OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT
In partnership with The British Hospitality Association is the national body CATERING AND representing the hospitality industry across the UK and in FACILITIES MANAGEMENT Brussels through the BHA’s European Confederation FERCO. IN THE UK Hospitality is Britain’s fifth largest industry, directly employing more • As part of the wider UK hospitality economy, food and than 2.4m people and service management (FSM) companies which provide contributing over £34bn in gross tax revenues. catering and facilities management make a significant contribution producing over £4 billion in turnover in Wealth and employment 2011. generated by hospitality is spread across the UK, providing economic • The BHA is the only organisation to have been opportunities where jobs are most monitoring catering companies, who also provide needed. facilities management, for over two decades. In that time According to research by Oxford the sector has doubled in size and our members in this Economics, 236,000 additional area now employ over 160,000 people (120,000 full-time jobs can be created throughout equivalents) on both private and public sector contracts. the hospitality economy between 2010 and 2015 given the right • In 2010 – 11 the public sector spent over £2.1 billion on policy framework. food and catering1. Facilities Management is the third While we have made every attempt to ensure highest spend overall for central government the accuracy and reliability of the information departments after Human Resources and Information, contained in this document, we are not 2 responsible for any errors or omissions or for Communication and Technology . the results obtained from the use of this information. Any reliance placed on the content Table 1: Turnover and purchases (£m), 1993, 2004-2011* is therefore at the reader’s own risk.
Printed copies of this report can be ordered by 2011 2010 2009 2008 2007 2006 2005 2004 1993 contacting: [email protected] Employment 1,702 1,621 1,792 1,810 1,790 1,713 1,677 1,720 862 Alternatively, the report can be downloaded in Food and PDF format from www.bha.org.uk 1,112 1,109 1,337 1,358 1,257 1,175 1,126 1,296 610 beverages Published by: British Hospitality Association Other 655 580 476 405 390 360 360 363 124 Queen’s House Management 55/56 Lincoln’s Inn Fields 560 560 560 560 540 520 510 520 210 fee London WC2A 3BH TOTAL 4,029 3,870 4,165 4,133 3,977 3,768 3,673 3,898 2,006 Tel: 020 7404 7744 Fax: 020 7404 7799 1 Source DEFRA 2 Source Cabinet Office E-mail: [email protected] www.bha.org.uk * Public and private sectors contracts combined. Source: BHA 2012
2 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT FOREWORD
FOREWORD
David Bentley FIH, FCSI Chairman
The Foodservice Consultants Society By working together, we are able to provide a single voice International (FCSI) UK & Ireland is delighted outlining how we can achieve the Government’s goals set out in its Open Public Services Strategy, creating fair competition and to be involved in this cross industry project, more benefit to the sector. partnering with the British Hospitality Association to develop this report in a bid to A clear vision, level playing field, investment in skills and a clearer understanding of the value food adds in the sector are bring greater efficiencies and increased all required. productivity to the public sector. The BHA has surveyed FCSI members, whose leading consultants are working in many areas across the public sector, in order to obtain our views and comment for the report. As a group of over 1,000 foodservice experts worldwide, with many members working in the public sector, FCSI has the specialist sector knowledge and industry insight required to deliver innovative, commercial and sustainable solutions to the sector’s business challenges.
The professional membership is made up of consultants who focus on all aspects of the catering industry, and in particular the public sector, business strategy and commercial kitchen design. FCSI allied members are professional foodservice or equipment suppliers that work alongside our consultants to successfully deliver projects.
Our members’ areas of expertise include; foodservice strategy development, business planning, commercial contract tendering, design and equipment solutions in all sectors of the industry. This makes us perfectly placed to help drive forward improvement and change in an industry which is under growing pressure to deliver increased service levels and products, despite its budgets being under pressure.
We believe that we can assist the Government in extending the range of out sourced services and look forward to working with the BHA on delivering the joint initiatives defined in this report.
OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 3 4 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT INTRODUCTION
INTRODUCTION OUTSOURCING: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT
We have a single-minded ambition for this publication, Outsourcing 2012: Removing the Barriers for Catering and Facilities Management. The BHA is committed to helping our catering and facilities management members (also known as food and service management) compete on a level playing field to win public sector contracts. This will increase public and private sector partnership and open the market to further outsourced catering and facilities management.
Together with our report partner, FCSI, the BHA has set out a clear agenda to achieve this ambition.
We will work in partnership with the government:
• To achieve value for money in public procurement and create fair competition by making contract opportunities more transparent and accessible for those wishing to do business with the public sector.
• To enable long-term economic growth and ensure diversity of provision by encouraging and supporting our SME member companies to participate in public sector procurement.
• To deliver greater public sector efficiency and increased productivity by harnessing the global expertise and talent of our members to the benefit of them, the government and the wider public.
• To optimise fully efficient supply chains and secure new investment to improve existing infrastructure and support the delivery of innovative, commercial and sustainable public services.
This partnership will be developed by continuing the BHA’s discussions with the Cabinet Office as it develops a Pan Government Procurement Framework (which includes TFM - total facilities management, hard FM, soft FM, and catering). We will also continue to engage with the Scottish Government on its Procurement Reform Bill.
Phil Hooper, Ufi Ibrahim, Chairman, BHA, Chief Executive, Food and Service British Hospitality Management Association Forum
OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 5 6 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT CONTENTS
CONTENTS
Definitions Recommendations 8
Public Sector Outsourcing: BHA commitments 9 For the purpose of this report public sector outsourcing is defined as catering and/or facilities REMOVE BARRIERS TO OUTSOURCING 10 management provided by a private sector organisation to a public sector body, encompassing Benefits of outsourcing healthcare, education, defence, prison and justice 14 services and including central and local government departments. These outsourced Case studies 15 services are managed under a commercial Aramark agreement between the public sector organisation 15 and the contractor. bartlett mitchell 15 Accent Catering 17
Food and Service Management (FSM): Compass 18 For the purpose of this report food and service Sodexo 19/22 management is defined as the provision of catering and other facilities management services to Brookwood Partnership 21 clients. Facilities management services include Cypad 23 catering, cleaning and security (known as soft FM) and estate and building management (known as IMPROVE THE COMMISSIONING PROCESS hard FM). 25
SET A CLEAR VISION 27
RECOGNISE THE VALUE OF FOOD 31
Food and Service Management Forum 32
FCSI professional members 33
British Hospitality Association members 34
OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 7 RECOMMENDATIONS
RECOMMENDATIONS
BHA aims to work in partnership with Government and our FSM members, both SMEs and larger organisations, to advance delivery of the industry’s aims. To bring this about, this report makes four recommendations to Government to bring greater efficiencies and increased quality and productivity to the public sector.
1. REMOVE BARRIERS TO OUTSOURCING enable true diversity of provision by removing barriers to outsourcing via central government engagement with commissioners and providers of services across all sectors to create a truly level-playing field.
2. IMPROVE THE COMMISSIONING PROCESS continue to raise skill levels to ensure that services are commissioned more strategically across the whole public sector and take up our industry’s offer to use its global talent and expertise.
3. SET A CLEAR VISION Government should engage with all stakeholders to create a shared vision and define the scale of the opportunities created by the open public services agenda.
4. RECOGNISE THE VALUE OF FOOD to reinforce the business case for investing in good food across the public sector.
8 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT BHA COMMITMENTS
BHA COMMITMENTS
The BHA’s seven commitments to support our Food and Service Management members:
1. We are committed to supporting 4. Together with FSCI, we will !e UK food and our members win public sector support the Procurement Pledge service management procurement contracts. We are doing this for Local Authorities to promote and by working with the Cabinet Office and implement procurement procedures that industry is world the Department for Communities and are less burdensome; and build skills, Local Government to unlock barriers. We capacity and expertise in public leading. are also exploring alternative contractual procurement. models and payment terms that could Government can deliver greater choice and partnership. We will continue to support the 5. make better use of Examples may include public service Cabinet Office in creating a mutual; joint venture partnerships; and leading Facilities Management Strategy our talent and introducing better and quicker payment to review catering provision across terms for providers. central government departments and expertise. beyond. 2. We are committed to promoting good practice across Food Service 6. We will continue to work with the outsourced markets. We support Government Property Unit as it plans set out in the Open Public Data develops a new way to open up White Paper to put transparency at the opportunities for SMEs to win facilities heart of government and public services. management contracts.
3. Together with our partner FCSI, 7. We will continue to share good we are committed to promoting practice with all our government good practice in procurement skills. We colleagues and will engage with key aim to support enhanced professionalism stakeholders as the business cases and and effective procurement across the outcomes emerge from the first four public sector and will engage with Community Budget Pilots to explore Government plans to set up a opportunities across all public services. Commissioning Academy to drive the necessary commercial skills and understanding of outcomes based procurement.
OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 9 1 . REMOVE BARRIERS TO OUTSOURCING
1. REMOVE BARRIERS TO OUTSOURCING enable true diversity of provision by removing barriers to outsourcing via central government engagement with commissioners and providers of services across all sectors to create a truly level-playing field.
The British Hospitality Association stated in its publication There is significantly more FSM companies could do given a Creating Jobs in Britain: A Hospitality Economy Proposition wider and more innovative market in which to operate. The (October 2010) that Britain’s competitiveness could be Open Public Services Agenda provides both central and local enhanced by providing a level playing field and fair basis of government with the opportunity to take decisive action, comparison between private and public sector bids for the allowing the best providers to manage key services with a focus outsourcing of catering and facilities management; which would on outcomes, innovation, productivity and accountability. in turn enable commercial companies to bring greater efficiencies to public services across the UK. PUBLIC PROCUREMENT IN EUROPE There are also legislative developments in hand at European The Government faces a significant challenge to bring public level, with a proposed Public Procurement Directive. Because finances into balance which has put severe pressure on public contract catering services are not generally provided cross- services. Central government departmental budgets will be on border, the European institutions and member states are average 8% below their current levels in real terms in 2014-15 proposing a lighter regime for catering than for some other and in local government councils face a cut of 28% in the central services. However, the BHA through its EU confederation, government grant. 94% of cuts to current public spending are FERCO, is pressing for a harmonised set of rules, so that catering 1 still to come . would be fully included in the Directive’s scope. Also, member states are keen to retain a “lowest price” criterion, but FERCO is The situation is further exacerbated by social and demographic pressing for a “Most Economically Advantageous Tender” changes that are driving increased demand for improved and (MEAT) criterion to apply, taking in some social, environmental more efficient services. and other considerations. Also at EU level, there are proposals from the Commission on concession contracts, which could To meet this challenge the government has introduced its Open require a main concessionaire to offer sub-contracts to SMEs;
Public Services strategy, a radical programme of reform aiming this is currently the subject of detailed discussion in the to transform the public sector increasingly into commissioners European Parliament. of services improving quality whilst simultaneously reducing financial burdens on the state. SCOTLAND – PROCUREMENT The BHA welcomes the government’s ambition outlined in Open REFORM BILL CONSULTATION Public Services 2012 ‘to replace top-down monopolies with In Scotland where public sector spending on goods and services open networks in which diverse and innovative providers amounts to over £9 billion per year, the Scottish Government compete to provide the best and most efficient services for the has consulted the BHA on a Procurement Reform Bill, aimed at public’ and ‘to make a step change in public service improving the transparency and business-friendly nature of the productivity’ by increasing ‘competition, choice and process, as well as, in the contract catering sector, improving accountability’ to ensure a truly level playing field between the the way businesses work with the public sector to improve public, private and voluntary sectors2. health, environmental and social outcomes.
Food and service management companies already play an The Bill proposes establishing a national legislative framework important role in the outsourcing of public services, delivering for sustainable public procurement that supports Scotland’s catering and facilities management services which are valuable ‘economic growth by delivering economic, social and in their own right and also help to maintain frontline public environmental benefits, that support innovation and promote services across healthcare, education, justice, prison and processes and systems which are transparent, streamlined, emergency services and the defence sectors. standardised, proportionate, fair and business-friendly’3.
10 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 1 . REMOVE BARRIERS TO OUTSOURCING
The BHA has welcomed further engagement with the Scottish Government to discuss how the provisions of the Bill will Government must provide improve procurement practice in the public sector and help achieve sustainable growth for the Scottish Economy. a level-playing field ...
With the publication in March 2012 of the Cabinet Office Open between public and Public Services document, the government provided a progress report on its goal of truly open public services where it private sector bids to committed to ‘regularly assess barriers to entry and exit that may prevent diversity and innovation from being achieved, enable commercial looking at how to enable a level playing field for all independent providers,... and to address issues that are particularly companies to bring greater problematic for smaller private, voluntary and charitable enterprises to ensure that the full range of organisations of any efficiencies to public size and from any sector are able to participate ....and to increase their proportion of the value of contracts made with services. small and medium-sized enterprises (SMEs).’4
Some progress has started to be made with the removal of pre-qualification questionnaires (PQQs) for contracts below £100,000 and in central government there have been moves toward greater use of the ‘open procedure’ (eliminating the Barriers still remain including too much bureaucracy and need for a separate selection stage) along with the over-complexity in the bid process which are slowing up the government’s proposal to publish a pipeline of new contracts. unlocking of opportunities for greater private sector participation within public sector procurement. In the UK and in Brussels, there is a greater recognition of the role of procurement as a vital contributor to economic growth The following issues need to be addressed as a priority: supporting priorities such as job creation, the transition to a low carbon economy and development of infrastructure; and that i) TRANSFER OF RISKS effective and efficient purchasing of the right goods and The allocation of risk and reward is a key part of the services at the right price can positively influence the quality of procurement process. service delivered by the public sector. It is clear that outsourcing by the public sector is seen as an This is echoed in Lord Heseltine’s report: No Stone Unturned: In opportunity to transfer risks to the contractor but it is not Pursuit of Growth where recommendations include: always clearly understood that by transferring liabilities under TUPE, such as pension provision, the contractor must factor in ! the recruitment of a Chief Procurement Officer by every higher returns in order to mitigate the risks. A new prospective government department ‘to lead the procurement and private sector provider may deem the commercial risks involved delivery of major projects and improve the capabilities of as unacceptably high and avoid competing for the contract. their procurement cadre.’
! the placing by Cabinet Office of a ‘a general duty on all public
bodies, setting out the procurement standards to which they 1 CBI Open Access Report – Delivering Quality and Value in our public services should adhere, by providing a pan-government procurement September 2012
strategy, legislating if necessary’. 2 HM Government Open Public Services March 2012: it should be noted that the scope of the Government’s recommendations in this publication are UK wide but ! avoiding duplication across government by establishing ‘a it is for the Devolved Administrations to determine their own approach to public service reform with, in general, services such as health, education and those single source of expertise for innovative procurement that provided by local government under devolved control builds on existing work and successful mechanisms’ helping 3 Procurement Reform Bill - Consultation, The Scottish Government August 2012 ‘to aggregate demand and coordinate activity around shared 4 innovation challenges, provide expertise, coordination and HM Government Open Public Services, March 2012 guidance, and scale up and develop innovative procurement 5 No Stone Unturned: In Pursuit of Growth, The Rt Hon Lord Heseltine of initiatives.’ 5 Thenford CH, 31 October 2012
OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 11 Increase use of the Open Procedure to enable innovation; increase diversity of provision and free up the market to drive productivity and growth.
12 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 1 . REMOVE BARRIERS TO OUTSOURCING
ii) WORKING CAPITAL iv) CULTURAL AND IDEOLOGICAL REQUIREMENTS AND BARRIERS TO OUTSOURCING PAYMENT TERMS It must be acknowledged that there is cultural and ideological A particular barrier for SME providers can be payment terms and opposition to outsourcing, especially in local government where working capital requirements. Taking as an example a contract there can be a view that outsourcing is selling out to the private with a £12 million annual value where it operates on a 30 day sector. A lack of trust between the parties may make the after invoice payment cycle, this is effectively 60 days of a provider wary about signing up to a potentially high risk working capital requirement of £2 million, which the contractor contract. has to fund. If the contractor has to borrow money to fund this working capital the average cost of borrowing currently will be The public sector can believe that there is risk in diversity of around 6 to 8%. The consequence is that the larger the deal provision which may lead to contracts being awarded regularly and the less favourable the payment terms, the higher the to the same organisations selected from a group of recognised barrier to entry for smaller providers. key players. This hampers the market place and restricts innovation. iii) INCREASED USE OF THE OPEN Recent poor performance in a small number of contracts PROCEDURE ACROSS CENTRAL AND managed by the private sector has also sent a risk message to LOCAL GOVERNMENT both the market place and the general public raising concerns A recurrent issue raised by members is the challenge and about value for taxpayers, accountability and service continuity. frustration caused by rigid pre-qualification questionnaires. Additionally lengthy tender documentation has tended to focus It should also be noted that there is evidence of public almost exclusively on the no doubt important aspects of cost support for more open services. According to a recent ComRes efficiency, Service Level Agreements and KPIs, common to all poll6, 75 per cent of those surveyed agreed that a variety of public sector contracts, and largely to ignore the catering and different providers could be more successful than a single facilities management requirements of the contract for which a provider in coming up with new ways to run a service. Almost MEAT approach should have increased weight. 65 per cent said a diversity of provision would reduce costs to taxpayers with a similar percentage agreeing that services Moreover, some contractors capable of providing a high quality would also improve. service to considerable client satisfaction are considered too small even to get through the pre-qualification stages of many The ultimate goal must be ‘win, win, win’ for the public body, tendering processes. PQQs often look for an unrealistic the customers, and the private sector provider – any other minimum company turnover ensuring that some companies option will not be viable. whose total turnover may, for example, nudge eight figures do not even get through the pre-qualification stage. BHA commits: As a response to this particular barrier, some smaller food and ! We are committed to supporting our members win service management companies have demonstrated innovation public sector procurement contracts. We are doing this by forming consortia to enable them to tender for services from by working with the Cabinet Office and the Department which they might otherwise be excluded. for Communities and Local Government to unlock barriers. We are also exploring alternative contractual The government believes that opening access to SMEs is not at models and payment terms that could deliver greater odds with leveraging scale as a procurer. Some contracts, too choice and partnership. Examples may include public big even for large FSM contractors, are now let to a prime service mutual; joint venture partnerships; and contractor which acts as an ‘integrator’, sub-contracting catering and other soft FM services to a specialist company. This introducing better and quicker payment terms for trend is accelerating, particularly in local government, and does providers. not disadvantage SMEs. Major contractors now have to report annually to government on the percentage of SMEs (by value) ! We are committed to promoting good practice across within their supply chain. Food Service outsourced markets. We support plans set out in the Open Public Data White Paper to put A real commitment by both central and local government on transparency at the heart of government and public increased use of the open procedure would facilitate innovation services. and diversity of provision; allow for a more fluid tender process; and free up the market to drive productivity and growth. 6 CBI Open Access Report, September 2012
OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 13 BENEF IT OF OUTSOURCING
BENEFITS OF OUTSOURCING
DRIVING GROWTH AND INNOVATION
According to BHA research, the Growth has been achieved largely by cut targets, whilst protecting catering contracted–out catering and facilities clients recognising the contribution that services that could otherwise be under management sector has more than outsourcing has already delivered, and threat – even allowing clients to divert doubled in size, since 1990, with much of can deliver in the future. One of the most some of the savings made to insulate this growth in the public sector. obvious benefits is the role that frontline public services from the full outsourcing can play in helping the force of the spending cuts. public sector meet its overall spending-
WIDERANGING AND GLOBAL EXPERTISE
FSM companies, both large and small, immense knowledge across many sectors larger organisations and many smaller contain individuals with wide experience providing a significant percentage of operators, as it seeks to develop more of both public and private sector global facilities management provision. cost effective catering and facilities catering. management models across sectors The government should do more to including healthcare and education. Several of the largest UK companies are leverage the wide-ranging and untapped part of multi-national organisations with expertise that exists within both these
COMMERCIAL ACUMEN
FSM companies adopt a highly focused exactly what customers really want, commercial approach to catering and contractors offer clients ever higher Many contracts are now let on a basis other facilities management provision levels of expertise. other than cost plus/management fee; in which enables them to operate with a food and service management, the lower subsidy. Indeed, nil-subsidy is The fact that contracts are results- number of contracts let on this basis is becoming increasingly commonplace. orientated enables the client to measure now just 34 per cent of the total with performance more accurately than is fixed price/performance guarantee This has been achieved by adopting high possible with an in-house operation – contracts representing some 56 per cent. street and retail marketing, branding and indeed, performance related targets are The incentive to meet financial and merchandising techniques. By staying a concept that is becoming increasingly quality targets is overwhelming. ahead of the curve and anticipating familiar in the contracted-out sector.
14 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT CASE STUDIES
Case Study
Emergency Services - Aramark Redesign – with Costa Coffee – brings success
Aramark was awarded the Sussex Police the overall objective. this type of environment. contract in 2006 and successfully Aramark worked closely with the client to To this end, and as part of its successful retained it in 2011. It provides 1,500 staff develop a branded nil-cost solution for retention bid in 2011, it concluded a with catering, hospitality and emergency both the training centre and HQ and it redesign and installation of Neo, one of catering services across two sites - its has managed to achieve a year-on-year its concept identities, to support the headquarters is in Lewes and training reduction on nil-subsidy for the force. It highly successful Costa Coffee brand. site is at Slaugham Manor. knew from previous experience at other This resulted in a more traditional staff The key challenge here was to be sites, including Hertfordshire, restaurant appearance and product offer, innovative and to be able to keep pace Northampton, Gloucester and Surrey comprising an improved servery counter, with customer demands for variety and Police, that combining a retail outlet and staff restaurant and contemporary choice whilst maintaining strict control coffee shop creates a highly successful coffee/retail outlet and deli bar. over prices and quality. Nil-subsidy was combination and maximises sales within
Case Study
Government Agency – bartlett mitchell Outsourcing boosts sales
Sales at Ofgem’s head office at Millbank, because that also helps us sell office space-saving concept ‘Eatsmart’ where London, were boosted after it recognised space and bring in additional revenue in customers can have the same main dish that it needed to restructure the staff our multi-tenanted government bodies.” served in a number of ways depending on catering offer, reduce the range of what they fancy – for example, grilled bartlett mitchell, was given a big traditional restaurant lunch options and chicken breast with spicy tomato salsa challenge: split the restaurant in two and increase the range of ‘grazing’ food. It served with a tossed salad, or with a open a new café that would offer staff a recognised that that could only be range of quality beverages, light meals jacket potato, or with Mexican Rice, or achieved by bringing in skills that had a and snacks throughout the day – served sliced in a baguette as a hot fresh approach and didn’t conform to something that would more closely sandwich. what would be expected – hence the match what was on the high street. appointment of food and service This gives a lot of variety to customers management provider, bartlett mitchell. “We needed great ideas for change, from a small space. Also introduced was inexpensive restaurant design and new ‘Chow for Now’ – healthy and completely Richard Fawssett, Associate Director of food concepts,” said Richard Fawsset. fresh noodle dishes. Procurement, says that Ofgem looked for a hands-on company that could David James, bartlett mitchell’s creative Ofgem considered various options for its demonstrate a combination of value for director is a firm believer in the maxim café, including a High Street brand but money, high levels of service, and that the bigger the change that can be opted for bartlett mitchell’s café concept capacity for innovation. made at the start of a new contract in Recoco, believing it was important not to terms of food quality, service style and have to conform to rigid brand standards “This was really important to us because ambience, the greater the chance of that may not give staff the options they we also wanted to improve the financial winning over customers and improving were looking for. return from catering. We needed to sales. reduce subsidies and the key way of After a year, sales increased by 62% doing this was by increasing patronage. In the restaurant, one of the choices which helped to reduce the annual We needed a first class catering facility introduced was bartlett mitchell’s subsidy considerably.
OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 15 CASE STUDIES
16 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT CASE STUDIES
Table 2: Types of Catering and facilities management (FM) contract, 2009-2011*
Cost Plus/Management Fee Fixed Price/Performance Guarantee Profit and Loss Concession The client is billed for the cost of The client agrees a total subsidy and costs Contracts and Total Risk Contracts the operation, plus a cannot rise above that figure The caterer and the client share the management fee profit (or the loss; in total risk contracts, the caterer invests in the facility and earns all the revenue
2011 27.3% 67.6% 5.1% 13,801 contracts
2010 34.8% 56.7% 8.5% 13,690 contracts
2009 24.9% 63.7% 11.4% 16,583 contracts
* Private and public sector catering and FM contracts Source: BHA 2012 Case Study
Education - Accent Catering Girls’ Grammar School, Kent
Pupils on roll 1000. Accent Catering Services were appointed to commence from June 2007. Statistics over the last five years are:-
Year Ending Year Ending Year Ending Year Ending Year Ending 2008 2009 2010 2011 2012
Annual Sales £143,076 £160,615 £191,482 £211,530 £268,954
Annual subsidy/return (£14,601) (£3,024) (£1,135) £5,014 £20,655
Throughout the past five years we have established strong Sixth Form Café exclusively used by the sixth form only and working relationships with the Head teachers, Governors, Senior invested in a bean to cup coffee machine. Management and Pupil groups which have resulted in a £14,000 In year four the school invested in additional seating for the subsidy turned around to a £20,655 surplus in five years. dining area as usage increased. A joint working party decided Other activities have assisted in the process. upon a cashless system which was installed and we introduced In year one we addressed the catering team’s performance, a food concept “Street Food” which has been so successful appointed a competent catering manager and invested a small that additional cooking equipment was required to meet amount to develop the service offer to students with a bean to student demand. cup coffee machine, white service dishes to showcase the food In year five the school created covered outside seating to quality and installed professional signage and marketing accommodate demand, online payment was implemented material. becoming compulsory after one term. We invested in a combi In year two we sourced new servery counters which enhanced oven in return for an addition three year contract extension. the food offer and became involved in sponsoring various school We are now working with the senior management team to activities. accommodate their five year strategic plan and its effects on In year three we worked with sixth form students to create a catering services at the school.
OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 17 CASE STUDIES
EXCEPTIONAL OPERATIONAL EFFICIENCY
FSM companies provide catering and already moved to nil subsidy catering for other support services in over 13,000 their clients and because of their outlets in a wide range of sectors. The management expertise, clients are now operational experience that this provides also asking contractors to provide a is significant and directly benefits clients range of support services including who use contractors to operate their building and grounds maintenance, catering facility. In every case, it is in the building services, the operation of retail operator’s interest to manage and direct outlets and more specialised activities the operation at the right cost and at such as the provision of sterile services. maximum efficiency. Contractors have Case Study
Defence - Compass Compass re-awarded 9 1/2 year contract
In 2011, Eurest Support Services, a number of Defence force students from served by our ESS staff. The award- subsidiary of Compass group, was around the world. ESS provides support winning catering team of chefs and re-awarded an £80m, nine-and-a-half services across the campus including stewards ensure that, within budget, the year contract at the Defence Academy of catering for all residential students, as provision of the highest quality food is the United Kingdom. Its ability to deliver well as catering for many very high- the normal standard, and the up to 3,000 meals a day, along with profile visitors and events – several of professionalism and dedication of the diverse bundled support services, whilst international repute. support staff is highly commendable. simultaneously meeting the demands for “In concert with the other support high profile hospitality, was the key Paul Lidster, CI Contract Manager, for services, ESS makes a very valuable factor in ESS being given preferred Serco at the Defence Academy, says: contribution in maintaining the world- status. “The support, catering and cleaning class standards enjoyed at the Defence The Defence Academy is the premier services provided by ESS have been Academy, and are key team-players in tri-service training college for the UK consistently of the highest standard and underpinning its ethos and reputation.” military, providing training for a large we consider ourselves extremely well
Table 3: Number of outlets in which FSM companies invested, 2011
£0-£25k £26k-£50k £51k-£100k £101k-£500k Over £501k
Business and industry 91 23 16 12 1
Healthcare 3 8 3 - -
Education 50 13 - 14 -
Ministry of Defence - - - - 1
Leisure 20 2 8 10 4
TOTAL 164 46 27 36 6
Source: BHA 2012
18 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT CASE STUDIES
Case Study
Healthcare – Sodexo Innovation and quality standards raise the bar at Epsom General Hospital
Cleaning Matters offer gives NHS Trust Innovations included trolleys capable of patients took part in the survey and a the confidence that cleanliness and transporting mops, cloths and cleaning staggering 94 per cent thought their hygiene are top priorities for Sodexo. materials to reduce the frequency of room or ward was very or fairly clean. In collections from the cleaning cupboard; addition, 91 per cent considered the The challenge: the Gtech Cordless Professional Power toilets and bathrooms very or fairly clean. Cleanliness and hygiene in hospitals Sweeper, which lasts four times longer have a huge public and media profile. This success is further supported by the than conventional vacuum cleaners and High standards are not only demanded Patient Environment Action Team’s has an antibacterial silver ion compound by NHS Trusts, patients and their annual assessment. The assessment that kills 99 per cent of MRSA, families, but are absolutely critical when measures all non-clinical aspects of salmonella, listeria and e-coli; and a it comes to reducing the risk of viruses. patient care, including cleanliness, bucketless mop system for rapid Epsom General Hospital in Surrey needed infection control, food and patient response cleaning. a partner it could trust to deliver those environment. NHS Trusts are given a standards. Sodexo also introduced a wipes hygiene score between one and five, with one The solution: dispenser that sterilises and disinfects as being unacceptable and five being Sodexo introduced a cleaning offer it removes dirt from hands and surfaces, excellent. The average score, specifically developed specifically to ensure as well as trialling an ATP swab for cleanliness, across all NHS sites, is minimum standards of operation and a monitoring system to test the cleanliness currently 4.59. However, Epsom and St consistent and compliant service on high patient touch points. Helier University Hospitals NHS Trust is delivery. Business benefits: above average, scoring 4.68. Cleaning Matters includes a whole host The Cleaning Matters offer has given the “Since the Cleaning Matters offer was of benefits that appealed to Epsom Trust at Epsom General Hospital a implemented, I can honestly say we have General Hospital, including structured professional framework of policies, enjoyed a more consistent cleaning work schedules and an infection procedures, training materials and service and innovative solutions added,” prevention programme through to a monitoring tools to give them the says environmental services manager at thorough monitoring process and fully confidence in Sodexo’s expertise and Epsom and St Helier University Hospitals trained, competent staff. working practices. NHS Trust, Paul Haslett. “The offer focuses everyone involved in the best As part of the solution designed for However, the real test of success is methodologies and delivering Epsom General Hospital, Sodexo patient feedback. The Care Quality continuous improvement.” introduced a number of innovations to Commission’s NHS Inpatient Survey 2010 improve efficiency and standards of showed some very positive results for cleanliness. Epsom General Hospital. Some 390
OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 19 DIVERSIT Y OF SERVICES
DIVERSITY OF SERVICES
Table 4: Number of Facilities Management Services provided by FSM companies as part of a catering contract, 2011*
165 6 80 Medical 36 Administration/ Laundry secretarial 37 Fire 121 Sterile services Reception/ 421 switchboard 23 Building Building (maintenance 1,544 (caretaking and and/or management) security)
37 Cleaning/ domestic services Porterage 13 Car park 15 34 management Photocopying Distribution (transport/couriers) 132 77 513 Other Mailroom and postal facilities Grounds Maintenance and gardening 332 303 Waste Facilities Management Management 53 1 Conference facilities Creches (marketing and 191 19 management) Housekeeping Help Desk 99 4,227 161 5 TOTAL Security Prison shops Shops/tuck shops
Source: BHA 2012
20 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT CASE STUDIES
EXTENSIVE STAFF TRAINING AND DEVELOPMENT
FSM companies have a vital role to play As an industry which depends on its as part of the hospitality economy, the people, the efficiency of catering outlets fifth largest in the UK, in creating and relies on the skill and talent of both sustaining jobs by investing in training management and staff. and offering opportunities for structured work placements and apprenticeships. Few sectors of the hospitality industry, invest more in staff training than FSM - £15m in 2011, a figure which has been consistent for the last five years, and this investment is further bolstered by ‘on Case Study job’ and ‘in house’ training. These activities recognise the sector’s need for skilled staff and its ability to provide Education – Brookwood Partnership* these staff with promotion prospects and structured careers ensuring that client A 10 year advance in 10 weeks contracts are operated in the most Before The Brookwood Partnership took Another benefit was the development of efficient manner with a flexible approach over the catering provision at Davenies a new state-of-the-art kitchen and dining to labour provisions and solutions. School, Beaconsfield, nine years ago, the room. After Brookwood’s appointment, catering was undertaken in-house by a uptake increased so much it pushed the team of seven people. The catering offer, existing facilities to the limit; this however, had stagnated due to advance convinced the governors of the insufficient training or the development need for the new facilities. With the of new ideas. Attempts had been made company firmly embedded into the to increase the variety and style of the school family, the teaching and catering but it was often left to the administrative staff were able to leave headmaster or bursar to introduce new the design and management of the ideas. development to Brookwood’s highly experienced and knowledgeable team Brookwood’s infrastructure enabled – one that would only be found in a levels of training and development to be specialist catering firm. increased immediately. In addition, as soon as the company took over, the “Incorporating an in-house team into a school saw a rapid improvement in the catering contractor can be very variety, style and quality of the 400 hot daunting,” says Sue Parfett, managing meals produced per day. The bursar partner. “But we have had a lot of claimed that the school had advanced 10 experience transferring staff from years in the space of about 10 weeks. self- operated. The secret of success is to provide the right level of support that is Since then the skills and knowledge of necessary to guide people through the the team have risen dramatically. The change. kitchen assistant at the time, Elaine In 2011, £15m was Dachtler, has undertaken NVQ training as “The in-house team at Davenies took to well as Brookwood’s management Brookwood’s healthy eating style very invested in staff training programme and has since quickly and the change in output was progressed through the role of chef to quickly noticed by everyone at the training by food and become chef manager in September 2011 school.” – something that would never have service management happened under the in-house provision. companies.
*This is a best practice example from the private education sector but the issues and challenges are also common to the state sector.
OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 21 CASE STUDIES
Case Study
Property Management - Sodexo Grounds maintenance contract inspires community involvement
The challenge In partnership with SLIC Training, Sodexo has developed the Wakefield District Housing is committed to improving and apprenticeship scheme to help those apprentices also achieve maintaining a quality environment for residents and tenants licences to apply chemicals, such as pesticides. and to providing a better standard of living. In 2010, the In addition to employing local resources, Sodexo has played an housing association turned to Sodexo to help it achieve that active role in supporting community projects, including mission. Wakefield’s Love Where You Live scheme, which is designed to The solution instil a sense of pride amongst residents. With some 31,000 properties across Wakefield and the The benefits surrounding towns, Wakefield District Housing is the second Since the contract began, Sodexo has made a positive impact at largest housing association in the country. Wakefield – not only in terms of standards and the quality of the Its remit includes houses, flats, bungalows, communal areas environment in which residents live, but also by giving and open spaces. Wakefield used to be a major mining area, but something back to the community. since the industry declined, the area now has a large population A number of measures have been put into place by Wakefield of unemployed residents. District Housing, including inspection forms that are completed In 2010, Wakefield District Housing employed Sodexo to provide by key residents, an annual residents’ survey and fortnightly comprehensive service solutions across much of its region. site inspections. Services include grass cutting, shrub bed maintenance, upkeep “The service we’ve received from Sodexo has been of a of hedges, hard edge maintenance and weed control. consistently high standard,” says Wakefield District Housing’s Sodexo manages a team of 26 operational employees to landscape manager, Mike English. “And Sodexo’s involvement maintain high quality landscaping across the region. The team in local projects has really helped instil a sense of community in includes eight apprentices from Wakefield who have been given the area.” a chance to get into employment, learn a vocation and develop In addition to meeting the service levels dictated by the a career. contract, Sodexo attends tenants’ association groups to ensure Those eight employees have spent 18 months on Sodexo’s any resident complaints are dealt with quickly and efficiently, as apprenticeship scheme and are being trained to achieve a well as providing an avenue for continuous improvement. City & Guilds diploma in work-based horticulture.
22 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT CASE STUDIES
TECHNOLOGY
Advances in technology can also play a strong role in It is amazing how driving up efficiency and productivity. much paperwork is Case Study involved in a typical Education – Cypad school kitchen from Improving efficiency in outsourced forms for catering operations via technology temperature Primary school kitchens are often system of both on-line and cash cramped with little technology available, payments. The Cypad school meal as the cost of installing and maintaining payment system both cut payment recordings, menus a PC has been prohibitive. The collection costs and improved flexibility. consequence of this is poor In the last year the economics of and recipes through communication between caterer and unit equipping even small school kitchens managers, slow collection of information with suitable technology have changed to health and safety from the kitchen and cooks feeling dramatically, with the advent of low cost isolated. Problems escalate, only being tablets. An advantage of this is that many and HR forms. uncovered long after it is possible to cooks have already used a smartphone remedy them. or a tablet and because they were Accepting this constraint Cypad has designed to be used without any formal worked with BHA member Harrison training, are far quicker to get up and Catering in Ealing firstly to equip running. managers with handheld devices. This With screens now large enough to read meant that monitoring of the operation any document and the mobility to carry and food standards could take place them from kitchen to stock room to whenever the managers were on site serving area, comprehensive need for school which has been called for by parents in a communication is now possible between recently published Local Authority the kitchen and the caterer’s head office. Caterers Association report. Documentation, stock control, ordering, The second step was to make use of the staff hours recording and every kind of only technology that was available in the form filling can be carried out, all being Cypad tablet and web based kitchen itself - a phone - to collect weekly managed and updated centrally. Cooks systems help at all stages of figures such as meal numbers, using an feel much more part of a team and can automated system. This meant that communicate with each other as well as performance indicators such as meal with their managers. The information uptake, cost per meal and meals per hour flow is two way, so messages can be sent could be made available immediately out to kitchens as and when required. control stock, record staff hours, fill and without taking-up managers’ time to It is amazing how much paperwork is collect and record the necessary figures involved in a typical school kitchen from thus improving efficiency and monitoring forms for temperature recording, menus productivity. and recipes through to health & safety The next step was to provide a payments and HR forms. It is now practical to system for school meals. This was done remove all of this paper. In some ways check who is taking a meal and recognising that schools operate the lack of technology in the kitchen that differently; some moving to a completely has proved so limiting in the past now This ensures that management costs are minimised, online payments system; some staying offers a real opportunity. with cash and others opting for a hybrid
OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 23 24 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 2. IMPROVE THE COMMISSIONING PROCESS
2. IMPROVE THE COMMISSIONING PROCESS to continue to raise skill levels to ensure that services are commissioned more strategically across the whole public sector and take up the industry’s offer to use its global talent and expertise.
With the development of the Lean With the implementation of the Localism Procurement Sourcing Principles, Act 2012 alongside reforms of education, !ere is still a need Government has taken initial action to and healthcare, there will be de- ensure that those responsible for Central centralisation of the market with a across the public Government procurement have greater potential consequence of a lack of levels of expertise to reduce the length, procurement skills on the part of sector for those complexity and cost of procurements commissioning organisations. Taking with a shift of emphasis to pre- Academy Schools as an example, will responsible for procurement dialogue to shape what their governors have the skills and comes to market. Since January 2012, it knowledge to procure effective catering procurement to has been mandatory for Lean Sourcing and other services? Principles to be applied to all improve knowledge procurements across Central BHA commits: Government. ! Together with our partner FCSI, of catering processes we are committed to promoting The BHA recommends that the Cabinet good practice in procurement to reduce costs and Office encourage the application of Lean skills. We aim to support Procurement, across the wider public enhanced professionalism and improve efficiency. sector to all foodservice and support effective procurement across the services, as part of property and facilities public sector and will engage with management. Government plans to set up a Commissioning Academy to drive However, there is still a need to the necessary commercial skills encourage staff to be more commercially- and understanding of outcomes minded and to improve the knowledge of based procurement. technical catering processes on the part of those responsible for procurement ! Together with FSCI, we will which would help reduce costs and support the Procurement Pledge improve efficiency. for Local Authorities to promote and implement procurement procedures that are less burdensome; and build skills, capacity and expertise in public procurement.
OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 25 26 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 3 . SET A CLEAR VISION
3. SET A CLEAR VISION Government should engage with all stakeholders to create a shared vision to define the scale of the opportunities created by the open public services agenda.
The Government Procurement Service is currently implementing a major change programme to transform operations and In 2010-2011 the public performance to deliver centralised procurement. sector spent over £2.14bn on food As part of this programme towards a single government client model should provide opportunities for more effective and catering. Spend on total management of supply chains and encourage the right mix of providers who can deliver the public services people want, facilities management is predicted ensuring a truly level playing field between the public, private and voluntary sectors. to rise to £15.6bn by 2017 from
With this objective in mind, the Government must work with the current £11.3bn. commissioners and providers of services to define clearly the scale of the opportunity that exists for the provision of catering and soft FM services and where it is ‘comfortable for the state to LOCAL GOVERNMENT lose its monopoly of provision, and how this change can be As part of the Government’s review into local government 7 realised.’ A discussion should also take place about whether finances Community Budget pilots have been launched to proposed national frameworks for public procurement are at explore how communities can have greater control over services odds with the aim of increasing innovation and diversity of through a single budget from Whitehall. provider through regional and local deals with smaller suppliers.
The BHA is a supporter of the Government’s Procurement BHA commits: Pledge. This sets out an agreed understanding with providers ! We will continue to share good practice with all our and their representative bodies to formalise a new approach to government colleagues and will engage with key public procurement using the public sector’s purchasing power stakeholders as the business cases and outcomes to deliver greater efficiencies and support economic growth. It emerge from the first four Community Budget Pilots to also provides a mechanism under which Government can be explore opportunities across all public services held to account. DEFINING THE SCALE OF THE BHA commits: ! We will continue to support the Cabinet Office in OPPORTUNITY IN THE CATERING creating a leading Facilities Management Strategy to AND FACILITIES MANAGEMENT review catering provision across central government departments and beyond. SECTOR The provision of contracted-out food and catering services in ! We will continue to work with the Government Property the public sector is a relatively small but highly complex sector Unit as it develops a new way to open up opportunities of the total contracted-out market. In 2010-11, £235bn was for SMEs to win facilities management contracts. spent by the public sector on procuring goods and services, £2.14bn of which was spent on food and catering included in the £11.3bn spend on total facilities management. It is predicted that this figure will rise to £15.6bn (including food and catering) by 2017.
7 CBI Open Access Report, September 2012 Source: Cabinet Office
OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 27 3 . SET A CLEAR VISION
Government published figures show that, over the next five the total value of the contracted-out market the catering and years, £70bn of government contracts across 13 different facilities management elements of these PFI contracts are sectors will be put out to re-tender. Food and service relatively small but not insignificant. Management is not individually identified but is part of the Property and Facilities Management sector. In catering whilst the level of outsourcing in terms of outlets is Source: Cabinet Office relatively low, the number of meals is significantly higher. In BHA’s latest (2012) FSM Survey suggests that the total value of Table 5, we show the number of contracted outlets in the market contracted catering and facilities management is just over £4bn as a percentage of all outlets in that sector. of which in the region of 25 per cent is in the public sector. These figures do not include PFI investments. In comparison to
Table 5: Number of outlets, 1991, 2004-2011 (followed by % share of the total contracted market for the year)
2011 2010 2009 2008 2007 2006 2005 2004 1991
6,414 6,406 8,193 8,719 8,436 9,103 8,973 8,975 7,775 Business & Industry 46.5 46.8 49.4 51.3 47.9 52.4 52.9 49.8 74.7 700 617 810 653 636 799 839 859 337 Healthcare 5.1 4.5 4.8 3.8 3.6 4.6 5.0 4.8 3.2 3,892 3,832 4,781 5,136 5,836 4,898 4,506 4,676 450 State Education 28.2 27.9 28.8 30.3 33.2 28.2 26.5 25.9 4.3 595 711 642 637 736 781 754 841 620 Independent Schools 4.3 5.2 3.9 3.7 4.2 4.5 4.4 4.7 6.0 242 177 200 282 242 257 291 368 463 Local Authorities 1.8 1.3 1.2 1.7 1.4 1.5 1.7 2.0 4.5 331 344 566 421 352 421 490 520 190 Ministry of Defence 2.4 2.5 3.4 2.5 2.0 2.4 2.9 2.9 1.8 184 172 264 163 229 193 202 223 246 Oil Rigs† 1.3 1.3 1.7 1.0 1.3 1.1 1.2 1.2 2.4 1,443 1,431 1,137 972 1,136 921 914 1,566 324 Catering for the public 10.4 10.5 6.8 5.7 6.4 5.3 5.4 8.7 3.1
TOTAL 13,801 13,690 16,583 16,983 17,603 17,373 16,969 18,028 11,954
% change on previous year 0.8 -17.4 -2.3 -3.5 1.3 2.3 -5.8 -1.9 -
† includes training centres and construction sites Outlets means any catering unit (or part of a catering unit) which is separately operated and managed; a catering unit could have a number of different outlets. Local authority catering includes civic administration, police, fire and welfare; state education includes state schools and grant maintained schools, further and higher education; independent schools include all private schools; healthcare includes NHS, private hospitals, nursing and retirement homes.
Source: BHA 2012
In Table 5, it will be seen that the number of contract outlets in the Business and Industry sector, which has exclusively private sector clients, is much higher than in areas such as healthcare and education, where the state remains the main provider. For example, just over 72% of school catering is still controlled by in-house caterers.
28 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 3 . SET A CLEAR VISION
Table 6: Number of Meals (m) served In terms of meals provided, the share In 2011, the BHA’s research shows that in the contracted-out public sector held by contractors is significantly higher FSM companies provided in the region of market 2011* because most contracted-out outlets are 25 per cent of the total number of meals larger units. In the NHS, for example, in the public sector encompassing contracted-out units tend to be healthcare, education, defence, prisons, to be major hospitals (though contracting education and local authority catering. out is prevalent in the private healthcare sector too). In education, many large- This highlights the significant scope for scale FE and HE colleges and universities expansion in the public sector market. 610m have brought in contractors to provide their catering service. The complexity of these large-scale operations and the high number of meals provided has done much to encourage outsourcing.
*Meals served in state education, local authorities, Ministry of Defence, healthcare and prisons. Healthcare includes: NHS, private hospitals, nursing and retirement homes.
Table 6: Number of meals (m) 1991, 2004-2011 (followed by % share of the total contracted market for the year)
2011 2010 2009 2008 2007 2006 2005 2004 1991
468 456 582 717 666 680 645 617 325 Business and Industry 33.9 33.2 36.2 44.3 41.6 44.1 43.1 38.5 49.7 145 165 250 197 210 203 204 208 41 Healthcare 10.5 12.0 15.6 12.2 13.1 13.2 13.6 13.0 6.3
258 234 263 266 289 272 265 287 33 State Education 18.7 17.1 16.4 16.4 18.1 17.6 17.7 17.9 5.0 95 106 90 88 100 105 100 120 81 Independent Schools 6.9 7.7 5.6 5.4 6.3 6.8 6.7 7.5 2.4 21 18 24 23 19 20 22 28 31 Local Authorities 1.5 1.3 1.5 1.4 1.2 1.3 1.5 1.7 4.7 166 172 215 170 145 105 105 110 56 Ministry of Defence 12.1 12.6 13.3 10.5 9.1 6.8 6.7 6.9 8.5 25 21 30 18 20 16 16 17 25 Oil Rigs† 1.8 1.5 1.9 1.0 1.2 1.1 1.1 1.1 3.8 201 200 153 140 150 139 139 214 62 Catering for the public 14.6 14.6 9.5 8.7 9.4 9.1 9.3 13.4 9.5
TOTAL 1,379 1,372 1,607 1,619 1,599 1,540 1,496 1,601 654
% change on previous year - -14.6 - 1.2 3.8 2.9 -6.5 - -
† includes training centres and construction sites
Source: BHA 2012
OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 29 30 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 4 . RECOGNISE THE VALUE OF FOOD
4. RECOGNISE THE VALUE OF FOOD to reinforce the business case for investing in good food across the public sector.
Good food supports public sector The Public Services (Social Value) Act workers in improving their productivity 2012 and the forthcoming reform of EU Good food has a role and also has a key role to play in procurement should allow for the proper delivering a wide range of desired policy consideration of social and to play in delivering outcomes across the public sector environmental values as part of the including: improving patient recovery; procurement process. This should be a a wide range of contributing to rises in educational source of competitive advantage for FSM attainment, contributing to the welfare of companies as there has been far more desired policy those serving in the armed forces; and innovation in the private sector than in having a positive impact on prisoners’ the public sector in this area. outcomes across the behaviour. The BHA and FCSI will further develop public sector. Furthermore, FSM companies are also the evidence base for the value of food in founder supporters of voluntary education, healthcare, defence, and the agreements across private and public prison and justice services in line with sector contracts which include the: the implementation of the Public Services (Social Value) Act 2012 and its Responsibility Deal on Public Health application to food and service where they support pledges, amongst management to include the development others, to provide calorie information at of suitable metrics. point of purchase and to reduce levels of salt and trans-fats in food served and the recently launched (June 2012) Hospitality and Food Service Agreement on Food and associated Packaging Waste to improve rates of Waste Prevention and Waste Management.
OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 31 FOOD AND SERVICE M ANAGEMENT FORUM
BRITISH HOSPITALITY ASSOCIATION FOOD AND SERVICE MANAGEMENT FORUM
The British Hospitality Association represents via its Food and Service Management Forum the interests of these companies in the contract catering and facilities management sector:
ABM Catering The Brookwood Partnership Harrison Catering Services Accent Catering Celtic Catering Partnership Initial Facilities Amadeus CH&Co Lexington Aramark Delaware North Companies (UK) Mount Charles Catering Artizian Catering Services Dine OCS UK bartlett mitchell Elior Simply Smart Group BaxterStorey GSS Purchasing Sodexo Blue Apple Harbour and Jones Vacherin
We also acknowledge the contribution of Compass Group and ISS to this report.
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32 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT FCSI PROFESSIONAL MEMBERS
FCSI PROFESSIONAL MEMBERS
A&E Partnership Foodservice Ventilation Consultants Peter R Consulting Ltd Adrian Stokes Associates Geoff Ward Consultancy Robert Read Associates Andrew Etherington Associates Carson Catering Ltd Rosemary Osbourne Consultancy Argus Consulting Limited GWP Ltd SeftonHornWinch AVF Marketing GY5 Limited Sterling Foodservice Design AVL Consultancy Limited Hepburn Associates Ltd Stern Consultancy Boyd-Thorpe Associates (formerly Food Humble Arnold Associates Support Training & Services plc Service Associates) Intelligent Catering The Food and Beverage Training Catering Consultancy Bureau Ltd KEG Consultants Company CDIS-KARM Keith Winton Design Limited The Peter Burholt Partnership Chapel Foodservice Consultants King Design Consultancy The Russell Partnership Common Sense Compliance Limited Merritt-Harrison Catering Consultancy Tim Dunn Design Coverpoint Catering Consultancy Limited MESV Consultancy International Tricon Foodservice Consultants plc Food Service Consultants Ltd Neller Davies Turpin Smale Foodservice Consultancy Foodesco Ltd Panache Consultancy Limited ZBP Acoustics
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OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 33 BRITISH HOSPITALIT Y A SSOCIATION MEMBERS
BRITISH HOSPITALITY ASSOCIATION MEMBERS 1 LOMBARD STREET (JESSEN & CO), LONDON CANTLEY HOUSE HOTEL, WOKINGHAM ECOLAB, SUTTON HOUSE OF TOWNEND LTD, MELTON 144 THE ARCH RESTAURANT, LEEDS CAPARO HOTELS LTD, TORQUAY ECOPURE WATERS, HADDENHAM HSBC MERCHANT SERVICES LLP, LEICESTER 247 RECRUIT, WOKING CAPITAL HOTEL, LONDON ED’S EASY DINER, LONDON HUDDERSFIELD CENTRAL LODGE, HUDDERSFIELD 60 HOPE STREET RESTAURANT, LIVERPOOL CAPRICE HOLDINGS PLC, LONDON EDINBURGH INTERNATIONAL CONFERENCE CENTRE, HUFFKINS, BURFORD AB HOTELS, ST. ALBANS CAPTIVATE HOSPITALITY, LONDON EDINBURGH HYATT REGENCY LONDON THE CHURCHILL, LONDON ABBEY GUEST HOUSE, ABINGDON CARADOG HOTELS LTD T/A THE ANGEL HOTEL, EDNAM HOUSE HOTEL, KELSO HYDRO HOTEL, EASTBOURNE ABM CATERING LTD, COVENTRY ABERGAVENNY ELIOR UK PLC, STAINES IKHYA ENTERPRISES, GUILDFORD ABODE HOTELS, BATH CARAFFINI, LONDON ELITE HOTELS, FOREST ROW IL FORNO, LIVERPOOL ACADEMY OF FOOD & WINE SERVICE, SUTTON CARLTON CLUB, LONDON ELLIOTT MARKETING & PR, MILTON KEYNES IMPERIAL HOTEL, GREAT YARMOUTH ACCENT CATERING SERVICES LTD, MIDDLESEX CARLUCCIOS PLC, LONDON EMILE’S RESTAURANT, LONDON INDIAN ZING RESTAURANT, LONDON ACCOR HOTELS, LONDON CASA ROMANA, CARLISLE EMPEROR OF INDIA RESTAURANT, MAIDENHEAD INITIAL CATERING SERVICE, CAMBERLY ACT CLEAN, LONDON CASPIAN, WORKINGTON EMPIRE HOTEL, LLANDUDNO INN AT WOBURN, MILTON KEYNES ACTIVEION (EUROPE), BADEN CASTLE COTTAGE HOTEL, MEIRIONNYDD ENGLISH LAKES HOTELS LTD, WINDERMERE INTER-CONTINENTAL HOTELS PLC, DENHAM ADMIRAL GROUP, LONDON CASTLE HOTEL, CONWY ENVIRONMENTAL PRODUCTS AND SERVICES LIMITED, INTERNATIONAL SCHOOL OF BUSINESS MANAGEMENT, ALBARINO PAPPAS & WINE, WESTGATE-ON-SEA CASTROS, LEEK CO. DOWN LUCERNE ALBERTINE, LONDON CATERER.COM, LONDON EPSOM THAI RESTAURANT, EPSOM ISLE OF ERISKA HOTEL, BY OBAN ALEXANDER’S WINE BAR, UXBRIDGE CELTIC CATERING PARTNERSHIP LTD, PONTYCLUN ESPLANADE HOTEL, LLANDUDNO ISS UK LIMITED, WOKING ALFA HOSPITALITY LIMITED, PETERBOROUGH CH&CO, READING ESSEBORNE MANOR HOTEL, ANDOVER JAVA & JAZZ, FOREST ROW ALTERNATIVE NETWORKS PLC, LONDON CHAMBERLAIN’S, LONDON EURO HOSTELS, GLASGOW JERSEY HOSPITALITY ASSOCIATION LTD, JERSEY ALVESTON HOUSE HOTEL, BRISTOL CHAMPANY INN, LINLITHGOW EUROPE JAPAN CENTRE, LONDON JGK LEISURE LTD T/A THE THIRD CROSSING, LOWESTOFT AM PM HOTELS LTD, ABERFELDY CHARDON MANAGEMENT LTD, GLASGOW EVEREST INN HYTHE (HEAD OFFICE), HYTHE JOANNA’S, LONDON AMBASSADOR HOTEL, LLANDUDNO CHARLTON KINGS HOTEL & RESTAURANT, CHELTENHAM EXCLUSIVE HOTELS, BAGSHOT JOE ALLEN, LONDON AMCOMM LTD, BALAERES CHATSWORTH HOTEL, WORTHING EXMOOR WHITE HORSE INN, WEST SOMERSET JOHNSONS STALBRIDGE LINEN SERVICES, SHAFTESBURY ANDAZ LONDON (HYATT), LONDON CHERWELL BOATHOUSE, OXFORD EYES OF THE GUEST LTD T/A ALEXANDRA HOTEL & JONES LANG LASALLE, LONDON ANDREW EDMUNDS, LONDON CHEWTON GLEN HOTEL, NEW FOREST RESTAURANT, LYME REGIS JORNA LTD T/A THE POLASH RESTAURANT, ANGEL HUMAN RESOURCES, LONDON CHEZ BRUCE, LONDON EYNSHAM HALL HOTEL, WITNEY SHOEBURYNESS ANIMAL INNS, NORWICH CHEZ LINDSAY, RICHMOND F & M SOLUTIONS LIMITED, COGGESHALL JUDGES COUNTRY HOUSE HOTEL, YARM ANN’S PANTRY, ANGLESEY CHOUGH’S NEST HOTEL, LYNTON FAIRYHILL HOTEL, SWANSEA JULIAN’S RESTAURANT, WIRRAL APEX HOTELS LTD, EDINBURGH CHRISTAKIS GREEK TAVERNA, LIVERPOOL FAJITAS, BEDFORD JULIE’S, LONDON ARAMARK, FARNBOROUGH CHRISTIE GROUP PLC, LONDON FALMOUTH & DISTRICT HOTELS ASSOCIATION, JUMEIRAH CARLTON TOWER HOTEL, LONDON ARMY & NAVY CLUB, LONDON CIGALA, LONDON FALMOUTH K WEST HOTEL & SPA, LONDON ARORA HOTELS, WEST DRAYTON CITATION PLC, WILMSLOW FARLAM HALL HOTEL, BRAMPTON KAI MAYFAIR, LONDON ARTELIA UK, LONDON CITY OF BRISTOL COLLEGE, BRISTOL FARM STAY UK LTD, KENILWORTH KENT HALL HOTEL, LONDON ARTIZIAN CATERING, WARGRAVE CITY OF LONDON CLUB, LONDON FARTHINGS RESTAURANT, LEEDS KNAPPGARDEN & SOHO NORTH RESTAURANT, SARNA ARUNDELL ARMS HOTEL, LIFTON CITY UNIVERSITY CLUB, LONDON FENCE GATE, BURNLEY KNOCKOMIE HOTEL, FORRES ASCOT HOUSE HOTEL, HARROGATE CLARENDON HOTEL, LONDON FIRST FLOOR CAFE, WINDERMERE LA BARBE, REIGATE AVINGTON FINANCIAL LTD, LONDON CLARKE’S RESTAURANT, LONDON FISH & CHIPS LTD, ENFIELD LA BRASSERIE, LONDON AVOCA HOUSE HOTEL, LONDON CLASSIC BRITISH HOTELS (MARKETING), WOKING FLEMINGS HOTEL AND APARTMENTS, LONDON LA CACHETTE, ELLAND AXIS & GLOBE TRAVEL LTD, LONDON CLOUD HOTEL, BROCKENHURST FLOW HOSPITALITY TRAINING, EDINBURGH LA GAFFE HOTEL, LONDON AYNSOME MANOR HOTEL, GRANGE OVER SANDS CLUB GASCON, LONDON FOOD FOR FRIENDS, BRIGHTON LA PORTE DES INDES, LONDON BAEP LIMITED T/A CAFE DE BOER, YEOVIL CO SAVE LTD, HORSHAM FORWARD CONSORTIUM, BROMSGROVE LAKE COUNTRY HOUSE & SPA, LLANGAMMARCH WELLS BAILIFFSCOURT HOTEL, NR ARUNDEL COLCHESTER INSTITUTE, COLCHESTER FOUR PILLARS GROUP, WITNEY LAKE DISTRICT HOTELS (HEAD OFFICE), KESWICK BALDWINS OMEGA, SHEFFIELD COLEG LLANDRILLO, COLWYN BAY FOUR SEASONS HOTEL LONDON, LONDON LAKES HOSPITALITY ASSOCIATION, WINDERMERE BALMORAL HOTEL (ROCCO FORTE), EDINBURGH COLEG MENAI, BANGOR FOURCROFT HOTEL, TENBY LAKESIDE HOTEL, NEWBY BRIDGE BAMBOO REVENUE, LONDON COLLYER BRISTOW LLP, LONDON FRANC’S BISTRO, CHESTER LAMONT PRIDMORE, WORKINGTON BARNSLEY COLLEGE, BARNSLEY COLUMBIA ROAD RESTAURANT LLP, GUILDFORD FRANCIS CLARK CHARTERED ACCOUNTANTS, TORQUAY LANCASTER LONDON, LONDON BARRY HOUSE HOTEL, LONDON COLWALL PARK HOTEL, MALVERN FRIENDS RESTAURANT, HARROW LANGANS COQ D’OR, LONDON BARTLETT MITCHELL LTD, EGHAM COLWICK HALL HOTEL, NOTTINGHAM GAUNTLET INSURANCE, LONDON LANGAR HALL HOTEL, NOTTINGHAM BAUMANNS BRASSERIE, COLCHESTER COLYERS, LONDON GEORGE AND DRAGON, PENRITH LANGLEY CASTLE HOTEL, HEXHAM BAXTERSTOREY (HOLROYD HOWE), READING COMBE HOUSE HOTEL, EXETER GEORGE OF STAMFORD HOTEL, STAMFORD LANGSTONE CLIFF HOTEL, DAWLISH BEAUFORT HOUSE, LONDON CONDE NAST JOHANSENS LTD, LONDON GEORGIAN HOUSE HOTEL, LONDON LAS IGUANAS (METRODINER LTD), BRISTOL BEDFORD LODGE HOTEL, NEWMARKET CONSIDERATE HOTELIERS ASSOCIATION, DORCHESTER GIBBON BRIDGE HOTEL, PRESTON LASSWADE COUNTRY HOUSE HOTEL, BEECHWOOD HOTEL, NORTH WALSHAM CONSTANTIA COTTAGE RESTAURANT, CROMER GIDLEIGH PARK (ABODE HOTELS), NEWTON ABBOT LLANWRTYD WELLS BELL ROCK HOTEL, ISLE OF SCILLY COPPER HORSE, SCARBOROUGH GILPIN LODGE COUNTRY HOUSE HOTEL, WINDERMERE LASTINGHAM GRANGE HOTEL, YORK BELLE HOUSE, PERSHORE CORINTHIA HOTEL LONDON, LONDON GIRAFFE GROUP (HEAD OFFICE), LONDON LE CAVEAU, SKIPTON BENTLEY BROOK INN, ASHBOURNE CORNEY & BARROW WINE BARS LTD, LONDON GLENEAGLES HOTEL, PERTHSHIRE LE GAVROCHE, LONDON BERRY HEAD HOTEL, BRIXHAM CORSE LAWN HOUSE HOTEL, GLOUCESTER GLENGARRY CASTLE HOTEL, INVERGARRY LE MANOIR AUX QUAT’ SAISONS, OXFORD BESPOKE HOTELS, BEACONSFIELD COTE RESTAURANTS LTD (HEAD OFFICE), LONDON GLEWSTONE COURT HOTEL, ROSS-ON-WYE LEANDER CLUB, HENLEY-ON-THAMES BEST LOVED HOTELS (EUROPE) LTD, REDHILL COURTHOUSE DOUBLETREE BY HILTON, LONDON GLIFFAES COUNTRY HOUSE HOTEL, CRICKHOWELL LEEDS METROPOLITAN UNIVERSITY, LEEDS BEST WESTERN HOTELS, YORK CRERAR HOTELS & MANAGEMENT, EDINBURGH GLOVERS SOLICITORS LLP, LONDON LEGACY HOTELS, HENLEY IN ARDEN BHA ASSOCIATE, BARNET CRESCENT HOTEL, HARROW GOUGH HOTELS LTD (THE ANGEL HOTEL), LENNOXLOVE HOUSE LTD, HADDINGTON BHA ASSOCIATE, ANDOVER CRIEFF HYDRO HOTEL, CRIEFF BURY ST. EDMUNDS LEON RESTAURANTS, LONDON BHA ASSOCIATE, GUERNSEY CROSS BUTTS STABLE RESTAURANT, WHITBY GRAN PARADISO, LONDON LEXINGTON CATERING, LONDON BIBENDUM, LONDON CRYSTAL HOTELS, LONDON GRAVETYE MANOR HOTEL, WEST HOATHLY LINO’S, WIRRAL BINGHAM HOTEL, RICHMOND-ON-THAMES CUBA LIBRE, LONDON GREATER PORTSMOUTH HOTELS ASSOCIATION, HAVANT LINTHWAITE HOUSE HOTEL, WINDERMERE BLAS AR FWYD, LLANRWST CYMRU CATERING LTD, RHAYADER GREENHEAD HOUSE, SHEFFIELD LITTLE YANG SING, MANCHESTER BLEEDING HEART, LONDON D&D LONDON LTD ( FORMERLY CONRAN GRIM’S DYKE HOTEL, HARROW LIVERPOOL HOTELIERS ASSOCIATION, LIVERPOOL BLUE APPLE CONTRACT CATERING LTD, WOKINGHAM RESTAURANTS), LONDON GROSVENOR HOTEL, ILFRACOMBE LIVERPOOL RESTAURANT ASSOCIATION, LIVERPOOL BLUESKY PENSION SCHEME, SIDCUP DALMUNZIE HOUSE HOTEL, GLENSHEE GROSVENOR PULFORD HOTEL, CHESTER LIVING VENTURES RESTAURANTS LTD, KNUTSFORD BOODLE’S, LONDON DAMSON DENE HOTEL, NEAR BOWNESS-ON- GSS CATERING MANAGEMENT SERVICES LTD, LLANDUDNO HOSPITALITY ASSOCIATION, LLANDUDNO BOURNE LEISURE LIMITED, HEMEL HEMSTEAD WINDERMERE HARPENDEN LOCH MELFORT HOTEL & RESTAURANT, OBAN BOURNEMOUTH UNIVERSITY, POOLE DANESFIELD HOUSE HOTEL AND SPA, GUIDO’S RESTAURANT, AMERSHAM-ON-THE-HILL LODGE HOTELS (LINCOLN) LIMITED, LUCKINGTON BOVEY CASTLE, DARTMOOR NATIONAL PARK MARLOW-ON-THAMES GUILDFORD COLLEGE OF FURTHER AND HIGHER LONDON BRIDGE HOTEL, LONDON BP & SEM CONSULTANTS, LANGLEY DARE VALLEY COUNTRY PARK, ABERDARE EDUCATION, GUILFORD LONDON CARRIAGE WORKS / HOPE STREET HOTEL, BRADLEY’S RESTAURANT, HUDDERSFIELD DART MARINA HOTEL, DARTMOUTH GUOMAN & THISTLE HOTELS, LONDON LIVERPOOL BRAKES (HEAD OFFICE), ASHFORD DARTINGTON HALL, TOTNES H10 HOTELS (WATERLOO) LTD, LONDON LONDON LINEN SUPPLY, SOUTHALL BRAVAS, BRISTOL DAVIES TANNER PR, TUNBRIDGE WELLS HALKIN HOTEL (LHW), LONDON LONDON METROPOLITAN UNIVERSITY, LONDON BREND HOTELS LTD, BARNSTAPLE DE VERE GROUP PLC, LONDON HAMBLETON HALL HOTEL, OAKHAM LOSEHILL HOUSE HOTEL & SPA, HOPE BRIDGE HOTEL, COCKERMOUTH DEEPDALE BACKPACKERS, KING’S LYNN HAMPSTEAD VILLAGE GUESTHOUSE, LONDON LUCKNAM PARK HOTEL, CHIPPENHAM BRIDGE OF ORCHY HOTEL, ARGYLL DELAWARE NORTH COMPANIES (UK) HAND PICKED HOTELS (HEAD OFFICE), SEVENOAKS MACDONALD HOTELS PLC, ASCOT BRIGHTON & HOVE HOTELS ASSOCIATION, BRIGHTON DEVONSHIRE ARMS HOTEL, SKIPTON HARBOUR & JONES, LONDON MAEKONG THAI, BROMSGROVE BRINKLEY’S RESTAURANTS, LONDON DIMITRI’S, MANCHESTER HARBOUR HOTELS COLLECTION, CHRISTCHURCH MAINCOURSE RESTAURANTS T/A BAR BATTU, LONDON BROOKLANDS HOTEL, WEYBRIDGE DINE LIMITED, WARRINGTON HARBOURMASTER HOTEL, ABERAERON MALMAISON HOTELS, LONDON BROOKS’S, LONDON DODD & CO, CARLISLE HARD ROCK INTERNATIONAL, LONDON MAMAS & LEONIES, SHEFFIELD BROOKSTREET DES ROCHES, ABINGDON DOG & PARTRIDGE HOTEL, PRESTON HARRINGTONS, CHATHAM MANANA RESTAURANT, PWLLHELI BROOKWOOD PARTNERSHIP LTD, WALTON ON THAMES DOLPHIN HOTEL, LONDON HARRISON CATERING SERVICES LTD, THAME MANDARIN ORIENTAL HYDE PARK, LONDON BROWN’S HOTEL (ROCCO FORTE), LONDON DOLPHIN INN, THORPENESS HART’S NOTTINGHAM, NOTTINGHAM MANX HOSPITALITY PARTNERSHIP, ISLE OF MAN BRULA, TWICKENHAM DOMINO’S PIZZA GROUP LIMITED, MILTON KEYNES HEADLAM HALL, DARLINGTON MARC, LONDON BRYCES, DORKING DONINGTON PARK FARMHOUSE HOTEL, DERBY HEADLAND HOTEL, NEWQUAY MARCHE, BIRMINGHAM BRYN BRAS CASTLE, CAERNARFON DORE GRILL RESTAURANT, SHEFFIELD HERITAGE LEISURE GROUP, CHELMSFORD MARCLIFFE AT PITFODELS HOTEL, ABERDEEN BUNZL LOCKHART CATERING, READING DORMY HOUSE HOTEL, BROADWAY HERTZ, UXBRIDGE MARRIOTT INTERNATIONAL, LONDON BURPHAM COUNTRY HOUSE, ARUNDEL DRAYCOTT HOTEL, LONDON HILTON HOTELS CORPORATION, WATFORD MARTIN’S RESTAURANTS, FAVERSHAM BURTON LODGE HOTEL, DRIFFIELD DRAYTON MANOR THEME PARK, NR TAMWORTH HISTORIC HOUSE HOTELS LTD, LONDON MATRICARDIS BAR & RESTAURANT, HENLEY-IN-ARDEN BUSH HALL, HATFIELD DRIFTWOOD HOTEL, TRURO HISTORIC SUSSEX HOTELS, MIDHURST MAYBOURNE HOTEL GROUP, LONDON BUTLEY (ORFORD) OYSTERAGE, WOODBRIDGE DUCKS AT KILSINDIE, ABERLADY HOG’S BREATH CAFE, HYDE END MCDONALD’S RESTAURANTS LTD, LONDON CAER BERIS MANOR HOTEL, BUILTH WELLS DUNCANNON EXECUTIVE SEARCH, LONDON HOGAN LOVELLS INTERNATIONAL LLP, LONDON MELIA WHITE HOUSE, LONDON CAERLYR HALL, CONWY DUNOON HOTEL, LLANDUDNO HOLBECK GHYLL COUNTRY HOUSE HOTEL, MELITA HOUSE HOTEL, LONDON CAFE 21, NEWCASTLE UPON TYNE DURRANTS HOTEL, LONDON WINDERMERE MELTONS, YORK CAFE PACIFICO, LONDON E-ON ENERGY SOLUTIONS, NOTTINGHAM HOLDSWORTH HOUSE HOTEL, HALIFAX MERLIN ENTERTAINMENTS GROUP, LONDON CAFE SPICE NAMASTE, LONDON EAST LODGE COUNTRY HOUSE & RESTAURANT, HOLGATE HILL HOTEL, YORK MERLYN COURT HOTEL, LONDON CAFECINO, BARNSTAPLE MATLOCK HOLIDAY VILLA HOTEL & SUITES LONDON, LONDON MESON DON FELIPE, LONDON CAIRN LODGE SERVICES LTD, LANARK EASTBOURNE HOSPITALITY ASSOCIATION, EASTBOURNE HOLT LODGE HOTEL, WREXHAM METROPOLITAN LONDON, LONDON CALCOT MANOR HOTEL, TETBURY EASTBOURNE SEAFRONT HOTELS ASSOCIATION, HOSTESS RESTAURANT, MANSFIELD METROPOLITAN RESTAURANTS LTD, LONDON CALF’S HEAD, CLITHEROE EASTBOURNE HOTEL FELIX, CAMBRIDGE MIC HOTEL AND CONFERENCE CENTRE, LONDON CAMBUS O’MAY HOTEL, BALLATER EBURY RESTAURANT & WINE BAR, LONDON HOTEL VERTA BY RHOMBUS, LONDON MILLENNIUM & COPTHORNE HOTELS PLC, LONDON CANDLESTICKS INN, RINGWOOD ECO, LONDON HOUSE OF LORDS, LONDON MILSOM HOTELS LTD, COLCHESTER
34 OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT BRITISH HOSPITALIT Y A SSOCIATION MEMBERS
MINDLEADERS, UXBRIDGE RHOS FYNACH RESTAURANT, RHOS ON SEA THAI POT, LONDON THE SHALIMAR, OLDHAM MINEL LEISURE LTD, NEWCASTLE UPON TYNE RIBBLE VALLEY INNS, MITTON THAILAND NO 1, LINCOLN THE SLOANE CLUB, LONDON MITCHELLS & BUTLERS PLC, BIRMINGHAM RIVA, LONDON THE ANGEL INN, SKIPTON THE SPA HOTEL, TUNBRIDGE WELLS MORSTON HALL HOTEL, HOLT RIVER HOTEL, OXFORD THE AUBERGE, EYE THE SQUARE, LONDON MOSIMANNS LTD, LONDON RIVERSFORD HOTEL, BIDEFORD THE BARREL INN, HOPE VALLEY THE ST JAMES’S CLUB, MANCHESTER MOUNT CHARLES CATERING LTD, BELFAST RIVERSIDE HOTEL KENDAL LTD T/A RIVERSIDE HOTEL & THE BATH PRIORY (ABODE HOTELS), BATH THE STABLEYARD, WREXHAM MR CHOW, LONDON LEISURE CLUB, KENDAL THE BEAVER HOTEL, LONDON THE STAFFORD LONDON BY KEMPINSKI, LONDON MR THOMAS’S CHOP HOUSE, MANCHESTER RIVIERA HOTEL, SIDMOUTH THE BEDFORD ARMS HOTEL, RICKMANSWORTH THE SWAN AT STREATLEY, STREATLEY-ON-THAMES MULLION COVE HOTEL, HELSTON ROADCHEF MOTORWATS HOLDINGS LIMITED, CANNOCK THE BEECH TREE INN, CARDIFF THE TORRIDON, WESTER ROSS MUMTAZ RESTAURANT, BRADFORD ROAST, LONDON THE BELL INN, HORNDON-ON-THE-HILL THE TOURISM BUSINESS, YORK MW EAT, LONDON ROCKLIFFE HALL HOTEL, GOLF & SPA, DARLINGTON THE BELL INN, PETERBOROUGH THE TRAVELLERS CLUB, LONDON MYHOTEL BLOOMSBURY, LONDON ROSLIN BEACH HOTEL, THORPE BAY THE BLACK SWAN INN, CULGAITH THE UNIVERSITY WOMEN’S CLUB, LONDON MYHOTEL BRIGHTON, BRIGHTON ROTHAY MANOR HOTEL, AMBLESIDE THE BOAT INN, NORTHAMPTON THE VICTORIA, LONDON MYM GLOBAL, LONDON ROWHILL GRANGE HOTEL AND UTOPIA SPA, WILMINGTONTHE BOATSIDE INN, HEXHAM THE VINEYARD AT STOCKCROSS, NEWBURY NANDOS, LONDON ROWLEY’S RESTAURANT, LONDON THE BOURNEMOUTH ACCOMMODATION & HOTEL THE WATERSIDE INN, BRAY NAVARRO’S, LONDON ROYAL AIR FORCE CLUB, LONDON ASSOCIATION, BOURNEMOUTH THE WESTWOOD HOTEL, OXFORD NETHERWOOD HOTEL, GRANGE-OVER-SANDS ROYAL AUTOMOBILE CLUB, LONDON THE BRASSERIE OF ST JOHNS STREET, LONDON THE WHITE SWAN INN, PICKERING NEW CENTRAL GUEST HOUSE, MANCHESTER ROYAL CORINTHIAN YACHT CLUB, BURNHAM-ON-CROUCHTHE BUELL CONSULTING GROUP, MEDSTEAD THE WILLOWBANK HOTEL, LARGS NEW ENGLAND HOTEL, LONDON ROYAL GARDEN HOTEL, LONDON THE CALEDONIAN CLUB, LONDON THE WILLOWFIELD, ARNSIDE NEW MAYFLOWER CHINESE RESTAURANT, LONDON ROYAL OAK HOTEL, BETWS Y COED THE CASTLE HOTEL NEATH, NEATH THE WOODHOUSE HOTEL, LARGS NEW WORLD, LONDON ROYAL OAK HOTEL, DENNY THE CAVENDISH HOTEL, BAKEWELL THE WORDSWORTH HOTEL & SPA, GRASMERE NEWAY INTERNATIONAL LTD, LONDON ROYAL SPORTSMAN HOTEL, PORTHMADOG THE CAVENDISH LONDON, LONDON THE ZETTER, LONDON NEWBY BRIDGE HOTEL, ULVERSTON ROYAL YORK & FAULKNER HOTEL, SIDMOUTH THE CHARLES BATHURST INN, RICHMOND THENGSA LTD (PATCHAREE THAI RESTAURANT), KINGSTON NH HARRINGTON HALL HOTEL, LONDON RSM TENON, LONDON THE CHATSWORTH HOTEL, EASTBOURNE UPON THAMES NINCOMSOUP LTD, LONDON RULES, LONDON THE CHESTER GROSVENOR, CHESTER THREE ACRES INN, HUDDERSFIELD NO. 13 BOW STREET, FISHBURN RUSSELLS OF YORK LTD, YORK THE CLIVE RESTAURANT WITH ROOMS, LUDLOW THREE COUNTIES HOTEL, HEREFORD NORTH WALES TOURISM LTD, COLWYN BAY RUTLAND INN COMPANY LTD, CLIPSHAM THE COTTAGE HOTEL, KINGSBRIDGE THREE HORSESHOES INN, LEEK NORTHCOTE, BLACKBURN RYDGES KENSINGTON LONDON THE COTTAGE IN THE WOOD, MALVERN THREE HORSESHOES LTD T/A THREE HORSESHOES, DEBRY NORTHERN HOTEL, BEXHILL-ON-SEA RYE & DISTRICT HOTELS & CATERERS ASSOCIATION, RYE THE COUNTRYMAN, HORSHAM THREE LIONS, FORDINGBRIDGE NORTHERN IRELAND HOTELS FEDERATION, BELFAST SAINT & CO, CARLISLE THE CROSS, KINGUSSIE THURLESTONE HOTEL, KINGSBRIDGE NORTHERN LAKES ACCOMMODATION PROVIDERS, SALVO’S, LEEDS THE CROWN, STOKE BY NAYLAND TIDES REACH HOTEL, SALCOMBE COCKERMOUTH SAM’S BRASSERIE & BAR, CHISWICK THE DIPLOMAT HOTEL, LONDON TINY TIM’S TEAROOM, CANTERBURY NORWICH CITY COLLEGE OF FURTHER AND HIGHER SANDAL FARM RESTAURANT, BRADFORD THE DORCHESTER, LONDON TOR DOWN GUEST HOUSE, GLASTONBURY EDUCATION, NORWICH SANGREELA INDIAN RESTAURANT, THE DOYLE COLLECTION, DUBLIN 4 TORQUAY LEISURE HOTELS LTD, NEWTON ABBOT NOURA, LONDON 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OUTSOURCING 2012: REMOVING THE BARRIERS FOR CATERING AND FACILITIES MANAGEMENT 35 Queens House, 55/56 Lincoln’s Inn Fields, London WC2A 3BH Tel: 020 7404 7744 Fax: 020 7404 7799 Email: [email protected] www.bha.org.uk