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FM WORLD |�14 MARCH 2013 |�03

VOL 10 ISSUE 5 �14 MARCH 2013

20 | The Crystal

CONTENTS

FEATURES

20 The Crystal: Siemens’ temple of sustainability

is the embodiment of ‘green design’. But, as Lucy Black discovers, this Crystal has one or two flaws

24 Organisational design: Nick Martindale looks at

how organisations’ estates should be a reflection on their core business function – and FM’s role within it

28 Apprenticeships: With National Apprenticeship

Week running until 15 March, Martin Read reviews the new, higher-level FM apprenticeship schemes

OPINION

16 Perspective of a facilities manager: Roger Amos talks about team motivation

17 Five minutes with Chris Kane, BBC facilities director

46 No Two Days

MONITOR

33 Technical: Legionella control comes underthe spotlight

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

35 Standards: The standard BS 8587:2012 helps FMs to manage information

36 Insight: Market intelligence

REGULARS

38 BIFM news41 Diary of events42 People & jobs43 Products44 Appointments

28 | Apprenticeship Week24 | Organisational design7 | Flexible working

NEWS

6 FM faces mixed fortunes in times of austerity, finds new industry report

7 Research suggests flexible-working rhetoric outweighs reality

8 BIFM Leaders Forum addresses the power balance in procurement

9 Think Tank: where does your company stand on flexible working?

10 Project of the Fortnight: MoD invests £226m in training school

12 Business news: Graeme Davies mulls the latest end-of-year company results

13 Interserve puts strong 2012 results down to outsourcing trend

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LEADER

few weeks back I took a strategic decision to give the sector’s favourite ‘s’ word a good kicking. This time it’s the turn of the sector’s favourite ‘i’ word.

You could argue that talking about innovation in this column is an innovative approach to comment column-writing. It’s not – it’s just another topic. And that’s part of the problem. Defining what is and isn’t ‘innovation’ can be tricky. We all want to be seen offering it, yet we all struggle to say exactly what it means.

Are big process-changes innovative? They can be, but their status as ‘innovative’ is often fleeting. Take, for example, the organisation-wide adoption of tablet computers to centralise the capture of building performance data. Initially, that’s true innovation, but when it becomes an expected way of operation, as it most assuredly will, the use of tablets will quickly from ‘innovation’ to ‘standard practice’. Where, then, for further FM innovation in that organisation?

True innovation in service delivery is necessarily specific to the organisation in question and the nature of the service delivered into it, whomever is doing that delivering. Significantly altering the parameters of a service to an agreed, precise operational requirement is not necessarily something that can be subsequently bottled up and sold on. Innovation so often results from the maturing of cross-departmental relationships; the minutiae of day-to-day interactions between particular individuals and their interlaced job functions in a bid to agree a new and (critical, this bit) consistently deliverable alternative to an existing process.

Where true innovation in FM is happening, both the organisation and its facilities manager can explain it in fine detail. But when we talk about it generally, it can turn out like any of these last three paragraphs – touching the subject in broad, sweeping terms while remaining frustratingly empty of anything approaching concrete detail.

Worst of all is when the word ‘innovation’ is used to dress up a cost-cutting exercise: this is just middle-management, job-justifying nonsense. It’s what our American cousins would call “kicking the can down the road” – ignoring serious operational problems until they appear in a much worse form later on.

I may be cynical about the word being used as camouflage, but I’m far from cynical about innovation per se. Indeed, I relish the myriad examples I come across, in everything from catering to cleaning or the amazing advances in equipment and

training. And at the point where FM takes on a formerly operational activity, there’s likely to be an example of innovation worth reporting on.

This year is also shaping up as a year in which the seeds of future FM innovation are sown. For service contractors, the government will soon offer the opportunity to bid for probation-service work; what is learned from that could then be ported across to other FM services. Meanwhile, Mitie and Interserve’s recent acquisitions mean FM firms will, for the first time, be directly responsible for operating within the home. FM operatives dealing directly with the public in their own homes? That, surely, will generate some true innovation.

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© 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

A

“Wherever FM takes on a formerly operational activity, there’s likely to be an example of innovation worth reporting”

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FM faces mixed fortunes in austerityThe adverse economic climate in the UK has had a mixed impact on the FM sector, according to an in-depth report.

The study, from business- to-business research company Market & Customer Insight (MCi), said that some FM providers are building closer relationships with clients. However, while some companies are increasingly likely to feel they can reduce costs with an existing supplier, other clients are shortening contracts to keep a closer eye on costs.

The study, entitled The UK Facilities Management Market Development 2013, examines the industry’s performance since 2008 and forecasts that the market for all FM services will grow at an annual rate of 2 per cent between now and 2017.

This growth will be fuelled in part by a 9 per cent increase in the amount of FM services that are contracted out and a 17 per cent growth in the take-up of total FM (TFM) services.

The move to partnership-based approach and more tailor-made services are cited as the reason for the TFM growth, which MCi suggests will grow by between 2 and 4 per cent through to 2017.

MCi puts its growth forecast down to the “continued trend towards outsourcing of non-core activities and the trend towards bundled services contracts and integrated facilities management solutions”.

The report suggests that the growth of outsourced FM in the public sector will be a result of continued public spending cuts,

with public sector clients “looking to reduce the number of suppliers and cut costs.”

The company also saw growth in internal FM provision in 2010 and 2011, but also reports that this market declined in 2012, a reflection of the stagnation of the economy and the “greater importance” of contracting-out services.

The value of the M&E sector is predicted to rise by just over 8 per cent by 2017 to £22.5 billion. Repair and maintenance output will rise just over 15 per cent to £52.5 billion by 2017. Contract cleaning will rise by 8.4 per cent to £6.1 billion and contracting

MARKET ANALYSIS

catering will see a rise of 10 per cent to £4.7 billion.

The manned security sector will increase by 15 per cent to just over £4 billion, although with a decline this year, because of an immediate comparison with the 2012 Olympic-year boost.

The type of work being outsourced has broadened in recent years, from mainly operational tasks to more strategic services.

However, the culture of austerity in the public sector was expected to continue for the next few years, the report predicted.

The total value of the FM sector was £106 billion in 2012, with total facilities management (TFM) accounting for £9.6 billion, according to the study.

The full report can be obtained through www.mbdltd.co.uk

Public procurement reform being ‘stifled’

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The government is missing out on savings from centralised procurement because departments are failing to co-operate with new reforms, according to the National Audit Office (NAO).

In a report published recently, the NAO said the government had saved £426 million in 2011-12 through centralised procurement. But, while funding for central contracts increased from £2.6 billion in 2009-10 to £3 billion in 2011-12, this figure still represents less than half of its spending on common goods and services.

The NAO described the current government procurement strategy as “the most coherent approach to reform yet”. However, it blamed weaknesses

in contract management and a lack of enforcement – to induce departments to use a centralised approach – to explain why maximum savings were not being made.

Amyas Morse, head of the NAO, said in a statement: “The Cabinet Office will have to lead a major cultural shift across government” if the centralisation of buying goods and services is to deliver the significant benefits on offer.

“There are signs of real progress, but the success of the reforms cannot depend on whether departments choose to co-operate. Departments must commit as much of their procurement expenditure as possible to central contracts and the Government Procurement

Service (GPS) must be held accountable for its performance.”

The NAO reported concerns from departments about the GPS’ inconsistency over contract management and the quality of customer service. It said that roles for everyday contract management are unclear and there are inadequate mechanisms in place for departments and the Cabinet Office to hold each other to account. The watchdog also identified unrealistic targets, incomplete data and ineffective government structures.

This story was first published by FM World’s sister title, Supply Management – the magazine of the Chartered Institute of Purchasing & Supply.

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“The important thing is that the Committee on Climate Change responds not to government, but to parliament. If we want energy sovereignty, we need that portfolio of energy sources to protect us from higher gas prices,” he said.

Professor David Strong, chair of the Energy Efficiency Partnership for Buildings, believed that government incentives to cut emissions had not been successful.

“The Green Deal lacks any major market drives for take-up,” he said. “It all started so promisingly with initiatives leading to a blueprint for a green economy.”

David Reiner, a senior lecturer in technology policy at the University of Cambridge, said that the issue

must be tackled on a grander scale.“Climate change is a global

problem. Even if the UK meets its own targets, how will that matter? In 2011, China’s emissions exceeded the US and the European Union’s emissions combined. We need to avoid being too insular.”

Paul King, chief executive of the UK Green Building Council, said technological advancements were where the real opportunities lay.

“Business-as-usual will not get us there,” he said. “Technology can help, but it won’t be sufficient. You need widespread behavioural change.”

Lord Deben concluded: “It is not too difficult. Getting depressed and doing nothing will not help.”

Experts divided on carbon targetsExperts are divided on whether the UK can realistically hope to meet its carbon reduction targets.

In an opening-day debate at the Ecobuild event, held at the ExCeL centre in London’s docklands, participants debated the motion: “Does the UK have any hope of achieving its 2050 carbon reduction target?”.

The government has set a target of reducing the country’s carbon dioxide emissions by 80 per cent, on 1990 emission levels, by 2050.

Lord Deben, chair of the Committee on Climate Change, said that because parliament had tied any new government into legally-binding interim targets, the UK was likely to succeed.

Sodexo withdraws beefSodexo has withdrawn all frozen beef products from its UK catering operations after finding horse meat in some products.

The food services group said that DNA testing had revealed contamination in some products, but the company had decided to withdraw all frozen beef to “reassure” its customers.

It said it had found equine DNA, despite assurances from its supply chain that products did not contain horse meat, and had launched an investigation.

Sodexo’s Tillery Valley Foods business, which provides meals to the healthcare sector, is not affected.

Demographics debateWorkforce demographics and legislative changes were among topics raised at an opening panel debate for this year’s IOSH Conference at London’s ExCeL.

The move to bring responsibility for improving public health under local authority control from this April was discussed by Dr Richard Heron, president of the Society of Occupational Medicine. “I believe that not enough consideration is being given to the needs of workers in this transition, and that’s something we need to think of,” he said.

Heron, who is also the chief medical officer at BP, focused on looming demographic changes. “About a third of UK workers will be aged over 50 by 2020 and a quarter over 65 by 2033,” Heron said. “That will mean a big change in the nature of the fitness-for-work decisions we need to take.”

ThinkFM speakersJim Lawless and Chris Kane will open and close this year’s ThinkFM conference, which takes place on Monday 10 June.

A qualified solicitor, Lawless is chief executive of personal development organisation Taming Tigers.

Kane is chief executive at BBC commercial projects. He will give an insight into FM at the broadcaster. (see 5 Minutes with, p.17)www.thinkfm.com/register

ECOBUILD CONFERENCE

Research published by mobile operator O2 has suggested that the rhetoric surrounding flexible working continues to outweigh the reality.

The company’s study of 400 businesses and 2,000 employees found that 75 per cent of workers claim to be more productive when allowed to change when and where they work. However, just 19 per cent say that their company encourages them to work flexibly – despite 77 per cent of employers also saying that flexible working is “actively encouraged” across their organisation.

Employers and workers also

disagree in the amount of tools and technology made available to support flexible working – employees are less likely to agree that sufficient support is available. And, while 56 per cent of employers state they have a clear flexible working policy, just 30 per cent of employees agree.

O2 business director Ben Dowd commented: “Talking about it simply isn’t enough. To create a truly flexible working culture, actions speak louder than words.”

The mobile operator argues that what’s required is a “single, massive moment of reappraisal” that effectively “shocks the business

into action”, thus significantly altering the flexible working culture within an organisation.

The survey was conducted by research agency ResearchBods.

Another newly published poll, by Staples Advantage, found that 93 per cent of employees believed working away from the office was beneficial for staff and bosses. In the same poll, 75 per cent of decision-makers said employees were happier when they were able to work remotely, and 53 per cent said they were more productive.

See page 9 for the FM World Think Tank debate on this topic.

Firms failing on flexible working

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Addressing the power balance in FM procurement was the priority identified at the BIFM’s second Leaders Forum event, held in London late last year.

In a paper published by the institute and based on the event, getting the ‘basics’ right was deemed essential to the long-term success of any FM and procurement relationship. The paper, entitled FM procurement: who holds the power?, argues that a more structured process would help to ease the mutual suspicion often felt between FM service providers and procurement professionals.

The forum established that the purchasing decision needs to be shared between the FM and an organisation’s procurement team. Experts in the forum also said that the importance of a good ‘cultural fit’ between suppliers and clients could not be underestimated in the eventual perception and success of procured services.

Gareth Tancred, chief executive of the BIFM, chaired the forum. Commenting on the evemt, he said: “It sometimes sounds a cliché, but better cross-departmental and organisational working, collaboration, trust and transparency delivers better results for everyone. Specialist procurement teams can help support the facilities manager, particularly around the area of contractual negotiation.

“However, the decision on whether the service being offered is best fit for the organisation, considering all the intricacies involved in delivering FM functions, has to sit with the subject specialist.”

In the forum, there was a concensus that as costs are pushed

down in the current economic climate, demand for added value increases. Tancred argued that “in the current climate, everyone wants more for less. However, the desire for short-term reductions in price is often pursued without regard for the long-term reduction in value. One of the things it highlighted was how these demands impacted on the people left to deliver contracts, operating at grass-roots level.”

This point was echoed by other members of the forum. Wayne Tanner, head of vendor management and procurement at UBS, said: “I don’t think that procurement professionals can claim to add as much value as they could, unless they have specific knowledge of the facilities world. For me, the devil is in the detail and it’s often subtle expertise and knowledge that the brings the difference to the enriched sourcing options.”

In an FM World webinar held last September, an expert panel also discussed the cultural fit.

When asked how buyers should go about including ‘cultural fit’ in the contracting process, panellist Tony Sanders, managing director – commercial at Interserve, advised buyers to look at the issue during the preferred bidder stage.

“We’ve found most success at this stage, where there are a couple of providers, and you can work quite heavily on workshops and developing a solution in a much more collaborative way. Then, you can get a clearer picture of how you both work,” he said.

‘FM procurement: who holds the power?’ is available to download at tinyurl.com/fmlfprocurement

BIFM Leaders Forum tackles procurement issues

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Last week, a leaked memo from Yahoo! revealed that the company was asking its employees not to work from home, while recently published research from mobile provider O2 (see news, page 7) suggests that only one in five companies actually encourages flexible working. Naturally, the job of an FM precludes most from having the ability to work from home themselves, but we asked what type of flexible working policies their organisations had in place – and whether as facilities managers they had ever benefited from them.

“Within my own team, as providers of support services, it is both our customers and my own expectations that we are available

to support the majority of our customers during the times they require it, or when it best fits into the organisation’s requirements,” said one FM, who said that, if anything, “the job can require us to be flexible in the opposite direction.”

Another respondent concurred, describing the challenge for FMs, in embracing such a policy. “At the coal-face of the industry, FM will always struggle to offer flexibility, due to the often-prescriptive structure of works. FM, by virtue of its status as a hands-on discipline, struggles to provide truly flexible working.

“There have been many times I have wanted the luxury of spending time at home to write

WE ASKED 100 FMS…What is your organisation’s policy on flexible working – and do you as an FM ever benefit from it?

reports, evaluate tenders, write risk assessments and staff reports without being disturbed or worrying about leaving confidential information on my desk.”

Flexible working is not “one-size-fits-all”, according to another correspondent, who was first to introduce the concept of ‘management by output’ into the debate. “For agile / flexible working to be adopted, it takes education of the managers to build trust in staff and manage output performance.”

16 per cent of respondents

to the poll were encouraged to work solely from the office only, although some of those said that their organisation offered flexible hours instead.

Another respondent said it was unusual to see any kind of flexibility given to employees.

“While the organisation I work for has a flexible working policy and allows flexi-time working, this is not the norm.”

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

THINK TANK

A leading figure in the FM software industry is urging retailers to follow Marks & Spencer’s (M&S) lead in placing sustainability clauses in property leases.

M&S unveiled its latest property lease policy at Ecobuild, held at ExCeL London, last week.

All new M&S stores will now have ‘green’ clauses as standard to enable landlords and tenants to better manage the buildings’ environmental performance.

Tim Clapham, director at Planon Software, said the policy should act as an example to others.

“It’s extremely encouraging to see M&S taking a pioneering approach in the retail sector’s attempts to comply with increasing green regulation,” he said.

“We hope this move will set a precedent for other large retailers. Its green property lease policy will

make carbon reporting a much easier and more efficient process.”

M&S said its green clauses would facilitate the sharing of waste information such as gas, electricity and water usage in its buildings.

The move is part of the retailer’s ‘Plan A’ strategy, which includes a commitment to reduce energy use in its stores, offices and warehouses by 35 per cent by 2015.

FM chief hails M&S’s green building clauses

CIWM expresses DEFRA concernsThe Chartered Institution of Wastes Management (CIWM) has voiced concerns over the Department for Environment, Food and Rural Affairs’ (DEFRA) decision to withdraw funding from three waste-to-energy PFI projects.

It is claiming the decision is “an example of poor government on a number of important levels.”

DEFRA confirmed in a forecasting report that it would not be providing up to £200 million in PFI credits for projects that are yet to reach financial close.

Steve Lee, CIWM chief executive, said: “It is an inefficient and inappropriate way to manage the delivery of essential infrastructure. The three local authorities involved were clearly caught by surprise.

“Rescinding promised funding to these projects could undermine years of work and taxpayers’ money.

By creating uncertainty, it is also likely to damage investor confidence in an industry that faces challenges in attracting the necessary funding.”

In a statement, DEFRA claims that the government has already provided £600 million in financial support and pledged to provide a further £3 billion to 29 waste PFI projects up to 2040.

However, Lee believes that the withdrawal of funding, typically 30 per cent of the PFI charges on the projects, highlights the government’s lack of vision and ambition.

“It would appear that the aim is for England to meet the bare-minimum landfill diversion required by the Landfill Directive and no more. This is short-term thinking and fails to take into account the fact that landfill diversion and other EU waste targets are likely to be raised in the next couple of years.”

Encouraged to work from the office only – 16%

Freely encourages people to work from home – 36%

Only allow flexible working in unusual circumstances – 48%

M&S commits to green clauses




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PROJECT OF THE FORTNIGHT

The Ministry of Defence is investing £226 million in a specialist training school to support the switch to the A400M Atlas transport aircraft.

The facility at RAF Brize Norton in Oxfordshire will provide state-of-the-art learning conditions for personnel operating, supporting and maintaining the new aircraft.

The MoD is buying 22 A400M Atlas machines to replace its fleet of C-130 Hercules, with the first entering service in late 2014.

Able to carry twice as much as the Hercules, the A400M Atlas can transport 32 tonnes of cargo over a range of 4,500km.

The training school will house two full flight simulators for pilots; a specialist workstation to train loadmasters; a cockpit simulator to train engineers; and a suite of computer-based equipment.

The facility will allow RAF personnel to train in a replica environment, giving them a thorough grounding in the operation and loading of the new aircraft.

An 18-year deal with A400M Training Services – a joint venture between Airbus Military and Thales Training and Simulation – will create and secure up to 300 long-term jobs.

Flight lieutenant Chris Aston, a future A400M Atlas pilot, said: “The A400M Atlas programme is incredibly exciting. These facilities will give aircrew and groundcrew a unique training experience.

“Having access to flight simulators, a loadmaster workstation trainer and cockpit maintenance operations simulator, will ensure that we can get the most out of the aircraft.”

Minister for defence equipment, support and technology Philip Dunne added:“Our air and groundcrews have always been some of the best-trained in the world, and the facility at RAF Brize Norton cements that position for the RAF’s latest transport aircraft fleet.”

UK taken to court over Green DealThe European Commission is to take the UK to court over its changes to the Green Deal scheme, claiming the government’s VAT cut on energy efficient materials is unlawful under the EU VAT Directive.

The commission says that it will refer the UK to the European Court of Justice for reducing VAT from 20 per cent to 5 per cent on energy-efficient materials. It says that this breaks European rules and that the VAT cut will not help the UK to reach its Green Deal objectives.

Under EU VAT rules, members can only apply a VAT cut for energy-saving materials in housing if it is part of social policy, the commission said.

According to a commission statement: “There is no provision in the VAT Directive to allow a reduced VAT rate on ‘energy saving materials’ specifically and the universal application of a reduced rate for energy-saving materials is therefore not allowed.”

Woudhuysen: energy supply focus is essentialA university professor has called for facilities managers to do more to promote renewable energy sources within their organisations, amid ongoing concerns about the UK’s power suppliesº.

James Woudhuysen, professor of forecasting and innovation at De Montfort University, criticised the government’s lack of action on dealing with upcoming power-supply shortfalls. He told FM World that the government’s focus should be less on energy demand management and reduction measures, and more on how it is being supplied.

“Any changes in legislation are tax tweaks, aimed at incentivising businesses to reduce energy consumption. Really, we should be addressing how we are going to supply enough electricity in the coming years. The human input into climate change is best dealt with not in people’s personal lives, but at source.”

Woudhuysen’s comments follow the news that businesses may face higher energy bills because the UK’s power station closures in the coming months will mean sourcing gas supplies abroad, at a higher cost.

Office workers call for social spaceOffice workers have called for more social space and improved heating and cooling systems to boost creativity and productivity.

In a study from fit-out and refurbishment company Overbury, 2,000 office-based employees were asked what steps companies could take to boost creativity. 25 per cent of respondents said that more social space would improve collaboration.

Other suggested steps included better heating and cooling (24 per cent), the provision of food and drinks (22 per cent), the installation of better-quality furnishings (21 per cent),and the availability of ‘nicer coffee’ (18 per cent).

Overbury also found that more than a third of office workers find their place of work demotivating, with 8 per cent labelling their office as a “creative and cultural desert”.

Experts predict office-space surgeSenior property analysts have predicted a surge in office development outside London.

Speaking at a seminar on real estate markets put on by managing agents Jones Lang LaSalle’s, Jeremy Richards, director of the group’s National Office Agency, said: “Consumer income is reviving and, as a result, regional office employment is expected to pick up from 2014 onwards, leading to an increase in demand for office space.”

“We are beginning to see more movement in the way of development activity,” said Jones. “A number of schemes are already under construction and a number due to start on site in 2013.”

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Mears Group has renewed a maintenance contract with the Richmond Housing Partnership in a five-year deal worth £7 million annually. The repairs and maintenance group will continue to provide routine and gas repairs, gas servicing, voids and planned services for the social housing provider’s 8,700 homes in Richmond and Hounslow in West London.

Biopharmaceutical company UCB has awarded Emcor Group a five-year FM contract extension. Emcor is responsible for delivering total FM across the firm’s sites in the UK. It will continue to provide mechanical and

electrical maintenance, hazardous and non-hazardous waste services, specialist laboratory cleaning and front-of-house services.

OCS has scooped a one-year security deal at new-build development Clapham One in London. The service provider will be responsible for security and concierge services, and health and safety management on behalf of the site’s managing agent Braemar Estates. The contract has an optional one-year extension. The value was not disclosed.

ETDE has been awarded a contract to deliver facilities management services

to the University of the Arts, London. ETDE, the energy and services division of Bouygues Construction, will provide services including building fabric and services, planned preventative and reactive maintenance, cleaning, grounds maintenance and pest control.

Charter Security has won a contract with Amadeus to provide security at its UK head office at Heathrow. The three-year contract includes the provision of security officers, access control, CCTV, concierge and facilities management support.

Ocean Services and Nviro have both secured cleaning contracts. Nviro has won a three-year contract extension, valued at £3 million, with the Office of the Police and Crime Commissioner for Hampshire. It will provide cleaning, which includes the sanitising of crime scenes. Ocean has also won a three-year contract with Home Group to provide a range of cleaning, window cleaning and other services.

Recent year-end results portend a cautious 2013GRAEME [email protected]

The ‘results season’ of late February and early March gives industry observers the chance to gauge the overall health of the FM sector, as the large and medium-size players release 2012 performance figures and outlook statements for 2013.

Superficially, the results published by Capita, Carillion, Interserve and Kier Group suggest a sector in relatively rude health. Most companies are reporting rising profits, despite widespread talk of strong competition. But delving beneath the headline figures to

look at other metrics, such as margins, gives a more accurate reading of how these companies are coping with the new reality of a low-to-no growth UK economy, with minimal public spending.

Many companies have admitted that already-thin margins had come under further pressure during 2012. This has been put down to contractors finding themselves pinched by the competing pressures of end-customers’ restricted budgets at one end and fierce competition at the other – with suppliers chasing a shrinking number of contracts. And while most players boasted

growing order books, there is little visibility, in terms of the margins on offer, for future work.

This is why many companies are restructuring their operations. Kier has spent £4.4 million on restructuring its construction activities, as it continues to adjust to the new market realities.

In fact, Kier expects further costs of £12 million this year related to restructuring. Faced with wafer-thin margins on some contracts, operating margins at Kier’s construction business dipped to 2.1 per cent in 2012. Mindful of the constant scrutiny placed on public companies operating in this space, and the demands of shareholders to maintain profitable growth, companies are likely to have no option but to trim the workforce where possible and adopt as flexible an approach as possible to their employment policies.

Companies with higher exposure to construction projects, such

as Kier, will continue to be challenged. Other examples of hardship in the sector came from the likes of Interserve, whose construction business saw operating profits dive by 19 per cent in 2012 and margins squeezed to just 2 per cent.

There are signs that bank financing is easing a little and the government is still trying to spark an infrastructure building boom. However, industry analysts PWC has predicted that 2013 will see the number of construction companies going out of business hit a peak.

This is due to pressure from larger operators at the top of the food chain, protecting their margins. This is causing further constriction for companies struggling to survive in the lower reaches of the industry.

When even the bigger and better-capitalised players such as Kier and Balfour Beatty are prompted to downsize their operations, then smaller operators – who rely on a smaller number of contracts and have less cash backing – suffer even more.

The bigger fish will survive, purely because they have the balance sheets to do so. This could see further consolidation in a sector that has already seen a rash of deals done in recent years. Interserve said at the time of its results that it had an acquisition pot of £250 million. In this way, larger players can protect their market positions through acquisition, and use economies of scale to protect margins.

But for workers and contractors in the sector, this all boils down to the simple fact that the uncertainty of recent years is unlikely to show any sign of abating through 2013.

Graeme Davies writes for Investors Chronicle

Contract wins

NEWBUSINESS

ANALYSIS

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BUSINESSBRIEFSInterserve

bullish after strong 2012 resultsInterserve’s chief executive believes that ongoing public sector reform will continue to provide his company with a platform for growth.

The support services and construction group has reported £2.7 billion in new business across its operations last year.

Speaking to FM World on the publication of Interserve’s annual results for the year ending 31 December 2012, Adrian Ringrose said: “2012 was a very good year for Interserve, in mixed market conditions. We grew earnings, generated strong cash flow and made good strategic progress.”

Part of that strategic progress

involved the acquisition in December of Advantage Healthcare, heralding the company’s move into healthcare-at-home services. “The parameters of that market are moving,” said Ringrose. “We’ve been in healthcare for a long time, but until now, that’s been in non-clinical, mainstream support services. It’s an area that has always been populated by a large number of players, but the general trend is towards consolidation.”

Interserve has high hopes of securing business in the probation and rehabilitation sector, when work in that sector becomes available later this year.

Interim results from construction and services group Kier indicate a dip in the revenues and profits of its services division for the half-year from July to December 2012.

Revenue was reported as £211 million in the second half of last year, compared to £218 million in the same period last year, while after amortisation, the underlying operating profit in the division was £9 million, down from £9.8 million in 2011.

Looking ahead, Kier said that its services division had 96 per cent of targeted revenue for the year to 30 June 2013 “secured and probable”, with the figure at 85 per cent for the year to 30 June 2014 also “secured and probable”.

Half-year results show Kier in ‘solid’ position

Interserve’s workforce continues to increase, with the company now employing 50,000 people. On 1 March, the company will take on a further 2,000 staff as a result of the company’s major tri-hospital deal with Leicestershire Partnership NHS Trust, University Hospitals of Leicester NHS Trust and the Leicester City, Leicestershire County and Rutland Primary Care Trust Cluster. The deal was the largest won by Interserve last year.

“We have confidence in our ability to make further progress in 2013 with further improvements in support services’ margins,” added Ringrose.

According to Kier, the social housing repair, maintenance and refurbishment market remained competitive as local authorities looked for further efficiencies in existing contracts, contract renewals and new market opportunities.

It added that there was still

a strong pipeline of opportunities in the local authority housing sector, although many councils had yet to decide on procurement options.

In its FM business, Kier highlighted the positive impact of developing long-term partnerships, including its renewal with Legal & General and Siemens totalling £25 million in aggregate over the next three-to-five years, as well as more than £40 million of new work with Hampshire and Surrey County Councils.

Chief executive Paul Sheffield said that the results were “solid” and demonstrated the resilience of the group in an otherwise difficult marketplace.

Carillion FM revenues riseRevenue at Carillion’s support services division, which includes FM, rose slightly to £2.36 billion last year.

However, total revenue declined as the company scaled down its UK construction operations.

For the year to the end of December 2012, total revenue was £4.4 billion, down from £5.1 billion the previous year. Underlying profit before taxation also reduced slightly to £214.7 million.

Cofely Olympic office openTechnical facilities and energy services contractor Cofely has become the first business to operate premises in the former Olympic Park in London.

With a 40-year deal to operate and maintain the Olympic Park & Stratford City District Energy Scheme, Cofely has based its new office facility in the Retained Building, situated near one of two energy centres serving the area.

The newly refurbished offices will serve as Cofely’s UK headquarters. The Retained Building was originally constructed for confectionery manufacture and used during the London Olympics as an operational base.

Office Depot in mergerUS office supply and service firms Office Depot and OfficeMax are to merge, forming an $18 billion (£11.8 billion) company.

In a statement, Office Depot said the deal would create “a stronger, more efficient competitor able to meet the growing challenges of a rapidly changing industry”.

Office Depot chairman and chief executive Neil Austrian said that internet had changed the industry “drastically”.

Interserve chief executive Adrian Ringrose

Kier: revenues and profits take a dip

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The government’s decision to ditch plans to outsource the running of some prisons at the end of last year surprised the outsourcing sector.

The government cited a lack of value for money; however, the debate about the relative merits of the private and public sector has been stoked by a report from the think-tank Reform, which suggests that the private sector is often doing a better a job.

The report, The Case for Private Prisons, concludes that in the area of resource management and operational effectiveness, all of the 12 privately managed prisons it examined were better than comparable prisons in the public sector. Of those 12, seven were also better at reducing re-offending rates.

FM BUSINESS� IN FOCUS

sector run prisons are better and acknowledges there are well-run prisons, both private and public.

“The report won’t change anyone’s mind and I understand the government’s stance at the moment,” she says. “In two years’ time, things could change.”

Jerry Petherick, G4S managing director of custodial and detention services, said the Reform study showed that cost-effectiveness is not the only thing that the private sector can offer.

“This report also acknowledges that the private sector is a source of innovation in areas such as reducing re-offending, encouraging employment and fostering an environment that promotes constructive staff-prisoner relationships,” he says. “As a result, other countries have

No longer locked outlooked favourably on the model in England and Wales.”

Regarding the report’s ideas on fixed-term contracts, Thomas says that the idea is nothing new. “There are fixed-term contracts; they are just long-term, like 15-year PFI contracts,” she says. “Contracts have to have long enough terms to make the deal work – there are high mobilisation costs – but not so long that the provider market dries up.”

The government’s strategy is nevertheless expected to create more opportunities for smaller contracts and smaller FMs, with a slew of tenders expected this year.

Thomas concludes: “The government hasn’t said that there isn’t a place for the private sector, just that cost needs to be taken out in a different way.”

THE INTERVIEWEESYvonne Thomas, Interserve, and Jerry Petherick, G4S

THE ISSUE Reform’s report on outsourcing prison services

Reform put this down to more flexible terms and conditions, and the ‘threat’ of competition spurring innovation. It recommended introducing fixed-term contracts for all prisons.

Yvonne Thomas is managing director, justice, at Interserve, and former operations director at the National Offender Management Service. She says that while the government’s change of heart was unexpected, it was understandable.

“It was quite a surprise when the government suspended some of the competition,” she says. “But it wasn’t really an issue of value, it was a question of the scale of what was being bid. It couldn’t take the cost out quickly enough.”

Thomas says that it is too simplistic to say that private-

Yvonne Thomas

managing director, justice,

Interserve

GETT

Y

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FM OPINION� THE DIARY COLUMN�ROGER AMOS

16�| 14 MARCH 2013�| FM WORLD www.fm-world.co.uk

Roger Amos is head of property and HR shared services at the London Borough of Ealing

NHSTrust

FMconsultant

Universityestates

While it is essential to have the right expertise in any FM team, it will not be high quality unless the entire team works as one and recognises its internal interdependencies.

Over the past few weeks, I’ve been talking to my FM team a lot in one-to-one meetings. I found myself reflecting on what a truly multi-disciplinary team I have, in every sense of the word.

Armed with these essential ingredients, it then falls to the management team – and ultimately me – to ensure that these attributes dovetail together

uch has been written about what makes a successful project or high-quality

service. Roger Amos believes FM has not put sufficient emphasis on reliable team work

to deliver a service that is of a consistently high quality across all of the FM disciplines.

I wouldn’t even attempt to suggest that our FM team works in complete harmony all of the time. However, there is more than enough evidence to suggest that we’re on the right track.

To endorse this, we’ve been putting together a structured learning and development plan. I’m confident this will strike the right balance between identifying specific training requirements and ensuring there is a consistent, transparent approach at each level

across the department to meet core skills and values.

Why is this relevant to good teamwork? Well it’s simple: consistency and transparency breed trust and respect for the establishment, as well as each other. A team built on these values and further supported by the right technical skills delivers quality, and quality delivers confidence and belief.

I’m keen to encourage my team to express confidence and belief. It’s a fine line between that and being over-confident or reckless, even. But confidence leads to common sense and sound judgement, leading, in turn, to high quality.

Looking at all of this on a practical level, the core FM disciplines are interdependent on each other for success.

For instance, a washroom in a busy corporate office will be perceived as a failure by facilities management – despite it being spotlessly clean – in the event one of the toilets is not working or there is no hot water.

A less-obvious example, but nonetheless an important one, is the dependency on sound, accurate management reporting. This is not just to the customer, but also to the aforementioned services that need to use such data to allow them to make strategic-level decisions. Ultimately, this will inform the FM strategy for the customers in the future.

Take a look at the McKinsey 7S model – it illustrates what I’m saying as well as anything, shared values being at the heart of the matter.

“IT’S SIMPLE: CONSISTENCY AND TRANSPARENCY BREED TRUST AND RESPECT FOR THE ESTABLISHMENT, AS WELL AS EACH OTHER”ALL FOR ONE AND ONE FOR ALL

M

Is there any way to improve an already-

functional FM helpdesk? Any advice?(BIFM LinkedIn group)Ian McQueen: One of the major failures I found when revamping a large contract helpdesk was the disconnect between the team and the sub-contractors. I sent the staff out to the workplace so that they could appreciate what the operational issues were in real time.

Ben Simpson: How does the end-to-end process perform against the desired quality? The service needs to go beyond metrics.Dave Thomas: Are all calls within a helpdesk’s remit? For example, a manager requested an engineer to change the reception clock from BST to GMT. The helpdesk provided an engineer, who took 90 minutes to get there and four minutes to complete the work.

The benefits of telecommuting:(FM Professionals international LinkedIn group)Paul Smith: Individuals work in different ways and a blanket ban like at Yahoo could disenfranchise some.R. Lee Rhodes: Archaic. Unless they are also reverting back to closed cubicles, multiple huddle and conference rooms, ‘Do Not Disturb’ signs and palatable coffee, this will not make

for happy employees.

Is facilities management

evolving into workplace management? (FM Professionals UK LinkedIn group)Paul Jones: Inexorably linked these days. My concern would be losing expertise in specific areas and then becoming a jack- of-all-trades, or, horror, the ‘one-stop shop’. Warren Beney: I must admit to being less

horrified than Paul, of being a one-stop shop. What I completely agree with is that we must avoid a dumbing down through loss of specialisation. Philip Grabinar: FM is not a profession, it’s a diverse mix of both white and blue-collar workers with a huge range of specialist skills between them. The guy that cleans the toilet? Works in FM. The guy that watches the data centre chillers overnight? Works in FM.

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FIVE MINUTESWITHNAME: Chris KaneJOB TITLE: Facilities director, BBC

Our sector has some key questions to address. Who are we? How do we create or add value in the first place? What game are we actually playing, when the nature of the pitch is changing under our noses?

It’s no longer an issue of buildings, bricks and mortar, services – it’s about productivity and delivering a competitive advantage to the businesses we serve. It’s about business relevance.

We need to ask: what does FM stand for, what is its scope? Is it purely operational, and how does it relate to the property estates team? Should I as a client have a property expert or a facilities expert? We grappled with this at the BBC and came to the view they’re all one and the same. We operate the estate, so we change the estate.

I think all of us can be accused of being inward-looking rather than thinking strategically and looking at the bigger picture.

I have the privilege of being involved in a sector with three tribes: asset management, FM and design/construction management. By and large, FM is still typified as being the boiler-suit brigade, asset management the pin-striped suit brigade, with the designers dressed in leather jackets and jeans.

We still have an issue with class in this country. The service industries have always had an aspect of ‘above’ versus ‘below’ stairs about them, which can make it difficult to take pride in what we do. By contrast, in Australia and the US, FM is seen as a true service profession.

Why can’t we attract graduates into this sector? I can’t quite put my finger on it. The FM brand needs greater refinement to make it more appealing.

Chris Kane is giving the closing keynote address at this year’s ThinkFM, to be held on Monday June 10. To book, visit www.thinkfm.com

One day offices will be a thing of the pastRichard Branson, Virgin GroupThe debate about remote working has raged for the past week, following Yahoo! chief executive Marissa Mayer’s opposition to her staff working from home. Now Michael Bloomberg [Mayor of New York] has said he’s always thought working from home is “one of the dumber ideas I’ve ever heard”.

I have enormous respect for Michael Bloomberg and have rarely disagreed with anything he has done or said. However, on this occasion I disagree completely. Many employees who work from home are extremely diligent, get their job done and get to spend more time with their families. They waste less time commuting and get a better work/life balance. To force everybody to work in offices is old-school thinking.

He has always worked out of an office and it has worked extremely well for him. I have always worked from home so I CAN spend more time with my family. Both approaches have been effective for us and the organisations we lead.

While we can disagree on this issue, I have nothing but admiration for both Marissa Mayer and Michael Bloomberg: they are both extremely talented people who are very good at what they do and have proved successful.

The key for me is that in today’s world I do not think it is effective or productive to force your employees one way or another. Choice empowers people and makes for a more content workforce.

In 30 years’ time, as technology moves forward even further, people are going to look back and wonder why offices ever existed.

Does crowd-funding offer new opportunities for FM innovations?

Chris Payne, FM InnovationThe global economic crisis has changed the outlook of individuals and organisations the world over. Access to funding for new business ventures, or capital for the acquisition of new resources and capabilities is still available, but harder to secure on favourable terms without

multiple guarantees and securities. Faced with these complexities, individuals, groups and organisations are looking for new avenues to realise their ambitions and obtain any required investment.

Any future James Dyson out there can turn towards enterprising new services that build upon our appetite for social media to offer crowd-sourced funding to anyone with a viable idea. One of the best known services, Kickstarter (kickstarter.com) has already raised over $450 million (£299 million) since its launch in 2008 and has supported over 35,000 creative projects like books, films and other innovative products. These projects vary in size, from a few hundred dollars to a few million, and only receive funding when the total amount of investment requested is accumulated through multiple pledges.

The service is attractive for multiple reasons: commissions charged by Kickstarter are typically low at five per cent and rather than swapping equity for investment, fundraisers typically advance-sell their future offering at much reduced pricing.

So how can this benefit facilities management? Already, professional networking site LinkedIn hosts multiple groups that provide a forum for asking questions and opinions. While their specific ‘Answers’ service has now been retired, it is possible to get some good industry insight from the more willing and obliging participants in a relevant group.Read the article in full at tinyurl.com/bs66atd

BEST OF THE

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Much has happened in the 12 months since the last RICS conference on building information

modelling (BIM). Back in 2012, it was a case of standing-room only as construction engineers, designers, architects, project managers and chartered surveyors all jostled to get a handle on how BIM could potentially change their worlds – how they worked, the systems they used and, critically, the way they communicate with other elements in the construction chain.

The clear message back then was that operational data was an inescapable part of the BIM concept; one whose absence would render any nascent BIM project pointless. And if operational data was needed, that would surely mean one thing – the mission-critical involvement of FM.

Fast forward to February 2013 and the discussion about BIM is being conducted across the country by any number of interested parties. Importantly, the BIFM held a key leadership forum in December, and recently published a paper based on the event.

This year’s RICS BIM event took place in a larger venue, but was just as oversubscribed. And it was clear from the audience that much had been learned over the past 12 months. From the many questions put forward in the Q&A sessions, it was clear that there was a general worry about FM’s readiness to play its part in BIM projects. Several delegates were worried about whether FM could ‘step up to the plate’ in the BIM value chain. After all, the responsibility of maintaining BIM data is huge – would FM firms be capable of being a good shepherd with a

FM EVENT� RICS BIM NATIONAL CONFERENCE� MARTIN READ


building’s operational data?Speaking in a panel session,

Deborah Rowland, head of the Government Property Unit, said that, if anything, the FM sector would actually benefit from addressing that perceived weakness. “FM will only be the weakest link in the BIM chain if it is not involved,” she said.

While in 2012 FM was noticeable by its absence from the event, this year it was a key theme. The architect Paul Flether was a further link between

Architect, surveyor, project manager, facilities manager – the value of FM’s role in the building information modelling equation came under the spotlight at a recent conference put on by the Royal Institute of Chartered Surveyors

the 2012 and 2013 events. In 2012, he spoke about how the construction sector “urgently needed to grapple with” its own information flows. This year, Fletcher’s message was that the construction sector needed to realise that a “fundamental shift” was required to move from an “output-related” approach – the delivery of buildings – to an “outcome” approach – the delivery of successful working environments.

With BIM essentially the use

of ‘technologies, processes and collaborative behaviours to unlock more efficient ways of working at all stages of the project life-cycle’, it was interesting to get more of the BIM back story from Steve Race, BIM ‘ambassador’ to the Construction Industry Council. Race took the audience on a journey through the history of architectural design systems and formats through to the present day. Along the way, he referenced Archicad, Bentley Systems and Autodesk’s ubiquitous AutoCad

BIM SUM

Paul Fletcher, architect, and Deborah Rowland, head of the Government Property Unit (below left, right)

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and Revit systems. “BIM has managed to acquire a history in retrospect,” said Race, who was also keen to talk about how the discussion about BIM needed to be as wide-ranging as possible if the value of data was going to be optimal. To that end, said Race, more organisations needed to have a stake.

“Agencies I’d like to see brought more into the BIM debate include the Law Society, the Construction Projects Association, the Health and Safety Executive and the Royal Town Planning Institute,” he said.

Race was keen to emphasise that, for him, BIM was “one of the most profound changes in construction I’ve ever seen, and very worthwhile”.

Pivotal pointDavid Philp, currently seconded to the Cabinet Office’s Efficiency and Reform Group where he is ‘Head of BIM Implementation,’ is also chair of the BIM2050 and various CIC ‘BIM4’ working groups, including the recently formed BIM4FM. As such, his presentation was geared to explaining how government saw the current state of play.

“Currently, BIM is all about the government’s push,” said Philp (the government’s mandating of a 2016 deadline for all new government construction projects to be based on BIM was the principal catalyst for the current situation). “We’re getting to that pivotal point where we are moving to it being more industry-driven. This is very much about behavourial change.”

Philp also pointed to the imminent launch of the Cabinet Office’s BIM Task Group resources site (see box).

With her role in the GPU, Deborah Rowland was the FM sector’s main representative. Hers was one of the most interesting presentations from an FM

perspective, although its wider relevance was obvious as well.

“BIM will become more important as government looks to refurbish its existing property,” said Rowland, “and as we begin to really sweat our assets.

“It’s all about the ‘golden thread’ of pursuing the building’s purpose from construction through to delivery and operation,” she continued. “There’s too much focus on the capital expenditure and not the operational expenditure – it’s the sum of the two that makes for the real figure.”

Key to BIM’s success, Rowland continued, was the quality of collaboration between all interested parties – not the often-arcane discussions on data sets and technology protocols.

“We can get hung up on the technology behind BIM, but that’s just 20 per cent of it; the 80 per cent which is the process involved is far more important.”

But it’s FM’s role as BIM model ‘gate keeper’ that got most attention from the audience.

“It will be key that the FM keeps the system and BIM model up to date,” said Rowland. “Because when they do, they can use those models themselves to plan any changes – BIM will be a real benefit to FMs.”

Soft machineGovernment Soft Landings (GSL) is the government’s approach to integrating operational data and feeding it back into new projects. The logic of GSL is irrefutable, as Rowland made clear.

“I stand here as the voice of reason,” she said. “The past is littered with examples of customers not getting the assets or outcomes that they want or need – and there are plenty of examples in government where we’ve done terribly badly.”

Rowland explained how GSL “is the way that we’re dealing

with that in government. The effort put in at the front end has enormous leverage on the outcomes achieved. The GSL proposition is that we have a greater understanding of the entire process up front. We unlock the value proposition at the beginning of the project. There’s been so much focus on the capital expenditure and not enough on the operational expenditure. This is about the total cost of that operating asset.”

Pointing to the Cookham Wood prison pilot project currently under way, Rowland pointed to the £800,000 that had been saved as a result of GSL and BIM.

“It’s enabled the client and estates team to walk through the project and challenge aspects of it via the BIM model,” she said.

One example from the Cookham Wood pilot was the decision not to build some gates that were in the original plan. As part of the BIM model ‘walk-through’, it had become clear that the gates would not add value. Without a single sod being

“BIM is one of the most profound changes in construction I’ve ever seen, and very worthwhile”

turned, the gates were deleted from the project.

BIM debates will continue throughout 2013 as we hear more from CAFM suppliers and others about how their products will integrate with BIM models.

Last year, after the RICS conference, the potential importance of BIM to FM grew steadily. This year, we’re already seeing a plethora of debates about how FM can realise its role. FM

The government has set up a range of resources to help companies get

up to speed with building information modelling (BIM).

With the Government Construction Strategy requiring fully collaborative 3D BIM to be used on all centrally procured public sector projects from 2016, the Cabinet Office’s BIM Task Group has published a series of tools on its recently launched website.

Resources available through www.bimtaskgroup.org include key elements of how BIM works in practice. One such element is COBie

UK 2012, described as a formal plan that helps organise information about buildings.

Also explained on the site are Employer’s Information Requirements (EIR), which form part of the appointment and tender documents on a BIM project. The EIR define which models need to be produced at each project stage, together with the required level of detail and definition. The content covers three areas: technical, management and commercial.

Other resources include frequently asked questions to help practitioners understand BIM better.

TASK-FORCE SITE

BIM RESOURCES

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FM FEATURE� LUCY BLACK� THE CRYSTAL

Siemens’ temple of sustainability is the jewel in the crown of the London Green Enterprise District. But, as Lucy Black discovers, certain aspects could have been improved by consulting an FM

CRYSTALCASTLE T

he Crystal sparkles in the sunlight as you approach along the Royal Victoria Dock, London, where people now paddle-board,

rather than unload ships. Some visitors arrive on the

Emirates’ Air Line cable-car system, open since June 2012, which connects the site to the Thames’ southern bank at the O2 arena. Others use the more conventional means of the Docklands Light Railway.

The building, created by Siemens to be a beacon of sustainable development, has a name which is a direct reference to the Crystal Palace, star of the Great Exhibition of 1851. And similar to its historical namesake,

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THE CRYSTAL

sustainability incorporated into the offer. This includes providing information to customers about seasonality in food sourcing, as well as ensuring that recycling is maximised and wastage reduced. G4S are providing security services with Carillion providing M&E and a management overview.

The building is one of the first to aim for both BREEAM and LEED accreditation, with BREEAM ‘Outstanding’ and LEED ‘Platinum’ expected. Attempting to get both accolades led to several interesting decisions for the project team, when the requirements of one system counteracted the needs of the other. As Colin Casse, Siemens’ project manager, says: “It was an interesting ride trying to get BREEAM and LEED side-by-side.”

The exterior walls are made from highly insulated glass that allows natural light into the building and has different opacity to provide appropriate shading. Various technologies have been employed, including intelligent LED lighting, chilled beams and high-efficiency ventilation, together with ground-source heat pumps that help to heat and cool the building. Rainwater is being harvested and black water can be treated on-site, leading to 90 per cent water self-sufficiency.

A range of building management controls allow for different ventilation modes to be operated, and temperature, light and air to be controlled. The building’s performance will be available for visitors and occupiers to see on displays in the main atrium.

Although the Crystal is not designed to be a zero-carbon building, it doesn’t use fossil fuels on site. Photovoltaic material on the roof, covering an area of 1,580 square metres, contributes to the electricity supply; the rest of the building’s needs come from the grid, with an expectation of supply de-carbonisation in future.

“Similar to its historical namesake, The Crystal is a three-dimensional demonstration of innovation and technological development”

the Crystal is a three-dimensional demonstration of innovation and technological development.

The site comprises around 6,300 square metres (67,813 square feet) and was designed by Wilkinson Eyre to provide a permanent exhibition space, a conference venue, offices for Siemens’ Centre of Competence for Cities, as well as being an exemplar in its own right of the use of green technologies. Open since September 2012, the building cost around £30 million, and expects to receive 100,000 visitors per year.

The external design is based on a series of triangles and parallelograms, with no two panes of external glazing the same shape. It is a building of

two halves, with one containing an exhibition, focusing on the issues and possible technological solutions of sustainable cities, while the other side houses offices and meeting rooms, together with an auditorium and catering facilities. The building itself is part of the exhibition, showcasing the use of technologies (produced by Siemens wherever possible). The lead consultant and interior architect was Pringle Brandon Perkins, with construction by ISG and engineering by Arup.

While FM services in Siemens’ other UK buildings are provided by Carillion, a different model is being used at the Crystal. Sodexo Prestige is providing catering through a direct contract, with

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FM FEATURE� LUCY BLACK� THE CRYSTAL

The offices are expected to use 83KWh per metre square per year – 50 per cent less energy than comparable office buildings; on-site renewables reduce carbon emissions by more than 65 per cent. Developing lower energy exhibits could reduce this need further and serve as an exemplar for visitor attractions worldwide. A dedicated telepresence room is planned, which would reduce the need for clients to fly. When this is unavoidable, the fact that London City airport is located only minutes away by public transport or taxi cab, helps to reduce scope three carbon emissions.

The FM angle A group of facilities managers from the BIFM Sustainability special interest group were on site at the time of FM World’s visit. These professionals were in an excellent position to provide some in-depth feedback.

The permanent exhibition on sustainability attracted some criticism from the group. Designed by Event, the exhibition features films about the current state of the world, underlining the need for action. Nine zones deal with issues such as transport, health, and power generation, with interactive screens providing visitors with information.

One film shows a future city, where all activities are controlled by technology, but fails to mention who is controlling the systems themselves.

The films triggered conversations within the group about the role of technology in solving the problems of over-population and over-consumption.

Some, such as Susanne Winterstein-Smith, estates and facilities manager at Care Quality Commission, thought it was “a very comprehensive display, which will certainly raise awareness of the issues and make people think.” Others

however, wondered about the target audience and the risk of preaching to the converted.

The plethora of screen-based presentations also prompted several negative reactions. Tomasz Sikorski, maintenance manager at Virgin’s Roof Gardens, said there was “too many touchscreen monitors, with quite boring presentations.” He also rued the absence of “dynamic, interesting, even disturbing, exhibits.”

More seriously, the group seemed to agree that if the sustainability of a building is measured by the ease with which it can be maintained once the construction team has left, the Crystal has many challenges: how to clean the three-storey internal glass atrium, which has not been resolved; the cost and timescales involved in replacing glass panels, which are all different shapes; and accessing light-fittings.

These were some of the difficulties noticed by the visiting facilities managers. As Susanne Winterstein-Smith said: “I am not sure whether anybody had the facilities manager in mind.”

One clear improvement would be to locate the building management system in a more conspicuous place, where visitors could see the systems in action, to help showcase the concepts that underpin the building’s design.

Sustainable building design needs to incorporate social and economic concerns. It was disappointing, therefore, that the speakers’ platform at the Crystal has no means of access for anyone unable to negotiate a step. Also, the doors, door-frames and walls are all painted the same colour, which seems to fly in the face of accepted design wisdom relating to visual disability.

The Green ZoneThe Crystal is the flagship building in London’s Green Enterprise District (GED). Launched in 2010

The Crystal is part of the Green Enterprise District (bottom); sustainability is promoted in galleries inside the structure (top)

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THE CRYSTAL

“The SIP is an example of how co-location can benefit the sustainable industries by removing layers of bureaucracy”

and leader of “a number of ground-breaking initiatives.”

Arguably, the presence of a multi-national company such as Siemens, which generates more than 40 per cent of its revenue from eco-friendly products, will draw other companies and investors to the location.

The London Sustainable Industries Park (LSIP) is one GED project that is starting to develop. Located in Dagenham, it provides 125,000 square metres (over 1,345,000 square feet) of space for a cluster of environmentally focused enterprises, such as low-carbon energy from waste plants, waste facilities and other ‘clean-tech’ infrastructure.

Mark Bradbury of Vertical Thinking had a key role in creating the park when he was deputy development director for the London Thames Gateway Development Corporation. He explains that the Green Enterprise District was important in establishing the LSIP, which made it easier to obtain funding from the Mayor’s office to get the necessary infrastructure in place. Adopting a co-ordinated approach to planning enabled the necessary permissions to be obtained quickly and for the building work to start.

Businesses on the park build their own premises, but Memorandums of Understanding encourage them to aspire to a BREEAM ‘Excellent’ design. However, the emphasis has been on ensuring buildings are sustainable, rather than ticking accreditation boxes.

For example, Mark Bradbury was keen to see flexible buildings that would have a life beyond the 25-year lease term, avoiding the demolition and rebuild cycle, with all the associated carbon impacts.

Synergies between the companies taking space in the LSIP are encouraged and schemes are starting to be enacted, such as a

by Mayor Boris Johnson, the GED extends over six east London boroughs, covering an area of 48 square kilometres. The aim was to develop a sustainable environment in which people can live and work.

Building a vibrant local economy focused on green enterprise is part of this vision. Originally led by the London Development Agency (LDA), the aim was to attract enterprise by positioning the GED at the forefront of low-carbon innovation, which, it was hoped, would create an additional 6,000 jobs by 2014.

According to the Mayor’s office: “The district would help to establish a network of innovative organisations focused on low-carbon waste management, recycling, renewable energy and alternative vehicles, alternative fuel and building technologies”.

Speaking on behalf of Siemens, Silke Thomson-Pottebohm, says that the area “presents an ideal location to develop a global hub for urban sustainability and urban sustainability learning”. She sees London as a global leader in sustainable urban development,

£30mCost of the Crystal

1,580Square metres of photovoltaics

83KWhEnergy use per square metre

shared heat-trading network. However, overall management of

the SIP is not as rigid as during its start-up – in the future, there may be some dilution of criteria, as the commercial pressure to fill space increases.

The sustainable operation of the buildings is up to each individual business. As Bradbury says, “an estate-management process conducive to collaboration would help joint solutions”.

The LSIP serves as a working example of how co-location can benefit the sustainable industries by removing several layers of bureaucracy.

Also, the lessons learned from the LSIP have been shared and numerous tours hosted for people from around the world; the recent Workplace Futures conference, for example, took place at the Crystal in February. Other areas in the UK are now looking to see how they can learn from the LSIP and replicate its successes.

However, despite its early promise, the Green Enterprise District now seems to exist in name only, despite a number of projects, such as the LSIP and Crystal, still located within its boundaries. Since the demise of the London Development Agency and the London Thames Gateway Development Corporation, there appears to be little leadership for the GED and no strategy in place.

The London Sustainable Development Commission 2012 report on sustainability indicators (London’s Quality of Life Indicators Report 2012), noted that: “Tackling the causes and effects of climate change can generate jobs and investment in London. Strong leadership is needed if this change is to happen on a significant scale”.

It can only be hoped that this leadership is forthcoming so that the opportunities now available in east London, and the promises of the Green Enterprise District, are fulfilled. FM

The internal galleries are appealing but could be easier to maintain (left); (left bottom)

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FM FEATURE�NICK MARTINDALE� ORGANISATIONAL DESIGN

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initiatives generally tend to be led by senior management, but there are obvious implications – and opportunities – within this for facilities management functions.

The starting point for any kind of programme from the FM side is likely to be estates, he says. “There’s no use undertaking change in facilities management if your square meters are going to alter next week,” he says. “You need a strategy that includes square meters of workspace or whatever it is you need and then your facilities management can be worked out. If you don’t work that out then it’s full of risk. A good bidder would sniff that an organisation hasn’t really thought through its portfolio and it could use that to its advantage. But they might also just walk away from it.”

Andrew Campbell, director of Ashridge Business School, says in the current climate such initiatives are likely to involve physically moving teams into larger buildings, both to reduce cost on office space and also as a possible prelude to the centralisation of key services.

ESTATE OF FLUXNick Martindale puts organisational design under the microscope to find a business’s genetic code – the unifying principle that holds everything together

F or many organisations, the economic pressures of the past few years have seen the low-hanging fruit picked when it comes to

cost savings. Those looking to achieve further efficiencies may have to explore more fundamental change and, increasingly, this means the way in which organisations themselves are structured and managed.

“Organisational design covers the culture, the skills and the structure of an organisation,” says Dr Connel Bottom, assistant director, corporate finance and real estate advisory, at PWC. “It’s fundamentally about going right back to first principles and building up a target operating model, which is nothing more than a diagram to keep people aligned.”

Typically, this will start with a customer-focused approach, he says, before evaluating customer interfaces, such as helpdesk or contact centres, and then the organisation’s core activities, part of which will be facilities management. Bottom says such



FM FEATURE�NICK MARTINDALE� ORGANISATIONAL DESIGN

“Clearly the fewer buildings you have, the lower the costs are,” he says. “You might want to put teams X, Y and Z together, but not have a building that’s big enough to hold them all and therefore decide to change your buildings. But often having multiple offices is a way of getting at the question of whether an organisation is too decentralised or incurring too much duplicate cost.”

The issue of estates is also closely linked to that of sustainability and it is perhaps in this area that FM may generate more interest from the wider business in implementing more fundamental change. Jeffrey VanderLinden, a principal at Capgemini Consulting, argues that as the more traditional parts of FM’s remit – such as building management and security – become automated and, effectively, transactional roles, this is increasingly an area in which FM needs to focus.

“Companies’ estates and facilities strategies are creating more flexible and mobile working arrangements, and reducing the need for bricks-and-mortar property,” he says. “At the same

time, the sustainability agenda, which before really used to be part of a broader corporate social responsibility agenda, is now becoming increasingly important. That is where FM should be putting more of its high-value work and reducing costs on the transactional side.”

Inevitably, any wider reorganisation will also have implications for how the FM function itself is structured. Bottom says a common issue in many businesses is for the FM management structure to be broken up across estates, capital projects and hard versus soft services. This can result in fragmentation, or differences across geographical areas.

“A lot of problems are down to legacy change issues, maybe organisations coming together and bolting on bits and pieces,” he says. “If you had a portfolio separated geographically, you might find that there are two capital projects teams and two facilities management teams. This is about removing duplication and streamlining efficiency, so processes will be optimised. There will be one information

The way in which FM is structured in KPMG is different to many

organisations, says Guy Stallard, head of facilities. It comprises real estate, workplace services and aspects of health and safety, as well as a small technology team, plus responsibility for the organisation’s environmental policy. Stallard himself forms part of a central services management team, along with his counterparts from IT and HR, which comes together on a monthly basis to discuss any issues relating to the running of the organisation.

“At the extreme end, you have

elements that are purely yours,” he says. “So as long as the cleaning is done, no other functions are very interested in that. But if you get to something like the workplace environment – the desk – then you hit on technology and how you create the right environment from HR’s perspective, so it all comes together.”

This collegiate, cross-functional approach was used when designing the organisation’s new London headquarters. “The whole concept was that you start thinking about how people work, not who has control of the cost,” says Stallard.

AN ALTERNATIVE APPROACH

COMPANY PROFILE



ORGANISATIONAL DESIGN

“A lot of problems in organisations are down to legacy change issues”

system integrated with one set of data and people will be attentive to the data quality.”

Structural integrityDamon Dermody is director and head of operational strategy and transformation at Serco Consulting and advises on the most effective structures both internally within Serco and with external clients. He estimates that a comprehensive review of FM can typically result in savings of 15-25 per cent on total cost and maintenance; around 4-5 per cent of this can be down to moving towards a more efficient structure.

“This would come from putting in place larger spans of control for cross-maintenance teams down to frontline level and reducing the number of tiers between the FM or building department lead and frontline maintenance technician level,” he says.

Yet any FM restructure will need to line up with wider organisational set-ups, particularly when it comes to budgetary processes, warns Guy Stallard, head of facilities at KPMG. He says particular problems can arise when organisations consist of various subsidiaries, where

individual managing directors have responsibility for their own business units.

“If you think of any group, you often wonder whether it is the head of FM across the country who runs that profit-and-loss line or the managing director,” he says. “Often the facilities costs sit with the function that resides in the building and, therefore, there isn’t a person who controls all of those costs.”

KPMG is not divided into subsidiaries in this way, says Stallard, and has a structure in place where the managing directors are effectively responsible for their own business lines, but this does not extend to overhead management. “We want them to concentrate on other things,” he says.

A greater trend towards centralising FM, perhaps in shared service divisions, can not only drive efficiencies across the business, but also generate a more productive culture around FM, suggests Campbell. “People are discovering that if you have leaders who have operational management skills, they have the time and interest to count the number of

loo rolls that are being used and measure cost-per-employee, which their previous functional bosses had rather less interest in,” he says. Ultimately, this can create a momentum towards outsourcing of particular FM services, as these individuals will be assessed on cost-performance metrics, he adds.

Organisational upheaval can actually be the catalyst for a detailed assessment of the role of an in-house FM team, suggests Dermody. “They might want to just manage performance and service-level agreements, and leave the service delivery to a prime contractor sitting across a series of sub-contractors”, he says.

“Now, we’re seeing outsourcers moving into that consolidated service provision role; then you have a much reduced, smaller-scale, intelligent client function acting as the purchaser and commissioner of services, rather than overseeing the delivery.”

How organisations approach this will depend partly on the type of the business and just how important the delivery of core FM services is, suggests Stallard. He distinguishes between three models: the total FM approach

where everything is outsourced to an external organisation; the integrated FM model where a provider effectively acts as an in-house FM team, and a “hybrid” model, which combines some single-service outsourcing with bundling, with other services managed in-house, which is his own preferred model.

“The bundling is where economies of scale can be found by putting services together because it removes downtime,” he says. “But I also have to keep some services in-house. For example, some of my regional offices don’t have as many visitors as my London office, so a receptionist might do some secretarial duties, which they would obviously not do if they were with a third party.”

For now, FM practitioners need to put themselves in a position where they can wrestle with such wider organisational change issues and ensure they are invited into any such discussions, says VanderLinden. “The task is to go from being back-of-mind or ‘necessary evil’ or ‘investment’, to being at the forefront of the thinking – that’s not easy,” he says. How well-placed a function is to do this is likely to depend on how pivotal FM is to the business – those in the retail sector will be seen as more strategic.New issues, such as sustainability, offer opportunities for FM to demonstrate its capacity to take on more challenging and strategic matters, he adds.

Driving from the topBottom, though, warns that it is difficult for FM functions to take on this kind of initiative on their own. “The big driver here is the corporate and financial performance of organisations, in the private and public sector,” he says. “When a facilities manager has an FD or chief executive to push this agenda, suddenly, things start to move.” FM



FM FEATURE�APPRENTICESHIP WEEK� MARTIN READ

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Making apprenticeships in facilities management available from Levels 2 to 3 and now 4 to 5 has provided a gateway into the sector for those of all age groups and experience levels. It’s a change that could see many more people choosing a career in FM, finds Martin Read

The week from 11-15 March this year has been designated the sixth annual National Apprenticeship Week.

Designed to celebrate the positive impact that apprenticeships have on individuals, businesses and the economy, it is perfectly timed for the FM sector, where there is currently much to talk about.

In October last year, the BIFM and Asset Skills launched Level 4 and 5 higher-level apprenticeships. These now

REBECCA HARRIS-TOMPKINSON, UNDERTAKING AN NVQ LEVEL 3 APPRENTICESHIP“I worked in a shop before becoming a cleaner and facilities operator. I had no idea what FM was, if I’m honest. It’s the kind of behind-the-scenes thing I would never have known about. My friends don’t understand what it is – they didn’t know you could ‘learn’ FM.”

The apprenticeship is about learning management skills. I would never have been able to learn about those skills, otherwise. It’s a mix of group sessions and one-to-one sessions with an advisor. The sessions are regular, but manageable, so I am still able to focus on my role at work.

I was worried at first – there is a lot of studying to be done, alongside the job. However, the pace is great; you get stuck in and get your mind on the assignments. It’s a positive thing,and there’s always something you didn’t already know that you can pick up.

CASE STUDY

BESTlink up with the existing apprenticeship opportunities at Levels 2 and 3 to provide a gateway into the profession. This will be of particular interest for school-leavers looking for early management opportunities, or those seeking to switch careers. It will also include opportunities for those well-versed in operational FM who want to add a qualification to their lengthy experience.

The sector’s demographic ‘time-bomb’ has, of course, been widely reported. The now comprehensive qualifications structure, settled since 2010, is starting to bear fruit. And in that context, October’s Level 4 and 5 launch is important. These are degree-level apprenticeships, designed for individuals and companies to use as part of their staff development and talent management programmes. They are available to employers through the schemes’ project partnership delivery partners, comprising Sheffield Hallam University, Building Engineering Services Training (BEST), Leeds College of Building, The Manchester College, the Training and Learning Company, and Westminster Kingsway College. In essence, they make it possible for anyone of any age or experience level to get on-the-job FM training.

At the higher apprenticeships launch, Angela Gill, employer account manager for the National Apprenticeships Service, spoke of businesses “engaging with apprenticeships to grow managers for the future, filling

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FM FEATURE�APPRENTICESHIP WEEK� MARTIN READ

skills gaps in their organisation, bringing in younger people into an ageing workforce”.

Asset Skills’ chief executive Sarah Bentley was similarly enthusiastic, explaining that the new apprenticeships “would ensure that solid progression routes are in place to introduce into the workforce the higher skills necessary to prevent this [demographic] time-bomb, and to help professionalise the sector.”

The BIFM’s chief executive Gareth Tancred was keen to point out that the institute, as the professional body for the sector, “now offers qualifications at every level from level 2 – entry level – right up to Masters Level 7”.

Tancred deployed the phrase “a career of choice rather than a career of chance” and the institute’s head of learning, Linda Hausmanis pointed out that the full range of apprenticeships is a critical part of that campaign.

“Degree-level apprenticeships provide one of the solutions to the facilities management succession-planning dilemma,” says Hausmanis. “People have traditionally fallen into the profession, but that is changing.” She explained that school and college-leavers, are “learning that an apprenticeship in FM is a gateway to a rewarding, varied career with significant room for growth. Not all school-leavers with these aspirations want to go to university, especially given the rising costs.

“Often, students are dissuaded by the overly practical nature of other apprenticeships,” continues Hausmanis. “The higher-level apprenticeship will bridge the gap between learning and doing, and should leave students well- equipped to become the next generation of managers.”

Positive outlookEarly evidence suggests that the higher-level apprenticeships are

already gaining traction. Vic Grimes was appointed

to the National Apprenticeship Service (NAS) – London Region, in February 2009. A former area-director of London South Learning and Skills Council, he’s also been responsible for leading the performance recovery of Train to Gain and Apprenticeships in London. He thinks the new Level 4 and 5 apprenticeships are already starting to make their mark.

“I know I’m biased, but feedback has been incredibly positive, both from the bodies that represent the sector and employers,” says Grimes. “Since we launched the advanced level apprenticeships, we’ve seen around 850 apprentices start – and that’s a good figure. It represents steady progress from a low starting point and, of course, we’d like to see more take-up now. In my opinion, more and more young people are going to be attracted into FM.

“At the NAS we pitch the FM apprenticeship programme as an equally valid pathway to higher education and degrees. Previously, you could only do an apprenticeship to supervisory level and it just stopped there. Then you had to find alternative routes

“The apprenticeships make it possible for anyone of any age or experience level to get on-the-job FM training”

East London’s Petchey Academy (right)

CASE STUDY

LUKE GILBERT, 21, FM APPRENTICE AT THE PETCHEY ACADEMY“I’m a facilities assistant, and this training has been a great opportunity to learn about all the different aspects involved in maintaining a building.

“Every day is different. I love understanding all the hidden aspects of a building that work to keep it functioning efficiently. The time has gone so quickly, which is sign that you’re enjoying what you’re doing.

“Since starting my job in FM, my aim has been to work my way up from the bottom so that one day I can be a facilities manager. I’ve got the experience in an educational setting, but I’d like to work anywhere in the facilities world.”

CASE STUDY

RISHI JOSHI, FM APPRENTICE SINCE OCTOBER 2010“My course is with Westminster Kingsway, but I don’t often visit the college. The course is structured so that a tutor comes to see me at my workplace.

“I’m really enjoying the research aspect of the course. Since FM is such a diverse discipline I get a chance to learn about a number of different areas like procurement, finance, legislation and security.”

£1,500 Government incentive to take on an apprentice (some restrictions apply)

850Apprentices placed via the NAS since advanced-level launch

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outside of that framework.”Grimes also thinks that FM

contractors see apprenticeships as a way of getting well-rounded, business-minded individuals into their organisations.

“More companies are telling us that while knowledge of FM is important, there’s a wider requirement in the business that these apprenticeships lend themselves to in terms of developing a whole series of diverse business relationships.”

Grimes is among those who think the underlying challenge is one of engagement with a key demographic – school-leavers.

“Out of the number of apprenticeship starts I mentioned, many are where an organisation has chosen to up-skill existing employees. One of the challenges we face is in moving from that position to one where these apprenticeships are recruiting fresh new talent into the business.

Learning the ropes: the new apprenticeships will attract people of all ages

We need to make sure that, in schools, FM is seen as a career aspiration. We need to tell children that they don’t have to go to university to get into FM. By doing that I think the industry can attract a much broader range of talent.”

And there is also a need to make smaller businesses aware of the incentives offered by government to take on an apprentice.

“Evidence shows that employers that take on apprentices will boost productivity and staff retention,” says skills minister Matthew Hancock. “I want to encourage more small and medium businesses to take us up on our £1,500 incentive and hire an apprentice.”

That figure is the value of an apprenticeship grant for employers of 16 to 24-year-olds, currently available to employers of up to 1,000 people who have not employed an apprentice in the last 12 months. Distributed by the National Apprenticeship Scheme, the grant is available on a first-come, first-served basis.

Steady growthAs well as availability, there are other factors influencing interest in FM apprenticeships. “We’re hearing of more and more organisations putting a stipulation into their tender documents that potential suppliers must employ apprentices,” says Grimes. Legislation such as the Public Services (Social Value) Act, in force since January of this year, could also see public sector supply chain work going to organisations who demonstrate their commitment to employing apprentices.

Undoubtedly, the overall apprenticeship strategy is starting to pay off. Uptake is growing steadily and awareness of the now-complete roster of qualification options is burgeoning. That the FM sector can proudly present its schemes during National Apprenticeship Week is testament to that fact. FM

CASE STUDY

STEPHEN RAY, FM APPRENTICE AT LEEDS COLLEGE OF BUILDING

Ray has been employed by the Prison Service since 1979. He is site manager for HMP Featherstone, and now, in his mid-fifties, he’s undertaking an apprenticeship in FM through Leeds College of Building.

I’ve just started – and I’m very excited about it,” says Ray. “For me it represents a new way of learning and a way forward for my career. I manage the estates department for the prison and I think there’s a lot that we could do better.”

Ray hopes that the apprenticeship will open doors for him with FM service contractors, should more such firms take on prison-management contracts. “In the prison service we’re in the middle of a change between the new and the old. Ultimately, I would like to go on and work for an FM contractor at other prisons.”

CASE STUDY

ELYSE WILSON, CURRENTLY UNDERTAKING A LEVEL 2 APPRENTICESHIP IN CLEANING SERVICES“When I am working on the apprenticeship, particularly writing-up case studies, it makes me look into why I am doing particular things in my work.

“The apprenticeship has made me more confident in my role. I have a renewed enthusiasm, and am able to identify certain areas that could be improved on if done differently. For example, I am a cleaning-team leader, so I manage the schedules. When I found that we were not delivering the full specification, site-wide, I created a four-week schedule tracker, which helped us make sure the unpopular jobs were still being completed.”


FM MONITOR� GARETH MATTHEWS

32�| 14 MARCH 2013 | FM WORLD www.fm-world.co.uk

One of the stated aims of the coalition government was to bring confidence back to employers who feel overburdened by employment legislation. The government believes employers are often reluctant to take on new employees due to fear of the ‘red tape’ that entangles them should they later wish to let these employees go.

The government hopes that removing or reducing this red tape will open up a wave of employment opportunities for the unemployed. There have been a number of changes and proposals.

Eligibility to bring unfair dismissal claimsOne of the first (and most high-profile) changes was to increase the length of service required to bring an unfair dismissal claim from one to two years. This increase affects any employee that started in their employment from 6 April 2012.

In increasing the length-of-service requirement, the government’s aims are clear: it hopes employers will be encouraged that it now takes new employees twice as long to acquire unfair dismissal rights. This gives employers two years during which they can safely dismiss employees without fear of unfair dismissal claims (provided that the dismissal does not fall into one of a limited number of exceptional categories).

It also hopes to cut the number of claims brought by tribunal, thus reducing the financial burden

on both employers and the tribunal system.

Exception to the service requirement includes cases in which an employee is dismissed as a result of trade union activities, because they are a member of a trade union or refuse to join a trade union; where the dismissal was connected with the employee’s pregnancy and maternity rights; where the dismissal was due to the employee observing health and safety rules; where the dismissal was due to the employee making a protected disclosure (whistleblowing); or where the dismissal was due to asserting a statutory right.

At present, it is difficult to assess whether this change has had the desired effect. The true impact, if any, is likely to be felt more long-term as employers get used to the additional freedom the longer qualifying period provides.

It will be interesting to see whether the next set of tribunal annual statistics show any significant reduction in the number of unfair dismissal claims brought. The initial view is that employees are being more creative and alleging that one of the exceptional categories applies, in order to avoid the two-year requirement.

Settlement agreements/protected conversationsAnother proposal, likely from summer of 2013, is to permit employers and employees to have “protected conversations”

when attempting to resolve unfair dismissal disputes. This would allow employers to deal with disputes in the knowledge that such conversations cannot be used in subsequent tribunal claims.

The proposal includes template ‘settlement agreements’ (and guidance on how to value disputes financially) to be produced by ACAS (Advisory, Conciliation and Arbitration Service) for use by employers.

However, the protection does not extend beyond unfair dismissal disputes and employers will not be protected if they behave ‘improperly’ (still to be defined) during such conversations. See FM World, 14 February 2013 for more on this subject.

Cap on dismissal awardsThe government proposes to introduce a cap on awards made for loss of earnings in successful unfair dismissal claims. Currently, such awards are made at a level the tribunal considers “just and equitable” (albeit subject to an overall statutory cap of £74,200). However, the government proposes to limit these awards to cover a period of 12 months post-termination only.

In practice, the proposed cap is unlikely to have any real impact on the average level of awards, especially given that the existing statutory cap is very rarely applied and is relevant only for the most highly paid employees. For most claimants in unfair dismissal claims, the existing statutory cap would represent many years of lost earnings.

However, this is perhaps not the true aim of the proposed change. Instead, the government’s aim appears to be to reduce the unrealistic expectations

UNFAIR-DISMISSAL LAW

nder new legislation, employers will be able to hire and fire staff

more easily. Gareth Matthews assesses these plans by the government to cut ‘red tape’

Uheld by employees, who often mistakenly believe they will receive extremely large payouts if their claims succeed. Often, these unrealistic expectations encourage employees to bring weak or speculative claims. Likewise, employers often worry they will be liable for large awards should unfair dismissal claims be brought against them. In turn, this may discourage them from taking on new employees.

The proposed cap should give employers and, in particular, employees more realistic expectations about the value of unfair dismissal claims.

Arguably, however, if this is the government’s aim, it would be better achieved by making the tribunal’s annual statistics more widely known. For example, the median compensatory award last year was only £4,600, which is a fraction of the current statutory cap. Public knowledge of this statistic would do significantly more to change expectations than amending a cap that is rarely used in practice. There is also a risk that employees may pursue speculative discrimination claims (in which compensation is uncapped) in order to avoid the proposed new cap.

ImpactAs the tribunal publishes its annual statistics, we may get a sense of the impact the changes have had on the number of unfair dismissal claims brought and the average value of successful claims.

The proposals should be seen as an encouraging step in the right direction and may give employers more freedom to take on new employees when they are needed and dismiss them safely (and cheaply) when they’re not. FM

LEGALUPDATE

Gareth Matthews

is an associate at

Eversheds LLP

32_LegalUpdate.sr.indd 3232_LegalUpdate.sr.indd 32 07/03/2013 09:5507/03/2013 09:55


LEGIONELLA CONTROL

TECHNICAL

Legionnaires’ disease and pseudomonas have been prominent in the news recently. The Edinburgh outbreak in the summer of 2012 made headlines and caused a series of very unfortunate fatalities.

The NHS Choices website states that in 2010, the disease caused 38 deaths in England & Wales, out of 359 reported cases. An outbreak is therefore a serious public health issue and Legionnaires’ disease is a risk that needs to be assessed and managed at your organisation.

Legionella risk assessments are a legal requirement under the Health and Safety at Work Act, the COSHH Regulations and the Management of Health and Safety at Work Act.

Facilities managers will already know the implications of not having a suitable Legionella risk assessment and control measures in place. Many readers will also be familiar with the HSE Approved Code of Practice for Legionnaires disease, more commonly known as ‘L8’ and be referring to this for guidance.

The document clearly states that you need to have a Legionella risk assessment in place and gives guidance on conducting one. However, this guidance amounts to only a few pages. Considering the scope of the task at certain sites, something more substantial is required.

Now, to accompany the L8 guidance, there is a British Standard for Legionella

egionella continues to pose a serious threat to health. Here, Simon Hilton

outlines a recent British Standard that aims to assist FMs in fighting the bacteria

risk assessment known as BS8580:2010 – ‘Water Quality – Guide to risk assessments for Legionella control’.

This British Standard has been produced in order to underpin L8 and is a code of practice. This standard also supplements BS 7592 ‘Sampling for legionella bacteria in water systems’.

Published in December 2010, the standard acts as a guide to the processes required to produce a Legionella risk assessment for artificial water systems.

The standard covers a comprehensive range of water uses including:● Industrial cooling waters ● Hospitals, nursing homes and care homes ● Leisure centres ● Water distribution and use within buildings ● Commercial and industrial uses of water ● Power generation● Horticultural water-use

The standard is applicable to risk assessments being undertaken on premises, plants and systems for the first time, and to review an audit where a previous assessment has been undertaken.

The guide comprises a series of annexes: Annex A gives general guidance on the assessment of systems; Annexes B to Annex E give guidance on the assessment of specific types of system; and, Annex F gives an example checklist for the assessment of a particular system (spa pool).

A list of equipment that might be used by a risk assessor is given in Annex G, while Annex H gives guidance on the production of schematics.

However, the standard BS8580:2010 will only cover the risks presented by artificial water systems and not natural waters.

Also, the document does not cover the responsibilities and ongoing monitoring procedures that need to be in place for duty-holders, to prevent or control the risk of Legionnnaires’ disease.

Monitoring procedures, or the scheme of control required to be in place, are listed in Appendix 1 of the L8 code of practice. This appendix contains guidelines on the frequency with which the monitoring procedures should be carried out. This section of L8 also lists other risk systems.

The document states that the risk assessment should be carried out by a competent person. This person may be an employee of your organisation or an external contractor.

If you choose to entrust the task to one of your employees, ensure they have a recognised Legionella qualification and are fully versed with L8 and BS 8580 as a minimum – experience counts for everything.

If you decide to sub-contract, make sure the company has a current Legionella Control Association Certificate, along with other industry standard certifications and accreditations. A proven track record is essential.

LL8 states that a risk assessment needs to be reviewed at least every two years unless there is reason the current assessment is no longer valid. This may be due to changes to the water system or the use of the building.

The sites you manage therefore need to have a Legionella risk assessment in place and an ongoing scheme of control. Arranging for microbiological samples to be tested by a UKAS-registered laboratory is also an excellent procedure to put in place.

Having all of the above in place at your site means you will be providing good management of Legionella control. Minimising the risk of Legionnaires’ disease will reduce the risk of fines, prosecution and bad publicity.

Governing bodies continually regulate and check for Legionella control. Even if this has not been picked up on recent visits, it may well be on future ones. To give you peace of mind, make sure you are proactive in reducing the risk of Legionnaires’ disease at your site. Familiarise yourself with BS8580 and ensure that the Legionella risk assessments are in line with this standard and L8. FM

BS8580 can be purchased from the online BSI shop tinyurl.com/ag5yp6s

L8 can be downloaded for free from the HSE website at tinyurl.com/2ujbtdj

Simon Hilton, water

treatment manager,

Brodex

“To accompany the L8 guidance,there is a new British Standardfor Legionella risk assessmentknown as BS8580:2010”

FM MONITOR �SIMON HILTON

33_Technical.sr.indd 3333_Technical.sr.indd 33 07/03/2013 09:5607/03/2013 09:56


FM MONITOR �CEDRIC RODRIGUES

Business water bills are expected to rise, following an announcement by UK water regulator Ofwat that household bills will increase by an average 3.5 per cent from April 2013.

Typically, water accounts for around 15-20 per cent of your overall utility expenditure. This will vary depending on the type and size of your organisation; it makes a difference whether you are a large, multi-site manufacturer, or a small primary school.

Unlike gas and electricity contracts, most organisations cannot switch to a cheaper supplier. Those who can, with a site of over 53,820 square feet (5,000 square metres), often find this a difficult and challenging task.

The only way to mitigate the year-on-year price rises is to find ways to improve efficiency and reduce your consumption. In addition, it is wise to review your current water costs to ensure you are currently paying the correct charges for your usage.

There are three steps you can take to help achieve savings of typically 20 to 30 per cent.

1⁄ Review and validate your tariffs

Many organisations fail to realise the savings that can be made by simply reviewing their water charges. Monitor your water costs

ith water bills rising every year, facilities managers need to know how to hold back

the financial flood. Cedric Rodrigues offers three golden rules that will help save buckets of cash

carefully to improve efficiency. For example, compare similar sites and year-on-year consumption levels and look for any potential inefficiencies.

Check your water invoices to ensure you are paying the correct supplier charges. Many organisations fail to process, audit and validate their bills to ensure they tally with the relevant supply contracts and actual consumption. This is partly due to the complexity of billing.

Overpayments can occur due to billing errors, anomalies and incorrect charging from your supplier. However, with a complex pricing structure, including charges for wastewater, trade effluent and surface-water discharges, checking bills can often be a daunting task. Some water consultancies offer desktop water audits on a ‘shared-savings’ arrangement, where they don’t charge for the service, but take a proportion of any savings they generate for you.

Examine previous water bills and check for overcharges. You can then start the process of claiming these back from your supplier.

Check your meter is the right size to optimise efficiency and costs. Often meters can be reduced in size and deliver savings of between £100–£5,000 depending on size and the water supplier. The cost to install a new meter is, therefore, often paid back in savings in just over a year.

2⁄ Carry out a water usage survey

It’s important to carry-out an efficiency survey to identify immediate opportunities to reduce usage.

Map out exactly where water is being used across your site and identify usage and areas of waste.Again, water consultancies can undertake this project for you, ensuring consumption across your site correlates with your actual spend. Such organisations can benchmark your site against similar organisations to highlight any inefficiencies.

Such services are especially beneficial if you are a large consumer of water, for example, if you have cooling towers, a swimming pool, use process water or water systems. You can also take the survey one step further to check wastewater and trade effluent efficiency and costs.

By making simple changes, you can bring about significant and sustainable reductions in water usage and costs. Reducing your water consumption will also reduce the amount of wastewater produced, which has the advantage of decreasing both water and sewerage or effluent charges.

Check across your site for leaks from pipes, processes and faulty equipment, such as taps and urinals. Check that your meter numbers correspond with those on your water bills and follow up any discrepancies with your supplier.

Identify ways to recycle water,

W for example, collecting and re-using rainwater or process water. This might cost less than paying effluent and sewerage charges. Your recycled process water can then be used for toilet flushing and cooling, for example.

3⁄ Invest in new technologies

Install water reduction savings devices, such as urinal controls and more efficient equipment, such as water efficient taps. Spray taps or push-top taps, or those fitted with infra-red controls can reduce consumption by as much as 50 per cent.

Using a control device for automatic flushing of urinals can also pay dividends, as can water-saving devices for toilet cisterns, particularly, for older toilets that can use up to 13 litres per flush.

Investigate the use of natural groundwater sources. Boreholes, for example, are a free source of water, once the initial exploratory and implementation work has been carried out.

Make sure all hot and cold water pipes and tanks are insulated, which will also reduce energy bills.

Manufacturers should also look to pre-treat trade effluent discharge before it goes into the sewer, by removing solids, for example. There is a great opportunity to make big savings here, especially if your water supplier is currently charging high fees and your costs to pre-treat are low in comparison. FM

HOW TO…REDUCING WATER BILLS

Cedric Rodrigues

is managing director of CMR

Consultants

“Water consultancies offer desktopwater audits on a ‘shared-savings’basis and don’t charge for the service”

34_HowTo2.sr.indd 3434_HowTo2.sr.indd 34 07/03/2013 09:5707/03/2013 09:57


FM MONITOR �STANDARDS

BS 8587:2012 GUIDE TO FACILITY

INFORMATION MANAGEMENT

STANDARDSBrian Atkin

is member of CB/70 Facilities

management advisory committee

and FMW/1 Facilities management

technical committee)

Owners, tenants and facility managers all face a complex range of challenges. One of the most difficult is knowing what information and data is necessary to deal with a raft of legislation, financial obligations, commercial requirements, technical issues and management demands.

In the worst case, it might mean not knowing what you don’t know. This can mean youare inadvertently exposed to all manner of risks and hazards. However, what could be lacking is some kind of overall structure, which could help identify the information and data necessary to manage your facilities in an ever-more challenging environment.

A new standard, BS 8587:2012 Guide to Facility Information Management standard, deals comprehensively with this issue. It approaches the extent and form of information – and the data required – to manage a facility. It considers information processes, sources of data and the types of information that should be managed in order to satisfy a wide range of interests and requirements.

Facility information management (FIM) is a set of principles, guidance and recommendations that can be applied to both large- and small-scale facilities and operations. In other words, it is scalable. It applies equally to paper-based

S 8587:2012 Guide to Facility Information Management addresses a

fundamental concern: how do we get on top of information and not let it get on top of us?

and digital information and data, and any mix of the two.

In drafting the standard, notice was taken of the existing structures and methods for defining and presenting various types of information and data relating to ownership, operation and maintenance of facilities.

The standard does not define a classification of its own: to do so would be to impose a structure into which everything should fit, irrespective of the organisation’s business and the nature of its facilities. Instead, the standard provides owners, tenants and facilities managers with what they need in order to define a structure that will serve their needs first and foremost.

Facility handbookThe core concept in FIM is the creation and maintenance of a ‘facility handbook’ that contains information and data about a facility, with the emphasis on keeping everything up to date. FIM does not prescribe a particular approach, but instead helps a team understand what it should be doing and how.

Detailed examples are given of the multitude of considerations that accompany the operation of facility assets, including responsibilities of various kinds. The handbook should not, however, be thought of as a physical document limited by size and transportability. In

cases where the facilities are modest and long-standing, a large binder might suffice. More likely is that much of the content of the handbook will already be digital and integrated with the organisation’s business systems, including those supporting facilities management.

Digital futuresThe FIM guidelines anticipate the move towards digital models of buildings and other facilities and was, in fact, prepared under the watchful eye of experts working on the development of BIM (building information modelling) standards.

Part of the rationale for producing the standard is that action is needed now to help owners, tenants and facilities managers manage information efficiently and effectively. The retrospective application of BIM to facilities will happen – it is just a matter of time – but the need to be more efficient and effective in managing information and data is a long-standing concern.

The handbook includes sections on legal, commercial, financial, technical and managerial information. The standard spells out what should be considered under each of these headings. In common with other guides published by BSI, this standard contains both normative elements, where clear recommendations are made, and informative elements where explanation is offered to ensure

that the meaning and significance of the recommendations are properly understood.

More than ITFIM is not technology-focused, despite the fact that it needs IT to support it. A process for managing information has to be understood by all parties before technology is applied, otherwise problems are likely to compromise the outcome.

Managers of information and data have a responsibility to ensure that everything is in a form that users require. This process should therefore be defined by the organisation. Doing so creates a reference point for the arrangements that will be needed in order to make the most efficient and effective use of information and data, and the resources that have to be spent in managing them.

Adopting the recommendations of BS 8587:2012 Guide to Facility Information Management will enable FMs to maintain a clear and reliable account of the organisation’s facility information and data. Furthermore, it can act as a tool for measuring and implementing change, with reliable information and data to support it. FM

BS 8587:2012 Guide to Facility Information Management was published by BSI on 16 October 2012 and is available from shop.bsigroup.com.

B

“The need to be more efficient and effective in managing information and data is a long-standing concern”

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1009080706050403020100

2003 2009 2010 2011 20122232 1146 1074 1017 972

VAL

UE

(£M

AT

MSP

)

PEST CONTROL PROVISIONS BY LOCAL AUTHORITY

86% 80%

18%

2% 6%

19%

75%

13%13% 20%

13%

68%

16%

1%

71%

HEALTH CONSTRUCTION OUTPUT FORECASTS 2010 TO 2015 BY VALUE (£BN AT CURRENT PRICES)

Service provided by In-house pest control teams Medium orange: Outsourced to specialists firms. Light orange: No service offered.

Number of local- authority pest-control technicians

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 6 September 2012. 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 2.7% in January 2013, unchanged for the fourth month in a row. This is the longest period for which the CPI growth has remained unchanged.The largest upward pressures came from alcohol and air fares.Miscellaneous goods & services, and clothing provided the largest downward pressures.Source: ONS (www.ons.gov.uk)

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

ECONOMY INDUSTRIAL WAREHOUSING

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

PEST CONTROL MARKET

The value of the UK pest control market has grown to almost £350 million. Growth was fuelled by an overall increase in the number of premises.

Despite the growth, which has resulted in strong performances from some commercial operators, local authorities are scaling back their pest control services in an effort to save money. Progress is not uniform across the industry. More hotels, residential blocks and local grocery stores are being built, but many pubs are being closed down. Pest control is also increasingly being bundled alongside other FM services. Source: Apex Insight (www.apex-insight.com)

HEALTHCARE CONSTRUCTION

Construction output in the health sector has been subject to volatility in recent years, with extraordinary growth in 2008 (£5.9bn) and annual decline ever since. Short-term prospects are likely to continue the downward trend in output, reflecting a squeeze on capital budgets. Forecasts for 2012 indicate a further decline of 7-8 per cent and value of around £3.2bn.

Despite reforms and austerity measures, investment in the NHS still remains a priority for the government, with revenue funding for the NHS protected until 2015, although this includes a 17% decrease in capital spending over the period. Source: AMA Research (www.amaresearch.co.uk)

TOTAL TAKE-UP OF GRADE-A WAREHOUSING SPACE IN 2012 WAS 11.9M SQ FT – 9% LOWER THAN IN 2011 (13.1M SQ FT)

2012

2011

11.9M SQ FT13.1M SQ FT

STOCKS OF IMMEDIATELY- AVAILABLE NEW FLOORSPACE ARE AT THEIR LOWEST LEVEL SINCE THE QUOTED RECORDS BEGAN:

SLIGHTLY OVER 8 MILLION SQ FT ACROSS THE UK.

THIS IS 71% BELOW ITS PRE-RECESSION PEAK OF NEARLY 29M SQ FT IN MARCH 2008.

71%

10%AS OF DEC 2012 THE VACANCY RATE ACROSS THE UK IS APPROXIMATELY

RETAILERS ACCOUNTED FOR 36% OF ALL GRADE-A TAKE-UP (4.2 MILLION SQ FT), WHICH WAS 8% DOWN IN ACTIVITY FROM 2011. MANUFACTURERS, ON THE OTHER HAND, INCREASED THEIR SHARE OF TAKE-UP FROM 13% IN 2011 TO 29% (3.5 MILLION SQ FT) IN 2012.

Source: Jones Lang LaSalle (www.joneslanglasalle.co.uk)

6

4

2

02010 2011 2012 2013 2014 2015 EST FCST FCST FCST

VAL

UE

(£BN

AT

CU

RREN

T PR

ICES

)


29%

36_Insight.sr.indd 3636_Insight.sr.indd 36 07/03/2013 16:4407/03/2013 16:44


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FMW.14.03.13.037.indd 38FMW.14.03.13.037.indd 38 06/03/2013 11:3806/03/2013 11:38

BIFM NEWS� BIFM.ORG.UK


CHARITY

Chairman’s charityIn support of one of the BIFM chairman’s charities, Rising FMs joined Breast Cancer Care with a ‘Big Pink Bucket’ collection at Canary Wharf tube station on 20 February.

The volunteers included Claire Akin from the Rising FMs special interest group (SIG) and CBRE, Erik Williams from the London region and Incentive FM, Tanya Brick from Norland Managed Services, Dan Scotchmer from NG Bailey, Anna Knight, Patsy Bateman, Kimberley Floyd and Hazel Miller from UBM.

They raised a total of £982 during their morning session.

BIFM chairman Ismena Clout, who selected Breast Cancer Care as one of the charities she will support during her tenure, said: “I would like to thank Claire for organising this collection, and to everyone who took time out of their busy schedules to support the fundraising.”

She added that she was “delighted at the amount raised, as was Breast Cancer Care,” and said “the funds raised by all BIFM groups during my tenure will go a long way to supporting the fantastic work of the charity. My thanks go to everyone who donated.”

i For further information on Breast Cancer Care visit www.breastcancercare.org.uk. The Royal Marsden Cancer Charity is also being supported as a chairman’s charity www.royalmarsden.org

THINKFM

Early bird closingThe early-bird window for ThinkFM closes on 22 March. If you intend to book for the conference then you are advised

to do so now as you will save on the delegate fee.

Taking place on 10 June, ThinkFM 2013 will address ‘The leadership challenge: Raising our game, making our case – realising our value’. The conference will look at leadership from all angles: within your role, within the team, within managing facilities effectively, within the business and within the wider economy.

Alongside the 24 hub sessions at ThinkFM, we have two inspirational leaders to open and close the conference: Jim Lawless and Chris Kane, respectively.

Lawless is chief executive of Taming Tigers, one of the world’s leading inspirational speakers, and author of Taming Tigers. He is the only authority on personal development, leadership and change to have risked his life to prove that his theories deliver solid results.

In 2010, to test his theories on mental toughness, he became Britain’s deepest free-diver. In 2003, in response to an audience challenge, he become a jockey in 12 months. At the outset he was three stone too heavy and could not ride a horse. What tigers could you tame, or need to tame?

Kane will be closing ThinkFM, speaking during the early evening drinks reception. He is expected to give a rare and fascinating insight into managing facilities at the BBC, one of the world’s

Further details will follow. The event will be open to members and non-members.

i Learn more about all BIFM events at www.bifm.org.uk/events

REGIONS

LondonLearning how to get the most from your BIFM membership was the topic for the London region’s February meeting, hosted by law firm Olswang and sponsored by Xenon Training.

New members, were joined by more experienced members, the London region committee and a host of interesting speakers.

The institute’s chief executive Gareth Tancred and chairman Ismena Clout were present to open and close the event, and gave an overview of their current work for the institute. Linda Hausmanis, head of awarding organisation and Sarah Hunnable, the institute’s head of membership and business development, discussed training, qualifications, the membership structure, and guided delegates through the BIFM website.

Networking opportunities are a vital part of BIFM

largest broadcasters. Under his leadership, the BBC has delivered a £2 billion property transformation to support the move to digital production, modernising 40 per cent of the entire estate and delivering almost 186,000 square meters (2 million square feet) of highly flexible new office and production space. A key element of this is the BBC’s new home in Salford, MediaCityUK.

In 2012 he masterminded the £200 million sale of the BBC’s Television Centre in White City.

i Book for ThinkFM at www.thinkfm.com/register, call 08701 632 804 or email [email protected]. A BIFM member booking as an early-bird (before 22 March) would pay just £295+VAT for the full conference programme and drinks reception. Non-members registering as an early-bird would pay £345+VAT.

RISING FMS

Careers DayThe BIFM Rising FMs SIG has confirmed that its careers day for 2013 will take place at the University of London on 1 July.

The day will include workshops, the chance to learn more about training and qualifications, and of course networking opportunities.

Claire Akin, Erik Williams,

Tanya Brick and Dan Scotchmer

(left to right) collecting for

Breast Cancer

KEEP IN TOUCH

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

38_BIFMNews.indd 3838_BIFMNews.indd 38 07/03/2013 09:5807/03/2013 09:58


BIFMCOMMENT

ow is a great time for a young person to contemplate a career in facilities management. The good news is that a framework is in place that will enable employers to embrace and support the talents of the next generation.

For some organisations, this might mean adding FM to an existing apprenticeship structure. Many will currently use such a scheme for mechanical and electrical engineers, catering staff, or customer-service employees. Those individuals who have demonstrated the much-needed characteristics of a good FM – they too can embark on an apprenticeship programme.

This will take participants from the very basics at Level 2 (level example is equivalent to GCSEs A*-C) right up to Level 5 (level example is equivalent to foundation degree).

It is anticipated that from April 2013, the apprenticeship framework will include qualifications at Level 6 (Degree) and Level 7 (Masters). So what a wonderful future our young FMs can look forward to: a comprehensive programme in which they will gain the knowledge and develop the skills and competencies to become tomorrow’s FM leaders.

Last October, at an event to promote the development of the Higher-Level Apprenticeships in Facilities Management (Levels 4 and 5), Gareth Tancred, the institute’s chief executive, said to the attendees that it was our aim to make FM a career of choice rather than chance – and that is now becoming a reality.

There are many organisations that have made BIFM qualifications their benchmark of excellence, and a necessity in order for employees to progress their career within the company.

It was in 2010 – hard to believe it was only three years ago – that BIFM first launched its six new qualifications. This was the culmination of two years’ intensive research and development throughout the industry. Three years on, and the BIFM now awards 19 qualifications in FM – a direct response to the growing demand from the industry to have progressive professional development pathways in place for individuals.

Our offering starts with the new recruits (Level 2) right up to strategic heads of facilities (Level 7). The latter provides a pathway to two Masters programmes: the Masters in Applied Facilities Management, delivered and awarded by Liverpool John Moores University and the MBA in facilities management delivered and awarded by Sheffield Hallam University.

BIFM is working on the development of a youth programme that will not only provide them with access to training and qualifications, but also a toolkit that will support and nurture them as they grow in their knowledge, skills and competence in the early stages of their career in FM.

We are currently in negotiations to pilot delivery of the Level 2 knowledge qualification in Facilities Services in certain visionary academies that offer vocational opportunities alongside academic opportunities for students. So watch this space for more information

on the youth programme. The aim of this youth programme

is to assist employers with their succession-planning especially when having to consider the demographic time-bomb, widely reported as being a potential threat to the future of FM.

i For more information, visit www.bifm.org.uk/qualifications

N

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

THE TIME IS NOW

membership and the delegates, who numbered more than 70, heard from the heads of the various SIGs, including Claire Akin (Rising FMs), David Millar (International), Simon Grinter (Sustainability) and Julie Kortens (Women in FM), who offered an insight into the events that they run.

At the event, Clout presented her chosen charities – Breast Cancer Care and The Royal Marsden NHS Foundation Trust – with cheques for £1,751 each. This was raised by the London region at the summer boat party held on HMS Belfast.

i Learn more about all BIFM groups at www.bifm.org.uk/groups

FM LEADERS FORUM

ProcurementProcurement in FM was the hot topic debated during the BIFM’s second Facilities Management Leaders Forum. A discussion paper has now been published for members, titled FM Procurement: Who holds the power?

Buying power and where it lies within the FM sector was the starting point for the forum. The consensus was that procurement of FM is not straightforward.

The forum established that, ideally, purchasing decisions needed to involve both the organisation’s facilities management and procurement teams. Furthermore, the importance of cultural fit between suppliers and clients cannot be underestimated in the perception and success of procured services.

One concern the paper highlights is that in the current climate, costs are being driven down with little regard for what they impact. Therefore, although procurement teams can help with contract negotiations,

Linda Hausmanis is head of awarding organisation at the BIFM

“MANY ORGANISATIONS HAVE MADE BIFM QUALIFICATIONS A BENCHMARK”


BIFM NEWS� BIFM.ORG.UK


as the worsening horsemeat scandal left you questioning the authenticity of your own organisation’s catering operation and your

authorised suppliers?With the scandal stretching beyond retail suppliers

and into the wider catering industry, the Food Standards Agency (FSA) recently issued advice to public institutions and their catering providers.

It reminded them of their “responsibility for their own food contracts” and the expectation that they should have “rigorous procurement procedures in place, with reputable suppliers”. On top of this, customers are also seeking evidence of stringent controls, with re-assurance that none of the meals being supplied to them have been contaminated.

Would it be better to bring your catering services in-house, and make products fresh on the premises rather than buying in pre-prepared meals? Is your meat sourced locally, or if not, can you easily track its origins? Should you or your suppliers be looking to purchase only ‘Red Tractor’ assured red meat, and certified organic produce?

If you’ve recently been made responsible for the catering function in your organisation and are feeling overwhelmed about where you should start, BIFM Training offers a one-day Introduction to Catering Contracts course. It covers the key requirements for the successful management of a catering contract with emphasis on providing a background to the industry, the nature of catering operations and the key players involved.

Our follow-on course called ‘Making catering contracts work’ offers a more detailed exploration of the mechanisms of a good catering operation. This will help you to review and refine your own catering objectives in order to develop a more effective food service strategy, geared towards continual improvement. We teach you how to negotiate and manage contracts, and improve the quality of your service delivery and financial performance.

‘Introduction to catering contracts’ next runs on 16 April 2013 and is priced at £385+VAT BIFM members or £480+VAT non-members. ‘Making catering contracts work’ next runs 17-18 April 2013 and is priced at £695+VAT BIFM members or £835+VAT non-members.

BIFM Training’s full suite of contracting courses also includes: the tender process, contract management, negotiating to win, managing in an FM outsourced environment and managing FM performance. For further details or to book a place on any of the programmes listed, please call 020 7404 4440, email [email protected] or visit www.bifm-training.com

BIFM TRAINING

H

WHAT’S IN YOUR FOOD CHAIN?ultimately, understanding and deciding whether it will deliver the performance required has to sit with the FM.

The forum concluded that procurement is about having the correct balance of power, which works best where there is open transparency and trust between buyers and suppliers. Procurement does not just stop at the purchase; on-going relationship management is also important. It was thought that these relationships work best when there is joint responsibility, drawing on individuals’ areas of expertise.

Acting on these conclusions, the institute intends to continue supporting members through the procurement maze. This will help to ensure FMs have the right tools to inform others within their organisation, supporting them in their roles. This will include the development of procurement case studies and guidance through the institute’s CPD programme.

i Download the discussion paper at www.bifm.org.uk/fmlf

CAREERS

Group exercisesGroup exercises are used by organisations to ascertain how employees perform in groups.

Employers find this an effective way of finding out what type of ‘team-player’ you are. Are you a regular team-player, a natural leader, or a maverick? Do you tend to be the ice-breaker, the protagonist or the ideas generator in the group?

Here are some tips on how to excel at these exercises:● Be the person that you are, rather than trying to be the personyou think they’re looking for● Try to forget the assessors

are present● Make regular contributions without appearing competitive or domineering● Do not interrupt others or allow yourself to be interrupted● Back up your views with reason● Respond constructively to ideas of others● Be supportive, sensitive and friendly, encouraging contributions from quieter members● Try to focus on the key issues● Use diplomacy and tact to avoid digression● Use humour and charm to deflect conflict● Lead only when it comes naturally or if instructed to do so● Remain involved by listening attentively, summarising, moving the discussion forward and timekeeping.

The key thing to remember is that the objective is not always to get your own ideas taken on board.

They are looking to see how effectively you work in a team and interact with others. The way you contribute is as important as what you contribute.

Assessors are likely to be looking for candidates who can demonstrate good analytical and logical reasoning skills, so try and demonstrate these by:● Showing clarity of thought and expression● Being able to understand and absorb information easily● Being able to identify key points and reach a conclusion● Having the ability to think laterally and produce new ideas.

A follow-up piece will discuss several types of group exercise.

i For more information on the C2 Career Consultancy visit www.bifm.org.uk/careersservice. To arrange an appointment contact the BIFM’s careers service on 020 7863 6060 or [email protected] Prices start from £49.


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. It is also known as the biggest sustainable building and refurbishment event in the northern parts of the UK. 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

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.Venue: TBCContact: [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

NORTHERN IRELAND REGION

14 March | Ulster Museum – the FM challengesSite tour of a £17.2 million renovation project, with a discussion of space management and other aspects of the project.Venue: Ulster Museum, Botanic Gardens, Belfast, BT9 5ABContact: [email protected] or call 07974 564 974

SCOTLAND REGION

19 March | Managing vacant propertyManaging vacant property, from commercial offi ces to empty pubs and restaurants is becoming a key area of concern for facilities professionals, with almost 15 per cent of all retail units being empty.Sponsored by SitexOrbis.Venue: Crossroads Caring Scotland, 24 George Square, Glasgow, G1 1EGContact: Michael Kenny at [email protected]

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. In this seminar, the critical aspects of the golden hour will be identifi ed, with information on how to structure them into a responsive framework. Learning will involve a case study of a well-executed golden hour.Venue: Scotland central belt – TBCContact: Michael Kenny at [email protected]

17 May | Regional golf dayScotland’s annual regional golf day.Venue: Bishopbriggs Golf Club, Brackenbrae Road, Bishopbriggs, Glasgow, G64 2DX Contact: Call 01977 598914, email [email protected]

SOUTH WEST REGION

15 March | QTD – churn, offi ce removals and relocationSpeakers to be confi rmed, followed by an afternoon interactive workshop. Venue: Bristol Hilton HotelContact: [email protected]

26 April | Breakfast seminar – waste managementSeminars on best practice in sustainable waste management. Also focusing on the procurement chain in order to reduce waste before it even arrives on site. Venue: Newport Hilton HotelContact: Darren Crossman at [email protected]

BIFM SIG EVENTS

19 March | International SIG membership survey fi ndingsArchitecture fi rm Gensler will share an interpretation of a survey, focusing on the workplace, social media and expectations of FM in the future.Venue: Gensler, Aldgate House, 22 Aldgate High Street, LondonContact: [email protected] or call 020 8469 0167

27 March | Rising FMs SIG quiz nightAn evening of general knowledge and FM quizzes, networking and nibbles, provided by Kinnarps.Venue: Kinnarps, 69 Turnmill Street, London EC1M 5RRContact: [email protected] or call 07824 560 026

FM DIARY

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


41_Diary.sr.indd 4141_Diary.sr.indd 41 07/03/2013 09:5907/03/2013 09:59


BEHIND

THE JOBWhat attracted you to the job? The chance to learn, learn and keep learning – and the opportunity to sit in the warmest office in the building!

How did you get into facilities management and what attracted you to the industry? I used to be an ops manager and so this was a natural transition for me. I don’t know anyone that doesn’t like working in FM. How can that not be attractive?

What’s been your career high point to date? At the age of 22, the youngest manager in the service group’s history to be promoted to a senior management role. Also, recently, having the chance to be involved with the BIFM on a regional level.

What has been your biggest career challenge? Making the decision to change career paths. Thankfully I ‘fell’ in to FM and wouldn’t change it for the world.

If you could give one of your responsibilities to an unsuspecting colleague, what would it be?Managing peoples’ expectations during office moves!

Which FM myth would you most like to put an end to?That FM is simply an overhead. FM teams throughout the UK consistently deliver a high quality service that has an impact on their companies’ revenue.

If I wasn’t in FM, I’d probably be...Working in HR, or possibly a psychologist.

How has FM changed in the past five years?It’s developed more of an agenda to actively help shape the sustainable future of a business. Firms are waking up to the fact that FM makes a difference. I believe it will soon break into boardrooms across the UK and be given the respect it’s owed.

And how will it change in the next five years? FM will break into boardrooms across the UK and be given the respect it’s owed. I’m interested to see how the trend on outsourcing FM provision develops.

Do your friends understand what FM is?They have no choice. It’s all I talk about!

FM PEOPLE� MOVERS & SHAKERS

NAME: Nicholas FoxJOB TITLE: Facilities management support specialistORGANISATION: Atlas Elektronik UKJOB DESCRIPTION: Responsible for three sites, co-ordinating contractors, capital projects, statutory and reactive maintenance activities, procurement and energy management, among other roles.

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

With sessions to advance skills andthinking, this is the facilities managementconference to attend.

Select sessions from hubs:

Talent Performance Relationships

MONDAY 10 JUNE 2013, THE ROYAL COLLEGE OF PHYSICIANS, LONDON

www.thinkfm.com@ThinkFMbyBIFM

Early-bird savings:book before 22 March 2013

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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

▼ Zigor increases run-time on Tiber UPSUninterruptible power supply specialist Zigor is advising facilities managers that it will be expanding the Tiber On-Line UPS range with extended run-time battery options.

The 2U rack/tower Zigor Tiber series currently provides up to 10 minutes of back-up time when operating at full load from its internal batteries.

However, new external battery packs set to be released soon will give the new Tiber models the ability to increase run-time to several hours. Launched in the UK in May 2012, the Tiber provides perfect clean sine wave power at all times without using the battery unless the mains fails. Available from 1kVA up to 3kVA, the Tiber can be fl oor- or rack-mounted and is ideal for backing-up an individual server, network racks or switchboard systems. W: www.zigor.com/uk

▲ 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

▲ OCS retains NHS Trust dealCentral and North West London NHS Foundation Trust has extended its relationship with international total facilities management provider OCS by two years. The new contract will run from May 2013 to May 2015. The deal, which is worth in excess of £13 million, includes catering, cleaning, portering, switchboard, reception, security, and washroom services.

OCS has been working with the trust since 2006. Since then, the partnership has evolved from providing two services across four sites to the current provision across 60 sites, ranging from health centres and clinics to in-patient facilities, including the Park Royal Centre for Mental Health, and offi ce sites such as the trust’s HQ in central London.W: www.ocs.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

WE CAN HELP YOU FINDYOUR PERFECT JOBJOBS

Contact the sales team on 0207 324 2755 | www.fm-world.co.uk/jobs

Be the first to receive your perfect job straight to your inbox. To sign up simply;• Enter your name and email address• Choose the sector, salary and location

you would like to work within• Create up to five different tailor-made

alerts

JOBS BY EMAIL CV UPLOADUpload your CV and complete your jobseeker profile and increase your chances of being found for your perfect job. No need to go through hundreds of job adverts, just fill in your profile and let employers do the work.

Banner strip.indd 1 07/03/2013 14:28

Business Development Manager – New Business Sales Salary: £40,000 - £45,000 plus Commission, Car Allowance, Comms + Benefi tsStart Date: ASAPLocation: Home Based, London Offi ce & National Coverage

Role:Reporting to the Head of Sales, this role will work closely with Managing Directors/Operations & Business Development Team. This role must increase the company’s sales revenue whilst giving a pro t margin in line with KPI’s. The role will identify new business opportunities and lead, develop, present and convert sustainable new business contracts, ensuring increase growth of operational portfolio as per KPI. The main function will be to act as the interface between the company and prospective clients delivering additional business to meet agreed targets. This individual must therefore have a full understanding of current customers business as paramount and possess an excellent understanding of the current market environment.

Core Responsibilities include: New customer prospecting to develop a robust pipeline that supports achievement of year on year sales targets.

• Maintain accuracy of the CRM system to facilitate accurate forecasting of new business wins. • Manage the bid process from expression of interest, pre-quali cation through to bid submission, presentation, negotiation and

contract agreement. • Liaise with the operations teams in the co-ordination of contract bids including speci cation development and pricing ensuring the

right level of operational input. • To assist in mobilisation to ensure a smooth link between sale and operational delivery. Develop good relationships with the Client’s

staff in order to ensure commitment to our long-term presence and the further extension of our business.

Quali cations:Degree education or Professional quali cations desired.

To apply, please email your CV application to: [email protected]

Incentive HPH.indd 1 07/03/2013 11:41

FM New appoints140313.indd 044FM New appoints140313.indd 044 07/03/2013 16:0607/03/2013 16:06

FM WORLD |�14 MARCH 2013 |�45jobs.fm-world.co.uk

Please apply for any of the above roles by emailing [email protected] or call 020 7478 2500 to speak with Claudio Rojas or Ryan Coombs quoting the relevant reference number.

Offices globally www.cobaltrecruitment.com

The power of people

Estate ManagerLondon£45,000-£55,000 An Estates Manager is required to work for a well known managing agent on a prestigious site where you will manage 18 buildings encompassing multi-tenanted commercial office, luxury retailers and high end residential usage. Applicants will have previous experience of full building management for large prestigious single sites or estates, excellent financial management skills, strong understanding of health and safety and statutory compliance and experience dealing with high-profile tenants. NEBOSH Certification, MBIFM and experience working in an FM capacity for a managing agent are all essential. Ref: 215391

Account ManagerLondon & South East£45,000-£55,000Our client is a large FM provider that is looking for a proven Account Manager from an engineering background to a run a portfolio of contracts worth £2m. Within this role, you will be responsible for the delivery of the hard services to multiple sites across various contracts in the South East. You must have a proven track record in a similar role and be familiar with a mobile position. In addition, you will be commercially astute, have strong communication skills, and excellent people management skills. Ref: 218481

London FM Opportunities

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.

8053a0213

Customer Business DirectorUK Portfolio

Johnson Controls Global WorkPlace Solutions is a leading global provider of integrated facilities and corporate real estate management. We are recruiting a Customer Business Director for one of our client accounts in the technology sector.

The successful candidate will be accountable for the delivery of service and service level agreements for the client across the UK portfolio. This position will drive forward continuous

and Johnson Controls, whilst delivering excellent customer service and providing plans for synergy and savings year on year as well as identifying growth opportunities.

The successful candidate will have proven leadership experience gained in Facilities Management in a corporate environment in the direct delivery/or management of critical environments along with an ability to operate at a strategic level. Proven

customer base to achieve positive results is required as is budgetary and P&L management of up to £40 million.

If you are interested in the above vacancy please visit our website www.johnsoncontrols.co.uk/careers and apply online, or email your CV to [email protected] quoting the vacancy reference number 087327.

FM New appoints140313.indd 045FM New appoints140313.indd 045 07/03/2013 16:0607/03/2013 16:06

CASE STUDY – THE FOOTBALL ASSOCIATION'S ST.GEORGE'S PARK /// FEATURE – FM'S MOVE INTO THE SOCIAL CARE SECTOR /// FEATURE – DEVELOPMENTS IN WASTE MANAGEMENT /// REPORT – ECOBUILD /// WHY SHOULD I JOIN A BIFM SPECIAL INTEREST GROUP? /// REPORT – IOSH CONFERENCE // ALL THE LATEST NEWS AND BUSINESS ANALYSIS

IN THE NEXT ISSUE OUT 28 MARCH

ALL ABOUT THE OUTPUT


FINAL WORD� NOTES FROM AROUND THE WORLD OF FM

BANANAS ARE APPEALING

'HEAD OF HOMEWORK FACILITATION'?

THE SAMEDAYS

2NO

The banana is the workplace’s favourite fruit. At least, that’s the conclusion of Fruitful Offi ce, a ‘workplace fruit supplier’.

68 per cent of offi ce workers favour the yellow fruit over other, less bendy alternatives. Grapes fi nished a distant second (cited by 14 per cent of respondents), followed by peaches (6 per cent) and apples (4 per cent). (Apples fi nishing lower down than peaches? That surprised us, too.)

A typical medium-sized banana weighs 150 grams and has 140 kcal of energy. They’re a good source of potassium, tryptophan, vitamin B6 and fi bre, and they also contain vitamin C and fl avonoids.

Nutritionist and dietician Mariana Costenla says: “Their fl esh is sweet and dense, so eating a banana can keep you satisfi ed until your next meal and prevent you from eating other foods full of sugar and fat, like crackers, for example, which can easily give you twice the calories.”

Fruitful Offi ce's director Vasco de Castro said: “Our annual survey shows that in today’s hectic working environment, when people don’t always manage to eat healthily, the availability of fresh fruit at the desk is really appreciated. A banana epitomises this approach as it’s an easy, grab-and-go snack that you can eat at your desk.”

The wider issue of worker health is one that this survey does well to connect with. Nevertheless, if they ask our opinion in next year's running of the survey, we're likely to go with apples. But not biscuits. Defi nitely not biscuits.

SH

UT

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OC

K/D

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STIM

E/I

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Organisations are increasingly aware of what were once thought of as 'core' activities that they might now consider giving over to a third party.

But a businessman outsourcing his daughter's homework? That, surely, would be a service offer too far – or at least it might have been, had it not already happened. Last week, the Daily Telegraph reported on a Chinese businessman who ‘wrong-sourced’ the girl's

project work to no fewer than nine of his employees. What's more, the video element of the project – which also included taking photographs and writing an essay – were further sub-contracted to an employee of a local TV station.

Needless to say, “we do not encourage this sort of thing” was the response of the school when questioned by the local Qianjiang Evening News.

“BANANAS ARE ONE OF THOSE PERFECT FRUITS THAT NATURE OFFERS US. THEY ARE HEALTHY, SWEET AND TASTY AND CAN BE A GREAT ALLY WHEN IT COMES TO FIGHTING HUNGER.” 165 CLIENT ORGANISATIONS

REPRESENTING 11,550 OFFICE WORKERS WERE QUIZZED, ABOUT THEIR STAFF’S FRUITY EATING HABITS

OVER 55% SAID HAVING FRUIT AT THE WORKPLACE HAS IMPROVED LIFE IN THE OFFICE THROUGH HELPING TO AVOID UNHEALTHY SNACKS, INSTEAD OF THROUGH FEELING MORE VALUED BY THEIR EMPLOYERS 52%

OVER 95% OF FRUITFUL’S

CLIENTS BELIEVE THEIR STAFF

VALUED ‘HIGHLY’ OR ‘VERY HIGHLY’

HAVING FRUIT PROVIDED TO

THEM IN THE OFFICE

68% OF OFFICE WORKERS CONSIDER THE BANANA TO BE THEIR FAVOURITE FRUIT TO EAT IN THE WORKPLACE

11,550

55%

TOF OFFBANAN

RUI

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CLIE

VALOR ‘V

HP

E E

When Yahoo's internal memo detailing the company's plans to force employees to work from the offi ce was leaked, it unleashed a storm of responses. (All you need to do is Google 'Yahoo memo' – the discussion has been one of the loudest on the internet for days.)

The Yahoo leak just happened to coincide with mobile operator 02's survey suggesting that the opposite is true – that when they are unshackled from the offi ce, workers are more productive. The problem is that there is a good case for a mobile phone operator having something to gain from a world in which whole swathes of the workforce have to be contacted via… their mobile phones. The problem of management by output, a critical component in any decision to offer fl exible working, is much more diffi cult to address.

While organisations, consultants and high-profi le entrepreneurs discuss the relatively short life of the offi ce (150 years or less) and its certain death (see Richard Branson's blog, p17), few are addressing the real issues about how some individuals are just not naturally cut out for working remotely, nor some managers capable of controlling ‘out-of-sight, out-of-mind’ employees.

The good news for the business property market? The issue is unlikely to be resolved soon…

46_No2Days.sr.indd 4646_No2Days.sr.indd 46 07/03/2013 17:2807/03/2013 17:28

14-16 May 2013 NEC Birmingham* ABC Audited Total

Attendance for Facilities Show: 13,501

Register now at www.facilitiesshow.com/register

As the annual event solely dedicated to one of the fastest growing professions in the UK, Facilities Show 2013 will enable you to meet face to face with leading industry suppliers and specialists to share knowledge, debate current issues and fi nd best-fi t solutions andproducts for your organisation’s needs.

Supported byIn association with Show Partner

Media Partners

building & facilities management

The Public Sector FM Magazine

SustainabilityPublic Sector

Uniting the world’s facilities management community

VISITORREGISTRATION

OPEN!

Organised byEducation Supporters

FMW.14.03.13.047.indd 2FMW.14.03.13.047.indd 2 06/03/2013 11:2706/03/2013 11:27

Complete Asset Protection

Marking

Mark, label and track all types of valuable assets within your organisation

Labelling Tracking

Ideal for managing the asset tracking needs of the organisation

Robust barcode scanners and hand-held computers to update asset data remotely

Easy to use software interface, install and scan

Conforms to the government’scontrol of asset guidelines

Uniquely numbered labels

Highly durable and suitablefor many types of surface

Use as part of an assettracking system

A range of tamper evident, void and barcode tracking labels to choose from

Permanent visible markingfor ICT and AV equipment

Instant identificationof property

Recommended by the Policeand Insurance companiesas a proven theft deterrent

UK Police preferred product*

For more information visit

www.selectamark.co.ukor contact

+44 (0)1689 860757

DA0106/1

Selectamark Security Systems plc, 1 Locks Court, 429 Crofton Road, Locksbottom, Kent, BR6 8NL. UK.

Selectamark is a registered trademark of:

* Selectamark visible marking is a Secured by Design accredited product

Selectamark CROPS.indd 2 31/7/12 16:25:37FMW.14.03.13.048.indd 2FMW.14.03.13.048.indd 2 06/03/2013 11:2806/03/2013 11:28

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