Delivery Strategic Facilities Management Seminar at Manchester Central on 21 January 2015.

1. “Strategic FM”
Mark Whittaker
BIFM North

2. 2 | 2015 KLE1 – Strategic FM
Welcome & Thanks

3. 3 | 2015 KLE1 – Strategic FM
Twitter
Today’s event: #bifmkle
@mcr_central
@bifm_north
@Leesman_Index
@TheXenonGroup
@itv
@Whitbags

4. 4 | 2015 KLE1 – Strategic FM
Why Strategic FM?

5. 5 | 2015 KLE1 – Strategic FM
Why Strategic FM?

6. 6 | 2015 KLE1 – Strategic FM
The BIFM North Summer Ball
> Thursday 9th July: BIFM North Ball, Hilton
Deansgate

7. Today’s Event

8. 8 | 2015 KLE1 – Strategic FM
Introduction to today’s speakers

10. Russ Forshaw – FM Director

13. Manchester Central
Iconic former rail station (1880 – 1969)
Grade II* Listed
Various re-developments to date
Over 23,000 sqm of flexible events space, for 40 to
over 10,000 delegates

14. Manchester Central in 3 minutes

15. In the heart of the city

22. Facilities Management at Manchester Central

23. Our Journey
Inadequate planned maintenance or asset
replacement
Infrastructure, structure and fabric ‘issues’
Recruitment ‘challenges’
Spiralling consumption
Supply chain development
Ongoing departmental growth

24. Our Achievements - Team

25. Our Achievements - Projects

26. Our Achievements - Projects

27. Our Achievements - Sustainability

28. What’s Next?
Team development – use the resources that are
available, BIFM, You!
Venue knowledge, safeguard & share
‘Health & Safety Culture’, CDM introduction April 2015
Cohesion between FM disciplines
Venue re-development, lifecycle and future proofing
ISO: 9001 & 14001
…….. Strategic Facilities Management

30. “Without data, you are nothing more
than a person with an opinion…”
William Deming, American engineer, statistician, professor, author, lecturer.

31. Tim Oldman
CEO & Co-founder

32. We do one thing, one way:
Measure how workplaces
support those who use them

34. Activities
Features
Facilities

36. Lmi

37. Lmi
The standardised measure of
how well workplaces work

38. 0
100
Poorly supporting
Highly supporting
Lmi 32.9
Lmi 84.6
Lmi

39. 17
Languages
leesmanindex.com

40. 46
Countries

41. 690
Corporate
workplaces

42. 63%
Average
response rate

43. 76,000
Individual
employee
responses
The largest contemporary collection of workplace performance data

44. 4%
Rest of the world
12%
Rest of Europe
48%
UK
36%
Nordic

45. Online workplace forums
were alight recently with
discussion about an article in
the UK’s Guardian Online
newspaper that asked, “Is
this the end of the office as
we know it?” Apparently, 46%
of UK workers find their local
coffee shop a more productive
environment than their office.
However, the footnote
to the article revealed the
journalistic equivalent of
bubble-wrap: “Content on
this page is paid for and
produced to a brief agreed
technological breakthroughs
will transform the way we
work over the next five to
10 years.” No s**t Sherlock!
This was hot on the heels
of another study conducted by
Virgin Media, one of the UK’s
largest providers of domestic
broadband connections,
which concluded “The UK
economy could receive a £1.7
billion boost if employees are
given the option to carry out
their work from where they
see fit.” They of course mean
from home – using an internet
O2 and Virgin Media are
not alone - Microsoft has a
Chief Envisioning Officer, BT
a futurologist and Vodafone a
workplace strategy consultancy
service - and much of what
they propose is beneficial.
70,000 employees Leesman
has asked, report that the
design of their space enables
them to work productively!
There is little doubt that
for some employees struggling
with low enclosure offices, the
cohesive ‘unit’ working
towards a common goal if
the team members are not
in the same physical space?
There may be a small
number of roles and
personality types for whom
isolation is beneficial, but our
data tells us that whilst for
some, concentrated activities
may be better supported by
the solitude of home, almost
all collaborative activities,
including ‘learning from
others’, are hampered by it.
For HR professionals the
Issue 15 | 2014 Q3
Leesman Lmi
59.8Lmi 58.0 pre-occupancy
Lmi 67.6 post-occupancyThis issue: Human Resource Special. Looking at wellness programs, the change process and a case study of Nordea.
69,504respondents
579properties
63% av response rate
11minavresponsetime
54.3%
The design of my workplace
48.7%
Top5Activities,Featuresand
Activities:
Individual focused work,
desk based 78%
Planned meetings 76%
Telephone conversations 66%
Informal,unplannedmeetings 63%
Collaboratingonfocusedwork 73%
Desk 72%
Chair 68%
Computing equipment 66%
Telephone equipment 68%
Printing / copying /
scanning equipment 63%
Facilities:
refreshment facilities 65%
General cleanliness 58%
Washroomfacilities/showers 46%
Distribution of properties surveyed
with 50 respondents or more by
Lmi banding.
90
120
150
60
30
0
123
102
18
22
24
A briefing on global workplace strategy, management, satisfaction & effectiveness
Delivering insights that drive better strategies
‘If indeed employees are retreating to cafés
en masse, it surely says more about the quality
of the workplace they are escaping from,
yearning for greater concentration. ’
Top 5 coffee producers
1. Brazil
2. Vietnam
3. Columbia
4. Indonesia
5. Ethiopia
The Bean Belt
All the world’s coffee grows here:
Top 5 coffee consumers
1. United States
2. Germany
3. Italy
4. Japan
5. France
Britain’s coffee shop market by share
In 2013 the total UK coffee shop market was estimated
at 16,501 outlets with a £6.2 billion total turnover.
The branded coffee chain segment recorded £2.6 billion
turnover across 5,531 outlets. After 15 years of
considerable growth, the coffee shop sector continues
to be one of the most successful in the UK economy.
UK’s top 3 branded chain outlet share in 2013
Costa Coffee (1,670 outlets)
Starbucks Coffee Company (790)
Caffè Nero (560)
Sources: Allegra Strategies UK, British Coffee Association, Mintel Coffee UK
Amount of caffeine per cup:
125 million people
depend on coffee
for their livelihoods
None of the above countries
are locacted within the
‘Bean Belt’
Did you know?
Coffee roasting is generally done at 500°F
Coffee grows in more than 50 countries
It takes 42coffee beans to make an espresso
35%of coffee drinkers take their coffee black
Coffee takes 14 hrsto digest
The average coffee cup size is 9oz
The average coffee drinker consumes approx
3cups of coffee per day
Decaf
coffee
3mg
Hot
chocolate
19mg
Shot of
espresso
27mg
Can of
cola
40mg
Black
tea
45mg
Red
Bull
80mg
Brewed
coffee
95mg
Coffee is the most popular drink worldwide with around two billion cups
consumed every day. In the UK, we drink approximately 70 million cups of
coffee per day.
Coffee is the second most traded commodity
after crude oil. Coffee is also the second most
popular drink in the world after water.
2b 70m 2nd
Others
11%
Costa Coffee
46.8%
Starbucks
27%
Caffè Nero
13.8%
AMT Coffee
1.4%
Market segment by brand

46. Europe’s largest resource of contemporary
workplace performance data
Respondents
0
10,000
20,000
80,000
60,000
70,000
50,000
30,000
40,000
Desk
Chair
Computing equipment
Telephone equipment
Printing / copying / scanning equipment
Temperature control
Personal storage
Natural light
Meeting rooms (small)
Noise levels
Meeting rooms (large)
Air quality
General décor
Quiet rooms for working alone or in pairs
People walking past your desk
Dividers (between desks / areas)
Informal work areas / break-out zones
Space between work-settings
Ability to personalise my workstation
Plants & Greenery
Desk / room booking systems
Accessibility of colleagues
Shared storage
Art or photography
Archive storage
Audio-Visual equipment
Guest / visitor network access
Individual focused work, desk based
Planned meetings
Telephone conversations
Informal, un-planned meetings
Collaborating on focused work
Reading
Relaxing / taking a break
Thinking / creative thinking
Individual routine tasks
Learning from others
Informal social interaction
Hosting visitors, clients or customers
Spreading out paper or materials
Audio conferences
Collaborating on creative work
Larger group meetings or audiences
Private conversations
Individual focused work away from your desk
Video conferences
Using technical / specialist equipment or materials s
General cleanliness
Washroom facilities / showers
Restaurant / canteen
General tidiness
Parking (car, motorbike or bicycle)
Security
Atriums and communal areas
Reception areas
Access (e.g. lifts, stairways, ramps etc)
Mail & post-room services
Health and safety provisions
Leisure facilities onsite or nearby
Internal signage
Hospitality services
Europe’s leading and fastest
measurement experts.
Leesman
Leesman’s standardised
calculates an ‘Lmi score’ for each workplace.
The activities people
are doing and how the physical features and facilities
services provided support them in their work.
Yes, completely
anonymous. No response can ever be linked back
to an individual respondent.
Exactly and very
graphically how well your real estate is supporting
the work of your teams in your spaces.
Not directly, but it does ask whether the design
services, Higher Education institutes, aviation,
broadcast media and more.
In truth at any
time. But certainly as early as possible in planning a
capital project.
Yes, this is a perfect way of measuring the
improvements achieved if a survey was also
done prior.
Leesman will help you get as many respondents as
possible – it has no bearing on the cost.
The data reported above shows highlights from the
aggregated results across the 69,504 individual respondents
received at 30th September 2014. These results are provided
through the Leesman Index employee workplace satisfaction
e-survey, which has been conducted across a range of pre and
post occupancy workplace projects as shown.
the questions asked do not vary. This provides us with an
unrivalled ability to report and benchmark consistently across
any number of variables, including industry type, location,
gender, age or length of service.
192 surveys across 579 locations
72% pre-project, 17% post-project, 11% other
63% average response rate
11 minute average response time
LeesmanIndexQ+A
The design of my workspace is important to me
It contributes to a sense of community at work
It creates an enjoyable environment to work in
It enables me to work productively
It’s a place I’m proud to bring visitors to
Lmi 59.8
Ratings reported from 69,504 respondents surveyed
to date. Variance shown from 2014 Q1. Figures represent
combined‘supported,wellsupported,verywellsupported’
features listed.
87%
Individual
routine tasks
78%
Individual focused
work, desk based
77%
Learning from
others
73%
Informal social
interaction
73%
Collaborating
on focused work
72%
Desk
68%
Chair
66%
connectivity
65%
Audio
conferences
65%
Using technical / specialist
equipment or materials
64%
Individual focused work
away from your desk
64%
Collaborating on
creative work
63%
Printing / copying /
scanning equipment
63%
Informal, un-planned
meetings
62%
Relaxing /
taking a break
Hosting visitors,
clients or customers
57%
Remote access to
52%
Video conferences
49%
discussions
41%
General décor
38%
Dividers
(between desks / areas)
36%
Informal work areas /
break-out zones
34%
Guest / visitor
network access
32%
Air quality
29%
Noise levels
27% +1%
Plants & Greenery
26% +1%
Temperature control
25%
types of workspace
24%
Quiet rooms for working
alone or in pairs
+1%
Art or photography
Disagree Strongly (-3)
Disagree (-2)
Disagree Slightly (-1)
Neutral (0)
Agree Slightly (1)
Agree (2)
Agree Strongly (3)
Data ranked by importance
total no of respondents
Not Provided
Neutral (0)
Data ranked by importance
total no of respondents
Not Supported At All (-3)
Very Under Supported (-2)
Under Supported (-1)
Supported (1)
Well Supported (2)
Very Well Supported (3)
Data ranked by importance
total no of respondents
6 –– Issue 15 Leesman Review –– 7
Not Provided
Neutral (0)
Data ranked by importance
total no of respondents

47. Europe’s largest resource of contemporary
workplace performance data
Respondents
0
10,000
20,000
80,000
60,000
70,000
50,000
30,000
40,000
Desk
Chair
Computing equipment
Telephone equipment
Printing / copying / scanning equipment
Temperature control
Personal storage
Natural light
Meeting rooms (small)
Noise levels
Meeting rooms (large)
Air quality
General décor
Quiet rooms for working alone or in pairs
People walking past your desk
Dividers (between desks / areas)
Informal work areas / break-out zones
Space between work-settings
Ability to personalise my workstation
Plants & Greenery
Desk / room booking systems
Accessibility of colleagues
Shared storage
Art or photography
Archive storage
Audio-Visual equipment
Guest / visitor network access
Individual focused work, desk based
Planned meetings
Telephone conversations
Informal, un-planned meetings
Collaborating on focused work
Reading
Relaxing / taking a break
Thinking / creative thinking
Individual routine tasks
Learning from others
Informal social interaction
Hosting visitors, clients or customers
Spreading out paper or materials
Audio conferences
Collaborating on creative work
Larger group meetings or audiences
Private conversations
Individual focused work away from your desk
Video conferences
Using technical / specialist equipment or materials s
General cleanliness
Washroom facilities / showers
Restaurant / canteen
General tidiness
Parking (car, motorbike or bicycle)
Security
Atriums and communal areas
Reception areas
Access (e.g. lifts, stairways, ramps etc)
Mail & post-room services
Health and safety provisions
Leisure facilities onsite or nearby
Internal signage
Hospitality services
Europe’s leading and fastest
measurement experts.
Leesman
Leesman’s standardised
calculates an ‘Lmi score’ for each workplace.
The activities people
are doing and how the physical features and facilities
services provided support them in their work.
Yes, completely
anonymous. No response can ever be linked back
to an individual respondent.
Exactly and very
graphically how well your real estate is supporting
the work of your teams in your spaces.
Not directly, but it does ask whether the design
services, Higher Education institutes, aviation,
broadcast media and more.
In truth at any
time. But certainly as early as possible in planning a
capital project.
Yes, this is a perfect way of measuring the
improvements achieved if a survey was also
done prior.
Leesman will help you get as many respondents as
possible – it has no bearing on the cost.
The data reported above shows highlights from the
aggregated results across the 69,504 individual respondents
received at 30th September 2014. These results are provided
through the Leesman Index employee workplace satisfaction
e-survey, which has been conducted across a range of pre and
post occupancy workplace projects as shown.
the questions asked do not vary. This provides us with an
unrivalled ability to report and benchmark consistently across
any number of variables, including industry type, location,
gender, age or length of service.
192 surveys across 579 locations
72% pre-project, 17% post-project, 11% other
63% average response rate
11 minute average response time
LeesmanIndexQ+A
The design of my workspace is important to me
It contributes to a sense of community at work
It creates an enjoyable environment to work in
It enables me to work productively
It’s a place I’m proud to bring visitors to
Lmi 59.8
Ratings reported from 69,504 respondents surveyed
to date. Variance shown from 2014 Q1. Figures represent
combined‘supported,wellsupported,verywellsupported’
features listed.
87%
Individual
routine tasks
78%
Individual focused
work, desk based
77%
Learning from
others
73%
Informal social
interaction
73%
Collaborating
on focused work
72%
Desk
68%
Chair
66%
connectivity
65%
Audio
conferences
65%
Using technical / specialist
equipment or materials
64%
Individual focused work
away from your desk
64%
Collaborating on
creative work
63%
Printing / copying /
scanning equipment
63%
Informal, un-planned
meetings
62%
Relaxing /
taking a break
Hosting visitors,
clients or customers
57%
Remote access to
52%
Video conferences
49%
discussions
41%
General décor
38%
Dividers
(between desks / areas)
36%
Informal work areas /
break-out zones
34%
Guest / visitor
network access
32%
Air quality
29%
Noise levels
27% +1%
Plants & Greenery
26% +1%
Temperature control
25%
types of workspace
24%
Quiet rooms for working
alone or in pairs
+1%
Art or photography
Disagree Strongly (-3)
Disagree (-2)
Disagree Slightly (-1)
Neutral (0)
Agree Slightly (1)
Agree (2)
Agree Strongly (3)
Data ranked by importance
total no of respondents
Not Provided
Neutral (0)
Data ranked by importance
total no of respondents
Not Supported At All (-3)
Very Under Supported (-2)
Under Supported (-1)
Supported (1)
Well Supported (2)
Very Well Supported (3)
Data ranked by importance
total no of respondents
6 –– Issue 15 Leesman Review –– 7
Not Provided
Neutral (0)
Data ranked by importance
total no of respondents
General cleanliness
Washroom facilities / showers
Restaurant / canteen
General tidiness
Parking (car, motorbike or bicycle)
Security
Atriums and communal areas
Reception areas
Access (e.g. lifts, stairways, ramps etc)
Mail & post-room services
Health and safety provisions
Leisure facilities onsite or nearby
63%
Printing / copying /
scanning equipment
63%
Informal, un-planned
meetings
62%
Relaxing /
taking a break
Hosting visitors,
clients or customers
57%
Remote access to
52%
Video conferences
49%
discussions
41%
General décor
38%
Dividers
(between desks / areas)
36%
Informal work areas /
break-out zones
34%
Guest / visitor
network access
32%
Air quality
29%
Noise levels
27% +1%
Plants & Greenery
26% +1%
Temperature control
25%
types of workspace
24%
Quiet rooms for working
alone or in pairs
+1%
Art or photography
Not Provided
Neutral (0)
Data ranked by importance
total no of respondents

48. Q. Why is strategic FM so important?

49. The design of my
workplace enables
me to work
productively1
1
Leesman
Office
–
01.01.15
54%

50. Client! Sector! Respondents! Leesman Lmi!
Productivity
agreement!
Pride agreement!
A! Real Estate! 127! 80.2! 78%! 97%!
B! Internet! 125! 79.7! 83%! 93%!
C! Biotechnology! 141! 76.3! 76%! 80%!
D! Real Estate! 336! 75.3! 88%! 97%!
B! Internet! 140! 75.2! 74%! 86%!
B! Internet! 256! 75.1! 78%! 86%!
E! Construction! 104! 74.4! 75%! 83%!
F! Health, Wellness & Fitness! 242! 74.4! 76%! 91%!
G! Banking! 154! 73.6! 69%! 68%!
H! Insurance! 453! 73.0! 72%! 89%!
I! Publishing ! 121! 72.6! 61%! 92%!
J! Computer Software! 142! 72.2! 75%! 70%!
K! Architecture & Planning! 115! 72.2! 76%! 87%!
L! Computer Software! 180! 71.5! 67%! 93%!
M! Infrastructure! 1342! 71.4! 64%! 87%!
86%
74%

51. Client! Sector! Respondents! Leesman Lmi!
Productivity
agreement!
Pride agreement!
N! Automotive! 382! 50.5! 48%! 27%!
O! Hospital & Healthcare ! 104! 50.4! 39%! 30%!
P! Automotive! 2993! 50.0! 36%! 21%!
D! Real Estate! 250! 49.6! 42%! 24%!
M! Infrastructure! 128! 49.0! 33%! 20%!
N! Automotive! 112! 48.9! 42%! 16%!
Q! Information Technology Services! 244! 48.7! 33%! 20%!
M! Infrastructure! 212! 48.1! 34%! 31%!
N! Automotive! 116! 47.8! 45%! 28%!
R! Commercial Real Estate! 198! 47.7! 37%! 29%!
N! Automotive! 496! 47.6! 46%! 33%!
M! Infrastructure! 196! 47.2! 29%! 20%!
S! Food and Beverages! 190! 46.7! 39%! 24%!
N! Automotive! 360! 45.7! 38%! 23%!
T! Retail! 784! 45.5! 30%! 33%!
38%
36%
25%
63%

52. 0
10
20
30
40
50
60
Using
technical
/
specialist
equipment
or
materials
Learning
from
others
Reading
Audio
conferences
Telephone
conversaBons
Individual
rouBne
tasks
HosBng
visitors,
clients
or
customers
Individual
focused
work
away
from
your
desk
Planned
meeBngs
Informal
social
interacBon
Individual
focused
work,
desk
based
Informal,
un-­‐planned
meeBngs
Larger
group
meeBngs
or
audiences
Business
confidenBal
discussions
Relaxing
/
taking
a
break
Thinking
/
creaBve
thinking
CollaboraBng
on
creaBve
work
CollaboraBng
on
focused
work
Private
conversaBons
Spreading
out
paper
or
materials
Video
conferences
Workplace Activities by Satisfaction: High performance workplace
Which activities are important to you in your work and how well are they supported?

53. The design of my
workplace enables me
to work productively
86%

54. 0
10
20
30
40
50
60
70
Individual
rouBne
tasks
Learning
from
others
Telephone
conversaBons
Individual
focused
work,
desk
based
Informal
social
interacBon
Individual
focused
work
away
from
your
desk
Spreading
out
paper
or
materials
Using
technical
/
specialist
equipment
or
materials
Reading
CollaboraBng
on
creaBve
work
CollaboraBng
on
focused
work
Thinking
/
creaBve
thinking
Planned
meeBngs
Informal,
un-­‐planned
meeBngs
Relaxing
/
taking
a
break
Audio
conferences
Business
confidenBal
discussions
Private
conversaBons
Larger
group
meeBngs
or
audiences
HosBng
visitors,
clients
or
customers
Video
conferences
Workplace Activities by Satisfaction: Low performance workplace
Which activities are important to you in your work and how well are they supported?

55. The design of my
workplace enables me
to work productively
15%

56. -
10
20
30
40
50
60
70
80
90
100
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
New = High Functionality & Effectiveness
Old = Low Functionality & Effectiveness

57. -
10
20
30
40
50
60
70
80
90
100
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022

58. -
10
20
30
40
50
60
70
80
90
100
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022

59. -
10
20
30
40
50
60
70
80
90
100
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
Are you really
protecting your
asset value ?

61. me vs we
0
100
Poorly supporting
Highly supporting
Lmi 32.9
Lmi 84.6

62. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Telephone
conversations
Individual
focused work,
desk based
Thinking /
creative thinking
Reading
Individual
focused work
away from your
desk
Spreading out
paper or
materials
Individual routine
tasks
Top 15
Bottom 15
Individual Activities by volume of Importance

63. Individual Activities by satisfaction
79%
86%
67%
72%
80%
60%
92%
53%
66%
36%
44%
49%
48%
79%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Telephone
conversations
Individual
focused work,
desk based
Thinking /
creative thinking
Reading
Individual
focused work
away from your
desk
Spreading out
paper or
materials
Individual routine
tasks
Top 15
Bottom 15
4/7

64. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Planned
meetings
Informal, un-
planned
meetings
Informal social
interaction
Collaborating
on focused
work
Hosting visitors,
clients or
customers
Collaborating
on creative
work
Learning from
others
Larger group
meetings or
audiences
Audio
conferences
Video
conferences
Top 15
Bottom 15
Collaborative Activities by volume of Importance

65. 79%
82%
88%
87%
80%
77%
85%
76%
81%
76%
59%
48%
62%
58%
36%
52%
72%
47%
52%
32%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Planned
meetings
Informal, un-
planned
meetings
Informal social
interaction
Collaborating
on focused
work
Hosting visitors,
clients or
customers
Collaborating
on creative
work
Learning from
others
Larger group
meetings or
audiences
Audio
conferences
Video
conferences
Top 15
Bottom 15
Collaborative Activities by volume of Importance
9/10

66. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Computing
equipment
Chair
Desk
Telephone
equipment
Personal
storage
Dividers
(between
desks / areas)
Ability to
personalise my
workstation
People walking
past your desk
Space between
work-settings
Shared storage
Top 15
Bottom 15
Features supporting individuals by volume of Importance

67. 73%
73%
76%
78%
54%
42%
39%
39%
54%
45%
53%
56%
64%
56%
42%
25%
35%
24%
34%
24%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Computing
equipment
Chair
Desk
Telephone
equipment
Personal
storage
Dividers
(between
desks / areas)
Ability to
personalise my
workstation
People walking
past your desk
Space between
work-settings
Shared storage
Top 15
Bottom 15
Features supporting individuals by satisfaction
4/10

68. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Accessibility of
colleagues
Audio-Visual
equipment
Informal work areas /
break-out zones
Meeting rooms (large)
Meeting rooms (small)
Quiet rooms for
working alone or in
pairs
Variety of different
types of workspace
Top 15
Bottom 15
Features supporting collaboration by importance

69. 77%
66%
72%
64%
67%
44%
63%
59%
28%
15%
28%
27%
11%
9%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Accessibility of
colleagues
Audio-Visual
equipment
Informal work areas /
break-out zones
Meeting rooms (large)
Meeting rooms (small)
Quiet rooms for
working alone or in
pairs
Variety of different
types of workspace
Top 15
Bottom 15
Features supporting collaboration by satisfaction
6/7

70. The cost of everything, but
the value of nothing.

71. The design of my
workplace enables
me to work
productively1
1
Leesman
Office
–
01.01.15
54%

72. • 200 FTE’s
• 13 sq m / person (BCO)
• 2600 sq m (28,000 sq ft)
• £50 / sq ft = £1.4m

73. • 200 FTE’s
• 13 sq m / person (BCO)
• 2600 sq m (28,000 sq ft)
• £50 / sq ft = £1.4m
• £7,000 / person

74. • 200 FTE’s
• 13 sq m / person (BCO)
• 2600 sq m (28,000 sq ft)
• £50 / sq ft = £1.4m
• £7,000 / person

75. • 200 FTE’s
• 13 sq m / person (BCO)
• 2600 sq m (28,000 sq ft)
• £50 / sq ft = £1.4m
• £7,000 / person

76. • 200 FTE’s
• 13 sq m / person (BCO)
• 2600 sq m (28,000 sq ft)
• £50 / sq ft = £1.4m
• £7,000 / person
• Net efficiency c. 30%

77. Fit for purpose
Effective
Functional
Sustainable

78. World Green
Building Council

79. worldgbc.org

80. Build workplaces
that make a positive
contribution to
orgnisational
performance.

81. Recognising
excellence in
workplace
effectiveness
+

82. +
21/ 690

83. NCC PD
Land Securities
+

84. “The standard by
which all buildings
will be measured.”
+

85. Recognising
excellence
in
workplace
effecBveness.

86. 10 –– Issue 15
Darwin is often mis-quoted as
saying it is the strongest whosurvive. He actually proposedthat it is the “adaptable” whosurvive – those who changeand develop in line withchanges in their surroundings.
If the same is true in corporatelife, is it not time to offergreater help for employees toadapt to workplace changes
around them by looking at theworld from their angle?So I’ve ploughed throughlarge amounts of change,change managementand workplace changeliterature. And at the riskof oversimplification, Iwould say most focus onemployee resistance and onthe various “tricks,” suchas communication and
engagement, to overcome thisresistance.
But I think it’s a bit tooharsh to say that peopleblindly resist change – Iwould suggest instead thatthey merely “react.”AndI think you will agree thatto “react” is an entirelyreasonable response whenstuff is going on around you.
Wouldn’t it in fact berather alarming if nobodychallenged a move from aprivate office to open plan,or giving up their designated
desk in return for having theoption to choose betweennumerous free workstationsevery morning? Wouldn’tthat signal a complete lack of
engagement and motivation?So everyone should
be allowed – or actuallyencouraged – to challengenew things in theirorganisations. So I suggest
we stop talking aboutemployee resistance as theworst challenge a managercan face, and insteadembrace the change critique
that people offer.It has also frustratedme while digging throughendless academic papers ontransformational change,how employees are toooften lazily massed as ahomogenous group called“the employees” and howthis group is then seen as anobject in which change needs
to be implemented.It is almost as if theemployees were one and thesame person who thinks andreacts in the same way. Yetwe all know this to be so farfrom reality. The reality is,not everyone will react in thesame way. When change isdelivered, some people getexcited while others put their
foot down and challenge what
is happening. We simply arenot all the same.
At the Workplace Trendsevent in London a few weeksago, one of the speakers was
asked how the employeeshad reacted to the workplace
change that they haddelivered. Her answer “Somepeople will always complain”was met with comfortablelaughter from the audience,as to confirm “we know what
you mean, we’ve all dealtwith those people.”But instead of justlaughing and acceptingthat some employees will“always” complain andusing that as justification toignore the problem, why notmake an effort to actuallyunderstand why some peoplealways complain.One popular model usedto describe the emotionalprocess that employees gothrough when confrontedwith change is the so-calledChange Curve. It wasoriginally developed byKübler-Ross to explain howpeople deal with catastrophic
loss, and it suggests thatpeople go through the stagesof denial, anger, bargaining
and depression beforereaching the final stageof acceptance.
Although it serves thepurpose of communicatingthe emotional processpeople might go through inchange, there’s again a riskthat it is used to oversimplify
the experience of severalindividuals into one collectiveexperience. And certainlydon’t expect employees toprogress through the curveat the same pace.In my research I’veheard two individuals fromthe same organisation,who were subject to thesame communication andengagement, give completelycontradicting answers aboutcertain events related to their
office relocation.I’ve also seen howlocation decisions,distribution of office roomsand allocation of parkingspaces have become bigissues and have causedunnecessary distractionsfor project teams becauseof unanswered questions,wrong interpretations and a
The
I spent my time at theAalto University in
how people experiencerelocations and
I’ve had a chance todig deep into caseorganisations andassess how employees,as individuals, makesense of the process
‘Wouldn’t it in fact be rather alarming if
nobody challenged a move from a privatedesignated desk in return for having the
option to choose between numerous free
Source: Adapted from Kübler-Ross (1982) & Procheska and Diclemente (1992)
Shock
Suprise or shockat the event
Denial
Disbelief; looking forevidence that it isn’t true
Fustration
Recognition thatthings are different;sometimes angry
Depression
Low mood; lacking energy
Experiment
Initial engagementwith the new situation
Decision
Learning how to workin the new situation;feeling more positive
Integration
Changes integrated;a renewed individual
Pre contemplation
Contemplation
Preperation
Action
Maintenance
Moraleandcompetence
Time
leesmanindex.com
+
Leesman Review –– 5
Online workplace forums
were alight recently with
discussion about an article in
the UK’s Guardian Online
newspaper that asked, “Is
this the end of the office as
we know it?” Apparently, 46%
of UK workers find their local
coffee shop a more productive
environment than their office.
However, the footnote
to the article revealed the
journalistic equivalent of
bubble-wrap: “Content on
this page is paid for and
produced to a brief agreed
with O2 Business.”
It is yet another article
rallying knowledge workers to
break from the shackles of their
ineffective offices, authored by
the mobile communications
giants who stand to gain most
from swathes of mobile tech
users becoming reliant on
(addicted to) super-fast
mobile networks.
The paid-for content was
based on “a survey of 10,000
workers” and was conducted
by Telefonica’s O2. Few
details are available about
the questions that were asked
but the resultant findings
“revealed that more than
half of respondents thought
technological breakthroughs
will transform the way we
work over the next five to
10 years.” No s**t Sherlock!
This was hot on the heels
of another study conducted by
Virgin Media, one of the UK’s
largest providers of domestic
broadband connections,
which concluded “The UK
economy could receive a £1.7
billion boost if employees are
given the option to carry out
their work from where they
see fit.” They of course mean
from home – using an internet
connection provided by them!
They appear to have
drawn this figure from a
Confederation of British
Industry report that states
that £17 billion is lost every
year through absenteeism.
It is unclear whether the
“£1.7billionboost”iscalculated
from 10% of those absent
employees suddenly feeling
well enough to contribute from
their sickbeds because they
haveblisteringlyfastfibreoptic
internetconnectivity,orwhether
it is their office-based healthy
co-workers picking up the
slack by adding hours when
they get home or using their
mobile tech while en route.
O2 and Virgin Media are
not alone - Microsoft has a
Chief Envisioning Officer, BT
a futurologist and Vodafone a
workplace strategy consultancy
service - and much of what
they propose is beneficial.
The ‘evidence’ would be
so much more compelling if
it focused on the core issue.
If indeed employees are
retreating to cafés en masse,
it surely says more about the
quality of the workplace they
are escaping from, than it does
of a technology or caffeine
fuelled yearning for greater
concentration.
Rather than pitching mobile
technologies and coffee at us,
perhaps the communications
giants could focus their PR
based “research” activities
on raising the debate about
the design quality of office
environments: just 54% of the
70,000 employees Leesman
has asked, report that the
design of their space enables
them to work productively!
There is little doubt that
for some employees struggling
with low enclosure offices, the
opportunity to escape for the
sanctuary of home is a lifeline.
Across Leesman’s 70,000
research respondents, 33%
indicate that they work from
home at least occasionally
and 17% work from home
more than one day per
week, but 44% of those
homeworkers say they have
no dedicated space or room
to work from when at home.
Clearly improvements in
technological connectivity
allow these respondents to
contribute and be productive,
but to what extent can they
really be ‘connected’? Is it
possible to create a socially
cohesive ‘unit’ working
towards a common goal if
the team members are not
in the same physical space?
There may be a small
number of roles and
personality types for whom
isolation is beneficial, but our
data tells us that whilst for
some, concentrated activities
may be better supported by
the solitude of home, almost
all collaborative activities,
including ‘learning from
others’, are hampered by it.
For HR professionals the
management of remote teams
produces bigger issues. With
a growing awareness of the
impact of social isolation on
clinical depression, we have
to question whether it is really
possible to have any sense of
employees’ physical or mental
wellness when they are not in
the office.
Our data leaves us in
no doubt that the most
productive workplaces are
those that have the best
“social infrastructures,” not
the best patronage of local
coffee shops. Looks like that
makes property an HR issue.
Stephen Haynes and Colin Bullen
Opposing opinion pieces discussing
whether wellness campaigns can
deliver real value to organisations and
Pages2/3
The human imprint in workplace
design – the need to develop
Page 9
Leesman’s newest recruit, fresh from her
PhD workplace research, examines the risk
of not seeing change from an employee’s
Page 10
Issue 15 | 2014 Q3
Leesman Lmi
59.8Lmi 58.0 pre-occupancy
Lmi 67.6 post-occupancy
tim.oldman@leesmanindex.com
This issue: Human Resource Special. Looking at wellness programs, the change process and a case study of Nordea.
69,504respondents
579properties
63%avresponserate
11minavresponsetime
54.3%
The design of my workplace
48.7%
Top5Activities,Featuresand
Activities:
Individual focused work,
desk based
78%
Planned meetings 76%
Telephone conversations 66%
Informal,unplannedmeetings 63%
Collaboratingonfocusedwork 73%
Desk
72%
Chair
68%
Computing equipment 66%
Telephone equipment 68%
Printing / copying /
scanning equipment 63%
Facilities:
refreshment facilities 65%
General cleanliness 58%
Washroomfacilities/showers 46%
Restaurant / canteen
48%
General tidiness
55%
25
20
000s
15
10
5
0 ScanUK
UK
35,890
Scandinavia
18,840
Rest of Europe
9,341
Rest of world
4,644
Pre
72%
Post
17%
Day2
11%
Distribution of properties surveyed
with 50 respondents or more by
Lmi banding.
90
120
150
60
30
0
123
102
18
2
2
24
A briefing on global workplace strategy, management, satisfaction & effectiveness
Delivering insights that drive better strategies
‘If indeed employees are retreating to cafés
en masse, it surely says more about the quality
of the workplace they are escaping from,
yearning for greater concentration. ’
Top 5 coffee producers
1. Brazil
2. Vietnam
3. Columbia
4. Indonesia
5. Ethiopia
The Bean Belt
All the world’s coffee grows here:
Top 5 coffee consumers
1. United States
2. Germany
3. Italy
4. Japan
5. France
Britain’s coffee shop market by share
In 2013 the total UK coffee shop market was estimated
at 16,501 outlets with a £6.2 billion total turnover.
The branded coffee chain segment recorded £2.6 billion
turnover across 5,531 outlets. After 15 years of
considerable growth, the coffee shop sector continues
to be one of the most successful in the UK economy.
UK’s top 3 branded chain outlet share in 2013
Costa Coffee (1,670 outlets)
Starbucks Coffee Company (790)
Caffè Nero (560)
Sources: Allegra Strategies UK, British Coffee Association, Mintel Coffee UK
Amount of caffeine per cup:
125 million people
depend on coffee
for their livelihoods
None of the above countries
are locacted within the
‘Bean Belt’
Did you know?
Coffee roasting is generally done at 500°F
Coffee grows in more than 50 countries
It takes 42coffee beans to make an espresso
35%of coffee drinkers take their coffee black
Coffee takes 14 hrsto digest
The average coffee cup size is 9oz
The average coffee drinker consumes approx
3cups of coffee per day
Decaf
coffee
3mg
Hot
chocolate
19mg
Shot of
espresso
27mg
Can of
cola
40mg
Black
tea
45mg
Red
Bull
80mg
Brewed
coffee
95mg
Coffee is the most popular drink worldwide with around two billion cups
consumed every day. In the UK, we drink approximately 70 million cups of
coffee per day.
Coffee is the second most traded commodity
after crude oil. Coffee is also the second most
popular drink in the world after water.
2b 70m
2nd
Others
11%
Costa Coffee
46.8%Starbucks
27%
Caffè Nero
13.8%
AMT Coffee
1.4%
Market segment by brand

87. 1 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Speaker
Mr. David Morris
FFA FBIFM FInstLM MIMgt MIoD
Managing Director
The Xenon Group
specialising in FM Consultancy,
FM Training & FM Recruitment
Career Profile>
> Set up the BIFM North Region and was its first Chairman
> Twice nationally elected BIFM Council Member for 6 years.
> Chairman of the BIFM International SIG and Member of the
BIFM Membership Committee.
> Chairman of the BIFM FM of the Year Award panel for 3 yrs.
> Producer of 5 successful FM of the Year submissions.
> Operations Director:
> Turner & Townsend FM;
> Johnson Controls for MoD Account;
> Operations Director and then Business Development
Director - Sulzer Infra Corporation.
> Experience Overview:
> Outsourcing AT&T UK & Ireland and subsequently
into Europe; Outsourcing Xerox manufacturing;
Outsourcing West Mercia and Manchester Benefits
Agency regions; PFI/PPP business development
and subsequent operational implementation.
> Guest lecturer on MSc in FM modules at Sheffield Hallam
FM Graduate Centre for 5 years.

88. 2 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Planning the FM Strategy
> What is the FM Strategy – it is a plan for the
next 1 – 5 years or 25/30 years for
PFI/PPP/PF2.
> This needs careful planning and requires a 6
step approach.

89. 3 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Step 1 – Understand the Business
Strategy
> We need to understand the Business Aims,
Business Vision and Mission Statement – in fact
we should consider anything that refers to the
overall business direction/strategy.

90. 4 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Step 1 – Understand the Business
Strategy
> The creation of the FM strategy also needs to be
viewed against other functional strategies:
> Sales
> Marketing
> Production
> Finance
> HR
> etc
> The FM Department cannot operate in isolation.
> FM needs the support of and provides services to
other departments.

91. 5 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Step 2 – Understand Internal/External
Factors
> To achieve this understanding, the FM Strategy
needs to be generated, and assessed, using
management tools such as SWOT (Internal
Assessment) and PESTLE (External Assessment).

92. 6 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Step 3 – Identify Stakeholders
> Assuming you are contemplating a wonderful FM
strategy; have you included various stakeholder
appreciations of your thoughts?
> Stakeholders can also be classified as internal or
external.

93. 7 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Step 3 – Identify Stakeholders
> Internal stakeholders would be groups within
the business, for example, owners and
employees.
> External stakeholders are groups outside the
organisation, for example the local
community.

94. 8 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Step 4 – Create the FM Strategy
> Having taken into account views of the
business strategy, stakeholders and other
functional departments, you can now focus on
defining your FM strategy.

95. 9 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Step 4 – Create the FM Strategy
> For example:
> Buy your property or rent it.
> Location, style, tenure.
> Company culture.
> In-house service delivery or
outsourced suppliers.
> What type of perceived customer
service delivery: gold, silver or
bronze.
> What will the business pay for?

96. 10 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Step 4 – Create the FM Strategy

97. 11 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Step 5 – Implement the Strategy
> Now that the strategy has been created, it
needs the delivery involvement of other
departments.
> You should set clear (SMART) FM operational
objectives.
> The FM strategy needs to be communicated to
external stakeholders.
> HR – TUPE
> Finance – Cashflow
> IT – Technology
> Use appropriate language.

98. 12 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Step 5 – Implement the Strategy
> Define what success looks like.
> Set and agree the processes – Balanced
Scorecard, SLAs and KPIs.

99. 13 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Step 6 – Review
> The FM strategy needs continuous review
against the Business Plan.
> The business drivers may have changed, over
time, so the FM strategy may no longer be fit
for purpose and in need of amendment.
> We are now about to complete the circle as the
freshly delivered strategic plan needs to be
reviewed, in terms of success, against the
Business Plan performance.
> Is the delivered FM strategy fully supporting
the core business?

100. 14 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Step 6 – Review

101. 15 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Step 6 - Review
> The classic Continuous Improvement model is
Deming’s Cycle.

102. 16 | BIFM North Region Key Learning Event of 2015 – Strategic FM
Any Questions

103. Facilities Management
Strategy
Ian Jones – Director of Facilities & Estates ITV PLC

104. Strategy…

105. • I have been in the service industry for almost all my adult life and am
passionate about my profession
• I have worked on both sides of the fence in my career
• As a Director of Facilities my role is about understanding and satisfying
the needs of people in our business (and all too often their wants as well)
• I don’t do rocket science or management speak (and I apologise now for
any profane language!)
• I’m not an optimist or a pessimist, I’m a Facilities Manager
• This is my view, right or wrong
Before we begin

106. Today Im going to…
• Talk about the story of ITVs FM strategy
• Show how it added value
• Give some practical tips at the most basic level
• Talk about my personal experience
• Leave you with something to think about

107. FLIPCHART Exercise
Nine boxes
Know your audience…

108. This is important…

109. A plan of action that is designed to achieve a long term or
overall aim
The art of planning and directing overall military operations
and movements in a war or battle (ITVs case!)
What is Strategy?

110. • ITV 2005-2010
• 12 companies
• Run by TV people
• Not One-ITV
• 2009 payroll
Company Context

111. • ITV structure is such that everyone thinks they are in charge (and right!)
• Lawless - everyone doing just what they wanted to do
• Clue in the title – ITV – we make programmes for other people
• Hardly anyone knew who FM were or what we did
• No-one could see how we could or were adding value
• Services that were provided differed from site to site
• TFM outsourcing was being looked at seriously
• Everyone in the team worked really hard – doing lots for everyone but
sometimes missing the basics (which of course is what people notice)
• My team had good people that were capable of doing much more and
needed to be given a chance
FM Context

112. ‘Create a lean ITV making world class programmes capable of being
broadcast over different platforms and sold around the globe.’
The Company Strategy
…or Mission Statement
…or Vision
…or Objective
…etc…

113. • Give them a place they are proud of and want to work in
• Make it easy to work here
FM Strategy (and objectives)

114. • Know the company objective
• Understand your company structure and the functional objectives
• Understand its culture
• Understand the make up and character of the people in your buildings
(average age is young in ITV)
• Understand your own people (their capabilities, wants and needs)
My (and your) most basic understanding…

115. Our FM strategy – a three year plan
Year 1 - Fix the basics
Year 2 - Get out there
Year 3 - Global domination/One ITV
Year 4 - Measurement and Management
Year 5 - Experience and Environmental
FM Strategy

116. Four different FM groups using different systems
Generally poor office accommodation
6 different company helpdesks - frustration
Different buses
Quick wins
Listen to the staff – roadshow feedback
One ITV
Tip number 1 - set your aircon to 23 degrees…
Tip number 2 - who is the cleaning lady?
Tip number 3 - 54321
Year 1 – Fix the basics

117. Fix the basics…

118. No internal colleague brand – pictures of ‘talent’ (TV stars)
No one listens to us…
Little pride in the workplace
Getting our people out into the business to get known
Find out what colleagues really value? (Coffee!)
New ways of working?
Tip number 4 be personally visual
Tip number 5 the power of internal marketing
Tip number 6 people prefer American diners
Year 2 – Get out there

119. Get out there…
Personally visual…

120. Internal marketing
PA forum
Backstage tours
Get out there…

121. Get out there…

122. Separate News property structure (no one loves us)
Disengaged with ITV
Over 100 buildings
Programme of consolidation & refurbishment
ITV internal brand
International beckoning…
Tip number 7 show interest in what everyone does
Tip number 8 opportunity knocks - get in there!
Year 3 - Global domination
(well, UK first!)

123. Global domination…

124. We went back to basics in the way we measured the value we brought
We reviewed the way we managed our service providers
We don’t like SLA/KPI’s (work for commodities, not for people)
One team, involve everyone
Tip number 9 - Celebrate your successes (with everyone who will listen!)
Year 4 – Measurement and Management

125. 0
20
40
60
80
100
120
2011 2012 2013 2014
Number of properties
£0
£2,000,000
£4,000,000
£6,000,000
£8,000,000
£10,000,000
£12,000,000
£14,000,000
2011 2012 2013 2014
Cost of rent
4200
4300
4400
4500
4600
4700
4800
4900
2011 2012 2013 2014
Company headcount
Adding value…space reduction

126. Adding value…business services
2011 2012 2013 2014
6758 1086 173 154
Purchase orders raised for Stationery, Newspapers, Couriers & Archiving
Stationery costs – saved £400k
Newspapers – saved £250k
Archiving – saved (so far) £500k

127. Adding value…engagement
Contributing to an engagement score of 90%

128. Adding value…internal ITV brand

129. Adding value…
Giving them a place they
are proud to work in

130. Workplace Services…
2011 2014
Mechanical and electrical services Pantries consumables
Catering Studios cleaning
Hospitality Recycling
Cleaning 54321
Waste Helpdesk
Switchboard Office printers
Security Audience handling
Reception Handyman services
Building maintenance Stationery
Couriers Newspapers
Post Print room services
Goods in/out Script printing
Archiving Mobile phones
Utilities Technical stores
Space allocation Environmental services
Relocations Office refurbishment projects
Fire systems, training & evacuation Pictures & office brand
Action vehicles – sourcing and driver provision Engagement events and projects
Pool vehicles Company vehicle leasing
Vehicle and driver compliance Fuel cards

131. Traditional FM
Services
Business
Services
Production
Services
Internal
ITV Brand
Workplace Services

132. • The job is what you make it – change your attitude (Fish)
• When all’s said and done there’s a lot more said than done – so do!
• JFDI (no-one will blame you if you get it wrong if the sentiment is good
and the intent is there)
• Get out there, no really, get out there.
• Love your procurement people
• The power of the Unsolicited Note
• A good team well led can work anywhere
• Cant look back and have a brand new start but you can look forward and
have a brand new ending.
• Newtons 3rd law – your job to consider this…
• And lastly - Thinking time
My personal experience

133. Refocusing on our environmental impact to reduce costs
(sustainability and carbon reduction is important)
Give back control
Thinking about an old thing in a new way
Experience level agreements
Year 5 - Experience and Environmental…

134. The SLA is dead…long live the Experience
Service or Experience – what would you choose?
Replacing Service Levels with Experience Levels
SLA’s – Rigid, stifle creativity, tick box FM, bland, one dimensional, cold
ELA’s – Fluid, engaging, colourful, four dimensional, five senses, lasting
Four customer S’s that are part of the Experience
Satisfaction – what the customer expects
Sacrifice – what the customer doesn’t notice or mind not having
Surprise – what the customer remembers
Suspense – what the customer anticipates
Each and every action should contribute to the total experience being staged

135. • Understand the company strategy first
• Understand the company culture
• Know where you are starting in FM – be honest
• Understand the direction you want to take
• But don’t plan too far ahead (stay agile and above all keep it simple)
• Know your business and get out there
• Be bold, think of FM as an engagement tool not a commodity
• Examine and then rewrite your SLA as ELA
In summary…

136. Thank you