2012-04-19 FM World

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 19 APRIL 2012

FMwww.fm-world.co.uk W

How the Port of Tilbury’s FM team is extending its reach

SERVICE CHARGES:

What role should the FM play?

WATERFRONTON THE

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VOL 9 ISSUE 8 �19 APRIL 2012

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CONTENTS

FEATURES

18 Port of Tilbury: The FM team at Port of Tilbury

is thinking commercially by expanding its offering to on-site clients, finds Martin Read

24 Service charges: The amount tenants pay in

service charges can be inadequately monitored and managed, explains Andrew Morley

28 Mintel: Inside the new offices of research

organisation Mintel, ‘flat management’ has helped to define the space, finds Martin Read

34 Sustainable catering: The catering function is

the ideal vehicle through which to communicate an organisation’s green credentials, says Ed Franklin

OPINION

16 Perspective of a facilities manager: John Bowen on public verses private sector

17 Five minutes with Sahar Hashemi, co-founder of Coffee Republic

50 No Two Days

MONITOR

32 Legal: Tony Thiaray explains the Energy Act’s impact on FM

34 Court Report: Beverley Vara outlines a case involving nuisence tort

38 Insight: Market intelligence

REGULARS

40 BIFM news43 Diary of events44 People & Jobs47 Appointments

18 | Port of Tilbury 24 | Service charges 28 | Mintel6 | Flexible working

NEWS

6 Flexible working no substitute for the office, according to report

7 Time is running out to nominate the Rising Stars of FM

8 Project of the Fortnight: Waitrose teams up with Mitie on ‘power centres’

10 Think Tank: how valuable are FM apprenticeships?

12 Business news: Graeme Davies: the spotlight is on the sector’s smaller players

13 Support services provider Europa splits its corporate business

14 Business In Focus: Norfolk Council’s Al Collier explains procurement via Twitter

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visit twitter.com/fm_worldCOVER IMAGE:John Reynolds

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LEADER

few weeks ago, mobile operator 02 trumpeted what it modestly described as “the UK’s biggest flexible working pilot” in which staff who would normally commute to the office were asked instead to work away from the firm’s Slough HQ.

Around 2,500 people took part in what was ostensibly a test of 02’s contingency plans ahead of expected travel disruption during the Olympics.

Results were overwhelmingly positive. A third of staff claimed to have been more productive, no fewer than 2,000 commuting hours were eradicated and employees were able to do more sleeping, relaxing and meeting up with family. Understandably, 02 didn’t miss the opportunity to wax lyrical about how its “newly strengthened networks and collaboration technology” stood up to the increase in traffic, but the wider story is a genuinely positive one and, as a vision of the near future, just as fascinating.

Except for one crucial thing. This “audacious experiment”, the “biggest flexible working initiative of its kind”, lasted for the grand total of a single working day – 24 little hours, as Dinah Washington might have put it. Because the real issue here is surely much larger than the admittedly impressive set of statistics this experiment produced. Yes, electricity consumption went down 12 per cent; yes, there was a cut of 12.2 tonnes of CO2eq and a 53 per cent drop in the amount of water used. And yes, it’s worth noting how the use of instant messaging and data traffic in general rose substantially. But it’s tempting to ask what people were expecting. When you take people out of a building, the cost of running that building is likely to come down substantially. You’re also likely to see a corresponding increase in the volume and cost of staff communication. The figures were indeed impressive – but they were predictable, too.

The most interesting insight into this significant if short-lived experiment came from Ben Dowd, 02’s business director. “Line managers are used to managing people they can see,” he commented. “Managing them remotely is a completely different thing.” And this is where the true challenge for flexible working lies – not in a single day of headline gains and sustainability ‘big ticks’, but in tough decisions that need to be made in two mission critical areas: firstly in the amount of office space needed for the flexible future ahead of us; and secondly

in the management and make-up of teams where flexible working is a relatively untested phenomenon. Sustainability and CSR headlines will result automatically from the genuine accomplishment of getting these things right.

These decisions will have to take into account the more prosaic demands of lease lengths and the entirely different workflows needed to cater for new and often alien appraisals of what constitutes the team dynamic. All this on communication platforms we probably aren’t even aware of yet. (Remember ,Twitter didn’t even exist in 2007. What will we be using in a further five years’ time?)

Flexible working is here to stay and 02’s experiment is a great reminder that it really does work. But the difficult calculations necessary to match future facilities provision to these new ways of working are part of a bigger adventure that organisations are only just beginning to undertake.

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EDITORIAL ADVISORY BOARDSimon Ball, business development manager, Interserve ⁄Jason Choy, director, Persus⁄ Nick Cook, managing director, Haywards ⁄ Robert 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 ⁄ Lionel Prodgers, principal, Agents4RM ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM Tutor and author ⁄ Chris Wood, senior associate at Advanced Workplace Associates

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Tel: 0845 0581356email: [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

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“THE CHALLENGE FOR FLEXIBLE WORKING LIES NOT IN A SINGLE DAY OF HEADLINE GAINS AND SUSTAINABILITY ‘BIG TICKS’, BUT IN TOUGH DECISIONS”

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Flexible working no substitute for the officeDAVID [email protected]

A UK pilot for flexible working has been branded an “astonishing success” – but most employees still prefer to work in an office, a separate global report says.

Corporate real estate networking association CoreNet Global has captured the opinions of experts around the world, concluding that although more people than ever are allowed to work from home or other alternative work spaces, most still prefer the office.

Seventy per cent of workers say the office is the best place to interact with colleagues, while 40 per cent believe the office provides access to better tools and technology, according to the research.

The need for more ‘face time’ to demonstrate value suggests that job insecurity outweighs the attraction of flexible and mobile work in the current working climate, the report concludes.

Alternative work strategies (AWS), where employees are allowed or encouraged to work away from the office, started as a strategy to reduce space, but have ended up being more about configuring more efficiently, according to the report. It adds that 57 per cent of corporations and service providers surveyed said they used space obtained by using AWS to accommodate more staff, while 41 per cent are using it for cafés and meeting spaces.

Other trends and opinions in the CoreNet Global 2012 State of the Industry Report are that technology allowing AWS is advancing rapidly and that ‘bring your own technology’ policies will

result in fewer cubicle and office-types spaces and more open, collaborative spaces.

Despite the conclusions of Corenet Global’s study, a recent flexible-working pilot by O2 in UK, which saw most of the headquarters’ staff stay away from the office, was highly successful, according to the company.

Around 2,500 employees of the telecommunication firm at its Slough headquarters participated in the pilot, working away from the office on one day in February, with only 125 staff working in the building.

On the day, workers saved a total of 2,000 hours of commuting time, with just over half of that spent working instead. Some staff slept more, some spent extra time

WORK PRACTICE

with their families, or on other leisure activities.

Of the staff that took part in the pilot, 88 per cent said they were at least as productive as on a normal day at the office, while 36 per cent claimed they were more productive.

Electricity consumption at the 18,580 square metres (200,000 square feet) office fell by 12 per cent, water use by 53 per cent and around 12.2 tonnes of CO2 was saved, with only 109 cars in the car park, compared to 1,100 on an average day.

The BIFM is launching a Level 7 Certificate and Diploma in Facilities Management this year.

The qualifications – which have been approved by Ofqual and are regulated qualifications on the Qualifications and Credit Framework – will be launched by Liverpool John Moores University (LJMU) School of the Built Environment in September.

As well as providing a professional qualification, the courses also form a pathway leading to an MSc in Applied Facilities Management at the university.

The modules include: strategic facilities management; knowledge

and information management; managing staff and customers; legislation; finance and risk; managing intelligent buildings; leadership for a sustainable environment; and research methods. Students will also be expected to complete a dissertation.

LJMU, a BIFM-recognised centre, said that close partnerships with industry and practice ensures the course and its graduates are responsive to the changing needs of industry,

government, local communities and professional practice.

Rachel Hiscox at Quadrilect/BIFM Training, which delivers FM training at levels three to six, welcomed the new qualifications.

“It’s good for FM to be recognised at that level,” she said. “FM can sometimes be felt to be the poorer cousin of other related professions, but a level 7 qualification will help bring it on a par with them in the terms of the perception of the industry.”

EDUCATION

BIFM set to launch Level 7 qualificationsA

LAM

Y

Flexible working is on the rise – but so to are levels of job insecurity

“The courses form a pathway to an MSc in Applied Facilities Management”

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The UK services sector saw growth during March, according to the latest Purchasing Managers’ Index.

In the Markit/CIPS survey of UK service providers, businesses reported a strengthening market climate and higher activity and sales compared with the previous month. There was also a small increase in employment reported as companies forecast further growth in the next year.

The survey’s Business Activity Index registered 55.3 in March, an improvement on February’s 53.8 and, over Q1 as a whole, the index averaged its highest reading since Q2 2010.

New business was stronger than in February, with service sector companies reporting an increased willingness of clients to make firm business decisions. Respondents

Service sector defies recession fears

also noted that higher enquiry levels and being able to squeeze more work from existing contracts had supported March’s growth.

David Noble, chief executive of the Chartered Institute of Purchasing & Supply, said: “The UK service sector has rounded off Q1 in confident fashion, with growth at

its highest since Q2 2010, showing that fears of a double dip recession were unfounded. Although some customers continue to seek more for less, consistent increases in activity alongside greater certainty over new business are positive signs for the year ahead.

“Although the economy remains fragile, companies are responding to clients’ willingness to make firm business decisions, by hiring more staff and undertaking marketing initiatives, which they are increasingly optimistic will pay off.”

He added: “Market conditions remain difficult and we are not out of the woods by any stretch. A slight concern is that the increase in new orders, crucial for sustained growth, continued to be outstripped by gains in overall activity during March.”

Emcor FM MD retires Emcor facilities services managing director Nick Morris has retired from the role. He will continue to work with Emcor part-time as a non-executive director of the Emcor Group UK board. Emcor Group UK chief executive Keith Chanter will take on Morris’ responsibilities, in addition to his group role. Morris has been with Emcor since 2007 and in that time the division has grown substantially.

ISS launches FM degree ISS is launching an FM foundation degree in partnership with Sheffield Hallam University and the Sheffield Business School. The FM firm is investing £250,000 in the course, which it says is an investment in the FM leaders of the future. Starting this September, the course will deliver a Higher Education Certificate in FM at the end of the first year and the Foundation Degree at the end of the second.

Expectations stay negativeRent expectations for commercial property remain in negative territory despite a stablisation in demand, according to RICS. However the institute’s UK Commercial Market Survey for the first quarter of the year found that rent expectations were less negative than in the previous quarter. Development was still falling, according to the figures, but at its slowest pace since 2007. Investment enquiries were at low levels, with only the industrial sector seeing new interest.

DIO talks to regional FMs The Defence Infrastructure Organisation (DIO) has started discussions with the four service providers competing for the Regional Prime Scotland and Northern Ireland regional FM contract. Carillion Enterprise, Interserve (Defence), Babcock Support Services and TurnerHenry are competing for the work worth between £200 million and £350 million over a five-year period. The deal covers around 30 sites, including Fort George Barracks, RM Condor, Glencorse Barracks and Craigiehall in Scotland, and Aldergrove Airfield, Thiepval Barracks and Kinnegar Logistics Base in Northern Ireland.

SURVEY

Time is running out for nominations to the 2012 Rising Stars of FM – FM World’s list of the most dynamic up and coming facilities managers in the country.

There’s no doubt about the growing attraction of FM to many enthusiastic, energetic and inquisitive people. We believe that these highly talented people should be recognised for their often unsung contribution to their organisation.to find and bring into the spotlight these many talented managers making their mark.

Remember, FM World’s Rising Stars search is not about a league table of who is the best of the best. Rather, our rising stars will have

shown that they are successful in the tasks and roles they have taken on, often at their own initiative.

The search will culminate in a major feature in FM World and an event at the Heron Tower in London. There’s no age limit on who can be nominated, with those recognised by the judges having shown the most innovation and initiative in the supply of facilities services.

Nominees will be judged by a

panel comprising reigning BIFM facilities manager of the year Chris Stoddart, 2010 facilities manager of the year Julie Kortens, editor of FM World Martin Read and members of the BIFM’s Rising FMs sig.

The search is being sponsored by Office Depot, a leading supplier of office products and solutions. Please note that nominations close on Friday 27 April.

Time to put forward the rising stars of FM

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NEWS BRIEFS

CIPS chief executive David Noble

CIP

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Chris Stoddart – FM of the Year and Rising Stars judge, pictured in the Heron Tower


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PROJECT OF THE FORTNIGHT

Supermarket chain Waitrose has opened the first in a series of low-carbon ‘energy centres’, developed with Mitie, to supply power to its store on the Isle of Wight.

In a move designed to cut the store’s carbon emissions by 750 tonnes per year, the service provider has created an energy centre that will use sustainable local woodchip to power, heat and cool the 1,672 square metre (18,000 square feet) store in East Cowes.

The energy centre, located opposite the store car park, will provide the majority of the supermarket’s energy needs, making it the first Waitrose store to be almost completely independent of the national grid.

Woodchip coppiced from sustainable woodland in Firestone Copse on the Isle of Wight will be delivered to the energy centre every month. The biomass technology inside the energy centre includes an updraft gasifier, burner furnace, stirling engine, economiser, air preheater and stack. Annually, this will generate 3.8 million Kwh of energy, with 1.8 million Kwh of surplus energy for export. It will save 69 per cent of grid electricity and 84 per cent of gas, according to Mitie.

Mitie says that the energy centre could also be able to help supply some energy to the local community, including heat to homes and community facilities.

According to Mitie’s estimates, the energy centre will contribute £150,000 per year to the local economy in the form of jobs and the procuring of local supplies.

Mike Tivey, managing director of Mitie’s asset management business, which will operate the energy centre over a 12-year contract, said: “This will not just have a positive environmental impact, but create jobs and prosperity in the local economy, and is a perfect example of the many benefits decentralised energy can provide our communities with.”

Mitie, which will operate the centre, is working with the supermarket chain to help it reduce its carbon emissions across the group by 15 per cent by 2020/2021.

The next store to get the sustainable energy treatment will be in Bracknell in Berkshire. Its energy centre will be operating by the end of May this year and the store is aiming to have the same impact on cutting carbon emissions.

Businesses should carry out a water auditThe Environment Agency (EA) is asking businesses to carry out a water audit to help combat the recently declared drought.

The agency is calling for businesses to join households in helping to conserve water, following the hosepipe ban that came into force last week.

Firms should carry out a water audit of the workplace to spot leaks and waste and establish where savings can be made, according to the EA.

Investing in rain harvesting and waste water recycling should be considered, the agency said, and all leaking taps should be reported to maintenance staff. Businesses should ask their water company to help identify where water can be saved. And windows and fleet cars could be cleaned less often, as long as it does not affect health and safety.

The EA said its figures show that being water efficient could save businesses in retail and hospitality up to 50 per cent on their water bills. It estimates that in some manufacturing industries, water bills could be costing over one per cent of business turnover and says that carrying out a water audit could make a significant difference to the bottom line.

Apprenticeships on the riseMore young people are starting apprenticeships, according to figures released by the Department for Business, Innovation and Skills. In the first half of the 2011-12 academic year, 256,500 people started an apprenticeship, including 79,100 people aged under 19, 77,100 19-24 year-olds and 100,300 adults aged 25 or over.

The figures were released as Asset Skills announced £1.5 million funding to develop degree-level apprenticeships in facilities management.

The money has been secured from the Higher Apprenticeship Fund to support apprenticeships in FM up to levels 4, 5 and 6. To deliver the apprenticeships, Asset Skills has formed a partnership that includes the British Institute of Facilities Management, Sheffield Hallam University, Building Engineering Services Training (BEST), Leeds College of Building, Manchester College, the Training and Learning Company and Westminster Kingsway College.

Green Deal providers sign upCarillion, Keepmoat and Willmott Dixon are among the 22 organisations that have signed up to become the first Green Deal providers.

The Green Deal is the government’s plan to provide energy efficient home improvements to the public for free. Green Deal providers will be offering energy efficiency packages to consumers when the scheme launches later this year. Big businesses, small firms and community groups are among those that have signed up to the deal. They also include British Gas, Eon, Yorkshire Energy Services, Kingfisher, Empower Community and the CarbonLow Group.

Climate change minister Greg Barker called the deal a “watershed” moment and said the commitment highlighted the opportunity that organisations see in the Green Deal.

Whitehall under pressure to clarify EED stanceA raft of business and professional bodies are calling for the government to change its position on the European Energy Efficiency Directive (EED).

In a letter to secretary of state for energy and climate change Ed Davey, bodies including the Royal Institute of British Architects, Friends of the Earth, and the UK Green Building Council, have expressed concern over the coalition government’s inconsistent position on the draft EED.

The directive is designed to ensure the European Union meets its 20 per cent energy savings target by 2020. But the coalition government opposes a 20 per cent binding target and nearly all the other significant measures in the EED, according to the concerned groups.

NEWS BULLETINWaitrose opens energy centre with Mitie

Wood-chip powered generators provide energy for the Waitrose Isle of White store



Almost half of all electrial contractors are predicting a dip in turnover during 2012. The prediction follows the Electrical Contractors’ Association’s (ECA) latest Quarterly Business Trends Survey (QBTS), in which 39 per cent of businesses reported no change in turnover for the final three months of 2011, with just 24 per cent saying turnover had risen.

For 2012, 41 per cent of those surveyed by the ECA are expecting a drop in turnover, with 39 per cent predicting no change.

The ECA said that expectations varied regionally. Electrical contractors in the North West, West and Greater London, which saw the biggest increase in turnover at the end of 2011, are the most optimistic. The Midlands and the Central South regions

ECA expects tough year

were the least confident.Businesses with turnovers

between £200,000 and £1 million were the most optimistic for the first quarter of 2012. Most other businesses are less optimistic, with those turning over between £1 million and £5 million being the most pessimistic.

The global facilities management market will reach £247.28 billion (US$394.69 billion) in five years, boosted by demand for cost effective services and increased productivity. The figures are predicted in a report by US firm Global Industry Analysts (GIA), which predicts that growth in the medium- to long-term will be driven by a resurgence in FM outsourcing, particularly in Asia, the Middle East and Africa.

The company states that sustainable development and appropriate energy, water and waste management will be important sectors in the future. Companies restructuring in the wake of difficult

economic environment and the need to remain competitiv, are boosting their need for FM, claims the report.

Facilities management makes up around 30-35 per cent of an organisation’s expenditure on average. Cost cutting is the main driver boosting FM in large companies, which will prefer to outsource all non-core activity. But it will be critical for suppliers to understand budget spending priorities, the report advises.

GIA says that as companies move into a post-recession period, they retain their appetite for cost- effective solutions, but demand more value-creating productivity, creating an FM-sector boom.

Sustainable development in government policy and a growing awareness of green building products and procedures means sustainable building practices are emerging as a major trend boosting demand for FM services.

Contractors: tough year ahead

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More people are starting apprenticeships, according to figures from the Department for Business, Innovation & Skills.

The government’s skills minister, John Hayes, has welcomed the increased number of apprentices as “encouraging”, adding that apprenticeships were at the heart of the government’s skills policy.

The development of apprenticeships in facilities management was boosted recently with news that Asset Skills has acquired £1.5 million to help develop a degree-level FM apprenticeship model.

In general, our Think Tank respondents had a positive view

of apprenticeships ,with only 5 per cent saying that there were more important methods of FM training.

Some of the strongest supporters of apprenticeships pointed to the fact that they were the best way to develop skills for managers of the future to cope with the increasing complexity of the FM role.

One respondent said: “The facilities manager of the future will be required not just to be good at dealing with people, but to have sufficient technical competence to run buildings effectively.”

Another felt that apprenticeships were “essential if we are to have a career structure and progression”.

Think Tank correspondents also

How valuable are FM apprenticeships?

suggested that older FMs could benefit as well. One respondent commented: “One of my FMs, late 20s, is finding the apprenticeship a good challenge. It’s not just for young people.”

Thirty five per cent felt that apprenticeships would reinforce the existing FM qualification structure, while 15 per cent felt that their impact depended on how they are marketed to young people.

Of those that felt alternative training was better, one respondent said: “The apprenticeships appear to cover what in previous years would have been the caretaker’s assistant role. While formalising this training can provide acceptable standards, it is not entry-level FM.”

Want your voice heard? Email [email protected] or find us in the ‘FM World Think Tank’ group on LinkedIn.

ISTO

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WE ASKED 100 FMS…THINK TANK

Teachers have renewed calls for new regulations to limit the temperature of classrooms, after three quarters said that they were now too hot to work in properly.

In response to a Department for Education consultation on proposed changes to school premises regulations, launched in February, NASUWT, the largest UK teachers’ union, is calling on the government to strengthen rules on temperature and ventilation to improve learning environments.

The demands follow research published this month from a temperature-monitoring campaign across the UK in June and July last year. It shows that more than three quarters of teachers experienced classroom temperatures of more than 24˚C for more than a quarter of the period. A third experienced classroom temperatures of more than 30˚C at some point.

According to many teachers, temperatures above 24˚C have an adverse impact on teaching and

learning, while temperatures above 30˚C are unacceptable for teaching and learning.

The type of windows used in buildings and a lack of ventilation was often blamed for restricting airflow. Some teachers claimed that excessive temperatures meant students had to be let outside, sometimes not properly supervised.

One teacher comment typical of the response was: “There is no airflow because of the type of

windows. As soon as students walk in, they start to complain about the heat. This leads to students using it as an excuse to behave poorly.”

The union is calling for the temperature at which school managers should be required to take action to be set at 24˚C, in line with World Health Organisation recommendations. It also says that teachers and pupils should not be required to stay in a room over 30˚C.

Teachers demand rules for hot classroomsIn the past, NASUWT has

provided evidence to the Health and Safety executive and the Department of Work and Pensions about hot classrooms.

In a separate study on the provision of school meals by the Association of Teachers and Lecturers, more than a third felt that the meals did not represent value for money.

Some teachers felt they were unappetising, with small portions, and noted that children with packed lunches generally ate more.

One teacher commented: “The portions served to the children are very poor and there seems to be no regular inspection of the food, kitchens or portion size by the local authority provider.”

Although three quarters of teachers polled said they believed school meals were of a healthy standard, almost a fifth disagreed.

The survey also noted an increase in the uptake of free school meals, which was believed to be an impact of the economic downturn.

Will improve candidate calibre

(45%)

Will reinforce existing

framework(35%)

Will depend on marketing

(15%)

Better methods out there (5%)


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It’s not often you can see into the future. Now you can. From 2013, all low efficiency air conditioning products will be banned and products under 12kW must be rated according to the new Seasonal Energy Efficiency Ratings (SEER).

Daikin is the first manufacturer to optimise all of its Sky Air range for SEER. That’s why the new Sky Air Seasonal Smart is around 25% more efficient than any competitor’s products in the same class – and meets 2013 energy efficiency standards right now in 2012.

Perfect for forward thinking Facilities Managers.

SEER energy labelling gives a more accurate view of real-life performance, taking into account the local climate zone and temperature differences throughout the year. By choosing Sky Air, you’ll benefit from optimum efficiency all year round. So look ahead. Enjoy tomorrow’s product today.

Email [email protected] quoting reference 0016/ni/042012 or visit www.daikin.co.uk/seasonalefficiency

FMW.19.04.12.011.indd 1FMW.19.04.12.011.indd 1 4/4/12 14:53:414/4/12 14:53:41

Smaller players poised to ride contract waveGRAEME [email protected]

The FM sector in the UK continues to throw up puzzling paradoxes. On the one hand, the sector looks to be well positioned, as local and central governments outsource vast swathes of their operations and services, and the private sector shows signs of coming back to life after a difficult end to 2011. But at the same time, we see smaller operators suffering; even the bigger players are proposing job cuts in the coming months as they try to protect their margins.

The past few weeks have seen

a raft of contract awards and the promise of even more to come, framed within the chancellor’s Budget published in March.

Indeed, the outsourcing wave is forecast to gather pace over the coming months, with government contracts worth up to £5 billion expected to be awarded. Outsourcing is picking up pace in welfare, the police and prisons, and is expected to also pick up in health. Recent beneficiaries include G4S, Serco and Reliance, who were recently named as the preferred providers for a £620 million framework to provide accommodation and

transport for asylum seekers on behalf of the UK Border Agency. The three companies already provide immigration, detention and removal services.

On top of the hefty contracts being awarded to the big players, the government has also reiterated its pledge to procure more services from small- and medium-sized providers in an attempt to mitigate the dominance of the larger providers. There is some concern, though, that small and medium-sized operators won’t possess the skills to fulfil such a role.

The Guardian newspaper recently quoted research from totaljobs.com, which polled managers across local and central government and found 55 per cent felt small and medium-sized companies lacked project management skills. One third of respondents said that such a lack of skills led to the cancellation of outsourcing contracts in 2011.

Meanwhile, the private

ANALYSIS sector in the UK may finally be emerging from a tough period. The latest survey of the UK’s dominant services sector showed better-than-expected expansion in activity during the month of March. This suggests the UK economy may avoid the ignominy of a dip back into technical recession, defined as two consecutive quarters of negative GDP growth. And if the services sector is picking up, then FM businesses should be well positioned to benefit.

But the pick-up may come too late for companies such as May Gurney Facilities Services. Its parent company, May Gurney Integrated, has completed a strategic review that has concentrated the business on two distinct areas: public sector services and regulated services. Another outcome of the review was the decision that the facilities services business was no longer a ‘core’ part of the business. The facilities business, which accounts for 7 per cent of overall group turnover, had a ‘disappointing’ year in 2011 and is now being prepared for either sale or closure.

Even the biggest operators in the sector are not immune to pruning in an attempt to protect their margins. Outsourcing specialist Capita Group, which recently announced a 6 per cent increase in 2011, has admitted that up to 400 jobs are at risk in its IT operations as it attempts to keep a lid on costs. Ironically, some of these jobs may themselves be ‘outsourced’ to India.

Similarly, Balfour Beatty is launching a consultation with a view to achieving annual cost savings of £50 million by 2015, specifically in its back office operations, and admitted that should the plan be implemented, “there may be some job losses”.

Graeme Davies writes for Investors Chronicle

Contract wins

Principle Cleaning Services has snapped up the contract to clean accommodation for G4S security staff at the London 2012 Olympics this summer. The accommodation in Newham, East London, has been specifically allocated to G4S to recruit, screen, license and train around 10,000 security staff.

Cushman & Wakefield has been appointed to provide property and facilities management services for the Crown Estate’s £1.5 billion portfolio. The five-year contract will see the company also provide finance and business support, as well as work to

implement the Crown Estate’s sustainability strategy.

8 Solutions has won a five-year contract to provide technical cleaning services for Gatwick Airport’s data centre. The data centre healthcare company became Gatwick’s supplier for critical facility cleaning services for 28 sites in May 2011. The new contract will increase its remit to 33 locations. Pabulum has signed a series of deals to supply catering services to more than 30 schools in the London borough of Croydon. The contracts

are worth more than £1.8 million a year. Some of the deals are for clusters of schools that have grouped together, while others are individual contracts.

Carillion has won a £50 million contract to provide FM services for energy specialist Centrica. The five-year deal will see Carillion provide FM and energy efficiency services for 92 Centrica properties. The company has also won the £45 million Pier 5 Reconfiguration contract, under the Gatwick Airport Limited Major Framework.

Johnson Controls Global WorkPlace Solutions (GWS) has extended its FM services partnership with BP. The new four-year agreement will take the relationship between the companies past the 20-year mark. Under the deal, the company will provide FM services to BP offices, plants and refineries in 16 countries.

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12_13_BusinessNews.sr.indd 1012_13_BusinessNews.sr.indd 10 12/4/12 12:34:0012/4/12 12:34:00

BUSINESSBRIEFSEuropa

splits out its corporate businessIndependently owned support services provider Europa is splitting its corporate and retail division into two separate units. According to a statement from the company: “The continued growth of the Group’s Corporate and Retail division has created the opportunity to operate this business as two distinctive stand-alone divisions.”

Tony Barnett has joined the company as managing director of the new corporate division. Barnett has nearly 20 years of international and domestic business development and general management experience, working

on a global basis. His career history includes senior positions at Hewlett Packard, Cable & Wireless and Xerox, where he managed global teams.

Bill Squires, the current managing director of Europa Corporate and Retail, will now run the new retail-only division.

Europa chief executive Greig Brown said: “We are delighted to announce this very positive appointment and structural change.”

According to Brown, the appointment “will support the planned future growth of the group and give us the capacity

Mouchel has completed a strategic review of the business as losses increased for the six months to the end of January.The infrastructure and business services group reported a loss before tax of £11.6 million for the period and said it was considering raising equity following a strategic review.

Revenue for the period was £270 million compared to £270.3 million for the same period in the previous year. The losses compared to a £1.5 million loss in the previous year.

Mouchel said it had completed a strategic review and created two divisions, Mouchel Infrastructure Services and Mouchel Business Services, from the previous four.

The company also plans to

Mouchel review aims to cut costs

to take the business forward”.In February, Europa won a

12 month extension to a deal to provide heating, ventilation and air conditioning maintenance for 18 Ikea stores in the UK and Ireland. In December, it won a five-year extension to a contract with international oil and gas logistics organisation Asco. As FM World went to press, the group announced an extension to its soft services deal with Fire Service College in Gloucestershire.

The group has 250 operational sites and revenues of £140 million. Clients include HBOS and the Welsh Assembly Government.

make cost savings of around £18 million from cutting overheads, achieved mainly by closing 13 properties.

Mouchel added that it was evaluating all options to address the capital structure of the group,

including a “significantly dilutive” equity raise.

Revenues were in line with expectations, the business said. Although the contribution of the business divisions had declined as a result of reduced profitability in the Government and Business Services following the Comprehensive Spending Review 2010.

The company won £120 million of contracts in the first half of the year and the order book and bidding pipeline, although reduced, remained strong at £1.16 billion and £1.51 billion, respectively.

Mouchel chief executive Grant Rumbles said the first half of the year had remained challenging, but the company was seeing signs of stabilisation in core markets.

Hotel Solutions savedMiddlesex-based Hotel Solutions London has been bought out of administration. The hotel servicing, housekeeping and catering service supplier was sold to Housekeeping Solutions Limited, a company run by one of the original directors. Hotel Solutions held contracts with hotels and shops nationwide delivering cleaning, front of house and catering services. The contracts have been sold as part of the deal. Administrators at FRP Advisory said that although the business had been successful in obtaining new contracts, it accumulated substantial trading losses and consequent liquidity problems causing large arrears of HMRC debt, as well as other creditors.

Skanska in school dealSkanska has reached financial close on its deal to finance, design, build and operate Woodlands School in Basildon Essex. As well as developing the school, which will be ready in 2014, Skanska will be responsible for facilities management for 23 years, with the contract valued at around £530,000 a year. This will include planned and reactive aspects covering hard FM, fabric maintenance, cleaning, grounds maintenance and security.

Mitie fills the voidMitie has launched a specialist vacant property security service to cater for an expected rise in the number of empty properties. Mitie’s total security management business has created a ‘void secure team’ to deliver services specifically for the securing of vacant commercial properties, including mobile patrols, insurance inspections, screening and fencing.

FM WORLD |�19 APRIL 2012 |�13www.fm-world.co.uk

Tony Barnett, new director of Europa’s corporate division

Mouchel’s CEO Grant Rumbles

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Tweet all about it!With the public sector feeling the squeeze from cuts and small businesses struggling in the economic downturn, looking at updating the procurement process is one way to try to alleviate the pressure.

Norfolk County Council has taken the innovative step of deciding to send out all its tender opportunities via the social media platform Twitter. The council now sends tweets to its followers, informing them of every new piece of available work. The aim is that by utilising a social media platform that many businesses are now comfortable with, the council can cut procurement red tape and promote opportunities to firms that might not otherwise take advantage of them, especially small businesses.

Norfolk County Council’s head of procurement Al Collier says that the idea came about following a conference where the council came together with local business representatives, some of which expressed their dislike for the complexity of the tendering process and, in some cases, ignorance of how it worked.

“They told us that they use Twitter to network and pass information between themselves and there are businesses that you wouldn’t expect to be very IT literate who actually are, so it made sense for us,” says Collier.

“But it isn’t just a one-way

thing. We want it to be a dialogue, so we’ll tweet about who gets the job and congratulate them. We want to create a constructive buzz and have cross promotion. We don’t just tweet tenders either – if there are no tenders that day, we put something else that might be interesting to those businesses.”

The main motivation, says Collier, is to help SMEs where they might previously have perceived a barrier to getting the work.

According to council leader Derrick Murphy, around 40 per cent of the council’s expenditure is already with smaller businesses, and many of its large suppliers also make extensive use of smaller companies in their supply chains.

However, anything more that can be done to help small businesses in the current economic climate is valuable, says Collier.

“There’s a perception that the process is complex and a lot of people don’t really know how to do it. As a two-tier authority, we are also tweeting tenders from seven district councils. So we tweet everything from OJEU tenders to a £50,000 contract, or even smaller. The other benefit to us is that it encourages more competition, which enables costs to be lower.”

The council began by tweeting 18 contracts for passenger transport services for Great Yarmouth and North East Norfolk schools and colleges in the middle of March, and had 253 followers of its Twitter feed @NCCContracts, as FM World went to press. The address will also be promoted to businesses that are among the council’s 5,500 corporate Twitter account followers.

The tweeting system has been easy to implement, with no need for extra staff or technology. It only takes a few extra minutes to tweet the details, according to Collier.

However, he explains that using Twitter is just one part of a wider strategy to make the tendering process smoother for businesses.

Collier says that the council has

FM BUSINESS� IN FOCUS


“WE’LL TWEET ABOUT WHO GETS THE JOB AND CONGRATULATE THEM. WE WANT TO CREATE A BUZZ AND HAVE CROSS PROMOTION”

THE INTERVIEWEE Al Collier, head of procurement, Norfolk County Council

THE ISSUE Making the procurement process more business-friendly

ditched the use of pre-qualification questionnaires for contracts under £100,000, which it believes puts off some suppliers. It also aims to use the same streamlined process for some contracts over that amount.

“PPQs are used more than they should be. It’s basically a short listing mechanism and it can be too long and complex and that puts suppliers off,” he says.

The council has also reviewed its approach to insurance requirements so that it only needs to be in place once you get the contract rather than before or in order to apply.

Whether or not using Twitter will become more commonplace across the UK remains to be seen, but Collier says there is no reason why any local authority could not replicate it, albeit as part of a holistic approach.

“It has to be part of the whole strategy to make the process SME- friendly. There’s no point tweeting the tender if the supplier then has to go through the same traditional, complex process anyway.”

Marino Donati is FM World’s news writer

ISTO

CK

14_BusinessFocus.sr.indd 1014_BusinessFocus.sr.indd 10 12/4/12 15:37:1012/4/12 15:37:10


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FMW.19.04.12.015.indd Sec1:9FMW.19.04.12.015.indd Sec1:9 11/4/12 11:51:3211/4/12 11:51:32

www.fm-world.co.uk

FM OPINION� THE DIARY COLUMN� JOHN BOWEN

It’s almost 44 years ago since I left full-time employment. In that time, I have worked both in and with all sorts of businesses, from small family firms to local, national, pan-European and global outfits. More recently, as a consultant, I have continued that theme. But consultancy tends to lead to lots of smaller projects and so I get to see a wide range in a short space of time and I often, as I have this month, work for public and private sector clients at the same time.

So what are the differences? Well they are there, but the popular concept that one is tight and focused and the other is riddled with wasteful practice is a

es, there are opportunities to improve efficiencies in the public

sector, but productivity shortfalls are also abundant in the private sector. You need an open mind, says John Bowen

long way from the reality, as is the one about entrepreneurial flair versus rule-book bound drones.

The reality is that there are good things and bad things to be found and rooted out wherever you go. There are some very good things being done in the public sector and some truly awful things to be found in the private one (and the same goes for comparisons with the third sector too).

One of the problems with the sweeping generalisations that get made about public and private sector behaviours is that the baseline for any comparison is skewed. The private sector will choose its products, prices and

markets and position itself within that mix with comparative freedom to manoeuvre and change as it sees fit. A public sector body, meanwhile, is there to supply a fixed service to a fixed market, often at a price fixed for it, and it has to operate under heavily regulated conditions. Yes, some private sector businesses operate in a regulated environment, but they are not boxed into markets in the same way.

Public sector customers can’t generally vote with their wallets and go somewhere else for the service, nor can the organisation decide to cease the service it is obliged to provide. The customer-supplier relationship is wholly captive and that is a very different dynamic to work with.

In recent times, the private sector has come under a lot more scrutiny from the political scene and a rabid media, as things like bonuses for top people have caused a furore. But how would it fare, as its public sector colleagues have to, with

politicians constantly keeping one eye, if not both, on vote-grabbing headlines, than on making a real difference?

The private sector can look at long-term value because shareholders are often content with that. How would the senior management cope if the board might be voted out every few years in favour of a new crew with a diametrically opposed business philosophy?

I appreciate that, within the constraints of 600 words, I am in danger of making my own sweeping generalisations here, but the point I’m trying to make is that the two sectors work in very different ways. Not all of the skills from one will work in the other.

Sure, there are opportunities to improve in the public sector, but there are, too, in the private, so try and keep an open mind. At the moment, all businesses have to take a hard look at anything they can improve on. That is one thing we all have in common. FM

“HOW WOULD THE PRIVATE SECTOR FARE WITH POLITICIANS KEEPING ONE EYE ON VOTE-GRABBING HEADLINES THAN ON MAKING A REAL DIFFERENCE?”COMMON GROUND IN DIFFERENT WORLDS

Y

BEST OF THE WEB

BIFM LinkedIn groupSam Wilson: What

does it take to be a facilities provider?Trevor Dornan – a great deal of patienceBob Beeching – a thick skin – and to not get depressed that people only call you when they want something or have broken something. Other than that the ability

to switch tasks at the drop of a hat, enjoy the constant interruption when you are trying to get an urgent task finished and a willingness to embrace new ideas.Dave Thomas – a crystal ball…Nancy Forbes – we need to be like weebles. We can wobble, but we don’t fall down.

BIFM LinkedIn groupLynn Mackenzie: Why join LinkedIn if you don’t want unknown members to connect? That’s networking…Helen Playle – I am happy to connect with people I don’t know, but do object when all they want to do is try to sell me something. I network to share best practice

and ideas, not to be bombarded with sales requests.Henry Peters – there are too many people out there who only want to connect so that they can bombard you with unwanted nonsense.Lucy Jeynes – personally, I have followed the rules that I set for my children on Facebook: don’t

connect with anyone you haven’t met face to face. ‘Connecting’ via LinkedIn is not a true or meaningful connection if that’s all there is – not in my book.Paul Keenan – I don’t see the benefit of connecting with those outside my field or industry. I wouldn’t do it in person, why would I online?

Views and comments from across the web


John Bowen is an FM consultant

Opinion.sr.indd 12Opinion.sr.indd 12 12/4/12 17:46:3012/4/12 17:46:30


You can follow us at twitter.com/FM_Worldfacebook.com/FMWorldMagazine

FIVE MINUTESWITHNAME: Sahar HashemiJOB TITLE: EntrepreneurCOMPANY: Various (co-founder, Coffee Republic)

If you’re working as a contractor on a client’s premise, you should look to take on as much of the character and culture of that business as you can. Get under their skin, really immerse yourself in how they operate. It’s about being as authentic as possible.

The trouble when you get bigger is that you tend to rely on departments to employ people. You end up with a lot of good CVs, but also a lot of ‘in the box’ thinking. Without realising it, you’re picking up a lot of baggage.

As an entrepreneur you see things through the eyes of a customer because you are one. But when your business grows, you have to force yourself not to adopt an ‘us-verses-them’ mentality.

As a business grows it tends to get better at using tools like market research and user surveys to determine how it should develop. But you shouldn’t lose your natural intuition.

Is it any coincidence that top management is often on the top floor? That’s just about as far away from the customers as you can get.

Sahar Hashemi is the keynote speaker at this year’s ThinkFM, held in London on 18 June. Hashemi set up Coffee Republic, the UK’s first coffee bar chain, in 1995. She grew the business to 100 stores and a turnover of £30 million before exiting in 2001. She then went on to found Skinny Candy, a guilt-free confectionery brand labelled ‘hip’ by Vogue magazine, which she sold to Glisten Plc in 2008. (And yes, your eyes don’t deceive you – she was in the ‘5 Minutes With’ section in our last edition, too).

For details of the ThinkFM programme, or to book your place, visit www.thinkfm.com

10 violations of health and safety in maintenanceDuncan Carter, maintenance expert at Phoenix Resourcing Services

• Use of Personal Protective Equipment (PPE). Training of personnel in use of PPE related to their individual deployment is as important as enforcing their use. It should become a part of their psyche to use all the prescribed PPE in every job they do. • Electrical hazards. Awareness of general conditions is a must for every individual. Detailed instructions are to be given to the personnel actually working in areas with electrical hazard. • Machine guarding. As a rule, all machines come with suitable safety guards, but these get misplaced or damaged over the years and slowly vanish from the place. Regular audits of machine guard availability is a must and personnel in charge of equipment, machinery and systems should be held responsible for the safety aspects on the items allocated to them.• Hazard communication. This is a very weak link. Everyone should be trained and encouraged to report hazards that they find in the place of work or otherwise, irrespective of its severity.• Misuse of flexible extension chords. Very commonly seen violations are: usage of chords without proper plug tops; lack of earthing; non-provision of ELCB; unsafe joints in the cable; and overloading. • Fall protection. On many occasions, we see personnel wearing the fall protection equipment with the arresting chord wound around their torso. In other cases, the fall protection chords are not anchored properly.• Lock Out and Tag Out (LOTO) on energised equipment and systems. Safety of personnel working on downstream equipment and system elements is paramount. A well established LOTO will help in avoiding mishaps due to personnel unknowingly energising electrical circuits on which work is in progress or starting machinery being repaired.• Inaccessible portable fire extinguishers. On many occasions, portable fire extinguishers provided with good intentions are found to be obstructed from view or even totally inaccessible. This would defeat the very purpose for which they have been provided in the first place.• Welding and hot work. Proper inspection of the hot work site and peripheral areas are at many times overlooked. Barricading the work area is a good idea. Issuing hot work clearance certificates involving all the affected groups, including security personnel would reduce the probability of an accident and help in emergency reactions. • ‘Near miss’ reporting. Many times an actual accident may not have occurred, but a ‘near miss’ would have. People are diffident in reporting such events for the fear of repercussions and lengthy administrative inquiry/hazard analysis. Near miss reports can help in avoiding recurrence through process or activity changes or making physical changes to an area as the case may be.

More interesting blogs:Neil Usher lists the things, beyond your own device, you need to bring to the workplace http://workessence.com/one-step-byod/

BEST OF THE

FMWORLD BLOGS

Opinion.sr.indd 13Opinion.sr.indd 13 12/4/12 17:46:4312/4/12 17:46:43

18�| 19 APRIL 2012�| FM WORLD www.fm-world.co.uk

FM CASE STUDY� CASE STUDY� MARTIN READ�

ON THE WATERFRONTWith over 7.5km of quayside, the Port of Tilbury is a major conduit of overseas freight to London and the South East. Martin Read finds how the FM team is expanding its offering to clients

P h o t o g ra p h y : J o h n R ey n o l d s

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PORT OF TILBURYPORT OF TILBURY

T he tide is changing at the Port of Tilbury, London. The in-house facilities management team that provides for the port’s own operations on the 280-hectare site is looking to spread its wings. The team is now offering

its own FM and engineering expertise to more of the 150 tenant organisations that operate across the estate.

2011 marked 125 years since the first ship sailed into Tilbury. Aside from an ever-expanding level of trade, the docks have certainly seen their fair share of history. They played their part in the fit-out of

battleships in the second world war, were the point of embarkation for the ‘ten-pound poms’ emigrating to Australia and offered the first breath of English air for immigrants arriving from the Caribbean during the 1940s and 50s (the famous ship Empire Windrush docked here).

Today, the Port of Tilbury has the third biggest container terminal in the UK, and as part of Forth Ports group, it’s one of the UK’s largest port operators.

The site has its own police station and customs and excise office. Port of Tilbury directly employs



the port’s services and their own contractors, so by focusing on the offer of services sourced centrally through the port’s FM department, senior procurement and facilities manager Andy Darlington hopes to gain more control of on-site personnel while offering tenants better value.

Everything is geared to keeping the port fully operational, no matter what. The port’s on-site civil engineering team is on alert to repair any damage that might be caused around the site (specialist fenders are positioned to deal with less significant scrapes). Dealing with any damage promptly helps avoid any delay to the port’s operation – an inconceivable notion, given the 13.5 million tonnes of cargo and over half a

Andy Darlington, senior procurement and

facilities manager (top); Dean Botten, facilities

manager, estates maintenance (middle);

Tilbury’s passenger terminal (bottom)


million containers that are moved in and out of the port each year.

Indeed, there’s a sense of perpetual motion at Tilbury. Viewed from the top of the grain terminal, itself an imposing structure, you notice a remarkable fluidity of movement as the port’s large fleet of straddle carriers – vehicles used for moving and stacking containers – pick their cargo and move it from ship to port, port to train and port to trailer. Anything that impedes the smooth flow of these giants, each capable of lifting 40 tonnes at a time, needs addressing urgently.

Port of Tilbury’s in-house plant engineering team are responsible for the vast fleet of heavy lifting equipment necessary to sustain the huge volume of

cargo being moved by its own operations.

Shifting focus The port’s focus on a more commercial FM department is the direct result of the arrival on site of significant new tenants three years ago. Their requirement for a wider-than-typical range of logistical and engineering FM services led to the realisation that the same could be offered to other clients across the estate.

The engineering and FM teams have often carried out major project work for larger tenants, arranging CAD drawings, demolishing buildings, surveying of development sites and providing services to new builds.

This indicates the diverse

more than 480 staff. It operates a passenger terminal,

four container roll on/roll off terminals and a number of other conventional and bulk cargo berths. The remaining berths on the estate are occupied by tenants, who themselves employ in excess of 2,600 personnel across the site. This, coupled with indirect and induced employment, means the port helps sustain over 5,000 jobs in Thurrock.

The role of FM The current focus of service development is the provision of FM services procured and managed by the port’s own FM department to the site’s tenant organisations. Tenants typically procure FM through a mixture of



range of projects undertaken. But more routine FM services for asbestos, legionella and grounds maintenance have all seen a significant increase in turnover in the past 18 months, as Darlington and his team enter into dialogue with tenants. On FM World’s visit to the site, Darlington was working on a tender for a window cleaning service that could be rolled out to the wider tenant base.

“It’s all about giving our FM offering more of an identity,” says Darlington. “We want to take what we currently do for our larger tenants and offer it out to the wider port community.”

Leases on the Port of Tilbury site vary in age, length and the amount of flexibility written into them, and Darlington concedes

that it will be a challenge to convince some tenants of the value of the port’s own FM offering when they are constrained by existing arrangements.

But it’s a steady process of development that Darlington has great confidence in. “It’s up to us to convince our tenants that we can offer them less administration and a better quality of service,” says Darlington. “Our job is to sell FM as a service to them.”

Keeping compliantBut the prize is as much about ‘reputational risk’ as it is about potential extra revenue. Darlington cites having control of compliance as the main reason for the FM project. “When tenants use their own service providers,

“We want to take what we currently do for our larger tenants and offer it out to the rest”

PORT OF TILBURY

we have no control over the competency checks of suppliers those organisations bring on site,” says David Housden, the head of engineering and procurement to whom Andy Darlington reports. “By providing the service ourselves or through our own list of preferred contractors, we’ll know that the people on site are competent, properly accredited and insured for the work they’re doing.”

The hope is that tenants will be gradually swayed by the argument in favour of leaving the administration of method statements and risk assessments in the hands of the port as FM service supplier.

The port has just completed a rationalisation exercise among

its own contractors, settling on a smaller pool of companies that tick all the compliance boxes.

“Utopia would be every person coming through our gates having an access permit that is recognised on our system,” says Darlington, who explains that a list of approved vendors has been drawn up. “We’ll at least want tenants to choose from our list of preferred suppliers,” says Darlington. “We have an internal ‘yellow pages’ within which that list will sit.”

Housden says that the risk to the port’s reputation is a major factor in the new approach. “If things go wrong, the perception the media portrays is that it’s the Port of Tilbury at fault, not the tenant. The more services we can provide ourselves, the more we can control the compliance aspect centrally – and that will be a great help.” Darlington cites a range of compliance issues that a wider provision of FM could help with, including boiler maintenance, legionella control and electrical testing.

As well as BS EN ISO 9001, 14001 and BS OHSAS 18001 accreditations, Darlington is keen to keep close to the port’s policy of local procurement and employment, contracting with smaller companies in Essex or north Kent rather than



larger, national players.Darlington’s role across

procurement and FM has been formalised in the past 18 months as part of a raft of changes at senior level. Housden took responsibility for the port’s central plant engineering and purchasing departments last year, and new appointments were made elsewhere in the team.

The port is casting its net wider in order to reel in fresh talent. Facilities manager Dean Botten, whose experience of FM includes time at the Ministry of Defence, joined in 2010 from an office-based FM job in the City of London. He was attracted by the

challenge of modernising the FM function and is closely involved in the development of FM as a ‘one-stop shop’ for clients. On FM World’s visit, Botten was dealing with the forecast of a particularly cold snap, managing the port’s gritting operation – one of the first services to be offered out to the wider tenant network.

True gritTilbury grits its own assets, in particular the perimeter road that comes under its jurisdiction. Failure to do that and trailer vehicles would begin to back up along the adjoining A13, with the potential of bringing the


entire county of Essex to a halt. A realisation that harsher winters are becoming the norm led to Port of Tilbury procuring its own salt spreader. The company now imports its own grit (through one of the port’s tenants), which it now offers as part of its gritting service to the entire tenant base at a competitive rate.

Port of Tilbury already grits the facilities of its major tenants, a service for which it charges. With a lower price and the convenience of instant access, the FM team has incorporated gritting into the menu of services that the port’s smaller tenants can buy into – a project that has steadily been

built up over the past three years.Recent years have seen

significant capital expenditure projects across the port, including the use of low-energy light sources and the pre-heating of diesel fuel to cut the amount used by the straddle carriers. That last project resulted in a reduction in diesel expenditure, Housden says that being seen as Britain’s greenest port is important to them.

Building the futureTwo key events will affect the future of the site’s FM team. The first is a 65-acre extension to the port, to be known as the ‘London Distribution Park’. Work to build the new offices and warehouses on 65 acres directly to the north of the existing site will begin soon, having recently gained the government’s seal of approval. While the work is to extend the capacity of the port to meet its projected future growth targets, it will actually result in a reduction of lorry movements – and the port’s overall carbon footprint.

Second, Forth Ports recently announced it had gone from one-third to full ownership of Tilbury Container Services (TCS), the purpose-built container terminal that sits within the port estate. With 100 per cent ownership, Forth Ports plans to combine TCS with its existing short-sea container terminal to create a new container business branded ‘London Container Terminal’ (LCT).

LCT has its own FM department, and David Housden now needs to consider the implications of this acquisition on his own plans.

Clearly, the opportunities for the port’s FM team to service its new logistics facility and integrate with its sister operation will continue to make life interesting for some time to come. FM

“Recent years have seen significant cap-ex projects, including low-energy light sources and pre-heating of diesel fuel”

The port engineering and facilities team (below); the on-site police station (bottom)



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FM CASE STUDY� SERVICE CHARGES� ANDREW MORLEY

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Service charges represent the costs incurred by a landlord in the provision of services to common parts – that is, all those

parts beyond the space demised to a tenant. The quality, scope and delivery of the landlord’s services can have a major impact on an organisation.

An obvious area where there can be an overlap between what a landlord and a client are liable for is significant disrepair, for example when a roof leaks – but other service issues may not be so immediately obvious.

For example, a facilities manager has responsibility for an organisation’s security. That security provision, by necessity, goes beyond the space demised to a tenant. To that extent, there is a clear interface or potential overlap with the security provided by a landlord – and it’s this that can create inefficiencies and excess cost.

Another good example is air conditioning. Often, tenants carry out alterations to air conditioning, which is generally (certainly in terms of central plant and distribution) a landlord’s service. When tenants alter that system,

the liabilities and responsibilities become blurred. In our experience, tenants sometimes put in place maintenance contracts for air conditioning systems that overlap with the maintenance provided by the landlord’s own maintenance contractors.

But perhaps the most significant example is sustainability. A tenant’s sustainability policy may not be aligned with the landlord’s policy, or vice versa. This can have an impact on carbon taxes and the recoveries that may be made by a landlord in respect of common parts electricity consumption versus the carbon tax associated with demised consumption. The measurement and reporting of this is an area of some confusion and can sometimes produce anomalies.

It’s also worth pointing out that leases prescribe access hours – and access hours can have a significant influence on service charge costs. Organisations’ operating practices may dictate working hours that are different to the access hours prescribed in leases. This is often not recognised. The potential excess costs to a tenant for occupation beyond prescribed access hours can be significant.

There are clear conflicts

between landlords and tenants as their interests are not always aligned. With multi-tenanted buildings and variable lease lengths, collaboration between landlords and tenants can be poor. The underlying issues are traditional lease provisions, an absence of adequate service charge legislation, landlord/tenant conflicts and the general absence of transparency and collaboration. Nonetheless, if both landlords and tenants are better informed and minded to achieve more efficient delivery of services geared to tenants’ satisfaction (in turn leading to tenant retention), then all can benefit.

Lack of understandingSome organisations become landlords without the necessary property knowledge or organisational structure to deal effectively with the management of multi-tenanted buildings. Buildings can sometimes become tenanted or sub-tenanted when that was not the original intent. Facilities managers and procurement managers may therefore enter into contracts on a national basis where the pricing is not structured to facilitate

TAKING

The amount tenant organisations pay in service charges can be inadequately monitored and managed. Can FMs help ensure the right amount is being paid? Andrew Morley explains

CHARGE

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FM CASE STUDY� SERVICE CHARGES� ANDREW MORLEY

building level cost reporting – in particular, cost reporting that differentiates between common parts and demised areas. It’s often considered to be difficult to amend contracts where circumstances change in order to ensure that cost information is made available to facilitate recovery.

There is an obligation on landlords who incur costs in respect of common parts that they measure and evidence the costs incurred. To do this, cost information needs to be available – and that should be part of the contract and procurement process, either at its inception or by amendment (for instance, if there is a change in the way an organisation occupies a property, in other words, it becomes a landlord).

There can often be no differentiation between services provided that cover common and demised space. Accordingly, recovery of costs from tenants is not undertaken in the right way. Often, lease provisions do not provide the flexibility for measurement of service costs and benefit derived by tenants. Potentially, this could differ from tenant to tenant, but landlords quite reasonably look to recover all of the costs that they incur in the provision of services.

The technical difficulties associated with different service needs for multi-tenanted buildings are often not addressed by managing agents on behalf of landlords as they do not have the knowledge or skill to deal with it.

Service charges – an FM’s problem?Typically, the structure of an organisation’s property management is divided into estates, facilities management and projects. These functions clearly overlap and they need to be integrated to

level, provided there are clear lines of responsibility.

SummaryStrategic decisions cannot be taken without a full understanding of liability and cost. There is a need to integrate cost management and projections across estates, facilities management and projects departments. Very few organisations have total occupancy cost benchmarking or apply it in an effective, strategic sense.

Often, the FM team looks solely at business service provision without examining the interface with landlord services and cost liability, an interface that is often seen as a budget holder issue. The two functions should work together to look at the lease and work out what is recoverable to ensure a more joined up/partnership approach. FM

Andrew Morley is director of key accounts & consultancy services at Property Solutions UK

maximise performance and management control.

Experience suggests that service charge costs are often regarded as an estate’s issue rather than a facilities manager’s as they relate to costs outside of the demised space. In particular, this relates to contracts that are not procured directly by a tenant organisation.

However, in other cases, we find that FMs have a responsibility for vetting and approval of service charge costs without the technical support and specialism to enable them to do so. We feel that the property management and FM functions are not working together often enough to look at total building costs.

Organisations need to decide where the management, measurement and control of occupancy cost is to be focused. Yes, this does go beyond the typical role of the FM, but it is clear that the FM’s role in terms of the delivery of these key services is central. Cost benchmarking, analysis and reporting can be developed at an organisational

five point plan that FMs can follow to ensure their

organisation is paying the correct service charge rates:

1 Ensure that service charge lease provisions are properly

drafted. To this end, use managing agents that comply with the RICS Code of Practice when producing budgets and certificates. Include a clause that precludes extraordinary demands for costs incurred that are not forecast within the original budget.

2 Ensure budgets are reported against the RICS Code, and

that a service charge consultant benchmarks the service charge costs, or that specific alerts are built into the FM’s appraisals process in the event costs exceed certain defined limits.

3 Apportionments need to be correct and fair.

4 Ensure there are no extraordinary demands

by the tenant organisation that can create a direct liability for a disproportionate part of service charge costs.

5 Interrogate sinking fund/reserve fund provisions

and plans. Also, ascertain the existence of planned preventative maintenance/lifecycle plans and the process for their technical assessment and incorporation within service charge budgets.

GETTING ON TOP OF CHARGES

A

CHECKLIST



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FM CASE STUDY� MINTEL� MARTIN READ

FRESH MINTELThe design of market research firm Mintel’s new London offices reinforces the company’s innovative approach to agile working and its flat management structure

Some argue that as soon as something is declared ‘cool’, it’s no longer quite as cool as it was at the beginning of the sentence in which

its coolness was declared. By its very nature, cool is volatile and elusive. So it is with perhaps understandable pride that Peter Haigh, chief executive at Mintel, informs me that one particular blogger has dubbed his company’s new London premises “the coolest office in the world”.

And certainly, Mintel’s workspace at 11 Pilgrim Street in the City of London is, well, less than traditionally presented. For example, visitors will soon notice the Tardis meeting room (complete with barbers’ chairs) in one corner and an American caravan (dispensing hot beverages) in another. You’ll also find 1950s’ wallpaper, plastic post boxes, ‘cuddly’ Daleks and gnome tables.

But all of this is perhaps to linger

too much on the quirky elements of the office. Taken as a whole, there’s a lightness to the place and a sense of relaxed interaction between staff from the company’s different departments. Which is exactly how they wanted it.

Founded close to four decades ago to provide food and drink research, these days the Mintel market intelligence brand spans the globe with more than 500 full-time employees working in eight countries and across 10 offices. Its analysts provide expertise in areas as diverse as leisure, consumer goods, beauty, retail, financial services, sales promotion and social trends (to reinforce the latter, banners in the new break-out area declare that, from 2015, “over-55s will become the most coveted and influential marketing demographic”).

Back in 2008, Mintel was renting 1,672 square metres (18,000 square feet) of office space in

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MINTEL

London’s Long Lane. This was split into several different work areas, with some employees not seeing their colleagues from other departments for days, if not weeks. The building simply did not lend itself to interactions between staff. Add to that a lack of meeting rooms, insufficient collaborative space and limited room for paper storage, and you had a workplace that was failing in its basic role.

In itself, these problems may well have provided the necessary catalyst for change, but just as important was the development of the company’s business, which was leading to the frequent requirement for re-organising workspace every six months or so.

“We’d outgrown our old offices so much that we’d burrowed through to the building next door,” says Haigh. “We had a lot of small, cellular offices and it was a real rabbit warren with small groups of workers who rarely interacted

Mintel has found a unique style by combining light, airy spaces with a stylish mix of furniture (and black plastic gnome-tables…)

outside of their own teams.”In the new offices at 11 Pilgrim

Street, the physical boundaries that limited social interaction at the company’s old headquarters have been replaced by a light, colourful and, above all, hierarchy-free working environment. The two floors of 929 square metres each (10,000 square feet) are both open plan, with a variety of flexible meeting rooms. Instead of individual desks, benches allow for the company’s approach to agile working – of which more later.

Haigh talks about the move process with a sense of wonder. Unusually for a chief executive, he has an academic interest in FM – his dissertation was on business relocation. The London office relocation was therefore more than a logistical exercise; it offered him the opportunity to put academic theory into practice.

Working closely with workplace consultancy Advanced Workplace

Associates (AWA), Haigh began considering locations for the new site, taking into account important metrics such as employee travel time. Haigh was keen to ensure that the new location was no more than a 10-minute walk from the previous office – a requirement derived from AWA’s survey of Mintel’s London staff. Among employees, it was clear that adverse reaction to the prospect of relocation shot up with the prospect of commuting times increasing by any more than ten minutes on top of the time it took to reach the old office.

Together with project manager Helen Guest, AWA’s Andrew Mawson was involved throughout the process. For him, the data gathered from the staff surveys was key. “It’s actually what most companies don’t do,” he says, “but it’s analysis that’s really important.”

For Haigh, the results of the survey have an important impact

“There’s a lightness to the place and a sense of relaxed interaction between staff from the company’s different departments”



FM CASE STUDY� MINTEL� MARTIN READ

work they did with their teams and the integrated project team were all keys to the overall success.

The result of this attention to detail was that everyone was able to start work very quickly on day one and there has been a short bedding-in time. “The ‘snagging list’ of issues we had to deal with when we moved in was extremely short, and the work we put in to understand how people want to work has massively paid off,” says Haigh

One of the big drivers for Mintel was socialisation. “It’s critical to us to be a flat organisation where myself, John Weeks [Mintel’s chairman] and the rest of the executive team aren’t seen as particularly special, that we’re just

here to help staff do their jobs. If we’re approachable, we can get things done in a more natural, quicker way. So the whole office has been designed to reflect that.”

If attendance levels are anything to go by, the new office is a hit with staff. From measuring the same length of time before and after the relocation, the company has established that staff absenteeism has dropped by half since the move. One member of the IT team has even remarked that the office is “much better than my home”.

Perhaps surprisingly, it’s the very openness of the office space that has bred this contentedness among staff. Apart from the lockers, used for storing personal

belongings, the personal space for each member of staff changes on a daily basis. So the IT system is designed to allow people to set up their desk anywhere in the office – when they plug their PC into the nearest workstation, the network will automatically know who the individual is and where they’re working, routing phone calls through as required. From a Mintel perspective, this means an individual in marketing, for example, can sit with a content specialist, in order to learn more about a given market.

Says Haigh: “One issue we were keen to address was the need to work cross-functionality. We’re always developing new products and new markets, so our people

on the design. “We want people to enjoy being here, and in that I think we’ve succeeded,” says Haigh. “The process of research and factoring in employee feedback was absolutely huge and I know that organisations can find that difficult. I certainly learnt a lot about change management along the way.”

Haigh explains how introducing a third party to the process paid off in several unexpected ways. “We employed AWA to work alongside our architects and builders, and what that taught us was the importance of involving our people. The communication channels that Helen set up between us and our staff were very helpful, and the survey was revealing. I didn’t realise quite how much our staff cared about their working environment,” he says.

A group of champions from each of the teams was created and the relocation team helped them to understand what was to change, why, how and when. The project was more about people than just a new office so these champions, the

“It’s critical to us to be a flat organisation where the executive team aren’t seen as particularly special – we’re just here to help staff do their jobs”



MINTEL

Staff rarely sit at the same desk twice in two days, increasing the likelihood of ad hoc conversations

at Aston, research director for Mintel, has been with the company

for five years. For her, the move was a pleasant surprise, albeit one she wasn’t initially looking forward to. “Our old building had lots of little bits and we were tucked away in a dead-end room,” says Ashton. “No one came to visit us, and we were quite isolated. The real fear I had when we moved was not having a desk, your own space, and wondering what would happen if there was nowhere to sit. But the really nice surprise is that you now meet lots of other people and in fact there is always somewhere to sit.”

“It can be a bit intimidating if you end up sitting next to the chief executive or chairman, but you do end up communicating much more, and you’re just talking about things as they happen. The way we all communicate is just so much better.”

IT’S GOOD TO TALK

P

PERSPECTIVESare constantly dealing with change. The more that staff in different departments know what their colleagues in other departments are doing, the better.”

In fact, this ‘mix-and-match’ approach has been enshrined in the company’s new agile working policy. Staff are required not to sit at the same desk from one day to the next, a policy advocated by AWA that has made quite a difference. Says Haigh: “Each department has their own ‘anchor zones’ within which their department is broadly based, but beyond that, we have a rule that people don’t sit in the same place the next day. They have to move around and get to know other staff – analysts, marketers, and so on.”

For Haigh, it’s important to highlight staff expertise to clients. “We’ve got lot of bright people. Our salespeople, for example: the more they’re educated about the content we’re working on, the more successful they are going to be.”

Perhaps understandably, this was a difficult policy to sell to staff. But the work of the champions, helping people to understand and see the potential, combined with the extra space and the more pleasant working environment, the initiative has borne fruit. “We now have fewer formal meetings. What really greases the wheels is the ad-hoc conversations people are having,” says Haigh.

The concept of a flat management structure has been reinforced by the decision not to allocate any particular ‘anchor zone’ for the company’s executive team. Hence on any given day, workers will find Peter Haigh or Mintel chairman John Weeks setting up on the desk next to them. “This was really important to us,” says Haigh. “We avoid any manifestation of hierarchy – it can be divisive in a lot of ways.”

AWA’s Mawson explains the logic: “We talk about a ‘power

distance’, whereby the more hierarchical the organisation is, the more an employee at grass roots level is likely to see the chief executive as some huge monster. If you have that, people feel they can’t be open and share. The more you can reduce this ‘power distance’ the better. It’s good to show the human nature of the leader, so here you get that. If you’re sitting next to them talking about football, you’re unlikely to be afraid of telling them the truth about the state of a project.”

Haigh insists that the workspace at Pilgrim Street helps Mintel in promoting the culture of internal promotion that the company is keen to maintain. Analysts and researchers have moved on to become product developers, while one particular programmer is now running Mintel’s research team globally. “We believe that human skills are transferable, within limits,” says Haigh.

The way the flat management structure has been integrated into the design of the office helps

in another area of Mintel’s brief – the provision of a creative working environment. Says Mawson: “If you talk to most psychologists, they’ll tell you that the more you create a safe environment for people to work in, the more creative employees will be and the more they’ll challenge things without fear of their careers being threatened.”

The next stage for Mintel will see these same agile working principles deployed in Mintel’s Chicago office, while in London there’ll be further activity to remind people to keep moving desks. The originally designated anchor zones are to be moved around as well.

Sitting in the office’s main cafeteria space, Haigh ponders his own journey from cynic to evangelist and how he has embraced the new ways of working. “I thought in a year we’d have desks in here,” he muses as his employees gather in informal groups to discuss their various projects. “Now it’s the last space I’d change.” FM



FM FEATURE� CATERING� ED FRANKLIN

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Launched two years ago, the Sustainable Restaurant Association’s (SRA) brief is to help restaurants become more sustainable, recognising

their efforts and achievements. The not-for-profit membership organisation approaches sustainability through focus on three core areas: sourcing, society and environment. These three areas divide into 14 sub-categories covering a range of topics from local, seasonal and high-welfare food to waste and water management, energy efficiency and the responsible treatment of staff, customers and the community.

The SRA’s sustainability rating survey places greatest emphasis on a catering operators’ sourcing. The organisation believes in rewarding good practice rather than penalising less sustainable behaviour, awarding marks for positive actions rather than subtracting marks for negative ones. To take part, catering operators must submit evidence to support the answers they give in the 65-question survey. An assessor then scores the operation on the basis of the answers and evidence, awarding a rating above 50 per cent of one star, 60 per cent two stars and 70 per cent three stars.

Operators receive a report highlighting their current commendable practices and a list of proposed actions to implement in order to improve further. The report acts not only to recognise and reward, but as a baseline and roadmap for change. These recommendations are not prescriptive; they take into account the nature of the business with the aim of identifying realistic improvements that will lead to a higher rating and cost savings.

The impetus for running a sustainable catering operation can come from within the

business itself, from its caterer or the end customer. At a roundtable event hosted jointly by the SRA and Bite Catering late last year, Chris Stern, managing director of Stern Consultancy, expressed the view that while contract caterers can be very good at achieving sustainability in their operations, they often end up doing so for their clients rather than the end customer. Stern’s view was that the caterers are leading their clients.

The role of FMBut this is where facilities managers come in. FMs have the power, when reviewing current catering contracts, or during a fresh tender process, to stipulate sustainability as a priority and include measurable targets in any new contract.

As well as drawing up a list of imperatives that can provide savings, the catering procurement process is also a chance to consider the health, wellbeing and attitude of staff. Healthy staff will respond if they feel that the in-house catering reflects the value in which they are held, as well as those values that they themselves hold. Some caterers believe they have a responsibility

CATERING FOR CONSERVATION

The catering function is the ideal vehicle through which to communicate a business’s sustainability credentials – and the facilities manager’s role can be key, says Ed Franklin of the Sustainable Restaurant Association

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CATERING

www.fm-world.co.uk

steady progress towards a sustainable operation.

After all, the facilities manager has an influence on what employees eat during at least 50 per cent of their waking hours. And should corporate budget holders not be willing to pay a premium to follow a sustainability agenda, there is still much they can do that at worst could be cost neutral and, in fact, may save money.

The key is to make more decisions on the basis of measurable action and there are numerous actions they can take that will have a positive impact

on the environment as well as on the bottom line. There are a number of low-hanging fruits that businesses can target and, working with their catering operator, can make significant changes quickly and effectively with an eagle eye on the budget.

Waste is a prime example. No facilities manager worth his or her salt would ignore waste in any other area of the business, so waste in the catering operation should attract similar opprobrium. A survey of a cross-section of restaurants conducted by the SRA found that 0.5kg of food waste is produced for

to educate and inform both their clients and customers about the benefits of sustainability. Others let their offering do the talking.

Sustainable argumentWith so many businesses arguing that they are run with sustainability at the core, it makes sense to manage any catering operation along much the same lines. Most of the infrastructure – the lighting, energy and water – is already in place, so a close working relationship and constructive dialogue between the FM and the caterer can ensure



FM FEATURE� CATERING� ED FRANKLIN

every cover served. The same survey found that a 20 per cent reduction in food waste would save the average restaurant £2-4,000 a year. Small changes in procurement, storage, portion sizes and disposal can offer a generous return.

At the Bite/SRA Roundtable, Paula Carvell, head of catering and facilities, SEB Bank, told how staff had responded positively to the promotion of sustainability in the bank’s catering operation. Communicating a move away from bottled water to filter is an example of a simple action that can often prove popular when introduced and explained.

Sustainability can also be subjective; one man’s red line can be another’s shoulder shrug. One example is Simon Macfarlane, operations director of Bite Catering, who says that his company uses sustainable disposables across the board. There’s an additional cost, but for Bite it’s felt that this is the right thing to do.

Case studiesIt’s through examples of the SRA’s work that the diversity of sustainable catering can be uncovered, such as a recently conducted sustainability survey of the catering operation run by Baxter Storey at Deutsche Bank in London. The operation caters for four staff restaurants serving approximately 470 covers per day and includes a takeaway service.

Here, the restaurant has placed emphasis on serving sustainable fish, organic fruit and vegetables, as well as minimising its environmental impact. SRA assessors awarded a two-star rating and were impressed with the performance in the ‘environment’ and ‘society’ categories. Commendable actions included the operation of a centralised environmental

management system compliant with ISO 14001 to minimise waste through recycling, reduced energy and water use, renewable electricity in the restaurant, in-house filtered water, recycling food waste and using eco-friendly cleaning products. In the society section, Deutsche Bank evidenced good communication with customers about its offer for various nutritional and dietary needs, provided good training for staff and was transparent in its communication of provenance and sustainability initiatives.

Another caterer, Searcy’s, runs the catering for lawyers Allen & Overy. The SRA rated its three sites (The Client Dining Rooms, Square One, Lavanda) separately, awarding all three

a three-star rating. There were some subtle variations, most notably The Client Dining Rooms achieving a higher score in the sourcing section, but less well in the society and environment sections. The Client Dining Rooms scored well in ‘sustainable fish and environmentally positive farming’, ‘ethical meat and dairy’ and ‘Fairtrade’ sections’.

It was clear that a strong relationship exists between Searcys and its suppliers. The SRA’s experience is that consumers often expect fine-dining restaurants to have better-sourced food. However, we are working with a number of restaurants at the cheaper end of the market, including many fish and chip restaurants that are

“A close working relationship and constructive dialogue between the FM and the caterer can ensure steady progress towards a sustainable operation”

serving very sustainably sourced produce.

As members of the SRA, Allen & Overy and its operations team receive support and advice from an SRA account manager to help them implement and further showcase sustainability at the heart of the business – where its staff and clients will see it.

Catering operations can be one of the most visible aspects of an organisation’s commitment to sustainability. FMs can use ratings such as the SRA’s to highlight this activity and underpin their approach to CSR. FM

Ed Franklin is managing director of the Sustainable Restaurant AssociationA

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Selected forthcoming features in FM World:

We have something of interest for all advertisers. For a full 2012 features list visit:

www.fm-world.co.uk/about-us or call Adam Potter 020 7880 8543

17th May issue: Facilities Show special

31st May issue: Compliance Management

14th June issue: Rising Stars of FM special

28th June issue: IT Systems & Stategy

19th July issue: Waste Management

16th August: HVAC innovations

Features are subject to change – please contact the editor for further details. FM World welcomes contributions and ideas for articles. Send a short synopsis to Martin Read at [email protected]. Please note that we reserve the right to edit copy submitted for publication in the magazine.

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FM MONITOR� TONY THIARAY

36�| 19 APRIL 2012 | FM WORLD

The Energy Act 2011 is a wide-ranging piece of legislation. While mainly of interest to those in the energy sector, the parts that relate to the Green Deal and energy efficiency measures will be relevant to a wide range of businesses, including the FM industry.

The act is best known for implementing the government’s flagship Green Deal policy. This is intended to improve the energy efficiency of properties in the UK. It also grants powers for the creation of an ‘Energy Company Obligation’ and contains provisions to facilitate the roll out of smart meters, the development of carbon capture and storage projects, and the implementation of the offshore transmission regime and a number of other energy-related measures.

The Green DealIt’s nearly six months before the launch of the Green Deal, the biggest energy efficiency programme to hit the UK, and there’s still much work to be done before the government’s flagship energy efficiency programme launches in October 2012.

So what’s all the fuss about? As facilities organisations will

appreciate, most businesses rarely own the premises they operate from. FM companies must be encouraged to work in conjunction with energy suppliers and persuade landlords to invest in energy efficiency measures through the Green Deal. Why? FM companies will be able to do it with no upfront costs and cheaper, warmer

buildings will be more marketable to potential tenants. The Green Deal framework has therefore been designed to enable private firms to offer consumers energy efficiency improvements to their homes, community spaces and businesses at no upfront cost. Instead, the costs are to be recouped through a charge added to the end-user’s energy bill.

To benefit from the scheme:■ The property must be eligible■ The energy efficiency improvements must be “qualifying energy improvements”■ Conditions must be satisfied relating to the assessment of the property by an authorised Green Deal assessor and Green Deal provider and the terms of the plan ■ A relevant supplier must supply the property.

Although the act has targeted the private rental sector, it also contains provisions requiring the Secretary of State to make regulations by 1 April 2018 that will require both domestic and non-domestic landlords to make energy-efficiency improvements to properties they own if the energy efficiency of their properties (as demonstrated by the Energy Performance Certificate (EPC) for it) is below the level set in the regulations.

FM companies specialising

in providing energy efficiency services will be able to access funding through the Green Deal to develop efficiency improvements or install renewables as part of retrofitting projects. Initiatives installed as part of the Green Deal remain with the building and not the tenant, occupier or FM organisation. This opens up the options for longer-term projects, with funding available for projects up to 25 years.

The Green Deal should therefore provide one of the biggest opportunities for FM contractors to win work over the coming years and should be available through major contractor supply chains and public sector contracts, as well as directly with property owners.

The Green Deal was developed for domestic properties and does not fit easily with the way that the commercial real estate market works. However, FM companies can encourage commercial landlords and tenants to improve their properties. The underlying message – and where FM suppliers can add value to this whole process – is that they need to work with landlords to get them thinking about the energy efficiency of their buildings. Otherwise they risk not being able to let their property, or having to carry out costly improvements in tight timescales.

Clearly, there are a lot of uncertainties for commercial landlords at present surrounding the whole act. For example, will their property actually fall within the regulations, and if so, what level of energy efficiency they

THE ENERGY ACT AND FM

he wide-ranging Energy Act 2011 has implications for all businesses,

particularly those involved in energy management, explains Tony Thiaray

Twill be required to maintain in accordance with the EPC for the property? How much time will they have to make efficiency improvements if their property is not compliant with their EPC, before being subject to sanctions?

If it works, the Green Deal will provide a valuable cost-reduction option for UK businesses. It will also boost demand for businesses involved in both the development and installation of energy efficiency technologies, and the maintenance of those buildings utilising the same. However, the mechanisms needed to oversee the process need to become clearer as well as the supporting laws and regulations. Once done, however, the scheme may indeed benefit the UK’s economy and environment.

Energy Company Obligation (ECO)There is increasing pressure on commercial landlords as a result of energy-price increases and growing regulatory and statutory demands for energy efficiency.

As a result, under the act the ECO will take over from the existing obligations the Carbon Emissions Reduction Target (CERT) and the Community Energy Saving Programme (CESP). It will also take over in addressing energy efficiency in the domestic sector. So while the Green Deal is a market mechanism, not a grant scheme, it will be supported by the ECO, which is a grant scheme and which will replace CERT and CESP with similar levels of funding (circa £1.3 billion a year).

FM providers must be innovative and to move towards providing a more tailored service geared to the individual building needs of their clients. This effects the provision of services such as diagnostic

LEGALUPDATE

Tony Thiaray is legal consultant at ICE Legal

“The underlying message is that FM suppliers need to work with landlords to get them thinking about energy”

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CONCLUSIONS

25th-26th June 2012Heythrop Park, Oxfordshire

The Facilities Management Forum is the ultimate event for industry professionals to network and create new business

relationships. Forum Events’ concept of arranging pre matched,

meet key decision makers in the facilities industry.Join the 31st FM Forum to determine your future.

The original and still the best!!

Delegate Contact: Mick Bush 01992 374090 [email protected]

[email protected] 374065Graham PriceSupplier Contact:

asset management, thermostatic control, LED lighting, rain water harvesting, solar PV, retrofitting energy efficiency product, such as Voltage Power Optimisation (VPO), and efficient innovative heating systems, so as to achieve energy efficiency obligations.

Adding value to FMEnergy Performance Contracting also offers an ideal solution for FM providers to offer building owners a balance between achieving environmental targets and limiting capital expenditure by implementing programmes of energy conservation measures (ECMs) and practical engineered improvements could guarantee to pay for their capital cost over a payback period of time.

In such an instance, an Energy Services Company (ESCO) would undertake projects on behalf of the client and assume the technical and performance risk associated with its delivery. With this model, the FM would hand over the responsibility for procurement of the technologies and services to a third party, thus avoiding the costly tendering processes. However, the FM would also lose a degree of control of ‘their building’ to a third party, allowing the third party to make the changes necessary to hit the target they’ve been

set. This in turn changes the role of the in-house FM to a project manager. If FM providers adopt an EPC model they must ensure that the party in control of energy consuming systems (such as heating, lighting, cooling) has the information and incentives to drive energy efficiency.

FMs opting for a gain-share mechanism, on the other hand, may find themselves heavily involved in the energy management of their building, requiring a new set of initiatives and skills. A fairly drafted gain-share mechanism drawn up between the client and the FM would give incentive to the FM to achieve savings for their client over and above a minimum contracted level, meaning that instead of bringing in an external ESCO the FM would take on this role.

In this view, savings would typically be achieved by improving control and encouraging good energy behaviour among building occupants. The benefit for the client would be a release of additional capital for investment in energy efficiency technologies. However, while an energy manager could very well be involved in EPC contracting, it is important that FMs lead the process internally so as to add value to the services provided to their client. FM

1) The Energy Act 2011 act can allow FM companies to take centre stage, diversifying, specialising and becomeing major components of long-term sustainable buildings strategy programmes and sustainability projects. However:2) The future of FM may well be more towards enhancing the delivery and supply of sustainable facilities management services, where the aim is to ensure that environmental impacts are monitored and minimised. This would be achieved by working with landlords and clients in order to: ■ Comply with environmental and other appropriate legislation ■ Make efficient use of renewable resources goods and services ■ Minimise waste■ Provide innovative solutions for the next generation of green buildings■ Provide innovative solutions in energy efficiency and building management systems, as well as offering solutions for efficiency in building management systems.■ FM services and service providers must develop to meet market demands and strive ahead with innovation and sustainable solutions by delivering environmental initiatives going forward, more so now that the funding possibilities that the Green Deal and more capital-intensive projects may have to offer.

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FM SUPPLEMENT� CATERING� BY NAME IN HERE

www.fm-world.co.uk

CATERINGFM 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 September 2011. The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.Source: Bank of England (bankofengland.co.uk)

Consumer Price Index Annual inflation fell to 3.4% in February, from 4.6% in January. The largest downward pressures came from domestic electricity and gas, recreation & culture, and transport. Partially offsetting these were upward pressures from alcohol off-sales and vegetables. Source: ONS (www.ons.gov.uk)

National Minimum Wage

The following rates came into effect on 1 October 2011:

ECONOMY HOUSING ASSOCIATION STOCK ‘07-’11 NEW CONSTRUCTION ORDERS

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 2011

Aged 21 and above £6.08

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

£2.60

EMPLOYMENT

Housing Association Markets report thatHousing associations own 2.5 million homes in England. The sector is facing challenges as a house-building decline has increased demand for social housing. The coalition government is also halving the social housing budget to around £4.6 billion between 2011-12 and 2014-15. Simultaneously, the Affordable Rent Model is changing, allowing RPs to charge new tenants up to 80% of the local market rate (compared to 50% currently).

In July 2011, £1.8 billion of funding was allocated through the Affordable Homes Programme (AHP), which is expected to deliver 80,000 new affordable homes. However the government will be more than halving the rate of grant paid for each new unit of housing.

The key issue for housing associations is the availability of grant funding beyond 2015. Many believe that providers will become more dependent on alternative and private sources of funding. Source: AMA Research (amaresearch.co.uk)

The UK underfloor heating (UFH) has an estimated value of around £78 million at manufacturers selling prices (MSP) in 2011. New build developers and self-builders are increasingly using UFH. The recent global financial crisis has adversely affected the domestic sector demand. In the medium- to longer-term, the UK UFH market is expected to return to steady growth that will be encouraged by easier installation systems.

The non-domestic sector has a 51% share by value, which is being negatively impacted by public sector spending cuts. However, future energy efficiency legislation is likely to increase the adoption of UFH among housebuilders.The 2016 market value is forecast to be around

In the final quarter of 2011, the number of new orders in the construction industry fell by 2.5%. The greatest upward increase was for infrastructure, which went up by 41.6%. Simultaneously, new public housing decreased by 26.6%.

The total volume of all new construction orders in 2011 was 14.1% lower than 2010 and is at its lowest level since 1980, with the largest decreases being in other public new work (34.7%) and public new housing (28.3%). The prices were all seasonally adjusted with constant (2005) prices. Source: AMA Research (amaresearch.co.uk)


UNDERFLOOR HEATING MARKET REPORT

3, 320

2,820

2,320

1,820

1,320

8202007 2008 2009 2010 2011 2012 2013

Dwel

lings

(‘00

0s)

All new work Period-on in millions period growth2008 Q1 98.8 -5.0% Q2 88.3 -10.7% Q3 85.7 -2.9% Q4 74.9 -12.6%2009 Q1 62.3 -16.9% Q2 76.7 23.2% Q3 80.3 4.7% Q4 79.9 -0.4%2010 Q1 80.9 1.2% Q2 75.0 -7.2% Q3 69.9 -6.8% Q4 77.0 10.2%2011 Q1 69.2 -10.2% Q2 58.8 -15.1% Q3 66.9 13.7% Q4 65.2 -2.5%

£90 million at MSP, representing an increase of around 13% compared to the market size in 2012. Source: ONS (ons.co.uk)

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 est fcst fcst fcst fcst

100

90

80

70

60

UK Underfloor Heating Market by Value

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Court ReportBARR V ORS V BIFFA WASTE SERVICES LIMITED [2012] EWCA CIV 312

Beverley Vara is a partner and head of real estate litigation at solicitors Allen & Overy LLP

THE ISSUE

The tort of private nuisance upholds the right of an individual not to have his or her enjoyment of land interfered with by a neighbour through irritants such as noise. But what if a party has obtained planning permission or a statutory permit under which they can have the right to carry out a potentially infringing activity?

The rule is that statutory frameworks such as planning permissions should not encroach upon private rights. However, such permissions can be held to change the nature of a neighbourhood such that what might otherwise be an unlawful nuisance may in fact be reasonable.

The case of Barr & Others v Biffa Waste Services Limited at first instance challenged this assumption by implying that an environmental permit could sanction a nuisance. However, the Court of Appeal held that this conclusion was wrong in law and overturned the ruling.

BACKGROUND

The case of Barr v Biffa was collectively brought against Biffa Waste Services Limited (the defendant) by 152 households (together, the claimants) who occupied private residences in the Vicarage Estate in Ware, Hertfordshire. Nearby, the defendant carried out

and thus the existence of the 2003 permit should negate any common law claim. In the alternative, the defendants contended that they could only be liable if the claimants could prove negligence, which the claimants had not alleged.

INITIAL HEARINGAt trial, the judge dismissed the claimants’ action on the principle of ‘reasonable user’: if use of the land was reasonable and there was no negligence, a nuisance claim would fail. Considering the 2003 permit, the judge ruled that the common law must “march in step with” environmental legislation. Although the judge disagreed that the permit granted the defendant statutory immunity, the defendant’s use of the property should be deemed ‘reasonable’ if it complied with its terms.

The judge held that the 2003 permit had changed the character of the neighbourhood because it was a ‘strategic’ permit, being the first permit issued for pre-treated waste. The defendants were impliedly authorised to produce a certain level of odour, which the judge set at 52 complaints a year and which only two of the individual claimants’ cases met.

The claimants appealed. The defendant cross-appealed against the rejection of the statutory immunity defence.

DECISIONThe Court of Appeal unanimously ruled in favour of the claimants, reversing the first instance decision.

The trial judge had erred in law in dismissing the claimants case as follows.

The ‘reasonable user’ principle that the judge had relied on did not change the fundamental principles of nuisance. In the absence of express or implied statutory authority, a statutory framework should not infringe upon individual’s rights.

Furthermore, the EA permit was not ‘strategic’ and had not changed the neighbourhood character; it had introduced a new (more odorous) waste. Nor could the permit constitute an implied statutory authority to authorise the odours, which appeared to have not been anticipated by the defendant and the EA.

Finally, the trial judge had wrongly interpreted the law as justifying the setting of a threshold for the level of smells emitted, for which there is no general rule in English law.

IMPACT● Statutory authority can be a defence to an action in nuisance, but only if the authority expressly or impliedly permits the nuisance ● Statutory permits can, depending on the circumstances, change the nature of an area so that an otherwise unlawful activity is rendered reasonable and therefore lawful.

odorous waste tipping activities. Site tipping had begun in 1984

further to an environmental permit granted in 1980. In 2003, the Environmental Agency (EA) granted a second permit allowing tipping of ‘pre-treated waste’ (later found to be more odorous than non-treated waste). This permit was conditional on compliance with various measures.

Shortly after tipping of the ‘pre-treated waste’ began in 2005, the residents started to complain. The odours (and complaints) continued intermittently until October 2009. In the interim period, the EA secured convictions against the defendant for breaches of the permit vis-à-vis odour production and issued a formal warning.

Proceedings commenced in 2009.

ARGUMENTThe claimants contended that the odours emitted by the defendant’s waste management activities constituted a nuisance. The smells were of a continuing ‘state of affairs’. Their common law rights in nuisance could not be excluded by environmental legislation and an uncommon use of land such as waste tipping should not benefit from a principle of reasonableness or ‘give and take’.

The defendant denied the nuisance claim. This was not a simple case and the principles of the law of nuisance needed to be modified to ‘fit the modern world’, in particular the system of statutory permissions. A complete defence of statutory immunity should apply,

Nuisance and Statutory Frameworks

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BIFM NEWS� BIFM.ORG.UK


APPRENTICESHIPS

Asset Skills projectBIFM is pleased to announce it is part of the Asset Skills-led project to develop degree-level apprenticeships in facilities management.

Over £1 million has been secured by Asset Skills and the project team from the government’s Higher Apprenticeship Fund to support apprenticeships in FM up to levels 4, 5 and 6. The apprenticeships will offer an excellent way for new or existing employees to master practical skills in the workplace, while gaining a formal qualification. By extending the facilities management apprenticeships up to level 6, they help build an accessible progression pathway to nurture talent in the sector.

The Asset Skills-led project partnership comprises the BIFM, Sheffield Hallam University, Building Engineering Services Training, Leeds College of Building, Manchester College, the Training and Learning Company and Westminster Kingsway College.

The fund allocated to the facilities management sector is part of the government’s commitment to grow Higher Apprenticeships with the launch of the £25 million Higher Apprenticeship Fund.

In December 2011, 19 partnerships comprising employers and training providers were awarded £19 million to support more than 19,000 degree level apprenticeships.

i Consultation is already underway with employers. If you would like to get involved, contact [email protected], 01392 423 399, or Linda Hausmanis, [email protected], 0845 058 1355.www.bifm.org.uk/apprenticeships

BIFM AWARDS

EntrydeadlineThe deadline to submit BIFM Awards entries is 27 April, so if you plan to enter, ensure you take action now. The categories are:● Consultant of the Year● Excellence in a Major Project● Facilities Manager of the Year● Impact on Organisation and Workplace● In-House Client Team of the Year● Innovation in Customer Service● Innovation in Products● Innovation in the Use of Technology and Systems● Learning and Career Development (new for 2012)● Service Provider of the Year ● Sustainability and Environmental Impact

i You can find all the entry criteria at www.bifm.org.uk/awards2012

THINKFM

Keynote speaker

Sahar Hashemi will be opening ThinkFM on 18 June. Sahar is one of UK’s most inspirational female entrepreneurs and a powerful speaker on innovation. She will be sharing her captivating personal stories of building two famous brands:

and several other properties in the North West.

The NHS Blood and Transplant Centre in Speke was opened in 2005 and its role is to co-ordinate, retrieve, process, bank and supply human tissue grafts for use in surgery within the NHS. The centre provides state-of-the-art tissue banking facilities and contains 60 ultra-low temperature freezers, 14 cleanrooms and a tissue retrieval suite.

As well as explaining to the group about the crucial role facilities management plays at the centre, Chris also arranged guest speakers. Dawn Lee spoke to the group about the importance of organ donation and the critical need for donors – there are roughly 10,000 people in need of a lifesaving organ, but three people die every day while waiting.

Meanwhile, Gary Wilders of the Tissue Processing Unit also spoke of his team’s work, as well as passing specimens around to the less squeamish members of the group.

The event was rounded off by a guided tour of the facilities by Chris and the opportunity for group members to network. The next event planned by the group will be in May at Manchester’s Imperial War Museum.

i Details of the BIFM Lancashire Networtking group can be found on LinkedIn, Twitter (@BIFM_Lancs) or by contacting Karen Farnan (07827 979061) or Mark Whittaker (07764 840 694)

Coffee Republic – the UK’s first coffee bar chain, which she and her brother grew to 110 stores with £30 million turnover and exited in 2001 – and Skinny Candy, the guilt-free confectionery brand that she sold to Glisten Plc in 2007.

She is a bestselling author – her book Anyone Can Do It – Building Coffee Republic From Our Kitchen Table has been translated into six languages.

Her second book Switched On, published in May 2010, is about developing the entrepreneurial mindset. The premise is that behaviours, which were traditionally the preserve of entrepreneurs, are now much needed in the corporate world.

i This session is just one of the 30 taking place during the ThinkFM conference. To see the full list of speakers and programmes, visit www.thinkfm.com/programme and www.thinkfm.com/speakers

LANCASHIRE

DonatingbloodMore than 20 members of the BIFM Lancashire Networking Group attended a recent event organised at NHS Blood and Transplant’s regional facility in Speke.

The tour was hosted by Chris Holt, BIFM member and area facilities manager at the centre

ISTO

CK

Asset Skills apprenticeships:

the right direction

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BIFMCOMMENT

n just over three weeks, the doors will open to Facilities Show – the UK’s largest facilities event (www.facilitiesshow.com), which returns to Birmingham’s NEC from 15-17 May 2012 and is set to be the biggest networking and shared learning

opportunity of the year.The team at Facilities Show has supported the industry, in association with BIFM, for

13 years. The anticipation of getting together to celebrate the success of the industry and the outstanding individuals within it at this year’s show has got us all really excited.

Helping to put FM on the map as an established profession, Facilities Show is working with BIFM to provide new CPD and networking opportunities at the 2012 show. As the industry becomes more fast-paced and subject to increasing levels of legislation, CDP is increasingly important for all facilities managers. This revised content reflects a move within the FM industry towards greater professionalisation and officially recognised development.

This year, we are also delighted to welcome many of the major service providers as part of the FMA Village. A raft of experts will be on hand to discuss your latest service requirements.

Setting another record for the number of brands exhibiting, we’ve had to move to Hall 2 to accommodate all the new exhibitors. This has allowed us to create new feature areas and a ‘networking bar’ alongside the BIFM CPD Theatre. A new addition to the event in 2012, the theatre will provide you with a broad range of CPD and networking opportunities.

Our pledge remains to help facilities and estates managers work more efficiently and meet their energy and CSR targets. To help achieve this aim, the event will feature the popular Sustainable FM Academy, with a lively programme of case studies, providing expert opinion, advice, insight, practical information and direction on topical issues such as energy saving and waste management.

By visiting Energy Management Zone and Green FM Trail, you can source the latest products and get invaluable advice to help you manage your energy consumption sustainably and cost-effectively and keep your businesses green and sustainable.

The Prop IT Trail will also be featured at Facilities Show in 2012. This trail will showcase IT solutions providers to aid FMs in making their organisations more efficient, more sustainable and more productive.

Providing free advice and investing in your career development is a priority for us at Facilities Show. The newly developed Facilities Forum, sponsored by Planon Software, will host three days of education for attendees. Hosting insightful and thought-provoking debates on issues such as compliance, service agreements, security, risk management, cost control, outsourcing and churn management, this is definitely one not to miss!

We’re glad to be part of FM’s move towards improved status and standing as a managerial profession, and confident that you will find this event both stimulating and engaging.

On behalf of everyone in the team, I look forward to welcoming you to Facilities Show 2012 – our biggest ever!

I

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

www.fm-world.co.uk

FACILITIES SHOW

SOUTH WEST REGION

Propertytraining dayMore than 70 delegates attended the 12th BIFM South West region quarterly training day at Bristol’s Hilton hotel on 16 March, which focused on property management.

Paul Wilson from Provelio began the day with a session on getting the strategic best from your estate. Effective space utilisation was central to Plan B Solution’s David Grant, who said many organisations use on average just 47.3 per cent of their space. Grant, with his client Andrew Lawley, head of estates at Sandwell Primary Care Trust (PCT), presented a project, which saw the PCT make effective use of its estate and then win a BIFM Award.

Rudi du Plessis from GVA FM spoke about the managing agent’s role with information about leases and service charges.

He was followed by another BIFM Award winner, Rob Mouser from Plastic Surgeon, who argued that people should forget the term ‘beyond repair’. He said: “If surfaces get damaged, you can fix them. It not only saves time and money, but saves millions of items in the built environment.”

There was a recruitment clinic from Catch 22’s Vince Parker. Delegates also heard from the BIFM’s new chief executive Gareth Tancred about his plans for 2012.

The last session focused on a much-neglected aspect of FM: empty buildings, with Mark Cosh, from vacant property specialists SitexOrbis speaking on the issue.

Our thanks go out to sponsors SitexOrbis, Plastic Surgeon and Plan B Solutions, and to the excellent Hilton hotel in Bristol for its continued support.

“PROVIDING FREE ADVICE AND INVESTING IN YOUR CAREER DEVELOPMENT IS A PRIORITY FOR US AT FACILITIES SHOW”

Adrian Newton, portfolio director for Facilities Show and Total Workplace Management at UBM



Study Skills Workshop – 14 May 2012For anyone taking a formal qualification programmeIt’s an exciting time to be in facilities management, especially with the wide choice of qualifications and learning opportunities now available. But for many people, finding the time and motivation to study can be a challenge, particularly as it may have been some years since you’ve undertaken any formal studying. Written assignments form a core part of many qualifications and rather than feel overwhelmed by them, this interactive workshop will show you how to effectively plan your time, ask for support and set achievable milestones, and we provide simple techniques on producing different types of written business communications. Spend a day with us and we’ll help you to:

● Understand your own style in terms of what motivates you and how you learn and study most effectively ● Apply techniques to plan your studying around your other commitments ● Recognise the importance of self-reflection ● Write effective assignments that meet all the criteria for your studying ● Pass your chosen qualification

FM Strategic Leadership Programme Self managed learning for senior level FMsTake charge of your own learning and become a member of our self-managed learning programme – a great opportunity to learn what you need to learn and in your own way. The new FM Strategic Leadership Programme is aimed at managers and senior leaders with a track record of success; executives and directors who want to continue their development; attendees on the BIFM Executive Programme and those looking to achieve a post-graduate certificate.

You will benefit from expert solutions to current business issues and the latest business ideas and global insights; professional support for your growth as business leader; peer group problem-solving to boost performance of your business; challenge and support from a trusted group of fellow professionals and an enhanced wider network.

i For further information or to register for the Study Skills Workshop, please contact BIFM Training on 020 7404 4440, email [email protected] or visit www.bifm-training.com. Please note we are currently registering expressions of interest for the FM Strategic Leadership Programme so please let us know if you would like to get involved.

BIFM TRAINING

www.fm-world.co.uk

NEW LEARNING SERVICES FROM BIFM TRAINING EAST REGION

Golf qualifierThe East Region golf qualifier for 2012 will take place on Thursday 7 June at Langdon Hills Golf & Country Club, Bulpham (near Basildon), Essex.

Coffee and bacon rolls will be served from 9.00am, with tee off at 10.00am, followed by lunch, prize giving and drinks in the bar.

Prizes will be given for nearest the pin, longest drive, best team and best individual. Guest Peter Heppelthwaite, who starred in the TV series Green Green Grass, will present the prizes.

The winning team will represent the East Region at the BIFM National finals, which this year are in Scotland.

i For further details email [email protected]

BIFM MEMBERS

New corporate members● Almeda Facilities: FM management – suppliers● Bennett Hay: FM service suppliers – contractors● Document Control Services: FM service suppliers – contractors● Julius Rutherfoord & Co: FM service suppliers – contractors● Loc8.com Software (UK): FM service suppliers – contractors● Maris Interiors LLP: consultant – provider of advice and guidance● Quadrant Bromley: FM service suppliers – contractors● Ranne Ltd: Product Supplier - Provider of a specific product● Restore Plc: FM Service Suppliers - Contractors● Restore Shred Limited: FM Service Suppliers - Contractors

● Sargents Trading Ltd: FM Service Suppliers - Contractors● Swallow Site Services Ltd: FM Service Suppliers - Contractors● Troup Bywaters and Anders: Consultant - Provider of Advice & Guidance.

i www.bifm.org.uk/corporatemembership

PROPERTY SURVEY

iPad winner

Congratulations to Stephen Williams, facilities manager at Eddisons whose name was randomly selected from a list of respondents to SitexOrbis’ recent vacant property survey in association with BIFM.

Mark Cosh, sales and marketing director at SitexOrbis, presented Stephen with an Apple tablet computer at SitexOrbis’ 24/7 alarm receiving centre (ARC) in north-west England. More than 200 FM professionals took part in the survey, conducted last year, which found that vacant property is a significant problem for the sector, with 70 per cent of FM professionals considering vacant properties a ‘hassle’ and 35 per cent considering them a ‘big hassle’.

Cosh said: “We hope Stephen has fun using his new iPad and that he can hopefully even make use of it in his work. SitexOrbis would also like to thank everyone else who took part in this valuable research. The results will be fed into the BIFM Good Practice Guide to Vacant Property Management, written and sponsored by SitexOrbis, to be published later this year.”

BIFM NEWS� BIFM.ORG.UK



§

NATIONAL BIFM EVENTS

18 June ThinkFM 2012ThinkFM will be a day of learning, with site visits. Venue: Royal College of Physicians, London Contact: [email protected] or call 08701 632 804

12 July 2012 BIFM Annual General Meeting (AGM) 2012Further details at www.bifm.org.uk/AGM2012 and the presentations will be available from 13 July.Venue: Redactive Publishing (publishers of FM World), 17 Britton Street, London, EC1M 5TPContact: [email protected] or call 0845 058 1356. Visit www.surveymonkey.com/s/BIFM_AGM12 to register

SCOTTISH REGION

8 May Breakfast meeting – Procurement in FMVenue: Hampden Park, GlasgowContact: [email protected] or call 07920 136 784

12 June AGM and prestige building visitVenue: TBAContact: [email protected] or call 07920 136 784

NORTH REGION

16 May North Region golf dayVenue: The Oaks Golf Club, Aughton, YorkContact: ian.burgin@norland managedservices.co.ukor call 07779 145 470

7June York River Social Tickets cost £30 (plus VAT), which includes entry into the Macmillan Cancer Support charity raffl e. Venue: Boarding at Lendal Bridge, Museum Street, YorkContact: [email protected] or call 07872 829743

MIDLANDS REGION

22 May FM Operations in the leisure and retail sectorsVenue: The Brewery, CheltenhamContact: [email protected] or call 01789 202238

EAST REGION

7 June East Region golf dayPeter Heppelthwaite of TV series The Green, Green Grass will join us. The winning team will represent the East Region at the BIFM National fi nals in Scotland.Venue: Langdon Hills Golf and Country ClubContact: [email protected] call 02072 601821

HOME COUNTIES REGION

26 April FM in FM – knowing the numbersVenue: Hilton Hotel, NewburyContact: [email protected] or call 07799 033 341

17 May Catering for Peak PerformanceVenue: Hilton Worldwide, WatfordContact: [email protected] call 07976 299735

21 June FM beyond our bordersVenue: TBCContact: [email protected] or

call 07799 033 341

14 June Home Counties Region golf dayA joint event with the South Region. Venue: Sandford Springs Golf Club, Kingsclere near BasingstokeContact: [email protected] or call: 07908-711964

LONDON REGION

24 April BIFM training conference – building surveying and maintenanceVenue: Central LondonContact: Kay Bain at [email protected] or call 020 7404 4440

SOUTH WEST REGION

11 May Breakfast seminarIncludes a Legionellosis presentation. Sponsored by Hydrop.Venue: Future Inns Plymouth 1 William Prance Road, PL6 5USContact: [email protected] or call 447866030738

SOUTH REGION

14 June South Region golf dayA joint event with Home Counties RegionVenue: Sandford Springs Golf Club, Kingsclere near Basingstoke.Contact: [email protected] call:07961-684579

INDUSTRY EVENTS

25 April 2012 BIFM training conference: fl exible working Venue: Central LondonContact: Kay Bain at info@bifm-

training.co.uk, call 020 7404 4440, or visit www.bifm-training.com/bifmConferenceFS.htm9-10 May Green Build ExpoVenue: Manchester Central Convention ComplexContact: www.greenbuildexpo.co.uk

15-17 May Facilities ShowVenue: NEC BirminghamContact: Registration opens soon Visit: www.facilitiesshow.com

15-17 May Safety & Health ExpoVenue: NEC BirminghamContact: safety-health-expo.co.uk

22 May 2012 BIFM training conference – building surveying and maintenanceVenue: Central LondonContact: Kay Bain at [email protected] or call 020 7404 4440, www.bifm-training.com/bifmConferenceFS.htm

23-25 May BCO conferenceVenue: Manchester Central, Petersfi eld, ManchesterContact: www.bco.org.uk

25-26 June 31st Facilities management forumVenue: Heythrop Park, OxfordshireContact: Mick Bush at [email protected] or call 01992 374100

28 June World FM Day 2012Venue: WorldwideContact: Visit www.globalfm.org for more details – and keep an eye on the FM World twitter feed (@FM_World) to fi nd out what we’re intending to do.


FM DIARY

Send details of your event [email protected] call 020 7880 6229

a new brand; a new HVCA

www.b-es.org

DELIVERING: INTEGRATION & QUALITY

In today’s complex construction industry, it is more important than ever that the building andengineering services elements of a project are undertaken by companies with the skills, thecapability and the resources required to do a truly first-class job.

As our new name highlights, members of the BUILDING & ENGINEERING SERVICES ASSOCIATION(B&ES – formerly the HVCA) are able to demonstrate the necessary competence and professionalism.

Our members meet the exacting standards that are essential for the quality design, installation,integration and maintenance of building and engineering services and renewable technologies.

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BEHIND

THE JOBWhat attracted you to the job?I had worked as an area manager for three and a half years and enjoyed it very much but I was ambitious and keen to take on more responsibility! How did you get into facilities management and what attracted you to the industry?I worked in insurance for years but decided to relocate to live by the sea. There are no insurance jobs where I live, so I knew I was going to be doing something different when I moved. A friend, who works in FM, knew I was looking for a change and asked me if I would be interested – so here I am five years later and very happy! What’s been your career high-point to date?Being appointed to my current role. It has given me loads of motivation to work even harder and succeed in my career with Emprise. I love having such a large portfolio of branches to look after, and working on a contract for such a big and well-known client. What’s been your biggest career challenge to date?When I first started I was new to the industry, and although I had previous management experience, I had to learn about the cleaning specifications, the paperwork and build relationships with my staff and the clients.

If I wasn’t in facilities management, I’d probably be… still working in Butlin’s finance office.

If you could change one thing about the industry what would it be?Generally most companies don’t give their managers enough support or the right equipment at home to do their job properly – this is another reason why Emprise stands out from the rest. How do you think facilities management has changed in the past five years?Companies need to grow and continue to refine their service proposition to remain competitive. Since I have been working at Emprise I have seen the company grow significantly in terms of both the size of the team and its turnover.

Moreover, environmental conscience has become paramount in the eyes of the client. When I started my career in FM it wasn’t as prominent, but now we use environmentally friendly chemicals as standard, while recycling has become far more integrated within the cleaning solution. Also, as in any industry, health and safety is getting tighter all the time.

And how will it change in the next five years?I think clients will continue to become motivated by more than just price. With budgetary, compliance and environmental concerns becoming more prominent in the FM landscape, I think more and more we will see decision making based on demonstrable professionalism, commitment and deliverability from service providers.

FM PEOPLE� MOVERS & SHAKERS


NAME: Yvonne WoodwardJOB TITLE: Emprise key account manager – Retail ORGANISATION: EmpriseJOB DESCRIPTION: Manage the cleaning of 135 branches of Waitrose along with a number of John Lewis stores. Support the day-to-day running of the cleaning teams by assisting a team of seven managers with HR matters and budgeting. Conduct surveys of new stores during construction to access staff and equipment requirements prior to opening.

Help us shape the next 125 years.

Johnson Controls Global WorkPlace Solutions is a leading provider of facilities and commercial real estate management for many of the world’s largest companies. Our employees across the world have delivered more than $3 billion in savings for our customers over the last 10 years.

We have opportunities in South Africa for facilities management and workplace professionals looking to develop their careers. If you would like to help us deliver innovative solutions and high-value support to our global clients please visit our website www.johnsoncontrols.com/careers to view current opportunities and register for future alerts.

Our Level 3 Value-Adding Supplier BBBEE status demonstrates our commitment to the socio-economic transformation of South Africa.65

94a0511

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

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

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

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

Want to get involved in the BIFM? Then look sharp and contact us.

T: 0845 058 1358 E: [email protected]

www.bifm.org.uk

BIFM cutting edge NEW 186x123.indd 1 2/8/10 12:19:58

HOT DATES MAY COURSES 21-25 NEBOSH General Certificate in Occupational Health & Safety [Week 1]22 BUILDING SERVICES & MAINTENANCE CONFERENCE INCLUDING LEGAL UPDATE22 IOSH Safety for Senior Executives22-24 Understanding FM Foundation - (optional) ILM Level 3 Award or Certificate in FM - [Edinburgh]29-31 Team Leading (ILM Level 2 Award in Team Leading)

JUNE COURSES 11-15 NEBOSH General Certificate in Occupational Health & Safety [Week 2]12-14 The Professional FM 2 [Intermediate] 13 Financial Management 1 - The Essentials

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

BIFM Training in EdinburghHaving established a clear demand for our foundation and intermediate training programmes, we are pleased to announce the following dates in Edinburgh this year:Understanding FM (optional ILM Level 3 Qualification in FM) 22-24 May 2012The Professional Facilities Manager 1 30 Oct – 1 Nov 2012Let us know what courses you want to see brought to Scotland in 2013 by emailing [email protected]. We will endeavor to schedule some dates next year for any programmes where we establish a clear demand and commitment to this training.

All dates listed are in Central London unless otherwise stated

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Call Adam Potter on 020 7880 8543or email [email protected] full media information take a look at www.fm-world.co.uk/mediapack


FM innovations▼ Win Olympics tickets with SelectaSelecta has teamed up with Cadbury, the offi cial treat provider of the Olympic Games, to give consumers the chance to win London 2012 Olympic tickets.

The ‘Unwrap Gold’ on-pack promotion will be running on Cadbury brands available in Selecta vending machines.

Cadbury is also launching new brands including a chocolate twin-pack of the London 2012 mascots, Wenlock and Mandeville and a limited edition 120g Dairy Milk bar containing postcards for consumers to write messages of support to team GB.

Selecta is now managing 189 Cadbury confectionery machines in six BAA airports across the UK and Gatwick. T: 0844 7360 209 E: [email protected] W: www.selecta.co.uk

▼ Glass Aftercare’s fire doors and screens Glass Aftercare off ers fi re doors and screens maintenance and also a full fi re-door and screen service that includes consultancy, design, refurbishment and supply and install packages.

The company provides a full range of unique glass-related fi re doors and screens, from integrity only to integrity and insulation options, all of which are all fully tested to BS 476 part 22. These range from robust door and screen systems to the worlds slimmest glass fi re door, maintaining the aesthetically pleasing appearance that we are renowned for. All our systems can take the form of manual or automated doors with fi xed glazed side screens and over panels. T: 0845 0745 736 W: www.glassaftercare.com

▲ Kone supplies lifts to iconic building Kone has won an order to supply 14 double-deck eco-friendly lifts and four escalators to 20 Fenchurch Street, the iconic skyscraper under development in the City of London.

A further pair of lifts will take people to the top of the 37-storey, 160m (525ft) skyscraper at a speed of fi ve metres per second, reaching the spectacular sky garden from ground level in 30 seconds non-stop.

The contract includes the low- and medium-rise lifts being fi tted with Kone EcoDisc hoisting machines, which consume 50-70 per cent less energy than conventional elevator motors. The project aims for a BREEAM environmental rating excellent’, which will put it among the greenest offi ce buildings in the City of London.T: 0121 363 0074 W: www.kone.co.uk

▲ Jangro breaks throughJangro, the UK’s largest network of independent janitorial supply companies, has won a ‘Breakthrough’ Award from cost analysts, The Independent Buyers Group. This national group is focused on reducing prices without lowering standards.

The six awards relate to exceptional sales growth or new suppliers and can only be entered by the group’s nomination.

Jangro was invited to the Breakthrough Suppliers’ Awards Dinner and nominated for its exceptional sales growth, which saw a 100% increase year on year 2010 –2011.

Jangro Director Jo Gilliard, who received the Award trophy, said: “It is tremendous to know that we have hit the right spot on price and delivery for this cost- conscious and professional organisation.”T:0845 458 5223 E: [email protected] W: www.jangro.net

▲ Jangro’s Member links up for trainingAt Facilities Show, Jangro will launch a new range of extra-value cleaning chemicals for the expanding cleaning and FM contractor sector.

Called the Contract Range, it is Jangro’s latest development in its dedication to stripping out cost from quality products.

Initially formulated for cleaning contractors and price conscious council and healthcare sectors, these products are perfect for day-to-day cleaning tasks.

These are no frills, basic, high-performance professional products supplied in plain recycled boxes and manufactured to minimise cost in use.

Having successfully completed in-use trials on the Contract Range, Jangro is now developing additional ranges in paper and laundry care.

T: 0845 458 5223 E: email [email protected] W:www.jangro.net

▲ PHS Direct plants a forest On 8 March, Staff ordshire-based PHS Direct planted over 400 trees in a new National Forest woodland at Overseal, Derbyshire, as part of its corporate and social responsibility programme.

PHS Direct is sponsoring The National Forest in a three-year project that will see the planting of 20,000 trees, creating a forest for the future. The proximity of the forest to the PHS Direct offi ces means staff can enjoy the impact of the project.

The National Forest was chosen as it is a close fi t to what the business does. PHS Direct is a specialist supplier of workplace consumables such as hand towels and toilet tissue.

PHS Direct also makes a contribution to the forest with every box of paper and low energy hand dryer that is sold. W: www.phs.co.uk/direct/national-forest

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Call Carly Gregory on 020 7324 2755or email [email protected] full media information take a look at www.fm-world.co.uk/mediapack

Recruiter Directory

jobs.fm-world.co.uk

Providing Quality People

London 020 7630 5144 Leeds 0113 242 8055

The C22 Group is a recruitment business that can handle ALL your staffi ng requirements, large or small. Whether you are looking to fi nd the right person or the right job, temp, permanent or contract, we have all the experience and expertise you need.

It’s a service you can trust!

www.c22.co.uk

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in FM recruitment

thenatural choice

www.edenbrown.com

To find out how you can benefit from working with Eden Brown, contact us today on:

0845 4 505 202

Our FM Team work hard to ensure that our clients are provided with the best possible candidates for their positions, and that excellent candidates are provided

with a fi rst-class service to ensure they fi nd their next rewarding role in the fast-paced world of Facilities Management.

Jonathan Lee is a leading technical recruitment company. Our Facilities Management Team handles a wealth of exciting opportunities with renowned

companies across the UK.

Contact: Justin Wainwright 01268 889267

[email protected]

www.jonlee.co.uk

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Retained and interim exec search specialists. Green & Kassab Recruitment off er a bespoke service in facilities management and sustainability to the public and private sector organisations. Our high calibre candidates are fully referenced and available for all levels of Permanent and Interim contract opportunities. Our in-house team of dedicated recruitment specialists come from a mix of industry and recruitment backgrounds. They have current industry knowledge and advanced recruitment skills to ensure clients and candidates are off ered a truly professional service. T 01903 234134F 01903 234133W www.greenkassab.co.ukE [email protected] Honesty, Integrity, Delivery

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FM World Recruiter Directory

To advertise in this section please contact :Carly Gregory020 7324 2755

[email protected]

Finegreen Associates Estates and Facilities division operates worldwide from our Manchester and London offi ces. Working in partnership with in-house facilities teams and outsourced FM Service Providers, we are one of the most established and trusted recruiters within the public and private sectors.

Focusing on mid to senior level requirements, our specialist consultants off er comprehensive advice to both clients and candidates within Facilities Management and act for a wide variety of organisations in the public and private sectors including NHS Trusts, PFI/PPP, Central and Local Government, Service Providers, Client-side companies, Consultancies and Private Practices.

Our consultants operate across all job functions including:

gavin.grubb@fi negreen.co.uk | 0845 130 4006brian.johnston@fi negreen.co.uk | 0845 130 4006craig.hughes@fi negreen.co.uk | 0845 130 4006

Bid & Commercial Management• Business Management• Procurement and Supply Change• Strategic Change and Mobilisation• Hard & Soft Services• Account/Contract Management•

Project Management• PFI/PPP & Government Contracts• Capital Projects• Property Management• FM Consultancy• Energy Management•

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

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

Appointments

jobs.fm-world.co.uk

FM Opportunities

www.cobaltrecruitment.com

Offices in: Abu Dhabi, Auckland, Berlin, Düsseldorf, Frankfurt,

London, Manchester, Melbourne, Singapore.

Chief Engineer | London £65,000

An established TFM service provider is looking to employ a Chief Engineer to take responsibility of the Authorising Engineer processes including the role of the Authorising Engineer LV. You will implement, monitor and review the company’s engineering and associated safety systems across all TFM contracts. You will be the company’s engineering expert liaising and advising relevant senior management on best practice, compliance, Health and Safety and engineering procedures. Candidates must be chartered to apply for this unique role. Our client is offering a competitive base salary, car allowance and other company benefits. Ref: 27501

Roving Facilities Manager | South West £30,000 - £35,000 + car allowance

Our client requires a Roving FM with experience managing a multi-site portfolio of retail, industrial and multi-tenanted commercial office property on behalf of a managing agent to manage a South West portfolio. Suitable candidates will be MBIFM and NEBOSH certified and comfortable working in an autonomous and independent role. This role will involve home working, candidates must be able to drive as the position will involve regular travel to each of the sites within the portfolio and occasional travel to London. Candidates will ideally be based in Bristol but suitable applicants from other areas in the South West will be considered. Ref: 1082600

Regional Facilities Manager | East Mids/Bucks circa £35,000

We are recruiting for a Regional Facilities Manager with a managing agent organisation to manage a multi–site portfolio around the M1 corridor stretching from Milton Keynes to Leicestershire. You will have an excellent understanding of hard and soft services provision across multi-tenanted property, strong contractor management experience across a multi-site portfolio and IOSH or NEBOSH certification. Previous experience of setting and managing service charge budgets and tendering for FM services is also essential. Line management experience of on-site staff will also be beneficial. Ref: 1074800

London office To apply for any of these roles please email your CV in confidence to [email protected]

or call +44 (0)207 478 2500 to speak with Claudio Rojas or Ryan Coombs.

Value Retail is the only company that specialises exclusively in the development and operation of luxury outlet shopping Villages. We provide our guests with an outlet shopping experience unrivalled anywhere in the world.

We are looking for an experienced and commercially driven Operations Manager with well rounded Facilities Management and hospitality experience

to both compliment and enhance the existing skills of the Village Operations Team.

This exciting opportunity is a refl ection of the growth and unprecedented success experienced to date. Building & Plant Maintenance, as well as

Corporate Governance play an integral part to this role; you will have extensive experience in both these areas, as a prerequisite. The successful

candidate will ideally be BIFM qualifi ed and have previous experience of managing a portfolio of Fabric related work.

If you are an experienced Operations Manager, used to consistently delivering to high expectations within a fast paced setting, then we eagerly await

your application.

In return Value Retail will offer an excellent remuneration and benefi ts package and the chance to join a leading market leader within the Retail industry.

To apply please forward an up-to-date CV for consideration to [email protected]

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FM WORLD |�19 APRIL 2012 |�49jobs.fm-world.co.uk

40a Dover Street, Mayfair,London, W1S 4NWT: +44 (0)20 7629 7220F: +44 (0)20 7629 3990

York House, 20 York Street,Manchester, M2 3BBT: +44 (0)161 605 0500F: +44 (0)161 605 0505

LOGISTICS MANAGER£38,000 KentThis is a great opportunity to work for one of the largest providers of support services in the Healthcare industry whilst developing your managerial skills, with the opportunity to progress. You will be responsible for the planning,

services, ensuring that the interface of the portering services with the helpdesk

Richard Parrett, [email protected] Ref: 85079

COMMERCIAL MANAGER

A leading UK service provider is seeking a new Commercial Manager to

retail contract in London. Duties will include highlighting contract and tender risks, creation of budget forecasts, reviewing contract opportunities and

William Bellamy, [email protected] Ref: 85750

CONTRACT DIRECTOR

Superb opportunity to join a leading global integrated FM service provider as a

Alison Sharples, [email protected] Ref: 85560

ESTIMATING MANAGER

Our client, an international FM service provider active in both the public and private sectors, seeks a highly skilled estimator with strong bid co-ordination skills to join their work winning team. Direct

proposals for both hard and soft services would be a distinct advantage.Claire Marchant, [email protected] Ref: 84839

REGIONAL FACILITIES MANAGER

A leading national multi-disciplinary property consultancy is looking for a Regional Facilities Manager. You will be responsible for managing the allocation of service charge, and overseeing operational delivery of both hard and soft fm services to a wide and varied

Richard Parrett, [email protected] Ref: 85280

GENERAL MANAGER

a portfolio of TFM contracts within the Northern region. Responsibilities include

of a team. Applicants must have a proven track record in contract retention

Claire Bradbury, [email protected] Ref: 85648

SENIOR FACILITIES MANAGER

A leading client side organisation are seeking a senior facilities manger

to full occupation prior to handling and managing the day to day

Jamie Williams, [email protected] Ref: 85618

ACCOUNT MANAGER

An international service provider is looking for a new Account Manager to oversee a number of soft services and integrated FM accounts across the private

in managing cleaning, catering and security on a multi site or regional basis. Richard Parrett, [email protected] Ref: 84688

ARE YOU IN THE RUNNING?

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Initial Washroom Hygiene's study of computer mice – they're likely to hold three times more bacteria than a toilet seat, apparently – is the latest in a decade's-long tradition of shocking the public with the bacteria found on typical offi ce objects. So today it's mice in the spotlight, but in the past keyboards have borne the brunt of this manufactured outrage.

The trouble, we think, is that these stories are simply left to run without reply. What disappoints is not what these stories say about the hygiene habits of workers, but what they imply about hygiene standards elsewhere in offi ce buildings. After all, this is actually a good news story. No one's pointing out that this dramatic contrast between desktop computer mice and the toilet seats managed more directly by FM staff is an example of a well managed cleaning regime, are they? Perhaps when next the traditional 'more germs than a WC' story breaks, we should be ready with a 'rapid rebuttal' unit to fl ag up the broader positives behind the headlines.

PROVIDING FOR CYCLING IN THE WORKPLACE /// PREVIEW – THE FACILITIES SHOW 2012 /// STANDARDS IN FM – BS EN 15221 /// DEALING WITH DRAINAGE ISSUES /// FM & HR – THE CRITICAL RELATIONSHIP /// THE VALUE OF UKAS ACCREDITATION /// MINIMUM CHEMICALS CLEANING /// THE LATEST NEWS, ANALYSIS AND COMMENT

IN THE NEXT ISSUE OUT 3 MAY

DEBATE UPDATE: COFFEE MACHINE VS HOT TAP…From the BIFM's LinkedIn group (7,000 members and growing), this interesting exchange:

Question: When looking at adding coff ee machines, would you consider a hot water tap? In the US they seem to prefer hot taps than full coff ee machines. Is this the case in the UK?

Neal WardBoth. We use both vending and zip taps – with instructions/warnings by each.

Lee PaddockI introduced a coff ee machine as it had become customary for contract staff to use the kitchen area, helping themselves to the hot drink facilities provided for management and visitors. By giving each of the six contract staff three tokens to use each day in the coff ee machine it regulated use and provided additional revenue for those who wanted more caff eine, who would buy drinks once they'd used their tokens. The machine was very well received until a regional manager found out it was not dispensing low-fat milk…

Neil TilleyIt is disappointing that intelligent, educated people require a small sign warning that the tap may contain hot water. Anyone would think the red marked lever was the hot one, and that caution should be used not to put one's face or hand under the tap!

THE SAMEDAYS

2NO

FINAL WORD� NOTES FROM AROUND THE WORLD OF FM

GERM-FREE ACQUIESCENCE

Perhaps it's no surprise that the beleaguered Health & Safety Executive has fi nally decided enough is enough. After all, it’s become standard practice to mutter “Tch! health and safety” whenever any seemingly ludicrous policy stands in the way of common sense. And for HSE staff it can’t be fun being seen as such deniers of fun.

So the HSE is turning the tables. It’s put together a Myth Busters challenge panel to look into complaints regarding health and safety advice given by non-regulators (insurance companies, health and safety consultants, employers) and assess if a sensible and proportionate decision has been made. You can fi nd it at www.hse.gov.uk/contact/contact-myth-busting

Meanwhile, it's also published a list of the al time top 10 H&S myths that are all too often accepted as fact. You’re bound to recognise some of them:

1. Children being banned from playing conkers unless they are wearing goggles2. Offi ce workers being banned from putting up Christmas decorations3. Trapeze artists being ordered to wear hard hats4. 'Pin the tail on the donkey' games being deemed a health and safety risk5. Candy fl oss on a stick being banned in case people trip and impale themselves6. Hanging baskets being banned in case people bump their heads on them7. Schoolchildren being ordered to wear clip-on ties in case they are choked by traditional neckwear8. Park benches must be replaced because they are three inches too low9. Flip fl ops being banned from the workplace10. Graduates ordered not to throw their mortar boards in the air

"How long will it be before CMMS software leverages Twitter to handle submission of work requests to the facilities dept?"Dustin Smith in the BIM 4 FM LinkedIn group looks to the (near?) future

HEALTHY DEBATE

ISTO

CK

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ORGANISED BY

REGISTER FOR FREE, QUOTING FMWA3 AT WWW.FACILITIESSHOW.COM/REGISTER AND AVOID THE £30 ADMISSION FEE

SISTER SHOWSUPPORTERS INCLUDE

• 250+ exhibitors in Facilities Show• 1100+ exhibitors across The Protection & Management Series• 300+ hours of free education and CPD content

Visiting the show will help you purchase and manage this volatile commodity more efficiently

• SUSTAINABLE FM ACADEMY Speakers and panelists will discuss key energy management issues, including carbon reduction, waste to energy, sustainability, legislation, and green ambitions in the workplace. • THE GREEN FM TRIAL Allows visitors to discover exhibitors displaying products, services and innovation that help keep businesses green and sustainable. • ENERGY MANAGEMENT ZONE See the latest products and get invaluable advice to help you manage your energy consumption sustainably and cost effectively.

HELPING FACILITIES AND ESTATE MANAGERS MEET THEIR ENERGY AND CSR TARGETS

FACILITIES SHOW IS PART OF THE PROTECTION & MANAGEMENT SERIES, UNITING FACILITIES & ESTATES MANAGEMENT WITH SECURITY, FIRE AND SAFETY PROFESSIONALS

IN ASSOCIATION WITH

THE UK’S FAVOURITE FACILITIES SHOWFREE TICKETS NOW AVAILABLE

15-17 MAY 2012NEC BIRMINGHAM

JOIN THE CONVERSATIONTWITTER.COM/FACILITIES_SHOWWWW.FACILITIESSHOW.COM

Fac Show.indd 1 27/3/12 12:32:41FMW.19.04.12.055.indd 1FMW.19.04.12.055.indd 1 4/4/12 14:52:584/4/12 14:52:58

“ I HAVE ENOUGH ON MY PLATE WITHOUT HAVING TO CONSIDER WHETHER WE’VE CHOSEN THE RIGHT SUBCONTRACTORS”

Duncan Pierce, Director, Page Associates

ECA electrical contractors are periodically assessed to ensure their technical competence

ONE LESS THING TO WORRY ABOUT.

To find an ECA contractor that’s right for you: www.eca.co.uk

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2012-04-19 FM World

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Transcript of 2012-04-19 FM World