2013-05-09 fmw

THE MAGAZINE FOR THE BRITISH INSTITUTE OF FACILITIES MANAGEMENT | 9 MAY 2013

FMwww.fm-world.co.uk WMMW ldW

How fl atter hierarchies are transforming the workplace

SPACECRAFT

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FM WORLD |�9 MAY 2013 |�03

VOL 10 ISSUE 9 �9 MAY 2013

22 | Hierarchies

CONTENTS

FEATURES

22 Hierarchies: Nick Martindale enters the world of

the modern office, and finds that the hierarchy is no longer, necessarily, the dominant cultural norm

28 BS 11000: How has the ‘Collaboration Standard’,

fared since its introduction, and is it particularly well suited to FM? Kevin Stanley reports

34 Tablets on Contracts: On Telereal Trillium’s

contract with the Department of Work & Pensions, FMs are using tablet PCs to access real time data

38 Waste management: Sending waste to landfill is

becoming more expensive and compliance issues more important, as Tony Windsor explains

40 Cashless Payments: Facilities managers are

taking note of the incoming technology that allows staff to pay for services on site without cash

OPINION

20 Perspective of a facilities manager: Richard Amos takes heart from a charity centre visit

21 Five minutes with Allister Richards, managing director, Gather & Gather

62 No Two Days

MONITOR

47 Technical: A guide to purchasing energy for your site

48 Insight: Market intelligence

51 What’s in it for me: Iain Murray on how to get the most out of a conference visit

REGULARS

54 BIFM news57 Diary of events58 People & jobs59 Products 60 Appointments

34 | Tablets28 | BS 110007 | Student Accommodation

NEWS

6 The BIFM, CSSA, FMA and Asset Skills announce merger talks

7 NHS estate efficiencies could save the health service £2bn

8 Project of the Fortnight: Whitworth Park Art Gallery has a new wing

9 Think Tank: How easy is it to introduce new ideas into day-to-day FM service delivery?

10 Report from the recent Workplace Law event in London

14 Preview of Facilities Show at the NEC, the industry’s flagship event

16 Business news: Graeme Davies analyses the UK’s recent growth figures of 0.3%

17 May Gurney bidding war ends, with apparent victory for Kier

18 In focus: Spotlight on Instant’s serviced office business model

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visit twitter.com/fm_worldCOVER ILLUSTRATION:Arthur Chiverton

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www.fm-world.co.uk FM WORLD |�9 MAY 2013 |�05www.fm-world.co.uk

LEADER

ou hear a lot of the phrase ‘less is more’ in the media. It crops up whenever someone suggests an item has been over-embellished, or that for a clear picture of what’s really important, it’s necessary to strip away any

extraneous elements that may have become attached. What you want is an obvious point of focus. Less encumbrance = more of what really matters.

It’s an important principle that’s worth keeping in mind in circumstances far removed from publishing. Take exhibition attendance, for example. By the time you read this, it will be Facilities Show time again. (Me neither – last time I looked outside it was still winter.) This year sees the last running of the show at Birmingham’s NEC before it relocates to London’s ExCeL Centre in 2014. Organisers have put together what looks like a winning programme of mini seminars and debates where, perhaps inevitably, sustainability and building information modelling are the subjects that loom large. There are also sessions on service management, energy efficiency and a couple of cracking case studies.

So, naturally, I’ll be there – but whether you as an FM will find it equally as valuable depends on your priorities (if you’re still unsure, we’ve asked former BIFM chair Iain Murray to write a column on the topic – you’ll find it on page 51).

Of course, it’s the surrounding exhibition that generates the revenue and it’s here that thinking ‘less is more’ can pay dividends. What a salesman thinks you need to know about a topic is not necessarily what you actually need to know about it. With myriad alternative ways of, for example, installing fire safety equipment or managing PAT costs, is what you’re being told really the best option for you? Maybe, but it’s always worth asking for every pitch to be an elevator pitch – 30 seconds of blunt explanation: what does product/service A do for circumstance B?

Despite the obvious constraints, taking the trouble to attend exhibitions is still, in my view, a practical use of time. Yes, you will be sold to – but you’d be hard pressed to find a better forum in which to hear about what’s going on and to respond with your own questioning. If you’re focused on the seminar sessions that resonate best with you, you will most certainly find out something of value. And when you’re networking, it’s highly likely that some of the connections you make will be extremely valuable ones. Perhaps, though, it’s simply a question of planning. Less

time spent on peripheral areas, and more on the exhibition stands and sessions that could really help in your current priorities and projects.

Another area where ‘less is more’ might also make sense is in the number of representative organisations in and around the FM sector. So it is intriguing indeed to break the news, as we went to press, of the BIFM’s decision to work with the Facilities Management Association, Asset Skills and the Cleaning & Support Services Association towards the goal of a single representative united body representing FM and support services. As you might rightly expect of this magazine, we’ll have more on this initiative in our next issue.

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EDITORIALTel: 020 7880 6229email: [email protected]

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

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senior display sales executive: Norbert Camenzuli (020 7880 7551) ⁄ display sales executive: Richard York (020 7880 8543) ⁄ recruitment sales executive: Carly Gregory (020 7880 2755)

PRODUCTIONproduction manager: Jane Eastermansenior production executive: Aysha Miah

PUBLISHINGpublishing director: Joanna Marsh

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 James Harris on 020 7880 6229.

EDITORIAL ADVISORY BOARDSimon Ball, business development manager, Interserve ⁄ Martin Bell, strategic solutions manager, Norland Managed Services / Lucy Jeynes, Larch Consulting / Nick Cook, managing director, Haywards ⁄ Rob Greenfi eld, group SHEQ director, GSH ⁄ Liz Kentish, managing director, Liz Kentish Coaching ⁄ Anne Lennox Martin, FM consultant ⁄ Peter McLennan, joint course director, MSc Facility Environment and Management, University College London ⁄ Geoff Prudence, chair, CIBSE FM Group ⁄ Chris Stoddart, general manager, Heron Tower ⁄ Jeremy Waud, managing director, Incentive FM ⁄ Jane Wiggins, FM tutor and author ⁄ Chris Wood, FM consultant

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

Tel: 0845 058 1356Email: [email protected]: www.bifm.org.uk

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

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MARTIN READ� EDITOR�COMMENT

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“Ultimately, any exhibition is a loud and colourful few days, but it’s also a snapshot in time. What is important to the sector?”

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FM industry bodies announce plan to uniteAs FM World was going to press, the BIFM, Asset Skills, the Facilities Management Association (FMA) and the Cleaning and Support Services Association (CSSA) announced that they had agreed to the concept of forming a single body to represent facilities management and support services.

A steering group has been created to progress the proposed merger. According to a statement from the group, it will look at “addressing how these and other organisations could come together into this single body to meet the needs of the industry and the professionals that work within it”.

The statement explains that the proposed merger is a response to the maturing and evolution of the facilities management and support services professions and the need for the bodies representing and leading them to evolve as well.

“This proposed merger recognises the growing demand for a stronger, unified and collective voice that represents and promotes what is a fundamental component of our economy and day to day businesses,” says the steering group. “It will bring together the resources, expertise and services of the constituent parties to deliver what will be a strengthened and enhanced offering with greater representative influence and increased prestige for individuals within the industry. This proposal will be put forward to each constituent party’s membership for agreement and ratification.”

Gareth Tancred, BIFM chief executive, said: “This is an excellent opportunity for BIFM and its

members. In the past year we have seen a marked rise in global demand for our services. We recognise that merger and acquisition activity is a way to achieve our strategic development objectives to ensure we meet the needs of our individual and corporate members. The intention of these discussions is to form an organisation that is more influential and with increased delivery capability, to reflect the growing scope of facilities management and support services.”

Sarah Bentley, chief executive of Asset Skills, said that she expected Asset Skills to be “part of what will become the leading representative body for the facilities management and cleaning industries.” She said the proposed merger would build on Asset Skills’ relationship with the CSSA and “provide a strong base for our skills development

PUBLIC SECTOR

work with the housing, property and parking sectors.”

For the FMA, chief executive Chris Hoar commented: “The UK’s FM industry is the most mature in the world and the FMA acts on behalf of members’ interests to develop the policies and plans that will shape the future of FM. Given this market maturity, it’s an obvious next step to consider consolidation.

Peter Goodliffe, CSSA chairman, commented: “The CSSA welcomes the opportunity to explore closer working relationships with the

BIFM and FMA. It sees this development as a logical step forward in co-ordinating the activities of membership bodies across the sector, which builds on our recent decision to explore the potential for merger with Asset Skills.”

Prior to this new announcement, Asset Skills and the CSSA had reached an agreement to look into the benefits of merging their operations. As this story develops, FM World will have more details online and in our next print edition.

FM innovation ‘not about IT or price’The director of estates at one of the UK’s biggest retailers has told an audience of property and FM professionals that organisations must forget price and technology when looking at innovative approaches to business

Speaking at last month’s FM & Property Event in Heathrow, Morrisons’ Linda Goodacre said that good examples of workplace innovation were likely to be as much about “the way we work” as the technology.

“We need to share intelligence and be more collaborative. It’s not

just about having an idea, it’s about turning that idea into a process and adapting it to the way you work.”

In a workshop discussing how innovation is defined within FM,

Goodacre said that a focus on price makes it difficult for service providers to innovate.

“We’ve pushed so much on price instead of efficiency through innovation. You can have the best supply chain and technology in your business, but if your communication is not right, things will fall down.

“Cutting costs is not the key,” continued Goodacre. “Continuously consolidating and re-tendering is not going to get you anywhere. You need some stability so we can work better together.”.

Gareth Tancred: merger “an excellent opportunity for BIFM and its members.”

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accommodation, with 35 per cent of current allocation, are becoming increasingly difficult to develop due to planning restrictions, and new areas with the right combination of space and transport links are being sought.

Vauxhall and Lambeth – which currently only has 436 direct-let bedspaces – are seeing much

more of the new build. Cost is changing the design of the new facilities, too, with a cluster-led layout now preferred to the studio approach.

Joanne Winchester, head of student advisory, CBRE, said: “We are seeing developers become increasingly shrewd with regard to exact location and pricing. Suitable locations close to campus facilities and transport links will become more important than ever as competition increases over the next few years.”

Despite the recent increase in tuition fees to a maximum of £9,000 a year leading to a drop in university applicants, demand is still expected to outstrip supply.

London student housing set to surgeThe quantity of student accommodation in London is set to increase substantially in the next three years, according to real estate services firm CBRE.

13,100 new spaces – 3,000 this year, 6,300 next year and 3,800 in 2015 – will become available. This comes on top of a 5,500 increase in 2012, which led to end-of-cycle rental reductions.

In its market outlook report, UK student housing: marketview, CBRE found that planning restrictions and increasing cost pressures are changing the shape and location of London student property.

The boroughs of Islington and Camden, traditionally the most popular for student

BSIA updates logbookThe British Security Industry Association (BSIA) has revised its CCTV users’ logbook, to update it in line with recent changes in European and International standards.

The new edition also includes carbon copy inserts for commissioning and hand-over of a CCTV system.

BSIA said that the logbook has undergone a complete overhaul against the back-drop of activity surrounding CCTV surveillance system standards, including the UK government’s CCTV code of practice.

Construction to fallCommercial construction is set to fall by 6.6 per cent this year, according to a report.

The Construction Products Association’s spring forecasts predict output of £20.2 billion in the commercial sector in 2013.

This would be down from £21.6 billion in the previous year and mean the sector had shrunk in four out of five years during the global economic crisis.

The forecasts also suggest a further – albeit much smaller – decline of 0.8 per cent in 2014, before a slow recovery starts to build from 2015.

BIFM Channel IslandsThe BIFM has opened a branch in the Channel Islands, after research by the institute showed a high level of demand from facilities managers in the region for some level of representation.

Deputy chair of the Channel Islands branch Darren Etasse said that it would help members access BIFM events, without necessitating travel to the mainland.

“I look forward to our branch delivering high quality and accessible development and networking events in both Jersey and Guernsey,” he said.

The new branch, which is part of the BIFM South West region, launched with two events in Jersey and Guernsey two weeks ago, at which BIFM chief executive Gareth Tancred gave an overview of the industry and the institute’s direction.

HOUSING

The NHS could save more than £2 billion per year by better managing its estate, according to research.

In its report, Delivering better healthcare outcomes more efficiently, consultants EC Harris found a huge range of estate utilisation in the health service, from almost 100 per cent at some bodies to below 70 per cent at others.

It said the bill to the taxpayer could be cut by £2.3 billion if all parts of the NHS embraced best practice in FM, procurement and estate rationalisation.

According to a statement in the report, “while there will always be a lag in any industry between best and average, the gap in the NHS is too great.

“Over the three-year period, the lack of any real improvement from trimmed mean [the average performance ignoring the bottom 25 per cent] to first quartile in performance of estates expenditure should be a matter of concern to trusts, the Department of Health and the Treasury.

“This ignores the horrible cost drain that is the fourth quartile of estates, for which other

measures, including mergers, capital investment, demolitions and relocations need to occur rapidly to elevate the waste of resources.”

It acknowledged that the total ‘wasted’ space within the NHS estate recorded by EC Harris amounted to 157 hectares – equivalent to an area greater than the size of London’s Hyde Park.

“On average costs, this totals £407 million in FM and estates management.”

Read the rest of this article at www.fmworld.co.uk/news

Estates management could save NHS £2bn

NEWS BRIEFS

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PROJECT OF THE FORTNIGHT

ISG is transforming a 120-year-old art gallery in Manchester in a £12 million project.

The construction services firm is doubling the size of the public display space at the University of Manchester’s Whitworth Art Gallery.

The scheme will also involve the creation of new learning resources at the gallery, which houses collections of modern art, textiles, watercolours, prints, drawings and sculptures.

ISG will build a new North Wing for high-profile artwork. The two-storey, concrete-framed extension will be at the rear of the Grade II listed Victorian property.

It will feature large expanses of glazing to harness natural daylight and give views of Whitworth Park.

A glazed promenade gallery will link the North Wing to the existing South Wing and include a café area and learning studio. ISG will also create an art garden and a new entrance.

The contractor will strip out and upgrade the gallery’s existing mechanical and electrical services, replacing them with highly efficient systems, including a ground source heat pump. The project is targeting a BREEAM ‘Excellent’ rating for the completed building.

Exhibition space will be refurbished across the first floor and three large barrel ceiling exhibition galleries will increase capacity.

Jim Parker, ISG managing director – North West, said: “The Whitworth Art Gallery has always been at the forefront of innovation as England’s very first gallery-in-a-park concept and this latest stage in its development will create a high specification 21st-century context for viewing the institution’s extensive collections.

“Enabling more of the gallery’s art treasures to be placed on display, the project not only addresses the growing demand from increasing visitor numbers, but also further enhances Whitworth Art Gallery’s educational credentials and its ability to inspire future generations of artists.”

TUPE proposals spark concernThe Building & Engineering Services Association (B&ES) has expressed concerns over proposals on changes to the Transfer of Undertakings (Protection of Employment) (TUPE) Regulations.

The proposals, outlined in a government consultation, look to lift some restrictions on changes to terms and conditions and protection against dismissal. This includes changing the wording of the provisions concerning a substantial change in working conditions to the material detriment of the employee, and changing the wording of the provisions giving protection against dismissal so that they more closely reflect the wording of the Acquired Rights Directive and the case law of the Court of Justice of the EU. Any changes are expected to come into force in October this year.

B&ES however, believes that changes could increase employment costs for FM and service providers in the specialist engineering sector. It says that the cost to business of a more uncertain legal and commercial environment has also been overlooked. In a response to the consultation, the association said: “It does not make for common sense, let alone sound business practice, to introduce uncertainty where it can be reduced.”

Peter Rimmer, head of the association’s employment affairs department, said: “We feel that what the government is now proposing will signal a return to the malpractice and abuse which – without the benefit of the 2006 Regulations – bedevilled the application of TUPE in outsourcing situations.” See page 10 for more on TUPE.

BBC mulls biometrics moveThe BBC is considering using biometric access controls at its buildings.

Head of capital development Gary Hills said the move was being discussed as part of a multi-stage overhaul of security at the corporation.

Speaking at a panel discussion on the future of security at the FMP Event in London last week, Hills said the first phase of the BBC’s review had seen 15 control rooms consolidated into one.

He added: “Access ID is used – not biometrics yet, but [we are] looking at it for the second phase. [We] think it will be more acceptable now as they have it in schools and colleges.

“Security is now more a building management role and the information that comes through the control room can be used more widely for building management.”

Hills said that the BBC was adapting its security operation to modern demands.

“We have to think about how you manage a public thoroughfare that might go through a news room,” he said. “We don’t want to have to evacuate thousands of people into Oxford Circus because of a handbag.”

FM firms share data to drive sustainabilityThree outsourced service providers have signed up with an open data reporting platform to improve sustainability in their respective supply chains. ISS, Mitie and OCS are using the Ecodesk platform to collect data from suppliers about energy efficiency and carbon emissions, and increase transparency in the supply chain.

Ecodesk said it was also in talks with four other major FM firms “primarily in office public sector services” about using the service.

Ecodesk measures and analyses business sustainability data in an open and free-to-access environment. It is designed to allow clients to share the information to better understand the environmental impact of their operations, as well as identify possible areas of improvement and cost savings in the supply chain.

ISS UK corporate responsibility director Steve Workman said the cost savings could be large.

“The long-term goal is to save energy, but this can only really be done by measuring and reporting data on an on-going basis, not just our data, but our supply chain’s data too,” he said.

NEWS BULLETIN

Picture-perfect extension

Whitworth Park: the new £12 million North Wing will be at the rear of the existing Victorian structure




Despite having no formal process for innovation, at least half of FMs informally find a way to introduce it. However, a large minority of respondents – 44 per cent – said they are under no pressure to innovate, instead suffering a lot of pressure to cut costs.

Only 6 per cent of respondents said that their companies formally rewarded the introduction of new ideas in FM service provision.

The key for innovation is an environment that stimulates and rewards employees, said one respondent. “I do everything I can to engender a culture where innovation is welcomed and good practice rewarded,” he said. “I include output specifications so service providers can change

and innovate in a way that supports their own business and the contract.”

A big incentive is a shared savings scheme for all parties, he said. Also, innovation needn’t involve big changes, which means all employees can contribute to innovation.

Nonetheless, said another respondent, encouraging and controlling innovation requires a particular skillset to overcome barriers to change. Most organisations are reluctant to change ingrained competencies. Another barrier is a real – or perceived – lack of time and resources to invest in change.

“FM providers need to take responsibility for effective

WE ASKED 100 FMS…In practice, how easy is it in your organisation to introduce new ideas in to the FM service delivery?

innovation or otherwise face being further marginalised from the customers decision making process,” he said.

A ‘continuous improvement’ strategy means supply chain partners are encouraged to innovate: “Collaboration and innovation standards, such as BS11000 (see feature, p.28)are slowly being adopted by the industry.”

But one respondent offered a word of caution for FM vendors: buyers might believe their FM suppliers owe them innovation.

“If a vendor creates an innovative solution, they will want to keep it from competitors for as long as possible.”

Also, he said, while clients expect, rightly or wrongly, innovation, they often stifle it through the relative brevity of many relationships. “This prevents vendors gaining understanding of a buyer’s culture and strategy, and affects payback time.”

Join the FM World Think Tank LinkedIn group by visiting www.tinyurl.com/fmwthinktank

THINK TANK

Over 50 per cent of employers report that up to 20 per cent of their workforce works flexibly, according to a recent survey.

The research was undertaken following a government policy extending the legal right to request flexible working to all employees from next year. Currently, the right to request a flexible working arrangement is only available to parents of children under the age of 17, or under 18 if the child is disabled. It is also available to carers of some adults.

In the survey of 144 UK employers, 75 per cent currently consider flexible working requests from all employees. Flexible working can refer to part time hours, flexitime and variable start and finish times.

Just two per cent of organisations surveyed stated that their entire

workforce currently works to flexible arrangements.

Employers were also asked what difficulties they experienced when trying to implement an effective flexible working policy. 39 per cent pinpointed the complexity of scheduling working hours to be the biggest burden, while difficulty in arranging meetings (36 per cent) and internal communication difficulties (21.3 per cent) were also common factors.

Rachel Suff, author of the report published by XpertHR, commented: “In practical terms, it appears that most employers are well prepared for the forthcoming legal change extending the right to request flexible working.”

A report from Workplace Law’s FM Legal Update conference is on page 10.

One in five employees now working flexibly

Kane: FMs must talk ‘language of business’

FMs need to adopt a more strategically focused way of operating and speak the language of business, according to BBC chief executive of commercial projects Chris Kane.

Speaking at the recent FM & Property event held at Heathrow, Kane – who oversaw the recent restructuring of the BBC’s property department – said that FMs needed to react to the transformation taking place in the way the workplaces are used by developing a strategic view of their role.

However, they must also be able to communicate their value to senior management by “speaking the language of business”.

“We need to move from being audit-takers to strategic advisers, demonstrating to senior management that we are serious about adding value,” said Kane. “Our offer is fragmented, but senior managers want something that is consistent. Unless we can express simply how our roles support the business, you can forget it.

“There has been a focus on things like better security, energy efficiency, rent reviews – all of which are tactical aspects. But we have to do more to understand how space is consumed,” he continued.

“We have been inward looking, over the past 10 to 15 years, and we need to adapt to a more outward perspective and strategic mindset.”

Rewards new ideas6%

New ideaswelcome50%

Pressure to cut costs44%

No effect 0%


FM EVENT� FM LEGAL UPDATE� JAMIE HARRIS

10�| 9 MAY 2013�| FM WORLD

OVER THE HORIZON

response due in the coming months. The proposals are expected to come into effect in October of this year.

After a drawn-out parliamentary battle, the government has passed the employee shareholder contracts scheme, effectively a ‘rights for shares’ swap through which companies will be able to offer shares worth between £2,000 and £50,000 to employees in return for their giving up rights to flexible working, training, redundancy and unfair dismissal. According to Tumber this could result in an increase in discrimination claims.

Delegates expressed concern about the policy, many viewing it as allowing companies the power to ‘buy out’ employment rights.

Tumber also spoke about the changes to shared parental leave rights due to come into law from 2015. Women with partners meeting the qualifying conditions (having worked continuously for their employer for 26 weeks), will be able to choose how to share remaining 50 weeks and associated pay between them. This can be concurrent leave if they wish, or taken in a minimum of one-week blocks. Parents will also be entitled to 18 weeks’ unpaid parental leave per child, an increase on the current 13 weeks.

Tumber then switched to flexible working arrangements. Where previously only employees with a child under the age of 16 were eligible, now all employees with a minimum 26 weeks’ continuous service have the right to request flexible working (in the form of remote working or shorter hours). The current process is to be replaced by a legal duty to consider the request reasonably. ‘Business reasons’ for refusal will need to be watertight in order to avoid any potential discrimination claims.

The employment update also made reference to workplace health. A health and work assessment advisory service is being set up by government and will come into effect by the end of

The common commencement date of April 2013 saw implementation of a raft of new workplace regulations, ranging from health and

safety to HR. The Workplace Law FM Legal Update event, held at Workplace Law’s London office, offered speakers and delegates a chance to review the incoming legislation, consultations and suggested amendments.

Employment lawThere has been a series of recent changes to HR and employment law. In a presentation by Tar Tumber, HR consultant at Workplace Law, delegates were taken through the dense technical amendments to workers’ rights.

The Transfer of Undertakings (Protection of Employment) regulations (TUPE) have undergone a government consultation in recent months, and Tumber explained how the proposals under debate would allow for post-transfer change of work location to be a ‘fair’ reason for dismissal purposes. The current employer would be obliged to provide employee liability information to the incoming employer no later than 14 days before the transfer date. The consultation ended on 11 April, with a government

From environmental and health and safety changes to dealing with flexible working and sick pay, the Workplace Law FM Legal Update conference showcased an array of issues that should be close to the top of a typical GM’s legal compliance agenda

Simon Toseland takes delegates through changes to health and safety regulations

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Recent and future changes to waste regulations will put an obligation on waste producers to considerwhat measures they might need to take to ensure their waste can be collected and reported separately.

You will need a Waste Monitor!

Are you ready for the new waste regulations in January 2015?

Alternatively you can call those kind gentlemen at Waste Matterson 0844-000-0000

We would be happy to provide you with one we made earlier!

Visit us for a demonstration at the Facilities show Birmingham NEC Stand 2H76

10-12 Le Clair Enterprise CentreSt Ives Close, Theale, Berkshire RG7 5DP

T +44 (0)844 854 9066E [email protected] www.waste-matters.co.uk

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FM WORLD |�9 MAY 2013 |�13

will come into effect by the end of 2014). Its aim is to reduce overall levels of sickness and a free occupational health assessment will be made available for long-term sick employees (those absent for four weeks or more). Employees refusing to attend will no longer be issued with a GP ‘unfit for work’ note.

Swayed opinionRob Castledine, conference chair and Workplace Law associate director, led a thought-provoking discussion on the effect the Corporate Manslaughter Act 2008 has had on workplace safety over the past five years, with delegates invited to air their views in an open-floor debate.

Only three cases have been prosecuted since the act came into force, despite more than 700 fatal accidents to workers in that time. The act did not create any new health and safety requirements, but essentially made it a separate criminal offence to charge a corporate body.

But there is also still an issue over terminology with the act, said Castledine. An organisation is deemed guilty if the way in which its activities are managed and organised causes a person’s death, and amounts to a gross breach of a relevant duty of care.

The definition of ‘gross breach’ remains open to interpretation, thus making it harder for prosecutors to successfully convict a firm of corporate manslaughter. Also unclear is the level of ‘senior management’ responsibility to which the misdemeanour can be attributed.

As with any investigation, there is a time lag when pursuing details and interviewing the people involved. Some cases dating back to before the act coming into force were still being worked on, said Castledine.

There was, however, resounding agreement that the

term ‘corporate manslaughter’ does act as a deterrent to senior management. Delegates spoke of how it had raised awareness among their companies’ boards of the significant reputational risk that comes with a corporate manslaughter investigation.

Environmentally friendlyAn environmental update was led by Workplace Law head of environment Peter Watts, who suggested that there has been a positive buzz around the implementation of the Green Deal for residential properties.

The Green Deal for commercial buildings is expected to be introduced before the end of this year. Watts pointed out that any energy efficiency improvements implemented through the scheme will be tied to the building rather than the company, so that if an organisation decided to relocate it would not be tied down to Green Deal repayments. The scheme could therefore be more beneficial to the landlord than the tenant.

Some delegates were sceptical about who would foot the bill for commercial Green Deal improvements. The scheme would benefit the landlord in the long

term, but if the tenant is currently paying the energy bill, there would be little short-term gain for that organisation. Consequently, there could be an increase in rents to pay for Green Deal projects.

However, Watts also explained that there is zero capital outlay to any improvements; expected financial savings will be equal to or greater than the costs attached to the energy bill.

Watts also touched on changes to Energy Performance Certificates. From January this year, it has been mandatory for display energy certificates to be publicly displayed in the entrance area for all public buildings over 500 square metres. Looking to the future, Watts pointed out that from April 2018 it is likely that it will become illegal to let a commercial property with an EPC grading lower than ‘E’.

Another recent change

has been the introduction of mandatory reporting on their greenhouse gas emissions for all publicly listed companies. There is a consultation, said Watts, for all large companies, listed or otherwise, to report from 2016.

Cutting downSimon Toseland, Workplace Law head of health and safety, joined Castledine in a thorough examination of health and safety legal updates.

Professor Löfstedt recommended a number of changes to health and safety regulations in his independent review, Reclaiming Health and Safety for All, published in November 2011. Löfstedt’s follow up report, published this January, reviewed the government’s progress on implementing the improvements.

Castledine and Toseland took delegates through the key actions from the report. Work is underway to consolidate sector regulations in an attempt to reduce the total number of health and safety regulations that businesses must comply with by 50 per cent by 2014.

After a consultation, it was announced in April that there will be amendments to the reporting of injuries, diseases and dangerous occurrences (RIDDOR). From 1 October 2013, there will be a simplified list of occupational diseases for which it will be necessary to report. Toseland explained that grey areas have been clarified. For example, after an injury at work, even if the injured person is sent to a hospital as a precaution, a report must still be filed under the current regulations. Furthermore, self-employed workers no longer have to report injuries to themselves.

The next Workplace Law FM Legal Update is scheduled to take place on October 23rd. FM

‘Gross breach’ remains open to interpretation, making it harder for prosecutors to convict a firm of corporate manslaughter.

FM EVENT� FM LEGAL UPDATE� JAMIE HARRIS

Rob Castledine (left); and Tar Tumber (bottom)

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Facilities Show 2013 is the annual event solely dedicated to one of the fastest growing professions in the UK and Europe. As

the facilities management role evolves, keeping up to date with the latest legislation, issues and challenges across a range of disciplines is essential for every practitioner.

Held in association with the British Institute of Facilities Management (BIFM), Facilities Show 2013 takes place from 14-16 May at Birmingham’s NEC. This year’s event will build on the phenomenal growth from the 2012 show, which saw an increase of 26.8 per cent in visitor numbers and a 24.1 per cent increase in exhibitors.

This year, a smartphone and tablet app will be available to download. It will allow attendees to schedule preferred seminar sessions, network with other visitors, and book meetings with exhibitors.

The following is a preview of some the key events featured in the show this year:

The Facilities Show – Seminar Theatre One of the most popular educational features for Facilities Show, the Facilities Show Seminar Theatre, will host a plethora of key associations, professional bodies and leading industry voices, all addressing key issues on the FM agenda.

Highlights for this year include a panel debate, chaired by Liz Kentish, deputy chairman of BIFM, between facilities managers from Premier League football clubs Chelsea, Everton, Liverpool and Stoke City.

Also, the FMJ Debate returns, where the question will be: ‘Is FM the catalyst for all future building projects?’, and a panel session led by The Facilities Management Association (FMA) will address

FM EVENT� FACILITIES SHOW

14�| 9 MAY 2013�| FM WORLD

Facilities Show is the sector’s key networking and business conference. This year, the FM Event has been integrated into the exhibition, which now offers a wide variety of programmes

SHOW SO GOOD

BIFM CPD Theatre, including those dedicated to catering and hospitality, Rising FMs, and sustainability.

Service Management Expo and the Field Service Management TheatreService Management Expo is Europe’s only dedicated event for the field service market and a must-attend for professionals working across service management, logistics, fleet management, facilities, operations, finance and IT. In 2013, it will form an integral part of UBM Live’s Facilities Show.

Over 30 exhibitors will be showcasing the latest technologies, and providing all the latest information, products and services.

Facilities Management Association (FMA) VillageThe launch last year of the Facilities Management Association (FMA) Village proved to be a huge draw for visitors and this will return for a second year. Experts from Vinci Facilities, HSS Hire, Norland Managed Services and Nationwide Platforms, among others, will be present to discuss individual FMs’ strategies.

Platinum Club, incorporating the Networking HubIf you are a senior professional working in the fields of facilities management, estate management, property management or procurement, you could be eligible for membership of our exclusive Platinum Club.

Members benefit from the opportunity to network with top-tier management and entry into the new networking hub. FM

For further information on Facilities Show 2013 and to register for free entry for the 2013 shows, please visit www.facilitiesshow.com

the current educational needs within the FM sector, among many other lively debates and discussions planned for the three days.

The Energy Management Zone and TheatreThe Energy Management Zone and Theatre will be the focal point for activities relating to sustainability, renewable energy and energy consumption.

2013 exhibitors include: Ardenham Energy, Creda NOBO, Bosch Commercial & Industrial Heating, Ebm-papst, HWM Water,

Skyshades, Mitsubishi Electrical and Vision Accendo.

BIFM CPD TheatreThe BIFM CPD Theatre will host members of the BIFM Approved CPD Provider Network to run sessions throughout each day of the show, delivering high-quality, independently assessed CPD content that will help promote continued learning and development for FM practitioners.

A panel debate on Tuesday will discuss how far FM has come in the past 20 years, and will be chaired by Gareth Tancred, chief executive of the BIFM.

The Training Needs Clinic isalso running on Tuesday and will be led by Rachel Hiscox and Jane Bell from BIFM Training. The session will explore current trends and the argument for training in FM. Several other BIFM special interest groups (SIGs) will be participating in the

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FM WORLD |�9 MAY 2013 |�15

FACILITIESSHOW SEMINARTHEATREDAY 110:30 - 11:10Chairman’s address and welcomeIsmena Clout, chairman, BIFM

11:20 - 11:50The real estate slayerBarry Horgan, director, Excel IT

12:00 - 13:00Premiership FMChair: Liz Kentish, deputy chairman at the BIFM

13:15 - 13:45Mobility for FMErik Jaspers, chief technology officer, Planon

14:00 - 15:00FMA panel

15:15 - 15:45Sustainable pest controlSimon Forrester, chief executive, British Pest Control Association

16:00 - 16:30Contractor accreditation – avoiding the pitfallsBenjamin Coak, technical governance, Safecontractor

DAY 210:30 - 11:00Service management in facilities managementKeith Fraser, head of FM, Central Bedfordshire Council

11:15 - 12:00BIFM panel debate: Is FM the catalyst for all future building projects?Chair: Gareth Tancred, CEO, BIFM

12:15 - 13:00How do you connect FM to your organisation’s strategy?

EDUCATIONAL EVENTS AT THE SHOW

Jim Wilton, VP marketing and solution management, Planon

13:10 - 13:50Sustainability in FMMartin Russell-Croucher, director of sustainability and special projects, Royal Institution of Chartered Surveyors

14:00 - 15:00FMJ debate: Is BIM the game changer in FM needs?See show guide

15:15 - 16:00PAT testing - new guidelines to enable FMs to reduce costsChair: Richard Townsend, senior engineer, IETPanel: Stacey Smith, FM & performance manager, Mace Macro, Emirates Air Line

DAY 310:30 - 11:15Are you prepared for your energy future?Powerperfector

11:30 - 12:00What do FMs need to know about BIM?Erik Jaspers, chief technology officer, Planon

12:15 - 13:15Fresh thinking for FM - what will the future look like in 2020?John Telling, group corporate affairs director, Mitie

13:30 - 14:00Partnerships for achievementMandy Keepax, head of FM, Marks & Spencer; Joy Donnell, managing director, Helistrat

14:15 - 14:45Fire safety -

limiting your liabilitySee show guide

14:50 - 15:20Raising the bar: innovation in the supply chainMartin Read, editor, FM World

BIFM CPDTHEATREDAY 111:30 - 12:00Training needs clinicRachel Hiscox, managing director, and Jane Bell, director of learning and development, BIFM Training

12:15 - 12:45Energy-efficient office lightingPeter Young, sales manager,Waldmann Lighting

13:00 - 13:45Drinking water solutionsMervyn Silk, senior business development manager, The Pure Water Company

14:00 - 14:30Use of NEC3 Term Service Contract for FM ContractsBen Walker, director, CEMAR

14:45 - 15:15Why FM is crucial to a successful fit-outStuart Bonner, head of estates and facilities, Northamptonshire Police; Elaine Sereda-Barsby, FM consultant and surveyor, Pick Everard; Rod Dawes, FM consultant and surveyor, Pick Everard

DAY 210:30 - 11:00Save our surfacesRob Mouser, managing director, Plastic Surgeon

11:15 - 12:00Is FM the catalyst for all future buildin projects?Chair: Gareth Tancred, CEO, BIFM

12:15 - 12:45Managing hidden costs in catering contractsSimon Biggs, BIFM catering and hospitality SIG

13:00 - 13:45What makes a winning BIFM award entry?Presented by two lead ludges on the 2013 BIFM Awards panel

14:00 - 14:30Energy efficient office lightingPeter Young, Waldmann Lighting

14:45 - 15:15The hidden risk of over-voltage?Julie Holmes, senior account manager, Powerperfector

DAY 311:30 - 12:00Creating a strong cultureDebra Ward, managing director, Mitie

12:15 - 12:45Water: the next time bombGreg Davies, head of service department, Assurity Consulting; Sunil Shah, managing director, Acclaro Advisory

13:00 - 13:45Do we still need to talk about sustainability?Greg Davies, head of service department, Assurity Consulting; Sunil Shah, managing director, Acclaro Advisory

14:00 - 14:30Art works - the benefits of art in the officePatrick McCrae, BIFM; Jenny Thomas, BIFM

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OCS has signed a two-year contract to provide services for the Trinity Leeds shopping centre. The FM contractor will provide cleaning, security and customer services at the centre, which officially opened in March. The contract involves 70 OCS staff and a full-time operations manager.

Aramark has won a £27 million soft services contract with oil and gas group Total E&P. In the five-year deal, the Scotland-based contractor will be providing support services including catering, cleaning, laundry, janitorial services, maintenance, emergency response and heli-deck services to

three North Sea platforms: Elgin Franklin, Dunbar and Alwyn North.

Compass Group has opened its first Marks & Spencer (M&S) Simply Food store at the Royal Derby Hospital. The group is partnering with the retail firm under a new franchise agreement, in which Compass deploys M&S Simply Food stores as part of its retail offer.

Kier Services has signed two five-year contracts with Circle Housing Group worth over £200 million. The company will provide repair and maintenance services across Circle’s central and

eastern regions, covering Birmingham, parts of the midlands and East Anglia. The contracts have an option to extend for a further five years.

Vinci Facilities has secured a £150 million deal with London property management firm Peabody Partnership. The Watford-headquartered FM services provider will help deliver Peabody’s Quality Homes programme over the 10-year duration of the contract.

Front-of-house services provider Portico has secured a five-year contract to deliver services for Carebase, a specialist provider in nursing, residential and dementia care. It will provide reception and concierge services to The Riverly Club at Bridge House, one of Carebase’s developments in Abingdon, Oxfordshire. The contract is expected to create 13 new jobs. Last year, Portico won contracts with law firm Wedlake Bell and at Tower 42.

Marginal growth steers UK clear of a triple-dipGRAEME [email protected]

April ended with some welcome relief for the beleaguered chancellor George Osborne, as the UK economy’s first quarter GDP figure came in showing growth of 0.3 per cent. While that figure may be marginal, it was a lot better than some economic commentators were predicting and relieved some pressure on the government; the UK avoided what would have been an embarrassing dip into recession for a third time in five years.

Unsurprisingly, considering the make up of the UK economy, a decent showing by the dominant

services sector was needed for the overall figure to end up in positive territory. And it duly delivered, mitigating weakness in manufacturing and construction, both of which remain well below their pre-recession peak – indeed, construction output remains 20 per cent below its pre-crunch heights. Even though the services sector is now slightly larger than its pre-recession level, the overall economy remains 2.6 per cent smaller than it was in 2007.

Considering FM companies reside within the services sector, does this figure provide grounds for guarded optimism for the

future FM market? True, the service sector is expanding – and outsourcing of numerous functions remains a strong theme across many industries and both local and central government. One feels that public sector outsourcing will continue through to the end of the current parliament in 2015.

But the problem with this analysis is that it ignores the size of the services sector – it is so vast and varied that simply being included in it does not guarantee that market conditions are improving in all sub-sectors.

With household debt having been paid down and interest rates remaining at record lows for the foreseeable future, coupled with incoming tax cuts yet to kick in, the consumer-led industries and those built around the recovering housing market are more likely to lead the charge.

Looking more closely at the FM sector, competition remains

fierce. Corporates have yet to be tempted to dip into the huge ‘comfort blanket’ cash piles on which they are sat, in order to invest in the fabric of their businesses in a more sustained way. Until this changes, significant growth is likely to remain elusive for most FM players, unless it comes from growing their share of the existing market.

Another potential drag for FM companies is that the sector trends that have seen many diversify and build extra strings to their bows could come back to haunt them if other areas of the economy remain subdued. Many FM companies evolved out of construction businesses or added construction capability when times were good. Now, however, this is acting as a drag on the wider business.

The most glaring recent example of this is Balfour Beatty, which issued a profit warning in late April that was blamed entirely on weakness in its construction business in the UK, where both regional and special projects operations have suffered. Balfour blamed some of the problems on changes in the procurement processes for some projects, but, in the main, overall industry weakness was the biggest drag.

While Q1 of 2013 may represent light at the end of a very long tunnel, it is only a three-month snapshot and we should be wary of getting too carried away. True, the balance may be tipping towards cautious optimism, but with the eurozone still suffering its own economic malaise and parts of the UK still mired in deep recession, the track ahead will remain bumpy.

Graeme Davies writes for

Investors Chronicle

Contract wins

NEWBUSINESS

ANALYSIS

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BUSINESSBRIEFSCostain pulls out of battle

for May Gurney

Costain will not make another offer for May Gurney, leaving the way clear for rival bidder Kier.

Kier reached an agreement in principle to pay £221 million for support services and construction firm May Gurney earlier this week.

Kier’s offer followed a previous

smaller offer for May Gurney from Costain last month.

Costain has said that it does not intend to make a revised bid. In a statement the firm said that “having undertaken several months of detailed due diligence, it [the board] does not believe that it would be in the best interests of Costain shareholders for Costain to amend the terms of its proposed merger”.

May Gurney delivers FM services to local authorities, focusing on the education sector and regional frameworks.

Kier said it believed the enlarged group would be able to access opportunities currently unavailable to either firm.

Kier chief executive Paul Sheffield recently said the company had been eyeing May Gurney for at least two years.

Property maintenance firm Integral UK has boosted turnover by 21 per cent.

The company posted revenue of £239.7 million in the 12 months to 31 December 2012 – up from £198.9 million in the previous year.

Integral also recorded a 40 per cent hike in pre-tax profit on ordinary activities to £9.1 million in 2012.

The company attributed its successful year to high levels of client retention and winning new work with companies such as Boots and Sainsbury’s.

Its acquisition and integration of part of the MJN Colston business has also strengthened the Integral portfolio.

Integral sees turnover surge

If Kier’s offer goes through for the maintenance specialist, Kier could diversify out of the low-margin construction industry. Efficiency savings would become available by combining central support and finance functions in an effort to boost margins.

An enlarged Kier could compete head-on in the tough maintenance market with the likes of bigger players such as Interserve and Gurney.

But for that, Kier will have to get May Gurney’s house in order. The company has run into trouble on some of its poorly priced and loss-making waste contracts, prompting a profit warning and the departure of its chief executive Philip Fellowes-Prynne last year, all of which damaged confidence.

Managing director Bryan Glastonbury said: “This has been a transformational year for Integral. The sectors we serve and our range of expertise is growing very rapidly indeed.

“As well as seeing continued success in winning new clients for our renowned mobile engineering business, we have entered food retail as a new sector.

“We are well positioned to develop our services into the food service sector and are being encouraged by national food retailers to extend our offering to include the service and maintenance of refrigeration equipment.

“At the same time, our new Galileo predictive maintenance

software tool is accelerating our expansion in the data centre market.”

Glastonbury continued: “I don’t think I have ever been more optimistic about the future of our business.”

Derwent to run Opal sitesYorkshire-based Derwent FM has been appointed to operate four student residences following the move into administration of the Opal Group companies that own the buildings.

Derwent’s Students division will manage and maintain the Opal properties in Nottingham, Sheffield, Liverpool and Wrexham.

The company will also market accommodation places to domestic and international students, handling all bookings and providing tenant services.

Europa targets LondonManchester-based building and FM services firm Europa has bought workspace company BGM.

BGM, which has offices in London and North Wales, offers services including asset and infrastructure, space and move management.

Europa will deliver all services previously provided by BGM to financial institutions in the capital.

Greig Brown, Europa chief executive, said: “This acquisition develops our capabilities and product offering in the workspace arena, an area where we already excel as part of our FM offering.”

Vacherin at front-of-houseCatering firm Vacherin is expanding its operations to include full front-of-house services.

The London firm says that the new service, called entrée, will provide clients with all front-of-house services, including main reception desk, hospitality desk, room booking, switchboard, concierge and helpdesk services.

The company intends to recruit experienced staff with a background in hotels, airlines and other corporate environments.

Kier: Apparently victorious in bidding war

Bryan Glastonbury, managing director at Integral

www.fm-world.co.uk FM WORLD |�9 MAY 2013 |�17

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The company’s name may imply that it’s a small-scale serviced office provider – and that’s exactly how it started out.

However, Instant saw revenues increase by 30 per cent last year to more than £22 million. A private equity house recently invested £16 million to support its growth.

The boost has allowed it to make the most of its managed office division, which signed record levels of new business in the past year, taking its forward

FM BUSINESS� IN FOCUS

environments for hundreds of people on a medium-term basis – down to start-ups looking for their first proper office.

“More and more, we’re seeing a just-in-time approach to business. Companies are seeking efficiencies by sourcing what they need only when needed – so they aren’t tying up capital. Why shouldn’t this practice translate into property? We work with clients to help them build flexibility into their property portfolios.”

Instant’s managed offices division provides a managed office for an all-in-one cost. Quarterly rent covers everything including acquisition, property, fit-out and FM.

Foreman says this means occupiers have no upfront capital expenditure. Instead, the cost of

Instant gratification

activities such as fit-out are spread over fixed quarterly payments for the term of the contract, making this client’s financial forecasting more accurate.

He says clients increasingly see Instant’s managed offices as an alternative to traditional self-delivery when procuring space, particularly when internal resources are scarce. Outsourcing their property activities allows them considerably more time to focus on core business.

“Companies often say they self-deliver, but do they really? Whether they’re appointing a single project manager, or have an entire property team in place, typically, each chunk of the project is likely to be outsourced to a supplier with specialist skills. This can include anything

THE ISSUE: The ‘managed offi ce’ concept

THE INTERVIEWEE: Gavin Foreman, director – corporate solutions, Instant

order book to more than £29 million.

Instant is also confident of maintaining growth in the short term. Foreman says he anticipates annual growth for its managed offices division of up to 30 per cent between 2012 and 2015.

“Instant works with thousands of office providers, landlords and agents to provide the right workplace for corporate clients, which range from the world’s largest multinationals – which need a tailor-made working

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from agents, solicitors, architects, planners, strip-out companies, mechanical and electrical contractors, project managers, fit-out firms, cleaners, relocation, data storage, telecoms and IT providers, and so on. All of these companies must be sourced, short-listed and appointed. For a large project, this means a company contacts tens, if not hundreds, of people before the job is done.”

This ‘traditional’ route brings a set of challenges: co-ordinating multiple suppliers, taking on all the risks surrounding the project, whether it goes ahead or not, covering up-front cap-ex, running and exit costs and managing the space once in it.

The company’s approach emphasises on the ‘instant’ aspects of a managed office – a fully outsourced, all-inclusive and bespoke solution. Instant takes responsibility for finding, fitting out and managing office space for the client, delivering all the elements of the project as a single point of contact. “The solution absorbs liability and delivers cost certainty,” he says. Once a quarterly fee covering up-front, running and exit costs is agreed, it remains fixed, even if Instant’s suppliers put their prices up.

Foreman says Instant created the managed office proposition in 2006. Since then, it has built a team and created a network of third-party relationships to manage and deliver its end-to-end proposition. From the first Instant managed office deal in 2007 – covering 34,000 square feet – the company has gone on to close 45 deals. Instant now manages more than 250,000 square feet within 21 properties.

In London alone, the company has valued the potential managed office market at £500 million a year, based on spaces of up to 25,000 square feet through contracts of one to five years.

Some occupiers take managed offices for particular circumstances. For example, publishing group Macmillan is using a managed office to temporarily house staff close to its main King’s Cross office, while part of the building is renovated.

Clients include construction and infrastructure providers, including Network Rail. “When construction companies win work, their first task is often to create site offices,” says Foreman. “But crampedurban construction projects often require these to be located off site. In this situation, an outsourced turn-key managed office makes sense to contractors.”

Managed offices provide fit-outs tailored to specific site needs, close to construction sites on flexible terms. The construction firm can focus on their work on-site and their bidding process, rather than spend time finding property and managing it, he says.

Instant has also expanded into continental Europe. Late last year, the company began providing Serco with premises to handle the service suppliers call centre requirements for Sky in Teltow, Germany.

Foreman’s approach is to emphasise the ‘instant’ aspects of a managed office – a fully outsourced, all-inclusive and bespoke solution

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FM OPINION� THE DIARY COLUMN�ROGER AMOS


Roger Amos is head of property and HR shared services at the London Borough of Ealing

NHS Trust

FMconsultant

University Estates

Last week, I was delighted to be invited to the official opening of the CAPE charity shop in Acton. CAPE stands for ‘Community Activities Project Ealing’, offering a dynamic and flexible outreach and day service for people who experience severe and enduring mental health difficulties, living in the London Borough of Ealing.

I was very impressed with what had been achieved and the quality of the fit-out by the CAPE charity and their volunteers.

But it was also a timely reminder of how important it is for us to deliver high-quality FM

s Roger Amos visits the opening of a charity outreach centre, he reflects

that it’s these sorts of projects that remind an FM where their attention should be focused

services to the likes of CAPE. While the new shop doesn’t come under our remit, the centre from which they operate does. It was great to speak to the project director and hear some positive feedback on our FM service while I was there, too.

We were fortunate to have Martin Smith, our chief executive, attend one of our FM staff briefings last week. He reinforced the message that we are here to serve the residents of the London Borough of Ealing and deliver world-class customer service (among other things). Being

present at the CAPE shop opening made me think about this even more.

Here in Ealing, we run our FM services in-house. As a result, I am keen to get the whole team involved in ensuring that we not only deliver high-quality services, but also ensure they are absolutely aligned to customers’ needs.

This should involve a bit more innovation with our service delivery, as well as being a bit more strategic in our advice to customers. That could start with simply getting the FM team more in touch with their true customers, such as the clients of the CAPE charity. This will engender a deeper sense of ownership and responsibility, helping them to provide a better standard of advice on the property they operate from, or ways in which

to reduce their running costs.CAPE is one of many local

charities that the council supports. I am keen to explore other opportunities to offer more than just an FM service, including the possibility of local employment opportunities within the FM function. I hope to sit down and discuss this with the relevant officers in the council over the coming weeks and months.

Does an in-house team struggle more than a service provider to apply this kind of initiative? This is a much longer debate, which I hope to return to in the future.

In the meantime, I’m looking forward to getting around to a lot more sites to see these wonderful organisations at work. I want to check for myself that we are providing an excellent FM service to them.

“I WANT TO OFFER MORE THAN JUST AN FM SERVICE, INCLUDING THE POSSIBILITY OF LOCAL EMPLOYMENT OPPORTUNITIES” A TIMELY REMINDER

A

Is a degree in FM crucial to working

your way up the career ladder? (BIFM group) Chris Spratt: Experience and achievement are just as good, if not better. Reality wins over theory in most cases, I believe.Lisa Brettelle: You need to balance theory and practical experience. We deal with buildings and people! Buildings are the easy part. Joanne Crampton: Speaking from a

recruitment perspective, I think a good balance of experience, backed up by qualifications is the best way forward – my clients tend to request FMs with sector-specific experience, plus any amount of qualifications, ranging from NEBOSH to technical qualifications.Clive Hilton: These days, jobs are in short supply. When a pile of applications arrives, the recruiter is looking for a

way to make their task manageable. The first cut may be degree or no degree – this will reduce the numbers. Lee Stone: Knowing how people within the organisation make use of the building – moreover, how those can perform to their best is the key to understanding FM. For those reasons alone, it is possible to justify the need for specialist education and training in facilities management.

How often should service checks be

carried out to hard FM items? (BIFM group)Mike Henderson: A copy of SFG 20 will give you the basic outlines for frequency of service checks.Terry Divers: It seems that everyone has a different view on frequencies of checks. A lot does depend on how critical the equipment is for the operation of your business.

Which iconic building would you

love to run as FM? (cont.)(BIFM group)Samuel Roberts: The list is large. The Louvre? The Vatican? Philip Withers: I would love to look after the BMS controls and energy optimisation for Her Majesty the Queen at Buckingham Palace. Glen Franklin: For me as a serving Royal Engineer, it must be the Albert Hall. It is an incredible building.

BEST OF THE WEBViews and comments from across the web

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FIVE MINUTESWITHNAME: Allister RichardsJOB TITLE: Managing director, Gather & Gather (the new brand name for Mitie Catering Services)

The reason that we appeal is that we’re not selling one homogenous offer that’s simply been expanded across the client’s estate. Take Lloyds Banking: we deliver in 78 sites, but we can’t have 78 sites delivering one offer 78 times over. That’s just not us and it doesn’t really inspire me very much. What’s more, it’s not what customers want.

No one can tell me that a call centre worker, for example, wants the same thing, or has the same pound in their pocket, as someone from a different demographic. Customers’ views of what constitutes value and choice are determined by what’s around them.

It’s expensive to mass-customise your offering because you’ve got to allow freedom in every single site for chefs to procure locally and create their own menus. We’ve had to say to clients we can’t be lowest cost commodity purchase here, but we can be all about the customer in each of your locations. But that said, you’ve still got to give a look and feel to a client that makes people realise they are still in the same space. It’s a challenge, it’s not easy.

I was at Sodexo before. It was a catering business by heritage and needed to persuade the market it was a broader FM player. I remember trying to sell cleaning services and clients saying, “but you provide our fine dining”. Now I’m MD at Gather & Gather and it’s part of Mitie with its potentially wider offering, it’s the other way around. You’ve got to be best in class whether you stand alone or are part of integrated bid. Clients don’t just say: “I’ll bundle everything together but I’ll accept it’s 20 per cent less ambitious on the food offering.” They just wouldn’t tolerate that. Tell that to Sky! They judge us on a meal-by-meal basis.

None of my team are experts in anything other than food. We don’t employ generalists.

‘Psychogeography’ and how it applies to the world and furniture around usMark Eltringham, Office InsightOf all the things we buy, with the exception of our clothes, furniture is the most intimate, the one item we spend most time in contact with. According to JG Ballard, who dedicated himself to understanding our relationship with the world around us, “Furniture constitutes an external constellation of our skin areas and body postures.” Whether he would have recognised it as such, Ballard was a pioneer of the principle that we now refer to as psychogeography, defined by one of its founders, Guy Debord, as “the study of the precise effects of setting, consciously managed or not, acting directly on the mood and behaviour of the individual”.

Psychogeography may have originated from the manipulation of the aesthetic and political, as part of the Situationist movement of the 1950s. However, the idea certainly has a modish appeal in the light of our ongoing fascination with the relationship between people and workplaces. Altering the physical environment to make us comfortable, send a visual message to others, or to enhance our well-being and mood is a recurrent theme in both the domestic and commercial design press.

The past few years have seen a surge of interest in the role that furniture and the rest of our working environment has in making us feel better, physically, intellectually and emotionally. The case has become very sophisticated indeed, shifting way beyond the prescriptive and one-dimensional needs of legislation.Read the article in full at tinyurl.com/d3c9w9y

Great workplace design = great business leadership?Ceilidh Higgins, interior designerThe following question is frequently raised: “Does office design increase workplace productivity?”. The question is posed, with some slight variations, to determine the impact of design on staff motivation, retention, collaboration, or other desirable attributes to enhance business performance. I came across one such discussion just this week on LinkedIn, in which the contributors made some great points.

There is a strong trend towards activity-based workplaces and the groovy offices of Facebook and Google frequently feature in the media. Many organisations that are moving office take the opportunity to question how their new office should differ from the previous one. However, one frequently seen problem is that the business’ leadership is not closely involved in the design decision-making.

In our experience, our clients are often represented by the facilities managers, project managers or people with a financial background. They will say to us: ‘I want x number of desks at x dollars per square metre by x date’. And, often, this type of thinking determines the number and the shape of the desks. Their brief (or performance metric) is to provide an office with a certain number of desks at a certain cost by a certain date.

And if the desks are the same as what the organisation had before, they believe no-one will complain too much. However this is not the way to create great work places. In the words of Jack Webber, writing on the Office Insight website: “A clear understanding of the organisation’s cultural inclinations (motivations), and therefore, their desired behaviours, is the only way to create a workplace design for the future that is truly effective and supports a particular organisation.” Read the article in full at tinyurl.com/dyxe9zo

BEST OF THEFMWORLD BLOGS

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and about travelling or seeing clients, in multiple locations, and they’re sharing three or four people to one desk,” says Simon Booth, director, property and corporate services group, with responsibility for the firm’s internal environment.

Facilities management is increasingly involved earlier in the process, when such set-ups are designed, he says, with the ultimate aim being to provide people with a greater choice around how and where they work.

Andrew Mawson, managing director of Advanced Workplace Associates, believes facilities management has a core role to play in identifying just what staff require and ensuring they have the tools with which to do their job. “We see an evolution where you have a ‘workplace manager’, who needs to take responsibility for all of the systems and facilities that enables them to do their best work and do it anywhere,” he says.

But FM also has to be aware of changing requirements. “In the traditional world, you have a team of 100 people and you

One of the less tangible effects of the current economic downturn has been to accelerate the pace of change in workplace

cultures. Today, modern offices are frequently designed to be less hierarchical. In practice, this has seen a significant shift towards open-plan working, hot-desking, and the principle that individuals should freely circulate around the office. In doing so, they will develop their own informal networks and thrive in a more collegiate environment.

With the financial appeal of down-sizing property portfolios an added incentive, the traditional office is becoming, for many organisations, a symbol of a bygone era.

Deloitte is one business that has already embraced these more modern methods. “We have a very diverse set of people working in very different sectors of professional services. At one extreme, we have people who are based at their desk all day and who require a monitor and a desk. At the other, we have people out

BEYOND THE HIERARCHY

FM FEATURE�WORKPLACE CULTURE� NICK MARTINDALE

Workplace cultures are changing. Under pressure to cut costs, office managers are looking to match more horizonal management principles with innovations in flexible working

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WORKPLACE CULTURE

“With the financial appeal of down-sizing property portfolios an added incentive, the traditional office is becoming a symbol of a bygone era”


24�| 9 MAY 2013�| FM WORLD

My role as an Environmental Manager is increasingly driven by commercial needs. A solid environmental strategy is no longer a ‘nice to have’, it’s a requirement because the construction industry understands that good practice delivers pro tability.

Just consider the facts. In 2011, I was able to reduce the company’s waste to land ll by 70% to turn a cost into £30,000 revenue, reduced the group energy

consumption by 3% and made an annual saving of £100,000 on waste management.

Every business needs to nd ways to cut costs, especially when times are tough and I’ve been able to do that right across our operation.

It’s also worth remembering that in a competitive and fast moving industry like construction, a good reputation is priceless

Join IEMA at www.iema.net/mystory and change your world

People like Adam

say:

IEMA.186x123.indd 1 23/04/2013 17:21

BIFM Get Ahead Business.indd 1 17/5/11 17:08:21

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allocate 100 spaces – basically pretty straightforward,” he says.

For Mawson, the overall headcount is no longer as visible – you may have 120 people and have decided that 100 seats would deal with their daily demands. “But after three months,” he says, “that particular group may have grown by 20, or your headcount may go down.”

Workplace managersMawson feels the role of the workplace manager is to reallocate the zones and space for different

however, that FM becomes more critical and therefore has a higher profile among building users.

Hot-desking is a particular issue, says Tate, with FM needing to devise and supervise a system that will ensure desks are available when people need them. “You also need to implement a clear-desk policy and stipulate that people don’t have fluffy toys on the computer screens or photographs on the desk,” he says. An even more practical consideration is to number the various desks and

make it easy for people to find them, particularly if offices could be used by people who are not normally based in that particular location.

Not everyone is entirely convinced by the current push towards open-plan working and hot-desking. Monica Parker, head of workplace consultancy at Morgan Lovell, says many companies have taken it too far, effectively trying to minimise the amount of space they require with little regard for other aspects of the workplace. “If you’re going to have an open plan that works well, you need to have a variety of work settings,” she says.

“A good activity-based working environment will have a spaces for private meetings, collaborative meetings, a singular/private environment, open-plan working, heads-down working and then a thinking and social area,” she adds.

“One of the things that people were trying to accomplish with open plan is this idea that people will bump into each other, but to do that you need circulation routes. If you don’t do that you’re basically just putting people in a battery cage.”

Hot-desking is a particularly problematic area, she says, especially if it is forced on people without offering any other aspects – such as reflection spaces or breakout areas – in return.

The industry impactThese new ways of working can also have profound implications on how FM itself is set up, with professionals increasingly allocated to a particular floor or team, and a move towards a flatter managerial structure. “Typically, when an organisation introduces an agile working approach, there will be a shift in the hands-on element of the

groups, on almost a daily basis.There are a number of

practical issues that FMs face, to ensure such systems operate effectively. Derrick Tate, assistant director, real estate advisory, at PricewaterhouseCoopers makes the point that if people spend less time in the office, they need to be more productive when they are there. “If I’m in the office only one day a week and if the power goes down, or if things aren’t available, then that’s a problem, much more so than in the traditional model.”

The positive impact could be,

“The role of the workplace manager is to reallocate the zones and space for different groups, on almost a daily basis”

WORKPLACE CULTURE



FM service, towards providing people on the ground locally,” suggests Mawson. “It’s almost like a concierge service. But you still need to manage the overall experience that people have in the workplace, while maintaining the link with the business and what it’s trying to achieve.”

Embedded FMsIn the longer-term, Booth suggests there’s likely to be a move towards having dedicated “workplace” teams within FM, to cope with the growing demand for services on the ground. “It needs a lot more management time around the space, because it’s not the same type of furniture in every location or the same material that is being used,” he says. “Frankly, it’s a more onerous task.”

In turn, this requires a different type of person in FM, he says, with personal skills more in demand and a need to understand the differing requirements of individuals and teams on particular floors.

Often, a conscious move to a more flexible office space is also the catalyst for a change in how the FM services are structured, suggests Tate. “It usually goes hand-in-hand with outsourcing these services,” he says. “It’s rare for someone to make such a big change and do all these things in-house. Providers themselves are becoming more experienced at providing services in these sorts of environments; you could argue that zonal cleaning is a response to more flexible working and open-plan areas.”

One example of this is the

relationship between Balfour Beatty Workplace and the BBC, at its MediaCityUK headquarters in Salford, which includes a number of ‘workplace support’ team members acting as an interface between BBC employees and the service provider.

Such relationships, though, are only possible where there is a high degree of trust, suggests Pete Mathieson, contract director at Balfour Beatty Workplace, and this would almost certainly require there to be an existing relationship. “We could have only done that through them having an understanding of us as people and us of them,” he says. “Unless you know what your clients’ needs and wants are, it would be a very brave move.”

The role of trustBut where that trust exists and outsourced providers have the flexibility to deliver on their own initiative, it does make for a flatter structure. “The more you self-deliver, the more opportunity you have to rely on your people,” he says. “Do you need the standard one-to-eight [manager-to-staff] model if you don’t need to supervise the work?”

Such new ways of working are likely to become more common in the post-recession world. “The economic malaise has pushed to the front new FM models. Workplace transition is now much more in focus,” says Mawson. “Everyone we’ve talked to is trying to get a better experience, while at the same time reduce the cost of real estate. That’s the Holy Grail.” FM

FM service, towards providing people on the ground locally,” suggests Mawson. “It’s almostlike a concierge service. But youstill need to manage the overall experience that people have in the workplace, while maintaining the link with the business and whatit’s trying to achieve.”

Embedded FMsIn the longer-term, Booth suggests there’s likely to be amove towards having dedicated “workplace” teams within FM, tocope with the growing demandfor services on the ground. “Itneeds a lot more managementtime around the space, because it’s not the same type offurniture in every location or thesame material that is being used,” he says. “Frankly, it’s a moreonerous task.”

In turn, this requires adifferent type of person in FM,he says, with personal skills more in demand and a needto understand the differingrequirements of individuals and teams on particular floors.

Often, a conscious move to amore flexible office space is alsothe catalyst for a change in how the FM services are structured,suggests Tate. “It usually goes hand-in-hand with outsourcingthese services,” he says. “It’s rare for someone to make such a bigchange and do all these things in-house. Providers themselvesare becoming more experiencedat providing services in these sorts of environments; you could argue that zonal cleaningis a response to more flexible working and open-plan areas.”

One example of this is the

relationship between BalfourBeatty Workplace and the BBC,at its MediaCityUK headquartersin Salford, which includes anumber of ‘workplace support’ team members acting as aninterface between BBC employeesand the service provider.

Such relationships, though,are only possible where there is a high degree of trust, suggests Pete Mathieson, contract director at Balfour Beatty Workplace, and this would almost certainlyrequire there to be an existingrelationship. “We could haveonly done that through them having an understanding of us aspeople and us of them,” he says. “Unless you know what yourclients’ needs and wants are, itwould be a very brave move.”

The role of trustBut where that trust exists and outsourced providers have the flexibility to deliver on theirown initiative, it does make for a flatter structure. “The more you self-deliver, the moreopportunity you have to rely on your people,” he says. “Do you need the standardone-to-eight [manager-to-staff] model if you don’t need to supervise the work?”

Such new ways of working are likely to become more common in the post-recessionworld. “The economic malaise has pushed to the front new FM models. Workplace transitionis now much more in focus,” says Mawson. “Everyone we’ve talked to is trying to get a betterexperience, while at the same time reduce the cost of real estate. That’s the Holy Grail.” FM

ith many of its staff out of the office for much of their time, professional services firm KPMG has actively embraced open-plan working and

hot-desking. “When people come to the office it is for meetings

and collaboration, so the type of space you need to provide is different,” says head of facilities Guy Stallard. “You need more project rooms, meeting rooms and soft chairs, and catering becomes more of an issue. People want a Starbucks or Costa Coffee-type experience internally.”

Hot-desking creates more of a demand for FM to take ownership of space, he adds, as individuals are less likely to report problems with particular desks. “If something is wrong with one desk they go and sit at another,” he says. “They’re more likely to report it if it’s not clean, so that becomes more important.”

Such a set-up creates a need for a more on-the-ground presence, says Stallard, and in bigger premises KPMG has dedicated building managers who are required to be highly visible. “I expect them to be doing a lot more tours of the office and spend a lot of the day on the move, not just sitting behind a computer screen,” he says.

With this comes a need for facilities managers who are happy to think on their feet and take responsibility at a local level. “Someone who is worried about authority in terms of power and organisational structures would be the wrong type of person,” says Stallard. “That’s also going to be true when you’re trying to run key FM contracts.”

OPEN SEASON AT KPMG

CASE STUDY

W

“Where that trust exists and outsourced providers have the flexibility to deliver on their own initiative, it does make for a flatter structure”

FM FEATURE�WORKPLACE CULTURE� NICK MARTINDALE


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FM FEATURE�BS11000� KEVIN STANLEY

BS 11000 is known as ‘The Collaboration Standard’ since it is designed to advise organisations on best practice when working together. Is there evidence that it is succeeding in its aim? Kevin Stanley reports

STANDARD ISSUE

and performance – including better management of time, costs and resources. BS 11000 is also designed to enable partners to share knowledge, skills and resources to meet mutually defined objectives.

It’s now been two years since FM service contractor Emcor announced that it had become the first FM service provider to be awarded certification to the BS 11000 standard. Christopher Kehoe, Emcor UK’s group executive director and management board member of the Institute of Collaborative Working (ICW), explains how using the standard has benefited the company: “Emcor’s customers have worked collaboratively with us towards BS 11000. They have experienced significant cost savings, increased employee moral, and developed a one-team ethos and culture, resulting in improved working relationships and an overall enhancement of service delivery.”

According to Kehoe, several of Emcor’s key customers are benefitting from the development of improved risk and criticality analysis, joint opportunity and value creation planning. Mutual action implementation, he suggests, is leading to cost reductions.

“One specific customer is developing its original M&E contract into a more comprehensive facilities management package,” he says. “The customer is subscribed to the National Action Plan for 21st Century Supply Chains (SC21 framework), a collaborative programme that leverages the advantages of mutually beneficial supply chain working.”

Kehoe explains that to help the client deliver against this, Emcor focused on increasing the effectiveness of the supply chain to ensure cost savings. “We identified sub-contracted services

by providing a relationship-management framework based on proven processes.

Thus, BS 11000 was developed through pan-industry consultation to provide a structured approach to building more sustainable relationships throughout the value chain; a ‘practical roadmap’ to allow for the concept of collaborative working to be introduced. In providing a rational process to allow organisations to work together more effectively and reliably, the BS 11000 framework potentially affects almost all methods of working.

Theoretically, its benefits can be far-reaching. Collaborative approaches have been shown to deliver a wide range of benefits, which enhance competitiveness

BS 11000 began life in 1990. The Department for Business Innovation and Skills (BIS), then known as the Department for

Trade and Industry (DTI), and the Confederation of British Industry (CBI) created Partnership Sourcing (PSL), now called The Institute for Collaborative Working, to promote and support collaborative working across British industry.

In 2005, PSL began to work with BSI to develop a standard that captured best practice from all sectors. A document was drafted that became a publicly available specification (PAS) in 2006 and then a full standard in 2010. The objective was to help organisations reduce costs and develop realisable value IL

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as an area of potential waste and by making certain operations, such as the management and maintenance of the compressed bottled gas systems, an Emcor-delivered provision.” According to Kehoe, the scheme provided cost savings of 45 per cent for every year of the contract.

Since the introduction of the standard there has been considerable interest and growth. By mid 2012, 27 organisations had achieved full certification to the standard and a further 150 organisations were in various stages of development towards certification. This growth in interest was supported though the adoption of the standard by the Ministry of Defence, Network Rail and the National

facilities suppliers, BS 11000 has much to offer.”

In Pickard’s view, the FM service provider community has expressed plenty of interest. However, it seems that most are waiting for a client to insist on certification before they invest time and money in going down that route. “In my opinion, this is short sighted and ignores the benefits that improved supply chain relationships would have on their own businesses,” says Pickard.

However, because of its complex nature as a discipline and the long-term relationships involved, FM it is a perfect candidate for the BS 11000 approach.

“Having a robust platform that can be applied for developing, managing and enhancing supply chain relationships means that all communication, reports and management information is shared in a consistent manner,” explains Pickard. “This can only benefit all parties and provide a framework for joint problem solving and continuous improvement.”

Indeed, the standard can play a vital role in developing the reporting elements required of increasingly complex FM contracts. The process of close collaboration, as defined by BS 11000, is intended to simplify the relationship between customer and service provider, which, in reporting terms, means they are able to more accurately identify potential business risks and opportunities.

David Hawkins, operations director, at the Institute for Collaborative Working (CWI) agrees that the standard has a broader scope. “Reporting is only a part of the story of BS 11000,” he says. “The real benefit is in opening up a more holistic approach between client and provider to develop and deliver

“BS 11000 encourages facilities management organisations to build closer working relationships with their customers”

Health Service. There has also been a considerable amount of overseas interest in the initiative and a process is underway to produce an international ISO version.

In sectors such as defence and rail, where the client has taken the lead, there has been a big impact as relationships have moved beyond contractual into strategic thinking, suggests FM consultant Martin Pickard, managing director of FM Guru. However, take-up in the facilities management sector has, so far, been less significant. “There has been no such movement in FM, as yet,” says Pickard, “but with increasing demands from clients for more strategic input and added value from their


FM WORLD |� 9 MAY 2013 |�31www.fm-world.co.uk

BS11000

greater value.” According to Hawkins,

“the standard offers a common language and framework within which to focus jointly on the challenges and solutions need to drive greater efficiency.” He understands the framework as providing a lens through which organisations can focus on business continuity and sustainability.

More importantly, he says, it helps organisations through their partner selection processes, and to focus on their visions and values. “Most organisations have seen the standard as a step towards greater integration.”

By adopting BS 11000, organisations can establish a close, open dialogue with

platform that is searchable by building, individual or work stream, to display real-time activity across the portfolio. By displaying joint performance, the model provides a simple way to see where the customer’s success and problem areas are, to allow us to adjust business priorities accordingly,” explains Kehoe.

“FM is a core contributor to quality of life for our staff, our customers and for society generally. By removing the adversarial issue from the outsourcing relationship, the parties involved are better able to focus on the co-creation of sustainable value across all three pillars of sustainability: environmental, economic and social,” says Pickard.

27The amount of organisations that had achieved full certification to the standard by mid-2012

150further organisations were in various stages of development towards certification

FMQUICKFACTS

management, stakeholders and staff, across customer organisations, so that they are able to report opportunities and issues in real time.

As a result, they can take quicker action to minimise identified risks and convert recognised opportunities into added value. In the supply chain, similar benefits have been seen, with the standard facilitating closer alignment between suppliers and a greater level of innovation being generated. “The collaborative process has proved particularly successful at one of our client sites, BAE Systems,” says Kehoe. “By working closely with the customer’s staff, Emcor developed a shared reporting

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And through its promotion of knowledge sharing, BS 11000 provides the perfect avenue for increased reporting of social sustainability elements of the FM service.

The FM supplier and customer can agree shared goals, which, not limited to KPIs and financial targets, can extend to wider issues affecting organisations and communities. “Social responsibility was a key issue for one of Emcor’s public sector customers,” explains Kehoe.

“Operating in a large city, the employment of NEETs [young people not in education, employment, or training] was a specific target area. To support the development of the city’s young people and help the customer meet its social sustainability commitments, Emcor signed up to the customer’s ethical skills pledge and committed to recruitment targets for young people from Super Output Areas (SOAs).”

Emcor’s Lean Learning Academy also demonstrates what can be achieved through the more transparent lines of communication encouraged by BS 11000.

“Having now been implemented by a major customer, partner organisations and employees across all levels of the business work together to understand and address social sustainability issues,” says Kehoe. “Through its encouragement of increased awareness and engagement, BS 11000 has helped to improve Emcor’s ability to leverage innovation and service improvements from within its supply chain.”

He explains how enhanced supplier-customer dialogue has provided opportunities to identify areas of waste within an organisation’s process. This allowed the company to work to reduce these ahead of delivery to sites, ensuring

a more sustainable product or service. “By streamlining the supply chain, resource consumption has been lowered, ensuring a more efficient business performance and significant cost savings,” Kehoe concludes.

So, are we seeing an impact on the market as a result of BS 11000 adoption?

Clive Comport, quality compliance manager, Landmarc Support Services, says that Landmarc has been operating in a collaborative manner for the past 10 years. He claims to have experienced the benefits that working within such a system can deliver and is fully engaged with the BS 11000 standard. “Having a

“By promoting knowledge sharing, BS 11000 encourages increased

reporting of social sustainability”

recognised and formalised system to work within is a positive step forward. It will help to remove the barriers preventing organisations adopting such practices.”

He explains that Landmarc has been working as a strategic partner with the Defence Infrastructure Organisation Ops Training (DIO) (formally known as the Defence Training Estate) for the past 10 years.

Obtaining certification, he says, has now provided a model to formalise and centralise its procedures. “It has helped to strengthen the robustness of existing management processes, and allows the integration into other management systems,

such as ISO 9001.“Landmarc has recently

carried out a joint survey as to the effectiveness of ‘working together’, which has provided management teams with information from which to develop programmes that will bring benefits to all parties concerned.”

The idea behind BS 11000 is to encourage organisations to build closer working relationships with customers and gain a better understanding of their needs. From an FM perspective, given the broad reach of FM activity within any organisation, its potential is significant. FM


FM WORLD |�9 MAY 2013 |�33

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??????? FMFrom 1 January 2015, it will be illegal to use any HCFCs to service refrigerant air conditioning equipment.

Many businesses therefore have to find alternative solutions for their existing R22 refrigeration systems.

Müller Professional Services, managing agents of Pinners Hall, did exactly that. The building’s existing temperature management system was using R22 reciprocating units that had become redundant. The old chillers were producing a high level of noise throughout the building, causing a great deal of disruption to personnel.

Müller contacted ICS Cool Energy for an initial site survey and energy analysis,

FM ADVERTISEMENT FEATURE

R22 REPLACEMENT AT PINNERS HALLand it was decided the ideal choice of system for this particular site was the energy-saving Turbocor chiller. This installation was provided as a turnkey package; ICS installed three water cooled 562kW Turbocor chillers.

The Turbocor compressor uses digital rotor speed control that allows high partial load efficiencies to be achieved, offering 60 per cent higher ESEER values.

A magnetic levitation system is used within the compressor, which involves no moving parts. This reduces noise emissions by up to 8dB(A) compared to a standard screw compressor.

Also, at low conditions, the building’s needs can be matched, due to the inlet guide vanes extending the

compressor’s operational limit. In addition to the Turbocor

units, the plant room was fitted with an intelligent management system that regulates the three units in a centralised way ensuring:

Optimum co-ordination of the working times and cooling capacities provided

A balancing strategy among units, for superior reliability

Maximum energy efficiency due to specific logic of the pumping groups.

In order to provide Pinners Hall with the continuous temperature management it requires, ICS Cool Energy Limited also provides Müller with a planned preventative maintenance contract that limits production downtime and is absolutely essential where temperature management is crucial for employees and visitors within such a large building.

Regular maintenance ensures that energy costs are kept low, and that the chillers run efficiently.

For guidance on the R22 phase-out or to find out more about ICS Cool Energy’s products and services, please call free on 0800 169 3861 or visit www.icstemp.com

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HEALING TOUCHTablet computers are replacing other communication devices for FMs working on Telereal Trillium’s major government contract, improving key processes. Steve Castle explains

Telereal Trillium has 150 facilities managers working on its prime contract with the Department for Work and Pensions. These staff

are responsible for delivering service level agreements (SLAs) for 13 FM services across 1,070 DWP sites.

To do this, each FM manages a number of service partners, as well as health and safety, planned maintenance and minor projects. The FMs juggle site visits, client and service partner meetings, and administrative work, using a range of different processes and systems. Previously, all of these were paper-based and required desktop computer inputting, which meant that only so much could be done on the go.

Considerable time was spent transcribing notes taken on site on to a PC or laptop, emailing these to the customer, saving to file or sending on to the customer service centre (CSC) for action.

Where work orders were required, the FM would email the CSC requesting one, and the information would be re-entered on to a separate system to raise the work order with our service provider.

While our bespoke work order management system could provide reporting information such as volume and types of orders being raised, it was unable to produce reports that assessed the standards of our sites.

FM FEATURE�TABLET COMPUTERS� STEVE CASTLE

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● Automatic integration of information with back-end systems● Updates pushed to the iPad (the chosen tablet) as required● Easy access to core estate information when on site ● Additional data capture and workflow processes able to be added relatively easily and quickly● Management reports providing insight into process performance● Existing 3G dongles supplied to FMs withdrawn, resulting in annual cost-savings of £7,000● The potential for further efficiencies in the future as additional business procedures are added.

The roll-outTwo senior FMs were taken out of their operational roles to work alongside our information systems (IS) team to research and develop the tablet platform.

This team evaluated different tablets that could be used and Apple’s iPad was chosen as it was thought to offer the best security solution at the time, including default data encryption and a mechanism ‘Mobile Iron’ to manage and secure devices.

Telereal used its in-house IS team to develop the platform applications, which allowed us to build in a secondary level of

Our systems also did not have the ability to monitor the workload of our FMs. Managers were therefore unable to look at levels of work being done by an FM from both a performance and health and safety point of view, or identify whether an FM’s time was being balanced between their many responsibilities.

We recognised that significant improvements in the efficiency of our FMs and overall quality of our service delivery to the DWP could be made through the development and use of software through tablet technology.

To support the business case, a complete analysis of the FM role was undertaken, which included breaking down the role into approximately 100 tasks and looking at the process required to complete each task, including the time it took.

Taking five tasks into account, it was estimated that Telereal could save a possible 18 per cent of an FM’s time by implementing improvements through the use of a tablet computer. Using this estimate as a guide, it was calculated that the time-saving would equate to employing another 22 full-time employees on the contract annually. This is measured in units of ‘full-time equivalent’ or FTE, where the work contribution of one full-time employee is equal to one FTE. The total cost of procurement, software and packages alone equated to approximately five FTE.

While the proposed time-saving initiative represented an investment by the company with no initial payback, the expected benefits of the move provided enough justification to take it forward. These were the benefits expected after the transition between systems:

● Information being captured and recorded after one initial input

application encryption.Three applications were

developed and made available on the facilities management iPad:1. Process LibraryThis application hosts a range of different forms on the iPad, from site meeting minutes to risk assessments, allowing an FM to input and collate information on to the iPad while on-site.2. FM DashboardThis application displays information, such as open or overdue work orders from our service providers, in a dashboard format that an FM can view. Line managers are also able to access information, via the dashboard, for each direct report.3. Property PortalThis software holds site-level information across property, projects and FM activities in one place on a system that can be accessed by all departments. It allows FMs to access data, such as lease information and general building details, on the go and on site.

The Telereal team piloted the FM iPad platform by testing it within its north-west England regional team. Each of the 24 users was given an iPad and initial training, then asked to use the new platform in their day-to-day activities.

In January 2012, we rolled

out the FM iPad platform to the remaining 125 FMs across the UK. Initial training was conducted and we appointed two ‘super users’ in each region to act as conduits.

To encourage uptake by the FM team, regular communications activities were initiated (and continue to take place), including iPad-friendly video messages and email communications.

FMs are also encouraged to use the iPad outside of work and explore applications that could be useful in their role. Applications that have since been identified by FMs and promoted to the wider team include Audionote, which allows verbal notes to be taken and Crime Map, which has since been integrated into the security risk assessment process.

Twelve months onOne year after its roll out, the FM iPad platform is already delivering significant benefits to both our FM staff and our service to the DWP.

In developing the Process Library application, we found it was possible to interface the application with existing systems, initiating automatic actions, such as closing down work orders.

Through both the FM Dashboard and Property Portal applications, FMs are now provided with more readily accessible information to enable proactive management of their sites and portfolios. Information drawn from existing systems is displayed in a quick and easy-to-read format through the FM Dashboard application.

This data is updated every 15 minutes wherever 3G or Wi-Fi access is available, providing real-time information while an FM is on site and allowing them to action tasks as necessary, and ensure the service promised is delivered.

£7,000Annual cost savingbased on elimination of need for 3G dongles

22 Amount of predicted cost savings expressed in terms of FTEs

FMQUICKFACTS

Apple’s iPad is Telereal’s tablet of choice

STEVE CASTLE


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The system also allows instant alerts on actions, removing the need for the FMs to set reminders.

The Property Portal application allows the FMs to have up-to-date data on hand when they are on site, including information from both the property and project teams.

A key element of the Process Library application is the cleaning inspection form. Previously, this was an informal, paper-based task carried out by our FMs. By formalising this inspection and making it available on the FM iPad platform, we are able to collate the data and ensure a standardised approach by our FMs. We are now able to automatically see cleaning ‘scores’ for each site, for either the entire site, or for the type of cleaning completed, and different areas cleaned.

BenchmarkingWorking alongside our improvements-managing

standards, through the Process Library application, we have also been able to incorporate methods of benchmarking and understanding of our FMs’ levels of work. Through Process Library, the number of necessary re-visits completed is captured and the timeframe in which the FM has completed the work is recorded. This enables individuals to better manage their workloads and managers to better understand the performance of staff.

Unexpected extrasThe development and roll-out of the FM iPad platform has seen a number of additional benefits that were not initially expected. Standard applications that come with the iPad, such as email and calendar, mean our FMs can respond to email enquiries and book meetings and appointments on site.

Additional applications available through Apple’s app store are also having a positive effect. These include note taking

tool AudioNote and lux and decibel readers. A significant reduction in paper-use by our FMs is also being seen, with an estimated saving of approximately 25 trees per year.

Last but not least, all the benefits outlined are having a positive effect on staff morale. The 2012 Telereal Trillium employee survey saw a 5 per cent improvement in responses to the statement “I am provided with the right tools to do my job well”.

Once the iPad platform was developed, it was vital that the FM community actually used it. As with the introduction of any new technology, there were some staff who were averse to it, or not fully engaged in the use of the platform. Through training programmes and by monitoring usage, the team was able to identify these people and offer additional support. The super users are also on hand to support and advise those in their region.

By streamlining processes via the FM iPad platform, our FMs

have more time to spend on their core role – the provision of good quality, flexible and cost-effective accommodation for staff and customers.

The ability to measure and monitor the service standards means we are able to collect and report on data captured, and demonstrate that we are meeting and maintaining acceptable standards at site level, and contractual standards at management level.

The team continues to work on the FM iPad platform. It intends to build on the ability to report information in order to further streamline opportunities, using the platform to improve services to the DWP and increase job satisfaction of our people.

Developments in the pipeline include additional inspections and forms to be added to the process library, in areas such as security, fabric and M&E.

The development of the FM iPad platform demonstrates improvement and innovation in the contract with the DWP.

The FM iPad platform has brought new life and energy into the service of the contract, and many of Telereal’s staff have shown improved morale and enthusiasm as a result of this innovation.

At present, the company only uses the iPad platform on one of its contracts. However, the system has been built to be transferrable and it is expected to be rolled out to further contracts in the near future. FM

Steve Castle is operations director at Telereal Trillium

“We are now able to see cleaning ‘scores’ for each site, for either the entire site, or for the type of cleaning completed”

FM FEATURE�TABLET COMPUTERS� STEVE CASTLE



WASTE NOT, With the impending publication of a BIFM guide on the topic, Tony Windsor looks at the drivers forcing facilities managers to take a closer look at their waste management obligations

FM FEATURE�WASTE MANAGEMENT� TONY WINDSOR

And compliance is a key issue; as a waste producer, you are legally responsible for where the waste you generate ends up. You need to have clear audit trails that show where waste goes once it leaves you. Waste producers are encouraged by law to periodically follow their waste trail.

Questions you need to ask include: Can I go and see where the waste contractor takes my waste? Is the paperwork in place? As well as seeing the next link in the chain, can I get visibility of the whole chain? Can I have complete visibility of what goes where?

Waste management may not be a sexy issue, but from a cost perspective, it’s an increasingly

important one. By next year, the government’s Landfill Tax escalator will have seen the cost per tonne of sending waste to landfill increase by around nearly a half in just three years. Gradually, the cost of waste disposal is becoming more prohibitive.

Understandably, the practice of segregating waste materials on site is becoming more attractive.Businesses in sectors such as manufacturing, hospitality, aviation and retail have led the way by looking at the type of waste they handle, segregating it into recyclable streams and reducing the amount that ultimately goes to landfill – together with the associated costs. But while organisations in sectors dealing with large volumes of raw materials have been ahead of the curve, others have been more resistant to change or face barriers that make it difficult to do so.

For example, property management companies dealing with multi-tenanted typically pass the waste management cost on to tenants so may not directly feel the impact of rising waste costs. At the same time, office buildings present issues such as lack of availability of space for separating waste and storing multiple waste containers on-site.

In these circumstances, coming up with a waste management strategy involves getting buy-in from tenants, many of whom will change as their leases expire. Co-ordinating all of that can be an uphill battle, but, nevertheless it’s something that can be achieved as long as the necessary will exists. It’s a question of evaluating just how important for your organisation to have a

businesses that just happen to process a bit of residual waste (rather than the other way round) – a case of resource management as much as waste management. The profile of the sector has changed significantly as different legislation covering different types of waste (general, packaging, hazardous, electrical and electronic equipment, food, and so on.) and methods of disposal have led to greater complexity. For businesses, now designated waste producers, managing the necessary compliance issues has become much more of a burden.

sustainable waste management strategy, to be seen to be being green and to be compliant.

As well as those with a large throughput of raw materials, the companies likely to have committed to recycling tend to have a higher public profile or a commitment to a public position on corporate social responsibility. In other words, those scrutinised by the public are more likely to have a recycling policy that itself stands up to close scrutiny.

Waste contractorsThe best waste management operators are in fact recycling

WANT NOT

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LANDFILL TAX

REDUCING LANDFILL TAX BILLSOn April 1, landfill tax increased by £8 to £72 per tonne. The tax is paid by landfill owners and charged back to their customers, and the cost passed up the chain to the waste producing organisation. If your waste is going to landfill, your costs will rise accordingly. To reduce your landfill costs, consider:

1. Increasing recyclingSeparating more materials for recycling is the quickest and easiest way to stop paying landfill tax and reduce waste management costs. Can your staff recycle more? Can you start recycling different materials? Carry out a waste audit, review the content of your bins, your waste management systems, your communications with staff and your waste contractor.

2. Ask for a rebateIf you separate high value materials for recycling, these can be traded as a commodity. Speak to your waste contractor about a rebate.

3. Implementing a ‘zero waste to landfill’ solutionConsider the range of more environmentally responsible treatments available by working with waste management contractors with wide-ranging access to recycling facilities, composting facilities, energy-from-waste facilities and digestion facilities.

Working with waste management providers helps to maintain that paper trail, and there are a lot of capable waste management specialists you can call on. But it’s equally important to realise that the waste industry is changing at a rapid rate, developing new and more efficient ways of handling different waste streams.

In this regard it is comparable to the IT sector, where routine access to specialist advice and expert intervention is an important factor when weighing up how the overall business requirement is managed.

WASTE MANAGEMENT

Waste producers – or brokers?Your reporting responsibility as waste producer is clear. In some cases, however, your business may also be defined as a waste broker. The Waste (England & Wales) Regulations 2011 force a requirement for all producers of controlled waste to:● Confirm that they have applied the principles of the ‘waste hierarchy’ when transferring waste● Declare compliance on transfer and hazardous waste consignment notes.

But some businesses may also

be defined as waste brokers. The Environment Agency defines waste brokers as ‘people who make arrangements, on behalf of others, to recover or dispose of waste, regardless of whether or not they handle the waste themselves’.

That’s a description that covers the activities of my company, WCRS, but there has been uncertainty over whether this includes the activities of other companies. The Environment Agency has since made clear that where a letting agency makes arrangements for the removal of waste from rented accommodation, it is acting as a waste broker and should register in the upper tier. If a letting agent, shopping centre manager or site manager for another location, where businesses share waste facilities, arranges for waste produced by the various

businesses to be removed, they should also register as a waste broker and dealer.

The EA has made it clear that this covers the activities of facilities management, property management and cleaning companies.

In conclusionWaste management is an increasingly complex requirement with compliance and CSR issues and a recent, steep rise in cost. Your policy for managing waste is ultimately a product of your organisation’s priorities, but your responsibility for managing waste is clear – and it’s a responsibility that requires close attention. FM

Tony Windsor is managing director of Waste Cost Reduction Services (WCRS). WCRS is the sponsor of the forthcoming BIFM Good Practice Guide to Waste Management. The guide will be distributed with a forthcoming edition of FM World.

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Basic card payment and door-entry systems have been around for 20 years, offering organisations who need to provide paid-for services

some degree of freedom from the hassle and expense of counting, securing and banking cash.

But the technology available for payments and security in the workplace is currently exploding into a bewildering array of options. Biometric security, phone payment apps using near-field communication technology and an ever-widening range of card systems, both locally and remotely hosted – as well as new contactless debit and credit cards – make the choice of system more complicated than ever.

Closed card systemsThe original closed-card systems required users to top up the card with cash at a machine on the wall. Although they speeded up the cashpoint sale, “FM’s are waking up to the fact that they have just shifted the cash from the till to the wall,” comments John McGlashan, sales director

FM FEATURE�CASHLESS PAYMENTS� MATTHEW WRIGHT

of Squidcard, one provider of cashless systems. He reckons that “cash costs between four per cent and 12 per cent to handle”.

At London law firm Baker & McKenzie, with 800 employees, facilities manager Michelle Venson is convinced of the benefits of cashless payment. B&M has had a Quintus Systems cashless entry and payment system for eight years. “It gives us the flexibility not to have to worry about carrying cash at work,” she says. The system at Baker & McKenzie paid for itself within a month.

Closed systems vary in their set-up charges. For a Squidcard system, McGlashan says it’s “between a couple of thousand and £10k”. Peter Quinney, managing director of Quintus Systems, one of the longest-established providers, describes installation cost as “significant”: most of the company’s clients are larger businesses with offices of 100+ people.

However, once installed, closed systems are economical to run and usually pay for themselves quickly.

CASHLESS CONUNDRUMCashless payment systems are being challenged by self-contained contactless systems and near-field communication technology. So, asks Matthew Wright, what are the specification options?

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“We have many other facilities like lockers and bicycles we might connect into a new card system and are looking at refurbishing others.”


A closed-card system can be configured to save money in a variety of ways. “Companies will limit the number of free drinks staff are allowed per day – on average seven in a completely free system – to perhaps four,” says Quinney. “Companies may allow free drinks for regular staff, but will charge contractors.”

There are further savings arising from a cashless system: cash payments take much longer to process at the point of purchase, as customers scrabble for change, and many organisations find they can reduce canteen checkout staffing as payment time is reduced.

And FMs at newer workplaces are demanding an ever-wider range of card management options. “We have many other facilities like lockers and bicycles we might connect into a new card system and are looking at refurbishing others,” says Fiona Bowman, head of facilities at Lloyds Register. Gyms, crèches and car parking could all easily be integrated.

Manufacturers have responded with a more sophisticated range of products. Although still operating on a local network, modern closed systems can be integrated into the HR and catering databases, providing automatic stock updates, and saving time managing the personnel catering lists.

At Lloyds Register, Bowman currently runs an older Quintus system, but is looking for a new system that can link into Lloyds Register’s PeopleSoft HR System. “That would save time,” says Bowman, “for example, by adding a starter or deleting a leaver automatically.” Newer systems will also deduct the card balance automatically from the salary.

The boundaries between

locally-hosted closed systems and the international banking network will soon dissolve, as banking and networking technology improves further.

Quintus managing director Peter Quinney believes the market for integrated systems that use bank-issued contactless credit and debit cards in the workplace will grow once the number of contactless cards in circulation increases.

Quinney is already adapting his company’s products to work with contactless bank cards, though Quintus has not yet installed such a system.

Rival Squidcard is similarly placed. Its existing system is something of a hybrid, offering a

closed workplace database with the banking system, via an online account access and top-up facility that requires account holders to replenish their card account directly from their bank account. Its system, used successfully by Moneysupermarket.com at its 400-person office, could be adapted so that account-holders pay for goods in third-party retailers – as well as the office canteen – with their Squidcard.

Sales director McGlashan accuses the card companies of inflexibility: “EMV [Europay, Mastercard and Visa, the global card payment standard] is not flexible enough at the moment,” he says, “although it’s technically possible to integrate our system with theirs.” Squidcard expects to roll out its ‘open system’ technology to third-party workplace retailers when it has a larger corporate presence.

Charging systemsThe benefit of a closed card system connected to online banking is that transaction fees are lower; sometimes, for older systems with no external banking connection, they cost nothing in standing costs.

And where there is a connection to the banking system, as with Squidcard’s system, the operating fee is 1.5-2 per cent. By contrast, debit card transactions – the most popular for small purchases like food and drink – usually attract a flat fee of about 23p, a crippling percentage of a small transaction.

Credit cards charge a percentage, but it’s at least 2.5 per cent, and often much more, once the full range of fees is taken into account.

Larger, international firms are nonetheless thinking seriously about contactless debit and credit-card based systems. For companies with offices worldwide, where employees work in many

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SYSTEMS IN USE

CASHLESS PAYMENT OPTIONSOpen card systems: use bank-issued credit and/or debit cards to take payments, just like in a shop.

Closed-card systems: Use a locally hosted database to record transactions on a PC typically controlled by the FM. Users load their card accounts either with cash at a machine, via online transfer from their bank account, or have a workplace account that is paid via their salary. Most systems can be connected to HR and catering databases for added efficiency. Increasingly, new systems combine elements of open and closed, as technology enables closed-card systems to connect to online banking networks.

Phone payment: Uses the same technology as card payment, but in a more powerful, customisable package: consumers can connect several bank accounts to one chip, and turn the

chip on and off, allaying the (so far unfounded) security fears about contactless pick-pocketing by thieves with hacked chip readers. Customers are more likely to notice when their phone is lost than when a card is lost.

Phones and apps: Widely seen as the future of contactless payments because of the extra functionality, both for merchants and customers. “From a marketing perspective alone there is an opportunity to boost engagement levels with customers by sending targeted discounts to their smartphones,” says Jim Wilkinson, business engagement manager – IS&T for Compass Group UK & Ireland. “Account-based payment and feedback apps build on these relationships.”

Phone payment apps are just being launched into the mainstream market. So far, the currently available apps for iPhone include Intuit, Square, LevelUp & Adaptu Wallet, while Google Wallet offers a similar service for Android users. Only Intuit can be used for payments in the UK.

Biometric: Gaining ground rapidly where secure control of premises or networks is paramount:

a hand, voice or eye is difficult to lose, share or forget. Most commonly a fingerprint, although voice, iris and palm-vein recognition technology is catching up. Widespread adoption is helping both cost and reliability. Schools and hospitals like the control over entry/exit; gyms value the opportunity to cut out membership-card sharing; and – perhaps the biggest market – financial services organisations find the security of data and network access invaluable.

The integration of biometric with mobile devices used in the workplace is likely to spread biometric technology rapidly in the next 10 years.

offices globally, and a locally-based payments card would be restrictive, the ability to use a credit or debit card to access workplace facilities would be a major advantage.

Fiona Bowman, FM at Lloyd’s Register, is interested: “Lloyd’s has 238 offices worldwide, so a system that works internationally would also be attractive to us,” she says. Others have said the same in private.

Smartphone payment, meanwhile, is just around the corner. Although it uses the same card technology as a contactless debit card, because it is attached to a powerful processor full of personal information, the potential for customisation is much greater (see box). The first phone payment app to work in the UK, Intuit, launched in March and competition among the others

due to start has led to intense competition to keep processing fees down. There aren’t, yet, enough payment-enabled phones to make it worth installing in the workplace, but it won’t be long until that changes. Chartwells Higher Education Dining Services began accepting payments from the LevelUp app at two of its US college sites last month.

The range of workplaces using the technology is increasing, too. For Quintus, corporate clients are the majority of its business, although the number of hotel market clients is growing. Younger rival Squidcard started in schools, colleges and local authorities, but is expanding into the corporate workplace, with a dozen “well-known” corporate clients, as McGlashan puts it. Squidcard sees the corporate workplace as its biggest growth opportunity.

Biometric technology, meanwhile, has mainly been developed in schools, where its greater security – as well as the lack of a child-unfriendly losable card – is valued. The majority of Squidcard’s school clients opt for a biometric system, says McGlashan. FM service contractor Amey also uses a contactless payment system on some of its school contracts, allowing pupils to purchase school meals by fingerprint. The system can be loaded with funds by a parent or child.

The personalised data it generates is also valuable. “The reports allow parents to see what their child is consuming on a daily basis, giving them the peace of mind that their child is getting a nutritional and balanced diet as well as ensuring the money is being spent correctly,” says

Amey’s communications officer Lucy Wagstaff. “It also limits the impact of potential bullying and misuse of pupils’ dinner money, as well as removing the stigma associated with free school meals.”

Biometric security and payment systems are also booming in financial services, where ensuring secure access to both facilities and IT networks is paramount (see box).

For the majority, a closed, cashless card payment system currently offers the most attractive combination of simplicity and convenience.

The situation is very fluid, however: biometric, mobile and contactless bank card payments technology is spreading quickly and will be appearing in a workplace facility near you, soon. FM

“The first phone payment app in the UK launched in March and competition among others has led to intense competition to keep processing fees down”

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FM WORLD |�9 MAY 2013 |�45

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FM WORLD |�9 MAY 2013 |�47

FM MONITOR �PAUL GARRATT

ENERGY PROCUREMENT

TECHNICAL

Energy is often a company’s biggest expense after salary, yet it is seen almost as a ‘distress’ purchase – in other words, one made without much forethought. Proper planning and management of this large item of expenditure is not given the priority it deserves. Buying energy is complex, with prices fluctuating on a daily basis.

Yet, the further ahead you start planning, the more options you will have.

Set a realistic budget All companies need to set a budget for the coming year’s spend, but all too often we see clients who just add a percentage to last year’s figure, to arrive at the current year’s anticipated cost.

A good way to provide a robust figure for budgetary purposes – and to challenge your procurement partner to do the

usinesses shouldn’t wait until the last minute to renew their energy

contract. Ideally, you need to start doing your homework a year or more ahead

best possible job for you – is to ask your existing supplier to send you a renewal offer. You will not be committing yourself to this price as, at this stage, it is just an indicative offer.

The contract options One method of purchasing energy is not necessarily better than another. You do need to take time to examine all the options in order to decide the method that best suits your organisation. In broad terms, energy purchasing is based on two options: fixed or flexible.

A fixed contract is just that. The contract terms are agreed prior to the contract start date and the price should remain fixed throughout the contract duration. The only variable is the amount of energy consumed (unless the supplier decides to change the goalposts mid-contract, which

is not uncommon these days).The main features of a fixed

contract are budget certainty (within reason) and a transparent and auditable process. Prices are gained from all interested suppliers via a negotiation process, the various offers are compared and the best option is chosen. Picking the right day to ‘fix’ the contract is the single biggest element in getting the best fixed price as prices fluctuate wildly. This is where energy consultants really add value.

And it’s never too early to plan. Often, the lowest fixed energy prices are available prior to the end of Quarter 1 for an October renewal, for instance.

Statistically speaking, a flexible contract is the cheaper option. EnergyTEAM has analysed prices over the past seven years, finding that a flexible contract was the cheaper option for five of those years while on one year it was budget-neutral. Only in one year out of the last seven has a fixed contract been the cheaper option, but that was 2008 – the year the financial markets crashed.

A flexible contract allows for purchasing energy on the wholesale market, ideally taking advantage of market lows. You have to be a very large energy user to purchase energy on the wholesale market in your own

Bright, but smaller organisations can still opt for this method by joining part of a buying consortium or ‘basket’ managed by an energy procurement partner. As the price is not fixed up front, you are relying on that energy partner, so do check the credentials.

A third option, not provided by all energy consultants, is what’s called a ‘fixed multi-purchase’ option. Energy is purchased on multiple dates prior to the beginning of your contract year. As all the purchases will have been made before your renewal date, you will know exactly what your costs are going to be for the year ahead at the commencement of the contract, but with the benefit of having had access to the wholesale market.

The earlier you commit to a fixed multi-purchase contract, the longer is the market cycle over which your energy partner can identify market lows, and buy tranches of energy on your behalf.

An analysis of seven fixed multi-purchase offers secured for clients in 2012 are given in the table below. Overall, these companies saved a total of between £13,500 and £42,000 for the year, depending on when a ‘fixed’ price would have been agreed. Clearly, exploring all your options is a sound approach to energy procurement. FM

Paul Garratt, head of

procurement at energyTEAM

“Picking the right day to ‘fix’ thecontract is the most importantelement in getting the best fixed price”

Large atria spaces in modern building designs present an energy challenge

Multi-purchase price

Lowest fixed price offer Highest fixed price offer

Fixed Diff £ Diff % Fixed Diff £ Diff %£292,348 £305,937 £13,589 4.65% £334,369 £42,021 14.37%

47_Technical.sr.indd 4747_Technical.sr.indd 47 02/05/2013 11:2902/05/2013 11:29

WHILE 57% RANK “INFORMAL WORK AREAS AND BREAKOUT ZONES” AS AN IMPORTANT PART OF AN EFFECTIVE WORK ENVIRONMENT, JUST

ARE SATISFIED WITH THEIR PROVISION IN THE WORKPLACE.

FM MONITOR� MARKET INTELLIGENCE

INSIGHT

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

Bank of England base rate: 0.5% as of 4 April 2013. The previous change in bank rate was a reduction of 0.5 percentage points to 0.5% on 5 March 2009.Source: Bank of England (bankofengland.co.uk)

Consumer Price Index (CPI):The Consumer Prices Index (CPI) annual inflation grew by 2.8% in March 2013, unchanged from February and following four consecutive months where it stood at 2.7%. The largest upward contributions to the rate came from the recreation and culture sector, where there were price rises for audio-visual equipment and books, newspapers and stationary.Source: ONS (www.ons.gov.uk)

National Minimum WageThe following rates came into effect on 1 October 2012:

ECONOMY EMPLOYEE SATISFACTION WITH MEETING SPACE

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 2012

Aged 21 and above £6.19

Aged 18 to 20 inclusive

£4.98

Aged under 18 (but above compulsory school age)

£3.68

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

£2.65

EMPLOYMENT

GREEN DEAL MARKET REPORT

The high average age of dwelling stock has major implications for energy-efficiency in the UK, with very poor standards of insulation and heating efficiency in many older properties. Seven million properties with solid walls are not insulated.

Building insulation is worth over £1 billion, with cavity and loft insulation significant contributors. The glazing industry is now a mature sector, but still worth over £2 billion and continuing to benefit from improving performance standards for glass.

Improvements in boiler efficiency and wider installation of radiator thermostats are also helping to drive market growth and should be major beneficiaries of the Green Deal. Source: AMA Research (www.amaresearch.co.uk)

COMMERCIAL OFFICE CONSTRUCTION

The commercial office market has been deeply affected over the past four to five years by the state of the wider UK economy. It has been characterised by slower demand and lower take-up as occupiers continue to be cautious about their office requirements.

In 2012, overall take-up in certain regional cities showed a very slight improvement on activity seen in 2011. However, take-up figures across regional commercial office markets are still significantly down on the long-term average. Activity is still subdued across the regions, with take-up levels reaching around 8.7 million square feet, compared with the Central London market, where take-up is just under 10 million square feet. Source: AMA Research (www.amaresearch.co.uk)

UK RETROFIT MARKET BY APPLICATION, BY AREA INSTALLED 2010

LOFTS SOLID WALL

CAVITY WALL

57% 31%

UK OFFICE MARKET – AVAILABILITY (SQ.FT. M)

80

60

40

20

02005- 2006- 2007- 2008- 2009- 2011- 2006 2007 2008 2009 2010 2012

SQ.F

T. M

ILLI

ON

S

71%

71% OF EMPLOYEES RANK “INFORMAL UNPLANNED MEETINGS” AS IMPORTANT IN THEIR WORK, WITH

DISSATISFIED BY THEIR WORKPLACE’S SUPPORT FOR THAT ACTIVITY.

38%

45% 2% 53%


Source: www.leesmanindex.com

48_Insight.sr.indd 4848_Insight.sr.indd 48 02/05/2013 17:1602/05/2013 17:16

EXPRESSIONS OF INTERESTGrosvenor Britain & Ireland has embarked on a major change program in its Repairs, Maintenance and Services work and will be calling for tenders later this year under the

I. M&E and Fabric II. Security and CleaningIII. Lifts and Lift ConsultancyIV. Health and Safety AssessmentsV. Major Works

Grosvenor has managed its London estate for over 300 years, helping to make Mayfair and Belgravia two of London’s most sought-after locations. We are now inviting companies to work with us in looking after our historic portfolio, maintaining it for the future and ensuring we have a positive impact on the community and the environment.

deliver on their commitments, who can also demonstrate a strong and successful track record in serving the following sectors:

listed buildings

deliver outstanding customer service. If you believe your company can provide the highest standard of service in one

your response.

and commercial markets

For more information please contact Kathryn Gillard,

Submissions close noon, Friday 21st June, 2013.

All Submissions to be sent to: Kathryn Gillard, Head of Strategic Sourcing, Grosvenor Britain & [email protected]

about our business principles.

FMW.09.05.13.049.indd 2FMW.09.05.13.049.indd 2 26/04/2013 15:4726/04/2013 15:47

50�| 9 MAY 2013�| FM WORLD

Are you ready to move up?We’re here to help you progress

time to progress?

please visit: or contact the Membership Team on: 0845 058 1358 or email [email protected]

FMW.09.05.13.050.indd 38FMW.09.05.13.050.indd 38 26/04/2013 17:1626/04/2013 17:16


FM MONITOR� XXXXXFM MONITOR� IAIN MURRAY

This year, two of the major exhibitions for the facilities management industry are merging. UBM, organisers of both Facilites Show and the FM Event, made the announcement last year, to little surprise, since both shows covered similar ground.

The new event, still titled ‘Facilities Show’, is on 14 May at the NEC in Birmingham.

of time and expense and how should you approach it?

In true debating parlance, the questions before the house are:1. Is the Facilities Show still relevant?2. Is it worth attending, in terms of time and money?3. What is a good strategy for show attendance?

Question oneThere has been a trend in recent years for the shows to move away from the FM service providers towards the commodity providers. By this, I mean that a few years ago you would find the large FM companies at the event. Around four years ago, there was a marked decline in the attendance of these companies (although there’s been an increase in their numbers this year – Ed.). Today, the show is mainly made up from

businesses trying to sell you something, or a single service, as opposed to an FM service.

This trend in my view is the result of two factors. First, from my experience, the average attendee is a middle management FM, with a hierarchical budget. In other words, one who needs approval to spend above a certain limit. This limit is often below the target spend level of the FM service providers.

Second, FM contracts at anything above £100,000 are principally sold through relationships or through frameworks, neither of which are successfully sold at a trade show anymore.

In the modern business world, I would not expect a senior buyer looking to procure a large FM contract to start their journey at a trade show, certainly not in the UK at least. These buying journeys are started at conferences and online, and are built on relationships that have been cultivated often over a number of years. They might, however, go fishing for contacts here.

However, several positive changes have taken place in recent years, some of which may cause the service providers to look again. ● The advent of the ‘hub’. The Facilities Management Association (FMA) started this in 2012 at the Facilities Show and it was an excellent format.

Essentially, the FMA created a mini coffee shop with a seating and networking space and at its corners placed a number of their members, who could showcase their wares. It was a resounding success, as far as I could see, and the exhibitors

ATTENDING FM EXHIBITIONS

WHAT’S IN IT FOR ME?

re trade exhibitions

such as this month’s Facilities Show still relevant? It depends on what you want to achieve, suggests Iain Murray

A From my experience, Facilities Show has been the superior event and, in the most part, the better attended. The only downside was that it sometimes does not attract participants from the London crowd – a vital demographic. London FMs have always had their ‘home’ show to go to, the FM Event, which has traditionally been held in the capital. It will be interesting to see this year whether the London FMs make the trip north, now that it is their main option for a major industry event.

Irrespective of where a facilities manager hails from, however, we all share the same dilemma: when our time is so short, what is the value of giving it up to visit a trade show? At the end of the day, is it worth it? Beyond that, do you think it is worth your while, in terms

Delegates at Facilities Show, 2011

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FM MONITOR� IAIN MURRAY


seemed very happy. The BIFM has moved its own

space towards the same format. The attraction for the attendee is obvious: a space for meeting and networking with your fellow professionals under the wing of an association – and it is a perfect marriage.● The move towards bite-sized learning opportunities in the form of mini seminars in open theatres placed strategically around the show.

Some years ago, FM Expo did have a full-blown conference running alongside it, but that proved to be unattractive and was dropped. However, over the years the concept of the ‘mini seminar’ has increased in popularity; they are now larger and frequency. Now, they are often very informative – some have even evolved into annual events. Some, however, turn out in the guise of a seminar, but come across as a sales pitch. The fundamental difference, however, is that they are open, free and, crucially, short.● This brings me to the third improvement: the quality and size of the sister shows at the Facilities Show – the Safety & Health, Firex & IFSEC shows. If it is a day out you want, with exposure to the panoply of facilities management, health and safety, fire and security (plus a tonne of technology), then it is worth the trip.

My conclusion, therefore,

Question threeHere is my exhibition ‘cheat sheet’, which has been honed through years of attending these types of expositions and realising that if I want to get anything from them, I need a plan:● Book your travel and accommodation well in advance. Accommodation particularly rockets up in price for this event. I stay in Birmingham these days as it is a short train ride away.● Get yourself on to Twitter and LinkedIn. Announce you are going, and that you are looking for [insert need] and can anyone help you. Monitor social media before, during and after the show to maximise your knowledge of what’s happening elsewhere at the event● Plan your day with military precision. Know what learning hubs you want to attend, decide what products and services you need to learn about, who you want to meet and schedule your day. Leave free time in the schedule for the unexpected. Go for two days if you can’t fit it all into one.● Understand who you want to meet, use social media to research whether they are going, and arrange to meet them.● Understand what type of person you want to meet and when you meet other people, ask if they know someone like that who you can meet. For instance, if you want to meet a CAFM user, ask the

is that Facilities Show does represent a relevant experience for current FMs. It delivers bite-sized learning, exposure to a wide range of products and services, and it is an excellent opportunity to network with your fellow FMs, plus some potential buyers and clients. It also affords you good exposure to the associations for you to consider your education, training, CPD and professional development.

Question twoThe Facilities Show is best consumed over a single day, at the highest level of intensity and pre-planning (see Question 3). There are a few things you should ask yourself before committing to going (or sending someone in your team):● Have you got a product or service need that you want to research?● Do you want to meet people in the same boat as you and find out how they are dealing with their issues?● Do you need to learn something, or at least learn where you could learn it?● Do you want to augment your current product and service knowledge by researching what the market is offering?● Do you want to meet some new friends?

If the answer to any of these is yes, then I recommend you go to the show.

CAFM providers to arrange a meeting, or introduce you.● Walk the entire show once for orientation, then plan your second walk with stops and make time to speak to the people on stands that have something of interest to you. If you want to maximise your impact, offer them your card, tell them what you need to know and know exactly how you are going to introduce yourself and ask for it. Don’t be shy – they are there to start relationships, and you are there to build your network, so build it!● Make sure you have plenty of business cards. Also take something to write down information on and have a bag to carry off the literature you need. Collect only what you need, refuse extraneous paper and offer something in return, such as your contact details. Better still, offer to introduce them to someone.● Finally, take what you have learned, who you have met and the information you have gathered and disseminate it to your colleagues when you get back. This maximises the value you get from the show. Make sure you follow-up on every contact made, even if it is just to put them off until the future.

Summing upIn conclusion, the Facilities Show is still relevant, but only if you are prepared to maximise the time you spend there by planning and executing your strategy. If you are just going for a jolly, then don’t bother – you are wasting your time and you won’t get any benefit from it.

See you there! I’ll be the one tweeting, talking, networking, gathering, learning and having a good time. If you want to join me, then get in touch on Twitter @iain_murray.

“Monitor social media before,during and after the show tomaximise your knowledge of what’shappening elsewhere at the event”

Iain Murray is the owner of Principle Consulting

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For more information visit www.abc.org.uk or email [email protected]

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FM World ABC FP.indd 1 18/03/2013 16:36FMW.09.05.13.053.indd 2FMW.09.05.13.053.indd 2 29/04/2013 13:5429/04/2013 13:54

BIFM NEWS� BIFM.ORG.UK


CONFERENCE

ThinkFMThinkFM, the conference brought to you by BIFM in association with Workplace Law, takes place on 10 June at the Royal College of Physicians in London. Open to members and non-members (BIFM and Workplace Law members receive a discount on the delegate fee), the conference will explore ‘The leadership challenge: raising our game, making our case – realising our value’.

At ThinkFM, you choose the sessions to attend from three hubs that run concurrently. This gives you the opportunity to focus on areas of interest, and challenge your thinking within a new topic.

The conference will include: ● Three hubs: - Talent: raising our game - Performance: making our case - Relationships: realising our value● 24 sessions – select your own agenda from the sessions running concurrently● Key FM and leadership topics from Building Information Modelling (BIM) to employee retention, from purchasing to harnessing social media, from partnerships to sustainability● 32 FM industry and leadership speakers to inspire you● Opening keynote from Jim Lawless, inspirational speaker and author. Jim works with a wide variety of clients to establish and achieve bold goals and long-term change in leadership ability, mindset and performance● Early-evening drinks reception with Chris Kane, chief executive, BBC Commercial Projects, giving a rare and fascinating insight into managing facilities at the BBC, one of the world’s largest broadcasters● Networking with 300+ delegates from the FM profession.

SponsorsThinkFM is delighted to welcome the following as sponsors:

Sodexo Sodexo is the global leader in services that improve quality of life, an essential factor in individual and organisational performance. Operating across 100 services, Sodexo provides clients with an integrated offering, from reception, concierge, safety, maintenance and cleaning, to food services and facilities and equipment management. uk.sodexo.com

Vinci FacilitiesVinci Facilities is an FM and maintenance provider delivering sustainable solutions. Vinci has experience of working with a range of clients, from education establishments and healthcare to retail, public and corporate estates. We have the expertise to help you reduce your expenditure and improve your carbon footprint, while protecting your business. www.vincifacilities.com

Ward SecurityWe provide you, your employees and your assets with the best protection possible, leaving you to focus on your own field of expertise. We provide a complete range of services, from key holding,

understanding of the impact of FM in achieving the overall business objectives.

In particular, entrants must demonstrate their passion for the FM profession and the achievement of key objectives and initiatives during the past five years. Entrants must clearly identify how these initiatives were quantified and demonstrate the overall impact on the core business service delivery. Previous winners include:● 2012: Wendy Cuthbert: Barclays● 2011: Chris Stoddart: Cushman & Wakefield● 2010: Julie Kortens: Channel 4 Television● 2009: Andy Ractliffe: Amey

To learn more about this award and enter, visit www.bifm.org.uk/awards2013. Entries close on 28 June.

All BIFM Award winners will be announced at the awards ceremony taking place on Monday 14 October 2013 at the Grosvenor House Hotel, London.

If you are planning on attending, alongside 1,300 facilities management professionals, to see the winners crowned you can secure your place now. By booking early you can guarantee a prime position at the event. Individual tickets are priced at £230+vat, with tables of 10 and 12 available at £2,300+vat and £2,760+vat respectively.

i To confirm, please complete a booking form from the team on 01279 712 640 or via [email protected]

MIDLANDS

Golf qualifierEntries are invited from corporate

security guarding and reception, through property monitoring, utilising wireless intrusion detection system (WIDS) and CCTV, to explosives and narcotics search dog teams. www.ward-security.co.uk

i ThinkFM is one conference not to miss. To learn more or to book, visit www.thinkfm.com

BIFM AWARDS

FM of YearThere is still time to enter the prestigious Facilities Manager of the Year category in the BIFM Awards, as this award closes on 28 June. The Facilities Manager of the Year Award recognises outstanding personal and professional performance in FM.

FMs entering this award must show evidence of their:● Innovative use of FM methodologies● How they create dynamic solutions● How they integrate FM into the organisation’s strategic influencing and decision-making process and senior corporate structure. The judges will be looking for evidence of outstanding qualities, including the drive for success, commitment to the customer and knowledge of the core business, combined with an overriding

Wendy Cuthbert, winner of the BIFM Award for FM of the

Year, 2012

KEEP IN TOUCH

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

PETE

SEA

RLE

54-56_BIFMNews.sr.indd 3854-56_BIFMNews.sr.indd 38 02/05/2013 09:4002/05/2013 09:40


GUESTCOMMENT

o what has being a BIFM member ever done for me? Perhaps the question has overtones of Monty Python’s Life of Brian, but the answer is, ‘quite a lot really’.I became a member just over two years ago. There were two main reasons

I decided to join: first, I was keen to expand the network of people I knew who were working within the sector and, second, I also wanted to develop my knowledge and understanding of key issues facing the industry. Getting involved with BIFM seemed the best way to do this.

Since deciding to join, I started regularly attending a multitude of events organised by the different groups within the north region. These are always well-attended by a cross-section of FM professionals.

The venues themselves have been varied and interesting and we’ve had unique access to the FM operations, whether it is the new BREEAM ‘Outstanding’ headquarters of the Co-operative Group, ultra-low temperature freezers at the NHS Blood & Transplant Centre at Speke, risk management strategies at Manchester Airport or meeting the needs of management, players and supporters at a Premiership football club (such as Everton FC) – all have been evidenced at BIFM regional events.

In addition, in June this year, I will be travelling down to London for the ThinkFM 2013 Conference (www.thinkfm.com). I attended my first event last year and it proved a great chance to meet and listen to key people within the industry and absorb a lot of information on best practice and discuss the challenges facing the facilities management sector. The BIFM Scotland Conference is another excellent event and I will be going to Edinburgh again this year.

Being a member of BIFM has also helped me to grow my industry and social media profile. One BIFM Merseyside seminar really encouraged me to get the most out of Twitter (@whitbags) and LinkedIn. In addition, I also now write my own blog (whitbagsinfm.wordpress.com), which has been read over 2,500 times in 66 countries in the past 12 months.

In addition, through developing my BIFM connections with Liverpool John Moores University, I have been asked to guest lecture to both UK and foreign students several times and be interviewed for their FM dissertations. In November last year, I was invited to be a keynote speaker on ‘Innovation within FM’ at the Construction Industry Development Board of Malaysia Conference in Kuantan.

The future? Well I hope to continue my involvement in the BIFM north committee, BIFM Lancashire group, and am seriously considering taking a BIFM Level 7 qualification at Liverpool John Moores University. Also June’s BIFM North Summer Ball should be a great night.

Finally and crucially, I aim to continue to encourage colleagues, students and FM professionals to become BIFM members and fully exploit what the institute has to offer.

i Learn more about BIFM membership at www.bifm.org.uk/joinus

S

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

WHY BE A MEMBER?

and individual members for this year’s BIFM Midlands Region Golf Day to be held on Wednesday 19 June at the West Midlands Golf Club. The course is located at the Lake at Barston, convenient for Coventry, Birmingham, and is five minutes from the National Exhibition Centre at Solihull.

Further details and a booking form are available by emailing Stuart Bonner on [email protected]

Sponsorship opportunities are also available. Please contact Sarah Hodge on 07841 370 033 or 01908 282 915 to discuss. Once again, we are grateful to The FM Guru Consultancy for organising this event.

i Learn more about all BIFM groups at www.bifm.org.uk/groups. See all BIFM events at www.bifm.org.uk

VOLUNTEERS

RecognitionThe BIFM Volunteer Recognition Awards will be open for entries on 20 May. The awards recognise and praise the achievements and dedication of our volunteers (chairs and committee members) who run our BIFM regions and special interest groups (SIGs) and provide high-quality events for our members, share and disseminate FM industry knowledge and ‘give back’ to the BIFM and FM industry.

There are five award categories for 2013:● BIFM SIG of the Year● BIFM Region of the Year● BIFM SIG Committee Member of the Year ● BIFM Regional Committee Member of the Year ● BIFM Volunteer of the Year.

All BIFM chairs and committee members are eligible to vote in the awards and will receive further details over the coming weeks. Entries open on 20 May

Mark Whittaker is a business development manager for Integral UK and BIFM North and Lancashire committee member

“I WRITE MY OWN BLOG, WHICH HAS BEEN READ OVER 2,500 TIMES IN 66 COUNTRIES IN THE PAST 12 MONTHS”


BIFM NEWS� BIFM.ORG.UK


killSet from BIFM Training offers an interactive e-learning portal with up to 17 course titles to choose from. Whether for

yourself or for your team, it is available to all facilities management professionals looking to develop vital business skills for the workplace, in bite-sized chunks.

We understand that not everybody can afford to take time out of the office to attend face-to-face training, so these courses offer the perfect CPD training solution for those looking to access their learning anywhere and anytime. And with the freedom to start, stop and pick up where you left, you’re able to take charge of a flexible and adaptable professional development schedule that fits around your workload.

All of the courses will stimulate, challenge and offer the opportunity to learn something, with many of the titles tailored to the facilities management profession. SkillSet courses can also be tailored to your learning style to ensure that the content is delivered in the most effective way possible, for you to come away with the skills that you want.

Available coursesThe courses include: getting started in FM; getting started in health and safety; finance for non-financial managers; coaching skills; data protection; networking skills; managing through a recession; managing workloads; social media for professionals; negotiating skills; advanced negotiation; key performance indicators; conversations with customers, managing professionals for results; managing budgeting in the real world; innovation; and thinking strategically. These courses are offered at great prices.

Getting started in FM is our most comprehensive e-learning title, offering a highly practical, hands-on guide to good practice facilities management. It is priced at just £120+VAT for BIFM members or £150+VAT for non-members and can even be purchased as a pre-course ‘taster’ or supplement to the BIFM Training flagship foundation course ‘Understanding FM’, which runs monthly in central London. All other SkillSet titles, focusing on core workplace skills, are priced at £65+VAT for BIFM members and £85+VAT for non-members, and we are able to discuss a discounted fee for those purchasing a range of courses or multiple licences (5+).

Find out more about each of the SkillSet courses on offer and try our free taster unit at www.bifmtraining-skillset.com. Once there, you can choose a course that meets your CPD needs and follow the registration link. Alternatively, feel free to email [email protected] or call us on 020 7404 4440.

BIFM TRAINING

S

SKILLSET – ONLINE PROFESSIONAL DEVELOPMENTand close on 28 June 2013. The judging will take place between 1-5 July. Award winners will be announced at the BIFM annual general meeting, scheduled to take place on 11 July.

i If you are interested in being a BIFM volunteer for your local region or a SIG, email [email protected] or call +44(0)1279 712 650. Full details on all BIFM groups can be found at www.bifm.org.uk/groups

LONDON

SponsorsThe BIFM London region committee is looking for corporate sponsors for the annual boat trip, the jewel in the crown of the region’s networking programme. Held in early July, on the HMS Belfast, it is always fully booked with a long waiting list.

Last year, more than 200 senior FM professionals gathered on a sunny evening to network and enjoy delicious food and wine, thanks to our corporate sponsors.

For this event, each attendee pays £25, with all proceeds from the fee donated to charities nominated by the BIFM chairman and, if they wish, the event sponsors.

The 2012 event, which included a raffle and auction, raised more than £1,700 each for the BIFM chairman’s two charities: Breast Cancer Care and the Royal Marsden NHS Foundation Trust.

The sponsorship fee is circa £3,500 per sponsor (two or three sponsors required).

As a sponsor you will receive: ● Publicity on all printed material – advertisements, tickets ● A pre and post-event write up in FM World magazine ● An opportunity to send out promotional material with invitations ● An opportunity to give promotional ’goody bags’ as guests leave ● An opportunity to use your staff to provide support services where

appropriate (such as concierge, security, checking tickets)● An opportunity to introduce raffles, auctions or other fund-raising ideas as part of the evening entertainment● An opportunity to nominate a charity to receive a donation from the event.

Tickets will be on sale shortly.

i If you are interested in sponsoring, contact Cathy Hayward, deputy chair, BIFM London region, at [email protected]

CELEBRATE

World FM DayThis year, World FM Day takes place on Thursday 27 June. World FM Day is a Global FM initiative, started in 2008, to celebrate the importance of the FM profession.

World FM Day activities aim to raise the FM profession’s profile around the globe, promoting facilities management’s ideals, not only within the profession and industry, but also among governments and the general business community.

BIFM and other FM associations will celebrate World FM Day by organising events such as lunches, seminars and workshops, and Twitter debates to celebrate and promote the industry. The BIFM North region is holding its summer ball on World FM Day. BIFM group events will be announced and details will be available from www.bifm.org.uk/events.

You can celebrate World FM Day by organising a coffee, lunch, or social event in your organisation. Raise awareness of World FM Day by using the World FM Day logo as a screensaver, including the World FM Day banner in your email signature, or put up the personalised World FM Day poster.

i Learn more about World FM Day at globalfm.org


www.fm-world.co.ukwww.fm-world.co.uk

INDUSTRY EVENTS

8-9 May | Green Build ExpoGreen Build Expo focuses primarily on professionals working in the volume housing and non-domestic building sectors. Green Build Expo has expanded its focus to wider construction sectors, which include hotel and leisure, retail and offi ces, as energy saving and refurbishment have impacts on these areas, too.Venue: Manchester Central Convention ComplexContact: www.greenbuildexpo.co.uk

14-16 May | Facilities ShowOrganised in association with the BIFM, the Facilities Show has established itself as the leading meeting place for the industry. Free education and CPD content, with hundreds of suppliers and exhibitors in this three-day event.Venue: NEC, BirminghamContact: www.facilitiesshow.com

10 June | ThinkFM 2013The leadership challenge. ThinkFM is a day of learning, debate, interaction and networking, brought to you in association with Workplace Law. Delegates will take away new ideas to make a diff erence to their organisations. There will be three hubs: talent, performance and relationships in FM. Keynote speeches from Jim Lawless, CEO, Taming Tigers, and Chris Kane, facilities director, BBC.Venue: Royal College of PhysiciansContact: [email protected] or visit www.thinkfm.com

24-25 June | 33rd Facilities Management ForumIn this ever-changing environment, all companies need to source sustainable FM services, products and solution providers that off er the best value for money. At the forum, you can fi nd them quickly and effi ciently. This event is specifi cally organised for FM directors and managers who are directly involved in the procurement of FM services.Venue: Heythrop Park, OxfordshireContact: Robert Wye at [email protected] or call 01992 374 100

14 October | BIFM Awards 2013The BIFM Awards gives national recognition to the leaders in our

profession. Designed to celebrate the increasingly strategic profi le of FM, the awards highlight the key role it plays in the success of public and private sector organisations. The night of the awards ceremony brings together the leaders of our sector with the winners, fi nalists and high-profi le guest presenters to celebrate excellence in FM.Venue: Grosvenor House Hotel, London Contact: [email protected] or call 0845 058 1356

INTERNATIONAL EVENTS

15–17 May | BCO ConferenceA full programme of plenary sessions, seminars, tours and social events, including talks on: changing culture to maximise value; innovation in austerity; survival of the fi ttest: lessons from other countries; and building information modelling (BIM).Venue: Hotel Meliá Castilla, Madrid, SpainContact: www.bcoconference.org.uk

22-24 May | European Facility Management Conference 2013 Sustainability is the core focus of this year’s European Facility Management Conference (EFMC). Over 700 participants from all over the world are expected.Venue: Prague Conference Centre, Prague, Czech RepublicContact: www.efmc-conference.com

27 June | World FM Day 2013A global FM initiative to celebrate the importance of the FM profession, raising the industry’s profi le worldwide. This will be the fi fth annual World FM Day. Visit the FM World website for last year’s highlights.Venue: Various global events.Contact: www.globalfm.org

EASTERN REGION

16 May | Regional resilienceRegional resilience events provide a platform to bring supplierand industry experts together, providing insight and advice for all levels of business continuity experience. The half-day event provides formal presentations followed by a ‘meet the supplier’ area in the networking space.Venue: The Old Hangar, Sibson,

Peterborough, PE8 6NEContact: Email Steve Dance at [email protected] or register at regionalresilienceeast.eventbrite.com/

HOME COUNTIES REGION

20 June | Regional golf dayQualifying for September’s fi nals, sponsored by BMG.Venue: Pine Ridge Golf Club, near Frimley, Surrey, GU16 9NXContact: Email [email protected] or call 07908 711 964

MIDLANDS REGION

13 June | Regional resilienceThe midlands event is hosted by Convenco Recovery Services. The event is free to both suppliers and delegates, providing presentations and networking opportunities.Venue: Convenco, Lombard Way, Banbury, OX16 4TJContact: Email Steve Dance at [email protected]

LONDON REGION

18 June | Regional golf dayQualifying for September’s fi nals.Venue: Highgate Golf Club, Denewood Road, London N6 4AHContact: Don Searle at 07850 098912 or email [email protected]

26 June | Water compliance at the towerAn event considering water compliance, taking place at the Tower of London. There will be a maximum of 50 guests and will include the world famous Ceremony of the Keys and refreshments.Venue: The Tower of LondonContact: Bernard Crouch on 07782 287 074 or email [email protected]

The BIFM London region holds its monthly CPD events on the fi rst Tuesday of every month. Contact: www.bifm.org.uk/bifm/groups/regions/london/events

NORTH REGION

27 June | Summer ballTickets now on sale. Includes a meal and live music to celebrate World FM day. Supported by Norland Managed Services.Venue: Hilton hotel, ManchesterContact: Stephen Roots at 07958 877 897 or email [email protected]

SCOTLAND REGION

30 May | Regional golf daySponsored by FES FM.Venue: Bishopbriggs Golf Club, Brackenbrae Road, Bishopbriggs, Glasgow, G64 2DX Contact: Call 01977 598 914 or email [email protected]

4 July | Scotland region AGMThe region’s AGM. To register, visit bifmscotland-agm.eventbrite.comVenue: St Andrews House, Regent Road, Edinburgh, EH1 3DGContact: Michael Kenny on 07920 136 784 or [email protected]

SOUTH REGION

30 May | Debate – benchmarking or innovation?A debate on benchmarking and innovative ideas. From 5.30pm.Venue: Whiteley, SouthamptonContact: Email Dave Barrett at [email protected] or call 07961 684 579

20 June | Regional golf dayQualifying for September’s fi nals.Venue: Pine Ridge Golf Club, near Frimley, Surrey, GU16 9NXContact: Email Dave Barrett at [email protected] or call 07961 684 579

SOUTH WEST REGION

14 June | QTD – employment law and people managementConfi rmed speakers so far include Liz Kentish, Tony Cooper from ACAS and Alan Bradshaw, who specialises in stress management. Venue: Bristol Hilton HotelContact: Email Nick Fox at [email protected] or register at www.tinyurl.com/bmthh2d

BIFM SIG EVENTS

15 May | Women in FM AGMThe WIFM AGM is to be held at the Facilities Show. More to follow.Venue: The Facilities Show, NECContact: Email Julie Kortens at [email protected] or call 020 7306 8384.

1 July | Rising FMs Careers DayThe day will include workshops, the chance to learn more about training and qualifi cations and networking opportunities.Venue: Senate House, University of LondonContact: Email [email protected] or call 0207 996 9266.

FM DIARY

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

FM WORLD |�9 MAY 2013 |�57

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BEHINDTHE JOB

What attracted you to the job? I fell into FM really, having trained in accounts and worked for bailiffs. I had a temporary position, booking meeting rooms in the facilities department for London Underground and I showed a keen interest in what FM was about. I have worked in the industry for 20 years, and the media industry suits my character.

My top perk at work is… Seeing the process for selecting the male contestants for the TV programme Take Me Out!

What’s been your career high point to date?Reaching my own goals and ambitions. 20 years after starting out, I now own a business in FM. On a personal level, attending the College of Estate Management at Reading University.

What has been your biggest career challenge? Working – and succeeding – in a male-dominated industry. I have also learned to be self-motivated. In addition, people come to you and moan about things – you rarely get recognition in the sector.

If you could change one thing about the industry, what would it be? Effective FM service can support core business. I would like to improve awareness – we are still seen by many as a cost.

Which FM myth would you put an end to? That we are purely ‘bogs and boilers’.

Any interesting tales to tell?Generally, working in the media, what goes on tour, stays on tour! I did have to deal with some flooded studios. Getting them up and running in two days was hectic, to say the least.

If you could give one of your responsibilities to an unsuspecting colleague, what would it be? Everybody has to enjoy the work that they do, so it would have to be something interesting.

How do you think facilities management has changed in the past five years?There is a lot more focus on energy awareness and cost reduction. The introduction of ISO standards has also had an impact on how important FM is to a business.

And how will it change in the next five years?There will be a continuing awareness of delivery, and I hope that we will see more progress with heads of FM being represented on the board.

What single piece of advice would you give to a young facilities manager starting out?Quite simply, treat people how you would like to be treated.

Do your friends understand what FM is?You can see how much it has changed in the past five years – when I started, they didn’t know. Now, though, they at least understand what it is. I am usually on call 24/7, so when I am with friends they do get some idea.

FM PEOPLE� MOVERS & SHAKERS

NAME: Terri ThorpeJOB TITLE: Operations directorORGANISATION: Treehouse ProjectsJOB DESCRIPTION: Managing a variety of projects across the media industry, including recording studio management

Sodexo has appointed former British Gas HR director Angela Williams. She will become HR director for Sodexo UK and Ireland in early May. As well as British Gas, she has been group HR director for Land Securities, European HR director for Electronic Arts and has worked internationally for Walt Disney Company, BH Blackwell and Exxon Mobil. Williams is also currently a non-executive director at FirstCare, non-executive director at Central and Cecil Housing Trust and a member of the CBI Employment and Skills Board.

Eddie Costello has joined Lovell as operations manager for the company’s London region. Costello joins Lovell from Country and Metropolitan Homes, where he was construction director. Based at Lovell’s Elstree office, Costello’s senior-level industry experience includes working as construction director for Crest Nicholson and Taylor Wimpey. Lovell regional director Peter Taylor said: “Eddie brings extensive experience and will play an important part in our continuing expansion across the region.”

Compass Group UK & Ireland has appointed Colin Bailey as managing director for sports, leisure and hospitality. He will replace Matthew Thompson, who is moving to a new role as director of group sports and leisure. Bailey was previously managing director of Jockey Club Catering within Compass, then business director of the leisure division, responsible for its specialist events venue business, Lime Venue Portfolio. Bailey said: “I can’t wait to pick up the baton from Matthew.”

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

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FM WORLD |�9 MAY 2013 |�59

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

www.fm-world.co.uk

FM innovations

▼ Learn with JangroJangro, the largest UK network of independent janitorial supply companies has introduced a new way of learning.

Jangro Learning Management Solution (LMS) is an interactive suite of e-learning and mobile-learning modules, which are available over the internet and were demonstrated at Facilities Show. Highlights of the Jangro stand will be its product range of over 4,000 items and new additional modules to Jangro LMS. Users can access these easy-to-use and cost-eff ective training modules via a laptop or desktop in the offi ce or even on the way home on the train using a smart phone or device. Visitors to the stand can download the free Jangro App, which off ers product knowledge, giving users free advice on how to best use products. Visit us on stand 2B74.T: 0845 458 5223.

▲ John O’Conner helps young unemployedJohn O’Conner Grounds Maintenance is entering its third year helping young unemployed people into a new career. Working with Jobcentre Plus, it off ers sector-based work academies, work experience and apprenticeship opportunities. Apprenticeship candidates are off ered training in work and courses including NVQ Levels 2&3 at Capel Manor College, in Middlesex.

The fi rm has opportunities for eight students to work on contracts at Alexandra Palace, North and East Herts District Councils. Students will learn the basics of ground preparation, planting, tree identification and safe use of tools. Two candidates from the 2011 intake are now permanently employed and training for Level 2 NVQ in Horticulture. John O’Conner starts its 2013-14 apprenticeship scheme in May . W: www.johnoconner.co.uk

▼ CCM awarded major London dealsIndependent London cleaning contractor CCM has won three important contracts on behalf of clients real estate services firm Cushman & Wakefield.

These multi-tenanted buildings are situated at 1 & 7 Westferry Circus E14, Exchange Tower and the estate grounds at Harbour Exchange Square E14 and 123-151 Buckingham Palace Road SW1. The associated cleaning requirements vary from internal and external communal areas, high- and low-level window cleaning to janitorial services, pest control, waste management and general estate cleaning.

Kevin Sensier, C&W’s head of Central London operations, said: “We chose CCM because of its experience of other prominent London locations and its can-do attitude.”W: www.ccml.biz T: 07917 456401

▲ LCC chairman cleans up at trade showBob Vincent, executive chairman of LCC, the independent national support services company, visited The Cleaning Show with a long shopping list of new equipment needed to service over £10 million of new contracts.

Seen here on the ICE stand, Bob is placing a large order for the latest RA535 Microride 21” ride-on scrubber driers. These are being purchased to equip 50 more client sites recently added to the LCC national portfolio.

Bob Vincent, photographed with ICE’s Matthew Marston, said: “The show was very busy for me as in addition to organising over £100,000 of new equipment, I was privileged to be a judge for the Cleaning Show Innovation Awards.”W: www.lccss.co.uk T: 01277 268 899

▲ Lifeline thrown to low-pitched roofingGaco Western, aa American roofi ng materials manufacturer, established in 1955, has introduced its liquid-applied 100 per cent silicone coating for fl at and low-pitched roof maintenance to the UK market.

GacoPro saves substantial replacement and repair costs for building owners, especially on roofs that could easily trigger costly and disruptive Part L 1B upgrade specifi cations.

GacoPro is guaranteed to be totally waterproofed, even under permanently ponding water. The coating works with virtually all weathered substrates, such as felt, asphalt, single ply, EPDM, steel, asbestos and concrete. Its white refl ective fi nish (also in grey) refl ects over 85 per cent of the sun’s rays, thereby drastically reducing roof damaging thermal shock, which in turn, further extends the life of fl at roofs. W: www.gacofl atroofi ngsolutions.com

▲ Avica: going the extra mileSupplying top restaurants with specialist janitorial and catering needs is very challenging – but not for Avica UK. Avica has a proven track record in supplying the diverse needs of London’s Russian, European and Asian restaurants, and enjoys the unique position of being sole supplier to all Chinatown restaurants.

Jeremy Thorn, managing director of Avica UK said: “We have reached pole position by going the extra mile with a fast, friendly and reliable service. All deliveries are made by Avica’s own drivers who know every customer’s needs – we even put the goods away as part of our service.”

Avica provides free next-day delivery from its stock of over 5,000 specialist janitorial and catering products, on orders over £45 taken by 5pm.T: 01923 210 009 W: www.avica-uk.com

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60�| 9 MAY 2013�| FM WORLD

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

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

Appointments

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

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WE CAN HELP YOU FINDyour perfect jobBe the first to receive your perfect job straight to your inbox. To sign up simply;• Enter your name and email address• Chose the sector, salary and location you would

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Banner.indd 1 02/05/2013 17:08

FM New appoints090513.indd 060FM New appoints090513.indd 060 02/05/2013 17:1002/05/2013 17:10

FM WORLD |�9 MAY 2013 |�61jobs.fm-world.co.uk

Calderdale MBC

Lead for Commercial and Contract ManagementAn exciting opportunity has arisen for a Lead for Commercial and Contract Management within the newly established Corporate Asset and Facilities Management (CAFM) Team. This brand new team will act as a catalyst for change across the organisation, and we are looking to recruit a member of the management team who will help to drive this change, particularly around the commercial aspects of the service.

Contract Type: Permanent

Working Pattern: Full-time

Salary: £46,115 - £51,084

Location: Halifax, West Yorkshire

Hours per week: 37 hours per week

Directorate: Economy & Environment

The RoleThis new role will be required to establish managerial arrangements, processes, protocols, information systems and manage future AM/FM service delivery.The Lead for Commercial and Contract Management will be responsible for the development, implementation and management of information systems for asset management and facilities management, and the design, implementation and operation of a CAFM service desk.

Working with the Council’s Cabinet, political members and internal and external stakeholders, the successful candidate will have excellent relationship skills and the ability to infl uence and balance strategic leadership with effective business management.For more information, including the Job Description please visit our website https://jobs.calderdale.gov.uk/LFCCClosing Date: 19th May 2013

Calderdale HPH.indd 1 02/05/2013 12:50

Please apply for any of the above roles by emailing [email protected] or call

020 7478 2500 to speak with Claudio Rojas or Ryan Coombs quoting the relevant reference number.

Offices globally www.cobaltrecruitment.com

The power of people

Head of Projects Hampshire c.£70,000 + packageOur client is an established Service Provider that requires a Head of Projects to run a team of 40 direct reports. As the Head of Projects, you must have a proven track record in a similar role with experience of running multiple multi-million pound projects at any one time, as well as a team. The projects department will deliver a variety of Mechanical & Electrical and Facilities Management projects so the ideal applicant must come from an engineering background. Ref: 223471

Building Manager London To £48,000 + packageAn experienced, credible Building Manager is sought to join a Managing Agent to run a prestigious site in London. The site is a multi-tenanted building across 7 floors and 96,000 sq ft and houses a mix of commercial office space and some retail. As the Building Manager, you will be responsible for a £1m service charge budget and all client liaisons. You will be the main point of contact for the building and have overall responsibility for the smooth running of the site.Ref: 223491

Senior FM opportunities

FM New appoints090513.indd 061FM New appoints090513.indd 061 02/05/2013 17:1302/05/2013 17:13

BIFM/FMA/CSSA/ASSET SKILLS MERGER TALKS – UPDATE /// FEATURE: BIFM CHAIRS – ONE YEAR IN /// TRENDS IN CONTRACT CATERING SERVICE PROVISION /// FEATURE: FM ON THE CHANNEL ISLANDS /// REVIEW – FACILITIES SHOW 2013 /// PROCURING DISABILITY-FRIENDLY FM SERVICES // ALL THE LATEST NEWS AND BUSINESS ANALYSIS

IN THE NEXT ISSUE OUT 23 MAY

LORDS OF THE RING?


FINAL WORD� NOTES FROM AROUND THE WORLD OF FM

STRAIGHT TALKING

COUNTRY RATS REJOICE

THE SAMEDAYS

2NO

When we were younger, most of us were told not to slouch by our parents. But new technology seems to have led to a change in the way we work – and particularly the way we sit.

Offi ce furniture supplier Steelcase conducted a global study, observing over 2,000 people in a range of workplace environments, monitoring postures. It has identifi ed nine new postures, defi ned by the use of small, mobile technology.

James Ludwig, vice president of global design for Steelcase, said: "We love our technology – it’s become a ubiquitous extension of ourselves.

“But the way technology impacts our bodies as we work has been largely ignored.”

Postures identifi ed include the ‘strunch’ (stretched-out hunch), the ‘trance’ and the ‘cocoon’.

Feeling ratty despite the fresh air? Something gnawing at you on your country walk? There could be, if the Health and Safety Executive gets its way to restrict the use of so-called “second generation” rat poisons, to within fi ve metres of buildings.

It's feared that the two poisons, difenacoum and bromadiolone, are consumed by predators such as foxes, weasels and birds of prey, if used in rural areas. Pest control experts deny there’s

a problem if the poisons are used correctly – even when mistakes are made only a very small amount is ingested.

The Chartered Institute of Environmental Health has estimated that the change would make 128,000 rat treatments a year illegal. And the Country Land and Business Association fears that the fi ve-metre limit will not just affect the countryside, but will make control of rats in playgrounds and parks more diffi cult.

There's lots of talk about innovation in service provision but few which show genuine outside-the-box thinking. But phone answering service provider Moneypenny had a particularly unusual solution to the problems of round-the-clock working. Responding to the growing need to off er its services to clients in other countries, or organisations with out-of-hours working patterns (more UK customers want calls handling through the night), it knew it needed to expand its operating hours. So it off ered its Wrexham-based staff the choice between working night shifts or temporarily relocating – to Aukland, New Zealand.While just a handful of the company's 280 staff said they would be happy to work nights, more than 40 said they were interested in mixing work between home and abroad.

The company sent a group of four call-centre operators over to Auckland on a six-month trial period, working four days on and four days off . The group is put up by Moneypenny in a rented house.

Rachel Clacher, Moneypenny's co-founder, said: “We're going to have a rolling scheme where every six months, another team of people goes out.”

Steelcase explained: “People recline, bringing their feet up on to the seat and draw their smartphone or tablet close, resting on their thighs. The result is a cocoon.”

Workplace behaviour has evolved from sitting at a desk or in a cubicle. The shift towards a mix of collaborative working, individual tasks and mobile working has led to people rapidly changing their working posture as they move from one task to the next, the study found.

Whatever the next technological advancement is in the offi ce environment, our bodies will likely move to accommodate it. Could yoga classes be a common workplace feature in the next 20 years?(stretched-out hunch), the ‘trance’ an he ‘cocoon’. next 20 years?

mmon workplace feature in the

The Strunch The Take-It-In The Trance

62_No2Days.sr.indd 6262_No2Days.sr.indd 62 02/05/2013 17:1602/05/2013 17:16

A Personal Account ManagerDedicated telephone line 0800 096 2629Central purchasing & invoicing Next day delivery – order up until 7pm!Same day collection from over 280 stores nationwide Click & Collect/Call & Collect24- hour internet ordering Over 21,000 products available

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FMW.09.05.13.063.indd 2FMW.09.05.13.063.indd 2 26/04/2013 15:5826/04/2013 15:58

John, Industrial pipe installer

with SPIE since 1993a shareholder since 1997

As Europe’s independent leader in electrical, mechanical and HVAC engineering, energy and communication systems, SPIE improves the quality of our living environment by helping local and regional authorities and businesses to design, build, operate and maintain facilities that are more energy effi cient and environmentally friendly.

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extraordinary people in action

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YEAR ENDED DECEMBER 31ST, 2012€4.217 billion (+4.3%) TURNOVER*

€242.9 million (+9.8%) OPERATING PROFIT* (EBIT)

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FMW.09.05.13.064.indd 2FMW.09.05.13.064.indd 2 26/04/2013 15:5326/04/2013 15:53

2013-05-09 fmw

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