2013-03-28 fmw

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 28 MARCH 2013

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LIONS’ PRIDEHow FM is supporting England’s future football champions at St. George’s Park

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VOL 10 ISSUE 6 �28 MARCH 2013

20 | St. George’s Park

CONTENTS

FEATURES

20 St. George’s Park: Martin Read visits the FA’s

new Burton-on-Trent training centre, created to be the home for England’s many football teams

26 FM and Social Care: Nick Martindale reports on

what the recent acquisitions of social care companies by two of FM’s biggest service providers could mean for the wider image of FM

30 Guarding Laws: In the next few years, guarding

organisations will take on new legal responsibilities in terms of business compliance and licencing

32 Waste Management: Is ‘zero waste to landfill’ the

right goal for organisations? Martin Read finds that, with waste, prevention is better than cure

OPINION

18 Perspective of a facilities manager: Finbarr Murray suggests a solution to public sector funding challenges

19 Five minutes with Bob King, chief executiveof Humanscale

46 No Two Days

MONITOR

34 How To: Key advice on how to save a bucket on your water bill

35 Court Report: Tenancy break clauses come under the spotlight

36 What’s in it for me: Cathy Hayward on the benefits of being a BIFM volunteer

37 Insight: Market intelligence

REGULARS

38 BIFM news41 Diary of events42 People & jobs43 Products 44 Appointments

30 | Guarding 26 | FM Home Care6 | Growth areas

NEWS

6 Reports uncover areas for FM growth across the UK sector

7 Government claims £1bn saving from unused property sales

8 Project of the Fortnight: refurbishment of the Paris headquarters of Citrix

10 Think Tank: How much major project work have you managed in your career, to date?

12 Business news: Graeme Davies on how the government’s estate strategy is affecting FM

13 G4S results tarnished by Olympic guarding contract

14 In Focus: how global FM contracts could spark interest in FM as a career

15 Workplace well-being: psychological factors discussed at IOSH

16 Jamie Harris reports from the Ecobuild 2013 conference

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visit twitter.com/fm_worldCOVER IMAGE:Hannah Taylor

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LEADER

e are living in a world in which some senior facilities managers are seeing fit to remove the words ‘facilities’ from their job titles in order to advance to more senior positions, with greater responsibility and more strategic

portfolios, within their organisations. That, at least, is the view of workplace data-gathering guru Tim Oldman, who wonders if there’s something about the FM ‘brand’ that’s presenting some form of career limiting factor.

If true, could this be the result of FM being seen as a support function rather than an enabling one? When FM is viewed internally as little more than a necessary evil, that can hardly help the personal ‘brand’ of those practising it. Small wonder if some subsequently feel the need to park the word ‘facilities’ when seeking to sell themselves – and the true value they know they can bring – when seeking more senior positions. Unless FM is seen as having the same ‘enabling’ status as HR, IT or even marketing, this problem won’t go away.

It’s all about perception, as we’ve discussed so many times before. Indeed, this issue of perception seems so intractable, and comes up for discussion so often, that it’s easy to wonder if it can ever be adequately addressed. Inevitably, we look to trends elsewhere to gauge whether they can shine a more positive – some would say more realistic – light on the FM service.

With that in mind, I wonder what impact outcome-based contracts might have? The idea is simple: the successful delivery of an organisation’s ultimate objectives is the main determinant of whether a service provided to that organisation is fit for purpose. By ‘ultimate aims’, we are talking about, for example, ‘getting re-offending rates down’ or ‘making customers happy’. Unrealistically broad? Incredibly complicated to measure? Well, perhaps – but think of the possibilities.

From an operational perspective, such contracts give (in theory) much greater freedom for the FM delivery partner, who becomes unshackled from a slavish addiction to input specs. Yes, the organisation and its FM department/partner need to work closely together to make sure that compliance issues and the way the service is delivered are understood by all. However, by definition, a focus on required outcomes ties FM delivery to the overall strategy objectives of the organisation – and that’s got to be a good thing, right? In that context, how can FM not be more visible?

This topic of outcome-based contracts was addressed by various FM luminaries at the recent Workplace Futures conference. (You can read about that in our 28th February edition.) How FM’s performance is measured against those outcomes is one of the sticking points. But if our argument is that FM is never adequately recognised for its overall impact, surely having its performance measured in direct relation to whether an organisation is meeting its core objectives can only be a good thing?

Anyway, to my astonishment it’s suddenly time to see in British Summer Time and wish you all a happy Easter. I’m off to celebrate across the road. The input will be a pint of beer. The output will be an inebriated state. The outcome? Don’t ask.

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EDITORIALTel: 020 7880 6229email: [email protected]

editor: Martin Read ⁄ news editor: David Arminas ⁄ sub editor: James Richards ⁄ editorial assistant: James Harris ⁄ art director: Mark Parry ⁄ art editor: Daniel Swainsbury picture editor: Sam Kesteven

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SUBSCRIPTIONSBIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358FM 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 [email protected] – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/subscribe/To order the BIFM good practice guides orthe FM World Buyers’ Guide to FM Services call James Harris on 020 7880 6229.

EDITORIAL ADVISORY BOARDSimon Ball, business development manager, Interserve ⁄ Martin Bell, strategic solutions manager, Norland Managed Services / Jason Choy, director, Persus⁄ Nick Cook, managing director, Haywards ⁄ Rob Greenfi eld, group SHEQ director, GSH ⁄ Liz Kentish, managing director, Liz Kentish Coaching ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM tutor and author ⁄ Chris Wood, FM consultant

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

Tel: 0845 058 1356Email: [email protected]: www.bifm.org.uk

© 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 refl ect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Pensord ISSN 1743 8845

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MARTIN READ� EDITOR�COMMENT

W

“By definition, a focus on required outcomes ties FM delivery to overall strategy objectives”

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06�| 28 MARCH 2013�| FM WORLD

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Trends identified in new market reportsOpportunities for growth are increasing in the UK FM market, according to a couple of newly published reports.

In its report, ‘FM Market Research & Analysis UK 2013‘, MTW Research highlighted a number of avenues for boosting revenue in 2013. One opportunity identified through the analysis of financial data from 60 per cent of the FM market was the provision of energy management services. An integrated approach to energy procurement, management and efficiency, aligned with corporate environmental policy, will offer healthy opportunities in 2013.

According to the report, move management services also offered significant potential for growth in the medium term, particularly as the commercial property market strengthens.

MTW pointed to “a growing polarisation of the haves and have nots”, reporting 50 per cent of FM providers reported no growth over the past 12 months.

The research found that FM providers were finding success by closely matching service provision to clients’ corporate aims, objectives and cultures. This ‘strategic integration’ offered good opportunities for value growth in the near to medium-term.

MTW’s figures also suggested that multi-service FM would represent more than 30 per cent of the UK FM market in 2013. However, the report indicated a growing level of dissatisfaction with some bundled FM service providers. Clients were sometimes able to achieve better service levels at

similar prices through single-service contracts, claimed the report.

Market analysis from business and financial advisers Grant Thornton UK LLP has also been published. In its report, the company clains that the number and value of mergers and acquisition transactions in the FM sector ‘rebounded’ last year.

In 2012, disclosed deal values for the top 10 FM transactions amounted to more than £3.4 billion, with publicly recorded deals in the sector totalling 95. The figures represent a drop in the volume of M&A transactions compared with 2011, but the total value of reported deals is four times greater.

MARKET ANALYSIS

Grant Thornton predicts that private equity acquisition activity will remain subdued this year, with half as many deals done in 2012 compared with 2011. The 2012 number represents just a third of that reported in 2007.

David Ascott, corporate finance partner at Grant Thornton UK LLP, said: “The facilities management sector has entered 2013 on a strong foot. Last year saw significant

improvements in the performance and subsequent valuations of FM companies, and from what we’ve seen thus far this momentum is likely to carry on throughout the year, fuelled predominantly by trade activity.

“In particular, soft FM companies could see increased M&A activity as larger outfits look to strengthen their offerings and mid-sized companies look to diversify.”

BSA calls for fewer probation service deals

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The Business Services Association (BSA) has urged the government to slash the number of contracts for rehabilitation of prisoners.

The Ministry of Justice last month closed a consultation on proposals to reform the delivery of offender services in the community.

The BSA – whose members include such firms as Amey, Aramark, Enterprise and G4S – has called on the government to introduce 10 contract package areas, a significant reduction from the 16 originally proposed.

“We would advocate a further reduction from that proposed in the consultation, to 10 CPAs,” said the BSA response. “These CPAs could map directly onto existing regions of England and Wales.

“There are considerable potential benefits in terms of efficiency and performance to delivering probation services over a larger geographical area.”

The BSA said it supported the intention to award contracts for probation services on a payment-by-results basis.

“The complex process of rehabilitating offenders necessitates flexibility and personalisation – two approaches that payment-by-results actively encourages,” said the response. “A radical dose of payment-by-results encourages providers to focus on what works.”

The membership body said it was important for service providers to have control over as much of the offender

management journey as possible.It added that its members were

keen to partner with voluntary sector organisations.

“This could either be achieved through a joint venture or more informal partnership arrangement, or a prime-sub-contractor relationship,” said the response.

“BSA members have already developed a range of partnerships with voluntary sector bodies. For example, Sodexo has formed a partnership with Working Links and Nacro, making the Community Justice Partnership.”

Earlier this year, BSA chief executive Mark Fox told FM World that the government’s planned new super-prison is an opportunity to showcase the best of British outsourcing.

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could have been more generous, it has sown the seeds for growth and will create extra jobs.

“And while the public sector spending outlook looks grim (and set to be even more tightly controlled), this may open up opportunities for further FM outsourcing and estate rationalisation. As an industry, we must ensure we have the right people with the right skills to respond to this need.”

Reacting to the announcement that 1 per cent is to be taken off corporation tax – taking the rate to 20 per cent in 2015 – Tancred said that the measure “will boost the FM supply side and makes the UK one of the most competitive

places to do business. The UK will have the lowest corporation tax of any country in the G20. This will encourage foreign businesses to come to the UK ensuring long-term property development and an ongoing and growing FM requirement.”

Tancred also welcomed the likely impact on lower-paid workers in the facilities sector of the rise in the personal income tax allowance to £10,000 (from April 2014), and claimed that the cancellation of the 1.89 pence fuel duty increase, originally planned for this September, would be “welcome news for FM businesses with large vehicle fleets.”

Tancred: Budget can boost FM sectorBIFM’s chief executive Gareth Tancred has claimed that last week’s budget statement offers some welcome news for the facilities management sector.

Accepting there had been “few surprises” in George Osborne’s fourth budget statement, Tancred welcomed the extra £3 billion a year for new infrastructure projects from 2015-16 until 2020 as “excellent news for the FM industry”.

The infrastructure boost, said Tancred, “gives our profession the opportunity to be involved in their design at an early stage, to ensure a facility is created with a whole-life cost approach. Although undoubtedly the boost

May Gurney apprenticesSupport services and construction firm May Gurney has announced plans to create 500 apprenticeship places over the next 12 months.

The Norwich-based firm is expanding the apprenticeship scheme it has run in Norfolk, Lincolnshire, Northamptonshire, Surrey and East Sussex.

It has developed apprenticeship programmes for 11 areas, including cleaning and support services, local environmental services, and team leading.

Bristol Council officesBristol City Council has bought new offices for staff as it moves to slash space by 40 per cent.

The local authority exchanged contracts with Aviva Investors Property Trust on an £18 million deal for 100 Temple Street. It is part of an ongoing programme to reduce office space from 53,000 square metres to 32,000 square metres (from 570,000 to 344,000 square feet) to help save £40 million over 25 years.

Mayor George Ferguson said: “It makes complete sense for the council to vastly reduce the number of offices it currently owns or leases across the city, and consolidate into a few core offices.”

Hochtief mulls FM saleConstruction services specialist Hochtief is considering the sale of its European facility and energy management activities.

In a statement outlining plans to realign its operations to increase profitability, the group said it would sell non-core assets to focus on infrastructure projects.

Hochtief said that although facility and energy management services generated stable returns, they “no longer fit the group’s strategic focus”.

The company said it set new records on financial performance indicators in the past financial year, but earnings fell short of its own expectations.

Hochtief said that it will now focus on four segments: energy, transportation, social and urban infrastructure, and contract mining.

BUDGET 2013

The government has raised £1 billion in just under three years by selling land and property.

It reached the milestone with the sale of St Dunstan’s House in central London. The property, previously used by Ministry of Justice civil servants, has been bought by Taylor Wimpey for development into 76 residential apartments.

The Cabinet Office has been working to make money out of surplus estate since the coalition government was elected in May 2010.

As well as creating £1 billion in revenue, the government has

exited more than 1,000 leasehold and PFI properties to reduce rent and running costs.

Cabinet Office minister Francis Maude said: “It’s remarkable that the government was paying for property that it just wasn’t using. That kind of waste is always unacceptable – but is completely unjustifiable when we are trying to reduce the deficit and get ahead in the global race.

“In the past, government took out expensive leases at the taxpayer’s expense on new properties even though freehold space was under-used or even empty.

“Now we have reached this milestone, we will push ahead with a new phase of cross-government work to encourage all officials to work more flexibly to reduce our dependency on expensive public sector buildings and save the taxpayer even more.”

The next stage of property rationalisation within government is a workplace transformation programme. Innovations, such as cross-departmental hot-desking areas, known as touchdown hubs, are being introduced, aimed at improving workplaces and technology, and making it easier for civil servants to do their job.

Government pockets £1bn from property sales

NEWS BRIEFS

REGION NO OF DISPOSAL ASSETS RECEIPT (£M)EAST MIDLANDS 44 26.8 EAST OF ENGLAND 105 48.1LONDON 74 220.9NORTH EAST 35 7.5NORTH WEST 59 24.7SCOTLAND 6 4.7SOUTH EAST 141 225.1SOUTH WEST 107 138.9WALES 20 209.8WEST MIDLANDS 111 36.8YORKSHIRE AND THE HUMBER 58 60.2OTHER 11 3.2TOTAL 771 1,006




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PROJECT OF THE FORTNIGHT

Office services contractor Area Sq has created a showcase headquarters for technology giant Citrix in a ¤1.5 million euro (£1.3 million) fit-out project in Paris.

Citrix’s own research showed organisations were set to reduce office space by 17 per cent between 2012 and 2020. Its poll of IT decision-makers showed they expected the UK workplace of the future to provide just six desks for every 10 office workers.

Citrix decided that its 1,533 square metre (16,500 square feet) HQ should embody the company’s vision of an appealing, inspiring workplace that allowed people to work wherever and whenever they wanted.

Area Sq replicated the layout and facilities of a village town centre to create an ever-changing but communal environment.

With less than half of the Citrix workforce based at the Paris office full-time, Area Sq created zonal spaces rather than endless workstations.

The office has ‘snug’ areas, which look similar to bus stops, a product demonstration area representing a business district, training and meeting rooms as a library, break-out areas for playgrounds, and a ‘village green’.

Facilities in the staff breakout area include table football and PlayStation game consoles.

Sketch Studios, the sister company to Area Sq, helped select and install furniture that reflected the client’s working ethos.

This includes desk and task seating as well as bespoke joinery pieces and mobile seating in the village.

During the move, Sketch was able to recycle 95 per cent of Citrix’s existing furniture with the use of new tops or covers.

James Geekie, head of design at Area Sq Regions, said: “When a visitor first arrives in the office, rather than being greeted by rows of desks, they will see areas in which they can meet, socialise, brainstorm or relax.”

Security head calls for lone worker safetyA security expert is urging companies to provide lone workers with ways of calling for help. Patrick Dealtry, chairman of the British Security Association’s Lone Worker Forum, said such measures were a critical part of health and safety policy.

More than six million people in the UK work either in isolation or without direct supervision. Figures published earlier this year by law firm Pinsent Masons showed that the number of corporate manslaughter cases rose 40 per cent in 2012.

Dealtry said: “Lone working can be both intimidating and at times dangerous, so the protection of lone workers will not only provide safeguards, but also offer reassurance to the people involved.”

Cleaner campuses ‘would boost grades’Almost half of students believe they would get better qualifications if their study environments were cleaner, according to new research.

A poll by outsourcing specialists Resource GB has identified a link between campus cleanliness and students’ perception of their own potential academic achievement. Of the students surveyed, 44 per cent felt they would gain a better qualification if their campus and halls of residence were cleaner and more organised.

Cleanliness of campus facilities was rated as ‘quite important’ by 48 per cent of those polled – and ‘extremely important’ by 41 per cent.

Resource GB managing director Andy Vaughan said: “The students we surveyed felt that they’d learn more in a clean environment and that a lack of cleanliness lead to higher stress levels, as well as contributing to allergies and the spread of germs. Our research has concluded that institutions that maintain a high level of cleanliness throughout campus at all times produce happier and more productive students.”

NAO calls for council building cullCouncils are being urged to reduce the number of buildings they use to deliver local services. The National Audit Office said in a report last week that estate rationalisation was critical for local authorities to meet public demand with smaller budgets.

The Department for Communities and Local Government is working with four councils – West Cheshire, Essex, Greater Manchester and West London Tri-borough – to test budget integration in its Whole Place Community Budgets programme. The NAO report examined the operational plans submitted last autumn under the scheme.

The report said: “Alongside service reform, local areas’ operational plans also reference the accompanying rationalisation of physical assets, property and back-office services, which is necessary if projected savings are to be realised.

Remote working grows among FMsNinety-nine per cent of FMs carry out some of their work remotely, according to a wide-ranging survey of the profession.

The 2012 State of Facilities Management report polled members of the BIFM International Special Interest Group to gauge trends in the profession. Just 1 per cent said they never worked remotely – down dramatically from 15 per cent a year earlier. The proportion working remotely ‘all the time’ grew from 8 per cent to 12 per cent.

Although face-to-face discussions remained the preferred communication method for FMs in 2012, email replaced the telephone as the second choice. LinkedIn was far and away the most popular social networking tool used by FMs for business purposes. Network at BIFM beat Facebook into second place.

The report was carried out in conjunction with built environment consultancy Gensler.

NEWS BULLETIN

Area Sq creates ‘office village’ at Citrix

Area Sq replicated the layout and facilities of a village town centre to create an ever-changing but communal environment at the Paris headquarters of Citrix


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www.fm-world.co.uk

The day-to-day role of a facilities manager often requires a healthy amount of project management. We asked FMs to detail their experiences with major new-build fit-out projects. An overwhelming number of respondents said that they had experience in one or more such projects, and furthermore, were involved in its management.

One respondent commented: “We purchased a new building five years ago in order to relocate our outpatient clinic. We bought the 1,115 square metre (12,000 square feet) building as a shell and then fitted it out for purpose. I was involved throughout the whole process from the design stage, project management and implementation, through to the

fit-out and relocation. “Since then we have carried

out smaller refurbishment projects that I have managed, both with external project managers and directly employing the contractors.”

Another FM concurred, but also pointed out that organisations can fail to make the best use of their FM’s experience in the area.

“In my experience, a major fit-out, or refit, is the norm. But many companies do not make the best use of or recognise the experience they have in house, and outsource all areas of the fit-out.

“It is an amazing experience for an FM to get involved with, and I would love to do it again,” another respondent agreed.

While FMs might be involved

WE ASKED 100 FMS…How much major project work have you managed in your career to date?

in project managing a fit-out, some have struggled to exert their influence. Said one respondent: “Having a background in quantity surveying, I have been directly involved in many major re-fit projects. As an FM, I have only ever been involved as a client.

“The organisation I belong to is multi-building and multi-site and employs dedicated project managers to manage this type of work. I have found it rather difficult to keep my distance.”

“But I think these projects are fairly rare and you have to be in the

right organisation at the right time to get the full benefit.”

However, not everyone agreed of the definition of a major project.

“I mentioned to someone recently that I was planning to replace the kitchens,” said the FM. “Their view of was that this was a major project. I saw this as business as usual and more end-of-life replacement. A major ‘project’ is something much bigger.”

Join the FM World Think Tank LinkedIn group by visiting www.tinyurl.com/fmwthinktank

THINK TANK

The government is claiming that it has made it easier for businesses to compete for public sector contracts.

Cabinet Office minister Francis Maude has unveiled a centralised registration system aimed at slashing red tape for suppliers.

The system will mean potential suppliers only have to register once to access a range of contracts.

Maude said: “We’ve always said that we want to simplify the procurement process, and it won’t make it easier for new suppliers to bid for government business if we’re asking them to register on several systems in order to access these opportunities.”

He added of the new system: “It’s simple and innovative. It will reduce the time and cost spent tendering for government business” Maude suggested this was especially important for SMEs,

and would improve how the government shared analysis of supplier financial information.

Supply chain management services provider NQC has been given the contract to develop the new system. It will be available in phases, starting with the health sector by the end of April 2013.

It will replace a system currently used by 80,000 registered suppliers and almost 80,000 customers.

Public sector tender access ‘simplified’

Remote working makes us happierRemote working reduces absence and increases happiness, according to a survey in the US.

The poll by office products supplier Staples Advantage found that 93 per cent of employees believed working away from the office was beneficial for staff and bosses.

It comes after reports that Yahoo chief executive Marissa Mayer sent a memo to staff at the web giant asking them all to work in offices from June.

The memo is reported to have read: “To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side. That is why it is critical that we are all present in our offices.

“Some of the best decisions and insights come from hallway and cafeteria discussions, meeting

new people, and impromptu team meetings.”

But 75 per cent of decision makers quizzed by Staples Advantage noticed employees were happier when they were allowed to work remotely; and 53 per cent said they were more productive. More than a third of those questioned in the poll noted a cut in absenteeism.

Tom Heisroth, senior vice president for Staples Advantage, said: “Telecommuting can help achieve a balance between workplace demands and life obligations, but being successful isn’t as simple as just sending employees home with their laptops.”

Staples Advantage recommended six steps to productive remote working – taking care of connectivity, network access, data back-up and security, ergonomics, storage, and sustainability.

At least one project plus management 71%

Never involved

5%

Once13%

11%

At least one project but no management


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Lindley Venue Catering has scored a £10 million, 10-year deal with Doncaster Rovers Football Club. The leisure sector division of The Lindley Group will manage all match-day and non-match day catering at the League One club’s Keepmoat Stadium. It will also provide sales and marketing services to promote the 15,000-seat stadium as a premier events venue.

Building services firm Ian Williams has secured a £16 million deal to deliver planned maintenance for Wiltshire Council. The Bristol-based company will provide a variety of services, including property maintenance

and cyclical decorations, to around 5,000 council properties. The five-year contract begins on 1 April.

Voith Industrial Services has signed a £40 million, five-year deal with Alstom Transport, the biggest contract in its history. Voith is cleaning 90 complete train ‘sets’ for Alstom, which runs the trains on the West Coast Main Line operated by Virgin Trains, First ScotRail, Northern Rail and BTMS. The work involves on-board cleaning (while the trains are running), turnaround cleaning between train journeys, and the cleaning of 16 train depots between London and Glasgow.

Chartwells, part of Compass Group UK & Ireland, has agreed a five-year contract extension with Oxford Brookes University, providing catering in a deal valued at £25 million. It will continue its provision of catering and retail services across the university’s three campuses to nearly 20,000 students, staff and visitors. The deal is an extension of a 20-year partnership between the two organisations.

Lovell has secured a £14 million deal with Wandle Housing Association in South London. In a two-year deal, it will refurbish void properties for Wandle, as well as handling day-to-day repairs and major works. It will also deliver a 24-hour reactive repairs service.

Kent-based Ward Security has won a contract with the property management arm of Deloitte Real Estate (DRE). Ward will manage security at properties across the south east and Midlands for DRE’s Asset Property Management Unit.

Whitehall and the incredible shrinking estateGRAEME [email protected]

At the start of last year, the government occupied almost 14,000 buildings across the UK, with a footprint in excess of 16 million square metres – six times the size of the City of London.

But hundreds of buildings were empty and hundreds more either underemployed, unfit for purpose, or coming towards the end of their useful life. As the government continues to shrink its balance sheet, reducing its property portfolio remains a major plank of the wider austerity package.

Amid the government’s land

holdings are many redundant buildings and others that, due to spending cuts, are unlikely to be used for much longer. Huge savings have already been made, rationalising the estate and introducing increasingly flexible working practices, such as hot-desking.

Under cabinet secretary Francis Maude’s direction, the government claimed savings of £100 million on its estate in the year to April 2012, following a saving of £90 million in the previous financial year. After six months of the current year it said it had saved a further

£168 million from exiting leases and PFI properties. In total, the government claims to have saved the taxpayer £1 billion on property costs since the coalition was elected in 2010. But what are the implications for outsourcers and FM operators who have previously built considerable businesses around managing buildings on behalf of the government?

Clearly, there is a smaller pool of government business to be shared around. As its estate shrinks, this will be felt for some companies whose FM contracts expire alongside government leases and are not renewed. There could be a boost for some companies that specialise in converting and refurbishing offices, and those that maintain empty buildings.

As the government encourages the provision of more housing, many government buildings are being turned over to developers for conversion into residential units

(Fetter Lane in London, which is being converted by Taylor Wimpey, is one example.)

At the same time, there may be opportunities. Some FM specialists could benefit, such as those able to help the government make more efficient use of its estate. This can readily be achieved through the modernisation of existing buildings and assisting with developing a more flexible civil service workforce. This means reshaping and re-purposing buildings for more flexible working, as hot-desking becomes the norm in many departments. The likes of Capita already have departments specialising in public sector property rationalisation.

But, as with so many other themes in the sector at the moment, this practice seems to favour larger operators who are better able to service contracts across multiple sites and to bring the necessary specialist skills.

But for smaller operators, a chink of light has opened up in terms of government work: the incoming Single Supplier Registration platform. Once implemented, this will allow all potential government suppliers to register and view tenders and contracts in one centralised system, thus cutting down the amount of administrative work required to tender for contracts.

There is little doubt that the rationalisation process has some considerable distance to run. It will inevitably have a knock-on effect for some companies that lose out on their more traditional FM service contracts as buildings are taken out of the public sector. But for some companies, this will simply open up opportunities elsewhere.

Graeme Davies writes for Investors Chronicle

Contract wins

NEWBUSINESS

ANALYSIS

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BUSINESSBRIEFSG4S results

tarnished by Olympic guardingSecurity firm G4S increased its turnover last year, but profits were hurt by its troubled Olympic guarding contract.

The company posted revenue of £7.5 billion in the 12 months to 31 December 2012, up from £7 billion the previous year.

However, pre-tax profit dropped by almost a third to £175 million, with the high-profile London Olympic Games security contract losing the company £88 million.

Just weeks before the Olympics started, G4S said it would not be able to provide the 10,400 guards it was contracted to supply.

Chief executive Nick Buckles later admitted before a committee

of MPs that the contract had been a “humiliating shambles”.

Buckles said of the 2012 results this week: “Our 2012 financial results reflect the significant exceptional costs associated with the Olympic contract and our overhead reduction programme, together with the large impairment charge related to the discontinued US Government Solutions business.

“Despite these issues, the underlying business has performed well in 2012 with an acceleration in organic turnover growth to 7 per cent and margins holding at over 7 per cent.”

The acceleration in organic growth was due largely to a

Balfour Beatty’s year-end results show a 12 per cent increase in its support services order book, compared to 2011.

Support service revenues are up three per cent, but profitability is lower, at £52 million compared to 2011’s £67 million.

In its end of year statement, Balfour Beatty said that new facilities management business won by its Workplace division will “ensure revenue growth for this unit in the coming years”.

The statement cited newly-won FM contracts for the Queen Elizabeth Olympic Park and EDF Energy and said that it had also benefited from the trend for local authorities to outsource longer, larger and more complex integrated

Balfour Beatty: revenues up, profits down

number of North American commercial and UK government contracts, as well strong growth in developing markets, he said.

“The breadth of our portfolio in over 125 countries continues to present many new growth opportunities,” added Buckles. He claimed the company saw “good opportunities for outsourcing in key sectors such as government, financial institutions, aviation, oil and gas, mining and ports.

“Our market-leading businesses, broad customer base and £3.5 billion per annum contract pipeline give us confidence in the outlook for the group,” he said.

contracts – for example, a deal with North Tyneside Council is worth £200 million over 15 years.

According to its statement: “The trend to outsource by central and local government and commercial enterprises is an enduring one.”

Balfour Beatty’s UK shared service centre, based in Newcastle, is cited in the statement as an example of the company’s focus on centralising procurement activity.

The centre now accounts for 50 per cent of the firm’s UK transactions and an equivalent centre is being constructed in Lancaster, Pennsylvania, which will become operational in April.

The statement concluded

that the company’s support services achieved good revenue growth in power and buildings. “We have delivered a set of results for the full year that demonstrated resilience in underlying earnings and a stable order book in the face of continuing challenging conditions.”

Initial Facilities’ profits riseInitial Facilities boosted operating profit by almost a tenth last year.

The FM services division of Rentokil Initial posted adjusted operating profit of £29.6 million in the 12 months to 31 December 2012. This was up 9.2 per cent from the previous year – and up 9.6 per cent, discounting exchange rate fluctuations.

Initial Facilities had a turnover of £593.3 million in 2012, up 2.1 per cent on the previous year at constant exchange rates.

Excluding Spain, where the business is being scaled down, revenue was up 3.8 per cent.

Also, excluding the acquisitions of MSS Facilities Management, Modus FM and Phoenix Fire Services, as well as the Spanish business, underlying revenue was down 1.7 per cent.

Strong results for MearsSocial housing maintenance firm Mears Group boosted turnover by 15 per cent last year.

The Gloucester-headquartered firm, which also provides services to the care sector, posted a turnover of £679.5 million for the 12 months to 31 December 2012.

This was up from £589 million in the previous year, as new contracts came into force and the company acquired competitor Morrison Facilities Services.

Mears grew pre-tax profit by 1 per cent to £31.7 million in 2012, despite a significant loss inherited with the Morrison acquisition.

The social housing division grew by 22 per cent to £504.7 million, while the care division increased by 4 per cent to £112.6 million.

Mears chief executive David Miles said: “2012 has been the most successful in the group’s 17-year history.”

G4S chief executive Nick Buckles

Andrew McNaughton, CEO-designate

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Among the changes to the FM market likely to result from the recent raft of global FM deals is a greater interest among young people in the choice of FM as a career, claims Richard Sykes, chief executive of ISS UK.

The fourth-largest employer in the world (behind Walmart, Carrefour and G4S), ISS now employs 50,000 people in the UK alone. It recently took on the global FM requirement for Barclays, the mobilisation of which required, in the UK alone, the absorption of 5,000 staff from 200 suppliers overnight – just three months after the award of the deal. The interest from prospective clients as a result of the ISS/Barclays and JLL/HSBC deals has been phenomenal, with prospective clients clamouring to understand how these deals work and how they are mobilised, an interest that’s as great from the client side as it is the supplier.

“The dam has broken,” claims Sykes. “The trend will be for more and more of these global contracts. We’re already seeing a large number of pan European deals and clients can also now see that global deals work as well – they’re seeing the outputs and the benefits. These are big, game-changing deals and I think we’ll continue to see more of them in the finance and banking,

FM BUSINESS� IN FOCUS

across territories, will put ISS at a distinct advantage.

“The differentiator for us is that we self-deliver and we operate in 53 countries. Some of the other global deals are where a managing agent controls local suppliers and that still doesn’t add enough value for me; I believe that the new generation of deals will be global self-delivered contracts.”

It’s in this global self-delivery that Sykes sees a bonus effect emerging – a more positive image of FM as a potential career choice, the result of a wider range of opportunities opening up as people develop.

“The huge advantage in self-delivery is in empowering blue- collar workers,” says Sykes. “You can’t do that if you’re giving work out to local companies that train their staff differently and give them each a different set of values.”

At ISS, says Sykes, the workforce is trained and inducted in exactly the same way no matter which of the 53

Global appealcountries they’re in. “They know our values and have the same training, so we get consistency of service delivery. They get to know what their purpose is, and that purpose is effectively the value proposition of the customer. To use Boeing as an example, you’re not cleaning the plane – you’re helping the planes to fly. When workers get into that mindset, they can take more pride in their work.”

Global deals will also lead to more mobility among managers as they move from territory to territory to gain experience, says Sykes.

“Managers will experience things in different cultures and move around more. I was speaking to one of our managers earlier – he’s off to Hong Kong for the next couple of years. When he comes back to the UK, he’ll have a wealth of new knowledge that he can apply.”

”It will make FM a lot more interesting as an industry. We’ve perhaps not been so good at promoting our industry in a positive way in the past, but facilities management has always been about many different things – and what could be more exciting than being part of a team managing a global deal? I think that will attract a lot of people in.”

“What could be more exciting than being part of a team managing a global deal? It will attract a lot of people in”

THE INTERVIEWEERichard Sykes, chief executive offi cer, ISS UK

THE ISSUE Global FM deals have the potential to spark interest among young people in a career with an FM contractor

pharmaceutical and professional services sectors.”

Sykes also believes that the move to larger multinational deals will have a wider impact on the market for FM services, in particular the development of a ‘squeezed middle’.

“I think we’ll end up with quite a mixed market,” he suggests. “The large players will operate globally, but will still be based in the UK, as this is a major hub. UK-only service providers will need to focus a lot more on the public sector – local authorities, healthcare contracts and defence – as they are gradually shut out by private sector clients wanting to work with multinational service providers.”

At the smaller end of the market, Sykes foresees a growth in the number of niche players specialising in vertical FM service models for sectors such as high-tech M&E and engineering.

Sykes also believes that the complexity of global deals, with the myriad issues involved in maintaining service consistency

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Clinical psychologist Bill Mitchell has 25 years’ experience in the field of workplace psychology. He has always taken

an interest in the role that work plays in producing psychological difficulties. But over the years, he’s seen the stigma over mental health in the workplace decline.

“For many organisations, that stigma has all but gone,” said Mitchell. “People today are much more open and ready to talk to managers or the people who work for them, and happy to ask for time off. I’ve seen traditional organisations become much more interested in why someone who works for them has developed a depressive illness – something that was unheard of back when I started.”

However, sickness absence from psychological disorders remains a problem and Mitchell’s view is that managers need to be more attentive to the signs – both in terms of the people for whom they are responsible, and the workplace in which they work.

In his IOSH presentation, ‘Prioritising Psychological Wellbeing at Work’, Mitchell spoke about the problems associated with avoiding the issue when it presents itself.

“The first thing to think of is

FM EVENT� IOSH� MARTIN READ

the cost of not doing anything,’ he said, “and the second is to identify when things are going wrong at the earliest part of the story – because these are difficulties that can develop gradually before suddenly becoming much more serious.”

Mitchell spoke about how easy it still is for workers to ‘suffer in silence’.

“If you tell your GP that you have difficulty in sleeping, are feeling overwhelmed, and have high blood pressure or headaches, the chances are that you’ll be signed-off for on average for twenty days. There’s a fair probability you won’t receive any other treatment, or at best an antidepressant. That doesn’t work for the individual, or the organisation,” said Mitchell.

Knowing the signsThe challenge, said Mitchell,

is for managers to appreciate the signs of the psychological illness itself, and for those managers to put preventative measures in place that help optimise psychological well-being in the workplace. Mitchell cited the constant state of flux in the modern workplace as a key component in the problem.

“Technology follows you everywhere these days,” said Mitchell. “It makes it difficult for

people to draw a line between home and office. That and other changes in the workplace can create insecurities and ambiguities. Around 50 per cent of the referral cases we see can be put at the door of change in the workplace – significantly up on what it was five years ago.”

Change agentsChange projects, said Mitchell,

can be more disruptive than managers appreciate. “How the change is introduced can have a huge effect. Such projects can create ambiguity [in terms of reporting structures], and that in turn can cause people to do more to take control of issues raised in the project, all as a dysfunctional way of dealing with the ambiguities of that change.”

Managers, says Mitchell, need a better understanding of why change can be stressful. They need to be attentive to changes in a person’s behaviour, so that they can have practical and supportive conversations with affected individuals.

Mitchell’s consultancy runs its own support programme. He quoted a manager who believed the workshops he’d attended had made him “more productive at work, and therefore able to achieve more.”

The same manager said he was able to take a much calmer approach to his workload.

“At the front line in all of this are departmental managers, supportive colleagues and health and safety people,” said Mitchell. “People need to be able to recognise the signs of stress in themselves, and in others.”

“Prioritising mental well-being can save in terms of absence and the legal cost from situations that end up going to tribunals. At a time of economic uncertainty where change is constant, doing nothing and relying on GPs is not an alternative.

“Change in the workplace is inevitable,” finished Mitchell. “Removing the cause of problems associated with that change is an inevitable requirement. Introducing managers to ways of dealing with change with their staff should be a primary intervention.” FM

WISHING WELLLast month’s Institution of Occupational Safety and Health (IOSH) conference at London’s ExCeL centre featured a presentation on the issue of psychological wellbeing at work – one with some interesting things to say about the impact of workplace change on the workforce

• Depression costs the economy £8.6bn a year, up from £3bn 10 years ago.

• Those out of work as a result of mental ill health are 70% less likely to find their way back into full time work.

• £2.4bn a year is spent replacing staff who leave their jobs because of mental ill-health.

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Earlier this month, London’s ExCeL centre played host to the 2013 Ecobuild conference.

Discussion in the opening session (pictured) focused on the likelihood of the UK meeting the carbon reduction targets set for the year 2050. A distinguished panel concluded that, while difficult, a combination of legally-binding targets for future governments and gradual behavioural change should just about be enough to get us over the line (see News, FM World 14 March 2013, p7).

Sustainability and building information modelling were other themes debated at the event. In a session entitled ‘What does sustainability add to property values? the answer from Philip Parnell, head of real estate management and valuation, Deloitte Real Estate, was ‘more than you might imagine.

“In the long term, sustainable property is likely to fare better,” suggested Parnell. “There’s a positive correlation between green property and rental values– but there are myriad other issues, such as social influences and legislative drivers, also coming into the scope of property valuation. We’re starting to see value differentials emerging, so not added-value, but a discount on value eroding from non-sustainable properties.”

Andrew Renshaw, head of valuation and professional advisory, Jones Lang LaSalle, pointed to the Energy Act 2011’s stipulation that by 2018, it will be illegal for accommodation with an energy performance certificate rated ‘F’ or ‘G’ to be let out. “It’s more a question of obsolescence than sustainability,” said Renshaw, who prophesied the emergence of a much stricter

FM EVENT� ECOBUILD� JAMIE HARRIS


correlation between a property’s performance, data valuation and its market valuation.

Andy Gulliford, chief operating officer for data warehouse developer Segro, point to increased interest in the topic of sustainability from his customers although, he said, “we are not

seeing increased rents or better yields. We’re seeing more value protection from sustainability, rather than value enhancement, although we fully anticipate this in the future.”

A session focused on attracting and retaining occupiers on sustainable leases featured Jenny

Pidgeon, director, responsible property investment, Henderson Global Investors. She said that green lease documentation due to be published later this year by the International Council of Shopping Centres and British Property Federation would move the debate forward.

LOOKING TO THE FUTURE

Rt Hon John Gummer, Lord Deben, discusses the UK’s progress towards meeting its 2050 carbon reduction targets

With issues of sustainability and energy management continuing to dominate the legislative agenda, the recent Ecobuild event drew large audiences. Jamie Harris took in some of the sessions

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“The way construction professionals are employed and buildings procured, it’s rare to get everybody together at the start, to make sure steps are collaboratively taken early on.”

Richard Francis, director of sustainability, Gardiner & Theobald, and chair of the British Council of Offices Sustainability Group, suggested that “occupiers now demand more from their buildings; it’s no longer a beauty pageant. Occupiers are looking for a longer-term engagement.”

Andries van der Walt, associate head of sustainability, Cushman & Wakefield, spoke about how, when well-meaning landlords had tried to introduce sustainability- related lease clauses, they were often “met with resistance and a pathetic response from tenants”. Van der Walt suggested that green leases were “a good way of expressing the relationship between landlord and client”.

Barriers to introducing sustainability clauses into leases “lie not with the landlords, but the middle men”, suggested Neil Pennell, head of sustainability and engineering, Land Securities. “Not every occupier is interested. 100 per cent engagement very rare. We need to start at the top. Cultivating a positive relationship is more than a lease, it is about trust and about understanding the economics of these things.”

In a session on the benefits to facilities management of building information modelling (BIM), Peter Chambers of Emprise Services claimed that BIM promised “a much greater opportunity for occupiers to appreciate the impact of any changes they may want to consider.

“What does the owner-occupier want from BIM? They want addressable information to help them decide on practical solutions

and decisions that improve the efficiency of their assets.”

“Data is for life, not just for handover,” said Kate Fletcher, associate at Arup Associates. There’s a role for the FM in informing the client about how they would benefit from BIM.”

Edward Carter, consultancy operations director, Mace Macro, was blunt in his assessment: “FM in its various identities has been bottom of the pecking order when it comes to planning, design, construction and pretty much every other aspect of the building life-cycle. Where most of the money being spent is in the design and the implementation, operation has

not been given as much thought.“You’ve got to go back to

definition and feasibility,” said Carter. “Showing costs is one of the ways to drive home the benefits of BIM to clients.”

BIM’s impact on whole life costs was picked up in another session, ‘Is BIM the saviour of sustainable design?’ In it, Michael Beaven, BIM leader, Arup, said the ability to allow for real-time collaboration in a virtual environment meant BIM was an enabler that allowed teams to experiment

“The life cycle efficiency design intent can sometimes get lost in the process,” said Beaven. “I’m not convinced that BIM is the elixir, but it can help, as long as it’s

about empowering the people.”Founding partner of Make

Architects, Ken Shuttleworth, agreed that BIM wasn’t necessarily sustainable design’s ‘saviour’, but agreed that it would help. “BIM doesn’t design the building for you,” he said. “But we are not designing for now, we are designing for future generations.”

Sunand Prasad, senior partner, Penoyre & Prasad LLP, thought BIM a “brilliant tool”, one that “we are still discovering what it can do”.

Prasad said: “The way construction professionals are employed and the way buildings are procured, it’s rare to get everybody together at the start, to make sure steps are collaboratively taken early on.

“There are barriers to real collaboration: money saving opportunities, such as excluding other professionals from the start of projects.”

That barrier was not technological but attitudinal, suggested Prasad.

“At the core of BIM is the three-dimensional model, with the embedded carbon and embodied energy cost factored into object-orientated modelling. Entire estates can be there in a virtual form on your server. We have to help the adoption of BIM, otherwise BIM will be of only limited help to us.”

In a final Q&A session, panellists agreed that BIM “could change the procurement process completely”, with the leader of the project “becoming the contractor rather than the architect” FM

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FM OPINION� THE DIARY COLUMN�FINBARR MURRAY

18�| 28 MARCH 2013�| FM WORLD www.fm-world.co.uk

Finbarr Murray is director of estates and facilities at East Kent Healthcare trust

FMconsultant

University estates

NHSTrust

When I joined the trust some months ago, it struck me that the estate for which I’m responsible was physically large and complex. But it also occured to me as challenging to understand whether it was being used effectively.

I immediately commissioned space consultants to support the trust in mapping the sites. Space utilisation studies (SUS) have proved crucial in measuring how efficient we were. Now three months on, with the initial phase coming to an end, it’s clear we use our sites significantly more than we would have liked. Given the

nlocking capital for portfolio investment is the secret to revitalising

public sector estates, which otherwise have a tough time finding money, says Finbarr Murray

history of how the trust evolved – three trusts were merged into one foundation trust.

It’s not surprising that we, like many health organisations, occupy a substantial estate. We’re faced with a consistent year-on-year growth in service demand, growing complexity in delivering health care, and organic growth in space.

Our intention in commissioning this work was to facilitate strategic space management. In doing so, we have aimed to adopt principles of corporate landlording, asset sweating and estate

rationalisation. It’s clear we also need a flexible, adaptable estate, and importantly, given the changes arising from the Health and Social Care Bill, are capable of meeting NHS future demands.

I paid special attention to the government this week, as it outlined how it intends to use its own capital and finances from PF2 initiatives to restart the building programme for the UK’s schools. Apparently, the programme has suffered delays, partly due to negotiations over the finance package and structure.

My own research suggests there is a real problem in accessing affordable long-term capital. With interest rates at historic lows and banks apparently retaining large amounts of capital, there is a deep-rooted and hard-to-change reluctance to prospect-build.

Basically, public organisations have large assets that are hard to maintain and are potentially inflexible. Financiers have capital that needs to, at some point, offer better returns than the public organisations are currently doing. There must be a way to bring the two objectives together, resulting in a positive outcome for both.

A quick call to other FMs within the public sector confirms my suspicions: the sector remains a large and willing customer. As long as the products are sustainable, affordable and reflect the lessons learned from past, there are opportunities to be had.

Some creative thinking is needed to unlock this capital to both parties as client and supplier.

If this happens we will be able to change our estate portfolios for the better.

“WITH INTEREST RATES AT HISTORIC LOWS, THERE IS A DEEP-ROOTED AND HARD-TO-CHANGE RELUCTANCE TO PROSPECT-BUILD”PUBLIC SECTOR FINANCING

U

What is the deciding factor

in choosing a reliable security provider for your company?(Facilities management LinkedIn group)Simon Stuart: Apart from watertight operating procedures, the ability to cover shifts without resorting to agency staff at short notice is a must.Adrian Stephenson: Cost will always have an influence, but ultimately, having quality staff who

have been properly trained is what will makes FMs happy. One less thing to have to worry about!

What is a good example of an

effective penalty clause for a cleaning contract?(BIFM LinkedIn group)Sean Amoroso: There are several standard forms that can be used to incentivise rather than penalise, but it all depends on what you are setting out to achieve.

Simon J Beer: We have a contract in place with our cleaning provider that enables financial penalty, on a sliding scale, in the event of failing to reach the required standards, controlled by contractually agreed KPIs.Michael Travers: From the client side, it is the people involved that make a contract work and achieve the outputs, not the paperwork. Joint goals, joint value and joint respect.

Which iconic building would you

love to run as FM?(BIFM LinkedIn group)Matthew Smy: Buckingham Palace for the history and VIP guests. Surely, no two days would be the same! Mike Green: For me it has to be a technical challenge, so GCHQ or NATS at Swanwick. Huge criticality, security issues and kit you would have to go a long way to find anywhere else.

Terry Clarkin: I would choose St Paul’s Cathedral, purely because of the history and the craftsmen who built and maintained it over the years.Steven Laverick: The BBC’s MediaCity certainly sounds like an interesting model for FM services and you’d never know who you might bump into around the building!Karen Duffy: I love the art deco style of the Chrysler building in New York City.

BEST OF THE WEBViews and comments from across the web

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FIVE MINUTESWITHNAME: Bob KingJOB TITLE: Bob King, Founder/CEO, Humanscale

The trend towards smaller work spaces is driving more awareness of ergonomics in the workplace. The smaller the space, the greater the need to consider height-adjustable desks, monitor arms and chairs that adapt to a worker’s weight.

Every chair you can buy now is described as ergonomic, whether it is or not. There’s still a lot of confusion about what ergonomics is. Everyone wants to provide ergonomic workplaces, but don’t understand how to achieve them. However, more and more people are getting there.

We define ‘ergonomics’ in terms of giving people tools so they can adjust them themselves. It’s about adjusting the tool to the user, rather than vice-versa.

Some furniture manufacturers say their chairs are ergonomic just because the arm rest moves in and out and swivels. But that has very little impact. The real issue is posture. Good ergonomics means a chair that allows you to change your posture effortlessly – lean back, left, right, whatever. That’s what’s really critical.

Today, a fashionable chair is one that looks like it’s a high-performance chair. The fashion isn’t just in the cushioning, it’s in so-called high-performance features. But in many cases these features are just minor functions that don’t have any impact. The fashion is for performance styling.

A study found that just two per cent of workers knew what the tension adjustment knob on chair was for. The only thing they ever adjusted on their chairs was the height.

A number of manufacturers are coming out with lower-cost chairs where they’ve taken the tension adjustment capability out. These chairs are physically and visually lighter, which people like. However, some cannot be adjusted.

Forget BIM – start with FIMGraham Perry, account director, commercial and banking, iSiteMuch has been said of BIM over the past few months and I, for one, do see the potential benefits of this type of technology. What I also see is the ever-increasing perception that BIM is the ‘fix-all solution’ to

any organisations’ property issues. But it certainly isn’t. I’ve forgotten how many times I’ve heard the words: “I don’t understand: we put in the new system and it just made things worse.” BIM has the potential to be a Holy Grail; equally, though, it could be a ticking time bomb. It will not change process, it will not change people and it will not run itself.

With hardly any fanfare or PR, in October last year, the British Standards Institution introduced a new standard, BS 8587 Facilities Information Management. It’s a well-thought out standard that deals with the extent and form of information and data (and don’t confuse the two) that are required to manage a facility. FIM is a set of principles, processes and recommendations that can be applied to effectively manage properties.

FIM was actually developed with input from a variety of institutions and included input from BIM experts. The aim was that a FIM discipline would help an organisation make the move to BIM. FIM isn’t a technology it’s a methodology and it should be embraced as such. It doesn’t answer every issue surrounding knowledge management in a property context, but it’s an excellent start. It will certainly tell you where to look if you don’t want your BIM implementation to be an unmitigated failure.

Managers have a responsibility to ensure that information provided to users within the organisation is current, relevant and user-specific. This is even more critical in times of cuts and budget reductions. But getting this right is about process and trusted data, not technology and spreadsheets. Getting this right is about reducing risk, increased productivity, customer satisfaction and eliminating potential brand damage; getting it wrong has far wider implications than most people realise.Read the article in full at tinyurl.com/bqjztp7

Isn’t it time we started measuring workplace capacity in time and space?Andrew Mawson, Advanced Workplace AssociatesFor the most part, office space is traditionally measured in square metres or feet. That’s how buildings are rented, sold and measured. But in reality, shouldn’t office capacity be measured in time and space? Consider this – organisations pay for a certain amount of space each day, for a certain number of hours. So instead of just measuring space (square metres), shouldn’t we be considering office capacity in square-metre hours and not just square metres? So an office of 100,000 square metres, used for 10 hours a day would be one million square metre hours a day.

If we did this, we’d start to put a focus on how we use those square metres and hours and we’d move the debate on from square metres per workstation and square metres per person. We would naturally start to measure time utilisation as part of our normal set of metrics as opposed to the occasional one-off people-based desk utilisation study.

We’d also start to manage occupancy pro-actively so that the square-metre hour capacity supply of time and space was actually utilised to the optimum level. Instead of simply allocating space and leaving it to each department to manage their own space, we’d be pro-actively managing ‘occupancy’.Read the article in full at tinyurl.com/cc4az5a

BEST OF THEFMWORLD BLOGS

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FM FEATURE�ST GEORGE’S PARK� MARTIN READ

Nearly 40 years since the original idea was first mooted, the Football Association’s National Football Centre, St George’s Park in Burton-on-Trent, opened last year. The FM challenge is to support the nation’s ultimate aim of winning a World Cup, while accommodating a range of commercial activities

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says. “Having the flexible TFM contract has meant we can adapt, so we’ve increased what was in the contract by 20 per cent purely in that one area.”

Local heroIt was important to the FA that the FM deal at SGP made the most of local suppliers wherever possible. Accordingly, the M&E sub-contractor reporting into OCS is GSH, based in Stoke, which, in turn, engages local providers for specialist maintenance jobs.

This use of local sub-contractors fits with the FA’s ethos, says Roberts. “We said we wanted to have strong links with the local community and football has always been a community-based sport. This is a huge development

Roy Hodgson’s boys may attract the lion’s share of the attention, but all told, there are no fewer than 24 England

football teams. And now, for the first time, there’s a single facility at which they can all train, together if need be, for their future success.

St George’s Park (SGP) is, first and foremost, an elite coaching centre with a built-in sport science and medical facility. The FA hopes this latter unit will become FIFA ‘F-mark’ accredited, a certification given to premier sports medical facilities around the world, of which there are currently none in England.

Built on the principle of sporting excellence, its very existence may convince football fans that, at last, the building blocks are in place to help England win a major tournament, after what currently stands as 47 ‘years of hurt’ since its sole World Cup win in July 1966.

For Sean Roberts, the facilities manager at SGP, the site offers some challenges that are still evolving, through this first full year of operation.

Roberts started in post last April, three months ahead of the site opening. His background is as head of operations for Gloucester Rugby Club, where he worked for 14 years before being headhunted to take on the SGP role. He has found that operations management is at the core of his job at SGP, too. “At Gloucester, I was involved in marketing, sales and finance, as well as FM,” says Roberts. “We got involved in everything. At a football club, the connection between operations and facilities is a bit more symbiotic than, say, your typical office environment.”

Roberts joined with the title of facilities manager, running every FM strand from catering and security through to maintenance. However, the role is increasingly

Sean Roberts, facilities

manager at the centre

people, and adapted them as best we could. But hours allocated from one service line have already been moved to another as we work out what activity requires what amount of time.”

Of the many FM variables, cleaning is the one that has seen the most change. Originally, there was little allocation at weekends for cleaning and that had to change overnight after day one. Roberts and his team have had to adapt to the amount of usage of the changing rooms and the turnaround required.

“It’s a case of how quickly we can turn around the pitches, feeding the figures back to the commercial teams, which can then book those pitches to clients in order to maximise revenue,” he

operational, involving hourly interaction with the site’s various tenants. This, says Roberts, has already necessitated an expansion in the size of his FM team.

Total footballFM is provided at SGP through a total FM deal with OCS. The contractor provides cleaning, catering, security, incident management, housekeeping and M&E on an initial three-year deal. Separately, Roberts runs an operational team that delivers the ‘events’ (any training session or use of the facility is treated as an event). “Any team that comes on to the park is ‘having an event’,” says Roberts. “We ensure anything that’s been promised is delivered to that client.”

The decision to go with a total FM deal was as a result of the flexibility the FA realised it would need for the facility, the like of which is unprecedented in England. “From a technical perspective, there’s no equivalent to St George’s Park anywhere else in the world,” says Roberts. “We didn’t have an off-the-shelf bible we could look at. How do you run 12 pitches, nine changing rooms and all these other facilities? There was no precedent, but we knew that the one thing we couldn’t get wrong was the FM.”

Roberts says the priority was to ensure the park was kept clean, well-maintained and fully compliant. “The idea was to have a flexible, open contract that we could work together on and develop,” he adds.

“And it’s been a massive learning curve. We took some industry-standard figures based on square footage and likely numbers of

330Size of the site in acres

FMQUICKFACTS

“Its very existence may convince football fans that, at last, the building blocks are in place to help England win a major tournament”

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FM FEATURE�ST GEORGE’S PARK� MARTIN READ

for the local area and, although we’re tucked away in the countryside, we’re still very much a local business.”

A ‘meet the buyer’ event was held at which local companies were invited to tender for elements of the contract managed by OCS, from window cleaning through to catering and herb garden providers. “We said, ‘you come to us and tell us what you can provide’.”

All of the contractors involved are based within a 35-mile radius of the site. “It’s a huge success story, because it’s all new business for them,” says Roberts.

However, while SGP may be local to Burton, it’s still a good six miles, or 15 minutes, from the town by car. The site’s remote location and the lack of a major bus route has caused a few problems for the FA’s green travel plan for SGP and the FA is currently working on solutions with the local council. Currently, operatives are driven to the site in minibuses supplied by the FA’s sponsor, Vauxhall.

Pay to playUltimately, the goal is for SGP to become a self-funding venture. The business plan has the site open 365 days a year. “We had to overcome the fact that we’ve got a commercial team and that it’s tasked with generating revenue from the facilities,” says Roberts.

Local Football League sides including Burton Albion and Notts County already pay to use SGP for their own training purposes. However, none of the England teams are charged – the FA sees SGP as their ‘home’. And when an England team does come to call, it’s their requirements that take priority. For Roberts, this creates potential for a conflict of interests between the ultimate aims of the facility to support the England teams, and the need to generate revenue.

“It’s a balancing act,” says Roberts. “Our commercial team is striving to find new revenue and, naturally, we’re obliged to accommodate it.”

“What we’re delivering here is all about the high-level coaching which is our main focus, while at the same time considering whether we should be running exhibitions, for example. After all, in geographical terms, we’re in the middle of the country.”

Alongside the SGP facilities and built at the same time is a modern Hilton Hotel. The Hilton’s FM requirements are met by the hotel group’s own national FM deal, but Roberts is in constant dialogue. “It’s a huge part of our business,” says Roberts. “Without the Hilton, we couldn’t provide all of the coaching courses because they’re residential, and the revenue from them helps fund the facility.”

No two games the sameRoberts contrasts dealing with differing tenants and their ever-changing daily requirements with his previous job role.

“At Gloucester, we had a fixture list so we could plan around that. Bar the odd changing of the schedule for TV, it was predictable, and the rugby club was pretty much the only tenant.”

Contrast that with SGP, says Roberts, where there are a multitude of different tenants

all with their own agendas, all often requiring everything at the same time. “If you take performance, our sports science division invites guests to promote their own businesses. You’ve also got ordinary hotel guests coming in, you’ve got the League Managers Association (LMA), the Professional Football Association (PFA) and our own FA coaches up and down the country.”

For this latter group, SGP is now their working home and they can visit at any time, any day, seven days a week.

But while it’s too early for there to be any kind of ‘set day’ at SGP, Roberts and his team are starting to see usage trends emerge. Tenants are beginning to appreciate what the FM team can do for them. “FA Learning [The FA’s coaching business] is

One of the 11 outdoor sports pitches (below); a colourful display of football shirts in the reception area (below right); one of the catering break-out spaces (bottom)

35 miles The radius within which all the contractors have been sourced

12Number of pitches on site (11 outdoor and 1 indoor)

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ST GEORGE’S PARK

“Everything is about on-demand access for events that can last five or six hours a day. The schedule can change overnight”

The entrance to St George’s park (left); the park’s striking branding (below); the indoor running track (below left)

One of four pitch-side pavilions, used for briefing and analysis

● 11 external pitches, five with floodlighting and undersoil heating● A third-generation indoor pitch – 120m x 80m building, accommodating a full-size 105m x 68m artificial football pitch equipped with a 200 person viewing gallery● Running track – 60m sprint track with a specialist power plate that can track the speed, gait and running characteristics of athletes● Indoor hall – 60m x 40m with sprung floor and capacity for ‘Futsal’, hockey and football pitches for the partially-sighted (appears on the front cover of this issue)● Dedicated practice and training area for goalkeepers● A 30m outdoor training and fitness hill positioned at a 20 degree angle for fitness and conditioning● Four external pitch-side pavilions are available for briefings, training analysis and debriefings, some with changing and catering facilities● A strength and conditioning gym (featuring state-of-the-art Technogym equipment)● Sports medicine centre – a world-class sports and exercise medicine, human performance and research centre. It includes an anti-gravity treadmill and an altitude centre, which simulates a high-altitude environment allowing athletes, explorers and clients to train at different altitudes, temperatures and humidity to enhance athletic performance.

FACILITIES AT ST GEORGE’S PARK

SITE STATISTICS

Roberts. continues “One of the big issues for me was that I needed to be working with people who had experience of working in sport, because sport is so reactive and rarely static. Everything is about on-demand access for events that can last five to six hours a day. Things can change overnight. A 2pm training slot can quickly become a 4pm slot; a change in the weather can affect things, too. And, of course, if you’ve got a late change of session, you’re left with a staffing issue to resolve.

What has surprised Roberts about the job?

“We weren’t expecting to see usage numbers as high as they have been so early on. We’ve been running at 75-80 per cent capacity from day one because we’re such an ‘open door’ facility. The concept of SGP is to provide a home for all

beginning to understand that if they give us more notice when they want to bring 20 people over, we can then ask them where they want to meet, whether their guests want catering, how long they expect to be on site, all the way down to health and safety issues and the names of who is going to be in the facility.

Managing all of this is Roberts’ “great team,” of six people who report directly to him on the events side, and a venue services manager who runs the OCS contact. All the heads of department, from security through to head of housekeeping, report directly to me. They have adaily team meeting, a weekly operational meeting and a monthly meeting to focus on forthcoming events.

“We took our time recruiting,”



FM FEATURE�ST. GEORGE’S PARK� MARTIN READ

the England teams, a home for coaching, learning and development and the overall good of the sport.”

As Roberts explains, there was a great deal of discussion about the centre before it opened. Now that it’s here, the objective is to get teams to come and use it.

“In some ways that’s great, but due to the number and variety of events, the FM team has faced a steep learning curve. Also, because we’re multi-site and open to other sports, I’ve had to become an expert on things like indoor hockey. Having a rugby background has helped me a bit [the Rugby Football Union is a regular user of the site]. But accommodating all these other sports hasn’t help the grounds team, of course; pitches have to be worked on in a different way and the times at which they become available for training change.”

In its first winter, SGP suddenly became the ‘go-to’ facility for football clubs unable to train on their own frozen and waterlogged pitches. Fortunately, in Alan Ferguson the FA employs one of the most renowned groundsmen in the country. Ferguson was able to keep half of the site’s eleven outdoor pitches available throughout the winter.

“Alan’s the best,” says Roberts. “He was at Ipswich Town and Glasgow Rangers, and he now advises both UEFA and FIFA. When you look at the site in general, the different types of pitches we have and the differing needs of users, he needs to be able to map all of that out while taking into consideration the weather and other issues such as undersoil heating.”

As the pitches with undersoil heating are the only outside pitches available in the winter, this meant a corresponding increase in the cost of running the heating, the budget for which has since been revised upwards significantly.

For England and St GeorgeThe primary purpose of St George’s Park is, of course, to help England to win major tournaments, including the World Cup.

“Yeah, it would be nice to be part of that success story,” muses Roberts. “At the end of the day, we’re all here for that same reason.

“To think that before SGP there was no home for English football, no single home for the disability sides, the elite side, the women’s sides; to see them all training alongside each other for the very first time that was pretty special.”

You can’t help thinking that there are some pretty special challenges ahead for Roberts and his team. FM

When procurement director Ian Fenwick joined the FA, his first task was to do the deals associated with running St George’s Park. The

FA’s former chief financial officer Mark Donnelly wanted a procurement professional with facilities management experience to help get the centre fully up and running.

One of Fenwick’s responsibilities at SGP was ensuring the site helped to bring opportunities to the local area. “It was all about creating a site that would benefit the local community. I worked at the Environment Agency and I’ve taken that sustainability angle on things wherever I’ve been.”

It was decided that finding a total FM provider to run the site would be the most efficient approach. In order to ensure local suppliers didn’t miss out, a ‘meet the buyer’-type event was arranged with East Staffordshire Council to match-make the final four of the big suppliers in the running with smaller local businesses.

“Part of that came from the environmental commitment to local jobs, but there was also a desire to use local suppliers. The company we awarded it to, between 30 and 40 per cent of the contract value was going regionally,” says Fenwick.

Having run the new Wembley Stadium for a number of years before SGP opened, much had been learned about the efficient running of large modern facilities. For example, Wembley has a strong environmental and building management system in place that enables operational staff to monitor each of the boxes and to identify any anomalies in the power usage. Learning how to run this venue has helped the business reduce the use of electricity by 28 per cent over four years and Fenwick says a seven-figure sum has been saved every year as a result of boosting sustainability and cutting energy waste. It’s had such success, it was used as a sustainable procurement case study by the British Standards Institute.

“That mentality and focus on sustainability was naturally taken to St George’s Park and one of the first things I was asked to do when I joined was to re-write and create the procurement policy and part of that was to embed sustainability.”

(A full profile of Ian Fenwick appears in the March 2013 edition of FM World’s sister publication, Supply Management, the magazine of the Chartered Institute of Purchasing & Supply.)

FM AND THE FA PROCUREMENT

47Years since England won the World Cup

FMQUICKFACTS


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FM FEATURE�FM HOMECARE� NICK MARTINDALE

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CARE IN THE HOME

In recent months, two major FM providers have acquired businesses in the social care sector. Nick Martindale explores the potentially profound effects on the public’s wider appreciation of FM

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The tail-end of 2012 saw two significant acquisitions involving facilities management organisations. These may have profound

implications, not just for the businesses directly involved, but the profession as a whole and the nature of the largest players within it.

The acquisition by Mitie Group of homecare provider Enara for £110 million in October

was followed two months later by a £26.5 million takeover of Advantage Healthcare by Interserve. This marked a move into new territory for both players, and one that will, significantly, see both businesses move into the delivery of care services to potentially vulnerable people within their own homes for the first time.

For Mitie, the move is part of a strategy to grow the healthcare

side of the business, an area it has not previously focused on, beyond the delivery of soft services in hospitals. “Having considered issues such as the demographic shift with the ageing population, we thought that homecare was the right place for us to be,” says John Telling, group corporate affairs director at Mitie. “It seemed likely that at some point in the future, healthcare budgets would not continue to



FM FEATURE�FM HOMECARE� NICK MARTINDALE

says Tim Smith, strategic business director at Interserve. “We have a very strong presence in the local authority sector and the conversations we have with our customers there are along the lines of what else can we now do for them, so they can focus on their core service delivery and the current spending review challenges.”

Part of the package The recent win of a bundled service offering at three NHS trusts in Leicestershire, announced in January, is an example of the kind of arrangement Interserve hopes to operate in the future. Having the ability to offer homecare services fits well with this, suggests Bruce Melizan, managing director of Interserve’s Support Services.

“One of their challenges is that, on average, they have about 200 ‘bed-blockers’ at any point in

“In 10 years, we could be looking at a situation where all the nurses and doctors in hospitals are outsourced”

expand, and people would prefer to be treated close to home or at home, if they have the choice.”

He suggests there is a good fit too with Mitie’s traditional FM focus. The company is able to manage a diverse and mobile workforce that operates away from direct supervision. It is used to undertaking largely repetitive tasks and understands the need to have an efficient structure around background checking, scheduling, the use of technology and client relationships.

For Interserve, which has traditionally enjoyed a stronger presence in the healthcare space, the move is essentially about offering more services to clients. “Through our conversations with government, there is an appetite for well-known players like ourselves to start offering more integrated and bundled services and to support the government’s change agenda,”

time,” he says. “So when you are planning the future estate, do you plan with those 200 beds in your capacity or not? Now, we’re able to go and have a different conversation with them around how we can we help those 200 people to be looked after in the home, as opposed to in hospital.”

Richard Holden, director at Catalyst Corporate Finance, says the move into this sector makes sense in the current climate, particularly for domestic-focused organisations that cannot look overseas for sources of growth. “The other thing is that, in the UK particularly, FM as a whole is pretty mature as a business model and, after three or four years of cost-cutting, it’s quite low-margin,” he says.

“Mitie’s margins are around five per cent, but there are lots of mid-market companies that are lower than that,” he adds. “Another trend in FM is in moving



CARE IN THE HOME

up the value chain, looking for higher-value, more white-collar services. Healthcare – and, more particularly, care – is a higher-margin activity; it’s more like 10 per cent compared to their 5 per cent.” He expects to see more deals like this – he’s forecasting at least one later this year – although he stresses it will only be an option for larger FM players. Compass, Sodexo or ISS could all be a good fit in this space, he suggests.

There are, however, concerns over the involvement of organisations that have grown up around the delivery of cleaning, security and catering in providing front-line care. “Clearly, these are private companies that want to make a profit and what concerns me is how much they are prepared to cut corners and what sort of monitoring will be carried out on the contracts,” says Rob Greenfield, SHEQ director at GSH Group and chairman of BIFM’s health and safety special interest group.

In safe hands?The fact that both businesses have acquired well-established companies means there should be fewer operational risks initially, he says, but he’s also concerned about some of the practices found in the delivery of FM services creeping into homecare.

“In the security game, if you have a requirement on-site, it’s a case of just getting somebody there,” he says. “But elderly people like to have consistency and familiar faces around them, especially if they have a condition like Alzheimer’s. The worst thing you can do is start juggling the carers around. The culture is completely different from cleaning and security.”

There are also huge risks for companies that get it wrong in this space, he adds, citing the recent Panorama programme

around care homes as an example. Interserve representatives

stress their organisational experience in delivering front-line service delivery through experiences gained from running the government’s Welfare to Work programme. This followed the acquisition of Business Employment Services Training in 2012. “We’ve learned a huge amount about front-line service delivery. The strength of an FM business is all about workflow and service delivery,” says Smith.

There are also potential crossovers between the two, he adds, pointing out that a small minority of those seeking employment through its Working Futures business may have health sector backgrounds and could potentially be deployed with Advantage if they have the right skills and experience.

Telling, meanwhile, points out that Mitie will be leaning heavily on the clinician-led management

“Then we would like to develop slightly more acute capabilities as to what we can do for people in their homes. That would be a next logical step.”

Interserve, meanwhile, is eyeing the specific area of community healthcare, particularly contracts that would previously have been too big for Advantage. “We can now look at larger bid opportunities, more integrated service packages and start to exploit some of the frameworks that come to market. Historically Advantage just didn’t have the people to run this,” says Smith. “But we’re looking to expand into community healthcare.” The business is well-placed to make further acquisitions to achieve this, he adds.

Such operations could grow into other sectors and services, in line with the current political thinking around the future of the public sector, suggests Emma Bailey, director, consulting, at Agents4RM. “They may see this as a step into care homes or providing more clinical services for local NHS services,” she says. “In 10 years, we could be looking at a situation where all the nurses and doctors in hospitals are outsourced.”

Ultimately, this could lead to organisations such as Mitie and Interserve positioning themselves more as large outsourcing providers capable of delivering a wide range of services, suggests Holden, with less of an emphasis on FM. The justice sector is one that also lends itself to this approach, he says.

“If you think about prisons, you’re managing a facility, but you’re also managing the people inside,” he says. “Serco and G4S are transporting prisoners and some prisons are being run by private companies. We might end up with more sector specialists in outsourcing, like Capita and Serco, but maybe across a wider spectrum of activities,” he suggests. FM

Claims of highermargins (10%) in the care sector

This compares to 5% in the FM sector

10%

team it acquired from Enara, and says that implementing more efficient processes are precisely what it intends to do. “It’s not so much the contact with the end-user, it’s more the rest of it,” he says. “So how quickly do we get the billing to the client, how accurate are those, how do you monitor the amount of time that carers are in the home and what they do when they’re there? Those are all elements that we do with the rest of our team that can be brought into the care market.” It has also created a healthcare advisory board, which includes people from outside the two organisations, to advise on strategy in this space, he adds.

Raising FM’s profile The move into homecare could also increase the profile of both those organisations that come into contact with the general public and even the profession as a whole, suggests Telling. “Not many people will pay attention to whether the person cleaning their bank branch is from Mitie, IFS or OCS,” he says.

“But if it’s your mum that’s being looked after at home, it’s very different. From a PR perspective, the likelihood is that more companies providing these types of services will be recognised, both positively and negatively,” he says. ”Inevitably, we will become more of a household name and the leaders in our organisations, because of the scale of them, will start to become higher profile.”

The two businesses have clear – although different – visions of where they want to go with their newly acquired organisations, with Mitie seeking more influence in the homecare market as a whole through a strategy of organic growth. “I hope the business grows naturally and wins more contracts from local authorities, the NHS and private customers,” says Telling.



FM FEATURE�GUARDING INDUSTRY� BUSINESS SECURITY INDUSTRY ASSOCIATION

In 2010, the government announced a major review of its existing public bodies. Under the Public Bodies Review, known colloquially as

the ‘Bonfire of the Quangos’, the security sector’s governing body – the Security Industry Authority (SIA) – would be abolished.

However, after a swift response from the (British Security Institute Association (BSIA), the government’s stance softened; the emphasis shifted to reforming the SIA, rather than abolishing it altogether.

A series of changes have now been proposed that have the backing of both the industry and government. They will begin to take shape over the next few years to 2015.

Most important is the move

WHO GOES WHERE?

A raft of changes is expected to shake up the guarding

industry in the coming years

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GUARDING INDUSTRY

what’s changing, and what they need to do to ensure they continue to operate lawfully.”

Timetable of changesThe necessary legislation that will allow for the changes should be in place before the end of 2013. Although business regulation will commence in April 2014, all affected organisations will have until April 2015 before non-compliance becomes a criminal offence.

The SIA and the Home Office are working together to ensure this deadline is adhered to, but all dates are still yet to be approved by the government.

Checks on individualsAlthough companies are the focus of the new regulatory landscape, individuals will still be required to be entered on to a register of security operators. They will also carry an identity card that will confirm they have been entered on this register. This will include the requirement for a Disclosure and Barring Service (DBS) check to be carried out.

Changes to the current Approved Contractor Scheme (ACS) are only possible through alterations to primary legislation. Currently, there is no such timetable to do so. The expectation is that the industry will take responsibility for particular elements of the current scheme, such as quality. However, the details of these changes are as yet unconfirmed.

towards a business-licensing regime. The focus of regulatory control will now be on licensing private businesses, rather than individuals. The businesses themselves are to be responsible for carrying out the required checks on individuals, although the regulator will continue its checks on individual criminality.

Also, individuals operating in certain areas of the private security industry will need to be licensed by the SIA, which will still publish an online register of license holders.

Business regulationThrough a culture of regulation, businesses will be obliged to undergo the relevant checks and due diligence required. Affected organisations will need to demonstrate they meet the regulation criteria and comply with the set terms and conditions. Compliance with British Standards will be a part of this responsibility.

The proposals will also mean that the terms and conditions of business regulation will require an organisation to make sure that a license application process is carried out for its employees, which will be used to confirm an employee’s identity, address history, qualifications and right to work in the UK.

Trevor Elliott, director of manpower and membership services at the BSIA, says: “Over the next couple of years, the regulatory landscape of the private security industry will change dramatically and legal responsibilities of both security companies and their customers will be affected.

“While it may take a while for these changes to become apparent to the end-user, early preparation is essential to ensure that companies procuring security personnel understand

“The focus of regulatory control will now be on licensing private businesses, rather than individuals”

MARKET CONTEXT

MANNED- SECURITY SECTOR REBOUNDSIn its 2013 UK Facilities Management Market Development report, MBD Research noted that the manned security market, which had enjoyed steady growth prior to the recession, declined in 2009.

This, the report suggests, reflected intense competition in the sector as cost-reduction practices at a corporate level impacted the market.

Since 2010, the market has returned to growth, albeit weak growth. Stronger growth was evident in 2011, although price pressure continued to restrict the development of the market, and more substantial growth was reported in 2012.

MBD points to the substitution of manned services with CCTV as a threat to the sector, suggesting that this course of action “often proves more cost-effective in the longer term”. An increasing number of security companies now offer a combination of manned services as well as CCTV monitoring and response, and there has been a rise in the number of security companies acquired by FM contractors.

MBD also points to the custodial/public sector, which it says is expected to offer further growth opportunities for private manned security companies.

The next stepsThere will undoubtedly be an impact on purchasers of security services, such as those companies hiring external private security providers. It is likely that, under the new rules, purchasers will be obliged to undertake checks on any service providers, to make sure that they are properly licensed.

Does it affect me?Although this has yet to be confirmed, it is likely that ACS-compliant organisations will automatically qualify for a business license under the new regime. This indicates a comparatively smooth transition for providers and purchasers alike.

At the moment, the message is that the cost of business licensing and individual registration will remain fairly consistent for the next few years.

An important absence from the reforms is any obligation for in-house security teams to be compliant with the new business compliance regime. Therefore, where security is provided by the end-user, instead of an external company, normal practice is expected to continue. However, the SIA may revisit this area in the future. FM

GE

TT

Y

For details of The British Security Industry Association, visit www.bsia.co.uk

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FM FEATURE�WASTE MANAGEMENT� MARTIN READ

WR

AP

L andfill taxes and rising transport costs are combining to create a headache for facilities managers. Since the Landfill Tax Regulations 1996

increased the financial burden of sending waste to landfill, waste management services have proven to be a significant issue. But to what extent is a ‘zero waste to landfill’ policy practical, and how can FM help to achieve it?

Joshua Sharman is the FM sector key account manager for Waste & Resources Action Programme (WRAP), the not-for-profit organisation set up to help businesses reduce waste.

“The opportunity really lies in shifting the focus from a zero-waste to landfill strategy to that of improving resource management to prevent waste. Focusing on ‘zero waste’ can lead to an over-emphasis on diversion from landfill. Prevention, which sits at the top of the

Taking a firm grip on your waste management policy means being realistic about your goals, especially if you want to achieve ‘zero waste to landfill’. Martin Read reports

GOING TO WASTE

waste hierarchy, saves the most money and provides the greatest environmental benefits.”

By optimising resource management, it seems, FMs can capitalise on several inviting opportunities. They may be able to glean new knowledge as to whether operations can be set up to help stop waste from arising in the first place. This is where the greatest financial benefits lie.

Similarly, it can involve working with suppliers to enable better monitoring of resource usage and allow re-manufacture, re-use and re-deployment opportunities to be considered above and beyond diversion from landfill.

Adrian Shuker is OCS’ sustainability director. He says that for any ‘zero waste to landfill policy’, the starting point is in understanding what type of waste you’re handling.

“You need to define the boundaries,” says Shuker.

‘Waste’ or ‘resource’? A subtle change in terminology could have a big impact

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WASTE MANAGEMENT

purely from a waste-management perspective and as an issue outright. It encourages us to engage in the opportunities that underlie the whole life-cycle of resource and material use at each tier of the waste hierarchy.”

Sharman suggests that while implementing a paper-recycling collection is certainly one improvement. But drawing on other FM functions like printer management, introducing duplex printing or printer pooling as standard can benefit the environment, while reducing costs significantly.

On this basis, says Sharman, FMs are already helping to support the circular economy in many ways . They are ideally placed to help UK plc make the transition towards a circular economy, given that they already work collaboratively with clients and suppliers, including waste contractors.”

This fosters a more intelligent procurement process place that considers resources in terms of the life-cycle. In turn, this allows assets to be used more effectively to service FM environments.

According to Sharman, it means “more re-manufacture, re-use and re-deployment options to be considered as an alternative to disposal at end of life. If we consider the abundance of cleaning equipment, furniture, M&E equipment, uniforms, PPE, and stationery that is used daily to service FM environments, the scale of the opportunities quickly becomes apparent.” FM

WRAP has developed a model procurement toolkit in partnership with the FM sector that includes resource management plans for optimising resource use and maximising financial benefits. Download and access it for free by visiting www.wrap.org.uk/fm

“FMs are ideally placed to help UK plc make the transition towards a circular economy, given that they already work collaboratively with clients and suppliers, including waste contractors”

t its North Sea Headquarters in Dyce, BP – working with its contract catering partner Aramark – has managed to divert 68 tonnes

of food waste from landfill for composting in 2011. This figure represents 22 per cent of all waste generated at the North Sea Headquarters.

The volume of waste diverted from landfill has nearly trebled from 27 per cent in 2007 to 80 per cent in November 2012. An increase in recycling has, in part, been achieved through the installation of recycling stations throughout BP headquarters for segregating waste streams. The message has been communicated to employees by highlighting the environmental benefits associated with recycling and waste reduction. The company has also removed all small bins at desks to encourage staff to place their waste in the appropriate waste bins at the recycling stations. Transparent, biodegradable/compostable ‘BioBags’ are used to aid visual inspection in an attempt to avoid contamination of waste streams.

For the future, The Waste (Scotland) Regulations 2012 make it the duty of “any person who produces, keeps or manages waste… to take all such measures as reasonable in the circumstances to apply the waste hierarchy”. The main measures arising from these

regulations apply to the separate collection of dry recyclable

waste and food waste, as well as bringing in a ban on

landfilling biodegradable materials. Aramark claims to be well along the road to compliance with these regulations through

advanced segregation and recycling initiatives.

Fresh challenges will include the practicalities of

collecting macerated waste for composting.

BP HITS ITS RECYCLING TARGETS

COMPANY CASE STUDY

A

“Is it ‘zero landfill’ just for cardboard and paper? If so, that’s one kind of model. Or are you going to extend the definition to include office furniture and IT equipment? In this case, that requires more work.”

OCS, through its OCS WasteLine arm, recently won a contract to supply waste management services to the Harvey Shopping Centre in Harlow, Essex. Here, the contractor will provide the centre with all of its waste services through a zero-landfill solution. Waste, such as card, plastic, coat hangers, metal, pallets and mixed recyclables will be taken directly for recycling. All other waste will be removed from the centre where it will be sorted to extract other recyclable items. The small remainder will be disposed of through energy recovery.

This means that the 333 tonnes of waste produced by the centre annually will be diverted from landfill. (Food waste segregation is planned for 2013/14.) At the Birmingham NEC, where OCS also provides waste management, a target to achieve zero waste to landfill status has been achieved two years ahead of schedule.

But while zero waste to landfill is a great aim, it’s going to be easier to achieve in some sectors than others (retail is particularly suited). However, facilities managers use their status within organisations to promote the idea of the ‘circular economy’.

According to Sharman, “a circular economy is about moving away from buy-consume-dispose business models, which we’ve traditionally used. This is moving towards a more cyclical approach where, to keep materials flowing in the economy, we stop talking about ‘waste’ and start talking about ‘resource management’.

Sharman calls this “a subtle but important difference”, one that “stops us from seeing waste

Aramark and BP working together to combat food waste (above)

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FM MONITOR �AKBER JAFFER

When suitable data centre sites are few and far between, successful specification relies on a tried-and-tested approach to land and power procurement. The approach taken can be thought of as a ‘progressive filter’ in which hundreds of factors are assessed to identify the most appropriate site available for a new-build.

First, a suitable city or region for a new project is identified based on current and projected demand, looking at both the needs of customers and the wider market. Particular attention is paid to a range of sectors, such as financial services, media and professional services – many of which cluster around major cities, often in multiple locations around the globe.

Having identified a target city, Colt then examines the availability of land of the right size and shape, and assesses potential planning-permission

inding the right place to build a data centre involves a thorough search,

taking into account local planning laws, power costs and even seismology, says Akber Jaffer

issues. As data centres generally fall into a particular classification for planning permission, identifying appropriate zones is an important part of the equation.

Narrow the searchThe next step is to narrow the search down to potential sites that match a range of specific criteria guidelines, such as the need to ensure there is ample connectivity from a range of suppliers, which is essential for Colt as a carrier-neutral data centre provider.

This stage can yield 20 to 30 sites before being narrowed down further, based on additional factors, such the cost of land, which is important, but not top of the list by any means. A more detailed due diligence is then carried out and a final decision to purchase is made.

While some issues can be worked around to a degree, the availability of power, both in the short and long term, is often a

limiting factor. Colt looks at the cost of power over the entire lifecycle of the facility and whether green power is available. Our planning process depends on whether there is a local substation that has the required capacity.

If this is the case, it can take three to six months to procure power. However, if a new substation is needed, this can take up to a year, which might rule out a particular site.

Then there are environmental considerations to assess. Negative factors would include excessive rainfall, humidity, flood zones and risk of seismic activity. Similarly, we work to avoid areas in flight paths or exposed to high vibrations. It is also important to engage closely with local municipalities to ensure that the potential site is not adjacent to hazardous activity – something which can be very difficult to control without an in-depth knowledge of the local area.

Bearing in mind not all municipalities’ planning processes are as effective as others, it’s essential to develop close relationships with the municipality, as they are important partners during the planning process and right throughout the build.

City slickersAt present, we see two acquisition trends emerging: city-based locations suited for a more co-location type market in which small businesses are

F seeking regular access to the data centre; and rural-based locations with much larger wholesale installations. For some markets, we have found that a location in between a number of major cities can provide an optimum solution. Hence our recent decision to locate a major data centre in the Netherlands between four of Europe’s major cities: Amsterdam, Rotterdam, Antwerp and Brussels.

It’s not an easy task identifying suitable sites. Regulation and tax issues also need to be taken into consideration. In the UK, for example, the Carbon Reduction Commitment (CRC) Energy Efficiency Scheme is adversely affecting operators and this needs to be offset against the other criteria.

London orbitalWhile there are limited opportunities available at present, particularly within the M25 motorway surrounding London, it is far from a static picture. In the end, however, it comes down to weighing up a multitude of criteria, which is why London remains one of the primary data centre markets in the world, despite some downsides.

At the outset, it’s important to recognise that there is no such thing as a perfect site. That said, it is certainly the case that those providers that started the search process early secured very good sites, such as Colt’s London 3 facility. FM

HOW TO…LAND AND POWER PROCUREMENT

Akber Jaffer VP strategy,

Colt Data Centre

Services

“Negative factors would includeexcessive rainfall, humidity, floodzones and risk of seismic activity”

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Court ReportBREAK CLAUSES: PAYMENT OF RENT AS A PRE-CONDITION

Victoria Blanchard, associate in Allen & Overy LLP’s real estate litigation team

THE ISSUEA break clause may be included in a lease, which allows either the landlord or the tenant to terminate the lease early. The right to break may arise on one or more specified dates, or it may be exercisable at any time during the term on a rolling basis. Break clauses in leases commonly include a pre-condition requiring that there are no unpaid sums due under the lease at the break date. It is also common for the landlord to require the payment by the tenant of a premium in addition to any rent due in order to exercise a right to break. Any conditions attached to the right to break must be strictly performed and failure to ensure strict compliance with those conditions can be costly for a tenant wishing to exercise its break right.

BACKGROUNDCanonical UK Ltd (Canonical) had a 10-year lease. The lease provided for rent to be payable yearly and proportionately for any part of a year. The rent was payable quarterly in advance on the usual quarter days. The lease contained a tenant break clause, whereby the lease could be broken after the sixth year. The break right was conditional on: Canonical giving six months’ notice; paying the rent up to and including the break date; paying one month’s rent as a reverse premium; and there being no breach of covenant.

DEFENCEThe judge found that the full quarter’s rent was, in fact, payable. He found that the apportionment wording in the lease only applied to the situation where the lease commenced or expired part way through a quarter. He explained that although a break notice had been served, it couldn’t be assumed that the pre-conditions would be complied with. Therefore, without any certainty as to whether the lease would actually terminate on the break date, the rent should not be apportioned and all rent falling due up to the break date should be paid.

The judge went on to say that although it was clear on the facts that the tenant intended to terminate the lease, it was up to the tenant to comply strictly with the conditions of the break clause if it wished to take advantage of the break right.

CONCLUSION● The appeal against this decision was due to be heard in February 2013, but the parties have now reached a settlement. The Court of Appeal will not therefore deliver a substantive judgment on the High Court decision, which remains good law. In fact, this has been the law for some time and it

would have been a significant departure if Canonical had won● The case of PCE Investors v Cancer Research, which was another recent case about whether the full quarter’s rent was payable in order to exercise a break clause, was also due to be appealed on the same day, but was also settled● Another break clause case that has been in the headlines recently is that of Avocet v Merol, where the court found that on the terms of the tenant’s lease, its failure to pay £130 in interest due on late rent payments over the term of the lease prevented it from breaking its lease● This case and the others mentioned above provide a cautionary tale for tenants wanting to break their leases (and their advisers). A full review of the lease must be made to ensure that all pre-conditions to a break have been met. Break clauses will be construed strictly and if the wording of a lease requires that a sum be paid, tenants must make sure that they discharge their liabilities so as not to find themselves tied into a costly and unwanted tenancy.

Canonical gave the requisite notice to terminate the lease on 22 August 2012 and paid the rent and service charge due on the preceding June quarter day. It vacated the premises in advance of 22 August. However, the landlord claimed that Canonical had not succeeded in terminating the lease as it hadn’t paid the reverse premium.

ARGUMENTCanonical claimed that the June payment was sufficient to discharge the financial pre-conditions to the break clause because it should have been apportioned by the landlord as to two months’ rent up to the break date and the one month reverse premium. It said that it should not be liable to pay rent for the period after it had given up occupation and therefore was only liable to pay two months’ rent.

Canonical said that its intention to break was clear to the landlord, as prior to the break date, it had, among other things: allowed the landlord to conduct viewings of the premises with prospective new tenants; carried out substantial works of repair and reinstatement; negotiated a payment to the landlord in lieu of re-carpeting the premises; vacated the premises and moved to new offices; and returned its access cards for the premises to the landlord.

Canonical UK Ltd v TST Millbank LLC [2012]

FM MONITOR� VICTORIA BLANCHARD

“Break clauses will be construedstrictly and tenants must make surethat they discharge their liabilities”

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FM MONITOR� XXXXX


FM MONITOR� CATHY HAYWARD

olunteering for the BIFM can present opportunities to learn new skills, such

as public speaking, visit rarely seen buildings, and build your professional network

V

The London regionThe BIFM London region is the largest of all the institute’s regional groups, with more than 3,000 members working or living in the capital. The committee consists of 11 facilities professionals who volunteer their time to organise a diverse range of thought-provoking events, from CPD seminars to networking opportunities, such as the summer boat party.

Events are generally held on the second Tuesday of the month (with additional events often organised at other times during the month), while the committee meets on the third Tuesday of every month at one of the members’ premises. We talk about future events, sponsorship opportunities and venue ideas.

The committee is made up of individuals from a mixture of backgrounds: heads of FM in large organisations, senior professionals in supply side organisations, and FM consultants.

In the past few months, the committee has organised events about waste management, the benefits of BIFM membership, the private finance initiative, London 2050, lone workers, and FM in unusual environments. And we’ve been privileged to have some excellent host venues – Heron Tower, the Olswang offices on Holborn, Gensler’s swish HQ and Freemasons’ Hall, to name a few.

Full team aheadBeing part of a group of volunteers is not just an opportunity to hear

from experts close-at-hand, and nose around some of London’s most exciting buildings – although it’s a great excuse and a definite perk of the role. It’s also about being part of a wider team and learning new skills.

When I left the busy FM World office in spring 2011 for life as an FM comms consultant, initially working from my kitchen table, it was really important for me to feel part of a team.

The committee meetings are quite formal affairs with members taking on different roles, from treasurer (Jacqueline Stanton) and secretary (Joanne Pigram) to chair (Emma Lurie) and deputy chair (Jason Cousins). The agendas and minutes, matters arising and areas of business are all comforting in their sense of order and demonstrate the team effort required to run a region effectively.

Things that I find straightforward – writing a report from an event, or the blurb about an event to encourage people to sign – are things that other people may find more of a challenge. But tasks such as managing the region’s finances, with which I would struggle, come naturally to others.

And once the business is done, like any normal group of colleagues, everyone heads down to the pub for a couple of drinks.

And it’s not just the independent consultants who benefit from that team environment. Client-side facilities professionals, who may work as part of a small in-house

FM or even on their own, enjoy having fellow FMs to talk to; while those of us working supply side can find out what the key issues are for those in-house.

As one of the committee, you attend almost all the region’s events, which enables you to build up relationships with regular event attendees. It’s a great opportunity to make new contacts outside the committee.

The spice of lifeFor many of us, our professional roles are quite defined. However, as a committee member, you can find yourself doing everything from negotiating a sponsorship deal, or liaising with a venue about how many bottles of wine and canapés are required for 70 people, to being the main point of contact for an event and dealing with a variety of weird and wonderful queries.

I’ve learned about the best times to have events (early evening after work) to the best location (generally the City). I’ve learned to use new systems, such as the event organising system Eventbrite, run member surveys and analyse the results, put together Powerpoint presentations and wrestle with unresponsive projectors, screens and laptops.

I’ve stuffed goody bags and even done an emergency dash to Tesco when the catering turned out to be less than expected. I’ve also found myself introducing

speakers at events and learning to feel more confident about public speaking. All of which have proved very useful in my day job.

There’s also the feeling that you’re giving back something to an industry from which we’ve all benefited. By helping to organise a networking event, I’m boosting the reputation of the BIFM, encouraging others to see it as a useful resource and helping BIFM members to learn and to network with one another.

And above all, it’s fun. There’s a great sense of achievement when an event goes well and you get great feedback from delegates, the speakers and the sponsor.

Cathy Hayward is deputy chair of the BIFM London region and director of communications agency Magenta Associates

GETTING INVOLVED WITH A BIFM REGIONAL OR SPECIAL INTEREST GROUP

SUMMARY

WHAT’S IN IT FOR ME?

BIFM London in numbers: Members: 3150 (at 7 March 2013)Committee members: 11Events per year: at least 12Average delegate numbers to London region events: 50Summer boat party – 4 July 2013, HMS Belfast

Benefits in a nutshell: ● Being part of a wider team● Doing things that you wouldn’t normally do – organise events, practise public speaking, negotiate with event sponsors● Opportunity to nose around buildings and meet interesting people

“As a committee member, youcan find yourself doing everythingfrom negotiating sponsorship toliaising with a venue about wine”

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FM MONITOR� MARKET INTELLIGENCE

INSIGHT

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

Bank of England base rate: 0.5% as of 7 March 2013. The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.Source: Bank of England (bankofengland.co.uk)

Consumer Price Index (CPI)The Consumer Prices Index (CPI) annual inflation grew by 2.8% in February 2013, up from 2.7% in January and following four consecutive months where it stood at 2.7%. The largest upward contributions to the change in the rate came from the expected increases in many electricity and gas bills and from price changes for some recreational goods.Source: ONS (www.ons.gov.uk)

National Minimum WageThe following rates came into effect on 1 October 2012:

ECONOMY HEALTH AND SAFETY EXECUTIVE ANNUAL REPORT

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

Category of worker Hourly rate from 1 Oct 2012

Aged 21 and above £6.19

Aged 18 to 20 inclusive

£4.98

Aged under 18 (but above compulsory school age)

£3.68

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

£2.65

EMPLOYMENT

HVAC MARKET

The UK ventilation and air conditioning (HVAC)market was valued at £1.03 billion in 2012.

The market has been volatile over the past five years, common with other products in the building industry. Climatic factors, fuel prices and the development of renewable technologies are some key market influences. New building and energy efficiency legislation has also impacted the market.

In the medium term, modest annual growth of 2-3% is forecast, although lack of recovery in the economy means the outlook remains uncertain.Source: AMA Research (www.amaresearch.co.uk)

HOSPITALITY MARKET

Hospitality is Britain’s fourth-largest industry, directly employing more than 2.68 million people.

153,000 new jobs were generated by the hospitality industry from 2010-2012. This figure accounts for 27.7% of all new jobs created in the UK over this period. Regions, including the Isles of Scilly, Lake District, coastal towns and more remote areas of Scotland and Wales have a higher proportion of employment in the hospitality industry.

In 2012, the market contributed £52.7 billion to the UK economy in wages and profits and £39.6 billion in tax revenue to the Treasury.

Source: British Hospitality Association(www.bha.org.uk)


UK VENTILATION AND AIR CONDITIONING MARKET BY VALUE (£M MSP) 2008-14

HOSPITALITY INDUSTRY’S % SHARE OF TOTAL EMPLOYMENT

1200

1100

1000

900

8002008 2009 2010 2011 2012 2013 2014 EST FCST

VALU

E £M

9.2%

9.2%

8.3%

7.3%

2011/12 FIGURES

Self-reported health and safety incidents

(1.0 million cases)

Working days lost due to health and safety incidents (27 million days)

Note: includes long-standing ill-health cases

Work-related deaths by cause (over 12,000 deaths)

■ Musculoskeletal ■ Stress ■ Other illness ■ Injury ■ Cancer ■ Other illness ■ Injury ■ Chronic constructive pulmonary disorder

Ill health accounts for 43% of the health and safety incidents, 84% of the related sickness absence and over 99% of the work-related deaths each year.

14%

28%

63%

31%

4% 1%

38%

18%

16%

21%57%

9%

Source: Health and Safety Executive (www.hse.gov.uk)

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BIFM NEWS� BIFM.ORG.UK


THINKFM

ThinkFM programmeThe ThinkFM conference takes place on 10 June at The Royal College of Physicians in London. Hundreds of delegates will be attending and they will be able to choose their agenda from 24 sessions running across three hubs.

Here, we look at some key learning outcomes from a selection of sessions. Hub 1 Talent: Raising our game‘Harnessing the power of competency frameworks’, Suzanne McMinn, head of human resources, Workplace LawKey learning outcomes:● Understand how competency frameworks can be used throughout the employment life-cycle, from recruitment through to performance-management, appraisals, succession planning and personal development. ‘Survival of the fittest, or the brightest’, Phil Ratcliffe, managing director, ProcoreKey learning outcomes:● Understand what a modern business requires now and in the future● Understand what future talent looks like● Understand what changes FMs need to make in order to be prepared for the future● Provide a blueprint for FM to be recognised as an asset● Show how FMs can communicate their worth.

Hub 2 Performance: Making our case‘Flying Standards: why occupiers and providers need more consistency in facility management’, Dave Wilson, managing director, Effective Facilities Limited

Key learning outcomes:● ‘Which standards directly affect facility managers’ and service providers● The difference between compulsory and advisory standards● How to use standards to reduce risk and workload and improve outcomes● How to influence development of standards● What is happening next with European and international standards. Smart Steps to Sustainable FM, Martin Baxter, executive director (policy), Institute of Environmental Management & Assessment (IEMA) and Peter Watts, head of environment, Workplace LawKey learning outcomes:● Understand the wider business benefits of going beyond compliance in environmental management● Discover the role of FM in sustainable workspaces. Hub 3 Relationships: Realising our valueRealising value: the intelligent FM client, Bev Burgess, director, The Capsicum Group and David Sharp, managing director, Workplace LawKey learning outcomes:● Discover how FMs in high-performing organisations operate and add value● Understand the role FM has to

BIFM AWARDS

Closing soonThe closing date for the BIFM Awards is only about a month away, so if you’re planning to enter, now is the time to think about what category or categories to submit to.

The awards recognise the very best individuals, teams and projects across the FM industry. They present a fantastic opportunity for winners and finalists to be recognised for everything they bring to the FM profession.

Entering the BIFM Awards gives you the chance to get involved and be recognised. Many winners have found great success in the wake of winning awards, not just externally but also within organisations.The list of categories comprises: ● Excellence in Customer Service ● Excellence in Product Development ● Facilities Manager of the Year ● FM Excellence in a Major Project ● FM Service Provider of the Year

play in contributing to a company’s bottom line.

‘The future of client/supplier relationships: Are true partnerships possible?’ Tom Robinson, head of transformation & development, Mitie Client ServicesKey learning outcomes:● What makes sustainable partnerships possible and the thing that breaks most of them down● What motivates people in FM and why we’re not capitalising on it● The future of FM relationships: What the top three per cent of companies can teach us● The ‘three truths’ behind human behaviour and its impact on FM.

Furthermore, Jim Lawless, inspirational speaker and author, will be delivering the opening keynote session, and Chris Kane, chief executive BBC commercial projects will be closing ThinkFM, speaking during the early-evening drinks reception, giving a rare and fascinating insight into managing facilities at the BBC, one of the world’s largest broadcasters.

i Learn more about the conference at www.thinkfm.com. BIFM members save on the delegate fee. ThinkFM is brought to you by BIFM in association with Workplace Law.

The Royal College of

Physicians plays host to this

year’s ThinkFM conference

KEEP IN TOUCH

» Network with the BIFM @ www.networkwithbifm.org.uk» Twitter @BIFM_UK » LinkedIn » Facebook » YouTube » Flickr

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BIFMCOMMENT

s the biggest FM institution in Europe with over 13,000 members worldwide, we understand the demands on modern facilities managers. In such a globalised working environment, you need access to up-to-date information, knowledge

and training that meets your needs. However, with so much information available it can be hard to know where to find the most relevant and quality-assured resources quickly and easily. So what does the BIFM offer today’s busy FMs?● Access to information and knowledge, keeping you at the forefront of industry developments● Great networking opportunities – share best practice, guidance and research● FM publications and industry news sent directly to you● Personal career growth via graded membership tiers and CPD● Clear progression pathways through our qualifications to support individuals and organisations in developing FM expertise● The BIFM offers discounts on insurance, travel, wines, holidays and more.

Getting ahead in the current economic climate is more challenging than ever. Joining the BIFM will give you access to the most up-to-date knowledge and resources, designed to help you directly in your work environment and your career development.

Whether you want to develop skills for your current role or work towards a new position, professional qualifications add considerable value to your skills and knowledge base. Qualifications are essential in gaining respect, recognition and a secure future; build your future and qualify for an assessed grade with the BIFM – get the recognition you deserve.

BIFM members who actively take part in our networking events primarily value the ability to network and introduce themselves to the right people. One of the best ways to get involved is to find an event near you, get introduced to new contacts, and gain new knowledge and insight. Join your local regional or special interest group, and find out how they can help support and build on your career.

Volunteering does not have to be time-consuming; you can break up your involvement into bite-size pieces to fit with your work-life balance. How about volunteering to help out with just one event, support or provide the logistics, or be there on the day to help run things smoothly?

Through volunteering you can build the capability of the organisation, as an advocate you can take positive action. We know you are passionate about what you do, and want to help others advance and develop. You are the BIFM; help build the sustainability of not just the institute, but of facilities management as an industry!

i For information, check out our website, which is full of helpful information about your membership and how you can use it to your advantage, or of course just call one of the membership team on 01279 712 650, email [email protected] or visit www.bifm.org.uk/handbook

A

Please send your news items to [email protected] or call 0845 058 1356

ARE YOU MAKING THE MOST OF

YOUR MEMBERSHIP?

● Impact on Organisation and Workplace ● In-House Team of the Year ● Innovation in the Use of Technology and Systems ● Learning and Career Development ● Profound Impact on the Industry Over the Last Five Years *New for 2013*● Sustainability and Environmental Impact

The window for entries closes on Friday 26 April, with FM of the Year closing on 28 June.

Winners will be announced at the awards ceremony, held on Monday 14 October 2013 at The Grosvenor House Hotel in London. Tickets and tables are available now.

i The entry criteria for each category, and details of attending on the night can be found at www.bifm.org.uk/awards2013. Good luck with your entry.

NORTH BALL

Early-birdThe early-bird savings for North Ball tickets and tables end on 31 March. By confirming your tickets or tables now you will save:● Table of 10, £900+VAT● Individual tickets £95+VAT

After 31 March, prices will increase to £1,000+VAT and £105+VAT respectively.

The ball, taking place at Manchester’s Hilton Hotel on 27 June includes a live band and disco. Over 200 of the North’s leading FM professionals will attend this premier networking event, which is open to members and non-members.

Thanks to headline sponsors Norland for their support.

i To book contact Stephen Roots: [email protected], 07958 877 897. Learn about BIFM events at www.bifm.org.uk/events

Donna Duckworth, membership manager at the BIFM

“MEMBERS VALUE THE ABILITY TO NETWORK AND INTRODUCE THEMSELVES TO THE RIGHT PEOPLE”


BIFM NEWS� BIFM.ORG.UK


ean Hewitt is a consultant with the National Register of Access Consultants (NRAC). Jean represents the BIFM on the British

Standards Institute committee for Access to Buildings, and delivers BIFM Training’s one-day training course ‘Inclusive FM and the Equality Act’. Here, she provides an update on accessibility and inclusion:

The ‘Red Tape Challenge‘ is a scheme that looks at the planning system, and suggests changes to reduce unnecessary administration. In the area of access, proposals under the scheme include the removal of the design and access statement from smaller schemes. Without this mechanism to focus designers’ attentions on accessibility in the early stages, there are fears that access standards could be eroded. The consultation process closed on the 4 March for streamlining planning so keep your eyes peeled for the outcome.

Also as part of the Red Tape Challenge, a tidying and reconfiguration of the principal parts affecting accessibility (Parts K, M and N) has occurred. The amended Parts K and M apply from the 6 April. Part N (Glazing) has disappeared and some of its content has been subsumed by the revised Part K. A key change to the approved document of Part M is the removal of a requirement for an access statement; instead, an access strategy is needed, which is not mandatory on all schemes and not always in writing.

The ‘Lifetime Home’ standards – are a set of 16 design criteria. These have been applied as mandatory across the Greater London area for many years through the London Plan. Lifetime Home standards build-in flexibility for easy adaption to meet a variety of needs over the occupant’s lifetime. This includes provisions that arise due to having children (pushchairs etc), illness, or in the event the owner acquires a disability. The BS 2966 is a British Standard based on these points and should be published soon.

Scheduled to be implemented in April, the ‘bedroom’ tax could have a significant impact on families with disabilities; in these cases, space is critical for the storage of wheelchairs, hoists and other assistive equipment. Charities have also told the government that couples who could not share a bedroom because of an impairment would be unfairly penalised. Welfare Secretary Iain Duncan Smith has acknowledged these concerns and has instructed officials to look again at how the bedroom tax will affect disabled people.

The Inclusive FM and the Equality Act training day is on Tuesday 30 April. £385+VAT BIFM members or £480+VAT non-members. Attendees awarded BIFM certificate of attendance. Email [email protected] or call 020 7404 4440

BIFM TRAINING

J

NEWS UPDATE: ACCESSIBILITY AND INCLUSION

MEMBERS

Corporate membersThe BIFM welcomed the following corporate members in February:

● Berry Recruitment - product supplier● Danone Waters UK And Ireland – product supplier ● Leafield Environmental – product supplier● MJ Mapp – FM service suppliers, contractors● Nationwide Hygiene Supplies – product supplier● NBC Bird & Pest Solutions – FM service suppliers, contractors● NC Environmental – FM service suppliers, contractors● Trios FM – consultant, provider of advice & guidance.

i Learn more about corporate membership at www.bifm.org.uk/corporatemembershipor call 0845 058 1358

KNOWLEDGE

BarbourThe latest Barbour quarterly pack for BIFM members is available, and is focused on vacant property. Each pack is free to BIFM members, and this pack includes:● Vacant property management – toolbox talk ● Vacant property management

– director’s briefing ● Vacant property management – employee factsheet ● Security – director’s briefing ● Security – toolbox talkalso available to download● Vacant property management – technical guide ● Building Maintenance – technical guide ● Building Maintenance – model policy. The institute also has a Good Practice Guide (GPG) available on managing ‘Vacant Property Management’. The guide provides information and guidance to facilities professionals that have empty buildings to manage as part of their property portfolio.

It explores the reasons why an increasing number of commercial buildings are becoming empty. The GPG also highlights some of the major problems facing managers of vacant properties. It explains how facilities managers can close buildings and manage empty properties on a long-term basis keeping them safe, secure, in line with their insurer’s expectations and ready for reoccupation, sale or demolition.

All Good Practice Guides are free to BIFM members.

i Access the Barbour Quarterly pack at www.bifm.org.uk/barbour. Access all BIFM Good Practice Guides at www.bifm.org.uk/gpgs SH

UTTE

RSTO

CK


www.fm-world.co.ukwww.fm-world.co.uk

INTERNATIONAL EVENTS

15–17 May | BCO ConferenceA full programme of plenary sessions, seminars, tours and social events, including talks on: changing culture to maximise value; innovation in austerity; survival of the fi ttest: lessons from other countries; and building information modelling (BIM).Venue: Hotel Meliá Castilla, Madrid, SpainContact: www.bcoconference.org.uk

22-24 May | European Facility Management Conference 2013 Sustainability is the core focus of this year’s European Facility Management Conference (EFMC). Over 700 participants from all over the world are expected at the Prague Congress Center.Venue: Prague Conference Centre, Prague, Czech RepublicContact: www.efmc-conference.com

27 June | World FM Day 2013A global FM initiative to celebrate the importance of the FM profession, raising the industry’s profi le worldwide. This will be the fi fth annual World FM Day. Visit the FM World website for last year’s highlights.Venue: Various global events.Contact: www.globalfm.org

2-4 October | IFMA World Workplace conference & expoThe largest annual conference for FM includes exhibitors, discussions and networking.Venue: Philadelphia, Pa., USContact: www.worldworkplace.org

INDUSTRY EVENTS

April and May | British Council for Offi ces regional awards dinnersNorth of England, North Wales and Northern Ireland region - 17 April, 7pm, Manchester Town Hall.South West, Thames Valley and South Wales region - 25 April, 7pm, At-Bristol.London and the South East region - 30 April, 12pm, London Hilton, Park Lane.Scotland region - 3 May, 12pm, The Roxburghe Hotel.Midlands and East Anglia region - 10 May, 12pm, Birmingham Town Hall.Contact: www.bcoawards.org.uk/dinner/events

8-9 May | Green Build ExpoGreen Build Expo focuses primarily on professionals working in the volume housing and non-domestic building sectors.. Green Build Expo has expanded its focus to wider construction sectors, which include hotel and leisure, retail and offi ces, as energy saving and refurbishment have impacts on these areas, too.Venue: Manchester Central Convention ComplexContact: www.greenbuildexpo.co.uk

14-16 May | Facilities ShowOrganised in association with the BIFM, the Facilities Show has established itself as the leading meeting place for the industry. Free education and CPD content, with hundreds of suppliers and exhibitors in this three-day event.Venue: NEC, BirminghamContact: www.facilitiesshow.com

10 June | ThinkFM 2013The leadership challenge. ThinkFM is a day of learning, debate, interaction and networking, brought to you in association with Workplace Law. Delegates will take away new ideas to make a diff erence to their organisations. There will be three hubs: talent, performance and relationships in FM. Early-bird prices are still available.Venue: Royal College of PhysiciansContact: [email protected] or visit www.thinkfm.com

24-25 June | 33rd Facilities Management ForumIn this ever-changing environment, all companies need to source sustainable FM services, products and solution providers that off er the best value for money. At the forum, you can fi nd them quickly and effi ciently. This event is specifi cally organised for FM directors and managers who are directly involved in the procurement of FM services.Venue: Heythrop Park, OxfordshireContact: Robert Wye at [email protected] or call 01992 374 100

14 October | BIFM Awards 2013The BIFM Awards is the most infl uential networking event within the UK’s FM calendar and gives national recognition to the leaders in our profession. The BIFM Awards are designed to

celebrate the increasingly strategic profi le of FM by highlighting the key role it plays in the success of public and private sector organisations. The night of the awards ceremony brings together the leaders of our sector with the winners, fi nalists and high-profi le guest presenters to celebrate excellence in FM.Venue: Grosvenor House Hotel, London Contact: [email protected] or call 0845 058 1356

BIFM SIG EVENTS

10 April | Catering & hospitality SIG – Developing your organisation’s catering strategyAn evening seminar for clients with food-service strategies. Rebecca Stevenson, RBS and Richard Turpin, HSBA will present and take questions.Venue: Field Fisher Waterhouse LLP, 35 Vine Street, LondonContact: Visit tinyurl.com/d7p45yg

CHANNEL ISLANDS REGION

23 April | Jersey region launchRegion launch event, from 11.30am. Includes welcome speeches from the BIFM, refreshments and networking opportunities.Venue: Elizabeth Suite, Radisson Blu, Rue de L’Etau, St HelierContact: Visit bifmjerseylaunch.eventbrite.com or email [email protected]

24 April | Guernsey region launchRegion launch event, from 9.30am. Includes welcome speeches from the BIFM, refreshments and networking opportunities.Venue: La Petit Seigneurie, St Pierre Park Hotel, St Peter Port Contact: Visit bifmguernseylaunch.eventbrite.com or email [email protected]

HOME COUNTIES REGION

18 April | Eli Lilly tourFrom 5.30pm, Colin Bamford and Sodexo present, followed by a tour of the newly opened building.Venue: Eli Lilly, Lilly House, Priestley Road, BasingstokeContact: Ashleigh Brown [email protected]

LONDON REGION

7 May | Question timeA panel of six leading industry guests, led by a chairperson, will

debate hot issues from the world of FM, with audience participation.Contact: [email protected]

The BIFM London region holds its monthly CPD events on the fi rst Tuesday of every month. Contact: www.bifm.org.uk/bifm/groups/regions/london/events

NORTH REGION

9 April | Lincoln Cathedral visitFrom 3pm, at the invitation of the Subdean of Lincoln. The visit includes a presentation from the works manager and a scaff olding tour of restoration work.Venue: Lincoln Cathedral, Minster Yard, Lincoln, LN2 1PXContact: Bob Rabagliati at bailiff @trinity-estates.org.uk

SCOTLAND REGION

23 April | Critical activities for incident management – the ‘golden hour’ The people and logistics issues of a workplace crisis begin to emerge immediately and the actions of the incident management team during the ‘golden hour’ that immediately follows an incident infl uences everything that is to come. Learning will involve a case study of a well-executed golden hour.The region is currently looking for an event sponsor.Venue: Lecture Theatre BG11, City of Glasgow College, 60 North Hanover Street, Glasgow G1 2BP Contact: Michael Kenny at [email protected]

30 May | Annual golf daySponsored by FES FM.Venue: Bishopbriggs Golf Club, Brackenbrae Road, Bishopbriggs, Glasgow, G64 2DX Contact: Call 01977 598 914, email [email protected]

SOUTH REGION

28 March | The debate – innovation in FMThe second in the region’s series of debates. The motion will be”FM service providers deliver meaningful innovation to their client through the life span of the contract”. Neil Longley, Opale Management and Frank Milner, Milhow, will speak.Venue: EDF Energy, 329 Portland Rd, Hove, East Sussex BN3 5SUContact: [email protected]

FM DIARY

Send details of your event toeditorial@fm–world.co.ukor call 020 7880 6229


41_Diary.indd 4141_Diary.indd 41 21/03/2013 13:3221/03/2013 13:32


BEHINDTHE JOB

What attracted you to the job? The opportunity to work closely with a prestigious FTSE 100 client and to be part of a team that will help shape the future of NG Bailey’s facilities services division.

My top perk at work is… The client relationship – we have a working partnership agreement that is a unique and refreshing way to operate.

How did you get into facilities management and what attracted you to the industry? While assessing my future possibilities at the end of my degree, an opportunity arose within an FM environment and I have never looked back.

What’s been your career high point to date? There have been many, but the one that always springs to mind is being promoted to the contract manager on a contract that I had started working on two years previously as an admin assistant.

What has been your biggest career challenge to date?Maintaining supermarket refrigeration in the summer – I still have the scars!

If you could give away one of your responsibilities to an unsuspecting colleague, what would it be? Time spent analysing my team’s expenses!

If you could change one thing about the industry, what would it be?The perception that you need to have a technical background in senior account management roles.

If I wasn’t in facilities management, I’d probably be…A lawyer.

Which “FM myth” would you most like to put an end to?That we just fix toilets!

How do you think facilities management has changed in the past five years?FM is no longer just about operational delivery and technical excellence – that is the minimum expectation. Being a great service provider is also about the added value and customer service you provide to the client.

And how will it change in the next five years?The industry will be driven far more by innovation, environmental and energy concerns. I think we’ll also see more women in senior posts.

What single piece of advice would you give to a young facilities manager starting out?Get into the detail – take time to understand what all the work streams involved in the contract do, including the helpdesk and contract administration. Understanding this and getting it right can change the performance of the contract.

FM PEOPLE� MOVERS & SHAKERS

NAME: Reyana SearleJOB TITLE: Account directorORGANISATION: Land Securities, NG BaileyJOB DESCRIPTION: Providing MEBF services to Land Securities’ 44-building portfolio in London, including the famous Piccadilly Lights

Kevin Fitzpatrick (left) has joined workplace solutions provider NJW as chief operating officer. Fitzpatrick was previously operational excellence director at Sodexo. He is responsible for NJW’s operations across its four divisions. Fitzpatrick, who also spent time at Honeywell and Manpower, began in his current role in January.

Compass Group UK & Ireland has appointed two directors. Caron Naylor (centre) has become director of business excellence. She joined

Compass in 1982 through its graduate training scheme and has undertaken operational management and business director roles across the group. She takes over from Jason Leek, who is now leading a strategic project within the group. Fiona Ryland, meanwhile, has become HR director for the group following four years of working with Compass. She was most recently HR director for its business and industry division. Ryland has operational experience with retailers Dixons, Asda and Safeway, and spent five years in HR

operations at Comet. In addition, Carol Hudson, retention director for the group since June 2011, has also joined the executive team.

Derwent FM has appointed Keith Rowan (above) as audit and compliance manager. He will oversee all aspects of health and safety and environmental quality control. Joining the company from Balfour Beatty Workplace, Rowan has previously held quality assurance and health and safety positions with City of York Council and Tunstall Communications.

ON THE MOVEChanging jobs? Tell us about your new role and responsibilities.Contact Jamie Harris [email protected]

42_PeopleAndJobs.sr.indd 4242_PeopleAndJobs.sr.indd 42 21/03/2013 13:3321/03/2013 13:33


FM NEWS� Call Richard York on 020 7880 8543or email [email protected] full media information take a look at www.fm-world.co.uk/mediapack

www.fm-world.co.uk

FM innovations

▼ ECG Facilities unveils retail divisionECG Facilities Services, a national provider of M&E building services maintenance has announced the launch of a specialist retail division.

“We have been involved in maintaining heating plant and electrical installations and air conditioning for a range of retailers for the last 15 years,” said ECG managing director Stephen Hawthorne.

“Having recently secured national contracts for JD Sports and Game, we felt we could provide an enhanced service to our existing and new clients by creating a national retail team, who will be completely focussed on response times and fi rst-time fi xes.”

Commercial director Brian Jamieson added: “ECG’s aspirations are to be the fi rst choice M&E maintenance provider to the retail sector throughout the UK.”W: www.ecg-facilities.com

▲ Brighten up with Toolstation’s LEDs Toolstation has just launched its latest catalogue with a whole range of new LED lighting products to brighten up the winter. LED lamps provide much longer life and more energy saving ability compared to traditional or halogen lamps and Toolstation has launched a new selection of LED torches, site lights, brick lights, emergency lights and downlights. There’s a great range of high-quality torches from LED Lenser, such as the Police Tech Focus Torch, with a patented advanced focus system, aircraft-grade aluminium casing and a 115 lumens output, priced at £32.98. There is also a generous £40 saving on a top brand Makita 18V combi drill, with 3.0Ah Li-Ion battery, 22 minute charger and case, now priced at only £149.98.T: 0808 100 7221 for catalogue ordersW: www.toolstation.com

▼ Airmec wins with Welsh authoritiesThe creation of asset registers and new inspection regimes is set to reveal opportunities to reduce risk and optimise costs of essential air services for two Welsh local authorities.

Essential air and water services provider Airmec has been awarded contracts to manage inspection and cleaning of kitchen canopies and associated fans and ductwork facilities at over 120 schools and care centres across the Vale of Glamorgan and Swansea.

The Airmec tender won the day because it looked beyond a simple replication of the service levels delivered by past providers and will create for each authority a complete asset register, enabling managers to predict, plan and budget for maintenance and remedial work more accurately. W: www.airmec.co.uk

▲ Legion rescues 300 cars from floodParking offi cers from Legion Parking Services have helped 300 drivers rescue their cars from a fl ooded car park in Staff ord town centre. On 11 February, the water levels on Doxey Marshes rose signifi cantly due to heavy rain and melting snow, causing nearby Doxey Road car park to fl ood. Offi cers from Legion, a division of OCS Group UK, were patrolling the area and alerted Staff ord Borough Council, which used various communication channels, including Twitter, to tell motorists to return to the car park and rescue their vehicles.

Most motorists weren’t kitted out for wading through the fl oodwaters. The offi cers took their keys, waded through the water to each vehicle, and drove it to dry land. Around 300 vehicles were rescued. W: www.legion-group.co.uk

▲ Gartec launches platform liftGartec, part of the Aritco Group, is launching its latest ground-breaking product – the Aritco 9000 Cabin Lift. Based on its highly successful Aritco 7000 platform lift, the Aritco 9000 Cabin Lift has a fully enclosed cabin and combines the feel of a passenger lift with the ease of installation and cost benefi ts of a platform lift. However, installing an Aritco 9000 works out to just 60 per cent of the cost of a typical passenger lift installation.

Having a market-leading pit depth of only 75mm and a headroom requirement of just 2,400mm, the Aritco 9000 is ideal for fi tting into buildings where space is at a premium and where a conventional lift would simply not be possible. The Aritco 9000 also takes just three days to install. The Aritco 9000 comes with its own shaft enclosure. T: 01296 397100 W: www.gartec.com

▲ Mini vault safe range from SecurikeySecurikey has enhanced its best-selling Mini Vault range of freestanding safes.

The Mini Vault Silver range is manufactured in a choice of three sizes, all of which feature an 8mm anti-bludgeon door that is mounted on concealed hinges and laser-cut to fi t fl ush to the sides of the safe. 25mm locking bolts keep the door securely closed and hardened steel plates are built into the design of each safe to protect all vulnerable areas.

For additional fi re protection, such as for the safekeeping of documents, the Mini Vault Gold Fire Resistant model is ideal as it off ers the additional benefi t of double-walled construction using a fi re-resistant barrier material to meet standard DIN 4102. A variety of locking options are available. T: 01252 311 888 E: [email protected] W: securikey.co.uk

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Call Carly Gregory on 020 7324 2755or email [email protected]

For full media information take a look at www.fm-world.co.uk/mediapack

Appointments

jobs.fm-world.co.ukjobs.fm-world.co.uk

Meet the Team:

Danny Woodcock

AlexSutherland

RichardBritcliffe SutherlanderlandeSuthth

Permanent Recruitment0121 450 5000 / [email protected]

Patrick Farrelly

PatrickFarrelly

www.thefmnetwork.co.ukNO.1 FACILITIES MANAGEMENT RECRUITER IN THE UK*

Patrick had a successful career in sales and recruitment before joining the FM Network. He operates across the Service Provider and the Managing Agent mar-ket place and focusses primarilyon vacancies ranging from £20k-50k throughout the UK. He works with some of the UK’s leading Facilities Management Providers.

Denis MurrayHead of Supply and Logistics

G4S Integrated Services

Patrick specialises in Junior to Mid-level permanent recruitment. He focuses on 3 areas of the market

FM Service ProvidersManaging AgentsEnd Users

Pereererer12111211212

Patrick specialalalliseiiseiseise is is is is i Jn Jn Jn Jn J iuniuniuniuniororor or ttotototo MidMidMidMidMid lle-le-lele lvelvelvelvel

P11

Meet the Team:Meet the Team:

PPPP01001

FM New appoints280313.indd 044FM New appoints280313.indd 044 21/03/2013 14:4121/03/2013 14:41

FM WORLD |�28 MARCH 2013 |�45jobs.fm-world.co.uk

in FM recruitment

thenatural choice

www.edenbrown.com

To find out how you can benefit from working with

Eden Brown, contact us today on 0845 4 505 202.

Head of Facilities Management Ref: ES2Starting salary from £56,467 - £63,866 per annum with further progression opportunities to £68,757We are looking to recruit an experienced Head of Facilities Management to lead our diverse FM team.

This is an exciting period of signifi cant change for the University and the Estates Directorate, with a planned capital investment in the estate of circa £106M to 2018. You will play a key role in supporting the changes needed to transform Estates into a client-focussed integrated services provider, maximising the value it delivers to the whole University community. You will defi ne the vision, strategy and operating model for their department, and contribute substantially to the strategic development of Estates.

As well as possessing excellent interpersonal, negotiation and analytical skills you will have knowledge and experience of:

• Running effective FM departments • Management techniques for achieving process and quality improvements• Property management of large and complex estates, including budget and

resource management

For an informal discussion, please contact Stuart Laird, Director of Estates at [email protected]

A detailed job description and person specifi cation are available from our website together with an online application form. Alternatively, please telephone 01202 961130 (24 hour answerphone) quoting the appropriate reference.

Closing date: (Midnight) Wednesday 10 April 2013.

Interview date: Friday 26 April 2013.

www.bournemouth.ac.uk/jobs

Facilities Manager(Ref. SS921) Applications are invited for the post of

Facilities Manager with the Estate Management Section

based at the University’s Southend campus. You will be

responsible for the design, specification and management

of service and term contracts for the University’s Southend

and Loughton campuses. This comprises predominantly

hard but some soft facilities management. There is

complementary responsibility for procurement of some

minor works projects.

It is essential for the successful applicant to have the ability

to demonstrate knowledge of hard and soft facilities service

delivery, experience of project management of small

projects, and a knowledge of electrical and mechanical

engineering and design. It is desirable for candidates to be a

member of an appropriate body, e.g. BIFM or CIBSE.

This post is fixed term for two years.

Salary: £27,854-£30,424 per annumClosing date: 14 April 2013

Apply online at http://jobs.essex.ac.uk

http://jobs.essex.ac.uk

FM New appoints280313.indd 045FM New appoints280313.indd 045 21/03/2013 14:5021/03/2013 14:50

CASE STUDY – FM AT THE GUILDHALL IN LONDON /// FEATURE – GYMS IN OFFICES /// TECHNICAL – BS EN15780:2011 DUCTWORK VENTILATION /// LEGAL UPDATE – THE RIGHT TO LIGHT /// HOW TO USE BIRDS OF PREY FOR PEST CONTROL /// REPORT – MIPIM // ALL THE LATEST NEWS AND BUSINESS ANALYSIS

IN THE NEXT ISSUE OUT 11 APRIL

TENDERING REVISITED


FINAL WORD� NOTES FROM AROUND THE WORLD OF FM

LIFE AFTER AUNTIE AT TELEVISION CENTRE

STILL GETTING THEIR KICKS, POST 66

THE SAMEDAYS

2NO

On 18 March, the fi nal broadcast was transmitted from BBC Television Centre in White City, west London, with the last BBC staff due to move out by the end of the month. The end of an era, perhaps. But for developers Stanhope, which bought the site from the BBC for £200 million, there are fewer tears to wipe away. Proposals to open up the famous site aim keep the nostalgia and tradition alive.

The listed buildings, including the frontage to the site, will be retained. Stanhope plans to develop Television Centre into a mixed-use site, including offi ce and studio space for the BBC. Remaining offi ces will be transformed. The plans include 1,000 new residential units and a hotel built into the refurbished ‘inner ring’ of Television Centre.

The cost of the development is estimated to be

One of the stats in Gensler's 2012 study of BIFM international SIG members (see news, this issue) can be taken as either profoundly depressing or a sign of facilities managers’ true love for their work. Year on year, the survey has seen a marked shift in the age at which respondents expect to retire. In 2011, nearly 44 per cent of respondents felt they would retire after the age of 66. A year later, and that fi gure has jumped to 59 per cent.

The fi ndings suggest FMs are either delaying retirement as a result of the fi nancial crisis of 2008 or that they are enjoying their profession and “have a strong desire to stay working longer doing something they enjoy”.

Perhaps even more revealing is that no fewer than 10 per cent of those polled now expect that they will “never” retire, a fi gure up from 6 per cent last year.

In our 28 February edition, we quoted former BIFM deputy chair and FM consultant Dave Wilson as having said at Workplace Futures that, “competitive tendering only benefi ted public sector procurement departments”. He’s asked us to clarify his comments.

“I made the point that a reliance exclusively on tendering as a means of procuring outsourced services was a key factor undermining innovation, relationships, and service development, and that it was expensive for all concerned into the bargain. My parting provocation, and what I think you have mis-reported, was that the process of tendering only benefi ted procurement and sales teams, rather than our customers.”

Dave believes that there is a “serious point to discuss about whether, in general, tendering is the best or only process by which to achieve service and cost improvements,” and says he was merely “raising the idea that to solve the problems that face our industry and profession we need some fundamental re-thinking to be done”.

Happy to set the record straight – and indeed invite our readers to respond to Dave's point. Is tendering really “the best or only process by which to achieve service and cost improvements”?

£500 million, with an expected value of over £1 billion when completed.

Stanhope also plans to provide public access through the site, opening up the forecourt to the public and connecting Wood Lane tube station and the nearby Hammersmith Park. However, the adjacent Blue Peter Garden has already been lifted - including its sunken pond and sculptures - and relocated to the piazza at MediaCityUK, Salford.

BBC Worldwide will still remain in White City however. It will occupy a refurbishment of the ‘Stage 6’ building fronting Wood Lane. There will also be studio space on site, operated by BBC Studios.

Finally, if you happen to be passing Broadcasting House from April, you'll be able to pop into the on-site café and watch the news folk in action.

46_No2Days.sr.indd 4646_No2Days.sr.indd 46 21/03/2013 15:0121/03/2013 15:01

The Leadership Challenge: Raising our game, making our case – realising our value

With sessions to advance skills and thinking, this is thefacilities management conference to attend.

Select sessions from hubs:

Talent Performance Relationships

10 JUNE 2013, THE ROYAL COLLEGE OF PHYSICIANS, LONDON

www.thinkfm.com @ThinkFMbyBIFM

HOT DATES APRIL COURSES8-11 NEBOSH Level 3 National General Certificate in Occupational Health & Safety - WEEK 216-17 Managing in an FM Outsourced Environment16-18 Understanding FM [Foundation]16 Introduction to Catering Contracts17-18 Making Catering Contracts Work17-18 Effective Space Planning23-24 Building Services - The Next Step24-25 Introduction to Sustainability25 Personal Effectiveness Skills25 BIFM Executive Programme - FM Governance and Risk29 Apr - 3 May IOSH Managing Safely in Practice30 Inclusive FM and the Equality Act

Telephone +44 (0)20 7404 [email protected] | www.bifm-training.com facebook.com/bifmtraining twitter.com/bifmtraining

WHY NOT CHECK OUT OUR INTERNATIONALLY RECOGNISED FOUNDATION COURSE ‘UNDERSTANDING FM’ – NOW IN IT’S 22ND YEAR! Five TOP reasons for you or your staff to attend 1. A solid base for your development before intermediate and advanced levels. 2. Our flagship course & a de facto recognised standard in FM training 3. Can lead to level 3 qualifications in FM4. We take you on a valuable site visit to demonstrate FM in action 5. It’s a great opportunity to networkRuns monthly, next few dates: 16-18 Apr (London); 14-16 May (Edinburgh); 11-13 June (London); 9-11 July (London) For dates, prices or a detailed programme call 020 7404 4440

FMW.28.03.13.051.indd 2FMW.28.03.13.051.indd 2 19/03/2013 12:4719/03/2013 12:47

WHY WASTE MONEY ON LANDFILL TAX

ON 1ST APRIL 2013, LANDFILL TAX RISES TO £72 PER TONNE.Sending as little as twelve tonnes of waste to landfill each month will cost you over £10,OOO this year in unnecessary tax.

With extensive knowledge and experience, and a network of over 500 regional and local facilities, WCRS can help you reach as close to zero waste to landfill as possible.

WHY CHOOSE WCRS? COST REDUCTION STRATEGIES

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LANDFILL TAX AND CALL US

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FMW.28.03.13.052.indd 2FMW.28.03.13.052.indd 2 19/03/2013 12:5119/03/2013 12:51

2013-03-28 fmw

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