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Year: 2023

Festive thoughts from the MF of FM

Posted on by Ian Adams

As Christmas fast approaches and a New Year beckons, CEO Martyn Freeman shares his thoughts on Q3’s 2023, and all that lies ahead.

“The Festive season is fast approaching and before we can blink it will be 2024. It doesn’t seem that long ago since last December when I was reflecting on the impending 5th anniversary of the founding of Q3. I remember thinking at that time that such a lot has happened in five years and as I look back on the last twelve months, the pace has not relented.

“At this time of the year, in business and in my life outside work, I always find time to reflect on things. The routine slows down to suit the mood of the season and I find it’s a good time to look back on the progress and achievements of one year and give a nod to the challenges that lie ahead on the “to-do” list in the New Year.

“One thought that struck me as I reminisced, is that although Q3 has grown rapidly to be an established FM business with a turnover of over £20million, we still haven’t lost our roots. We have stuck to running the business based on our Q3 core values – Quality People, Quality Service, Quality Workplaces.

“I’m pleased that we haven’t sold out on those original values or diluted them in any way, and simply continued pursuing the same approach we started with. We still prioritise looking after our people because, like night follows day, we realise we just cannot deliver the quality service and the quality workplaces without them.

“And our people have not had an easy time of it. Let’s face it, with the cost-of-living crisis and everything else that’s going on, it’s been a tough year for everyone. This year, we introduced some new people initiatives including the “Daisy” platform, with its inbuilt wellbeing advice centre, staff recognition system and retail discounts for staff. We launched a new bereavement policy, and our new e-learning platform goes live imminently. As we grow and aim to reach our next milestone, we need to be investing in all the right things to support and reinforce our people and realise our individual and collective goals.

“We’ve always believed that talking to people is the best way to run a business and that includes not only staff but also clients and suppliers. Even simple things like conducting client satisfaction surveys by TEAMS rather than faceless online tick-box surveys, make a difference. I’m pleased to say that we continue to pursue a face-to-face approach whenever possible, at every level of the organisation. As we grow, it will be a challenge to retain the personal touch and keep things simple, but it is something I am desperate we should not lose.

“We operate an open and transparent way of trading and continue to build a sustainable business model – not just sustainable in the “green” sense but creating a sustainable business with longevity that provides stability to the people who work for us. We continue to bid selectively, choosing to work with clients who appreciate the value of the service we provide and who also share the same culture and values. I am pleased to announce that we have another new significant contract about to land, which we hope to announce officially during the New Year.

“Let me take this opportunity to wish all our suppliers, partners, client and employees a very happy and peaceful time over the festive period and the very best wishes for a successful and prosperous 2024.”

Josh Marodeen – Apprentice Profile

Posted on by Ian Adams

We’re in conversation with Josh Marodeen, who currently works as a cleaner at the Q3 contract with Specsavers in Whiteley in Hampshire and has shown a keen interest to develop a career in business development.

To pursue his ambition, Josh now balances a dual role arrangement, sharing his time cleaning with Specsavers as well as working part-time as a business development apprentice with Q3. To help him in his business development role, Josh is pursuing a Sales Executive level 4 Business Standard Apprenticeship at Fareham college.

What have you learnt so far from this apprenticeship?

I have currently been on this apprenticeship since April 2023, and I have learnt a lot more information about sales and the corporate side of the FM business sector. I have been involved in some site visits for potential tenders, which I found to be extremely interesting, because it gave me an insight the variety of different organisations in which FM operates. I have also developed my interactive skills as I had to work with a range of stakeholders to complete tenders and build relationships with potential and existing clients. The apprenticeship and the support I get from my manager and team has made more confident to be more in the practical elements of the processes and decisions that I make to be effective in my role in business development.

What have you enjoyed about this apprenticeship?

I’ve enjoyed understanding the theory learning from college and I am able to relate this to the small team in which I work. It’s given me the opportunity to embed and build creative initiatives and  ideas to help promote Q3.

With my new-found confidence I’ve also enjoyed meeting people, both internally and externally. I have enjoyed attending college sessions as part of this apprenticeship, as it has enabled me to meet a range of people from different sectors and backgrounds, broadening my horizon on what business development looks like in other sectors.

I meet with my tutor Andrea regularly, and I have found these sessions of great benefit as I get feedback on my work so that I can continue to develop within my role.

What do you hope the apprenticeship will do for you?

I am hoping this apprenticeship opens a lot of future opportunities that match my skill set. I am hoping it solidifies my knowledge of the whole corporate world, by understanding the FM sector and how business development will continue to be a central part of Q3 future success. While Q3 is my employer of choice, I have a great love of football and I have an aspiration to combine my passion for the game with some kind of business development role in that sector.

Another aspiration is potentially being involved in sales within the football industry – understanding market value and spotting trends that could be translated effectively into revenue to help grow a football club.

Paul Courtney – Apprentice profile

Posted on by Ian Adams

We’re in conversation with Paul Courtney, an HR advisor, working as part of the central team at Q3. Paul is currently studying for the CIPD Level 5 Associate Diploma in People Management.

What have you learnt so far from this apprenticeship?
From completing the apprenticeship, I have found that my confidence and the understanding of employment law has grown, which has enabled me to speak to my HR Director more proactively in bringing any concerns to their attention with problem solutions to make changes and improve our services to the business. The apprenticeship has been balanced well with the delivery and what I am completing at work. Within our sector, we will often mobilise or demobilise teams through TUPE. This meant that I was able to combine knowledge from college, with practical experience through working with my Director in a practical manner.

What have you enjoyed about this apprenticeship?
I have really enjoyed embedding the new knowledge of this apprenticeship into my workplace. I struggled initially and I would find myself second guessing my guidance and support to both managers and employees on a range of HR subjects. However, the apprenticeship has taught me to step back and reflect more often. Another benefit of this apprenticeship for me, is it has supported me to build my own network of People Professionals from other sectors to gain insight and of course to ask those silly questions!

What do you hope the apprenticeship will do for you?
I came from the education sector (post 16), where I would be working with teams from a range of sectors who were supporting their own learners through an apprenticeship. So, for me, it felt strange to be on my own apprenticeship journey. I hoped that by completing my own apprenticeship, it would give me wider knowledge base and understanding on the employment differences between the education sector and my new sector of Facilities Management. As the business continues to grow, I would like to think I would be capable to step up into a HR Manager role.

Thanks Paul.

Apprentices – the next generation

Posted on by Ian Adams

Employing and developing the right people is the the key to success in any FM business and apprenticeships is a fundamental part of that strategy.

Those of you who are familiar with Q3 will know that our company name directly reflects our company values. The three Qs represent Quality people, Quality service and Quality workplaces, and are the foundation of our value proposition. These three values are totally intertwined of course, because without quality people Q3 can never expect to deliver quality services or create quality workplaces.

That’s why we place such great emphasis on finding the right people and creating the kind of environment where they can develop and flourish, both professionally and personally. Our apprenticeship programme is an important part of that strategy, providing the seed corn for the next generation of quality Q3 people.

Q3 currently has six apprentices who have taken the steps to further develop themselves within the sector and pursue their career aspirations. Although we are an FM business where you might expect the focus to be on trade apprenticeships, we have quite a diverse spread of apprenticeships in non-traditional areas, including HR, Finance, Sales and Team Leadership. We’re constantly encouraging employees to consider apprenticeships and have two new additions joining in the new Year.

Over the next few weeks, we will be celebrating the progress of the individuals who are part of our apprenticeship programme, to discover what they are gaining from the investment and how it is helping their career progression. We will also be talking to some of the managers and clients involved, to understand their roles in supporting the people in the programme. The consensus is that the apprenticeships have not only broadened the knowledge of the participants, but also boosted their confidence and independence, allowing them to accept greater responsibility, challenge the status quo and seek out more innovative solutions in their day-to-day activities.

First up, will be Paul Courtney who is pursuing the CIPD Level 5 Associate Diploma in People Management qualification.

Understanding your market and knowing the “sweet-spot”

Posted on by Ian Adams

Alex Gavrilovic Explains How Covid19 Changed Q3's Approach To Cleaning

It’s as important to know if you are right for your client, as it is for the client to know you are right for them!

Director Alex Gavrilovic gives us his views on the changing face of client-provider relationships and how it pays to really know who your friends are.

“In the last year or so, I believe that market attitudes have changed in relation to the kind of FM provider clients are looking for. At Q3, we have certainly noticed a difference, and the whole shift revolves around the question of value. Not value in respect of whether the client believes they are getting value for money from the contract, but whether the client actually feels valued by their supplier.

“This changing mood has been to the benefit of Q3, because many clients are choosing to look away from the big market FM companies to smaller businesses who will not only pay them that attention, but also truly value their custom. Clients realise that they will get a better flexibility and higher levels of service from the smaller players because the client’s business is so much more important to those contractors.

“It’s also more likely that the contract will run smoothly and efficiently because the whole arrangement is built on direct, personal communication and high levels of trust. Clients draw confidence from this personal relationship, knowing that they can contact someone with the knowledge and authority to act and respond quickly and efficiently.

“In FM, experience is everything when forging a successful new business relationship. The Q3 senior team has hundreds of years of combined experience in the FM sector, across small, large and complex FM contracts. We know the business and are realistic about our ability to meet the requirements a client lays out in its tender documents, in terms of what’s deliverable, where we can excel and where the bigger competitors may struggle to perform. And because as a business we have always collectively tried to put clients first and centre in the process, experience has taught us to recognise the kind of client with whom we know we can work successfully. It’s what we at Q3 call the “sweet spot” and we’re getting better and better at recognising and delivering the winning formula.

“We are open and honest about our proposed FM solution, tailoring it to the specific needs of the client, their sector needs and geographical challenges. The final solution will reflect that. We may blend direct delivery with a supply-chain managed solution if that’s what we believe will work best and most cost-effectively. And if that sounds like a managing agent approach, it isn’t – where’s the value add in that arrangement? It’s more FM service integration, but unique in each contract deployment we create.

“With data and technology now underpinning FM services in virtually every contract, it’s important that the client is not constricted by the supplier’s choice of CAFM system and data repository imposed on them by the incumbent. Too often these days, when a contract ends, the supplier just walks away, closes the CAFM system and exports its contents onto an excel spreadsheet. This is of virtually no use to the client or the unfortunate contractor who takes over. Q3, through its Pulse technology system, provides all the benefits expected from a cutting-edge CAFM system during the duration of the contract, but at the end, the data and the IP remains with the client, thus ensuring continuity.

“When I started in FM, stability and familiarity used to be important in the relationship built between FM provider and client but recently, because there’s a steady churn of personnel in the industry, this continuity no longer exists. So, from the first client meeting to the contract award, and beyond, we always try to ensure that the client will meet the same team made up of subject-matter experts, that are relevant to that contract. The relationship building starts from day one and continues beyond mobilisation.

“I believe that this ability for both client and FM provider to recognise their best-fit partner, will become increasingly important in future tender processes. On more than one occasion recently client feedback has told us that Q3 won the business because of non-quantifiable metrics such as, “You totally get us” and “You have a great cultural fit”. It’s part of an emotional dimension of the purchasing decision that goes beyond regular PQQ measures of capability, financial security, experience in the sector and track record.

“There are a host of areas where in future, clients will be looking for suppliers with close cultural fit to go over and above the delivery of basic services and provide the value-add. For example, working with the client to create workplace environments and that encourage people back to the workplace and retaining talent. Similarly, customer experience is becoming huge, so being able to incorporate the personal touch through concierge and hotel management techniques becomes increasingly important.”

DAISY blossoms at Q3

Posted on by Ian Adams

The new Q3s staff benefits programme proves to be a hit

DAISY Q3 Services

Recently, Q3 celebrated its fifth anniversary as an FM business having reached a turnover of over £20 million in a very short space of time. Now, with contracts across the UK, the company has reached a size and scale that has necessitated a rethink about the way it supports a rapidly-growing, dispersed, workforce, running into hundreds of people.

So, to not only address this growing need, but also in response to the cost-of-living crisis, Q3 launched a new programme called DAISY, with a range of benefits to help its workers.

Essentially, DAISY is a reward and recognition programme comprising a number of elements. There is a shopping component which allows staff to enjoy discounts with major retailers, or instant cashback savings on everyday purchases of products and services. A wellbeing component provides advice and tips on food, exercise, and advice on financial planning and recently added, a third component providing mortgage and other financial advice through a third-party financial advisor. Managers are also able to use DAISY to reward team members for outstanding actions, birthdays and work anniversaries, or simple “thank-yous” for a job well done.

The programme’s name, “DAISY”, was arrived at following a competition amongst employees. Beki Streeter dreaming up the winning title, which is an acronym for Discounts Access and Instant Savings to You.

Q3 chose specialist provider Reward Gateway to create and implement the DAISY programme because of their partnership approach to the project, their flexible support and close cultural fit. In the few months since DAISY was launched, the response has been terrific, with over 50% of staff signed up to the programme, thousands of pounds of discounted purchases placed and over 100 visits to the wellbeing area.

Speaking about the success of DAISY, Director Lucy Hayes said, “We are delighted by the take up of the DAISY programme. As well as being a vehicle that provides practical help, it creates much higher levels of staff engagement, allowing us to celebrate everyone’s achievements and give back something to the people who really make the business tick.”

 

 

Red carpet reception for Q3

Posted on by Ian Adams
Q3 wins a new three-year contract with a high-end, boutique, entertainment destination chain
Martyn Freeman at one of the venues
Q3 CEO, Martyn Freeman at one of the venues.

 

 

 

 

 

 

 

 

 

 

Q3 Services is pleased to announce that it has secured a contract with a high-end, boutique, entertainment destination chain, providing a range of cleaning and hygiene services over a three-year period.

Q3 will be managing many of the organisation’s prestige, high-street sites in the south of England, the Midlands, and Wales. FM delivery is a key factor in ensuring the highest standards of cleanliness and presentation are maintained consistently across the portfolio, thus contributing positively to the exclusive customer experience.

Commenting on the win, CEO Martyn Freeman said, “We are delighted to have won this specialised contract and look forward to helping our client deliver the high-quality user experience for which they are renowned.”

Using Facilio software to achieve technical excellence in IFM

Posted on by Ian Adams

Mark Hazelwood, the MD of our IFM business, talks about our partnership with Facilio and how it is helping to deliver a quality service to our clients

Facilio video

Technology is key to delivering an Integrated FM (IFM) service and its surprisingly difficult to find a fit-for-purpose CAFM solution that works successfully for both the FM provider and its client.

In a recent interview, Mark explains why an over-reliance on legacy software systems has created problems for FM providers and how through our partnership with Facilio, we have the freedom to leverage the power of  a flexible, data-driven, technology solution. The video also features,  Prabhu Ramachandran, Founder and CEO at Facilio Inc, providing the views of the software provider.

You can watch the whole video here: External link to video

Net Zero progress for another year

Posted on by Ian Adams

Planet Mark

Following an audit by the Planet Mark organisation, Q3 has recorded another significant year-on-year reduction in its CO2 emissions, putting the organisation well on target to achieve its goal of reaching Net Zero by 2035.

Since Q3 started measuring its carbon footprint in the base mark year of 2020-21, the company year, has delivered a 32% reduction in CO2 emissions.

The achievement is even more remarkable, as the company has expanded significantly during this period, both through organic growth and the acquisition of the Hard Services business (formerly Newtons Group), which was also included in a full year audit for the first time.

Commenting on the result, CEO Martyn Freeman said, “I’m pleased with the progress we are making on our Net Zero journey. Having the hard services expertise within our own operation means we have the in-house skills to not only tackle the challenges we face as a business, but also support our clients, who are on the same journey.”

Q3’s updated carbon reduction plan may be viewed and downloaded from our website: Carbon Management and Reduction Plan.

Rebooting the IFM model

Posted on by dev@q3

How Q3 is reshaping its service to clients using technology and a customer-focused approach – a thought piece by Mark Hazelwood, Managing Director of Q3 Services’ IFM division.

Rebooting the IFM model

 

Integrated Facilities Management (IFM) has evolved a long way in the last 30 years and has become the service model of choice for many Property Directors with complex, multi-site portfolios. The IFM sector represents about a third of the UK FM market and as it continues to expand, clearly has a bright and sunny future.

However, the model isn’t working for everyone. The original motivation for outsourcing FM services was because the client organisation couldn’t get things done efficiently enough, cheaply enough or to the right quality. Today, there is a danger that the outsourced solution seems to have become more complex and cumbersome than the client they look after, while delivering fewer of the outcomes or benefits promised in the original tender. FM service providers are having to work harder to persuade clients that their version of IFM is significantly different and better value than that of other providers, in what has become a highly competitive market.

To be successful it’s now essential for suppliers to provide a quality customer experience and agile response to fast-changing client demands, across an ever-expanding range of service lines.

To cap it all, in the last four years, the workplace has been through an enforced restructure because of the Covid pandemic, making the challenge even greater. FM providers have had to adapt and embrace new, hybrid ways of working and deliver a meaningful workplace experience that will encourage staff off their sofas and back into their offices. Linear models based on providing a range of services 8 hours-a-day, five-days-a-week simply don’t apply anymore. FMs need to measure the pulse of the building and its staff constantly and be ready to anticipate and step in with interventions before a minor problem becomes a crisis.

The IFM game has now shifted to demand-driven approach, designed to meet the specific needs of the client not the systems, processes and convenience of the service provider. Customer experience (CX) is king and an agile, flexible, responsive approach, an essential ingredient to service provision.

To build such a successful integrated FM services approach, you need to anchor it around four pillars: technology integration, a user-centric approach, data-driven decision making and enhanced service delivery.

Technology Integration: IoT-based, smart-building systems that enable predictive maintenance, real-time monitoring, and automation are becoming the norm, facilitating proactive decision-making, agile response and cost savings.

User-Centric Approach: Deploying purpose-built tools and apps that make seamless and the personalised experience possible for building occupants and users. This includes factoring in mobility, reporting and other must-haves that make work easier and more enjoyable for end users.

Data-Driven Decision Making: There is a wealth of data coming in from assets performance, energy consumption patterns, maintenance needs, and occupant behaviour. But so often, we are data rich and insight poor. Consolidating the data into a central command centre, overlaying intelligence to provide insight and making it a system for action is where we transform data into an enabler. This data-driven approach will help optimise operations and enhance the overall facility experience.

Enhanced Service Delivery: Integrated FM services will continue to emphasise service quality and customer satisfaction. Service providers will leverage technology, data, and performance metrics to ensure consistent and high-quality service delivery, targeted where and when it’s needed. Continuous improvement and innovation will be key drivers to meet the evolving needs and expectations of clients and occupants.
But the road to delivering stellar integrated FM Services is strewn with challenges to which I have already alluded …. a fragmented tech stack, rigidity of technology solutions, lack of interoperability, resistance to change, and escalating costs are just a few of them. How can we unblock this? Let me share Q3’s experience.

Interoperability and Integrations:
One of the major pain points in FM operations has been the lack of interoperability and integration with existing solutions. FM professionals have long struggled to find a software tool that can seamlessly integrate with their diverse tech stack. For Q3, Facilio’s platform offers a level of interoperability that was previously unattainable, allowing for integration with existing systems and giving data context to help deliver a unified user experience. The platform’s single sign-on capability has been a real game-changer, saving us all a lot of time and hassle.

Flexibility and Adaptability:
Traditionally, FM software providers have offered rigid, structured solutions that force property operators and FM managers to conform to their predefined workflows. This has hindered their ability to deliver a truly customer-centric experience.
Recognising this frustration, at Q3, we sought a tech partner that could provide a higher level of flexibility, leading us to Facilio and their innovative CaFM software platform. It meaningfully connects people, systems and processes, and adapts to our clients’ needs and focuses on their business goals. Our FM managers can customise the software to meet their unique operational needs, enabling a seamless user experience (UX) that enhances customer satisfaction.
One interesting aspect of the way we deploy Facilio across our IFM contracts, is that the IP lies with the client, so if we move on, they retain their data history and continuity.

Reporting and Auditing:
Stringent Net Zero regulations and the need to measure and control operational carbon emissions have made comprehensive reporting and auditing essential. Unfortunately, many existing tools in the market fall short in this aspect. At Q3, we understood the importance of portfolio-wide visibility and quick report generation for auditing purposes. Through Facilio’s CaFM platform, we now have access to real-time energy reporting and auditing features, making it easier for FM managers to prepare for audits and management discussions.
The demand for integrated FM solutions built on a robust, connected CaFM software is growing rapidly in the UK and European markets. It is high time we upended legacy systems and embrace change to create a better customer experience while maximising the potential of our clients’ people and their buildings.

Reproduced from an article originally published in FM Business Daily