FM World 2012--2-09

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 9 FEBRUARY 2012

FMwww.fm-world.co.uk World

New Scope 3 – a fuller measure of building performance?

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VOL 9 ISSUE 3 �9 FEBRUARY 2012

FM WORLD |�9 FEBRUARY 2012 |�03

CONTENTS

FEATURES

14 NPD Scotland: PFI is dead, long live NPD. Frazer

Wardhaugh explains how a re-think in public financing of major projects will impact Scottish FM.

18 Scope 3: New greenhouse gas protocols will allow

for a more accurate gauge of CO2 emissions, by measuring both up and downstream outputs.

22 Lessons from Sydney: Nick Brook argues that

London can learn much from Sydney’s business preparations ahead of the 2000 Olympic Games

OPINION

12 Diary of a facilities manager: Lionel Prodgers discusses the impact on social media on truth in business

13 Five minutes with Kenneth Freeman at Ambius

42 No Two Days

MONITOR

28 Technical: EC-based fan-coils could cut the power demands of your site

29 Legal: Reforms to the EU laws covering data protection

30 Insight: Market intelligence

31 How to: A buyers’ guide for specifiers of Internet Protocol CCTV

REGULARS

32 BIFM news37 People & Jobs39 Appointments

14 | PFI Scotland 18 | Ropemaker Place 22 | London Olympics6 | DIO announces shortlist

NEWS

6 DIO shortlists four companies in £1bn training estate deal

7 Edinburgh City Council calls off proposed outsourcing to Mitie

8 Project of the Fortnight: Dunfirmline’s Carnegie pool makes a splash

9 Think Tank: Will you revisit your budget in view of poor GDP figures?

10 Business news: Graeme Davies contemplates the possibility of recession

11 OCS saves 1,500 jobs in Fountains rescue package

COVER IMAGE:Alamy

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www.fm-world.co.uk FM WORLD |�9 FEBRUARY 2012 |�05

LEADER

would like to ask you a few questions. And frankly, I’ll understand if you’re reticent about answering. So many people are inviting facilities managers to say what they think these days that there’s a danger of you being already worn out

by such requests. And yes, we’re only just into February.I have to mention this because FM World is going through something of an interaction

frenzy right now. Not content just to ask you to rate the magazine so that we can be sure we’re doing what you want us to do, we’re also inviting you to complete our annual salary survey. (Naturally enough, we’re offering incentives for you to complete both questionnaires – see page 7.) On top of this, we’re expanding the scope of our regular FM 100 feature and inviting you to join the LinkedIn group we’ve set up for it (it’s now called FM Think Tank – see page 9).

Finally – for now, at least – we’re running a roundtable event on 29 February focusing on perhaps the most contentious of FM’s recurring themes: procurement. If you think you have something to say about the relationship between facilities and procurement departments and the tensions between them, let me know – we’re looking to get a balance around the table from both sides of the divide. The event is being held here at our London offices, in association with our sister magazine Supply Management, the official title of the Chartered Institute of Purchasing and Supply (CIPS).

So – questions, more questions and even your physical presence. Should we be asking so much of you? After all, if there’s one thing that FMs are famously short of it’s time. Naturally, I’m hopeful that the answer is yes: you may be time-poor, but we also know that you’re communication-rich. In this most sociable of industries, the knowledge we share can only help drive the sector forward; your involvement in our initiatives will help us produce content that will be of value to you in the longer term. (We’d never get you involved unless something tangible comes as a result.)

Of course, the slow but steady evolution of social media is another part of the equation. It shouldn’t come as any surprise that FM is already well represented online by practitioners, suppliers, academics and representative organisations (see Insight, page 30). The sector has always been at the vanguard of new forms of communication, and the way we all use the information we glean from Twitter, LinkedIn, Facebook et al continues to lead to exciting new projects.

In the space of just two weeks I’ve attended the FM Forum, a Workplace Law research programme initiative and a meeting with one of BIFM’s particularly active special interest groups. All have led to the development of themes that you’ll see take shape in these pages as the year progresses. In short, the more we talk, the more we can plan with confidence. So, please get in touch. We’ll always value your input and you’ll be helping us in our mission to inform the wider FM audience. Whatever your preferred method of communication, we’ll always be happy to hear from you.

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

EDITORIALTel: 020 7880 6229email: [email protected]

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

ADVERTISING AND MARKETINGemail: [email protected]

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

PRODUCTIONproduction manager: Jane Eastermanproduction executive: Aysha Miah

PUBLISHINGpublishing director: Steve Bagshaw

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

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

EDITORIAL ADVISORY BOARDSimon Ball, business development manager, Interserve ⁄Jason Choy, director, Persus⁄ Ismena Clout, energy consultant, powerPerfector ⁄ Nick Cook, managing director, Haywards ⁄ Robert Greenfi eld, group SHEQ director, GSH ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Lionel Prodgers, principal, Agents4RM ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM Tutor and author ⁄ Chris Wood, senior associate at Advanced Workplace Associates

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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“YOU MAY BE TIME-POOR, BUT WE ALSO KNOW THAT YOU’RE COMMUNICATION-RICH. KNOWLEDGE WE SHARE CAN HELP DRIVE THE SECTOR FORWARD.”

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DIO lists four in £1bn training estate dealDAVID [email protected]

The Defence Infrastructure Organisation (DIO) has shortlisted four bidders to run its training estate in a deal worth just under £1 billion.

The shortlisted companies are: Babcock Support Services; Kellogg Brown & Root in partnership with Balfour Beatty Workplace; Landmarc Support Services; and a partnership of Serco, BAE Systems Surface Ships and Kier Regional.

The National Training Estate Prime contract is worth up to £950 million, covers around 200,000 hectares and is being procured under the DIO’s Next Generation Estate Contracts (NGEC) programme.

A statement from the DIO said it now wants to see a range of specialist suppliers, including small- and medium-sized companies, start talking to the four shortlisted providers to ensure a well-organised supply chain.

Key sites will include Salisbury Plain Training Area, Catterick Training Area, Dartmoor, Sennybridge and Otterburn. There is also an option for elements of the Reserve Forces’ and Cadets’ Association estate to be included in the contract.

Services range from managing air-weapons ranges to providing laundry services.

A competitive dialogue process to decide on a final provider will start in mid 2013, according to the defence statement.

Steve Rice, head of the NGEC programme, said the prime contract covers a significant expanse of the DIO’s overall estate, including a wide variety of built assets, types of terrain and service outputs.

“I would urge smaller businesses

to consider where and how they might contribute within supply chains and to start liaising directly with the bidders,” said Rice.

Subcontracts may include:● Range and training area operations, including warden duties, safety radar and surveillance equipment, advice on use of targets, provision of scoring technologies and disposal of military debris and ordnance● Rural estate management, from rent collection and planning matters, to snow and ice clearance● Built estate management, including allocation of accommodation, planned maintenance, cleaning, caretaking and waste disposal● Forestry and conservation, such as long-term management plans, harvesting, scrub clearance and pest vermin control● Catering of full meals in training

ESTATE DEAL

camp dining rooms, and canteens and provision of packed meals● National helpdesk, with 24/7 assistance for maintenance, repairs and range bookings● Landscaping of ranges, which can include dry stone walling and fencing● Heritage and site responsibilities, such as protection and,

when needed, provision of archaeological services.

The DIO was formed in April last year when the former Defence Estates organisation merged with other property and infrastructure functions within the defence department.

The Department of Health has created NHS Property Services to take ownership of and manage part of the primary-care trust estate.

Health secretary Andrew Lansley made the formal announcement in a written ministerial statement, ending speculation about what the business would be called.

Much of the primary care estate will move over to the new business.

“The company will take ownership of and manage that part of the existing primary care

trust estate that will not transfer to National Health Service community care providers under the plans for healthcare reform set out in the Health and Social Care Bill,” the statement said.

Final details of the operation of NHS Property Services “will be finalised in the coming months”.

Its objectives will be to “hold property for use by community and primary care services, including for use by social enterprises”.

It will also ensure that services delivered to the property are deemed “value for money”.

To this end, it will “cut costs of administering the estate by consolidating the management of over 150 estates”.

NHS Property Services will also dispose of surplus property.

“Properties to be transferred to NHS Property Services will include some operational estate, estate with multiple occupiers, office and admin estate, estate to be occupied by social enterprises and surplus estate,” said the statement.

Existing contracts for estate services will be honoured and remain in place, Lansley said.

REAL ESTATE

NHS Property Services takes on health estateIS

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In the crosshairs: bidders target the DIO contract worth almost £1bn

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FM World has launched its annual salary survey, with BIFM members and site visitors invited to take part.

The questionnaire, which takes 10 minutes to complete online, asks about basic salary, bonus and benefits, and the issues that matter most to FMs in the development of their careers. Readers who complete the survey will be entered into a free draw to win £250.

FM World’s last salary survey at the end of 2010 established that security and good career prospects were uppermost in the minds of respondents. Salaries were fairly static, with just 37 per cent reporting an annual increase and 36 per cent reporting no increase.

Client-side facilities professionals were more likely to have received a pay rise than their supply side counterparts. Bonuses, too, were

FM World launches salary survey

in decline – almost 45 per cent received no bonus. Those FMs who did receive one found it was smaller than in previous years.

The 2012 survey is being launched during a time of unprecedented economic flux. FM World readers are invited to help build a complete and accurate picture of sector salary packages.

The deadline for completing the survey is Friday, 2 March and results will be published in April.

We’ve also re-opened our readership salary, to find out what you want from the magazine and to catch those readers who may not have been around during December when we first ran it. There’s a prize draw for £500 for this one. In both cases, answers will be treated as confidential and not disclosed to anyone who isn’t connected to the survey. Results will be analysed only in aggregate form by an independent data analysis provider.

www.tinyurl.com/FMWorldSalarySurvey

www.tinyurl.com/FMWorldReaderSurvey

Green light for Blue LightAvon and Somerset Police Authority has got the green light to build a £129 million operations base,and other buildings. Blue Light consortium will build and operate the facilities under the Public Private Finance Initiative project. Blue Light is led by Bilfinger Berger Project Investments and comprises Miller Construction and Cofely, the energy, environmental and facilities management division of energy group GDF Suez. The first building is set for completion in January 2014 and the last in March that year. The operations base will be in Bridgwater, south Somerset and the custody and crime investigation centres will be just outside Bristol. A firearms training centre will be near police headquarters in Portishead, on the banks of the Severn Estuary, close to Bristol.

Compass builds rapportCompass Group UK & Ireland is pushing into the high-end concierge sector with the launch of a specialist division. Called Rapport, the division is aimed primarily at the business and industry sectors. Rapport will work with Compass’ executive dining business Restaurant Associates and its security business VSG. Services include reception, concierge, client meeting rooms, switchboard and other call services.

Court challenge for FiT The government is considering an appeal to the Supreme Court after another failed attempt to enforce its slashed Feed-in Tariffs (FiT) for solar energy. The Court of Appeal upheld a High Court ruling that the Department of Energy and Climate Change’s (DECC) attempt to cut the FiTs for electricity from accredited photovoltaic installations before the end of its consultation period had been unlawful. DECC wants the highest FiT of 43.3 pence per kWh to drop to 21 pence, retroactive from 13 December 2011 and not April 1, as originally planned.

OCS in the fast laneLotus racing cars in the British GT Championship and GT4 endurance series will carry the OCS logo. The corporate sponsorship deal comes after OCS expended its services to Lotus from document management to include grounds and track maintenance, office cleaning and catering.

FM WORLD SURVEYS

Edinburgh City Council has decided against outsourcing its £38 million FM spend to Mitie, according to a council statement.

Mitie was recently named preferred bidder for the contract, seeing off a partnership between Capita and Carillion.

But after a council meeting that was to give the final go-ahead for the deal, a statement was issued saying the deal was off.

Also scrapped was a major corporate and transactional outsourcing contract for which Capita had been the preferred bidder over BT.

“Councillors in Edinburgh today voted to terminate the procurement process without award of any contract for the integrated facilities management and corporate and transactional workstreams,” the council said.

Council officers “will now focus on implementing a programme of

improvement based on the vision set out in the council’s internal improvement plans” for FM and transactional services.

“We now have clear council decisions on both work-streams,” said Sue Bruce, council chief executive. “I look forward to working with the staff and trades unions representatives to deliver the improvements to

which we have all now committed.”The procurement process for

the estimated £38 million annual FM spend began in December 2009, as FM World reported.

Services to be included were reactive and planned building maintenance, all design work including architectural, land and building surveying, catering, cleaning, and security.

Edinburgh council deal is scrapped

NEWS BRIEFS

Have your say and win £250

ISTO

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City of Edinburgh Council will not outsource to Mitie

ALA

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PROJECT OF THE FORTNIGHT


Sustainability is at the heart of a revamped Carnegie Leisure Centre, a Grade B listed building in the heart of Dunfermline, Scotland, which is more than 100 years old.

The centre was first opened in 1905 and funded by Andrew Carnegie, local industrialist, businessman and philanthropist.

The new leisure complex, for the Fife Leisure Trust, houses three swimming pools, including the original Victorian pool and Turkish leisure suite concealed behind the original Victorian facade. There is also a new gymnasium with 80 workout stations

The entire development is connected to the Dunfermline district heating system, which uses waste landfill gas to provide heat. The training pool is part-heated by solar thermal panels on the roof.

Within the gymnasium and aerobics suites, a displacement ventilation system displaces warm air within the working zone by introducing low-velocity fresh air at low level. This system allows maximum use of free cooling for the majority of the year rather than using refrigerant chillers.

RSP Consulting Engineers was commissioned to provide M&E consultancy by Turner & Townsend Project Management as part of an Office of Government Commerce Agreement with Fife Council.

RSP’s design also incorporates the re-use of an existing bore hole to supply water to the facility, as well as using recycled rainwater to serve the WCs.

Low-energy lighting, including LED and compact fluorescent sources, is used throughout the facility to help reduce the overall building energy load. Further energy reductions are aided by presence-detection-based lighting controls incorporating daylight-linking where appropriate.

The revamped centre has been back in use since renovations finished in November. The formal opening ceremony will be on 24 February.

The project team:Client: Fife Council/ Fife Leisure Trust/ Turner & Townsend Project Management Quantity Surveyor: Turner & Townsend Project ManagementArchitect: Fife CouncilM&E Design and Environmental Engineering: RSP Consulting EngineersStructural Engineer: GrontmijContractor: Barr Construction

HVCA name change ‘reflects reality’The Heating and Ventilating Contractors’ Association’s (HVCA) forthcoming name change is a reflection of reality, said the association’s chief executive Blane Judd.

On 1 March, the HVCA – which has been in place since 1963 – becomes the Building and Engineering Services Association (B&ES).

Judd told the annual HVCA media luncheon that the time had come to recognise that its members do more than install heating and ventilating equipment and ductwork.

“The change is basically HVCA catching up with reality,” said Judd, who took up the reins as chief executive in the middle of last year.

Many are involved in the installation of building management systems, from energy monitoring systems to renewable energy technologies.

More than 90 per cent of members voted for the change late last year.Another driver is the government’s search for a 20 per cent reduction in

construction costs. Public sector organisations are looking across the supply chain for solutions in construction procurement.

Tyne and Wear Metro workers lobby for free travelCleaners working on the Tyne and Wear Metro are lobbying the Integrated Transport Authority (ITA) in Newcastle for the right to free travel.

“It wouldn’t cost the transport authority a penny piece to end this injustice and it simply isn’t good enough for Tyne and Wear ITA to try to wash its hands of the issue and blame it all on a subcontractor,” said National Union of Rail, Maritime and Transport Workers general secretary Bob Crow, in support of his members.

“Tyne and Wear ITA has a moral responsibility to ensure that all workers who help keep the Metro running are treated fairly and it is ludicrous that the lowest-paid staff are expected to pay to gain access to their own workplace.”

FM World contacted Churchill Contract Services, but no one was available for comment. Tyne and Wear ITA chairman Cllr David Wood said the issue is beyond the jurisdiction of the ITA. However, he urged Churchill and the RMT “to work hard to agree a way forward that is reasonable and maintains the current high standards of cleanliness on the Metro system”.

Compass Group sees growth meet targets.Compass is meeting its own trading expectations, according to the group’s first interim management statement for 2012. Group revenue growth exceeded 8 per cent, according to a statement issued ahead of the group’s annual general meeting. Since 30 September 2011 Compass said it has announced £140 million of acquisitions. In support services, the group has acquired Integrated Cleaning Management in the UK and agreed to buy South African cleaning business Supercare Services Group.

Improved levels of business retention have continued into the new financial year. Recent contract wins and renewals in the UK include food provision at 47 Reading Borough Council schools and 32 primary and special schools for Derby City Council. For Reuters information group, Compass added security services to its existing food contract.

Payment processing firm signs up for total FM Mitie has won a three-year contract with the global payment processing company WorldPay. The integrated FM contract, which is valued at £2 million per annum, will run across WorldPay’s four UK sites, including the company’s London headquarters.

Services provided include maintenance and engineering, fabric maintenance, security, helpdesk, catering, cleaning, pest control, waste management, reception and post-room.

WorldPay, which has around 2,000 staff in the UK, operates in over 40 countries and focuses on payment processing for businesses and individuals. .

NEWS BULLETIN

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Carnegie Leisure Centre makes a splash


FM WORLD |�9 FEBRUARY 2012 |�09www.fm-world.co.uk


Seven out of 10 FMs – whether supply-side or client – are revisiting budgets to see where further savings can be made, according to our latest poll.

“The problem is we’re doing year-on-year budget cuts while trying to maintain a quality service,” said one respondent. “How much more cutting can we sustain, when so many FM costs are fixed, such as rent rates?”

If official economic figures are to be believed, the answer could be that, unfortunately, more budget cuts are on the way. With the technical definition of

recession being two consecutive quarters of contracting GDP, we hold our breath to see what will happen in Q1 2012.

Regardless of what the economy is doing, “it’s always worth reviewing services to ensure best value is being obtained”, said one FM 100 respondent.

“This is particularly true in the present climate, when service providers are very keen to take on new business,” he said. “Reviewing your services highlights areas that are not necessarily useful or essential,

In light of the UK’s latest economic GDP figures, are you revisiting your budget for buying FM services (if you are a client) or delivering services (if you are a supplier)?

making it possible to reduce costs without cutting corners.”

As an FM supplier, there is also the search to maintain healthy margins, said a respondent. “Because we’re in our fourth year of a five-year contract, there’s a focus to further reduce costs to make it hard for the client to resist us when the contract expires.”

Another FM predicted “extremely aggressive spend

reductions for the next five years”. However, “we would be worse off without the opportunity to really look hard at how we do things”.

At least one respondent questioned the fuss about reviewing budgets: “FMs should be doing this anyway.” FM

Want your voice heard? Email [email protected] or search ‘FM World Think Tank’ on LinkedIn.

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YES (70%)

NO (30%)

WE ASKED 100 FMS…THINK TANK

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Recession looms as public sector shrinksGRAEME [email protected]

The UK economy appears to be on the brink of dipping back into recession if the latest Gross Domestic Product (GDP) figures are to be believed. In the final quarter of last year, GDP shrank by 0.2 per cent according to first estimates and, if anecdotal evidence from the early weeks of 2012 is any sort of barometer, the first quarter of this year could see economic growth equally subdued – and two consecutive quarters of negative growth signal a technical recession.

With our nearest trading

partners in Europe under the cosh and wider global growth showing signs of slowing, the UK has found itself backed into a corner. With austerity measures putting the public sector’s contribution to the economy under pressure, there are precious few reasons to be optimistic.

Indeed, the policy cupboard looks particularly bare with the government insistent on its course of shrinking the public sector in an effort to reduce our hefty budget deficit. True, the Bank of England may well unleash yet another wave of

quantitative easing, possibly as early as the first week of February. But this may not be enough given that the latest round of money printing has failed to ignite economic growth.

It has long been said that FM companies are not particularly reliant on significant economic growth, given that they can thrive by providing cost-effective solutions to cash-strapped customers looking to use their assets more efficiently. And the shrinking of the public sector is also pushing business in the direction of the likes of Serco, which successfully rebid for a raft of contracts from the Royal Air Force, where budgets are under pressure.

Other recent trading statements from the likes of Mears Group and Interserve have been solid enough. Also, Babcock International recently announced three contract wins, while Mitie has teamed up with the incumbent Prison Service

ANALYSIS to bid for contracts to manage a total of nine prisons over a 15-year period.

All this suggests government outsourcing will continue to be an area of growth, even if the private sector is subdued.

Outsourcing U-turnBut public sector outsourcing is proving to be not without its troubles and there are hints in some areas of possible retrenchment, which could scupper the hope that outsourcing will be a one-way street. The most recent example of this came in Edinburgh, where Mitie announced it had been chosen as preferred bidder for a £170m, seven-year FM contract with the City Council – only to see it rescinded within a matter of weeks as councillors voted the proposals down.

The volte-face contained worrying portents for an industry that has been widely considered to be able to deliver better value than incumbent public sector operations. Despite an estimated £51.5 million saving over the seven years of the contract, deputy council leader Steve Cardownie said: “At the end of the day, having looked at the private sector bid versus the public sector comparator, we felt there was not sufficient advantage in going for the private sector bid.”

It is difficult to know whether this decision was one of political expediency or genuinely judged on value. But it suggests that public sector providers are getting their act together in terms of improved efficiency and value for money. It also indicates that the private sector is going to have to continue running hard to maintain its progress in these increasingly tough times.

Graeme Davies writes for Investors Chronicle

Contract wins

Merlin Entertainments Group has awarded a contract to OCS to provide security services at four London attraction sites: Madame Tussauds, London Eye, London Dungeon and London Aquarium. OCS has already worked at Madame Tussauds for seven years.

The Royal Air Force and Naval Air Command have awarded multi-activity contracts to Serco worth £130 million. They cover a range of operational support, engineering and training services at RAF base Northolt and the Royal Navy Air Stations Yeovilton and Culdrose.

Affordable and supported homes provider Home Group has awarded five-year repairs and maintenance contracts to five suppliers: Willmott Dixon (£137.5m), Mears (£25.5m), Roalco (£40.5m), Morrisons (£100m) and WRB Consortia (£16m).

Provider of insurance, retirement and investment products LV= has selected Mitie to deliver building repairs across the company’s claims business. The four-year contract is worth up to £20 million and includes maintenance work, such as plastering, decorating and replacing damaged kitchens and bathrooms.

Transport for London (TfL) has awarded a four-year cleaning contract to ISS Facility Services. Included is London’s Victoria Station, 44 smaller bus stations and 64 bus stands around the capital. As part of the contract, ISS is required to use its own fleet of energy-efficient vehicles.

BaxterStorey has won a five-year contract worth around £12 million with financial asset management firm BlackRock. The deal at the firm’s Drapers Gardens office in London sees BaxterStorey providing catering for up to 1,800 people.

Emprise Services has retained its cleaning contract with the National Theatre on London’s Southbank. The 1970s Brutalist building comprises three auditoria, with a combined capacity of nearly 2,500 seats. It also operates a substantial back-stage workshop. Emprise has worked with the National Theatre since 2008, when it took over an in-house operation.

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BUSINESSBRIEFSOCS saves

1,500 jobs in Fountains rescueOCS Group UK has bought part of grounds maintenance and street cleaning group Fountains from the administrators.

The businesses acquired by OCS include Fountains Environmental, Fountains Limited, Fountains Forestry, and Fountains Support Services.

More than 1,500 jobs have been saved, but around 450 redundancies have been made, according to administrators BDO.

Services provided by the companies include grounds maintenance, street cleaning, landscaping, arboriculture and waste management, as well as

forestry and land management.“This is a clear demonstration

of our intention to further develop our strong position as a leading player in the UK FM market,” said Martin Gammon, managing director of OCS Group UK.

The company was founded in 1957 as a forestry management firm and grew over the years to become a diversified environmental services group, with contracts also in the US.

UK contracts have included waste management, fly-tipping enforcement and vegetation clearing with local authorities. With utilities companies, Fountains

Hard FM provider Chapco is “likely to take a pause for the next year or so” from acquisitions to focus on organic growth.

The privately-owned business remains a small company at the moment, with a turnover of around £20 million. However, this could double in around two years, newly appointed chairman Stuart Black told FM World.

Black is open about eyeing margins of around 10 per cent, believing 3 per cent is just getting too low to enable a continued high level of service.

Chapco’s main markets have been in the commercial and industrial sectors and now include retail, leisure and healthcare after the acquisition in August 2010 of 24Seven Group – a property

Chapco pauses acquisition drive

is involved in clearing land along power lines and around energy generating stations.

In 2009, Fountains was bought for £13 million by social housing repairs provider Connaught.

When Connaught went into administration in September 2010, Fountains/Connaught Environmental continued to trade. It was bought in March last year by a group of financial institutions, including the Royal Bank of Scotland and Alchemy Partners.

Earlier this year, OCS sold its Cannon Textile Care business to Johnsons Apparelmaster for £6 million.

maintenance business based in Livingston, West Lothian.

In October 2008, it bought IT consultancy Century Computing, and in August 2009 it purchased Globe Worldwide, a telecoms consultancy.

The expanded business has around 200 employees. Around 60 per cent of work is self-delivery and 40 per cent is through contracted suppliers.

Chapco received a £5 million cash injection in mid 2010 by capital private equity business Next Wave Partners in return for a “significant minority stake” in Chapco.

Black believes Chapco is now in a good growth position. It has no debt and Next Wave has signalled its long-term commitment.

According to Black, organic growth is the focus, although not at all costs.

“If we grow by only 50 per cent, that’s fine too,” he said. “What we won’t do is compromise on our delivery of services for the sake of growth.”

Chapco’s clients include Renault/Nissan UK, TNT Logistics, DHL, Toys R Us, Swinton Insurance, George Clothing and Orange.

GSK and Volvo pick JLLGlaxoSmithKline (GSK) and Volvo have selected Jones Lang LaSalle (JLL) as a global real-estate provider. The GSK contract covers around 80 million square feet across 750 locations and includes consulting and the management of vacant and sub-let properties. JLL has been providing global real estate services to GSK alongside other service providers for more than 10 years. The firm has also worked with Swedish car-maker Volvo for the past 18 months to advise on searches, negotiations, renegotiations, disposals, valuations, sales and acquisitions to Volvo Cars Corporation.

UPS bulks up for GamesNew trucks and trailers have been purchased a year early by London 2012 logistics company UPS to cope with additional workload for the Olympic Games. The new vehicles will carry out “the biggest logistics event in the world”, transporting 30 million items, including one million pieces of sports equipment – and the medals – between warehouses and host venues.

Prison Service MitieThe Prison Service has selected Mitie Group as its partner to bid for the management of all nine prisons involved in the prison outsourcing competition. The nine prisons being competed as six bids are: ● HMP Northumberland, formerly HMP Acklington and HMP Castington (both public sector) ● HMP Coldingley (public sector) ● HMP Durham (public sector) ● HMP/YOI Onley (public sector) ● HMP/YOI Hatfield, HMP/IRC Lindholme and HMP/YOI Moorland (all public sector) ● HMP Wolds (now run by G4S).


Martin Gammon, MD of OCS

Stuart Black: realistic on ambitions

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www.fm-world.co.uk

FM OPINION� THE DIARY COLUMN�LIONEL PRODGERS

This January, I have been observing my annual routine of sorting out my commitments, in particular, making preparation for conferences in the forthcoming months. In other words, I’ve been planning where I need to be and when.

At this point, it feels as if the year ahead will be over in no time at all. As my son kindly pointed out, the reason time appears to go by faster each year for me is relative to my longer life span (tip: don’t give your age away by going on about how time flies by).

There are some positives to be found in one’s advancing years. The fact is that we never stop learning and, in the FM sector, both

ocial media has made a laughing stock of attempts to restrain

freedom of speech. Lionel Prodgers asks whether businesses will face the same fate, if they try to deny the truth

the challenges and the innovations keep on coming. Often, we will know how to deal with the many technical and ‘people’ challenges presented to us in FM. On the other hand, the rapid development in communications and technologies seem always to be running ahead of us, leaving us standing when it comes to adapting our management processes and systems to keep them up to date.

At a macro political and social level, we can see how instant and mobile communications are impacting on a global economy and manifesting Marshall McLuhan’s vision of the ‘global village’. Look at the way regimes are struggling

(hopelessly) to contain instant video footage from mobile devices being beamed around the world, circumventing bans on official news broadcasters, who in turn, broadcast the amateur images in mainstream media outside of the jurisdiction.

This urge by regimes to indoctrinate their citizens and thwart the truth is not necessarily the reserve of despots and dictators. A few years back, I had an email exchange with a (Labour) minister about the billions of pounds being wasted by the government on (in my view) unworkable IT projects. She was taken with my expression that there should only be ‘one instance of the truth’, and forwarded it to the then government CIO. Needless to say, there was no reply and my mini campaign petered out through sheer inertia on the government’s part. Those projects, incidentally, have since been abandoned, but not before wasting billions of our hard-earned tax revenue.

When discussing this with other business consultants, it seems that politicians (as with some executives) like to have ‘wriggle room’, and while they may like to know the truth, they do not necessarily want to be pushed into a corner and forced to be truthful (ref. the infamous Newsnight interview by Jeremy Paxman with Michael Howard).

This apparent preference on behalf of management for subjectivity over objectivity has troubled me for some time and partly fuels a desire to bring about a campaign for truth in management. So, my topics for presenting at conferences this year move away from the technical aspects of FM to the moral and rational, with a renewed emphasis on management and the responsibility that comes with it. It is no coincidence that we have rebranded our company from Agents for facilities management to Agents for responsible management. FM

Lionel Prodgersis director and senior consultantat Agents4RM International

“THIS URGE BY REGIMES TO INDOCTRINATE THEIR CITIZENS AND THWART THE TRUTH IS NOT NECESSARILY THE RESERVE OF DESPOTS AND DICTATORS”ONE INSTANCE OF THE TRUTH

S

BEST OF THE WEB

Facilities Management

Association. Justin Lawson, business unit director at Norland Managed Services I was intrigued to read about BS8572 – Procurement of Facilities-Related Services British Standard in the latest edition of FM World and

wondered if anyone had experienced utilising or referring to it. Points for thought and consideration: 1) Does it provide the end-user with a what they want or is it too rigid?2) Does it get service providers thinking and delivering their tender documents in a different manner. Thoughts?

Mike Gillespie: I would be amazed if any procurement professionals even know about this, let alone utilise it. Procurement is always cost driven and not quality or value driven, which is why so many of us get so frustrated when bidding for work.

Martin Pickard @

thefmguruI’ve been building and modifying this mind map for a few years now. #facilitiesmanagement is such fun! fb.me/OAHXLtfH

Paul Crilly @rfm_pcToo often

procurement personnel mistake naked aggression for professionalism, terrible

impact by needless gross margin suppression.

martin brown @fairsnape

Role of tenant behaviour setting & achieving #sustainability goals bit.ly/xYppt9 #green #leed #energy #greenbuilding via @CSRwire

Views and comments from across the web

12�| 9 FEBRUARY 2012�| FM WORLD

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FIVE MINUTESWITHNAME: Kenneth FreemanJOB TITLE: International technical directorCOMPANY: Ambius

2012 is going to be a pretty tough year.Monday 16 January 2012 was designated the most depressing day of the year – ‘Blue Monday’. But workplace malaise goes beyond one day and could be costing businesses as much as £93 billion in lost productivit,y according to research by Prism, a consultancy, based at the University of Exeter. Staff well-being and engagement is vital. The problem is that many businesses don’t understand the detrimental effect that a de-personalised, sleek and sparse workplace can have on well-being.

By allowing staff to engage with a workspace enriched with planting and artwork, employers can see a boost in productivity by up to 17 per cent, with effects on wellbeing increasing by similar amounts. Give them some say over their environment and productivity improves by up to 32 per cent.

Plants in the workplace have multiple benefits. They can reduce depression, anxiety and overall stress. Buildings are quieter and more relaxed with plants in them and, at the same time, more stimulating and interesting. It’s a basic human need to be close to nature and in the dark and cold winter months bringing nature inside can have huge benefits.

Creating an engaging work space is key. Even if it’s as simple as introducing plants, from our research, people report being happier at work, more engaged with their employer and are visibly more effective in doing their jobs. Let’s hope Blue Monday provides the impetus for businesses to go green in 2012.

Consider giving employees the freedom to personalise their space – whether through plants, pictures or photos – and inject some fun into the working environment.

Have you thought through your processes?John Bowen is an FM consultantHaving a process is pretty fundamental for any business transaction, even at a very basic level. For example, you’ve cleared out your garage and set up stall at a car boot sale. Here, you have to have some sort of process for taking money and giving change. It seems obvious, but members of my family have actually forgotten to take the cash or put the money away safely.

That may not be a big issue for the family holiday fund, but it’s no way to run a business. So you should have processes in place (you’ll have to have some to meet your statutory obligations, anyway). So having processes is a given, but one of the biggest dangers to your business is not competition, recession or rising prices – it is in your processes.

How do you design a process? Do you just record what seems like the best way of doing something? Do you think about the steps you need to get to a desired outcome? Do you come up with a series of actions and then eliminate all of the waste?

You’re probably doing some of these or a variation of them. But have you actually thought about what the desired outcome is in any detail? Where things can often go wrong is that what you’re doing isn’t delivering what you need and you’re missing out on opportunities to be better.

Recently I was asked to help an online retailer with customer complaints. It had a well-documented process for its helpdesk operators and good scripts for them to follow, but complaints were growing at the same rate as its business. There were two problems: the first was that the process was designed to meet the stated aim – to deal with the customer. The second problem was that the process didn’t do anything else. Because the company had a complaints process, it could tell how much it refunded and how many complaints it had, but it didn’t know anything else and so it was hard for it to know where to start in eradicating the problems causing the complaints.

All the activity was being captured on computer, but because the objective hadn’t been fully thought through, several aspects were not joined up. With the addition of half a dozen complaint category tick boxes on the helpdesk screen and a slight revision to the script, it was possible to analyse the nature of the complaints with a weekly report.

By analysing the items concerned against the newly added categories, it was easy to see where the main problems were. The system could already tell them where items had been bought in from and so a complaints-by-supplier-by-item analysis enabled the buyer to tackle the suppliers concerned, armed with realistic data. This example shows how having a process can be a trap. It will only be a benefit if you have thought it all the way through.

More from FM World’s blog pages:One is such a lonely numberFM can be a lonely business: often under-resourced and usually overstretched, blogs facilities manager Jason Gurd.tinyurl.com/lonelyFM

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FMWORLD BLOGS

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FM CASE STUDY� PUBLIC SECTOR� FRAZER WARDHAUGH

www.fm-world.co.uk

When the SNP government came to power after the 2007 Scottish Parliament elections, one of

the first things it did was call a halt to the Private Finance Initiative (PFI).

PFI had been seen by many as the panacea of public procurement because it allowed public infrastructure to be purchased without the need for significant capital expenditure and the subsequent increase in public borrowing. All of the capital spent in the construction of the asset was provided by a combination of bank finance and private equity investment. This meant assets only had to be paid for after they were built and as they were used, by payment of a monthly unitary charge from the public sector’s revenue budget.

This method of procurement allowed the public sector to develop a large amount of infrastructure, such as roads, schools and hospitals, without committing to large increases in public expenditure or public borrowing.

Scotland at the forefrontNowhere else was this more prevalent than in Scotland, which

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was one of the pioneers of PFI, particularly in the procurement of schools and hospitals.

Apart from reducing capital expenditure, PFI also provided a number of other significant benefits:● Risks being carried by the party best able to manage them● Flexibility in delivery options and private sector innovation, thereby improving efficiency and driving down costs● Integration of design, construction and service delivery, which increased productivity and enhanced quality● Ongoing maintenance standards, which provided transparency and certainty for whole-life costs for buildings● Robust performance standards, which encouraged good service levels and penalised poor service.

Moreover, a recent report on PFI from The Confederation of British Industry (CBI) noted that over 70 per cent of traditionally procured projects were delivered late, and that risks in traditional procurement were often not properly defined or managed.

The same cannot be said for PFI, where projects have often been delivered on time and on budget. Interestingly, the CBI also

The Scottish alternative to the Private Finance Initiative promises a more equitable return for the public purse. Fraser Wardhaugh explains the ramifications for FM

noted that hospitals and schools delivered using PFI generally perform better than traditionally procured counterparts. This is not least because of the rigorous performance and maintenance standards employed.

This was all good news for FM providers, which had long-term contracts awarded, often for periods of 25 years or longer, because they would be engaged to maintain and operate these PFI facilities, while the debt incurred in building them was repaid to the banks and private equity investors.

However, despite providing well-built, efficient and well-maintained public facilities, there was a growing feeling in Scotland that the cost of PFI to revenue budgets was simply unaffordable and did not provide value for money to the public purse.

It was against this background that the Scottish Futures Trust (SFT) was established by the Scottish government in 2008. The SFT was given the task of finding alternatives to PFI, with the aim of allowing Scotland to maintain its investment in its public infrastructure.

As a consequence, during the years 2008 to 2012, few

new PFI projects were initiated in Scotland.

Goodbye, PFI...So PFI was dead. Or was it? The SFT struggled with the issues surrounding PFI and these were exacerbated by the downturn in the economy after 2008. Even greater restrictions were put on public spending and it was perhaps inevitable that there would be a return to a regime that reduced the need for use of public funding for capital expenditure.

After long deliberations, the SFT concluded that one of the main problems with PFI was that it provided inflated returns to those investing equity in PFI projects. This, they said, was because all of the cash left over, after deducting operational costs, and repayment of debt to the banks was paid out as dividends to investors.

Hello, NPDThis resulted in returns that were disproportionately high, and poor value, as far as the public purse was concerned. It therefore developed its Non-Profit Distribution (NPD) model, which is, in essence, a variant of PFI. The thinking behind the NPD model is to cap private sector returns.

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SCOTTISH PFI



FM CASE STUDY� PUBLIC SECTOR� FRAZER WARDHAUGH

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“Under the NPD contracts, FM services will be limited to hard maintenance, with soft services such as cooking and cleaning remaining in the public sector”

Instead of earning returns through dividend bearing shares on any equity invested, the shareholders receive a capped return with any surpluses being reinvested in the public sector. It should be noted that NPD had actually been used before in Scotland, but not on any major scale. The SFT, after exploring other options, looked again at the concept and developed what it says is a robust model.

With the NPD model being established, the SFT has recently published a new NPD contract that mirrors many of the features of a traditional PFI contract and maintains a PFI-type risk profile.

There are, however, some key differences that FM providers should be aware of:● There is a narrower scope of services (and new services specification), meaning that FM services will be limited to hard maintenance, with soft services such as cooking and cleaning remaining in the public sector.● Energy consumption risk, which has been a major risk factor for FM providers in the PFI arena, is being retained by the public sector.● The risk of vandalism in schools will be with the local authority.● As per the normal PFI position, major life cycle replacement will still be the responsibility of the operator, but the public sector is retaining responsibility for minor life cycle (in the main, decoration and replacement of internal finishes).

Also, the SFT says the new contract will be adapted for use in different sectors, including health, schools and higher colleges. This may mean, over time, that Scottish PFI (or NPD) contracts become more standardised and take less time and cost less to tender.

These changes, together with the NPD arrangements, are mainly

cosmetic as far as FM providers are concerned.

In for the long haulThe key issue is that the new model retains important features of the traditional PFI structure already outlined, such as long-term (25-year-plus) contracts for the operation and maintenance of schools, colleges and hospitals. These are areas in which the FM sector already excels and will be well-placed to service.

Another potential boost for FM providers was announced in December, after the Scottish government issued its latest infrastructure plan. This includes a pipeline of NPD projects that it values at up to £2.5 billion with over £1.5 billion of this made up of schools, further education colleges and healthcare facilities. Indeed, there are already two further education college projects worth around £250 million that are seeking bidders and most other projects are currently scheduled to be tendered within three years, according to the SFT.

If the Scottish government is able to deliver this project pipeline it could be a shot in the arm for the FM industry in Scotland.

South of the borderWhile this has all been going on north of the border, PFI procurement has continued in the south, although we have seen the beginnings of a similar backlash. The coalition government and Westminster parliament are scrutinising PFI and its ability to deliver value for money. The latest investigation comes from the report Lessons from PFI and other projects, published by the Committee of Public Accounts (PAC). It says the public sector is getting a bad deal out of PFI.

This comes hot on the heels of the Treasury Select Committee (TSC) telling us that the PFI funding model

is “extremely inefficient” for public building projects.

The main focus of reports by both the PAC and TSC is on funding and equity investor returns, and the lack of rigour in analysing the cost benefits of the PFI funding model.

It would appear that the same issue of a perception of inflated dividend returns for equity investors is also being regarded as a problem. PAC chairman Margaret Hodge has said: “At present, PFI looks like a better deal for the private sector than for the taxpayer. Government has treated PFI as the ‘only game

in town’, but the use of this form of financing has been based on inadequate comparisons with conventional procurement which have not been sufficiently challenged.”

It remains to be seen as to whether the rest of the UK will follow Scotland’s lead and introduce an alternative funding model. However, if NPD does prove to be a success, there will certainly be plenty of interested parties casting their eyes northward towards Scotland. FM

Frazer Wardhaugh is head of non-contentious construction at law firm HBJ Gateley

NON-PROFIT DISTRIBUTION MODEL (NPD)● Fixed-rate return on equity (no share dividends for investors)● Surplus profit on equity returned to public sector● Banks still provide debt-funding● PFI risk profile for FM providers● FM contracts for 25 years plus

IN FOCUS: NPD


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FM CASE STUDY� SUSTAINABILITY� ELISABETH JEFFRIES

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Green activists frequently condemned air travel in the late noughties, issuing warnings about CO2 emissions from aircraft

and criticising carbon offsets. Companies that wanted to be seen to be doing something about this reduced employee travel and invested in teleconferencing facilities. They were addressing what is known as scope 3, or indirect, emissions. These are the greenhouse gases not emitted on a company’s own premises, nor by its energy supplier, but by

SCOPE FOR CHANGE

third parties like airlines carrying its employees (downstream emissions) or product suppliers (upstream emissions).

In the buildings sector, upstream emissions have become known as embedded (or alternatively, embodied) carbon. One cannot just call a brick a brick – no more, simply, solid oblongs lining a building’s foundations, whose cost is defined primarily by the price of the materials it contains. Increasingly, our notion of materials also embodies a relatively new sustainable management concept – the product life cycle.

But construction companies that have tried to measure embedded carbon often find it difficult, especially as it means extracting information not just from direct suppliers, but from those suppliers’ suppliers.

Or does it? Those addressing this problem have disagreed for years and produced emissions figures that suited them – so avoiding comparison with competitors. Mostly, they have avoided the problem – until two new standards came along.

“There’s not been much

New greenhouse gas scope 3 protocols will allow for a more detailed view of a building’s true CO2 emissions, with results that challenge existing assumptions. By Elisabeth Jeffries

British Land, which developed Ropemaker Place, EC1 (pictured), has studied the site’s embedded CO2e value

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ultinationals are not yet demonstrating significant emissions reductions in their supply chains, according to research published

by the Carbon Disclosure Project (CDP). The report on 49 CDP member companies, including L’Oréal, Philips and Walmart, and more than 1,800 of their suppliers revealed that while 43% of responding companies had achieved year-on-year emissions reductions, only 28% of suppliers has done so.

A report, A new era: supplier management in the low-carbon economy, is CDP’s fourth annual global study of the preparedness of company supply chains for climate change impacts. The gulf between company emissions and those of their suppliers exists despite the fact that 39% of responding companies have realised monetary savings from their own emissions reductions activities and over a third (34.5%) of responding companies have benefited from new revenue streams or financial savings as a result of their suppliers’ carbon reduction activities. For more , visit tinyurl.com/cdp-suppliers

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reporting of scope 3 emissions, or most people have been focusing on the easy things up until now, like business travel and employee commuting,” comments Cynthia Cummis, senior associate at environmental think-tank the World Resources Institute (WRI) in Washington, DC. The organisation has been leading the development of the standards along with the World Business Council for Sustainable Development (WBCSD).

Published in late 2011, the standards should put the preceding arguments to rest. Known as the GHG (greenhouse gas) Corporate Value Chain (scope 3) standard and the GHG Protocol Product Life Cycle Standard, they address the whole company’s scope 3 emissions (upstream and downstream) and an individual product footprint respectively. Both set out the limits of scope 3:

what a company should measure and what it should leave out. Those limits have been thrashed out by hundreds of organisations, which have moulded the standard with WRI and WBCSD over the past few years.

One of the controversies eliminated is the type of supplier that should be included. Some previous efforts to measure the footprint excluded tier two suppliers – companies that supply their suppliers. However, these have now been included. “The bigger impacts could be in tier two rather than tier one [direct suppliers to the company],” points out Cummis.

Other attempts took broad estimates, for instance calculating emissions using a rule of thumb of 80 per cent of procurement spend. Instead, the whole value chain must be disclosed, defined using 15 categories, and any exclusion

must be justified. “To calculate 80 per cent, you have to know 100 per cent,” remarks Cummis. Downstream activities are defined as investments, franchises, leased assets, end-of-life treatment of sold products, use and processing of sold products and transportation and distribution. Where a link in the chain is irrelevant to the industry, it is omitted (for instance, franchises are not relevant to all sectors).

Other creases were ironed out. For instance, there were questions on how to account for the GHG impact of capital goods. The final decision was to count the GHG impact of capital goods 100 per cent in the year purchased. The alternative was to use a depreciation approach, as in financial accounting. But the final view was that a depreciation approach for capital goods creates inconsistency with other

GREENHOUSE GAS PROTOCOL



less directly linked to a product.The building-use aspect of

scope 3 emissions is of more relevance to facilities managers than its construction, of course. FMs working for a building occupier that adopted the standards would notice a number of changes. They would need to be aware of, and perhaps engage in, assessment of the product footprint of new fixtures, fittings and retrofit – from new carpets to solar panels. They might also be involved with providing information to a customer that had adopted the standard. Procurement could be affected, for instance managing or investing in teleconferencing facilities could mean reducing some scope 3 emissions by shifting accountability to a company’s own facilities.

If the supply chain emissions

Greenhouse gas emitted during construction is likely to become a higher proportion of total emissions

FM CASE STUDY� SUSTAINABILITY� ELISABETH JEFFRIES�

measurement and management procedure seems complex, that is not always the claim of the managers that have tested it. “It’s not really rocket science to get scope 3 reported for direct suppliers. If you go further down, it gets complicated – then I’d foresee it’s quite a challenge. We often get the feedback that other companies do not really have that kind of data. Verification is also an issue,” observes Thomas Schaefer, sustainability manager for furniture retailer Ikea, which has 1000 suppliers. Ikea has not as yet decided to adopt the scope 3 GHG Protocol standards, perhaps for a simple reason – it already has its own code of conduct, called Iway, which relates only to direct suppliers.

British Land has also carried out a good deal of work on the issue, finding that the embodied

carbon footprint of the company’s property portfolio for 2011/12 will be 190,800 tonnes of C02e – greater than the annual emissions from all the energy sources measured across the portfolio.

Having conducted a similar assessment of one of its buildings, Ropemaker Place in London EC1, it found the embodied carbon amounted to 82,263 C02e, with raw materials representing the main carbon impact (51 per cent) followed by maintenance (39 per cent). “Embodied carbon is 40-50 per cent of a building’s 60 year life,” points out Sarah Cary, sustainable developments executive at British Land.

If building performance improves, that ratio may change, and the embodied carbon may proportionally increase. Chris Erickson, president and chief executive of consulting and

scope 3 categories where life time emissions are reported in the year the scope 3 activity occurs.

A similar question came up that was particularly relevant to the construction sector: use-phase emissions – those that occur downstream. Building constructors and owners will have different scope 3 emissions, of course, as a construction company’s scope 3 emissions are a building occupier’s scope 1 and 2 emissions. “A developer has less control over use phase emissions, but accounts for it in scope 3 – and they’re a large proportion of emissions,” explains Cummis. The stakeholders involved in developing the standard opted for a similar approach as with capital goods – to estimate use-phase emissions in the year the building is completed.

“It’s more consistent with the rest of the standard and not practical to look at your building stock over each year of its life. A building can last 50 years. How do you calculate the use emissions each year when you have no real relationship with the owner any more?” she asks.

For individual product footprints, a company has to include attributable processes – emissions from energy flows directly linked to the product – while non-attributable processes are optional. These include research and development, sales and marketing and other activities



research company Climate Earth, worked with a US property developer, Webcor, to analyse a year’s worth of building projects as part of the pilot study run by the WRI to develop the GHG Protocol standard.

Some of their findings surprised them, in particular the assumption that the energy used and greenhouse gas emitted during a building’s 50-year life are greater than those embedded in its fabric. They concluded instead that, as regulations drive greater energy efficiency during a building’s use, the embedded carbon rises as a proportion of its total emissions.

As a result of this phenomenon, they found the proportion changed: “greenhouse gas emitted to construct buildings becomes a higher proportion of total emissions. It was 12-15 per cent 20 years ago because [operational]

energy consumption was so high. Now in the first 20 years of a building’s life, the number rises to the order of 50 per cent,” remarks Chris Erickson. This has prompted the two companies to increase their focus on scope 3 emissions.

Since one company’s indirect emissions is another company’s direct emissions, it seems fair to ask why one should not simply ensure everyone measures their own direct emissions. One answer to that could be the increased resulting awareness of the environmental life cycle, which helps promote sustainable practice particularly in industries with long, global supply chains. Another could be that collaboration on this issue may itself push change.

According to Sarah Cary, British Land places particular demands on its building occupiers. “From

“FMs need to be aware of, and perhaps engage in, assessment of the product footprint of new fixtures, fittings and retrofit – from new carpets to solar panels”

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a facilities manager’s perspective, big companies like us are trying to look at things responsibly. All facilities managers we work with know we have a stringent set of actions and policies,” she states. British Land, she says, wants to adopt the GHG Protocol scope 3 standard. “It’s not that far off, and it’s something we’d like to do.”

Webcor takes a similar view, and believes adopting the standard will influence one of its glass suppliers.

The GHG Protocol scope 3 standards might not be the only ones of its kind to emerge and are perhaps best viewed as umbrella standards as they cover a range of sectors. However, the WRI says it may be developing sector specific guidelines for the complex and energy intensive buildings sector.

There are reasons to take note of the standard – the organisations involved (WRI and WBCSD) have already influenced carbon disclosure in large companies. WRI data indicates that over 85 per cent of respondents to a 2010 survey of 2487 companies participating in the Carbon Disclosure Project (CDP – a major blue chip disclosure campaign) either directly used GHG Protocol scope 1 and 2 standards or used them through their participation in a climate change programme that used GHG Protocol. In other words, they have made people sit up and listen. FM

Elisabeth Jeffries is a journalist specialising in business and the environment.


From the moment the Olympic torch arrives on 18 May to begin its 70-day tour, the UK will be ablaze with Olympic fever.

But the 2012 games are not the only show in town. In June, the country will also be celebrating the Queen’s Jubilee and World Pride and hosting the annual Wimbledon tennis competition.

June also marks the commencement of the London 2012 Cultural Olympiad. Parts of the Olympic Road Network come into force to ensure that athletes, officials and dignitaries can get to and from venues. Pre-games training camps will be established around the country (for example, Birmingham will host both the US and Jamaican teams), while 22 live-site venues – large screens televising the action – are scheduled during this time.

Despite Sydney being the same

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physical size as London (within the M25), it only has a third of the population, although more athletes participated in the Sydney Olympics than will in London.

And like London, Sydney’s firms were planning (and puzzling) how to operate during this period.

The preparations have

London can learn a lot from how Sydney businesses prepared for the games in 2000

dominated the public consciousness to such an extent that the process has entered popular culture. (The series 2012, a satirical ‘mockumentary’ televised on the BBC, parodied the incompetent and misguided preparations of a fictitious organising committee).

It goes without saying that all business should prepare for the Olympics. And it is critical that facilities managers are involved in these plans. Businesses in London will be most affected, but those outside may need to consider some of the issues mentioned here, too.

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Staffing We have all seen the headlines saying: ‘Bank staff told to work at home for 2012’. It sounds obvious, but it’s important to find out what your internal customers are doing during the games. This will help you plan what type of service you need to provide and

any adjustments you might need to make.

Staffing will be one of the key issues. For businesses to run smoothly during the games, the London 2012 committee suggests London needs to achieve similar figures to Sydney in terms of people management:

● 27 per cent employees take leave from work● 24 per cent change the number of hours they work● 22 per cent work remotely● 18 per cent commute at different times ● 15 per cent change the number of days worked per week.

A combination of these options should be considered.

In Sydney, workers were asked in advance what options they would take during the games period. Some opted to start work by 7.30am, which enabled them to get a seat on public transport. Others began work at 10.00am, becoming the de facto ‘late shift’.

With a lot of people on holiday and before the later shift of people coming into work, the early shift workers found their time was very productive, since the usual business interruptions, such as

telephone calls and emails, did not start until later in the day.

The working-from-home option will probably be more successful in London than the Sydney of 10 years ago, when the option was limited to weaker dial-up internet connections. In the era of wi-fi and broadband, expect staff to opt for

“It sounds simple, but it’s important to find out what your internal customers are doing during the games”



FM CASE STUDY� NICK BROOK� 2012 OLYMPICS

“You may still be liable to pay the labour element even if you plan to close down some, or all, of your facility”

the home-working option in their droves.

Transport for London has published a list of stations to avoid and other helpful material regarding predicted congested times at stations. Organisations with over 200 employees can also take advantage of travel planning advice from Transport for London.

CultureDuring the 2000 Olympics, Sydney found itself to be, for a short time, the centre of the world. There was a special atmosphere and TVs were placed around offices (although video feed over the network was then not an option). This added to the atmosphere and workers often stopped to catch up on the latest events, especially when medals were at stake, or to see the latest Olympic story – such as Equatorial Guinea’s Eric the Eel. This attitude was no doubt buoyed on by Australia’s love for sport.

Former Prime Minister Bob Hawke summed up the nation’s attitude towards sport and workplace relations back in 1983, when the yacht Australia II won the America’s Cup from the US. Hawke was quoted as saying: “Any boss who sacks his worker for not turning up today is a bum.”

Delivery issuesRoad restrictions and closures, along with changes in access to buildings, will also come into play during and, in some cases, before the Olympics. London FMs should start talking to their service providers now to establish a plan to deal with delivery of goods and services.

It is almost certain that deliveries will need to be made at different times and, if possible, reduced. In 2000, for example, some organisations stockpiled stationery to avoid taking deliveries during the Olympic period. Given the number of people away from most workplaces and the availability of

space that wasn’t being used, such as meeting rooms, this approach worked well.

FMs also need to accept that, in some cases, mail, DX, archiving and printing deliveries will be disturbed or take place at different times. It’s important, therefore, to inform your customers accordingly and set expectations.

The stockpiling strategy will not work with perishable items, however, and FMs will need to have another plan with caterers. A reduced menu and/or hiring additional cold storage units could be potential solutions. Managers are advised to check their contract – you may still be liable to pay the labour element even if you plan to close down some, or all, of your facility.

It is tempting to take advantage of the office being quiet for additional maintenance or refurbishment. Don’t. Access issues could complicate how and when this work happens.

In 2000, a concern for Sydney businesses was the emergency servicing of printer and photocopier equipment, given road restrictions and access issues. Suppliers, in conjunction with their larger clients, were stockpiling items within CBD locations so that mobile (on foot or bike) engineers, could quickly respond to service calls with the appropriate parts. This was a good way to continue to build better business relationships as well.

In addition, the threat from international terrorism is due to be raised to severe during the 2012 games (meaning an attack is highly likely), so FMs should review current security arrangements and business continuity plans.

Despite the potential difficulties, anecdotal reports of the Sydney games suggest a time of enjoyment and opportunity. Justin Orsborn, a partner in a Sydney law firm at the time, shared his memories of the period. “Everyone thought it

would be a disaster and should get out of town. Actually, it was a wonderful time to be in Sydney. We carried on as usual, but used it as an occasion to do extra marketing, for example taking clients to events, which would often lead on to other festivities that were going on. All in all, I have very positive memories.”

Much depends on good business planning, though. It is far better to make contingency plans that remain unused than to start thinking about what to do when the unexpected happens.

Simple stepsThe following four steps can help prepare for the Olympics:● Start planning now if your business has not. There are some very good resources on the London 2012 website (www.london2012.com)● Find out what exactly your business clients are doing and resource accordingly● Talk to your suppliers – if they

are not already talking to you● Communicate service changes to the organisation.

Lasting legacyWhen the Paralympics finish and the last athletes and IOC officials leave London to prepare for Rio 2016, the London Olympics will come to an end. But facilities managers may feel the effects of the games for years to come. Operating your building for longer in the working day (therefore making better use of it), making a change to your service delivery model, or encouraging more people working from home many actually benefits the business, long-term.

The Olympics may bring these issues to the attention of senior management and offer you and the facilities department a unique opportunity to bring lasting, positive change to your organisation. FM

Nick Brook is head of facilities management for Mills & Reeve LLP

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QFM Software Driving FM Efficiency

QFM software from Service Works is an award winning facilities, property and space management solution which:

For more information:T: +44 (0)20 8877 4080 E: [email protected]

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Imagine two different scenarios. One is an indoor risk assessment meeting with senior people. The other is an engineer conducting a site

inspection in the field. What’s the most appropriate data capture solution in each case?

Our risk assessor may well be tech savvy and comfortable using quite sophisticated technology while conducting her meeting. She can get to a power source to take over from batteries if she needs to. Direct sunlight and screen resolution are unlikely to be a problem. Reliable connectivity for transmitting the completed data may not be time critical. So in this case, a modern tablet such as an iPad could well be ideal.

Our engineer is under pressure to complete his inspection, report his findings and get on to the next job quickly. The form he fills in will ideally be a series of tick boxes and a few fields of data. He needs to give his customer a paper record to sign and keep as evidence. Then he needs to be able to transmit the data back to head office quickly and easily without worrying about connectivity or network congestion, so the job can be invoiced the same day. In this

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case, a digital pen would be the perfect answer.

Two very different environments; two totally different applications for electronic data capture. And while they may be at two ends of a huge spectrum of widely varying needs, they do go to show that no one solution ever fits all.

But let’s step back for a moment and look at the wider picture. Why is the move from paper-based reporting to electronic taking so long? Why do more than 80 per cent of businesses still use paper systems for capturing business

data – a figure that hasn’t moved much for 12 years? Why do the 400 billion business forms and 53 trillion printed documents produced globally every year still take on average between one and four time-wasting weeks to be processed?

The honest answer is that until quite recently, with the notable exception of digital pens, the alternatives haven’t been all that good or practical. There are countless examples of organisations trialling PDAs or ruggedised laptops, only to abandon them. Changes to working practices, lengthy integration and user resistance

in the face of technical complexity are some of the biggest issues. IT support can be a nightmare, with hundreds of users in the field dialling in over remote VPN connections.

Batteries dying halfway through a process can result in the loss of critical data. End customers often don’t like putting unrecognisable signatures on small glass screens or not having a paper copy. It’s all too easy to create an unwelcome barrier if the person you’re talking to feels that you’re more interested in looking at a screen they can’t see. And with the relatively high cost

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DATA CAPTURE


of PDAs and laptops, all this means that upfront investment is often unacceptably high and ROI slow or non-existent.

The recent arrival of smartphones and tablets has, of course, changed the picture. Growing familiarity with phone touchscreens and apps in the consumer world is making it easier for non-technical mobile workers to accept their use at work. Yet some of the inherent issues still remain. Screen size and visibility, network coverage and congestion, security issues, loss of power, and even the risk of distraction by social networking rather than actual working are all combining

to make organisations think twice about rushing into an investment in relatively high capital cost items.

Digital pens, by contrast, take advantage of the fact that pen and paper still represent the largest form of IT capture, transfer and processing in the world. They give the ease and simplicity of writing with a pen, while digitising the process just like TV and radio.

Once data has been captured it can typically be transmitted, converted and integrated into a central system within three minutes – using GPRS to transfer small files without the need for 3G or big broadband. With little

or no need for training, change to working practices or IT support and very low risks with security, power or data loss, digital pens can offer a strong return on investment case.

Case studyThe directors of specialist building and maintenance company FME are a good example of what’s possible. The company wanted to improve on the model of operatives coming into the office once every week or two with piles of paperwork for costing and processing. They opted for a digital pen system for completing job sheets that now means they

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can invoice work as soon as it’s signed off by the client and address any queries straightaway. All in all, an increase in the productivity of the company’s operatives across the board.

In the end, of course, it’s results like this that count. All that matters is finding the most effective device and process to suit the environment, the application and the job. As technology moves on we should be open to new choices, while still asking hard questions about the realities they involve. FM

Edward Belgeonne is the founder of Destiny Wireless

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www.fm-world.co.uk

FM MONITOR RobeRt HaRness

28 | 9 febRuaRy 2012 | FM WORLD

EC fan-Coil tEChnology

technicalRobert Harness, business development manager, ebm-papst

Fan coil units are a simple but effective means of air conditioning buildings. They go unseen by the building’s occupants and, apart from the occasional filter change, they also rarely get a thought from facilities and energy managers as the fans tick over reliably at low speed.

But this is a classic case of out of sight, out of mind. Unlike the lights that burn brightly in every office in clear view, air conditioning systems, and the energy they consume, receive comparatively little attention.

The net result – whether it is consciously or unconsciously done – is that the air conditioning solution may be consuming considerably more energy than it should be, increasing utility bills and creating a bigger carbon footprint than necessary. A typical AC fan coil unit may have three fans in it, each burning around 70W of electricity for up to 12 hours a day.

A modest sized three-storey office building could have around 100 fan coil units on each floor, so the total power input would be 63kW. That’s an annual consumption of 189,000kWh, costing more than £18,000 in electricity at today’s prices. Yet despite these stark figures, very few building occupiers consider trying to reduce this consumption.

Air conditioning can actually account for in excess of

eplacing a standard AC fan coil unit with EC technology can offer long-term

savings on energy bills and C02 emissions, according to Robert Harness

30 per cent of a building’s annual electricity consumption.

EC as one-two-threeSo what steps can energy and FMs take to increase the energy efficiency of their air conditioning solutions? The simple answer is to consider using EC (electronically commutated) technology. There are several aspects that make EC technology a considerably better option for fan coil units.

The most important point is that EC technology is around 60 per cent more efficient that AC. The reason for this major difference in energy consumption is due to the design. AC motors use copper windings and draw additional energy solely to create a magnetic field by inducing a current in the rotor. In contrast, DC motors – upon which EC is based – utilise permanent magnets to generate the secondary magnetic field, eliminating the requirement to draw additional energy.

In addition, EC technology utilises integrated electronics, which continuously monitor the motor and adjust the input control, in order to facilitate precise motor control.

By making the circuitry available to external sources, it is possible to implement simple control options; for example, any sensor that can provide a 0-10V/PWM or 4-20mA input can be directly connected to provide closed-loop

control for temperature, pressure, or any alternative parameter that requires measurement. Critically, the integrated electronics also provide DC connections for these control options, eliminating any requirement for additional equipment, or expense.

A further important aspect of EC technology is that speed control can be very easily achieved. Infinitely variable speed control can be accomplished simply by connecting a potentiometer – there is no need for triacs, frequency inverters and no whining noises, which also means that an EC motor under speed control is virtually silent.

Speed controlCommon sense would suggest that doubling the speed of the fan will also double the energy consumed, but it actually increases the power consumed by a factor of eight. Therefore it is extremely wasteful to run a fan faster than is actually required by the application at hand.

An excellent example of this is the difference in requirements between day and night. During the day an air conditioning system will have to work much harder to maintain the required temperature. At night, the requirement is considerably lower and would need only a fraction of the energy to sustain the requisite temperature.

The on-board circuitry utilised within EC motors also means that it is very straightforward to link them into a wider building management system, facilitating central control over their function.

EC technology represents an energy-saving opportunity for energy managers and FMs to deliver long-term savings on energy bills and reducing CO2 emissions. FM

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recent trial undertaken by Orange Business Services (OBS) reveals

the significant energy saving opportunity EC presents for energy and FMs. The trial took place on a fan coil unit (FCU) located in one of the building’s meeting rooms. Prior to any work being carried out, the energy consumption and air flow was monitored to enable benchmarking.

Cinque, OBS’s on-site FM company, replaced the original single AC motor driving three impellers with ebm-papst EC dual inlet blowers, featuring integrated motors and speed control. The retrofit was very simple and required minimal modification to the original mounting points. A simple potentiometer was installed to enable infinitely variable speed control and allow matching of the airflow output to that originally measured.

During the trial, the power was re-measured and showed a 66 per cent reduction in energy consumption and a decrease in noise compared with the original system. As a direct result of this, the head of real estate and FM has upgraded all FCUs at the company’s head office to EC technology.

Interestingly, the original M&E contractor consulted by OBS suggested that nothing further could be done to improve the energy efficiency of the building’s FCUs – the 66 per cent energy saving achieved through using EC technology comprehensively proving that opportunities did exist.

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New legislation

LEGAL NEWS

The recently announced reforms to European data protection laws will force businesses to take more care over the way they store and destroy sensitive and confidential information, says the European head of Shred-it, an information destruction company.

According to a speech by EU commissioner Viviane Reding this week, the revised EU Data Protection Directive will see pan-European regulation replacing the existing patchwork of 27 national codes and give citizens the right to control their data.

However, the new draft law would also require businesses to take greater steps to demonstrate compliance with data protection regulations and increase the penalties for non-compliance fines, potentially reaching up to five per cent of global annual turnover.

In the UK, £500,000 is currently the largest fine that can be imposed on an organisation for breaching UK data protection laws by the Information Commissioner’s Office (ICO), the government’s data protection watchdog.

The executive vice president EMEA of Shred-it, Robert Guice, said: “We saw a marked increase in business following the last increase in the powers of the ICO (March 2010), but it seems that many companies and public sector organisations have slipped back into bad ways since. The directive published today and the powers it

will give to the ICO will hopefully serve as a timely wake-up call to any business that still does not have a proper data management and destruction system in place.”

Data protection officerIt is expected that, under the new rules, public and private sector organisations with more than 250 employees must appoint an independent data protection officer in order to safeguard against lost, stolen and breached data. Their role will be to monitor whether the processing activities are carried out in compliance with the data protection policy and the new law.

Guice advised organisations now needing to reappraise their

information management regimes, that “the first stage of ensuring your organisation is safe from the risk of data breaches and is compliant with the law, is to draw up a data protection policy. And, although the safe disposal of electronic equipment such as hard drives, USBs and laptops has to be paramount, you will still need to be clear about how printed documents will be securely destroyed.

Guice warned: “All the firewalls and passwords in the world will not prevent the risk of paper documents being lost or stolen from insecure bins and ordinary disposal methods.”

REFORMS TO THE EU DATA PROTECTION LAWS Worker fractures pelvisA Hertfordshire company which designs and manufactures shop fixtures and displays has been fined after a worker fell and fractured his pelvis.

In 2010, Denis Cronin was dismantling racking at a temporary warehouse that Benchmark Fabrication had been using in Hunting Gate, Hitchin. He was straddling one of its beams when it splayed, causing him to fall two metres onto a wooden pallet below.

Mr Cronin’s pelvis was fractured in three places, he was in hospital for a week and he took a further three months to fully recover.

Benchmark Fabrication admitted breaching Regulation 6(3) of the Work at Height Regulations 2005. The company was fined £20,000 and ordered to pay £2,923.50 in costs.

Fine over lack of facilitiesA Bristol building firm has been fined £2,000 for failing to provide basic washing and welfare facilities for workers.

The Health and Safety Executive (HSE) visited CR Construction (SW) last June at its building site in Clifton, Bristol “and found completely inadequate washing and bathroom facilities”, according to a statement from the HSE.

Bristol Magistrates’ Court heard that the company managers knew exactly what the requirements were because an Improvement Notice was earlier issued at another site run by the company.

CR Construction (SW) was fined £2,000 and ordered to pay costs of £2,014.

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

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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 4.2% in December, from 4.8% in November. The last time there was a larger fall in annual inflation was between November and December 2008. The largest downward pressures to the change in CPI annual inflation between November and December 2011 came from petrol, gas and clothing Source: ONS (www.ons.gov.uk)

National Minimum Wage

The following rates came into effect on 1 October 2011:

ECONOMY BIFM INTERNATIONAL SIG SURVEY

According to a recent survey, 58% of facilities managers work remotely at least one day per week, while 27% worked remotely at least once per month.Also, 68% of respondent organisations are planning some form of progressive workplace strategies. Less than a third have future plans for traditional one workstation per employee ratios.The survey was conducted by Gensler and the British Institute of Facilities Management’s International Special Interest Group (BIFM ISIG).

Over half of respondents (52%) cited a retirement age of between the ages of 55 and 65. Crucially, over half of respondents gave their age as between that range. The striking implication of this result is that within 10 years, over 50% of currently practicing

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


LinkedIn 77%

Network at BIFM 38%

Facebook 25%

Twitter 13%

None 12%

55-65 52% After 70 2% Before 55 4% Never 6% 66-70 36%

Never 15% Once every month 19% Once every week 8% 1-2 times/ week 28% 3-4 times/ week 22% All the time 8%

HOW OFTEN DO YOU WORK REMOTELY?

DO YOU USE ANY OF THE FOLLOWING SOCIAL MEDIA SITES FOR BUSINESS PURPOSES?

AT WHAT AGE DO YOU INTEND TO RETIRE?

OCCUPIER SURVEY 2012

Commercial occupiers are more satisfied with their landlords’ service provision than they were last year, according to the fifth annual Occupier Satisfaction Survey. Occupiers reported a score of 5.4 (out of a possible 10), an increase of 4.9 the previous year.

Small- and medium-sized occupiers have improved their provision significantly (increase of 0.8) in the eyes of occupiers, to bring satisfaction in line with the occupiers of large premises. However, industrial occupiers are least satisfied with their service (4.9), as compared to the retail (5.2) and office (5.6) sectors.

Across the issues, occupiers reported the largest increase in satisfaction for ‘the application for consent process’ (an increase of 1.3).

On their landlord’s service charge agreements, however, occupiers registered low levels of satisfaction (4.3), which showed almost no improvement on last year’s results (4.2).

Sustainability remains an important issue for occupiers, who gave this factor the lowest score, reflecting a sense that landlords have a lot to achieve on this front.

The survey was conducted on behalf of Property Industry Alliance and CoreNet, and compiled results from responses of 157 occupiers across the main three commercial property sectors. Occupiers of a wide range of building size responded to the survey. Source: www.occupiersatisfaction.org.uk

Occupier category Average score out of 10 2011 2010 All UK commercial occupiers* 5.4 4.9 Retail 5.2 5.1 Office 5.6 5.2 Industrial 4.9 4.6 Small & medium sized occupiers 5.0 4.2 Large occupiers 5.4 5.3

FMs will have left the profession. This will have profound implications for organisations in terms of recruitment, training, and staff turnover.

Communication beat leadership in terms of the qualities FMs believe are necessary to do the job (42% and 20% respectively).

On the social media front, LinkedIn is the most popular tool for FMs, 77% of whom reported using it for business purposes.Source: BIFM/Gensler 2011 Membership Survey

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FM MONITOR �JOHN LANE

The CCTV industry is keen to sell you a new CCTV system based on the Internet Protocol (IP), in place of a traditional analogue system.

The main arguments are:■ Better flexibility IP CCTV systems do not require local recording, the data from an IP camera can be sent over a network to a central recorder.■ Better camera performance There is no theoretical limit to IP camera resolution, typically a good IP camera has 3x the resolution of an analogue camera.■ Easier installation IP cameras can be connected to an existing local area network and powered over the data cable using Power over Ethernet (PoE) so there is no need for a local power supply.■ Better integration IP CCTV cameras with motion sensing can be made to work more easily with IP-based access control/intrusion detection systems.■ Better value IP CCTV systems can be cheaper than analogue systems. However, before you rip out your existing system, you may want to consider the following points in our buyers’ guide:

1 Ensure that CCTV images are of evidential

quality:■ Use dual-head cameras with colour for day use and black and white for night.■ Check that cameras are not

etwork technology has made IP CCTV an attractive option for security-

conscious FMs. John Lane’s six-point buyers’ guide gives you the facts behind the hype

blinded by low winter sun or street lights.■ Check that the combination of camera resolution and lens provides enough pixels to identify an intruder.■ Test the system with various degrees of compression to ensure that you can read a number plate or identify a face from the compressed recorded image.■ Update the system clock.■ Check that you can find the recording of an incident by time and location.■ Check that you can provide the police with a DVD in a format compatible with their equipment.

2Minimise the workload of the monitoring staff:

■ Use fixed cameras where possible. PTZ (pan, tilt, zoom) cameras have their place, but often the incident is over before your staff can use the zoom function to get a closer look.■ Use motion sensing on a time schedule to automatically identify unusual out-of-hours activity.■ Integrate the system with intrusion detection to alert staff and automatically display the relevant camera feed.

3 Minimise the IP network traffic load by:

■ Placing the network video recorders in the same building as the cameras.

■ Minimising the number of cameras that are viewed live.■ Minimising the number of remote monitoring stations.

4Minimise the storage capacity by:

■ Using compression such as H.264.■ Using a variable frame rate with motion sensing. ■ Using dual-feed cameras so that you can view at one frame rate and record at a lower rate.■ Using low-resolution cameras and lower frame rates, where possible.

5 Design the IP network to suit CCTV:

■ Calculate the throughput in the network access, distribution and core layers.■ Check the network switches in each layer have the necessary performance.■ Avoid routing multiple camera feeds to video recorders over the wide area network.

6Ensure that the overall network is resilient:

■ Use power over ethernet to support the cameras from a central supply.■ Design the IP network to eliminate single points of failure.■ Use network video recorders with RAID disks.■ Consider using back-up video recorders. Back-up recorders can simultaneously back up many of cameras over a short period.

StandardsIn the UK and Europe we use CCTV frame rates of 25, 12.5, 6.25 and 3.125 fps. In the US and Middle East they use 30, 15, 7.5 and 3.75 fps. There are many CCTV camera

N encoding formats, including JPEG and MPEG. Some systems allow you to choose different encoding for each camera. H.264 as used for video-conferencing is expected to emerge as the most common IP CCTV format. Analogue cameras can be encoded to IP making it possible to retain more expensive external cameras and integrate them with a new IP CCTV system.

NetworksIP CCTV systems place high demands on IP networks. A single IP camera can produce 6-8mbps of continuous data even with compression. If you have hundreds of IP cameras, you may need a dedicated CCTV sub-network in each building. CAT-5e/CAT-6 copper cables used for IP cameras are limited to 90m in length. External cameras may need to use optical fibre and a local power supply to overcome this limit.

StorageStorage is expensive. The list price of a 20 terabyte (TB) network video-recorder is over £10,000. An eight-camera IP CCTV system will typically require 5TB of storage for 31 days. With HD cameras, this could rise to 20TB for 31 days. FM

For the Home Office Scientific Development Branch CCTV Operational Requirements manual 2009 Publication No 28/09, go to: tinyurl.com/CCTVmanual

For the British Association of Public Safety Communications Officials, Intelligence in Motion – the benefits of CCTV, go to: tinyurl.com/BAPCO-CCTV

Cisco’s guide to IP networks for CCTV is available at: tinyurl.com/CiscoCCTV

HOW TO…SPECIFYING CCTV

John Lane leads Cundall’s IT and communications team

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BIFM NEWS� BIFM.ORG.UK


AWARDS 2012

BIFM Awards 2012The BIFM Awards, with headline sponsor Mace, are open for entries in the following categories:

Consultant of the Year This award recognises the delivery of business-led solutions from any FM consultancy, large or small. The consultancy must demonstrate how it has worked with a client or clients as a strategic partner to develop and deliver creative models or leading-edge solutions in the FM market, in any sector(s).

Excellence in a Major Project This award focuses on the lasting impact of innovative thinking. A 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 be of any business or building type, including schools, hospitals, offices and retail, in either the public or private sector. They can also be primarily concerned in the ‘software’ processes of FM, where changes to organisational culture or environment are most important.

Facilities Manager of the Year This award recognises outstanding personal and professional performance in FM.

FMs entering this award must show evidence of their innovative use of FM methodologies, how they create dynamic solutions and how they integrate FM into the organisation’s strategic

influencing and decision-making process and senior corporate structure.

Impact on Organisation and Workplace This award celebrates working environments that, in addition to being functional and desirable, also make a positive contribution towards job satisfaction and people’s productivity.

In-House Client Team of the Year This award recognises the outstanding contributions made by a team in client organisations, large or small. The team must demonstrate the positive impact and contribution made to the core business they support.

Innovation in Customer Service This award recognises excellence from any FM organisation and/or team.

All FMs have customers – normally the users of the environment and facilities that are provided and managed.

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. The primary measure of success will be how the innovation improved the solution to a problem. It can be simple and inexpensive or the most complicated rationalisation.

Learning and Career Development (new for 2012)This award recognises organisations that can provide demonstrable commitment to improving the knowledge and skills of their staff within the FM profession. Entrants must demonstrate commitment to the learning and career development of individuals or teams.

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

Sustainability and Environmental Impact This award rewards the outstanding ongoing delivery of sustainable and environmental initiatives. Entrants must first define what ‘sustainability’ means to their organisation and their FM team. The judges expect to see evidence of the practical implementation of socially, environmentally and economically sustainable FM practices.

i Entries close on 27 April 2012 (‘FM of the Year’ closes on 20 July). Enter or find out more at www.bifm.org.uk/awards2012

Submissions for this award must clearly focus on their needs, demonstrating how they have created and delivered innovative and effective solutions that are sustainable, customer- and business-driven, and the measurable impact these have made to the service delivery.

Innovation in Products This award recognises the product that has had the most positive impact on improving the management of facilities.

Developing new products, or utilising existing ones in a new and innovative way, is a constant challenge in most organisations. This award covers all innovative products equally, from the simplest and cheapest to the most technologically advanced. A product can be an object, tool, system or process. There is no prescriptive definition, so the judges hope to receive a wide range of entries.

Innovation in the Use of Technology and Systems This award recognises the best

BIFM Awards: entries now open for 2012

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BIFM COMMENT

ith the UK’s economy still fragile and ongoing financial disruption in Europe, 2012 looks set to be another challenging year. Public sector cuts continue to bite and, with intense price pressure across all sectors, business growth will be hard won. So how

can organisations keep ahead of the game in this difficult environment? Having invested in the recruitment and retention of people with the right knowledge, skills

and attitudes, motivating them to develop their full potential is a must. In a climate where ‘more for less’ is the norm, with client expectations continuing to rise, it makes good business sense to show commitment to learning and development of individuals and teams. This year, the BIFM Awards has a new category (Learning and Career Development) to recognise organisations which, despite tough economic conditions, are doing just that. The award is open to organisations that can demonstrate strategic leadership and excellence in developing their FM people, alongside proven measures of success in terms of the organisation’s overall goals and objectives.

Excellence can be shown in a variety of ways, for example: ● Commitment to FM qualifications (including apprenticeships)● Development and implementation of FM-related training programmes● Mentoring programmes● Engagement of people into the profession and CPD support.

The award should tap into a rich seam of development activities already underway and also encourage new programmes. Some organisations use competence frameworks and appraisals to identify gaps and development areas for individuals and teams. They then address these through peer support, training programmes or coaching and mentoring interventions.

Increasingly, organisations are also putting staff through formal FM qualifications to demonstrate a benchmark of excellence and improve levels of performance and motivation. In this way, they set standards in their own companies and help raise the bar for the whole industry.

The BIFM’s own FM qualifications have seen a major uptake in interest over the past year. With different sizes of qualifications (www.bifm.org.uk/qualifications) and a range of mandatory and optional units at each level, organisations can tailor programmes to meet their

specific business requirements and objectives. Working with a BIFM recognised centre, employers can choose units to fill gaps in specialist knowledge, or upskill a team to deliver projects such as relocation or refurbishment. With practical work-based assessments in place, staff can use the documents they generate as evidence towards meeting the learning outcomes of each unit.

Learning and achieving with this model becomes an integrated activity, a real win-win for the individual, the team and the organisation. Staff feel valued and recognised when they achieve a qualification and businesses reap the benefits of a highly skilled and motivated workforce.

For more information on the new Learning and Career Development Award, visit www.bifm.org.uk/[email protected]

W

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

www.fm-world.co.uk

STAYING ON TOP IN 2012

THINKFM CONFERENCE

Think FM conference

Have you booked your place at ThinkFM 2012? A day of learning, debate, interaction and networking – including an early evening drinks reception – ThinkFM is brought to you by the BIFM, in association with Workplace Law.

The theme is ‘Ideas for change: how great facilities management makes the difference’ and it takes place on 18 June 2012 at the Royal College of Physicians in London.

Hubs include Workplace: making spaces work; People: inspiring the team; and Competitive advantage; driving performance and value. Pick and choose sessions you want to attend, focus on one hub or move across all three.

To view the latest agenda with full session details, visit www.thinkfm.com/programme.

i Early bird-bookers can take advantage of preferential rates. Members who book on or before 23 March will pay just £295 plus VAT for the full conference programme. Book now at www.thinkfm.com, email [email protected] or call 08701 632 804

SOCIAL MEDIA

Follow the BIFMAre you following BIFM on Twitter and LinkedIn? Find and follow us on Twitter to get all the latest news - our address is @BIFM_UK. You can also follow ThinkFM at ‘ThinkFMbyBIFM’.

Our Linkedin group, ‘British Institute of Facilities Management’, now has more than 5,000 members, so join today and get involved.

“IT MAKES GOOD BUSINESS SENSE TO SHOW COMMITMENT TO LEARNING AND DEVELOPMENT OF INDIVIDUALS AND TEAMS”

Valerie Everitt is professional standards and education director at the BIFM



s economic uncertainty follows us into 2012, it’s going be another challenging year, affecting budgets and forward spend of many facilities

investors, owners and managers. Non-core services are being cut to reduce costs and streamline activities. One affected area is sustainability and climate change.

Legislation affecting existing and new build, however, will penalise poorly performing buildings financially and their owners and occupiers reputationally. The Carbon Reduction Commitment (CRC) has helped to raise the profile of carbon and sustainability. A significant development last year was the increased recognition and visibility of energy and the wider sustainability agenda at senior levels of business.

In an attempt to reduce costs and promote the corporate brand, some organisations are seeking to occupy energy efficient space and low carbon buildings. For some, this also meets the wellbeing and desires of employees, with a knock-on improvement in productivity.

Staff education and awareness is critical for successful delivery of efficiency measures. Typically, over 10 per cent of savings can be achieved through this route, but it does require robust communication and a culture shift in businesses. While behavioural change remains one of the greatest challenges in delivering sustainable buildings, those who can achieve this will clearly stand out from the competition.

The list of successful projects is consistently growing. M&S has achieved £50 million savings per annum through its sustainability programme ‘Plan A’. Derwent London is implementing sustainable building design features in the refurbishment and operation of its portfolio, and the likes of Mitie are reporting success in the outsourcing of energy management services for clients.

What all these organisations have in common is the ability to understand where sustainability can be incorporated into their business approach and where cost savings can be achieved through delivering a different service. They have all bucked the trend in the perception that sustainability costs more money, and certainly, experience suggests that, if delivered correctly, sustainability is a great cost reduction and revenue generation tool.

Written by Sunil Shah, presenter of BIFM Training’s sustainability and climate change programmes.

i Introduction to Sustainability next runs on 28-29 February and Climate Change – the Impact on FM on 26 June, both in central London. We also offer Energy Management on 28 March and Energy Legislation on 29 March. For further information or to book visit, www.bifm-training.com, email [email protected] or call us on 020 7404 4440. Follow us at facebook.com/bifmtraining or twitter.com/bifmtraining

BIFM TRAINING

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www.fm-world.co.uk

SUSTAINABILITY - A GREAT COST REDUCTION AND REVENUE GENERATION TOOL?

CAREERS ADVICE

Bespoke careers adviceThe BIFM, in partnership with C2 Careers Consultancy, offers members a range of bespoke advice and careers services. We’ll be supporting your career development each month with careers advice, guidance and top tips. This month, we look at the value of talking as a self-reflection tool.

Career progress is really about learning. When we’re at work we tend to correlate ‘learning’ with ‘training’. This is not surprising since delivering our current job to higher standards is vital, whatever the profession. But how much time do we spend on improving our ability to do the job we will be doing in five years? How can we do that when we don’t know what that job is?

We can’t focus on the job so we have to focus on the ‘you’ who will be doing that job. What do we need to get better at? What do we want to do better? How do we know what we need or want for that matter?

Self-audit or a skills audit is step one in our career progress. We can do this in a quiet room with a pen and pad of paper. We call this ‘reflection’ – the characteristic activity of the ‘reflective practitioner’.

This works for some – we call it making an appointment with yourself. For those of us who don’t know what to think until we hear ourselves saying it, then talking is the best aid to reflection. This is why ‘talking’ in the form of mentoring or coaching is increasingly common in the workplace.

i C2 can be contacted on 0207 863 6060 or email: [email protected]. Prices start from £49. www.bifm.org.uk/careersservice

MEMBERS

New membersThe following organisations joined the BIFM as corporate members in January 2012:Safesite – FM supplierThe Pure Water Company – Product supplierNewell Rubbermaid Commercial – Product supplier Hilson Moran – Consultant Greycurve – FM supplierCarlisle Support Services – FM supplierTGM – FM supplierGeorge Birchall Service – FM supplierMaxwell Stewart Maintenance – FM supplierHochtief Facilities Management – FM managementEnergy & Technical Services – FM supplier

i www.bifm.org.uk/corporatemembershipS

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BIFM NEWS� BIFM.ORG.UK

It’s good to talk: C2 Careers Consultancy offers bespoke advice



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

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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NATIONAL BIFM EVENTS

10 February Peter Middup ConcertConcert on behalf of Peter Middup’s wife Jules and son Jack. All proceeds will be donated to Hospice in the Weald in Kent. Peter Middup, publisher of Premises & Facilities Management (PFM) magazine, passed away in November 2011. Peter’s widow Jules will front a band made up of musician friends called Julie & the Divas. Venue: East Peckham Social Club, Freehold, East Peckham, KentContact: Tickets cost £6 and are available by emailing [email protected]

18 June ThinkFM 2012ThinkFM will be a day of learning, debate, interaction and networking. Delegates will be able to take away new ideas to their organisations. 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.Venue: Grosvenor House Hotel, London Contact: [email protected] or call 0845 058 1356

SCOTTISH REGION

16 February Zero Waste SolutionsLearn more about zero waste, in particular, Scotland’s current work in developing new procurement standards for resource effi ciency in FM, which has been partially funded by the Scottish government. Venue: TBAContact: [email protected] call 07920 136 784

Hot Topic Expert Panel – HR IssuesFollowing the success of last years’

expert panel event, join us and put your questions to our expert panel.Venue: Riverside Museum, 100 Pointhouse Place, GlasgowContact: [email protected] or call 07920 136 784

24 May The 16th Scottish regional golf dayVenue: Kings Acre Golf Course, Lasswade, EdinburghContact: [email protected] or call 01977 598 914

12 June AGM and prestige building visitAnnual general meeting and prestige building visit with talk from FM provider and/or client.Venue: TBAContact: [email protected] or call 07920 136 784

28 September Annual conference and exhibitionVenue: Our Dynamic Earth, EdinburghContact: [email protected] or call 07920 136 784

HOME COUNTIES REGION

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 planned preventative maintenance versus the condition based maintenance approach. Venue: Hilton Hotel, NewportContact: [email protected] or call 07710 603 835

NORTH REGION

7 March Gateshead Design Centre tourVenue: Gateshead QuaysideContact: [email protected] or call 07908 505 214

16 May North Region golf dayVenue: The Oaks Golf Club, Aughton, York

Contact: [email protected] call 07779 145 470

INDUSTRY EVENTS 21 February Workplace futures: new needs, new solutions?The sixth annual conference looks at the changes in the industry. 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. Venue: ExCeL LondonContact: www.hotelympia.com

29 February 2012 Webinar: Managing health and safety for commercial property managersThe fi rst in a series of webinars in collaboration with Barbour. The webinar aims to provide an understanding of important risk management considerations. The event is free to attend.Venue: OnlineContact: Becky Fane at [email protected] or visit tinyurl.com/BIFMwebinar to register online

17–18 April FM and Property Event2011 and 2012 are important years in FM and property due to transformations in the procurement of building and infrastructure, support services and workplace strategies. This event will explore the positive undercurrent of good news that resides, unnoticed beneath the surface of today’s troubling headlines.Venue: The Celtic Manor Resort, WalesContact: [email protected] or call 01633 225 040

9-10 May Green Build ExpoGreen Build Expo focuses primarily on professionals working in the volume housing and non-domestic building sectors. 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 ExpoVenue: NEC BirminghamContact: www.safety-health-expo.co.uk

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

25-26 June 31st Facilities Management ForumThis event is specifi cally organised for FM directors and managers who are directly involved in the procurement of FM products and services.Venue: Heythrop Park, OxfordshireContact: Mick Bush at [email protected] or call 01992 374 100

28 June World FM Day 2012The annual event aims to raise the FM profession’s profi le around the world.Venue: World wideContact: Visit www.globalfm.org for more details

12-13 September Offi ce InteriorsA new trade exhibition for the UK’s offi ce interiors industry.Venue: Olympia Exhibition CentreContact: For information and to enquire about exhibiting, please contact Ali Mead at [email protected].

9-10 October Total Workplace Management The ideal place to meet with professionals from across the industry. Venue: London OlympiaContact: Visit www.twmexpo.com for details

31 October – 2 November IFMA’s World Workplace Annual conference for facility management and related professions. Venue: San Antonio. Texas, USContact: www.worldworkplace.org/2012


FM DIARY

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

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BEHIND

THE JOB

NAME: David MannersJOB TITLE: Facilities managerORGANISATION: Motability Operations JOB DESCRIPTION: A full range of standard facilities responsibilities, combined with health and safety, energy and project management. Governance, due diligence and added value are key requirements and there is a strong culture of continuous improvement.

What attracted you to the job?The initial attraction was the job specification at the time. What continues to motivate me is the dynamic nature of the organisation and the natural continuous development that goes with it.

My top perk at work is…The view from the roof of our London premises. Heron Tower, the Shard and Tower 42 make for a very impressive panorama, probably the best in the built environment. How did you get into facilities management and what attracted you to the industry?I started working life as a mechanical apprentice working on installation and maintenance. I later spent nine years at Ikea as a maintenance manager, a role that evolved into project management, waste and cleaning services, health and safety, and energy procurement and management. The retail background embedded in me deep-rooted commercial focus in all activity and Ikea, in particular, required a strong environmental drive from all its employees.

What has been your biggest career challenge to date?As with many of my peers, the challenge is to always present the facilities function as an attribute to the organisation rather than a necessary overhead.

If you could give away one of your responsibilities to an unsuspecting colleague, what would it be?Communicating with the major utilities – the most excruciating process known to mankind!

If you could change one thing about the industry, what would it be?The long-winded terminology and over complication of issues that should be straightforward. Any interesting tales to tell?When I was working for Ikea I forged a regular relationship with the London Wildlife Trusts local medical units. This involved handing over orphaned baby pigeons picked up abseiling 300-foot disused chimneys and rats injured in tug of war matches with the restaurant manager.

If I wasn’t in facilities management, I’d probably be… still in the built environment, but specialising in either critical engineering and contingency planning or energy management.

How do you think facilities management has changed in the past five years?Some of the fringe issues have now become priorities (CSR, for example) due to market forces and legislation.Risk management has also grown significantly more important for FMs.

And how will it change in the next five years?Pressure on space and evolution of IT will bring the long awaited ‘paperless office’ within reach.

What single piece of advice would you give to a young facilities manager starting out?Get as hands-on with all facilities disciplines as you can, as early as you can. Practical understanding and experience are often more important than academic qualifications.

FM PEOPLE� MOVERS & SHAKERS

Greg Mace (pictured) has been appointed managing director of Rapport, the new high-end concierge division of Compass Group UK & Ireland. Mace was previously managing director of client services at Compass. Rapport will work with Compass’ executive dining business Restaurant Associates and its security business VSG.

Workplace solutions provider PeopleCube has appointed Nigel Clarke as general manager for the EMEA markets. Clarke, based in the UK, will be responsible for overseeing the co-location of the Business Solve and

PeopleCube teams to new premises in Staines, Middlesex.

Mitie Total Security Management has appointed Ian Campbell (pictured)as its new director for security systems.Campbell has 10 years’ experience in the security industry as well as 20 years in the armed forces. He was a director for three years at G4S Secure Solutions UK, where he responsible for improving business performance and establishing a clear strategy for the business unit. His remit covered new product development, business improvement initiatives and customer and employee satisfaction and retention.

Norse Commercial Services has appointed Mark Emms (pictured) as commercial director for its catering operations. Emms will be taking over from Alison Allen when she retires at the end of March. Norse’s catering portfolio covers Norfolk primary schools, high schools, healthcare and a number of private sector clients. Emms, who has been with Norse for more than four years, is project manager with responsibility for managing the transfer of Norfolk County Council’s residential care and housing-with-care schemes into the Norse Group.

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▼ Hydroforce launches new pumpLaunched in January 2012 by HydroForce Pumps is a clean-water pump for rainwater harvesting tanks.

Intensive design and development and exhaustive testing have brought about one of the highest quality pumps available on the market and the only one manufactured in the UK. With the strapline ‘quality under pressure’, the new HydroForce pump has been designed with a number of important features. Perhaps the most important of these is the alloy bulkhead, pressure-release gap and twin chamber design, which prevents ingress of water to motor, electrical components and to bearing oil, and for which a patent has been applied for. It is pressure sensitive, dry-run protected, and it comes with factory fi tted fi lter, connectors and non-return valve. T: 0800 074 7234 E: [email protected] W: www.hydroforcepumps.co.uk

▼Global Automatics offers trainingGlobal Automatics has extending its range of free training courses on automatic doors after appointing Darren Lloyd as the company’s technical support manager.

Now with the capacity to off er up to 20 days training per month, Global Automatics can satisfy the needs of those engineers already experienced in automatic doors and those new to the industry.

Course lengths run from one day for experienced installers to eight day s for new people, run on a one-day-per-week basis. Diff erent courses are available for various industries and bespoke courses can be put together to meet on specifi c needs. T: 0845 643 0013 E: [email protected] W: www.global-automatics.com

▲ Get your message out on the street An innovation in fl oor-applied graphics has created new opportunities for indoor and outdoor surface markings. The graphic panels from Applied Media are ideal for applications such as parking-bay demarcation and corporate branding. In addition, the graphics can transform previously under-utilised spaces into profi table sponsorship and advertising locations, or provide temporary directional markings for sports or charity events.

The graphics are durable, slip resistant and designed for use in areas with heavy pedestrian and even vehicular traffi c. The panels can be supplied in any design, are fast to install indoors or out and are quickly and easily removed when required, without damage to the underlying surface. T: 0845 478 5016 E: [email protected] W: www.appliedoutdoormedia.com

▲ Weatherite completes refurbishmentWeatherite Building Services (WBS) has carried out a complete refurbishment of the kitchen at Hawksworth Wood Primary School in Leeds.

WBS managed the entire project, including the installation of new kitchen ventilation equipment, electrical rewiring, upgrading gas services and replacing the ceiling and fl ooring. The contract was awarded by the architectural design services department of Leeds County Council and will deliver savings in both energy usage and costs.

Central to the upgrade was the installation of a highly energy effi cient kitchen ventilation system. To further reduce energy usage, WBS added a tempered air supply system to the kitchen. The project included an electrical re-wire of the kitchen area and an upgrade of the gas system to meet the latest EU regulations. T: 0121 665 2266 E: [email protected]

▲ Perfect union for CCM and BDFMA merger between 25-year old independent Contract Cleaning & Maintenance (London) Ltd (CCM) and BD Facilities Management (BDFM) has now completed following six months of integration.

Together, the businesses, which operate in London and south east, have formed an £8 million operation with around 700 staff . Each company will remain trading under its original name and continue to provide service in its specialised sectors. A new London Offi ce, admin centre and stores for the combined operation has opened in Battersea, London SW8.

The group’s work includes daily offi ce cleans and maintenance services for the fi nancial services sector, business parks and individual offi ces, shopping centres and retail outlets. T: 07917 456 401 E: [email protected] W: www ccml.biz

▲ FSG extends its out-of-hours serviceNational property maintenance provider Facilities Services Group (FSG) has extended its out-of-hours helpdesk service, to help more businesses achieve continuous protection of their property.

Under the initiative, FSG is opening up access to its 24/7/365 helpdesk – which has been delivering an out-of-hours service for clients for more than 14 years – to companies outside its partner network.

Fulfi lling incident reporting and emergency maintenance needs around the clock, the service is ideal for sites that operate during unsociable hours, such as bank holidays and throughout the night.

It is operated through a single point of contact, through FSG’s state-of-the-art helpdesk facility, located at the company’s headquarters in Aylesbury.T: 0844 9802 500 E: [email protected]: www.facilities-services-group.co.uk

www.fm-world.co.uk

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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.uk

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

York House, 20 York Street,Manchester, M2 3BBT: +44 (0)161 605 0500www.macdonaldandcompany.com

where is your career taking you?

where is your career taking you?

Facilities Management and Health & Safety

Macdonald & Company’s Facilities Management team is

recruitment. As the RICS Preferred Recruitment Partner in addition to being Corporate BIFM members, our global team of specialist consultants has acted on behalf of a hugely diverse range of clients with exceptional levels of professionalism, courtesy and discretion.We provide junior management through to executive board level recruitment solutions to client side organisations (including

Sporting Arenas, Public Sector), Facilities Management Service Providers, Managing Agents, Consultancies and Defence organisations, on both a freelance and permanent basis.

Our specialist team can help. Once you make contact with Macdonald & Company you will have a dedicated point of

interview technique and preparation, career appraisals, salary benchmarking and market analysis.The range of disciplines we recruit for is diverse and includes, but is not limited to:

- Business development & bidding- Commercial management - Mobilisation/transition - Procurement & supply chain- Operations (Hard, Soft & TFM)- PPP/PFI

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

- Project management - Moves & space planning- Consultancy - HSE management- Risk management- Quality assurance

“we strive to exceed our clients’ and candidates’ expectations at all times and have pride in our reputation and genuinely consultative approach” Jamie Williams - Director of Facilities Management

501994

100,000 +

combined years’ experience in the team

year we were established

candidates registered with us and growing

of salaries negotiated

William Bellamy Jamie Williams Claire Marchant Tom Thompson Alison Sharples Richard Parrett Claire Bradbury Tom Primrose

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40�| 9 FEBRUARY 2012�| FM WORLD jobs.fm-world.co.ukjobs.fm-world.co.ukjobs.fm-world.co.uk

FM Opportunities

www.cobaltrecruitment.com

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

London, Manchester, Melbourne, Singapore.

Business Improvement Manager | Nottingham circa £55,000

Our client is looking for a Business Improvement Manager (BIM) to lead business improvement initiatives across a new contract it has recently won. The BIM will promote the development of best practice in continuous improvement across the contract and ensure that all event outcome benefits are base lined and tracked. You will work closely with the senior operations team and report into the Ops Director. Ref:1010000

M&E Manager | Manchester £50,000

Our client is looking for an M&E Manager to deliver the hard services to a shopping centre in the North West of England. You will be employed by one of the leading service providers in the UK and have excellent support in order to fulfil your role. You must come from a strong engineering background and have a proven track record in delivering hard services to a sizable account, ideally in the retail or commercial sector. Strong people management skills are essential for this role. Ref: 27734

Premises Manager | London circa £45,000

A financial services organisation is currently seeking a Premises Manager to manage a small London based team and outsourced supply chain to ensure the highest standards of maintenance and management across a nationwide portfolio of properties. This position will provide technical leadership on the delivery of all FM services as well as health and safety and property management. The successful candidate will be experienced in dealing with all lease issues of the portfolio. Ref: 27819

Buildings & Facilities Manager | Northern Home Counties £42,000- £54,000

Our client, a leading educational institution is currently recruiting for a Buildings and Facilities Manager. The role will drive the delivery of hard and soft FM services across the properties of a large University faculty in relation to capital projects, space planning and management, planned and reactive maintenance and energy management. Experience managing hard and soft services provision within a higher education establishment is desirable, preferably dealing with scientific research and laboratory environments. Ref: 1006200

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

+44 (0) 20 7478 2500 to speak to either Claudio Rojas or Ryan Coombs.

Find your ideal FM job at www.fm-world.co.uk/jobsTo advertise on fm-world.com contact Carly Gregory on 020 7324 2755

fm-world.co.uk/jobs

Site Team Coordinator

Basingstoke, Hampshire£25,718 to £28,110 per

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City of London

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FM WORLD |�9 FEBRUARY 2012 |�41jobs.fm-world.co.uk

Speedy is a leading service provider offering equipment for both hire and sale, and associated expertise and support services to construction, infrastructure, industrial and other related industries. We are the UK’s largest provider of hire equipment and have grown to be a £350 million turnover organisation with over 1,000 customers, 4,000 employees and c.300 leased industrial sites.

Reporting into the Head of Property, the successful candidate will be capable of effective management and delivery of Facilities Management services across the Speedy estate. You will have strong fi nancial awareness and management skills with the ability to manage fi nancial targets and fi nancial reporting systems.

The main duties and responsibilities of this role include:

• Leading and managing external consultants, contractors and suppliers assigned to facilities management delivery, measuring performance against agreed KPIs.

• Implementing detailed plans to meet statutory, Health and Safety, environmental, security, cost, governance, regulatory and legislative requirements.

• Identifying, documenting and managing key risks throughout ensuring appropriate risk management, risk mitigation and contingency planning.

• Working with contracting and consultancy partners to investigate, propose and deliver demonstrable supply chain effi ciencies in terms of cost, quality and programme improvements year on year.

• Continuing to develop the facilities supply chain and framework service delivery ensuring excellent customer satisfaction ratings.

In exchange, Speedy will offer a great working environment, with development and career progression opportunities. The salary for this Senior Management role is c.£45,000 per annum, depending on experience. Company car and other benefi ts are also provided.

If you feel you have the experience and skills for this position, please request an application form or submit your CV to [email protected] or alternatively visit our website at www.speedyhire.com

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•


A 'virtual nurse' is greeting staff and patients on their arrival at London's University College Hospital to remind them about good infection control practice.

The hologram virtual nurse (pictured) – believed to be the fi rst of its kind in the UK – is funded by Interserve Facilities Management (which provides cleaning services for the trust) and by Healthcare Messaging Group.

As well as giving advice to staff, patients and visitors about the importance of hand hygiene and cleanliness, the virtual nurse also keeps patients and visitors informed about other trust projects, according to a statement.

The virtual nurse is refl ected by high-defi nition video projectors on to a specially developed material.

Visitors are prompted regularly by the nurse to clean their hands at the many hand gel dispenser points around the hospital. The virtual nurse also has two gel

dispenser units built into it.“This initiative will help us to

promote hand hygiene and deliver other key messages in a consistent and compelling manner,” said Trevor Payne, director of estates and facilities at the hospital. “Raising awareness through high-profi le initiatives like this enables us to educate our patients, visitors and staff alike.”

A short study undertaken after the virtual nurse's introduction suggests the unit is being well-received with one in three visitors and patients using it to clean their

hands during a two-hour period in November.The virtual nurse is just one tactic used to improve

awareness of the importance of infection control. Others include signs, recorded messages prompting staff and patients to clean their hands, patient information leafl ets and training and education programmes. (The video's work a look – tinyurl.com/holonurse)

New York subway users who take the best photos of the nastiest rats can win a month's transport pass, according to the city’s media.

The Rate my Rat contest has been put on by angry members of subway workers' union Transport Workers, which alleges that a rat infestation is making their workplace, platforms and rail lines dangerous. Commuters can upload their photos to a website,

www.ratfreesubways.com."Who the hell wants to work around hundreds

of freaking rats?" union member Jim Gannon told media.

The union is pressurizing the Metropolitan Transportation Authority to clean stations more often and generally improve maintenance of the platforms and other structures.

POST-OCCUPANCY USER GROUPS /// CASE STUDY – REFIT AT RACKSPACE /// TUPE – THEN, NOW AND THE NEAR FUTURE /// QUALITY STANDARDS IN FM /// RUNNING AN ALARM RECEIVING CENTRE /// MAILROOM MANAGEMENT ///ALL THE LATEST NEWS, ANALYSIS AND COMMENT

IN THE NEXT ISSUE OUT 23 FEBRUARY

WAKE UP AND SMELL THE COFFEECoff ee. Sweet, aromatic coff ee, oh saviour of our mornings. How we’d live without you, it’s not worth contemplating. Every day we attempt to salvage early morning traumas with a strong pot of the stuff , but little do we realise just how much energy (apart from pumping our bodies with caff eine) it could produce.

But what do you do with the leftover grounds from that last pot of coff ee you made? Toss it into the bin, paper fi lter attached – not a care in the world?

Not everyone does. US coff ee supplier Green Mountain Roaster is working with the Energy & Environmental Research Center (EERC) at the University of North Dakota to re-use leftover coff ee grounds to develop a natural gas that can be used to produce effi cient electricity and heat.

The fuel can eventually be used to power vehicles. The concept is known as torrefaction. According to researchers at Leeds University, it’s very similar to roasting coff ee beans.

This process involves the matter being heated to around 300 degrees centigrade in an air-free container and transforming biomass into a dry, energy-rich fuel.

"This project is an extension of work performed by the EERC for NASA, which explored the conversion of waste from a space station and future Martian and lunar bases into heat and power," said EERC deputy associate director for research, Chris Zygarlicke.

"This project will similarly utilise a mostly renewable and bio-based waste and convert it into electricity for the coff ee industry."


"Good FM adds a significant amount of value to an organisation. The trouble is, poor FM doesn't take enough away."Has this high profile FM summed up the sector's credibility problem in a single soundbite?

THE SAMEDAYS

2NO

FINAL WORD� NOTES FROM AROUND THE WORLD OF FM

HOLOGRAPHIC NURSE ADVISES ON HYGIENE

New York commuters snap at subway rats

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HOT DATES

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

MARCH COURSES 13 Managing Building Maintenance13-14 The Essentials of Property Management14-15 Health & Safety Regulations, Responsibilities & Risk Assessments14-15 Understanding & Managing Building Services - FULL (ask about our Building Services Conference on 22 May)20 Fire Safety Law & Risk Assessment20-21 Display Screen Regulations & Risk Assessment20-22 Understanding FM Foundation - (optional) ILM Level 3 Award or Certificate in FM21 Communications Skills21 Customer Focused FM21-22 Building Services - The Next Step21-22 Project Management22 Service Level Agreements

“ ”A very enjoyable course with excellent content and delivered at good pace - the tutors are first class and really know their stuff! The course works well for those who are new to FM as well as those who have been in the industry for years - Group Facilities Manager, Gratte Brothers (Ref. Understanding FM Foundation with ILM Level 3 Award in FM]

Plan and be ready in 2012

Do you and your team want to win a top industry award? Do you want recognition as the very best in the FM industry?Th e BIFM Awards are open for entries and we are looking for the leading FMs, teams and projects in the UK.

Entries close 27 April 2012 (‘FM of the Year’ category closes 20 July 2012)

Th e awards take place on 8 October2012 in London

Email [email protected] Call 0141 639 0708

www.bifm.org.uk/awards2012

Sponsor:Headline sponsor:

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Schueco TF+ delivers free electricity and an extra income even when it’s overcast

Green Technology for the Blue PlanetClean Energy from Solar and Windows

What’s the simplest way to take advantage of free solar energy and receive regular, index-linked payments from the Feed-in Tariff? Answer: install a Schueco TF+ thin-film PV array on any convenient flat roof using Schueco’s unique East/West mounting system. Because the micromorphous silicon cells in Schueco TF+ react to an unusually wide spectrum of light, the modules work even when it’s overcast and the east/west alignment allows them to generate power throughout the day. Importantly, the lightweight low-ballast East/West system does not puncture the roof covering and allows 90% of the available roof-space to be utilised. It’s another example of Schueco’s Energy3 concept in action. www.schueco.co.uk

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FM World 2012--2-09

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