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FMW www.fm-world.co.uk

Royal Bank of Scotland steps towards an agile future


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Published by the British Pest Control Association T lephone 01332 294 288 Te Email enquiry@bpca.org.uk Website www.bpca.org.uk

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VOL 8 ISSUE 11 2 JUNE 2011


7 | Vending machines at MoD

14 | Angel Building

18 | RBS and agile working




6 Government cuts civil estate space by 4.5 per cent in 2010 7 MoD cuts coffee machine numbers in cost-saving initiative 8 Project of the fortnight: University of Liverpool invests in estate 10 FM 100 poll: how much does FM set the business culture in your firm? 12 Business news: Analysis by Graeme Davies on overseas FM opportunities 13 Compass announces half-year revenue up 10 per cent 16 Preview of this year’s Public Procurement Show

12 Diary of a facilities manager: David Walker’s regular look at the daily challenges he faces in his working life 42 Felicity Messing

22 | Interview with Jane Bell


Roundtable roundup: Attendees of the successful ‘Food for Thought’ roundtable, sponsored by BaxterStorey, share their insight


Royal Bank of Scotland: Achieving a companywide ‘agile’ working culture has proved a long but rewarding journey for RBS, finds Cathy Hayward


Jane Bell interview: Former editor of Facilities Journal Jane Bell speaks to Cathy Hayward about the early days of FM and the sector’s growing maturity


Social Media: Communication between individuals via social networking platforms such as Twitter is revolutionising business, by Nick Martindale

MONITOR 29 Technical: How to implement air conditioning cleaning 30 Legal: The new inspection regime covering record keeping 33 How to: control nuisance bird life on your premises

REGULARS 34 BIFM news 38 People & Jobs 40 Appointments

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

visit fm-world.co.uk FM World Jobs – the best place to find FM career opportunities online

visit fm-world.co.uk/jobs COVER ILLUSTRATION: ANGUS GREIG

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

visit twitter.com/fm_world FM WORLD |2 JUNE 2011 |03

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BaxterStorey offers a wide range of contract catering services to business and industry. As the UK's leading independent contract caterer we offer a personal service that focuses on fresh food. We tailor our services to each clients individual needs and we ensure we provide the right people to deliver the exceptional. Whether you need a dining room for board members and clients, or meals for over 1000 people per day, and whether you have a single or multi-site operation, BaxterStorey will respond to your needs, very often with award-winning solutions. And if you need to provide special hospitality for meetings, we'll take care of that too. What's more, the solution will be designed to your individual requirements - whether it's a small trendy in-house cafĂŠ, a deli bar, or a large complex site with diverse catering services. For more information please call us on 0118 935 6700 e-mail sales@baxterstorey.com or visit us at www.baxterstorey.com.

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



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

Average net circulation 11, 654 (Jul 09 – Jun 10) FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled © FM World is published on behalf of the British Institute of Facilities Management (BIFM) by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily reflect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Pensord ISSN 1743 8845


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

ommuting into London for the first time in ages has helped open my eyes to a quite extraordinary shift in commuting habits. Well, no, let me narrow that down: Idiots on overcrowded trains who just stand still rather than stepping out to let people off? They’re still there. The cancelled trains that cause the overcrowding? Oh yes. The artificial voices professing to be ‘sorry for the delay to your service’ – when in fact they’re not sentient beings capable of any kind of feeling, especially one as important as ‘sorry’? Alas, very much still in evidence. No, what’s fascinating is the sheer number of cyclists on the roads. After all, this is London – famously dangerous and simply not designed to accommodate cyclists. Yet there they are, in some places actually outnumbering cars on London’s roads. Factor in the recently introduced ‘Boris Bike’ scheme and you can’t help feeling that we’re witnessing a significant shift in commuter behaviour, and one that facilities managers would do well to heed. The amount of miles travelled by bike in the UK rose by 10 per cent between 2007 and 2008, and it’s pretty clear that the last two years have seen further significant increases. For the last twelve years the government has offered a scheme through which employees are incentivized to take up cycling to work at favourable rates. The result of all this is more people cycling to and from the workplace, and all expecting to be catered for. While plenty of these new two-wheelers are members of Generation Y with their famously excessive demands of the workplace, it would be a mistake to assume that this is the dominant demographic. In fact, the capital’s cyclists appear to span several generational brackets, differentiated only by their fashion choices (older riders in suits and cycle clips; their younger equivalents in all manner of modish cycling shirts). It’s not just a question of providing cyclist-friendly facilities such as showers and secure parking, important though these are. In fact, providing for cyclists might best be viewed as part of a long-term plan to reduce a building’s energy consumption. Call it a wild theory, but here goes: When they arrive at work, cyclists are already in a strong cardiovascular condition. They’re likely to use stairs, not lifts and are less likely to feel the cold. Could cycle-friendliness mean less energy consumption? Sure, energy is required to provide additional hot water for showering, but nevertheless, where ‘wellness’ is part of the FM’s remit, encouraging cycling to and from work requires less resource than, for example, providing an on-site gym. I don’t think it’s outlandish to suggest that a strategy for reduced energy consumption might just incorporate a strategy to promote cycling to work. This arrangement might be restricted to workplaces located in urban environments. FMs operating buildings out of town may only be catering for a few hardy cyclists, those that would happily commute more than 15 miles twice a day. But if the centre of London is anything to go by, the cyclists are coming – and as soon as I throw off the twin irritations of a cold bug and hay fever, I’ll be joining them.



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


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Government cuts civil estate space The government cut the total area of the civil estate by 4.5 per cent last year, according to a report by the Cabinet Office. The total cost of running the estate in 2009/10 was £3.58bn, representing a saving of £120m. The total number of holdings at 31 December 2010 was 6,700, a drop of 7 per cent. Vacant space amounts to 3 per cent of total area compared to the national average of just under 12 per cent, noted the 82-page report State of the Estate in 2010. Half of all holdings are small, being 500 sq m or less. Only 2 per cent are more than 10,000 sq m. “During 2010, the overall size of the mandated estate fell from 10,722,000 sq m to 10,239,000 sq m, a reduction of 4.5 per cent,” the report said. More savings are planned, said John McCready, managing director of the Government Property Unit (GPU). “In the longer term, we aim to raise more than £20bn by selling surplus properties from across the estate, again releasing property which can be used for new economic activity,” The government is pushing ahead with moving people into empty spaces in its freeholds, using that space more efficiently and vacating expensive leasehold properties wherever possible. “During 2011/12, we will be rolling this model out in two centres: central London, where we currently occupy more than 170 buildings, and Bristol,” said McCready. “The lessons learned from these pilots 06| 2 JUNE 2011| FM WORLD

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will then be applied across the country.” The average cost of office space at £342 per sq m is 16 per cent


DAVID ARMINAS newsdesk@fm-world.co.uk

Whitehall: Civil estate cuts

less expensive than the private sector average. London offices account for a quarter of total space and around 41 per cent of total annual costs. At an average cost of £636 per sq m, it is less expensive than comparable private sector office space in London, the report said. But in terms of cost per person, the efficiency of the central London estate is worse than the private sector. It is around 15 per cent more expensive than the private sector average. The GPU was set up last year to improve efficiencies in running the civil estate. Last May the government announced an immediate moratorium on new property leases and lease extensions as part of it cost saving measures.

MoD’s caffeine cuts to save £500,000

MoD delivers more than 2,580 living units DAVID ARMINAS newsdesk@fm-world.co.uk

The Ministry of Defence (MoD) delivered 2,582 new and upgraded living units for single servicemen during the past financial year, according to the ministry’s property management division. The Defence Infrastructure Organisation (DIO) and its industry partner Debut Services completed the work under the Single Living Accommodation Modernisation programme, called Project SLAM. The contract is to improve accommodation for army, navy and air force personnel. Debut Services, a joint venture between Lend Lease and Babcock International, was formed in response to the MoD’s Prime Contracting Initiative to drive

efficiency and best value across the defence estate, according to the statement. Last year’s accommodation work brought the total number of new and refurbished units under Project SLAM to 15,462. Debut also maintains the accommodation for seven years. The DIO was formed in April when the former Defence Estates organisation was brought together with other property and

infrastructure functions within Ministry of Defence. The DIO is leading on the Next Generation Estate Contracts (NGEC) programme. In January the DIO sent out requests for expressions of interest in the programme’s six regional capital works frameworks for construction projects valued below £12m. The NGEC also includes a larger national framework for higher value and more complex projects up to a

“Last year’s accommodation work brought the total number of new and refurbished units under Project SLAM to 15,462. Debut also maintains the accommodation for seven years” www.fm-world.co.uk

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An army marches on its stomach, but there is less caffeine coursing through the military’s veins after the Ministry of Defence culled its vending machines. Nothing is sacred at the MoD, from warships to fighter aircraft and even coffee at its Whitehall estate.

Tokyo shutdown

As a result, staff are paying more visits to on-site canteens and restaurants or having to run out to nearby coffee shops. “It will be the loo roll next,” said one MoD insider, who said that queues are now common around the few remaining machines. The battle hasn’t yet ended because more vending machines for other foodstuffs may go after a three-month study is completed this summer, the Guardian noted. “You only miss these things when they are gone,” said the worker. “I’ve thought about bringing in a flask but that might look a bit desperate. It hasn’t got to that stage yet.” More of the vending machines could be taken away if that is what suggested in the final report of a three-month cost saving study, expected to be completed by the end of the summer.

Tokyo’s mayor has called on businesses, vending machine operators and softdrinks firms to shut off their machines for longer periods this summer to save energy. Mayor Shintaro Ishihara also wants heated toilet seats – very popular in Japan – to be turned off as part of an energy-saving drive in the face of what is predicted to be one of the country’s hottest summers. Also, rather than dress in formal business attire, people will be encouraged to wear more casual clothes, including shorts for men, a report in the Telegraph said. Energy companies and businesses have been looking at saving energy since the devastating tsunami in March that crippled the Fukushima Daiichi nuclear plant and thermal power generating stations in north east Japan. Coca-Cola said earlier this year it will extend its daily shut-down period of its vending machines.


Police drive through savings online Police forces are gearing up to buy goods and services through an online e-procurement process aimed to save £30m over six years. Fleet management is one of the main services to be purchased through the system that will go online starting in the next several weeks, a spokesman for the National Policing Improvement Agency (NPIA) told FM World. Some smaller catering contracts for events are likely to be purchased as well, he said. By June next year all forces in England and Wales will have the service that allows access to 500 supplier catalogues. The National Police Procurement Hub is an electronic marketplace that allows police to make purchases www.fm-world.co.uk

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DAVID ARMINAS newsdesk@fm-world.co.uk

Way forward: Online procurement

from approved contracts. It streamlines the buying process, from making an order to paying for the goods and services. “Although some forces use an electronic process for part of the procurement process, there is no other system that allows forces to do the whole process of ordering,

buying, invoicing and paying online,” said a statement from the NPIA. “The police service is committed to delivering significant savings from better procurement,” said Sue Moffatt, head of commercial and procurement at the NPIA. “It is absolutely vital that those charged with buying goods and services have access to the tools that make them available quickly and directly to their desktop.” The initial set up of the hub is being funded by the NPIA. Forces will start paying a subscription to use the hub at the start of the financial year 2012/2013. The NPIA will work with forces across England and Wales to negotiate and agree implementation dates. The e-procurement process has been developed with ProcServe,

BBC slammed over hire The BBC left itself open to “predictable ridicule” by hiring a so-called migration manager who commuted from his US home to the UK, a select committee said. Guy Bradshaw was hired to oversee the BBC’s move to its new studios in Salford Quays, Manchester. But he commuted from his home in Kentucky “at considerable expense to the BBC”, the committee said in its report on the BBC licence fee settlement.

London midtown rent rise Rent increases in London’s ‘midtown’ area office market rose more than in the City and West end during 2010, according to the Farebrother IPD Midtown Investment Report. Midtown rents increased 7.1 per cent through 2010 to date. In the same period, rent increases in the City were 6.6 per cent and 5.2 per cent in the West End. Midtown runs from Farringdon to King’s Cross, along Euston Road and down to Trafalgar Square to the Thames River.

Rent: Third of office costs Rent accounts for just over a third of total office costs in new buildings, according to the latest Total Office Cost Survey 2011. The highest annual cost for a workstation in the UK is £14,500 in a new office building in the core of London’s West End. The lowest annual cost for a workstation in the survey is £4,200 in a 20-year old office building in Norwich, noted the survey, from Actium Consulting. Total office costs for a new building on average breaks down into rent at 35 per cent, rates 15 per cent, annualised costs 13 per cent, hard FM 23 per cent, soft FM 11 per cent and office management 3 per cent.

ISS introduces ID scanning ISS Facility Services has introduced document scanners that can verify whether a foreign person’s right-towork papers are genuine or counterfeit. The scanners, similar to ones used by the UK Border Agency, read biometric chips and use visual, ultraviolet and infra-red scans to validate passports, ID cards and visas. “The scanning software also has the ability to capture photographs of employees, which together with the chip information and various scans, are then stored in ISS’s central employee database.”

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Survey reveals energy anxiety among FMs More than a third of facilities managers expect their energy prices to rise this year, according to the latest ‘Facilities Snapshot’ poll from the International Facility Management Association. The poll, for the last quarter 2010, shows an 11 per cent increase on the previous quarter in the number of FMs believing that their energy costs will go up. Around 40 per cent of FMs expect to spend more on building systems equipment, and 33 per cent predicted increased spending on furniture. Respondents said they are devoting more time and resources than in the past year to sustainable initiatives, office moves and additions, retrofits and renovations, safety and security products, capital asset replacement and amenity provision. Half of respondents reported that their organisations allow remote work and that it has enhanced employee productivity. But “social media use and texting, though not without their benefits, were more frequently cited as drains on productivity, with several respondents singling out Facebook in particular as a distraction”, the report noted. Although the survey indicated positive growth in staffing and portfolio size, the majority of respondents said they still have limited resources. The survey was conducted in February by e-mail to 2,700 members and based on 370 responses.

Midlands local authorities shape framework deal


University of Liverpool invests in estate The University of Liverpool is investing £600m in its estate, including a £250m redevelopment of student accommodation. Part of this investment, a £44m project to construct high-quality accommodation at its city-centre campus, is underway and set to open in 2012. The 710-bedroom development will feature shops and a 250seat restaurant. A further £350m is earmarked for investment in the academic estate at its city-centre campus and at its Leahurst campus on the Wirral, according to a statement. The university has declared its intention to charge tuition fees of £9,000 a year from 2012-13. “Applications for our accommodation have doubled this year and it’s important that we make this significant investment in order to meet student demand in the future,” said Steve Dickson, director of facilities management at the university. Among the projects planned is a £9m refurbishment of the Guild of Students building, new science teaching laboratories worth £25m, a £32m investment in teaching facilities in the Faculty of Humanities and £70m for a scientific research facility, which is scheduled for completion later this year. The university’s historic 18th century Greenbank House which was left to the university by the Rathbone family, will benefit from a £5m investment.

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Local authorities in the Midlands have set up a framework agreement for housing repairs and maintenance that they hope will save around £2.5m over four years. The framework was established by Nottingham-based Scape System Build, managing agent for the East Midlands Property Alliance (Empa). Local authorities can approach pre-qualified firms for direct quotes for repairs and maintenance services. There is no need for authorities to run a compliant procurement process. Six contractors have been appointed to the framework following a competitive tender process: Derbyshire County Council’s repairs business, Enterprise Managed Services, Robert Woodhead, Kier Support Services, Oliveti Consortia in Leicester and Willmott Dixon Partnerships. Empa was set up 2008 by local authorities in the East Midlands to improve the delivery of property services. Nearly 40 of the 46 local authorities in the East Midlands are involved in Empa. Scape is a local authority-controlled company whose shareholders are the city councils of Derby, Gateshead and Nottingham and the county councils of Derbyshire, Nottinghamshire and Warwickshire.

EA lauds environmental disclosure but calls for data More companies are making environmental disclosures than in previous years, but more quantitative data is required, according to the Environment Agency’s Environmental Disclosure report for 2009/2010. The agency analysed data from the 458 FTSE All-Share companies listed in May 2010. Data was obtained from the statutory annual reports and accounts for financial years ending May to December 2009, and January to April 2010. The report found that 99 per cent of companies made some reference to an environmental topic in their 2009- 2010 annual reports. “However, many of these references are still at a very basic level.” Two-thirds of companies are reporting quantitatively on their environmental impacts. This is a “marked increase on the 42 per cent that did this in 2006”. The biggest percentage increase in environmental topics discussed between 2006 and 2009-2010 was for environmental management systems (EMS), up from 33 per cent to 61 per cent.


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Some influence 13%


Important 27%

WE ASKED 100 FMS… How important is the role of FM in determining and maintaining the ‘business culture’ of your organisation? More than a quarter of facilities managers believe an FM is “very important” when it comes to determining and maintaining their organisation’s business culture, according to the latest FM 100 Poll. One respondent, a consultant working in-house, said he was sent on customer care courses, not to improve his own skills but to be an example to the client’s own employees. Another respondent noted that FM’s role in creating their organisation’s culture starts “during induction to the site, including

the building’s facilities, health and safety attitudes and other workplace behaviour”. FMs are “extremely important in setting and maintaining the etiquette for a workplace”, a respondent said. “We tackle the occasional irresponsible and less harmonious behaviour which is upsetting the other employees’ shared attitudes and values. We influence and communicate the appropriate standards to make the culture work.” Unfortunately, FM’s can sometimes be seen as the

If only it was 60%

“workplace police” because of their role in maintaining a building’s condition and people’s behaviour towards it. “To avoid this, I run a ‘housekeeping group’ of various staff around the organisation and as a group we agree standards for behaviour and asset management.” In the end, a building’s condition speaks volumes about an organisation’s culture, said a respondent. “A smart, clean

Jordanian review opens door to UK


DAVID ARMINAS newsdesk@fm-world.co.uk

The Jordanian government’s asset management review will provide good opportunities for UK facilities management firms willing to invest in the country, built environment consultancy EC Harris has said. EC Harris was appointed in January along with London-based property and construction business McBains Cooper to review the central government’s facilities management processes and property rationalisation programme. The project includes advice on the creation and implementation of a comprehensive property database and property maintenance strategy, as well as identification of the best procurement route for services. “There is a real opportunity for UK FM firms to bring best practices to Jordan, but the country is only starting out on its FM journey,” said Bernie Devine, the Middle East region head of asset management services at EC Harris. www.fm-world.co.uk

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“Now is the time for British companies to get into the market,” Devine told FM World. “But anyone who thinks they can get a return on their investment in a couple years will be disappointed. “It will mean a lot of money invested and a lot of hard work. But the returns will definitely be there,” said Devine, an Australian who has been in the region for five years and with EC Harris for the past 18 months. Prior to joining EC Harris, Devine set up the asset management processes at Dubai-based developer Nakheel. McBains Cooper is working specifically on public-private partnership projects as a model for constructing and running

government buildings. A major problem is that over the years many government departments have merged, been created and been consolidated. Exactly who owns what among the 10,000 buildings is being sorted out as part of the work.

“There is a real opportunity for UK facilities management firms to bring best practice to Jordan, but the country is only starting out on its FM journey”

reception makes you feel that the organisation cares about their image,” he said. “Unfortunately, I don’t think that all senior managers recognise this and assume that our role is about fixing things and keeping a building clean. But a good FM will communicate with everyone at all levels, exerting a huge influence; their perception of the business culture may be the one that sticks.”

Fraud widespread, finds survey A European fraud survey has shown that more than a third of employees polled at large companies are prepared to offer cash, gifts or entertainment to win business. The 2010 European Fraud survey, from Ernst & Young, noted that nearly half employees surveyed are not aware of an antibribery policy at their company. Employees in Greece, 44 per cent, and in Russia, 39 per cent, are most likely to pay cash bribes. Employees in Norway, 6 per cent, are among the least likely. Two-thirds agree that bribery and corruption are widespread in their country and 40 per cent said the problem has worsened during the economic downturn. The survey of 2,300 employees of all levels in 25 countries found that employees believe that management is failing to provide effective leadership on compliance. FM WORLD |2 JUNE 2011 |09

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UK FM sector looks overseas for opportunity GRAEME DAVIES newsdesk@fm-world.co.uk

Economies of the developed world may have clawed themselves out of recession but challenges remain for most. Monster budget deficits hang over the UK and the US and although our northern European counterparts may be exhibiting stronger growth at the moment, they face their own challenges in the form of the drag that struggling eurozone periphery countries such as Greece and Portugal are exerting on the economic bloc. So, even though the trend towards outsourcing of facilities management services continues to grow in the developed economies, opportunities for significant growth and new business are likely to be held back in the coming years. This is why an increasing number of FM operators are looking further afield to the booming emerging markets for opportunities. And who can blame them? Economic growth rates in countries such as China and India are running at levels the developed world could only dream of. China’s last quarter saw double digit economic growth despite the fact the government is trying to gently apply the brakes to its economy. India’s economy grew at 7 per cent in the last quarter too. Such emerging markets are becoming increasingly sophisticated too, with concepts such as outsourcing becoming 10| 2 JUNE 2011| FM WORLD

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increasingly prevalent. Indeed, as reported in this issue of FM World in these pages, environment consultancy EC Harris reported on the potential for UK FM companies to pick up work in Jordan, whose government is undergoing a review of its facilities management process and property estates – and Jordan is well down the list when it comes to prominent emerging markets.

No easy task But accessing emerging markets growth opportunities is not easy. In the vast majority of cases cultural challenges and inward investment rules mean overseas companies have to acquire domestic businesses to gain an

initial foothold in a country, and this is fraught with risk. Such investments often also require a certain amount of patience too as significant returns can take some years to come through. Emerging markets investing is also fraught with higher political risk in some cases – witness the upheaval across the Middle East and north Africa in recent months which has hampered economic development in several countries, indeed Rentokil Initial was affected when it had to close down operations in Libya.

G4S steams ahead These risks are not putting off some companies though. Global security services business G4S is a prime example – at the time of its last results it pledged to spend £200m on acquisitions this year in a bid to boost its growth profile. Its chief executive Nick Buckles hinted at a focus on Latin America and the company has already snapped up Detcon, an Argentine fire detection, CCTV, building management and access control

systems business to complement its existing Argentine business. The motivation for a company such as G4S, which is faced with mature markets in Europe, is clear. In its last results organic growth, stripping out acquisitions, slowed from 3.7 per cent to 2.1 per cent and management has pledged to return the company to prerecession levels of growth by next year meaning acquisitions in more dynamic economies are likely to remain on the agenda. UK investors have limited options when it comes to direct access to pure emerging markets. But London’s Alternative Investment Market is home to companies such as Indian business process outsourcer iEnergizer and security and FM business Mortice, both of whom have raised money in London to further develop their domestic businesses. Time will tell if their trail blazing leads to further emerging markets operators coming to London. Graeme Davies writes for Investors Chronicle

Contract wins

NEW BUSINESS Brighton & Hove City Council has appointed Eden Foodservice to provide catering at 62 primary and special schools starting in August. The contract is for four years with an option to extend for up to two years, said a statement from Eden, the school meals division of Initial Facilities. Carlsberg UK has selected ISS as its integrated facilities services partner for all of its operations. Services include facilities management, catering, security, M&E and fabric maintenance, landscaping, reception, and helpdesk.

private finance initiative project is in two parts. Kudos has secured a two-year contract with Derby City Council to provide banqueting and retail services at two of its live music and entertainment venues.

Emcor Group has been awarded a two-year £12m extension to its facilities management contract with Tube Lines, part of Transport for London.

Shepherd FM has extended its planned preventative maintenance contract with law firm Wragge & Co. The contract covers Wragge’s London and Birmingham offices.

Principle Cleaning Services has won a three-year contract for daily office cleaning at IPC Media’s Blue Fin Building in London.

Healthcare waste management company GW Butler has won a three-year contract with Surrey and Sussex Healthcare NHS Trust.

Oldham Council and Rochdale Borough Council have signed a contract with Community Lighting Partnership for a £222m street lighting project. Delivery of the Joint Street Lighting

Leicester City Council has appointed Octavian Security as the provider of security and customer care services at its park-and-ride sites across the city. www.fm-world.co.uk

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Compass half-year revenue up 10 per cent Compass Group revenue growth in the first half year is up by almost 10 per cent, according to an interim results statement. For the six months ended 31 March, pre-tax profit increased 15 per cent to £528m, up from £459m last year. Underlying pre-tax profit rose 14.9 per cent to £531m, up from last year’s £462m. Operating margin was 7.2 per cent, up from 7 per cent for the same period last year. Revenue in the first half increased 9.9 per cent to nearly £7.9bn, up from £7.1bn in the first half last year. By region, revenue from North

Firm order book for Kier

Richard Cousins, chief executive of Compass

America rose 12.8 per cent from last year but only 1.6 per cent in continental Europe. In UK and Ireland, revenue was 8.9 per cent higher, including the impact of the acquisition of the VSG Group. Growth was 20.6 per cent in rest of the world, with strong results in India and Australia. But the earthquake and tsunami in Japan caused disruption to parts of the country’s manufacturing base. This has impacted Compass revenues by between 10 and 15 per cent,

according to the statement. Chief executive Richard Cousins said Compass has committed £300m for M&A activity so far this year. “This includes a significant investment in expanding our business in emerging markets,” he said. Expectations for the full year remain unchanged even taking into account the effect of the Japanese market which could reduce profit in the second half by up to £20m.

Mitie sees revenue and profit boost Mitie Group has reported revenue growth of 10 per cent and a profit rise of nearly 9 per cent for the year ended 31 March 2011. Revenue was £1.89bn, up from £1.72bn to 31 March 2010. Operating profit before tax was £86.8m, a rise from £79.7m in the previous year. The operating profit margin before other items improved to 5.7 per cent, rising from 5.4 per cent. Mitie’s order book increased slightly from £6.4bn to £6.8bn. Key contracts last year included a pan-European total facilities and energy management deal with Rolls Royce, a similar contract with Vodafone for its UK and Irish property portfolio and www.fm-world.co.uk

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a contract with the Home Office at Campsfield House Immigration Removal Centre for custody, detention, facilities and energy management. “We have secured some significant work in the private sector where we have excellent relationships with our clients and are differentiated by our energy services capabilities and use of technology,” said Ruby McGregor-Smith, chief executive of Mitie group.

Energy services generated 34 per cent of revenue, an increasingly important aspect of Mitie’s contracts, McGregor-Smith told FM World. “All our clients are looking at cost savings and in particular energy costs which are rising significantly. In terms of an integrated FM offering, it is something that we include.” Mitie has no immediate plan to move into separate energy consultancy outside its integrated FM contract work, she said.

Facilities Management division - year ended 31 March 2011 Revenue (£m) Operating profit (£m) (before other items) Operating profit margin (%) Source: Mitie

2011 882.2 56.2

2010 824.6 50.5

Change % 7.0 11.3




Kier Group has sold its 50 per cent interests in two private finance initiative schools projects to HICL Infrastructure and Kajima Partnerships, a joint venture between HICL and global engineering firm Kajima. The deal, worth £9.2m, is in line with Kier’s policy of “selectively realising the value of the equity in its PFI portfolio”, Kier said in a statement.

Sodexo buys Zehnacker Sodexo Ireland has bought Zehnacker Ireland, a provider FM for hospitals, nursing homes and other healthcare organisations. The company employs 25 people and will be renamed Sodexo Zehnacker Healthcare. No changes to staff numbers or the management team are expected.

Agents4fm buy-out deal Global property and construction consultancy Rider Levett Bucknall has taken a minority stake in Agents4FM International.

Solid trading for Mears Social housing and maintenance business Mears is delivering “solid trading across all divisions in line with management expectations”, according to a trading update. Mears’ order book stands at £2.7bn with secured revenues of more than 93 per cent of the £620m forecast for the current year.

Interserve strong wins Interserve is trading in line with expectations on the back of contract wins totaling £400m, an interim management statement said. The company has “excellent revenue visibility” of around £1.8bn for 2011 and £1bn for 2012. FM WORLD |2 JUNE 2011 |11

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David Walker is facilities project manager at Northumbrian Water


away in Greece provides a A holiday week of rest and retreat. But it’s back to the FM grindstone and tackling the age old problem of space requirements and waiting for the go ahead on submitted tenders I am now back from my week’s break in Crete where the intention was to relax in the sun and come back refreshed and recharged. However best laid plans were turned upside down – the weather decided not to play ball and we had a week of cloud, rain and generally cold weather. On a facilities note the hotel was in fact top class and the service we received matched that.

We were also upgraded to a suite which came as a nice and pleasant surprise. It proved very handy with the inclement weather as we had a sitting room and somewhere to relax. I returned to work to the age old problem of space requirements and, as I have mentioned many times before in previous columns, it never ceases to amaze me how much churn we go through and

how many times I move staff around. It’s worth refreshing our ideas when it comes to moves, that there is little if any thought at times to the building and its structure and how this affects my ability to space plan. I simply receive a request that a certain number of staff are required in a certain area of the building. It is not always easy to remove a wall or move a doorway, when again little thought is given to the way services are incorporated into a building. This always has an affect on the scope for changes or improvements. I also like to consider any changes in technology which could make things easier, “Can we use voiceover IP?” This would save a

one floor port person, therefore saving on the number of floor boxes required per bank of desks. And finally, of course we need to consider any health and safety implications or changes in legislation which could affect the layout. Things are a wee bit quiet at the minute as I am waiting for procurement to analyse a few tenders which have recently been submitted. Once this is complete, a couple of new projects will then start and this is anticipated to give me a project which will take 36 weeks, so I guess it’s going to be busy in the not-too-distant future. In the meantime I am making use of the time to catch up on all the little jobs I keep deferring and people keep chasing me for. FM

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


Twitter: Titilayo Ajayi 16 May: FM... a fantastic profession with each day characterised with its perculiarity, challenge and fun....all in different brands. I love this profession. 18 May: What am I to do with these vendors? 20 May: I need you Lord more than ever.


BIFM LinkedIn discussion: If an outsourced cleaning 12| 2 JUNE 2011| FM WORLD

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contract comes to an end and after tendering it is offered to another company does TUPE come into effect (especially considering that their services were shocking)? Robert Ratcliffe: Yes I believe it does. Just make sure your performance management tools are well prepared. You’re lucky in one respect you know where they were failing previously, so to introduce

measures to manage the failings out should be easier. Good luck! Juliette Bates: Agree with Robert. The management of the contract can have a massive impact on the effectiveness and attitude of the staff. British Facilities Management Networking Group for FM Is Audio Visual (AV) a line of service to be managed by facilities,


or a technology looked after by IT? Brian McKenna: My experience is that this can sit with either. It depends if the client has on site IT support or not: the latter would enable facilities staff to be trained to set up/ resolve the less technical issues, it sits well with the tasks of organising room bookings. Darren Pitt: Thank you for your comments. We generally see AV

engagement through facilities management with IT becoming involved as and when required. However, we are seeing an increase in AV teams being established, either sitting within facilities or as individual departments. Is this a growing trend?


Twitter: Neil Usher 10 things you can do without at work http://t. co/MVPTe7d www.fm-world.co.uk

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Attitudes toward staff restaurants have changed much in recent years Jon Buckley, head of property, Yell When I took over an FM operation 10 years ago, the kitchen area was larger than the restaurant seating area. I was told on my first day at work that I wasn’t allowed to book a meeting in the restaurant. I replied that as an employee it was actually my restaurant. But we’ve moved on from that and there’s been a huge change in business culture. An FM must ensure he or she gets best value from catering Deborah Rowland, head of FM category, Government Property Unit A procurement department can help. Of course procurement looks at it from a cost perspective. But as purchasers, we can ensure we understand the value of the service we are buying in. In fact, procurement should challenge you to define what is best value catering for the business as a whole. In-house restaurants and coffee shops are fun social areas where people meet face-to-face Mike Coldicott managing director, Tricon Foodservice Consultants Canary Wharf has lots of great eateries. Logic suggests that it may not be sensible to offer staff catering. But if you create the right contractual environment for a caterer, it can be a huge success, like here at Barclays. We’re consistently told that employee restaurants are the social hub of the building. We are all increasingly e-mail focused, resulting in less personal 14| 2 JUNE 2011| FM WORLD

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We’re given expensive real estate with expensive capital equipment. Our job is to get from it the maximum benefit for our clients. We measure this by the frequency of use, what impression it gives visitors, what events we can hold in it and how it supports the client’s brand. But different companies put a slightly different value on different aspects, and that’s why we need this FM World round table, to see what works for clients.

Alastair Storey, chairman, BaxterStorey

The recent FM World roundtable, sponsored by contract catering specialist BaxterStorey, served up a range of issues. Here we highlight the key reflections of each attendee.

FOOD FOR THOUGHT www.fm-world.co.uk

26/5/11 16:23:28

Sponsored by

Good catering consultants trump regular procurement departments Julie Kortens

Most catering consultants understand the value proposition. In my experience, a procurement person procuring catering is cost driven. A procurement specialist monitoring catering performance can be forever trying to drive that cost down further. But once you’ve procured the service, that’s not necessarily what you want to do.

we eat with our eyes. A great facility with vibrant colours and comfortable chairs will show the food in a better light and result in a higher uptake. The environment encourages networking and communication, and recruits will notice a full restaurant. Contractors can work with clients under a single brand-banner

communication. In-house restaurants allow employees to engage face-to-face. Catering increases communications and productivity among employees. Jason Cousins, premises and facilities director, Olswang We find that in-house catering increases employee productivity. Partners are often pressed for time, so they use the restaurant. But even if it’s only for a short while, they continue communicating. It helps that we re-designed our seating so there are more areas where people can sit together in privacy. Once we were accused of having ‘Michelin star dining’, implying it was too good for a work environment. Elaine Burt, head of projects and facilities management, Societe Generale At Societe Generale we’re taking away some business space and creating more, much-needed break-out areas for staff. At one bank I worked in we encouraged people to use the restaurant space for meetings in between breakfast, lunch and evening meal times. This can be added income in slow times for the caterer. In-house catering can save money, long-term www.fm-world.co.uk

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Peter Titus, head of facilities management, Field Fisher Waterhouse A number of our partners used to entertain clients at restaurants. However, as a number of clients can’t spare the time travelling externally, the focus is now on entertaining, in-house. We’re re-modelling some of our meeting rooms so that they can be easily used for fine dining, lunch or evening. Catering can work well as part of a bundled service Wendy Cuthbert, head of CRES UK, Barclays I think catering works best as part of a bundled service, along with room-booking and reception. Visitors get a consistent service level, from arrival in the building, to being shown to the meeting room, to having lunch. As for coffee, people want the familiarity of a brand, so we have Benugo and Starbucks. And it’s convenient because they don’t have to go out. Good catering could be part of a recruitment strategy. Fiona Allen, regional account manager, EMEA The McGraw-Hill companies, UK, CB Richard Ellis Potential recruits take notice of their future working environment. As the saying goes,

Mayur Patel, facilities director, Reynolds Porter Chamberlain It’s important to have a “oneteam” ethos here. Although our caterers are contractors, they operate as part of the wider team providing a seamless service to the firm. Both parties live the brand. This year Mencap is RPC’s annual charity and the café works with us to support them. Fine dining on-site can dramatically cut entertaining costs

Julian Fris, principal consultant, Neller Davies We did some benchmarking for a client who’d just moved into prestigious offices. We found out that it cost them four times as much going out to expensive restaurants instead of dining in. And nowadays, the skills of the in-house catering department can be significantly better than the restaurants. Big name concessions aren’t always the answer Jason Cousins, premises and facilities director, Olswang Starbucks is actually a subtenant in our reception, so we considered putting a Starbucks in our coffee bar to compete. We did a staff survey and taste testing which resulted in us changing our coffee. But they were adamant that we shouldn’t do Starbucks. They actually preferred something different.

Conclusion: Alastair Storey I keep coming back to the essential idea of the business that we as caterers are in. We’re maximising the use of the company’s real estate and the investment they’ve made in the facility. Our belief, not shared by everybody, is that if you are going to do that you have to respect the customer’s judgement about quality and price and you must look at your competitor in the high street. You must get a product which is as reasonably close to the quality and price point that is acceptable. For example, why do we do fresh-tray bakes? Because if the customer perceives it as a more enjoyable product, they are more likely to buy it and we’ll sell more. It’s not rocket science.

WATCH videos from the roundtable fm-world.co.uk FM WORLD |2 JUNE 2011 |15

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SMART BUYING This year’s Public Procurement Show will bring together leading industry voices and suppliers, to discuss the key issues facing the sector his year’s Public Procurement Show comes at a time when procurement professionals are under significant pressure to find new ways of managing costs and deliver savings. Decision makers in public sector procurement and facilities management can attend on 14-15 June 2011 for free to hear about innovative new ways


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of making savings. Taking place at ExCeL London, the exhibition will run alongside Smart Healthcare Live and SmartGov Live, which each comprise a full conference programme, keynote debates, best practice seminars and innovative feature areas. Building on last year’s success, The Public Procurement Show will provide facilities managers and procurement professionals with

the latest thinking from influential figures, a chance to meet new and existing suppliers and to hear developments shaping public sector procurement today. As the reality of cost-cutting impacts on public sector organisations at every level, the show will launch with a discussion on what role procurement will play in delivering savings and improvements. Delivered by Martin Chown, director of business services at Buying Solutions, an event supporter of this year’s show, the talk will discuss the need for a complete re-think of how we procure and examine how different approaches can deliver huge results for the public sector. This year, we will also be introducing best practice theatres and creating a dynamic and

collaborative forum for hot topics in the sector to be explored. As an expert in achieving efficient, economic and effective procurement of FM services, John Bowen, chair of the BIFM Procurement Special Interest Group, will present a case study on how to obtain the best value in the procurement of FM services in a professional and compliant manner. High-level strategic keynote debates will also run across all three shows on both days. Leading thinkers from across the sector including Allison OgdenNewton, chief executive of Social Enterprise London, Lord Geoffrey Filkin, chair and founder of 2020 Public Services Trust, Chris Chant, interim executive director for digital at the Cabinet Office and Dominic Campbell from FutureGov


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“HIGH-LEVEL STRATEGIC KEYNOTE DEBATES WILL ALSO RUN ACROSS ALL THREE SHOWS ON BOTH DAYS” will discuss rethinking public services, how to get bigger savings, better value and outcomes through procurement, and how information technology is changing the UK. In addition to the Procurement Talks and Best Practice Seminars, we will also be introducing two exciting new feature areas.


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Procurement Skills workshops will provide you and your colleagues with a free training resource; sessions include risk profiling, sustainable procurement, cost reduction techniques, collaboration and managing contractual disputes. Procurement Law Seminars will allow you to gain a greater

understanding of how procurement law will shape the future of public sector procurement. Sessions will cover dealing with suppliers in insolvency, strategies for renegotiating contracts and how to make tenders challenge proof. Attendees will also meet the UK’s leading providers to the

public sector. Exhibitors will be showcasing hundreds of products and services from office supplies to ICT, furniture to floor coverings and travel agencies to legal services. Exhibitors include Achilles, Amaryllis, Mitie, Kyocera Mita, PayPoint, Royal Mail and Buying Solutions. By bringing leading public sector influencers, thinkers and suppliers together under one roof, The Public Procurement Show will allow facilities professionals and procurement specialists to gain a greater understanding on what the future holds for public sector procurement. FM For more information and to register for free, visit www. publicprocurementshow.com Also follow us on twitter at http:// twitter.com/Guardianprocure

FM WORLD |5 MAY 2011 |23

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ONE STEP AHEAD With a global property portfolio, Royal Bank of Scotland has walked a long road towards intelligent working and is now leaner and more competitive, finds Cathy Hayward



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arlier this month the chief executive of Royal Bank of Scotland told a CBI Scotland lunch that the bank is on track to become “a flagship for Scotland once again”. Stephen Hester said the bank’s results showed that past mistakes were being fixed and the company was moving forward, becoming a more efficient business. Part of that journey back to full strength can be attributed, in part, to the path RBS took towards intelligent working, long before the phrase ‘financial crisis’ became ingrained in the nation’s consciousness. RBS’s evolution started before the words agile or flexible working were bandied around in common parlance in property and facilities management circles. The project started, in October 2005, as a kernel of an idea that the bank could use its space better and get more out of its portfolio. With 5,200 properties and 38m sq ft in 53 countries, supporting 142,000 staff, the task was gargantuan. Tim Yendell, the head of the bank’s intelligent working programme (RBS’s name for agile working), joined the business in October 2005 to launch Wave One of the programme – assessing the opportunities by conducting a high-level feasibility study of what could be achieved. RBS had embarked on a programme to both upgrade and rationalise its property portfolio to provide more efficient, sustainable and effective workplaces for several thousand of its staff in London and Edinburgh. To make it work, the intelligent working team had to get the space and technology solutions aligned to support mobility, and secure the support of some very senior and sceptical leaders for the switch to intelligent working. With some high-level calculations and initial conclusions in hand, the team began to develop a vision to bring space, technology and people together;

the aim was to optimise space, create flexibility and choice, delivering benefits to people, the business and the environment. The next step was to find pilot groups to trial IT, telephony and space solutions, and also the change process needed to engage staff to secure a change in behaviour. The first pilot – of 130 people in the finance and risk department in Edinburgh – took place in 2006. A second pilot was developed in autumn 2006 involving 80 people. Andrew Mawson, managing director of Advanced Workplace Associates, whose company partnered Yendell and his team through the project, says the pilots were helpful in drawing out arguments and understanding people’s reactions and problems. This prepared the team for the major deployments to come. The challenge for the team at that time was that the technology wasn’t yet developed to completely support this new way of working. Key to the success of agile working is the ability to pick calls up wherever you sit, and access your files and software. Yendell used BT Smart Number as there was no other option to support roaming telephony at the time. “The lack of technology made deployment much more difficult – especially as it made some people sceptical about how things were going to work – but things became easier as new technology came online.” Today, staff can logon to their system from any RBS office, or from home or via mobile broadband, and IP telephony is widespread. This year will see the deployment of the virtual desktop to 55,000 people. Following pilots, the team engaged with leaders of the divisions which would occupy the large refurbished buildings in East London and Edinburgh. They painstakingly explained the concepts using presentation and video materials and persuaded them to allow their people to undertake in-depth www.fm-world.co.uk

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research into the current workplace provision for their divisions. This was achieved by observing and understanding how people operated, their vision of how they worked and what infrastructure they used; their thoughts about their current workplace and how it supported their work activities; as well as understanding how the workplace was actually being used and what technology was supporting it. Workplace utilisation surveys were undertaken every day, five times a day for two weeks, and the information was fed into a database. The results were typical of many similar organisations: 55-65 per cent utilisation. This became the “empirical backbone” of the project, says Yendell. “Sharing space, not having ownership of a particular space, is a very different way of working and you need a solid base of research to prove the case both to the leadership teams and to staff.” Building on the pilot work, Yendell and his small team set about developing solutions and processes for intelligent working which included sharing ratios, support settings, arrangement plans together with cost impact analysis and how the changes would be communicated, and the support required from the leadership team. Having the time to develop and tweak all these processes before the first large-scale implementations was essential, says Yendell. An important tool for the team was a behavioural change process which relied on the recruitment of ’change agents’ from within the business units, who were able to influence arrangements for their teams during a series of workshops. Several key principles of intelligent working were created which would inform the rest of the programme: ● People would have a team zone within a building where they come to work with other members of their team when they need to ● People would have access to a variety of shared spaces located close to their team zone that are equipped and maintained to enable people to be as effective as they can possibly be. People use these spaces as they need them and release them for the use of others when they are not using them ● People would be able to access their applications, data and files in their zone and be able to receive and make telephone calls from the locations in which they work. The first large-scale deployments started in 2007 with two London sites moving to the new Aldgate Union campus, and two buildings in Edinburgh housing 1,950 people – Dundas and Fettes Row. A network of intelligent working champions was created throughout the business. After the process was explained to them, they were able to define arrangements for their own teams and 20| 2 JUNE 2011| FM WORLD

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helped to understand how they could help people come to terms with the change. “What is a simple physical, change is a very difficult mental change for some people,” says Karen Plum, AWA’s director of consulting who worked on the project. On the Aldgate Union campus 3,400 residents shared 2,800 desks (a 1:1.2 ratio which was increased to 1:1.5 in 2010) with a variety of collaborative spaces and flexi-rooms. The first deployment was also accompanied by what Yendell describes as “the first inklings of new technology”. IP telephony and roaming telephony were used in London, but the desktop was not yet as developed to enable the mobility needed, so workarounds were found. People were grouped in teams and all applications that they needed were loaded onto machines in that area. Once the Edinburgh and Aldgate programmes were introduced, feedback was gathered and used in the next site, Bankside (which was to be home of the investment banking side of the business). The bank used the advocates in Aldgate Union to promote the concept to Bankside staff. At Bankside, some interesting utilisation lessons were learned. When the utilisation surveys for the investment banking arm had been done, different teams were based in different offices across the City and therefore spent some of the day travelling between sites, a fact that affected the utilisation data. Once they were all together in one building this travelling (and time away from desks) didn’t happen, which gave a different twist to the real utilisation figures. Just as with the research at the start of the project, post-occupancy evaluation was a major part of the bedding down phase of the process. For both Aldgate Union and Bankside, three months after move-in, more than 80 per cent of people believed intelligent working had a positive or neutral effect on their work performance; while 75 per cent felt that the new environment and facilities were the same or better in supporting work activities than before. Financially too, the changes have measured up. In Aldgate Union, for example, the introduction of intelligent working has resulted in a 23 per cent reduction in operational cost compared to the traditional ways of working and there has been a 22 per cent cost avoidance in capital investment. Communication was an essential component of the project with employees and management alike. “It takes a lot of courage and self-confidence to even gain access to leaders at the level of seniority you need to get their commitment to leading a change in behaviour. There are some pretty bright leaders who have some pretty tough questions. You have to be able to give solid answers to gain their agreement and trust,” says Mawson. The team managed to gain access to some of the



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most senior leaders in the company in order to explain what the programme was all about. They managed to convince both the leaders and their teams that the new regimes would work and that there was minimal risk to business performance. “Pristine analysis is great but it needs to be well presented to the right people by a persuader,” says Mawson. Video was used during the pilots and deployment stage which provided a virtual walk-through of the new space and demonstrated to people how they would work in the new building. There was a demo area in the old London building where the champions’ workshops were held. This space included examples of the new lockers, some of the new desking and hub areas – all designed to familiarise people with the new layouts and furniture before the move. And it paid off – 78 per cent of respondents involved in the Bankside move felt the level of communication before and during the move was just right. Strong change management was also a requirement. “You’re chipping away at what gives people security,” explains Plum. The success or otherwise of a change management programme is not indicated by post-occupancy evaluation statistics alone, but also in the fact that sharing ratios have gradually increased since the start of the programme. “Once you’ve introduced any kind of sharing, moving to a greater level of sharing is much easier,” says Mawson. Yendell agrees. “Once you’ve broken the mould, it’s easier. You need to be able to communicate with people at a granular level and show that you understand all their needs: where the vending machines are, how the photocopier works, where’s my storage and files? They might get the big picture, but they still ask ‘how will it affect me’. The key is in making a conscious effort to keep maintaining the change in behaviour, says Mawson. “You need to keep the triggers in place until it is ingrained in the culture of the workplace,” which he estimates takes around three years. “Otherwise the behaviour slips back and people start sitting at the same desk again and all that good work, and energy and investment at the start is wasted.” From a facilities management perspective, the introduction of intelligent working has meant a much more hands-on, pro-active approach, says Paul Washington, the firm’s property manager. Whereas teams previously stocked up their own stationery cupboards and put paper in the printers, this is now done centrally. “When people are working flexibly you need to take the hassle out of working,” he says. Customer liaison people on all floors walk the floors and make sure everything is clean, tidy and available for use. “If a touchdown desk is dirty or has rubbish on it, people won’t report it, they just move to the next one, so you have to be more pro-active than you www.fm-world.co.uk

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would be in a more traditional office.” The introduction of intelligent working has also boosted the bank’s sustainability credentials. The total amount of energy used in RBS buildings (mainly from electricity and gas) fell by six per cent in 2010 compared to 2009. And CO2 emissions, which predominantly came from energy use, also dropped by six per cent – part of which can be attributed to the intelligent working programme. Having introduced the concept to 12,900 staff in the UK (nearly 20 per cent of its UK workforce and nine per cent of RBS’s global staff), global deployment of intelligent working was started in 2009 with projects in Asia and the US, followed by India and EMEA in 2010 and 2011. But there have been local variations. In the US, for example, the move has been from cubicle to open plan offices with the introduction of collaborative settings. In Boston, 20 per cent of the floor area is made up of collaborative space with a 30 per cent reduction in the overall space footprint and further expansion future proofed. In Singapore, it’s about having less offices and more collaborative space then moving on to sharing. There has been a 350 per cent increase in meeting room/ break out capacity combined with a 25 per cent increase in overall desk capacity. It’s important to tune your approach to the culture of the individual businesses and cultures you are working with, says Yendell. More recently RBS has restructured the way it charges its businesses for space, passing the onus to the business units to make better use of the assets. This has brought a change in emphasis with business units now seeking intelligent working as a means of improving efficiency. Intelligent working allows for greater staff mobility and the ability to accommodate rapid headcount change. The recent introduction of cost allocation meant that the different parts of the business have started to focus on the effectiveness of space they use, and what they really needed. It encouraged them to look at reducing space by working differently. Flexible working patterns, improved mobility and enhanced environments give staff more control over their work style and lifestyle and improved staff attraction and retention, a key business imperative. Linking any workplace change programme to key business drivers is essential to its success, adds Yendell. By continually building on these achievements, and with changes to the leadership of the division, the programme has flourished. It now has a much higher profile and status, says Yendell. “It’s widely recognised as a key business tool to allow us to keep on being efficient but also still giving our people more variety and choice in work and lifestyle so that it just becomes the way we do business at RBS.” FM


12,900 5,200 38m 142,000

colleagues now operating and sharing 9,800 desks in the UK

properties in over 53 countries

square feet

staff globally

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In the fourth of a series of interviews with industry figureheads, Cathy Hayward, founding editor of FM World, talks to Jane Bell, whose career spans more than 25 years hen Jane Bell started work at business consultancy DEGW, she found herself part of a team on the first trade title for a sector yet to formally commit to the term ‘facilities management’. Today, she’s a leading training consultant with a roster comprising universities and big name clients.

W Photography: Akin Falope

Cathy Hayward: When did you first hear the term ‘facilities management’? Jane Bell: It was when I joined DEGW in 1983. I’d been working for International Market Research, and when I made the move into publishing I found that market research was good preparation for working on Facilities Journal, which had just been launched at DEGW by Frank Duffy. I worked with Frank, Les Hutton and Joanna Eley and we developed a really fantastic network of contributors. C: How frequently was Facilities Journal published? J: It was monthly. In those days it was published by the Architectural Press, which felt that FM was an offshoot of the architectural profession. Looking back through those old editorials there are lots of comments about the identity of facilities managers, echoing discussions that people would recognise today. A lot of the focus was on whether designers and architects would make good FMs – something that dates the publication a little bit now. C: Why was Facilities Journal 22| 2 JUNE 2011| FM WORLD

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FROM THE WORD GO founded back then? J: The partners at DEGW had great foresight. From their work in the USA they were aware of a move to develop better mechanisms for briefing on projects, for commissioning, and for creating feedback loops between designers, professional teams and end user clients. There was also recognition that there was a community of people in the UK getting involved in this field largely by accident. Looking through the old editions of Facilities Journal, you see that the by-line is ‘For the Building Administration Manager’. We weren’t courageous enough to call people facilities managers in those days. There were a lot of lonely people out there in the 1980s; we used to get calls from anxious readers asking if there was there anyone else facing the same problems they had. Of course, with

the introduction of the BIFM and other professional networks it’s become much easier to make those connections. C: So back then, where did you go if you were an FM? J: There was no association, nothing. It was a question of whether you had any mates down the road – like-minded individuals that you could go down the pub with and share your ideas. There was a cluster of people at large commercial banks such as Chase Manhattan where Roger Varnells was instrumental, along with colleagues like Roy Gillingham in setting up the initial Association of Facilities Management (AFM), one of the two organisations that fed in to the BIFM in 1993. C: How do you think the www.fm-world.co.uk

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CONTENTS o this is where it begins to really hurt. Expectations are that energy bills will rise by anything up to 20 per cent over the next year, and that’s on top of what we’ve already seen since the turn of the decade. To be fair, it’s not like we weren’t warned. Nevertheless, a sharp upswing in energy costs can only lead to an even keener focus on managing energy consumption. All of which means it’s a good time for FM World to produce this energy supplement. Mike Petitdemange explains how Dorset’s schools have risen to the top of an energy efficiency league table (page 6), while the Environment Agency’s Richard Jones looks at the reporting that organisations need to undertake – by the end of July – if they’re to comply with the requirements of the Carbon Reduction Commitment scheme (page 4). Harry Morrison explains how Thames Water has been accredited to the Carbon Trust Standard (page 10) and Martin Ferguson looks at advances in uninterruptible power supply technology.


4 6 8 10

Carbon Reduction Commitment Submitting your Footprint Report Sustainable schools How Dorset schools keep it green

martin.read@fm-world.co.uk UPS protection Non-stop power supply Thames Water Carbon reduction at Thames Water

This supplement was published by redactive publishing ltd 17 Britton Street, London EC1M 5TP Tel: 020 7880 6200 Website: www.redactive.co.uk



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Forward footprints Carbon Reduction Commitment participants have already registered for 2010. To meet compliance, participants must submit a Footprint Report and Annual Report by 29 July 2011

ach participant will need to decide who will be responsible for the data collection required for CRC reporting. In most organisations the daily management of the CRC is done by an energy or facilities manager.


Overview of CRC reporting

● The

EU Emissions Trading System (EU ETS) ● A Climate Change Agreement (CCA) ● The CRC Energy Efficiency Scheme Summary checklist: Footprint Report ● Report on all supplies (excluding domestic and transport) ● Estimates can be used for supplies (but not 10 per cent uplift) ● Report on regulated emissions less any covered by EU ETS or CCA ● Regulated emissions must be at least 90 per cent of total footprint emissions (see diagram) ● Do not remove core or residual supplies from CRC emissions during a phase unless there is a designated change ● CCA exemptions can be claimed if information was not available at registration.

● The Footprint Report covers all

90% Rule in CRC 100% RESIDUAL SUPPLY 3 90%



50% 40% 30%

emissions (‘total footprint’) and is used as a baseline for subsequent Annual Reports ● The Annual Report relates specifically to CRC emissions for that year ● The Footprint Report is submitted once in every phase and the Annual Report is submitted every year by the last working day in July ● Both reports are submitted online using the CRC registry ● The CRC registry will convert the supply data into CO2 emissions ● For CRC reporting, the supply data is to be reported in kWh.


20% 10%



The aim of the Footprint Report is to demonstrate that at least 90 per cent of an organisation’s regulated energy supply is covered by the following three measures to mitigate the effects of climate change:

Annual Report Participants calculate the scope of their whole emissions as part of their Footprint Report. They then report on the actual CRC emissions in the Annual Report. All participants have to submit an Annual Report except those with a general or a group CCA exemption for the duration of the period for which they are claimed. If participants have claimed one of these exemptions, they need to reassess their CCA status for each annual compliance year and before the start of each new phase of CRC. Summary checklist: Annual Report ● Report on CRC emissions for the previous year ● Add any additional core supplies since the Footprint Report (eg new sites) ● Report on core and residual energy ● Include changes in CCAs

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Table 1: CRC Performance League Table Overall ranking

Organisation name

Trading name

Total weighted score

CRC Emissions t/ Co2

Early action metric combined EAM score %

Absolute metric absolute change %

Growth metric relative change%

Tick box questions



Brand P







Brand F





















Brand C







P 2

Include ROCs/FITs, EGCs, CTS equivalent, AMR per cent ● Voluntary data from the Early Action Metric and Growth Metric ● Report renewables as kWh generated not as fuels input ● Additional Disclosure of Information is voluntary.


Estimation: the following techniques are to be used: ● Energy bills or pro-rata calculation ● Direct comparison ● Price settlement The Annual Report will form the basis for the purchase and surrender of allowances in the CRC. Further information on allowances will be issued later in 2011.

F 3

Organisation Z


Organisation S


Organisation C

↓ 3499

↓ Organisation

Brand M














M 3500

Organisation G

PLT: each metric is weighted differently in different years: Metric

Year 1

Year 2

Year 3

Future phases

Early Action Metric




Not applicable

Absolute Metric





Growth Metric





Evidence pack Participants must keep data in an Evidence Pack to support their Footprint and Annual Reports, and in readiness for audits. The pack has to contain records on the organisational structure, supply and change/ special events. Examples of records: ● The scope of the CRC organisation, parts of which are responsible for supply and CRC compliance, data handling procedures, management and quality assurance ● Special events/changes – ‘unusual’ events (eg actions taken following a meter failure, a change of energy supplier) or changes to the organisational structure and copies of correspondence with regulators ● Carbon Trust Standard or equivalents, CCA/EUETS (overlaps), ISO 14000/9000, GHG standards, carbon accounting and carbon footprints ● Organisational cross match, records of internal audits, where ‘primary data’ is held, supporting evidence and records provided by suppliers.

Auditing of reporting Participants must conduct regular internal audits that are signed off by a person with management responsibility – such as a senior officer. Internal audits must be made available if requested by the Environment Agency when they begin compliance audits from August 2011 onwards. Compliance audits will range from a simple desktop audit through to a full site visit.

Performance League Table (PLT) The PLT is compiled by data from the Annual Report (see Table 1). The first PLT will be published in Autumn 2011. The PLT will name and rank the performance of all participants against three weighted metrics: absolute metric, early action metric and growth metric. The PLT is to be published annually and the better an organisation performs against the metrics the higher its position will be. The ‘early action metric’ (EAM) is designed to reward

organisations that have taken early initiatives to reduce emissions eg Carbon Trust Standard and installation of automatic meter reading (AMR) meters. The ‘absolute metric’ is the percentage emissions change and it compares current annual emissions to average emissions over the preceding five years. In the first five years of the scheme, current emissions are compared against the average over the years available. The ‘growth metric’ (which is voluntary) gives recognition and context for an organisation undergoing growth or decline that changes the level of emissions. This is the percentage change in emissions per unit turnover (or revenue expenditure in the public sector). It compares current perunit level of emissions relative to the average over the preceding five years. By now, participants should have requested bills from their energy suppliers. In the run up to July 2011, there may be billing

queries that need to be resolved with suppliers. For example, some quarterly bills are issued at the end of May so participants need to ensure they build in time to chase and resolve any issues due to insufficient data. To conclude, participants need to collect a lot of information from a large number of sources. For effective reporting, the sooner they collect data that is accurate and timely the better. Resources: ● Environment Agency website ● Case Study on CRC Reporting 2011: customer solutions in action ● Short film guides on: Annual and Footprint Report, Evidence Pack, Auditing, Performance League Table. ● Full guidance on reporting, evidence packs and source list Richard Jones is technical specialist in the CRC team at the Environment Agency. Watch video advice on CRC and other issues at the Environment Agency’s YouTube channel www.youtube.com/user/ EnvironmentAgencyTV?ob=5

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Energy lessons Dorset schools are the most energy efficient in the UK, according to a recent league table published by LessEn, due to a long-term funding commitment by the local council nergy and the environment are key topics on the educational curriculum for children as young as seven. But the school buildings in which they are learning are typically energy inefficient, according to a league table recently published by LessEn, the free global energy efficiency exchange. The LessEn League Table analysed data provided by 11,993 primary and secondary schools in England and Wales that have been granted a DEC (Display Energy Certificate) rating. It ranks 152 local authorities with more than 10 school buildings per local authority. Of the schools included in the table, only twenty-nine (less than 0.24 per cent) achieved an A rating. In contrast, 1,703 (14 per cent) were given the lowest rating of G. At the top of the LessEn League Table, Dorset County Council was shown to have the most energy efficient schools in the UK. So why did Dorset come top of the table? The council’s sustainable property team believes that longterm funding for energy and carbon reduction is the answer,


along with the employment of dedicated and experienced staff. The development of a broad approach and the establishment of effective relationships with a variety of other groups, including schools, is also key.

Long work programme There has been an energy team at Dorset County Council since the mid 1970s. This has recently become a sustainable property team based in the property management division. Before carbon reduction and climate change were in the headlines, the main focus was on saving money. So, like many others, standard energy conservation measures were undertaken with quick payback in mind. These included insulating lofts and cavities, draught-proofing, removing tungsten lighting and later changing T12 fluorescents for more efficient T8s and T5s. Hot water production was made more efficient and boiler controls were improved.

Trend setting The team eventually settled on the Trend building management

system (BMS) which opened up opportunities to make significant savings, such as identifying that the council should turn off heating systems over weekends and holiday periods; this offered more control across the schools. The installation of the system has enabled FMs to calculate that council buildings consume, on average, eight per cent less energy as a result of managing building energy in more detail.

A broad approach There is a limit, however, to what a small team can achieve with a modest budget. Being in a multi-disciplinary practice allows the development of strong relationships with other groups, such as the maintenance and design teams, which allows the impact to be maximised. This would apply, for example, in

funding the marginal cost of upgrading insulation when a flat roof is being replaced or paying for a Trend controller in a boiler replacement project. Buildings can also be designed that exceed building regulations and are as energy efficient as possible by, among other means, increasing levels of insulation and carrying out comprehensive computer modelling to maximise the use of natural daylight and minimise the use of airconditioning. This ‘hidden sustainability’ is crucial.

Data and analysis The recent Carbon Reduction Commitment (CRC) legislation is now forcing local authorities to focus on reducing carbon emissions but it is still essential to highlight cost savings as well as the environmental benefits.

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A poster showing Year 3 pupils’ work for ‘Switch-Off Fortnight’ at St Mary’s RC First School, Swanage (left); pupils from West Moors Middle School, reading their electricity meter; (below); energy measures at Sixpenny Handley First School (bottom)

Pupils can see the effect of turning lights and IT equipment off, and see that they can make a real difference designed schools will consume large amounts of energy if they are not used properly. Therefore, various methods are employed to raise awareness and change occupant behaviour. Theatre companies regularly tour in secondary and primary schools to raise awareness of energy saving and to encourage emotional involvement of pupils. A light monitors pack – a free self help guide for schools – provides groups of pupils with badges, stickers and log books. These pupils then patrol their schools during break and lunch times, turning off unnecessary lights and recording their efforts. Dorset County Council receives and pays fuel bills centrally on behalf of schools, therefore there is an opportunity to capture data. At first this was carried out using the mainframe, but later investments were made in Team energy accounting software, so that now the system receives electronic billing, which is checked, paid and the data captured for reporting purposes. This data is used regularly to publicise success and justify continued investment. It has been estimated that if Dorset County Council were consuming energy at the same rate as in 1978, £4.3m more would be spent than today and carbon emissions would be double.

Awareness raising The sustainable property team has found, however, that even well-



Schools given a DEC certificate rating in England and Wales

29 1,703

only given the top A rating

were given the lowest G rating

Policies and grants Dorset County Council also has an in-house sustainability team to develop policies and coordinate activity which has proved very successful. This put the authority in a strong position to take part in various initiatives and bid for additional funds including a government stretch target on renewable energy, the achievement of Sustainable Demonstration Scheme status for the QE School in Wimborne and the establishment of a Salix Finance recycling fund.

School’s CRC Since September 2010, the newly established Carbon Reduction Scheme in Dorset has focused on energy saving in 20 pilot schools and has seen the addition of a dedicated schools energy officer to the Sustainable Property Team. Schools have been monitoring

their weekend and day-time consumption and are developing their own approach to managing their consumption, organising events such as ‘switch-off Wednesdays’. Working closely with colleagues in children’s services has ensured the integration of the scheme with the Eco-Schools Awards Programme. There is now a range of resources available to schools to enhance teaching and learning. Along with the installation of Automatic Meter Reading (AMR) some schools have been provided with energy monitoring equipment that displays real-time electricity consumption. By closely monitoring their usage, pupils can see the immediate effect of turning lights and IT equipment off and are encouraged to see that each one of them can make a real difference. The experience of the scheme is already being shared with other Dorset schools and it is hoped that the pilot can be developed into a full programme of work next year. Even in these difficult times, Dorset County Council remains committed to reducing energy consumption and carbon emissions across the estate, and it is always looking for new ways to be even more effective. The LessEn league table, and top ten tips for schools are available on the LessEn website www.less-en.org. Mike Petitdemange is principal engineer on the sustainable property team, property management division, Dorset County Council.

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Power protection An uninterruptible power supply is a vital element of an organisation’s continuity planning, which has become even more important in lieu of increasing power demands oday, office and industrial equipment invariably needs electrical power to operate. However, the consequences of a power failure are increasingly likely to be serious or even catastrophic, depending on the nature of the equipment and its application. Computer systems, for example, typically cannot tolerate a power break of even a few milliseconds without failing. The potential threat of such events to business security and possibly human safety stretches far beyond the immediate risk to the computer hardware. Accordingly, facilities managers must appreciate mains power issues, what power protection is and how to apply it, as organisations become inexorably more dependent on sensitive electronic equipment.



Power problems Although power failure events, or blackouts, are obvious threats to on-site equipment, other conditions can also cause problems. Brownouts occur when the mains supply cannot cope with its overall load and the

voltage levels reduce, in extreme cases, for periods measured in hours. Mains power can also sag, or drop in voltage level for a few cycles, usually after a large load such as air conditioning or rotating machinery is switched on. Conversely, switch-off of such loads can cause voltage surges, where a voltage increase above normal is sustained for more than one cycle. Spikes are short duration rapid voltage transitions superimposed on the mains waveform by external events such as lightning strikes or switching of high electrical currents. Non-linear loads such as computers, photocopiers, laser printers and variable speed drives impose harmonics on the mains supply. These can cause a disproportionate rise in current and temperatures, leading to equipment overheating and component failure. Not all on-site equipment is susceptible to such conditions, but a significant proportion is likely to be. Such equipment is often known as the critical load, partly to reflect its requirement for power that is

free of availability or control problems, and partly because its continuous operation is essential to its organisation’s viability. Critical loads include computer and communications systems, industrial process control and medical equipment, point of sale terminals, and online transaction processing hardware. Within these loads, brownouts or sags can cause equipment malfunction or rebooting where computers believe they are being re-started. Spikes can damage load equipment, while surges can degrade switched-mode power supplies and cause premature equipment failures. Equally serious for an organisation is the potential for data loss and corruption.

Power protection Critical loads, however, can be protected from these power problems, with uninterruptible power supplies (UPSs) offering the most comprehensive protection currently available. UPSs are solid state assemblies that connect to the incoming mains supply, which in turn feed power to the site’s critical load.

UPS systems contain batteries which store electrical energy when the mains supply is available, then feed it to the critical load whenever the mains is compromised. Therefore, a UPS must also have a rectifier, battery charger and an inverter to convert the DC battery power into an AC mains supply level to suit the critical load. All modern UPSs also include a bypass system and a switch allowing direct connection of the critical load to the incoming mains supply when required. These components are typically arranged in dual conversion configuration in which, during normal operation, the incoming mains supply is rectified and used for floatcharging the battery, then inverted back to the critical load AC level.

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During mains failure, the charger shuts down and the battery takes over the mains supply by discharging through the inverter. This topology offers the best possible protection for the critical load for two reasons. Firstly, whenever the mains fails or falls outside acceptable limits, supply transfer to the battery is invisible to the load, which suffers no power interruption or disturbance. Secondly, the inverter and rectifier act as a barrier to mains-borne noise and transient voltage excursions as well as providing a well-regulated

output voltage. The load enjoys protected power at all times, irrespective of whether it is supplied from the mains or the UPS battery.

Which product? When the case for UPS protection becomes clear, suppliers can advise on suitable products matching them to site requirements. However, site managers can start by considering the key factors relating to UPS deployment and maintenance as an efficient and effective power protection facility. These include

The threat to business security and human safety stretches far beyond the risk to computer hardware

taking advantage of the latest technology, maximising UPS availability, choosing suitable battery autonomy, and making adequate provision for repairs and maintenance. Trends in UPS development over recent years have had a significant impact on their size, and consequently on their resilience to failure, availability and maintainability. Originally, UPS designs typically included a transformer to boost the inverter output to a level compatible with the critical load requirement. Since the Nineties however, advances in semiconductor technology have eliminated the output transformer, yielding a significant reduction in UPS size and weight, and improving energy efficiency. This in turn has allowed the more recent concept of modular design, where the smaller, lighter implementation means that a UPS can comprise a number of independent modules in a rack rather than one large standalone installation. These modules can be connected in a parallel redundant configuration to achieve very high resilience to failure. For example, a 120 kVA load could be shared by four 40 kVA modules. This includes redundant capacity, so if one module fails the others can continue to fully support the entire load.

UPS maintenance Repair of a failed module can be achieved simply by a ‘hot-swap’ replacement – an operation that can be completed in about half an hour, compared with the six hours usually needed for in-situ repair of a standalone system. The UPS’s availability, which is a comparison between the equipment’s mean time between

failures (MTBF) and mean time to repair (MTTR) is also significantly improved, with up to 99.9999 per cent being achievable. Battery autonomy refers to the time for which a fully charged UPS battery could support the critical load during a mains failure. It depends on the battery capacity compared with the critical load size. Statistically, 95 per cent of all mains disturbances last for either less than five minutes or for several hours. A battery autonomy time of 10–30 minutes, depending on site requirements, is therefore standard. Some loads must remain online even if a mains failure or problem lasts for several hours – a requirement not realistically supported by battery autonomy times. A typical solution to this is to use a generator, in which case the UPS’s role is to provide sufficient battery autonomy for generator to start-up and supply power. Maintenance of modular systems becomes easier as repairs require less skill as well as less time, and stockholding is simplified. However, a preventive maintenance program is always recommended, especially for batteries which have a finite life span. Regular inspection of batteries and other key components can ensure that problems are resolved before they cause failure. Reputable UPS suppliers can advise on and offer service plans for planned maintenance together with call-out support appropriate to the needs of each specific site load. Martin Ferguson is programme manager at Pedimenta. Ferguson has over 10 years experience in delivering applications and services in the telecommunications, web based services industry and the healthcare sector.

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he Carbon Trust Standard recognises organisations which have achieved a carbon reduction. It certifies that organisations have measured, managed and reduced their carbon emissions, and are committed to reducing them year-on-year. It shows which organisations are helping the UK move towards a low carbon economy. Thames Water supplies water to 8.7m people, and treats 13.8m people’s sewage across London and the Thames Valley each year. Water use and sewage output is heavy, requiring a lot of power to treat and move around, which in turn results in carbon emissions of around 750,000 tonnes a year. The reduction of Thames Water’s carbon emissions has been a huge success story. By changing the way it moves water and waste and increasing energy efficiency, Thames Water became the first UK utility to receive the standard in 2008. Two years on, the company has reduced carbon emissions by a further 4.9 per cent – the equivalent of taking 15,000 cars off the road – and as a result, became the first utility and second company in the UK to be re-certified by the standard. To achieve the Carbon Trust Standard, Thames Water had to first measure its direct carbon footprint (for example, on-site fuel and electricity use), prove it had a good carbon management practice in place and demonstrate genuine reductions in its emissions over a three-year period. In 2010, Thames Water became the first British utility company to be re-certified with the Carbon Trust Standard.



Case study At the end of 2009, Thames Water started a process sub-metering project which aims to measure specific energy consumption of on-site processes. The aim

Working on water Thames Water has achieved the Carbon Trust Standard by implementing a company-wide initiative to reduce carbon emissions of the project was to provide site operators with real-time information of where and when energy was being used and manage process level energy efficiency performance. This project is currently being tested at two of Thames Waters’ water treatment plants, Hampton and Kempton in London, and a sewage treatment plant in Swindon. In the first 12 months of this trial, electricity efficiency savings of 2,329 MWh were achieved, which equates to an average 8 per cent reduction. Energy consumption at these sites is now measured for each process stream and then tracked down to individual power-hungry pieces of equipment. This has allowed management teams to compare energy efficiency across different shift teams, setting performance targets based on best operating practice and external

industry benchmarking. The project has also ignited the interest of plant operatives, with an energy ‘champion’ being identified for each site responsible for identifying and actioning further efficiencies. Energy saved by this approach has led to potential return on investment within 24 months. Having completed the trial Thames Water plans to roll out this programme across their 20 largest sites which account for approximately 50 per cent of overall electricity consumption by 2011/2012.

Results Overall, the changes at the above two sites are estimated to have reduced Thames Water’s carbon emissions by 1,267 tonnes per year and will save approximately £160,000 per year in energy costs. This result helps reinforce and validate the company’s corporate

social responsibility message to employees and customers, which is vital at a time when green issues are high on the agenda. Also, on a business level, there are savings to be made by being diligent in energy use. We are in times of austerity, and savings on this scale are vital to a business looking to improve efficiency and maintain investor value. Achieving the Carbon Trust Standard allows Thames Water to talk with integrity about its ongoing commitment to consistently measure, manage and reduce carbon emissions across their operations. It is also an example to other utility companies which want to reduce their impact on the country’s carbon footprint while cutting business costs. Harry Morrison, general manager, The Carbon Trust Standard Company

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Jane Bell career file NAME: Jane Bell BORN: 1958 in north London LIVES: West Oxfordshire, near Chipping Norton EDUCATION: Somerville College, Oxford QUALIFICATIONS: MA Oxon CAREER: 1989 – 2011: Set up her own consultancy practice, working with clients including Unilever Plc, The Department of Energy, Marks & Spencer Financial Services, Accenture, the Civil Aviation Authority, NTL, Cisco Systems, Centrica, the Legal Services Commission, the Royal Bank of Scotland, the Office of the Local Government Ombudsman, Nomura Plc, the London Borough of Lewisham, the Scottish Parliament and the National Society for the Prevention of Cruelty to Children. 1992-99: Retained as an adviser to the British Institute of Facilities Management, creating and running the Institute’s short-course training programme. 1985: Founder member of the original Association of Facilities Management (AFM). 1983-89: Developed and later ran the Facilities Journal newsletter, the first publication of its kind in the UK. 19TBA-82: Market researcher at Industrial Market Research

industry has moved on? J: The territory we cover is similar but there’s been a change in emphasis. The big shift has been in recognising that FM is fundamentally a management discipline with more emphasis on management skills and leadership Around ten or fifteen years ago, the issue of customer service became much more important. People started recognising the importance of the softer skills. Sustainability and environmental issues have drifted into FM, while they were more on the periphery in the old days. The other thing that’s changed is that today FM is practised in so many industry sectors. I think we may soon see people making their careers not as generalists in FM but as specialists in different aspects, such as hard or soft services, or indeed different www.fm-world.co.uk

20-22 Jane Bell 2.indd 21

“WE WEREN’T COURAGEOUS ENOUGH TO CALL PEOPLE FACILITIES MANAGERS IN THOSE DAYS” industries. C: How long were you at Facilities Journal? J: I ran Facilities Journal for three years from 1986 to 1989. By then I’d I’d been with the magazine for six years and felt that it was time for a change. So I set up on my own, providing training consulting. The College of Estate Management started its post-graduate diploma course in 1995, and I was asked to get involved — I’ve lectured on it ever since. I also then got involved with the UCL and various other institutions. One thing very important to the future of the industry is a sound research base, and I was keen to

teach at universities. Over the last fifteen years it’s been very rewarding to see the number of courses and the range of formal education and training options grow, and to see the research base growing as people embark on postgraduate courses in research. C: How did you find the leap from writing about FM to actually teaching it? J: My focus has always been on training and professional development so I suppose I’ve always looked at this through the lens of trying to improve people’s skills where I can, encouraging people to think about professional FM WORLD |2 JUNE 2011 |23

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development in a structured way. One of the encouraging things about where we are now is that the culture has shifted considerably. We came from a place where, quite rightly, there was a lot of respect for practical experience as a good training ground for professional FMs. But people are now realising that to gain the respect and credibility we all crave for the sector it’s important to be formally qualified and have recognised credentials.

popping up out of the ocean – as an FM, you never know when there’s a geyser that’s going to open up under your feet. The other thing I find riveting is how enthusiastic individual practitioners are about FM. It never ceases to amaze me that despite the many challenges involved, people are very resilient and robust. C: Which of the challenges you faced at the beginning of your career are still with us today?

C: What was the point in your career where you felt that things really started to take off? J: One milestone was the founding of the AFM. We’d run a conference back in 1984 at which twelve people stood up to say they’d like to start an association. The AFM was founded in 1985 and we soon had an education committee. Professor Bev Nutt was one of the pioneers on that committee, as was Peter MacLennan. So that was a highlight, trying to make the leap from well-meaning amateurs to having the first embryonic stages of a professional grouping. Setting up my own business was also a personal milestone, and I’ve been privileged to work with a number of organisations over the years. Feeling that you’re flying a small flag for professional development and training in FM has been very rewarding. C: What about mistakes? J: I’ve made some mistakes by rushing too quickly, not stopping to think things through. But as with all things in life you can only make what at the time seems like the right decision, and you have to take risks in life and move on from there. Learning from mistakes is very important, but so is staying true to what you believe in and 24| 2 JUNE 2011| FM WORLD

22-24 Jane Bell 2.indd 22

J: The identity crisis is still with us, and I think the other challenge is about trying to contain FM within a professional boundary. I mentioned specialisation earlier, and I wonder if FM might become rather more segmented. We’re reaching a saturation point where, if we’re not careful, we’ll have diluted FM as a discipline by simply expanding its boundaries too far. C: Where do you see the FM profession in 20 years?

“THERE’S NO BETTER EXPERIENCE THAN SEEING A LIGHT BULB COMING ON IN SOMEBODY’S MIND” not selling your soul. C: What do you consider to be your key contribution to the development of FM? J: I believe passionately in opening up new opportunities for individuals and giving people the sense that there is a direction they can follow that will not only benefit them at an individual level but will add value generally. I’m now a tutor on the BIFM qualifications programme, as well as continuing my other teaching activities, and you see these people going through a personal journey. It sounds like

a terrible cliché, but there’s no better experience than seeing a light bulb coming on in somebody’s mind and seeing that they’ve grown in confidence and feel that new possibilities are opening up for them. It doesn’t happen with everybody, but when it does it’s very special. C: What do you enjoy about FM as a sector? FM is often compared to white water rafting: it’s never boring and sometimes it’s a little too exciting. It’s a bit like those volcanic islands

J: I hope we’ll be recognised as a very important area of resource management. There’s a lot of talk about FM making it to board level; in organisations where FM is business critical, I would like to think that would have happened. I’d also like to see a joined-up career pathway in FM, from school leaver, right up to senior management. We’re getting there. Finally, I would like to pay tribute to all the hard work that people have put in as volunteers. I was a volunteer for many years on the education committee of the AFM, but there are a lot of unsung heroes who’ve worked tirelessly on committees, driving forward regional groups, giving people opportunities and raising the profile of FM. Those people tend to be modest and fade into the background, but I think FM has its own version of the big society, and long may it continue. FM www.fm-world.co.uk

26/5/11 17:15:30

Want to be at the cutting edge of FM? Then get involved in the BIFM

Want to get involved in the BIFM? Then look sharp and contact us. As the representative body for facilities management, we’re already the cutting edge of the industry. But as a member (or potential member), you might like to get your teeth into what we do and be a more active participant. It’s a fantastic opportunity to help shape

the future of our business – from the business end. Whether you’d like to simply attend a regional meeting and the national conference, organise an event, join a committee, become a mentor or sharpen your vocal or literary skills by being a key speaker or writing

in FM World, we’d love to hear from you. Because to help everyone in the industry make the most of it, we need all the useful tools we can get our hands on. So why not get involved and get more out of FM – for yourself and everyone else.

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

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Twitter is leading the wave of powerful social media platforms transforming the business world from the inside out – by giving everyone a voice. By Nick Martindale Illustration: Matthew Richardson

26| 2 JUNE 2011| FM WORLD

26-28_Social media.indd 16

he beginning of April saw three major events in the facilities management calendar, all taking place in the same week. Time-pressed facilities professionals can find it hard to get out to events; attending three simultaneously is impossible. Yet delegates at The FM & Property Event, Th!nkFM, and the annual Facilities Management Legal Update were able to follow goings-on at the other events in real time, while others kept up to speed with all three without even leaving the office. All they needed was internet access and a Twitter account. Martin Pickard, managing director of The FM Guru Consultancy, was one. “I was chairing the workplace law conference and tweeting what people were saying and also reading the tweets from ThinkFM,” he says. “After the events we looked at the statistics and there were 150 people at the conference but 4,000 people had read the tweets. It really changes the face of conferences and the way we do things. It’s super-powerful.” These few days provided a snapshot of the potential of Twitter to bring together those in the FM community, initially in a virtual setting but also by enabling people to build professional relationships in the real world. “You could see relationships being established during the Th!nkFM conference which otherwise wouldn’t have happened,” says Neil Usher, general manager of group property at Rio Tinto. “I met about


half a dozen people in the one day I was there who I wouldn’t have come into contact with without Twitter.”

Hatching a plan Usher first started using Twitter around nine months ago, when he found himself in a social media café as part of a project researching how we may all end up working in the future. For him, the ability to make contacts beyond the industry is one of the main benefits. “A proportion of the HR community seems to use Twitter and being able to find out what they are thinking is tremendously useful,” he says. “You just wouldn’t have access to that using traditional means or even the internet.” Nigel Oseland, owner of Workplace Unlimited and chair of the Workplace Consulting Organisation, became a convert to Twitter at a conference. www.fm-world.co.uk

26/5/11 09:34:46


McNeece Consulting. “Any FM who is tapped into the right network of suppliers and consultants will have regular responses to any queries they may have.” Iain Murray is group strategy director at Europa Support Services and joined Twitter as a means of extending the reach of a regular blog he wrote in his former role as chair of the British Institute of Facilities Management. “I’m trying to make myself be perceived as an expert so anyone involved in FM would naturally go to me and look at my business,” he says. “I’m very consciously using this as a business tool.” The idea of being able to extend her own brand was also the motivation behind Helen Versloot, former group facilities manager at Orchard & Shipman, signing up after being made redundant at the end of 2010. “I’m a fledgling Twitterer and I’m still finding my way around it,” she admits. “For me it has quite a clearly defined purpose, which is to raise my profile within the industry and to develop my own personal knowledge in different areas. It’s a much more effective way of targeting people or accessing information from the right audience.”

A bird’s eye view

“I discovered that some of the audience at a conference I organised were tweeting on what I was saying, by using a common hash tag,” he recalls. “I accused them of passing notes around the classroom but joined them anyway. The beauty of Twitter is the connections to people on the periphery of our industry, and I am interested in possible paradigm shifts in thinking that can only come from an extended network.” Another oft-cited benefit of having an effective Twitter network is the easy access it provides to research and comment through links to websites, reports and blogs from industry figures. “It provides access in real time to constant updates about topical issues, whether from suppliers, consultants or contractors, about everything from paper towels to building infrastructure engineering,” says Adrian McNeece, founder of workplace advisory firm www.fm-world.co.uk

26-28_Social media.indd 17

Pickard, meanwhile, puts forward another reason why FM practitioners should have at least some form of presence on Twitter. “If they’re not, not only are they missing a trick from a business perspective but they’re also running a risk of brand damage,” he warns. “They should be on there, if only to monitor what their staff – their cleaners, security guards and kitchen staff – are saying about them that their customers could end up reading.” Currently, however, there are relatively few practitioners actively using Twitter. “Some of the highest profile people in the industry are on Twitter but I see very few people who work in in-house roles,” says Liz Kentish, director of Liz Kentish Coaching and chair of Women in FM. “I could probably name about two or three. I’d like to see more on there, purely to share some of their successes and frustrations.” One of the main obstacles to the further spread of Twitter could be companies’ concerns over their ability to police what their staff are saying, with some even going so far as to ban the use of social media altogether. “This is a big problem; there was one individual I suggested follow me on Twitter and it was literally not possible for him to do so,” says McNeece.



Average number of new accounts created per day, February-March 2011

140 million

The average number of tweets people sent per day, FebruaryMarch 2011. One year ago this stood at 50m


Current tweets-per-second record, set four seconds after midnight in Japan on New Year’s Day, 2011

1 week

The time it takes for users to send a billion tweets. The first billion took three years, two months and one day

182 per cent

Increase in the number of mobile users over the past year Source: Twitter

FM WORLD |2 JUNE 2011 |27

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“There needs to be a rethink in organisations about the benefits of increasing their communication with the outside world, whether it’s clients or suppliers, and developing policies around that.” Others are simply baffled by the whole concept of Twitter and have neither the time nor inclination to work out how to use it. Amanda Collins, director of Disco Fridays, has trained many professionals in the use of Twitter for business purposes but admits FM professionals have been “slow on the uptake”. “It is a new way of marketing, promoting, networking and growing your business, but if you don’t know how to use it correctly then it is hard to know where and how to start,” she says. Then there’s the potential for unwanted contact from potential suppliers; something Usher admits can be offputting. “You always get followed by some salespeople,” he says. “You have to manage your account and block those you don’t want following you.” “It’s the same in the real world; you dismiss the rubbish,” adds McNeece. “You have to treat it like a cocktail party or works do; talk to as many people as you can and if it’s not of interest you move on. It’s about being able to communicate effectively with each other and that is facilitated more so by Twitter than any other community today because it’s so immediate.”

Flocking together As more people from all industries start using Twitter for business purposes, the pressure on those within FM who continue to resist will increase. In the longer term, there is even the possibility that it could be used as a communication hub where messages can quickly and easily be sent out to select groups of internal customers, suppliers or wider communities. “It does have the potential to be more widely received than traditional communications such as internal mail or newsletters,” says Dayon Haynes, company director and digital coach at Haynes Facilities Management. “Many employees will log on to social media sites on a daily basis – whether for work or personal use – so if their homepages and user profiles are set up in the right way, the first thing they will see could be company tweets.” There is evidence that some more forward-thinking organisations are already starting to think along these lines. Pickard, for instance, gives the example of one organisation which makes every employee follow a health and safety manager in a closed group. “In the event of an evacuation or another safety issue he can tweet instantly and they would all receive it on their phones,” he says. “That’s brilliant, and remember that this thing is free. There aren’t many things you get for free these days.” FM 28| 2 JUNE 2011| FM WORLD

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OCCUPIER PERSPECTIVE eil Usher, general manager of group property at Rio Tinto, believes Twitter can be a valuable resource for corporate facilities managers who follow the right people. “You can gain access to an enormous amount of constantly evolving and developing research, perspectives and content, all in one stream,” he says. “Those you follow will take you to their contacts, and your field of vision will continue to expand.” Professionals can use hash tags to follow events they are unable to attend and even influence the debate from their home or office, he adds. Usher admits it can take time to master the basics but believes the investment will more than pay off. “You will create value for yourself, contribute to the development of the profession and benefit your employer by becoming more enlightened and aware of what else is happening around you,” he says.



26/5/11 09:35:14



Sue Sharp is chair of the HVCA’s Service and Facilities Group


ailure to clean and maintain building ventilation systems creates performance problems that increase energy costs and fire risks, says Sue Sharp


It is understandable that many building owners/operators are looking to make savings in the current economic climate. However, cutting back on ventilation maintenance can be a costly mistake. In fact, many facilities managers are finding that cleaning and maintaining systems is a good way to cut costs. By cleaning and re-using ductwork during a refurbishment project, rather than ripping-out and refitting, end users can save over 90 per cent on up-front costs, according to research carried out by the HVCA’s ventilation hygiene group branch. A summary of why cleaning can be preferable to replacement, and the associated issues, is as follows: ● Air handling equipment and terminal devices are often replaced during a refit, but air duct systems could usually remain in place and be re-used. However, they have to be thoroughly and regularly cleaned to make that possible ● In ductwork cleaning operations, workplaces can be returned to use in a fraction of the time it would take to install new ductwork, and with less disruption to nearby floors, neighbours and other users ● Once cleaned, ventilation systems can be as good as new; possibly even better. Post-clean verification tests, backed by independent analysis, should be carried out to demonstrate to occupants or clients that the re-used systems are fit-forpurpose ● A ventilation risk assessment


29_Technical.indd 32

will help an FM decide which systems require cleaning. This may include sampling of the systems, a report of the result and standard of cleanliness of the systems, photographs, schematics and recommendations for remedial work ● After cleaning, good maintenance management should continue with a monitoring programme which includes disinfection, photographic evidence, and sampling on either a six monthly or annual basis. This would alert the FM as to when a system requires cleaning, which maintains efficiency and good health management.

Fire risk Cleaning of systems is also a major consideration on health and safety grounds. As well as reducing the ongoing risk of airborne contaminants, local authority Environmental Health Officers (EHOs) are making this a priority in a bid to reduce fire risks. Since the introduction of the Regulatory Reform (Fire Safety) Order (RRO) five years ago, building owners and managers have faced far more stringent requirements to carry out fire risk assessments and manage those risks effectively. ● Poorly cleaned ventilation ductwork and kitchen extract systems become a high fire risk if they are not kept clear of grease and other residues ● Gaining access to clean is the biggest problem for maintenance contractors. If some areas cannot be checked, it increases the chances

of fire breaking out and puts insurance cover at risk. ● Lack of access doors can be used as evidence that the system has probably never been cleaned at all in the event of an insurance claim ● Access doors should be fitted at least every three metres along a run of ductwork to ensure hygiene firms can reach each part of the system, but this rule is regularly ignored, either due to lack of awareness, or to save money at installation ● Access doors are often too far apart and ductwork is regularly installed in solid ceiling voids so that maintenance staff cannot reach them ● Ductwork is often placed close to combustible materials, rather than being isolated from the main fabric of the building, increasing the chances of fire ● Cooker hoods and other visible parts of the system are in many cases regularly cleaned, but the hidden parts of the system can contain a ‘multitude of horrors’. Fans and flow control dampers inside the system are covered in grease so are not able to function properly and attenuators cease to tackle noise effectively because they are so clogged. ● FMs should have a detailed schematic available so the hygiene contractor can assess how to gain access to the system and whether scaffolding will be needed. ● Kitchen extract systems in heavy use (12 to 16 hours a day) such as in commercial kitchens should be thoroughly cleaned every three months. Medium use systems (6 to 12 hours per day) should be cleaned every six months and lighter use (2 to 6 hours) once a year. (Source: the HVCA’s TR/19 Guide to Good Practice) The RRO puts a heavy responsibility on landlords and

managing agents to ensure risk assessments are carried out in their buildings. Failure to do so could lead to fines and possible prison sentences. They must identify potential ignition sources and take action to minimise the risk. Despite the current economic climate, FMs must not be tempted into cutting corners to save money. The eventual price could be much higher if there is a fire. Ventilation does suffer from being ‘out of sight out of mind’, but if there is a problem you can be sure it will suddenly become very high profile. However, if regular cleaning takes place, FMs can avoid potential problems and enjoy the benefits of a more effective and healthy system. FM BEST PRACTICE According to the London Fire Brigade, there are ten serious fires in the capital every week started by kitchen appliances. Often the serious damage is caused when these fires spread through dirty ventilation ductwork and extraction systems. Nationwide, around a quarter of the 24,000 accidental fires in non-domestic buildings each year are caused by cooking appliances. The HVCA reports that only around five per cent of the systems fitted in the past 10 years have adequate access doors. This makes it almost impossible to completely clean the ductwork and minimise the risk of a fire being spread throughout a building via the kitchen extraction system. For detailed guidance please refer to the HVCA Guide to Good Practice TR19: ‘Cleanliness of Ventilation Systems’ via the website: www.hvca.org.uk

FM WORLD |2 JUNE 2011 |29

26/5/11 14:41:01




May Ladd is the founder and CEO of Vaultium, an online document management service


eeping accurate records falls K increasingly under the FMs remit, and is now necessary to prevent a hefty fine from the HMRC under new inspection regimes


HM Revenue and Customs (HMRC) introduced new inspection regimes for proper information and record keeping on 1 April 2009. This was extended on 1 April 2010 to cover more businesses and types of records. Recently HMRC undertook an inquiry into extending these powers to levy fines on businesses that are not keeping proper records. Fines of up to £3,000 are now a reality for failing to produce appropriate records when requested. However, costs could mount up beyond this if further legal action was taken and potential reputational damage could result. The inquiry ended on 28 February 2011 and the new inspections are expected to come into force late in 2011. HMRC is expected to perform some 50,000 inspections annually and, with many organisations not keeping appropriate records, a significant amount of money may be raised through fines, perhaps as much as £600m. Around half of UK businesses are scanning newly received paper items and filing them electronically rather than manually, with a third of businesses looking to move to all-electronic records-keeping. Why the change? The ability of those in business to make a complete and correct return of their taxable business profits depends directly on them keeping full and accurate records of all their business transactions. However, there is evidence that poor business

30 | 2 JUNE 2011 | FM WORLD

Legal.indd 32

records, generally leading to a loss of tax, is a problem in around 40 per cent of businesses. Intervention is therefore deemed necessary to reduce the amount of tax lost as a result of poor record keeping. The FM impact In many organisations, those responsible for facilities management also have some level of responsibility for managing records and archives. As records become inactive, whether in physical form or increasingly in electronic format, facilities managers are often held responsible for archiving and preserving records

on behalf of the organisation. This naturally means they also inherit the task of retrieving these records in the event of an inspection by HMRC or others. Many organisations, especially smaller ones, don’t have the budget or desire to appoint a records manager, information manager or data protection officer and thus this responsibility often falls to the facilities manager or is distributed across several roles. This leads to unclear overall responsibilities, silo record stores and no overall record keeping and management system and policy. It isn’t just about storing and retrieving cardboard archive boxes. Facilities managers, who have often been given no training, also have to manage the legal aspects of retention and storage of key business records, ensuring they are held in an easily findable and auditable manner. What you can do In preparation for a potential inspection, and as a good business practice, facilities managers can take a number of practical steps: 1. Set up a record keeping system that caters for both physical and electronic records and create a record classification system or file plan

SUMMARY HMRC will be looking to carry out inspections to ensure proper record keeping. Failing to keep proper records could result in hefty fines and reputation damage. ● The inspections are due to start later in 2011, with all businesses needing to keep their accurate and complete records for at least six years. ● HMRC could inspect up to 50,000 businesses each year. ● Facilities managers are often responsible for keeping and managing records and archives. ● Facilities managers should implement good record keeping systems, undertake a file audit, create polices and put in place a records retention and disposal programme. ●

2. Establish security controls and user access permissions so that records are managed and properly controlled 3. Set up a retention and disposal schedule identifying how long records need to be retained 4. Publish a policy, some simple record keeping procedures and guidelines to help staff identify which records need to be managed and kept 5. Implement a training and awareness programme FM QUICK FACTS 1 The volume of paper records is still increasing steadily in 56 per cent of organisations, but in 22 per cent it is at last showing signs of decreasing. Meanwhile, the volume of electronic records is “increasing rapidly” for 70 per cent, and unsurprisingly, is not decreasing for any. 2 Electronic records are more than twice as likely to be described as “Unmanaged” than paper records. 3 Half of organisations are scanning newly received paper items and filing them electronically rather than manually, and a third of businesses are looking to move to all-electronic record-keeping. 4 Half of organisations would “possibly” store records in a local, identifiable outsource, but 77 per cent state they would never use a public cloud (eg Google, Amazon or Microsoft). 5 Over 70 per cent of organisations have made no plans or provision for long-term archiving of electronic records, with no policies for migrating to new media, translating formats, or virtualisation of applications. Source: AIIM


26/5/11 12:11:59



of linguistic analysis but also of practical context and background knowledge although precontractual negotiations must not be used an as aid to construction. 4. The immediate context is the document but a broader context includes other documents which may be taken to form a coherent whole. 5. The fact that a provision may appear unduly favourable to one party is not in itself a sufficient reason for supposing that it does not mean what it says. Scottish Widows argued that it was clear the parties objective

was to transfer Scottish Widows responsibility for rent under the leases to BCG and in return to provide BCG with the equivalent of £10 million. BCG on the other hand said it was clear the intention of the transaction was to secure the letting of the premises on terms that were acceptable to both parties. On balance the judge found for Scottish Widows. He went on to consider the rectification argument but found on the evidence that if he had construed the BCG lease in the sense contented for by BCG he would not have felt able to rectify it in the manner sought by Scottish Widows. This is yet another case which shows the importance of clear drafting. It is also a reminder that although the Court is naturally loath to upset the natural meaning of words, the Court is prepared to do so where justice demands it. Beverley Vara is a partner and head of real estate litigation at Allen & Overy LLP


In this case the Court was asked to resolve a dispute over the level of rent payable which came to light as a result of the market rent for a property decreasing between one rent review date and the next. In order to persuade Barings to move to one of its own developments in London, Scottish Widows agreed to take from Barings a sub-underlease of its existing premises in order to relieve them of the rent liability. Scottish Widows then set about finding an occupier to take over the premises and one was found in the form of BCG. Scottish Widows gave BCG an inducement to take the sub-lease and it was in the drafting of how that inducement should take effect that the ambiguity arose. The judge had to consider both as a matter of construction and also as a matter of rectification what the words in the lease actually meant. He set out the principles of construction: 1. The task is to interpret the document to get as close as possible to the meaning which the parties intended by asking what would a reasonable person have understood the document to mean. 2. The Courts were inclined to adopt the ordinary meaning of words used but there may be a detectable error which led the Court to a different interpretation. 3. The process is not simply one

Construction firm fined A London construction company and a security company manager have been fined after a security guard died from carbon monoxide poisoning while at a work. The Heath and Safety Executive prosecuted Precis Holdings and Mr Obioma Chukwudi for their parts in the incident. Precis Holdings Ltd of Park Lane, Westminster pleaded guilty to breaching Section 4(2) of the Health and Safety at Work etc Act 1974. The company was fined £60,000 and ordered to pay costs of £24,515. Obioma Chukwudi of Iona Cresent, Slough, Berkshire, pleaded guilty to breaching Section 3(2) of the Health and Safety at Work etc Act 1974. He was fined £30,000 and ordered to pay costs of £15,000.

Asbestos training courses Workers in South Yorkshire’s building trades are being given the chance to learn how to recognise and deal with one of their industry’s biggest killers – asbestos. The South Yorkshire & Humber Working Well Together Group – a partnership between key players in the construction sector and allied trades, plus the Health and Safety Executive – is offering a series of training courses this month. Courses are aimed mainly at small and medium sized businesses and welcome everyone from joiners and painters to plumbers and general builders. Known throughout the sector as the ‘hidden killer’, asbestos causes around 4,000 deaths each year.

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 www.bifm.org.uk Non-members: call 020 7880 8543 to order your copy


Legal.indd 33

FM WORLD |2 JUNE 2011 |31

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25/5/11 10:07:27



Savvas Othon is technical director at Rentokil Pest Control


irds can create issues for FMs and damage buildings and the surrounding environment if not properly managed



Spread of disease

Wherever you are in the UK, you may be at risk of bird control issues; gulls and pigeons tend to cause the most trouble. Pigeons carry the widest range of diseases of any bird. Gulls are scavengers and particularly problematic due to their threatening and aggressive behaviour, particularly in breeding season which runs from April to September. Birds may be an inconvenience but also present a health risk to staff and customers as they often feed from polluted sources such as rubbish dumps, bringing germs directly to human environments, including picnic tables or outside restaurant areas. The most common diseases carried by birds are Ornithosis and Salmonella.


Damage to brickwork

Birds can also cause considerable damage to buildings and pavements. Acidic bird droppings can eat away at stone and brickwork while nest debris and feathers can block gutters and drainage systems, leading to water penetration. Consistent erosion caused by the bacteria can result in irreversible damage to the structure of buildings and nesting materials can be an eyesore. Features such as overhanging walls and flat roofs are all attractive landing areas for birds, so managers need to be even more vigilant in ensuring that birds are not able to settle permanently and become a nuisance.


HowTo.indd 33


Preventative measures

If you are concerned that your property may be a hot spot for birds, it is worth considering some preventative actions to keep them at bay as prevention is better than cure when controlling birds. Tops tips include: ● Remove any food sources from the immediate environment ● Don’t wait until a population grows – the longer they are on site the harder they will be to combat. Egg and nest removal encourages birds to move on ● If birds have already become a problem, a site survey from a specialist bird consultant can help you keep your premises free from nuisance birds.


Expert advice

Even with the greatest will in the world, birds will sometimes get the better of your premises and then it’s important to call for expert help. In most countries, there are strict laws regarding the treatment of birds and there are also many groups that work to protect birds, as well as a general public affection for the animals. Therefore a sensitive approach is required by anyone looking to restrict their movement.


Exclude and restrict birds

Taking such considerations into account, the pest control industry has developed a range of methods for preventing birds becoming problematic,

focusing on the principles of exclusion and restriction. Some of the most commonly employed methods include wire or point deterrent systems. Wire strands and metal points are non-lethal and discreet ways in which birds can be prevented from settling on and around buildings, with benefits including a reduction in mess, noise, and the risk of infection to staff and customers. Other methods include netting systems to cover large areas, and metal spikes to protect beams and ledges. Both approaches are aimed at preventing birds from roosting.


Check all areas

While the above methods can be highly effective they can only be installed by experts. It is equally important that less visible areas do not become affected and regular, expert inspections are carried out. A common complaint from retail outlets in large shopping centres, is that bird noises can often be heard but their source cannot be found. Pest control professionals can help check hidden areas such as air conditioning systems and roof eaves, which are often found to house undetected nests.


Natural solutions

If you maintain a particularly difficult property that is near a landfill site or another type of industrial location, there is an entirely natural solution to deter even the most persistent of feathered pests. Raptors, or birds of prey, are specially trained and will help reduce the number of nests on site as the nuisance birds seek to find safer nesting locations.


Call in the professionals

These are just some of the effective ways to tackle a bird problem and by working with pest control professionals potential issues can be anticipated in advance. If you’re tackling a severe problem, contact the experts and do not attempt to solve the problem alone. It’s essential to take measures to combat the problem by safeguarding people and their surroundings. FM

If you are concerned about a bird problem look out for the warning signs: 1. Be observant – If you have areas where birds can nest, keep an eye out for nests and nesting materials on the ground. 2. Listen – Pay attention for noise from live birds, and bird cries, especially from young chicks. 3. Sightings – Adult birds will make frequent trips to feed their young and seek out food sources nearby. 4. Damage – If you notice any pecking damage, you may have a bird problem on your hands. Birds may be attempting to access food stocks or scavenge from rubbish bins. 5. Droppings – Perhaps one of the most common indicators is bird droppings. If you have a flock of birds present, it is likely that any fouling will be in a concentrated area, usually in the location in which the birds roost.

FM WORLD |2 JUNE 2011 |33

26/5/11 12:13:00


Channel 4: Hosting a BIFM celebration for World FM Day

there will be a tour of the British Library available for non-voting members. The afternoon will include further seminars, a keynote speaker and the presentation of the Recognition Awards for 2011. The day will close at 5.15pm, followed by an evening reception from 5.30-8pm.


World FM Day 2011


World FM Day takes place on Thursday 23 June. The aim of the day is to raise the profile of the FM profession worldwide, promoting facilities management’s ideals, not only within the profession and industry, but among government and the general public. Global FM member organisations on six different continents will celebrate the day by organising events such as luncheons, seminars and workshops, and undertaking other activities to celebrate and promote facilities management. Just like last year, you will be able to list your event in the World FM Day Google Map. Make sure your event is included, so that everyone knows what you will be doing on the day. The BIFM are celebrating the day with an FM quiz and barbeque hosted by the BIFM FM of the Year, Julie Kortens. All BIFM members are invited to attend the event (you do not need to enter as a team). Networking will start from 5.30pm before the evening kicks off at 6pm and includes a quiz and barbeque. Results will then be announced, with further networking until 9.30pm. Channel 4 is located close to St James’ Park on the Circle/District Line. This event is open to all BIFM members, and you must be a member as of 23 June to attend. Register now at www. surveymonkey.com/s/Q6NWT73 i Thanks to BaxterStorey for arranging the barbeque, Mitie for supplying the beverages and Catch22 for organising the quiz. For information on World FM Day, including all support materials and to add your event to the GlobalFM map visit www.globalfm.org

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i Details about how you can vote online as part of the AGM will be sent to all those eligible to vote nearer to the event. Register now at surveymonkey.com/BIFM_ membersday


BIFM CPD update

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


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

All BIFM members are welcome to join this free event, which is all about getting involved, networking and celebrating success. The day will start at 9.30am with registration, coffee and networking, followed by a mix of seminars, networking opportunities at lunch. The AGM will take place at 1.45pm, and

In February this year the BIFM launched the monthly CPD update, delivering the latest information and knowledge opportunities across the institute straight to our members’ inboxes. Our statistics show that many members are making the most of this CPD news and are also creating your BIFM CPD records to log their learning experiences. Regular features include: ● A monthly featured event – which highlights various regional and Sig CPD events happening

CATERING AND HOSPITALITY SIG PROFILE Chair: Simon Biggs, Litmus Partnership Number of members: 260 Year established: 2011 Key dates and events for 2011: 28 June: Social and networking event, Museum of London Aims of the Sig: • To act as a centre of excellence for members seeking expertise, opinion and guidance on best practice within the catering and hospitality industry • Provide knowledge exchange through formal links with other trade and professional bodies within the catering and hospitality

industry to strengthen the depth of knowledge and resources available to members • Host a programme of topical and informative CPD events which will impart valuable advice and expand members experience and management of catering and hospitality service • Offer social and networking opportunities. Why should members join the group? Catering is often one of the smallest expenditures in the FM bundle, however for many FMs it is not an

area of specialist knowledge and for the customer can often be a very emotive issue. The Catering & Hospitality Sig will appeal to members in all sectors and specifically those that have either direct or indirect management responsibility for catering and hospitality services as part of the FM bundle. Contact: simonbiggs@ litmuspartnership.co.uk or call O7545226513. The Sig offers BIFM members a 30 per cent discount on annual subscriptions to Caterer & Hotelkeeper.


26/5/11 12:43:39

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

throughout the UK ● How to commit to your professional development and how to set up your own CPD record ● Training opportunities with BIFM Training ● How to get ahead with BIFM qualifications ● Good Practice Guides In every issue you will also find many other topical and timely features and events which we think you may be interested in hearing about. Past features include: Th!nkFM conference; the Facilities Show; information on BIFM competencies, and there’s much more to come. So make sure you look out for the next issue in your inbox. i For information about CPD opportunities with the BIFM or if you would like to create your own CPD record visit www.bifm.org.uk/ cpdrecord. Alternatively if you would like some advice setting up your own CPD record, contact the membership team at membership@ bifm.org.uk or call 0845 058 1358. Not a BIFM member? Join today by contacting our membership team


New members The following organisations (in the areas indicated) joined the BIFM as corporate members in April: Bite Catering – FM supplier Elior Integrated Service – FM supplier The Waterflow Group – FM supplier Asset Management Property Maintenance – Consultant Mainstay Facilities Management – FM supplier Life Environmental Services – FM supplier Foresight Consulting – FM supplier Neylon Maintenance Services – FM supplier www.fm-world.co.uk

BIFM news2.indd 35

Stuart Harris is deputy chair at the BIFM


he summer is almost upon us and hopefully we are getting ready to go away on holiday. Or are we? With the current tough economic times, can we afford to go away? And how is the economy affecting us and the facilities management industry as a whole? In a recent article written by the deputy governor for the monetary policy, Bank of England, Charles Bean describes the current conditions, noting that many recent indicators have given comforting signs that a recovery is underway. But he notes it may be some while yet before normality is restored. But how far has the impact of the prospective fiscal consolidation already been taken on board by us and all households, and how much adjustment is yet to come? Bean also cited evidence from the recent Bank of England Consulting Survey, which indicates that the majority of households expect to be affected in some way by the fiscal tightening, but less than half have so far actively responded. With regards to business spending, he says that, while financial conditions are currently more supportive than in the recent past, he believed that investment spending is likely to be restrained. However, this does depend upon which sector you are working in, as the public sector will probably take longer than the private sector to respond. With this in mind, facilities management professionals will need to show more consideration towards how we drive our services forward, and relationships between clients and suppliers will be key. All services, and it doesn’t matter if they are in-house or outsourced, will need to be both more flexible and show an economy of scale with their delivery, with a great deal of innovation and creativity being shown and applied. I believe that when times are tough, it is the best time to show just how good we really are at delivering an innovative facilities management service, for our clients, senior management and our industry. There is a lot of free advice and support available, with industry peers being more than willing to offer help. Please do look at the BIFM website (www.bifm.org.uk) and, in particular, the events calendar or the events page within FM World, and come out and network. I would particularly like to remind you about the BIFM AGM and Members’ day (www. bifm.org.uk/AGM2011), to be held at the British Library, on Thursday 30 June. This is an excellent day, open and free to all BIFM members. It’s all about getting involved, networking and celebrating success. Let’s all lead by example and show how positive we can be.




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26/5/11 12:45:56


BIFM Awards 2011: Held at Grosvenor House Hotel


BIFM Awards sponsorship The BIFM Awards event is the undisputed premier corporate showcase within the FM industry and gives your organisation an excellent platform to showcase your business, raise your brand’s awareness and access a powerful, targeted audience. The facilities management profession has become one of the most challenging and exciting environments in which to work, and it’s no surprise that these awards are now integral to an organisation’s performance and worthy of prestigious acclaim. On 10 October 2011, 1,200 senior FM figures will attend London’s Grosvenor House Hotel, 80 per cent of whom will be director-level and senior management. This is the biggest and most prestigious networking event within the UK’s FM calendar, and gives national recognition to the leaders in our profession. In today’s business climate, organisations are actively looking to secure business success. Sponsoring the awards highlights your organisation’s support of excellence and gives your company and employees access to the most powerful FM audience. Packages include a key position table for 10 – great for impressing clients and rewarding staff. Your brand will be in a prime location on stage, on perimeter screens and in event collateral. In addition, your company will have unrivalled coverage and exposure in the months leading up to the event, as well as post event trade press. The following award categories are currently available for sponsorship: 36| 2 JUNE 2011| FM WORLD

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n the UK, only fatal fires in rented dwellings have brought about custodial sentences on property owners. However, the level of fines issued in non-fatal cases is steadily increasing. The largest so far was the legal maximum of £400,000 plus costs of £136,052 on the New Look chain following a fire in their Oxford Street store. On appeal, New Look argued that the fine was excessive, and that despite two breaches of the Regulatory Reform (Fire Safety) Order 2005 (FSO), no one had been hurt and that premises evacuation had been successful. The Court of Appeal dismissed the arguments and confirmed the fine and costs. More recently, a fire alarm installer was prosecuted under the section of the FSO relating to the duties and obligations of ‘competent persons’, and fined £5,000 with costs of £6,000 for failing to maintain a fire detection system in a care home. Given that responsibility for fire safety often devolves to the FM who automatically becomes the competent person, it should be clear that even where fire maintenance is outsourced, the FM company itself cannot escape liability when things go wrong.


● Impact on Organisation and Workplace ● Communications and Marketing ● FM Excellence in a Major Project i For further information, contact Sandra Light at FMevents 0141 639 6192 or email sandra@ fmevents.biz


Support the BIFM audit committee Last year the BIFM board created an audit committee which advises the board on the adequacy and effectiveness of the organisation’s internal controls. This is to ensure the board operates at the appropriate level of risk and in accordance with all current relevant UK legislative, compliance and appropriate Code of Audit Practices requirements. A vacancy has recently arisen on the committee, and suitably experienced and qualified members are invited to apply for the position. If you feel you can offer your time, experience and expertise to the BIFM audit committee then visit the BIFM website for full details. i Email sharon.mckenzie@bifm. org.uk outlining how you qualify for this position. Alternatively you can write to the BIFM, Number One Building, The Causeway, Bishop’s Stortford, Hertfordshire, CM23 2ER. The closing date for applications is 17 June 2011

FMs should ensure that: ● The fire risk assessment is up to date ● Plans to deal with identified hazards are being implemented ● Staff (and others) are trained in the actions to be taken in the event of a fire ● Fire wardens have been appointed and trained ● Fire detection and alarm systems are tested not less than weekly ● Fire equipment and systems are maintained by competent persons ● Fire drills take place not less than every 12 months ● Escape routes, doors, signs and lighting are verified and in order ● Records of all fire-related matters are kept Ensure that your contractors are competent by only using companies which are third party certificated under a scheme approved by the United Kingdom Approvals Service, UKAS. You should also source legally compliant contractors for other services you outsource such as catering, cleaning and security. i Stewart Kidd of Loss Prevention Consultancy presents BIFM Training’s Fire Safety Law & Risk Assessment course which next runs 27 July 2011 in Central London. For further information or to book a place call 020 7404 4440, email info@bifm-training.co.uk or visit our website www.bifm-training.com


26/5/11 12:46:16


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


com or call 07855 961 774

8 June WiFM Forum – The Apprentice Venue: Westminster Kingsway College Contact: lizkentish@btinternet.com or call 07717 787 077

30 September Scottish Annual Conference - FM, Our Dynamic Future Venue: Our Dynamic Earth, Edinburgh Contact: joanmelville@virginmedia. com or call 07855 961 774

30 June BIFM Members’ Day and AGM Venue: British Library Conference Centre Contact: Karen Weeks on 0845 058 1356 or email communications@ bifm.org.uk

1 October Scottish Annual Ball Venue: Crowne Plaza, Glasgow Contact: joanmelville@virginmedia. com or call 07855 961 774 MIDLANDS REGION

24 August WiFM Social Event Venue: London Contact: Liz Kentish on coach@ lizkentishcoaching.co.uk or call 07717 787077

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

21 September WiFM Forum – FM and Organisational Change Venue: To be confirmed Contact: Liz Kentish on coach@ lizkentishcoaching.co.uk or call 07717 787077

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

10 October BIFM Awards 2011 Venue: Grosvenor House Hotel Contact: Sandra Light on 0141 639 6192 or email sandra@fmevents.biz IRELAND REGION

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

Management Sig) Venue: Sheffield City Centre Contact: simonaspinall@c22.co.uk or call 07976 156351 2 July North Region Ball Venue: Hilton Hotel, Manchester Contact:Steve Roots at northball@bifm.org.uk or call 0161 819 7600 EAST REGION 23 June East Region Golf day Qualification Venue: To be confirmed Contact: Graham Price at g.price@ forumevents.co.uk 3 July East Region Cricket Challenge Venue: Great Hyde Hall, Hertfordshire Contact: Graham Price at g.price@ forumevents.co.uk

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

30 June What makes a world-class reception? Venue: Office Depot, Leicester Contact: dave.bright@halfords.co.uk or call 07808 573854



9 June BIFM London region event – Find out how the ultimate meeting experience can lower your carbon footprint and save money! Venue: Executive Briefing Centre, Polycom, 16th Floor, Dashwood House, 69 Old Broad Street, London Contact: ann@echo-marketing.co.uk to register

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

13 June Free Met office tour and presentation


15 July South-west region 2011 Golf Day Venue: Orchardleigh Golf Club Frome Contact: Gareth Andrews on gmahome@tinyworld.co.uk or call 07540 079978

SCOTTISH REGION 16 June Scottish Region AGM & Question Time - L8 Venue: City of Glasgow College, 60 North, Hanover Street, Glasgow Contact: joanmelville@virginmedia.


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14 June Selling Business Continuity to the Board – North Region/Business Continuity Sig joint event Venue: Cummins Turbo Technologies, St Andrew’s Road, Huddersfield Contact: steve.dance@riskcentric. co.uk or call 01945 772 369 15 June Motivation: Carrot or Stick (shared event with People

Venue: Hilton Bristol Hotel, Aztec West, Bristol Contact: Joanne Bartlam on joanneb07@ntlworld.com or call 07808 908 052 FELLOWS FORUM EVENTS 16 June Sustainability in Whitehall An opportunity to visit the Main Building and discuss sustainable objectives Venue: Main Building, London Contact: joannalloyddavies@ btinternet.com or call 0777 881 2315 INDUSTRY EVENTS 14-15 June Public Procurement Show Venue: ExCeL London Contact: karen.weeks@bifm.org.uk or call 0845 058 1356


4 November The 15th Annual BIFM Ireland Region Facilities Management Conference & Exhibition Venue: Belfast Waterfront Contact: l.mcmahon@hjmartin.co.uk

21 June London region Golf day Venue: Highgate Golf club, London Contact: Don Searle on Don@c22. co.uk or call 020 7821 1134

25 November South-west Region November Training Day

10 June South-west Region June Training Day

Venue: Hilton Bristol Hotel, Aztec West, Bristol Contact: joanne.bartlam@telereal trillium.com or call 07808 908052

Venue: Met Office, FitzRoy Road, Exeter Contact: jayne.smith@uk.g4s.com or call 01392 885 974

23 June World FM Day The third annual celebration. Venue: UK-wide events, and primary BIFM event Contact: Karen Weeks at communications@bifm.org.uk 23 June Green and Keen Cleaning Workforces, British Institute of Cleaning Science inaugural education conference Venue: Manchester United Football Stadium, Old Trafford, Manchester Contact: conference@bics.org.uk or call Alyson Rogers on 01825 714329 13-15 September Recycling & Waste Management (RWM) exhibition Venue: NEC Birmingham Contact: Visit www.futuresourceuk. com for more details 11-12 October Total Workplace Management Venue: London Olympia Contact: Karen Weeks at communications@bifm.org.uk

16 September South-west Region September Training Day

18 October Workplace Trends conference Venue: Allen & Overy, One Bishop’s Square, London Contact: For more details email maggie@merlin-events.co.uk

Venue: Hilton Bristol Hotel, Aztec West, Bristol Contact: Joanne Bartlam on joanneb07@ntlworld.com or call 07808 908 052

24-25 November IFM Congress Venue: Vienna University of Technology Contact: kongress@ifm.tuwien.ac.at

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26/5/11 09:35:57



THE JOB What attracted you to the job? The position of facilities manager with the fastest growing bookmaker in the UK was something that I was excited to become part of due to the challenges I would face with a rapidly expanding multi-site retail estate. My top perk at work is… Whisperings of a ‘hot tip’ sometimes go around the office; however, the majority of the time they can’t be seen as a perk! NAME: Joe Fryde JOB TITLE: Facilities manager ORGANISATION: Paddy Power JOB DESCRIPTION: Full ownership of the reactive/ planned building maintenance budget and the utility (energy/ water) spend. Manage all the processes encompassed within these areas and drive efficiencies where possible across the multi-site estate (currently 131 sites).

How did you get into facilities management and what attracted you to the industry? Prior to this position I was in the construction industry working with a main contractor (this was something I always had my eyes set on); I personally worked on a reactive maintenance contract closely with a client who managed a large licensed house multi-site estate. Therefore it is an industry I have always been in but what has kept me interested is the dynamism and challenges faced working with a multi-site estate, albeit as client or supplier. What’s been your career high-point to date? Taking on the position of facilities manager with Paddy Power has definitely been my career high point so far; it was a brand new opening within the company so I have been able to fully develop and implement FM strategy across the estate, What has been your biggest career challenge to date? I completed a postgraduate diploma with the College of Estate Management via the distance learning route;


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

Charles Neilson (pictured) takes up the new role of group services director. Neilson, who has been with TNT Post UK for 17 years, will spearhead the company’s infrastructure planning to meet the demands of its next stage of development. Contract caterer Host Contract Management has appointed Bill Toner as chief executive to replace the company founder Jerry Brand. Oliver Cock (pictured) has been appointed managing director

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this was extremely challenging while working but has provided me with a firm academic background from which to build business decisions and apply technical knowledge. If you could change one thing about the industry, what would it be? To make more people at a younger age aware that facilities management exists and drive a better understanding of the industry in general. If I wasn’t in facilities management, I’d probably be… in alternative dispute resolution as an arbitrator. How do you think facilities management has changed in the last five years? I think that the facilities management overall presence has increased within public and private bodies as the recent focus has shifted heavily on costs and it is now recognised that effective FM can drive savings. And how will it change in the next five years? FM will grow on the fact it is now a respected function in a company’s cost saving drive in this current culture; I also believe moving forward clients will carry out more in the way of planned preventive maintenance to proactively eradicate the costly expense of reactive maintenance. Regarding suppliers, I think they will need to diversify to become more attractive to clients in this financial climate. What single piece of advice would you give to a young facilities manager starting out? Be keen and listen to your peers.

commercial at Compass UK and Ireland. He joins from parent company Compass Group where he was director of group procurement.

general manager for Jones Lang LaSalle. Saga Group has appointed Gavin Davis as group head of property for Acromas Holdings.

Derwent FM has appointed Richard Leedham as regional operations manager. Also appointed are Chris Byrne as contracts manager and Chris Elmer as security and compliance manager.

Matthew J. Fanoe, vice president of real estate at Coca-Cola Refreshments, is the new chairman of CoreNet Global’s board of directors.

Barry Rushmer (pictured) has been appointed as general manager of Tower 42. Rushmer was most recently

GSH Group has appointed Nigel Larkman as director of energy Services for the UK and Ireland.


26/5/11 17:45:07

Find your ideal FM job at www.fm-world.co.uk/jobs for all the latest vacancies please visit the FM World job board. To advertise on fm-world.com contact Norman Cook on 020 7324 2755

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

Technical Services Manager, London, cÂŁ32,000 to ÂŁ35,000 plus good benefits package To undertake M&E asset surveys, maintain asset registers, provide lifecycle analysis, audit statutory compliance of M&E assets, manage minor M&E projects and measure KPIs of hard service contractors. Candidates should ideally have some practical experience of technical services operations in corporate / office block environments along with commercial awareness, project and contract management skills. We are ideally looking for a degree qualified Building Services Engineer who is interested in further study. Our client will invest in you and has indicated they would be prepared to sponsor a relevant MSc qualification (or similar). CVs to russell@c22.co.uk

FM Account Manager, London, cÂŁ40,000 A Total FM Services Provider is looking to recruit a technically qualified Account Manager to run the day to day activities of 6 Total FM contracts (worth cÂŁ1m) across 10 locations in the city of London. Clients include investment banks and blue chip media and telecoms companies. You will be â&#x20AC;&#x2DC;self deliveringâ&#x20AC;&#x2122; cleaning, security and M&E maintenance services through 3 FMs, 3 supervisors and 50 blue collar staff. You will also manage contracts for specialist services such as CCTV and fire alarms. Exceptional management, communication and customer service skills are essential. A technical background is essential. CVs to russell@c22.co.uk

Head of Managed Services Manager, Kent, cÂŁ42,000 + c/a + performance bonus A residential housing association seeks a Head of Managed Services Manager to grow and develop their managed services business, securing profitable contracts for the provision of services on both new developments and existing provision. The main responsibilities will be to lead the FMâ&#x20AC;&#x2122;s service delivery to ensure high quality services are delivered to customers and a high level of customer satisfaction is achieved. You will develop and deliver the business plan, manage and build relationships; ensuring compliance with both internal and external policies and procedures and best practice guidelines and keep abreast of changes in legislation. Candidates are required to demonstrate proven ability to pitch for and win viable business opportunities and possess a high level of accuracy with excellent numerical and analytical skills, analyse contracts and implement process changes to achieve value for money and budget and financial management. CV and cover letter to steve@c22.co.uk

Contract Managers, North West, cÂŁ40,000 plus car allowance Reporting to the Account Manager, you will be provide leadership, management and development of a defined contract, ensuring financial and operational commitments are met and exceeded. Strong contract and man management experience required within a technical and or hard services background is essential. A good general education is essential with a HND being desirable. CVs to ed@c22.co.uk

Security Operations Manager, Sheffield, Contract approx 2-3 months, up to ÂŁ30,000 pro rata The Security Operations Manager is responsible for the operational management of Security Services staff, equipment and the operational delivery of a customer focussed 24/7 security service. In conjunction with the Security Manager, the role is responsible for the implementation of the organisations Security Policy and for liaising with internal departments concerning security issues affecting teaching and research activities. The post is required to ensure correct procedures for the recording, investigation and reporting of all incidents, accidents, alarm activations and damage to property are followed through and that any action and improvements are implemented. This role will be part of an on-call rota arrangement in case of major incident out of hours. The successful candidate will deputise for the Security Manager as required and must be educated to, or working towards, degree level or equivalent along with a recognised Security qualification; have a membership of The Security Institute or equivalent professional vocational qualification and have a Health & Safety qualification (NEBOSH or IOSH certificate). CVs to ed@c22.co.uk

providing quality people

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Leeds 0113 242 8055 London 020 7630 5144 26/5/11 10:40:57 jobs.fm-world.co.uk

26/5/11 11:57:38

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

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

Head of Investment, Conferencing and Events £57,700 to £78,100 per annum plus PRP bonus Reporting to the Director of Property, you will lead the development of a co-ordinated strategy including reviewing, developing and implementing alternative delivery models that will reduce cost and increase revenue. You will lead the investment portfolio and take overall responsibility for all aspects of setting strategy, which will involve best practice estate management planning and delivery, increasing revenue producing assets, protecting and improve the capital investment and advising the council on strategic investment and disposal decisions.

Statutory Compliance Officer £30,500 to £41,300 per annum plus PRP bonus Reporting to the Building Operations Manager, you will ensure that the Council has professional agents/contractors in place that are resourced and trained to ensure compliance with all statutory requirements for the Council’s 125 buildings and property assets. To apply, please email our advisor Michael Hewlett of The Management Recruitment Group on michael.hewlett@mrgpeople.co.uk with an updated CV. Formal interviews will take place week commencing Monday 20th June 2011.

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

Senior Appointments for the Built Environment


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Join us on our journey from Good to Great… Head of Estates and Facilities C£90k


Experts in FM & Maintenance Randstad Construction, Property & Engineering provide specialist recruitment solutions for the FM and Maintenance sector. Our specialist consultants offer tailored recruitment solutions for a broad spectrum of private and public sector clients operating in the commercial, domestic, leisure, retail, industrial and defence markets. We offer both temporary and permanent solutions within FM, health and safety, management and consultancy, throughout our UK and International branch network.

This is a unique role that requires an exceptional individual to underpin the infrastructure which supports our strategic journey from “good to great”. This role will support our 10,000 staff in being able to provide “caring at its best” to our one million plus patients. Reporting to the Director of Strategy, you will be the driving force behind the Estates and Facilities management functions. You will have a strong and proven senior management background in this field, ideally gained within the NHS or other similar large complex organisation. You will enjoy working at both operational and strategic levels and will have excellent people skills with a demonstrable ability and credibility of being able to influence and negotiate at every level. You will lead the delivery of all strategic and operational Estates & Facilities functions for the Trust and will hold corporate responsibility for the development and implementation of the associated strategies. A key deliverable of this role is the negotiation and delivery of a major Facilities Management Contract to provide Facilities Management services for the Leicester, Leicestershire and Rutland (LLR) Health Economy. For more information please contact Abi Tierney, Director of Strategy on 0116 258 7991. Closing date: Sunday 12th June 2011. Interview date: W/C 4th July 2011. Full details of this vacancy can be found on our website: www.uhljobs.nhs.uk

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


FM New appoints 020611.indd 41

www.uhljobs.nhs.uk This post will be subject to a Criminal Records Bureau Disclosure (CRB). UHL is committed to treating all its employees fairly and with respect in line with good practice and equality legislation. At UHL, all our hospitals are smoke free.

FM WORLD |2 JUNE 2011 |41

26/5/11 12:35:40




BEACHBALLS Lush green trees turning even the busiest city into a sylvan idyll. Children roaming the parks waving ice creams, chasing pigeons. Sand-castles, built in a futile attempt to defy the laws of nature, crumble into the sea. The merciless glare of the sun beating down on naked flesh. Heat rash and sunstroke ruining pick-nicks everywhere. Yes, I hate to kick sand in your lunch basket, but it is my duty to inform you that summer is almost upon us. Overripe cousin of spring, and brash half-brother of venerable winter, summer is a hot and nasty season. Summer encourages holidays, which, as we all know, mean hotdogs, alcopops and viral infections. What’s wrong with staying at home and catching up with your Jilly Cooper? Your grey flannel blouse – perfectly comfortable for nine months of the year – is suddenly hideously hot, which inevitably results in an embarrassing trip to Marks and Sparks to squeeze in to a skimpy, strappy slip of material that gives off totally the wrong impression. The only thing I enjoy about summer is beating seagulls over the head with my handbag after luring them in with a hot cone of fish and chips...

A GENTLEMAN AND A THUG? I picked up an informal tip at the Institute of Director’s Congress in London last week: that successful businesses need a both a gentleman and a thug on the board. The gentleman has the skills to schmooze the customers, be nice to shareholders, and do the client entertaining part, and the thug has no qualms about beating up the suppliers over their prices and handling collection of the debts, none of which I am sure the IOD would condone. There was no suggestion as to which one would handle staff relations, but I guess it would be a little from each. The more I thought about it, I could begin to

stereotype a number of company directors in my mind, and some who have both characteristics. I guess these take after the Viz character Raffles, where the he lives as a Victorian gentleman, but behaves as a 21st century hooligan. Aside of the business community, it seems that there’s a great deal of commentary about changing a thug into a gentleman, ranging from somewhat distasteful rap lyrics to blogs about how to change your man. Well, for those thugs that can’t or won’t change their ways – at least you now know that you can refresh your cv and be truthful about your beastly qualities.

APPRAISAL LANGUAGE Judgment is usually sound: Lucky

Conscientious and careful: Scared



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26/5/11 16:04:53

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