Venue: BSI Headquarters – London UKThis week work continued on a new ISO standard at a meeting of contributors from 9 different countries, chaired by our CEO Stan Mitchell.
ISO 41014, Facility management – Development of facility management strategy
This new standard when published will continue to enhance the recognition of FM as a strategic professional discipline across the world and build upon the recent publication of ISO 41001, Facility management – Management system – Requirements with guidance for use.
The working group (WG) convenor for the new standards is Helgard Pienaar from South Africa. In a recent statement to the ISO Mr Pienaar outlined the vision of the group to deliver a meaningful standard of high quality and on time. He thanked members of the working group for their dedication, passion, professionalism, and respect for one another. *
As the standard evolves industry players can follow and participate in developments by registering as a member of ISO/TC 267 through their National Standards Body (NSB).
To track the activities of this ISO Technical committee keep visiting ‘ISO TC 267 Facility Management News’.
Consider how KEY FM can support your businesses to take up the challenge of ISO 41001 through auditing or training.
A poor Facilities Management (FM) contract mobilization is a failure from which an organisation might never recover. In emerging markets, where concepts and knowledge of FM are immature or non-existent, the risk is all the greater.
Earlier this month, KEY convened a roundtable of its international FM team to share learnings. The conversation gave rise to 10 Top Tips on how to get things right first time:
1. Go there (and be prepared!)
Throwing yourself in at the deep end is the best way of gaining the requisite understanding of your new market and potential partners. Be warned though: the initial visit can be a culture shock, particularly in regions which are unstable or rife with corruption. Our FMs spoke of situations where they were met by armed guards at the airport, who remained their escorts throughout their travels.
2. Gain understanding of the local culture
From tribal and religious associations through to the finer detail of etiquette and body language, our FMs cited where cultural insensitivity could have caused serious management issues. An early grasp of the cultural context was considered vital for ensuring successful relationships, services, and implementation of equality and diversity policies.
3. Found partnerships on trust and transparency
In countries with little or no knowledge of FM, assessing partner potential is only achieved effectively face-to-face. People have confidence in people, and first impressions matter.
They need to see an organisation which is open and with whom they want to work. Look them straight in the eye. Listen and watch body language carefully. Do they have the level of professionality expected by corporate clients? Are they honest about their business and weaknesses? Are they a know-it-all or do they have the hunger to improve and see you as the opportunity to do it?
4. Do meticulous (and helpful) due diligence
Executed properly, due diligence involves a lot of information (touched upon in the figure below). Nevertheless, when it comes to successful mobilisation, both God and the Devil are in the detail.
Nowhere is this more important than in partner evaluation. You need to be certain they’re ethical, financially-savvy, EHS compliant and capable of delivering to corporate standards from the off. Frequently, small organisations have just been doing what they do, with little interest in the formal process. Due diligence represents an opportunity to help them organise better and develop their own Standard Operating Procedures, and for relationship building.
5. Get fully-up-to-speed with local regulations
Local regulations in developing markets often entail eccentric stipulations and inspections. To avoid unpleasant surprises and a costly loss of reputation, be sure you have a thorough understanding of all policy and employment law relevant to your operations.
8. Explain and demonstrate what FM value means
Building confidence and collaboration with the local customer is vital, notably, if you are assuming responsibility for pre-existing supplier contracts. This isn’t always easy. Often they will perceive FM outsourcing as a loss of operational control and believe things can be done better and more cheaply their way. Dealing with this requires a convincing service delivery model upfront, which shows how you will ensure compliance, cost saving, and create value through measurement and innovation. More important still is to demonstrate a commitment to working together with them to ensure it works as they want it to.
7. Prepare excellent Communication and Governance Plans
Of all the documents involved in mobilisation, these are paramount. Ultimately, your success hinges on communication at every step, and the quality of your Service Level Agreements and performance measurement. Your customer will expect continuous information on progress and this is a great way to educate them on the value FM represents and brings to their organisation.
9. Understand the challenge and opportunity of TUPE
Local contracts often require TUPE, or the transfer of customer employees to your own business. They may see their move from a prestigious international corporation into FM as a compulsory step down. You need to be sensitive to their needs, understand their strengths and then find them new purpose. Show them how they will become better within your business.
However, get the transition right and it’s a win-win for both of you. TUPE staff often understand and care for the customer better than any supplier could. There are many instances where KEY staff have seized the new opportunity to learn and have rapidly progressed their careers within the business, to become key individuals within the business.
6. Implement a thorough Action Plan
When it’s time for kick-off, getting off on the right foot is everything. A lot of things have to be mobilised simultaneously: key staff and team, suppliers and service lines, equipment, processes and procedures. If you’ve thought through the detail of every action, everything should work like clockwork and you’ll be free to deal with the unexpected should it occur.
10. Pay very close attention to performance at the outset
With any new enterprise, things are most likely to go wrong in the early stages. You need to know the moment they do, and to take remedial action quickly and appropriately. It is therefore essential you prepare and maintain a comprehensive set of performance measures.
We hope you’ll find these Top 10 tips useful. Remember: if you fail your new customer, the likelihood is they’re only going to understand this later on down the line. By that time it will take you twice as long to turn things back round, as it would have done to mobilise right first time. Good luck!
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Today we’re in Tunis to get to know Walid Barhoumi, a Programme Manager instrumental to the success of KEY Facilities Management International (KEY FMI) in the Middle East and North Africa (MENA) region. Joining the conversation is Jim Yorston, KEY FMI’s Chief Operations Officer.
Walid Barhoumi, KEY FMI Programme Manager for the Middle East
To begin, Walid, it would be great to learn something of your background prior to KEY FMI?
Walid: “In terms of higher education, I originally started out studying economics, but later moved on to achieve a degree in IT engineering.
After gaining a few years of experience, I wanted more and decided to start my own IT business. I began approaching big companies in my home country of Tunisia, and soon landed a support contract managing the local site of a large pharmaceutical multinational.
I enjoy problem-solving and helping people out, and quickly became the go-to guy whenever anything went wrong on-site. Before long, I was as good as managing the facility, although I had no official designation as such.”
How did KEY FMI discover you?
Jim: “I first met Walid when were awarded the FM contract for his site. We were struggling to find a Tunisian partner who we felt confident could run things to the required standards. Then someone mentioned that the local IT guy was pretty switched on and might be able to point us in the right direction. So, I emailed Walid’s company to arrange a face-to-face.
Our first conversation was not what I expected. Walid spent the whole time talking about how he wanted to learn about Facilities Management (FM), and be a part of something bigger than just IT. Well that started us on this journey and led to many hours spent in Tunisian coffee shops, working on a proposal he could submit to KEY FMI.
His IT background was much evident back them. It was clear that some work would be needed to attune him to KEY FMI’s way of thinking. However, he was also so attentive, inquisitive, and quick and eager to learn. When I got on the plane back home, I knew we’d found a real gem and was in no doubt he would sort Tunisia out.”
Walid: “FM is hardly known in Tunisia. Within the business, only the local MD and I had ever heard of it. Furthermore, after talking to Jim I realised that, while I’d been doing FM after a fashion, I was far from doing it properly.
I knew that in the short term the new Office Coordinator role would mean moving out of my comfort zone. Nevertheless, I couldn’t miss an opportunity to learn from the True FM experts and to take my career to the next level.”
Walid has since risen to become a Programme Manager for the whole MENA region, how did this come about in so short a time?
Jim: “Walid very quickly got to grips with KEY FMI’s approach and reporting requirements, and soon had Tunisia running like clockwork. Consequently, I recommended him to the MENA Programme Manager for consideration should any opportunities arise.
That opportunity arose much sooner than expected. MENA had been underperforming and we were looking to replace the Programme Manager. When I put Walid forward for the position, the client executives looked at me as if I’d lost my marbles! I insisted and told them he had my personal guarantee.
I knew it was a big step-up for Walid. I trialled him on two countries at first, but included one where we were experiencing the biggest problems. He took control very quickly and the way he dealt with the challenges was impressive. Everyone was happy, so we soon handed him the reins for the entire region.”
Walid: “They were exciting times. I had been waiting for the chance to show what I could do and here was my win-or-lose moment. I worked late every night, and spent many hours in front of my laptop, researching the new markets and requirements. From time-to-time I felt a little tired, but I was always happy because I was doing something I loved.
I also felt really supported by the KEY FMI team. Whenever required, I’d just raise my hand and there’d be two or three people willing and available to help. Particularly, Jim was always there for advice and reassurance, no matter how late I called him. This enabled me to relax into my new role and gave me the confidence I needed.”
Jim: “MENA is the toughest market in the world of FM and Walid handles it exceptionally well. He’s one of the best, if not the best, we have, and he continues to grow. A proper success story! He’s a firm but fair manager, a good presenter, and great with clients and customers. He’s also a genuinely nice guy, someone I’d trust with my life.”
So to end, Walid, what’s next for you and FM?
Walid: “In terms of myself, I intend to keep improving. My approach is working fine and is delivering the results, but it’s not the best I can achieve.
Particularly, I want to develop my understanding of FM management systems. To-date I have been heavily involved in the detail of day-to-day operations. With a better grasp of the overarching framework of FM, I believe I will be better able to reflect on the rationale for these activities, their consequences, and how they relate to strategic organisational objectives. English is not my first language, and I think this knowledge will also help me clarify and simplify my communications.
I see a great transnational Programme Manager like the conductor of a symphony. The FM management system is the sheet music and the orchestra is the team, and delivering the best performance is all about striking the perfect balance between keeping the score and managing human relationships.
When it comes to FM, I think there are two major disruptors in the imminent future.
The first is the new ISO standards for FM, particularly ISO 41001. These provide a framework for ‘a symphony’ and are set to transform global FM.
The second is workplace digitisation. New technologies can now enable continuous monitoring of buildings and activities, and automate work scheduling and reporting. These systems provide rich real-time information, while assuming a large part of the burden of operational management. This frees up the FM to focus on what they should be doing: identifying and implementing opportunities for improving service quality and adding value.
Thankfully, KEY is ahead of the curve in both these areas. Our CEO often says, “the only constant in business is change”, and I enjoy working for a company that recognises this. We know who we are and what we do, but we are also thinking ahead, ever exploring and contributing to the evolution of our profession.”
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