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13 November 2019
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IWFM AWARDS 2019: IMPACT

Recognising the organisations that make a difference in the workplace and facilities management profession, as well as wider society, in the areas of customer experience, the environment, organisational performance and social value.

Rolls-Royce & Mitie
Rolls-Royce & Mitie

Related articles

Read: IWFM Awards 2019: Innovation here 

Read: IWFM Awards 2019: People here 

04 November 2019 Facilitate Team


Environment

ISS


ISS and one of the 'big four' professional services firms entered into a project partnership in 2018 to reduce plastic consumption at the firm's 23 UK offices. 

They created the ‘Project Ceres’ team, founded upon shared commitment to prevent pollution, reduce carbon emissions and waste, and procure sustainable products and services. 


Results

ISS cut out 7.7 million items (6.5 million disposable cups and 1.2 million catering consumables, equal to 57 tonnes) of single-use plastic in a year and eliminated 91 per cent of the items within eight months.

An initial £180,000 investment in reusable cups and bottles yielded cost reductions of £65,000 so an ROI is achievable in under three years.

The 'big four' firm boosted its employer brand and increased awareness of environmental issues for its own employees and ISS staff.


What the judges said:

“So much impact and so much authenticity – true partnership.”


Best practice

1 Introduced ‘Green Tariffs’. Biodegradable Vegware cups are used at the firm's in-house coffee shops. And there’s a £0.40 surcharge for drink bought in disposable cups. Half the surcharge goes to the Marine Conservation Society – £8,000 at the time of the submission. 

Use of reusable cups has jumped from 7% to 56% cent.


2 ISS removed disposable cups from vending machines and kitchenettes, replacing them with reusable travel cups and water bottles for each 

of the firm's employees.

The number of disposable cups per week dropped from 17,000 to 50 at the London Bridge office and from 14,000 to 

50 at the Canary Wharf office.  

 


Organisational Performance 

Rolls-Royce & Mitie

Mitie delivers a fully integrated facilities model – engineering, cleaning, security, catering, waste and workplace design services, plus minor and intermediate projects – at 28 of Rolls-Royce’s UK sites, including all main production facilities. In 2018, Mitie entered its 22nd year of its partnership with Rolls-Royce, and the third year of the current contract.


When the FM contract was first tendered in 2015, indirect spending at Rolls-Royce was being challenged under financial constraints, causing a disconnect between expectations on site and services procured, conflict over the scope of services and onerous governance on checking work and performance – resulting in a lack of trust and demotivated employees. 


As Rolls-Royce ramped up production, it had to deal with in-service performance issues with products, while Mitie’s ability to work at a fast pace was under pressure. This led to a poor perception of the FM operation and heavily governed processes were driving the wrong behaviours, shifting focus away from the customer. 


A steering group comprising senior executives from both firms and representatives from operations, procurement, governance and commercial agreed to a new FM culture, prizing consistency, clarity and a one-team culture. They created five operational KPIs:


 Basic delivery: Making the buildings safe, comfortable and conducive to fostering Rolls-Royce’s competitive edge; 


  •  Zero disruption to production: Building resilience to adapt to business needs;
  •  Customer first: Ensuring the customer was central to all FM decisions made;
  •  Journey to zero harm: Mitigating H&S risks; and
  •  Energy focus: Tackling high-volume manufacturing that produces large-scale waste and heating/cooling large buildings.


Results

Facilities managers’ authorisation levels increased, leading to an 85 per cent reduction in quotes and approvals for the FM preservation budget. 


Data visualisation granted teams access to live data, driving efficiencies. 


Clauses were removed from the contract, which had created a culture fear of fines and penalties. 


Last year, Rolls-Royce increased production with 469 engines invoiced, growth in large engine installed fleet is at 8 per cent, and product milestones were achieved, including launching the Pearl 15 engine, the Trent XWB-97 and Trent 7000 entering service on Airbus aircraft. 


What the judges said:

“Having the courage to re-engineer the contract from both sides has definitely reaped rewards.”



Best practice

1. To be an enabler not a perceived blocker. Provide solutions to current and predicted problems by involving the stakeholders.


2. Removing a penalty-led system and concentrate on rewards. A one-team culture creates great results when individuals know how to influence their 

own reward.


3. Focus attention on teams closest to the customer. Frontline operators have the best relationships and the greatest insights.



Customer Experience

Savills Rise


Savills Rise
Savills Rise

RISE, created in 2018, is a scoring framework for assessing performance and identifying gaps in customer service across properties managed by Savills. It maps the customer journey inside a property and enables collaboration between Savills and service partners to deliver the best customer experience for building users.

Starting with an audit of current processes, RISE uses a Building Performance Scorecard to track qualitative scores. Assessment criteria include customer service, building performance, sustainability, health and wellness, environmental credentials and security.

Once improvements have been made, the building is certified by SGS.

Improvements include engaging occupiers, creating a community portal for information and customer feedback, and launching a customer charter.


Results

Savills has rolled out RISE across the portfolio of prime assets with more than 30 buildings onboard and three fully certified buildings.

RISE has helped Savills to retain key clients and attract eight new clients, with the contract wins amounting to £1 million in fees in 2018. RISE also enabled Savills to become the preferred managing agent to British Land.

At Cannon Place, for example, customer experience ratings climbed from 41 per cent during the initial assessment to 92 per cent at certification. Savills has also achieved ISO 14001 accreditation and has BREEAM-in-use, which have been completed in conjunction with the RISE certification.

The building is a member of the Clean City Awards Scheme and won Gold in 2018, became part of the Clean Streets Scheme, has been awarded the Security Building Accreditation, CSSA Award for Environment and Sustainability 2019.


What the judges said: 

“This is an excellent initiative, which could lead the way in their field, and has the potential to bring in a method of benchmarking buildings.”



Best practice

1. Ensure ongoing communication between building management teams, occupiers and landlords to ensure best practice and continuous improvement in customer service.


2. FM teams engaged customers directly instead of only through company representatives, which enabled a wider range of feedback and a greater sense of community.


3. Align the goals and expectations of landlords and occupiers.



Society and social value

Eric Wright Facilities Management

Eric Wright Facilities Management
Eric Wright Facilities Management

Eric Wright FM has invested in its workforce and local community in the North Westof England.


The FM business is part of construction and property services organisation, the Eric Wright Group, which has its entire shareholding wholly owned by the Eric Wright Charitable Trust. The trust was established in 1990 and awarded 49 per cent of the group’s shareholding. In 2016, the trust received the remaining 51 per cent. So none of the group’s profits are distributed to private shareholders. 


Instead, it reinvests profits into developing its business or pursuing charitable activities.


Results

The group focuses on six charitable sectors:

  •  Young persons’ development;
  •  Elderly care;
  •  Health and wellbeing;
  •  Carers’ support;
  •  Education and training; and
  •  Community and voluntary service organisations.

 

Water Park Estate

The trust purchased the Water Park Estate on Coniston Water in March 1998 and converted it into a residential outdoor adventure centre for young people and groups with additional needs.

Around 50,000 children have visited the park from 350 schools and community groups. Adults have gained from employment. The FM team employed local subcontractors for chimney sweeping, pest control, catering maintenance, window cleaning, deer fencing and boat maintenance services, keeping investment in the local community. 

Eric Wright FM also guided subcontractors through the prequalification and procurement processes. 

The FM company let 87.7 per cent of work packages to businesses within a 37-mile radius of the work locations. 


The Eric Wright Learning Foundation 

The foundation supports young learners in construction-based vocational programmes, such as the Young Apprentice Scheme for 14-16 year olds, Foundation Level BTEC Certificate, Level 2 BTEC, First Diploma, Year 8 taster courses and NEET training during school holidays. 

Since 2005 the foundation has helped more than 2,500 young people from the age of 14 to achieve vocational qualifications and has provided over £300,000 in funding support.



Best practice

1. A successful firm must be profitable, ethical and farsighted, and owned by a shareholder structure that maximises stability and an equitable treatment of profit.


2. Trustees and senior management meet quarterly to ensure CSR values are fully embedded in the business strategy of the group and that there is a transparent flow of information within the organisation as a whole concerning social values and activities.


3. Focus on sharing the stories across the group through social media channels, the company website and regular company newsletters to demonstrate the collective social value the business can and does deliver.