FM World 2012-1-12

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 12 JANUARY 2012

FMwww.fm-world.co.uk WMMW ldW

CROSS PURPOSES Will FM and procurement ever see eye-to-eye?

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VOL 9 ISSUE 1 �12 JANUARY 2012

FM WORLD |�12 JANUARY 2012 |�03

CONTENTS

FEATURES

14 Concierge services: David Arminas enters the

world of the concierge, reception staff who can provide anything from directions to private jets

18 Procurement: Will FM ever see eye-to-eye

with procurement? Nick Martindale finds that conflicting business objectives often create a rift

22 Compliance: Paul Philips looks forward to the

Olympic year and the compliance hurdles will be standing ready to challenge FMs in 2012

24 Strategic alliances: Can client-supplier

relationships add strategic value? Martin Bell looks at the contrasting cases of Invesco and PwC

28 Industry awards: After an outstanding 2011, the

BIFM Awards are back with one new category, and every incentive to put your team in the spotlight

OPINION

12 Diary of a facilities manager: John Bowen’s first piece as regular columnist for FM World

13 Five minutes with Stuart Kidd, managing director at Loss Prevention Consultancy

46 No Two Days

MONITOR

30 How To: Plan an effective and efficient upgrade of your data centre

31 New Legislation: The Legal Aid, Sentencing and Punishment of Offenders Bill

32 Insight34 Standards: The first in

a new series of articles on standards in FM

35 Technical: What to expect from a building’s log book

REGULARS

36 BIFM news40 People & Jobs

14 | Concierge services 18 | FM and procurement7 | Energy prices

NEWS

6 The government is set to appeal judge’s Feed-in tariff ruling

7 Energy prices set to soar 81 per cent this decade according to research

8 Project of the fortnight: Welcome to the country’s first ‘eco-mosque’

9 FM 100 poll: we test your expectations for energy costs in the future

10 Business news: Graeme Davies suggests the Gulf region could be a source of FM growth

11 Integrated Solutions sets out stall as profits rise to £160m in 2012

COVER ILLUSTRATION:OIVIND HOVLAND

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Independence

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www.fm-world.co.uk FM WORLD |�12 JANUARY 2012 |�05

LEADER

his being the first FM World after the Christmas break, the first thing I should do is wish you all a prosperous 2012. However, since this is the fourth consecutive year of extreme economic uncertainty, the phrase “happy new year” seems scarcely

adequate. Listening to various economists and commentators, perhaps my message should be ‘good luck everyone – you’re going to need it’.

I’ve been struck by how downbeat our politicians have been in their new year messages. While I suspect there’s some management of expectations going on (anything less than economic Armageddon can be subsequently branded a success), we’re obviously facing unprecedented levels of pessimism about the state of the economy

From an FM perspective, it would be easy to hunker down and simply accept that the pressure on margins, contracts routinely ‘renegotiated’ and service levels pared to the bone is simply something we have to live with. And sure, this could be the year of cutting service levels dangerously. But since it is also the year of the London Olympics, might I suggest that 2012 could, in fact, be the year that FM puts in its own Olympian effort to step resolutely out of the shadows? Something we can achieve by shouting about what we do. A lot.

Pressure to cut service levels should also mean comparable pressure to analyse the impact of the suggested alternative, with confident FMs successfully arguing that short-term cuts only lead to greater long-term expense. It’s a question of survival, so what have you got to lose? 2012 should be the year that beleaguered FMs stand their ground.

I realise that this kind of exhortation is all very well and that it’s quite another thing to muster the necessary get-up-and-go to get-up-and-on-with-it. But I’m constantly reminded of the fantastic calibre of our most capable FMs and their ability to convince the sceptics

Just before Christmas I went on site with a contractor and their client to discuss how a new service had been introduced. The service in question had been developed from

scratch by an FM who questioned assumptions about existing provision and developed an entirely new way of doing things. Not only has the new service cut the cost of waste management across the site, it’s now being repurposed for use on similar contracts. The project involved a lot of hard work to analyse how the service had been delivered previously, but the point is that this particular FM went out of his way to break everything down and restructure the service from scratch. What struck me was his sheer enthusiasm and drive; you could not fail to be impressed by his infectious enthusiasm.

So that’s what we need most in 2012. This surely has to be the year in which good old fashioned hard graft pays off; a year for putting the case for FM clearly, concisely and forcefully. Infectious optimism in the face of a poor economic argument to make blunt cuts can, and should, win the day. Let that be what 2012 is remembered for. Well, that and a record British medal haul.

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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) ⁄ 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

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MARTIN READ� EDITOR�COMMENT

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“INFECTIOUS OPTIMISM IN THE FACE OF A POOR ECONOMIC ARGUMENT TO MAKE BLUNT CUTS CAN, AND SHOULD, WIN THE DAY”

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Government to appeal FiT court rulingDAVID [email protected]

The government will appeal a High Court ruling that allows Friends of the Earth to legally challenge the recent reduction in the photovoltaic feed-in tariff.

The Department for Energy and Climate Change (DECC) announced at the end of October that it would cut the feed-in tariff (FiT) from 43p/kWh to 21p/kWh for electricity generated by photovoltaic (PV) panels and projects.

The reduced FiT came into force last month, but not before Friends of the Earth won the right to take the government to court over the cut, claiming it was illegal.

But the government will definitely lodge an appeal, a DECC spokesperson told FM World.

The judge ruled that the government has a case to answer after it proposed slashing solar support before the end of its own consultation period on the issue. More than 200 organisations signed a joint statement calling for the government to reconsider its plans.

The government immediately hit out after the ruling in favour of Friends of the Earth. “We disagree with the court’s decision,” said climate change minister Greg Barker.

“We will be seeking an appeal and hope to secure a hearing as soon as possible. Regardless of today’s outcome, the current high tariffs for solar PV are not sustainable and changes need to be made in order to protect the budget, which is funded by consumers through their energy bills.”

Several solar panel installers

with major contracts moved to reduce the size of their businesses in anticipation of reduced monies from solar panel projects.

In early November, social housing and construction business Mears Group said it was bailing out of photovoltaic installations because of the government’s decision. In its interim management statement for the period from 1 July to November, Mears said it accepts that its operating profit for the year will take a hit.

A major casualty of the government’s decision has been Carillion’s expanding Carillion Energy Services (CES) business. The Gateshead-based company, formed when Carillion Group bought Eaga for around £306 million in February, began a

SUSTAINABILITY

90-day consultation period with its 4,500 CES staff, which could result in about 1,500 redundancies.

However, Willmott Dixon said that it was business as usual for its photovoltaic installation work and it had just completed a

£100,000 project in Birmingham for Housing 21.

“This will cut energy costs at the 87-apartment facility by £1,000 per annum for residents and Housing 21 – important in a sector that’s a heavy user of energy,” says a statement from the company.

Office occupiers are increasingly calling the shots in the tenant-landlord relationship, initial results from research by Jones Lang LaSalle (JLL) has found.

According to the Offices 2020 report, 80 per cent of real-estate industry executives believe occupiers are becoming more powerful and demanding more from their landlords and investors.

Offices 2020 is an ongoing research project by JLL that covers the main issues and challenges faced by occupiers, investors and developers in the coming decade. These include sustainability, location, asset management, building obsolescence, technology,

working practices, fit-out and finance.

The average length of central London commercial office leases has fallen by half in the past decade, from just under 13 years in 2001 to almost eight years in 2011.

“Average lease lengths in core Western European markets are expected to fall to five years by 2020,” JLL said. “This will increase churn as leases expire more quickly and more often, although net absorption – the growth in occupied stock – may fall as space is occupied more efficiently.”

Occupiers have a tremendous negotiating position and can influence what gets built, said

Bill Page, a director with JLL.“An occupier’s brief can become

much more detailed, from location, capacity, density, sustainability, security and air conditioning, right down to the sprinklers,” said Page. Funding for office development is unlikely to return to pre-2007 volumes, “so inventive collaborations with corporate clients will be required to fill the gap”.

Responses came from 150 specialists in transport, communications, energy management, sustainability, technology, smart cities and government legislation, alongside contributions from JLL clients.

REAL ESTATE

Office occupiers are punching above weight

Climate change minister Greg Barker: government will challenge FiT ruling

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Nearly half of facilities managers in a survey said that they have seen the number of vacant properties in their portfolio increase over the past two years.

The survey, conducted last autumn by vacant property experts SitexOrbis in association with the British Institute of Facilities Management, saw 32 per cent of FMs predict that the number of vacant properties they manage will increase over the next two years.

Around 70 per cent of the 205 respondents consider vacant properties a ‘hassle’ – five or above on a 10-point scale – while 35 per cent consider them a ‘big hassle’, seven or higher out of 10.

When asked about their biggest vacant property concerns, security of the empty building came top, noted by 68 per cent of FMs

Survey reveals surfeit of empty sites

Half of the survey’s respondents said that their biggest worry was loss of income and 48 per cent claimed it was keeping the buildings in a ready-to-let condition.

Site visits/property inspections (35 per cent) and complying with insurance (33 per cent) were also key issues.

When securing vacant properties, 66 per cent of respondents used mains-fed alarms, 48 per cent used CCTV, while 31 per cent employed security guards.

Nearly a quarter of respondents said they used security screens or boarding to protect their vacant property.

Worryingly, 14 per cent of respondents did not know that when a property becomes vacant the insurance company must be informed. Also, a third of FMs were unaware of the health and safety obligations around vacant property.

The results of the survey will be fed into the forthcoming BIFM Good Practice Guide to Vacant Property Management, written and sponsored by SitexOrbis, a vacant property services provider.

Mitie chief honoured Ruby McGregor-Smith, chief executive of support services provider Mitie, has been awarded a CBE in the New Year Honours list. She was rewarded for Services to Business and Diversity in Business. McGregor-Smith joined Mitie in December 2002 as group finance director, was promoted to chief operating officer in 2005 and in March 2007 she became chief executive. Prior to joining Mitie, she held a range of senior roles within the support services sector, primarily at Serco Group. She is also a non-executive director at recruitment agency Michael Page International.

HVCA to become BESAMembers of the Heating and Ventilating Contractors Association (HVCA) have voted overwhelmingly to change the organisation’s name to Building and Engineering Services Association. The decision follows a major consultation exercise undertaken across the membership that achieved over 90 per cent support and will take effect from 1 March 2012, according to a statement from the HVCA. Many members are specialist providers of specific services, including ventilation hygiene, refrigeration, air conditioning and heat pumps and facilities management services, “all of which can be accommodated under the ‘building and engineering services’ description”.

Wales to upgrade schoolsWales is spending around £1.4 billion to upgrade school buildings and facilities over the next seven years. The money will be spent starting in academic year 2014/15. All 22 local authorities can now plan ahead and target areas where funding is needed, in particular, building new schools, improving school facilities and continuing investment in additional learning needs, Welsh-medium education and faith-based school provision.

Olympic site out to tenderTender documents have gone out for use of the Olympic Stadium post-games. All responses are welcome, not just those from football clubs. In October, the Olympic Park Legacy Company decided against an offer by West Ham United and Newham Council.

SURVEY

Energy costs have increased by 77 per cent since 2004 and will rise another 81 per cent within the decade, a report suggests.

Entitled The Energy Price Challenge, the 12-page report estimates that electricity costs will rise from 7.8 pence per kWh in 2010 to 14.7 pence by 2021 – an 88 per cent hike. The bill for an office building consuming around 2.5 million kWh annually will rise from £78,000 last year to around £147,000 by 2021.

Gas was at 3.4 pence per kWh in 2010 and could rise to around 5.4 pence by 2021. For the same office building, that rise would mean going from a £30,000 annual gas bill in 2010 to around £48,000 by 2021 – up nearly 60 per cent.

The report, commissioned by Power Efficiency and undertaken by independent market analysts Waters Wye Associates, identifies the key drivers behind the price increases.

A major element is the rising prices for fossil fuels from international markets, with prices pushed up by less-developed countries using an increasing amount of fossil fuel.

The report expected “substantial extra energy costs for UK plc from national policies”, such as the mandated closure of ageing nuclear and fossil-fuel power stations and their replacement with more expensive and intermittent

renewable energy generators.It will be the energy buyers

who pay for these renewable generators and new transmission lines to deliver the power.

Such increases mean energy consumption is a senior management concern. It is no longer an issue for corporate energy buyers alone, said Mark Callaway, energy markets director at Power Efficiency.

Energy prices to soar 81% this decade

ALA

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NEWS BRIEFS

Empty threats? FMs report concern

ISTO

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PROJECT OF THE FORTNIGHT


A planning application has been submitted to Cambridge City Council for what would be one of Britain’s most eco-friendly mosques, according to its architect.

“As Britain’s first ‘eco-mosque’, the structure is highly energy-efficient, with heat pumps, heat recovery systems, water recycling and green roofs, ensuring a minimal carbon footprint, emphasising humanity’s role as a responsible custodian of creation,” a statement by Mark Barfield Architects said.

“The building will act as an oasis surrounded by cypress trees. The prayer hall will have a capacity of up to 1,000 people.”

Visitors will first pass through a garden, a covered portico and an atrium until they reach the main prayer hall, which is orientated towards Mecca. Trees give way to a covered space around a fountain and then to the mosque itself, an inner space that soars to a height of three stories.

The site also accommodates a community kitchen and café, teaching rooms, two residential units and an underground car park for 80 vehicles.

The enclosing walls are faced in local gault brick. Sixteen interlaced glue-laminated timber columns, “evocative of English fan vaulting or Islamic arabesque”, support the geometrical roof of the inner sanctuary.

“Glass oculi above the columns bathe the interior in natural light. A golden dome rises above the mihrab and minbar. In hours of darkness, high-efficiency LCD lights provide a soft, but effective luminescence,” said the statement.

The proposed mosque will allow the downsizing of the existing overcrowded facility, housed in a former chapel. It has been designed for the Muslim Academic Trust, a charity founded in 1996.

The design team is led by Marks Barfield Architects and includes Professor Keith Critchlow (artist), Jacobs (structure), Skelley and Couch (services), Emma Clark (landscape) and Bidwells (project management and planning).

David Marks and Julia Barfield established Marks Barfield Architects in 1991. Among their projects are the London Eye, the Michael Tippett School in London and the Tree Top Walkway at the Royal Botanical Gardens, Kew. Current projects include a children’s hospice in Kuwait.

Closing the building energy ‘performance gap’More research is needed into building fabric technologies and how people use buildings to close the ‘performance gap’ between predicted and real building energy performance, according to a report by the Centre for Low Carbon Futures and the Energy Saving Trust.

The report suggests that low-carbon retrofit of commercial property has not been widely adopted so far. “This has partly been due to split-incentive issues, where up-front costs may fall disproportionately on short-term tenants, while most of the benefits accrue to longer-term tenants and building owners.” Only around a third of the commercial property market is owner-occupied. For these properties or for single-tenant/long-lease situations, some retrofit measures may have been adopted, provided they could be justified by simple economic payback, perhaps combined with corporate social responsibility drivers.

The monitoring of building use and energy consumption is gaining ground, but as it stands, “the long-term role of feedback is complex and uncertain”. The authors urge greater financial and technical support for post-occupancy evaluations.

Newcastle Council fined after hazardous leakA carbon monoxide leak at a community centre has cost Newcastle-under-Lyme Borough Council more than £45,000 in fines and court costs.

Fenton Magistrates’ Court heard that fire fighters called out to the Westlands Community Centre in 2009 found extremely high levels of carbon monoxide escaping from a flue in the loft and evacuated the building. Sections of the flue had come apart and the potentially lethal gas had built up and started to flow through an open trapdoor into a storeroom off the main hall. “HSE’s investigation into the incident revealed that the contract for maintenance and annual safety checks of all gas appliances in the 38 properties owned by the council, including nine households, had lapsed 12 months previously,” said the HSE.

The court also heard that the 30-year-old boiler had not been checked for nearly two years before the incident.

Church issues art commissioning guide The Church of England has produced its first guide for local churches wishing to buy artwork. Commissioning New Art for Churches, an initiative of the Church Buildings Council, aims “to encourage parishes to embark on the adventure of commissioning new art”, according to a Church of England statement. It includes details on what parishes should consider, how to write briefs, how to commission and choose artists, as well as the legal framework surrounding a purchase.

“Much of the information in the guide is aimed at parishes, but it will also provide an insight for artists and other interested parties. It is not only promoting the commissioning of artwork such as paintings, stained glass or sculpture, but also wants parishes to consider other options such as kneelers, processional crosses or vestments.”

Companies are misusing sustainability data UK companies making bold claims about social and environmental achievements are using incorrect and irrelevant data, according to analyses of corporate social responsibility (CSR) reports.

Researchers at the University of Leeds and the Euromed Management School in Marseille analysed more than 4,000 CSR reports, rankings and surveys published by companies worldwide over the past 10 years. It found unsubstantiated claims, gaps in data and inaccurate figures. It noted that one multinational company overstated its chemical emissions by a factor of 1,000 over several years. It is also not easy from reading many CSR reports to understand which part of a company produces what amounts of waste.

The authors urged that a standard international reporting structure should be adopted to ensure complete data is supplied so reports can be compared. This will promote more effective monitoring in the future.

NEWS BULLETIN

Application in for UK’s first eco-mosque




FM 100 POLL

Many FMs are bracing for energy bill increases amounting to 15 per cent or more, according to the first FM 100 Poll of 2012.

We asked FMs by how much they predict their organisation’s energy bill, or those of their clients, rising or falling during the coming year.

Just under half of respondents – 45 per cent – said that they expect rises to be up to 15 per cent, while another 10 per cent believe they could rocket upwards by more than that. Only 5 per cent of respondents said that they expected no increase in energy costs this year.

However, a third of FMs said that they were expecting to cut energy costs this year by up to 10 per cent and a minority – 8 per cent – said they could find more savings than that, despite predictions from energy companies and analysts for big increases.

One confident FM predicted that she would reduce energy spend by more than 10 per cent, not least because her organisation had renegotiated all of its energy contracts for a lower rate than current values. But there were other reasons for the savings, she said:

WE ASKED 100 FMS…By how much do you see your organisation’s energy bill, or those of your clients, rising or falling during the coming year?

“By installing a half-hourly electricity meter into one of our sites, we will make a saving of about 18 per cent. Other savings are less significant but they all add up.”

There’s a lot to be said for having a broken lift – it saves on the electricity bill, said an enthusiastic respondent: “A broken lift, plus upgraded chiller pumps, an improved building

management system, and 15 per cent savings here we come!”

On a less optimistic note, one respondent said many FMs moan about the cost of energy savings because it is too difficult to achieve. It’s “a hard, tedious, difficult-to-prove, number-crunching, time-consuming slog, which only that rare beast – a true eco-enthusiast – can really drive”, he said.

The public sector is outsourcing more to offset swingeing budget cuts, but it has grave concerns about suppliers maintaining service delivery and even fears outright failure. However, the private sector remains confident that it can meet expectations in any collaborative contracts, according to research by management consultancy Hay Group.

The Relationship Counselling report found almost half (44 per cent) of respondents believe that increased public-private collaboration will damage the quality of service delivery and 60 per cent believe the trend will harm public employee morale.

Again, almost half of public sector leaders said they fear a major skills loss by public sector employees when services are outsourced. This fear is so great that 37 per cent of senior public sector managers express opposition to collaboration with

the private sector, meaning they are against it, the report noted.

These effects on service delivery, including skills loss and lower morale, will be irreversible, according to 54 per cent of public sector respondents. The same proportion fear that control is being lost over public services as more are outsourced to the private sector.

Nearly half of public sector respondents don’t believe claims by suppliers that they can run public services more efficiently

or deliver better quality services than the public sector.

The report is based on 200 online survey responses from senior public sector managers and board members, including facilities managers from local government, healthcare, uniformed services and universities. It also used information from one-to-one interviews with 20 senior directors, including chief executives of major private sector suppliers to the public sector.

Doubt over public-private contracts

FM World is running a readership survey to find out what BIFM members and FM World subscribers think of their magazine. We want to make sure that FM World, in both print and online, provides the content you want.

Filling in the survey takes only 10 minutes and you get a chance to win £300 in a prize draw.

All answers in the online questionnaire will be treated as completely confidential and will be analysed only in aggregate form – we guarantee not pass your information on to anyone else.

The deadline for completing the survey is Monday, January 16. The survey can be found at: www.surveymonkey.com/s/WGWJ78FIS

TOC

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Last call for survey responses

Reduction of more

than 10% (8%)

No increase

(5%)

Increase more than 15% (10%)

An increase of up to 15%

(45%)

Reduction up to 10% (32%)

Brothers in arms? Public-private collaboration is called into question


Gulf region could hold key to FM growthGRAEME [email protected]

When the US and EU were showing signs of anaemic growth during the early months of 2011, much hope was pinned on the go-go economies of the emerging markets to continue to support the ambitions of global companies, which felt comforted in the belief that their diversification would save them.

But now, the economic problems in the EU have become so entrenched that a recession across Europe is effectively nailed on. The shockwaves from the eurozone’s flirtation with

disaster are being felt worldwide, particularly in the emerging markets where growth is slowing down rapidly.

As with the global recession that followed the credit crunch in 2008, slowing growth in the emerging markets proves once again that the once-touted ‘decoupling’ of emerging economies from the developed world has simply not happened. For now, it seems that both sides of the global economy remain inextricably linked.

So the companies that have made the move into emerging economies in a bid to boost their

growth prospects and diversify their risk (witness Serco’s acquisition of Indian business processing outsourcer, Intelenet, in mid-2011), may suddenly find themselves running into slower growth than they expected when they made those acquisitions, after recent GDP figures suggested a slowdown in India.

This may yet take a few months to work its way through in terms of company results. Recent results from London-listed Indian companies operating in this space, such as iEnergizer and Mortice, suggested they have enjoyed strong growth rates in recent months.

Nonetheless, the so-called BRIC countries (Brazil, Russia, India and China), which are at the vanguard of emerging market development, are having a bumpy ride. Indian growth fell below seven per cent for the first time in two years in the last quarter and its latest industrial production figures showed a 5.1 per cent fall.

ANALYSIS In Brazil, growth slowed to zero in the quarter to September and Russia is at risk of stagnating and struggling for growth unless the prices of its biggest assets, natural resources such as oil and gold, surge again.

Russia is threatened by political turmoil with open dissent against Vladimir Putin on the streets, while India is often hampered by its democratic political system. Indeed, the opposition of junior coalition partners in the government recently forced a u-turn in plans to open up its retail sector to foreign direct investment, something that could have proved a boom to FM companies, both domestic and international.

China is also becoming a particular concern to some. The property bubble that was allowed to build up within China is deflating fast. The government’s tightening up of credit may actually result in a particularly hard landing for the property sector, which could cause waves across other areas of the domestic economy.

But one area where there may be a glimmer of hope after several years of turmoil could be in the Gulf region. The credit crunch hit the area hard, in particular in the United Arab Emirates, with Dubai leading the way.

But there are signs that activity is picking up, with Qatar showing the clearest signs of recovery. Indeed, recent contract awards for the likes of Atkins and Carillion suggest a period of huge investment in infrastructure is underway in the tiny gulf state and with Dubai attempting to refinance some of its whopping debt pile, there could be a revival in development in the region which is typically followed by growth in FM business.

Graeme Davies writes for Investors Chronicle

Contract wins

Vinci Facilities in France has signed a deal to maintain the new Bordeaux stadium for 30 years, as part of a consortium.

Maintenance firm Greenscape has won a £190,000 contract to look after the grounds of 125 housing estates in the West Midlands and Shropshire. Greenscape will undertake work including mowing lawns, pruning and trimming shrubs and hedges, landscaping, tree surgery and cleaning and maintaining car parks.

British American Tobacco (BAT) has awarded Emcor Group a three-year

extension to its integrated facilities management and engineering services contract. The deal covers services at BAT’s 18,210 square metre (196,000 square foot) headquarters overlooking the River Thames in London, which accommodates 1,200 staff.

NG Bailey has won a £3.3 million contract to provide mechanical and electrical and associated engineering services to an energy-from-waste plant. The contract for Lincolnshire Waste Partnership also includes plumbing and fire engineering services to the waste bunker, boiler and turbine halls, offices and the visitor centre.

Property and support services company Europa has won a multi-million pound, five-year contract extension with international oil and gas logistics organisation Asco. The contract is for planned mechanical and electrical and building fabric maintenance, grounds maintenance, security, cleaning, helpdesk, relocation services and space planning, energy monitoring and project services.

Vinci Facilities has won two contracts with Transport for London (TfL) and London Underground, worth in total around £18 million. The five-year contract is for service desk, HVAC, M&E, building fabric maintenance and security services to parts of the corporate and operational estate of both TfL and London Underground.

Wilson Vale has won a £250,000 catering contract with Broadway House, a conference and meetings venue in Westminster, London.

NEWBUSINESS

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BUSINESSBRIEFSIntegrated

Solutions eyes up increaseIntegrated Solutions, an ISS UK business, is likely to reach a turnover of around £190 million for 2012, up from £160 million in 2011. Jane Sheard, managing director of Integrated Solutions, said that a longer-term turnover goal of around £350 million by 2014 has now been set.

Around £90 million of the division’s revenue comes from strategic hard services contracts, something that Sheard sees as a growth area.

“Good FM is more than just integrated facilities contracts and a focus on soft services,” Sheard told FM World.

“It’s about running the building, which must be fit for purpose to deliver the client’s business goals. We’re moving integrated FM from having that operational focus to a more strategic focus for the client.”

Sheard believes the shift towards more strategic FM requires a thorough understanding of building services to understand how a building operates physically. This requires knowledge of energy consumption, including gas and water as well as electricity, lighting, heating and waste management.

But it’s not all about chillers on rooftops and “sweating the asset”, she said. “It’s about how all

Carillion’s support services division, including its energy services business, remains buoyant for 2011, according to a pre-close trading update for the 12 months to 31 December 2011.

Carillion expects continued growth in revenue and profit in 2011 in its support services division – which accounts for around half of the group’s underlying operating profit – as a result of the acquisition and integration of Carillion Energy Services (CES).

“Progress with the original integration of this business is well ahead of our expectations,” the statement said.

“We now propose to downsize our solar photovoltaic operations, following the government’s proposed changes to feed-in-tariffs,

Carillion energy services buoyant

this affects employees and their productivity to perform for the company’s clients. You still have to get the soft services perfect, not least because it shows competency and an attitude towards perfection. This allows for discussions about supplying more strategic FM.”

One of the common factors for many clients is they rely heavily on data centre-type buildings that are critical to the client’s business. Maintaining and running these buildings is central to integrated FM, said Sheard.

Clients for Integrated Solutions include blue-chip companies, office blocks and retail businesses, such as O2 and Burberry.

and to extend the restructuring of CES to deliver a substantial further improvement in overall operational efficiency.”

The statement comes after Carillion announced redundancies in CES in late November. The Gateshead-based company, formed when Carillion Group bought Eaga for around £306 million in February, began a 90-day consultation period with its 4,500 CES staff, which could result in around 1,000 redundancies.

Total group revenue in 2011 is expected to be broadly similar to that in 2010, even with increased revenues in support services and in its international business. These increases “will be offset by lower revenue in UK construction, in line with our previously announced

objective of re-scaling our UK construction activities”, the statement noted.

But overall, Carillion expects “a significant increase” in its total operating margin.

The pipeline of contract opportunities “remains well over £30 billion” and the group “continues to be well positioned to make further progress in 2012 and over the medium term”.

Mouchel appoints ShearerInfrastructure and support services business Mouchel Group has appointed David Shearer as chairman, an executive noted for bringing financially troubled companies bank from the brink. Earlier this year, Mouchel chief executive Richard Cuthbert stepped down after nine years and after Mouchel issued a trading statement saying it had over-estimated profits on one contract by £4.3 million because of an “actuarial error”.

UGL boosts presenceAustralian engineering-to-property services business UGL has boosted its international presence with the acquisition of real estate services provider DTZ. The £77.5 million deal provides UGL with “a very strong market position in Asia and an enhanced strategic platform across the high growth Asian markets”, noted a statement.

Facilicom buys IndigoFacilicom Services Group UK has bought Indigo Services UK, the UK cleaning business of Dutch firm Vebego, for an undisclosed sum. Facilicom is wholly owned by the Dutch group Facilicom, which was set up 41 years ago and has a turnover of around £850 million from its operations focused in western Europe.

Mitie appoints StrattonMitie has appointed Andrew Stratton as commercial development manager in the company’s healthcare waste services division in a bid to increase market share in the sector. He was previously at Grundon Waste Management, latterly as commercial manager for their clinical division.

FM WORLD |�12 JANUARY 2012 |�11www.fm-world.co.uk

Jane Sheard,managing director of Integrated Solutions

Carillion: ready for growth

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www.fm-world.co.uk

FM OPINION� THE DIARY COLUMN�JOHN BOWEN

12�| 12 JANUARY 2012�| FM WORLD

This is a time of year when many of us will have set new year resolutions. As aspirational goals, they are fine, but how many will be achieved? Resolutions are like many business targets that we set, or have set for us. Sure, we use all the right language – we make them SMART goals and so on – but what is the difference between success and failure?

Talent has a place in the makeup, as does skill and

new year brings fresh goals and resolutions. John Bowen, our first

columnist of 2012, ponders on how to obtain fulfilment and success in both our work and personal lives

experience, some of which will have come from training. Effort will also play a big part because anything worth doing involves work to get there.

But there is another ingredient, one that doesn’t get too much coverage. I am indebted to one Bobby Unser for switching on this particular light bulb for me. Now, unless you are an American, the name Unser may not mean much, but the Unser family are

one of the great, possibly the greatest, motor racing dynasties in the world. Among their many achievements, three members of the family have racked up an amazing nine wins in the Indianapolis 500 between 1968 and 1994.

The Unsers know what makes a winner and Bobby said that it was desire that made the difference. That is more than just wanting to succeed – it is the driving force that will turn wanting into winning. Desire is the thing that will make the difference as to whether or not your resolutions, or your business objectives, come to fruition.

So if your targets are your own resolutions, make them something that you really do want and be prepared to fight for and make sacrifices in order to achieve them.

It is that desire that will produce the work that will drive you there and to overcome whatever obstacles present themselves.

If it is a business target you may not have the freedom of choice as to the goal that you are set, but you need to generate that same desire to achieve it and, if you are a leader, then you are going to need to impart that desire to others – to inspire and motivate them to want to succeed as much as you do.

So no matter what goals you have set for yourself, or have had set for you in 2012, make it your heart’s desire to hit those marks. I wish you every success in doing so and, of course, a very happy New Year. FM

John Bowen is an FM consultant“DESIRE IS THE THING THAT WILL MAKE THE

DIFFERENCE AS TO WHETHER OR NOT YOUR RESOLUTIONS COME TO FRUITION”

FRESH BEGINNINGS

A

BEST OF THE WEB

Facilities Management

Professionals InternationalDavid Martínez PhDWhere is the future of the FM department heading? Years ago, in any organisation, the person or team responsible for having employees in place was the personnel manager and personnel department. Their job was to hire and fire (as they used to say). Today they wear suits and ties and talk about

knowledge management, talent retention and play with the other C-suite members in the corporate gym. Plus they call themselves HR director and the department is among the most powerful within the organisation. HR has the largest slice of the company’s budget cake, while we (FM) have the second. We should be doing something to climb the ladder, it is our time. Graham Jervis: My take is that HR has outsourced

the transactional ‘business-as-usual’ work and sought to shift its focus towards development, with the board and organisation competencies. As such, it is in a position to drive forward initiatives for organisational change and human resource strategies. FM, I believe, has a similar opportunity to take the initiative in helping to build a future working infrastructure that supports these competencies and

resource strategies. It has a unique opportunity of marrying better workplace efficient use with flexible strategies that should be a part of organisational competency.

Oseland @Nigel Oseland

Following on from my trip to Colchester Zoo, I wondered if there are any lessons learned for #workplace? See blog: tinyurl.com/workplacezoo

Adrian McNeece @AdrianMcNeece

A must see new #workplace #interiordesign project for #google RT“@Brian_Szp: a step in the right direction! tinyurl.com/bt82gv7

Interesting article [Bars beat boardrooms

for generating business ideas, survey claims] with useful links to the research. New year’s resolution? Spend more time in bars – tinyurl.com/74jekl3

www.fm-world.co.uk

Views and comments from across the web

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FIVE MINUTESWITHNAME: Stewart KiddJOB TITLE: Managing director COMPANY: Loss Prevention Consultancy

You need to be aware of common fire hazards as they arise. It’s all about ‘management by walking around’. New fire hazards arrive on a daily basis and unless spotted straight away they’ll cause problems. Common sense is important, as is a fire awareness approach.

When I was a motorcyclist we had something called a ‘lifesaver’ – that’s when you take a last look over your shoulder before you move your road position. A last look around the building before you leave for the night can pay dividends. Is everything as it should be?

FMs should think about the impact of fire fighting activities on their buildings. I love the fire service dearly – I’ve taken their exams, I think they’re fully committed and I’d have their babies if I could – but they do tend to put a lot of wet stuff on the red stuff. The only way they can fight fires is to put them out with water and that water has to go somewhere. Where would all that water go if there was a fire in your building?

Revenge is a very common cause of fires. In one case, a groom at his own wedding had a dispute with the hotel about the bill and decided to burn it down at three in the morning. Very strange. Overall, between 40 per cent and 65 per cent of fires are the result of arson.

The other day I found an office with 23 appliances plugged into sockets – on a single workstation! Clearly things have changed in the last ten years with all this technology. I don’t blame the FM for this, I blame companies like BT – why do we need so many different transformers for each individual box?

The requirement to have a business continuity plan is in the guidance document for the new Fire Safety Order, but wasn’t being implemented until recently. Now the fire service are asking to see one.

Avoid planting a minefieldAndrew Sugars, group corporate development director at Servest Multi Service GroupAfter TV and radio presenter Mariella Frostrup inadvertently advertised herself recently as a swinger by planting a pair of pampas grass plants outside her apartment, facilities managers everywhere have presumably added another item to their extensive to-do lists – check that their internal/ external planting isn’t giving out misleading vibes about their workforce.

The married 49-year-old was apparently alarmed to be inundated with unwanted offers after planting two Cortaderia selloana plants on the balcony outside the Notting Hill pad she shares with her husband and their two children. She had no idea – or so she says (wink, wink) – that planting the tall grass outside a home is a sign that those in the house enjoy partner swapping.

We’d love to report that a host of companies have made similar hilarious planting faux pas, but if they have, they haven’t owned up to it. But Mariella’s escapade does raise the question of what kind of planting, if any, is appropriate for companies and organisations.

Basil and rosemary plants are probably best avoided, especially in Italy and Greece. Apparently basil on a windowsill in Italy indicates an available single woman. And in Greece, rosemary outside a house (office?) demonstrates the presence of an available bachelor.

But even with the obviously immense risks attached to internal and external planting in the workplace, many FMs choose to throw caution to the wind and plant whatever looks nice in a bid to make their workplaces more aesthetically pleasing, enjoyable to work in, warmer, inviting and even homely.

For FMs still worried about mistakenly sending out misleading subliminal messages about their workforce (for example, yellow roses indicating friendship are probably safer than red roses, indicating a blossoming office romance), it might be an idea to employ an FM soft service provider who can help you avoid perilous planting and steer you to shrub safety. They can provide you with interior landscaping, including design, plant display rental and ongoing plant maintenance; grass cutting, seeding, turf repair and treatment; weeding, laying and pruning of beds and shrubberies; planting, pruning and felling of trees; and more. Best of all, they can provide you with peace of mind.

More from FM World’s blog pages:Meetings that make a markDo you think of LinkedIn as a sort of ‘business Facebook’ or a tool to store the business contacts that you would otherwise forget, asks Michael Pitt, professor of FM Innovation at University College London.tinyurl.com/meetingsthatmakeamark

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The term ‘concierge’ can mean different things to different people.

To some, a concierge service is about getting

right the basic ‘welcome to our headquarters’ as visitors walk through the front door. Employees, mainly at reception, are on hand to direct visitors around the building, tell them where local restaurants are and explain where the nearest Boris bike stand is.

But to others, at the higher end of corporate life, it takes on a much more personal touch, says Noel Clancy, chief executive of Shepherd FM. “A concierge service is a discreet problem solver,” he explains; “The service is directed by a knowledgeable team trusted to provide a discreet service for a number of people.”

The words “trusted” and “discreet” crop up often when discussing concierge services. However, it’s far removed from the fictional PG Wodehouse character Jeeves – a gentleman’s gentleman – but there is an element of ‘making life easier’ for senior executives.

“Some people abuse the term and refer to polished reception staff as concierge,” says Clancy. Concierge can be high – or low –

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profile. For example, hotels use prominent and knowledgeable front-of-house staff while private banking firms may use staff who work more behind the scenes.

“I consider our concierge service to be a ‘communal personal assistant’ shared by many,” says Clancy. ”The service allows individuals fewer distractions so they may concentrate fully on their core

From booking hotels to hiring private jets, a concierge provides that personal touch, finds David Arminas

propose. The common theme is ‘smoothing the way’.”

Even in this age of austerity, the market for concierge services is growing, albeit slowly, say some providers. But it looks like being here to stay in its many guises and will change according to client demands.

There are two main types of concierge provision. One is the building concierge service, a

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FMW.12.01.12.015.indd Sec1:9FMW.12.01.12.015.indd Sec1:9 4/1/12 14:28:494/1/12 14:28:49


FM FEATURE� DAVID ARMINAS� FRONT OF HOUSE

hotel-style provision where a property owner or management firm has a service for all the clients in a multi-tenant building.

Much building concierge provision starts off with reception and door services. Additional services are then agreed, such as travel booking, event ticket purchase, chauffeur services, restaurants and entertainment such as nightclubs.

The second type is a corporate concierge service, a bespoke offering to an organisation that is likely to be the sole occupier of a building. In this arrangement, it’s normal to find a close one-to-one relationship between a senior concierge employee and a senior client employee, including chief executives. It also provides a high-level service for the corporation’s clients.

All being wellA major service trend is life-style or ‘well-being’ provision for employees, including so-called

‘pamper services’, says Kevin Hilton, a manager at Office Concierge. Hilton has 30 years in the travel, events management and corporate hospitality sector, running his own businesses. He joined Office Concierge in early 2010 and now runs the contract for the City’s multi-tenant Heron Tower.

Pamper services include massage and manicure. “They make employees feel it’s a great place to work and that they are valued. By offering these services on site, the employee also spends less time away

from the office and their desk.”An individual concierge service

is more for the extremely busy high-level business person. “They know they will be taken care of, from having a concierge find helium balloons for their child’s birthday party to securing a private jet on short notice.

“Because of this, a concierge service, especially for the individual, will live and die on its supplier connections,” says Hilton. “Also, a good corporate concierge service must work seamlessly with the business’s other suppliers, such as

catering, audio-visual and so on.”Currently, Hilton is looking at

introducing a walk-in medical service, although it will be through an agreement with an outside medical provider and not provided on-site.

Many basic concierge services will be bolted on to reception and front-of-office contracts, and will be added as needed, says Alister Duckett, client services manager at Portico, which has around 40 clients at 80 sites, mostly in London and the City.

Such services include everything from handing out

“A corporate concierge service is the bespoke offering to an organisation that is likely to be the sole occupier of a building”

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maps of the local area to pointing people in the direction of the best restaurants and nearby theatres.

Portico is experimenting with handing out iPads to visitors waiting in the reception area. “People can check the news, their e-mails, read papers, whatever they need to do while they wait,” says Duckett.

Hotel-style concierge services are mostly what can’t be run from reception or front desk. They range from setting up audio-visual systems to satisfying the more executive-specific

needs – holiday villa bookings in faraway places. The upper-end service for a corporate client will involve an individual whose job is to build up a relationship with senior executives and partners and, importantly, other facilities suppliers with whom he or she will have to work.

Well-roundedFor this reason, the person most likely to succeed as a concierge needs not only to be articulate, but also extremely discreet, explains Sue Carroll, human resources director at Portico. “They will need to have a lot of local knowledge, geographic and otherwise,” she says.

“An absolute must is having a ‘can do’ attitude where you believe nothing asked of you is too great or small. A concierge will like to research subjects and store information for later use.”

This requires a good “little black book”, says Carroll. “Every good receptionist and head of

concierge services will have one built up through years of collecting information of who can do what, when and where.”

Good training of key personnel is essential for maintaining the highest standards in the concierge business, says Greg Mace, managing director of RA Business Services, part of Compass Group UK. RA Business services has a former head concierge from the Dorchester as head of training.

Mace, with 22 years in front-of-house operations, also worked at the Dorchester and at the Connaught hotel in London before moving to Merrill Lynch for six years as its FM. There he was in charge of outsourcing front-of-house operations. Recognising a gap in the market, he left to start Portico, which he ran for seven years until taking up the reigns at RA Business Services in April 2010.

Being ready for any request is important and so real questions

posed by clients are part of staff training. This gives concierges confidence to take personal responsibility for whatever the clients need, says Mace.

The concierge’s responsibility is even greater if you consider that the corporation is basically outsourcing the daily care and well-being of their employees and their much-valued clients to a third party. “This puts the concierge provider in the role of ambassador for their corporate client,” Mace continues.

But how essential is a concierge service in today’s economic climate? That depends on what your business is and who your clients are, says Clancy. The market is tough for providers.

Silver serviceA lot of concierge providers’ clients are major financial businesses, insurance firms, banks and other organisations based in the City of London. Their clients expect a high level of service as part of the business relationship, so the London market is reasonably protected, says Clancy.

At the moment, there is a growing demand for concierge services in other major UK cities, especially where a head office is located in the provinces. Clancy believes the future could see more providers offering services geared toward businesses outside of the capital.

The market for concierge services may also grow as property developers in London and outside compete to fill big-project multi-tenant buildings.

A concierge service, as part of the rent, could be added value for potential clients, says Mace.This hosted aspect is important if the building is vying with other high-end offices for clients in the same area of a city. “A good concierge service for the tenants could win over these potential clients,” says Mace. FM


18�| 12 JANUARY 2012�| FM WORLD www.fm-world.co.uk

FM FEATURE� PROCUREMENT AND FM NICK MARTINDALE

Procurement and FM have never been easy bedfellows. While the former aims to ensure maximum value for money, the other is judged largely on ensuring the seamless provision of critical workplace services. With

such different goals, perhaps tension is inevitable, particularly in such austere times.

The downturn, though, has seen the balance of power shift, with procurement now playing a much more prominent role in the contracting of services that a few years ago may have been left to their FM counterparts.

“Without a doubt, there’s been a substantial change in the way FM is procured now compared to three years ago,” says Alan Kemp, a partner at EC Harris, which occupies a rare position as both a consultancy and supplier of FM services. “The powerbase has shifted from the people who really understand what their customers require to procurement divisions. A wall has been created between the procurement side and the FM sponsors on the client side.”

Martin Pickard is founding principal of consultancy firm FM Guru. He says the relationship between procurement and FM has been strained for a long time, blaming procurement for often failing to adapt a procedural approach – which works well with purchasing products – to the sourcing of services.

“FMs generally tend to feel that they know the market and the service relationships they’re looking

for. They get frustrated with a procurement approach that has specific specifications so they can do an ‘apples-by-apples’ comparison and drive the price down as low as possible,” he says. “I’ve seen this way back 20 or 30 years ago in my own career as a practising FM and I still see it today.”

The use of electronic auctions, where participants are encouraged to submit bids for projects online, is a particular source of frustration, says Iain Murray, former group strategy director at Europa Support Services and deputy chair at Global FM.

“I don’t know any FM business that is entirely comfortable with e-auctions because it’s essentially a manic pricing exercise where the lowest price wins. There’s no real opportunity to focus on the value-adds, which almost all businesses would do if they were face-to-face, or if they were given an opportunity to put in a more robust document,” he says. “Some e-auctions do valid exercises, but there are still examples of very commoditised procurement.”

The shift in power between procurement and FM is also felt in outsourced relationships, where in-house FM teams have gradually dwindled over time. Simon Ball, business development manager at Interserve, says his initial relationships now tend to be more with procurement and a competitive price is the main prerequisite to any successful bid. “It’s very competitive out there. There are more and more large FM players bidding for the bigger jobs and the focus is

CROSSThe divide between facilities management and procurement stems from two different approaches to business, finds Nick Martindale

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FM FEATURE� PROCUREMENT AND FM NICK MARTINDALE

on cost every time,” he says. “That would certainly get you to the point at which you can talk face-to-face and that’s where the value aspect comes in and you can focus on how you would do things differently and how you can support them in their objectives. But you only get in there on the price.”

There are occasions, too, when the tensions between end-users or in-house FM teams and procurement can spill over into such outsourced relationships. Paul Sambrook, group commercial director at Servest, says in retail in particular there’s a risk of providers being stuck in the middle, caught between demands to lower costs on the one hand and maintain service levels on the other. “It’s fine for procurement to challenge us to be more cost-effective, but the person who is looking after the high street store still wants the same standard of service. Whether we can do that depends on the environment and how the service is structured,” he says.

Procurement, though, undoubtedly has its place, particularly in the current economic climate. The onus perhaps is on FM to make more of an effort to work with procurement. Philip Holmes is director of Principality Property Solutions, part of Principality Building Society Group, and former head of group procurement and facilities at the organisation.

“It’s really easy to think that procurement is just about screwing the price down and taking a short-term view,” he says. “But it’s also very naïve these days to think that is the case. Nine times out of 10, the relationship between procurement and FM has worked well, as it does with IT, marketing or professional services. It’s much the same conversation – procurement is knocking on the door saying it can add value, do things differently and help you get more for less, saving time and helping you concentrate on your specialism.”

Pickard, too, believes procurement receives a raw deal. “I’ve been with clients recently who have said they don’t want this project going anywhere near procurement, which is really unhealthy,” he says. “My counter to it is that where there are good procurement people and FMs are prepared to work with them, it can work really well. That’s where FM recognises that procurement has the skills and competencies that they can bring to bear on a project and where procurement people recognise that the procurement of FM services is different and that the FMs do know a bit about it.”

Much of the confrontation between the two functions can stem from who owns the process, with in-house FM teams resentful of the growing influence of procurement and outsourced providers wary of having non-preferred suppliers forced on to them.

Procurement generally mistrusts FM’s ability to deliver projects on time and budget, says John Bowen, chairman of the BIFM’s procurement special interest

group. “I don’t have a problem with FM leading projects up to a moderate value, but certainly my recent experience is that the projects will slip,” he says. “The only ones that I have seen delivered to time have been led by procurement pushing to get deadlines met. For higher-value projects, I would always look to have someone outside of procurement and FM project-manage to ensure that there is an adequate separation of powers.”

Bowen argues there needs to be a clear division of responsibilities to prevent a personality-driven power struggle developing within organisations. “Having clearly defined roles and responsibilities that lead to clear outcomes is a given that should allow the project to succeed, even if the personalities don’t gel,” he says.

For others, though, the onus is on more effective communication. Pickard recalls one company he worked at where FM persuaded the head of procurement to allocate one member of his team to deal with all property and FM-related matters. “We gave them a seat in the middle of our team and invited them to our team meetings,” he says. “There was a recognition that they were just another professional in the team. FM is about integrating multiple disciplines so, in the same way as an FM respects the input of a head chef or senior engineer, so they need to respect the professional skills and expertise brought to the table by procurement professionals.”

Early involvement of procurement in any project is vital if the two functions are to work well together, says Holmes. “Facilities people need to engage with



PROCUREMENT AND FM

PERSPECTIVES

BS11000: HELP OR HINDRANCE? Whether the relationship between FM and procurement would be better served by a more or less rigid framework is a matter of some debate. The BS11000 standard is designed to encourage collaborative working across entire supply chains, the theory being FM, procurement, outsourced service providers and suppliers all agree and understand common goals and share the benefit of more effective relationships.

“If an organisation is looking to develop a collaborative approach with the supply chain, then it’s very helpful for procurement to make sure that their processes are in line with something like BS11000,” says Martin Pickard, founding principal of consultancy firm FM Guru. “It gives

some structure and framework and leads directly into processes. Procurement guys find that helpful.”

The concept, though, fills John Bowen, chairman of the BIFM’s procurement special interest group, with horror. “A four-year contract about to expire will have been specified before the 2008 crash and how things have changed since then,” he says. “What is needed is to have flexibility within the contract so that it can easily be changed over time. Working relationships are about people, not processes.”

Paul Sambrook, group commercial director at Servest, also admits to reservations. “The difficulty is that you could set out a particular way of doing things, but it may not fit with a particular customer,” he says. “It’s not so easy to be hard and fast because, as a contractor, flexibility is the name of the game.”

procurement much sooner,” he says. “When we’re setting our budgets for next year our procurement team will come in and talk to all cost-centre owners about what their plans are. That works well in my organisation, but I don’t know to what extent it happens elsewhere.”

Stephen Ashcroft, though, a procurement consultant at Brian Farrington, is keen to point out that any such early involvement must be meaningful. “We’ve been put in a difficult position where it’s already been decided who the preferred bidder is,” he says. “If you can point out that there’s soft market testing to be undertaken, so identifying who the leading providers are, then there’s something about being involved early. But if it’s just sitting in a meeting discussing the issue, what’s the purpose?”

A further issue is the fact that procurement often tends to disappear as soon as the contract is signed, suggests Sambrook at Servest. “Procurement would benefit from properly experiencing the user perspective – so their own internal customer – in terms of whether what they have bought for their people actually works and whether getting the best price delivers the best value and flexibility to manage what’s required at the coal face,” he says.

For its part, FM needs to do more to outline requirements to colleagues in procurement in language that they will be able to understand, says Holmes. “I would expect a marketer to know more about marketing than a corresponding procurement person and I’d expect a facilities manager to know more about FM,” he says. “We don’t necessarily need to understand the technical jargon. I still sit in on conversations where people say it’s far too technical. Quite often the procurement reaction to that is for the hackles to come up, which they shouldn’t do because it’s about understanding what the client actually wants and needs.”

The ongoing difficult economic climate means FM and procurement have little choice but to work together. FM, in particular, needs to remember that its main remit is to fulfil the needs of the organisation it serves, says Pickard. “If the economy changes what an organisation needs from FM then we need to review the service we’re providing,” he says. “A few years ago, the organisation needed us to drive up quality; now it needs to reduce overheads. The idea we can be bombproof and carry on regardless is quite wrong.” FM


Facilities managers are working in the field of compliance more than ever before. What began as a requirement to keep up

to date with health and safety regulations has blossomed out into many other areas of legislation, such as environmental, financial and energy related risks. Each area brings with it a unique set of rules and regulations, which are constantly being updated.

So, with the Olympics looming large and uncertainty still present in the global and national economic markets, what does the compliance crystal ball hold for FMs in 2012?

On your marks…Professor Ragnar Löfstedt’s report for the government on health and safety has been greeted with a degree of uncertainty. One major change is likely to be the formation of a ‘challenge panel’ that allows business to address cases of incorrect or over-application of health and safety legislation by inspectors. The details of who will sit on the panel or how it will work in practice are sketchy, but the coalition government seems committed to the idea. This should help to address the source of many of the problems Löfstedt has identified, not in legislation per se, but in the way regulations are interpreted and applied.

The likely initial points of focus are:

● Modifying the regulatory provisions where strict liability is imposed to prevent civil liability from attaching to a breach of these provisions● Asking the Civil Procedure Rule Committee to reconsider the pre-action protocol for personal injury claims.

Also, the opportunity should emerge for sector-specific

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FM SUPPLEMENT� PAUL PHILLIPS� COMPLIANCE


COMPLIANCE CUESconsolidation of regulations in 2012. The candidates in our sector include the scrapping of the Construction (Head Protection) Regulations 1989 because they duplicate the responsibilities under the PPE Regulations 1992. Changes are also likely under Health & Safety (First Aid) Regulations – to remove the need for HSE to approve the training and qualifications of appointed personnel; RIDDOR 1995 to provide better clarity for businesses on how to comply; and more guidance under the Electricity at Work Regulations on the regularity for PAT testing.

There may be a move to more closely align the enforcing authorities, with a view to smooth-out apparent inconsistencies in enforcement between HSE and local authorities. This will specifically

With FMs already shouldering a heavy compliance burden, the Olympic year will hold more challenges than ever before, finds Paul Phillips

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COMPLIANCE IN 2012


help FMs who have a range of property responsibilities that include high and low hazard mixes, such as offices and separate manufacturing sites. To help FMs in smaller organisations, a review of all Approved Codes of practice (ACOPs) has been called for and an initial phase is due to be completed by June.

How effective these ‘simplification plans’ are, in comparison to the previous attempts to cut red tape, remains to be seen.

Get set…In terms of environmental legislation, 2012 will spell much in the way of change. For the London Olympics, on the country’s largest infrastructure projects in decades, sustainability in the form of legacy has been the theme. So too, for organisations, environmental sustainability has been more about ethos and image. With increasing regulation, clear lanes of compliance-based performance are being painted in.

The revised Waste Regulations 2011 will continue to change the way businesses deal with their waste. The key changes affecting FMs are likely to be:

● The requirement to have a system that follows the waste hierarchy (prevention, reuse, recycling, recovery, disposal)● Any business that carries its own waste will need to be registered

as a low-tier carrier by the end of 2013 (a change from the current regulation) ● A requirement to separate the collection of waste paper, metal, plastic and glass from 1 January 2015 ● There are also some changes to classification of hazardous waste, meaning that some non-hazardous wastes may be reclassified as hazardous wastes.

FMs who have or who are installing anaerobic digestion equipment, as part of their commitment to reducing waste and locally generating energy, should be aware of changes in administrative duties that affect specific types of plant and their use. FMs will need to consult with the Environment Agency to identify how these changes affect their system.

The government recently introduced swift changes to the value of the Feed-in Tariff. These were introduced to encourage the take-up of renewable technologies, but have proved to be so successful that the government was forced to react as the cost of the rebates was spiralling out of proportion to the cost of energy – this is how the government has presented it, at least. FMs

budgeting on the basis of Feed-in Tariff revenues should be wary and take any income projections with a heavy pinch of salt.

Talking of forecasting, FMs will do well to remember that allowances under the Carbon Reduction Commitment Energy Efficiency Scheme (CRC) will need to be purchased in April 2012. The recent publication of the first league tables under the CRC was largely unreported in the broader media, as well as the sector press (FM World notwithstanding – see 24 November, page 6). FMs may need to explain again these allowances to a sceptical board of directors still ignorant of their obligations.

Finally, if 2011 is anything to go by, we will also see further inconsistencies in our local climate with unseasonably warm periods coupled with spells of high precipitation. Be the latter rain or snow, it will no doubt again cause problems for those not prepared.

2012 may be the opportunity for FMs to encourage people who occupy their properties to

avoid using energy in the first place! Turning

things off when they don’t need to

be on is a good place to start. Encouraging designers and installers

to provide equipment that

is easy to turn off will help.

GO!These are just some of the compliance areas FMs cover as part of the day job. The ongoing responsibilities don’t go away and we live in an increasingly litigious society, meaning that FMs need to keep on their toes to avoid unnecessary and wholly avoidable actions against them and their organisations.

There is good, sound professional help available and FMs would do well to seek it out when they reach the limits of their own expertise or experience. Beware of the many vested interests out there, though. As the responsibilities of FM have grown, those who seek to exploit the fears and uncertainties have grown too. The need for truly trusted advisers has never been greater and is likely to increase in 2012 and beyond.

The winning formulaUnlike an Olympic sport, compliance is not about peaking at the right time; it is about ongoing consistency and purpose. The challenge for FMs is to take a proactive stance. Success comes from intelligent risk management and making sure you have the right level of control in place to manage your risks competently, effectively and demonstrably. FM

Paul Phillips is head of customer sales and development at Elementus

“To help FMs in smaller organisations, a review of all Approved Codes of practice (ACOPs) has been called for and an initial phase is due to be completed by June”

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STANDINGTOGETHER

FM CASE STUDY� STRATEGIC PARTNERSHIPS� MARTIN BELL


Operational excellence in facilities management is now a basic expectation in high-performing private-sector

environments. Does this mean that in the future, FM departments will be strategically influencing their client’s organisations? If a large percentage of service delivery and management is outsourced,

Is facilities management a purely operational activity or can service providers influence the strategic aims of their clients? Martin Bell looks at two contrasting relationships

does this mean FM suppliers will provide this strategic influence?

This article uses interviews with in-house FMs at PwC and Invesco to explore suppliers’ ability to influence clients strategically and asks:● Do FM suppliers really provide strategic value, or simply deliver operational benefits?● Is there is a link between the

maturity profile of the client and intelligent sourcing?

Invesco is a global fund management business with over 7,000 staff worldwide. Facilities management is vital to this organisation due to trading requirements. Facilities management is provided through Mace Macro acting as a principal managing agent. This means Mace Macro take

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day-to-day responsibility for operational delivery and also lead sourcing of subcontracted services such as catering and maintenance.

This relationship with Invesco dates back to 2004. The contract is managed through a ‘thin’ client structure with Denise Harrison, director of corporate properties EMEA being the service lead and owner supported by a Mace Macro account manager.

PwC is a professional services partnership with an in-house FM management team. FM is business-critical due to its impact on staff productivity (and therefore revenue generation) and client meeting facilities. PwC transfers operational responsibility for service delivery to suppliers such as Mitie (document management and distribution), Honeywell (building services and cleaning), Aramark (catering, vending, helpdesk and hospitality), Wilson James and Portico (security and welcome). The scope of PwC’s UK

portfolio is some 37 properties accommodating 16,000 staff. The UK lead is Paul Adams as head of facilities.

Aligned objectivesSome believe there will always be tension between FM suppliers and clients due to conflicting objectives; suppliers want to maximise profit and clients want to minimise cost.

With the Invesco/Mace Macro relationship there is a strong sense of shared agenda, promoted by full transparency of each others’ objectives.

This has included Mace Macro planning to grow into new countries where Invesco had FM requirements met through alternative approaches. Personnel at both organisations speak of mutual respect and values related to integrity, operational excellence, investment in people and a passion for customer service. The commercial model facilitates aligned objectives; 50 per cent of the management fee relates to cost-savings targets.

PwC focuses suppliers on operational excellence and a commitment to continually improving service standards. This shared purpose benefits PwC with service delivery, and suppliers are rewarded with external validation of performance through external awards (for example, with Mitie and Honeywell at the 2010 PFM awards). Trust forms the foundation of the supplier relationship at PwC and the majority of all commercial relationships are long-standing.

MaturityPaul Adams, head of facilities at PwC, explains that key to this approach is establishing client relationships, over and above the standard benchmarking procedures. “We don’t just focus on SLA and KPIs as this creates defensive behaviours. Our suppliers exceed standards because we trust them – and they go the extra mile. It is hard to put a price on that.”

The FM collaboration between Invesco and Mace Macro is that they truly see themselves as

being part of the same team. Through succession and career planning, key individuals have transferred from client to supplier and vice versa. Rather than causing tension, this resource-planning transparency fuels a ‘one team’ ethos.

The results speak for themselves; recent years have seen a 100 per cent staff retention rate and 2 per cent sickness rate, as well as reduced operational risk through the retained knowledge of critical operations.

The procurement and property functions at Invesco have a mature relationship. Procurement assists the property function with the administrative requirement of the tender processes; however the ownership and responsibility for supplier selection rests with Invesco Property. This collaboration means the property function benefits from commercial guidance and process support from procurement, without the loss of decision-making authority.

The relationship between procurement and facilities at

“Succession and career planning have seen key individuals transfer from client to supplier and vice versa”



PwC is equally mature. The procurement department assists the buying process, however, the customer and owner of any final decision is the FM department. This means cost is never the single deciding factor.

Commercial robustnessAt PwC, the FM team is dedicated to learning the lessons of the organisation as a whole. It is currently undertaking a detailed service quality benchmarking exercise with direct competitors. This not only provides a comparison for cost-competiveness, it also helps to inform planning about future service standards and service organisation.

PwC also ensures contracts are re-tendered or market-tested regularly to demonstrate the commitment to delivering value and service innovation.

FM is a people business. Even the best suppliers are dependent on the client account manager. PwC aims to be a pathfinder for service excellence and effective partnering relationships. This means that suppliers remain dedicated to both retaining and developing key staff as there is always a potential for contract scope expansion. This commitment to consistent service delivery releases the in-house managers to be able to focus on

strategic planning and managing churn and change.

Despite the temporary dependence on the supplier relationship, Invesco has established some key ground rules to govern its commercial and contractual management. These include:● Competitiveness: contract retendered every three years and management costs are benchmarked annually against a peer group. Contract extensions into new countries need to be won competitively ● Compliance: annual reviews are conducted by Invesco audit to ensure contract compliance and

to identify actions for the Invesco property director to resolve ● Alignment: Mace Macro is incentivised to reduce costs but would be penalised if KPIs showed a reduction in service quality● Cost/benefit: an analysis of the perceived value that Mace Macro provides Invesco, in terms of quality and information management systems, legal guidance and FM expertise exceeds the management cost.

Strategic influencePwC has a dedicated partner responsible for real estate and FM. This means the services

have clear direction, ownership and influence over senior stakeholders. This is a crucial element of the partnership; partners own a share of business and so are more demanding over the services they personally receive. This creates a particular operating environment that places greater onus on the FM team to proactively engage these stakeholders.

Denise Harrison, Invesco director – global corporate properties, explains the benefits of taking FM management in-house. “Through partnering with Mace Macro I have more control over outcomes and cost.”IM

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FM CASE STUDY� STRATEGIC PARTNERSHIPS� MARTIN BELL



This begs the question as to whether, should FM be taken back in-house, costs would be actually be reduced; on the face of it, Invesco would pick up the cost of suppliers margin and overhead.

According to Invesco, taking FM in-house would also mean the client would need to take responsibility for all invoice processing, HSE management, and the collation of management information crucial to support decision making. This actually provides greater flexibility for the property team to adapt and be flexible to the future business requirements.

Partnering with Mace Macro also provides Invesco with access to additional resources. For example, with the Invesco purchase of mutual fund Van Kampen in 2009, Mace Macro supported the due diligence and mobilisation associated with the property requirements of 1,000 staff transferring to Invesco.

The foundation of the Invesco/Mace Macro relationship is operational, allowing Invesco Property to focus on the high impact and value requirements of property as an asset, rather than being sidetracked by FM service issues.

Mace Macro has supported

Invesco in influencing the property function’s stakeholders, in several diverse areas, such as, space planning opportunities through flexible working in India, and contributing to marketing literature by better management, taking into account printing, storage and destruction issues.

The PwC in-house team has local office managers at all key offices. The team perceives these roles to be key to the department’s success due to the culture of partnership where senior personnel (partners) ‘own’ the business. The in-house office managers support enhanced continuity and service consistency, both of personnel and of service standards. For example, one of the office managers has just celebrated 45 years of employment. The investment in these roles supports more autonomy and a deeper level of engagement to influence local partners. The FM team believe these roles could not be easily devolved to a supplier without receiving resistance from partners. This is because office managers might enter into confidential discussions (such as future growth requirements) with the partners.

It is of paramount importance for a professional services firm to prove independence and integrity. This directly impacts the FM sourcing strategy as

a total FM contract would be substantial in value. This could be seen as creating a level of dependence and potential material influence increases the firm’s risk profile.

Familiar patternsA number of conclusions can be drawn from the preceding analysis of two contrasting service relationships. Firstly, outsourcing primarily delivers operational benefits. While it is possible to obtain strategic value, the client must allow the supplier greater capacity to influence stakeholders.

This also brings greater risk, and organisations must determine their own risk appetite balanced against the cost of their in-house teams. Organisations with a mature procurement function can operate in a far more collaborative fashion which can directly support sustainable and intelligent sourcing. Finally, when it comes to FM, a one-size-fits-all approach in unrealistic. Success depends on the FM staff maintaining operational excellence. After all, if the basics of service delivery are not executed with excellence, it is untenable for the FM function to talk about strategic influence. FM

Martin Bell is a strategic facilities management consulting manager within PwC’s real estate occupier advisory team

“While it is possible to obtain strategic value, the client must allow the supplier greater capacity to influence their stakeholders”

STRATEGIC PARTNERSHIPS


BIFM AWARDS� 2012


The BIFM Awards 2012 are launching now, with the hunt on for the leading FMs, teams and projects in the UK. This is your chance to be recognised for your excellence in the UK’s biggest and most influential celebration of achievement in facilities management. Do you want to be recognised as the very best in our industry?

www.fm-world.co.uk

THE SEARCH IS ON

Getting involved in the BIFM Awards captures the imagination of everyone and will leave you and your team feeling inspired,

educated and better connectedThe BIFM Awards are now

in their 11th year and celebrate the best in FM annually at a glittering ceremony in London, which shares the excellence that exists in our sector. The awards highlight the strategic role that FM plays in the success of public and private sector organisations.

With the workplace playing a central role in business efficiency, productivity and attracting talent, leading organisations are turning to FM, and the FM industry is fast becoming one of the most exciting and challenging sectors in which to work.

Peter Brumby, managing director of Mace Macro, overall sponsors of the BIFM Awards, comments: “Mace is proud to be

headline sponsor of BIFM Awards for a second consecutive year. It is a great celebratory event that showcases the fantastic work achieved by those in the FM industry.”

Here’s why you should enter:FM plays a pivotal role in the economy and in business, enabling organisations to deliver their objectives in the most effective way possible. By taking part in the BIFM Awards, you are highlighting not only your level of excellence and expertise, but also the value of the FM industry.

The awards present a great opportunity for teams, individuals and companies to be recognised as being at the forefront of our industry, against the very best competition. Winning an award is worthy of prestigious acclaim and sends a powerful message to industry, your organisation, your team and your employers.

Our judges for 2012

Judging teams for the 2012 Awards comprise leading industry representatives and are led by Oliver Jones of Chayora.

“As each year has passed, the benchmark standard set by the winners in each of our categories has risen, leading to intense competition between the biggest and the best companies, teams and individuals in FM,“ he says. “The satisfaction of winning – for the team members, the clients involved and the

leadership teams – is increasingly valuable

as a consequence, as well as providing a true demonstration of objectively

measured differentiation

in a highly competitive market.

“The rigour of our independent and expert judges has been the key to this development and we are proud that the BIFM Awards are now a reference point for other awards programmes.

“Finally, the on-going refresh process ensures we are maintaining alignment with what the industry wants, for example, our new award

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BIFM AWARDS


Consultant of the YearIn recognising the delivery of business-led solutions from FM consultancies, large or small, the consultancy must demonstrate how they have worked with a client or clients as a strategic partner to develop and deliver creative models or leading-edge solutions to the FM market, in any sector.

Facilities Manager of the YearThis award recognises outstanding personal and professional performance in FM. Entrants must explain their innovative use of FM methodologies, how they create dynamic solutions and how they integrate FM into the organisation’s strategic influencing and decision-making process and senior corporate structure.

FM Excellence in a Major ProjectA ‘major’ project is one that makes a significant contribution to almost every aspect of an organisation’s operating style and affects the majority of its employees. Major projects entered into this award may

involve any business or building type, including schools, hospitals, offices and retail, in either the public or private sector.

Impact on Organisation and WorkplaceHow do you make individuals and businesses more efficient, and how do you create enjoyable places to work? This award looks at environments that through a well-developed and delivered workplace strategy make a real impact on the business operation and employees.

In-House Client Team of the YearThe judges are looking for outstanding contributions made by a team in client organisations, large or small. The team must demonstrate the positive impact and contribution it has made to the core business they support.

Innovation in Customer ServiceThis award recognises outstanding and innovative service. The initiative must clearly focus on customers’ needs, demonstrating innovative

BIFM AWARD CATEGORIES

HOW TO ENTER

and effective solutions, and the measurable impact these have made to the client’s core business and service delivery.

Innovation in ProductsThis award covers all innovative products equally, from the simplest and cheapest to the most technically advanced and recognises the product that has had the most positive impact on improving the management of facilities.

Innovation in the Use of Technology and SystemsRecognising the best technology innovation in FM, its scope is wide and relates to technology and systems, use of space, service delivery or any other area where technology has been employed to improve service delivery to the customer.

Learning and Career Development (New)Recognition is given to organisations that can demonstrate their commitment to improving the knowledge and skills of staff within the facilities management profession:

commitment to FM qualifications, apprenticeships, development and implementation of FM-related training programmes, mentoring programmes and the consistent provision of career development support.

Service Provider of the YearThis award recognises outstanding service delivery and excellence from any service provider, large or small. The service provider must be able to demonstrate that their services are sustainable, business driven and that they deliver highly effective strategic support to their clients.

Sustainability and Environmental ImpactThe judges are looking for the practical implementation of socially, environmentally and economically sustainable practices with evidence of a clear aim to identify what sustainability means for the organisation.

To view the detailed criteria for each category together with submission guidelines, please visit www.bifm.org.uk/awards2012

in 2012 for Learning and Career Development reflects the growing importance of apprenticeships and development programmes for young people entering the service industries that FM represents so well.

“I would urge all market leaders to be bold enough to enter and test their teams and help the awards and the recognition of the value of FM go from strength to strength.”

Steve Gladwin, immediate past chairman of Global FM and category chair, Award for Learning and Career Development, says: “Despite tough economic conditions, more organisations are realising the benefits of

Entries open on Monday 16 January and close on Friday 27 April. The only exception to this rule is the closing date for the Facilities Manager of the Year category, which is Friday 20 July. All you have to do is decide which category or categories you wish to enter or nominate for and complete the entry registration form, which you will find at www.bifm.org.uk/awards2012 and email it to [email protected]. You must submit your completed entry no later than the closing date.

Awards clinic:Not sure if you’d be eligible for any of the awards? Want to know more about how to enter? Why not call our awards clinic on 0141 639 0708 or email [email protected]

ReservationsReservations are now open for table and ticket bookings. You can access the booking form at www.bifm.org.uk/awards2012

Sponsorship: Want to be a part of the BIFM Awards 2012? Sponsorship enables us to hold these key FM events to bring together the FM community and celebrate excellent practice in the sector. If you are interested in sponsorship opportunities and the exposure the awards offer, contact [email protected]

investing in FM education programmes. Also, with the introduction of FM apprenticeships there are career progression opportunities in our profession at multiple levels.

“With this new award, BIFM is seeking to recognise organisations with strategic leadership and demonstrable excellence in the learning and development of their people”

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www.fm-world.co.uk

FM MONITOR� MIKE FIELD


UPGRADING A DATA CENTRE

HOW TO…

Mike Field is operations director at Unidata Infrastructure

lanning for the data centre upgrade of major plant requires full understanding

of the project in hand. Mike Field outlines five key points that FMs need to address

1⁄ Select equipment carefully

Selecting appropriate equipment requires careful consideration, not only because of performance, but to ensure the equipment can produce the required duty in the space available. It is also important to check the connection details, as well as the power and service requirements. This involves close co-operation between the consultant, client and equipment manufacturer, along with the installation firm and engineers. They will prepare for any possible issues and obtain a timeline for the strip-out of existing equipment prior to installation.

2⁄ Keep operations running

Installation and commissioning should be carried out with

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minimal disruption to the client’s ongoing business activities. A detailed strategy should be agreed to achieve this before work commences. This may involve carrying out changes overnight or during weekends and public holidays. The facilities manager may need to support these works, which, if necessary, would involve forward planning and advance communication with staff.

One area that can cause an issue is a lack of security personnel during out-of-hours operations. Therefore, the business may find it difficult to cope with additional requests for access to the data centre with large teams of engineers working in different areas. It may be necessary for the FM to organise additional security cover during this time. Lost time due to access issues can delay handover to the client.

3⁄ Address the risk of downtime

A risk assessment needs to take place to analyse the potential for the downtime on a project. This can be critical as it can cost everyone involved time and money, so precise planning is crucial. This includes ensuring the installation company/teams fully understand the timeline they are working to. To ensure smooth running of the project, it is recommended that all equipment be delivered to site at least three days beforehand. Once it has arrived, a full inventory can be carried out by the engineers to ensure all parts are correct and there are no defects.

After this, the equipment can be boxed up and clearly marked to identify which section it belongs to. All equipment should be kept in a secure and dry location. Where major items of plant can only be delivered on the day of installation, your installation partner should be in constant contact with the supplier to track the movements of the delivery vehicle and ensure they keep to the schedule.

4⁄ Keep contacts handy

When entering into a major weekend shutdown and changeover, your M&E contractor should be able to assure you that

“One issue is a lack of security personnel out-of-hours; the business may find it difficult to cope with additional requests to access the data centre”

they have full contact details for the major suppliers and manufacturers and are aware what spares they have available for immediate dispatch. This should cover any incidents that were not envisaged during the planning process. The FM should also ensure they have a detailed list of all personnel who will be attending the installation, plus contact numbers, should any issues arise.

5⁄ Pre-installation training

During selection of the new equipment and installation, it is advisable that the in-house maintenance/engineering team is given training on the systems by the M&E contractor or manufacturer. It is also important that they attend any factory witness testing of the equipment so they have a good understanding of its operational, maintenance and performance requirements.

During on-site commissioning of the equipment, the in-house maintenance engineers should also be in attendance to enable them to fully understand the equipment and ask any questions.

By working with a reputable M&E contractor, a facilities manager should be able to expect the data centre to operate without any issues. With correct planning, understanding of the project and good communication between all parties, this can be achieved. FM

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New legislation

LEGAL NEWS

The government has voted through an amendment to the Legal Aid, Sentencing and Punishment of Offenders Bill which will make squatting in residential buildings a criminal offence warranting up to 51 weeks imprisonment. (Currently it is a civil offence – trespassing is not a crime in English and Welsh law, although it is a level 1 offence in Scotland.)

The bill has now moved to the House of Lords where it will face its first proper scrutiny. A second reading of the bill took place on 21 November, where a general debate on all aspects of the bill occurred. The bill has yet to pass completely through the committee stage.

This has led vacant property specialist firms to warn that with squatting illegal in residential properties, commercial property could be more susceptible in future. VPS cites a £40 million building in London that was recently taken over by partygoers and occupied for nearly 48 hours, resulting in a repair bill of tens of thousands of pounds. VPS also cited documented cases of commercial properties being stripped out, suffering more than £150,000 of damage.

“Security and loss of income are the biggest vacant property issues for commercial property owners and managers in the UK,” says Nick Tubbs, managing director of VPS UK. “Where there are empty buildings, squatters can soon follow. Squatters may begin to

target more commercial buildings, causing increased concern and cost for commercial property owners.” Tubbs explains that the challenging market conditions have exacerbated the issue. “If more commercial buildings that are vacant or temporarily unoccupied are targeted it could also become a real issue for surrounding communities. The new legislation can only go so far to speed up eviction timeframes.”

According to Tubbs, “the majority of damage to squatted properties takes place within the first 48 hours of the premises becoming occupied, so proper protection is vital.”

Prevention is the best course of action to mitigate the risks posed by squatting, arson and vandalism and will avoid a costly clean-up bill, at a time when over half (51 per cent) of UK property owners and managers are affected by vacant property.

Counting the costAccording to VPS, the basic minimum clean-up bill for a small commercial property, such as a pub, after being squatted can be upwards of £1,500. This figure can increase dramatically for larger properties and does not take into account legal fees, which on average start at around £5,000. With an estimated 100,000 incidents of squatting in the UK, the clean-up bill could equate to £650 million, before repair work is taken into account.

Anti-squatting adviceFacilities managers responsible for vacant properties are advised to assess potential risks, such as fire hazards and public liability exposure as well as the exposure to damage from squatters/ criminals. Power and gas supplies should be isolated and shut down and water systems drained. The property should be cleared of any combustible material and a letter box seal installed (a build up of mail is a vital clue for potential squatters that a property is empty).

Line-by-line scrutiny of the Legal Aid, Sentencing and Punishment of Offenders Bill began in late December in the House of Lords. Following this committee stage hearing, a further report stage and third hearing will be required before the bill becomes law.

LEGAL AID, SENTENCING AND PUNISHMENT OF OFFENDERS BILL HSE issues phone alertTThe Health and Safety Executive (HSE) has issued a safety warning to users of a Dutch-manufactured mobile phone.

In its “Safety Notice”, the HSE says the “use of the mobile phone ‘Expert XP-Ex-1’ in potentially explosive atmospheres could lead to possible ignition danger”.

The mobile phone in question “is manufactured by Experts Intrinsic Safety Specialists, Groningsewet 7, 2994 LC Barendrecht, Netherlands”.

The HSE’s operational safety division said “UK suppliers should immediately cease the supply of the phone” and users should “avoid using the phone in potentially explosive atmospheres”.

Agent fined after fallA Mid-Wales estate agent has been fined after an elderly maintenance contractor was killed when he fell from a roof.

Roger Jary, 79, from Welshpool was a self-employed contractor of Morris, Marshall & Poole estate agents, and was carrying out minor repairs to the carport and gutter of a rented bungalow.

Chester Crown Court heard that, on 10 August 2010, a plastic roof panel Mr Jary was moving across gave way and he fell around two metres from the roof of the carport to the ground below.

Morris, Marshall & Poole of 28 Broad Street pleaded guilty to breaching Section 3(1) of the Health and Safety at Work etc. Act 1974. They were fined £75,000 and ordered to pay full costs of £11,153.95.

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

ALA

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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 fell to 4.8% in November, from 5% in October. 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 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 COMMERCIAL & INDUSTRIAL WASTE ANNUAL BUSINESS SURVEY 2010

NEW ORDERS IN THE CONSTRUCTION INDUSTRY: THIRD QUARTER 2011

For the first time, AMA Research has published a detailed assessment of the Commercial & Industrial (C&I) Waste Management sector.

In the past decade, the focus of government and the waste management industry had been on reducing the amount of household waste being landfilled and increasing the amount being recovered and recycled. Following the 2011 publication of the second DEFRA report on C&I waste management, there is to be an increased drive to reduce the landfilling of C&I waste and increase recycling levels.

From 2010, the focus of government and DEFRA agencies, such as WRAP, has been shifting towards reducing waste arisings and increasing recycling in the commercial and industrial sector. Over the past decade, there have been no legislative and regulatory requirements for businesses to reduce waste and increase recycling levels.

This focus of the AMA report is on providing an analysis of commercial and industrial waste arisings and management in each of the regions in England and the other three home nations. The report pulls together the data from DEFRA surveys, but it also provides a large amount of original research based upon company credit data, regional waste management studies, information from a wide range of independent/non-government sources, the national environment agencies, regional development agencies and waste management company websites.Source: AMA Research (amaresearch.co.uk)

In the construction industries, there has been year-on-year decreases in both turnover and purchases between 2008 – 2010. However, the decrease in turnover (15%) and purchases (16%) from 2008 to 2009 has been followed by a smaller decrease in turnover (3%) and purchases (2%) from 2009 to 2010. Overall for the construction industries, this results in a 17% (£14 billion) decrease in approximate Gross Value Added (GVA) from 2008 to 2009, followed by a further 3% (£2 billion) decrease from 2009 to 2010.● The ‘construction of buildings’ industry shows a similar pattern, resulting in a 14% (£4 billion) drop in approximate GVA from 2009 to 2010.● The ‘specialist construction’ industry (which comprises demolition and refurbishment) showed similar drops in turnover and purchases from 2008 to 2009, but then shows growth in turnover (7%) and purchases (10%) from 2009 to 2010, resulting in a 5% (£1.5 billion) increase in approximate GVA.● The smaller ‘civil engineering’ industry shows 12% decreases in turnover across both periods, while purchases decrease at 10% (from 2008 to 2009) and 19% (from 2009 to 2010).

● The total volume of all new construction orders in the third quarter of 2011 rose by 12.8 per cent, compared with the second quarter of 2011.● The total volume of new construction orders fell by 5.5 per cent, compared with the same period in 2010.

● The largest contribution to growth in the third quarter came from private commercial, which increased by 21.4% compared with the second quarterSource: Office of National Statistics (www.ons.gov.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


Details of total turnover – Construction Industries 2008-2010 Provisional 2010 United Kingdom data

1009080706050403020100

Construction of buildings

Specialised construction activities

2008 2009 2010

Civil engineering

Source: Annual Business Survey (ABS) - Office National Statistics

£ billion

Other 0.90%Long-term storage 0.74%Rejected 0.03%Efw Incineration 3.69%Incineration 4.99%Transfer (D) 9.99%Landfill 13.65%Transfer (R) 14.53%Treatment 21.33%Recovery 30.14%

England and Wales - Hazardous waste management

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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.

Brought to you by In association with Sponsored by

ThinkFM is a day of learning, debate, interaction and networking. Hubs include workplace, people, creating a competitive advantage

in the current economic environment.

Focus on one hub or move across all three.

Book now and save at www.thinkfm.comThinkFM is open to all FM professionals

To sponsor ThinkFM contact [email protected] or call 0845 058 1356

Ideas for Change How great facilities management makes the difference

18 June 2012, Royal College of Physicians, London

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FM MONITOR �STAN MITCHELL


AN INTRODUCTION TO RELEVANT FM STANDARDS

STANDARDSStan Mitchell is chief executive of Key Facilities Management

Standards in facilities management have the potential to impact your career going forward, but also your standing as a professional within your organisation and the market as a whole. The professionalisation of FM cannot occur without the establishment of standards and what has been – and continues to be done – within the standards world is an essential part of that mix.

Throughout 2012, FM World will bring you a monthly update regarding what is happening in the UK, Europe and internationally within the standards world. In many cases, we will draw your attention to how these standards may be of value to you in your day-to-day working life.

The backgroundThrough an initiative that started in 2003, a group of FM professionals from across Europe decided that the time was right to collaborate. The aim was to bring together the collective experience of industry professionals and combine their perspectives to reach a definition of FM; this was the first step in establishing standards in FM as a professional discipline.

As with many pan-European initiatives that involve diverse individuals from a wide-range of backgrounds, this presented

n the first of a series of articles on standards in FM, Stan Mitchell

introduces the main standards bodies, and explains how they work together

several difficult challenges. What emerged was a standards

world with a hierarchy of relationships, starting with a National Standards Body (NSB), which in the case of the UK, is the British Standards Institution (BSI).

BSIMost of us will be aware that the BSI is involved in the development of standards across all aspects of business and commerce. Back in 2003, FM was not on the BSI radar, so in order to be able to participate in the development of the European Standards it was necessary to establish an FM committee. In co-operation with the British Institute of Facilities Management (BIFM) a new Committee was formed (FMW/1), which has led the contribution from a UK perspective into the CEN TC 348 work and contributed significantly in the development of the European Standards.

Following a recent review of the activities being undertaken

within BSI, FM was identified as being strategically important and was one of seven sectors retained within a new construction sector. This was in recognition of the growing importance of our sector.

Within Europe, there is a Regional Body called European Committee for Standardisation (CEN) in which the BSI is a member, along with other European NSBs.

CENThere are 31 counties across Europe that belong to CEN. The members are the NSBs that exist within each member country.

As part of this European initiative a new Technical Committee was formed (CEN TC 348), which continues to operate and manage the development of a series of European Standards.

ISOFinally, there is the International Organisation for Standards (ISO), which most of us will be familiar with in relation to a variety of international standards that we encounter every day within the workplace. The BSI is a member body of ISO and CEN has a working relationship with it.

From an international perspective, ISO represents 162 countries across the world. While FM has not previously been recognised as a discipline, it is pleasing that this is tochange in

I the foreseeable future.A formal approach was

made to ISO by the BSI several months ago, supported by the Global Facilities Management Association (Global FM), to establish a new FM committee within ISO.

This approach was driven in part by the opportunity to promote standards across the profession on a broader international platform, but also in part due to the requirement within the rules of CEN to review the first two standards that were published in 2006 within a five–year period.

Through an agreement between CEN and ISO called the Vienna Agreement, such a review can be passed on between the organisations. A decision was taken at a recent meeting of CEN TC 348 in Prague in December 2011 to invoke this agreement and pass over two standards, BS EN 15521-1 ‘Facility Management – Terms and Definitions’, and BS EN 15221-2 ‘Guidance on how to prepare Facilities management Agreements’, to the new ISO FM committee when formed.

In a recent development, approval has just been granted within ISO to the establishment of a new ISO committee for FM.

A future article will feature further details regarding this new Technical Committee and its plans to further the knowledge and awareness of FM as a distinct professional discipline worldwide.

Stan Mitchell is chief executive of Key Facilities Management International, chairman of BSI facilities management committee, past chair of BIFM and founding chair of Global FM.

“The professionalisation of FM management cannot occur without the establishment of standards and what has been – and continues to be done – within the standards world”

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FM MONITOR �HYWEL DAVIES

BUILDING LOGBOOKS

TECHNICALHywel Davies is technical director of CIBSE

Whenever a new building is handed over, it should be accompanied by a building logbook. This is expected to provide enough information about the building and the building services installed to enable the new owner or occupier to be able to operate and maintain it in an energy efficient way. This requirement is not just good advice, it is now an explicit requirement of the Building Regulations (2010), set out in Regulation 40.

Building logbooks originally came into Part L of the Building Regulations in 2002, when advice about logbooks was included within the Approved Document for the first time. This was further reinforced in the 2006 edition and then, in 2010, logbooks became part of the Regulations themselves.

But what should a building manager expect to find in a logbook? Is it an oasis of valuable information, or insubstantial mirage, just waiting to disappoint?

Facilities managers taking on a new or a refurbished building need to know how the building is meant to work and how it is serviced. Without this information, they have little chance of managing the building in the manner envisaged and intended by the designer. Without such guidance, they

logbook contains a building’s vital statistics – a medical history that any

incoming facilities manager can use to keep a site in the peak of health, says Hywel Davies

will struggle to run the building effectively and efficiently.

Logging onThe facilities manager should expect to be given a logbook that summarises how the designer intended the building and its systems to work, in readily understandable, non-specialist language. The logbook should describe the major systems within the building for heating, ventilation and cooling, and for domestic hot water. It should explain how the systems are intended to function and how they should be maintained.

The logbook should also provide a means to log the energy use and maintenance of the services within the building.

Such a simple, easy to use summary is not available amid all the detailed information contained in operation and maintenance (O&M) manuals. The building logbook is not meant to be a new name for the O&M manual, or the health and safety file, any more than the car buyer expects to get a Haynes workshop guide as a user manual.

What to expectA building logbook should fulfil the following functions:

Provide a simple summary of the building● Summarise all the key information about the building, including the original design, the key commissioning and handover details, and information explaining how to manage and maintain the building ● It must provide a strategic understanding of how the building is meant to work that can be understood by a non-specialist building manager, such as the design intent.

Provide a single key reference point ● The logbook should bring together the key information about the building, which may be dispersed throughout a range of documents● The logbook should be the single document in which key building energy information is logged and kept. It could be regarded as the hub document linking other relevant documents.

Provide a source of information and training material● The logbook should be written for everyday use and reference by building managers who are not graduate engineers, explaining the basic design and operating regime to them. It should be written to be used by those involved in the daily management or running of the

A building or working on it. It may also play a role in training and induction for the facilities management team.

Be a dynamic document ● Logbooks should be the single place to record maintenance and energy performance data for use to help manage the building ● It ought to be the primary place to record maintenance work, energy performance and any changes to the building or the building services systems● Putting the logbook into regular practical use maintains a historical record of the building and its changes and alterations, and provides a basis for monitoring energy performance and user satisfaction that is often lacking at the moment.

Considering the value of property assets, it seems irresponsible not to do these things, but too often building management is left in the dark about the building. A well prepared logbook can certainly change that, especially where the building owner understands its value and sets out to make regular use of it. As clients seek better performance from their buildings, building logbooks offer a simple way to deliver that improvement. FM

Further information:CIBSE produce the Building logbook toolkit, which includes guidance for authors and digital templates on CD-ROM, see tinyurl.com/CIBSElogbook

The Carbon Trust also produces guidance for users of building logbooks, Good Practice Guide 348, available to registered users of the Carbon Trust website, see tinyurl.com/carbontrustgpg348

The Building Regulations 2010, Statutory Instrument 2010 No. 2214 can be freely downloaded from tinyurl.com/buildreg

“The logbook should describe the major systems within the building for heating, ventilation, cooling, and hot water”

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BIFM NEWS� BIFM.ORG.UK


CAREER DEVELOPMENT

Career resolutionsNew Year resolution anyone? Is it time for a change of role? Do you need to update your CV? Or would it be useful to review your options in the job market?

We all know the life expectancy of new year resolutions, but you don’t need to let this one slip through your grasp because help is at hand in the shape of the C2 Careers Consultancy service.

Sometimes, just talking through your ideas with a good listener who takes you seriously can help you to clarify what you really want to achieve. A professional career coach can ask you questions that make you think more constructively about your career ambitions and develop them into realistic plans. A coach can also help you to identify achievable first steps to get you moving towards your goals.

The BIFM is working in partnership with C2 to provide competitively priced career coaching services to its members. C2, part of the Careers Group at the University of London, has more than 16 years’ experience in helping professionals to realise their career potential and bring about successful career change and development.

i Visit www.bifm.org.uk/careersservice or [email protected] or call 020 7863 6060

THINKFM

Be an early bird at ThinkFMYou can now book and make early-bird savings for ThinkFM.

ThinkFM takes place on 18 June 2012 in central London, brought to you by the BIFM in association with Workplace Law. It 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.

Hubs for 2012 include:● Workplace: making spaces work ● People: inspiring the team ● Competitive advantage: driving performance and value.

i For full details, visit www.thinkfm.com, which includes information on the venue, programmes and booking details, email [email protected] or call 0870 163 2804

DIARY DATES

Key BIFM dates 2012January 16 BIFM award entries open.www.bifm.org.uk/awards2012

January 31 3-for-2 launch offer on BIFM SkillZone ends.S

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BIFM TRAINING

UPDATE YOUR IOSH ‘MANAGING SAFELY’ CERTIFICATE

Perfect for the new year is our new IOSH Managing Safely refresher course, which will provide you with continued support in managing the health and safety issues in your workplace.

Our fun and interactive programme will help you to revise the key responsibilities of managers and those responsible for health and safety, while also providing a valuable update on the relevant changes in good practice, legislation and standards.

As part of the course you will:● Revisit the benefits of managing health and safety● Revise the risk assessment process● Review how to choose the best method to control risks● Revise and update the legal requirements of managers● Take a fresh look at how to investigate accidents and incidents● Gain information on how to review and measure performance for continual improvement and learn from previous performance.

The training will help you to grasp the complex subject of health and safety and manage risks both sensibly and intelligently, concentrating on the real issues surrounding health and safety that affect your workplace. The trainers will help you to translate what you have learned into something

meaningful in your workplace and use accelerated learning techniques to help you to embed your learning into your normal patterns of behaviour at work for you and your team.

The course is brought to life by real examples of best practice. There are also case studies of where organisations have failed so you can learn from mistakes as well as examples of good health and safety practice across all sectors.

Booking informationThe IOSH refresher day next runs on 21 February 2012 or 20 September 2012 in central London. Delegates must have completed an IOSH Managing Safely course within three years of attending this refresher day. You can book by emailing [email protected] or online at www.bifm-training.com. We will ask that you provide your IOSH Managing Safely certificate before course-joining instructions can be issued.

This course is accredited by IOSH, the world’s leading professional body for health and safety practitioners and is delivered by System Concepts, an IOSH approved course provider. Please note we also run the full five-day IOSH Managing Safely course. The next date is 5-9 March 2012 in central London.

i To speak to one of the team call 020 7404 4440. Don’t forget you can follow us via facebook.com/bifmtraining and twitter.com/bifmtraining

KEEP IN TOUCH

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

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

www.fm-world.co.uk

www.bifm.org.uk/skillzone

April 27 BIFM Awards entries close (excluding FM of the Year category)www.bifm.org.uk/awards2012

May 15-17 The Facilities Show, Birmingham NECwww.facilitiesshow.com

June 18 ThinkFM Conference, brought to you by the BIFM in association with Workplace Law. www.thinkfm.com

June 28 World FM Day www.globalfm.org

July 20 BIFM FM of the Year award entry closes www.bifm.org.uk/awards2012

October 8 BIFM Awards www.bifm.org.uk/awards2012

October 9-10 Total Workplace Management, London Olympia www.twmexpo.com

November 5-9 Workplace Week www.workplaceweek.com

MEMBERS

New membersThe following organisations joined the BIFM as corporate members in November 2011: Area Sq – FM supplierCardiff County Council – In-house FM teamExpress Vending – Product supplier Martek Contracts – FM supplierPlastic Surgeon – Product supplier R. Neck & Son – FM supplierRecolight – FM supplierServest Group – FM supplierShield (London) – FM supplierSpectrum Service Solutions – FM supplierUnite Technologies – Product supplier

BIFM COMMENT

t is at this time of year that many people choose to reflect on the year gone by and focus on the year ahead. For many of us, that might include changes in habits or lifestyles. Whatever your personal resolution for 2012, I would like to bring you

the very latest information on the changes we have resolved to make at the BIFM over the coming year.

During the last quarter of 2011, the board finalised its strategy for 2012, recognising that the economy is unlikely to improve and will probably deteriorate. The institute recognises that this same pressure affects all of our members, individual and corporate, and therefore we have to be more ‘fleet-of-foot’ delivering our commitments to you. During the past few months, we have delivered new benefits and services including FM Benchmarking, a careers advisory service, an online e-learning portal and roundtable events, to mention just a few. However, we are not resting on our laurels. We have much more to deliver, including a brand new website with better navigation, event booking, knowledge portal and automation.

Over the past few weeks, we have looked at how we operate and have implemented some new ways of working:

Agile - We will make quicker decisions and implement them faster. Our management team is already committed to this.Transparent – We will be more open as an institute. We will keep our stakeholders informed

and develop new communication platforms where necessary.Responsive – We will listen more and be open to change, especially when our members are telling us we need to.Not risk averse – We will take measured risk in order to deliver our promises, rather than fail to deliver because we wait for the perfect opportunity.Enjoy the challenge – The year 2012 will be very challenging, but we enter into it motivated and aware of what we have to achieve. Rather than be afraid of the challenge, we embrace it and look forward to celebrating success.

I am proud to work with a dynamic team at the institute’s offices in Bishop’s Stortford. Added to that, there are over 260 volunteers across the UK. With the tough challenges ahead, we have resolved to change and adapt and are all dedicated to delivering our commitments. On behalf of us all at the BIFM, the board, staff and volunteers alike, may I take this opportunity to wish you a very prosperous 2012.

[email protected]

I

NEW WAYS OF WORKING

“THE YEAR 2012 WILL BE VERY CHALLENGING, BUT WE ENTER INTO IT MOTIVATED AND AWARE OF WHAT WE HAVE TO ACHIEVE. RATHER THAN BE AFRAID OF THE CHALLENGE, WE EMBRACE IT AND LOOK FORWARD TO CELEBRATING SUCCESS”

Gareth Tancredis interim chiefexecutive officer

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Accelerate yourFM prospects

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

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

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

To speed up your FM prospects ACT FAST and join the BIFM today.

T: 0845 058 1358 E: [email protected]

www.bifm.org.uk

BIFM accelerate NEW 186x123.indd 1 2/8/10 12:13:00

HOT DATES

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

FEBRUARY COURSES 7 The Tender Process8 Selecting & Controlling Contractors on Site8 Contract Management9 Negotiating to Win15-16 Disaster Recovery & Business Continuity21-23 Understanding FM Foundation - (optional) ILM Level 3 Award or Certificate in FM - FULL21 IOSH Managing Safely Refresher Day22 Financial Management 1 - The Essentials23 Financial Management 2 - Getting Results27-2 Mar NEBOSH General Certificate in Occupational Health & Safety [WEEK 2] - FULL28-29 Managing Relocation, Fit-Out & Move28-29 Introduction to Sustainability

Plan and be ready in 2012

Discounted Contracting Trio The Tender Process (7 Feb), Contract Management (8 Feb) and Negotiating to Win (9 Feb) can be taken as one course for a reduced fee. Just £995 + VAT for BIFM Members. Please call us for details.

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NATIONAL BIFM EVENTS

24 January It’s all about presentation – making your point countBeth Goodyear from the FM Guru Consultancy will impart her expertise on delivering presentations. The former headof Ascot racecourse, with 14 years’ experience in operational and strategic FM, will provide valuable advice on developing and delivering presentations, including how to present information in the most cost-eff ective way to ensure that you get all the basics covered and create a seamless fl ow.Venue: Radisson Blu Hotel, London Stansted Airport, EssexContact: Email Graham Priceon [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 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

HOME COUNTIES REGION

25 January Risk management – are you prepared?Venue: TBCContact: [email protected] or call 07799 033 341

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

21 June FM beyond our bordersVenue: TBCContact: [email protected] or call 07799 033 341

SOUTH WEST REGION

17 February Cardiff Breakfast seminarThe theme for the breakfast seminar will be on maintenance. More specifi cally, we want to discuss the planned preventative maintenance versus the condition based maintenance approach. In addition, we will have a section on building fabric maintenance.Venue: Hilton Hotel, NewportContact: [email protected] or call 07710 603 835

INDUSTRY EVENTS 21 February 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? Venue: One America Square, London Contact: www.workplace-futures.co.uk, or call David on 020 8922 7491

26 February - 1 March 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 Green Build ExpoGreen Build Expo focuses primarily on professionals working in the volume housing and non-domestic building sectors. It is also known as the biggest sustainable building and refurbishment event in the northern parts of 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 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 Safety & Health ExpoEurope’s largest annual health and safety event returns to Birmingham. Venue: NEC BirminghamContact: www.safety-health-expo.co.uk

23-25 May BCO ConferenceThe usual ingredients will be on off er, including an outstanding series of plenary sessions, access to interesting projects and engaging seminars. Venue: Manchester Central, Petersfi eld, ManchesterContact: www.bco.org.uk

FM DIARY

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

Workspace management definedCondeco is the booking system to manage not just your meeting rooms and desks – but all available resources.

Our intelligent solutions allow you to operate more efficiently and make maximumuse of your workspace. The interactive signage and advanced reporting provide realtime utilisation data on which to base future business decisions.

Find out more: call +44 (0)20 7001 2055or go to www.condecosoftware.com

Room bookingDesk bookingVisitor managementInteractive room and desksignage

Intelligent managementreportsHospitality managementEvent management

Outlook and Lotus NotesintegrationCar park bookingResource scheduling


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BEHIND

THE JOB

NAME: Neelam BhallaJOB TITLE: Property and facilities co-ordinator ORGANISATION: Three (Part of Hutchison Whampoa Group) JOB DESCRIPTION: Operational responsibility and budgetary control over all areas delivered through our outsourced partners

How did you get into facilities management and what attracted you to the industry?I worked in both retail and events management throughout university. During this time, I was exposed to aspects of facilities management. My first role in FM was on a PFI project in a west London school, managing its asset. It really was a baptism of fire! I won’t name any names, but this site would be ideal material for a documentary programme. The environment was quite hostile, scary and incredibly unpredictable. I can count on one hand how many days over a period of nine months we didn’t get a brick through a window or a new tag of graffiti.

What has been your biggest career challenge to date?Probably my first managerial position for a company where I was managing multiple sites. It was my first time managing staff across all of the services and our customer base was absolutely huge.

If you could change one thing about the industry, what would it be?The perception of our industry. I’ve worked with people in the past who are in pivotal positions, but fail to grasp or understand that facilities management is people and relationship management, among many other things. Not only are you managing expectations, the environment and contracts, but you are building, improving and constantly developing relationships.

If I wasn’t in facilities management, I’d probably be… in marketing, design or communications. Either that or learning Chinese medicine and developing my martial arts in the mystical land of the Far East.

Which FM myth would you most like to put an end to?That service providers need to fear their clients. I’ve worked on both sides of the fence and I have to say it’s refreshing to work in an environment where we don’t dictate to our suppliers. We engage them and ask for their advice. Working with people on a level where you share ideas, opinions and feel safe to express concerns makes for a much better working environment for both parties. We are very lucky to have some great partners on site; working in this manner allows us to achieve what we set out to deliver.

What single piece of advice would you give to a young facilities manager starting out?Get talking. Facilities management, in my experience, is all about engaging people, whether that’s your colleagues, peers, customers, suppliers or other people in the industry. It all works to your advantage. I’d also suggest that you feel connected to what you do. Working in a role that requires multi-site management, for example, can make people feel quite disconnected in what they do. Engage with people – you learn things all the time, no matter how short or long a time you have been in the industry.

FM PEOPLE� MOVERS & SHAKERS


Cleaning and security services group Resource has made two appointments to its board.Dr Len O’Hagan (pictured) has been taken on as chairman of the group’s board. O’Hagan, who is Chairman of Belfast Harbour Commissioners, has a background in business development and will be responsible for developing and implementing strategic plans for growth. Martin Cole joins as board non-executive director. Cole has more than 20 years’ experience providing finance and business related services to companies across a variety of sectors.

BaxterStorey has appointed Sarah Miller (pictured) to the new position of Midlands and south England regional managing director. Miller, who reports to chief executive Noel Mahony, moves to BaxterStorey from Compass Group where she worked in several roles over almost 20 years. She has held senior positions in the business and industry and offshore divisions, including business director for Compass Group’s fine-dining section Restaurant Associates. Miller was most recently business director for Compass Group’s leisure division.

Mouchel Group has appointed David Shearer (pictured)as chairman, an executive noted for bringing financially troubled companies back from the brink. Shearer took up his appointment on 9 January, at which point Sir Michael Lyons, interim chairman, stepped back into his role as senior independent director.

Seddon Property Services has appointed Paul Hepples as business development manager for the north east of England. He joins Seddon from Constructionline, the national database of pre-qualified construction services.

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

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

FM innovations▼Who you gonna call this winter?During the winter, the worry for facilities managers is how to ensure their site remains both safe and functioning. Many employees managing to overcome transport problems and make it into work don’t want to arrive to fi nd a site that is severely hampered by snow and ice.

PHS Dynamics, market leaders of health and safety, and pollution protection products, is supporting the UK’s FMs in preparation for winter by taking orders and guaranteeing delivery of quality salt.

De-icing salt is just one of a broad range of products and services from Dynamics. Our catalogue includes: spill containment products, hazardous storage solutions, fl uid handling, health and safety products, on-site spill evaluations and training. W: www.phsdynamics.co.uk T: 02920 809090 (quoting S1423) E: [email protected]

▼Global Automatics unveils new doorA new version of the Premier-Slide 100 automatic door operator has just been launched by Global Automatics, one of the leaders in the market.

The new version of Premier-Slide 100 builds on the reliability and success of the original design for automatic sliding door solutions, and incorporates a number of innovations. Among these are a fi rst for the industry – a self diagnostics display as part of the fl ush-mounted doorframe switch, which will automatically and immediately display anything aff ecting the door operation so that users can identify it and re-set where appropriate or relay the information to an engineer so that they are well equipped before making a site visit. T: 0845 643 0013 E: [email protected] W: www.global-automatics.com

▲ Wilson Vale develops conference businessWilson Vale has won the catering contract with Broadway House, a leading conference and meetings venue in the heart of Westminster. Under a one-year contract worth £250,000 in annual turnover, the independent caterers will take over in January 2012.

Broadway House, part of EEF Venues – a portfolio of conference venues dedicated to meetings, conferences, team building and corporate events – is a six-storey Edwardian building situated directly opposite St James’ Park tube station and a 10 minute walk from Victoria, Waterloo and Charing Cross. Broadway House has 12 conference and meeting rooms with high-spec facilities for up to 110 delegates. Each room can be confi gured diff erently, depending on client requirements. T: 0845 862 33 66 W: www.eefvenues.co.uk

▲ Another year of success for SelectaSelecta has once again demonstrated its commitment to a range of good causes by providing fi nancial support for a number of community schemes during 2011.

It marks another year of charitable giving by one of the UK and Ireland’s leading vending services providers through its Selecta in the Community scheme, which gives Selecta employees the chance to nominate deserving causes. Eleven projects were supported by Selecta in 2011, including lesser-known charities like the Stiff Person Syndrome Support Group (SMS), which provides support for people diagnosed with this rare condition. Selecta also supported Derwentside Carers Centre in County Durham and Ghana World Challenge, Selecta staff . T: 0844 7360 209 E: [email protected] W: www.selecta.co.uk

▲ 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.

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 guard dogs. W: www.lapasecurity.co.uk T:01322 615 271

▲ Cresswell wins back cleaning contractCresswell, cleaning and facilities management is delighted to have regained a high-status contract that it lost just over a year ago.

After a competitive tender process, leading fi nancial products and services provider F&C Reit has now re-awarded the South London-based sustainable contract cleaning company with three sites in the centre of London. The contract commenced at the end of October 2011.

Cresswell and F&C Reit have been working together since January 2005, but now, along with the one existing building which it had originally retained, Cresswell is responsible for the common area cleaning of a total of four impressive sites, ranging from a shopping arcade to a nine-fl oor building.Cresswell is both ISO9001 & ISO14001 accredited. T: 020 7252 1101 E: [email protected]

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


FM marketplace

Clifton Chase Property Recruitment wishes you all a prosperous 2012.

Clifton Chase offer both Temporary and

Permanent recruitment solutions to a diverse

range of clients.

For all your FM and M&E requirements

please visit www.cliftonchase.com

or call us on 020 7000 3953.

Coaching for career successIt’s never been more important to have personal resilience and self-belief so that you can roll with the times, overcome set-backs, and succeed despite the current climate.

To support you, we are offering a discounted three-session package that will help you become more robust, and capable of taking on any challenge life and business can throw at you.

Contact us today to find out how we can help you get ahead.

Tel: 01778 561326 www.lizkentishcoaching.co.uk

Providing Quality People

Wishing all our Clients, current and future, a very

Happy and Prosperous New Year!

We are celebrating 30 years in 2012!

London 020 7630 5144 Leeds 0113 242 8055www.c22.co.uk

Move Business ClassSome people are just better at moving than othersMulti Award Winning Corporate Relocation & Framework/Churn Specialist

Premier MovesPremier House, 1 Ardra Road

London, N9 0BDTelephone: 020 8976 2100

headoffi [email protected]

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

Appointments

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

Find your ideal FM job at www.fm-world.co.uk/jobs

fm-world.co.uk/jobs

Account

Director –

TFM Delivery

South East of

England – London

will be th

e hub

£65k to 75k + Car

Allowance+ Benefi ts

n bCar

ene efi ts

Energy Manager

London and South

East£48-57k Plus

Bonus + CarEn willln£65k5k to

7

Allowawance+ B

Commerical

FM & Property

Manager

Central L

ondon

£35000 - £45000

gyy

Facilities

Controller/

Engineering

Adviser

Bishops Tachbrook near

Leamington Spa

£39,747 - £42,085 + benefi ts

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44�| 12 JANUARY 2012�| FM WORLD jobs.fm-world.co.ukjobs.fm-world.co.ukjobs.fm-world.co.uk

FM Opportunities

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

[email protected] or call +44 (0)207 478 2500 to speak to a consultant.

NEW WEBSITE: www.cobaltrecruitment.com

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

London, Manchester, Melbourne, Singapore.

General Manager (PFI NHS) | Home Counties £65,000 - £70,000

The GM is responsible for the TFM delivery for a £20m contract. You must have excellent communication skills and have a clear understanding of how the PFI model works, you will liaise with the trust and SPV on a regular basis. You must have strong client relationship building skills and the ability to lead a sizable workforce. An excellent opportunity for a senior candidate looking for a challenging opportunity to kick off the New Year. Ref: 27716

Strategic Account Development Manager | London £50k plus package

This role is to lead the organic growth across existing commercial accounts within a TFM provider. You will gain an excellent understanding of the commercial business unit’s strengths in order to indentify growth solutions. You will work across numerous contracts and liaise with the relevant team of Operations Directors. You must be commercially astute, understand the need for strong client relationship management, continuous improvement, contractual awareness and overall business grow wth. Ref: 27615

Facilities Manager | London £35,000- 40,000

This role will sit within a small team to ensure the effective delivery of FM services to a large single site in Central London. Predominantly a commercial office space the building also includes some retail and leisure usage. This position requires an individual with a technical background in M&E engineering and experience working within an FM role in a commercial property. Experience working for a managing agent and exposure to service charge budgeting will also be beneficial. Ref: 27204

Statutory Compliance Officer) | London Temp Contract 12 months - £25/hr

A London Borough Council is seeking a compliance officer for a temporary position to advise the FM management team on all aspects of Health and Safety in relation to the management and maintenance of the organisations property portfolio. You must be NEBOSH Certified with strong project management skills and an advanced knowledge of Health & Safety legislation. Previous experience in a compliance role is essential, preferably within a local authority or public sector organisation. Ref: 27701

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

‘Judd Farris has advertised a number of nationwide opportunities on the new FM World Jobs website and we have found the response to be of an extremely high caliber. The roles advertised have been at various diff erent levels from junior to senior management and we have noted an excellent response to all with applicants coming from diverse and varied backgrounds.’

Katie Noble Associate Director - Judd Farris

For advertising opportunities callCarly Gregory on 020 7324 2755or email [email protected]

Advertising your products and services in FM World will keep your business moving forward

but don’t just take our word for it ...

RECRTestimonial QP.indd 1 5/1/12 15:42:24


FM WORLD |�12 JANUARY 2012 |�45jobs.fm-world.co.uk

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•

CoffeeCV HPH.indd 1 21/10/10 10:22:15

Global Opportunity For a Group Facilities ManagerWith one of the Leading International Retail Companies

M.H. Alshaya Co. is a leading international franchise operator for over 55 of the world’s most recognised retail brands, including Starbucks, H&M, Mothercare, Debenhams, American Eagle, Pottery Barn, Pottery Barn Kids, P.F. Chang’s, Office Depot and Boots. The company operates over 2000 stores across 7 divisions: Fashion & Footwear, Health & Beauty, Food Service, Optics, Pharmacy, Office Supplies and Home Furnishings.

Alshaya stores can currently be found in 17 markets across the Middle East, North Africa, Turkey, Cyprus, Russia, Poland, Slovakia, the Czech Republic and the UK. It employs more than 22,000 people from over 80 nationalities.

Alshaya is seeking an International Group Facilities Manager

The Group Facilities Manager will be required to lead the Facilities function across the company’s diverse portfolios in Markets ranging from North Africa, Russia, Turkey, Eastern Europe and the Middle East. The role combines elements of both strategic and operational facilities management. The successful candidate will identify current business opportunities whilst maintaining international best practice throughout the company. You will be a strong influencer and communicator at all levels, combined with a proven ability to implement, maintain and measure the impact of facilities initiatives. You will be comfortable managing the complexity of an international matrix organization and have proven leadership and motivational skills preferably in a similarly challenging multicultural environment. This role is based in Dubai but will require substantial international travel.

To apply to our vacancy, please visit http://careers.alshaya.com and use the following vacancy reference number: AS 7011.


PREMIER SHOW THEIR MOVES TO TAKE TOURNAMENT TROPHYThey came from far and wide. Software engineers from FSI, Ion IT and Condeco; recruiters from Catch 22, Clifton Chance and Premier Moves; cleaners from Country Wide and Dynamic; caterers from Aramark; service providers from Mitie and Ecovert; compliance consultants from Office Test; the sturdy men of the institute (shirt logo – “Bend it like BIFM”) and the men and women of the Women in FM. All united in a single pursuit, a common cause: victory, glorious victory – and first dibs on the sausage rolls.

Yes, FM World’s Winter Football Tournament, held under the bright(ish) lights of Goals Perivale on Wednesday 14 December, was a great success. At least a hundred people turned up to take part,

spectate and shout things such as “man on”, “get tight” and “it’s supposed to go in the goal, isn’t it?”

Three hours of good natured five-a-side flew by, with combatants fuelled by orange squash and cheered on by silver pom-poms. At the end of play it was the yellow and blue of Premier Moves that prevailed in a pulsating final against Office Test. Premier took the trophy, but needless to say the real winner on the night was football itself.

Many thanks to all who turned up – a good evening was had by all, and we’re already planning the next FM World tournament in the spring. If you think you can muster a team, email [email protected]. See you there!

CAFM IN THE CLOUD /// PUTTING THE BUSINESS CASE FOR CAFM /// CASE STUDY – FACILITIES MANAGEMENT AT TATA STEEL /// USING ASSET MANAGEMENT SOFTWARE /// USING ASSET MANAGEMENT SOFTWARE /// WHAT BS EN 15221 MEANS IN PRACTICE /// ALL THE LATEST NEWS, ANALYSIS AND COMMENT

IN THE NEXT ISSUE OUT 26 JANUARY

MATURED FOR 125 YEARS News that Universities Partnerships Programme (UPP) has agreed a contract to manage student accommodation at the University of Reading for 125 years has got us thinking. 125 years is, well, a very long time indeed. It's likely to involve…

31 WORLD CUP FINAL TOURNAMENTS

3 CHANGES OF MONARCH

25 GENERAL ELECTIONS

1 MANNED MISSION TO MARS (MINIMUM)It looks even more impressive if you work it backwards. If 2012 had been the last year of the deal, it would have started in 1887. Queen Victoria was still in mourning, the invention of manned fl ight was still a few years off , Bertha Benz was a year away from the fi rst ever road trip by car, and the telephone had yet to be invented.

FINAL WORD� NOTES FROM AROUND THE WORLD OF FM


“To the contrary of what most people assume, financial gain is not the main motivation for arson. Mostly it's revenge attacks from people who are drunk or on drugs, whose civilisation has been temporarily suspended. And

ironically, under the management of health and safety at work regulations 1999, you have a duty of care to ensure a safe place of work for everyone in your building – including the arsonists."Stewart Kidd at the BIFM Ireland conference

THE SAMEDAYS

2NO Premier Moves' winning team of Dave Russinger, Alex Rushbrooke, Craig Sweetingham, Chris Dumoulin, Harry Edwards, Michael Oliver and Joe Arojojoye (left); the road to victory (below)

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UNMISSABLE.

UNBEATABLE.UNFORGETTABLE.BE PART OF THE AWARD WINNING SHOW THAT ATTRACTED 17,822* ATTENDEES, 48% OF THEM HAVING A BUDGET EXCEEDING £1M, IN 2011.**FOR MORE INFORMATION ON STAND BOOKINGS AND SPONSORSHIP OPPORTUNITIES CONTACT, [email protected] OR CALL +44 (0)20 7921 8660THE FACILITIES SHOW IS PART OF THE PROTECTION & MANAGEMENT SERIES, UNITING FACILITIES & ESTATES MANAGEMENT WITH SECURITY, FIRE AND SAFETY PROFESSIONALS.

IN ASSOCIATION WITH

15-17 MAY 2012NEC BIRMINGHAMwww.facilitiesshow.com

*ABC AUDIT 17,822 FOR SAFETY AND HEALTH EXPO AND THE FACILITIES SHOW 2011, 17 -19 MAY 2011. VISITOR ATTENDANCE 15,138; EXHIBITOR ATTENDANCE 2,684. **TAKEN FROM INDEPENDENT SHOW RESEARCH BY FUSION COMMUNICATIONS.

ORGANISED BY

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DA0045/2

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FM World 2012-1-12

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Transcript of FM World 2012-1-12