FM World 2010-10-14 by Redactive Media Group

THE MAGAZINE FOR FACILITIES MANAGEMENT PROFESSIONALS | 14 OCTOBER 2010

FMWorld www.fm-world.co.uk

Exclusive: step inside the Home Office

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CHINA:

A key report on China’s FM sector

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VOL 7 ISSUE 19 14 OCTOBER 2010

CONTENTS

06 | Security in the ﬁring line

18 | Inside the Home Office

22 | FM in China

NEWS

OPINION

FEATURES

6 Plans to scrap the security industry body SIA come under fire 7 BIFM launches landmark survey into the British workplace 8 Profile of the Museum of London’s flagship renewable energy centre 9 FM 100 poll: did you register for the CRC before the deadline? 10 Business news: Predicting the fallout from the upcoming spending review 11 Causeway Technologies acquires Integrated fm 12 Lovell pleased to take on the fallen Connaught’s outstanding contracts

16 Diary of a facilities manager: David Walker’s regular look at the daily challenges he faces in his working life 17 Five minutes with Reliance FM’s Paul Crilly 42 Felicity Messing

MONITOR 28 Legal: health and safety 30 Technical: sound and video interference 31 How to: maximise air con efficiencies 32 Insight: market intelligence

26 | The FM World interview

CoreNet: A report from CoreNet’s annual EMEA summit where the world economy, sustainability and threat management were discussed

Cover feature: Editor Cathy Hayward gets a rare tour of the Home Office’s Marsham Street premises which is experiencing a flexible working revolution

Made in China: The Asian giant’s economic strength has opened up major FM opportunities but many cultural and systemic hurdles remain

FM World Interview: Tony Raikes, head of FM at Vinci, reflects on the changing face of the industry and his experience in Zimbawe and China

REGULARS 34 BIFM news 38 Diary of events 39 People & jobs 40 Appointments

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

visit fm-world.co.uk COVER IMAGE: Terry Farrell & Partners

www.fm-world.co.uk

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

visit fm-world.co.uk/jobs FM WORLD | 14 OCTOBER 2010 | 03

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Let us take the hassle out of your monitoring by doing it for you With the increased requirement to monitor services we have introduced servicetrac TM, a fully web based, highly flexible, realtime and paperless auditing solution. We undertake independent facilities services audits on your behalf, the results of which are entered onto a secure personalised database easily accessible by you through the internet. This service can be tailored to suit your particular needs or service provision, for example Catering, Cleaning or Maintenance with monitoring being carried out at agreed intervals.

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hot dates

Something to Shout About All courses are held in London unless otherwise stated

November 15-19 Management Development - ILM Level 3 Award in First Line Management 16 Introduction to Catering Contracts 16-18 The FM Business School 17 Building Surveying and Maintenance 17-18 Making Catering Contracts Work 23-24 exclusive: CLIMATE CHANGE & ENERGY MGT FOR FMs - EXCLUSIVE TO DUBAI’S BIG 5 EXHIBITION 23-25 Understanding FM Foundation - (optional) ILM Level 3 Award in FM - Edinburgh 23 Customer Focused FM 23 Personal Effectiveness Skills 30-1 Health & Safety Regs. Responsibilities & Risk Ass. 0207 404 4440 info@bifm-training.co.uk www.bifm-training.com

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Redactive Publishing Ltd 17 Britton Street, London EC1M 5TP 020 7880 6200 www.fm-world.co.uk EDITORIAL Tel: 020 7880 6229 email: editorial@fm-world.co.uk editor: 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

CATHY HAYWARD EDITOR COMMENT

LEADER

ADVERTISING AND MARKETING recruitment sales: 020 7880 6245 display sales: 020 7880 8543 email: sales@fm-world.co.uk display sales executives: Adam Potter and John Nahar ⁄ 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 www.fm-world.co.uk/about-us SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to non-members. Annual subscription rates are UK £110, rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media.co.uk – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services call Natalie Li on 020 7880 6229. EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve ⁄Jason Choy, director, Persus⁄ Ismena Clout, energy consultant, powerPerfector ⁄ Nick Cook, managing director, Haywards ⁄ Rob Greenﬁeld, director for health, safety, environmental and quality, Sodexo ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Lionel Prodgers, principal, Agents4FM ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, 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

BIFM ENQUIRIES

ost and cost savings are top of the business and facilities management agenda at the moment. The government’s recent scrapping of child benefit for higher rate tax payers has set the precedent of removing universal benefits. There’s concern that the government are setting the tone for next week’s long-awaited Comprehensive Spending Review. Back in May, in the heady days after the election, talk of public sector spending cuts was widely greeted in the FM sector with barely-disguised glee at the prospect of further public sector outsourcing which would benefit the service providers. But with the more recent talk of budget cuts of 25 per cent (and even up to 40 per cent in some cases), the stark reality is that FM firms are going to suffer along with their public sector clients. The demise of Connaught could just be the start of it if our recent poll, which revealed that two-third of BIFM members expect further high-profile collapses from within the FM community, is to be believed. Certainly at the Public Sector FM Networks Conference last month, there was little sympathy for Connaught and a general belief that it had brought it on itself with very low, or non-existent, margins. Something of course, that the public sector clients signed up to in the first place. But it is not all doom and gloom. As our article on the Home Office (pages 18-21) reveals, there is plenty of evidence of innovation in our sector and it doesn’t have to cost money. The organisation introduced a far-reaching flexible working policy which not only received good feedback from staff and engendered substantial cultural change, but also saved considerable amounts of money and made the Home Office more energy efficient. And it was all done on a very small budget. There are also plenty of options for exporting our FM expertise elsewhere. Forget Dubai, where the world’s biggest this, and the world’s largest that stand empty. Instead consider China, the world’s second largest economy (set to be the biggest by 2030) where construction spend is expected to increase by an average of 9.1 per cent each year to 2014. There are plenty of opportunities for British FM firms, as the likes of Mace Macro, ISS and EC Harris have already discovered (pages 22-25). And if you still feel you’re lacking in inspiration, watch out for the next issue of FM World (published on 28 October) which will profile all the winners of the BIFM Awards, from the facilities manager of the year to major products, projects and initiatives. There will be plenty of food for thought for big and small budgets alike.

“THERE IS PLENTY OF INNOVATION IN OUR SECTOR AND IT DOESN’T HAVE TO COST MONEY”

For full coverage of the Comprehensive Spending Review and what it means for you, visit fm-world.co.uk on 20 October or sign up for the free FM World Daily, your daily digest of the latest FM news delivered to your inbox.

cathy@fm-world.co.uk British Institute of Facilities Management Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER Tel: 0845 0581356 email: admin@bifm.org.uk web: www.bifm.org.uk

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SECURITY

Abolition of the security sector’s regulatory body would damage trust and confidence in the sector and threaten public safety, the Security Institute said. Reports earlier this month noted that the Security Industry Authority, set up through the Private Security Industry Act 2001, faces the axe as part of the government’s so-called “bonfire of the quangos”. But the Security Institute hit out in a written statement, saying: “Any steps taken which would damage such trust and confidence would in our view be a retrograde act, which could threaten public safety and security in the UK at a time of continuing threats of terrorism”. The SI, the sector’s umbrella body, represents 1,000 members and has supported the SIA throughout its existence, it said. “There can be no doubt that since the introduction of regulation there has been a notable reduction in the extent of criminal involvement and influences in the private security sector,” the SIA said. A report by several media, including the BBC, suggested that around 180 quangos are to be axed by the coalition government. A leaked document notes that, apart from the SIA, the quangos whose future is in doubt include The Renewables Advisory Board and The Museum, Libraries and Archives Council. Previously announced quangos slated for the bin are the Health Protection Agency, the Audit 06 | 14 OCTOBER 2010 | FM WORLD

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Commission and the Film Council. Around 180 will have their responsibilities handed to other bodies, and 124 will be merged.

ALAMY

DAVID ARMINAS newsdesk@fm-world.co.uk

Security body under threat

The SIA said that it can’t comment on the situation while it is under a review. “We cannot comment on speculation. We will continue to fulfil our duties under the Private Security Industry Act 2001 and the current law applies. Any person undertaking licensable activities must hold and display a valid SIA licence. All ACS terms and conditions continue to apply. The Home Office said it “is committed to making substantial reforms of its public bodies to increase accountability and reduce their number and cost”.

GETTY

Scrapping the SIA will be retrograde England and Wales test flood response

BCO calls for new international standards DAVID ARMINAS newsdesk@fm-world.co.uk

The world’s leading cities should develop a local set of standards to provide landlords, investors and occupiers with better workplace environments, a new report said. International Office Space: A Tale of Six Cities found a lack of consistent standards and specifications for local commercial property markets, particularly in newer markets within eastern Europe, the Middle East and Asia. The study, from the British Council for Offices, examined office space in Abu Dhabi, Bangalore, London, Moscow, New York and Shanghai – cities selected to reflect both emerging and mature markets.

“The UK is widely recognised as home to some of the best office buildings in the world and is currently the only market to have a set of guidelines that provide clear guidance on the specification of offices,” the BCO said. Floorplate efficiency, column grids, raised floor zones, floor loadings and the internal office temperature, were the principal areas of design and function where variations were found. In contrast, commonalities across markets were uncovered in

occupation densities, room heights, primary circulation allowance and small power allowances. Gordon Carey, former BCO president said inconsistency in standards can negatively impact inward investment and erode rental levels and property values. “There is a strong case for the establishment of standards in distinct local markets,” he said. “However for a number of reasons – related to climate, culture and local market demand – these standards should be set locally.”

There is a strong case for the establishment of standards in distinct local markets, however, these standards should be set locally www.fm-world.co.uk

7/10/10 17:09:17

NEWS

BRIEFS

A major emergency flooding exercise will take place across England and Wales to test the responses from government bodies, businesses and local communities. A pilot event, will take place next month, before Exercise

Watermark begins on 4 March 2011, until 11 March. The event is a response to the Pitt Review, which was written after the flooding emergencies that took place in 2007. One of Sir Michael Pitt’s recommendations was to hold a national flooding exercise at the earliest opportunity. The Ministry of Defence, Network Rail, the Flood Forecasting Centre and hospitals will take part in the exercise, as well as businesses including Vodaphone, EDF Energy and the Bank of England. More than 3,500 emergency responders and community groups have signed up to test their business continuity systems. The exercise will include a major failing reservoir incident in Derbyshire and an east coast of England sea event.

Housing crisis after Toronto fire Toronto’s social housing authority is “in crisis” as it grapples with repairs and the re-housing of 1,200 residents after a blaze ripped through a high-rise. Last week, fire crews battled a fire near the top of the 30-storey apartment block that is Canada’s largest socialhousing building, and home to many people with disabilities. The blaze completely destroyed one apartment in the 711-apartment building. But heat and smoke damage rendered the 1960s building a serious danger to investigation teams, according to a report in the Globe and Mail newspaper. Inspection crews haven’t even been able to set foot inside the unit where the fire originated, the report noted. The building is so structurally damaged that the floors and ceilings have to be reinforced with concrete just to allow crews safe access.

RESEARCH

BIFM launches workplace survey LOUISA ROBERTS newsdesk@fm-world.co.uk

One of the largest ever reviews of the state of British workplaces has been launched by the BIFM. A questionnaire has been sent to all BIFM members as well as 8,000 pre-registered delegates at Total Workplace Management. The questions focus on areas such as the strategic importance of workplace, the importance of the occupiers’ experience and the increasing trend towards higher workplace occupant densities. “With estimates of some 10 million sq ft of real estate sitting vacant in London alone, workplace FM teams have never been under greater pressure to contribute strategically to the success of the businesses,” said BIFM chief www.fm-world.co.uk

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executive Ian Fielder (pictured). “We’ve been carefully watching how some organisations have forged ahead in the workplace arena and wanted a snapshot of what role their workplaces are playing for them in the strategic development of their business. At a time when all are struggling

to manage costs while increasing effectiveness and productivity, we are keen to know what importance is being placed on the contribution of the workplace in achieving these goals.” The survey will be conducted by Leesman. Business leaders, workplace managers and corporate real estate professionals are invited to take part in the survey at www.leesmanindex.co.uk. “Juggling space and people is a tricky act,” admits Tim Oldman, managing director of Leesman. “As emergent technologies allow an unprecedented review of how and from where employees contribute, business leaders have to make some hefty decisions on what value they place on the spaces they provide for their teams.”

Court action over BSF The coalition government’s dumping of the £55bn Building Schools for the Future initiative will be challenged in the courts, a BBC report said. Education Secretary Michael Gove axed the BSF programme, describing it as wasteful and inefficient. But now, Labour-run Nottingham city and Luton borough councils, and Waltham Forest Council are taking the issue to the courts. The cancellation of BSF left the rebuilding or new-build of up to 700 schools up in limbo. Nottingham City Council is looking for a judicial review of Gove’s decision to stop funding for Top Valley and Trinity schools and Top Valley Learning Centre.

City rents on the rise Office rents in the City of London have risen by almost 25 per cent this year, a survey by commercial property agency NB Real Estate suggests. Average rents for Grade A offices in the City increased from £42.50 per sq ft in Q1 2010 to £53.00 per sq ft in Q3 2010, noted the survey from NB. The sharp rise in City rents is fuelled partly by a lack of new buildings coming to market, the survey said. Supply of available space has slumped to a twoyear low. Within the past year, availability has decreased by 27 per cent from 8.6m sq ft available in Q3 2009. James Gillett, director of City Offices at NB Real Estate, said rents have rebounded 25 per cent so far this year as vacancy rates have fallen and the supply of high quality space has dwindled.

PCS’ wings clipped The British Parking Association (BPA) announced that one of its members – Parking Control Services (PCS), based in London – has been expelled from its Approved Operator Scheme (AOS) for breaching the AOS Code of Practice for Parking Enforcement on Private Land and Unregulated Public Car Parks. The particular area of the Code of Professional Conduct they breached was bringing the BPA into disrepute. Its expulsion means that PCS will lose the ability to access the DVLA database, the only mechanism by which they can identify the owners of the vehicles who do not pay parking charges. The expulsion is effective immediately and the company must remove all references to the AOS on its site. FM WORLD | 14 OCTOBER 2010 | 07

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PROJECT OF THE

FORTNIGHT Cleaner who caught smuggler honoured A Birmingham airport cleaner who helped catch a smuggler carrying £70,000 pounds of rare falcon eggs has been given an award by the environment minister. John Struczynski became suspicious of Jeffrey Lendrum, 48, and found discarded egg boxes at Birmingham Airport in May, the BBC reports. In August, former Rhodesian SAS member Lendrum was found guilty of possessing of 14 peregrine falcon eggs before boarding a flight to Dubai and was jailed for 30 months. The eggs were strapped to his body to keep them warm. Struczynski alerted airport security after finding a discarded egg in an egg carton in an airport washroom. Environment Minister Richard Benyon said tackling the persecution of birds of prey is a wildlife crime priority across the whole of the UK and strong legislation is in place to protect and conserve our wildlife. “I am grateful to Mr Struczynski for his quick thinking which helped to bring a peregrine falcon egg smuggler to justice,” he said. Struczynski will be presented with a framed limited edition print of an avocet and thanked by RSPB conservation director Mark Avery and police at a ceremony in Birmingham.

Scheme to help young unemployed

Liverpool museum sets carbon example The new Museum of Liverpool, which opens in Summer 2011, features a flagship low carbon and renewable energy centre that aims to cut CO2 emissions by 884 tonnes a year, as well as making some substantial cost savings. Energy services company Ener-g installed the CHP system at the new £72m museum, which is on the waterfront. Phil Redmond, chairman, National Museums Liverpool, explained: “We always wanted the museum to demonstrate that carbon savings can be delivered in landmark public projects, but this is as much about good management as saving the planet. The cost savings that the energy project has realised will go towards ensuring we deliver the best possible experience for visitors to the museum.” Graham Meeks, Director of the Combined Heat and Power Association, said: “Projects like the Museum of Liverpool point to the enormous value of efficient, low-carbon technologies in delivering the cost and carbon savings the public sector desperately needs. With the enormous strain on the public purse, economies in energy spend will help free-up resources for the delivery of core services from museum displays through to teachers in class rooms and nurses on wards.

University Partnerships Programme has teamed up with The Prince’s Trust to pioneer a “Get Into FM” scheme to interest unemployed young people in a career in facilities management. UPP, whose partners include the University of Nottingham, Nottingham Trent University and Loughborough University, is working with 11 unemployed young people, aged 16 to 25. During the two-week course, participants gain experience in a variety of areas, including reception duties, administration, housekeeping, maintenance and the role of being a handyperson. Each person is paired with a UPP ‘buddy’ for support and advice throughout the scheme. Accredited training in health and safety, fire safety and first aid are incorporated into the course providing valuable and tangible skills for future work in the facilities management sector, UPP said. One of the students, Sam, said he gained confidence and experience. “Being able to do stuff and not just standing around has been really good. I hope that it will help me go get a career as a technician.” Another student, James, said he hopes to a job in administration or reception work. The programme has been held over three university sites: Broadgate Park at the University of Nottingham, Gill Street and Sandby Halls at Nottingham Trent University and the UPP office at Loughborough University.

Minimum wage cheats to be named Employment relations minister Edward Davey has revealed employers who flout minimum wage laws will be named and shamed. The new scheme will crack down on employers who breach the rules which will be publicised by the Department for Business, Innovation and Skills (BIS) from 1 January 2011. Employers will be given three months to put the correct rules in place. Employment Relations Minister Edward Davey said: “Bad publicity can be a powerful weapon in the fight against employers who try to cheat their workers and their competitors. Their reputation can be badly damaged if they are seen to be flouting the law. Responsible employers should also make themselves aware of the new rates that come into effect. The increases to the National Minimum Wage this year are appropriate for the economic climate. They will strike a balance between helping the lowest paid whilst at the same time not jeopardising their employment.” The new rates come in as Her Majesty’s Revenue and Customs (HMRC) and BIS publish their National Minimum Wage Annual Report for 2009/10. It reveals HMRC identified over £4.4m in arrears for over 19,000 workers. The average arrears per worker for the year were £228, which is 18 per cent higher than the previous year (£193 for 2008/9).

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Registered in time 80%

FM 100 POLL

WE ASKED 100 FMS…

No 4% Not eligible 16%

Did you register for the CRC scheme before the 30th September deadline? FM World’s readers are on the ball when it comes to registering in time for the Carbon Reduction Commitment scheme whose deadline was 1 October, the latest FM 100 Poll shows. Of the respondents who had to register for the CRC scheme, 19 out of 20 FMs said they made the deadline. It would appear that FM World readers are well ahead of the estimated third of eligible businesses that are believed not to have registered in time. As FM World reported in early September, the Environment Agency had no plans to extend

the deadline for companies to register for the CRC scheme. Figures for the end of August showed about half the nearly 4,000 businesses classified as full-participants had registered. But this later reduced to less than a third. Firms that haven’t registered could be fined up to £45,000. However, the Environment Agency has stressed that the focus is on working with organisations to ensure compliance. If they get in touch and show they are making efforts to register, they would be fined.

The CRC affects many of the UK’s leading retailers, banks, restaurants, universities, hospitals, service businesses and large public sector organisations. Businesses with annual electricity bill of around £500,000 will have to register. Another 20,000 large organisations will need to make an information disclosure only under the CRC.

Whose department is it, anyway?

ISTOCK

DAVID ARMINAS newsdesk@fm-world.co.uk

Just over half of businesses in a survey said green improvements are on their company agenda, but few facilities managers are responsible for them. The survey Not my department? from Green IT firm Externus, noted that responsibility for implementing green measures in businesses is given to staff in a variety of different positions. A third of respondents, from a range of sectors including financial services, retail, local government and healthcare, said that directors and senior management were in charge of green initiatives. For other businesses, responsibility was mixed: 17 per cent identified the FM while 13 per cent said it fell to a dedicated “green” person. Other roles identified as having green policy responsibilities included office managers (6 per

cent) and HR (4 per cent). Another 8 per cent were unsure whose remit it was and 10 per cent reported that nobody within the organisation held responsibility. The areas of business which respondents felt most benefited from green improvements included IT (67 per cent), marketing (52 per cent), finance (51 per cent) and human resources (39 per cent). “The results show that, in most organisations, the desire to make improvements clearly exists,” Murray Sherwood, Externus’ managing director, said. A possible reason for the failure of green IT, or indeed

any other change management programme, is a lack of proper planning at senior management level. “Convincing management about the potential benefits of Green IT is even more crucial than changing the mindset of IT staff,” Sherwood said.

“The results show that, in most organisations, the desire to make improvements clearly exists. We need to convince managers about green IT”

The basic need to participate is based on 2008 electricity consumption. Organisations must have at least one half-hourly meter and consumption of 6,000 megawatt-hours or more through all half-hourly meters. The scheme means that participants must buy an ‘allowance for each tonne of CO2 emitted, priced at £12 per tonne.

Standardising efficiency A standardised method of measuring energy efficiency and savings came a step closer earlier this month at a meeting between the BIFM, the Chartered Institute of Building Services Engineers, the Royal Institution of Chartered Surveyors, the Energy Services and Technology Association and the Institute of Environmental Management and Assessment, organised by Powerperfector. All five organisations agreed that a standardised method of evaluating energy efficiency within organisations was desirable to ensure that both client-side organisations, and product suppliers, did not claim energy efficiency savings which were either exaggerated or plainly fraudulent. They also agreed that such a system would also allow wider industry benchmarking. FM WORLD | 14 OCTOBER 2010 | 09

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ANALYSIS

Nation braced as spending cuts take shape GRAEME DAVIES newsdesk@fm-world.co.uk

Finally, the waiting is over and the phoney war at the top of British politics that has existed since the election brought about the Coalition government can come to an end. With Labour having chosen Ed Milliband as its leader at last month’s party conference and the Comprehensive Spending Review days away the gloves can come off once more. Mr Milliband’s first speech as party leader was light on policy declarations but gave some clues as to how he will differentiate his party from the government, emphasising his desire to lead with “different attitudes, different ideas, different ways of doing politics”. He admitted he would not oppose every cut the Coalition will make, that would be economically suicidal. But he reiterated his left of centre credentials, insisting that the Coalition plan is ideologically driven and will cut too deeply, too quickly for the nascent recovery to be able to survive. He would prefer to stick more closely to the reduction plan set out by former chancellor Alistair Darling to halve the deficit within four years while maintaining a level of public sector spending way beyond anything the Coalition would countenance. He proposed further taxation, maintaining the 50p higher rate, he also talked of ceilings on boardroom pay, banking levies, financial 10 | 14 OCTOBER 2010 | FM WORLD

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transaction taxes and offering workers a “living wage” rather than simply a minimum wage. But how much of this is realistic, and how will it be received by private sector businesses that are already being squeezed by tighter economic conditions and an uncertain future? True, some in the private sector are more than amply rewarded. But many, the “squeezed middle” to borrow a Labour catchphrase, probably feel stuck

between a rock and a hard place right now with looming spending cuts likely to put significant pressure on all sectors of the economy, and the alternative looking a little redder than it has done until recently. The spending review is an opportunity to land the first blows in what will become a long-running slugfest. We are already getting a taster of what is to come with some policy decisions dripping out of the Conservative conference and the PR machine cranking up once more to tell us that the spending cuts we have been warned about in brutally frank language all summer suddenly won’t feel all that bad after all. This message would appear to have been corroborated recently by public sector contractors Logica and Cap Gemini, who have already

been through Francis Maude’s office, but details of what has happened to margins in the contracts they have retained were thin on the ground. The long awaited “wall of outsourcing” may be about to crash down on our shores, but it wont be a lucrative free for all. Margins will be tight and the bigger providers with their economies of scale and breadth of offering are more likely to prosper than the “squeezed middle” in the facilities management sector. In reality, its going to be a long time before “Red Ed” gets his hands on the levers of power and the UK economy could look very different by then. All he can do in the mean time is try to start scoring some political points. Graeme Davies writes for Investors Chronicle

Latest start-ups

NEW BUSINESS New contracts for MORRISON include a £300m 10-year partnership with North Lanarkshire Council, a £90m 10-year contract with Family Mosaic Housing Association and a £60.5m 5.5-year contract with arms length management organisation 2010 Rotherham. The group’s forward order book for repairs and maintenance provider stands at £1.4bn, the first time past the £1bn mark. New business wins since January have totalled £780m with a further £580m of possible contract extensions. MSS has extended its contract to provide building maintenance services at Toshiba TEC’s offices and workshop in Hemel Hempstead. MSS has provided health and safety services at the

company for the past nine years but will now provide a range of building management services including heating and ventilation, refrigeration, building fabric, building management systems and water treatment. An MSS web portal will allow Toshiba to view all maintenance reports, statutory certificates and details of reactive requests. SHEPHERD FM’s contract with Yell has been extended for another five years. A new contract, worth £18m, will see Shepherd FM provide facilities management services to the group’s UK offices and call centres, as well as its new head office in Reading. As well as building engineering and maintenance,

Shepherd FM will now provide security, ground maintenance, cleaning and reception and concierge services. INVIRON has been appointed to undertake the electrical and mechanical installation at Manchester’s MediaCityUK. Working alongside OVERBURY, Inviron will install general and emergency lighting, lighting controls, power, fire alarm systems and plumbing services to the BBC buildings on Manchester’s Salford Quays. SWISS POST SOLUTIONS has won a three-year contract with Nationwide. The provider was selected by Nationwide and their support services company, CARILLION, which has been managing property services at Nationwide’s key administration offices and data centres in Swindon, Northampton and Bournemouth since September 2008. KUDOS HOSPITALITY has extended its catering and hospitality contract at Tottenham Hotspur Football Club for a further two years. The extended contract is worth £6m. www.fm-world.co.uk

7/10/10 17:18:47

Pleased: Causeway’s CEO Philip Brown

Causeway acquires Integrated FM Causeway Technologies has acquired Integrated fm, a provider of FM and sustainability management software. Causeway Technologies is a supplier of software solutions to the construction and support services industry. Warwick-based Integrated fm has more than 20 years experience of developing and delivering facilities management software solutions under the fm facts brand. These include help desk, room and resource management, asset management

and visitor management. Integrated fm also has divisions called Mobile fm, for enhanced communication with mobile workforces, and Workspace fm, for space planning and move management. Customers include Barclays Bank, Suffolk County Council, the University of Bradford, Greater London Authority, Vodafone, O2, BBC, BP, Associated Newspapers and Galliford Try. Causeway CEO Philip Brown said Integrated fm “is a perfect fit with our products and services

BUSINESS BRIEFS

for the built environment”. In March, Incentive FM renewed its contract for the use of Integrated fm’s hosted service solutions software for another three years. The package includes helpdesk, asset management, mobile fm, procurement management, resource/room booking and visitor management. All are accessed by each client’s intranet system. The solutions package is used by Incentive FM across 21 contracts.

Mears buys Jackson Lloyd Mears has acquired social housing maintenance business Jackson Lloyd for £2.7m and the repayment of £2.1m of its debt. Jackson, which operates in the north west of England, has an order book of more than £80m. For the 15-month period ending 31 March 2010, the unaudited accounts for Jackson showed that it generated revenues of £38.6m and a loss before tax of £3.8m. The last audited accounts, for the 12-month period to 31 December 2008, reported revenues of £31.5m and a loss before tax of £400,000. Gross assets as of 31 December 2008 were £8.6m. “The business has recently gone through a restructuring whereby overheads have been reduced together with an www.fm-world.co.uk

FM Business 0.indd 11

increased focus on underlying operating margin,” Mears said. He added that it “will integrate the business immediately and is expected to generate significant cost and efficiency savings”. The acquisition is expected to be enhancing earnings in 2011 following the costs of

reorganisation incurred in 2010. Bob Holt, chairman of Mears, said the acquisition “fits comfortably” into Mears Group’s social housing division. In February, Mears Group announced its takeover bid of £27m for Supporta was backed by 95 per cent of Supporta shareholders.

Mears group yearly revenue and profit Yearly revenue (m’s)

Yearly operating profit (m’s)

300

250

200

150

100

2006 2007 2008 2009 2010 Source: Mears Group Interim Report 2010

Carillion performs well Carillion has said that it continues to perform well in line with its growth strategy. New contracts in the first half of the year include support services deals worth £200m in the energy sector. Annual revenue from the group’s Openreach support services contract increased by £30m to £145m. Last month, Carillion put note up on its website to say it remains a “business support services” business. The correction of industry classification was to correct a recent error by the Stock Exchange that listed it as a construction company.

MSS buys London firm MSS has bought technical building services company ECS for £3.2m. The company provides M&E services for corporate and commercial buildings, mostly within the M25 region. The two founders of the company will take on roles at MSS – Hasi Patel will take on a senior group engineering role and Colin Campbell will take on a senior role at the group.

Willmott Dixon strong Willmott Dixon’s latest pre-tax profits have risen by 37 per cent to £8.6m, as the group positions itself against major public sector spending cuts. Turnover for 2010 rose by £6m to £481m, while the group’s contract order book is now at more than £1.1bn, with a further £480m under negotiation for which funding is already approved.

Compass’ Danish buy

2006 2007 2008 2009 2010

Compass group’s Danish business has bought IDA Service for £17m. IDA is a well-established operator of food and support services in the Danish market. It was picked up from OKF Holding and its management. FM WORLD | 14 OCTOBER 2010 | 11

7/10/10 16:27:53

FM BUSINESS

Ongoing discussions: Lovell’s managing director Stewart Davenport

REPORT

Lovell take on old Connaught contracts DAVID ARMINAS

Lovell Partnerships, the affordable housing division of Morgan Sindall Group has reached agreement with 42 local authority and housing associations to transfer their contracts to Lovell, following the demise of Connaught. In a written statement, the firm said that it is in ongoing discussions with a number of other clients “which are yet to agree to the transfer of their contracts”. Lovell managing director Stewart Davenport said the company was “pleased to have secured so many partnerships so quickly and are delighted with the way clients have responded”. On 10 September, Lovell announced that it was buying the majority of Connaught’s contracts for £28m. Around 2,500 employees are set to transfer to Lovell as part of the agreement. The new contracts are expected to generate around £200m of additional annual revenue, split between response maintenance contracts and Decent Homes planned maintenance contracts. Lovell’s purchase of the contracts follows Connaught’s decision to call in the administrators after its backers refused to extend lending terms

and provide additional funds. The group’s other main subsidiaries, Connaught Compliance, National Britannia Holdings, Fountains and Connaught Environmental, as well as their respective subsidiaries which comprise the group’s compliance and environmental

divisions, are trading normally. Lovell said the purchase will significantly improve its position in the affordable housing sector and creates a national, full-service business delivering planned and reactive maintenance as well as new-build social and open market affordable housing.

BUSINESS NEWS Santander repurchase Mercury Alliance Banking giant Santander is set to buy back part of its portfolio of leased offices and high-street branches from landlord Mapeley. The move is aimed at bringing more of its property estate onto its balance sheet and follows its decision last year to purchase its London UK offices rather than lease. Mapeley bought the majority of the UK offices and branches occupied by Abbey National, the UK building society taken over by Santander, for £457m 10 years ago. Then the portfolio was made up of 422 freehold properties and 884 leasehold properties. It is trend that is likely to continue now that new accounting rules require firms to account for property leases as liabilities.

Mike Cant, partner in Larch Consulting, and former Diageo procurement director Chris Brady, have set up Mercury Alliance, a hard and soft FM provider. Mercury Alliance is a collaboration of six FM services coming together in a “single-team’” approach to FM contracts. Founder partner organisations include EIC, Harrow Green, ICM and Securitas. The Alliance also partners with a selection of specialist catering organisations. Cant becomes chairman of Mercury, but remains with Larch. The Alliance has a combined workforce of 15,800, a turnover of more than £286m and a national delivery capability across 52 offices.

The payment was made using the firm’s existing cash resources rather than debt. At 30 June, Morgan Sindall had net cash of £138m and the group will continue to have a strong financial position following the acquisition. In the year to 31 December, 2009, Lovell reported an operating profit of £14.9m on revenue of £374m. On 30 June this year, the group announced the acquisition of Powerminster Gleeson Services to extend the division’s response maintenance capability and geographic reach.

Ex-Mitie bosses form boutique FM service Two former Mitie equity stakeholders have formed Bennett Hay, an FM business based on the concept of a boutique hotel service. Anthony Bennett and Robin Hay have worked together since 1994, firstly at Compass Group and then at Mitie where they established a new catering and soft services brand for Mitie and grew the businesses to a £50m turnover. The decision to start up together was taken through a mutual desire to deliver a more customer-centric service delivery, Bennett said. The business, which is now in its second month, will direct-deliver catering, reception, telephony, housekeeping, events, mailroom and reprographics and sub-contract security. It will offer an equity ownership model to its staff as an incentive to provide five-star service. Bennett Hay is equally owned by Bennett and Hay on a debt-free basis, something that is proving attractive to potential clients, said Hay.

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FMW.14.10.10.013.indd 13

4/10/10 14:31:23

FM EVENT CORENET EMEA CONFERENCE

PRIVATE SECTOR FM

PRESSING ISSUES The global economy, sustainability and threat management are key issues at CoreNet Financial times are tough and will remain so in the ‘new normalisation’ economic situation, but don’t fear the worst. Property developers and facilities managers must get used

to slower growth in the coming decade. But Europe will not be a ‘financial basket case’ while the Asian economies indulge in run away successes. It was Professor Norbert Walter,

former chief economist with the German bank Deutsche Bank, who raised the hopes of delegates on the first day of the CoreNet Global EMEA conference. The world economy will be “pulled” by the emerging economies, and Europe will be an active partner, albeit in a different financial and regulatory environment. In his opening address, Nigel Baker, chairman of the UK chapter of CoreNet Global, said the massive economic downturn means businesses must

reorganise to accommodate new financial realities. The reality is a shrinking portfolio of properties in western Europe and new property markets opening up in the Middle East and Asia. Globally, the property market is coping with less financial resources by developers and clients. Financial experts in the United States and many in Europe believe the west is headed for a second financial slump, said Professor Walter, who addressed the conference via a 15-minute video link from Germany.

Better equipped

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www.fm-world.co.uk

7/10/10 16:36:23

“I’m not sure,” he said. True, there has been a slowdown in the economic recovery. But that is because many governments are withdrawing their financial stimuli to their economies.

Green renovations Sustainability issues, such as carbon reduction, are rising in importance globally. Often this means only highly complicated renovations can extend a building’s life. However, as architect Jan Pesman from cepezed architects, said architects

tend to prefer to start from scratch, and not renovate. “Sometimes we must put aside our egos,” he said. With 15 per cent of Dutch office space, or seven million sq m standing empty, there is a strong sustainability argument for more projects like Westraven, the Dutch public works building in Utrecht. Pesman said the plan was to attract young people to the organisation that had an increasingly older workforce. From a drab low-ceiling 1970s-built high-rise to a structure

with conservatories, atria and inner gardens, the building has won many awards. A low-rise addition doubled floor space to 53,000 sq m. Around 2,000 people work in the building, but a new flexible design means that 3,800 people could work there. Ceilings were raised and voids were cut out on each floor – taking 25 sq m from each 1,000 sq m floor. But it provides staff and visitors with 10m vertical views from each floor, maximising light and making the most of views.

Threat management While national economies may be subdued, terrorist activity is not, meaning there are increased risks of working in emerging markets. It may be counterintuitive, but the greatest risks in hostile parts of the world aren’t murder and kidnapping. It remains the common road accident, as well as general illness, said Simon Venn, chief executive of consultancy Source8. Sometimes the best advice is “do your seatbelt up”, Venn said during a panel debate.

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7/10/10 16:27:12

FM OPINION THE DIARY COLUMN DAVID WALKER

David Walker is facilities project manager at Northumbrian Water

“HOW FAR IS IT PRACTICAL TO GO WHEN ENSURING THE COMFORT OF YOUR STAFF?” A HAPPY TROO P – BA R O N E

he first phase of the office T refurbishment is underway resulting in a happier workforce. But someone is still experiencing issues with bright lighting – how can this be resolved when everything else has been tried and tested? I have, as many of you will know, just finished phase one of our old head office refurbishment and have just this past weekend moved all the staff back into the office. I am pleased to say the feedback I have received has been, in the main, very positive and the staff appear to be very pleased with the refurbished space. A measure of this is that the amount of calls received on the facilities help desk has dropped dramatically.

The lighting levels and the air conditioning used to be the staff’s two main gripes. I addressed the air conditioning problem by improving the extract of the air from the ofﬁce while at the same time improving the distribution of the air through new diffusers – this appears to have worked successfully and I have not had one complaint about draughts. The lighting was a major change for us and we went from normal switch controlled lighting, to indirect/direct lighting with

motion sensors. Each ﬁtting also had the ability to be controlled individually and also carried out its own testing when it came to emergency light tests. This leads me to the one small issue I have and can I pose a question? How far is it practical to go when ensuring the comfort of your staff? I have 250 staff on the ﬂoor and I have a one person who is causing me a number of problems and no matter what I try do I cannot please. The complaint is that the lighting is too bright, no-one else has this issue, the lights are only working at 70 per cent of their capability so we have them set down. Health and safety have carried out assessments of the working area and temperature humidity and lighting levels are all measuring within acceptable limits.

I have anti-glare film on the windows, and blinds fitted internally which can be used if they so please. We have moved the person from sitting with their back to the window to another seat facing the windows – still too bright. That the blinds fitted were not dense enough to prevent the light coming in was another complaint. So how far do we go? Health and safety tell me it’s fine, the temperature is good, the humidity great, the lighting levels are 99 per cent good however I still get complaints. I still feel as though I should be doing something however I have done everything I can to improve the working conditions and all meet required guidelines but still to no avail. I shall continue to try and come up with a compromise but it’s proving very difficult. FM

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

1⁄

Occupiers Journal’s Paul Carder asks on LinkedIn: Who leads the drive to improve productivity in organisations? Line departments? How much can real estate & facilities management do? Gary Box: From my experience mainly with blue chip companies, the drive should always be from the top. But once the precedence has been set,

16 | 14 OCTOBER 2010 | FM WORLD

Opinion 1.indd 22

then it should be down to the individual line manager to address work and life balance. Cynthia L. Ruby: I like to think that it can work from the top and bottom Tim Springer: First, I think productivity is an inappropriate concept for knowledge work. It’s origins are in the industrial world where a tangible product was the result of observable activity.

2⁄

Richard Branson blogs on 1 October: “You shouldn’t be afraid to diversify if you are in a position to do so, especially because nothing ever stays exactly the same... just because you are in a business that is doing well, there are some businesses that can disappear very quickly. If you are in a business that could have the carpet pulled under you, start diversifying.”

3⁄

The UK is the first to produce domestic gas from sewage human waste, reports the Guardian. Reader response by richieboy 5 October 2010: “So we are going to invest in a ‘test’ plant, and see if it works. You would think that no-one had ever done this before. Biogas production is alive and well, established and commercial in most parts of the developed world,

with collection of food waste from blocks of flats, gas stations for cars and gas powered distribution and public transport. But if we want to pretend that we are pioneering and go around with test plants and pretend it is our idea and mess around for 15 years looking for government grants then let’s go for it. This is exactly the British island mentality we applied miserably to wind power. www.fm-world.co.uk

7/10/10 15:09:49

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

BEST OF THE

FMWORLD BLOGS

FIVE MINUTES WITH

1⁄

NAME: Paul Crilly JOB TITLE: Chief executive COMPANY: Reliance Facilities Management

Let’s make a meal of it

Neil Fuller/managing director at Caterlink School lunches are set to become a victim in the government’s cost cutting exercises. Talk of cuts to the School Food Trust’s budget has been superseded by leaks that it will now be abolished altogether in this month’s Comprehensive Spending Review. The SFT has provided a focus for information and guidelines as well as offering support to head teachers, administrators and catering staff. Whatever its future, it has turned a spotlight on the potential benefits of the school meal and the need for excellence. For those with the responsibility of ensuring that nutritious, value for money meals are delivered in their schools, without this guidance, to whom do you turn?

2⁄

Take the lead

Karen Nodwell/director at Hays Facilities Management With the October Spending Review pending there is much anticipation within the public sector. Many employers have already made cuts in order to prepare and although we are certain that the cuts will be deep we are confident that there will continue to be opportunities for facilities management professionals because government and public sector buildings can’t just be left and not maintained – it would be a serious lapse of health and safety if nothing else. There is room for facilities management professionals to take the lead and support the changes. However, in order for this to happen the property and facilities management functions of public sector organisations will need to be proactive and will need to be adequately preparing now.

3⁄

A postcard from America

John Bowen/chair of the BIFM’s procurement Sig Oh to be in England now September’s here. Only joking. I’m taking a few minutes of quiet time in between business and the essential hospitality that goes with it, at least it does more so here in the USA than maybe back home. I will shortly be back on show when my host’s guests start to arrive and we get down to some serious socialising and, it has to be said, networking. So, home thoughts from abroad? For me this is more home than home in the sense of where I live. Yes I know that I am British, and I am proud of that. But I am more at home here in the US than I am back in Wiltshire. www.fm-world.co.uk

Opinion 1.indd 23

I’ve only really had three jobs – the NHS, Directline, a consultant at Gardiner and Theobald and now Reliance. The last 15 years have been training me for this role. I was lucky enough that in two of my roles, my bosses were prepared to allow me to be better than them. People can be threatened by competent individuals. It’s only by having better people than you in an organisation that an organisation can flourish. I’ve held every single role in FM To make good strategic decisions you have to know what works practically, or it’s just theoretical nonsense. Some of the austerity measures being talked about at the moment should lead you to do things that you should be doing anyway. The people who will achieve what we need to achieve over the next few years will be leaders. The rest will be managers. On Friday evening the staff leave wearing one colour t-shirt and on Monday morning they turn up with a different colour t-shirt. What’s changed? Do we encourage vigorous enough cultural change? Consider courtship for a marriage and the effort that you go to deciding whether you’re compatible enough to spend your life together. I find it surprising we spend so little time deciding who we’re going to spend our working lives with. I’ve spent 10 years working out what something costs in FM and so I can see below cost bidding a mile away. Wanting to grow your business quickly can cause people to make unusual decisions about bidding and business practices. You need to speak in the language of the receiver.

FM WORLD | 14 0CTOBER 2010 | 17

7/10/10 15:10:30

FM CASE STUDY HOME OFFICE CATHY HAYWARD

NET INTERNAL FLOOR AREA: 54,000 SQ METRES MEETING ROOMS: 144 BREAK-OUT AREAS: 32 (2 ON EACH FLOOR) WASHROOMS: 100 (WITH 304 TOILET CUBICLES) RESTAURANTS: ONE (TWO CAFÉ BARS AND 40 VENDING POINTS) LUMINARIES: 16,000 LIFTS: 24 PIPE WORK: 20KM HEAT PUMPS: 260 PLANT ROOMS: 100 WIRING: 500KM

CHANGE BEGINS AT HOME Flexible working has transformed the Home Office’s premises in Victoria, London. Cathy Hayward gets an exclusive guide to the project

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020_023 Home office_mp.indd 18

icture a major change management project involving adapting the way thousands of staff in a high-profile organisation work, and images of shiny new headquarters, swish new furniture, and multi-million pound budgets spring to mind. But when the Home Office decided in 2008 to introduce flexible working into one of its key London buildings, 2 Marsham Street in Victoria, saving, not spending money, was top of the agenda. “We carried on using the existing furniture, we just had a different way of looking at it,” says Paul Pickhaver, head of the

Home Office’s Flexible Working programme which aimed to create a totally flexible workplace with few fixed desks. Fiona Spencer, director of Shared Services at the Home Office echoes Pickhaver’s view. “The adoption of flexible working is essentially about changing the way our staff view their workspace. It’s about deciding what space you need at any time and releasing it when you no longer need it.” Becoming more efficient about the way the space is used, is the new mantra; and a little over two years down the line, the results speak for themselves. Around 4,500 staff now occupy 2 Marsham www.fm-world.co.uk

7/10/10 15:03:06

HOME OFFICE

Staff have been encourage to see break-out areas as viable working spaces

www.fm-world.co.uk

020_023 Home office_mp.indd 19

“THE BIGGEST INVESTMENT WAS THE SUPPORT WE BROUGHT IN TO CHANGE PEOPLE’S MINDSETS” assess which desks and other spaces were being used and by whom and to understand the momentum around the building. This was recorded on a floorplan and cross-referenced with data on business units headcount and from the door entry system on numbers of staff and visitors on site. The team also conducted online surveys and face-to-face interviews to get a rounded picture of users’ experience of their workplace and of the work which they undertook in it. The results were fairly typical on a workplace where little has been done in terms of workplace improvement – a 56 per cent desk utilisation rate and an indication that some non-desk spaces, such as small meeting tables located near teams and study booths were being under-used. Much of this was down to a lack of continuing education about how to use the space. While staff were initially given protocols about the workspace when they took occupancy in 2005, this had fallen by the wayside and existing occupiers had returned to their old habits while new staff had not been inducted into how to use those spaces. Basic workplace etiquette was reintroduced so that people understood that working in a break-out space was considered

TERRY FARRELL & PARTNERS/ALAMY\GETTY/PA

Street, a purpose-built open plan working environment constructed in 2005 (see box) which used to support 3,800. Facilities management costs per occupant have reduced by 20 per cent and Pickhaver believes this could fall by another 8 per cent. “In terms of building costs per FTE, we have the potential to move from having an expensive London building to average London building costs,” he says. Apart from bringing in consultants Advanced Workplace Associates to lead the project and act as workplace change management specialists, little new equipment was purchased. Density was not increased, so the same (good) furniture remained in place. New adjustable monitors were introduced to support the variety of workstation users and there was some IT investment to allow for staff to log on at any desk but “there was no big investment” says Pickhaver. “The biggest investment was the support we brought in to change peoples’ mindsets.” The programme was part of a wider estate management strategy to reduce the Home Office’s London estate from seven buildings to two (something which has almost been achieved) and to make a better use of what it had. With several critical lease breaks on the horizon Pickhaver’s predecessor Steve Chapman was keen to understand how those buildings could be released and staff transferred across to existing premises. The project commenced with several months of evaluation to understand how 2 Marsham Street was currently being used. For a fortnight, the project team, headed up by AWA’s Helen Guest, monitored 2,500 of the 3,800 workspaces four times a day to

acceptable. “We had to encourage people to understand that just because they weren’t at a desk, that didn’t mean that they weren’t in an appropriate working space. Five years ago there was a definite feeling that if your manager can’t see you at your desk, then you’re not working,” says Pickhaver. It was essential, adds Pickhaver to recognise the importance of having good HR processes in place to ensure that, for example, people were being managed, measured against objectives, rather than visibility at their desk.” With a detailed understanding of how the building was being used, on a floor-by-floor and unitby-unit basis, in November 2008 the project team embarked on a pilot project (called modeling) involving 200 people across three different locations in the building.

A series of workshops allowed the project team to work with the users to design the flexible spaces and create the protocols around how they would be used. This helped them to start to buy into the project, says Guest. The project team introduced the pilot groups to the three new workstyles: fixed, mobile within the office and mobile in and out of the office. “Mobile in the office was seen as the default, and allocated workplaces were provided for those who needed them as the exception,” says Pickhaver – perhaps because they needed specialist software on a computer, or because they had a reasonable adjustment like a specific chair or a heightadjustable desk. A common challenge with building management is to FM WORLD | 14 OCTOBER 2010 | 19

7/10/10 15:05:32

FM CASE STUDY HOME OFFICE CATHY HAYWARD

“THE IDEA ISN’T JUST TO CHANGE THE DESKS AROUND, BUT TO CHANGE THE WAY YOU WORK” create usable pieces of space, says Guest. “Having completed the building analysis it enabled the development of a new stack plan for the building in order to release sizeable working areas rather than small pockets of space dotted around the building which is not helpful.” The project team restacked each of the 16 floors across the three linked buildings to ensure that the spare space was in large useable chunks which could be used by other teams from other buildings. There were also IT challenges to overcome – software was deployed to allow maximum flexibility within teams and new solutions were introduced to switch between laptops and PCs at the same desk. The telephone system allows staff to log on to their existing telephone number at any desk and provides voice mail when not logged in. One of the challenges for the project team was enabling the

management teams to understand how they used their space today so as they could then think through how working flexibly might be possible for them going forward. It took a lot of discussion and negotiation, especially so in the early days of the project when there were no internal examples. Users felt that they were losing something and insisted that they needed more space. “That’s where having such concrete data helped as we could go back to them and say ‘you have a 56 per cent occupancy rate in your department, you have sufficient space’,” says Pickhaver. “Others didn’t understand that although they might be in the building working for much of every day, they weren’t actually at a desk all the time, but in different meeting rooms or break out areas. The utilisation data helped to get that message across at all levels.” Champions were appointed within teams to act as the project The new flexible working environment helped staff to adapt to the change in government

link and to manage the transition of their own team colleagues discussing their fears, uncertainties and worries supported by their team leaders and material from the project team. One of the key items was the use of DVD clips, which enabled the consistent delivery of message throughout the organisation at a relatively inexpensive cost. Having the right champion is essential, says Pickhaver. “Rather than a move coordinator role handling a standard move of desks, champions are more influential and effective when they are well-known and respected among their peers and able to discuss ideas with others.” There were few issues identified by staff later in the process which hadn’t been raised and resolved in the pilot groups, says Pickhaver. After the initial pilot, there was a period of reflection and evaluation before the decision was taken to embark on further pilot

projects after senior management discussions. Gradually between spring 2009 and May 2010, the pilots were increased until now almost the entire building is working flexibly.

Phased move-in The phased nature, in line with the proposed stack plan allowed space to be freed up in line with the lease breaks in other premises and the induction of new staff into the building. The last group of people moved in earlier this month from an external building. There are now 3,800 desks supporting a population of 4,500 people and Pickhaver believes there is the potential to increase the population further to around 4,940. Average utilisation has reached a maximum of 80 per cent and the desk sharing ratio is 8:10. While it is easy to see any form of change as a negative, Guest says that many employees have discovered for themselves the

KEY SUCCESSES SPACE ALLOCATION PER FTE (FULL-TIME EQUIVALENT)

DESK UTILISATION

BEFORE

AFTER

56%

80%

15.3 sq m

12 sq m

DESK TO PEOPLE RATIO

1:1 PEOPLE SUPPORTED BY BUILDING PRINTER TO PEOPLE RATIO

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8:10

The fm team has a ratio of

3,800

4,500

1:30

1:12/15

7:10

www.fm-world.co.uk

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HOME OFFICE

Three ancient tower blocks make way for 2 Marsham Street

opportunities which working flexibly brings once they have made that transition. For some it can be very hard to imagine what it might be like when you are used only to working in a traditional approach with an allocated workplace where you are told to sit. “Some secretaries, for example, who had been stuck at a static desk near the boss, but away from the rest of the team for years, were delighted that they could become part of a four desk pod,” says Pickhaver. Other users have said how easy it is now to pull together a project team quickly and that there is a real buzz about the place. Team leaders like being able to sit with different members of their team. The flexible environment also allowed the organisation to adjust its working arrangements quickly in response to the change in the government, says Spencer. “That wouldn’t have been possible with our old way of working.” Some of the pilots coincided with the swine flu outbreak and the project team faced calls for the programme to be halted on health and safety grounds. “We had to deal with those concerns although we were already providing hygiene wipes for the workplaces as part of the kit of parts for delivery,” remembers Pickhaver. The key to the success of the project was to ensure consistency both in communication, delivery and operation, says Guest. “Every work area must look and feel the same so people don’t have to relearn the system each time, they can simply sit down and start working.” Each workstation has a generic set-up with an adjustable chair and the same desk furniture.

Mindset change But working at a different desk each day is only part of it, adds Pickhaver. “The idea isn’t just to change the desks around but to change the way you work. Some www.fm-world.co.uk

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people complained that it took 10 minutes to set up their desk with all their papers and personal items from their locker, but that’s because they were taking their old ways of working into a new environment” he says. With most administration forms online, such as expenses claims, payslips, together with most communication, less paper is used which helps to support the clear desk policy. “We found that people filled their locker with things from their old desk and then found that they didn’t really need all that after all and it remained untouched.” The new environment not only looks tidier but also reduces the risk of sensitive documents being left out. Although the project to introduce flexible working is essentially complete, Pickhaver believes that it must remain on the agenda for it to continue to be a success and to prevent users and the organisation slipping back into old habits. When FM World visited 2 Marsham Street last month, desks were clear and this helps to make the building feel like a newer one rather than one which is five years old – something the new Home Secretary Theresa May commented on when she arrived for the first time earlier this year. It’s not just the occupiers who have been on a steep learning curve. The changes also proved a challenge for the Home Office’s Total FM provider Ecovert and the delivery team, says Pickhaver. “The work environment had to be right on day one of each delivery. This took a lot of work and effort on the part of everyone to seek to achieve this, due to the unsettling nature of the changes we were asking people to undertake.” Also, “Customer service expectations have increased. Staff expect more and they expect it quicker. They won’t put up with poor performance.” Supporting

PROJECT

Biography of a building he 2 Marsham Street (2MS) site was formerly occupied by three 18-floor office blocks known as the ‘toast rack’ or the ‘three ugly sisters’ and was used by the Department of Environment. Demolition started in April 2002 and took 17 months to complete. The new Home Office building was constructed under a 29-year, £311m PFI deal with construction company Bouygues UK and sister FM firm Ecovert. The Home Office HQ, known as 2MS, was designed by Sir Terry Farrell and Partners. The plan for the site was to create a new and vibrant civic community with a strong sense of place, integrating a large government office building with public spaces. Construction began in November 2002 and 2MS was officially handed over on 26 January 2005. The external design includes arts enhancements including lettered, etched and coloured glass running the length of the exterior. Inside urban design has created a building which embodies a community-orientated district. Three areas of ‘pocket parks’ within the site create an additional external space and views for office workers. The building houses: Ministers and the Permanent Secretary; The Home Office Board and HQ functions they manage; HQ functions for Identity & Passport Service, National Policing Improvement Agency, UK Border Agency, and the Office of Security and Counter Terrorism.

more people with the same number of desks means that floors can be more heavily used, so for example, a broken PC has a greater impact and a bin may need emptying more often. Ecovert FM have facilities service assistants to monitor service across the building and to ensure they stay on top of customers’ needs. Some things have become easier – the strict clear desk policy makes cleaning easier, for example. The building’s green credentials have also been affected. While the Home Office’s overall sustainability performance has improved by reducing the number of occupied

buildings, because 2 Marsham Street is supporting more people, it is also using more energy to heat, cool, and light it, which affects the individual building’s performance. But there are also savings with paper and printing as staff report that they are working more on line for example. And more needs to be done, says Pickhaver. ‘‘Now that we have introduced a new way of using our workspace, we need to build on this – to realise the further benefits and estates efficiencies that new technology and changes to our workforce can help us deliver.” FM FM WORLD | 14 OCTOBER 2010 | 21

7/10/10 15:09:06

FM FEATURE CHINA NICK MARTINDALE

Dozens of new airports and roads will spring up in the next decade

The economic success story of the decade shows few sign of abating. But Nick Martindale finds out how the Asian powerhouse’s complex market demands an agile, flexible approach from Western FM providers

MADE IN CHINA y any standards, China’s development as a business destination over the past two decades has been impressive. Between 1989 and 2010 its economy grew by an average 9.3 per cent a year, according to Trading Economics, and continued to flourish even in the depths of the wider downturn. Much of this growth has been on the back of foreign investment, and where multinational organisations go, facilities management firms tend to follow. In the last 15 years, the likes of EC Harris, Johnson

Controls, ISS World and Mace International have all made moves into the Chinese market, while commercial real estate management companies such as Jones Lang LaSalle, Savills and CBRE have also established operations. “The Chinese market can be described as the bringing together of two worlds,” says Jonathan Berney, head of client solutions and a partner at EC Harris. “The first is the Chinese world where everything is done by the organisations themselves and FM is probably a subset of the local corporate

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CHINA

Boom town: China’s economy grew at an average rate of 9.3 per cent between 1989 and 2010

China has become more sophisticated; they’re looking to step away from their traditional state-owned enterprises and communist-style buildings

administration, much like it was many years ago in a European environment. “But many international corporates are now entering the market and demanding the same level of service quality and risk management that they would receive anywhere else. Seeking FM organisations in the local market has been a pretty difficult thing to do, so they’ve gone to international players.” Oscar Chan, a director of the Facility Management Development Centre at the Macau Management Association, describes the local FM market as “very primitive and immature”. “Most FM providers are third parties offering services to businesses whose parent company has already been using similar services at home,” he says.

FM QUICK FACTS

27.5m

ISS World’s turnover in China increased from £24 million in 2008 to £27.5 million in 2009

9.1%

Construction spend in China is expected to increase by an average of 9.1 per cent each year to 2014

2030

Earlier this year, China became the world’s second largest economy and is likely to overtake that of the US by 2030

EC Harris has been operating in China for the past 10 years, building on previous experience in Hong Kong and Asia. Berney estimates that China currently accounts for around 15 per cent of turnover from its Asian operations but believes this has the potential to grow much further. “As a minimum I think we need to have 30 per cent coming from China,” he says. “That’s a reflection of the potential of the market.” The business is currently evaluating the merits of partnering with existing organisations as a means of boosting its share of the market. “The major advantage is that they [existing organisations] would already have a team of people so we won’t have to go out into the local market and try to hire people. That’s a very difficult thing to do in China,” he says.

This was the route ISS World took when it first entered the Chinese market in 1996. Since then, though, the company has acquired other businesses, especially as the rules surrounding foreign ownership changed. Today, the company employs around 10,000 people in China alone and its Chinese operations account for 16 per cent of its Greater Asian turnover; although this is still relatively small compared to its Hong Kong operation which accounts for 70 per cent. Keith Futcher, regional director, ISS Greater China says ISS operates in three main markets today, servicing multinationals doing business in China, Chinese multinationals and local Chinese businesses. “It’s the scale of the opportunity that’s really quite awesome,” he says. “There’s something like 80 new international standard airports scheduled to be built in the next 10-25 years, as well as railway systems and roads. Companies like ISS are interested in providing the services and integrated facilities to any organisation where we can facilitate a better performance for them.” When Mace International moved into China in 2008 it set up a wholly-owned foreign enterprise on the back of what Michael Horenko, regional director for Asia, calls a “followyour-friends policy”. “China has become more sophisticated and they’re looking FM WORLD | 14 OCTOBER 2010 | 23

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PHOTOLIBRARY/ISTOCK/ISS

FM FEATURE CHINA NICK MARTINDALE

to make a giant step from their traditional state-owned enterprises and communist-style buildings. To achieve this they need to bring in foreign ideas,” he says. “There’s a need for someone like us at the moment.” Having been in Asia since the early 2000s, the organisation already had a profile in the region as a whole. “Coming into China, though, no one knew who we were except the clients we were working with, so we had to work hard so other people thought they’d like to use us because they could see the physical results,” adds Horenko. The company was recently chosen to provide FM services on one of the pavilions at the Shanghai Expo. “Picking a high profile project and doing it well is the best way to promote what you can do,” he says. Jones Lang LaSalle first started its integrated facilities management operation in China on the back of a regional appointment in 2004 and has since built up the business organically. “We had to establish a new platform in China at that time as it was a very immature market with limited suppliers and FM professionals,” says Julius Lau, head of IFM at Jones Lang LaSalle China. Today, China accounts for around 10 per cent of the company’s overall integrated facilities management business in Asia Pacific. “Demand from corporates has increased significantly. Outsourcing has become a key driver in company strategies to reduce headcount and cost,” says Lau. China, though, does pose significant challenges for UK companies; perhaps the biggest of which is the constant battle to attract, manage and retain an efficient workforce. “Getting the staff is not that much of a problem but the issue is getting

True colours: the Shanghai Expo gave some western firms a chance to shine

people who can diagnose problems,” says Horenko. “The difference with the UK really comes from the organisational structure,” he adds. “We have more managers managing at their own level whereas the Chinese way of doing things is quite hierarchical so the general manager calls all the shots. They will wait for a senior manager to tell them what to do.” Local labour also tends to be very transient. “You have to accept that in China loyalty to companies is much less than you might expect in a UK or European environment,” says Berney at EC Harris. “People will move jobs for an extra $1 an hour, and that’s a Hong Kong dollar, not a US one.” At a higher level, the emerging entrepreneurial culture means senior managers increasingly expect a share of the spoils themselves if they are to remain loyal, he adds.

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CHINA

KEY ADVICE

Top tips for FM Firms moving into China ● Research where you want to operate and who you will target ● Send staff out to China now to gauge how the industry works ● Be prepared to embrace new ideas and ways of working ● Identify any unique selling points and a value proposition ● Search for local suppliers for potential joint ventures ● Develop contacts with local companies as well as multinationals

East meets West: Many Western FMs experience culture clash working in China

A lack of understanding on behalf of both clients and contractors can also be an obstacle, says Lau at Jones Lang LaSalle China. “Very often FM is seen as “out-tasking”,” he says. “A true partnership with trust and reliance on the professionalism of service providers is rarely seen.” Any organisation thinking of moving into the Chinese market needs to be seen to have a longterm interest, warns Horenko at Mace. “There’s not a lot of respect for companies that want to come in, make a quick profit and then leave,” he warns. “Companies in China say it takes five to eight years to really get their businesses moving and that’s because it takes a long time to build up trust. I’d recommend

that any company wanting to get into China should send their people out there now and try to understand how things are done. Things don’t always have to be done in a Western way.” The sheer size of China is another issue with which companies will have to contend. “Recognising the enormity of the geography of China is really important,” says Berney. “There are very few players who are anything other than a single-city player. If you need to work in Shanghai and Beijing it’s almost certain that your partnerships are going to be different. The big conglomerate type of business really hasn’t hit FM as far as China is concerned.” Despite the progress that has been made by multinational FM

organisations to-date, the sheer size of China and the scale of its future development means the industry has still to reach anything like its true potential. “There’s still much more to be done from an FM point of view,” says Horenko. “Property prices have gone through the roof so there are a lot more people looking at running their buildings for longer, modifying existing buildings but, most importantly, upgrading what they’ve got. There will be a big market in FM.” Yet any company thinking of entering into the Chinese market must do so with their eyes open, warns Futcher at ISS. “We tend to think of China as one country but it has the scale and complexity of Europe,” he says. “It’s not for the faint-hearted.” FM

China does pose significant challenges for UK companies, perhaps the biggest of which is the constant battle to attract, manage and retain an efficient workforce FM WORLD | 14 OCTOBER 2010 | 25

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7/10/10 17:17:49

FM WORLD INTERVIEW TONY RAIKES

uilding things comes naturally to Tony Raikes, managing director of Vinci Facilities in the UK, thanks to his background as a civil engineer. He wants to see projects rise up and take on a life of their own, whether it be factories in China or FM businesses in Britain. The best projects grow because of a positive business culture that allows for superior teamwork and collaboration throughout the supply chain. That may sound like something out of a job application, but Raikes has been there – China and Africa – and done that as an engineer with Taylor Woodrow construction. He is now applying that strategy towards growing Vinci Facilities. In 2001, he left his successful civil engineering career and took the entrepreneurial road within facilities management, but maintained his passion for building things. Raikes, 46, is now focused on ‘building’ Vinci Facilities that is expanding through organic growth, as well as acquisitions. Raikes also has personal experience of acquisitions and what it takes to make them successful. Taylor Woodrow’s FM business was around five years old in 2001 when Raikes landed the customer director role responsible for growing the business. He moved with the business when Vinci Group bought it in 2008, becoming managing director of the now £250m-turnover business. Then, in August 2009, Vinci Facilities picked up the FM businesses of troubled Haymills Construction. “We wanted to make absolutely sure that their business culture would fit with our culture,” he says. “That is, totally customer and supply chain focused.” Civil engineering is in Raikes’ blood. His grandfather and father were in the profession and

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Buildings in the blood: Tony Raikes’ career has led him around the world from Zimbabwe to China. David Arminas interviews Vinci’s head of facilities as he reflects on a maturing UK industry with lessons still to learn

FROM THE

GROUND

when he left school it “seemed like the right thing to do”. It was also exciting, he explains. After being sponsored by Taylor Woodrow at Bristol University and working with them from graduation, he was seconded to the channel tunnel AngloFrench construction contractors’ consortium TransManche Link. “The collaborative nature of TML and the ground-breaking work gave passion and energy to the project,” he says. People from Balfour Beatty, Costain, Tarmac, Bouygues, Dumez (now Vinci Construction) and Wimpey construction were thrown together into a team. “This meant there were lots of different working cultures and practices, but it was energising.” Raikes again operated in different cultures when he next moved to Shanghai in 1996 to develop a $60 million major plasterboard manufacturing plant for Australian global business Boral. He was later seconded to Boral as a consultant to help run the plant. “The Chinese were very demanding, hard working

7/10/10 17:49:24

IN FACILITIES, YOU FACE THE CUSTOMER EVERY DAY, SOMETIMES ALL DAY. WHAT WE DID IN ZIMBABWE WITH CLIENT, CONTRACTOR AND SUPPLY CHAIN WON US AWARDS BECAUSE IT WAS COLLABORATIVE

Tony Raikes career file

and also very bureaucratic. But they had the ability to switch off from work easily and socialise,” he says. A move to Harare in Zimbabwe, in 1998 meant more cultural challenges, this time while developing the 17-storey Angwa City office and retail complex. As project manager on the £30m development, he was responsible for production planning, design, procurement, risk assessment and construction management. Despite delays, underfunding and the general atmosphere surrounding corruption in the country, it was finished ahead of time, on budget and within quality, he says. It was Taylor Woodrow’s first foray into Zimbabwe and won the British Construction Industry’s International Project of the Year 2001 award for its collaborative working. This again confirmed to Raikes that the integrated supply chain working together was the way of the future. Raikes felt some trepidation upon his return to London in 2001. He remembered the bad old days when Britain’s

BORN: High Wycombe, 1964 EDUCATION & MEMBERSHIPS: University of Bristol, BSc (Hons.), Civil Engineering, 1983-86 Masters Degree in Business Administration, 1997 BIFM membership Chartered Engineer, Member of the Institution of Civil Engineers Training in mentoring and coaching CAREER: 2008 – present: Vinci Facilities, managing director upon buyout of Taylor Woodrow (TW) by Vinci 2004 – 2008: Divisional director for TW’s facilities business; various senior operational and directorial roles at TW 2001 – 2004: Customer director for TW’s facilities division; winner of BIFM’s Innovation Award 2002 1998 – 2000: TW’s senior project manager, for major retail complex in Harare, Zimbabwe 1996 – 1997: TW’s deputy project manager on fibreboard plant, Shanghai, China 1994 – 1996: TW’s manager for design and construction of Northwest Water/Bechtel Water Technology’s £60 million Water Treatment Plant, Fylde Coast 1990 – 1994: Project manager with TW subsidiary Ocatvius Atkinson; steelwork contracts for clients BA, Toyota and Honda, TransManche Link. 1986 – 1990: Section engineer, seconded from TW to TransManche Link consortium for channel tunnel work

construction industry was “very confrontational”. Working together was not the norm, he explains and the construction sector went through a lot of soulsearching to see what could be done about it. Rightly or wrongly, he feared that the situation had not moved on. Especially after his overseas years of customer-focused collaborative working, he thought the construction sector would be a hard graft. He acknowledges that, back then, things had changed for the better, to a degree. “But I simply wanted a change and FM looked like a sector where you could be entrepreneurial, express yourself and be innovative,” he says. “In facilities, you face the customer every day, sometimes all day. What we did in Zimbabwe with client, contractor and supply chain won us awards because it was collaborative.” Raikes was given the chance for change when he became customer director for Taylor Woodrow’s FM division, a £50m turnover operation. His main focus was the development and growth of Taylor Woodrow’s facilities business in the telecommunications, petrochemical and defence sectors. He laid out a three-year business plan, including a strategy for sales and production delivery while also refining business processes. He was later made the company’s FM divisional director with joint responsibility for the profit and loss of the by now strategically important £100m turnover business. With Vinci Group’s buyout

out of Taylor Woodrow, Raikes found himself now responsible for a growing FM division with a turnover of upwards of £250m in the UK. As well, he has been responsible for integrating a host of Vinci acquisitions: Taylor Woodrow FM, Taylor Woodrow PFI, Crispin & Borst Building and Maintenance, Rosser & Russell, Norwest Holst Engineering Services, Norwst Holst Support Services, PEL Interiors, and following the acquisition of Haymills Contractors in August 2009, Haymills Property Solutions. The size of Vinci Group now provides Vinci Facilities with a form of safety net in a market that is still volatile, says Raikes. “The next two years will still be very tough,” he said. “There’s the VAT increase coming in January that will affect contracts. Also, before that there will be the government’s spending review this month that will affect public sector contracts.” Raikes believes that PFIs “are dead” and no more will come through, although many that are running will continue to produce good results. “I think the coalition government is keen to promote more outsourcing, but the conditions for that outsourcing will be tougher. However, I’m not gloomy about the future of FM. We’ll all be forced to become more innovative in our approach.” As for more acquisitions by Vinci, Raikes says the company remains entrepreneurial and “will seek opportunities where they arise”. FM FM WORLD | 14 OCTOBER 2010 | 27

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7/10/10 17:49:48

FM MONITOR NASAAR FAROOQ

LEGAL UPDATE

Nasaar Farooq Health and safety technical manager at Croner

IN TERIOR BU IL DI N GS M A I N T ENA N CE

ith this October’s European Health W and Safety week focusing on safe maintenance, FMs will once more be focusing their attentions on this crucial issue Interior buildings maintenance is necessary to provide a consistently safe working environment. However, there are certainly other reasons to ensure that correct maintenance is undertaken. The need to portray an attractive image to clients and the general public along with the desire to provide a pleasant environment for staff are also key concerns. Plus, failure to recognise the need for maintenance can result not only in financial loss through disrepair but also in the possibility of legal action. The best way to avoid these circumstances is to understand your responsibilities and the duties of others.

with regard to the cleanliness of the workplace environment, including the requirement to keep surfaces in the workplace in a clean state. Depending on the business area there may also be other guidelines to look out for. For example, the Control of Substances Hazardous to Health Regulations 2002 (COSHH) states that employees mustn’t be exposed to dangerous substances. If prevention is not reasonably practicable, employers must ensure they adequately control exposure. Substances classified as hazardous include everyday risks such as germs and bacteria (eg legionella in water systems).

Employers’ duties There are several important pieces of legislation that employers must be aware of. Firstly, The Health and Safety at Work Act 1974 (HSWA) outlines the general duty of care that all employers should adhere to. This states that employers must provide a safe working environment for their employees; including ensuring that the buildings in which they work are safe. For this reason, employers must adequately maintain the internal structures and finishes. In addition to this basic requirement, the Workplace (Health, Safety and Welfare) Regulations 1992 require employers to make certain provisions to ensure the health, safety and welfare of employees

How to comply Cleaning is a fundamental part of routine maintenance for all places of work and its importance should not be underestimated. Each place of work will have its own cleaning requirements which are defined in a document

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commonly referred to as a ‘specification of requirement’. Facilities managers must be familiar with their specification and should ensure cleaning staff are appropriately trained to handle any potentially dangerous chemicals and equipment. Keeping abreast of cleaning requirements can be timeconsuming. Developing work schedules is important in order to ensure that all requirements are met. To ensure the required tasks are being completed to a satisfactory level, facilities managers should complete regular random audits. Areas of specific concern A well-maintained floor will also help to reduce slips and trips in the workplace – a common cause of legal action against companies. Clearly, different floor surfaces will require differing levels of upkeep and it is important to remember that an incorrect cleaning program can change the slip properties of a floor which can become dangerous. Wood floors untreated with sealer will absorb water and dirt and will rapidly deteriorate in appearance – therefore, along with regular waxing, sealing is

MAINTENANCE MANAGEMENT ● Building records provide a history of work and faults and are invaluable in

the case of alterations or if emergencies occur ● A physical inspection of the premises will provide the data from which

maintenance needs are generated and organised ● After an inspection of any type has been carried out, the results should

be appraised properly so that appropriate action can be taken ● All companies should have a maintenance policy

also recommended. Special seals are also available for good quality concrete floors to overcome deterioration caused by chemical spillages and exposure to oil and grease. In contrast, sweeping, buffing or damp mopping should be adequate maintenance for linoleum flooring. The maintenance of doors should be of particular concern. As moving components in everyday use, care and forethought in design coupled with regular and effective maintenance are necessary. When replacing doors, it is important to note that differing temperatures on either side of a door may cause it to warp – this is a particular problem for softwood and unframed. Repair of door locks is usually a specialist function although non-specialist maintenance such as applying powdered graphite is often required. Employees’ duties It is the facilities managers responsibility to ensure employees understand their duties. The HSWA states that employees have a duty to take reasonable care of their own health and safety and that of other people who may be affected by their work. Overall, it is crucially important for facilities managers to recognise their legal obligations to understand the particular demands of individual structures and finishes and to ensure all employees are familiar with their duties.

● Source a supplier with multi-skilled engineers – it could reduce costs ● The condition report should include levels of risk and financial issues

associated with the current condition of the property ● The maintenance schedule should document future maintenance work

i USEFUL SOURCE hse.gov.uk (Health and Safety Executive, a source of advice and legal information)

www.fm-world.co.uk

7/10/10 15:31:28

LEGAL NEWS

New legislation Safety support up north

T H E EQ UA L I T Y AC T

You might be forgiven for thinking that the two main events occurring this October are National Peoples’ Day in the Peoples Republic of China and the official end of British Summertime; but the introduction of the Equality Act on 1 October 2010 marked a major overhaul of equal opportunities law. One area affected by the Act is the duty to make reasonable adjustments to accommodate disabled employees – and this duty includes more than you might think. Helpfully, the courts have recently provided some guidance on how this obligation should be approached, just in time for the introduction of the new Act (and National Peoples Day). Background Under current rules employers must make ‘reasonable adjustments’ to their premises or working practices to accommodate the needs of disabled employees or job applicants. This duty will arise where a Provision, Criterion or Practice (know as a ‘PCP’) applied by an employer, or any physical feature of premises occupied by an employer, places a disabled person at a substantial disadvantage in comparison with those who are not disabled. In these circumstances, the employer is required to take reasonable steps to prevent that PCP, or physical feature, having that effect. A PCP can be anything from a selection criteria for recruitment to a requirement that all employees are able to drive.

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Assessing reasonable adjustments When assessing the reasonableness of an adjustment, a tribunal should look at: the PCP applied by the employer, and/or the physical feature of the premises occupied by the employer; any comparable nondisabled employees; the nature and extent of the substantial disadvantage suffered by the claimant. This approach has been endorsed in a recent case called Secretary of State for Work and Pensions v Wakefield (decided under the now repealed Disability Discrimination Act 1995, but still relevant to Equality Act 2010). Accordingly, when considering whether an adjustment for a disabled person is reasonable, it would be advisable to go through the steps sets above and document the decision making process. Adjustments after 1 October 2010 The new Act does not make life any simpler in relation to the duty to make reasonable adjustments for disabled people. The Equality Act 2010 adds an additional set of circumstances in which the duty to make reasonable adjustments arises: employers must now provide an ‘auxiliary aid’, if the provision of such an aid would prevent the disabled person from being at a disadvantage. For example, if a disabled person would struggle to use an employer’s standard IT systems because of their disability, and that disadvantage would be removed by the provision the

‘auxiliary aid’ of specialist software, then an employer may be obliged to provide that software. That said, if the cost or inconvenience were highly prohibitive, then the adjustment may not be reasonable and, therefore, not required. Furthermore, the Act introduced a prohibition on employers requiring a disabled person to pay for the cost of making a reasonable adjustment. Finally, it is important to note that the Equality Act introduced a partial ban on employers asking prospective employees about their health, and this could have made it impossible to find out if a disabled applicant needed any adjustments to the recruitment process in order to ‘level the playing field’. There is, therefore, an exception in the Act which allows employers to ask job applicants about their health if this is necessary to find out whether a candidate needs a reasonable adjustment to be made to the recruitment process – for example, whether extra time is needed to complete a written test. Note, however, that questions about reasonable adjustments may only be asked in relation to the recruitment process itself, and not in respect of any adjustments that the candidate may require in order to undertake the role itself; these should be saved until after an offer has been made (whether conditional or unconditional). FM

A safety initiative targeting smallscale building projects has been launched across Greater Manchester and Cheshire. Statistics from the Health and Safety Executive show two thirds of all construction deaths in the north-west, and more than half of the serious injuries, occur in the two counties. During the next six months, HSE inspectors specialising in construction will be visiting shortduration building projects to offer support and advice to workers and contractors.

Incentive to cut accidents Research by the European Agency for Safety and Health at Work suggests that economic incentive schemes encouraging companies to invest in risk prevention are a cost-effective option for governments looking to cut the numbers of work-related accidents and illnesses. EU-OSHA director Jukka Takala said: “Our economic incentives project has encouraged different EU member states to learn from each other, and exchange good practice in designing incentive schemes. The report shows that economic incentives can be effective in all member states, regardless of wide differences in terms of their social security and accident insurance systems.”

Firm fined after worker dies A Scottish construction firm has been fined after one of its workers died four weeks after being struck by a telehandler driven by a co-worker. Charles Wilkinson, 51, from Berwick, was struck by the telehandler as it was being reversed the wrong way along a one-way residential street in Tweedmouth. The company, James Swinton Co Ltd, of Noble Place, Hawick, Scotland, pleaded guilty at an earlier hearing to one breach of the Health and Safety at Work Act 1974 and was fined £10,000 and ordered to pay £4,063 costs.

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7/10/10 15:32:06

FM MONITOR JOHN LANE

TECHNICAL

John Lane leads Cundall’s IT and communications team

SOU N D AN D VIDEO DI S RUP T I O N

top-of-the-range recording suite is plagued by disruptive hums and video distortion. John Lane explains how a modest culprit upset the best laid plans

A high-tech recording studio was recently built for an international television channel in the UK. The TV channel uses the studio to record the soundtrack for documentaries distributed to different countries worldwide. Famous actors are hired for their voices to come in and read the script while watching the video documentary on a monitor. To achieve the quality initial sound required, the studio uses very high quality microphones and recording equipment and a separate control room. Once the recording has been made and the actor and editor are satisfied with the sound quality of the basic recording the recording is passed to the editing suite. The editing suite provides sophisticated facilities for the sound editor to synchronise the sound recording with video recording and mix the actor’s voice with background music. A complete editing suite including the video playback facilities costs over £100,000. Great care was taken in the design of the studio to achieve the necessary degree of soundproofing and investment in the high quality audio and video equipment in the editing suite. However, the completed installation at this new site suffered from a high level of electrical hum and noise from the speakers, while the video mixers were swamped when switching between sources.

The installation had followed best studio practice with balanced audio circuits, screened cables and single-point earthing to eliminate hum loops. Initial suspicion focused on the Uninterruptable Power Supply (UPS). Unplugging the mixing desk from the UPS wall outlet and using a temporary power cable to a non-UPS cleaner’s socket seemed to reduce the audible hum and video problems. The UPS supplier was called in to verify the UPS output waveform. This was found to be within tolerance but as with most modern transformerless UPSs there was a residual noise element on the output at the switching frequency of the UPS inverter. Residual noise is typically in the region of 10 – 20 KHz and most UPS manufacturers can provide additional filtering to ensure that the output wave from is close to a pure 50Hz sine wave. Another possibility with a transformer-less UPS is that the UPS takes a non-sinusoidal

current from the incoming supply, which gives rise to a residual noise on the input neutral which feeds through to the UPS output neutral. Examination of the UPS installation and earthing at the studio showed that the design and installation was sound. The clue came from using the cleaner’s socket. At some point in the installation, the client had asked for the 3-pin 13 Amp plug connecting the desk to the UPS wall outlet to be changed for an in-line 15-Amp BS4343 style plug and socket. The electrician had inadvertently reversed the earth and neutral wires in the back of the ‘commando’ socket. This resulted in the small difference between earth and neutral (about one Volt ac at 50 Hz) being injected into the editing desk earth connection and causing a mains current to flow back down the audio and video input cables to the equipment racks, which had been correctly connected and earthed. The audio system was balanced and able to reject most of the ‘common mode’ hum but not enough to suppress it completely at the speakers. The video mixing system, which did not use balanced

circuits, was completely swamped by the one Volt ac signal.

Lessons learnt Audio and video systems, particularly in recording studios, require noise-free electrical supplies, careful planning of earthing and the use of screened signal cables. However, even the best design can be defeated by a late change and in this case by simple neutral-earth reversal. There will always be some volt drop across the neutral cable at the point of use, which is why a separate earth is so important in audio and video distribution systems. Neutral-earth reversals and neutral–earth shorts are common in electrical installations and can be difficult to trace. Most 230 Vac loads will appear to be working normally even if the current is flowing in the earth wire rather than the neutral. Studio quality UPSs with internal isolation transformers are specified by the BBC to ensure that the output neutral is completely isolated from the input neutral. This eliminates any uncertainty about electrical noise on the UPS output that can be introduced by some transformer-less designs. FM

UPS WITH GALVANIC ISOLATION OF NEUTRAL Bypass isolation transformer Reserve Supply

Main Supply

Rectifier

4-pole make before break

Inverter

Battery

Output to load

Output isolation transformer

30 | 14 OCTOBER 2010 | FM WORLD

030_FM_Technical.indd 30

7/10/10 17:52:40

FM MONITOR DAVID DAVIS

HOW TO… ALAMY

CR EATE A G R EEN RO O F

reen roofs are steadily growing in popularity. Helping to improve biodiversity as well as the aesthetic appeal of the building, green roof technology can be employed across a wide variety of commercial applications. David Davis discusses the key points

1⁄

Reduce pollution

With towns and cities becoming increasingly crowded, the installation of a green roof is the ideal option to help reduce pollution levels created as a result of the busy environment. High levels of CO2 emitted by cars can be reduced via plants’ natural respiration process. Airborne particles and volatile organic compounds found in the air can also be removed due to the absorption process of a green roof. Excellent water attenuation will also help reduce the risk of flooding. During the summer months for example, a green roof can retain between 70 – 80 per cent of the water run-off.

2⁄

Reduce your energy costs

The environmental benefits of a green roof can bring bonuses for the organisation too. Energy and cost savings can be made; by its nature a green roof is thicker than standard roofing materials and so significantly reduces heating and cooling costs. This results in more even temperatures across the roof surface. As an example, according to the Environment Agency, Paradise Park in Islington has saved 1.6 tonnes of CO2 as a result of its green roof www.fm-world.co.uk

031 How to.indd 33

installation. Due to the roof’s thermal mass, an air conditioning unit was not required, leading to a reduction of 3,800kW/hrs of energy with significant cost savings.

3⁄

Increase green space

In a built-up area with little access to outside space, any available ground that can be used as green space is vital in ensuring the health of the urban realm. By increasing exposure to outdoor space and fresh air, employers can help to increase both the physical and mental wellbeing of staff, that will, in turn, increase staff productivity. Considering this, extensive research undertaken by English Nature (now Natural England) suggests that green roofs can significantly help to improve the concentration and health of staff purely through exposure to oxygen. Aside from these benefits, the introduction of a green roof can also bring aesthetic advantages, improving the overall appearance of the building.

4⁄

Promote biodiversity

By introducing more green space, biodiversity levels can be increased. Attracted to the newly placed green roof, varying

flora and fauna will start to use the roof, increasing the wildlife in an area, a point of particular notice in built up towns and cities. By this measure, the Black Redstart, a rare species of bird, has been found to use green roofs in the capital, a point supported by the inclusion of a plan to incorporate more green roofs in London to attract the species in the England Biodiversity Strategy (Defra, 2002) and the Sustainable Development Report (Defra, 2003).

5⁄

Selection of materials

When selecting a green roof, there are a number of points to consider during the initial stages to determine which material will work best for the roof in question. For large projects, such as an office roof, a layer of sedum cuttings is advised when used with a substrate layer to ensure substantial anchorage of the root system while feeding the plants with an adequate supply of water. To ensure the roof continues to thrive all year round, even during extreme heat, a water retention and feeding layer should be fitted underneath to provide an additional supply of water to maintain the life expectancy of the system. Due to the nature of a roof, with its exposure to the elements, an adequate drainage and filtration system must also be applied. A membrane designed specifically to filter particles which may have passed through from the substrate will stop the possibility of a blockage occurring, helping to eliminate the risk of flooding.

6⁄

The best solution

During the material selection process, it is also worth considering the differences

between systems depending on the intended use of the roof. In essence, there are two basic types of green roof system; ‘intensive’ and ‘extensive’. An intensive green roof is generally designed as a park or garden at rooftop level. Requiring a deep layer of soil to plant shrubs and trees, this style of roof requires a high level of maintenance, which can be expensive, to ensure the plants are kept in good order. An extensive green roof has a shallow soil depth and so requires little maintenance. Ideal for flat to 40° pitched roofs, an extensive system commonly uses sedum matting which can be laid directly on to the roof membrane and provides an instant green roof.

7⁄

Seek specialist expertise

For FMs considering the installation of such a system, the professional guidance of an expert must be sought to ensure that a suitable system is supplied to ensure weight loading does not compromise the structural integrity of an existing building. It is important to consider the considerable weight difference once the roof has been planted and the water it absorbs as a result.

8⁄

Green roof equals good PR

In general, a building installed with a green roof will be seen to be environmentally sound. For the occupying organisation this can prove to generate extremely positive PR that can be harnessed to express their consideration for the environment. FM David Davis is national technical manager of Renolit FM WORLD | 14 OCTOBER 2010 | 31

7/10/10 17:53:13

FM MONITOR MARKET INTELLIGENCE

INSIGHT

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

ECONOMY

TOTAL OFFICE COSTS

Bank of England base rate: 0.5% as at 7 October 2010. The previous change in Bank Rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.

Total Office Costs are the total costs of occupying a building for business purposes including: net effective rent, rates; annualised costs (fit out (assumes Cat A developers finish already provided), furniture: (desks reception, cafe area, documents (excludes IT equipment)); Hard FM (building insurance, excludes business interruption and contents/stock; internal and external repair/maintenance, mechanical & electrical repair/maintenance, internal moves, dilapidations/reinstatement, security, cleaning, waste management, internal plants and flowers, water and sewerage and energy); Soft FM (including telephones (excludes cost of calls), catering, cafe area and vending, reception,

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

EMPLOYMENT

National minimum wage A minimum wage rate of £2.50 p/h was introduced for apprentices aged under 19 and apprentices aged over 19 who are in the first year of their apprenticeship (1 October 2010). Accommodation offset: The daily rate of the accommodation offset is £4.51 (£31.57 p/w) for each day accommodation is provided. Category of worker

Hourly rate from 1 Oct 2010

Aged 22 and above

£5.93

Aged 18 to 21 inclusive

£4.92

Aged under 18 (but above compulsory school age)

£3.64

Soft FM/Management

11% 23%

Hard FM Annualised costs Rates

15% 15% 36%

Rent

2004

2005

2006

2007

2008

2009

2010

Birmingham

£623

£625

£689

£636

£745

£700

£643

Bristol

£569

£591

£640

£652

£714

£677

£619

Cambridge

£519

£518

£588

£612

£672

£636

£620

Edinburgh

£661

£666

£713

£728

£782

£715

£673

Leeds

£582

£585

£620

£632

£683

£656

£636

London - West End

£996

£1,080

£1,265

£1,478

£1,776

£1,510

£1,412

Manchester

£608

£637

£655

£658

£717

£652

£584

RENTALS

Company cars: advisory fuel rates The rates below apply from 1 December 2009.

1400cc or smaller

ENGINE SIZE 1401cc to 2000cc

Bigger than 2000cc

11P

14P

20P

11P

14P

12P

PETROL

DIESEL

LPG 32 | 14 OCTOBER 2010 | FM WORLD

032_FMW_Insight.indd 52

Cost split 2010

Total Office Cost £/psm/pa

COMPANY CARS

The rates only apply where employers: • reimburse employees for business travel in their company cars, or • require employees to repay the cost of fuel used for private travel.

post/messengers (excludes postage fees), printing and reprographics, and management (building and project management). Source: Actium Consult (actiumconsult.co.uk/tocs)

Rental levels in the City, West End and Docklands are on the up Office rents in the City of London have soared by almost 12% for the second consecutive quarter following a two and a half year bear market, according to figures from NB Real Estate. The sharp rise in City rents is partly being fuelled by a lull in development of high quality space. Over the last 12 months the amount of available space in the City has decreased by 28%, from 9.4 million sq ft available in Q2 2009. The dwindling supply of grade A space is driving up rents. “Secondary space which doesn’t tick the upgrade box is less in demand and we are unlikely to see any material rental uplift at this level until business growth is the primary driver behind office demand. Landlords need to remain commercial if they want to see momentum maintained” said James Gillett from NB Real Estate. Rents in other Central London office markets have continued to move upwards – though at a more subdued rate than in Q1 2010. www.fm-world.co.uk

7/10/10 17:30:49

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5/10/10 11:01:41

Thank you The BIFM would like to thank Reliance FM for its sponsorship of the BIFM Good Practice Guide to Customer Care. This is the 13th guide in the series with more in production. If you would be interested in writing or sponsoring a BIFM Good Practice Guide, please contact 0845 058 1356 or email: knowledge@bifm.org.uk BIFM Reliance.indd 1

FMW.14.10.10.033.indd 33

1/10/10 16:30:51 FM WORLD | 14 OCTOBER 2010 | 33

6/10/10 16:12:21

BIFM NEWS BIFM.ORG.UK

WOW Awards: Ian Fielder (second from the left) and his fellow “dragons”

AWARDS

Wipe Out Waste Awards 2010 This year’s final of the Wipe Out Waste Awards was a joint event with the Prince of Wales’ major environmental initiative, ‘Start a Garden Party to Make a Difference.’ School children had risen to the challenge for the second year running in a unique competition run by Footprint Friends, sponsored by powerPerfector and supported by the BIFM to WOW – Wipe Out Waste in schools. Ten ideas were short-listed from the 79 WOW ideas submitted from school teams across the country that were deemed to have the maximum impact and the most chance of being implemented in schools nationwide. These 10 teams of students aged from 10-17, were invited down to London to pitch their ideas to the ‘Green Dragons’ in a Dragons Denstyle ceremony on 16 September. The awards ceremony was hosted by Casper Ter Kuile, founding director of UK Youth Climate Coalition. Each team was given five minutes to pitch their idea to the dragons. Ian Fielder, chief executive of the BIFM, said: “We were looking for schemes to innovate, impress and have a positive impact.” Fielder was delighted to present first prize to Ringwood School from Hampshire for its research into yoghurt pots. They asked the question ‘What’s the difference between a plastic milk bottle and a

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

yoghurt pot?’. They concluded that the yoghurt pot can’t be recycled. They called for action and hoped the publicity of the WOW awards will bring about a successful campaign for yoghurt pots to be manufactured in either paperboard (this exists already), in a biodegradable plastic (bioplastics also exist) or the same plastic as a milk bottle. They had already gained commitment from one of the UK’s largest suppliers of yogurts and are determined to gain the support of the remainder of the major suppliers. The winning idea will be scoped for national implementation in all UK schools. The winning school has received a complimentary powerPerfector unit installed by the awards sponsor, enabling the school to potentially reduce their electricity usage by up to 20 per cent.

IN THE CHAIR Name: Ian Fielder Job title: Chief executive at the BIFM BIFM role: To oversee strategic decisions while increasing the presence and visibility of the BIFM throughout the industry.

34 | 14 OCTOBER 2010 | FM WORLD

BIFM news.indd 38

EVENT

BIFM National Golf Finals

Scotland region: (L-R) Raymond Murray, David Hogg, George Scott and Colin Carnson

The tenth BIFM National Golf Finals, sponsored by HSS Hire, took place in Wales at the Marriott St Pierre course last month. Teams from eight of the nine BIFM regions gathered to fight out the Individual Members competition with the prize of a golfing trip to Portugal on offer for the winners. Seven corporate members teams also had their eyes on the overall winners crown. Players were treated to a golfing clinic in the morning by ex-Ryder

Cup hero Paul Way. Way also played with each group on the 18th hole in a Beat the Pro competition. Only four players managed to beat him on the notoriously long and tricky par 3, St Pierre’s signature hole. The Championship course, home to many British Masters tournaments, proved more than a match for most players but the members team from the Scotland region managed to tame the changing conditions and quick greens to secure not only the Individual Members competition but also the accolade of Overall Winners. The Corporate section was won by Temco from the Home Counties region, followed closely by the team from Fasset, representing the south region. In the Sponsors section, HSS Hire pick up both first and second spots to add to their success last year. Way presented the prizes on behalf of the BIFM and players were entertained after dinner by Ian Robertson, BBC Radio 5’s voice of rugby with tales of golf, Lions Tours and sporting characters, followed by an informative Q&A session with Way on the recent Ryder Cup this month. Thanks go to HSS Hire for their magnificent continued support, to Johnson Controls and Interfaceflor for their invaluable support and to Catch 22 for their ongoing organisational assistance. www.fm-world.co.uk

7/10/10 15:34:49

Please send your news items to communications@bifm.org.uk or call 0845 0581356

Overall Winners: Scotland Region Members Team; Sponsor Section: HSS Hire Team 1 (winners), HSS Hire Team 2 (runners up); Corporate Section: Temco (winners), Fasset (Runners Up); Individual Members: Scotland Region (winners), South Region (runners up); Nearest the Pin: Chris Windass (South Region); Longest Drive: Colin Carnson (Scotland Region); Putting Competition: Richard Berry (Fasset). EVENT

Workplace Week begins Microsoft, Lloyds of London, Nationwide Building Society and Rio Tinto are among many number of organisations who have all agreed to take part in Workplace Week (1-5 November 2010), to raise money for Children in Need (Friday 19 November) and mark innovation in workplace design, technology and practices. Workplace Week is supported by the BIFM along with a host of other companies. It is run by leading workplace consultants Advanced Workplace Associates (AWA). During the week, companies will open their doors and host visits to their offices during working hours. “Whenever I see Children in Need on TV, I think we could do something to contribute,” said Andrew Mawson, AWA’s managing director. Ian Fielder, CEO of the BIFM said: “Here in the UK we have some of the world’s leaders in workplace innovation and it’s great to see Workplace Week’s mission to share the best of the best and make some money for a great cause.” i To attend a 90-minute presentation and visit, led by senior leaders and experts from the host company, book a place at AWA’s website www.advanced-workplace. com, and make a minimum donation of £25 to Children in Need.

www.fm-world.co.uk

BIFM news.indd 39

Valerie Everitt is professional standards and education director

BIFM COMMENT T H E VA LU E O F T R A I N I N G

kills are vital to our economy… we need urgent action if we are to retain our competitiveness and make progress in the future”. This is the central theme of the Department for Business Innovation and Skills (BIS) consultation on the future direction of skills policy. And the consultation goes on to place, at the heart of future policy, the belief that employers and learners need access to good information about the value of different types of learning, what it might help them achieve and what will best suit their requirements. A skilled workforce as part of a learning society is fundamental to employment, productivity and economic growth. But given the build up to the October Spending Review and tough economic climate, expectations as to how much the coalition government will be willing to support investment in training and development are bound to be limited. There are, however, some promising signs. The BIS Joint Investment Programme has already released limited but welcome funding for FM qualifications at Level 3 and 4 and there are hopes that a second tranche of funding will be available for 2011. There is also a strong commitment to supporting apprenticeships. With their blend of theoretical and practical learning, they are seen as essential in qualifying people for a wide range of technician, associate professional and advanced skilled jobs. It’s good news that vocational qualifications are really gaining ground as part of a comprehensive and coherent education framework. Employers are increasingly recognising that they offer a good return on investment in a relatively short time frame. And learners value them because of their practical application in the workplace and the significant boost they can give to personal confidence, external credibility and earning power. For those working in more senior roles, it’s also worth taking stock and seeing what’s available to help support career progression and transition. In a crowded job market, it’s vital to differentiate yourself from the competition and having a higher level qualification in facilities management can do just that. The BIFM’s new suite of professional qualifications offers a flexible and practical opportunity to demonstrate knowledge and skills in the workplace. There is also a good range of higher education provision. Whether you’re looking at development from a personal, team or organisational perspective, make sure you factor in time to review the options and consider how investment in improving knowledge and skills will give you the competitive edge for sustainable growth and prosperity. It will be good for the economy too.

“IN A CROWDED JOB MARKET, IT’S VITAL TO DIFFERENTIATE YOURSELF FROM THE COMPETITION. A HIGHER-LEVEL QUALIFICATION IN FM CAN HELP YOU DO JUST THAT”

valerie.everitt@bifm.org.uk

FM WORLD | 14 OCTOBER 2010 | 35

7/10/10 15:35:32

BIFM NEWS BIFM.ORG.UK

BIFM TRAINING

One of the club: BIFM membership

Member get member Consider sharing your experience with the BIFM membership and get rewarded. Many members know how beneficial the BIFM membership is to their knowledge base and career development. Through the Member Get Member programme, the BIFM rewards your efforts in recruiting new members with a £20 Amazon voucher. In fact, over 500 members have taken part in the programme so far. No one knows the value of membership better than you. How does it work? Simply refer BIFM membership to a friend or colleague and get them to complete the online BIFM application. They must remember to select ‘member get member’ and add your membership number when asked.

ISTOCK

MEMBER

the workplace through the use of assignments relating to case studies or live business projects and activities. The BIFM is looking for individuals who are: •Qualified in facilities management or related discipline (for example MSc or MBA in FM) •Experienced in facilities management at a senior level •Experienced professionals in the academic world related to facilities management higher education. i Please submit your expression of interest to Linda.hausmanis@ bifm.org.uk

EXAMS

BIFM exam achievers

EXAMINERS

Call for BIFM assessors As part of the BIFM’s expansion of its qualification programme, the Professional Standards and Education department is keen to extend its team of committed assessors. The new Level 4,5 and 6 qualifications are accredited on the Qualifications and Credit Framework (QCF) and were launched earlier this year. Assessment is practical and related to experience in

The BIFM would like to congratulate the following individuals for successfully completing their recent Part I or Part II qualification: Sonia Dougal, Nicola Louise Edgington, Gary Thomas Cullen, Glynn Ashley Bell, Vicky Hewitson, Tracy Peters, David John Simpson, Carl Withall (Part I); Janetta Hayles, Tara Creasey, Linda George, Sarah Hoadley, Kanute Kindamba, Richard Talliss, Emile Bezuidenhout, Robert Jones, Elvina Patel, Michael Charles Fallon, Alison, Jane Mercer, John Eric Michalak Darren Nejrup, Roland Richard Marcus Wellington, Rina Hirani (Part II).

IN THE CHAIR Name: Linda Hausmanis Job Title: Awarding organisation manager BIFM role: Responsible for the BIFM qualifications in facilities management.

36 | 14 OCTOBER 2010 | FM WORLD

BIFM news.indd 40

D I SP L AY SC R E E N R E G U L AT IONS

o you fully understand your duties for staff using display screen equipment (DSE)? And are you able to carry out those essential workstation assessments? The Health & Safety (Display Screen Equipment) Regulations aim to protect the health of people who work with DSE. This legislation has been around for the last 17 years however some employers seem to believe that it is no longer important to carry out individual assessments of workstations. What they fail to realise is that if ergonomics are properly applied it can avoid expenditure on equipment and furniture which may be unsuitable for the staff and their tasks. DSE workstation assessments will help to increase productivity by providing a comfortable and safe environment, which will help in turn to reduce sickness and absenteeism rates. Since computer workstations or equipment can be associated with neck, shoulder, back or arm pains, fatigue and eyestrain, it makes sense to apply good practice to avoid the incidence of such problems. Some important questions to ask: are you planning to introduce changes in the working environment, or a major refurbishment programme? Staff can often be very particular about their personal working environment and re-organisation can cause considerable disruption. This can be particularly important where employers have introduced hotdesking – which can have a huge impact on health and safety and increase the need for DSE assessment and training to be carried out. One of the reasons for this is because there is a whole set of new problems to solve. For example, do staff know how to set themselves up to achieve maximum comfort at any workstation that they use? Taking the time and effort to introduce a good ergonomics programme will prevent possible health and safety problems in the future. If you’re not up to scratch, consider BIFM Training’s two day Display Screen Regulations and Risk Assessment course which is accredited by the Institute of Ergonomics and Human Factors and leads to a DSE assessors’ certificate stating you are trained to conduct DSE and workstation assessments. The next available session runs 8-9 December 2010 in London.

i For more information or to reserve a place contact BIFM Training on 020 7404 4440, email info@bifmtraining.co.uk or visit www.bifm-training.com

www.fm-world.co.uk

7/10/10 16:07:31

FM NEWS

Call John Nahar on 020 7880 6230 or email john.nahar@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

FM innovations ▼Sandtex Trade 365 Rises To The Challenge At Sunderland Lighthouse The unique qualities of Sandtex Trade 365 worked against the clock to tackle a tall order, enabling an entire lighthouse to be painted from top to bottom in less than a week - whilst delivering a protective ﬁnish for the long term. Standing on the seafront between Roker and Seaburn, the fast-track paint project enabled Cliffe Park lighthouse to appear in peak condition as the backdrop to the Sunderland International Air Show – one of the largest free air shows in Europe. Please contact the Customer Relations Team on 0845 372 3425, email info@sandtextrade.co.uk or www.sandtextrade.co.uk

▲Prospect of third award for access innovation A new concept in access management for property and facility managers from 24/7 property and people protection provider SitexOrbis is shortlisted for a product innovation award by the British Institute of Facilities Management (BIFM) ahead of an awards’ night ﬁnal on 11 October. Called eMAKS, the innovative solution is designed to deliver signiﬁcant savings in relation to security by ending much of the to and froing associated with key handling, thereby boosting efficiency for facilities managers. The savings are a result of marrying advanced new key technology with the technically adept resources of a 24/7 response centre, which is owned by the company and accredited to the highest standard, BS5979 category II. Through the response centre the key can be programmed remotely to open up to 6,000 different locks and to allow access at different times. www.sitexorbis.com/emaks 08000 830 850 info@sitexorbis.com

▲It’s snow problem for Raychem Raychem has once again come to the rescue with the installation of their IceStop self regulating roof and gutter de-icing system to protect the new roof at Dunster Castle. Dramatically situated on a wooded hill near Minehead and providing magniﬁcent views over the surrounding countryside, Dunster Castle has been on this site since the Norman times, with an impressive medieval gatehouse and ruined tower giving a reminder of its turbulent history. The recent installation of a new lead roof at the castle brought its own challenges but one of the major ones was to protect it from snow and ice in winter. Tel: 0800 969013 Email: SalesUK@tycothermal.com

▼Western Power Distribution awards a three-year generator contract to Power Electrics Power Electrics Generators, the UK’s leading independent supplier of specialist generators has signed a three year sole supplier agreement with Western Power Distribution (WPD). Power Electrics will supply a range of rental generators and equipment which includes static sets from 15kVA to 500kVA which can be lifted with crane, containerised sets (750kVA – 2000kVA) on artic trailers and mobile sets (15kVA – 100kVA) as well as providing a complete 24-hour call out service. The agreement also includes a contract to service and maintain WPD’s own mobile generator ﬂeet.

▲Crowcon’s New LaserMethane® mini Gen2 Detects Methane Leaks from up to 20 Metres away in Seconds Crowcon Detection Instruments has launched its new LaserMethane® mini Gen2 (LMm) portable methane detector. Designed speciﬁcally to detect methane at distance of up to 20 metres in seconds, the ATEX approved, second generation LMm is changing the way methane leaks are detected. What used to be a time consuming and potentially hazardous procedure is now quick and easy. The LMm is very easy to operate. By pointing the device’s laser beam towards a suspected leak or survey line, such as a gas pipe or ceiling, the concentration of methane is measured by detecting the difference between the light emitted and the light received. www.crowcon.com/ sales@crowcon.com

▲Power Electrics Generators will be showcasing its capabilities at this year’s Building Services Event Power Electrics Generators, the UK’s leading independent supplier of specialist generators for sale and rental, and the UK’s largest FG Wilson authorised dealer, will be demonstrating the extent of its capabilities on Stand Number B88 in the Grand Hall at this year’s Building Services Event. Power Electrics offers a range of generators rated from 5 to 2200kVA as single units or large multi-set parallel systems for high power or high availability (N + 1). Systems are custom designed to meet the demanding needs of both the rental and sales markets. FM WORLD | 14 OCTOBER 2010 | 37

FM Tech Spec.indd 37

7/10/10 11:07:01

FM DIARY

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

NATIONAL BIFM EVENTS

NORTH REGION

MIDLANDS REGION

15 December WiFM forum – An Inspector Calls Venue: Central London Contact: Liz Kentish, coach@liz.kentishcoaching.co.uk

21 October An invitation to ‘discover what’s in store’ at Leeds Museum Discovery Centre Venue: Leeds Museum Discovery Centre, Leeds Contact: Ann@echo-marketing.co.uk

15 October Joint training day – WiFM/Midlands Region – Communication Skills for FMs Venue: Midlands (TBC) Contact: Liz Kentish, coach@liz. kentishcoaching.co.uk

5 November BIFM Ireland Region FM conference Venue:Waterfront Hall, Belfast Contact: Julie.McCabe@cactuspr. co.uk

9 December North-west networking and Christmas Market Social Venue: Davis Langdon, 4th Floor, Cloister House, Manchester Contact: stephen.roots@ davislangdon.com, 07872 829743

17 November Proposed Midlands and sustainability Sig event Venue: Cheltenham Contact: Lisa McCarthy, lmccarthy@ thebritishmuseum.ac.uk or call 02073 238 485

SCOTTISH REGION

EAST REGION

LONDON REGION

18 November Rapid Changes in FM Over the Past Five Years – Lloyd Banking Group share their experiences Venue: Bank of Scotland, The Mound, Edinburgh Contact: margaret.kennedy@gpplantscape. com/ 01555 667919

21-22 October The FM and Property Event 2010 Venue: The Hanbury Manor, Hertfordshire Contact: leighhussain@ globalbusinessevents.co.uk or call 01633 290 951 / 07977 561 553

1 December Real cost savings for estates and facilities Venue: City Inn Westminster, London Contact: Miranda Chrimes or email bookings@sbk-events.co.uk or call 01732 373 073

IRELAND REGION

HOME COUNTIES REGION 19 November Customer Satisfaction Analysis – Use your customers to improve your FM delivery Venue: Eli Lilly, Erl Wood Manor, Sunninghill Road, Surrey Contact: ash@fm-recruitment.co.uk or call 01635 43100

Contact: Email c.russell@ forumevents.co.uk or call 01992 374080 20 October The FM Charity Network Forum Venue: Microsoft, (Cardinal Place), 100 Victoria Street, London Contact: Visit www. fmcharitynetworkforum.co.uk for details 27-29 October Ifma World Workplace Venue: Atlanta, USA Contact: www.worldworkplace.org 1-5 November Workplace Week 2010 A week long celebration of Workplace innovation, in aid of Children in Need 2010. Venue: Across the UK Contact: Visit www.advancedworkplace.com

INDUSTRY EVENTS SOUTH WEST REGION 20 October Hills Waste Management site tour Venue: Calne, Wiltshire Contact: hazel.reason@plantronics. com or call 07841784717 6 December 2010 SW Region: December Quarterly Venue: Aztec West Hotel and Spa, Bristol Contact: beth.goodyear@ fmhsconsulting.co.uk or call 07901 858875

15 October Cutting cost and carbon emissions – how to adopt CHP across the public estate Venue: The Strand Palace Hotel, 372 Strand, London Venue: For more details and to book a place, contact Brian McGuire on 020 7828 4077 or brian.mcguire@ chpa.co.uk 18-19 October Sports Equipment and Facilities Summit Venue: Twickenham Stadium

5 November The NHS and Combined Heat & Power: Cutting energy bills Venue: Royal Liverpool Hospital Contact: Brian McGuire on: brian. mcguire@chpa.co.uk or 0207 828 4077 17 November Catering for the Public Sector: Maintaining Standards Venue: The Barbican, London Contact: rdaniels@publicservicedelegates.co.uk or call 0161 832 7387

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38 | 14 OCTOBER 2010 | FM WORLD

FM Diary.indd 41

Planned maintenance agreements

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7/10/10 18:07:10

FM PEOPLE MOVERS & SHAKERS

BEHIND

THE JOB What attracted you to the job? After working in large corporate businesses, this was my opportunity to express my entrepreneurial side and really make my mark on the FM sector. I’ve seen good and poor customer service first hand, but I’ve never experienced exceptional service, which is what Revive’s ethos is all about.

NAME: Greg Ward JOB TITLE: CEO and chairman ORGANISATION: Revive Group JOB DESCRIPTION: My most important responsibility is to provide our customers with exceptional service, and I believe we do that because of the great people at Revive. I have a responsibility to myself to challenge and change the image of facilities management.

How did you get into FM and what attracted you to the industry? I’ve got 16 years’ experience of managing large manufacturing operations and large customer-focused operations. I spent the first part of my career at Ford Motor Company, however it was my time at BAA as operations director of Heathrow Airport which really made me realise how important FM really is. What’s been your career high-point to date? It was always my dream to run my own company and make it a success, which is what we are doing. I’m loving every minute of it. What has been your biggest career challenge to date? Changing the perceptional culture of Heathrow to a factual one. Heathrow Airport used to run on everyone’s perception, however using proven manufacturing techniques we were able to completely change the culture of the whole business. How do you think facilities management has changed in the past five years? With the economic downturn there is too much emphasis on cost savings and not enough on innovation. Great service and less cost is what the

ON THE

MOVE Changing jobs? Tell us about your new role and responsibilities. Contact Natalie Li Natalie.Li@fm-world.co.uk

Johan Vanlook (pictured) has left Unilever as support services manager for London and the south-east to join Kimberly-Clark as European head of facilities. In his four years at Unilever Vanlook delivered the new global HQ and helped drive through significant changes. In 2006 he was voted as one of FM World’s 35 under 35 ones to watch in FM. Vanlook continues as part of the FMA’s Young Managers’ Forum. Michael Kenny has left his role as managing director, operations at ConnectedFM and joined Stirling-based FM provider FES FM as a soft services

www.fm-world.co.uk

039 People and jobs.indd 61

target should be and in my opinion we can achieve both, we just need to work together and think outside the box. And how, do you think, it will it change in the next five years? The public sector will be outsourcing more in the short term and FM companies will need to structure themselves to embrace new ways of delivering great customer service. If you could give away one of your responsibilities to an unsuspecting colleague, what would it be? Long meetings. Short, sharp and smart is my motto! What three people dead or alive would you invite to a dinner party? Muhammad Ali, Frank Sinatra and Nelson Mandela. Which ‘FM myth’ would you most like to put an end to? ‘FM doesn’t add value’. FM is seen as a non-value added cost in some areas, however I strongly believe great FM adds real value to business. If used properly it will reduce bottom line costs and improve the overall customer experience. Do your friends understand what facilities management is? What about strangers? Most of them think it’s something to do with the radio. If I wasn’t in Facilities Management, I’d probably be... running a large corporate organisation.

manager. Kenny is a member of the BIFM Scottish region committee and a Scottish board member of Asset Skills. The former head of counter terrorism at the City of London Police, Brett Lovegrove (pictured) joins Mitie as strategic adviser for police and public services. Steven Gray has joined Shepherd FM as operations director for its northern division. John Hicks (pictured, right) from BaxterStorey joins Bite Catering to

work alongside its growing band of head chefs as Bite Food Champion. Interserve has appointed Tim Haywood to the board as group finance director. Colin Hale has been appointed CEO of Cofely for the UK and Ireland. Diana Kilmartin has joined mobile network operator Three as the new director of property and facilities. Nigel Wilkinson takes on the UK-wide role of health and safety manager and Simon Walker joins as retail FM and operations manager.

FM WORLD | 14 OCTOBER 2010 | 39

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Appointments

Call Stephen Fontana on 020 7324 2787 or email jobs@fm-world.co.uk For full media information take a look at www.fm-world.co.uk/mediapack

TAYLOR MADE JOBS BID DIRECTOR

REGIONAL FACILITIES MANAGER

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Providing Quality People â&#x20AC;˘ â&#x20AC;˘ â&#x20AC;˘ â&#x20AC;˘

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

Facilities Manager, Watford, ÂŁ35,000 plus beneĂ&#x;ts A professional services company requires an experienced Facilities Manager to manage FM services for approx 160 employees at their Watford Head OfÂ˝ce. You will manage a team of 5 staff and contractors, budgets for hard and soft services and hold responsibility for ofÂ˝ce moves/ churn, meeting rooms, hospitality and H&S. Candidates must have FM experience gained in the professional services or hospitality sector and be used to operating in pressurized and demanding environments. Excellent communication and customer services skills are essential. CVs to russell@c22.co.uk

FM Portfolio Manager, London, cÂŁ40,000 A leading Property Management Â˝rm requires an FM to manage contracted hard and soft FM services to a portfolio of single and multi-tenanted ofÂ˝ce buildings in central London. Experience of FM, service charge calculation and management and landlord/ tenant liaison is essential. CVs to russell@c22.co.uk

Facilities Manager, London, to ÂŁ42,000 plus beneĂ&#x;ts Our client a professional institute is situated in central London seeks an experienced Facilities professional to oversee all soft services and work closely with the Building Services Manager. You will have responsibility for purpose-built accommodation with facilities for conferences, lectures, seminars etc and administrative ofÂ˝ces at Grade I listed buildings. Experience of organising delivery teams, the implementation of new quality

CoďŹ&#x20AC;ee and CV

systems and procurement supply chain is essential. CVs to steve@c22.co.uk

fm-world.co.uk/jobs

has over 100 job vacancies

www.c22.co.uk

C22 plc is an employment agency

FM WORLDâ&#x20AC;&#x201A;| 14 OCTOBER 2010â&#x20AC;&#x201A;| 41 Catch 22 Quarter.indd 1

FM New appoints 141010.indd 41

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FM FINAL MONITOR WORD FELICITY MESSING WELL MESSING WHAT CAN I SAY?

FELICITY

MESSING

CORPORATE LINGO REVEALED 1⁄

Must have an eye for detail: we have no quality control.

2⁄

I’m personable: I give lots of unsolicited personal advice to co-workers.

3⁄

Apply in person: if you’re old, fat or ugly you’ll be told the position has been filled.

4⁄

I take pride in my work: I blame others for my mistakes.

FM TO THE RESCUE The news from Delhi stating that the athlete’s village for the Commonwealth Games was ‘not fit for habitation’ caused a bit of a stir. Soon, photos appeared, firstly on the internet and then in the press, of filthy wash basins, leaking toilets, dirty bathrooms, incomplete apartments and even wild animal paw prints on the beds. Alleged corruption scandals, a dengue fever outbreak and the collapse of a footbridge near the main stadium overshadowed any attempt to brush off the delays as being in the usual scope of delayed practical completion in the construction industry. Security fears arose when a TV news team carrying an explosives detonation box were allowed into the

uncompleted main stadium without an inspection. An Australian news team had been concerned about security issues and were determined to test their effectiveness by openly carrying the means to make an explosion into the stadium area. It seems that they had also found suppliers in Delhi for explosives and ammonium nitrate. Sensationalising late delivery of sports venues seems to be the staple diet of the media – remember Athens, or the new Wembley Stadium? So where are the press when the good old facilities managers quietly and frequently pick up the pieces from so called ‘practical completion’ and turn facilities into something fit for purpose? Probably moving on to the next sensation.

5⁄

I’m hard-working and dependable: I pilfer office supplies.

I CAN’T COME INTO WORK TODAY

6⁄

I tried to dye my hair blonde but it came out green.

I take pride in my work: I blame others for my mistakes.

7⁄

I’m extremely organised: I’ve used Microsoft Office.

My neighbour’s daughter has a round hair brush stuck in her hair and she needs my help.

I am particularly sensitive to a rise in the interest rates.

IN THE NEXT ISSUE OUT 28TH OCTOBER

DON’T MISS OUT ON: SPECIAL BIFM AWARDS ISSUE BRINGING YOU ALL THE WINNING PEOPLE AND PROJECTS /// CABLE MANAGEMENT /// RECESSION-SURVIVAL CAREER TIPS/// LEGAL: THE BRIBERY ACT /// SPECIAL SUPPLEMENT: GUIDE TO CAREERS IN FACILITIES MANAGEMENT /// ...AND ALL THE LATEST NEWS, ANALYSIS AND COMMENT 42 | 14 OCTOBER 2010 | FM WORLD

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WWW.THEFACILITIESSHOW.COM

If you are looking to target facilities and estates managers then this is the exhibition you canâ&#x20AC;&#x2122;t afford to miss! Contact Fergus Bird for further details on stand bookings and sponsorship opportunities at fergus.bird@ubm.com or 020 7921 8660

FMW.14.10.10.047.indd 4

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Probably the last time you felt so safe about moving.

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