The Facilities Management Journey. Steve Gladwin, British Institute of Facilities Management

Transcription

1 The Facilities Management Journey Steve Gladwin, British Institute of Facilities Management

2 Agenda > Introduction > What is Facilities Management >The FM Market >Trends in FM > Opportunities for the Catering Manufacturers Market >Questions North Region - June 2010

3 Introduction Steve Gladwin Professional Background > 20 years in support services sector; 9 years in construction project management > Building Services Engineer > MBA from University of New South Wales (AGSM) Previous Roles > CEO, HOCHTIEF FM Ireland & UK > Director, Tungsten Group, Australia > General Manager, Haden FM Australia Current > Director: Nodus Solutions Limited > Non Executive Director; BIFM > Chairman; BIFM Excellence Awards > Associate Lecturer; Sheffield Hallam University North Region - June 2010

4 Company Overview Nodus; Latin for knot No-dus (NOH-duhs) n.pl A complicated situation or problem Independent specialist FM consultant 1. Management Consulting > short term assignments 2. Management Solutions > long term Managing Agent models 3. Interim Solutions 4. Training and Development North Region - June 2010

5 What is Facilities Management? >BIFM Facilities Management is the integration of multidisciplinary activities within the built environment and the management of their impact upon people and the workplace >Facilities Management is the management of a situation where people, process and place coincide.is will be a consistent theme North Region - June 2010

6 Development of the FM sector in the UK 1970s and 1980s saw political change, initiatives to enhance competitiveness and led environment where organisations began to outsource non-core services Later led to planning and management of a wide range of services both hard (e.g. building fabric) and soft (e.g. catering, cleaning, security, mailroom, and health & safety). Led to quality, risk and cost benefits North Region - June 2010 Source: MBD reports and BIFM analysis

7 Corporate structure and FM? Strategic Tactical Non-core Procurement Fleet Management Projects Operational Fabric Landscape Office Services Operational Catering Security M&E Operational Consolidation Facilities Management Increase productivity Manage risk Enhance image Increase flexibility Change culture Reduce cost Hard Services Soft Services Office Services North Region - June 2010

8 The UK FM market today > MBD estimate the total UK FM market to be worth around 106 billion > Continued increase in the number of companies opting for outsourced services - still perceived to be a more cost effective option or a more controllable expense > Improving economic conditions: > some facilities management providers building closer relationships with their clients, > shortening contracts, in an effort to keep a constant check on costs > The total facilities management sector is estimated to account for ~9% of the total UK FM market. > Single and bundled contracted out services continues to represent the largest share of the market, accounting for some 53% - the balance provided in-house. North Region - June 2010 Source: MBD reports and BIFM analysis

9 The UK FM market is highly competitive and suppliers need to consider how best to compete New Entrants Economies of scale for some Limited brand loyalty Some technology / know-how increasing in some sectors Suppliers Fragmented, but consolidating Increasing Integrated FM offer Competition Fragmented market Industry growth but forecast slowdown? Limited product differentiation Prices and terms observable Tight margins Buyers Generally large contacts Competitive procurement Public sector cuts Substitutes Readily available substitutes Strategic Options? Cost Leadership? maybe for largest players, but must be lowest cost Differentiation? for players with unique proposition Segmentation? for niche players Any strategy requires training to plug skills-gaps North Region - June 2010 Source: BIFM analysis

10 Trends in the UK FM sector > Highly fragmented - increasing merger and acquisition activity > Demand for bundled services - leading to acquisitions of single service providers by facilities management companies, and also increased the importance of strategic partnerships and joint ventures > Cost initiatives - doing more with less - better planning and scheduling in order to improve the maintenance of facilities with reduced capital outlay. > Facilities management companies are also increasingly adopting sophisticated software-based management systems with the aim of process improvements and to boost performance. > Move to increased pan-national contracts and capability > Focus on lifecycle sustainability and on reducing environmental impact > Increase in home working > Measures for supply chain partner effectiveness > Difficult to attract young people to the industry > Building Information Modelling getting FM involved in building design > Energy management North Region - June 2010

11 How does FM support the Catering Manufacturer s industry?

12 Opportunities for Catering Manufacturers 1. Understanding capability of FM market 2. Structure of the FM market 3. OEM maintenance 4. Risk Transfer > Alternative procurement models >PFI / PPP > Design, build, maintenance 5. Life cycle management 6. Energy and sustainability 7. BIM and Soft Landings North Region - June 2010

13 The market is fragmented with the largest providers having ~5% market share competition is intense UK Revenue (LHS $bn) and operating margin (RHS) 2012 for leading players in FM sector North Region - June 2010 Source: Annual company reports and BIFM analysis

14 Service providers have developed from a variety of backgrounds and can be categorised into 6 broad groups Construction to support services e.g. >Carillion FM >BAM FM >Kier Services >Hochtief FM >Vinci Property Plus Technical Plus Multi-services Public Focus Pure FM Managing Agent e.g. >CBRE FM >Fasset >Jones Lang LaSalle >Land Securities e.g. >EMCOR Facilities Services >GSH >Integral >Norland e.g. >Aramark >Compass >Europa >ISS >Mitie >OCS >Rentokil Initial >SGP >Sodexo >Interserve e.g. >Serco >Amey >Capita e.g. >EC Harris >Johnson Controls >Macro >Nodus Solutions >FSG >SGP >MML >KBR Trend towards diversification and integrated FM providers extending offering by adding new services, typically through acquisition of smaller specialists. North Region - June 2010

15 How does BIFM support FM Sector

16 Overview of BIFM > BIFM Established 1993 > Not for profit Institute to advance the FM profession > Largest FM Institute in Europe > 2 nd largest FM Institute in the world > ~ 14,000 Individual Members > ~ 600 Corporate Members > Members in 65 countries North Region - June 2010

17 Why does BIFM exist? To advance the Facilities Management profession > By promoting and advocating the FM profession > By providing world-class training, qualifications and professional development > By providing a centralised knowledge hub on FM practice > By bringing together the dispersed FM community and access to shared resources and knowledge > By setting and maintaining the professional standards for FM professionals > By providing the framework and career pathway for FM professionals to develop within & progress

18 How do we support our members? Professional Development Providing members with learning, support and advice services to improve, extend and maximise their career opportunities within the FM industry. Networking Members can share best practice and gain experience from different disciplines across the facilities management profession. Information and Knowledge We keep members up-to-date with the latest thinking in facilities management. This enables members to achieve their full potential and deliver the best of their ability. Recognition and Industry Awareness Our clear membership grading structure provides pathways for anyone involved in FM at any stage of their career, which are recognised throughout the industry.

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20 Attaining and signifying professional competence Qualifications Membership grades

21 The Facilities Management Professional Standards The FM Professional Standards have been created with FM industry stakeholders, experts and professional standards writer and forms a global competence model for the profession.

22 The Facilities Management Professional Standards The FM Standards clearly define the competences that are necessary to be a competent facilities management practitioner at all career levels, from a support role through to a strategic role.

23 Framework The FM Standards Framework provides a succinct view of the defined functional areas across the career levels and contains high level statements of competency required of an individual

24 Handbook The FM Professional Standards handbook expands upon the high level competency statements contained within the framework. It sets out the Users, Uses and Purposes of the Standards and guidance on how to use them.

25 FM Functional Areas

26 FM FUNCTIONAL AREAS FM FUNCTIONAL AREA COMPONENTS CAREER LEVEL Competence Statements for each component at each career level

27 END

28 Careers in FM

29 BIFM Awards and Conference