EDITORIAL COMMENT
AUGUST 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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Anyone with a modicum of knowledge about
facilities management will tell you it’s more
concerned with the people who inhabit buildings
than the buildings themselves. This principle is
borne out every time we visit an exemplar site for
our regular FMJ case study.
The latest example of this is the Hermes Tech Hub in
Leeds which fulfilled an exacting design brief to deliver
‘something cool and a little bit di erent’. This did not,
we’d like to stress result in tech o ice clichés of slides
and sleep pods, but rather an attractive, flexible and
welcoming space, which is designed to attract and retain
talent in a competitive market.
Talent management is an integral part of any facilities role,
whether indirectly, in overseeing the design and layout of a
workplace, or directly, in building up and managing facilities
teams. Within the FM services sector, finding, training and
retaining the right people is a continuous challenge and it
may get ever more complex if and when Brexit goes through.
Sitting down with Keith Chanter, CEO of FM service supplier
EMCOR UK for the interview in this month’s issue I was struck
by the emphasis he placed on investing in the people within
his business rather than just focusing on wider business
strategies. He argued strongly that everyone within an
organisation plays a key part, and described how potential
clients can be influenced by the quality of the receptionist
who greets them as they enter a building.
This is why FMJ magazine now has regular training and
recruitment pages that reflect the importance of hiring and
upskilling the right people for the job. And if you’d like to
read daily reports on the latest trends in employment, from
the key skills needed within the FM market to views on
leadership within the property sector, visit our dedicated jobs
site at jobs.fmj.co.uk.
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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