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Heron Tower’s general manager Chris Stoddart is FM of the Year 2011


The winners of the 2011 BIFM Awards

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VOL 8 ISSUE 20 27 OCTOBER 2011


7 | The Olympic estate

21 | The BIFM Awards 2011

22 | The FM of the Year




6 Merger activity heralds the dawn of a new global village for the sector 7 Olympic Park press buildings are offered for post-games use 8 Project of the Fortnight: The Pods leisure centre in Scunthorpe pops up 10 FM 100 poll: We asked your opinion on proposed HSE inspection charges 12 Business news: Graeme Davies discusses the Euro-zone crisis and the impact on the sector 13 International security firm G4S buys up ISS for $5.2 billion

14 Diary of a facilities manager: David Walker’s regular look at the daily challenges he faces in his working life 15 Five minutes with Humanscale chair, Tim Hutchings 54 Felicity Messing

37 | Headley Court


Public sector: Nick Martindale examines the effect of cuts in the public sector and the subsequent drive towards space rationalisation


BIFM Awards 2011: We profile the deserving winners of this year’s awards and find out more about their projects (see p.21 for full contents.)

MONITOR 40 Legal: Data protection laws are about to change – are you compliant? 42 How to: Collaboration in the workplace can boost staff morale 43 Technical: Oil free, frictionless compressors require expert servicing

REGULARS 44 BIFM news 48 People & Jobs 51 Appointments For exclusive online content including blogs, videos and daily news updates

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

visit COVER IMAGE: Peter Searle

For immediate notice of new FM World content, sign up to follow us on Twitter

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



senior display sales executive: Adam Potter (020 7880 8543) ⁄ display sales executive John Nahar (020 7880 6230) ⁄ recruitment sales executive: Carly Gregory PRODUCTION production manager: Jane Easterman production executive: Aysha Miah PUBLISHING publishing director: Steve Bagshaw Forward features lists and media pack available at SUBSCRIPTIONS BIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358 FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to nonmembers. Annual subscription rates are UK £110, rest of world £130. To subscribe call 020 8950 9117 or email fm@alliance-media. – alternatively, you can subscribe online at subscribe/ To order the BIFM good practice guides or the FM World Buyers’ Guide to FM Services call Natalie Li on 020 7880 6229. EDITORIAL ADVISORY BOARD Simon Ball, business development manager, Interserve ⁄Jason Choy, director, Persus⁄ Ismena Clout, energy consultant, powerPerfector ⁄ Nick Cook, managing director, Haywards ⁄ Rob Greenfield, director for health, safety, environmental and quality, Sodexo ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Lionel Prodgers, principal, Agents4FM ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM Tutor and author ⁄ Chris Wood, senior associate at Advanced Workplace Associates

Average net circulation 11,357 (Jul 10 – Jun 11) 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


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ou get to rifle through plenty of interesting documents when you’re in my line of work. Over the last two week’s we’ve been able to look behind the scenes at what the various BIFM Awards winners had submitted on behalf of their nominations. You will not be surprised to learn that there were some very high-quality examples of the work that facilities management teams do. Having pored through 10 carefully prepared documents, I was left with one overriding impression – that FM represents some pretty amazing examples of project management. From day-to-day operational management right through to PRINCE2 levels of methodology on complex mobilisations, the project activity undertaken by FM teams can be every bit as carefully structured as projects undertaken for the organisation’s core function itself. The BIFM Awards submissions show numerous examples: closure of buildings and relocation of staff; development of supplier management frameworks; specification and introduction of new data centres; development of a stratified mechanical and electrical maintenance management system... and all that from just one company in a single award category. Arguably, the scope and critical nature of projects undertaken by FM teams makes it the most capable project management operation in any typical business; what makes FMs such good PMs is the variety of experience they get ‘across the piece’ (that’s the one and only time you will ever see me use those three words in that order). From the Co-operative Group through to the new FM of the Year Chris Stoddart at the Heron Tower, the BIFM Awards celebrated not just FM specifically, but high-quality project management in general across the widest range of activities. Perhaps when promoting careers in FM we should consider doing more to highlight the project management aspect. It’s not up there with ‘formula one driver’ or ‘international man of mystery’, but if the title of ‘project manager’ helps sell FM as a career option, maybe we should be bandying the term around a bit more. There again, if I’ve learned anything recently it’s the undeniable fact that once people become facilities managers they tend to want to shout about it from the rooftops. In my experience there is simply no other profession with FM’s level of social interaction. And there’s clear evidence that the profession is becoming ever more professional as a new, younger generation comes through. We could do with more, of course, and if you’re a BIFM member you’ll have received a copy of the FM World Guide to Careers in Facilities Management 2012 with this edition. It’s aimed squarely at students, school leavers and job switchers considering their career options, hence the bright colours and nuts-and-bolts explanations – but we’re really keen to get it to the right people at the right time. Our aim is to send copies of the guide to schools and universities throughout the academic year, but if you or your organisation is holding any event to promote the profession to potential newcomers, let us know and we’ll do our best to get some copies out to you. Finally, with some huge merger news rounding off a big fortnight for all us in the sector, I mustn’t forget to once again congratulate the 13 winners at the recent BIFM Awards. Well done one and all – and additional thanks to those winners who were happy to put representatives in front of the FM World cameras when they would doubtless have preferred to get partying straight away.



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Recent large-scale and international mergers are a sign that facilities management is entering a ‘global village’ phase that could see more cross-border contracts. This month’s mergers have been led by G4S swallowing Danish international services provider ISS. Also, the UK’s EC Harris has tied the knot with Dutch provider Arcadis (see below and business page 13). The deals, when given final regulatory approval as expected, will create two major internationals with turnover in the billions. “Mergers like these have been brewing for a while,” says FM World’s business analyst Graeme Davies. “It’s a difficult economic climate, but the sector is increasingly demanding the ‘one stop shop’ solution. Acquisitions add skills and capabilities to better serve clients and win new contracts, but they also boost growth in a tough market. The G4S deal is “big and bold”, says Davies. “They are taking on a lot of debt, but have prioritised refinancing that debt as soon as possible, which is wise.” “The global Village’ has arrived,” says Lionel Prodgers, director of international FM consultancy Agents4RM (see page 36). “Smart technologies are also influencing the way FM business operate, especially in real time.” But clients, too, see this technology as something that adds value to their organisation, says Prodgers. “The demand side is more prepared to outsource and benefit from the gains that will come about by the creation 06| 27 OCTOBER 2011| FM WORLD

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of more credible and competitive global suppliers.” But investors can still get nervous over such big moves, says Prodgers. “In the case of G4S, it seems that the investment market has taken a negative view of the prospect of achieving this. G4S shares dropped by 21 per cent on the day of the news.” Skittish investors might be afraid that such a large merger “will divert management attention from delivering services and the business become inwardly focused, for a while at least, on integration of the two organisations”. But more large mergers are likely, says Davies. “The sector is relatively healthy in terms of corporate cash piles, but still positioning itself for the hoped-


Mergers signal coming of a global FM village

for avalanche of public-sector outsourcing in Europe and the US. “In the next couple of years the strong will bolt on specialist services, creating a multidisciplinary business with a wide geographic reach.” “Suppliers have their eye on

the international market, says Prodgers. “We’ll see the emergence of robust, quality branded suppliers, much as we see in the hotel industry, capable of providing new multi-service and total FM contracts anywhere in the world.”


G4S buys ISS: £5.2bn The move combines G4S’s 2010 revenue of £7.4 billion and ISS’s 2010 revenue of £8.5 billion. Analysts say the combination of G4S and ISS creates the world’s largest integrated security and facilities services company by revenue, profit, number of countries of operation and number of employees.

Sodexo picks up Atkins FM businesses: £5 million Completion of the deal is expected by the end of November when Sodexo takes over two Atkins FM divisions – its managing contractor and managing agent businesses. The managing agent business will be re-named Sodexo Property Solutions.

EC Harris merges with Arcadis: price not available The combined turnover will be more than £2 billion. The announcement comes a week after EC Harris won Consultant of the Year at the prestigious BIFM Awards in London.

VPS buys up SitexOrbis: price not available Vacant property management business VPS has bought SitexOrbis Holdings. The enlarged VPS Group will have a turnover of £200 million and manage more than 90,000 properties. The merged European business will

have a turnover of £100 million, with 1,300 employees. It will operate from nearly 100 locations in the UK, France, Germany, Italy, Belgium, the Netherlands and Spain.

UK Drainage merges with Waterflow Holdings: Two of the UK’s biggest independent drainage companies are merging, creating a £50 million turnover specialist firm. Solihullbased UK Drainage Network – a major player in the home insurance market – will merge with Waterflow Holdings, whose clients include Thames Water, Network Rail, London Underground and the Highways Agency.

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The race is on for Olympic Park press centre buildings The Olympic Park Legacy Company is inviting bids for use of the Press Centre and Broadcast Centre after the end of the London Olympics next year. The buildings are being built in what will be Queen Elizabeth Olympic Park. The area has “excellent communications infrastructure, attractive parklands and a canal-side setting”. The Broadcast Centre has an area of more than 62,230 square metres (nearly 670,000 square feet) and five floors of offices. It “benefits from excellent telecommunications and power infrastructure. It has the flexibility to be re-configured into four separate buildings”,


BRIEFS Paul Morrell retained

opportunities, building on the area’s cutting-edge technological assets, as well as the diverse activities in neighbouring Hackney Wick”. The legacy company has set up an information web site for both the buildings as well as Queen Elizabeth Olympic Park. CB Richard Ellis is handling the project and the deadline for submitting bids is 2 December. Further information is available from Matthew Black or Charlotte Lusby on 020 7182 2000 or e-mail

according to the legacy company. The Press Centre is around 29,430 square metres (around 317,000 square feet) and is built to a BREEAM Excellent standard. “The building has large, flexible floor plates to be configured according to the needs of end users. The ground floor benefits from high floor-to-ceiling heights making it suitable for an attractive double-height lobby, retail and amenity space.” The legacy company said the park will be in the centre of “a vibrant and active new commercial district offering a wide range of sustainable employment


TWM: Knockin’ on Whitehall’s door A Whitehall contract can, for many FMs, seem only a dream – but that needn’t be the case. A panel of FMs told an audience on the second day of the Total Workplace Management exhibition in London that chances of success are increased if you know who to talk to and keep your skills base topped up. In Hansard – the official record of Parliamentary debate – the words ‘facilities management’ have been mentioned four times in the past two years, said Martin Pickard, director of consultancy FM Guru, and only once since the coalition government came to power. The words were mentioned recently in the list of cost-cutting measures mentioned by Eric Pickles, Secretary

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of State for Communities and Local Government. In the Scottish Parliament, FM has been mentioned once since 2008. Larger firms are landing some good government contracts, noted John Moriarity, chairman of the Facilities Management Association, the umbrella body for facilities suppliers. They will continue to benefit from economies of scale. But even big companies must operate

strategically in a very tactical, costcutting economy. FM relationships with government clients become one of convenience rather than strategic partnership, he said. Iain Murray, deputy chairman of Global FM, the international FM association umbrella body, said that the FM sector is tightly bound up within the construction sector, meaning that facilities businesses are under the same cost-cutting pressures. There is still a tendency in government to buy at the lowest price. However, Martin Corbett, director and founder of Derwent FM, said government has noticed that small-to medium-size firms can deliver large contracts. Derwent FM recently landed a £1.65 million contract for HM Revenue and Customs in Nottingham.

Paul Morrell has been re-appointed for a further year as the government’s chief construction adviser. Morrell, who was appointed for two years in December 2009, asked to remain in the post so that he can oversee procurement reforms and play a part in the establishment of the Green Construction Board. He took up the post after retiring from Davis Langdon, which he joined from university in 1971. He is a fellow of the Royal Institution of Chartered Surveyors and of the Institution of Civil Engineers, an honorary fellow of the Royal Institute of British Architects and served as a commissioner on CABE – the Commission for Architecture and the Built Environment. Morrell was awarded an OBE in 2009 for services to architecture and the built environment.

Premises could save more A London Assembly financial monitoring group said there is a “baffling” lack of savings being made by emergency services that are sharing back office functions, in some cases premises. A sub-committee member, quizzing leaders from fire and police authorities, asked if “empire building” was blocking the sharing of services. Rita Dexter, deputy commissioner of London Fire Brigade, said several stations already share services and premises with the London Ambulance Service and another property will be shared with the Met. The GLA has said the sharing of services could save about 20 per cent of the £2.2 billion annual procurement spend and should be achievable within two years.

New head for Asset Skills Asset Skills has appointed Sarah Bentley as chief executive designate. Bentley will join Asset Skills, the sector skills council for facilities management, at the end of November and becomes chief executive when Richard Beamish steps down in the spring. She was last with the Centre for Enterprise, a research and management consultancy for the education and research sectors, where she was joint managing director. Asset Skills has also announced that its operations director Steven Proudfoot will become the organisation’s chief operating officer. FM WORLD |27 OCTOBER 2011 |07

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Food for thought for the Commons and Lords A single purchasing function should be established to buy catering supplies for the House of Commons and the House of Lords, according to a report. The House of Commons Commission, responsible for services in the Commons, has adopted a proposal to increase the amount of joint purchasing between the two houses. It said it also wants to explore the creation of a single body to handle all catering purchasing activity. The House of Commons, which purchases more than 4,500 food, beverage and souvenir products from around 160 suppliers, already engages in joint buying with the Lords for ingredients such as potatoes and carrots. But the Commission believes this can be increased. In a report published by the House of Commons Administration Committee in May, the catering and retail services department in the Commons estimated it could save £116,000 a year by engaging in more joint purchasing with the upper house. “We would go one step further, however, and argue that the greatest efficiencies and economies of scale would be achieved by negotiating a suitable merger of the two services,” noted the report. The proposal was previously put forward in 2007, but failed to gain traction. The committee said it predicted similar obstacles this time around.

Chartered surveyor heads building regs body

Scunthorpe opens ‘Pods’ leisure centre Thousands of people have visited Scunthorpe’s new ‘Pods’ leisure centre, built in the town’s rejuvenated Central Park and opened officially in July. The £21 million, five-pod centre is a competition-winning design that features timber and glazed geodesic domes, partially surrounded by water and set within the park environment. The pods offer an eight lane, 25-metre swimming pool, a learner pool and facilities for 150 spectators. The facility has a six-court sports hall, a fitness studio, a gym with 85 workout stations including stationary bicycles, a sauna, a steam room and a spa. It also offers a crèche and function rooms. In October 2006, architects Andrew Wright Associates was announced as the winner of a competition to design the sports academy and make improvements to Central Park. Organised by the Royal Institute of British Architects in association with the Landscape Institute, the competition was promoted on behalf of North Lincolnshire Council and in partnership with Yorkshire Forward as part of its ‘Renaissance Agenda’ for Scunthorpe. Andrew Wright’s winning team included structural engineers Buro Happold, landscape architects Grant Associates, sports specialists S&P Architects, Biodiversity by Design and quantity surveyors Gardiner & Theobald. Consultancy Arcadis worked closely with the clients as project manager, employer’s agent and construction-design-management consultancy, to develop the BREEAM Excellent-rated building on time and on budget. The project includes a biomass boiler and grey-water recycling to feed the green roof and the water systems in the surrounding parkland. The Pods is complimented by a fresh water lagoon to the south, linked to a swale – a marshy area – that surrounds the building. There are 120 car parking spaces set around the east side and the entrance to the facility. 08| 27 OCTOBER 2011| FM WORLD

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Chartered surveyor Neil Cooper has been appointed chairman of the Building Regulations Advisory Committee (BRAC). Cooper is managing director of approved building inspector business MLM Building Control. He is also a founding member and former chairman of the Association of Consultant Approved Inspectors. Cooper was appointed as a member of BRAC in October 2006 and has been deputy chairman of the committee since February 2009. The chairman is appointed for two to three years and can be reappointed. Cooper replaces Michael Finn, who held the position for 10 years and was on the committee for 20 years altogether. BRAC is the consultative body that provides strategic and technical guidance to the government on standards for the design, sustainability and construction of buildings. There are currently 15 members of the committee whose work concerns regulations in England and Wales. Comparable regulations apply in Northern Ireland and Scotland, which have their own advisory committees.

Property administrations are on the rise The number of property and construction companies falling into administration in the third quarter of this year rose by 11 per cent on the same period last year, according to the latest research. The number was 117 compared to 105 in the third quarter 2010, noted the research by business advisory firm Deloitte. “The property and construction sectors have been the two sectors hardest hit by the current economic uncertainty,” said Nigel Shilton, real estate industry partner at Deloitte. “Rising energy prices and significant cuts to public and private sector building projects have brought a large amount of planned projects to a grinding halt. The next quarter is going to continue to be tough for the construction sector and will particularly hit medium-sized firms as opposed to the larger national contractors.” In the retail sector, the number of administrations fell by 20 per cent to 28 in the third quarter of this year compared with 35 in the same period last year. “While this may be taken by some as a positive sign that the industry is beginning to stabilise, retailers are coming under increasing pressure as shop sales continue to slow,” said Lee Manning, restructuring partner at Deloitte. Overall, the third quarter of 2011 saw a decline of 4 per cent on the previous quarter, with a total of 477 companies falling into administration compared with 498 in Q2 2011.

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Which of these provides better building security – access control or CCTV? To find out about this key issue and much more, visit for a whole range of free CPD for facilities managers.




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WE ASKED 100 FMS… Six out of 10 FMs don’t believe the Health and Safety Executive (HSE) will go ahead with plans to introduce ‘cost recovery’ charges NO (60%) If the HSE introduced a cost recovery scheme for work uncovered during its inspection visits – the proposal is for £133 an hour – they would hit many financially challenged small businesses hard, according to the latest FM 100 Poll. Facilities managers were asked whether they believed the HSE would go ahead with the idea of adopting some form of payment system for inspection visits. The consultation process ended earlier this month. There was a consensus among

the four out of 10 FMs who believed charges are inevitable that, like many government departments, the HSE needs to bring in money to offset budget cuts. Charges might not be as high as the £133 per hour being discussed. The danger for the HSE, said one respondent, is that the charging regime is complex and unwieldy, thereby costing the HSE large amounts to administer. “Keep it simple,” he said, “but also beware. The weakness of this plan is that responsible

companies will pay while other businesses ‘on the periphery’ will find every possible way to avoid both visits and paying for them. The cynical view is that the HSE will charge us for anything it can, despite the fact that we already pay for these guys in our taxes, personal and corporate.” The HSE might want to consider “a sliding scale of charges to prevent smaller organisations being penalised and larger ones paying effectively less per capita”, said another respondent.

If income from visits becomes a profit centre for the HSE, it might target large companies who can afford to pay and pay quickly – especially for repeat and follow-up visits – as well as local authorities because payment is guaranteed. Abig downside to the proposals might be if “cowboy operators feel safe ignoring even more of their legal and moral obligations to protect their employees”.

Assessments and HSE inspections under fire



Health and Safety Executive (HSE) plans to recover its costs from organisations transgressing health and safety laws came in for heavy criticism at the recent Total Workplace Management exhibition. “This idea is wrong,” Peter Hall, director of risk management for SGP Property & Facilities Management, warned attendees. “Will we now be obliged to follow an inspector’s requirement? At the moment, the law only requires that we take ‘reasonable and practical’ measures. As long as you’ve done that, there’s room for discussion.” Rob Greenfield, group Safety, Health, Environment and Quality (SHEQ) director for the GSH Group, said that the charging of fees would be difficult for the HSE to justify in its current form. “Who is going to manage the HSE? If this system is introduced, I just

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can’t see how they are going to manage themselves.” Hall suggested that, should charging be introduced, the HSE be split into two departments with its inspection and regulatory elements clearly distinguished. A straw poll of the TWM audience revealed little support for the idea of HSE charging, despite one attendee suggesting that HSE fees would “focus the mind” of potential transgressors. The panelists also homed in on the failure to consider fire risk assessments (FRAs) as ‘living documents’. The attitude is putting organisations at risk, they warned. Greenfield warned that FRAs can lack sufficient detail, especially regarding a fire detection system where organisations and assessors often rely on a basic ‘tick-box’ approach. “More detail on how the system functions is crucial.” Hall suggested that some organisations can be too complacent. “They do an initial fire

HSE inspectors may charge for site visits in future

risk assessment and think that the job is done. In fact, a risk assessment must be a living document.” “When an organisation puts in a new meeting room or kitchen, an FRA that isn’t subsequently adapted to take into account this new usage becomes a waste of paper,” said Hall. “You may as well throw it in the bin.” Hall also cited the issue of landlords’ assessments of common parts in multi-tenanted buildings, advising tenants to

check that FRAs covering common parts are up to date. Jean Hewitt, a senior volunteer for the BIFM, added that evacuation of disabled people from buildings is “not on the radar” of many fire risk assessors. “People don’t pay enough attention to this issue,” said Hewitt. “Assessments tend to focus on people with obvious physical disabilities, but fail to take into account people with, for example, heart conditions.”

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Europe – can’t live with it, can’t live without it GRAEME DAVIES

The euro-zone economic malaise continues to deepen. Despite assurances from France and Germany that the economic bloc is getting its act together financially to support its weakened peripheral economies through a beefed-up rescue fund, the smell of fear still pervades the markets, and in particular the European banking sector. The UK has not been immune to the shattering of confidence in the European financial system either. Earlier this month, the UK banking sector was downgraded by ratings agency Moody’s due to its exposure to debts within our European neighbours. This may all seem a little far removed from the UK’s facilities management sector, but it is difficult and dangerous to ignore Europe’s woes. Our economy is inextricably intertwined with the EU. It is our biggest trading partner and UK businesses and banks share a complex web of activities, funding and shareholders across the continent. So the default of Greece, which is coming despite all the protestations to the contrary, will impact on the UK economy whether we like it or not. True, we may not have banks heaving under the weight of Greek sovereign debt like the French and Germans do, but the potential knock-on remains. For example, the most recent European banking victim, 12  27 OCTOBER 2011| FM WORLD

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Dexia, is a relatively modestsized Franco-Belgian lender, which almost drowned in a pool of souring sovereign debt. But Dexia has a significant portfolio of stakes in more than 40 Private Finance Initiative and Public Private Partnerships in the UK worth almost £6bn, many of which will involve UK FM operators. For now, Dexia’s involvement in such projects is not under threat, but there is no guarantee that its new management team will not look to exit such overseas exposure in time. Also the blow up of Dexia for the second time in three years probably removes it

from the potential financing pool for further projects for the short to medium term, at least. A host of European banks is heaving under the weight of potentially toxic debts as the banking system has dried up, leaving them struggling to borrow enough funds on a short-term basis to operate normally. A Greek default, while painful, would at least draw a line in the sand and provide some certainty in these febrile markets. Banks could then write down their debts, get their begging bowls out and recapitalise once again in the hope that the crisis could be contained and would not simply move on to Italy, Spain or Portugal. Incredible shrinking banks The upshot of this is that bank funding is likely to be in short supply across Europe as banks shrink themselves to fit new, tougher capital adequacy rules. What the infrastructure sector will be hoping for is that more

pension funds and other such long-term investors will be tempted in by the potential of long-term predictable returns to fill the funding gap. Without competition for funding, the risk is that deal terms become more onerous and returns from contracts shrink further, which has a knock-on effect on the number of companies that are willing to take on such contracts. The perils of pushing for business for the sake of it, especially in such tough economic times when terms can be especially tough, have been brutally illustrated in recent times by the collapses of Connaught and ROK, and the very recent travails of Mouchel, which has warned on profits, lost its chief executive and two chairmen and needs its banks’ agreement to waive debt covenants after over optimistic booking of revenues from contracts, among other problems. Graeme Davies writes for Investors Chronicle

Contract wins

NEW BUSINESS Emprise Services has landed a threeyear contract with the Royal Bank of Canada for its two London offices. The combined floor space at Riverbank House and Thames Court is more than 18,560 square metres. Services include daily office cleaning, periodic cleans, window cleaning, washroom services and consumables. ISS Facility Services Landscaping has won a four-year landscaping contract with the Royal Borough of Windsor and Maidenhead. Since 2000, ISS has been maintaining all the borough’s parks, gardens, open spaces, sports facilities,

closed churchyards, cemeteries, play areas, other amenities and highways. Interserve has signed a three-year cleaning services contract worth more than £2 million with retailer Midlands Co-operative Society. Services include daily office and retail cleaning as well as window cleaning in all 86 Co-operative stores across the Midlands. Multimedia news agency Thomson Reuters has signed up security services business VSG in a three-year contract worth £2.8 million annually to provide manned guarding to its seven sites.

Revive has secured a three-year contract with World Duty Free Group for the provision of all electrical maintenance in their London stores at London Heathrow, London Gatwick and London Stansted airports. City Building has won a £2.1 million contract to provide repairs and maintenance to West of Scotland Housing Association’s 2,877 properties in Glasgow, Lanarkshire and Ayrshire. Electricity and gas provider E.ON has awarded GSH a multi-million pound five-year contract for mechanical and electrical services for all its 40 UK sites. Lindley Heritage has been awarded a five-year catering contract extension at Malvern Theatres in Malvern, Worcestershire, worth £4 million. The partnership was originally formed in 2005, with the current five-year deal due for review in 2013.

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Jeff Gravenhorst (left), chief executive of ISS, and G4S chief executive Nick Buckles

G4S buys up ISS for $5.2bn International security business G4S has acquired Copenhagenbased facilities provider ISS in a £5.2 billion deal. The deal is expected to move G4S more squarely into the integrated FM market. The company will be a global leader in integrated security and facilities services, combining G4S’s 2010 revenue of £7.4 billion and ISS’s 2010 revenue of £8.5 billion, according to a G4S statement. The combination of G4S and ISS creates the world’s largest integrated security and facilities services company, by revenue, profit, countries of operation and number of employees. London-listed G4S also expects

to make “an estimated £100 million of annual pre-tax cost savings by 2014”. ISS was founded in Copenhagen in 1901 as a small security company with just 20 night watchmen and in 1934 it entered the cleaning business. It now has more then 535,000 employees globally. The company offers cleaning, property services, catering, support services, security services and facility management. G4S, meanwhile, has more than 635,000 employees in over 125 countries.

The announcement comes after ISS earlier this year called off an initial public offering thought to be worth around £1.6 billion. ISS is controlled by EQT, the private equity arm of Sweden’s Wallenberg family, and GS Capital Partners, the private equity unit of US bank Goldman Sachs. They bought the business in 2004 for £2.4 billion and have been looking to either sell off the company or float it. G4S chief executive Nick Buckles said the company has been moving into markets outside that of security. “We believe this acquisition will transform our business and create substantial value for shareholders,” he said. Jeff Gravenhorst, chief executive of ISS, will be joining the G4S board.

EC Harris merges with Arcadis Built asset consultancy EC Harris is merging with Dutch consultancy Arcadis, giving the combined company a turnover of more than £2 billion. The announcement comes a week after EC Harris won Consultant of the Year at the prestigious BIFM Awards in London. The new business will be formally launched next month and will have nearly 19,000 employees, according to a statement by EC Harris. No redundancies are anticipated. Arcadis will take full ownership of EC Harris in return for three million shares and an undisclosed cash sum. “The merger is contingent on EC Harris partner approval

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Harrie Noy (left) and Philip Youell

and related closing requirements,” said a statement. EC Harris has 48 offices in 28 countries and employs 3,000 people. Revenue in 2010/11 was £254 million. Arcadis employs around 15,000 worldwide and provides consultancy, design, engineering and management services in infrastructure, water, environment and buildings. Turnover is around £1.76 billion. EC Harris’s expanding operations in Asia and the Middle East will

provide Arcadis with strong footholds in these markets, the statement said. EC Harris senior management will remain in place. Chairman Richard Clare will step into a wider client development role at Arcadis and remain on the EC Harris board in an advisory capacity. Philip Youell will continue as chief executive and join the Arcadis senior management committee. He said the deal will allow EC Harris “to grow and develop internationally at a much faster rate than we are doing”. Arcadis chief executive Harrie Noy, based at the company’s Amsterdam head office, said the acquisition means Arcadis gets “a leading position in project management and related services”.

Servest buys Turners Servest Multi-Service Group has acquired Turners Cleaning and Support Services. Turners, based in Stevenage, Hertfordshire, provides traditional janitorial services, pest control, washroom services, indoor planter maintenance, and deep-cleaning of kitchens, carpets and upholstery. Client sectors are education, leisure, retail department stores, food preparation research, distribution and manufacturing, as well as radio, television and films.

Sodexo acquires Atkins Sodexo UK and Ireland has acquired the asset management businesses of Atkins for £5 million, with a deferred conditional amount of £500,000. Completion of the deal is expected by the end of November, when Sodexo will be taking over two Atkins FM divisions – its managing contractor and managing agent businesses, according to a Sodexo statement. The managing agent business will be re-named Sodexo Property Solutions and “will continue to offer a fully independent service”. The businesses, which have head offices in Leeds, have around 300 employees each.

New Mouchel chief Support services group Mouchel has appointed Grant Rumbles as chief executive amid concerns over its year-end profit. Rumbles replaced Richard Cuthbert, who left the company on 6 October after nine years in the role. Rumbles joined from lab testing business Exova where he was chief executive. Also, executive chairman Bo Lerenius has resigned and David Sugden, non-executive director of Mouchel, has taken over as interim chairman. FM WORLD |27 OCTOBER 2011 |13

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“there have been a few aspects of the actual delivery and the measurement of the delivery I felt we could improve”

David Walker is facilities project manager at Northumbrian Water

a fi ne bal an ce

n the early phrases of a refurbishment I project it can save both time and money to involve stakeholders early on and impose strict timescales on alterations, but there is a fine line in who you involve By the time this column goes to press, many of you will no doubt be aware that we completed our challenge of getting from Harrogate to London for the BIFM Awards 2011. We did this just outside our target time of 1pm (we arrived at 1.20pm). While I don’t want to cover old ground, as I am sure many of you will have read our chairman’s blog, I would just like to pass special thanks on to Ian Broadbent, Simon Aspinall from Catch 22 and David Sharp at Workplace Law who joined us on the Saturday, and to

all the other people who helped us achieve our goal. I don’t at this time have the exact figure, but the good news is that we raised somewhere in the region of £15,000 for Macmillan Cancer Support – so thank you all for your help. Back at the office, a major project kicked off for me with the refurbishment of a large part of the old head office. Sitting on the bike and walking for nine hours a day gave me a chance to think about some other parts of the refurbishment, with regards to

what had gone well and what had not gone as well as I would have liked. I linked this back to the Continuous Improvement Process of Planning (Plan) Doing (Do) Reviewing (Review) and Acting (Act). I thought about how continuous improvement could be applied to the FM service of delivering the project. While I have been mostly happy with the planning of the delivery of the project, there have been a few aspects of the actual delivery and the measurement of the delivery I felt we could improve upon. A couple of things spring to mind during the early planning stages of the earlier phases of the refurbishment. I have, to a certain extent, been left alone with regards to the design, planning and delivery

of the project and while I have a sponsor on the management team, I felt that the involvement of other stakeholders early in the project could have saved myself some work, while at the same time save on some costs. The stakeholders really only get involved towards the end of the project when I take time to sit with them and chat through the refurbished space. At times, this has lead to areas not quite working as we would have liked, when, potentially, if the involvement had come earlier, the space and use of it could have worked much better. I feel there is a fine line in who you involve and you also need to put strict timescales on any alterations they may require as any changes made will have an impact on the project budget and programme. FM

Best of the web The latest views, comments and reaction across the web Facilities Management Association (http://linkd. in/pS5Zyk) Chris Hoar: Is total facilities management cyclical, a fad or here to stay? What do you think and why? David Emanuel: Chris, there are some real issues in FM with terminology. So first of all, I think you define what you mean by TFM and what that model involves – as one man’s


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TFM is another man’s multi-service contract or indeed easily confused with an integrated approach too in some cases! There is little clarity in the market, and this is something that the FMA should assist in clearing up to ensure that we all have clear starting points. Sometimes it’s just because there is a blend of hard and soft services managed under one

contract that it is assumed it’s a TFM model, with 70 per cent of true TFM contracts (according to the analysis given by KPMG research at the Workplace Futures conference) being hard services led, and the majority provided by companies with a hard or construction background. However, the bottom line is that TFM has not had the best of reputations. They can

be painful to implement, and it’s possible that organisations have not appreciated what was going to be required and gone in a little half hearted. They can be even more painful to extricate themselves from. But not cyclical? I’m not sure any company has had a total FM contract, moved to another model and reverted back to it in the way that some have

gone back to insourcing. Chris Hoar: As you well know David, I am a very simple person. To me, total facilities management is when a client places all of his or her outsourced services to one provider. How that provider then delivers those services is another debate. That is how I would like to see TFM defined. Let us see what other people think.

You can follow us at


FMWORLD BLOGS Skeletons in the closet

John Bowen/director, Service Works Group We tend to talk about the things that we’ve done well, but we learn more from the things that go wrong. So with Halloween approaching and in the spirit of things that go bump in the night, maybe it’s a good time to look at a project that went wrong. So here’s a skeleton from my closet... The project was to replace a water storage facility for a substantial sprinkler system. To repair it was a difficult job and would have taken the system out of action for at least eight weeks, which was not acceptable to the client or their insurers. They also wanted to expand the system, which would have required additional capacity. The most economical way forward was to install a pair of cylindrical tanks about 50 metres from the original installation, where we had an available piece of ground that would require little preparation. An engineering contractor was engaged to design the system and provide us with a specification that we could put out to tender and it was during this exercise that we made a mistake in communication – although no-one realised until much later. We had our own mechanical and electrical team and had given it the lead in working with the design engineer. When the subject of connecting an appropriate power supply to power the pumps came up, our man said that we would do that – we would do the connection at the panel. However, we meant the one in the nearest building; he meant the one in the new pump house. Specification done, we went out to tender and shortlisted three for the final stage. They came in for the site inspection and question and answer session. At some point, the power supply question came up and the answer was given: “Client is arranging connection” by the design engineer. No-one on my team queried that because we had no reason to. At about two thirds of the way through, I took a walk around with the contractor. Both tanks were substantially complete and the pump house was up and being fitted out. Laying the power cable from the pump house to the nearest building would involve digging up the road, causing my occupiers possible disruption, so I asked when that was scheduled for. “But you’re doing the connection,” he said, and the misunderstanding back at the start of the design stage began to emerge. Our spec did not allow for cutting and filling a trench to bridge the 50m gap and it cost us £10k to do it. All because of an ambiguity in the spec. Always read the small print – especially if you wrote it yourself.

More from FM World’s blog pages:

Hard but valuable lessons Sometimes the big picture is all about the small things, blogs Finbarr Murray, head of FM at the London Borough of Croydon.

five minutes with

NAME: Tim Hutchings JOB TITLE: President, international COMPANY: Humanscale

FMs have a lot of people demanding their time. That can be difficult for us sometimes. We know they’re dealing with committees and it can be frustrating when they’re not listened to. I sense their frustration. FMs have the best interface with the people using the facility, but their advice is often unheeded. It’s the FM who typically champions the use of furniture to prevent physical problems. In my experience, they’re very interested in preventative measures. In some parts of the world, chairs are still used as status symbols. In the UK we’ve largely moved on, but back in the 1970s, then the bigger the job you had, the bigger the chair. In some offices it would be like the Boy King, with the smallest person in the company sitting in the largest chair. When computers became popular, so did muscolo-skeletal disorders. Everyone thought that what we needed to do was give individuals the ability to adjust their own chairs. Suddenly, people had to read all these complex instructions on how to drive their chair, so they just didn’t bother. People would wind up their chairs until it just felt right for them. FMs have become more scientific. They understand more about modular design, that it allows for repairs to be carried out on site quickly so that the furniture is back in service as soon as possible. It’s usually the FM who picks up the vibe on what product is working or not. The strangest request I’ve ever seen? Someone who wanted to gold-plate one of our products. It just shows you that in some parts of the world the choice of chair is still all about status… Interview by Martin Read FM WORLD | 27 october 2011 | 15


Nick Martindale analyses the long-term impact of cuts to public sector budgets

CUT TO SIZE he current emphasis on budget-reduction and cost-cutting means the public sector is facing enormous pressure to reduce overheads and work more efficiently. This is affecting the FM sector more than most, both in its own efficiency drives and in ensuring organisations remain able to function effectively in the aftermath of wider decisions The most notable development has been the sheer scale of the downsizing that has swept through the sector. The Chartered Institute of Personnel and Development recently increased its forecast for the number of positions that would go between 2010-11 and 2015-16 from 410,000 to 610,000, while the



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Office for National Statistics revealed some 110,000 workers lost their jobs in the second quarter of this year alone. Initial estimates were around 20,000 for the whole year. “If you were to simply translate that into office space and say that each person occupies 10 square metres, you can very quickly see the impact that headcount could have on FM,” says Amir Baharmou, partner and head of service, public sector, at EC Harris. “It’s a shrinking estate and therefore a shrinking service delivery for the FM sector.” As well as presenting FM with considerably fewer people to manage, this has also highlighted the opportunities that exist

in terms of rationalising an organisation’s property portfolio. Hammersmith and Fulham Council recently announced plans to raise up to £14 million by selling off eight buildings, while City College in Birmingham has also taken advantage of this opportunity. “We’ve become more mindful of any spare capacity that we’ve got within the estate,” says Phil Forrest, director of property. “A few years ago, perhaps, this didn’t matter too much. But the impact of the past 12 months has meant that we’ve had to look very carefully at our building portfolio. We sold one of our buildings to raise some capital and have leased out another two at as close to commercial

rent as we could achieve.” Sub-letting space within existing buildings has obvious implications for FM, not least in the practicalities of moving staff around and, in some cases, incorporating new teams that have previously existed outside of the wider environment – something that can often cause resentment. “You get that denial factor,” says Roger Amos, head of property and HR shared services at the London borough of Ealing. “There’s almost a process to go through: they deliberately leave their boxes unpacked and don’t treat the environment particularly well. Ultimately that reflects badly on the FM team, but the cleaners can’t keep the desks

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SETTING THE STANDARDS he impact of the Localism Bill – with its emphasis on external providers playing a greater role in the running of services that have traditionally been provided by the state – could further convolute the relationship between FM and service providers. Martin Pickard, founding principal of FM Guru consultancy, believes the new BS11000 collaboration standard could provide a framework for such relationships to be handled efficiently, if both parties are committed to working collaboratively. “All partnerships require more than one partner,” he says. “That word collaboration is being used a lot in the public sector at the moment, whether it’s with the supply chain or shared services with a number of different bodies. They’re entering into collaborative relationships, but the question is whether they will be successful. One way to do that will be to follow the guidelines in the standard.” “The beauty of it is that it gives you a framework to hang it on,” he adds. “It says that both parties have done the risk analysis in the same way and have a clear idea of how to generate innovation and value out of the relationship.”


EDUCATION: THE OTHER SIDE OF THE FENCE clean if they’re cluttered up.” FM can also be left to pick up the pieces from other property initiatives primarily designed to save money, he adds, such as buildings previously used for council purposes during the day being opened for other activities out of hours and the “big society”, which could see voluntary groups getting more involved in occupying and operating premises. “Things like trying to keep libraries open and run them voluntarily will have a big impact on both us as the corporate client team and our service partners,” says Amos. “If you start to give people more freedom it could mean that they want to shop around when the organisation

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has already signed up to a contract. It’s the easiest thing in the world for people to come in and say they could provide services cheaper, but we’re not sure whether they’re delivering all those services or whether the service levels are comparable.” In many cases, however, public sector organisations will be left with assets they cannot sell, or even lease out. This calls for a different approach, says Trevor Warne, head of property at Access, a joint venture between Glasgow City Council and Serco, which has been acting in a consultative capacity to the council around its property portfolio. “Our focus is now to look at the assets and make sure they’re not deteriorating

hile most of the public sector copes with budget cuts and reductions in portfolios, the introduction of higher tuition fees – meaning students now account for 70 per cent of a university’s income – is having a different impact on the higher education sector. “The fact they’re paying for the education is actually good for the sector,” says Nick O’Donnell, director of facilities at Kings College London. “I’m not suffering from a declining building stock or an under-investment in FM. If anything, I’m fortunate to be in a place where the customer is finally parting with real money to pay for real people.” Greater competition within the sector and the impact of private sector partnerships means the more established universities are now expected to provide better accommodation and workplace facilities than may have been the case in the past, he adds. “In the future we will see more efficient use of space, with a greater focus on retention of energy and greener buildings,” he says.


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ESTATE DOWNSIZING IS HELPING TO ACCELERATE A TREND TOWARDS NEW WAYS OF WORKING because if you start neglecting them for five or 10 years in a dead property market, all of a sudden you’ve just got a liability sitting there,” he says. Money that would normally be spent on reactive maintenance should instead be diverted to planned repairs, he suggests, ensuring the buildings remain fit for purpose. The downsizing of property portfolios, though, is also helping to accelerate a trend towards new ways of working, including a greater move towards flexible working and hotdesking. “People may only spend half their day at their desk and the other half they’re out doing bits and pieces, and their colleagues do the same,” says Warne. “We worked out that through a bit of workstyle planning and being more flexible and agile, we could squeeze out 500,000 square feet 18| 27 OCTOBER 2011| FM WORLD

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of property that doesn’t need to be serviced from an FM point of view.” Such a move, though, requires specialist skills that could test FM professionals, suggests Baharmou at EC Harris. “Making that change is a whole psychological journey people have to go through,” he says. “It’s not just about the space planning and the fit-out; it’s actually the change management and that’s a very specialist skill.”

Divide and conquer FM functions are also having to countenance change in the public sector, with shared services coming firmly on to the agenda. Three London boroughs – Kensington, Chelsea and Westminster – have already joined forces in a number of areas, including FM, as part

of a wider initiative they hope will save £35 million a year. This is something EC Harris has helped with, says Baharmou – he estimates the move will generate FM savings of between 10 and 12 per cent a year – and other boroughs have also expressed interest in such arrangements. Not everyone is convinced, however. “While they’re all getting on well together and the politicians all support it, that’s fine,” says Amos. “But where it could become more of a problem is if one of the boroughs has less of an appetite in five years’ time or wants to take the contract in a slightly different direction and the other two don’t wish to.” A wider move towards shared services, though, seems inevitable – and not just in local government. Forrest at City College says this has been on the agenda for some time, but is now being looked at more seriously. “We have looked at it before but just in terms of asking other providers who they use for x, y and z and, if we use the same, whether we could have some economies of scale,” he says. “But it’s been very loose, and to my mind, that will change.” This will require new skills, he says, in terms of how to

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make such arrangements work in practice.

The gloves are off Inevitably, the current landscape is putting pressure on FM budgets too, and this is having a knock-on effect on outsourced providers. “Where public sector bodies have perhaps been benevolent clients, they have realised that they need to become tougher, in the same way as some commercial organisations have,” says Lucy Jeynes, managing director at Larch Consulting. “They’re renegotiating contracts, exercising break clauses and being more demanding of suppliers.” This is something Kath Fontana, operations director at Interserve, which works with various councils including Croydon and Ealing, has noticed. “It’s been a very tricky period and it’s new ground for everybody,” she says. “Clients are reducing our discretionary income and they also want to renegotiate the core contract. We’re having to be very creative in terms of solutions.” Other public sector organisations are looking to reduce their overall FM

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spend through total facilities management, where all businessrelated support functions are bundled together and outsourced to external providers. There is a big move towards this in central government, says Baharmou at EC Harris, with many departments thinking they can deliver savings of as much as 30 per cent. He, though, is not convinced. “I don’t know where that figure has come from but that’s generally what people seem to think,” he says. “There’s no doubt that if you move away from, some of the more traditional models of delivery you will make savings, especially in this market. But total FM isn’t always the right model for every organisation. I know of several central government contracts that have been unsuccessful because there was no proper intelligence there.” This trend could also effectively freeze smaller providers out of the market altogether, he says. Interserve, meanwhile, is keeping a close eye on the possible regionalisation of FM services by the government’s property unit, says Fontana. “That’s going to be an interesting development over the next few

years,” she says. The current upheaval in the public sector is far from over. But while it’s likely to present a few more headaches than in the past, it also offers the chance for FM to prove its strategic worth to the business and for individuals to further their own career. “This is a period where public sector facilities managers are really going to come into their own,” says Jeynes. “They’ve long had this feeling that they’re second tier or not as good and I don’t believe that’s the case. Often, they’re smarter and more agile than people in the commercial sector. In some areas, the public sector is now seen as a more attractive employer.” FM Nick Martindale is a freelance business journalist, editor and copywriter working in the FM sector

FM WORLD |27 OCTOBER 2011 |19

20/10/11 16:05:02


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FMW. 38

20/10/11 12:17:40



The BIFM Awards always celebrate “the very best that facilities management has to offer”. And this year, chairman of the judges Oliver Jones says that the quality of entries was higher than ever. In this special section, we highlight the winning teams, people and projects, explaining the reasons for their success. WATCH Chris Stoddart and other BIFM Awards winners react on the night to their success –

21_Award intro.indd 020

22-24 Winner: Chris Stoddart, Category: Facilities Manager of the Year

FM Excellence in a Major Project

Innovation in Technology and Systems

26 The Co-operative, Client of the Year

30 Telefónica supported by ISS, Impact on Organisation and Workplace

34 Westway Services, Service Provider of the Year

27 HSS Hire, Communications and Marketing

31 Carillion FM, Innovation in Customer Service

35 Modus Services, Sustainability and Environmental Impact

28 EC Harris, Consultant of the Year

32 Plastic Surgeon, Innovation in Products

36 Lionel Prodgers, Overall Industry Impact

29 Serco at the Forth Valley Hospital,

33 SGP with Altius Vendor Assurance,

37 PriDE, Special Judges’ Award

FM WORLD |27 OCTOBER 2011 |21

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nderstandably, Chris Stoddart’s job of general manager for the Heron Tower – currently the tallest building in the City of London and the most recently completed of the capital’s iconic new landmark locations – is all encompassing. On my visit, he is enmeshed in preparations to receive 700 luminaries at a conference put on by the Milken Institute; he’s on the phone to Lisa Ronson, commercial director of Heron Tower’s owners Heron International and daughter of property tycoon Gerald Ronson; and he’s talking to Skanska staff about their ongoing programme to eliminate the building’s remaining snagging issues. Obviously, it’s all go. So, who is this man? To his boss, Cushman & Wakefield’s Polly Plunket, Chris Stoddart is someone with “a unique insight into the lifecyle of property and the impacts of real estate on an occupier’s business.” To the contractors he works with, he’s variously “totally supportive” and “a lynchpin.” And to his peers, he’s someone who “always tackles issues with a positive attitude.” One thing’s for sure – from the eruption of joy on the Cushman & Wakefield tables, Stoddart is a very popular choice as facilities manager of the year.


Career history With an OND Building qualification, Stoddart started his career in construction, taking on a five-year management training programme with Bovis. Initially a quantity surveyor, Stoddart moved swiftly into project management and was

soon involved in the delivery of several new-build Marks & Spencer stores across the country. Despite his subsequent move into facilities management, this early background in construction – including a stint at Mansell’s – continues to serve Stoddart well today, most recently in the mobilisation, operation and management of Heron Tower. In the early 1990s, Stoddart made his leap from the recessionhit construction sector into facilities management. He joined Dudley Bower FM as an area manager, putting his Marks & Spencer contacts to good use in managing the retailer’s first outsourced FM contract. Promoted swiftly, Stoddart was soon responsible for the delivery of FM to 50 M&S stores and became project lead when Dudley Bower took on FM provision for


For the newly crowned FM of the Year, facilities management is all about treating office space as hotel space

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being Citigroup, preferential rates on financial solutions to pay for it. This was a key element in the success of letting out the space at 25 Canada Square. “My aim was to ensure that any barriers to entry for potential new tenants to the building were as low as possible,” says Stoddart. The rest of Citigroup’s property portfolio also lent itself to the development of the menu approach. Different sites required different approaches, ranging from basic, cost-first options to high-end sites with their need for corporate hospitality. FM needed to be tailored to the requirements of each Citigroup business group, with the FM requirements of the trading floors entirely different to those of the data centres.

The Heron Tower

Superdrug’s 704-store portfolio. However, it was a move to Citigroup that saw Stoddart’s career in FM really begin to flourish. Highlights of 10 eventful years with the financial conglomerate include organising the cost control and reporting at the 55,742 square metre (600,000 square feet) 33 Canada Square in Canary Wharf, unifying two property management teams following the Citibank and Travellers Group merger in 2000, and accommodating displaced American colleagues when the New York Citigroup building collapsed in the 9/11 attacks. It was when working with Citigroup that Stoddart first came into contact with his current employers, Cushman & Wakefield. At the time of the the Citibank/Travellers Group merger, Stoddart was tasked with

the mobilisation of 25 Canada Square, a 42 storey building of no less than 111,484 square metres (1,200,000 square feet) of office space. When the merged Citigroup’s space projections proved over-ambitious, Stoddart, with colleague Chris Kiernan, had the difficult task of finding tenants for the vacant space, working with Cushman & Wakefield to achieve it. It’s also at this point that Stoddart developed the modular approach to FM provision that has served him so well since. His idea was to offer tenants a comprehensive menu of FM services to tenants, enabled by an efficient back-office administration. Tenants choose from a comprehensive ‘menu’ ranging from total FM to single source procurement, project management for fit-outs and,

After a brief period at Cyril Sweett to develop that company’s FM offering, Stoddart took the role of general manager at the 36-storey Heron Tower, just 14 months prior to the building’s mobilisation. He readily concedes that this position represents his career highpoint to date and lets slip that he was alerted to the job through his wife’s boss (she works for the Crown Estate). A key attraction of the job was the breadth of the Heron Plaza project. The Heron Tower represents just 50 per cent of the project, with the second phase of the development, including a new Four Seasons hotel, set to open in late 2014. Property tycoon Gerald Ronson heads the Heron International operation, owner of the Heron Plaza complex. Ronson’s vision is for a hotel ethos to pervade all aspects of the Heron Plaza operation, with visitors and tenants alike treating the buildings more like an international hotel than an office complex. “Heron Tower is deeply personal to Gerald Ronson, and


Chris Stoddart career file QUALIFICATIONS AND TRAINING Ordinary National Diploma (OND) in Building Studies MSc in Facilities Management at the Open University PROFESSIONAL MEMBERSHIPS AND VOLUNTEERING Continuous member of British Institute of Facilities Management since 1994 Continuous member of the Chartered Institute of Building since 1978 Chair of the BIFM’s Fellows’ Forum Sits on the BIFM Members’ Council Committee member on the Chartered Institute of Building’s FM Group Founding committee member and treasurer of the BIFM’s Women in FM special interest group JOB HISTORY 2010 – to date: General Manager at the Heron Tower, London, for Cushman & Wakefield 2009 – 2010: Director, Arnage Projects 2008 – 2009: Head of Asset Management, Cyril Sweett 1998 – 2008: CRS Country Head UK, Citigroup 1997 – 1998: Group Facilities Manager, Rentokil Initial Management Services 1992 – 1997: Senior area manager, Dudley Bower Facilities Management

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has become deeply personal to me,” says Stoddart, who is in wholehearted agreement with Ronson’s ‘high quality hotel’ ethos. This has involved offering tenants a refinement on the ‘suite of FM services’ developed at Citigroup. This, however, is just a part of Stoddart’s plan to position the Heron Tower as a ‘six star’ office location. “It’s important to me that we operate a hotel mentality, rather than simply providing plain-old ‘FM as a commodity’,” he says. “It’s why we have a professional doorman [recruited from Selfridges’], and why our receptionists are of the highest possible calibre [sourced through managed reception services operator Office Concierge].” Stoddart’s philosophy is that staff from different service providers work best when they’re seen as part of the overall corporate identity. To that effect he operates a ‘debranding’ policy, with contractors’ identities treated as secondary to that of the building. “We don’t

have uniforms for Norlands, Schindlers, or the other members of our team,” he says. “Our service provder’s staff wear Heron Tower uniforms (except Stoddart himself, whose suit is “strictly M&S”), and we even share the same email domain.” Stoddart is the driver of this debranded approach, and it’s clear that he’s particularly keen to get away from ‘silo’ working, where each group of contractors’ staff go about doing their own thing. “It’s about having a sense of fraternity for the people who work here and for that same sense of fraternity to be clear to the tenants who interact with them. Most tenants think I’m employed by Heron, and that’s fine by me.” As well as his relationship with Andrew Burnie, head of asset management at Heron, (“immensely likeable for his driven, practical direction”) part of the attraction of the job was Gerald Ronson’s willingness to listen to Stoddart’s advice. “He told me early on that ‘I didn’t


Kate Morris, the Co-operative Group Morris is head of the Co-operative’s workplace services team, responsible for delivering FM across the Co-operative estate. She is also leading the move into a new headquarters building, scheduled for 2012.

hire you for you to keep your mouth shut. I’m paying you for your advice.’ And he’s been true to that; I now see him every other week.” Regular access to the man at the top has been a big help and Stoddart is quick to praise the Heron board in general. In the main, Stoddart has been able to influence decisions, particularly contractor selection. “I was able to convince Heron of the need to have specialist contractors like Norland on board,” he says.

Out of hours Stoddart has quite a reputation for ‘giving back’ to the profession. A member of the BIFM since 1994, he’s an active member of its Fellows Forum and Women in FM special interest groups. It’s not without reason that Liz Kentish, one of the industry’s most prominent training consultants, calls Stoddart a BIFM ‘super volunteer’, as his role as founding committee member of the Women in FM group testifies. Why Women in FM? “Because of that group’s focus on personal development rather than technical knowledge,” says Stoddart. “It’s good to work with a group that offers a fresh perspective.” A Fellow of the BIFM since 2003, Stoddart has subsequently

risen to become chair of the influential Fellows Forum, which in turn gives him a seat on the BIFM members’ council. Under his chairmanship, the forum is soon to be relaunched with the aim of offering more mentoring for BIFM members and to help support and develop some of the BIFM’s smaller regional groups. You can tell that Stoddart is as enthusiastic about this project as he is of the numerous tasks he has to deal with back at the Heron Tower. “Giving back is vitally important,” he enthuses. “I’m not the youngest anymore and I believe we need to reach out to the young people coming in to the industry.” And Stoddart is hugely enthusiastic about the future role of FM in the property mix. “I fully intend to continue to stretch myself professionally,” he says, “and I firmly believe that the over-arching responsibilities that facilities managers have make them ideally placed to lead the property professionals team.” Away from the stack plans and contract negotiations of daily FM life, Stoddart’s recreational passion is motorsport. He’s a post chief at events such as the British Grand Prix, the Sebring 12 Hours race in Florida and the Le Mans 24 Hours (where he’s attended the last 27 times, marshalling the last 14 races). Back at the Heron Tower, Stoddart’s immediate future looks bright. The Heron Plaza’s new Four Seasons Hotel will boast the biggest ballroom in London, taking that title from the Grosvenor House where Stoddart received his FM of the Year trophy. Perhaps at some future BIFM awards ceremony, Chris Stoddart will be looking down from the balcony of his own building, joining in the applause as the industry he has dedicated himself to rewards another generation. FM

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TRANSFORMING PERCEPTIONS Two awards and two runners-up spots in just three years are evidence of the esteem in which the Co-Operative Group’s workplace services team is now held ack at BIFM Members’ Day in June, representatives of the Co-Operative Group’s workspace services team presented a case study to delegates on the work it had done over the past two years to transform what its customers think of, and now expect from, their FM provider. The team were winners last year in the ‘Corporate Occupiers Excellence in an FM Team’ category. Now, a year on from its last awards success and two from its first appearance in the BIFM Awards as a finalist, here we are again – two BIFM Award wins in a row. What’s more, Kate Morris, head of the workplace services team, was highly commended in the Facilities Manager of the Year category. Quite a run of success. With the move to a major new headquarters still to come next year, the past two years have already seen quite a transformation in the way FM is delivered across the Co-Operative group, with the workspace services team now operating to a regularly reviewed three- year plan and treated at board level as a key part of the group’s management of operational risk. Five months since the Members’ Day presentation, the group’s



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latest activities show that the pace of change has, if anything, accelerated. Workplace services is responsible for 170 trading and corporate properties, ranging in size from 46-46,542 square metres (500–500,000 square feet). The FM services it delivers range from supplier management, mechanical and electrical, capital and small works projects, technical services, soft services and business programmes. It’s clearly a diverse estate with varying demands, but awards judges praised the ‘eloquent presentation’ made by the team and its ‘overall understanding of the industry.’ Certainly, the projects embarked on over the past 12 months show just how critical the Workplace Services team has now become as the provider of FM services within the Co-Operative group. In 2010, the team was involved in the closure of the group’s Somerfield House office in Bristol, overseeing the relocation of 350 ex-Somerfield colleagues into the merged Co-Operative group. This included the co-location of 365 colleagues to alternative premises, requiring 32 individual organisational restructures and the delivery

of 65 individual small works and capital projects. Last year also saw the team develop a new supplier management framework based on a robust balanced scorecard. It’s been designed to help the workplace services team delineate what services are being delivered, at what time and at what price. A mark of its success is that some of the group’s suppliers have now adopted the framework for use with their own suppliers. As part of the good2Great strategy, customer satisfaction surveys (CSATs) were introduced last year. Covering key service areas (project delivery, office moves, catering, cleaning) the team has had 1,407 responses to the 14 surveys it has circulated thus far. Responses have helped in the modelling of service enhancements, in particular the

cleaning specification and the group’s catering offer. It’s a mark of the success of this method of gaining feedback that colleagues within the group’s wider estates function are now thinking about introducing CSAT’s for their own activities. The team’s involvement in an initiative to control print costs has resulted in a 77 per cent reduction in storage and a 28 per cent reduction in off-site archiving. New multi-functional devices have saved £600,000 and helped cut the number of documents printed across the group by half. On Awards night, the team’s Craig Lambert and Catherine Mitchell (above, pictured middle) commented on this latest success for the team: “We’ve transformed the delivery of FM to our internal clients and the feedback we’ve had has been fantastic.” FM


Everything Everywhere In 2010, T-Mobile and Orange merged their UK businesses to form Everything Everywhere. The property and workplace development team has achieved significant synergy savings through restructuring and tendering its FM supply chain while developing new strategies to optimise use of its property portfolio.

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IMAGE CONSCIOUS HSS Hire’s Better Equipped campaign has successfully repositioned the business as a modern and professional service partner with high standards and a clear vision ver the past few years, HSS has worked hard to shed its old image as a high street hire shop and to realign itself as a technical and logistical service partner to its customers. In 2007, 3i sold HSS Hire to Och-Ziff Capital Management and Aurigo and a new era began for the UK’s original hire company. The new focus was on supporting customers with complete equipment management programmes, as well as providing traditional one-off hire contracts. To make people aware of what HSS was really capable of, the marketing team set out to challenge perceptions and show that they didn’t simply provide tools and equipment to DIY customers. “Our business really grew up. It became a benchmark for the industry in terms of what a professional, equipment management company could offer and the value it could really add – and our marketing activity needed to reflect that and do it justice,” says Anna Exley, head of PR and communications at HSS Hire. The marketing and communications strategy aimed to raise HSS’s profile as the partner of choice to facilities managers and to emphasise how they are focused on


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supporting those that maintain and operate the built environment. There was also a need to highlight the distinction between HSS and other hire companies that focus more on ground-up construction. The feedback gained from customer research helped the team to devise a long-term integrated marketing plan to help modernise and reinvigorate the brand, for both FM customers and HSS colleagues. From online activity to pointof-sale and advertising, to the hire guide and even the way the branches look, much of the visual element of the HSS marketing and communications activity hinges on the ‘Better Equipped’ campaign. The campaign was designed to reflect the fact that HSS is a modern and professional service partner – it is clean, crisp, uncluttered and reflects the high standards of a company operating within the FM arena. To continue raising the profile of the business, HSS has an ongoing news programme – regularly submitting feature articles and opinion pieces in many leading trade, industry and FM publications. The business has conducted a survey of facilities managers and worked with FM guru Martin Pickard to issue a

white paper on facilities managers and equipment management, highlighting some insightful industry trends and issues. In addition, HSS supports various FM bodies – sponsoring BIFM golf days and the BIFM Awards, as well as FMA events and conferences. The company also works closely with FM customers on their own projects. HSS has also considered its internal brand image to ensure staff are engaged and recognised. An internal bi-weekly newspaper, HSS Hiya and a new intranet ensure all staff are informed on what is going on in the company and have a say in the future of the business. To highlight and celebrate their colleagues, HSS

holds a Heroes of Hire reward and recognition programme to thank everyone for their hard work. There is an annual Big Sunday family fun day event – all part of its brand building activities. More tangibly, HSS say its multi-award winning website, continues to rank top of the tool hire websites and, is almost four times more popular than any other tool hire company online. Exley concludes: “Our B etter Equipped marketing campaign and all the activity that surrounds it has made our customers feel confident that we are ‘better equipped’ as an FM support provider.” FM


Liz Kentish Coaching A programme to position Liz Kentish as a key person of influence in the FM industry. Making Liz synonymous with FM and FM coaching; providing value to her network; growing her network and client base, promoting FM and helping the industry to develop; and, bringing in residual income from related activity.

Managed Support Services MSS created a comprehensive communication programme to share expert knowledge and best practice guidance with customers, employees and a wider target audience. The tools and techniques used include building an opt-in database, a series of best-practice case study guides, and developing a dedicated health and safety website and monthly email newsletters.

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A LIFELONG STRATEGY Scooping the Consultant of the Year award, EC Harris LLP impressed the judges with a comprehensive presentation, which emphasised a whole lifecycle approach espite a highly competitive field, EC Harris emerged as the winner in the Consultant of the Year category at the BIFM Awards 2011. As a built asset consultancy, EC Harris advises clients on their facilities needs. The company boasts an impressive roster of clients, including McDonalds, the University of Oxford, Orange and the Woolwich financial services group. The judges were impressed with EC Harris’ ability to demonstrate its commitment to getting the most out of clients’ built assets, working with them to develop and execute strategies that optimise the construction, operation and use of those assets. In order to optimise the operation of built assets, the company consider the whole lifecycle in order to determine value. ‘Asset lifecycle management’ takes into account the age, condition and use of the building, measuring usage to collect data from day-to-day operational running. ‘Construction lifecycle planning’, is informed by the data gathered from the assets in use and combined with external benchmarks, allowing for


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design and construction with maintenance in mind. This data is used to inform decisions on the planning and creation of new assets, which creates a ‘virtuous circle’ where assets are specified on the basis of well-defined need. “You’ve got to have reliable data,” says Ed Baldwin, partner at EC Harris. “We’ve moved into an evidence-based era when facilities management considerations do influence design.”

A world of experience Due to the organisation’s global presence, best practice data is available for a wide range of projects. At HSBC in Hong Kong, EC Harris was responsible for design and delivery of outsourced FM services and project management of 371,612 square metres (four million square feet) of office space. Other responsibilities in the project included six major buildings, 14 offices and the iconic HQ building, plus stewardship of 8,000 banking staff including managing the residences for 250 senior banking staff and their families. Over the course of the project, EC Harris maintained critical systems availability at 99.9 per cent, implemented innovative technological solutions – for

example, seawater cooling, adiabatic chillers and installation of ‘sun-scoops’ to provide natural light to 12 floors of atrium floors – and overall, produced savings of up to 20 per cent on maintenance and cleaning services. By using a whole-life approach, the company analyses the financial benefits of alternative design and maintenance to ensure the most cost-effective solution for its clients. “We’re aiming for a granular understanding of the assets,” confirms Baldwin. “We can get real-time information across a whole range of metrics, which is a powerful position from which to make decisions.” EC Harris recognises that space management is at the forefront of many estate optimisation strategies. Also, it sees that effective space management can unlock the potential for greater energy savings, in line with legislation and wider corporate social responsibility goals. Working with its clients to seek best value in procurement was one of the keystones of EC Harris’ winning entry. Using a graphical model, the company aims to ensure full visibility of activities across the supply chain and across the full source-to-pay cycle. This model requires close-cooperation between

the client in-house procurement team and EC Harris’ own dedicated FM agent team. But with continued rumblings in the world economy, EC Harris is always keen to stress the extent to which it can deliver value to its clients. Through an integrated approach to technical services, it delivered several major benefits to one of the world’s largest hotel operators. By reprogramming its local operations team staff recruitment programme to align with the hotel’s construction programme, the client saved $500,000. When an early design review identified inconsistencies in the MEP services design, $1.5 million was saved. EC Harris can lay claim to impressive sustainability credentials. The company has ISO14001 certification and is in the process of rolling out smart metering across its clients’ estates, meaning that energy usage can be monitored remotely. Drawing on data captured from the estate, EC Harris can use this knowledge to inform decisions on future procurement – both refurbishment and new build – and harnesses the skills associated with best practise in Asset Lifecycle Management and Construction Lifecycle Planning to ensure sustainability in practice. FM

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AUTOMATIC FOR THE PEOPLE Robot porters are a distinct feature of Serco’s FM provision at the Forth Valley Hospital, but they are far from the only innovative aspect of the contract hen this magazine’s previous editor Cathy Hayward visited the £300m Forth Valley hospital back in March this year, it was obvious that the site represented a striking example of innovation in health facilities services. That’s clearly a view endorsed by the BIFM Awards judges, who attested that the hospital had “achieved its prime aim of patient privacy and dignity by implementing an excellent plan in a ‘no frills’ manner, with materials that will stay the course for at least 30 years.” Serco oversees the PPP contract for FM services at the hospital. The company is part of the project team led by Forth Health, a joint venture between John Laing and the Commonwealth Bank of Australia, which included Laing O’Rourke as the design and construction partner, which funded, designed, built and contracted to provide the hard and soft FM services for 32 years. Mike Mackay, Forth Valley contract director for Serco, spoke back in March about the design elements that mark Forth Valley out. The decision to



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request segregation of different streams of on-site traffic at the tender stage had proved a major contributory factor in the success of the site. The resulting design ensures that operatives handling clinical waste don’t compete for lifts with operatives dealing with patient food or hospital visitors, FM traffic is kept completely separate from patients and clinical staff. Patients will never see trolleys of laundry, waste or food and drink being wheeled around because of the use of automatic guided vehicles – so-called ‘robotic porters’. Mechanical wonders Guided by lasers, 12 white robots, looking for all the world like abandoned forklift trucks, move silently around the site dealing with laundry, supplies, food and waste, all via special robot-only corridors and lifts. There’s no interaction between the robot and either hospital visitors or clinical space, thus reducing the risk of healthcareacquired infections. By dividing the robots into two distinct ‘teams’ dedicated either to ‘dirty’ tasks (laundry, food, waste) or clinical purposes, any risk of cross-contamination

is avoided. The robots are part of the hospital’s FM helpdesk system, which monitors the robots and produces performance statistics. Forth Valley represents the coming together of two hospitals – Falkirk and District Royal Infirmary and Stirling Royal Infirmary. It was the largest NHS construction project ever built in Scotland and one of the most modern and well-equipped hospitals in Europe. The site stretches over an area the size of nine football pitches, with 25 wards, 4,000 rooms and 16 operating theatres. The NHS FM staff who worked in Falkirk and Stirling were TUPE transferred over to Serco and the company employed a business change manager as part of the mobilisation team to carry out the process. Technical estates staff transferred in May 2010 with the remainder of the

FM staff moving over as each of the patient transfer dates were reached in August 2010, September 2010 and July 2011. As well as the segregated workflows, the hospital’s wards comprise 50 per cent single bedrooms – a unique ratio for a public hospital. There’s even a plan to convert the wards to 100 per cent single bedrooms, with open plan office space for nonpatient contact medical staff administration. Integral blinds, disposable curtains and an ozone laundry add to the innovative solutions aimed at reducing any risk of healthcare associated infection, while what’s seen as one of the most advanced wifi networks in any healthcare project in Europe supports a helpdesk that sends requests to Serco’s portering, cleaning and maintenance operatives. This network extends through to the car park. FM


KPMG for 15 Canada Square, London KPMG’s facilities team has been the leading stakeholder since 2006 in the design, construction, fit-out, mobilisation, migration and on-going occupation management phases of the organisation’s new 40,000 square metre (4.3 million square feet) property in Canary Wharf.

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TALKIN’ ABOUT A REVOLUTION Telecommunications provider Telefónica UK impressed the judges at this year’s BIFM Awards with a five-year project to bring all head office functions under one roof elefónica UK wanted to bring all head office functions under one roof. That meant merging processes and people from the business’s three buildings across Slough. The five-year programme to build the Bath Road Headquarters Campus was based around one simple question: can smart technology and new ways of working create a green and more productive business environment? It was supported by ISS, which delivers all FM services for Telefónica, except security for O2. The goals of ‘Project Our Space’ included cutting down on overheads. But delivering a sustainable working environment and cutting CO2 emissions was also part of the challenge faced by the project team, led by Andrew Kier, Mark McNulty and Sara Burton at Telefónica UK, with support from Lenny Ellis, Anne Kavanagh and Katie McLean at ISS. The new environment needed to promote a healthy work-life balance for all employees, which in turn would attract the best recruits – and keep them at Telefónica. “We want people to work how they live. We’re all about making it easier to connect with each other,” said Mark McNulty, Telefónica UK



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property operations manager. “If we couldn’t do that ourselves, then we certainly couldn’t sell it to our customers. It’s about walking the walk.” Facilities management was involved in the specification of services and how they would impact on Telefónica UK staff. The FM team was thus central to the transformation. Flexible working with greater use of technology was to be the heart of the culture change programme. There are also no cellular offices, even for board members, a reflection of Telefónica UK’s open and “leading from the front” management style. There are, however, 70 bookable meeting rooms. The conclusion of the move programme happened between November and December 2010, relocating personnel according to their final destination in the new campus rather than by closing floor by floor. The impact on the business was minimal because people were not constantly on the move, except in the final phase. Good communication of the relocation process was important. The project was to take five years from initial scouting for a location to

construction, fit-out and then 18 months of relocations. Employee representatives called ‘shapers’ were involved in weekly meetings and, as the project neared completion, in daily gatherings. Shapers were the main interaction with future users and the project team. As the space neared completion, they conducted tours of the facility. A space-use survey of the old premises found a 75 per cent maximum use of desks at any one time. This meant the number of desks fell from 2,048 in the old buildings to 1,500 in the new one. Floor area was similarly cut, from 21,275 square metres (229,000 square feet) to 20,156 square metres (217,000 square feet). However, Telefónica UK is generous with space planning, allocating 13.2 square metres (142 square feet) desk space in the new campus compared with the average 10.3 square metres (111 square feet) desk space in the old buildings. There are permanent desks for

the 600 mainly administrative, office based staff – so called ‘huggers’ – and hot desks for those 800 ‘hoppers’ who periodically visit the facility because they work from home, office and mobile locations. All desks have a booking system, which encourages huggers to release their desks back into the system when they are to be away for any length of time, for example if they go on holiday. A reduction in desks alone would save £3.84 million annually in overheads, but there is flexibility to accommodate future growth. Telefónica estimates a 36 per cent reduction in carbon emissions because of a more efficient use of space, workstations, meeting rooms and other work areas. To boost the building’s green credentials, smart-metering is used along with high-efficiency air conditioning with seasonal intelligence and hot/cold water temperature controls. FM


New northern home for the BBC BBC Worplace and Balfour Beatty Workplace and IDSR have created an environment that supports the ever-evolving technology of digital Britain.

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Carillion’s customer experience strategy caught the judges’ attention because of an approach which began with the question: “How does the customer feel?”

ne phrase encapsulates Carillion’s customer services strategy – it’s ‘don’t be afraid of your feelings’. Carillion believes that there is a growing ‘commoditisation’ when it comes to delivering FM services. The problem for suppliers is how to differentiate your business from your competitors in an increasingly aggressive marketplace. But rather than look at differentiation from the supplier’s point of view, Carillion turned the discussion around. What differentiates a supplier from the client’s perspective? Basically, a supplier wants a positive experience that includes knowing their supplier is meeting the contract goals and adding value to the business. Part of that experience, Carillion realised, was the enjoyment of dealing that supplier. To understand that client experience, Carillion needed to know ‘how the customer was feeling’ about working with Carillion, about its services and about dealing with its people. Carillion set about putting the feeling into the phrase ‘customer relationship’ and created their Customer Services Strategy. If the



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customer enjoyed the experience, they would be inclined to come back, reasoned Carillion. However, everybody reacts differently in different relationships. To that end, Carillion made its strategy as generic as possible to ensure its corporate consistency. But it also had to mould the strategy to each client to suit the people involved, to ensure that they felt valued by Carillion, that they enjoyed working with the company and – importantly – its suppliers. This customer experience strategy underpinned its entire corporate strategy for 2010 – “it’s about how we do business, not just about what we deliver”. It was also led from the top by setting up a pan-Carillion steering team. Included were the managing director of Carillion FM Richard Sykes, head of service for customer experience, Donna Kerfoot, and the managing director of each Carillion business unit. Once the strategy was agreed, Carillion began developing wider initiatives and toolkits to help frontline teams and get their buy-in. Ultimately, this would embed the culture

needed to become a world-class organisation renowned for delivering a world-class customer experience.

Sharing the findings To ensure the success, the steering team had to identify, share and disseminate best practice across the group. It had to provide guidance to the business on customer experience benchmarks, objectives and business plans and engage with external organisations. The main vehicle to accomplish this was the Centre of Excellence for Customer Experience. It champions the right behaviours and is responsible for the bestpractice toolkit. Donna Kerfoot, head of service, works closely with contract teams to support them in embedding and measuring the customer experience culture. A ‘seven-step’ employeetraining programme – also open to its suppliers’ employees – was

established to ensure a consistent approach by the Carillion workforce to the company’s customers. The programme also set out a “robust corrective action plan” for employees to identify and solve customers’ issues. It was as much about altering the Carillion culture as delivering a better experience for the customer. Training involved personal improvement, such as listening skills, learning how to deal with conflict, how to sell yourself, understanding the person you are dealing with and how to make your own action plan. Carillion has had to measure its progress with its customers. To that end, the company uses ServExcel Measurement tools, developed in partnership with the University of Salford and a number of similarly customerfocused businesses and organisations, including Disney and Shell UK. FM


Devonshire Square Management Its customer-focused strategy puts the client at the centre of everything the business does. The company has a culture of working with a client towards one goal and vision.

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REPAIR, DON’T REPLACE At specialist cosmetic repair firm Plastic Surgeon, the philosophy is simple: why buy a new one, when you can repair the old one for half the price, in half the time? s the UK economy continues to sail through troubled waters, facilities managers are under increasing budgetary pressure; margins are being squeezed up and down the supply chain and buyers are being asked to get even more for even less. In this climate, a new approach to building maintenance is required. Plastic Surgeon, winner of the Innovation in Products category at this year’s BIFM Awards, thinks it has the answer – and the judges seem to agree. ‘Repair, don’t replace’ is Plastic Surgeon’s mantra, and its innovative business model is based on the principal that quality repair work is almost always preferable to outright replacement of the damaged item. Among the long list of materials that the team is able to treat is glass, stone, brick, metal, ceramic and plastic. Using cleaning and repair techniques, cracks, dents, chips, discolouration and even graffiti damage are all repairable. A mobile team of ‘surgeons’ conducts repairs on site, where possible, using specialist equipment to return the damaged item to top condition. According to Rob Mouser,


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managing director of Plastic Surgeon, many facilities managers have yet to fully appreciate the convenience of the service. “It’s amazing how many maintenance jobs fall into the ‘tidy-up’ category, he say. “Our teams are fully trained to take on a wide-range of repair jobs that go beyond the usual lick of paint. We’re the French polishers of our day.” The company doesn’t conduct structural repair work, choosing to focus on surfaces, which are inherently vulnerable to damage. Mouser and the team at Plastic Surgeon know that often, it’s the cosmetic appearance of a building that people remember after a visit. A broken tap or cracked window can create a lasting negative impression. The teams, which are trained for six months before becoming surgeons, have repaired a wide variety of materials in a startlingly diverse range of environments. At Selfridges’, in the shopping hotspot of London’s Oxford Street, a team was called out to refurbish a series of display stands in the men’s footwear department. Each of the stands featured ebony wooden uprights that had become chipped and scratched. One of Plastic Surgeon’s senior finishers

demonstrated a trial repair of one of the stands, showing how the work could conceal the damage. After Selfridges’ management were satisfied, the team returned to complete the job in full. But not every job involves such glamorous clients. The surgeons were called out when the chimney of a power station needed repair, which involved the team scaling the 200ft structure to complete the job.

Ahead of the curve For Mouser, the constant innovation taking place in the world of architecture and building materials represents an ongoing challenge to an organisation that prides itself on being able to tackle almost any problem. “We have to keep one step ahead,” he says. “Our equipment is very specialist and often has to be imported from abroad. We’re always retraining our people to deal with the next challenge.” This approach resonates loudly in a sector that is becoming more sustainability-conscious by the year. Traditionally, many discarded materials that are non-recyclable are shipped straight to landfill. Also, sourcing replacement items implies an environmental footprint that stretches up and down

the supply chain. Likewise, certain materials are becoming restricted and therefore harder to source, due to concerns over their scarcity. All facilities managers have to keep an eye on the bottom line and it’s impossible to ignore new legislation that is creating a disincentive for companies to send waste to landfill. Such charges are increasing in an attempt to discourage wasteful procurement, and to promote recycling across the UK economy. The ‘repair, don’t replace’ approach makes sense inside this context. Mouser notes that his business model chimes with a current trend in building specification to choose higher-quality materials. “The built environment has almost come full circle. Today, we’re finding that the people who build the buildings are the ones looking after them, so it’s in their interest to view the whole lifecycle of the materials.” For Mouser, this is a positive trend away from what he calls a throwaway culture. “People need to think outside the box when it comes to maintenance work. When the average repair time with Plastic Surgeon is only 90 minutes, there’s every reason to chose a less invasive, less expensive option that keeps the business at full capacity for longer.” FM

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SUPPLY AND DEMAND The Altius Vendor Assurance system is delivering a step change in the FM supply chain and in the way both clients and suppliers interact GP Property and Facilities Management partnered with supplier management and accreditation experts Altius Vendor Assessment in 2007 to develop a robust supplier assessment and accreditation service. Reducing risk and increasing efficiency was a top priority for SGP Property and Facilities Management when specifying its award-winning system. A major part of SGP’s service offering is the management of maintenance services to sites without an on-site FM presence, due to their size or operational function. A remotely managed service poses significant challenges surrounding risk management and service quality monitoring. Martyn Sherrington, head of strategic procurement at SGP Property and Facilities Management, said: “The rapid organic growth of SGP demanded radical change in supply chain management, and we worked with Altius to shape a flexible online accreditation system around the complex needs of our various client businesses. It is a highly intuitive and flexible system – tailored to each client - that can be instantly updated to reflect changing requirements or new legislation,



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and is very easy to use. We are able to monitor supplier activity, as well as gaining a ‘big picture’ view of our supply chain to identify and fill potential capacity gaps.” On average, an SGP team member would spend 20 hours to process one application, since it was labour-intensive and paper-based. From a supplier perspective, the process could take up to 40 hours given the requirement to submit duplicate information, which would be further increased if a supplier was asking to be accredited for several clients. The duration of the assessment would take, on average three months from the start of the process. It was also clear that the procurement team was being asked to assess suppliers against criteria in which it was not professionally qualified, such as health and safety.

Learning and growing Following a review of the market, SGP engaged the team behind the highly successful supplier accreditation schemes used in the rail sector and others to develop a system that could be utilised in the general FM environment. The outsourcing of this expertise eliminated the need for SGP to hire a full-time supplier accreditor at the cost of £60,000 per annum, as well as keep pace with the

volume requirements. The service is now used by 95 per cent of SGP client companies, but it is also used by other businesses wishing to manage compliance and gain better control of their supply chain, including Selfridges and Airbus. The web-based system has resulted in over 93 per cent of suppliers signing up since initial launch. Gary Plant, managing director of Altius Vendor Assessment, said: “Our flexible online accreditation and management system places customer focus at its heart. We leave nothing to chance and take a thorough evidence-based approach to checking the competences of suppliers – from health and safety compliance through to financial health, environmental performance, customer service and corporate social responsibility.” The service is free to client companies, with a small fee

applied to contractors to cover the assessment process and support in helping them gain compliance and to raise their performance. Membership offers suppliers access to new business opportunities through Altius’ client company network and eases the burden of tendering as suppliers can share their online assessment with other potential clients and avoid filling out numerous pre-qualification questionnaires. Responding to the company’s success, Kevin Elliott, SGP’s managing director, commented: “We are delighted to have been recognised. Supplier management is one of the backbones of our service. This award is a testament to the vision of our procurement and risk management teams, which have worked with Altius to establish a system that delivers a step-change in the supplier accreditation arena.” FM


Forth Valley Royal Hospital Forth Valley Royal Hospital in Larbert is the largest recent NHS constructions project in Scotland and is already hailed as one of the most advanced hospitals in Europe. Innovative design and technology have been used to create the best environments for patients, staff and visitors.

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WHEN A PLAN COMES TOGETHER A team-inspired approach and solution by a small FM service company has delivered outstanding services in this new category for 2011, winning the Service Provider award

n October 2009, Westway was awarded the hard services contract for Marks & Spencer’s 14 general merchandising distribution centres. The team then challenged the existing service delivery approach to maintenance and repairs in what was to become an 18-month process. Marks & Spencer was seeking an innovative approach and wanted to challenge the traditional ways of working by the site teams. It was looking for a cost-effective solution, which resulted in savings approximately £1 million on the contract costs, explains account director, Mike Berry. One of the main areas the Westway team focused on was ‘sectional maintenance’, in which it looked at each section of the internal transfer systems. This identified critical areas of the systems and allowed the teams to work with the logistical teams to plan shutdowns more effectively, as well as discovering areas where it was possible to reduce maintenance where it wasn’t required as much and increase the maintenance on areas where it was, adds Berry. The service provider created a clear five-year strategic road map for Marks & Spencer. However, the


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project was not without its fair share of challenges. “It was all about making a difference and creating a culture,” says Andy Donnell, managing director of Westway. “It was about changing the mindsets of the engineers and introducing the values of Westway to the project.” “Most people are resistant to change and we had to work with our teams so that they were informed and engaged in the process,“ adds Berry. “We worked tirelessly to engage with the client logistics partners as well as developing the trust of the client, which has now developed into a ‘One Team Strategy’ with Marks and Spencer’s property team. We had to change the whole management structure within the team from seven facilities managers to three regional managers and give greater resource to the engineering delivery. In order to give the team the right tools, the Westway Academy was set up to offer a bespoke course. Working with the Institute of Leadership (ILM), it was all about trying to see the global picture, says Donnell. The academy has helped the engineering company move

the focus from legislative technical requirements to full management and leadership development training. Prior to creating the academy, Westway undertook an internal review to understand existing competencies and capabilities within the workforce. It then created a skills matrix and completed a gap analysis to reveal the company’s strengths and weaknesses. “We put the site lead technician on to the ILM courses and are now looking to develop those who have excelled into more senior positions to actively promote from within the team and create a succession plan for all key areas within the contract team, says Berry. “We are always looking at ways of improving what we do and giving real value to the client. Westway as a company is constantly looking at innovative solutions. We want to develop long-term partnerships with clients, where they know we understand their needs and, more

importantly, have the flexibility to adapt to their ever-changing requirements seamlessly.” Westway’s synergised approach, which includes project management, has meant that the sites are now 100 per cent compliant in terms of legislative requirements. This is monitored through a web-based portal and the organisation regularly undergoes rigorous internal and external audits. Looking after the contract has involved a number of innovations over the past 18 months. Historically, there have always been site closures due to bad weather conditions, particularly in the north of the UK. Snowfall, in the past, has resulted in both staff being unable to access site parking facilities and shutting down. However, Westway introduced an all-terrain vehicle with a snow plough, as well as a full size tractor for the centre in Scotland, which has allowed teams to react under severe weather conditions. FM


SitexOrbis It’s increasingly difficult to keep empty property protected from vandalism, theft and squatters, but thanks to a series of customer-led innovations, SitexOrbis is keeping vacant property safe and secure.

20/10/11 18:28:40




Cutting 10 per cent off an organisation’s energy bills is a big project, and even more extraordinary when it’s achieved within a single year on a major government building et’s be honest, it sounds extraordinary on paper. In May 2010, Prime Minister David Cameron announced the 10:10 programme, with its aim of cutting carbon emissions across the central Government estate by 10 per cent within just twelve months. The prize, said Cameron, would be government energy bills “cut by hundreds of millions of pounds.” Modus Services Limited, the special purpose vehicle created at the turn of the millennium to manage the 30-year pathfinder PFI contract for the Ministry of Defence, embarked on a project to do just that. Accordingly, a project dubbed Project 10 (P10) was introduced to the MoD main building in Whitehall, where a 10 per cent cut in energy consumption would equate to 1,412,172 KgCO2e.


A strong relationship Any success in the task of meeting that huge target surely tests the relationship between Modus and the MoD, because any additional work to cut energy consumption would need to be conducted while all other FM business carried on as usual, in the Grade 1 listed building

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with 150,000 visitors a year. The Modus approach was to pursue its target ruthlessly. Mindful of the MoD’s limited budgets, a pilot ‘gain share’ model was agreed to enable both client and contractor to benefit from any savings identified. A project management team was set up to record the necessary control measures, and the new energy models created for the project were structured to quantify additional energy use for those activities undertaken by the MoD outside of normal operations.

A one-team approach Such an ambitious undertaking would clearly require a ‘one team’ approach from Modus’s FM service providers (Amey and Skanska Facilities Services). Also, brainstorming sessions were organised involving architects and designs from the construction industry with environmental advisers, and scholars from University College London and Liverpool John Moores University brought onto the project management team to add their ideas. From the initial list of 100 good ideas, the P10 team narrowed it down to 50 workable

proposals, including reduced lighting levels, increased use of free cooling, use of photovoltaics, a borehole water supply, changes to the timing of cleaning shifts, proximity switches and LED lighting. The P10 team installed new metering equipment, and by October of last year there were more than 450 new meters reporting into the building management system, providing the data necessary to calculate the effect of subsequent changes. Changes to occupancy levels and behaviour could now be accurately assessed, allowing the project board to support or deny proposals for change. The result of all this effort was the project’s 10 per cent objective being met with more than 50 days to spare. As well as a saving of £370,000 and a 2.4 million KgCO2e reduction to date – way ahead of what looked an astronomical target at the beginning of the process – P10 has resulted in wider environmental awareness in general, with the FM team more environmentally aware and a much improved recycling rate. The choice of products used on site is no longer based solely on cost.

There is now a sustainability assessment as well. Indeed, sustainability assessments have been incorporated into company and supply chain documentation. Project 10 has been adopted by the MoD as the name for its energy reduction works across the wider MoD estate, both nationally and internationally. Paul Francis, managing director of Modus says: “At a strategic level, this project required our client and our team to work even more collaboratively than previously existed in our daily business. The demand that this target placed on us required our teams to overcome the more conventional constraints and challenges, and to do so in a timescale that was a challenge to establish process and procedure.

Deserved winners “This project would not have been the success it was without the complete co-operation of all the parties involved. We purposely engendered a team spirit at all meetings with key stakeholders and encouraged this esprit-de-corps to flow upwards and downwards in their organisations.” FM

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VIEW FROM THE TOP This award recognises a leading individual who has had the most significant and positive impact on facilities management over the course of their career any people have a substantial impact on the development of the industry either as clients, consultants, service partners, professional representatives, as well as writers and commentators. Many people also will have helped shape sector from a number of these positions. Judges considered the roles and responsibilities held during the person’s FM career and examined the achievements over time. Also considered was evidence of excellence and commitment to the development and reputation of FM. Lionel Prodgers, born in Gravesend, Kent, left school at 16 to “bypass” university and landed a junior assistant job in commercial property at quantity surveyors, Goddard and Smith. He went on to become a serial acquirer and merger of businesses. In 1984, he founded Facilities and Property Management. Ten years later he sold it to Chesterton International, becoming MD of their property management division. He negotiated the acquisition of the FM division of British Gas and ICL’s Workplace Management business to create Chesterton Workplace Management. Leaving Chesterton, he set up



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Ark e-management, an FM software solutions business which was acquired by Integrated FM in 2006. Prodgers is now an independent international consultant working for blue-chip companies. He has had a three-year secondment to Siemens as managing director of Siemens FM. In the Middle East, his clients include the Kuwait state petroleum firm, KPC. His latest business venture, consultancy Agents4FM, has just rebranded as Agents4RM, to reflect the company’s increasing commitment to ‘responsible management’. Prodgers was BIFM chairman from 1997 to 1999, chairman of EuroFM from 2000 to 2005 and a board director of Ifma from 2006 until earlier this year. He recently became a fellow of LEAD International, the global charitable organisation designed to enhance leadership focusing on sustainability knowledge.

In his own words “I was lucky to start out my career in the commercial real estate business in central London, and that brought me into direct contact with many well known business managers and entrepreneurs,” he says. “That period certainly helped form my ‘can do’ spirit.”

He gives credit to the many clients who, in the 1980s, took the brave step of outsourcing FM. “Together with my co-director, Brian Bickel, who joined me from Xerox, we shaped Facilities & Property Management to deliver what clients wanted.” One such client was BP and Chris Wood, then responsible for outsourcing BP services. “He was instrumental in demanding innovation and quality of service, as was Lord Young – then chairman of Cable & Wireless – to name but a few. The lesson learned early on was if you listen to the client and deliver on their requirements, you can’t go far wrong.” FM now is no longer about running a building. He says businesses have social responsibilities which FMs must ensure are met and that takes them outside the walls of a building. Forward-thinking FMs now rub shoulders with town and regional planners as well as transport and land-use planners. But a huge impact on the sector is being made by hundreds of FMs who give their time and knowledge voluntarily. “They give unstintingly of their time and talents in the shape of events, education and special

interest groups in innumerable associations.” Prodgers believes he made one of his biggest impacts on the sector during his tenure as BIFM chairman starting in 1997. “We went through a financial crisis of near insolvency and it required some grit and determination, and one or two uncomfortable AGMs to pull back from the brink of insolvency,” he says. “Then when Ian Fielder took over as chairman and I was part-time general manager we wielded the axe and got the finances into shape. That was a turning point for the BIFM and created a stable platform for its subsequent growth.” Also at that time, international relations between the main industry bodies “were at an all time low”, he says. “I’d like to think that my diplomatic nature helped repair relationships across the Atlantic as well as in Europe. No doubt my subsequent appointment as chair of EuroFM for five years starting in 2000 was a result of the goodwill that we created. “As I increasingly work abroad, it is gratifying to see best practices we have developed being recognised and emulated in the emerging markets.” FM

20/10/11 19:12:51




British service personnel wounded on the front line in Afghanistan are finding top quality specialist care at DMRC Headley Court’s new rehabilitation complex

n addition to the winners in each of the other categories at this year’s BIFM awards, the judges sometimes encounter teams or individuals who impress for other reasons, such as outstanding commitment, attitude to service, or their exceptional personal performance in undertaking their role in unusual circumstances. An exceptional application from the team at DMRC (Defence Medical Rehabilitation Centre) Headley Court received the Judges’ Special Award at this year’ awards. Working with the charity Help for Heroes, PriDE (South East Regional Prime Contractor), a joint venture between Interserve and SSE Contracting has created an £8 million state-of-the-art rehabilitation complex and 30-bed space ward annex at the Defence Medical Rehabilitation Centre (DMRC) in Headley Court, Surrey. In the past, support services companies were expected to deliver traditional services such as cleaning, catering and estate management. FM partners are now responding to urgent operational requirements by developing facilities that provide close support for troops who are


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serving on the front line. Located in 87 acres of the Surrey green belt, the DMRC at Headley Court specialises in the treatment of patients suffering a range of musculoskeletal conditions. Patients are treated through intensive and comprehensive residential rehabilitation programmes, which support them in reclaiming function, mobility and independence and, where possible, the fitness levels required to resume active service. The new rehabilitation complex offers a five-lane, 25m swimming pool with moveable floor, swimming jets and aqua joggers, two gymnasiums, physiotherapist treatment areas, consulting suites, an area for gait analysis, a centre for injury research, a cardiovascular suite and a regional rehabilitation complex. One of the reasons for the project was to remove the site’s reliance on off-site facilities. The building has the latest innovations in eco-friendly construction, including the use of Kalwall, a glazing material that increases heat retention within the building, a combined heat and power source and grey water recovery. Due to the sensitivity of the

project, there was an unusually high pressure to deliver on time and on budget. There was significant interest from all sides – the press, politicians and senior MOD personnel. The aim was to deliver a state-of-the-art facility in a demanding timescale to a capped charity budget within the gardens of a listed manor house with the site bounded by a tall garden wall. During the build, recycling of demolition materials delivered environmental and financial savings, and to blend in with the local greenbelt landscape, the roof of the building was covered in sedum. The visual impact of the structure was considered so that only a small proportion of the roof was visible from the listed manor house. A winning combination Working with a charitable organisation provided a unique challenge. The £8 million redevelopment at Headley Court is Help for Heroes’ first major project, and so the relationship between the charity and PriDE had to remain focused on achieving a high-quality outcome at the best possible value. Identifying the project’s key stakeholders was paramount to

delivering a successful project within a challenging 14-month timeframe. DMRC Headley Court staff and clinicians were actively engaged throughout the design and build process, involved in all discussions relating to the functionality and performance capability of the complex. PriDE may have won the Judges’ Special Award, but it’s already been a very rewarding experience for those involved in its development. Staff involved on the project have commented that although the media often reports on the treatment of injured service personnel, it takes an inside view to experience the emotion, passion and satisfaction of those people using the facility. According to a spokesperson, “PriDE worked very closely with Headley Court, Defence Infrastructure Organisation and Help for Heroes to deliver a stateof-the-art complex to aid in the rehabilitation of wounded service personnel.” With the help of the team at Headley Court, the patients using the Help for Heroes rehabilitation complex have the best chance of recovery possible, thanks to this award-winning project by PriDE. FM FM WORLD |27 OCTOBER 2011 |37

20/10/11 18:29:05

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


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


UK bundled FM outsourcing market within central and local government at current prices 2008-2012 4300

4258 4229






Source: HM Treasury ( 4000

Bank of England base rate: 0.5% as of 7 September 2011. The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009. Source: Bank of England (

Consumer Price Index Annual inflation was 5.2% in September, up from 4.5% in August. This is the highest rate since September 2008 and the highest since the CPI measure was first introduced in 1997. Energy bills are up 9.9% in the past month and by 18.3% over the past year. Transport bills are also rising significantly, at rate of 12.8% for the year. Source: HM Treasury (



2010 Est Year

2011 Fcst

2012 Fcst

Multi-service or integrated FM contracts within central and local government are estimated to be a steady market worth just over £4bn. However, it is likely that there will be some loss to this value as social housing activity slows in the short term. The central and local government market is estimated to have grown by just 1% in 2010 as, following the formation of the coalition government, the focus of government policy shifted away from government spending to stimulate the economy towards significant public sector expenditure cuts as the coalition seek to eliminate the structural deficit. There is hope that the budget cuts will see departments moving towards greater levels of outsourcing and bundling of services, particularly in local authorities where FM penetration is lower, in order to meet efficiency savings, with larger contracts becoming available and boosting both these end-use markets. Source: AMA Research (



National Minimum Wage

The deterioration in the UK economy from mid 2008 has had a negative impact on the development of the outsourced FM market, with reduced opportunities in the corporate sector that have been only slightly moderated by public sector activity. The market for outsourced ‘bundled’ services and TFM was valued at almost £16.9bn in 2010. The market is forecast to stabilise and grow from 2012 and reach £17.9bn by 2015. There is relatively limited potential for growth through increased penetration, making the FM market increasingly subject to the performance of the economy. The recent economic downturn has heightened price competition in the market, with end users frequently adopting a ‘more for less’ attitude at

Category of worker

Hourly rate from 1 Oct 2011

Aged 21 and above


Aged 18 to 20 inclusive


Aged under 18 (but above compulsory school age)


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


Following sustained growth until 2008, the UK contract cleaning market experienced a marginal decline of around 3% between 2008 and 2010. The market was estimated to be worth around £5.3 billion in 2010. The rising standards of health and cleanliness demanded by sectors such as health and food hygiene are cited as one of the main reasons for the buoyancy of the market. Other key drivers of change within the sector include daytime cleaning, multi-service provision, legislation and technology development. In the medium to longer term, public sector cuts are expected to negatively affect growth. Forecasts suggest that the contract cleaning market will show only marginal growth in 2011. Prospects into the medium-term are for further moderate rates of annual growth to 2015 when the market is forecast to reach around £5.7 billion. Source: AMA Research (


£m msp

5800 5600 5400 5200 500 4800 4600 4400

2007 2008 2009

2010 2011 2012 2013 Est Est Est

the time of tendering for contracts. This has had a negative impact on contract prices. The corporate market represents the largest end use sector, accounting for around 56% of the market, with the central and local government accounting for 25%. Healthcare and education has seen the most growth in recent years, accounting for a share of around 19%. FM outsourcing has increased in both the public and private sectors over the last decade to account for around 64% of overall non-core service provision. Despite this, there remain a number of niche sectors where outsourcing is less well-established and potential for growth remains. These include local authorities, schools, leisure, manufacturing and social housing. Source: AMA Research (

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Anthony Pearlgood is commercial director at PHS Datashread


ata protection laws are about to change D as the European Commission’s updated legislation come into force next month. Anthony Pearlgood explains the implications The days of businesses being able to brush data protection breaches under the carpet are numbered. A new version of the European Commission’s Data Protection Directive will be published in mid-November. This is a kind of updated version of the Data Protection Act for safeguarding all kinds of personal data. This act previously only applied to government departments. The main effect of these changes will be that all businesses, public bodies, charities and other organisations will be liable for any data breaches that occur and penalties for misuse of confidential information will be enforced. Stringent measures will govern how information is to be managed. This will include new instructions on data processing, whereby every sector will be included in mandatory breachdisclosure rules. Data protection – the law For the technically minded, the EU Data Protection Directive (also known as Directive 95/46/ EC) is a directive adopted by the European Union designed to protect the privacy and protection of all personal data collected for or about citizens of the EU. Directive 95/46/EC encompasses all key elements from article 8 of the European Convention on Human Rights, which states its intention to respect the rights of privacy in 40| 27 OCTOBER 2011 | FM WORLD

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personal and family life and in personal correspondence. There are seven broad principles within the Data Protection Directive. These include security, purpose, disclosure, notice, accountability and access. Once a directive comes into force, any entity that holds personal data for some set purpose or reason becomes legally liable for the consequences of it being misused. Data is categorised as ‘personal’ when it allows a connection to be made between the data and the named person to whom it refers. Personal data can be anything from phone numbers, credit card details, home addresses, date of birth, bank account details and many other items. The new directive will go through a process of consultation over the next 12 months, but is expected to be adopted and in force in the UK by early 2013. All sectors will be required to report breaches to the Information Commissioner’s Office. It stipulates that seriously affected individuals are also to be informed. Taking a re-think From an operational perspective, this will present a major task for many organisations. Management and training will need to be updated to reflect the re-engineering of mechanisms to detect breaches and report them to responsible internal officers.

It will then fall to these managers to inform the Information Commissioner and individuals who may have been significantly affected by the breach. Processing is also broadly defined. It relates to any manual or automatic operation involving personal data, including its collection, recording, organisation, storage, modification, retrieval, use, transmission, dissemination or publication and even blocking, erasure or destruction (Article 2b). Storm clouds Many data compilers have been concerned about third-party responsibility and safety for data in an information cloud. However, the Data Protection Directive will include a ‘binding safe processor rule’, whereby data owners will not be liable for loss at the hands of a third party cloud provider. Under the new rules, when use-of-data is outsourced to a certified business, the provider will not be liable for subsequent breaches involving their data from this source. This will be a very positive step toward the adoption of internet cloud services by businesses. These data protection rules apply when the responsible party (called the controller in this EU Directive) is established, operates within the EU or uses equipment located inside the EU to process personal data from elsewhere. Controllers from outside the EU, who process personal data

inside the EU, must nevertheless comply with this directive. Notification EU member states have supervisory authorities to monitor data protection levels in their state and to advise the government about related rules and regulations. It is their responsibility to initiate legal proceedings when data protection regulations are infringed. Controllers must notify their governing authority before processing any personal information and such notification prescribes in detail what kinds of detailed notice is expected, namely: 1. Name and address of the controller or representative 2. Purpose(s) of the processing 3. Descriptions of the categories of data subjects 4. The data or categories of data to be collected 5. Recipients to whom such data might be disclosed 6. Any proposed transfers of data to third countries 7. General description of protective measures taken to ensure safety and security of processing and related data. In short, the data protection screw is tightening and the scope is extending from three sectors to the whole of society. Organisations of all sizes and complexions are advised to begin planning their response now. Data management is a serious issue and all businesses have a responsibility to guard confidential information. FM

“When use-of-data is outsourced to a certified business, the provider will not be liable for subsequent breaches”

20/10/11 17:17:06


COURT REPORT RISK ASSESSMENT AND OCCUPIER’S LIABILITY Under Section 2 of the Occupier’s Liability Act 1957, an occupier’s duty is: “… to take such care as in all the circumstances of the case is reasonable to see that the visitor will be reasonably safe in using the premises for the purpose for which he is invited or permitted by the occupier to be there”. The duty is not a guarantee of safety but is curtailed by “reasonableness” standards, both vis-à-vis the level of care taken and the level of safety provided. In this article, we look at two cases applying this in the context of events with tragic consequences. National Trust tragedy In the first case, a child was killed and three seriously injured when a tree branch fell on them during a school visit to a National Trust property. The claimants argued that the National Trust was liable vicariously through its tree inspectors, who had examined the tree earlier that year. The Court had to decide whether the inspectors had failed to exercise reasonable care in their task of assessing the trees, the standard being that of an ordinary skilled person professing to have the skill in question, ie inspecting trees. How the court ruled The Court held that assessment of the risk of failure of the tree could not be achieved looking at the tree condition in isolation:

severely injuring her neck. She brought a claim on the basis that the pool was not safe for diving and that he should either have locked the pool house or expressly forbidden diving. The defendant accepted that he owed a duty, but denied breach on the basis that the claimant was an adult and knew the risks inherent in diving.

assessment involved both visual inspection and taking into account the tree’s location and therefore the intensity of use of the surrounding land (and by extension the likelihood of risk to life or property). In this case, the Court held that the inspectors had discharged their duty. The tree was in a medium risk zone and as such the inspectors had not tagged the tree for remediation. As expressed by the judge, “To require more [of them] would serve the desirable end of compensating these claimants for their grievous loss and injuries. But it would also be requiring the defendant to do more than was reasonable to see that the children enjoying the use of this wood were reasonably safe to do so.” Swimming pool accident In a second (domestic) case, an 18-year old girl dived into a pool at a friend’s father’s house

How the court ruled The Court agreed with the defendant and held that a private pool-owner in such circumstances was not required to adopt a “paternalistic” attitude towards the claimant and prohibit swimming or diving (although this might differ if there were hidden hazards or pool contours). Conclusion The outcome of these cases is at odds with how health and safety issues are often depicted in the media. Each case depends on its facts, but here the courts held that bad luck does not mean that a claimant can necessarily recover. Source: Bowen (A Child) & Ors v The National Trust [2011] EWHC 1992 (QB) [2011]; Grimes v Hawkins & Anor [2011] EWHC 2004 (QB) Beverley Vara is a Partner, and head of real estate litigation at solicitors Allen & Overy LLP.

School failure on asbestos Checks on how schools outside of local authority control are managing asbestos have revealed that most have adequate arrangements in place - although 17 per cent fell below acceptable standards in relation to management procedures. The Health and Safety Executive (HSE) inspected a random sample of 164 independent, voluntary aided and foundation schools and academies between November 2010 and June 2011. It served notices on 28 schools requiring them to improve arrangements for managing asbestos, and provided informal advice to a further 110. Asbestos which is in good condition and remains undamaged and undisturbed does not pose any significant risk to health if it is managed in compliance with the legal requirements, according to HSE’s published guidance.

Dorset firm faces fine A Dorset manufacturing firm was fined after a lorry delivery driver was run over by a fork lift truck. Kelvin Davey, 61, from Verwood, Dorset, had both his ankles and lower legs broken when the fork lift truck reversed into him at Verplas Ltd’s Dorset site on 9 March 2010. Bournemouth Magistrates’ Court heard that there was not enough separation of the work area used by both pedestrians and fork lift trucks at the premises. Verplas of Unit 7, Verwood Industrial Estate, Blackhill, Verwood, Dorset, pleaded guilty to Section 2 (1) of the Health and Safety at Work etc. Act 1974 and was fined £10,000 and ordered to pay costs of £2,407.

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

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Simon Oldroyd is group director of facilities support company, Beacons Business Interiors (Bbi)


ith resources stretched and staff morale under pressure due to a stormy economic outlook, Simon Oldroyd suggests collaboration is the key to maintaining productivity


The workplace is a key tool to increase collaboration, inspire staff and increase productivity in today’s interconnected world. Follow the following five steps to make sure you are getting the most out of your office.


Optimise space

Today, people are working harder than ever – and so should their offices. A collaborative workplace must maximise every square inch of office space to attract and engage employees, communicate company brand and encourage innovation. Businesses have been forced to reduce costs and become more efficient in order to survive in today’s turbulent economic climate, slashing the amount they spend on staffing costs and offices. Despite smaller spaces, companies want their offices to do more, they require work environments designed to support collaboration that can help companies solve business problems, build market share and stay competitive. Make the most of office space by stripping out bulky individual desks and replacing them with smaller work areas; then use the

extra space as areas that all staff can utilise – such as impromptu meeting areas, project rooms and huddle rooms. This is an emerging trend across the UK, with 57 per cent of companies reconfiguring individual space to accommodate team areas and 41 per cent of businesses creating cafés, meeting spaces and alternative work-settings to encourage greater collaboration among staff.


Specify furniture

Effective collaboration isn’t just about design – the choice of office furniture and its layout can foster collaboration, or restrict it. Team work is encouraged by open plan offices. Installing benches, rather than individual work spaces, is an efficient way of promoting collaboration. Working on parallel work surfaces, with no space-defining panels, assigned storage or privacy, encourages increased communication and information sharing. The flow of ideas between staff is central to a successful collaborative office, with 82 per cent of white-collar workers saying they need to partner with others to get work done.

“The flow of ideas between staff is central to a successful collaborative office, with 82 per cent of white-collar workers partnering to get the job done” 42| 27 OCTOBER 2011| FM WORLD

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Benching also creates more space, which can be used in a variety of ways to encourage collaboration. Having flexible seating that can be moved around the office makes spontaneous collaboration possible and encourages team work. Getting people away from their desk and their computer screens is key to increasing collaboration. Team hubs or pods, enclosed by hanging curtains or whiteboards create a sense of enclosure to encourage team work, but can also be opened up to include wider communication.



Technology has transformed the way people work today and is crucial in enabling distributed collaboration in workplaces across the globe. Installing wi-fi throughout the office helps employees deal with the challenges distance can pose, allowing teams across various locations to work effectively by using a fast, reliable and wireless internet connection. Today, thanks to technological advancements and the availability of software applications, such as Skype, videoconferencing is as quick and easy as making a telephone conference call, while file sharing between teams in different locations has become routine. Additionally, collaborative work-settings such media:scape allow multiple users interact in real-time, sharing many different types of content quickly and easily.


Spread the word

Make sure that the workplace is the company. Being

able to clearly identify the brand from the moment people walk into your office creates the impression that the workforce is engaged and continually collaborating. Visitors should come away with a clear idea of what your business is about, understanding your brand values and how you operate – if they don’t, you are missing a trick. A strong brand identity across offices helps staff in a national or global business to feel part of the same team and increases collaboration across geographic boundaries.


Embrace change

The way we work is changing. Statistics show 34.9 per cent of the global workforce will be mobile by 2013. As well as adaptability in the office layout, businesses can demonstrate their ability to adapt to developments in business through embracing flexible working – showing that you are a company open to change and committed to collaboration and innovation.

Going with the flow In today’s 24/7 business environment, it is essential that employers are flexible and adapt to the changing way people are working. Being able to accommodate remote working allows employees to work from home and outside of usual office hours. As well as often increasing productivity, flexible working helps to attract the best talent from the jobs market while keeping employees engaged and satisfied in their role. FM

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here may be good reasons for using these frictionless, oil-free variable speed centrifugal compressors – but their servicing requires specialist knowledge


The principles behind Turbocor compressor are different to conventional compression systems. There is a growing estate of these units in the field and, as the installed base grows, the issue of ensuring effective and timely servicing comes to the fore. The oil-less design and reduced number of moving parts bring benefits in terms of reduced servicing – a main attraction of the technology compared to conventional chillers, which rely on maintenance-hungry, oil-based lubrication systems. The compressor is based on a two-stage centrifugal impeller and spindle, which is levitated in a powered magnetic bearing. A DC inverter powers the motor and the system is under the control of a highly sophisticated on-board microprocessor. It is risky and potentially

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dangerous to let an untrained service engineer loose on a Turbocor. There have been some instances where field engineers untrained in the technology have tried to tackle the servicing themselves, resulting in catastrophic damage to compressors and the chiller being put out of action. The principles behind the technology are completely different to conventional compression systems. On a mechanical level, with its single moving part – the shaft and related impellers – the Turbocor is deceptively simple. However, related support systems, particularly the electronics, are highly sophisticated. To handle it safely and effectively requires specialist training. For example, a key requirement is to ensure that electronic

Roberto Mallozzi is managing director at Klima-Therm and Ken Strong is managing director of Cool-Therm

components contained within Turbocor are protected from moisture. Because the electronic systems are critical to performance, this aspect is part of a regular annual service that needs to be carried out according to a set procedure. Continuing with electronics, Turbocor compressors are equipped with a bank of high-power capacitors mounted on the side of the compressor case. These are there as back-up and triggered in the event of mains power failure to provide electrical power to keep the unit operating until it can be brought to a controlled stop. Due to normal deterioration over time, it is necessary to replace the capacitors after 10 years of service. There are serious health and safety issues in handling these components due to the enormous voltages that could cause serious injury in untrained hands. For this reason, the procedure must be done by a properly trained Turbocor technician.

Data collection One of the advanced features of Turbocor is its on-board data collection, management and diagnostic system. Service technicians can connect up a laptop and access the full history of a machine’s current and past performance. This shows coefficients of performance (COP), capacity, output and any faults or alarms over the period since the last service. To evaluate this wealth of data effectively requires training in the Turbocor operating and diagnostic system. The interface can also be used to make adjustments to key system parameters. Without proper knowledge, it would be possible to create potentially unsafe conditions that

could seriously impact on the performance of the chiller. In some cases, compressor controls are integrated with overall chiller controls to optimise performance for a given set of conditions. In order to get the best from the system, fine adjustments must be made to seasonally tune the machine to ambient conditions and maximise energy efficiency performance. Again, this requires knowledge of both the Turbocor operating system and the over-arching chiller controls to ensure the correct integration and tuning to design conditions. Effective leak detection is an increasingly important area and is particularly important with these compressors. Because of their oilless design, field engineers cannot rely on the conventional approach of spotting oil leaks around the system as a clue to possible points of refrigerant leakage. Being oil-less, this is simply not an option. So, correct use of electronic or ultrasonic refrigerant leak detection is needed during servicing. Servicing these machines should be carried out by trained service engineers. The safety of the engineer and the security of the process or building being cooled depend on it. FM FM WORLD |27 OCTOBER 2011 |43

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Delegates at Th!nkFM 2011


Workplace Law links up to Th!nk

For the first time, Th!nkFM is being held in association with Workplace Law, specialist in employment law, health and safety, and environmental management, and adviser to the BIFM in these key areas. Workplace Law will be holding sessions throughout the day in each of the three streams mentioned above. Th!nkFM has developed out of the BIFM annual conference and Workplace Law’s annual conference. Reflecting on next year’s conference, Ian Fielder, CEO of the BIFM said: “After the enormous success of Th!nkFM 2011, which took a brave step and launched a new format into the market, we are excited to be launching Th!nkFM 2012 in association with Workplace Law. “This partnership will ensure Th!nkFM is truly an industry-wide conference, which will be of benefit to facilities professionals wherever they work.” Workplace Law’s David Sharp added: “We are delighted to be partnering with the BIFM to create Th!nkFM 2012. Working together, we believe we can put on a really engaging annual conference that will become the must-attend event for facilities management professionals.” i Th!nkFM will take place on 18 June 2012 in London. Learn more and register your interest in Th!nkFM at If you would like to sponsor ThinkFM, contact Neil Everitt at or call 0845 058 1356

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Voting systems success

» Network with BIFM @ » Twitter @BIFM_UK » LinkedIn » facebook » YouTube » Flickr

When the BIFM’s AGM and Members’ Day was held on 30 June at the British Library Conference Centre in London, over 700 members used the online voting system prior to the AGM to have their say, the largest ever proxy vote to date. The Institute also used electronic voting handsets at the AGM for the second year running. The handsets allow a far greater degree of speed and accuracy when collecting votes. The system takes into account all proxy votes made online before displaying the final result virtually instantaneously to all in attendance. Using such handsets is also considerably cheaper than manual methods of collecting votes. There was confusion among a small handful of members over voting deadlines. Gareth Tancred, COO and company secretary at BIFM, said: “BIFM followed the same process as every other year where members had the ability to vote online prior to the AGM – from the question format to the way questions were worded. Votes relating to Members Council are

collected online and announced at the AGM, whereas for legal and constitutional reasons, votes for AGM resolutions can be made before and during the AGM. “After a thorough review by the Governance Committee, it appears that the confusion came from a misunderstanding that members could vote for the Members’ Council matters during the AGM. All documentation supplied on the BIFM website and emails sent to members regarding the online voting clearly detailed

the deadline dates. However, we apologise for any confusion this may have caused and thank members for bringing it to our attention.” Electronic voting was also used with great success during the case study presentations for Members’ Day to gather instant audience feedback. Details of the 2012 AGM will follow and we encourage members to get involved on the day or in advance using online voting.

NORTH REGION PROFILE Chair: Steve Roots, associate, Davis Langdon Number of members: 1,843 Key dates and events: There will be over 40 networking, seminar and social events in 2012. Aims of the group: To represent and promote the interests of members and the FM community in the North and provide members with the opportunity to share experiences, gain knowledge and network with likeminded professionals by promoting participation and collaboration. Why should you join? During 2011/12, the group will continue

to focus on representing its members and ensuring they gain the maximum benefit from being part of BIFM. There are active network groups in Sheffield, West Yorkshire, Manchester, Liverpool and Tyneside that meet on a regular basis, with a new group starting soon in Hull. As well as CPD, there are social events such as the North qualifier for the BIFM national golf finals, Members’ Day and co-events with a number of SIGs. This year, the region and its team won all of the four BIFM Recognition Awards they entered.

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Please send your news items to or call 0845 058 1356


Careers service gives support BIFM has teamed up with C2 Careers to pilot a new service for members. The service will offer everything from guidance and tips to a bespoke careers advice service for FM professionals at any stage of their career. It will be run as a pilot scheme for the first six months to ensure that the service is right for BIFM members. The careers advice service can: ● Help you progress in your current career ● Help you find the career direction that is best for you ● Provide the guidance you need to change careers/industries or to become self-employed ● Help manage the transition from work to retirement ● Provide guidance should your job be at risk due to redundancy. ● Give support to help you successfully navigate your way back into employment Members will be able to view refreshed careers advice material on the website, as well as have the opportunity to meet with an experienced careers specialist. Aside from the general careers service, C2 will be providing a number of coaching sessions and other services such as: ● Career coaching ● Job application coaching ● Psychometric testing ● Information resources library During the pilot, the BIFM will be monitoring the service closely and will be asking for your feedback. i Contact the C2 team on 020 7863 6060,, www.

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Ian Broadbent is chairman at the BIFM


was delighted to host the BIFM awards in London on 10 October, where we celebrated the very best FM has to offer. My congratulations go to all the winners, as well as all those who put forward entries. I know the judges had a very difficult choice in deciding on the winners. We received great support from our sponsors, in particular Mace which was headline sponsor for the second year running It is always interesting to see the Grosvenor House Hotel’s Great Room being prepared during the day. Set up starts very early in the morning, with the final clearing of items not completed until around 5am the next day. Just like good FM, this requires planning, co-ordination and, of course, the ability to react if something doesn’t quite go to plan. This year, I set myself a challenge of cycling and running to London to make the awards, covering 234 miles over 3½ days. I was joined by FM World’s Diary columnist Dave Walker for the whole journey. At the time of going to press, it looks like the challenge and the generosity of guests at the awards evening raised almost £15,000. This fantastic amount will go towards the vital work carried out by Macmillan. I would like to thank all individuals who so generously pledged money to Macmillan on the night and the organisations which offered their support prior to me departing. You can find them at Macmillan provides great support to cancer sufferers and I find it is also very keen to educate and encourage volunteers to supporting it in many different ways. BIFM also relies heavily on volunteers. The awards evening is a great opportunity to reflect on the work put in by judges, as well as regional and group members and it’s important to note that there are many different ways you can get involved, from volunteering to support a committee, providing a venue or simply getting along to a group or regional event and finding out how you can get involved. Remember, BIFM is your institute, so please take the opportunities to have your say or get involved. Together we can advance our profession. My deputies and I are always keen to get to regional and group events and/or answer any questions you may have by email. I can be contacted on twitter @ibroadbent_bifm or by email and you can find my blogs on the main BIFM website, ianbroadbent



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The winning team at the charity golf day



Top level students BIFM and one of its recognised centres, the Xenon Group, are delighted to announce that three students have become the first in the UK to successfully complete the BIFM diplomas in facilities management across all three levels. Naomi Crossan and Darren Shiels, both employees of professional services firm Ernst & Young, completed Level 5 and Level 6 BIFM Diplomas in Facilities Management respectively, while Dawn Marshall from FM service provider Sodexo completed Level 4. All are already putting their training to great use in their work. i Xenon is one of 14 recognised centres that deliver BIFM qualifications. Find out more at


Charity golf The BIFM Home Counties and South region charity golf day took place on 16 September at Donnington Grove Country Club in Newbury. The winning team came from Norland Managed Services James Strathers, Richard Barton, David Bartlemay and Ian Williams. Thanks to sponsors Ocean FM, Blue Eye Training, Norland Managed Services, Movetech and CBS Business Furniture. i



Upgrading to Fellows

New members

For more information on the Fellow upgrade process visit or contact the Membership Team on 0845 058 1358 i

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IFM Training has added a new ‘Presentation Skills’ course to its training programme, which debuts on 14 December in London. Course presenter, Beth Goodyear recently delivered an engaging and lively session on presentation skills at the BIFM’s Th!nkFM Conference and she will also be speaking on the same subject at the BIFM Belfast Conference next month. But if you’re not sure if this is the right course for you, then read on… Why do facilities managers need to have good presentation skills? At some stage, all FMs or those working in the field will be asked to present information, either informally in a team meeting or project briefing, or formally in a client presentation, training session or sales pitch, so it is essential to have the skill and confidence to deliver the message professionally. What will I learn? This new, one-day course covers everything from understanding the key stages in developing effective presentations using PowerPoint, to planning more informal presentations with tips, techniques – and guidance on what not to do. Do I need to have any existing experience to attend the course? None at all. Whatever your level of experience, whether you have no experience or are an experienced speaker, we are confident that you will learn skills from the day that you can take away and use immediately. Will I be made to feel uncomfortable? Absolutely not, but you will have the chance to practice some of the techniques we learn throughout the day in an informal and friendly environment. You’ll also learn how to make the best use of your non-verbal communication – for example your tone of voice and body language – and will get a chance to understand the importance of perception when delivering confident presentations. Will the course make me an expert presenter? Perhaps... What we’re sure of is that you’ll leave with a thorough understanding of why good presentation skills are so important in FM and the confidence to feel that you can stand up and deliver your first or next presentation! The programme is lively and informal with group exercises and discussions.



In August, two Certified members successfully upgraded their membership to Fellow. Charan Dhillon, head of facilities and corporate management at Slough Borough Council, and Ian Broadbent, director of group property services at Hallmark Cards and current BIFM Chair, were both awarded Fellowship the highest grade bestowed on a member. To upgrade to Fellow, applicants must hold Certified grade (CBIFM), have at least five years’ senior FM experience and demonstrate significant FM knowledge and a commitment to the FM industry and profession.


The following organisations joined the BIFM as corporate members in September: AMSN – end user Appleyards – consultant Balfour Beatty Living Places – FM supplier Eurotec Group – product supplier Foundation Recruitment UK – consultant Gemco Service – FM supplier Hytrac Lifts – product supplier Kardex Systems (UK) – product supplier Midel Management – FM supplier Permaflor – FM Supplier Prism Facilities Management – FM supplier Turner & Townsend – consultant Williams LEA – TBC Xcel Property Services (UK) – FM supplier

Beth Goodyear is a FM professional with over 15 years of experience in operational and strategic FM and currently holds the position of ‘Members Representative’ for BIFM. i For further information including a detailed programme or to book a place on the course contact BIFM Training on 020 7404 4440, email or visit You can now follow us online @ or

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Send details of your event to or call 020 7880 6229


into the day-to-day facilities management of the Prime Minister’s residence. Venue: Belfast Waterfront Contact: or call 028 9023 2622

8 November Women in FM/North West Region event Venue: Merseyside, venue tbc Contact: Liz Kentish at coach@ or call 07717 787077

organised by the South West Region committee. Venue: Hilton Bristol Hotel, Aztec West, Bristol Contact: Joanne Bartlam at or call 07808 908052

MIDLANDS REGION INDUSTRY EVENTS 10 November Communication and relationships in FM What is neuro linguistic programming? What is emotional intelligence? How can we use this in FM to help with relationships and communication? Venue: TBC Contact: or call 01234 222 421

18 June 2012 Th!nkFM Th!nkFM will include a day of learning, debate, interaction and, of course, networking. Delegates will take away new ideas to implement in their organisations to make a difference. Th!nkFM 2012 will include new features such as site visits so delegates can see first-hand how great FM has already made a difference. Venue: Royal College of Physicians, London Contact:, call 08701 632 804 or visit IRELAND REGION 4 November The 15th Annual BIFM Ireland Region facilities management conference & exhibition The conference will include a number of illuminating and inspiring talks from FM professionals across the UK and Ireland. Presentations will touch on topics ranging from presentation development and delivery to retrofitting older buildings, to improving energy efficiency and implementing costeffective fire safety management. This year, we welcome Eric Hepburn, chief operating officer at Number 10 Downing Street, who will provide a unique insight

24 January 2012 Agile working pilot at Oxfam Presentations on Oxfam’s agile working pilot and tour of Oxfam House. Venue: Oxfam House, John Smith Drive, Cowley, Oxford Contact: or call 01234 222 421 HOME COUNTIES REGION 21 October BIFM Home Counties and South Region member’s training day – engaging with FM This is a free event, open to all members. Venue: 3 head office, Maidenhead Contact: or call 01635 43100 SOUTH WEST REGION 25 November South-West Region November training day A free-to-members training day

26-28 October IFMA’s World Workplace Conference & Expo The largest, longest-running and well-respected annual conference and exposition for facility management and related professions. Venue: Phoenix Convention Centre, Arizona, USA Contact: 1-2 November Healthcare Estates Exhibition and Conference This exhibition brings together suppliers and customers in the largest annual gathering of the healthcare sector. Venue: Manchester Central (GMEX), Manchester Contact: Register online at www. or turn up and register for free 7-11 November Workplace week Workplace Week is a showcase of workplace innovation taking place in the UK, in aid of the BBC’s Children in Need charity. Organised by Advanced Workplace Associates and supported by the British Institute for Facilities Management (BIFM), the British Council for Offices (BCO), CoreNet Global (UK) and the British Computer Society (BCS). Venue: Nationwide

Contact: Visit www.workplaceweek. com for more information. 9-10 November Energy Engineering Energy Engineering is the first ‘100 per cent engineering focused’ business forum and supply chain showcase. It will bring together UKbased power supply chains spanning conventional thermal power, nuclear and renewables industries – and both for centralised (utility) and distributed energy applications. Venue: NEC Birmingham Contact: Visit www. for more information 16-17 November Worktech 11 The eighth annual conference looking at implications of convergence between the worlds of technology, real estate, work and the workplace. Venue: British Library, London Contact: caroline.bell@unwired. or call 020 8977 8920 24-25 November IFM Congress The Congress successfully connects research and practice. This year, for the first time, the congress will provide simultaneous translation of the lectures in English and German. Venue: Vienna University of Technology Contact: 23-24 May 2012 All-Energy Exhibition and Conference The largest renewable energy exhibition and conference ever held in the UK. Venue: Aberdeen Exhibition and Conference Centre Contact: Visit

Workspace management defined Condeco is the booking system to manage not just your meeting rooms and desks – but all available resources. Our intelligent solutions allow you to operate more efficiently and make maximum use of your workspace. The interactive signage and advanced reporting provide real time utilisation data on which to base future business decisions. Room booking Desk booking Visitor management Interactive room and desk signage

Intelligent management reports Hospitality management Event management

Outlook and Lotus Notes integration Car park booking Resource scheduling

Find out more: call +44 (0)20 7001 2055 or go to

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NAME: Liam McConnell JOB TITLE: Head of facilities and maintenance ORGANISATION: Royal Institute of British Architects (RIBA) JOB DESCRIPTION: Responsible for facilities services across the whole of RIBA including all RIBA national and regional offices. Main areas of responsibility include developing and executing the building’s strategy through efficient and effective management of hard and soft facilities services.

What attracted you to the job? Simple – RIBA and the job role were perfectly suited to my skills and experience when I first joined.

Any interesting tales to tell? There are always interesting tales to tell in FM, but let’s just say discretion is the better part of valour!

My top perk at work is…looking after such a beautiful building at 66 Portland Place, London, a Grade II listed building.

If I wasn’t in facilities management, I’d probably be…a historian.

How did you get into facilities management and what attracted you to the industry? I came into facilities management through office management. It was a natural progression for me. I was attracted by the diversity of facilities roles and the ability to utilise my organisational skills. What’s been your career high-point to date? My current role – I am also very proud of my contribution to helping the RIBA reduce its impact on the environment. What has been your biggest career challenge to date? My current role – and so it should be! Having said that, it is a challenge I am really enjoying. If you could change one thing about the industry, what would it be? The perception that facilities management is a drain on business resources. We are a cost-saving, costeffective industry applying expert skills to critical areas of business management.

How do you think facilities management has changed in the past five years? It has certainly became more competitive and the skill set required to do the job has massively increased. There is now a much larger emphasis on statutory compliance and, of course, cost effectiveness and measuring success continue to be big priorities. And how will it change in the next five years? It will become more technical and more measured. In the future, I expect we will see an increased focus on results. What single piece of advice would you give to a young facilities manager starting out? Apply common sense, utilise your team as much as possible and don’t lose sight of the big picture. Do your friends understand what facilities management is? Some do and some don’t. It often depends on what type of industry they work in.

Ingenuity welcome here


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• • •

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

Daily news for FMs online every morning

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Cost Transparency for your Facilities Services what we do UÊÊCleaning UÊÊM&E Maintenance UÊÊFabric Maintenance UÊÊSecurity UÊÊHelpdesk UÊÊReception & Mailroom UÊÊWindow Cleaning Follow us on Twitter @AnabasFM

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Call Adam Potter on 020 7880 8543 or email For full media information take a look at


FM innovations ▼Crown Trade Timonox Introduced At Shrewsbury College

▲ Wilson James moves to Fleet Street

Under current regulations, owners of buildings other than single occupancy private dwellings have a duty of care to reduce the risk of injury, risk to life and damage to property. The specification of Crown Trade’s Timonox Flame Retardant Coatings system is helping to deliver a safer environment, without any compromise on aesthetics, at Shrewsbury College of Arts and Technology. The Crown Paints Colour Service team worked with students and staff to create a bright and inspiring centre, creating a welcoming and appealing environment. As well as Crown Trade’s Timonox Flame Retardant Coatings system, Crown Trade Clean Extreme Scrubbable Matt has also been used throughout the College, with eight different colour schemes introduced. T: 0845 389 9583 E:

Stuart Lowden, managing director of Wilson James Security Division, announces a move to new City offices in Fleet Street, just a stone’s throw from its previous location in Whitefriars Street, EC4. The new space allows for a dedicated recruitment and training facility. In addition, there is a separate floor for the London operations and business development teams, led by regional director London, Graham Cornwell. Our recruitment team will use the additional space to carry out regular Assessment and Development Centres. And a state-of-the-art ‘e-learning suite’ means we can deliver a huge range of interactive training on-site in surroundings ideal for productive and enjoyable learning. Staff across the UK will also benefit from intranet access to the e-learning suite. T: 0845 606 3106 W:

▲ Lapa security for your location A smile costs nothing, but says everything about you and the company you represent. If you would like to enhance your service requirements, then having the right person in the right location is of paramount importance. In order to maintain a high standard of practise, our personnel are regularly checked and briefed to ensure their roles are corrctly applied to the highest level. For all your requirements in concierge, porterage, front of house security officers and general guard dogs. W:

▼ Initial Washroom look to winter

▲ Ace Janitorial is 40 years old Ace Janitorial of Sheffield, one of Jangro’s founding organisations in 1980, is celebrating its 40th anniversary this year. Ace is one of the North East’s most successful and resilient independent janitorial supplies company. It has traded through several recessions and today boasts a £2 million turnover. Attercliffe-based Ace was formed by Alf Cullumbine who built his business on supplying local steel making and engineering companies with goods from a van at the factory gates. He built the business on listening to customer needs, sourcing the best products and delivering them on time with a fast personal service. In 1980 when Jangro was setting up, Alf immediately joined. Ace remains a key player in today’s 40-strong Jangro membership.

Initial Washrooms Solutions (IWS), the leading UK washroom services and floorcare provider, has launched a new initiative to help facilities managers prepare for the winter. With slips, trips and falls costing UK industry over £500 million a year, IWS is introducing its Slip Litigation & Injury Prevention (SLIP) scheme to show that managing the associated risks of falls can be achieved by taking preventative measures. To help prepare for winter, IWS will be sending out its sales team armed with a tool kit on how best to combat the effect that the elements can have on a premises. The advice will explore the issues and challenges surrounding the increased risk of slips in offices in the winter months and offer practical solutions on how to avoid slips. W: T:0800 313 4985

▲ Cresswell finishes the job properly Cresswell Office Services has once again been chosen and has just completed a major cleaning job following a refurbishment at a prestigious building and studios in Central London. The contract cleaning company has been working for CCM Interiors for over five years and has built up a great partnership and responsibility for cleaning once the company has refurbished a specific property. As part of this essential task and to make the building spotless for occupation, Cresswell carried out duties such as window cleaning using the reach and wash method, steam cleaning to the two external staircases and deep cleaning to all the internal areas including the reception areas, toilets, showers, staircases and office accommodation. T: 020 7252 1101 E:

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Call Carly Gregory on 020 7324 2755 or email For full media information take a look at

Offices in: Abu Dhabi, Auckland, Berlin, Düsseldorf, Frankfurt, London, Manchester, Melbourne.


FM Opportunities Project Director | London


Our client is an established medium sized yet growing M&E Service Provider. They are currently looking to employ a Project Director who can lead and support a team of project managers and help with the department’s growth. The selected candidate must have an engineering background and be able to oversee multiple projects across different areas at any one time. Projects will range from M&E plant upgrades and replacements to office moves, churns, IT and telecoms. The PD will not only be able to lead these projects but have the ability to write the technical specs from scratch. Our client is also looking for this individual to be commercially and business savvy as the selected candidate will sit on the board of directors. Ref: 26475

Commercial Manager | London


We are currently recruiting for a Commercial Manager to join a service provider in London. You will be dedicated to a high profile commercial contract alongside a team of 3. You will have 3-5 years in the TFM industry and have a proven track record in dealing with contract variations and the identification of scope. You must be able look at the valuation of additional works, liaise with and train the operations team on all contract commercial issues including what is in or out of scope. You will ideally be looking to step up into this role, motivated, a self starter and looking for a challenge. Ref: 26935

Technical Services Manager | London


Our client requires a Technical Services Manager to take on responsibility for the management of M&E surveys, projects and reporting across a range of client portfolios. The position is based in London with a national remit and will involve conducting M&E Asset Register Verification Surveys, M&E Asset condition surveys and lifecycle analysis as well as the management of minor M&E works. In order to be considered for this opportunity candidates must possess a relevant degree (Building Services) along with significant M&E experience and strong staff and project management skills. This is an excellent opportunity to join a well known organisation in a varied and broad role. Ref: 26966

Associate FM Engineer | South West

£40,000 - £50,000

We are currently recruiting for an Associate level FM Engineer with a background in consultancy, specialising in the design, installation and maintenance/management of M&E services. You will work in a consultancy capacity across a range of projects and clients to provide specialist technical advice on the design, operation and maintenance of commercial buildings. Successful applicants will possess strong project management, planning, costing and programming skills and will ideally be chartered, with postgraduate experience in the design of building engineering services. Ref: 27010

London office

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To apply for any of these roles please email your CV in confidence to or call +44 (0)207 478 2500 to speak to Claudio Rojas or Ryan Coombs. 20/10/11 16:43:07 FM WORLD |27 SEPTEMBER 2011 |51

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Find your ideal FM job at for all the latest vacancies please visit the FM World job board. To advertise on contact Carly Gregory on 020 7324 2755

al Regiotnions Operaager Man South

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Facilities & Real Estate Management International Technical Advisor Excellent Package: Leatherhead, Surrey

ExxonMobil is one of the world’s largest petroleum and petrochemical companies, and is committed to leadership through technology development and engineering excellence. Our Global Real Estate and Facilities (GREF) function develops and THUHNLZV]LYVMÄJLZMVY[OLJVTWHU`WS\ZHKTPUPZ[YH[P]LMHJPSP[PLZ VUYLÄULYPLZJOLTPJHSWSHU[ZHUKL_WH[JVTWV\UKZ Responsibilities of this pivotal position: ‹ Technical leadership and guidance to facilities managers project designers and strategic partners across Europe, Middle East and Africa. ‹ Managing technical aspects of design and construction. ‹ Undertaking mechanical and electrical evaluations and recommendations at all levels. ‹ Liaison between GREF and preferred FM contractors. ‹ Recommending and implementing systems improvements with international colleagues.

This exciting role requires: ‹ Diverse and extensive international FM background. ‹ An authoritative and assertive personality working equally effectively at hands-on and senior strategic level. ‹ Excellent communicator able to drive the highest levels of service at all levels. ‹ Chartered Engineer - Graduate Electrical and Mechanical Engineering experience essential. ‹ Considerable travel throughout EMEA.

To apply for this position, please send your CV by email to quoting DS871



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FM New appoints 271011.indd 53

ExxonMobil Is An Equal Opportunities Employer

Taking on the world’s toughest energy challenges.™

20/10/11 16:00:03 FM WORLD |27 OCTOBER 2011 |53

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SHOUT, SHOUT, LET IT ALL OUT SWOOPING OR SNOOPING? Last year, there was a momentary furore when the British Olympic Association chairman, Colin Moynihan, proposed a new Bill in the House of Lords giving police new powers to search for drugs, including the right to raid the Olympic Village. The athletes representatives described the move as ‘utterly disastrous’. The chief executive of the British Athletes Commission, Peter Gardner, said he thought it extremely unlikely that anyone would risk taking performance-enhancing drugs into the Village – those that would be using drugs were more likely to do so in privately-rented accommodation. "There is nothing wrong in having a deterrent, but the likelihood of anything being in the village is almost nonexistent," he said. Last week, it was announced that cleaners and security guards would be tasked to inform on doping


So, no new 'Portillo Moment' when Michael of that ilk hosted this month's BIFM Awards at the Grosvenor House Hotel in London. Although there was perhaps a 'Murray moment' from Portillo's co-presenter, the model and presenter Shannon Murray. A shame that what was undoubtedly a well-meaning attempt to raise the profile of disabled access will be remembered more for a rather unnecessary dig at one particular service supplier. Still, no matter how well prepared you are, no matter how many dress rehearsals you go through, event organisers are always fated to have their hearts in their mouths when performers take to the stage. Witness the Tony Awards, where achievement in live Broadway theatre is recognised. The extraordinary British actor Mark Rylance, receiving his award for Best Performance by a Leading Actor in a Play, would, you might expect, give thanks to family, friends and mentors. Not a bit of it. Indeed, his award acceptance speeches must drive the event organisers absolutely loopy. I urge you to seek them out on the popular videography website "YouTube".

cheats. Jonathan Harris, anti-doping medical services manager for the organisers, said that gathering as much information as possible on doping athletes was crucial to the success of testing. "There will be intelligence sources coming from security and from cleaning, for example – these are functional areas that have been involved in antidoping in previous games. We will be educating those personnel in those functional areas so that if they should come across behaviours that are untoward they share that information with us." And all this without passing an Act of Parliament! Footnote: At the winter games in Salt Lake City in 2002, cleaners found blood transfusion equipment in the rubbish of a house rented by the Austrian ski team – several members of the team were subsequently banned.





The number of marine fish species at London's latest landmark, the Heron Tower

The number of skin divers employed full time at the Heron Tower to take care of them

The number of fish kept in a spare tank just in case of piscine plague

The number of hours it took to move the aquarium from the street onto its plinth



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If you’ve got what it takes, we’re here to help you progress Are you still at the right BIFM membership grade to reflect your increasing achievements in the FM industry – or is it time to progress? To upgrade to the next level or to find out more, please visit: or contact the Membership Team on: 0845 058 1358 or email

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