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Dale Gillies
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MAINTENANCE AND FACILITIES MANAGEMENT ALDHAM ROBARTS: GLOBAL BANK CALL CENTRE [Document subtitle] FEBRUARY 2, 2015 601272 [Company address]
601272 Global Bank 02/02/2015 1 Contents 1. Executive summary............................................................................................................... 3 2. Introduction.............................................................................. Error! Bookmark not defined. 3. Management of individual services........................................................................................... 4 3.1 SWOT .................................................................................................................................4 3.2 GB goals and objectives –.....................................................................................................6 3.3 Refurbishment and hard maintenance services .................................................................0 3.5 IT Infrastructure................................................................................................................ 14 3.6 Telephone systems ........................................................................................................ 14 3.7 Data rooms/ data centres............................................................................................... 14 3.8 Wireless networks ......................................................................................................... 14 3.9 Cloud computing........................................................................................................... 15 3.10 Generators.................................................................................................................. 15 3.12 Space planning................................................................................................................ 15 3.17 Hot-desking................................................................................................................. 17 4. Soft FMservices and benchmarking......................................................................................... 19 4.1 Outsourcing vs in-house................................................................................................. 19 4.3 Service delivery.............................................................................................................. 20 4.4 Benchmarking:............................................................................................................... 21 4.5 Single service provider: .................................................................................................. 23 4.6 Managing agent (MA) .................................................................................................... 23 4.7 Managing contractor (MC) ............................................................................................. 24 4.8 Total FMprovider(TFM)................................................................................................. 24 4.9 Qualityinsurance........................................................................................................... 24 4.10 Service provider........................................................................................................... 24 4.11 Procurement: Catering/cleaning/ security ..................................................................... 25 4.12 Catering ...................................................................................................................... 26 4.21 Cleaning...................................................................................................................... 28 4.25 Security....................................................................................................................... 29 5. Building maintenance......................................................................................................... 30 5.1 CMMS........................................................................................................................... 31 5.2 Programmes cost reduction strategy........................................................................................ 0 Planned preventative maintenance plan................................................................................. 0 5.3 Legislation....................................................................................................................... 0 6. Enhancing the FMrole .............................................................................................................. 1 6.1 Risks...................................................................................................................................1
601272 Global Bank 02/02/2015 2 6.2 Corporate need .................................................................................................................. 2 6.3 Customer care/ service .......................................................................................................3 6.4 Communication.................................................................................................................. 4 6.5 Ongoing role (post occupancy evaluation) ............................................................................ 5 7 innovation categories............................................................................................................ 6 7.1 FM help desk................................................................................................................... 6 7.2 Technology innovation.....................................................................................................7 7.3 BS 11000 ......................................................................................................................... 7 7.4 Process innovation...........................................................................................................8 7.5 Sustainabilityinnovation..................................................................................................8 8. References............................................................................................................................... 9 9. Appendix ............................................................................................................................... 11 POLICY STATEMENT.................................................................................................................... 18 ENGERGY CONSERVATION....................................................................................................... 19 Horseferry Road...................................................................................................................... 19 All buildings................................................................................................................................ 19 REFURBISHMENT PROJECTS ........................................................................................................ 20 GENERAL OFFICE PRACTICIES....................................................................................................... 20 Office products........................................................................................................................... 20 Building Maintenance................................................................................................................. 20 Waste Management................................................................................................................... 20 Water consumption.................................................................................................................... 21 ENERGY EFFICIENCY.................................................................................................................... 21 OTHER................................................................................................................................ 21
601272 Global Bank 02/02/2015 3 1.Executive summary The report will be usingthe followingcase studiesasbenchmarks:  BBC Mediacity,  Co-operativeManchester  Fujitsu  Netsumo– CanaryWarf  White youngGreenInternational  Molinare phase 3  Channel 4 – London(see appendicesforenvironmentalreport)  MillenniumHouse Liverpool  Emrill Case study Managementof individualservicesproduce a structural pointof the strengths,opportunities, weaknessesandthreatsof howeachaspectsof the buildingisperformingassuchand whatis lackingforthe refurbishment. A conditionreportrenewedfromthe previousone statesthe conditionof elements inthe buildingforrenew orrepair. A detailedcostplanof the refurbishment providesthe overall price forthe buildcosts £6,378,936.08. The It infrastructure thatisalreadyimplementedandwhatwill needtobe changedlinkingtospace planningand howall of this can be integratedintothe existingbuilding.Whatwill be appropriateto be put where andhowit will benefitthe buildinginitslocatedlocation. Itrevealshow touse and make use of effective space throughthe use of hot-deskingandhow thiswill benefitthe companyas a whole.The extraspace will be usedasswingspacesespeciallyinthe zones1-3,how itcan be manipulatedintomovable space forthe use of hot-desking.The developmentof multipleusers beingable tobenefitanduse a space at multiple timeperiodswithoutaffectingone anotherwork progress. The report movesonto relatingthe benefitsof softfacilitiesmanagement.How outsourcingVsin- house isbetterdevelopedforacall centre and the typesof individual ormultipleservicesthatcan be sourced. The call centre operatesonan outsourcingpolicythroughcatering,securityand cleaningstaff.Eachisspecificallychosenthroughaharshtenderingprocessbenchmarkedthrough othercompaniesseeingthe effectivenessandbenefitsof each.Anexample forcateringwouldbe employinganoutsourcedcompanytoprovide all of the foodneededalthoughthe organisationstill retainscontrol overthe costs andthe menu.Thishelpsthemcreate andstructure theirmenus dependantoncustomerneedsandwantsi.e.religion.Cateringstaff will be providedfromthe outsourcedcompanyandlinkingtoreligionhavingaspecialisedchef tocookall of the meals. The programme strategyproducesapreventative maintenance planandthe legislationbehindit.Lastly it provideswaysinwhichthe FMcan be enhancedthroughthe organisation.
601272 Global Bank 02/02/2015 4 2. Introduction Thisreporttakesunderconstructiona refurbishmentprojectforGlobal bankfroma libraryintoa call centre.Asa retailingbanking call centre operationsmustbe athighand a professional level. Theywishto deliveraworldclassretail bankfor solutionstoovermillionsof customersovertwo differentcountries,USA andUEA. The mainfocuswill be oncustomerinteractionsandthe FM’sjob to produce these are able to happeninaneffective andprofessionallyefficientway.Innovative efficiencieswill differentiateonall levelsandcontinual progressionsforeachisvital to reachtheir goals.The projectwill needtohouse 400 staff not includingsecurity,cleaningorcateringpersonnel. 3. Managementof individual services 3.1 SWOT Introto swot Strengths: Core business 40 millioncustomers Four financial domains 7000 offices Worldsfinancial institution Deliversbroadrange of worldclassbanking Focuson customerpropositions,innovative and efficientdistribution Diverse portfolioof locationsandproducts Aldham Robarts Carpets Double glazedwindows Stairsand lifts Concrete paving Telecommunication Openfloorspace Aluminiumdoors- easymaintenance Vehicle access Trainingrooms Plasteredmasonrywalls- easilydecorated Metal staircase – easymaintenance and highdurability Windowscoveredunderexternals Existinglifts Qualityprocessesandprocedures Newbuild=Prolonglife span – manage carbon footprint Age of building Disabledaccess Welfare Operational capacity/efficiency Exclusive contract Weaknesses: Core business Stakeholdersmaychange theirstrategy Reliantonitscustomer,theycan switch to cheaperbank Oppositions mayuse theirelementof successagainstthem Aldham Robarts Vinyl flooring No showeringfacilities Electrical board WC in faircondition –no showerfacilities Lighting- energywastage External lighting-remedial work No kitchenarea No café area Masonry paintto external render( C condition) Combinationof carpet,vinyl andpainted concrete floor- nocontinuity Existingconcrete pavingslabs –C condition No carpark Airconditioning- highenergyusage andnot linkedwithheatingsystem Lack of equipment/ telecommunications/ desks/ cubicles Structural issues Mechanical/electoral space –Suspended ceilings/raisedaccessfloors Backup generators Heat systems
601272 Global Bank 02/02/2015 5 Call Centre – Benchmarked Hot deskutilisesspace Global Reputation Specialistmarketexpertise Location Newtelecommunicationtechnology Trained/expertise staff Well capitalise;noGovernmentreliance Complexityof operations Call Centre – Benchmarked Low operatingsize highoperational costs immobilization Opportunities: Core business Connectionsto70 countries Global marketwithminimal barriers Wideningconsumerbase Presence indynamicproductsector Aldham Robarts International markets Outside seatingarea/designatedsmoking area withshelter space for: Café/Prayerroom- Religion – accommodatingall peoplesneedsholidays, religiousevents,prayerroom/Shop/gym Areafor; shopsand café- profitability? Suspendedfloorandceilings- runtelecom cables,updatedaircon systemsetc. Flexibility Galvanisedwalkwaystoroof- accessto roof services glazedpartitionswalls- easilyremoved crèche – happyworkers Newtechnology Current+ future use Utilisingfull area Call Centre – Benchmarked International markets Threats: Core business Global competitionintense Changesof the needsof consumers Otherlocal banks Increase of microfinance Strongregulatoryenvironment Aldham Robarts Governmentregulations –change of use Financial loss Telecommunication,ITinfrastructure - Age of wires - Reinforce building Security – share outside area Increasedcostof running Suspendedceiling - Cconditionreplace Lighting Boilerendof economiclife Pumps- endof economiclife Parkingrestrictions Damagedroof- riskof leak, CoveringCcondition No infoondrainage Pipe insulation Fire appliances–B condition Heatingsystem- Dconditions Electrical distributionandpower –upgrade Emergencylighting-serviceable bcondition Alarms(fire,refuge,disabled) serviceable Lightingandsurge protection –lightning strike andpowerfailure Concrete pavingaccessC condition It weight/infrastructure Call Centre – Benchmarked Economicenvironment
601272 Global Bank 02/02/2015 6 3.2 GB goals andobjectives –  To provide areliable andresponsive service fordriving operational excellence acrossGB by consolidating,simplifyingandcontinuouslyimprovingprocessingglobally.  to bringthe physical buildinguptoconditionandaddresscurrentmaintenance  issuesevident(refertoconditionreport);  to provide ahigh functioningandsafe workplace environmentforitsusers,includingstaff and contractors;  to provide amodernbuildingwhichiscapable of meetingmoderninformationtechnology trends;  to optimise the sustainabilityandefficiencyof the buildingscapacity;and  to ensure thatriskis managedandminimisedintermsof addressingthe safetyand sustainabilityof the buildinganditsusers. Developingmarket Security/cleaningstaff/cateringstaff = addedexternal jobs Market vacancy due to ineffective competitors Accessto resources Financial resources Publicsectorto private Lack of Computers Failure of telecommunications,IT infrastructure;age of wires Operational capacity/efficiency Financial loss Social changes Internetproviderfailure Increasingcostof salary Political andregulatoryenvironment Increase costof runningcost Increase costof electricity/water
3.3 Refurbishment and hard maintenance services
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3.3.1Lowerground floorlayout: Lowergroundfloor  CommunicationandITserver  Buildingservices  Toilets/showerroom  Toilets  Lift  Prayerroom  Cleaningsupplies  Gym The toiletsbythe lifthave beenleftastobe usedbythe staff workingonthisflooras people may finditawkwardusingthe toiletssituatedinsidethe gymareaas people are showeringand changing. Bespoke maintenance isaspecificpackagedsoftware developedforanorganisation. Some will be underwarrantyasthe firstyearsetup ispreparationforthe future years.“An approach to maintenance thatcombinesreactive,preventive andpredictivepracticesand strategiestomaximise the life-timeandavailabilityof businesscritical assets”. (BIFM,2009) This will be implementedoverthe building.
3.3.2 Ground floorlayout: 3.3.3 Firstfloor layout (See appendicesA forfurniture examples) (See appendicesbforfurniture) 1st floor  USA  Trainingroom  Meetingrooms  Toilets  Printing/copyingroom  Lift  Drinksmachine  Water dispenser  Office 1  Office 2  Zone 1  Zone 2  Zone 3 Ground floor  Reception  Kitchen  Seatingarea/ dinning  Helpdesk  Toilets  Internetandgamesroom  Lift  Drinks/ vendingmachine  Locker  CCTV room
601272 Global Bank 02/02/2015 1 3.3.4 Second floorlayout: 2nd floor  UEA  Trainingroom  Meetingrooms  Toilets  Printing/copyingroom  Lift  Drinksmachine  Water dispenser  Office 1  Office 2  Zone 1  Zone 2  Zone 3
3.4.2 Cost plan LowerGround Floor:
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601272 Global Bank 02/02/2015 2 Lowergroundfloor CommunicationandITserver– housinggeneratorsystems (appendicesU),ITservers,electoral supplies/mains Buildingservices –housingall ventilation,watermainsetc. Toilets/showerroom / lockers – lockersforstorage of belongingswhile showeringorusingthe gym.Showersforuse afterthe gymor evenafterworkif needsbe Toilets– male andfemale /disableduse also still presentforworkersonthisfloortouse and not disturbingorhavingtouse the onesinthe showerroom Lift– accessible forall tomove aroundthe building Prayerroom – for religiousworshiperstogoand have a quietareato pray in,for all religions Cleaningsupplies –room to holdall cleaningproductsandcleaningequipment Gym – benchmarkedonmillenniumhouse Liverpoolwithofficesandanintegratedgymonthe lowerfloor 3.4.2 Ground floor:
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601272 Global Bank 02/02/2015 4 Ground floor Reception –locatedat the front of the buildingtogreetclienteleandhelp withanyinquiriesor package deliveriespeoplehave.Benchmarkedonthe BritishSchool of Osteopathyfront receptionsaestheticsandopenplanreception. (seeappendices C) Kitchen – professional staff prepare andcookmeals Helpdesk –easyaccessfor all to get to andfore lay anyproblemsorissuestheymaybe suffering from. Toilets– male andfemale /disableduse also Internetandgamesroom – breakroom forpeople tositback and relax duringbreakperiods,to have funand use internetasnotall computersoff thisservice.Benchmarkedonthe cornerstone on demandprojectsbreakroom.(See appendices D)
601272 Global Bank 02/02/2015 5 Lift– accessible forall tomove aroundthe building Drinks/ vendingmachine –usedat anyperiodof the day. Mainlyusedbynightstaff whenkitchen isclosed. Lockers – as hot-deskingispresentpeople cannotleave belongingondeskareassoan alternative place to store onesthings. CCTV room – patrolledbyasecurityteamwatchingoverall levelsinternal andexternal 3.4.3 Firstfloor:
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601272 Global Bank 02/02/2015 9 Clientmeetingroom1/2 These roomsare benchmarkedfromthe Molinare phase three case studyof theirmeetingrooms. (See appendices E) It providesacool,composedbutprofessional vibetoassertprofessionalism but alsoto be relaxedinacalmingenvironmentatthe same time.Same computerandtelephone systemsandproviderthroughout. Openplancirculation Dependentonthe locationwillbe incompliance withthe restof the section. Trainingroom Benchmarkedfromthe white younggreencase studyof theirtrainingfacilities.(See appendices F) Basic butnot boring.SimplisticwithHermanmillerfurniture sourcedtable,chairsanddesk.Same computerandtelephone systemsandproviderthroughout. Printand copyingroom Both will operate withaHPLaserjetProColorM476dw A4 ColourLaser Printer.Locatedatthe side foreasyand everyone’saccessibilitywithoutcreatingdisruptiontoanyone working. Office one /two Benchmarkedoff of the HG capital case studyof offices.(See appendices G) Easilymaintainable office roomsspace notto create a divide withcommontraitsof furniture fromHermanMiller. Desksfacingoutthe windowsforasunlightview.L-shapeddeskswithsame computer,telephone systemsandproviderthroughout. Drinksmachine – waterdispenserunitcoldorextracoldwithtap. Zone 1 / Zone 2 / Zone 3 These zoneswere benchmarkedonthe netsumocase studytoproduce an ergonomicand functional space (See appendices H) andalsothe Cornerstone ondemandproject.There they practiceda hot-deskingpolicy. (See appendices I) Herman Miller was sourced to provide the efficient and suitable desk and chairs range. Each zone would be a different theme dependent on how the staff would like it i.e. colour etc. Due to hot-desking themes can be based around the computer screens and desks as home belongings cannot be left and won’t disrupt the themes. Same computerand telephonesystemsandproviderthroughout. Lift– accessible forall tomove aroundthe building If it wasn’tan openplanlayoutmovable partitionscouldbe putintouse toseparate roomsoff fromeach otherreducingnoise andkeepingeachstage separate notinterruptingthe changeover periods.Alsothe zonescouldbe createdmore specificallythemed360°around the room.
601272 Global Bank 02/02/2015 10 3.4.4 Floor2:
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601272 Global Bank 02/02/2015 13 Clientmeetingroom1/2 These roomsare benchmarkedfromthe Molinare phase three case studyof theirmeetingrooms. (See appendicesE) It providesacool,composedbutprofessional vibetoassertprofessionalism but alsoto be relaxedinacalmingenvironmentatthe same time.Same computerandtelephone systemsandproviderthroughout. Openplancirculation Dependentonthe locationwillbe incompliance withthe restof the section. Trainingroom Benchmarkedfromthe white younggreencase studyof theirtrainingfacilities.(See appendicesF) Basic butnot boring.SimplisticwithHermanmillerfurniture sourcedtable,chairsanddesk.Same computerandtelephone systemsandproviderthroughout. Printand copyingroom Both will operate withaHPLaserjetProColorM476dw A4 ColourLaser Printer.Locatedatthe side foreasyand everyone’saccessibilitywithoutcreatingdisruptionto anyone working. Office one /two Benchmarkedoff of the HG capital case studyof offices.(See appendicesG) Easilymaintainable office roomsspace notto create a divide withcommontraitsof furniture fromHermanMiller. Desksfacingoutthe windowsforasunlightview.L-shapeddeskswithsame computer,telephone systemsandproviderthroughout. Drinksmachine – waterdispenserunitcoldorextracoldwithtap. Zone 1 / Zone 2 / Zone 3 These zoneswere benchmarkedonthe netsumocase studyto produce an ergonomicand functional space (See appendicesH) andalsothe Cornerstone ondemandproject.There they practiceda hot-deskingpolicy. (See appendicesI) Herman Miller was sourced to provide the efficient and suitable desk and chairs range. Each zone would be a different theme dependent on how the staff would like it i.e. colour etc. Due to hot-desking themes can be based around the computer screens and desks as home belongings cannot be left and won’t disrupt the themes. Same computerand telephonesystemsandproviderthroughout. Lift– accessible forall tomove aroundthe building If it wasn’tan openplanlayoutmovable partitionscouldbe putintouse toseparate roomsoff fromeach otherreducingnoise andkeepingeachstage separate notinterruptingthe changeover periods.Alsothe zonescouldbe createdmore specificallythemed360°around the room. The overall price forthe buildcosts £6,378,936.08
601272 Global Bank 02/02/2015 14 3.5 IT Infrastructure The call centre will buytheirownequipmentandlease outservice providers. Inalternativecasesthe FM mayhave to weighupadvantagesanddisadvantagestothe costbenefitsof leasingorbuying theirequipment. Advantages  Cost forIT or telephone systemscertain and are knowninadvance  No calculations are neededif leasing  Leasingprovidesamedium-term source of capital whichmaynot be available elsewhere  Possibilityof immediateacquisitionof cost savingonequipment Weaknesses  The telephone orITsystemcannotbe withdrawnonce the contract is signed and itsconditionscompliedwith  No needtotie upassetsin telephone or IT systems 3.6 Telephone systems The call centre will have alarge systemservice needfortelephonestherefore will needtolease out contracts. The digitisedvoicedatacan travel withdatafromthe internetandbe flawlessly condensedinlongdistance communication.Nextaproviderwill be sourced. (See typesof service provides4.5) 3.7 Data rooms/ data centres The data room will be locatedinthe lowergroundfloor.The IBMmainframe isnow functioningata smallerserverwhichwill be mountedonracksadvancingwithputingpower,capacity,functionality and miniaturisation.Asthisroom requiresmore attentionsdue toairconditioningandpower requirementthe FMshouldemploythese processes: 3.8 Wireless networks Wirelessconnectionsare seentodayasa wayof savingmoneyandspace and utilisingthe neednot to usedcables. Wiggins(2010) believesthe aimof itisto remove all of the restrictionsof being attachedto expensive andmessywiresandcablesbothinside andoutsidethe office.Itdoesthus increase efficiency,providesbettercoverage,producesflexibility,cutscostsand promotesnew opportunities.Thisbringaboutmajorchallengesof risksforFM’sto keepthe networksafe and secure foruse and a networkthatdoesn’tinterfere withneighbouringsystems.Managingthe airspace or the buildinginsuresreducedinterference butitneedstobe constantlyandclosely monitored.Thiswill provideverydifficultastowhere the call centre isactuallysituatedwithmany surroundingtenantswiththeirownindividual networks.  Adequate conditionedairatappropriate temperature andhumidity  Uni-interruptedpowersupply(UPS)  Faraday screeningtoprotectcommercial sensitive data  Cleanlinessof the space toremove fire hazards,dustandpackingto meetISO14644-1 1999 class8 internationalstandards  Fire protectionsystems Data rooms are underconstant evaluationtherefore itmuststayupto code and withinlegislation.
601272 Global Bank 02/02/2015 15 3.9 Cloud computing Cloudcomputingcouldvirtuallymeanan office wouldnotbe neededbutjustaheadquarterforall of the servers.If forsome reasona memberof staff couldn’tmake itintoworkcloudcomputing is the use of a computingresource whichdeliversaservice toanetwork. The usercan accessa “cloud base”and connectto the networkthroughan interface orapplicationandbe instantlyconnectedto the server.Therefore cloudcomputingshouldbe setupasa last resortfor the call centre and benefitsthe companyastheydonot lose amemberof staff and the businessregulatesasstandard. 3.10 Generators The call centre will operate diesel poweredgeneratorswithintegratedsilencersfor business use. The implementationof Hyundai DHY9KSEmSingle Phase Diesel Generator will be usedwithasmaller systembackupgeneratorsoperatingata lowervoltage.Allthese will needinterfacingwiththe normal mains.Thisenablesthemtoreactwithintwosecondswhenthe primarygeneratorsfailand supplyelectricitytothe building. Ittakesa durationof 2hoursfor the primarygeneratorspowerto return 3.11 Accessibility FM have beenhelpingtheirorganisationtomeetlegal andmoral dutiesthroughthe provisionand termsof the accessibilityandanti-discriminationact.There are some adequate facilitiesfordisabled access butthere’sa needfora drastic transformationtoaidin all disabilitiesandnotjustwheelchair access.If there were blindpeople toworkhere there wouldbe aneedtoproduce brail signson toilets,offices,vendingmachines,liftandsoon. 3.12 Space planning Thistask isessentiallydetermininghowmuchspace a certainamountof people will needandhow manypeople canbe heldinthisspace.In thiscase eachmemberoff staff has10m2. Wiggins(2010) statesthat FM’s mustkeepupto date withrelevantlegislationandnew developmentsinthe way space can be usedto supportan organisation. Space planninglinksintoplannedpreventative maintenance asanexample of fire andsafetylegislation.The space mustbe planedaccordingwith fire exitpointsandextinguishersatthe relevantpositionsprovidingalliancewithH&Sregulation. 3.13 PREPARINGABRIEF: SPACEDEMAND: Binder(2008 citedinCotts 2010, pg 116) space isthe frontierof facilitiesmanagement. Whenspace planningandmanagementisundertakenitmusttake the overall organisational contextintoaccount and all specificsasthey can have detrimentaleffectsonorganisational requirementsandusers expectations.General trendswithinthe workplace influencewhatoughttobe completedandby whomI.e.throughmobile working.AccordingtoEley(2013, pg.3) policiesmustbe framedto meet the objectives,forexampleameetingroompolicyshouldbe aimedatensuringthatthe appropriate interactionscantake place betweeninternal andexternal groups.Thereforethe facilitiesteamwill needtoknowhowto increase productivitywhichdrive the relationwithinspace use.
601272 Global Bank 02/02/2015 16 Functional needs in the context of cultural style > >Current and desired w orkor learning styles, including opening hours, core day periods, etc. > >Meeting or teaching patterns – formal, informal, individual or group w ork > >Numbers of people – headcount and contract, full and part time, peaks > >Space allocation principles, i.e. non-allocated w orkspaces, enclosure entitlement > >Space standards to be used, per w orkspace footprint > >Storage requirements – individual, group and departmental > >I T current and likely future support requirements (Eley, 2013) 3.14 Effective useof space The FMwill needtounderstandthe stockof theirportfolioinrelationtohow itmatchesthe need requirements.Thistiesinwithunderstandingthe corporate need,(see 6.2) they mustunderstand the asset/userneedsforwhattriggerschange developinga planspace brief whichcanbe changed overtime.A well-documentedplansupportsspace utilisationandperformance tobe monitored. Whenlookingintoeffectiveuse there isn’tacar park or space to buildone sotherefore the organisationmayputon a shuttle busservice. 3.15 Spaceaudit The FM mustestablishthe intentionandpurpose of space andstate the reasoningbehindthe audit. Thiswill produce afocus forthe auditteam. Advantages:  Reviewthe wayworkisorganised,the patternsof workand the space usedto performthe variousactivities  Examine the suitabilityof existingbuildingstockforthe businessoperation  See whetherspace costsanduse match bestpractice benchmarks  Criticallyreviewthe organisationsspace strategy  Use the auditto assessthe real and perceivedperformanceof the FMfunction withregardto space  Examine the demandforspace arisingfromthe impactof the technological change,staff expectationsandlegislative/regulatoryrequirements (Wiggins,2010) In the call centre the FM can use thisas hard evidence andavoiddisagreementwithrespectsto space.The use of CAFMsystemsupdate evidence andmake essentialchangestothe waythe space can be managed.Ittherefore improvesperformance andconveysreductionincost.More thanone surveyoptionwill be conductedtoestablishconclusiveinformation. Environmental planningwasprettysimple inthe pasthoweverdue tothe continual ever-changing businessoperationsthe organisationsmust thinkmore abouttheiroperativesaswell as organisational objectives.Moleski andLang(1986 citedinFinch,2012 p.84) stated corporate design mustinclude anin-depthanalysisof the corporationasa social organisation,the behaviourof the individualswithinit,andthe physical settingthathousesit – a total systemof interrelatedparts. 3.16 Swing space: Thiswill be implementedonfloorsone andtwoleaving keepa“fitfactor” alwaysfree forallowance of oddspace if needed.Thispermitsformoveable capacityenablingrelocation.Therefore ithasthe abilitytoadaptfor any quickrelocations.
601272 Global Bank 02/02/2015 17 3.17 Hot-desking Hot-deskingisasystemdevelopedinoffice organisationsinvolvingmultipleworkersusinga workstationatdifferentshiftpatternsinsteadof eachpersonhavingadesk.Thisisusedin workplaceswhere staff will be cominginatall differenttime periods andare able touse an available desk. Withthe growthof thisand the mobilityof service,includingaroutingvoice andmessagingservice meanstheyare able to login at any location.Thisiswhere cloudcomputingcanbe implemented. (See3.9) KPI’swill indicate progressfromimplementationof thisnew systemandstatingwhetheror not itreachesstrategicgoals. The emergence of hot-deskingimprovesthe technologyinputof a workplace makingitmore simplisticandefficient.Itwill be maintainedbysoftwareintegratingwith the organisationscommunicationssystemandtailoredtospecificcompanies. Advantages 1. Savesmoney 2. Betterwork/life balance 3. More interactive workenvironment 4. space savingsupto 30% 5. improvestechnologyof workplace Disadvantages 1. Nothingpersonal aboutyour workspace 2. No sense of permanence 3. One workstation+multiple workers=lotsof germs Benchmarkedfromthe BBCMedia cityin Manchester.They delivered thisprojectforstaff whoare individualsorfreelancers forthe digital opportunitytocompleteworkif theyspendtime hereand are basedawayand havingmeetingsorclientsnearby. Katie Gallagher, (2014 citedinManchester eveningnews2015) stating,thisisa greatopportunityforfreelance andsmall businessmembersto take advantage of the fantastic, state of the art facilitiesof the landingandbenefitfrombeingatthe heartof MediaCityUK. Space maintenance andhot-deskinglinkhandinhand and alsowithshiftpatterns.The flexibilityof shiftpatternsandhot-deskingmeanall staff move freelyaroundthe space layoutondayto day workinghours.
601272 Global Bank 02/02/2015 18 3.18 Shiftpatterns USA UK UAE UK 8pm-6am 1pm-11am 8am-6pm 4am-2pm Shift 1 2 3 USA 5am-2pm 1pm-10pm 9pm-6am Staff 50 100 50 Shift 1 2 3 UEA 4am-1pm 12pm-9pm 8pm-5am Staff 50 100 50 The shiftpatternsare dividedintothreeselectedshifttimes.Thisistobe incompliance withthe time zone difference fromcountrytocountry. Dependantonthe time the UK base the prioritytimeswith the othercountriestowherethe highestinfluxof callswillbe takenandprovide ashiftpatternaround this. As its shows, all three shift patterns interlink to each other as they have overlapping periods. Therefore there isacontinual presenceof service of operators.Alsodependantonthe busierperiods of clientele calling,the numberof staff have beendispersedoverthe twofloorsforprime time shifts, shit 2, 9 hours, the higher calling times for both departments and then half the number for the remaining two shifts, shift 1 and 3, as these are much slower periods thus not needing the same amountof staff.Asthese threeshiftpatternsoverlapandthe use of hot-deskingwillbe implemented, the three shiftpatternswill be locatedover the three zones.Eachpersonhasa space on 10m2 where personal belongingmustbe keptinsecurelockersonthe ground floorforsecurityreasons.If aperson isto leave theircomputerforlonger than10minutesthisisasecuritybreachandanemail will besent to them. Computers must be locked when stepping away from the space.
601272 Global Bank 02/02/2015 19 4. SoftFM services and benchmarking 4.1 Outsourcing vs in-house Outsourcing: Cost efficiencieshave beenthe drivingforce behindFMoutsourcing. (Wiggins,2010) Outside specialistscanbringaboutthe mosteffective innovationsof skill setstogether.Companiescanpick fromspecialistsophisticatedmarketplacesforadiverse range of suppliers.Althoughcostefficiency isa crucial part of outsourcingthere isalsoanincreasingneedforthe contractorto innovate and add value tothe deliveryservice.Wiggins(2010) proposesthatsome companiesdon’t justsource froma single companyalone,(i.e.Johnsoncontrol whodivulgeineverythingfromcomputersto stationary) theysource from50-60 service linesorsome bundleintotwoorthree contracts. Merging the numberof contracts will resultincostbenefits,straightforwardadministrationandflexibility. (Baldry,2003) pg 136 (Baldry,2003) pg 137 4.2 In-house In-house usedtobe a verytraditional anda commonmethodespeciallywhenbusinessesare directly ownedbythe organisationwiththeirownmaterials,plantandlabouralreadypresent.Businesses have slowlymovedawayfromthe holisticprovisiontoniche. Advantages • Complete control over maintenance operation • Common interests and concerns • Familiarity and commitment to estate and its occupiers • Priority: work persons always available Disadvantages • Inefficiency: cost and bonus drift • Requires sustained workload to be profitable • May not maximise use of plant and stores: underutilised overheads • Supervision may be difficult as maintenance manager may not Disadvantages:  Confidentialityof data/security  Personnel problems –shitfromuserto supplier  Lack of control of suppliers  Riskof selectingapoorsupplier  Long termfixedcontracts  Lose in-house expertise orcapabilities  Ownershipof new applications with suppliers  Ignoresin-house solution  Suppliercommitmentbeing questionable  Supplierscontinuitynotassured  Learningcurve for supplier  Lack of independentadvice from supplier  Supplierscapacity Advantages  Reducedcosts/economicscale  Concentrationoncore business/ strategicappreciationof service  Right-sizedheadcount/reduce space  Improvedproductivity/operational efficiencies  Increasedflexibility  Latesttechnology  Overcome skillsshortage  Addvalue withnoextracost  Improvedmanagementcontrol  Improvedaccountability/ performance levelsmonitored/ userriskreduced  Tax gain
601272 Global Bank 02/02/2015 20 control payments • Health and safety training etc. comparatively more expensive It isveryapparentthat the majorityof disadvantagesrules.The in-houseteamwillrequirea managementeffortwhichwill needtobe divertedfromthe core activitiesthereforeprovingtobe inflexible anddifficulttochange tomanage. (Wiggins,2010) Statescost and manpowersavingsare unlikelytobe achievable.Consequentlynobusinesswillwanttolose moneyonanyreturnso in- house sourcingisan unproductive andrealisticallypoorstrategy. 4.3 Service delivery FM managesservices of boththe external andinternalcustomer.Service deliveryconsequently highlightsthe performance of efficiencyof the FM.The future of a businesswill dependonthe continual andpotential customersandwillbe basedonhow well theyare treated.Whatservice deliverydelivers: Finance • Reduce cost of operations • Provide services at a competitive price • Leverage spend within region and globally to achieve best in class pricing Customers • Improve customer satisfaction • Enhance customer productivity, serves as a business enabler • Improve service delivery – quality, response time • Not compromise service quality and delivery • Not adversely impact business operations/minimal business disruption • Fit with your company culture Services • Enhance oversight and delivery of services •Meet your company’s expectations and standards • Provide flexible/scalable model Processes • Improve internal processes and promote innovation • Reduce management complexity • Promote consistency of processes, controls, reporting • Provide wider access to marketplace, best practices and knowledge sharing across sites • Enhance use of systems and technology • Not adversely impact environmental health and safety (EHS) and regulatory compliance People • Best utilize expertise of in‐house and service provider’s staff • Best support your organization structure •Maintain safe work place
601272 Global Bank 02/02/2015 21 ((Wiggins2014) 4.4 Benchmarking: It’sdefinedastomeasure the effectivenessof in-housepracticesagainstexternalpracticesin relatedorganisationsorindustrial sectorsandagainstanorganisationidentifiedasachievingbest practice in the area underscrutiny. (Brooks,2009) The two maincase studiesusedare Fujitsuand Co-op.
601272 Global Bank 02/02/2015 22 Co-op man The co-operative movedfromLondonto Manchester.The FM askedthe staff whowere movingif moneywasn’tanissue what technologyandsoon wouldtheylike.Itwas completelydifferenttowhatthey alreadyhad but benefitedtheircreative needs.Theytook time learningaboutdifferentteamsneeds initiatingFMintothe businesssupporting them.Bainbridge neededtosupportandtrust fromseniormanagementtoaccountfor the desirable finishtheystaffwanted. In orderto produce operational activityand strategicthinkingoutsourcingisthe predominantrole tobe trustedforthese tbe completed. AsRICS(2014 citedinDavles 2014 pg. 22) reportnotes,outsourcingoperational activitiesfreesin-houseFMsto focusmore on long-termplanningandstrategicchallenges. Therefore outsourcingisbeneficialforamore strategicFM. The move allowedthe FMto enhance workplace surroundingsproducinga more creative workplace.Itwasall achieved throughoccupant participationestablishing efficientworkplacesandworkingpatterns. Fujitsu The call centre will be benchmarkedagainstthe Fujitsuservicesdesigningforvalue study.Its core strengthsistodeliverITinfrastructure and outsourcingacrossdesktops,dataand networkingcentresandconsultingintegration deployment.Theyplace highresponsibilityon theircustomersatisfactionlevelswithinthe demandof the call centre.Theyplace the customeras the most imperativemeasure of the service acknowledgingthe customersactual needsandwants.By deliveringexactlywhat theywantit repeatsbusinesscontractsbeing securedwhilstinnovationandperformance continuallyimprove thereforeactingwith customerknowledgepointstooperational alignment. The implementationphasesmeanttheybegan redesigningthe processwiththe importanceon people,valuecreationandthe problemsolving process.Innovative KPI’sandservice-level agreementswere constructedaboutthe businessgoalsandclientsandnotonthe processor target of the staff.Womack,jones and Roos,( 1990 authorsof The machine that changedthe worldcitedinFujitsu2004) State theyagree that employeesare toprosperin thisenvironment,companiesmustofferthema continuingvarietyof challenges. Fujitsuhelpdeskhasaidedinthe reductionof 60% of incomingdemand,servicecosts64% and employeesatisfactionincreasedby30%. Theyare now able to offerthisreducedservice for all clientsdue toconfidence indemand. Example: Fujitzuhave appliedenvironmentalprinciples such as remote Itmanagement,online services and pre-contractanalysis.Theyhave helpedan airline company,BMIwitha helpdeskstrategy managingto reduce queuesatticketsoffices.It RichardDawsonstated,overthe last twoyears callshave beenreducedby40% and time tofix reducedby70% inaddition,alarge government clientsaw customersatisfaction ratings raised from 5.2% to 8.5%, a 63% increase. (Neely, 2004)
601272 Global Bank 02/02/2015 23 Therefore it’sbestdescribedbyLeibfried andMcNair(1994 citedinBrooks2009, pg217) itis and external focusoninternal activities,functionsoroperationsinordertoachieve continuous improvement. 4.5 Single service provider: Single service providersare organisationalbusinesseswith procurementstrategiesthatdedicatesto a single supplierforeachrequiredservice e.g.cleaning,catering,securityetc.Manyare procuredfor preference ratherthanselectingothersourcingoptions: Advantages • market expertise • niche market • in house capacity & expertise • other services catered for (in house or already outsourced) • to satisfy specific organisational needs (strategic or operational) • risk reduction • provides greater operational control (BIFM,2009) As the organisationsoutsourcingpolicieswillevidentlymature the sourcingoptionswill thusneedto mature correspondingly. Suitable sourcingoptionswill be requiredtosatisfythe businesscase where the superioreconomiesandefficienciesare recognised. 4.6 Managing agent (MA) Managing agentsare basedon establishingcontractual relationships fromindividual servicestoan organisationandappointingamanagementcompanytomonitorthe behaviourof delivery, performance andrelations.Thisis thusaclientrepresentative/managingagentappointedthrough usingthe external organisation.The multiple service providersare selected throughcompetitive tenderingviaaformal contract. Thisexistsamongstthe MA,clientorganisationandthe individual or it can be as a package of service contractorsand the clientorganisation.
601272 Global Bank 02/02/2015 24 (BIFM, 2009) The managingagent is the mostexpensive option. It’sprovidedby property managerswho have managementskills rather thanthe typical operationalproviders. Wiggins(2010)defines it as a short- term strategy that is very useful when establishingFM for the first time, and it tendsnot tobe a long- term solutionor strategy due to its highcost. 4.7 Managing contractor (MC) A contract existsbetween the clientorganisationandsupplier.Sub-contractorsfall underneathhe MC buthave no relationshipwith the client.Therefore here isonlyone pointof contactno matter whathe service problemmaybe. 4.8 Total FM provider (TFM) TFM suppliesafixedprice throughsupportservicesbyemployedstaff orusingoutside suppliers. Clientorganisation,insteadof individual companyservice contracts,wouldhave atenderfora primarycontract. Thismeans the clientorganisationbenefitswith onlyone directpointof contactto manage with. Skilledstaff are neededtomanage thiscontract sothere are no gapsthat existwithin the specifications.Thistype promotesaclearadvantage withreducedadministrationinput.Onthe otherhand thismeansthe clientwill have lesscontrol overthe subcontractorsthatare usedand a majordisagreementintowhenthe contractshouldexpire orterminated. 4.9 Quality insurance BS 5750 or ISO 9000 will provide the evidence of the contractorsmanagementsystemthatithas beenthoroughlyevaluatedbeingeffectiveandthere ispresentableevidence toprove itisreliable and responsible toquality.Onthe otherhandtheydon’tproduce evidence onqualityculture.A supplierwithgeographical spreadrelative totheirownspreadmayhave economicandservice capabilitytomeetclientorganisationsrequirements. (Wiggins,2010) 4.10 Service provider The call centre will be usingasingle providerfortelecommunicationsandinternetpackage.Asthere will be timesof veryhighinfluxof callsthe call centresservice providerisbenchmarkedagainstthe
601272 Global Bank 02/02/2015 25 Londonambulance Service (LAS) astheyoperate athighpointsandare alwaysobtainable functioningefficiently.Theychose BTas theirprovider.Reducingthe complexityindividualscanlog on anyphone on the networkmakingworkchange easiertoorganize.Chidi Oparah(2015 citedBT Business2015, pg1 para 4) said, “Havinga systemdowncouldseverelyimpairourabilitytodoour jobeffectively.”The successledtovideoconferencingfacilitiesreducingtravellingcosts.BTmade an efficientgaininemployee productivityasnow 3 additional sitesare tobe setup. 4.11 Procurement: Catering/cleaning/ security The procurement processwithin publicorganisationsmustcomplywiththe EUprocurement directive regulations adheringinitial pre-qualificationprocessesandthe specifictime limitsprovided to abide bybetweeneachactivity. Allworkandservicesmustcomplypromotinganopen competitionwideacrossthe EuropeanUnion.The actual qualityof service canbe difficultto calculate before itisdelivered.Itisthusprimarilyessential tohave anoperative andstructured procurementsysteminplace toenable the managementandtotal control of any risk. (BIFM, 2009) Contract durationaffectsnumerical factorsof FMcontracts. Usuallypurchasingorganisationsdon’t pay anyattentiontothe duration assumingeitheraminimumof 3 yearsor maximumof 5 years. Durationisa fundamental partof the businesscase procurementstrategy.Anorganisationshould considerthe followinginfluencingfactorsbefore decidingonthe contractsduration:
601272 Global Bank 02/02/2015 26 Indicatorsfor short-contract duration • Query performancestandards • Value-for-money concerns • Changing technology • Changing market(purchasing organisation) • Future sourcing trends (supplier) • Changing legislation& apparent business risk 4.12 Catering A call centre will predominantlyprovide one ormore of the followingfora24/7 workingshift pattern: 4.13 Full-staffrestaurant Thisservice offersarestaurantwithfoodproductiononsite bya qualifiedteamof professionals whichare employedbyacontractor. Classically afull productionfunctioningkitchenwithaserving locatedareawithinthe premise. 4.14 Cafébar Thisservice providesacafé bar withlimitedcookingfacilitiesthatprovides limitedfoodofferse.g. sandwiches,snackandjacket potatoesetc.Furthermore will include usuallyahot beverage offer froman in-house brandora leadinghigh-streetname. 4.15 Vending Thisservice provideshotandcoldbeveragesandfoodinthe predominantformof smallersnacks usuallycold.Thiscanbe managedeitherbya cateringcontractoror a vendingspecialistsupplier.It requiresthe mostminimal amountof labouralthoughthere isaninvestmentneededforthe machine.These canbe cash or cashlesssystems. As the call centre will be workingata 24/7 rate withdifferingshiftpatterns, itsbesttoimplement the service of a restaurantwhichwill provide hotfoodandbeveragesduringthe dayfromspecific openingandclosingtimes.Alsovendingmachines whichwill provide aservice tothe nightstaff and weekendworkers. There will be microwavesforthe use of the foodvendingmachine sotheycan enjoywarmfoodi.e.readymeals. 4.16 Dietary/health concerns The vast majorityof cateringoperationsnow take healthyeatingandotherspecialistdietary requirementsextremelyseriously. (Stern,2010) Organisationsworkwiththeirappointedcaterersto Indicatorsfor longer contract duration • Procurement andtransition costs • Optimising in-house resources and expertise • Investment • Stafftransfers/TUPE • Internal customerrelations • Low perceived business risk
601272 Global Bank 02/02/2015 27 developandensure the offerhealthyaswell asvarietyoptionstocarterfor all.To whateverlevel of requirementsaworkforce mayneedthese shouldbe metwithappropriate detail. (Stern,2010) Sternsaidas an example,if afactorycanteenisprovidedinanarea where there isa large numberof Muslimpersonnel,thenthe menuchoice shouldreflecttheirrequirements –withhalal meatbeing served. (Stern,2010) Therefore itwouldbe appropriatetoemployachef toensure an authentic offeringforall. 4.17 Contract The call centre will be engagingwithacostpluscontract. The contract terms state that the clientwill pay all of the operatingcosts(food,labourandsundries,plusamanagementfee) ontothe contractor hired,where theywillbe responsible forthe deliveryof processingthe materialsand provingprofessional staff withthe necessaryskill neededdependantonrequirementsthe organisationhasstated. All cashreceived isthencreditedagainstthe costs.(Thiscanbe seenbelow) Cost £ Food 280,000 Labour 420,000 Sundry items 30,000 Fee 50,000 Total 780,000 Less sales of food 500,000 Difference = subsidy 280,000 (Stern, 2010) Althoughthe subsidywill thusdependonthe tariff whichischargedonthe food.Some companiesin fact provide free issue withinthe business.The elementof riskwill lie solelywiththe clienton whetherornot employee’spay.Asthe clientpaysthe coststhisentitlesthemtoretaincontrol over the elements. 4.18 The‘fixed-price’ contract An annual coswill be determinedbetween the partiesinvolved. The clientwill commence withequal monthlyinstalmentstothe contractor.Once the moneyhas changedhandsit’sthe contractor’s responsibilitytoprovide aservice where anelementof generatedprofitisaccumulatedwiththe total amountagreedupon. An example isasfollows: £52,500 permonth(£630,000 dividedby12 months).Anyprofitgeneratedwouldbe retainedbythe contractor. Cost £ Food £240,000 Labour £360,000 Sundryitems £30,000 Total £630,000 Lesssale of food £670,000 Difference =profittocontractor £40,000 (Stern, 2010) Riskliessolelywiththe contractor.Theyretaincontrol overthe menu,openingtimes,service and tariff.The clientwill thusrunthe riskof qualityof foodproduce andthe qualityof staff asit may deteriorate if calculationswere tabulatedincorrect.
601272 Global Bank 02/02/2015 28 4.19 The‘hybrid’ contract Thiscontract is constructedfromthe cost plusmodel.Basedonthe contractorsperformance their earningpotential caneitherincreaseordecrease. Anagreedpercentage of the base management fee is“put at risk.”Each variable elementisweighed(i.e.servicelevels,grossprofittargets,labour etc.) and the put at riskfee isadjusted. Stern(2010) statedthatthe monetaryvalue attachedtoeach of the bandsisdependentonthe managementfeeandthe percentage of the fee atrisk. 4.20 CommercialContract Thiscontracts typicallyusedwhere the contractorcanprovide theirservicestothe widerlocationof the premise andnotfor justthe clienteleonsite.Thisisusedmore foreventswhichcanbe marketedandinconjunctionwiththe clientcompany.Todrive outthe profitabilityof the contractor theypay accommodationcostontop of cateringcosts. 4.21 Cleaning Cleaningislargelyaboutroutine andprocesstomake sure thatall tasks are carriedoutin accordance withthe requiredlevelsand/orfrequencies. (Heppelthwaite,2010) The initial hiringof employmentstaff inthe in-housingsectorisbasedprincipallyonhow moneycanbe savedand the fearof losingcontrol.Eachbusinesswilldifferentiate oncleaningneedsandat what level. Converselyoutsourcinghasbecome virtuallyaspopularpassingthe responsibilityandriskontoan outside contractor. Advantages of out sourcing Advantages of in-house provision • Specialist cleaning know ledge at management and employee level • Back-up in the event of sickness and holidays • Economy of scale in purchasing materials and consumables • Special equipment for access, pressure w ashing, carpet cleaning etc •Transfer of the risks associated with directly employing leaning staff • Continuous industry benchmarking and compliance assured •Efficiencies should provide reduced overall cost •Potential access to innovation • A perception of reduced security risk • Greater direct management control • Easier ability to change cleaning requirements (Heppelthwaite,2010) 4.22 Inputspecification Inputspecificationsdescribe indetailandthe frequencyinhow the tasksshouldbe undertaken.An example isasfollows: “Intoilets,showersandchangingrooms, all sanitaryware andothersurfaces mustbe cleaneddaily,andleftfreefromdirt,scum, grease,hair,scale,spillages,fingermarksand cleaningresidue.All itemsshouldbe leftinadry conditionwithashinyfinishwhere surfacesallow.” (Heppelthwaite,2010) 4.23 Outputspecification An outputspecificdefinesthe exactstandardthatmustbe met at all times. A clientcanappointa representative todeterminewhetherornotthe specificationshave beenmetandcarried out sufficiently.Theycancarry out randomspot checksandthe frequencyof these checkswill be determinedonthe recentcleaningperformance. Cleaningproviderstendtodislike thisasitrequires
601272 Global Bank 02/02/2015 29 more of theirstaff andshortfallswill be recorded.Thiscanbe usedbythe clienttowithholda certainamountof paymentaccordingtothe contractual obligationsasthe cleaningperformance has not metthe requiredtargets.Althoughthismethod benefits the cleaningproviderstoknow where more attentionis neededonthe premise. 4.24 Cleaning and theenvironment The cleaningcompany shoulddemonstrateinitiativeswhichwill effectivelyreduce environmental impactsto operations.Heppelthwaite (2010) suggestedthatpossibleexamplesinclude usingmicro fibre cleaningsystemsthatcanreduce the use of cleaningfluidsby70-80 percent or reducingthe deliveryfrequencyforcleaningmaterials,equipmentandconsumablesbyprovidinglarger,secure on-site storage. Trainingmustbe providedtominimise the use of product,wateretc.Detergent regulations2005 specifythattheymustbe biodegradable.If the companydoesuse concentrated detergents thenthe staff mustbe able toexhibitthe procedurestonotoverdose the product. (Heppelthwaite,2010) 4.25 Security Societytodaypromotesmulti riskonorganisationsfromnotonlytraditional criminalitybutalso terrorism. The identificationof professional companiesinthisfieldare imperativethattheyprovide comprehensive andreliable services. Dickinson(2007citedin Paton,2007 p.3) claimed the hallmark of an effective securityguardingcompanyisitsabilitytofitintoanorganisation'sculture,tomould itsservicestotheirneedsandto provide addedvalue benefits. Main duties: • Controlling access • Patrolling • Control centre monitoring • Manning reception • Policing goods in/out areas • Escorting visitors (Paton, 2007) Preventingadverse consequencesfromthe intentional andunwantedactionsof others. (Wiggins, 2010) Before employingorinstallinganysecurityequipmentasecurityauditshouldbe carriedoutto
601272 Global Bank 02/02/2015 30 governthe general securitystrategythatneedstobe implemented.The auditshouldtake note of the geographical surroundingareawhere the call centre will operate withall physical aspectsitwill containand thusidentifyanypossible risk.Thisriskanalysiswill developastrategyplanto implementthe correctlevel of securityneeded toeradicate ormanage anyrisks. The call centre has a CCTV wiredinternallyandexternallywhereapatrol will watchfromthe CCTV roomand alsodo sweepsof the building. All services will require the use of BSIO9000. (See appendices J) 5. Building maintenance Afterestablishingthe maintenancepolicy youmustconsideritinpractice of how itmaintainsrepair works,workto be undertakensafely,if itisnecessaryandwhenitneedstobe done.The FM will collectinformationfrom:  regularconditionsurveysof the buildingstock;  pre-acquisitionsurveyspriortoanybuildingpurchase;  the existingplannedmaintenanceprogramme (orprofile);  faultsandrepairsnotifiedbythe buildingusers;  feedbackfromworksof servicing,repairsandimprovementsinprogress;  relevantlegal requirementseitherfromstatute law orfromlease andrent and repaircovenantsandanychanges/updatingof legislation;  existingbuildingandservice records;and  Olderbuildings,whichmaybe affectedbylegislationthatcame intoeffect aftertheywere constructed.Legislationnecessitatesasbestossurveysand managementplans,DDA assessmentandfire riskassessmentamongst otherrequirements. (RICS,2009) A maintenance programme mustbe implementedforeachelementof building services.Itisa time basedschedule whichspecificallyallocatestasksatspecificperiods.Asthe call centre will be based on a newishbuildingastoa refurbishmentbutalsoa second-handstockthe programmeswillbe constructedfrommanufacturesinstructionsanda professional teambutalsofromanevaluated conditionsurveyassome functionswill notchange fromthe oldbuild. The long-term-maintenance plan(LTM) will coverthe buildingslifespan(atypical lease 10-25).Thisbleedsintothe elementand componentlife expectanciesof abuilding.Itisnota distinctive listbuttogive purpose totheir average life of whatisrequired.
601272 Global Bank 02/02/2015 31 Maintenance programme advantages: Preserve installedservicesandvalue of the premise Maintainoptimumperformance of the services Complywithstatutoryandlegal requirements Ensure value formoney – effectiveandefficient maintenance andrepairs Budgetmanagementtospreadexpenditure evenlyoveraperiodof years Preserve warrantiesandguaranteesfollowing newinstallations Create an effectiveandefficientworking environmentforoccupants Schedule of worksforoptimumuse of workforce Minimise disruptiontooccupants Sourcesto developamaintenance programme: Annual buildingmaintenance index BSIRA publications CIBSE RICS Britishstandards PAS55 (Wiggins,2010) 5.1 CMMS The FM inthe call centre will use the CMMS to manage,recordand communicate withintheirdaily operations.ItusesKPI’sinevaluatingeffectivenessandwhichoperationsshouldbe undertakennext inorder of importance. (See appendices K) , (NIBS,2015)
5.2 Programmes cost reduction strategy Planned preventative maintenance plan
5.3 Legislation The frameworksthatmustbe strictlyfollowedcover propertylaw,healthandsafetylaw, environmental lawandlawsconcerningstaff,includingcasual and contractworkers.Facilities managersare advised tofamiliarise themselveswithall the relevantlegal andregulatory frameworks. Legislationimpactsonthe FMas H&S has become more important. Safe andhealthy workplacesreduce costsby beingefficientandproductive.Dependantonthe operational environmentthe FMwill needtobe aware of the local regulationsregulatingsafetyandsafety awareness.Inthe UK H&S regulationcomesfrom the Health and Safety atWork etc. Act 1974. (HSW Act) (See appendices L) Riskanalysisandbusinesscontingency plans(see 6.1) supportH&Sby providingaplanpreventionincase anytragiccircumstanceswere tooccur and to minimise the effect. (Wiggins,2010) (See appendicesforenvironmentandsustainabilitylegislation/energyperformance of building legislation M) 5.4 Fire safety and regulation The FM mustbe aware of the safetyaspectsintermsof space planninganddesign astheyare the dutyholderwhenitcomesto fire safetyandoccupiedspace.Fire preventioncanbe avoidedif regularchecksare made and followingcloselywithUKlegislationi.e.removinganyobstructions fromfire exitpoints. Buildingregulations mustineffectlink withH&Sregulations,the welfare and convenienceof disabledpeople andenergyconsumption. A planedpreventativemaintenance aidsin the testingandcheckingof equipmentsothatit’sincompliance withlaw andincase of emergency use it will perform. The call centre willimplementaquantifiedrisk assessment.(See6.1) BS 5839: Fire DetectionandAlarmsystems BS 7273: Part 1:2000 Code of practice for the operationof fire protectionmeasures BS EN 54 Detectionandfire alarmsystems (Wiggins,2010)
601272 Global Bank 02/02/2015 1 5.5 Electrical suppliesand electrical safety 5.5.1Inspection and testing Everyelectrical instillationmustbe inspectedandtestedtoensure safety,preventing injury andfire. (Wiggins,2010) The testingof wiringshouldbe every5yearsdependentuponthe highriskof activitiesi.e.factory.The followingshouldbe checked: Joints Enclosures Sockets Cable cords Switchgear Labelling Protective devicesandmeasures A schedule of remedial workwill be formedtobringthe powerconnectionsuptostandard.Theycan be improvedfromfrequentchecks andtestingthroughtechniquessuchasthermal imaging.The Institute of EngineeringandTechnologyadvisesaproportionate riskbasedapproachbearinginmind equipment,environmentand usage. (See 6.1) 6. Enhancing the FM role 6.1 Risks A businesscontingencyplanshouldbe implementedbytakinganassessmentof prioritiesof risk multiplyinglikelihoodbyimpactof variousscenarios.Itshouldpredictwhatcouldhappen,assess impactand employamitigationstrategy(Red/Amber/Green). Itshouldbe aconstantprocesswhich iscentral to the organisation’sshort- andlong- termstrategies.Alsoimplementadisasterand recoveryplan. It’shardto predicta disasterto happenbutbyanticipatingit,itcan reducedthe amountof damage.The mostcritical part is providingmechanismsfortestingandrenewing equipment,mitigatingrisk.Thisisdone by:  CheckH&S, qualityof environmentpoliciesandprocedures  Reviewaccreditationsandaccidentrecords  Reviewrecentexperiences  Applyassetconditionsurvey avoidingpitfalls (See appendicesS forriskmanagementmodels) Measuringsuccessof reactive maintenance canbe takingintoaccountusingKPI’s.Theywill evaluate particularactivitiesand successisdefinedintermsof makingprogresstowardstrategic goals. Hierarchyof control measures:
601272 Global Bank 02/02/2015 2 FM’s can alwaysenhance knowledge aslawsandregulationsupdateeachyear. Riskassessments can be enhancedbythe FM by complyingwithlegislationrequirements andkeepinguptodate withthe codesof practice.Inorderfor themto be sufficientandsuitable the mustapply the following: Identifyall the hazardsassociatedwiththe operationandevaluatethe risksarisingfromthose hazards Recordthe significantfindingsandmore thanfive personsare employed Identifyanygroupof employeeswhoasespeciallyatrisk Identifyotherwhomaybe at riske.g.visitors,contractorsmembersof the public Evaluate existingcontrolsstatingwhetherornottheyare satisfactoryandif notwhat action needstobe taken.Thisshouldinclude trainingandinformationprovision Judge andrecord the probabilityorlikelihoodof anaccidentoccurringas a resultof uncontrolled risk.Alsorecordthe “worst case” likelyoutcome Recordany circumstancesarisingfromthe assessment where seriousandimminentdangercould arise Identifywhatinformationisneededforemployeesonthe riskstotheirhealthandsafety identifiedbythe assessment,the precautionstobe takenandany emergencyarrangements Provide anactionplangivinginformationonimplementationof additionalcontrols,inorderof priority, andwithrealistictimescale. 6.2 Corporate need It iswidelyacceptedthatthe efficiencyandeffectivenessof anorganisationisinfluencedbythe physical environmentinwhichitoperates. (Finch,2014) Teicholz(2001 citedin finch2014 p.83) believedthattomeetuserneedstodeterminethe degree towhichthe facilitiesmanagement
601272 Global Bank 02/02/2015 3 functionandcontribute tothe corporate successof the organisationthe “five pillarsof quality” shouldbe digested. (See appendices2) The corporate needis thusall aboutunderstandingthe businessneedsandhowcritical the environmentsurroundingthe runningof the core businessisto be successful therefore devisingadisasterandrecoverplan isvital i.e.linkingtoriskmanagement and prevention. The designof the buildingandhow its runcan affectthe core businessasa whole. (See space planning3.12-3.17)The corporate need bleedsintothe communicationfactorandPOE’s to understandthe benefitsanorganisationispossibletogainthroughthe use of the buildings evaluations. Itmaybe enhancedbyintroducingriskandrewardcontractspushingpeople tomeet deadlinesandoncompletiongainingstrongerrelationships.Thiscanbe benchmarkedonthe BBC Manchesterstudy as the FM understandstheirstrategicneedfordeliveringonthinkingandvision whichsupportsthe dominantcorporate strategy. BIFMhelpFM’sstrive forawards and become recognisedi.e.sustainabilityawardseachyear. 6.3 Customer care/ service Everythingwe doin FM impactsonpeople, impactsonthe environment andimpactsonthe workplace. ForFMto workyou have to be a team.(Kortens,2010) Adoptinganexcellentcustomer service andcare skillsacrossservicestocustomersandthe communitypromoteshealthyandlasting relationships. B.MarrandA.Neelystate theyare onlymeasuresof efficiency,whichinturnisoften seenasa determinantof financial performance. (Neely,2004) Customercare isall about looking afterthe customerrewardingthemforbeingloyal andkeepimprovingontheirsatisfactionlevels. Theyneedtopersuade the customertorequestthe service yetagain.Customerservice canbe improvedinthe followingway: Knowingthe customerandwhattheywant Knowingthe service journey Buildingexcellentcustomerrelations Developingrelationshipswithmore thanone contactin the customerbase Alwaysaddingvalue tothe service experiencebythe customer Askingcustomersfortheiropinion Making customerfeel special andvalued Beingable todeal withawkwardanddifficultcustomersinanappropriate way Beingable touse complaintsasan opportunitytoput thingsright (Wiggins,2010)
601272 Global Bank 02/02/2015 4 Customerrelationsmodel: (CRM, 2002) (Marketing Teacher Ltd 2000 – 2014) 6.4 Communication Communicationcanbe definedas,the transmissionof amessage thatcan be understoodinorderto cause an action or reactionandinvolvesbothverbal andnon-verbal signals. (Wiggins,2010).It shouldbe continuallymonitoredandimprovedsothatnexttime andexceedsthe client’s expectations.Eachencounterproducesacustomer’sopinionandhow that opinion isformedisthe wayin whichthe problemisundertakenandrectified. Jane (2010) statedeach encounterisonlyas goodas the lastexperience.Measuringandimprovingthe responsesandqualityof service delivery will be a neverendingprocessbutcanadaptand learnfromeach experience. Therefore the initial assetneedisto configure awayof retrievingenduserfeedbackandimplementinganinvolvementin a planningprocedure.The waysinwhichtoreceive userfeedbackisthroughthe use of analysis tools:  Questionnaires  complaintsbox  interviews  workshops  focusgroups  mysteryshopper  independentaudits  peerreviews  supervisor observations  Companyanalysis.
601272 Global Bank 02/02/2015 5 (See appendicesTforexample sheet) 6.5 Ongoing role (post occupancy evaluation) There are variable methodsforundertakingaPOEso the facilitiesmanagermustidentifythe purpose forevaluationbefore selectinganappropriate method.The three maintypestoconsideris whetherit: 1. Improvesthe physical surroundings? 2. Gain the supportof staff throughparticipation? 3. Collectinformationtobe fedinto future buildingdesigns? (Finch,2014) Physical resultsmustbe visible sothe confidence fromthe staff stillhave faiththatthe FMcan deliver.Before conductinganyPOEtesttheyshouldcheckall the stagesthat will needtobe planned for.Therefore isanybitof informationistobe missingthe FMcan take a stepback and collectany informationneeded.Forexamplehardmaintenanceservicework,if anyinformationismissingfrom the conditionsurveytheycango retrieve thisandthe carryon witha maintenance strategyplan. Once thisis all gatheredthe FMcan review the projecttosee if itcan be improvedfornexttime. (Finch,2014) Short term benefits Identificationof andsolutiontoproblemsinfacilities Proactive facility managementresponsivetobuildinguservalues Improvedspace utilisationandfeedbackonbuildingperformance Improvedattitude of buildingoccupantsthroughactive involvementinthe evaluationprocess Medium-termbenefits Built-incapacityforfacilityadaptiontoorganisational change andgrowthovertime,including recyclingof facilitiesintonewuse Significantcostsavingsinthe buildingprocessandthroughoutthe buildinglifecycle Accountabilityforbuildingperformance bydesignprofessionalsand owners Long-termbenefits Long-termbenefitsimprovementsinbuildingperformance Improvementof designdatabases,standards,criteriaandguidance literature Improvedmeasurementof buildingperformance throughquantification
601272 Global Bank 02/02/2015 6 7 innovationcategories Innovationisall abouthowcan a processadds value toan organisation.FMproviderssuchas MITE (See appendices N) andISS(See appendices O) are classicexamplesandare optionsforsourcingfor the call centre. 7.1 FM help desk Thisis a customerrelationshiptool andinthe call centre itwill serve twomainfunctions: 1. Servingthe customer 2. Serve the company The deskis there asa resource toanswerany andall questionsandtosolve anyproblemsoffering additional service thatone mayencounterthroughcorporate technologyorfacilitiesof the building. Wiggins(2010) statesthe fundamental purpose of anyhelpdeskisthe speedyrestorationof auser to full productivityintheircore role.A goodrespectable helpdeskwill be keytothe successof the businesseskeepingtrack,monitoringandprovidingthe helpprocesstothe resourcesof the needs an issuesof staff. The call centre will use amanual bespoke computersystem.(Producingcondition survey3.3) Thiswill improve the facilitiesservice byprovidingamore accurate feedbackonwhatis and isn’tworking. Itwill trackrecordsand shortfallsinbehaviourproductivityandusercompetence. It can produce informationonfacilitiesthatare failing i.e. airconditioningandliftspeed. Thissaves time,effortandmoneyforthe company.The database can give eachtask/functionnumberingof importance againstthe assetdescriptiontobe performed.Thisthencreatesaworksheetgenerated on importance of assetprioritiesandthe SLAslinkingtosoftFM’s service delivery. Linksbetweenthe followingfourcanbuildlong-termrelationshipswithineachotherandthe organisation.Thislinksback towhere thingsare sourcedfromi.e. outsourcingtechnologyfromBT contracts. FMcan be enhance usingthe following:
601272 Global Bank 02/02/2015 7 7.2 Technology innovation Johnsoncontrol – JohnsonControlsdelivers products,servicesandsolutionsthatincrease energyefficiencyandloweroperatingcostsin buildingsformore thanone million customers. (See appendices P) (Johnson,2014)  Computer-AidedFacilityManagement (CAFM)  BuildingManagementSystems(BMS)  BuildingInformationModelling(BIM) Accordingto KathFontana, (2014 citedin Davles2014 pg 26 BIMis makinganincreasing contributiontowardsamuch more integrated, connectednetworkof smartbuildings. Emrill case study: BMS highlightsproblemsandmonitorsany anomalies.Itovercomes anyissuesmanyolder buildingshave asnewbuildsare designedas “smart building”technologyandwill be expensive toexistingbuildings. It benefitsgivingclientslow coststo:  Reduce unnecessaryenergyusage;  Preventmajorsystembreakdowns;  Stoplossof perishable goods;and  Lowerthe risk of major flooddamage. (Davles,2014) Effective managementof suchasystemallows an FM to be strategicwhenmakingdecisions that couldaffectthe sustainabilityand operationsof a businessinthe long-term. (Davles,2014) 7.3 BS 11000  Partnerintegration  Establishesthe foundationsfor partnering  Improvedpartnerselection  Improvedriskmanagementand confidence  Consistency  Enhancedfocus  Baseline forimprovement  Proof throughindependentassessment and certification  Identifyhow relationshipmanagement can helpachieve itsbusinessobjectives  Evaluate the benefitsof enteringinto  single ormultiple partnerships  Selectthe rightpartnerto complement itsobjectives  Builda jointapproachbasedonmutual advantage  Developaddedvalue fromthe relationship  Measure and maintainmaximum benefit  Developandexecute anexitstrategy (Little,2001)
601272 Global Bank 02/02/2015 8 7.4 Process innovation  Establishthe prioritiesof the customer  Reliabilityof service intermsof the actual deliverydates  Conformitytospecification  Deliveryof price  Deliveryof aftersalesservice  How isthe bestway youcan deliverthis service  Continuallymonitoredforimproved results  Measuringthe continual quality  Produce positive experiences Everyprocessmustbe deliveredwithexpertise withimprovementoneachcall.Wiggins(2010) stateseach encounterisonlyasgoodas the last experience.Continualdevelopment of service skillsmustprogressforthe service deliveryto exceedexpectations. 7.5 Sustainability innovation Strongleadershipisvital whenan environmental orsustainable issueispresent. The UK has undertakenresearchandraised challengesintosustainabilitywithin organisationsandname the reasonforpoor sustainabilityinsectionsisdue tolittle correlationbetweenday—to-daymanagement and long-termstrategicintelligence.Itsstated that the world’sleadingvoluntarystandardin Environmental Management,ISO14001, has beenadoptedbymore than250,000 organisationsin155 countries,andisdue for revisionin2015. (Davles,2014) RICS (2001 cited inDavles2014) that headsof facilitiesare still buriedindaily operations.Theyneedtoengage not justinthembut inthe efficiencyof the environmenttoensure the businesscan prepare forfuture environmental issues.The FM couldinclude anenvironmentalremitto enhance efficiencyreductionsin:  Energyuse and efficiency  Water consumption,efficiency and management  Waste management  Chemical handlingandstorage  Disaster/ incident management/business continuity  Climate change risks – e.g. increasedfloodingrisk  Procurementandresource use minimisation  Environmental monitoringand reporting  Managementsystem certification(e.g.ISO14001)  Greenhouse gasreportingand carbon footprinting  Environmental legal compliance. (Davles,2014) (See appendices QforUniversityof Cambridge for benchmarking)
601272 Global Bank 02/02/2015 9 8. References Anon.,n.d.s.l.:s.n. Baldry,P.B. a. D., 2003. facilities managementtowardsbestpractice. 2 ed.Oxford:Wiley-Blackwell. BIFM, 2009. FMworld. [Online] Available at:http://www.fm-world.co.uk/news/fm-industry-news/bifm-awards-2014-innovation-in- technology-and-systems-integral/ [Accessed31 01 2015]. BIFM, 2009. The good practiceguideto FM procurement. [Online] Available at:https://blackboard.ljmu.ac.uk/bbcswebdav/pid-2710261-dt-content-rid- 8628713_2/courses/6114BEUG-201415-YR-AUG/6114BEUG-201213-YR- AUG_ImportedContent_20121109103853/BBTAEU08_ImportedContent_20121025034615/Procure ment%20best%20practice.pdf [Accessed15 01 2015]. Brooks,B. A.a. A.,2009. Total facilities management. 3ed.WestSussex:wiley-Blackwell. CRM, 2002. customermodels. [Online] Available at:www.customerrelationsmodel.com/online114 [Accessed28 01 2015]. CRM, 2002. Marketing teacher. [Online] Available at:http://www.marketingteacher.com/customer-relationship-management-crm/ [Accessed29 01 2015]. Davles,D.S. a. A.,2014. RICSStrategic Facilities, London:Royal Institutionof CharteredSurveyors (RICS). Eley,J.,2013. good practiceguideto spacemanagementE-edition. 1ed.hertfordshire:British Institute of FacilitiesManagement. Finch,P.B. a. E., 2014. facilities managementthedynamicsof excellence. 3 ed.sussex:JohnWiley and sonsltd. Heppelthwaite,R.,2010. The good practiceguideto procuring and running cleaning contracts. 1 ed. Hertfordshire:Redactive PublishingLimited. HSE, 2014. Health and saftey executive. [Online] Available at:http://www.hse.gov.uk/legislation/hswa.htm [Accessed30 01 2015]. international,B.,2015. FMlink. [Online] Available at: http://www.fmlink.com/article.cgi?type=How%20To&pub=BOMI%20International&id=40884&mode =source [Accessed31 01 2015]. ISS,2015. ISS. [Online] Available at:http://www.uk.issworld.com/en-GB/services/Facilitiesmanagement [Accessed30 01 2015].
601272 Global Bank 02/02/2015 10 Johnson,c., 2014. Johnson controls. [Online] Available at: http://www.johnsoncontrols.com/content/us/en/about/our_businesses/building_efficiency.html [Accessed31 01 2015]. justgenerators,2015. justgenerators. [Online] Available at:http://www.justgenerators.co.uk/hyundai-dhy9ksem-single-phase-diesel- generator.html#.VMutT01ybcs [Accessed30 01 2015]. Kortens,j.,2010. youtube. [Online] Available at:https://www.youtube.com/watch?v=SdgFm0g3C-Y [Accessed29 01 2015]. Little,D.H. a. B., 2001. Embedding collaboration through, London:COPEpublications. MITIE, 2015. MITIE.[Online] Available at:http://www.mitie.com/about-us/our-history [Accessed31 01 2015]. Neely,B.M. a. A.,2004. Managing and measuring forvalue:Thecase of call centre performance, Bedfordshire:Cranfieldschool of managementandfukitsu. NIBS,2015. WBDG. [Online] Available at:http://www.wbdg.org/om/cmms.php [Accessed31 01 2015]. Paton,G., 2007. thegood practice guideto procuring and running gaurding contracts. 1ed.London: Redactive PublishingLimited. RICS,2009. Building maintenance:strategy,planning and procurement, Coventry:the Royal Institutionof CharteredSurveyors(RICS). Stern,C.,2010. The good practiceguide to procuring and running catering contracts. 1ed. Hertfordshire:Redactive PublishingLimited. Wiggins,J.m.,2010. Facilities managersdeskreference. 1 ed.WestSussex:WileyBlackwell. Wikipedia,2015. Wikipedia. [Online] Available at:http://en.wikipedia.org/wiki/ISO_9000 [Accessed31 01 2015].
601272 Global Bank 02/02/2015 11 9. Appendix a. Sofa gamesroom http://www.directofficesupply.co.uk/linear-triple-reception-seat- p114848?utm_source=google&utm_medium=base&gclid=CJrFiNamucMCFWLLtAodbFoAGg Dinningcharis+ table http://www.esedirect.co.uk/p-3789-canteen-furniture- units.aspx?Source=Google&Medium=cpc&Campaign=Shopping&vatsetting=1&infinity=gaw~Shoppin g~QMP~66129275161~~&gclid=CKfezY-nucMCFebItAod2VIAtg B. Meetingtable http://www.wellworking.co.uk/store/meeting_tables/eona_meeting_table.html c. http://www.wellworking.co.uk/commercial- projects/case_studies/british_school_of_osteopathy.html D. http://www.wellworking.co.uk/commercial- projects/case_studies/cornerstone_on_demand.html E. http://www.wellworking.co.uk/commercial-projects/case_studies/molinare_phase_3.html F. http://www.wellworking.co.uk/commercial-projects/case_studies/white_young_green.html G. http://www.wellworking.co.uk/commercial-projects/case_studies/hg_capital.html H. http://www.wellworking.co.uk/commercial-projects/case_studies/netsumo.html I. http://www.wellworking.co.uk/commercial- projects/case_studies/cornerstone_on_demand.html J. The ISO 9000 familyof qualitymanagementsystems standardsisdesignedtohelporganizations ensure thattheymeetthe needsof customersandotherstakeholderswhile meetingstatutoryand regulatoryrequirementsrelatedtoaproduct.[1] ISO9000 dealswiththe fundamentalsof quality managementsystems,[2] includingthe eightmanagementprinciplesuponwhichthe familyof standardsisbased.[2][3] ISO9001 dealswiththe requirementsthatorganizationswishingtomeetthe standardmust fulfill.[4] Third-partycertificationbodiesprovide independentconfirmationthatorganizationsmeetthe requirementsof ISO9001. Overone millionorganizationsworldwide[5] are independentlycertified, makingISO9001 one of the most widelyusedmanagementtoolsinthe worldtoday.However,the ISOcertificationprocesshasbeencriticized[6][7] asbeingwasteful andnotbeingusefulforall organizations. (Wikipedia,2015)
601272 Global Bank 02/02/2015 12 K. CMMS – A modern CMMS meets these requirements and assists the facilities maintenance manager with work reception, planning,control,performance,evaluation,and reporting.Such a system will also maintain historical information for managementuse.The CMMS mustmeetthe needs,constraints,and opportunities ofthe business and be implemented in a way that users will welcome the technologyand have a vision for the benefits itbrings.Proper configuration,testing,and training cannot be over emphasized when bringing a new CMMS or upgrading an existing system to an organization. (NIBS,2015) Operatingfrom500 branch officesinmore than150 countries,we are a leadingproviderof equipment,controlsand servicesforheating,ventilating,air-conditioning,refrigerationandsecurity systems. We have beeninvolvedinmore than500 renewable energyprojectsincludingsolar,wind and geothermal technologies. Oursolutionshave reducedcarbondioxideemissions by15 million metrictonsand generatedsavingsof $7.5 billionsince 2000 (Johnson,2014) L. The Health and Safety at Work etc. Act 1974 (also referred to as HSWA, the HSW Act, the 1974 Act or HASAWA) is the primary piece of legislation covering occupational health and safety in Great Britain. The Health and Safety Executive, with local authorities (and other enforcing authorities) is responsible for enforcing the Act and a number of other Acts and Statutory Instruments relevant to the working environment. (HSE, 2014) M. An online database of revised UK primary legislation can be found at the UK Statute Law Database (SLD), www.statutelaw.gov.uk. The database is the official revised edition of UK primary legislation online. It contains primary legislation that was in force at 1 February 1991 and primary and secondary legislation that has been produced since that date. Note that there may be amendments that have not yet been applied (see the status statement at the top of each piece of legislation). UK legislation passed after 1988 is published in its original form by the Office of Public Sector Information at www.opsi.gov.uk ; UK legislation prior to 1988 may be purchased through the Stationery Office Limited on www.tso.co.uk (BIFM, 2009) Environment and sustainability The basis of sustainability in respect of property is ensuring the systems and processes involved in the THE STRATEGIC ROLE OF FACILITIES MANAGEMENT IN BUSINESS PERFORMANCE | 11 construction, repair and operation of buildings do not result in any environmental deterioration of natural world resources. In order to support an effective regime it is important to appoint a person with responsibility for day-to-day management of the organisation’s sustainable initiatives. The responsible person (and it may indeed be the facilities manager) supports the organisation’s ‘green strategy’ – this may involve facilities managers evaluating the cost/benefits of various initiatives, such as: + renewable energy sources (e.g. biomass, combined heat and power, wind turbines, solar panels, etc.) + recycling rain water + cutting emissions from buildings and company vehicles, etc. Sustainability includes waste management and recycling initiatives, including those or the safe disposal of waste electronic and electrical equipment. Any organisation can consider turning waste disposal into waste management, with the initial step being to understand the problem through a waste audit. This will identify the materials existing as waste within the organisation and provide data for subsequent comparison to monitor improvement. It is recommended that facilities managers consider implementing an environmental management system, such as ISO 14001, in their organisation. This will ensure that organisations consider and are aware of the environmental aspects that they have control over and those over which they can be expected to have an influence.
601272 Global Bank 02/02/2015 13 (BIFM,2009) Energy performance of building For the UK, the Energy Performance of Buildings (Certificates and Inspections) (England and Wales) Regulations 2007 reinforced the UK government’s intention to improve the carbon footprint of property. The Regulations, implementing the European Directive 2002/91 on the energy performance of buildings, were transposed into a requirement for the commercial sector to provide Energy Performance Certificates (EPCs) for property. The public sector was also covered by the Regulations and is required to produce Display Energy Certificates (DECs). (BIFM, 2009) N. MITE Our strategyisto deliversustainable,profitable growth,andissupportedbyafocuson six keyelements: 1. people 2. Clients 3. Operational excellence 4. Newmarketsand service 5. Risk 6. Responsibility MITIE stands for Management Incentive through Investment Equity and our ethos has always been to createopportunities for our people to succeed. This has helped us to build an environment where hard work and success are rewarded. The results are impressive. From a standing start, we now have revenues in excess of £2bn and we're one of only two FTSE 250 companies to have grown earnings per share for over 25 consecutive years, meaning impressive returns for shareholders too. (MITIE, 2015) O. ISS With over 45,000 staff across the UK,we can provide you with every combination of facility services. These include facilities management, cleaning, catering, security, support, front of house, technical support, space planning, procurement, and many more. Whether you operate in one location or nationwide, our network of regional offices will deliver consistently exceptional solutions across your premises portfolio. Creating your bespoke solutions our work begins by discussing your exact needs. Once we have gained a full insight into your organisation and requirements, we will create an individual proposal and present it to you. From the moment you select our solution, our teams will concentrate on enhancing your facilities, so you can focus on your responsibilities. Bringing you the benefits ofintegrated services Making ISS your Integrated Facilities Services provider will:
601272 Global Bank 02/02/2015 14  Deliver consistently high-quality results across your property portfolio  Reduce your costs through the efficiencies of using one provider  Enable you to transfer business risks by using a company that complies with all relevant security, quality, safety and environmental standards  Free your people to focus on their tasks (ISS,2015) P. http://www.johnsoncontrols.co.uk/content/gb/en.html Q. Aninstitutionthathasledfromthe frontoverthe past few years,inkeepingwithitsoverall ethos,isthe Universityof Cambridge,aleadingplayerinthe global educationmarketplace.In2007, the Universitymade the decisiontoimproveitsFMprovisionbyconsolidatingitsserviceswithinthe Estate ManagementDivision.Since2012, the Universityhasalsoinvestedheavilyinenvironmental sustainability,creatinganewEnvironmentandEnergySectionthatiscloselyalignedtothe Facilities Managementteam. From a carbon reductionperspective,the Universityhasafundof £2m a yearto implementcarbon and energyreductioninitiatives.The EnergyandCarbonReductionProjectparticularlyworkswith high-energyuse departmentstomake positiveandlong-termchangesacrosstheiroperationsand workingpractices,suchas improvingthe efficiencyof climate-conditionedareasinthe University Libraryand engagingthe entire departmentof Chemistryina‘Shutthe Sash’campaignto minimise the impact of their380 fume cupboards. The environmentandEnergySectionworkstoreduce the Universityof Cambridge’senvironmentalimpactacrossa range of areas.The CarbonManagement Planand the investmentthatgoesintothisprioritisesenergyandcarbonefficiencyandemissions reduction,andthe Universityhassetitself atargetof 34% emissionsreduction between2005 and 202010. The University’sTravel Planprovidesanumberof differentincentivesandwaysforstaff to commute,andaimsto supportthe Universityinhavingnomore than 25% of staff drivingassole occupantsto work11. Thisinitiative has come aboutpartlybyworkingwiththe FMdepartmentto increase car sharingdesignatedparking,andthe numberof electricvehicle chargingpoints. WhenCambridge realisedthatitcouldimprove the relevance of itsEnvironmental Policytothe widerUniversity,the decisionwasmade todevelopitsenvironmental credentialsandincrease the size andvisibilityof itsenvironmental managementteam –whichnow worksevenmore closelywith the facilitiesteam.Keyrecentinitiativesincludethe GreenImpactprogramme14,whichhasengaged 1,177 staff,over606 initiatives,the combinedresultsof whichhave savedthe University£36,067, in additionto230 tonnesof CO2. The EnvironmentandEnergySectionandFMteamare alsoworking to agreedUniversitytargetstoreduce emissionsby34% by 2020, andencourage car sharingso as to have no more than 25% of staff drivingassole occupantsto work.The FM teamis trulydriving sustainable change,andensuringenvironmentalmanagementremainsatthe topof the agenda. Finally,inthe spiritof innovationandleadingfromthe front,the Universityadvocatesajoined-up thinkingapproach,whichengagesall departmentsandstakeholderstohelpembedsustainability throughoutthe University (Davles,2014)
601272 Global Bank 02/02/2015 15 R. (Wiggins, 2010) S. Riskmanagementmodels The growth inriskmanagementasan industryhasseenmuchmodelling,bothgeneral andin relationtospecificscenarios. Some modelshave beendevelopedin-house,some are commerciallyavailable standards,andothers have beenintroduced throughthe regulatoryframework.Mosthave commonthemesbased aroundthe five subjectareas: ■ Identification ■ Analysisandassessment ■ Evaluation ■ Management– control, monitoringandreview ■ Reportingand Communication 1.00 Issue: 1 Certain to occur 0.95-0.99 High: > 0.95 < 1 Extremely sure to occur 0.85-0.95 High: > 0.85 <= 0.95 Almost sure to occur 0.75-0.85 High: > 0.75 <=0.85 Very likely to occur 0.65-0.75 High: > 0.65 <=0.75 Likely to occur
601272 Global Bank 02/02/2015 16 0.55-0.65 Medium: > 0.55 <=0.65 Somewhat greater than an even chance 0.45-0.55 Medium: > 0.45 <=0.55 An even chance to occur 0.35-0.45 Medium: > 0.35 <=0.45 Somewhat less than an even chance 0.25-0.35 Low: > 0.25 <=0.35 Not very likely to occur 0.15-0.25 Low: > 0.15 <=0.25 Not likely to occur 0.00-0.15 Low: > 0.00 <=0.15 Almost sure not to occur http://www.mitre.org/publications/systems-engineering-guide/acquisition-systems- engineering/risk-management/risk-impact-assessment-and-prioritization http://www.mitre.org/publications/systems-engineering-guide/acquisition-systems- engineering/risk-management/risk-impact-assessment-and-prioritization T. Work place questionnaires: When designing space, understanding the needs of occupants is paramount. The following questionnaire should be used when you wish to survey individuals about their work-space requirements. Most likely you will need to customize this document to meet the needs of your project.
601272 Global Bank 02/02/2015 17 (international,2015)
601272 Global Bank 02/02/2015 18 U. (justgenerators,2015) V. FACILITIES MANAGEMENT: ENVIRONMENTAL POLICY and ENERGY EFFICIENCY INITIATIVES POLICYSTATEMENT The Facilities Management Department recognises that all of its activities have an environmental dimension and accepts that it has a duty to carry out those activities in an environmentally responsible manner. The overall aim of the department is to act proactively in encouraging both staff and business partners to help us in improving our environmental performance.
601272 Global Bank 02/02/2015 19 ENGERGY CONSERVATION Horseferry Road Due to the 24 hour a day operation at HFR, there is always a high requirement for heat rejection and low requirement for heating. After considerable investigation, systems that combine heat and power and ice storage were excluded as impractical, although other less overt measures were undertaken (see below). The main energy conservation measures of note are the use of dry air chillers for free cooling when conditions are suitable, the use of re- circulating VAV boxes to condition the office spaces and sun shading to reduce heat gain. Other features in the Horseferry Road building include:  External sun screening and low “E” glass to reduce heat gain  Roller blinds to reduce heat gain  Reception and fire escape stairs heated but not air conditioned  Trend Building Management (BMS) system  CO2 monitoring to studio and cinema  Height efficiency light fittings with automatic timers  Modular boilers  Dry air coolers  Resin transformers All buildings  Natural daylight is promoted within all Channel 4 buildings by the use of glass fronts to offices and glass doors wherever practical  Dark colours for interior decorations are avoided as dark colours reduce light reflection and increase demand for lighting  Centrally controlling all lighting and heating/air-conditioning, thus avoiding unnecessary energy consumption out of hours (to be introduced in some buildings)  Ensuring that all waste removed from the central London offices is recycled  Encouraging the efficient use of gas, electricity and water at all properties  Maintaining air conditioning systems by appropriately qualified staff on a regular basis  Seeking to understand the environmental aspects of any products we purchase
601272 Global Bank 02/02/2015 20  Reviewing all fire extinguisher systems to ensure they do not contain ozone depleting substances and keeping demonstrations to a minimum REFURBISHMENTPROJECTS The Facilities Management Department reviews energy consumption throughout its operations and identifies targets for energy reduction. This involves the following:  Instructing the professional team involved in refurbishment projects to take appropriate measures to ensure that energy consumption is minimised  Including environmental performance as a factor when making purchasing/contract decisions All traces of asbestos have been removed from the buildings the Channel has acquired over the past few years. The removal of the asbestos was carried out by trained personnel and the waste disposed of by suitably qualified contractors. GENERAL OFFICEPRACTICIES Office products Where possible the FM department purchases chlorine free, recycled stationery and selects office materials that can be recycled (eg. Toner cartridges, old headed paper being converted into note pads). The FM team discourage the direct waste of office products by providing adequate storage space in practical locations, to ensure security, safety and protection of stocks. Building Maintenance Where possible the FM team and their contractors use water based paints and adhesives that do not contain toxic chemicals or other pollutants. Cleaning contractors are encouraged to used cleaning products that no not have ozone depleting substances as constituent. Waste Management All producers of waste are held legally responsible for its safe handling and disposal. The duty care requires us to:  Know how much waste the Channel generates and what it consists of
601272 Global Bank 02/02/2015 21  Ensure that waste is collected by a Registered Waste Carrier  Satisfy ourselves that our waste is dealt with properly and legally through the disposal chain  be aware that material collected for recycling is still classed as waste The contractor the Channel has chosen to handle its waste is fully licensed and all waste is disposed of at a licensed site. All of the waste removed from the Channel 4 offices is recycled. This includes paper, catering items (plastic cups, cans etc), printing supplies (toner cartridges, printer ribbons) and washroom supplies (paper towels etc). Water consumption The use of water is an integral part of services used by offices (drinking and sanitation). Using water efficiently can reduce energy costs through the efficient use of hot water and by avoiding pumping costs. In reviewing water consumption, attention is paid to the following: - Standing charge for the water supply - Standing charge for waste water - Charge for the volume of water used - Charge for the volume of water passed to sewer All buildings have been designed/refurbished to avoid the use of sprinklers through the installation of early warning detection. ENERGY EFFICIENCY Energy savings of 20%+ can be achieved by improved operation of the building and by investment in cost effective energy saving measures. Consequently regular energy audits are being carried out to review energy consumption of the buildings and to monitor the effectiveness of energy conservation measures. OTHER We operate an environmentally aware transport policy by encouraging employees to use public transport by providing interest free season ticket loans for all staff and by providing a company care allowance in lieu of company vehicles.

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facilities management

  • 1. MAINTENANCE AND FACILITIES MANAGEMENT ALDHAM ROBARTS: GLOBAL BANK CALL CENTRE [Document subtitle] FEBRUARY 2, 2015 601272 [Company address]
  • 2. 601272 Global Bank 02/02/2015 1 Contents 1. Executive summary............................................................................................................... 3 2. Introduction.............................................................................. Error! Bookmark not defined. 3. Management of individual services........................................................................................... 4 3.1 SWOT .................................................................................................................................4 3.2 GB goals and objectives –.....................................................................................................6 3.3 Refurbishment and hard maintenance services .................................................................0 3.5 IT Infrastructure................................................................................................................ 14 3.6 Telephone systems ........................................................................................................ 14 3.7 Data rooms/ data centres............................................................................................... 14 3.8 Wireless networks ......................................................................................................... 14 3.9 Cloud computing........................................................................................................... 15 3.10 Generators.................................................................................................................. 15 3.12 Space planning................................................................................................................ 15 3.17 Hot-desking................................................................................................................. 17 4. Soft FMservices and benchmarking......................................................................................... 19 4.1 Outsourcing vs in-house................................................................................................. 19 4.3 Service delivery.............................................................................................................. 20 4.4 Benchmarking:............................................................................................................... 21 4.5 Single service provider: .................................................................................................. 23 4.6 Managing agent (MA) .................................................................................................... 23 4.7 Managing contractor (MC) ............................................................................................. 24 4.8 Total FMprovider(TFM)................................................................................................. 24 4.9 Qualityinsurance........................................................................................................... 24 4.10 Service provider........................................................................................................... 24 4.11 Procurement: Catering/cleaning/ security ..................................................................... 25 4.12 Catering ...................................................................................................................... 26 4.21 Cleaning...................................................................................................................... 28 4.25 Security....................................................................................................................... 29 5. Building maintenance......................................................................................................... 30 5.1 CMMS........................................................................................................................... 31 5.2 Programmes cost reduction strategy........................................................................................ 0 Planned preventative maintenance plan................................................................................. 0 5.3 Legislation....................................................................................................................... 0 6. Enhancing the FMrole .............................................................................................................. 1 6.1 Risks...................................................................................................................................1
  • 3. 601272 Global Bank 02/02/2015 2 6.2 Corporate need .................................................................................................................. 2 6.3 Customer care/ service .......................................................................................................3 6.4 Communication.................................................................................................................. 4 6.5 Ongoing role (post occupancy evaluation) ............................................................................ 5 7 innovation categories............................................................................................................ 6 7.1 FM help desk................................................................................................................... 6 7.2 Technology innovation.....................................................................................................7 7.3 BS 11000 ......................................................................................................................... 7 7.4 Process innovation...........................................................................................................8 7.5 Sustainabilityinnovation..................................................................................................8 8. References............................................................................................................................... 9 9. Appendix ............................................................................................................................... 11 POLICY STATEMENT.................................................................................................................... 18 ENGERGY CONSERVATION....................................................................................................... 19 Horseferry Road...................................................................................................................... 19 All buildings................................................................................................................................ 19 REFURBISHMENT PROJECTS ........................................................................................................ 20 GENERAL OFFICE PRACTICIES....................................................................................................... 20 Office products........................................................................................................................... 20 Building Maintenance................................................................................................................. 20 Waste Management................................................................................................................... 20 Water consumption.................................................................................................................... 21 ENERGY EFFICIENCY.................................................................................................................... 21 OTHER................................................................................................................................ 21
  • 4. 601272 Global Bank 02/02/2015 3 1.Executive summary The report will be usingthe followingcase studiesasbenchmarks:  BBC Mediacity,  Co-operativeManchester  Fujitsu  Netsumo– CanaryWarf  White youngGreenInternational  Molinare phase 3  Channel 4 – London(see appendicesforenvironmentalreport)  MillenniumHouse Liverpool  Emrill Case study Managementof individualservicesproduce a structural pointof the strengths,opportunities, weaknessesandthreatsof howeachaspectsof the buildingisperformingassuchand whatis lackingforthe refurbishment. A conditionreportrenewedfromthe previousone statesthe conditionof elements inthe buildingforrenew orrepair. A detailedcostplanof the refurbishment providesthe overall price forthe buildcosts £6,378,936.08. The It infrastructure thatisalreadyimplementedandwhatwill needtobe changedlinkingtospace planningand howall of this can be integratedintothe existingbuilding.Whatwill be appropriateto be put where andhowit will benefitthe buildinginitslocatedlocation. Itrevealshow touse and make use of effective space throughthe use of hot-deskingandhow thiswill benefitthe companyas a whole.The extraspace will be usedasswingspacesespeciallyinthe zones1-3,how itcan be manipulatedintomovable space forthe use of hot-desking.The developmentof multipleusers beingable tobenefitanduse a space at multiple timeperiodswithoutaffectingone anotherwork progress. The report movesonto relatingthe benefitsof softfacilitiesmanagement.How outsourcingVsin- house isbetterdevelopedforacall centre and the typesof individual ormultipleservicesthatcan be sourced. The call centre operatesonan outsourcingpolicythroughcatering,securityand cleaningstaff.Eachisspecificallychosenthroughaharshtenderingprocessbenchmarkedthrough othercompaniesseeingthe effectivenessandbenefitsof each.Anexample forcateringwouldbe employinganoutsourcedcompanytoprovide all of the foodneededalthoughthe organisationstill retainscontrol overthe costs andthe menu.Thishelpsthemcreate andstructure theirmenus dependantoncustomerneedsandwantsi.e.religion.Cateringstaff will be providedfromthe outsourcedcompanyandlinkingtoreligionhavingaspecialisedchef tocookall of the meals. The programme strategyproducesapreventative maintenance planandthe legislationbehindit.Lastly it provideswaysinwhichthe FMcan be enhancedthroughthe organisation.
  • 5. 601272 Global Bank 02/02/2015 4 2. Introduction Thisreporttakesunderconstructiona refurbishmentprojectforGlobal bankfroma libraryintoa call centre.Asa retailingbanking call centre operationsmustbe athighand a professional level. Theywishto deliveraworldclassretail bankfor solutionstoovermillionsof customersovertwo differentcountries,USA andUEA. The mainfocuswill be oncustomerinteractionsandthe FM’sjob to produce these are able to happeninaneffective andprofessionallyefficientway.Innovative efficiencieswill differentiateonall levelsandcontinual progressionsforeachisvital to reachtheir goals.The projectwill needtohouse 400 staff not includingsecurity,cleaningorcateringpersonnel. 3. Managementof individual services 3.1 SWOT Introto swot Strengths: Core business 40 millioncustomers Four financial domains 7000 offices Worldsfinancial institution Deliversbroadrange of worldclassbanking Focuson customerpropositions,innovative and efficientdistribution Diverse portfolioof locationsandproducts Aldham Robarts Carpets Double glazedwindows Stairsand lifts Concrete paving Telecommunication Openfloorspace Aluminiumdoors- easymaintenance Vehicle access Trainingrooms Plasteredmasonrywalls- easilydecorated Metal staircase – easymaintenance and highdurability Windowscoveredunderexternals Existinglifts Qualityprocessesandprocedures Newbuild=Prolonglife span – manage carbon footprint Age of building Disabledaccess Welfare Operational capacity/efficiency Exclusive contract Weaknesses: Core business Stakeholdersmaychange theirstrategy Reliantonitscustomer,theycan switch to cheaperbank Oppositions mayuse theirelementof successagainstthem Aldham Robarts Vinyl flooring No showeringfacilities Electrical board WC in faircondition –no showerfacilities Lighting- energywastage External lighting-remedial work No kitchenarea No café area Masonry paintto external render( C condition) Combinationof carpet,vinyl andpainted concrete floor- nocontinuity Existingconcrete pavingslabs –C condition No carpark Airconditioning- highenergyusage andnot linkedwithheatingsystem Lack of equipment/ telecommunications/ desks/ cubicles Structural issues Mechanical/electoral space –Suspended ceilings/raisedaccessfloors Backup generators Heat systems
  • 6. 601272 Global Bank 02/02/2015 5 Call Centre – Benchmarked Hot deskutilisesspace Global Reputation Specialistmarketexpertise Location Newtelecommunicationtechnology Trained/expertise staff Well capitalise;noGovernmentreliance Complexityof operations Call Centre – Benchmarked Low operatingsize highoperational costs immobilization Opportunities: Core business Connectionsto70 countries Global marketwithminimal barriers Wideningconsumerbase Presence indynamicproductsector Aldham Robarts International markets Outside seatingarea/designatedsmoking area withshelter space for: Café/Prayerroom- Religion – accommodatingall peoplesneedsholidays, religiousevents,prayerroom/Shop/gym Areafor; shopsand café- profitability? Suspendedfloorandceilings- runtelecom cables,updatedaircon systemsetc. Flexibility Galvanisedwalkwaystoroof- accessto roof services glazedpartitionswalls- easilyremoved crèche – happyworkers Newtechnology Current+ future use Utilisingfull area Call Centre – Benchmarked International markets Threats: Core business Global competitionintense Changesof the needsof consumers Otherlocal banks Increase of microfinance Strongregulatoryenvironment Aldham Robarts Governmentregulations –change of use Financial loss Telecommunication,ITinfrastructure - Age of wires - Reinforce building Security – share outside area Increasedcostof running Suspendedceiling - Cconditionreplace Lighting Boilerendof economiclife Pumps- endof economiclife Parkingrestrictions Damagedroof- riskof leak, CoveringCcondition No infoondrainage Pipe insulation Fire appliances–B condition Heatingsystem- Dconditions Electrical distributionandpower –upgrade Emergencylighting-serviceable bcondition Alarms(fire,refuge,disabled) serviceable Lightingandsurge protection –lightning strike andpowerfailure Concrete pavingaccessC condition It weight/infrastructure Call Centre – Benchmarked Economicenvironment
  • 7. 601272 Global Bank 02/02/2015 6 3.2 GB goals andobjectives –  To provide areliable andresponsive service fordriving operational excellence acrossGB by consolidating,simplifyingandcontinuouslyimprovingprocessingglobally.  to bringthe physical buildinguptoconditionandaddresscurrentmaintenance  issuesevident(refertoconditionreport);  to provide ahigh functioningandsafe workplace environmentforitsusers,includingstaff and contractors;  to provide amodernbuildingwhichiscapable of meetingmoderninformationtechnology trends;  to optimise the sustainabilityandefficiencyof the buildingscapacity;and  to ensure thatriskis managedandminimisedintermsof addressingthe safetyand sustainabilityof the buildinganditsusers. Developingmarket Security/cleaningstaff/cateringstaff = addedexternal jobs Market vacancy due to ineffective competitors Accessto resources Financial resources Publicsectorto private Lack of Computers Failure of telecommunications,IT infrastructure;age of wires Operational capacity/efficiency Financial loss Social changes Internetproviderfailure Increasingcostof salary Political andregulatoryenvironment Increase costof runningcost Increase costof electricity/water
  • 8. 3.3 Refurbishment and hard maintenance services
  • 9. 601272 Global Bank 02/02/2015 1
  • 10. 601272 Global Bank 02/02/2015 2
  • 11. 3.3.1Lowerground floorlayout: Lowergroundfloor  CommunicationandITserver  Buildingservices  Toilets/showerroom  Toilets  Lift  Prayerroom  Cleaningsupplies  Gym The toiletsbythe lifthave beenleftastobe usedbythe staff workingonthisflooras people may finditawkwardusingthe toiletssituatedinsidethe gymareaas people are showeringand changing. Bespoke maintenance isaspecificpackagedsoftware developedforanorganisation. Some will be underwarrantyasthe firstyearsetup ispreparationforthe future years.“An approach to maintenance thatcombinesreactive,preventive andpredictivepracticesand strategiestomaximise the life-timeandavailabilityof businesscritical assets”. (BIFM,2009) This will be implementedoverthe building.
  • 12. 3.3.2 Ground floorlayout: 3.3.3 Firstfloor layout (See appendicesA forfurniture examples) (See appendicesbforfurniture) 1st floor  USA  Trainingroom  Meetingrooms  Toilets  Printing/copyingroom  Lift  Drinksmachine  Water dispenser  Office 1  Office 2  Zone 1  Zone 2  Zone 3 Ground floor  Reception  Kitchen  Seatingarea/ dinning  Helpdesk  Toilets  Internetandgamesroom  Lift  Drinks/ vendingmachine  Locker  CCTV room
  • 13. 601272 Global Bank 02/02/2015 1 3.3.4 Second floorlayout: 2nd floor  UEA  Trainingroom  Meetingrooms  Toilets  Printing/copyingroom  Lift  Drinksmachine  Water dispenser  Office 1  Office 2  Zone 1  Zone 2  Zone 3
  • 15. 601272 Global Bank 02/02/2015 1
  • 16. 601272 Global Bank 02/02/2015 2 Lowergroundfloor CommunicationandITserver– housinggeneratorsystems (appendicesU),ITservers,electoral supplies/mains Buildingservices –housingall ventilation,watermainsetc. Toilets/showerroom / lockers – lockersforstorage of belongingswhile showeringorusingthe gym.Showersforuse afterthe gymor evenafterworkif needsbe Toilets– male andfemale /disableduse also still presentforworkersonthisfloortouse and not disturbingorhavingtouse the onesinthe showerroom Lift– accessible forall tomove aroundthe building Prayerroom – for religiousworshiperstogoand have a quietareato pray in,for all religions Cleaningsupplies –room to holdall cleaningproductsandcleaningequipment Gym – benchmarkedonmillenniumhouse Liverpoolwithofficesandanintegratedgymonthe lowerfloor 3.4.2 Ground floor:
  • 17. 601272 Global Bank 02/02/2015 3
  • 18. 601272 Global Bank 02/02/2015 4 Ground floor Reception –locatedat the front of the buildingtogreetclienteleandhelp withanyinquiriesor package deliveriespeoplehave.Benchmarkedonthe BritishSchool of Osteopathyfront receptionsaestheticsandopenplanreception. (seeappendices C) Kitchen – professional staff prepare andcookmeals Helpdesk –easyaccessfor all to get to andfore lay anyproblemsorissuestheymaybe suffering from. Toilets– male andfemale /disableduse also Internetandgamesroom – breakroom forpeople tositback and relax duringbreakperiods,to have funand use internetasnotall computersoff thisservice.Benchmarkedonthe cornerstone on demandprojectsbreakroom.(See appendices D)
  • 19. 601272 Global Bank 02/02/2015 5 Lift– accessible forall tomove aroundthe building Drinks/ vendingmachine –usedat anyperiodof the day. Mainlyusedbynightstaff whenkitchen isclosed. Lockers – as hot-deskingispresentpeople cannotleave belongingondeskareassoan alternative place to store onesthings. CCTV room – patrolledbyasecurityteamwatchingoverall levelsinternal andexternal 3.4.3 Firstfloor:
  • 20. 601272 Global Bank 02/02/2015 6
  • 21. 601272 Global Bank 02/02/2015 7
  • 22. 601272 Global Bank 02/02/2015 8
  • 23. 601272 Global Bank 02/02/2015 9 Clientmeetingroom1/2 These roomsare benchmarkedfromthe Molinare phase three case studyof theirmeetingrooms. (See appendices E) It providesacool,composedbutprofessional vibetoassertprofessionalism but alsoto be relaxedinacalmingenvironmentatthe same time.Same computerandtelephone systemsandproviderthroughout. Openplancirculation Dependentonthe locationwillbe incompliance withthe restof the section. Trainingroom Benchmarkedfromthe white younggreencase studyof theirtrainingfacilities.(See appendices F) Basic butnot boring.SimplisticwithHermanmillerfurniture sourcedtable,chairsanddesk.Same computerandtelephone systemsandproviderthroughout. Printand copyingroom Both will operate withaHPLaserjetProColorM476dw A4 ColourLaser Printer.Locatedatthe side foreasyand everyone’saccessibilitywithoutcreatingdisruptiontoanyone working. Office one /two Benchmarkedoff of the HG capital case studyof offices.(See appendices G) Easilymaintainable office roomsspace notto create a divide withcommontraitsof furniture fromHermanMiller. Desksfacingoutthe windowsforasunlightview.L-shapeddeskswithsame computer,telephone systemsandproviderthroughout. Drinksmachine – waterdispenserunitcoldorextracoldwithtap. Zone 1 / Zone 2 / Zone 3 These zoneswere benchmarkedonthe netsumocase studytoproduce an ergonomicand functional space (See appendices H) andalsothe Cornerstone ondemandproject.There they practiceda hot-deskingpolicy. (See appendices I) Herman Miller was sourced to provide the efficient and suitable desk and chairs range. Each zone would be a different theme dependent on how the staff would like it i.e. colour etc. Due to hot-desking themes can be based around the computer screens and desks as home belongings cannot be left and won’t disrupt the themes. Same computerand telephonesystemsandproviderthroughout. Lift– accessible forall tomove aroundthe building If it wasn’tan openplanlayoutmovable partitionscouldbe putintouse toseparate roomsoff fromeach otherreducingnoise andkeepingeachstage separate notinterruptingthe changeover periods.Alsothe zonescouldbe createdmore specificallythemed360°around the room.
  • 24. 601272 Global Bank 02/02/2015 10 3.4.4 Floor2:
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  • 27. 601272 Global Bank 02/02/2015 13 Clientmeetingroom1/2 These roomsare benchmarkedfromthe Molinare phase three case studyof theirmeetingrooms. (See appendicesE) It providesacool,composedbutprofessional vibetoassertprofessionalism but alsoto be relaxedinacalmingenvironmentatthe same time.Same computerandtelephone systemsandproviderthroughout. Openplancirculation Dependentonthe locationwillbe incompliance withthe restof the section. Trainingroom Benchmarkedfromthe white younggreencase studyof theirtrainingfacilities.(See appendicesF) Basic butnot boring.SimplisticwithHermanmillerfurniture sourcedtable,chairsanddesk.Same computerandtelephone systemsandproviderthroughout. Printand copyingroom Both will operate withaHPLaserjetProColorM476dw A4 ColourLaser Printer.Locatedatthe side foreasyand everyone’saccessibilitywithoutcreatingdisruptionto anyone working. Office one /two Benchmarkedoff of the HG capital case studyof offices.(See appendicesG) Easilymaintainable office roomsspace notto create a divide withcommontraitsof furniture fromHermanMiller. Desksfacingoutthe windowsforasunlightview.L-shapeddeskswithsame computer,telephone systemsandproviderthroughout. Drinksmachine – waterdispenserunitcoldorextracoldwithtap. Zone 1 / Zone 2 / Zone 3 These zoneswere benchmarkedonthe netsumocase studyto produce an ergonomicand functional space (See appendicesH) andalsothe Cornerstone ondemandproject.There they practiceda hot-deskingpolicy. (See appendicesI) Herman Miller was sourced to provide the efficient and suitable desk and chairs range. Each zone would be a different theme dependent on how the staff would like it i.e. colour etc. Due to hot-desking themes can be based around the computer screens and desks as home belongings cannot be left and won’t disrupt the themes. Same computerand telephonesystemsandproviderthroughout. Lift– accessible forall tomove aroundthe building If it wasn’tan openplanlayoutmovable partitionscouldbe putintouse toseparate roomsoff fromeach otherreducingnoise andkeepingeachstage separate notinterruptingthe changeover periods.Alsothe zonescouldbe createdmore specificallythemed360°around the room. The overall price forthe buildcosts £6,378,936.08
  • 28. 601272 Global Bank 02/02/2015 14 3.5 IT Infrastructure The call centre will buytheirownequipmentandlease outservice providers. Inalternativecasesthe FM mayhave to weighupadvantagesanddisadvantagestothe costbenefitsof leasingorbuying theirequipment. Advantages  Cost forIT or telephone systemscertain and are knowninadvance  No calculations are neededif leasing  Leasingprovidesamedium-term source of capital whichmaynot be available elsewhere  Possibilityof immediateacquisitionof cost savingonequipment Weaknesses  The telephone orITsystemcannotbe withdrawnonce the contract is signed and itsconditionscompliedwith  No needtotie upassetsin telephone or IT systems 3.6 Telephone systems The call centre will have alarge systemservice needfortelephonestherefore will needtolease out contracts. The digitisedvoicedatacan travel withdatafromthe internetandbe flawlessly condensedinlongdistance communication.Nextaproviderwill be sourced. (See typesof service provides4.5) 3.7 Data rooms/ data centres The data room will be locatedinthe lowergroundfloor.The IBMmainframe isnow functioningata smallerserverwhichwill be mountedonracksadvancingwithputingpower,capacity,functionality and miniaturisation.Asthisroom requiresmore attentionsdue toairconditioningandpower requirementthe FMshouldemploythese processes: 3.8 Wireless networks Wirelessconnectionsare seentodayasa wayof savingmoneyandspace and utilisingthe neednot to usedcables. Wiggins(2010) believesthe aimof itisto remove all of the restrictionsof being attachedto expensive andmessywiresandcablesbothinside andoutsidethe office.Itdoesthus increase efficiency,providesbettercoverage,producesflexibility,cutscostsand promotesnew opportunities.Thisbringaboutmajorchallengesof risksforFM’sto keepthe networksafe and secure foruse and a networkthatdoesn’tinterfere withneighbouringsystems.Managingthe airspace or the buildinginsuresreducedinterference butitneedstobe constantlyandclosely monitored.Thiswill provideverydifficultastowhere the call centre isactuallysituatedwithmany surroundingtenantswiththeirownindividual networks.  Adequate conditionedairatappropriate temperature andhumidity  Uni-interruptedpowersupply(UPS)  Faraday screeningtoprotectcommercial sensitive data  Cleanlinessof the space toremove fire hazards,dustandpackingto meetISO14644-1 1999 class8 internationalstandards  Fire protectionsystems Data rooms are underconstant evaluationtherefore itmuststayupto code and withinlegislation.
  • 29. 601272 Global Bank 02/02/2015 15 3.9 Cloud computing Cloudcomputingcouldvirtuallymeanan office wouldnotbe neededbutjustaheadquarterforall of the servers.If forsome reasona memberof staff couldn’tmake itintoworkcloudcomputing is the use of a computingresource whichdeliversaservice toanetwork. The usercan accessa “cloud base”and connectto the networkthroughan interface orapplicationandbe instantlyconnectedto the server.Therefore cloudcomputingshouldbe setupasa last resortfor the call centre and benefitsthe companyastheydonot lose amemberof staff and the businessregulatesasstandard. 3.10 Generators The call centre will operate diesel poweredgeneratorswithintegratedsilencersfor business use. The implementationof Hyundai DHY9KSEmSingle Phase Diesel Generator will be usedwithasmaller systembackupgeneratorsoperatingata lowervoltage.Allthese will needinterfacingwiththe normal mains.Thisenablesthemtoreactwithintwosecondswhenthe primarygeneratorsfailand supplyelectricitytothe building. Ittakesa durationof 2hoursfor the primarygeneratorspowerto return 3.11 Accessibility FM have beenhelpingtheirorganisationtomeetlegal andmoral dutiesthroughthe provisionand termsof the accessibilityandanti-discriminationact.There are some adequate facilitiesfordisabled access butthere’sa needfora drastic transformationtoaidin all disabilitiesandnotjustwheelchair access.If there were blindpeople toworkhere there wouldbe aneedtoproduce brail signson toilets,offices,vendingmachines,liftandsoon. 3.12 Space planning Thistask isessentiallydetermininghowmuchspace a certainamountof people will needandhow manypeople canbe heldinthisspace.In thiscase eachmemberoff staff has10m2. Wiggins(2010) statesthat FM’s mustkeepupto date withrelevantlegislationandnew developmentsinthe way space can be usedto supportan organisation. Space planninglinksintoplannedpreventative maintenance asanexample of fire andsafetylegislation.The space mustbe planedaccordingwith fire exitpointsandextinguishersatthe relevantpositionsprovidingalliancewithH&Sregulation. 3.13 PREPARINGABRIEF: SPACEDEMAND: Binder(2008 citedinCotts 2010, pg 116) space isthe frontierof facilitiesmanagement. Whenspace planningandmanagementisundertakenitmusttake the overall organisational contextintoaccount and all specificsasthey can have detrimentaleffectsonorganisational requirementsandusers expectations.General trendswithinthe workplace influencewhatoughttobe completedandby whomI.e.throughmobile working.AccordingtoEley(2013, pg.3) policiesmustbe framedto meet the objectives,forexampleameetingroompolicyshouldbe aimedatensuringthatthe appropriate interactionscantake place betweeninternal andexternal groups.Thereforethe facilitiesteamwill needtoknowhowto increase productivitywhichdrive the relationwithinspace use.
  • 30. 601272 Global Bank 02/02/2015 16 Functional needs in the context of cultural style > >Current and desired w orkor learning styles, including opening hours, core day periods, etc. > >Meeting or teaching patterns – formal, informal, individual or group w ork > >Numbers of people – headcount and contract, full and part time, peaks > >Space allocation principles, i.e. non-allocated w orkspaces, enclosure entitlement > >Space standards to be used, per w orkspace footprint > >Storage requirements – individual, group and departmental > >I T current and likely future support requirements (Eley, 2013) 3.14 Effective useof space The FMwill needtounderstandthe stockof theirportfolioinrelationtohow itmatchesthe need requirements.Thistiesinwithunderstandingthe corporate need,(see 6.2) they mustunderstand the asset/userneedsforwhattriggerschange developinga planspace brief whichcanbe changed overtime.A well-documentedplansupportsspace utilisationandperformance tobe monitored. Whenlookingintoeffectiveuse there isn’tacar park or space to buildone sotherefore the organisationmayputon a shuttle busservice. 3.15 Spaceaudit The FM mustestablishthe intentionandpurpose of space andstate the reasoningbehindthe audit. Thiswill produce afocus forthe auditteam. Advantages:  Reviewthe wayworkisorganised,the patternsof workand the space usedto performthe variousactivities  Examine the suitabilityof existingbuildingstockforthe businessoperation  See whetherspace costsanduse match bestpractice benchmarks  Criticallyreviewthe organisationsspace strategy  Use the auditto assessthe real and perceivedperformanceof the FMfunction withregardto space  Examine the demandforspace arisingfromthe impactof the technological change,staff expectationsandlegislative/regulatoryrequirements (Wiggins,2010) In the call centre the FM can use thisas hard evidence andavoiddisagreementwithrespectsto space.The use of CAFMsystemsupdate evidence andmake essentialchangestothe waythe space can be managed.Ittherefore improvesperformance andconveysreductionincost.More thanone surveyoptionwill be conductedtoestablishconclusiveinformation. Environmental planningwasprettysimple inthe pasthoweverdue tothe continual ever-changing businessoperationsthe organisationsmust thinkmore abouttheiroperativesaswell as organisational objectives.Moleski andLang(1986 citedinFinch,2012 p.84) stated corporate design mustinclude anin-depthanalysisof the corporationasa social organisation,the behaviourof the individualswithinit,andthe physical settingthathousesit – a total systemof interrelatedparts. 3.16 Swing space: Thiswill be implementedonfloorsone andtwoleaving keepa“fitfactor” alwaysfree forallowance of oddspace if needed.Thispermitsformoveable capacityenablingrelocation.Therefore ithasthe abilitytoadaptfor any quickrelocations.
  • 31. 601272 Global Bank 02/02/2015 17 3.17 Hot-desking Hot-deskingisasystemdevelopedinoffice organisationsinvolvingmultipleworkersusinga workstationatdifferentshiftpatternsinsteadof eachpersonhavingadesk.Thisisusedin workplaceswhere staff will be cominginatall differenttime periods andare able touse an available desk. Withthe growthof thisand the mobilityof service,includingaroutingvoice andmessagingservice meanstheyare able to login at any location.Thisiswhere cloudcomputingcanbe implemented. (See3.9) KPI’swill indicate progressfromimplementationof thisnew systemandstatingwhetheror not itreachesstrategicgoals. The emergence of hot-deskingimprovesthe technologyinputof a workplace makingitmore simplisticandefficient.Itwill be maintainedbysoftwareintegratingwith the organisationscommunicationssystemandtailoredtospecificcompanies. Advantages 1. Savesmoney 2. Betterwork/life balance 3. More interactive workenvironment 4. space savingsupto 30% 5. improvestechnologyof workplace Disadvantages 1. Nothingpersonal aboutyour workspace 2. No sense of permanence 3. One workstation+multiple workers=lotsof germs Benchmarkedfromthe BBCMedia cityin Manchester.They delivered thisprojectforstaff whoare individualsorfreelancers forthe digital opportunitytocompleteworkif theyspendtime hereand are basedawayand havingmeetingsorclientsnearby. Katie Gallagher, (2014 citedinManchester eveningnews2015) stating,thisisa greatopportunityforfreelance andsmall businessmembersto take advantage of the fantastic, state of the art facilitiesof the landingandbenefitfrombeingatthe heartof MediaCityUK. Space maintenance andhot-deskinglinkhandinhand and alsowithshiftpatterns.The flexibilityof shiftpatternsandhot-deskingmeanall staff move freelyaroundthe space layoutondayto day workinghours.
  • 32. 601272 Global Bank 02/02/2015 18 3.18 Shiftpatterns USA UK UAE UK 8pm-6am 1pm-11am 8am-6pm 4am-2pm Shift 1 2 3 USA 5am-2pm 1pm-10pm 9pm-6am Staff 50 100 50 Shift 1 2 3 UEA 4am-1pm 12pm-9pm 8pm-5am Staff 50 100 50 The shiftpatternsare dividedintothreeselectedshifttimes.Thisistobe incompliance withthe time zone difference fromcountrytocountry. Dependantonthe time the UK base the prioritytimeswith the othercountriestowherethe highestinfluxof callswillbe takenandprovide ashiftpatternaround this. As its shows, all three shift patterns interlink to each other as they have overlapping periods. Therefore there isacontinual presenceof service of operators.Alsodependantonthe busierperiods of clientele calling,the numberof staff have beendispersedoverthe twofloorsforprime time shifts, shit 2, 9 hours, the higher calling times for both departments and then half the number for the remaining two shifts, shift 1 and 3, as these are much slower periods thus not needing the same amountof staff.Asthese threeshiftpatternsoverlapandthe use of hot-deskingwillbe implemented, the three shiftpatternswill be locatedover the three zones.Eachpersonhasa space on 10m2 where personal belongingmustbe keptinsecurelockersonthe ground floorforsecurityreasons.If aperson isto leave theircomputerforlonger than10minutesthisisasecuritybreachandanemail will besent to them. Computers must be locked when stepping away from the space.
  • 33. 601272 Global Bank 02/02/2015 19 4. SoftFM services and benchmarking 4.1 Outsourcing vs in-house Outsourcing: Cost efficiencieshave beenthe drivingforce behindFMoutsourcing. (Wiggins,2010) Outside specialistscanbringaboutthe mosteffective innovationsof skill setstogether.Companiescanpick fromspecialistsophisticatedmarketplacesforadiverse range of suppliers.Althoughcostefficiency isa crucial part of outsourcingthere isalsoanincreasingneedforthe contractorto innovate and add value tothe deliveryservice.Wiggins(2010) proposesthatsome companiesdon’t justsource froma single companyalone,(i.e.Johnsoncontrol whodivulgeineverythingfromcomputersto stationary) theysource from50-60 service linesorsome bundleintotwoorthree contracts. Merging the numberof contracts will resultincostbenefits,straightforwardadministrationandflexibility. (Baldry,2003) pg 136 (Baldry,2003) pg 137 4.2 In-house In-house usedtobe a verytraditional anda commonmethodespeciallywhenbusinessesare directly ownedbythe organisationwiththeirownmaterials,plantandlabouralreadypresent.Businesses have slowlymovedawayfromthe holisticprovisiontoniche. Advantages • Complete control over maintenance operation • Common interests and concerns • Familiarity and commitment to estate and its occupiers • Priority: work persons always available Disadvantages • Inefficiency: cost and bonus drift • Requires sustained workload to be profitable • May not maximise use of plant and stores: underutilised overheads • Supervision may be difficult as maintenance manager may not Disadvantages:  Confidentialityof data/security  Personnel problems –shitfromuserto supplier  Lack of control of suppliers  Riskof selectingapoorsupplier  Long termfixedcontracts  Lose in-house expertise orcapabilities  Ownershipof new applications with suppliers  Ignoresin-house solution  Suppliercommitmentbeing questionable  Supplierscontinuitynotassured  Learningcurve for supplier  Lack of independentadvice from supplier  Supplierscapacity Advantages  Reducedcosts/economicscale  Concentrationoncore business/ strategicappreciationof service  Right-sizedheadcount/reduce space  Improvedproductivity/operational efficiencies  Increasedflexibility  Latesttechnology  Overcome skillsshortage  Addvalue withnoextracost  Improvedmanagementcontrol  Improvedaccountability/ performance levelsmonitored/ userriskreduced  Tax gain
  • 34. 601272 Global Bank 02/02/2015 20 control payments • Health and safety training etc. comparatively more expensive It isveryapparentthat the majorityof disadvantagesrules.The in-houseteamwillrequirea managementeffortwhichwill needtobe divertedfromthe core activitiesthereforeprovingtobe inflexible anddifficulttochange tomanage. (Wiggins,2010) Statescost and manpowersavingsare unlikelytobe achievable.Consequentlynobusinesswillwanttolose moneyonanyreturnso in- house sourcingisan unproductive andrealisticallypoorstrategy. 4.3 Service delivery FM managesservices of boththe external andinternalcustomer.Service deliveryconsequently highlightsthe performance of efficiencyof the FM.The future of a businesswill dependonthe continual andpotential customersandwillbe basedonhow well theyare treated.Whatservice deliverydelivers: Finance • Reduce cost of operations • Provide services at a competitive price • Leverage spend within region and globally to achieve best in class pricing Customers • Improve customer satisfaction • Enhance customer productivity, serves as a business enabler • Improve service delivery – quality, response time • Not compromise service quality and delivery • Not adversely impact business operations/minimal business disruption • Fit with your company culture Services • Enhance oversight and delivery of services •Meet your company’s expectations and standards • Provide flexible/scalable model Processes • Improve internal processes and promote innovation • Reduce management complexity • Promote consistency of processes, controls, reporting • Provide wider access to marketplace, best practices and knowledge sharing across sites • Enhance use of systems and technology • Not adversely impact environmental health and safety (EHS) and regulatory compliance People • Best utilize expertise of in‐house and service provider’s staff • Best support your organization structure •Maintain safe work place
  • 35. 601272 Global Bank 02/02/2015 21 ((Wiggins2014) 4.4 Benchmarking: It’sdefinedastomeasure the effectivenessof in-housepracticesagainstexternalpracticesin relatedorganisationsorindustrial sectorsandagainstanorganisationidentifiedasachievingbest practice in the area underscrutiny. (Brooks,2009) The two maincase studiesusedare Fujitsuand Co-op.
  • 36. 601272 Global Bank 02/02/2015 22 Co-op man The co-operative movedfromLondonto Manchester.The FM askedthe staff whowere movingif moneywasn’tanissue what technologyandsoon wouldtheylike.Itwas completelydifferenttowhatthey alreadyhad but benefitedtheircreative needs.Theytook time learningaboutdifferentteamsneeds initiatingFMintothe businesssupporting them.Bainbridge neededtosupportandtrust fromseniormanagementtoaccountfor the desirable finishtheystaffwanted. In orderto produce operational activityand strategicthinkingoutsourcingisthe predominantrole tobe trustedforthese tbe completed. AsRICS(2014 citedinDavles 2014 pg. 22) reportnotes,outsourcingoperational activitiesfreesin-houseFMsto focusmore on long-termplanningandstrategicchallenges. Therefore outsourcingisbeneficialforamore strategicFM. The move allowedthe FMto enhance workplace surroundingsproducinga more creative workplace.Itwasall achieved throughoccupant participationestablishing efficientworkplacesandworkingpatterns. Fujitsu The call centre will be benchmarkedagainstthe Fujitsuservicesdesigningforvalue study.Its core strengthsistodeliverITinfrastructure and outsourcingacrossdesktops,dataand networkingcentresandconsultingintegration deployment.Theyplace highresponsibilityon theircustomersatisfactionlevelswithinthe demandof the call centre.Theyplace the customeras the most imperativemeasure of the service acknowledgingthe customersactual needsandwants.By deliveringexactlywhat theywantit repeatsbusinesscontractsbeing securedwhilstinnovationandperformance continuallyimprove thereforeactingwith customerknowledgepointstooperational alignment. The implementationphasesmeanttheybegan redesigningthe processwiththe importanceon people,valuecreationandthe problemsolving process.Innovative KPI’sandservice-level agreementswere constructedaboutthe businessgoalsandclientsandnotonthe processor target of the staff.Womack,jones and Roos,( 1990 authorsof The machine that changedthe worldcitedinFujitsu2004) State theyagree that employeesare toprosperin thisenvironment,companiesmustofferthema continuingvarietyof challenges. Fujitsuhelpdeskhasaidedinthe reductionof 60% of incomingdemand,servicecosts64% and employeesatisfactionincreasedby30%. Theyare now able to offerthisreducedservice for all clientsdue toconfidence indemand. Example: Fujitzuhave appliedenvironmentalprinciples such as remote Itmanagement,online services and pre-contractanalysis.Theyhave helpedan airline company,BMIwitha helpdeskstrategy managingto reduce queuesatticketsoffices.It RichardDawsonstated,overthe last twoyears callshave beenreducedby40% and time tofix reducedby70% inaddition,alarge government clientsaw customersatisfaction ratings raised from 5.2% to 8.5%, a 63% increase. (Neely, 2004)
  • 37. 601272 Global Bank 02/02/2015 23 Therefore it’sbestdescribedbyLeibfried andMcNair(1994 citedinBrooks2009, pg217) itis and external focusoninternal activities,functionsoroperationsinordertoachieve continuous improvement. 4.5 Single service provider: Single service providersare organisationalbusinesseswith procurementstrategiesthatdedicatesto a single supplierforeachrequiredservice e.g.cleaning,catering,securityetc.Manyare procuredfor preference ratherthanselectingothersourcingoptions: Advantages • market expertise • niche market • in house capacity & expertise • other services catered for (in house or already outsourced) • to satisfy specific organisational needs (strategic or operational) • risk reduction • provides greater operational control (BIFM,2009) As the organisationsoutsourcingpolicieswillevidentlymature the sourcingoptionswill thusneedto mature correspondingly. Suitable sourcingoptionswill be requiredtosatisfythe businesscase where the superioreconomiesandefficienciesare recognised. 4.6 Managing agent (MA) Managing agentsare basedon establishingcontractual relationships fromindividual servicestoan organisationandappointingamanagementcompanytomonitorthe behaviourof delivery, performance andrelations.Thisis thusaclientrepresentative/managingagentappointedthrough usingthe external organisation.The multiple service providersare selected throughcompetitive tenderingviaaformal contract. Thisexistsamongstthe MA,clientorganisationandthe individual or it can be as a package of service contractorsand the clientorganisation.
  • 38. 601272 Global Bank 02/02/2015 24 (BIFM, 2009) The managingagent is the mostexpensive option. It’sprovidedby property managerswho have managementskills rather thanthe typical operationalproviders. Wiggins(2010)defines it as a short- term strategy that is very useful when establishingFM for the first time, and it tendsnot tobe a long- term solutionor strategy due to its highcost. 4.7 Managing contractor (MC) A contract existsbetween the clientorganisationandsupplier.Sub-contractorsfall underneathhe MC buthave no relationshipwith the client.Therefore here isonlyone pointof contactno matter whathe service problemmaybe. 4.8 Total FM provider (TFM) TFM suppliesafixedprice throughsupportservicesbyemployedstaff orusingoutside suppliers. Clientorganisation,insteadof individual companyservice contracts,wouldhave atenderfora primarycontract. Thismeans the clientorganisationbenefitswith onlyone directpointof contactto manage with. Skilledstaff are neededtomanage thiscontract sothere are no gapsthat existwithin the specifications.Thistype promotesaclearadvantage withreducedadministrationinput.Onthe otherhand thismeansthe clientwill have lesscontrol overthe subcontractorsthatare usedand a majordisagreementintowhenthe contractshouldexpire orterminated. 4.9 Quality insurance BS 5750 or ISO 9000 will provide the evidence of the contractorsmanagementsystemthatithas beenthoroughlyevaluatedbeingeffectiveandthere ispresentableevidence toprove itisreliable and responsible toquality.Onthe otherhandtheydon’tproduce evidence onqualityculture.A supplierwithgeographical spreadrelative totheirownspreadmayhave economicandservice capabilitytomeetclientorganisationsrequirements. (Wiggins,2010) 4.10 Service provider The call centre will be usingasingle providerfortelecommunicationsandinternetpackage.Asthere will be timesof veryhighinfluxof callsthe call centresservice providerisbenchmarkedagainstthe
  • 39. 601272 Global Bank 02/02/2015 25 Londonambulance Service (LAS) astheyoperate athighpointsandare alwaysobtainable functioningefficiently.Theychose BTas theirprovider.Reducingthe complexityindividualscanlog on anyphone on the networkmakingworkchange easiertoorganize.Chidi Oparah(2015 citedBT Business2015, pg1 para 4) said, “Havinga systemdowncouldseverelyimpairourabilitytodoour jobeffectively.”The successledtovideoconferencingfacilitiesreducingtravellingcosts.BTmade an efficientgaininemployee productivityasnow 3 additional sitesare tobe setup. 4.11 Procurement: Catering/cleaning/ security The procurement processwithin publicorganisationsmustcomplywiththe EUprocurement directive regulations adheringinitial pre-qualificationprocessesandthe specifictime limitsprovided to abide bybetweeneachactivity. Allworkandservicesmustcomplypromotinganopen competitionwideacrossthe EuropeanUnion.The actual qualityof service canbe difficultto calculate before itisdelivered.Itisthusprimarilyessential tohave anoperative andstructured procurementsysteminplace toenable the managementandtotal control of any risk. (BIFM, 2009) Contract durationaffectsnumerical factorsof FMcontracts. Usuallypurchasingorganisationsdon’t pay anyattentiontothe duration assumingeitheraminimumof 3 yearsor maximumof 5 years. Durationisa fundamental partof the businesscase procurementstrategy.Anorganisationshould considerthe followinginfluencingfactorsbefore decidingonthe contractsduration:
  • 40. 601272 Global Bank 02/02/2015 26 Indicatorsfor short-contract duration • Query performancestandards • Value-for-money concerns • Changing technology • Changing market(purchasing organisation) • Future sourcing trends (supplier) • Changing legislation& apparent business risk 4.12 Catering A call centre will predominantlyprovide one ormore of the followingfora24/7 workingshift pattern: 4.13 Full-staffrestaurant Thisservice offersarestaurantwithfoodproductiononsite bya qualifiedteamof professionals whichare employedbyacontractor. Classically afull productionfunctioningkitchenwithaserving locatedareawithinthe premise. 4.14 Cafébar Thisservice providesacafé bar withlimitedcookingfacilitiesthatprovides limitedfoodofferse.g. sandwiches,snackandjacket potatoesetc.Furthermore will include usuallyahot beverage offer froman in-house brandora leadinghigh-streetname. 4.15 Vending Thisservice provideshotandcoldbeveragesandfoodinthe predominantformof smallersnacks usuallycold.Thiscanbe managedeitherbya cateringcontractoror a vendingspecialistsupplier.It requiresthe mostminimal amountof labouralthoughthere isaninvestmentneededforthe machine.These canbe cash or cashlesssystems. As the call centre will be workingata 24/7 rate withdifferingshiftpatterns, itsbesttoimplement the service of a restaurantwhichwill provide hotfoodandbeveragesduringthe dayfromspecific openingandclosingtimes.Alsovendingmachines whichwill provide aservice tothe nightstaff and weekendworkers. There will be microwavesforthe use of the foodvendingmachine sotheycan enjoywarmfoodi.e.readymeals. 4.16 Dietary/health concerns The vast majorityof cateringoperationsnow take healthyeatingandotherspecialistdietary requirementsextremelyseriously. (Stern,2010) Organisationsworkwiththeirappointedcaterersto Indicatorsfor longer contract duration • Procurement andtransition costs • Optimising in-house resources and expertise • Investment • Stafftransfers/TUPE • Internal customerrelations • Low perceived business risk
  • 41. 601272 Global Bank 02/02/2015 27 developandensure the offerhealthyaswell asvarietyoptionstocarterfor all.To whateverlevel of requirementsaworkforce mayneedthese shouldbe metwithappropriate detail. (Stern,2010) Sternsaidas an example,if afactorycanteenisprovidedinanarea where there isa large numberof Muslimpersonnel,thenthe menuchoice shouldreflecttheirrequirements –withhalal meatbeing served. (Stern,2010) Therefore itwouldbe appropriatetoemployachef toensure an authentic offeringforall. 4.17 Contract The call centre will be engagingwithacostpluscontract. The contract terms state that the clientwill pay all of the operatingcosts(food,labourandsundries,plusamanagementfee) ontothe contractor hired,where theywillbe responsible forthe deliveryof processingthe materialsand provingprofessional staff withthe necessaryskill neededdependantonrequirementsthe organisationhasstated. All cashreceived isthencreditedagainstthe costs.(Thiscanbe seenbelow) Cost £ Food 280,000 Labour 420,000 Sundry items 30,000 Fee 50,000 Total 780,000 Less sales of food 500,000 Difference = subsidy 280,000 (Stern, 2010) Althoughthe subsidywill thusdependonthe tariff whichischargedonthe food.Some companiesin fact provide free issue withinthe business.The elementof riskwill lie solelywiththe clienton whetherornot employee’spay.Asthe clientpaysthe coststhisentitlesthemtoretaincontrol over the elements. 4.18 The‘fixed-price’ contract An annual coswill be determinedbetween the partiesinvolved. The clientwill commence withequal monthlyinstalmentstothe contractor.Once the moneyhas changedhandsit’sthe contractor’s responsibilitytoprovide aservice where anelementof generatedprofitisaccumulatedwiththe total amountagreedupon. An example isasfollows: £52,500 permonth(£630,000 dividedby12 months).Anyprofitgeneratedwouldbe retainedbythe contractor. Cost £ Food £240,000 Labour £360,000 Sundryitems £30,000 Total £630,000 Lesssale of food £670,000 Difference =profittocontractor £40,000 (Stern, 2010) Riskliessolelywiththe contractor.Theyretaincontrol overthe menu,openingtimes,service and tariff.The clientwill thusrunthe riskof qualityof foodproduce andthe qualityof staff asit may deteriorate if calculationswere tabulatedincorrect.
  • 42. 601272 Global Bank 02/02/2015 28 4.19 The‘hybrid’ contract Thiscontract is constructedfromthe cost plusmodel.Basedonthe contractorsperformance their earningpotential caneitherincreaseordecrease. Anagreedpercentage of the base management fee is“put at risk.”Each variable elementisweighed(i.e.servicelevels,grossprofittargets,labour etc.) and the put at riskfee isadjusted. Stern(2010) statedthatthe monetaryvalue attachedtoeach of the bandsisdependentonthe managementfeeandthe percentage of the fee atrisk. 4.20 CommercialContract Thiscontracts typicallyusedwhere the contractorcanprovide theirservicestothe widerlocationof the premise andnotfor justthe clienteleonsite.Thisisusedmore foreventswhichcanbe marketedandinconjunctionwiththe clientcompany.Todrive outthe profitabilityof the contractor theypay accommodationcostontop of cateringcosts. 4.21 Cleaning Cleaningislargelyaboutroutine andprocesstomake sure thatall tasks are carriedoutin accordance withthe requiredlevelsand/orfrequencies. (Heppelthwaite,2010) The initial hiringof employmentstaff inthe in-housingsectorisbasedprincipallyonhow moneycanbe savedand the fearof losingcontrol.Eachbusinesswilldifferentiate oncleaningneedsandat what level. Converselyoutsourcinghasbecome virtuallyaspopularpassingthe responsibilityandriskontoan outside contractor. Advantages of out sourcing Advantages of in-house provision • Specialist cleaning know ledge at management and employee level • Back-up in the event of sickness and holidays • Economy of scale in purchasing materials and consumables • Special equipment for access, pressure w ashing, carpet cleaning etc •Transfer of the risks associated with directly employing leaning staff • Continuous industry benchmarking and compliance assured •Efficiencies should provide reduced overall cost •Potential access to innovation • A perception of reduced security risk • Greater direct management control • Easier ability to change cleaning requirements (Heppelthwaite,2010) 4.22 Inputspecification Inputspecificationsdescribe indetailandthe frequencyinhow the tasksshouldbe undertaken.An example isasfollows: “Intoilets,showersandchangingrooms, all sanitaryware andothersurfaces mustbe cleaneddaily,andleftfreefromdirt,scum, grease,hair,scale,spillages,fingermarksand cleaningresidue.All itemsshouldbe leftinadry conditionwithashinyfinishwhere surfacesallow.” (Heppelthwaite,2010) 4.23 Outputspecification An outputspecificdefinesthe exactstandardthatmustbe met at all times. A clientcanappointa representative todeterminewhetherornotthe specificationshave beenmetandcarried out sufficiently.Theycancarry out randomspot checksandthe frequencyof these checkswill be determinedonthe recentcleaningperformance. Cleaningproviderstendtodislike thisasitrequires
  • 43. 601272 Global Bank 02/02/2015 29 more of theirstaff andshortfallswill be recorded.Thiscanbe usedbythe clienttowithholda certainamountof paymentaccordingtothe contractual obligationsasthe cleaningperformance has not metthe requiredtargets.Althoughthismethod benefits the cleaningproviderstoknow where more attentionis neededonthe premise. 4.24 Cleaning and theenvironment The cleaningcompany shoulddemonstrateinitiativeswhichwill effectivelyreduce environmental impactsto operations.Heppelthwaite (2010) suggestedthatpossibleexamplesinclude usingmicro fibre cleaningsystemsthatcanreduce the use of cleaningfluidsby70-80 percent or reducingthe deliveryfrequencyforcleaningmaterials,equipmentandconsumablesbyprovidinglarger,secure on-site storage. Trainingmustbe providedtominimise the use of product,wateretc.Detergent regulations2005 specifythattheymustbe biodegradable.If the companydoesuse concentrated detergents thenthe staff mustbe able toexhibitthe procedurestonotoverdose the product. (Heppelthwaite,2010) 4.25 Security Societytodaypromotesmulti riskonorganisationsfromnotonlytraditional criminalitybutalso terrorism. The identificationof professional companiesinthisfieldare imperativethattheyprovide comprehensive andreliable services. Dickinson(2007citedin Paton,2007 p.3) claimed the hallmark of an effective securityguardingcompanyisitsabilitytofitintoanorganisation'sculture,tomould itsservicestotheirneedsandto provide addedvalue benefits. Main duties: • Controlling access • Patrolling • Control centre monitoring • Manning reception • Policing goods in/out areas • Escorting visitors (Paton, 2007) Preventingadverse consequencesfromthe intentional andunwantedactionsof others. (Wiggins, 2010) Before employingorinstallinganysecurityequipmentasecurityauditshouldbe carriedoutto
  • 44. 601272 Global Bank 02/02/2015 30 governthe general securitystrategythatneedstobe implemented.The auditshouldtake note of the geographical surroundingareawhere the call centre will operate withall physical aspectsitwill containand thusidentifyanypossible risk.Thisriskanalysiswill developastrategyplanto implementthe correctlevel of securityneeded toeradicate ormanage anyrisks. The call centre has a CCTV wiredinternallyandexternallywhereapatrol will watchfromthe CCTV roomand alsodo sweepsof the building. All services will require the use of BSIO9000. (See appendices J) 5. Building maintenance Afterestablishingthe maintenancepolicy youmustconsideritinpractice of how itmaintainsrepair works,workto be undertakensafely,if itisnecessaryandwhenitneedstobe done.The FM will collectinformationfrom:  regularconditionsurveysof the buildingstock;  pre-acquisitionsurveyspriortoanybuildingpurchase;  the existingplannedmaintenanceprogramme (orprofile);  faultsandrepairsnotifiedbythe buildingusers;  feedbackfromworksof servicing,repairsandimprovementsinprogress;  relevantlegal requirementseitherfromstatute law orfromlease andrent and repaircovenantsandanychanges/updatingof legislation;  existingbuildingandservice records;and  Olderbuildings,whichmaybe affectedbylegislationthatcame intoeffect aftertheywere constructed.Legislationnecessitatesasbestossurveysand managementplans,DDA assessmentandfire riskassessmentamongst otherrequirements. (RICS,2009) A maintenance programme mustbe implementedforeachelementof building services.Itisa time basedschedule whichspecificallyallocatestasksatspecificperiods.Asthe call centre will be based on a newishbuildingastoa refurbishmentbutalsoa second-handstockthe programmeswillbe constructedfrommanufacturesinstructionsanda professional teambutalsofromanevaluated conditionsurveyassome functionswill notchange fromthe oldbuild. The long-term-maintenance plan(LTM) will coverthe buildingslifespan(atypical lease 10-25).Thisbleedsintothe elementand componentlife expectanciesof abuilding.Itisnota distinctive listbuttogive purpose totheir average life of whatisrequired.
  • 45. 601272 Global Bank 02/02/2015 31 Maintenance programme advantages: Preserve installedservicesandvalue of the premise Maintainoptimumperformance of the services Complywithstatutoryandlegal requirements Ensure value formoney – effectiveandefficient maintenance andrepairs Budgetmanagementtospreadexpenditure evenlyoveraperiodof years Preserve warrantiesandguaranteesfollowing newinstallations Create an effectiveandefficientworking environmentforoccupants Schedule of worksforoptimumuse of workforce Minimise disruptiontooccupants Sourcesto developamaintenance programme: Annual buildingmaintenance index BSIRA publications CIBSE RICS Britishstandards PAS55 (Wiggins,2010) 5.1 CMMS The FM inthe call centre will use the CMMS to manage,recordand communicate withintheirdaily operations.ItusesKPI’sinevaluatingeffectivenessandwhichoperationsshouldbe undertakennext inorder of importance. (See appendices K) , (NIBS,2015)
  • 46. 5.2 Programmes cost reduction strategy Planned preventative maintenance plan
  • 47. 5.3 Legislation The frameworksthatmustbe strictlyfollowedcover propertylaw,healthandsafetylaw, environmental lawandlawsconcerningstaff,includingcasual and contractworkers.Facilities managersare advised tofamiliarise themselveswithall the relevantlegal andregulatory frameworks. Legislationimpactsonthe FMas H&S has become more important. Safe andhealthy workplacesreduce costsby beingefficientandproductive.Dependantonthe operational environmentthe FMwill needtobe aware of the local regulationsregulatingsafetyandsafety awareness.Inthe UK H&S regulationcomesfrom the Health and Safety atWork etc. Act 1974. (HSW Act) (See appendices L) Riskanalysisandbusinesscontingency plans(see 6.1) supportH&Sby providingaplanpreventionincase anytragiccircumstanceswere tooccur and to minimise the effect. (Wiggins,2010) (See appendicesforenvironmentandsustainabilitylegislation/energyperformance of building legislation M) 5.4 Fire safety and regulation The FM mustbe aware of the safetyaspectsintermsof space planninganddesign astheyare the dutyholderwhenitcomesto fire safetyandoccupiedspace.Fire preventioncanbe avoidedif regularchecksare made and followingcloselywithUKlegislationi.e.removinganyobstructions fromfire exitpoints. Buildingregulations mustineffectlink withH&Sregulations,the welfare and convenienceof disabledpeople andenergyconsumption. A planedpreventativemaintenance aidsin the testingandcheckingof equipmentsothatit’sincompliance withlaw andincase of emergency use it will perform. The call centre willimplementaquantifiedrisk assessment.(See6.1) BS 5839: Fire DetectionandAlarmsystems BS 7273: Part 1:2000 Code of practice for the operationof fire protectionmeasures BS EN 54 Detectionandfire alarmsystems (Wiggins,2010)
  • 48. 601272 Global Bank 02/02/2015 1 5.5 Electrical suppliesand electrical safety 5.5.1Inspection and testing Everyelectrical instillationmustbe inspectedandtestedtoensure safety,preventing injury andfire. (Wiggins,2010) The testingof wiringshouldbe every5yearsdependentuponthe highriskof activitiesi.e.factory.The followingshouldbe checked: Joints Enclosures Sockets Cable cords Switchgear Labelling Protective devicesandmeasures A schedule of remedial workwill be formedtobringthe powerconnectionsuptostandard.Theycan be improvedfromfrequentchecks andtestingthroughtechniquessuchasthermal imaging.The Institute of EngineeringandTechnologyadvisesaproportionate riskbasedapproachbearinginmind equipment,environmentand usage. (See 6.1) 6. Enhancing the FM role 6.1 Risks A businesscontingencyplanshouldbe implementedbytakinganassessmentof prioritiesof risk multiplyinglikelihoodbyimpactof variousscenarios.Itshouldpredictwhatcouldhappen,assess impactand employamitigationstrategy(Red/Amber/Green). Itshouldbe aconstantprocesswhich iscentral to the organisation’sshort- andlong- termstrategies.Alsoimplementadisasterand recoveryplan. It’shardto predicta disasterto happenbutbyanticipatingit,itcan reducedthe amountof damage.The mostcritical part is providingmechanismsfortestingandrenewing equipment,mitigatingrisk.Thisisdone by:  CheckH&S, qualityof environmentpoliciesandprocedures  Reviewaccreditationsandaccidentrecords  Reviewrecentexperiences  Applyassetconditionsurvey avoidingpitfalls (See appendicesS forriskmanagementmodels) Measuringsuccessof reactive maintenance canbe takingintoaccountusingKPI’s.Theywill evaluate particularactivitiesand successisdefinedintermsof makingprogresstowardstrategic goals. Hierarchyof control measures:
  • 49. 601272 Global Bank 02/02/2015 2 FM’s can alwaysenhance knowledge aslawsandregulationsupdateeachyear. Riskassessments can be enhancedbythe FM by complyingwithlegislationrequirements andkeepinguptodate withthe codesof practice.Inorderfor themto be sufficientandsuitable the mustapply the following: Identifyall the hazardsassociatedwiththe operationandevaluatethe risksarisingfromthose hazards Recordthe significantfindingsandmore thanfive personsare employed Identifyanygroupof employeeswhoasespeciallyatrisk Identifyotherwhomaybe at riske.g.visitors,contractorsmembersof the public Evaluate existingcontrolsstatingwhetherornottheyare satisfactoryandif notwhat action needstobe taken.Thisshouldinclude trainingandinformationprovision Judge andrecord the probabilityorlikelihoodof anaccidentoccurringas a resultof uncontrolled risk.Alsorecordthe “worst case” likelyoutcome Recordany circumstancesarisingfromthe assessment where seriousandimminentdangercould arise Identifywhatinformationisneededforemployeesonthe riskstotheirhealthandsafety identifiedbythe assessment,the precautionstobe takenandany emergencyarrangements Provide anactionplangivinginformationonimplementationof additionalcontrols,inorderof priority, andwithrealistictimescale. 6.2 Corporate need It iswidelyacceptedthatthe efficiencyandeffectivenessof anorganisationisinfluencedbythe physical environmentinwhichitoperates. (Finch,2014) Teicholz(2001 citedin finch2014 p.83) believedthattomeetuserneedstodeterminethe degree towhichthe facilitiesmanagement
  • 50. 601272 Global Bank 02/02/2015 3 functionandcontribute tothe corporate successof the organisationthe “five pillarsof quality” shouldbe digested. (See appendices2) The corporate needis thusall aboutunderstandingthe businessneedsandhowcritical the environmentsurroundingthe runningof the core businessisto be successful therefore devisingadisasterandrecoverplan isvital i.e.linkingtoriskmanagement and prevention. The designof the buildingandhow its runcan affectthe core businessasa whole. (See space planning3.12-3.17)The corporate need bleedsintothe communicationfactorandPOE’s to understandthe benefitsanorganisationispossibletogainthroughthe use of the buildings evaluations. Itmaybe enhancedbyintroducingriskandrewardcontractspushingpeople tomeet deadlinesandoncompletiongainingstrongerrelationships.Thiscanbe benchmarkedonthe BBC Manchesterstudy as the FM understandstheirstrategicneedfordeliveringonthinkingandvision whichsupportsthe dominantcorporate strategy. BIFMhelpFM’sstrive forawards and become recognisedi.e.sustainabilityawardseachyear. 6.3 Customer care/ service Everythingwe doin FM impactsonpeople, impactsonthe environment andimpactsonthe workplace. ForFMto workyou have to be a team.(Kortens,2010) Adoptinganexcellentcustomer service andcare skillsacrossservicestocustomersandthe communitypromoteshealthyandlasting relationships. B.MarrandA.Neelystate theyare onlymeasuresof efficiency,whichinturnisoften seenasa determinantof financial performance. (Neely,2004) Customercare isall about looking afterthe customerrewardingthemforbeingloyal andkeepimprovingontheirsatisfactionlevels. Theyneedtopersuade the customertorequestthe service yetagain.Customerservice canbe improvedinthe followingway: Knowingthe customerandwhattheywant Knowingthe service journey Buildingexcellentcustomerrelations Developingrelationshipswithmore thanone contactin the customerbase Alwaysaddingvalue tothe service experiencebythe customer Askingcustomersfortheiropinion Making customerfeel special andvalued Beingable todeal withawkwardanddifficultcustomersinanappropriate way Beingable touse complaintsasan opportunitytoput thingsright (Wiggins,2010)
  • 51. 601272 Global Bank 02/02/2015 4 Customerrelationsmodel: (CRM, 2002) (Marketing Teacher Ltd 2000 – 2014) 6.4 Communication Communicationcanbe definedas,the transmissionof amessage thatcan be understoodinorderto cause an action or reactionandinvolvesbothverbal andnon-verbal signals. (Wiggins,2010).It shouldbe continuallymonitoredandimprovedsothatnexttime andexceedsthe client’s expectations.Eachencounterproducesacustomer’sopinionandhow that opinion isformedisthe wayin whichthe problemisundertakenandrectified. Jane (2010) statedeach encounterisonlyas goodas the lastexperience.Measuringandimprovingthe responsesandqualityof service delivery will be a neverendingprocessbutcanadaptand learnfromeach experience. Therefore the initial assetneedisto configure awayof retrievingenduserfeedbackandimplementinganinvolvementin a planningprocedure.The waysinwhichtoreceive userfeedbackisthroughthe use of analysis tools:  Questionnaires  complaintsbox  interviews  workshops  focusgroups  mysteryshopper  independentaudits  peerreviews  supervisor observations  Companyanalysis.
  • 52. 601272 Global Bank 02/02/2015 5 (See appendicesTforexample sheet) 6.5 Ongoing role (post occupancy evaluation) There are variable methodsforundertakingaPOEso the facilitiesmanagermustidentifythe purpose forevaluationbefore selectinganappropriate method.The three maintypestoconsideris whetherit: 1. Improvesthe physical surroundings? 2. Gain the supportof staff throughparticipation? 3. Collectinformationtobe fedinto future buildingdesigns? (Finch,2014) Physical resultsmustbe visible sothe confidence fromthe staff stillhave faiththatthe FMcan deliver.Before conductinganyPOEtesttheyshouldcheckall the stagesthat will needtobe planned for.Therefore isanybitof informationistobe missingthe FMcan take a stepback and collectany informationneeded.Forexamplehardmaintenanceservicework,if anyinformationismissingfrom the conditionsurveytheycango retrieve thisandthe carryon witha maintenance strategyplan. Once thisis all gatheredthe FMcan review the projecttosee if itcan be improvedfornexttime. (Finch,2014) Short term benefits Identificationof andsolutiontoproblemsinfacilities Proactive facility managementresponsivetobuildinguservalues Improvedspace utilisationandfeedbackonbuildingperformance Improvedattitude of buildingoccupantsthroughactive involvementinthe evaluationprocess Medium-termbenefits Built-incapacityforfacilityadaptiontoorganisational change andgrowthovertime,including recyclingof facilitiesintonewuse Significantcostsavingsinthe buildingprocessandthroughoutthe buildinglifecycle Accountabilityforbuildingperformance bydesignprofessionalsand owners Long-termbenefits Long-termbenefitsimprovementsinbuildingperformance Improvementof designdatabases,standards,criteriaandguidance literature Improvedmeasurementof buildingperformance throughquantification
  • 53. 601272 Global Bank 02/02/2015 6 7 innovationcategories Innovationisall abouthowcan a processadds value toan organisation.FMproviderssuchas MITE (See appendices N) andISS(See appendices O) are classicexamplesandare optionsforsourcingfor the call centre. 7.1 FM help desk Thisis a customerrelationshiptool andinthe call centre itwill serve twomainfunctions: 1. Servingthe customer 2. Serve the company The deskis there asa resource toanswerany andall questionsandtosolve anyproblemsoffering additional service thatone mayencounterthroughcorporate technologyorfacilitiesof the building. Wiggins(2010) statesthe fundamental purpose of anyhelpdeskisthe speedyrestorationof auser to full productivityintheircore role.A goodrespectable helpdeskwill be keytothe successof the businesseskeepingtrack,monitoringandprovidingthe helpprocesstothe resourcesof the needs an issuesof staff. The call centre will use amanual bespoke computersystem.(Producingcondition survey3.3) Thiswill improve the facilitiesservice byprovidingamore accurate feedbackonwhatis and isn’tworking. Itwill trackrecordsand shortfallsinbehaviourproductivityandusercompetence. It can produce informationonfacilitiesthatare failing i.e. airconditioningandliftspeed. Thissaves time,effortandmoneyforthe company.The database can give eachtask/functionnumberingof importance againstthe assetdescriptiontobe performed.Thisthencreatesaworksheetgenerated on importance of assetprioritiesandthe SLAslinkingtosoftFM’s service delivery. Linksbetweenthe followingfourcanbuildlong-termrelationshipswithineachotherandthe organisation.Thislinksback towhere thingsare sourcedfromi.e. outsourcingtechnologyfromBT contracts. FMcan be enhance usingthe following:
  • 54. 601272 Global Bank 02/02/2015 7 7.2 Technology innovation Johnsoncontrol – JohnsonControlsdelivers products,servicesandsolutionsthatincrease energyefficiencyandloweroperatingcostsin buildingsformore thanone million customers. (See appendices P) (Johnson,2014)  Computer-AidedFacilityManagement (CAFM)  BuildingManagementSystems(BMS)  BuildingInformationModelling(BIM) Accordingto KathFontana, (2014 citedin Davles2014 pg 26 BIMis makinganincreasing contributiontowardsamuch more integrated, connectednetworkof smartbuildings. Emrill case study: BMS highlightsproblemsandmonitorsany anomalies.Itovercomes anyissuesmanyolder buildingshave asnewbuildsare designedas “smart building”technologyandwill be expensive toexistingbuildings. It benefitsgivingclientslow coststo:  Reduce unnecessaryenergyusage;  Preventmajorsystembreakdowns;  Stoplossof perishable goods;and  Lowerthe risk of major flooddamage. (Davles,2014) Effective managementof suchasystemallows an FM to be strategicwhenmakingdecisions that couldaffectthe sustainabilityand operationsof a businessinthe long-term. (Davles,2014) 7.3 BS 11000  Partnerintegration  Establishesthe foundationsfor partnering  Improvedpartnerselection  Improvedriskmanagementand confidence  Consistency  Enhancedfocus  Baseline forimprovement  Proof throughindependentassessment and certification  Identifyhow relationshipmanagement can helpachieve itsbusinessobjectives  Evaluate the benefitsof enteringinto  single ormultiple partnerships  Selectthe rightpartnerto complement itsobjectives  Builda jointapproachbasedonmutual advantage  Developaddedvalue fromthe relationship  Measure and maintainmaximum benefit  Developandexecute anexitstrategy (Little,2001)
  • 55. 601272 Global Bank 02/02/2015 8 7.4 Process innovation  Establishthe prioritiesof the customer  Reliabilityof service intermsof the actual deliverydates  Conformitytospecification  Deliveryof price  Deliveryof aftersalesservice  How isthe bestway youcan deliverthis service  Continuallymonitoredforimproved results  Measuringthe continual quality  Produce positive experiences Everyprocessmustbe deliveredwithexpertise withimprovementoneachcall.Wiggins(2010) stateseach encounterisonlyasgoodas the last experience.Continualdevelopment of service skillsmustprogressforthe service deliveryto exceedexpectations. 7.5 Sustainability innovation Strongleadershipisvital whenan environmental orsustainable issueispresent. The UK has undertakenresearchandraised challengesintosustainabilitywithin organisationsandname the reasonforpoor sustainabilityinsectionsisdue tolittle correlationbetweenday—to-daymanagement and long-termstrategicintelligence.Itsstated that the world’sleadingvoluntarystandardin Environmental Management,ISO14001, has beenadoptedbymore than250,000 organisationsin155 countries,andisdue for revisionin2015. (Davles,2014) RICS (2001 cited inDavles2014) that headsof facilitiesare still buriedindaily operations.Theyneedtoengage not justinthembut inthe efficiencyof the environmenttoensure the businesscan prepare forfuture environmental issues.The FM couldinclude anenvironmentalremitto enhance efficiencyreductionsin:  Energyuse and efficiency  Water consumption,efficiency and management  Waste management  Chemical handlingandstorage  Disaster/ incident management/business continuity  Climate change risks – e.g. increasedfloodingrisk  Procurementandresource use minimisation  Environmental monitoringand reporting  Managementsystem certification(e.g.ISO14001)  Greenhouse gasreportingand carbon footprinting  Environmental legal compliance. (Davles,2014) (See appendices QforUniversityof Cambridge for benchmarking)
  • 56. 601272 Global Bank 02/02/2015 9 8. References Anon.,n.d.s.l.:s.n. Baldry,P.B. a. D., 2003. facilities managementtowardsbestpractice. 2 ed.Oxford:Wiley-Blackwell. BIFM, 2009. FMworld. [Online] Available at:http://www.fm-world.co.uk/news/fm-industry-news/bifm-awards-2014-innovation-in- technology-and-systems-integral/ [Accessed31 01 2015]. BIFM, 2009. The good practiceguideto FM procurement. [Online] Available at:https://blackboard.ljmu.ac.uk/bbcswebdav/pid-2710261-dt-content-rid- 8628713_2/courses/6114BEUG-201415-YR-AUG/6114BEUG-201213-YR- AUG_ImportedContent_20121109103853/BBTAEU08_ImportedContent_20121025034615/Procure ment%20best%20practice.pdf [Accessed15 01 2015]. Brooks,B. A.a. A.,2009. Total facilities management. 3ed.WestSussex:wiley-Blackwell. CRM, 2002. customermodels. [Online] Available at:www.customerrelationsmodel.com/online114 [Accessed28 01 2015]. CRM, 2002. Marketing teacher. [Online] Available at:http://www.marketingteacher.com/customer-relationship-management-crm/ [Accessed29 01 2015]. Davles,D.S. a. A.,2014. RICSStrategic Facilities, London:Royal Institutionof CharteredSurveyors (RICS). Eley,J.,2013. good practiceguideto spacemanagementE-edition. 1ed.hertfordshire:British Institute of FacilitiesManagement. Finch,P.B. a. E., 2014. facilities managementthedynamicsof excellence. 3 ed.sussex:JohnWiley and sonsltd. Heppelthwaite,R.,2010. The good practiceguideto procuring and running cleaning contracts. 1 ed. Hertfordshire:Redactive PublishingLimited. HSE, 2014. Health and saftey executive. [Online] Available at:http://www.hse.gov.uk/legislation/hswa.htm [Accessed30 01 2015]. international,B.,2015. FMlink. [Online] Available at: http://www.fmlink.com/article.cgi?type=How%20To&pub=BOMI%20International&id=40884&mode =source [Accessed31 01 2015]. ISS,2015. ISS. [Online] Available at:http://www.uk.issworld.com/en-GB/services/Facilitiesmanagement [Accessed30 01 2015].
  • 57. 601272 Global Bank 02/02/2015 10 Johnson,c., 2014. Johnson controls. [Online] Available at: http://www.johnsoncontrols.com/content/us/en/about/our_businesses/building_efficiency.html [Accessed31 01 2015]. justgenerators,2015. justgenerators. [Online] Available at:http://www.justgenerators.co.uk/hyundai-dhy9ksem-single-phase-diesel- generator.html#.VMutT01ybcs [Accessed30 01 2015]. Kortens,j.,2010. youtube. [Online] Available at:https://www.youtube.com/watch?v=SdgFm0g3C-Y [Accessed29 01 2015]. Little,D.H. a. B., 2001. Embedding collaboration through, London:COPEpublications. MITIE, 2015. MITIE.[Online] Available at:http://www.mitie.com/about-us/our-history [Accessed31 01 2015]. Neely,B.M. a. A.,2004. Managing and measuring forvalue:Thecase of call centre performance, Bedfordshire:Cranfieldschool of managementandfukitsu. NIBS,2015. WBDG. [Online] Available at:http://www.wbdg.org/om/cmms.php [Accessed31 01 2015]. Paton,G., 2007. thegood practice guideto procuring and running gaurding contracts. 1ed.London: Redactive PublishingLimited. RICS,2009. Building maintenance:strategy,planning and procurement, Coventry:the Royal Institutionof CharteredSurveyors(RICS). Stern,C.,2010. The good practiceguide to procuring and running catering contracts. 1ed. Hertfordshire:Redactive PublishingLimited. Wiggins,J.m.,2010. Facilities managersdeskreference. 1 ed.WestSussex:WileyBlackwell. Wikipedia,2015. Wikipedia. [Online] Available at:http://en.wikipedia.org/wiki/ISO_9000 [Accessed31 01 2015].
  • 58. 601272 Global Bank 02/02/2015 11 9. Appendix a. Sofa gamesroom http://www.directofficesupply.co.uk/linear-triple-reception-seat- p114848?utm_source=google&utm_medium=base&gclid=CJrFiNamucMCFWLLtAodbFoAGg Dinningcharis+ table http://www.esedirect.co.uk/p-3789-canteen-furniture- units.aspx?Source=Google&Medium=cpc&Campaign=Shopping&vatsetting=1&infinity=gaw~Shoppin g~QMP~66129275161~~&gclid=CKfezY-nucMCFebItAod2VIAtg B. Meetingtable http://www.wellworking.co.uk/store/meeting_tables/eona_meeting_table.html c. http://www.wellworking.co.uk/commercial- projects/case_studies/british_school_of_osteopathy.html D. http://www.wellworking.co.uk/commercial- projects/case_studies/cornerstone_on_demand.html E. http://www.wellworking.co.uk/commercial-projects/case_studies/molinare_phase_3.html F. http://www.wellworking.co.uk/commercial-projects/case_studies/white_young_green.html G. http://www.wellworking.co.uk/commercial-projects/case_studies/hg_capital.html H. http://www.wellworking.co.uk/commercial-projects/case_studies/netsumo.html I. http://www.wellworking.co.uk/commercial- projects/case_studies/cornerstone_on_demand.html J. The ISO 9000 familyof qualitymanagementsystems standardsisdesignedtohelporganizations ensure thattheymeetthe needsof customersandotherstakeholderswhile meetingstatutoryand regulatoryrequirementsrelatedtoaproduct.[1] ISO9000 dealswiththe fundamentalsof quality managementsystems,[2] includingthe eightmanagementprinciplesuponwhichthe familyof standardsisbased.[2][3] ISO9001 dealswiththe requirementsthatorganizationswishingtomeetthe standardmust fulfill.[4] Third-partycertificationbodiesprovide independentconfirmationthatorganizationsmeetthe requirementsof ISO9001. Overone millionorganizationsworldwide[5] are independentlycertified, makingISO9001 one of the most widelyusedmanagementtoolsinthe worldtoday.However,the ISOcertificationprocesshasbeencriticized[6][7] asbeingwasteful andnotbeingusefulforall organizations. (Wikipedia,2015)
  • 59. 601272 Global Bank 02/02/2015 12 K. CMMS – A modern CMMS meets these requirements and assists the facilities maintenance manager with work reception, planning,control,performance,evaluation,and reporting.Such a system will also maintain historical information for managementuse.The CMMS mustmeetthe needs,constraints,and opportunities ofthe business and be implemented in a way that users will welcome the technologyand have a vision for the benefits itbrings.Proper configuration,testing,and training cannot be over emphasized when bringing a new CMMS or upgrading an existing system to an organization. (NIBS,2015) Operatingfrom500 branch officesinmore than150 countries,we are a leadingproviderof equipment,controlsand servicesforheating,ventilating,air-conditioning,refrigerationandsecurity systems. We have beeninvolvedinmore than500 renewable energyprojectsincludingsolar,wind and geothermal technologies. Oursolutionshave reducedcarbondioxideemissions by15 million metrictonsand generatedsavingsof $7.5 billionsince 2000 (Johnson,2014) L. The Health and Safety at Work etc. Act 1974 (also referred to as HSWA, the HSW Act, the 1974 Act or HASAWA) is the primary piece of legislation covering occupational health and safety in Great Britain. The Health and Safety Executive, with local authorities (and other enforcing authorities) is responsible for enforcing the Act and a number of other Acts and Statutory Instruments relevant to the working environment. (HSE, 2014) M. An online database of revised UK primary legislation can be found at the UK Statute Law Database (SLD), www.statutelaw.gov.uk. The database is the official revised edition of UK primary legislation online. It contains primary legislation that was in force at 1 February 1991 and primary and secondary legislation that has been produced since that date. Note that there may be amendments that have not yet been applied (see the status statement at the top of each piece of legislation). UK legislation passed after 1988 is published in its original form by the Office of Public Sector Information at www.opsi.gov.uk ; UK legislation prior to 1988 may be purchased through the Stationery Office Limited on www.tso.co.uk (BIFM, 2009) Environment and sustainability The basis of sustainability in respect of property is ensuring the systems and processes involved in the THE STRATEGIC ROLE OF FACILITIES MANAGEMENT IN BUSINESS PERFORMANCE | 11 construction, repair and operation of buildings do not result in any environmental deterioration of natural world resources. In order to support an effective regime it is important to appoint a person with responsibility for day-to-day management of the organisation’s sustainable initiatives. The responsible person (and it may indeed be the facilities manager) supports the organisation’s ‘green strategy’ – this may involve facilities managers evaluating the cost/benefits of various initiatives, such as: + renewable energy sources (e.g. biomass, combined heat and power, wind turbines, solar panels, etc.) + recycling rain water + cutting emissions from buildings and company vehicles, etc. Sustainability includes waste management and recycling initiatives, including those or the safe disposal of waste electronic and electrical equipment. Any organisation can consider turning waste disposal into waste management, with the initial step being to understand the problem through a waste audit. This will identify the materials existing as waste within the organisation and provide data for subsequent comparison to monitor improvement. It is recommended that facilities managers consider implementing an environmental management system, such as ISO 14001, in their organisation. This will ensure that organisations consider and are aware of the environmental aspects that they have control over and those over which they can be expected to have an influence.
  • 60. 601272 Global Bank 02/02/2015 13 (BIFM,2009) Energy performance of building For the UK, the Energy Performance of Buildings (Certificates and Inspections) (England and Wales) Regulations 2007 reinforced the UK government’s intention to improve the carbon footprint of property. The Regulations, implementing the European Directive 2002/91 on the energy performance of buildings, were transposed into a requirement for the commercial sector to provide Energy Performance Certificates (EPCs) for property. The public sector was also covered by the Regulations and is required to produce Display Energy Certificates (DECs). (BIFM, 2009) N. MITE Our strategyisto deliversustainable,profitable growth,andissupportedbyafocuson six keyelements: 1. people 2. Clients 3. Operational excellence 4. Newmarketsand service 5. Risk 6. Responsibility MITIE stands for Management Incentive through Investment Equity and our ethos has always been to createopportunities for our people to succeed. This has helped us to build an environment where hard work and success are rewarded. The results are impressive. From a standing start, we now have revenues in excess of £2bn and we're one of only two FTSE 250 companies to have grown earnings per share for over 25 consecutive years, meaning impressive returns for shareholders too. (MITIE, 2015) O. ISS With over 45,000 staff across the UK,we can provide you with every combination of facility services. These include facilities management, cleaning, catering, security, support, front of house, technical support, space planning, procurement, and many more. Whether you operate in one location or nationwide, our network of regional offices will deliver consistently exceptional solutions across your premises portfolio. Creating your bespoke solutions our work begins by discussing your exact needs. Once we have gained a full insight into your organisation and requirements, we will create an individual proposal and present it to you. From the moment you select our solution, our teams will concentrate on enhancing your facilities, so you can focus on your responsibilities. Bringing you the benefits ofintegrated services Making ISS your Integrated Facilities Services provider will:
  • 61. 601272 Global Bank 02/02/2015 14  Deliver consistently high-quality results across your property portfolio  Reduce your costs through the efficiencies of using one provider  Enable you to transfer business risks by using a company that complies with all relevant security, quality, safety and environmental standards  Free your people to focus on their tasks (ISS,2015) P. http://www.johnsoncontrols.co.uk/content/gb/en.html Q. Aninstitutionthathasledfromthe frontoverthe past few years,inkeepingwithitsoverall ethos,isthe Universityof Cambridge,aleadingplayerinthe global educationmarketplace.In2007, the Universitymade the decisiontoimproveitsFMprovisionbyconsolidatingitsserviceswithinthe Estate ManagementDivision.Since2012, the Universityhasalsoinvestedheavilyinenvironmental sustainability,creatinganewEnvironmentandEnergySectionthatiscloselyalignedtothe Facilities Managementteam. From a carbon reductionperspective,the Universityhasafundof £2m a yearto implementcarbon and energyreductioninitiatives.The EnergyandCarbonReductionProjectparticularlyworkswith high-energyuse departmentstomake positiveandlong-termchangesacrosstheiroperationsand workingpractices,suchas improvingthe efficiencyof climate-conditionedareasinthe University Libraryand engagingthe entire departmentof Chemistryina‘Shutthe Sash’campaignto minimise the impact of their380 fume cupboards. The environmentandEnergySectionworkstoreduce the Universityof Cambridge’senvironmentalimpactacrossa range of areas.The CarbonManagement Planand the investmentthatgoesintothisprioritisesenergyandcarbonefficiencyandemissions reduction,andthe Universityhassetitself atargetof 34% emissionsreduction between2005 and 202010. The University’sTravel Planprovidesanumberof differentincentivesandwaysforstaff to commute,andaimsto supportthe Universityinhavingnomore than 25% of staff drivingassole occupantsto work11. Thisinitiative has come aboutpartlybyworkingwiththe FMdepartmentto increase car sharingdesignatedparking,andthe numberof electricvehicle chargingpoints. WhenCambridge realisedthatitcouldimprove the relevance of itsEnvironmental Policytothe widerUniversity,the decisionwasmade todevelopitsenvironmental credentialsandincrease the size andvisibilityof itsenvironmental managementteam –whichnow worksevenmore closelywith the facilitiesteam.Keyrecentinitiativesincludethe GreenImpactprogramme14,whichhasengaged 1,177 staff,over606 initiatives,the combinedresultsof whichhave savedthe University£36,067, in additionto230 tonnesof CO2. The EnvironmentandEnergySectionandFMteamare alsoworking to agreedUniversitytargetstoreduce emissionsby34% by 2020, andencourage car sharingso as to have no more than 25% of staff drivingassole occupantsto work.The FM teamis trulydriving sustainable change,andensuringenvironmentalmanagementremainsatthe topof the agenda. Finally,inthe spiritof innovationandleadingfromthe front,the Universityadvocatesajoined-up thinkingapproach,whichengagesall departmentsandstakeholderstohelpembedsustainability throughoutthe University (Davles,2014)
  • 62. 601272 Global Bank 02/02/2015 15 R. (Wiggins, 2010) S. Riskmanagementmodels The growth inriskmanagementasan industryhasseenmuchmodelling,bothgeneral andin relationtospecificscenarios. Some modelshave beendevelopedin-house,some are commerciallyavailable standards,andothers have beenintroduced throughthe regulatoryframework.Mosthave commonthemesbased aroundthe five subjectareas: ■ Identification ■ Analysisandassessment ■ Evaluation ■ Management– control, monitoringandreview ■ Reportingand Communication 1.00 Issue: 1 Certain to occur 0.95-0.99 High: > 0.95 < 1 Extremely sure to occur 0.85-0.95 High: > 0.85 <= 0.95 Almost sure to occur 0.75-0.85 High: > 0.75 <=0.85 Very likely to occur 0.65-0.75 High: > 0.65 <=0.75 Likely to occur
  • 63. 601272 Global Bank 02/02/2015 16 0.55-0.65 Medium: > 0.55 <=0.65 Somewhat greater than an even chance 0.45-0.55 Medium: > 0.45 <=0.55 An even chance to occur 0.35-0.45 Medium: > 0.35 <=0.45 Somewhat less than an even chance 0.25-0.35 Low: > 0.25 <=0.35 Not very likely to occur 0.15-0.25 Low: > 0.15 <=0.25 Not likely to occur 0.00-0.15 Low: > 0.00 <=0.15 Almost sure not to occur http://www.mitre.org/publications/systems-engineering-guide/acquisition-systems- engineering/risk-management/risk-impact-assessment-and-prioritization http://www.mitre.org/publications/systems-engineering-guide/acquisition-systems- engineering/risk-management/risk-impact-assessment-and-prioritization T. Work place questionnaires: When designing space, understanding the needs of occupants is paramount. The following questionnaire should be used when you wish to survey individuals about their work-space requirements. Most likely you will need to customize this document to meet the needs of your project.
  • 64. 601272 Global Bank 02/02/2015 17 (international,2015)
  • 65. 601272 Global Bank 02/02/2015 18 U. (justgenerators,2015) V. FACILITIES MANAGEMENT: ENVIRONMENTAL POLICY and ENERGY EFFICIENCY INITIATIVES POLICYSTATEMENT The Facilities Management Department recognises that all of its activities have an environmental dimension and accepts that it has a duty to carry out those activities in an environmentally responsible manner. The overall aim of the department is to act proactively in encouraging both staff and business partners to help us in improving our environmental performance.
  • 66. 601272 Global Bank 02/02/2015 19 ENGERGY CONSERVATION Horseferry Road Due to the 24 hour a day operation at HFR, there is always a high requirement for heat rejection and low requirement for heating. After considerable investigation, systems that combine heat and power and ice storage were excluded as impractical, although other less overt measures were undertaken (see below). The main energy conservation measures of note are the use of dry air chillers for free cooling when conditions are suitable, the use of re- circulating VAV boxes to condition the office spaces and sun shading to reduce heat gain. Other features in the Horseferry Road building include:  External sun screening and low “E” glass to reduce heat gain  Roller blinds to reduce heat gain  Reception and fire escape stairs heated but not air conditioned  Trend Building Management (BMS) system  CO2 monitoring to studio and cinema  Height efficiency light fittings with automatic timers  Modular boilers  Dry air coolers  Resin transformers All buildings  Natural daylight is promoted within all Channel 4 buildings by the use of glass fronts to offices and glass doors wherever practical  Dark colours for interior decorations are avoided as dark colours reduce light reflection and increase demand for lighting  Centrally controlling all lighting and heating/air-conditioning, thus avoiding unnecessary energy consumption out of hours (to be introduced in some buildings)  Ensuring that all waste removed from the central London offices is recycled  Encouraging the efficient use of gas, electricity and water at all properties  Maintaining air conditioning systems by appropriately qualified staff on a regular basis  Seeking to understand the environmental aspects of any products we purchase
  • 67. 601272 Global Bank 02/02/2015 20  Reviewing all fire extinguisher systems to ensure they do not contain ozone depleting substances and keeping demonstrations to a minimum REFURBISHMENTPROJECTS The Facilities Management Department reviews energy consumption throughout its operations and identifies targets for energy reduction. This involves the following:  Instructing the professional team involved in refurbishment projects to take appropriate measures to ensure that energy consumption is minimised  Including environmental performance as a factor when making purchasing/contract decisions All traces of asbestos have been removed from the buildings the Channel has acquired over the past few years. The removal of the asbestos was carried out by trained personnel and the waste disposed of by suitably qualified contractors. GENERAL OFFICEPRACTICIES Office products Where possible the FM department purchases chlorine free, recycled stationery and selects office materials that can be recycled (eg. Toner cartridges, old headed paper being converted into note pads). The FM team discourage the direct waste of office products by providing adequate storage space in practical locations, to ensure security, safety and protection of stocks. Building Maintenance Where possible the FM team and their contractors use water based paints and adhesives that do not contain toxic chemicals or other pollutants. Cleaning contractors are encouraged to used cleaning products that no not have ozone depleting substances as constituent. Waste Management All producers of waste are held legally responsible for its safe handling and disposal. The duty care requires us to:  Know how much waste the Channel generates and what it consists of
  • 68. 601272 Global Bank 02/02/2015 21  Ensure that waste is collected by a Registered Waste Carrier  Satisfy ourselves that our waste is dealt with properly and legally through the disposal chain  be aware that material collected for recycling is still classed as waste The contractor the Channel has chosen to handle its waste is fully licensed and all waste is disposed of at a licensed site. All of the waste removed from the Channel 4 offices is recycled. This includes paper, catering items (plastic cups, cans etc), printing supplies (toner cartridges, printer ribbons) and washroom supplies (paper towels etc). Water consumption The use of water is an integral part of services used by offices (drinking and sanitation). Using water efficiently can reduce energy costs through the efficient use of hot water and by avoiding pumping costs. In reviewing water consumption, attention is paid to the following: - Standing charge for the water supply - Standing charge for waste water - Charge for the volume of water used - Charge for the volume of water passed to sewer All buildings have been designed/refurbished to avoid the use of sprinklers through the installation of early warning detection. ENERGY EFFICIENCY Energy savings of 20%+ can be achieved by improved operation of the building and by investment in cost effective energy saving measures. Consequently regular energy audits are being carried out to review energy consumption of the buildings and to monitor the effectiveness of energy conservation measures. OTHER We operate an environmentally aware transport policy by encouraging employees to use public transport by providing interest free season ticket loans for all staff and by providing a company care allowance in lieu of company vehicles.