2. Executive Summary
This report has been provided for the refurbishment of Aldham Robarts into a call centre for
Global Banking (GB) and a proposed maintenance plan that complies with the organisations
strategies. Through SWOT analysis of the building, organisation and benchmarked call
centres an understanding of what work is required on the building and how to adapt for the
user requirements. Assessing the condition report and creating a new one gave a clear
outline of hard maintenance required which lead on to space management provisions to
ensure it can inhabit a call centre. Benchmarking against case studies, the needs of a call
centre became apparent for such things as; service providers, data rooms and improved IT
infrastructure. Floor plans and cost plans were created reflecting the previous findings.
Once the refurbishment had been planned, it was crucial for the soft services to be outlined
and whether they would be in-housed or outsourced for the 3 main non-core business
services a call centre requires; cleaning, catering and security. A Planned Preventative
Maintenance strategies has also been compiled for once the building is up and running, this
had to be carefully aligned with the cost plan and condition report. Finally, innovative idea
have been put forward to enhance the role of the facilities manager such as Computer
Aided Management. Transforming the library into a call centre doesn’t require a drastic
physical change of appearance but does require an upgrade of IT infrastructure and services.
Benchmarking and case studies of the following will be compared; BBC MediaCIty,
Cooperative Banking, Fujitsu, International Business Machines Corporation and Emrill.
3. Table of Contents
Executive Summary.................................................................................................................................1
1.0 Managing and Delivery of Individual Services ............................................................................4
2.0 Evaluation of Global Banking FM Strategy..................................................................................4
2.1 SWOT.............................................................................................................................................4
2.1.1 Core Business, GB ..................................................................................................................4
2.1.2 Aldham Robarts......................................................................................................................5
2.1.3 Call Centre – Benchmarked....................................................................................................6
2.1.4 Goals and Objectives..............................................................................................................7
2.2 Hard Maintenance ........................................................................................................................8
2.2.1 Condition Report....................................................................................................................8
2.2.2 Guideline for Refurbishment ...............................................................................................10
2.2.3 Space Management .............................................................................................................10
2.2.4 Space Audit ..........................................................................................................................11
2.2.5 Space Allocation...................................................................................................................11
2.2.6 Hot Desking..........................................................................................................................12
2.2.7 Infrastructure.......................................................................................................................13
2.2.8 Lifts.......................................................................................................................................13
2.2.9 CCTV.....................................................................................................................................13
2.2.10 Generators .........................................................................................................................13
2.2.11 Information Communication Technology..........................................................................14
2.2.12 Telephone System..............................................................................................................14
2.2.13 Service Provider .................................................................................................................14
2.2.14 Data Rooms/ Data Centres ................................................................................................15
2.2.15 Wireless Networks.............................................................................................................15
2.2.16 Furniture ............................................................................................................................15
2.2.17 Shift Patterns and Time Zones...........................................................................................16
2.2.18 Benchmarking ....................................................................................................................17
2.2.19 Floor Plan ...........................................................................................................................18
2.2.20 Cost Plan ............................................................................................................................19
2.2.21 Legislation ..........................................................................................................................25
2.3 Soft Maintenance........................................................................................................................26
2.3.1 Cleaning................................................................................................................................28
4. 2.3.2 Security ................................................................................................................................29
2.3.3 Catering................................................................................................................................30
3.0 Maintenance Strategies..................................................................................................................32
3.1 Statutory Compliances................................................................................................................34
3.2 Maintenance Programme...........................................................................................................35
4.0 Innovation of the Facilities Managers Role.....................................................................................36
4.1 Customer care and service..........................................................................................................36
4.2 Innovation...................................................................................................................................36
4.3 Hard and Soft Service Evaluation................................................................................................38
5.0 References ......................................................................................................................................40
6.0 Appendix .........................................................................................................................................42
5. 1.0 Managing and Delivery of Individual Services
The GB Facilities Management team have been assigned to assist the expansion of Global
Service Delivery (GSD) operations into the North of England. GB will operate its 24 hour 365
days call centre of its retail banking activities, serving the USA and UAE. Following the
acquisition of the premises in Liverpool of Aldham Robarts building, a three storey building
with a lower ground floor located off Maryland Street, the FM team have devised a proposal
for refurbishment, establish and operate a new call centre for GB in the United Kingdom. A
holistic evaluation of the premises and proposal shall follow. The complex will
accommodate 400 staff with a ‘hot desk’ system on an open plan layout. The call centre
shall be operating in accordance to USA and UAE time zones; USA is between 5 and 7 hours
behind the UK time and UAE is 4 hours ahead of UK time.
In order to understand the requirements of a call centre, benchmarking throughout this
proposal will help to understand the operating needs and demand on the organisation and
predominantly the call centre. Fujitzu is a great place to start, similarly its core business is
not a call centre yet it has established its call centre to be an integral part of its service
delivery chain. Research carried out by Fujitsu and Cranfield School of management
suggested call centres are the primary source of contact with its customers, therefore it is
critical for customer satisfaction and reputation (Marr & Neely, 2004). In addition, it is
proposed that the job of a call centre is quickly changing and are gradually integrating into
customer contact centres.
2.0 Evaluation of Global Banking FM Strategy
2.1 SWOT
An analysis of the strengths, weaknesses, opportunities and threats of the core business
(GB), the current building condition and benchmarking against other call centres to provide
three SWOT’s that can be cross examined to configure a FM strategy that aligns the
requirement of GB with the benchmark needs of a call centre whilst understanding the
buildings infrastructure.
2.1.1 Core Business, GB
Strengths Weaknesses
40 million customers
Four financial domains
7000 offices
Worlds financial institution
Delivers broad range of world class banking
Focus on customer propositions, innovative
and efficient distribution
Diverse portfolio of locations and products
Reliant on its customer, they can switch to
cheaper bank
Stakeholders may change their strategy
Oppositions may use their element of
success against them
Opportunities Threats
6. Connections to 70 countries
Connections all continents Deliver market
leading banking solutions
Global market with minimal barriers
Widening consumer base
Presence in dynamic product sector
Other local banks
Changes of the needs of consumers
Increase of microfinance
Strong regulatory environment
Global competition intense
Low fees
Negative publicity
2.1.2 Aldham Robarts
Strengths Weaknesses
Carpets
Double glazed windows
Stairs and lifts
Training rooms
Telecommunication
Painted plaster walls
Concrete paving footpath and vehicle
access
Open floor space
Location- city centre based
Location- city centre based
Aluminium doors- easy maintenance
Plastered masonry walls- easily decorated
Metal staircase – easy maintenance and
high durability
Windows covered under externals
Vinyl flooring
Bathroom
Electrical board
WC in fair condition – no shower facilities
Lighting- energy wastage
Not automated lighting- sustainability
issues
No current kitchen area
No current café area
Masonary paint to external render ( C
condition)
Combination of carpet, vinyl and painted
concrete floor- no continuity
Decoration- required every 3 years
Existing concrete paving slabs – C condition
No carpark
No site lighting
No garden area
Air conditioning- high energy usage as not
linked with heating system
External lighting- remedial work
Opportunities Threats
Outside seating area
Four floors space for:
- Café
- Prayer room
- Shop
Canopies - Laticced framed over main
entrance- refurb?
Concrete suspended floor- run telecom
underneath, flexibility
International markets
Area for; shops and café- profitability?
Government regulations – change of use
Financial loss
Telecommunication, IT infrastructure
- Age of wires
- Reinforce building
Parking restrictions
Security – share outside area
Increased cost of – running cost eg.
Electricity/water/heating- legislative risk
Suspended ceiing - C condition replace
Concrete paving access C condition
Fire appliances – B condition
7. Galvanised walkways to roof- access to roof
services
glazed partitions walls- easily removed
Lighting
Damaged roof- risk of leak,
Covering ( C condition
No info on drainage
Boiler end of economic life
Pumps- end of economic life
Heating system- D conditions – poor
outdated (see air con)
Electrical distribution and power – upgrade
prevent failure
Emergency lighting- serviceable b condition
Alarms (fire, refuge, disabled) serviceable
Pipe insulation
Lighting and surge protection –lightning
strike and power failure
2.1.3 Call Centre – Benchmarked
Strengths Weaknesses
Hot desk utilises space
Global Reputation
Specialist market expertise
Location
New telecommunication technology
Trained/ expertise staff
Well capitalise; no Government reliance
Complexity of operations
Low operating size
high operational costs
immobilization
Opportunities Threats
Developing market
International markets
Market vacancy due to ineffective
competitors
Access to resources
Financial resources
Staff having to space work space
Lack of Computers
Internet provider failure
New products competitors have
Economic environment
Operational capacity/ efficiency
Increasing cost of salary
Increase cost of running cost
Increase cost of electricity/water
Financial loss
Failure of telecommunications, IT
infrastructure; age of wires
Social changes
Political and regulatory environment
8. 2.1.4 Goals and Objectives
As an FM team, GB goals and objectives are a key priorities for determining an FM strategy
to ensure support and assistance to the company, staff and customers occurs. These goals
provide guidance as to the requirements and needs of GB. Aligning the FM strategy to
support GB values and mission of organisation help to contribute and increase the impact
FM can make to the company by engaging staff and supply chain to match common goals.
Inevitably, not compromising on values and cultural fit.
GB Goals and Objectives;
● To provide a reliable and responsive service for driving operational excellence
across GB by consolidating, simplifying and continuously improving processing
globally.
● To bring the physical building up to condition and address current maintenance
issues evident (refer to condition report);
● To provide a high functioning and safe workplace environment for its users,
including staff and contractors;
● To provide a modern building which is capable of meeting modern information
technology trends
● To optimise the sustainability and efficiency of the buildings capacity; and
● To ensure that risk is managed and minimised in terms of addressing the safety
and sustainability of the building and its users.
This provides the FM team with goals to consider;
● Delivering a valued consistent service and continuously improving
● Achieve cost savings
● Partnership approach with suppliers,
● High quality staff
● Meeting locally agreed standards
● Constantly benchmarking against other call centres and business
9. 2.2 Hard Maintenance
Refurbishment of the Aldham Robarts building into a call centre begins with auditing the
physical attributes already available and the people and business it desires to
accommodate for. It requires investigation of the call centre process and workflow methods
in order to adapt the allocated space to a supporting environment. Consideration shall be
given to the necessary changes needs to ensure future growth of the asset and business.
2.2.1 Condition Report
A condition report has been created for the current condition of Aldham Robarts in 2015 to
help establish what needs changing and what is currently working. The report will support
the Cost Plan and Planned Preventative Maintenance Plan. Below shows the total
elemental cost.
10.
11. 2.2.2 Guideline for Refurbishment
Changing the library into a call centre does require to an extent a certain amount of
refurbishment, it has a quality base but needs growth and expansion. The importance of
effective refurbishment is for the organisation to have a good strategy, products, assets and
an awareness of the individuals working within the building (BIFM , 2010), fortunately for
this project no staff will be present until the majority of the work is completed. Hot-desking
has been proposed, an open plan workstation would be best suited providing employees
with a sense of trust and familiarity amongst the work place, for business purposes it can
lead to innovation and advancement.
2.2.3 Space Management
Space planning is the key to effective communication, there are various options available;
open-plan, semi enclosed, cellular and ancillary and central support space for the
integration of IT (BIFM, 2010) Making the right choice in the layout of the call centre will
affect working groups and the dynamics. Up to 30% more occupancy can be achieved by
quality space planning (BIFM, 2010) proving space planning is critical for the business and
employees. Open-plan workstation environment with interconnecting desk components
allow versatile areas and encourage teams to work together which intern can increase
productivity. Flexible partitions, fittings and services within the design will allow the office to
be adapted and reinvented to keep staff and the business in line with the modern cultures
and technologies rapid advancement.
An organisation has to be fully conversant with its space organisation (Wiggins, 2014) in
order to fully utilise its premises. This is where the FM are usually responsible for the use
and management of their buildings and the impact of structure and services on space use.
Evidently, the FM must maintain full knowledge on relevant legislation and new
developments in space innovation. A knowledgeable FM must need to know:
FM Competency
Amount of space managed
Proportion of occupation and
empty space
Details and type of
ownership
Type of kind of space
Details of occupier
Details of activities in area
Utilisation of space over time
Cost of occupancy
Impact of space on overall
purpose of building.
12. The FM must balance the needs of the user with the amount of space available at the right
cost (Wiggins, 2014), meaning every opportunity must be maximised efficiently and
effectively. Traditionally, the hierarchy of workspace lay out relied on the status of an
employee, however more recently business allocate organisational structures depending on
type of work or the needs of the occupants. Space guidelines are defined as codes of
practice to help make decisions (Wiggins, 2014), strategies are often required to reflect the
organisational culture and corporate objectives.
Space Guidelines
Promotion of flexibility and understanding of constraints and opportunities
Definition of role of space in the achievement of the corporate objectives;
financial, social and environmental factors.
Appropriate corporate standard for space equipment and furniture based on
functionality in preference to standards based on status
Guidelines for ancillary space and common support space
System for monitoring user attitudes to space that feedback to space planning
Measures that monitor space use, service provisions and service delivery
Effective control mechanisms for space management and accountability.
Use of space planning tools AUTO CAD and CAFM
Regular utilisation surveys to monitor space.
International Business Machines Corporation (IBM) is a case study example of a business
who decided to consolidate its four premises to optimise operating efficiencies and benefit
from associated cost saving through hot-desking. (NAO, 2006). The space planning included;
reducing the number of single office rooms from 110 to 6, removing all 47 flexible shared
office and allocating over 60% of the open plan desks to flexible working at a ratio 1:3:4.
2.2.4 Space Audit
This allows a company to review the impact of the changing space requirements on the
organisational premises policies and recommended appropriate changes. By establishing
strategic requirements for space over the next 5 years and then proposing how any
defiance’s will be dealt with. The advantage of a space audit for an FM team is to provide
opportunities for reassessment, review the way work is organised and how the space is used
to perform activities. Also examine the suitability of existing building stock for the business
operations. (Wiggins, 2014).
2.2.5 Space Allocation
Ultimately space allocation is determined by the senior management; they should consider
(BIFM , 2013)
Is the space owned or unallocated at individual or department level
Should charges be made for occupied space
13. Are enclosed offices assigned to particular grades?
Will the ‘rights’ of senior staff be in prime locations, e.g. window be challenged.
User requirements are the key to understanding space allocation, and the success of any
environment. In most strategies it is important to clarify how the space will support the
moves from one situation to another, what change management will be needed and how to
monitor the feedback (BIFM , 2013). As well as hot-desking, allocated workstations for team
creates a ‘family’ atmosphere and prevents employees feeling isolated. Space ‘demand’ is
the amount of space needed, the type, quality and image, with regards to GB call centre
Space Demand
Functional need in context of cultural style
Current and desired work or learning style including opening houses, core day
periods etc.
Meeting or teaching individual or group work
Number of people – head cunt and contracts
Space allocations principles
Space standards to be used per workspace footprint
Storage requirement
IT current and likely future requirements
In relation to GB call centre, 200 staff designated to the USA and 200 staff designated to
UAE which are split over floor one and floor two to separate the client and customers. The
building comprises of 5,324sqm internal area, there will be 400 staff employed and 10m2
per person estimating 4000sqm needed for office space. However, due to the hot-desking
system a maximum of 280 desk at 2800sqm will be required across the 2 floors. In addition,
printing kiosks will be placed on the both floors in a central location. Training rooms,
meeting rooms, and management rooms will be split over ground, first and second floor. On
the first and second floor, the desks are to be separated into 2 zones of 70 desks but then
subdivided into specific business types. The call centre operates on a USA and UAE time
zone, therefore shift patterns will occur, it will be running 24/7 so accommodating to this is
essential in order to support the organisation and the employees. USA is between five and
eight hours behind the UK and the UAE is four hours in front of the UK therefore shift
patterns must support.
2.2.6 Hot Desking
As required by the company, hot desking is an essential feature, The BBC use a similar process where
there are no fixed seating arrangements rather ‘Five Live’ teams are placed together in boundaries
that are unidentified and elastic (RICS, 2014). Improvising this means more flexibility and fewer staff
in at one time supporting the shift patterns
14. 2.2.7 Infrastructure
Building Maintenance Systems (BMS) can assist FMs in understanding the capabilities,
restrictions and issues of the call centre (RICS, 2014), Emrill is an Integrated facilities
Management provider in the UAE that directly employs a full range of FMs tailored to
support individual business. One of the main challenge it faces is controlling all the facilities,
BMS is one of the technologies it uses in controlling and monitoring its buildings mechanical
and electrical equipment such as; ventilation, lighting, power etc. The call centre could
adapt such effective strategic management to make decisions that can affect sustainability
and long term operations.
2.2.8 Lifts
The building in question already has a lift access in the centre of the building, this minimises
horizontal travel distance to it. The lift is powered by hydraulics system. Since 2005
buildings that are more than three storey high have to provide a lift and for all building s
over one storey disabled access to them is necessary (Wiggins, 2014) See Planned
Preventative Maintenance for details of servicing (3.2)
2.2.9 CCTV
A part of the security, CCTV cameras are to be installed throughout the building for the
safety and protection of employees and visitors but also the large customer base who has
vital information stored within the building. Central monitors will be viewed from the
security office situated on the ground floor next to reception where man guards will
monitor. With partnerships to Intelligent Pedestrian Observation Technologies (IPSOTEK)
software is available to detect commonly occurring security and safety incidents, it can
simply alert the operator of an incident (Wiggins, 2014). See soft maintenance 2.3.2 for
details of man guard.
2.2.10 Generators
For emergency purposes, generators are used as back up electricity for a building. They are
generally equipped with diesel engines and can be adapted to a variety of requirements.
The diesel engine drives as an alternative power supply or a reliable device for when the
regular power supply is down (Wiggins, 2014). As the building is four floors with close to 300
computers and phones constantly being in use for high volume and important uses it is
essential the backup generators kick in instantly and can equate the same amount of power.
For the call centre, 4 Hyundai DHY14KSE 3-Phase diesel generator will be installed on the
lower floor within the building services location. The generator is 10,000 rated watts and 14
KVA with an electric start, it is a popular choice for business standby. The smooth output is
ideal for sensitive equipment including laptops. The cost of the generators is £5659.00 each.
15. 2.2.11 Information Communication Technology
IT has changed rapidly over the past 15 years therefore a FMs challenge is to keep up to
date with modern technologies. The organisation can either choose to lease or buy the
systems. It would be advised to lease all telecommunication systems and telephone systems
to reduce the risks and cost. Handsets will be the main source of telecommunications with
customers and colleagues (Wiggins, 2014). The call centre will buy the headsets and
computers, as noted in cost plan, however the large system services shall be leased.
Advantages of lease Disadvantages of lease
Costs are known in advance
No capital outlay
No allowance for depreciation as
only rented
Provides hedge against inflation
Difficult to dispose of IT system or
telephone system before end of
lease
System not owned
Funds must be found to pay
throughout the lease. (Wiggins,
2014)
2.2.12 Telephone System
Basic Telecommunication
Systems
Transmitter Takes information and converts it to signal for
transmission
Transmitter medium Signal is transmitted, the wiring within the
building
Receiver Receives and converts the signal back into
usable information
A proposed system is the Computer Telephony Integration (CTI) which is a smarter business
operation that provides instant client information including their phone number, company
records and clearly see the products or services they are interested in. In addition this will
increase customer relations and person ability with clients and customers. Benefits of this
service; creates a lasting impression, instant information of customer ready before speaking
and reducing time and cost, see 4.2 innovation (CTI, 2015).
2.2.13 Service Provider
Acquiring a company that can provide a telecommunication services that are reliable and
dependable in able to run a global company that deals 24 hours a days, 7 days a week
requires a reputable company. The tendering process (see soft maintenance 2.3) needs to
be rigorous. A case study of BT provides evidence for a dependable service provider.
16. Countrywide Farmers decided to move to a purpose-built HQ and contact centre, with the
help and support of BT they transformed their customer service with dynamic call handling
through Unified Communications and Contact Centre solutions aided by BT. They needed a
provider who could help deploy and manage their day to day operations and improve the
contact centre flexibility (BT, 2015) BT’s position as a leading provider of Unified
Communications and their reputation combined with expertise provided call routing
systems and capabilities such as call handling and voicemail announcements from a system
wide perception
BT shall be the single service provider of all telecommunication systems, servers and
internet due to its reliability and reputation. It will be able to handle the large influx of calls,
emails and telecommunication activity.
2.2.14 Data Rooms/ Data Centres
Data centres hold a range of information and communication technologies, the room will be
located in the basement. The business has great reliance on this to run the business
therefore the FM team are expected to support and facilitate this area to a high standard,
classes as a high priority The room requires raised floors, security devices, redundant power
supplies, cable trays, racking, redundant data connections, humidity, temperatures and air
quality control (Wiggins, 2014). The specific requirements of the FM team is to ensure the
facilities has the power it needs and temperature specifics will be greater than everywhere
else in the building. Data centres are under constant evaluation which is another FM priority
to keep up to date with their changes (Wiggins, 2014).
Data Centre Requirements
Adequate air conditioning; temperature and
humidity
Uninterrupted power supply
Faraday screening to protect data
Cleanliness of space
Remove any fire hazards
Fire protection systems
2.2.15 Wireless Networks
This alternative to cable and fibre optic network aims to remove the restriction and expense
of messy wires and cables (Wiggins, 2014). This advancement now enables employees to
work on the move, reach points unable by the cables, print from anywhere and constantly
be connected through mobile phones, laptops and tablets. As the call centre already has
wireless capability, it only requires an upgrade for the volume expected from a call centre.
2.2.16 Furniture
Fitting out the call centre with furniture requires specific detailing to ensure they all provide
enough desk area for each employee, have walkway space and are durable; with reference
17. to space management. The desks in the zones are equipped for 6 people per desk and are
impersonal so hot desking is easily adaptable. All chairs are going to be to a comfortable and
durable. The meeting rooms and training rooms will have large tables suitable for group
discussions with TVs and projectors. First and second floor will have one office each for the
highest staff members. See appendix for images linked. All desks will be equipped with 143
computers OptiPlex 902 desktops all with computer telephony integration and headsets
(see appendix). In addition 2 printers on each floors in a central location for easy access to
all employees.
A case study of Enable is the perfect example of a break room that would be suitable for the
call centre. Their new facilities creates a blend of 120 degree workstations and large
bespoke breakout area which are perfect to take breaks from the long 10 hour shift. The
Herman Miller Sense with a unique pug and play leg system integrates power and data
solution in to the meeting rooms. His curving sofa system was used to create social and
inviting areas to work in (Millier, 2015) (See appendix for images)
Another case study in accordance to the design and layout of the call centre is that at British
School of Osteopathy, Workwellings worked close with the school to create a project that
would create state of the are ICT suites for students and provide ergonomic chairs for
comfortable and supportive whilst looking cooling,. This idea could adapt positively toward
the employees and it creates an interest and fun place to work. (Miller, 2015) .(See
appendix for images)
2.2.17 Shift Patterns and Time Zones
USA UK UAE UK
8am – 6pm 1pm – 11 am 8am – 6pm 4am to 2 pm
Shift 1 Shift 2 Shift 3
USA
Department
1pm – 10pm 9pm-6am 5am-2pm
Staff 70 70 60
UAE
Department
4am- 1pm 12-pm 9pm 8pm – 5am
Staff 70 70 60
The shift patterns will be divided into three 9 hour shifts that will overlap by 1 hour to
ensure phone lines are consistently covered by a large group of employees. The over laps
will occur at prime times, 5pm and 6pm USA and UAE time zone to cover busy periods. The
work space will be divided into 4 zone over 2 floors that will be designated names of; USA
1/2 and UAE 1/2. These names can be adapted and modified to be more interested to add a
18. fun element to the work place. The workplace shall be on a hot-desking system; for
example, as shift 1 finishes in USA 1, shift 2 will be starting an hour previous in USA 2, then
shift 3 will be starting at USA 1 an hour before shift 1 finishes. As there is vacant space for 7
hours in between certain shift, this gives the business the opportunity to provide over time
or part time shifts of 6 hours in between. Shift 1 and 2 is the main time period therefore
they shall have 70 staff on each shift and the quieter shift 60 staff. This provides the busiest
hour with 140 staff.
2.2.18 Benchmarking
For continuous improvement benchmarking is essential, it can be used to develop from and
renew and rejuvenate exiting situations. Targets should be set at the start based on realistic
benchmarking, for long and short term success. Possible desired levels of achievement could
be; (BIFM , 2013)
Benchmarking
Positive user satisfaction based on surveys/help desks
Improve space efficiency leading to cost benefits
Business efficiency- recruitment, retention
Reduction in staff required for space management
Meeting budgets and timetables
In addition, internal benchmarking can be used to an opportunity to introduce change
within the organisation and work styles. An example of this would be collecting data from
employees concerned with; what they need, want and would like to change. This data could
be collected through interviews, questionnaires and review of trends.
The BBC’s FM team faced similar struggles with the move of from their iconic premises in
London to the North West which is now the 200 acre MediaCIty UK. The FM team
understood the need to stay align with the corporate strategy that had been powerful for
many years therefore there was a need for consistency and a quality service but also
ensured business ran as normal throughout the transactions. After team consultations and
enquiring with employees they found that the design scheme had to be strategic, the chose
colour schemes that denote different areas of work and floor to create a familiarity and
place of ease (RICS, 2014). Following this study, the call centre shall be divided into zones
for the two countries it’s supporting with colour division to enhance productivity.
19. 2.2.19 Floor Plan
Lower Ground Floor
● Communications and IT server rooms
● Building services
● Cleaning Storage
● Toilets
● Lifts
● Gym/Sauna/Shower room
Ground Floor
● Reception
● Toilets
● Security Guard Office
● Restaurant
● TV Room and Kiosk
● Communal Seating Areas
● Prayer room
● Hot and cold vending machines
● FM Help Desk
● Lockers
First Floor- USA Zone
USA zone 1
USA zone 2
Toilets
Lifts
Offices
Kiosk
Training and meeting rooms
First Floor- USA Zone
UAE zone 1
UAE zone 2
Toilets
Lifts
Offices
Kiosk
Training and meeting rooms
20. 2.2.20 Cost Plan
Lower Ground
The lower ground shall be restricted access for employees who have
either registered for the gym, sauna and shower access or employees
who are within the maintenance and communications team such as FM
staff and cleaners. Swipe card with grant them access.
The communication and data rooms will provide the hub of all IT
infrastructure and technical staff, it is located within the below ground to
be away from the actually workplace front but is a crucial spanner in the
call centre process and requires high standard of security and system. It
will hold main frame and data servers. Being below ground prevents all
the main wires being visible.
Electricity cables, gas pipes and water pipes and telecommunications
wires enter the building through the underground therefore access is
easiest to the basement but also for safety purposes it is out of access to
the public. For each building service there are guides set out that
recommend minimum energy efficiency standards for compliance with
building regulations. The generator is a 3 phase diesel and there shall be
4.
Reinforcement of the basement provide a strong base for the increase in
IT infrastructure, telecommunications, generators, water tanks etc. In
addition provides a ground for the gym and shower room facilities
available to the customer. These facilities provided innovative features
for customers especially as the shift as long hours it offers a place of
sanctuary or work out mid shift without leaving the facilities (Cotts,
Roper, & Payant, 2010). On reflection, encourages a healthy lifestyle
which in turn encourages a productive employee. (See appendix for
images)
21. A total cost for the basement which includes; basement
reinforcement, open plan circulation, cleaning/ancillary area, shower
room, toilets, building services generator and communication/ data
rooms is £1,151,849.31
23. Reception and security are situated at the front entrance of the building to welcome all
customers and employees but also to have full control over who enters and leaves the building.
All employees shall have identification cards and all visitors should sign in through reception and
security.
The kitchen and dining area shall be a restaurant outsourced from a company chose through the
tendering process, as noted in 2.1.3. This is located away from the office, close to the break room
and coffee room to keep all recreational activities separate. There shall also be a prayer room to
accommodate all religions, again away from the work activities to allow for sanctuary. Lockers
for all staff are located to the rear close to the security office to ensure no staff belonging are
taken onto the office floor but also are safely stored.
The furniture chosen for the coffee lounge is Herman Miller Design, it is a modern styles and
easily adaptable to its environment. For the restaurant, an Andina Peruvian styles theme
furniture, with wood table tops and small dark wood chairs.
The break room provides food and drink vending machines, TV, sofa, pool table all for the staff to
use within their breaks and dinner to enable them to relax and have fun with their colleagues.
It’s situated on the ground floor to retract any temptation to use it within work hours, also can
provide an area for after work activities and events to allow employees to get to know each
other. (See appendix for images)
A total cost for the ground floor which includes; restaurant, coffee lounge, prayer room,
reception, security room and security infrastructure, break room and lockers is £1,100,385
24.
25. The first and second floor shall be identical in every way apart from the colour codes, which will separate the USA and UAE. These are to be
separated to keep work teams and work information separated, to being USA zone 1 in one corner and can only be entered from the north stairs
and USA zone 2 shall be yellow and can only be entered from the south stairs to keep work shifts separated to save disruption. The same will
apply to the UAE zones however their colour zones will be blue and green. 140 desks and chairs will be on each floor, each desk supporting 6
employees. Each floor will have 2 industrial kiosk printers and one drinking machine located centrally for easy and fair access for all employees.
There will be an office room (80m2), training room (200m2) and a meeting room (120m2) near the north stairs walls.
The cost for the first and second floor £3,120,546
26. 2.2.21 Legislation
2.2.21.1Legislation Effecting FM activities
Certain responsibilities are required by Law as to; Health and Safety, asbestos and the
Disability Discrimination Act (2005). There should be a Health and Safety Plan in place
throughout the refurbishment and a Health and Safety file that will outline considerations
for the future when maintaining the building (BIFM , 2009) (See appendix for the health and
safety file requirements) Looking after the well-being of employees by providing safe work
environment with safe equipment will reduce the risk of loss of productivity, prosecution,
litigation and claims (Wiggins, 2014). Safety policies are a written requirement by the Health
and Safety Act ensuring employees and employers know their responsibilities. The Health
and safety (first aid) regulation 1981 are required by employees to ensure the correct
equipment, facilities and personnel for the first aid of all employees is available at all times.
Employers Responsibilities Employees Responsibilities
● Safe place, safe people, safe process
● Consultation, safety committees,
safety policy
● Free personal protective equipment
● No interference or misuse of safety
equipment
● Observe instructions and co-operate
with procedures
● Take reasonable care for self and
others by acts and omissions
(Wiggins, 2014)
2.2.21.2 Fire Safety and Legislation
FM team must be able to identify potential hazards that can cause harm in order to provide
prevention schemes and control risk. Risk assessments can be complex techniques or simple
subjective judgement to predict potential fatalities but all can ensure the safety of employers.
Main Legislation
BS 5839: Fire Detection and Alarm System
BS7273: Part 1:2000 Code of practice for the Operation of Fire Protection Measures
BS EN 54 Fire Detection and Fire Alarm (Wiggins, 2014)
Providing the call centre with self-closing doors that are fire resistant in areas that can
create fire compartments with help to protect employees and expensive equipment which
store important information. The doors can give 1 or 2 hours of structural integrity (Wiggins,
2014) as long as they conform to BS 476-3:2004 for the whole door. In addition, fire, smoke
and heat detectors used in fire alarm systems provide awareness of dangers and hazards,
theses could be linear heat detection or point detection. Common terminology can help
means of escape and aid potential victims.
27. Common Means of Escape Terminology
Access room
Accommodation stairways
Circulation space
Escape lighting
Escape route
Evacuation lift
Final exit
Firefighting shaft
Firefighting stair
Pressurisation
Means of escape
Protected entrance hall/ landing
Protected stairway
Single direction of travel
2.3 Soft Maintenance
Soft FM services for a call centre provide maintenance for the company by the use of people
such as; cleaning, janitor services, security, environmental service, reception service, filing
system management, stationary supply service, post distribution, help desk service, non-
mechanical, landscaping, and procurement. Services of this nature, can be in-house or
outsourced. In-house is the option of directly employing staff and is closely aligned with the
core business (Wiggins, 2014) whereas outsourcing is the purchasing and supply
management professionals who have specialist knowledge (CIPS , 2010). Whether in-house
or outsourcing service levels must be agreed, this will enable the FM team and contractor to
negotiate what is to be expected to avoid disappointment from unrealistic expectations
(Wiggins, 2014). This provides a reference in cause of disputes.
These services can be obtained through single service suppliers, managing agents (MA),
managing contractor (MC) and total FM provider often integrated into the facilities
management (BIFM , 2009).
Single Service
Suppliers
Managing Agent
(MA)
Managing
Contractor (MC)
Total FM Provider
(TFM)
Market expertise
Niche market
In-house capacity
Satisfy specific
needs
Risk reduction
Forms contractual
relationships
directly between
client and individual
service
Management
company monitors
performance,
One contract exists
between the client
and organisation
and the facilities
supplier
Subcontractors to
the MC will be
contracted
TFM supplies
everything at fixed
price that supports
all services through
direct employment
of staff
Seeks tenders for
primary contracts
28. Greater operational
control
delivery and
relationship
Acquires external
presentative
Selected on
competitive
tendering
No contractual
relationship with
client organisation
Reduction in
administration
Less value for
money
The quality of the services that are going to be provided are difficult to evaluate before its
delivered, therefore it is essential to have a structure in place that ensures the management
and control of this risk is secure, a procurement strategy provides an effective structure that
enables such a system. An example of the procurement cycle is below (BIFM , 2009)
A procurement strategy
provides different stages
including; pre-qualification,
tendering, tender evaluation,
supplier’s presentation, post-
tender negotiations, tender
evaluation report, declining and
debriefing. An example of a
procurement activity can be
found in the appendix.
Benchmarking current services can contribute to continual improvement in contracts and
service (CIPS , 2010).With regards to outsourcing, tendering is a process to follow in order to
get the best service available. It involves services competing for the contract through
negotiation. An effective way of tendering is to have a prequalified list of service providers
and they should satisfy each criterion for, this gives a degree of confirmation of the
standards that will follow. An exit strategy must also be devised in the case of failure to
perform.
In-house Outsourcing
● Customer/staff based focus
● Extra administration/recruitment
● Lack of innovation/innovation
● Builds close relations and trust
● Hard to determine true cost of
service
● Allows business to concentrate on
core business, supports
organisation
● Transfers risk to contractor
● Acquiring expertise into the
business
(BIFM , 2009)
29. ● Large individual employment ● Reduces cost/time of hiring
● Well trained workforce
● Higher quality of service/ increased
value for money
The Co-operative Group is an example of a company whose FM operations plays a vital role
in the strengthening of the core business. The group is the fifth biggest food retailer in the
UK but has faced several struggles of recent, however the FM team have helped to
strengthen its brand value and received the awards in 2010 and 2011. A key area that has
supported these achievements is their decisions of outsourcing or keeping service in-house.
The Co-op have recently moved towards outsourcing their operations as their trying to
achieve a greater long term plan. They previously refused to outsource due to its self-
sustaining roots however change is in order as the world is changing. Precautions had to be
in place to ensure the problems aren’t shifted but resolved by maintaining control of
contracts and building the supply management function with the team with frameworks,
‘You have to get your infrastructure right first and then you can reduce the risk’ (RICS,
2014)They have recently applied agreed outputs to their cleaning contracts and customer
satisfaction based on customer and supplier audits. For example, a seasonal store that
needs more work in summer acquires staff that can have fixed fee or fixed term contracts so
that they have the ability flexible cleaning hours so they can bank and exceed their hours
ensuring staff have a standard wage coming through.
In addition, they have a strong policy in terms of who they do business with so their tender
process is rigorous due to their values and principles but this makes the Co-op a desired
company to work with. Suppliers must have operate in the local area as they seek to
support organisations involved in the Social Enterprise and seek to ensure fairness and
consistency with the Charted Institute of Purchasing and Supporting Code of Business Ethics.
An example provided demonstrates how the recent ‘horse meat’ incident only impacted on
the brand reputation and not the supplier’s therefore careful consideration of who is
contracted is crucial.
In terms of benchmarking, this case study provides evidence to support correct contract
selection due to the company’s brand reputation but also the flexibility of contracts
available for employees to suit the location and requirements of the company.
2.3.1 Cleaning
The cleanliness of the call centre can signal an efficient and innovative company. A clean
workplace will directly and indirectly impact on the productivity and well-being of
employees (Wiggins, 2014). The Health and Safety at Work Act requires it is the duty of all
work place environments to provide safe place of work and not expose employees to
anything that may be detrimental to their health and safety. Cleaning is often outsourced
due to as it is not a core objective of the business but plays a huge part in ensuring the
company has a clean environment to productively work. This service will operates out-of-
30. office hours as to not disturb the day to day running. The five components of a cleaning
service; general, waste disposal, janitorial, windows, deep cleaning (Wiggins, 2014).
In-house Outsourcing
● Direct control
● Reduced security risk
● Flexible
● Specialist cleaning knowledge
● Reliable back up employees
● Access to specialist equipment
● Transfer of risk
● Industrial benchmarking
● Efficiency leading to cost reduction
● Known budget/cost
● Contractor responsible for;
employing, training, paying and
dismissing
● Innovative
Output and input specifications are required to describe tasks and frequency to
staff/contractors employed. The tender process for cleaning should provide; specification
for routine cleaning, specification for periodic task and specification for supplementary tasks
such as personal hygiene services and waste management (BIFM, 2010).
Outsourcing of the cleaning with a single service provider will ensure this high priority
requirement is specialised and can free up the in-house FMs so they can focus more on long
term planning and strategic challenges (RICS, 2014).
2.3.2 Security
Increase in criminality and terrorism imposes an increased risk of security everywhere,
especially a globally known company that has access to confidential and private banking
information. Procurement and security management is crucial for the success and existence
of a building and company of this status. A professional and reliable security service can
provide staff and customer with an efficiently secure work place (BIFM, 2010). Security is
about ‘preventing adverse consequences from the intentional and unwanted actions of
others’ (Wiggins, 2014). Defining the requirements of the security is crucial for an
appropriate and efficient service but also a risk and threat assessment of the environment
and buildings.
31. Main Duties
● Controlling access
● Patrolling
● Control centre
monitoring
● Manning Reception
● Policing goods
in/out
● Escorting visitors.
A policy and Strategy document is to be provided to a contractor. The Private Security
Industry Act 2001 (GOV.UK, 2015) provides a government body licence for companies within
the security sector, these controls provide standardisation for security companies’ and
safety for clients. The tender process for acquiring either in-house or outsourcing is differ
due to public procurement regulations. A recommendation of inviting 3-5 companies to
tender. Once a contract is agreed, monthly meeting to monitor service level agreements
(SLA) and key performance indicators (KPI) to evaluate the success of the contractor.
In-house Outsourcing
● Lower staff turnover
● More identification with business
they protect
● Do not require SIA
(Wiggins, 2014)
● Regulated by law, Security Industry
Authority (GOV.UK, 2015)
● Standardised professionals
The call centre shall acquire several manned guards through and outsourced company to
ensure all training and qualifications are accurate, however the manned guard shall be
personally selected from the agency to ensure a trust and quality relationship is established
between the guards and corporation. The physical security of this is hard maintenance, the
man guard will also monitor all the computers within the security office. See 2.2.9 CCTV.
2.3.3 Catering
Within a business catering is not a requirement, however can be seen by employees as an
advantage with regards to recruiting and retaining staff. It is often seen as more important
than the cleanliness of the work place therefore should be at the forefront of GB thought
when choosing the catering type and quality. Catering contracts vary immensely but
contracts must be chosen based on value for money rather than the lowest price as to avoid
poorly run and low quality run catering. The working patterns and premises determine the
best suited service. (BIFM, 2010)
Manned Guard Requirements
● Approved Contractor
Scheme accreditation
● Trade association
membership
● Details of training process
● Details of staff turnover
● Health and Safety quality
qualifications.
32. Types of Catering Service
Full- staff restaurant produce all the food on-site but qualified team who are employed
by the contractors. This self service operations requires a fully equipped kitchen within
the client’s premises.
Vendors are predominantly cold food and drinks machines placed throughout the
buildings, where staff can purchase at any time of day. The machines can be a large
investment on behave of the business but require minimal maintenance.
Cafe bars provides a limited amount of snacks, hot/cold sandwiches/drinks and jacket
potatoes. These can be an in house brand or a leading high-street brand such as Cafe
Nero.
Coffee Bars offer a selection of hot drinks and ready-made sandwiches in a ‘Grab&Go’
style, perfect for staff who need food quickly.
Global banking must work close with caterers to ensure healthy and dietary specific
requirement are provided such as; vegetarian, cultural and religious. As the new call centre
is in situated in Liverpool City Centre, providing every option will cover the wide range of
cultures who may be employed. According to the BIFM, call centres with working shift
patterns may have a staff restaurant or Café bar open throughout the day but also provide
vending machines for staff coving evenings and weekend. However it also recommends for a
distribution centre that operates 24/7, a full staff restaurant that operates throughout the
day and night to cater for all staff (BIFM, 2010). As GB call centre is providing a service for
clients in USA and UAE, the shift patterns are to be in line with these countries, therefore
the food availability should be aligned with this.
Catering contracts are detrimental to how a company can profit from the catering company
used, typically contractors can receive management fees or retained suppliers’ fees.
Contracts must be transparent and benchmarked to other organisations.
The ‘Cost-Plus’
Contract
● Client pays all operation costs to the contractor
e.g. Food and labour
● Client also pays management fees to
contractor.
● Client takes risk but has more control over
service levels and menu tariff.
The ‘Hybrid’
Contract
● Same as ‘Cost-Plus’, however a percentage of
the management fee can be dependent on
financial elements and qualitative elements.
The ‘Fixed-
Price’ Contract
● Terms are agreed between both parties
● Client pays equal monthly instalments to
contractor.
33. ● Contractor has sole responsibility for service
e.g. menu tariff, service level
● All profit is retained by contractor
● Element of risk with contractor.
Tendering is a recommended process to sourcing a catering service, it allows clients to
gather as much information as possible with regard to their investment and understand
which contractor provides the best service. Completing the tender document with specific
needs, clients can invite contractors to tender and hopefully find a suitable service. When
tendering, clients must; seek all competitive tenders, be aware of the stakeholder
requirements and visit contractors existing sites. Choosing contractors should be on basis of
value for money rather than lowest cost tender.
The desired contract for catering service is a restaurant and coffee lounge, these will be on a
fixed price contract however detailed discussions and control over food will still be with the
FM team.
3.0 Maintenance Strategies
Following the established maintenance policy for the building and acquiring what
maintenance and repair work needs to be done and when they shall be done, a
maintenance strategy has to be created for the long time plan of the building. The strategy
will help retain the value of the property and enable full use of the building at all times.
(Wiggins, 2014). The building services can be monitored to assist their efficient use
therefore standard and presentation of the property can be maintained. The requirements
of Global Bank must be clearly defined in order to understand the management policy.
Maintenance classification comes under two heading; Planned Preventative Maintenance,
Reactive (Unplanned) Maintenance and Condition Based Maintenance. The call centre shall
have 60% preventative and 40% reactive, there is generally a relationship between both
costs. Initially, identifying the maintenance needs is required through;
Corporate Plan
Organisational
Needs
Maintenance
Plan
Maintenance
Plan
34. (RICS, 2009)
Planned Preventative
Maintenance
This regime is designed to limit breakdown of operations and
optimise efficiency throughout the building life cycle. They are
developed from employee requirements and manufacturers that
have specific warranties. Through organisation and control,
preventative e.g. boilers and showers can be maintained or
through corrective e.g. replacing faulty fire alarms can prevent a
hazards and endangering employees. Monitoring minor faults
allows them to be renewed or fixed prior a major problem. The
PPM can be used as long term maintenance guide. (Wiggins,
2014).
Unplanned or Reactive
Maintenance
This ensures and accidents or emergency maintenance is taken
care of with minimal disruption, it includes unforeseen problems
such as early component failure and need to be address as a
matter of urgency.
Condition- Based
Maintenance
This is a pro-active, preventative and predictive maintenance and
is initiated from the building condition. The building is to be
regularly monitored for disruptions such as; vibrations, oil and
wear and tear and this is where the maintenance plan
information is collected from, eg condition monitoring.
Regular condition surveys of the building stock;
Pre-acquisition surveys prior to any building purchase;
The existing planned maintenance programme (or profile);
Faults and repairs notified by the building users;
Feedback from works of servicing, repairs and improvements in progress;
Relevant legal requirements either from statute law or from lease and rent
and repair covenants and any changes/updating of legislation;
Existing building and service records; and
Older buildings, which may be affected by legislation that came into effect
after they were constructed. Legislation necessitates asbestos surveys and
management plans, DDA assessment and fire risk assessment amongst
other requirements.
35. 3.1 Statutory Compliances
In order for the FM to fully adhere to the task of running the non-core business needs, it is
necessary to understand, utilise and apply the statutory compliances and relevant codes of
practice (RICS, 2009). Legal and regulatory framework covers property law, health and
safety law environmental law and any laws concerning staff and contract workers. Codes of
practice covers two sections; environment sustainability and health and safety laws. All
detailed maintenance procedures must adhere to the following government regulations and
procedures. Compliance ensures protection for the value of the property, maximum
utilisation of space and ensures a safe environment for employees and visitors.
Environment Sustainability Health and Safety Laws
Ensures construction or repairs to a
building have no detrimental effect
to the natural world
Day to day management is required
with sustainable initiatives
surrounding; renewable energy
sources, recycling, reduction in
emissions.
Correct waste management
Suggested implementation of an
environmental management system
such as ISO 14001 (RICS, 2009)
Local regulations apply;
Health and Safety at Work Act 1974
(GOV.UK, 2015)
An analysis of Condition Report (CR) (see 2.2.1) and the Cost Plan (see 2.2.?) helps to
support the development of the PPM.
Legislation
Health and
Safety Laws
Codes of
Practice
Advisory
Literature
37. 4.0 Innovation of the Facilities Managers Role
Creating a work place that is safe and inspiring is partly the responsibility of the FM team,
satisfying the needs of the staff, organisation and customers is their highest priority. The
customers fall into two categories; corporate needs which have priorities around costs and
branding also department and individual needs which can be conflicts and focused on
getting the best support from the FM team. Effective process enable the FM team to deliver
the service, this is supported by other teams who can share the responsibilities. Customer
care is concerned with when a service s received and when the service is delivered, it is this
that will be addressed with regards to proposing how the role of FM can be enhanced,
recognised and appreciated within a call centre. (BIFM, 2010)
4.1 Customer care and service
Customer care across the whole building can improve the service across the whole
organisation and occupants of the building. By looking after your customers’ needs wants
and expectations the FM can create employee satisfaction and inevitably customer loyalty.
Excellent customer service concedes of;
Excellent Customer Care
Highly developed communication skills (Listening, presenting, giving feedback)
Approachability
Accountability
Build excellent relationships
Asking for opinions and ideas
Deal responsibly and effectively with complaints
Add value to experiences
4.2 Innovation
Optimising the role of the FM can be created in several ways; process innovation, customer
innovation, sustainability innovation and technological innovation. All these process will
make the employee aware of the FM and the role they’re playing supporting the
organisation.
Process Innovation Using analysis tools can help to identify and gauge employee
satisfaction, some tools are; customer surveys,
questionnaires, focus groups. (Wiggins, 2014)
Customer Innovation The FM help desk is a great customer relation tool to keep the
employee at a personal level with the employee to answer
questions and solve problems. With reference to the floor
plans, 2.2.19, a help desk has been placed on the ground floor
38. close to reception to offer a physical place of inquiry as an
alternative to emails and phone calls.
The help desk computer system can provide accurate, current
feedback for what’s not working within the business (Wiggins,
2014). It is also essential for the help desk staff to shadow
different roles within the business to understand the
employee’s they’re trying to help. (BIFM, 2010)
Sustainability Innovation FM can make a big difference with regards to sustainability,
with repercussions that can result in real cost savings but also
innovate the business as sustainability is rapidly becoming
regulated across the world. FMs can encompass the following
key sustainability enhancements within the business;
Water consumption
Efficient waste management
Minimisation of procurement and resource use
Environmental monitoring and reporting
Environmental legal compliance
(RICS, 2014)
Technological Innovation Computer-Aided Facilities Management (RICS, 2014) can assist
FM is controlling the buildings mechanical and electrical
equipment such as ventilation, power, fire systems. They
create alarms/alerts when controls are not operating
sufficiently, it still required operators to monitors interpreting
the data.
In addition, remote monitoring systems such as Building
Management Systems can allow create savings through
condition based maintenance.
Emrill is one of the Integrated Facilities Management
providers in UAE who provide this service and believe the
opportunities innovate technology.
The University of East Anglia’s FM team support a holistic view however question how it
actually effect day to day running of a business (RICS, 2014). The support innovative ideas
and change however see FM in a different contexts, their success is dependent on how well
the building is being run. If the minor mistakes fail to be rectified such as leaky taps and
faulty lifts, then optimising this role further will struggle. Therefore completing basic
39. competencies and the big strategic issues will follow. In addition, they engage student in the
strategies and ongoing process them understand their perception.
4.3 Hard and Soft Service Evaluation
For the ‘soft’ services, a Post-Occupancy Evaluation (POE) provides a feedback process the
performance of the building, it will;
What POE does?
Highlight immediate
problems to be addressed
Identify communication
gaps
Improve design and
procurement for future
Act as benchmarking
Hard Maintenance Evaluation Analysis of expenses and costs
Damage and faults occurred
Complaints
Analysis of PPM
Any cost reductions
Complaint Management Employee’s complete forms can be tedious and
often take a long time to be processed.
Emails are instant to the help desk however
require an employee to act on it
Phones can provide instant answers through
conversation if the receiver knows the
knowledge but can always be transferred
Evaluation Methods
Occupant/employee
consultation
Monitor environmental
conditions
Assess design quality and
building performance
Sustainability and utility
audits
40.
41. 5.0 References
BIFM . (2009). The Good Practice Guide to FM Procurement . Hertfordshire: Redactive Publishing
Limited .
BIFM . (2010). The Good Practice Guide to Refurbishing Office Interiors . London: Redactive
Publishing Limited .
BIFM . (2013). Space Planning and Management. Hertfordshire: BIFM.
BIFM. (2010). Customer Care. London: Redactive Publishing Limited.
BIFM. (2010). Procuring and Running Guarding Contracts . London: Redactive Publishing Limited.
BIFM. (2010). The Good Practice Guide to Procuring and Running Catering Contract . London :
Redactive Publishing Limited .
BT. (2015, Febraury 01). Call Centre Case Study: Countrywise . Retrieved from InsightBT:
http://www.insight.bt.com/en/case-studies/countrywide
Caffe Society . (2015, January 06). https://www.caffesociety.co.uk/expobar-monroc-coffee-machine.
Retrieved from Caffe Society : 01
CIPS . (2010). Benchmarking. UK: Eurocode Working Group .
Cotts. (n.d.).
Cotts, D. G., Roper, K. O., & Payant, R. P. (2010). The Faciltiy Management Handbook Third Edition .
New York: Amacom.
CTI. (2015, January 30). Computer Telephony Integration . Retrieved from Pioneer Business Systems :
https://www.pioneercomms.co.uk/business-phone-systems/computer-telephony-
integration/
Dell. (2015, january 28). New OptiPlex 9020. Retrieved from Dell.com:
http://www.dell.com/uk/business/p/optiplex-9020-desktop/pd
Eames. (2015, January 28). Vitra Eames EA117 Chairs . Retrieved from Wellworking:
http://www.wellworking.co.uk/store/chairs/vitra_eames_ea117_chair.html
Elite. (2015, January 28). Elite Linnea Desk. Retrieved from Wellworking:
http://www.wellworking.co.uk/store/desks/elite_linnea_desk.html
Eona . (2015, January 28). Eona Meeting Table. Retrieved from Wellworking:
http://www.wellworking.co.uk/store/meeting_tables/eona_meeting_table.html
FItness Sort. (2015, January 027). Fitness Sport . Retrieved from Fitness Sport: http://www.fitness-
sports.co.uk/
42. GOV.UK. (2015, January 31). Health and Safety at Work Act 1974. Retrieved from Goverment
legislation: http://www.legislation.gov.uk/ukpga/1974/37/contents
GOV.UK. (2015, January 18). Private Security Industry Act 2001. Retrieved from Legislation.gov.uk:
http://www.legislation.gov.uk/ukpga/2001/12/contents
HP Laser. (2015, January 28). Printerland . Retrieved from Printerland :
http://www.printerland.co.uk/HP-LaserJet-M9040mfp-
P8785.aspx?source=AddwordsCC394A&gclid=CLXV6Y27t8MCFQgcwwodfVAAEQ
Icarus. (2015, January 28). Icarus Bench Desk . Retrieved from Call Centre Furniture:
http://www.callcentrefurniture.com/product-economy-bench-desks.html
Justgenerators. (2015, Janauary 30). Hyundai DHY14KSE 3-phase diesel generator . Retrieved from
Justgenerator.co.uk: http://www.justgenerators.co.uk/hyundai-dhy14kse-3-phase-diesel-
generator.html#.VMuuhU1ybcs
Marr, B., & Neely, A. (2004). Managing and Measuring for value: The case of call centre
performance. Bedfordshire: Cranfield School of Management adn Fujitsu.
Miller, H. (2015, January 27). Commercial Projects. Retrieved from Wellworking:
http://www.wellworking.co.uk/commercial-
projects/case_studies/british_school_of_osteopathy.html
Millier, H. (2015, 27 01). Commercial Projects, Casestudies. Retrieved from Wellworking.
NAO. (2006). Getting the best from public sector office accomodation: Case studies. London:
Heronsgate.
Plantronics. (2015, January 28). Plantronics Voyager Legend Head Set . Retrieved from Plantronics:
http://www.plantronics.com/uk/product/voyager-legend-uc
RICS. (2009). Building maintenance; strategy, planning and procurment. Coventry : RICS.
RICS. (2009). The Strategic Role of Facilties Manager in Business Performance. Coventry: RICS.
RICS. (2014). RICS Strategic Facilities Management . London: RICS .
Vitra . (2015, Janauary 28). Vitra AC 4 Chair. Retrieved from Wellworking:
http://www.wellworking.co.uk/store/chairs/vitra_ac_chair.html
Wiggins, J. (2014). Facilties Managers Desk Reference . West Susses: John Wiley & Sons Ltd.
Wimpey, T. (2015, January 28). Taylor Wimpey. Retrieved from Wellworking:
http://www.wellworking.co.uk/commercial-projects/case_studies/taylor_wimpey.html
