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MAINTENANCE AND FACILITIES MANAGEMENT ALDHAM ROBARTS: GLOBAL BANK CALL CENTRE [Document subtitle] FEBRUARY 2, 2015 601272 [Company address]
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Transcript of facilities management
MAINTENANCE AND FACILITIES MANAGEMENT ALDHAM
ROBARTS: GLOBAL BANK CALL CENTRE [Document subtitle]
FEBRUARY 2, 2015 601272
[Company address]
601272 Global Bank 02/02/2015
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Contents 1. Executive summary............................................................................................................... 3
2. Introduction.............................................................................. Error! Bookmark not defined.
3. Management of individual services ........................................................................................... 4
3.1 SWOT ................................................................................................................................. 4
3.2 GB goals and objectives –..................................................................................................... 6
3.3 Refurbishment and hard maintenance services ................................................................. 0
3.5 IT Infrastructure ................................................................................................................ 14
3.6 Telephone systems ........................................................................................................ 14
3.7 Data rooms/ data centres............................................................................................... 14
3.8 Wireless networks ......................................................................................................... 14
3.9 Cloud computing ........................................................................................................... 15
3.10 Generators .................................................................................................................. 15
3.12 Space planning ................................................................................................................ 15
3.17 Hot-desking ................................................................................................................. 17
4. Soft FM services and benchmarking ......................................................................................... 19
4.1 Outsourcing vs in-house ................................................................................................. 19
4.3 Service delivery.............................................................................................................. 20
4.4 Benchmarking:............................................................................................................... 21
4.5 Single service provider: .................................................................................................. 23
4.6 Managing agent (MA) .................................................................................................... 23
4.7 Managing contractor (MC) ............................................................................................. 24
4.8 Total FM provider (TFM)................................................................................................. 24
4.9 Quality insurance ........................................................................................................... 24
4.10 Service provider ........................................................................................................... 24
4.11 Procurement: Catering/cleaning/ security ..................................................................... 25
4.12 Catering ...................................................................................................................... 26
4.21 Cleaning ...................................................................................................................... 28
4.25 Security ....................................................................................................................... 29
5. Building maintenance ......................................................................................................... 30
5.1 CMMS ........................................................................................................................... 31
5.2 Programmes cost reduction strategy ........................................................................................ 0
Planned preventative maintenance plan ................................................................................. 0
5.3 Legislation ....................................................................................................................... 0
6. Enhancing the FM role .............................................................................................................. 1
6.1 Risks................................................................................................................................... 1
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6.2 Corporate need .................................................................................................................. 2
6.3 Customer care/ service ....................................................................................................... 3
6.4 Communication .................................................................................................................. 4
6.5 Ongoing role (post occupancy evaluation) ............................................................................ 5
7 innovation categories ............................................................................................................ 6
7.1 FM help desk ................................................................................................................... 6
7.2 Technology innovation ..................................................................................................... 7
7.3 BS 11000 ......................................................................................................................... 7
7.4 Process innovation........................................................................................................... 8
7.5 Sustainability innovation .................................................................................................. 8
8. References ............................................................................................................................... 9
9. Appendix ............................................................................................................................... 11
POLICY STATEMENT .................................................................................................................... 18
ENGERGY CONSERVATION ....................................................................................................... 19
Horseferry Road ...................................................................................................................... 19
All buildings................................................................................................................................ 19
REFURBISHMENT PROJECTS ........................................................................................................ 20
GENERAL OFFICE PRACTICIES....................................................................................................... 20
Office products........................................................................................................................... 20
Building Maintenance ................................................................................................................. 20
Waste Management ................................................................................................................... 20
Water consumption .................................................................................................................... 21
ENERGY EFFICIENCY .................................................................................................................... 21
OTHER ................................................................................................................................ 21
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1.Executive summary The report will be using the following case studies as bench marks:
BBC Media city,
Co-operative Manchester
Fujitsu
Netsumo – Canary Warf
White young Green International
Molinare phase 3
Channel 4 – London (see appendices for environmental report)
Millennium House Liverpool
Emrill Case study
Management of individual services produce a structural point of the strengths, opportunities,
weaknesses and threats of how each aspects of the building is performing as such and what is
lacking for the refurbishment. A condition report renewed from the previous one states the
condition of elements in the building for renew or repair. A detailed cost plan of the refurbishment provides the overall price for the build costs £6,378,936.08.
The It infrastructure that is already implemented and what will need to be changed linking to space
planning and how all of this can be integrated into the existing building. What will be appropriate to
be put where and how it will benefit the building in its located location. It reveals how to use and
make use of effective space through the use of hot-desking and how this will benefit the company as
a whole. The extra space will be used as swing spaces especially in the zones 1-3, how it can be
manipulated into movable space for the use of hot-desking. The development of multiple users
being able to benefit and use a space at multiple time periods without affecting one another work progress.
The report moves onto relating the benefits of soft facilities management. How outsourcing Vs in-
house is better developed for a call centre and the types of individual or multip le services that can
be sourced. The call centre operates on an outsourcing policy through catering, security and
cleaning staff. Each is specifically chosen through a harsh tendering process benchmarked through
other companies seeing the effectiveness and benefits of each. An example for catering would be
employing an outsourced company to provide all of the food needed although the organisation still
retains control over the costs and the menu. This helps them create and structure their menus
dependant on customer needs and wants i.e. religion. Catering staff will be provided from the
outsourced company and linking to religion having a specialised chef to cook all of the meals. The
programme strategy produces a preventative maintenance plan and the legislation behind it. Lastly it provides ways in which the FM can be enhanced through the organisation.
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2. Introduction This report takes under construction a refurbishment project for Global bank from a library into a
call centre. As a retailing banking call centre operations must be at high and a professional level.
They wish to deliver a world class retail bank for solutions to over millions of customers over two
different countries, USA and UEA. The main focus will be on customer interactions and the FM’s job
to produce these are able to happen in an effective and professionally efficient way. Innovative
efficiencies will differentiate on all levels and continual progressions for each is vital to reach their goals. The project will need to house 400 staff not including security, cleaning or catering personnel.
3. Management of individual services
3.1 SWOT
Intro to swot
Strengths: Core business 40 million customers Four financial domains 7000 offices Worlds financial institution Delivers broad range of world class banking Focus on customer propositions, innovative and efficient distribution Diverse portfolio of locations and products
Aldham Robarts Carpets Double glazed windows Stairs and lifts Concrete paving Telecommunication Open floor space Aluminium doors- easy maintenance Vehicle access Training rooms Plastered masonry walls- easily decorated Metal staircase – easy maintenance and high durability Windows covered under externals Existing lifts Quality processes and procedures New build = Prolong life span – manage carbon footprint Age of building Disabled access Welfare Operational capacity / efficiency Exclusive contract
Weaknesses: Core business Stakeholders may change their strategy
Reliant on its customer, they can switch to cheaper bank Oppositions may use their element of success against them
Aldham Robarts Vinyl flooring No showering facilities Electrical board WC in fair condition – no shower facilities Lighting- energy wastage External lighting- remedial work No kitchen area No café area Masonry paint to external render ( C condition) Combination of carpet, vinyl and painted concrete floor- no continuity Existing concrete paving slabs – C condition No carpark Air conditioning- high energy usage and not linked with heating system Lack of equipment/ telecommunications/ desks/ cubicles Structural issues Mechanical/ electoral space – Suspended ceilings/ raised access floors Backup generators Heat systems
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Call Centre – Benchmarked Hot desk utilises space Global Reputation Specialist market expertise Location New telecommunication technology Trained/ expertise staff Well capitalise; no Government reliance Complexity of operations
Call Centre – Benchmarked Low operating size high operational costs immobilization
Opportunities: Core business Connections to 70 countries Global market with minimal barriers Widening consumer base Presence in dynamic product sector
Aldham Robarts International markets Outside seating area/ designated smoking area with shelter space for: Café/Prayer room- Religion – accommodating all peoples needs holidays, religious events, prayer room/Shop/gym Area for; shops and café- profitability? Suspended floor and ceilings- run telecom cables, updated air con systems etc. Flexibility Galvanised walkways to roof- access to roof services glazed partitions walls- easily removed crèche – happy workers New technology Current + future use Utilising full area
Call Centre – Benchmarked International markets
Threats: Core business Global competition intense Changes of the needs of consumers Other local banks Increase of microfinance Strong regulatory environment
Aldham Robarts Government regulations – change of use Financial loss Telecommunication, IT infrastructure - Age of wires - Reinforce building Security – share outside area Increased cost of running Suspended ceiling - C condition replace Lighting Boiler end of economic life Pumps- end of economic life Parking restrictions Damaged roof- risk of leak, Covering C condition No info on drainage Pipe insulation Fire appliances – B condition Heating system- D conditions Electrical distribution and power – upgrade Emergency lighting- serviceable b condition Alarms (fire, refuge, disabled) serviceable Lighting and surge protection –lightning strike and power failure Concrete paving access C condition It weight / infrastructure
Call Centre – Benchmarked Economic environment
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3.2 GB goals and objectives –
To provide a reliable and responsive service for driving operational excellence across GB by consolidating, simplifying and continuously improving processing globally.
to bring the physical building up to condition and address current maintenance
issues evident (refer to condition report);
to provide a high functioning and safe workplace environment for its users, including staff and contractors;
to provide a modern building which is capable of meeting modern information technology trends;
to optimise the sustainability and efficiency of the buildings capacity; and
to ensure that risk is managed and minimised in terms of addressing the safety and sustainability of the building and its users.
Developing market Security/cleaning staff/ catering staff = added external jobs Market vacancy due to ineffective competitors Access to resources Financial resources Public sector to private
Lack of Computers Failure of telecommunications, IT infrastructure; age of wires Operational capacity/ efficiency Financial loss Social changes Internet provider failure Increasing cost of salary Political and regulatory environment Increase cost of running cost Increase cost of electricity/water
3.3 Refurbishment and hard maintenance services
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3.3.1Lower ground floor layout:
Lower ground floor
Communication and IT server
Building services Toilets / shower room
Toilets
Lift Prayer room
Cleaning supplies
Gym The toilets by the lift have been left as to be used by the staff working on this floor as people may find it awkward using the toilets situated inside the gym area as people are showering and changing. Bespoke maintenance is a specific packaged software developed for an organisation. Some will be under warranty as the first year set up is preparation for the future years. “An approach to maintenance that combines reactive, preventive and predictive practices and strategies to maximise the life-time and availability of business critical assets”. (BIFM, 2009) This will be implemented over the building.
3.3.2 Ground floor layout: 3.3.3 First floor layout
(See appendices A for furniture examples) (See appendices b for furniture)
1st floor
USA Training room
Meeting rooms
Toilets Printing/ copying room
Lift
Drinks machine Water dispenser
Office 1
Office 2
Zone 1 Zone 2
Zone 3
Ground floor
Reception Kitchen
Seating area / dinning
Helpdesk Toilets
Internet and games room
Lift Drinks / vending machine
Locker
CCTV room
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3.3.4 Second floor layout:
2nd floor
UEA
Training room Meeting rooms
Toilets
Printing/ copying room Lift
Drinks machine
Water dispenser Office 1
Office 2
Zone 1 Zone 2
Zone 3
3.4.2 Cost plan
Lower Ground Floor:
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Lower ground floor Communication and IT server – housing generator systems (appendices U), IT servers, electoral supplies/mains Building services – housing all ventilation, water mains etc. Toilets / shower room / lockers – lockers for storage of belongings while showering or using the gym. Showers for use after the gym or even after work if needs be Toilets – male and female / disabled use also still present for workers on this floor to use and not disturbing or having to use the ones in the shower room Lift – accessible for all to move around the building Prayer room – for religious worshipers to go and have a quiet area to pray in, for all religions Cleaning supplies – room to hold all cleaning products and cleaning equipment Gym – benchmarked on millennium house Liverpool with offices and an integrated gym on the lower floor
3.4.2 Ground floor:
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Ground floor Reception – located at the front of the building to greet clientele and help with any inquiries or package deliveries people have. Benchmarked on the British School of Osteopathy front receptions aesthetics and open plan reception. (see appendices C ) Kitchen – professional staff prepare and cook meals Helpdesk – easy access for all to get to and fore lay any problems or issues they may be suffering from. Toilets – male and female / disabled use also Internet and games room – break room for people to sit back and relax during break periods, to have fun and use internet as not all computers off this service. Benchmarked on the cornerstone on demand projects break room. (See appendices D )
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Lift – accessible for all to move around the building Drinks / vending machine – used at any period of the day. Mainly used by night staff when kitchen is closed. Lockers – as hot-desking is present people cannot leave belonging on desk areas so an alternative place to store ones things. CCTV room – patrolled by a security team watching over all levels internal and external
3.4.3 First floor:
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Client meeting room 1/2 These rooms are benchmarked from the Molinare phase three case study of their meeting rooms. (See appendices E ) It provides a cool, composed but professional vibe to assert professionalism but also to be relaxed in a calming environment at the same time. Same computer and telephone systems and provider throughout. Open plan circulation Dependent on the location will be in compliance with the rest of the section. Training room Benchmarked from the white young green case study of their training facilities. (See appendices F) Basic but not boring. Simplistic with Herman miller furniture sourced table, chairs and desk. Same computer and telephone systems and provider throughout. Print and copying room Both will operate with a HP Laserjet Pro Color M476dw A4 Colour Laser Printer. Located at the side for easy and everyone’s accessibility without creating disruption to anyone working. Office one / two Benchmarked off of the HG capital case study of offices. (See appendices G) Easily maintainable office rooms space not to create a divide with common traits of furniture from Herman Miller. Desks facing out the windows for a sunlight view. L-shaped desks with same computer, telephone systems and provider throughout. Drinks machine – water dispenser unit cold or extra cold with tap. Zone 1 / Zone 2 / Zone 3 These zones were benchmarked on the netsumo case study to produce an ergonomic and functional space (See appendices H) and also the Cornerstone on demand project. There they practiced a hot-desking policy. (See appendices I) Herman Miller was sourced to provide the efficient
and suitable desk and chairs range. Each zone would be a different theme dependent on how the staff would like it i.e. colour etc. Due to hot-desking themes can be based around the computer screens and
desks as home belongings cannot be left and won’t disrupt the themes. Same computer and telephone systems and provider throughout. Lift – accessible for all to move around the building If it wasn’t an open plan layout movable partitions could be put into use to separate rooms off from each other reducing noise and keeping each stage separate not interrupting the changeover periods. Also the zones could be created more specifically themed 360° around the room.
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3.4.4 Floor 2:
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Client meeting room 1/2 These rooms are benchmarked from the Molinare phase three case study of their meeting rooms. (See appendices E ) It provides a cool, composed but professional vibe to assert professionalism but also to be relaxed in a calming environment at the same time. Same computer and telephone systems and provider throughout. Open plan circulation Dependent on the location will be in compliance with the rest of the section. Training room Benchmarked from the white young green case study of their training facilities. (See appendices F) Basic but not boring. Simplistic with Herman miller furniture sourced table, chairs and de sk. Same computer and telephone systems and provider throughout. Print and copying room Both will operate with a HP Laserjet Pro Color M476dw A4 Colour Laser Printer. Located at the side for easy and everyone’s accessibility without creating disruption to anyone working. Office one / two Benchmarked off of the HG capital case study of offices. (See appendices G) Easily maintainable office rooms space not to create a divide with common traits of furniture from Herman Miller. Desks facing out the windows for a sunlight view. L-shaped desks with same computer, telephone systems and provider throughout. Drinks machine – water dispenser unit cold or extra cold with tap. Zone 1 / Zone 2 / Zone 3 These zones were benchmarked on the netsumo case study to produce an ergonomic and functional space (See appendices H) and also the Cornerstone on demand project. There they practiced a hot-desking policy. (See appendices I) Herman Miller was sourced to provide the efficient
and suitable desk and chairs range. Each zone would be a different theme dependent on how the staff would like it i.e. colour etc. Due to hot-desking themes can be based around the computer screens and
desks as home belongings cannot be left and won’t disrupt the themes. Same computer and telephone systems and provider throughout. Lift – accessible for all to move around the building If it wasn’t an open plan layout movable partitions could be put into use to separate rooms off from each other reducing noise and keeping each stage separate not interrupting the changeover periods. Also the zones could be created more specifically themed 360° around the room.
The overall price for the build costs £6,378,936.08
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3.5 IT Infrastructure
The call centre will buy their own equipment and lease out service providers. In alternative cases the
FM may have to weigh up advantages and disadvantages to the cost benefits of leasing or buying their equipment.
Advantages
Cost for IT or telephone systems certain and are known in advance
No calculations are needed if leasing Leasing provides a medium-term
source of capital which may not be available elsewhere
Possibility of immediate acquisition of cost saving on equipment
Weaknesses
The telephone or IT system cannot be withdrawn once the contract is signed and its conditions complied with
No need to tie up assets in telephone or IT systems
3.6 Telephone systems The call centre will have a large system service need for telephones therefore will need to lease out
contracts. The digitised voice data can travel with data from the internet and be flawlessly
condensed in long distance communication. Next a provider will be sourced. (See types of service provides 4.5)
3.7 Data rooms/ data centres
The data room will be located in the lower ground floor. The IBM main frame is now functioning at a
smaller server which will be mounted on racks advancing with puting power, capacity, functionality
and miniaturisation. As this room requires more attentions due to air conditioning and power requirement the FM should employ these processes:
3.8 Wireless networks Wireless connections are seen today as a way of saving money and space and utilising the need not
to used cables. Wiggins (2010) believes the aim of it is to remove all of the restrictions of being
attached to expensive and messy wires and cables both inside and outside the office. It does thus
increase efficiency, provides better coverage, produces flexibility, cuts costs and promotes new
opportunities. This bring about major challenges of risks for FM’s to keep the network safe and
secure for use and a network that doesn’t interfere with neighbouring systems. Managing the
airspace or the building insures reduced interference but it needs to be constantly and closely
monitored. This will provide very difficult as to where the call centre is actually situated with many
surrounding tenants with their own individual networks.
Adequate conditioned air at appropriate temperature and humidity Uni-interrupted power supply (UPS)
Faraday screening to protect commercial sensitive data
Cleanliness of the space to remove fire hazards, dust and packing to meet ISO 14644-1 1999 class 8 international standards
Fire protection systems Data rooms are under constant evaluation therefore it must stay up to code and within legislation.
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3.9 Cloud computing Cloud computing could virtually mean an office would not be needed but just a headquarter for all
of the servers. If for some reason a member of staff couldn’t make i t into work cloud computing is
the use of a computing resource which delivers a service to a network. The user can access a “cloud
base” and connect to the network through an interface or application and be instantly connected to
the server. Therefore cloud computing should be set up as a last resort for the call centre and
benefits the company as they do not lose a member of staff and the business regulates as standard.
3.10 Generators The call centre will operate diesel powered generators with integrated silencers for business use.
The implementation of Hyundai DHY9KSEm Single Phase Diesel Generator will be used with a smaller
system backup generators operating at a lower voltage. All these will need interfacing with the
normal mains. This enables them to react within two seconds when the primary generators fail and
supply electricity to the building. It takes a duration of 2hours for the primary generators power to return
3.11 Accessibility
FM have been helping their organisation to meet legal and moral duties through the provision and
terms of the accessibility and anti-discrimination act. There are some adequate facilities for disabled
access but there’s a need for a drastic transformation to aid in all disabilities and not just wheelchair
access. If there were blind people to work here there would be a need to produce brail signs on toilets, offices, vending machines, lift and so on.
3.12 Space planning
This task is essentially determining how much space a certain amount of people will need and how
many people can be held in this space. In this case each member off staff has 10m2. Wiggins (2010)
states that FM’s must keep up to date with relevant legislation and new developments in the way
space can be used to support an organisation. Space planning links into planned preventative
maintenance as an example of fire and safety legislation. The space must be planed according with fire exit points and extinguishers at the relevant positions providing alliance with H&S regulation.
3.13 PREPARING A BRIEF: SPACE DEMAND:
Binder (2008 cited in Cotts 2010, pg 116) space is the frontier of facilities management. When space
planning and management is undertaken it must take the overall organisational context into account
and all specifics as they can have detrimental effects on organisational requirements and users
expectations. General trends within the work place influence what ought to be completed and by
whom I.e. through mobile working. According to Eley (2013, pg.3) policies must be framed to meet
the objectives, for example a meeting room policy should be aimed at ensuring that the appropriate
interactions can take place between internal and external groups. Therefore the facilities team will need to know how to increase productivity which drive the relation within space use.
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Functional needs in the context of cultural style
> >Current and desired w ork or learning styles, including opening hours, core day periods, etc.
> >Meeting or teaching patterns – formal, informal, individual or group w ork
> >Numbers of people – headcount and contract, full and part time, peaks
> >Space allocation principles, i.e. non-allocated w orkspaces, enclosure entitlement
> >Space standards to be used, per w orkspace footprint
> >Storage requirements – individual, group and departmental
> >I T current and likely future support requirements
(Eley, 2013)
3.14 Effective use of space
The FM will need to understand the stock of their portfolio in relation to how it matches the need
requirements. This ties in with understanding the corporate need, (see 6.2) they must understand
the asset/ user needs for what triggers change developing a plan space brief which can be changed
over time. A well-documented plan supports space utilisation and performance to be monitored.
When looking into effective use there isn’t a car park or space to build one so therefore the
organisation may put on a shuttle bus service.
3.15 Space audit
The FM must establish the intention and purpose of space and state the reasoning behind the audit. This will produce a focus for the audit team.
Advantages:
Review the way work is organised, the patterns of work and the space used to perform the various activities
Examine the suitability of existing building stock for the business operation See whether space costs and use match best practice benchmarks
Critically review the organisations space strategy
Use the audit to assess the real and perceived performance of the FM function with regard to space
Examine the demand for space arising from the impact of the technological change, staff expectations and legislative/ regulatory requirements
(Wiggins, 2010)
In the call centre the FM can use this as hard evidence and avoid disagreement with respects to
space. The use of CAFM systems update evidence and make essential changes to the way the space
can be managed. It therefore improves performance and conveys reduction in cost. More than one survey option will be conducted to establish conclusive information.
Environmental planning was pretty simple in the past however due to the continual ever-changing
business operations the organisations must think more about their operatives as well as
organisational objectives. Moleski and Lang (1986 cited in Finch, 2012 p.84) stated corporate design
must include an in-depth analysis of the corporation as a social organisation, the behaviour of the
individuals within it, and the physical setting that houses it – a total system of interrelated parts.
3.16 Swing space:
This will be implemented on floors one and two leaving keep a “fit factor” always free for allowance
of odd space if needed. This permits for moveable capacity enabling relocation. Therefore it has the
ability to adapt for any quick relocations.
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3.17 Hot-desking Hot-desking is a system developed in office organisations involving multiple workers using a
workstation at different shift patterns instead of each person having a desk. This is used in
workplaces where staff will be coming in at all different time periods and are able to use an available desk.
With the growth of this and the mobility of service, including a routing voice and messaging service
means they are able to log in at any location. This is where cloud computing can be implemented.
(See3.9) KPI’s will indicate progress from implementation of this new system and stating whether or
not it reaches strategic goals. The emergence of hot-desking improves the technology input of a
workplace making it more simplistic and efficient. It will be maintained by software integrating with
the organisations communications system and tailored to specific companies.
Advantages
1. Saves money
2. Better work/life balance
3. More interactive work environment
4. space savings up to 30%
5. improves technology of workplace
Disadvantages
1. Nothing personal about your workspace
2. No sense of permanence
3. One workstation+ multiple workers=lots of germs
Benchmarked from the BBC Media city in Manchester. They delivered this project for staff who are
individuals or freelancers for the digital opportunity to complete work if they spend time here and
are based away and having meetings or clients nearby. Katie Gallagher, (2014 cited in Manchester
evening news 2015) stating, this is a great opportunity for freelance and small business members to
take advantage of the fantastic, state of the art facilities of the landing and benefit from being at the heart of Media City UK.
Space maintenance and hot-desking link hand in hand and also with shift patterns. The flexibility of
shift patterns and hot-desking mean all staff move freely around the space layout on day to day working hours.
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3.18 Shift patterns
USA UK UAE UK
8pm-6am 1pm-11am 8am-6pm 4am-2pm
Shift 1 2 3 USA 5am-2pm 1pm-10pm 9pm-6am
Staff 50 100 50 Shift 1 2 3
UEA 4am-1pm 12pm-9pm 8pm-5am
Staff 50 100 50
The shift patterns are divided into three selected shift times. This is to be in compliance with the time
zone difference from country to country. Dependant on the time the UK base the priority times with
the other countries to where the highest influx of calls will be taken and provide a shift pattern around
this. As its shows, all three shift patterns interlink to each other as they have overlapping periods.
Therefore there is a continual presence of service of operators. Also dependant on the busier periods
of clientele calling, the number of staff have been dispersed over the two floors for prime time shifts,
shit 2, 9 hours, the higher calling times for both departments and then half the number for the
remaining two shifts, shift 1 and 3, as these are much slower periods thus not needing the same
amount of staff. As these three shift patterns overlap and the use of hot-desking will be implemented,
the three shift patterns will be located over the three zones. Each person has a space on 10m2 where
personal belonging must be kept in secure lockers on the ground floor for security reasons. If a person
is to leave their computer for longer than 10 minutes this is a security breach and an email will be sent to them. Computers must be locked when stepping away from the space.
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4. Soft FM services and benchmarking 4.1 Outsourcing vs in-house
Outsourcing:
Cost efficiencies have been the driving force behind FM outsourcing. (Wiggins, 2010) Outside
specialists can bring about the most effective innovations of skill sets together. Companies can pick
from specialist sophisticated market places for a diverse range of suppliers. Although cost efficiency
is a crucial part of outsourcing there is also an increasing need for the contractor to innovate and
add value to the delivery service. Wiggins (2010) proposes that some companies don’t just source
from a single company alone, (i.e. Johnson control who divulge in everything from computers to
stationary) they source from 50-60 service lines or some bundle into two or three contracts. Merging the number of contracts will result in cost benefits, straight forward administration and flexibility.
(Baldry, 2003) pg 136 (Baldry, 2003) pg 137
4.2 In-house
In-house used to be a very traditional and a common method especially when businesses are directly
owned by the organisation with their own materials, plant and labour already present. Businesses have slowly moved away from the holistic provision to niche.
Advantages • Complete control over maintenance operation • Common interests and concerns
• Familiarity and commitment to estate and its occupiers • Priority: work persons always
available
Disadvantages • Inefficiency: cost and bonus drift • Requires sustained workload to be profitable
• May not maximise use of plant and stores: underutilised overheads • Supervision may be difficult as
maintenance manager may not
Disadvantages: Confidentiality of data / security
Personnel problems – shit from user to supplier
Lack of control of suppliers Risk of selecting a poor supplier
Long term fixed contracts
Lose in-house expertise or capabilities Ownership of new applications with
suppliers
Ignores in-house solution
Supplier commitment being questionable
Suppliers continuity not assured
Learning curve for supplier
Lack of independent advice from supplier
Suppliers capacity
Advantages Reduced costs/economic scale
Concentration on core business / strategic appreciation of service
Right-sized headcount / reduce space
Improved productivity / operational efficiencies
Increased flexibility
Latest technology Overcome skills shortage
Add value with no extra cost
Improved management control Improved accountability/
performance levels monitored / user risk reduced
Tax gain
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control payments • Health and safety training etc.
comparatively more expensive It is very apparent that the majority of disadvantages rules. The in-house team will require a
management effort which will need to be diverted from the core activities therefore proving to be
inflexible and difficult to change to manage. (Wiggins, 2010) States cost and manpower savings are
unlikely to be achievable. Consequently no business will want to lose money on any return so in -house sourcing is an unproductive and realistically poor strategy.
4.3 Service delivery
FM manages services of both the external and internal customer. Service delivery consequently
highlights the performance of efficiency of the FM. The future of a business will depend on the
continual and potential customers and will be based on how well they are treated. What service delivery delivers:
Finance • Reduce cost of operations • Provide services at a competitive price • Leverage spend within region and globally to
achieve best in class pricing
Customers • Improve customer satisfaction • Enhance customer productivity, serves as a business enabler
• Improve service delivery – quality, response time
• Not compromise service quality and delivery
• Not adversely impact business operations/minimal
business disruption • Fit with your company culture
Services • Enhance oversight and delivery of
services •Meet your company’s expectations and
standards • Provide flexible/scalable model
Processes • Improve internal processes and promote
innovation • Reduce management complexity
• Promote consistency of processes, controls, reporting
• Provide wider access to marketplace, best practices and
knowledge sharing across sites • Enhance use of systems and technology
• Not adversely impact environmental health and safety (EHS)
and regulatory compliance People
• Best utilize expertise of in‐house and service provider’s staff
• Best support your organization structure •Maintain safe work place
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((Wiggins 2014)
4.4 Benchmarking: It’s defined as to measure the effectiveness of in-house practices against external practices in
related organisations or industrial sectors and against an organisation identified as achieving best
practice in the area under scrutiny. (Brooks, 2009) The two main case studies used are Fujitsu and Co-op.
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Co-op man The co-operative moved from London to Manchester. The FM asked the staff who were moving if money wasn’t an issue what technology and so on would they like. It was completely different to what they already had but benefited their creative needs. They took time learning about different teams needs initiating FM into the business supporting them. Bainbridge needed to support and trust from senior management to account for the desirable finish they staff wanted. In order to produce operational activity and strategic thinking outsourcing is the predominant role to be trusted for these t be completed. As RICS (2014 cited in Davles 2014 pg. 22) report notes, outsourcing operational activities frees in-house FMs to focus more on long-term planning and strategic challenges. Therefore outsourcing is beneficial for a more strategic FM. The move allowed the FM to enhance workplace surroundings producing a more creative workplace. It was all achieved through occupant participation establishing efficient workplaces and working patterns.
Fujitsu The call centre will be benchmarked against the Fujitsu services designing for value study. Its core strengths is to deliver IT infrastructure and outsourcing across desktops, data and networking centres and consulting integration deployment. They place high responsibility on their customer satisfaction levels within the demand of the call centre. They place the customer as the most imperative measure of the service acknowledging the customers actual needs and wants. By delivering exactly what they want it repeats business contracts being secured whilst innovation and performance continually improve therefore acting with customer knowledge points to operational alignment. The implementation phases meant they began redesigning the process with the importance on people, value creation and the problem solving process. Innovative KPI’s and service-level agreements were constructed about the business goals and clients and not on the process or target of the staff. Womack, jones and Roos, ( 1990 authors of The machine that changed the world cited in Fujitsu 2004) State they agree that employees are to prosper in this environment, companies must offer them a continuing variety of challenges. Fujitsu help desk has aided in the reduction of 60% of incoming demand, service costs 64% and employee satisfaction increased by 30%. They are now able to offer this reduced service for all clients due to confidence in demand. Example: Fujitzu have applied environmental principles such as remote It management, online services and pre-contract analysis. They have helped an airline company, BMI with a helpdesk strategy managing to reduce queues at tickets offices. It Richard Dawson stated, over the last two years calls have been reduced by 40% and time to fix reduced by 70% in addition, a large government
client saw customer satisfaction ratings raised from 5.2% to 8.5%, a 63% increase. (Neely, 2004)
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Therefore it’s best described by Leibfried and McNair (1994 cited in Brooks 2009, pg217) it is and
external focus on internal activities, functions or operations in order to achieve continuous
improvement.
4.5 Single service provider: Single service providers are organisational businesses with procurement strategies that dedicates to
a single supplier for each required service e.g. cleaning, catering, security etc. Many are procured for
preference rather than selecting other sourcing options:
Advantages
• market expertise
• niche market
• in house capacity & expertise
• other services catered for (in
house or already outsourced) • to satisfy specific organisational needs (strategic or operational)
• risk reduction
• provides greater operational control
(BIFM, 2009)
As the organisations outsourcing policies will evidently mature the sourcing options will thus need to
mature correspondingly. Suitable sourcing options will be required to satisfy the business case
where the superior economies and efficiencies are recognised.
4.6 Managing agent (MA)
Managing agents are based on establishing contractual relationships from individual services to an
organisation and appointing a management company to monitor the behaviour of delivery,
performance and relations. This is thus a client representative/ managing agent appointed through
using the external organisation. The multiple service providers are selected through competitive
tendering via a formal contract. This exists amongst the MA, client organisation and the individual or it can be as a package of service contractors and the client organisation.
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(BIFM, 2009)
The managing agent is the most expensive option. It’s provided by property managers who have
management skills rather than the typical operational providers. Wiggins (2010) defines it as a short-
term strategy that is very useful when establishing FM for the first time, and it tends not to be a long-
term solution or strategy due to its high cost.
4.7 Managing contractor (MC) A contract exists between the client organisation and supplier. Sub-contractors fall underneath he MC but have no relationship with the client. Therefore here is only one point of contact no matter what he service problem may be.
4.8 Total FM provider (TFM) TFM supplies a fixed price through support services by employed staff or using outside suppliers. Client organisation, instead of individual company service contracts, would have a tender for a primary contract. This means the client organisation benefits with only one direct point of contact to manage with. Skilled staff are needed to manage this contract so there are no gaps that exist within the specifications. This type promotes a clear advantage with reduced administration input. On the other hand this means the client will have less control over the subcontractors that are used and a major disagreement into when the contract should expire or terminated.
4.9 Quality insurance
BS 5750 or ISO 9000 will provide the evidence of the contractors management system that it has
been thoroughly evaluated being effective and there is presentable evidence to prove it is reliable
and responsible to quality. On the other hand they don’t produce evidence on quality culture. A
supplier with geographical spread relative to their own spread may have economic and service capability to meet client organisations requirements. (Wiggins, 2010)
4.10 Service provider The call centre will be using a single provider for telecommunications and internet package. As there
will be times of very high influx of calls the call centres service provider is benchmarked against the
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London ambulance Service (LAS) as they operate at high points and are always obtainable
functioning efficiently. They chose BT as their provider. Reducing the complexity individuals can log
on any phone on the network making work change easier to organize. Chidi Oparah (2015 cited BT
Business 2015, pg1 para 4) said, “Having a system down could severely impair our ability to do our
job effectively.” The success led to video conferencing facilities reducing travelling costs. BT made an
efficient gain in employee productivity as now 3 additional sites are to be set up.
4.11 Procurement: Catering/cleaning/ security
The procurement process within public organisations must comply with the EU procurement
directive regulations adhering initial pre-qualification processes and the specific time limits provided
to abide by between each activity. All work and services must comply promoting an open
competition wide across the European Union. The actual quality of service can be difficult to
calculate before it is delivered. It is thus primarily essential to have an operative and structured procurement system in place to enable the management and total control of any risk.
(BIFM, 2009)
Contract duration affects numerical factors of FM contracts. Usually purchasing organisations don’t pay any attention to the duration assuming either a minimum of 3 years or maximum of 5 years. Duration is a fundamental part of the business case procurement strategy. An organisation should consider the following influencing factors before deciding on the contracts duration:
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Indicators for short-contract duration
• Query performance standards
• Value-for-money concerns
• Changing technology
• Changing market (purchasing organisation)
• Future sourcing trends (supplier)
• Changing legislation & apparent business risk
4.12 Catering
A call centre will predominantly provide one or more of the following for a 24/7 working shift pattern:
4.13 Full-staff restaurant
This service offers a restaurant with food production on site by a qualified team of professionals
which are employed by a contractor. Classically a full production functioning kitchen with a serving located area within the premise.
4.14 Café bar
This service provides a café bar with limited cooking facilities that provides limited food offers e.g.
sandwiches, snack and jacket potatoes etc. Furthermore will include usually a hot beverage offer from an in-house brand or a leading high-street name.
4.15 Vending
This service provides hot and cold beverages and food in the predominant form of smaller snacks
usually cold. This can be managed either by a catering contractor or a vending specialist supplier. It
requires the most minimal amount of labour although there is an investment needed for the machine. These can be cash or cashless systems.
As the call centre will be working at a 24/7 rate with differing shift patterns, its best to implement
the service of a restaurant which will provide hot food and beverages during the day from specific
opening and closing times. Also vending machines which will provide a service to the night staff and
weekend workers. There will be microwaves for the use of the food vending machine so they can enjoy warm food i.e. ready meals.
4.16 Dietary/health concerns The vast majority of catering operations now take healthy eating and other specialist dietary requirements extremely seriously. (Stern, 2010) Organisations work with their appointed caterers to
Indicators for longer contract duration
• Procurement and transition costs
• Optimising in-house resources and expertise
• Investment
• Staff transfers/TUPE
• Internal customer relations
• Low perceived business risk
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develop and ensure the offer healthy as well as variety options to carter for all. To whatever level of requirements a workforce may need these should be met with appropriate detail. (Stern, 2010) Stern said as an example, if a factory canteen is provided in an area where there is a large number of Muslim personnel, then the menu choice should reflect their requirements – with halal meat being served. (Stern, 2010) Therefore it would be appropriate to employ a chef to ensure an authentic offering for all.
4.17 Contract The call centre will be engaging with a cost plus contract. The contract terms state that the client will
pay all of the operating costs (food, labour and sundries, plus a management fee) onto the
contractor hired, where they will be responsible for the delivery of processing the materials and
proving professional staff with the necessary skill needed dependant on requirements the
organisation has stated. All cash received is then credited against the costs. (This can be seen below)
Cost £
Food 280,000
Labour 420,000
Sundry items 30,000 Fee 50,000
Total 780,000
Less sales of food 500,000
Difference = subsidy 280,000 (Stern, 2010)
Although the subsidy will thus depend on the tariff which is charged on the food. Some companies in
fact provide free issue within the business. The element of risk will lie solely with the client on
whether or not employee’s pay. As the client pays the costs this entitles them to retain control over the elements.
4.18 The ‘fixed-price’ contract
An annual cos will be determined between the parties involved. The client will commence with equal monthly instalments to the contractor. Once the money has changed hands it’s the contractor’s responsibility to provide a service where an element of generated profit is accumulated with the total amount agreed upon. An example is as follows: £52,500 per month (£630,000 divided by 12 months). Any profit generated would be retained by the contractor.
Cost £
Food £240,000 Labour £360,000
Sundry items £30,000
Total £630,000 Less sale of food £670,000
Difference = profit to contractor £40,000
(Stern, 2010)
Risk lies solely with the contractor. They retain control over the menu, opening times, service and
tariff. The client will thus run the risk of quality of food produce and the quality of staff as it may
deteriorate if calculations were tabulated incorrect.
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4.19 The ‘hybrid’ contract This contract is constructed from the cost plus model. Based on the contractors performance their earning potential can either increase or decrease. An agreed percentage of the base management fee is “put at risk.” Each variable element is weighed (i.e. service levels, gross profit targets, labour etc.) and the put at risk fee is adjusted. Stern (2010) stated that the monetary value attached to each of the bands is dependent on the management fee and the percentage of the fee at risk.
4.20 Commercial Contract
This contracts typically used where the contractor can provide their services to the wider location of
the premise and not for just the clientele on site. This is used more for events which can be
marketed and in conjunction with the client company. To drive out the profitability of the contractor they pay accommodation cost on top of catering costs.
4.21 Cleaning Cleaning is largely about routine and process to make sure that all tasks are carried out in accordance with the required levels and/or frequencies. (Heppelthwaite, 2010) The initial hiring of employment staff in the in-housing sector is based principally on how money can be saved and the fear of losing control. Each business will differentiate on cleaning needs and at what level. Conversely outsourcing has become virtually as popular passing the responsibility and risk onto an outside contractor.
Advantages of out sourcing Advantages of in-house provision • Specialist cleaning know ledge at management and employee level • Back-up in the event of sickness and
holidays • Economy of scale in purchasing materials and consumables • Special equipment for access, pressure
w ashing, carpet cleaning etc •Transfer of the risks associated with directly employing leaning staff • Continuous industry benchmarking and
compliance assured •Eff iciencies should provide reduced overall
cost •Potential access to innovation
• A perception of reduced security risk • Greater direct management
control • Easier ability to change cleaning requirements
(Heppelthwaite, 2010)
4.22 Input specification
Input specifications describe in detail and the frequency in how the tasks should be undertaken. An
example is as follows: “In toilets, showers and changing rooms, all sanitary ware and other surfaces
must be cleaned daily, and left free from dirt, scum, grease, hair, scale, spillages, finger marks and
cleaning residue. All items should be left in a dry condition with a shiny finish where surfaces allow.”
(Heppelthwaite, 2010)
4.23 Output specification
An output specific defines the exact standard that must be met at all times. A client can appoint a representative to determine whether or not the specifications have been met and carried out sufficiently. They can carry out random spot checks and the frequency of these checks will be determined on the recent cleaning performance. Cleaning providers tend to dislike this as it requires
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more of their staff and shortfalls will be recorded. This can be used by the client to withhold a certain amount of payment according to the contractual obligations as the cleaning performance has not met the required targets. Although this method benefits the cleaning providers to know where more attention is needed on the premise.
4.24 Cleaning and the environment The cleaning company should demonstrate initiatives which will effectively reduce environmental impacts to operations. Heppelthwaite (2010) suggested that possible examples include using micro fibre cleaning systems that can reduce the use of cleaning fluids by 70-80 per cent or reducing the delivery frequency for cleaning materials, equipment and consumables by providing larger, secure on-site storage. Training must be provided to minimise the use of product, water etc. Detergent regulations 2005 specify that they must be biodegradable. If the company does use concentrated detergents then the staff must be able to exhibit the procedures to not overdose the product.
(Heppelthwaite, 2010)
4.25 Security
Society today promotes multi risk on organisations from not only traditional criminality but also
terrorism. The identification of professional companies in this field are imperative that they provide
comprehensive and reliable services. Dickinson (2007 cited in Paton, 2007 p.3) claimed the hallmark
of an effective security guarding company is its ability to fit into an organisation's culture, to mould
its services to their needs and to provide added value benefits.
Main duties:
• Controlling access • Patrolling • Control centre monitoring • Manning reception
• Policing goods in/out areas • Escorting visitors
(Paton, 2007)
Preventing adverse consequences from the intentional and unwanted actions of others. (Wiggins,
2010) Before employing or installing any security equipment a security audit should be carried out to
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govern the general security strategy that needs to be implemented. The audit should take note of
the geographical surrounding area where the call centre will operate with all physical aspects it will
contain and thus identify any possible risk. This risk analysis will develop a strategy plan to
implement the correct level of security needed to eradicate or manage any risks. The call centre has
a CCTV wired internally and externally where a patrol will watch from the CCTV room and also do
sweeps of the building.
All services will require the use of BS IO9000. (See appendices J)
5. Building maintenance
After establishing the maintenance policy you must consider it in practice of how it maintains repair
works, work to be undertaken safely, if it is necessary and when it needs to be done. The FM will collect information from:
regular condition surveys of the building stock; pre-acquisition surveys prior to any building purchase;
the existing planned maintenance programme (or profile);
faults and repairs notified by the building users; feedback from works of servicing, repairs and improvements in progress;
relevant legal requirements either from statute law or from lease and rent and repair covenants and any changes/updating of legislation;
existing building and service records; and
Older buildings, which may be affected by legislation that came into effect after they were constructed. Legislation necessitates asbestos surveys and management plans, DDA assessment and fire risk assessment amongst other requirements.
(RICS, 2009)
A maintenance programme must be implemented for each element of building services. It is a time
based schedule which specifically allocates tasks at specific periods. As the call centre will be base d
on a newish building as to a refurbishment but also a second-hand stock the programmes will be
constructed from manufactures instructions and a professional team but also from an evaluated
condition survey as some functions will not change from the old build. The long-term-maintenance
plan (LTM) will cover the buildings life span (a typical lease 10-25). This bleeds into the element and
component life expectancies of a building. It is not a distinctive list but to give purpose to their average life of what is required.
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Maintenance programme advantages: Preserve installed services and value of the premise Maintain optimum performance of the services Comply with statutory and legal requirements Ensure value for money – effective and efficient maintenance and repairs Budget management to spread expenditure evenly over a period of years Preserve warranties and guarantees following new installations Create an effective and efficient working environment for occupants Schedule of works for optimum use of workforce Minimise disruption to occupants
Sources to develop a maintenance programme: Annual building maintenance index BSIRA publications CIBSE RICS British standards PAS 55
(Wiggins, 2010)
5.1 CMMS
The FM in the call centre will use the CMMS to manage, record and communicate within their daily
operations. It uses KPI’s in evaluating effectiveness and which operations should be undertaken next in order of importance. (See appendices K)
,
(NIBS, 2015)
5.2 Programmes cost reduction strategy Planned preventative maintenance plan
5.3 Legislation The frameworks that must be strictly followed cover property law, health and safety law, environmental law and laws concerning staff, including casual and contract workers. Facilities managers are advised to familiarise themselves with all the relevant legal and regulatory frameworks. Legislation impacts on the FM as H&S has become more important. Safe and healthy work places reduce costs by being efficient and productive. Dependant on the operational environment the FM will need to be aware of the local regulations regulating safety and safety awareness. In the UK H&S regulation comes from the Health and Safety at Work etc. Act 1974. (HSW Act) (See appendices L ) Risk analysis and business contingency plans (see 6.1) support H&S by providing a plan prevention in case any tragic circumstances were to occur and to minimise the effect.
(Wiggins, 2010)
(See appendices for environment and sustainability legislation / energy performance of building legislation M)
5.4 Fire safety and regulation
The FM must be aware of the safety aspects in terms of space planning and design as they are the
duty holder when it comes to fire safety and occupied space. Fire prevention can be avoided if
regular checks are made and following closely with UK legislation i.e. removing any obstructions
from fire exit points. Building regulations must in effect link with H&S regulations, the welfare and
convenience of disabled people and energy consumption. A planed preventative maintenance aids in
the testing and checking of equipment so that it’s in compliance with law and in case of emergency
use it will perform. The call centre will implement a quantified risk assessment. (See6.1)
BS 5839: Fire Detection and Alarm systems BS 7273: Part 1:2000 Code of practice for the operation of fire protection measures BS EN 54 Detection and fire alarm systems
(Wiggins, 2010)
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5.5 Electrical supplies and electrical safety
5.5.1Inspection and testing
Every electrical instillation must be inspected and tested to ensure safety, preventing injury and fire.
(Wiggins, 2010) The testing of wiring should be every 5 years dependent upon the high risk of activities i.e. factory. The following should be checked:
Joints Enclosures Sockets Cable cords Switchgear Labelling Protective devices and measures
A schedule of remedial work will be formed to bring the power connections up to standard. They can
be improved from frequent checks and testing through techniques such as thermal imaging. The
Institute of Engineering and Technology advises a proportionate risk based approach bearing in mind equipment, environment and usage. (See 6.1)
6. Enhancing the FM role
6.1 Risks A business contingency plan should be implemented by taking an assessment of priorities of risk multiplying likelihood by impact of various scenarios. It should predict what could happen, assess impact and employ a mitigation strategy (Red/Amber/Green). It should be a constant process which is central to the organisation’s short- and long- term strategies. Also implement a disaster and recovery plan. It’s hard to predict a disaster to happen but by anticipating it, it can reduced the amount of damage. The most critical part is providing mechanisms for testing and renewing equipment, mitigating risk. This is done by:
Check H&S, quality of environment policies and procedures
Review accreditations and accident records
Review recent experiences Apply asset condition survey avoiding pitfalls
(See appendices S for risk management models)
Measuring success of reactive maintenance can be taking into account using KPI’s. They will evaluate particular activities and success is defined in terms of making progress toward strategic goals.
Hierarchy of control measures:
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FM’s can always enhance knowledge as laws and regulations update each year. Risk assessments can
be enhanced by the FM by complying with legislation requirements and keeping up to date with the
codes of practice. In order for them to be sufficient and suitable the must apply the following:
Identify all the hazards associated with the operation and evaluate the risks arising from those hazards Record the significant findings and more than five persons are employed Identify any group of employees who as especially at risk Identify other who may be at risk e.g. visitors, contractors members of the public Evaluate existing controls stating whether or not they are satisfactory and if not what action needs to be taken. This should include training and information provision Judge and record the probability or likelihood of an accident occurring as a result of uncontrolled risk. Also record the “worst case” likely outcome Record any circumstances arising from the assessment where serious and imminent danger could arise Identify what information is needed for employees on the risks to their health and safety identified by the assessment, the precautions to be taken and any emergency arrangements Provide an action plan giving information on implementation of additional controls, in order of priority, and with realistic timescale.
6.2 Corporate need It is widely accepted that the efficiency and effectiveness of an organisation is influenced by the
physical environment in which it operates. (Finch, 2014) Teicholz (2001 cited in finch 2014 p.83)
believed that to meet user needs to determine the degree to which the facilities management
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function and contribute to the corporate success of the organisation the “five pillars of quality”
should be digested. (See appendices 2) The corporate need is thus all about understanding the
business needs and how critical the environment surrounding the running of the core business is to
be successful therefore devising a disaster and recover plan is vital i.e. linking to risk management
and prevention. The design of the building and how its run can affect the core business as a whole.
(See space planning3.12-3.17)The corporate need bleeds into the communication factor and POE’s
to understand the benefits an organisation is possible to gain through the use of the buildings
evaluations. It may be enhanced by introducing risk and reward contracts pushing people to meet
deadlines and on completion gaining stronger relationships. This can be benchmarked on the BBC
Manchester study as the FM understands their strategic need for delivering on thinking and vision
which supports the dominant corporate strategy. BIFM help FM’s strive for awards and become
recognised i.e. sustainability awards each year.
6.3 Customer care/ service
Everything we do in FM impacts on people, impacts on the environment and impacts on the
workplace. For FM to work you have to be a team. (Kortens, 2010) Adopting an excellent customer
service and care skills across services to customers and the community promotes healthy and lasting
relationships. B.Marr and A.Neely state they are only measures of efficiency, which in turn is often
seen as a determinant of financial performance. (Neely, 2004) Customer care is all about looking
after the customer rewarding them for being loyal and keep improving on their satisfaction levels.
They need to persuade the customer to request the service yet again. Customer service can be
improved in the following way:
Knowing the customer and what they want Knowing the service journey Building excellent customer relations Developing relationships with more than one contact in the customer base Always adding value to the service experience by the customer Asking customers for their opinion Making customer feel special and valued Being able to deal with awkward and difficult customers in an appropriate way Being able to use complaints as an opportunity to put things right
(Wiggins, 2010)
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Customer relations model:
(CRM, 2002) (Marketing Teacher Ltd 2000 – 2014)
6.4 Communication
Communication can be defined as, the transmission of a message that can be understood in order to
cause an action or reaction and involves both verbal and non-verbal signals. (Wiggins, 2010). It
should be continually monitored and improved so that next time and exceeds the client’s
expectations. Each encounter produces a customer’s opinion and how that opinion is formed is the
way in which the problem is undertaken and rectified. Jane (2010) stated each encounter is only as
good as the last experience. Measuring and improving the responses and quality of service delivery
will be a never ending process but can adapt and learn from each experience . Therefore the initial
asset need is to configure a way of retrieving end user feedback and implementing an involvement in
a planning procedure. The ways in which to receive user feedback is through the use of analysis
tools:
Questionnaires
complaints box
interviews workshops
focus groups
mystery shopper independent audits
peer reviews
supervisor observations
Company analysis.
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(See appendices T for example sheet)
6.5 Ongoing role (post occupancy evaluation)
There are variable methods for undertaking a POE so the facilities manager must identify the
purpose for evaluation before selecting an appropriate method. The three main types to consider is whether it:
1. Improves the physical surroundings?
2. Gain the support of staff through participation? 3. Collect information to be fed into future building designs?
(Finch, 2014)
Physical results must be visible so the confidence from the staff still have faith that the FM can
deliver. Before conducting any POE test they should check all the stages that will need to be planned
for. Therefore is any bit of information is to be missing the FM can take a step back and collect any
information needed. For example hard maintenance service work, if any information is missing from
the condition survey they can go retrieve this and the carry on with a maintenance strategy plan.
Once this is all gathered the FM can review the project to see if it can be improved for next time.
(Finch, 2014)
Short term benefits Identification of and solution to problems in facilities Proactive facility management responsive to building user values Improved space utilisation and feedback on building performance Improved attitude of building occupants through active involvement in the evaluation process Medium-term benefits Built-in capacity for facility adaption to organisational change and growth over time, including recycling of facilities into new use Significant cost savings in the building process and throughout the building lifecycle Accountability for building performance by design professionals and owners Long-term benefits Long-term benefits improvements in building performance Improvement of design databases, standards, criteria and guidance literature Improved measurement of building performance through quantification
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7 innovation categories
Innovation is all about how can a process adds value to an organisation. FM providers such as MITE
(See appendices N) and ISS (See appendices O) are classic examples and are options for sourcing for the call centre.
7.1 FM help desk
This is a customer relationship tool and in the call centre it will serve two main functions:
1. Serving the customer 2. Serve the company
The desk is there as a resource to answer any and all questions and to solve any problems offering
additional service that one may encounter through corporate technology or facilities of the building.
Wiggins (2010) states the fundamental purpose of any help desk is the speedy restoration of a user
to full productivity in their core role. A good respectable helpdesk will be key to the success of the
businesses keeping track, monitoring and providing the help process to the resources of the needs
an issues of staff. The call centre will use a manual bespoke computer system. (Producing condition
survey 3.3) This will improve the facilities service by providing a more accurate feedback on what is
and isn’t working. It will track records and shortfalls in behaviour productivity and user competence.
It can produce information on facilities that are failing i.e. air conditioning and lift speed. This saves
time, effort and money for the company. The database can give each task/function numbering of
importance against the asset description to be performed. This then creates a work sheet generated on importance of asset priorities and the SLAs linking to soft FM’s service delivery.
Links between the following four can build long-term relationships within each other and the
organisation. This links back to where things are sourced from i.e. outsourcing technology from BT contracts. FM can be enhance using the following:
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7.2 Technology innovation Johnson control – Johnson Controls delivers products, services and solutions that increase energy efficiency and lower operating costs in buildings for more than one million customers. (See appendices P) (Johnson, 2014)
Computer-Aided Facility Management (CAFM)
Building Management Systems (BMS)
Building Information Modelling (BIM) According to Kath Fontana, (2014 cited in Davles 2014 pg 26 BIM is making an increasing contribution towards a much more integrated, connected network of smart buildings. Emrill case study: BMS highlights problems and monitors any anomalies. It overcomes any issues many older buildings have as new builds are designed as “smart building” technology and will be expensive to existing buildings. It benefits giving clients low costs to:
Reduce unnecessary energy usage;
Prevent major system breakdowns; Stop loss of perishable goods; and
Lower the risk of major flood damage. (Davles, 2014) Effective management of such a system allows an FM to be strategic when making decisions that could affect the sustainability and operations of a business in the long-term. (Davles, 2014)
7.3 BS 11000 Partner integration
Establishes the foundations for partnering
Improved partner selection
Improved risk management and confidence
Consistency
Enhanced focus
Baseline for improvement Proof through independent assessment
and certification
Identify how relationship management can help achieve its business objectives
Evaluate the benefits of entering into single or multiple partnerships
Select the right partner to complement its objectives
Build a joint approach based on mutual advantage
Develop added value from the relationship
Measure and maintain maximum benefit
Develop and execute an exit strategy (Little, 2001)
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7.4 Process innovation Establish the priorities of the customer
Reliability of service in terms of the actual delivery dates
Conformity to specification
Delivery of price
Delivery of after sales service How is the best way you can deliver this
service
Continually monitored for improved results
Measuring the continual quality
Produce positive experiences
Every process must be delivered with expertise with improvement on each call. Wiggins (2010) states each encounter is only as good as the last experience. Continual development of service skills must progress for the service delivery to exceed expectations.
7.5 Sustainability innovation Strong leadership is vital when an environmental or sustainable issue is present. The UK has undertaken research and raised challenges into sustainability within organisations and name the reason for poor sustainability in sections is due to little correlation between day—to-day management and long-term strategic intelligence. Its stated that the world’s leading voluntary standard in Environmental Management, ISO 14001, has been adopted by more than 250,000 organisations in 155 countries, and is due for revision in 2015. (Davles, 2014) RICS (2001 cited in Davles 2014) that heads of facilities are still buried in daily operations. They need to engage not just in them but in the efficiency of the environment to ensure the business can prepare for future environmental issues. The FM could include an environmental remit to enhance efficiency reductions in:
Energy use and efficiency
Water consumption, efficiency and management
Waste management
Chemical handling and storage
Disaster / incident management / business continuity
Climate change risks – e.g. increased flooding risk
Procurement and resource use minimisation
Environmental monitoring and reporting
Management system certification (e.g. ISO 14001)
Greenhouse gas reporting and carbon foot printing
Environmental legal compliance.
(Davles, 2014) (See appendices Q for University of Cambridge for benchmarking)
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8. References Anon., n.d. s.l.:s.n.
Baldry, P. B. a. D., 2003. facilities management towards best practice. 2 ed. Oxford: Wiley-Blackwell.
BIFM, 2009. FMworld. [Online]
Available at: http://www.fm-world.co.uk/news/fm-industry-news/bifm-awards-2014-innovation-in-
technology-and-systems-integral/ [Accessed 31 01 2015].
BIFM, 2009. The good practice guide to FM procurement. [Online]
Available at: https://blackboard.ljmu.ac.uk/bbcswebdav/pid-2710261-dt-content-rid-
8628713_2/courses/6114BEUG-201415-YR-AUG/6114BEUG-201213-YR-
AUG_ImportedContent_20121109103853/BBTAEU08_ImportedContent_20121025034615/Procure
ment%20best%20practice.pdf [Accessed 15 01 2015].
Brooks, B. A. a. A., 2009. Total facilities management. 3 ed. West Sussex: wiley-Blackwell.
CRM, 2002. customer models. [Online]
Available at: www.customerrelationsmodel.com/online114
[Accessed 28 01 2015].
CRM, 2002. Marketing teacher. [Online]
Available at: http://www.marketingteacher.com/customer-relationship-management-crm/ [Accessed 29 01 2015].
Davles, D. S. a. A., 2014. RICS Strategic Facilities, London: Royal Institution of Chartered Surveyors (RICS).
Eley, J., 2013. good practice guide to space management E-edition. 1 ed. hertfordshire: British
Institute of Facilities Management.
Finch, P. B. a. E., 2014. facilities management the dynamics of excellence. 3 ed. sussex: John Wiley and sons ltd.
Heppelthwaite, R., 2010. The good practice guide to procuring and running cleaning contracts. 1 ed. Hertfordshire: Redactive Publishing Limited.
HSE, 2014. Health and saftey executive. [Online]
Available at: http://www.hse.gov.uk/legislation/hswa.htm [Accessed 30 01 2015].
international, B., 2015. FMlink. [Online]
Available at:
http://www.fmlink.com/article.cgi?type=How%20To&pub=BOMI%20International&id=40884&mode
=source [Accessed 31 01 2015].
ISS, 2015. ISS. [Online]
Available at: http://www.uk.issworld.com/en-GB/services/Facilitiesmanagement [Accessed 30 01 2015].
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Johnson, c., 2014. Johnson controls. [Online]
Available at:
http://www.johnsoncontrols.com/content/us/en/about/our_businesses/building_efficiency.html [Accessed 31 01 2015].
justgenerators, 2015. just generators. [Online]
Available at: http://www.justgenerators.co.uk/hyundai-dhy9ksem-single-phase-diesel-
generator.html#.VMutT01ybcs [Accessed 30 01 2015].
Kortens, j., 2010. youtube. [Online]
Available at: https://www.youtube.com/watch?v=SdgFm0g3C-Y
[Accessed 29 01 2015].
Little, D. H. a. B., 2001. Embedding collaboration through, London: COPE publications.
MITIE, 2015. MITIE. [Online]
Available at: http://www.mitie.com/about-us/our-history [Accessed 31 01 2015].
Neely, B. M. a. A., 2004. Managing and measuring for value: The case of call centre performance, Bedfordshire: Cranfield school of management and fukitsu.
NIBS, 2015. WBDG. [Online]
Available at: http://www.wbdg.org/om/cmms.php [Accessed 31 01 2015].
Paton, G., 2007. the good practice guide to procuring and running gaurding contracts. 1 ed. London: Redactive Publishing Limited.
RICS, 2009. Building maintenance: strategy,planning and procurement, Coventry: the Royal
Institution of Chartered Surveyors (RICS).
Stern, C., 2010. The good practice guide to procuring and running catering contracts. 1 ed. Hertfordshire: Redactive Publishing Limited.
Wiggins, J. m., 2010. Facilities managers desk reference. 1 ed. West Sussex: Wiley Blackwell.
Wikipedia, 2015. Wikipedia. [Online]
Available at: http://en.wikipedia.org/wiki/ISO_9000
[Accessed 31 01 2015].
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9. Appendix
a. Sofa games room http://www.directofficesupply.co.uk/linear-triple-reception-seat-p114848?utm_source=google&utm_medium=base&gclid=CJrFiNamucMCFWLLtAodbFoAGg
Dinning charis + table http://www.esedirect.co.uk/p-3789-canteen-furniture-
units.aspx?Source=Google&Medium=cpc&Campaign=Shopping&vatsetting=1&infinity=gaw~Shopping~QMP~66129275161~~&gclid=CKfezY-nucMCFebItAod2VIAtg
B. Meeting table http://www.wellworking.co.uk/store/meeting_tables/eona_meeting_table.html
c. http://www.wellworking.co.uk/commercial-projects/case_studies/british_school_of_osteopathy.html
D. http://www.wellworking.co.uk/commercial-projects/case_studies/cornerstone_on_demand.html
E. http://www.wellworking.co.uk/commercial-projects/case_studies/molinare_phase_3.html
F. http://www.wellworking.co.uk/commercial-projects/case_studies/white_young_green.html
G. http://www.wellworking.co.uk/commercial-projects/case_studies/hg_capital.html
H. http://www.wellworking.co.uk/commercial-projects/case_studies/netsumo.html
I. http://www.wellworking.co.uk/commercial-
projects/case_studies/cornerstone_on_demand.html
J. The ISO 9000 family of quality management systems standards is designed to help organizations ensure that they meet the needs of customers and other stakeholders while meeting statutory and regulatory requirements related to a product. [1] ISO 9000 deals with the fundamentals of quality management systems,[2] including the eight management principles upon which the family of standards is based.[2][3] ISO 9001 deals with the requirements that organizations wishing to meet the standard must fulfill.[4]
Third-party certification bodies provide independent confirmation that organizations meet the requirements of ISO 9001. Over one million organizations worldwide[5] are independently certified, making ISO 9001 one of the most widely used management tools in the world today. However, the ISO certification process has been criticized [6][7] as being wasteful and not being useful for all organizations. (Wikipedia, 2015)
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K. CMMS –
A modern CMMS meets these requirements and assists the facilities maintenance manager with work reception,
planning, control, performance, evaluation, and reporting. Such a system will also maintain historical information
for management use. The CMMS must meet the needs, constraints, and opportunities of the business and be
implemented in a way that users will welcome the technology and have a vision for the benefits it brings. Proper
configuration, testing, and training cannot be over emphasized when bringing a new CMMS or upgrading an existing system to an organization.
(NIBS, 2015)
Operating from 500 branch offices in more than 150 countries, we are a leading provider of
equipment, controls and services for heating, ventilating, air-conditioning, refrigeration and security
systems. We have been involved in more than 500 renewable energy projects including solar, wind
and geothermal technologies. Our solutions have reduced carbon dioxide emissions by 15 million metric tons and generated savings of $7.5 billion since 2000
(Johnson, 2014)
L. The Health and Safety at Work etc. Act 1974 (also referred to as HSWA, the HSW Act, the 1974 Act or
HASAWA) is the primary piece of legislation covering occupational health and safety in Great Britain. The
Health and Safety Executive, with local authorities (and other enforcing authorities) is responsible for
enforcing the Act and a number of other Acts and Statutory Instruments relevant to the working environment. (HSE, 2014)
M. An online database of revised UK primary legislation can be found at the UK Statute Law
Database (SLD), www.statutelaw.gov.uk. The database is the official revised edition of UK primary legislation online. It contains primary legislation that was in force at 1 February 1991 and primary and secondary legislation that has been produced since that date. Note that there may be amendments that have not yet been applied (see the status statement at the top of each piece of legislation). UK legislation passed after 1988 is published in its original form by the Office of Public Sector Information at www.opsi.gov.uk ; UK legislation prior to 1988 may be purchased through the Stationery Office Limited on www.tso.co.uk (BIFM, 2009)
Environment and sustainability The basis of sustainability in respect of property is ensuring the systems and processes involved
in the THE STRATEGIC ROLE OF FACILITIES MANAGEMENT IN BUSINESS PERFORMANCE | 11 construction, repair and operation of buildings do not result in any environmental deterioration of natural world resources. In order to support an effective regime it is important to appoint a person with responsibility for day-to-day management of the organisation’s sustainable initiatives. The responsible person (and it may indeed be the facilities manager) supports the organisation’s ‘green strategy’ – this may involve facilities managers evaluating the cost/benefits of various initiatives, such as: + renewable energy sources (e.g. biomass, combined heat and power, wind turbines, solar panels, etc.) + recycling rain water + cutting emissions from buildings and
company vehicles, etc. Sustainability includes waste management and recycling initiatives, including those or the safe disposal of waste electronic and electrical equipment. Any organisation can consider turning waste disposal into waste management, with the initial step being to understand the problem through a waste audit. This will identify the materials existing as waste within the organisation and provide data for subsequent comparison to monitor improvement. It is recommended that facilities managers consider implementing an environmental management system, such as ISO 14001, in their organisation. This will ensure that organisations consider and are aware of the environmental aspects that they have control over and those over which they can be expected to have an influence.
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(BIFM, 2009)
Energy performance of building For the UK, the Energy Performance of Buildings (Certificates and Inspections) (England and Wales) Regulations 2007 reinforced the UK government’s intention to improve the carbon footprint of property. The Regulations, implementing the European Directive 2002/91 on the energy performance of buildings, were transposed into a requirement for the commercial sector to provide Energy Performance Certificates (EPCs) for property. The public sector was also
covered by the Regulations and is required to produce Display Energy Certificates (DECs). (BIFM, 2009)
N. MITE
Our strategy is to deliver sustainable, profitable growth, and is supported by a focus on six
key elements:
1. people
2. Clients
3. Operational excellence
4. New markets and service
5. Risk 6. Responsibility
MITIE stands for Management Incentive through Investment Equity and our ethos has always been to create opportunities for our people to succeed. This has helped us to build an environment where hard work and success are rewarded. The results are impressive. From a standing start, we now have revenues in excess of £2bn and we're one of only two FTSE 250 companies to have grown earnings per share for over 25 consecutive years, meaning impressive returns for shareholders too.
(MITIE, 2015)
O. ISS
With over 45,000 staff across the UK, we can provide you with every combination of facility services.
These include facilities management, cleaning, catering, security, support, front of house, technical
support, space planning, procurement, and many more. Whether you operate in one location or
nationwide, our network of regional offices will deliver consistently exceptional solutions across your
premises portfolio.
Creating your bespoke solutions
our work begins by discussing your exact needs. Once we have gained a full insight into your
organisation and requirements, we will create an individual proposal and present it to you. From the
moment you select our solution, our teams will concentrate on enhancing your facilities, so you can
focus on your responsibilities.
Bringing you the benefits of integrated services
Making ISS your Integrated Facilities Services provider will:
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Deliver consistently high-quality results across your property portfolio
Reduce your costs through the efficiencies of using one provider
Enable you to transfer business risks by using a company that complies with all relevant
security, quality, safety and environmental standards
Free your people to focus on their tasks
(ISS, 2015)
P. http://www.johnsoncontrols.co.uk/content/gb/en.html
Q. An institution that has led from the front over the past few years, in keeping with its overall ethos, is the University of Cambridge, a leading player in the global education marketplace. In 2007, the University made the decision to improve its FM provision by consolidating its services within the Estate Management Division. Since 2012, the University has also invested heavily in environmental sustainability, creating a new Environment and Energy Section that is closely aligned to the Facilities Management team.
From a carbon reduction perspective, the University has a fund of £2m a year to implement carbon and energy reduction initiatives. The Energy and Carbon Reduction Project particularly works with high-energy use departments to make positive and long-term changes across their operations and working practices, such as improving the efficiency of climate-conditioned areas in the University Library and engaging the entire department of Chemistry in a ‘Shut the Sash’ campaign to minimise the impact of their 380 fume cupboards. The environment and Energy Section works to reduce the University of Cambridge’s environmental impact across a range of areas. The Carbon Management Plan and the investment that goes into this prioritises energy and carbon efficiency and emissions reduction, and the University has set itself a target of 34% emissions reduction between 2005 and 202010. The University’s Travel Plan provides a number of different incentives and ways for staff to commute, and aims to support the University in having no more than 25% of staff driving as sole occupants to work11. This initiative has come about partly by working with the FM department to increase car sharing designated parking, and the number of electric vehicle charging points. When Cambridge realised that it could improve the relevance of its Environmental Policy to the wider University, the decision was made to develop its environmental credentials and increase the size and visibility of its environmental management team – which now works even more closely with the facilities team. Key recent initiatives include the Green Impact programme14, which has engaged 1,177 staff, over 606 initiatives, the combined results of which have saved the University £36,067, in addition to 230 tonnes of CO2. The Environment and Energy Section and FM team are also working to agreed University targets to reduce emissions by 34% by 2020, and encourage car sharing so as to have no more than 25% of staff driving as sole occupants to work. The FM team is truly driving sustainable change, and ensuring environmental management remains at the top of the agenda. Finally, in the spirit of innovation and leading from the front, the University advocates a joined -up thinking approach, which engages all departments and stakeholders to help embed sustainability throughout the University (Davles, 2014)
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R.
(Wiggins, 2010)
S. Risk management models The growth in risk management as an industry has seen much modelling, both general and in relation to specific scenarios. Some models have been developed in-house, some are commercially available standards, and others have been introduced through the regulatory framework. Most have common themes based around the five subject areas: ■ Identification ■ Analysis and assessment ■ Evaluation ■ Management – control, monitoring and review ■ Reporting and Communication
1.00 Issue: 1 Certain to occur
0.95-0.99 High: > 0.95 < 1 Extremely sure to occur
0.85-0.95 High: > 0.85 <= 0.95 Almost sure to occur
0.75-0.85 High: > 0.75 <=0.85 Very likely to occur
0.65-0.75 High: > 0.65 <=0.75 Likely to occur
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0.55-0.65 Medium: > 0.55 <=0.65 Somewhat greater than an even chance
0.45-0.55 Medium: > 0.45 <=0.55 An even chance to occur
0.35-0.45 Medium: > 0.35 <=0.45 Somewhat less than an even chance
0.25-0.35 Low: > 0.25 <=0.35 Not very likely to occur
0.15-0.25 Low: > 0.15 <=0.25 Not likely to occur
0.00-0.15 Low: > 0.00 <=0.15 Almost sure not to occur
http://www.mitre.org/publications/systems-engineering-guide/acquisition-systems-engineering/risk-management/risk-impact-assessment-and-prioritization
http://www.mitre.org/publications/systems-engineering-guide/acquisition-systems-engineering/risk-management/risk-impact-assessment-and-prioritization
T. Work place questionnaires :
When designing space, understanding the needs of occupants is paramount. The following
questionnaire should be used when you wish to survey individuals about their work-space
requirements. Most likely you will need to customize this document to meet the needs of your project.
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(international, 2015)
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U.
(justgenerators, 2015)
V. FACILITIES MANAGEMENT:
ENVIRONMENTAL POLICY and ENERGY EFFICIENCY INITIATIVES
POLICY STATEMENT
The Facilities Management Department recognises that all of its activities have an environmental dimension and accepts that it has a duty to carry out those activities in an environmentally responsible manner. The overall aim of the department is to act proactively in encouraging both staff and business partners to help us in improving our environmental performance.
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ENGERGY CONSERVATION
Horseferry Road
Due to the 24 hour a day operation at HFR, there is always a high requirement for heat
rejection and low requirement for heating. After considerable investigation, systems that
combine heat and power and ice storage were excluded as impractical, although other less
overt measures were undertaken (see below). The main energy conservation measures of
note are the use of dry air chillers for free cooling when conditions are suitable, the use of re-circulating VAV boxes to condition the office spaces and sun shading to reduce heat gain.
Other features in the Horseferry Road building include:
External sun screening and low “E” glass to reduce heat gain
Roller blinds to reduce heat gain
Reception and fire escape stairs heated but not air conditioned Trend Building Management (BMS) system
CO2 monitoring to studio and cinema
Height efficiency light fittings with automatic timers
Modular boilers
Dry air coolers
Resin transformers
All buildings
Natural daylight is promoted within all Channel 4 buildings by the use of glass fronts to offices and glass doors wherever practical
Dark colours for interior decorations are avoided as dark colours reduce light reflection and increase demand for lighting
Centrally controlling all lighting and heating/air-conditioning, thus avoiding unnecessary energy consumption out of hours (to be introduced in some buildings)
Ensuring that all waste removed from the central London offices is recycled
Encouraging the efficient use of gas, electricity and water at all properties
Maintaining air conditioning systems by appropriately qualified staff on a regular basis
Seeking to understand the environmental aspects of any products we purchase
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Reviewing all fire extinguisher systems to ensure they do not contain ozone depleting substances and keeping demonstrations to a minimum
REFURBISHMENT PROJECTS
The Facilities Management Department reviews energy consumption throughout its operations and identifies targets for energy reduction. This involves the following:
Instructing the professional team involved in refurbishment projects to take appropriate measures to ensure that energy consumption is minimised
Including environmental performance as a factor when making purchasing/contract decisions
All traces of asbestos have been removed from the buildings the Channel has acquired over
the past few years. The removal of the asbestos was carried out by trained personnel and
the waste disposed of by suitably qualified contractors.
GENERAL OFFICE PRACTICIES
Office products Where possible the FM department purchases chlorine free, recycled stationery and selects
office materials that can be recycled (eg. Toner cartridges, old headed paper being
converted into note pads). The FM team discourage the direct waste of office products by
providing adequate storage space in practical locations, to ensure security, safety and protection of stocks.
Building Maintenance Where possible the FM team and their contractors use water based paints and adhesives
that do not contain toxic chemicals or other pollutants. Cleaning contractors are encouraged to used cleaning products that no not have ozone depleting substances as constituent.
Waste Management
All producers of waste are held legally responsible for its safe handling and disposal. The
duty care requires us to:
Know how much waste the Channel generates and what it consists of
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Ensure that waste is collected by a Registered Waste Carrier
Satisfy ourselves that our waste is dealt with properly and legally through the disposal chain
be aware that material collected for recycling is still classed as waste
The contractor the Channel has chosen to handle its waste is fully licensed and all waste is
disposed of at a licensed site. All of the waste removed from the Channel 4 offices is
recycled. This includes paper, catering items (plastic cups, cans etc), printing supplies (toner cartridges, printer ribbons) and washroom supplies (paper towels etc).
Water consumption
The use of water is an integral part of services used by offices (drinking and sanitation).
Using water efficiently can reduce energy costs through the efficient use of hot water and by
avoiding pumping costs.
In reviewing water consumption, attention is paid to the following:
- Standing charge for the water supply - Standing charge for waste water - Charge for the volume of water used - Charge for the volume of water passed to sewer
All buildings have been designed/refurbished to avoid the use of sprinklers through the installation of early warning detection.
ENERGY EFFICIENCY
Energy savings of 20%+ can be achieved by improved operation of the building and by
investment in cost effective energy saving measures. Consequently regular energy audits
are being carried out to review energy consumption of the buildings and to monitor the
effectiveness of energy conservation measures.
OTHER
We operate an environmentally aware transport policy by encouraging employees to use
public transport by providing interest free season ticket loans for all staff and by providing a company care allowance in lieu of company vehicles.
