2012-07-05 FM World

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 5 JULY 2012

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THINK FM:

Reports from inside this year’s big FM conference

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VOL 9 ISSUE 13 �5 JULY 2012

FM WORLD |�5 JULY 2012 |�03

CONTENTS

FEATURES

18 ThinkFM: Reports from the floor of the industry’s

major annual conference, held this year at the Royal College of Physicians in central London

22 Pensions roundtable: What impact will new auto-

enrolment pensions rules have on FM service providers? That was the main issue at a roundtable discussion sponsored by Peoples’ Pension

28 Autodesk: Martin Read visits the software

company’s new Farnborough office and looks at the cutting-edge workplace techniques it showcases

OPINION

14 Perspective of a facilities manager: Roger Amos on the future of the town hall

15 Five minutes with Ruby McGregor-Smith, Mitie chief excutive

46 No Two Days

MONITOR

32 Legal: Gill Morris outlines the rules of motion picture licensing

33 Court report: Beverley Vara examines the issue of break notices

34 Technical: Ian Ellis on how BMS can create efficiencies

35 Technical: Hywel Davies sounds out the subject of office acoustics

36 Insight: Market intelligence

REGULARS

38 BIFM news42 Diary of events41 People & Jobs44 Appointments

16 | ThinkFM 28 | Autodesk22 | Pensions roundtable7 | Metal theft

NEWS

6 Nick Clegg signs up UK for mandatory carbon reporting

7 Councils warn of the spiralling cost of metal theft to taxpayers

8 Project of the Fortnight: Bournville College gets a Shepherd FM fit-out

9 Think Tank: how does your firm respond to benchmarking?

10 Business news: Graeme Davies on how FMs need to focus on carbon emissions

11 Southwark and Wates end maintenance contract

12 In Focus: Bill Wright on the impact of mandatory carbon reporting

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If you want to get on in facilities management, get into the BIFM.As Britain’s leading association for our profession, we’re here to advance your cause. Use our extensive network of training and expert advice to progress your career.

Gain invaluable knowledge andcontacts at our industry leadingevents and specialist networks.Increase your standing through our recognised professional qualifi cations and accreditations.

Profi t from the latest professional and industry news – online and in print. Take your opportunity to shape your industry’s future by getting involved in everything from regional committees and local events to national strategy planning. And make it your fi rst priority.

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LEADER

n the 1980s I supported the quite brilliant Brabham Formula One team. In order to get into the pits at no expense, my friends and I would take a full suit of work clothes to the Silverstone campsite, put discarded sponsors decals on a briefcase and

walk nonchalantly across the track, pretending to be having a casual conversation. It was an amazingly effective trick.

Apparently, we were conducting a form of social engineering. Consultant Ian Mann presented on the topic at a recent BIFM Risk & Business Continuity Sig meeting. It made for a sobering assessment of what you may think you know about the security of your building – and it all comes down to the phenomenal power of suggestion. A power which, says Mann, means that introducing security guards may actually lower your levels of security.

Social engineering has come a long way since the phrase was first coined in the 1930s. Back then, it described the manipulation of an entire population. Today, it describes the manipulation of an individual in order to obtain information or perform an action. The issue it raises for anyone looking to keep undesirables out of a building is just how easy it is to get past security with the use of some pretty basic social engineering tricks.

Mann’s job is to test organisations’ security by tricking his way into buildings. Apart from thinking that this sounded like a pretty cool way of making a living, I was struck by the fact that the more audacious Mann and his team were, the more likely they would be to get in. His examples were jaw-dropping.

Each trick plays on the same natural human failings. For example, by turning up in high-viz jackets, your explanation that you’re on official business to test a critical system is more likely to get the security guard or receptionist annoyed that they haven’t been informed of this test rather than questioning the legitimacy of the intruder.

And see if this sounds familiar: a person turns up and pretends to be needed in accounts. “Are you working with the auditing team?” asks the receptionist. “Yes,” says the intruder, suddenly presented by the building’s own employee with the perfect cover story.

Despite the existence of good qualification structures for security guards, it’s a part of human nature to want to resolve problems. The path of least resistance is to resolve the

problem to your own personal satisfaction, not that of the organisation’s. Someone presents the wrong type of pass to everyone else? Obviously, the computer system must be broken. Just come on night shift when two guys in open shirts arrive with coffees in hand, having just nipped out and forgotten their passes? Must be working late. We want the resolution, so we concoct it.

Mann says that from early age we’re given lots of instructions, and that for every ’no’ we’re taught a thousand ‘yeses’. We have a natural tendency to follow instructions if we’re ignorant of something. Our subconscious is hugely powerful.

Perhaps most extraordinary is the simple power that words can have. Politicians use sentences such as “like me, you’ll be concerned about this topic” because what their audience hears is the instruction “like me”. I wonder if I could use this to my advantage? Like me, you’ll doubtless be thinking the same.

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

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MARTIN READ� EDITOR�COMMENT

I

“THE PATH OF LEAST RESISTANCE IS TO RESOLVE THE PROBLEM TO YOUR OWN PERSONAL SATISFACTION, NOT THAT OF THE ORGANISATION’S”

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UK first with mandatory carbon reporting DAVID [email protected]

All businesses listed on the London Stock Exchange’s main market will have to report their greenhouse gas emissions from the start of the next financial year.

The announcement by Deputy Prime Minister Nick Clegg at the Rio+20 Summit in Brazil means the UK is the first country to make it compulsory for companies to include emissions data for their entire organisation in their annual reports.

The new regulations will be introduced from April 2013 and will be reviewed in 2015, before ministers decide whether to extend the approach to all large companies from 2016, according to a statement from the Department for Environment, Food and Rural Affairs (DEFRA).

The introduction of the reports will enable investors to see which companies are effectively managing the hidden long-term costs of greenhouse gas emissions.

“The majority of businesses responding to the consultation support the change and government plans are also backed by leading employer and environmental organisations,” the DEFRA statement said.

“Counting your business costs while hiding your greenhouse gas emissions is a false economy,” said Clegg.

“British companies need to reduce their harmful emissions for the benefit of the planet, but many back our plans because being energy efficient makes good business sense, too. It saves companies money on energy bills, improves their reputation with customers and helps them to

manage their long-term costs.But questions remain over

standardised accounting for finalising emission amounts.

There is also still the thorny issue of who must accept ownership of emissions in rented commercial buildings – owner or occupier.

Liz Peace, chief executive of the British Property Federation, said the BPF’s response to the government’s consultation favoured a staged approach toward the introduction of carbon reporting, starting with listed companies.

“The government has heeded our advice, with a review of emissions reporting in 2015 to determine whether it should be extended to other companies,” she said.

ENVIRONMENT

Clegg’s announcement means the proposed emissions league table under the Carbon Reduction Commitment Energy Efficiency Scheme (CRC) may be redundant.

Regarding reporting standards, Peace said the property industry

has been working hard “to arrive at reporting standards that take account of the different spheres of control and influence over resource use in rented commercial properties”. (See Business In Focus, page 12)

The Defence Infrastructure Organisation, the Ministry of Defence’s land and property arm, has started discussions with three private sector bidders vying to manage 50,000 UK military homes.

Under the Next Generation Estate Contracts (NGEC) programme, the National Housing Prime contract will be awarded in 2014 for five years initially, with the option of a five-year extension.

The deal is worth £1.5 billion over 10 years, depending on which services are included and whether the contract is extended, according to a DIO statement.

The new arrangements include options to outsource a number of

additional housing services for the first time, such as housing allocations, move-in and move-out services and the provision of furniture and fittings.

The bidders – Carillion Holdings/Enterprise, Babcock Support Services and Keir/Turner Facilities Management – recently started a four-month competitive dialogue process. Bidders are in a series of one-on-one discussions with the NGEC team, exploring their planned approaches to the delivery of key services such as

routine maintenance, a 24-hour maintenance helpdesk, repairs, data management and the preparation of empty homes for re-occupation.

Each bidder will be invited to describe their supply chain development plans and encouraged to offer innovative solutions for reducing estate management costs.

The Defence Infrastructure Organisation was formed in April 2011, when the former Defence Estates organisation was brought together with other property and infrastructure functions.

PUBLIC SECTOR

DIO begins scrutiny of housing biddersD

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CLI

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Clegg says counting your costs while hiding your emissions is a false economy.

“The deal is worth £1.5 billion over 10 years, depending on the services”

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Mitie Group’s chief executive has called on the outsourced FM service sector to “be braver about what it wants to be”.

Speaking to FM World at the recent ThinkFM conference in London, Ruby McGregor-Smith said the sector needed to point to the value it brings to the economy as a whole.

“We can have a major say in supporting the growth of the UK economy,” said McGregor-Smith.

“However, the challenge for our industry is that outsourcers come with a reputation for job cuts and change, both of which can be quite threatening. I say, look at all the positives: the number of people we employ; the number of rising

Rallying cry: McGregor-Smith calls for ‘bravery’

stars we have in our industry; what we are doing around apprenticeships and the fact that we represent around 8 per cent of the UK economy.”

McGregor-Smith, who expects clients to outsource more as the sector matures, said that it was important for the sector to recognise the reputation it had obtained, but that it should respond by pointing to the many positives that could also be associated with it.

“It’s time for the industry to be a bit braver about what it wants to be.

We need to be better at explaining how we are the experts in the services we provide and that ours is a good voice to be listened to.”

McGregor-Smith was at the Think FM conference as guest speaker, delivering the final address of the event. More than 320 delegates attended the day-long event at the Royal College of Physicians next to Regent’s Park.

The opening keynote speaker was Sahar Hashemi, who, alongside her brother, started up Coffee Republic, one of Britain’s most successful coffee house chains. Her presentation about what makes an entrepreneur tick can be read in FM World’s six-page ThinkFM report, starting on page 16.

Rogers elected chairAshley Rogers will step into the new role of chair of BIFM Members’ Council from 12 July, starting a two-year term. Bernard Crouch, chair of the institute’s London region, was voted in as deputy chair. Rogers is a director of property services business Eddisons and a member of the Institute of Directors. He has served on the BIFM board since July 2011 and is a former committee member and chair of the BIFM Midlands region. In previous years, the BIFM chair was also chair of the 22-member Members’ Council. But at the 2011 annual general meeting members voted to split the roles.

Benchmark costs fallBenchmark building maintenance costs have fallen in the past year, according to the latest operation and maintenance benchmarking report from BSRIA. The total maintenance cost across all building types is £18.88/m2 GIA (gross internal area), down £4.29 from last year. The average total waste contract cost across all the building types is £1.85/m2 GIA compared with £1.62/m2 GIA last year. However, recycling contract costs have nearly doubled across the building types. The annual report is a guide for building operators to evaluate their performance against their peers.

A WRAP for CompassCompass Group UK & Ireland has signed up to the Hospitality and Foodservice Agreement to reduce waste and boost recycling. The voluntary agreement, run by not-for profit agency WRAP, sets out two clear targets: signatories must work towards reducing food and associated packaging waste by 5 per cent by the end of 2015. Also, the business must attempt to increase the overall rate of food and packaging waste being recycled, sent to anaerobic digestion or composted to at least 70 per cent. According to WRAP, 69 major businesses have signed up to the agreement, including Greene King, Greggs, McDonald’s Restaurants and Unilever Food Solutions.

THINK FM

Metal thieves are costing council taxpayers millions of pounds a year, according to a survey of local authorities.

A Local Government Association (LGA) survey found the cost to local authorities of metal thefts soared by an estimated 26 per cent in a single year. One council was left out of pocket by £100,000 in 2010/11.

The LGA’s survey of 157 councils found that metal theft across England and Wales left a £4.6 million hole in town hall budgets in 2010/11, rising from an estimated £3.6 million in 2009/10.

Local authorities believe that the key to combating the rising tide of

metal thefts lies in bringing up to date the 48-year-old legislation that regulates scrap yards and the scrap metal industry.

Cllr Mehboob Khan, chair of the LGA’s Safer and Stronger Communities Board, said metal theft “is spiralling out of control” with councils spending millions of pounds annually to replace memorial plaques, manhole covers, metal gullies, street signs and lead from schools and council offices.

“Councils want to see an annually-renewable licence for scrap metal dealers, which could be reviewed at the instigation of the police or licensing authority

and, if necessary, revoked.“This would make it much less

likely that stolen metal will find its way into scrapyards,” he said.

The LGA’s lobbying victory in March will ensure that rogue scrap metal dealers can be fined up to £5,000 from October 2012 and that all transactions in scrapyards from then on will be cashless.

According to a House of Commons Transport Committee report published in January, Network Rail reported that cable theft has cost the railway business sector £43 million and 16,000 hours of passenger delays in the past three years.

Councils warn of rising metal thefts

NEWS BRIEFS

PA


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PROJECT OF THE FORTNIGHT

A major £1 million fit-out at Bournville College in Birmingham by Shepherd FM helped the facilities provider land a three-year planned preventative maintenance contract for the school.

Bournville College was established in 1913 by George Cadbury, of chocolate fame, and now has more than 11,000 students. It offers courses for school leavers, adults, employers and international students. Qualifications include A-levels, BTECs, NVQs, apprenticeships, higher education courses and bespoke training for businesses.

In September the college relocated to its new campus, a £66 million development in Longbridge designed to kick-start wider regeneration of the area after the collapse of MG-Rover in 2005.

Shepherd FM started the fit-out in August just before the academic year began and had completed all work by February with no disruptions to the teaching schedule. The entire project was done by Shepherd Group companies, including base build by Shepherd Construction with M&E work by Shepherd Engineering Services.

The college now has a Starbucks café, basketball courts, furniture procurement and vinyl decorations, M&E upgrades and installation of a photography suite. There are also new kitchens, break-out spaces, a motor-vehicle teaching workshop and beauty training salons.

The campus also features music studios, training kitchens, more than 1,000 computers, a 3D cinema room and a conference centre for 200 delegates.

“As the college houses over 15,000 people, it was a challenge ensuring that the materials used in the fit-out were robust enough to take the everyday wear and tear from the students and staff,” said Spencer Meredith, head of the interiors business for Shepherd FM.

“It was also a challenge to ensure that the look and feel of the design was consistent through the five-storey building and that every room, corridor and space reflected the college’s brand, as well as being an inspirational learning space that students can enjoy.”

CIBSE updates energy efficiency guideThe president of the Chartered Institution of Building Services Engineers (CIBSE) has reiterated his call for greater energy savings through better engineering and facilities management.

David Fisk was speaking at the launch of the latest edition of the CIBSE Guide F: Energy Efficiency in Buildings.

“CIBSE Guide F shows how 20 to 30 per cent can be knocked off energy bills by good engineering and informed, effective facilities and energy management,” said Fisk.

Guide F is fully revised to include information on recent Energy Acts, Building Regulations revisions in 2006 and 2010, and the introduction of the Energy Performance of Buildings Regulations.

CIBSE guides are available free to CIBSE members or to buy from the CIBSE’s Knowledge Portal at www.cibseknowledgeportal.co.uk

Illegal asbestos handling nets £18,000 fineA building company unlicensed for handling asbestos has been fined £18,000 plus costs for leaving asbestos fibres in part of a shop it had been renovating.

Unqualified workmen employed by Timberwise left the fibres on the premises of an antiques shop in Cowbridge in the Vale of Glamorgan, South Wales, for three weeks in 2011.

In a prosecution by the Health and Safety Executive (HSE), Cardiff Magistrates heard that Timberwise sent employees to work on the site to survey and strip out parts of the building affected by damp and wood rot, without checking for the presence of asbestos, according to the HSE.

“None of the workers had received sufficient information, instruction or training in asbestos awareness or removal and Timberwise did not have a license to remove or handle asbestos-containing materials,” the HSE report said.

Asbestos and asbestos dust were swept into rubble bags and dumped in a skip lorry, along with the asbestos insulation boards. The asbestos material was immediately identified at the waste transfer site, when it was collected by Timberwise and left in the backyard of the shop.

85% see energy management as “very important”Energy management is rising in importance for businesses, being “extremely” or “very important” for 85 per cent of respondents to a new global survey.

The issue has increased from 70 per cent of respondents in 2011 and 60 per cent in 2010, according to the 2012 Energy Efficiency Indicator, the survey from the Institute for Building Efficiency, a Johnson Controls initiative run through its US offices.

Over 60 per cent of respondents to the survey said that their organisations were investing in energy efficiency and over a third of them reported investing in renewable energy projects. By region, the United States and Canada had the largest proportion of organisations investing in energy efficiency. However, they also had the smallest proportion investing in renewables.

The most common improvements were lighting upgrades (69 per cent), improvements to heating, ventilation and air-conditioning plant (61 per cent) and water efficiency actions (50 per cent).

A quarter of respondents were willing to pay a premium for space in a certified green building but only 7 per dent of respondents had a corporate policy to lease space only in a certified green building.

However, 24 per cent of respondents would refurbish to above code standards to ensure energy savings.

The survey was conducted anonymously, online, during five weeks in March and April 2012. The 3,479 respondents were in six regions – US/Canada, Brazil, Europe, China, India, Australia.

NEWS BULLETIN

Bournville boost with Shepherd FM fit-out

Shepherd FM gets the sweet taste of success at Bournville College



Nearly three-quarters of respondents to our latest Think Tank Poll said that they have been involved in benchmarking exercises where, after computation and analysis, nothing has changed in their organisations.

We asked FMs: have you, your organisation or your client been involved in any benchmarking exercise where data is collected, analysis is made – but nothing changes as a result?

For some respondents, it is only by going through a benchmarking exercise that you realise you are comparing apples and oranges, and exercise

results will be meaningless.“If you have a non-standard

building, working practices or patterns of use it can be difficult to ‘standardise’ as required in a benchmarking exercise,” said a respondent.

Anyone with any experience of benchmarking will have had, at one time at least, one exercise that was not followed through, said one FM.

“And I would think that anyone would be lying if that had not been the case,” he said. “Success to drive through the results involves senior management buy-in and in a growing number

WE ASKED 100 FMS…Have you, your organisation or your client been involved in any benchmarking exercise where data is collected, but nothing changes?

of case collaboration with other support teams. Patience and ‘seed planting’ are essential.”

Another respondent was more assured that the norm changes after a benchmarking exercise, no matter how small: “The incumbent supplier may stay the same, but the process will make (in this case) the managing agent more aware and informed and I think it would be rare for the

status quo to not move.”Benchmarking is not to

everyone’s taste, as one relieved respondent said: “So far I’ve managed to avoid such exercises, so can’t really comment.”

The absence of any benchmarking experience was embarrassing to one FM: “Sadly, we’ve never conducted any benchmarking activity. Shocking, I know!”

THINK TANK

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DAVID [email protected]

The Crown Estate has reported a 4 per cent increase in net profit for the year ending 31 March 2012.

The profit of £240 million has helped boost Crown Estates total capital value to more than £8 billion, rising in the year by 11 per cent, according to a Crown Estate statement.

“This marks another record return for our business, with the profit being paid to the Treasury for the benefit of the nation’s finances,” the statement said.

The Treasury is effectively the principal government stakeholder for the Crown Estate and is kept informed of the estate’s overall business plans and strategies, although responsibility for the management of the estate rests with the Crown Estates board.

The Estate, accountable to Parliament – to which it reports annually – does not administer the Occupied Royal Palaces or

Her Majesty’s Private Estates.Total property value of the Crown

Estate now stands at £7.6 billion, up 7.4 per cent on the previous year.

“Our super prime portfolio and active asset management have been the cornerstones of this strong financial performance and resilience

during recent market volatility,” said Alison Nimmo, chief executive of Crown Estate.

The urban estate’s £300 million Quadrant 3 scheme on Regent Street is now 70 per cent let or under offer to tenants including UGG, Wholefoods, Jack Spade,

Crown Estate boosts profit by 4 per centREX Restaurants, Telefonica Digital and Al Gore’s Generation Investment Management.

An investment programme was launched for the St James’s portfolio, which consulted the public on a landmark £400 million redevelopment proposal, known as St James’s Market. Investment also continued in prime retail property outside London with acquisitions in Maidstone, Swansea and Milton Keynes taking this part of the portfolio past £1 billion in value for the first time.

The value of marine estate rose by 23.4 per cent and it also reached a number of important milestones during the year. There are 4.2 GW of offshore wind operational or under construction, a further 0.9 GW consented and an additional 4 GW in the consenting system.

Installed capacity of offshore wind farms is now close to doubling year-on-year and already accounts for around 1.5 per cent of UK electricity production.

Crown Estate has held almost the entire freehold of Regent Street since 2002

ISTO

CK

No changes(70%)

Changes(30%)


FMs need to focus on carbon emissionsGRAEME [email protected]

Deputy prime minister Nick Clegg used the Rio+20 summit on climate change last week to announce government plans to compel all 1,800 companies listed on the main market of the London Stock Exchange to formally publish emissions data from their businesses. This sets a challenge to many companies but is intended to also prompt them to think more seriously about the environmental sustainability of their businesses and could open up opportunities for specialists in the field of emissions reduction.

But the announcement has caused some confusion among companies that are also busy preparing for the introduction of charges next year relating to the Carbon Reduction Commitment (CRC). This scheme is a relic of the previous government and has been more contentious with businesses as it involves publishing ‘league tables’ of greenhouse gas emitters, with financial penalties for those at the bottom of the table.

The previous government clearly felt the need to adopt the ‘big stick’ approach to act on emissions, but it is

currently less clear where the current administration stands. Business organisations such as the Confederation for British Industry and the British Property Federation are lobbying hard for the CRC to be pulled, arguing that mandatory emissions reporting, which is likely to be extended to other large companies from 2015, will do a similar job simply through companies having to face public scrutiny of their emissions. The foundation argues that raising boardroom awareness of carbon emissions will be achieved with mandatory carbon reporting.

The introduction of mandatory reporting of emissions certainly seems like duplication and is likely to intensify calls from business to scrap the CRC league tables. Supporters of the CRC will argue that it covers all companies who are charged for their energy on a half-hourly basis and the new mandatory reporting is only limited to publicly quoted companies.

ANALYSIS For FM companies, many of whom have been beefing up their environmental skills over recent years, the introduction of mandatory reporting could be a boon. Considering the relatively short timescale before mandatory carbon reporting is introduced, qualifying businesses could consider outsourcing their carbon reporting commitments. And the publication of emissions information is likely to prompt some companies to address their emissions in a more serious manner, which could lead to more work for FM companies with skills in the area.

Buildings are one of the key sources of emissions and the FM sector’s strong connection with building management puts it at the forefront of the drive to reduce emissions from buildings through better environmental controls, better energy procurement and usage and improved efficiency, all factors a properly qualified FM can affect.

In recent years, FM companies with specialist skills in this area have been bought up by larger players looking to add further strings to their bows. And with mandatory emissions reporting, client companies who become increasingly aware of their emissions record will come to expect any FM provider they appoint to have skills in this area.

Companies such as Carillion and Mitie have both made strategic acquisitions in this area in recent years that will stand them in good stead. Such skills can be the difference when bidding for FM contracts and also allow more of the margin to be captured. Forcing companies to report their carbon emissions should ultimately lead to better awareness among client companies and with it more business for FMs.

Graeme Davies writes for Investors Chronicle

Contract wins

Sodexo has won a £21 million, two-year extension to a contract delivering soft and hard FM to an energy exploration and production company. Since 2006, Sodexo has provided a range of services to the client, which has operations onshore and offshore UK. Services include catering and cleaning at its onshore sites at Aberdeen, Teesside and Mablethorpe.

ISS Facility Services Landscaping is to expand its million-pound Highland Council landscaping contract with the addition of Skye and Lochaber. The contract, originally secured in April 2011, operates from offices in

Inverness and Elgin, as well as satellite locations in Fort William, Aviemore and Portree. Between 10 and 12 teams, supplemented by nine independent one-man contractors, tackle the council’s highways and open spaces.

Mitie is preferred bidder to develop and operate an energy centre at Addenbrooke’s Hospital, Cambridge. Mitie will operate the energy centre, to be developed in partnership with the NHS Carbon and Energy Fund, for 25 years. The centre will provide low-carbon heating, hot water and electricity for Addenbrooke’s and Rosie hospitals.

Blue3, a consortium comprising Kier and Calderpeel Partnership, has been named preferred bidder to design, rebuild and maintain 11 fire stations in Staffordshire. The deal with Staffordshire Fire and Rescue Services is worth around £50 million. Kier will begin construction in early 2013 and maintain the stations for 25 years.

Charlton House has beaten incumbent Artizian to secure a three-year catering and hospitality contract for defence systems manufacturer MBDA in the west and north of England. The deal, worth more than £1.7 million a year, is for managing delis, cafés and restaurants serving more than 3,000 staff at MBDA’s three locations.

Theatre Royal Bath has appointed Lindley Heritage to manage catering and hospitality services at the theatre’s Vaults Restaurant and theatre bars. The £4 million, seven-year deal includes catering for the theatre’s functions venue 1805 Rooms.

NEWBUSINESS

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BUSINESSBRIEFSSouthwark

and Wates end contractSouthwark Council and housing repairs specialist Wates are parting ways, according to a statement from the London borough.

“This mutual agreement means that Wates will no longer be responsible for the delivery of any of the council’s major works within the borough,” the statement said.

Stuart Laird, chief operating officer and regional managing director south for Wates Living Space, said Wates and Southwark “worked hard in partnership”, but were “unable to feasibly deliver the project and have mutually agreed that the current agreement should end”.

Wates, one of the five contractors responsible for the delivery of major works to council properties in Southwark, was responsible for the Bermondsey and Rotherhithe areas.

The other contractors for Southwark housing repairs are Apollo, Breyer, A&E Elkins and Saltash, a spokesperson from the council told FM World.

Southwark signed the contracts with the five suppliers in September 2010, with each specialist responsible for a specific area of the borough.

The value of the contract with Wates is “commercially sensitive”,

Morrison Facilities Services reports turnover up by 6 per cent and a strong order book at more than £1.2 billion.

Turnover increased by £16 million to £291 million (£275m in 2011), according to the annual report for the 12 months to 31 March 2012. But the group maintained an operating loss for the year. However, the report said the group “significantly improved” its operating performance over the year, reducing an operating loss of £12.7 million at the half-year to a full-year loss of £7.6 million. The group also continues to operate free from commercial debt, holding £14.1 million of free cash.

“Like many companies in our sector, we have experienced the double effect of price reductions

Morrison boosts annual turnover

FM World was told. Southwark has not indicated when, or if, it will go out to tender for the work.

Instead, the council’s statement said it “will be consulting with residents in a genuine two-way dialogue to gauge their preferred option going forward, including re-tendering the contract”.

Councillor Ian Wingfield, cabinet member for housing at Southwark Council, said housing services must “focus on the needs of our residents first”.

Earlier this year, Southwark also said it will part company with Morrison, ending a £9.5 million a year deal through to 2016.

and revenue pressure on local authority expenditure,” said Guy Wakeley, chief executive of Morrison.

“Yet we have been able to increase our turnover as a result of organic growth within existing relationships and the mobilisation of significant contracts with new clients. We have decisively responded to the tougher trading conditions by carrying out a

comprehensive restructure during the first half of the year to ensure costs and resources were correctly sized.”

New and mobilised contracts in the past year amount to more than £690 million and include long-term deals with Leeds City Council, London Borough of Lambeth, North Lanarkshire Council, Woking Borough Council, Home Group and Tamworth Borough Council.

Major contract wins in the past year include a seven-year, £98 million deal with social and supported housing business Home Group to look after more then 14,000 properties in the north-east.

Morrison will provide responsive repairs, voids maintenance, enhanced annual servicing to all heating systems.

Chapco in administrationThe facilities management division of hard FM deliverer Chapco has been put into administration. The move was confirmed to FM World by Mazars, the financial and audit business handling the work. No one from Mazars was available for further comment. In an interview with FM World in January, Chapco’s newly appointed chairman Stuart Black said that Chapco was looking for efficiency savings and organic growth. The privately-owned business had a turnover of around £20 million, but Black said he thought this could double within two and half years. Chapco centralised its back office functions to Birmingham in the latter half of 2011 as part of a strategy to consolidate its businesses.

John Heaton new FSG CEOFacilities Services Group (FSG) has confirmed John Heaton as chief executive. Heaton has been on the board of a number of businesses since 1999 and has several years of successful experience as a chief executive in a variety of sectors. For the past five years, he has been with “a nationwide facilities maintenance business” and has been working with the FSG board for the past six months.

Mouchel order book stableMouchel said its order book is stable at around £1.1 billion, but a planned restructuring may result in “only limited value” for shareholders. The group’s interim management statement noted £165 million of contract wins this financial year. Forward orders for 2013 are more than £325 million. An overhead cost reduction programme is on track for at least £3 million of additional savings, increasing the savings target from £18 million to £21 million.

FM WORLD |�5 JULY 2012 |�11www.fm-world.co.uk

Stuart Laird, chief operating officer for Wates Living Space

Morrison chief executive Guy Wakeley

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The announcement for greenhouse gas emissions reporting was made by Deputy Prime Minister Nick Clegg at last month’s Rio+ 20 Summit in Brazil.

The UK will be the first country to make it compulsory for a stock exchange-listed company to include emissions data for its entire organisation in their annual reports.

The regulations take effect from April 2013 and will be reviewed in 2015, before ministers decide whether to extend the approach to all large companies from 2016.

The procedure will report in the equivalent tonnes of CO2 gases the six so-called “Kyoto 6” main greenhouse gas (GHG) emissions: ● carbon dioxide (CO2)● methane (CH4)● nitrous oxide (N2O)● hydrofluorocarbons (HFCs)● perfluorocarbons (PFCs)● sulphur hexafluoride (SF6)

It’s a move in the right direction, says Bill Wright, energy consultant and energy adviser go the BIFM. The report, which will be openly available, will allow investors to compare companies that are managing their emissions. “It reinforces the energy efficiency message to the boardroom started by the Carbon Reduction Commitment Energy Efficiency

Scheme [CRC],” says Wright.The CRC, which kicked off in

April 2010, requires big energy users of around 6,000MWh to report their carbon emissions annually to the Environment Agency. Organisations are given reduction targets and must buy carbon credits if they wish to emit more than their target or sell credits if they emit less.

Not all these big energy users are listed on the Stock Exchange, so the government has missed a trick by not including them in the latest scheme, says Wright.

Based on the CRC, the Environment Agency published last November a controversial ‘league table’ that ranks many of the UK’s high-street names according to how they manage their energy use. Major supermarkets, retailers, restaurant chains, government departments, hospitals and councils are among more than 2,000 organisations ranked in the first CRC Energy Efficiency Scheme Performance League Table.

The data forms a baseline for future years, which will also show overall CO2 emissions, annual emissions savings and progress on energy efficiency. “The CRC is currently under review as it is seen as administratively costly, but the chancellor sees it as a

FM BUSINESS� IN FOCUS


THE INTERVIEWEE Bill Wright, independent energy consultant, adviser to the BIFM and former corporate energy manager for John Lewis Partnership

THE ISSUE Firms on the London Stock Exchange’s main market must report their greenhouse gas emissions from 2013. Is this a good move?

source of income,” says Wright.Reporting green house gas

emissions in annual reports could make the league table redundant as a comparative too – but for one thing. There needs to be a standardised accounting procedure for setting forth CO2 emissions, says Wright.

“Full GHG disclosure would replace the league table with a much better measure,” he says. “But until standards are agreed, looking at different corporate performances could be like comparing apples and oranges.”

Nonetheless, showing GHG emissions in annual reports will force FMs to do more accounting of their carbon emissions. “The result should also make it easier for an FM to justify to his or her finance depart potential expenditure on more energy efficient equipment if reductions in greenhouse gases are quantifiable.”

However, the real test of the reporting’s usefulness will come only after three or four years, where accumulated data will indicate in black and white an

Clear the air

organisation’s performance. This will put an organisation’s facilities and property departments in the hotseat.

Wright sees questions being asked of FMs, their finance directors and energy consultants: for example, why have carbon emissions levelled off, or risen over several years in comparison to a competitors or other businesses in the sector?

“That’s when the FMs will really have to have answers at the ready,” he says.

There also remains an issue over “whose carbon is it anyway?” – that of a building’s owner or its occupier? “And it’s a big issue,” he says. “The occupier is the one who actually produces the emissions by his use of the building. The building owner could make the fabric of the building more efficient and common services more efficient, but it comes down to the use of the building that produces the emissions.”

David Arminas is FM World’s news editor

A step forward: Bill Wright believes progress is being made with this decision

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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.


www.bifm.org.uk

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FMW.05.07.12.013.indd 11FMW.05.07.12.013.indd 11 27/6/12 10:50:1027/6/12 10:50:10

www.fm-world.co.uk

FM OPINION� THE DIARY COLUMN�ROGER AMOS

Here in Ealing we have just finished a major conservation project on Ealing Town Hall – a grade II listed building built in 1887 and widely regarded still as the municipal HQ for the Borough.

I had some concerns about this project in terms of how it may be perceived, given the current economic climate and with so many priorities all vying for a share of the budget. However, I am pleased to say that it was well-received in all quarters.

But what is the future of our

aling Town Hall is a Grade II listed building. But are Town Halls

important today, given the cost to keep them running? Roger Amos discusses what the future holds for them

town halls? Many are not necessarily a council’s HQ – as is the case in Ealing. These days, its only office function is for the elected members and the democratic services teams. In the rest of the building we strive to maximise its use through hospitality and events and have certainly made a big success out of this in recent years, generating much-needed additional income.

The harsh reality is, though, that most town halls are not cheap to run or maintain and it is

inevitable that the future of them will come under ever-increasing scrutiny, debating whether to keep a town hall strictly as a municipal asset or generating income by changing its use.

Maintaining a town hall as a municipal building doesn’t come without its challenges, especially if this means maintaining it as an HQ for our elected members. Politicians don’t want to spend too much on the building they work from, but like the rest of us, they need a well-serviced and maintained base of operations.

The day-to-day FM issues are also a challenge – for instance, we need to maintain security, but not in a way that hinders the democratic process. I recall one of our past Council Leaders stopping me in the street and saying: “Roger, have you checked those

panic alarms recently, only if they don’t work and something happens, it’s not me you need to worry about, it’s explaining what’s happened to my mother!”

As well as ensuring the panic alarms work in the leader’s office, an FM also must ensure that the building provides a ‘wow factor’ for marriages to take place, while providing a place that is sensitive and respectful for the registering of deaths.

Then there is the strategy – local government political cycles run over four years and so developing a 10 or 20 year asset-management plan takes some convincing of before it is adopted.

For the future of our town halls – who knows? For now, though, I will just pop over and check those panic alarms…

“TOWN HALLS ARE NOT CHEAP TO RUN OR MAINTAIN AND IT IS INEVITABLE THAT THE FUTURE OF THEM WILL COME UNDER EVER-INCREASING SCRUTINY”A TOWN HALL DEBATE.. .

E

BEST OF THE WEB

BIFM LinkedIn group: If there is

one thing about facilities management you could change, what would it be? Simon Willocks: Generating awareness to internal customers that facilities management is more that maintaining the status quo. Here at the Speke facility we have generated greater awareness of the good news stories that happen ‘behind the scenes’. This includes: the proactive planning of equipment

downtime with the use of Vibration Analysis; and the development of FMEAs; addressing equipment redundancies risks, while increasing energy efficiency and equipment reliability. Otherwise, facilities management is at risk of only being associated with ‘bad news’ – equipment failure, unplanned outages and increasing cost.Dave Ion: If I have any problem at all with FM, it’s that there is no

differential to gauge it. Reception and post services is FM, along with FM of sites in war zones, as a colleague of mine described while serving as a facilities manager with the Royal Engineers on two tours of duty in Iraq and one tour in Bosnia! If we don’t think about clear definitions, we will have the same problem as when the term ‘engineer’ means someone shovelling coal into a boiler, as well as the individual working on

the cutting edge of the engineering technology.

Tweets from Th!nkFM, on 18 June:Harvey Laud @HarveyLaud“#thinkfm loved Sahar Hashemi’s analogy that life has a conveyor belt of opportunities. Entrepreneurs are the ones who pick something off it!”Martin Pickard @thefmguruOnly 22 per cent of social media policies specify

who owns the contact list, says @Look_Sharp at #ThinkFM 50 per cent of firms don’t even have a policy.Lucy Jeynes @LarchLucyAdding value at no extra cost. Guaranteed results. Just two of the fundamentals of the FM market. Ruby McGregor-Smith@rubymsLoved speaking at #ThinkFM – great end to a day – feel more inspired than ever by my industry

Views and comments from across the web


Roger Amos is head of property and HR Shared Services at the London Borough of Ealing

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

FIVE MINUTESWITHNAME: Ruby McGregor SmithJOB TITLE: Chief executive, Mitie Group

Twitter makes me a part of something with all these people I don’t know. It’s a shame most people don’t realise that it really is changing the way that people communicate.

Social media is hugely important. We have 65,000 employees across the UK, most of them site-based. It’s quite incredible how social media has broken down barriers in communication – I think we’re a better company for it.

They’ll tweet, they’ll Facebook me from anywhere in our organisation – but they won’t email me. I think that’s because email involves recognising my job title. When I’m @Ruby_MS I’m just an individual who happens to work for the same organisation as they do.

In terms of our workforce, 1,500 of my employees watch what I say regularly and that figure is changing daily. They’re completely happy to engage in a debate via social media; and actually, I need to make sure I’m happy to engage with them too. I may not like what they have to say, but it’s communication with the person running the business – and as far as I’m concerned, they should go ahead.

We are partly challenged by language issues with some of our employees, so we need to look at what we can do there. Those that follow me are interested in understanding more about me, my values and what I bring to the business.

I’ve always got PR people on my back telling me what to do. Don’t listen to them. Ever. People should see you for what you are and social media is an excellent tool for that. You want to hide behind PR? I don’t agree with that.

Why do we worry about hierarchy? Worry about what you deliver. You’re only as good as what you deliver to your organisation.

The joys (?) of cold callingJohn Bowen, FM Consultant, and chair of BIFM’s Procurement Sig

Last Thursday I blogged about a marketing company that would not stop cold calling me. I am no stranger to cold calling: it was something that I, along with almost everyone else in sales in those days, did a lot of back in the 1970s. I did some as recently as 2007, when trying to revive the fortunes of the business unit that I was attached to for nine months or so. Cold calling is a fact of life and it does, sometimes, work.

I can think of a number of times over the years when I have had a need for a product or service that hasn’t been urgent enough to get it to the top of my to-do list, but a phone call from a contact has been enough to jolt me into action. The opportunity to maybe just clarify a couple of issues and get an order placed has vindicated the actions of the person who made the call.

But these have been calls from someone that I have met somewhere, possibly at a trade show or event and there has been at least a tenuous link – you might think of it as a lukewarm call. I have never bought something from a completely cold call.

Selling is about relationships and relationships flourish when the people concerned make room for each other. If someone cold calls me and I say no then I mean no. If they leave it there then all is fine, but there are many who have been on the relevant course about ‘Getting Past No’ and push too hard. Most times I’ll just politely terminate the call, but sometimes, if I’m bored or feeling malevolent, I’ll let them run on a bit. Many of the arguments put forward are such blatant fantasy that they have little credibility, but if you try and challenge the thinking you find yourself up against someone who can’t get off script so it really isn’t any fun.

I feel sorry for many of those who are just making scripted calls because they are only trying to make a living, but I have no sympathy with the companies that employ them, especially those that have not done their research. Last year, I had a message from someone trying to make an appointment for me to meet the managing director of one of the well-known consultancy companies. A possible collaboration, I thought. But no, it was a marketer calling my consultancy to see if I would employ their client.

And then there was the man who rang me to sell me furniture for my new training centre that he’d read about. “What training centre?” I asked him. The press clipping concerned reported that I was one of about eight consultants that the BIFM had lined up to help the British Council deliver training in London to the Jordanian government and that the training had been judged a success. If only he had read the piece properly.

Done well, it is a legitimate business tool. Done badly, cold calling reflects poorly on the people making the calls and, where the callers are a third party, also reflects badly on their client. If you waste my time, I may never buy from you, so please don’t call.

Other interesting blogs:

The ultimate FM job title?Dave Arminas, news editor, FM WorldI love it: FMs are “Directors of First Impressions”. The term is a marketing executive’s dream, let alone that of a recruitment agency. Exactly what the person said was: “The facilities team are the ‘Directors of First Impressions’ for the organisation – the front-of-house teams, switchboard, catering, post and documents are all facets of the client experience that facilities are responsible for. Do not undervalue their influence.”Read the rest at: bit.ly/LAXxpU

BEST OF THE

FMWORLD BLOGS

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www.fm-world.co.uk

FM FEATURE� THINKFM 2012� FM WORLD TEAM


STOP AND THINK

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WORKPLACE DESIGN

GIVE STAFF A CHOICE TO GET THEIR ‘BUY-IN’Major changes to workplace spaces should be branded as a special project and involve a lot of employee choice about what changes are adopted.

“If you give staff a choice, then you’ll get staff buy-in,” said Chris Webber, a chartered surveyor and senior consultant with AWA, Advanced Working Associates.

“Brand the transitional work as well, but don’t forget that it’s change and will require change management expertise from senior management,” Webber told delegates to his session ‘Implications of managing advanced working space’.

“This will require a dedicated leader from senior management.”

Webber suggested that a programme of change should

involve staff having a hand in deciding how they work, although there must always be a good business case for the changes.

“Let people choose the best times and places for them to work, both in and out of the office,” said Webber.

But also establish early on just who needs to be in the office and for how long.

There is no getting away from the expensive IT requirements these days, warned Webber, so it’s important to have a good relationship with a trusted IT supplier as well as good relations with in-house IT staff.

However, beware of IT people pushing you toward buying more and more gadgets without have a demonstrable value to the work environment.

“The end result is higher staff morale and a higher retention of employees,” said Webber.

GETTING THE DATA BALANCE RIGHT IS THE KEY TO GOOD BENCHMARKING

Collecting and comparing data is only part of the benchmarking story, said Peter Kimmel, principal of FM Benchmarking.

Data on energy consumption is probably one of the most important and sought-after benchmarking issues, he

told delegates during his presentation. Other areas to be benchmarked included

space utilisation, sensors in toilets and lights.It’s done for many reasons, such as wishing to

outsource to boost efficiencies, but the bottom line is to save money in form or method.

This probably means an organisation will do things differently, he said. “Benchmarking can justify to senior management what you intend to do.”

But beware of your data collection – too much information means you have spent time collecting useless data and too little means the outcome will be meaningless. Always ensure enough relevant data to ensure legitimacy of your result and conclusions, he said.

Benchmarking has been very worthwhile, as it results in changes to or the creation of best practice. But also beware of hastily drawn up conclusions based on duff data, such as input errors and mixed inputs – square metres and square feet, litres and pints, for example.

Also, benchmarking should be a continuous improvement exercise, and not create written-in-stone edicts about how things should be done.

More than 320 FM professionals gathered in London. Here we report on some of the best presentations from the day

It was standing room only for Peter Kimmel’s session on benchmarking

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www.fm-world.co.uk

CONFERENCE REVIEW


COLLABORATION

ENTREPRENEURIAL ZEAL IS TOO EASILY LOSTSuccessful entrepreneurs forget their customers at their peril, said Sahar Hashemi, in her opening keynote address.

Entrepreneurs start out by putting themselves in the customer’s shoes but can lose focus when they become successful and step out of those shoes, said Hashemi, who, along with her brother started up Britain’s first coffee house chain Coffee Republic.

Hashemi grew Coffee Republic into a successful 110-store chain turning over £30 million a year before selling her shares in 2001.

She hit upon the idea of starting up a coffee shop chain during a trip to New York where she encountered her first modern coffee shop. She considered whether that would work in the

BS11000 FORCES A FOCUS ON COLLABORATION, NOT COST Collaboration in its simplest form is about two or more organisations sharing information to achieve a common goal. But from that point on, it becomes more complex and can have unforeseen consequences on the co-operating organisations, said Paul Worland, director of business development at Emcor.

It usually entails saving money in some form and is likely to have an effect on the culture of the companies concerned as they move along the collaborative road, Worland told delegates at the ‘Driving efficiencies through effective

eollaboration’ session.Services group Emcor is one of 11 organisations in the UK that is accredited with the recently created BS11000 standard for collaborative working. More than 100 organisations are in the process of becoming accredited.

BS11000 is a process, a methodology, for collaborative working, Worland said. “But it’s not an easy option because it’s based on trust.”

It is also not about adding layers and layers of new

management and other systems because there is a common goal. Common management structures, report and researching regimes and accounting procedures are needed.

Sean Allen, head of properties for National Air Traffic Services (NATS), which provides air navigation and air traffic control in UK air space, said collaboration with Emcor grew out of years of successful single and bundled contracts.

Emcor first provided M&E services and gradually added other responsibilities: buildings and civil engineering in 2006; cleaning and logistics in 2007; and security and reception in 2008. But NATS wanted more out of its relationship with Emcor before handing over catering and accommodation – which it eventually did. “I wanted them to come up with ideas,” said Allen.

“If you just think about money, I guarantee you will fall out sooner or later with your collaborative partner because somebody else will probably do it cheaper,” he said.

“BS11000 IS A PROCESS, A

METHODOLOGY, FOR COLLABORATIVE

WORKING. BUT IT’S NOT AN EASY OPTION BECAUSE IT’S BASED

ON TRUST”

The delegates’ lounge was a networking hotspot

UK and started looking into it when she returned.

Hashemi said she knew nothing about the market, but “being clueless” turned out to be a virtue. It meant her enthusiasm was not dampened by nay-sayers.

“Step into the customer’s shoes and you will see the problems that are begging to be solved,” she said.

She acknowledged the inherent danger of being successful when the trapping of success means you become further removed from the customer.

“As we became bigger, I felt we lost that entrepreneur feeling.”

But fight it, she said: “You can’t become the customer if you are stuck in an office.”

Most entrepreneurs have that “light-bulb moment”, she said.

“I don’t believe in overnight success. It will often take years of toil and many failures before you get it right.”

Hashemi, who left a legal career without knowing what she would do, said that she had never thought or herself as an entrepreneur. “I’m not like Richard Branson; I didn’t drop out of school.”



UK PRIVATE-PUBLIC PROJECTS ARE A TEMPLATE FOR THE WORLD The UK’s private finance initiative (PFI) and PPP (public private partnership) model has become so highly regarded that “it now forms the template for how it is done in more than 50 countries”, said Mark Henning, director of operations at global consultancy group Appleyards.

At ThinkFM, Henning defended PFI and public private partnership (PPP) schemes, lauding them for their international impact.

Pointing to Treasury figures that show there are currently just under 1,000 active PFIs in the UK, with a value of around £95 billion, Henning said that despite the bad press frequently surrounding PFIs, schemes running through the PFI model currently represent around £4 billion worth of business every year until 2032.”

That’s a lot for the FM sector to go after,” he said.Henning also sounded a warning about one of

PFI’s most compelling components. “One of the most key aspects of PFI schemes is the

ring-fencing of life-cycle costs,” he said. “This has the crucial benefit of ensuring that the head teacher of a school, or the chief executive of a hospital, cannot raid their maintenance budgets when they are going through a sudden financial crisis.”

Henning warned that some local authorities in particular had started looking into how they could possibly access some of this “untapped resource”.

“ONE OF THE KEY ASPECTS OF PFI SCHEMES IS THE RING-FENCING OF LIFE-CYCLE COSTS. THIS ENSURES THAT A HEAD TEACHER OR CEO CANNOT RAID THEIR BUDGETS”

The Royal College of Physicians was a hive of activity as delegates moved between sessions



www.fm-world.co.uk

CONFERENCE REVIEW


FLEXIBLE SPACES CAN ENCOURAGE A BETTER WORK-LIFE BALANCEFlexible spaces should be able to help progress a work-life blend, according to Philip Tidd, head of consulting at EMEA, Gensler.

Tidd spoke at the ThinkFM conference in a hub session titled ‘Workplace 4.0’.

In a time of ever-evolving technology and workspace ideas, Tidd explained how the workplace needs to integrate with the development of work and social mobility.

“Spaces are now built to foster a work-life blend, rather than a work-life balance, where we are now. We work in a virtual collaborative way nowadays”.

Tidd was full of praise for the way workplaces can enable virtual interactivity through video conferencing and stressed that collaborative working spaces need to be much more flexible than the

GETTING THE ETHOS RIGHT SAVES TIME AND REDUCES CHURN All organisations want a motivated workforce, but the vast majority of businesses have management geared towards catching people doing something wrong.

This is a de-motivating environment, said Derek Williams, chief executive of independent motivation consultancy The Wow! Awards at his session ‘The customer is king of motivation’.

“So what would happen if we concentrated on catching employees doing the right thing,” Williams asked delegates.

There is a lot at stake. Williams said research has found that a quarter of management time is lost to conflicts and resolution issues. Also, 70 per cent of employees leave their job because of personality issues.

“But my belief is a great place to work is a great place to be a customer,” he said.

In fact, this positive reinforcement culture should be extended to the customers of a company, said Williams.

“It’s a simple idea, but makes it easy for customers to send in positive feedback as well.”

Praise needn’t always take the form of money – something done too often in our business culture, said Williams, as he tossed sweets to delegates as a thank-you for participating.

There is also a misplaced belief verging on fear, he believed, that to be seen as being soft on employees is a sign of managerial weakness.

Perhaps we have misjudged what motivates employees, he said, citing research that found all car salespeople in a particular study said “being respected’ was the highest motivator for them.

He urged management to look beyond their fear of being soft or too gentle on employees and let customers “do the catching”. If an employee has not performed, then the customer will let them know and that is something to then act upon.

The Wow! Awards acts as a third party to pass on compliments from a client’s customers to that client. Even in organisations with macho cultures, employees still like compliments, said Williams.

For example, while a police officer is not likely to get praise from someone for arresting that person ‘nicely’, the public have praised police for their sensitivities in handling delicate emotional situations.

“cubicle farms” of the past.“In three years’ time, 82 per

cent of PC unit sales will be mobile devices,” warned Tidd, who suggested that this will have a significant impact on the way people can work.

Despite demonstrating this prowess, there are and will always continue to be factors halting this channel of working.

“Mobility gives people the freedom of choice, but we don’t train people to work virtually”. By this, Tidd explained that despite the technology for video conferencing and hub working making this a reality, without proper training the effectiveness and therefore the advantage of this is almost completely lost.

He also discussed the dangers of focusing too much on the younger generation when introducing technological and ergonomic developments. Those used to a more practical approach may not be keen on learning new skills in this area, for example.

One poignant remark referred to the dark side of collaborative workspaces, in which he referred to the differing styles of Apple’s late Steve Jobs and current chief executive Tim Cook. “Extroverts thrive here [in open-plan, flexible spaces] but it doesn’t suit everyone”.

“PRAISE NEEDN’T ALWAYS TAKE THE

FORM OF MONEY – SOMETHING DONE TOO OFTEN IN OUR

BUSINESS CULTURE”

Caption here

Distinguished alumni gazed down on delegates at the venue off Regent’s Park in London (centre)



TRAINING CAN RAISE SELF-ESTEEM AND A COMPANY’S PROFILETraining in FM is more important than ever, but don’t just tick the boxes when taking on a learning commitment, delegates heard.

As FM has become more sophisticated, so the need has increased for training and accreditation, even for people with 15 years or more of solid experience, said Jill Fortune, principal lecturer at Sheffield Hallam University.

But keep in mind that “accreditation is not about the piece of paper”, she said during the panel discussion on choices in education. “It builds confidence and self-esteem and raises your profile within the organisation.”

Denise Humphries, a BIFM Level 4 student who works for Mitie, believed her FM training would be a “more of a tick-box affair”.

“But it wasn’t just textbooks and essays, it was also about

DON’T UNDERSTIMATE TIME NEEDED TO GEAR UP FOR ID LEGISLATIONFacilities managers were warned not to underestimate the time it will take to become compliant with the Protection of Freedoms Act.

Speaking at the ‘competitive advantage’ hub at the ThinkFM conference, Kate Gardner of Workplace Law said that the act – which will become law on 1 October – will have significant consequences, affecting the obtaining of biometric data, the clamping of vehicles on private property and the use of closed-circuit television (CCTV).

From 1 October, schools and colleges will need to obtain the consent of each parent before fingerprints or other biometric data can be taken from their children. FM providers will need to work closely with the schools they serve to ensure that the correct permissions are obtained and, if not, what alternative means should be put in place to accommodate pupils whose parent refuse such consent.

Another key aspect of the act will be the prohibition of wheel clamping on private property, making it a criminal offence for an organisation to do so.

Quoted on video during the session, Steve Clark of the British parking association maintained that unscrupulous parking operators would no longer be able to prey on motorists and that landowners would now need to consider alternative methods of protection such as barriers or gates, or ticketing systems. Barriers and gates are expensive, while ticketing systems are a solution that selfish parkers may choose to ignore.

According to Gardner: “Landowners are now disadvantaged and will need to consider carefully how they protect their land.”

On CCTV, when asked if they had read and understood the current (2008) CCTV code of practice, virtually no one in the audience was able to say yes.

PERSONNEL

THINKFM SPONSORS



www.fm-world.co.uk

CONFERENCE REVIEW


COUNCIL CUTS ENERGY USE DESPITE OCCUPANCY INCREASEThe £30 million revamp of Hampshire County Council’s “asbestos-riddled, unloved” Ashburton building has cut energy consumption by 39 per cent. More than three years after handover, and winning a sustainable award, the building now called Elizabeth 2 Court is still undergoing fine-tuning.

It’s been a greatest success, said Mike Chater, senior architect and sustainability design adviser at Hampshire County Council’s property services department. The brief was to design and configure the office workplace and complete a fit-out. FM was integrated into the project that used aspects of the government’s “soft landing” handover process to fine-tune the running the building.

Ashburton Court with its dark cellular offices “wouldn’t have looked out of place in a George Orwell novel”, Chater told delegates to his case study

session on the building.The design brief was to half

energy consumption but nearly double occupancy, from 600 staff to around 1,100.

Now, three years after completion of the project energy consumption has been knocked back from 243 kW/m2 annually to 149 kW/m2 – a significant cut of 39 per cent, albeit short of the original 50 per cent target.

“But did the building do what it had to do,” asked Chater. “That’s a resounding ‘yes’,” he said.

If you take the energy consumption per employee because the building has boosted its occupancy, the rate is 61 per cent lower, explained Chater.

CIBSE gave the building, which also houses a data centre and conference facility, the Sustainable Project of the Year award after it was finished in 2009. But it is one thing to win a design award and another to teach the workforce to “ride their building”, as explained under the soft landing process. Under soft landings, the project team make a commitment to help run and monitor the building for some years after completion, instead of handing it over and then “not being seen for dust”, he said.

Chater recommended that staff be surveyed on their old building before they leave it or it is torn down – in Ashburton’s case it was cheaper to revamp than demolish. This can be a useful comparison to a post occupancy survey, he said.

thinking critically about what the client needs,” she said.

Meanwhile, Gillian Minogue, a BIFM Level 5 student who works for a small-to-medium-size company, explained how she did her academic degree 20 years ago. She decided to go back to school because FM accreditation shows commitment and will be important if she goes for other FM roles.

Minogue also said she is not “looking to just pass” the two-year programme, which requires a fair amount of juggling family commitments as well. She wants a “bank of research” – an insight into the strategy of facilities management.

Still, for a company to invest in their staff there must be a sound business or commercial case, said Jane Drysdale, HR director with OCS Group, which has been investing heavily in training over the past two years. “To up-skill is important because staff will be more flexible as demanded by the client,” she said.

In the past two years, OCS has been using “blended” training programme that includes a mix of in-house and outside providers. Platforms include modular training packages, e-learning and one-on-one classes.

Students will take the most from their training programmes if they have a suitable level of experience to draw upon for examples of the problems and issues faced by FMs, said Linda Hausmanis, head of awarding organisation at BIFM.

For example, someone taking Level 6 will need a lot of work experience, said Hausmanis. But all training will have a challenging schedule and the student will need a sympathetic employer. Also, a way of knowing if a student has been successful is if they change their approach to their work and how they solve problems.

“Training gave me the confidence to take on a number of projects that I otherwise wouldn’t have,” said Minogue.

Delegates found much food for thought at the one-day conference

“THE DESIGN BRIEF WAS TO HALF ENERGY

CONSUMPTION BUT NEARLY

DOUBLE OCCUPANCY”

CASE STUDY



THE PENSION PROBLEM

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New rules this Autumn will oblige organisations to enrol employees into pension schemes – but with issues of staff turnover and fragmented employment contracts, FM service providers will be hit worse than most. These and other issues were the subject of debate at a recent roundtable, sponsored by The People’s Pension

Paul Murphy (Director of customer development, The People’s Pension)

Anne-Marie Robinson(Specialist in employment tax at KPMG)

Laura Phillips (Associate director, Incentive FM)

Melanie Osborne(HR manager, Rollright Facilities)

Tracey Dyer (HR director, G4S)

Ann Chesher (Head of employee services, Servest)

Sarah La Roche (Senior business partner, Norland Managed Services)

Ian O’Sullivan(Head of rewards, OCS Group UK)

Martin Read (Editor, FM World)

FM FEATURE� ROUNDTABLE� PENSION AUTO-ENROLMENT

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between 22 and the state pension age, and who earn above a trigger salary of (currently) £8,015.

The minimum amount an employer is obliged to pay as an employer contribution will also rise in stages, from 1 per cent of pensionable earnings (1 October 2012 until September 2016), 2 per cent (October 2016 to September 2017), and 3 per cent (from October 2017 onwards). Employee contributions will also rise over that period. The intention is clear – to make the transition more bearable for employer and employee alike. Make no mistake, for FM service companies this is a significant overhead.

The legislation means that employers must first identify which of three categories their employees fall into. These are:■ Jobholders aged between 22 and the state pension age, with earnings above an annual earnings figure that triggers their eligibility for auto-enrolment (currently £8,015). These are the employees

The new rules

From 1 October this year, the Pensions Act 2008 comes into force. This new law obliges companies to automatically enrol certain employees into a pension scheme (automatic enrolment, or ‘auto-enrolment’), with contributions to pension schemes being compulsory for both staff and employer.

The exact date at which companies are obliged to comply is determined by the number of people they had on their payroll as of April this year. These are known as ‘staging dates’. Staging starts with the country’s largest firms, beginning 1 October, with the obligation then brought in gradually for others. By October 2013, all employers with more than 800 staff will need to comply, with the smallest companies in the country coming under the law by April 2014. (See table p26)

Employees that need to be accommodated are those aged

for which auto-enrolment is mandatory■ Non-eligible jobholders aged either side of the age band above (ie between 16 and 22, or between the state pension age and up to 75, each with qualifying earnings)■ An entitled worker aged between 16 and 75 but earning below the lower limit for qualifying earnings.

Communicating the changes

At our roundtable event, representatives of variously sized FM service providers explained the extent to which they were prepared for the changes. Auto-enrolment adds a significant and cumbersome layer of administration to payroll departments already beset by issues of managing different workers with differing conditions of employment on different contracts. Worse still, forcing companies to auto-enrol their employees into a pension is even more problematic when many earn not much above the minimum wage.

Even the largest service providers present had not yet started communicating the changes to their employees, principally because of the

absolute certainty that huge numbers of staff will have left by the time the new law hits. Spending money communicating the changes to employees who would likely not be with the company when the changes take place was something they could not afford to do (despite official advice that they should have started to do so at least a year before their staging date).

“We have this churn the whole time,” explained Ann Chesher of Servest. “Six months down the line we’ll have a whole raft of new people. For us, it is better to communicate the changes nearer the staging date. The bigger issue at the moment is making the wider business, and some of the more senior directors, aware of what this all means. Because our staging date isn’t until 2013, other things keep taking priority. But as we know, this law is going to

Staff churn typical of the sector makes communicating changes to pension policy more difficult

IN ASSOCIATION WITH


www.fm-world.co.uk



and the company has begun its communication programme with employees, creating an initial ‘high-level awareness’ of what the changes mean.

“Where appropriate we’ve been talking with union reps and taking people’s questions at employee forums, but clearly we don’t have the answers to everything at the moment because the government have changed their minds on a few things and there are some points that need clarifying.”

”We have some employees who don’t currently have a pension as well as people who do have GAD (Government Actuary’s Department) pensions. We quickly realised that it’s not just a matter of communicating with the people who are not currently in a pension – we also need to reassure those employees already in a pension scheme that they needn’t worry, and that those schemes will continue as agreed. That’s something we’ve been working through in the last couple of months.”

Ian O’Sullivan said that a major issue with any communication programme is that “around 60-70

per cent of those needing the changes explained to don’t have English as their native language”.

Paul Murphy of The People’s Pension pointed to a “rather nebulous” statement from the Department of Work and Pensions (DWP) putting the onus on those employers with a significant proportion of the workforce for which English isn’t their first language to provide some form of alternative communication. “The trouble is they don’t define what that ‘significant proportion’ is,” said Murphy.

Ann Chesher thought this unworkable. “We employ people from hundreds of nationalities, so how do you do that?”

Murphy had an answer: “We’ve created a facility on our website where everything an employee needs to know will be translated in to any of 64 different languages. We built that facility for just this reason – that it’s quite an ill-defined area.”

For Laura Phillips and Melanie Osborne of Rollright and Incentive respectively, the scale of the translation issue was much smaller. “We have translators on

call for some of our everyday work already,” said Phillips. “A lot of our managers and supervisors are multi-lingual,” said Osborne.

Opting out

Pensions experts predict that around a third of employees eligible for auto-enrolment will opt out. As of this month, employers are banned from offering incentives to their workers to opt out of the auto-enrolment process. Inducements such as offering a bonus or a higher salary if employees agree to opt out, or threatening to dismiss or withhold a promotion if an employee does not, will see organisations heavily sanctioned. A scale of escalating penalties could cost up to £10,000 a day for offending employers.

One of Tracey Dyer’s major concerns was the longer-term implication regarding individuals’ ability to opt out or opt back in. This would add a considerable administrative burden that the company was reviewing.

Ian O’Sullivan said that OCS was working to an assumption

have a huge impact.”The staff churn issue so

entrenched in FM is likely to have a particular impact on auto-enrolment, with OCS Group UK’s Ian O’Sullivan and Servest’s Ann Chesher pointing to the often short service of their employees.

Servest’s Ann Chesher agreed. “There’s a debate about whether transient workers are going to be interested in setting up a pension, and generally we think they are probably not. This is mainly because they are earning close to the minimum wage and are probably only going to be around for a short time. Are they really going to be interested while they are here in putting money in to a pot for a pension?”

“A good percentage of our workforce doesn’t go past three months’ service,” agreed O’Sullivan.

Tracey Dyer explained that partly due to the comprehensive vetting and screening requirements G4S needs to deploy on its contracts, her company had a smaller transient worker population. G4S’s staging dates are between March 2013 onwards,

“THERE’S A DEBATE ABOUT WHETHER TRANSIENT WORKERS ARE GOING TO BE INTERESTED IN SETTING UP A PENSION. WE THINK THEY ARE PROBABLY NOT”ANN CHESHER



that 70 per cent of its employees would take up a pension through auto-enrolment, with 30 per cent opting out – a figure based to an extent on the experience of other countries with similar auto-enrolment projects.

“We have built 70 per cent in, and used that figure when calculating our contract bid figures for the last two years,” said O’Sullivan. “We’re now dealing with our current contracts, trying to negotiate how best we can collectively spread the cost. When we renew contracts we’re going through the new model in which the cost of auto-enrolment is built in, but for our five, 10, and 15 year contracts we are having the discussions.”

Ann Chesher said this was a delicate issue that varies by contract type, the different stages the contract was at, and the employee mix within that contract. “Certainly, we’ve been mindful of costing this in, making sure during our bidding for work over the last few years that clients are aware of the new rules; it’s not something we have hidden from, even though we weren’t

completely certain a few years ago exactly where the percentages were going to end up.”

Salary Sacrifice

Many organisations are seeking to offset their costs by expanding the number of salary sacrifice arrangements they have in place. Companies have realised that the increased cost of pension provision is not going to go away and are looking at innovative ways of reducing their exposure.

At the roundtable, an anecdotal example was given of a company who had decided to restructure their whole benefit arrangements in light of auto-enrolment, and the savings achieved, including those through a series of new salary sacrifice initiatives including pensions, car sacrifice, childcare vouchers, and cycle schemes, helped to fund the anticipated increase in cost base.

Many roundtable attendees were considering salary sacrifice options, although OCS’s Ian O’Sullivan questioned whether a rush to make use of all available salary sacrifice

options was in fact sustainable.“Are we confident salary

sacrifice is going to stay?” he asked. “Surely if everyone uses salary sacrifice schemes it will defeat the very object of what we are doing for auto-enrolment? If we accept that the Government can’t afford to pay for people to retire, and yet everybody moves into salary sacrifice schemes, aren’t we just taking money off the Government anyway?”

KPMG’s Anne-Marie Robinson explained that it is difficult to predict legislative change. “Salary sacrifice is a well established principle, people are probably most familiar with childcare arrangements”. She acknowledged there is also a longer-term project considering the possible merger of tax and national insurance that it has been suggested could negatively impact salary sacrifice. The consultation phase has recently been delayed until after the summer and in any event it is not clear how this would impact salary sacrifice, if at all. If there are any changes here there is certainly no suggestion they will be in the short term. Nevertheless, she warned that “salary sacrifice arrangements do need to be implemented and communicated to employees with care” to ensure arrangements are effective and not open to challenge by HMRC. “The costs of getting this wrong can be significant.”

Deferment

The DWP allows firms to defer the staging date for some or all employees. Paul Murphy wanted to know how many participants were aware of the postponement option open to them, and whether or not they were considering using it.

The DWP allows firms to defer the staging date for some or all employees. Paul Murphy wanted to know how many participants

were aware of this option, and whether or not they were considering using it.

“Once you have deferred your staging date, the DWP will allow you to postpone auto-enrolment of those individuals for three months from the original staging date,” explained Murphy. “You can do that for the whole of your group, for part of the workforce or just on an individual basis.”

“In those three months, the profile of the workforce could change radically. Most probably with FM firms the principal communication with workers will take place at some stage during that three months, because that’s when they’ll be most certain it is likely to embrace the majority of people who it is going to affect.”

OCS’s Ian O’Sullivan said that deferment would help prevent issues of human error from contract managers. On occasions, contract managers fail to get details of who should be paid in on time, leading to non-payments followed by double payments in the next pay period. “If we went with auto-enrolment from day one, then those issues would also occur with auto-enrolment. It shouldn’t happen, but there’s always going to instances when contract managers don’t get their hours in on time. To defer would help us deal with that.”

Ann Chesher said Servest would definitely make use of the deferment option, but was concerned at the potential for error. “The big issue I see is that someone doesn’t reply to our communication, so we then make a deduction – and they probably won’t realise straight away that we have made that deduction; they’ll wait until they see another deduction in the following pay period, and only inform us then. People will be very unhappy people when you tell them “You can’t have that money back. Organising refunds will take time.”

Auto-enrolment adds significant new complexity for organisations that already run complex payrolls

IN ASSOCIATION WITH


www.fm-world.co.uk



Paul Murphy suggested that putting information about the changes on employees’ payslips would help get the message about the new legislation across. “We tested different forms of communication. Most effective was a couple of lines in the payslip explaining that ‘we will be taking an amount out of your pay packet to go into your pension.’”

Ian O’Sullivan said that OCS was doing just that. “We’ll be telling our employees that the change is coming. You only need to have two or three sentences on their payslips.”

Paul Murphy said that such a message should be generic, rather than something that attempted to explain the precise implications for that particular employee.

System issues

Anne-Marie Robinson of KPMG said that organisations must put in place a system capable of dealing with the inherent complexities of the new legislation: “A good system is going to be absolutely vital to ensure you can identify who needs to be included as a worker, track your relevant job holders and workers when they change

bands, opt outs, refunds and other complexities. ”It’s a good time to consider such systems – because auto-enrolment is not the only new law affecting organisations and their payroll departments. Between now and October 2013, the government is introducing a new way of reporting PAYE. ‘Real Time Information’, or RTI, is so-called because it requires employers and pension providers to inform HM Revenue & Customs (HMRC) about PAYE payments at exactly the time they are made.

This will be part of the payroll process, with payroll software collect the data and sending it on to HMRC. Previously, all such information was supplied in one transaction at the end of the financial year. This will give HMRC much better visibility of what payments are due and the precise details of the payments that are being made.

RTI is being introduced just as the majority of companies will be impacted by auto-enrolment. Many firms are looking to introduce systems that cater for both obligations at the same time.

Anne-Marie Robinson said she understood this approach.

“It’s the right time for our clients to be planning ahead and looking at this now, as the projects are running to similar timescales and will involve a number of common stakeholders, such as HR and payroll. Clients want to avoid duplication, especially when they are investing in systems and changing processes. This is a really good time to also cleanse data, systems and look at efficiencies. It is important to undertake a gap analysis and plan ahead, allowing enough time to manage the end to end process.”

The impact on TUPE

The impact of the Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE) is a thorny part of the auto-enrolment issue. The discussion indicated that FM firms are still seeking clarity on what happens to their obligations when individuals working for one employer are then transferred to another.

TUPE and separate pensions legislation means that firms have to offer TUPE’d staff the same (DC) pension contributions they were getting with their previous employer or, where the previous employer

offered an occupational scheme that cannot be replicated, match contributions up to 6 per cent – figures that may be higher than the minimum level contributions that auto-enrolment obliges.

The effect of this would be that staff transferring to a new employer could work on the same contract as other employees yet receive employer contributions at a considerably higher level.

Anne-Marie Robinson raised the issue of whether, in a TUPE scenario, an individual with a salary sacrifice arrangement with their original employer would then be able to claim they were disadvantaged if the incoming employer did not offer such a scheme. After the event, Angus Menzies, a director at KPMG highlighted that most salary sacrifice arrangements enable the employer to withdraw or amend the arrangement at any time, and that a new employer following a TUPE transfer could invoke this clause.

Accordingly, a failure to provide an identical salary sacrifice arrangement to that offered by the previous employer need not necessarily be a breach of the TUPE obligation to maintain terms and conditions of employment. However, such a failure could potentially be a substantial change in working conditions to a transferring employee’s material detriment – which could still give such an employee grounds to regard himself or herself as dismissed under TUPE (regulation 4(9)). Such a dismissal would usually be automatically unfair.

Angus Menzies suggested that in fact, the rules relating to TUPE and pensions already exist – it’s just that the obligation to offer a scheme under auto-enrolment will see the problems they cause coming up much more frequently.

In a nutshell, this means FM firms adding the issue of pension obligations to the due diligence process they undertake when looking to bid for new work.

IN ASSOCIATION WITH

Employer (by PAYE scheme size or other description) Staging date

120,000 or more 1 October 201250,000-119,999 1 November 201230,000-49,999 1 January 201320,000-29,999 1 February 201310,000-19,999 1 March 20136,000-9,999 1 April 20134,100-5,999 1 May 20134,000-4,099 1 June 20133,000-3,999 1 July 20132,000-2,999 1 August 20131,250-1,999 1 September 2013800-1,249 1 October 2013500-799 1 November 2013350-499 1 January 2014250-349 1 February 2014240-249 1 March 2014

Less than 50 with the last 2 characters in their 1 April 2014PAYE reference numbers 92, A1-A9, AA-AZ, B1-B9, BA-BY, M1-M9, MA-MZ, Z1-Z9 or ZA-ZZ150-239 1 May 201490-149 1 June 201450-89 1 July 2014

Less than 50 will depend on the employer’s last 2 1 August 2014 characters in their PAYE reference numbers to 1 February 2016

New employers (PAYE income first payable 1 March 2016 between 1 April 2012 and 31 March 2016) to 1 September 2016

“THIS IS A REALLY GOOD TIME TO CLEANSE DATA SYSTEMS AND LOOK AT EFFICIENCIES”ANNE-MARIE ROBINSON

STAGING DATES


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Our workplace pension solution places the interests of its members at its heart, and is based on three key principles:

Design simplicity

A Super Trust, providing a multi-employer scheme on a not for profit basis.

Strong independent governance.

Simple fund choices.

Transparent charging: 0.5% AMC.

Employer assistance

Supporting employers with our online tool that will help manage, assess, monitor, notify and report for the entire scheme membership.

Access to dedicated account managers and UK call centre.

Employee engagement

Access to telephone, printed and online communications.

Our online tools will help employees manage their personal retirement savings.

The People’s Pension, from B&CE, is a hassle-free, flexible and portable workplace pension designed for people, not profit and is suitable for any organisation, large or small, in any sector.

Together we’ll make auto-enrolment plain sailing...

For the people, for lifewww.thepeoplespension.co.uk

0800 612 [email protected]

B & C E Financial Services Limited, Manor Royal, Crawley, West Sussex, RH10 9QP Registered in England no. 2207140. To help us improve our service, we may record your call. B & C E Financial Services Limited is authorised and regulated by the Financial Services Authority (FSA). However, the People’s Pension is an Occupational Pension Scheme and therefore is not regulated by the FSA.

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28�| 5 JULY 2012�| FM WORLD www.fm-world.co.uk

FM CASE STUDY� MARTIN READ

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When design software developer Autodesk needed to move its UK headquarters, an opportunity to review the type of workplace its employees needed presented itself. Martin Read reports on One Discovery Place – the result of an extensive fit-out project

SIZE: 1,951 SQUARE METRES (21,000 SQUARE FEET) FIT-OUT DESIGN: MORGAN LOVELLPROJECT MANAGEMENT AND QUANTITY SURVEYING: DTZMECHANICAL AND ELECTRICAL MAINTENANCE: JHA (JONATHAN HART ASSOCIATES) SECURITY: NORTHLAND CONTROLSA/V SCOPE AND SUB-CONTRACTOR: CCOMMCATERING: BARTLETT MITCHELLCLEANING: NOT JUST CLEANINGSECURITY: SECURITAS (MANAGED BY LANDLORD)

Autodesk develops design, prototyping and drafting software (including the Revit platform, which it markets as a building

information modelling solution). Last year, the internationally based software design business took advantage of a lease break to relocate its Farnborough office from one part of the Surrey town to another. The move saw the company relocate from Meadowhall Avenue, a building right next to Farnborough’s famous air strip, over to One Discovery Place, Columbus Drive – just 1.5km down the road.

Pete Baxter, Autodesk’s vice

DESK JOB

president of sales, EMEA, explains the reasoning: “We had a lease break, and good economic reasons to consider a change, taking a ‘bottom-up’ look at the workplace we provided. We wanted to create an environment in which workers would work and intersect with people not in the same physical space, recognising the changing workplace requirements of our designers. The starting point for us was in creating the right environment for them and one that would help us hire and retain the best and brightest talent.”

The key was in catering for the various different occupant types, of which five – ‘residents’,

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AUTODESK

‘collaborators’, ‘concentrators’ and ‘mobile’ – were identified in the surveying and staff engagement process that followed the appointment of Morgan Lovell as workplace consultants.

Activity was then conducted to engage all staff in what they wanted from their office, through a combination of workplace performance surveys, focus groups, leader interviews and visioning workshops. With the results back, workplace consultancy Morgan Lovell was brought in to plan the new space.

Key to understanding each worker type was to consider their characteristics, ensuring that the requirements of each user type were incorporated in the design. ‘Residents’, for example, were identified as people who work both in and out of the building, spending an increasing amount of time away from their desk and using shared work settings when in the building. ‘Residents’ would also undertake a variety of quiet/noisy individual tasks.

By contrast, so-called ‘collaborators’ had a strong requirement for access to team tables and open teaming spaces near desks. Collaborators also required ‘quiet rooms’ for concentration and the quiet time needed for reading paperwork.

The results at One Discovery Place echo a lot of contemporary workplace thinking: the general open plan feel is augmented by

One Discovery Place is 1.5km from Autodesk’s old location on Farnborough’s famous air strip

a variety of meeting room types, break-out areas and a large seminar area.

The bespoke telepresence room has led to an increase in the use of video conferencing amongst employees, while innovation specific to the requirements of Autodesk engineers has included ‘double-screen’ rooms with two large plasma screens, into which up to six laptops can be plugged – information that would otherwise have been cumbersome to share has become much more accessible. Aimed at designers, this particular room has also proved popular with workers who simply want to co-ordinate spreadsheets – a feature used regularly by the on-site facilities team themselves.

The result of the fit-out is, according to Peter Dury, greater office occupancy and an improvement in both social activity and collaboration.

Donna Bourne, Autodesk’s regional facilities manager, responsible for five offices in the UK (as well as offices in Sweden, the Netherlands, Barcelona, Madrid, Portugal and the emerging markets of Dubai, Tel Aviv, Riyadh and South Africa), is based at One Discovery Place.

With the Farnborough office being so high profile, it was Bourne who handled the move process. “We selected the site back in March 2011”, she recalls. “The lease was dated for the end of September, so we had just


Farnborough has remained the same, but the introduction of hot-desking and phone booths for private conversations (Discovery Place has 18 such booths) has created a level of flexibility to which Meadowgate Avenue could never have aspired.

The trend to make walls ‘writeable’ by users is very much in evidence. Donna Bourne had to commission graphics to inform occupants that they could indeed write on the walls, her only annoyance being that the writeable wall-covering was installed in horizontal and not vertical strips. (In some cases the ink has seeped through the small gap in the strips, a small problem that will be rectified at a later date.)

Clear receptionOne requirement Autodesk

was keen to ensure was its own reception desk. At Meadowgate Avenue, the company held the head lease and controlled everything; One Discovery Place is shared with building consulting engineers Hilson Moran.

eight to 10 weeks to get on site; a tight but achievable deadline.”

Despite the modern facilities, Bourne concedes that initially it was a bit of a wrench to relocate.

“We loved it by the airfield ,” she says. “It’s the one thing we miss. But the building there was simply too big. We were working over three separate floors and we wanted to be in one space.”

The transparent nature of One Discovery Place’s open plan floor has led to significant changes in behaviour. “The seminar area is fantastic,” says Bourne. “Already it’s meant that we’re now bringing more people in for meetings and product launches as well as customer meetings.”

“And you can certainly see a lot of behaviours changing. We’re getting to know colleagues from other departments who we may never have met before; we’ll end up having a conversation in the seminar area and then someone else will join in who you subsequently realise is that someone from consulting you’ve never met before.”

Overall, the head count at


“You can certainly see a lot of behaviours changing. We’re getting to know colleagues from other departments who we may never have met before”

FM CASE STUDY� MARTIN READ



organ Lovell’s Monica Parker worked on the Discovery Place project. Key to a lot of current workplace design thinking is the ‘notion of

radical transparency’ and that any organisation’s change initiative “must be based on a community model”. Parker speaks of the need for “buzz”, and of how office buzz drives innovation. One way of achieving this is to build in a “bump factor” – places where workers have a reason for bumping into each other away from their normal job activity, and out of which can come innovation.

“I don’t think the office is in any way dying,” says Parker, “but if you want that buzz, does your space facilitate it?”

Speaking at an open day at One Discovery Place, Parker spoke about how the quality of IT in the workplace was of increasing importance to so-called millennials. “At exit interviews, it’s increasingly the case that one of the principal reasons cited by young people for leaving businesses is that the technology they’re forced to use in the office just isn’t keeping up with them,” says Parker.

Workplace relationships between individuals and management was another intriguing area of change, said Parker, who pointed to emerging evidence that “we trust each other more than people above us”. All of these issues drive the way workplaces are designed.

CAUGHT BY THE BUZZ

M

KEY CONCEPT“We negotiated with the landlord so that we could run our own reception desk,” says Bourne. “It was a bit of a challenge to design it in, but we have lots of customers coming on site. We didn’t want just a security guard at the desk, we wanted our own receptionist. So now we basically run the whole reception for the building and guide any Hilson Moran visitors to their own reception, which is in their own space.”

On a day-to-day basis, One Discovery Place is managed by one facilities co-ordinator and two part-time receptionists.

Will the lessons learned in the Farnborough move be mirrored in other Autodesk offices? Possibly, says Bourne. Although not directly transferable to other fit-out projects currently happening across the Autodesk estate (Bourne was about to jet off to Barcelona to oversee a move at the time of interview), the open-plan nature of the Farnborough project is something that could be replicated in the company’s Munich office. FM

One Discovery Place features a telepresence room, ‘double-screen’ rooms, and writable walls

AUTODESK


www.fm-world.co.uk

FM MONITOR� GILL MORRISGILL MORRIS

32�| 5 JULY 2012 | FM WORLD

Media Copyright infringement has been widely documented over recent years, particularly with the rise of media content streaming online through free-to-use, illegal sites. These infringements are generally clear to most people. The confusion lies more commonly with legally obtained media content, and where the media is being used. This issue is prevalent particularly with businesses, rather than in the household.

All types of media players allow for the use of film outside the home, such as via computers, laptops, projectors, TV’s and DVD players that are present throughout facilities. The Copyright, Designs and Patents Act 1988 (CDPA) at Part I, Chapter II, §19, requires that such use in public be licensed.

A performance in public means a performance to an audience which is not domestic or quasi domestic in character. (Jennings v Stephens [1936] 1 All ER 409). The question depends “solely upon the character of the audience” and factors such as whether visitors are present, whether an entrance fee is charged, or the number of people in the audience are not decisive.

Yet, who is responsible for the infringement of copyright when an individual pushes play in a facility and watches a copyrighted work?

ResponsibilityIf a company presses ‘play’ then it has broken the law without a public performance licence. If the FM, or the outsourced third party FM, is aware or has reason to believe that

screenings take place, they have a liability as a ‘secondary infringer’ as well as the tenant who is managing the screening on site, who is the primary infringer.

Almost every employee has access to capture and display movies. It is up to employers to either make sure the movies and other audiovisual materials are not displayed for public performance on company property (which is practically impossible), or make sure that the copyright owners are compensated. Fortunately, licensing the use of copyrighted media is easy and cost effective.

Key point Company directors also have a personal liability in certain situations, too. According to §26 of the CDPA, the facilities management company can be liable if it either provided the equipment on which the film is viewed, or gave permission for the apparatus to be brought on to the property and had reason to know copyrighted material would be viewed.

Licensing options The Media Picture Licensing Company (MPLC) licenses and invoices to individual locations. It has structured an Umbrella Licence with a simple two-tier

pricing mechanism to suit corporate business users: identifying and paying for the ‘visible’ areas of specific employee use, for example, purely a waiting reception area or staff room, a seat auditorium or a named training event.

The alternative is to arrange one central agreement (with the head office of a group of companies or with a FM consultancy group on behalf of clients), also known as ‘blanket licensing’. This is where a licensing company bundles public performance rights from multiple rights holders (the copyright owners) and offers an annual license, or MPLC Umbrella Licence©.

This central agreement has the multiple site names and addresses identified on a schedule A list. The database is regularly checked by licensee name and address by FACT and by the studios directly, and MPLC also supplies ID registration number stickers or copy licenses for each local site to produce on demand.

With blanket licensing, the licensee can view any movie, any time, without any reporting back to the licensing company. This is preferred by most organisations as it allows unlimited screenings across all company locations and activities, including both ‘visible’, accountable, ‘authorised’ use and also incidental ‘unauthorised’ use, where the employees may simply be watching iPlayer at their desktop pc during break times.

The limitations for this type of license are that you cannot charge admission to view the movie and

COPYRIGHT INFRINGEMENT

egislation surrounding the use of copyrighted media in buildings is clear

– who is responsible often isn’t. Gill Morris of the Motion Picture Licensing Company explains

Lcannot advertise the title of the movie beyond the scope of the intended audience. The company is also responsible for obtaining the movie (usually by renting or buying a DVD or obtaining a legal copy online).

Key point The risk of turning a blind eye to the explosion of technology in the facility can be costly. The CDPA under §107 allows for substantial fines and penalties, including criminal penalties of up to a £5,000 fine and/or up to six months imprisonment per infringement, so that even for a casual infringer the cumulative liability may be significant.

No matter how you look at it, using media on company property requires your attention. Acts of infringement – even if unauthorised by the company – can create liability.

What should you do?■ Analyse your use – the regulations are stringent and the punishment is costly. Check your current licencing and cross-reference with what you actually use, paying particular attention to more recent upgrades/purchases ■ Contact MPLC for any queries or if you are unsure about what licences would best suit your usage

SummaryIn practice, most people are aware that there are some directives surrounding the use of media in public, but the specifics are rarely defined clearly. Once the issue over responsibility within the business is identified, adhering to regulations will not be an issue. FM

Gill Morris is licensing VP Europe, at the Motion Picture Licensing Company

LEGALUPDATE

“If a company presses ‘play’ then it has broken the law without a public performance licence”

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Court ReportPCE INVESTORS LTD V CANCER RESEARCH UK

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

THE ISSUE

Tenants’ options to break have received considerable attention within the property industry with several high-profile cases recently reaching the courts.

There are many pitfalls for tenants, particularly the failure to comply with a pre-break condition on which the break option is dependent. One such condition is the need to yield up with vacant possession; and the requirement to have paid all “rents” (as defined in the lease) by the termination date can also trip tenants up, with “rents” extending to, for example, service charge payments and insurance monies.

But the most simple definition of rent, in other words the quarterly rent for the premises – usually paid quarterly in advance – can also give rise to problems, as was demonstrated in the case of PCE Investors Ltd v Cancer Research UK.

BACKGROUND

PCE Investors Ltd (the tenant) held an underlease of commercial premises at Lower Regent Street, London (the premises) from Cancer Research UK (the Landlord). The annual rent was £190,000, payable in advance in four equal instalments on the usual quarter days. The lease contained a break option conditional on, among other things, vacant possession and

rent. The landlord “acting honestly and responsibly” should have told the tenant that it needed to pay the full quarter’s rent if the break was to be effective.

THE DEFENCEThe landlord argued that the break notice had not been validly terminated. According to the lease terms, the tenant was required to pay the rent reserved and demanded up until, and by, the termination date. That the termination date fell soon after a quarter day on which the rent was due did not change this.

In the normal course of business, the landlord’s agents had sent the tenant an invoice in relation to the September quarter’s rent and service charge. A second copy was sent to the tenant on 21 September 2010. The tenant had failed to pay the full quarter’s rent by the termination date and the break was therefore invalid. Further, the tenant had failed to return the keys to the landlord and it had therefore failed to yield up the premises with vacant possession.

DECISIONThe court reserved the issues of service charge and vacant possession to be adjudicated at a separate hearing. On the question of rent, however, the court found for the landlord. The tenant’s position was not sustainable in the context of commercial realities and the lease terms.

The rent was a yearly rent, payable quarterly. The obligation to pay the September quarter’s rent fell due (and was demanded) while the lease was subsisting.

The tenant’s estoppel argument also failed. The landlord had already expressed its expectations in its rent demand. Furthermore, there was no evidence of the tenant’s belief that the reduced rent only was payable: in order to do so it would have to waive legal privilege over its communications with its solicitors.

IMPACTIn break option cases, the stakes are stacked highly against the tenant. In this case, the consequence of having failed to pay the full quarter’s rent was that the tenant was liable to pay an annual rent of £190,000 until 27 September 2014.

● Tenants wishing to break their lease should seek legal advice on whether they are entitled to pay a pro rata rent or whether the full quarter’s rent is due in advance.

● In the event of ambiguity, tenants should take a long-term view: paying a full quarter’s rent to protect a right to break is likely to be a sensible approach.

the tenant having “paid the rents reserved and demanded by this [lease] up to the termination date”.

In the normal course of business, the landlord demanded the September quarter’s rent. On 25 September 2009, the tenant served notice to terminate the underlease on 11 October 2010 (the termination date). In separate correspondence, the tenant twice sought confirmation from the landlord’s agents that an apportioned £8,563.01 was the correct rent payable from 29 September until the termination date. The landlord did not respond. Once the break date had passed, the landlord asserted that the break notice was invalid. The tenant brought proceedings.

ARGUMENTThe tenant made a summary judgment application for a declaration that the lease had been validly determined. The tenant alternatively applied for permission to argue that the landlord should be estopped from claiming that the break notice was invalid.

The tenant’s argument regarding validity hinged on the contention that once it had given notice in accordance with the lease it was obligated only to pay the rent up to and including the termination date. The landlord knew this, but considered that the break would only be effective on payment of a full quarter’s

Break notices and rent apportionment

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FM MONITOR �IAN ELLIS

BUILDING MANAGEMENT SYSTEMS

TECHNICAL Ian Ellis is marketing manager for UK control product and systems at the Siemens Building Technologies division

When an energy bill arrives in the post, it represents a significant and growing cost for an organisation’s bottom line. With energy accounting for around 40 per cent of a building’s overall operational costs, its precise measurement deserves attention. As this is unlikely to change in the immediate future, it is important that businesses understand how they can tap into energy efficiency savings.

The starting point for any effective energy efficiency drive is to know where and how the building is using energy. The building management systems (BMS) can be used to co-ordinate and manage the different energy consuming systems within the building. Two areas representing a significant proportion of energy consumption are HVAC and lighting systems. In fact, lighting can represent up to 28 per cent of a total building’s energy consumption. With such significant energy usage attached to this element, there are clear benefits to be had by making lighting as efficient as possible.

It is important that energy and facilities managers take an overarching view of the energy consumption and efficiency within their building. Even today’s most sophisticated BMS solutions rely on the expertise and engagement of the people tasked with managing the building

an Ellis urges energy and facilities managers to adopt a long-term

approach to their building energy management systems in order to achieve maximum energy efficiencies

InnovationThe benefits of a technologically sophisticated BMS are already being realised by many businesses. For example, controlling various rooms to ensure optimum efficiency at all times. The functionality provided by room occupancy and temperature sensors ensures rooms are not heated unnecessarily and can even synchronise with lighting systems so they go out when people leave the room.

By cutting corners on the capability of a system, organisations can miss out on significant savings. It is important to take a long-term approach to the investment in a system and consider the payback that can be achieved by more advanced features. BS EN 15232 – Energy performance of Buildings, Impact of Building Automation, Controls and Building Management – provides evidence of the effectiveness of BMS in saving energy. The energy efficiency delivered by different levels of generic BMS are compared, so that payback periods for any investment in controls equipment can be assessed.

Controlling demandHaving accurate and effective demand control is also essential for the operation of an energy efficient BMS. It is crucial to establish accurate parameters for the system so that heat and light settings are

appropriate for the environment, time of day and occupancy levels.

Full integrationSome organisations may feel that renewable energy sources will help them control their energy consumption by providing additional generation. While this is certainly an approach to be applauded, it is important that these sources are controlled effectively and fully integrated into the BMS. Equally important is the close attention that must be paid to the maintenance and repair of the system, which requires a certain level of knowledge and skill. It is important the minor faults are not overlooked as this can mean the system is not working as efficiently as it should and can therefore make savings even harder to achieve.

Staff engagementIn addition to technologically advanced systems, staff engagement and knowledge is fundamental in the successful implementation of an energy efficient BMS. Those responsible for the operation of the BMS on a daily basis should receive a thorough handover from the installers and ensure they are confident in all aspects of its operation. Only by having a comprehensive understanding of the system and its capabilities can operators ensure it offers optimum levels of performance.

Of course, the most efficient system in the world will not provide the savings it should if

I

“It’s important that FMs take a broad view of the energy consumption and efficiency of their building”

staff do not adopt energy saving behaviour. By using systems that retain and evaluate usage statistics, organisations can demonstrate where energy is being used and what the opportunities for potential savings are. Actual values of energy use can be displayed alongside target values.

The benefits of this approach can for example be seen when evaluating energy use in public areas such as receptions, where a snapshot of how energy efficiency is being adopted throughout an organisation can play a pivotal role in engaging staff. This should help the changes in behaviour required to become more efficient, such as turning off equipment at the end of the day and switching off lights when not in use. It is simple to implement and free measures such as these that can achieve energy savings of up to 10 per cent by themselves.

ConclusionUltimately, any system is only as effective as its operator, so it is essential that energy and facilities managers are involved in the specification, design and installation of the BMS and that they allow plenty of time to ensure they have the knowledge required to operate it effectively.

By implementing these measures, organisations will be best-placed to achieve maximum savings through their BMS, helping to cut energy bills and, accordingly, having a positive impact on the organisation’s bottom line. FM

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FM MONITOR �HYWEL DAVIES

OFFICE ACOUSTICS

TECHNICALHywel Davies is technical director at the Chartered Institution of Building Service Engineers

Good acoustics are a key aspect of a comfortable, productive and creative workplace. In a heavily used open-plan office environment where much of the organisation operates, they can be critical to the success of a building. Excessive noise contributes to discomfort, difficult communication and loss of productivity, since those who are uncomfortable in their surroundings are not usually fully effective.

But some noise is useful in masking sounds from colleagues and other sources. Masking noise is especially important in multi-occupied offices in order to provide privacy. So what makes for a good acoustic in an open-plan office?

Sound is carried by waves of varying pressure that pass through the air and can reflect from hard surfaces. It can also pass through the fabric of a building. Service penetrations, or even back-to-back electrical wall sockets, can help to transmit noise through the fabric of a building.

A key feature of the acoustic performance, quality even, of a space is its reverberation time. This is a measure of the time it takes for the sound from one spoken word to dissipate. A long reverberation time means that one word has not faded away before the next is spoken, leading to a rather echoing

any facilities managers support office-based working environments.

What can an FM do to provide good acoustics in open plan offices? Hywel Davies explores the issues and what can be done

sound and a poor acoustic.In an open-plan office, there is a

need to balance the requirement to keep background noise low, but not so low that it jeopardises privacy. This is achieved by adjusting the sound absorption properties of the room surfaces and of the furnishings and fittings in the space. This includes ceilings, carpets or floor finishes, walls and desks.

Research into the acoustic performance of open-plan offices has shown that the ceiling is the single most significant element in achieving a good acoustic performance. The best way to improve privacy is to ensure that the ceiling has good sound absorption properties, rather than reflecting conversation across the space. Once that is sorted, then its worth looking at the other surfaces.

But while it is good to reduce the level of reflection of sound, some background noise is needed to help cover other sound and block out more intrusive conversations. While it seems perverse to increase sound levels, it serves an important purpose in providing privacy.

Occupants are not the only sources of sound in an office. Ventilation, whether natural or mechanical, is also a source of noise. Naturally ventilated buildings require air movement to deliver fresh air and remove stale air. This requires air currents, which may originate in windows or ventilation apertures that connect

to the outside of the space and may introduce sound, with potentially unacceptable levels of external noise entering the space.

Controlling noise from heating, ventilation and air conditioning (HVAC) systems is one of the challenges of managing mechanically ventilated buildings. When designing these systems, it is important that the acoustic requirements are correctly specified by the client and that the design delivers the desired performance. In buildings that are currently in operation, it is important to ensure that the system is correctly commissioned and maintained so that it is operating effectively and when required. Heating or cooling running when not needed wastes energy and makes unnecessary noise. Dirty systems with partly blocked filters, or with dampers in ductwork that do not fully open have to work harder and create more noise. Correct maintenance helps avoid this.

Offices also need to cater for the diverse needs of different workers. Providing areas for group discussion, alongside space for private conversations or conference calls, or even for concentrated, focused work can help overcome some of the drawbacks of open-plan.

Studies of office acoustics suggest that people do not acclimatise to bad acoustics, they tolerate or accept it, but it does not make them more effective, productive, or happy. FM

M

“In an open-plan office there is a need to balance the requirement to keep background noise low, but not so low that it jeopardises privacy”

The following sources provide more information on the issue of noise in open-plan offices.

A Guide to Office Acoustics promotes best practice in the design and installation of acoustic solutions in offices. It encompasses the needs of a range of audiences, including first time office occupiers, clients, specialist contractors, suppliers, designers, architects and acousticians. Published by the Association of Interior Specialists (AIS), a trade association that represents companies involved in the manufacture, supply and installation of all aspects of interior fit-outs and refurbishments. It can be downloaded at: www.ais-interiors.org.uk/publications/a-guide-to-office-acoustics-click-picture-to-view/

The Institute of Acoustics is the specialist society for acoustics and sound. Visit: www.ioa.org.uk

CIBSE provides guidance on noise and vibration in HVAC systems in CIBSE Guide B. Available from: www.cibse.org

FURTHER READING


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FM SUPPLEMENT� CATERING� BY NAME IN HERE

www.fm-world.co.uk

FM SUPPLEMENT� CATERING� BY NAME IN HERE CATERINGFM SUPPLEMENT� CATERING� BY NAME IN HERE 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 CPI annual inflation stands at 2.8 per cent in May 2012, down from 3.0 per cent in April. The largest downward pressures to the change in CPI annual inflation came from motor fuels and food & non-alcoholic beverages. The largest upward pressures to the change in CPI annual inflation came from air and sea transport.Source: ONS (www.ons.gov.uk)

National Minimum Wage

The following rates came into effect on 1 October 2011:

ECONOMY SHRED-IT SECURITY SURVEY FM SERVICE MODELS

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

MAINTENANCE BENCHMARKING REPORT

An independent study has been carried out by Ipsos Mori in the UK, US and Canada to gain an insight into current data privacy practices amongst a range of SMEs and businesses.

Over half of the 1,004 SMEs surveyed said that they did not believe the loss or theft of data from their organisation would impact on their business, up a worrying 10 per cent from the 2011 survey.

Over one-third of SMEs admitted that they had no protocols in place for the storage and disposal of confidential data. Over three quarters either do not provide any training for employees on company information security procedures (27%), or do so only on an ad hoc basis (50%).

With more information being stored in electronic form, the survey’s authors concluded that it was worrying that nearly three out of every four SMEs could be giving away private information to fraudsters by not properly disposing of or destroying hard drives.

The Building Services Research and Information Association has just published its 2012 operation and maintenance benchmarking report as a guide for building operators to evaluate their performance against their peers. BSRIA’s report includes real-life data on maintenance, energy, soft services and waste. The data has been collated in consultation with members of the BSRIA’s O&M Benchmarking Network, and is this year based on over 120 sets of data received by the association for analysing this year.

The total maintenance cost across the building types is £18.88/m² GIA; this is a decrease of £4.29 compared with last year.. The Network has collected waste data for the second time this year enabling us to compare waste

In research sponsored by Interserve and conducted by Sheffield Hallam University Market Research, 135 participating organisations within the FM industry have suggested that certain facilities management models have been suggested as more effective at delivering particular goals. In the study, nearly half of the 135 participants perceived that the best way of achieving flexibility of service delivery was through an in-house model. Development of the facilities management team, communication and service quality are also seen to be best delivered in-house.

Conversely added value, innovation and the ability to focus on core business are perceived to be most effectively delivered through an integrated service model. All of the outsourcing models, from single service to integrated services and total FM, were seen as being equally successful at delivering value for money, improved management information and reduced cost.

Source: Interserve

Factors of importance by outsourcing model

Ability to focus on core businessAccess to technical expertise

Added value/innovationCommunication

Development of FM teamFlexibility of service deliveryImproved management info

Management of riskReducing costsService quality

Value for money

0 10 20 30 40 50 60 70 80 90 100

costs for the first time. The average total waste contract cost across all the building types is £1.85/m² GIA (gross internal area) compared with £1.62/m² GIA last year. However, the recycling contract costs have nearly doubled across the building types.

Encouragingly, some of the members of the Network have reduced their energy consumption in the past year including data centres, which have shown a 35kWh/m² GIA decrease in their benchmark (using data from the same data centres as last year).

General offices have also seen a decrease of 24 kWh/m² GIA to their benchmark this year.Source: Building Services Research and Information Association

(www.bsria.co.uk)

60% did not believe that the loss of data would have any impact on their business

77% provide little or no training for employees on company security procedures

77% of SMEs could be giving away private information by not properly disposing of hard drives

In-house Single FM Service Integrated/bundled FM Service Total FM

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Have your fi nger on the pulse of FMBe at the very heart of your professionby joining the BIFM. It’s the one bodythat has something for everybody in thebusiness. We offer the most prestigioustraining, development and recognitionfor facilities managers.

We provide a fantastic range of benefi ts, services, and offers for allour members. We enable you to network with your peers and shareideas at a whole range of national, regional and local events.

We keep you totally in the know throughFM World magazine, our continuously updated website and networking groups. We even give you a chance to infl uence your profession personally by getting involved and giving FM a better future.If you want to put your heart and soulinto FM, talk to us.

Get to the heart of facilities management by joining the BIFM today.


www.bifm.org.uk

BIFM pulse NEW 186x123.indd 1 2/8/10 12:21:43

HOT DATES

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

AUGUST COURSES14-16 Understanding FM Foundation - (optional) ILM Level 3 Award or Certificate in FM

SEPTEMBER COURSES10 Study Skills Workshop10-14 NEBOSH General Certificate in Occupational Health & Safety [Week 1]10-14 IOSH Managing Safely11-13 The Professional FM 1 [Intermediate] 11-13 Project Management12 Quality Management & Customer Service in FM [BIFM Executive Programme]12 Energy Management13 Energy Legislation18 Selecting and Controlling Contractors on Site

Embarking on a formal qualification programme but feeling a little out of practice with your study techniques? Study Skills Workshop – 10 Sep 2012It’s an exciting time to be in facilities management, especially with the wide choice of qualifications and other 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 the perceived amount of work, this workshop will show you how to effectively plan your time, schedule in slots, ask for support and set achievable milestones so that you may maximise your chances of passing. Call now for a detailed programme 020 7404 4440

FMW.05.07.12.037.indd 11FMW.05.07.12.037.indd 11 27/6/12 10:52:2527/6/12 10:52:25

BIFM NEWS� BIFM.ORG.UK


BIFM MEMBERS’ COUNCIL

New chairAshley Rogers will step into the newly created role of chair of Members’ Council from 12 July 2012.

He was elected for the two-year term during the March 2012 Members’ Council meeting, while Bernard Crouch, chair of the London region, was voted in as deputy.

Ashley has served on the BIFM board since July 2011 and is a former committee member and chair of the BIFM Midlands region. Speaking on his election, he said “I am honoured to have been voted in to this new key role and am really looking forward to the challenge. It is a great time to be involved with BIFM – there are lots of exciting initiatives happening.”

The role and purpose of Members’ Council is to influence the long-term direction of the Institute and its mission. Its membership comes from and represents the major areas of activity and influence within the Institute.

In previous years, the BIFM chair was also chair of Members’ Council, but at the 2011 AGM, members voted to split these roles.

i For more information on Members’ Council, visit www.bifm.org.uk/memberscouncil

FM OF THE YEAR

Last chanceThe BIFM Awards recognise excellence in our industry. This is your last chance to enter the prestigious FM of the Year category, as entries close on 20 July 2012. The Facilities Manager of the Year award recognises outstanding personal and professional performance in FM.

Those entering this award must show evidence of their innovative

use of FM methodologies, how they create dynamic solutions and how they integrate FM into the organisation’s strategic influencing and decision-making process and senior corporate structure. Submissions must also clearly show the entrant’s academic progression and their operational and budget accountability.

Submissions must include a formal paper, no longer than 10 pages, providing information as described above and a full curriculum vitae, together with a current role description, organisation chart and details of academic qualifications. References should be supplied for all published articles. Support from the employing organisation at main board/senior management level is vital. One photograph may also be included.

Entrants must present their completed submission via email in the order that addresses the following judging criteria:

1. Formal letter(s) of support2. Curriculum vitae, career and academic progression3. The entrant’s impact on overall business and key achievements4. How the entrant contributes to and supports the FM profession.5. Additional information

The judges will be looking for evidence of outstanding qualities,

BIFM LONDON REGION EVENT

Lone workersMembers of the BIFM London region got together on 14 June to discuss the issue of working alone. More than 60 facilities professionals gathered at Workplace Law’s Executive Centre in Clerkenwell to hear from Sanjay Jhawar at rugged phone manufacturer Sonim Technologies, on what constitutes lone working in the facilities management sector, the dangers and how employers can support and keep their lone workers safe.

According to the British Security Industry Association, more than six million people in the UK work as lone workers for some or all of the time, often in places or circumstances that put them at potential risk. From security guards and cleaners to maintenance workers, pest control experts and out-of-hours workers, lone working is an essential element of the sector.

Jhawar outlined some of the key threats facing lone workers, from armed robbery, vandalism and falls, to injuries sustained from working at height. “After the arrest of Dominque Strauss Khan for allegedly attacking a maid in a

including the drive for success, commitment to the customer and knowledge of the core business, combined with an overriding understanding of the impact of FM in achieving the overall business objectives.

In particular, entrants must demonstrate their passion for the FM profession and the achievement of key objectives and initiatives during the past five years. Entrants must clearly identify how these initiatives were quantified and demonstrate the overall impact on the core business service delivery. All entrants must be supported by their employer and the evaluation process may include appropriate reference taking as we welcome third party comment.

The submission should show the size of the organisation and its challenges, full details of FM interaction, particularly with the BIFM and other recognised professional bodies, innovation and achievements, FM team training and development, goals for future career progression and how the entrant will continue to contribute to the FM profession in the future.

i To see the full entry criteria, visit: www.bifm.org.uk/awards2012. To booktickets or tables, email [email protected] or call 0141 206 3717.

Workplace Law’s Executive Centre in Clerkenwell was the

venue for the discussion on the issue of working alone

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BIFMCOMMENT

n the wake of the election in Greece and BIFM’s ThinkFM conference, some thoughts come to mind about markets and professions. On the morning of ThinkFM, Greece was moving towards a pro-bailout coalition, providing at least

temporary relief for the inter-connected economies of the Eurozone, Europe and the wider world. However, the social effects of austerity in Greece are palpable.

Professions are inextricably linked to the economic and social environments in which they exist. Of course the customer is important. However, Sahar Hashemi, the entrepreneurial co-founder of Coffee Republic, the UK’s first coffee bar chain, quoted pre-eminent automotive industrialist Henry Ford at ThinkFM: “If I had asked my customers what they wanted they would have said a faster horse.” Following the financial crisis of 2008 and subsequent recessions, there is now renewed interest in the debate that contemporary philosopher Michael Sandel refers to as having a market economy and being a market society, or in other words, the moral limits of markets. Commoditisation has long been a topic of debate in FM. What is generally accepted is that some things, such as human beings, cannot be valued by a pure market approach.

The economic and social debate recurs to some extent with regard to the definition of professions. However, here the discussion is usually around professions being controlled and structured by occupations and peer groups, rather than by a free market and consumers or by bureaucracy and management. Of course the real world is often messier that this categorisation suggests. There are likely to be other hands at work that shape the professional world in addition to Adam Smith’s “invisible hand” that guides markets.

Professional bodies themselves are also subject to different forces and have to strike a balance. On the one hand they have social missions, such as BIFM’s “to advance the facilities management profession”. On the other hand, professional bodies have to be financially sustainable through serving members and usually commercial customers, too.

This gives rise to a mix of approaches and structures in the professional body sector. At ThinkFM, Oliver Jones drew attention to Kim and Mauborgne’s idea that “blue ocean strategies” creating uncontested market space where the water is clear and benign, have advantages over red ocean strategies where competition is rife and there is “blood in the water” – something worth thinking about for all kinds of organisations.

ThinkFM provided a space to meet and to engage in the social process of learning both in scheduled sessions and more informally, and included ideas to take away and use in our businesses. ThinkFM provided a forum for thoughts, a marketplace for the mind and an “agora” for advantage as the ancient Greeks might have called it.

i You can get in touch with Stephen Bennett at [email protected]

I

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

MARKETS AND PROFESSIONS

New York hotel, all cleaning staff in the city now have to carry devices to alert colleagues in the event of an emergency,” he said.

Jhawar explained that the UK has the strongest corporate manslaughter laws of any country in the world, but added that legislative drivers were only part of the reason organisations supported their lone workers. “They also enjoy lower insurance premiums, increased staff loyalty and respect, and it can be part of their corporate social responsibility strategy.” In addition, many organisations use lone worker devices to track employees’ mileage and attendance and to increase their productivity.

Ian Johannessen of Rocksure Systems then showed a crime map of the local Clerkenwell area demonstrating the higher-than-average level of crime in the region. He urged delegates to consider external factors, not just internal risks, when conducting lone-worker risk assessments in their organisations. “Lone worker safety defines the safety culture within an organisation,” he said, encouraging employers to address the level of perceived risk, not just the actual risk.

Our thanks go to sponsors Sonim Technologies, and Workplace Law for hosting the event.

i Learn more about BIFM Groups and Regions at www.bifm.org.uk/groups

THINKFM

ThinkFM 2013Following the success of ThinkFM 2012, details of ThinkFM 2013 will shortly be available.

i To be the first to hear all the details, why not register your interest at www.bifm.org.uk/thinkfm2013

“THERE ARE LIKELY TO BE OTHER HANDS AT WORK THAT SHAPE THE PROFESSIONAL WORLD IN ADDITION TO ADAM SMITH’S ‘INVISIBLE HAND’ THAT GUIDES MARKETS”

Stephen Bennett, strategy director, BIFM



he fourth annual World FM Day took place on 28 June 2012. The theme was ‘Celebrating Success’ and to mark the

day, we hosted a champagne draw for our Understanding FM delegates who attended the course on 26-28 June.

Last year, our flagship foundation course was the perfect platform to launch our first World FM day celebration, and the automatic entry into the champagne draw for all those attending was well received. So we wanted to do the same this year, only this time with a twist. To qualify for the draw, we asked participants to submit a short entry, sharing their latest achievements and successes as an FM professional, as a team, company or country. The winner was drawn at random on the final day of the course to coincide with World FM Day, and you can read the participating entries on our website at www.bifm-training.com.

Going from strength to strength over the past 20 years, Understanding FM is still one of the best subscribed and most successful courses we offer, and is a de facto recognised standard in FM training. Almost always a sell-out and running every month of the year, it aims to provide a sound introduction to FM and is suitable for anyone new to the profession or with less than two to three years’ operational experience looking to broaden their range of skills and responsibilities.

The course also includes a site visit, providing those attending with an invaluable insight into FM in practice. The opportunity to network with fellow peers is also something that many of our delegates really enjoy. Many also opt to attend as part of the ILM Level 3 Qualifications in FM, involving some online learning and a selection of work-based assignments to be completed after the course.

World FM Day is a Global FM initiative to celebrate the importance of the FM profession. It aims to raise the FM profession profile around the globe, promoting facilities management ideals, not only within the profession and industry, but also among the governments and the general business community - www.globalfm.org/world_fm_day2012.asp

i If you or your colleagues are interested in attending, the next available dates this year are: 14-16 August; 25-27 September; 16-18 October; 20-22 November and 11-13 December. To register, please email [email protected] or call 020 7404 4440

BIFM TRAINING

T

PUTTING THE FIZZ INTO OUR FOUNDATION COURSECAREERS

Olympian competitionThe London 2012 Olympics has opened up lots of opportunities for companies looking for contracts. With the logistical demands of the Olympics, it’s fair to assume that opportunities for contract facilities management workers were on offer and that, since it is a high-profile international event, competition was high, meaning that successful contract workers will have experience that will reflect well on them – especially important for individuals who rely on finding new contracts regularly.

So how can workers on short-term fixed contracts ensure that they present themselves in the best possible light when going for the next job?

Like the Olympics, you could begin thinking of yourself as a brand. By promoting yourself as a brand, you are promoting yourself as a tangible asset – if you have a strong personal brand identity along with the skills and experience to back that up, your chances of achieving greater success in your career could be improved.

Creating a personal brand online and in the real world involves becoming more aware of your strengths and how you wish the outside world to perceive you. It means emphasising your best skills and abilities in a way that will make you appeal to employers.

By becoming more active in online forums, perhaps through starting a blog or joining groups and discussions on online forums, you will be adding value to your brand. Along with this, your personal brand should be reflected when you meet people in person. First impressions count, so make sure you live up to the brand that you have been promising people.

Sometimes if you’re unsure of the

best way to present your skills and experiences so they catch a potential employer’s attention, it can be useful to speak to someone about packaging your skills effectively.

i Learn more about the BIFM Careers Service at www.bifm.org.uk/careersservice

EVENTS

Facilities show latestThe Facilities Show, in association with BIFM, has once again confirmed its status as the premium event representing the UK facilities management industry. With a strong proposition combining first-class free education, new show features, interactive experiences and networking, the Facilities Show team is delighted to report a stunning 28 per cent growth in visitors, with 13,464* (subject to ABC audit) attending the show.

This year marks a significant step forward for the event as it moved into its own hall to accommodate an impressive 24 per cent growth – with 272 exhibitors.

Marking its 13th year working in partnership with the BIFM, Facilities Show 2012 saw the launch of the BIFM CPD Theatre, sponsored by The Pure Water Company. This vibrant show feature provided visitors with a broad range of CPD and networking opportunities. Members of the BIFM-Approved CPD Provider Network ran sessions during the show, that saw the delivery of high-quality independently assessed CPD.

i BIFM corporate members receive a 10 per cent discount on exhibition space at Facilities Show and The FM Event. To learn more about Corporate Membership, email [email protected] or call 0845 058 1358. To learn more about the BFIM CPD Provider Network go to www.bifm.org.uk/cpdnetwork

BIFM NEWS� BIFM.ORG.UK



BEHIND

THE JOBHow did you get into facilities management and what attracted you to the industry?I first heard of FM when GlaxoSmithKline advertised for an FM manager near me. I shared my thought “I could do that” with someone else, who sent my CV to a firm that he knew needed my skills for its FM operation.

What has been your biggest career challenge to date?As an engineering manager, the mobilisation of the UK’s second largest PFI contract, where I had, in my region alone, 140 buildings with 14,000 customers and three weeks “to do it seamlessly”, instead of the original eight months.

What do you think you’d be doing if you hadn’t got in to FM?I would have continued my aerospace maintenance career and become a European and chartered engineer (EUR ING, CEng) with the Royal Aeronautical Society, instead of CIBSE.

Which FM myth would you put an end to?“There is no definition of FM and it can’t be defined”, when it is on the BIFM website! Thanks to a London taxi driver, the working definition I use is “FM is running buildings and other services the business needs.” If we can’t explain succinctly to colleagues and the public what we do, we have no right to

earn respect, let alone expect a seat on a board.

Which single piece of advice would you give to a young facilities manager starting out?Get involved in BIFM locally and its LinkedIn forum; always learn; judiciously use Rudyard Kipling’s Six Honest Serving Men (What, Why, When, How, Where and Who) to learn and challenge accepted wisdom.

What’s been your career high-point to date?Successful training of six non-technical FM managers at 16:00 in Singapore, Hong Kong and Japan (eight hours ahead) in six one-hour sessions on: data centre infrastructure; mandatory maintenance; and managing maintenance SPs.

If you could change one thing about the industry, what would it be?FM has to wake up to the fact that all government projects by 2016 will be collaborative, using BIM Level 2 as an enabler, and ask itself ‘how I am going to use all that BIM information to improve my FM operation?’

How do you think facilities management has changed in the past five years?Greater focus on energy reduction, driven by cost, more than CO2. However, realising Planet Earth is running out of fossil and nuclear fuel this century and next needs to be to the fore.

FM PEOPLE� MOVERS & SHAKERS

Seddon Property Services has appointed Jeremy Vaughan as business development manager for the southwest of England.Vaughan, who previously worked as a business development manager with property services and facilities management specialist Colemere Services, will head up business development across Devon and Cornwall.

RFM Group has made two appointments to boost its interiors division. The new business

development director Tony Hulme brings 17 years of industry experience to RFM. Qualified quantity surveyor Mark O’Reilly has joined as commercial manager, bringing 14 years’ experience within the interiors industry. Ian Flanagan, managing director for RFM Group, said their experience will generate a new focus and opportunities for growth and development.

Europa has appointed Ian Pugh as head of security across the group. Pugh has more than 25 years

of experience within the FM security market, including providing security consultancy to some of the highest profile security operators in the UK.

BAM has appointed Kath Fontana to lead its facilities management business, as the group seeks to expand its client base. Kath Fontana previously held senior operational roles at Interserve. She is a member of the RICS Professional Group for Facilities Management.

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

NAME: Rob FarmanJOB TITLE: PrincipalORGANISATION: Abacus FM Engineering ConsultancyJOB DESCRIPTION: Analyse, propose and resolve with a client any challenges faced in maintenance engineering and management; FM, and strategic management

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50�| 21 JUNE 2012�| FM WORLD www.fm-world.co.uk42�| 5 JULY 2012�| FM WORLD

NATIONAL BIFM EVENTS

12 July 2012 BIFM annual general meeting (AGM) 2012As in previous years, the BIFM will be using online voting for those at member grade or above, so you can have your say on the institute. Further details at www.bifm.org.uk/AGM2012 and the presentations will be available from 13 July. It is scheduled to start at 13:00 and fi nish at 14:00.Venue: Redactive Publishing (publishers of FM World), 17 Britton Street, London, EC1M 5TPContact: Sharon McKenzie at [email protected] or call 0845 058 1356. Visit www.surveymonkey.com/s/BIFM_AGM12 to register

INTERNATIONAL EVENTS

25–27 July World workplace Asia 2012 conference & expoThe conference discusses strategies to address current and future global workplace issues.Venue: Raffl es City Convention Centre, SingaporeContact: Samantha Bowman at [email protected] or call 07853 882257

5–7 September IFMA foundation workplace strategy summitAn exploration into new ways of thinking about eff ective workplaces.Venue: Cornell University, Ithaca, NY, USContact: Visit www.ifmafoundation.org/summit/

31 October – 2 November IFMA world workplace the facility conference and expoThe largest annual conference, addressing issues for every facilities type.Venue: Henry B. Gonzalez Convention Centre, San Antonio, TX, USContact: Visit www.worldworkplace.org

INDUSTRY EVENTS

30 August Networking eventHosted by the Facilities Management Association. Further details TBA.Venue: Senator Internatianal showroom, 11-13 Melton St, London NW1 2EAContact: Chris Hoar at [email protected]

10–11 October The FM eventFormerly Total Workplace Management.Venue: London’s OlympiaContact: Visit www.thefmevent.com. For exhibiting opportunities, contact Fergus Bird at [email protected] or call 020 7921 8860

10–11 October The CIBSE conference & exhibitionThe annual global meeting for the building services industry.Venue: London’s OlympiaContact: Visit www.buildingservicesevent.com For exhibiting opportunities, contact Josue Paulos at [email protected] or call 020 7955 3974

BIFM SIG EVENTS

5 July People management SIG – leadershipNetworking event, discussing potential career paths, along the theme of leadership.Venue: Chiswell Street, LondonContact: Simon Aspinall at [email protected] or call 0113 242 8055

12 July Rising FMs SIG – careers dayA chance to hear from Rising FMs SIG, BIFM, Asset Skills and industry professionals about the progress that has been made to close the ‘skills gap’. Venue: University College LondonContact: Samantha Bowman at [email protected] or call 07853 882257

17 September People management SIG – pensionsThe impact of auto-enrolment – more information to follow.Venue: TBA, City of LondonContact: Simon Aspinall at [email protected] or call 0113 242 8055

8 October Risk & business continuity SIG – how business continuity plans infl uence insurance premiumsThe event discussions will cover the best practices for risk management and business continuity, how they infl uence the likelihood and severity of insurance claims, and how to present them to an insurer. Brian Sullivan, director of underwriters Thomas Miller will discuss the Risk carrier’s view.Venue: DCM Elton Lane, Sibson, Peterborough, PE8 6NEContact: Steve Dance at [email protected] or call 0113 242 8055

LONDON REGION

19 July Annual summer boat partyTickets £25 per person, including a hot and cold buff et, fi rst drink and charity raffl e. Cash bar available. Venue: HMS Belfast, Morgan’s Lane, Tooley Street, London.Contact: Cathy Hayward at [email protected]

NORTH REGION

6 September Chester river boat socialTickets cost £30 per person, which includes entry into the charity raffl e, with proceeds going to Macmillan Cancer Support. Barbecue buff et, live entertainment and a cash bar.Venue: Boarding at The Boating Station, Souter Lane, ChesterContact: Steve Roots or Claire Bradbury at [email protected] or call 07872 829743

SCOTTISH REGION

12 September National golf fi nals social eventA tour of some of Edinburgh’s fi nest hostelries in conjunction with the BIFM national golf fi nals the following day.Venue: Various, and Dalmahoy Golf & Country Club, Edinburgh.Contact: Stephen Hawthorne at [email protected] or call 01698 711522; M: 07801 293700; Offi ce: 01698 828788

28 September All about FM! Scotland region annual conference and exhibitionVarious speakers, including John Telling, Group Corporate Aff airs Director, Mitie, as keynote speaker and David Sharp, managing director, Workplace Law. Further details atVenue: Our Dynamic Earth, EdinburghContact: Visit www.bifm.org.uk/bifm/events/conferences/Scotland2012, email Morag Brown at [email protected] or call 0141 646 3054

13 November Prestige building visit and presentationPrestige event at two corporate head offi ces and a presentation from the RBS FM team.Venue: Morris & Spottiswood HQ followed by a visit to RBS corporate HQ in GogaburnContact: Michael Kenny at [email protected] or call 07920 136784

SOUTH–WEST REGION

6 July Region golf dayAn annual event for individuals or groups of up to four. Prices for individuals will be £54 and £216 for a team of four. Venue: Orchardleigh Golf Club, Frome, SomersetContact: Gareth Andrews at [email protected] or call 07540 079978

www.fm-world.co.uk

FM DIARY

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

NEED SOME GOOD ADVICE?The Good Practice Guide to SELECTING FM SOFTWARE The BIFM publishes a series of good practice guides which are free of charge to all members. For a full list of titles or to download the guides visit www.bifm.org.ukNon-members: call 020 7880 8543 to order your copy

42_Diary.sr.indd 5042_Diary.sr.indd 50 29/6/12 09:39:2329/6/12 09:39:23


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

www.fm-world.co.uk

FM innovations▼ Save money with ultrasonic bird control Pest birds cost facilities hundreds of thousands in cleanup and repairs each year. Bird droppings are unsanitary, unsightly, and extremely corrosive. Pest bird infestation is common at large facilities and causes property damage, product contamination, health hazards and workplace liability. Keep pest birds out of your facility with a QuadBlaster QB-4 from Bird-X. This ultrasonic bird control device repels birds with a “silent-to-humans” audio attack that confuses, disorients and intimidates pest birds. The QB-4 is designed for use in large indoor or semi-enclosed spaces and covers up to 2,000 square metres. This low-profi le solution is an industry favourite worldwide – over 25,000 sold! W: www.bird-x.comor T: +1 312.226.2473

▼ Facilities managers vote for iVoltFacilities managers are saving up to 25% on electricity bills by reducing their energy consumption with iVolt – the only voltage optimisation equipment on the market that features a unique device that can track and prove savings, in real time.The British product monitors incoming voltage and lowers and stabilises it to reduce power consumption, electricity bills and carbon emissions, as well as protecting equipment.Already supermarket chains, hotels, factories, railways, schools and charities are using iVolt to address rising energy prices, saving thousands of pounds a year. iVolt’s success is down to its patented IRT Energy Monitor that provides crucial data for anyone wanting to monitor savings precisely. W: www.ivoltsystems.co.uk

▲ ‘Plug and play’ server room solution Built off -site in the UK, the Mod-U-Pod, ‘plug and play’ server solution is portable and rapidly deployed, and fully equipped to your specifi cations.

A normal modular server room comprises a ‘shell’ of walls, ceiling and fl oor. It is built on-site and is fi re resistant, water resistant, energy effi cient and secure. The Mod-U-Pod develops this ‘shell’ to become a fully equipped and fully operational server room. It is built off -site to be complete and ready to use upon arrival at the customer site. It is ideal for disaster-recovery sites and premises where space is limited or lease arrangements are short term. The Mod-U-Pod includes pre-installation of fl oor, false ceiling for hot-air return, lighting, data cabling and cabinets, UPS power backup systems, fi re suppression and air conditioning. T: 0870 777 1830 E: [email protected] W: www.mod-u-pod.co.uk

▲ LWF reaching new hights Lawrence Webster Forrest (LWF) are specialist fi re engineering and fi re-risk management consultants who provide a wide range of consultancy services to professionals involved in the design, development and construction of buildings.As the UK’s leading independent fi re safety engineering consultancy, LWF have established an enviable reputation for achieving high standards of fi re-safety design using the latest developments in fi re engineering technology and the application of fi re safety standards.With our knowledge and practical approach we are able to develop, where required, alternatives to the standard fi re safety solutions recommended by the various codes and technical guidance and successfully negotiate their acceptance with the regulatory authorities – often with signifi cant cost saving to the project. T: 020 8668 8663.

▲ Jangro success in the NorthJangro Member Scott Janitorial of Keighley, North Yorkshire, celebrates 25 years of providing a daily janitorial supply and delivery service across the county.Founded in 1986, the business grew rapidly, particularly in the education, cleaning, healthcare and leisure sectors including small to very large organisations. Today, it is one of the largest independent janitorial supply companies in the North of England.In 1996, Scott joined Jangro, the now 41 strong network of independent distributors – the biggest in the UK.To get your copy of the new Jangro catalogue and details of your local branch. T: 0845 458 5223 E: [email protected] or visit www.jangro.net

▲ Sonim phones are fit for purpose Employees in the facilities sector work in demanding, often risky environments and sometimes on their own. As a result, Sonim Technologies, the leading provider of ultra-rugged, water-submersible mobile phones designed for workers in challenging environments, is running a one-minute survey to better understand how the FM sector views and uses rugged communication devices. Visit www.surveymonkey.com/s/SonimMay2012 or click on the link on the FM World homepage to take part. As a thank-you, you will be entered into a prize draw to win a case of champagne, with runners-up prizes of one half-case and six separate bottles of fi zz. All respondents will also have the option to receive a copy of the free white paper, Protect critical assets with ultra rugged, team-intelligent devices for security and facilities management. W: www.sonimtech.com

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

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

Appointments

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FM New appoints 050712a.indd Sec1:52FM New appoints 050712a.indd Sec1:52 28/6/12 17:34:0228/6/12 17:34:02

FM WORLD |�5 JULY 2012 |�45jobs.fm-world.co.uk

Deputy Property Asset ManagerRef 18877 | Permanent/ Full Time | Location: DarlingtonSalary: Competitive salary including company car

The market leading vehicle hire company by fl eet size in the UK and Spain Northgate plc has been operating in this sector since 1981. With over 60 sites in vehicle hire and fl eet management and employing over 2,000 people Northgate continues to grow successfully.

We are currently recruiting a Deputy Property Asset Manager to join our team in Darlington. You will be responsible for the management and monitoring of all Hard and Soft services and contractors employed on site to ensure effective service delivery. You will be a point of contact for property related queries ensuring all issues are dealt with effi ciently.

The successful candidate will have experience within a similar role, pos-sess some building knowledge and have had exposure to managing budgets. You will be qualifi ed to a minimum of IOSH but preferably hold NEBOSH general certifi cate. As a self motivated, adaptable and fl exible individual you will have excellent communication skills and be a team player. A full driving licence is essential.

An award winning employer and supplier (RoSPA Health and Safety Gold Award and Van Rental Company of the Year, Fleet Van Awards 2008) Northgate continues to grow and will offer the successful candidates an attractive salary and benefi ts package. To apply please forward your up to date CV with covering letter, quoting ref number 18877, to [email protected] or visit www.northgatecareers.co.ukNorthgate is committed to equality in the workplace and is an equal opportunities employer.

Northgate.indd 1 28/6/12 17:04:18

University Hospital of North StaffordshireLocation: Stoke on TrentSalary: £38,851 - £46,621

Head of Facilities ManagementBand 8a (Full Time, 37.5 hours per week), 2 year xed term contract

The University Hospital of North Staffordshire NHS Trust (UHNS) is a large acute teaching hospital located in Stoke on Trent and is currently on two sites. It has a £400m PFI development nearing the end of its construction phase with clinical services moving onto the new hospital site completing at the end of 2012.

You will work in collaboration with the Corporate Services divisional managers including Estates, Waste, Energy, Transport, Laundry, Catering, Supplies & Procurement, Finance and the PFI service providers via the PFI Contract Performance Management Team.

You will provide overall leadership for the Trust’s soft Facilities Management (FM) department ensuring robust management arrangements are in place across FM delivering ef cient, effective high quality standards of soft FM services. You will be responsible for ensuring robust budgetary arrangements are in place for control and management of £9M FM budget and ensure delivery of QIPP savings targets including identi cation and delivery of schemes to secure savings.

You will lead on completion of the Management of Change (MoC) processes associated with the transfer of in-house soft FM staff to the PFI soft FM service partner Sodexo including the production of MoC papers, in accordance with Trust Policies and Employment Law and Commissioning and De-commissioning programmes. You will lead on the transfer of management responsibilities for FM where these services transfer to the PFI.

You will also be responsible for leading on speci c projects within the soft Facilities Department including production of the Car Parking Strategy, Plans for the future of the Laundry Service, and other key FM related projects.

The post holder will have excellent general management, project management and communication and organisational skills to facilitate an effective relationship with Trust FM and Sodexo FM teams as well as the ability to deliver services within budgets. Proven experience in leading similar services along with the ability to evaluate and deliver on going service improvements is essential.

Extensive experience of managing wide scale soft FM services is a MUST with at least ve years senior management FM experience plus a relevant degree is essential.

For further information please contact Lorraine Whitehead, Deputy Director of Corporate Services, on (01782) 555150.

To apply please visit http://www.jobs.nhs.uk/.

Please note that new starters will commence at the bottom of the relevant pay band until any previous NHS service has been veri ed. Closing date for receipt of applications is Monday 23rd July 2012.

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FM New appoints 050712a.indd Sec1:53FM New appoints 050712a.indd Sec1:53 28/6/12 17:20:0928/6/12 17:20:09

It’s good to see the idea of World FM Day being so enthusiastically embraced. This year, our own celebration involved a ‘relay marathon’ of short interviews with London-based FMs. The range of responses to our question ‘what’s your big FM challenge right now?’ showed just how wide the scope of the FM role continues to be. Understandably, the Olympics was a key issue for many, particularly Pride’s Derek Young who was preparing Horse Guard’s Parade for the Olympic volleyball tournament, while around the corner at the

Foreign and Commonwealth Offi ce, Alan Sillince was looking forward to the culmination of a year’s preparation for the big event. Richard Priestley at Sodexo’s Holborn HQ was also prepping for the transport and staffi ng problems the Olympics would likely bring.

Naturally enough, the Olympics had some effect on every FM we visited in one way or other, but this doesn’t mean it was top of everyone’s agenda. Stephen Bursi, general manager and assistant director at the Guildhall, had the mobilisation of a major

consolidated maintenance contract on his mind, while Mark Clelland of Shell International cited safety concerns. Neville Moriarty, running Lastminute.com’s Hatton Garden offi ce, put sustainability initiatives fi rst and foremost.

Nevertheless, the Olympics issue loomed large for most. James Wagg, FM for OCS at the Kia Oval cricket ground was working around having his entire season’s schedule brought forward so as not to clash with the fi ve-ringed circus. And it was good to end our day with Chris Kearney, Mace Macro’s new general manager

for the Emirates Air Line cable car on its fi rst day of operation. Kearney was well aware that Olympics ticket-holders and those attracted to the service by media interest would make it diffi cult for some time to get to grips with what a ‘normal’ day of operation would feel like on this unique addition to London’s tube map.

As with so many interviewees, Chris was keen to point out what he enjoys most about the job – its variety. (No two days are the same, it transpires.) There'll be more on World FM Day in our next issue.

ROUNDTABLE REPORT – FM'S ROLE IN REPRESENTING AN ORGANISATION'S BRAND IDENTITY /// REPORT – WORLD FM DAY 2012 /// CASE STUDY – CANADA WATER LIBRARY /// ASSET MANAGEMENT STANDARDS /// HISTORY OF FM – JOANNA LLOYD-DAVIES SPEAKS TO TERRY TRICKETT /// THE LATEST NEWS, ANALYSIS AND COMMENT

IN THE NEXT ISSUE OUT 19 JULY

MILLENNIAL ANGST Morgan Lovell's Monica Parker presented an interesting session recently. Parker believes that part of any fi t-out project should be an evaluation of the technology that workers will be expected to use. She cites the 'Millennials', the most recent generation of workers, who frequently opine that the IT they're forced to use in the offi ce is inferior to what they have at home. A growing number of people, when interviewed on exit, are citing their organisation's failure to 'keep up' with the rapidly changing IT landscape. The implications for FMs, through more 'bring your own device' policies, could be profound.


“Don’t let us forget that the causes of human actions are usually immeasurably more complex than our subsequent explanations of them”Dostoevsky, as invoked by Morgan Lovell’s Monica Parker when explaining the myriad complexities involved in designing the modern workplace

FINAL WORD� NOTES FROM AROUND THE WORLD OF FM

AND A HAPPY WORLD FM DAY TO YOU…

PUTTING ON A FRONT TO GET ROUND THE BACKTHE SAME

DAYS2NO

Don't be surprised at the lengths security consultants will go to in order to bypass your security systems. Ian Mann has made a career of it, and now he's writing books on the topic. ('Hacking the Human' is already published, and he's working on a second volume by the same title.)The examples of successful attempts to bypass security that Mann gave at a recent BIFM Risk & Business Continuity Sig were astonishing.

Are you the FM at a law company?

Consider this: Mann once pretended to be a senior partner at such a fi rm, calling

in to the building to claim that his remote token had gone missing. All it took was the pretence that he was a senior partner for the person at the end of the line to assign a new token to him – thus completely destroying the point of the system.

Mann suggests the trick is to be a mission-critical individual; a senior

partner in this case, or perhaps a sales person on the cusp of a big deal…

ALA

MY

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2012-07-05 FM World

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