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President's View
We are now almost six months into the Chapter Year and it is time to take stock of what we have achieved so far, and what changes we may have made to our direction. In my first column I identified a number of areas that the Board felt were important to progress - education, networking, sustainability, China, charity work and chapter infrastructure. So how are we doing in these areas and what other areas have we identified as important?
Our networking events have continued generally along the same lines as usual and we held networking breakfasts in July and October, a lunch in September and a site visit to the Olympic Facilities at Shatin in November. A review of the statistics shows we have an average of 18 people at these events in 2006. This is too low and we need to work at increasing the numbers. The good points are that a small meeting is good for discussion and, as most people who attend only attend one or two meetings in a year it is also good for networking as you will get to meet many different people if you attend all meetings!
In November we had a major change with our 2nd conference of the year! This was a one day conference on maintenance management and it was a resounding success, setting a new direction by it's focus on the technical aspects of maintenance. Many attendees commented on the usefulness of the conference and it is likely we will repeat the event next year.
We are continuing to work with Environmental Advisory Service (EAS), the NGO with expertise in barrier-free building access and they have provided the guest speaker at our September lunch. We are working with them to make their information available on our web site, and we will also hold an event next year to give FMs the opportunity to experience first hand some of the problems faced by wheelchair users.
Our call for assistance with training and exam question-setting for the IFMA courses in China met with much enthusiasm with about 15 people applying initially. Unfortunately the required experience sets a high standard and no-one as yet has been accepted by the Beijing government. To be accepted requires a depth of experience in a number of areas - not only do you need to be a fluent Mandarin speaker but you need to have in-depth knowledge of the subject and also qualification as a trainer. We will continue to work with Oscar Chan and Ying Biao to assist where we can.
On the sustainability front, the Chapter is now an Associate member of BEC, and we’ll be seeking ways to work with them. Some interesting news from World Workplace - IFMA are working to develop a credential in sustainability. This is very early information and no details are available but we will keep you informed of this development.
Continuing with education, the Chapter is starting down the road to be an approved service provider for the IFMA 9 competencies training. This is a major step for the Chapter but one we feel can benefit members in a number of ways. Firstly, being able to take the 9 elements training courses (10 with the Business of FM course) directly in Hong Kong in a face-to-face teaching environment will provide a more readily acceptable format than either the on-line course now available or traveling to the USA to take the course. Secondly it will provide the opportunity for IFMA members to develop their own training skills by tutoring all or part of the courses, and thirdly it will provide a revenue stream for the Hong Kong Chapter of IFMA to supplement income from membership fees.
On the Chapter infrastructure, there is one major change you will see shortly. We are moving from our office at Shui On Centre in Wan Chai. In fact we have never been at this office. It is an accommodation address used as a postal drop and day-time telephone answering service. We have decided to re-allocate fund currently covering the cost of this service, which is quite expensive, on other elements of Chapter business. In future we will use changing to a Post Office Box No. address and provide a direct line to the Chapter Administrator with a sophisticated answering facility for when he is not available. The details are covered elsewhere in the newsletter.
One new area of endeavor for the Chapter is to develop enhanced sponsorship arrangements from the FM community in Hong Kong to help fund the service we provide. To this end we have set up a sponsorship committee and appointed Richard Cheng to head this. Richard has also been co-opted on to the Board as we believe this is an important area for us to develop. So far the committee has developed a number of sponsorship packages, using the best practice from other IFMA Chapters, and a brochure to sell these packages is being developed.
On another subject, this year saw 6 Chapter members present in New Orleans for Word Workplace. All of the Hong Kong delegation, plus the representatives from Ying Biao took a table at the final night banquet presenting a strong presence from Asia. We were also able to hold discussions with many of the HQ staff and Main Board Members, covering many topics and cementing relationships. The Chapter now has a strong relationship with HQ, built up over a number of recent years and this will be beneficial to the work we do in Hong Kong. We have promises of assistance from marketing and the new International Development department, plus we have promises from the Chair and 2nd Vice Chair to attend the Chapter conference in June next year. We look forward to building even stronger ties, which can only assist the Chapter members.
Finally it is my pleasure to wish you all a Happy Christmas and the most prosperous New Year, and to hope to see each and every one of your at one of our meeting or conferences.
In November 2003, the Work Foundation presented the findings of the Work and Enterprise Panel of Inquiry into productivity and performance in the workplace. This identified five key strategic drivers of High Performance organisations, that is - customers and markets; shareholders; stakeholders; people; innovation. On the basis of survey and case study work, the research identified that - when pursued together - a strong empirical and qualitative link exists between the strategies in each of these five areas, and business performance. ‘Performance’ is used in the broadest business sense and concerns profitability, growth, exports, sales and so on. The ‘High Performance Index’, comprised of key strategies across these five areas, is seen to have a positive and significant impact on company performance.
This research is now continuing in further depth considering these organisational drivers, however related to this an investigation is planned to include the physical drivers of performance. ‘Ambience’ is used here as an alternative to the more usual ‘environment’, to encapsulate the physical enclosure, its design and fit out, and the manner in which it is managed and serviced. Thus it relates - for example - not just to temperature, but also to whether the occupant has control over that temperature, and to how well complaints about the temperature are handled.
Over the past three decades there has been a considerable body of research carried out concerning the provision, maintenance and management of workspace. It has tended to ‘measure the measurable’, and avoid the many intangible aspects. Attempts to answer the core question of: “How much is user performance affected by workspace?” provides insights, but not enough practical guidance. Where recommendations have been made on specific elements, these have not generally been implemented.
Historically, research has tended to focus either on the built environment or the organisational environment, and it is clear that only by considering these two aspects simultaneously – alongside other strategic drivers - can real understanding be achieved. A business may intend to change its processes, but the physical ambience must change as well to facilitate and sustain the initiative. Thus in this new research the focus is being broadened to consider how all aspects of the built environment impact on performance.
Generally, business people tend to concentrate on business, and built environment people on the built environment, with neither properly appreciating the concerns of each other. For organisations, accommodation is too often seen as just a cost, not a key opportunity. Although this is changing, robust evidence is needed to bring the whole question of ambience to the Boardroom table.
Considering the design of workspace, it is now accepting wisdom that good design can increase the ‘exchange’ value of premises when they are sold or re-let, as indicated in recent research from CABE (Commission for Architecture and the Built Environment). Beyond this, well-designed and managed premises can help attract and retain talented staff, and enable them work well over time. Both the physical and human elements of workspace are an outward manifestation of corporate culture and brand, and can usefully communicate this to staff, customers, visitors and the community.
However, the effectiveness of workplace ambience depends on the design and management of premises in relationship to the organisation. Open plan – for example - may work fine from a business infrastructure viewpoint, if the culture of the organisation is open and non-hierarchical, with roles and tasks requiring only intermittent privacy, and staff being out of the office for at least some of the time. The infrastructure of the premises must provide an effective environment in terms of air, heat, light and sound, technology, furniture, and equipment, and cellular and support space as needed. The facilities management infrastructure must ensure that all parts operate together effectively, that services are delivered seamlessly, that users fully appreciate how to benefit from their accommodation through training and so on, and that this all cost the right amount.
The above broad snapshot both illustrates the complexity of the situation, and the importance of discovering where major wins can be achieved in terms of improved performance. Every situation is different, but some situations are less different that others. Learning from the past, and from each other, and viewing the future with an open mind, is essential if businesses are to obtain the ambience that best suits their processes.
Acoustics provide an interesting area for study in the different ways in which people react to noise. Traders appear to work best with a high decibel level, as do young people – unless they are software developers. Many writers need complete silence (or classic FM). In between there is every shade of concern. Noise tolerance relates – amongst other things - to task, culture, age and habit. Disturbance can impact seriously on productivity, and we need to understand what can be done in business management and ambience terms to reduce this in the right way.
The Work Foundation research found that innovation is key to performance, and ambience can play a core role in facilitating - or inhibiting - this. As communication is seen as critical to innovation it could be argued that cellular space inhibits creativity. Pharmaceutical companies are especially reliant on the creative break-through, and are proactive in putting measures in place to encourage inter-communication. Since teams often work in isolation, and input from members of another team may well trigger a critical train of thought, premises are increasingly designed to bring people together. Comfortable space is provided for drinking coffee but, in addition, management recommends that staff all take their morning break at the same time.
The right ambience can encourage interaction in all sorts of ways; by the way space is laid out, by the way it is furnished and decorated so that people feel comfortable and willing to communicate; by the way it is serviced so that – for instance – good food is served in such civilised surroundings that staff stay and talk good talk over lunch. Ambience is critical to innovation, and it is critical to business performance in many different ways. This research intends to discover where real wins can be achieved, and provide practical outcomes that will be useful to organisations Worldwide.
Santa Raymond RIBA
Principla, Santa Raymond Consultants
Santa Raymond is a design strategist and client advisor who enables clients develop effective project briefs and creative relationships with their building design and construction teams. She consults and lectures worldwide, and devises conferences and seminars. With the Work Foundation, she is researching the interrelationship between Workplace Ambience and High Performance Businesses. Author of the section on offices in ‘The Architects’ Handbook, Santa co-authored ‘Tomorrow’s Office – creating effective and humane interiors’. For more information contact santa@santaraymond.com.
Purdue School of Engineering & Technology at IUPUI launches online Facilities Management Masters Degree
The Purdue School of Engineering and Technology at Indiana University-Purdue University Indianapolis (IUPUI) has launched a new online Master of Science degree emphasizing Facilities Management. The program is delivered via the Internet to meet the needs of working professionals, preparing students to meet a growing demand for skilled employees in the Facilities Management field.
The Master of Science in Technology, Facilities Management Emphasis addresses the need for more qualified professionals in facility management, property management, plant engineering, plant management, and related occupations. This Purdue graduate degree program will be offered 100% online and will allow an individual to complete all coursework in two calendar years plus one summer. The program will be open to anyone with a 4-year degree from an accredited institution.
There is still time to enrol in spring 2008 courses!
You can be admitted to the IUPUI Graduate School as a Non-Degree Graduate student at any time until the beginning of the semester which starts on January 7th. Individuals interested in pursuing the Master’s degree with Facilities Management area of specialization can then proceed with the formal admission process. Please see http://www.iupui.edu/~gradoff//gnd/ for more information.
Facilities Management program courses scheduled for the spring semester are:
TECH 581 Introduction to Facilities Engineering Systems (section# 28272)
Prerequisite: none
This course introduces the design criteria, operation, safety, maintenance, testing and assessment of building engineering systems. The inter-relationships of fire protection, HVAC, electrical distribution, plumbing, lighting, telecommunication and energy management are examined.
TECH 581 Facilities Planning and Management (section# 28271)
Prerequisite: none
The overall planning process for facilities is presented including: space planning; facilities layout; engineering systems integration; site selection; OSHA and EPA compliance; and compliance with ADA requirements. Additionally, topics related to management or organization of the facility function will be discussed including: management functions; how facility management fits into the organization structure; professional conduct and certification of facility professionals; and risk management.
TECH 581 Management of Telecommunications Infrastructure (section# 27822)
Prerequisite: Introduction to Facilities Engineering Systems or equivalent knowledge
This course is the study telecommunications technology, both voice and data. Topics include digital communications, standards and protocols, Ethernets, local area networks, fiber optics and voice technologies.
TECH 581 Energy Management for Buildings (section# 26971)
Prerequisite: Introduction to Facilities Engineering Systems or equivalent knowledge.
Procedures to select energy savings options for buildings are examined with emphasis on the practical aspects of the subject. Space planning, architectural considerations, cost, and environmental impact of the mechanical and electrical systems are considered along with optimizing the life-cycle cost of the proposed alternative. Software for life-cycle cost and energy analysis are used to calculate energy consumption and compare energy features of a facility.
These articles were originally published on www.i-fm.net
Martin Pickard is a professional facility manager who has worked in the sector for over 35 years for major corporate bodies and as a facilities service provider. Martin is the Principal of The FMGuru Network who provide training and consultancy services to the facilities management sector. The immediate Past President of the UK Chapter of the IFMA Martin is a Certified Facility Manager and a Fellow of the BIFM, Martin speaks at FM conferences and seminars around the world and was the recipient of the BIFM International Award for Excellence in FM Journalism 2005
Contact martin@fmguru.co.uk
I was recently chairing a discussion group that included a good mix of suppliers and clients from across the facilities spectrum. The most animated debate followed a very pointed question from a lady on the supply side. “Just what makes facilities managers so special anyway?”
The following discussion centred on the core skills and focus required to be a successful facilities manager today and the contribution that we feel that we can make. Everyone agreed that the centre of balance has shifted away from technical knowledge of buildings and services and towards more commercial and general management skills. However there was a strong level of disagreement when it came to the impact so called non-core activities can have, no matter how well run they are.
In many ways I have sympathy with this view. I sometimes listen to the great and good spouting forth about added strategic value, workplace productivity and the like and I wonder how long it will be before Superman asks our help to save the planet.
I strongly believe that well designed business infrastructure, efficiently delivered and properly managed can add value to an organisation but it won’t refloat a sinking ship or create a market for an inadequate product. The best-designed workplace will have lousy productivity if the management lack leadership and vision.
Equally, we all know examples of highly talented managers achieving fantastic things from the poorest of facilities because of their ability to inspire and lead and their entrepreneurial skills. Most of us would be lucky if to add the odd percentage point to that performance.
What we can do however is to offer managers with vision a mechanism for implementing their new ideas through our ability to work across disciplines, integrating solutions and providing a catalyst for further innovation. This is what makes us special and this is why the profession continues to evolve free from the constraints of older, more tired specialisms. Just remember that the odd dash of humility may be required in order to gain credibility
A visit to the new Olympic Equestrian Sports Venue
I suspect that Hong Kong Jockey Club (HKJC) has a soft spot for the IFMA Hong Kong Chapter, or is it the other way around? Whatever, not only did the Chapter get to use their superb Happy valley conference and dining facilities for our recent Maintenance Management conference but thirty Chapter members and friends were fortunate to visit the site for the upcoming Olympic equestrian sports events at Shatin. Naturally, those of us who were lucky to join the visit were also encouraged to ‘contribute’ to the HKJC’s charitable work by staying behind after the tour for dinner and “a night at the races”.
The site visit started with a brief introduction by our host Graham Tier, Chapter Vice President, followed by a slide show & progress review. During the brief introduction we were assured that construction work for the event was both on time and to budget. Hong Kong is fortunate to be hosting an Olympic event but when you see the professionalism of the HKJC in action it comes as no surprise that they were chosen to facilitate the event. It was also interesting to note that the Olympic equestrian events are the only sports in which men and women compete against each other, and the only Olympic sport in which humans and animals work as a team. The Olympic equestrian events are made up of three totally separate disciplines – dressage, show jumping and eventing. There are team and individual competitions in all three, with a total of six gold medals to be won.
The dressage and show jumping competitions will take place in a purpose-built main competition arena at the Hong Kong Sports Institute, Shatin, which will have a seating capacity of just over 18,000, while the cross-country will take place at the Hong Kong Golf Club and the adjacent Beas River Country Club in Fanling. The HKJC has invested over HK$800 million in building the venues for the Olympic and Paralympics Games equestrian events and supporting facilities. Billed as “the most advanced [facilities] in the history of the Olympic equestrian events” the HKJC has made sure that all construction work, building materials and energy-saving measures meet or exceed best international practices. For example, during the visit IFMA members and friends were able to see the drainage systems designed to protect the venues from flooding even in the heaviest rainfall, trees that have been preserved and additional ones planted around the main competition and training arenas, and construction work that has been carefully scheduled to avoid disturbing egret habitats. The completion of these world-leading Olympic venues is a remarkable achievement of which all Hong Kong people can feel proud. Moreover, as most of these facilities will be retained for future sporting and community use, they will leave a long-term legacy for the public's benefit.
Chapter members were able to visit the all purpose-built Main Stabling Complex which will eventually contain 200 stables in 4 stable blocks, with 35 air-conditioned stables to house reserve horses. Veterinary Services - equine hospital and equine clinic – have also been constructed as well as extensive laboratory facilities. Equestrian horses need their own stable hand, or Mafoo, and accommodation for each is currently being prepared at the former Sports Institute. One intriguing part of the visit was the artificial sand surfaces for the training and main event arenas. The composite material is mainly sand with polymer reinforcing bound by water although wax is also added to the compound for the interior training area. This is located in the former badminton hall, which has a lovely connotation to an expat Brit! Finally, the tour ended by visiting an equine clinic at the venue for diagnostic and treatment services.
Facilities at Hong Kong Sports Institute
Main Stable Block
Artist Impression of Main Competition Area
General Training Area
Main Competition Area
Show Jumping
IFMA Hong Kong Chapter President Tony Garland and IFMA Fellow John Gilleard robe up for their visit to the equine clinic facility.
IFMA Hong Kong Chapter Vice President Graham Tier & IFMA members visit the stable blocks.
John Gilleard
IFMA Fellow
Change of Chapter Address
The Hong Kong Chapter of IFMA have moved to a new virtual office address. From 1 January 2008 the new contact details will be:
International Facility Management Association (Hong Kong Chapter)
P.O. Box No. 30813
Causeway Bay Post Office
Hong Kong
The change of address will allow us to deal with members communications more effectively.
Deric Probst-Wallace
Vice President & Director of Communications
The Hong Kong Chapter of IFMA hk-ifma.communicate@ifma.org.hk
Gaining Momentum on Sustainability
Leadership in Energy and Environmental Design (LEED) is emerging as the preferred method for certifying sustainable buildings in China, is China ready to take the LEED?
The President and Board of Directors of the Hong Kong Chapter of IFMA would like to congratulate Wilson Chan for achieving the prestigious Certified Facility Manager (CFM) Qualification. Wilson is a Project Assistant with the Lands Department of the HKSAR Government and is responsible for land administration. Wilson joins the ranks of 73 CFM who have qualified in Hong Kong.
Job Title:
Project Assistant
Company:
Lands Department, HKSAR Government
Role:
Land Administration
The Interview
The people covered by this section of the newsletter will vary, from senior and well-known members of the industry to graduates just starting in the industry. The intention is to provide information on a cross-section of the industry covering how they first became involved in the industry, what they do, how they relax etc. The interviews are conducted and reported by Santa Raymond for the Hong Kong Chapter of IFMA.
This month we interview Dominic Soocoormanee, Johnson Control’s Building Manager for the HSBC Head Office in Queen’s Road Central, Hong Kong.
Q.
How do you describe the job you do?
A.
In a nutshell, it’s bringing together all the different elements of service delivery for internal and external customers. This incorporates technical, customer services, project management and general administration. With seven direct reports and a team of seventy, I am the single point of contact for the business heads. We are responsible to the Bank’s Property Function, and although there is a clear division between real estate and facilities, the boundaries are deliberately blurred where this will add value. You could say that we present both the landlord and tenant where both parties are internal within HSBC.
This 1m plus sq.ft building is complicated. It accommodates more than 5600 people, and is a critical data centre. It’s not a question of reacting and responding, but of planning all of our activities. We have a high level of technical competence within the team which is very much needed to keep the building working at its optimum level. With the Bank’s commitment to energy and to the environment, I have to make sure that savings are an integral part of our power usage, with environmental initiatives being driven by my Building Management team.
We are responsible for all the technical installations including power and cabling, and the BMS system (a Johnson Control product). We offer a 24/7 Building Management help desk for our customers, plus a separate Control Room operation for monitoring critical systems. The cleaning service contract is within our contract scope, but not catering - which is also outsourced. IT and security is managed in-house.
Q.
What is your background?
A.
I was born in the UK, however my name comes from Mauritius where a large part of my family still live, and I try to visit them as often as possible. I did a marketing degree in UK, however finding employment in my chosen field was difficult. With heavy debts from college, I decided to take on a few temporary assignments. By chance, one of these happened to be with Johnson Controls’ British Gas contract in the West Midlands. Over the next 10 years I developed as a manager and then senior manager of buildings and premises with Johnson Controls.
Q.
Why did you apply for your current job?
A.
After joining Johnson Controls on a full-time contract, I started learning about the soft FM roles, plus the technical side. In 1999, I moved to London to work on our new Barclays Bank contract. Luckily, my aptitude was recognised, and I was sent to Brussels for a fast track development programme (‘BlueSky Leadership’). I worked for two years on our General Electric contract as UK Facilities Manager. Soon after, JC won another national contract for Barclays Bank, so I moved to Canary Wharf in the City of London working at the bank’s Global Head Office. However, my development was all about international exposure, so in March this year I was posted here to Hong Kong.
Q.
What are your current key projects?
A.
The Plaza Lobby down below – on which we were senior lead managers - has just been completed. It was very much a question of valuing the iconic building, and showing it respect, working as one team with all parties, that is architects, consultants, main contractors, specialist contractors, client team, and so on. We managed to get the project completed on time and budget, and with minimum disruption.
Apart from this there is continuing internal and external fabric upgrade, including improvements to the restaurant. We are always looking at renovating customer areas, and there are also more energy projects in the pipeline to drive our environmental commitments.
Q.
What do you see as the future for FM?
A.
It has to be end-to-end: that is RE – design – FM. Clients start from a simple matrix: “What space do we need”? Our job is to understand these needs, so that people are left free to concentrate on core business. We need see synergies, and help develop really targeted master plans. Managers, with a general business background twinned with extended experience within the Facilities and Real Estate industry, are becoming more commonplace. Speaking the language of clients and customers is essential.
It seems to me, that there are fantastically qualified people in Asia, who have excellent knowledge within their disciplines. One of the things about Johnson Controls is that we are defined by process, but deliver through our people and technology. If we can we bring all of this together as one team, we can really add value for our customers and clients alike.
Q.
What do you do to relax?
A.
I’ve just started playing a little bit of Rugby again, and I like going out for a couple of drinks. Music is a great passion – mainstream, not classical. I play the electric and acoustic guitar. My taste ranges from 60s – Birds, Bob Dylan, Jimmy Hendrix through more modern rock and indie music.
Q.
If you didn't work with facilities what would you like to do?
A.
Hospitality. An office and a hotel are no different. I have a vision to replicate and develop a hotel mindset, so that the focus is on the individual, and on understanding customers’ needs and desires.
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