CIB World Congress FM Workshop 14 May 2010
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CIB World Congress FM Workshop 14 May 2010

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CIB World Congress 2010 - The Lowry Centre, Salford, UK

CIB World Congress 2010 - The Lowry Centre, Salford, UK

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CIB World Congress FM Workshop 14 May 2010 CIB World Congress FM Workshop 14 May 2010 Presentation Transcript

  • Space and effectivenessThe impact of space on workenvironmentAndrew WilkinsonHead of MA Business, Asset Management
  • Atkins at a glance•Atkins is the UK‟s largest engineeringand design consultancy and the world‟s11th largest design firm.•We have the depth and breadth oftechnical expertise to respond both tothe complex challenges of majorinfrastructure projects, and the urgenttransition to a low-carbon economy.
  • Customers Products Performance Management Projects Building Audit Supply Chain Management Decision on ArT by 22nd Sustainability QSE Commercial Audit Asset Strategy Audit Account Management Change Management Supply Chain Consultancy Energy Management Helpdesk Knowledge Management
  • The problem with OfficeSpace in 2010
  • Office space in 1906
  • Office space 100+ years later!
  • How do you measure effectiveness? “(office) output is a difficult thing to measure, nobody has developed a Mark Dixon metric.” Regus
  • “The Relative Merits of Lean, Enriched, and Empowered Offices:An Experimental Examination of the Impact of Workspace ManagementStrategies on Well-Being and Productivity”Craig Knight and S. Alexander Haslam – Exeter University Principles of lean management encourage managers to exert tight control over office space and the people with in it  Focus on corporate return as opposed to psychological welfare  Lean offices are large, uncluttered and can accommodate more people
  • LEAN OFFICE SPACE EMPOWERED OFFICE SPACEENRICHED OFFICE SPACE DISEMPOWERED OFFICE SPACE
  • The Relative Merits of Lean, Enriched, and Empowered Offices:An Experimental Examination of the Impact of Workspace ManagementStrategies on Well-Being and ProductivityCraig Knight and S. Alexander Haslam Principles of lean management encourage managers to exert tight control over office space and the people with in it  Focus on corporate return as opposed to psychological welfare  Lean offices are large, uncluttered and can accommodate more people Conclusions: - - Enrichment increase productivity - Identity Empowerment increases productivity still further - Faster performances do not mean more errors
  • Death of the Office? The Futures Report – Global Workplace Innovation in partnership withFutures Academy and Kristensen Consulting: -  Expectation that real estate prices will decline along with a companys need for a physical presence  Rapid growth of technology enabling globalisation  Emphasis on growth of virtual office space  Focus on telecommunications “Smart Workforce”: -  Growth in telecommunications = growth of virtual office space  Focus on knowledge sharing and collaboration  Office space gets smaller because we spend less time there  Private dwellings get larger as we spend more time working from home  Driven by lifestyle demands and growth in social networking and video conferencing Source: Death of the office – Ann Clark - i-FM – 27th July 2009
  • 3 real life case studies• Major UK Retailer• Home Office• Atkins
  • Major UK retailer – priority of drivers whenconsidering office workplace strategy 0%Improving staff productivity 0% Sustainability 10% Competitor advantage 10% Cultural considerations 15%Reducing occupancy costs 15% Promoting collaboration 25% Meet Business… 25% Improving working… 0% 5% 10% 15% 20% 25%
  • Major UK retailer - the Challenge of workplacemanagement strategy“The challenge that we will have as a business is how wemight scope a workplace management strategy as the spaceissue alone will not change how we work and we must lookat broader issues of work styles/ agile working,understanding what we think the office is - head office - oursupport centre and whether there is a truly a desire by theboard to lead on the cultural changes that are required”Strategy DirectorMajor UK retailer
  • Home Office – Drivers for change Home Office Estates strategy: -  reduce the number of home office buildings in central London  reduce cost Efficient & Effective HQ workspace 3,780 desks 2 Marsham Street <60% utilisation rate £11,500 per desk
  • Home Office - workplace utilisation Total Workplace Utilisation (2330 Workplaces excluding vacant & shared special workplaces) 100% 90%Avg % of workplaces utilised 80% Workplaces occupied 70% and in use 60% 50% 40% 30% Workplaces occupied 20% 10% 0% 09:30 11:30 14:30 16:30 09:30 11:30 14:30 16:30 09:30 11:30 14:30 16:30 09:30 11:30 14:30 16:30 09:30 11:30 14:30 16:30 Monday Tuesday Wednesday Thursday Friday
  • Home Office – delivering the benefits Principles BenefitsPeople are provided with the tools to Enable effective use of Home Officework effectively wherever they need assets e.g. Workplaces and PC‟s usedto work (spaces, IT, telephony)People are able to be located Ability to rapidly reshape and reformtogether with colleagues so that they teams responding to changing Groupcan work together needs without cost or disruptionPeople use space as they need it. Ability to create teams involvingWhen they are not using their space people from other departments easilyit is made available for others to usePeople are allocated a „Work style‟ Enable people to work more effectivelydependent upon functional need not (the right „places‟ associated with theirgrade tasks)
  • Home Office - Results to date Flexible working implemented Desks released to support 650 additional staff Consolidation of all Corporate HQ functions in one building 4 central London locations released £6m annualised value for money savings Cashable savings – rent utilities, facilities management,security, IT provision Improved Organisational flexibility and agility
  • Atkins Derby office Derby office refurbishment – Atkins oldest building Carbon reduction at the core Utilising old buildings by revamping office space Integrated Client/ FM/ Design/ Projects team Use of in house skills through design, specification and construction More efficient use of space – eg Pods not offices/ Touchdown points Sustainability in every concept of design, specification and construction
  • All electrical Local Derby 90% of construction appliances are suppliers waste recycled grade A efficiency Accredited Energy use is Furniture is allmonitored by Atkins made in the UK andremote technology produced from 34% recycled material Replacement windows - reducing heat Fabric for chairs – loss, noise and 100% recycled glare and Desks – 34% fabric andproducing energy recycled material manufactured in areductions of 18% and 99% recyclable carbon neutral way
  • What are the opportunities for FM?
  • Recession good for FM?•"With nearlynumber of business viewing real estate and Increasing 13% of the average enterprises spend dedicated tostrategic estate and facilities costs, the FM as key its real functions location and support of business locations has a•significant impact on financial performance. In good Recognition of impact on monetary outlays and driving times, a focus on cost containment is prudent; in financial performance. more difficult times, it becomes a necessity. But, for•leading enterprises, the long-term value of looking In addition, these top-performing businesses are: beyond real estate and facilities spend as sunk costs or • 52% more likely than laggard enterprises to have simply the cost of being in business is measurable standardised policies and processes for facilities and pays dividends to those willing to believe management that their competitive position can be affected • 44% more likely to have a corporate real estate by whereand do business and how they group they manage more likely to conduct formal space planning. • 42% these spaces.“ Source: Aberdeen Research - Real Estate and Facilities Management: Defining a Strategic Function, Driving Significant Value Christopher Dwyer
  • Considerations for FM• How do we understand business needs? – ie what does “good” effectiveness look like?• How do we facilitate change?• Need to develop an external perspective: - – How do you keep up with technology? – What are Gen Y+ demanding? – What is best practice?• What more can FM do to deliver real business success? Must be able to measure benefits
  • Summary• The way we use office space is changing: - – Cost – Generation Y; culture and Smart Workforce – Technology enabled• FM is gaining recognition as Value Adding not simply Cost Controlling• Will demand broader scope: - – Inception to Benefits Realisation – Convergence of Property streams FM/ Estates/ Projects – Convergence between Property and Technology
  • Thank youAny questions?