the value of training, and how it can really make your CV stand out, is perfectly illustrated by one of our past delegates, Neil Tilley. Having been made redundant from ABN Amro bank where Neil had been for 14 years he focused on his own personal employment campaign. He strongly believes that his continuous investment in FM training throughout his career and his membership to the BIFM led to him successfully attaining his current position as facilities officer for the Independent Parliamentary Standards Authority. Neil is living proof that investment in developing your skill sets and being part of a greater professional community pays dividends in the job market. We have also continued to work closely with organisations across both the public and private sectors across the UK and overseas too, delivering customised in-house solutions and assisting our clients with professional development and consultancy. Many of our in-house clients are going for the ILM Level 3 Award in FM with the opportunity to progress with higher level FM qualifications. In terms of overseas delivery, last year we made our debut in Dubai and have since rolled out more public courses across the Middle East. We have also repeated courses in Angola, and expanded our range in Russia this year too.


i For information on our range of courses, qualifications and learning and development services visit our website, call us on 020 7404 4440 or email

FM WORLD |25 NOVEMBER 2010 |39

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Call John Nahar on 020 7880 6230 or email For full media information take a look at


FM innovations ▼PHS Records Management achieves vaulting ambition While all documents stored with PHS Recordsmanagement are in safe hands, the Secure Document and Data Management Company realises that its clients value some records more than others. With this in mind PHS Recordsmanagement has installed a brand new state-of-the-art vault within its facility serving the London area. Constructed to Ministry of Defence specifications with a minimum of 6” walls and with electronic keypad access by security vetted staff, the vault provides the ultimate peace of mind for any business wanting to store records and documents offsite. The vault boasts fire protection with 4-hour integrity and a direct link to the fire brigade.

▲You’re hired!

▲It’s a cool result!

With a strong commitment to corporate social responsibility, Future Supplies & Support Services Ltd continues to lead the way yet again and is now offering apprenticeships to young people. The award winning independent distributor of washroom, cleaning and janitorial products is working in partnership with SLB Logistics Apprenticeship Training Agency. Backed by government funds, SLB Logistics is responsible for matching apprentices with employers and delivering NVQ training. SLB Logistics matched 18 year- old, Alex Miller with Futures Supplies and she has been busy working at the company whilst undertaking NVQ training in business administration. Previously at Bromley College but unable to find work. More details on the company, its products, CSR and its environmental project can be found at www.

Sean Hurley and Stefan Searle agree: ‘Glaxo SmithKline and Cool Assist have agreed a deal that just didn’t exist in the marketplace until we invented it.’ To appreciate the puzzle Stefan Searle had been challenged to solve in his role as Glaxo SmithKline’s (GSK’s) Equipment Team Manager, picture a Rubik’s Cube, as viewed through a kaleidoscope. Confusing? There are no less than 35,000 assorted cold drinks display units dotted far and wide throughout the UK estate of GSK. They encompass a variety of manufacturers and, before he got his hands on the job and took his first tentative ‘twists’, an uncoordinated posse of suppliers. Cool Assist was launched in April 2010, and is a new arm of business for GVS Assist, the national maintainer and supplier of vending solutions.

▼Planon unveils breakthrough IWMS system

▲New utility monitoring and support service reduces waste and cuts through red tape A new entrant into the automated meter reading (AMR) arena is Menzies Energy Management, formed to provide highly efficient and cost-effective support to commercial and industrial organisations as they move towards implementing AMR that will become mandatory in some sectors in 2014. The new totally integrated monitoring service from Menzies Energy Management will provide the most advanced and cost-efficient automated data collection and management solutions for monitoring of Water, Gas and Electricity. A significant advantage of the new service is that it embodies a non-invasive data capture device, negates approval for fitment and eliminates the costly meter-pulse utilisation charge levied by most utilities For further information please contact: 020 8320 1174 E:

New FM software solution focuses on employee enablement and facilitating ‘smart working’ The Planon Group has announced the launch of a groundbreaking new software release designed to optimise workplace use and employee performance whilst dramatically reducing costs. The 2011 version of Planon’s world-leading Integrated Workplace Management Solution (IWMS) software offers a range of new functionality to help companies effectively manage the changing office environment, where work is becoming increasingly flexible and the ‘traditional’ office is replaced by virtual remote working structures. With the introduction of the most advanced AutoCAD integration solution available on the market today, the new software package strives to meet the ever-growing demand for complete visibility into core business processes and workflows. Planon 2011 version is now generally available. Planon demonstrated the capabilities of its latest version at last month’s IFMA’s World Workplace, Booth #916.

▲Trake cabinet proves too tough for armed robbers A Traka key cabinet has foiled robbers trying to raid a high-class jewellery store in the Swiss town of Interlaken. The thieves made off empty-handed after several failed attempts to break into the Traka cabinet, which contained keys to the store’s display cases. The robbers struck at Bijouterie Kirchhofer, which had been raided on two previous occasions during which thousands of pounds worth of jewellery had been lost. On this occasion, they tried unsuccessfully to break into the Traka cabinet by hitting the door with their guns. After several other attempts, using tools and other weapons, they fled empty-handed and were apprehended by Swiss police a few streets away. Tel: 01234 712345 Email:

40| 25 NOVEMBER 2010| FM WORLD

FM Tech Spec.indd 36

17/11/10 11:46:16

Expert facilities management solutions for industry-leading organisations... “Expertise, talent, dedication and excellent people management skills are the key to running a successful facility. Rollright’s bespoke approach will combine our expertise with your aspirations as we work together to reduce costs, improve efficiency and decrease your carbon footprint”

Integrated Facilities Management Technical Engineering Solutions Project Management Services Benchmarking Excellence

Call us now or visit the website for more information about our services, view case studies on the companies we work with or to send an initial enquiry.

0845 230 4232

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16/11/10 16:09:18

Follow the best FM career path Take the fast track with the BIFM today. Whatever your position in facilities management, joining the BIFM can send your career in the right direction. Our extensive targeted training and recognised professional qualifications can give you a clear path through to the top of your profession. As well as qualifications, our dedicated BIFM Training division offers over 40 different interactive short training courses. You also get Good Practice Guides and updates on key FM issues in our fortnightly FM World magazine. BIFM is a recognised Awarding Body and sets the national standards for FM competencies. As a member, you also get the chance to learn through the BIFM’s extensive local, regional and international network of expertise and events. So why not follow in the footsteps of our 12,000 plus existing members and join today?

BIFM career path NEW 186x123.indd 1

FMW. 41

T: 0845 058 1358 E:

2/8/10 12:14:16 FM WORLD |25 NOVEMBER 2010 |41

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FM DIARY NATIONAL BIFM EVENTS 15 December WiFM forum – An Inspector Calls Venue: Central London Contact: Liz Kentish, 15 December BIFM Workplace Sig Christmas 2010 event: Changing Expectations of the Next Generation and Future Workplace Technologies Venue: National Design Centre, 61 Aldwych, London Contact: To confirm your place email 23 February 2011 WiFM forum Venue: Central London Contact: Liz Kentish, coach@ or call 07717 787077 5-6 April 2011 Th!nkFM conference A skills sharing and networking hub designed for FM practitioners at every level. Venue: The East Midlands Conference Centre in Nottingham Contact: Simon Bamford on 07740 775764 or email simon@thinkfm. com 10 October BIFM Awards 2011 Venue: Grosvenor House Hotel Contact: Sandra Light on 0141 639 6192 or email

Send details of your event to or call 020 7880 6229

now be certified in their own right. Venue: Royal Berkshire Fire and Rescue Training, Learning and Development Centre, Whitley Wood Road, Reading, RG2 8FS Contact: Steve.Jones@kinnarps. or call 07525100052 25 January 2011 FM Clinic - Quiz the FM Experts This informative and collaborative evening is intended to provide a forum where you can ask industry specialists those questions and pose scenarios that come up in your everyday FM life, as well as sharing your own experiences to develop solutions for enhancing your workplace. Venue: Autodesk, 1 Meadow Gate Avenue, Farnborough, Hampshire Contact: jane.m.wiggins@ or call 07799 033341 NORTH REGION 9 December North-west networking and Christmas market social Why not join fellow FMs in debating the current issues and make new contacts in our network event. After the meeting, there will be a visit to the German Christmas market on Albert Square for a mug of Gluwein. Venue: Davis Langdon, 4th Floor, Cloister House, Manchester Contact: stephen.roots@, 07872 829743

HOME COUNTIES REGION SOUTH WEST REGION 2 December E-procurement is inevitable - be prepared! Domestically and personally we all use e-procurement. We all buy stuff online and we gain terrific efficiencies and savings from doing so but we don’t appear to use the same systems at work. E-procurement has been with us for around 15 years now, and bizarrely is a medium which is used more by individuals for domestic procurement than by organisations dealing in millions of pounds. Venue: Kinnarps (UK) Ltd, 6 Winnersh Fields, Gazelle Close, Winnersh, Reading Contact: or call 07976 299735 10 December BIFM Home Counties Tea and Biscuits event at Royal Berks Fire and Rescue Training BIFM members attending this meeting will be offered a short tour of the facilities, and a 20 minute presentation on the courses available to business and individuals who can

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30 November Is your workspace right for your workforce? The seminar looks at empowering employees to work where, when and how they choose to maximise their productivity and deliver the greatest value to the business. Venue: International Headquarters: Village Green, Herman Miller Ltd, Methuen Park, Chippenham Contact: hazel.reason@plantronics. com or call 07841784717 6 December 2010 SW Region: December Quarterly training day Getting more for less – how FMs can save costs and still maintain service levels Venue: Aztec West Hotel and Spa, Bristol Contact: or call 07901 858875 15 July 2011 South West Region 2011 Golf Day Venue: Orchardleigh Golf Club Frome

Contact: gareth.andrews@monteray. or call 07855 962500 LONDON REGION 1 December Real cost savings for estates and facilities The conference is your step-by-step guide to making substantial cost savings in your estates and facilities department. Venue: City Inn Westminster, London Contact: Miranda Chrimes or email or call 01732 373 073 INDUSTRY EVENTS 6 December First Ever Sig Webinar: Bullying & Harassment in the Workplace Be part of the first ever special interest group webinar and, without having to leave your office, join us for an interactive and informative session on bullying and harassment in the workplace. Speakers Jenny Thorp, an experienced employment lawyer from DMH Stallard, and Ali Moran, chair of the people management Sig and seasoned manager and HR specialist, will lead the session Venue: Delivered to your desk Contact: ali.moran@workplacelaw. net or call 0771 432 5574 19 January 2011 FM-Exchange: Sustainability in the FM Supply Chain This January event will focus on sustainability and contract reinvestment in the FM supply chain. Paul Francis and Michael Pitt are chartered surveyors with many years of industry and research experience between them. They are both engaged with FM and sustainability work with RICS and currently work together on several applied research projects at the Ministry of Defence, Whitehall. Based on their work for MoD, this presentation will address practical measures that can be adopted to enable the FM supply chain to work more effectively and sustainably, while identifying and introducing new ways of working. Venue: Wilkins Lower Refectory, UCL, Euston Contact: Please register by emailing 24-25 January 2011 The 28th Facilities Management Forum Venue: Radisson Blu Hotel, London Stansted Contact: Hayley Wheaton at 24-26 January Hospitality 2011 NEC Birmingham Hospitality delivers a comprehensive trading and information platform where exhibitors and visitors from across the UK can meet in a business-focused environment, across food and drink, catering equipment, interiors, exteriors & tableware, careers and technology. As the economy recovers there’s no better event to source new ideas all conveniently located at the this event at NEC Birmingham. Venue: NEC Birmingham Contact: Visit www.hospitalityshow. to register 10 February 2011 Workplace Futures 2011: Commoditisation vs Service Solution – which future? The annual conference sponsored by the FMA this year takes a strictly non-sales look at FM service models and asks: how do clients choose the right one and how do service companies ensure they live up to promises and expectations? This is a unique opportunity to get involved in shaping the future of FM. Venue: Churchill War Rooms, London Contact: David Emanuel on 020 8922 7491 20-21 April 2011 The National FM & Property Event Facilities managers are facing the prospect of an uncertain economy. The FM & Property Event offers intelligence and strategic information for managing in a crisis using carefully researched industry speakers and leading solution providers. Venue: The Celtic Manor, Wales Contact: leighhussain@ or call 01633 290 951/ 07977 561 553 17-19 May 2011 The Facilities Show Organised in association with the BIFM, this is the ideal place to meet thousands of leading professionals. Venue: NEC Birmingham Contact: for full details 11-12 October 2011 Total Workplace Management Organised in association with the BIFM, Total Workplace Management is the UK’s leading London based facilities management event. Venue: London Olympia Contact: Fergus Bird on 020 7921 8660

18/11/10 15:12:21



THE JOB What attracted you to the job? At Davis Langdon we have the service products that can really make a difference. We work as part of a wider management consultancy team, which allows us to expand our FM consultancy support into a much wider integrated property solution. I believe that this gives us an edge against our competitors. My top perk at work is… I work between London and Glasgow so get to travel about quite a bit. The duty free shopping is always a bonus. NAME: Craig Little JOB TITLE: Partner ORGANISATION: Davis Langdon LLP JOB DESCRIPTION: Responsible for the management of Davis Langdon’s Facilities Management Consultancy division across the UK providing FM consultancy support to a wide range of private and public sector clients across the UK, Europe and the Middle East.

How did you get into facilities management and what attracted you to the industry? I initially worked as an electrical contract manager before moving into the FM world. I spent a number of years managing FM contracts before becoming a facilities management consultant. I guess you could say that I have been training a while for my current job.

If you could give away one of your responsibilities to an unsuspecting colleague, what would it be? Getting up at 5am to travel to London especially on frosty December mornings. If you could change one thing about the industry, what would it be? I would like businesses to have a clearer understanding of the value that facilities management can bring to their organisation. If I wasn’t in facilities management, I’d probably be… Playing for Brazil at the World Cup in South Africa, well we can all dream can’t we?

What’s been your career high-point to date? Taking on this role at Davis Langdon and being surrounded by a team of fantastic people.

How do you think FM will change in the next five years? Businesses will continue to cut costs and make efficiencies and FM will have a big part to play in this. A lot of lessons will have been learned through the recession and I believe there will be a greater focus on how businesses deal with building occupancy, desk utilisation and asset management.

What has been your biggest career challenge to date? Driving a business forward through a recession as severe as this one has been a real challenge, but this has also brought along the opportunity for us to help our clients come through it.

What single piece of advice would you give to a young facilities manager starting out? FM is about people and is a central part of business operation and improvement. Communication is key to understanding people’s needs so get out there and network.

Ingenuity welcome here


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18/11/10 18:01:08


Call Stephen Fontana on 020 7324 2787 or email For full media information take a look at

Facilitate Your Job Search Electrical Bias Contract Manager £40,000 - £42,000 London Our client is medium sized FM service provider who has recently been awarded various new hard service accounts in the City. They are looking for an electrically biased contract manager to be based on site, overseeing the delivery of all the hard services. The contract is valued at circa £500k and will involve all client liaison and overseeing a team of engineers. A proven track record in a similar role and a strong client focus are essential for this new opportunity. Ref: 24057 General Manager - £60,000 London Our client, a leading Managing Agent, currently seeks to appoint a proven General Manager to work at a key site in Central London. The role will focus on the successful running of the site, which comprises of office accommodation, retail and leisure facilities and will be multi let to blue chip companies. This must be run to the highest standards. Ref: 24049 Technical Services Manager £45,000 - £50,000 London A leading Managing Agent currently seeks to appoint a proven Technical Services Manager to work at an iconic site in inner London. Your role will focus on the maintenance, management and monitoring of the engineering services, particularly focussing on HVAC and electrical systems and lifts. Hard services and strong technical knowledge are essential. This is a fantastic and exciting new opportunity. Ref: 24037

Customer Account Manager £40,000 - £43,000 plus car London As the customer account manager you will be responsible for a small portfolio of contracts with a view to growing this. Our client is a successful service provider and keen to employ someone with a proven history in a similar role. You will have an engineering background, be customer focussed and commercially astute. You will be responsible for the full P&L of the portfolio and attend clients visits on a regular basis. This is a fantastic new opportunity. Ref: 24057 Building Manager - £35,000 Hampshire Our client, a leading Managing Agent, currently seeks to appoint a proven Building Manager to manage a site in Hampshire. Based on site, you will be responsible for the routine running of the building and delivering services to key occupiers. Strong H&S knowledge, contractor management and service charge budgets skills required. Ref: 24041 Project Manager - Circa £45,000 London Our client is looking to employ a Project Manager with a mechanical or air conditioning background for a specialist subcontractor. You will have a proven track record in taking projects from inception through to completion and delivering them on time and within budget. Typical projects will involve upgrades, replacements and refurbishments of all related M&E plant. As project manager you will also have daily communication with the clients, so a strong customer focus is also essential. This is a new and exciting opportunity to join a company undergoing rapid growth. Ref: 23964

Cobalt Recruitment Abu Dhabi Auckland Berlin Düsseldorf

London Manchester Tel: +44 (0)20 7478 2500

To apply for any of these roles please email your CV in confidence to or call +44 (0)20 7478 2500 to speak to a consultant. Cobalt.indd 1

18/11/10 12:37:26

• • • •

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

Coffee and CV has over 100 job vacancies CoffeeCV 186x90.indd 1 44| 25 NOVEMBER 2010| FM WORLD

FM New appoints 251110.indd Sec1:44

18/11/10 12:32:06

18/11/10 12:44:18

Facilities Management

Building better futures

National Sales Managers

Senior Facilities Manager

Engineering Manager property recruitment

UK wide – £60,000 - £100,000

Midlands – £45,000 - £50,000

London – £45,000 - £55,000

Join a leading niche services provider as a National Sales Manager generating business nationwide. Ideal candidates must have a demonstrable track record of successful business wins in a commercial sector in areas such as retail and financial services and ideally within facilities management. These roles come with a car and bonus package. Ref: AK/62354

Are you a facilities manager looking to progress? Join this national retailer with over 100 outlets to manage the total facilities management provision. You will focus on ensuring an excellent and cost effective service is delivered. You must have previous experience of leading major project transitions and mobilisations of new buildings. This role comes with a company car. Ref: AK/62041

You will be a qualified engineer (HNC/ONC minimum) with experience in dealing with major projects and have had exposure in dealing with the end user/tenant. Dealing with extensive projects and maintenance works on this prestigious site you will be responsible for contractor and staff management. Ref: HAR/62353

Contact Amanda Kontzle on 0161 834 8666 or at

Contact Amanda Kontzle on 0161 834 8666 or at

Interim Facilities Consultant

Director of FM

Contact Hari Prakash on 020 7845 5770 or at

Facilities Manager

North West – £250 - £400 per day (flexible)

London/EMEA – £100,000

Manchester – £27,000 - £35,000

You will be a senior FM healthcare/PFI professional for this interim role where you will be dealing with both public and private sector clients on various projects. The ideal candidate must have experience of contract management, SLA reviews, mobilisation and troubleshooting within the healthcare or education sectors. Ref: HE/621111

Join this investment bank as a Director of Facilities Management. You will have overseen portfolios in excess of 500,000sq ft, have managed the service partner and liaised directly with end users, ideally across EMEA and within FTSE 100 organisations. The ideal candidate will be able to develop existing services and influence at board level. Ref: HAR/62095

Are you a facilities manager capable of managing a diverse, multi-tenanted portfolio of properties? Join this leading property company where you will be involved with contracts and contractor management, H&S, budgets and projects. The ideal candidate must have experience of total facilities management delivery. Ref: KN/62246

Contact Huw Ellaway on 0161 834 8666 or at

Contact Hari Prakash on 020 7845 5770 or at

Contact Katie Noble on 0161 834 8666 or at

Judd Farris acts as an employment agency for permanent or fixed-term contract roles and an employment business for temporary roles.

London 020 7630 7419 Leeds 0113 242 8055

Providing Quality People Senior H&S Consultant, Home based, to £40,000 plus car allowance and package A global property management ½rm are recruiting a Senior Health and Safety Consultant. Based from home you will carry out H&S inspections at commercial properties throughout the UK, ensuring compliance, completing reports and making recommendations. You will also manage a couple of consultants and ensure that all business runs in a well organised and pro½table manner. NEBOSH Diploma and CMIOSH candidates strongly preferred. Line management experience is advantageous. Several years within H&S consultancy in a property/ FM environment are essential.This is an excellent opportunity to join a well established yet expanding global property ½rm that can offer further career development opportunities. CVs to

• •

Assistant FM, London, 6 Month Contract with potential to go Perm, £30,000 pro rata

A leading Private Healthcare Organisation require an AFM to support the strategic management of all FM services. The successful candidate will be managing a large high pro½le site of 82,000 sq ft and managing all the FM contractors within. The AFM will also be responsible for other of½ces within the region so some travel will be required. The key areas to this role will be compliance, cost, innovation and the customer service delivery. The successful candidate will be extremely motivated and hard working and will have experience in all the above ½elds and ideally possess a H&S quali½cation such as NEBOSH / IOSH. CVs to

Over 100 job vacancies on line Archive of every FM World article since 2004 News updated at least five times a day

Control of Works Manager, Reading, up to £35,000 A leading and successful service provider require a Works Manager to project manage the implementation of the new Control of Work arrangements.You will review the work scope and risk assessments/method statements to determine appropriate controls and ensure safe system of work is in place; provide training on Control of Work process and deliver induction training to contractors. CVs to

Daily news for FMs online every morning

C22 plc is an employment agency FM WORLD |25 NOVEMBER 2010 |45

Catch 22 Quarter.indd 1

FM New appoints 251110.indd Sec1:45

Daily News QP.indd 1 18/11/10 09:31:13

28/9/10 15:43:15

18/11/10 16:06:02





Finish all your sentences with “ accordance with the prophecy”.


Put decaf in the coffee maker for three weeks. Once everyone has got over their caffeine addictions, switch to espresso.


Every time someone asks you to do something, ask if they want chips with it.


At lunchtime, sit in your parked car and point a hairdryer at passing cars to see if they slow down.


Reply to everything someone says with “That’s what you think.”


CLEAN ROCK BOTTOM UK newspapers have had fun covering the story of a group of students in Prague beating the recession and paying for their fees by starting up a naked cleaning service, known as The Crazy Cleaners. They say that people are fed up with household chores and seek ‘happiness’ by watching someone clean their house in their underwear. The students seem surprised that they have received enquiries from ‘numerous businessmen’ – probably procurement officers asking for a demonstration. I know that the cleaning industry has a ‘low barrier to entry’, but these students at the Charles University seem to have found the lowest point. On the other hand, they charge up to Ð300 (around £150) per hour,

which I guess may be 50 times higher than the average cleaner’s rate – and must produce a gross margin that companies like Mitie can only dream of. In the interest of verifying the story, I am somewhat embarrassed to report that I have discovered on the web that this idea is not new at all, and in virtually every country a similar service exists – with one company in the UK having been established for five years. I presume they must have satisfied customers as well to have lasted that long. It just goes to show what sheltered lives some of us lead. Having now thought about it, I wonder if FM service providers will be tempted to bring such an innovation to other disciplines? Office window cleaning comes to mind.

HELLO BOSS I CAN’T COME INTO WORK I am extremely sensitive to a rise in the interest rates.

Dont use any punctuation

I’ve used up all my sick I’m calling in dead.

I’m out of my mind, but feel free to leave a message...



46| 25 NOVEMBER 2010| FM WORLD

Felicity1.indd 50

18/11/10 10:58:25

Real success is the success you share

Remaining competitive can be a challenge in the upturn and even more so in the downturn. By taking a strategic view of FM and maintenance requirements, VINCI Facilities is able to give clients greater visibility of their spend and property performance; allowing them to plan better and control costs. We self deliver a range of support services across the UK, Ireland and Europe; performance managed through our 24/7 multi lingual help desk, we are supporting over 4,000 customer sites.

To find out more, visit us at: or call us on: 01923 478 756

FMW. Vinci 280x210bleed.indd 11

VINCI Facilities is part of VINCI, the world leader in concessions and construction.

15/11/10 11/11/10 14:10:39 11:41:53

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15/11/10 14:11:09

FM World 2010-11-25  

FM World 2010-11-25