Contents

1. INTRODUCTION....................................................................................................3
1.1 TERM OF REFERENCE.....................................................................................3
1.2 OBJECTIVE......................................................................................................3
2. Facilities Management (FM).................................................................................4
2.1 What is FM?....................................................................................................4
2.2 FM Services....................................................................................................6
2.3 FM Agenda.....................................................................................................7
2.4 FM Key Issues................................................................................................8
2.4.1 First FM Key Issue: User Needs Evaluation..............................................8
2.4.2 Second FM Key Issue: Contracting-Out..................................................12
2.3.4 Third FM Key Issue: Computer-based Information Systems (CIS)..........13
3. BUILDING PERFORMANCE...................................................................................15
3.1 Introduction to Building Performance..........................................................15
3.2 How to Measure Building Performance?...................................................16
3.3 Building Performance Conceptual Framework: The Changing Nature of
Work 17
3.4 Building Performance Optimisation..........................................................18
3.5 Sustainable Building Performance............................................................18
3.6 BUILDING PERFORMANCE AND FACILITIES MANAGEMENT KEY ISSUES........21
3.6.1 Flexible Workplace................................................................................23
3.7 BUILDING PERFORMANCE ASPECTS.............................................................35
3.7.1 Physical Functioning..............................................................................35
3.7.2 THE TECHNOLOGICAL ENVIRONMENT....................................................44
3.7.3 Spatial Provision and Adaptability.........................................................66
3.7.4 The Personal Microenvironment (PME)..................................................71
4. CASE STUDY 3: VODAFONE EMBRACES THE CHANGING WORKPLACE...............74
4.1 Company Background..................................................................................74
4.2 The Changing Workplace Concept...............................................................74
4.3 The Focus.....................................................................................................77
4.4 Vodafone Contact Center.............................................................................78
4.5 Figures.........................................................................................................79

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 4.6 Photo of Vodafone Interior...........................................................................81
5. ENVIRONMENTAL FRIENDLY ISSUE AND FEATURE..............................................84
5.1 Environmental Issue....................................................................................84
5.2 Management Environmental Practice..........................................................86
5.3 Towards Green Idea.....................................................................................87
5.4 Green Building Aspect and Criteria..............................................................90
5.5 Energy Efficiency.........................................................................................92
5.6 Efficient Equipment......................................................................................93
5.7 Electricity Use..............................................................................................94
5.7 Electricity Use

CHAPTER 1

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1. INTRODUCTION
1.1 TERM OF REFERENCE

On 19th January 2011, Dr. Hjh. Norizan Ahmad, lecturer of Facilities Management

Framework (BSB 701) requested Norashikin bt. Akhiar @ Khairuddin, Raja Rosalind bt. Raja

Mahmood, Mardhati bt. Abdul Rahim and Muhammad Fuad Firdaus bin Hurairy, students of

Master of Science in Facilities Management, UiTM Shah Alam to prepare a literature review

report of building performance area and facilities management. Dr. Hjh. Norizan Ahmad

requested that the literature review report be submitted by 2nd March 2011.

1.2 OBJECTIVE

i. To propose the new private university / college by referring the existing

hypermarkets in Malaysia.

ii. To analyze and suggest the suitable method of building construction.

iii. To analyze and suggest the suitable facilities management of proposed private

university / college.

iv. To study the current operation of facilities management system at case study

buildings.

CHAPTER 2

LITERATURE REVIEW

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2. FACILITIES MANAGEMENT (FM)
2.1 WHAT IS FM?

FM is an interdisciplinary field primarily devoted to the maintenance and care of

commercial or institutional buildings, such as hospitals, hotels, complexes,
arenas, educational or convention centers (Cornacchia, 1994). According to the International
Facility Management Association (IFMA), it is a profession that encompasses multiple
disciplines to ensure functionality of the built environment by integrating people, place,
processes and technology.

Figure 2.1: Integration in FM (Kincaid, 1994)

The integration was developed by the IFMA in response to the evolution and the
importance of technology in FM and with FM customers (Edmond et al, 2006). Such definition of
FM provided by the European Committee for Standardisation (CEN) and ratified by BSI British
Standards is the integration of processes within an organisation to maintain and develop the
agreed services which support and improve the effectiveness of its primary activities.
John Laing (2011) in Making Infrastructure Happen define FM as management of
services relating to the operation of a building typically includes such activities as maintenance,
security, catering, and external and internal cleaning.

Different view by Martin E. Modell (2007) in his book, A Professional's Guide to Systems
Analysis (Second Edition), he concluded FM was the process whereby one firm (the contracting

4
firm) enters into a fixed length contract with another (the contractor) where the contractor agrees
to operate and maintain the contracting firm’s information systems. The Contracting firm
normally agrees to provide all or a specified part of the necessary Information Systems
equipment and supplies, and the contractor provides its own employees and management. The
contractor operates the contracting firm’s equipment, on the contracting firm’s premises. Some
or all of the contractor’s employees may be located on the contracting firm’s premises (Modell,
2007).

Another point of view from American Library of Congress, FM is the practice of

coordinating the physical workplace with people and work of the organisation integrating the
principles of business administration, architecture, behavioural and engineering science.
Franklin Becker (1990) add that FM is responsible for coordinating all efforts relating to
planning, designing and managing building and their system, equipment and furniture to
enhance the organisation ability to compete in rapid changing world.

Keith Alexander (2001) whom known as FM Guru stated FM as the process by which an
organisation delivers and sustain a quality support services to meet the organisation objectives
at best cost. The best by RICS-UK, FM involves the total management of all services that
support the core business of an organisation.

Generally, FM could be summarizing about matching the facilities to business needs

through creating quality working condition which help to underpin the core business activities.
The main purpose of FM is profit and a business organisation should be implemented in
effective and efficient way to achieve its goal.

2.2 FM SERVICES

According to David Kincaid (1994), FM emerged out as practice because of a clear need
to focus on the elaborate and expensive facilities which crucially support the activities of most
today’s organisation. There are five (5) categories of services classified by Center of FM (CFM)
as FM services:

I) Infrastructure Management

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 – Management of public facilities such as gas supply, water supply, lighting system, road
maintenance and repairs, drainage system, courtyard, etc.

I) Transport and Communication

– Telecommunication.
– Transport.
– Third party distribution.

I) Environmental Management
– Environmental health and conservation.
– Environmental protection.
– Environmental Impact Assessment (EIA) report and ecology report.

I) Building Operation and Maintenance

– Management of buildings and contents.

I) Support Services
– Management of support services contract such as catering, security, cleaning, laundry,
front desk, food and beverages, waste, housekeeping, etc.

All of these services could be globalised and extend beyond the customer needs. The
evaluation of the FM service is based on client and what should customer rate the service
according to the provider.

2.3 FM AGENDA

There are three main agenda of FM which are managing the mission, managing the
business and managing the asset(Brian Atkin & Adrian Brooks, 2009).

I) First Agenda: Managing the Mission

– FM is about achieving the goal of the organization.
– Mission statement provides direction to the company and member of the staff and if
accurately perceives and express, it is a route to its heart and mind.

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 – Important clue to FM is to set policy on facilities provision.

I) Second Agenda: Managing the Business

– FM is a major potential weapon in business plan and it was undeveloped management
strategies to effect major improvement in the way the business is carried out.
– Facilities are a business agenda in setting a budget within other disciplines in the
business plan and relevant to the core activity to effect business performance of
organisation.
– Competitive advantage is a key question for any investment of an organisation. It
involves cost, quality services, location, quality product and innovation.

I) Third Agenda: Managing the Asset

– FM is a way to control complexity. Such complexities are change of technology, user
expectation and stricter legislations.
– Managing asset is not FM decision but lay to decision of business and corporate value.
– Each investment carries opportunities cost, the cost of expenditure fore gone
somewhere else in organization.
– Asset enables activities to take place. Failure of the asset to support the activities
makes it turn to liabilities (Brian Atkin & Adrian Brooks, 2009).

2.4 FM KEY ISSUES

Peter Barrett (2000) in his book ‘Facilities Management: Towards Best Practice’
suggested 3 main of FM key issues which are users needs evaluation, contracting-out, and
computer-based information system. Each of these issues was explained in detail by his writing.
The key issue may be varying from other point of view and this was limited from Peter who was
a Professor of Management System in Property and Construction, University of Salford.

2.4.1 First FM Key Issue: User Needs Evaluation

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 This part is concerned with the relationships between buildings and their users. It was aims
to demonstrate how building evaluations can be used to improve an organisation’s performance
and why users are integral to this process. At present, many organisations implement a linear
building process (Barrett, 2000).

Figure 2.2: Traditional Building Process (Source: Preiser et al, 1991)

Organisations will identify their need to build and will then work through the process from
the planning stage to occupancy stage. This same process will be repeated for every new
building project that an organisation may undertake. Eventhough this is the typical method, it is
necessarily the best one (Sanoff, 1968). An organisation should instead implement a new
building method as shown in Figure 2.3. This method is more flexible and takes into
consideration of user needs. In addition, FM role is needed from the first stage to enable the
needs is perform (Savage, 2005).

Figure 2.3: Cyclical Building Process (Source: H. Sanoff, 1968)

I) The Relationship between the FM Function and User Needs Evaluation

The design of a building is very important, as it has the power to affect how well an
organisation can perform its function (Bedjer, 1991). There is more to the design of working
spaces than the provision of these essentials. Environmental planning was relatively simple in
the past. Moleski (1986) stated that corporate environmental design must include an in-depth
analysis of the corporation as a social organisation, the behaviour of the individuals within it and
the physical setting that houses it to a total system of interrelated parts.

Organisation should realize that there are definite benefits to be gained from employee
participation. They fall into two basic categories which are organizational development and
improvements to the built environment. Organisational development is participation encourages
users to make decisions about their own environment (Kincaid, 1994). Meanwhile, improvement
of the built environment is users obviously come to know about the buildings that they work in
thus they are the experts on how well a facility works physically and operationally (Rondeau et
al, 2006).

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 F. Becker (1990) in his book ‘The Total Workplace’ says facilities represent a new and
untapped frontier for improving organisations performance. The realization that facilities may
affect an organisation’s effectiveness and its employee’s welfare makes it imperative that
building appraisals are introduced on a regular basis (Savage, 2005).

Building appraisal provide an opportunity for an organisations to see how well a particular
facility meets their requirements from various viewpoints (Barlex, 2006). In most general terms,
appraisals can serve two purposes:

a) To improve the current situation, known as post-occupancy evaluation (POE).

b) To aid in the design for future buildings, known as briefing.

I) Briefing

As its most basic level, a brief is essentially a statement setting out the client’s requirements
for a new building / refurbishment / room layout, however there is more to a brief than just a list
of space requirements. Several other aspects have to be taken into consideration if the briefing
process is to result in a successful building (Ann, 2010). These aspects included:

a) Communications and relationships between participants.

b) Management of the briefing process.
c) Information required during the briefing process.

Communication is important in every aspect. Briefing process should reduce communication

error so that improve FM service. There is potential benefit of increasing communication
between the different parties involved (E. Bedjer, 1991). The public area represents the client
communicating his initial requirements without difficulty to the design team (Laing, 2011).

I) Post-Occupancy Evaluation (POE)

Preiser and colleagues (1988) define POE as the process of evaluating buildings in a
systematic and rigorous manner after they have been built and occupied for some time. The
British Council for Offices (BCO) summarises that a POE provides feedback of how successful
the workplace is in supporting the occupying organisation and individual end-user requirements.

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The BCO also suggests that POE can be used to assess if a project brief has been met.
Furthermore, the BCO recommends that POE is used as part of the Evidence-based
design process, where the project is a building fit-out or refurbishment, or to inform the project
brief where the project is the introduction of a new initiative, system or process (Barlex, 2006).

POE usually involves feedback from the building occupants, through questionnaires,
interviews and workshops, but may also involve more objective measures such as
environmental monitoring, space measurement and cost analysis. A post-project POE is usually
carried out six to twelve months after the project completion. However, interim project reviews
may be carried during the project delivery phase and on completion (Barrett, 2000).

Barlex (2006) says POE's are not only conducted in offices, the focus of the BCO guide, but
in other places such as homes and learning environments. POE is usually carried out by trained
professionals with a social science or Workplace consulting background. Workplace Strategy is
the dynamic alignment of an organization’s work patterns with the work environment to enable
peak performance and reduce costs (Savage, 2005).

POE involves systematic evaluation of opinion about buildings in use, from the perspective
of the people who use them. It assesses how well buildings match users' needs, and identifies
ways to improve building design, performance and fitness for purpose (Becker, 1990). There are
3 key features of POE:

a) 'Building users' are all people with an interest in a building including staff,
managers, customers or clients, visitors, owners, design and maintenance
teams and particular interest groups such as the disabled (Becker, 1990).

b) POE differs significantly from conventional surveys and market research. It

uses the direct, unmediated experiences of building users as the basis for
evaluating how a building works for its intended use (Sanoff, 1968).

c) POE can be used for many purposes, including fine tuning new buildings,
developing new facilities and managing 'problem' buildings. Organisations also
find it valuable when establishing maintenance, replacement, purchasing or
supply policies; preparing for refurbishment or selecting accommodation for
purchase or rent (Barrett, 2000).

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2.4.2 Second FM Key Issue: Contracting-Out

Increasing numbers of business owners are choosing to contract out their facility
management tasks to specialized FM companies that operate the complex for the owner on a
contract basis. This arrangement has become more common in part because of the increasing
scope and complexity of FM. Companies that hire contract managers prefer to focus on other
goals, such as producing a product or providing a service. Many of those firms find that
outsourcing FM duties to a specialist reduces costs and improves operations (Cornacchia,
1994).

Contract facility managers may be hired to manage an entire complex or just one part of
a large operation. For example, some companies hire contract managers that specialize in
operating mailrooms or providing janitorial services. In any case, the company expects to
benefit from the expertise of the manager it hires. A contractor that manages data processing
systems, for example, may bring technical know how that its employer would have great
difficulty cultivating in-house. Likewise, a recreation facility owner that employs a facility
manager specializing in the operation of sport complexes may benefit from the contractor's mix
of knowledge related to grounds keeping, accounting and reporting, and sports marketing,
among other functions (Modell, 2007).

Besides expertise and efficiency, several other benefits are provided by contract facility
managers. For example, they reduce the owner's or occupant's liability related to personnel. By
contracting a firm to manage one of its factories, an organization can substantially reduce its
involvement in staffing, training, worker's compensation expenses and litigation, employee
benefits and worker grievances. It also eliminates general management and payroll
responsibilities rather than tracking hours and writing checks for an entire staff, it simply pays
the FM company. In addition, a company that hires a facility management firm can quickly
reduce or increase its staff as it chooses without worrying about hiring or severance legalities
(Oseland, 2007).

Whether a small business chooses to outsource or maintain internal control of its FM

processes, however, the ultimate goals are the same. As Raymond O'Brien commented in
Managing Office Technology, both the in-house FM department and outsourced services must

11
recognize that the FM business is changing. While, traditionally, interior planning has been
driven by preconceived notions of what is appropriate, business today increasingly is not being
conducted in a traditional manner or in traditional locations (Cornacchia, 1994).

2.3.4 Third FM Key Issue: Computer-based Information Systems (CIS)

I) What is CIS and Why it is Important?

CIS combine organisational, human and information technology (IT) based resources to
generate the effective and efficient collection, storage, retrieval, communication and use of
information. Good quality systems provide appropriate, accurate and timely information which
can pull together a potentially disparate FM function into an integrated and organized one which
is explicitly geared towards strategic corporate objectives (Modell, 2007). This will promote and
enable:

a) More efficient use of information at all managerial levels.

b) Improve decision making.
c) Improved managerial responsiveness.
d) Improved learning capacity and capability.

These benefits will ultimately enhance both the quality and cost-effectiveness of the
service provided by the FM function. This is of particular importance, of course if the FM
function is to elevate itself from a perceived ‘overhead’ to a valuable internal generator of
sustainable competitive advantage for the organisation as a whole (Savage, 2005).

I) How CIS Developed?

It has been argued that the successful development and implementation of a decision
making oriented CIS is central to the effectiveness of the FM function. The realization of this
vision into reality is plagued with organisational, technological and people-related difficulties. It
has been suggested that organisational, human and technological design variables be
integrated into the CIS design process (Savage, 2005). One of the design methodologies was
shown in Figure 2.4

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 Design Variables

Organisation People Technology

The Design Process (roles, (needs and (acceptable
relationships) positive man / machine
expectations) interface)
↓ ↓ ↔ ↓ ↔ ↓
Stage 1: System Definition and Outline.
 Analyse current information system. Set clear, precise, organisational, human and
 Define new information system technical goals for the new information system.
requirements.
↓ ↓ ↔ ↓ ↔ ↓
Stage 2: System Development. The identification and development of a new
 Design new information system. system which will satisfy the formulated
 Develop new information system. objectives.
↓ ↓ ↔ ↓ ↔ ↓
Stage 3: System Implementation. Strategies for implementation.
 Implement new information system.
↓ ↓ ↔ ↓ ↔ ↓
Stage 4: System Maintenance and Learning The integration of the organisation, human and
 Evaluation and Continuous technical elements of the new information
Improvement. system to achieve high effectiveness and
efficiency.

Figure 2.4: CIS Design Methodology (Source: Peter Barret, 2000)

CHAPTER 3

3. BUILDING PERFORMANCE
3.1 INTRODUCTION TO BUILDING PERFORMANCE

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 According to Yiu (2009), the built environment should give users with an essentially
democratic setting, enriching their opportunities by maximizing the degree of choice available to
them. Here come the definition of building performance by ‘American Library of Congress’ which
is the practice of coordinating the physical workplace with people and work of the organisation
integrating the principles of business administration, architecture and behavioral and
engineering science. This definition is much related to the definition of FM. Otherwise, building
performance and FM always share the same key issues.

In other hand, building performance determine extend to which the facilities support or
adapted to change needs of occupants. People may change to produce their product and
process because the business is changing. As we all know, changing process need some
budget. The design and management of systems of production that help to improve those who
work in them and at the same time more efficiently produce better products, is a task that
requires the development of new knowledge, methods and language (Keith Alexander, 2001)

The total workplace, in which building occupants perform, includes the social and
managerial environment as well as the physical setting work. Working environments have the
potential to contribute to all the proposed elements which are concerned with improving
organisational effectiveness. It is founded in the belief that such an environment can maintain
commitment among the member of the organisation, provide communication among operating
unit, project a positive and responsible image, enable change, improve productivity and
transform materials and components into value for the customer (Savage, 2005).

Overall, building performance is about ensuring that buildings perform and respond
precisely to an increasing diverse range of user requirements. The evaluation of the post-
occupancy workability of a building in use poses questions for facilities manager who carry a
prime responsibility for ensuring that buildings do work for the organisation and fir the users
(Oseland, 2007). They are central to FM and demand a basic understanding and ability to apply
them.

3.2 How to Measure Building Performance?

According to Keith Alexander (2001), building performance can be addressed from four
different aspects.

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 Figure 2.5: Aspect of Building Performance (Alexandar, 2001).

For underlying technical capability of the building, perhaps the traditional aspect of
building performance includes such issues as energy, green building and the individual aspect
of solar gain, fabric and structure (Alexander, 2001).

Secondly, there is the technological environment, which must present opportunities for
flexible location and relocation of computing equipment, telephones, video conferencing
equipment and network controllers (Laing, 2011). It also includes such issues as:

a) Minimum cost per move / maximum flexibility of location.

b) Structured wiring schemes with cable management.
c) Flexible power through underfloor bus or in-future modules.

Thirdly, business is looking for the support of a rapidly changing working environment.
The issue here involves moves from open-plan to cellular divisions and back without significant
redesign or adjustment of building services (Kincaid, 1994).

Lastly, there is ultimate focus of the individual looking for human scale and the ability to
directly control our own microenvironment. Opening windows, computer-linked temperature
control, local air movement and quality adjustment, task lighting, access to personal filing,
privacy, limited security restrictions with maximum protection of personal items, comfort
facilities, interior décor, plants, art, outlook and aspect are all involved (Barrett, 2000).

3.3 Building Performance Conceptual Framework: The Changing Nature of Work

Relying to ‘Committee on Techniques for the Enhancement of Human Performance’,

understanding work and how it is changing is essential to all decision makers and advisors, who
educate and prepare people for the workplace, counsel them about career choices, assign them
to jobs, and shape the organizational and institutional contexts in which people work. One
source of important data used by these decision makers comes from occupational analysis and
classification systems (Modell, 2007).

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 Traditionally, occupational analysis provided a picture of the structure of work, the
characteristics of jobs, and the skills and knowledge generally associated with effective job
performance. All such systems reflect the historical and cultural milieu in which they were
devised and thus, when work changes substantially, the conceptions of work they characterize
are inevitably outdated. Unfortunately, a variety of problems arises for human resources
professionals engaged in job classification, counseling, selection, and training when job
descriptions do not comport with the changes occurring in the workplace (Rondeau et al, 2006).

Although there is a great deal of debate about the changing nature of work in today's
society, there is also much agreement that changes have occurred and will continue to occur
(Savage, 2005). A key concern is what these changes imply for the development of a
responsive set of occupational analysis tools, methods, and classifications.

Work structures and occupations are also shaped by the tools and systems of
occupational analysis that are used to describe and measure the structure and content of work
and to design jobs. To keep up with the pace of change in how work is being structured.
Moreover, given advances in the technologies available for displaying and communicating how
alternative tasks might be combined, the committee believes that it may be possible for these
systems to become more forward-looking and serve as analytic aids to decision makers.
Without an occupational analysis system that can detect changes in the structure and content of
work, it will be difficult to know whether work is changing until the change is complete, at which
point attempts to fashion the change are moot. With flatter organizations, lower-level employees
are asked to take greater responsibility as equal members of teams (National Research Council,
1997).

3.4 Building Performance Optimisation

Siemens Company by its article, ‘Maintaining High-Performance Operations for Building’

suggested generates sustainable, efficient buildings through building performance optimization
services. These services improve the energy efficiency of buildings, maintain or even improve
productivity. All this is achieved without compromising the comfort or quality of the environment
for the building’s occupants. The continuous monitoring and optimization process secures the
achieved saving through advantage operations center.

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 The advantage services are designed to enhance system and equipment performance
and deliver protection over the entire life of buildings, allowing focusing on core business.
Combining product knowledge and innovation with the local expertise and responsiveness of
field technicians, advantage services provide flexible, modular services that help an
organization to achieve its operational and efficiency goals (Laing, 2011).

a) Reduced energy and operation costs.

b) Consistent comfort levels in the workplace.
c) Increased reliability and efficiency of building technology systems.
d) Extended life span of technical facilities.
e) Protected investment.
f) Reduced impact on the environment
3.5 Sustainable Building Performance

According to Ann Todd (2010), there are now many resources available to support
the design of more sustainable buildings and to assess the green rate of these designs. As the
field of sustainable design evolves, many in the field are thinking about measuring the actual
benefits of these designs which is the performance of buildings that considered green.
Numerous projects in the U.S. and other countries are attempting to define the qualitative and/or
quantitative measures of sustainability and the data needed to implement and assess these
measures. These efforts are important because they will enable to determine:

a) Impact on human health and the environment.

b) What this achievement is costing or saving.

Building occupant should be able to fine tune the sustainable design strategies as learnt
what has the most impact and what is most cost-effective. The purpose of sustainable building
performance is to provide references for various aspects of performance measurement, and to
enable users to learn about what is available in this evolving field. An excellent overview of the
various benefits of sustainable design has been derived in ‘Making the Case for Green Building’
(April 2005). This article outlines the range of potential benefits that could be the subject of
performance measurement studies: first cost savings, reduced operating costs, other economic
benefits, health and productivity benefits, community benefits, environmental benefits, and
social benefits.

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 High level measures of building performance provide a quick overall assessment on
most critical parameters and enable an organization to report on its overall environmental
improvement and the benefits of its sustainable design activities. More detailed measures can
explain unexpected results and enable a facility manager to check on problem areas
or monitor/tune ongoing performance of systems (Barlex, 2006).

Measuring performance is challenging for many reasons. For some metrics, it is

relatively easy to obtain actual performance data. For others, it is more difficult and models or
estimations must be used. If models are necessary, it is best to use any relevant available
actual data when possible, to better reflect operating performance rather than design
performance. In some cases, it might be possible to gather data but it might require more effort
or cost than an agency or organization is willing to expend. For example, an agency might not
be willing to conduct a survey of users to gather data on commuting or satisfaction with aspects
of the building (Savage, 2005).

For some aspects of performance, it is very difficult to determine the impact of a single
building as opposed to a development or community. For example, we can measure changes in
surface water quality, but then how can we attribute these changes to design and operational
aspects of individual buildings? For performance measurement to be useful, we need to be able
to determine the level of performance and how it compares to a more typical building in the
same climate, with the same occupancies. This requires the specification of benchmarks.
Benchmarks can be a building's performance over time, to measure improvements that result
from renovation or changes in operations, or it can be based on external yardsticks (Savage,
2005).

In recent years, building owners and designers, researchers, and others have begun
performing studies related to the costs and benefits of sustainable design. Some of these
studies attempt to address the full impact of sustainable design, while others emphasize the
economic aspects, the environmental impacts, and the social aspects separately. Other
differences in the studies include whether or not the data is measured, modeled, or some
combination of both, whether the information is based on a single building or multiple buildings
and the differences in how the baseline or benchmark is being used (Oseland, 2007).

CRITIQUES ON FM AND BUILDING PERFORMANCE

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 – The FM area is too broad. Such services should be outsourced.

– FM agenda fits to the current issues on the certain country.

– The key issues of FM and building performance are quite same.

– User needs is the most important part in contributing to the subject matter.

– Both of these areas have to take into considerations starting from inception stage of

building construction.

– Updated practices involved technology use and it may derive for different core business

of the organisation.

– Building performance is actually one the FM framework.

– User comfort has lead to greater degree of consideration while demanding the

performance of building in such company.

– Key point in FM and building performance was coincidence with one another that could

lead to improvement of employee in the organisation.

– Such user has their own perception and it may vary due to history, how they gain the

idea to do the work, gender, speed of adaptability and etc.

– Mentality of the user itself is important in designing the great FM, therefore providing

better achievement in performance of the building and level of employee productivity.

– Intelligent building performance is more on the technology use and the maintenance is

high and not worthwhile if the core business is not competent enough and not leading to

the performance of the building.

3.6 BUILDING PERFORMANCE AND FACILITIES MANAGEMENT KEY ISSUES

For the more than thirty years fundamental changes to the nature and organization of
work and have been forecast and their likely impact on the demands for building space

19
predicted. Over the last decade, these changes have begun to happen visibly. Today, change at
an unprecedented pace, is leading to quite different organizational structures and priorities, new
and more varied employment arrangements with the rapid diversification of work, practices and
venues. As a result, some of the long established approaches to human resources management
and its workplace support are becoming inconsistent with the needs of modern business. The
consensus of the late 2000s has been that these changes are driven by:

I) Information Technology

– The impact of telecommunications, networked PC systems, the internet and

cordless technology have expanding the ways in which businesses communicate
one with the another and fundamentally changing locational constraints and
opportunities for organizations.

I) Organizational Requirements

– Distributed business operations to subcontractor and staff, normally requiring

smaller and more flexible units of usable space and shorter leases.

I) Work Practices

– Flexible working becoming a more integral part of human resources strategy in

many organizations, regardless of sector with increased reliance on space sharing,
multi venue working, home working, teleworking, 24hours working and others.

I) Employment Strategies

– More varied, adaptable and shorter contracts of employment, including flexible

working hours and ‘zero hour’ outsourcing.

I) Employee Expectations

– Increased concern for amenity, health, safety and well being in the workplace,
particularly the demand for more natural and controllable work environments.

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 The first is that importance of changing working practice have overstated, their impact
greatly exaggerated. Those with these views suggest that change will continue to be gradual
and evolutionary, in which the future will be much the same as the past, at least in the short to
medium term. The second view is that irreversible changes are underway that will profoundly
alter the nature of work and the support facilities that are required. (Cairns and Beech, 1999)

At this early stage in the introduction of the new ways of working, the possible
advantages and disadvantages are not fully understood nor has the claimed contribution of
flexible working to business performance been toughly tested. The changes and the
uncertainties that they bring are placing more exacting demands on the planners, designers and
managers of the workplace and are raising questions about the logic and validity of conventional
briefing, space planning and allocation procedures. Many established benchmarks, space
standards, utilization targets and good practice procedures are becoming at best inappropriate
at worst redundant. More critically, these changes demands new professional skills and
approaches, both for those that manage human resources in the work environment and those
that are responsible for the management of facilities and support services. (Pettinger, 1996)

Overall, the building performance and facilities management key issues will be
highlighted as a providing the flexible workplace where the building support can easily adapted
to the changing needs of occupants. It also involves the total quality of workplace that
influencing a lot of social and managerial environment of the occupants and the designation of
the physical work setting.

1.
2.
3.6.1 Flexible Workplace

In today's business world, workplace flexibility is a powerful tool for maximizing individual
and organizational effectiveness. There has been a great deal of talk lately about how the
changes and demands of today’s workplace are affecting employees’ lives. Adapting to these
changes and demands as well as to company growth goals requires employees to work smarter
and improve their work practices to be more effective and productive. Employees are striving for
improved quality and effectiveness both in their work and their personal lives. When employees
achieve these goals, their employers benefit as well. (Pettinger, 1996)

21
 Flexible workplace can be defined as the variations in the time and place of work, in both
the short and long term which is on a formal and/or informal basis. A number of recent changes
affecting the corporate world have increased the need for workplace flexibility and helped move
flexibility to the forefront of organizations’ agendas. First of all, technological tools such as email
and voicemail will make it possible for employees to work anytime and anywhere. At the same
time, diminished boundaries between work and personal time lead to overwork. Secondly,
globalization and the resulting shift toward operating across geographic and time boundaries
have increased work hours and business travel for many employees. In order to increase
productivity without increasing headcount, employees have also expanded their work hours and
are taking less vacation in order to respond to increasing demands. Additionally, demographic
shifts such as the influx of women into the workplace and the dramatic increase in dual-career
couples in the workplace have changed the profile of the typical employee and his/her work and
life needs. In the midst of all of these trends, the new generation of employees comes to work
with different expectations about what work means to them, the role it plays in their lives and
how work is defined. Flexibility is used by many employees who are men and women alike for a
wide variety of work and personal reasons, such as:

a. To have uninterrupted time to complete certain tasks and to accommodate urgent

work requests.
b. To be available to colleagues and clients in other time zones.
c. To address life interests and needs put aside during periods of heavy workload.
d. To avoid long commutes.
e. To care for children or sick family members
f. To exercise, engage in hobbies and community activities
g. To transition from full-time work to retirement
h. To pursue additional education or certifications

Flexibility is a powerful and often underutilized tool for becoming an employer of choice
and increasing work productivity and effectiveness. Offering flexibility allows companies to
recruit the best talent and retain experienced and valuable employees. It also helps to boost
employee satisfaction, engagement and morale. A flexible work environment can be the
difference between employees that feel energized, committed and ready to go to bat for and
those that feel burned out, unsupported and ready to walk out the door at the first chance they
get. In addition, flexibility simplifies work processes and focuses on output. In so doing, it

22
encourages employees, managers and work groups to work more creatively and effectively.
Flexibility shines the spotlight on leadership capabilities such as crystallizing and
communicating priorities, setting the stage for thoughtfully executing plans, encouraging
teamwork and coordination and harnessing employee talents to drive results. (Pettinger, 1996)

The best place to start when incorporating flexibility into your workplace is to think
specifically about your organization’s goals and difficulties and to understand how flexibility can
address them. Identify the compelling reasons for using flexibility to help employees as well as
your organization as a whole be more effective. Historically, flexibility has been treated as an
accommodation created in response to an individual’s needs. But it finds that when businesses
approach flexibility proactively, they can design flexible arrangements that suit the needs of both
the individual and the business. (Pettinger, 1996)

Clearly, workplace flexibility is more than a change in schedule. It is a way of thinking

and working that seeks to help employees make their best contributions and simultaneously
manage their personal lives. Companies that understand the business rationale engage their
employees in identifying innovative solutions and create tools for managers and individuals will
excel in this time of great change. The following are suggestions for helping managers create
and support the most effective kind of flexibility. (Pettinger, 1996)

a. Learn about the company’s flexibility policies, programs and resource and
disseminate information to educate your employees about what is available.
b. Develop strong and consistent messaging about flexibility as a work effectiveness
tool, communicating your organization’s support for flexibility.
c. Initiate open, honest discussions about workplace flexibility and effectiveness with
your team and empower your employees to suggest alternative ways of working to
better address work / life needs.
d. Evaluate management practices and challenge unspoken norms that reward “face-
time” over results.
e. Adapt organizational systems to ensure that performance is measured based on
outcomes not hours.
f. Provide adequate organizational supports for managers and employees to work
and manage more flexibly.

23
 g. Become a champion for working more flexibly and effectively. Demonstrate your
commitment to improving work / life quality by role-modeling smart ways to work.

Flexibility is about being creative and staying focused on what’s important. Organizations
now have the challenge and the opportunity to use flexibility as a means to improve outmoded
work practices. (Pettinger, 1996)

3.6.1.1 Workspace Management

Work is being redefined beyond traditional bounds of space and time. It follows therefore
that as the requirements of work itself changes, then so too will the requirements of the
management of the workspace. Inevitably its future will be influenced, if not determined by what
the future holds for the component parts of the space management process, namely work and
work processes which means the people who comprise the workforce, their lifestyle and
expectations and the technology of works will affecting both users of the workspace as well as
the processes of its management and the property industry and their responses to the dynamic
needs of those they serve. (Peter McLennen, 2000)

The old way of planning workspace was to oversize the amount of space in the
knowledge that eventually as the volume of work increased and head count grew with it then the
initial excess of workspace would be absorbed. What is the organization needs less space, not
more? What happens if the space that is required is needed in a different location? Or even that
no space is required at all? In an age of rapidly changing business needs, new ways of
“employing” people and a different geography of the marketplace, facilities managers can no
longer rely on the inevitable increase in headcount to absorb their planning mistakes. Add to this
the pressures most organizations face for reducing costs especially the unit cost of production in
both manufacturing and services industries and the need to reduce the reliance on and impact
of fixed costs such as rent and rates, then it is clear that facilities managers and their
businesses need to consider their workspace in ways different to those of the past. (Peter
McLennen, 2000)

24
 Many workplaces of the 1990s have been designed as responses to old approaches to
work and in so doing fail to take account of the present needs of people and businesses, let
alone their future needs. This will have to change an organizations will be far less able, let alone
willing, to tolerate work environments that are not fully supportive of their work endeavours. For
many facilities managers such a world may seem far removed from that which they inhabit
serve today. But what is clear is that work is going to change, almost certainly irrevocably, in
terms of the how, when and where. (Peter McLennen, 2000)

3.6.1.2 Workspace Location

As risk is diversified away from the main downstream producer, rather than working from
one or a few locations, businesses will typically operate from a great many locations,
progressively evolving towards virtual and varying organizations - using premises of customers,
suppliers, partners and joint venture alliances. In this form the business becomes a network of
relationships with other organizations in which it can readily and speedily access specialized
know-how on best practice operations, wherever they may be located, in order to create high
quality, low-cost, new products and services for customers on demand. . Parker (1998)

Consequently employers will focus on the attainment of a specified output rather than
their traditional role of someone who demands attendance at a fixed time and place. Most
workers will split work time between a range of locations which are likely to encompass a central
hub facility, dispersed satellite premises, telecentres, business centres, hotels, transport nodes
such as airports and rail stations, transportation systems themselves such as aeroplanes and
trains and of course home environments. . Parker (1998)

The successful management of these disparate environments will call for a diversity and
depth of skills, knowledge and resources not currently possessed by many facilities
management teams. The extent to which the rapid growth in electronic and satellite traffic, email
and video conferencing will change the economics of location is uncertain, but the motivation is
likely to be quite different from current drivers. . Parker (1998)

The use of these technologies permitting remote access to expertise enabling

businesses to provide specialist skills from dispersed locations rather than from concentrated

25
'centres of excellence', will question the need for centralized portfolios. There has been for
sometime a move towards decentralization of backroom’ functions to dispersed locations by
some major business sectors like banking and financial services. Such moves are not only
beneficial in terms of savings in facilities operating cost but can also have the effect of
improving the lifestyle of their employees through less time spent travelling to and from work. It
follows that such initiatives will have profound implication for the locus of work and resounding
consequences for urban property markets as the workplace will be location-independent and
user-driven, fully functional and supportive and occupied on an intermittent pattern by various
people and for varying durations. Parker (1998)

3.6.1.3 Workspace Strategy

Flexibility will be the hallmark of effective workspace strategies where most will
encompass a combination of core and elastic workspace, in their attempts to address business
volatility and fluctuating levels of demand. The elasticity being obtained from a variety of
propositions that include serviced workspace available for various and varying durations to suit
fluctuating demands of business, with some being provided by a mix of corporate centred
information stores, meeting spaces and home environments. Serviced workspace previously
seen as the domain of the small start-up enterprise who could not afford a 'place of their own',
will be at the heart of alternative accommodation strategies for many businesses, as they adopt
a virtual approach to workspace. The emphasis will be on the sharing rather than the owning of
space by individuals, work groups, functional departments and even by businesses and
government departments leading to an increase in demand for high-quality, flexible workspace,
available on a variety of flexible commercial terms. The challenge for facilities managers is how
both new (and more often) existing building stock can be transformed, used and managed over
time to meet these markedly different needs. Parker (1998)

3.6.1.4 Flexible Working

The growth of flexible working has been rapid. Starting from 1998 in USA, 30 to 40
million people are now either telecommuters or home based workers. This has major implication
for many aspects of the relationship between employer and employee, including the control and
support of off-site working, more responsive non-dedicated workplaces and the maintenance of
effective communication. Parker (1998), identify several key risks for individual employees when
introducing more flexible patterns of work including lower control over tasks, intensification of

26
work, insecurity, conflict over new work roles, a sense of unfairness and violation and a lack of
appropriate skills. Participation in the design of works tasks and by implication of the
environment that suppose them is seen as a way of mitigating these effects. The positive
benefits of participation include enabling employees to design more appropriate jobs, promoting
ownership and understanding, enhancing perceptions of fairness and developing appropriate
skills. Positive benefits for the organization are also claimed including utilizing employee
expertise and understanding the necessity of employees being self managing.

Flexible workplace arrangements can assist employers improve the way they work.
Creating a flexible workplace by introducing flexible work arrangements is good for business
and has a number of advantages such as:

a. Improving the ability of employers to attract skilled and motivated employees.

b. Creating greater staff loyalty and higher return on training investment.
c. Increased trust and respect.
d. Reduced stress levels and improved morale and commitment.
e. Reduced absenteeism and staff turnover.
f. Improves productivity.
g. Potential for improved occupational health and safety records.
h. Assisting compliance with anti-discrimination and workplace relations laws.

Another aspect of functional flexibility is the need to have spaces designed and used so that
individuals and teams cam relocate within the organization with minimum downtime and cost.
The cost is often considered to be an unnecessary expense if the properties were better
designed and managed. There is evidence of organization who have reduced the cost by either
introducing new working practices like hot desking or more simply by standardizing the office
layout and equipment so that people not furniture move. Parker (1998)

3.6.1.1 Total Quality Workplace

The provision of workplace is, or at least should be a direct response to the considered
needs of people (individually and collectively) in supporting them in their work endeavours which
is current and future. Consequently, to ensure that the most fitting work environments are
provided to meet their needs, those tasked with the responsibility of developing workplace

27
strategies and planning workplace layouts must be constantly considering their needs for the
years ahead. (Peter McLennen, 2000)

3.6.1.2 Workplace Performance

Competitive business pressures, continuing an unrelenting drive for the lowest possible
cost of production, will demand ever-higher levels of operating performance from the individual
and the team. Higher standards of functionality will be vital attributes of work environments
where the workplace and its support services are operating under the direct control of workers
and not of facilities managers. In such a situation the role of the facilities will be that of the
'enabler' marshalling the services required, keeping them under constant surveillance and
continually seeking improved performance through the application of innovative techniques.
This will in turn require the facilities manager to conduct frequent surveys of his customers
(workspace users) to ascertain the level of their satisfaction with the work environment, its
infrastructure and services. As businesses and facilities managers alike develop a better
understanding of the correlation between the performance of the work environment (in its most
holistic sense) and the performance of its users, workers will be much less tolerant than in the
past, of defective and deficient workspace. . Parker (1998)

The management of workspace will therefore be as much about measurement as it will

be about implementation. The facilities manager will need to possess a deep understanding of
the way the workplace affects the performance of people (individually and collectively), how the
workplace is being used and why and possess the ability to orchestrate changes in the way
work is conducted, confident in his knowledge of the cause and affect linkages. By evaluating
the performance of the workspace and linking the findings to recognized business metrics, then
the facilities manager will be able to make a value added contribution to the business. . Parker
(1998)

What is unique about this contemporary work environment, is the increased the diversity
and variety of working practices, work locations, venues and types of workplace.

28
3.6.1.3 Workplace Support

Workplace support examines the connections between organizations, individuals, and

physical settings that influence the effectiveness of the support provided by the workplace. The
aspects considered are: working practices, empowerment, effectiveness and efficiency, the
position of the individual, and the environmental implications. It builds on the argument by
Thompson and Warhurst (1998) that there is no single future work or workplace, in other words,
a range of approaches is needed to address variation in location, sector and organization. This
puts the 'new workplace’ in perspective, recognizing the great complexity in current trends
where continuity is as pervasive as change. Perhaps an appropriate place to start this
examination is to reflect on power. Recent concerns to move the perception of FM from an
operational to a strategic level can be seen as a desire to increase the status and power of the
facilities manager, albeit in a belief that this would be to the common good.

The response to radical and continuing change is a desire for flexibility (to cope with
current challenges and adjust to future ones). This can manifest itself in the form of:

a. Contractual flexibility.
b. Functional flexibility.
c. Temporal flexibility.
d. Locational flexibility.

Contractual flexibility will not be considered in any detail here, but it is an important part
of enabling more flexible working, and hence will be examined briefly. Research by Guest et al.
(1998) concluded that flexible contracts often gave conflicting messages between cost cutting
and a high usage of human resources, and could create a climate of unfairness. They perceived
the root of the problem to be the fact that human resources departments were responding to the
board room rather than organizational psychologists and hence contracts were dominated by
the demands of labour economists while the subjective experiences of employees were under-
emphasized. This dichotomy relates to that concerning efficiency and effectiveness raised later.

Flexible working is often referred to as 'teleworking', which has been defined as: "work
based on or facilitated by the network technologies of the information society" (European
Commission, 1998). This has been characterized by Huws et al. (1997) as having some

29
advantages (like flexible working hours and new forms of work sharing) which are linked to
contractual temporal and functional flexibility but also others which relate to locational flexibility.
Hence they identify five categories:-

a. 'Multi-site teleworking' which is partly office and partly home-based

b. 'Tele-homeworking'; working at home for a single employer.
c. 'Freelance teleworking' which is also home-based but for multiple employers.
d. 'Mobile teleworking' which centres around portable equipment used at a variety
of sites.
e. 'Relocated back-offices'where work is carried out at a distance from the main
premises.

Several studies have tried to quantify the current situation. Compelling evidence of the
rate of change comes from Wonall and Cooper (1998) who discuss an Institute of
Management / UMlST study that questioned 1,000 managers. Around 60% of these, in the two
years under consideration, replied that their organizations had restructured over the preceding
12 months. Further evidence comes from the European Commission (1998) which recorded that
the number of employees who worked variable hours from week to week had more than
doubled in the previous ten years to over 50% (although some of this may just be small
variations due to basic flexi-time systems)' The same report also stated that 4 million people
'teleworked' in Europe (2.5% of the workforce), more than twice as many as two years
previously. The U.K. was near the top of the league with about, with Denmark and the
Netherlands at around 90%. Meanwhile, Dodgson (1998) predicted that in 5 years l}Vo of work
would be done at home, and a study carried out by MORI for Mitel recorded that 36% of SMEs
and 59% of Times 1000 companies had teleworking to some degree (Home Office Partnership
1999).

Hence the picture seems to be one of a growth in flexible working but also of the majority
of people continuing to have conventional contracts and a single work location. Furthermore,
although flexible working is increasing (with cost cutting and space saving being the major
drivers) there are other factors that are working against this trend, e.g. the difficulty of managing
different work locations (Industrial Society 1998) and workforce acceptance (Bowers 1997).
This resistance is evident from both managers and other employees and centres around trust,
visibility, face-to-face interaction and teamworking, concerns about the erosion of the
distinctions between work and home, and the symbolism of place, although it may not be

30
expressed as such. Issues relating to trust and face-to-face interaction will be considered below,
while the last two aspects will be discussed later in relation to the individual. 'Trust' for
managers often centres on the fear that their teams will not work when away from 'base'. For
the team members the worry is that if they are not physically present their managers may not
continue to value them'.

These attitudes are difficult to change because they are embedded in workplace culture,
and even the possibility of being 'visible' through new technology is rarely regarded as
compensation for the physical separation. The loss of face-to-face contact (anticipated in most
types of flexible working) is often perceived as detrimental to communication it was cited, for
instance, as a reason for inhibiting the expansion of home working by 62% of employers studied
by Dodgson (1998) in work for the RAC. This aspect is important not just in itself but also
because it relates to which jobs can be made more 'flexible' and by extension which people may
exercise choice. An additional factor is that of gender. The proportion of women in low paid jobs
is very high and people in such jobs are likely to accept less favourable 'flexible’ arrangements
because they have no choice (Huws et al. 1997). Conversely, professional and white collar
women tend to be given and / or feel suited to roles which have a large face-to-face component
(Wood 1997) and hence may not be given the opportunity to work flexibly, even though this is
what they would prefer. On the other hand employers’ beliefs about the preferences of men and
women can result in gender stereotyping where women are assumed to be attracted by flexible
working arrangements and men by more money. Caset et al. (1997) suggest that such
stereotyping “imposes severe constraints on the opportunities open to women and to men who
hold different preferences”.

In core workspace the process of making changes to the layout of settings has to be
made easier, faster and less costly than at present, and under the control of the individual, for
example self managed change, through the application of developments like wireless networks.
Such innovations will almost render churn to be a thing of the past as the barriers to moving
people and workplaces is all but eliminated by location independent working.

3.6.1.1 Quality Workplace

As the geography of the workplace changes, smaller cores of workspace will be required
at the 'centre' of businesses giving rise to many and diverse types of workspace are being used
in a wide range of building types in widespread locations. For organizations with highly

31
fragmented operations the critical mass required to sustain a dedicated and local facilities
management team is unlikely to exist, so new initiatives will need to be developed in response
to the changing scene. Joint ventures and strategic alliances will not only reshape the
conventional supply chain models in favor of virtual organizations but have the potential to
'virtualize' the management of property and facilities. This will encompass methods and systems
for remote operation, monitoring and diagnosis of facilities services. Through collaboration, joint
venture and sharing the facilities management functions of neighbouring businesses will be able
to combine and rationalize in support of a range of local buildings and their occupants. (Peter
McLennen, 2000)

The provision of facilities services, the customization of workplace settings and the
adaptation of workspace layouts, all need to be achieved much more readily than in the past.
The facilities manager and his team need to become custodians and providers of the means of
production, the control of which is devolved to their customers. This is likely to require new
forms of service delivery provided via various and variable forms of contract and more
expansive help-desk services embracing remote diagnostic, the provision of the means by
which individual control can be achieved, all featuring as integral elements of the selection of
work setting components. All of which will have profound implications for compliance with
workplace health and safety and other increasingly stringent legislative obligations. (Peter
McLennen, 2000)

To be effective and remain so, the work environment needs to be created from the
collaborative efforts of all aspects of business, where IT and HR along with facilities
management are combined to achieve an effective integrated support service for business
operations. This will call for much higher levels of competence and business skill than
traditionally have been evident in many facilities management practitioners. They will need to
become 'multi-lingual in terms of their ability to interpret the needs of their customers (individual,
group and corporate) and translate facilities related issues into a language that enables them to
communicate effectively with managers of the business. This should be seen as one step on the
journey towards positioning the management of facilities as a business critical service. (Peter
McLennen, 2000)

Overall of the issues, there are a lot of points needed to determined how quality a
workplace to achieved these requirements such as maintain commitment among employees,

32
effective communication among employees and operating units, project positive responsible
image, enable change and improving employees productivity.

3.7 BUILDING PERFORMANCE ASPECTS

3.7.1 Physical Functioning

I) Physical Resources

Physical resources may be treated as non-core activities and so not figure in boardroom
consideration. The physical resources were such as site, infrastructure and utilities system,
building, resources/assets within building. They may be looked in two different ways in
organization. As property, the fixed assets that appear on the balance sheet or as administrative
overhead, a business expense to be minimized. (Molnar, 1983)

II) Manage Physical Resources

This is about ensuring the availability of the physical resources (equipment, materials,
premises, services and energy supplies) required to carry out planned activities in your area of
responsibility. It involves identifying the resources required, making the business case to obtain
these resources, planning how they will be used effectively, efficiently, sustainably, safely and
securely, monitoring resource use and taking corrective action, if required.(Molnar, 1983)

III) The Important Facility Manager in Planning

According (Molnar, 1983), The facility manager must attempt to be absolutely neutral in
evaluating space request and in decision making. The space plan, done advance and update
regularly, should be the living document for space assignments. The basic for space decision,
when made, should take into consideration:

a) Sound thinking
b) Corporate goals
c) Economic of the project and times
d) Consideration for the master space plan.

33
 According (Molnar, 1983), The physical facilities are important in the management of the
capital investment in building. The planning location and layout also has significant impact on
the cost associated with the equipment and people occupying building. The important and
layout include the following:

a) Selecting a site for facility

b) Assigning operating group to cities, sites, campuses and building
c) Assigning group to floor within a multistory building
d) Locating equipment and personal group on the floor within facilities
e) Determine the detail layout furniture, equipment and services on floor
f) Reassigning space in connection with a move.

I) How to Manage Physical Functioning

Buildings are change from inflexible, high cost, low functional space into efficient
integrated communication and control environment. In the traditional building design, power
supplies, air conditioning system, lighting, external fabric, security system, communication and
system and computer operated independently and the human inside the fabric building spend a
proportion of their time struggling to satisfy the conflicting demand.()

The comprehensive and integrated cabling scheme, and interrelated the various system
through frameworks and the building begin respond to its environment in effective. The benefit
intelligent building are integration for control and efficiency through flexible.()

34
II) Building Fabric

a) Introduction

Heating and cooling buildings is a significant part of a company’s total energy use and
for many buildings, ‘space heating’ will be their single largest energy requirement. The amount
of energy required to heat or cool a workplace to a given temperature will be largely determined
by the amount of heat lost or gained ():

– Through the walls, roof and floor

– Through openings and leaks in the structure causing cold
draughts.

Any business seeking to reduce energy costs should therefore consider ways of
improving the thermal properties of their building stock first, prior to investigating how to improve
heating or cooling systems. ()

a) The financial case for upgrading building fabric

Improving the building fabric will not only save money on energy bills, it could also:

– Increase the property’s value

– Improve working conditions through a reduction in cold draughts,
solar glare or noise, which can lead to increased staff moral and
productivity.
– Reduce capital expenditure on building services plant as a well
insulated building will require a smaller heating plant.

Some measures for improving the building fabric will be too expensive to justify as stand
alone projects, but should be considered whenever any refurbishment work is required as this
can make such projects extremely cost effective, e.g. when replacing a roofing structure
additional insulation can be incorporated at little extra cost. ()

35
 a) Opportunities for savings

Good housekeeping
– Blinds and curtains should be drawn at the end of the working day
when the heating is on to reduce heat lost through the windows,
and during the summer to minimize the solar gains when the
building is unoccupied.
– Opening of doors and windows should be kept to a minimum when
the heating (or air conditioning) systems are on, instead adjust the
system controls to meet the internal needs for example by turning
heating provision down
()

Glazing:
Heat loss (per square metre of area) is much higher for windows
than any other building element, and is largely influenced by the:

– Number of panes of glass (i.e. single, double or triple)

– Specification of the glass, or combination of glasses used
– Type of gas used to fill the space within double and triple glazed
systems
– Design of the frame.
()

Use internal blinds to reduce heat gains, but try not to block all the light from entering the
room. A good working environment can be achieved by tilting blinds to allow sunlight to be
reflected onto the ceiling providing indirect daylight into the room.

I) Benchmarking and Targeting

36
 a) Minimize operation cost

Performance parameter should be selected that have the most impact on quality, operation
cost and worker and machine productivity. Measuring the effect of temperature and humidity
adherence on performance may lead to acceptance of less stringent temperature or humidity
criteria or identify the importance of HAVC (heating, ventilation and air-conditioning) control.

b) Variety work setting

c)
Flexibility
– What is workplace flexibility
Defines what 'workplace flexibility' means for an organization,
managers and employees, and highlights some common types of
flexible work arrangements. ()

What are flexible work practices?

When people work:

– Flexible working hours - altering the start and finish times of a

working day, but maintaining the same number of hours worked
per week (for example, 8am to 4pm instead of 9am to 5pm). It
can also mean condensing standard hours per week into fewer
days (for example, four days per week at ten hours per day).()

– Part-time work - generally speaking, working fewer than the

standard weekly hours. For example, two days per week, 10 days
over four weeks or two days one week and three days every
second week. ()

– Variable year employment - changing work hours over the

month or through the year, depending on the demands of the job

37
 (for example working more hours during busy periods and taking
time off in quiet times). ()

– Part year employment - also called purchased leave, this means

that an employee can take a longer period of leave (example: a
total of 8 weeks per year) by averaging their 48 week salary
across 52 weeks. It's sometimes called 48/52. ()

– Leave - varying from leave in single days or leave without pay, to

special or extended leave. For example, parental leave,
family/career’s leave, study leave, cultural leave and career
breaks. ()

Where people work:

– Working from home - also called teleworking, this means

working away from the main office (example: at home) either full
or part-time, and on a regular or intermittent basis. For most
people, it's working from home either occasionally or for an agreed
number of days each week. ()

– Working remotely - in some industries people may work at a

different office, or in a client's workplace for some or all of their
working hours. ()

How people work:

38
 – Job-sharing - two people sharing one full-time job on an ongoing
basis. For example, working two and a half days each, a
two/three day split or one week on and one week off. ()

– Phased retirement - reducing a full-time work commitment over a

number of years (example: from 4 days to 3 days per week)
before moving into retirement. It can also mean becoming an
"alumni", i.e. that a "retired" employee returns to the workplace to
cover peak work periods or to provide specialist knowledge. ()

– Annualized hours - working a set number of hours per year

instead of a number of hours per week.
Sources from ()

I) Informal communication

Informal communication arises out of all those channels that fall outside the formal
channels and it is also known as grapevine. It is established around the societal affiliation of
members of the organization. Informal communication does not follow authority lines as in the
case of formal communication.()

Informal communication takes place due to the individual needs of the members of an
organization and subsists in every organization. Normally, such communication is oral and may
be expressed even by simple glance, sign or silence. Informal communication, is implicit,
spontaneous multidimensional and diverse. It often works in group of people, i.e. when one
person has some information of interest; he passes it on to his informal group and so on.()

II) Inspiring Work Place

a) Inspiring Values

Inspiring workplaces value their values. They talk openly about their values and they use
them to help them guide their choices. You know what your organization’s values are by the
way people behave—actions are the only real indicators of values. The choices leaders make

39
and the way employees and customers are treated reflect the true values of any organization.
And if there is one overriding value that is consistent in any inspiring workplace it is this: people
come first. Inspiring workplaces understand that it is not the cars in the factory or the oil in the
ground that is their most valuable commodity—it’s their people.()

b) Inspiring Creativity

In an inspiring workplace employees at all levels are encouraged to share their ideas without
fear of retribution. Idea-squashing language (“we tried that in 1912 and it didn’t work”) is
minimized and failures are regarded as setbacks in the pursuit of learning. In an inspiring
workplace, the message employees receive is loud and clear: “Yes, we do pay you to think
around here.”()

c) Inspiring Communication

Open and honest communication is a cornerstone of inspiring workplaces. Real

communication happens on an on-going basis, and is always treated as a dialogue. Inspiring
stories are used to convey a sense of the organization’s tradition and values, to highlight its
heroes and successes, and to connect employees to the vision.()

d) Inspiring Fun

Who said work isn’t supposed to be fun? In an inspiring workplace, work and fun go hand in
hand. Safe, positive workplace humour is used to motivate employees, lower stress levels,
boost productivity and spark creativity. In fact, the level of workplace fun and laughter is seen as
a sign of health—an indicator that employees are working well together and performing to the
best of their abilities.()

I) Facilities Performance Evaluation

Managing facilities for optimum performance also required information about life cycle
cost, productivity attribute, quality of the physical work environment, the facilities physical
condition and functional of the building the organization user or intend to use. The information is
basic conducting systematic performance evaluation to determine conformance with existing

40
specified requirement and standard and for setting new facilities performance requirement and
standard. (Molnar, 1983)

– Facilities Programming

Facilities programming is the process of evaluation and defining the requirement for a new
or existing space to meet organization objective. Programming involves collecting and
organizing qualitative and quantitative data about functional requirement, production equipment
and support system, and environmental and economic criteria. Maintaining or changing the
function of an existing space or construction a new space, it’s important to properly program the
space before making a financial commitment to the property. (Molnar, 1983)

It is necessary to define requirement in term such as:

– Security
– Temperature control and humidity, air cleanliness
– Ventilation
– Acoustic features
– Aesthetic features
– Activities adjacencies and workflow
– Life safety system
– Occupant activities and population
– Plumbing and drainage
– Power and lighting

The facilities requirement program must support production, distribution, marketing,

financial, quality, environmental compliance and other strategic plans essential to the success of
the organization.

3.7.2 THE TECHNOLOGICAL ENVIRONMENT

Modern technology capability helps an organization to perform better, more effective,

better in communication and better in taking control over environment. To archive these benefit

41
it requires the application of a holistic approach to the building itself (design and construction).
(Keith Alexander- Facility Management)

Current software been used by an organization basically referring to data management,

energy management, managing maintenance and also managing asset. All this system may
change the style of behavior in an organization differ from the conventional system where all
system being operate manually. System will be more structured, people be more connected,
information being transfer fast. (Guide to energy management, 2002-: Barney L. Capehart,
Wayne C)

a. Hardware Element

i. Telephone

The office telephone systems will allow their users to be use similar external phone lines
and not individual phones. They are designed for multiple phone users who are at a single
particular location. These office telephone services help in improving communication among
employee help to saving money as they are very cost effective in comparison to the other
telephone systems. There are several types of telephone system that usually been used in an
organization to empower the conversation among employee, this can be seen such as (Guide
to energy management, 2002-: Barney L. Capehart, Wayne C):

• PBX Phone System

The PBX (private branch exchange) phone systems are systems that are specifically
created from the business point of view. The PBX system is designed to build a network
between all the users who exchange the external phone lines. The PBX system is more suitable
for medium and small size business organizations or companies. These phone systems are
very cost effective as they allow the few external lines to be shared by the all the users rather
than all the individuals using their own individual lines. (Guide to energy management, 2002-:
Barney L. Capehart, Wayne C)

Using a PBX system, it has become easy to reach anyone within the telephone system
by just dialing three or four digit extension numbers. There are also some additional features in
the PBX system including, reminders, voicemail along with forwarding option, screen call
options and screen display options. The PBX office system is also capable of greeting and
answering clients with auto-generated messages. There is an option for live call transfers in the
system as well. The second most popular system is PBX system, which has more than 40
extensions. They are specially designed to cater the needs of large organizations and multi-
national enterprises as they can be served to the companies and multinational companies who

42
have more than 40 employees. Before these phone systems used to be very expensive but in
recent years, these systems dropped down their prices and become affordable for medium
sized organizations as well. These systems are compact in size and they need small space to
be installed. They have more features as compared to KSU systems due to which these
systems are most famous than KSU systems. (Guide to energy management, 2002-: Barney L.
Capehart, Wayne C)

• IP Telephony

Internet Protocol (IP) telephony (also known as Voice over Internet Protocol- VoIP), is a
disruptive technology that is rapidly gaining ground against traditional telephone network
technologies. IP telephony uses an Internet connection and hardware IP Phones or soft phones
installed on personal computers to transmit conversations encoded as data packets. In addition
to replacing the plain old telephone service, IP telephony services are also competing with
mobile phone services by offering free or lower cost connections via WiFi hotspots. VoIP is also
used on private networks which may or may not have a connection to the global telephone
network. (Guide to energy management, 2002-: Barney L. Capehart, Wayne C)

• KSU Less System

KSU less system is ideally recommended for those business firms and corporations,
which have less than 10 employees. The reason for it is due to the presence of only 10
extensions. If any company or organization needs a business phone system which should has
more features and which has more than 10 employees, then they should go for other systems
available in the market like PBX systems. The KSU systems are affordable and cheaper as
compared to PBX and Key systems. These systems have many features like cost effectiveness.
They can be installed very easily and efficiently. (Guide to energy management, 2002-: Barney
L. Capehart, Wayne C)

ii. Video Conferencing

43
 A videoconference or video conference (also known as a video teleconference) is a set
of interactive telecommunication technologies which allow two or more locations to interact via
two-way video and audio transmissions simultaneously. It has also been called 'visual
collaboration' and is a type of groupware. Videoconferencing differs from videophone calls in
that it's designed to serve a conference rather than individuals. It is an intermediate form of
video telephony, first deployed commercially by AT&T during the early 1970s using their Picture
phone technology. (Guide to energy management, 2002-: Barney L. Capehart, Wayne C)

• Conference Layer

The components within a Conferencing System can be divided up into several different
layers: User Interface, Conference Control, Control or Signal Plane and Media Plane. Video
Conferencing User Interfaces could either be graphical or voice responsive. Many user have
encountered both types of interfaces; normally user encounter graphical interfaces on the
computer or television, and Voice Responsive we normally get on the phone, where user are
told to select a number of choices by either saying it or pressing a number. User interfaces for
conferencing have a number of different uses; it could be used for scheduling, setup, and
making the call. Through the User Interface the administrator is able to control the other three
layers of the system. Conference Control performs resource allocation, management and
routing. This layer along with the User Interface creates meetings (scheduled or unscheduled)
or adds and removes participants from a conference. (Guide to energy management, 2002-:
Barney L. Capehart, Wayne C)

• Multipoint Video Conferencing

Simultaneous videoconferencing among three or more remote points is possible by

means of a Multipoint Control Unit (MCU). This is a bridge that interconnects calls from several
sources (in a similar way to the audio conference call). All parties call the MCU unit, or the MCU
unit can also call the parties which are going to participate, in sequence. There are MCU
bridges for IP and ISDN-based videoconferencing. There are MCUs which are pure software,
and others which are a combination of hardware and software. An MCU is characterized
according to the number of simultaneous calls it can handle, its ability to conduct transposing of
data rates and protocols, and features such as Continuous Presence, in which multiple parties
can be seen on-screen at once. MCUs can be stand-alone hardware devices, or they can be

44
embedded into dedicated videoconferencing units. (Guide to energy management, 2002-:
Barney L. Capehart, Wayne C)

iii. Wi-Fi
A Wi-Fi enabled device such as a personal computer, video game console, Smartphone,
or digital audio player can connect to the Internet when within range of a wireless network
connected to the Internet. The coverage of one or more (interconnected) access points called
hotspots when offering public access, generally comprises an area the size of a few rooms but
may be expanded to cover many square miles, depending on the number of access points with
overlapping coverage. In addition to private use in homes and offices, Wi-Fi can provide public
access at Wi-Fi hotspots provided either free-of-charge or to subscribers to various commercial
services. Organizations and businesses - such as those running airports, hotels and restaurants
- often provide free-use hotspots to attract or assist clients. Enthusiasts or authorities who wish
to provide services or even to promote business in selected areas sometimes provide free Wi-Fi
access (Wikipedia-telecomunication).

iv. Computer Network

A computer network, often simply referred to as a network, is a collection of computers

and devices interconnected by communications channels that facilitate communications among
users and allows users to share resources. Networks may be classified according to a wide
variety of characteristics. A computer network allows sharing of resources and information
among interconnected devices. Computer networks can be used for a variety of purposes
(Wikipedia-computer network):

• Facilitating communications. Using a network, people can communicate

efficiently and easily via email, instant messaging, chat rooms, telephone,
video telephone calls, and video conferencing.
• Sharing hardware. In a networked environment, each computer on a
network may access and use hardware resources on the network, such
as printing a document on a shared network printer.
• Sharing files, data, and information. In a network environment, authorized
user may access data and information stored on other computers on the

45
 network. The capability of providing access to data and information on
shared storage devices is an important feature of many networks.
• Sharing software. Users connected to a network may run application
programs on remote computers.
• Information preservation.
• Security.
(Wikipedia-computer network)

a. Hardware Element

The International Facility Management Association (IFMA) defines facility management

as the practice of coordinating the physical workplace with the people and work of the
organization. IFMA classifies facility management responsibilities into several major functional
areas (Guide to energy management, 2002-: Barney L. Capehart, Wayne C):

a. Long-range and annual facility planning

b. Facility financial forecasting

c. Real estate acquisition and/or disposal

d. Work specifications, installation and space management

e. Architectural and engineering planning and design

f. New construction and/or renovation

g. Maintenance and operations management

h. Telecommunications integration, security and general administrative services

(Guide to energy management, 2002-: Barney L. Capehart, Wayne C)

a. Computer Aided Facility Management (CAFM)

Computer-aided facility management (CAFM) is the support of facility management by

information technology. CAFM cooperate the PC to automate the collection and maintenance of
facilities management information. A typical CAFM system is defined as a combination of CAD
and relational database software with specific abilities for facilities management. The CAFM

46
system will help the facility's manager ensure the organization's assets are fully utilized at the
lowest possible cost, while providing benefit to every phase of a building's lifecycle. The usage
of CAFM systems aims to support operational and strategic facility management, for example all
of the activities associated with administrative, technical, and infrastructural FM tasks when the
facility or building is operational, as well as the strategic processes for facilities planning and
management. CAFM systems provided the facility manager with the tools to track and report on
facilities information. Typically, CAFM systems track and maintain (Environmental science in
building Edition- Randall McMullan) (http://en.wikipedia.org/wiki/Computer-
aided_facility_management):

i. Floor plans

ii. Building and property information

iii. Space characteristics and usage

iv. Employee and occupancy data

v. Workplace assets (furniture and equipment)

vi. Business continuity and safety information

vii. LAN and telecom information

viii. Site assets and characteristics

(Environmental science in building Edition- Randall McMullan)

CAFM systems consist of variety of technologies and information sources that may
include object-oriented database systems, Computer Aided Design (CAD) systems, Building
Information Models (BIM), and interfaces to other systems such as a Computerized
Maintenance Management System. Today most CAFM systems are web-based and provide a
host of features including facilities related scheduling and analysis capabilities. Data may be
collected from a variety of sources through technology interfaces or human transfer processes.
Data may be stored, retrieved, and analyzed from a single data-store. (Environmental science
in building Edition- Randall McMullan) (http://en.wikipedia.org/wiki/Computer-
aided_facility_management):

47
 CAFM Process :( Environmental science in building Edition- Randall McMullan)

i. Benefits of (CAFM)

Benefits of CAFM usage in Facility Management tasks can be organized into quality of
life, cost reduction, cost avoidance, and information improvement. Typical benefits include the
following (Environmental science in building Edition- Randall McMullan):

• More efficient space utilization to achieve cost savings and potential

reduction in asset inventories.

• Reduction in moving and relocation activities resulting in greatly reduced

relocation costs.

• Continuous improvement in facilities management efficiencies.

• Improved project planning leading to reductions in A&E, construction, and

building maintenance costs.

• Fast and accurate reporting on critical facilities information.

• Existing processes will become more efficient and streamlined, using

standardized data that is shared across the enterprise.

• The CAFM will give facilities managers the tools necessary to become
more proactive instead of reactive to facilities' requirements and enable
better decision making.

• Improve safety and environmental planning capabilities, reducing risk

from accident and regulatory compliance violations.

48
 • Disaster planning capabilities are significantly improved to reduce the
potential for human injury or death in a disaster as well as to improve
those required for operational recovery.

• Data standardization across the organization and the elimination of

redundant information held by multiple organizations in various degrees
of quality and accuracy.

(ENVIRONMENTAL SCIENCE IN BUILDING EDITION- RANDALL MCMULLAN)

(http://en.wikipedia.org/wiki/Computer-aided_facility_management):

DATABASE MANAGEMENT SYSTEM (DBMS)

A Database Management System (DBMS) is a set of computer programs that controls

the creation, maintenance, and the use of a database. It allows organizations to place control of
database development in the hands of database administrators (DBAs) and other specialists. A
DBMS is a system software package that helps the use of integrated collection of data records
and files known as databases. It allows different user application programs to easily access the
same database (Guide to energy management, 2002-: Barney L. Capehart, Wayne C).

(http://en.wikipedia.org/wiki/Document_management_system)

DBMSs may use any of a variety of database models, such as the network model or
relational model. In large systems, a DBMS allows users and other software to store and
retrieve data in a structured way. Instead of having to write computer programs to extract
information, user can ask simple questions in a query language. It helps to specify the logical
organization for a database and access and use the information within a database. It provides
facilities for controlling data access, enforcing data integrity, managing concurrency, and
restoring the database from backups. A DBMS also provides the ability to logically present
database information to users. (Guide to energy management, 2002-: Barney L. Capehart,
Wayne C) (Wikipedia-Database Management System)
(http://en.wikipedia.org/wiki/Document_management_system)

49
i. Benefits of (DBMS)

• Query ability
Querying is the process of requesting attribute information from various
perspectives and combinations of factors. Example: "How many 2-door
cars in Texas are green?" A database query language and report writer
allow users to interactively interrogate the database, analyze its data and
update it according to the users privileges on data. (Wikipedia-Database
Management System )

• Backup and replication

Copies of attributes need to be made regularly in case primary disks or
other equipment fails. A periodic copy of attributes may also be created
for a distant organization that cannot readily access the original. DBMS
usually provide utilities to facilitate the process of extracting and
disseminating attribute sets. When data is replicated between database
servers, so that the information remains consistent throughout the
database system and users cannot tell or even know which server in the
DBMS they are using, the system is said to exhibit replication
transparency. (Guide to energy management, 2002-: Barney L. Capehart,
Wayne C) (Wikipedia-Database Management System)

• Security
For security reasons, it is desirable to limit who can see or change
specific attributes or groups of attributes. This may be managed directly
on an individual basis, or by the assignment of individuals and privileges
to groups, or (in the most elaborate models) through the assignment of
individuals and groups to roles which are then granted entitlements.
(Guide to energy management, 2002-: Barney L. Capehart, Wayne C)
(Wikipedia-Database Management System)

• Computation
Common computations requested on attributes are counting, summing,
averaging, sorting, grouping, cross-referencing, and so on. Rather than

50
 have each computer application implement these from scratch, they can
rely on the DBMS to supply such calculations. (Guide to energy
management, 2002-: Barney L. Capehart, Wayne C) (Wikipedia-
Database Management System)

• Change and access logging

This describes who accessed which attributes, what was changed, and
when it was changed. Logging services allow this by keeping a record of
access occurrences and changes. (Guide to energy management, 2002-:
Barney L. Capehart, Wayne C) (Wikipedia-Database Management
System)

• Automated optimization
For frequently occurring usage patterns or requests, some DBMS can
adjust themselves to improve the speed of those interactions. In some
cases the DBMS will merely provide tools to monitor performance,
allowing a human expert to make the necessary adjustments after
reviewing the statistics collected. (Guide to energy management, 2002-:
Barney L. Capehart, Wayne C) (Wikipedia-Database Management
System)
(http://en.wikipedia.org/wiki/Document_management_system)

a. Computerized Maintenance Management System (CMMS)

Base on (Guide to energy management, 2002-: Barney L. Capehart, Wayne

C)Computerized Maintenance Management System (CMMS) is also known as Computerized
Maintenance Management Information System (CMMIS).A CMMS software package maintains
a computer database of information about an organization’s maintenance operations, for
example CMMIS - computerized maintenance management information system. This
information is intended to help maintenance workers do their jobs more effectively (for example,
determining which machines require maintenance and which storerooms contain the spare parts
they need) and to help management make informed decisions (for example, calculating the cost

51
of machine breakdown repair versus preventive maintenance for each machine, possibly
leading to better allocation of resources).

(http://en.wikipedia.org/wiki/Computerized_Maintenance_Management_System)

CMMS data may also be used to verify regulatory compliance. CMMS can produce
status reports and documents giving details or summaries of maintenance activities. CMMS
packages are closely related to Computer aided facility management. on (Guide to energy
management, 2002-: Barney L. Capehart, Wayne C)
(http://en.wikipedia.org/wiki/Computerized_Maintenance_Management_System)

COMPONENTS OF A CMMS

A. Work orders

Scheduling jobs, assigning personnel, reserving materials, recording costs, and tracking
relevant information such as the cause of the problem (if any), downtime involved (if any), and
recommendations for future action. Typically, the CMMS schedules preventive maintenance
automatically based on maintenance plans and/or meter readings. Different software packages
use different techniques for reporting when a job should be performed. (Guide to energy
management, 2002-: Barney L. Capehart, Wayne C)

• Inspection
Details condition of assets.

• Preventive maintenance
Keeping track of preventive maintenance jobs, including step-by-step
instructions or check-lists, lists of materials required, and other pertinent
details.

• Machine breakdown
Incidence of machine breakdown, details of repairs completed and repairs
(to do). Preventive maintenance tasks are often undertaken during
breakdown repair and so preventive maintenance tasks need to be
rescheduled.
(Guide to energy management, 2002-: Barney L. Capehart, Wayne C)

52
 (http://en.wikipedia.org/wiki/Computerized_Maintenance_Management_System)

A. Asset management

Recording data about equipment and property including maintenance activities,

specifications, purchase date, expected lifetime, warranty information, service contracts, service
history, spare parts and anything else that might be of help to management or maintenance
workers.
(Guide to energy management, 2002-: Barney L. Capehart, Wayne C)

B. Inventory control

Management of spare parts, tools, and other materials including the reservation of
materials for particular jobs, recording where materials are stored, determining when more
materials should be purchased, tracking shipment receipts, and taking inventory.
(Guide to energy management, 2002-: Barney L. Capehart, Wayne C)

C. Safety
Management of permits and other documentation required for the processing of safety
requirements. These safety requirements can include Lockout - Tag out, confined space, foreign
material exclusion (FME), electrical safety, and others.
(Guide to energy management, 2002-: Barney L. Capehart, Wayne C)

a. Energy Management Control System (EMCS)

Energy Management Control System (EMCS) means a basic concept in

controlling and operate equipment for heating, ventilating and air conditioning, or
for lighting and process equipment, an energy monitoring or management and
controlled system. In many ways energy control system can be define as a
control system to manage the operation of building equipment including HVAC
system. A Control system able to operate several mechanical and electrical
equipment simultaneously dispersed throughout the facility. Hence this energy
control system can be used to reduced and limit the energy used of the entire
building (Guide to energy management, 2002-: Barney L. Capehart, Wayne C)
(Barney L.Capehart, W. C. (2002):
(http://en.wikipedia.org/wiki/Energy_management_system)

53
 Both Energy management system and control system are related to the computerized
building automation system. EMCS represent one of the group tasks that perform under the
Integrated Building Automation System (IBAS) or (BAS). (Guide to energy management-Barney
L. Capehart)
(http://en.wikipedia.org/wiki/Energy_management_system)

Most computerized energy management control systems (EMCSs) today are

microprocessor-based. These capabilities run from a few control points up to several thousand,
with the larger ones often performing fire-safety functions, equipment maintenance status
monitoring and report generation as well as energy management. The technology is changing
very rapidly and in market nowadays there is much new equipment. The building owner should
consult several manufacturers and be well prepared to discuss the facility’s needs and the
suitability for the equipment to be control by the building control system. (Guide to energy
management-Barney L. Capehart)
(http://en.wikipedia.org/wiki/Energy_management_system)

The EMCS method of control being operate such as, when the computer sent a signal to
turn off a load, when receiving a signal from a sensor. A sensor is required to feed the control
status back to the computer. The system able the computer to maintain a record of when control
was running. With these records, histograms can be made to show periodically frequent for any
load that being control. Additional control options are available to the EMCS user, but mostly
they are some combination of the techniques that been install to cooperated with EMCS system.
(Guide to energy management-Barney L. Capehart)

By using this system all units are turned on and off at exactly the same time each day,
setting has been made base on user requirement. No longer had personnel required to make
rounds, turning equipment on and off. An optimized start-stop schedule is applied. The precise
time of need is determined each day, and the equipment is turned on at that time. For example,
if the outside and inside temperatures are both warm, the heating units do not have to be turned
on as early as they would be if the respective temperatures were quite cold.
(Guide to energy management-Barney L. Capehart)

54
 There are several different forms of control pattern of computer EMCS configurations
available. (Guide to energy management-Barney L. Capehart) In a centrally controlled system,
control is operated in one central unit, a microprocessor or microcomputer being used. The
control points are accessed directly (a star network) or through common wiring (a common data
bus network). In the star network, control is more direct but installation is considerably more
expensive. So, its use is limited to facilities with few control points. The common bus design
allows for common use of wiring, so its installation cost is less for facilities with a large number
of control points.
(Guide to energy management-Barney L. Capehart)

Instead of using a centrally controlled EMCS, many newer EMCS systems use a
distributed configuration where remote processing units using microprocessors or
microcomputers perform the actual control functions. A central unit is still used, but primarily for
coordination and report generation. (Guide to energy management-Barney L. Capehart)
(Barney L.Capehart, W. C. (2002)

Star network (Barney L.Capehart, W. C. (2002)

55
 Common bus network( Barney L.Capehart, W. C. (2002)

Distributed control EMCS star network (Barney L.Capehart, W. C. (2002)

b. Building Automation Systems (BAS)

Building automation describes the functionality provided by the control system of a

building. A building automation system (BAS) is an example of a distributed control system. The
control system is a computerized, intelligent network of electronic devices, designed to monitor
and control the mechanical and lighting systems in a building. (Guide to energy management-
Barney L. Capehart)

BAS core functionality keeps the building climate within a specified range, provides
lighting based on an occupancy schedule, and monitors system performance and device
failures and provides email and/or text notifications to building engineering staff. The BAS
functionality reduces building energy and maintenance costs when compared to a non-
controlled building. A building controlled by a BAS is often referred to as an intelligent building
system. (Guide to energy management-Barney L. Capehart)

Building Automation Systems (BAS) optimize the start-up and performance of equipment
and systems in the building. BAS greatly increases the interaction of mechanical subsystems
within a building, improve occupant comfort, lower energy use and allow off-site building control.
Building Automation Systems (BAS) use computer-based monitoring to coordinate, organize
and optimize building control sub-systems such as HVAC, fire safety, lift system, lighting system

56
and security system. Common applications include (Environmental science in building Edition-
Randall McMullan) (Guide to energy management-Barney L. Capehart):

• Equipment scheduling (turning equipment off and on as required).

• Optimum start/stop (turning heating and cooling equipment on in advance to
ensure the building is at the required temperature during occupancy).
• Operator adjustment (accessing operator set-points that tune system to changing
conditions).
• Monitoring (logging of temperature, energy use, equipment start times, operator
logon, etc).
• Alarm reporting (notifying the operator of failed equipment, out of limit
temperature/pressure conditions or need for maintenance).

(Guide to energy management-Barney L. Capehart)

Using this BAS at the building has their own benefits to the maintenance department
because this BAS benefits is a:

• Improves and documents occupant comfort.

• Reduces heating, ventilation, and cooling costs through improved sub-system
management.
• Reduces time required to monitor and manage building operation
• Allows support and diagnostics from remote location.
(Guide to energy management-Barney L. Capehart)

a. Workplace Automation

Intelligence with respect to workplace automation in intelligent building systems consists

of the use of high-tech office automation systems to render the operation of a company more
efficient. This can be done at a reduced cost to tenants by virtue of the equipment being shared.
Some of the factors involved in workplace automation in intelligent buildings are (Alexander, K.
(2001). Facilities Management. Spon Press.):

57
 • Word Processing: Word processing includes the electronic creation, revision,
storage, retrieval, and transmission of correspondence documents. With pick-up
and delivery service, 24-hour document turnaround during business hours and
premium one-hour turnaround, a word processing service offers convenience
and economy.
• Computer-Assisted Design: With computer-assisted design, the owner has
accurate and easy-to-read drawings that can be used to reduce the cost of
carrying out any sort of modification whether it be architectural, structural,
mechanical, or electrical.

• Office Automation System and Local Area Networks (LANs): to provide

management information and as decision support aids, with link to central
computer system.

• Advanced Telecommunications: to enable rapid communication with the

outside world, via the central computer system, using optical fiber installations,
microwave and conventional satellite links.

(Alexander, K. (2001). Facilities Management. Spon Press.)

i. The interrelation between Building Performance and Facility Management

issue

The building, the system, the management and the organization are related to produce
better product. The responsible of a team require performing an effective performance through
management and delivery through time within available resource, to transform material and
component into value for the customer. (Alexander, K. (2001). Facilities Management. Spon
Press.)

Space in a building is an area was people are interacting and communicate, a flexible
work place is an aspect were to be concern of building owner, where the building able to
support and easily adapted to changing need of occupant. In idea to promote better
environment for the worker to produce creative and innovative production hence increase
quality. Referring to an intelligent building, the term of flexible work place can always been seen
through its capability of changing of work station. Implementing of suspended flooring were

58
cable and ducting being install in it and make efficient to changing, removing the need for ceiling
base equipment and cabling. (Keith Alexander- Facility Management) By using technology for
instead employee work tend to be more flexible where the system provides easy access to the
system filling for example, make the worker can be at any place or at any time to be get in touch
with his or her work. This idea makes them feel more flexible to carry out their task.
(Alexander, K. (2001). Facilities Management. Spon Press.)

The idea of enable change with a minimal cost will always refer to a multipurpose space
were for example it can carry out dual faction base on user requirement, base on this method
building in a same time will reduce space usage and make fully used of the space. The
business will be rapidly change referring to user requirement here by the building are able to
performed base on this changing were for example rearrange the open plan layout to cellular
division without make any adjustment of the building services ( air-handling, power point,
lighting, cabling and etc). Referring to the element in an intelligent building will always allow
flexible changing refer to the requirement. (Alexander, K. (2001). Facilities Management. Spon
Press.)

ii. Intelligent Flooring System

• Floor depth determines the quality and types of space that are available
on each floor (Building services and equipment- F. Hall).
• Storey height (floor-to-floor height) has a major effect on the methods of:
– air conditioning,
– cable distribution,
– ability to use natural ventilation,
– light and visual comfort.
(Building services and equipment- F. Hall).
• Floor size and configuration will affect ease of internal communications
and circulation routes around the building.
• Floor loading determines the amount of equipment and storage that can
be placed in the work area, and the overall stability of the structure. A
floor loading of 4kN/m should be sufficient for general loadings.
(Building services and equipment- F. Hall).
i. Floor Wiring

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 A rapid increase in the amount of cabling for office automation and
telecommunications equipment is a normal feature of an Intelligent
Building office. Such cabling requirements are constantly changing and in
order to manage this high rate of change, a floor wiring system should be
installed. This may take the form of (Building services and equipment- F.
Hall). :-
• Full raised floor
• Semi-double raised floor
• Underfloor ducting and trunking
• Under carpet flat cable
(Building services and equipment- F. Hall).
i. Wall Wiring

When large concentrations of cables are enclosed in walls, such

areas should be covered with easily removable wall paneling. Changes in
such cable requirements are sure to be needed. For open office areas, it
may also be necessary to create “cable drops” to workstations by means
of cable poles or similar flexible installations.
(Building services and equipment- F. Hall).
ii. Ceiling Wiring

The large space which normally exists above the suspended

ceilings fo the average office is another area where cable runs are often
accommodated. Easy access to such cables is important for maintenance
and change of systems. Cables should be carried in suitable cable racks
or trays and protected against fire and vermin. Ceiling spaces of this type
may also be used for office automation equipment when combined with
“cable drops”. (Building services and equipment- F. Hall).

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 Intelligent flooring system (Building services and equipment- F. Hall).

In term of total quality work place that handle the issue of social and managerial
environment throughout the physical work setting that make the idea of self comfort for the
people to be in the building. This may refer to the study of measuring what people want
management style, social needs, space management, and an innovative of work place and
verify people differences. Here by through the study of people it can be always related to make
proper space layout for specific purpose, for example a mini pantry in a center of two
departments, refer to this example un formal conversation can always been made and
information may transfer fast. (Alexander, K. (2001). Facilities Management. Spon Press.)

By using CAD software, the layout of the space can be always free to be draw and be
illustrate clearly, referring to staff changing and changing needs. Beside the personal need, the
system or software that been selected to support the core business while enhance the
performance of the building and employee are must be carefully selected. Throughout
technology management can run smoothly, system will operate flexibly, the energy being
manage ultimately adding the aspect of ‘green’ by conserve energy, used of eco friendly
material just to improve better living. (Wikipedia-Technology)

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 Integrating information from multiple system into a facility portal(Wikipedia-Technology)

Throughout technology it will maintain commitment among employee, this we can see
base on an employee is fully equip with own PC, handling communication either by email, video
conferencing, data management, also fully control of building system (lighting control or
temperature control), managing complain either customer or employee, were the address of
complain will be handle fast by the facility management department. (Wikipedia-Technology)

In real business were information must be ready and fast transfer so that people will
react at it. Throughout current technology used an effective communication among employee
and department unit can always been seen. It’s a curtail for every person in the office to own
their equipment such as personal PC, telephone, or maybe a PDA, internet wireless access, in
idea of free access of communication. (Wikipedia-Technology)

The building itself play a great role beside its system were to be able to provide positive
responsible image to the client or among employee. By installing complete security system
people may trust the business and feel comfort to the environment and surrounding. Building
are fully complete with security system such as CCTV, access card, door controller, fire alarm
system and guard security petrol, to protect the customer and the building. Base on data
management system, a recovery system also play an important role were important data will
always secure for the business to run smoothly. (Building services and equipment- F. Hall).

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 Through this entire meter it is back to the business main scope that is to improve
productivity. The selection of great system or software is to ensure all people, all equipment and
plant, all building services to always being properly managed and maintain productivity.
(Building services and equipment- F. Hall).

3.7.3 Spatial Provision and Adaptability

Spatial provision and adaptability is about utilization of space and its function. A key
objective of workspace management is to match the requirements of the tasks to be performed
to the most effective time-space relationship that can be achieved. This will require a range of
formal and informal work settings to be provided to support collaborative, solitary, individual and
group activities. The business will require a 'central hub' or possibly several dispersed 'hubs',
where workers can meet, share experiences, collaborate and socialize. The chosen setting may
be a desk within business premises; but equally it may be on a train or aeroplane, at home or in
a hotel, in a cafe or a conference room, in fact anywhere that is conducive to the type and timing
of work to be undertaken. It is easy to see how such a scenario could be construed as the
demise of workspace - shop, office or factory. This is unlikely be the case. While the overall
quantity of conventional workspace is likely to reduce, new styles of working will necessitate an
increase in the diversity and quality of work environments and their widespread location.
Becker, F. (1990)

Within 25 years the growth of big call centres, so much a feature of the 1990s, will be all
but gone as new channels to market via home based interactive technology are developed to
replace them. This will lead to call centre agents working from home, or from places close to
home rather than in aggregated central work buildings. Becker, F. (1990)

In the office market, with the growth of serviced workspace populated by transient guests
who visit to perform specific functions, offices are fast becoming hotels for work. The users of
these buildings will expect a more comprehensive range of facilities and services than have
traditionally been provided in such places. Like hotel guests, workers require facilities and
services fully at their disposal while they are in 'residence' before moving on to another work
location. All of which is likely to result in an overall reduction in the amount of workspace that
will be required to meet the collective needs of businesses. Becker, F. (1990)

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 Rampant advances in technology systems previously thought of being purely the domain
of business will be available and accepted in the domestic environment. Houses will need to be
built to meet the requirements of the home worker, through the provision of workspace, LAN,
ISDN lines and other facilities. The home worker will be seen increasingly as a well-defined and
separately identifiable segment of the housing market. Becker, F. (1990)

I) The Position of Individual

There is a tendency in the workplace to refer to groups such as finance, marketing and
others who are seen to have a role or particular characteristics in common, but individual
variability also needs to be taken into account. Becker, F. (1990)

When people who hot-desk are asked what they think about it they usually say
something like "I really don't need a desk", rather than "I love it, it's much better than having a
dedicated space". It can be suggested that few employees prefer hot-desking to having a fixed
desk, rather it is the employers who favour this way of working. The advantages of flexibility for
many individuals are real but so are the worries, referred to earlier, especially if flexibility really
equates with longer hours as it becomes more difficult to define the boundary between work and
home. Home working in particular raises difficulties, not just where the physical or social
environments are not conducive for work but also in the more symbolic erosion of temporal and
physical boundaries which may cause problems with partners or family members. Even the
physical distinctions are diminishing, sofas at work, desks at home, for example. Becker, F.
(1990)

The symbolism attached to places is a powerful force that works against locational flexibility
and particularly hot-desking. This varies, however, between groups and individuals. Goodrich
(1986) refers to studies of 13 corporate complexes in the USA from which a picture emerges of
personalization of the workspace differing by job type and gender. Financial personnel and
administrators were amongst the people who personalized their spaces the least, while
secretaries and marketing personnel personalized them the most. Women were found to be
more likely to personalize the space aesthetically (with plants, posters, and personal items),
whereas men tended to display' personal achievements or family photographs, with managers
and executive using these to enhance their status. One of the companies studied had restricted
personalization in a new building. Here, the researchers found that individuals from groups that

64
personalized their space most described the environment as sterile, impersonal and cold while
those from groups who personalized the least described it as 'pleasant, comfortable, and
attractive',

People's preferences are influenced not just by their role and gender however, but also by
the values of the wider society (what constitutes ‘success’ what is fashionable, etc.) and by
individual personality type. Goodrich (1986) found that extroverts and introverts, perhaps
unsurprisingly, favoured different characteristics of the workplace. More fundamentally, he
makes the point that user wants are not the same as user needs, characterizing the latter as
being deeper and more fundamental, involving the worker in trying to achieve a satisfying and
meaningful working life. In other words, he sees needs in terms of Abraham Maslow's famous
hierarchy, and argues that these should be addressed and understood in the creation of office
environment influence of individual variability was also highlighted by Whitley et al. (1995) who
found that the personality difference measure 'locus of control’ was linked to both job
satisfaction and perceptions of physical conditions.

With the breaking down of the distinctions between home and work, work can become the
centre of the 'knowledge' worker's life, leaving little time to arrange other aspects, Hence there
seems to be a trend for employers to offer services to employees once considered outside their
remit, from gyms through laughter consultants to dating agencies. Some of these required
facilities and all need organization. The intention is to keep employees loyal to the company, but
such actions can be interpreted as selling back as benefits those aspects which have been
taken away by the consequences of the job (Guardian 1999).

II) Self – Selected Workplaces

The re-engineering of work and the goal of increasing productivity to maximize profits are
likely to be continuing themes of the new millennium era. As ways of doing business become
ever more diverse, so too will the types of work settings that are appropriate for business.
Information based organizations, measuring their performance on non-linear and intellectual
activities, have never concerned themselves with the traditional systems of space budgeting
and allocation. There is emphasis on working towards pre-defined goals, with little dependence
on job descriptions or management structure. Key staffs are given more freedom to choose
when, where and how they get the tasks completed. As this model is seen to work, it is likely to

65
become the way of business for an increasing proportion of progressive enterprises. Becker, F.
(1990)

Change is occurring in the supply side too. As more organizations begin to move their
real estate off the balance sheet, new opportunities for greater choice and variety in the
workplace become viable. The explosive growth in the serviced office sector has already"
shown that there is demand for much more flexibility in commitment and availability than the
traditional office marketplace can offer. In a recent survey there were over 36 separate serviced
office locations in London alone. Not only are suppliers, such as HQ and Regus, building more
business centres, but they are offering a wider range of products, ranging from a 'virtual office'
messaging service, up to a complete custom-built office fit-out. Currently their marketing tends
to be directed towards multi-national organizations that require a presence in a spread of
geographic locations. It seems likely that they, or new competitors, will expand to appeal to a
wider range of enterprises and offer a choice of quality standards and pricing options. Becker,
F. (1990)

The hotel industry has moved towards providing individual work space, in the form of
'wired' hotel bedrooms, as well as a range of conference facilities. A few have expanded their
range of offerings by providing purpose-built business centres and workspaces.- For people on
the move, motorway service areas already are frequently used as meeting and work places for
business people on the move, though little is provided to meet their particular needs. The
business centres at most airports offer, by contrast, a quality, well equipped work setting. In this
field, we should expect to find new players offering new short-term occupancy spaces and pay-
as-you-work facilities in direct competition with the established workspace providers. With the
growth of shopping as a leisure activity, one might soon expect to find business centres within
large out-of-town malls. Becker, F. (1990)

We can also anticipate an increasing range of business service offering covering virtually
every non-core business activity. Mail and call handling conference services, communications
and IT are just some of the services currently available on an outsourced short-term basis.
None of these are dependent on the client's physical location. As the trend towards more
services continues, competition will ensure the availability of these types of services to smaller
companies and at more attractive rates. Much has been written about the impact of the Intemet

66
on commerce – suffice it to say that there are well publicized examples of location independent
or virtual businesses growing at an exponential rate. Becker, F. (1990)

Recent surveys of work groups have shown that end users are enthusiastic about having
choice in the selection of their work setting. The ability to choose where to work on a dynamic
basis is very popular, but more difficult to manage than the more traditional structured approach.
In future businesses need to compete through continuous improvement, their priority will be to
encourage employee interaction for invention and product innovation. In this scenario, work
activities are likely to be divided into projects each which has a manager, charged with a clear
mission and empowered to get the resources necessary to achieve the result. Space becomes
simply one of the numbers of administrative issues which need to be resolved in order to be
progress with the project's main objectives. As every facilities manager knows, the block to such
an approach has, up to now, been the long lead time to acquire space, not the ability of
entrepreneurial managers to specify what they want. Becker, F. (1990)

Commitment among employees is an essence of quality workplace. Whether it is social

or privacy, quality workplace can make employees feel like they are in a safe and sound state,
hence, it can promote them to give extra commitment to work. A quality workplace can maintain
commitment among employees by governing proper rules and guidance and not only limited to
introversion of workers but generally in social definition. The employees can feel like they have
adequate or maybe excellent serenity since their workplace is in a tip top quality. And it is good
to feel it like home. Becker, F. (1990)

Quality workplace in terms of health, social, safety and flexibility can maintain the
commitment among employees.. It is not only for mind and body; it also can maintain
commitment among employees to work in an indulgent way of working.

Mobile means handy and be brought everywhere. How about workplace that can fit every
kind of usages? Though a room can be changed into an office or it can be changed into a
meeting room, the cost must be taken care of. With a minimum cost of refurbishment (where it
needs a little bit of dismantlement, not demolition), a quality workplace can enable to change for
future purpose. As an example, the erections of panels must be smooth and bring proper
quality such as good acoustics, good ventilation system, proper frame working and good
privacy. If the panels are no longer needed, they can be dismantled-off easily. Besides that, an
empty rectangular-shaped layout for easy placement of the furniture and fittings. If the space is

67
no longer used, there will be no demolition works needed. Use mobile furniture. Adjustable
and mobile furniture is a good option for growing businesses with limited space; you can easily
reconfigure cubicles and workstations and rearrange your office to accommodate growth,
partition departments, or separate equipment areas and other noisy parts of the office. Becker,
F. (1990)

Quality workplace does project responsible image. In Malaysia nowadays, people tend to go
to Ikea rather than to go to its next door, Courts Mammoth. The quality of the service and
mobility of the workers promote and project responsible image of the brand. The workers are
happy on what they are doing instead of playing online poker in their office during working time.
The example is clear on how quality workplace can project responsible image of the brand. See
the layout of Google offices and Facebook offices. The workplaces are in outstanding quality
and project the responsible image of the brand; Google and Facebook. They are promising and
bringing the ‘casual’ theme but also multi-billion brands to their customers world-wide.

3.7.4 The Personal Microenvironment (PME)

The engineering goal has been to maintain a temperature in spaces with many occupants
close to the optimal level recommended in the standards and to create uniform indoor
environmental conditions. However, under these conditions not all occupants will be satisfied
because of individual differences in preferred temperature, air movement, and air quality
perception (Melikov, 2004).

I) Work Environment Trend

Acoording (Molnar, 1983), in practice concept, it have more than one of concept such as
‘hoteling’, ‘Nonterritorial’, Caves and Common’, ‘Free Address’ and Telecommuting.

The term of ”Hoteling” refer to a space-sharing concept in which work space is made
available on advance notice from employee. The hoteling system operates like a hotel, where a
room is provides on request. This arrangement can be useful for companies with a group of
employee who spend a great deal of their outside their traditional office. (Molnar, 1983)

68
 “Nonterritorial” offices have been designed for project involving short or moderate term
teamwork. In a nonterritorial environment, no one person has an assigned workstation but share
space, resources, files, and quiet areas with other member of their team. The sharing of
resources encourage interaction between team member. The Nonterritorial concept works well
for creative and development activities and for special teams of interdisciplinary personal.
(Molnar, 1983)

The “Caves and Common” concept also emphasize group work with shared resources. It
is similar to the nonterritorial concept, except that employee are assigned are very small private
work space. The caves and common concept works well for organization who area not ready for
nonterritorial concept, or as a starting point for its implementation.(Molnar, 1983)

“Free address” is a term for a concept in office planning based on groups of people who
need to be together to perform a specific type task. These activity specific work space include
specially designed computer, telephone and meeting rooms. In the free address system,
reservations are not made very far in advance and the works space can be used by any group
in the company. In this environment, employee must request space based on the needs of their
particular task.(Molnar, 1983)

“Telecommuting” is a concept encompassing a work environment rather than a work a

workplace. Many types of work environment can be performed in any location that has access
to information. In many cases, a computer, modem, fax, and telephone are all that an employee
needs to successful perform the job. As long as the information link is maintained, the employee
can be located anywhere. Telecommuting initially evolved as a result of environment concern.
(Molnar, 1983)

Each of these concepts has been used successful to resolve some of the problems
associated with traditional workplace and environment. Each of has unique and advantages as
well as drawback. Part of the challenges that the organization faces in improving its
performance is to become more involved and directing the workplace and work environment.
(Molnar, 1983)

3.7.5 QUALITATIVE FACTORS

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 According to ‘Dictionary of Accounting Terms’ (2005), qualitative factors are the
considerations in decision making, in addition to the quantitative or financial factors highlighted
by incremental analysis . They are the factors relevant to a decision that are difficult to measure
in terms of money (Preiser, 1991). Qualitative factors may include SWOT (Strengths,
Weaknesses, Opportunities, Threats), human resource management (motivation, morale,
recruitment and retention), PEST (Political, Economic, Social, Technological), publicity and
public image, long term survival/development issues and stakeholder analysis (Moleski et al,
1986). Qualitative factors may include:

I) Effect on employee morale, schedules and other internal elements.

II) Relationships with and commitments to suppliers.
III) Effect on present and future customers.
IV) Long-term future effect on profitability.

In some decision-making situations, qualitative aspects are more important than immediate
financial benefit from a decision. But since qualitative factors, by definition, represent aspects of
a company's business that are difficult or impossible to quantify, incorporating that kind of
information into a pricing evaluation can be quite difficult (Modell, 2007).

In qualitative factors, it is an intangible aspect and very subjective. The factors are based on
the individual items and less easily assessed by the organisation (Becker, 1990). However, this
term is nonetheless very important in terms of user comfort. It’s deal with the feel of the building
and character (Modell, 2007). Some questions that might take into considerations:

I) Does the design and décor convey the character effectively?

II) Do some aspects of character need to be emphasized and others played down?
III) What is the potential of the building to respond to change?
CHAPTER 4
CASE STUDY

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4. CASE STUDY 3: VODAFONE EMBRACES THE CHANGING
WORKPLACE
4.1 COMPANY BACKGROUND

The first ever mobile phone call took place in 1985 through the Vodafone network. Now,
25 years later is that the Vodafone Group's innovative strength into the leading communications
company in the world. Vodafone is one of the largest mobile communications companies in the
Netherlands and is part of the Vodafone Group, the leading communications company in the
world with 333 million proportionate customers in five continents. The Vodafone Group has
holdings in the share capital of mobile operators in 31 countries. It also has a partnership with
telecom companies in 40 countries. The headquarters are located in Maastricht and Amsterdam
and have offices in son Zaltbommel. In the Netherlands, employees are over 2800 people at
Vodafone and it is the second mobile operator in the Netherlands based on sales and
profitability by more than 4.8 million customers.

4.2 THE CHANGING WORKPLACE CONCEPT

Photo 4.1: Head Office of Vodafone in Maastricht

Vodafone’s head office in Maastricht has been transformed according to a concept

based on ‘mobile working’. The concept “The Changing Workplace” was developed by Tjeu
Verheijen, Workplace Innovator and Project Manager, in cooperation with workplace
experts OCS Workplaces and Steelcase. The Changing Workplace is a concept completely
focused on ‘mobile working’ and

71
brings into practice what Vodafone stands for: mobile work and speed, simplicity and trust. The
concept is translated into a workplace that motivates employees to collaborate and work more
efficiently and effectively.

Figure 4.1: Fundamental of Vodafone

I) First Fundamental: Speed and Simplicity

Vodafone’s head office is situated close to the station in Maastricht which makes it quick
and easy to get to by foot, bike or public transportation for employees and visitors alike. The
building is divided up into fast, medium and slow zones. Individual tasks are carried out in the
fast zone, in spaces where it is easy to concentrate. Medium zones are places where contacts
are made, such as the ‘Digital Forest’, which is an informal lounge area.

The Digital Forest areas were designed by students from the Maastricht Academy of Art
(Harro Hoencamp, director of OCS Workplaces). The students were given the task of illustrating
the company’s corporate values, such as energy, simplicity and trust. Vodafone also wanted to
appeal to the four different generations at work, the ones who carry the company forward.

There’s plenty of space to unwind, too, at Vodafone, in the slow zones. In the Plaza, for
example, people can get together to meet and grab a bite to eat. The building has been
designed in such a way that no-one has to go to a different floor for a meeting or to get a coffee.
Vodafone workplace also focused on the spontaneous. Discussing something quickly with a
work colleague can be done in any of the informal meeting rooms on each floor. There’s no
need to book a room in advance. It’s fast, uncomplicated and enjoyable.

The way employees have dealt with space contributes both to effectiveness and mobility as
well as to the idea of enjoying work. Quiet, colour and fun generate greater productivity from our
staff. Not having fixed workstations also requires clarity within the building, called ‘way-finding’.
Each level is indicated by a number on the wall executed in graffiti style by a graffiti artist or by
using design. Each side of the building also has its own colour. Verheijen said telling someone
that I’m at Blue 2 on touch-down’ may sound strange, but it’s very clear once you are working in
the place.

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 Photo 4.2: Different number on the wall at each level executed in graffiti style.

II) Second Fundamental: Trust

Trust means that Vodafone makes every effort to achieve transparency and openness. The
company trusts the people who work for it. They can work from home and have flexible working
hours. This means that the workstations at the office can be divided up to accommodate other
employees. Trust is also expressed by the way lunch or coffee is charged, which staff do at the
self-scan cash register. There also transparency and openness in the design of the office
building, where a great deal of glass has been used. People can see one another, there’s
nothing hidden in back rooms or behind thick walls.

4.3 THE FOCUS

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 Photo 4.3: Employee could brief their work even while lunch time.

The essence of The Changing Workplace is that a company takes account of the needs
and wellbeing of its staff while boosting overall efficiency and effectiveness by designing the
available space cleverly. To make truly optimal use of the available office space, every room
has been designed to be multifunctional and every nook and cranny of the place has been used
effectively. This not only generates cost-savings, but also boosts working enjoyment by
increasing the wellbeing of staff and hence their productivity.

The Changing Workplace bore every possible positive fruit at Q-Port, the new Vodafone
building that opened for business in Amsterdam in September 2009. The concept has now also
been applied to the company’s head office in Maastricht, which consists of two buildings linked
by a Plaza (where employee can combine a cup of coffee or healthy meal with their work).
Every day, about 1600 people are working at the building in Maastricht. Employee can work
wherever and whenever they like. The design of the new office layout has been tailored to bring
out Vodafone’s corporate values in the best and most practical way.

4.4 VODAFONE CONTACT CENTER

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 Photo 4.4: A creative passageway that linked to flexible meeting area.

The Vodafone contact centre is housed in building 1, where there is room for 1100
employees. ‘The Changing Workplace’ concept and Vodafone’s corporate values have also
been implemented from start to finish here. The ‘Pitstop’ or training centre on the first level is a
medium zone where the entire team can get together to share knowledge. Putting everyone’s
head together from time to time boosts the transfer of knowledge and the involvement of each
individual. If it’s a one-on-one conversation that employee want, there are the coaching corners
on each floor.

Vodafone uses VoIP. All contact centre calls go via the Internet, which has the
advantage of only one infrastructure being required. Many of the contacts with customers are
also done by e-mail. Every single person who works in the contact centre has a window to look
out of. When employee look outside, they can relax more, which results in better conversations
with whomever is on the other end of the line. The use of materials and design also create a
feeling of calm on the workfloor. This increases the productivity of each contact centre worker.
The wellbeing of Vodafone staff is important to us and the employer thought about this carefully
in advance as part of the design, for example by making sure there is plenty of daylight. An
additional benefit is that people find Vodafone a great place to work and enables to attract the
best people.

Taking the environment into account is also important for Vodafone and the choice of
materials is Cradle to Cradle (C2C). The design team of Vodafone also worked with Steelcase,

75
which is a forerunner in sustainable and C2C product development. All Steelcase products are
developed without using harmful substances. They are also designed to deliver optimum
performance in terms of air quality in the office. For example, only natural products have been
used for the ‘Digital Forest’ in the contact centre. In addition, the team also worked with
Womanpower, the independent initiative and umbrella organisation for a number of small
businesses run by female owners in Nepal. Vodafone supports them by helping them to get fair
trade work.

4.5 FIGURES

As a result of ‘The Changing Workplace’ and the clean desk policy, 100 employees now
share 60 workstations. Facility overheads at the Vodafone head office have fallen by almost 60
percent. Mobile working also features financial benefits. People in the building don’t do internal
moves any more. When they get a new job, they might go and work in a different zone, but
otherwise nothing changes. Vodafone company have been able to cut the number of printers
they use by over 60 percent. Printer usage patterns are also changing slowly, which means that
colour prints have virtually disappeared.

Over the last 6 months, Vodafone has also purchased 5000 kilos of paper less. That’s a
reduction of 27% compared with the previous period, or a saving of a million sheets of A4 or 85
trees. Instead of having 6 linear meters of storage space, each employee now has just one, plus
a locker. So much has been stored, thrown away and digitised. This has reduced our total office
space requirements in the Netherlands by 47 percent. Vodafone also had the opportunity to
optimise our premises with the financial support of the building owners and acquire them at
strategically good locations. 80 per cent of the company fit-out uses the Cradle to Cradle
principle, which of course is very high. All of the employees have been most enthusiasts about
this development. They claimed it’s great to work here, it’s different every day.

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Figure 4.2: Benefits that Vodafone Gain from The Changing Workplace

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4.6 PHOTO OF VODAFONE INTERIOR

Photo 4.5: Passageway at Vodafone Office. Photo 4.6: Audio Area.

Photo 4.7: Seat alongside the Route to Glass Photo 4.8: Pictured Partition.
Working Area.

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Photo 3.9: Lounge Area with Green Concept.

Photo 3.10: A Transparent White Clean View

for the Systematic-Based Employee.

Photo 4.11: Rest Room Photo 4.12: Waiting Area

Photo 4.13: Touchdown Area. Photo 4.14: West Side of the Office.

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 Photo 4.15: Tenaro, a Simple Desk System Photo 4.16: FrameOne, a desk designed to be
beautiful, functional and beneficial to workday.

Photo 4.17: Think Meeting Chair that had been Photo 4.18: Long Entrance Walkway
used to Provide High Level of Comfort.

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 CHAPTER 5

5. ENVIRONMENTAL FRIENDLY ISSUE AND FEATURE

Refering to Thor Kerr, Managing Director of BCI Asia quote that, the greatest
contribution to global warming and other forms of environmental destruction is the building
industry. The idea of thinking green has been wide now, lots of industry has clearly understand
that, and slowly start to cope with it. Lots of action been made from the design, the technology,
the material and other aspect clearly define to environmental friendly, now it become popular
among people. Certificate been print out base on the grading of a building that is green, so that
to always ensure to be as an example for the future development and to always encourage all
party about the understanding and the great deal about the benefit of green building and its
significant in the future.

5.1 ENVIRONMENTAL ISSUE

Environmental issues are negative aspects of human activity on the biophysical
environment. Environmentalism, a social and environmental movement that started in the
1960s, addresses environmental issues through advocacy, education and activism. Below is a
list of environmental issues that are due to human activities (Wikipedia-environmental issue):

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 • Climate change — Global warming, Global dimming , Fossil fuels , Sea level
rise, Greenhouse gas, Ocean acidification,

• Conservation — Species extinction , Pollinator decline, Coral bleaching

• Energy — Energy conservation, Renewable energy, Efficient energy use,

Renewable energy commercialization

• Environmental degradation —Habitat destruction, Invasive species

• Environmental health — Air quality, Asthma, Indoor air quality, Lead poisoning ,
Sick Building Syndrome

• Genetic engineering — Genetic pollution, Genetically modified food

controversies

• Land degradation — Land pollution, Desertification

• Soil — Soil conservation, Soil erosion, Soil contamination , Soil salination

• Land use — Urban sprawl, Habitat fragmentation, Habitat destruction

• Nuclear issues — Nuclear fallout ,Nuclear meltdown, Nuclear power, Nuclear

weapons, Nuclear and radiation accidents, Nuclear safety, High-level radioactive
waste management.

• Overpopulation — Burial, Water crisis, Overpopulation in companion animals,

Tragedy of the commons

• Ozone depletion — CFC

• Pollution — Light pollution, Noise pollution, Visual pollution, Nonpoint source

pollution, Point source pollution,

• Water pollution — Acid rain, Marine pollution, Ocean dumping, Oil

spills ,Thermal pollution ,Marine debris ,Ocean acidification, Ship pollution,
Wastewater, Fish kill

• Air pollution — Smog, Tropospheric ozone, Indoor air quality, Volatile organic
compound, Particulate matter, Sulphur oxide

(Wikipedia-environmental issue)

(http://en.wikipedia.org/wiki/List_of_environmental_issues)

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 Picture 5.1: Nuclear waste management Picture 5.2: Over population

(Wikipedia-environmental issue) (Wikipedia-environmental issue)

5.2 MANAGEMENT ENVIRONMENTAL PRACTICE

Facility management offer the potential to practice the greatest influence to achieve the
formation and operation of build environment in way to satisfy both operational and
environmental needs. The influence can be seen through:

• The increase awareness among facility user and manager of the resource
implication of the facility life cycle.
• The decision making base on resource consumption
• Implementing an eco friendly environment

(Kerr, Managing Director of BCI Asia)

The British Standard BS7750: 1992 specification of environmental management system

can usefully described as the processes and practice introducing by the organization for
reducing, eliminating and prevent negative environmental effect. In order to protect the
environment and to safeguard its personal occupant, an organization needs to always ensure:

• Its operation and activity comply with the environmental legislation

• Its product or service that being produce, package, deliver and used and
ultimate dispose in an environmentally ways
• Its expenditure both in terms of staffing and resource are base on the
environmental protection

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 • Its strategic planning for the future investment and growth reflect market need
concerning to the environment

The British Standard recommend that, to achieve the environmental goal, an

organization has to make sure not only that the technical factors effecting its environmental
impact are under control, but that all its administrative and human factors are effectively been
manage as well. To accomplish all of this, the organization should:

• Identify the key element affecting its environment performance

• Develop an integrated management system for regulating them
• Define a policy containing a set of objective for managing this issue effectively
• Introduce a method for reviewing how effectively the policy and the objective are
being met

Operation of the environmental management system which an organization should

introduce internal audit and evaluation base on the practice on a regular basis, here by to
access the effectiveness of the system in achieving the stated objective, so that all person in
related are participated throughout this issue.

(The British Standard BS7750: 1992 specification of environmental management system)

5.3 TOWARDS GREEN IDEA

Sustainable development aims to meet the needs of the present without compromising
the needs of the future. An organization should be manage and operated to reduce the overall
impact of the built environment on its surroundings and also help to (Kerr, Managing Director of
BCI Asia):

i. Designed to save energy and resources, recycle materials and minimize

the emission of toxic substances throughout its life cycle.

ii. Harmonies with the local climate, traditions, culture and the surrounding
environment.

iii. able to sustain and improve the quality of human life whilst maintaining
the capacity of the ecosystem at local and global levels

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 iv. Make efficient use of resources, have significant operational savings and
increases workplace productivity.

v. Sends the right message about a company or organization – that it is well

run, responsible, and committed to the future.

(Kerr, Managing Director of BCI Asia)

Meanwhile, when identifying and assessing a building for sustainability, the following
factors should be considered:

a. Use of land, materials, energy and water.

b. Reduction of waste.

c. Community benefits.

This thinking must be always being supported to all the people in the organization. To
educate a person may take a while but slowly to participate will make a great difference in the
future. Waste is a symptom of an inefficient process. Preventing waste increases efficiency.
Increasing efficiency increases profits. Below are some ways how to manage waste prevention
and to recycle at office (Wikipedia-recycle):

a) Reduce

• Set your photocopiers and printers to print on both sides by default.

• Make computer files, not paper files when possible.

Recent advances in computer software make it easy to create documents that are
encrypted, password protected, and safe from either unauthorized access or alteration. This can
be done with very sophisticated free and low cost software. Electronic signatures are widely
accepted and legally binding. Over the long run, electronic files save floor and file space. In
most cases electronic documents are safer than paper. Backup copies can be easily transferred
to high capacity low cost removable media, such as compact discs or removable hard drives,

85
and stored off-site. Backups can also be transferred over secure internet connections for off-site
storage. You never need to lose documents to fire or flood or theft. (Wikipedia-recycle)

a) Reuse

• Reuse envelopes and send them through the mail again whenever
possible

• Have each staff persons set aside paper that they use on only one
side, so that it can be reused for printing drafts in your printer, or glued
together to make scratch pads. As staff accumulates paper, they can
transfer it to a centrally located storage box, possibly next to a printer or
photocopiers.
• Buy "recycled" toner cartridges, and send your spent toner cartridges
to be "recycled"
a) Recycle

Recycle glass, plastic, metal cans, white paper, and mixed paper and organics Start a recycling
program, determine which material that need to recycle, find someone to pick up the material,
put recycling bins around office, and get staff to participate. That is "all" there is to it. Having
commitment from your management to encourage staff will help. But it is even more important
to have management participate.(Wikipedia-recycle)

b) Buy Recycled

• You are not recycling if you send your waste to be recycled, but you do
not buy products made from recycled content.

a) Other Purchasing Considerations

• Buy something that what we will use. This may seem obvious, but keep
in mind that there is an environmental cost to buying something and
letting it sit on the shelf forever. If that something is a solvent, or a
solvent-containing liquid such as paint or some cleaners, by the time that
product spoils, the solvents will have evaporated and contributed
needlessly to air pollution. Many items have a useable shelf life. Some
paper manufacturers claim that even paper should be used within a
couple years to prevent jams in copy machines and printers. The
adhesive on envelopes goes bad in time. Bulk purchasing can be a

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 excellent way to reduce costs, and the use of packaging and fossil fuels
for transport, but find the balance.

• Intersperse regular use of strong cleaners and solvents with less toxic
and water based cleaners. Everything from process machinery to toilets
needs to be cleaned occasionally, but if you clean regularly, you don't
need to use the strongest chemicals known to humankind each and
every time.

a) Reduce Packaging

• Select products from suppliers and manufactures that use minimal

packaging. Reuse packing material whenever possible, and look for ways
to reduce its use when you send products to customers.

(http://en.wikipedia.org/wiki/Environmental_issue)

(Wikipedia-recycle)

5.4 GREEN BUILDING ASPECT AND CRITERIA

Picture 5.3: 5.4:
Picture Recycle Envelopmaterial
Recyclable Picture 5.5: Recycle Envelop

Green building brings together a vast array of practices and techniques to reduce and
ultimately eliminate the impacts of buildings on the environment and human health. It often
emphasizes taking advantage of renewable resources, for example using sunlight through
passive solar, active solar and photovoltaic techniques and using plants and trees through

87
green roofs, rain gardens, and for reduction of rainwater run-off. (FutureArc (Green Issue) - 3rd
Quarter 2008 (volume 10)

Many other techniques, such as using packed gravel for parking lots instead of concrete
or asphalt to enhance replenishment of ground water, are used as well. Effective green
buildings are more than just a random collection of environmental friendly technologies,
however. They require careful, systemic attention to the full life cycle impacts of the resources
embodied in the building and to the resource consumption and pollution emissions over the
buildings complete life cycle. (FutureArc (Green Issue) - 3rd Quarter 2008 (volume 10)

On the aesthetic side of green architecture or sustainable design is the philosophy of

designing a building that is in harmony with the natural features and resources surrounding the
site. There are several key steps in designing sustainable buildings: specify 'green' building
materials from local sources, reduce loads, optimize systems, and generate on-site renewable
energy. A Green building also can be known as:

• Is the practice of increasing the efficiency with which buildings user

resources energy, water, and materials.

• Reducing building impacts on human health and the environment,

through better sitting, design, construction, operation, maintenance.

• Removal the complete building life cycle.

(FutureArc (Green Issue) - 3rd Quarter 2008 (volume 10)

The related concepts of sustainable development and sustainability are integral to green
building. Effective green building can lead to:

1) reduced operating costs by increasing productivity and using less

energy and water,

2) improved public and occupant health due to improved indoor air

quality, and

88
 3) Reduced environmental impacts by, for example, lessening storm
water runoff and the heat island effect.

(FutureArc (Green Issue) - 3rd Quarter 2008 (volume 10)

The related concepts of sustainable development and sustainability are integral to green
building. Effective green building can lead to:

1. reduced operating costs by increasing productivity and using less

energy and water,

2. improved public and occupant health due to improved indoor air

quality, and

3. Reduced environmental impacts by, for example, lessening storm

water runoff and the heat island effect.

Practitioners of green building often seek to achieve not only ecological but aesthetic
harmony between a structure and its surrounding natural and built environment, although the
appearance and style of sustainable buildings is not necessarily distinguishable from their less
sustainable counterpart.

(FutureArc (Green Issue) - 3rd Quarter 2008 (volume 10)

5.5 ENERGY EFFICIENCY

Energy Efficiency in Buildings means use less energy for heating, cooling and lighting. It
also means buying energy-saving appliances and equipment for use in a building. The important
concept for energy efficiency in buildings is the building envelope, which is everything that
separates the interior of the building from the outdoor environment: the doors, windows, walls,
foundation, roof, and insulation. Various approaches could be done to improve the building
envelope. For instance, windows with special glazing can let in daylight without heat gain and
storm windows and doors can reduce heat loss when temperatures drop. These techniques can
significantly improve a building's energy efficiency. (Environmental science in building Edition-
Randall McMullan)

Cooling and lighting systems typically use the most energy in a building in our country.
The addition of efficient controls, like a programmable thermostat, can significantly reduce the

89
energy use of this system. For commercial buildings, maximizing the use of Building Energy
Management System (BEMS) can provide the best approach to energy-efficient cooling. The
energy used to heat water can be reduced by both heating water more efficiently and by
reducing hot water use especially in hotel and hospital application. A wide variety of fixtures,
such as low-flow showerheads and faucet aerators, can reduce hot water use. In a home, the
older water heater can be replaced with a newer, more energy-efficient one, and the water
heater and hot water pipes can be insulated to minimize heat loss. (Environmental science in
building Edition- Randall McMullan)

Today, most common appliances and electronic devices are available in energy-efficient
models—air conditioner, washing machines, fans, refrigerators, copiers and computers. Several
energy-efficient lighting options, such as compact fluorescent light bulbs, are also available.
There are many ways to determine energy efficient in building, measures and improvements
can be made. Owners can conduct energy audits on their premises or have professional audits
done. (Environmental science in building Edition- Randall McMullan)

During the commissioning of new commercial buildings, a number of tests and

adjustments can be performed to ensure that the heating, cooling, lighting, ventilation, and other
mechanical systems work together effectively and efficiently. Once the systems are
commissioned, their proper operation and maintenance is critical to efficient energy use.
(Environmental science in building Edition- Randall McMullan)

The total energy of the Universe always remains constant, but when we convert energy
from one form to another some of the energy is effectively lost to use by the conversion
process. For example, when a boiler converts the chemical energy stored in a fuel into heat
energy, hot gases must be allowed to escape up the chimney flue to maintain combustion.
Around 90% of the electrical energy used by a traditional light bulb is wasted as heat energy
rather than light energy. (Environmental science in building Edition- Randall McMullan)

5.6 EFFICIENT EQUIPMENT

New techniques are being used to improve the conversion of efficiency of devices used
for services within buildings. Condensing boilers, for example, recover much of the latent heat

90
from flue gases before they are released. More efficient forms of electric lamp have been
created nowadays. Heat pumps can make use of low-temperature heat sources, such as waste
air, which have been ignored in the past. (Environmental science in building Edition- Randall
McMullan)

5.7 ELECTRICITY USE

Although electrical appliances have high energy efficiency at the point of use, the overall
efficiency of the electrical system is greatly reduced by the energy inefficiency of large power
stations built at remote locations. It is possible to greatly improve the efficiency of electricity
generation by combining it with the generation of heat for industrial and domestic use.
(Environmental science in building Edition- Randall McMullan)

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