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13 December 2017
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BRACE for IMPACT 

FM’s ability to positively influence organisational performance, the environment, and the experience of customers and employees is no mystery within the sector itself, this year’s winners demonstrate the power of FM’s


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06 November 2017 | The FM Team


Impact on Customer Experience

Macro

Cable car’s customer care a strategic priority


Standing as the first ever urban cable car in the UK, the Emirates Air Line places a unique set of challenges on Macro, with the contractor required to fulfil all of the safety and regulatory requirements imposed on any Transport for London (TfL) transport provider while also meeting the needs of customers using it as a tourist attraction.


Since its 2012 launch the Emirates Air Line cable car has carried more than eight million passengers, consistently ranking the highest out of all TfL’s modes of transport for customer satisfaction.


Macro runs the entire operation, providing front of house services, security and maintenance. When Macro was awarded the contract there were no systems or procedures in place. Macro’s appointment included defining the client’s vision and business case, which included giving customers the best guest experience in London and the highest customer satisfaction levels across all their modes of transport.


As a result, the company made improving the customer service experience a strategic priority and set about developing an approach to both track and improve performance. 


Comprehensive staff training on communication skills included stressing the importance of their role in maximising the value received by guests on the cable car, was given to the existing team of staff. To further reinforce the point Macro also created a specialist guest experience team consisting of six members of staff (from an initial pool of 40 applicants). 


A number of changes have yielded results, including an increased focus on uniforms and name badges and the playing of music around the terminal to enhance the atmosphere. Also, Avius feedback units at both terminals have been installed to provide live feedback from customers, increasing the pool of data on which to draw conclusions on performance. Recent scores indicate arating of 90 per cent to 95 per cent – showing that the initiative to improve customer service has been a significant success.



Impact on Employee Experience

Johnson & Johnson

Data dimension drives 


Undertaking a comprehensive project to transform its workplaces in order to boost employee satisfaction and productivity has seen Johnson & Johnson pick up the Impact on Employee Experience BIFM Award 2017 – the first time this category has been contested.


Established with the objectives of optimising use of space, integrating modern technologies into the workplace and increasing employee engagement – among a number of others – the company’s Workplace Experience Strategy (WES) has seen major changes implemented across its offices.


Built around a Workplace Experience Guide; which sets out best practice, guidelines and examples on people, facilities and place; a Community Spaces Strategy; that outlines how to provide the optimal types and mix of amenities such as health centres, and Workplace Certification; which evaluates the workplace experience against expected standards, the strategy puts staff at the heart of decisions related to the workplace environment.


With these three tools, combined with the results of a comprehensive Leesman survey to identify the needs and desires of staff, the project has seen offices transformed to enable flexible working, increase the amount of social spaces, and provided a wide range of well-being spaces to enhance health and relaxation within the workplace.


So far, the feedback and results of the implementation of the WES suggest it has been a strong success. The findings show that two-thirds (66 per cent) believe that their workplace contributes favourably to J&J’s corporate image, while 88 per cent believe that the design of where they work has enhanced their productivity, exceeding Leesman’s average of 56.7 per cent.


Awards judges deemed the scale, effort and sustained success of this initiative as giving the submission “a clear advantage over the other equally worthy but less ambitious, entries. The initiative is a world-class example of FM best practice across a global portfolio, ensuring the beneficial impact of facilities serviced on the working lives of employees and operating costs of the organisation as a whole.”


Johnson & Johnson aims to become the world’s healthiest workplace by 2020, and to achieve full Leesman+ accreditation across all its sites by 2020.

Emma Potter
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Impact on the Environment

Landsec

Power partnership scores for energy reduction


Landsec’s victory is a recognition of the largest listed commercial property company in the UK’s forward thinking efforts to reduce its own environmental impact.


Working towards long-term targets, such as procuring 100 per cent renewable electricity and reducing carbon intensity by 40 per cent by 2030, the Landsec undertook a detailed review of its operations to identify the main areas where it should focus its efforts.


Identifying energy and sustainable building design as its two main areas of focus, the company launched a number of initiatives. 


Working with its hard services partner NG Bailey, Landsec targeted an 8 per cent reduction in energy use across its six highest-consuming properties in London against 2014/15 levels, with the outcome both exceeding the target and coming in cost neutral. The trial was then rolled out to another 10 properties, delivering savings of £66,657 to customers in reduced energy costs.


Beyond this project, the FM team also worked to secure the first fuel cell to be used at a commercial property in the UK at a cost of £4 million in order to cut emissions by 7 per cent. 


Further benefits from the programme also saw a total of 65 measures being identified with NG Bailey to further reduce energy use, and the launch of a partnership with the Wildlife Trust to better understand how biodiversity can be managed across its portfolio. 


The success of the Landsec/NG Bailey partnership and stakeholder relationships is highlighted in the decision by Landsec to extend the scheme to a further 10 of its properties in London.


A ‘sustainability matters’ training programme – designed to increase awareness by providing employees with a detailed understanding of how to embed sustainability across investment, planning, design, construction and operational management – has also played a large part in educating employees.


Judges considered that Landsec had shown a “real passion to do the right thing”, and in doing so displayed good use of science-based targets and audited KPIs. The initiatives were also conducted “within the context of influencing occupiers and tenants by helping them better understand their obligations and responsibilities”.



Impact on Organisational Performance

UBS Integrated Facility Management

FM team’s key role in transition triumph


Banking group UBS has been recognised for its work in reducing costs and environmental impacts at its new 

5 Broadgate in the City of London, while also boosting worker productivity.


When UBS built its new London HQ it migrated all of its 6,500 staff to the new workplace while simultaneously decommissioning six legacy buildings.


UBS consolidated all of its trading operations and asset and wealth management functions under one roof. The company changed to a new way of working, introducing a new way of collaborating and a new way of interacting with the workplace. Put at the heart of operations ahead of the firm’s move to its new UK headquarters, the Integrated FM function was charged with “delivering a flexible world-class office facility” that would meet the needs of staff and impress external visitors.


Working alongside five service partners – including BaxterStorey, ISS and Nuffield Health – an eight-strong team was given a range of objectives, but just the one simple requirement: “Enable the first occupant of 5 Broadgate to be productive at their desk within 15 minutes of entering the building on the morning of Tuesday the 30th of August 2016”.


To meet this requirement and ensure that the building operated effectively enough to enable similar levels of productivity throughout the day, the team and its partners worked against a series of touch-points which began with workers arriving (accounting for factors such as the grounds and parking facilities) through break-taking (adequate breakout areas and gym facilities) all the way through to leaving the building.


By factoring in these touch-points throughout the design and implementation process and carrying out close engagement with a range of stakeholders, the IFM team was able to develop a clear idea of what was needed ahead of the full move into the building.


Results show a 21 per cent reduction in energy use across UBS’s London campus, while an increase in flexible workspace 

has enabled it to reduce its overall footprint by 22 per cent.


The BIFM’s award judges called the transition project “an exemplary demonstration of how facilities management can support a complex business in its transition to a new workplace. The complex move posed potential risk to the organisation as a whole, but thanks to the team’s planning from the beginning and conduct through the transition period the migration was a success”.