FM World 2011-11-24

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 24 NOVEMBER 2011

FMwww.fm-world.co.uk

CASE STUDY:

ColchesterBarracks

World

ON THE GRAPEVINE

Green buildings have got their systems talking

01_FMW_Cover.indd 101_FMW_Cover.indd 1 16/11/11 17:14:2816/11/11 17:14:28

www.harrowgreen.com

We’re rightbehind you.

Harrow Green believes in people and in helping people to succeed. That’s why we’ve built a portfolio of services to support FMs to make a difference in today’s business world.

Services include:

To learn more about how we can help you, call 0800 0325219 or visit www.harrowgreen.com

• business relocation • server migration and desktop moves• specialist and secure moves• warehousing and storage

• asset and inventory management • records and media management• workspace planning • interior design and construction

• office refurbishment • furniture supply• recycling and reuse • project management

FMW.24.11.11.002.indd 1FMW.24.11.11.002.indd 1 15/11/11 10:31:3915/11/11 10:31:39

VOL 8 ISSUE 22 �24 NOVEMBER 2011

FM WORLD |�24 NOVEMBER 2011 |�03

CONTENTS

FEATURES

16 Colchester Barracks: Dave Arminas steps ‘inside

the wire’ at Colchester Barracks to find Sodexo Defence running FM like a military operation

20 Bright, green buildings: Building control

systems may soon be able to talk to each other more easily, which is a win for sustainability

26 Environmental auditing: Facilities managers

are increasingly involved with environmental certification, explains Max Linnemann

36 BIFM case study: How the BIFM worked with

Telereal Trillium to train its workforce and improve productivity and profitability

OPINION

12 Diary of a facilities manager: David Walker’s regular look at the daily challenges he faces in his working life

13 Five minutes with Frazer Wardhaugh of HBJ Gateley

46 Felicity Messing

MONITOR

32 Legal: The Bribery Act has created several new offences to be aware of

34 How to: Assessing the pros and cons of daytime cleaning

35 Technical: Rob Greenfield explains the asbestos threat

REGULARS

38 BIFM news42 People & Jobs44 Appointments

14 | BIFM Ireland conference 16 | Colchester Barracks 20 | Bright, green buildings 6 | Rents freeze in Europe

NEWS

6 A report suggests that rent increases across Europe have frozen

7 BBC employs a pair of hawks to patrol the skies over its Cardiff studio

8 Royal palaces report a cut in electricity usage and carbon emissions

9 FM 100 poll: what has been your experience of cloud computing?

10 Business news: Graeme Davies analyses the impact of the sudden cut in solar feed-in tariffs

11 Mears halts installation of photovoltaic panels in light of feed-in tariff cuts

14 Martin Read reports from the BIFM Ireland conference

15 David Arminas hears a discussion on flexible working at WorkTech 11

COVER IMAGE:Phil Wrigglesworth

For exclusive online content including blogs, videos and daily news updates

visit fm-world.co.ukFM World Jobs – the best place to find FM career opportunities online

visit fm-world.co.uk/jobsFor immediate notice of new FM World content,sign up to follow us on Twitter

visit twitter.com/fm_world

03_FM Contents.indd 0303_FM Contents.indd 03 17/11/11 18:04:0817/11/11 18:04:08

FMW.24.11.11.004.indd 1FMW.24.11.11.004.indd 1 15/11/11 10:34:3815/11/11 10:34:38

www.fm-world.co.uk FM WORLD |�24 NOVEMBER 2011 |�05

LEADER

n a field somewhere, right now, is a herd of cows wearing wireless transmitters. Each transmitter tells the farmer if the cow wearing it is ill or pregnant. Last year, each cow transmitted an average of 200Mb of data. I mention this apparently random fact

because it’s one of those extraordinary pieces of information that prove to cynics like me that it’s worth listening to the predictions put forward by the army of consultants and futurologists when they talk about the future shape of the workplace. Because hey, if there are whole herds of Wi-Fi enabled livestock out there in the fields, surely anything is possible in the office.

Ah, but we know that organisations don’t change easily. And the bigger the organisation, the slower the change. Events and technologies that can have a sizeable impact on the workplace are only gradually introduced by organisations, which are typically constrained by two sizeable obstacles – budget and organisational structure.

With that in mind, what are we to make of all those people reading Kindles and iPads? Are they, in fact, evidence that the publishing industry is indeed about to keel over? Will we soon realise that organisational response to these consumer choices is a ‘lagging indicator’ of a change that’s already, irrevocably, set in motion?

At the conference held recently as part of Workplace Week, speakers lined up to predict the imminent demise of the kind of certainties that workplace planners used to accept as unalterable fact. They said, for instance, that we should be planning for a 2020 in which

office workers will all become ‘nomads’ in offices designed more for meeting rather than working space. They claimed that large organisations will ultimately consist of a relatively small base of permanent workers supported by a large stable ‘cloud’ of independent, temporary mobile employees and contractors.

Yet all of this is a world away from the reality for so many organisations. Those same futurologists predict the end of the regular commute – it’s “barking”, they say. But the sheer volume of money going into development of the country’s transport infrastructure – a result of overcrowding because so many people apparently need to commute – paints an entirely different picture. Are we really about to be surprised by a change in work style so dramatic that huge swathes of office space will be left standing empty? Are we really saying that workplace hierarchy is about to be erased from history? Well, they’re certainly saying it. But I have my doubts.

I don’t doubt that the way in which we work will continue to change in significant and challenging ways for management and workforce alike. But where predictions tend to fall down is in their lack of appreciation of the very human desire to be part of organisational structures, be they family, recreational or otherwise. Technology hasn’t changed this fundamental human requirement and it isn’t going to do so any time soon.

Redactive Publishing Ltd17 Britton Street, London EC1M 5TP020 7880 6200www.fm-world.co.uk

EDITORIALTel: 020 7880 6229email: [email protected]

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

ADVERTISING AND MARKETINGemail: [email protected]

senior display sales executive: Adam Potter (020 7880 8543) ⁄ display sales executive John Nahar (020 7880 6230) ⁄ recruitment sales executive: Carly Gregory

PRODUCTIONproduction manager: Jane Eastermanproduction executive: Aysha Miah

PUBLISHINGpublishing director: Steve Bagshaw

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

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

EDITORIAL ADVISORY BOARDSimon Ball, business development manager, Interserve ⁄Jason Choy, director, Persus⁄ Ismena Clout, energy consultant, powerPerfector ⁄ Nick Cook, managing director, Haywards ⁄ Rob Greenfi eld, director for health, safety, environmental and quality, Sodexo ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Lionel Prodgers, principal, Agents4FM ⁄ 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

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

Tel: 0845 0581356email: [email protected]: www.bifm.org.uk

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

BIFM ENQUIRIES

Average net circulation 11,357 (Jul 10 – Jun 11)

FM World magazine is produced using paper derived from sustainable sources; the ink used is vegetable based; 85 per cent of other solvents used in the production process are recycled

MARTIN READ� EDITOR�COMMENT

I

“ARE WE REALLY ABOUT TO BE SURPRISED BY A CHANGE IN WORK STYLE SO DRAMATIC THAT HUGE SWATHES OF OFFICE SPACE WILL BE LEFT STANDING EMPTY?”

05_Comment.indd 0505_Comment.indd 05 17/11/11 15:04:1117/11/11 15:04:11

www.fm-world.co.uk06�| 24 NOVEMBER 2011�| FM WORLD

FM NEWS� SIGN UP FOR FM WORLD DAILY AT FM-WORLD.CO.UK

The big freeze: rent increases stall in EuropeDAVID [email protected]

Rent increases in most of Europe’s major cities have stalled due to the euro crisis, according to the inaugural Jones Lang LaSalle (JLL) Global Office Index.

Although the European Office Index remained unchanged over the third quarter of 2011, “this disguises upward and downward changes that have effectively cancelled each other out in western Europe”, according to the report.

Prime rents increased over the quarter in Stockholm and The Hague (both +2.4 per cent), Hamburg (+2.2 per cent) and Milan (+1.9 per cent). But they decreased in Brussels (-3.2 per cent), Dublin (-3 per cent), Madrid (-1.9 per cent) and Edinburgh (-1.8 per cent).

All other index markets saw rents remain as the same as the previous quarter.

“The fragility of Europe’s economic recovery has been compounded by sovereign debt problems and the heightened financial turmoil that is now weighing down on consumer and business confidence,” said the report. “There appears to be a wait-and-see attitude pervading the office leasing markets and, in most locations, prime rents were unchanged during the quarter – even in those markets, such as London and Moscow, that have been enjoying healthy rental growth during previous quarters.”

The outlook is for more of the same, where “growth will slow in 2012 across the region and the uncertainties about the future outlook will remain”.

However, the report said,

“we continue to expect prime rents to remain in positive territory, with the high-order European markets anticipated to achieve prime rental growth of around 3 to 5 per cent in 2012”.

Globally, prime office rents across 81 markets increased 1.1 per cent during third quarter 2011, although some cities slipped back.

The largest quarterly falls in rents were experienced in Mexico City, Brussels, Dublin, Vancouver and Canberra, which all experienced drops of between 2 and 4 per cent.

“The increase was despite corporations delaying real estate decisions and the renewed pressure to drive down costs in the face of economic volatility

PROPERTY

in Europe and the US.”The index shows that this was

the seventh consecutive quarter where prime rents have risen. This makes for an 8.2 per cent rise since the bottom of the market in the fourth quarter 2009 and a 5.5

per cent increase year-on-year, the report noted.

“Appetite for risk has diminished as investors take refuge in core, well-let product,” said Arthur de Haast, head of the international capital group at JLL.

DAVID [email protected]

Property companies, hospitals and a cigarette manufacturer are among Britain’s large energy consumers most ready for the Carbon Reduction Commitment, according to a league table.

The Environment Agency has published a table that ranks organisations according to their readiness to manage their energy use, such as smart-meter installation.

But the first Performance League Table is not an indication of how well the more than 2,000 participating organisations manage their energy consumption. That comes next year, said the Agency.

This year’s table shows many joint rankings, for example, first place, which requires a score of 100 per cent. The number one spot is shared by no fewer than 20 organisations, including British American Tobacco, CB Richard Ellis, the Department for International Development, Keele University, OFGEM, Midland Quarry Products and Arena Coventry.

There are also many hundreds of companies at the bottom of the table that have done ‘0 per cent’, according to the table. These include London Zoo, XChanging,

Wirral Council, Wiltshire Police, Yell Group, Sheraton Hotels and Peterborough and Stamford Hospitals NHS Foundation Trust.

“There a lot of interests out there and we’ve advised more than 30 of the companies that will appear in the table,” John Field, a director of energy consultancy Power Efficiency, part of Balfour Beatty, told FM World.

But the real interest will come next year when another league table will rank organisations according to their emissions and efficiencies, he said.tinyurl.com/CRC-LeagueTable

ENERGY

Energy users line up to measure efficiency

“The number one spot in the league table is shared by 20 organisations”

Goodnight, Vienna: rental rates have been falling across most of Europe

06_FM News.indd 0606_FM News.indd 06 17/11/11 15:32:0217/11/11 15:32:02



Pressure group Countryside Alliance Foundation wants caterers to buy more British produce and meats for school dinners.

The group claims that a freedom of information request by the Alliance showed that Local Education Authorities (LEAs) are not placing British food high enough on the procurement agenda.

The request to all LEAs in the UK found that out of 172 LEAs that procure food for schools, only 60 know the country of origin of the food. “This equates to just 35 per cent of schools who know the origins of the food they are serving to school children,” the Alliance said.

On average, of the 60 LEAs that record where they source food for schools, 61 per cent was British in

More British school dinners needed

2008-09. This increased to 62 per cent in 2009-10.

From the LEAs that provided information, at least £73.4 million was spent on British food in 2008-09 and nearly £70.5 million on food in 2009-10.

The Alliance said that polling by YouGov showed that 61 per cent of people believe that schools should buy British meat and meat products even if it costs more.

“At present, schools are not

required to prioritise the purchasing of British food for school meals,” according to the Alliance.

“Buying British would improve the quality of food being provided to British school children, thereby improving pupils’ health, concentration and behaviour.”

Alice Barnard, chief executive of the Countryside Alliance Foundation, said too often the public sector turns to foreign suppliers for cheap goods when times are tough.

“But if more schools looked to local producers to fill their food needs, they would be investing in higher-quality meals for pupils, which would help keep their children healthy and improve concentration, and put taxpayers’ money back into the local economy.”

Willmott to build police HQ Willmott Dixon has won a £28.5 million contract for a part-refurbished, part-new-build police headquarters in the centre of Newcastle. Willmott will also do a three-year post-occupancy evaluation. The project for the Northumbria Police Authority, to be completed in 2014, involves refurbishing two existing buildings that will be connected by a new-build element. In the six-storey Kings House, refurbishment will provide custody ancillary areas and office space. An adjacent Grade II listed warehouse will be updated to house a 50-cell custody area. A new three-storey operations centre and atrium area will connect the two buildings. The project was secured under the Scape framework, which ensures the majority of the project value is spent locally. A minimum of 50 per cent of the project value must be spent within a 40-mile radius and 75 per cent within 60 miles.

Flexible working adviceTransport minister Norman Baker has announced government backing for a flexible working initiative called ‘Anywhere Working’ which aims to help businesses adopt flexible working practices. Large organisations including Microsoft and Vodafone are offering advice on travel alternatives and providing online training in technologies such as video conferencing and cloud document sharing.“Transport is the fastest growing source of carbon emissions,” said Baker. “The situation is becoming unsustainable both environmentally and economically.”

Sodexo goes five-starThe fine-dining division of Sodexo has won its first five-star hotel contract, a 10-year deal worth £30 million. The contract with The Montcalm, a 150-bed hotel near Marble Arch in London, began in June. Sodexo Prestige provides bar, room and restaurant services including an afternoon tea presentation. The Grill, a new restaurant and bar opened at the end of October, is run by executive chef Andrew Ives. In February, Sodexo Prestige renewed its contract to provide catering and conference services at Ascot Racecourse. Under the five year, £100 million contract, Sodexo provides catering on race and non-race days, including serving more than 300,000 visitors during Royal Ascot.

CATERING

Two hawks have helped cut maintenance costs by keeping seagulls and pigeons at bay at the newly-built, BBC-owned Roath Lock Studios in Cardiff, Wales.

Local company Falconry Services brought in the hawks to eliminate noise made by squawking gulls surrounding the television studios where Dr Who and Casualty are made.

“The problem is that the studios are located in the docks area, where there is a higher number of birds,” a BBC spokesperson said.

“The front facade of the building has some gaps and sills that may tempt birds as they provide good nesting areas.

“The method started months ago during construction so that the hawk could mark out its

territory. Both gulls and pigeons have a deep-rooted fear of predator birds such as falcons and hawks. The hawk circles the site to enforce a ‘no-fly zone’ associated with danger and female birds conclude that it’s not a safe place to nest.”

According to the BBC, the hawks are trained and carefully managed by their handlers to ensure that the target birds are scared off and not hurt.

It is expected that the hawks will need to be used on a regular basis for as long as the BBC owns the building.

The method also prevents the

many health and hygiene risks posed by gulls and pigeons.

“It is an effective way to deal with this recurring problem. Using the service reduces the costs of having to clean the structure and removes the hygiene risk,” added the BBC spokesperson.

The BBC told FM World that the method has been used elsewhere by the BBC at Broadcasting House in central London and at the River City set in Dumbarton in Scotland.

The Roath Lock Studios, part of the Porth Teigr development, will officially open in March 2012.

BBC enforces no-fly zone over Cardiff TV studios

ISTO

CK

NEWS BRIEFS

ISTO

CK

07_FMNews.indd 0707_FMNews.indd 07 17/11/11 16:53:1617/11/11 16:53:16

08�| 24 NOVEMBER 2011�| FM WORLD

FM NEWS� SIGN UP FOR FM WORD DAILY AT FM-WORLD.CO.UK

www.fm-world.co.uk

FM 100 POLL

Four out of 10 facilities managers won’t go near cloud-based computing services, but another four out of 10 are considering it, the latest FM 100 Poll shows.

Facilities managers who are opposed to it are adamant in their rejection: “Until it’s more established and accepted, I won’t even dip my toe in it,” said one.

Rejection is arguably based on a lack of understanding of what it is all about, said one FM who came down on the side of “would never use”. However, he admitted that he was impressed during

‘Workplace Week’ and a visit to Rackspace, a cloud computing hosting business.

“I was very impressed with its setup and the number of large companies ‘hosting’ with it,” he said. “What was impressive was their total focus on its niche areas of hosting and cloud based storage and it obviously understand it.

“I suppose old timers like me are infinitely suspicious following the Sony and Mastercard hacking scandals and the phone hacking does not inspire you with confidence regarding safety. I think

WE ASKED 100 FMS…What has been your experience of cloud computing systems?

the technology is good, but one should always be cautious about what you store and where.”

Sales talk alone by cloud computing hosting businesses may not shift the unconvinced towards being convinced. What did the trick for one respondent was having his month-old laptop pack up and corrupt his data.

“What I have learned is that I am wholly reliant on my new

The trend for fewer “employer-reported, non-fatal injuries” continues, according the latest Health and Safety Executive (HSE) Annual statistics report.

For 2010/11 (figures are provisional), there were 24,726 major injuries to employees, which is down from 26,268 in the previous year. This figure has fallen from 28,544 in 2006/07.

This is the equivalent of 99 injuries per 100,000 employees, down from 105 injuries in 2009/10 and 114 in 2006/07.

The most common types of major injuries were slipping or tripping (40 per cent) and falls from height (16 per cent).

The HSE was more active in prosecuting offences – 912 offences were taken to court in the UK, an increase of 3 per cent.

It managed 774 convictions, with a conviction rate of 85 per cent. Fines totalled £18.6 million.

Electricity consumption for the Royal Household fell by more than 12 per cent for the year 2010/11, annual facilities management figures show.

However, the severe cold in November and December last year boosted gas consumption by 12.2 per cent.

Nevertheless, there was a net reduction in carbon emissions, according to the report on Royal public finances, in the year to 31 March 2011.

The usual Property Services Grant-in-aid of £15 million was reduced to £14.6 million following the government’s spending cuts announced in May 2010.

The cuts indicate that maintenance will become more reactive than planned and some projects cancelled altogether, said the report.

Projects under threat include more extensive renewal of lead and slate roofs at Buckingham Palace and Windsor Castle, as

well as refurbishment of the state rooms at Buckingham Palace and Windsor Castle.

Property services meets the cost of property maintenance and of utilities, telephones and related services at the occupied Royal

Palaces in England. These world-famous sites, visited by millions every year, include Buckingham Palace, St James’s Palace, Windsor Castle and parts of Kensington Palace, Hampton Court Mews and Home Park, Windsor Castle.

HSE reports fewer major injuries

Palaces reduce carbon emissions

ISTO

CK

“Projects under threat include renewal of lead and slate roofs at Buckingham Palace, and refurbishment of the state rooms at Windsor Castle”

Crowning achievement: palaces like Windsor Castle have cut carbon emissions

Worried about security; won’t

use it (40%)

Considering it for the first time (40%)

Using it; wouldn’t go back

(15%)

Using it; wouldn’t

recommend it (5%)

Toshiba laptop,” he said. “But it had serious hardware faults in less than five weeks that took a while to resolve. I can see a strong argument for having my data accessible from elsewhere via another machine. However, security and reliability are the two concerns.”

Disbelievers and agnostics aside, 15 per cent of respondents were equally adamant that they wouldn’t be without it, not least because their clients also use it.

08_FM News.indd 0808_FM News.indd 08 17/11/11 16:53:4817/11/11 16:53:48


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

Email: [email protected]

Phone: (01634) 865750

Fax: (01634) 861195

www.quantectest.co.uk

The electrical inspectionand testing specialists

Quantec Nov2011.indd 1 2/11/11 14:19:58

To find out about this key issue and much more, visit www.ribafmcpd.com for a whole range

of free CPD for facilities managers.

How can youmanage risk

through good health and

safety practices?

FMW.24.11.11.009.indd Sec1:9FMW.24.11.11.009.indd Sec1:9 15/11/11 10:48:2915/11/11 10:48:29

Firms feel the brunt of solar subsidy cutsGRAEME [email protected]

Government subsidies can be both a benefit and a bane for businesses, as proved by the sudden turmoil thrust upon the UK’s nascent solar power sector by the sudden and dramatic reductions in solar feed-in tariffs. A whole industry had grown up rapidly around the supply and installation of solar panels in the UK, bolstered by some of the most generous feed-in tariffs in the world for the electricity generated. But tens of thousands of jobs are said to be at risk now that the government has decided

to more than halve the tariff offered, setting a cut-off point of early December.

It is not the first time, and it certainly won’t be the last, that businesses have been caught out by a change of government policy. And it is not just small local operators who were caught out this time. Among the companies who were benefiting from the solar boom were a number of utilities and several support service businesses which had all spotted the opportunity the tariffs offered and established operations to take advantage, many of which

are now either under review or being shut down.

And the costs of shutting down such operations are not insignificant. Social housing specialist Mears, which was taking advantage of the long term tariffs to stick solar panels on the roofs of the social housing developments it maintains, this month said it was going to take a £3.3 million hit to its profit expectations this year and a one-off £2 million write down fee to shut down its no longer viable solar panel business.

Thankfully for Mears, its core social housing and domiciliary care businesses continue to trade well, but the withdrawal of the subsidies has shut off what could have been a decent bit of diversified business.

Usually, businesses go into government-supported industries with their eyes wide open and have contingency plans for when the support is withdrawn, which is usually well flagged

ANALYSIS and gradual. What caught many out this time was the speed and severity of the government action. The government itself justified the withdrawal by pointing to the huge success of the scheme, saying it did not have the funds to allow installations to continue at such a rapid pace. Participants in the industry were aware that cuts were coming, but no-one expected to get a six week deadline. Most expected a more modest cut to tariffs from next April then a tapering away over several years.

ShockwavesThe shock therapy the government has delivered to the industry could just choke it off before it has reached critical mass. For companies such as Mears and Carillion, who were also fitting solar panels to the roofs of social housing, their hefty balance sheets and other profitable divisions mean the hit is manageable. But for smaller companies who had been formed on the back of this solar boom, the collapse in demand could be terminal. The figures, according to Carillion strategy director, John Swinney, are potentially significant. He reckons up to £2.5 billion worth of projects on social housing schemes are now uneconomical.

Governments cannot go on giving money away, especially one as strapped as ours is, but at the same time the withdrawal of subsidies should always be handled carefully, especially when they have been as successful as this one. Unfortunately, the government may have just shot itself in the foot with this one in terms of meeting its longer term emissions reduction targets.

Graeme Davies writes for Investors Chronicle

Contract wins

Imperial College London has selected University Partnerships Programme (UPP) to deliver residential services at Griffon Studios, a new student accommodation development in Battersea.

BaxterStorey has won a three- year contract with Balfour Beatty Workplace to provide catering for around 2,300 employees through staff restaurants, coffee shops and deli bars at BBC North’s headquarters at MediaCityUK in Salford.

Virgin Atlantic has appointed G4S to provide aviation security services at the four airports from which it

operates. G4S Transport & Borders, part of G4S Secure Solutions, is providing a range of services including check-in and profile monitoring of passengers, aircraft guarding, access control and aircraft searches. The three-year contract covers Heathrow, Gatwick, Glasgow and Manchester airports.

Meridian Hospital Company has awarded Vinci Facilities a 20-year, hard FM contract for the Queen Elizabeth Hospital in Woolwich, London. The £70 million deal at the private finance initiative (PFI) hospital will see 30 full-time staff move across to Vinci Facilities.

The London Borough of Croydon has extended Interserve’s total FM contract until 2016, in a deal worth £10 million annually. Interserve delivers core services including building maintenance, security, cleaning, mailroom, reprographics, energy and utilities management.

Emprise Services has won a three-year cleaning contract with accountancy firm BDO. Emprise will take responsibility for an integrated cleaning package at the company’s 13 UK properties.

NG Bailey has won two contracts in Glasgow and one in Edinburgh, worth more than £4.5 million. The firm will provide mechanical and electrical fit-out to Project Elegance in Edinburgh, and George House and the Copenhagen Building in Glasgow.

Interserve has won a five-year offshore deal with the Ministry of Defence. The contract is worth £60 million a year.

NEWBUSINESS

FM BUSINESS� SIGN UP FOR FM WORLD DAILY AT FM-WORLD.CO.UK


10-11_BusinessNews.indd 1010-11_BusinessNews.indd 10 17/11/11 11:56:4617/11/11 11:56:46

BUSINESSBRIEFSMears halts

installation of PV panelsSocial housing and construction business, Mears Group, is bailing out of photovoltaic installations (PV) because of the government’s decision to halve the solar PV feed-in tariff subsidy from 12 December.

In its interim management statement for the period from 1 July to date, Mears accepted that its operating profit for the year will take a hit.

Mears said that it will write off costs relating to the site set-up, system design and installation, amounting to around £2 million “which are now considered irrecoverable”.

“While photovoltaic forms a very small part of our social housing

activities, the government’s recent proposals to reduce the PV feed-in tariff are disappointing,” said chief executive, David Miles.

“I still consider the group to be extremely well-placed to benefit from the opportunities relating to fuel poverty. It is unfortunate that we have wasted both time and resources in this area over the past six months.”

A spokesman for Mears told FM World that contracts already in progress will be completed. In April this year, Mears announced a major contract for installation of photovoltaic panels on more than 3,500 houses in a £20 million deal with Cross Keys Homes in

ISS Group reported operating profit up 7 per cent to £341 million in the first nine months of 2011 with increased operating margins in the UK. The company grew its business organically by 6.4 per cent delivering revenue of £6.6 billion, according to financial results for the third quarter 2011. Year-end revenue growth is expected to be around 6 per cent.

ISS Group’s operating margin – its operating profit before other items as a percentage of revenue – was 6.3 per cent for the third quarter of 2011.

All regions delivered positive growth in the first nine months of 2011, while Asia, North America and Latin America grew in double digits. Third quarter organic growth was 7 per cent, according to

ISS: profit and operating margins up

Peterborough. Installation, which started in September and will last until April 2012, is being funded by British Gas as a part of a feed-in tariff (FiT) scheme over 25 years.

However, the group said that it continues to experience solid trading within the activities of both its core divisions of social housing and care. The group order book stands at £2.7 billion with secured revenues of 95 per cent of current consensus forecast revenues for 2011, 85 per cent for 2012 and 70 per cent for 2013.

New contracts in Mears’ social housing division were worth £180 million over the period, including extensions to existing contracts.

the statement. Switzerland, the UK, Turkey and the Asian region all saw exceptional operating margin growth. However, the statement reported that this success was more than offset by the negative impact resulting from challenging economic conditions in the Mediterranean region and other European areas.

Final results for the quarter were in line with the trading update announced by the Group on 17 October in connection with the announcement of G4S’s now terminated attempt to acquire ISS.

In late October, FM World reported that G4S shareholders had scuppered one of the biggest international facilities mergers in recent years by giving the thumbs down to the ISS takeover.

A statement issued by ISS said its owner, FS Invest, agreed with G4S that the company’s proposed acquisition of ISS for £5.2 billion should not proceed.

“Following the termination of the proposed acquisition by G4S, we at ISS are now absolutely focused on further improving and growing our own business,” said Jeff Gravenhorst, ISS group chief executive.

May Gurney buys TransLincEngineering and support services business May Gurney has acquired TransLinc, a supplier of fleet services to local authorities. May Gurney paid £34.9 million for TransLinc and will also assume nearly £31 million of customer contract-backed fleet financing obligations. The deal gives the Norwich-based company “entry into the UK’s £730 million local authority specialist fleet services and £3 billion local authority passenger services markets”, according to its statement.

UGL mulls DTZ takeoverUGL, the international engineering-to-property service business, has confirmed that it is in talks to acquire London-based property firm DTZ. A tie-up would create one of the sector’s largest real estate and property services business, with revenue of around £1.2 billion. DTZ would become a division of UGL if a takeover is agreed. No firm offer has yet been made.

Circle takes on HuntingdonCircle, the employee-owned healthcare business, has signed a contract to run Hinchingbrooke Healthcare NHS Trust in Huntingdonshire for 10 years. It will become the first ever non-state provider to deliver a full range of NHS district general hospital services when the contract commences on 1 February 2012, a statement from Circle said. The East of England Strategic Health Authority selected Circle following a 14-month tendering process involving 19 potential bidders. Circle’s operating model means everyone, from medical consultants to cleaners are co-owners of the business.

FM WORLD |�24 NOVEMBER 2011 |�11www.fm-world.co.uk

ISTO

CK

Wasted energy: End to PV installation

Jeff Gravenhorst, chief executive

10-11_BusinessNews.indd 1110-11_BusinessNews.indd 11 17/11/11 11:56:5817/11/11 11:56:58

FM OPINION� THE DIARY COLUMN�DAVID WALKER

12�| 24 NOVEMBER 2011�| FM WORLD www.fm-world.co.uk

One of the things I have to do, like many of you, is issue a permit to work. While at times I find this rather onerous, I do appreciate that it is one of the essential things we have to do to comply with various legal requirements.

I was asked last week to sit on a review panel to examine the whole process around risk assessments, method statements and permits to work, with a view

eviewing risk assessment forms to simplify procedures is top priority

this week, but work continues on the first stages of a major project and preparations for gritting procedures are in full swing

to improve this. We started by looking at the legal requirements to risk assess activities, but also our current procedures and written guidance. We then looked at both generic and non- generic assessments. This enabled us to review our procedures against legislative requirements. The aim of the review is to simplify procedures and guidance documents and make them more user friendly.

We also included some new process flows for carrying out and controlling risk assessments and also some routine activity risk assessments, which really reflected the feedback we received from the users.

There were various changes recommended to some of the processes, which will hopefully simplify the forms and make them more understandable and easier to use. An example of this would be a reduction in the number of forms available for use from seven to four with all the remaining forms simplified.

Finally, we have set up a number of working groups to continue to review all the risk assessments we have with the overriding message that it’s business as usual.

Work also continues on an ongoing major project. Not a lot of the staff have the opportunity to see the developments. I always enjoy this part of the project – it enables me to have a far better understanding of the building and how it works if we have any problems going forward.

With winter around the corner, we have also reviewed our gritting procedures to see if we can improve on what happened last year, although to be fair, with the amount of snow we had I have my doubts as to how we could have kept the site clear. I have also taken the opportunity to carry out repairs to a number of pot holes we found in car parks and footpaths.

So business as normal for me. Bye for now. FM

David Walker is facilities project manager at Northumbrian Water

“I WAS ASKED LAST WEEK TO SIT ON A REVIEW PANEL TO EXAMINE THE WHOLE PROCESS AROUND RISK ASSESSMENTS”

RISKY BUSINESS

R

BEST OF THE WEB

British Institute of Facilities

Managementross B, area account manager at Mitie technical facilities managementtinyurl.com/d5aof6nWhy is management being thrown to the lions when clients act unprofessionally?Simon McLaughlin: In my experience it is seldom as black and white as a single party failure, client side or contractor side.

The challenge for a good client manager is always to understand

what’s happening on the contract and the client’s wider goals and make sure communication is good at all levels. Typically, the main failing is that the client manager fails to understand what is happening on the ground at an operational level and only finds out things have fallen apart, when it gets to a point of being irrecoverable. In my opinion, there is no substitute to good communication between client and client manager, so the client always knows what you’re doing (bad and

good) before they become aware of it directly. This way, they see the client manager as being proactive and on top of all issues.You can never remove the potential that the client is being unreasonable on occasions or is covering their own back, but you can ensure that this potential is reduced by ensuring you have a good relationship, so that if things do go wrong, the first call is to you rather than someone else.

Nigel Oseland(@oseland)

Remarkable #fail by Janet

Street Porter in the Daily Mail who argues working from home is bad for you.tinyurl.com/c3hgvhw

FMCoach Liz KentishTwo great examples of

#facilitiesmanagement at its best – bit.ly/v3ouTj

Dave Thomas, director, Domino

Safety Management: “Perhaps for 2012 we [FM] should ditch the banner ‘The answer’s yes, now what’s the question?’! I have found to my disadvantage that such a

mantra, whether visible or implied, is abused and used against you. A new banner for both FMs and clients should be: Failure to plan means plan to fail’”tinyurl.com/FMin2012

Glenn Hibberd, GMH Strategic Facilities Services: What makes FM such a great profession? 1 – doing something that those outside the profession simply cannot grasp; 2 – doing something that can positively change the way we work; 3 – having a direct impact on our environment.

www.fm-world.co.uk

Views and comments from across the web

12_13_Opinion.indd 1212_13_Opinion.indd 12 17/11/11 17:40:3917/11/11 17:40:39


BEST OF THE

FMWORLD BLOGS

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

www.fm-world.co.uk

FIVE MINUTESWITHNAME: Frazer WardhaughJOB TITLE: Head of non-contentious construction COMPANY: HBJ Gateley

While transparency and value for money are an issue in the funding of PFI projects, too little notice has been taken to the benefits that PFI has provided, in particular, by the supply chain – the builders and operators.

The burden of risk transfer to the private sector associated with PFI procurement is, in the main, carried by the supply chain rather than investors or private sector funders. This means that the supply chain has had to assess and work with the risks that are inherent in the process.

The structure of PFI projects means that, at supply chain level, risks can be carried by the party best able to manage them. Flexibility in delivery options means that private sector innovation is possible, which improves efficiency and drives down costs. Integration of design, construction and service delivery increases productivity and enhances quality, ongoing maintenance standards provide transparency and certainty for whole life costs; and robust performance standards encourage good service levels.

In a recent report, the CBI noted that over 70% of traditionally procured projects are delivered late and risks are not properly defined or managed. The same cannot be said for PFI, where projects tend to be delivered on time and on budget because the contractor carries almost all of the delay risk.

Given the experience that the construction and facilities management sectors can bring to the table in terms of cost efficiency and streamlining the management involved in building and operating public facilities, the public sector reviews would do well to consider more than simply financing the cost of bricks and mortar.

Overcome the barriers to give something backColin Crooks/director, London Reuse Limited (LRL)I don’t know about you, but I seem to be at that stage in life where I know a lot of people with children either just leaving school or just leaving university.I met a couple the other day and their story was almost a carbon copy of so many I’ve heard recently: they were worried – really worried.

After really pushing their boy to work hard and put that extra bit of effort in to get the best grade possible in his exams, he’d done really well. But even with all that effort, he just can’t find a job. A couple of his mates had got placements as interns via their parents, but he was being left behind as they had no such contacts. Now he’s questioning his parents’ wisdom and ability and getting increasingly lethargic and disengaged. It sounded so frustrating and so painful.

I then heard the news – 991,000 young people aged 16-24 unemployed. I thought of my friends and tried to imagine nearly a million homes filled with simmering resentment, frustration and worry. So what to do? One way, of course, is to contract with suppliers who provide training and apprenticeships. But I think the FM sector could go further than that.

We know that there is constant time pressure to cover the basics, let alone all the new issues that keep coming our way. We also know that a well-run FM team connects with so many other business disciplines, such as HR, accounting, environment, engineering, IT and procurement, and we know that FM is a great way to meet people in other parts of the business (if only to receive yet another complaint about the aircon!).

In my experience in training and employing young people, I’ve found that they respond well to challenge. I also know that the majority are not sure what they actually want to do and don’t understand what most jobs entail. Take these factors together and I think FM companies and even in-house FMs could develop their own training or intern programme that could really make a difference.

Of course there’ll be barriers, but FMs overcome barriers every day. And just think, for every young person you can help you relieve two parents from worry – three for the price of one. How many times can you say that?

FM World’s Guide to Careers in Facilities Management is out now. The 2012 edition of this guide is aimed at students and job switchers.

More from FM World’s blog pages:Bullying in leadershipRegular blogger John Bowen offers more musings on Winston Churchill and bullying in leadership. tinyurl.com/bullyinginleadership

12_13_Opinion.indd 1312_13_Opinion.indd 13 17/11/11 17:40:5517/11/11 17:40:55


FROM BELFAST, VIA DOWNING ST.

FM EVENT BIFM IRELAND CONFERENCE 2011

A high profile case study and a tirade against arsonists – this year’s BIFM Ireland Conference had something for everyone

is a sense of pride in working in Downing Street.

Surveying succeeds Architect Dawson Stelfox of the Consarc Design Group was next on to the stage, presenting on the theme of whether old buildings be green buildings. He pointed out that the energy cost of demolishing a typical Victorian house was enough to fill a car with 15,000 litres of petrol, which is enough to drive it around the world five times, according to figures from English Heritage.

Stelfox claimed that a quarter of UK landfill is demolition waste, with only four per cent recycled. He was also keen to debunk a few myths. Sash windows, for instance, can be operated at close to the same efficiency as uPVC windows, providing they are refurbished correctly.

Indeed, entire Victorian houses can be adapted for the modern world with extensions, allowing for the greater use of energy-saving technologies. Stelfox highlighted a number of innovative projects that have boosted the performance of older buildings, such as underground heat exchanges. Costs only get out of control when insufficient surveying is done in the first place, he said. Today’s laser scanning techniques make it possible for surveyors to calculate any works required with far more cost certainty.

Beth Goodyear of FMHS Consulting ended the morning with

MARTIN [email protected]

For the 15th annual BIFM Ireland region conference, organiser Danny McAuley and his team pulled out all the stops to offer some fascinating presentations.

Alban Maginness, chair of the Northern Ireland Assembly’s enterprise committee, opened proceedings at the Waterfront Centre by updating delegates on the progress of two major new visitor attractions set to open in the province next year. The Titanic Quarter and Giant’s Causeway Visitors Centre would show how dynamic the province had become, said Maginness.

It was then over to Eric Hepburn, chief operations officer at No.10 Downing Street, to paint a colourful picture of how FM is conducted behind the nation’s most famous front door. Hepburn explained the limitations forced on him and his team by the media circus that’s parked, literally, outside his front window. This makes it difficult to carry out major renovation work, with each project likely to lead to scurrilous reports of the Prime Minister spending public money on his own house at a time of national austerity.

Nevertheless, work is certainly needed on a building that was last officially refurbished back in 1963. So how do you deal with ancient ICT, electricals, gutter leaks and a roof in desperate need of repair? For Hepburn, the solution was to turn a handful of major projects

into a series of small ones. Each lasts three months, with contractual arrangements set so that in the event of the national interest intervening, there’s an agreed fixed price to call a halt to any ongoing works. Hepburn also claims that the short project duration makes it easier to show the benefits: “they can see the point of what you do.”

Hepburn also revealed that members of the Downing Street FM team are often the recipients of personal thank you notes from the Prime Minister. “I ask the PM to write notes to my team,” said Hepburn, “and he’s happy to do it.”

Turnover is low among staff on the total FM contract for Downing Street. “We’re not paying them anymore than normal,” Hepburn confirms. “But what they have

www.fm-world.co.uk

a lively presentation on the subject of… presentations. Tapping in to the natural fear of public speaking held by so many people, Goodyear explained that preparation was the key; time should be set aside to practise, with equipment such as laptops and screen pointers all tested ahead of the event.

Memory aides and prompts to general themes were a better idea than attempting to memorise whole scripts, while a consistent approach to Powerpoint slides helps to get your message across, she said.

Flaming nuisance In the afternoon, Stewart Kidd, managing director of Loss Prevention Consultancy, entertained as much as he enlightened with an impassioned presentation on cost-effective fire safety management.

Most depressing was to hear about just how many fires were started deliberately in the UK – the cost of arson was estimated at £2.4 billion in 2004. Between 40 and 65 per cent of fires in the UK are started deliberately.

“Contrary to what most assume, financial gain and insurance fraud are not the main motives for arson,” said Kidd. “It’s usually people who are drunk or on drugs. What’s more, under the Management of Health & Safety at Works regulations, you have a duty of care to provide a safe place of work for everyone in your building – including the arsonists. And what does it say about society that a quarter of all hospital fires are deliberate?” FM

Stewart Kidd of Loss Prevention Consultancy – astonished by the mindset of the UK’s arsonists (above); the Belfast Waterfront Hall (top)

14_Report_BIFMIreland.indd 1814_Report_BIFMIreland.indd 18 17/11/11 17:52:0017/11/11 17:52:00


FM EVENT WORKTECH 2011 LONDON

need for more flexible working methods such as staggered working hours. There is, said Norris, a time and place for it.

Cornelius Medvei, chief executive of Eversheds, said that his company’s move to more flexible working and greater use of technology including video conferencing had improved corporate performance.

A client’s team of lawyers is no longer based at a single office, but sits in the various offices around the UK and internationally. Hot-desking has not been an issue and lawyers are out more often meeting clients, which, Medvei noted, is where they should be.

Transport for London, too, practices flexible working – and has for seven years, said panellist Iain Macbeth.

Smaller buildings City offices, and those in

London in general, will get smaller, said Phillip Ross, chief executive of consultancy Unwork. But the office can’t be written off totally. A recent Unwork study of large organisations showed that 63 per cent of employees still commute to work for four to five days a

week, with only 1.6 per cent working mostly from home. Only 12 per cent said they want to work from home. But the ideal commute is 10 to 15 minutes, meaning that there is a case for smaller offices closer to where employees live. There could be more working in the local community, said Ross.

In the next five to 10 years, buildings in London will get smaller as data management migrates to data centres as a result of cloud computing. Many buildings will no longer need to accommodate large servers and their associated cooling equipment.

Smaller buildings Many property developers

now engage potential clients in discussion groups in order to design what clients want, said panel participant Andrew Burnie of Heron International, the company behind the 200-metre tall Heron Tower. The tower’s floor plates are flexible to appeal to small businesses that only need a single or partial floor, said Burnie. Today’s employee in a major London office wants more natural light, window views, and high-quality food.


Norman Baker MP is passionate about alternative transport, which he believes is inextricably linked to better use of offices. It’s not often a minister – in this case the undersecretary of state for transport – takes a full hour to engage a public audience. But at last week’s Worktech 11 London, he pointedly threw down a gauntlet, daring people to change their travel and work patterns.

London businesses, in particular because of next summer’s Olympics, must plan ahead to make the best use of all types of city transport during the expected busy period. This also means making the best use of employees’ time at work, with staggered working hours and more home-working.

Good examples exist of smarter working methods, Baker said. Around half the FTSE 500 companies claim to have cut their travel by 20 per dent in the past two years, with the result being less stress on employees and more productivity.

Baker himself is doing more ‘remote speeches’ where he sends videos of his presentations to conferences. But browbeating organisations into changing their working methods won’t work. “It’s no longer about cost or technology barriers,” said Baker. You have to change people’s mindset. Everyone in this room has a responsibility for that.”

A lack of trust and an unwillingness to change is often based on fear, “and there’s a lot of it out there”, said Brian David Johnson, the ‘first and only’ chief futurist at Intel. Fear of IT, he said, is most often based on a lack of information and usually centres around security and privacy issues.”

Future sites of London In a panel debate, the future

layout of London was discussed. The capital is expected to become home to a further 1.2 million more people by 2030, but architect Sir Terry Farrell downplayed any grand ideas of spreading out towards north Kent, and especially the Thames estuary. Forget about any ‘New Heathrow’ on man-made islands and subsequent development of surrounding rural areas, he said. People want the amenities, history and excitement of a major city that is not pre-planned, but, like London has had an evolutionary layered development over centuries. Layers of different uses in different geographical areas make London as vibrant as it is. And don’t be too hasty forcing people to work from home, said panel chairman and former transport minister Steven Norris. Norris suggested that home-working was akin to ‘house-arrest’ for many people, with hot-desking evoking similar loathing. However, he acknowledged the

www.fm-world.co.uk

Polly Plunket-Checkemian, Andrew Burnies, Paul Simovic, Neil Usher, and Michelle Pattison (left to right)

CU

SH

MA

N &

WA

KE

FIE

LD

IS THE FUTURE FLEXIBLE?David Arminas finds that at Worktech 11 London, flexible working is still a controversial topic, and hears how London will look in 2030

15_Report Worktech.indd 1515_Report Worktech.indd 15 17/11/11 18:06:5217/11/11 18:06:52


FM FEATURE� CASE STUDY� DAVID ARMINAS

BEYOND THE WIRE

SOD

EX

O

Hang on to your pass, I’m told by Sodexo’s office manager at Colchester’s Merville Barracks in Essex. I’ll need to show it to get

through security.The reception building is just

outside the perimeter fence and a stone’s throw from the main gate. Inside reception, I hand over identification, face the camera and have my picture taken for my pass.

At the gate, we show our passes to the guard and move forward, ‘inside the wire’, past a Douglas C-47B Dakota Mk IV aircraft onto the 195-hectare base proper.

The flat, open site with 13 km of roads is a 35-year private finance initiative (PFI), which is in its sixth year of operation. It came within the first wave of PFI deals and took 12 years from the feasibility study in 1996 to final phase completion in June 2008.

The presence of the garrison

VEHICLE MOVES 18,000 PER YEARFUNCTIONS HELD AT THE ‘MUSKET CLUB’ PUB (INCLUDING WEDDINGS, CHRISTENINGS AND WELFARE FUNCTIONS) OVER 200 PER YEARNUMBER OF GUESTS PROVIDED FOR 30,000 PER YEARSECURITY AND CAR PASSES ISSUED 11,000 PER YEARCOMBINED BED OCCUPANCY OF THE TWO ON-SITE HOTELS 143,000 ITEMS STOCKED AND SOLD IN SUPERMARKET 4,300WINDOWS WASHED PER YEAR 15,000KEYS HELD FOR SPECIALIST DOORS, CABINETS AND BUILDINGS 100,000MARRIED QUARTERS SUPPLIED (INCLUDING FURNITURE) 2,000BADGES SOWN ON TO UNIFORMS PER YEAR 106,000INDIVIDUAL PIECES OF UNIFORM/KIT FOR EXERCISES AND DEPLOYMENT 300,000 PER YEAR

David Arminas finds that at Colchester Barracks, facilities management, provided by Sodexo Defence is, quite literally, a military operation

helps to keep 5,000 civilian jobs in the area and contributes around £70 million to the local economy, the Ministry of Defence estimates.

The city has been one of Britain’s key garrison bases since 43 AD when the Romans occupied southern England. During the first world war, several battalions of Lord Kitchener’s army were trained here.

The current barracks are a big improvement on the previous crumbling Victorian barracks at Colchester, a city whose military history goes back almost 2,000 years. Around 100 hectares have been sold off from the site over recent years, for housing development and parkland

In various guises, the base has been an important training depot since the second world war. Today, soldiers of the 16th Air Assault Brigade and auxiliary units leave for, and return from, Afghanistan, Iraq and other

16_19_ColchesterBarracks.indd 1616_19_ColchesterBarracks.indd 16 17/11/11 16:14:5017/11/11 16:14:50


COLCHESTER BARRACKS

ships from 1980 to 1988.“Around two-thirds are

ex-military staff,” he says. “Many of the senior managers are former warrant officers who understand the culture and the ethos of the client. They’ve been there and can deal effectively with operational issues and front-line services to the client. Most civilian Sodexo staff are involved in business development work.”

That’s not to say Sodexo’s ex-military staff have divided loyalties, he explains. It simply means that mission failure is not an option. It’s about serving, says Leach. “We’re part of the military community and are now in a position to give something back. This is also why Sodexo supports and sponsors a lot of military causes and other charity work. It isn’t actually mandated by Sodexo head office, it’s just something we do.” (See P19)

The centrepieces of the PFI project are the Junior Ranks Single Living Accommodation and the Central Production Unit, a food preparation factory that supplies the kitchens and restaurants around the base.

“Each soldier has their own room with en-suite facilities. But this is an optional living accommodation for which they pay a small premium,” says Leach whose military training included sleeping in large dormitories.

“Usually, four to six soldiers share an accommodation unit, a more traditional arrangement. But

times change and the army has moved with the times.”

Leach explains there are arguments both ways. “Single people are now more used to having privacy,” he says. “But what hasn’t changed is what happens out in the field and on the parade ground and that’s where the real comradeship takes place – the most important thing.”

Another fine messA cliché it may be, but an army does march on its stomach. And at Colchester, the preferred dish is chicken Korma. Food here is a serious business. So serious that Sodexo built the Central Production Unit (CPU), the Ministry of Defence’s only on-site food preparation facility.

Visitors get suitably kitted-out for a tour of the CPU, including a disposable hairnet, protective coverings for the shoes and a white coat. Items are not to be carried and if you wear glasses, always be aware of where you put them, visitors are told. Visitors wash their hands and then use an alcohol-based hand-cleaner as an extra precaution.

The CPU is basically a medium-sized cook-chill food factory that assists in serving 1.5 million meals a year. It buys in bulk, everything from fruit and vegetables to meat and drinks purchased from existing MoD contracts using MoD suppliers.

On average, it goes through 150 tonnes of potatoes and

The barracks cover a 195-hectare area outside the town of Colchester, Essex (left); soldiers eat in an on-site restaurant (bottom); the main administration building (far left)

global hot spots and conflicts.Because the ‘client’ is Britain’s

most ready frontline ground force, the men and women have special needs both physically and emotionally. Few FM contracts require the facilities team to be so keenly in touch with these needs as at Colchester, explains Andy Leach, Sodexo Defence managing director. It’s not just the needs of the 4,000 military personnel, but also their 7,500 dependents, many in married quarters.

Of the 700-strong civilian workforce, 70 per cent are Sodexo employees, while 20 per cent are civil servants.

Part of the serviceThe vast majority of Sodexo employees are former military personnel. They know their client and know how important a well-run, efficient facility is to the soldiers, says Leach, who himself was a naval officer serving on



the soldiers supplied with combat clothing and uniforms, from boots and tunics to bulletproof vests and anti-glare sunglasses.

It also provides laundry services, tailoring needs, management of unaccompanied baggage for soldiers moving away and the management of local community and authority official activities equipment such as flag poles, saluting dais and barriers.

This service also manages a 69-bed accommodation block, basically a hotel for all types of base visitors, including people on training courses, sports people on

11 tonnes of beef a year. The monthly production volume of prepared meals is between 4.5 and 16.5 tonnes, depending on how many troops are on the base at the time.

Bulk food-stuffs arrive and are sorted, prepared, stored and also cooked according to what the restaurants on the base have ordered. Frozen goods are stored in -20˚ storage rooms and meats are cut in special preparation areas. The CPU also prepares packed lunches for troops to take into the field.

Trooping the coloursVisitors are allowed in green areas only to avoid bacterial contamination in the more sensitive red areas where food is cooked and packaged. Red areas are the final stage areas where cooked food is packaging in cellophane-wrapped trays for distribution to the messes on base. Hygiene is paramount, says Louise Roberts, technical manager of the CPU and a microbiologist by training.

More than 10,000 microbiological swab tests are carried out per year on counters and in other areas, with a 99 per cent pass rate.

The green and red areas meet where three large vats are boiling water, ready for the introduction of pasta. On one side of the vats, red area employees stir the vats. Green area employees on the other side are not allowed to touch the vats. Breaking this rule is a disciplinary act, says Roberts.

The restaurants prepare some food, but use a lot of prepared foods from the CPU. Mess kitchens are staffed by military personnel to keep the chefs’ skills sharp, says Steve Addley, Sodexo’s services director at the barracks and a former warrant officer. This is important for when they head out with their units to man the field kitchens.

Sodexo also runs the quartermaster services that keeps

training work, witnesses attending military courts and general soldiers-in-transit. Last year, around 1,400 people were accommodated.

In a display area of the quartermaster stores, the Sodexo team has laid out the kit issued to each soldier. A weighty bulletproof vest gives an indication of the physical stamina needed to be on patrol. Being shown a piece of bullet that was stopped by a vest’s inch-thick plates puts a soldier’s job into perspective.

Not part of the PFI deal is the base’s Personal Recovery Centre, to be opened in February. Sodexo

will run the 30-bed rehabilitation centre being built inside the wire by the MoD, along with a capital cost contribution of £6 million from Help for Heroes charity, which will also give £200,000 a year for running costs. Another £550,000 will be given by the Royal British Legion towards running costs.

Work hard, play hardOpposite the new centre and around 60 metres ‘outside the wire’ is the sports centre, the Corporal Budd VC Gymnasium. The eponymous Bryan Budd was awarded the Victoria Cross for his

FM FEATURE� CASE STUDY� DAVID ARMINAS



COLCHESTER BARRACKS

gallantry during close combat in Afghanistan in 2006.

Attached to the centre are tennis courts as well as rugby and football pitches and athletics tracks. Inside are squash courts, weight-rooms and aerobics facilities, a 25-metre swimming pool, a large gymnasium for basketball and other team sports, and a boxing and sparring room.

Military personnel can walk through a special gate in the wire to reach the centre, which is outside because it is shared with the local community. Otherwise, the centre is a five-minute drive after leaving the base.

More than 30 organisations, including schools and community groups as well as individuals, use the centre. The military-based membership, and their dependents, is around 12,000, while upwards of 1,000 people a day use the sports centre.

But the centre must not undercut local private and public sports centre charges, an act that might be considered anti-competitive behaviour because it is funded by the MoD.

Also outside the base are the 2,000 married quarters – houses

THE EXTRA MILE

CHARITABLE CAUSES

Sodexo supports:● The Soldiers’, Sailors’ and Airmen’s Families Association, the national charity that supports those who serve or have served in the military ● The Royal Navy, Army and RAF Benevolent Funds● The Royal British Legion● Help for Heroes● The Naval, Army and RAF Families FederationsThere is also a Sodexo gift in the Christmas boxes that go to all service personnel deployed on operations.

Sodexo Defence sponsors a number of military sports teams, including the Army Rugby Union and boxing teams, the Royal Navy’s hockey and netball teams and the RAF cricket association.

built from the 1960s onwards. Sodexo takes care of maintenance, furniture needs of families and refurbishments.

Next to the married quarters is a small community area that includes a Londis-branded supermarket – run by Sodexo. While the local post office recently closed down, the post office within Londis is kept busy, says Dawn Warden, retail manager. The post office alone is a community focal point, she explains. It is vitally important for military families who send parcels to soldiers on operations.

It’s that sense of community throughout the contract that drives the Sodexo commitment, says Leach. FM

Single persons’ living quarters (left); swimming pool at the Corporal Budd VC Gymnasium (below left); the quartermaster’s stores (bottom right); the Central Production Unit (right); Andy Leach (bottom right)

ANDY LEACH Andy’s first-hand experience of life in the Armed Forces started in 1980 when he worked as a logistics officer in the Royal Navy. He served on HM ships Interpid, Bristol, Invincible and Royal Fleet Auxilliary ship Reliant. He was in the navy during the Falklands war in 1982 and took part in the operation to evacuate the military and civilians from the conflict in Lebanon in 1985.

Joined Gardner Merchant, previous name for Sodexo, in 1988, to work as a district manager for the healthcare divisionMoved to Sodexo Defence in 1996 as operations director and became managing director 1999, with the additional responsibility for FM and Land Technology in 2003Became managing director for Sodexo’s Corporate Services division in 2008Returned as managing director of Sodexo Defence in 2010

CV



THE FUTURE IS BRIGHT GREEN

Building systems are getting friendly with each other. Andrew Cooper explains how open data protocols can promote building sustainability I l l u s t ra t i o n : P h i l Wr i g g l e s w o r t h

Green issues have been closely associated with building sustainability in recent years. Yet the irony was that a building could be considered ‘green’ or environmentally friendly without, in fact, being sustainable.

A so-called green building would normally aim at some or all of the following:

● Reduce green house gas emissions● Improve indoor air quality● Improve energy efficiency● Convert waste to energy● Reduce waste and/or reuse or recycle it ● Reduce water consumption

However, to be actually sustainable, a building needs to be efficient over its entire life – both in terms of operation and cost.

It must also be fit for purpose and adaptable, able to meet a rapidly changing society. After all, the primary function of a building is to house people, be it a dwelling or for a business. If the built environment does not encourage productivity and well-being, it is not fulfilling its intended purpose.

‘Intelligent’ buildings have sought to increase the usability of a building and the health and well-being – and therefore the productivity – of those people working inside them.

An intelligent building is not necessarily complicated. By using good design, even with low technology, a building can be considered intelligent. It may use passive design features such as ventilation and free cooling, and control of internal temperature may be aided through thermal mass and structure.

But at FM level an intelligent building is likely to combine intelligent design with a degree of technological intelligence (or “active” intelligence)

such as converged networks, integrated controls, digital IT and operational infrastructure, open protocol networks, sophisticated monitoring, targeting and buildings controls. This level of intelligence can be complex, and simplifying complexity for the user is also a key objective of an intelligent building.

A 'green' building aims to be a sustainable building. An ‘intelligent’ building aims to be adaptable, fit for purpose, to increase well-being and be as simple as possible to use and manage.

Bright green buildingsHowever, in recent years attention at the leading edge of property development has turned to combining these two elements to create ‘bright, green’ buildings.

The definition of a sustainable building, at this level, is now starting to change so that a building cannot be considered sustainable without also being intelligent.

After the 2005 United Nations World Summit, the three pillars of sustainability were agreed to be social, environmental, and economic considerations. Buildings or developments that are able to reflect all three pillars are regarded as being sustainable.

Thus a building must be usable and fit for purpose by those living or working inside them; it must be as little a drain on the natural environment as possible and it must also be efficient in its running costs over the whole life of the building.

The question mark in this equation has always been “value”. Much has been written in the property press about whether sustainable buildings achieve a “green premium” on the open market.

The consensus of opinion seems to be that in the UK, there is not (yet) a green premium. However, it is becoming increasingly clear that there is a ‘brown tariff’ developing for prime buildings that do not

FM FEATURE� SUSTAINABILITY� ANDREW COOPER

20-23 Bright Green.indd 2020-23 Bright Green.indd 20 17/11/11 16:54:2017/11/11 16:54:20


GREEN BUILDINGS

THE EDSL TAS CALIBRATED ENERGY MODEL

IN FOCUS

n example of systems and processes being integrated to improve

building performance is the EDSL TAS Calibrated Energy Model. Building energy and environmental simulation is extending its range of application from design and compliance calculations into commissioning and facilities management.

Building simulation models, with comprehensive plant and controls modelling, may be transformed into Calibrated Energy Models (CEM). This process involves replacing the assumed design occupation and usage of the building, and plant and controls operation, with actual occupation schedules and actual plant and control set points and run times.

This procedure results in a simulation model that closely matches the performance of the actual building. By example, Bovis Lend Lease and the Manchester Hospital Trust commissioned a calibrated energy model to be created for the new Manchester Joint Hospital complex.

Following a year of calibration, the model and the hospital will, if the process has been successful, have energy use running within a few per cent of each other.

Changes in mode of operation may be test-driven on the model to assess the benefits. Changes in the way the trust uses parts of the hospital may be entered into the model to generate new energy targets.

A CEM provides insight into the optimum operation of a building and its plant and controls. There are developments under way to more closely link a CEM to building energy management systems.

A



demonstrate any sustainable or green features, something increasingly demanded by corporate occupiers. Buildings that do not show sustainable features run the risk of becoming obsolete.

Retrofitting with sustainability in mind will increasingly become part and parcel of protecting an asset’s value. The RICS Valuation Information Paper 13 Sustainability and Commercial Property Valuation advises surveyors that more sustainable buildings may retain value over a longer term.

Interestingly, it is also the fear of obsolescence that is driving the great strides in technology being applied to intelligent buildings.

At a recent CIBSE Intelligent Buildings Group (CIBSE IBG) forum, Neil Pennell, head of engineering and sustainability at Land Securities, stated that the use of integrated systems in their shopping centres was essential to maintain value.

For example, in the past, larger and more complex buildings would have had separate systems for HVAC control, lighting controls, security, elevator monitoring, utility company interfaces, energy management and so forth.

However, these separate systems are now able to be integrated through the use of open data protocol systems, such as internet protocol (IP) networks and protocols such as BACnet and LonWorks.

Such protocols comprise an agreed upon set of rules that apply to a computer’s hardware and software. They can interface with a wide range of system types from BMS to hotel bookings and are therefore highly adaptable.

New systems can be added on, or old systems replaced, as requirements or technology changes. This can all be done with minimum disruption to provide greater control over life-cycle expenditure.

Pennell points out that, five years ago, such technology in shopping centres was regarded as innovative. Today it is expected.

“Measures that allow us to operate more efficiently ultimately mean us using fewer resources. Shopping centres that do not have such systems are being retrofitted to retain competitiveness.”

Thus, because these centres benefit from efficiencies perhaps not achievable through proprietary systems, they enjoy some degree of future proofing as a result. It was suggested that, as such, these intelligent systems were now considered sustainable features.

The retail environment has been a catalyst for this type of technology, since finding clever ways of operating is the difference between success and mediocrity. Many retailers’ rents are based on turnover and need to find ways of attracting and keeping customers for longer periods of time.

It could be argued, therefore, that only buildings

that are both intelligent and green can be considered truly sustainable.

CIBSE IBG describes an intelligent building as “one that provides a productive and cost effective environment based on three basic elements: people, products and processes, and the interrelationships between them. Intelligent Buildings help building owners, property managers and occupants realise their goals in the areas of costs, lifetime energy management, well-being of the people within them, convenience, safety, long term flexibility and marketability to achieve buildings that have high social, environmental and economic values”.

The industry is certainly moving in this direction, and if the understanding of the definition of sustainability is being extended to this level, this will need to be considered by valuers.

There are some leading thinkers in property, such as Philip Parnell, a partner at Driver Jonas Deloitte and commentator on sustainability and value, that prefer to shy away from the term sustainable buildings altogether. They simply see such developments as a natural extension of good estate and asset management and ultimately a concept that sits within mainstream market considerations.

Enter: the facilities managerBright, green buildings enjoy innovate design and/or technological features that mean they are sustainable in the most specific sense of the word. As a result, they help maximise asset performance and increase

High building intelligence can be complex, and simplifying complexity for the user is a key objective of an intelligent building

FM FEATURE� SUSTAINABILITY� ANDREW COOPER

www.nanoforum.orgwww.cibse.org/ibg/ RICS Valuation Information Paper 13Sustainable Intelligent Buildings for People – Derek J. Clements-Croome

FURTHER READING



GREEN BUILDINGS

INTELLIGENT DESIGN AND TECHNOLOGY IN BUILDINGS

PERSPECTIVES

ntegrated systems now extend beyond building management, and digital networks can connect with the internet and portable devices, such as PDAs.

Once systems and process reach a certain level of integration, problems can arise with multiple systems and processes, which are not necessarily designed to work together.

Current approaches to software engineering do not necessarily scale to the complexity we see in software-intensive systems, and can’t always take into account their emergent properties and, in particular, user behaviours.

Some of these challenges can be overcome through an emerging science known as complex systems engineering (CSE), allowing operators to monitor systems interaction and to realise further efficiencies.

CSE, sometimes called ‘systems of systems’ engineering, seeks to replicate the environment within which the multiple systems operate. To this end, it uses what is known as a self-adapting simulation model. The model is used to identify deviations in maximum efficiency, often at the convergence of different systems and processes, and to alert the user of potential savings.

CSE helps to eliminate waste through improving efficiency and reducing complexity at the interface with the user.

It could be used to alert a controller of a change in occupancy in real time so that HVAC controls or lighting could be properly set to reflect this. The savings in this case would be the energy consumed through HVAC and lighting, with the added benefit of improved productivity from the worker or increased comfort of a shopper meaning that they main in the premises for longer.

Nanotechnologies A nanotechnology is the engineering of a

functioning system at the molecular scale. Such systems are set to revolutionise the

construction industry, particularly in terms of buildings facades, leading to leaps forward in the passive design features of an intelligent building.

Titanium Dioxide is an example of this. It is able to break down dirt or pollution and

then allow it to be washed off by rain water on everything from concrete to glass, the

result is self cleaning concrete and glass. Further developments include concrete that will be able to self-

repair by producing a gel that seals cracks. Developments such as these can increase a building’s longevity, which in turn help to increase its sustainability.

Smart glass is another example. Recent developments have helped scientists develop a new type of smart window system that switches from summer to winter mode triggered by temperature change.

When it becomes warmer, the glass darkens, and at its extreme, is able to completely block any sun light, and when it becomes cooler it conveys high transmittance allowing the building to benefit from the free heat from the sun. As such there is reduction in both heating and cooling loads..

I

or maintain the value of a building.These innovations are not restricted to shopping

centres. Developers are already looking at how they can implement what they have learned in the retail sector to other types of buildings. (See box, right.)

The office sector is a prime example of how better integration of people, systems, and processes will become crucial. The office worker of the future will require far more flexibility and the reliance on digital networks and open protocols will increase. The complexity of these systems will also increase and how this is dealt with remains an enormous challenge for engineers, FM’s and construction professionals.

The role of the FM is at the heart of these developments. Professor Derek Clements-Croome of Reading University, who is an expert on intelligent buildings advises that “FM’s are important because they deal not just with the occupants of buildings. The relationship between the person and the building will increase, and an understanding of these requirements at ground level is key to efficiency”

Facilities managers are need to understand open protocol networks and the integration of systems, people, and processes, and retain a broad understanding of how their role helps maximise value. Ultimately all this integration must be understood, interpreted, and presented in as simple a way as possible. FM

Andrew Cooper is a commercial property energy consultant www.andrew-cooper.com


FMW.24.11.11.024-025.indd 2FMW.24.11.11.024-025.indd 2 15/11/11 10:36:0115/11/11 10:36:01

FMW.24.11.11.024-025.indd 3FMW.24.11.11.024-025.indd 3 15/11/11 10:36:1615/11/11 10:36:16


FM FEATURE� ENERGY� MAX LINNEMANN�

CERTIFYINGSUCCESSFMs are increasingly involved in the process of certifying their organisation’s environmental management systems, writes Max Linnemann

26-28 Enviro Auditing.indd 2626-28 Enviro Auditing.indd 26 17/11/11 18:07:3717/11/11 18:07:37


ENVIRONMENTAL COMPLIANCE

O rganisations opt for certification to environmental management systems for a variety of reasons, but certainly the commercial business benefits to be gained are one factor. Whatever the motivation, the

facilities manager is increasingly likely to be involved with the process of certification.

The most widely recognised environmental standard is ISO 14001 and the public sector has led the way by requiring suppliers to hold this standard. For FM contractors likely to be involved with waste management, the standard is now ubiquitous. Even where this role is subcontracted, the FM still has the responsibility of ensuring that contractors act responsibly. ISO 14001 is a good mechanism to achieve this.

However, with the introduction of the energy management standard ISO 50001 (which supersedes BS EN 16001), FMs are right in the front line. With rising fuel costs making environmental responsibility an immediate commercial benefit, so the spotlight is being focused tightly on the people responsible for energy use in all types of business.

Why choose certificationSo what is the primary purpose of the certification process? In essence, certification is simply a way to ensure that there are robust processes in place to ensure consistent management of environmental practices. The rigour of the first audit and the discipline demanded by regular review and re-examination ensures that high standards are maintained. The use of third party certification also ensures a level playing field: companies that can prove that their in-house systems have been subject to independent scrutiny have achieved widely recognised good practice defined in terms common to all.

Involving a third party can initially feel like an intrusion, but a close working relationship between certification body (CB) and client will, if managed properly, result in a smooth and professional process with minimal disruption and ongoing improvement of the management system.

It helps to understand precisely the role of the CB. It is not there to provide consultancy on how to achieve the standard, but to ensure that the management system has been established correctly

and that it is being adhered to over time. Typically, a certification organisation is involved either at the very start of the process or right at the end.

Some organisations contract with the CB when they are deciding to go for certification. At this stage, they are advised of the road to certification and, if required, put in touch with a number of consultants to help design the management systems required to achieve certification. It’s an important distinction that this consultancy process is not the role of the CB.

It is, however, more typical for the body to be approached by an organisation that already has management systems in place, but now needs independent assessment of those systems. The motivation is most often the need to have the certification in order to get on to a tender list.

Organisations often approach more than one body for a quotation. There will be many factors to consider when deciding which body to use. Cost is one, but should not be the chief consideration. Ideally, the organisation and CB will work together over a number of years; getting the right partnership at the start of the process is therefore very important.

Also important is that the people who actually come into an organisation and assess its practices – the auditors – are sufficiently qualified. This is one of the benefits of using a CB accredited by the United Kingdom Accreditation Service (UKAS). This provides assurance that the auditors have been allocated based on regulated competence criteria (that said, there are always specialists in certain areas and it may be worth discussing this with the body if this is something that is of particular concern).

An ongoing dialogueOrganisations should expect the body to maintain a proactive relationship with its clients. While the auditing process may only take place at defined intervals, the body should be keeping clients regularly informed with news on legal or regulatory changes and on training courses that can help keep in-house staff up to date. A CB should add value and act as a useful resource and ally, rather than a ‘foreign body’ that invades annually.

For organisations with a large number of sites there will naturally be more routine contact between client and CB. An effective audit plan will need to be designed to ensure that the time allowed for auditing

The rigour of the first audit and the discipline demanded by regular review and re-examination ensures that high standards are maintained



is well spent. Decisions will need to be taken about which sites and which processes should be the focus of attention. The most useful results will be achieved where the client consults with the CB over which areas of their business they think need most scrutiny and the auditing process will be designed with this in mind.

A genuinely productive environmental management system will affect behaviour at every level of the organisation. Small changes can have a significant impact over time and every individual needs to be aware of the benefits that their actions can make. This is often best communicated in terms of cost savings, as this is a tangible benefit that everyone can buy into.

Some working practices are very simple, and, if recorded and reported effectively can spread an understanding of how individual behaviour can have a real impact. For example, something as simple as setting up all the printers in a department so that they will only print double-sided can result in a dramatic reduction in paper use. Also, where printers require a key to be inserted before any document is printed, the number of items printed off and abandoned can be reduced to near zero.

However, staff must be engaged with the concept. As an example, one simple but effective innovation suggested by an employee was the installation of waterless urinals. That organisation now saves 18,000 litres of water per week (£400 per quarter) in a small office. This type of measurable improvement and staff engagement is an excellent example of what the standard is all about, and how beneficial it can be even in an office environment.

The auditing processThe audit itself will involve auditors spending time in the client company examining how the systems are being implemented day to day. Documented procedures are one thing; ensuring they are actually being put into practice is just as important.

The starting point will be the environmental managers responsible for all the aspects of the management standard. However, auditing will also involve speaking to sample employees to make sure the behaviours required by the management processes are genuinely embedded throughout the organisation and have become part of daily routine.

The benefits of the certification processes should be ongoing and cumulative. Culturally, there will be many ways to demonstrate improved working practices, but the most compelling demonstration of success is often financial, commonly relating to energy or waste reduction.

Changing working practices, even in small ways, can produce significant cost benefits over the medium

and long term. For example, one building contractor developed an initiative that allows for the number of skips used on construction sites to be reduced. As a single initiative, it’s not going to set the world on fire, but year-on-year, it represents a saving of over a thousand pounds. Cumulatively, these small improvements are very significant. Another example is a food manufacturer that examined its distribution systems and found that tweaking delivery schedules would allow the company to ensure the entire capacity of the lorries was used. This saved diesel and emissions by reducing the number of journeys made, winning both financially and environmentally.

A knock-on effectWhere an energy management system is implemented, a myriad of small changes can dramatically affect energy usage, such as thermostatic controls on heating, movement sensors of lighting in loos, kitchens and meeting rooms to ensure lights are on only when the rooms are in use, and automatic shut-down of computers after a fixed idle period. These systems, although small, will help office-based organisations demonstrate the dramatic percentage reductions in energy consumption that have so far mainly been achieved by the energy-hungry manufacturing industry.

The central point of environmental management systems is to drive continual improvement. There is no universal set of objectives or targets: instead, each organisation defines its own to suit its individual business model. The auditor will be looking for improvements and for targets to be met, but it is up to the client to decide on the targets and to define a timetable. Working together, the organisations should create an environment where the drive to improve is permanently embedded in the culture of the organisation, with regular reviews providing both a timetable and a rigour to the process. FM

Max Linnemann is environment sector manager at certification body NQA

Certification is a way to ensure that there are robust processes in place to ensure consistent management of, for example, environmental practices

FM FEATURE� ENERGY� MAX LINNEMANN�



Survive the winter with Speedy

For more information call us on 0845 601 5593or visit us at speedyservices.com/winter

Whatever winter conditions come your way Speedy has the widest range of heaters, lights, pumps and dehumidifiers to help you glide through the season safely and efficiently.

With over 325 branches nationwide we can respond quickly to all your emergency needs, no matter what the scale of the crisis, delivering the right equipment wherever you need it.

Entries are open for three categories0 PARTNERS ACROSS BORDERS0 FM STUDENT OF THE YEAR0 FM RESEARCHER OF THE YEAR

0 THE EUROPEAN FM AWARDS 2012 ARE NOW OPEN 0If you are responsible for FM operations in continental Europe, or provide services across

European national boundaries then go to www.eurofm.org to find out how to enter the European FM Awards. Closing date 30th March 2012.

Premios Europeos0Prix européen0Europejskie Nagrody0Euroopan palkinnot0ΕυρωπαικαΒραβεια


FM FEATURE� RENEWABLE ENERGY�VICKY KENDRICK

www.fm-world.co.uk

RENEWED INTEREST

Some of the world’s leading organisations are actively promoting and investing in the production of renewable energy. In fact,

global investment in renewable energy increased by 30 per cent between 2009 and 2010, reaching levels of £154 million. This growth can be explained by utility companies seeking to comply with carbon emission reduction requirements and also to tie in with corporate organisations’ sustainability efforts.

Renewable energy is seen increasingly as an integral part of corporate sustainability, with companies choosing to examine their supply chains and procure from renewable energy sources. Perhaps more excitingly, there is a trend for larger corporations to become part of the growing

global renewable energy revolution themselves, investing in or building their own power plants.

Achieving reductions in energy use is one of the many tasks that demonstrate a commitment to corporate sustainability. As competition intensifies to be the greenest brand in the market, an increasing number of companies have decided to include renewable energy as part of their corporate sustainability strategy.

An overwhelming majority of FTSE 500 companies now voluntarily measure, manage and publicly disclose their carbon emissions, while a collection of hi-tech solutions, clean technologies and market tools have evolved in recent years to meet these demands.

Organisations that harness renewable energy and, even

better, generate it, will be strong contenders in the drive to become the most sustainable businesses across the globe. Initiatives such as the Carbon Plan, Green Investment Bank and the Electricity Market Reform demonstrate how the government is well on the way up the regulatory escalator towards encouraging zero-carbon emissions within business.

In addition, there is the government’s CRC energy efficiency scheme, a mandatory carbon emissions reporting and pricing scheme (see this issue’s news section). While there has been some controversy over the scheme, it still remains that, from 2012, participants will be required each year to buy allowances from the government to cover their emissions in the previous year. Organisations that decrease their emissions can lower their costs under the CRC.

Procuring renewable energyBuying into renewable energy can involve buying power straight from the grid through utilities firms, purchasing renewable energy certificates (RECs) or creating your own wind farm and producing energy directly.

RECs enable corporations to have access to power generated by renewable energy sources, by purchasing green certificates or credits through their utility company. Purchasing RECs provides companies with a flexible tool that enables them to achieve green energy goals without having to change energy suppliers or construct their own private wind farm. The procurement of RECs can be useful for corporations based in regions where green pricing programmes are unavailable or where there is a lack of

Organisations are considering the option of generating their own renewable energy as part of their corporate sustainability commitments

The rapid increase in renewable energy and low-carbon trading has opened up new job opportunities around the globe. Technical and executive professionals are increasingly required to work on new renewable energy projects, such as those funded by renewable energy trading projects like Google Energy’s. On a more technical level, the renewable energy job market is seeing an increase in the need for mechanical and design engineers to undertake feasibility studies and project management for the growing number of renewable energy facilities, such as wind and solar farms.

A BURGEONING JOBS MARKET


30_31_Renewables.indd 2230_31_Renewables.indd 22 17/11/11 17:47:4217/11/11 17:47:42


RENEWABLE ENERGY

policy support for the building of renewable energy projects. The benefit to corporations of purchasing RECs is that they do not need to move supplier and are not limited by their geographic location.

One REC represents 1MWh of renewable energy generated; the actual power produced is sold to the grid and the REC is sold as a commodity (a certificate) into the market place. One common misconception is that organisations can purchase RECs as a method of carbon offsetting. This is not the case. RECs and carbon offsets are different mechanisms that accomplish different goals. Carbon offsets allow companies to reduce their greenhouse gas (GHG) emissions liability by purchasing the emission reductions made by another corporation, so that each carbon offset purchased represents the equivalent of one ton of

carbon dioxide (CO2) emissions. Whereas when a corporation buys an amount of RECs, often equal to their electricity consumption, they are perceived to be purchasing the power directly and can therefore claim to be renewable energy powered.

Topping the number of RECs bought is Google, which has committed to buying RECs for the next 20 years. The search engine giant has a subsidiary, Google Energy, which has signed a 20-year power purchase agreement with NextEra Energy for the entire output of a 114MW capacity wind farm in Iowa.

Google cannot directly use all the clean energy generated by the wind farm, so it will sell the excess power on the regional spot market, where utilities and electricity retailers go to buy power when there is an increase in demand and when they have

a shortfall.This model, in which Google

Energy provides the Iowa wind farm with the financial support to be able to build additional clean energy projects, allows Google in return to claim that it is powered by renewable energy. Often, renewable energy developers find funding is the main stumbling block to expanding and building new projects. This financial commitment to purchase energy over 20 years is an important enabler for future projects.

Generating renewable energyWith energy prices estimated to increase by a further 37 per cent by 2020, the opportunity to reduce huge energy bills is a fundamental incentive for organisations to consider generating their own renewable energy. Government incentives, for example the Renewable Heat Incentive (RHI) and Feed in Tariff (FIT), mean that companies can not only save on energy bills, but also benefit from the capped level of funding available.

Retailers and consumer goods brands are leading the way with the production and use of renewable energy; ASDA, IKEA, John Lewis and Marks & Spencer have all set a target of using 100 per cent renewable energy by 2015. One organisation that has made particularly strong progress in this area is IKEA, which now obtains 80 per cent of its total energy use from renewable sources and has invested in a mix of ground source heat pumps, biomass, solar panels and wind power. Charlie Browne, IKEA UK and Ireland sustainability manager, explains: “As part of our global ‘IKEA Goes Renewable’ programme, we are investing in making IKEA buildings more energy efficient and using more renewable energy. Our recent

investment into a 12.3MW wind farm in Aberdeenshire and a £4 million investment to fit over 39,000 photovoltaic (solar) panels to the rooftops of 10 IKEA stores, show our actions to reach our goal of 100 per cent renewable energy supply”.

Another example is Samsung, which aims to provide renewable energy to the grid through the FiT initiative. Samsung has acquired a 180MW wind project in Ontario, Canada. This project is another in the company’s growing portfolio of renewable energy projects. Earlier this year, it purchased land development rights to expand the previously planned South Kent wind farm in the UK to a 270MW output, while in 2009 it signed a ‘Green Energy Investment Agreement’ again in Ontario to establish four manufacturing plants in the province and develop up to 2,500MW of renewable energy projects, leading to the creation of about 16,000 direct and indirect renewable energy jobs.

Procuring renewable energy through the purchasing of renewable energy certificates has quickly become a popular way for corporations to not only support the future of alternative power, but to benefit from the renewable attributes attached to each REC, as they are traded by and between corporations.

By supporting green energy, corporations demonstrate that there is a need for it. With companies directly investing in renewable energy and building their own facilities, they can secure the future development of projects throughout the globe, as well as making a significant financial investment for the future of their business. FM

Vicky Kenrick is a consultant at international sustainability recruitment consultancy, Allen & York

30_31_Renewables.indd 2330_31_Renewables.indd 23 17/11/11 17:47:5517/11/11 17:47:55

www.fm-world.co.uk

FM MONITOR� RICHARD SALLYBANKS AND SHAUL BRAZIL

32�| 24 NOVEMBER 2011 | FM WORLD

Much has already been written about the Bribery Act, which came into force on 1 July 2011, in particular, the new criminal offence for commercial organisations of ‘failing to prevent bribery’. This article considers the factors facilities managers should bear in mind if they identify that bribery has occurred within their organisation.

A short summary of the lawThe act creates two general offences: bribing another person and being bribed; and discrete offences of bribery of a foreign public official and a failure of commercial organisations to prevent bribery by persons associated with them (such as an employee, agent or joint venture partner). This last offence can only be committed by a company and not an individual. However, there is a statutory defence available if the company can show it had ‘adequate procedures’ in place to prevent persons associated with it from bribing.

Bribery comes in different forms including: ● Large, corrupt payments made to obtain or retain business ● Lavish hospitality intended to influence a public official ● Small, unofficial ‘facilitation’ payments to expedite the

performance of a routine or necessary action, such as the granting of a visa.

All are illegal under the new law and, if committed by an agent on behalf of a company, may give rise to criminal liability for the company (with the risk of an unlimited fine, debarment from public procurement contracts, and reputational damage), notwithstanding that it had implemented anti-bribery procedures and the directors were unaware of the conduct.

If this happens, what does the company do? Should it report the matter to the authorities and, if so, how can it mitigate the risk that a prosecution will follow?

Self-reporting and the risk of criminal prosecutionJoint guidance issued by the director of the Serious Fraud Office (SFO) and the director of Public Prosecutions (DPP) acknowledges that the act “is not intended to penalise ethically run companies that encounter a risk of bribery” and that “a single instance of bribery does not necessarily mean that a company’s procedures are inadequate.” Consistent with this, the SFO and DPP have also made it clear that the public interest factors to be taken into account when deciding whether to prosecute a company include whether there has

been a history (or lack of history) of similar conduct.

Therefore, any facilities manager who has genuinely and appropriately tried to prevent bribery, but has failed, may be able to avoid prosecution if they can show that the conduct was an isolated incident.

Your responsibilitiesHowever, it is clear that the more prevalent bribery is within the organisation, the greater the risk of prosecution. So, what does a company do if it identifies bribery within its organisation that has been ongoing or is part of an established business practice? Perhaps counter-intuitively, the company’s best interests may still lie in reporting the matter to the authorities.

Facilities managers should note that if they do not self-report and bribery within their organisation is reported to the SFO by a third party (such as a disgruntled competitor), this will be viewed as a significant aggravating factor tending in favour of prosecution.

Conversely, self-reporting (when allied with a genuinely proactive approach from senior management including a comprehensive internal investigation, remedial action and a commitment to effective corporate compliance going forward) can result in the possible resolution of the matter by civil, as opposed to criminal, proceedings. The availability of a civil remedy, namely proceedings to recover monies obtained in connection with the corrupt conduct, is a factor tending against prosecution, but this will only be on offer if the company self-reports in the way described above.

In any event, the company may have little choice but to

THE BRIBERY ACT 2011

he Bribery Act has created several new offences that organisations need

to be aware of. Richard Sallybanks and Shaul Brazil look at the issues that facilities managers are likely to face

T self-report as the Bribery Act provisions cannot be considered in isolation. There is a real risk that monies obtained by a company in connection with a corruptly obtained contract would be considered ‘criminal property’ under the Proceeds of Crime Act 2002. The company (and its directors, once informed of the suspicion that the contract was won through corruption) would be at risk of committing money laundering offences unless it disclosed that fact to the appropriate authority, the Serious Organised Crime Agency (SOCA), as soon as practicable. A disclosure to SOCA will give rise to the likelihood of the information being passed to the SFO, giving the company little choice but to report the underlying conduct to the SFO simultaneously.

ConclusionCompanies clearly need to implement a compliance programme to minimise the risk of bribery being undertaken on their behalf. With a programme in place, a company will be better positioned to deal with the fall-out if it discovers an instance of bribery and if it self-reports, it will substantially mitigate the risk of prosecution. However, companies cannot make a decision on whether to self-report bribery without regard to the Proceeds of Crime legislation and the possible need to make a disclosure to SOCA under that regime. Any company that decides against a disclosure to SOCA because it wants to keep the bribery under wraps runs the risk of exposing its directors and the company itself to criminal investigations for both bribery and money laundering.

Richard Sallybanks(pictured) is a partner, and Shaul Brazil is an employed barrister at BCL Burton Copeland

LEGALUPDATE

28_Legal.indd 3228_Legal.indd 32 17/11/11 18:13:5217/11/11 18:13:52


FK 123x91.indd 1 31/10/11 12:17:19

SkillZone Business Skills for FMsProfessional development at your fingertips

Want to start developing your skillset with SkillZone?

www.bifm-skillzone.org.ukTry our free taster unit from Thinking Strategically, and find out how SkillZone can help youdevelop your own or your team’s skills today at www.bifm-skillzone.org.uk

3 for 2launch offerAvailable until

30 November 2011

SkillZone is BIFM’s new interactive

e-learning portal available to all

facilities management professionals

to help you or your team develop

business skills in bitesize, adaptable

chunks. Courses currently available

include:

Negotiation Skills

Advanced Negotiation

Key Performance Indicators

Conversations with Customers

Managing Professionals for Results

Managing Budgets in the Real World

Innovation

Thinking Strategically

Selected 2012 features in FM World magazine:

We have something of interest for all advertisers - for a full 2012 features list visit www.fm-world.co.uk/about-us or call Adam Potter 020 7880 8543

26th January issue: CAFM and the cloud

9th February issue: FM in pharmaceutical production

23rd February issue: Mailroom management

22nd March issue: Pest Control – Birds

5th April issue: Workplace catering supplement

14th June issue: IT Systems and strategy

19th July issue: Waste Management

16th August issue: HVAC Innovations

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


www.fm-world.co.uk

FM MONITOR� JAMES FREEMAN


EVALUATE DAYTIME CLEANING

HOW TO…

James Freeman is sales and marketing director of Principle Cleaning Services

ith firms seeking to reduce costs while maintain service efficiencies, James

Freeman gives six reasons why daytime cleaning can achieve just that

Night time cleaning is typically seen as a way to avoid disruption in the workplace. But cleaning throughout the day can be a workable solution, offering a number of benefits. Here’s what to consider.

1⁄ Consider the impact on energy costs

The move to daytime cleaning could have one clear business benefit straight away – a reduction in energy costs. Because cleaning staff are onsite during normal business hours, fewer buildings are lit up and heated at night unnecessarily, immediately cutting down on utility costs.

W

2⁄ It’s good to talkWhen cleaning

is an out-of-hours function, the cleaning team can be seen as anonymous and detached.Daytime working can mean better communication as cleaners and occupants develop direct relationships. Cleaning staff can gain more respect and understanding, and concerns about the cleaning operation can be addressed immediately rather than negotiated via convoluted and ineffective channels of communication.

3⁄ Staff retentionStaff recruitment

and retention can be made easier with daytime cleaning as people can earn a living wage, with the opportunity to increase their working hours. This can less need for staff to combine two or more part-time jobs which, in turn, attracts a higher calibre of staff and reduced absenteeism. Staff development and training is easier to organise during daytime hours, and it eliminates the security and transport issues surrounding night cleaning. Both improve standards, leading to a happier and motivated workforce.

4⁄ Positive work cultureA daytime cleaning

team has an opportunity to align their values to the culture and objectives of the customer. A daytime cleaning team can become woven into the client structure in any organisation. Often, occupants allow their daytime cleaning team to enjoy their own facilities – dining areas, for example. This can give the team a greater sense of value, making them active stakeholders in ensuring that all the client’s facilities are provided to the highest standards.

5⁄ Improved workflowCompliance with

agreed processes can instantly

“Staff development and training is easier to organise during daytime hours, plus it cuts out security and transport issues surrounding night cleaning”

become easier with daytime cleaning, including waste management and recycling. Timing for waste removal becames more flexible, occupants are more attentive to collecting waste across the office when a cleaning team is present on the work floor, and the presence of a cleaning team can create a more considerate attitude among occupants.

There’s also an argument that consistent standards of cleanliness last the entire day, rather than there being a deterioration of hygiene as the day progresses. This helps maintain higher standards throughout the day and enables better quality control. Cleaners can immediately respond in the case of unforeseen accidents and spillages, promoting a consistently clean and hygienic working atmosphere.

6⁄Cost controlThere is a clear advantage in

employers taking greater control of cleaning costs, without compromising the standard of cleaning. Principle Cleaning saved between 5 and 20 per cent on its annual spend by switching to daytime cleaning. Savings are generated from improved productivity and operation rather than adapting the service to meet a reduced budget. FM

34_HowTo.indd 4234_HowTo.indd 42 17/11/11 16:55:2717/11/11 16:55:27


FM MONITOR �ROBERT GREENFIELD

THE RISKS CAUSED BY ASBESTOS

TECHNICALRobert Greenfield is group SHEQ director at GSH

Over the years there have been a number of high profile programmes highlighting the dangers of working with asbestos, such as the HSE’s hard hitting ‘Hidden Killer’ campaign.

However, other issues grab the headlines and inevitably many facilities managers could be forgiven for thinking that the issue of asbestos has been dealt with and is no longer a problem.

At a recent meeting I attended, some FMs were convinced that all asbestos in the UK has now been removed. Unfortunately, this is a common myth.

In fact, millions of tonnes of asbestos remains in buildings within the UK. Asbestos is still the single biggest cause of work-related deaths in this country, claiming around 4,000 victims each year.

Asbestos-containing materials are safe if they are managed properly and do not become

he threat of asbestos to construction and maintenance staff is still very real.

Robert Greenfield advises how to manage the poisonous material to safeguard worker health

damaged. But asbestos is made up of fibres, so when asbestos-containing materials become damaged they can release their deadly fibres. If these fibres are inhaled, they can cause serious diseases such as fatal mesothelioma, lung cancer and asbestosis.

Hidden dangersOne of the main problems is that asbestos can be found in many different parts of any building that was constructed before 2000. Two very popular uses for asbestos were, traditionally, the manufacture of insulating board and also spray coatings for structural steel.

Insulating board was made of such high levels of asbestos that some of these sheets of insulation were anywhere from 20-45 per cent pure asbestos. The asbestos improved the fire and heat tolerances of the building’s

framework and was an essential safety feature of elevator shafts built in the 1960s. Other potential uses include asbestos cement products, textured coatings, floor tiles, textiles, lagging and loose asbestos in ceiling or wall cavities. In short, it can be found just about anywhere.

While asbestos legislation is regarded as fairly non-prescriptive, building owners and facilities managers have a ‘duty of care’ to manage any asbestos in their building and to protect workers, occupants and members of the public from asbestos fibre release. There is an implied law that states that reasonable steps must be taken to find out about the location and condition of any asbestos in the building and assess the risks. First, this should involve bringing in a specialist company to do a detailed survey and create a register.

The next stage is to have a plan on how to manage the asbestos, and it is often the FM who is responsible for this. It is vital to know where the asbestos is and what condition it is in.

The first reaction of many FMs is that the asbestos must be removed, but if the material is in good condition, there isn’t a problem. In most cases, it is actually safer to leave it where it is and just manage it sensibly with a high-profile and well communicated management plan to ensure that safety representatives, HR personnel and other stakeholders are fully informed and updated regularly.

This involves making sure that anyone who might work on or disturb the materials knows where and what they are and understands the right procedures and the risks. For example, workers who carry

Tout maintenance and repair jobs such as cutting or drilling into walls, ceilings or partitions, repairing boilers and installing cables are particularly at risk. These might include construction and demolition contractors, roofers, electricians, painters and decorators, joiners, plumbers, gas fitters, plasterers, shop fitters, heating and ventilation engineers, and surveyors.

It is vital that work with asbestos is done by trained people using proper precautions. The FM is responsible for using a licensed contractor to work on high-risk material such as pipe insulation, asbestos insulating panels or sprayed asbestos. A contractor is also required for work on materials such as asbestos cement, textured coatings or vinyl tiles.

Serious consequencesFailure to manage asbestos properly can cause the risk of potentially fatal disease for those who work on and in the building, so it is vital that these steps are taken. Any avoidance of these responsibilities can also be financially costly. Earlier this year high street retailer, Marks and Spencer was fined £1 million and ordered to pay costs of £600,000 for breaches of health and safety rules over asbestos removal. Three of the retailer’s contractors were also fined for putting members of the public, staff and construction workers at risk of exposure to asbestos-containing materials during the refurbishment of its two stores in Reading and Bournemouth.

Remember, as an FM, your role is quite simple. It’s all about protecting yourself and other people from exposure to asbestos fibres by managing any asbestos present in a building properly. FM

35_Technical.indd 3535_Technical.indd 35 17/11/11 15:32:3417/11/11 15:32:34

BIFM CASE STUDY� BIFM.ORG.UK


Trillium was formed in 1997 to acquire the Department of Work and Pensions’ 2.5 million square metre (37.7 million square feet)

property portfolio. Purchased by Land Securities in 2000 and renamed Land Securities Trillium, it went on to acquire or manage the property portfolios of Aviva, Barclays, BBC, DVLA and Royal Mail.

Telereal followed a similar path – it was set up in 2001 as a joint venture between William Pears and Land Securities to acquire the property portfolio of BT. William Pears took 100 per cent control of Telereal in 2005 and the company went on to acquire 62 Royal Bank of Scotland properties, in partnership with PruPIM. It also worked with clients including Birmingham City Council.

In 2009, the two organisations became Telereal Trillium when Land Securities sold Trillium (excluding the Accor Hotels portfolio) to Telereal for £750 million. With more than 8,000 properties nationwide

and a customer base of private companies, local authorities and central government departments, it is now one of the UK’s largest property companies with three distinct, but complementary areas: property services, property investment and asset management.

Bringing the two organisations together provided an opportunity to look at the FM function with fresh eyes, says Steve Castle, managing director for FM services, who joined Trillium in 1998.

“We saw real potential to take the best aspects from two strong and successful businesses. During the first 12 to 18 months of the combined business, this was one of our priorities.”

The outcome was a strong FM organisation where facilities professionals work hand-in-hand with their property counterparts.

“Telereal Trillium is different from many FM companies because its contracts are typically in the 20- to 25-year region and cover the whole property lifecycle and ownership. This gives our FM team

and service partner organisations the confidence to take a long-term, holistic approach,” says Castle.

Part of the transformation involved the supply chain, with a move from several national suppliers for each facilities stream to a single national supplier for each. This was completed in April 2011. There were also changes to the internal structure that have further enabled and empowered the FM team.

“By improving technical skills and management ability, our frontline FMs can make informed decisions and take greater responsibility for effective service delivery and customer service. They can also draw support from Telereal Trillium’s central functions, where appropriate,” says Castle. These internal changes were completed in May 2011 and involved considerable investment in the training and development of staff.

With a renewed focus on improving employees’ professional career development and

professionalism, Telereal Trillium became a group member of the British Institute of Facilities Management (BIFM), the professional body for facilities management in the UK. Trillium had joined as a group member in 2007.

BIFM schemeThe BIFM group membership scheme encourages a high level of engagement with the BIFM and provides the tools to support an employer’s commitment to professional development. It provides individual membership to employees at the relevant membership grade for their experience and qualifications. Group members are recognised by the BIFM as Investors in FM Professional Development.

According to Castle, taking group membership was a natural development. “We wanted this because it is important for our FM people to feel part of the facilities management sector, to feel involved in the profession.

BRING OUT THEBESTTelereal Trillium explains how it used BIFM group membership to develop its staff

32_33 BIFM case study.indd 3432_33 BIFM case study.indd 34 17/11/11 16:12:3117/11/11 16:12:31


We wanted to give the facilities professionals within Telereal Trillium an FM identity.”

Castle argues that group membership allows the business to demonstrate to its people that it cares about their career development and advancement.

“It is a key recruitment and retention tool,” he says.

By conducting a survey with all Telereal Trillium’s FM staff, the BIFM established that almost half had some level of membership. Yet the survey also revealed some surprising gaps.

“We wanted our FM employees to feel part of the wider FM industry. We felt that affiliation with BIFM was a key part of that,” says Pauline Ledford, Telereal Trillium’s general manager, national commercial estate.

The BIFM worked with Telereal Trillium to create an internal membership drive, completed in stages by region, to encourage employees to become members. This successful initiative saw the number of staff members who were

BIFM members double to around 190 people.

As these staff were located across the UK, the organisation recruited eight regional BIFM champions who could perform several important tasks: spread the word locally about the importance of BIFM membership; explain the benefits on offer; and encourage people to make the most of their membership by attending local and national events and training courses, gaining knowledge from the BIFM website, good practice guides and FM World magazine.

“We liaise with a point of contact at the BIFM regularly, who explains how our employees can benefit from the latest developments and offers,” says Ledford.

One of those BIFM champions is Nick Duckworth, a portfolio manager at the firm, who quickly became involved in hosting and organising BIFM events and even speaking at one himself.

“Regional events have allowed me to see how FM works in other businesses and bring those lessons

back to Telereal Trillium,” he says.

Asking the peopleThe BIFM has also worked with Telereal Trillium to conduct surveys to find out what employees consider to be the most valuable aspects of membership.

“The key benefit was an increased sense of professionalism, followed by individual products and services. These included training, FM World magazine, good practice guides and the information on the website, as well as the ability to network with peers, share knowledge and innovation,” says Ledford.

Being a group member also provides administrative benefits, such as one invoice rather than 190, says Ledford. “Rather than the previous fragmented approach, we can see who is a member and how they are using their membership.”

Group membership has also helped to support the organisation’s training and developments plans. Telereal Trillium conducted a detailed review of skillsets, training

needs and job titles. Working with the BIFM, the business changed job titles to give them more of an FM focus. For example, ‘business service manager’ was changed to ‘facilities manager’, to ensure the job descriptions matched industry standards.

“We want our FM employees to feel part of the wider FM industry – affiliation with BIFM is key to that,” says Ledford, a previous winner of FM of the Year at the BIFM awards.

Training and development was also a key focus and, with support from BIFM, a comprehensive training programme was set up for FMs.

One of the most important aspects of the group membership has been the networking opportunities made available through regional and national events. “We felt that we should start promoting the work of Telereal Trillium and share good practice, but also collaborate with others in the sector and learn from their experiences,” ends Ledford.

Below: Pauline Ledford and Steve Castle

“We want our FM employees to feel part of the wider FM industry - affiliation with BIFM is key to that”

Membership schemeThe BIFM’s group membership scheme is designed to help employers recognise, reward and support the professional development of their facilities management staff, helping to build strong and effective FM teams.

Employers can benchmark the competences of FM teams using the membership grading system and the BIFM professional competencies. The BIFM membership grading system establishes a pathway to personal development for FM professionals. It gives a framework to ensure FM skills and competences reflect business needs and requirements. The employer becomes a BIFM Investor in FM Professional Development, which recognises their commitment to FM excellence and business improvement through their people.

If your company is interested in finding out more, contact the membership team on 0845 058 1358 or via email at [email protected]. Or find out more at www.bifm.org.uk/investors

BIFM GROUP MEMBERSHIP

32_33 BIFM case study.indd 3532_33 BIFM case study.indd 35 17/11/11 16:12:5617/11/11 16:12:56

BIFM NEWS� BIFM.ORG.UK


WOMEN IN FM

Introducingcrepuscular contractingIf the group of more than 50 facilities professionals gathered at London Television Centre in September hadn’t heard the term ‘crepuscular’ before they arrived, it was tripping off their tongues by the end of the evening.

Crepuscular contracting is the way to refer to small works done out of hours, and weekend working – which can be a big headache for FMs, said Vicky O’Farrell, head of sales, from Ranne Creative Interiors. Cost, lack of supervision and health and safety are only some of the problems. O’Farrell had the women in FM audience nodding in agreement as she described situations where work was left unfinished, completed to a poor standard, or accidents occurring because basic safety was ignored.

i The WiFM Christmas social and quiz takes place on 5 December 2011 at Holiday Inn, Berkeley Street, London. Visit wifmchristmassocial.eventbrite.com for details.

THINKFM

Get involved in ThinkFMThe BIFM invites submissions for sessions at the ThinkFM 2012 conference. Next year’s theme is ‘Ideas for change: how great facilities management makes the difference’. The agenda will be divided into three hubs: ● Workplace: making spaces work ● People: inspiring the team ● Competitive advantage: driving performance and value

Do you have a new and innovative idea for change that will inspire and motivate our delegates? The closing date for submissions is 9 December. Submit ideas at www.bifm.org.uk/thinkFMcontent

ThinkFM, in association with Workplace Law, will include a day of learning, debate, interaction and networking. Delegates will take away new ideas to make a difference and can pick and choose which sessions they wish to attend, focusing on one hub, or moving across all three.

i For information visit www.thinkfm.com

FELLOWS

Upgrading

membershipIn August 2011, Charan Dhillon, head of facilities and corporate management at Slough Borough Council, successfully upgraded her membership to Fellow.

How to upgradeTo upgrade to Fellow, applicants must hold Certified grade (CBIFM) and have at least five years’ senior FM experience and demonstrate significant FM knowledge and a commitment to the industry and profession.

Applicants are required to

made in delivering some very successful work.

“We tend to go about our day to day duties without a second thought for the excellent work we are doing,” she adds.

“This process made me set some time aside to look at my achievements and reflect on my experiences. It was also very helpful in my drive to continuous self-development as the whole process gave me a new learning experience.”

i For information on the Fellow upgrade process visit www.bifm.org.uk/fellowship or contact the membership team on 0845 058 1358.

IFMA SWEDEN VISIT

Two sides to flexible workingBy David Millar, chair of the BIFM’s International Sig

Although the UK economy leads on the implementation of agile working schemes, the

exhibit a breadth and depth of FM knowledge across a range of competences and will be required to demonstrate how they uphold their knowledge through the submission of a CPD record. Applicants are also required to submit a Professional Leadership Review detailing their knowledge and experience against two key competences; development and trends in FM, and personal leadership.

Upon assessment of the supporting materials, applicants are then invited to attend a professional discussion with the fellow assessment panel. They will be required to prepare a presentation on a chosen subject and an interview with their peers will follow.

“Going through the process of achieving Fellow grade was an excellent opportunity for me to reflect on the work I have done over the past couple of years as a senior facilities manager,” explains Dhillon. “Fellowship gives great recognition to aspiring facilities managers; it certainly gave me a great deal of self-motivation while assessing the contributions I have

Out-of-hours work can be a headache for FMs

KEEP IN TOUCH

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

ISTO

CK

38-39_BIFMNews.indd 3838-39_BIFMNews.indd 38 17/11/11 14:38:5817/11/11 14:38:58


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

www.fm-world.co.uk

speed of adoption of new technologies could be the Achilles heel in maintaining this leadership position.

A group from IFMA Sweden visited the UK to look at best practice in this area and the implications for facilities management service delivery.

Erik Ahrsjö of IFMA Sweden and a group of six visitors visited Innocent Drinks, The Hub and PwC to review the latest innovations in space and FM. The visit included workshops and the ISIG’s October event on the Eurozone crisis. The latter was highly relevant, since Sweden relies significantly on trade with the Eurozone and is not part of the single currency.

Andrew Mawson of Advanced Workplace Associates hosted a seminar on how agile working can be deployed and managed, suggesting that workspace

reviews should be embedded rather than viewed as a one-off change project.

The Swedish group was impressed by how new thinking has been extensively adopted in a planned and well-executed way. The impact of the Carbon Reduction Commitment, not on the Swedish political agenda at present, which places environmental factors at the forefront of most projects, was also a key learning issue.

Our UK representatives gained insight from the Swedish experience from the use of technology. In Sweden, mobile networks will soon operate at 1,000 kbps. (The UK average is a pedestrian 384 kbps*.) Many offices in Sweden have no hard-wired systems, making them more adaptable and flexible for users.

It seems that in the UK, we still have things to learn to create a more sustainable approach to flexible working.

*UK data from the University of St Andrews report on UK mobile phone networks.

Chair name: Joan Melville, Balfour Beatty WorkPlace, [email protected] Tel: 07855 961 774Aims of the group:To add value for members through informative discussion. The group addresses the differences in FM between Scotland and the rest of the UK, CPD events and networking opportunities. Scotland has a geographical area of over 30,000 square miles. Going forward, it will use technology and satellite groups to enable them to reach members at every location.Why you should join:No matter how long you have been in the FM industry there is always something new to learn, be it about technology, regulations, people

or studies. ‘Connect 2012’ is our aim for next year. Huge emphasis will be on new and interesting ways to connect people to ideas and solutions while making the benefits of membership personal by providing:● The ability to further professional development through CPD events ● The opportunity to network with like-minded individuals and organisations ● Access to information and knowledge that keeps you at the forefront of industry developments.

The committee is interested in hearing from members or potential members to explore new ways of connecting FMs in the future.

www.bifm.org.uk/groups

SCOTLAND REGION

espite the economic gloom and threat of stringent cutbacks, we’ve ridden out the storm this year. A positive start to 2011 was initially viewed with

caution. However, we’re pleased to report that bookings remained steady throughout the year and did not dip as feared following the budget reviews in April.

The focus has been on compliance and technical training, alongside a strong drive for formal qualifications in facilities management, with the latter driving good attendance on our core FM and health and safety programmes.

This year has welcomed a number of new business developments, too. We’ve been really pleased with the reception to our bespoke e-learning programme ‘Getting started in FM’, which launched in spring and has been adopted by a number of major companies within the UK, as well as FM professionals in Europe, Africa and the Middle East.

We also expanded ILM Level 3 in FM to include not only the award, but the certificate too and have introduced a refresher day for the IOSH Managing Safely Certificate.

But these aren’t the only changes to our portfolio of courses. We have also expanded the disaster recovery and business continuity programme to two days and introduced a new advanced building services course. We’ve re-launched the BIFM Executive programme and BIFM Training Conferences. November sees the first of these, with our executive Exploring Innovation in FM programme and a one-day conference on contracting strategies for FMs. We’re also running extra sessions of the popular Exploring Innovation programme next year. Finally, we are offering a new presentation skills course, which runs in December.

Our programmes continue to be recognised by a number of funding schemes, including Asset Skills, Scotland Women and Work Project, ReACT funding from the Welsh Assembly, Job Centre Plus and the Enhanced Learning Credits Scheme (ELCAS) for Service Leavers.

The fact that FM professionals in the UK market have remained committed to learning and development demonstrates the importance placed on continued professional development for both the individual and the organisation in this sector.

We’re also seeing FM develop in a number of other markets and this year we’ve delivered programmes in the Middle East, Africa and Eastern Europe, and are looking forward to expanding the training and qualifications options for these markets. Finally, we’re proud to report that customer feedback has been great, scoring us on average 89 per cent for both content and delivery.i To find out more follow us via facebook.com/bifmtraining

and twitter.com/bifmtraining. Visit our website at www.bifm-training.com, email [email protected] or call 020 7404 4440

BIFM TRAINING

2011: ROYAL WEDDINGS, RIOTS, RECESSION – BUT PROFESSIONAL DEVELOPMENT REMAINS PARAMOUNT FOR FACILITIES MANAGERS

D

38-39_BIFMNews.indd 3938-39_BIFMNews.indd 39 17/11/11 15:51:2417/11/11 15:51:24

FM MONITOR� MARKET INTELLIGENCE

INSIGHT

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

Bank of England base rate: 0.5% as of 7 September 2011. The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.Source: Bank of England (bankofengland.co.uk)

Consumer Price Index Annual inflation was 5% in October, down from 5.2% in September. This welcome relief from the overall 2011 trend is a result of falls in the cost of food (with widespread discounting by supermarkets), air fares and petrol. Upward pressures from the electricity and gas continue to affect the overall figure. Source: HM Treasury (hmrc.gov.uk

National Minimum Wage

The following rates came into effect on 1 October 2011:

ECONOMY OUTSOURCING OF INDUSTRIAL FM DATA CENTRE CONSTRUCTION

THE MARKET FOR WOOD & LAMINATE FLOORCOVERINGS

The FM market for manufacturing and warehousing slowed in 2009 after four years of significant growth, and it is likely to have declined further between 2010 and 2011.

The market value for outsourced ‘bundled’ services and TFM within the manufacturing and warehousing market was around £1.03bn in 2010. Modest growth is forecast in 2013 and 2014 with more positive conditions expected for 2015, albeit constrained by continuing sluggish growth in the economy at large.

While manufacturing represents the largest end-user sector, there has been more recent expansion in the use of FM services within warehousing, although it is estimated that the UK warehousing FM market still only accounted for about 2% of the combining manufacturing and warehousing FM market in 2010, as measured by contract value. Food and drink manufacturing represents the largest end use sub-sector, with an estimated 23% of the market, by value. This is followed by automotive, aerospace and other transport equipment with 15% of market share.Source: AMA Research (amaresearch.co..uk)

Growing levels of outsourcing, an increase in data volumes and internet activity, and a continuing demand for modern and efficient data centre space have all contributed to the current state of data centre construction in the UK.

The value of the market fell substantially in 2008 and 2009 as the general economic downturn affected a number of key sectors for data centres, such as financial services and retail. Financing of such large projects became increasingly difficult as the recession took hold.

Market values continued to be sustained by ongoing replacement and maintenance work and demand continued to grow as a result of the ever increasing use of online services. As a result, 2010 saw an increase in output as projects that had been on hold previously were released amid signs of economic recovery. The market for data centre construction is currently valued at an estimated £1.26bn for 2011, well below the values seen at its peak in 2007.

Energy efficiency is a key driver of market growth. Data centres are power hungry and in many traditionally built data centres, a lot of energy is wasted. Improving energy efficiency in data centres creates substantial savings in operational costs, of which power represents a significant element.Source: AMA Research (amaresearch.co..uk)

The wood floorcoverings sector has been negatively affected by the recession with a decline in non-essential consumer spending and a significant downturn in the housing market key factors in an estimated 19% decline in market value 2008-10. In 2010, the wood flooring sector (solid wood, engineered wood and laminates) was estimated to account for around a 16% value share of the total

UK floorcoverings sector, which is estimated to be worth some £1.8bn. The sector has been particularly affected by the downturn in the housing market, with installations into new-builds impacted by declining completion numbers and with woods also facing increasing competition from alternative floorcoverings such as natural stone floor tiles.Source: AMA Research (amaresearch.co..uk)

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


1200

1100

1000

900

800

7002007 2008 2009 2010 2011

Fcst2012Fcst

2013Fcst

UK FM outsourcing market within Manufacturing and Warehousing Sectors at Current Prices 2007-2013

2

1.5

1

0.5

0 2007 2008 2009 2010 2011Fcst

2012Fcst

2013Fcst

UK FM outsourcing market within Manufacturing and Warehousing Sectors at Current Prices 2007-2013

40_Insight.indd 5240_Insight.indd 52 17/11/11 11:58:0817/11/11 11:58:08


NATIONAL BIFM EVENTS

24 January 2012 It’s all about presentation – making your point countAs a former Head of Ascot Racecourse with 14 years’ experience in operational and strategic FM, Beth Goodyear from the FM Guru Consultancy will impart her expertise on delivering presentations.Venue: Radisson Blu Hotel, London Stansted Airport, EssexContact: [email protected] or call 01992 374 065

18 June ThinkFM 2012Next year’s ThinkFM will be a day of learning, debate, interaction and, of course, networking. Delegates will take away new ideas to implement in their organisations to make a diff erence. ThinkFM 2012 will include new features, such as site visits so that delegates can see fi rst-hand how great FM is making a diff erence. Venue: Royal College of Physicians, London Contact: [email protected] or call 08701 632 804

8 October BIFM Awards 2012The BIFM Awards is the biggest and most infl uential networking event within the UK’s FM calendar and gives national recognition to the leaders in our profession. The BIFM Awards are designed to celebrate the increasingly strategic profi le of FM by highlighting the key role it plays in the success of public and private sector organisations. The night of the awards ceremony brings together the leaders of our sector with the winners, fi nalists and high profi le guest presenters to celebrate excellence in the FM sector.Venue: Grosvenor House Hotel, London Contact: [email protected] or call 0845 058 1356

MIDLANDS REGION

24 January 2012 Agile working pilot at OxfamPresentations on Oxfam’s agile working pilot and tour of Oxfam House.Venue: Oxfam House, John Smith Drive, Cowley, OxfordContact: [email protected] or call 01234 222421

SOUTH WEST REGION

25 November South-West Region November training dayA free-to-members training day organised by the South West Region committee. The sponsors for the day are SMS Environmental which will be delivering a session on the risks of Legionella in rainwater harvesting systems; Lucy Black, chair of the Sustainability Sig will be speaking on the latest developments in this area. Other speakers will be covering environmental law, energy reduction, sustainability for FMs and carbon management.Venue: Hilton Bristol Hotel, Aztec West, BristolContact: Joanne Bartlam at [email protected] or call 07808 908052

INDUSTRY EVENTS 1 December WORKTECH11 UtrechtFifteen years after Rabobank opened the innovative Interpolis building in Tilburg, it has adapted its working methods based on the idea of the building as a modern city, with over 5,000 people occupying an activity based working environment. The Rabobank Utrecht offi ce is a wonderful example of the role that design can play in implementing cultural change. You will hear the story of Rabobank’s journey fi rst hand from the project team, learn about the culture of Rabo Unplugged and how it will be shaping the Rabo work style over the coming years.Venue: Rabobank Auditorium, Utrecht Contact: www.utrecht.unwired.eu.com

21 February 2012 Workplace Futures: New needs, new Solutions?The sixth annual conference looks at the changes in the industry. FM is a business discipline and a vast service industry. It is a simple service delivery requirement and a mission-critical support operation. Given that vast range, what does the future hold – more of the same? Or something quite diff erent? Is FM ready to face up to the big challenges and defi ne its own future?Venue: One America Square, London Contact: www.workplace-futures.co.uk, or call David on 020 8922 7491

26 February - 1 March 2012 HotelympiaHotelympia is the UK’s largest exhibition for foodservice and

hospitality. Running every two years, it’s the ultimate platform for exhibitors and visitors to meet in a business-focused environment, covering food and drink, catering equipment, interiors, bathroom and spa, tabletop, careers and technology.Venue: ExCeL LondonContact: www.hotelympia.com

9-10 May 2012 Green Build ExpoGreen Build Expo is an event primarily focused on professionals working in the volume housing and non-domestic building sectors. It is also known as the biggest sustainable building and refurbishment event in the northern parts of UK. Green Build Expo has also expanded its focus to wider construction sectors, which include hotel and leisure, retail and offi ces as energy saving and refurbishment have impacts on these areas too.Venue: Manchester Central Convention ComplexContact: www.greenbuildexpo.co.uk

15 -17 May 2012 Facilities ShowOrganised in association with the British Institute of Facilities Management, the Facilities Show has established itself as the leading meeting place for the industry.Venue: NEC BirminghamContact: Registration for the Facilities Show opens soon. Visit www.facilitiesshow.com

15-17 May 2012 Safety & Health ExpoEurope’s largest annual health and safety event returns to Birmingham. The event, which will be hosted in partnership with the Royal Society for the Prevention of Accidents (RoSPA), the British Safety Industry Federation (BSIF) and the Institution of Occupational Safety and Health (IOSH), was a huge success in 2011 attracting more than 20,000 industry professionals to the show.Venue: NEC BirminghamContact: www.safety-health-expo.co.uk

23-25 May 2012 BCO ConferenceThe usual ingredients will be on off er, including an outstanding series of plenary sessions, access to interesting projects and engaging seminars. Outside the conference itself will be the time-honoured tradition of BCO networking around the BCO Golf Cup, cycling, breakout sessions, welcome drinks reception

and, of course, the grand gala dinner.Venue: Manchester Central, Petersfi eld, ManchesterContact: www.bco.org.uk

25-26 June 2012 31st Facilities Management ForumIn this ever changing environment, all companies need to source sustainable FM services, products and solution providers that off er the best value for money. At the Forum, you can fi nd them quickly and effi ciently. This event is specifi cally organised for FM directors and managers who are directly involved in the procurement of FM products and services.Venue: Heythrop Park, OxfordshireContact: Mick Bush at [email protected] or call 01992 374 100

28 June World FM Day 2012The annual event aims to raise the FM profession profi le around the globe, promoting facilities management’s ideals, not only within the profession and industry, but also among governments and the general business community.Venue: Across the globeContact: Visit www.globalfm.org for more details

12-13 September 2012 Offi ce InteriorsA new trade exhibition for the UK’s offi ce interiors industry.Venue: Olympia Exhibition CentreContact: Offi ce Interiors’ website will be live from mid-November, with stand bookings to commence in the next few weeks. For information and to enquire about exhibiting, please contact Ali Mead at [email protected].

31 October - 2 November IFMA’s World Workplace 2012This is the largest, most longstanding and well-respected annual conference and exposition for facility management and related professions. Each year off ers a new experience, addressing challenges and strategies that are universal to every facility type, shape and size. A fully customizable experience, attendees can choose sessions under specifi c topic tracks and learning levels; spend time on the expo fl oor talking to vendors and attending exhibitor-presented sessions.Venue: San Antonio. Texas, USAContact: www.worldworkplace.org/2012

FM DIARY

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


37_Diary.indd 4137_Diary.indd 41 17/11/11 16:11:4817/11/11 16:11:48

BEHIND

THE JOB

NAME: Amy ColesJOB TITLE: Assistant park manager ORGANISATION: Goodman Business Services JOB DESCRIPTION: Primary customer interface at Oxford business park, an 88 acre workplace location owned, developed and managed by Goodman. Responsible for maintaining the upkeep of the buildings ranging from 5,000 to 60,000 square feet. Provide integrated FM services, and also dedicated customer service to all the companies based on site.

How did you get into facilities management and what attracted you to the industry?I joined Goodman as operations assistant at our head office in Reading on a temporary contract. I was given the opportunity of supporting the management team at Oxford Business Park and was quickly promoted to assistant park manager.

What attracted you to the job?The variety. With 45 companies and more than 4,000 people working on the park, every day presents a new challenge.

What’s been your career high-point to date?Attending the BIFM Understanding FM three-day course in London. It was a fantastic course and I am now completing my certificate in facilities management.

What has been your biggest career challenge to date?Continuously maintaining our high standards of service, meeting customer demands and making sure everything stays on track at all times is both challenging and rewarding in equal measure.

If you could change one thing about the industry, what would it be?I believe getting the FM right in a building is so important, but perhaps sometimes it is undervalued, so greater understanding and appreciation from the wider business community.

If I wasn’t in facilities management, I’d probably be… a midwife.

Which “FM myth” would you most like to put an end to? That all we deal with is blocked toilets and broken lights!

How do you think facilities management has changed in the past five years?In the current economic climate, it has become increasingly important to demonstrate value for money and great customer service. Good facilities management is about more than looking after the buildings, it’s about serving the companies and people in the buildings. We have a key role to play in the country’s economic recovery.

And how will it change in the next five years?I believe there is a growing interest in sustainability – being able to demonstrate sustainable practices will become increasingly important. What single piece of advice would you give to a young facilities manager starting out? Be enthusiastic, show willingness and be assertive.

My top perk at work is… I’m lucky to be part of a great team. We’ve had some excellent team events, including a recent two-day trip to the New Forest.

FM PEOPLE� MOVERS & SHAKERS


Ingenuity welcome here

42_PeopleAndJobs.indd 6142_PeopleAndJobs.indd 61 17/11/11 15:51:5817/11/11 15:51:58


FM NEWS� Call John Nahar on 020 7880 6230or email [email protected] full media information take a look at www.fm-world.co.uk/mediapack

FM innovations▼Powerstar’s new voltage solution Powerstar MAX, the innovative new voltage optimisation solution from leading manufacturer of energy saving solutions EMS, has won the Innovation of the Year award at the Yorkshire Post Excellence in Business Awards.

Powerstar MAX, which is designed for sites with high levels of voltage fl uctuation and volatility, won the prestigious award ahead of entries from fellow fi nalists Q8 Oils and Premier Farnell.

In addition to the energy savings, carbon reduction, phase balancing, harmonic fi ltration and transient protection off ered by EMS’s standard Powerstar system, the Powerstar MAX off ers electronic-dynamic optimisation to ensure the optimum voltage is always supplied to a site.T: 01709 836200 E: [email protected] W: www.powerstar.co.uk

▼Girbau UK launches Smarter Washers Girbau UK has added enhanced LOGI PRO control to its popular 6 Series range of washers to off er even greater operational fl exibility and lower consumption of energy and water for a wide range of commercial on-premise laundry applications including hotels, care homes, hospitals and schools.

LOGI PRO programming is now available as an option on Girbau UK’s top-selling 9kg capacity HS-6008 high-speed washer and all four models in the 6 Series Medium Spin range from the MS-610 to MS-623. For optimal control of water levels, mechanical action and chemical dosage, LOGI PRO allows the creation of up to 25 programs. Each parameter can be separately programmed across eleven phases exactly as required. T: 01462 427780 E: [email protected] W: www.girbau.co.uk

▲ Gemini’s new CO2 data loggerGemini’s new Tinytag carbon dioxide data logger provides the aff ordable solution for monitoring indoor CO2 levels. It will help verify that ventilation systems are performing correctly, preventing an excessive build-up of carbon dioxide, which can lead to reduced concentration and health problems.

The standard 0-2000ppm unit costs £325 (ex-VAT), and is suitable for most applications. For more specialised situations a 0-5000ppm version is also available. The mains-powered unit is self-calibrating to ensure accuracy, with a fl ashing red LED to indicate if the power supply has been interrupted. The LED will show if a user-defi ned upper ppm level is reached. Data is downloaded to a PC via a USB connection and viewed with Tinytag Explorer software. T: 01243 813 000 E:[email protected] W:www.geminidataloggers.com

▲ Envirotec increases DfT efficiency Envirotec has supplied new bespoke air handling units (AHUs) and refurbished older units at Great Minster House, the Department for Transport building in Horseferry Road, London. The company worked closely with contractors Dornan Engineering Services and consulting engineers TAP Consultants to design bespoke units, which were manufactured at its UK factory and delivered in fl at-pack format to overcome access problems.

The new units comprised supply and extract units with upgraded volume fl ows and coil duties, using mixing boxes between them to increase energy effi ciency. Having been delivered to site in kit form, they were then assembled in-situ. Use of UK-manufactured AHUs also helped to reduce the project’s overall carbon footprint by reducing carbon emissions associated with transportation.

▲ Security solutions for your locationA smile costs nothing, but says everything about you and the company you represent.

If you would like to enhance your service requirements, then having the right person in the right location is of paramount importance.

In order to maintain a high standard of practice, our personnel are regularly checked and briefed to ensure their roles are correctly applied to the highest level. Quality of service is enhanced with modern technology and communications. Our experienced management team provides the highest level of security at competitive rates. Our teams of fully qualifi ed, licensed offi cers adhere to our unique Rota system – and are in communication with head offi ce.

For all your requirements in concierge, porterage, front of house security offi cers and general guard dogs. W: www.lapasecurity.co.uk T:01322 615 271

▲ Ductbusters to the rescue The need for ductwork cleaning to maintain ventilation systems to TR19, TM26, and HTm03-1 standards is becoming more pressing.

Ductbusters has many years of experience of providing this service in all types of commercial and industrial premises. Advice on appropriate ductwork cleaning techniques is always available from our experienced team of surveyors, who conduct free site surveys.

In addition, Ductbusters can also conduct air handling unit maintenance, kitchen extract cleaning. Ventilation risk assessments and ductwork design and installation.

All areas of the UK are covered by a team of directly employed operatives who work at times to cause the minimum of disruption to clients.T: 0121 559 1555 E: [email protected]

FM_Products.indd 43FM_Products.indd 43 17/11/11 17:40:0917/11/11 17:40:09


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

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

Appointments

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

Operations ManagersEast of England

MI5 safeguards the United Kingdom against threats to nationalsecurity. We require Operations Managers to effectively andefficiently ensure the delivery of hard and soft facilities management(FM) and technical services to one of our regional buildings.

You will need an HNC in Electrical, Mechanical or BuildingServices, or an ONC and extensive appropriate experience.An FM qualification and knowledge of CAFM or BMS systemsare desirable. You will also need to hold or be willing to gain anHV authorisation certificate. This is a shift working role and youwill need your own transport.

For more information or to apply, visit www.mi5.gov.uk/careers

Discretion is vital. You should not discuss your application,other than with your partner or a close family member.

HNC

FM

CAFM

BMS

MI5

Coff ee and CV fm-world.co.uk/jobs has over 100 job vacancies

News updated at least fi ve • times a dayArchive of every FM World • article since 2004 Job email alerts• Career advice•

FM New appoints 241111.indd 44FM New appoints 241111.indd 44 17/11/11 14:30:1617/11/11 14:30:16

FM WORLD |�24 NOVEMBER 2011 |�45jobs.fm-world.co.uk

Randstad Construction, Property & Engineering provide specialist recruitment solutions for the FM and Maintenance sector. Our specialist consultants offer tailored recruitment solutions for a broad spectrum of private and public sector clients operating in the commercial, domestic, leisure, retail, industrial and defence markets.

We offer both temporary and permanent solutions within FM, health and safety, management and consultancy, throughout our UK and International branch network. For all your FM & Maintenance requirements please visit www.randstadcpe.com/fm or call 0800 169 0863.

Experts in FM & Maintenance

www.randstadcpe.com/fm

FM Roles UK Wide

London OfficeTo apply for any of these roles please email your CV in confidence to [email protected] or call +44 (0) 207 478 2500 to speak to either Claudio Rojas or Ryan Coombs.

NEW WEBSITE: www.cobaltrecruitment.com

Offices in: Abu Dhabi, Auckland, Berlin, Düsseldorf, Frankfurt, London, Manchester, Melbourne.

Associate/Senior FM Engineers South £50,000 - £65,000

We are recruiting for Senior FM Engineers with a background in consultancy to work across a range of projects providing specialist technical advice on the design, operation and maintenance of M&E services for commercial buildings. Successful applicants will possess strong project management, planning, costing and programming skills and will ideally be chartered, with postgraduate experience in the design of building engineering services. This position will involve travel (potentially national and international) and will also have the capacity to work from home as required. Ref: 27010

Regional Operations Manager Midlands/North East £50,000

Our client is seeking a Regional Operations Manager to work within its industrial division. This new role will focus on driving the operational delivery of hard and soft services across new and existing clients across the Midlands & North East. You will be responsible for a £15m P&L, 8 direct reports, H&S, projects and business development. You must be forward thinking and commercially astute. Our client is offering an excellent remuneration and structured career progression. Ref: 27284

Regional Facilities Manager London £40,000

Our client is looking to recruit a proven Regional FM to join a corporate account. The RFM will be responsible for the continuous delivery of the hard and soft services to a portfolio of sites. The account lies in the financial sector so is demanding and ideally you will have a proven track record in a similar environment. You must have excellent communication skills as you will liaise with the client on the regular basis, be commercially astute and innovative in the way TFM services are delivered. This is a challenging yet rewarding opportunity for the selected candidate. Ref: 27321

Facilities Manager London £37,000- £40,000

Our client is currently seeking a Site Facilities Manager to manage a large commercial office building in the West End. This position requires a client facing facilities manager with a background working in an M&E role to manage the day to day running of this site. Experience working for a managing agent on commercial property, exposure to service charge budgeting and a hard services background are all essential criteria. Ref: 27204

London 020 7630 5144Leeds 0113 242 8055providing quality people

Assistant Facilities Manager, London, £30k + bonus and corporate benefi tsA well known blue chip organisation is recruiting an in-house Assistant Facilities Manager for their HO in Central London. The main areas to this role are Statutory Compliance, Cost, Innovation and Customer Service. The successful candidate will need to have experience in all the above fi elds and possess a health & safety qualifi cation such as NEBOSH / IOSH. Membership of BIFM is also essential. Previous management or supervision experience is preferred as there will be 2 direct reports for this role. CVs to [email protected]

Facilities Manager (Soft Services Specialist), c£30,000 + car, Northern based with travelOur client, a national provider of FM support services, requires a Soft Services Manager to run a number of sites throughout the North. With contract management expertise and knowledge of cleaning, laundry and catering in particular, this is great opportunity to join a growing business with ambitious targets and a desire to raise the profi le of their FM division. CVs to [email protected]

Mobile Engineer (Electrical Bias) London, £27-31k plus travel cardA Facilities Services Contractor is recruiting a walking Mobile M&E Engineer (Electrical Bias) to assist and cover other engineers in central London. You will be carrying out PPM, reactive works and fault fi ndings across a portfolio of commercial offi ces. The ideal candidate will have at least 10 years experience, qualifi ed to 17th Edition and off er excellent customer facing skills. Our client provides all equipment and clothing. Overtime / call out are also available. A travel card covering zones 1&2 will also be provided. CVs to [email protected]

M&E Manager (residential), London, to £40k plus packageA property management fi rm are recruiting a Technical Services Manager to manage building and concierge services at a cluster of Thames-side, 5 star residential blocks. Candidates must have an M&E qualifi cation, sound residential building service engineering experience including a hands-on knowledge of CHP Plant, Trend BMS and under-fl oor heating systems. Applicants should ideally also have a Health & Safety qualifi cation. CVs to [email protected]

Catch22 QP.indd 1 16/11/11 15:07:37

FM New appoints 241111.indd 45FM New appoints 241111.indd 45 17/11/11 14:30:2717/11/11 14:30:27

NO EXHIBITORS PLEASE, WE'RE BRITISHIFMA’s World Workplace conference, which was held in Phoenix, Arizona a few weeks ago, lived up to expectations as the world’s foremost congress for facilities management. Its international reach is growing year-on-year in terms of delegates, who flock from all over the world, although its content is still primarily US-centric.

The way that American and British delegates approach these types of events, sit in stark contrast to one another. Americans are generally open to meeting new people, easily engaging in conversation with strangers. When it comes to exhibition stands, they are curious to know what a service or product can do for them. Indeed, IFMA promotes the exhibition as a ‘Learning Centre’.

By comparison, as a rule, we British prefer to keep

ourselves to ourselves and, noticeably to exhibitors, will avoid eye contact at all costs. We will generally speak when spoken to, but will not initiate the conversation. Even if we are interested in what a company is promoting on a stand, we would prefer to somehow get to the literature without asking and certainly without getting our ID badge swiped for fear of receiving a sales call.

Another thing that struck me were the claims of the savings that could be made through the application of countless systems, products and service: 5 per cent here, 10 per cent there – which, if aggregated, would tip the costs of operating facilities into a positive money-making machine. This surely brings a whole new meaning to the term ‘value for money’.

FELICITY MESSING

THE CHALLENGES FOR FM IN 2012 /// WORKPLACE DESIGN IN 2020 – WHAT CAN WE REALLY EXPECT? /// OCCUPATIONAL DENSITIES /// UNDERSTANDING THE SFG20 SPECIFICATION /// STANDING UP TO WORK IN THE OFFICE /// LED LIGHTING IN THE WORKPLACE

IN THE NEXT ISSUE OUT 08 DECEMBER

SIT DOWN AND PAY ATTENTIONWes McGregor of Advanced Workplace Associates made an interesting point at the recent Workplace Week event in London. "At school, we all shared desks," he said. "Yet when we get a job, we get given our own."

I understand his broader point, of course. Essentially, we were all 'fl exible working' at school, but somehow we get given a fi xed space when we enter the workplace.

But is he right? Well, sort of. In my case, my classmates and I operated a sophisticated desk-owning hierarchy. This was an elaborate system involving the carving of initials, judicious placement of old chewing gum, and threats. Thus, temporary tenants knew that while their class might be learning about physics or geograpjhy at 'our' desks, we would dispense a series of punishments – wedgies, mainly – should anyone have the gall to claim them as their own.

I'm not suggesting this practice be imported into the workplace in order to gain support for hot desking initiatives. Although, come to think of it, it might just work…

FINAL WORD� FELICITY MESSING


"Moore's Law will continue past 2020. PCs will be a thousand times more powerful than they are today"Misha Gopaul, chief executive of Fabric Technologies, provides food for thought at the recent Workplace Week event in London.

46_Felicity.indd 5046_Felicity.indd 50 17/11/11 15:32:5517/11/11 15:32:55

HOT DATES

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

DECEMBER COURSES 13 Climate Change - The Impact on FM13-14 Display Screen Regulations & Risk Assessment13-15 Understanding FM Foundation (optional) ILM Level 3 Award or Certificate in FM14 Presentation Skills - NEW15 Service Level Agreements

JANUARY COURSES 24-26 Understanding FM Foundation - (optional) ILM Level 3 Award or Certificate in FM25-26 Creating and Sustaining Modern Workplaces - NEW

FEBRUARY COURSES 6-10 NEBOSH General Certificate in Occupational Health & Safety [WEEK 1]

planning your future with usBrand New Course: Presentation Skills 14th December 2011 At some stage all FMs will be asked to present information, either informally in a team meeting or project briefing or in a more formal training session, client presentation or sales pitch - this course covers all the key skills you’ll need to deliver the message professionally and with confidence.

If you’ve got what it takes,we’re here to help you progress

Are you still at the right BIFM membership grade to reflect your increasing achievements in the FM industry – or is it time to progress?To upgrade to the next level or to find out more, please visit: www.bifm.org.uk/climb or contact the Membership Team on: 0845 058 1358 or email [email protected]


With our Workplace Environmental Assessments you can be comfortable that you’re always receiving objectiveunbiased advice from an independent organisation. The onlyone in the UK with UKAS accreditation to carry out sampling,transport and analysis of air and water samples offering you complete protection.

Combine this with our expert knowledge and Assurity, ourfree easy-to-use online management system, and you’ll havetotal transparency. Not only to deliver genuine improvementsto the quality of your workplace environment but also toidentify potential cost savings.

It all adds up to a better nights sleep.

Independent health, safety andenvironmental consultancy

t 0844 800 7705e [email protected]

w elementus.com

OF

IND

EPENDENT AD

VIC

E

Y E A R S

We help you sleepbetter at night

✓ Air quality✓ Water quality✓ Occupancy comfort✓ Hygiene and cleanliness✓ Maintenance standards

Independence

FMW.24.11.11.048.indd 1FMW.24.11.11.048.indd 1 15/11/11 10:33:0515/11/11 10:33:05

FM World 2011-11-24

Documents

Transcript of FM World 2011-11-24