Facilities Management Journal June 2013
Transcription
Facilities Management Journal 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 JUNE 2013 0= +9 :; 05 69 LZ 50; S\K 46 PUJ 3, @ . 05 . $ZDUG:LQQLQJ 9HKLFOH7UDFNLQJ =HU-SLL[>VYSK cLUX\PYPLZ'X\HY[P_UL[c^^^X\HY[P_UL[ [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. FSI GO workforce mobility solution: A new platform from FSI, empowering you to create Apps that mobilise your workforce. Available standalone or as part of the Concept EvolutionTM workplace management solution. Let us help change your world. +44 (0)1708 251900 [email protected] www.fsifm.com FMJ FMJDATA.COM @FMJtoday | 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. Follow us on Facebook and Twitter ❯ 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. ❯ Subscriptions are available to non-qualifying and overseas readers at £110 p.a. (UK), £145 p.a. (EU countries) and £215 p.a. (overseas-other). #FMJtoday Media Partners kpm media adopts a sustainable policy of using paper from managed forests. As an addition we have adopted a non-UV cover seal, which embraces recycling. To register for your free copy of FMJ visit www.fmjdata.com 4 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | @FMJtoday FMJDATA.COM 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 FMJDATA.COM @FMJtoday | FACILITIES MANAGEMENT JOURNAL JUNE 2013 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 6 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | 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. @FMJtoday 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. FMJDATA.COM FMJ UNLOCK THE POTENTIAL IN YOUR PEOPLE When you’ve built your name on custom-building every order, you need business solutions that help you stay nimble. That’s why Dell chose Microsoft Dynamics to streamline its manufacturing process into a single global system. Now, Executive Director of Manufacturing IT Matt Griffiths has empowered Dell’s people to build products better, smarter and faster, reducing Dell’s IT footprint by 75% and IT Cost of Goods Sold by 60%. With Microsoft Dynamics, Dell can maintain the agility needed to make sure every customer gets the unique, personalised machine they deserve. microsoft.com/uk/dynamics 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.” SMART, SUSTAINABLE, INTEGRATED FM SOLUTIONS BY PEOPLE FOR PEOPLE cofely-gdfsuez.co.uk TECHNICAL SERVICES & HARD FM 8 JUNE 2013 FACILITIES MANAGEMENT JOURNAL WORKPLACE SUPPORT & SOFT FM | @FMJtoday OPTIMISETM ENERGY EFFICIENCY INTERNATIONAL DELIVERY FMJDATA.COM FMJ Your light in a world of change. Results for Technogym, Cesena / IT + 22 % + 10 % + 10 % Productivity Reliability CO 2 emissions Flexibility – 64 % Our latest generation of lighting solutions for industry provides maximum output with minimum consumption – cutting energy costs and CO2 emissions by as much as 80%. Due to the flexibility of our lighting systems, we are able to create perfect lighting conditions for a variety of tasks. Taking users and their needs into account, we develop lighting solutions that enhance an individual’s wellbeing, increasing productivity by up to 20%. Successful companies, across the globe, put their trust in premium certified quality by Zumtobel. Zumtobel. The Light. Calculate your potential: zumtobel.com/industriallighting 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. 10 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | 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 @FMJtoday 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. FMJDATA.COM FMJ Space Air has a dedicated R-22 replacement advisory team and hold over 4,000 genuine Daikin parts. Repair or replace? Space Air, independent distributors of Daikin Europe, can provide the solution to your R-22 phase-out programme. Supplying Daikin air conditioning and heat pump technology since 1980, we can select from over 650 models, from a 1kW split system to a 2MW chiller including direct replacement equipment where existing R-22 pipe work can be retained, we also hold stock over 4,000 genuine Daikin parts. The chances are, if you already have Daikin air conditioning, Space Air were involved in the original system and would retain all the project information including on-site controls and accessories, and any templates from your project. Call us 01483 504 883 or email [email protected] or visit www.spaceair.co.uk S Scan here for more information about the HCFC R22 Replacement legislation. © Space Airconditioning plc. All rights reserved. 101470-06.13 No b o d y k n o w s Da ik in b etter 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?” 12 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | @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 FMJ Cleaner air, better performance dripak.aafeurope.com DriPak® pocket filters beat any opponent hands down This new generation of air filters excels because of the innovative design developed by AAF. They deliver optimum indoor air quality, even surpassing the minimum efficiency requirement of the new EN779:2012 standard. Independently tested - and certified by Eurovent. As befits a top product, the DriPak® filter only uses a limited amount of energy. The proof is in the dark-green A-label. The result: a significantly lower Total Cost of Ownership (TCO). As a reliable partner, we want to offer our customers the perfect solution for all their air quality challenges by offering three variants: DriPak® SX, DriPak® SX DriPak® GX DriPak® NX DriPak® GX and DriPak® NX. These products offer distinct variations in terms of material, pressure drop and mode of operation – in other words, always a suitable answer. Better performance. That is our goal at AAF, not only in product innovation but also in our organisational approach, for example, to production and distribution. That kind of top-sport mentality forms the basis of partnership with our customers. With AAF, you and your customers will lead the way. Together, we will deliver cleaner air. aafeurope.com | dripak.aafeurope.com 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 14 JUNE 2013 FACILITIES MANAGEMENT JOURNAL 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. 16 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | @FMJtoday FMJDATA.COM FMJ (: 1 %ROWRQ5HWURÀW /LJKWLQJ&RQWURO 7KH(%03,50%%DWWHQ0RXQW3,5 'HWHFWRUVHULHVSURYLGHVDUHWURÀW VROXWLRQWRDXWRPDWLFFRQWURORI ÁXRUHVFHQWOLJKWLQJ 6XLWDEOHIRUXVHZKHUH77ÁXRUHVFHQW EDWWHQVDUHVLWXDWHGWKLVVHULHVLV,3 FRPSOLDQWVLPSOHWRÀWDQGVSHFLDOO\ GHVLJQHGWREHXVHGLQFDUSDUNV ZDUHKRXVLQJFRUULGRUVDQGZHWDQGZDVK GRZQDUHDV O ,QWHJUDWHGXQLW²QRVHSDUDWH SRZHUVXSSO\UHTXLUHG O ,3UDWHG O 0RYHPHQWGHWHFWLRQXSWRPHWUHV O (DV\VHWXSIURPJURXQGOHYHOZLWK,5KDQGVHW VROGVHSDUDWHO\ O \HDUZDUUDQW\ &DOOXVWRGD\RQRUYLVLWRXUZHEVLWH >adfcjYYb[]bYYfYZÏW]YbWmk]h\ cifbUh]cbk]XY`cW_Yfgc`ih]cbº LYgdYW]U`]gY]bXY`]jYf]b[dUfhgdfY"-Ua]bhccif bYhkcf_cZ&-!%%%gYWifY`cW_Yfg# :b[]bYYfgWUbWc``YWhdUfhgVYZcfYh\YghUfhcZh\Y]f XUmÆgkcf_!YbUV`]b[h\YahcWcad`YhYacfY^cVg dYfXUmUbXa]b]a]gYZUW]`]h]YgXckbh]aY# Dif`cW_YfgWUbU`gcVYigYXVmYb[]bYYfghcfYhifb dUfhgVUW_hch\YaUbiZUWhifYfcfgidd`]Yf# LYV/kkk#VmVcl#Wca :aU]`/X]ghf]Vih]cb#fYjc`ih]cb5VmVcl#Wca E\cbY/ ))%-))-%%*'&. &RPSUHKHQVLYHÀWWLQJNLW 3URJUDPPDEOHZLWK8+6 &RPPLVVLRQLQJKDQGVHW ZZZFSHOHFWURQLFVFRXN 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 18 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | 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 | FACILITIES MANAGEMENT JOURNAL JUNE 2013 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 20 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | 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 www.3iStudio.com 3i Studio Ltd have designed FIRE & RISK Manager* to aid Estates Departments, Fire Officers and other departments to manage the large volume of data that is required in order to stay abreast of current fire and risk legislation. The software comes pre-loaded with sample Risk Assesment templates covering all aspects of Risk Management including Fire Risk, Cleanliness Assesments, Clinical Hygiene, Catering Cleanliness, Health & Safety, Environment, DDA95 etc. All templates can be modified to suit your requirements and new templates built from scratch. Even the type of answers to questions can be defined as you want them. Key Features Reports • • • • • • • Definable Assessment Forms Costed Remedial Works Training Records Key Dates Management Register of Drawings Tablet PC for Data Collection Fire Incident Reporting with (NHS - FPN11 Format) • Fire Equipment Register • • • • • • • • • Summaries of Findings Risk Registers Graphical Findings Matrix Action Plans Ordered Risk Summaries Training Provision Analysis Questionnaire Statistics Key Date Reports Graphical Costs Analysis ly on ee s r th s f ) * n e t mo encuppor 3 lic ar s r e Fo st 2l 1st y fir (inc Fire & Risk Manager* is part of the comprehensive ESTATESuite range of Facilities Management software * Offer extended to 30th August - excludes installation & training Questionnaire Based Risk Assessments - Helping you control compliance 3i Studio Ltd., Burlington House, 369 Wellingborough Road, Northampton, NN1 4EU T +44(0)845 675 5051 F +44(0)845 675 5052 E [email protected] 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 Purpose-designed soware Purpose-designed soware Percentage respondents 50 Percentage respondents 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. 22 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | @FMJtoday FMJDATA.COM 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. 24 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | @FMJtoday FMJDATA.COM FMJ CORPORATE CONFIDENTIALITY 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 FMJ FMJDATA.COM 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 @FMJtoday | FACILITIES MANAGEMENT JOURNAL JUNE 2013 25 FOCUS CORPORATE CONFIDENTIALITY 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 26 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | 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 @FMJtoday 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 FMJ .#0$-0+,!# 7-3!,0#*7-, 1# -"02 1# - 1 +?BCGL%CPK?LW SGJRRMJ?QR -LTBOCRIMBOCLOJ>K@B ">PVJ>FKQBK>K@B %FDECFIQO>QFLK ">PVQLRPB .RFBQ UUUQC@MAMSI 28 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | @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 FMJ FMJDATA.COM 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 | FACILITIES MANAGEMENT JOURNAL JUNE 2013 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 30 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | 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.” FMJDATA.COM 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 32 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | 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 @FMJtoday 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 FMJ FMJDATA.COM 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 | FACILITIES MANAGEMENT JOURNAL JUNE 2013 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 34 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | 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 @FMJtoday 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]. FMJDATA.COM FMJ r ou w y ok ts no o B ke tic The must-attend event 14 OCTOBER, GROSVENOR HOUSE HOTEL, LONDON Who will be recognised for their facilities management excellence and innovation. Join over 1,300 facilities management professionals and see the winners crowned at the networking event of the Facilities Management calendar. Confirm your tickets or tables today HEADLINE SPONSOR Email [email protected] or call +44 (0)1279 712 640 WWW.BIFM.ORG.UK/AWARDS2013 @BIFMAWARDS 3 ( 0 * :7, 9 6--, -7 9HWPK:L[[PUN7H[JOHUK2LYI 9LWHPYPKLHSMVY 6WLU[V[YHMÄJPUOV\YZ *VTWYLZZP]LZ[YLUN[OVM5TT :\P[HISLMVYKLW[OZMYVTTT[V TT RN[\I Z [YPWOHaHYK 6US` WLY[\I Enjoy a FREE Z[LWZ Costa Coffee on us once your work is done!** *HSSVYLTHPS!-7:6'PUZ[HYTHJJV\RHUKX\V[Lº-7ZWLJPHSVMMLY» RLYIZ * Price quoted is + VAT. **Minimum 1 tub to be purchased to qualify for a £3 Costa gift card. One gift card per transaction. Orders over £300 qualify for FREE delivery (standard 3-5 working day service for England & Wales, other delivery services will be charged as such). Only while stocks last! 36 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | @FMJtoday FMJDATA.COM FMJ 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 @FMJtoday | FACILITIES MANAGEMENT JOURNAL JUNE 2013 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 38 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | 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 @FMJtoday 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. FMJDATA.COM FMJ Total All waste streams collected by one contractor All major container types provided Legislation advice and guidance Mixed recyclables collections Energy from Waste - diversion from landfill Depots throughout the south of England Confidential waste Hazardous waste Clinical waste *581'21 Z Z Z J U X Q G R Q F R P Grundon Waste Management Limited, Tel: 01753 764959 Email: [email protected] 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. 40 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | 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 @FMJtoday 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 | FACILITIES MANAGEMENT JOURNAL JUNE 2013 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 42 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | 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 @FMJtoday 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 | FACILITIES MANAGEMENT JOURNAL JUNE 2013 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, 44 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | 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 It’s all about USB! The new dual port USB charger from CMD Ltd t $PNQMJFTXJUIUIFMBUFTUDIBSHJOH TUBOEBSE#4&/ *OUFSPQFSBCJMJUZTQFDJåDBUJPOTPG DPNNPOFYUFSOBMQPXFSTVQQMZ &14 GPSVTFXJUIEBUBFOBCMFE NPCJMFUFMFQIPOFT t %VBMQPSU64#DIBSHFSDBQBCMF PGDIBSHJOHBXJEFSBOHFPG EFWJDFTJODMVEJOHUIFTJNVMUBOFPVT DIBSHJOHPGUXP"QQMFEFWJDFT t 1PXFSFEGSPNBEKBDFOUQPXFS TPDLFUTPOPBEEJUJPOBMXJSJOHJT SFRVJSFE t 5IFDIBSHFSJTDPNQBUJCMFXJUIPVS GVMMSBOHFPGJOEFTLBOEPOEFTL QPXFSNPEVMFT Black call us: 01709 829511 email us: [email protected] visit us: www.cmd-ltd.com follow us: @cmdltd White BS 5733 Grey 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. 46 JUNE 2013 FACILITIES MANAGEMENT JOURNAL | 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]