2013-04-11 FMW3

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 11 APRIL 2013

FMwww.fm-world.co.uk WorldEMPLOYEE WELL-BEING: Working out

gyms in office buildings

FM at the Guildhall, home of the City of London Corporation

HALL GOODTHINGS

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BRINGING BRITAIN TO LIFE

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VOL 10 ISSUE 7 �11 APRIL 2013

18 | London’s Guildhall

CONTENTS

FEATURES

18 Guildhall: Martin Read finds that the historic site

in London, home of the Corporation of London, is adopting a modern approach to FM

22 Gyms in Offices: Jamie Harris reports on

the growing trend for organisations to provide gyms in the workplace, and their impact on FMs

26 Lighting: As capability grows and prices

tumble, LED lighting is increasingly cost-effective, suggests Simon Fisher

28 Leaders Forum: The BIFM’s latest forum event

saw debate on topics including recruitment, IT and legislative pressures in FM

30 Pest Control: A report on the status of the UK pest

control industry suggests the market is increasing despite the continuing economic slowdown

OPINION

16 Perspective of a facilities manager: John Bowen on thehorsemeat scandal

17 Five minutes with Erica Carras, Kurt Geiger facilities manager

46 No Two Days

MONITOR

31 Technical: Hawking is an effective and humane pest bird control method

32 Legal Update: Rules covering the right to light are set to change

33 Legal Update: Sickness absence from work and annual leave

34 How To: Martin Bell considers how to make sustainable cost savings

35 Technical: The recent BS EN 15780 standard for the HVAC sector

36 What’s in it for me:John Bowen on being a BIFM Awards judge

37 Insight: Market intelligence

REGULARS

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

26 | LED lighting 22 | Gyms in offi ces 6 | Climate change

NEWS

6 Report urges office owners to prepare for future extreme weather

7 Value of public sector outsourcing grows by 16 per cent, says report

8 Project of the Fortnight: Bletchley Park, famous for code-breaking during WW2, is refurbished

10 Think Tank: How important is artwork in the workplace?

11 Report from Mipim, the world’s leading real estate event, in Cannes

12 Business news: Graeme Davies predicts a scrap over service provider May Gurney

13 Interserve forges ahead with nuclear provider Magnox deal

14 In Focus: Interserve’s bold sustainability plan is in the spotlight

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04�| 11 APRIL 2013�| FM WORLD

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LEADER

f one topic stands out as offering the sternest test of true collaboration between a client FM and its service provider, it’s surely that of sustainability. Since they often involve an ellusive, ever-moving target,

sustainability initiatives test both parties’ ability to measure performance and respond to changing circumstance. What are the reference points? How is the relationship managed? What steps follow the reporting of a successful initiative?

It’s easy to conjure up sustainability rhetoric, as both client and contractor need to be seen by the outside world as being fully invested in sustaining the environment through their working practices. The difficulty comes when the success of an initiative’s success rests on the quality of the reporting.

Which is why it was interesting to speak to Tim Haywood, group finance director and head of sustainability at Interserve, about that company’s newly announced ‘SustainAbilities’ initiative. Interserve has taken the widest possible view of what constitutes sustainability and aims to develop a framework through which it can deliver its services “in a way that has a beneficial impact on society and the environment, in-turn delivering sustainable growth and profit to shareholders”.

High ideals indeed, but how is any of this to be truly measured? Haywood concedes that there is a lot to do in this area, through through the definition of new metrics and accounting policies, work which will require “drilling right down to project level”. He also concedes that this reporting needs to be enforceable and consistent, auditable, traceable and externally validated. Indeed, Haywood says that he wants to give his sustainability measures “the same rigour, discipline, plausibility and visibility as our financial measures”.

What’s surprising, perhaps, is that such measures aren’t in place already; if you’re a major construction to FM company and you’re becoming increasingly aware of your responsibilities to society and the environment, the ‘SustainAbilities’ programme is a logical focus; but without these reporting templates – something that Haywood is developing over the next year – it’s not easy to drill down into the specifics.

As a statement of intent, ‘SustainAbilities’ has interesting things to say, not just on the environmental side of sustainability, but on the social side too. The company intends to report the impact of its operations on local communities, as well as carbon

emissions. The company has issued itself a challenge: by 2015, it wants 15 per cent of its employees to be donating time to benefit local communities, and by 2020 it hopes to be investing 3 per cent of its pre-tax profits into those same local communities.

There’s more on this initiative in our business news section, but the really interesting piece will be on the way contractors like Interserve work with clients on their own sustainability reporting. The extent of interaction between both parties, and the reporting they will demand, will get more detailed as individual projects are factored in to overall sustainability reporting; undoubtedly, facilities managers will be working on increasingly complex contracts. A new era is on its way.

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EDITORIALTel: 020 7880 6229email: [email protected]

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

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senior display sales executive: Norbert Camenzuli (020 7880 7551) ⁄ display sales executive: Richard York (020 7880 8543) ⁄ recruitment sales executive: Carly Gregory (020 7880 2755)

PRODUCTIONproduction manager: Jane Eastermansenior production executive: Aysha Miah

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Forward features lists and media packavailable at www.fm-world.co.uk/about-us

SUBSCRIPTIONSBIFM members with FM World subscription or delivery queries should call the BIFM’s membership department on 0845 0581358FM World is sent to all members of the British Institute of Facilities Management and is available on subscription to non-members. Annual subscription rates are UK £110, rest of world £130. To subscribe call 020 8950 9117 or email [email protected] – alternatively, you can subscribe online at www.fm-world.co.uk/about-us/subscribe/To order the BIFM good practice guides orthe FM World Buyers’ Guide to FM Services call James Harris on 020 7880 6229.

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

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

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

© FM World is published on behalf of the British Institute of Facilities Management (BIFM) by Redactive Publishing Ltd (RPL), 17 Britton St, London EC1M 5TP. This magazine aims to include a broad range of opinion about FM business and professional issues and articles do not necessarily refl ect the views of the BIFM nor should such opinions be relied upon as statements of fact. All rights reserved. This publication may not be reproduced, transmitted or stored in any print or electronic format, including but not limited to any online service, any database or any part of the internet, or in any other format in whole or in part in any media whatsoever, without the prior written permission of the publisher. While all due care is taken in writing and producing this magazine, neither BIFM nor RPL accept any liability for the accuracy of the contents or any opinions expressed herein. Printed by Pensord ISSN 1743 8845

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MARTIN READ� EDITOR�COMMENT

I

“The really interesting piece will be on the way contractors such as Interserve work with clients on their own sustainability reporting”

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Report urges climate proofing of officesOffices, hospitals and schools need to be adapted and modernised to cope with extreme weather conditions such as flooding, according to a new report.

An Independent National Adaptation Programme for England, which was jointly produced by the Grantham Research Institute on Climate Change and the Environment and the Centre for Climate Change Economics and Policy, has been sent to the Department for Environment, Food and Rural Affairs. It aims to inform ministers on steps for addressing climate change risks, ahead of the National Adaptation Plan, a government five-yearly plan due out later this year called.

The UK is continuing to get warmer, rainfall is less certain and sea levels are rising every year, according to the briefing. To mitigate the risks that these changes pose, a list of 12 priorities for government to consider has been drawn up.

Regarding the built environment and infrastructure, the report urges that “long-lived infrastructure and buildings are suitable for climate over their lifetimes and do not negatively affect the resilience of the surrounding area”.

This will involve retrofitting programmes to make existing buildings such as hospitals, schools and offices more resilient to flooding or heat waves. New developments should also support “long-term resilience” and be climate-proof.

Measures that can help in flooding include fitting air brick covers, door guards, repointing

of walls and drainage bungs. Meanwhile, to deal with “heat stress”, window shading can be put in place and investment in energy efficient appliances that produce less waste heat be encouraged.

Sunil Shah, managing director of Acclaro Advisory and former chair of the BIFM sustainability special interest group, admitted that such adaptation is not currently on most FMs’ radar, but that recent fluctuations in weather conditions – last year saw a dramatic shift from drought conditions to one of the wettest years on record, for example – means it is a risk that has to be managed.

“FMs need to understand the

MARKET ANALYSIS

risks for the building. From that, it is about delivering and acting on a plan in terms of day-to-day and business continuity. There are measures for that, such as installing attenuation tanks for flood risk.

“Long term, it becomes more of an estates issue.”

The report acknowledges that

a barrier to change may be senior buy-in of large organisations.

Shah said that it can be difficult to get senior buy-in partly because the issue is not put into their language.

“Issues around adaptation need to be talked about in terms of risk and money.”

Use of BIM grew gradually in 2012

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Growth in the use of building information modelling (BIM) across the construction sector continued gradually during 2012, according to research by the National Building Specification (NBS). Of more than 1,350 built environment professionals in 2012, 39 per cent said that they were now using BIM.

Although the 2012 figures were up by eight percentage points from 2011, the figure suggested a much slower rise than the 18 point leap seen between 2010 and 2011, from 13 per cent.

Furthermore, the proportion of those polled expecting to be using BIM within five years actually dropped from 94 per cent in 2011 to 93 per cent in 2012.

The Government Construction

Strategy requires fully collaborative 3D BIM to be used on all centrally procured public sector projects from 2016. The Cabinet Office recently launched a range of resources to help companies get up to speed with the process.

David Philp, head of BIM at contractor Mace and seconded to the Cabinet Office as head of BIM implementation, said in the report: “Our BIM revolution is undoubtedly irreversible and is starting to become imbued in the 21st century way of digitally creating and maintaining our built environment.

“However, it is also fair to say that this journey is still in its infancy and, while many are moving on (relatively unscathed)

and upwards from the BIM foothills, we need to recognise that there is a long tail.

“We need to support and demystify BIM throughout the entire supply chain, especially the SME and manufacturing communities, which are vitally important in the UK’s whole sector approach to BIM.

“Likewise, we need to ensure that schools and academia alike are providing industry with a new generation who are ‘integrators’, who can deliver better business outcomes in an age of information technology.”

The NBS, a division of the Royal Institute of British Architects, polled professionals including architects, building services engineers and FMs.

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cent was down from 10 per cent in 2012 to 7 per cent this year.

Three in 10 respondents saw no change in salary level at their last pay review as the global economic downturn maintained its grip on the labour market. This was a higher proportion than last year, but not as high as the 36 per cent figure of two years ago. In 2008, just 7 per cent suffered a pay freeze.

The most common salary band for respondents to the FM salary survey 2013 was £36,000 to £45,000. A quarter of those returning the survey put themselves in that bracket. Around 20 per cent earned more than £60,000 with just under

10 per cent on salaries of under £26,000. A tenth of respondents were in the £61,000 to £75,000 bracket, while 7 per cent earned £76,000 to £90,000.

A quarter of those surveyed had been with their employers for two years or less, reversing a three-year decline that saw just 16 per cent relatively new to their firms in 2012. While this could indicate that the jobs market has eased and FMs have found more opportunity to move, it’s also possible that some of these people have been forced to find new jobs.

The full results of the FM World 2013 salary survey will be published in the 25 April edition of the magazine.

Mixed signals from 2013’s salary surveyResults from FM World’s 2013 salary survey suggest that there remains little sign of a thawing in the FM pay freeze, with 27 per cent of those responding expecting no change in their salary at their next review.

A further 47 per cent expect a rise of under 2 per cent, less than the current level of inflation. This combined total of 74 per cent expecting no significant rise was up, albeit slightly from 72 per cent last year.

The percentage anticipating a pay rise of 3 to 4 per cent at their next review was up marginally from 17 per cent in 2012 to 18 per cent this year – but the proportion expecting a rise in excess of 4 per

First aid guidance viewsRevised guidance to help businesses in the provision of workplace first aid has been put out for consultation.

The Health & Safety Executive (HSE) is seeking views from businesses and workers on a number of changes to current guidance, including new checklists on selecting an appropriate first-aid training provider and additional case study material on carrying out a needs assessment.

The changes will be in place from 1 October, subject to parliamentary approval, when it is also planned that businesses will no longer have to choose a training provider approved by the HSE.

Investors’ opportunityBuilding obsolescence is becoming the single biggest issue in the commercial property industry, according to a report from real estate consultant Jones Lang LaSalle.

The report, From Obsolescence to Resilience, suggests that the industry is facing a problem with depreciation and obsolescence, but there is an opportunity for savvy investors and proactive occupiers to capitalise on the situation.

The report identified three critical factors – legislation, corporate requirements and workplace technology – that will increase the obsolescence risk.

Uni energy standardsA Dorset-based university is using one of the world’s most rigorous standards for energy efficiency in its new art studios.

The Arts University in Bournemouth has become only the third university in the country to adopt the Passivhaus standard in a building project.

The concept was developed in Germany more than 20 years ago as a way of creating highly energy efficient buildings and aims to dramatically reduce heat loss, therefore lowering utility costs.

Key features include insulated walls and floors, triple glazing and an excellent level of air tightness – the highest level recorded in the UK to date.

FM WORLD SALARY SURVEY 2013

The value of work outsourced by the UK government increased by 16 per cent last year, according to a new report.

Market intelligence firm Information Services Group measured outsourcing contracts with an annual contract value of at least ¤4 million (£3.4m). It recorded a total annual contract value from the UK public sector of ¤4.39 billion (£3.74bn) in 2012, up from ¤3.79bn (£3.22m) in 2011.

ISG claims the figures show thatthe UK public sector is now the

biggest outsourcing market outside of the US.

UK government bodies awarded 148 contracts in 2012 – a 47 per cent increase from 2010. Four-fifths of all public sector contracting activity across Europe, the Middle East and Africa in 2012 came from the UK.

ISG director Luke Mansell said: “The public sector has recognised that best-of-breed providers offer specialist knowledge that can derive real value from outsourced services – value that wasn’t possible with the single-provider

mega-deals of the past.“As a result of this trend toward

multi-sourcing, service integration and management is on the rise to ensure contracts deliver value and services are delivered seamlessly.”

Services previously carried out by the public sector that have been outsourced include the Department for Work and Pensions’ Work Programme, where 18 prime providers are working to get the unemployed back into work, and the decision by Barnet Council to outsource its procurement, IT and HR services to Capita.

Public sector outsourcing grows 16 per cent

NEWS BRIEFS




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PROJECT OF THE FORTNIGHT

Anyone who has seen the film Enigma or the many television documentaries about code-breaking during the second world war, will be familiar with Bletchley Park, near Milton Keynes. The mansion itself, and a collection of hastily built huts and other buildings, were home to the team of code-breakers who cracked the German Enigma and Lorenz ciphers, helping to shorten the war by up to two years.

Unfortunately, this significant site fell into disrepair and dilapidation, but finally, after more than 70 years, work is about to start on bringing Bletchley back to life. The Bletchley Park Trust has raised £2.4 million in match funding, unlocking a Heritage Lottery Fund package of £7.4 million.

This funding will enable urgent restoration of the profoundly historic, yet currently derelict, code-breaking Huts 3 and 6, and the development of a world-class visitor centre in card index building, Block C.

The project is being managed by Appleyards (Artelia). Associate director Stephen Prowse says: “The code-breaking huts present the biggest challenge, as they are basically 70-plus-year-old garden sheds thrown up during the war that are now listed, and have not had a great deal of maintenance over the years.”

The huts are in an extremely fragile condition, with leaking roofs, rotten timbers and asbestos sheeting acting as a ‘diaphragm’ to keep the structure rigid. The project will essentially be ‘industrial archaeology’, with the huts treated as artefacts rather than habitable buildings.

Chief executive of the Bletchley Park Trust, Iain Standen, says the restoration will be extremely faithful to the period: “All the fixtures and fittings will be put back in as close as we can to the 1940s’ fixtures and fittings. We’ll replicate the wartime feeling as much as we can.”

Demand for logistics space set to surgeRetailers across Europe will need 25 million square metres of new logistics space by 2017, according to research.

A report from property consultants Jones Lang LaSalle found that five million square metres of facilities would be needed for each of the next five years. The report, A new logistics real estate landscape, said the growth of online shopping would create huge demand for new distribution centres.

Features such as customers being able to order online and collect on the premises will require large ‘e-fulfilment’ facilities, according to the report. Meanwhile, high volumes of returns from deliveries will also necessitate smaller centres near to customers.

The report’s authors suggest that developers needed to focus on “acquiring appropriate sites and building up strong relationships with key retailers, logistics companies and parcel operators”.

More FMs find software benefitsFMs are more aware of the benefits of using specialised software rather than relying on standard business, according to a survey.

The study, conducted by software developer Service Works Group along with the Facilities Management Association and i-FM, surveyed end users, service providers and consultants.

Almost two thirds of respondents use their FM software for three main tasks: planned maintenance (73 per cent); reactive maintenance (71 per cent); and asset management (65 per cent).

Responses indicated a positive increase in those claiming that FM software provided significant benefits, particularly cost savings, auditability and efficiency, Service Works Group said.

A third of survey respondents said that their FM budget had fallen since the previous year, with just 18 per cent reporting an increase.

BIM4FM asks for feedback on BIMFacilities managers’ awareness of building information modelling (BIM) is to be gauged in a survey organised by BIM4FM, the group set up to champion FM’s involvement with BIM and Government Soft Landings (GSL) projects.

BIM4FM brings together leading FM industry bodies including BIFM, RIBA and RICS. The group is promoting the survey to establish the current perception of BIM from those using and managing buildings. It is supported by the Cabinet Office Government Property Unit.

Geoff Prudence, chairman of BIM4FM, said: “Although BIM has long been discussed at the construction end of the supply chain, it has only recently and repeatedly started to raise its profile with those operating and using buildings.”The survey is open for completion until May 2 and is available at www.surveymonkey.com/s/BIM4FM

HSE slams bogus safety scaresA panel set up by the Health and Safety Executive (HSE) to expose ‘health and safety excuses’ has clocked up 150 cases in its first year of existence.

HSE chair Judith Hackitt, who heads a team of experts that rules on cases when health and safety is suspected of being cited for bogus reasons, has called for those making daft decisions to own up to their real motives.

Hackitt said: “We never cease to be amazed by the cases we consider. Why on earth do people think that they can get away with banning pint glasses with handles, bubbles at a birthday party, or burgers served anything other than well done, claiming they are ‘a health and safety hazard’?

“The reality is that people hide behind health and safety when there are other reasons for what they’re doing – fear of being sued perhaps, or bad customer service. It’s time for them to own up to their real motives.”

NEWS BULLETIN

Restoring Bletchley Park

Restoration: the revitalised Bletchley Park is scheduled to open in time for the 70th anniversary of the D-Day landings in June 2014


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CAM1 2013-Feb-02 01:14:35 PM

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2013-Feb-02 01:14:28.655 PM

Meanwhile, analogue identifi ed

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www.fm-world.co.uk

Two-thirds of FMs work in organisations where looking after artwork is part of the job, according to our latest ThinkTank poll. The remaining third have either have just the company logo adorning the walls, or nothing at all.

One FM saw workplace art as “essentially a method of communicating aspiration and enhancement of corporate ideals to staff and visitors”.

Another thought that art in the workplace helped to make it more human. “Given the hours people spend in the workplace, it needs to be constantly evolving, perpetually vibrant and stimulating to the spirit as well as functionally effective,” said one FM. “Too many workplaces are dominated by

soulless corporate colours daubed in a uniform fashion.”

Others agreed with this sentiment. “To be honest, I’ve not seen many buildings where I felt the artwork truly enhanced the environment. Often it’s meaningless, mass-produced decoration that merely says, ‘we spent some money, but no thought’.”

On the other hand, said the same correspondent, distinctive artwork can have a lasting effect. “I remember a beautiful Miro print near a photocopier in a dark, cold and rather shabby storeroom; and an otherwise posh hotel lobby painted in rather drab grey and cerise,with pots of very prickly cacti on either side and Picasso prints from his blue period.

WE ASKED 100 FMS…Is workplace art important?

“In the building where I work, I regularly walk along an otherwise uninspiring corridor that sports a huge series of photographs of strange and exciting locations and people from around the globe, which I love to look at. There’s a truly international feel to it.”

For one correspondent, a pilot project to display the work of a local artist has been beneficial. “For any paintings sold, a proportion of the income is donated to us (we are a registered charity). The paintings have been received much more positively by

the building users than we had anticipated – the feedback implies this is a worthwhile scheme.”

Finally, one FM had a particular preference: “I like to see the walls in the areas occupied by our facilities teams decorated with the certificates of staff who have been given awards, along with the accreditation trophies and certificates that mark the achievements of the teams…”

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

THINK TANK

Demand for office space in major regional cities will outstrip supply over the next couple of years, according to research.

In its reports on the commercial property sectors in Birmingham, Manchester, Leeds and Bristol, property consultants GVA found that demand remained high in all four cities at a time when supply was dwindling, due to the restrictions of the global downturn.

In Birmingham, the ‘tipping point’ where demand for Grade A space exceeds what is available is expected in 2015.

This tipping point is also expected to be reached in Bristol in 2015; in Leeds in 2014; and in Manchester by the end of this year.

GVA’s Manchester report says: “Manchester’s brand on a regional, national and international stage has never been stronger and

the demographic back story is compelling for financial, service and professional sector organisations.

“This, in tandem with a strong indigenous professional services community, and the emerging media/digital sector as a result of the BBC’s Media City, means that demand has continued steadily over the past five years, despite the economic downturn.”

Regional office space demand grows

Commercial investors feel pull of UK regionsInvestors in the commercial office market are looking outside the capital towards UK regions, according to a Deloitte Real Estate report.

Anthony Duggan, head of research at the company, said: “Investors are increasingly being priced out of the London real estate market and are now seeking opportunities outside the capital. We’ve seen a large number of new entrants to the UK investment market cutting their teeth in London and we now expect to see them pursuing opportunities in the regions, where there is the potential for higher income yields.”

The report gauged market conditions and changes in key cities in the UK, and suggests demand for offices will arise from administrative and professional sectors.

According to the report, rental

growth is not expected in Leeds – where office refurbishments rather than new construction will be the trend – and Birmingham, where a high number of offices are changing use, such as hotels and residential. However, rents are expected to rise by 3 per cent in Manchester.

In Scotland, current lack of development and low stocks of Grade A space in the office market will push rental growth, says the report. Edinburgh is forecast to have a 7 per cent increase and Glasgow 5 per cent.

“It is encouraging to see the momentum that a number of these key regional centres have in terms of infrastructure and governance,” says Duggan. “We believe that this will provide a level of confidence to investors in the future performance of these local real estate markets.”

Only our logo11%

Pieces of art themed to our brand32%

Pieces of art not themed to our brand 35%

No artwork 22%



Grey skies and rain had descended by the time the estimated 20,000 delegates departed from Cannes. Mipim, a Goliath

of the property industry event calendar, had come to a close. However, the miserable weather was not a reflection of the mood in the market, with property experts across most sectors and disciplines reporting an upsurge in optimism.

The importance of having a presence at Mipim, to ‘see and be seen,’ is still as important as ever, says Bill Phelps, director of project management at Appleyards. “With work being harder to win and tougher to deliver than ever before, strong relationships throughout the supply chain are paramount and Mipim is the place to cement these. In the new paradigm, the contractor who once eagerly tendered you for your design project, may now just as likely be your client, especially if you are an architect or engineer.”

Mipim’s capacity to bring the entire property chain together is one of the key benefits from a visitor perspective, with everyone from investors, developers, lawyers, architects,

FM EVENT� MIPIM� ANNA KING

designers, construction and M&E contractors all benefitting from the networking opportunities.

Mood of the marketThe more sedate mood and enforced inertia that has endured since the property crash of 2008-9, seems to have been cautiously banished, according to research by a number of sources. CBRE reported that in 2012, London recorded its highest volumes of property transactions since 2007 and Cushman & Wakefield’s European Real Estate Lending Survey predicts that capital available for European Real Estate Lending in 2013 will be 22 per cent higher than in 2012.

Germany was once again tipped as the favourite European country for investment, whereas London remained the number one city; the crowds around Mipim’s London stand seemed to bear this out.

For many exhibitors on the London stand, this was a final opportunity for London to capitalise and build on the profile it enjoyed through the successful delivery of the 2012 Olympics. And of course, we have Boris! Having skipped the 2012 event, London Mayor Boris Johnson was back with his trademark

vigour and boisterousness.He used his platform to reinforce

reasons why London is top of the investor list and also to launch an international design competition to build the UK’s first floating village in the Royal Docks. The plan comprises 15 acres of water (half the size of Green Park) that will be transformed into floating homes, hotels, restaurants and bars, with the Crossrail station, DLR and cable car linking it to central London and Canary Wharf.

Liz Peace, chief executive of the British Property Federation (BPF) was also keen to emphasise, in her shared forum with GVA, that there is more to the UK than London, and investors should be urged to look at other locations.

Manchester made a sterling effort to raise its profile this year by drafting in celebrity physicist Brian Cox. In his speech, Cox spoke of how the connections between people and places have the power to change the world. He also reminded us of the significance of Manchester by referring to an essay by Nobel Prize-winning physicist Freeman Dyson, titled Manchester and Athens, in which the two cities are identified as being the two most important cities in the history of science.

Time for thinkingMuch of the discussion at Mipim is dominated by financial return on investment and asset management. However, this year also saw the launch of the Mipim Innovation Forum, which brought a much-

needed, more contemplative tone to proceedings.

The objective of this new forum is to look at new ways of using space and employing technology to maximise efficiency, increasing the value of property assets.

This is, of course, an issue that facilities managers and workplace specialists have been highlighting for some time in order to enhance the way businesses operate within buildings. However, there has been an apparent lack of enthusiasm from some developers and landlords.

Gill Parker, joint managing director of BDG architecture + design, explains: “It is great to see that developers are starting to embrace the concept of integrating technology and space at the inception of a scheme, rather than as a retro-fit by the occupiers. This approach will create the maximum benefit for the client, which as designers and facilities managers have often expressed, will create value through the property chain.”

Other topics covered in this forum included ‘Can skyscrapers be sustainable?’ ‘Energy efficiency and resource optimisation’, and ‘Does being green create value for end users?”.

Martin Townsend, director of BREEAM at BRE who took part in a number of discussions at Mipim, observed a positive change this year: “The forum provided an opportunity to take the word ‘green’ – which can so often be a barrier – out of the conversation and talk about the economic, social and environmental impact of sustainability.” FM

SUNNIER OUTLOOKMipim, the world’s leading real estate fair, is also a reliable gauge of the sector’s health. Anna King reports on the hot topics from the four-day event, held in the south of France

London Mayor Boris Johnson representing London at Mipim 2013

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Aramark has secured a deal with Microsoft Research. The Hampshire-based contractor will provide a food and hospitality service at the software giant’s Cambridge research laboratory. The contract will be run under Aramark’s Original Food Company brand.

Jones Lang LaSalle has been awarded an FM contract by the Nippon Sheet Glass Group, a manufacturer of glass and glazing systems. The five-year contract will see JLL managing NSG’s real estate portfolio in Europe, Asia and the Americas. Implementation will be phased, and start in Europe first.

Sodexo has secured a £40 million contract extension from Northern Devon Healthcare NHS Trust. Sodexo will continue to work for the trust for the next seven years. It will add a soft FM helpdesk to the range of services it has provided for the past 15 years. It will also renovate the restaurant and café at the main site, add a Costa Express coffee unit, and refurbish the hospital shop.

Inviron Technical Facilities Management has retained its maintenance contract with Airbus UK. In a two-year extension to the current deal, Inviron will continue to provide

planned preventative and reactive maintenance of Airbus’ mechanical and electrical systems. The contract also includes airfield maintenance and building and fabric maintenance at its main UK sites in Filton, Bristol and Broughton, north Wales.

Mace’s FM arm Macro has bagged a deal with business network provider Colt Technology Services. The London-based services provider will standardise processes across 72 Colt properties in 13 European countries.

Norland has won a contract to maintain two UK manufacturing sites for space technology firm Astrium. Norland will provide facilities and engineering maintenance to Astrium’s facilities in Stevenage and Portsmouth. Astrium, a subsidiary of aerospace giant EADS, designs and builds spacecraft at its Stevenage facility. At its Portsmouth site, it designs, builds and tests advanced payloads for mobile and military communication satellites.

Middleweights warm up for May Gurney face-offGRAEME [email protected]

A possible battle could be on the cards between construction businesses Costain and Kier over maintenance specialist May Gurney Integrated Services (see p.13, bottom story). This flare-up perfectly illustrates the problems facing companies occupying the middle tier of an industry that is in the process of polarisation; in this landscape, the biggest players, can boast breadth of service and geographic coverage, whereas the smaller, niche operators can offer valuable specialist services.

For companies in the middle

bracket there is a growing risk that they will be compromised by an inability to compete on price with the big players that are able to use their scale to drive smaller competitors out of the market. And at the other end of the scale, due to the high costs involved, the middle companies may be unable to invest sufficiently to develop the specialist skills to compete with niche players.

So the management of any such company is faced with a stark choice: either go down the niche route through investment in their own skills or buying them in, or try to bulk up to compete

on scale. In the low margin field of construction and maintenance contracting, scale is probably the way to go. In the case of May Gurney, the company has agreed a merger deal with Costain that would see it end up with 53 per cent of the enlarged company. The resulting entity would have aggregate turnover in the region of £1.6 billion and a market capitalisation of more then £350 million.

But the proposed deal has been muddied somewhat by the emergence of interest from Kier Group, which has said it is considering its options with regard to a competing bid.

For both Kier and Costain, the deal would allow them to diversify out of the low margin construction industry. It would also allow the two companies to combine central support and finance functions and take out overlaps, thus removing costs and improving overall margins

through economies of scale. May Gurney has itself run into trouble on some of its waste contracts that were poorly priced and loss-making, prompting a profit warning and the departure of its chief executive last year, all of which damaged confidence.

Whichever buyer wins out, a strengthened position in the mid-tier would give the combined business the ability to tender for larger contracts and also the ability to serve more of them.

But the maintenance market remains tough, with bigger players such as Interserve and even the likes of G4S looking to expand in the UK maintenance markets, and not a great deal in the way of growth in the amount of work on offer. The next step would be to look to international markets for growth, but even the combined group would not have the size or capability to do so.

This is a different scale altogether, as illustrated by the recent contract win announced by Danish support services and outsourcing giant ISS that extended its international mandate with financial services giant Citigroup into Asia to add to the deal it already has in the Middle East and Africa. This adds 1,500 sites in 19 Asia-Pacific countries and will be served by ISS’ global platform.

This may be an extreme example, but it illustrates the gulf between the mid-tier and the truly international players. It requires a huge leap for any mid-tier player to join the top echelon and, realistically, it is only likely to happen through acquisition and consolidation, as gaining that size through organic growth would normally take many years, if not decades.

Graeme Davies writes for Investors Chronicle

Contract wins

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BUSINESSBRIEFSInterserve

powers ahead with Magnox dealSupport services group Interserve has won a three-year FM contract with Magnox, the company responsible for operating 10 UK nuclear power stations.

The contract is valued in excess of £80 million and includes an option to extend for a further three years.

This is the first time that Magnox has chosen to outsource

all of its facilities management requirements to a single supplier under one contract agreement.

Interserve will self-deliver a full range of services including mechanical and engineering maintenance, catering, cleaning, office services, grounds maintenance and civil works.

The contract, which starts this month covers 450 acres and

Construction group Kier has signalled that it could launch an offer for May Gurney Integrated Services, after the latter announced a proposed merger with international engineering and construction group Costain at the end of last month.

In a statement, Kier said that May Gurney was a “good quality support services business” that complemented its operation.

According to the statement, “the enlarged group would offer an unrivalled range of services to local authorities as well as providing Kier with greater access to the regulated sector.”

Kier said it had made previous attempts to discuss “a potential combination” with May Gurney and was “considering its options”.

May Gurney provides environmental services, including street cleaning, collection of recycling and the management of household waste recycling centres,for 22 local authorities. The company announced its plan

Kier mulls May Gurney bid

supports over 4,000 Magnox employees and contractors.

Peter May, head of commercial delivery at Magnox, said: “A single facilities management contract provides us with greater flexibility and a consistent approach to the delivery of services, as we strive for innovation and greater efficiency in all areas of our business.”

to merge with CostainMay Gurney Integrated

Services and Costain announced merger plans in late March. The proposed merger would, subject to shareholder approval, have led to a combined infrastructure company of a similar size to prospective competitors Balfour Beatty and Carillion.

Non-executive chairman of May Gurney, Baroness Margaret Ford, said: “May Gurney and Costain have highly complementary businesses. The markets in which we operate offer tremendous opportunities for future growth. The combination of our two companies and the strong heritage we bring will position us very well to respond to those opportunities.

“Our objective is to deliver even stronger partnerships with our clients, superior returns for our shareholders and increased opportunities for our staff.”

David Allvey, non-executive chairman of Costain, said: “Together with May Gurney, we

will have the added experience and skills to underline our leadership status and to provide a platform for new growth and success. We see this coming together of two established UK companies as good news for all our stakeholders.”

Kier said it had made previous attempts to discuss “a potential combination” with May Gurney and was “considering its options”.

May Gurney Integrated Services and Costain announced their merger plans in late March.

A2Dominion in JV dealsHousing provider A2Dominion has formed two joint ventures to provide £150 million of responsive repairs and void works across the South East.

The company has formed limited liability partnerships with Breyer B-Line and Mitie under a 10-year agreement, starting 1 April 2013.

The JVs will carry out work on the group’s 34,000 properties throughout London and the South East. A2Dominion will hold 70 per cent of the shares in both JVs, and the contractor 30 per cent.

Babcock lands airport dealBabcock International has preferred bidder status for ground fleet maintenance to British Airways and baggage handling and maintenance for Heathrow Airport.

The £440 million contracts are for five years, with an option to extend the contract with Heathrow for a further two years.

It will be responsible for the operations and maintenance of all baggage handling systems across the airport and will continue its maintenance of BA’s ground support equipment fleet.

Derwent and Acis in JVDerwent FM has linked up with Acis Group to co-own and manage 1,109 units at two student residences. The joint venture with Derwent is Acis’ first move into student accommodation.

Called Eione LLP, the 10-year venture sees Acis taking a 51 per cent share and Derwent the remaining 49 per cent. Two student residences, at the Trigon in Sheffield and Raleigh Park in Nottingham, will be operated by Derwent Students, the specialist student accommodation division set up by Derwent in January.

Peter May, head of commercial delivery at Magnox (left) and Guy Bruce, managing director – industrial at Interserve (right)

Baroness Margaret Ford, May Gurney

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Late last month, the construction-to-FM contractor Interserve put its sustainability credentials in the full media spotlight by presenting details of a wide-ranging plan set to come into effect in several stages between 2014 and 2020.

The plan, entitled ‘SustainAbilities’, has been designed to establish “clear and measurable targets” for the company and its 50,000 strong workforce. These it will achieve through a new service delivery framework designed to have

FM BUSINESS� IN FOCUS

can be increasingly linked to a company’s business strategy and financial performance,” says Juniper.

So what does this framework entail? Interserve intends to measure its sustainability performance against traditional financial terms and also four ‘capitals’ that capture what the company sees as the wider impact of the business’s growing range of activities.● Natural capital – stewardship of energy and natural resources ● Social capital – health and well-being of employees and the community● Knowledge capital – the nurturing of talent to enable innovation and “increase the skill-base of society”● Financial capital – risk management, reducing cost

Sustaining a new strategy

and “realising new opportunities for growth”.

Tony Juniper says that “this is the first time a company in the construction and support services industry has explicitly sought to develop and apply four forms of capital in this way.”

Interserve’s Tim Haywood has a job title that is perhaps telling. “The importance that we as a business are putting in to sustainability is embodied in my own personal role as both group financial director and head of sustainability,” he says.

“[SustainAbilities] puts sustainability at the forefront of our decision-making. It will define how we work, the decisions that we take as a business, and create a new culture among our employees and management.

THE ISSUE: The measurement and scope of sustainability is of increasing importance to clients and contractors alike

THE INTERVIEWEE: Tim Haywood, group fi nance director and head of sustainability, Interserve

“a beneficial impact on society and the environment, in-turn delivering sustainable growth and profit to shareholders”. Interestingly, Interserve says that this framework is based around “the role of knowledge” as much as more traditional measures of sustainability.

A former executive director of Friends of the, Tony Juniper, was consulted on Interserve’s plans.

“Through the launch of its SustainAbilities plan, Interserve is showing how sustainability

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“It will be critical to our future success as a business. We have set out an ambitious plan for the rest of this decade that is designed to challenge our management, staff and partners. But there’s no altruism here – our sustainability agenda is about having a joined-up approach that is commercially advantageous to Interserve, with financial common sense and a business case attached.”

If all goes as Haywood expects, Interserve will grow as a direct consequence of a carefully crafted thought-leadership position in the sustainability arena. “We haven’t quantified it in financial terms yet, but through this sustainability agenda our aim is to be recognised as the leader in our field, a trail-blazer and benchmark that people measure against. When people think of sustainability brands, we’d like to be mentioned in the same breath as Marks & Spencer, Unilever or Puma.”

But how is all of this to be recgnised? Having a ‘core vision’ and a timeline that identifies 48 targets is all well and good, but isn’t the key issue one of measurement? How is success against such objectives as ‘increasing re-use of construction waste by 15 per cent’ to be reported? This, concedes Haywood, requires new metrics that the company is still in the process of developing.

“What I want to do is bring to our non-financial measures the same rigour, discipline and visibility as there is with our financial measures,” says Haywood.

“We’re in the process of defining new metrics and accounting policies to capture the things we don’t measure at the moment. These new metrics need to be capable of drilling right down to project level and consolidated up to group level.

They need to be auditable, traceable and capable of being externally validated.”

Haywood is also keen to emphasise another aspect of Interserve’s plan – its focus on issues of social, as much as environmental sustainability.

“It’s sometimes easy to hear sustainability and hear green, whereas for us, it reaches a lot further than that,” says Haywood. “What is the value of an apprentice, the social value of up-skilling, of employing apprenticeships, our community engagement?”

However varied such measurement currently is, Haywood says that it is already having a telling effect on tenders. Citing a recent PFI win, Haywood says that Interserve’s commercial and design offers were indistinguishable with those of the under-bidder – but the clincher was social sustainability – “our use of an SME supply chain and the community projects attached to our bid”.

“The place of a company within the community and with its partners is critical to its future success,” says Haywood. “We are partnering with the New Economic Foundation in the area of employee well-being. It’s about career opportunities, training, skilling, empathy, the engendering of loyalty, flexible working – all these fringe benefits that make a workplace attractive.”

“The place of a company within the community and with its partners is critical to its future”

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FM OPINION� THE DIARY COLUMN�JOHN BOWEN


John Bowen is an FM consultant

University estates

LocalAuthority

NHSTrust

Are we getting what we asked for? For me, this question applies to FM contracts as well as it does to meat products.

In the meat issue, it is alleged that the problem came from product labels being changed during the supply chain and one product was thus passed off as something different. This is nothing new; I have come across many maintenance companies using cheaper alternatives to OEM spares to keep costs down. That may be fair enough – unless the practice is causing problems with the machinery, or if the client has

he recent adulterated meat scandal raises the issue of maintaining standards in

the provision of an FM contract. John Bowen warns against complacency with suppliers

contracted for, and thus believes they are paying for, OEM spares. On a personal level, how many of us buy the recommended and more expensive oil for our cars when they need a top up?

At least in the latter case we are making the decision ourselves and not being duped by another party. But we should accept some responsibility for the occasions where a situation such as the adulterated meat issue crops up – our on-going demand for low-cost products opens the door to corner cutting. Combine that drive for cost reduction with an element

of complacency – in other words, our habitual practice of sticking our heads in the sand – and unscrupulous people can take advantage.

If you have ever stood before an enquiry, tribunal or court, you will know that it is one of the most exposed positions that you can be in. Your inquisitors will be merciless in their efforts to have you admit to failings. Ignorance is no defence and to say that you knew “because so-and-so told me” is not going to help. If there is anything critical about the issue, you will be expected to have checked it through a robust process for doing so.

In these days of global supply, such checking can be difficult. Even if you try and source locally, there may well be elements of the

supply chain that are far-flung; things that the remnants of our manufacturing industry might make will have raw materials bought from any country. In such circumstances, you may only be able to sample the end product, for if the supermarkets has tested there burgers, they would have found the problem before the regulatory people did.

In FM, we can establish appropriate open relationships with our suppliers and do our checking on their sourcing, recruitment and training processes, for example, and assure ourselves that things are as they should be.

At the end of the day, if we elect to take things on trust, we turn around and beef about it when it all goes wrong.

“OUR STEADY DEMAND FOR KEEPING COSTS DOWN AND AN ELEMENT OF COMPLACENCY OPENS THE DOOR TO CORNER CUTTING”QUALITY IN FM CONTRACTS

T

Does any FM have the time to look at

filing and storage? If this is digital, it is part of the IT function. If it is paper-based, who drives best practice? (BIFM LinkedIn group)Simon Stuart: I was responsible for running a records management contract for a national firm of solicitors. FM runs the day-to-day logistics and operation such as filing, record retrival, while the risk and compliance team,

along with the FM, looks at strategy and best practice.Rees Howel: My role covers both paper-based and digital aspects. I’m responsible for the records management contract and day-to-day issues. Policy on which paper records are retained is a board decision. My role on the digital side goes a bit further and involves strategic decision making on the solutions needed to minimise paper-based records.

Not all LED lights are the same – for

the same power level, there are huge variations in light output. Does anyone have a similar experience?(BIFM LinkedIn group)Jack Burns: We spent over £14 per lamp on GU10 LED fittings from our electrical wholesaler and the light quality was disappointing. We replaced them with some we sourced online at just over £4 per lamp and the light

quality and spread was much better. Just goes to show it’s not always the case of the more you pay, the better quality.Jamie Yates: Ask the suppliers or manufacturers to carry out a lighting design for you, to prove, prior to purchase, that you will not only achieve the correct lighting levels required for the type of environment you are illuminating, but that you also achieve an efficient lighting design.

What do you do, in exactly seven

words? (BIFM LinkedIn)Paul Smith: We are the cure for poor cleaning.Helen Majemite: Allowing you focus on your core business. Steven Williams: I pull financial rabbits out of hats. Marcus Lloyd-Davy: I get things done, no matter what. James Whatmore: Link field engineers to the back office. Mark Molnar: Improving service while saving time and money.

BEST OF THE WEBViews and comments from across the web

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FIVE MINUTESWITHNAME: Erica CarrasJOB TITLE: Facilities manager, Kurt Geiger

In retail, FM has a key role in brand management. Otherwise simple things like changing light bulbs suddenly become extremely important. It’s about how the site portrays the brand; every store entrance needs to look good. Retail FM is about blending in with the brand.

When FM is going well, it’s a function that others don’t see. You only become visible when something’s not working. It makes me proud that the small things we control make such a massive difference.

I look at retail as a challenge. Having a knowledge of both FM and retail is rare. In the other sectors I’ve worked in, the needs and urgencies of the role are quite different, even the tone you use when talking to people. In this role, you need to avoid alarming retail stores managers and give them the confidence that you are there to resolve an issue, not cause one.

We have to give our stores managers prior notice of works wherever possible. It’s important that we work with them to ensure contractors follow correct procedures. They need risk assessments and method statements and we need to brief them on the health and safety aspects of accepting contractors, making sure there are no open ladders on shop floor, for example. It’s part of our job to make sure store managers know what to look out for – it’s all about communication.

In the future, I see myself moving more into health and safety. It’s a bit of specialism for me. I think there’s a gap in the market between retail and health and safety. We tend to be too reactive. I think there needs to be a more planned approach.

We always have to mould FM and health and safety in accordance to each location. The number of staff, the number of customers – every outlet is different.

“More like people?”Patrick Hadfield, consultantMy working life has been spent with organisations, in one way or another. I love exploring the way organisations work and what makes them tick. That is why, believe it or not, I loved auditing: auditors dig

into organisations, discovering the real processes and structures that enable to them to function. (Clue: it isn’t what managers tell you. And it doesn’t have anything to do with shareholders!)

When talking about organisations – something I do often – I repeatedly find myself describing them as dysfunctional. I don’t think that I have come across or worked in an organisation that couldn’t work better in one way or another, from multinational banks to small, two-man operations. I have long wondered why this is. It isn’t that people in the organisation don’t know this. One thing consultants learn very quickly is that what they tell their clients is very rarely news – organisations know what’s wrong, even if they need someone from outside to help them articulate it.

Their processes could be better, their communications could (almost always) be improved, their structures changed to help the business. Hierarchy and structures get in the way rather than enable and people in organisations know the work-arounds – big and small – to get things done.

Organisations could be... well, better organised. They are dysfunctional. I have only one answer. Organisations are made up of people, not processes. It’s the people who make the organisation work. And people are dysfunctional. Despite the idea that organisations are separate from people, it is people that are the organisation. We pretend they aren’t. We even pretend that organisations are people!

The thing is that while some organisations behave as if they were psychotic, most large organisations’ dysfunctionality works in peculiarly non-human ways. (Small organisations’ dysfunctionality is just like the people behind the organisation!) The veil of incorporation lets everyone in an organisation hide behind the processes, hierarchy and bureaucracy that lets the organisation continue to believe they are “rational”.Read the article in full at tinyurl.com/d3f8qd9

The pleasures and perils of the open-plan officeWilliam Kremer, BBC World Service They can be noisy and distracting or depressingly quiet and frictions with co-workers are guaranteed – so why do so many of us continue to work in open-plan offices?

In the spring of 1962, a fourth-year British architectural student was tasked with sketching an office layout. In the course of his research, Frank Duffy stumbled across a small article in a trade magazine about a new workplace design that had taken hold in Germany.

“The arrangement of the desks was somehow organic,” Duffy recalls. “There were other striking features. There were lots of plants around the place, and a carpet.”

The office was open-plan, but it was a world away from the open-plan offices with which everyone was then familiar.

These had arrived about a century earlier, when architects had started to use cast-iron girders to open up larger spaces within a building. In the American industrial boom of the late 19th century, bosses jumped at the chance to replicate their beloved factory lines with ranks of pen-pushers. Clerical workers sat at small desks in straight rows, often facing the same way – a classroom without a teacher.Read the article in full at tinyurl.com/bv9els5

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FM FEATURE�GUILDHALL� MARTIN READ

VIE

W

One of London’s most historic building complexes is adopting a thoroughly modern approach to the

procurement and organisation of its FM

HISTORY TODAY

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GUILDHALL

complex that comprises both the main hall and the many offices and courts that surround it.

It’s a mix of architecture spanning hundreds of years, some of which is listed. It has extensive office space, facilities to support the activities of the corporation’s members, a public art gallery housing and displaying the corporation’s private art collections, a reference and business library, staff facilities and events spaces with catering facilities.

The CoL has approximately 3,500 employees, of which 1,200 are located at Guildhall – a number soon to increase by an additional 250 following building and office moves resulting from Guildhall accommodation and City Police property reviews.

The FM service is undergoing significant change across the CoL, the result of a strategic review of procurement. The corporation’s ‘Procurement and Procure to Pay Project (PP2P)’ aims to introduce modern procurement techniques, with the project targeting the procurement of soft and hard FM, IT, HR, construction and highways.

Currently, management of FM is fragmented across departments within the corporation. There

A thletes aside, there’s an argument to be made that London 2012’s many venues were the real stars of the Olympic

Games. From the Olympic Park to Wimbledon, Hampton Court to Greenwich Park, the capital’s iconic architecture provided a stunning backdrop to the sporting action. However, perhaps not every venue used in that glorious summer of sport got the full publicity it deserved.

The Guildhall, administrative home of the historic City of London Corporation (CoL), had the marathon route running through its yard and the venue also served as the starting point for the post-games parade.

For Stephen Bursi, Guildhall manager in charge of FM across the Guildhall estate, the gold, silver and bronze draped around the various Olympians and Paralympians made for quite a sight: “All you could hear was the clanking of medals.”

Despite requiring a sizeable DDA exercise, for Bursi and his team the Olympic and Paralympic Games was a fantastic one-off event. Of longer-lasting relevance is the ongoing campaign to introduce more centralised procurement and management of FM services across the Guildhall complex.

The CoL is its own local authority, providing local services for residents of the Square Mile and all the other local government services required to support the City as the leading international financial centre. The corporation owns and manages a number of open spaces (including Epping Forest and Hampstead Heath), as well as markets such as Billingsgate. It’s also the square mile’s policing body.

The Guildhall has served as the home of the City’s administration for centuries. The name Guildhall is often used to describe the Great Hall alone, but it also describes the

“The gold, silver and bronze around the various Olympians and Paralympians made for quite a sight. All you could hear was the clanking of medals”

FLOORSPACE OF THE GUILDHALL COMPLEX: 11,202 SQUARE METRES (120,580 SQUARE FEET)GUILDHALL EMPLOYEES: 1,200, RISING TO 1,450 (OVERALL CITY OF LONDON ORGANISATION: 3,500)IN-HOUSE FM TEAM: 90 STAFF PROVIDING MANNED GUARDING, PLANT & FABRIC MAINTENANCE, POST ROOM, EVENTS SUPPORT, RECEPTION, ADMINISTRATION, WASTE MANAGEMENTOUTSOURCED SERVICES: BUILDING MAINTENANCE AND REPAIR – MITIE CLEANING – SODEXOSTAFF RESTAURANT – ISSLIFT MAINTENANCE – APEXMANNED GUARDING (SUPPLEMENT) – SHIELD GUARDING



are individual FM teams at the Guildhall, Barbican Centre and some other key buildings such as Mansion House (official residence of the Lord Mayor) and the Central Criminal Courts (Old Bailey).

A separate team supports the corporation’s investment property portfolio, which currently comprises 80 buildings (FM World wrote about this in our 11 May 2011 edition). Changes, including the PP2P project, will result in the City Surveyors’ department becoming responsible for the direct management and delivery of FM across the CoL.

Corps valuesFM at the Guildhall is delivered by an in-house team and outsourced service providers. The in-house FM team consists of 90 staff providing manned guarding, plant and fabric maintenance, post room, events support, reception and administration.

Six years ago, several FM functions at the Guildhall were brought together from a number of service departments. Under the control of the city surveyor, a dedicated FM team was created with its own management structure – the team now managed by Stephen Bursi.

The profile and importance of FM has subsequently developed; building users now appreciate more of FM’s role in supporting departmental business plans, operational management of the Guildhall complex and performance target achievement.

The initial rationalisation project six years ago focused on cleaning and manned guarding. Previously, cleaning in particular was procured on an ad hoc basis, with different terms and conditions between contractors. Individual departments – and sometimes individual departments within buildings – did their own thing.

Historically, the various corporation sites have had their

own management teams, with FM managed and procured locally. The Barbican Centre, for example, has its own FM team, both for maintenance and running the day-to-day operation.

The new FM procurement initiatives are largely a result of the corporation’s need to save money. In 2011, a five-year programme of change, spearheaded through a partnership with business consultancy Accenture, was commenced. The programme is managed by the Chamberlain (essentially the corporation’s chief accountant) and his town clerks. The desire is that FM and property services will be delivered centrally, with procurement policy

managing a number of suppliers on an individual basis. “For instance, we had principal engineers and surveyors responsible for services such as lift maintenance, water hygiene and the like. By rationalising the supply chain to one supplier, in this case Mitie on building maintenance and Apex on lift maintenance, the people originally managing all the arrangements are now switching over to pure contract, service and compliance management.”

Bursi sees this as a significant shift, and explains that the City Surveyors’ department had to realign itself to deliver those contracts with Mitie and Apex, while also picking up the cleaning contracts and other services

delivered centrally through the Chamberlains’ department.

According to Bursi, “they looked at HR and other services where labour is hired in, at how we procure IT, and then hard and soft FM.”

Adapting to changeThe new procurement regime has been felt keenly, says Bursi. “The impact on the organisation, particularly in the City Surveyors’ department, which has become responsible for delivering and managing contracts, was probably underestimated.”

No new management has been brought in, so it’s been a case of realigning existing resources, says Bursi, involving a switch from

The combination of old and new architecture presents a particular FM challenge

FM FEATURE�GUILDHALL� MARTIN READ

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“We’re a mixture of buildings from different eras: a local authority, public gallery, library, a clock maker’s museum…”

80 Number of buildings in the Corporation of London’s investment property portfolio

FMQUICKFACTS

that were rationalised under this programme of change.

Underpinning this is a number of people carrying out FM roles who weren’t previously facilities managers by trade, but who are now adapting to contract management.

Says Bursi: “The procurement exercise is demonstrating what FM is and its importance. We have had people who are actually doing FM, but not 100 per cent of the time. But for the city surveyor’s department to deliver this new way of working is dependent on those people here and on other CoL sites becoming part of that FM delivery structure.

Bursi explains how many different functions now seen as FM

were previously carried out by a variety of departments. “It wasn’t joined up,” he remembers. “The receptionist service was being delivered by public relations, manned guarding by the department of technical services and the post room by the remembrancer’s department.” (The City Remembrancer is the CoL’s ceremonial officer and chief of protocol).

Centralising all of this was a catalyst for Bursi’s appointment, tied at the time to a major office refurbishment project. “It was agreed that those functions should come together to begin to build this recognition of the FM service,” says Bursi.

While the project to centralise

procurement of service contracts continues, the Guildhall team is also adapting to an increase in the number of events held in the historic Great Hall and elsewhere across the complex, the result of the Guildhall’s commercial department marketing the complex to a wider audience.

“Over the past few years, the importance of FM and the team’s contribution to the running of this complex has been recognised much more than before,” says Bursi. “And that’s because we’ve been able to allow the complex to be used as it is intended, while also trying to ensure that all planned activities can actually happen.”

In some cases, the team has had to reject a request, but

where possible, it has worked with stakeholders to ensure any overlapping events can still happen.

In any one week, there can be plenty of events. In the week after our visit, Guildhall was preparing the Great Hall to host elections for CoL councillors, the City Properties Association lunch and a London Fire Brigade salvage training exercise in the art gallery. “We’re in the middle of it all to make sure all those three activities and daily use can still happen,” says Bursi.

Bursi and his team have been helping to move 250 people out of the Guildhall’s East Wing building so that it can be let out (most probably to the CoL police). The 250 displaced workers will be absorbed elsewhere across the Guildhall complex, necessitating work that will see the re-fitting of corporate meeting rooms into training suites. Accommodating those additional 250 people will also be helped by new flexible working initiatives

At the Guildhall, a combination of transitioning to the new strategic FM procurement structure and dealing with an increased number of events will keep the FM team busy for some time ahead. And Bursi knows this is not a typical FM role. “Recently, we were looking out from this complex and wondering about our neighbours,” he muses. “You’ve got all these office blocks and you could argue that, in general, the FM function in all those corporate buildings will be similar, with an emphasis on resilience, IT, corporate hospitality, maintaining brand image, and so on.

“But then, imagine them looking over at us: I wonder what they think? We’re a mixture of buildings from different eras: a local authority, public gallery, reference library, clock maker’s museum. We have heritage preservation and maintenance responsibilities and there are always events going on.”

This, you suspect, only adds to the enjoyment of the role. FM

GUILDHALL


22 | 11 APRIL 2013 | FM WORLD www.fm-world.co.uk

FM FEATURE WORKPLACE GYMS JAMIE HARRIS

For many office workers slumped at their desks all day and working a considerable amount of (unpaid) overtime, levels

of fitness can slide dramatically. At the end of a gloomy winter’s day, employees gather on train platforms, or in gridlock at the traffic lights, too weary to even think about that late night jog or a 30-minute evening work out.

However, it is now commonplace for organisations to offer gym memberships at a discounted rate to their employees. Firms can often agree a corporate discount

Organisations are continuously searching for ways to boost workplace wellbeing. Jamie Harris finds that introducing a gym into the workplace poses a mix of challenges

WE CAN WORK IT OUT

a gym in the workplace itself – managing it in-house, having it managed by an FM service provider as part of a wider FM service package, or having an on-site gym run as a self-contained operation by a specialist gym services contractor.

In-house gyms Management of an in-house gym often rests with the FM or a gym instructor. Lawrence Jones, chief executive at networking company UKFast, installed a gym at his company’s Manchester headquarters. The company’s head

with a local gym, increasing the temptation for employees to join. Such an incentive is also often used to lure skilled workers to the organisation.

Employers are recognising this appeal: the report Employee Benefits/Cigna UK HB Healthcare research 2012 found that 20 per cent of employers now offer their staff access to subsidised gym or sports facilities as a core benefit, while a further 31 per cent do so on a voluntary basis.

But for offices without the convenience of a gym nearby, there are three options for running

FM WORLD | 11 APRIL 2013 | 23www.fm-world.co.uk

WORKPLACE GYMS

services manager for the UK & Ireland, Chris Lundie. It’s the only such facility at a BASF site in the UK at present, although the firm’s Bradford site is looking to follow in Cheadle’s footpath.

Having the service provider run the gym off-loads what can be a full-time responsibility in management and maintenance.

Furthermore, the service provider is arguably better equipped to arrange aerobics classes, running clubs and other fitness schemes to complement the gym facilities. Sodexo employs a gym instructor each Wednesday to manage all inductions and classes.

how well-used the facility will be. A lone treadmill and static bike would hardly need such expertise, but many organisations with gyms have incorporated other fitness classes, run by a qualified instructor, to make the facility pay.

“We have kickboxing classes on offer,” says Jones. “The management of the gym has gone smoothly and, as a result, the general health of the workforce has been elevated.”

This method of implementation is not typical, however. Most organisations will find it hard to justify the cost of a fitness instructor, unless the facility is constantly being used to capacity.

Sweating the assets For some, the responsibility of running an on-site gym may be best placed with the FM service provider contracted to provide a bundled package. The gym at chemical company BASF’s headquarters in Cheadle, Cheshire is managed through its FM contractor, Sodexo, with responsibility taken by BASF’s FM

“The management of the gym has gone smoothly and, as a result, the general health of the workforce has been elevated”

of personal development also acts as the company’s personal trainer, but many organisations with in-house operated facilities only bring in a gym instructor for inductions.

“I knew someone who had managed up to 20 gyms previously, so I approached him,” says Jones. “I felt that his experience would provide the gym’s users with in-depth knowledge, in order to make the most of the facility.”

Deciding whether to bring in a qualified gym instructor to run the gym, or place the responsibility with the FM, partly depends on

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LEGAL CONSIDERATIONSWhile offering a gym can provide excellent benefits, there are certain risks too, notes Jane Fox-Edwards, head of real estate litigation at Allen & Overy LLP. Health and safety is an obvious area of concern and adequate insurance cover needs to be obtained. Strict protocols must also be adopted and adhered to in terms of health checks and inductions, as well as controlling out of hours and unsupervised use, for example by way of mandatory use of personal alarms connected to a central system and providing clear equipment instructions.

Assuming the premises are leased,

a company needs to ensure that it complies with its lease obligations, for example by obtaining any necessary landlord’s consents to alter the premises or for the change of use.

Running an in-house gym can be a noisy business too, Fox-Edwards adds. Vibrations caused by running machines and group exercise classes can impact adversely on other parts of the building and the need for sound proofing will need to be evaluated early on. As a general rule, gyms are less likely to be an issue in the basement, but expert advice should be sought at an early stage, particularly as to the potential impact on any sub-tenants and neighbours.

The third option is the use of a third party, specialist gym facility management firm operating a branch of its facilities on site. Providers such as Personal Touch Fitness, Energy Fitness Professionals and Nuffield completely manage the facility, working with clients during fit-out and providing advice on how to make the most of the often-tight spaces in which gyms are housed.

Under the terms of this arrangement, such companies will be responsible for purchasing and installing gym equipment, for any health and safety checks and compliance issues.

Fit-out freaksFitting out former office space with a gym facility can be costly and several factors need consideration.

Location is a key – the gym may need to be positioned far from the main office area, or out of sight completely in the basement. The prospect of noisy machinery, air conditioning units or blaring music may persuade some to locate the gym in the most secluded area.

Access to changing and shower facilities is another consideration, and, depending on the size of the gym, these could range from a small shower unit to a full-scale set of changing rooms complete with lockers and changing cubicles.

In order to minimise disruption, the changing area is usually adjacent, or close to, the gym room. (At UKFast, the gym is placed adjacent to its cafeteria, thus acting as a motivational tool for those not using the facility…)

The need for safe flooring and adequate ventilation may be a barrier, and sound-proofing may also be required. Depending on its proximity to the rest of the building, further insulation measures may be necessary, particularly if the space was previously unused or backs on to an external wall.

24 | 11 APRIL 2013 | FM WORLD www.fm-world.co.uk

FM FEATURE WORKPLACE GYMS JAMIE HARRIS

Chris Lundie, facilities manager at BASF’s Cheadle office described his company’s gym fit-out as having had “no teething problems”.. However, he did note some logistical issues.

“Every single toilet unit has shower facilities. If we hadn’t had those in place, we wouldn’t have been able to do it, as the cost would have added considerably to the budget for the project.

“These facilities are a short walk away from the gym which is located in an unoccupied standalone building within the Cheadle site,” Lundie explains.

For Lundie and his team at BASF, controlling the temperature in what is a predominantly all-glass building was difficult.

Another requirement when planning the space for a gym is, quite simply, space. The British Standard BS-EN 957, also adopted as an International Standard ISO 20957, is published in 10 parts, with specific requirements for equipment such as rowers, strength equipment, bikes and elliptical trainers. For example, part six requires a clear space of two metres behind treadmills for safety reasons. The standard also details specific safety procedures and

testing measures.At BASF, a very high proportion

of staff – nearly 80 per cent – participated in an induction during its opening week. Today, at least 10 per cent still use the facility more than three times a week.

A gym in such close proximity can have a positive behavioural change in the workplace. “Employees can spend more time exercising than travelling, making a better use of their hour,” says Jones at UKFast.

An on-site gym can aid the health of an organisation’s workforce in ways that go far beyond mere exercise. In one firm, basic health checks performed as part of its gym induction flagged up the existence of dangerously high blood pressures for a couple of employees, who were subsequently referred to the company’s occupational nurse and given advice on their next steps.

On the other side of the equation to set-up and operational costs are the added value aspects an on-site gym can offer to organisations in terms of more qualitative measurements of happiness and wellbeing – themes currently at the forefront of FM thinking . FM

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Personal Touch Fitness runs two gyms for a major multinational drinks company.

Does the service vary from site to site?Yes, one site is larger with a gym, class studio and additional services, like holistic and beauty treatments. The smaller site uses a space for classes and holds periodic well-being events to improve employee health and lifestyle awareness.

What is the typical structure/layout of a workplace gym? Space in offices is a valuable commodity. However, Personal Touch Fitness has many years of experience to provide the optimum solution for clients. Often potential space is used 25 per cent for changing rooms and 75 per cent gym. The skill is to utilise the space as well as possible, while keeping to legal spacing guidelines. Flexible use of space with multi-function gym equipment combined with

skilled fitness professionals gives companies a clear return on their investment.

In what areas are such gyms typically located? Any available space can be utilised. This can start from a small room for treatments, meeting rooms for classes or larger under-utilised areas for small gyms. Like most of us, companies often accumulate and store items no longer needed, a bit like a loft at home – an easy storage space for items not used regularly. Gyms are often located in the basement as this is unsuitable for office space.

What kind of businesses are expressing an interest?Employees tend to be the first to suggest it. More people are using gyms resulting in a growing expectation for employers to value employees enough to provide such services. Offices with 3,000 employees down to as few as 50 have all approached us.

PERSPECTIVES

Q&A: PERSONAL TOUCH FITNESS

PRODUCTIVITY SOARSLawrence Jones, chief executive at network technology firm UKFast, has established an ethos of healthy living, creating a hive of physical activity at his offices.

“Having an on-site gym makes it much easier for people to exercise together, which is often seen as a motivational tool.

“We have since started a running club, netball teams, and we take small teams on outdoor assault-style courses in Snowdonia. We are now investing time in building an app to track an individual’s fitness progress. Everything we have introduced is aimed at improving people’s lives. By making people feel good about themselves, you often generate better performance.”

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FM FEATURE�LIGHTING� SIMON FISHER

On average, 25 per cent of an organisation’s electricity costs come from lighting. Simon

Fisher explains how FMs are switching on to LEDs – and finding significant cost-reductions

LIGHT WORK

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proofed from obsolescence. However, the most crucial

element of any specification is reliability, and that’s not just in terms of lumen performance. Studies into the physiological and psychological effects of lighting demonstrate that it can affect productivity and mood – and eyestrain has been cited as a leading cause of physical stress in the workplace. A gradual degradation in light quality will also have an adverse effect on the working environment. Colour shifting, for example will not only ruin the overall aesthetic of a space, but may also effect the well-being of the working environment.

The fact is that not all LEDs, and therefore LED products, are the same. In recent years, the market has become flooded with products claiming to replace conventional lamps and luminaires..

When choosing a manufacturer, ask for proof of their claims. There are approved methods for measuring lumen depreciation of LED light sources (LM80) and electrical and photometric measurements of solid-state lighting (LM79). In addition, look for systems with performance claims based on testing, ideally at LED, sub-system and full-system level.

The benefits of investing in energy efficient lighting are clear. Whether you take a progressive approach to upgrading or jump straight into LED, the key to achieving the best ROI is to understand the capabilities of the light source chosen, in terms of lumen performance, light distribution, and light quality.

Finally, challenge a suppliers’ claims – if it’s competent, it won’t shy away from providing evidence to support them. FM

Simon Fisher is general manager, Commercial Office, GE Lighting EMEA

LFL is arguably one of the most exciting developments in office lighting in recent times. In this arena, initial capital investment can be a barrier, so understandably organisations are seeking the cheapest deals in order to make those pay-back calculations work. However, the risks involved shouldn’t be underestimated. Differences in colour consistency and lumens-per-watt each play their part in the overall effectiveness of a lighting solution. In fact, the difference in the lm/W output of apparently equivalent LED panels can mean that up to twice as many of the cheaper fixtures can be required to light the same space. This increases direct and indirect energy usage through an increase in heat load.

When setting a spec, consider the office layout. Open plan offices are generally configured so that lighting is spaced at 2.4 metre centres, but LEDs offer a new perspective.

For example, the better distribution of light possible from some LED luminaires means that these fixtures can be positioned at metre centres, so that once again, fewer fixtures are required. This the importance is in understanding the light output achievable, so that a job isn’t over-specified – and therefore over-priced.

Conversely, there are new LED fixtures due on the market, specifically designed for cellular offices that will only accommodate 2.4 metre centres.

Ssavings can be made on downlighters by replacing CFL with LED modules. A 13W product to replace a 26W CFL, for example, could achieve a 50 per cent energy reduction – and payback in less than two years.

More significantly, this type of module is upgradeable; LED module can be removed and upgraded as technology develops, meaning that any investment in the lighting fixtures is future-

8-10%If an office is still utilising LFLs, a switch to energy efficient alternatives will achieve an 8-10 per cent reduction in energy use.

FMQUICKFACTS

You’ve been tasked with upgrading the office lighting, and you are probably looking at two choices: keep the existing

fittings and replace the lamps with more energy-efficient alternatives, or re-design the scheme to include a newer technology.

Tthis ‘newer technology’ is likely to be LED. The industry has reached a tipping point inasmuch as being able to offer accessible LED solutions that also provide a quality of light required for a comfortable working environment.

Offices have been traditionally lit with 600 x 600 Linear Fluorescent luminaires (LFIs), and compact fluorescent downlights.

The most efficient way to upgrade a system’s lamps is to adapt the maintenance programme specification. Historically, most commercial offices have worked to a three-year maintenance cycle and so the easiest route to cost savings is to specify a ‘better’ alternative when the next cycle is due.

If an office is still utilising LFLs, a switch to energy efficient alternatives will achieve an 8-10 per cent reduction in energy use. With a minimal increase in cost per lamp, the payback is just a matter of months.

For CFL downlights, the savings to be made are more subtle, yet still significant. In this case, it’s how long the lamps last that can really make a difference. By switching the specification, maintenance cycles can be extended, bringing an organisation real cost savings on re-lamping.

For those that do have the desire to upgrade to LEDs, take time to evaluate before committing to a specification, as there’s a number of key things to consider.

First, when comparing costs, make sure you are comparing like-for-like products. Let’s take a case in point. The emergence of LED alternatives to traditional

LED LIGHTING: A WAITING GAME?The decision on when to move from trusted fluorescent lamps to LED lighting was debated by experts from the property, construction, lighting and design sectors at an event hosted by lighting specialists Future Designs and New London Architecture held at BNY Mellon’s London headquarters.

Just three years ago the cost of LEDs was three times the cost of a traditional light source without any significant energy savings. Now the capital cost is a far more tolerable 10-20 per cent higher, combined with significant energy savings. The pace of development is also illustrated by LEDs’ 50,000 hours duration and five-year guarantees. LEDs are also more accurate in how the source of the light is directed, making it easier to control and adjust in accordance with daylight.

On the flipside, a strong case was put forward about the lack of regulation in the LED marketplace and the subsequent issues of quality control, with many sub-standard products in the marketplace. The diminishing cost was also questioned on the basis that the payback period is still too long for most tenants’ tenures. And with the technology still moving and the protracted nature of many commercial office moves, there is a risk that a product specified today, could be usurped before it is installed.

But the group agreed that the LED is proving to be a great catalyst and opportunity for all disciplines to question and look at the way we need to light our offices. Is the excepted norm of the grid system still relevant, or should we be looking to use daylight and task lighting more frequently?

EVENT REPORT

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FM FEATURE�BIFM LEADERS FORUM� MARTIN READ

www.fm-world.co.uk

In January, BIFM chair Ismena Clout took the reins for the third of the institute’s Leaders Forum events. The focus was on emerging trends likely to have an impact on the sector, from the continuing economic uncertainty through to IT, recruitment and legislation

TREND GAME

corporate real estate head may not be on the board. I’m not sure I’ve ever found a global FM leader, one that inputs significantly into strategy, who has the operational responsibility to execute it.

When there are strategic decisions, I tend to see a turf war between HR, IT and FM.

Derrick Tate: Where we see more traditional FM models with a lot of in-house management delivery, they are not particularly influential on strategy. But where it can happen is where they’ve started to develop trusting relationships with senior people through the access they have to them, and demonstrate where they can add real value. Where it’s an outsourced contract, if it’s a typical just-services contract there’s not a particular influence,

of ThinkFM, and a quarter of respondents said that their boards didn’t recognise the value that FM delivers. That statistic has probably improved over the years, but it’s still shockingly bad.

The other part of the answer, for me, as a service provider, is that if we want to talk seriously about any large projects, we have to go in above facilities manager level to get strategic engagement. If you’re talking to the global director of facilities services, you’re going to get buy-in. If you’re talking to the facilities manager, they may be well briefed on the issues, but they don’t have the influence with the board.

Kevin Fitzpatrick: On the whole, I’d say FM isn’t really involved in major company strategy. Even the

Greg Davies, David Sharp, Derrick Tate (left to right)

With such a wide remit, this FM Leaders Forum could never be a definitive guide to everything

that is happening in the sector. However, it did provide a snapshot of some of the views. And for such a wide-ranging discussion, it was perhaps surprising that a strong theme at previous forums was again a key issue here: the perception and value of FM within an organisation and at board level. Here are some highlights from the morning’s debate – the full version is available by contacting BIFM HQ.

Is FM a strategic player?David Sharp: We conducted a survey last year in support

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BIFM LEADERS FORUM

www.fm-world.co.uk

subject. So there’s opportunity at both ends of the scale.

Kevin Fitzpatrick: I think you’re right, the middle is being squeezed. People are going for the big companies, for their scalability, flexibility and breadth of services, or the niche; you don’t want to be a middle-sized retailer, you want to be a specialist delicatessen or Tesco because if you’re middle-sized you’re going to get killed.

If you’re middle-sized you’re a bit nowhere: you can’t offer the economies of scale, but you also can’t say we’re the best at food or we know cleaning and we don’t pretend to know anything else.

How can FM attract new talent?Aneysha Minocha: I think it’s about selling the variety and multidisciplinary element. Part of it is about kids’ perception and awareness of FM when they leave school and come out of university.

We need to say: ‘Have you thought about this as a really exciting career, using your mathematical and analytical degree to provide a workspace?’ There are many ways of applying the subjects that students do at school or university.

Greg Davies: I think this is one of the successes we should be celebrating. When we talk to FMs now, more people are vocational, they are trained in FM and FM is something they have chosen as a career path. That has been a dramatic change.

Philip Leigh: We run graduate programmes and it’s amazing the impact the graduates are having on the people who have been in the business for a long time. They are smart, highly motivated and highly resourceful, and they are really forcing the pace. I think that’s fantastic. FM

“If we want to talk seriously about any large projects, we have to go in above facilities manager level to get strategic engagement.”

but where FM is procured and managed as a partnership, then it can be very influential because that partner can be responsible for a large chunk of the client’s organisation and spend.

What will the continuing economic uncertainty mean for the sector?Derrick Tate: It will push more outsourcing. A lot of organisations have resisted major change for various reasons, but more and longer-term financial pressure will push them; they have no choice.

Peter Chambers: From an outsourced service-provider perspective, the continuing economic downturn has meant that we increasingly have to consider whether or not a client is a ‘good’ client.

The due diligence we do on our potential clients is becoming just as important as the due diligence we do on our subcontractors and suppliers. We have to consider ability to pay and speed of payment.

Philip Leigh: We’ve had large blue-chip customers trying to force us into 90- and 120-day payment terms. We have to say no, because when you’ve got thousands of people to pay every week, you just can’t operate in that commercial framework.

Jason Gurd: Looking at the big deals with the big suppliers, they can drive a great deal when they’re offering several million pounds’ worth of business in one hit. But if you’re buying for a couple of thousand square foot, those bundled deals aren’t that great. There’s a sense that some people are moving away from the big bundled suppliers and looking more at those who specialise in one particular supply

AT A GLANCE

THE PANELPeter Chambers, commercial manager, Emprise Services plc Ismena Clout, chairman, BIFM Greg Davies, head of service development, Assurity ConsultingKevin Fitzpatrick, chief operating officer, NJW LtdJason Gurd, BIFM Home Counties committee, BIFMPhilip Leigh, chief operating officer, ISSAneysha Minocha, associate director of energy services, GSH GroupMark Mitchell, service delivery manager, UKI workplace, AccentureMartin Read, managing editor, FM WorldDavid Sharp, managing director, Workplace LawDerrick Tate, assistant director, real estates advisory, PricewaterhouseCoopers LLP

DISCUSSION HIGHLIGHTS● FM has the opportunity to transcend the hierarchy within an organisation as it touches everyone in the workplace, built environment and beyond● Perceptions of FM and its strategic role depends on the size, culture and style of individual organisations● FM needs to find ways to demonstrate its value to the organisation● FM should develop a collaborative approach with other workplace functions, particularly HR and IT, to facilitate change and innovation● The ongoing economic crisis may pressure more organisations to outsource their facilities services● Tough operating conditions may favour large supplier organisations at one end of the scale and niche operators at the other, squeezing middle-sized companies● Developments in computer hardware, software and communications are benefiting FM, improving reporting and efficiency. However, improved analytical tools are needed to help manage the increased flow of information● FMs need to make greater use of the data available to them, transforming it into knowledge that can benefit the business● BIM represents an opportunity for FM to play a leading role in the life-cycle of a building – although for this to happen, FMs require a better understanding of the technology and how it can benefit FM● FM needs to focus on recruiting graduates to build on the progress that has been made towards professionalising the sector. Ways should be found to introduce potential candidates to ‘real-life FM’ through temporary placements

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Apex Insight’s UK Pest Control 2013 report found that the size of the market had increased despite the continuing

economic downturn.It grew by 2 per cent in 2012

to £347 million, according to the report, which was put together using a range of industry, government and customer data, and interviews.

Growth has come from increases in both volume of work and prices.

“Most people in the market believe that volume has accounted for around two-thirds of the growth,” says the report. One factor behind this was thought to be adoption of higher service levels by some customers.

“Modest price increases have been justified by general increases in costs and changes to more expensive products to meet the requirements of new biocides regulations.”

The hospitality and residential sectors each represent 19 per cent of the market by value. The industrial and transport sector is worth 15 per cent, offices 14 per cent and food retail 12 per cent.

General retail, the municipal sector and food and pharmaceutical manufacturing also represent small parts of the whole.

There are some variations in how different sectors purchase pest control. For example, hospitality chains often look

for nationwide deals, whereas transport clients often require bird proofing for large stations.

Apex estimates the UK pest control market to be the second biggest in Europe, on a per capita basis.

Sweden’s market is the biggest in these terms, worth about £6.20 per head. The UK sector is worth £5.50 per head, with Germany third at £4.50.

Apex does not believe the value of the pest control market is linked to the quantity of pests around.

Rather it says the most important factors include the number of premises in the country, penetration of pest control contracts within these premises, levels of service defined in the contracts, and associated costs.

Thus, market drivers include such factors as GDP, inflation, manufacturing turnove, and construction starts.

Spring and summer are the busiest months as insects nest. Cities have a higher demand for rats, mice and bed bug control, while rural areas have more biting insects.

Entry barriers to the pest

control market are relatively low, according to the report, but it is much harder to compete on a national level.

“There are significant entry barriers in serving customers who require national coverage,” the report says.

“There are only perhaps two players (Rentokil and Ecolab) that offer a complete national UK service and a small number of others capable of providing a national service focusing on major centres, possibly using a network of local partners for smaller towns and more remote areas.”

It adds: “Pest control is a relatively labour-intensive business with low levels of capital required. The main cost is labour.”

Apex’s analysis of job ads suggested that technician salaries were in the region of £16,000 to £26,000, plus overtime.

The report estimates that Rentokil makes £135,000 per year from each technician it employs, and Mitie £53,000.

Key drivers of profitability in the sector include sales capability, up-selling, maximising technician productivity and customer retention.

Balancing reactive and scheduled business is a key challenge for firms in the sector.

“As an emergency service, reactive call-outs can command a premium price,” notes the report.

“However, they are by their nature unpredictable in frequency and timing. To be profitable, it is essential that they are combined with a base-load of scheduled calls to ensure that technician downtime waiting for a call-out is avoided.”

It suggests that scheduled calls can be rearranged to accommodate emergency calls that occur.

The top seven providers account for more than 40 per cent of the pest control market, Apex estimates from data and interviews. The largest – Rentokil – accounts for 22 per cent of the market on its own.

However, at the other end of the scale, small operators also represent more than 40 per cent of the market.

Local authorities account for 12 per cent of the money spent on pest control – down from 15 per cent in 2011, according to the report. This dwindling but still significant presence is due to services developed to meet statutory duties to avoid infestations.

Several councils are reviewing their pest control services in light of public sector cuts and further withdrawals from the market appear likely, says Apex.

However, many large private sector firms are heading in the opposite direction, seeking cost savings from bringing pest control in house. One customer told Apex: “The quality of the service provided by the huge companies was nowhere close to what we expect from single-service specialised providers.

The full UK Pest Control 2013 report is available from Apex Insight, www.apex-insight.com FM

PEST INTENTIONSGreg Pitcher finds that the UK pest control market is now worth almost £350 million, according to recent research

FM MONITOR �PEST CONTROL GREG PITCHER

40%

The top seven providers account for more than 40 per cent of the

pest control market

“Drivers of profitability in the sectorinclude sales capability, up-selling andmaximising technician productivity”


30_Pest.SR.indd 3030_Pest.SR.indd 30 04/04/2013 17:3104/04/2013 17:31


HAWKING

TECHNICAL

Pigeons, gulls and other bird pests are a major problem for facilities managers across the UK. Large numbers of birds roosting can cause serious issues – their fouling is both unsightly and harmful to buildings and is also a health hazard: droppings can harbour diseases such as Salmonella and Ornithosis.

There are many solutions available to help deal with nuisance birds and prevent them from settling in urban areas, such as physical and visual deterrents, sonic and ultra-sonic devices. However, sometimes the most effective control methods are the natural ones.

For many years, some of the more popular and humane methods of pest bird control have been netting and spikes. Netting provides a versatile and discreet way to keep birds away from ledges, roof areas and other nesting spots. However, this requires fixings to be put in place, which can be inconvenient and potentially damaging

he ancient practice of hawking is providing today’s FMs with a

cost-effective, humane and entirely natural method to deal with pest birds

for certain building types.Bird-deterrent spikes are

another option, which can be installed on any flat surface. Bird spikes are very effective in places such as air conditioning units, enabling them to remain free from potential bird droppings and nests. However, they can be unsightly, especially on older buildings or monuments, which are often favourite meeting spots for pest bird species. Netting and spikes are also not suitable for the protection of historic statues and larger areas.

Flock and awe One of the more humane, and successful, nuisance bird control methods, which is also perfect for large areas and urban areas, is hawking. This is a highly effective alternative to more disruptive bird-scaring methods and has been used for many years. Hawking deters bird pests from any area with the mere presence of trained birds of prey, such as Harris Hawks. As these species

are natural predators of pigeons and gulls, the regular presence of birds of prey reduces the number of nests on site and nuisance birds are encouraged to find different nesting areas.

Case study: Bournville CollegeIn 2011, Bournville College in the West Midlands chose Rentokil to deploy Harris Hawks to treat a significant pest bird problem during the construction of its new campus. Feral pigeons and gulls were causing damage to the £66 million, state-of-the-art campus, as the college looked to manage its relocation to a new site. It was important to limit defacement of the new building caused by the birds’ nesting and roosting at this critical stage of the campus’ construction. From the array of available nuisance bird control methods, Bournville College chose the natural solution of hawking, to deter pigeons from roosting on the site.

The specialist bird team deployed two Harris Hawks, hand-reared and specially-trained to scare the nuisance birds rather than kill. They also removed eggs and nests from the affected areas, preventing adult birds from raising their young on-site. Reducing flock sizes in this way also meant that future flock breeding sizes are reduced. It can take a number of site visits to clear all roosting areas, but once the behaviour of the nuisance

Tbirds has been altered, it can be controlled through a programme of routine visits with the birds of prey.

The number of birds of prey flown and the frequency of flights is dependent on the location, time of the year and population of the nuisance birds, but usually two or three birds are sufficient. The presence of the hawks alters the behaviour of the pigeons, gulls and other pest birds and, over the course of the treatment, the birds learn to avoid the area and nest elsewhere. If the pest birds return over time, then the regularity of hawking visits can be increased to manage this.

Conclusions Hawking is the perfect solution to be used in large areas, such as industrial facilities, campuses, vineyards, farms and even cultural areas such as Trafalgar Square and the All England Lawn Tennis Club in Wimbledon, where hawking has been used since 1999. In Trafalgar Square, feral pigeon numbers have dropped from 4,000 to 140 and taxpayers are saved an annual £100,000 bill to remove bird droppings from the square and surrounding areas.

As well as leaving buildings free from nettings and spikes, birds of prey provide an environmentally friendly option, enhancing a business’s green credentials. FM

Julie Birch, marketing

manager, Rentokil Pest

Control

In Trafalgar Square, feral pigeonnumbers have dropped from4,000 to 140 and taxpayers aresaved an annual £100,000 bill

FM MONITOR �JULIE BIRCH

GETT

Y

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FM MONITOR� SOPHIE SCHULTZ

32�| 11 APRIL 2013 | FM WORLD www.fm-world.co.uk

Natural light is valued by occupiers for many reasons. Not only is it aesthetically-pleasing, but research suggests that occupying a building that is well-lit by natural light can bring a range of benefits for business.

To what extent is a building’s enjoyment of natural light protected by the law? And should owners and occupiers be concerned about proposed changes to the law put forward recently by the Law Commission?

The current positionOwners and occupiers of commercial buildings have to rely on their private rights, as the planning system generally does not protect natural light within commercial properties.

Currently, many buildings enjoy a ‘right to light’, which enables objection to be made to nearby development that would result in the light being reduced below a certain minimum level.

Under the current system, rights to light can be claimed after 20 years’ enjoyment of light, unless there was a written agreement with the neighbour that the light was enjoyed by consent. This means that most buildings over 20 years old have a right to light. Newer buildings may enjoy rights in certain circumstances. Tenants can also enjoy rights to light as well as the freeholder (subject to the terms of the relevant lease).

Where a development will reduce the light below certain levels, the person with the benefit of the right to light can either claim an injunction (to prevent the development altogether) or damages. Damages awards can be as much as one third of the developer’s profits from the part of the development that will obstruct the light.

Benefits of natural lightAlthough there is a perception in some quarters that owners and occupiers bring rights of light claims for financial advantage (namely the sizeable damages payments), natural light brings many tangible benefits. Owners and occupiers have a choice whether to enforce their rights to protect the light, or to accept a payment as compensation for giving up these rights.

Such benefits include improved staff mood and alertness. Some studies suggest that this may even translate into startling effects on a business’s bottom line, due to decreased absenteeism and improved productivity.

Given that buildings with natural light are likely to be more attractive to occupiers, such buildings may be worth more. Natural light also leads to obvious environmental benefits (particularly where automatic sensors can turn off electric lights when not needed).

Why is change proposed?Developers have found themselves troubled by a proliferation of rights to light claims and an increase in damages payments (as claimants become more savvy about their ability to claim profit-share damages).

Developers believe that this is impacting on their ability to deliver the good-quality new developments urgently needed for the UK economy. Developers have therefore lobbied for a change in the law and the Law Commission has launched a consultation.

The Law Commission’s proposalsThe Law Commission has put forward a suite of possible options, which interested parties can comment on.

The Law Commission’s proposals, in their current form, do not go as far as developers would like. However, the proposals will have some dramatic impacts on owners and occupiers of property:

● Although the proposals will not remove existing rights, they will take away the ability of any building that is currently less than 20 years old to acquire rights of light by prescription – this will drastically reduce the ability of newer buildings to assert rights● The test for an injunction will be codified, to enable the court to consider the use made of artificial light and the parties’ conduct (including any delay)● A new ‘put up or shut up procedure’ is proposed, whereby a developer can require neighbours to state, within a certain period, whether they want an injunction, failing which

RIGHT TO LIGHT: ALL CHANGE?

atural light is valued by occupiers of commercial buildings. Sophie Schultz

examines the extent to which a building’s natural light is protected by the law

Nthey are precluded from seeking an injunction and can only claim damages.

The Law Commission is not currently in favour of changes to the assessment of damages, but have invited comments. Developers are likely to argue for change.

What next?Nothing is finalised. Interested parties have until 16 May 2013 to comment on the proposals, and it will be necessary to wait until 2014 for the Law Commission’s final report.

Although property owners and occupiers may not initially see the consultation as relevant to them, the Law Commission has said that they want to hear from as many potentially affected parties as possible. With a proposal of this type, most responses are likely to be from developers.

Any responses that the Law Commission receives from owners or occupiers of buildings will be extremely valuable to them.

Key points● The Law Commission has recently put forward proposals to change the law on rights to light● Natural light is valued by occupiers for a number of reasons ● Currently, many buildings benefit from rights of light, giving the ability to object to development that will reduce the light below a certain minimum level● Developers want to see the law changed as they believe the current system is hindering much-needed development● Interested parties have until 16 May 2013 to give the Law Commission their views. FM

LEGALUPDATE

Sophie Schultz is Senior

Associate in Allen & Overy

LLP’s real estate litigation team

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It doesn’t take much of a search on Google to find stories of staff taking ‘sickies’ when they aren’t really unwell. Indeed, some employees get caught out in the most unlikely of circumstances.

Consider Paul Marshallsea from Merthyr Tydfil who, while on sick leave from a children’s charity since April 2012, was recently filmed on an Australian beach grabbing a six-foot shark to prevent an attack. He’s now been sacked even though he could have been genuinely hurt.

In other situations, managers could be forgiven for lacking sympathy with a worker who returns from a holiday complaining that they were sick during their annual leave and that they couldn’t properly enjoy it – particularly if the worker is sporting a suspiciously healthy looking tan.

However, a European Court of Justice case, Asociación Nacional de Grandes Empresas de Distribución (ANGED) v Federación de Asociaciones Sindicales, deals with just this situation, and it does come to a very clear and potentially surprising conclusion: a worker who is unwell during their annual leave can require that their annual leave be rescheduled to a later date. A worker cannot be unwell and take their annual leave at the same time.

How does this work in practice and what do line managers need to know when handling these situations?

The impact of sickness on annual leaveA worker continues to accrue statutory holiday during sickness absence, even if they are absent for the whole holiday year. This means that a worker who has exhausted their sick pay entitlement could request to take paid holiday during their sickness absence. It is generally agreed that workers who are not permitted to take their statutory holiday while they are on sick leave are allowed to carry holiday over to the next holiday year.

But what happens when a worker becomes sick before or during their annual leave?

The ANGED v Federación de Asociaciones SindicalesA Spanish collective agreement did not allow for workers to postpone annual leave where it coincided with sick leave for general ill heath. The matter was eventually referred to the Court of Justice of the European Union (CJEU).

The CJEU held that EU law excludes any national laws that do not allow workers to take the annual leave that coincides with a ‘period of unfitness’ at a later date. The CJEU distinguished between the purpose of annual leave and the purpose of sick leave. Annual leave enables workers to enjoy a period of relaxation and leisure; sick leave enables workers to recover from an illness. It would go against the purpose of annual leave to allow a

worker to reschedule a period of leave only if he was already unfit for work when the annual leave commenced.

The CJEU also held that the rescheduled period of annual leave may be taken outside the relevant holiday year if necessary.

Best practiceManagers will have to be flexible in their approach to their worker’s requests to postpone annual leave if they are sick before or during their holiday. UK courts and tribunals will need to seek to interpret current UK legislation in a manner compatible with the CJEU’s decision. The government is consulting on amending UK regulations to reflect the European position.

With this in mind, HR departments should have clear policies in place for managers setting out the circumstances in which workers will be entitled to reschedule annual leave.

There should also be a requirement that the usual notification and evidence requirements are met by a worker who claims to be sick, in whatever circumstances. A worker may be inclined to ‘take advantage’ of the opportunity to reschedule holiday if they are only required to telephone their manager first thing in the morning on their day off in order to confirm that they would prefer to take that day off as sick leave.

This also ensures a consistent approach to absence across the business and avoids someone returning to work after a week’s

SICKNESS ABSENCE AND HOLIDAY ENTITLEMENT

recent European Court of Justice ruling established that workers who

fall ill during annual leave can legally ask for it to be rescheduled, explains Mark Stevens

Aholiday complaining of being too ill to enjoy their holiday.

It’s also wise to have a policy that a worker may only reschedule their statutory holiday entitlement, as opposed to any additional contractual entitlement. A full-time worker is entitled to a statutory minimum of 5.6 weeks (28 days) leave per year. Some businesses may offer more than the minimum level of holiday entitlement and, if so, the annual leave policy should make clear that the opportunity to reschedule holiday will only apply to the statutory element of their holiday entitlement.

Consequences if the rules are not followedThe UK courts and tribunals are yet to hear a case from a worker arguing that they were not allowed to reschedule holiday because of sickness. It is likely that where a complaint is well-founded, the tribunal will make a declaration to that effect and may make an award of such compensation as is fair in all the circumstances, having regard to the manager’s failure and any loss sustained by the worker as a result.

Workers could also potentially pursue a claim in an employment tribunal if they suffer a detriment as a result of asking their manager to reschedule their holiday as a result of sickness. Managers should bear this in mind when considering the worker’s request and ensure that it avoids treating the worker differently in the future as a result. FM

LEGALUPDATE

Mark Stevens

is a solicitor at Veale

Wasbrough Vizards

“A worker who is unwell during annualleave can require that their annualleave be rescheduled to a later date”

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FM MONITOR �MARTIN BELLFM MONITOR �MARTIN BELL FM MONITOR �MARTIN BELL

With the current economic climate, there is considerable pressure on FMs to deliver ‘more for less’ and to reduce operating costs. This challenges FMs with delivering the ultimate objective of ‘the right service, at the right place, at the right time and for the right cost’. The following principles help to support sustainable cost reduction:

1⁄Prepare: Be open to radical or creative

opportunities (for example water bore holes). Perform a high-level assessment of the ‘ease of implementation’ versus the level of savings. Ensure clarity on the maximum payback period for spend-to-save initiatives. This will allow you to prioritise initiatives that can be achieved in the short term. This helps to ensure any savings activities fit within the wider CRE & organisational strategy.

KEY QUESTION: Will reductions support the overall competitive position of the organisation?

2⁄Engage key stakeholders:

Facilities services provide support to the organisation. Asking department managers for input will help generate buy-in for changes. Stakeholders may help with prioritisation when it comes to service reduction standards.

early all organisations want FMs to reduce cost. Done badly, cost

reduction delivers short-term gain and long-term pain. Martin Bell puts forward key principles to deliver sustainable cost reduction

KEY QUESTION: Can key stakeholders be used to facilitate rather than prevent cost savings?

3⁄Undertake organisation

design: Consider who delivers the service and analyse where there is inefficiency. This could be at the point of transfer from one service to another, or a duplicated function, such as helpdesk. Be willing to challenge and change between insource/outsource delivery model.

KEY QUESTION: How could the structure of the delivery organisation change to reduce inefficiency?

4⁄Challenge demand:

Smart procurement involves regularly challenging service delivery and service standards. Often service has remained consistent, despite changes in the importance of service cost versus end-user experience or the organisation’s risk profile. Recharging and education can be effective in changing behaviours such as consolidating space, reducing demand for services.

KEY QUESTION:

What opportunities are there to reduce cost by challenging behaviours and specifications?

5⁄Pioneer sustainability:

Organisations have rarely invested appropriately to obtain the necessary data to implement savings. Engineering initiatives that offer “spend to save” opportunities should be assessed as well as reducing unit costs by better procurement. Sustainability should be considered across all FM services to identify potential savings (eg waste reduction).

KEY QUESTION: What supply AND demand savings are achievable across all utilities services?

6⁄Negotiate supplier

reductions: Suppliers are commissioned as FM delivery experts. They can offer advice on how to improve efficiency or reduce costs if approached on a win-win basis. FMs should consider what they can offer in return (for example contract extensions) for support in delivering savings.

KEY QUESTION: What could you offer suppliers that would incentivise them to be proactive in both identifying and delivering savings?

7⁄Explore centralisation:

Certain services might be badly procured and not benefiting from volume discounts or delivered locally with minimum controls. Examples of centralised processes that could reduce cost include sending mail second class and disposal of archiving records.

KEY QUESTION: Would centralisation and economies of scale purchasing provide savings opportunities?

N 8⁄Use technology wisely:

Technology can be embraced to provide new efficiency opportunities. This can range from virtual receptions, enhanced BMS controls to reduce energy, or automating the helpdesk work request management process. Technology can support better quality data that can, in turn, inform further cost reductions.

KEY QUESTION: How can technology, or current CAFM / BMS systems be used to drive efficiency?

9⁄Forensically analyse:

Benchmarking can be used to undertake cost comparisons or to justify budget. This misses an opportunity to analyse service cost models to understand how quality and volumes drive cost. Benchmarking should be used as the tool to ask the questions, not to give you the answer. Specialist companies might be able to provide technical audits of individual services (water consumption and charges) to identify savings.

KEY QUESTION: What services can we benchmark or examine in more detail to probe potential savings?

10⁄ Enhance income: It might

be possible to reduce subsidy levels for catering, increase retail income, or even obtain income from unusual routes such as advertising. Consider what services the workforce leaves the facility to obtain. Is there a commercial opportunity in providing services (dry cleaning) or different services (extended opening times). FM

HOW TO…DELIVER SUSTAINABLE FM COST REDUCTION

Martin Bellis director,

FM strategic consulting,

Bell Associates

KEY QUESTION:

What opportunities arethere to reduce cost bychallenging behavioursand specifications?

KEY QUESTION: What services can we benchmark or examine in more detail to probe potential savings?

KEY QUESTION: How cantechnology, or currentCAFM / BMS systems be used to drive efficiency?

KEY QUESTION: What supply AND demand savings are achievable across all utilities services?

KEY QUESTION: What could you offer suppliers that would incentivise them to be proactive in both identifying and delivering savings?

KEY QUESTION: Will reductionssupport the overallcompetitive position of the organisation?

KEY QUESTION: Can key stakeholders be used to facilitate rather thanprevent cost savings?

KEY QUESTION: How could the structure of the delivery organisation change to reduce inefficiency?

34_HowTo.SR.indd 3434_HowTo.SR.indd 34 03/04/2013 17:4303/04/2013 17:43


BS EN 15780 ‘VENTILATION FOR BUILDINGS – DUCTWORK – CLEANLINESS OF VENTILATION SYSTEMS’

TECHNICAL

The heating, ventilation and air-conditioning (HVCA) industry has been identified as needing greater regulatory transparency. The aim is to create cleaner and more efficient ventilation systems.

The need was formally recognised by the British Standards Institution (BSI) on 30 November 2011 in the new standard: BS EN 15780 ‘Ventilation for Buildings - Ductwork - Cleanliness of Ventilation Systems’.

Legislation identifies the cleanliness standards that should be met in a variety of situations, where ductwork is installed and regularly maintained.

The standardised levels of cleanliness in ductwork systems are designed to cater for the building’s intended use. The standard offers clear guidance to both the company installing the system and the facilities managers responsible for its maintenance It outlines the frequency of inspections and levels of cleanliness required in order to maximise efficiency, lengthen the

new British Standard for cleanliness levels in the HVAC sector has

been designed to reduce confusion within the industry, explains George Friend

system’s service life and achieve optimum levels of air purity for the building, in line with its intended use.

Until the introduction of BS EN 15780, many newly-installed ductwork systems had been handed over to the user in sub-standard conditions, stemming from confusion and ambiguity concerning acceptable levels of cleanliness. Prior to 2009, a common misconception was that the protection of ductwork on a construction site would be regarded as being sufficient for the maintenance of internal cleanliness in a newly-installed system.

An attempt to rectify this situation occurred in 2009, when the Heating and Ventilating Contractors’ Association published its Guide To Good Practice, Internal Cleanliness Of Ventilation Systems.

The guide recommended that “protection of ductwork on a construction site will not guarantee internal cleanliness of ductwork. Where specific confirmation of internal cleanliness is required, it will be the

responsibility of the designer to specify the inclusion of a specialist cleaning contractor on the outset of a contract to internally clean newly installed ductwork just prior to commissioning work commencing.”

However, as the guide failed to specify standards for both new and existing systems, greater clarification was still needed.

Formalising a standard (which applies across Europe) provides clarity for those responsible for the installation and maintenance of such systems, eradicating confusion over just how clean newly installed ductwork should be.

The new standard details three classification levels for buildings that are dependent on the intended use. In turn, these classes then determine the inspection frequencies for the ventilation systems within. These inspections should be undertaken on an annual basis as an absolute minimum. Cleaning of the installation will only occur once the levels of dirt and debris that are present within a system exceed the clearly defined levels in the EU legislation.

The new guidelines apply to both existing and newly installed systems, and there are three different prescribed levels for each type of system. As a rough guide, the three levels can be defined as such:● Low – for low occupancy rooms, such as storage rooms● Medium – for higher occupancy rooms, such as general offices,

Ahotels, restaurants or schools ● High – for specialist environments, such as treatment areas in hospitals and laboratories Whether you’re a facilities manager, building owner or responsible for health and safety compliance within your company, you will need to ensure that you are completely familiar with these new guidelines that apply to your industry.

Many in the industry welcome the fact that this year, ventilation and air quality, are topics of particular interest within the European Parliament. Indeed, 2013 has been marked as the ‘EU Year of Air’, after a HealthVent Consortium met to discuss the quality of health-based ventilation guidelines. The aim of the HealthVent project is to protect people in places such as schools, nurseries, offices and homes against the health problems caused by poor indoor air quality. It also aims to ensure that energy is being used efficiently, and the review represents an opportunity to improve public health by tightening air quality standards.

In recent years Europe has made great strides in tackling the emission of air pollutants; but a large proportion of the population remain exposed to excessive concentrations of certain air pollutants, leading to a great many health risks.

Standards such as BS EN 15780 can only help to preserve the purity of the air that we breathe and extend system life expectancy and efficiency. FM

George Friend, chief

operations officer,

Ventilation Surveys &

Services Ltd

“Until BS EN 15780, many ductwork systems had been handed over in sub-standard conditions”

FM MONITOR �GEORGE FRIEND

ISTO

CK

35_Technical.indd 3535_Technical.indd 35 04/04/2013 14:4104/04/2013 14:41

FM MONITOR� XXXXX


FM MONITOR� JOHN BOWEN

s well as boosting your own profile and CPD points total, taking your

place on a BIFM judging panel is a perfect networking opportunity, finds John Bowen

A

My introduction to judging in the BIFM awards came out of the blue. I had met Nigel Maydew when he had taken over chairing the judging process and was working with Peter Cordy (then chair of the BIFM), to make changes to the judging process. Nigel and Peter had both encouraged me to get involved, but before I had too much time to consider becoming a judge, I had a call asking if I would be one of a panel to spend a day listening to presentations from contenders in one of the award categories – I was on my way.

This year will be my fifth season as a judge. So what is it that keeps me coming back? Part of it, as with any volunteering, is about putting something back into the industry, but it goes deeper than that. For me, one of

the aspects that appeals is that it encourages me to challenge my own thinking and to look at other organisations and the way they are approaching the issues we all face. Understanding how other people think and talk about the things that work, or otherwise, is a stimulating experience.

Some judging is done, as with my first session, in a panel session in the conference room with a succession of entrants coming through to present their cases. Other sessions include site visits, which present other opportunities to learn. Often, you come across aspects of another operation that you wouldn’t otherwise have had the chance to see.

Such visits also make me consider the way that I think about how I might approach the same problems and the range of

sites can be very diverse. Last year, on successive days I visited a large manufacturing plant, a modern office block and a high-security research establishment.

Taking three days out of a week is a commitment, especially when you have a day job as well, but the requirement is for a judge to be able to commit to at least two site visits or panel sessions between May and July, which is not too onerous.

When I first started out as a judge, I was working for a well-known FM brand and it took the view that judging was an element of CPD and was happy for me to take part on that basis. In a typical judging season, I probably do around three panel sessions and three-to-five site visits over the three month period.

The judging processIn my first couple of sessions,

I found it a little daunting to be lined up among some well-known FM personalities. However, the other judges are welcoming and helpful to newcomers. The marking process is a simple one and the expertise and knowledge that you bring is respected and encouraged in the discussions because, unlike TV panel shows, the awards judges don’t have to ham it up for the cameras and stage fake fallings out to keep an audience amused.

Every judging season brings with it a host of encouraging signs for the future of FM. The

scale and scope of people’s ideas and enthusiasm shines through – during every judging session, I’ve come away having seen, or heard about, something that has fired my own imagination.

These days, I tend to be involved in around three categories depending on the needs of the lead judges. That will see a mixture of site visits and panel sessions and my diary is waiting for news of when and where I’ll be needed. What this season will bring in terms of entries I don’t know as yet, but I can be certain that I shall meet many new people and a few old friends, will be surprised by some of what I see and come away having learned a lot. Most of all, I’ll have some fun and I’m looking forward to getting under way again.

Could you be a judge too? You will also need to be able to help generate entries and evaluate the written submissions. You need to be a current BIFM member and to have a specific interest in one or more of the categories that play to your strengths. Any of the current or former judges will be happy to talk to you about their experiences and you are likely to come across at least one at most BIFM networking events.

If you would like to know more, visit this link on the BIFM website for more information: www.bifm.org.uk/bifm/news/6867

BEING A JUDGE FOR THE BIFM AWARDS

WHAT’S IN IT FOR ME?

“Last year, on successive days Ivisited a large manufacturing plant,a modern office block and a high-security research establishment”

Judging the best: Could you help decide who wins a BIFM award?

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(square metres)

FM MONITOR� MARKET INTELLIGENCE

INSIGHT

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

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

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

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

ECONOMY UK PUBLIC SECTOR EMPLOYMENT – Q4 2012

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

RETAIL SPACE DEMAND

Retailers across Europe will need 25 million square metres of new logistics space by 2017. The speedy growth of online shopping is predicted to create huge demand for new distribution centres.

The fact that customers need to be able to order online and collect in store will require large ‘e-fulfilment’ facilities. Amazon has a number of such facilities in Europe of 100,000 square metres or over, while Zalando’s Erfurt facility in Germany is 128,000 square metres.

Meanwhile, high volumes of returns from deliveries will necessitate smaller centres close to customers.

Multi-channel retail will evolve into omni-channel retail, to provide a fully integrated, seamless customer shopping experience. Source: www.joneslanglasalle.eu

INDEX OF PRODUCTION

The seasonally adjusted production index fell by 2.9% in January 2013, compared with January 2012.

There was a fall of 2.2% in the waste management sector and 3% in manufacturing, offset by a 4.5% increase in the energy supply sector.

Between December 2012 and January 2013, the index of production fell by 1.2%, due to a fall in the manufacturing sector of 1.5%. This follows rises of 1.1% in production and 1.5% in manufacturing between November and December 2012, resulting in both sectors returning to levels similar to November 2012. Source: Office of National Statistics (www.ons.gov.uk)


SEASONALLY ADJUSTED PRODUCTION AND MANUFACTURING

NEW E-TAILING DISTRIBUTION NEEDS LARGE AND SMALL WAREHOUSES 110

108

106

104

102

100

98

96

942011 JAN 2011 JUL 2012 JAN 2012 JUL 2013 JAN

Index of manufacturingIndex of production

IND

EX Y

EAR

200

9=10

0

PARCEL HUB FACILITIES

(DHL/PARCELFORCE)

5,000

JOHN LEWIS(CUSTOMER

DELIVERY HUB)

8,000

TESCO.COM CENTRE

12,000

AMAZON DUNFERMALINE

93,000

ZALANDO EFURT

128,000

DURING Q4 2012, TOTAL UK PUBLIC SECTOR EMPLOYMENT DECREASED FOR THE THIRTEENTH CONSECUTIVE QUARTER BY

TO

5.7MDURING Q4 2012, EMPLOYMENT IN UK LOCAL GOVERNMENT DECREASED BY

32,000 AND EMPLOYMENT IN THE CIVIL SERVICE IN GREAT BRITAIN DECREASED BY

4,000

DURING Q4 2012,UK CENTRAL GOVERNMENT EMPLOYMENT INCREASED BY

11,000 AND EMPLOYMENT IN UK PUBLIC CORPORATIONS INCREASED BY

1,000

DURING Q4 2012, UK PRIVATE SECTOR EMPLOYMENT INCREASED FOR THE SIXTH CONSECUTIVE QUARTER, BY AN ESTIMATED

151,000 TO 24m

AT Q4 2012, THE NHS WAS THE INDUSTRY THAT MADE UP THE HIGHEST PROPORTION OF UK PUBLIC SECTOR EMPLOYMENT, ACCOUNTING FOR 27.3% AT

1.6m THE LEVEL OF EMPLOYMENT IN THE NHS AT Q4 2012 HAD INCREASED BY

7,000 (0.5%) COMPARED WITH Q3 2012

20,000

27%

37 Insight.sr.indd 3737 Insight.sr.indd 37 03/04/2013 17:2203/04/2013 17:22

BIFM NEWS� BIFM.ORG.UK


SUSTAINABILITY

Sustainable FM surveyHow do we know what the facilities manager’s responsibilities are, in relation to the environment and corporate social responsibility? Is the FM prevented from doing more, solely for financial reasons?

Now in its 7th year, the BIFM’s sustainability survey helps to provide answers to these and other questions. This annual survey, developed in association with the University of Reading, asks practicing FMs about sustainability in their organisations. It provides valuable information on what is taking place in workplaces across the country.

It also helps us to understand the wide remit that FMs have in relation to sustainability, as well as the barriers and incentives they experience. Changes over the years in responsibilities and the importance placed on sustainability by organisations can also be analysed.

Chair of the BIFM sustainability special interest group (SIG) Lucy Black said: “It is important for us to hear from FMs in all kinds of workplaces. What is really helping them to make their operations more sustainable? What is holding them back? BIFM members are great at helping us with this survey every year and we are looking forward to having another good response”.

Thanks to survey sponsors, Open Energi www.openenergi.com.

i Everyone is encouraged to complete the survey, which can be found at www.bifm.org.uk/sust2013

BIFM AWARDS

Entries closingYou only have a few weeks left to enter the BIFM Awards.

Entries close on 26 April.Don’t miss your chance to

shine in this year’s awards. Winners will be announced in front of 1,300 FM professionals at the BIFM Awards ceremony on 14 October 2013. Tickets and tables are available now. Secure your place today, and guarantee a prime position at the event.

Award categories:● Excellence in Customer Service Recognising FM organisations and/or teams who create and deliver effective solutions for customers.● Excellence in Product Development Recognising the products making a positive impact in the workplace and the social environment. ● Facilities Manager of the Year Recognising outstanding personal and professional performance in FM. ● FM Excellence in a Major Project Celebrating a project making a significant contribution to an organisation’s operating style, affecting most employees. ● FM Service Provider of the YearRecognising outstanding service delivery and excellence from any service provider, large or small. ● Impact on Organisation and Workplace

or categories you wish to enter, simply complete the short entry registration form available from www.bifm.org.uk/awards2013, or email [email protected].

You will then have until the closing date of 26 April to submit your full entry (28 June for the FM of the Year category).

The entry guidelines document contains further details on the categories and entry process. There is also a web page for each award category on the BIFM website, on which you can read judge’s reports on previous winners and view FM World case studies. This information may help you to compile your entry.

Good luck – make 2013 the year you inspire the facilities management profession!

i Learn more or book tickets at www.bifm.org.uk/awards2013,email [email protected] or call 01279 712 640.

NEW BRANCH

Channel IslandsThe Channel Islands now has a new branch of the BIFM, and

Celebrating functional and desirable working environments making a contribution to job satisfaction and productivity.● In-House Team of the Year Recognising the outstanding contributions made by an in-house FM team in organisations, large or small. ● Innovation in the Use of Technology and Systems Recognising the best in technology innovation. This can be simple and inexpensive technologies, or the most complicated rationalisation.● Learning and Career Development Recognising organisations or teams showing commitment to improving knowledge/skills of their FM people.● Profound Impact on the Industry Over the Last Five Years Recognising the individual, organisation or project that has made a profound impact over the last five years. ● Sustainability and Environmental Impact Rewarding the outstanding on-going delivery of sustainable and environmental initiatives.

Once you decide which category

Entries are closing for this

year’s BIFM Awards, held at

the Grosvenor House Hotel in

October

KEEP IN TOUCH

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

38-40_BIFMNews JR.indd 3838-40_BIFMNews JR.indd 38 04/04/2013 14:4004/04/2013 14:40


BIFMCOMMENT

ince the government announced in 2011 that building information modelling (BIM) would be a requirement for all government projects by 2016, BIM has become the flavour du jour. However, although it is one of the most talked-

about concepts in the built environment, the view of it within facilities management, both as a profession and as an industry, has been mixed.

The BIFM’s own FM Leaders Forum, ‘BIM and FM: Bridging the gap for success’, which took place in autumn 2012, highlighted a ‘language gap’ between designers and builders focused on capital expenditure on one side, and FMs and property teams focused on operations on the other. Until now, BIM has mainly been used by and developed within the construction side of the built environment hierarchy. As a result, there appears to be a lack of understanding about the real value that facilities management brings to the wider built environment.

That’s why the BIFM is delighted to have joined with other professional bodies, trade associations and institutes representing the FM industry, owners and occupiers, to form the BIM4FM group. Perhaps more importantly, and most significantly, this group includes some representation from the design side too.

The group consists of representatives from several leading organisations that all have a strong interest in ensuring FMs recognise the importance of raising the profile of BIM across our community: BIFM, Building Services Association, Building Services Research and Information Association, Chartered Institution of Building Services Engineers, Facilities Management Association, Royal Institute of British Architects and the Royal Institute of Chartered Surveyors.

One of the group’s main aims is to provide an avenue for industry input into the ongoing development of BIM and Government Soft Landing (GSL) work. This is being developed through the Cabinet Office Government Property Unit and BIM Task Group.

After all, BIM is not a tool or solution. For facilities management, BIM is a process which will require a new way of working. To be successful it will require a cultural shift and collaboration from across the built environment supply chain. Working with our industry partners we hope that FM and end users will be able to increase our share of voice.

The BIM4FM group has already highlighted some key tasks that it intends to work on. These include defining what BIM means to FM, identifying and communicating its benefits, as well as generally raising its awareness and profile across our community.

Over the coming months there will be much to clarify, but it is obvious that BIM is not going to go away. It is not a fad – it is a process that will need to be added to the skillset of the UK facilities management profession, and as such, all of us will have a role to play in promoting and understanding this new way of working.

i Download the FM Leaders BIM paper at www.bifm.org.uk/fmlf

S

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

BIM4FM – COLLABORATIVE WORKING

ACROSS THE INDUSTRY

to mark this achievement, the branch will be officially launched on 23 April in Jersey (afternoon event) and 24 April in Guernsey (morning event). The Islands are part of the United Kingdom but have their own forms of government.

The Channel Islands consist of five islands and the new committee will represent all the islands.

The Channel Islands is a major offshore finance centre for the majority of the world’s global banks and financial institutes. The branch committee members consist of volunteers across the islands and from different areas of FM, including:● Naomi Fry (Investec)● Katherine Torode (RBS)● Alan Tomine (GFSC)● Susan Leonard (ISS)● Kim Naylor (Kleinwort Benson)● Niall McClure (G4S)● Christina Bacon (ABN AMRO)● Darren Etasse (AFM)

The new BIFM branch will allow Channel Island members to network with other local facilities teams and suppliers, and share knowledge and experience. The members will be a source of support for each other, with professional development events raising the profile of the industry on the islands and further afield.

A number of events on topics such as building compliance are currently being arranged for 2013. The branch would like to improve the accessibility and awareness of facilities management training, and qualifications, for its members. The committee plans to provide regular events and the information required by members on the islands, and support their development within the industry.

BIFM deputy chair of Channel Islands branch, Darren Etasse

Gareth Tancred is chief executive at the BIFM

“THE BIM4FM GROUP WILL PROVIDE AN AVENUE FOR INDUSTRY INPUT TO THE ONGOING DEVELOPMENT OF BIM AND GOVERNMENT SOFT LANDINGS WORK”


BIFM NEWS� BIFM.ORG.UK


he way we work is undergoing a revolution. Agile working is becoming much more popular, thanks to new technology that

allows work to be done in a more mobile way, independent of location.

For many it will involve working within their office building from a variety of shared settings, chosen for being best suited to the task, rather than from a traditional single, allocated desk. For others, it may involve working remotely on customers’ sites, on the move, or even from home.

Whatever the working style, its success lies in enabling people to work more effectively than before, and also, how well the intended changes are sustained.

At first sight, the changes involved can appear straightforward, and do not merit more than a passing mention. However, experience has shown that such assumptions are usually ill-founded. The focus is often on changes to facilities, technologies and work environments.

But challenging as those aspects may be, they can pale into insignificance when compared with the behavioural changes that are necessary. The effective operation of most agile working initiatives is likely to pivot on behavioural changes for some, adapting to a different set of practices for others, and coping with new situations for all. Successful implementation therefore involves planning and managing change on both rational and emotional levels through supporting individuals, teams, managers and leaders to align how they work with what they need to achieve.

While many of those responsible for implementing agile working projects have traditionally been well equipped to manage workplace changes, most have not received any training or tools to handle the people issues critical for success.

Twenty-five years ago when agile working was in its infancy there was little help around. Today we are able to draw on the experiences (good and bad) of the many tens of thousands of people for whom agile working is a daily reality. Being able to learn from their experiences using this people-centred approach must surely be an advantage.

For those interested in this subject BIFM Training are running a new one-day course titled ‘Delivering Sustainable Change’. Presented by the author of this article, Wes McGregor, along with Karen Plum, the programme aims to provide those responsible for planning, implementing and managing agile working programmes with a detailed understanding of the process to follow for successful and sustainable change. Course dates – 10 July and 20 November 2013. Call 020 7404 4440 or email [email protected]

BIFM TRAINING

T

DELIVERING SUSTAINABLE CHANGEsaid: “The islands have a large number of facilities managers and suppliers, and to have our own branch, within the islands, will help raise the profile of the industry and allow our members to network and train together.

Etasse added that the launch of the branch would promote “increased BIFM membership growth on the islands, allowing our advancement of our profession to continue pro-actively’’.

i Book your place at the launch events on 23 and 24 April. For the Jersey event, visit www.bifmjerseylaunch.eventbrite.com, contact [email protected] or call 01534 812 077. For the Guernsey event, visit www.bifmguernseylaunch.eventbrite.com, contact [email protected] or call 01481 702 581.

IRELAND REGION

Ulster museumBIFM Ireland Region recently organised a visit to the Ulster Museum. Here, Dan Uprichard MBIFM reviews the event.

“We were met by Les Mclean the head of operations at the museum and Ray Williams, facilities manager. The museum was closed between 2006 and October 2009 while renovations were undertaken. The original building was designed in 1912 by James Cumming Wynne, but due to the First World War, work was delayed until the 1920s.

By 2005, the museum had again outgrown its exhibition space and it needed rejuvenation. The process has been very cleverly planned; although the new museum has exactly the same footprint as the older one, the designers still managed to create an extra square kilometre of exhibition space, with no extension being added.

The building closed in 2006 when a huge project took place to move the majority of the exhibits

off-site for conservation purposes to preserve their integrity.

After three years of extensive refurbishment, all the exhibits were then carefully moved back into the new exhibition areas. It was a worthwhile visit, getting an insight to the workings of a modern national museum.”

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

THINKFM

Research programmeFor the second year running, Workplace Law is responsible for the compliance content of ThinkFM, the leading annual conference in the FM calendar.

Given the success of the compliance specialist’s research-led content last year, it is once again conducting original research and evaluating performance across the FM sector. This year, it is looking specifically at talent and competency, sustainability, behavioural safety, use of technology, and the issue of FM’s reputation and the professionalism of the industry.

ThinkFM’s theme for 2013 centres on leadership and aims to inspire delegates to raise their game, make their case, and realise their value – across three hubs: Performance, Talent and Relationships. The research will focus on all of these areas, centring around the theme of leadership, and will look to discover how high-performing organisations manage these areas and the benefits that such a focus brings.

i Are you interested in taking part? Contact [email protected] directly if you’re keen to help shape one of the largest programmes of research into the FM sector this year. Confirm your place at ThinkFM www.thinkfm.com


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

INTERNATIONAL EVENTS

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

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

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

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

INDUSTRY EVENTS

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

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

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

10 June | ThinkFM 2013The leadership challenge. ThinkFM is a day of learning, debate, interaction and networking, brought to you in association with Workplace Law. Delegates will take away new ideas to make a diff erence to their organisations. There will be three hubs: talent, performance and relationships in FM. Keynote speeches fromJim Lawless, CEO, Taming Tigers, and Chris Kane, facilities director, BBC.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 is designed to celebrate the increasingly strategic profi le of FM by highlighting the key role it plays in the success of public and private sector organisations. The night of the awards ceremony brings together the leaders of our sector with the winners, fi nalists and high-profi le guest presenters to celebrate excellence in FM.Venue: Grosvenor House Hotel, London Contact: [email protected] or call 0845 058 1356

BIFM SIG EVENTS

18 April | Sustainability SIG – Strategic asset management in the water industryFrom 6pm. A presentation on the longer-term challenges and opportunities facing the water industry, considering customer and regulatory expectations, against a backdrop of changing weather patterns.Venue: Room G01, Bartlett Central, Central House, UCL, 14 Upper Woburn Place, London, WC1H 0NNContact: Register at tinyurl.com/cagva35 or email Wisdom Kwawu at [email protected]

25 April | Education SIG – Education and training for FMs Agenda and presentation list to be advertised soon. Registrations on a fi rst-come, fi rst-served basis.Venue: Sheldonian Theatre, Oxford UniversityContact: Email Mark Gale at [email protected]

CHANNEL ISLANDS REGION

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

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

HOME COUNTIES REGION

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

LONDON REGION

7 May | Question TimeA panel of six leading industry guests, led by a chairperson, will debate hot issues from the world of FM, with audience participation.Contact: [email protected]

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

SCOTLAND REGION

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

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

SOUTH WEST REGION

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]

FM DIARY

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


41_Diary JR.indd 4141_Diary JR.indd 41 04/04/2013 14:4104/04/2013 14:41


BEHINDTHE JOB

What attracted you to the job?I wanted to make a difference in some way to the workplace and I always had an enquiring mind and probing attitude. I would interfere with what was happening around the office. One day, I read a facilities management magazine and decided that I wanted to be an FM .

What’s been your career high point to date?Achieving my post-graduate grade in my degree and moving to the BA, which completes this year in FM. Also becoming a regional manager and being part of the operations team in my company.

Which FM myth would you most like to put an end to?It is about hard services – it certainly isn’t. FM is about bringing the people together to work in harmony with the building and involves soft and hard services as well as good management, leadership, strong people management, communication, planning and organising, as well as numerous unexpected tasks.

Any interesting tales to tell?I was once asked to get a swarm of bees out of a tree as they were causing a hazard.

If you could give away one of your responsibilities to an unsuspecting colleague, what would it be?I enjoy the challenge of all my responsibilities, but I think if I could give away one it would be report

writing and admin. The admin holds back my creativity, and it would be great to just hand it over and do more exciting tasks.

If I wasn’t in FM, I’d probably be… A professional gardener or own a smallholding with rare breeds. I love working outside and being busy.

How do you think facilities management has changed in the past five years?I think it has become more professional and FM is seen as a career path. I also think that companies are beginning to see FM as a core function, although working at board level and influencing decisions is still quite a long way off.

And how will it change in the next five years?I think FMs will need to be more innovative in their approach. An understanding of not only the FM function, but an increased understanding of business strategies to aid decisions for the future will be required for FMs. I can see more women entering the profession and with that bringing different approaches. The environment and CSR/sustainability will be more important and having an understanding of these policies and how FM can influence a change will be critical.

What single piece of advice would you give to a young facilities manager starting out?Be prepared to work hard, sometimes for long hours. Ask lots of questions to get to the core of a problem.

FM PEOPLE� MOVERS & SHAKERS

NAME: Jayne HeasonJOB TITLE: Regional facilities managerORGANISATION: Bilfinger Facility ServicesJOB DESCRIPTION: Managing a total FM contract, ensuring performance standards are maintained, company communication is delivered to the teams and financial are maintained and managed

The PHS Group has appointed Tony Ritchings (right) as its group director of procurement. Ritchings joined PHS in March 2013 from his former position with construction, facilities and services management company Aspire Defence Services. He has also previously worked with other blue chip organisations including Serco, Amey, Tubelines and National Power. Ritchings will direct and co-ordinate all procurement activity across the group, delivering contractual arrangements, procurement services and practices,

optimising supply chains into the group and ensuring a good commercial balance between ongoing cost reduction, quality of provision and security of supply.

Alan Barratt (above) and Andrew Farrar have joined Soxedo’s Property Solutions division. Barratt is head of supply chain consult, joining the company from Barratt & Co Consultancy, where he was managing director. Farrar joins as head of projects, previously working at CBRE, where he headed up the UK Nestlé account.

He has also held senior roles within large corporate service providers such as Sulzer Infra & Mowlem (now Carillion), where he managed HSBC properties.

Aramark has appointed Emma Burbage (above) as logistics controller, UK. Burbage will drive the day-to-day operational performance of Aramark’s on-site logistics and manage its distributor relationships. She joins Aramark from The Restaurant Group, where she was group supply chain manager.

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

42_PeopleAndJobs JR.SR.indd 4242_PeopleAndJobs JR.SR.indd 42 03/04/2013 17:2203/04/2013 17:22


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

www.fm-world.co.uk

FM innovations

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Appointments

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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

Business Development Manager London with UK travel • To £69,000Our client is looking to recruit a Business Development Manager for a new role within its Catering division. As the BDM, you will be based in the central Business Development team, so will have a cross Business Unit focus. This role will involve the management of the bid process, bid planning, project management, preparing the bid submission and finally managing the preferred bidder stage and closing the deal. You must have a proven track record in a similar role with a strong understanding of the Catering industry. In addition, you must be able to identify new business streams. Excellent communication skills are required and ideally, you will have experience within patient catering in a healthcare environment.Ref: 220721

Facilities Management Consultant Central London • £35,000-£45,000A Facilities Management Consultant is required to join a leading consultancy within a growing team in an excellent role which has plenty of room for significant development and progression. Working on an array of commissions across a high-profile client base (covering public or private sector organisations), you will engage on projects including FM strategic reviews, PFI/PPP support, FM procurement, FM benchmarking, Whole-Life and Life-Cycle-Costing. Applicants must have an operational FM background, preferably combined with strategic FM exposure. Experience of working in a consultancy capacity, a strong technical background and lifecycle costing experience will be highly beneficial. Excellent communication and report writing skills are also essential. Ref: 218741

London FM Opportunities

FM New appoints110413.indd 044FM New appoints110413.indd 044 04/04/2013 11:4804/04/2013 11:48

FM WORLD |�11 APRIL 2013 |�45jobs.fm-world.co.uk

Director of Facilities

We will be looking for the following skills and

experience:

• A minimum of 5 years management experience including recruitment of staff, coaching, performance management daily operations management, discipline and counselling

• A minimum of 3 years facilities experience demonstrating extensive knowledge of systems such as HVAC, plumbing, electrical, mechanical and code compliance

• Possess extensive knowledge of all re & Health and Safety regulations and associated regulations

• Working in partnership with third parties including contractors

• NEBOSH certi ed• HNC quali ed• Associated professional quali cations• Ability to manage multiple and con icting stakeholders• Computer literate • Exceptional analytical skills in the ability to link information to

action and results• Good organizational and time management skills• Ability to travel throughout the UK as required

Bene ts:• Basic salary• Company Pension• Private Health Insurance• Life Insurance• Income Protection Insurance• Holiday Entitlement – 28 days per year plus bank holidays

If you have the necessary skills, experience and quali cations for this post, please forward your cv to: [email protected]

Sunrise Senior Living are looking for Director of Facilities. As the Director of Facilities, you will be responsible for providing overall leadership and management of the facilities management. The primary responsibility is maintaining a safe, clean and comfortable environment for the communities..

The position requires a team player with sound management, organizational and time management skills to meet the UK community business needs.

Sunrise.HPVa.indd 1 03/04/2013 14:25

Senior Village Operations and Services ManagerValue Retail, developer and operator of the Chic Outlet Shopping® Villages in Europe and China, is the only company to specialise exclusively in the development and operation of luxury outlet shopping Villages. Value Retail is pioneering a new retail experience, redefi ning outlet shopping both for the world’s leading brands and for the sophisticated global shopper.

The Collection of Chic Outlet Shopping® Villages by Value Retail is currently home to more than 900 boutiques located within easy reach of some of Europe’s and China’s favourite gateway cities – London, Milan, Munich, Dublin, Barcelona, Madrid, Paris, Brussels, Antwerp, Cologne, Düsseldorf and Frankfurt and, coming soon, Suzhou / Shanghai.

Role:In support of the Operations Director, you will provide exemplary leadership across a team of Value Retail staff and subcontracted professionals. You will be responsible for the overall delivery of our built environment, including: maintenance, security, cleaning, landscaping, traffi c management and supporting future developments and compliance. Skills and Qualifi cations:As a potential candidate, you will have previous experience of leading, overseeing and managing a comprehensive portfolio of hard and soft facilities management, working in a fast-moving and commercial environment.You will have building and plant maintenance expertise, (to include lifecycle forecasting and capital improvements) and Corporate Governance (legal and regulatory) expertise.Elements of your work history will include experience in a shopping centre/luxury retail/multi-site luxury hotel setting.It is essential for applicants to be BIFM or IFMA qualifi ed. Salary: competitive annual salary + car + excellent benefi ts.Closing date: 19 April 2013Send your CV and covering letter of application to: [email protected]://www.valueretail.com/

Value Retail QPV.indd 1 04/04/2013 10:29

www.lewisham.gov.uk

FM Mechanical / HVAC Compliance Officer Ref: RES -12-040

£33,306 – 35,055 p.a. (PO2)Full time – Permanent Lewisham Town Hall Catford SE6 4RU We are currently recruiting to the post of a FM Mechanical / HVAC Compliance Officer, to provide supervision and instruction to the nominated FM Planned Maintenance works contractor, project officers and consultants for the 130 buildings that form the corporate estate, delivered to an exceptional standard, with cost effective and client focused solutions. You will assist the Facilities Contracts & Buildings Manager to develop and manage all of the Hard and M&E services across the portfolio of 130 buildings.

In return, we’ll offer excellent development opportunities, plus a range of benefits that includes a final salary pension scheme, flexible working and the opportunity to make a real difference to our local community.

To find out more, including a full job description and person specification, and to apply, please visit www.lewisham.gov.uk/JobsAndCareers and search council vacancies

Closing date: Midnight, Monday 18 May 2013.

Interview / Test date dates: Friday 29th May 2012.

This post is subject to a Disclosure Barring Service check.

Lewisham Borough Council is committed to safeguarding and promoting the welfare of children, young people and vulnerable adults and expects all staff and volunteers to share in this commitment.

FM New appoints110413.indd 045FM New appoints110413.indd 045 04/04/2013 12:0204/04/2013 12:02

FM WORLD'S 2013 SALARY SURVEY /// FEATURE – BIOMASS BOILERS /// CASE STUDY – BOTANIC HOUSE, CAMBRIDGE /// LEGAL UPDATE – THE ELECTRONIC COMMUNICATIONS CODE /// BUILDING ACCESSIBILITY /// BOTTLED VS. MAINS WATER // ALL THE LATEST NEWS AND BUSINESS ANALYSIS

IN THE NEXT ISSUE OUT 25 APRIL

HOSPITABLE ACTIONS


FINAL WORD� NOTES FROM AROUND THE WORLD OF FM

HEALTH AND SAFETY GONE MAD

MORE AMMUNITION, AS IF WE NEEDED IT

THE SAMEDAYS

2NO

You have to commend the Health & Safety Executive for continuing its 'Myth Busters' campaign (as we report in this issue's news section on page 8). The public's perception of health and safety isn't exactly helped by the many weird and wonderful cases that provide such great tabloid fodder; and it's an uphill battle being fought, valiantly, by the HSE's 'Myth Buster Challenge Panel'.

Some decisions, apparently made by external health and safety consultants, must make the HSE wonder if it can ever get any good PR for its actions. You can almost taste the exasperation of the panelists as they wearily pronounce, yet again, that no regulation has been impinged, or that none exists for the matter in hand, or that common sense is all that should be required. In one case where it claims that a local

ISTO

CK

A research paper by management consultant Steve Henigan and consultancy expert Steve Wright makes for interesting reading, if only for reinforcing certain things we already know. Obsolete Currency of Real Estate suggests that a 20 per cent cut in FM/maintenance expenditure typically saves just 3 per cent in operational costs, whereas the same additional profi t could be generated with an uplift of just 0.25 per cent in staff productivity.

And because property only typically accounts for 15 per cent of operational costs against labour costs of 70 per cent, "businesses should

focus on optimising the working environment by maximising FM to aid staff productivity rather than cutting property costs to be more profi table."

The report then calls for a 'holistic approach' to workplace reviews, with direct input from facilities managers and employees.

So far so obvious, to FMs at least. But as this is the last story in the magazine, we felt it would be good to leave you with the knowledge that reports like this prove you are not alone…

We like enthusiasts, and Alastair Storey – chairman and chief executive of WSH (holding company of BaxterStorey and Benugo) – is certainly one of those. Having been appointed ‘Most Powerful Person in UK Hospitality’, succeeding chef Jamie Oliver in the top spot, Alastair recently addressed the great and the good of the food and drink industry at a lecture in his honour.

Irked by the lack of recognition the catering and hospitality industry receives from government, despite being the fourth-largest employer in the UK, he appealed to government to recognise the 'gem' that they have in the hospitality industry.

Quoting Oxford Economics research commissioned by the British Hospitality Association (BHA), he unleashed a myriad statistics to illustrate how important the industry is to the UK economy; 153,000 new jobs between 2010 and 2012, (28 per cent of all new jobs in the UK over this period); direct employment of almost 2.7 million, (ahead of fi nancial services, education, manufacturing, construction, and defence) and providing a further 1.4 million jobs in the supply chain.

Sounds familiar? Perhaps there could be value in FM partnering with hospitality on any future recognition campaign.

council "is clearly hiding behind 'health and safety' as a convenient excuse," it almost feels like anger.

As well as banning kettles and toasters in the workplace for no good reason, one of our favourite judgments concerns cleaners prevented from wearing woolly hats while cleaning train stations:

"There are no health and safety regulations that prohibit cleaners from wearing woolly hats while working. If there is a concern about the hats impeding hearing or vision, or if it is simply company policy, then this should be properly explained. Otherwise the wearing of woolly hats to protect against the cold would seem to be a sensible thing to do."

You can imagine the panelists making this ruling, getting up and then storming off, shaking their heads in disdain…

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Quantec provide the “best value” service for xed wire electrical test and inspections, PAT testing, load recording and thermographic services throughout the UK. Our competitive rates do not compromise either the quality or the high levels of customer service for which we are well recognised. You may already use our services for which we thank you, but if not please contact us for immediate attention.

Email: [email protected]

Phone: (01634) 865750

Fax: (01634) 861195

www.quantectest.co.uk

The electrical inspectionand testing specialists

Quantec Dec12.indd 1 23/11/2012 12:13

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ENTRIES CLOSE 26 APRIL 2013 (FM OF THE YEAR CLOSES 28 JUNE 2013)

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Documents

2013-04-11 FMW3