Facilities Management Journal June 2013

Transcription

Volume 21
– Issue 6
FACILITIES MANAGEMENT JOURNAL
IN THIS ISSUE
What security firms –
and their customers –
need to know
Corporate support,
staff development,
and career training
Ensure business
continuity with
Restoration Response
F M J D ATA . C O M
JUNE 2013
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[email protected]
This month:
Comment
Hot topics
It’s June, which means the
sun is finally here for his
annual holiday. BBQs are on
the ready, paddling pools
have been inflated, and
while millions flock to parks
and beaches to soak up the
rays, making the most of
what little chance they have, FMJ has a
summer blockbuster of its own.
We have a packed issue for you including
major features on FM training, security, art,
and much more. In this month’s FM Insider
we talk to Simon Esner, former chef and now
food service and hospitality extraordinaire
with BaxterStorey, about his own philosophy
and the value he places on people
throughout his organisation, from those who
sit on the board to the people delivering the
day-to-day services on the ground page 35.
This theme continues in our FM training
feature on page 28, in which David Parker,
group executive director at EMCOR Facilities
Services, describes his own fascinating
journey in the same organisation, where he
started as an apprentice almost 30 years
ago. Parker highlights the emphasis EMCOR
places on staff development as a means not
only to create happier employees but also
better service for customers. The FM
provider trains its facilities managers in a
variety of different ways, building their
character and giving them all sorts of skills
which they can then use in their professional
lives. Training schemes include everything
from apprenticeships and standard technical
FM courses to putting first line managers
through their paces at The Royal Military
Academy Sandhurst. This particular two-day
course gives attendees the chance to learn
the principles of military leadership and
how to apply their new found knowledge
on the job.
Following the staggeringly huge IFSEC
International last month in Birmingham, we
also have one of our most in-depth looks to
date at the world of security.
On page 36 Jeremy Cassady, managing
director of Securikey, reacts to the changes
in local government funding for NHS
hospitals, which are set to have a dramatic
impact on budgets. Here he explains some of
the security risk this will pose and identifies
some of the low cost solutions that will keep
patients and staff safe.
In a magazine first, also this month we
focus on the use of dogs in security services.
Ali Tod, dog unit manager at Ward Security,
explains how his company and other private
security firms are increasingly turning to
man’s best friend in the fight against
vandalism, theft and all sorts of other crimes
page 42. In August 2011, when thousands of
people rioted on Britain’s streets, Tod’s dogs
were out on patrol in the London Borough
of Bromley.
We must also welcome a new columnist in
Patrick McCrae, founder of art rental
company Works in Print and a regular
attendee of BIFM’s Rising FMs specialist
interest group. McCrae embarks on a series
of articles that will examine the role art
plays in the workplace when it comes to
staff satisfaction and productivity page 32.
As usual, you will find all our regular
features including the KPI Survey, in
association with Causeway, and FASTFacts,
which this month explores water solutions
for the office, while our resident social media
expert Katie King looks at the use of social
networking as a crisis communications tool.
Finally after four years working on FMJ and
other titles, I am off to pastures new within
FM. I would like to welcome Cathy Hayward,
the former editor of FM World, who is taking
over from me on an interim basis.
On your marks. Get set.
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FMJ
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FACILITIES MANAGEMENT JOURNAL JUNE 2013
3
Facilities Management Journal / kpm media
32
EDITORIAL
Interim Managing Editor
Cathy Hayward
[email protected]
Managing Editor
Simon Iatrou
[email protected]
Tel: 01322 662289
ADVERTISING & MARKETING
Head of Sales
Marian Negoita
[email protected]
Tel: 01322 662289
Mob: 07805 260313
Features this month...
Account Manager
Danny Grange
[email protected]
Tel: 01322 662289
Mob: 07805 314853
CORPORATE CONFIDENTIALITY
24 Andrew Brown discusses whether challenges
News Editor & Social Media Development
Caroline Hill
[email protected]
customers provide can always be overcome if you
work with them as true partners - even if that
means sacrificing the opportunity for publicity.
PRODUCTION
Production Manager & Designer
Warren Knight
[email protected]
Mob: 07801 947757
FM QUALIFICATIONS AND TRAINING
28 David Parker of EMCOR Group, discusses
the importance of corporate support, staff
development, and career training at all levels
of an organisation.
ACCOUNTS
Liene Jume-Akmentina
[email protected]
36 it is important to remember that the safety of
patients in hospitals is critical regardless of budget.
Jeremy Cassady, managing director of Securikey,
kpm media
Unit 5, Gateway 20/25 Trading Estate,
London Road, Swanley, Kent BR8 8DE
01322 662289
Next month we will be looking at
pest control, recycling and waste
management and branding FM, so if you
have any thoughts or feedback please send
your details to [email protected].
AR
C
EL
EB
R AT
YE
IN G 21
S
★★
★★
AGAZINE
TM
EN
THE ORIGIN
AL
MANA
GE
M
1992 – 2013
36
WWW.FMJDATA.COM
YEARS
to guard premises and today, Ali Tod of Ward
Security discusses how they are playing an
increasingly vital role in the provision of a modern
security service.
THE JULY ISSUE...
© Copyright kpm media, June 2013
ISSN 1362 – 4768
21
40 This year will see substantial changes introduced
to the way security personnel and businesses are
licensed and regulated in England and Wales.
Servest Group’s Gavin Hughes explains what
security firms – and their customers – need to know.
42 Dogs have a long standing history of being used
SECURITY
Publisher kpm media
ITIES
CIL
FA
examines the security risks unique to hospital
buildings and identifies some of the low cost, longlasting hardware options available to tackle these
issues.
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❯ The publisher does not necessarily agree with
the views and opinions expressed by contributors.
❯ No material may be reproduced in part or whole
without written permission from the editor. ❯
Editorial contributions are accepted on an allrights basis only. Letters to the editor may be
published in their entirety or in edited form and
remain the property of kpm media. ❯ While due
care is taken to ensure the accuracy of
information contained in this magazine, the
publishers cannot be held responsible for any
errors in editorial articles or advertisements. ❯
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FMJ
18
24
46
Regulars
40
FMJDATA NEWS
6 The month’s summary of all the major
news, acquisitions and commercial moves
in the FM industry.
CONTRACT WINS & PARTNERSHIPS
14 Find out about all the latest deals going
down in the world of support services.
PEOPLE
16 Keeping track of all the new
appointments in the FM profession.
COVER STORY
18 ServiceMaster Clean, explains how
businesses can restore their property
and revenue.
FMA UPDATE
20 In this column, the FMA’s Chris Hoar
42
explains how communication is the key
to any relationship.
KPI SURVEY
22 This month, we look at property data,
such as lease information and rent reviews.
WORKPLACE ART
32 In the first of a series of columns,
Patrick McCrae, founder and director of
Works in Print, looks at the current state of
workplace art research.
FAST FACTS
44 Nick Taylor, sales director of Zip UK,
explains why instant boiling water taps and
instantaneous water heaters are worth
tapping into.
SOCIAL MEDIA: IN MY VIEW
46 Zoodiker’s Katie King looks at how to
handle social media activity in the event
of a crisis.
MIFM
47 New product and service launches and
company news from the FM industry
FMJ
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5
FMJDATA NEWS
ONE IN FIVE COMMERCIAL
PREMISES COULD BE
UNFIT TO LET IN 2018
DATES FOR THE FM DIARY:
• 5th June 2013
RICS & CoreNet UK Chapter
Occupiers Seminar
RICS Parliament Sq., London
www.rics.org/occupiersseminar
• 10th June 2013
ThinkFM
The Royal College of Physicians, London
www.thinkfm.com
• 14-15th June 2013
Eco Technology Show
Brighton Centre
www.ecotechnologyshow.co.uk
As much as 17% of the UK’s investment real
estate could be unlettable in five years’ time
under new Energy Performance Certificate
(EPC) regulations, a leading environment &
engineering consultancy has warned.
The provisions, detailed in the Energy Act,
will make it mandatory for commercial
properties with a poor energy rating (lower
than ‘E’ rating) to be brought up to standard
before they can be let.
Research conducted by WSP, from an
analysis of more than 4,000 EPCs it has
undertaken since its inception in 2008, shows
that this could apply to approximately 17%
of commercial property, rising to 35% if ‘E’
rated buildings are included. WSP claims
EPCs are benchmarked by building
regulations that are continually updated and
revised, meaning that even ‘safe’ ratings such
as ‘E’ and ‘D’ may not meet the standards
required in 2018.
The findings also show that in London the
figures are marginally better than the
national average. One in seven, or
approximately 14%, of London’s commercial
property will need to be brought up to
scratch, rising to one in three (35%) if ‘E’
rated buildings are included.
WSP says it is already seeing a market
reaction to the Energy Act provisions, with
‘price chips’ being used and deals stalling on
low-rated buildings.
Daniel Grandage, the consultancy’s
associate director, said: “Although the
regulations will not come into force until
2018, they are already having an impact with
buyers now looking to invest in D rated assets
or above. It shows just how important it is to
understand the risks that face your portfolio
so that you can be prepared and take action.”
WSP claims that there are some simple,
cost effective ways of improving a building’s
energy performance rating, such as obtaining
accurate data and avoiding the use of default
assumptions. However the firm’s research
shows that upgrading to efficient lighting
will have the biggest effect on ratings.
Grandage also suggested property
managers should consider refreshing older,
possibly inaccurate EPCs to hold them in
good stead for the new rules. He said: “Many
older EPCs created during 2008 and 2009 are
of lesser quality and use default values where
efficiency values couldn’t be sourced which
can mask the true rating of the building.
“Furthermore, the rules, conventions and
quality assurance were less developed than
they are today, and many older EPCs do not
truly reflect the actual condition of the
building. The question you need to ask
yourself is: if they were re-run in 2018,
would they stand up to the inevitable
scrutiny of a potential investor?”
Screwfix launches nationwide property maintenance charity
A new charity has launched to support
projects that fix, repair, maintain and
improve properties and community
facilities for those in need across the UK.
The Screwfix Foundation, which came
into operation this year, will provide much
needed funding to a range of projects,
from repairing run-down buildings to
decorating the homes of people living
with illness and disability.
Currently, there are two national
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charity partners to benefit from the
money raised by the Screwfix Foundation
– Barnado’s children’s charity and
Macmillan Cancer Support. Barnado’s has
pledged to use the donations to maintain
its local centres which support sick
children and their families, while
Macmillan will put the funds towards its
grants scheme, enabling people with
cancer to adapt their homes to make
their lives easier.
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The Screwfix Foundation has also been
designed to help smaller local charities
apply online for a share of the funding.
Applications are welcome from across the
UK, as long as the charity is UK
registered and the project involves fixing,
maintaining or repairing buildings or
facilities for those in need.
The foundation will raise money through
fundraising events across the country in
and around Screwfix stores.
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FMJDATA NEWS
Occupiers aren’t utilising potential
cost saving benefits of BIM
A new study by the British Council for
Offices (BCO) claims developers that can
provide building information modelling
(BIM) data to occupiers will enjoy a
competitive advantage over their peers.
A survey on BIM for commercial office
buildings published by the BCO and carried
out by architectural firm HOK reveals that
occupiers are missing out on lower costs
due to low awareness of BIM and low
levels of integrated cross-disciplinary
working.
According to the report, while BIM is
transforming how buildings are designed,
constructed and operated, at present the
greatest value being realised from BIM in
the commercial office sector is through derisking construction. The BIM process
delivers fully coordinated design at an
earlier point in the process, significantly
reducing uncertainty in the construction
phase and allowing faster construction with
less waste of material and time.
However, researchers claim that the
potential for BIM to add value across later
phases of commercial office development,
in particular leasing and occupation, is not
being utilised and a number of groups, such
as developers and occupiers, are missing
out. The report highlights the fragmented
nature of the office development industry as
the main barrier. Alignment of interests
between those involved at the outset and
those involved later in the process, such as
tenant and investors, is fundamental to the
long-term value proposition for BIM in
commercial office development.
Occupiers particularly stand to benefit
from access to a digital model of a
prospective property, say the report authors.
The ability to view a digital model in this
way could greatly simplify the process of
evaluating a property and BIM also has the
potential to create powerful marketing tools
for commercial office developments. These
tools would enable potential tenants to
proactively explore a building long before
the physical structure is complete. The
report recommends that lettings agents
should be at the forefront of working with
occupiers and developers to develop these
tools, however, currently there is little
familiarity with BIM in the agent
community. The research suggests that
those developers willing and able to provide
agents and in turn occupiers with this
information should enjoy a competitive
advantage.
“BIM has great potential to unlock value
in the commercial office sector. Although
certain groups, such as the construction
sector, are making good use of the
technology, others, such as occupiers
are missing out. This needs to change,”
said Richard Kauntze, chief executive of
the BCO.
ISS ranked #1 in global outsourcing index
ISS has been ranked number one on a
prestigious annual list of the world’s
best outsourcing companies.
The Global Outsourcing 100 is
comprised of companies from a variety of
outsourcing sectors including
information technology, business process
outsourcing, facilities ser vices, real
estate and capital asset management,
manufacturing and logistics.
The Global Outsourcing 100 list has
been published annually since 2006 by
the International Association of
Outsourcing Professionals (IAOP).
Outsourcing providers have to apply for
inclusion on the list, the applications are
then judged by an independent panel of
outsourcing buyers on characteristics
such as size, growth, customer
references and management capabilities.
Global outsourcing giant, Accenture
has held the top spot on the highly
regarded Global Outsourcing 100 list for
the past four years whilst ISS, the
leading global facility ser vices provider
has been ranked in various top 10
positions since 2009.
“We are ver y proud and deeply
honoured that IAOP has recognised ISS
as the world’s best outsourcing
company,” said Jeff Gravenhorst, ISS
Group CEO. He continued: “We take the
ranking as a vote of confidence in ISS
and our global platform from which we
integrate and self-deliver a complete set
of facility ser vices such as catering,
cleaning, security, property and
support ser vices across
the globe.”
“As applicants
continually raise the bar
and as the outsourcing
industr y continues to grow
and mature in many
markets, competition is tougher,” said
Jag Dalal, managing director of Thought
Leadership, IAOP and chairman of the
judges’ panel. “Being named to The
Global Outsourcing 100 is a great
achievement, particularly given the
strong competition, and we
are proud to recognise
ISS for their
excellence.”
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FMJDATA NEWS
NHS forms new supply chain programme
NHS Supply Chain has launched a new
strategic sourcing programme designed to
reduce costs and deliver increased value.
In a bid to drive efficiencies across the
supply chain, the programme will focus on
a number of key areas including packaging
optimisation to reduce both costs and
material waste, trailer fill to reduce product
miles, and supply chain optimisation.
“The launch of the strategic sourcing
programme follows a number of successful
pilot programmes that have evidenced
strong savings opportunities for suppliers,”
said Jonathan Kaye, head of strategic
sourcing at NHS Supply Chain. “For
example, we recently worked with one
supplier of clinical waste containers to
redesign the packaging of a selection of
their product range. This reduced packaging
and transport costs by 63%, as well as
saving 46 tonnes of paper and a quarter of
a tonne of plastic.”
A joint venture between the NHS
Business Services Authority and logistics
business DHL, Kaye said his hopes for the
new initiative are that suppliers gain from
the expertise and support of both partners.
NHS Supply Chain’s product areas
include: theatres, dental, audiology,
catering, including food, infection control,
orthopaedics rehabilitation and capital
equipment, including finance and
maintenance.
“The opportunity for suppliers to then
replicate these improvements across other
product areas and supply chain routes
offers huge potential for suppliers to take
the lead in driving efficiencies for
customers,” said Kaye.
Global banks set to consolidate real estate still count on London
London still remains a likely growth
area for the banks looking to consolidate
their global estate, according to
new research.
A report by CBRE, the global property
advisor, found that 72% of banks with a
presence in Central London plan to
streamline their real estate portfolios
over the next two years to reflect the
global economic landscape, and are
looking at implementing more cost
effective and efficient operational
measures.
Those surveyed confirmed that
maintaining a core presence in London
was central to the banks’ future plans,
due to its unrivalled position as a global
financial centre, wide talent pool, cultural
benefits and central timezone between
the New York and Asian centres.
Respondents from CBRE’s latest
occupier survey, which included 19 of
London’s largest banks, also found that
34% expected to see consolidation of
real estate assets in response to an
expected rise in M&A (mergers and
acquisitions) activity in the sector. A
total of 56% said they expected to
consolidate their current office space
occupied, with just 6% stating that they
planned to maintain their current
portfolio.
Other measures which may affect the
volume of London office space taken by
the sector in the next two years include
a trend for large financial institutions to
relocate some functions to other, more
cost effective, UK markets which could
reduce salary bills by as much as 40%.
While banking occupiers have been
subdued in recent years, owing to the
international financial crisis, Eurozone
debt problems and regulatory changes,
the UK is still the largest centre for
cross-border lending, and remains the
single largest market for foreign
exchange trading, accounting for 38% of
the market globally.
Alex Andel, head of client solutions at
CBRE, said: “For our corporate clients,
three factors usually determine real
estate strategy – talent, location and
cost – and for banks the latter is just
about always the priority, especially for
non-client facing property.
“The banking sector is relatively
advanced in terms of portfolio
rationalisation initiatives, so most of the
leading companies in the sector will be
actively looking at how they can make
changes to their real estate, including
rethinking the way staff members use
their workplace, without compromising
their commercial objectives.”
Cambridge University fined over £35k for two river pollution offences
The University of Cambridge has been ordered
to pay fines totalling £28,000 and full costs of
£7,363 after tributaries of the River Great Ouse
were polluted twice last year.
The tributaries were polluted with slurry from
Park Farm in Madingley, Cambridge, which is a
farm owned and operated by the university.
At Cambridge Magistrates Court on 30 May,
the university pleaded guilty to two offences of
causing pollution on 10 May 2012 and again
on the 10 June 2012. It was fined £12,000 for
the first incident and £16,000 for the second
incident.
|
Following a report of pollution, an
Environment Agency officer traced the
pollution on 10 May 2012 upstream to a field
where slurry had recently been spread.
Investigations revealed that slurry had entered
the tributary via an unknown drainage pipe.
After a second report of pollution, an
Environment Agency officer traced the
pollution on 10 June 2012 upstream to another
field where slurry had again recently been
spread. The next day, following heavy overnight
rain, the field was completely waterlogged.
It was admitted in interview that the
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estimated post application rate of slurry applied
was in excess of the recommended rates
provided in the Code of Good Agricultural
Practice guidance. The defendant also admitted
that the soil moisture levels were misjudged.
Christopher Hopkins, on behalf of the
University of Cambridge, said that following the
incidents the university has spent in excess of
£4,500 on a new flow meter and on a remote
emergency engine stop for the spreading
system.
They have also spent in excess of £70,000 on
slurry tankering.
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FMJDATA NEWS
BBC’s move to MediaCityUK
comes in under budget
The overall cost of the BBC’s move from London to Salford is
estimated to be £224 million – £9 million lower than the
budget approved by the BBC Trust.
According to a repor t published by the National Audit Office
(NAO), the BBC also exceeded its target to relocate 30% of
staff from the 1,500 positions transferring from London to
Salford, with 38% making the move.
In order to compensate staff that relocated and minimise
redundancy costs, some of the allowances the BBC offered
were more generous than the corporation usually offers. For
example, remote location allowance covered the cost of
renting proper ty in Salford and travelling from London for two
years, which aided employees who were unable or unwilling to
commit to moving permanently.
However, the NAO described controls over exceptions to its
relocation policy as inadequate, recommending that the BBC
“maintain clear records when paying allowances, so that it
can demonstrate they are appropriate in all cases”.
While the repor t concluded that the
BBC relocated on time and maintained
broadcast continuity throughout, the NAO
also said that it is too early to judge
either the long-term impact of the
move or its value for money for licence
fee payers.
The lifetime budgeted cost of relocation
and operating costs up to 2030 is £942
million, or £573 million after discounting
future costs to their present values. This
costs does not take into account reduced
spend on the BBC’s estate in London and
Manchester, as a result of the move to
MediaCityUK in Salford.
Whether the move delivers value for
money, the NAO said, depends on the
BBC’s ability to “achieve a sustained
improvement in audience approval in the
nor th, embed new ways of working to achieve efficiencies of
£151 million and provide sustainable economic benefits for
the region”.
While the BBC Trust has accepted the recommendations set
out by the NAO, in a statement following the repor ts release,
it said that it was “unacceptable” that the government
watchdog “did not adequately document the reasons for all
exceptions to the standard policy”.
Anthony Fr y, chair of the Trust’s finance committee, said:
“Now a solid and thriving production base with major live
programming broadcast 24 hours a day, Salford has a strong
working culture that should deliver long-term improvements in
both creativity and efficiency, as long as the BBC keeps
focused on these objectives.
“Given that the move was well-managed and within budget,
however, it is disappointing that some of the controls on
relocation payments proved inadequate and we would not
expect a repeat of this with any future moves."
FMA user group calls for suppliers to be more open
“We want suppliers to be more honest” was the message from
Guy Stallard, head of facilities at KPMG, as he sat down for the
end user debate at last month’s FMA Conference.
The event took place at KPMG’s headquarters in 15 Canada
Square, and featured a number of presentations from financial,
procurement and FM specialists.
To close the day’s proceedings, Stallard was joined by Fiona
Bowman, head of facilities at Lloyd Register, and Louise
Rushmer, group operations manager at RSA, for a lively debate
that included interaction with an audience full of some of the
UK’s largest FM providers and suppliers.
Chaired by the FMA’s chief executive, Chris Hoar, the FMA
user group discussed the issues surrounding client and supplier
relationships and hoped to suggest possible solutions. Stallard
and his fellow end users agreed that suppliers should adopt an
open-book policy with clients to show how much revenue they
are creating in contrast to the spend of the contract.
This suggestion split much of the room and even those
reacting to the conference through Twitter. Martin Pickard, the
FM Guru, tweeted: “Why is it even necessary? If the price is
acceptable & I trust you why do I need to see your books?”
|
@FMJtoday
Also in the debate, the end users on stage highlighted their
frustrations that incumbents only bring innovative ideas to the
table at tender but not while the contract was operational. This
had some suppliers in the audience on the defensive. Graeme
Hughes, CEO of FM software business Innovise, protested that
suppliers were given no room to innovate by their clients who
are so fixated on price.
The day was kicked off by Richard Sykes, CEO of ISS UK and
FMA Chair, who introduced the event and highlighted the work
that was being done to bring thousands of young apprentices
into the FM industry. This was followed by financial
presentations from David Muir of the CBI and Neil Parker,
market strategist at RBS. Dave Hull, strategic outsourcing &
procurement, BrainNet, the supply chain management subsidiary
of KPMG also looked at how to turn the procurement
department into a valuable and effective asset.
At lunchtime, the FMA also presented the first ever FMA
Awards for Health and Safety Excellence – organised by the FMA
Health and Safety Working Party. Winner of the Healthy and
Safety Recognition Award was Carillion, while Interserve, Mitie
and Iron Mountain were all runners up.
FMJDATA.COM
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FMJDATA NEWS
CONTRACT WINS AND PARTNERSHIPS
ING BANK ADDS PRESTIGE TO SERVICES
Sodexo Prestige has been awarded a multi-million pound contract extension
to deliver both soft and hard FM ser vices to ING Bank at its UK headquarters
in London.
The three-year contract, worth nearly £5 million per annum in turnover, will see
Sodexo Prestige continue to provide a full FM ser vice offer including soft
ser vices like catering, cleaning, reception, switchboard and help desk as well as
managing hard ser vices like mechanical and electrical engineering. The original
contract with ING Bank in the UK started more than 25 years ago when the
company provided catering ser vices only, but the partnership has grown from
strength to strength over the years.
NORSE PARTNERS WITH MEDWAY COUNCIL
Norse Commercial Ser vices has formed a partnership with Medway Council to
add to its growing portfolio of successful local authority Joint Venture Companies
(JVCs).
The new JVC, Medway Norse, will start trading in June, providing FM ser vices
that include cleaning, catering and maintenance for the council’s 140 buildings
and for other local organisations. The decade-long agreement, worth £7 million a
year, is the first of its kind in the South East.
Medway Norse is committed to spending 40% of its budget with contractors
who are small or medium sized local businesses, reflecting the firm’s commitment
to supporting the local economy. Medway Council portfolio holder for finance Alan
Jarrett said: “Medway Norse
will allow us to continue to
protect front line ser vices for
the people of Medway while
providing value for money.
“This groundbreaking joint
venture, with a wellestablished company that
understands the needs and
operations of the public
sector, offers an opportunity
for Medway to share in the
profits the joint venture
company makes by attracting
new contracts from across
the South East.”
BLACKPOOL RESTS ON AXIS
Axis Cleaning and Support Ser vices,
previously LPM Cleaning and Support
Ser vices, has signed a cleaning and
janitorial contract with the Blackpool
Primar y Care Trust (PCT).
The new deal follows the success
of the cleaning ser vices provided to
the South Shore Primar y Care Centre,
where Axis demonstrated excellent
customer management and
commitment to ser vices. Continual
assessment and audits enabled the
company to innovatively make cost
improvements while maintaining
high standards.
Awarded by Norland, which provides
FM to Blackpool PCT, the contracts
will be located at the North Shore
Surger y, Moorpark Health & Leisure
Centre and Fleetwood Health &
Wellbeing Centre. Axis will provide
cleaning and support ser vices to all
sites, including full cleaning provision,
window cleaning, pest control and
janitorial and consumable supply. Some
18 of the PCT’s existing cleaning staff
were TUPE’d by Axis. These workers
were retrained and managed to ensure
the company was able to fully integrate
and drive their standards throughout all
aspects of their ser vice.
|
@FMJtoday
British Airways Engineering soars
with EMCOR
EMCOR Group (UK) has been awarded
an extension to its contract with
British Airways Engineering. The
contract covers the provision of
planned and reactive maintenance and
repair services for the aircraft ground
support equipment (GSE) at London
Gatwick and Heathrow airports.
Under the extended contract,
EMCOR is responsible for the delivery
of a large and diverse range of
services to support the GSE. Scope of
work includes: faultfinding on the
aircraft jacks; statutory inspections of
the wheel change and transportation
trolleys; modifications to the water, oil
and fuel bowsers; and replacement
and calibration of sensor equipment to
the gas analysers.
EMCOR has been working with
British Airways Engineering since
2010 with notable achievements,
including the design, installation, and
commission of the airside nitrogen
facility at Heathrow’s Terminal 5
campus. In addition to providing a
more sustainable and streamlined
nitrogen solution at the site, the plant
and workshop facility is fundamental in
assisting British Airways with the
operational readiness of the specialist
aircraft engineering support equipment
used for critical maintenance tasks.
Lindley Venue Catering revealed as
Watford FC’s latest signing
Watford FC and Lindley Venue
Catering, the specialist sports stadia
catering division of The Lindley Group,
have forged a new £18 million
catering deal at Vicarage Road – home
of the Hertfordshire club. The deal
extends the company’s original fiveyear contract to a new 10-year
partnership agreement that will see
Lindley providing catering, hospitality,
sales, marketing and event
management services through
to 2024.
At the heart of the long-term
commitment is the development of the
south west corner facilities at the
stadium. The £1 million development
will see the creation and completion of
two flexible hospitality areas in the
south west corner of Vicarage Road by
the middle of next season, and this
will kick-start Watford FC’s long-term
plans to undertake a complete
refurbishment of the whole stadium,
which currently has a match day
capacity of 17,500.
FMJDATA.COM
FMJ
The
people
Norse believes in
Cathryn James
Cathryn James has
been appointed as
the new managing
director of Norse
Commercial Services
subsidiaries,
Waveney Norse and
Suffolk Coastal
Services (SCS).
Prior to joining
Norse, James spent
10 years as strategic
director with West
Oxfordshire District
Council. She has also recently returned from the
Clipper Round the World Yacht Race, in which she
covered 40,000 miles of ocean on a full
circumnavigation of the globe.
James assumes the position following the
retirement of Dennis Ball. Commenting on her new
role, she said: “Norse is widely recognised as a
dynamic group in both public and private sector
partnerships and I will be looking to grow our
companies’ presence in the region.”
Servest confirms MD for London
Norma Bresciani has joined Servest as
managing director for the London region.
She will be leading Servest’s drive into the
London market with its flexible offer, from
single service provision to full facilities
management.
While Bresciani has gained extensive
experience in the UK facilities sector, her
background is in financial services. In South
Africa, where she originates, Bresciani was
a branch manager at the South African Permanent Building Society, before
moving onto Nedbank and then American Express as membership rewards
and customer service manager SA.
Following a period living in Italy, Bresciani moved to the UK taking
up senior positions in a number of support services companies
including Barkland, Gom and Insitu Services. Insitu was later acquired
by Initial, where she took on the role of sector director for hotels, offices
and leisure.
Compass Pickup new corporate affairs director
Compass Group UK & Ireland has moved Andrew Pickup to the new role of corporate affairs director. In this
position, Pickup takes charge of corporate responsibility, sustainability, public affairs and communications
across the UK and Ireland.
Prior to joining Compass, Pickup spent a decade lobbying government and regulators in the energy and
telecoms sectors. Since joining in 2006, he has worked in operational management roles within the
contractor’s healthcare business, first as an operations director and then as business excellence director.
Ian Thomas is the right man for Shepherd
Shepherd FM has appointed Ian Thomas to its senior team as a director.
Thomas, who will report to chief executive Noel Clancy, will lead the development team and focus on sourcing deals that
strategically fit their high-end business critical delivery model.
Formerly divisional sales director for Norland, Thomas boasts more than 20 years’ operational experience in the business
services sector and has an impressive track record within the professional and finance markets. These are areas in which
Shepherd FM has a solid presence and is keen to further expand into.
Bill Heath to lead Macro Group
Macro International’s founder and managing director, Bill Heath, is to become chairman
of the Macro Group, covering the US, UK, Europe and the Middle East northern Africa
(MENA) region.
Heath, who remains managing director of the MENA region, formed the FM arm of the
Mace group in 2002 with the support of colleagues.
In 2007, he moved to the United Arab Emirates to launch Macro International, which
also operates in Egypt, Qatar, Saudi Arabia, Bahrain, Oman, Kuwait and Jordan. The
company has grown from a staff of just two to more than 180 and has a turnover of
around £14 million.
Heath’s first job was with construction firm George Wimpey in the late 1970s,
followed by two years in project management in Saudi Arabia, which included building a
microwave communication network. More jobs followed in the UK and in Hong Kong
before he started in the property department of Xerox back in Britain in the early 1990s.
|
@FMJtoday
FMJDATA.COM
FMJ
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JUNE 2013
Volume 21
– Issue 6
FACILITIES MANAGEMENT JOURNAL
IN THIS ISSUE
What security firms –
and their customers –
need to know
Corporate support,
staff development,
and career training
Ensure business
continuity with
Restoration Response
F M J D ATA . C O M
COVER STORY
One in five businesses are affected by
a major incident each year and could
face closure within eighteen months
Alan Lewin, Business Development Director of ServiceMaster Clean,
explains how businesses can restore their property and revenue
L
oss of power or IT systems, dealing with
staff shortages, transport disruptions,
graffiti or vomit on exterior walls are just
some of the issues faced by organisations
across the UK. More serious disruptions can
also happen, with government figures
suggesting one in five businesses are affected
each year by major mishaps, such as fire,
flood, civil unrest or terrorist attacks.
The impact of a major event can be
|
devastating. Evidence suggests that 80 per
cent of businesses affected by a serious
incident close down within 18 months.
Following explosions at the Buncefield oil
storage depot in 2005, the immediate effect
of the resulting fire was that 16,000
employees within the adjacent Maylands
industrial area were unable to get to work
and 92 businesses were displaced for more
than a week. Seventeen were forced to
@FMJtoday
permanently relocate. After 15 months,
several businesses had failed and others were
under severe pressure to survive, directly as a
result of the fire. Overall, the explosion cost
local businesses more than £70 million in lost
stock, lost revenue and relocation expenses.
Flooding is becoming increasingly
common, yet a survey conducted by Populus
in 2006 revealed nearly half of the
businesses spoken to had no plans to deal
with the impact. The extensive floods in
2007 affected over 7,000 businesses and the
estimated total direct damage was around
£3.1 billion.
Facilities managers should ensure plans
are in place in advance to protect sites from
a possible emergency, whether on a large or
small scale. This will help minimise financial
losses or restrictions to trading. Too many
businesses are putting themselves and their
employees at risk by failing to prepare for
the worst case scenarios.
Whether the incident is as significant as a
fire or minor deliberate damage to property,
serious health and safety implications apply,
but we can help minimise disruption to your
business. We provide a national, emergency
disaster support service, Restoration
Response to put property back to pre-damage
condition. Sign up is free and in 2-4 hours
we’ll be there to help, delivering one of the
fastest on site response times to an
unexpected emergency, with the single goal
of getting you back to business fast.
ServiceMaster Clean understand that the
main priority for businesses is to continue
their operations with minimal disruption. The
key benefits of using a specialist service like
Restoration Response, are that there are no
delays waiting for your insurers to appoint a
supplier, whilst ensuring the restoration
works are compatible with loss adjuster and
insurer processes.
We’ve helped a wide variety of businesses
and premises get back to normal business
operations. Whether it’s working alongside
leading universities to clean up after student
revelry – letting off powder fire
FMJDATA.COM
FMJ
extinguishers is a favourite or cleaning up
staircases after a night of excess – or helping
a hairdressers after a toilet sewage disaster,
ServiceMaster Clean has the capabilities to
handle a host of business calamities.
Analysing the damage
Businesses affected by serious disasters
should request that professionally qualified
contractors are used for restoration and
recovery. Experts will be able to restore
carpet and upholstery, extract water, remove
odour, dry and dehumidify buildings, remove
spills, dry and recover documents, and
offer any other related services that you
may require.
So how do you know you can trust the
company that you decide to use? Firstly you
should look for a contractor which is a
member of the British Damage Management
Association (BDMA). This will indicate the
provider adheres to professional standards of
care and codes of practice, underpinned by
technical and corporate training.
ServiceMaster Clean is a founder member
and currently has more BDMA accredited
senior technicians than any other company
in the UK industry.
Time is of the essence
Trying to sort out a building which has been
damaged after a fire or flood is an
unappealing task, causing cost and distress
to the property owner or occupier. Acting
quickly and using specialist disaster
restoration expertise will help prevent further
damage or deterioration and can save many
valuable building contents. Even if damage
looks severe, items can frequently be
salvaged and restored.
It’s very important to begin the restoration
process immediately as burning plastic,
rubber or painted materials create poisonous
fumes which, when mixed with water, can
cause corrosion to metal surfaces within
hours and also affect other surfaces if
left untreated.
With water damage of any kind, fast
action should be taken to dry your building
as quickly as possible, as water will penetrate
rapidly and the humidity needs to be
controlled to prevent secondary damage. If a
structure is not dried out correctly, its
moisture can become a source for dry rot,
bacteria and growth of toxic mould, which
itself becomes a health hazard.
International Dance Supplies is the UK's
largest wholesale dancewear supplier,
providing dance teachers and dance shops
with quality dancewear worldwide. In 2012,
its headquarters, based in Devon, were
seriously damaged by water escaping from a
mains water pipe connected to a hot water
dispenser. The water spread, saturating
carpets and floors in the first floor open plan
office area and travelling through the ceiling
to the ground floor, bringing the ceiling tiles
down with it.
Fortunately, the company had the foresight
to pre-register with ServiceMaster Clean’s
Restoration Response™ service, as it is based
in a part of the country known for heavy rain
and floods. The company used the emergency
helpline to call in their local branch of
ServiceMaster Clean which has a team of
professionally qualified contractors trained in
specialist restoration techniques to British
Damage Management Association standards.
This type of damage can have a large
financial impact, with the Association of
British Insurers reporting that escape of
water claims cost £730 million in 2010, with
the average claim cost for damage being
around £2,000.
Depending upon the nature of the damage,
ServiceMaster Clean uses a range of
equipment tailored to the restoration process.
This can include lighting towers if there has
been a serious fire, as buildings may be
covered in smoke and ceilings and walls
blackened, which soaks up the light. Access
equipment such as scissor lifts, cherry pickers
or scaffolding may also be required as well
as extraction equipment and dehumidifiers.
In this case, specialist drying equipment
was used as an initial containment measure,
followed by the installation of a more
advanced drying system involving tenting
the affected areas for concentrated drying.
Prior to installing the advanced drying
system at International Dance Supplies, all
the affected carpets were uplifted for
restoration, exposing the concrete beneath. A
thick layer of adhesive was discovered on top
of the concrete, which was removed so that it
did not hinder the drying time, allowing the
moisture to be released from the concrete.
For health and safety reasons, temporary
traffic lanes were set up throughout the
offices with warning signs so that the
premises could remain open and business
could continue as usual. Temporary entrance
matting was laid until the restoration could
be completed.
Allison Glanville, Business Administration
Manager at International Dance Supplies,
said: “After major water damage at our
premises, ServiceMaster Clean was
outstanding in the delivery of its Restoration
Response service and in dealing with the
situation. They were very mindful of our
business needs, caring and very professional
throughout the whole drying out process. I
would not hesitate to call them again, should
the need arise and I would certainly
recommend them to others.”
ServiceMaster Clean has launched a
free guide to restoring damaged property
which is available from
www.servicemasterofficecleaning.co.uk/
downloads/how-to
Contact details:
For more information about Restoration Response call
0845 762 6828 or visit www.restorationresponse.co.uk
FMJ
FMJDATA.COM
@FMJtoday
|
19
FOCUS
FACILITIES MANAGEMENT ASSOCIATION
Communication is the
key to any relationship
Following on from a lively and engaging debate between end users and suppliers at
the latest FMA Conference in May, Chris Hoar comments on the vital role
communication plays in the tender process.
A
ll too often we see contracts failing
to meet the expectations of the
customer and client, following
lengthy and poor tendering
procedures, but it’s difficult to work
out just how to balance this as
well as implement a
standardisation process, if that is
even what’s necessary. Setting up
a successful contract can be a
tough and challenging process for
any FM company.
Much like most other
relationships, key to a contract’s
success is communication. Good
communication before and after a contract
is implemented can help build on the
already formed relationship. Maintaining
contact and working hard to develop an
existing contract can also lead to further
extension and expansion.
At the FMA Conference in May, hosted
by KPMG at 15 Canada Square, the
headline attraction was an end user debate
between four prominent in-house facilities
managers and an audience filled with
representatives from some of the top
contractors and suppliers in the UK. As
moderator, it was fascinating to hear such
strong opinions about ways to improve the
tendering process to benefit both end users
and providers.
FMA dates in the diary
11th June 2013
Summer Boat Party
The Dixie Queen,
Butlers Wharf Pier
London
12th September
FMA Social Media Training
Westminster Kingsway College
London
26th September
Networking Event
Venue TBC
|
Before any such debate can take
place, however, it is imperative
that we make a distinction
between the public and
private sectors.
Building
relationships
pre-tender can
prove challenging in
both sectors, and for
the provider it is difficult to
showcase the innovation and
skill they have at their disposal to
potentially win a contract.
However, in the public sector where
certain lengthy and detailed contract
documentation is necessary, this actually
often makes the process more honest and
receptive to change, meaning adaptation
pre-tender is common. Often this is based
on the supplier’s opinions as well as offers
of innovative procedures and methods. The
lines of communication can remain open
rather than a sealed process.
Contractors who consistently win public
sector work know the process well and
work hard to keep the lines of
communication open pre-tender. This is
key to a successful tendering process and
helps to agree on a particular set of
requirements that is both realistic and
achievable.
Within the public sector it also comes
down to budgets and, more often than not,
contracts are won based on price rather
than using innovative techniques within
the FM industry.
In the private sector, potential clients at
@FMJtoday
tender can more readily use past
experience and success. While there is
greater scope on the client side to give
suppliers more of what they’re really
looking for and what they’d do differently,
this tender process tends to be more closed
with a specific set of procedures. If one
potential supplier poses a question, for
example, it will then be answered and sent
to all potential tenders. Nothing remains
as an advantage for one particular
tender.
Here then as an industry we
must ask ourselves whether
the contractor who already
holds the contract has a
distinct advantage. The
answer may seem
obvious, but sometimes
it’s not always the case,
particularly if the end
user has been
unhappy with the
current contract.
However, if they are
happy then they do
have a greater
opportunity to
regain the contract
if they already fully
understand what
the end-user expects
and needs.
Many feel that there should be some
kind of standardisation at the tender
process. In my opinion there shouldn’t be.
Although it already exists within the
public sector, we need to ask the question
should it exist in the private sector and do
we want to make it as rigid?
Realistic expectations, organisation and
open lines of communication with end
users are essential for a successful
tendering process.
FMJDATA.COM
FMJ

Fire & Risk Manager
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of Risk Management including Fire Risk, Cleanliness Assesments, Clinical Hygiene, Catering
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Key Features
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Register of Drawings
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Fire Incident Reporting with
(NHS - FPN11 Format)
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Summaries of Findings
Risk Registers
Graphical Findings Matrix
Action Plans
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By law, you need to be licensed
to play music at work.
You probably haven’t thought much about it. You’ve just got music on for your staff or customers. But did you know you need
permission from the music’s copyright owners if you play music, TV or radio aloud at work? It’s the law. But don’t worry, to get that
permission you simply need a licence from PRS for Music*(and in most cases, one from PPL** too). PRS for Music is a membership
organisation that acts on behalf of songwriters and composers to ensure they’re paid for the use of their work. So if you have music
playing, ask PRS for Music how you become licensed to listen today.
Contact PRS for Music on 0800 694 7344
or at prsformusic.com/musicatwork
*PRS for Music licences cover the vast majority of music originating from the UK and all over the world. However, if you play music that is outside of PRS for Music’s control, you may need an additional licence from
the relevant copyright owner(s). You will require a TV licence as well if you are using a TV in your premises. You do not need a licence from PRS for Music in the unlikely event that all the music you play is out of
copyright or is not controlled by PRS for Music. **PPL collects and distributes royalties on behalf of record companies and performers. Further info at ppluk.com. All music licences are required under the Copyright,
Designs and Patents Act 1988 which stipulates you must gain the permission of the copyright owner if you play music in public (anywhere outside the home environment).
KPI Survey
Property data, such as lease information and rent reviews,
is the subject of this month’s FM Index KPI Survey,
compiled by FMJ and Causeway.
round up
Keeping track of the estate
❯ Fig. 2: Methods by size (buildings managed)
As estates management and facilities management become more
closely aligned, there is increasing need for a management strategy
that separates the day to day FM detail from the financial health of
the estate. Furthermore, this information has become increasingly
important to the entire enterprise, feeding into both financial and
sustainability strategies.
In parallel, there is a general expectation at management level
that information should be up to date and reports should be
generated within relatively short periods of time. To gain a view of
how FMs are approaching the area of property management, we
asked them how they go about managing their key data.
Methods for managing property data were divided into
paper/manual, through the help desk system, using a separate inhouse software solution (typically spreadsheets) or a proprietary
third party solution. Across the entire sample, those FMs involved
in property management (62% of respondents) are more likely to
use paper/manual methods than to apply software to the task.
However, over the last four years there has been an increase in the
use of software for managing property data. These figures shown in
Figure 1.
This is in contrast to other FM areas that the FM Index KPI
Survey has been tracking over the years – such as help desk and
asset management. In these areas, which have been integral to FM
for many years, there has been a strong trend away from manual
methods and spreadsheet-based in-house systems to proprietary
software systems. This could be a result of property management
coming into the FM fold more recently.
We also compared the private and public sectors, finding that the
private sector makes more extensive use of manual methods, while
the public sector would seem to have embraced software solutions
(both in-house and proprietary) with more enthusiasm.
Clearly property management is more challenging in larger
estates so we compared property management methods for
different sizes of estate, determined by the number of buildings
managed by the FM department. Unsurprisingly, the use of
paper/manual methods predominates in the smaller estates while
this situation is reversed for larger estates – see Figure 2.
❯ Fig. 1: Methods used for managing property data
❯ Fig. 3: Methods by size (staff numbers)
50
Paper/manual
Through help desk
45
In-house soware
Percentage respondents
40
Purpose-designed soware
35
30
25
20
15
10
5
0
1-5
6-10
11-50
101+
70
60
Paper/manual
Paper/manual
Through help desk
60
Through help desk
In-house soware
50
In-house soware
50
51-100
Number of buildings managed
40
30
40
30
20
20
10
10
0
1-250
251-500
501-750
751-1000
1000+
0
2009
2010
2011
2012
JAMES ATKINSON
director, Causeway
“There is clearly a great deal of complex data to manage,
at both strategic and granular level, so it makes sense to
harness the functionality of software to make the whole
process more accurate and efficient.”
In parallel, we also broke the results down by organisation size,
based on the number of office-based staff. These showed similar
trends to those for estate size, as indicated in Figure 3.
Given that estates and FM information are often related it is
clearly useful and more efficient to be able to share information
between the two. However, of those using software systems for
both FM and property management, only 25% were able to share all
or most of their information. A further 18% classified the level of
information sharing as ‘some’ while 25% are unable to share any
information between these systems.
❯ IN THE NEXT ISSUE
In the next issue of FMJ we will be focusing on FM service providers and a range of data relating to the services they provide.
|
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FMJ
Workplace pensions law has changed, and it affects all employers. Some have already
enrolled their workers into a pension. It could take you up to 18 months to prepare.
Find out what you need to do and when at tpr.gov.uk/actnow
Workplace pensions. We’re all in.
|
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FMJ
FOCUS
There is no
such thing as a
difficult customer
WHATEVER CHALLENGES CUSTOMERS PROVIDE THEY CAN ALWAYS BE
OVERCOME IF YOU WORK WITH THEM AS TRUE PARTNERS. EVEN IF THAT MEANS
SACRIFICING THE OPPORTUNITY FOR PUBLICITY, SAYS ANDREW BROWN
H
ow do you perceive difficult
customers in facilities management?
Are they the customers that challenge
the service teams? Are they the customers
that change the brief and that do not have
a full understanding of the tasks they need
undertaking? Or, are they customers that
require you to work in a private world
where you cannot reveal the moments of
truth and examples of best practice that set
you apart?
There is no perfect customer. Whether
customers are difficult or not is dependent
on their market place, their own end users
and the relationship between service
provider and client. It is therefore, the
working relationship that is critical to long
term success.
For FM service providers, the ambition is
to build long term relationships that become
meaningful partnerships where the two
sides – supplier and client – can arrive at
mutually beneficial shared solutions.
For the service provider, this means
working as a team no matter how hard the
client or the contract framework may be to
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satisfy initially.
Working as a team, demands that each
player respects and trusts the skills,
experience and methods of the others. If
that does not happen then the combined
talent of the individuals will not add up to
the greater sum of its parts. In short, the
team will fail to perform. In support
services, the team ethic goes beyond just
the immediate employees of the service
provider. It encompasses the client and its
people as well – that is what makes
excellent facilities management a true
partnership between supplier and customer.
If there is not a true partnership then real
value from excellent facilities management
support will be hard to deliver and the
expectations of the end users will not be
fulfilled – the collective client and supplier
team will have failed.
So, how do you achieve such harmony?
In a nutshell it is about cultural fit. It is a
similar process to merger and acquisitions –
both sides must do their respective due
diligence research looking at the financial
and operational history, but equally as
important is the values and behaviours of
the whole organisation. That means your
people must be fully engaged with your
brand values and your commitment
to service, but also that these values
and behaviours correspond with the
potential client.
This means that the procurement process
is critical. You might think this is an
obvious statement, but too often in the
current economic climate procurement is
managed by consultants or dominated by
spreadsheets and a desire for short term
gain by the finance teams and there is not
enough focus on service delivery and the
outcomes experienced by the end users. You
cannot always sense that immediate cultural
fit – but with many clients there is an
intuitive understanding. Shepherd FM
demonstrated this publicly with Wragge &
Co and Hibu with whom it won the PFM
Partnership Awards in 2011 and 2012 (there
is plenty of evidence around from other
organisations right now as we are in the
middle of the awards judging season), but
the real test for service providers is with
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|
25
FOCUS
clients with whom we cannot we cannot
share success publicly.
One of the Catch 22 scenarios for FMs
about promoting their respective services
and facilities management generally is that
so much of the excellent work provided as
an industry, will never be known about
because it is done behind the scenes.
Facilities managers are often the unsung
heroes – publicly at least. But if as a service
provider you do have the trust, respect and
operate as a true partner then you will gain
the praise and recognition of your
customers no matter how public your
actions.
The world of law, banking and corporate
finance is one such sector that demands the
respect, silence and security of its support
service providers. Major investment banks,
consultants, law firms and their customers
expect to see no publicity about their
operations – unless sanctioned by them.
Very rarely will they agree to share
publicity that might be construed to support
a third party. But consider how these
institutions might operate if the facilities
service function stopped over night.
Business continuity is vital to these
organisations. They demand 24/7 support
via call centres, staff on site day and night
and the personal number of the account
director or managing director of the service
provider.
So, when one of the world’s largest
investment banks was critically affected by
the terrorist strike on the World Trade
Centre in 2001, they called upon their
|
facilities management provider. The full
story is likely never to be told, but the
operations in New York had no choice but
to be suspended immediately and they had
to be transferred to another core operational
centre in as short a time period as
necessary. The client made the call to its UK
based facilities service provider. A plan was
put in place to transfer and then set up all
of the New York based operations in
London within hours of the initial tragedy
of 9/11. The client lost the minimum
amount of down time and its operations
continued smoothly as the business
continuity plan was put into place.
This international bank enjoyed the trust
and support of its FM provider. But the
facilities management company also worked
hard to make sure that respect was never
taken for granted. It always aimed to go a
little further – small touches such as the
cleaners wearing shirts, ties and cuff links
to reflect the high powered atmosphere the
end users worked within, were all seen a big
tick in the box by the customer - but never
mentioned in a press release.
Business continuity is the real test of any
relationship between client and service
provider. It is the same in any crisis
situation – one sees the true nature of the
people you work with as there is often
nowhere to hide anymore.
A major corporate finance customer
recently suffered a massive power failure
when a buzz bar failed. The unit physically
melted. It was a technical failure that was
difficult to predict, but no matter how the
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issue arose the loss of power was critical to
the bank’s operations right across the world.
The situation needed to be resolved as fast
as possible, so the call was made to its
outsourced facilities management team via
a help desk and then direct to the senior
management.
The team had to confirm the nature of the
problem, find a way to re-connect power as
fast as possible but at the same time ensure
that the bank could continue with its
operations with the minimum of downtime.
This meant finding alternate power or an
alternate location from which to work.
This is exactly the kind of situation where
team work is vital. It requires total trust
between the outsourced service engineers
and client team. The clients do not want to
know the details of the problem – they just
want a fast, safe, sustainable solution and
they want it ‘now’. It is what this bank’s FM
service team were paid to do – provide
business critical support services. And,
whilst ideally the service provider would
like to showcase the episode as a case study
in best practice, it cannot do so out of
respect for the client and their respective
end users (despite the urgent pleas from the
PR team).
For business continuity to be provided
24/7 and throughout the year then complete
trust, openness and respect is required
between service provider and customer.
When you have that kind of relationship it
is a solid partnership and that is worth
much, much more than all the marketing
and case study material money can buy.
FMJDATA.COM
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@FMJtoday
FMJDATA.COM
FMJ
FM TRAINING
FOCUS
Investing in
people
At FM provider EMCOR Group, David Parker has honed his expertise for 30
years, advancing from apprentice to group executive director. Here he
discusses the importance of corporate support, staff development, and career
training at all levels of the organisation.
I
n the current economic environment, both
private and public sector organisations are
looking for improved efficiency in the
management of their estates, reductions in
operational costs and superior customer
service. This, in turn, leads to an increasing
demand for a higher level of facilities
management expertise. Facilities management
(FM) providers, such as EMCOR UK, are
ideally suited to deliver these services. It is
therefore important that FM providers focus
on improving staff expertise, in order to
ensure that all levels of the workforce are
equipped with the right capabilities to meet
these customer requirements.
As such, FM companies are playing an
increasingly integrated role in their customers’
businesses, exerting greater influence over not
just the operation of their customers’
buildings but also their wider corporate
strategies, such as property utilisation and
capital projects. To adapt accordingly, FM
employees at all levels of the organisation
need to have the required skills and
experience to fully understand their
customers’ needs and deliver the absolute best
service possible.
Additionally, the growing adoption of key
British Standard frameworks into the FM
industry necessitates a diverse skill set across
all levels of staff. For example, the BS 11000
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standard for collaborative working - of which
EMCOR UK was the first FM provider to be
awarded – encourages FM staff to work more
closely with their customers, from key site
workers right up to Board level staff.
Understanding the goals and strategic
direction of customers facilitates a closer
working relationship and helps facilities
managers achieve clients’ wider goals. By
working collaboratively, experience and ideas
can be shared, which allows areas for
improvement to be jointly identified and more
efficient methods of working to be
implemented.
At EMCOR we are passionate about
investing in employees, and believe the
constantly evolving world of FM requires
continuous employee development, training
and up-skilling.
Training and development
Facilities managers today require a rounded
skill set to accommodate their ever widening
job specification. A recent survey of FM
practitioners found that 54% of respondents
were currently undertaking some type of
formal job training. On-the-job experience is
also considered a highly valuable tool for
career advancement, with 91% of
respondents ranking this above qualifications
in this purpose. With the right attitude,
support, and a long-term programme of both
classroom-based and experiential training, it
can be possible for facilities managers to
progress through the ranks from entry-level to
the board.
Creating a positive culture
Training and development can also encourage
a closer relationship between employer and
employee; a level of staff engagement that is
particularly important in an industry where
staff can frequently be TUPE’d between FM
suppliers. In addition to formal training
programmes, a supportive company
environment and positive culture has an
important role to play in the facilitation of
career development, whilst also helping to
create a strong corporate-wide identity.
Another way in which a positive, open
culture can be built is by listening to the
views of employees from all areas of the
business. Doing so can help a company gather
a fresh perspective and boost staff morale by
making everyone feel like a valued team
member. EMCOR UK encourages this via its
Employee Satisfaction Survey, which provides
the perfect opportunity for employees to
highlight areas they feel need improvement;
this feedback is then used to help develop the
organisation in line with employee
recommendations.
@FMJtoday
|
29
FOCUS
FM TRAINING
The company provides training and
development at all levels of the business.
Thirty years since joining, the company
continues to invest in me, and I am now
responsible for 700 staff. I still attend
everything from regular health & safety
training, to senior management skills
workshops and director-level leadership
training. This is significant, as many training
schemes predominantly focus on those that
are just starting out in the industry and don’t
always recognise the changing needs of
individuals as they take on more senior roles.
Such support has enabled me to improve
my skill set and the quality of service I deliver
to our clients. As an example, I was directly
involved in boosting EMCOR UK’s service to
customers by identifying, procuring and
implementing a number of sophisticated IT
systems. At one of our key customer sites, we
have developed a shared reporting platform
that shows what is happening at that moment
across the portfolio - by building, individual
and work stream. What we see, our customer
also sees. This is just one example of our
open, transparent, collaborative approach that
our customers have told us is one of the
reasons they chose to continue to work with
EMCOR long term.
Ensuring customer excellence
Our customers are at the heart of everything
we do at EMCOR UK. The company is
committed to staff development as a means of
enhancing the competence of its people, so
that it can continue in its delivery of ‘best in
class’ FM services and exceed customers’
expectations.
Millions of pounds have been invested in
the business’ workforce, and the company has
developed a number of comprehensive
learning and development programmes and
innovative, interactive training schemes in
order to support staff throughout their careers
and develop talent from the bottom up.
Entry-level programmes, such as the
EMCOR Graduate Development Programme
and the EMCOR Trade Apprenticeship Scheme,
offer experience and skills development across
all areas of the company, via a mentor-led
rotational work schedule. EMCOR also
provides customer excellence behaviour-based
training to all levels of the organisation,
ensuring outstanding customer service.
EMCOR UK’s two-day First Line Manager
(FLM) scheme at the Royal Military Academy
Sandhurst is aimed at customer-facing
managers, teaching them the principles of
military leadership and how to apply this
knowledge to working life. Similarly, the Key
Account Management (KAM) programme,
which was developed and facilitated in
conjunction with Cranfield University, uses a
series of company and customer workshops to
teach EMCOR participants (from account
|
managers and directors to key functional
managers) how to identify the customers’ key
drivers, develop plans for improvement areas
and align the company and customer
objectives. Since its implementation, over
200 key account managers have successfully
graduated from the programme, and it has
helped EMCOR retain a number of its key
customers across a wide range of sectors,
including a microbiological research
organisation, a nuclear organisation, and
some key governmental departments.
All of these initiatives help to create
longstanding relationships with employees
and ensure all levels of the workforce are
being challenged and motivated to perform
at their best. They also provide a means by
which the organisation’s staff can improve
their knowledge and ability to deliver
consistently good customer service.
My career
As an FM professional, I believe that such
training opportunities are crucial not only
as a tool to boost personal development but
also to create a strong FM workforce for the
future. I am a product of such investment
now in my 30th year with EMCOR UK, having
joined as an apprentice in 1983. I have been
supported by the business throughout my
career and, having worked my way up
through numerous job roles, I have gained
a vast understanding of the wider FM
industry, which I draw upon every day to help
our customers.
@FMJtoday
Antony Cardnell
Antony Cardnell, 24, is
currently in his second year
of the four-year EMCOR
Trade Apprenticeship
Scheme. Formed in
partnership with national
training provider JTL
Training, this gives him
hands-on experience in a range of tasks, such
as plumbing, electrics and heating. In the first
three years of the programme, Cardnell will
spend one day a week undertaking classroombased learning at the College of North West
London and four days working at client sites
across the South East in order to build up his
professional portfolio under the guidance of
several EMCOR staff mentors. In his fourth
year, Cardnell will spend all five working days
on site, where he will need to pass a series of
independent inspections before becoming a
fully qualified building services engineer.
Cardnell says: “I am really pleased to have
been given the opportunity to start my FM
career at EMCOR UK. Having completed my
‘A’ Levels’ and initially working as a roofer, I
knew I needed a more challenging and varied
daily role and my apprenticeship offers
exactly that. Whilst the college-based learning
element teaches me the methods behind the
FM services, the on-the-job experience allows
me to put this understanding into practice.
Knowing that I have the full support of the
EMCOR team to develop myself while also
enhancing the level of customer service we
deliver is really fulfilling.”
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FMJ
QFM Software for
Tablet Devices
Keeping Your
Facilities in
Good Health
www.swg.com
[email protected]
+44(0)20 8877 4080
Optimises jobs in real-time
Improves workforce tracking & accountability
Provides onsite access to asset history &
performance via QR codes
Incorporates dashboard for informed
decision-making
WORKPLACE ART – PATRICK MCCRAE
AESTHETICALLY SPEAKING
DO THEORIES AROUND WORKPLACE DESIGN MAKE PRACTICAL SENSE WHEN IT’S
TIME TO IMPLEMENT THEM IN THE OFFICE? IN THE FIRST OF A SERIES OF COLUMNS,
PATRICK MCCRAE, FOUNDER AND DIRECTOR OF WORKS IN PRINT, LOOKS AT THE
CURRENT STATE OF WORKPLACE ART RESEARCH.
I
f you had visited Clerkenwell Design Week
last month you would have encountered a
multitude of sessions talking about subjects
such as workplace design, colour, and new
ways of working. Among them, one
particularly stood out; it was a BIFM debate
from the reincarnated Workplace SIG on the
use of designers in creating a working space:
costs vs. design, experts vs. occupiers and, key
to this article, aesthetics and their impact on
productivity.
Interestingly, during these debates, quite
often opinions were stated but rarely
quantified. People’s thoughts on workplace
wellbeing and productivity are, of course, valid,
but when trying to demonstrate tangible
benefits of any workplace cost or change to
someone who has to actually make those
decisions, one needs to be able to back up
thoughts by being more specific. As it stands,
research into the benefits of art in the office is
subject to the same problem: there have been
articles and white papers written, but few
demonstrate the benefit above the aesthetic.
With this in mind, welcome to the first in a
series of articles looking at research into art in
the office, culminating in the publication of a
rigorous longitudinal research paper based on
real world examples. Here, we focus on
research to date and highlight that disconnect
between what people expect from art and the
workplace art provision.
Research to date
In a survey by New Hampshire Business
Committee for the Arts and the International
Association for Professional Art Advisors
(IAPAA) more than 800 workplace occupants
across the USA felt that art was an important
element of their workplace environment. Those
surveyed said that it had a very positive impact
upon them by reducing stress and broadening
employee appreciation of diversity. They also
felt that artwork helped to increase their
creativity and productivity while also
enhancing morale. Overall, 82% of respondents
felt that artwork was important.
A similar study was undertaken by the BCO
|
recently in which 60.8% of respondents
claimed that art simulates creativity in the
office and had similar over-arching feedback.
These results are particularly interesting
when studied in conjunction with doctoral
research conducted by Dr Jenny Thomas,
whose work focuses on evidence-based design.
Here the provision of artwork frequently rated
the least satisfactory aspect of the workplace
environment. While many organisations had
installed artwork in their reception area and
meetings rooms, very few of them had
incorporated any in the main office area. A
total of 16 different workplaces were evaluated
to discover the impact that the workplace as a
whole was having upon satisfaction,
stimulation levels and perceived productivity.
The results of the research showed that 70% of
workplaces had no artwork installed in the
main office area and 95% of people could not
see a piece of artwork from their workstation
clearly, demonstrating that artwork provision is
being neglected.
There exists disconnect between art in the
client facing area and the back office. Indeed,
the Leesman Index, an independent workplace
effectiveness measurement tool, supports these
findings, reporting that 54% of the 30,000
people who have completed their survey were
dissatisfied with the artwork provision in their
offices. A further were 27.5% neutral but
around 50% thought it was an important part
of an effective workplace.
Culturally, art can define ages. Socially, we
dedicate great institutions to it. And
financially, it’s a multi-billion pound industry.
It is an industry whose products receive great
media attention and scandal, and that everyone
has an opinion makes this a heady mix –
whether positive or negative, art inspires
conversation. We are taught it from an early
age, we appreciate it at school and we have it
on the walls of our homes, yet, we forget about
it in our workplace. Data and research from
bodies in the UK and the US have shown that
people think artwork is important, but that on
closer analysis, there is not a suitable
provision. Is this because art is so massively
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subjective that people just don’t agree? Maybe
– but seminars we have run with Dr. Thomas
to a wide range of facilities managers,
designers and occupiers show massive
commonality in the selection of artworks for
different spaces. The reason we get these
ratings is because of the way art is chosen in a
commercial setting, from the top down.
It’s almost common knowledge that change
inspires a shift in productivity and by
empowering staff in the office to make
decisions that enrich their space you can see
tangible increases in satisfaction.
So it is not that art isn’t needed or wanted in
the office; it is that people are getting it wrong.
There is a discrepancy between the Arts
Council England’s ‘Art for All’ programme (i.e.
the back office) and the client facing areas. The
research we consulted on last year here at
Works in Print looked at engagement methods
to complement the trophy pieces in the front
office, by bringing art to the main office area
and using it as an engagement
tool – showing its impact
on the business.
FMJDATA.COM
FMJ
COMPANY INSIGHT
FOCUS
Norland ramp up design,
build and operate service
for critical environments
Norland, one of the leading providers of building services and facilities management and the CIBSE
‘Contractor of the Year’ for 2013, has created a new role of ‘Construction Director’ within its highly
successful Critical Environment Services team.
The role has as its remit the design, build
and operation of large scale fit-outs
specifically for the data centre market and
extends Norland’s significant success to date
in this area. Similar senior construction and
project management roles also exist within
the company’s other two divisions as part of
Norland’s overall development of a major
project capability for large capital works,
which it calls Norland Construct.
Norland’s Critical Environment Services
team is a specialist team of experts working
with data centres and large enterprises to
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support their business-critical, high-risk
operations with 24/7 technical support.
Norland already conduct significant fit-out
work and project manages large capital
works for some of the world’s most
prestigious data centres and, only this year,
completed the first stage fit-out of a
11,475 sq ft facility on the Cobalt Data
Centre Campus.
In recognition of his significant industry
expertise, Norland has promoted one of its
existing head of projects, Robert Giles, into
the role. Norland has created the
Construction Director role to bring focus
and definition to the design and build offer
and to extend its services in this area. With
more than 15 years experience in
construction and property development,
Robert has been with Norland for over 2
years and has been the lead on many of the
company’s major projects including the
work with Cobalt. A true professional Robert
has a comprehensive track record of overachievement in his roles to date, which has
seen him earn a reputation for managing
teams that deliver complex projects whilst
exceeding customer’s expectations. Robert is
a customer-focused, enthusiastic
management professional who has a sound
background in critical systems and is
experienced in managing construction
delivery teams.
Tony Smith, managing director of
Norland’s CES capability said: “Robert
brings a wealth of experience in design and
build which will mean we can really take
advantage of the many opportunities we are
seeing. The new role will be instrumental in
growing our critical construction
management services with both new and
existing customers and fuel our continued
growth in this market place”
The design, build and operate service will
dovetail with CE360, Norland’s awardwinning white-space management solution
which includes a bespoke set of critical
environment-specific risk mitigation
processes and procedures known as CERM as
well as ICT infrastructure, professional
services and more general FM capabilities
Robert said: “I look forward to
demonstrating the customer benefits of a
converged approach between construction,
ICT infrastructure fit-out and facilities
management services. Norland is in a
pivotal position to define the standard to
which high-availability data centre services
are created and delivered.”
@FMJtoday
|
33
The FM
insider
Simon Esner
The FM Insider is a series in which we invite the
specialists serving us to imagine they are sitting in the
facilities manager’s chair. We ask them to look at their
world from your perspective; if they had to be an FM for
a day, how would they approach the job? What insider
knowledge would they bring to bear on the role?
Stepping into the FMJ facilities manager chair this month is Simon Esner,
director at BaxterStorey, the food service and hospitality business.
Facilities Management Journal: What
specialist skills do you bring to your role?
Simon Esner: I’ve worked in the food
service industry for my whole career, so I
have an in-depth and detailed understanding
of the sector. I started out as a chef and
worked at top London hotels and
restaurants for 20 years, even doing a stint
in Switzerland. I then moved onto being a
restaurateur in Hertfordshire with my own
very successful Italian restaurant.
The time came when my family
commitments were more pressing and I
needed to address my work/life balance
and that’s when I moved into food service
management, first as an ops manager and
then working in business development,
where I sit now.
Because of this breadth of experience, I
understand the role of a caterer inside and
out. I also have grounded knowledge of
what is needed from an FM point of view
and our role in helping facilities managers
make the best use of their building both
economically and environmentally.
As a provider of in-house catering and
restaurants, we respect the fact that a
facilities manager is giving up valuable
space to our operations and it’s my role to
help make sure they and their workforce
are getting the most from their square
meterage, that they are receiving the
highest quality catering and service
offering, and that the services we’re
providing are as sustainable and efficient
as possible.
FMJ: It’s your first day on the job; what sits
highest on your list of priorities?
SE: My first priority is always getting to
know the team, at all levels. From supply
chain and procurement, so that I can make
sure we’re sourcing the highest quality
local produce, to health & safety, so that
I can ensure a safe and sustainable
operation, my goal is to make sure we are
100% ready to provide the absolute best
service possible.
Customer service is always top of my list
and this is reflected in the robust, specially
designed training academies we have in
place to guarantee everyone from
leadership personnel to chefs, baristas and
front of house are delivering at a
consistently high level. When I walk into
|
that first day on the job, I want to know
that we’re all systems go and no wheels are
going to fall off.
FMJ: How are you going to gain the support
of the board?
SE: As a board member you might think this
question is irrelevant, but far from it. Each
of us on the board of BaxterStorey bring to
the table a raft of experience and it’s the
opinions and insight of others that help you
to hone an idea and make it into something
great, or tell you when you’re barking up
completely the wrong tree.
It was my idea to work with Fred Siriex
to create our bespoke front of house training
programme, the Art of Service, but it was
with the support of the rest of the board
that I got it off the ground and it’s now
delivering exceptional results for our
business.
FMJ: In 2013, can we now confidently label
facilities management as ‘strategic’?
SE: Most definitely. With a good facilities
manager you get a well-run building and a
well-run operation, which benefits the
organisation, its employees and its visitors.
The position of the facilities manager should
be valued as a strategic role that is integral
to an organisation’s future.
A good facilities manager will be
considering not just the current requirements
of the building they care for but also what
lies ahead, so that they can mitigate any
issues before they occur and put in place a
strategy that sees the right suppliers,
equipment and products in place to enhance
the general environment for those using
the building and ensure longevity of life for
the whole facility.
FMJ: What are you looking for from
your suppliers?
SE: Sustainability and quality is key to us,
particularly when it comes to the produce
and equipment provided by our suppliers. It’s
imperative that our suppliers reflect our
values and that’s why we put such an
emphasis on supply chain autonomy,
meaning we can work with local artisans
and leading providers to offer our clients a
bespoke service that best suits their needs
and is sustainable.
We have great confidence in our suppliers
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and are always challenging them to innovate
and help us enhance our service offering. In
our restaurants, we want consumers to enjoy
top quality food and service. Behind the
scenes, we want to be doing everything we
can to mitigate our environmental impact and
reduce that of our clients.
FMJ: Which service delivery model will you
favour when buying in a range of services?
SE: Whether we’re involved in the
refurbishment of a client location or putting
one of our restaurants into a new build facility,
our criteria for choosing suppliers is always
the same:
• We want the design team we work with to
have a real understanding of retail catering.
• Products and equipment need to be energy
efficient and sustainably procured wherever
possible.
• We want to work with organisations that see
our customers as vitally important – customer
experience is paramount in our business.
FMJ: Do you think cost will have a detrimental
effect on the quality and value of services?
SE: It definitely doesn’t have to. BaxterStorey
prides itself on locally sourced food, giving
chefs autonomy to purchase local produce –
this method not only provides quality
ingredients but can also be very cost effective
as we’re able to make use of flavour-rich
seasonal produce which is plentiful and
subsequently inexpensive.
FMJ: What mistakes will you try to avoid?
SE: While it would be great to say I’ll never
make any mistakes, it almost certainly
wouldn’t be true. And actually, I’m a firm
believer that you learn some of the best
lessons from your mistakes. I wouldn’t be
where I am today without having made a few.
FMJ: What would your big idea be?
SE: I’d love to develop a piece of equipment or
a system that reduces water wastage. Water
usage and wastage is one of the biggest
issues facing the hospitality industry and
facilities managers today, so it would
be great to be the person who came up with
a solution.
If you are interested in participating in The FM Insider,
please contact the editor on 01322 662289 or email
[email protected].
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SECURITY
FOCUS
Safety in
As changes to healthcare funding within the NHS come into force, it is
important to remember that the safety of patients in hospitals is critical
regardless of budget. Jeremy Cassady, managing director of Securikey,
examines the security risks unique to hospital buildings and identifies some
of the low cost, long-lasting hardware options available to tackle them.
t goes without saying that, for those in
need of a medical procedure or in a
vulnerable state of health, there is an
innate desire to be looked after in an
environment that is safe and secure.
Hospitals need to provide appropriate
health & safety measures that will greatly
minimise the risk of crimes or accidents.
The challenge is to do this effectively
whatever the budget.
For those institutions funded by the
National Health Service, financial plans
are only just in the process of being
finalised. This is due to the changes
published last year in the Health and
Social Care Act 2012, which came into
force on 1 April 2013. As a result of this
restructuring process, local authorities will
be in charge of allocating their own
budget in order to meet the specific needs
of their communities.
I
requirement for essential security
equipment such as high quality safes for
controlled drugs. Fortunately, when it
comes to installing physical security
measures in hospitals, throwing endless
money at the problem is not the optimum
solution. The aim is to achieve the perfect
balance between maintaining a welcoming,
safe environment while providing sufficient
protection for patients and hospital
employees, in addition to safeguarding
valuable assets such as medical equipment
and drugs. Therefore, appropriate risk
assessment is essential in the first instance
in order to identify the main security risks.
The most suitable equipment to meet legal
standards and minimise the possibility of
crime or accidents in the long term can
then be selected, while contributing to an
environment in which patients and staff
can feel safe.
Striking a balance
Regardless of the available budget,
however, there will always be a legal
Localising security
Hospitals present their own unique
challenges in terms of safety and security,
FMJ
FMJDATA.COM
not least because they are effectively open
campus environments. Staff are unable to
carefully monitor who is entering the
building at every moment of the day and
night and are unlikely to stop and question
a stranger due to the large volume of
people coming and going. Coupled with the
sizeable amount of controlled drugs that
are administered and stored onsite,
identifying and implementing appropriate
safety measures is vital.
The most effective solution to safeguard
controlled drugs is to localise security
within small areas through the installation
of safes and secure cabinets, as these are
much easier to protect than an expansive
area. It is vital, though, that the physical
products selected provide a sufficient level
of security. Small stocks of controlled drug
raw materials and preparations must be
held in safes that have been certified to
BS/EN 14450, or in cabinets that comply
with the specification set out in the Misuse
of Drugs (Safe Custody) Regulations 1973
and these should ideally be constructed
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37
from heavily graded material, such as mild
steel sheet at least 2-3mm thick. The safe
or cabinet must also be fitted with a robust
lock, such as a multiple point locking
mechanism. Safes certified to BS/EN 1143-1
can also be used for smaller volumes of
controlled drug raw materials. In both
cases, the safe or cabinet must be agreed
upon following discussions with the Home
Office Drugs Licensing & Compliance Unit.
Leading manufacturers of physical
security products can offer a variety of
robust safes that are specifically designed
to meet these regulations. Decision makers
in the healthcare sector are also advised to
look for appropriate test house badges and
logos to prove these products have been
independently tested and subjected to
severe attack tests in order to meet the
relevant criteria. Features to look for
include a steel body at least 4mm thick,
three-way locking bolts and a ‘VdS class 1
approved’ safe lock to ensure optimum
security. A dual locking facility will
enhance the level of security still further,
and it is also greatly beneficial to have a
choice of locking systems, from various
electronic locks to wheel combination
locks, so that the safe precisely meets the
needs of the individual department or
hospital.
Controlled access
However, it is not just controlled drugs that
need to be kept secure. Hospitals are filled
with expensive equipment that could either
be stolen or would be dangerous or costly
to replace if tampered with. In addition, the
presence of newborn babies unfortunately
brings the threat of abduction if strangers
were able to gain access to the maternity
wards. Therefore, it is important that rooms
containing medical equipment, babies and
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infants remain inaccessible to anyone who
is not a member of staff. One of the most
simple and effective methods is to put
access control measures in place using
mechanical digital door locks, which are
utilised in numerous hospitals across the
UK and offer a number of advantages over
traditional key lock systems. As well as
being self-contained, these locking systems
eradicate the need for keys, cards or tokens,
which can get lost, damaged or stolen. If
codes are compromised, security can be
reinstated quickly and easily. Mechanical
digital door locks can be installed either
internally or externally and leading
suppliers offer high quality, industrial
stainless steel options that are incredibly
long-lasting and will not corrode even
when installed on outbuildings, providing
real value for money whatever the budget.
Safety and mirrors
Safety and security go hand in hand,
especially within busy hospital
environments, and
mirrors have become
another important and
cost-effective factor in
accident prevention.
When strategically
placed, convex mirrors
can greatly improve
visibility and eliminate
blind spots, thereby
reducing the risk of
collisions and subsequent
injuries. This is
particularly important in
busy areas such as
corridors and at
intersections where there
is a high risk of injury
due to the large volume of
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people and the daily transportation of beds
and wheelchairs. The choice of mirror is
dependent on the application, with quarter
face mirrors best suited for corner
placement, half face mirrors ideal for
corridor intersections and round convex
mirrors suitable for areas such as reception
for increased surveillance.
Mirrors can also be used as a powerful
deterrent for antisocial behaviour in areas
such as A&E, which although originally
intended as a service for emergency care,
can find itself as a refuge for the homeless
or mentally ill, or even as an entry point
for visitors trying to enter the hospital
after-hours. Workers are also at higher risk
from patients who may be under the
influence of drugs or alcohol, increasing
the threat of abusive behaviour. Dome
mirrors offer one effective security
measure, as they provide a 360° view when
installed on a ceiling, allowing staff,
patients and visitors to better monitor their
surroundings.
There is also the need for safety measures
to be taken in the local vicinity of the
hospital building. Car parks, drop-off
points, ambulance bays and pedestrian
crossings can be made safer with the
installation of external security mirrors,
which will be built to withstand outdoor
environments. When positioned correctly,
these mirrors will optimise the field of
vision for drivers and reduce the likelihood
of collision.
With such an extensive range of safety
and security products available to meet the
unique needs of the healthcare sector,
authorities and private health officials can
easily purchase equipment that will fulfil
their risk assessment criteria and meet
legislative requirements while remaining
within budget. In addition to offering high
quality products, a good supplier will also
provide extensive advice from initial
enquiry through to final installation,
ensuring maximum protection for hospital
staff, patients and visitors.
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CAN I SEE YOUR
ID PLEASE?
This year will see substantial changes introduced to the way security personnel and
businesses are licensed and regulated in England and Wales. Servest Group’s Gavin
Hughes explains what security firms – and their customers – need to know.
R
egulation of the private security
industry in the UK is set out in the
Private Security Industry Act 2001
with responsibility for delivering regulation
sitting with the Security Industry Authority
(SIA), a non-departmental public body
accountable to the home secretary.
|
Background to the changes
As part of the cuts in public spending to
reduce government debt, the coalition
government undertook a Public Bodies
Review in 2010. The review looked at 900
bodies and agreed to reform around 500,
with over 200 abolished and more than
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170 merged. The review concluded that the
SIA’s functions should be reformed and a
new regulatory regime and regulator
established, reflecting the maturity of the
private security industry and supporting
the industry’s willingness to take on
further responsibility and be more
FMJDATA.COM
FMJ
SECURITY
accountable for its actions.
In November 2012, the Home Office
published a public consultation document
on a proposed regulatory regime for the
industry. The consultation closed in
January 2013. This article explores the
proposals, which are likely to be set in
stone later this year when the Home Office
publishes its conclusions.
The proposed changes to the UK security
industry are coming in two phases. The
first phase will put in place a new regime
for business regulation by the end of 2013.
The second phase will consist of changes
to the status of the SIA and enhanced
enforcement powers.
Phase one
The main change in the licensing and
regulation of security services is a focus
away from the individual and an emphasis
on the licensing of private security firms.
Under the proposals, it will be a criminal
offence for a business to provide a security
service unless that organisation is
approved to do so by the SIA. The SIA will
publish an online register of regulated
businesses to allow end-user clients to
check that potential, and existing, security
partners are SIA approved.
It is highly likely that all members of the
Approved Contractor Scheme (ACS), a
quality scheme administered by the SIA,
will automatically qualify for a business
licence. While the scheme is not
officially the end of the ACS, as any
such changes can only be made through
primary legislation, the new regime’s
intention is that the private security
industry will take responsibility for
the scheme.
These proposals only affect England and
Wales as the Scottish government and the
Department of Justice for Northern Ireland
have devolved responsibility for the
regulation of the private security industry.
The Department of Justice in Northern
Ireland has recently completed a separate
consultation that set out options for future
regulation in the region.
The government hopes to have the
necessary regulation in place by the end of
2013 with business regulation starting in
April 2014. This means that all security
businesses will need to be regulated by
April 2015. Failure to do so will be a
criminal offence.
This new regime will provide greater
transparency and accountability.
Although the Home Office and SIA are not
able to estimate the cost of the new regime
to businesses, the aim is for the cost to be
reduced with business approval fees being
dependent on the size of the business.
FMJ
FMJDATA.COM
Impact on security businesses
Under the changes, security businesses will
need to demonstrate that they carry out a
licence application process that confirms an
employee’s identity, address history,
qualifications, and right to work in the UK.
The SIA will be responsible for checks in
relation to criminality. Such basic checks
could be undertaken by the security
company itself (subject to specific SIA
approval – they would be known as Trusted
Security Providers) or by an approved third
party, known as Mediated Access Partners.
SIA-regulated businesses will need to
demonstrate that they were both ‘fit and
proper’ and competent to trade in the
industry. This could include:
• Having a verifiable business name
and address.
• Confirming the identity of those who hold
certain positions, such as directors and
partners of the business.
• Meeting statutory insurance requirements.
• Where applicable, meeting HMRC
registration and compliance requirements.
• Ensuring that there are no outstanding
County Court judgments, defaults or other
adverse financial information.
• Supplying a Companies House registration
number, where applicable.
• Supplying an end of year return to
Companies House, where applicable.
• Whether there is evidence of intentional
obstruction, false information given to, or
contravention of the requirements and
standards of regulatory and other
authorities.
• Whether there has been any insolvency,
liquidation or administration of a
previous business.
• Whether there has been any investigation,
discipline, censure or criticism by a
regulatory body, court or tribunal.
In addition, businesses will be expected to
conform to relevant sector specific British
Standards including: BS 7499 Security
Guarding; BS 7872 Cash and Valuables in
Transit; BS 7958 Public Space Surveillance
(CCTV); BS 7960 Door Supervision; BS
8507-1 Close Protection; and BS 7984 Key
Holding.
Penalties
Under current legislation the SIA would be
able to issue informal written warnings,
informal improvement notices, impose
conditions on a business approval, and
revoke a business approval. However, new
legislation would be required to grant the
regulator with powers to impose financial
sanctions on businesses that are not
compliant.
The SIA’s intention is that the majority of
FOCUS
compliance would be carried out in a
supportive way with the possibility of
sanctions appropriate and proportionate to
any regulatory breach. The regulator would
reserve more severe sanctions for the most
extreme cases of non-compliance, based on
scale, frequency and particularly serious
criminal offences. In such cases, the
regulator would consider a formal criminal
investigation and may seek a criminal
prosecution.
Impact on security professionals
Security personnel will still be placed on a
register of security operatives and will carry
an ID card that will confirm their
accreditation on the register. This includes
the requirement for a Disclosure and Barring
Service check – which replaced the Criminal
Records Bureau check last year – to be
completed.
New security guards will apply for their
licence through their employer, or a third
party, who will validate documents, check
photographs, accept payment, and submit
checked licence applications to the SIA. The
regulator will then undertake criminality
checks. The individual licence period is yet
to be decided but is likely to be longer than
the current three years.
The idea is that the SIA would continue to
issue individuals with a licence card as proof
of their registration. However, it is possible
that the register alone could be sufficient. If
individuals were not issued with a licence by
the regulator, then the employer could be
required to issue individuals with an
appropriate badge so that they were easily
identifiable.
Impact on purchasers of
security services
Under the new regime, purchasers of
security services will be required to
undertake checks of their security providers
to ensure that they are licensed.
Organisations which directly employ their
security staff – known as in-house security
– rather than contract them through a
security company, are not included in the
new regime. But they may be included in
future legislation. However, individuals
undertaking in-house door supervisor
activity (and vehicle immobilisers in
Northern Ireland) would continue to be
regulated, as is currently the case.
Phase two
The second phase will consist of changes to
the status of the SIA and enhanced
enforcement powers. This requires new
legislation and will take place over a
longer period of time when parliamentary
time allows.
@FMJtoday
|
41
BREEDING
CONFIDENCE
Dogs have a long standing history of being used to guard premises and, today,
they are playing an increasingly vital role in the provision of a modern security
service says Ali Tod, dog section manager at Ward Security.
W
hile man’s best friend may be more
commonly trained to fetch the
newspaper, the strategic use of dogs
in securing our society has a long history.
Dogs of warfare have been popular among
many civilizations over the ages. In ancient
times dogs were trained and used in battles
and so highly coveted that they were
regularly used as gifts between European
royalty throughout the middle ages. Napoleon
was known to use dogs to guard naval
|
installations in France and dogs were used as
messengers during World War I and World
War II. Since a trained dog was faster than a
human runner, it presented less of a target to
a sniper and could travel over any terrain.
They were also thought to be a psychological
comfort to men in the trenches.
More recently dogs have actively
participated in the conflicts in Iraq and
Afghanistan and continue to have a
significant role in modern military usage. As
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well as being trained in combat, they perform
as scouts, sentries and trackers. Their keen
senses of smell and hearing make them far
more effective at detecting dangers than
humans. Not to mention they are also
ferocious, courageous and intelligent.
Equally, the use of dogs by the police is a
longstanding and accepted practice for law
enforcement as well as search and detection.
The value of the police dog has been
recognised to such an extent that there are
FMJDATA.COM
FMJ
SECURITY
over 2,500 police dogs employed amongst the
various police forces in the UK. The
Metropolitan Police has the largest police dog
breeding programme in the UK, supplying not
only the capital city, London, but many other
parts of the UK and the world with police
service canines.
All these facts allude to the certainty that a
well-trained dog is extremely reliable and,
consequently, there is an increasing use of
dogs as a means of security by companies
operating in both the public and private
sector.
Specialist private security firms assisting
the police with passive searches of people
using dogs, as well as searches of cars and
property for narcotics and explosives, is now
common practice. With government austerity
cut backs targeted to streamline public
services by 20%, the outsourcing of dog
services by the police is increasing as the cost
of employing on an ad hoc basis makes sense
when compared to the cost of having their
own dogs.
In the private sector, businesses that have
properties based in high profile locations or
sites that temporarily stage a major event are
beginning to increase their use of dog
handling teams to conduct perimeter searches
of their premises. For example, on the
morning of Baroness Thatcher’s funeral, a
team of dog handlers from Ward Security
visited the sites of its clients that were on the
funeral procession route to conduct extra
searches of the extremities. In these cases
having dogs on the ground provides an extra
level security and reassurance over a lone
security guard.
People tend to be more scared of dogs than
cameras. Therefore, some types of private
security work are better served with patrol
dogs than the use of security officers or
cameras. This is certainly the case where
security officers might be at risk or if there
are large areas to patrol. Businesses that have
to store goods outside, such as exhibition
centres, manufacturing sites, construction
developments and car showrooms, are often
better served with a guard dog. Overall, the
presence of a dog on a premises will be
enough to deter intruders preparing to enter
the property.
Park patrolling is a growing area in which
local authorities are using private security
firms and, in particular, dogs. Bromley
Borough Council is a prime example using
Ward’s dog handlers to provide a safe
environment for its residents in all parks and
open spaces. As the largest of the London
boroughs, it has 156 parks and open spaces,
52 allotment sites, seven cemeteries and
numerous sports pitches. Bromley previously
operated an in-house security service, but it
did not prove as cost effective or efficient as
outsourcing. As custodians of the parks,
Ward’s dogs have been specially trained for
the council’s park requirements. There is still
a common misconception about the
suitability and safety of security dogs with
the general public and, in particular, park
patrolling. Given that the people mostly using
these parks are law abiding citizens, the
selection of the dog is crucial to providing a
community friendly service. The dog’s
temperament must be able to defend itself
and its handler but also have the sociability
FOCUS
and control to carry out the role with the
public safety in mind. Integrating dog teams
with the public is key to providing a safe and
effective security service whether it is in a
park, office building, at an event or when
passive people searching.
Dogs were vital to bringing calm to the
streets of Bromley in August 2011 when the
UK experienced thousands of people rioting
over the course of two days. Bromley Council
was quick to respond to isolate mindless
damage caused in the borough’s high streets.
The strategy was to call in Ward’s team of
security dog handlers to work alongside the
police, reassure the public and be a visible
deterrent to the rioters.
As dogs and handlers become more
requested, the need to train dogs becomes
greater. Ward Security has 40 dogs and a
longstanding programme that allows them to
identify and train dogs from puppies. A
substantial investment in a new kennel
facility now means that the company can
also further extend the services of its dog
section. Before they are ready for action,
security dogs start their training when they
are between one and two years old. They tend
to retire at eight years of age, at which point
the handler keeps them as a family pet. All
Ward Security’s dogs live with their handlers.
As a company, Ward Security believes dog
handling as a career is a vocation similar to
choosing a career in the forces.
Ward Security’s General Purpose Patrol
Dog Unit has achieved more arrests than any
other division within the company, so it’s
safe to say a dog and a handler is a very
good security combination.
Ali Tod was a dog handler
and instructor in the police
service for 22 years prior to
joining Ward Security. He
became an instructor in
1998 and worked in the Met
Office police dog school for
eight years. He holds
instructor qualifications in all
aspects of dog handling and
won the National Police Dog
trials in 2002 with his dog
George. Tod now heads up
the dog handling team at
Ward Security.
FMJ
FMJDATA.COM
@FMJtoday
|
43
ASTFacts
The right temperature on tap
FMJ aims to support technical expertise in the FM market.
As part of this, we offer FASTFacts – a series of specialist summaries with signposting to
further sources for the expert reader. This month Nick Taylor, sales director for Zip UK,
explains why instant boiling water taps and instantaneous water heaters are worth
tapping into when it comes to creating an efficient workplace.
Effective solutions
Keeping employees hydrated and offering
effective hand washing facilities are two
issues that are always front of mind when
making a workplace efficient. Zip offers
solutions that can help make a workplace
run smoothly in terms of time, space and
energy usage.
Firstly, its boiling water systems –
the HydroTap Miniboil, HydroTap and
Hydroboil Plus ranges – ensure employees
can have access to hot and cold drinks in an
instant, while its InLine water heating
systems make running hand washing
facilities more effective.
Where would you consider opting for
a boiling water tap?
The applications are far-reaching. Boiling
water taps are fast becoming an invaluable
addition to the homes, schools, offices,
restaurants or hospitals, and in many cases
provide a much more effective replacement
for the kettle, tea urn or space-zapping
vending machine.
What are the benefits?
We all increasingly want things in an instant,
from a hot drink in seconds to news at our
fingertips. If you consider how long is spent
waiting for a kettle to boil for a hot drink in
an office environment, it is easy to see why a
product which can make valuable savings
can come into play. Add to this the countless
times we may reboil a kettle that has been
forgotten and we are also guilty of wasting
energy; something which will become ever
more costly as fuel prices continue to rise.
How do these appliances cater for
differing demand?
As with so many things ‘one size does not fit
all’, so the breadth of Zip’s ranges offers an
option for a variety of locations, capacity
levels and requirements.
In a home or small office environment,
where demand will mainly be in small
amounts across the day, the Zip HydroTap
Miniboil is ideal to deliver filtered boiling
and cold water, particularly where space
is limited. For the additional option of chilled
filtered water and chilled filtered sparkling
water, Zip’s Boiling and Chilled and Boiling,
|
Chilled and Sparkling HydroTap models, fit
the bill. In both cases these appliances
can be installed at the sink or as a
standalone feature with an integral font
and drip tray, opening up the design options
and applications further.
However, if user demand on the installation
will be consistently busy throughout the day,
in a hospital, fire station, catering outlet or
large office for example, or where there may
be a peak in the need for boiling water at key
times, Zip’s wall mounted Hydroboil Plus
range may be more effective.
Will these appliances save energy?
Zip’s unique Power-Pulse technology reduces
the energy needed to heat the water by
giving a boost to the stored water at
intervals, requiring little time and energy to
get back up to temperature; avoiding a
continuous heat cycle or having to heat
water from cold as you would with a kettle.
An inactivity sleep mode automatically cuts
in when the appliance has not been used for
two to four hours, depending on the model,
allowing the temperature to drop to 65°C,
maintaining this temperature until boiling
water is needed again.
The Hydroboil Plus also includes a highly
efficient Steam-Heat-Boost system to recycle
the steam stored from the boiling water to
heat the incoming mains cold water, further
boosting its efficiency. A low-light sleep
mode can also be activated to switch the
Hydroboil Plus off when the room lights are
switched off and switch it back on when
water is next drawn off or the lights come
back on – an exclusive energy saving feature
for Zip appliances.
What are the safety points to note?
As with any product where hot water is
concerned, safety has to be a main
consideration. Therefore, Zip has
incorporated unparalleled safety features
across its ranges. Unlike many models on the
market, Zip’s technology means that the
taps remain cool to the touch, during and
after use. Fingertip control gives greater
accuracy and Zip’s straight pour fills without
splashing. You can also select the
temperature at which the water is stored, a
real plus when advising on home and
@FMJtoday
workplace installations which may have
different needs.
The safety locks are automatic on the Zip
HydroTap and require a combined thumb and
finger operation to dispense boiling water. A
special procedure is required in order to turn
off this safety feature so that it cannot
accidently be removed. On the Hydroboil
Plus, the safety lock disables the dispensing
of boiling water entirely, giving peace of mind
and avoiding accidental unsupervised use in
schools or hospitals, for example.
Is maintenance support available?
Where Zip has been chosen, its team of
fully qualified engineers can check and
commission each HydroTap, MiniBoil and
Hydroboil Plus unit to ensure it will run at
its optimum level. A comprehensive range
of maintenance packages are available
and will ensure the unit remains as efficient
as possible.
Why does instantaneous heating provide a
good option for hand washing facilities?
Where hand washing facilities are sited
away from a central boiler, the heat lost
as water travels along extensive pipework
soon adds up.
In contrast, Zip’s InLine instantaneous
water heaters are the most efficient means
of directly heating water electronically.
Designed for installation close to the point
of use, there is little requirement to run
water to get it to the desired temperature.
For example, in a situation where the pipe
run is 10 metres long, installing an InLine
solution would save an average 3.2 litres at
each draw off.
For the ultimate in user control, the
InLine range of instantaneous water heaters
for commercial environments now
incorporates bare wire technology. Tried,
tested and inherently safe, bare wire
technology offers far-reaching benefits in
terms of performance, consistency and
control, over and above other similar
products available on the market.
Complete safety is ensured as all our
InLine products have VDE approval to meet
the appropriate safety directives.
CONTACT
For more information, visit www.zipheaters.co.uk
FMJDATA.COM
FMJ
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IN MY VIEW – KATIE KING
social media
This month, our resident social media
expert Katie King looks at how to
handle social media activity in the
event of a crisis.
Crisis communications
In the UK, 32
million people are
on Facebook, 10
million are on
Twitter and 11
million are profiled
on LinkedIn. As
businesses get to
grips with social
media’s marketing
and brand
awareness benefits, its value and risks
during a crisis mustn’t be forgotten.
The Oklahoma tornado, Boston
bombings, horsemeat scandal, Toyota’s
product recall, volcanic ash cloud flight
chaos and Eurostar’s snow disruption are
just some of the issues which have
generated immense social media traffic as
footage, experiences and opinions are
shared worldwide.
The social media revolution means that
even a local crisis can be circulated
across the world and become a viral
sensation in minutes.
Emergency plans deal with business
continuity following a crisis, whether
that’s a natural disaster, facility downtime,
sabotage, equipment failure,
replenishment delay, product recall or food
poisoning. Crisis communications deals
with corporate reputation but many
businesses forget to include crisis
handling across social media platforms.
Looking after your reputation online and
offline in a crisis is about planning,
training and practice. It’s important that
key people in the crisis communications
team have access to social media
passwords and account names, but you’d
be surprised by how many people leave it
to the domain of one team member
working in a silo.
Crisis management needs accurate and
real-time information, which can be shared
across all platforms. This means resource,
particularly if you add reputation
monitoring and strategy analysis to the
mix. The plan also needs to detail how
social media feeds can be managed if a
crisis hits out of regular office hours.
The crisis team must have a good
understanding of the social media
monitoring tools available to evaluate the
impact of the crisis on their reputation.
Crisis responders active on social media
also need to be very well trained in
responding to customers who are having a
negative experience.
|
Even big brands find getting the
information balance right. Eurostar was
criticised for its failure to communicate
with passengers after heavy snow in 2009
left trains without power and 100,000
passengers stranded. Around 2,500 people
were stuck in the Channel Tunnel for up to
five-and-a-half hours without air
conditioning, lighting, sanitary conditions
or access to information. In February
2010, Eurostar launched its corporate
Twitter feed and now has a customer care
feed operating from its contact centre.
This year, the horsemeat scandal has
been difficult for supermarkets and food
producers on social media. Findus suffered
a reputational crisis after its packaging
was manipulated using Photoshop and
circulated worldwide across Twitter and
Facebook. Tesco is also facing a barrage
of criticism every time it posts pictures of
burgers, which is making the upcoming
barbeque season difficult.
Disrupted travellers offer an opportunity
for some of the FM sector to engage with
customers and help them find essentials,
such as restaurants, water points, battery
charge, pay phones, internet access,
vegetarian food, gluten-free snacks,
wheelchairs, baby food, baby milk warmers
and nappy changing facilities.
FM social media feeds can also help
manage expectations during delayed
services, such as waiting times for food,
toilets and mobility assistance. They can
also respond to any particular criticism
about facility quality.
Twitter, Facebook and YouTube give
businesses the chance to broadcast public
information messages in real time and to
manage customer expectations about
service issues. It also allows you to
engage with negative responses, apologise
and explain what has happened.
You cannot control conversation on
social media but you can manage your
response to what’s being said by listening
and reacting. To listen you have to engage
and to engage you need resource. Make
sure that the facilities managers looking
after your social media feeds enjoy talking,
writing, networking, and can elegantly
handle conversation with unhappy people.
Often social media is given to the most
junior team members and they might lack
the experience and training to recognise a
potential crisis from a distance.
To conclude, ignoring social media
during a crisis is a huge reputation risk to
your business. Start to think about your
crisis communications plan now and keep
these points in mind as you do:
Does the crisis communications
plan fail to mention reputation
management online?
Do the plan’s crisis
communications tasks include
social media responding, updating and
monitoring?
Does the plan list your sector’s key
opinion leaders, such as bloggers,
journalists, industry critics, top trade
publication, important tweeters, industry
associations, etc?
Is there a crisis holding statement
for Twitter and Facebook?
Is there an ‘emergency’ web page
set up with a holding statement,
which is ready for publishing in a crisis?
Does the plan’s social media
resource look scant? Do more people
need training?
Does the crisis communications plan
include social media and crisis
simulation?
Is crisis management and response
handling on social media part of your
regular training programme?
The above check list is a good starting
point. Remember, success relies on the
strength of your preparation.
@FMJtoday
FMJDATA.COM
FMJ
June 2013
Facilities Management journal’s
MONTH
INSIDE
Cleaning & Maintenance
Energy Management
Interiors
INTERIORS – ENERGY MANAGEMENT – CLEANING & MAINTENANCE
CO2 MONITORING IN WORKPLACES AND SCHOOLS
GBM SUPPORT SERVICES WIN WHITELEY, HAMPSHIRE
Tinytag carbon dioxide data loggers are being used by leading Danish
environmental monitoring company ArbejdsmiljoeCentret (‘works
health centre’), to help ensure optimum conditions and energy
efficiency are maintained in workplaces and schools. CO2 levels are
recorded to check whether ventilation is sufficient for
the room compared to the number of people
that are using it, preventing a CO2
build-up, maintaining air
quality and ensuring the
wellbeing of occupants.
The loggers are discreet,
wall mountable and easy
to use, with prices starting
from £325.
Manufactured in the UK, data
loggers in the Tinytag range
monitor various environmental
parameters including temperature,
humidity, carbon dioxide and single or
three phase power usage, helping to
identify areas where steps can be taken to reduce energy
consumption and maximise cost savings. Recorded data is
downloaded to a PC via a USB cable and viewed with easy to use
Tinytag Explorer software.
www.tinytag.info +44 (0)1243 813008 [email protected]
Located between
Portsmouth and
Southampton in
Hampshire, the £84m
joint venture between
British Land and
Universities
Superannuation
Scheme (USS) occupies 320,000 square feet, after being
completely redeveloped. Units at the centre are now occupied
by high street brands as well as local and independent retailers.
Phase two will involve a nine-screen cinema being built at the
north end of the centre.
Whiteley is the largest UK retail development to achieve the
BREEAM excellent rating which means that Whiteley
incorporates first-rate energy efficiency and sustainability
features. David Ford, GBM’s Chief Executive commented ‘’ We are
delighted to be selected as the preferred supplier at this
prestigious centre. Our solutions for shopping centres deliver an
efficient and effective service, ensuring the provision of a clean,
safe, quality environment for our clients, their staff and
customers.’’ GBM provides award-winning cleaning, security,
maintenance, waste and facilities management services for
many of the UK’s leading businesses.
www.gbmssg.co.uk 020 7089 6600
❯
MATER HOSPITAL, DUBLIN USES TARKETT
FLOORING FOR REFURBISHMENT
Refurbishment of 1A
Wimpole Street has
included Wieland
Electric’s Metalynx
structured wiring
system to connect
small power and
lighting and distribute
the control cabling for
the lighting
management system. It
was built in 1912 and is
a listed building owned by Royal London Asset Management.
Belying its Edwardian baroque architecture the recent office
refurbishment and extension by Trehearne Architects and
contractor Galliford Try has created over 6,000m2 of high
quality, modern office space.
The Wieland system was selected by electrical contractors
Raytell because they had confidence that their products would
meet all the requirements of the project. In particular, it was
clear that the pluggable functionality of the system would save
considerable time on site. Use of the Metalynx system enables
leads to be connected to luminaires at the factory, so that onsite
installation is simply a matter of plugging the connectors
together. Typical times savings can be as high as 70%.
www.wieland-electric.com 01483 531213
Mater Misericordiae University Hospital in Dublin, one of Ireland's
biggest hospitals, has been renovated with more than seven
different types of Tarkett flooring, selected for use in the project
which was overseen by the Sisk Group and project manager Pat
Tierney.
Pat said: “Tarkett flooring was initially chosen for the project
due to the commercial benefits it offered. “From start to finish the
customer service
and technical
support we
received from the
company was
excellent. I would
definitely
recommend using
Tarkett again.”
Tarkett iQ Toro
SC flooring was
used in the 12 new operating theatres due to its static dissipative
properties. Other products used included Tarkett’s Linoleum
Veneto xf and Etrusco xf, non-slip Tarkett Safetred Universal, and
Tarkett Granit Multisafe in the en-suite bathrooms and wetrooms.
John Devine, Sales Director at Tarkett, said: “Tarkett has a broad
range of impressive products designed specifically with health
and aged care applications in mind.''
www.tarkett.co.uk +44 (0) 1622 854 040
❯
WIELAND’S METALYNX PROVES IDEAL
FOR MAJOR REFURBISHMENT
48 MONTH IN FM
|
fmjdata.com
FMJ
INTERIORS – CLEANING & MAINTENANCE – FIRE & SECURITY – ENERGY MANAGEMENT
CP’S CONTROLS REDUCE RUNNING COSTS FOR WEST
DORSET DISTRICT COUNCIL
FIKE SUPPORTS FIRE ALARM TRAINING CENTRES
Fike Safety Technology (FST), the manufacturer of intelligent fire
detection solutions,
has donated its
popular TWINFLEXpro
intelligent two-wire
fire alarm systems to
DCET Training, one of
the UK providers of
accredited training
courses for the UK fire
industry.
DCET Training is a
specialist training
provider that was
formed in 1995 by the
electrical contracting
industry and since then it has consistently provided quality training
for all electrotechnical disciplines. DCET has three training centres in
Exeter, Plymouth and Redruth and provides a wide range of training
including apprenticeships, wiring regulations, inspection and testing
and advanced level 4 diplomas.
DCET has always had close links with the fire industry and has
developed and delivered its own fire alarm familiarisation courses for
many years. The company actively promotes the importance of fire
alarm training and works with the FPA to offer accredited fire alarm
and emergency lighting courses at its centres and on site.
www.fikesafetytech.co.uk 01633 865 558
❯
CP Electronic’s Vitesse lighting control systems have been installed in
the new offices of West Dorset District Council. The council has moved
to smaller and more energy efficient offices called South Walks House
in Dorchester. The new building has helped the council reduce its
running costs and environmental impact. The new development is also
fully accessible which means the council can properly accommodate
disabled visitors and workers.
CP’s Vitesse
Plus System has
been used on
office floors,
whilst Rapid LCM
was chosen for
the committee
rooms. Vitesse
allows ease of
installation and
commissioning. It provides up to 10 outputs, enabling it to be used
with a range of control options including photocell-controlled and
manual dimming, presence or absence detection, corridor linking and
manual switching, as well as emergency lighting. With three
configurable channels and numerable functions, Vitesse Plus provides
a high level of control without the need for a network.
www.cpelectronics.co.uk 0333 9000671
STOP WORK-RELATED SKIN DISEASE; IT’S IN YOUR HANDS
A new initiative Health
Risks at Work (HRAW), led
by the BSIF and facilitated
by skincare specialists
Deb has been launched
as a follow up to the IT’S
IN YOUR HANDS
campaign launched in
2006. One of its main aims
is to raise awareness of
work-related skin
diseases, many of which
could be avoided with the
correct procedures
including exposure
reduction and effective
skin care. A guide and
campaign poster has been produced to reflect this and raise
awareness in the workplace. Phil Spark, UK Marketing Director at
Deb comments:“We are delighted to have been involved with this
project and pleased that we are raising awareness of work-related
skin disease. To support the ‘Health Risks at Work’ campaign, the
guide has been developed and expanded to include updated
statistics on incidence of skin disease as well as advice on how to
avoid the risk of skin cancer as well as dermatitis.”
www.debgroup.com +44 (0)1773 855134
FMJ
fmjdata.com
FURNITURE WITH PURPOSE
❯
A portfolio of furniture designed specifically for use in demanding
environments has been created by Knightsbridge Furniture to meet calls
for its expertise in fitting out hospitals, residential homes, prisons and
other facilities accommodating those demonstrating challenging
behaviour.
The Knightsbridge Furniture’s Challenging Behaviour collection has
evolved from the company’s pioneering work with healthcare and care
professionals, patients and residents. The result is a portfolio of seating,
tables and cabinet units, which are designed to be safe, robust and
stylish in order to create and complement effective therapeutic settings.
A diversity of options and
applications is covered, from
comfortable upholstered
seating and versatile modular
seating/table combos for lounge
and reception areas to
contemporary foam seating and
smart upright chairs for dining,
activity and family rooms. Coffee, occasional and dining tables are
designed to team with the seating while the comprehensive range of
bedroom furniture includes beds, wardrobes, desks, drawer chests and
bedside units. The collection also embraces furniture to cater for
residents with special needs, such as seating for bariatric users and
bedroom cabinets to aid dementia patients.
www.knightsbridge-furniture.co.uk 01274 731900
| MONTH IN FM 49
CASE STUDY
ENERGY MANAGEMENT – FIRE & SECURITY – CLEANING & MAINTENANCE – PREVIEW
SUCCESS IN THE ROSPA AWARDS 2013 FOR OCS
EXPANDING DARLINGTON COMPANY ‘CLEANS UP’
WITH NEW CONTRACTS
The Quality Safety
Audit (QSA)
Award Level 2 was
presented to OCS
Group UK by Lord
Jordan of
Bournville CBE, at
the RoSPA
Occupational
Health and Safety
Awards 2013
ceremony at the Hilton Birmingham Metropole Hotel on 15th May.
The QSA awards scheme recognises levels of achievement of health
and safety management and helps facilitate continuous improvement
and benchmarking.
Graham Gilbert, Managing Director Infrastructure and Healthcare at
OCS Group UK, who collected the award, said: “Occupational safety
and health is a top priority for OCS so we are delighted to be
recognised by RoSPA with the QSA Award Level 2. Participating in the
QSA awards scheme helps OCS facilitate continuous improvement
and benchmarking and ensures we continue to foster a culture of
safety across the business. This is OCS’s first year of attaining RoSPA
accreditation and we are committed to delivering safety excellence
and getting it right year on year.”
www.ocs.co.uk 01273 669917
ASSA ABLOY SECURITY DOORS AT CANARY WHARF
MJF Cleaning Services, the Durham cleaning company, has begun
a period of rapid expansion thanks to securing a number of new
contracts in the North East and beyond.
The company has seen demand grow faster than expected for
its wide range of
commercial cleaning
services for business and
organisations such as
bars, clubs, restaurants,
hospitals, doctors’ and
dentists’ surgeries,
schools and building companies.
Thanks to securing new contracts with some big names, MJF has
started a period of expansion which will not only secure jobs for its
team of over 100 staff but also create around 80 new positions in
the coming year. In addition, MJF’s headquarters in Darlington
town centre are undergoing a major refurbishment and plans are
in place to open a new office close to the M62 in 2014.
As well as daily office, commercial and specialist industrial
cleaning services, MJF carries out large and small scale cleaning
projects such as carpet and upholstery cleaning, window and
high-level cleaning and clean-downs on construction sites ahead
of handovers to clients.
www.mjfcleaningservices.co.uk 0800 876 6577
STROBE – THE INTERACTIVE MULTI - SENSORY
RECYCLING UNIT
The launch of our
multi-sensory,
solar powered
STROBE signifies
an industry first in
interactive
recycling. This
all-encompassing
design includes
audiovisual
feedback and
tactile Braille text
ensuring
inclusivity. Every
aspect of this unit
has been designed
to encourage and
promote recycling and ultimately boost your recycling rates,
while also engaging the user. Transparent panels help to quickly
identify waste streams on approach, while audio messages
“thank you for recycling”; trigger the deposit counter and
flashing LEDs. Bespoke audio messages and artwork options
make the unit unique to each location while solar power
creates a standalone unit with minimal installation.
www.wybone.co.uk 01226 744010
❯
ASSA ABLOY Security Doors, is supplying and installing over 700
steel doorsets at one of London’s most iconic business districts,
the 23-storey office building at 25 Churchill Place. The
heavy-duty ASSA ABLOY Security Doors’ fire-rated, acoustic and
blast-rated doors, with electrohydraulic door operators account
for the heavy traffic expected in the office space. The group
solution from ASSA ABLOY also included bespoke steel doors
with a flush astragal profile on all main access routes. Less
vulnerable to attack, the flush astragal profile on ASSA ABLOY
Security Doors helps with building efficiency and safety, by
restricting the passage of heat and smoke between building
areas. They also manufacture and install timber doors in a range
of performance options.
Chris Cole, Area Sales Manager said: “It has been great to work
on such a prestigious site as Canary Wharf, and to tackle the
complex issues that a building on that scale can produce.''
www.assaabloy.co.uk/securitydoors 02892 662200
❯
50 MONTH IN FM
|
fmjdata.com
FMJ
BUILDING SERVICES –WASTE & RECYCLING – INTERIORS – ENERGY MANAGEMENT
ULTRACRETE’S FP-1 PATCH AND KERB REPAIR
JUST £16.99 PER TUB!
THE PROVEN VALUE OF WIRELESS UTILITY MONITORING
Wireless
utility
monitoring
products
from HWM’s
Radio-Tech
brand have
been used by
Verco
Advisory
Services to
reduce a major UK food producer’s water consumption by almost
10% and gas consumption by over 5% in five months, with
projections showing savings of around £1m in only two years.
When implementing sustainability improvements, companies
need reliable, traceable data to target their efforts effectively and
efficiently. It can, however, be difficult to rationalise the expenditure
and disruption of installing such a system against results that may
seem too speculative or distant. The speed of return on investment
from wireless monitoring is substantially quicker than for hardwired
systems, and the costs can be easily identified upfront to ease and
simplify the specification process: there are no potential wiring or
access problems when the battery-powered devices can simply be
fixed into place, meaning the most appropriate equipment within
budget can be identified and used from the very beginning.
www.hwm-water.com +44 (0)1633 489 479
❯
Ultracrete, home to a range of highway repair materials, is currently
running a special offer on its Rapid Setting Patch and Kerb repair, FP-1.
The two
component rapid
repair mortar is
ideal for the
reinstatement of
small areas such as
trip hazards, kerbs and
steps where prompt
access is required. It
can be used between
depths between
10-100mm, achieving a
compressive strength of
50N/mm² at 28 days. It
sets in 25 minutes and
can be trafficked within 2
hours of application.
It is on offer at just £16.99 a tub and Ultracrete are giving away a free
Costa coffee gift card with every purchase, so you can enjoy a coffee
on them once your work is done!
www.instarmac.co.uk 01827 871871
[email protected] and quote ‘FP-1 special offer.’
❯
ENVIROBINS AT LOUGHBOROUGH UNIVERSITY
HALLS OF RESIDENCE
GRADUS OPENS NEW CHAPTER FOR
LIVERPOOL LIBRARY
In a quest to improve recycling rates in
student accommodation blocks,
Loughborough University has installed
over 1000 Mini Envirobins from Leafield
Environmental.
Slimline, compact and moulded from
tough polyethylene, the 55 litre capacity
Mini Envirobin comes with a choice of
WRAP colour coded lid options with
accompanying graphics that actually
encourage the students to recycle. The
Mini Envirobin also incorporates a sack retaining feature for secure
and discreet fitting of standard refuse sacks.
Poor recycling rates across the student accommodation blocks
was the main driving force of the project. Research identified that
the existing scheme was confusing and often contradictory from
building to building.
“We wanted a scheme that was consistent and a bin that had a
very clear message, was robust, functional and easy to use,” said
Dominic Gregory, residential services manager.“We were also keen
to incorporate the University’s It’s better off to Recycle campaign
motif. Having looked at several options and tried different sized bins
in different locations we reached the conclusion the Mini
www.leafield-environmental.com +44 (0) 1225 816500
[email protected]
Contract interiors specialist Gradus has supplied wall protection
systems, stair edgings and entrance matting to Liverpool's Central
Library as part of a £50million refurbishment project.
The wall and corner guards were installed to protect the surfaces
and help to reduce
maintenance costs by
absorbing impact caused by
trolleys, which are used on a
daily basis to transfer books
around the new library.
Gradus also supplied its
Elite aluminium stair edgings
to the impressive staircases
that run throughout the
centre of the new library, as
well as Topguard entrance
matting for the library’s new
entrances.
Susan Griffin, facilities manager for Liverpool Central Library, said:
“Gradus’ wall protection systems not only complement the library’s
interior, but are also durable enough to help reduce ongoing repair
and maintenance costs. We are also incredibly pleased with the stair
edgings and entrance matting, as they are both ideal for heavy traffic
areas and help to protect against slips and trips.”
www.gradusworld.com 01625 428922
FMJ
fmjdata.com
| MONTH IN FM 51
THE WHOLE
IS GREATER THAN
THE SUM OF THE PARTS
PARTNERSHIPS
Helistrat + Customer =
a partnership that adds tangible
value with measurable results.
In partnership with Helistrat, M&S achieved its
Plan A objective of zero waste to landfill ahead
of schedule. We can do the same for you.
At Helistrat we work with our customers to
deliver innovative and sustainable managed
programmes in waste, cleaning and pest control.
We challenge accepted practices in the FM sector
and with consultancy and contract management
for the soft FM life cycle we take away the noise
from Facilities Managers.
Partnerships, Consultancy
and Contract Management in
WASTE
CLEANING
PEST CONTROL
02392 604 773
www.helistrat.co.uk
[email protected]