Facilities Management Journal June 2013

JUNE 2013 Volume 21 – Issue 6

FAC I L I T I E S MA N AG E M E N T JO U R N A L FM

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IN THIS ISSUE

What security firms –and their customers –need to know

Corporate support,staff development,and career training

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This month:

It’s June, which means thesun is finally here for hisannual holiday. BBQs are onthe ready, paddling poolshave been inflated, andwhile millions flock to parksand beaches to soak up therays, making the most of

what little chance they have, FMJ has asummer blockbuster of its own.

We have a packed issue for you includingmajor features on FM training, security, art,and much more. In this month’s FM Insiderwe talk to Simon Esner, former chef and nowfood service and hospitality extraordinairewith BaxterStorey, about his own philosophyand the value he places on peoplethroughout his organisation, from those whosit on the board to the people delivering theday-to-day services on the ground page 35.

This theme continues in our FM trainingfeature on page 28, in which David Parker,group executive director at EMCOR FacilitiesServices, describes his own fascinatingjourney in the same organisation, where hestarted as an apprentice almost 30 yearsago. Parker highlights the emphasis EMCORplaces on staff development as a means notonly to create happier employees but alsobetter service for customers. The FM

provider trains its facilities managers in avariety of different ways, building theircharacter and giving them all sorts of skillswhich they can then use in their professionallives. Training schemes include everythingfrom apprenticeships and standard technicalFM courses to putting first line managersthrough their paces at The Royal MilitaryAcademy Sandhurst. This particular two-daycourse gives attendees the chance to learnthe principles of military leadership and how to apply their new found knowledge on the job.

Following the staggeringly huge IFSECInternational last month in Birmingham, wealso have one of our most in-depth looks todate at the world of security.

On page 36 Jeremy Cassady, managingdirector of Securikey, reacts to the changesin local government funding for NHShospitals, which are set to have a dramaticimpact on budgets. Here he explains some ofthe security risk this will pose and identifiessome of the low cost solutions that will keeppatients and staff safe.

In a magazine first, also this month wefocus on the use of dogs in security services.Ali Tod, dog unit manager at Ward Security,explains how his company and other privatesecurity firms are increasingly turning to

man’s best friend in the fight againstvandalism, theft and all sorts of other crimespage 42. In August 2011, when thousands ofpeople rioted on Britain’s streets, Tod’s dogswere out on patrol in the London Borough of Bromley.

We must also welcome a new columnist inPatrick McCrae, founder of art rentalcompany Works in Print and a regularattendee of BIFM’s Rising FMs specialistinterest group. McCrae embarks on a seriesof articles that will examine the role artplays in the workplace when it comes tostaff satisfaction and productivity page 32.

As usual, you will find all our regularfeatures including the KPI Survey, inassociation with Causeway, and FASTFacts,which this month explores water solutionsfor the office, while our resident social mediaexpert Katie King looks at the use of socialnetworking as a crisis communications tool.

Finally after four years working on FMJ andother titles, I am off to pastures new withinFM. I would like to welcome Cathy Hayward,the former editor of FM World, who is takingover from me on an interim basis.

FMJDATA.COM @FMJtoday | FACILITIES MANAGEMENT JOURNAL JUNE 2013 3FMJ

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CORPORATE CONFIDENTIALITY 24 Andrew Brown discusses whether challengescustomers provide can always be overcome if youwork with them as true partners - even if thatmeans sacrificing the opportunity for publicity.

FM QUALIFICATIONS AND TRAINING 28 David Parker of EMCOR Group, discusses the importance of corporate support, staffdevelopment, and career training at all levels of an organisation.

SECURITY36 it is important to remember that the safety ofpatients in hospitals is critical regardless of budget.Jeremy Cassady, managing director of Securikey,

examines the security risks unique to hospitalbuildings and identifies some of the low cost, long-lasting hardware options available to tackle theseissues.

40 This year will see substantial changes introducedto the way security personnel and businesses arelicensed and regulated in England and Wales.Servest Group’s Gavin Hughes explains whatsecurity firms – and their customers – need to know.

42 Dogs have a long standing history of being usedto guard premises and today, Ali Tod of WardSecurity discusses how they are playing anincreasingly vital role in the provision of a modernsecurity service.

Facilities Management Journal / kpm media

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THE JULY ISSUE...

Next month we will be looking at pest control, recycling and waste

management and branding FM, so if youhave any thoughts or feedback please sendyour details to [email protected].

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EDITORIALInterim Managing EditorCathy [email protected]

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❯ The publisher does not necessarily agree withthe views and opinions expressed by contributors.❯ No material may be reproduced in part or wholewithout written permission from the editor. ❯Editorial contributions are accepted on an all-rights basis only. Letters to the editor may bepublished in their entirety or in edited form a ndremain the property of kpm media. ❯ While duecare is taken to ensure the accuracy ofinformation contained in this magazine, thepublishers cannot be held responsible for anyerrors in editorial articles or advertisements. ❯Subscriptions are available to non-qualifying andoverseas readers at £110 p.a. (UK), £145 p.a. (EU countries) and £215 p.a. (overseas-other).

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FMJDATA NEWS6 The month’s summary of all the majornews, acquisitions and commercial moves in the FM industry.

CONTRACT WINS & PARTNERSHIPS14 Find out about all the latest deals goingdown in the world of support services.

PEOPLE16 Keeping track of all the newappointments in the FM profession.

COVER STORY18 ServiceMaster Clean, explains howbusinesses can restore their property and revenue.

FMA UPDATE20 In this column, the FMA’s Chris Hoarexplains how communication is the key to any relationship.

KPI SURVEY22 This month, we look at property data,such as lease information and rent reviews.

WORKPLACE ART32 In the first of a series of columns,Patrick McCrae, founder and director ofWorks in Print, looks at the current state ofworkplace art research.

FAST FACTS44 Nick Taylor, sales director of Zip UK,explains why instant boiling water taps andinstantaneous water heaters are worthtapping into.

SOCIAL MEDIA: IN MY VIEW46 Zoodiker’s Katie King looks at how tohandle social media activity in the event of a crisis.

MIFM47 New product and service launches andcompany news from the FM industry

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ONE IN FIVE COMMERCIALPREMISES COULD BEUNFIT TO LET IN 2018

As much as 17% of the UK’s investment realestate could be unlettable in five years’ timeunder 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 commercialproperties with a poor energy rating (lowerthan ‘E’ rating) to be brought up to standardbefore they can be let.

Research conducted by WSP, from ananalysis of more than 4,000 EPCs it hasundertaken since its inception in 2008, showsthat this could apply to approximately 17%of commercial property, rising to 35% if ‘E’rated buildings are included. WSP claimsEPCs are benchmarked by buildingregulations that are continually updated andrevised, meaning that even ‘safe’ ratings suchas ‘E’ and ‘D’ may not meet the standardsrequired in 2018.

The findings also show that in London thefigures are marginally better than thenational average. One in seven, orapproximately 14%, of London’s commercialproperty will need to be brought up toscratch, rising to one in three (35%) if ‘E’rated buildings are included.

WSP says it is already seeing a marketreaction to the Energy Act provisions, with‘price chips’ being used and deals stalling onlow-rated buildings.

Daniel Grandage, the consultancy’sassociate director, said: “Although theregulations will not come into force until2018, they are already having an impact withbuyers now looking to invest in D rated assetsor above. It shows just how important it is tounderstand the risks that face your portfolioso 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 obtainingaccurate data and avoiding the use of defaultassumptions. However the firm’s researchshows that upgrading to efficient lightingwill have the biggest effect on ratings.

Grandage also suggested propertymanagers should consider refreshing older,possibly inaccurate EPCs to hold them ingood stead for the new rules. He said: “Manyolder EPCs created during 2008 and 2009 areof lesser quality and use default values whereefficiency values couldn’t be sourced whichcan mask the true rating of the building.

“Furthermore, the rules, conventions andquality assurance were less developed thanthey are today, and many older EPCs do nottruly reflect the actual condition of thebuilding. The question you need to askyourself is: if they were re-run in 2018,would they stand up to the inevitablescrutiny of a potential investor?”

FMJDATA NEWS

• 5th June 2013RICS & CoreNet UK Chapter Occupiers SeminarRICS Parliament Sq., Londonwww.rics.org/occupiersseminar

• 10th June 2013 ThinkFM The Royal College of Physicians, London www.thinkfm.com

• 14-15th June 2013Eco Technology Show Brighton Centrewww.ecotechnologyshow.co.uk

DATES FOR THE FM DIARY:

Screwfix launches nationwide property maintenance charityA new charity has launched to supportprojects that fix, repair, maintain andimprove properties and communityfacilities for those in need across the UK.

The Screwfix Foundation, which cameinto operation this year, will provide muchneeded funding to a range of projects,from repairing run-down buildings todecorating the homes of people livingwith illness and disability.

Currently, there are two national

charity partners to benefit from themoney raised by the Screwfix Foundation– Barnado’s children’s charity andMacmillan Cancer Support. Barnado’s haspledged to use the donations to maintainits local centres which support sickchildren and their families, whileMacmillan will put the funds towards itsgrants scheme, enabling people withcancer to adapt their homes to maketheir lives easier.

The Screwfix Foundation has also beendesigned to help smaller local charitiesapply online for a share of the funding.Applications are welcome from across theUK, as long as the charity is UKregistered and the project involves fixing,maintaining or repairing buildings orfacilities for those in need.

The foundation will raise money throughfundraising events across the country inand around Screwfix stores.


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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 Griffi ths 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

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FMJDATA NEWS


Occupiers aren’t utilising potential cost saving benefits of BIMA new study by the British Council forOffices (BCO) claims developers that canprovide building information modelling(BIM) data to occupiers will enjoy acompetitive advantage over their peers.A survey on BIM for commercial officebuildings published by the BCO and carriedout by architectural firm HOK reveals thatoccupiers are missing out on lower costsdue to low awareness of BIM and lowlevels of integrated cross-disciplinaryworking.

According to the report, while BIM istransforming how buildings are designed,constructed and operated, at present thegreatest value being realised from BIM inthe commercial office sector is through de-risking construction. The BIM processdelivers fully coordinated design at anearlier point in the process, significantlyreducing uncertainty in the constructionphase and allowing faster construction with

less waste of material and time.However, researchers claim that the

potential for BIM to add value across laterphases of commercial office development,in particular leasing and occupation, is notbeing utilised and a number of groups, suchas developers and occupiers, are missingout. The report highlights the fragmentednature of the office development industry asthe main barrier. Alignment of interestsbetween those involved at the outset andthose involved later in the process, such astenant and investors, is fundamental to thelong-term value proposition for BIM incommercial office development.

Occupiers particularly stand to benefitfrom access to a digital model of aprospective property, say the report authors.The ability to view a digital model in thisway could greatly simplify the process ofevaluating a property and BIM also has thepotential to create powerful marketing tools

for commercial office developments. Thesetools would enable potential tenants toproactively explore a building long beforethe physical structure is complete. Thereport recommends that lettings agentsshould be at the forefront of working withoccupiers and developers to develop thesetools, however, currently there is littlefamiliarity with BIM in the agentcommunity. The research suggests thatthose developers willing and able to provideagents and in turn occupiers with thisinformation should enjoy a competitiveadvantage.

“BIM has great potential to unlock valuein the commercial office sector. Althoughcertain groups, such as the constructionsector, are making good use of thetechnology, others, such as occupiers are missing out. This needs to change,” said Richard Kauntze, chief executive of the BCO.

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ISS ranked #1 in global outsourcing indexISS has been ranked number one on aprestigious annual list of the world’sbest outsourcing companies.

The Global Outsourcing 100 iscomprised of companies from a variety ofoutsourcing sectors includinginformation technology, business processoutsourcing, facilities services, realestate and capital asset management,manufacturing and logistics.

The Global Outsourcing 100 list hasbeen published annually since 2006 bythe International Association ofOutsourcing Professionals (IAOP).Outsourcing providers have to apply forinclusion on the list, the applications arethen judged by an independent panel ofoutsourcing buyers on characteristicssuch as size, growth, customerreferences and management capabilities.

Global outsourcing giant, Accenturehas held the top spot on the highly

regarded Global Outsourcing 100 list forthe past four years whilst ISS, theleading global facility services providerhas been ranked in various top 10positions since 2009.

“We are very proud and deeplyhonoured that IAOP has recognised ISSas the world’s best outsourcingcompany,” said Jeff Gravenhorst, ISSGroup CEO. He continued: “We take theranking as a vote of confidence in ISSand our global platform from which weintegrate and self-deliver a complete setof facility services such as catering,cleaning, security, property andsupport services across the globe.”

“As applicantscontinually raise the barand as the outsourcingindustry continues to growand mature in many

markets, competition is tougher,” saidJag Dalal, managing director of ThoughtLeadership, IAOP and chairman of thejudges’ panel. “Being named to TheGlobal Outsourcing 100 is a greatachievement, particularly given thestrong competition, and weare proud to recogniseISS for theirexcellence.”

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FMJDATA NEWS


NHS forms new supply chain programme NHS Supply Chain has launched a newstrategic sourcing programme designed toreduce costs and deliver increased value.

In a bid to drive efficiencies across thesupply chain, the programme will focus ona number of key areas including packagingoptimisation to reduce both costs andmaterial waste, trailer fill to reduce productmiles, and supply chain optimisation.

“The launch of the strategic sourcingprogramme follows a number of successfulpilot programmes that have evidencedstrong savings opportunities for suppliers,”

said Jonathan Kaye, head of strategicsourcing at NHS Supply Chain. “Forexample, we recently worked with onesupplier of clinical waste containers toredesign the packaging of a selection oftheir product range. This reduced packagingand transport costs by 63%, as well assaving 46 tonnes of paper and a quarter ofa tonne of plastic.”

A joint venture between the NHSBusiness Services Authority and logisticsbusiness DHL, Kaye said his hopes for thenew 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 capitalequipment, including finance andmaintenance.

“The opportunity for suppliers to thenreplicate these improvements across otherproduct areas and supply chain routesoffers huge potential for suppliers to takethe lead in driving efficiencies forcustomers,” said Kaye.

Cambridge University fined over £35k for two river pollution offencesThe University of Cambridge has been orderedto pay fines totalling £28,000 and full costs of£7,363 after tributaries of the River Great Ousewere polluted twice last year.

The tributaries were polluted with slurry fromPark Farm in Madingley, Cambridge, which is afarm owned and operated by the university.

At Cambridge Magistrates Court on 30 May,the university pleaded guilty to two offences ofcausing pollution on 10 May 2012 and againon the 10 June 2012. It was fined £12,000 forthe first incident and £16,000 for the secondincident.

Following a report of pollution, anEnvironment Agency officer traced thepollution on 10 May 2012 upstream to a fieldwhere slurry had recently been spread.Investigations revealed that slurry had enteredthe tributary via an unknown drainage pipe.

After a second report of pollution, anEnvironment Agency officer traced thepollution on 10 June 2012 upstream to anotherfield where slurry had again recently beenspread. The next day, following heavy overnightrain, the field was completely waterlogged.

It was admitted in interview that the

estimated post application rate of slurry appliedwas in excess of the recommended ratesprovided in the Code of Good AgriculturalPractice guidance. The defendant also admittedthat the soil moisture levels were misjudged.

Christopher Hopkins, on behalf of theUniversity of Cambridge, said that following theincidents the university has spent in excess of£4,500 on a new flow meter and on a remoteemergency engine stop for the spreadingsystem.

They have also spent in excess of £70,000 onslurry tankering.

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 propertyadvisor, found that 72% of banks with apresence in Central London plan tostreamline their real estate portfoliosover the next two years to reflect theglobal economic landscape, and arelooking at implementing more costeffective and efficient operationalmeasures.

Those surveyed confirmed thatmaintaining a core presence in London

was central to the banks’ future plans,due to its unrivalled position as a globalfinancial centre, wide talent pool, culturalbenefits and central timezone betweenthe New York and Asian centres.

Respondents from CBRE’s latestoccupier survey, which included 19 ofLondon’s largest banks, also found that34% expected to see consolidation ofreal estate assets in response to anexpected rise in M&A (mergers andacquisitions) activity in the sector. Atotal of 56% said they expected toconsolidate their current office spaceoccupied, with just 6% stating that they

planned to maintain their currentportfolio.

Other measures which may affect thevolume of London office space taken bythe sector in the next two years includea trend for large financial institutions torelocate some functions to other, morecost effective, UK markets which couldreduce salary bills by as much as 40%.

While banking occupiers have beensubdued in recent years, owing to theinternational financial crisis, Eurozonedebt problems and regulatory changes,the UK is still the largest centre forcross-border lending, and remains thesingle largest market for foreignexchange trading, accounting for 38% ofthe market globally.

Alex Andel, head of client solutions atCBRE, said: “For our corporate clients,three factors usually determine realestate strategy – talent, location andcost – and for banks the latter is justabout always the priority, especially fornon-client facing property.

“The banking sector is relativelyadvanced in terms of portfoliorationalisation initiatives, so most of theleading companies in the sector will beactively looking at how they can makechanges to their real estate, includingrethinking the way staff members usetheir workplace, without compromisingtheir commercial objectives.”

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FMJDATA NEWS

The overall cost of the BBC’s move from London to Salford isestimated to be £224 million – £9 million lower than thebudget approved by the BBC Trust.

According to a report published by the National Audit Office(NAO), the BBC also exceeded its target to relocate 30% ofstaff from the 1,500 positions transferring from London toSalford, with 38% making the move.

In order to compensate staff that relocated and minimiseredundancy costs, some of the allowances the BBC offeredwere more generous than the corporation usually offers. Forexample, remote location allowance covered the cost ofrenting property in Salford and travelling from London for twoyears, which aided employees who were unable or unwilling tocommit to moving permanently.

However, the NAO described controls over exceptions to itsrelocation policy as inadequate, recommending that the BBC“maintain clear records when paying allowances, so that itcan demonstrate they are appropriate in all cases”.

While the report concluded that theBBC relocated on time and maintainedbroadcast continuity throughout, the NAOalso said that it is too early to judgeeither the long-term impact of the move or its value for money for licencefee payers.

The lifetime budgeted cost of relocationand operating costs up to 2030 is £942million, or £573 million after discountingfuture costs to their present values. Thiscosts does not take into account reducedspend on the BBC’s estate in London andManchester, as a result of the move toMediaCityUK in Salford.

Whether the move delivers value formoney, the NAO said, depends on theBBC’s ability to “achieve a sustainedimprovement in audience approval in the

north, embed new ways of working to achieve efficiencies of£151 million and provide sustainable economic benefits forthe region”.

While the BBC Trust has accepted the recommendations setout by the NAO, in a statement following the reports release,it said that it was “unacceptable” that the governmentwatchdog “did not adequately document the reasons for allexceptions to the standard policy”.

Anthony Fry, chair of the Trust’s finance committee, said:“Now a solid and thriving production base with major liveprogramming broadcast 24 hours a day, Salford has a strongworking culture that should deliver long-term improvements inboth creativity and efficiency, as long as the BBC keepsfocused on these objectives.

“Given that the move was well-managed and within budget,however, it is disappointing that some of the controls onrelocation payments proved inadequate and we would notexpect a repeat of this with any future moves."

BBC’s move to MediaCityUK comes in under budget

FMA user group calls for suppliers to be more open“We want suppliers to be more honest” was the message fromGuy Stallard, head of facilities at KPMG, as he sat down for theend user debate at last month’s FMA Conference.

The event took place at KPMG’s headquarters in 15 CanadaSquare, and featured a number of presentations from financial,procurement and FM specialists.

To close the day’s proceedings, Stallard was joined by FionaBowman, head of facilities at Lloyd Register, and LouiseRushmer, group operations manager at RSA, for a lively debatethat included interaction with an audience full of some of theUK’s largest FM providers and suppliers.

Chaired by the FMA’s chief executive, Chris Hoar, the FMAuser group discussed the issues surrounding client and supplierrelationships and hoped to suggest possible solutions. Stallardand his fellow end users agreed that suppliers should adopt anopen-book policy with clients to show how much revenue theyare creating in contrast to the spend of the contract.

This suggestion split much of the room and even thosereacting to the conference through Twitter. Martin Pickard, theFM Guru, tweeted: “Why is it even necessary? If the price isacceptable & I trust you why do I need to see your books?”

Also in the debate, the end users on stage highlighted theirfrustrations that incumbents only bring innovative ideas to thetable at tender but not while the contract was operational. Thishad some suppliers in the audience on the defensive. GraemeHughes, CEO of FM software business Innovise, protested thatsuppliers were given no room to innovate by their clients whoare so fixated on price.

The day was kicked off by Richard Sykes, CEO of ISS UK andFMA Chair, who introduced the event and highlighted the workthat was being done to bring thousands of young apprenticesinto the FM industry. This was followed by financialpresentations from David Muir of the CBI and Neil Parker,market strategist at RBS. Dave Hull, strategic outsourcing &procurement, BrainNet, the supply chain management subsidiaryof KPMG also looked at how to turn the procurementdepartment into a valuable and effective asset.

At lunchtime, the FMA also presented the first ever FMAAwards for Health and Safety Excellence – organised by the FMAHealth and Safety Working Party. Winner of the Healthy andSafety Recognition Award was Carillion, while Interserve, Mitieand Iron Mountain were all runners up.

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FMJDATA NEWS

CONTRACT WINS AND PARTNERSHIPS

ING BANK ADDS PRESTIGE TO SERVICESSodexo Prestige has been awarded a multi-million pound contract extension to deliver both soft and hard FM services to ING Bank at its UK headquarters in London.

The three-year contract, worth nearly £5 million per annum in turnover, will seeSodexo Prestige continue to provide a full FM service offer including softservices like catering, cleaning, reception, switchboard and help desk as well asmanaging hard services like mechanical and electrical engineering. The originalcontract with ING Bank in the UK started more than 25 years ago when thecompany provided catering services only, but the partnership has grown fromstrength to strength over the years.

Norse Commercial Services has formed a partnership with Medway Council toadd to its growing portfolio of successful local authority Joint Venture Companies(JVCs).

The new JVC, Medway Norse, will start trading in June, providing FM servicesthat include cleaning, catering and maintenance for the council’s 140 buildingsand for other local organisations. The decade-long agreement, worth £7 million ayear, is the first of its kind in the South East.

Medway Norse is committed to spending 40% of its budget with contractorswho are small or medium sized local businesses, reflecting the firm’s commitmentto supporting the local economy. Medway Council portfolio holder for finance AlanJarrett said: “Medway Norsewill allow us to continue toprotect front line services forthe people of Medway whileproviding value for money.

“This groundbreaking jointventure, with a well-established company thatunderstands the needs andoperations of the publicsector, offers an opportunityfor Medway to share in theprofits the joint venturecompany makes by attractingnew contracts from acrossthe South East.”

Axis Cleaning and Support Services,previously LPM Cleaning and SupportServices, has signed a cleaning andjanitorial contract with the BlackpoolPrimary Care Trust (PCT).

The new deal follows the success of the cleaning services provided tothe South Shore Primary Care Centre,where Axis demonstrated excellentcustomer management and

commitment to services. Continualassessment and audits enabled thecompany to innovatively make costimprovements while maintaining high standards.

Awarded by Norland, which providesFM to Blackpool PCT, the contractswill be located at the North ShoreSurgery, Moorpark Health & LeisureCentre and Fleetwood Health &Wellbeing Centre. Axis will providecleaning and support services to allsites, including full cleaning provision,window cleaning, pest control andjanitorial and consumable supply. Some18 of the PCT’s existing cleaning staffwere TUPE’d by Axis. These workerswere retrained and managed to ensurethe company was able to fully integrateand drive their standards throughout allaspects of their service.

British Airways Engineering soars with EMCOREMCOR Group (UK) has been awardedan extension to its contract withBritish Airways Engineering. Thecontract covers the provision ofplanned and reactive maintenance andrepair services for the aircraft groundsupport equipment (GSE) at LondonGatwick and Heathrow airports.

Under the extended contract,EMCOR is responsible for the deliveryof a large and diverse range ofservices to support the GSE. Scope ofwork includes: faultfinding on theaircraft jacks; statutory inspections ofthe wheel change and transportationtrolleys; modifications to the water, oiland fuel bowsers; and replacementand calibration of sensor equipment tothe gas analysers.

EMCOR has been working withBritish Airways Engineering since2010 with notable achievements,including the design, installation, andcommission of the airside nitrogenfacility at Heathrow’s Terminal 5campus. In addition to providing amore sustainable and streamlinednitrogen solution at the site, the plantand workshop facility is fundamental inassisting British Airways with theoperational readiness of the specialistaircraft engineering support equipmentused for critical maintenance tasks.

Lindley Venue Catering revealed asWatford FC’s latest signing Watford FC and Lindley VenueCatering, the specialist sports stadiacatering division of The Lindley Group,have forged a new £18 millioncatering deal at Vicarage Road – homeof the Hertfordshire club. The dealextends the company’s original five-year contract to a new 10-yearpartnership agreement that will seeLindley providing catering, hospitality,sales, marketing and eventmanagement services through to 2024.

At the heart of the long-termcommitment is the development of thesouth west corner facilities at thestadium. The £1 million developmentwill see the creation and completion oftwo flexible hospitality areas in thesouth west corner of Vicarage Road bythe middle of next season, and thiswill kick-start Watford FC’s long-termplans to undertake a completerefurbishment of the whole stadium,which currently has a match daycapacity of 17,500.

NORSE PARTNERS WITH MEDWAY COUNCIL

BLACKPOOL RESTS ON AXIS

http://www.debgroup.com

Cathryn James hasbeen appointed asthe new managingdirector of NorseCommercial Servicessubsidiaries,Waveney Norse andSuffolk CoastalServices (SCS).

Prior to joiningNorse, James spent10 years as strategicdirector with WestOxfordshire District

Council. She has also recently returned from theClipper Round the World Yacht Race, in which shecovered 40,000 miles of ocean on a fullcircumnavigation of the globe.

James assumes the position following theretirement of Dennis Ball. Commenting on her newrole, she said: “Norse is widely recognised as adynamic group in both public and private sectorpartnerships and I will be looking to grow ourcompanies’ presence in the region.”

Compass Group UK & Ireland has moved Andrew Pickup to the new role of corporate affairs director. In thisposition, Pickup takes charge of corporate responsibility, sustainability, public affairs and communicationsacross the UK and Ireland.

Prior to joining Compass, Pickup spent a decade lobbying government and regulators in the energy andtelecoms sectors. Since joining in 2006, he has worked in operational management roles within thecontractor’s healthcare business, first as an operations director and then as business excellence director.

Compass Pickup new corporate affairs director

peopleThe

Norse believes inCathryn James


Norma Bresciani has joined Servest asmanaging director for the London region.She will be leading Servest’s drive into theLondon market with its flexible offer, fromsingle service provision to full facilitiesmanagement.

While Bresciani has gained extensiveexperience in the UK facilities sector, herbackground is in financial services. In SouthAfrica, where she originates, Bresciani wasa branch manager at the South African Permanent Building Society, beforemoving onto Nedbank and then American Express as membership rewardsand 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, officesand leisure.

Servest confirms MD for London

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 whichShepherd FM has a solid presence and is keen to further expand into.

Ian Thomas is the right man for Shepherd

Macro International’s founder and managing director, Bill Heath, is to become chairmanof 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 theMace group in 2002 with the support of colleagues.

In 2007, he moved to the United Arab Emirates to launch Macro International, whichalso operates in Egypt, Qatar, Saudi Arabia, Bahrain, Oman, Kuwait and Jordan. Thecompany has grown from a staff of just two to more than 180 and has a turnover ofaround £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 amicrowave communication network. More jobs followed in the UK and in Hong Kongbefore he started in the property department of Xerox back in Britain in the early 1990s.

Bill Heath to lead Macro Group

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JUNE 2013 Volume 21 – Issue 6

FAC I L I T I E S MA N AG E M E N T JO U R N A L FM

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Ensure business continuity with Restoration Response

IN THIS ISSUEWhat security firms –and their customers –need to know

Corporate support,staff development,and career training

COVER STORY

One in five businesses are affected bya major incident each year and couldface closure within eighteen months

Loss of power or IT systems, dealing withstaff shortages, transport disruptions,graffiti or vomit on exterior walls are just

some of the issues faced by organisationsacross the UK. More serious disruptions canalso happen, with government figuressuggesting one in five businesses are affectedeach year by major mishaps, such as fire,flood, civil unrest or terrorist attacks.

The impact of a major event can be

devastating. Evidence suggests that 80 percent of businesses affected by a seriousincident close down within 18 months.Following explosions at the Buncefield oilstorage depot in 2005, the immediate effectof the resulting fire was that 16,000employees within the adjacent Maylandsindustrial area were unable to get to workand 92 businesses were displaced for morethan a week. Seventeen were forced to

permanently relocate. After 15 months,several businesses had failed and others wereunder severe pressure to survive, directly as aresult of the fire. Overall, the explosion costlocal businesses more than £70 million in loststock, lost revenue and relocation expenses.

Flooding is becoming increasinglycommon, yet a survey conducted by Populusin 2006 revealed nearly half of thebusinesses spoken to had no plans to dealwith the impact. The extensive floods in2007 affected over 7,000 businesses and theestimated total direct damage was around£3.1 billion.

Facilities managers should ensure plansare in place in advance to protect sites froma possible emergency, whether on a large orsmall scale. This will help minimise financiallosses or restrictions to trading. Too manybusinesses are putting themselves and theiremployees at risk by failing to prepare forthe worst case scenarios.

Whether the incident is as significant as afire or minor deliberate damage to property,serious health and safety implications apply,but we can help minimise disruption to yourbusiness. We provide a national, emergencydisaster support service, RestorationResponse to put property back to pre-damagecondition. Sign up is free and in 2-4 hourswe’ll be there to help, delivering one of thefastest on site response times to anunexpected emergency, with the single goalof getting you back to business fast.

ServiceMaster Clean understand that themain priority for businesses is to continuetheir operations with minimal disruption. Thekey benefits of using a specialist service likeRestoration Response, are that there are nodelays waiting for your insurers to appoint asupplier, whilst ensuring the restorationworks are compatible with loss adjuster andinsurer processes.

We’ve helped a wide variety of businessesand premises get back to normal businessoperations. Whether it’s working alongsideleading universities to clean up after studentrevelry – letting off powder fire


Alan Lewin, Business Development Director of ServiceMaster Clean,explains how businesses can restore their property and revenue


extinguishers is a favourite or cleaning upstaircases after a night of excess – or helpinga hairdressers after a toilet sewage disaster,ServiceMaster Clean has the capabilities tohandle a host of business calamities.

Analysing the damageBusinesses affected by serious disastersshould request that professionally qualifiedcontractors are used for restoration andrecovery. Experts will be able to restorecarpet and upholstery, extract water, removeodour, dry and dehumidify buildings, removespills, dry and recover documents, and offer any other related services that you may require.

So how do you know you can trust thecompany that you decide to use? Firstly youshould look for a contractor which is amember of the British Damage ManagementAssociation (BDMA). This will indicate theprovider adheres to professional standards ofcare and codes of practice, underpinned bytechnical and corporate training.ServiceMaster Clean is a founder memberand currently has more BDMA accreditedsenior technicians than any other companyin the UK industry.

Time is of the essenceTrying to sort out a building which has beendamaged after a fire or flood is anunappealing task, causing cost and distressto the property owner or occupier. Actingquickly and using specialist disasterrestoration expertise will help prevent furtherdamage or deterioration and can save manyvaluable building contents. Even if damagelooks severe, items can frequently besalvaged and restored.

It’s very important to begin the restorationprocess immediately as burning plastic,rubber or painted materials create poisonousfumes which, when mixed with water, cancause corrosion to metal surfaces withinhours and also affect other surfaces if left untreated.

With water damage of any kind, fastaction should be taken to dry your building

as quickly as possible, as water will penetraterapidly and the humidity needs to becontrolled to prevent secondary damage. If astructure is not dried out correctly, itsmoisture can become a source for dry rot,bacteria and growth of toxic mould, whichitself becomes a health hazard.

International Dance Supplies is the UK'slargest wholesale dancewear supplier,providing dance teachers and dance shopswith quality dancewear worldwide. In 2012,its headquarters, based in Devon, wereseriously damaged by water escaping from amains water pipe connected to a hot waterdispenser. The water spread, saturatingcarpets and floors in the first floor open planoffice area and travelling through the ceilingto the ground floor, bringing the ceiling tilesdown with it.

Fortunately, the company had the foresightto pre-register with ServiceMaster Clean’sRestoration Response™ service, as it is basedin a part of the country known for heavy rainand floods. The company used the emergencyhelpline to call in their local branch ofServiceMaster Clean which has a team ofprofessionally qualified contractors trained inspecialist restoration techniques to BritishDamage Management Association standards.

This type of damage can have a largefinancial impact, with the Association ofBritish Insurers reporting that escape ofwater claims cost £730 million in 2010, withthe average claim cost for damage beingaround £2,000.

Depending upon the nature of the damage,ServiceMaster Clean uses a range ofequipment tailored to the restoration process.This can include lighting towers if there hasbeen a serious fire, as buildings may becovered in smoke and ceilings and walls

blackened, which soaks up the light. Accessequipment such as scissor lifts, cherry pickersor scaffolding may also be required as wellas extraction equipment and dehumidifiers.

In this case, specialist drying equipmentwas used as an initial containment measure,followed by the installation of a moreadvanced drying system involving tentingthe affected areas for concentrated drying.

Prior to installing the advanced dryingsystem at International Dance Supplies, allthe affected carpets were uplifted forrestoration, exposing the concrete beneath. Athick layer of adhesive was discovered on topof the concrete, which was removed so that itdid not hinder the drying time, allowing themoisture to be released from the concrete.

For health and safety reasons, temporarytraffic lanes were set up throughout theoffices with warning signs so that thepremises could remain open and businesscould continue as usual. Temporary entrancematting was laid until the restoration couldbe completed.

Allison Glanville, Business AdministrationManager at International Dance Supplies,said: “After major water damage at ourpremises, ServiceMaster Clean wasoutstanding in the delivery of its RestorationResponse service and in dealing with thesituation. They were very mindful of ourbusiness needs, caring and very professionalthroughout the whole drying out process. Iwould not hesitate to call them again, shouldthe need arise and I would certainlyrecommend them to others.”

ServiceMaster Clean has launched a free guide to restoring damaged property which is available fromwww.servicemasterofficecleaning.co.uk/downloads/how-to

Contact details:For more information about Restoration Response call 0845 762 6828 or visit www.restorationresponse.co.uk

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http://www.restorationresponse.co.uk

All too often we see contracts failingto meet the expectations of thecustomer and client, following

lengthy and poor tenderingprocedures, but it’s difficult to workout just how to balance this aswell as implement astandardisation process, if that iseven what’s necessary. Setting upa successful contract can be atough and challenging process forany FM company.

Much like most otherrelationships, key to a contract’ssuccess is communication. Goodcommunication before and after a contractis implemented can help build on thealready formed relationship. Maintainingcontact and working hard to develop anexisting contract can also lead to furtherextension and expansion.

At the FMA Conference in May, hostedby KPMG at 15 Canada Square, theheadline attraction was an end user debatebetween four prominent in-house facilitiesmanagers and an audience filled withrepresentatives from some of the topcontractors and suppliers in the UK. Asmoderator, it was fascinating to hear suchstrong opinions about ways to improve thetendering process to benefit both end usersand providers.

Before any such debate can takeplace, however, it is imperative

that we make a distinctionbetween the public and

private sectors.

Buildingrelationshipspre-tender canprove challenging inboth sectors, and forthe provider it is difficult toshowcase the innovation andskill they have at their disposal topotentially win a contract.

However, in the public sector wherecertain lengthy and detailed contractdocumentation is necessary, this actuallyoften makes the process more honest andreceptive to change, meaning adaptationpre-tender is common. Often this is basedon the supplier’s opinions as well as offersof innovative procedures and methods. Thelines of communication can remain openrather than a sealed process.

Contractors who consistently win publicsector work know the process well andwork hard to keep the lines ofcommunication open pre-tender. This iskey to a successful tendering process andhelps to agree on a particular set ofrequirements that is both realistic andachievable.

Within the public sector it also comesdown to budgets and, more often than not,contracts are won based on price ratherthan using innovative techniques withinthe FM industry.

In the private sector, potential clients at

tender can more readily use pastexperience and success. While there isgreater scope on the client side to givesuppliers more of what they’re reallylooking for and what they’d do differently,this tender process tends to be more closedwith a specific set of procedures. If onepotential supplier poses a question, forexample, it will then be answered and sentto all potential tenders. Nothing remains

as an advantage for one particulartender.

Here then as an industry wemust ask ourselves whether

the contractor who alreadyholds the contract has adistinct advantage. Theanswer may seemobvious, but sometimesit’s not always the case,particularly if the enduser has beenunhappy with thecurrent contract.However, if they arehappy then they dohave a greateropportunity toregain the contractif they already fullyunderstand what the end-user expects

and needs.Many feel that there should be some

kind of standardisation at the tenderprocess. In my opinion there shouldn’t be.Although it already exists within thepublic sector, we need to ask the questionshould it exist in the private sector and dowe want to make it as rigid?

Realistic expectations, organisation andopen lines of communication with endusers are essential for a successfultendering process.


FOCUS FACILITIES MANAGEMENT ASSOCIATION

Following on from a lively and engaging debate between end users and suppliers atthe latest FMA Conference in May, Chris Hoar comments on the vital rolecommunication plays in the tender process.

Communication is the key to any relationship

FMA dates in the diary11th June 2013Summer Boat PartyThe Dixie Queen, Butlers Wharf PierLondon

12th SeptemberFMA Social Media TrainingWestminster Kingsway CollegeLondon

26th SeptemberNetworking EventVenue TBC

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3i Studio Ltd have designed FIRE & RISK Manager* to aid Estates Departments, Fire Offi cers

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The software comes pre-loaded with sample Risk Assesment templates covering all aspects

of Risk Management including Fire Risk, Cleanliness Assesments, Clinical Hygiene, Catering

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Contact PRS for Music on 0800 694 7344or 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).

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.

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As estates management and facilities management become moreclosely aligned, there is increasing need for a management strategythat separates the day to day FM detail from the financial health ofthe estate. Furthermore, this information has become increasinglyimportant to the entire enterprise, feeding into both financial andsustainability strategies.

In parallel, there is a general expectation at management levelthat information should be up to date and reports should begenerated within relatively short periods of time. To gain a view ofhow FMs are approaching the area of property management, weasked them how they go about managing their key data.

Methods for managing property data were divided intopaper/manual, through the help desk system, using a separate in-house software solution (typically spreadsheets) or a proprietarythird party solution. Across the entire sample, those FMs involvedin property management (62% of respondents) are more likely touse paper/manual methods than to apply software to the task.However, over the last four years there has been an increase in theuse of software for managing property data. These figures shown inFigure 1.

This is in contrast to other FM areas that the FM Index KPISurvey has been tracking over the years – such as help desk andasset management. In these areas, which have been integral to FMfor many years, there has been a strong trend away from manualmethods and spreadsheet-based in-house systems to proprietarysoftware systems. This could be a result of property managementcoming 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, whilethe public sector would seem to have embraced software solutions(both in-house and proprietary) with more enthusiasm.

Clearly property management is more challenging in largerestates so we compared property management methods fordifferent sizes of estate, determined by the number of buildingsmanaged by the FM department. Unsurprisingly, the use ofpaper/manual methods predominates in the smaller estates whilethis situation is reversed for larger estates – see Figure 2.

In parallel, we also broke the results down by organisation size,based on the number of office-based staff. These showed similartrends to those for estate size, as indicated in Figure 3.

Given that estates and FM information are often related it isclearly useful and more efficient to be able to share informationbetween the two. However, of those using software systems forboth FM and property management, only 25% were able to share allor most of their information. A further 18% classified the level ofinformation sharing as ‘some’ while 25% are unable to share anyinformation between these systems.

KPI Survey

roundupProperty data, such as lease information and rent reviews,is the subject of this month’s FM Index KPI Survey,compiled by FMJ and Causeway.

IN THE NEXT ISSUEIn the next issue of FMJ we will be focusing on FM service providers and a range of data relating to the services they provide.

❯

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 toharness the functionality of software to make the wholeprocess more accurate and efficient.”

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❯ Fig. 1: Methods used for managing property data

Keeping track of the estate❯ Fig. 2: Methods by size (buildings managed)

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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/actnowWorkplace pensions. We’re all in.

http://www.tpr.gov.uk/actnow



How do you perceive difficultcustomers in facilities management?Are they the customers that challenge

the service teams? Are they the customersthat change the brief and that do not havea full understanding of the tasks they needundertaking? Or, are they customers thatrequire you to work in a private worldwhere you cannot reveal the moments oftruth and examples of best practice that setyou apart?

There is no perfect customer. Whethercustomers are difficult or not is dependenton their market place, their own end usersand the relationship between serviceprovider and client. It is therefore, theworking relationship that is critical to longterm success.

For FM service providers, the ambition isto build long term relationships that becomemeaningful partnerships where the twosides – supplier and client – can arrive atmutually beneficial shared solutions. For the service provider, this means working as a team no matter how hard theclient or the contract framework may be to

satisfy initially.Working as a team, demands that each

player respects and trusts the skills,experience and methods of the others. Ifthat does not happen then the combinedtalent of the individuals will not add up tothe greater sum of its parts. In short, theteam will fail to perform. In supportservices, the team ethic goes beyond justthe immediate employees of the serviceprovider. It encompasses the client and itspeople as well – that is what makesexcellent facilities management a truepartnership between supplier and customer.If there is not a true partnership then realvalue from excellent facilities managementsupport will be hard to deliver and theexpectations of the end users will not befulfilled – the collective client and supplierteam will have failed.

So, how do you achieve such harmony?In a nutshell it is about cultural fit. It is asimilar process to merger and acquisitions –both sides must do their respective duediligence research looking at the financialand operational history, but equally as

important is the values and behaviours ofthe whole organisation. That means yourpeople must be fully engaged with yourbrand values and your commitment to service, but also that these values and behaviours correspond with thepotential client.

This means that the procurement processis critical. You might think this is anobvious statement, but too often in thecurrent economic climate procurement ismanaged by consultants or dominated byspreadsheets and a desire for short termgain by the finance teams and there is notenough focus on service delivery and theoutcomes experienced by the end users. Youcannot always sense that immediate culturalfit – but with many clients there is anintuitive understanding. Shepherd FMdemonstrated this publicly with Wragge &Co and Hibu with whom it won the PFMPartnership Awards in 2011 and 2012 (thereis plenty of evidence around from otherorganisations right now as we are in themiddle of the awards judging season), butthe real test for service providers is with

CORPORATE CONFIDENTIALITY FOCUS

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

There is nosuch thing as adifficult customer

clients with whom we cannot we cannotshare success publicly.

One of the Catch 22 scenarios for FMsabout promoting their respective servicesand facilities management generally is thatso much of the excellent work provided asan industry, will never be known aboutbecause it is done behind the scenes.Facilities managers are often the unsungheroes – publicly at least. But if as a serviceprovider you do have the trust, respect andoperate as a true partner then you will gainthe praise and recognition of yourcustomers no matter how public youractions.

The world of law, banking and corporatefinance is one such sector that demands therespect, silence and security of its supportservice providers. Major investment banks,consultants, law firms and their customersexpect to see no publicity about theiroperations – unless sanctioned by them.Very rarely will they agree to sharepublicity that might be construed to supporta third party. But consider how theseinstitutions might operate if the facilitiesservice function stopped over night.

Business continuity is vital to theseorganisations. They demand 24/7 supportvia call centres, staff on site day and nightand the personal number of the accountdirector or managing director of the serviceprovider.

So, when one of the world’s largestinvestment banks was critically affected bythe terrorist strike on the World TradeCentre in 2001, they called upon their

facilities management provider. The fullstory is likely never to be told, but theoperations in New York had no choice butto be suspended immediately and they hadto be transferred to another core operationalcentre in as short a time period asnecessary. The client made the call to its UKbased facilities service provider. A plan wasput in place to transfer and then set up allof the New York based operations inLondon within hours of the initial tragedyof 9/11. The client lost the minimumamount of down time and its operationscontinued smoothly as the businesscontinuity plan was put into place.

This international bank enjoyed the trustand support of its FM provider. But thefacilities management company also workedhard to make sure that respect was nevertaken for granted. It always aimed to go alittle further – small touches such as thecleaners wearing shirts, ties and cuff linksto reflect the high powered atmosphere theend users worked within, were all seen a bigtick in the box by the customer - but nevermentioned in a press release.

Business continuity is the real test of anyrelationship between client and serviceprovider. It is the same in any crisissituation – one sees the true nature of thepeople you work with as there is oftennowhere to hide anymore.

A major corporate finance customerrecently suffered a massive power failurewhen a buzz bar failed. The unit physicallymelted. It was a technical failure that wasdifficult to predict, but no matter how the

issue arose the loss of power was critical tothe bank’s operations right across the world.The situation needed to be resolved as fastas possible, so the call was made to itsoutsourced facilities management team viaa help desk and then direct to the seniormanagement.

The team had to confirm the nature of theproblem, find a way to re-connect power asfast as possible but at the same time ensurethat the bank could continue with itsoperations with the minimum of downtime.This meant finding alternate power or analternate location from which to work.

This is exactly the kind of situation whereteam work is vital. It requires total trustbetween the outsourced service engineersand client team. The clients do not want toknow the details of the problem – they justwant a fast, safe, sustainable solution andthey want it ‘now’. It is what this bank’s FMservice team were paid to do – providebusiness critical support services. And,whilst ideally the service provider wouldlike to showcase the episode as a case studyin best practice, it cannot do so out ofrespect for the client and their respectiveend users (despite the urgent pleas from thePR team).

For business continuity to be provided24/7 and throughout the year then completetrust, openness and respect is requiredbetween service provider and customer.When you have that kind of relationship itis a solid partnership and that is worthmuch, much more than all the marketingand case study material money can buy.


FOCUS CORPORATE CONFIDENTIALITY

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In the current economic environment, bothprivate and public sector organisations arelooking for improved efficiency in the

management of their estates, reductions inoperational costs and superior customerservice. This, in turn, leads to an increasingdemand for a higher level of facilitiesmanagement expertise. Facilities management(FM) providers, such as EMCOR UK, areideally suited to deliver these services. It istherefore important that FM providers focuson improving staff expertise, in order toensure that all levels of the workforce areequipped with the right capabilities to meetthese customer requirements.

As such, FM companies are playing anincreasingly integrated role in their customers’businesses, exerting greater influence over notjust the operation of their customers’buildings but also their wider corporatestrategies, such as property utilisation andcapital projects. To adapt accordingly, FMemployees at all levels of the organisationneed to have the required skills andexperience to fully understand theircustomers’ needs and deliver the absolute bestservice possible.

Additionally, the growing adoption of keyBritish Standard frameworks into the FMindustry necessitates a diverse skill set acrossall levels of staff. For example, the BS 11000

standard for collaborative working - of whichEMCOR UK was the first FM provider to beawarded – encourages FM staff to work moreclosely with their customers, from key siteworkers right up to Board level staff.Understanding the goals and strategicdirection of customers facilitates a closerworking relationship and helps facilitiesmanagers achieve clients’ wider goals. Byworking collaboratively, experience and ideascan be shared, which allows areas forimprovement to be jointly identified and moreefficient methods of working to beimplemented.

At EMCOR we are passionate aboutinvesting in employees, and believe theconstantly evolving world of FM requirescontinuous employee development, trainingand up-skilling.

Training and developmentFacilities managers today require a roundedskill set to accommodate their ever wideningjob specification. A recent survey of FMpractitioners found that 54% of respondentswere currently undertaking some type offormal job training. On-the-job experience isalso considered a highly valuable tool forcareer advancement, with 91% ofrespondents ranking this above qualificationsin this purpose. With the right attitude,

support, and a long-term programme of bothclassroom-based and experiential training, itcan be possible for facilities managers toprogress through the ranks from entry-level tothe board.

Creating a positive culture Training and development can also encouragea closer relationship between employer andemployee; a level of staff engagement that isparticularly important in an industry wherestaff can frequently be TUPE’d between FMsuppliers. In addition to formal trainingprogrammes, a supportive companyenvironment and positive culture has animportant role to play in the facilitation ofcareer development, whilst also helping tocreate a strong corporate-wide identity.

Another way in which a positive, openculture can be built is by listening to theviews of employees from all areas of thebusiness. Doing so can help a company gathera fresh perspective and boost staff morale bymaking everyone feel like a valued teammember. EMCOR UK encourages this via itsEmployee Satisfaction Survey, which providesthe perfect opportunity for employees tohighlight areas they feel need improvement;this feedback is then used to help develop theorganisation in line with employeerecommendations.

FM TRAINING FOCUS

At FM provider EMCOR Group, David Parker has honed his expertise for 30years, advancing from apprentice to group executive director. Here hediscusses the importance of corporate support, staff development, and careertraining at all levels of the organisation.

Investing in

people

Ensuring customer excellence Our customers are at the heart of everythingwe do at EMCOR UK. The company iscommitted to staff development as a means ofenhancing the competence of its people, sothat it can continue in its delivery of ‘best inclass’ FM services and exceed customers’expectations.

Millions of pounds have been invested inthe business’ workforce, and the company hasdeveloped a number of comprehensivelearning and development programmes andinnovative, interactive training schemes inorder to support staff throughout their careersand develop talent from the bottom up.

Entry-level programmes, such as theEMCOR Graduate Development Programmeand the EMCOR Trade Apprenticeship Scheme,offer experience and skills development acrossall areas of the company, via a mentor-ledrotational work schedule. EMCOR alsoprovides customer excellence behaviour-basedtraining to all levels of the organisation,ensuring outstanding customer service.

EMCOR UK’s two-day First Line Manager(FLM) scheme at the Royal Military AcademySandhurst is aimed at customer-facingmanagers, teaching them the principles ofmilitary leadership and how to apply thisknowledge to working life. Similarly, the KeyAccount Management (KAM) programme,which was developed and facilitated inconjunction with Cranfield University, uses aseries of company and customer workshops toteach EMCOR participants (from account

managers and directors to key functionalmanagers) how to identify the customers’ keydrivers, develop plans for improvement areasand align the company and customerobjectives. Since its implementation, over 200 key account managers have successfullygraduated from the programme, and it hashelped EMCOR retain a number of its keycustomers across a wide range of sectors,including a microbiological researchorganisation, a nuclear organisation, andsome key governmental departments.

All of these initiatives help to createlongstanding relationships with employeesand ensure all levels of the workforce arebeing challenged and motivated to perform at their best. They also provide a means bywhich the organisation’s staff can improvetheir knowledge and ability to deliverconsistently good customer service.

My careerAs an FM professional, I believe that suchtraining opportunities are crucial not only as a tool to boost personal development butalso to create a strong FM workforce for thefuture. I am a product of such investmentnow in my 30th year with EMCOR UK, havingjoined as an apprentice in 1983. I have beensupported by the business throughout mycareer and, having worked my way upthrough numerous job roles, I have gained a vast understanding of the wider FMindustry, which I draw upon every day to helpour customers.

The company provides training anddevelopment at all levels of the business.Thirty years since joining, the companycontinues to invest in me, and I am nowresponsible for 700 staff. I still attendeverything from regular health & safetytraining, to senior management skillsworkshops and director-level leadershiptraining. This is significant, as many trainingschemes predominantly focus on those thatare just starting out in the industry and don’talways recognise the changing needs ofindividuals as they take on more senior roles.

Such support has enabled me to improvemy skill set and the quality of service I deliverto our clients. As an example, I was directlyinvolved in boosting EMCOR UK’s service tocustomers by identifying, procuring andimplementing a number of sophisticated ITsystems. At one of our key customer sites, wehave developed a shared reporting platformthat shows what is happening at that momentacross the portfolio - by building, individualand work stream. What we see, our customeralso sees. This is just one example of ouropen, transparent, collaborative approach thatour customers have told us is one of thereasons they chose to continue to work withEMCOR long term.

Antony CardnellAntony Cardnell, 24, iscurrently in his second yearof the four-year EMCORTrade ApprenticeshipScheme. Formed inpartnership with nationaltraining provider JTLTraining, this gives him

hands-on experience in a range of tasks, suchas plumbing, electrics and heating. In the firstthree years of the programme, Cardnell willspend one day a week undertaking classroom-based learning at the College of North WestLondon and four days working at client sitesacross the South East in order to build up hisprofessional portfolio under the guidance ofseveral EMCOR staff mentors. In his fourthyear, Cardnell will spend all five working dayson site, where he will need to pass a series ofindependent inspections before becoming afully qualified building services engineer.

Cardnell says: “I am really pleased to havebeen given the opportunity to start my FMcareer at EMCOR UK. Having completed my‘A’ Levels’ and initially working as a roofer, Iknew I needed a more challenging and varieddaily role and my apprenticeship offersexactly that. Whilst the college-based learningelement teaches me the methods behind theFM services, the on-the-job experience allowsme to put this understanding into practice.Knowing that I have the full support of theEMCOR team to develop myself while alsoenhancing the level of customer service wedeliver is really fulfilling.”


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If you had visited Clerkenwell Design Weeklast month you would have encountered amultitude of sessions talking about subjects

such as workplace design, colour, and newways of working. Among them, oneparticularly stood out; it was a BIFM debatefrom the reincarnated Workplace SIG on theuse of designers in creating a working space:costs vs. design, experts vs. occupiers and, keyto this article, aesthetics and their impact onproductivity.

Interestingly, during these debates, quiteoften opinions were stated but rarelyquantified. People’s thoughts on workplacewellbeing and productivity are, of course, valid,but when trying to demonstrate tangiblebenefits of any workplace cost or change tosomeone who has to actually make thosedecisions, one needs to be able to back upthoughts by being more specific. As it stands,research into the benefits of art in the office issubject to the same problem: there have beenarticles and white papers written, but fewdemonstrate the benefit above the aesthetic.With this in mind, welcome to the first in aseries of articles looking at research into art inthe office, culminating in the publication of arigorous longitudinal research paper based onreal world examples. Here, we focus onresearch to date and highlight that disconnectbetween what people expect from art and theworkplace art provision.

Research to dateIn a survey by New Hampshire BusinessCommittee for the Arts and the InternationalAssociation for Professional Art Advisors(IAPAA) more than 800 workplace occupantsacross the USA felt that art was an importantelement of their workplace environment. Thosesurveyed said that it had a very positive impactupon them by reducing stress and broadeningemployee appreciation of diversity. They alsofelt that artwork helped to increase theircreativity and productivity while alsoenhancing morale. Overall, 82% of respondentsfelt that artwork was important.

A similar study was undertaken by the BCO

recently in which 60.8% of respondentsclaimed that art simulates creativity in theoffice and had similar over-arching feedback.

These results are particularly interestingwhen studied in conjunction with doctoralresearch conducted by Dr Jenny Thomas,whose work focuses on evidence-based design.Here the provision of artwork frequently ratedthe least satisfactory aspect of the workplaceenvironment. While many organisations hadinstalled artwork in their reception area andmeetings rooms, very few of them hadincorporated any in the main office area. Atotal of 16 different workplaces were evaluatedto discover the impact that the workplace as awhole was having upon satisfaction,stimulation levels and perceived productivity.The results of the research showed that 70% ofworkplaces had no artwork installed in themain office area and 95% of people could notsee a piece of artwork from their workstationclearly, demonstrating that artwork provision isbeing neglected.

There exists disconnect between art in theclient facing area and the back office. Indeed,the Leesman Index, an independent workplaceeffectiveness measurement tool, supports thesefindings, reporting that 54% of the 30,000people who have completed their survey weredissatisfied with the artwork provision in theiroffices. A further were 27.5% neutral butaround 50% thought it was an important partof an effective workplace.

Culturally, art can define ages. Socially, wededicate great institutions to it. Andfinancially, it’s a multi-billion pound industry.It is an industry whose products receive greatmedia attention and scandal, and that everyonehas an opinion makes this a heady mix –whether positive or negative, art inspiresconversation. We are taught it from an earlyage, we appreciate it at school and we have iton the walls of our homes, yet, we forget aboutit in our workplace. Data and research frombodies in the UK and the US have shown thatpeople think artwork is important, but that oncloser analysis, there is not a suitableprovision. Is this because art is so massively

subjective that people just don’t agree? Maybe– but seminars we have run with Dr. Thomasto a wide range of facilities managers,designers and occupiers show massivecommonality in the selection of artworks fordifferent spaces. The reason we get theseratings is because of the way art is chosen in acommercial setting, from the top down.

It’s almost common knowledge that changeinspires a shift in productivity and byempowering staff in the office to makedecisions that enrich their space you can seetangible increases in satisfaction.

So it is not that art isn’t needed or wanted inthe office; it is that people are getting it wrong.There is a discrepancy between the ArtsCouncil England’s ‘Art for All’ programme (i.e.the back office) and the client facing areas. Theresearch we consulted on last year here atWorks in Print looked at engagement methodsto complement the trophy pieces in the frontoffice, by bringing art to the main office areaand using it as an engagementtool – showing its impacton the business.

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.

AESTHETICALLY SPEAKING


WORKPLACE ART – PATRICK MCCRAE

The role has as its remit the design, buildand operation of large scale fit-outsspecifically for the data centre market andextends Norland’s significant success to datein this area. Similar senior construction andproject management roles also exist withinthe company’s other two divisions as part ofNorland’s overall development of a majorproject capability for large capital works,which it calls Norland Construct.

Norland’s Critical Environment Servicesteam is a specialist team of experts workingwith data centres and large enterprises to

support their business-critical, high-riskoperations with 24/7 technical support.Norland already conduct significant fit-outwork and project manages large capitalworks for some of the world’s mostprestigious data centres and, only this year,completed the first stage fit-out of a 11,475 sq ft facility on the Cobalt DataCentre Campus.

In recognition of his significant industryexpertise, Norland has promoted one of itsexisting head of projects, Robert Giles, intothe role. Norland has created theConstruction Director role to bring focusand definition to the design and build offerand to extend its services in this area. Withmore than 15 years experience inconstruction and property development,Robert has been with Norland for over 2years and has been the lead on many of thecompany’s major projects including thework with Cobalt. A true professional Roberthas a comprehensive track record of over-achievement in his roles to date, which hasseen him earn a reputation for managingteams that deliver complex projects whilstexceeding customer’s expectations. Robert isa customer-focused, enthusiasticmanagement professional who has a sound

background in critical systems and isexperienced in managing constructiondelivery teams.

Tony Smith, managing director ofNorland’s CES capability said: “Robertbrings a wealth of experience in design andbuild which will mean we can really takeadvantage of the many opportunities we areseeing. The new role will be instrumental ingrowing our critical constructionmanagement services with both new andexisting customers and fuel our continuedgrowth in this market place”

The design, build and operate service willdovetail with CE360, Norland’s award-winning white-space management solutionwhich includes a bespoke set of criticalenvironment-specific risk mitigationprocesses and procedures known as CERM aswell as ICT infrastructure, professionalservices and more general FM capabilities

Robert said: “I look forward todemonstrating the customer benefits of aconverged approach between construction,ICT infrastructure fit-out and facilitiesmanagement services. Norland is in apivotal position to define the standard towhich high-availability data centre servicesare created and delivered.”

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 highlysuccessful Critical Environment Services team.

Norland ramp up design,build and operate service for critical environments

COMPANY INSIGHT FOCUS



Facilities Management Journal: Whatspecialist skills do you bring to your role? Simon Esner: I’ve worked in the foodservice industry for my whole career, so Ihave an in-depth and detailed understandingof the sector. I started out as a chef andworked at top London hotels andrestaurants for 20 years, even doing a stintin Switzerland. I then moved onto being arestaurateur in Hertfordshire with my ownvery successful Italian restaurant.

The time came when my familycommitments were more pressing and Ineeded to address my work/life balanceand that’s when I moved into food servicemanagement, first as an ops manager andthen working in business development,where I sit now.

Because of this breadth of experience, Iunderstand the role of a caterer inside andout. I also have grounded knowledge ofwhat is needed from an FM point of viewand our role in helping facilities managersmake the best use of their building botheconomically and environmentally.

As a provider of in-house catering andrestaurants, we respect the fact that afacilities manager is giving up valuablespace to our operations and it’s my role tohelp make sure they and their workforceare getting the most from their squaremeterage, that they are receiving thehighest quality catering and serviceoffering, and that the services we’reproviding are as sustainable and efficient as possible.

FMJ: It’s your first day on the job; what sitshighest on your list of priorities? SE: My first priority is always getting toknow the team, at all levels. From supplychain and procurement, so that I can makesure we’re sourcing the highest qualitylocal produce, to health & safety, so that I can ensure a safe and sustainableoperation, my goal is to make sure we are100% ready to provide the absolute bestservice possible.

Customer service is always top of my listand this is reflected in the robust, speciallydesigned training academies we have inplace to guarantee everyone fromleadership personnel to chefs, baristas andfront of house are delivering at aconsistently high level. When I walk into

that first day on the job, I want to knowthat we’re all systems go and no wheels aregoing to fall off.

FMJ: How are you going to gain the supportof the board? SE: As a board member you might think thisquestion is irrelevant, but far from it. Eachof us on the board of BaxterStorey bring tothe table a raft of experience and it’s theopinions and insight of others that help youto hone an idea and make it into somethinggreat, or tell you when you’re barking upcompletely the wrong tree.

It was my idea to work with Fred Siriex to create our bespoke front of house trainingprogramme, the Art of Service, but it waswith the support of the rest of the boardthat I got it off the ground and it’s nowdelivering exceptional results for ourbusiness.

FMJ: In 2013, can we now confidently labelfacilities management as ‘strategic’? SE: Most definitely. With a good facilitiesmanager you get a well-run building and awell-run operation, which benefits theorganisation, its employees and its visitors.The position of the facilities manager shouldbe valued as a strategic role that is integralto an organisation’s future.

A good facilities manager will beconsidering not just the current requirementsof the building they care for but also whatlies ahead, so that they can mitigate anyissues before they occur and put in place astrategy that sees the right suppliers,equipment and products in place to enhancethe general environment for those using the building and ensure longevity of life forthe 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 produceand equipment provided by our suppliers. It’simperative that our suppliers reflect ourvalues and that’s why we put such anemphasis on supply chain autonomy,meaning we can work with local artisansand leading providers to offer our clients abespoke service that best suits their needsand is sustainable.

We have great confidence in our suppliers

The FM

insider

If you are interested in participating in The FM Insider,please contact the editor on 01322 662289 or email [email protected].

The FM Insider is a series in which we invite thespecialists serving us to imagine they are sitting in thefacilities manager’s chair. We ask them to look at theirworld from your perspective; if they had to be an FM fora day, how would they approach the job? What insiderknowledge would they bring to bear on the role?

and are always challenging them to innovateand help us enhance our service offering. Inour restaurants, we want consumers to enjoytop quality food and service. Behind thescenes, we want to be doing everything wecan to mitigate our environmental impact andreduce that of our clients.

FMJ: Which service delivery model will youfavour when buying in a range of services? SE: Whether we’re involved in therefurbishment of a client location or puttingone 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 tohave a real understanding of retail catering.• Products and equipment need to be energyefficient and sustainably procured whereverpossible.• We want to work with organisations that seeour customers as vitally important – customerexperience is paramount in our business.

FMJ: Do you think cost will have a detrimentaleffect on the quality and value of services? SE: It definitely doesn’t have to. BaxterStoreyprides itself on locally sourced food, givingchefs autonomy to purchase local produce –this method not only provides qualityingredients but can also be very cost effectiveas we’re able to make use of flavour-richseasonal produce which is plentiful andsubsequently inexpensive.

FMJ: What mistakes will you try to avoid? SE: While it would be great to say I’ll nevermake any mistakes, it almost certainlywouldn’t be true. And actually, I’m a firmbeliever that you learn some of the bestlessons from your mistakes. I wouldn’t bewhere 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 ora system that reduces water wastage. Waterusage and wastage is one of the biggestissues facing the hospitality industry andfacilities managers today, so it would be great to be the person who came up with a solution.

Stepping into the FMJ facilities manager chair this month is Simon Esner,director at BaxterStorey, the food service and hospitality business.

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As changes to healthcare funding within the NHS come into force, it isimportant to remember that the safety of patients in hospitals is criticalregardless 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.

SECURITY FOCUS


It goes without saying that, for those inneed of a medical procedure or in avulnerable state of health, there is an

innate desire to be looked after in anenvironment that is safe and secure.Hospitals need to provide appropriatehealth & safety measures that will greatlyminimise the risk of crimes or accidents.The challenge is to do this effectivelywhatever the budget.

For those institutions funded by theNational Health Service, financial plans are only just in the process of beingfinalised. This is due to the changespublished last year in the Health and Social Care Act 2012, which came intoforce on 1 April 2013. As a result of thisrestructuring process, local authorities willbe in charge of allocating their own budget in order to meet the specific needsof their communities.

Striking a balanceRegardless of the available budget,however, there will always be a legal

requirement for essential securityequipment such as high quality safes forcontrolled drugs. Fortunately, when itcomes to installing physical securitymeasures in hospitals, throwing endlessmoney at the problem is not the optimumsolution. The aim is to achieve the perfectbalance between maintaining a welcoming,safe environment while providing sufficientprotection for patients and hospitalemployees, in addition to safeguardingvaluable assets such as medical equipmentand drugs. Therefore, appropriate riskassessment is essential in the first instancein order to identify the main security risks.The most suitable equipment to meet legalstandards and minimise the possibility ofcrime or accidents in the long term canthen be selected, while contributing to anenvironment in which patients and staffcan feel safe.

Localising securityHospitals present their own uniquechallenges in terms of safety and security,

not least because they are effectively opencampus environments. Staff are unable tocarefully monitor who is entering thebuilding at every moment of the day andnight and are unlikely to stop and questiona stranger due to the large volume ofpeople coming and going. Coupled with thesizeable amount of controlled drugs thatare administered and stored onsite,identifying and implementing appropriatesafety measures is vital.

The most effective solution to safeguardcontrolled drugs is to localise securitywithin small areas through the installationof safes and secure cabinets, as these aremuch easier to protect than an expansivearea. It is vital, though, that the physicalproducts selected provide a sufficient levelof security. Small stocks of controlled drugraw materials and preparations must beheld in safes that have been certified toBS/EN 14450, or in cabinets that complywith the specification set out in the Misuseof Drugs (Safe Custody) Regulations 1973and these should ideally be constructed

Safety in


from heavily graded material, such as mildsteel sheet at least 2-3mm thick. The safeor cabinet must also be fitted with a robustlock, such as a multiple point lockingmechanism. Safes certified to BS/EN 1143-1can also be used for smaller volumes ofcontrolled drug raw materials. In bothcases, the safe or cabinet must be agreedupon following discussions with the HomeOffice Drugs Licensing & Compliance Unit.

Leading manufacturers of physicalsecurity products can offer a variety ofrobust safes that are specifically designedto meet these regulations. Decision makersin the healthcare sector are also advised tolook for appropriate test house badges andlogos to prove these products have beenindependently tested and subjected tosevere attack tests in order to meet therelevant criteria. Features to look forinclude a steel body at least 4mm thick,three-way locking bolts and a ‘VdS class 1approved’ safe lock to ensure optimumsecurity. A dual locking facility willenhance the level of security still further,and it is also greatly beneficial to have achoice of locking systems, from variouselectronic locks to wheel combinationlocks, so that the safe precisely meets theneeds of the individual department orhospital.

Controlled accessHowever, it is not just controlled drugs thatneed to be kept secure. Hospitals are filledwith expensive equipment that could eitherbe stolen or would be dangerous or costlyto replace if tampered with. In addition, thepresence of newborn babies unfortunatelybrings the threat of abduction if strangerswere able to gain access to the maternitywards. Therefore, it is important that roomscontaining medical equipment, babies and

infants remain inaccessible to anyone whois not a member of staff. One of the mostsimple and effective methods is to putaccess control measures in place usingmechanical digital door locks, which areutilised in numerous hospitals across theUK and offer a number of advantages overtraditional key lock systems. As well asbeing self-contained, these locking systemseradicate the need for keys, cards or tokens,which can get lost, damaged or stolen. Ifcodes are compromised, security can bereinstated quickly and easily. Mechanicaldigital door locks can be installed eitherinternally or externally and leadingsuppliers offer high quality, industrialstainless steel options that are incrediblylong-lasting and will not corrode evenwhen installed on outbuildings, providingreal value for money whatever the budget.

Safety and mirrorsSafety and security go hand in hand,especially within busy hospitalenvironments, andmirrors have becomeanother important andcost-effective factor inaccident prevention.When strategicallyplaced, convex mirrorscan greatly improvevisibility and eliminateblind spots, therebyreducing the risk ofcollisions and subsequentinjuries. This isparticularly important inbusy areas such ascorridors and atintersections where thereis a high risk of injurydue to the large volume of

people and the daily transportation of bedsand wheelchairs. The choice of mirror isdependent on the application, with quarterface mirrors best suited for cornerplacement, half face mirrors ideal forcorridor intersections and round convexmirrors suitable for areas such as receptionfor increased surveillance.

Mirrors can also be used as a powerfuldeterrent for antisocial behaviour in areassuch as A&E, which although originallyintended as a service for emergency care,can find itself as a refuge for the homelessor mentally ill, or even as an entry pointfor visitors trying to enter the hospitalafter-hours. Workers are also at higher riskfrom patients who may be under theinfluence of drugs or alcohol, increasingthe threat of abusive behaviour. Domemirrors offer one effective securitymeasure, as they provide a 360° view wheninstalled on a ceiling, allowing staff,patients and visitors to better monitor theirsurroundings.

There is also the need for safety measuresto be taken in the local vicinity of thehospital building. Car parks, drop-offpoints, ambulance bays and pedestriancrossings can be made safer with theinstallation of external security mirrors,which will be built to withstand outdoorenvironments. When positioned correctly,these mirrors will optimise the field ofvision for drivers and reduce the likelihoodof collision.

With such an extensive range of safetyand security products available to meet theunique needs of the healthcare sector,authorities and private health officials caneasily purchase equipment that will fulfiltheir risk assessment criteria and meetlegislative requirements while remainingwithin budget. In addition to offering highquality products, a good supplier will alsoprovide extensive advice from initialenquiry through to final installation,ensuring maximum protection for hospitalstaff, patients and visitors.

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This year will see substantial changes introduced to the way security personnel andbusinesses are licensed and regulated in England and Wales. Servest Group’s GavinHughes explains what security firms – and their customers – need to know.


Regulation of the private securityindustry in the UK is set out in thePrivate Security Industry Act 2001

with responsibility for delivering regulationsitting with the Security Industry Authority(SIA), a non-departmental public bodyaccountable to the home secretary.

Background to the changesAs part of the cuts in public spending toreduce government debt, the coalitiongovernment undertook a Public BodiesReview in 2010. The review looked at 900bodies and agreed to reform around 500,with over 200 abolished and more than

170 merged. The review concluded that theSIA’s functions should be reformed and anew regulatory regime and regulatorestablished, reflecting the maturity of theprivate security industry and supportingthe industry’s willingness to take onfurther responsibility and be more

CAN I SEE YOURID PLEASE?

SECURITY FOCUS


accountable for its actions.In November 2012, the Home Office

published a public consultation documenton a proposed regulatory regime for theindustry. The consultation closed inJanuary 2013. This article explores theproposals, which are likely to be set instone later this year when the Home Officepublishes its conclusions.

The proposed changes to the UK securityindustry are coming in two phases. Thefirst phase will put in place a new regimefor business regulation by the end of 2013.The second phase will consist of changesto the status of the SIA and enhancedenforcement powers.

Phase oneThe main change in the licensing andregulation of security services is a focusaway from the individual and an emphasison the licensing of private security firms.Under the proposals, it will be a criminaloffence for a business to provide a securityservice unless that organisation isapproved to do so by the SIA. The SIA willpublish an online register of regulatedbusinesses to allow end-user clients tocheck that potential, and existing, securitypartners are SIA approved.

It is highly likely that all members of theApproved Contractor Scheme (ACS), aquality scheme administered by the SIA,will automatically qualify for a businesslicence. While the scheme is not officially the end of the ACS, as any such changes can only be made throughprimary legislation, the new regime’sintention is that the private securityindustry will take responsibility for the scheme.

These proposals only affect England andWales as the Scottish government and theDepartment of Justice for Northern Irelandhave devolved responsibility for theregulation of the private security industry.The Department of Justice in NorthernIreland has recently completed a separateconsultation that set out options for futureregulation in the region.

The government hopes to have thenecessary regulation in place by the end of2013 with business regulation starting inApril 2014. This means that all securitybusinesses will need to be regulated byApril 2015. Failure to do so will be acriminal offence.

This new regime will provide greatertransparency and accountability. Although the Home Office and SIA are notable to estimate the cost of the new regimeto businesses, the aim is for the cost to bereduced with business approval fees beingdependent on the size of the business.

Impact on security businessesUnder the changes, security businesses willneed to demonstrate that they carry out alicence application process that confirms anemployee’s identity, address history,qualifications, and right to work in the UK.The SIA will be responsible for checks inrelation to criminality. Such basic checkscould be undertaken by the securitycompany itself (subject to specific SIAapproval – they would be known as TrustedSecurity Providers) or by an approved thirdparty, known as Mediated Access Partners.

SIA-regulated businesses will need todemonstrate that they were both ‘fit andproper’ and competent to trade in theindustry. 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 otheradverse financial information.

• Supplying a Companies House registrationnumber, where applicable.

• Supplying an end of year return to Companies House, where applicable.

• Whether there is evidence of intentional obstruction, false information given to, orcontravention 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 toconform to relevant sector specific BritishStandards including: BS 7499 SecurityGuarding; BS 7872 Cash and Valuables inTransit; BS 7958 Public Space Surveillance(CCTV); BS 7960 Door Supervision; BS8507-1 Close Protection; and BS 7984 KeyHolding.

PenaltiesUnder current legislation the SIA would beable to issue informal written warnings,informal improvement notices, imposeconditions on a business approval, andrevoke a business approval. However, newlegislation would be required to grant theregulator with powers to impose financialsanctions on businesses that are notcompliant.

The SIA’s intention is that the majority of

compliance would be carried out in asupportive way with the possibility ofsanctions appropriate and proportionate toany regulatory breach. The regulator wouldreserve more severe sanctions for the mostextreme cases of non-compliance, based onscale, frequency and particularly seriouscriminal offences. In such cases, theregulator would consider a formal criminalinvestigation and may seek a criminalprosecution.

Impact on security professionalsSecurity personnel will still be placed on aregister of security operatives and will carryan ID card that will confirm theiraccreditation on the register. This includesthe requirement for a Disclosure and BarringService check – which replaced the CriminalRecords Bureau check last year – to becompleted.

New security guards will apply for theirlicence through their employer, or a thirdparty, who will validate documents, checkphotographs, accept payment, and submitchecked licence applications to the SIA. Theregulator will then undertake criminalitychecks. The individual licence period is yetto be decided but is likely to be longer thanthe current three years.

The idea is that the SIA would continue toissue individuals with a licence card as proofof their registration. However, it is possiblethat the register alone could be sufficient. Ifindividuals were not issued with a licence bythe regulator, then the employer could berequired to issue individuals with anappropriate badge so that they were easilyidentifiable.

Impact on purchasers of security services Under the new regime, purchasers ofsecurity services will be required toundertake checks of their security providersto ensure that they are licensed.

Organisations which directly employ theirsecurity staff – known as in-house security– rather than contract them through asecurity company, are not included in thenew regime. But they may be included infuture legislation. However, individualsundertaking in-house door supervisoractivity (and vehicle immobilisers inNorthern Ireland) would continue to beregulated, as is currently the case.

Phase twoThe second phase will consist of changes tothe status of the SIA and enhancedenforcement powers. This requires newlegislation and will take place over a longer period of time when parliamentarytime allows.

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 securityservice says Ali Tod, dog section manager at Ward Security.


While man’s best friend may be morecommonly trained to fetch thenewspaper, the strategic use of dogs

in securing our society has a long history.Dogs of warfare have been popular amongmany civilizations over the ages. In ancienttimes dogs were trained and used in battlesand so highly coveted that they wereregularly used as gifts between Europeanroyalty throughout the middle ages. Napoleonwas known to use dogs to guard naval

installations in France and dogs were used asmessengers during World War I and WorldWar II. Since a trained dog was faster than ahuman runner, it presented less of a target toa sniper and could travel over any terrain.They were also thought to be a psychologicalcomfort to men in the trenches.

More recently dogs have activelyparticipated in the conflicts in Iraq andAfghanistan and continue to have asignificant role in modern military usage. As

well as being trained in combat, they performas scouts, sentries and trackers. Their keensenses of smell and hearing make them farmore effective at detecting dangers thanhumans. Not to mention they are alsoferocious, courageous and intelligent.

Equally, the use of dogs by the police is alongstanding and accepted practice for lawenforcement as well as search and detection.The value of the police dog has beenrecognised to such an extent that there are

BREEDINGCONFIDENCE

SECURITY FOCUS


over 2,500 police dogs employed amongst thevarious police forces in the UK. TheMetropolitan Police has the largest police dogbreeding programme in the UK, supplying notonly the capital city, London, but many otherparts of the UK and the world with policeservice canines.

All these facts allude to the certainty that awell-trained dog is extremely reliable and,consequently, there is an increasing use ofdogs as a means of security by companiesoperating in both the public and privatesector.

Specialist private security firms assistingthe police with passive searches of peopleusing dogs, as well as searches of cars andproperty for narcotics and explosives, is nowcommon practice. With government austeritycut backs targeted to streamline publicservices by 20%, the outsourcing of dogservices by the police is increasing as the costof employing on an ad hoc basis makes sensewhen compared to the cost of having theirown dogs.

In the private sector, businesses that haveproperties based in high profile locations orsites that temporarily stage a major event arebeginning to increase their use of doghandling teams to conduct perimeter searchesof their premises. For example, on themorning of Baroness Thatcher’s funeral, ateam of dog handlers from Ward Securityvisited the sites of its clients that were on thefuneral procession route to conduct extrasearches of the extremities. In these caseshaving dogs on the ground provides an extralevel security and reassurance over a lonesecurity guard.

People tend to be more scared of dogs thancameras. Therefore, some types of privatesecurity work are better served with patroldogs than the use of security officers orcameras. This is certainly the case wheresecurity officers might be at risk or if thereare large areas to patrol. Businesses that haveto store goods outside, such as exhibitioncentres, manufacturing sites, constructiondevelopments and car showrooms, are oftenbetter served with a guard dog. Overall, thepresence of a dog on a premises will beenough to deter intruders preparing to enterthe property.

Park patrolling is a growing area in whichlocal authorities are using private securityfirms and, in particular, dogs. BromleyBorough Council is a prime example usingWard’s dog handlers to provide a safeenvironment for its residents in all parks andopen spaces. As the largest of the Londonboroughs, it has 156 parks and open spaces,52 allotment sites, seven cemeteries andnumerous sports pitches. Bromley previouslyoperated an in-house security service, but itdid not prove as cost effective or efficient asoutsourcing. As custodians of the parks,Ward’s dogs have been specially trained forthe council’s park requirements. There is stilla common misconception about thesuitability and safety of security dogs withthe general public and, in particular, parkpatrolling. Given that the people mostly usingthese parks are law abiding citizens, theselection of the dog is crucial to providing acommunity friendly service. The dog’stemperament must be able to defend itselfand its handler but also have the sociability

and control to carry out the role with thepublic safety in mind. Integrating dog teamswith the public is key to providing a safe andeffective security service whether it is in apark, office building, at an event or whenpassive people searching.

Dogs were vital to bringing calm to thestreets of Bromley in August 2011 when theUK experienced thousands of people riotingover the course of two days. Bromley Councilwas quick to respond to isolate mindlessdamage caused in the borough’s high streets.The strategy was to call in Ward’s team ofsecurity dog handlers to work alongside thepolice, reassure the public and be a visibledeterrent to the rioters.

As dogs and handlers become morerequested, the need to train dogs becomesgreater. Ward Security has 40 dogs and alongstanding programme that allows them toidentify and train dogs from puppies. Asubstantial investment in a new kennelfacility now means that the company can also further extend the services of its dogsection. Before they are ready for action,security dogs start their training when theyare between one and two years old. They tendto retire at eight years of age, at which pointthe handler keeps them as a family pet. AllWard Security’s dogs live with their handlers.As a company, Ward Security believes doghandling as a career is a vocation similar tochoosing a career in the forces.

Ward Security’s General Purpose PatrolDog Unit has achieved more arrests than anyother division within the company, so it’ssafe to say a dog and a handler is a verygood security combination.

Ali Tod was a dog handlerand instructor in the policeservice for 22 years prior tojoining Ward Security. Hebecame an instructor in1998 and worked in the MetOffice police dog school foreight years. He holdsinstructor qualifications in allaspects of dog handling andwon the National Police Dogtrials in 2002 with his dogGeorge. Tod now heads upthe dog handling team atWard Security.


ASTFacts

FMJ aims to support technical expertise in the FM market.

As part of this, we offer FASTFacts – a series of specialist summaries with signposting tofurther 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 worthtapping into when it comes to creating an efficient workplace.

The right temperature on tap

Effective solutions Keeping employees hydrated and offeringeffective hand washing facilities are twoissues that are always front of mind whenmaking a workplace efficient. Zip offerssolutions that can help make a workplacerun smoothly in terms of time, space andenergy usage.

Firstly, its boiling water systems –the HydroTap Miniboil, HydroTap andHydroboil Plus ranges – ensure employeescan have access to hot and cold drinks in aninstant, while its InLine water heatingsystems make running hand washingfacilities more effective.

Where would you consider opting for a boiling water tap?

The applications are far-reaching. Boilingwater taps are fast becoming an invaluableaddition to the homes, schools, offices,restaurants or hospitals, and in many casesprovide a much more effective replacementfor the kettle, tea urn or space-zappingvending machine.

What are the benefits?We all increasingly want things in an instant,from a hot drink in seconds to news at ourfingertips. If you consider how long is spentwaiting for a kettle to boil for a hot drink inan office environment, it is easy to see why aproduct which can make valuable savingscan come into play. Add to this the countlesstimes we may reboil a kettle that has beenforgotten and we are also guilty of wastingenergy; something which will become evermore costly as fuel prices continue to rise.

How do these appliances cater for differing demand?

As with so many things ‘one size does not fitall’, so the breadth of Zip’s ranges offers anoption for a variety of locations, capacitylevels and requirements.

In a home or small office environment,where demand will mainly be in smallamounts across the day, the Zip HydroTapMiniboil is ideal to deliver filtered boiling and cold water, particularly where space is limited. For the additional option of chilledfiltered water and chilled filtered sparklingwater, Zip’s Boiling and Chilled and Boiling,

Chilled and Sparkling HydroTap models, fitthe bill. In both cases these appliances can be installed at the sink or as astandalone feature with an integral font and drip tray, opening up the design optionsand applications further.

However, if user demand on the installationwill be consistently busy throughout the day,in a hospital, fire station, catering outlet orlarge office for example, or where there maybe a peak in the need for boiling water at keytimes, Zip’s wall mounted Hydroboil Plusrange may be more effective.

Will these appliances save energy? Zip’s unique Power-Pulse technology reducesthe energy needed to heat the water bygiving a boost to the stored water atintervals, requiring little time and energy toget back up to temperature; avoiding acontinuous heat cycle or having to heatwater from cold as you would with a kettle.An inactivity sleep mode automatically cutsin when the appliance has not been used fortwo to four hours, depending on the model,allowing the temperature to drop to 65°C,maintaining this temperature until boilingwater is needed again.

The Hydroboil Plus also includes a highlyefficient Steam-Heat-Boost system to recyclethe steam stored from the boiling water toheat the incoming mains cold water, furtherboosting its efficiency. A low-light sleepmode can also be activated to switch theHydroboil Plus off when the room lights areswitched off and switch it back on whenwater is next drawn off or the lights comeback on – an exclusive energy saving featurefor Zip appliances.

What are the safety points to note? As with any product where hot water isconcerned, safety has to be a mainconsideration. Therefore, Zip hasincorporated unparalleled safety featuresacross its ranges. Unlike many models on themarket, Zip’s technology means that thetaps remain cool to the touch, during andafter use. Fingertip control gives greateraccuracy and Zip’s straight pour fills withoutsplashing. You can also select thetemperature at which the water is stored, areal plus when advising on home and

workplace installations which may havedifferent needs.

The safety locks are automatic on the ZipHydroTap and require a combined thumb andfinger operation to dispense boiling water. Aspecial procedure is required in order to turnoff this safety feature so that it cannotaccidently be removed. On the HydroboilPlus, the safety lock disables the dispensingof boiling water entirely, giving peace of mindand avoiding accidental unsupervised use inschools or hospitals, for example.

Is maintenance support available?Where Zip has been chosen, its team of fully qualified engineers can check andcommission each HydroTap, MiniBoil andHydroboil 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 efficientas possible.

Why does instantaneous heating provide agood option for hand washing facilities?

Where hand washing facilities are sited away from a central boiler, the heat lost as water travels along extensive pipeworksoon adds up.

In contrast, Zip’s InLine instantaneouswater heaters are the most efficient meansof directly heating water electronically.Designed for installation close to the point of use, there is little requirement to runwater to get it to the desired temperature.For example, in a situation where the piperun is 10 metres long, installing an InLinesolution would save an average 3.2 litres ateach draw off.

For the ultimate in user control, the InLine range of instantaneous water heatersfor commercial environments nowincorporates bare wire technology. Tried,tested and inherently safe, bare wiretechnology offers far-reaching benefits interms of performance, consistency andcontrol, over and above other similarproducts available on the market.

Complete safety is ensured as all ourInLine products have VDE approval to meetthe appropriate safety directives.

CONTACT

For more information, visit www.zipheaters.co.uk

http://www.zipheaters.co.uk

Black

call us: 01709 829511email us: [email protected] us: www.cmd-ltd.comfollow us: @cmdltd BS 5733

It’s all about USB!The new dual port USB charger from CMD Ltd

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http://www.cmd-ltd.com

IN MY VIEW – KATIE KING

social mediaThis month, our resident social mediaexpert Katie King looks at how tohandle social media activity in theevent of a crisis.

Crisis communications In the UK, 32million people areon Facebook, 10million are onTwitter and 11million are profiledon LinkedIn. Asbusinesses get togrips with socialmedia’s marketingand brand

awareness benefits, its value and risksduring a crisis mustn’t be forgotten.

The Oklahoma tornado, Bostonbombings, horsemeat scandal, Toyota’sproduct recall, volcanic ash cloud flightchaos and Eurostar’s snow disruption arejust some of the issues which havegenerated immense social media traffic asfootage, experiences and opinions areshared worldwide.

The social media revolution means thateven a local crisis can be circulatedacross the world and become a viralsensation in minutes.

Emergency plans deal with businesscontinuity following a crisis, whetherthat’s a natural disaster, facility downtime,sabotage, equipment failure,replenishment delay, product recall or foodpoisoning. Crisis communications dealswith corporate reputation but manybusinesses forget to include crisishandling across social media platforms.

Looking after your reputation online andoffline in a crisis is about planning,training and practice. It’s important thatkey people in the crisis communicationsteam have access to social mediapasswords and account names, but you’dbe surprised by how many people leave itto the domain of one team memberworking in a silo.

Crisis management needs accurate andreal-time information, which can be sharedacross all platforms. This means resource,particularly if you add reputationmonitoring and strategy analysis to themix. The plan also needs to detail howsocial media feeds can be managed if acrisis hits out of regular office hours.

The crisis team must have a goodunderstanding of the social mediamonitoring tools available to evaluate theimpact of the crisis on their reputation.Crisis responders active on social mediaalso need to be very well trained inresponding to customers who are having anegative experience.

Even big brands find getting theinformation balance right. Eurostar wascriticised for its failure to communicatewith passengers after heavy snow in 2009left trains without power and 100,000passengers stranded. Around 2,500 peoplewere stuck in the Channel Tunnel for up tofive-and-a-half hours without airconditioning, lighting, sanitary conditionsor access to information. In February2010, Eurostar launched its corporateTwitter feed and now has a customer carefeed operating from its contact centre.

This year, the horsemeat scandal hasbeen difficult for supermarkets and foodproducers on social media. Findus suffereda reputational crisis after its packagingwas manipulated using Photoshop andcirculated worldwide across Twitter andFacebook. Tesco is also facing a barrageof criticism every time it posts pictures ofburgers, which is making the upcomingbarbeque season difficult.

Disrupted travellers offer an opportunityfor some of the FM sector to engage withcustomers and help them find essentials,such as restaurants, water points, batterycharge, pay phones, internet access,vegetarian food, gluten-free snacks,wheelchairs, baby food, baby milk warmersand nappy changing facilities.

FM social media feeds can also helpmanage expectations during delayedservices, such as waiting times for food,

toilets and mobility assistance. They canalso respond to any particular criticismabout facility quality.

Twitter, Facebook and YouTube givebusinesses the chance to broadcast publicinformation messages in real time and tomanage customer expectations aboutservice issues. It also allows you toengage with negative responses, apologiseand explain what has happened.

You cannot control conversation onsocial media but you can manage yourresponse to what’s being said by listeningand reacting. To listen you have to engageand to engage you need resource. Makesure that the facilities managers lookingafter your social media feeds enjoy talking,writing, networking, and can elegantlyhandle conversation with unhappy people.Often social media is given to the mostjunior team members and they might lackthe experience and training to recognise apotential crisis from a distance.

To conclude, ignoring social mediaduring a crisis is a huge reputation risk toyour business. Start to think about yourcrisis communications plan now and keepthese 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 andmonitoring?

� Does the plan list your sector’s keyopinion leaders, such as bloggers,

journalists, industry critics, top tradepublication, important tweeters, industryassociations, etc?

� Is there a crisis holding statementfor Twitter and Facebook?

� Is there an ‘emergency’ web pageset up with a holding statement,

which is ready for publishing in a crisis?

� Does the plan’s social mediaresource look scant? Do more people

need training?

� Does the crisis communications planinclude social media and crisis

simulation?

� Is crisis management and responsehandling on social media part of your

regular training programme?

The above check list is a good startingpoint. Remember, success relies on thestrength of your preparation.


MONTHFacilities Management journal’s

June 2013

INSIDE

Cleaning & MaintenanceEnergy ManagementInteriors

MONTH IN FM | fmjdata.com48 FMJ

INTERIORS – ENERGY MANAGEMENT – CLEANING & MAINTENANCE

Tinytag carbon dioxide data loggers are being used by leading Danishenvironmental monitoring company ArbejdsmiljoeCentret (‘workshealth centre’), to help ensure optimum conditions and energyefficiency are maintained in workplaces and schools. CO2 levels are

recorded to check whether ventilation is sufficient forthe room compared to the number of people

that are using it, preventing a CO2build-up, maintaining air

quality and ensuring thewellbeing of occupants.

The loggers are discreet,wall mountable and easy

to use, with prices startingfrom £325.Manufactured in the UK, data

loggers in the Tinytag rangemonitor various environmental

parameters including temperature,humidity, carbon dioxide and single or

three phase power usage, helping toidentify areas where steps can be taken to reduce energyconsumption and maximise cost savings. Recorded data isdownloaded to a PC via a USB cable and viewed with easy to useTinytag Explorer software.www.tinytag.info +44 (0)1243 813008 [email protected]

CO2 MONITORING IN WORKPLACES AND SCHOOLS GBM SUPPORT SERVICES WIN WHITELEY, HAMPSHIRE

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Located betweenPortsmouth andSouthampton inHampshire, the £84mjoint venture betweenBritish Land andUniversitiesSuperannuation

Scheme (USS) occupies 320,000 square feet, after beingcompletely redeveloped. Units at the centre are now occupiedby high street brands as well as local and independent retailers.Phase two will involve a nine-screen cinema being built at thenorth end of the centre.

Whiteley is the largest UK retail development to achieve theBREEAM excellent rating which means that Whiteleyincorporates first-rate energy efficiency and sustainabilityfeatures. David Ford, GBM’s Chief Executive commented ‘’ We aredelighted to be selected as the preferred supplier at thisprestigious centre. Our solutions for shopping centres deliver anefficient and effective service, ensuring the provision of a clean,safe, quality environment for our clients, their staff andcustomers.’’ GBM provides award-winning cleaning, security,maintenance, waste and facilities management services formany of the UK’s leading businesses.www.gbmssg.co.uk 020 7089 6600

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Refurbishment of 1AWimpole Street hasincluded WielandElectric’s Metalynxstructured wiringsystem to connectsmall power andlighting and distributethe control cabling forthe lightingmanagement system. Itwas built in 1912 and isa listed building owned by Royal London Asset Management.Belying its Edwardian baroque architecture the recent officerefurbishment and extension by Trehearne Architects andcontractor Galliford Try has created over 6,000m2 of highquality, modern office space.

The Wieland system was selected by electrical contractorsRaytell because they had confidence that their products wouldmeet all the requirements of the project. In particular, it wasclear that the pluggable functionality of the system would saveconsiderable time on site. Use of the Metalynx system enablesleads to be connected to luminaires at the factory, so that onsiteinstallation is simply a matter of plugging the connectorstogether. Typical times savings can be as high as 70%.www.wieland-electric.com 01483 531213

WIELAND’S METALYNX PROVES IDEAL FOR MAJOR REFURBISHMENT

MATER HOSPITAL, DUBLIN USES TARKETT FLOORING FOR REFURBISHMENTMater Misericordiae University Hospital in Dublin, one of Ireland'sbiggest hospitals, has been renovated with more than sevendifferent types of Tarkett flooring, selected for use in the projectwhich was overseen by the Sisk Group and project manager PatTierney.

Pat said: “Tarkett flooring was initially chosen for the projectdue to the commercial benefits it offered. “From start to finish the

customer serviceand technicalsupport wereceived from thecompany wasexcellent. I woulddefinitelyrecommend usingTarkett again.”

Tarkett iQ ToroSC flooring was

used in the 12 new operating theatres due to its static dissipativeproperties. Other products used included Tarkett’s LinoleumVeneto xf and Etrusco xf, non-slip Tarkett Safetred Universal, andTarkett Granit Multisafe in the en-suite bathrooms and wetrooms.

John Devine, Sales Director at Tarkett, said: “Tarkett has a broadrange of impressive products designed specifically with healthand aged care applications in mind.''www.tarkett.co.uk +44 (0) 1622 854 040

http://www.tinytag.info


http://www.gbmssg.co.uk

http://www.wieland-electric.com

http://www.tarkett.co.uk

49FMJ fmjdata.com | MONTH IN FM

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CP Electronic’s Vitesse lighting control systems have been installed inthe new offices of West Dorset District Council. The council has movedto smaller and more energy efficient offices called South Walks Housein Dorchester. The new building has helped the council reduce itsrunning costs and environmental impact. The new development is alsofully accessible which means the council can properly accommodatedisabled visitors and workers.

CP’s VitessePlus System hasbeen used onoffice floors,whilst Rapid LCMwas chosen forthe committeerooms. Vitesseallows ease ofinstallation and

commissioning. It provides up to 10 outputs, enabling it to be usedwith a range of control options including photocell-controlled andmanual dimming, presence or absence detection, corridor linking andmanual switching, as well as emergency lighting. With threeconfigurable channels and numerable functions, Vitesse Plus providesa high level of control without the need for a network.www.cpelectronics.co.uk 0333 9000671

CP’S CONTROLS REDUCE RUNNING COSTS FOR WESTDORSET DISTRICT COUNCIL

FURNITURE WITH PURPOSEA portfolio of furniture designed specifically for use in demandingenvironments has been created by Knightsbridge Furniture to meet callsfor its expertise in fitting out hospitals, residential homes, prisons andother facilities accommodating those demonstrating challengingbehaviour.

The Knightsbridge Furniture’s Challenging Behaviour collection hasevolved from the company’s pioneering work with healthcare and careprofessionals, patients and residents. The result is a portfolio of seating,tables and cabinet units, which are designed to be safe, robust andstylish in order to create and complement effective therapeutic settings.

A diversity of options andapplications is covered, fromcomfortable upholsteredseating and versatile modularseating/table combos for loungeand reception areas tocontemporary foam seating andsmart upright chairs for dining,

activity and family rooms. Coffee, occasional and dining tables aredesigned to team with the seating while the comprehensive range ofbedroom furniture includes beds, wardrobes, desks, drawer chests andbedside units. The collection also embraces furniture to cater forresidents with special needs, such as seating for bariatric users andbedroom cabinets to aid dementia patients.www.knightsbridge-furniture.co.uk 01274 731900

A new initiative HealthRisks at Work (HRAW), ledby the BSIF and facilitatedby skincare specialistsDeb has been launchedas a follow up to the IT’SIN YOUR HANDScampaign launched in2006. One of its main aimsis to raise awareness ofwork-related skindiseases, many of whichcould be avoided with thecorrect proceduresincluding exposurereduction and effectiveskin care. A guide and

campaign poster has been produced to reflect this and raiseawareness in the workplace. Phil Spark, UK Marketing Director atDeb comments: “We are delighted to have been involved with thisproject and pleased that we are raising awareness of work-relatedskin disease. To support the ‘Health Risks at Work’ campaign, theguide has been developed and expanded to include updatedstatistics on incidence of skin disease as well as advice on how toavoid the risk of skin cancer as well as dermatitis.”www.debgroup.com +44 (0)1773 855134

STOP WORK-RELATED SKIN DISEASE; IT’S IN YOUR HANDS

Fike Safety Technology (FST), the manufacturer of intelligent firedetection solutions,has donated itspopular TWINFLEXprointelligent two-wirefire alarm systems toDCET Training, one ofthe UK providers ofaccredited trainingcourses for the UK fireindustry.

DCET Training is aspecialist trainingprovider that wasformed in 1995 by theelectrical contracting

industry and since then it has consistently provided quality trainingfor all electrotechnical disciplines. DCET has three training centres inExeter, Plymouth and Redruth and provides a wide range of trainingincluding apprenticeships, wiring regulations, inspection and testingand advanced level 4 diplomas.

DCET has always had close links with the fire industry and hasdeveloped and delivered its own fire alarm familiarisation courses formany years. The company actively promotes the importance of firealarm training and works with the FPA to offer accredited fire alarmand emergency lighting courses at its centres and on site.www.fikesafetytech.co.uk 01633 865 558

FIKE SUPPORTS FIRE ALARM TRAINING CENTRES

INTERIORS – CLEANING & MAINTENANCE – FIRE & SECURITY – ENERGY MANAGEMENT

http://www.fikesafetytech.co.uk

http://www.cpelectronics.co.uk

http://www.knightsbridge-furniture.co.uk

http://www.debgroup.com

MONTH IN FM | fmjdata.com50 FMJ

CASE STUDY

ENERGY MANAGEMENT – FIRE & SECURITY – CLEANING & MAINTENANCE – PREVIEW

The Quality SafetyAudit (QSA)Award Level 2 waspresented to OCSGroup UK by LordJordan ofBournville CBE, atthe RoSPAOccupationalHealth and SafetyAwards 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 improvementand benchmarking.

Graham Gilbert, Managing Director Infrastructure and Healthcare atOCS Group UK, who collected the award, said: “Occupational safetyand health is a top priority for OCS so we are delighted to berecognised by RoSPA with the QSA Award Level 2. Participating in theQSA awards scheme helps OCS facilitate continuous improvementand benchmarking and ensures we continue to foster a culture ofsafety across the business. This is OCS’s first year of attaining RoSPAaccreditation and we are committed to delivering safety excellenceand getting it right year on year.”www.ocs.co.uk 01273 669917

SUCCESS IN THE ROSPA AWARDS 2013 FOR OCS EXPANDING DARLINGTON COMPANY ‘CLEANS UP’WITH NEW CONTRACTS

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MJF Cleaning Services, the Durham cleaning company, has beguna period of rapid expansion thanks to securing a number of newcontracts in the North East and beyond.

The company has seen demand grow faster than expected forits wide range ofcommercial cleaningservices for business andorganisations such asbars, clubs, restaurants,hospitals, doctors’ anddentists’ 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 itsteam of over 100 staff but also create around 80 new positions inthe coming year. In addition, MJF’s headquarters in Darlingtontown centre are undergoing a major refurbishment and plans arein place to open a new office close to the M62 in 2014.

As well as daily office, commercial and specialist industrialcleaning services, MJF carries out large and small scale cleaningprojects such as carpet and upholstery cleaning, window andhigh-level cleaning and clean-downs on construction sites aheadof handovers to clients.www.mjfcleaningservices.co.uk 0800 876 6577

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ASSA ABLOY Security Doors, is supplying and installing over 700steel doorsets at one of London’s most iconic business districts,the 23-storey office building at 25 Churchill Place. Theheavy-duty ASSA ABLOY Security Doors’ fire-rated, acoustic andblast-rated doors, with electrohydraulic door operators accountfor the heavy traffic expected in the office space. The groupsolution from ASSA ABLOY also included bespoke steel doorswith a flush astragal profile on all main access routes. Lessvulnerable to attack, the flush astragal profile on ASSA ABLOYSecurity Doors helps with building efficiency and safety, byrestricting the passage of heat and smoke between buildingareas. They also manufacture and install timber doors in a rangeof performance options.

Chris Cole, Area Sales Manager said: “It has been great to workon such a prestigious site as Canary Wharf, and to tackle thecomplex issues that a building on that scale can produce.''www.assaabloy.co.uk/securitydoors 02892 662200

ASSA ABLOY SECURITY DOORS AT CANARY WHARF STROBE – THE INTERACTIVE MULTI - SENSORY RECYCLING UNIT

The launch of ourmulti-sensory,solar poweredSTROBE signifiesan industry first ininteractiverecycling. Thisall-encompassingdesign includesaudiovisualfeedback andtactile Braille textensuringinclusivity. Everyaspect of this unithas been designedto encourage and

promote recycling and ultimately boost your recycling rates,while also engaging the user. Transparent panels help to quicklyidentify waste streams on approach, while audio messages“thank you for recycling”; trigger the deposit counter andflashing LEDs. Bespoke audio messages and artwork optionsmake the unit unique to each location while solar powercreates a standalone unit with minimal installation.www.wybone.co.uk 01226 744010

http://www.ocs.co.uk

http://www.mjfcleaningservices.co.uk

http://www.assaabloy.co.uk/securitydoors

http://www.wybone.co.uk

51FMJ fmjdata.com | MONTH IN FM

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Ultracrete, home to a range of highway repair materials, is currentlyrunning a special offer on its Rapid Setting Patch and Kerb repair, FP-1.

The twocomponent rapid

repair mortar isideal for the

reinstatement ofsmall areas such astrip hazards, kerbs andsteps where promptaccess is required. Itcan be used betweendepths between10-100mm, achieving acompressive strength of50N/mm² at 28 days. Itsets in 25 minutes and

can be trafficked within 2hours of application.

It is on offer at just £16.99 a tub and Ultracrete are giving away a freeCosta coffee gift card with every purchase, so you can enjoy a coffeeon them once your work is done!www.instarmac.co.uk 01827 [email protected] and quote ‘FP-1 special offer.’

ULTRACRETE’S FP-1 PATCH AND KERB REPAIR JUST £16.99 PER TUB!

GRADUS OPENS NEW CHAPTER FOR LIVERPOOL LIBRARY

Contract interiors specialist Gradus has supplied wall protectionsystems, stair edgings and entrance matting to Liverpool's CentralLibrary as part of a £50million refurbishment project.

The wall and corner guards were installed to protect the surfacesand help to reducemaintenance costs byabsorbing impact caused bytrolleys, which are used on adaily basis to transfer booksaround the new library.

Gradus also supplied itsElite aluminium stair edgingsto the impressive staircasesthat run throughout thecentre of the new library, aswell as Topguard entrancematting for the library’s newentrances.

Susan Griffin, facilities manager for Liverpool Central Library, said:“Gradus’ wall protection systems not only complement the library’sinterior, but are also durable enough to help reduce ongoing repairand maintenance costs. We are also incredibly pleased with the stairedgings and entrance matting, as they are both ideal for heavy trafficareas and help to protect against slips and trips.”www.gradusworld.com 01625 428922

In a quest to improve recycling rates instudent accommodation blocks,Loughborough University has installedover 1000 Mini Envirobins from LeafieldEnvironmental.

Slimline, compact and moulded fromtough polyethylene, the 55 litre capacityMini Envirobin comes with a choice ofWRAP colour coded lid options withaccompanying graphics that actuallyencourage the students to recycle. TheMini Envirobin also incorporates a sack retaining feature for secureand discreet fitting of standard refuse sacks.

Poor recycling rates across the student accommodation blockswas the main driving force of the project. Research identified thatthe existing scheme was confusing and often contradictory frombuilding to building.

“We wanted a scheme that was consistent and a bin that had avery clear message, was robust, functional and easy to use,” saidDominic Gregory, residential services manager. “We were also keento incorporate the University’s It’s better off to Recycle campaignmotif. Having looked at several options and tried different sized binsin different locations we reached the conclusion the Mini www.leafield-environmental.com +44 (0) 1225 [email protected]

ENVIROBINS AT LOUGHBOROUGH UNIVERSITY HALLS OF RESIDENCE

Wirelessutilitymonitoringproductsfrom HWM’sRadio-Techbrand havebeen used byVercoAdvisoryServices to

reduce a major UK food producer’s water consumption by almost10% and gas consumption by over 5% in five months, withprojections showing savings of around £1m in only two years.

When implementing sustainability improvements, companiesneed reliable, traceable data to target their efforts effectively andefficiently. It can, however, be difficult to rationalise the expenditureand disruption of installing such a system against results that mayseem too speculative or distant. The speed of return on investmentfrom wireless monitoring is substantially quicker than for hardwiredsystems, and the costs can be easily identified upfront to ease andsimplify the specification process: there are no potential wiring oraccess problems when the battery-powered devices can simply befixed into place, meaning the most appropriate equipment withinbudget can be identified and used from the very beginning.www.hwm-water.com +44 (0)1633 489 479

THE PROVEN VALUE OF WIRELESS UTILITY MONITORING

BUILDING SERVICES – WASTE & RECYCLING – INTERIORS – ENERGY MANAGEMENT

http://www.hwm-water.com

http://www.instarmac.co.uk


http://www.gradusworld.com

http://www.leafield-environmental.com


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

THE WHOLE IS GREATER THAN THE SUM OF THE PARTS

[email protected]

02392 604 773

PARTNERSHIPS

http://www.helistrat.co.uk


Facilities Management Journal June 2013

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