BIFM North Region Event January 2015

“Strategic FM”

Mark Whittaker

BIFM North

2 | 2015 KLE1 – Strategic FM

Welcome & Thanks


TwitterToday’s event: #bifmkle

@mcr_central

@bifm_north

@Leesman_Index

@TheXenonGroup

@itv

@Whitbags


Why Strategic FM?


The BIFM North Summer Ball

> Thursday 9th July: BIFM North Ball, Hilton Deansgate

Today’s Event


Introduction to today’s speakers

Russ Forshaw – FM Director

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

Manchester Central in 3 minutes

In the heart of the city

Facilities Management at Manchester Central

Our Journey

Inadequate planned maintenance or asset replacement

Infrastructure, structure and fabric ‘issues’

Recruitment ‘challenges’

Spiralling consumption

Supply chain development

Ongoing departmental growth

Our Achievements - Team

Our Achievements - Projects

Our Achievements - Sustainability

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

“Without data, you are nothing more than a person with an opinion…”

William Deming, American engineer, statistician, professor, author, lecturer.

Tim Oldman CEO & Co-founder

We do one thing, one way:

Measure how workplaces support those who use them

Activities

Features

Facilities

Lmi The standardised measure of

how well workplaces work

0 100

Poorly supporting Highly supporting

Lmi 32.9 Lmi 84.6

Lmi

17 Languages leesmanindex.com

46 Countries

690 Corporate workplaces

63% Average response rate

76,000 Individual employee responses

The largest contemporary collection of workplace performance data

4% Rest of the world

12% Rest of Europe

48% UK

36% Nordic

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 “£1.7 billion boost” is calculated from 10% of those absent employees suddenly feeling well enough to contribute from their sickbeds because they have blisteringly fast fibre optic internet connectivity, or whether 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.

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Stephen Haynes and Colin Bullen

Opposing opinion pieces discussing

whether wellness campaigns can

deliver real value to organisations and

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design – the need to develop

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Leesman Lmi

59.8Lmi 58.0 pre-occupancyLmi 67.6 post-occupancy

[email protected]

This issue: Human Resource Special. Looking at wellness programs, the change process and a case study of Nordea.

69,504 respondents

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579 properties

63% av response rate

11 min av response time

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The design of my workplace

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Activities:

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desk based 78%

Planned meetings 76%

Telephone conversations 66%

Informal, unplanned meetings 63%

Collaborating on focused work 73%

)HDWXUHV�Desk 72%

Chair 68%

Computing equipment 66%

Telephone equipment 68%

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General cleanliness 58%

Washroom facilities / showers 46%

Restaurant / canteen 48%

General tidiness 55%

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A briefing on global workplace strategy, management, satisfaction & effectivenessDelivering 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,

SG@M�HS�CNDR�NE�@�SDBGMNKNFX�NQ�B@ƤDHMD�ETDKKDC�yearning for greater concentration. ’

Top 5 coffee producers1. Brazil2. Vietnam3. Columbia4. Indonesia5. Ethiopia

The Bean BeltAll the world’s coffee grows here:

Top 5 coffee consumers1. United States2. Germany3. Italy4. Japan5. France

Britain’s coffee shop market by shareIn 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 2013Costa 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°FCoffee grows in more than 50 countries

It takes 42 coffee beans to make an espresso

35% of coffee drinkers take their coffee black

Coffee takes 14 hrs to digest

The average coffee cup size is 9 ozThe average coffee drinker consumes approx 3 cups of coffee per day

Decafcoffee3 mg

Hotchocolate

19 mg

Shot ofespresso

27 mg

Can of cola

40 mg

Black tea

45 mg

Red Bull

80 mg

Brewed coffee95 mg

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

Others11%

Costa Coffee46.8%

Starbucks27%

Caffè Nero13.8%

AMT Coffee1.4%

Market segment by brand

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Europe’s largest resource of contemporary workplace performance data

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Dividers (between desks / areas)

Informal work areas / break-out zones

Space between work-settings

Ability to personalise my workstation

Plants & Greenery

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Accessibility of colleagues

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General cleanliness

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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

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�� :KDW�LV�WKH�/PL�PHDVXULQJ" The activities people are doing and how the physical features and facilities services provided support them in their work.

�� $UH�WKH�UHVSRQVHV�FRQƩGHQWLDO" Yes, completely anonymous. No response can ever be linked back to an individual respondent.

�� 6R�ZKDW�ZLOO�WKDW�GDWD�VKRZ" Exactly and very graphically how well your real estate is supporting the work of your teams in your spaces.

�� $QG�GRHV�WKLV�PHDVXUH�VWDƨ�SURGXFWLYLW\" Not directly, but it does ask whether the design NE�SGD�VNQJOK@BD�DM@AKDR�RS@Ƥ�SN�ŖVNQJ�OQNCTBSHUDKXŗ �

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'DWD�UHYLHZ�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.

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Ţ 192 surveys across 579 locations Ţ 72% pre-project, 17% post-project, 11% other Ţ 63% average response rateŢ 11 minute average response time

Leesman Index Q+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

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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% �� (M�NƧBD�MDSVNQJ 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

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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

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24% �� Quiet rooms for working alone or in pairs

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total no of respondents

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Q. Why is strategic FM so important?

The design of my workplace enables me to work productively1 1 Leesman Office – 01.01.15

54%

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%

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%!


N! Automotive! 112! 48.9! 42%! 16%!

Q! Information Technology Services! 244! 48.7! 33%! 20%!


N! Automotive! 116! 47.8! 45%! 28%!

R! Commercial Real Estate! 198! 47.7! 37%! 29%!

N! Automotive! 496! 47.6! 46%! 33%!


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%

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?

The design of my workplace enables me to work productively

86%

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?

The design of my workplace enables me to work productively

15%

-

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

-

10

20

30

40

50

60

70

80

90

100

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

-

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 ?

me vs we 0 100

Poorly supporting Highly supporting

Lmi 32.9 Lmi 84.6

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%




Reading Individual focused work

away from your desk



Top 15 Bottom 15 Individual Activities by volume of Importance

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%




Reading Individual focused work

away from your desk



Top 15 Bottom 15

4/7

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Planned meetings



Collaborating on focused

work

Hosting visitors, clients or

customers

Collaborating on creative

work



Audio conferences

Video conferences

Top 15 Bottom 15 Collaborative Activities by volume of Importance

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



Collaborating on focused

work

Hosting visitors, clients or

customers

Collaborating on creative

work



Audio conferences

Video conferences

Top 15 Bottom 15 Collaborative Activities by volume of Importance

9/10

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



Shared storage

Top 15 Bottom 15 Features supporting individuals by volume of Importance

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



Shared storage

Top 15 Bottom 15 Features supporting individuals by satisfaction

4/10

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%




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

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%




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

The cost of everything, but the value of nothing.

The design of my workplace enables me to work productively1 1 Leesman Office – 01.01.15

54%

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

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

•  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%

Fit for purpose Effective

Functional

Sustainable

World Green Building Council

worldgbc.org

Build workplaces that make a positive contribution to orgnisational performance.

Recognising excellence in workplace effectiveness

+

+ 21/ 690

NCC PD Land Securities +

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

Recognising excellence in workplace effecBveness.

10 –– Issue 15

Darwin is often mis-quoted as saying it is the strongest who survive. He actually proposed

that it is the “adaptable” who survive – those who change and develop in line with changes in their surroundings. If the same is true in corporate life, is it not time to offer greater help for employees to adapt to workplace changes

around them by looking at the world from their angle? So I’ve ploughed through large amounts of change, change management and workplace change literature. And at the risk of oversimplification, I would say most focus on employee resistance and on the various “tricks,” such as communication and

engagement, to overcome this resistance.

But I think it’s a bit too harsh to say that people blindly resist change – I would suggest instead that they merely “react.”And I think you will agree that to “react” is an entirely reasonable response when stuff is going on around you.

Wouldn’t it in fact be rather alarming if nobody challenged a move from a private office to open plan, or giving up their designated desk in return for having the option to choose between numerous free workstations every morning? Wouldn’t that signal a complete lack of

engagement and motivation? So everyone should

be allowed – or actually encouraged – to challenge new things in their organisations. So I suggest we stop talking about employee resistance as the worst challenge a manager can face, and instead embrace the change critique that people offer.It has also frustrated me while digging through endless academic papers on transformational change, how employees are too often lazily massed as a homogenous group called “the employees” and how this group is then seen as an object in which change needs

to be implemented. It is almost as if the employees were one and the same person who thinks and reacts in the same way. Yet we all know this to be so far from reality. The reality is, not everyone will react in the

same way. When change is delivered, some people get excited while others put their foot down and challenge what is happening. We simply are not all the same.

At the Workplace Trends event in London a few weeks ago, one of the speakers was asked how the employees had reacted to the workplace

change that they had delivered. Her answer “Some people will always complain” was met with comfortable laughter from the audience, as to confirm “we know what

you mean, we’ve all dealt with those people.”But instead of just laughing and accepting that some employees will “always” complain and using that as justification to ignore the problem, why not make an effort to actually understand why some people

always complain. One popular model used to describe the emotional process that employees go through when confronted with change is the so-called Change Curve. It was originally developed by Kübler-Ross to explain how people deal with catastrophic loss, and it suggests that people go through the stages

of denial, anger, bargaining

and depression before reaching the final stage of acceptance. Although it serves the purpose of communicating the emotional process people might go through in change, there’s again a risk that it is used to oversimplify the experience of several individuals into one collective

experience. And certainly don’t expect employees to progress through the curve at the same pace. In my research I’ve heard two individuals from the same organisation, who were subject to the same communication and engagement, give completely contradicting answers about certain events related to their office relocation. I’ve also seen how location decisions, distribution of office rooms and allocation of parking spaces have become big issues and have caused unnecessary distractions for project teams because of unanswered questions, wrong interpretations and a

M@KXRHR��[��/DFFHD�1NSGD�

The LPSRUWDQFH�RI�SHUFHLYHG�IDLUQHVV�LQ�WKH�FKDQJH�SURFHVV

!DENQD�INHMHMF�+DDRL@M�� I spent my time at the Aalto University in 'DKRHMJH�QDRD@QBGHMF�how people experience relocations and VNQJOK@BD�BG@MFD �I’ve had a chance to dig deep into case organisations and assess how employees, as individuals, make sense of the process @QNTMC�SGDL �

‘Wouldn’t it in fact be rather alarming if nobody challenged a move from a private NƧBD�SN�NODM�OK@M��NQ�FHUHMF�TO�SGDHQ�designated desk in return for having the option to choose between numerous free VNQJRS@SHNMR�DUDQX�LNQMHMF�ŗ

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Source: Adapted from Kübler-Ross (1982) & Procheska and Diclemente (1992)

ShockSuprise or shock at the event

DenialDisbelief; looking for evidence that it isn’t true

FustrationRecognition that things are different;sometimes angry

DepressionLow mood; lacking energy

ExperimentInitial engagement with the new situation

DecisionLearning how to work in the new situation; feeling more positive

IntegrationChanges integrated;a renewed individual

Pre contemplationContemplation

PreperationAction

Maintenance

Mor

ale

and

com

pete

nce

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

“£1.7 billion boost” is calculated

from 10% of those absent

employees suddenly feeling

well enough to contribute from

their sickbeds because they

have blisteringly fast fibre optic

internet connectivity, or whether

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.

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Stephen Haynes and Colin Bullen

Opposing opinion pieces discussing

whether wellness campaigns can

deliver real value to organisations and

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The human imprint in workplace

design – the need to develop

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Leesman’s newest recruit, fresh from her

PhD workplace research, examines the risk

of not seeing change from an employee’s

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Issue 15 | 2014 Q3

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Leesman Lmi

59.8Lmi 58.0 pre-occupancy

Lmi 67.6 post-occupancy

[email protected]

This issue: Human Resource Special. Looking at wellness programs, the change process and a case study of Nordea.

69,504 respondents

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579 properties

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54.3%

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Individual focused work,

desk based 78%

Planned meetings 76%

Telephone conversations 66%

Informal, unplanned meetings 63%

Collaborating on focused work 73%

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Chair 68%

Computing equipment 66%

Telephone equipment 68%

Printing / copying /

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Facilities:

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refreshment facilities 65%

General cleanliness 58%

Washroom facilities / showers 46%

Restaurant / canteen 48%

General tidiness 55%

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150

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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,

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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 42 coffee beans to make an espresso

35% of coffee drinkers take their coffee black

Coffee takes 14 hrs to digest

The average coffee cup size is 9 oz

The average coffee drinker consumes approx

3 cups of coffee per day

Decafcoffee3 mg

Hotchocolate

19 mg

Shot ofespresso

27 mg

Can of cola

40 mg

Black tea

45 mg

Red Bull

80 mg

Brewed coffee95 mg

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

Others11%

Costa Coffee46.8%Starbucks

27%

Caffè Nero13.8%

AMT Coffee1.4%

Market segment by brand

3URSHUW\�EHFRPHV�DQ�+5�LVVXH

1 | BIFM North Region Key Learning Event of 2015 – Strategic FM

Speaker

Mr. David MorrisFFA 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.


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.


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.


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.


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).


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.


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.


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.



> 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?


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.


Step 5 – Implement the Strategy

> Define what success looks like.

> Set and agree the processes – Balanced Scorecard, SLAs and KPIs.


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?


Step 6 – Review


Step 6 - Review

> The classic Continuous Improvement model is Deming’s Cycle.


Any Questions

Facilities Management Strategy

Ian Jones – Director of Facilities & Estates ITV PLC

Strategy…

• 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

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

FLIPCHART ExerciseNine boxes

Know your audience…

This is important…

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?

• ITV 2005-2010

• 12 companies

• Run by TV people

• Not One-ITV

• 2009 payroll

Company Context

• 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

‘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…

• Give them a place they are proud of and want to work in

• Make it easy to work here

FM Strategy (and objectives)

• 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…

Our FM strategy – a three year plan

Year 1 - Fix the basicsYear 2 - Get out thereYear 3 - Global domination/One ITV

Year 4 - Measurement and ManagementYear 5 - Experience and Environmental

FM Strategy

Four different FM groups using different systemsGenerally poor office accommodation 6 different company helpdesks - frustrationDifferent buses

Quick winsListen to the staff – roadshow feedbackOne 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

Fix the basics…

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 knownFind out what colleagues really value? (Coffee!)New ways of working?

Tip number 4 be personally visual Tip number 5 the power of internal marketingTip number 6 people prefer American diners

Year 2 – Get out there

Get out there…

Personally visual…

Internal marketingPA forumBackstage tours

Get out there…

Get out there…

Separate News property structure (no one loves us)Disengaged with ITV Over 100 buildings

Programme of consolidation & refurbishmentITV internal brandInternational beckoning…

Tip number 7 show interest in what everyone doesTip number 8 opportunity knocks - get in there!

Year 3 - Global domination(well, UK first!)

Global domination…

We went back to basics in the way we measured the value we broughtWe 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

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

Adding value…business services

2011 2012 2013 2014

6758 1086 173 154

Purchase orders raised for Stationery, Newspapers, Couriers & Archiving

Stationery costs – saved £400kNewspapers – saved £250kArchiving – saved (so far) £500k

Adding value…engagement

Contributing to an engagement score of 90%

Adding value…internal ITV brand

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

Workplace Services…

2011 2014Mechanical 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

Traditional FMServices

BusinessServices

ProductionServices

InternalITV Brand

Workplace Services

• 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

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 wayExperience level agreements

Year 5 - Experience and Environmental…

The SLA is dead…long live the Experience

Service or Experience – what would you choose?Replacing Service Levels with Experience LevelsSLA’s – Rigid, stifle creativity, tick box FM, bland, one dimensional, coldELA’s – Fluid, engaging, colourful, four dimensional, five senses, lasting

Four customer S’s that are part of the ExperienceSatisfaction – what the customer expectsSacrifice – what the customer doesn’t notice or mind not havingSurprise – what the customer remembersSuspense – what the customer anticipates

Each and every action should contribute to the total experience being staged

• 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…

Thank you

BIFM North Region Event January 2015

Business

Transcript of BIFM North Region Event January 2015