EDITORIAL COMMENT
OCTOBER 2019 3
FMJ.CO.UK
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Editorial steering committee
Stephen Bursi, Facilities Lead, BAE Systems
Simon Francis, Principal Lead, Estates and Masterplanning, ZSL
Lucy Hind, Head of Property (Interim) at Barnsley Council
Alan Hutchinson, Facilities Director, Howard Kennedy LLP
Tony King, Head of Facilities, Historic Royal Palaces
Darren Miller, Head of EMEA Facilities Operations, PayPal
Charles Siddons, Head of Operations, NHS Property Services
Vicky Thorp, Head of Facilities Management, CLSH Management
Stephen Vagg, Director of Global Real Estate & Facilities, Molson Coors
Ian Wade, Head of UK Estates, British Medical Association
Simone Fenton-Jarvis, Workplace Services Consultancy Development Director Ricoh UK
Russell Wood, Head of Property & Facilities at Close Brothers Asset Management
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In the survey FMJ carried out with the Salisbury
Group that formed the basis of the round table
featured in this issue, it emerged that over 80
per cent of FMs see risk management as an
important part of their role.
Around the same proportion felt that more could be
done to reduce risks in outsourced FM contracts. But
as the round table participants agreed, risk cannot and
should not be seen as something you can push onto an
external service provider. Should anything go wrong the
buck still stops with the FM client.
It also emerged that the model of totally outsourced FM
services is no longer the norm. Within many organisations,
particularly within the public sector, every procurement
decision has to be checked to see if it could be done in
house and if a contractor is brought on board, they’re
treated as a partner who shares but by no means absorbs
all the risk.
In fact, the argument goes, a mixed model of internal
and external FM services allows organisations the balance
of retaining internal knowledge and holding onto their
businesses property practises while having access to
contract managers who can help ensure that the service is
reflected in the contract delivery. As the debate participants
agreed; the two words that go together are responsibility
and accountability.
An important facet of risk management is compliance, and
it’s an area which goes to the very core of good FM practice.
This is why we’ve introduced a new regular compliance
page in each issue of FMJ, in collaboration with Barbour, the
leading provider of specialist information services, which
covers areas such as health and safety, environment and
energy, estates and FM. As you’ll see from the guidance on
slips and trips in this issue, the idea is to present a handy at
a glance checklist to help reduce the level of risk in your job.
As always, we’d welcome your feedback about any aspect
of the magazine, together with your insight into what’s
happening in the FM sector.
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