FM World April 7 2011

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 7 APRIL 2011

FMwww.fm-world.co.uk World

SPACE TO BREATHE

02 fi nds liberation through consolidation after a move into new European HQ in Slough

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VOL 8 ISSUE 7 �7 APRIL 2011

FM WORLD |�7 APRIL 2011 |�03

CONTENTS

FEATURES

18 02: Consolidating three buildings into one, the

mobile phone giant forged a creative new European HQ in Slough, finds Cathy Hayward

22 Localism: Under the proposed Localism Bill,

Local Authority FMs will take on new budget and purchasing responsibility, finds Martin Bell

26 Energy efficiency: Tommy Moody explains how

a recent report by Carbon Connect highlighted the case for energy efficiency, even in small businesses

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

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

visit fm-world.co.uk/jobs

OPINION

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

17 Five minutes with Harrow Green chairman Reg Allen

46 Felicity Messing

MONITOR

30 Legal: What the abolition of the default retirement age means for managers

32 How to: Managing outsourced switchboard services

35 Insight: Market intelligence

REGULARS

36 BIFM news42 People & Jobs43 Appointments

12 | Budget 2011 review 18 | O2 building in Slough 36| BIFM news7 | Olympic stadium complete

NEWS

6 Probation FM contracts labelled a “disaster” by trade union

7 Olympic venue finished ahead of schedule and under budget

8 Project of the fortnight: Tower 24 gets a refurbishment

9 FM 100 poll: do you believe in your company’s green policies?

10 Business news: G4S wins lucrative Olympic security deal worth £100m

11 Johnson Controls to provide FM to 12,000 Shell petrol stations 12 Budget 2011: comment

and analysis by finance journalist Graeme Davies

15 Natalie Li reports from sustainability conference London First

COVER IMAGE:JOHN REYNOLDS

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www.fm-world.co.uk FM WORLD |�7 APRIL 2011 |�05

LEADER

few weeks ago, I wrote about the unstoppable trend towards mobile working and how, wherever you go, there are people perched with their laptop or talking business on their mobile phone. I had two concerns: lack of free WiFi coverage and

a lack of consideration for ergonomic comfort. The day after that piece was published in this magazine I was on the Stansted Express when two chaps got on and started discussing their employer, a well-known facilities management company. Not only did they openly name the organisation several times but they talked about what they believed to be fraudulent practices and made derogatory remarks about senior execs.

OK, this was an extreme example but it got me thinking about privacy and confidentiality for mobile workers. Sitting in a Costa Coffee a few days later I overheard two colleagues talking about a major client and the contract renewal process (including how they could add in ‘additional costly services’ once the deal had been signed). On the train to a meeting, a woman was on her mobile to a client talking about fairly confidential aspects of their relationship. And at a serviced office space, I was sharing a table with someone and could clearly see the business plan they were working on.

Ask around and you find that this is a common experience. One facilities professional told me how she was waiting in a hotel reception before a FMA meeting and couldn’t help but overhear a chap talking about a named FM client to a colleague over the phone. Once the call was finished, she introduced herself and said she was also in FM. He went white. Someone else told me about a recent train journey when he was sitting next to someone who was working on an internal document about a new software product which was going to market despite several known glitches. And of course the press is full of stories about memory sticks and confidential documents left where they shouldn’t have been. Next time you’re out and about, look and listen and I bet you’ll pick up some interesting titbits.

You would have thought that much of this is common sense. But I think workplace managers and HR professionals must also shoulder some of the blame. I don’t think we take the time to train people in new ways of working. We take them out of static workspaces, give them a laptop and a BlackBerry and expect them to understand the etiquette of working in

public. But of course they often don’t and they continue to work in the way they did when they were in private workspaces. We need to explain how people using those spaces need to adapt their style of working – perhaps by using code names when talking about clients or your own business in public; not naming people individually but perhaps by their job title; and being careful what confidential documents you work on in certain environments.

I’m writing this on the tube and don’t think I’ve been overlooked…

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EDITORIALTel: 020 7880 6229email: [email protected]

editor: Cathy Hayward ⁄ news editors: Louisa Roberts and David Arminas ⁄ reporter: Laura Chubb ⁄ 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]

display sales executives: Adam Potter (020 7880 8543) and John Nahar (020 7880 6230) ⁄ recruitment sales executive: Norman Cook

PRODUCTIONproduction manager: Jane Eastermanproduction executive: Aysha Miah

PUBLISHINGpublishing director: Cathy Hayward

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

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

EDITORIAL ADVISORY BOARDSimon Ball, business development manager, Interserve ⁄Jason Choy, director, Persus⁄ Ismena Clout, energy consultant, powerPerfector ⁄ Nick Cook, managing director, Haywards ⁄ Rob Greenfi eld, director for health, safety, environmental and quality, Sodexo ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Lionel Prodgers, principal, Agents4FM ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM Tutor and author ⁄ Chris Wood, senior associate at Advanced Workplace Associates

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

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

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

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CATHY HAYWARD� EDITOR�COMMENT

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“PEOPLE WHO DEFEND THE OFFICE AS THE ONLY LOCATION OF WORK NEED TO GET OUT AND SEE THE REALITY”

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Probation premises contracts slammedLAURA CHUBB [email protected]

The centralisation and privatisation of FM contracts for probation premises has been labelled a “disaster” by Napo, the trade union and professional association for Family Court and Probation staff.In a scathing attack on the last six years of privatised facilities management of probation premises, Napo calls the arrangements “chaotic and very expensive”.

The organisation has sent a dossier to MPs across all parties demanding the problems be addressed. One of Napo’s main complaints is that centralising the contract to Interserve has resulted in contractors travelling vast distances to carry out small repairs.

Napo cites various examples of the inconvenience and expense this has affected, such as a facility in South Wales receiving workmen from Manchester and Coventry for window repairs and heating engineers from Somerset.

Another example is the staff member at a South Yorkshire site who asked for a new keyboard, and was surprised when it arrived the same day in a taxi from Dunstable. The round taxi journey is said to have cost around £80.

Harry Fletcher, assistant general secretary of Napo, said: “The centralisation and privatisation of maintenance contracts for probation premises has been a disaster. Napo has now complained on three separate occasions about the absurd distances workers travel to carry out small jobs and the fact that more expensive repairs seem to go on a long waiting list.”

He added that the centralisation of contracts takes away money from the local economy and affects local jobs.

Responding to the dossier, a spokesperson for Interserve told FM World: “The services Interserve deliver to the Ministry of Justice have contributed to a saving of some £18m. The incidents relating to Interserve raised in the Napo report represent a very small fraction of the work we undertake for the Ministry. We have investigated and closed all those of which we have been formally notified.”

He continued: “We deliver services regionally so as to operate efficiently and to minimise the environmental impact of our business. It is worth noting that we would bear the cost ourselves of any extensive travel needed to fulfill our service commitments – one of the ways in which the contract represents good value for the taxpayer.”

Olympic stadium completed

CONTRACTS

BAA invests £50m in crisis managementLAURA CHUBB [email protected]

BAA has announced it will invest £50m in crisis management to avoid a repeat of the chaos at Heathrow airport over Christmas, caused by severe snowfall.

Thousands of passengers were stranded at Heathrow terminals in the week before Christmas as the world’s busiest airport ground to a halt. More than 4,000 flights were cancelled, planes froze into parking spaces and runways closed as BAA found itself lacking enough snow-clearing equipment and supplies, such as de-icer.

An inquiry into the incident by BAA non-executive director David Begg made 14 recommendations for improvement, including the need to simplify crisis management

processes and ensure access to ample snow-clearing equipment.

BAA confirmed that, in response to the inquiry, it would invest in new equipment, increased staff resources and training.

Chair of the BIFM’s business continuity special interest group Stephen Dance told FM World: “BAA has obviously taken to heart that the way a crisis is handled can enhance or damage an organisation’s reputation.”

FM probation contracts: “Chaotic”

“But a great deal of crisis management depends on the perception of what is being done by the people affected, and communication with them is crucial to winning their support and trust”

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He said of the adverse weather conditions that caused the problems: “These types of incidents will test the most robust business continuity plans by imposing limitations on what can be realistically achieved. But a great deal of crisis management depends on the perception of what is being done by the people affected, and communication with them is crucial to winning their support and trust.”

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Construction on the London Olympics’ flagship facility, the Olympic stadium, has been completed ahead of time and £10m under budget.

Work began on the stadium in Stratford, east London, in May 2008. The stadium’s completion on

March 29 came three months ahead of schedule and more than a year before the Games begin in July 2012.

Silver medallist sprinter Frankie Fredericks had the honour of laying the last piece of turf.

Chairman of the London Organising Committee of the Olympic Games Lord Coe said: “I don’t want anyone to run away with the idea that this stadium is ready to stage a track-and-field championship tomorrow.”

He continued: “But as chairman of an organising committee, to be able to tick off this venue is terrific.”

Completion of the 80,000-seat venue also came in £10m under budget at a final cost of £486m.

All that remains is for organisers to put the finishing touches to the stadium, including laying the running track and installing other essential facilities.

Topshop fined

CATHY HAYWARD [email protected]

The Ministry of Justice (MoJ) is considering changing the law to make squatting a criminal rather than civil offence. This would mean the police could force entry and arrest anyone who has occupied a property without the owner’s permission.

Currently, squatting is not a criminal offence in England and Wales. Property owners must use the civil courts to enforce their rights, which can be a lengthy and expensive process. But in Scotland squatting is a criminal offence and if found guilty, the criminal faces 21 days in jail.

“We recognise the harm caused by squatters. This is why we are considering whether we can strengthen the law, or its

MoJ: Squatting to be made illegal

enforcement, to help homeowners protect their property,” said a spokesperson for the MoJ.

Mark Cosh, European director at vacant property management specialists SitexOrbis, welcomed the proposed change. “Due to the relaxed nature of the law, squatting is seen as being encouraged in

England – there are even dedicated squatters websites to advise people. The new legislation will provide more power to police to take action and remove squatters.”

In addition, the knock-on effects of squatting such as vandalism, fire and theft will diminish, Cosh said.

Although the government is clearly targeting the change at people who squat in residential property, the change in law is also likely to cover commercial property. No information was available as to the timescale for any change.

There are around 100,000 incidents of squatting every year; recent high profile victims include Snatch director Guy Ritchie and Saif Gaddaffi, whose multi-million pound Hampstead residence was taken over by a group of squatters protesting about events in Libya.

New editor for FM WorldMartin Read is to be the new managing editor of FM World magazine, taking over from Cathy Hayward who leaves in early May to set up her own communications consultancy for the facilities management sector. With 20 years of business publishing experience, including several years as editor of Facilities Management Journal, Read brings tremendous knowledge of the sector to the role. He was appointed following a joint recruitment process between BIFM and FM World’s publishing company Redactive Media Group. Read will take up the position on Tuesday 26 April and will spend two weeks in a handover with Hayward. He will be joining the rest of the FMW team at this week’s TH!NK FM conference.

New powers for USSFifteen private security guards from Ultimate Security Services have begun operating with limited policing powers around London’s Victoria coach and train stations.

The security guards were accredited by Scotland Yard in a bid to tackle anti-social behaviour around one of the capital’s busiest transport hubs.

Police powers include the ability to confiscate alcohol and cigarettes, prevent cyclists from riding on footpaths and request a name and address for offences such as criminal damage and begging.

£70m Airbus officesAircraft manufacturer Airbus has announced it will build a £70m office facility at its plant in Filton, Bristol.The planned aerospace business park will bring 2,500 of Airbus’s 4,000 engineering, design, customer support and other employees together in one place. Airbus is yet to obtain planning permission for the new facilities.

Heron Tower completedHeron Tower, the tallest building in the City of London at 230 metres high, has reached practical completion.

Located at Bishopsgate near Liverpool Street station, the building boasts 40,836sq m of commercial office space, with a restaurant and sky bar giving sweeping views over the city. The 46-storey building has already received a Breeam environmental efficiency rating of “excellent”.

MOJ

Retail giant Arcadia, responsible for fashion brands including Topshop and Dorothy Perkins, has received the maximum possible fine after workers were exposed to asbestos fibres while refurbishing a Topshop store.

The Health and Safety Executive prosecuted Arcadia Group along with contractor Vincents (Shopfitters) for allowing refurbishment work at the Liverpool outlet to go ahead, despite the fact that a survey ordered before the project started had identified the presence of asbestos.

Arcadia was fined £5,000 with legal costs of £10,769 by Liverpool Magistrates’ Court, the maximum fine the court could issue.

Warren Pennington, the investigating inspector at HSE, said: “Up to 45 individuals who were working in the building now have to live with the knowledge that they may become ill with a life-threatening lung disease.”

NEWS BRIEFS

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Taken over: Saif Gaddafi’s residence



PROJECT OF THE FORTNIGHT

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From the outside, Tower 42 looks like a monument to the 1980s – in fact it was London’s tallest building for 10 years until One Canada Square usurped it in 1990 – its silvery-black columns reminiscent of pinstripe suits from that decade.

Inside, it’s a different story. The main reception area’s interior decor is firmly planted in the 21st century, and the building is well known for its concierge-style management. Staff working at the 40 companies on site have access to restaurants, a gym, and can even have their dry cleaning collected from their desk, or get their nails done there at lunch time.

The sheer size of the building means there is always maintenance work being done on at least one floor – whether its M&E maintenance or a full-scale refurbishment. “It’s a lot like painting the Forth Bridge,” admits Manish Rampuria, associate director at BNP Paribas, which manages the building.

Recently, an eight-week project has brought the entire 12th floor up to date. Each floor of the tower is identical in its basic layout, with three 3,000 sq ft ‘leaves’ spread around the central core (the building is designed to look like the Natwest logo from above, reflecting its original incarnation).

Office refurbishment and fit-out company MorrCo oversaw the project, which included making each space open plan, and creating an even lux across the floor with the installation of LED lights (a first for the building). These are low wattage and highly sustainable as a result, explains Rossi Higgins, project manager at MorrCo.

The floor is now sleek, light and bang up to date. And while the remaining marketing suite is empty for now (it is currently under offer), this only enhances the real attraction of working in this building – the stirring views of London below.

Health and safety online directory launchedA new online directory to help businesses find trustworthy health and safety consultants has been launched.

Consultants must belong to a professional body, have a degree-level qualification and at least two years’ experience to make it onto the register.

More than 1,600 consultants have signed up to the online Occupational Safety and Health Consultants Register.

Employment minister Chris Grayling said: “Those who do not have the requisite expertise and experience will be excluded from the register, making it easier for employers to access reliable, reputable advice.”

The register is intended to help businesses looking for extra support from a trusted source, and should make it easier to find a local consultant with the relevant expertise.

You can view the register at www.oshcr.org.

FMs are ignoring liquid waste disposal dutiesIncreasing numbers of companies are ignoring liquid waste disposal duties to cut costs, according to waste solution specialists Cleansing Service Group (CSG).

CSG is reporting growing neglect of simple site maintenance such as clearing gullies around facilities and the regular emptying of interceptors. The latter are widely used to capture liquid waste from industries including logistics, food manufacture and vehicle hire. Processes associated with these industries can produce oily water, which is classified as hazardous waste.

Ian Carnell, CSG’s environmental consultant, warned that cutting corners might save firms money now, but the financial repercussions of disregarding site maintenance could be huge.

He said: “All businesses need to make cutbacks at the moment. However, it is essential not to lose sight of the bigger picture. Interceptor overflow or flooding caused by blocked gullies could wreak havoc with business operations in future.”

He cited reduced productivity and costly clean-up operations as significant risks posed by neglect of site maintenance.

IPFMA presses Irish government for property billThe government must make the new Property Services and Regulation Bill a priority, the chair of the Irish Property and Facility Management Association (Ipfma) has urged.

Speaking at the Association’s 2011 annual members lunch in Dublin, Peter Moloney called on the government to act quickly, and so reinforce the importance of regulating property management.

Confirming that the Ipfma fully supports the regulations, Moloney added that the Bill “will see the introduction of licensing and the much sought-after property regulator”.

Moloney, who is director at investment and asset management firm Knight Frank Management Ireland, also announced a number of projects the Association has underway.

He revealed the Ipfma has set up a group to prepare a paper on the inconsistency of rates rebates within local authorities, which it intends to issue to the government.

Fines for companies raising false fire alarmsThe London Fire Brigade (LFB) is considering fining companies that send out multiple false alarms from automatic systems.

False alarms make up almost 40 per cent of all call-outs attended by London fire fighters.

However, Graham Ellicott, chief executive officer of the Fire Industry Association, argued that some firms might risk switching off fire alarm systems outside of office hours to avoid the possibility of being fined.

NEWS BULLETIN

Sleek new design for 21st century Tower 42



FM 100 POLL

Almost two-thirds of respondents to this issue’s FM100 poll believe their company’s green policies are committed to making a long-term difference.

While this is encouraging in light of the Carbon Trust’s recent opinion poll on corporate commitment to green policies – which showed that just 7 per cent of the public believe corporate claims of action on climate change – it does raise the issue that over a third of FMs do not believe in their own green strategies.

More than half of respondents to the Carbon Trust’s survey said they thought firms make one-off improvements to win publicity, and then return to “business as usual”.

In response to our poll, one FM said: “I am definitely with those who don’t believe the ‘green wash’ that comes from a lot of companies.”

He went on to insist that he trusts his company’s policies because “I am involved and I

WE ASKED 100 FMS…Do you believe your company’s current green policies will result in significant cuts to carbon emissions on a long-term basis?

can see what is being done”, but advises other firms “there needs to be obvious evidence, not just spurious claims.”

Another FM points out that she is confident of her firm’s energy efficiency standards, but cites the main reason as “the culture of driving down costs”, as opposed

to a commitment to bettering the environment.

However, there were plenty of FMs keen to tell us about the sincerity of their pledge to cutting carbon emissions. One FM says: “Action on climate change is one of our top priorities. We believe in achieving lasting change.”

www.fm-world.co.uk

A security guard at a site connected to the Commonwealth Games in Glasgow fled a Security Industry Authority (SIA) inspection when he was found in possession of a clone licence.

The SIA visited 15 sites in Glasgow and Edinburgh to ensure all contracted security staff connected to the 2014 Commonwealth Games held a valid SIA licence.

Officers from Lothian and Borders Police were called to the site when the guard with the fake licence fled the scene. The police have confiscated the licence and enquiries are being made.

SIA’s head of investigation Sarah Hesp told FM World: “Clone licenses aren’t a huge problem - the number of cases is really quite small. In fact, this is the first case we’ve seen in Scotland.”

However, she warned that employers should not become complacent with regard to licence checks. “There are implications for employers if they’re not vetting employees properly. They could be charged with criminal offences.”

LAURA CHUBB [email protected]

Britain has slipped 10 places in the global rankings for investment in green growth, according to a new report.

The UK fell from third to thirteenth place in 2010, US charitable trust The Pew Environment Group announced in its most recent study.

The group blamed the UK’s slide down the rankings on a decline in offshore and wind energy investments and uncertainty surrounding government policy.

It is widely held that there are divisions between the Department for Energy and Climate Change (DECC) and the Treasury and the Department for Business (DfB) in terms of investment in green energy and technology.

DECC is calling for strict climate change targets beyond 2020, whereas the Treasury and the DfB want less demanding targets to allow economic recovery.

It is believed that the Treasury’s concern over investing in green growth contributed to the decision to prevent the Green Investment Bank (GIB) from borrowing until 2015, announced in chancellor George Osborne’s 2011 Budget speech last month. The news was met with disappointment from green groups and would-be investors.

Greenpeace accused the Treasury of wanting the bank to be “little more than a short-term fund”, and insisted the GIB should be “a state-backed bank to provide confidence for private investment”.

The Pew report showed that UK investment in alternative energy and green technology reached £7bn in 2009, but plunged

to £2bn in 2010. This compares with £21bn of investment from the US, £25.7bn from Germany and £34bn from China.

Despite the UK’s lack of significant investment compared with other countries, investment in green growth worldwide reached a record £152bn last year, the Pew report found.

Commonwealth security scare

Britain’s green investments plunge

YES 64%

NO 36%

“It is believed the Treasury’s concern over investing in green growth contributed to the decision to prevent the GIB from borrowing until 2015”


G4S strikes Olympic gold worth £100m

LAURA [email protected]

G4S has signed a deal worth an estimated £100m to provide security for venues hosting the 2012 Olympic Games in London.

After being appointed the official security services provider for London 2012 by the London Organising Committee of the Olympic Games and Paralympic Games (Locog), it falls to G4S to recruit, train and manage 10,000 security guards to patrol the event.

Managing director of G4S Mark Hamilton said the firm would bring decades of experience of managing large-scale events to the table. Though the Olympic Games promise

to be a complex event in terms of security, Hamilton pointed out that G4S boasts significant experience with high-profile sporting events, including Wimbledon and the Grand National.

Perhaps the most difficult aspect of the task ahead for G4S will be maintaining a welcoming atmosphere for spectators while ensuring security remains tight.

Regional CEO of G4S UK and Africa David Taylor-Smith said: “We have worked extremely hard with Logoc, the police, central government and the host venues and boroughs to develop a security proposal which will provide excellent security for the Games, while ensuring that spectators, competitors and providers of services can enjoy the spectacle of

one of the greatest sporting events in the world.”

The world’s largest private security company will work alongside the police and local authorities across all London 2012 competition and non-competition venues.

The deal includes bringing in students from the Bridging the Gap scheme, established by the British Security Industry Association, the Security Industry Authority, Skills for Security and North Hertfordshire College.

Bridging the Gap aims to attract thousands of new recruits to the security industry from further education colleges across the UK. It provides a formal qualification

ANALYSIS

for further education students and guarantees an interview with Logoc to participate in security provision at the Games.

G4S will manage the intake of students from the programme for London 2012. It is hoped that Bridging the Gap will be a gateway for long-term careers in the security industry.

Locog CEO Paul Deighton said of the deal with G4S: “It represents where we are with our plans for the Games – we’re now looking at operational delivery. G4S will help us ensure that the security provisions in place are robust and of the highest professionalism and we welcome them to the London 2012 family.”

Contract wins

COMPASS GROUP UK has announced a joint venture with Warwickshire County Cricket Club and Ireland’s Sport, Leisure and Hospitality business in a 12-year deal worth up to £10m in annual revenue. The new deal forms part of the £32m revamp of Edgbaston Stadium. Compass will provide all retail and hospitality food service for Edgbaston’s match-day and conference and banqueting business.

G4S has won a contract to provide facilities management services at the East London NHS Foundation Trust. FM services will be provided at

three of the trust’s secure mental health facilities – The John Howard Centre, The Lodge and Wolfson House. The five-year deal will see G4S provide cleaning, catering, portering, window cleaning, wall washing and pest control services.

EAGA, which Carillion bought for £306m in February, has reached financial close on a project to install and provide maintenance services for solar photovoltaic (PV) panels on domestic roofs in the UK.

Maintenance firm MORRISON has won a maintenance deal with Leeds City Council, worth at least £175m. Morrison has committed to a new training academy that will offer employment and training opportunities to local people, including 18 apprenticeships and 20 second chance apprenticeships.

COMPASS GROUP UK & IRELAND has been awarded a nine-year contract worth an estimated £2.25m with the University of Warwick. The deal will see Compass manage a retail area at the university’s

Westwood campus, where the company will install a Deli Marché cafe and Amigo convenience store.

GSH GROUP has clinched a three-year extension to its contract with Blackrock Shopping Centre. Under the extension, the contract has been expanded to include added FM services.

ROMEC LIMITED, the joint venture between Balfour Beatty and Royal Mail Group, has agreed a new facilities management contract with Royal Mail Group for 10 years.

ARAMARK IRELAND has signed a contract with Dublin City Business Improvement District (BID) to provide additional cleaning services to those carried out by Dublin City Council.

EMPRISE SERVICES has signed a deal with media technology company Snell to provide cleaning services at their head office building in Reading, together with manufacturing sites in Reading and Havant, East Hampshire.

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BUSINESSBRIEFS

Johnson Controls cracks Shell dealLAURA CHUBB [email protected]

Johnson Controls has signed a deal with Royal Dutch Shell to manage and maintain 12,000 Shell retail petrol stations in 27 countries.

The contract won by the facilities, commercial real estate and energy management provider covers sites in Europe, the Middle East, Africa, the Asia-Pacific and the Americas.

The petrol stations are staffed by a total of 150,000 people and collectively serve around 2.8m customers a day.

The deal builds on an existing five-year relationship between Johnson Controls and Royal Dutch Shell. It is reported to be one of the largest single deals in the fuel retail sector.

Emma Fitzgerald, vice president

of the global retail network for Shell, said the deal underscored how working with Johnson Controls would help both companies to develop best practice in facilities management.

She explained: “The second generation of this relationship represents an important step in ensuring a joint outcome-based approach targeting significant and sustained improvements in health and safety, security and environment, operational excellence and innovation to unlock future value for both businesses.”

The deal is also an indicator of

Social housing repairs and maintenance firm Mears reported total revenue up 11 per cent to £524m for the year ended December 31 2010, with pre-tax profits up more than a quarter to £31.3m.

The group’s social housing division grew seven per cent with record revenue of £379.4m.

Over the past year, the group has been awarded social housing contracts worth more than £750m. The value of Mears’ current contracts climbs to £1.2bn when including extensions.

New social housing contracts

Mears reports revenue up 11 per cent

the growing trend that is taking a global approach to the business of managing facilities.

Guy Holden, vice president and general manager of Johnson Controls Global WorkPlace Solutions, said: “The global portfolio approach to managing facilities and resources is a growing trend by companies as a strategy that delivers meaningful financial and operational benefits.”

He added: “This contract also underscores the expertise and best practice we have developed in the Oil and Gas market.”

include a seven-year deal to provide responsive repairs, estate management and planned maintenance at Lambeth Borough Council in London, and two contracts with Exeter City Council worth a combined £13m to provide repairs and voids services, as well as replacement heating systems.

Acquisitions for the year include Supporta, which Mears bought in January 2010 and a small number of contracts from Connaught, following its collapse, as well as the social housing business assets for Rok.

Chairman Bob Holt said the figures marked the fifteenth year of uninterrupted growth and record final results for the group.

Holt added that the following decade would see significant expenditure on energy efficiency in the social housing stock, with energy companies expected to fund energy efficiency and micro-generation schemes.

As a result, a strategic partnership between Mears and British Gas will fund projects under the Carbon Emissions Reduction Target and the Community Energy Savings Programme.

New MD for Compass Fiacra Nagle is the new managing director of Compass Group Ireland. Nagle’s previous appointments include commercial director of ODC Group, which owns the UK’s two largest on-demand printing brands Prontaprint and Kall Kwik, and CEO at O’Briens Sandwich Bars, Ireland’s leading branded franchise with 300 stores worldwide. In addition to Nagle’s commercial and catering experience, he spent 15 years in international banking and project finance.

Ian Sarson, group managing director of Compass Group UK and Ireland, said: “[Nagle] comes to us with a deep understanding of the Irish economy and the industry.”

Boot is back in blackConstruction and property company Henry Boot is expecting to be back in the black with a pre-tax profit of £18.9m for 2010, against losses of £11.9m in 2009. The Sheffield-based firm said revenue was up to £131.9m from £116m, and added that its net debt has been reduced from £32.1m to £11.4m.

The firm cited the disposal of surplus properties and higher land transaction values as influencing the improved results.

DWP scraps contractThe Department for Work and Pensions (DWP) has scrapped a contract with Fujitsu that had promised millions of pounds of savings in energy costs. The six-year deal was agreed in February 2010.

Fujitsu had suggested that replacing desktop PCs with thin-client machines would save on energy bills. It is reported that Fujitsu was still developing the thin-client system when the contract was terminated.

FM WORLD |�7 APRIL 2011 |�11www.fm-world.co.uk

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Little cheer for FM sector as Osborne rolls in new budgetGRAEME [email protected]

The chancellor George Osborne found himself stuck between a rock and a hard place when he stood up to deliver his second budget. Left with virtually no wriggle room after his emergency budget and comprehensive spending review last year set in train swingeing spending cuts, he was left to fiddle around the margins in an attempt to please the electorate.

In the end he was only able to offer some small gestures. A penny off a litre of petrol makes very little difference to people’s spending habits although it represented the government’s headline attempt to support the man on the street. But the Chancellor was never expected to make big handouts when he has another three budgets at least until the next general election, so this budget was painted as a budget for business. And there were several aspects that are likely to appeal to businesses, not least the accelerated reduction in corporation tax.

Tough times for FMThe budget also helped Osborne re-emphasise some of the key planks of coalition policy, attempting to slash red tape in a bid to free up business to grow, essential when the public sector is about to suffer a huge retrenchment the like of which we have not seen since the period

of demobilisation after the second world war. The decentralisation which has seen local governments freed up to spend more of their budgets, albeit reduced, as they see fit, and free schools given total control over their budgets, continues to be an overriding theme of this government’s aims and activities.

But there was little of great cheer for the FM sector, at least in terms of new initiatives. Indeed, the FM sector pretty much had its new terms of operation as far as the public sector goes set out for it last year. All that remains to be seen, as a monster £18bn of budget cuts are slated for the

2011-2012 financial year, is just how much business in terms of outsourcing the cost savings send the way of the private sector and whether it will be sufficient to offset lost contracts elsewhere.

Tell-tale signsThe budget speech was telling for how little emphasis there was on areas of government, such as education and health, which dominated budget speeches by the previous administration – and these have been lucrative areas of operation for private sector outsourcers. Education providers may enjoy a fillip from the pledge to create 250,000 apprenticeships

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Take two: George Osborne (below) delivers his second budget

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and training scheme places over the coming years, and further opportunities could present themselves in the form of new University Technical Colleges. Elsewhere, there was some tweaking to existing budgets to provide £200m for regional railway investment and £100m for repairs to potholes, but this is marginal. An extra £2bn for the Green Investment Bank, which will now begin operations a year earlier in 2012, may also create opportunities.

Stuck in neutralBut, truth be told, the budget created little in the way of new opportunities for FM providers. It was, as the chancellor acknowledged, a “fiscally neutral” budget which perfectly illustrated the austere times we live in. True, business may find some of its shackles removed, but economic recovery requires the private sector to pick up a lot of the slack that public sector retrenchment is going to create for even the recently downgraded economic growth forecasts to be met. For FMs, the budget was basically neutral too, they already knew what they were in for and the coming 12 months will give us all a much clearer picture of where we truly are on the long road to recovery.

Graeme Davies writes for Investors Chronicle

12�| 7 APRIL 2011�| FM WORLD

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FM EVENT�LONDON FIRSTFM EVENT�LONDON FIRST CONFERENCE

NATALIE [email protected]

Collaboration is key if facilities managers are to achieve a low carbon economy – that was the core message from the London First spring conference last month.

In a keynote speech on the business of retrofitting, Chris Smith, director of the Eco City Programme at GE stressed to delegates that collaboration was both key in the behavioural aspect, through education, but also in terms of systems and processes.

It was a theme echoed by many of the keynote speakers. “We need to bring people together. Consumer engagement is a must to achieve a low carbon future,” said Sara Bell, UK Power Networks.

“What is learnt in London can be transferred to the rest of the world,” she said. She described how UK Power Network launched the Low Carbon London project which will run until mid-2014. The project will see the company working with Transport for London and electric vehicle owner groups to explore how best to meet demand from the country’s anticipated growth in the use of electric vehicles.

This encouragement to view the wider picture was emphasised by Pip Errington from EcoXchange, who urged FMs to think about the importance of low carbon as a real business driver.

“In my experience, buyers and directors simply don’t understand a lot about a carbon footprint and

its impact – modern management must develop an awareness of this,” she said.

Regulatory compliance and legal requirements all appear to be key factors in driving a low carbon workplace but Errington added that stakeholder expectation, investors and employees all expect a responsible attitude from employers. Errington stressed the importance of removing ‘green speak’ from business language in order to engage all parties.

But what else can FMs do to drive down carbon emissions? Chris Smith from GE told attendees that green refurbishment is potentially becoming the only thing that needs to be carried out in a building. Refreshed lighting, voltage optimisation and solar PV (photovoltaic) can all play its part.

The retrofitting market is fast emerging but there remains barriers in raising funds, concerns about performance and the lack of an integrated approach. Smith gave an example of a successful retrofit at Lloyd’s Avenue where upgraded HVAC and tenant based control (heating/lighting) was put in place, reducing energy by 25 per cent.

He also highlighted Skanska research from March 2011 where 71 per cent of respondents feel that an integrated and planned approach is necessary.

“Legislation demands retrofits, the time is now and we need to give it authenticity and deliver tangible benefits,” he concluded.

Cost concernsBut it was cost which proved to be the pressing concern for FMs. With public sector cuts imposed by government, how would FMs find the funding for green projects? The new Budget announced after the conference could put FMs minds at ease in the knowledge that the chancellor, George Osborne, announced £3bn investment from 2012 onwards for green projects.

Sustainability consultant, Paul Appleby, in his opening address to the conference, said change in government would provide both a challenge and an opportunity. He agreed that it was a complicated market for funding but reassured FMs that when carbon construction becomes the norm, the cost will fall through demand.

Integrated sustainable design for buildings is key, and government has a big role to play, he added.

With an eclectic mix of speakers throughout the day there were plenty of opportunities to hear about data protection from Yag Kanani at Grant Thornton, through to the value of district energy schemes from Simon Woodward at Cofely. But in this mixed bag came a few questionable sessions. Robert Guice, executive vice president

from Shred-it, spoke in the morning about how to ensure supply chain excellence when developing an outsourcing strategy. He pointed out that it made good business sense for companies to pay close attention to their green agenda. He talked about how suppliers could engage with customers. But some attendees felt the session was far from enlightening, almost turning into a sales pitch.

However, the importance of a low carbon economy was certainly driven home. It was an inspirational closing address from James Close, a partner at Ernst & Young, which left delegates with food for thought.

Low confidenceAn Ernst & Young survey released in December last year showed that confidence in the cleantech sector was faltering. The study, which surveyed 529 UK-based corporates, financiers and cleantech companies found that just 13 per cent of respondents believe the government will establish the conditions for success in the cleantech sector in 2011.

When Close asked delegates whether they were optimistic about the future of the clean technology (cleantech) sector – he was met with a crestfallen silence. The majority were neither optimistic or pessimistic about the potential benefits of cleantech. Confidence is fragile with the Comprehensive Spending Review dealing a worrying blow to confidence, admitted Close.

“But Cleantech has phenomenal growth potential and opportunities are within our grasp, not just for the UK but for business and clients,” he enthused.

“We have to ensure there is a long-term plan which can drive a transformation in our built environment. Growth does not come without your ambition and urgency.” FM

Speakers at the London First conference discuss the low carbon economy, reports Natalie Li

Inspiring speaker: James Close, partner at Ernst & Young

“CLEANTECH HAS PHENOMENAL GROWTH POTENTIAL AND OPPORTUNITIES ARE WITHIN OUR GRASP, NOT JUST FOR THE UK BUT FOR BUSINESS AND CLIENTS”

LOW CARBONHOT TOPIC

ENERGY MANAGEMENT

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FM OPINION� THE DIARY COLUMN�DAVID WALKER


I have now moved onto the design of the last part of the project I am working on and this has a couple of problems the other phases of work have not posed for me so there are a couple of new challenges to be met.

The part of the building I am refurbishing used to be, in a past life, a number of workshops and a stores building and although they were refurbished some time ago they were not done to the required standard you expect for an office environment.

s the design part of the refurbishment project kicks in, the next stage brings

fresh challenges. This week removing a crane running the length of the office provides another run of headaches

One of the workshops housed our in-house mechanical teams and therefore the workshop has a large 25 tonne overhead crane which was left in place and a suspended ceiling simply installed below the crane. The crane runs the full length of the office and is supported by steel columns with large steel beams spanning across them on which the crane itself is supported and runs.

While removing the crane is relatively straight forward in operation terms the pure size

of the thing causes us a couple of headaches with regards to lowering to the ground then cutting into manageable chunks.

Another slight problem to overcome is the design of the old stores, the building has a very large void of six metres in height and I would like to make this both more pleasing on the eye while at the same time taking into account future maintenance issues.

With a large void you also have the problem of temperature/ventilation control and while we have installed various methods over the years to try and counteract the issue, it has never really been solved so I am working on that as well.

As we all know ventilation is essential in buildings to remove body odours, water vapour, and excessive heat and if your buildings are anything like mine

it is also one of the main things staff complain about so I am particularly keen to ensure the design is fit for purpose and works.

It’s been a quite week or so for me as I have taken time to have a break which I mentioned in my previous column to take part in a pro-Am golf tournament in Turkey.

How did it go ? Well we finished 18 out of 39 teams so not to bad although I was a little disappointed with that – I was hoping for a top 10 finish.

Just with a note on facilities the organisation of the event was first class as were the facilities at the resort the; weather was around the 20 degree mark so very pleasant way to spend a week and of course no emails or phone calls to deal with as we all know phones are not allowed on the golf course! FM

David Walker is facilities project manager at Northumbrian Water

“WITH A LARGE VOID YOU ALSO HAVE THE PROBLEM OF TEMPERATURE/VENTILATION CONTROL”

CRANING FOR A SOLUTION

A

www.fm-world.co.uk

BEST OF THE WEB

1⁄ thefmguru Martin Pickard on Twitter:

Top Tips from FM Guru for better voicemail #facilities #communication http://dld.bz/HKg4

2⁄British Institute of Facilities

Management LinkedIn: Mike ShermanAs a newcomer to FM, I’m wondering - Is *innovation* an FM’s key to getting recognised when things go well, instead of just when

something goes wrong? Martin Leitch: Your implication that FM is only noticed when things don’t go well is perfectly valid. When things are running smoothly it is easy for the FM department to slip into the background and go unnoticed. So how do we make sure that the organisation recognises and is continually aware of FM? In my opinion it is down to communication.If you think of the FM

department as a business within a business, you get drawn into adding sales and marketing to the other activities you are no doubt performing. You need to think about the way you communicate with your internal customerfrom a sales and marketing perspective.What services are you delivering?What service levels are you delivering?How well are you

performing against targets?etcOccasionally you will need to communicate things that have not gone well, but deliver this with a positive spin, ie a learning opportunity. The upside is that you will also be able to communciate things that have gone really well, possibly as a result of innovation. The bottom line is communicate with your customers and, if possible, make

this a two way process. Consider developing a commuinications strategy.Richard Margetts : Thanks for bringing this up Mike and to you Martin for your reply. Positive marketing and highlighting of our achievements is not given enough focus, there is definite room for improvement if we are to be seen as a proactive rather than reactive service provider.

The latest views, comments and reaction across the web

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1⁄Customer service is kingAnne Lennox-Martin/senior consultantWhen catching up on my daily FM World newsletters this week

I was delighted to see the article by Alan Williams entitled Silver Service. Alan is spot on with highlighting customer care as the key area where FMs can improve their service and gain credibility in their organisations. The BIFM Good Practice Guide sets out ways to engage front line staff and emulating the hospitality approach to the customer experience is a great way of building understanding. Last year the WiFM group had a session on this where I did a back-to-back presentation with the general manager of the largest Holiday Inn in the world situated just behind Gloucester Rd tube station.

2⁄Fate is a fickle mistressQuicksilver works for Mercury AllianceWe have all been horrified to see the news continuing to

emerge from Japan. On a human level, we look at the photographs and build our own stories, our own tragedies. Yet we cannot help but respond as facilities managers too. We tend to be practical people, drawn to our field by our characteristic urge to sort things out, get things done, make things happen. Part of our response to the images of the wreckage is to attempt to work out how it can all be fixed, what needs to be done. The enormity of the task is immense: whole towns and villages smashed to matchwood, thirty feet deep and more in some places, sodden with dirty water, tangled with bodies.

3⁄Don’t fear failure; just live and learnJohn Bowen/chair of BIFM’s Procurement SigSomewhere among all my various scribbling is a line about my

successes having shaped me, but it being my failures that have made me. It is a play on the Einstein quote along the lines people who haven’t made a mistake haven’t tried anything, but I do believe that it is the things that I’ve done wrong, or not well enough, that I’ve truly learned from. Of course you do also learn from success, but it is sometimes easier to just party and enjoy your moment of triumph. Another of my little mottos back in the days when I had a team was that the team succeeds, but failures are mine.

BEST OF THE

FMWORLD BLOGSFIVE MINUTESWITHNAME: Reg AllenJOB TITLE: ChairmanCOMPANY: Harrow Green

For the last 25 years Harrow Green has been my baby. You need to spread that sense of ownership out to your team, both for social reasons to empower people and to fulfil the economic objectives of growing the business.

I’m an accountant. The stuff you do at the beginning of your career, sets you up for life.

In the early days of Harrow Green I was back to sharpening pencils. When you start your own business you end up doing all the things that you spent the first years of your career doing and thought you had passed by.

Not one second of any day did I regret starting the business. I had doubts about whether we were doing it right, but not doubts about the business itself.

Our darkest day was when our right hand man left to start up his own removals business. We hadn’t seen it coming and it took us two years of navel gazing to work out how to react.

We grew the company geographically because growth makes you stronger; we did what we did well but in a new place. We grew the business service wise because one of our clients said ‘do you do this?’ or because they clearly needed something.

Women make the best moveplanners. They are prepared to stand between people who are not going to get anywhere and get the job done. Being a move planner is similar to being a mother.

In FM if you bring down the cost every year for the client and you’re still making money out of it, then you’re doing it right.

I see myself as the Jiminy Cricket who sits on Nigel Dews (the MD) shoulder.

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FM FEATURE� CASE STUDY�CATHY HAYWARD

www.fm-world.co.uk

One of the first things you see as you walk out of Slough train station is a rather down-at-heel office block with a

somewhat hopeful ‘To Let’ sign tacked to the wall. Empty now, 1 Brunel Way was one of three buildings mobile phone giant O2 occupied in the town until the firm consolidated into a bespoke facility 10-minutes’ drive away.

Now, it’s the company’s shuttle bus, ferrying up to 250 staff back and forth between the town and the new 216,500 sq ft O2 European headquarters, that hogs the front spot outside the station.

Consolidating three buildings into one is nothing new for many facilities professionals, but the nature of O2’s relocation was enough to keep even the most organised facilities, project or

logistics planner busy. In addition to the 67,000 sq ft at Brunel Way and the 69,000 sq ft at Wellington Street, also in the town centre, the firm had a 98,000 sq ft facility at 260 Bath Road, outside the town. After exploring several ways to bring staff together, the FM and property team decided to stay close to home. Landlord Segro was planning to demolish the building next to the Bath Road premises, and O2 alighted on the idea of taking on the new building and creating a bridge between the existing East building and the new West building.

Then followed a three-year period of facilities flux. The landlord completed the Cat A fit-out and handed the new West building over to the O2 project team in late 2007, led by Andrew Kier from O2. The O2 fit-out was completed over the following months and construction started on the link bridge. Once the fit-out was complete, in October 2009, staff from the existing East building moved across to the West building and the East building was completely refurbed, and the link bridge completed.

The East building was home to the restaurant which meant that during the year-long East building refurb works, a temporary canteen was created in the car park which was open from breakfast to mid-afternoon serving a full hot

The East building (above); the FM team at 02 (right)

BREATH OF FRESH AIRConsolidating three sites into one has ushered in an era of creative FM at 02, finds Cathy Hayward

THE O2 PROPERTY PORTFOLIO: ONE EUROPEAN HQ IN SLOUGH; FIVE CORPORATE OFFICES; 17 EQUIPMENT/SWITCH SITES; SEVEN REGIONAL OFFICES; AND 385 RETAIL BRANCHESSIZE OF SLOUGH EUROPEAN HQ: 216,500 SQ FTNUMBER OF STAFF IN THE UK: 11,540 NUMBER OF BOOKABLE MEETING ROOMS AT THE O2 HQ: 70ALL FM SERVICES (EXCEPT SECURITY): ISSSECURITY: G4S

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

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02

www.fm-world.co.uk

menu. Sara Burton, national soft services manager at O2, describes it as a triumph over adversity for Lenny Ellis, ISS project manager and Anne Kavanagh, ISS food and hospitality manager, together with the Bath Road FM Katie McLean. “The temporary gas supply froze in the winter and the Portakabins were sweltering in the summer, there was limited space and equipment, but the team did an amazing job providing a quality service in a basic environment and there wasn’t the expected fall in sales.” Meeting-room hospitality continued throughout the building and a Starbucks was opened up in the link building to support the temporary catering function.

By late 2010, the East building refurb was complete and the entire campus was ready for full occupation. The FM team endured nine weekends of moving between 200-300 people a time into their final positions in the new HQ. That included a period of four weeks where the team was fully running three buildings in the town, including three restaurants on the different sites, while people were moving across to the new facility, followed by the inevitable clean-up process once the transfer was complete. Staff numbers from FM partners ISS were increased to deal with it.

Communication was a key part of the success of the process,

says Mark McNulty, O2’s head of FM. There were tours of the new facility, road shows and training sessions on the technology such as desk booking and printing. Staff were also involved in choosing the working styles and options in the new facility – there was a trial area in the East building where many different working modules, desks, chairs and carpets were available for staff to try out and rate. The most popular made it into the new workspace.

The result is less an office and more a campus. The visitor approaches the facility through the link building, a huge glass structure infused with natural light, and is immediately welcomed with a voucher for a free Starbucks and free WiFi. The link building, essentially an internal street, also includes a

(below right) Sara Burton, national soft services manager, and Mark McNulty, head of facilities at 02; (below) a meeting area

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FM FEATURE� CASE STUDY�CATHY HAYWARD

www.fm-world.co.uk

WH Smith and farmers’ market stalls selling cakes and fresh bread, and leads to a Costa Coffee in the East building.

There are 1,500 desks on the campus, supporting 2,000 people, compared to 2,048 desks across the previous three sites. In the planning stages, the FM team worked with the various departments to look at people’s working styles and requirements.

The result is that the staff are either one of 600 huggers (who work mainly from a desk in an O2 office, generally in admin roles) or one of 800 hoppers, who can work from a mix of office, home and mobile locations. “We wanted to create a community where people can connect with each other anywhere and work anywhere,” says McNulty. “The only downside of that is that it can take time to get to your chosen desk as you meet so many people on the way. The upside is that you’ve often done the business you needed to do before you get to a desk.”

There are no cellular offices – even CEO Ronan Dunne and chairman and CEO of O2 Europe Matthew Key sit in an open plan environment, on a fixed desk.

Dotted around between meeting rooms and more traditional desking are super spaces – open spaces, not owned by any one team. They are made up of a variety of different work environments from big comfy sofas and café seating, to low seating, traditional meeting table and collaborative working benches. Different lighting complements each style. “We want people to work how they live,” says Burton.

On the first floor, the Segment Street includes three meeting rooms which are designed to reflect the lives of O2 customers and inspire staff to live life through their client’s eyes. The Frenetic Families room includes a huge kitchen table, a fireplace adorned with family pictures and IKEA-style furniture dotted around;

the Sociables room has a range of different furniture from beanbags to comfy sofas; and the Ambitious Status Seekers spaces echoes a swish, sleek office.

The company’s own advertising adorns the walls around the building – staff see the adverts before they hit the screens or high street and are refreshed on a weekly or fortnightly basis.

As you’d expect from a mobile phone firm, the technology is impressive, verging on the geeky. Smart boards abound allowing people to link to the network and have video conferences with other offices. There are two telepresence rooms which creates a virtual meeting room. One user sits at one half of the desk and their opposite number is at the other half of the

same desk, but in another office anywhere in the world. The table and wall colours are identical which creates a extraordinarily real feeling of both being in the same place. There are multiple WiFi systems including an internal secure network, visitor WiFi and the Cloud. A one gigabyte link is about to be introduced into the building. And everywhere you look people are tapping away at handheld devices. An O2 store in the link building completes the high-street feel.

Each floor has two refreshment areas which include a fridge, water and vending machine. In addition to the Starbucks, Costa and snacks from WH Smiths, the restaurant is open from 7.30am until mid-afternoon and serves nearly 2,000 covers a day, beating all sales

FMQUICKFACTS 3,500

number of calls the FM help desk takes in a year

70the number of bookable meeting rooms at the O2 HQ

“AS YOU’D EXPECT FROM A MOBILE PHONE FIRM, THE TECHNOLOGY IS IMPRESSIVE, VERGING ON THE GEEKY”

The West building (below); the Ambitious Status Seekers meeting room (below right); a break out area (below left)

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02

forecasts. O2 provides a generous staff subsidy.

It’s not just O2’s staff who have seen a revolution in their working environment; the way the facilities have been managed have also changed dramatically. In the old BT days, FM was internally managed with a large number of directly-employed staff but this changed when Taylor Woodrow was brought in as a managing agent with multiple service providers.

Again this model evolved and in 2007, ISS signed a 3+2 year deal with O2 to provide all FM services, except security which is provided by G4S. Now 100 ISS staff work on site together with 20 security staff; nationally, the figures are 350 and 110 (see box for a look at the other sites they cater for). “They

Contact centresThere are four O2 contact centres in Preston Brook, Bury, Leeds and Glasgow, each home to, on average, 1,800 staff, which are managed by Sara Burton, national soft services manager at O2, and her ISS counterpart Dougie Main. Core hours are 7am to 10pm Monday to Friday although there are teams working 24/7 and Burton is keen to point out that the O2 call centres are very different from the typical call centre. “They have equally fantastic facilities in the contact centres as we have in the HQ,” although she does acknowledge that workplace ideas which have proved popular in the HQ will be rolled out to the contact centres.

Retail outlets and regional officesThe retail FM team headed up by O2’s Riki Bali and ISS’s Graeme Smith also look after 385 high street and shopping centre branches of O2, many of which are open seven days a week. There are 100 franchised stores, but these are managed locally. The geographical spread is the main challenge of the outlets, but there is also an active fit-out programme whereby each store is refitted or refreshed every three to four years. In addition, when a new product, such as the latest iPhone, is launched there is the challenge of looking after the crowds of people who queue up (often overnight) to be the first to have the new gadget. In addition to their retail responsibilities, Bali and Smith look after six regional offices: two sites in London (Soho and Edgware Road), Hatfield, Manchester, Solihull and Ipswich.

Technical sitesThere are 17 equipment sites stretching from Salisbury to London and up to Glasgow which are run by O2’s Darren Bryanton and his ISS counterpart Terry Kennedy. Unlike data centres, the switch sites are location dependent because of the network they support, and therefore have to be dotted about the country. Many are legacy sites from the BT days, while others are purpose-built facilities. They maintain the engineering infrastructure which keeps the transmission signals running. Unlike the heavily branded retail outlets and head office, the technical sites are discreet. The sites are not just critical to the company but also the UK government. The sites’ security arrangements are therefore governed by the Centre for the Protection of national Infrastructure.

work seamlessly as a team,” says McNulty. “We really feel we’re living the FM dream where they collaborate and train together and are one team.” McNulty describes it as a constant evolution and the desire to get the best service for the best price. “We saw the opportunity to strip out the managing agent and find a provider which self-delivered without that need for the management level.”

Much of the driver behind the consolidation of properties and creation of the Slough campus was to create a new collaborative environment and although the new building has only been live since early December last year, staff already talk about the increased efficiency and productivity of having everyone in the same

building. But direct cost savings and sustainability were also key drivers. The reduction in desks will save an estimated £3.84m a year alone.

The new facility achieved a ‘very good’ Breeam rating and its operational sustainability credentials are high. Forum for the Future assessed its performance, using the Beginner to Leader model and gave it a ‘leader’ rating in its water use, use of materials, and waste. Rainwater harvesting is used for landscape irrigation while dual-flush toilets with infra-red controls, low flow control devices and metering have been installed. Less than two per cent of the unwanted office furniture from the old buildings went to landfill (it was typically donated to charities) and the recycling target is 90 per cent. Recycling has been built into the new environment through dedicated hubs on each floor.

Despite the sumptuous working environment, McNulty is keen to emphasise that the changes have been less about the physical office environment and more about changing how people work. Staff are encouraged to take advantage of remote working technologies where appropriate and there was an early recognition that home working was going to be a bigger part of the way we worked and that needed to be supported. Staff can book desks, racking shelves and technology to support them at home and there is an MSN-type facility so people can chat easily wherever they are.

There is no culture of presenteeism at O2 – people are measured on their output rather than the number of hours they spend at their desk. Popping to the campus gym at 3pm is not career suicide. “We’re all about making it easier to connect with each other,” says McNulty. “And if we, as O2, couldn‘t do that ourselves then we certainly couldn’t sell it to our customers. It’s about walking the walk.” FM

NOT JUST OFFICES

The connecting bridge (above) linking the West and East (top) buildings

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FM FEATURE� LOCAL AUTHORITIES�MARTIN BELL

The public sector is coming under increasing pressure to deliver facilities management savings in a market worth approximately £36bn. The sector is moving from service delivery towards service commission.

What impact will the proposed Localism Bill have on FM? What are the common commissioning issues with procurement? Why are joint ventures (JV) such a popular delivery model and what are the issues? This article builds on guidance from HM Treasury and aims to answer these questions through exploring how better planning can improve FM commissioning where the public sector aims to revolutionise service management.

Challenging the status quoThe public sector is facing increasing pressure from estate rationalisation through the ‘total place’ agenda and cost reductions targets of up to 20 per cent, so the agenda today is one of considerable change.

Where the previous government aimed to manage through centralised control, the proposed Localism

Bill aims to reverse this by decentralising power and decision-making. The bill also aims to help people at neighbourhood level take a greater role in public services. Further ratification of the bill is required before it can be approved to become legislation. The implications for local authority FMs will be that communities will have the option to run local services or buy assets. As the community must be a not-for-profit organisation, it will not directly lead to greater FM outsourcing. The right of communities to buy assets will impact property strategy making it harder to plan facilities service strategy and future requirements.

Procurement processesThe FM market for local authorities is approximately £12bn. Authorities generally follow two different approaches for FM commissioning, namely:

● Evolution: incremental change using a category procurement philosophy to drive efficiencies through consolidating the supply chain● Revolution: game changing outsourcing either through a Total FM approach or through forming a JV

This article focuses on the ‘revolution’ approach and the issues that could impact FM.

When FM procurement processes are complicated or there is a risk of requirement change they often follow either the Ojeu (Official Journal of the European Union) competitive dialogue process or the OGC (Office of Government Commerce) buying solutions FM framework (containing suppliers Mitie, Interserve, Carillion, EC Harris, Europa, ISS, Norland and Skanska).

Some buyers prefer competitive dialogue over the buying solutions framework believing that they will have greater choice over the supply market. FM supplier bid activity is peaking and concern has been raised that framework suppliers might not have capacity to take on additional proposals.

HM Treasury’s Review of Competitive Dialogue (November 2010) states this process has been a positive addition since its introduction in 2006, when used appropriately. It also highlights that there has been a surge in competitive dialogue with over 1,200 let contracts. Half of all competitive dialogue Ojeu notices relate to local authorities.

OFF CENTRE

I l l u s t ra t i o n :

N e i l S t e ve n s

If passed, the Localism Bill will devolve power from central to local government. Martin Bell discusses the impact on local authority FMs

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STRATEGIC FM




However, the Treasury highlights that, at its worst, the process can be burdensome and expensive. Issues relating to how competitive dialogue procurements are managed relate to lack of planning and resource management including:

● Supplier engagement: there waslittle evidence that suppliers were engaged early enough to positively influence, scope or identify achievable outcomes before starting official dialogue. Competitive dialogue can be used to get ‘free consultancy’, which leads to major requirement changes. FMs should question how and when suppliers are adding value and when they are engaged in the overall procurement process.● Planning: often procurements are started without sufficient planning. The procurement process timescale is unrealistic and the purpose of each supplier/client interaction is unclear. FMs should question whether the amount of preparation and planning is sufficient, challenging key documents (for example project plans and business cases)● Resource capability and capacity: three-quarters of respondents believed the public sector was under resourced with insufficient technical skills to manage the procurement process. One example was that too many bidders are carried through to final stage causing considerable resource implications. FMs should look to identify any procurement capability gaps and to review the project plan to identify whether resource requirements have been accurately forecast: – Documentation: incomplete or insufficient documentation (eg specifications) is provided to bidders. FMs should seek to identify early on the information requirements and the impact of any gaps. The project plan should detail how data will be gathered and realistic timescales for completion. – Evaluation: bid requirements can be onerous for both parties and place an administrative burden on evaluating supplier responses. FMs should check if there is a clear link between information requested and its value against the detailed evaluation criteria provided to bidders.

With any FM commissioning ‘revolution’ it would be expected that the option of forming a joint venture (JV) would have been assessed through an outline business case (OBC). This would have included an options appraisal with a value and risk assessment. FMs should check that the OBC has been completed against Green Book principles and sufficiently considers service delivery implications.

A JV involves creating a new legal entity jointly run between the commissioning authority and an FM supplier. HM Treasury’s guidance notes on JVs

(March 2010) reviews different structural options available, ranging from Limited Liability Partnerships (LLPs) to companies limited by shares. JVs are currently popular for a variety of reasons:

● Revenue generation: if facilities services (eg maintenance) are already sold to external organisations (eg schools, colleges) private sector commercial expertise could enable an increase in ‘trade’ volumes, creating an increase in profit. ● Requirements change: as the property portfolio changes this agreement can adapt to new requirements better than an output based FM contract. ● Asset development: through a private sector partnership there can be a more defined strategy for asset (property) development integrating funding provision.● Risk sharing: the partnership allows risk to be shared with a specialist supplier

The public sector generally struggles to compete with the private sector when it comes to selling FM services. One of the few successful examples is Norse Commercial Services, which was founded in 1988 as an arms-length trading division of Norfolk County Council to bid for council contracts under

FM FEATURE� LOCAL AUTHORITIES�MARTIN BELL



STRATEGIC FM

www.fm-world.co.uk

It is questionable as to whether the commissioning authority gains most benefit from ‘sharing the risk’ with the private sector. With an output-based contract, the authority transfers the operational risk to the private sector.

The Treasury highlights issues with JVs such as disparity of employee terms (eg pensions) and the structure of the management brand (eg operational control or strategic influence). They also raise awareness of the limited planning by authorities if the JV fails to perform such as: ● Lack of case law: certain JVs (eg LLP) are fairly new so there is limited amount of case law to draw on. ● Control: what will be the process for resolving issues whereby both organisations reach a ‘deadlock’ that restricts agreement? ● Exit provisions: what process will be followed to dissolve the JV? ● Intellectual property: in the event the JV is dissolved, what happens to any IP associated with FM service delivery?

The governance of decision making for any option is problematic, particularly with the risk of intervention by local members. Some FMs have found it beneficial to engage senior stakeholders early to support option evaluation through getting then to rank conflicting objectives such as:

● Transfer of compliance risk versus desire to actively control the management of all risk● Ambition for option outcomes versus realism for option achievements● Wider political objectives versus departmental objectives● Continuity of operations versus short-term risk increase● Operational flexibility versus continuity of staff● Ease of deliverability versus level of benefits actualised● Social requirements versus economic requirements ● Balance between receipt of savings actualisation against speed of delivery of savings● Certainty of outcomes versus certainty of inputs● Improved customer interface versus reduction in service standards.

There are many different options available for authorities to commission services. There is no right or wrong option. The most important thing is for FMs to engage early with commissioning colleagues to they can lead internal and external discussions and help shape the solution that is right for their authority. FM

Martin Bell is an FM and workplace consulting manager within PriceWaterhouseCoopers’ real estate occupier advisory team.

Compulsory Competitive Tendering. Now part of the £190m turnover Norse Group, it has become a highly commercial business.

Forming joint venturesNorse has expanded by establishing pioneering joint ventures with local authorities – delivering front-line public services and returning profit-share rebates to partner councils in the process. Current partnerships include GYB Services (a partnership with Great Yarmouth Borough Council), Waveney Norse (Waveney District Council), Suffolk Coastal Services (Suffolk Coastal District Council) and Enfield Norse (Enfield Council).

The Norse JV approach is an attractive alternative for local authorities reluctant to outsource as it proves to be more acceptable to public sector employees, unions and elected members.

“WITH AN OUTPUT-BASED CONTRACT, THE AUTHORITY TRANSFERS THE OPERATIONAL RISK TO THE PRIVATE SECTOR”



Poor energy efficiency currently costs UK businesses over £6bn a year, according to a report by Carbon Connect.

As Ofgem forecasts that energy prices will rise by 40 per cent over the next decade, this situation is only set to deteriorate for both large and small businesses already in financially difficult times.

To add to the mix, the UK also faces legally binding targets to reduce greenhouse gas emissions by 34 per cent by 2020, and a potentially widening gap between future energy supply and demand.

So there is both a fiscal and an environmental imperative to kick-start investment in energy efficient operations, immediately.

Speaking at the launch of the report, the Rt Hon. Chris Huhne MP, Secretary of State for Energy and Climate Change, said:

“Having been in business myself, I know that it’s about getting your costs down, getting your revenues up and getting your bottom line looking good. I hope [energy efficiency] is taken very, very seriously by boards and finance directors because

I’m completely convinced that we can in British business, as we can in the British economy as a whole, pioneer this enormously importantly move towards an energy saving low carbon world”.

But at what cost to business will this transition come? Contrary to expectations, it seems that businesses might profit from the change.

Making the Business CaseThe case for businesses to invest in more energy efficiency products, services and buildings is a strong one. By adopting strategies to avoid and reduce emissions, most businesses can start to realise significant financial savings in a relatively short time span. Indeed, recent analysis by the Carbon Trust confirms that energy efficiency projects offer an average internal rate of return (IRR) of 48 per cent and payback within three years. But despite the rewards on offer, businesses are often not making the most of the opportunities available.

Hugh Jones, managing director of Carbon Trust Advisory

BRIGHT

SPARKSServices, says: “The business case for energy efficiency is clear and compelling. Few other investments get anywhere near that rate of return. Yet our data suggests big businesses are leaving around half the investment opportunities on the table and continuing to waste billions of pounds on unnecessary energy use every year.”

Many low cost energy efficiency solutions have extremely quick payback periods and require relatively little upfront capital expenditure, for example, lighting controls, variable speed drives and voltage optimisation units. The Carbon Trust estimates that a typical large organisation can cut 15 per cent of its annual energy bill through the use of such simple energy efficiency solutions alone. And in many cases these savings may be significantly higher. For example, Premier Decorations (one of the report’s case studies) was able to achieve a 74 per cent energy saving through the use of a specialist lighting scheme in their warehouse in Wrexham.

In addition to the cash and carbon savings on offer, investing in energy efficiency also provides property owners and business with a means to demonstrate their environmental credentials to both shareholders and consumers.

But government needs to help business make the change, by leading from the front. Carbon Connect’s report investigated how government and the private sector can work together to make this happen.

The carbon emissions from non-domestic buildings are responsible for approximately

A recent report by Carbon Connect highlights the business case for investing in energy efficiency. With the support of government, businesses of all sizes can be encouraged to start cutting emissions, finds Tommy Moody

FM FEATURE� ENERGY MANAGEMENT� TOMMY MOODY

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ENERGY



FM FEATURE� ENERGY MANAGEMENT� TOMMY MOODY

18 per cent of the UK’s total. To cut national greenhouse gas emissions by 80 per cent by 2050, all new and existing buildings will need to become zero carbon over the next 40 years. Given that a significant proportion of businesses occupy rented premises, this will require substantial investment from property developers and institutional investors.

Over the next decade, property values are expected to gradually begin to reflect the energy and carbon intensity of buildings. Indeed, the report’s findings suggest that investment in green building improvements, like energy efficiency and on-site renewable energy generation, can currently raise the value of a property between 7.5 and 8.2 per cent.

Nevertheless, to date, barriers such as the lease structures of commercial buildings and insufficient government incentives have hindered investment.

Capital gains The trend towards shorter leases in the commercial property sector has made it difficult for tenants to recover investments in energy efficiency through reduced energy bills. And landlords have long been unwilling to make this investment themselves for fear that the benefits of cheaper energy bills will simply be passed on to tenants. The result is that property developers, landlords and tenants alike are not being offered sufficient inducement to address the energy efficiency of their property holdings.

“BUSINESSES NEED TO SUPPORT UPFRONT INVESTMENT IN THE SKILL SETS REQUIRED BY THESE ROLES AND DRIVE WIDER UNDERSTANDING”

To solve this, Enhanced Capital Allowances (ECAs) could be made transferable between tenants and landlords, including tax-exempt property funds. By bringing tax-exempt property funds into the scheme, investment in energy efficiency improvements in commercial property holdings could be dramatically increased, resulting in substantial CO2 emission reductions in the UK’s non-domestic building stock.

The SME perspectiveSmall-to-medium enterprises, mostly occupying rented premises, account for 45 per cent of total business energy consumption. The report therefore urges government to target SMEs under the forthcoming Green Deal, a

scheme designed to provide a step-change in the roll-out of energy efficiency packages. With less access to the capital and information needed to improve their energy efficiency, SMEs need help. If targeted by the Green Deal, they could foster new partnerships with organisations such as banks, trade associations, and the Government Office of Commerce, to improve their environmental performance and save both cash and carbon.

InsuranceBy creating the correct market conditions for investment, government can ensure that business is better incentivised to tackle energy efficiency. Providing access to capital is a key part of this


ENERGY

equation, however, so too is the ability to insure energy efficiency projects.

Interestingly, Carbon Connect’s inquiry revealed how, in many instances, it was not insufficient capital that was preventing businesses from investing in energy efficiency, but rather the necessary insurance to cover projects. This is because the varying energy usage of facilities can create substantial risk to investors. As a result, the report encourages government to work with the insurance industry to develop low cost insurance policies for energy efficiency projects.

Indeed the challenges faced by energy managers and sustainability professionals in making the case for investment in sustainable built assets should not

be underestimated. Our findings confirm that effective energy management requires a wide range of skills to be developed by sustainability professionals.

Businesses therefore need to support upfront investment in the skill sets required by these roles and drive wider organisational understanding of the benefits of energy efficiency. We hope that with the report’s recommendations, energy managers will increasingly be recognised as key agents of corporate sustainability and have their voices heard at board level.

As Martin Baxter, executive director – policy, at the Institute of Environmental Management and Assessment (IEMA) explains:

“Environmental practitioners working within business will

welcome this report as further recognition that their role makes a real difference. Businesses that are managing energy as a resource are seeing real benefits from enhanced productivity and competitiveness.”

A win-win situationWith the correct blend of government incentives, corporate leadership and technical solutions, our findings demonstrate that an energy efficient private sector is in reach.

With the Green Deal set to re-configure the basic energy efficiency of our homes, a crucial opportunity exists to gather the momentum necessary to enact similar change in businesses and the commercial property sector. The reward will be a market in which it

is no longer considered culturally acceptable to throw away energy.

As Lord Teverson, Liberal Democrat Peer and co-chair of the inquiry explained: “With government leadership, businesses across the UK can increase their profit margins, while securing a low-carbon and fuel-secure future for the nation. Now, more than ever before, we must reduce the amount of carbon we emit as a country – reducing energy consumption across the private sector is in both the private and public interest.

“Energy efficiency is a win-win situation. A win for the country, a win for the climate, a win for business.” FM

Tommy Moody is the manager of energy think tank Carbon Connect


FM MONITOR� DAVID REGAN

www.fm-world.co.uk30 �| 7 APRIL 2011 | FM WORLD

The question of how to deal with older members of staff in lieu of the abolition of the default retirement age (DRA) is a diffi cult one for managers. At present, employers must follow a fairly strict retirement process which penalises them for failing to comply, but which does allow them to choose to retire an employee without the employee having any say in the matter. With effect from 6 April 2011, this process will begin to fall away and, from 1 October 2011, it will be age discrimination to dismiss someone by reason of retirement.

Changes to retirementThe key changes to the law on retirement are as follows: ● Notices of intended retirement

date cannot be issued from 6 April 2011 onwards

● The DRA will be abolished with effect from 6th April 2011, although compulsory retirement will still be permitted in certain circumstances until 5th April 2012

● Employees will be able to request to carry on working using the current statutory procedure until 4th January 2012

● Any extensions as a result of such request must be less than six months and therefore must expire on 5 October 2012.

What does this mean for employers?Notices of intended retirement can now only be issued for employees who are 65 or over (or will attain the company’s DRA, if

different from 65) on or before 30 September 2011 and the notice of intended retirement date for that employee must be issued no later than 5 April 2011. The notice given can be up to 12 months, so can take effect up to 5 April 2012. Employees can then make a further request to carry on working provided that this is submitted no later than 4 January 2012. If a new retirement date is set as a result of this request, it must expire no later than 6 months following the previous intended retirement date if it is not to be discriminatory under s.13 of the Equality Act 2010 (although the defence of objective justifi cation will still apply).

Alternatives to the DRA1. Speak to the employee ‘off the

record’ In brief, simply saying ‘this conversation is ‘off the record’, or ‘without prejudice’, does not mean that the employee cannot use the conversation against the employer. An employee could argue that these discussions are an attempt to force them out on the grounds of their age, and consequently sue for age discrimination

2. Speak to the employee ‘on the record’ The best time to do this is during annual appraisals, or at regular meetings. Indeed, it may make sense for employers to discuss future plans with all employees at appraisal time, as this will give the employer a better idea of who is looking for advancement, who is

happy within their role, who is considering retiring, and plan accordingly

3. Keep a close eye on performance Many employers are concerned that the change in law means that they will be stuck with staff members who cannot perform and who cannot be retired. In fact, under the new law, employers will have to keep a closer eye on who is performing well, and manage all employees’ performance equally, regardless of age or length of service

4. Set a corporate normal retiring age Contrary to popular belief, employers will still be able to set a ‘normal retiring age’ for employees. Although this will be age discrimination, this will be justifi able if the decision can be shown to be a means of achieving a legitimate aim.

The most obvious diffi culty for employers will be that there is no longer a ready-made timetable for retirement, meaning the path to senior positions could be blocked. Employers may also feel unable to ask when an employee is intending to retire, leading to ‘shock’ retirements that leave the employer without a proven successor.

Employers may also fi nd it diffi cult to start discussions about retirement with employees as detailed above. Even if they do, many employees may not take kindly to the idea that they should retire if they are not ready to do so.

Moving forward, employers will be faced with the unpleasant task of performance managing long standing, cherished employees if they are not up to task rather than allowing them to continue with the knowledge that retirement is just around the corner.

THE DEFAULT RETIREMENT AGE

he abolition of the default retirement age has serious implications for older

members of staff, particularly those who have worked for an organisation for a long time

TFlexible WorkingIn practice some employers may be happy to allow an employee to continue working as long as they choose, and many employees will most likely want to at least reduce their hours, if not fi nish working completely, as they age. It is important to note that the abolition of the DRA has no effect upon the fl exible working law which is currently in place, and employers will not be under a duty to allow older employees to work reduced hours unless they are eligible for fl exible working in the usual way.

ExceptionsThere are two exceptions to the abolition of the DRA:1. It does not affect occupational

pension schemes and the setting of a ‘normal retirement age’ for the purposes of occupational pension schemes

2. Employers may withdraw benefi ts for employees at or over the age of 65 (with the age at which withdrawal will be legal, rising in accordance with the state pension age).

Performance managementManagers must ensure that performance management processes are implemented fairly across the entire range of employees in order to avoid any accusations of age bias, or trying to force out the older members of staff. In addition, managers will need to watch for age related disabilities and, if any disability is found, will need to consider whether or not any reasonable adjustments may need to be made in relation to the employee and their employment. FM

David Regan is a solicitor in the employment team at Mundays Solicitors

David Regan is an employment solicitor at Mundays SolicitorsLEGAL

UPDATE

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Court report

LEGAL NEWS

This case concerns adverse possession which is the doctrine by which a squatter who has been in occupation of land can apply to the Land Registry to become the owner of that land, and if the true owner does not object within a stipulated timeframe, the squatter will become the owner. The case concerned an important question of principle which is whether someone who has been registered as the proprietor of land by wrongly claiming that he had been in adverse possession retain that title if the original proprietor failed to reply to the Land Registry.

Mr Mannion bought a fi eld in 1996 and was duly registered as its proprietor. Over the years Mr Baxter made some use of the fi eld. In August 2005 Baxter made an application to the Land Registry for registration of the fi eld in his name claiming he had

been in adverse possession of the fi eld since 1985. The Land Registry sent a notice to Mannion stating that if he objected he must say so before 8 May 2006.

Mannion received the form sent by the Land Registry but did not complete it. He consulted a solicitor who said this was not his kind of expertise and before he could consult another solicitor he suffered a series of family misfortunes which distracted him from the task. It was not until 8 September that Mr Mannion’s new solicitors wrote. By that stage the Land Registry had already registered Baxter as owner.

Mannion lodged an application for rectifi cation saying that the alteration of title was for the purpose of “correcting a mistake”. Baxter objected and the matter was referred to the deputy adjudicator. She heard evidence from both sides and held that Baxter was not entitled to claim

adverse possession. She ordered that rectifi cation of the register be made. Baxter appealed. He said the reason that he had been registered as proprietor was as a result of the failure of Mannion to object rather than because of a mistake by the Land Registry. The judge who heard the appeal rejected that contention and agreed with the deputy adjudicator that the register should be rectifi ed. Baxter took his case to the Court of Appeal.

Baxter argued that the expression “correcting a mistake” had limited scope and that the intention of the act was clear: there should be a once and for all system that produced clarity, certainty and simplicity. The Court of Appeal did not accept this argument. They, like the judge below them, considered that the proposed construction would be an invitation to fraud and that it was wholly improbable that Parliament could have intended that the true owner could lose his land for want of a form.

Accordingly the register will be rectifi ed to reassert Mannion ownership. FM

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

BAXTER V MANNION [2011] EWCA CIV 120 Firm fined over serious fallAn engineering manager was injured after plunging through a factory skylight at a Milton Keynes plastics manufacturer.

Barry Brice, 44, of Wavendon Gate was measuring a damaged skylight at Alpla UK Ltd’s premises in Lasborough Road, Kingston, Buckinghamshire when it gave way and he fell seven and a half metres onto the floor of the tool room below.

Alpla UK was fined £3,200 and ordered to pay £4,145 in costs in the case brought by the Health and Safety Executive (HSE).

Maintenance firm finedA Wirral property maintenance firm has been fined for allowing employees to stand on a sloping roof to carry out repairs, including powerwashing it.

Canova UK Ltd, of Milner Road, Heswell, was prosecuted by the Health and Safety Executive (HSE) for failing to ensure scaffolding, edge protection or other safety equipment was in place to stop workers being injured in a fall.

Company prosecutedA Nuneaton recycling company has been prosecuted by the Health and Safety Executive after an 18-year-old employee was pinned to the ground by a forklift truck.

Intelligent Recycling was found guilty of breaching Section 2(1) of the Health and Safety at Work etc Act 1974 and Regulation 22 of the Workplace (Health, Safety and Welfare) Regulations 1992. The company was fined £4,000 and ordered to pay £2,832 costs.

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

Beverley Vara (above); Guy Ritchie’s home (left) which has been taken over by squatters

GE

TT

Y

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FM MONITOR� GLENN JACKSON

MANAGE AN OUTSOURCED RECEPTION

HOW TO…

Glenn Jackson is managing director of outsource reception provider Moneypenny

triking the right balance between managing costs and delivering a great

reception and switchboard service can be a tricky balancing act. Glenn Jackson explains how to outsource your reception function

Many companies would love to employ hordes of people to meet and greet visitors, handle calls in and out of hours and not have to rely on poorly-trained temps. But how can companies have an effective reception service without paying additional costs? Here we explain how companies can best use an outsourced reception provider to help them manage their calls, deliver excellent customer service as well as release staff to focus on other priorities – all without increasing operating costs.

1⁄FlexibilityUse the service’s flexibility to meet

your needs. Due to fluctuations in call volumes over the course of a day, providing exactly the right level of staffing for reception work has always been a challenge. With outsourced reception support however, organisations are able to choose how they would like their calls handled; whether simply switching on the service for lunch cover, diverting calls when phones are busy or on a more permanent basis if they would like to allocate staff to other priorities.

2⁄Make contactTake time to build a relationship with

your outsourced receptionist from the outset. Receptionists should be fully briefed by their clients so they can gain a true understanding

S

of their client’s organisation, its operations and key employees. This ground work helps ensure that callers are handled professionally, promptly and just as if the receptionist is based in the client’s offices. Callers in turn appreciate speaking to a real person who knows the business, is friendly and even recognises regular and important callers.

3⁄Avoid missed callsBy having

outsourced reception support, telephone cover is always available. Irrespective of how busy the reception desk becomes over the course of a day with visitors or inbound calls, no calls are missed as they are automatically diverted when the line is engaged or left unanswered. It also provides immediate cover should the receptionist be ill and there is no need to pull other employees off their duties to help cover the reception should the receptionist want to take a break.

4⁄Keep in touchProviding the outsourced reception

team with an abbreviated diary for each individual team member

means they can deal with calls even more effectively. For example smart-phone applications enable clients to update their diaries while out and about so the receptionist is kept up-to-date with their client’s movements and can act accordingly.

5⁄TechnologyUsing the appropriate

technologies to identify callers, manage client movements and their preferred call handling procedures, ensures excellent service naturally follows. For example, number recognition software helps receptionists filter out unwanted calls and identify important callers. If a VIP caller isn’t asked for their contact details repeatedly, they are going to feel more valued. In addition, the facility for receptionists to put calls through to a client’s direct line, home number or mobile, or forward messages to them immediately via email or SMS, enables both the client and the caller to work smarter.

6⁄Improve businessNo-one likes being

ignored, particularly if they are an important client. Research shows that 62 per cent of callers will not ring back if they hear an engaged tone and 79 per cent will not call back if their call is left unanswered. Such statistics cannot be ignored and reinforce the fact that customers these days are not willing to put up with anything but excellent service.

7⁄Contingency planning The reassurance that

calls will be diverted instantly to an outsourced team that knows your business and can maintain excellent customer service gives managers peace of mind. The seamless transition means callers will always reach an informed and professional telephone receptionist who can forward calls to mobiles or take messages – all without a hint that the client is undergoing any form of disruption. FM

“With outsourced reception support organisations are able to choose how they would like their calls handled”

Red Bee MediaRed Bee Media’s head office in London employs over 1,500 members of staff and receives approximately 2,200 calls per month. Prior to using outsourced reception support, planning for and managing this many calls had considerable cost, service and HR implications. “Ensuring we always had sufficient cover for the telephones was an ongoing HR concern, as well as being an expensive monthly overhead,” says Tracey Lewis, Red Bee Media’s purchasing business manager. “Even when reception was adequately staffed, lunch breaks or busy periods would leave calls unanswered for an excessive length of time. Put bluntly, we were in a lose-lose situation.”

Red Bee Media outsourced their switchboard using a scalable solution, eliminating the headache of ensuring the phones are always covered. Service levels have improved and operating costs have reduced. Now no call goes unanswered and there’s an integral disaster in place too.

CASE STUDY

30_How to.indd 3030_How to.indd 30 31/3/11 10:38:5431/3/11 10:38:54


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

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

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

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

T: 0845 058 1358 E: [email protected]

www.bifm.org.uk

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

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CATERINGFM MONITOR� MARKET INTELLIGENCE

INSIGHT

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

Bank of England base rate: 0.5% as at 10 March 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)

National Minimum Wag

● London Living Wage: £7.85 per hour (from 9 June 2010) ● Glasgow Living Wage £7 ph● Oxford Living Wage £7 (or £7.10 for council employees)● Manchester £6.74 for directly employed council staff● The Welsh Assembly £6.70 for its employees

ECONOMY INFLATION

LANDFILL TAXCPI annual inflation, the government’s target measure, was 4.4% in February, up from 4.0% in January. The largest upward pressures to the change

From 1 April 2011 Standard rate: £56 per tonne Lower rate: £2.50 per tonne

Note: Budget 2010 announced that the standard rate will continue to increase by £8 per tonne on 1 April each year from 2011 to 2014 inclusive, and that the lower rate will be frozen at £2.50 per tonne until 31 March 2012.

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 2010

Aged 22 and above £5.93

Aged 18 to 21 inclusive

£4.92

Aged under 18 (but above compulsory school age)

£3.64

Apprentice rate, for apprentices under 19 or 19 or over and in the first year of their apprenticeship

£2.50

EMPLOYMENT


Total Office Cost £/psm/pa

2004 2005 2006 2007 2008 2009 2010

Birmingham £623 £625 £689 £636 £745 £700 £643

Bristol £569 £591 £640 £652 £714 £677 £619

Cambridge £519 £518 £588 £612 £672 £636 £620

Edinburgh £661 £666 £713 £728 £782 £715 £673

Leeds £582 £585 £620 £632 £683 £656 £636

London - West End

£996 £1,080 £1,265 £1,478 £1,776 £1,510 £1,412

Manchester £608 £637 £655 £658 £717 £652 £584

Total Office Costs are the total costs of occupying a building for business purposes including: net effective rent, rates; annualised costs (fit out (assumes Cat A developers finish already provided), furniture: (desks reception, café area, documents (excludes IT equipment)); hard FM (building insurance, excludes business interruption and contents/stock; internal and external repair/maintenance, mechanical and electrical repair/maintenance, internal moves, dilapidations/reinstatement, security, cleaning, waste management, internal plants and flowers, water and sewerage and energy); soft FM (including telephones (excludes cost of calls), catering, cafe area and vending, reception,

post/messengers (excludes postage fees), printing and reprographics, and management (building and project management)).Source: Actium Consult actiumconsult.co.uk/tocs

Percentages

Feb May Aug Nov Feb May Aug Nov Feb2009 2010 2011

RPI CPI RPIX

6

5

4

3

2

1

0

-1

-2

-3

Soft FM/Management

Hard FM

Annualised costs

Rates

Rent

23%15%15%

36%

11%

Cost split 2010

TOTAL OFFICE COSTS

in CPI inflation came from domestic heating costs, clothing and footwear, miscellaneous goods and services and recreation and culture. The largest downward pressure to the change in CPI inflation came from alcoholic beverages and tobacco particularly spirits.

In the year to February, RPI annual inflation was 5.5%, up from 5.1% in January. The main factors affecting the CPI also affected the RPI. RPIX inflation – all items RPI excluding mortgage interest payments – was also 5.5% in February, up from 5.1% in January. The UK inflation rate in January was above the provisional figure for the European Union. The UK rate was 4% whereas the EU’s as a whole was 2.8%.

The next publication date is 12 April 2011.

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BIFM NEWS� BIFM.ORG.UK


WORLD FM DAY

World FM Day 2011

The third World FM Daywill take place on Thursday 23 June. The aim of the day is to raise the profile of the FM profession around the globe, promoting facilities management’s ideals worldwide, not only within the profession and industry, but also among governments and the general public.

Global FM member organisations on six different continents will celebrate the day by organising events such as luncheons, seminars and workshops, or by undertaking any other activity to celebrate and promote facilities management.

World FM Day in 2010 was a resounding success as groups across five continents marked the day with events ranging from panel discussions to site visits.

Global FM has prepared a communications support package to help you organise your World FM Day. This package consists of logos, email signatures, powerpoint templates, posters and banners to make sure all World FM Day events use the same branding.

Just like last year, you will be able to list your event in the World FM Day Google Map.

The BIFM is planning a visit to the Olympic Park. More details will follow on how to register your details for the trip. Many regions and special interest groups are also planning events to mark the day.

i For info on World FM Day including all support materials and to add your event to the GlobalFM map visit www.globalfm.org. For details on BIFM events on World FM Day visit www.bifm.org.uk/bifm/events

MEMBERS’ DAY

Members’ Day and AGMThe annual Members’ Day and AGM will take place at the British Library Conference Centre in London on 30 June. The day will start at 9.30am for registration, coffee and networking.

In the next issue more details will follow about how to register for the event, which will include various case studies from BIFM Award winners, a keynote speaker, the 2011 Recognition Awards and the AGM, plus of course lots of networking opportunities. The day will end with a drinks reception.

i To nominate or enter for Recognition Award go to www.bifm.org.uk/recognition2011. To learn more about the British Library Conference Centre go to www.bl.uk/conferencecentre/

SOUTH WEST REGION

Training day for south west region The BIFM South West Region 2011 Quarterly Training Day programme kicked off with a health and

topical subject of corporate risk management.

The day was closed with business card draws offering prizes from the Hilton Bristol Hotel and Hydrop E.C.S, and the charity raffle raised over £150 for Macmillan Cancer Support.

The day was hosted by south-west region committee members; Beth Goodyear, Jo Bartlam and Hazel Reason and chair Gareth Andrews.

i Bookings are now being taken for

the next quarterly training day which is being held at the Hilton Bristol Hotel on the 10 June. For details contact Joanne Bartlam, [email protected]

safety and sustainability-themed day on 11 March. The event was held at the Bristol Hilton Hotel and sponsored by Geofire which also delivered a CPD certified best practice presentation.

Speakers included Peter Ralston, managing director of Chalker Risk Management and ex-HSE Inspector, who delivered fantastic presentation on corporate manslaughter and how to be a good contractor. Charles Burt, managing director of The Olive Consultancy, shared his expert advice on environmental data management and sustainable procurement, while Rob Greenfield, chair of the BIFM health and safety Sig covered the

KEEP IN TOUCH» Network with BIFM @ www.networkwithbifm.org.uk» Twitter @BIFM_UK » LinkedIn » facebook

Chair: Rob Greenfield, director of SHEQ Services for Sodexo UK and IrelandNumber of members: 903Key dates and events for 2011:● 14 April: Golf day, Stock Brook Manor● 21 June: De-mystifying the different models of FM provision, The FM Guru Consultancy● 5 July: Cricket match, Great Hyde HallAims of the region

The region is focused on supporting BIFM in the advancement of the FM profession through the provision of a balance of networking, interest as well as educational CPD events throughout the year. Why you should join the region?The region think of ourselves as a friendly and open committee and look forward to welcoming members to their event, enabling them to hone their networking skills, gain insight into new technology, emerging

legislation, industry trends and to share knowledge. Contact details [email protected] Region Golf day enquiries: email [email protected] sponsors: Forum Events, Norland, Office Concierge, Premier Telecom, Ultimate Security and JPS Facilities

i To join the region, go to bifm.org.uk/bifm/groups

EAST REGION PROFILE

The British Library, London: Hosting Members’ Day and AGM

ISTO

CK

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BIFM COMMENT

ometimes, the events that happen around the world conspire to make you reflect on things that are going on more close to you. Flooding in Australia, earthquakes in New Zealand and Japan plus the additional horrors of the tsunami and radiation

leaks all seem at first consideration to make facilities management a humdrum issue. On further reflection however, the importance of what the average facilities manager does in their day-to-day life comes into focus and I am reminded about some of the important debates that have taken place on what some might perceive as conceptual ideas about FM.

Every natural disaster calls for a rapid assessment of the situation followed up quickly by methodical disaster recover including all necessary containment and control. The next phase will often involve the rescue of those who have survived and recovery of saveable assets. A great deal of effort will then be channelled into making things safe and every form of logistics will be employed to clean up, and begin the process of rebuilding and achieving some semblance of order. There can be no doubt that specialist skills are needed for the management of national disasters but it occurs to me that every facilities manager has been exceedingly lucky if they have not had to face some sort of workplace crisis in their lifetime. Peter Cordy, a past chairman of the BIFM spoke often about the ‘ripple effect’ of FM and how sustainable communities could benefit from good FM. This was based on the bringing together the skills of FM into the wider community and linking home and work environments. This theme has often been echoed by Barry Varcoe, former chairman of CoreNet, who has often spoken about FM being as much about managing the infrastructure in the widest sense and should include the planning and management of towns and cities.

This thinking may be radical but when looking at the skill set of FMs it is entirely feasible that in the not too distant future FM will advance well beyond the workplace. FM is progressing at such a fast pace that even today many tasks are commonplace that 20 years ago would have been considered inconceivable in most managers’ job description. A growing number of our members manage a huge portfolio of services in buildings or multiple locations that are similar in size and complexity to a small town. I am confident that if called upon they

would play a key role in the command and control of recovering the facilities after a major incident. It is but a small step on from the vision set out by the likes of Peter Cordy or Barry Varcoe to become reality in the very near future.

I believe this is where our membership of Global FM can help us understand the development of FM internationally and begin to harness the very best of practices happening in strategic FM today. By the time we go to press, these issues, and others of similar magnitude, would have been discussed at the Th!nk FM conference in Nottingham.

[email protected]

S

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

www.fm-world.co.uk

RESPONDING TO A CRISIS

NORTH REGION

Norland named as sponsorsThe north region is pleased to announce that Norland Managed Services has agreed to be the headline sponsor for the 2011 Summer Ball on Saturday 2 July at the iconic Hilton Hotel in Manchester (pictured below).

The ball is the premier network and social event within the north region’s calendar. As well as a champagne reception (sponsored by Eden Brown), a five-star dinner and charity raffle in aid of Help for Heros, two live bands will be providing the entertainment late into the night.

Garry Carter, Norlands managed services director, said: “Having enjoyed a long established relationship with the BIFM, it seems appropriate, in the year we have launched a unique evolution of FM in our business, that we are involved in this important event”.

Steve Roots, north region chair, said: “The ball is a fantastic evening, and gaining this support highlights the stock that organisations such as Norland Managed Services and Eden Brown place in the the BIFM and the region”.

i For further details, tickets and packages, email [email protected].

“THIS THINKING MAY BE RADICAL BUT WHEN LOOKING AT THE SKILL SET OF FM IT IS ENTIRELY FEASIBLE THAT IN THE NOT TOO DISTANT FUTURE FM WILL ADVANCE WELL BEYOND THE WORKPLACE”

Ian R Fielder isCEO at the BIFM

HIL

TON


BIFM NEWS� BIFM.ORG.UK


ust a swift look at today’s headlines highlights how critical it is to have a good handle on your risk management, disaster

recovery and business continuity plans. Simply put, these plans make the difference

between staying in business or not. Managers cannot afford to ignore the danger to employees, the loss of essential assets and the overall financial impact. Existing legislation and standards together with recent proposals for new legislation means that companies will have to ensure that they are fully prepared for a disaster.

BIFM Training has recently expanded their long-established training programme in this area, expanding it to a two-day course to ensure it tackles all key areas comprehensively. Designed to give FMs both strategic and operational management skills, the new programme addresses the principles of risk analysis and assessment, including the mitigation and control of non-speculative risks.

Our trainer discusses perceptions and realities surrounding these risks before explaining how current legislation can be fully complied with. He moves on to the HSE ‘five steps’ approach of risk management, and the use of risk and hazard matrices for prioritising issues and submitting a case for team and resource.

Don’t forget the key roles of your insurance, the emergency services and local authorities – integral parties to your level of risk management and operational activities.

Following on, you will embark on the invaluable exercise of drafting your own business continuity plan which will provide you with a thorough checklist position for you to take back to your work environment. Be careful not to just put this in place and let your decisions stagnate – different incidents require different specialisms and you need to have a process in place that allows you to review and flex according to changing requirements.

Once the incident has run its course and your systems have withheld the pressures put upon them through your careful planning, don’t forget to communicate the positives or at least mitigate the negatives with positive responses. Both internal and external communications will be the making of you in these difficult times. Our trainer, Stewart Kidd is a loss prevention specialist with significant international experience in the field.

i If you require information about our two-day course

we can provide a detailed programme with learning objectives – call 0207 404 4440, email [email protected] or visit our website www.bifm-training.com

BIFM TRAINING

J

www.fm-world.co.uk

BIFM TV

BIFM TV: Launch of new YouTube channelThe BIFM now has its very own channel on YouTube (www.youtube.com/user/BIFM1993).

The channel will include videos covering the full spectrum of FM, looking to promote the industry to a wider audience.

Current videos include Th!nkFM and an insight into what happens at a BIFM Sig event – showcasing the WiFM group. Watch the video to find out what members and non-members feel about attending, and how it helps them in their FM careers.

You can subscribe to the channel, so when new videos are added you will be notified.

i Watch the BIFM now at www.youtube.com/user/BIFM1993

IS YOUR ORGANISATION READY FOR.. .?

BIFM TV: One way to keep updated on the very latest from the institute

NEW MEMBERSNEWEW ME MEMBEMBERSRS

The increase in new members by region during February 2011 was:

Ireland 1%International 2.2%South West 1.3%Scotland 1.1%London 1.9%East 1.3%North 1.3%South 1.4%Midlands 0.9%Home Counties 1.5%



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This cleaning method is highly efficient at removing graffiti or cleaning soot and smoke residue following a fire. It’s also great for general cleaning of building facades, as well as driveways, car parks and public areas. When the writings on the wall, contact Rainbow International.

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To find out more call us on 0800 043 0001 or visit www.rainbow-int.co.uk/blastcleaning

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

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

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

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00�| 30 SEPTEMBER 2010�| FM WORLD

FM DIARY

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

NATIONAL BIFM EVENTS

26 May WiFM Forum - Networking SkillsVenue: TBCContact: Liz Kentish on [email protected] call 07717 787077

30 June BIFM Members’ Day and AGMVenue: British Library Conference CentreContact: Karen Weeks on 0845 058 1356 or email [email protected]

24 August WiFM Social EventVenue: LondonContact: Liz Kentish on [email protected] call 07717 787077

21 September WiFM Forum - FM and Organisational ChangeVenue: TBCContact: Liz Kentish on [email protected] call 07717 787077

10 October BIFM AwardsVenue: Grosvenor House HotelContact: Sandra Light on 0141 639 6192 or email [email protected]

LONDON REGION

21 June London region Golf day Venue: Highgate Golf club.Contact: Don Searle on [email protected] or call 020 7821 1134

SCOTTISH REGION

26 May Scottish Region golf eventVenue: Renfrew Golf Club Contact: bill.anderson@

telerealtrillium.com or call 01977 598914

MIDLANDS REGION

30 June What makes a world-class reception?Venue: Offi ce Depot, LeicesterContact: [email protected] call 07808 573854

HOME COUNTIES REGION

13 April BIFM Home Counties: Legal Update event Venue: Pitman’s Solicitors, The Anchorage, 34 Bridge Street, ReadingContact: [email protected] call 07740803347

26 April Home Counties presents a case study of the BSF development of St Bartholomew SchoolVenue: St Bartholomew’s School, Andover Road, Newbury, BerkshireContact: Ashleigh Brown on [email protected] or call 01635 43100

NORTH REGION

2nd July North Region BallVenue: Hilton Hotel, ManchesterContact:Steve Roots at [email protected] or call 0161 819 7600

EAST REGION

14 April East Region Golf & Networking DayVenue: Stockbrook Manor Golf & Country Club, EssexContact: [email protected] or call 020 7260 1821

23 June East Region Golf day

Qualifi cation”Venue: To be confi rmedContact: Graham Price at [email protected]

3 July East Region Cricket ChallengeVenue: Great Hyde Hall, HertfordshireContact: Graham Price at [email protected]

SOUTH WEST REGION

17 May How to Embed Sustainability in a Catering BusinessVenue: Churchill War Rooms, LondonContact: Paul Greenwood on [email protected] or call 07795 011399

10 June SW Region June Training DayVenue: Hilton Bristol Hotel, Aztec West, BristolContact: [email protected] or call 07808 908052

15 July South-west region 2011 Golf DayVenue: Orchardleigh Golf Club FromeContact: Gareth Andrews on [email protected] or call 07540 079978

9 September SW Region September Training DayVenue: Hilton Bristol Hotel, Aztec West, Bristol Contact: [email protected] or call 07808 908052

25 November SW Region November Training DayVenue: Hilton Bristol Hotel, Aztec West, Bristol

Contact: [email protected] or call 07808 908052

FELLOWS EVENTS

13 April Cash Kilowatts and carbonVenue: BACB, 8 – 10 Mansion House Place, LondonVenue: Joanna Lloyd-DaviesContact: [email protected] or call 07778812315

INDUSTRY EVENTS

11 – 13 May British Council for Offi ces Conference 2011Venue: Geneva Contact: Visit www.bcoconference.org.uk for more information

17-19 May The Facilities ShowVenue: NEC BirminghamContact: www.thefacilitiesshow.com for full details

23-25 May EuroFM Conference: Cracking the productivity nutVenue: The Vienna University of Technology, ViennaContact: www.eurofm.org

14-15 June Public Procurement ShowThe BIFM are an event partner at the Public Procurement ShowVenue: ExCeL LondonContact: [email protected] or call 0845 058 1356. Register now at www.publicprocurementshow.com

23 June World FM DayVenue: UK-wide events, and primary BIFM event Contact: Karen Weeks at [email protected]

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

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

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

Room bookingDesk bookingVisitor managementInteractive room and desksignage

Intelligent managementreportsHospitality managementEvent management

Outlook and Lotus NotesintegrationCar park bookingResource scheduling


39_Diary 2.indd 3739_Diary 2.indd 37 31/3/11 10:40:4131/3/11 10:40:41

WWW.THEFACILITIESSHOW.COM/REGISTER

For further details on stand bookings andsponsorship opportunities, contact Fergus Bird at

[email protected] or 020 7921 8660

BIFM.Fac Show.280x210.indd 1 22/3/11 14:13:31FMW.07.04.11.041.indd 1FMW.07.04.11.041.indd 1 30/3/11 09:16:3430/3/11 09:16:34

BEHIND

THE JOB

NAME: Linda GeorgeJOB TITLE: Facilities co-ordinator ORGANISATION: Association of British InsurersJOB DESCRIPTION: Help to run the distribution services and reception team. I also liaise with tenants with their own and common parts FM issues, room hire, day-to-day FM needs with our own staff, health and safety issues, cleaning and security.

How did you get into facilities management and what attracted you to the industry? I trained as a chef but found I enjoyed it far more at home than with a head chef that could outdo Gordon Ramsey with the F words! I then started work at Pipex Internet and used to borrow FM World from our head of estates, Nick Clarke. I decided I wanted to do FM full-time and study so when I was promoted to facilities supervisor I looked into the qualifications and routes available to me.

My top perk at work is… Steak and cheese pies on Friday mornings! It gets the staff together to discuss important ABI issues, builds morale and is a nice reward after a long week.

What’s been your career high-point to date? Gaining both the BIFM Part 1 and Part 2. It has been very rewarding but I couldn’t have done it without the support and guidance from my tutor Jane Wiggins and my colleagues.

What has been your biggest career challenge to date? When I worked for OCS at Thresher Group, our facilities manager was made redundant due to client cut backs and I had to step up and fill his shoes. He was a very good mentor and made the transition very smooth, but dealing with the budgets for the first time and getting to grips with the challenges that came our way in the economic crisis was a learning curve.

If I wasn’t in facilities management, I’d probably be… in the forces as many of my relatives have served.

If you could change one thing about the industry, what would it be? Making small businesses aware of the role of FMs. Even a small company needs the guidance and professional advice from an FM otherwise productivity and morale can suffer.

How do you think facilities management has changed in the last five years? More companies have realised how important it is to involve the FM from the beginning and not just when something goes wrong.

And how will it change in the next five years? I hope there will be more room for FMs in boardrooms. The building is the first thing clients will see so it is just as important as the core business when it comes to presentation and perception.

What single piece of advice would you give to a young facilities manager starting out? Keep evidence of projects or pieces of work that went well so you can go back to it if you ever have a similar project again. Also keep evidence of things that go wrong so you know what not to do and can continually improve yourself and your department.

Do your friends understand what facilities management is? What about strangers? My friends helped me through the BIFM studies so they have learnt quite a lot and realise now how involved an FM department can be. Strangers are sometimes quite surprised at how involved the department is in the running of the building, some think it is just unblocking toilets and printers.

FM PEOPLE� MOVERS & SHAKERS

Compass Group UK & Ireland has appointed Fiacra Nagle (pictured) as the new managing director for Compass Group Ireland.

Dave Feenan has joined Swiss Post Solutions Limited (SPS) as business development manager for Ireland.Feen will lead on the expansion of the business in the Irish marketplace.

The HVCA has appointed Blane Judd (pictured) to the position of chief executive designate. The post of chief executive designate was created

following the decision of current chief executive Robert Higgs OBE to retire in July of this year.

Anabas has appointed Jim Keegan as its new finance director. Keegan will help expand its client base and maintain a cost-transparent approach to service delivery.

Following the purchase of FRL recruitment by Newwave Group, FRL has appointed Paul Stephens as operations director and Andy Linger as operations manager.

Kerry Sheehan (pictured) joins Mitie as director of its new National Mobile Services business which launches this month. Sheehan has been with Mitie since 2004 having previously undertaken senior operational management roles.

The National Examination Board in Occupational Safety and Health (NEBOSH) has announced two new appointments to its board. Andrew Cort and David Lewis have been made independent trustees.

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


38_People and jobs.indd 6138_People and jobs.indd 61 31/3/11 14:09:0031/3/11 14:09:00


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

Appointments

SOFT FM SALES MANAGER

Claire Marchant, [email protected] Ref: 80603

HEAD OF OPERATIONS

Gavin Grubb, [email protected] Ref: 80789

SENIOR FACILITIES MANAGER

Alison Sharples, [email protected] Ref: 80867

DEPUTY FACILITIES MANAGER

Jamie Williams, [email protected] Ref: 69319

MAINTENANCE MANAGER

Richard Parrett, rparrett@macdonald andcompany.com Ref: 79896

BUILDING SERVICES MANAGER

Gavin Grubb, [email protected] Ref: 80767

BUSINESS DEVELOPMENT MANAGER

David Kettle, [email protected] Ref: 80700

FACILITIES CO-ORDINATOR

Richard Parrett, [email protected] Ref: 80514

BACK A WINNING CAREER

T: +44 (0)20 7629 7220

FM New appoints 070411.indd 43FM New appoints 070411.indd 43 31/3/11 13:52:3731/3/11 13:52:37


Employers are ill-prepared for 2011 workplace changes. True or False?

2011 sees the introduction of major changes in the workplace that will affect every organisation. New legislation, social change and post-recession economic challenges will impact on your cost base if you are not prepared.

Our comprehensive Shifting Sands Report not only examines the challenges facing your organisation but provides solutions that will future-proof your resourcing strategy.

Protect your cost space & separate fact from fi ction. Order the Randstad CPE Shifting Sands report at www.randstadcpe.com or [email protected]

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providing quality peopleLondon 020 7630 5144

Leeds 0113 242 8055

Facilities Manager, Huddersfi eld, c£40,000 - £45,000 plus bonus

With an engineering degree and a background in Facilities or Project Management this exciting opportunity involves the management and development of services at a large Huddersfi eld site. Key responsibilities include leading the facilities team, ensuring health and safety compliance, negotiating and managing contracts and contributing to the medium and long term facilities strategies of the business. CVs to [email protected]

Technical Servcies Manager / Quantity Surveyor, West Yorkshire, c£45,000

An exciting opportunity for a an experienced technical manager or quantity surveyor with solid commercial experience to manage the day-to-day running of a multi-site PFI education contract. You will lead, motivate and develop an in-house team to enable the Contract to carry out its business activities in a safe, comfortable, productive and cost effective environment. Candidates must have an eye for detail and offer the necessary technical expertise to deliver the highest quality of service to the client. CVs to [email protected]

Building Services Coordinator, £25,000 pro rata, Part Time (3 days per week) nr Royston, Hertfordshire A large and successful service provider are looking for a part time Building Services Co-ordinator to oversee all hard services on one site. Initially on a 3 month contract working 3 days per week the successful candidate will be able to choose their working days to suit them. Experience in managing M&E contractors in a corporate environment is essential along with excellent customer facing skills. Other key skills required are strong communication, good IT, reliable and hard working. CV to [email protected]

Business Development Manager, National, £negotiable + bonus and benefi ts

A medium sized, expanding FM services provider is recruiting a BDM to deliver new Total Facilities Management Contracts. Candidates must be familiar with the FM market and have a good knowledge of Hard / M&E and Soft FM services. Experience of the entire sales process including cold calling, pre-quals, bidding, presentation of tenders and closing of sales is desirable. CVs to [email protected]

Facilities Manager, South East, to £45,000 plus benefi ts

A blue chip client requires an experienced Facilities Manager to run a portfolio of sites across the South. The role is focused towards ensuring building compliance, cost control, contract management and customer service. Leadership, innovation and input into strategy also required. The ideal candidate will possess a good knowledge of both soft and hard services and change management and be educated to degree level with an FM related post-graduate qualifi cation in building services, FM or an engineering discipline. IOSH/ NEBOSH and MBIFM essential. CVs to [email protected]

H&S Compliance Manager (rail), London, £55,000 to £65,000 plus benefi ts

A client in the rail sector is recruiting a Health and Safety Manager to manage H&S, Risk and Compliance to legislation during design, construction and mobilization of operations. Experience of managing H&S in a rail construction project environment and minimum of (S) NVQ level 3 (or equivalent) qualifi cation is essential. CVs to [email protected]

Catch22 HPH.indd 1 31/3/11 12:33:32

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

Katie Noble Associate Director - Judd Farris

For advertising opportunities callNorman Cook on 020 7324 2755or email [email protected]

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

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

RECRTestimonial QP.indd 1 31/3/11 11:42:42



Facilities Manager London

Dogs Trust is the UK's largest dog welfare charity. Every year, we lookafter over 16,000 dogs at our nationwide network of Rehomingcentres and we never destroy a healthy dog.

With 17 Rehoming Centres, 5 Charity Shops, our Head Office and fleet car and mobile contracts to be maintained you will be kept busy.You will be taking responsibility for the procurement and managementof contracts and services relating to our buildings and services,ensuring budgets, best value and health and safety are achieved. You will need facilities management experience coupled with practicalhands-on skills that includes electrical/maintenance knowledge. You will also need to demonstrate excellent communication andmotivational skills and have the ability to lead a team. NEBOSHcertification (or equivalent) and C&G 16th Edition Part 1 & 2 would be an advantage. A full driving licence and a flexible approach toworking is also essential as of course is a commitment to the aims and values of Dogs Trust.

To apply, please send a CV and covering letter to Shalrina Miah, Human Resources, Dogs Trust, 17 Wakley Street, London EC1V 7RQ or email [email protected] Agencies please.Closing date for applications is Thursday 21st April 2011.Dogs Trust is an equal opportunities employer.

www.dogstrust.org.uk

Cobalt Recruitment

Abu DhabiAuckland

BerlinDüsseldorf

LondonManchester

Tel: +44 (0)20 7478 2500

[email protected]

Allow us to Facilitate your move...

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 a consultant.

Senior Business Development Manager £80,000 plus bonus NationalA fantastic new opportunity has come up within a successful TFM service provider. This newly created position requires the successful candidate to penetrate the commercial markets, generating new business, adding value to existing accounts, putting bids together and closing deals. You must have a proven history in business development. Excellent remuneration. Ref: 25090

Business Development Manager £50,000 - £60,000 plus bonus LondonOne of the leading TFM service providers is looking to bring onboard an accomplished Business Development Manager for its Healthcare sector. This is a brand new role where the focus is on bringing in new business, developing existing clients and building strong client relations. The successful candidate will have a proven track record in all the above and be results driven. An excellent remuneration is available. Ref: 25089

Area Facilities Manager £42,000 - £50,000 LondonOur client, a leading service provider, currently seeks to appoint a proven Area FM to manage a PFI contract in London. The role will focus around a number of schools, motivating a team of 80 staff including 15-20 premises managers. Excellent client relationship management is central to this role, PFI experience and operational FM experience. Ref: 24109

Engineering Manager/Energy & Sustainability Specialist £50,000 - £55,000 LondonA proven Engineering Manager/Energy & Sustainability Specialist is required to manage a large and prestigious estate in the West End. The successful candidate will manage the Engineering Services with 2 direct reports and will focus on energy saving and sustainability initiates. Candidates must have relevant qualifications in this area and have a genuine interest in current and future energy and sustainability issues. Ref: 24864


WILL THE REAL FELICITY PLEASE STAND UP?Those of you that tweet, blog or network online, may be aware that there has been a slur on my character, and frankly, a quite outrageous, possibly libellous, comment about my sexuality. The good news is that the quest to ‘out’ me has raised money for Comic Relief from generous donors, so all is forgiven.

For those luddites that don’t know about these things or how to connect with the digital age (and it appears that you may be in a huge majority) let me explain. Members of the British Facilities Management – Networking Group for FM Professionals on LinkedIn were invited to try and expose my identity with the promise of donations to Comic Relief according to the number of denials and hoping by process of elimination to establish who I am. Lots of silly and far-ranging suggestions were made; that I deserve an award for my contribution

to the FM profession; that I am not ‘all woman’; some think I am witty; for one my comments are appallingly embarrassing and inappropriate drivel; a suggestion that I am in fact the Argentine footballer Messi who plays for Barcelona; and that I turned down a nomination for the Most Influential Women in FM Award to protect my anonymity. In fact, it was more to save any embarrassment for those women who may believe they are more deserving.

As if this weren’t enough, a few people seemed to be confused by claiming to be Spartacus (you need to have seen the film to appreciate that one). The thing that worries me most is the number of pretenders and stalkers emerging in this virtual world. I wonder how many are secret cross-dressers?

Oh, and another thing. I didn’t realise FM World had so many Arabic subscribers. It seems many of you read the back page first.

FELICITY MESSING

A LOOK AT HOW COVENTRY’S RICOH ARENA IS ADAPTING TO HOST THE FOOTBALL AT THE 2012 OLYMPIC GAMES /// HOW THE UNIVERSITY HOSPITAL OF SOUTH MANCHESTER NHS FOUNDATION TRUST BOOSTED ITS SUSTAINABILITY CREDENTIALS /// WHAT FMS NEED TO KNOW ABOUT PAS55/// MAC CURVES /// HOW TO CONDUCT A SECURITY REVIEW

IN THE NEXT ISSUE OUT 21 APRIL

WILL THE REAL FELICITY PLEASE STAND UP?

SNOOZE FLASH!Justice Secretary Kenneth Clarke was roundly ribbed in the press after appearing to nod off during the Chancellor’s Budget speech in the House of Commons.

Clarke’s eyelids began to droop partway through the hour-long speech before his head lolled forward, the veteran seeming to slump forward on the front bench.

The message was clear: Chancellor George Osbourne needed to jazz it up a bit. Perhaps a few one-liners, or a few bars of Lady Gaga would have spiced up the occasion – and kept Ken in the game.

Clarke’s offi ce denied the allegations, but if he did indeed take an unscheduled forty winks on the job, he’s in good company. What about the housebreaker recently arrested in Malaysia after taking a kip in the house he was robbing? Or the judge presiding over the biggest gem heist in UK history who jeopardized the case after taking a catnap during the trial?

Even rocker Keith Richards, guitarist with the Rolling Stones, found the lure of slumberland too much to resist in 1976, when he fell asleep on stage while performing the song Fool to Cry.

Sounds like a dream job.

FINAL WORD� FELICITY MESSING


OFFICE DARE During the course of a meeting, slowly edge your

chair towards the door.

42_Felicity.indd 5042_Felicity.indd 50 31/3/11 14:10:0131/3/11 14:10:01

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FMW.07.04.11.047.indd 1FMW.07.04.11.047.indd 1 28/3/11 10:45:2828/3/11 10:45:28

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FMW.07.04.11.004.indd 1FMW.07.04.11.004.indd 1 28/3/11 10:41:3828/3/11 10:41:38

FM World April 7 2011

Documents

Transcript of FM World April 7 2011